Agenda packet — Yuba City City Council, September 17, 2024 (part 4 of 4)

HCM Unsignalized Intersection Capacity Analysis
9: North Walton Avenue & Lassen Boulevard 06/27/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportAM Future plus Project Page 1Movement EBL EBR NBL NBT SBT SBRLane ConfigurationsTraffic Volume (veh/h) 21 361 685 930 758 99Future Volume (Veh/h) 21 361 685 930 758 99Sign Control Stop Free FreeGrade 0% 0% 0%Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00Hourly flow rate (vph) 21 361 685 930 758 99Pedestrians 3 3 3Lane Width (ft) 12.0 12.0 12.0Walking Speed (ft/s) 3.5 3.5 3.5Percent Blockage 0 0 0Right turn flare (veh) 5Median type None NoneMedian storage veh)Upstream signal (ft)pX, platoon unblockedvC, conflicting volume 2648 434 860vC1, stage 1 conf volvC2, stage 2 conf volvCu, unblocked vol 2648 434 860tC, single (s) 6.8 6.9 4.1tC, 2 stage (s)tF (s) 3.5 3.3 2.2p0 queue free % 0 36 12cM capacity (veh/h) 2 566 775Direction, Lane # EB 1 EB 2 NB 1 NB 2 NB 3 SB 1 SB 2Volume Total 14 368 685 465 465 505 352Volume Left 14 7 685 0000Volume Right 0 361 0 0 0 0 99cSH 2 106 775 1700 1700 1700 1700Volume to Capacity 6.49 3.46 0.88 0.27 0.27 0.30 0.21Queue Length 95th (ft) Err Err 284 0000Control Delay (s) Err Err 33.8 0.0 0.0 0.0 0.0Lane LOS F F DApproach Delay (s) Err 14.3 0.0Approach LOS FIntersection SummaryAverage Delay 1346.5Intersection Capacity Utilization 76.4% ICU Level of Service DAnalysis Period (min) 15 HCM 6th Signalized Intersection Summary9: North Walton Avenue & Lassen Boulevard 06/27/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportAM Future plus Project Page 1Movement EBL EBR NBL NBT SBT SBRLane ConfigurationsTraffic Volume (veh/h) 21 361 685 930 758 99Future Volume (veh/h) 21 361 685 930 758 99Initial Q (Qb), veh 000000Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 0.99Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00Work Zone On Approach No No NoAdj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870Adj Flow Rate, veh/h 21 253 685 930 758 69Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00Percent Heavy Veh, % 2 2 2 2 2 2Cap, veh/h 634 291 727 2569 881 80Arrive On Green 0.18 0.18 0.41 0.72 0.27 0.27Sat Flow, veh/h 3456 1585 1781 3647 3385 300Grp Volume(v), veh/h 21 253 685 930 409 418Grp Sat Flow(s),veh/h/ln 1728 1585 1781 1777 1777 1814Q Serve(g_s), s 0.5 14.9 35.5 9.4 21.0 21.1Cycle Q Clear(g_c), s 0.5 14.9 35.5 9.4 21.0 21.1Prop In Lane 1.00 1.00 1.00 0.17Lane Grp Cap(c), veh/h 634 291 727 2569 476 486V/C Ratio(X) 0.03 0.87 0.94 0.36 0.86 0.86Avail Cap(c_a), veh/h 1079 495 862 2997 555 567HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00Uniform Delay (d), s/veh 32.2 38.1 27.3 5.0 33.5 33.5Incr Delay (d2), s/veh 0.0 8.5 16.6 0.1 11.5 11.4Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0%ile BackOfQ(50%),veh/ln 0.2 12.9 17.0 2.4 10.0 10.2Unsig. Movement Delay, s/vehLnGrp Delay(d),s/veh 32.2 46.6 43.9 5.1 45.0 44.8LnGrp LOS C D D A D DApproach Vol, veh/h 274 1615 827Approach Delay, s/veh 45.5 21.6 44.9Approach LOS D C DTimer - Assigned Phs 2 4 5 6Phs Duration (G+Y+Rc), s 73.9 22.1 43.7 30.2Change Period (Y+Rc), s 4.5 4.5 4.5 4.5Max Green Setting (Gmax), s 81.0 30.0 46.5 30.0Max Q Clear Time (g_c+I1), s 11.4 16.9 37.5 23.1Green Ext Time (p_c), s 7.3 0.7 1.7 2.7Intersection SummaryHCM 6th Ctrl Delay 31.1HCM 6th LOS C 'f"i .,, 1i tt ti. 'i'i .,, 1i tt ti.

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HCM 6th Signalized Intersection Summary
10: Franklin Road & El Margarita Road 06/26/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportAM Future plus Project Page 10 Movement EBL EBT WBT WBR SBL SBR
Lane ConfigurationsTraffic Volume (veh/h) 80 428 391 638 209 56Future Volume (veh/h) 80 428 391 638 209 56Initial Q (Qb), veh 0 00000Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00Work Zone On Approach No No NoAdj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870Adj Flow Rate, veh/h 80 428 391 447 209 39Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00Percent Heavy Veh, % 2 2 2 2 2 2Cap, veh/h 284 1229 819 731 318 283Arrive On Green 0.46 0.46 0.46 0.46 0.18 0.18Sat Flow, veh/h 203 2751 1870 1585 1781 1585Grp Volume(v), veh/h 250 258 391 447 209 39Grp Sat Flow(s),veh/h/ln1252 1617 1777 1585 1781 1585Q Serve(g_s), s 0.4 2.6 3.8 5.3 2.7 0.5Cycle Q Clear(g_c), s 5.7 2.6 3.8 5.3 2.7 0.5Prop In Lane 0.32 1.00 1.00 1.00Lane Grp Cap(c), veh/h 767 745 819 731 318 283V/C Ratio(X) 0.33 0.35 0.48 0.61 0.66 0.14Avail Cap(c_a), veh/h 1195 1334 1466 1308 1812 1613HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00Uniform Delay (d), s/veh 4.2 4.3 4.7 5.1 9.5 8.6Incr Delay (d2), s/veh 0.2 0.3 0.4 0.8 2.3 0.2Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0%ile BackOfQ(50%),veh/ln0.2 0.3 0.2 0.3 0.9 0.1Unsig. Movement Delay, s/vehLnGrp Delay(d),s/veh 4.5 4.6 5.1 5.9 11.9 8.9LnGrp LOS A A A A B AApproach Vol, veh/h 508 838 248Approach Delay, s/veh 4.5 5.5 11.4Approach LOS A A BTimer - Assigned Phs 4 6 8Phs Duration (G+Y+Rc), s 16.0 9.0 16.0 Change Period (Y+Rc), s 4.5 4.5 4.5
Max Green Setting (Gmax), s 20.6 25.4 20.6Max Q Clear Time (g_c+I1), s 7.7 4.7 7.3Green Ext Time (p_c), s 2.8 0.7 4.2Intersection SummaryHCM 6th Ctrl Delay 6.1HCM 6th LOS A HCM 6th Signalized Intersection Summary1: El Margarita Road & SR 20 06/28/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportPM Future plus Project Page 1Movement EBT EBR WBL WBT NBL NBRLane ConfigurationsTraffic Volume (veh/h) 1465 26 150 1369 9 290Future Volume (veh/h) 1465 26 150 1369 9 290Initial Q (Qb), veh 000000Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00Work Zone On Approach No No NoAdj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870Adj Flow Rate, veh/h 1465 18 150 1369 9 203Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00Percent Heavy Veh, % 2 2 2 2 2 2Cap, veh/h 1721 21 191 2386 281 250Arrive On Green 0.48 0.48 0.11 0.67 0.16 0.16Sat Flow, veh/h 3689 44 1781 3647 1781 1585Grp Volume(v), veh/h 724 759 150 1369 9 203Grp Sat Flow(s),veh/h/ln 1777 1862 1781 1777 1781 1585Q Serve(g_s), s 18.9 18.9 4.3 10.8 0.2 6.5Cycle Q Clear(g_c), s 18.9 18.9 4.3 10.8 0.2 6.5Prop In Lane 0.02 1.00 1.00 1.00Lane Grp Cap(c), veh/h 851 892 191 2386 281 250V/C Ratio(X) 0.85 0.85 0.78 0.57 0.03 0.81Avail Cap(c_a), veh/h 927 972 253 2663 389 346HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00Uniform Delay (d), s/veh 12.1 12.1 22.9 4.6 18.8 21.4Incr Delay (d2), s/veh 7.1 6.9 11.1 0.2 0.0 9.8Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0%ile BackOfQ(50%),veh/ln 6.1 6.4 2.1 1.0 0.1 2.6Unsig. Movement Delay, s/vehLnGrp Delay(d),s/veh 19.2 19.0 34.0 4.9 18.8 31.2LnGrp LOS B B C A B CApproach Vol, veh/h 1483 1519 212Approach Delay, s/veh 19.1 7.7 30.7Approach LOS B A CTimer - Assigned Phs 2 3 4 8Phs Duration (G+Y+Rc), s 12.8 10.2 29.7 39.9Change Period (Y+Rc), s 4.5 4.5 4.5 4.5Max Green Setting (Gmax), s 11.5 7.5 27.5 39.5Max Q Clear Time (g_c+I1), s 8.5 6.3 20.9 12.8Green Ext Time (p_c), s 0.2 0.0 4.3 10.3Intersection SummaryHCM 6th Ctrl Delay 14.5HCM 6th LOS B ti. "i tt "i .,,

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HCM 6th Signalized Intersection Summary
2: Harter Parkway & SR 20 06/26/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportPM Future plus Project Page 2Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBRLane ConfigurationsTraffic Volume (veh/h) 438 1257 79 52 1130 494 112 296 174 176 166 286Future Volume (veh/h) 438 1257 79 52 1130 494 112 296 174 176 166 286Initial Q (Qb), veh 0 00000000000Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 0.99 1.00 1.00Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Work Zone On Approach No No No NoAdj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870Adj Flow Rate, veh/h 438 1257 55 52 1130 425 112 296 45 176 166 161Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2Cap, veh/h 333 1743 777 95 1498 756 183 538 237 190 545 396Arrive On Green 0.10 0.49 0.49 0.03 0.42 0.42 0.05 0.15 0.15 0.06 0.15 0.15Sat Flow, veh/h 3456 3554 1585 3456 3554 1585 3456 3554 1569 3456 3554 1585Grp Volume(v), veh/h 438 1257 55 52 1130 425 112 296 45 176 166 161Grp Sat Flow(s),veh/h/ln1728 1777 1585 1728 1777 1585 1728 1777 1569 1728 1777 1585Q Serve(g_s), s 7.0 20.2 1.3 1.1 19.6 13.9 2.3 5.6 1.8 3.7 3.0 6.2Cycle Q Clear(g_c), s 7.0 20.2 1.3 1.1 19.6 13.9 2.3 5.6 1.8 3.7 3.0 6.2Prop In Lane 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Lane Grp Cap(c), veh/h 333 1743 777 95 1498 756 183 538 237 190 545 396V/C Ratio(X) 1.31 0.72 0.07 0.55 0.75 0.56 0.61 0.55 0.19 0.92 0.30 0.41Avail Cap(c_a), veh/h 333 1910 852 143 1714 852 190 1910 843 190 1910 1005HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Uniform Delay (d), s/veh 32.8 14.6 9.8 34.8 17.8 13.6 33.6 28.5 26.9 34.1 27.3 22.7Incr Delay (d2), s/veh 161.2 1.4 0.1 3.6 1.9 0.9 3.7 0.8 0.3 43.9 0.3 0.6Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0%ile BackOfQ(50%),veh/ln10.1 6.4 0.4 0.5 6.7 4.5 1.0 2.3 0.7 2.6 1.2 2.2Unsig. Movement Delay, s/vehLnGrp Delay(d),s/veh 194.0 16.0 9.8 38.4 19.7 14.5 37.3 29.3 27.3 78.1 27.6 23.3LnGrp LOS F B A D B B D C C E C CApproach Vol, veh/h 1750 1607 453 503Approach Delay, s/veh 60.3 18.9 31.1 43.9Approach LOS E B C DTimer - Assigned Phs 1 2345678Phs Duration (G+Y+Rc), s7.0 41.6 7.9 16.1 12.0 36.6 8.0 16.0Change Period (Y+Rc), s * 5 6.0 * 4 * 5 * 5 6.0 * 4 * 5Max Green Setting (Gmax), s * 3 39.0 * 4 * 39 * 7 35.0 * 4 * 39Max Q Clear Time (g_c+I1), s 3.1 22.2 4.3 8.2 9.0 21.6 5.7 7.6Green Ext Time (p_c), s 0.0 9.9 0.0 1.4 0.0 9.0 0.0 1.9Intersection SummaryHCM 6th Ctrl Delay 39.9HCM 6th LOS DNotesUser approved pedestrian interval to be less than phase max green.* HCM 6th computational engine requires equal clearance times for the phases crossing the barrier.

HCM 6th Signalized Intersection Summary3: Tharp Road & SR 20 06/26/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportPM Future plus Project Page 3Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBRLane ConfigurationsTraffic Volume (veh/h) 67 1255 200 209 1420 559 185 460 365 512 456 80Future Volume (veh/h) 67 1255 200 209 1420 559 185 460 365 512 456 80Initial Q (Qb), veh 0 00000000000Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Work Zone On Approach No No No NoAdj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870Adj Flow Rate, veh/h 67 1255 121 209 1420 327 185 460 185 512 456 69Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2Cap, veh/h 106 1320 589 222 1552 692 213 611 272 545 650 98Arrive On Green 0.06 0.37 0.37 0.12 0.44 0.44 0.12 0.17 0.17 0.16 0.21 0.21Sat Flow, veh/h 1781 3554 1585 1781 3554 1584 1781 3554 1580 3456 3097 466Grp Volume(v), veh/h 67 1255 121 209 1420 327 185 460 185 512 261 264Grp Sat Flow(s),veh/h/ln1781 1777 1585 1781 1777 1584 1781 1777 1580 1728 1777 1786Q Serve(g_s), s 4.4 41.3 6.3 14.0 45.2 17.7 12.3 14.8 13.2 17.7 16.4 16.5Cycle Q Clear(g_c), s 4.4 41.3 6.3 14.0 45.2 17.7 12.3 14.8 13.2 17.7 16.4 16.5Prop In Lane 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.26Lane Grp Cap(c), veh/h 106 1320 589 222 1552 692 213 611 272 545 373 375V/C Ratio(X) 0.63 0.95 0.21 0.94 0.91 0.47 0.87 0.75 0.68 0.94 0.70 0.71Avail Cap(c_a), veh/h 118 1327 592 222 1552 692 266 1032 459 545 531 534HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Uniform Delay (d), s/veh 55.4 36.8 25.8 52.3 31.8 24.1 52.1 47.4 46.8 50.2 44.1 44.1Incr Delay (d2), s/veh 9.0 14.7 0.3 44.5 9.0 0.9 21.3 1.9 3.0 24.5 2.4 2.4Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0%ile BackOfQ(50%),veh/ln2.2 19.7 2.4 8.8 20.0 6.6 6.7 6.7 5.4 9.4 7.4 7.5Unsig. Movement Delay, s/vehLnGrp Delay(d),s/veh 64.3 51.5 26.1 96.8 40.9 24.9 73.4 49.4 49.8 74.6 46.4 46.6LnGrp LOS E D C F D C E D D E D DApproach Vol, veh/h 1443 1956 830 1037Approach Delay, s/veh 49.9 44.2 54.8 60.4Approach LOS D D D ETimer - Assigned Phs 1 2345678Phs Duration (G+Y+Rc), s20.0 50.8 19.4 30.3 12.2 58.6 24.0 25.7Change Period (Y+Rc), s * 5 * 6 * 5 * 5 * 5 * 6 * 5 * 5Max Green Setting (Gmax), s * 15 * 45 * 18 * 36 * 8 * 52 * 19 * 35Max Q Clear Time (g_c+I1), s 16.0 43.3 14.3 18.5 6.4 47.2 19.7 16.8Green Ext Time (p_c), s 0.0 1.4 0.2 2.8 0.0 4.3 0.0 3.4Intersection SummaryHCM 6th Ctrl Delay 50.6HCM 6th LOS DNotesUser approved pedestrian interval to be less than phase max green.* HCM 6th computational engine requires equal clearance times for the phases crossing the barrier.

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HCM 6th Signalized Intersection Summary
4: North Walton Avenue & SR 20 06/26/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportPM Future plus Project Page 4Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBRLane ConfigurationsTraffic Volume (veh/h) 208 1728 318 415 1721 350 314 673 305 249 907 234Future Volume (veh/h) 208 1728 318 415 1721 350 314 673 305 249 907 234Initial Q (Qb), veh 0 00000000000Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.98Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Work Zone On Approach No No No NoAdj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870Adj Flow Rate, veh/h 208 1728 183 415 1721 243 314 673 183 249 907 210Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2Cap, veh/h 211 1737 183 384 1853 574 282 1008 450 299 825 191Arrive On Green 0.12 0.37 0.37 0.11 0.36 0.36 0.08 0.28 0.28 0.09 0.29 0.29Sat Flow, veh/h 1781 4690 495 3456 5106 1582 3456 3554 1585 3456 2855 660Grp Volume(v), veh/h 208 1253 658 415 1721 243 314 673 183 249 564 553Grp Sat Flow(s),veh/h/ln1781 1702 1781 1728 1702 1582 1728 1777 1585 1728 1777 1739Q Serve(g_s), s 15.7 49.5 49.9 15.0 43.7 15.6 11.0 22.6 12.6 9.6 39.0 39.0Cycle Q Clear(g_c), s 15.7 49.5 49.9 15.0 43.7 15.6 11.0 22.6 12.6 9.6 39.0 39.0Prop In Lane 1.00 0.28 1.00 1.00 1.00 1.00 1.00 0.38Lane Grp Cap(c), veh/h 211 1261 660 384 1853 574 282 1008 450 299 513 502V/C Ratio(X) 0.99 0.99 1.00 1.08 0.93 0.42 1.12 0.67 0.41 0.83 1.10 1.10Avail Cap(c_a), veh/h 211 1261 660 384 1853 574 282 1008 450 358 513 502HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Uniform Delay (d), s/veh 59.4 42.3 42.5 60.0 41.3 32.4 62.0 42.7 39.1 60.7 48.0 48.0Incr Delay (d2), s/veh 57.4 23.7 34.6 69.3 8.9 0.6 88.2 1.7 0.6 11.3 69.5 70.5Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0%ile BackOfQ(50%),veh/ln10.3 24.0 27.3 10.1 19.1 5.9 8.2 9.9 4.9 4.7 26.9 26.5Unsig. Movement Delay, s/vehLnGrp Delay(d),s/veh 116.8 66.1 77.0 129.3 50.2 33.0 150.2 44.4 39.7 72.0 117.5 118.5LnGrp LOS F E E F D C F D D E F FApproach Vol, veh/h 2119 2379 1170 1366 Approach Delay, s/veh 74.5 62.2 72.1 109.6
Approach LOS E E E FTimer - Assigned Phs 1 2345678Phs Duration (G+Y+Rc), s20.0 56.0 15.0 44.0 21.0 55.0 15.7 43.3Change Period (Y+Rc), s * 5 * 6 * 4 * 5 * 5 * 6 * 4 * 5Max Green Setting (Gmax), s * 15 * 50 * 11 * 39 * 16 * 49 * 14 * 36Max Q Clear Time (g_c+I1), s 17.0 51.9 13.0 41.0 17.7 45.7 11.6 24.6Green Ext Time (p_c), s 0.0 0.0 0.0 0.0 0.0 2.9 0.1 3.7Intersection SummaryHCM 6th Ctrl Delay 76.7HCM 6th LOS ENotesUser approved pedestrian interval to be less than phase max green.* HCM 6th computational engine requires equal clearance times for the phases crossing the barrier.

HCM 6th TWSC5: El Margarita Road & Spirit Drive 06/26/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportPM Future plus Project Page 5IntersectionInt Delay, s/veh 3.6Movement WBL WBR NBT NBR SBL SBTLane ConfigurationsTraffic Vol, veh/h 90 52 131 67 49 174Future Vol, veh/h 90 52 131 67 49 174Conflicting Peds, #/hr 22 39 0 22 39 0Sign Control Stop Stop Free Free Free FreeRT Channelized - None - None - NoneStorage Length 150 0 - - 110 -Veh in Median Storage, # 0 - 0 - - 0Grade, % 0 - 0 - - 0Peak Hour Factor 100 100 100 100 100 100Heavy Vehicles, % 2 22222Mvmt Flow 90 52 131 67 49 174Major/Minor Minor1 Major1 Major2Conflicting Flow All 498 243 0 0 237 0 Stage 1 204 ----- Stage 2 294 -----Critical Hdwy 6.42 6.22 - - 4.12 -Critical Hdwy Stg 1 5.42 - - - - -Critical Hdwy Stg 2 5.42 - - - - -Follow-up Hdwy 3.518 3.318 - - 2.218 -Pot Cap-1 Maneuver 532 796 - - 1330 - Stage 1 830 ----- Stage 2 756 -----Platoon blocked, % - - -Mov Cap-1 Maneuver 483 738 - - 1281 -Mov Cap-2 Maneuver 562 ----- Stage 1 799 ----- Stage 2 712 -----Approach WB NB SBHCM Control Delay, s 11.7 0 1.7HCM LOS BMinor Lane/Major Mvmt NBT NBRWBLn1WBLn2 SBL SBTCapacity (veh/h) - - 562 738 1281 -HCM Lane V/C Ratio - - 0.16 0.07 0.038 -HCM Control Delay (s) - - 12.6 10.2 7.9 -HCM Lane LOS - - B B A -HCM 95th %tile Q(veh) - - 0.6 0.2 0.1 - 11 Hf. 1111 tt-t 'f' 1111 +t 'f' 1111 -tf.
11 .,, f. 11 +

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HCM 6th AWSC
6: Harter Parkway & Spirit Drive 06/26/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportPM Future plus Project Page 6IntersectionIntersection Delay, s/veh 10.5Intersection LOS BMovement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBRLane ConfigurationsTraffic Vol, veh/h 118 2 75 0 3 16 101 307 0 15 269 56Future Vol, veh/h 118 2 75 0 3 16 101 307 0 15 269 56Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Heavy Vehicles, % 222222222222Mvmt Flow 118 2 75 0 3 16 101 307 0 15 269 56Number of Lanes 110010120120Approach EB WB NB SBOpposing Approach WB EB SB NBOpposing Lanes 1 2 3 3 Conflicting Approach Left SB NB EB WB
Conflicting Lanes Left 3 3 2 1
Conflicting Approach Right NB SB WB EB
Conflicting Lanes Right 3 3 1 2
HCM Control Delay 10.8 9.4 9.9 11
HCM LOS B A A BLane NBLn1 NBLn2 NBLn3 EBLn1 EBLn2 WBLn1 SBLn1 SBLn2 SBLn3Vol Left, % 100% 0% 0% 100% 18% 0% 100% 0% 0%Vol Thru, % 0% 100% 100% 0% 2% 16% 0% 100% 62%Vol Right, % 0% 0% 0% 0% 80% 84% 0% 0% 38%Sign Control Stop Stop Stop Stop Stop Stop Stop Stop StopTraffic Vol by Lane 101 154 154 101 94 19 15 179 146LT Vol 101 0 0 101 17 0 15 0 0Through Vol 0 154 154 0 2 3 0 179 90RT Vol 0 0 0 0 75 16 0 0 56Lane Flow Rate 101 154 154 101 94 19 15 179 146Geometry Grp 888888888Degree of Util (X) 0.185 0.26 0.186 0.199 0.158 0.034 0.028 0.307 0.238Departure Headway (Hd) 6.608 6.103 4.351 7.069 6.095 6.457 6.667 6.162 5.89Convergence, Y/N Yes Yes Yes Yes Yes Yes Yes Yes YesCap 543 588 823 507 587 553 537 583 609Service Time 4.347 3.842 2.089 4.817 3.843 4.218 4.408 3.902 3.63HCM Lane V/C Ratio 0.186 0.262 0.187 0.199 0.16 0.034 0.028 0.307 0.24HCM Control Delay 10.8 11 8.1 11.6 10 9.4 9.6 11.6 10.5HCM Lane LOS BBABAAABBHCM 95th-tile Q 0.7 1 0.7 0.7 0.6 0.1 0.1 1.3 0.9 HCM 6th AWSC7: Harter Parkway & Lassen Boulevard 06/26/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportPM Future plus Project Page 7IntersectionIntersection Delay, s/veh 9.1Intersection LOS AMovement WBL WBR NBT NBR SBL SBTLane ConfigurationsTraffic Vol, veh/h 4 368 15 2 312 43Future Vol, veh/h 4 368 15 2 312 43Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00Heavy Vehicles, % 2 22222Mvmt Flow 4 368 15 2 312 43Number of Lanes 2 12012Approach WB NB SBOpposing Approach SB NBOpposing Lanes 0 3 2Conflicting Approach Left NB WBConflicting Lanes Left 2 0 3Conflicting Approach RightSB WB Conflicting Lanes Right 3 3 0HCM Control Delay 7.8 8.8 10.4HCM LOS A A BLane NBLn1 NBLn2WBLn1WBLn2WBLn3 SBLn1 SBLn2 SBLn3Vol Left, % 0% 0% 100% 1% 0% 100% 92% 0%Vol Thru, % 100% 71% 0% 0% 0% 0% 8% 100%Vol Right, % 0% 29% 0% 99% 100% 0% 0% 0%Sign Control Stop Stop Stop Stop Stop Stop Stop StopTraffic Vol by Lane 10 7 3 185 184 156 170 29LT Vol 0 0 3 1 0 156 156 0Through Vol 10 5 0 0 0 0 14 29RT Vol 0 2 0 184 184 0 0 0Lane Flow Rate 10 7 3 185 184 156 170 29Geometry Grp 88777888Degree of Util (X) 0.017 0.011 0.004 0.247 0.157 0.255 0.276 0.029Departure Headway (Hd) 6.04 5.838 5.997 4.806 3.064 5.884 5.842 3.641Convergence, Y/N Yes Yes Yes Yes Yes Yes Yes YesCap 587 607 598 749 1168 615 618 989Service Time 3.832 3.631 3.721 2.53 0.788 3.584 3.542 1.341HCM Lane V/C Ratio 0.017 0.012 0.005 0.247 0.158 0.254 0.275 0.029HCM Control Delay 8.9 8.7 8.7 9.1 6.4 10.6 10.8 6.4HCM Lane LOS AAAAABBAHCM 95th-tile Q 0.1 0 0 1 0.6 1 1.1 0.1 "i 4> "i +t. "i +t. "i ,ft

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HCM 6th AWSC
8: Tharp Road & Lassen Boulevard 06/26/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportPM Future plus Project Page 8IntersectionIntersection Delay, s/veh19.2Intersection LOS CMovement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBRLane ConfigurationsTraffic Vol, veh/h 80 277 148 32 213 140 90 193 19 178 355 37Future Vol, veh/h 80 277 148 32 213 140 90 193 19 178 355 37Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00Heavy Vehicles, % 2 22222222222Mvmt Flow 80 277 148 32 213 140 90 193 19 178 355 37Number of Lanes 1 20120120120Approach EB WB NB SBOpposing Approach WB EB SB NBOpposing Lanes 3 3 3 3Conflicting Approach Left SB NB EB WBConflicting Lanes Left 3 3 3 3Conflicting Approach RightNB SB WB EBConflicting Lanes Right 3 3 3 3HCM Control Delay 20 18.9 16.1 20.3HCM LOS C C C CLane NBLn1 NBLn2 NBLn3 EBLn1 EBLn2 EBLn3WBLn1WBLn2WBLn3 SBLn1 SBLn2 SBLn3Vol Left, % 100% 0% 0% 100% 0% 0% 100% 0% 0% 100% 0% 0%Vol Thru, % 0% 100% 77% 0% 100% 38% 0% 100% 34% 0% 100% 76%Vol Right, % 0% 0% 23% 0% 0% 62% 0% 0% 66% 0% 0% 24%Sign Control Stop Stop Stop Stop Stop Stop Stop Stop Stop Stop Stop StopTraffic Vol by Lane 90 129 83 80 185 240 32 142 211 178 237 155LT Vol 90 0 0 80 0 0 32 0 0 178 0 0Through Vol 0 129 64 0 185 92 0 142 71 0 237 118RT Vol 0 0 19 0 0 148 0 0 140 0 0 37Lane Flow Rate 90 129 83 80 185 240 32 142 211 178 237 155Geometry Grp 888888888888Degree of Util (X) 0.251 0.34 0.217 0.211 0.461 0.572 0.087 0.367 0.518 0.461 0.58 0.373Departure Headway (Hd) 10.021 9.521 9.361 9.492 8.992 8.561 9.802 9.302 8.838 9.32 8.82 8.653Convergence, Y/N Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes YesCap 358 377 383 378 401 421 365 386 407 386 409 416Service Time 7.783 7.283 7.123 7.248 6.748 6.317 7.562 7.062 6.597 7.075 6.575 6.408HCM Lane V/C Ratio 0.251 0.342 0.217 0.212 0.461 0.57 0.088 0.368 0.518 0.461 0.579 0.373HCM Control Delay 16.1 17.1 14.7 14.8 19.3 22.2 13.5 17.4 20.8 19.8 23.1 16.5HCM Lane LOS C C B B C C B C C C C CHCM 95th-tile Q 1 1.5 0.8 0.8 2.4 3.5 0.3 1.6 2.9 2.4 3.6 1.7 HCM Unsignalized Intersection Capacity Analysis9: North Walton Avenue & Lassen Boulevard 06/27/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportPM Future plus Project Page 1Movement EBL EBR NBL NBT SBT SBRLane ConfigurationsTraffic Volume (veh/h) 32 492 340 1272 1551 62Future Volume (Veh/h) 32 492 340 1272 1551 62Sign Control Stop Free FreeGrade 0% 0% 0%Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00Hourly flow rate (vph) 32 492 340 1272 1551 62Pedestrians 1 1 1Lane Width (ft) 12.0 12.0 12.0Walking Speed (ft/s) 3.5 3.5 3.5Percent Blockage 0 0 0Right turn flare (veh) 5Median type None NoneMedian storage veh)Upstream signal (ft)pX, platoon unblockedvC, conflicting volume 2900 808 1614vC1, stage 1 conf volvC2, stage 2 conf volvCu, unblocked vol 2900 808 1614tC, single (s) 6.8 6.9 4.1tC, 2 stage (s)tF (s) 3.5 3.3 2.2p0 queue free % 0 0 15cM capacity (veh/h) 2 323 400Direction, Lane # EB 1 EB 2 NB 1 NB 2 NB 3 SB 1 SB 2Volume Total 21 503 340 636 636 1034 579Volume Left 21 11 340 0000Volume Right 0 492 0 0 0 0 62cSH 2 75 400 1700 1700 1700 1700Volume to Capacity 11.47 6.73 0.85 0.37 0.37 0.61 0.34Queue Length 95th (ft) Err Err 204 0000Control Delay (s) Err Err 48.0 0.0 0.0 0.0 0.0Lane LOS F F EApproach Delay (s) Err 10.1 0.0Approach LOS FIntersection SummaryAverage Delay 1401.9Intersection Capacity Utilization 82.1% ICU Level of Service EAnalysis Period (min) 15 'f"i .,, 'i ++ ti.
'i ti. 'i ti. 'i ti.

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HCM 6th Signalized Intersection Summary
9: North Walton Avenue & Lassen Boulevard 06/27/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportPM Future plus Project Page 1Movement EBL EBR NBL NBT SBT SBRLane ConfigurationsTraffic Volume (veh/h) 32 492 340 1272 1551 62Future Volume (veh/h) 32 492 340 1272 1551 62Initial Q (Qb), veh 000000Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00Work Zone On Approach No No NoAdj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870Adj Flow Rate, veh/h 32 344 340 1272 1551 43Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00Percent Heavy Veh, % 2 2 2 2 2 2Cap, veh/h 806 370 357 2452 1593 44Arrive On Green 0.23 0.23 0.20 0.69 0.45 0.45Sat Flow, veh/h 3456 1585 1781 3647 3625 98Grp Volume(v), veh/h 32 344 340 1272 779 815Grp Sat Flow(s),veh/h/ln 1728 1585 1781 1777 1777 1853Q Serve(g_s), s 0.8 24.9 22.1 20.3 50.2 50.6Cycle Q Clear(g_c), s 0.8 24.9 22.1 20.3 50.2 50.6Prop In Lane 1.00 1.00 1.00 0.05Lane Grp Cap(c), veh/h 806 370 357 2452 801 835V/C Ratio(X) 0.04 0.93 0.95 0.52 0.97 0.98Avail Cap(c_a), veh/h 888 407 357 2453 802 836HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00Uniform Delay (d), s/veh 34.8 44.0 46.3 8.8 31.4 31.5Incr Delay (d2), s/veh 0.0 26.6 35.1 0.2 25.0 25.2Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0%ile BackOfQ(50%),veh/ln 0.4 22.5 12.9 6.5 25.4 26.7Unsig. Movement Delay, s/vehLnGrp Delay(d),s/veh 34.8 70.6 81.4 9.0 56.4 56.7LnGrp LOS C E F A E EApproach Vol, veh/h 376 1612 1594Approach Delay, s/veh 67.5 24.2 56.6Approach LOS E C ETimer - Assigned Phs 2 4 5 6Phs Duration (G+Y+Rc), s 85.3 31.8 28.0 57.3Change Period (Y+Rc), s 4.5 4.5 4.5 4.5Max Green Setting (Gmax), s 80.9 30.1 23.5 52.9Max Q Clear Time (g_c+I1), s 22.3 26.9 24.1 52.6Green Ext Time (p_c), s 11.9 0.4 0.0 0.3Intersection SummaryHCM 6th Ctrl Delay 43.2HCM 6th LOS D HCM 6th Signalized Intersection Summary10: Franklin Road & El Margarita Road 06/26/2023TIS for the Harter Parkway Career Technical Building Project Synchro 11 ReportPM Future plus Project Page 10Movement EBL EBT WBT WBR SBL SBRLane ConfigurationsTraffic Volume (veh/h) 64 503 385 129 193 56Future Volume (veh/h) 64 503 385 129 193 56Initial Q (Qb), veh 0 00000Ped-Bike Adj(A_pbT) 1.00 1.00 1.00 1.00Parking Bus, Adj 1.00 1.00 1.00 1.00 1.00 1.00Work Zone On Approach No No NoAdj Sat Flow, veh/h/ln 1870 1870 1870 1870 1870 1870Adj Flow Rate, veh/h 64 503 385 90 193 39Peak Hour Factor 1.00 1.00 1.00 1.00 1.00 1.00Percent Heavy Veh, % 2 2 2 2 2 2Cap, veh/h 290 1159 1078 249 320 285Arrive On Green 0.38 0.38 0.38 0.38 0.18 0.18Sat Flow, veh/h 199 3168 2959 663 1781 1585Grp Volume(v), veh/h 300 267 237 238 193 39Grp Sat Flow(s),veh/h/ln1665 1617 1777 1751 1781 1585Q Serve(g_s), s 0.0 2.5 1.9 2.0 2.0 0.4Cycle Q Clear(g_c), s 2.4 2.5 1.9 2.0 2.0 0.4Prop In Lane 0.21 0.38 1.00 1.00Lane Grp Cap(c), veh/h 842 608 668 659 320 285V/C Ratio(X) 0.36 0.44 0.36 0.36 0.60 0.14Avail Cap(c_a), veh/h 1815 1635 1797 1771 2241 1994HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00Uniform Delay (d), s/veh 4.7 4.7 4.6 4.6 7.6 7.0Incr Delay (d2), s/veh 0.3 0.5 0.3 0.3 1.8 0.2Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0%ile BackOfQ(50%),veh/ln0.2 0.2 0.1 0.1 0.6 0.1Unsig. Movement Delay, s/vehLnGrp Delay(d),s/veh 5.0 5.2 4.9 4.9 9.5 7.2LnGrp LOS A A A A A AApproach Vol, veh/h 567 475 232Approach Delay, s/veh 5.1 4.9 9.1Approach LOS A A ATimer - Assigned Phs 4 6 8Phs Duration (G+Y+Rc), s 12.1 8.1 12.1 Change Period (Y+Rc), s 4.5 4.5 4.5
Max Green Setting (Gmax), s 20.5 25.5 20.5Max Q Clear Time (g_c+I1), s 4.5 4.0 4.0Green Ext Time (p_c), s 3.1 0.7 2.3Intersection SummaryHCM 6th Ctrl Delay 5.7HCM 6th LOS A 'f"i .,, 1i ++ ti.

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C Transportation Impact Study for the Harter Parkway Career Technical Building Project April 2024
Appendix C
Traffic Signal Warrant Spreadsheets

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~
W-Trans
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Warrant 3: Peak-Hour Volumes and Delay
Street Name
Direction
Number of Lanes
Approach Speed
Population less than 10,000? No
Date of Count:

Scenario:

Warrant 3 Met?: Met when either Condition A or B is met Yes Condition A: Met when conditions A1, A2, and A3 are met Not Met Condition A1 Not Met

0.84 Condition A2 Met
204 vph
Condition A3 Met
1525 vph
Condition B Met
N. Walton Ave & Lassen Blvd Project Name: TIS for the Harter Parkway Career Yuba City Technical Building Project
Intersection: 1
Major Street Minor Street
N. Walton Ave Lassen Blvd

N-S E-W
The volume on the same minor street approach (one direction only) equals or exceeds 100 vph for one moving lane of traffic of 150 vph for two moving lanes 23 45 35
AM Existing
The total delay experienced by traffic on one minor street approach (one direction only) controlled by a STOP sign equals or exceeds four vehicle-hours for a one lane approach, or five vehicle-hours for a two-lane approach
Minor Approach Delay: vehicle-hours
Tuesday, April 18, 2023
Minor Approach Volume:

The total entering volume serviced during the hour equals or exceeds 800 vph for intersections with four or more appraches or 650 vph for intersections with three approaches
Total Entering Volume:

The plotted point falls above the curve
0 100
200
300
400
500
300 400 500 600 700 800 900 1000 1100 1200 1300

MINOR STREET
―HIGHER VOLUME

APPROACH (VPH)
MAJOR STREET―TOTAL OF BOTH APPROACHES

VEHICLES PER HOUR (VPH)
Warrant 3, Peak Hour (70% Factor)
(COMMUNITY LESS THAN 10,000 POPULATION, OR ABOVE 40 MPH ON MAJOR STREET) 2 OR MORE LANES & 2 OR MORE LANES
2 OR MORE LANES & 1 LANE
1 LANE & 1 LANE
~ 7/18/2023 Signal Warrant Analysis ~-Trans

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Warrant 3: Peak-Hour Volumes and Delay
Street Name
Direction
Number of Lanes
Approach Speed
Population less than 10,000? No
Date of Count:

Scenario:

Warrant 3 Met?: Met when either Condition A or B is met Yes Condition A: Met when conditions A1, A2, and A3 are met Not Met Condition A1 Not Met

1.7 Condition A2 Met
280 vph
Condition A3 Met
2004 vph
Condition B Met
Minor Approach Volume:

The total entering volume serviced during the hour equals or exceeds 800 vph for intersections with four or more appraches or 650 vph for intersections with three approaches
Total Entering Volume:

The plotted point falls above the curve
The volume on the same minor street approach (one direction only) equals or exceeds 100 vph for one moving lane of traffic of 150 vph for two moving lanes 23 45 35
PM Existing
The total delay experienced by traffic on one minor street approach (one direction only) controlled by a STOP sign equals or exceeds four vehicle-hours for a one lane approach, or five vehicle-hours for a two-lane approach
Minor Approach Delay: vehicle-hours
Tuesday, April 18, 2023
Major Street Minor Street
N. Walton Ave Lassen Blvd

N-S E-W
N. Walton Ave & Lassen Blvd Project Name: TIS for the Harter Parkway Career Yuba City Technical Building Project
Intersection: 1
0 100
200
300
400
500
300 400 500 600 700 800 900 1000 1100 1200 1300

MINOR STREET
―HIGHER VOLUME

APPROACH (VPH)
MAJOR STREET―TOTAL OF BOTH APPROACHES

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Warrant 3: Peak-Hour Volumes and Delay
Street Name
Direction
Number of Lanes
Approach Speed
Population less than 10,000? No
Date of Count:

Scenario:

Warrant 3 Met?: Met when either Condition A or B is met Yes Condition A: Met when conditions A1, A2, and A3 are met Not Met Condition A1 Not Met
N/A
Condition A2 Met
380 vph
Condition A3 Met
2843 vph
Condition B Met
Minor Approach Volume:

The total entering volume serviced during the hour equals or exceeds 800 vph for intersections with four or more appraches or 650 vph for intersections with three approaches
Total Entering Volume:

The plotted point falls above the curve
The volume on the same minor street approach (one direction only) equals or exceeds 100 vph for one moving lane of traffic of 150 vph for two moving lanes 23 45 35
AM Future
The total delay experienced by traffic on one minor street approach (one direction only) controlled by a STOP sign equals or exceeds four vehicle-hours for a one lane approach, or five vehicle-hours for a two-lane approach
Minor Approach Delay: vehicle-hours
Tuesday, April 18, 2023
Major Street Minor Street
N. Walton Ave Lassen Blvd

MINOR STREET
―HIGHER VOLUME

APPROACH (VPH)
MAJOR STREET―TOTAL OF BOTH APPROACHES

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Warrant 3: Peak-Hour Volumes and Delay
Street Name
Direction
Number of Lanes
Approach Speed
Population less than 10,000? No
Date of Count:

Scenario:

Warrant 3 Met?: Met when either Condition A or B is met Yes Condition A: Met when conditions A1, A2, and A3 are met Not Met Condition A1 Not Met
N/A
Condition A2 Met
518 vph
Condition A3 Met
3739 vph
Condition B Met
N. Walton Ave & Lassen Blvd Project Name: TIS for the Harter Parkway Career Yuba City Technical Building Project
Intersection: 1
Major Street Minor Street
N. Walton Ave Lassen Blvd

N-S E-W
The volume on the same minor street approach (one direction only) equals or exceeds 100 vph for one moving lane of traffic of 150 vph for two moving lanes 23 45 35
PM Future
The total delay experienced by traffic on one minor street approach (one direction only) controlled by a STOP sign equals or exceeds four vehicle-hours for a one lane approach, or five vehicle-hours for a two-lane approach
Minor Approach Delay: vehicle-hours
Tuesday, April 18, 2023
Minor Approach Volume:

The total entering volume serviced during the hour equals or exceeds 800 vph for intersections with four or more appraches or 650 vph for intersections with three approaches
Total Entering Volume:

The plotted point falls above the curve
0 100
200
300
400
500
300 400 500 600 700 800 900 1000 1100 1200 1300

MINOR STREET
―HIGHER VOLUME

APPROACH (VPH)
MAJOR STREET―TOTAL OF BOTH APPROACHES

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Agenda Item 8

CITY OF YUBA CITY

STAFF REPORT
Date: September 17, 2024
To: Honorable Mayor & Members of the City Council;
From: Development Services Department
Presentation By: Doug Libby, Deputy Director of Development Services Summary
Subject: 2023 CDBG - Consolidated Annual Performance & Evaluation Report Recommendation: A. Conduct a Public Hearing and after consideration; B. Adopt a Resolution Approving the 2023 CAPER and authorizing staff to submit all necessary documents to the U.S. Department of Housing and Urban Development (HUD)
Fiscal Impact: No direct fiscal impact would result from approving the 2023 CAPER Purpose:

To solicit public input on the City’s Community Development Block Grant (CDBG) program and approve submission of the 2023 Consolidated Annual Performance and Evaluation Report.

Council’s Strategic Goal:

This item address Council’s goal of infrastructure in that the City receives funding from the federal U.S.

Department of Housing and Urban Development to address housing and community development within the City.

Background:

The Consolidated Annual Performance and Evaluation Report (CAPER) is required of all jurisdictions that receive CDBG entitlement funds from the U.S. Department of Housing and Urban Development (HUD). The purpose of the CAPER is to evaluate the City’s progress in using CDBG funds to meet the housing and community development goals contained in the City’s five-year Consolidated Plan. The City’s grant allocation for the 2023 Program Year (PY) was $567,759. Per HUD guidelines, these funds must be used to further the overall goals of the CDBG program to provide decent, safe, sanitary housing; a suitable living environment; and to expand economic opportunities for low and moderateincome persons. The PY covers the period from July 1, 2023 to June 30, 2024.

Analysis:

The purpose of the hearing is to solicit community feedback on the City’s efforts in utilizing its CDBG funding to meet the housing and community development goals outlined in the City’s Five-Year Consolidated Plan. It also provides the public an opportunity to identify community housing needs.

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In addition to this public hearing, the City is holding a public comment period, which commenced on September 6, 2024 and will end on September 22, 2024. Citizens and organizations are encouraged to submit comments regarding the report during this time. To date, no public comments have been received.
2023 Program Year Accomplishments
During the 2024 PY, approximately $134,000 was expended. Below is a summary of the 2023 PY progress:

Housing Rehabilitation Activities:

Approximately $19,000 was expended and a total of 10 extremely-low, low-, and moderate-income disabled or senior households were assisted through the FREED Home Repair project, which provided minor health and safety repairs, accessibility modifications and energy efficiency improvements to homes. $60,000 was expended for Habitat for Humanity’s Home Repair Program and 3 households assisted.

Public Service Activities:
516 people were assisted and $45,000 expended by the Sutter Yuba Homeless Consortium (SYHC) Homeless Assistance Program. The SYHC provides support services to people experiencing temporary homelessness. The SYHC partners with the Central Valley Homeless Veterans Assistance Program, which provides first-month’s rent and security deposits to homeless veterans, Bridges to Housing, an organization assisting the homeless or near homeless families with security deposits so they may secure rental housing, and Hands of Hope, a program that provides assistance and mentoring to homeless women and children. 243 people were assisted through Yuba-Sutter Gleaner’s Foodbank – Home Delivery Program and approximately $14,000 expended.

Public Facilities Improvements:

ADA Public Facility Improvements Project: The City set aside $405,000 (some of this funding comes from previous years’ unexpended funds) for the installation of ADA improvements throughout the City’s Qualified Low/Mod Census Tracts. This project was completed during the 2023 PY and approximately $168,000 remains for future ADA projects.

Sam Brannan Park Improvements: No-climb fence and increased lighting was installed to improve safety with $34,394.27 expended.

Fiscal Impact:

A total of $134,111.68 in CDBG funding was expended during the 2023 PY from designated 2023 activities to fund community development projects throughout the City. Approximately $434,000 remains from the 2023 CDBG allocation.

An additional $686,022.41 was expended during the program year from both 2020 CDBG-CV and previous years’ CDBG activities (2019-2022 PY funds), signaling the continued progress of community development projects throughout the City. This also helped the City catch up on their timely expenditure of funds.

Alternatives:

Delay or modify the proposed 2023 CAPER.

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Recommendations:

A. Conduct a Public Hearing and after consideration;
B. Approve the 2023 CAPER and adopt a Resolution authorizing staff to submit all necessary documents to the U.S. Department of Housing and Urban Development (HUD).

Attachments:

1. Attachment 1 - Resolution to Approve 2023 CAPER

2. Attachment 2 - 2023 CAPER Draft
Prepared By: Submitted By:

Shannon Sardo
Administrative Analyst
Diana Langley
City Manager

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ATTACHMENT 1

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RESOLUTION NO. __________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY APPROVING THE 2023 CONSOLIDATED ANNUAL PERFORMANCE & EVALUATION

REPORT, CERTIFYING COMPLIANCE WITH THE REQUIREMENTS OF THE CDBG

PROGRAM, AND AUTHORIZING STAFF TO SUBMIT ALL APPROVED DOCUMENTS TO

THE DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
WHEREAS, the Department of Housing and Urban Development determined that the City of Yuba City received $567,759 under program year 2023 of the Housing and Community Development Act of 1974, as amended; and
WHEREAS, the City of Yuba City held a public hearing on September 17, 2024, to consider public comments and evaluation regarding the 2023 Consolidated Annual Performance & Evaluation Report (CAPER), the community development accomplishments and the actual use of CDBG funds contained therein; and
WHEREAS, the City of Yuba City has provided the citizens with an opportunity to review and comment on concerns involving the accomplishments of spent funds for proposed community development and housing activities, the range of activities that may be undertaken and other important program requirements, and provided citizens with adequate opportunity to participate in the review of the 2023 CAPER, including any revisions, changes or amendments thereto for public comment period commencing on September 6, 2024 and ending on September 22, 2024.

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

The foregoing resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on September 17, 2024, by the following vote:

AYES:

NOES:

ABSENT:

_______________________
Shon Harris, Mayor
ATTEST:
______________________________
Ciara Wakefield, Deputy City Clerk

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

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ATTACHMENT 2

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2023 DRAFT CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
Executive Summary
The City of Yuba City’s Development Services Department is responsible for the administration of the Community Development Block Grant (CDBG) funds, including facilitating project/program implementation, monitoring project activities and outcomes, and ensuring compliance with all the U.S. Department of Housing and Urban Development (HUD) requirements and regulations, such as fair housing, Davis-Bacon requirements (prevailing wages), environmental reviews, affirmative action, competitive bidding procedures, and fiscal and contract administration. CDBG activities are carried out by both internal City Departments, as well as external Subrecipients.

The Consolidated Annual Performance and Evaluation Report (CAPER) is a report mandated for all communities that receive CDBG entitlement funds from HUD. The Draft 2023 CAPER covers the period from July 1, 2023 through June 30, 2024 and reports on the City’s progress in using CDBG funds to meet the housing and community development goals contained in the 2020 Consolidated Plan (Con Plan), a five-year comprehensive planning document that covers the period of July 1, 2020 through June 30, 2025. The Con Plan also identifies the City’s overall need for affordable and supportive housing as well as non-housing community development needs. It is comprised of several components, including a five-year Strategic Plan that outlines the strategy for use of available resources to meet identified needs and an Annual Action Plan (AAP) that describes the activities the City plans to undertake to meet the goals set forth in the Strategic Plan. The Draft CAPER evaluates the City’s overall progress in carrying out priorities of assistance identified in the Con Plan and Annual Action Plan for the 2023-2024 Program Year.

CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) CDBG entitlement funds are the only Community Planning and Development (CPD) funding source the City receives to accomplish the goals and objectives outlined in the Con Plan. While other funding sources like State HOME and CalHome funds are available, CDBG funding is tailored to meet the highest priority needs and other funding sources are leveraged to assist with filling in the gaps. In addition, several community development activities are funded with CDBG to specifically target the need to provide a suitable living environment for low and moderate-income households.

The Draft 2023 CAPER reports on the fourth year in the 2020 Con Plan. The City is on target for meeting the goals set by the five-year strategic plan for the City’s CDBG program. The following sections provide a more detailed analysis of the City’s performance for the 2023 Program Year.

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2023 DRAFT CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.

Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Homeless Assistance Homeless
CDBG:
$50,000
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
684 516

75.44%
616 516

83.9%
Housing Rehabilitation
Affordable
Housing
CDBG:
$30,000
Homeowner Housing
Rehabilitated
Household
Housing
Unit
15 14

93.33%
53 22

41.5%
Infrastructure
Improvements/ADA
Modifications
Non-Housing
Community
Development
CDBG:
$359,214.66
Public Facility or
Infrastructure
Activities other than
Low/Moderate
Income Housing
Benefit
*census data used
Persons
Assisted
8500 4500

52.94%
12,936 12,936*

100%

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2023 DRAFT CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
Non-Homeless Supportive
Services
NonHomeless
Special
Needs
CDBG:
$59,942
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
100 97

97.00%
190 243

127%
Public Facilities
Construction/Rehabilitation
Non-Housing
Community
Development
CDBG:
$209,725
Public Facility or
Infrastructure
Activities other than
Low/Moderate
Income Housing
Benefit
*census data used
Persons
Assisted
4000 12,736* % 12,736 12,736*

318%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.

During the 2023 Program Year (PY) the City continued to address the high priority needs identified in the Con Plan, including preservation of existing units; homeless housing and supportive services; housing and supportive services for special needs; and public improvements and infrastructure, including ADA improvements. Recognizing there are limited resources available, the City actively supported efforts by other entities to acquire funding for priority needs, identified in the Con Plan, that benefit low- and moderate-income residents.

The Sutter-Yuba Homeless Consortium (SYHC) was designated to act as the lead agency and fiscal agent in providing services and programs to the City’s homeless population. These programs and services were provided in conjunction with five (5) other non-profit agencies, Hands of Hope, Bridges to Housing, The Salvation Army, Central Valley Homeless Veterans Assistance Program, Regional Emergency Shelter Team (REST) and the Sutter County Homeless Shelter.
• Sutter Yuba Homeless Assistance: A total of $50,000 was expended to provide public and homeless services; a combined total of 516 lowPage 396 of 426 2023 DRAFT CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
income persons were assisted through the combined efforts of the Sutter-Yuba Homeless Consortium and six (6) non-profit agencies who serve the City’s homeless population.
• Non-Homeless Supportive Services:
o Yuba-Sutter Gleaner’s Foodbank: A total of 243 people benefitted from this program with $14,163.85 expended • Housing Rehabilitation:
o FREED Center for Independent Living – Home Repair Program: A total of $14,947.83 was expended and assistance provided to 10 beneficiaries during the PY, projects included modification to improve mobility/accessibility and upgrades/replacements to critical appliances for senior and/or disabled individuals. o Habitat for Humanity – Exterior Home Repair: A total of $60,000 was expended and 3 households benefitted from the program. • Infrastructure Improvements/ADA Modifications: ADA Public Facility Improvements Project: The City set aside a total of $162,431.30 for the installation of new curb, gutter and ADA compliant sidewalks/ramps to provide accessibility and safe passage for individuals with disabilities. This funding was combined with previous years’ and expended to complete a new ADA project.

In addition to the above 2023 PY CDBG activities, the below previous year CDBG activities were completed:
• 2022 Sam Brannan Park Safety Improvements

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2023 DRAFT CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).

91.520(a)
CDBG
White 445
Black or African American 64
Asian 11
American Indian or American Native 31
Native Hawaiian or Other Pacific Islander 6
Total 557
Hispanic 182
Not Hispanic 453
Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative
A total of 635 people were assisted with CDBG funding during the 2023 Program Year; 445 of those assisted identified as White. Approximately 28% identified themselves as Hispanic, some of which did not also identify as white (which accounts for the discrepancy when adding all the ethnicities and races together). Other ethnicities assisted include: 64 Black or African American persons, 31 American Indian or American Native, 11 Asian, 31 American Indian or American Native, and 6 Native Hawaiian or Other Pacific Islander.

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2023 DRAFT CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG Public - Federal $1,837,228.85 $820,134.09
Other – CDBG-CV Public - Federal $663,658.59 $324,484.97 Table 3 - Resources Made Available
Narrative
The City received Community Development Block Grant (CDBG) Entitlement funds through the United States Department of Housing and Urban Development (HUD). Below is a breakdown of the total “Resources Made Available” as identified in table 3 above; all of which are CDBG funds:

The City’s CDBG allocation for the 2023 Program Year (PY) was $567,759; $158,930.66 was transferred from previous years’ unexpended funds.

Identify the geographic distribution and location of investments Target Area Planned Percentage
of Allocation
Actual Percentage of
Allocation
Narrative Description
Citywide 27 27 Other
Qualified Low/Mod Census
Tracts 54 54 Low/Mod Areas
Table 4 – Identify the geographic distribution and location of investments Narrative
In general, the City allocated investment of resources on a city-wide basis. The distribution of funding is predicated somewhat on the nature of the activities funded. Resources targeted to preservation of existing housing were allocated on a city-wide basis. Resources targeted to special needs populations, including homeless, were allocated on a city-wide basis, where needs are identified and/or where resources could be coordinated with existing facilities and services. Activities such as public facilities and improvements were targeted to the City’s Qualified Low/Mod Census Tracts most in need of assistance.

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2023 DRAFT CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.

Community Development Block Grant (CDBG) funds are not sufficient to fully fund activities; as a result, activities undertaken are leveraged with a variety of Federal, State funds, charitable organizations and private donations. Subrecipients identify additional funding sources in their budgets included with their applications for CDBG funding. The CDBG funds do not require matching funds. The City continues to struggle to meet any matching requirements when applying for other Federal or State funding sources.

There is no publicly owned land or properties located within the City that were used to address needs identified in the 2020 Con Plan or 2023 Action Plan.

The City pursued and supported applications by other entities who applied for Federal and State funding during the 2023 Program Year to address priority needs. The City’s application for Permanent Local Housing Allocation (PLHA) funding from HCD was approved; as a result, the City received grant funding in the amount of approximately $1.28 million over three funding years. The City has committed some of these funds to Habitat for Humanity to aid in the construction of an affordable housing project.

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2023 DRAFT CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.

The City continued offering and/or providing funding for affordable housing activities which includes the single-family Owner Occupied Housing Rehabilitation, First-Time Homebuyer Down Payment Assistance, and the Exterior Home Repair Programs. The City worked in partnership with local non-profit agencies and the to preserve affordable housing units.

One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 53 13
Number of Special-Needs households to be
provided affordable housing units 50 13
Total 53 13
Table 5 – Number of Households
Note: Totals are less than goals because there is overlap between categories (i.e. special-needs households account for some of the non-homeless households).

One-Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 56 13
Number of households supported through
Acquisition of Existing Units 0 0
Total 56 13
Table 6 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

The transition of housing loan administrators, housing market prices, and specific guidelines from the State on how loan program funds can be spent have created issues in meeting the City’s goals for affordable housing.

Although the City does not operate a rental assistance program, the RHA administers the Housing Choice

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2023 DRAFT CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
Voucher (HCV) Section 8 Rental Assistance Program. A total of 744 households were assisted during this Program Year (PY). The RHA also administers the United States Department of Agriculture (USDA) – Rural Development Housing Program; it assisted a total of 188 families this PY.

In addition, CDBG funding awarded to the SYHC is used for rental assistance. Funding awarded to FREED and Habitat for Humanity is used for rehabilitation of existing affordable units and some special-nees households.

Discuss how these outcomes will impact future annual action plans.

Despite the issues described above, with the City contracting with a new loan administrator, and the State re-evaluating the First-Time Homebuyer program, the City will be able to meet the goals set forth for future action plans.

Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 390 0
Low-income 90 0
Moderate-income 95 0
Total 575 0
Table 7 – Number of Households Served
Narrative Information
Of the total 575 low-income persons assisted above, 22 were assisted through the FREED Home Repair Program. 458 individuals were assisted by the Sutter-Yuba Homeless Consortium, 20 through Playzeum’s Play-for- All Initiative, and 75 through the Yuba-Sutter Foodbank delivery program.

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2023 DRAFT CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Many persons experiencing homelessness, require specialized or intensive assistance in order to get back into permanent housing and be linked with services needed for on-going stability. Often, homeless persons suffer from mental health conditions, drug or alcohol addiction, chronic physical illnesses, and many experience more than one of these conditions, which may contribute to their homelessness.

The City relies on the Sutter-Yuba Homeless Consortium (SYHC), our area’s Continuum of Care (CoC), to coordinate services for the homeless. The SYHC is a regional, non-profit organization that brings together public and private agencies and organizations to address the full scope of housing and supportive services needed by the varying homeless population. During the 2023 Program Year (PY), SYHC has implemented its Coordinated Entry System (CES). Coordinated Entry is a HUD-mandated requirement to prioritize services to the most vulnerable within the community. In Yuba City, the CES is located at Hands of Hope’s day services center. Upon entering the CES, homeless individuals have their needs assessed to determine which services they are eligible for and are assigned a case manager to assist them in obtaining permanent housing. Additionally, Hands of Hope offers several life skills classes to help facilitate a client’s move toward self-sufficiency.

Annually the SYHC, along with volunteers, conduct a Point-in-Time (PIT) count of the homeless. The information is limited since it cannot count every person that is homeless or count people that are at risk of homelessness. It does however provide an estimate of the homeless population, helps to assess the needs of the various sub-populations, and helps to assess the progress in ending homelessness. In 2021, the most recent unsheltered count, SYHC identified a total of 1,074 individuals in Sutter and Yuba Counties.

All agencies that received CDBG funding during this Program Year utilize intake forms to collect data and assess the needs of homeless individuals and families. They assess for chronic homelessness, physical, mental, or behavioral issues as well as any financial difficulties these individuals may have. Once their individual needs are assessed, they construct a case plan specific to their needs and assist them in achieving their individual goals and milestones. Their assistance can include classes that address specific barriers that each client may have that affect them maintaining housing stability. These classes may include; Seeking Safety, Anger Management, Relapse Prevention, Life Skills, Budgeting, Co-dependency, Kitchen class, Health Classes, Grief Counseling, One-on-Ones with case managers and Parenting classes.

Addressing the emergency shelter and transitional housing needs of homeless persons The City works within the framework of and relies on the SYHC and member agencies to address the emergency shelter and transitional housing needs of homeless individuals and families.

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2023 DRAFT CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
Some of the funding awarded to SYHC goes towards the Regional Emergency Shelter Team, which provides emergency shelter for homeless individuals and families and ramps up operation during the winter months.

The City took the following actions during this PY to address the needs of homeless persons: 1) The City’s zoning code allows for emergency shelter and transitional shelter sites in accordance with State Law; and 2) the City continued to support applications for emergency shelter and/or transitional housing funding by the SYHC and member agencies, consistent with City policy.

Better Way shelter, Sutter County’s homeless shelter opened in doors in the City of Yuba City in 2019.

Better Way has a 40-bed capacity, and offers a temporary place to stay for up to 3 months for single individuals age 18 and above.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs Low-income households overpaying for rent and utilities are constantly at risk of becoming homeless. The City’s objectives for helping low-income individuals and families avoid homelessness include maintain and increasing the supply of affordable housing as well as supporting the efforts of SYHC and its member agencies.

During this PY the City provided CDBG funds to the SYHC. The SYHC provides a forum for its member agencies who assist low-income households and individuals receiving assistance from public and private agencies to develop comprehensive, coordinated services that address the underlying reasons for homelessness helping those individuals and families avoid becoming homeless. The SYHC allocates funding to non-profit agencies who provide programs and services to the City’s homeless population.

These agencies are: The Bridges to Housing, Central Valley Homeless Veterans Assistance Program, and the Salvation Army; these agencies provide assistance with security deposits, one-time rental assistance, utility assistance, on-going supportive services and/or case management to individuals and families that are formerly homeless or at risk of becoming homeless.

Bridges to Housing provides financial assistance to low income individuals and families in the form of security deposits to prevent them from becoming homeless. The deposit assistance provided by Bridges to Housing is sometimes the financial assistance needed to help those at risk of being homeless moving forward in a positive direction. Providing security deposit assistance to homeless individuals or families give them a fresh start placing them in a stable and safe environment and moving them from the uncertainty of being homeless. Bridges to Housing also provides everyone with a list of additional resources and referrals to such organizations as Hands of Hope while they are going through this transition period giving them the additional hope and resources they need avoid becoming homeless again.

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2023 DRAFT CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
The Central Valley Homeless Veterans Assistance Program provides assistance to veterans with one-time rent assistance and utility assistance to create or maintain stable housing. They also provide additional supportive services and participate and support the Sutter-Yuba Veterans Stand Down event held annually during which veterans and their families receive a variety of services.

The City’s efforts during this PY to help low-income individuals and families avoid becoming homeless included continuing its Housing Rehabilitation Program that maintains the City’s existing affordable housing stock as well as continuing to work in cooperation with the Regional Housing Authority (RHA).

The RHA provides a variety of housing options to low and very low-income households. To date the Department of Housing and Community Development (HCD) has yet to respond to the City’s request for a housing price waiver. This is crucial in order to effectively operate and expend HOME funds with the high housing prices within the City. HCD is the State Agency that oversees and provides HOME funding opportunities, (on a competitive basis), for the City’s First-Time Homebuyer and Owner Occupied Rehabilitation programs.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City does not provide supportive services or case management to homeless or formerly homeless persons. The City relies on the SYHC and its member service providers to address the supportive services and case management needed to help homeless people’s transition to permanent housing, independent living, secure permanent affordable housing and prevent recurring homelessness.

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2023 DRAFT CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The City does not own or operate public housing units, but works in collaboration with the Regional Housing Authority, who manages the City’s Neighborhood Stabilization and Homes2Families housing units.

Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
Since the City does not own, operate public housing or have oversight over Housing Authority operations, there are no City strategies directed at public housing tenants; however, the City encourages all residents to be active participants in their community.

The RHA has continued to work with residents to provide an environment in which they are able to accumulate adequate resources in order to move into non-subsidized housing and homeownership.

Actions taken to provide assistance to troubled PHAs
The RHA is not identified as a troubled Housing Authority; therefore, this section does not apply.

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2023 DRAFT CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The City’s 2021-2029 Housing Element was certified by HCD on May 5, 2022. The purpose of the Housing Element was to establish specific goals, policies, and objectives relative to the provision of housing for all economic segments of the community and to adopt an action plan. The plan outlines policies and actions that will provide a systematic program for achieving the City’s fair share of regional housing needs, maintaining the existing housing stock, providing affordable housing, facilitating the production of a wide range of housing types, and facilitating the incorporation of energy-efficient materials and technology in new and existing housing units. These policies include: allowing for accessory dwelling units in all zones where residential structures are allowed in accordance with AB 2299; allowing for single room occupancy (SRO) housing without a use permit in commercial zones; continuing to ensure zoning standards and development of housing at higher density ranges through exploration of creative options such as sharedparking, mixed-use development, encouragement of additional building floors, etc. Also, developing regulations for condominium conversions that minimize displacement of low-income residents and prevent the loss of affordable housing units, a density bonus which will offer incentives for developers who submit projects for multi-unit affordable housing, the requirement for developers to replace all affordable housing units lost to new development, and allowing residential use in non-residential land use designations. In addition, the City permits rotating cold weather shelters in religious institutions in each of the Residential Districts by-right, providing housing opportunities, albeit on a limited basis.

Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) During the 2023 Program Year, the City continued its efforts to identify alternate funding sources, supported funding applications by service providers that expanded the availability of affordable housing, and supported applications for homeless assistance and supportive services. The City continued to implement zoning and land use policies that encourages the development of affordable housing. The City also continued to encourage partnerships with other local government entities and service providers so that underserved needs may be better met by coordinated and collaborative uses of resources.

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City continues to implement HUD’s lead-based paint regulations. Efforts by the City in this regard include the disclosure of possible lead hazards and implementation of lead risk assessment, clearance testing procedures and supervision of lead-related work performed in conjunction with any of its housing programs. Any mitigation or removal of lead-based paint hazard is in accordance with HUD guidelines.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) Poverty has many causes. Among the causes are disabilities (physical and developmental disabilities,

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2023 DRAFT CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
chronic diseases, mental illness, etc.), a lack of adequate education or vocational training, a lack of sufficient spousal support and substance abuse problems. According to the 2021 U.S. Census Bureau American Community Survey data, 13% of Yuba City's population resides in poverty.

During this Program Year, the City has continued its efforts to forge relationships with public and private organizations that share a common mission for improving the quality of life for lower income individuals through housing, social services, employment and skills training, neighborhood revitalization and economic development.

The City is also a member of the Yuba-Sutter Economic Development Corporation (YSEDC) which offers economic development programs and partners with local lending institutions to make loans available to businesses creating and/or retaining jobs for low income residents.

Sutter County offers residents and businesses assistance through their Human Services Department, Employment Services offered include: Job Fairs, Hiring Assistance, Advertising and Recruitment Services, Employment Counseling, Job Search Programs and Strategies, Resume Design and a Resource Center.

The Regional Housing Authority, through the Family Self Sufficiency (FSS) Program, a voluntary 5-year program, provides rental assistance and support programs in order to allow households on the Housing Choice Voucher (HCV) Section 8 Rental Assistance Program to become free of public assistance.

Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City’s Development Services Department is responsible for the administration of the City’s Housing Programs, including the CDBG Program. The Development Services Department also oversees the City’s Community Development and Economic Development activities. As an entitlement jurisdiction, the City receives an annual allocation of CDBG funds directly from the Department of Housing and Urban Development (HUD); both internal City departments and external agencies implement the programs and projects identified in the Annual Action Plan. The Development Services Department has continued to collaborate with other City Departments, the City Council, City Commissions, as well as local agencies, organizations and residents to develop programs and activities that serve low and moderate-income individuals and families within the jurisdiction.

Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City will continue to meet with and maintain a dialog with non-profit agencies and organizations that serve low and moderate-income persons. The City will work to enhance and improve the organizational capacity and foster a collective planning process.

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

Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a)

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2023 DRAFT CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
The City includes HUD brochures on sub-prime lending practices in the City’s First Time Homebuyers and Housing Rehabilitation Programs.

To the extent that impediments pertain to private sector activities, the City carefully monitors any complaints received and, if necessary, refers fair housing matters to California Rural Legal Assistance. The City also encouraged applications for boards and commissions from all classes of citizens in order to promote adequate citizen representation.

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2023 DRAFT CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City monitors its performance through the Consolidated Annual Performance and Evaluation Report (CAPER). Each year the City reviews and reports progress it has made in carrying out its Con Plan and Action Plan. The Draft 2023 CAPER includes a description of resources made available, investment of available resources, geographic distribution and location of investments, results/outcomes, actions taken to affirmatively further fair housing and any other actions taken during the 2023 Program Year (PY) as outlined in the 2023 Action Plan.

Throughout the 2023 PY, the City utilized the Integrated Disbursement and Information System (IDIS) for setting up, funding, drawing down and reporting CDBG and other funds as required. IDIS reports are incorporated into the Draft 2023 CAPER and made available to the public as required.

The City utilized a performance measurement system to ensure accurate reporting of results in IDIS and in the Draft 2023 CAPER for the programs and projects undertaken by the City during this PY.

In addition to the HUD monitoring and reporting requirements, the City completed the following monitoring program for its housing and community development programs and projects:
• The City reviewed and reported to the State Department of Housing and Community Development on the progress the City made during this PY implementing its 2021-2029 Housing Element.
• The City monitored its Sub-Recipients to ensure compliance with federal and local requirements outlined in Sub-Recipient Aagreements. The level of Sub-Recipient monitoring conducted by City staff is determined through a Risk Assessment (RA), utilizing a variety of factors i.e., SubRecipients new to CDBG funding, Sub-Recipients with higher staff turnover, etc. The RA determines which Sub-Recipients have a higher level of risk of non-compliance with CDBG Program regulations and requirements. For Sub-Recipients determined to have a higher risk of non-compliance, City staff will conduct an on-site monitoring and may be provided technical assistance, training, or additional oversite by City staff throughout the year. For those SubRecipients that are determined to have a low risk of non-compliance, City staff may determine a desk review is sufficient to ensure on-going compliance with CDBG requirements. The RA conducted for the monitoring during this PY determined that two interanal subrecipients were at risk of non-compliance due to lack of timelieness expenditure of funding. These subrecipients were given guidance on how to maintain a timeline for expenditures and the most efficient pathway to getting the funding expended. The DSD will continue to monitor these departments to ensure funds are expended within given timeline. The City utilizes quarterly reporting to

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2023 DRAFT CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
monitor Sub-Recipient progress and financials, and to provide feedback moving forward based on those reports to ensure funds are being expended successfully.

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2023 DRAFT CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

The City’s Citizen Participation Plan (CPP) details the public noticing requirements for CDBG activities, sets threshold requirements for Annual Action Plan amendments, and also provides a detailed description of the CDBG Program Year cycle. In addition to carrying out the actions set forth in the City’s Citizen Participation Plan, the following actions were taken during the 2023 Program Year:

1. Public Notice Requirements
The Public Notice for Public Review and Comment for the Draft 2023 CAPER was published on September 6, 2024. The comment period began on September 6, 2024 and will end on September 22, 2024. The Public Notice and Draft 2023 CAPER were also posted on the City’s website, where translation services were available. The notice provided 15 days for citizens to comment on the report as required by 24 CFR

91.105(d). This report and all CDBG public information files are available for public review at City Hall and the Public Library.

The City maintains a list of organizations and agencies that advocate on behalf of special needs groups and in addition to the publishing the Public Notice in the local newspaper and on the City’s website, the City provides notice to all entities on this list, inviting them and their clients to participate in the CAPER process, including the Public Hearing.

2. Reporting and Recordkeeping
The City maintains all CDBG programs and financial records. All CDBG program reports will be submitted to HUD as required. A citizen information file is maintained and available for public review.

3. Citizen Comments
Copies of the Draft 2023 CAPER were made available to the public during the 15-day comment period.

A public hearing for public review and comment for the Draft 2023 CAPER will be held on September 17, 2024 before the City Council.

RESERVED FOR PUBLIC COMMENTS.

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2023 DRAFT CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

The City does not have any plans to change its program objectives at this time. With the requirement of the new Consolidated Plan for the 2025 Program Year, objectives may be changed through that process.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No; the City does not have any BEDI grants.
[BEDI grantees] Describe accomplishments and program outcomes during the last year.

Not applicable.

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2023 DRAFT CAPER 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 1 0 0 0 0
Total Labor Hours 0
Total Section 3 Worker Hours 0
Total Targeted Section 3 Worker Hours 0
Table 8 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers
Outreach efforts to generate job applicants who are Other Funding Targeted Workers.

Direct, on-the job training (including apprenticeships).

Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.

Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).

Outreach efforts to identify and secure bids from Section 3 business concerns.

Technical assistance to help Section 3 business concerns understand and bid on contracts.

Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.

Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services.

Held one or more job fairs.

Provided or connected residents with supportive services that can provide direct services or referrals.

Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.

Assisted residents with finding child care.

Assisted residents to apply for, or attend community college or a four year educational institution.

Assisted residents to apply for, or attend vocational/technical training.

Assisted residents to obtain financial literacy training and/or coaching.

Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.

Provided or connected residents with training on computer use or online technologies.

Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.

Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.

Other.

Table 9 – Qualitative Efforts - Number of Activities by Program

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2023 DRAFT CAPER 22
OMB Control No: 2506-0117 (exp. 09/30/2021)
Narrative
The City had one Section 3 activity during the 2023 PY, but progress has not yet been made on that activity.

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Agenda Item 9

CITY OF YUBA CITY

STAFF REPORT
Date: September 17, 2024
To: Honorable Mayor & Members of the City Council;
From: Administration Department
Presentation By: Diana Langley, City Manager
Summary
Subject: City Council Endorsement of Measure D
Recommendation: Adopt a Resolution endorsing Measure D, the proposed City Transactions and Use Sales Tax Measure on the November 5, 2024 Ballot
Fiscal Impact: Consideration of a position on Measure D does not have a fiscal impact on the City
Purpose:

To have Council consider endorsing Measure D, a one percent general transaction and use tax (sales tax) measure on the November 5, 2024, ballot.

Council's Strategic Goal:

If Measure D is approved by the voters, the proceeds will support the City Council's overarching goal to improve the quality of life of Yuba City residents and address public safety, fiscal responsibility, infrastructure, and business friendly.

Background:

The City Council has evaluated the need for additional revenue, based on long range financial forecasts, current road conditions, existing operational concerns, and future operational challenges.

Through these discussions, and with input from a Citizen Advisory Committee, several priorities were identified including:

1. Roads - Address $150 million in deferred maintenance.

2. Fire Operations
a. Maintain critical staffing levels and response times b. Replace Fire Station 1 (824 Clark Avenue) to accommodate two engine companies

3. Police Operations
a. Add dedicated Homelessness Response personnel
b. Create a city-wide "Clean Team" to support small businesses and remove illegal dumping and Biohazards
c. Provide police services to the Walton/Happy Park area residents (incorporated area south of Franklin Road and west of Highway 99)

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At a joint City Council/Sutter County Board of Supervisors meeting on December 19, 2023, the City and County Revenue Ad Hoc Committees recommended that the City of Yuba City take the lead on a general 1% sales tax, within city limits, with a portion of the revenues shared with Sutter County for services that benefit Yuba City residents such as Sheriff and District Attorney, including a Citizens' Oversight Committee, and in effect until ended by voters. The Revenue Ad Hoc Committees also presented a potential tax sharing model in which Yuba City will retain 67% and Sutter County will receive 33% of the base proceeds. If the actual sales tax amount received exceeds the base budget amount, then the City will receive 50% of the excess and the remaining 50% will be transferred into a joint projects fund overseen by the City and County.

In accordance with the recommendation of the Revenue Ad Hoc Committees from Yuba City and Sutter County, several steps have been taken to submit a general sales tax measure to the voters for consideration.

Citizens' Oversight Committee:

On June 18, 2024, the City Council adopted a Resolution establishing the tasks, objectives, composition, and member qualifications for a Citizens' Oversight Committee should the sales tax measure be successful. The Citizens' Oversight Committee shall:
• Review the revenue and expenditures of the funds generated by the general sales tax revenue measure.
• Review the annual independent financial audit of the City performed by an independent auditor on sections pertaining to the general sales tax revenue measure. • Prepare an independent report for the City Council detailing, specific to the general sales tax revenue measure: revenues, expenditures, and results fo the committee's review. • Act as the Citizens' Oversight Committee for the funds shared with Sutter County. • Retain authority to submit the Committee's annual report to the Sutter County Grand Jury.

Placement of Measure D on the Ballot:

On July 16, 2024, the City Council unanimously approved placing a 1% general sales tax measure, identified as Measure D, on the November 5, 2024 ballot.

Revenue Sharing Agreement with Sutter County:

On September 3, 2024, the City Council authorized the Mayor to execute a Revenue Sharing Agreement with Sutter County. If Measure D passes, the City will share a portion of the City's BradleyBurns Sales tax with Sutter County for the purposes of providing general governmental services which primarily benefit the residents of Yuba City, with a priority on public safety, homeless services, roads, and other services, subject to several limitations.

Analysis:

On November 5, 2024, voters will be asked to consider the following ballot question:

To support vital city services such as: road repairs; increasing police and fire protection; protecting 911 emergency response times; addressing homelessness; and funding other general services and essential activity; shall an ordinance establishing a 1 percent sales tax in Yuba City, providing approximately $17,500,000 annually until ended by voters, requiring accountability, citizens' oversight and annual audits, with all funds staying local, be adopted?

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The City Council as a body may take an official position for or against Measure D. If approved, the attached Resolution expresses Council's support for and endorsement of Measure D. The City Council's position on Measure D will be part of the information available to voters. The City will not campaign for or against the measure, and will continue to present purely factual information regarding Measure D.

Fiscal Impact:

Consideration of a position on Measure D does not have a fiscal impact on the City.

Alternatives:

Do not adopt the Resolution and do not take a support position on Measure D.

Recommendation:

Adopt a Resolution endorsing Measure D, the proposed City Transactions and Use Sales Tax Measure on the November 5, 2024 Ballot.

Attachments:

1. Attachment 1 - Resolution - Endorsement of Measure D Prepared By: Submitted By:

Diana Langley
City Manager
Diana Langley
City Manager

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ATTACHMENT 1

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RESOLUTION NO. _________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY

ENDORSING MEASURE D, THE PROPOSED CITY TRANSACTIONS AND USE TAX (“SALES TAX”) MEASURE ON THE NOVEMBER 5, 2024 BALLOT
WHEREAS, the City Council of the City of Yuba City (“City”) unanimously voted on July 16, 2024, to submit to the voters at the November 5, 2024, general election, a measure introducing a Transactions and Use Tax (“Sales Tax”) of one percent (1%) on the sale of all tangible personal property sold at retail in the City to be used for general revenue purposes, titled “Measure D”; and
WHEREAS, funds raised from the Sales Tax may be used to repair local roads, increase police and fire protection services, protect 911 emergency response, address homelessness and other general services and essential activity; and
WHEREAS, the sales tax funds will be controlled locally; and WHEREAS, the City Council is committed to implementing accountability measures including: (1) requiring that revenues generated by Measure D and any associated expenditures of those revenues would be specifically identified and tracked and (2) established the tasks, objectives, composition, and member qualifications for a Citizens’ Oversight Committee that would review and report to the City Council and the public annually on the use of Measure D revenue; and
WHEREAS, if approved, Measure D will generate approximately $17.5 million annually for the City’s local needs starting April 1, 2025; and
WHEREAS, under the California Constitution, Measure D, as a general tax must be submitted to and approved by a majority vote; and
WHEREAS, the measure will be enacted only if a majority (50% plus 1) of the electorate vote in favor of the measure.

NOW, THEREFORE, be it resolved by the City Council of the City of Yuba City that the City Council hereby endorses a “yes” vote on Measure D on the November 5, 2024, General Election Ballot.

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 17th day of September, 2024.

AYES:

NOES:

ABSENT:

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Shon Harris, Mayor
ATTEST:

Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:

Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP

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Agenda Item 10

CITY OF YUBA CITY

STAFF REPORT
Date: September 17, 2024
To: Honorable Mayor & Members of the City Council;
From: Administration Department
Presentation By: Diana Langley, City Manager
Summary
Subject: 2024 Nagar Kirtan Sikh Parade
Recommendation: Receive an update from the Sikh Parade Ad Hoc Committee on the planning efforts for the 2024 Nagar Kirtan Sikh Parade
Fiscal Impact: None
Purpose:

To receive an update on the public safety planning efforts for the annual Sikh Parade, scheduled for November 3, 2024.

Council's Strategic Goal:

This addresses Council's goal of Public Safety.

Background:

Every year on the first Sunday in November, the Gurdwara Sahib Sikh Temple (Temple) on Tierra Buena Road hosts the Nagar Kirtan which includes a parade that begins at the Temple, which is located in Sutter County, and continues through the northwestern portion of Yuba City. In December 2023, City Council designated Mayor Harris and Vice Mayor Shaw to lead a Sikh Parade Ad Hoc Committee to work with Temple representatives on coordination of the required Special Event Permit from the City.

Analysis:

Mayor Harris and Vice Mayor Shaw will provide a status update on planning efforts and the Special Event Permit.

Fiscal Impact:

None.

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Recommendation:

Receive an update from Sikh Parade Ad Hoc on the planning efforts for the 2024 Nagar Kirtan Sikh Parade.

Attachments:

None
Prepared By: Submitted By:

Diana Langley
City Manager
Diana Langley
City Manager

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

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CITY OF YUBA CITY
Reports and Communications
The following reports and communication items are provided for the Council’s information. No action can be taken on items under this section unless the Council agrees to include it on a subsequent agenda
City Council Reports
- Councilmember Boomgaarden
- Councilmember Kirchner
- Councilmember Pasquale
- Vice Mayor Shaw
- Mayor Harris
Adjournment

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Yuba City City CouncilSeptember 17, 2024

Yuba City City Council
September 17, 2024