31 residual chlorine level of not less than 25 parts per million throughout the well.
C. Final Disinfection - The disinfection agent shall be furnished or prepared in liquid form and placed in the well through a tremie pipe of sufficient length to extend to the bottom of the well. The disinfection agent shall be applied through the tremie pipe, after which a volume of water sufficient enough to displace the disinfection agent from the tremie pipe will be added to the tremie pipe. The disinfection agent shall be placed at regular intervals sufficient to achieve a residual chlorine level of not less than 100 parts per million throughout the well unless superseded by local or other regulatory agencies.
3.13. Well Head Completion
A. The conductor casings shall be cut flush with the existing ground surface B. The well casing and accessory pipes shall be made and secured watertight by welding a steel plate to the top of them.
3.14. Well Performance Requirements
It is the general objective of these Technical Provisions to achieve a sand-free and efficient well ready for use by the well Owner at the target capacity of the well. The Contractor shall be required to meet the following standards for sand content efficiency, and construction. Failure to satisfy these requirements may result in rejection of the well or a reduced valuation as determined by the Engineer.
A. Sand Content Requirement - Sand content shall average less than 5 parts per million (ppm) over any 5-minute period when measured during the first 30 minutes after commencement of pumping. This requirement shall be met at the design capacity of the well.
B. Well Efficiency Requirement - From analysis of the measurements made during the pumping tests of the well, the Engineer will determine the 24-hour specific capacity of the well in gallons per minute per foot of drawdown. If the Engineer determines that the projected 24-hour specific capacity of the well at the design pumping rate continues to increase, the Contractor will be required to resume development operations at Contractor’s own expense until the specific capacity no longer increases. The Engineer may also employ other methods, based on the science of well hydraulics, to assess the efficiency of the well and determine the need for additional well development. The acceptable well efficiency is 0.80, corresponding to the ratio of the actual drawdown to the theoretical drawdown at the design pumping rate.
C. Alignment - The dummy must be able to traverse freely throughout the specified well interval.
D. Plumbness - The maximum allowable horizontal deviation (drift) of the well from the vertical shall not exceed two-thirds of the smallest inside diameter of that part of the well being tested per 100 feet of depth.
E. Video Survey – Based on the video survey conducted after all other testing, there shall be no damage to the well structure.
32 3.15. Rejected Well
3.15.1. Non-Payment
No payment will be made for any labor or materials involved in the construction of the well when such a well fails to meet the specified depth and/or diameter for any preventable cause or when such a well fails to meet these Technical Provisions. Such well will be rejected and shall be replaced as specified herein at no additional cost to the Owner. Preventable failures include any failure caused by faulty or inadequate drilling equipment, failure caused by negligence or improper drilling operations or techniques, failure caused by the installation of faulty or non-approved materials, or failure caused by improperly protecting drill holes and drilling work from the natural elements, including cave-ins resulting from existing soil conditions.
3.15.2. Well Sealing
Any rejected well or drill hole shall be sealed/abandoned at no additional cost to the Owner and in accordance with the provisions of Section 3.16.
3.15.3. Construction of Replacement Well
If the well fails to meet these Technical Provisions, a replacement well shall be constructed at an adjacent site designated by the Owner and in accordance with these Technical Provisions.
3.16. Destruction of Well
3.16.1. General
If any well fails to conform to these Technical Provisions and the Contractor is unable to correct the conditions at Contractor’s own expense or is unable to negotiate a mutually acceptable cost reduction for specification deviations, the well shall be considered an abandoned well, and the Contractor shall immediately start a new well at a nearby location designated by the Owner. Any abandoned well shall be treated in accordance with State Water Well Standards, Bulletin 74- 81/74-90 Supplement, and local ordinances of the well permitting agency.
3.16.2. Methods
A. Salvaged Materials
1. The Contractor may salvage as much casing and screen from the rejected well as possible and may use it in the new well, subject to acceptance by the Engineer for its reuse. Cut casing sections will only be approved for reuse after the affected casing end(s) are refaced to ensure proper alignment.
2. Salvaged material, if not used in another well, shall remain the property of the Contractor.
B. Destruction
1. The rejected well shall be filled with sand-cement grout as defined in State Water Well Standards, Bulletin 74-81/74-90 Supplement.
2. Any casing remaining in the hole shall be cut off at a depth of five feet and the upper portion thereof removed.
3. The well shall be filled with concrete to within 5 feet of the ground surface with the remaining 5 feet of the hole filled with native soil and compacted.
33 3.17. Standby Time
During the progress of drilling operations, it may be necessary for the Engineer to perform work that will require the drilling workforce and equipment to stand idle. In such an event, the Engineer shall request the Contractor in writing to cease operations and shall state the anticipated extent or duration thereof. The Contractor shall promptly cease operations. If the Engineer requests cessation of operations, an extension of time equal to the period of stoppage will be granted. The Contractor will be paid for standby time at the rate noted in the Bid Schedule.
3.18. Site Clean-up and Records
3.18.1. Cleanup
A. The Contractor shall remove all waste materials, drill cuttings, drilling fluids, rubbish, and debris from and about the well site and all tools, construction equipment, fuel tanks, machinery, and surplus materials. The Contractor shall leave the site clean and ready for use by the Owner. The Contractor shall restore all temporary work areas to their original condition.
B. Drill cuttings are to be spread onsite by the Contractor in a location designated by the Owner.
3.18.2. Records
A. Well Completion Records
Prior to final acceptance of the well and payment of the final contractor invoice, the Contractor shall deliver to the Engineer the following records:
1. California Well Completion Report – The Contractor will provide the Engineer with a draft Well Completion Report for review. After approval of the report by the Engineer the Contractor shall submit a final version to the California Department of Water Resources and the Engineer.
2. Two final prints of all logs, surveys, and forms: daily tour reports, driller's log, geophysical logs, caliper logs, well development and test data, spinner, and plumbness and alignment surveys.
3. A digital copy of the video survey and a written video survey summary.
4. MEASUREMENT AND PAYMENT
4.1. Measurement and Payment
Direct payment will be made only for the items listed in the bid proposal. Items of work not listed but necessary to satisfactorily complete the work will not be paid for separately, and all costs in connection therewith shall be considered included for payment with the listed items. The Owner, or Owner’s agent, shall measure and determine all quantities subject to payment.
4.1.1. Well Site Mobilization (Bid Item 1)
Measurement: Mobilization/Demobilization of equipment, materials, and workmen to well site for well drilling and construction, satisfactorily completed.
34 Payment: Payment for Mobilization/Demobilization will be made in accordance with the applicable contract price.
Unit of Measure: Lump Sum
4.1.2. Sound Walls (Bid Item 2)
Measurement: Sound walls will be measured in place to the nearest unit as the number of linear feet of sound walls satisfactorily installed at the site.
Payment: Sound wall installation, satisfactorily completed, will be paid for at the applicable contract unit price.
Unit of Measure: Linear Foot
4.1.3. Conductor Casing (Bid Item 3)
Measurement: Conductor casing will be measured in place to the nearest unit as the number of linear feet of conductor casing satisfactorily installed in each well.
Payment: Conductor casing installation, satisfactorily completed, will be paid for at the applicable contract unit price.
Unit of Measure: Linear Foot
4.1.4. Pilot Borehole Drilling (Bid Item 4)
Measurement: Drilling of the pilot borehole will be measured to the nearest unit as the number of linear feet of pilot borehole, satisfactorily completed and accepted, below the bottom of the conductor casing.
Payment: Pilot borehole, satisfactorily completed, will be paid for at the applicable contract unit price.
Unit of Measure: Linear Foot
4.1.5. Geophysical Logging (Bid Item 5)
Measurement: Satisfactory completion of electric, caliper, and borehole deviation logs to total depth of borehole.
Payment: Electric log and caliper logs will be paid for at the applicable contract unit price.
Unit of Measure: Lump Sum
4.1.6. Zonal Sampling (Bid Item 6)
Measurement: Satisfactory completion of zonal sampling.
Payment: A zonal sample, satisfactorily completed, will be paid for at the applicable contract unit price.
Unit of Measure: Each
35 4.1.7. Borehole Reaming (Bid Item 7)
Measurement: The reaming of the pilot borehole will be measured to the nearest unit as the number of linear feet of borehole reamed, satisfactorily completed, and accepted below the bottom of the conductor casing.
Payment: Borehole reaming, satisfactorily completed, will be paid for at the applicable contract unit price.
Unit of Measure: Linear Foot
4.1.8. Blank Well Casing (Bid Items 8)
Measurement: Blank well casing will be measured in place to the nearest unit as the number of linear feet of each size and type satisfactorily installed. The casing may be measured before installation in the production borehole.
Payment: Blank well casing, satisfactorily installed and completed, will be paid for at the applicable contract unit price.
Unit of Measure: Linear Foot
4.1.9. Wire Wrapped Well Screen (Bid Item 9)
Measurement: Louvered well screen will be measured in place to the nearest unit as the number of linear feet of each size and type satisfactorily installed. The screen may be measured before installation in the production borehole.
Payment: Louvered well screen, satisfactorily installed and completed, will be paid for at the applicable contract unit price.
Unit of Measure: Linear Foot
4.1.10. Sounding Pipe (Bid Item 10)
Measurement: Sounding pipes will be measured in place to the nearest unit as the number of linear feet satisfactorily installed. The sounding pipes may be measured before installation in the production borehole.
Payment: Sounding pipe, satisfactorily installed and completed, will be paid for at the applicable contract unit price.
Unit of Measure: Linear Foot
4.1.11. Gravel Fill Pipe (Bid Item 11)
Measurement: Sounding pipes will be measured in place to the nearest unit as the number of linear feet satisfactorily installed. The sounding pipes may be measured before installation in the production borehole.
Payment: Gravel Feed Pipe, satisfactorily installed and completed, will be paid for at the applicable contract unit price.
36 Unit of Measure: Linear Foot
4.1.12. Gravel Envelope (Bid Item 12)
Measurement: Gravel envelope will be measured in place to the nearest unit as the number of linear feet of annular space satisfactorily filled.
Payment: Gravel envelope, satisfactorily installed, will be paid for at the applicable contract unit price.
Unit of Measure: Linear Foot
4.1.13. Annular Seal (Bid Item 13)
Measurement: Annular seal will be measured in place to the nearest unit as the number of linear feet of annular space satisfactorily filled.
Payment: Annular seal, satisfactorily installed, will be paid for at the applicable contract unit price.
Unit of Measure: Linear Foot
4.1.14. Well Development (Bid Item 14)
Measurement: Well Development satisfactorily completed.
Payment: The development of the well, satisfactorily completed, will be paid for at the applicable contract unit price.
Unit of Measure: Lump Sum
4.1.15. Install and Remove Test Pump (Bid Item 15)
Measurement: Installation and Removal of the test pump.
Payment: Installation and Removal of the test pump, satisfactorily completed, will be paid for at the applicable contract price.
Unit of Measure: Lump Sum
4.1.16. Well and Aquifer Testing (Bid Item 16)
Measurement: Well and aquifer testing will be measured to the nearest one-quarter unit as the number of hours well and aquifer testing satisfactorily performed.
Payment: Well and aquifer testing, satisfactorily performed, will be paid for at the applicable contract unit price.
Unit of Measure: Hour
4.1.17. Plumbness and Alignment Testing and Video Surveys (Bid Item 17) Measurement: Plumbness and alignment testing and video surveys satisfactorily completed in the
37 well.
Payment: Plumbness and alignment testing and video surveys of the well, satisfactorily completed, will be paid for at the price stated in the proposal.
Unit of Measure: Lump Sum
4.1.18. Dynamic Flowmeter (Spinner) Testing (Bid Item 18) Payment: Dynamic flowmeter (spinner) testing, satisfactorily completed, will be paid for at the price stated in the proposal.
Unit of Measure: Each
4.1.19. Disinfection of Well (Bid Item 19)
Measurement: Satisfactorily completed disinfection of the well.
Payment: Disinfection of the well, satisfactorily completed, will be paid for at the price stated in the proposal.
Unit of Measure: Lump Sum
4.1.20. Disposal of Drill Cuttings (Bid Item 20)
Measurement: Disposal of drill cuttings satisfactorily completed site cleanup and submission of required project records.
Payment: Disposal of drill cuttings, satisfactorily completed, will be paid for at the lump sum price stated in the proposal.
Unit of Measure: Lump Sum
4.1.21. Well Standby Time (Bid Item 21)
Measurement: Standby time, ordered in writing, will be measured to the nearest one-quarter unit as the number of hours of idle time of drilling equipment and workforce ordered and approved by the Owner.
Payment: Standby time ordered and approved by the Owner will be paid for at the unit price specified in the proposal.
Unit of Measure: Hour
ASR WELL NO. 3
ADDENDUM NO. 2
MUNICPAL WELL NO. 3 PROJECT
CONTRACT NO. 22-09
January 13, 2025
OWNER
The City of Yuba City
1201 Civic Center Blvd.
Yuba City CA 95993
GENERAL
Scope
A. This Addendum forms a part of the Bidding and Contract Documents and modifies the Contract Documents described below.
B. This Addendum consists of 6 pages.
Acknowledgment
A. The Bidder shall acknowledge receipt of this Addendum in the BIDDER’S PROPOSAL. Failure to acknowledge this addendum may result in rejection of bid.
SECTION 00100 Article 5 IS MODIFIED AS FOLLOWS:
Article 5 – Mandatory Pre-Bid Meeting and Site Walk
5.02 A mandatory pre-bid meeting and project walk-through will be held on Thursday, January 16, 2025, at 1:00 p.m. at the Water Treatment Plant (701 Northgate Drive). Shortly after this pre-bid meeting, a project site walk-through will occur at the project site location.
SECTION 00510 Article 4.4 IS MODIFIED AS FOLLOWS:
Damages for Delays
Milestone Contractual Completion Event
Dollars Per Day
Liquidated Damages
(Amount in Dollars)
Substantial Completion $2500
Final Completion $2500
Yuba City ASR Well No. 3 – Addendum #2
SECTION 00800 Section 1.2 Damages for Delays IS MODIFIED AS FOLLOWS:
Contractual Completion Event
Dollars Per Day Liquidated Damages
(Amount in Dollars)
Substantial Completion $2500
Final Completion $2500
TECHNICAL SPECIFICATIONS FOR THE CITY OF YUBA CITY WELL NO. 3 Section 3.1.3 IS AMENDED AS FOLLOWS:
3.1.3 Noise Mitigation Measures
Temporary sound attenuation (sound walls) is required for this project. For the purpose of bidding it is assumed that 250 feet of sound walls will be needed on the north side of the drill site.
A. Scope
1. Construction of a temporary sound wall shall include all work necessary to design, furnish, install, maintain and remove a temporary sound wall, and conduct a full-scale sound test.
2. The temporary sound wall shall be self-supporting and at least 16 feet high. The total length of the sound wall shall be approximately 250 feet and generally configured as shown in Exhibit 1 of Addendum No. 2, or as approved by the City.
3. The temporary sound walls shall be engineered to reduce noise levels to the maximum extent possible and shall be designed in accordance with CBC and applicable standards to withstand applicable seismic and wind forces.
4. The temporary sound wall shall be designed by a qualified, licensed structural or civil engineer and shall bear the stamp of a professional Civil or Structural Engineer currently licensed by the State of California who has performed or reviewed the structural aspects of the temporary sound wall design (i.e., seismic and wind load compliance per CBC and applicable standards).
B. Materials
1. Materials shall be as designed and approved and permitted by the Engineer.
C. Methods
1. Prior to mobilization of the drilling equipment the Contractor shall construct an engineered temporary sound wall.
2. Temporary sound wall supports shall be installed in augured boreholes. All cuttings from the boreholes shall be spread at the Yuba
Yuba City ASR Well No. 3 – Addendum #2
City Water Treatment Plant site at the location shown on Exhibit 1 of Addendum No. 2.
3. After removal of temporary sound wall support posts, Contractor shall backfill with material approved by the Engineer and compact to 95 percent relative compaction per ASTM D1557. Jetting shall not be used as a compaction method.
D. Testing and Measurement
1. Measure noise emissions prior to drilling the pilot borehole. With all equipment running, record peak decibels over a 2-minute period with a calibrated Type 2 Sound Level Meter or approved equivalent.
2. A full-scale drilling noise test simulating drilling activities will consist of noise level emissions measurements taken at the work area boundary, at the nearest sensitive receptor, and outside the sound wall at 75 feet and 150 feet from the drilling location. Results from these measurements shall be provided to the City/Engineer for documentation of compliance. Construction noise levels measured by the Contractor at the nearest sensitive receptor shall not exceed 60 dBA from the hours of 7:00 a.m. to 7:00 p.m. and 55 dBA from the hours of 7:00 p.m. to 7:00 a.m. without prior written approval of the City.
3. Drilling operations shall not proceed until noise emissions conform to these Specifications. No additional compensation will be made for an additional full-scale drilling test, failed test, or reengineering or construction modifications of the sound wall.
4. Should noise levels exceed the above levels, appropriate noise attenuation measures shall be implemented, at the Contractor’s cost, prior to resuming work, to reduce the offensive noise levels at the sensitive receptors.
TECHNICAL SPECIFICATIONS FOR THE CITY OF YUBA CITY WELL NO. 3 Section 4.1.2 IS AMENDED AS FOLLOWS:
4.1.2 Sound Walls (Bid Item No. 2)
Measurement: Sound walls will be measured in place to the nearest unit as the number of linear feet of sound walls satisfactorily installed at the site, which unit price shall include full compensation for furnishing all labor, materials, tools and equipment, and doing all the work for the construction of sound walls/Sound Attenuation facilities, installation/construction and removal of these facilities, and compliance testing as specified herein, and no additional allowance will be made therefor.
Payment: Sound wall installation, satisfactorily completed, will be paid for at the applicable contract unit price.
Unit of Measure: Linear Foot
Yuba City ASR Well No. 3 – Addendum #2
REQUESTS FOR CLARIFICATION:
1. Would the engineer of record please provide a structural detail for bidding purposes for the Sound Wall #34 item on project.
Response: The Sound Wall is to be designed by the Contractor and approved by the Engineer. Additional requirements have been added to Sections 3.1.3 and 4.1.2 of the Technical Specifications and a proposed location shown in Exhibit 1.
Yuba City ASR Well No. 3 – Addendum #2
EXHIBIT 1 TEMPORARY SOUND WALL PROPOSED
LOCATION (IN YELLOW)
Agenda Item 12
CITY OF YUBA CITY
STAFF REPORT
Date: February 4, 2025
To: Honorable Mayor & Members of the City Council;
From: Administration Department
Presentation By: Diana Langley, City Manager
Summary
Subject: Summary Report from Council Special Workshop held on January 29, 2025 Recommendation: Receive report and provide direction to staff as appropriate Fiscal Impact: None
Purpose:
To provide a summary of the items discussed at the City Council's Special Workshop held on January 29, 2025.
Council's Strategic Goal:
The items discussed at the City Council's Special Workshop impact the Council's Strategic Goals of Public Safety, Business Friendly, Fiscal Responsibility, and Infrastructure.
Background:
Annually, the City Council holds a Goal Setting workshop to review and define the priorities and goals for the calendar year. This year's workshop was held on January 29th.
Analysis:
Based on the City's current fiscal condition, each Department Head presented potential budget reduction scenarios, and Council discussed freezing vacant positions. Action items related to the budget are:
1. February 4th Council Meeting - Work with a Council Ad Hoc comprised of Councilmembers Kirchner and Pasquale to provide policy direction to the City Manager regarding general classifications of vacant positions that should be filled and those that should remain vacant.
2. February 18th Council Meeting - Provide a list of services that can be modified and implemented quickly to reduce costs and/or increase revenues.
3. FY 2025/26 Budget Process - Working with the Budget Ad Hoc comprised of Mayor Shaw and Councilmember Pasquale, identify other services that can be modified to reduce costs and/or increase revenues.
In addition, the City's current ordinances related to mobile vending were reviewed and staff was directed to return with an item for initiation of an ordinance with recommendations/options as to additional controls.
Fiscal Impact:
Freezing some vacant positions and implementing service modifications that result in reduced costs and/or increased revenues will help to address the current budget deficit. Further service reductions or utilization of reserves will be required to balance the budget for FY 2025/26.
Alternatives:
None.
Recommendation:
Receive report and provide direction to staff as appropriate.
Attachments:
1. Budget Financial Outlook
2. Administration Budget Reduction Scenarios
3. Community Services Budget Reduction
4. FINANCE - Budget Workshop 24-25 Reduction Scenarios
5. FIRE Budget Reductions Scenarios
6. HUMAN RESOURCES Budget Reduction Scenarios
7. POLICE Budget Reduction PD Final
8. PW-DS General Fund Reduction Scenarios
9. Summary Budget Reduction Scenarios
10. Mobile Vendors
Prepared By: Submitted By:
Diana Langley
City Manager
Diana Langley
City Manager
ATTACHMENT 1
1 2
FINANCIAL HIGHLIGHTS 1/29/25
General Fund
3 FY 23/24 Actuals FY 24/25 Adopted Budget
Revenue $56,697,995 $56,311,370
Expenditures 59,117,359 61,774,761
Net Deficit ($2,419,364) ($5,463,391)
Use of BSR (Beg
$6.6mil) $2,419,364 $5,463,391
Ending BSR $4,180,636 (1,282,755)
Revenue by Category
4 FY 23/24 Actuals % FY 24/25 Budget %
Property Tax $17,124,492 30% $17,580,750 31%
Sales Tax 17,033,861 30% 17,515,000 31%
Other Taxes 747,540 1% 927,000 2%
Franchises 2,187,696 4% 2,100,000 4%
Hotel/Motel
Surcharge
1,437,403 3% 2,100,000 4%
Business License 1,428,223 3% 1,200,000 2%
Licenses & Permits 2,118,422 4% 2,232,000 4%
Revenue by Category (cont.)
5 FY 23/24 Actuals % FY 24/25 Budget %
Intergovernmental 1,550,163 3% 657,000 1%
Service Fees 2,881,141 5% 2,383,763 4%
Other Revenue 659,927 1% 346,000 .6%
Internal Chgs & Trfrs 9,529,127 16% 9,269,857 16.4%
Total GF Revenue $56,697,995 100% $56,311,370 100%
Expenditures by Dept
6 FY 23/24 Actuals % FY 24/25 Adopted Budget %
Police $21,995,025 37% $21,713,274 35%
Fire 16,250,624 27% 16,795,699 27%
Public Works 5,985,604 10% 7,098,042 12%
Community
Services
4,729,633 8% 5,001,109 8%
Finance 3,673,743 6% 3,964,950 7%
Administration 2,108,735 4% 2,129,039 3%
Expenditures by Dept (cont.)
7 FY 23/24 Actuals % FY 24/25 Adopted Budget %
Development
Services
2,107,218 4% 2,340,868 4%
Human
Resources
1,182,245 2% 1,414,659 2%
Animal Control
Services
1,084,532 2% 1,317,121 2%
Total GF
Expenditures
$59,117,359 100% $61,774,761 100%
8 Police, 35% Fire , 27% PW, 12%
Comm Serv, 8%
Fin/IT, 7%
Admin, 3%
Dev Svcs, 4%
HR, 2%
SASA, 2%
A Dollar’s Journey: Expenditure Distribution Overview
Revenues General Fund
$37.4 $39.1 $40.6 $43.0 $44.4 $45.9
$50.3
$53.9 $56.8 $56.7 $56.3
$0.0
$10.0
$20.0
$30.0
$40.0
$50.0
$60.0
$70.0
FY15 FY16 FY17 FY18 FY 19 FY20 FY21 FY22 FY23 FY24 FY25 Budget
Millions ($)
9 10
FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 Budg FY
25 Sales Tax 12,938 13,813 13,841 17,131 18,494 17,675 17,610 18,096 Property Tax 12,710 13,275 14,050 14,549 15,146 15,980 17,124 17,581 0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
History of Sales Tax and Property Tax
Expenses General Fund
$27.6 $29.0 $29.7 $30.4 $32.2 $33.0 $35.7 $37.1 $41.3 $43.6 $46.1 $8.3 $8.8 $9.9 $10.9 $10.5 $10.1 $11.0 $11.3
$13.1 $15.5 $15.7
$0.0
$10.0
$20.0
$30.0
$40.0
$50.0
$60.0
$70.0
Millions ($)
Salaries Materials
$48.4
$61.8
$54.4
$59.1
$46.7
$43.1 $42.7 $41.3 $39.6 $37.8 $35.9
11 Healthy Cities – 15% Required (current 13%), FY 2023-24 $8,084,735 Other Discretionary General Funds:
Vehicle Replacement Fund, Projected less GF Leases 6,585,440 Pension Stabilization Fund, 11/30/24 4,460,000
General Fund CIP 2,086,000
Budget Stabilization Reserves (1,287,364)
Total $19,928,811
12 Other Reserves
& Discretionary Funds
Detention Basin Fee $93,041
City Hall Improvements 38,274
Improvements to Buildings and Grounds 260,910
Property Abatement 167,427
General Plan Update 957,790
Capital Replacement Program – GAP 167,983
Madden House Improvements 5,585
Future Park Development 26,173
13 General Fund CIP Projects
Feather River Mills Site Development 25,125
Annual Playground Replacement 88,258
Fire Station Repair and Renovation 365,365
Well Installations 192,386
Sam Brannan Restroom Replacement 7,950
Fire Station No. 4 Training Grounds 31,054
Citywide Accela/Technology Fund 74,169
Senior Center Building Repairs 275,807
14 General Fund CIP Projects (cont.)
Town Center Fountain 4,042
Sam Brannan Improvements 85,105
City Clean Up 99,959
Fleet Master Plan 30,000
Veteran Park Replacement 20,000
Total $3,016,403
15 General Fund CIP Projects (cont.)
The End
16 ATTACHMENT 2
1 Presentation By: Diana Langley, City Manager
January 29, 2025
Administration Budget
Reduction Scenarios
2 • City Council
• Attorney Services
• City Manager – 4 FTE’s
– City Manager
– City Clerk Administrator
– Management Analyst (Underfilled - Analyst I)
– Executive Assistant
3 Administration FY 24/25 Budget
4 Administration FY 24/25 Budget
Division Salaries &
Benefits
Materials, Supplies,
& Services Total
1110 – City Council $108,125 $66,041 $174,166
1210 – Attorney Services $0 $415,900 $415,900
1305 – City Manager $778,937 $140,313 $919,250
1710 – City Clerk $20,813 $138,318 $159,131
4220 – Non-Departmental $0 $385,140 $385,140
Total: $907,875 $1,145,712 $2,053,587
5% Reduction Scenario ($102,679.35)
10% Reduction Scenario ($205,358.70)
5 5% Reduction Scenario - $102,680
Division Current Service Reduced Service
City Council • Funding for Council
workshops and community
meetings/events
• Staff facilitate Council
workshops
• reduce number of
community
meetings/events
Attorney Services • Access City Attorney and
personnel attorney as
needed for legal questions
• Utilize contract labor
negotiator
• Reduction in utilization
of City Attorney,
personnel attorney,
and contract labor
negotiator which may
lead to increased legal
risk
6 5% Reduction Scenario - $102,680
Division Current Service Reduced Service
City Manager • Funding to hire consultants
for special projects
• Participate in professional
development activities
• Limit special projects
• Reduce professional
development activities
City Clerk • Funding for professional
development
• Less awareness of
changes in laws that
impact the City Clerk
function
7 5% Reduction Scenario - $102,680
Division Current Service Reduced Service
Non-Departmental • Funding for advertising,
Sister City Association
activities, and Yuba-Sutter
Fair booth
• City staff events such as
Veterans Day Breakfast and
Winter Celebration
• Less community and
staff engagement
8 10% Reduction Scenario - $205,359
Division Current Service Reduced Service
City Council • Funding for Council
workshops and community
meetings/events
• Council participation in
League of California Cities (5
Councilmembers) and Cap-toCap (2 Councilmembers)
conferences
• Staff facilitate Council
workshops
• Reduce number of
community
meetings/events
• Limit Council
participation in
conferences
9 10% Reduction Scenario - $205,359
Division Current Service Reduced Service
Attorney Services • Access City Attorney and
personnel attorney as needed
for legal questions
• Utilize contract labor
negotiator
• Further reduction in
utilization of City
Attorney, personnel
attorney, and contract
labor negotiator which
may lead to increased
legal risk
City Manager • Funding to hire consultants for
special projects
• Participate in professional
development activities
• Facilitate staff appreciation
and community events
• Limit special projects
• Cut professional
development activities
• Limit staff appreciation
and community events
10 10% Reduction Scenario - $205,359
Division Current Service Reduced Service
City Clerk • Funding for professional
development
• Boards & Commissions
appreciation gifts
• Membership in City Clerk
organizations
• Less awareness of
changes in laws that
impact the City Clerk
function
Non-Departmental • Funding for advertising, Sister
City Association activities, and
Yuba-Sutter Fair booth
• City staff events such as
Veterans Day Breakfast and
Winter Celebration
• City Leadership Academy
• Less community and
staff engagement
• Downsize City
Leadership Academy
11 Additional Reduction Scenario
Division Current Service Reduced Service
Non-Departmental • Funding for advertising,
Sister City Association
activities, and Yuba-Sutter
Fair booth
• City staff events such as
Veterans Day Breakfast and
Winter Celebration
• City Leadership Academy
• Sponsorship of community
contributions and events
• Less community and
staff engagement
• Cancel City Leadership
Academy
• Do not sponsor
community
contributions and
events
• Budget Reduction of up to additional $55,000
ATTACHMENT 3
Presentation By:
Ann Gillen, Community Services Director
Community Services
January 29, 2025
Community Services
Total Budget $4,244,026
Division Salaries &
Benefits
Materials, Supplies, &
Services
Total
5105 - Community Services Administration $489,595 $70,923 $560,518 5110 - Recreation
• Adults & Youth
$358,701 $68,385 $427,086
5130 - Recreation
• Aquatics (includes a debt service of $415,447)
$195,562 $740,654 $936,216
5120 - Recreation
• Seniors
$167,531 $112,499 $280,030
5115 - Parks $1,188,254 $851,922 $2,040,176
Total: $2,399,643 $1,844,383 $4,244,026
5% Reduction Scenario ($212,201)
10% Reduction Scenario ($424,403)
Division Expenditures
23/24
Revenue
23/24
Participation
Numbers
Programs & Supervision
• Adults & Youth
$636,624 $353,388 • Mighty Mite (4-7 years old) – 650+
• Youth (8-13 years old) – 900+
• Summer Camp – 400+
Programs & Supervision
• Aquatics
$611,868
$415,447 (debt service)
$355,269 • Swim lessons – 1,000+
• Public swim – 35,000
Programs & Supervision
• Seniors
$400,951 $157,288 • Line dancing – 9,000
• Bingo – 4,300
• Yoga – 3,000
• All programs – 42,000
Recreation
These are important Quality of Life City Services
5% Reduction Recommendation - $212,201
SAVINGS CURRENT SERVICES REDUCED SERVICES
Recreation Coordinator
• Freeze position
$68,000 • Assist Recreation Supervisors
with programming
• Plan and coordinate special
events and volunteers
• Increases workload of
Recreation Supervisors
• Reduced special and
community events
Recreation Supervisor III
• Freeze position
• Underfilled with
Rec. Supervisor II
$50,000 • Recreation programming and
operations
• Limits upward mobility of
staff
Park Maintenance Worker III
• Freeze position
$106,000 • Crew leader of 5 maintenance
workers
• Staff training
• Maintenance tracking (Iworqs)
• Project scheduling
• Increases workload and
responsibilities of other
lead workers, supervisor
and superintendent
TOTAL $224,000
10% Reduction Recommendation - $424,403
SAVINGS CURRENT SERVICES REDUCED SERVICES
Recreation Coordinator
• Freeze position
$68,000 • Assist Recreation Supervisors
with programming
• Increases workload of
Recreation Supervisors
• Reduced special and
community events
Park Maintenance Worker III
• Freeze position
$106,000 • Crew leader of 5 maintenance
workers
• Staff training
• Maintenance tracking (Iworqs)
• Project scheduling
• Increases workload and
responsibilities of other lead
workers, supervisor and
superintendent
Recreation Supervisor III
• Freeze position
• Underfilled with Rec. Supervisor II
$50,000 • Recreation programming and
operations
• Limits upward mobility of
staff
Recreation extra help $53,900 • Assist Recreation Supervisors with administration and
customer service
• Decline in customer service
for Gauche Aquatic Park and
recreation front counter
• Possible reduced front
counter hours of operation
SAVINGS CURRENT SERVICES REDUCED SERVICES
LLMD 4A, 4B, 4C, 4D $31,000 Contract with Stenzel Landscaping which allows Parks staff to focus on:
• Daily maintenance within the
parks, Feather River Parkway &
facilities
• Maintain Urban Forest Master
Plan
• Prompt response time for health
and safety issues (playgrounds,
park amenities, trees, irrigation)
Service modifications to (25) parks and (8)
facilities:
• Mowing once every other week vs every
week
• Higher turf causing extra stress on
equipment
• No longer maintain Plumas Street
(trashing, blowing, graffiti)
• Reduced response times for health and
safety issues
Feather River Parkway:
• Minimal staff presence
• Trees and shrubs growing into trails
• Bathrooms closed
• Increased graffiti and trash
LLMD:
• Reduced services for LLMD’s or increase
assessments to cover park staff
LLMD 2A $24,500
10% Reduction Continued
SAVINGS CURRENT SERVICES REDUCED SERVICES
Park extra help $31,000 • Weekend work
• Summer projects
(ex. Blackburn Talley Sports Complex, Feather
River Parkway)
• No weekend work
• Excessive trash and
vandalism in parks
• Increased overtime
• No park reservations
GAP Closure
• September - January
$15,500 • Sutter Buttes Swim Team – practice
• Adult lap swim – low participation
• All pools would be closed
• Facility front office would
remain open for recreation
services
Community Events $7,000 • Seasonal / Holiday events • The number of community events would be reduced
Concerts & Movies
in the Park
$5,500 • June - August
• 7 concerts
• 4 movies
• Concerts and movies would
not be offered
10% Reduction Continued
SAVINGS CURRENT SERVICES REDUCED SERVICES
Volunteer Events,
parades, community
promotions
$7,200 • Park clean up day
• Special events
• City swag
• Fewer events
• Reduced community
interaction
Printing & Binding $15,000 • Recreation brochure • In house recreation quick guide
Professional Development $10,000 • Recreation staff trainings • Conferences and workshops
• Miss out on opportunities to
hear the latest trends in
Recreation, what
programs/activities other
cities are offering
• Networking
• Equipment and product
expo
• Staff training ideas and tools
TOTAL $424,600
10% Reduction Continued
Alternatives
SAVINGS CURRENT SERVICES REDUCED SERVICES
GAP Closure
• September - March
$25,550 • Sutter Buttes Swim Team – practice
• Adult lap swim – low participation
• YCUSD – River Valley & Yuba City
High School swim team practice
and home swim meets
• No programming
• Joint usage agreement with
YCUSD may be affected –
pool usage for usage of
school rooms and gyms for
recreation programs
GAP Closure
• Year Round
$136,600
23/24 Revenue
$355,269
23/24 Operational
Expenditures
$375,890
Program Expenditures
$235,978
Annual debt service
$415,447
• Sutter Buttes Swim Team
• Adult lap swim
• River Valley & Yuba City High
School swim team
• School parties
• Swim lessons
• Water aerobics
• Public swim
• Tot Time & Twilight Swim
• Birthday parties
• Facility rentals
• No high school swim teams
• No adult fitness
• No swim lessons
• Nowhere for the
community to safely enjoy
swimming in Yuba City
• Joint usage agreement with
YCUSD may be affected –
pool usage for usage of
school rooms and gyms for
recreation programs
Alternatives
SAVINGS CURRENT SERVICES REDUCED SERVICES
Yuba City Tree Crew $170,200 Contract with Richards Tree Service 311 calls (Dec 1, 2023 – Dec 1,
2024)
• 73 park maintenance request
• 214 Street tree request, which
continues to increase due to
sidewalk issues
• Will require 3 staff out of
12 current staff
• Grid pruning (5 days a
week)
• Reduced maintenance in
parks and facilities
• Resident issues will be
determined on health &
safety
• Decreases daily risk
assessments in parks and
playgrounds
Civic Rec Credit Card
Fees
$10,500 • Community Services currently
pays all credit card fees for
customers who come to the
counter
• In person customers
would have to pay the
credit card fee
Questions?
ATTACHMENT 4
1 2
BUDGET REDUCTION SCENARIOS
1/29/25
Finance/IT
3 Finance (1510) IT (1530) Combined
FY 24/25
Adopted
Budget
$2,564,907 $1,391,690 $3,956,597
5%
Reduction
$128,245 $69,585 $197,830
10%
Reduction
$256,491 $139,169 $395,660
Budget Scenario 5% Reduction
4 Category Amounts
Expenditures:
Reduction Salaries & Benefits ($112,365)
Revenues:
Business License Discovery $150,000
Net Change in Budget $262,365
% of change 7%
Budget Scenario 10% Reduction
5 Category Amounts
Expenditures:
Reduction Salaries & Benefits ($112,365)
Freeze a CSR I/II position ($15,000)
Do not print Budget & ACFR ($3,000)
Revenues:
Business License Discovery $150,000
Credit Card Fees $84,000
Net Change in Budget $364,365
% of change 9%
The End
6 ATTACHMENT 5
Presentation By:
Jesse Alexander, Fire Chief
Fire Department
Fire Department - Background
➢ 27% of the General Fund
➢ YCFD Total Expenses: $16,397,016.43
➢86% of the budget is Salary & Benefits
➢11% of budget is non-discretionary
➢Power, phone, computer, insurance,…
➢3% of the budget is discretionary
➢Turnouts, safety equipment, uniforms,…
Fire Department - Background
➢ 2021 Staffing for Adequate Fire and Emergency Response (SAFER) ➢ Aerial Ladder Truck staffing to increase to 4-personnel ➢ Increase daily staffing to 17 personnel
➢ Meet NFPA 1710 staffing levels
➢ Term is for 3 years (expires March 5, 2026)
➢ Award amount: $1,199,700
➢ Conditions:
➢ Must maintain 51 operational employees
➢ Meet NFPA 1710, unless extreme draw-down situations
Fire Department – 5% & 10%
➢ 5% Reduction: $819,850.82
➢ Vacant Prevention Staff Positions
➢ SAFER Grant overtime
➢ Partial Station Closure (2 months)
➢ 10% Reduction: $1,639,701.60
➢ Vacant Prevention Staff Positions
➢ SAFER Grant overtime
➢ Extended Station Closure (majority of the year)
Fire Department – Impacts: Prevention Staff
Current Service Reduced Service
Fire
Prevention
Staff
(3) Prevention Staff
• Fire Marshal (Total: $227,094)
• (2) Fire Inspector II (Total: $142,238)
• Plan Reviews
• New Construction
• Permit Inspections
• State Licensing Inspections
• New Business License Inspections
• Weed Abatement
• Fireworks Booth/Displays
• Fire Investigations
• Public Education
(1) Prevention Staff
• No Fire Marshal
• Only 1 Fire Inspector
• Contract out Plan Reviews
• No Public Education
• Line Staff performing SM inspections
• Unable to charge for inspections
• Limited Fire Investigations
• Delay in permit inspections
• Decrease in CRR and Training
Savings: $304,332 (After off-set contracting)
Fire Department – Impacts: SAFER Staffing
Current Service Reduced Service
SAFER
Overtime
4-person Truck Company
• Meet NFPA 1710 staffing Levels
• Allows apparatus to get back in service
quicker
• Increased capacity
• Increased capabilities
• Multiple assignments on the fire grounds
• Data proven:
✓ 2010 NIST Study
✓ NFPA 1710
✓ 2019 NFPA Research
✓ 1995 IAFF Safe Firefighter Staffing Report
3-person Truck Company
• Out of compliance with the
intent of SAFER Grant
• Decrease in capacity
• Decrease in capabilities
• Less operational flexibility
• Increase in personnel Acting
Out-Of-Class
• Decrease in daily minimum
Approximate Savings: $310,300
Fire Department – Impacts: Station Closure
Current Service Reduced Service
Fire
Engine
Company
5 Fire Stations
• 2024 YCFD emergency response: 10,985
• Station District responses ranged:
3,219 to 1,094 calls for service
• 2023 YCFD avg response time: 5:45 min
• 5-Year avg overlapping calls: 38%
• Daily minimum staffing: 17-personnel
4 Fire Stations
• Remaining 4 Fire Stations absorb emergencies
• Longer response times
• Reduced effectiveness & safety at fires &
rescues
• Daily min. staffing reduced to 14-personnel
• Reduction in automatic and mutual aid
• Reduction in services (Priority Dispatch)
• Failure to meet NFPA 1710 Standards
• Potential impact ISO rating.
Potential Daily Savings: $4,093
187 days of closure: $765,391
Fire Department – District Call Volume
➢ 3-year average of call volume by Station District per day ➢ Station 1: 9.04 calls per day
➢ Station 2: 6.46 calls per day
➢ Station 3: 6.08 calls per day
➢ Station 4: 4.81 calls per day
➢ Station 7: 2.80 calls per day
Fire Department – Response Maps
Station 7 closure Station 4 closure
Fire Chief – Recommendation
➢ 5% Reduction: $819,850.82
➢ Vacant Prevention Staff Positions
➢ SAFER Grant overtime
➢ Partial Station Closure (2 months)
➢ 10% Reduction: $1,639,701.60
➢ Vacant Prevention Staff Positions
➢ SAFER Grant overtime
➢ Extended Station Closure
(majority of the year)
➢ Recommendation:
➢ Utilize Vehicle Replacement Fund (VRF)
➢ 61% of accumulated funds are for Fire
Apparatus
➢ Fire Department balance: $3,872,834 (After
total lease payment balances)
➢ Utilize accumulated funds from nonessential fire apparatus ➢ Water Tender ($414,389)
➢ Reserve 7 ($840,285)
➢ Pay Annual Debt Lease Payment
from VRF ($303,564)
➢ Vacant Position
➢ Vacant Fire Inspector ($142,238)
Not
Recommended
Not
Recommended
ATTACHMENT 6
Presentation By:
Natalie Springer, Human Resources Director
Human Resources
Reduction Scenerios
• HR total budget = $1,414,659
• Six fulltime employees
• 71% of HR budget is employee costs
• 36% of HR costs are paid by other funds
Human Resources Background
• HR total budget = $1,414,659
– 5% reduction = $70,733
– 10% reduction = $141,466
Human Resources Budget
5% Reduction Scenario
Materials, Supplies &
Services
Impact
-$70,000 Reduces the ability to streamline and automate processes for citywide departments and employees.
• 5% reduction = $70,733
10% Reduction Scenario
Materials, Supplies &
Services
Impact
-$128,900 Reduces the ability to streamline and automate processes for department and employees, train employees on
managerial practices, and provide a recognition program to employees.
Salaries & Benefits Impact
-$15,000 HR relies on temporary staffing; this results in a temporary staffing reduction.
• 10% reduction = $141,466
Administrative Analyst I
Salaries & Benefits Impact
-$98,141
14% of HR budget
$62,811 General Fund
Impact
Increase time on recruitments and pre-employment
including for public safety recruitments, increase response time to employees and retirees on family leave, worker’s compensation, benefits and payroll issues, delays in
mandatory reporting and policy implementation resulting in risk management impacts.
• Vacant, current recruiting
• If position is frozen, see table
ATTACHMENT 7
Yuba City Police Department Budget Reduction
Scenarios
Police Department Budget
• Adopted 24/25 Budget $21,713,274 (35.15% of General Fund) • 5% Budget Reduction - $1,085,664
• 10% Budget Reduction - $2,171,328
• Reductions reached through elimination of positions
– Cost per position
• Records Clerk $95,000
• CSO $100,000
• Dispatcher $120,000
• Police Officer $180,000
• Police Lieutenant $250,000
5% Reduction Scenario
• Budget Reduction - $1,085,664
Positions Current Service Reduced Service
Community Service Officers (CSO) 6 CSOs (3 Vacant)
• Non-priority reports
• Parking, municipal code enforcement
• Crime scene processing, traffic control,
special event help
• Subpoena Service
3 CSOs
• Less ability to assist officers during the day
and swing shift. Shifts additional workload
to patrol slowing response times
• Slow response to municipal code violations
(YC311) and less help available for special
events
• More reports referred to online reporting
• Some subpoena service passed onto patrol
officers
Dispatchers 14 Dispatchers (2 Vacant)
• Allows for overlap with shifts giving breaks,
and allows for training and/or with less
overtime coverage
13 Dispatchers
• Less overlap with shifts potentially costing
overtime for training and time off. Less
ability for breaks during 12 hours shifts
5% Reduction Scenario
• Budget Reduction - $1,085,664
Positions Current Service Reduced Service
Records 6 Records Clerks (2 Vacant)
• 8am-5pm front counter business hours.
• Live Scan appointment available by
appointment.
5 Records Clerks
• Reduced front counter business hours
10am-4pm to allow report processing time.
• Live scan by appointment but limited to
certain times.
Homeless Liaison Officer 2 HLOs
• Coverage 6 days a week (overlap on 2 days)
• Ability to handle calls for service homeless
related (approx. 10% of total calls)
• Attend community meetings related to
homeless efforts
1 HLO
• Coverage 4 days a week (no overlap)
• A large volume of calls now handled by
patrol delaying response times
• Less ability to participate in community
related homeless meetings
5% Reduction Scenario
• Budget Reduction - $1,085,664
Positions Current Service Reduced Service
2 Investigations Positions (In
house gang investigators)
2 Investigators (Currently Vacant)
• Ability to work additional gang suppression
• Specialization in gang cases for prosecution
and departmental training
• Collaborate with local agencies in gang
suppression
Freezing of Gang Investigators
• No gang suppression or specialization in
gang investigations
• Less collaboration with local agencies
targeting gang activity
5% Reduction Scenario
• Budget Reduction - $1,085,664
Position Savings
3 CSOs $300,000
1 Records Clerk $90,000
1 Dispatcher $120,000
1 Homeless Liaison Officer $180,000
2 Investigations Positions $360,000
Total Savings $1,050,000
10% Reduction Scenario
• Budget Reduction - $2,171,328 (Everything above plus this) Positions Current Service Reduced Service
Homeless Liaison Officer 2 HLOs Freezing of both HLOs
• All homeless related calls to be handled by
patrol (10% of call volume)
• Delayed response for all calls for service
(based on prioritization)
• Significantly reduced ability to participate in
community related efforts to reduce
homelessness
• More homeless blight unaddressed
2 Traffic Officers 4 Traffic Officers (1 Vacant)
• Coverage 5 days a week and into evening
hours
• Ability to investigate major collisions while
still providing traffic enforcement
2 Traffic Officers
• Reduced hours of coverage
• Major traffic investigations will take
priority taking away enforcement time
• Overall reduction in traffic enforcement
and participation in community events
10% Reduction Scenario
• Budget Reduction - $2,171,328
Positions Current Service Reduced Service
1 Dispatcher 14 Dispatchers 12 Dispatchers
Community Policing Coordinator Currently Vacant
• Social Media Management
• VIP Coordinator
• Organization of Community Events
Freeze Position
• Reduced Social Media Presence
• Coordination of VIPS to Operations Lt.
(Increased duties)
• Less Community Events put on by PD.
Overall coordination of other events
subject to availability of staff.
10% Reduction Scenario
• Budget Reduction - $2,171,328
Reduction Proposal Savings
• Increase funding from our
traffic revenue account into
police budget of $100,000
• Through attrition of expected
retirements to occur in 2025,
savings of up to $430,000 or
more.
• Salary savings from retirements
of up to $430,000 (or more)
• Positions to be frozen upon
retirements (Could vary).
10% Reduction Scenario
• Budget Reduction - $2,171,328
Patrol Impact Reduction of Services
No reduction in patrol staffing, but
elimination of HLOs, CSOs, Traffic
Officers, and Gang/NET
Investigators will increase call
volume and ability to provide the
same level of service.
• Animal Problems (Active aggressive calls only)
• No patrol response for Civil Standbys
• All misdemeanor property crimes with no
suspect referred to online reporting
• Vehicle 459s with no suspect referred to online
reporting
• No response to non-injury collisions unless
blocking roadway
• Reduced community outreach events and
participation
• Absorption of transient related calls (10% of
volume) will mean less ability to solve and
respond to these calls in timely manner. Overall
less enforcement on these calls.
• Parking problems held for CSOs, complaint
driven responses only in order received.
10% Reduction Scenario
Positions Savings
5% Reduction Scenario $1,050,000
2 nd HLO Officer $180,000
2 Traffic Officers $360,000
1 Dispatcher $120,000
1 Community Policing Coordinator $107,000
Attrition/Revenue Increase from Traffic
Fund
$354,000 (to reach 10% deduction)
Total $2,171,000
Summary
Positions 5% Savings 10 % Savings
3CSOs $300,000 $300,000
1 Records Clerk $90,000 $90,000
1 Dispatcher $120,000 $120,000
1 Homeless Liaison Officer $180,000 $180,000
2 Investigations Officers $360,000 $360,000
2 nd HLO Officer $180,000
2 Traffic Officers $360,000
1 Dispatcher $120,000
1 Community Policing Coordinator $107,000
Attrition/Revenue Increase from
Traffic Fund
$354,000 (to reach 10% total
reduction)
TOTAL $1,050,000 $2,171,000
ATTACHMENT 8
Public Works & Development
Services Departments
General Fund Reduction Scenarios
General Fund Operating Budgets
Division Total
Operating
Percent
General Total GF GF 5% GF 10%
Fund
1910
Planning $969K 100% $969K $48K $97K
1920
Building $1.37M 100% $1.37M $69K $137K
1541
Facilities
Maintenance
$1.30M 63% $819K $41K $82K
1930
Engineering $2.14M 2.5% $54K $2,700 $5,400
Departments
Total $5.78M N/A $3.21M $161K $321K
Development Services Public Works
Development Services
1910 Planning 1920 Building Department Total
TotalOperating $ 969,259.00 $ 1,371,609.00 $ 2,340,868.00 5% $ 48,462.95 $ 68,580.45 $ 117,043.40
10% $ 96,925.90 $ 137,160.90 $ 234,086.80
Deputy Development
Services Director
Chief Building Official
Code Enforcement
Officer II
Code Enforcement
Officer I
Code Enforcement
Officer I (Temp)
Plans ExaminerI/II
Building Inspector II
Building Inspector II
Community
Development
Technician II
Community
Development
Technician I
Community
Development
Technician I (Temp)
Senior Planner
Assistant Planner
Assistant Planner
(Temp)
Administrative
Analyst II (Housing)
Administrative
Assistant
Reduction Scenarios
Division 5% Reduction
($117K)
5% Impacts 10% Reduction
($234K)
10% Impacts
1910 Planning • Increase planning
fees – est. $100K
annual
• Match regional
median
• Increased cost to
developers
• Reduce extra help • Reduced service
capacity for
developers &
businesses
• Development
processing & plan
check delays
1920 Building • Reduce extra help
(Code Enforcement)
• Reduced
enforcement
capability
• Decreased fine
revenue
• Eliminate extra help
(Code Enforcement &
Permit Technician)
• OR freeze 1 full-time
position (Plans
ExaminerI/II)
• Reduced
enforcement to only
health & safety
• OR eliminate Building
succession planning;
future decreased fee
revenue
Public Works
1930 Engineering GF FY 23/24 (2.48%) 1541 Facilities GF FY 22/23 (63.16%) Total Operating $ 2,139,730.00 $ 53,608.00 $ 1,296,826.00 $ 819,014.02 5% $ 106,986.50 $ 2,680.40 $ 64,841.30 $ 40,950.70
10% $ 213,973.00 $ 5,360.80 $ 129,682.60 $ 81,901.40
Deputy Public
Works Director -
Engineering
Senior Civil
Engineer
Associate Civil
Engineer
Assistant
Engineer
PW Project
Coordinator
Engineering
Technician III
Senior Civil
Engineer
Assistant
Engineer
Assistant
Engineer
Engineering
Technician I/II
Senior
Construction
Inspector
Construction
Inspector
Facilities
Maintenance
Supervisor
Building
Maintenance
Worker II
Building
Maintenance
Worker II
Senior Custodian
Custodian II
Custodian II
Custodian II
Reduction Scenarios
Division 5% Reduction
($44K)
5% Impacts 10% Reduction
($88K)
10% Impacts
1541 Facilities • Freeze Building
Maintenance Worker
I/II
• Add balance to extra
help
• Reduced or delayed
internal services for
aging buildings
• OR increased
contracted projects
• Reduce janitorial
service contract
• Perform Senior
Centerjanitorial
services in-house
• Reduced service
quality due to
additional
responsibilities
1930 Engineering • Re-allocate labor to
non-general fund
• Reduced focus on
general fund projects
and services
• Re-allocate labor to
non-general fund
• Reduced focus on
general fund projects
and services
QUESTIONS?
ATTACHMENT 9
1 2
Summary – FY 24/25 General Fund Budget
Department FY 24/25 Budget
Administration $1,652,252
Community Serv. 6,318,230
Finance/IT 3,956,597
Human Resources 1,414,659
Devel. Serv. 2,340,868
Police 21,713,274
Fire 16,795,699
Public Works 7,098,042
Non-Departmental 485,140
Total: $61,774,761
3 Current Vacant Positions
Department Position
Number of
Vacancies Status
Funding
Source
GF Amount
Budgeted
(Annually)
% GF
Actual
GF Amount
Allocated (Annually)
Community Services
Animal Services Officer I/II (SASA) 1 Oral Interviews 1/14/25 GF 78,953 100.00% $ 78,953.00 Kennel Attendant I/II (SASA) 1 Job description updates GF 74,418 100.00% $ 74,418.00 Park Maintenance Worker III 1 Vacant GF 106,237 100.00% $ 106,237.00 Recreation Coordinator 1 Being held vacant GF 67,963 100.00% $ 67,963.00 Registered Veterinarian Technician (SASA) 1 Vacant GF 83,014 100.00% $ 83,014.00 $ 410,585.00
Development Services
Building Inspector 1 Vacant GF 100,625 100.00% $ 96,857.00 Code Enforcement Officer 1 Vacant - department planning recruitment GF 96,857 100.00% $ 96,857.00 Plans Examiner I/II 1 Being held vacant GF 112,619 100.00% $ 112,619.00 $ 209,476.00
Finance
Customer Service Representative, Senior 1 Vacant 79,389 2.00% $ 1,587.78 Fire
Fire Inspector I/II 1 Vacant GF 141,915 100.00% $ 141,915.00 Fire Marshal 1 Vacant GF 227,102 100.00% $ 227,102.00
Recruit, Firefighter I/II, FAO 1 Firefighter recruitment closed 1/6; FAO recruitment closes 1/21 GF 98,393 100.00% $ 98,393.00 $ 467,410.00
Human Resources
Administrative Analyst I (Conf.) 1 Recruitment closes 1/14 GF 98,141 64.00% $ 62,811.00 Police
Community Policing Coordinator 1 Active list available GF 107,827 100.00% $ 107,827.00 Community Service Officer 3 Active list available GF 279,842 100.00% $ 279,842.00 Police Chief 1 Interim appointment GF 300,144 100.00% $ 300,144.00 Police Officer 5 Continuous recruitment; Police Recruit physical agility/oral 1/25 GF 801,820 100.00% $ 801,820.00 Public Safety Dispatcher II/III 2 Continuous recruitment GF 234,293 100.00% $ 234,293.00 Records Clerk I/II 2 Recruitment closes 1/16 GF 138,498 100.00% $ 138,498.00 Reserve Police Officer 0.75 Vacant GF 100.00% $ -
$ 1,862,424.00
Public Works
Administrative Analyst I/II 1 Recruitment closes 1/14 W/WW - 0.00% $ - Assistant Civil Engineer 1 Vacant - department planning recruitment Multiple 108,804 2.48% $ 2,698.34 Deputy PW Director-Maintenance 1 Vacant Multiple 208,092 0.00% $ - Electrical Technician I/II 1 Vacant - department planning recruitment Multiple 96,791 0.00% $ - Engineering Technician I/II 1 Active list available Multiple 80,489 2.48% $ 1,996.13 Maintenance Worker III 1 Vacant Multiple 91,266 0.00% $ - Mechanic I/II 2 Active list available ISF 206,838 Project Coordinator 1 Vacant Multiple 80,489 2.48% $ 1,996.13 Street Maintenance Supervisor 1 Active list available Multiple 118,906 0.00% $ - Utilities Treatment Plant Maintenance Worker I-OIT 1 Vacant WW - 0.00% $ - Water Distribution Operator I/II/III 1 Vacant Water - 0.00% $ - Water Treatment Plant Operator II/III/IV 2 Vacant Water - 0.00% $ - Wastewater Plant Maintenance Supervisor 1 Vacant WW - 0.00% $ - Wastewater Plant Maintenance Mechanic 1 Vacant WW - 0.00% $ - $ 6,690.59
$ 3,020,984.37
$ 2,784,599.37
Total Fire:
Total Without SASA Positions:
Total Public Works:
Total Police:
Total Development Services:
Total:
Position Vacancies
Effective January 27, 2025
Total Community Services:
Total GF:
$3,020,984.37
Total GF w/out SASA:
$2,784,599.37
• Strategy #1: Across-the-board reductions
• Strategy #2: Preserve Public Safety
Departments
4 Budget Reduction Strategies
ATTACHMENT 10
1 City Council Goal Setting Workshop
January 29, 2025
2 Mobile Vendors
Mobile and Open Air
Vendors
3 Mobile Vendor Definition
“….a person conducting commercial activity
from either a motorized or nonmotorized
vehicle offering goods for sale on a
temporary, intermittent or seasonal basis in
which customers approach the vehicle to
make a purchase. This term includes mobile
caterers, lunch wagons, eating cars, ice
cream trucks, pushcarts, bicycle carts,
motorized food wagon or conveyance”
Includes food trucks and pushcart
vendors.
Current Mobile Vendor Ordinance
4 5
Key Requirements:
• 100 feet from a street intersections.
• Operators must be 200 feet apart.
• Must move 600 feet every 30 minutes.
• Operations prohibited 8pm – 8am.
• Has permitting and licensing
requirements.
Current Mobile Vendor Ordinance
Food Trucks – Difficult requirements and limited after hour enforcement.
Push Carts – Typically unable to meet Health and Safety Code requirements or City codes. Enforcement is limited and difficult.
6 Food Trucks
• Requires Zoning Clearance, Business License (includes Environmental Health Permit, Insurance, Commissary, etc.) Cost ($60)
• City tries to ensure safe distance and location.
• Complaint based enforcement. Staff works to limit time at each location to twice a week (not enforcing 30-minute restriction or time of day) Push Carts
• Perform off hour enforcement to shut down.
Current General Policy – Mobile Vendor
7 Open Air Vendors
“……a person conducting commercial activity from either a motorized or nonmotorized vehicle at a fixed location on private property, offering goods for sale on a temporary, intermittent or seasonal basis in which customers approach the vending operation to make a purchase. Open air vendor operations are not mobile enough to comply with the time requirements identified for mobile vendors and are therefore constrained to setting up operations at an approved fixed location.
This is typically onsite vendors that are not moving (i.e. flowers, strawberries, phone vendors, pop up restaurants, etc.)
Current Open Air Vendor Ordinance
8 Pop-Up Restaurants
9 Pop-Up Restaurants
10 Pop-Up Restaurants
11 Key Requirements:
• Restricted to private property only.
• Generally limited to:
- Industrial building/complex more than 65,000 sq. Ft.
- Office building/complex greater than 50,000 sq. ft.
- Retail building/complex greater than 100,000 sq. ft.
• If within 400 feet of a business selling similar goods/products, the vendor must receive written approval from the potentially affected business.
• Requires use permit approval.
The City hasn't processed a permit due to: Cost ($1100), time (3-5 months), paperwork, and Health and Safety Code requirements, etc.
Existing Open Air Vendor Ordinance
12 1. Limited compliance. Illegal vendors are told to leave; however, certain vendors are coordinated, and it becomes a game of hide and seek.
2. Frequent language barrier and lack of identification.
3. Complaints typically result in vendors being told the operation isn’t allowed at a specific location and to work through the permitting process.
4. Activities usually resume shortly thereafter (same or different location).
Requirements are difficult to adhere, and after-hours enforcement is limited.
Current General Policy – Open Air Vendors
13 1. Update Mobile Vendor Ordinance regarding food trucks to be functional and contemporary for today’s needs.
2. Establish a new separate sidewalk vending ordinance consistent with the Government Code limitations.
3. Engage property owners to help with illegal pop-up vendors on private property.
4. For Fiscal Year 25/26, to improve after hour enforcement:
a. Establish a contract for off-hour security.
b. Provide extra help budget for code enforcement staffing support.
Questions?
Recommendations
14 1. Update the YCMC to separate the provisions relating to food trucks and sidewalk vendors.
2. “[A] local authority may, by ordinance or resolution, adopt additional requirements for the public safety regulating the type of vending and the time, place, and manner of vending from vehicles upon any street.” CVC 22455(b).
1. Public safety is not the same as the public’s health, safety, and welfare; trial court interpretation: relating to traffic safety or reduction of crime. Health safety aspect:
addressed by the state law.
2. E.g., distance from intersections,
Recommendations (CAO)
15 Adopt a sidewalk vending program consistent with Government Code Sections 51308 and 51309.
1. Cannot prohibit vendors from selling in the public right of way, or limit them to vending in designated areas, or limit the number of vendors, unless the restriction is directly related to objective health, safety, and welfare concerns;
2. Vending must be allowed in public parks, subject to some limitations;
3. Stationary vendors can be prohibited from residential neighborhoods, but not roaming vendors.
4. Can impose reasonable time, place, manner restrictions, such as hours of operation (but in nonresidential areas, this limitation cannot be more restrictive than other businesses or uses on the same street), sanitary requirements, ADA compliance, require a CA seller’s permit, require applicable licensing and compliance with state and federal law, and requiring the vendor to submit certain information regarding the business.
5. Can prohibit vendors from operating near flea markets and farmers markets while they are operational, and can limit vendors from operating near a use with a temporary special use permit.
6. “[P]erceived community animus or economic competition does not constitute an objective health, safety, or welfare concern.”
7. Adopt penalties consistent with Section 51309.
Recommendations (CAO)
CITY OF YUBA CITY
Future Agenda Items
- Councilmember Kirchner
- Councilmember Pasquale
- Councilmember Cole
- Vice Mayor Boomgaarden
- Mayor Shaw
CITY OF YUBA CITY
Reports and Communications
The following reports and communication items are provided for the Council’s information. No action can be taken on items under this section unless the Council agrees to include it on a subsequent agenda
City Manager’s Report
CITY OF YUBA CITY
Reports and Communications
The following reports and communication items are provided for the Council’s information. No action can be taken on items under this section unless the Council agrees to include it on a subsequent agenda
City Council Reports
- Councilmember Kirchner
- Councilmember Pasquale
- Councilmember Cole
- Vice Mayor Boomgaarden
- Mayor Shaw
Adjournment