Agenda packet — Yuba City City Council, July 1, 2025 (part 3 of 4)

2025/2026 Residential Street Light Maintenance District (Tierra Buena) Page 2 of 11 II. DESCRIPTION OF THE DISTRICT AND SERVICES
The District was formed for the maintenance of streetlights benefiting twenty-four subdivisions, or zones of benefit, within the City. These zones of benefit include:

Bryn Mawr Estates #3; Bryn Mawr Estates #4; Buena Vista #1; Buena Vista #2; Butte Rancho; Butte View Estates; Country Aire; Kira Estates; Loma Vista; Quail Pointe Estates; Ranchero #2 & #3; Ranchero #4 & #6; Ranchero Estates #1; Ranchero Estates #5; Rancho De Royo #2 Ph 1; Rancho De Royo #2 Ph 2; Skyview Place; Stonegate Village Unit 1; Stonegate Village Unit 2; Stonegate Village Unit 3; Suburban Acres; Tara Estates; Teja #4; Walnut Acres.

III. BENEFIT ANALYSIS
Each of the improvements and the associated costs has been carefully reviewed and the corresponding assessments have been proportionately spread to each parcel based on special benefits received from the improvements. The installation of the improvements was part of the conditions of property development. The property owners approved the corresponding assessments for the ongoing maintenance and servicing of the improvements through a property owner protest ballot.

Special Benefits — The method of apportionment (assessment methodology) is based on the premise that each of the assessed parcels within the District receives benefit from the improvements maintained and financed by annual assessments. Specifically, the assessments are for the maintenance of local street lighting and landscaped improvements installed as part of the original development. The desirability and security of properties within the District are enhanced by the presence of street lighting and well-maintained landscaping in close proximity to those properties.

The special benefits associated with the local landscaping improvements are specifically:
 Enhanced desirability of properties through association with the improvements.
 Improved aesthetic appeal of properties within the Zones providing a positive representation of the area.
 Enhanced adaptation of the urban environment within the natural environment from adequate green space and landscaping.
 Environmental enhancement through improved erosion resistance, and dust and debris control.

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2025/2026 Residential Street Light Maintenance District (Tierra Buena) Page 3 of 11  Increased sense of pride in ownership of property within the District resulting from well-maintained improvements associated with the properties.
 Reduced criminal activity and property-related crimes (especially vandalism) against properties in the District through well-maintained surroundings and amenities including abatement of graffiti.  Enhanced environmental quality of the parcels within the Zones by moderating temperatures, providing oxygenation and attenuating noise.

The special benefits of street lighting are the convenience, safety, and security of property, improvements, and goods. Specifically:
 Enhanced deterrence of crime and to aid police protection.  Increased nighttime safety on roads and highways.
 Improved ability of pedestrians and motorists to see.  Improved ingress and egress to property.
 Reduced vandalism and other criminal acts and damage to improvements or property.
 Improved traffic circulation and reduced nighttime accidents and personal property loss.
 Increased promotion of business during nighttime hours in the case of commercial properties.

All of the preceding special benefits contribute to a specific enhancement and desirability of each of the assessed parcels within the District.

General Benefits - the improvements to be provided and maintained by the District are a direct result of property development within the District and would otherwise not be required or necessary. Developers typically install local improvements to enhance the marketability and value of properties within the development and/or as conditions of development. In either case, the improvements are clearly installed for the benefit of the properties being developed and not for the benefit of surrounding properties outside the District boundaries. Although local development improvements (by virtue of their location) may be visible to surrounding properties, any benefit to surrounding properties is incidental and cannot be considered a direct and special benefit.

Furthermore, most developments within the City typically have various landscaping and lighting improvements specifically associated with their development and these improvements are funded by properties within those developments.

At the time of formation of the Assessment District, the majority of the benefit was special, and there was a small general benefit. The engineer of record

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2025/2026 Residential Street Light Maintenance District (Tierra Buena) Page 4 of 11 between Fiscal Year 2012/2013 and Fiscal Year 2015/2016, further quantified this small general benefit.

The specific language from the most recent Engineer’s Report used to describe General Benefit is as follows:

The maintenance and servicing of these improvements is also partially refunded, directly and indirectly from other sources including Yuba City, Sutter County and the State of California. This funding comes in the form of grants, development fees, special programs, and general funds, as well as direct maintenance and servicing of facilities (e.g. curbs, gutters, streets, drainage systems, etc.) This funding from other sources more than compensates for general benefits, if any, received by the properties within the Assessment District.

The General Benefits from this assessment may be quantified as illustrated in the following table.

Benefit Factor Relative
Weight
General Benefit
Contribution
Relative
General
Benefit
Creation of parcels 90 0% 0
Extention of recreation area 2 10% 0.2
Proximity to improved parks and recreation facilities 2 10% 0.2 Access to improved parks, open space and rec areas 2 10% 0.2 Improved views 2 10% 0.2
Improved nighttime visibility and safety from streetlights 2 20% 0.4 Totals 100 1.2
Total Calculated General Benefit 1.2%
As a result, Yuba City will contribute at least 1.2% of the total budget from sources other than the assessment. This contribution offsets any general benefits from the Assessment Services.

This general benefit contribution is the sum of the following components:

Yuba City owns, maintains, rehabilitates and replaces curb and gutter along the border of the Assessment District improvements. This curb and gutter serves to support, contain, retain, manage irrigation flow and growth, and provide a boundary for the improvements. The contribution from the City towards general benefit from the maintenance, rehabilitation and replacement of the curb and gutter is conservatively estimated to be 1%.

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2025/2026 Residential Street Light Maintenance District (Tierra Buena) Page 5 of 11 Yuba City owns and maintains a storm drainage system along the border of the Assessment District improvements. This system serves to prevent flooding and associated damage to the improvements, and manage urban runoff including local pollutants loading from the improvements. The contribution from the City towards general benefit from the maintenance, and operation of the local storm drainage system is conservatively estimated to be 1%.

Yuba City owns and maintains local public streets along the border of the Assessment District improvements. These public streets provide access to the improvements for its enjoyment as well as efficient maintenance. The contribution from the City towards general benefit from the maintenance of local public streets is conservatively estimated to be 1%.

The value of the construction of the improvements can be quantified and monetized as an annuity. Since this construction was performed and paid for by non-assessment funds, this “annuity” can be used to offset general benefit costs, and is conservatively estimated to contribute 25%.

Therefore, the total General Benefit is conservatively quantified at 1.2%, which is more than offset by the total non-assessment contribution towards general benefit of 28%. (1)
(1) SCI Consulting Group (September 2015). City of Yuba City Residential Street Light Maintenance District No. 1, Tierra Buena Engineer’s Report, Fiscal Year 2015-16. pgs 17-19.

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2025/2026 Residential Street Light Maintenance District (Tierra Buena) Page 6 of 11 IV. ASSESSMENT FORMULA
The method of assessment for each zone of benefit within the District is based on the determination that each single family residential lot or parcel within the zone receives the same level of benefit from the zone service. Therefore, the annual estimated service costs for each zone are apportioned equally to each assessable single family residential lot or parcel within the zone.

The District does not have an approved formula for increasing the maximum assessment rates on an annual basis. Therefore, there has been no change to the maximum assessment rates for FY 2025/2026 from the prior year.

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2025/2026 Residential Street Light Maintenance District (Tierra Buena) Page 7 of 11 V. DISTRICT BUDGET FY 2025/2026 – TIERRA BUENA

BUDGET ITEM

DIRECT COSTS
Heat/Power Utility $0.00
Street Lights Power Utility 24,069.00
Professional Services 0.00
Water Utility 0.00
Materials & Supplies 0.00
LMD Lights 0.00
Landscape Labor 0.00
Direct Costs Subtotal $24,069.00

ADMINISTRATION COSTS
City Administration Costs $492.00
Willdan Financial Services Administration Fees 3,300.23 County Administration Fee 234.30
Miscellaneous Administration Expenses 0.00
Administrative Costs Subtotal $4,026.53

LEVY BREAKDOWN
Total Direct and Admin. Costs $28,095.53
Operating Reserve Collection 5,041.16
Capital Reserve Collection 0.00
Levy Breakdown Subtotal $33,136.69

LEVY ADJUSTMENTS
Operating Reserve Contribution ($4,222.73)
Capital Reserve Contribution 0.00
Additional City Contribution 0.00
Estimated Interest Earnings (2,269.79)
Rounding Adjustment (5.45)
Levy Adjustments Subtotal ($6,497.97)
BALANCE TO LEVY $26,638.72

OPERATING RESERVE
Estimated Balance at June 30, 2025 $20,489.44
FY2025/2026 Collection/(Contribution) 818.43
Transfer from Capital Improvement Reserve 93,000.00
Estimated Balance at June 30, 2025 $114,307.87

CAPITAL IMPROVEMENT RESERVE
Estimated Balance at June 30, 2025 $93,000.00
FY2025/2026 Collection/(Contribution) 0.00
Transfer to Operating Reserve (93,000.00)
Estimated Balance at June 30, 2025 $0.00

DISTRICT STATISTICS
Total Parcels 781
Total Parcels Levied 781
Total EBU 781.00
Maximum Levy Amount - 2024/2025 $53,068.00
Maximum Levy Amount - 2025/2026 $53,068.00
AMOUNT

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2025/2026 Residential Street Light Maintenance District (Tierra Buena) Page 8 of 11 District Budget by Subdivision

DIRECT COSTS
Subdivision
Bryn Mawr Estates #3 $30.74 42 $1,291.08
Bryn Mawr Estates #4 $32.90 33 1,085.70
Buena Vista #1 $18.06 19 343.14
Buena Vista #2 $42.12 16 673.92
Butte Rancho $33.82 29 980.78
Butte View Estates $44.74 14 626.36
Country Aire $39.02 50 1,951.00
Kira Estates $40.20 9 361.80
Loma Vista $41.34 35 1,446.90
Quail Pointe Estates $44.92 51 2,290.92
Ranchero #2 & #3 $54.68 41 2,241.88
Ranchero #4 & #6 $24.38 111 2,706.18
Ranchero Estates #1 $32.34 40 1,293.60
Ranchero Estates #5 $30.14 32 964.48
Rancho De Royo #2 Ph 1 $63.48 19 1,206.12
Rancho De Royo #2 Ph 2 $32.92 18 592.56
Skyview Place $41.12 44 1,809.28
Stonegate Village Unit 1 $29.78 21 625.38
Stonegate Village Unit 2 $26.04 28 729.12
Stonegate Village Unit 3 $20.84 25 521.00
Suburban Acres $24.58 45 1,106.10
Tara Estates $25.54 15 383.10
Teja #4 $36.00 26 936.00
Walnut Acres $26.24 18 472.32
Direct Cost Subtotal 781 $26,638.72
Total Annual
Maintenance Cost
Total
Units
Assessment
(Per/Single
Subdivision Unit)

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2025/2026 Residential Street Light Maintenance District (Tierra Buena) Page 9 of 11 APPENDIX A – DISTRICT BOUNDARY MAP
The boundary map for the District has been submitted to the City Clerk in the format required under the Act and is, by reference, hereby made part of this Report. The boundary maps are available for inspection at the office of the City Clerk during normal business hours.

The following is a reproduction of the County Assessor’s Parcel Map associated with this District.

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2025/2026 Residential Street Light Maintenance District (Tierra Buena) Page 10 of 11

YUBA CITY RESIDENTIAL STREET LIGHT MAINTENANCE

DISTRICT (TIERRA BUENA)

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2025/2026 Residential Street Light Maintenance District (Tierra Buena) Page 11 of 11 APPENDIX B – 2025/2026 ASSESSMENT ROLL
Each lot or parcel within the District shall be identified by the parcel as shown on the County Assessor's map for the year in which this Report is prepared.

A listing of parcels assessed within the District, along with their corresponding assessment amount, is on the following pages.

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2011/2012 Lighting and Landscape Maintenance District No. 2 Page 1 of 14

City of Yuba City

Residential Street Light
Maintenance District No. 1
(Walton Area)

2025/2026 ENGINEER’S ANNUAL LEVY REPORT

Initiation Meeting: June 17, 2025
Intent Meeting: July 1, 2025
Public Hearing: July 15, 2025
27368 Via Industria
Suite 200
Temecula, CA 92590
T 951.587.3500 | 800.755.6864
F 951.587.3510
www.willdan.com

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ENGINEER'S REPORT AFFIDAVIT
City of Yuba City
Sutter County, State of California

YUBA CITY RESIDENTIAL STREET LIGHT MAINTENANCE DISTRICT (WALTON AREA) This Report describes the Yuba City Residential Street Light Maintenance District (Walton Area) including the maintenance services, budget, parcels, and maximum assessments to be levied for the fiscal year 2025/2026 as they existed at the time of the passage of the resolution of intention, and annually thereafter as Assessor Parcel Numbers are issued for new land development. Reference is hereby made to the Sutter County Assessor’s maps for a detailed description of the lines and dimensions of parcels within the District.

The undersigned respectfully submits the enclosed Report as directed by the City Council.

Dated this ____________ day of ______________, 2025.

Willdan Financial Services
Assessment Engineer
By: ________________________________
Tony Thrasher
Principal Consultant
District Administration Services
By: ________________________________
Tyrone Peter
PE # C 81888

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TABLE OF CONTENTS
I. INTRODUCTION 1
II. DESCRIPTION OF THE DISTRICT AND SERVICES 2
III. BENEFIT ANALYSIS 2
IV. ASSESSMENT FORMULA 6
V. DISTRICT BUDGET FY 2025/2026 – WALTON 7
APPENDIX A - DISTRICT BOUNDARY MAP 9
APPENDIX B - 2025/2026 ASSESSMENT ROLL 11

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2025/2026 Residential Street Light Maintenance District (Walton Area) Page 1 of 11 I. INTRODUCTION
The City of Yuba City (the “City”) annually levies and collects special assessments in order to provide and maintain the improvements within the Yuba City Residential Street Light Maintenance District (Walton Area) (the “District”). In Fiscal Year 2004/2005, the District assessments were presented to the property owners and approved through a protest ballot proceeding in compliance with the provisions of Proposition 218. The District assessments described in this report are prepared and levied annually pursuant to the Benefit Assessment Act of 1982, Chapter 6.4, Division 2, Title 5 of the Government Code of the State of California commencing with section 54703 (the “1982 Act”).

Pursuant to the 1982 Act, the City Council previously caused an Engineer’s Report to be prepared in connection with the formation and the levy of assessments for the District. The Engineer’s Report (the “Original Report”) described the proposed services and improvements, identified the properties to be assessed and the amount of the proposed assessments by parcel, and fixed the maximum amount of future annual installments for the District.

Pursuant to the 1982 Act, the City Council conducted the required public hearings necessary to accept property owner protests, public comments and testimony regarding the formation of the District and the proposed annual levy of assessments. In conjunction with the required 1982 Act formation proceedings (public hearing), the City conducted property owner protest ballot proceedings for the annual assessments and assessment range formula described in the Original Report in compliance with the substantive and procedural requirements of the California Constitution Article XIIID (the “Article”). The proposed formations and annual assessments for each District were approved and established at the public hearing for the District, and pursuant to the 1982 Act, the City Council may annually determine the cost of the services that are financed by the assessments and by ordinance or resolution order the levy of the annual assessments.

However, in accordance with the provisions of the Article, no annual assessment shall exceed the maximum assessment amount established in the Original Report without additional approval of the affected property owners.

This document provides a summary of the District and the proposed budgets and assessments for Fiscal Year 2025/2026. The budget and assessments are based on the City’s estimate of the costs and funds necessary to maintain and service the improvements that provide a special benefit to properties within the District.

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2025/2026 Residential Street Light Maintenance District (Walton Area) Page 2 of 11 II. DESCRIPTION OF THE DISTRICT AND SERVICES
The Services to be provided in the District by the assessments are the maintenance and operation of City streetlights. The specific District as described in this Report shall be known and designated as: “Yuba City Residential Street Light Maintenance (Walton Area).”
The District has been formed for the maintenance of street lights in the following subdivisions or zones of benefit: Bogue Ranch; Bogue Ranch II; Cypress; Hampton Estates I; Hampton Estates II; Kushlia Village; Lincoln Park 2; Lincoln Pointe; Lincoln Village 1; Lincoln Village 2; Meadowood 1; Meadowood 2; Orchard 2; Orchard 3; Ravenwood 1; Ravenwood 2; Ravenwood 3; Sanborn Estates; Sandpiper 1, 2, and 3; Sunrise Village; Sun Valley 2; Walton Park Estates; Walton Ranch; West Ranch & Meadowood 3; and Woodside Village 2.

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2025/2026 Residential Street Light Maintenance District (Walton Area) Page 3 of 11  Environmental enhancement through improved erosion resistance, and dust and debris control.
 Increased sense of pride in ownership of property within the District resulting from well-maintained improvements associated with the properties.
 Reduced criminal activity and property-related crimes (especially vandalism) against properties in the District through well-maintained surroundings and amenities including abatement of graffiti.  Enhanced environmental quality of the parcels within the Zones by moderating temperatures, providing oxygenation and attenuating noise.

All of the preceding special benefits contribute to a specific enhancement and desirability of each of the assessed parcels within the District.

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2025/2026 Residential Street Light Maintenance District (Walton Area) Page 4 of 11 At the time of formation of the Assessment District, the majority of the benefit was special, and there was a small general benefit. The engineer of record between Fiscal Year 2012/2013 and Fiscal Year 2015/2016, further quantified this small general benefit.

The specific language from the most recent Engineer’s Report used to describe General Benefit is as follows:

The General Benefits from this assessment may be quantified as illustrated in the following table.

This general benefit contribution is the sum of the following components:

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2025/2026 Residential Street Light Maintenance District (Walton Area) Page 5 of 11 Yuba City owns and maintains a storm drainage system along the border of the Assessment District improvements. This system serves to prevent flooding and associated damage to the improvements, and manage urban runoff including local pollutants loading from the improvements. The contribution from the City towards general benefit from the maintenance, and operation of the local storm drainage system is conservatively estimated to be 1%.

Therefore, the total General Benefit is conservatively quantified at 1.2%, which is more than offset by the total non-assessment contribution towards general benefit of 28%. (1)
(1) SCI Consulting Group (September 2015). City of Yuba City Residential Street Light Maintenance District No. 1, Walton Area Engineer’s Report, Fiscal Year 2015/2016. pgs. 12-14.

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2025/2026 Residential Street Light Maintenance District (Walton Area) Page 6 of 11 IV. ASSESSMENT FORMULA
The method of assessment for each zone of benefit within the District is based on the determination that each lot or parcel within each zone of benefit receives the same level of benefit from the zone service. Therefore, the annual estimated service costs for each zone of benefit are apportioned equally to each assessable lot or parcel within the zone.

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2025/2026 Residential Street Light Maintenance District (Walton Area) Page 7 of 11 V. DISTRICT BUDGET FY 2025/2026 – WALTON AREA

BUDGET ITEM

DIRECT COSTS
Heat/Power Utility $0.00
Street Lights Power Utility 80,000.00
Professional Services 0.00
Water Utility 0.00
Materials & Supplies 0.00
LMD Lights 0.00
Landscape Labor 0.00
Direct Costs Subtotal $80,000.00

ADMINISTRATION COSTS
City Administration Costs $0.00
Willdan Financial Services Administration Fees 2,570.00 County Administration Fee 476.10
Miscellaneous Administration Expenses 0.00
Administrative Costs Subtotal $3,046.10

LEVY BREAKDOWN
Total Direct and Admin. Costs $83,046.10
Operating Reserve Collection 10,450.75
Capital Reserve Collection 0.00
Levy Breakdown Subtotal $93,496.85

LEVY ADJUSTMENTS
Operating Reserve Contribution ($11,819.37)
Capital Reserve Contribution 0.00
Additional City Contribution 0.00
Estimated Interest Earnings 0.00
Rounding Adjustment 0.00
Levy Adjustments Subtotal ($11,819.37)
BALANCE TO LEVY $81,677.48

OPERATING RESERVE
Estimated Balance at June 30, 2025 ($28,403.53)
FY2025/2026 Collection/(Contribution) (1,368.62)
GF Gateway Maintenance Transfer 0.00
Estimated Balance at June 30, 2026 ($29,772.15)

CAPITAL IMPROVEMENT RESERVE
Estimated Balance at June 30, 2025 $0.00
FY2025/2026 Collection/(Contribution) 0.00
Estimated Balance at June 30, 2026 $0.00

DISTRICT STATISTICS
Total Parcels 1587
Total Parcels Levied 1587
Total EBU 1587.00
Maximum Levy Amount - 2024/2025 $81,677.48
Maximum Levy Amount - 2025/2026 $81,677.48
AMOUNT

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2025/2026 Residential Street Light Maintenance District (Walton Area) Page 8 of 11 District Budget by Subdivision
Subdivision
Bogue Ranch $37.00 157 $5,809.00
Bogue Ranch II $59.40 82 4,870.80
Cypress $41.74 319 13,315.06
Hampton Estates 1 $45.58 41 1,868.78
Hampton Estates 2 $41.80 45 1,881.00
Kushlia Village $62.00 31 1,922.00
Lincoln Park 2 $52.56 63 3,311.28
Lincoln Pointe $51.48 22 1,132.56
Lincoln Village 1 $61.44 86 5,283.84
Lincoln Village 2 $50.78 101 5,128.78
Meadowood 1 $73.12 23 1,681.76
Meadowood 2 $111.88 32 3,580.16
Orchard 2 $62.92 84 5,285.28
Orchard 3 $34.60 25 865.00
Ravenwood 1 $54.06 40 2,162.40
Ravenwood 2 $67.28 25 1,682.00
Ravenwood 3 $40.40 31 1,252.40
Sanborn Estates $63.58 34 2,161.72
Sandpiper 1, 2, 3 $46.32 83 3,844.56
Sun Valley 2 $51.48 44 2,265.12
Sunrise Village $58.56 39 2,283.84
W Ranch & Meadowood 3 $67.06 55 3,688.30
Walton Park Estates $38.00 61 2,318.00
Walton Ranch $60.06 32 1,921.92
Woodside Village 2 $67.56 32 2,161.92
1587 $81,677.48
Assessment
(Per/Single
Unit)
Total
Units
Total Annual
Maintenance Cost

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2025/2026 Residential Street Light Maintenance District (Walton Area) Page 9 of 11 APPENDIX A – DISTRICT BOUNDARY MAP
The boundary map for the District has been submitted to the City Clerk in the format required under the Act and is, by reference, hereby made part of this Report. The boundary maps are available for inspection at the office of the City Clerk during normal business hours.

The following is a reproduction of the County Assessor’s Parcel Map associated with this District.

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2025/2026 Residential Street Light Maintenance District (Walton Area) Page 10 of 11

YUBA CITY RESIDENTIAL STREET LIGHT MAINTENANCE

DISTRICT (WALTON AREA)

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2025/2026 Residential Street Light Maintenance District (Walton Area) Page 11 of 11 APPENDIX B – 2025/2026 ASSESSMENT ROLL
Each lot or parcel within the District shall be identified by the parcel as shown on the County Assessor's map for the year in which this Report is prepared.

A listing of parcels assessed within the District, along with their corresponding assessment amount, is on the following pages.

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Agenda Item 11

CITY OF YUBA CITY

STAFF REPORT
Date: July 1, 2025
To: Honorable Mayor & Members of the City Council;
From: Administration Department
Presentation By: Ciara Wakefield, City Clerk
Summary
Subject: Appointment to Regional Water Authority
Recommendation: Approve the Mayor's Recommendation for Executive Staff Representation for the Regional Water Authority effective immediately
Fiscal Impact: None
Purpose:

To update executive staff representative for the Regional Water Authority.

Background:

The Regional Water Authority requires each jurisdiction to appoint two representatives, either from the City Council or an executive staff representative. The Authority prefers one of each. Councilmember Kirchner currently represents the City Council.

Analysis:

Ben Moody previously served as the City's executive staff representative for the Regional Water Authority. With his recent departure, Mayor Shaw is recommending that Phil Marler represent the City of Yuba City going forward.

Fiscal Impact:

None
Alternatives:

Consider other staff members to represent the City of Yuba City with the Regional Water Authority.

Recommendation:

Approve the Mayor's Recommendation for Executive Staff Representation for the Regional Water Authority effective immediately.

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Attachments:

None
Prepared By: Submitted By:

Ciara Wakefield
City Clerk
Robert Bendorf
Interim City Manager

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Agenda Item 12

CITY OF YUBA CITY

STAFF REPORT
Date: July 1, 2025
To: Honorable Mayor & Members of the City Council;
From: Administration Department
Presentation By: Dave Shaw, Mayor
Summary
Subject: 2025 Council Assignments - Amended
Recommendation: Approve the Mayor’s Amended Assignments to Regional Boards and Committees for Calendar Year 2025
Fiscal Impact: None
Purpose:

To approve the Mayor's assignment of Councilmember Wade Kirchner to the Yuba Sutter Food Bank Board of Directors.

Background:

Recently, the City of Yuba City was asked to appoint a representative to serve on the Yuba Sutter Food Bank Board of Directors. This partnership would provide valuable insight and enhance collaboration between the food bank and municipal efforts to address food insecurity in our community.

Analysis:

After considering all options, Mayor Shaw is confident that Councilmember Kirchner would represent the City of Yuba City well in this capacity and recommends his appointment to the Yuba Sutter Food Bank Board of Directors.

If approved, the 2025 Council Assignment list should be updated as follows:

Yuba Sutter Food Bank
+ Wade Kirchner
[New Assignment]
Regional Water Authority
+ Phil Marler
Wade Kirchner
[Remove - Ben Moody]

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Alternatives:

Provide alternate assignments
Fiscal Impact:

None
Recommendation:

Approve the Mayor’s Amended Assignments to Regional Boards and Committees for Calendar Year 2025
Attachments:

1. Yuba Sutter Foodbank Letter 03.11.25

2. 2025 - Amended Council Assignments 07.01.25
Prepared By: Submitted By:

Ciara Wakefield
City Clerk
Robert Bendorf
Interim City Manager

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ATTACHMENT 1

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ATTACHMENT 2

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Page | 1
City Council
2025 Board and Committee Assignments
Commission Members Date/Time/Location Contact 700
Form Stipend
Advisory Board Screening
Committee
Dave Shaw (Mayor)
Marc Boomgaarden
(Vice-Mayor)
As needed – to fill term
ending dates June & Dec
1201 Civic Center Blvd YC
Ciara Wakefield
City Clerk Administrator
(530) 822-4817
[email protected]
NO None
Beale Military Liaison Dave Shaw
Marc Boomgaarden (Alt)
Volunteer/Advocacy
As needed
Janice Nall – Beale AFB
(530) 218-2121
[email protected]
N/A None
Blue Zones Toni Cole TBD / As needed
Marni Sanders
Executive Director
[email protected]
NO None
Downtown Business
Association Representatives
Dave Shaw
Michael Pasquale
8:30 a.m. First Thursday
Monthly & As needed
(530) 755-1620
[email protected] NO None
Countywide Redevelopment
Oversight Board*
(Mayoral appointment)
Michael Pasquale
Wade Kirchner (Alt)
As needed - Sutter County
1160 Civic Center Blvd
Yuba City, CA 95993
Steve Smith, Assistant CAO
(530) 822-7100
[email protected]
YES None
Feather River Air Quality
Management District
(FRAQMD)
Michael Pasquale
Wade Kirchner (Alt)
4:00 p.m. First Monday
Every other Month
541 Washington Ave, YC
Shelley Channel and
Maria Ramos - FRAQMD
(530) 634-7659 Ext 204
[email protected]
[email protected]
YES $100/meeting
Gilsizer Drainage District
Dave Shaw (Mayor)
Wade Kirchner
Michael Pasquale (Alt)
4:00 p.m. Monthly
Every 2nd Wednesday
1201 Civic Center Blvd YC
Tammi Gaschke – Sutter Co
(530) 822-7450
[email protected]
YES None
Gov’t Affairs Committee for
Sutter Yuba Homeless
Consortium
Michael Pasquale
Toni Cole (Alt)
When called
Via Zoom
Johnny Burke
(530) 632-5761
[email protected]
YES None
Greater Sacramento Economic
Development Council
(Recommendation)
Michael Pasquale
Dave Shaw
9:00 a.m. Quarterly
400 Capitol Mall #2520
Brittany Jones
(916) 287-9082
[email protected]
NO None

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Page | 2
City Council
2025 Board and Committee Assignments
Commission Members Date/Time/Location Contact 700
Form Stipend
Local Agency Formation
Commission (LAFCO)
Marc Boomgaarden
Dave Shaw (Alt)
2:00 p.m., 2nd Thursdays
Jan, Mar, May, July, Sep, Nov
1201 Civic Center Blvd YC
Doug Libby, Executive Director
(530) 822-3231
[email protected]
YES None
North Sacramento Valley
Integrated Regional Water
Management Group
Wade Kirchner
9:00 a.m. Mondays TBD
210 N. Lassen St
City Hall - Willows
Guadalupe Rivera
(530) 822-7400
[email protected]
YES None
Regional Housing Authority Marc Boomgaarden
12:15 p.m. Twice /Month
1st & 3rd Wednesdays
1455 Butte House Rd, YC
Jennifer Ruiz – Housing Authority
(530) 671-0220 Ext 122
[email protected]
YES $50/meeting
Regional Waste Management Dave Shaw
Toni Cole (Alt)
4:30 p.m. Monthly
Every 3rd Thursday
915 8th Street, Msvl
Scott Scholz & Lisa O’Leary
(530) 634-6890
[email protected]
[email protected]
YES $100/meeting
Regional Water Authority Wade Kirchner
Phil Marler
9:00 am 2nd Thursday
every other month in
various locations
Ashley Flores, Executive
Assistant & Board Secretary
(916) 967-7692 x2000
[email protected]
YES None
Sacramento Area Council of
Governments (SACOG)
Marc Boomgaarden
Toni Cole (Alt)
9:00 a.m. Monthly
Every 3rd Thursday
1415 L St #300, Sacto
Lanette Espinoza - SACOG
(916) 340-6232
[email protected]
YES $100/meeting
School District Liaison Wade Kirchner
Dave Shaw (Alt)
Quarterly
Thursdays @ 3:00
750 Palora Ave, YC
Lora Broad – YCUSD
(530) 822-7601
[email protected]
NO None
Sutter Animal Services
Authority (SASA)
Michael Pasquale
Toni Cole
Wade Kirchner (Alt)
4:00 p.m. Monday
Jan-Apr-Jun-Sep-Nov.
1201 Civic Center Blvd, YC
Ann Gillen – Yuba City
(530) 822-4652
[email protected]
YES None
Sutter Butte Flood Control
Agency (SBFCA)
Dave Shaw
Marc Boomgaarden
Michael Pasquale (Alt)
Toni Cole (Alt)
1:00 p.m. Monthly
Every 2nd Wednesday
1201 Civic Center Blvd, YC
Terra Yaney – SBFCA
(530) 755-9859
[email protected]
YES None

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Page | 3
City Council
2025 Board and Committee Assignments
Commission Members Date/Time/Location Contact 700
Form Stipend
Sutter County Children &
Families Commission Toni Cole Quarterly
Location TBD
Julie Price
(530) 822-7505
[email protected]
YES None
Sutter Yuba Mosquito Vector
District Wade Kirchner
4:00 p.m. Monthly
Every 2nd Thursday
701 Bogue Road, YC
Stephen Abshier & Jessica
Farrell
(530) 674-5456
[email protected]
[email protected]
YES $100/meeting
Yuba Sutter Arts Michael Pasquale
6:00 p.m. Monthly
Every 4th Wednesday
624 E Street, Msvl
David Read, Executive Director
(530) 742-2787
[email protected]
YES None
Yuba Sutter Economic
Development Corporation
(Recommendation)
Michael Pasquale
Diana Langley
Meets Quarterly
950 Tharp Road, #1303,
YC
Brynda Stranix, CEO
(530) 751-8555
[email protected]
NO None
Yuba Sutter Food Bank Wade Kirchner TBD / As needed
Maria Ball, Executive Director
760 Stafford Way
Yuba City, CA 95991
(530) 673-3834
[email protected]
NO None
Yuba-Sutter Transit Authority
(YSTA)
Toni Cole
Wade Kirchner
Marc Boomgaarden (Alt)
Dave Shaw (Alt)
4:00 p.m. Monthly
Every 3rd Thursday
915 8th Street, Msvl
Matthew Mauk & Lisa O’Leary
(530) 634-6880
[email protected]
[email protected]
YES $100/meeting

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Page | 4
City Council
2025 Board and Committee Assignments
Ad Hoc Committees Members
Budget Oversight Dave Shaw
Michael Pasquale
Community Outreach Dave Shaw
Michael Pasquale
Habitat for Humanity Michael Pasquale
Toni Cole
Revenue Marc Boomgaarden
Wade Kirchner
Sikh Parade Dave Shaw
Marc Boomgaarden
Tierra Buena Traffic Dave Shaw
Marc Boomgaarden
Water Tower Park Naming Dave Shaw
Michael Pasquale

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Page | 5
City Council
2025 Board and Committee Assignments
*=Mayoral Appointment ** = Recommendation Grey = Ad Hoc Committee Dave Shaw Marc Boomgaarden Toni Cole Wade Kirchner Michael Pasquale Advisory Board Screening
Committee
Advisory Board Screening
Committee Blue Zones County-Wide RDA Oversight
Board* (Alt)
County-Wide RDA Oversight
Board*
Beale Military Liaison Beale Military Liaison (Alt)
Gov’t Affairs Committee for
Sutter Yuba Homeless
Consortium (Alt)
Feather River Air Quality
Management District (Alt)
Downtown Business
Association
Downtown Business
Association
Local Agency Formation
District (LAFCO) Regional Waste Management
Authority (RWMA) (Alt)
Gilsizer Drainage District Feather River Air Quality
Management District
Gilsizer Drainage District Regional Housing Authority Sacramento Area Council of Government (SACOG) (Alt)**
North Sac Valley Integrated
Regional Water Mgmt Group Gilsizer Drainage District (Alt) Greater Sacramento
Economic Council (GSEC)
Sacramento Area Council of
Government (SACOG)**
Sutter Animal Services
Authority (SASA)
Regional Water Authority
(RWA)
Gov’t Affairs Committee for
Sutter Yuba Homeless
Consortium
Local Agency Formation
District (LAFCO) (Alt)
Sutter Butte Flood Control
Agency (SBFCA)
Sutter Butte Flood Control
Agency (SBFCA) (Alt) School District Liaison Greater Sacramento Economic Council (GSEC)
Regional Waste Management
Authority (RWMA)
Yuba-Sutter Transit
Authority (YSTA) (Alt)
Sutter County Children and
Families Commission
Sutter Animal Services
Authority (Alt)
Sutter Animal Services
Authority (SASA)
School District Liaison (Alt) Revenue Ad Hoc Yuba-Sutter Transit Authority (YSTA)
Sutter Yuba Mosquito Vector
District
Sutter Butte Flood Control
Agency (SBFCA) (Alt)
Sutter Butte Flood Control
Agency (SBFCA) Sikh Parade Ad Hoc Habitat for Humanity Ad Hoc Yuba Sutter Food Bank Yuba Sutter Arts Yuba-Sutter Transit Authority
(YSTA) (Alt) Tierra Buena Traffic Ad Hoc Yuba-Sutter Transit Authority (YSTA)
Yuba-Sutter Economic
Development Corp (YSEDC)**
Budget Oversight Ad Hoc Revenue Ad Hoc Budget Oversight Ad Hoc Community Outreach Ad Hoc Community Outreach Ad Hoc
Sikh Parade Ad Hoc Habitat for Humanity Ad Hoc
Tierra Buena Traffic Ad Hoc Water Tower Naming Ad Hoc
Water Tower Naming Ad Hoc

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Agenda Item 13

CITY OF YUBA CITY

STAFF REPORT
Date: July 1, 2025
To: Honorable Mayor & Members of the City Council;
From: Police Department
Presentation By: Brent Slade, Police Commander
Summary
Subject: Portable Road Barriers
Recommendation: Adopt a Resolution to:

A. Accept funding from Homeland Security in the amount of $65,000 B. Award the purchase of a 36-unit road barrier trailer kit from ARX Perimeters, in the amount of $73,503, with the finding it is in the best interest of the City C. Authorize the Finance Director to make a supplemental appropriation in the amount of $73,503 to 2140-69201 and $65,000 to 100-43195. Additionally, a budget transfer in the amount of $8,503 from 227-Z69990 to 100-Z69980 Fiscal Impact: The total cost of a 36-unit road barrier trailer kit is estimated at $73,503. The Homeland Security grant will reimburse the city in the amount of $65,000.

Additional funding is available in Fund 227 (COPS Grant). No General Fund Impact
Purpose:

Accept funding from Homeland Security for the purchase of portable road barriers.

Council's Strategic Goal:

This item supports the City Council's Strategic Goal of Public Safety.

Background:

The City of Yuba City has been offered grant funding in the amount of $65,000 through the Homeland Security Grant Program to enhance public safety measures during large-scale community events. This funding presents an opportunity to purchase portable road barriers, which are important tools in improving pedestrian safety.

The need for these barriers has become increasingly apparent during events such as the annual Sikh Parade, Summer Stroll, and Christmas Stroll, all of which draw large crowds. These events require traffic control and crowd protection to mitigate potential threats, including unauthorized vehicle access into pedestrian areas.

The purchase of portable road barriers will significantly improve the city’s ability to secure perimeters

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quickly and effectively, providing a safer environment for participants and bystanders. The barriers are designed to be rapidly deployed and relocated, offering flexibility for a variety of events and emergency response needs.

Analysis:

Staff have identified the ARX Perimeter F18 Barrier Trailer Kit as a reliable and effective solution for enhancing event security and traffic control. The F18 Barrier Kit is designed to provide rapid deployment of modular, heavy-duty barriers capable of withstanding vehicle impacts and preventing unauthorized access to restricted areas.

The trailer system allows for efficient transport and setup, making it ideal for events such as the Sikh Parade and other events within the city. The barriers are engineered to be user-friendly, requiring minimal staffing for installation, which supports both safety and operational efficiency.

The F18 system meets the Homeland Security and Safety Act standards, ensuring compliance with national security guidelines. Its design prioritizes pedestrian safety while also providing emergency vehicle access when needed.

Purchasing the ARX Perimeter F18 Barrier Kit with Homeland Security grant funding not only fulfills the city’s public safety objectives but also represents a cost-effective investment in long-term crowd and traffic safety management.

Fiscal Impact:

The total cost of a 36-unit road barrier trailer kit is estimated at $73,503. The Homeland Security grant will reimburse the city in the amount of $65,000. Additional funding is available in Fund 227 (COPS Grant). No General Fund Impact
Alternatives:

1. Reject funding from Homeland Security

2. Find alternative road barrier systems
Recommendation:

Adopt a Resolution to:

A. Accept the funding from Homeland Security in the amount of $65,000.

B. Award the purchase of a 36-unit road barrier trailer kit from ARX Perimeters, in the amount of $73,503, with the finding it is in the best interest of the City.

C. Authorize the Finance Director to make a supplemental appropriation in the amount of $73,503 to 2140-69201 and $65,000 to 100-43195. Additionally, a budget transfer in the amount of $8,503 from 227-Z69990 to 100-Z69980.

Attachments:

1. RESOLUTION

2. QUOTES
Prepared By: Submitted By:

Brent Slade
Commander
Robert Bendorf
City Manager

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Agenda Item
ATTACHMENT 1

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RESOLUTION NO. ___________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY

AUTHORIZING THE ACCEPTANCE OF FUNDS FROM THE HOMELAND SECURITY GRANT FOR THE PURPOSE OF PURCHASING AN ARX PERIMETERS, 36-UNIT ROAD BARRIER TRAILER KIT.

WHEREAS, the City of Yuba City has been awarded $65,000 in funding through the Homeland Security Grant Program to enhance public safety and security infrastructure; and WHEREAS, the City has identified a critical need for portable road barriers to secure largescale public events such as the annual Sikh Parade, Summer Stroll, and Christmas Stroll on Plumas Street; and
WHEREAS, portable road barriers play a vital role in crowd protection and vehicle deterrence, offering rapid deployment capabilities for emergencies and special event response; and
WHEREAS, staff solicited three quotes for comparable road barriers systems and determined that although ARX Perimeter was neither the lowest nor the highest, their F18 Barrier Trailer Kit provides the most roadway coverage per deployment, therefore maximizing effectiveness and operational efficiency; and
WHEREAS, the ARX Perimeter F18 Barrier Kit meets Homeland Security standards and offers a long-term flexible, and secure solution for public safety at community events.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF YUBA CITY DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. The above recitals are true and correct and are incorporated herein by this reference.

SECTION 2. Accepts $65,000 from the Homeland Security Grant Program SECTION 3. Authorizes the purchase of the ARX Perimeter F18 Barrier Trailer Kit as outlined in the staff report, with the finding it is in the best interest of the city.

SECTION 4. The City Manager or designee is authorized to execute any necessary documents to complete the purchase.

BE IT FURTHER RESOLVED, that funds received hereunder shall not be used to supplant expenditures controlled by this body.

I HEREBY CERTIFY that the foregoing Resolution was adopted by the City Council at a regular meeting thereof held on the 1st day of July, 2025, by the following vote:

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AYES:

NOES:

ABSTAIN:

ABSENT:

ATTEST
CIARA WAKEFIELD, City Clerk

CITY OF YUBA CITY
By:

Dave Shaw, Mayor
APPROVED AS TO FORM:

By:

SHANNON L. CHAFFIN, City Attorney
Aleshire & Wynder, LLP

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Agenda Item 14

CITY OF YUBA CITY

STAFF REPORT
Date: July 1, 2025
To: Honorable Mayor & Members of the City Council;
From: Development Services Department
Presentation By: Doug Libby, Deputy Director of Development Services Summary
Subject: Code Enforcement Citation Fines
Recommendation: A. Conduct a Public Hearing, and after consideration; B. Adopt a Resolution for the inclusion of unpaid Code Enforcement citation fines on the secured tax roll in the same manner as the general taxes and directing that a lien also be placed on the subject properties
Fiscal Impact: $45,900 will be collected through the County property tax roll Purpose:

To recover unpaid code enforcement citation fines through the placement of a lien on the secured property tax roll of subject properties.

Council Strategic Goal:

This item implements the Council’s overarching quality of life goal.

Background:

On September 15, 2020, the City Council adopted Ordinance 010-20, updating the City’s Nuisance Ordinance found at Title 4 (Public Safety), Chapter 8. Subsection 4-8.709(a) provides that unpaid penalties, abatement costs, and enforcement costs relating to a property violation may be confirmed by the City Council as a special assessment and collected with property taxes or as a judgement lien.

The Development Services Department manages the City’s code enforcement program. When a property owner does not take corrective action to address a municipal code violation, citations with fines may be imposed to motivate a property owner to bring a property into compliance. It should be noted that citations are a last resort and are only imposed if a property owner has not worked out a timely abatement schedule with Code Enforcement or is unresponsive.

Prior to bringing this matter to the City Council, invoices requesting payment, together with a photocopy of each citation was mailed to each property owner in January 2025.

A second invoice was mailed to each property owner in March 2025 requesting payment. As part of the second notice, each property owner was advised that if payment was not received, staff intended to bring the matter forward as contained in this staff report.

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Required notice to each affected property owner for this meeting was provided as required by Municipal Code Section 4-8.709.

Analysis:

This item includes nineteen (19) different property locations across the City and forty-nine (49) citations, totaling $45,900 and covering a wide range of violations.

Municipal Code Section 4-8.709(d) states that during the City Council meeting the Council may adopt a resolution confirming the amount of the penalties and costs, or any lesser amount, based upon staff reports and any public comments received during the meeting. The City Council shall take into consideration whether any noticed party sought administrative review of the costs and shall only reduce the costs if:

1. The noticed party sought administrative review, and

2. The decision of the City Manager or his/her designee is not supported by substantial evidence in the record. The basis for the code enforcement action will not be the subject of the City Council's consideration.

The Municipal Code also states if an imposed penalty was approved, a court or previously upheld in a previous administrative hearing, the City Council shall simply confirm the costs or penalties. For this item, none of these circumstances exist.

The City Council may confirm the costs for more than one property in a single resolution. If the City Council confirms the costs, procedures are in-place to implement the special assessment.

The noticing process for this item earlier this year resulted in several payments satisfying the penalty obligation of certain other cases.

Municipal Code Section 4-8.705 provides administrative review procedures at the time of invoicing. It is important to note that none of the property owners included in the proposed resolution submitted a request for administrative review which involves submitting a written request within 15 calendar days of the date of the invoice received.

Fiscal Impact:

If the proposed Resolution is adopted, fines in the total amount of $45,900 will be included on the subject property’s taxes. These fines have a high probability of being collected over time. These fines ultimately help offset code enforcement’s General Fund costs while also reinforcing the code enforcement program for efficiency and quality of life improvement City residents.

Alternatives:

As stated above, the City Council can confirm the amount of the penalties and costs, or a lesser amount, based upon staff reports and any public comments received during the meeting.

Recommendation:

A. Conduct a Public Hearing, and after consideration
B. Adopt a Resolution for the inclusion of unpaid Code Enforcement citation fines on the secured tax roll in the same manner as the general taxes and directing that a lien also be placed on the subject properties.

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Attachments:

1. Proposed Resolution

2. Sample Notice
Prepared By: Submitted By:

Doug Libby, AICP
Deputy Director of Development Services
Robert Bendorf
Interim City Manager

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01248.0001/995027.1
Attachment 1

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PAGE 2 OF 7
2 01248.0001/995027.1
RESOLUTION NO. _______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY,

CALIFORNIA, APPROVING THE SPECIAL ASSESSMENT AND LIEN

AGAINST THE PROPERTIES RESIDING WITHIN THE CITY WITH

UNPAID CODE ENFORCEMENT ADMINISTRATIVE CITATIONS
WHEREAS, the City of Yuba City (“the City”) has the authority, under its police power, to enact regulations for the public peace, morals, and welfare of the City, California Constitution Article XI, section 7; and
WHEREAS, the City finds that, in addition to the filing of civil collection actions by the city attorney, the use of nuisance abatement liens collected as personal obligations against property owners and the use of special assessments on real property will assist in the collection of civil penalties, abatement costs, administrative costs, reinspection fees and late fees assessed pursuant to administrative citations, administrative hearings, judicial orders and other appropriate code enforcement actions; and WHEREAS, the City further finds that collection of civil penalties, costs and fees assessed for code enforcement violations is important in deterring future violations and maintaining the integrity of the city’s code enforcement system; and WHEREAS, the City has the authority to make the expense of enforcement actions and abatement of any nuisance a lien against the property on which it is maintained and a personal obligation against the property owner, in accordance with California Government Code Section 38773.1; and
WHEREAS, the City has the authority to make the cost of abatement of a nuisance upon a parcel of land a special assessment against that parcel, in accordance with California Government Code Section 38773.5; and
WHEREAS, the procedures established in Yuba City Municipal Code shall be used to complement existing administrative or judicial remedies which may be pursued to address violations of the Yuba City Municipal Code or applicable state codes; and WHEREAS, the Property Owners within this Resolution are the sole owner(s) of record the properties located within the City of Yuba City; and WHEREAS, the Property Owners were issued notices to abate property nuisances pursuant to the Yuba City Municipal Code for violations concerning the properties; and WHEREAS, the Property Owners failed to remedy the violations of the Yuba City Municipal Code and administrative citations were issued to the Property Owner; and WHEREAS, the Property Owners failed to pay the administrative penalties; and

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PAGE 3 OF 7
3 01248.0001/995027.1
WHEREAS, the Property Owners caused the City to incur the costs associated with the violations of the Yuba City Municipal Code and the City’s efforts to cure those violations by the Property Owners; and
WHEREAS, the Yuba City Municipal Code authorizes the City to place a special assessment on real property when a penalty and/or administrative costs have not been timely paid.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF YUBA CITY,

CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. The City Council finds the Facts set forth above to be true and correct, and by this reference incorporates each as an integral part of this Resolution.

SECTION 2. The total amount due and payable to the City by each property owner is as follows:

CITATION
NO. BALANCE_DUE ADDRESS APN OWNER_NAME
1301 $1,000.00 186 HARDING RD 57-172-026 LADD, DOUGLAS
1303 $1,000.00 186 HARDING RD 57-172-026 LADD, DOUGLAS
1308 $1,000.00 186 HARDING RD 57-172-026 LADD, DOUGLAS
1688 $1,000.00 186 HARDING RD 57-172-026 LADD, DOUGLAS
1697 $500.00 186 HARDING RD 57-172-026 LADD, DOUGLAS
1698 $1,000.00 186 HARDING RD 57-172-026 LADD, DOUGLAS
1304 $500.00 1095 CREST DR 56-275-006 SALAZAR,
MIGUEL A.
1307 $500.00 1095 CREST DR 56-275-006 SALAZAR,
MIGUEL A.
1310 $1,000.00 1095 CREST DR 56-275-006 SALAZAR,
MIGUEL A.
1305 $250.00 1177 BUTTE ST 51-321-015 POWAR JAGJIT
1306 $2,000.00 1674 TRACY DR 56-173-007 SINGH JAGTAR
1309 $2,000.00 1674 TRACY DR 56-173-007 SINGH JAGTAR
1700 $1,250.00 1674 TRACY DR 56-173-007 SINGH JAGTAR

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PAGE 4 OF 7
4 01248.0001/995027.1
1311 $750.00 529 OHLSON ST 51-444-011 VYKA NICHOLAS
S
1312 $1,000.00 529 OHLSON ST 51-444-011 VYKA NICHOLAS
S
1315 $1,750.00 529 OHLSON ST 51-444-011 VYKA NICHOLAS
S
1722 $750.00 529 OHLSON ST 51-444-011 VYKA NICHOLAS
S
1316 $750.00 421 PAGE AVE 52-363-002 LEMING

NORMAN D
1508 $4,000.00 2962 JEFFERSON
AVE
62-071-001 GOLDEN ACRES

HOME CARE II
GP
1539 $500.00 2962 JEFFERSON
AVE
62-071-001 GOLDEN ACRES

HOME CARE II
GP
1543 $2,000.00 2962 JEFFERSON
AVE
62-071-001 GOLDEN ACRES

HOME CARE II
GP
1546 $4,000.00 2962 JEFFERSON
AVE
62-071-001 GOLDEN ACRES

HOME CARE II
GP
1526 $250.00 2229 LIVE OAK
BLVD
51-580-020 SANGHA PALI S
ETAL
1680 $100.00 2229 LIVE OAK
BLVD
51-580-020 SANGHA PALI S
ETAL
1693 $400.00 2229 LIVE OAK
BLVD
51-580-020 SANGHA PALI S
ETAL
1725 $1,000.00 2229 LIVE OAK
BLVD
51-580-020 SANGHA PALI S
ETAL
1529 $250.00 1716 ELMER AVE 61-120-005 BAINS REV '12 TR ETAL
1721 $250.00 466 AINSLEY AVE 51-351-019 GENERA JR

STEVEN S
1723 $500.00 466 AINSLEY AVE 51-351-019 GENERA JR

STEVEN S

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PAGE 5 OF 7
5 01248.0001/995027.1
1708 $200.00 493 BUNCE RD 53-050-019 LUCATERO,
ALONZO
1709 $400.00 493 BUNCE RD 53-050-019 LUCATERO
ALONZO
1713 $500.00 493 BUNCE RD 53-050-019 LUCATERO
ALONZO
1715 $500.00 493 BUNCE RD 53-050-019 LUCATERO
ALONZO
1716 $500.00 493 BUNCE RD 53-050-019 LUCATERO
ALONZO
1714 $500.00 1689 TORRY PINE
DR
56-110-029 SOHI HERINDER
K-TR
1707 $100.00 1593 HAYNE AVE 57-161-043 KHERA CHAIN S
1712 $200.00 1593 HAYNE AVE 57-161-043 KHERA CHAIN S
1694 $500.00 906 ALMOND ST 51-372-011 RAMIREZ
MARTHA
1711 $1,000.00 906 ALMOND ST 51-372-011 RAMIREZ
MARTHA
1534 $250.00 1898 WHITE OAK
DR
54-060-053 SAWYER DONNA
ETAL
1666 $750.00 1898 WHITE OAK
DR
54-060-053 SAWYER DONNA
ETAL
1669 $1,000.00 1898 WHITE OAK
DR
54-060-053 SAWYER DONNA
ETAL
1670 $2,000.00 1898 WHITE OAK
DR
54-060-053 SAWYER DONNA
ETAL
1671 $2,000.00 1898 WHITE OAK
DR
54-060-053 SAWYER DONNA
ETAL
1710 $1,000.00 773 FRANKLIN AVE 52-363-012 JOSEPH TIM
1538 $1,000.00 1713 WILDFLOWER
CIR
58-110-156 HAGGERTY

DOLORES A

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PAGE 6 OF 7
6 01248.0001/995027.1
1542 $1,750.00 1713 WILDFLOWER
CIR
58-110-156 HAGGERTY

DOLORES A
1533 $250.00 1371 FRANKLIN
AVE
58-120-004 YUBA

CROSSINGS LLC
1532 $250.00 853 CHESTNUT ST 52-161-037 PHILLIPS

JENNIFER M
SECTION 3. These amounts remain unpaid. A special assessment and lien in these amounts shall be placed against each of the properties identified within Section 2 of this Resolution; the special assessments shall further accrue penalties and fines until the special assessment is paid in full.

SECTION 4. The Interim City Manager, or designee, is hereby authorized to place additional special assessments on the properties identified within Section 2 of this Resolution as may be needed to secure payment of the unpaid administrative penalties and/or costs being further incurred by the City.

SECTION 5. The Interim City Manager is directed to take all action necessary to implement this Resolution.

SECTION 6. The City Clerk shall certify the passage and adoption of this Resolution and enter it into the book of original Resolutions. This Resolution shall be effective immediately upon passage and adoption.

I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 1st day of July, 2025, by the following vote:

AYES: ______________________________________________________________ NOES: ______________________________________________________________ ABSTAIN: ___________________________________________________________ ABSENT: ____________________________________________________________

CITY OF YUBA CITY
By:
__________________________
Dave Shaw, Mayor

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PAGE 7 OF 7
7 01248.0001/995027.1
ATTEST:
_________________________
Ciara Wakefield
City Clerk Administrator
APPROVED AS TO FORM:

By: _____________________________
Shannon L. Chaffin, City Attorney
Aleshire & Wynder, LLP
I, ______________________________, City Clerk of the City of Yuba City, California, DO HEREBY CERTIFY that the foregoing is a true and accurate copy of the Resolution passed and adopted by the City Council of the City of Yuba City on the date and by the vote indicated herein.

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Attachment 2

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NOTICE OF SPECIAL ASSESSMENT

AND LIEN HEARING
June 13th, 2025
Dear
NOTICE IS HEREBY GIVEN THAT, pursuant to section 4-8.709 of Yuba City Municipal Code, a hearing to consider the imposition of a special assessment upon your property tax and lien shall be held before the City Council of the City of Yuba City on July 1st at 6 P.M. in the City Council chambers located at 1201 Civic Center Boulevard. City staff shall seek the collection of unpaid costs and penalties in the amount of $ by placing a special assessment and lien on your property taxes. The City provided you with notice of the unpaid costs and penalties on January 10 & March 5, 2025; however, to date, you have failed to pay those costs and penalties in full. You have the right to appear at the hearing before the City Council and present objections to the special assessment and/or lien.

WARNING
Should the City Council approve the special assessment and you fail to pay the assessment in full, your property may, in some cases, be sold after three (3) years by the Tax Collector pursuant to Revenue and Tax Code, section 3691 for unpaid delinquent assessments or be subject to judicial foreclosure before the three (3) years.

We trust that you will respond promptly to this important matter. Thank you for your cooperation. If I can be of assistance or if you have any questions regarding this matter please contact me at (530) 822-4703, e-mail [email protected].

City of Yuba City
Development Services Department
Code Enforcement Division
Boone Bragdon
Code Enforcement Officer 2
E-mail: [email protected]
Work: (530) 822-4703

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Agenda Item 15

CITY OF YUBA CITY

STAFF REPORT
Date: July 1, 2025
To: Honorable Mayor & Members of the City Council;
From: Development Services Department
Presentation By: Shannon Sardo, Administrative Analyst
Summary
Subject: Community Development Block Grant 2025-2029 Consolidated Plan and 2025 Annual Action Plan
Recommendation: A. Conduct a Public Hearing to receive comments on the 2025-2029 Consolidated Plan, 2025 Annual Action Plan, and 2024 Annual Action Plan Amendment and after consideration;
B. Adopt a Resolution approving the proposed 2025-2029 Consolidated Plan and 2025 Annual Action Plan and authorize staff to submit the required documents to the Department of Housing and Urban Development (HUD) for processing
Fiscal Impact: The City will receive $585,041 from the US Department of Housing and Urban Development for the 2025 CDBG Allocation
Purpose:

To hold a Public Hearing to receive comments on and approve the 2025-2029 Community Development Block Grant (CDBG) Consolidated Plan (Con Plan) and 2025 Annual Action Plan Background:

The City is an entitlement jurisdiction in the Community Development Block Grant (CDBG) program and receives an annual allocation of funds from the Department of Housing and Urban Development (HUD).

HUD requires entitlement jurisdictions to complete a Five-Year Consolidated Plan in order to receive CDBG funds. Cities are obligated to spend their funds in accordance with the priority needs identified in their Consolidated Plan. HUD also requires the City prepare an Action Plan that describes how the annual allocation of CDBG funds will be utilized to address the needs identified in the Five-Year Consolidated Plan.

Analysis:
2025-2029 Consolidated Plan:

While the structure of the Consolidated Plan is dictated by HUD, development of the Con Plan is a collaborative process designed to identify the community’s needs with regard to decent, affordable housing, suitable living environments, and the expansion of economic opportunity for low- and moderateincome residents.

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City staff and the City’s CDBG consultant worked to contact and solicit input from public and private service providers, City departments, and hold community meetings. The outreach effort ensured that members of the community had ample opportunities to shape the priorities of the Con Plan.

The Consolidated Plan identifies the community’s most urgent needs based upon the Needs Assessment, Market Analysis sections of the Consolidated Plan and input received during the citizen participation process. Then the Strategic Plan section of the Consolidated Plan sets forth a Plan for addressing the priority needs utilizing CDBG funds and any other resources available during the five-year planning period. Although the priorities of the proposed Plan are similar to those of the prior Plan, the City’s proposed 2025-2029 Consolidated Plan presents the priority needs in accordance with the HUD required format. The following table shows the priority needs identified in the Consolidated Plan organized by the corresponding HUD category:

HUD Category Priority Need Description
Housing Construction of New
Affordable Housing
Provide assistance to
and support applications
for the development of
affordable housing
units.

Housing Preservation of Existing
Housing
Preserve existing
housing stock. Provide
assistance for correction
of health and safety
defects, home repairs
and accessibility
modifications.

Housing Public Housing Needs Address the needs of
public housing,
including but not limited
to rehabilitation and
renovation of existing
public housing units.

Public Services Homeless Housing and
Supportive Services
Provide assistance to
the Sutter-Yuba
Homeless Consortium
and its member
agencies for housing
and supportive
services.

Public Services Housing and Supportive
Services for Special
Needs Populations
Provide assistance to
non-profit agencies that
provide housing
assistance and
supportive services to
non-homeless, special
needs populations.
(Seniors, disabled, etc.)
Infrastructure Public Improvements and
Infrastructure
Projects located in lower
income neighborhoods,
including ADA
accessibility
improvements, lighting,
parks and neighborhood
clean-up.

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Public Facilities Public Facility
Construction/Rehabilitation
Construction or
rehabilitation of public
facilities including senior
centers, youth centers,
centers for the disabled,
homeless facilities.

Economic Development Economic Development
Opportunities
Provide economic
development assistance
to businesses that
create jobs or otherwise
benefit low income
persons through the
provision of education
or job training.

The Con Plan recognizes that needs far exceed the funding available and not all needs can be addressed during the period covered by the Con Plan.

In general, the City will allocate investment of resources on a city-wide basis. The distribution of funding is predicated somewhat on the nature of the activity to be funded. Resources targeted to new construction and preservation of existing housing will be allocated on a city-wide basis. Resources targeted to special needs populations, including homeless, will also be allocated on a city-wide basis, where needs are identified and/or where resources can be coordinated with existing facilities and services. Activities such as public facilities and improvements will be targeted to older, low-income neighborhoods most in need of assistance (qualified low/mod census tracts). Economic development activities will be targeted to business districts located in qualified low-income areas, industrial parks and commercial sites in various City locations, primarily in the qualified low/mod census tracts. 2025 Action Plan: (Included in Consolidated Plan, Attachment 2) The 2025 Action Plan contains next year’s budget for CDBG projects that address the priority needs identified in the Consolidated Plan and is the first year Action Plan for the 2025-2029 Consolidated Plan.

HUD has notified the City the CDBG allocation for the 2025 Program Year will be $585,041. In accordance with HUD regulations, up to twenty percent of the allocation can be utilized for administration costs; an amount not to exceed fifteen percent can be allocated to public service activities; and, the remaining is allocated to general projects and/or programs.

In compliance with citizen participation requirements, City staff presented to Council in November 2024 to inform the public and Council of the upcoming process on the 2025-2029 Consolidated Plan and Action Plan. Staff also held two public meetings, in December 2024 and January 2025, to encourage public input into the development of the Consolidated and Action Plans and provide potential CDBG applicants an overview of the application and scoring process. Participants were also encouraged to complete the community needs survey to help identify priority needs for the Con Plan.

The City received 11 applications, totaling $1,538,800 in funding requests. Applications for funding were evaluated based on several factors, including the priority needs identified in the Consolidated Plan, the capacity of the applicant to administer the grant funds, readiness, and if applicable, timeliness of expenditures of past CDBG grants. The proposed funding is based on available funds, programs, and applications received.

Below is a breakdown of the recommended projects and programs to be funded:

Agency/Project Recommended
Funding
Description

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Program Administration $ 95,000.00 General administration, oversight and management of Community Development
Block Grant program. Funding covers
salary cost for staff, and consultant
services
Yuba Sutter Gleaners
Foodbank – Emergency Food
Distribution
$ 80,000.00 Increase availability and access to healthy foods for households experiencing
economic hardship and food insecurity
through recovery of food from local
partners.

Playzeum – Play-for-All
Initiative
$ 7,756.15 Provide scholarships for low-income youth
to attend camps and classes
FREED - Home Repair
Program
$ 21,528.70 Provide accessibility improvements and
minor home repairs for low-income
disabled and senior residents
Casa de Esperanza - West
Egress Renovation and ADA
Ramp Addition
$ 80,000.00 The program will provide preventative
home maintenance or critical home repair
services to low-income City homeowners
City of Yuba City – Owner
Occupied Housing
Rehabilitation Loan Program
$ 133,315.23 Provides low interest loans to qualified
low-income homeowners to fund
rehabilitation of existing housing*
City of Yuba City - Kingwood
Park Playground Equipment
Replacement
$ 240,000.00 Using CDBG funds to replace the
playground equipment at Kingwood Park;
the park is located in a Qualified Low/Mod
Census Tract
City of Yuba City - ADA
Sidewalk and Public Facility
Improvements
$ 87,756.15 Provide sidewalk and curb ramp
improvements to meet ADA accessibility
requirements throughout the City**
*Funding for this project will utilize existing CDBG Rehabilitation program income. **Funding includes $27k from the 2024 CDBG allocation, previously assigned to a non-qualifying project.

In addition to the Con and Action Plans, the 2024 Annual Action Plan has been amended to transfer $27,000 in funding into the 2025 ADA Sidewalk and Public facility Improvements. The $27k were previously assigned to a project that did not qualify under the HUD regulations.

Fiscal Impact:

The City will receive an allocation of $585,041 for the FY 2025-2026 CDBG program, to be distributed as defined above in the Analysis section. Additionally, $133,315.23 will be utilized from Fund 205 CDBG - Housing Rehab RLF, which currently has a balance of approximately $187k.

Alternatives:

Direct staff to modify the proposed recommendations in the Five-Year Consolidated Plan and/or Annual Action Plan. Changes will require staff to re-notice the plan and present it to City Council for approval at a later date. There is a required final submission date to HUD of August 16, 2025.

Recommendation:

A. Conduct a Public Hearing to receive comments on the 2025-2029 Consolidated Plan, 2025 Annual Action Plan, and 2024 Annual Action Plan Amendment, and after consideration; B. Adopt a Resolution approving the proposed 2025-2029 Consolidated Plan and 2025 Annual Action

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Plan and authorize staff to submit the required documents to the Department of Housing and Urban Development (HUD) for processing.

Attachments:

1. Attachment 1 -Resolution Approving the CDBG 2025 Consolidated and Annual Action Plans

2. Attachment 2 - Draft Consolidated and Action Plans

3. Attachment 3 - 2024 Action Plan Amendment
Prepared By: Submitted By:

Shannon Sardo
Administrative Analyst II
Robert Bendorf
Interim 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 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) 2025-2029 CONSOLIDATED PLAN AND 2025 ANNUAL ACTION PLAN CERTIFYING COMPLIANCE

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

SUBMIT ALL APPROVED DOCUMENTS TO THE DEPARTMENT OF HOUSING AND

URBAN DEVELOPMENT
WHEREAS, the Department of Housing and Urban Development has determined that the City of Yuba City will receive $585,041 under program year 2025 of the Housing and Community Development Act of 1974, as amended; and
WHEREAS, the City of Yuba City held public meetings on November 19, 2024, December 3, 2024, and January 28, 2025, as well as a public hearing on July 1, 2025, to consider public comments and proposals regarding the 2025-2029 Consolidated and 2025 Annual Action Plan, the community development objectives and the projected use of CDBG funds contained therein; and
WHEREAS, the City of Yuba City has provided the citizens with an opportunity to review and comment on concerns involving the amount of funds available for proposed community development and housing activities, the range of activities that may be undertaken and other important program requirements, and provided citizens with adequate opportunity to participate in the development of the 2025-2029 Consolidated Plan and 2025 Annual Action Plan, including any revisions, changes or amendments thereto for a 30-day period commencing on May 31, 2025 and ending on July 1, 2025.

NOW, THEREFORE, be it resolved by the City Council of the City of Yuba City that the 2025- 2029 Consolidated Plan and 2025 Annual Action Plan is hereby approved, that the City Manager is authorized to execute all documents related thereto, that the Finance Director is authorized to make budget allocations for the implementation of, and that staff is authorized to submit all documents to the United States Department of Housing and Urban Development.

The foregoing resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on July 1, 2025, by the following vote:

AYES:

NOES:

ABSENT:
_________________________
Dave Shaw, Mayor
ATTEST:
_________________________________
Ciara Wakefield, City Clerk Administrator

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:

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______________________________
Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP

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ATTACHMENT 2

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Community Development Block Grant
Development Services Department
CITY OF Yuba City
Draft 2025-2029
Consolidated Plan
and 2025 Annual Action Plan

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DRAFT 2025 - 2029 Consolidated Plan 1
2025-2029 CONSOLIDATED PLAN
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
Introduction
Each year the US Department of Housing and Urban Development (HUD) provides funding for housing and community development programs to the City of Yuba City (City), specifically Community Development Block Grant (CDBG) and other federal housing funds. In order to receive these funds, the City must complete a report every three to five years called the Consolidated Plan.

The purpose of the Consolidated Plan is to identify the City’s housing and community development needs, priorities, goals, and strategies and to stipulate how funds will be allocated to housing and community development activities over the period of the Consolidated Plan, which in the case of the City is five years.

The City’s Development Services Department is the lead agency in developing the 2025–2029 Consolidated Plan, (Plan). The Plan was prepared in accordance with HUD’s Office of Community and Planning Development (CPD) eCon Planning Suite (launched in May 2012), including the Consolidated Plan template in IDIS (Integrated Disbursement and Information System). Most of the data tables in the Plan are populated with default data from the US Census Bureau, mainly 2016-2020 Comprehensive Housing Affordability Strategy (CHAS) and American Community Survey (ACS) data. Other sources are noted throughout the Plan, including the addition of more recent data, where available and practical. The research process involved the analysis of the following key components: demographic, economic and housing data; affordable housing market; special needs populations, (homeless and non‐homeless), consultation with public and private agencies, and citizen participation.

The Plan process also included the development of the first‐year Annual Action Plan, which is the annual plan the City prepares pursuant to the goals outlined in the Consolidated Plan. The Action Plan details the activities the City will undertake to address the housing and community development needs and local objectives using CDBG and other housing funds received during the 2025-2026 Program Year (PY).

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DRAFT 2025 - 2029 Consolidated Plan 2
The Plan is divided into six sections, with the Needs Assessment, Market Analysis, and Strategic Plan forming the key sections:

1. Executive Summary

2. Process

3. Needs Assessment

4. Market Analysis

5. Strategic Plan

6. Annual Action Plan
Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview The City has organized its priority needs according to the structure presented in HUD regulations (24 CFR

91.215): affordable housing, homelessness, and non‐housing community development. Priority is assigned based on the level of need demonstrated by the data collected during the preparation of the Plan, specifically in the Needs Assessment and Market Analysis, the information gathered during the consultation and citizen participation process, and the availability of resources to address these needs.

Based on all of these components, housing needs are considered a high priority, followed by homelessness, and non‐housing community development needs.

The City has six (6) goals to address housing and community development needs between Fiscal Years 2025 and 2029:

1. Increase supply of affordable rental housing for the City’s lowest income households.

2. Preserve existing affordable housing stock.

3. Provide housing and services to special needs populations.

4. Increase access to homeownership opportunities for City residents.

5. Provide funding for public facilities and improvements.

6. Promote economic development activities in the City.

During the five‐year Consolidated Plan period, the City expects to receive approximately $600,000 annually in CDBG funding, for a five‐year total of $3,000,000. CDBG funds are used by the City for Public Services, Public Facilities and Improvements, Housing Activities, and Planning and Administrative costs.

The CDBG program’s primary objective is to develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low- and moderate-income. Funds can be used for a wide array of activitiesthat can include: housing rehabilitation, homeownership assistance, lead‐based paint detection and removal, construction or rehabilitation of public facilities and infrastructure, removal of architectural barriers, public services, rehabilitation of commercial or industrial buildings, and loans or grants to businesses.

The City anticipates applying for Home Investment Partnerships Program (HOME) and Permanent Local Housing Allocation (PLHA) funding through the California Department of Housing and Community

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DRAFT 2025 - 2029 Consolidated Plan 3
Development (HCD) for additional housing activities. The HOME program provides federal funds for the development and rehabilitation of affordable rental and ownership housing for low‐ and moderate‐ income households. HOME funds can be used for activities that promote affordable rental housing and homeownership by low‐ and moderate‐income households, including building acquisition, new construction and reconstruction, moderate or substantial rehabilitation, homebuyer assistance, and tenant‐based rental assistance. PLHA funding can be used for acquisition, rehabilitation, and preservation of affordable housing.

The City also applies for CalHome funding from HCD when funding announcements are made by the State.

These funds are awarded on a competitive basis for mortgage assistance for low‐ or very low‐income first‐ time homebuyers or for Owner‐Occupied Housing Rehabilitation for low‐ or very low‐income homeowners. Generally, the City’s funding request has been for both the First-Time Home Buyer Assistance and Owner‐Occupied Housing Rehabilitation Programs.

CDBG and HOME funds are often coupled with local funds, allowing affordable housing projects to compete for additional funding provided by tax credits, bonds, and state financing programs. An investment by the City makes the projects more competitive in various funding competitions. All sources and types of funds are limited; however, as in the past, the City will be as creative as possible in finding other sources of funding from local, state, federal, and private sources in order to develop and deliver efficient and cost‐effective projects.

Evaluation of past performance
Each year the Department of Housing and Urban Development assesses the City’s management of CDBG program funds. In addition, the City is required annually, at conclusion of the Program Year, to complete and submit to HUD a Consolidated Annual Performance and Evaluation Report (CAPER) reporting on Annual Action Plan Goal outcomes and expenditures. The City’s key accomplishments over the 2020–2024 Consolidated Plan period include the following:

NOTE: The figures below only reflect the accomplishments for Program Years 2020 – 2023 as the 2024 CAPER won’t be completed until later in 2025.

1. Provided funds for the rehabilitation of 94 affordable rental housing units.

2. Assisted 2,351 persons through the provision of assistance to nonprofit organizations to provide supportive services to targeted special needs populations, which includes homeless.

3. Provided funding to 7 low‐income homeowners to rehabilitate their homes.

4. Provided assistance to 95 low‐income senior and disabled homeowners with minor health and safety repairs.

5. Provided funds for 11 public facility and improvement projects that benefitted low‐income residents.

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DRAFT 2025 - 2029 Consolidated Plan 4
Overall, the City has performed satisfactorily managing the CDBG Program and addressing its priority needs through the programs set out in the previous Consolidated Plan.

Summary of citizen participation process and consultation process The Consolidated Plan process involved the housing and community development organizations in the City, nonprofit providers of affordable housing and service providers to the City’s low‐income and special needs populations, advocates, and others. A community meeting was held on December 3, 2024, to make available and request participation in the 2025 – 2029 Community Needs to aid in identifying housing and community assistance needs in the City and assist in program development. A virtual public meeting was held on January 28, 2025 to present findings from the consolidated planning research process and to solicit public input on the 2025 – 2029 Consolidated Plan. Extensive outreach was conducted to promote this meeting, including posting the bilingual (English/Spanish) notice on the City’s website (including the City’s Facebook page), The Appeal-Democrat newspaper, e‐mail to the Regional Housing Authority, local businesses, social service agencies, and affordable housing developers. Consultation and citizen participation is discussed in greater detail in the Process section of this Plan.

Summary of public comments
Reserved for public comments.

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

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DRAFT 2025 - 2029 Consolidated Plan 5
The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator City of Yuba City Development Services Department Table 1 – Responsible Agencies
Narrative
The City’s Development Services Department (DSD) is the lead agency responsible for overseeing development of the Consolidated Plan (Con Plan). The City’s DSD is also responsible for the administration of CDBG funds, including facilitating project/program implementation, monitoring project activities and outcomes, and ensuring compliance with all HUD requirements and regulations such as fair housing, Davis-Bacon requirements, (prevailing wages), environmental reviews, affirmative action, competitive bidding procedures, and fiscal and contract administration. CDBG activities are carried out by both internal City departments, as well as external Sub-Recipients.

The Department of Housing and Urban Development (HUD) requires entitlement jurisdictions that receive Community Development Block Grant (CDBG), HOME Investment Partnership Program (HOME) or Emergency Shelter Grant (ESG) funds directly from HUD to complete a Consolidated Plan.

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

HUD uses special tabulations of Census data to determine areas where at least 51% of households have incomes at or below 80% of the Area Median Income (AMI). In order for the City to undertake area benefit activities using CDBG funds, at least 51% of the residents in a census tract block group must be lowincome. The City currently has eighteen (18) Qualified Low/Mod Census Tract Block Groups at or above the 51% of the low‐income threshold. Those census tract block groups are as follows:
• Census Tract 501.01 Block Groups 1, 2, and 3
• Census Tract 501.02 Block Groups 1, 2, and 3
• Census Tract 502.01 Block Groups 1 and 2
• Census Tract 502.02 Block Groups 3 and 4
• Census Tract 503.01 Block Group 1
• Census Tract 503.02 Block Groups 2 and 3
• Census Tract 504.01 Block Group 3
• Census Tract 505.01 Block Groups 3, 4, and 5
• Census Tract 506.03 Block Group 1

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DRAFT 2025 - 2029 Consolidated Plan 6
Consolidated Plan Public Contact Information
Comments and/or inquiries regarding the Con Plan should be directed to:

Shannon Sardo, Administrative Analyst
City of Yuba City, Development Services Department
1201 Civic Center Blvd.

Yuba City, CA 95993
phone: (530) 822-5145
e-mail: [email protected]

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DRAFT 2025 - 2029 Consolidated Plan 7
PR-10 Consultation - 91.100, 91.200(b), 91.215(l)
Introduction
The consolidated planning process requires jurisdictions to contact and consult with other public and private agencies when developing the Con Plan. The Con Plan itself must include a summary of the consultation process, including identification of the agencies that participated in the process. Jurisdictions also are required to summarize their efforts to enhance coordination between public and private agencies.

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

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The City works in cooperation with the Sutter-Yuba Homeless Consortium, (SYHC), to address the needs of homelessness in the community. The SYHC consists of over 100 Stakeholders, including the City, that utilize the Continuum of Care planning process to address homeless needs in the City and throughout the region. The SYHC allows for maximizing funding resources, helps to avoid duplication of services, and provides for a comprehensive approach to homelessness. During the Con Plan process the City consulted members of the SYHC in order to meet the Con Plan requirements.

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

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DRAFT 2025 - 2029 Consolidated Plan 8
Describe agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
1 Agency/Group/Organization Regional Housing Authority (RHA Agency/Group/Organization Type PHA
What Section of the Plan was addressed
by Consultation?
Public Housing Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
The RHA was consulted by email and
invited to comment and provide input at
public meetings held during the
development of the Con Plan. Outcome of
the consultation was better understanding
of the rehabilitation and renovation needs
of public housing units and public housing
resident supportive housing needs.
2 Agency/Group/Organization Sutter-Yuba Homeless Consortium (CoC) Agency/Group/Organization Type Housing
Services – Housing
Services – Children
Services – Persons with Disabilities
Services – Persons with HIV/AIDS
Services – Victims of Domestic Violence
Services – Homeless
Services – Health
Services – Education
Services – Employment
Regional Organization
What Section of the Plan was addressed
by Consultation?
Homeless Strategy

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DRAFT 2025 - 2029 Consolidated Plan 9
Homeless Needs – Chronically Homeless
Homeless Needs – Families with Children
Homeless Needs – Veterans
Homeless Needs – Unaccompanied Youth
Anti-Poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
The Sutter-Yuba Homeless Consortium was
consulted by email and invited to comment
and provide input at public meetings held
during the development of the Con Plan.

Outcome of the consultation was better
understanding of the housing and
supportive service needs of homeless
persons.
3 Agency/Group/Organization FREED Center for Independent Living Agency/Group/Organization Type Non-Profit
Services – Housing
What Section of the Plan was addressed
by Consultation?
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
FREED was consulted by email and invited
to comment and provide input at public
meetings held during the development of
the Con Plan. Outcome of the consultation
was better understanding of the housing
and supportive service needs of the
disabled population.
4 Agency/Group/Organization Casa de Esperanza (Casa)
Agency/Group/Organization Type Non-Profit
Services – Housing
What Section of the Plan was addressed
by Consultation?
Homeless Needs Assessment
Non-Homeless Special Needs

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DRAFT 2025 - 2029 Consolidated Plan 10
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Casa was consulted by email and invited to
comment and provide input at public
meetings held during the development of
the Con Plan. Outcome of the consultation
was better understanding of the housing
and supportive needs of domestic violence,
sexual assault, stalking and human
trafficking victims.
5 Agency/Group/Organization Yuba Sutter Veterans Stand Down Agency/Group/Organization Type Non-Profit
Services -- Housing
What Section of the Plan was addressed
by Consultation?
Homeless Needs Assessment
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Yuba Sutter Veterans Stand Down and
Central Valley Homeless Veterans
Assistance Program was consulted by email
and telephone and invited to comment and
provide input at public meetings held
during the development of the Con Plan.

Outcome of the consultation was better
understanding of the housing and
supportive needs of Veterans.
6 Agency/Group/Organization Bridges to Housing
Agency/Group/Organization Type Non-Profit
Services - Housing
What Section of the Plan was addressed
by Consultation?
Homeless Needs Assessment
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Bridges to Housing was consulted by email
and invited to comment and provide input
at public meetings held during the
development of the Con Plan. Outcome of
the consultation was better understanding
of the housing and supportive needs of the
homeless.

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DRAFT 2025 - 2029 Consolidated Plan 11
7 Agency/Group/Organization Yuba Sutter Behavioral Health Agency/Group/Organization Type Sutter County
What Section of the Plan was addressed
by Consultation?
Homeless Needs Assessment
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Behavioral Health was consulted by email
and telephone and invited to comment and
provide input at public meetings held
during the development of the Con Plan.

Outcome of the consultation was better
understanding of the housing and
supportive health of behavioral health
clients.
8 Agency/Group/Organization Sutter County Public Health Agency/Group/Organization Type Sutter County
What Section of the Plan was addressed
by Consultation?
Market Analysis
Housing Condition
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Public Health was consulted by email and
telephone and invited to comment and
provide input during the development of
the Con Plan. Outcome of the consultation
was better understanding of the lead
poisoning, specifically lead-based paint
poisoning.

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

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DRAFT 2025 - 2029 Consolidated Plan 12
Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of Care Sutter-Yuba Homeless
Consortium
The goals contained in the Con Plan are consistent
with the Continuum of Care. The City will work
within the framework of the Sutter-Yuba
Homeless Consortium to address homeless needs.

Yuba City Housing
Element
City of Yuba City The goals contained in the Con Plan are consistent with the Programs outlined in the Housing
Element.

Yuba City Economic
Development
Strategic Work Plan
City of Yuba City The goals contained in the Con Plan are consistent with the initiatives outlined in the Economic
Development Strategy.

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

Table 3 – Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
The City will, in conjunction with the development of affordable housing, review applications for funding, implementation of activities, and delivery of services targeted to low- and moderate-income households, continue to work and coordinate with other public entities, including the Regional Housing Authority, Sutter County, and the State of California.

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DRAFT 2025 - 2029 Consolidated Plan 13
PR-15 Citizen Participation
Summarize citizen participation process and how it impacted goal-setting The City followed requirements for citizen participation outlined in the City’s Citizen Participation Plan.

The City encouraged citizens along with local and regional organizations to participate during the 2025 – 2029 Consolidated Plan (Con Plan). Regional and local service agencies, non-profit organizations, City staff, City Council, and City Commissions were invited to two public meetings held to discuss the preparation of the Con Plan and solicit input and comments. The first meeting was held on December 3, 2024 at 10:30 a.m. at the City’s Senior Center. The second, virtual, meeting was held on January 28, 2025 at 10:30 a.m.

The City’s website also included notification of the City’s 2025-2029 Con Plan and development of the 2025-2026 Annual Action Plan (Action Plan) and encouraged citizens to provide comments and input.

Notice of these meetings were also posted on the City’s website to obtain comments and input from a cross section of citizens and service providers on housing and community development needs and to assist in developing priorities for expenditure of the City’s CDBG funds.

In addition to public meetings and website, service providers and local agencies were contacted and requested to provide comments and input and specific information relative to the needs of the populations they serve.

The Draft 2025-2029 Con Plan and 2025-2026 Action Plan will be made available for public review and comment during a 30-day period, May 30, 2025 through June 30, 2025. A public hearing will be held on July 1, 2025 before the City Council to solicit public comment regarding the Draft 2025-2029 Con Plan and 2025-2026 Action Plan.

Prior to submission to the Department of Housing and Urban Development (HUD), the City Council reviews and approves the Con Plan and Action Plan.

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DRAFT 2025 - 2029 Consolidated Plan 14
Citizen Participation Outreach

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DRAFT 2025 - 2029 Consolidated Plan 15
Sort
Order
Mode of Outreach Target of Outreac
h
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Public Workshop Minorities NonEnglish speaking –
Specify other
language: Spanish
Persons with
disabilities: Nontargeted/broad
community
Residents of public
and assisted
housing
The City hosted a
public workshop on
December 3, 2024 to
provide information
on the consolidated
planning process.

There were no
public comments.

No comments were
received that were not
accepted and
incorporated into the
2025-2029 Con Plan and
2025-2026 Action Plan.
www.yubaCity.ne
t
2 Public Meeting Minorities NonEnglish speaking –
Specify other
language: Spanish
Persons with
disabilities: Nontargeted/broad
community
Residents of public
and assisted
housing
The City hosted a
virtual public meeting
on January 28, 2025
to present the
findings from the
consolidated planning
research process and
allowed the public to
provide input on the
Draft 2025-2029 Con
Plan and 2025-2026
Action Plan.

There were no
public comments.

No comments were
received that were not
accepted and
incorporated into the
2025-2029 Con Plan and
2025-2926 Action Plan.
www.yubaCity.ne
t

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DRAFT 2025 - 2029 Consolidated Plan 16
Sort
Order
Mode of Outreach Target of Outreac
h
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
3 Public Hearing Nontargeted/broad
community
The City will hold a
public hearing on July
1, 2025 to request
City Council adopt
and approve the
2025-2029 Con Plan
and 2025-2026 Action
Plan and authorize
the submission to
HUD.

Reserved for public
comments
No comments were
received that were not
accepted and
incorporated into the
2025-2029 Con Plan and
2025-2026 Action Plan.
www.yubaCity.ne
t
4 Newspaper Ad Nontargeted/broad
community
A 30-day public
notice for the July 1,
2025 public meeting
and public hearing
will be published in
the Appeal-Democrat
newspaper on May
31, 2025.

Reserved for public
comments
No comments were
received that were not
accepted and
incorporated into the
2025-2029 Con Plan and
2025-2026 Action Plan.
www.yubaCity.ne
t
5 Internet Outreach Minorities NonEnglish speaking –
Specify other
language:

Persons with
disabilities: Nontargeted/broad
community
Residents of public
and assisted
housing
Notices of the
community meetings,
were posted on the
City’s website.

Reserved for public
comments
No comments were
received that were not
accepted and
incorporated into the
2025-2029 Con Plan and
2025-2026 Action Plan.
www.yubaCity.ne
t

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DRAFT 2025 - 2029 Consolidated Plan 17
Sort
Order
Mode of Outreach Target of Outreac
h
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
6 Email Nontargeted/broad
community
Notices of the
community meetings
were distributed via
email to the Regional
Housing Authority,
Sutter-Yuba Homeless
Consortium, Service
Providers, City
Departments and
Council, and
affordable housing
developers.

Reserved for public
comments
No comments were
received that were not
accepted and
incorporated into the
2025-2029 Consolidated
Plan and 2025-2026
Action Plan.
www.yubaCity.ne
t
Table 4 – Citizen Participation Outreach

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DRAFT 2025 - 2029 Consolidated Plan 18
Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Needs Assessment section of the Consolidated Plan addresses the following areas: 1) Housing Needs, including Public Housing Needs; 2) Homeless Needs; 3) Non-Homeless Special Needs; and 4) Non- Housing Community Development Needs. The needs are projected for the five-year period covered by the Consolidated Plan.

A variety of resources were used to identify and prioritize needs, including census information, consultation with public and private providers of housing, and health and social services.

The Needs Assessment identifies those needs with the highest priority, which forms the basis for the Consolidated Plan section and the programs and projects to be administered. Most of the data tables in this section are populated with default data from the Comprehensive Housing Affordability Strategy (CHAS) developed by the Census Bureau for HUD based on the 2016–2020 5-Year American Community Survey (ACS). Other sources are noted throughout the Consolidated Plan.

According to the 2016-2020 CHAS data, 28% of all City households experience a cost burden and are in need of more affordable housing. The lower the income the greater the incidence of cost burden, which is not surprising. Renters have a greater need than do owner households. And, smaller households also have a greater need than do larger households. Lower income households that lack affordable housing may find themselves at risk of homelessness. Affordable housing for lower income households, including special needs populations, was the greatest need identified in the needs assessment.

Public Housing needs vary from public housing rehabilitation and renovation to job training and education programs for residents.

The homeless population has a variety of needs and it requires a comprehensive approach to addressing those needs. The homeless needs include emergency, transitional and permanent supportive housing, along with supportive services that address the underlying causes of homelessness, including mental and physical illness, substance abuse, education and job training. Those at risk of becoming homeless also need assistance with housing costs and supportive services.

Special needs populations are also in need of affordable housing but may also require specialized housing and/or supportive services to live independently.

The following provides specific data and a more detailed narrative regarding the needs of the City’s lowincome residents.

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DRAFT 2025 - 2029 Consolidated Plan 19
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
This section summarizes the City's housing needs, including a review of demographics, housing problems, cost burdens, and overcrowding. It also includes an analysis of housing needs for particular populations, such as single households, victims of domestic violence, low-income households, and families at risk of homelessness. The data used in this section comes from two main sources: the 2016- 2020 CHAS (Comprehensive Housing Affordability Strategy) and the 2016–2020 5-Year American Community Survey (ACS) data.

In the tables below, HUD Area Median Family Income is referred to as "HAMFI".

Demographics Base Year: 2009 Most Recent Year: 2020 % Change Population 66,040 66,660 1%
Households 21,860 22,960 5%
Median Income $50,649.00 $60,910.00 20%
Table 5 - Housing Needs Assessment Demographics
Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 2,560 2,525 4,435 2,910 10,530
Small Family Households 805 955 1,905 1,410 5,295
Large Family Households 150 280 765 340 1,340
Household contains at least
one person 62-74 years of age 660 485 850 505 2,755
Household contains at least
one person age 75 or older 450 515 660 395 1,165
Households with one or more
children 6 years old or younger 370 639 1,060 640 1,679 Table 6 - Total Households Table
Data Source: 2016-2020 CHAS
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year)

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DRAFT 2025 - 2029 Consolidated Plan 20
Housing Needs Summary Tables

1. Housing Problems (Households with one of the listed needs) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard
Housing - Lacking
complete
plumbing or
kitchen facilities 75 95 50 10 230 0 0 0 0 10
Severely
Overcrowded -
With >1.51
people per room
(and complete
kitchen and
plumbing) 25 15 115 4 159 10 20 50 45 125
Overcrowded -
With 1.01-1.5
people per room
(and none of the
above problems) 75 140 260 85 560 10 0 50 55 115
Housing cost
burden greater
than 50% of
income (and none
of the above
problems) 1,010 495 195 4
1,70
4 485 305 240 125 1,155
Housing cost
burden greater
than 30% of
income (and none
of the above
problems) 170 740 895 580
2,38
5 125 325 420 340 1,210
Zero/negative
Income (and
none of the
above problems) 175 0 0 0 175 45 0 0 0 45
Table 7 – Housing Problems Table

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DRAFT 2025 - 2029 Consolidated Plan 21
Data Source: 2016-2020 CHAS

2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Having 1 or more of
four housing
problems 1,185 740 625 110
2,66
0 510 325 335 235 1,405
Having none of four
housing problems 590 895 2,075
1,48
0 5,04
0 275 565 1,400 1,080 3,320
Household has
negative income,
but none of the
other housing
problems 0 0 0 0 0 0 0 0 0 0
Table 8 – Housing Problems 2
Data Source: 2016-2020 CHAS

3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 580 650 700 1,930 99 210 260 569
Large Related 105 185 204 494 20 40 125 185
Elderly 315 320 74 709 420 335 210 965
Other 305 265 300 870 95 44 80 219
Total need by income 1,305 1,420 1,278 4,003 634 629 675 1,938 Table 9 – Cost Burden > 30%
Data Source: 2016-2020 CHAS

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DRAFT 2025 - 2029 Consolidated Plan 22

4. Cost Burden > 50%
Renter Owner
0-
30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 0 0 215 215 95 95 0 190
Large Related 0 0 65 65 20 40 20 80
Elderly 245 175 34 454 315 170 60 545
Other 0 260 120 380 85 0 0 85
Total need by income 245 435 434 1,114 515 305 80 900
Table 10 – Cost Burden > 50%
Data Source: 2016-2020 CHAS

5. Crowding (More than one person per room)
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Single family
households 115 135 310 69 629 10 0 85 50 145
Multiple, unrelated
family households 0 10 60 20 90 10 20 15 55 100
Other, non-family
households 0 10 14 0 24 0 0 0 0 0
Total need by
income 115 155 384 89 743 20 20 100 105 245
Table 11 – Crowding Information –
Data Source: 2016-2020 CHAS
Describe the number and type of single person households in need of housing assistance.

According to the 2016-2020 5-Year ACS data, 29.7% of all City households are single person households.

Seniors over the age of 65 account for 23% of single households. Single person households typically have lower incomes than do family households and therefore are more likely to suffer a cost burden. Although specific information regarding the needs of single households in general is not readily available, it can be assumed that many single households fall under the category of special needs populations (seniors, disabled, and homeless) and have the same housing assistance needs as those subpopulations.

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DRAFT 2025 - 2029 Consolidated Plan 23
Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.

According to the 2016-2020 5-year American Community Survey it is estimated that 7,371 (11.1%) persons in the City have some type of disability. The disabilities include hearing, vision, cognitive difficulty, ambulatory, and self-care difficulty. It is presumed that the majority of disabled persons are low-income, either due to the fact that their disability limits their ability to work and/or they are seniors who are retired and have limited income. Many disabled households experience a cost burden due to their low-income status and are in need of affordable housing. Physically disabled households may also need housing assistance in the form of housing rehabilitation or accessibility modifications.

Casa de Esperanza (Casa) provides services to individuals and families affected by domestic violence, sexual assault, teen violence, stalking, and human trafficking in Sutter, Yuba, and Colusa counties (including Beale Air Force Base). In 2023 Casa reported serving over 1,363 calls for service. The majority of their cases were individuals and families affected by domestic abuse or sexual assault. Approximately 48% of domestic violence services provided were single people and 52% were families with children.

Whereas sexual assault services were provided, single persons make up 60% and 40% are families with children. Many domestic violence survivors are displaced and need housing assistance, including emergency shelter, transitional housing, and permanent affordable housing. Sexual assault and stalking survivors may also need housing assistance, depending on the nature of the incident.

What are the most common housing problems?
Housing problems identified by HUD are: 1) substandard housing, housing lacking complete plumbing or kitchen facilities; 2) overcrowded housing, more than one person per room in a housing unit. The U.S.

Consolidated Plan YUBA CITY 18 OMB Control No: 2506-0117 (exp. 09/30/2021) Census defines a “room” as living room, dining room, bedroom, kitchen, finished attic and basement, recreation room, family room, permanently enclosed porch, and office space; and 3) cost burden, households paying more than 30% of their gross income for rent and utilities.

The most common housing problem for the City’s households is cost burden. According to the 2016-2020 CHAS data, 28% of total households in the City are experiencing a cost burden. Approximately 3% of all households are living in overcrowded housing and 1% are living in substandard conditions based on the definitions noted above.

Providers report an increase first-time homeless and are seeing more seniors becoming homeless due to a lack of affordable housing. Providers report an ever-increasing shortage of available affordable housing due to landlords wanting to take advantage of the housing price increases and low vacancy rates.

Landlords are selling rental units or raising rents beyond what is affordable to lower income households.

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DRAFT 2025 - 2029 Consolidated Plan 24
Are any populations/household types more affected than others by these problems? Lower income households [80% or less of the Area Median, (AMI)] experience a higher percentage of cost burden than do moderate-income households. Thirty-five percent (35%) of lower income households are experiencing a cost burden. As income goes down, the percentage of households experiencing a cost burden goes up. Twelve (12%) percent of very low-income (50% or less of AMI) households and twelve (12%) percent of extremely low-income (30% or less of AMI) households are experiencing a cost burden.

Twenty-four (24%) percent of very low-income and extremely low-income households are experiencing a severe cost burden (paying more than 50% of income for housing costs). Renter households (22%) experience a higher percentage of cost burden than do owner households (10%). Small households also have a higher percentage of cost burden than do larger households. Smaller households may be oneincome households, female-headed households, and/or single parent households.

Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance:

Lower income Individuals and families who are housed but at risk of becoming homeless may be having difficulty paying rent often because of a lack of sufficient income and/or a lack of affordable housing.

Other reasons for risk of homelessness are illness, substance abuse, or loss of a job. Often lower income persons must make a choice between paying their rent and paying for day-to-day necessities like utilities, food, clothing, and/or transportation. Those at risk of becoming homeless need assistance with rent, security deposits, utility payments, and food. They also need supportive services for mental health, physical disabilities, substance abuse, and domestic violence.

Two agencies offer Rapid Rehousing Programs: The Salvation Army and Bridges to Housing. The Salvation Army’s Rapid Re-Housing Program offers assistance with re-housing to persons that are homeless or at risk of becoming homeless with security deposits, short-term rental assistance, and/or utility assistance, and deposits. Bridges to Housing’s Program provides only security deposit assistance. Recipients of that type assistance typically will also receive case management services and supportive services in an effort to prevent future homelessness.

If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:

As noted previously, the City works within the framework of the Sutter-Yuba Homeless Consortium (SYHC).

It is difficult to estimate the number of households at risk of becoming homeless at any given time. All households experiencing a cost burden, living in overcrowded situations, or living in substandard housing are at risk of becoming homeless, especially if compounded by emergencies, such as health issues or loss of a job. The SYHC does not have an official operational definition of at risk of homelessness; however,

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DRAFT 2025 - 2029 Consolidated Plan 25
service providers state that for households to be considered at risk of homelessness and eligible for assistance, they must be under a Notice to Vacate (3-day or 30-day) or "doubled-up" (living with friends or family and their name is not on the rental agreement).

Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
Housing characteristics that put households at risk of becoming homeless are cost burden, living in overcrowded situations, or substandard housing. Physical disabilities, mental health issues, as well as drug and alcohol abuse may impact the ability to earn a living and contribute to instability and risk of becoming homeless. Housing providers report a lack of affordable housing is the greatest contributor to risk of homelessness in the City. The 2023 PIT for Sutter County identified 105 persons who were precariously housed, living in households with friends or family, most often in overcrowded situations that put them at risk of becoming homeless.

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DRAFT 2025 - 2029 Consolidated Plan 26
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
According to the 2016-2020 CHAS data, approximately 62% of households in the City are experiencing at least one housing problem. The charts below show by income category the occurrence of housing problems by racial and ethnic groups and whether any particular racial or ethnic groups impacted disproportionately by housing problems, including a lack of kitchen or plumbing facilities, more than one person per room, and/or paying more than 30% of gross income for housing costs. 0%-30% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,985 570 0
White 1,305 285 0
Black / African American 45 0 0
Asian 130 14 0
American Indian, Alaska Native 75 0 15
Pacific Islander 0 0 0
Hispanic 415 240 0
Table 12 - Disproportionally Greater Need 0 - 30% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%

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DRAFT 2025 - 2029 Consolidated Plan 27
30%-50% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,130 395 0
White 715 220 0
Black / African American 25 0 0
Asian 450 80 0
American Indian, Alaska Native 25 0 0
Pacific Islander 0 0 0
Hispanic 835 80 0
Table 13 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,275 2,165 0
White 980 865 0
Black / African American 50 35 0
Asian 500 390 0
American Indian, Alaska Native 25 60 0
Pacific Islander 14 0 0
Hispanic 615 635 0
Table 14 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%

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DRAFT 2025 - 2029 Consolidated Plan 28
80%-100% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,265 1,645 0
White 680 865 0
Black / African American 30 44 0
Asian 90 165 0
American Indian, Alaska Native 60 14 0
Pacific Islander 4 0 0
Hispanic 340 515 0
Table 15 - Disproportionally Greater Need 80 - 100% AMI Data Source: 2016-2020 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%
Discussion
Within the Housing Problems Category, an analysis of the CHAS data reveals that 62% of households (7,655 households) earning between 0% and 100% of Area Median Income report at least one housing problem. Further analysis of those households by racial and ethnic categories show one racial group and one ethnic group have a disproportionately greater incidence of housing problems. Thirty percent (30%) of white households (3,680) and 29% of Hispanic households (2,205) are reporting at least one housing problem.

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DRAFT 2025 - 2029 Consolidated Plan 29
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
The 2016-2020 CHAS Data shows that 32.7% of all City households are experiencing severe housing problems. Severe housing problems are characterized by a higher level of overcrowding (1.5 persons per room) or cost burden (paying more than 50% of gross income for housing costs), or lack of kitchen or plumbing facilities. The charts below show by income category the occurrence of severe housing problems and any racial and ethnic groups impacted disproportionately by severe housing problems.
0%-30% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,695 865 0
White 1,115 470 0
Black / African American 45 0 0
Asian 105 40 0
American Indian, Alaska Native 75 0 0
Pacific Islander 0 0 0
Hispanic 335 320 0
Table 16 – Severe Housing Problems 0 - 30% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%

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DRAFT 2025 - 2029 Consolidated Plan 30
30%-50% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of
the four
housing
problems
Household has
no/negative
income, but none of
the other housing
problems
Jurisdiction as a whole 1,065 1,460 0
White 390 550 0
Black / African American 0 25 0
Asian 270 260 0
American Indian, Alaska Native 25 0 0
Pacific Islander 0 0 0
Hispanic 355 560 0
Table 17 – Severe Housing Problems 30 - 50% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 960 3,475 0
White 365 1,490 0
Black / African American 0 80 0
Asian 270 620 0
American Indian, Alaska Native 25 60 0
Pacific Islander 14 0 0
Hispanic 224 1,025 0
Table 18 – Severe Housing Problems 50 - 80% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%

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DRAFT 2025 - 2029 Consolidated Plan 31
80%-100% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 345 2,560 0
White 100 1,445 0
Black / African American 0 75 0
Asian 65 190 0
American Indian, Alaska Native 15 65 0
Pacific Islander 0 4 0
Hispanic 165 695 0
Table 19 – Severe Housing Problems 80 - 100% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%
Discussion
The 2016–2020 CHAS data shows that 32.7% of households (4,065) earning between 0% and 100% of Area Median Income are experiencing severe housing problems. Analysis of those households by categories show one racial and one ethnic group has a disproportionately greater incidence of housing problems.

Forty eight percent (48%) of White households (1,970 households) and twenty seven percent (27%) of Hispanic households (1,079) are experiencing severe housing problems.

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DRAFT 2025 - 2029 Consolidated Plan 32
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction:

Households paying more than 30% of their income for housing costs are considered to have a housing cost burden. Households paying more than 50% of their income for housing costs are considered to have a severe cost burden. Households experiencing a cost burden or severe cost burden may have difficulty paying for other day to day needs such as food, clothing, transportation, and medical costs. A total of 34of the City’s households are experiencing some measure of cost burden. The chart below shows the Housing Cost Burden by racial and ethnic groups as compared to the jurisdiction as a whole.

Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative income (not computed)
Jurisdiction as a whole 14,915 4,625 3,155 260
White 8,140 2,340 1,810 140
Black / African
American 540 105 49 0
Asian 2,375 700 365 10
American Indian, Alaska
Native 215 49 135 0
Pacific Islander 45 4 20 0
Hispanic 3,025 1,270 720 115
Table 20 – Greater Need: Housing Cost Burdens AMI
Data Source: 2016-2020 CHAS
Discussion:

An estimated 20% of the City’s households are experiencing a cost burden and another 14% of households are experiencing a severe cost burden. Analysis of households by racial and ethnic groups show two groups: Ten percent (10%) of White households (2,340) and 6% of Hispanic households (1,270) are disproportionately impacted by cost burden. Eight percent (8%) of White households (1,810) and 3% of Hispanic households (720) are experiencing severe cost burden.

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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? Compared to the category as a whole, 33%, (4,065 households), report at least one housing problem. Nine percent (9%) of Hispanic households, (1,079), report at least one housing problem.

Fourteen percent (14%) of households, (1,695), earning between 0% and 30% of Area Median Income (AMI) are experiencing housing problems. Within this income category one racial and one ethnic group experience a disproportionately greater incidence of housing problems. Nine percent (9%) of White households (1,115) and 3% of Hispanic households (335) report at least one housing problem.

Nine percent (9%) of households, (1,065), earning between 30% and 50% of AMI are experiencing housing problems. Within this income category one racial and one ethnic group experience a disproportionately greater incidence of housing problems. Three percent (3%) of White households (390) and 3% of Hispanic households (335) experiences a disproportionately greater incidence of housing problems.

Eight percent (8%) of households, (960), earning between 50% and 80% of AMI are experiencing housing problems. Within this income category one racial and one ethnic group experience a disproportionately greater incidence of housing problems. Three percent (3%) of White households (365) and 2% of Asian households (270) are experiencing at least one housing problem.

Three percent (3%) of households, (345), earning between 80% and 100% of the AMI are experiencing at least one housing problem. Within this income category one racial and one ethnic group experience a disproportionately greater need. Nearly one percent (1%) of White households (100) and 1% of Hispanic households (165) report at least one housing problem.

If they have needs not identified above, what are those needs? No additional needs have been identified.

Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
There are no racial or ethnic groups with a disproportionately greater need concentrated in specific areas or neighborhoods.

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NA-35 Public Housing – 91.205(b)
Introduction
The City does not own or operate Public Housing; the Regional Housing Authority (RHA) serves the four-county area, including the City of Yuba City. The RHA has converted all Public Housing using the HUD Section 22 Streamlined Conversion Program; however, RHA owns/manages 524 affordable housing units and located within the City. These units are targeted to a variety of household types, including family households, people experiencing homeless, seniors, and farmworkers.

The demand for additional Housing Choice Vouchers (HCV) is evident from the size of the Housing Authority waiting lists. There are currently over 1,100 households on the Housing Choice Voucher waiting list for all counties covered by the RHA; there are over 3,000 applicants on the various waiting lists that the RHA operates.

The information reported in the Tables below show information for Yuba City only.

Totals in Use
Program Type
Certificate ModRehabPublic
Ho463281using
Vouchers
Total Project
-based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
# of units vouchers in
use 0 0 0 463 620 411 6 0 220
Table 21 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: PIC (PIH Information Center)

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Characteristics of Residents
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -based Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 0 20,012 19,240 20,783 19,269 0 Average length of stay 0 0 0 34 months 22 months 58 months 22 months 0 Average Household size 0 0 0 2 2.4 2.1 1.5 0
# Homeless at
admission 0 0 0 109 44 59 6 0
# of Elderly Program
Participants (>62) 0 0 0 370 78 288 4 0
# of Disabled Families 0 0 0 281 47 228 6 0
# of Families requesting
accessibility features 0 0 40 3 3 0 0 0
# of HIV/AIDS program
participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 2 0 2 0 0
Table 22 – Characteristics of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)

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Race of Residents
Program Type
Race Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
White 0 0 0 427 121 394 2 0 0
Black/African American 0 0 0 76 14 60 2 0 0
Asian 0 0 0 328 36 291 1 0 0
American Indian/Alaska
Native 0 0 40 3 1 1 1 0 0
Pacific Islander 0 0 0 2 0 2 0 0 0
Other 0 0 0 0 0 0 0 0 0
Table 23 – Race of Public Housing Residents by Program Type *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Ethnicity Certificate Mod-Rehab Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
Hispanic 0 0 0 180 80 99 1 0 0
Not Hispanic 0 0 0 383 67 311 5 0 0
Table 24 – Ethnicity of Public Housing Residents by Program Type *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: PIC (PIH Information Center)

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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:

Although the Regional Housing Authority (RHA) does not have Public Housing, the RHA is able to meet the accessibility needs of tenants and applicants through reasonable accommodation modifications or accessible units within the portfolio of 524 units. RHA staff states they maintain a waitlist for current tenants in need of reasonable accommodation/modification, as vacant units become available. There are currently 38 households on the housing waiting list who have requested accessible features, including mobility and/or sensory features. The accessibility needs of applicants are expected to be met when their names rise to the top of the waiting list either through accessible unit(s) or reasonable accommodation, or when a vacant unit is available if they are an existing tenant needing an accessible unit.

In 2011, the RHA hired a consultant to perform a Physical Needs Assessment (PNA) of its Public Housing units located in the City, (Richland Housing Center and River City Manor).

Richland Housing Center was constructed in 1962 and includes 99 units (85 family units and 14 senior units). The PNA concludes that since the property is not new construction nor has undergone substantial rehabilitation or other rehabilitation requiring the property meet current accessibility standards, the property is only required to complete reasonable accommodation and is in compliance; however, five (5) units were fully renovated to current accessibility standards in 2000. Presently 5% of the units are accessible for individuals with mobility impairments and/or sensory impairments. All requests for reasonable accommodation are granted on a case-by-case basis.

River City Manor is a 24-unit senior Public Housing project, constructed in 1984. The PNA concludes that the property is not new construction nor has undergone substantial rehabilitation or other rehabilitation that requires it meet current accessibility standards and is therefore required to only provide reasonable accommodation. The PNA notes the property construction date occurred at a time when accessibility guidelines were in their infancy, and although accessibility was considered in the project design, the accommodations are not up to today’s standards. The project has 3 “accessible” units that have been rehabilitated to current standards. The RHA completes requests for reasonable accommodation on a caseby-case basis.

Most immediate needs of residents of Public Housing and Housing Choice voucher holders The RHA reports there are 1,100 applicants on the waiting list for the Housing Choice Voucher Program.

There are over 3,000 applicants on the waiting list for housing units. The RHA staff report the most pressing needs of affordable housing residents and Housing Choice Vouchers are expanded affordable housing opportunities, increased educational and job training programs and increased employment opportunities.

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How do these needs compare to the housing needs of the population at large? Affordable housing, education, job training programs, and employment opportunities are also needs of the population in general. Expanded affordable housing opportunities will serve to address the needs of households experiencing a housing cost burden and increase housing choice; however, another means of addressing housing cost burden is through education, job training, and employment opportunities.

Education, expanded job skills, and higher paying jobs provide lower income households, including affordable housing residents, with the ability to increase their income and thereby the ability to choose from a wider variety of housing options.

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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:

Homelessness encompasses those that are without any type of housing, those living in shelters, those who are fleeing domestic violence, and those that are at eminent risk of homeless. This includes those that are at risk of becoming homeless due paying a high percentage of their income for housing or living in overcrowded or substandard housing. Although the reasons for homelessness vary, the primary cause of homelessness is a scarcity of affordable housing. Other factors that play a large part in homelessness, especially chronic homelessness, are mental and physical illness, criminal records, domestic violence, substance use disorders, negative credit or rental histories, lack of education, and/or lack of job skills.

Affordable housing is needed along with supportive services that address these other underlying factors in order to break the cycle of homelessness.

The City does not have services for the homeless, but relies on the Sutter-Yuba Homeless Consortium (SYHC) and the Continuum of Care process to provide services to the homeless. The SYHC is a regional, non-profit organization that brings together over 100 Stakeholders consisting of public and private agencies and organizations to address the full scope of housing and supportive services needed by the varying homeless population.

Annually the Homeless Consortium, along with volunteers, conduct a Point-in-Time (PIT) count of the sheltered homeless and a complete sheltered and unsheltered count every two years; the PIT is only a snap shot of the homeless population at any given time. 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 subpopulations, and helps to assess the progress in ending homelessness. The PIT count breaks down homeless residents into county demographics, but City specific demographics are unavailable.

The following section provides an assessment of the homeless population and needs based upon the 2023 PIT.

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If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that person’s experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):

Nature and Extent of Homelessness (for Sutter County – 2023):

Race: Sheltered: Unsheltered (optional)
White 63 191
Black or African American 4 9
Asian 5 1
American Indian or
Alaska Native
5 23
Native Hawaiian or Other
Pacific Islander
0 5
Multiple Races 22 45
Ethnicity: Sheltered: Unsheltered (optional)
Non-Hispanic/Non-Latino 79 228
Hispanic/Latino 20 53
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.

The 2023 Sutter County Point-in-Time (PIT) count identified 20 households with at least one adult and one child, a total of 60 persons. There are many causes of homelessness; among the causes are the lack of affordable housing, physical and mental illness that make it difficult to earn a living, domestic violence situations, and chronic substance abuse. The PIT identified 30 Veteran households; however, the 2019 Sutter-Yuba Veterans Stand Down reports assisting 97 homeless Veterans region-wide at their annual Stand Down event. The Yuba-Sutter Veterans Stand Down Office assists homeless Veterans on a daily basis with housing assistance and supportive services. During 2019, the Veterans Stand Down Office assisted approximately 380 homeless Veterans with housing assistance and supportive services. Many of these homeless Veterans have children in the household but there is no specific information if the homeless Veterans were families with children or were single adults. Regardless of the type of households, the causes for homelessness are like those of non-Veteran households.

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Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.

The homeless population counted by the 2023 PIT for Sutter County was primarily White, non-Hispanic.

Persons declaring White as their race made up 61% of the homeless population. Multi-Racial Americans made up .3% of the homeless population, persons declaring themselves as American Indian or Alaskan Native made up .7%, and persons declaring themselves as African American made up 3%. Non-Hispanic or Non-Latino persons made up 73% of the homeless population, 18% were Hispanic or Latino.

The homeless population is disproportionally White, American Indian or Alaskan Native, Black, and NonHispanic as compared to the Sutter-Yuba population as a whole.

Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

The 2023 PIT for Sutter County provides the most recent information about the nature and extent of sheltered and unsheltered homeless in the Sutter-Yuba Area. The PIT was conducted by the Sutter-Yuba Homeless Consortium and their partners and volunteers in January 2023. The 2023 PIT identified 101 persons in emergency shelters; of the homeless persons residing in emergency shelters, 36 persons were in families with children. Included in those 101 persons in emergency shelters were 18 persons having a serious mental illness; 9 persons were adults with substance abuse issues, and 8 were adult victims of domestic violence. There were 317 unsheltered persons; unsheltered persons included 24 persons in families with children. Included in those 317 unsheltered persons were 57 adults with a serious mental illness, 34 adults with a substance abuse issue, and 19 adult victims of domestic violence. There were no persons counted as residing in transitional or safe haven shelters.

Service providers have seen a higher incidence of homeless seniors recently than in past years due to a lack of affordable housing. The 2023 PIT for the Sutter-Yuba region reported 216 homeless seniors, age 55 and older.

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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:

This section evaluates the special housing needs and supportive services for special needs populations.

Special needs populations discussed in this section include seniors, disabled households, (including physical, mental, and the developmentally disabled), female-head of households, large families, and farmworkers within the City.

Describe the characteristics of special needs populations in your community:

Seniors, 65 years and older, make up 6.5% of the City’s population according to the 2016-2020 ACS 5-Year Estimates. Fifty-six point 5 (56.5) percent of seniors are females and 43.5% are males. Approximately 75% of all senior households are owner households and 25% are renter households. Twenty-three percent of owner households are experiencing a cost burden as compared to 69% of renter households. According to the 2016-2020 ACS 5-Year Estimates, 42% of seniors 65 and older have some type of disability. The incidence of disabilities increase with older seniors, 75 and older, 51% report some type of disability.

Senior households are considered a special needs group because the majority of seniors are considered low-income. Median monthly Social Security payments for the area are $1,976 for a single-person household and $3,089 for a couple.

Disabled households include persons with physical disabilities, mental illness, and developmental disabilities. The 2016-2020 5-Year American Community Survey estimates 12.9% of the City’s population have some type of disability. Seniors account for the largest percentage of disabled persons due to age related disabilities.

FREED Center for Independent Living Office, located in Yuba City, serves the needs of people with disabilities living in Sutter, Yuba, and Colusa counties. Their services include information and assistance to access a broad range of disability and aging services and supports, independent living skills training, housing assistance, including minor home repairs and modifications for safety and independence, peer support, personal assistance support, individual and systems advocacy, nursing home transition, youth transition, transportation support, traumatic brain injury services, Internet and computer access, assistive technology, including provision of wheelchairs and other durable medical equipment for consumers.

FREED estimates they serve approximately 600 clients annually.

Alta California Regional Center (ARC) serves 33,000 individuals with developmental disabilities and their families across a 10-county region which includes Sutter, Yuba, and Colusa counties. ARC provides case management and referral services to over 2.700 individuals across for the tri-county region of Sutter, Yuba, and Colusa counties. Of the over 1,300 individuals and families served in Sutter County, over 1,000 reside in Yuba City.

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Sutter-Yuba Behavioral Health provides mental health services to Sutter County and Yuba County residents including those living in Yuba City. During FY 2023/2024, they report providing services to 5,425 behavioral health clients. These clients have a range of diagnoses including depression, anxiety, bipolar disorder, and schizophrenia among others. Most patients are low-income and do not have private insurance. Sixty-four (^$) percent of clients served are 18-59 years old with youth and seniors making up the remaining portion of their clientele.

Female-headed households make up 12.8% of all households in the City; 6.2% of all households are female-headed households with children. Female-headed households are considered a special needs group because of the higher incidence of poverty in this type of household as compared with all households. The 2016-2020 5-Year American Community Survey estimates 28.6% of all female-headed households are below the poverty level, as compared to 15% of all households. The incidence of poverty increases in female headed households with children. Female headed households with children make up 37% of families below the poverty level.

Large families, as identified by the 2016-2020 5-Yeat American Community Survey, consist of a 4-or-moreperson household which makes up 31.4% of all households in the City. Twenty-eight (28) percent of large households are owner-occupied households and 35.5% are renter households. Large households are considered a special needs group because of their need for larger housing units. Larger households experience a higher incidence of overcrowding, especially in lower income households.

Domestic Violence Survivors: Casa de Esperanza, (Casa), has provided support to survivors of domestic abuse, sexual assault, stalking, and human trafficking. From Jan 1, 2024, to October 30, 2024, Casa reports receiving 980 calls for service related to domestic abuse during 2024; 47% were single persons and 53% were family households. From Jan 1, 2024, to October 30, 2024, Casa received 268 sexual assault calls for service; 56% were single persons and 44% were family households.

What are the housing and supportive service needs of these populations and how are these needs determined?
The housing and supportive service needs identified in this section were determined through consultation with service providers and advocacy groups and/or by reviewing census data, websites, the City’s 2021 Housing Element, and other agency plans.

Seniors have numerous housing and supportive needs. The Area 4 Agency on Aging serves a seven-county area which includes Yuba City. The Area 4 Agency on Aging 2016-2020 Area Plan identifies the needs of seniors. More and more seniors have expressed a desire to age in place. Regardless of their housing situation, low-income seniors need supportive services including meals, legal services, personal care assistance, and transportation. Other service needs may be programs providing elder abuse prevention and caregiver respite. Housing costs are the single largest expense for everyone, but can be a bigger challenge for seniors that must exist on a fixed income. Many low-income seniors need affordable housing to maintain a stable living situation and economic independence. Ideally, seniors should not pay more

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than 30% of their income for housing costs.

Seniors also develop physical disabilities resulting in mobility and self-care limitations. FREED Center for Independent Living serves disabled clients. A majority of their clients are seniors whose disabilities are age-related. Age-related disabilities interfere with the ability to remain independent. Disabled seniors need assistance with home repairs, home maintenance, accessibility modifications, and in-home supportive services.

Although seniors have a variety of housing options, including: independent living, assisted living, residential care facilities and skilled nursing facilities, the facilities providing a higher level of care are expensive. Lower income seniors cannot afford to take advantage of housing options that offer the supportive services associated with assisted living facilities. Most, if not all, affordable senior housing is independent living and does not provide supportive services such as housekeeping, meals, transportation, assistance with medication, etc. Consequently, lower income seniors may remain in independent living situations and struggle with mobility and self-care needs.

Disabled households are in need of a variety of housing options and supportive services depending on the disability. All advocacy groups for disabled clients agree the greatest unmet need of their clients is affordable housing.

Physically disabled households need affordable housing with accessible features. FREED reported that their clients are most in need of accessibility modifications including grab bars, threshold ramps, kitchen and bathroom modifications, and assisted technology. FREED also encouraged developers of housing to consider “visitability” when designing houses. “Visitability” is different from “Universal Design” and incorporates into the design three basic features, a zero-step entrance, doors with 32 inches of clear passage space, and one bathroom on the main floor that is wheelchair accessible. FREED staff encouraged this type of design because it does not impact the value or sale of the home, but provides disabled and senior persons who use wheelchairs and walkers the ability to live and visit the home.

Alta Regional have expressed that affordable, accessible, and safe housing is their number one unmet need for those individuals wanting to live independently. Housing is desirable in communities near work and public transportation.

Behavioral health clients need a variety of housing types. Some patients require institutional care and/or hospitalization, while others live independently in the community or in supported settings, such as board and care facilities. With respect to housing, Sutter-Yuba Behavioral Health reports the greatest need of behavioral health clients is affordable housing close to services. Behavioral Health clients, including those with families find it especially difficult to locate suitable, affordable housing due to limited incomes and high housing costs. Behavioral Health clients may find themselves homeless and in need of assistance with security deposits, utility deposits, and credit check fees. As with other marginalized populations, they may find it difficult to secure housing due to poor rental history and bad credit, which sometimes occurs as a

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result of acute phases of their illness. As a result, transitional housing can serve as a helpful stopgap measure between adequate housing and homelessness.

Female-headed households need affordable housing, transportation, educational programs, job training, and employment services. Those female-headed households with children also need affordable housing in areas near childcare, schools, and parks.

Large families need larger affordable housing units with adequate bedrooms to accommodate all family members.

Domestic Violence Survivors are typically displaced and need housing assistance in order to stabilize their situation. Housing assistance needs to include both emergency and transitional housing. Sexual assault, stalking, and human trafficking victims may also require housing assistance. Casa de Esperanza (Casa) provides emergency shelter assistance to domestic violence and sexual assault, stalking, and human trafficking victims.

In FY 2023, Casa provided a total of 5,503 bed nights for 142 individuals consisting of 82 women and 60 children, of whom 55 (39%) went on to be successfully housed and to break the cycle of violence. From 2022-2023, a 37.62% increase in domestic violence was reported as a reason for homelessness by Coordinated Entry, with 73 in 2021, 101 in 2022, 139 in 2023, and 108 in 2024, year to date.

The rising demand for emergency shelter placements for individuals and families impacted by domestic abuse and sexual assault has led to the 24-bed facility being at total capacity for 21 days over the past four months. In comparison, during the fiscal year 2023-2024, the shelter reached full occupancy of 33 days. This year, the shelter has already experienced 90 days of full occupancy. To address the growing need, Casa has applied for a grant from the Sutter Yuba Homeless Consortium for a Shelter Renovation Bed Expansion and Privacy Project. This initiative aims to increase the shelter capacity by adding 8 to 12 beds through the Homeless Housing Assistance Funds provided by the State.

Individuals affected by domestic abuse, sexual assault, and human trafficking also need supportive services, including crisis intervention, therapy services, supportive services including Housing Transition Navigation, Housing Sustainability, Housing Deposits, legal assistance, transportation, advocacy, and accompaniment. These needs are currently being met at the Hope Haven Counseling and Support Center, an extension of Casa. This public access point is separate from the Shelter (CASA) and provides ongoing assistance and resources to survivors who may not require or prefer shelter accommodation.

Casa identified the greatest unmet needs of individuals affected by domestic abuse, sexual assault, and human trafficking as additional emergency shelter beds, transitional housing, hotel vouchers for when shelter is not available, and Legal Aid offering legal assistance with divorce, child support, and custody/visitation orders.

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Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:

According to the California Department of Health, Office of AIDS, 2022 AIDS Surveillance In California Report, Sutter County has 62 cases of HIV. The Report does not include estimates of the number of persons who are infected but not yet diagnosed. Education and testing are important because the initial infection may present no symptoms for years, allowing the infected person to pass HIV to others unknowingly.

In addition to education and testing, HIV patients may need housing assistance, better access to medical and dental services, assistance with medical and drug costs, in-home care assistance, transportation, alcohol and substance abuse treatment, as well as psychological support.

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NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:

The public facility needs are wide ranging and include construction or rehabilitation of senior centers, youth centers, and public facilities for the disabled, childcare centers, homeless facilities, adult day care centers, mental health care facilities, health care facilities, general community centers, parking facilities, fire, and police stations.

How were these needs determined?
The public facility needs were determined by consultations with City staff as well as public and private service providers.

Describe the jurisdiction’s need for Public Improvements:

The public improvement needs are also wide ranging and include street improvements, sidewalks, water/sewer improvements, storm water/drainage improvements, ADA/accessibility improvements, lighting, neighborhood cleanup, parks and playgrounds, and landscape improvements. The majority of public improvement needs are located within lower income neighborhoods.

How were these needs determined?
Public improvement needs were determined by consultations with City staff.

Describe the jurisdiction’s need for Public Services:

New or expanded public service needs include supportive services for seniors, disabled, youth, homeless, substance abuse, mentally ill, and domestic violence victims. Additional public service needs are transportation, education, job training, tenant/landlord counseling, childcare, health, legal, and food.

How were these needs determined?
The public service needs were identified through consultation with public and private service providers.

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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:

The City experienced a moderate growth in population and housing development between 2020 and 2024.

Beginning in 2008 housing development was slowed, if not stopped, as a result of the housing crisis and economic slow-down. In addition, the City experienced a significant impact related to foreclosures during the economic downturn. In the last few years, the economy has rebounded along with the housing market.

The City’s housing remains more affordable than nearby cities; however, there is insufficient housing affordable to lower income households. Many very low-income households cannot find suitable, affordable housing. Many households are experiencing a cost burden, putting them at risk of homelessness.

Older, existing housing stock is typically more affordable to lower income households, but those older homes may be in need of repair due to the fact that lower income households do not have the resources necessary to address health and safety defects or deferred maintenance issues.

There are no Public Housing projects located within the City’s limits. The converted Public Housing units are older, but in overall good condition. The Housing Authority has completed major renovations on the units, including energy efficiency measures and water conservation devices. Demand for housing assistance has remained in high demand as evidenced by number of applicants on the Regional Housing Authority’s waiting list for Housing Choice Vouchers and affordable housing.

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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
This section examines the number and type of housing units in the City; the number of affordable housing units, whether the available housing meets the needs of the population and whether certain housing types are needed.

All residential properties by number of units
Property Type Number %
1-unit detached structure 15,895 66%
1-unit, attached structure 1,180 5%
2-4 units 1,915 8%
5-19 units 1,720 7%
20 or more units 2,050 9%
Mobile Home, boat, RV, van, etc. 1,155 5%
Total 23,915 100%
Table 25 – Residential Properties by Unit Number
Data Source: 2016-2020 ACS
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 60 0% 345 3%
1 bedroom 175 1% 1,755 17%
2 bedrooms 1,315 10% 4,485 43%
3 or more bedrooms 10,985 88% 3,840 37%
Total 12,535 99% 10,425 100%
Table 26 – Unit Size by Tenure
Data Source: 2016-2020 ACS
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

According to the most recent inventory of assisted housing affordable to low- and moderate-income households, the City has a total of 595 units of affordable housing. The City does not own any of the affordable units, the units are either owned by the Regional Housing Authority (RHA), a non-profit or privately owned. The majority of the 595 are affordable to low- and very low-income households; 162 of the units are set aside as senior/disabled housing and 190 of the units are set aside as farmworker housing.

In addition to the units noted above, the RHA manages 896 Housing Choice Vouchers within the City’s limits.

Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

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Housing Element law requires jurisdictions within California to identify affordable rental housing units eligible to convert to market rate housing within 10 years of the beginning of the 8-year planning period of the Housing Element. The City’s most recent Housing Element planning period began in October, 2021; therefore, the Housing Element assessment identified units with affordable housing contracts expiring by October, 2029 and conversion of affordable units to market rate units is possible.

The 2021 Housing Element identifies two projects within the City at risk of converting to market rate during the current Housing Element cycle. Those projects are Sutter Village and Live Oak Apartments; both are owned by for-profit developers whose contracts for HUD Project Based Section 8 assistance are renewed annually. Sutter Village Apartments is a 74-unit apartment project and Live Oak Apartments is an 88-unit apartment project. However, the overall contract for each of these projects expires after the end of the current planning period. Because their project’s Section 8 contracts must be renewed annually, a total of 109 assisted units are at risk of conversion to market-rate housing within the current planning cycle. Program H-B-3 commits the City to monitoring units at risk and taking steps to prevent them from converting to market rate, if needed.

Does the availability of housing units meet the needs of the population? The 2016-2020 American Community Survey 5-Year Estimates data shows the City has a total of 23,915 housing units, nearly a .01% decrease in housing units as reported in the 2020 U.S. Census. According to the 2016-2020 ACS 5-Year data, 71% of housing units are single-family structures (including duplexes and townhouses), approximately 24% are multifamily structures (two or more units per structure) and the remaining 5 % are mobile homes and trailers. Ninety-six percent (96%) of all housing units are occupied and 4% are vacant. Reasons for vacant units range from units vacant - for rent, vacant - for sale, seasonal/recreational units, and migratory worker housing. In other words, not all units included in the 4% vacancy rate above are available to rent. Likely the vacancy rate is closer to 2% if you consider units vacant and for rent only. Service providers that assist lower income households indicate their clients have a difficult time securing housing due to the lack of affordable rental housing. The types of housing available may not meet the needs of lower income households and specific populations and is discussed below.

Approximately 52% of the City’s housing supply is owner-occupied and 48% renter-occupied. The percentage of owner-occupied units has decreased from 2011 to 2017 from 55% percent to 45%. Although the number of rental units has increased slightly, those units may not be affordable to lower income households. The majority of owner-occupied homes are 2 or 3-bedroom units, the majority of renteroccupied units are 2 and 3 bedroom units as shown in Table 26.

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Describe the need for specific types of housing:

Additional multi-family and single-family affordable housing is needed to accommodate those households who are now experiencing a cost burden and living in overcrowded situations. Based on housing provider statements, especially needed are additional multi-family units targeted to very low-income households.

Housing providers state that they are finding it more and more difficult to secure affordable housing for their clients. The need for affordable housing is also demonstrated by the Housing Choice Voucher (HCV) Rental Assistance and Public Housing waiting lists. The Regional Housing Authority reports 1,100 applicants on the HCV waiting list and over 3,000 applicants on the housing waiting list.

Special needs populations also require specific types of housing and housing in close proximity to services that address their needs. All service providers who advocate on behalf of special needs populations identified a serious need for affordable housing, but many have specific needs. Disabled households, including those with developmental and mental disabilities, need accessible housing, proximity to services, and transit, and the availability of group living opportunities. Female heads of household need housing located near child-care facilities, schools, parks, and transit. Large-families require multifamily housing with more bedrooms than typically available in more affordable multifamily projects. Seniors need accessible housing and in-home support services.

Discussion
Since 2010 the City’s population has increased by 4% from 64,925 in 2010 to 67,536 in 2019. When compared to neighboring jurisdictions, Yuba City had the third largest population growth between 2010 and 2019. Live Oak and Marysville’s populations increased 5%in the same time period. Sutter County’s overall population increased by 3%, while the population of the unincorporated area of the county decreased by 1%. The population change in Sutter County and Yuba City is largely attributed to the City’s annexation of unincorporated land. In additions, there was an influx of population in Sutter County and its cities as a result of the Camp Fire in Paradise in nearby Butte County that may not be fully accounted for. According to the Department of Finance estimates released in 2020, the estimated 2020 Yuba City population was 70,458, (most recent data available as of March 2021).

The Sacramento Area Council of Governments (SACOG) allocates a “fair share” of the region’s projected housing needs to each City and county. The Regional Housing Needs Allocation (RHNA) plan is required by state law and is part of the statewide statutory mandate to address future housing needs. The allocations are provided per household income group and are for the upcoming housing element planning period January 2021 through October 2029. The RHNA Plan allocated 3,308 new housing units to the City for the planning period 2021-2029. Of the 3,308 total housing units, 756 units are to be affordable to very lowincome households, 455 units affordable to low-income households, 622 units affordable to moderateincome households, and 1,475 units affordable to above moderate-income households.

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This planning process is not an accurate assessment of the actual needs of the City’s residents by income groups, but that the City’s goals, policies and objectives will insure housing for all economic segments of the community.

Lack of affordable housing can exacerbate existing concerns for overcrowding, overpayment, and homelessness. Stakeholders attributed the lack of affordable housing in the City to the housing market influencing rising rents, due in part to the cost of development, which outpaces the ability for residents to access housing. Where affordable housing is available, standards to secure housing, such as prior rental history and credit checks, continue to make housing inaccessible for some very low- and extremely lowincome households. Additionally, the heightened competition for limited affordable housing puts populations that need assistance in applying for housing, such as seniors or persons with a disability, at a disadvantage. Developers of new affordable housing projects will have to rely on Federal and State funding sources that are competitive and may be difficult to secure.

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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
This section examines the cost for both purchase and renter housing. This section then compares the cost of housing versus affordability by income level and whether there is a sufficient amount of housing affordable at all income levels.

Cost of Housing
Base Year: 2009 Most Recent Year: 2020 % Change
Median Home Value 191,100 304,600 55%
Median Contract Rent 785 953 21%
Table 27 – Cost of Housing
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Rent Paid Number %
Less than $500 900 8.6%
$500-999 5,070 48.6%
$1,000-1,499 3,780 36.3%
$1,500-1,999 395 3.8%
$2,000 or more 279 2.7%
Total 10,424 100.0%
Table 28 - Rent Paid
Data Source: 2016-2020 ACS
Housing Affordability
% Units affordable to Households earning Renter Owner
30% HAMFI 395 No Data
50% HAMFI 1,280 465
80% HAMFI 5,170 1,315
100% HAMFI No Data 2,695
Total 6,845 4,475
Table 30 – Housing Affordability
Data Source: 2016-2020 CHAS

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Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $1,125 $1,132 $1,461 $2,059 $2,479
High HOME Rent $981 $1053 $1,264 $1,452 $1,600
Low HOME Rent $770 $825 $990 $1,143 $1,275
Table 31 – Monthly Rent
Data Source: 2024 State HOME Rent Limits - Effective June 1, 2024 Is there sufficient housing for households at all income levels? According to the website RentData.org, as of fiscal year 2024, the average rent in the City for a one bedroom apartment was $1,197, a two bedroom, $1,522, a three bedroom $2.133, and a four bedroom $2,556.

Households earning less than 50% of the Household Area Median Family Income (HAMFI) will have a difficult time finding affordable housing. Households earning less than 50% of the median income make up approximately 23% of the households in the City, but only 6% of the City’s housing stock is affordable to very low-income households. Very low-income households do not earn sufficient income to afford to purchase a home and most will need to reside in State or Federally subsided rental housing in order to achieve affordability or will suffer a severe cost burden, (pay more than 50% of gross income for housing costs).

Households earning 50% to 80% of the HAMFI make up approximately 73% of the households in the City.

Based on the CHAS data, there are currently sufficient rental units in the City affordable to this income group. Households earning 50% to 80% of the HAMFI will encounter difficulty finding affordable purchase housing. Households at the lower range of this income group most likely will not be able to afford to purchase a home. The majority of households earning 50% to 80% of the HAMFI are renter households, because they cannot afford to purchase a home.

Households earning 80% to 100% of HAMFI should be able to afford most, if not all, rental housing in the City. Based on the information regarding affordability of purchase housing below, a household earning 100% of HAMFI is able to purchase a median priced home in Yuba City.

According to Zillow.com the median price home in the City, as of September 2024, is $439,095. The maximum affordable purchase price for a low-income family of four earning $70,300 annually, (80% of 2024 median income for a family of four), is $413,000. Most low-income households will need Federal or State assistance in order to purchase a home. The maximum affordable purchase price for a family of four earning $64,800 annually (100% of 2024 median income for a family of four), is $327,333. These affordable maximum purchase prices are based on a 30-year fixed rate loan at the current interest rate of 3.6% and a 5% down payment. The affordable purchase price for households earning 80% of the median income are calculated based on the household paying 30% of their monthly income for housing costs. In

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comparison, the affordable purchase price for households earning 100% of the median income are calculated based on the household paying 35% of their monthly income for housing costs. The HUD standard is a household should not pay more than 30% of their income for housing costs; however, higher income households may be able to afford paying a higher percentage of their income for housing costs.

Mortgage lenders may allow a higher percentage of income going to housing costs, especially if the household’s other credit payments, (car payments and revolving loan payments), are low.

In the past few years, homebuyers have faced a challenging “double whammy” as both mortgage rates and home prices have shot up. This squeeze on affordability has limited the purchasing power of many aspiring homeowners. However, with the mortgage rates gradually declining in recent months, it’s allowing potential homebuyers an opportunity to purchase a home.

Typically, smaller households, such as single-person households and female headed-households, may have difficulty purchasing a home.

How is affordability of housing likely to change considering changes to home values and/or rents?
California has seen many highs and lows in the housing market as has Yuba City. It is expected that those highs and lows will continue with a long-term upward trend in housing prices. The upward trend in housing costs will mostly result in a decrease in homeownership; however, housing costs in Yuba City in comparison to other cities in California are some of the most affordable.

As of October 15, 2024, mortgage interest rates in California are 6.58% for a 30-year fixed mortgage and

5.93% for a 15-year fixed mortgage.

Housing Market: Yuba City's housing market is very competitive, with homes selling in around 22 days.

The average home sells for around list price, but hot homes can sell for about 2% above list price.

Home Prices: The median sale price in Yuba City was $433,167 as of July 31, 2024, with a median list price of $472,983.

Forecasts: The Mortgage Bankers Association and others forecast that interest rates will drop to the high 5% range next year and mid 5% by 2026. The California Association of Realtors (CAR) forecasts that the median home price in California will rise 4.6% to $909,400 in 2025.

Deptofnumbers.com provides a history of the median gross rent for 2006 through 2017 in Sutter County including Yuba City. Rental costs remained relatively steady during the 10-year period 2006 through 2016; however, in 2017 the median rent increased from $936 in 2016 to $1011 in 2017, an 8% increase. The supply of rental housing has not kept up with demand driving up the cost of rental housing. Multifamily housing is typically the most affordable housing to lower income households. Additional multi-family housing has not been constructed during the last five years. It is expected that rents will continue to increase, unless the supply of rental housing, especially multifamily housing is increased. If the limited

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supply of rental housing continues, it will be difficult if not impossible for lower income households, especially those with poor rental history, credit issues, etc. to compete for available rental units.

Gross rent is defined as contract rent plus the estimated average monthly cost of utilities (electricity, gas, water and sewer) and fuel (oil, kerosene, wood, etc.). Because some rentals include utilities and others don’t, gross rent is a way of normalizing the variability.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? The area median gross rent of $1,336 in 2018 is higher than the High HOME rents for 1 and 2 bedroom units and for a 1 bedroom FMR, as well as the Low HOME Rents for all bedroom sizes but lower than the FMR and High HOME rent for 3 and 4 bedroom units.

The City will need to encourage and support both for-profit and non-profit developers using Federal and State subsidies, such as Low-Income Housing Tax Credits and HOME, to construct housing targeted to households earning less than 50% of median income. Affordable one and two bedroom developments for seniors, disabled households, and single parent households are needed, as well as 3 and 4-bedroom multifamily housing for larger family households. The City will also continue its relationship and support the Regional Housing Authority to increase the supply of Public Housing units and Section 8 Housing Choice Vouchers needed to address the affordable housing needs of very low-income households in the City. The City’s Housing Rehabilitation Programs will also be another means of maintaining affordable housing stock available to low-income households.

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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
This section describes the condition of the City’s housing stock and estimates how many housing units may be in need of assistance due to age or condition. It is important to assess the condition of housing since older housing typically is the most affordable to lower income households; however, older units may not meet “standard condition” housing defined below. Older housing typically requires more maintenance and repair adding to the incidence of housing problems among lower income households who do not have resources to make repairs or find alternate housing. Housing built prior to 1980 may contain lead hazards or units with health and safety defects may pose health risks to lower income households as well.

Definitions
The City defines “standard condition” housing as a housing unit that has no health and safety defects and meets HUD Housing Quality Standards; “substandard housing” condition is a housing unit suitable for rehabilitation whose deteriorated conditions can be corrected to meet HUD Housing Quality Standards at a cost not exceeding 50% of the value of the unit. If costs of repairs exceed 50% of the unit value, then the unit is not suitable for rehabilitation and is in need of replacement.

Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 3,490 28% 4,780 46%
With two selected Conditions 45 0% 590 6%
With three selected Conditions 0 0% 0 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 9,000 72% 5,050 48%
Total 12,535 100% 10,420 100%
Table 32 - Condition of Units
Data Source: 2016-2020 ACS
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 3,825 31% 1,365 13%
1980-1999 4,605 37% 3,315 32%
1950-1979 3,390 27% 4,435 43%
Before 1950 715 6% 1,310 13%
Total 12,535 101% 10,425 101%

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Table 33 – Year Unit Built
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 4,840 40% 5,420 56% Housing Units build before 1980 with children present 2,815 22% 1,380 13% Table 34– Risk of Lead-Based Paint
Data Source: 2011-2015 ACS (Total Units) 2011-2015 CHAS (Units with Children present) Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units 0
Abandoned Vacant Units 0
REO Properties 0
Abandoned REO Properties 0
Table 35 - Vacant Units
Need for Owner and Rental Rehabilitation
Approximately 43% of the City’s housing stock was built prior to 1980 and 57% built after 1980.

Approximately 77% of the City’s housing was built prior to 1999. Older housing stock, especially those units constructed prior to 1980, could be in need of repair or rehabilitation.

The 2016-2020 American Community Survey (ACS) data, (Table 32), shows there are 8,905 or 39% of all households with some type of housing condition. Renter households have a higher incidence of housing problems, 52% of all renter households report at least one housing problem in comparison to 28% of all owner-occupied households. Housing conditions reported in this section are similar to housing problems discussed in the Housing Needs Section and include: 1) lack of complete plumbing facilities; 2) lack of complete kitchen facilities; 3) more than one person per room; and 4) cost burden greater than 30%.

Therefore, the ACS data in Table 32 does not provide an accurate assessment of the need for housing rehabilitation, given housing problems include cost burden, not just physical housing problems requiring repair. Further examination of the ACS data shows that almost all of the housing in the City has essential services. Less than 1% of housing lacks complete plumbing facilities and less than 1% live in housing that lacks complete kitchen facilities.

Estimated Number of Housing Units Occupied by Low- or Moderate-Income Families with LBP Hazards
As noted above, an estimated 47% of the City’s housing stock, or 10,260 units, were built prior to 1980 and may contain lead-based paint hazards.

Data Source: 2016-2020 CHAS

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The number of housing units within the City occupied by extremely low-, very low-, low-, and moderateincome households with children present, and may contain lead-based paint, is estimated to be 2,072.

This number was calculated by multiplying the percentage of low and moderate-income households by the number of housing units in the City built prior to 1980, with children present. Lower income households are more likely to live in older more affordable homes but may not have financial resources to pay for testing and lead paint abatement.

Sutter County Public Health Department administers a Childhood Lead Poisoning Prevention Program that provides outreach and education to prevent lead poisoning and nurse case management for children who are lead burdened in Sutter County. During the Consolidated Planning process the Sutter County Public Health Nurse/Childhood Lead Poisoning Prevention Program Coordinator was contacted to obtain data related to lead-based paint poisoning. The Public Health Nurse stated annually there have been 4 to 8 cases for the period 2020 to 2024 that met State criteria and required full case management services. For cases that met State criteria, a nursing and environmental home investigation is completed to determine the source of exposure. During the same period, 2020 to 2024, there have been 500 to 800 children with lead detected in their blood. For these lower levels that don’t meet the State criteria, it can be difficult to determine the exact cause because resources do not allow for a full investigation. No level of lead is considered safe. Even a small amount of lead in the blood has been shown to cause issues with growth and brain development. In Sutter County, most of the higher-level lead poisoning cases are a result of lead-based paint, traditional cosmetics. (Surma Sindoor, Kohl used by many Middle Eastern cultures) or by recent immigration to the U.S.

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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
This section examines the supply and condition of Public Housing. The City does not own or operate any Public Housing units. The Regional Housing Authority (RHA) covers a four-county area, Sutter, Yuba, Nevada, and Colusa counties and is the Public Housing Agency that serves the City. The information regarding the number of Public Housing Units and Housing Choice Vouchers in the Tables below are for Yuba City units only.

Totals Number of Units
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
# of units
vouchers
available 0 0 173 896 0 0 0 0 0
# of
accessible
units 0 0 0 0 0 0 0 0 0
Table 36 – Total Number of Units by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Describe the supply of public housing developments:

Describe the number and physical condition of units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:

The RHA owns and manages Public Housing as well as the Housing Choice Voucher (HCV) Rental Assistance Program in Yuba City. As noted above, the City does not own any Public Housing units. The RHA serves a multi-county area; 123 of the Public Housing units owned and operated by the RHA and identified above are located within City limits. Those units include 99 units at Richland Housing and 24 units at River City Manor.

Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:

The overall condition of Public Housing units owned and operated by the RHA is good. The PNA for Richland Housing Center states the property is well maintained and is in good overall condition. New renovations had been completed on 12 of the units, including new siding, windows, bathroom, HVAC, new Data
Source:

PIC (PIH Information Center)

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roofs, water heaters, some kitchen improvements, and exterior painting. Fourteen (14) units at 476 Garden Highway (3 buildings) and roofing replaced in 2019. The 14 remaining units have been upgraded on an as-needed basis with new appliances, HVAC replacements, and interior finishes at the time units are turned over. The PNA for River City Manor states the property is well maintained and appears to be in good to fair overall condition. In 2019, all windows and vinyl siding were replaced; improvements to the property include roof replacement, re-landscaping of front yards, as-needed appliance and HVAC replacements, and as-needed replacement of interior finishes as units are turned over.

The units must pass a Housing Quality Standards (HQS) inspection prior to a new tenant moving in.

Additionally, HQS Inspections are conducted annually for all Public Housing units and Housing Choice Voucher (HCV) assisted units. The RHA educates voucher holders at the HCV briefings about HQS information, offers suggestions on how to talk to potential landlords about the Voucher Program, and encourages participants to know their rights as tenants. All of these efforts help ensure that Voucher Holders occupying private rental units are living in safe and decent conditions.

Public Housing Condition
Because the RHA is designated as a small Housing Authority with less than 250 Public Housing units, the inspections for all units are combined into one score. The Richland Housing Center Average Inspection score above includes all Public Housing, including Richland Housing, River City Manor, and Live Oak Apartments, (Live Oak Apartments is located within Sutter County, but outside the City limits). The most recent inspection by HUD’s Real Estate Assessment Center (REAC) was completed in June 2019. The maximum score is 100 and the average inspection score for all the RHA units was 93, maintaining their high performer status.

Public Housing Development Average Inspection Score
Richland Housing Center 93
Table 37 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:

RHA staff identified the following restoration and revitalization needs for Richland Housing and River City Manor:

Eighty-seven (87) units at Richland Housing need bathrooms remodeled and modern, water conserving toilets, showerheads, and faucets installed. The 12 units not previously renovated need new water heaters, HVAC units, double pane windows, and kitchens remodeled.

All 24 units at River City Manor units need new flooring, kitchen cabinets, and countertops.

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Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing:

The RHA sets goals and objectives in their 5-Year and Annual Plans for improving the living environment of Public Housing residents. Those goals and objectives include:
• RHA staff will explore the repositioning of the entire 173-unit Public Housing portfolio through the Streamlined Voluntary Conversion process, or the RAD process. RHA staff will recommend to the Board of Commissioners moving forward whichever process is most advantageous and economically feasible to the agency.
• The RHA will continue to utilize Project Based Section 8 Vouchers as a tool to develop new affordable housing units.
• The RHA will work with community partners and Social Service agencies to apply to HUD for Streamlined Section 8 Vouchers for Non-Elderly Disabled (NED) households. • The RHA will work with community partners and Social Service agencies to apply to HUD for the new Foster Youth to Independence (FYI) initiative that will offer Vouchers to PHAs to prevent or end homelessness among young adults under the age of 25 who are, or have recently left, the foster care system without a home to go to.
• The RHA will apply to HUD Headquarters, when applicable, for a waiver on the cap on Project Based Vouchers, to increase that cap to up to 50% total, (including the 10% for special needs projects).

The RHA continues to increase the availability of safe, decent, affordable, and suitable housing free from discrimination. The RHA has partnered with local City and County Administrations to create innovative housing opportunities for low-income families within the jurisdiction. The RHA is always working towards their goal of providing safe, decent, affordable housing. Their FSS programs for both Housing Choice Voucher and Low-Income Public Housing will continue to provide participants with a variety of programs and support services that promote self-sufficiency.

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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
This section describes facilities and services targeted to homeless persons and mainstream services that also support homeless persons. The information contained in this section was obtained through consultation with the Sutter-Yuba Homeless Consortium and the 2023 Point In Time count.

Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive
Housing Beds
Year-Round
Beds
(Current &
New)
Voucher /
Seasonal
/Overflow
Beds
Current &
New
Current &
New
Under
Development
Households with
Adult(s) and
Child(ren)
104 30 0 0 0
Households with Only
Adults
108 0 0 0 0
Chronically Homeless
Households
0 0 0 0 0
Veterans 0 0 0 29 0
Unaccompanied
Youth
0 0 0 0 0
Table 38 - Facilities and Housing Targeted to Homeless Households Data Source Comments: Sutter-Yuba Homeless Consortium- Continuum of Care Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons The Sutter-Yuba Homeless Consortium (SYHC) is a comprehensive “continuum of care” service system for homeless with a broad range of collaborating participants in the community. The SYHC Continuum of Care Resources Guide lists mainstream services that also serve homeless individuals and families. Those services include domestic violence and sexual assault services, crisis intervention, drug and alcohol, health services, disability services, employment services, provision of food, Veterans services, and legal assistance.

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List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

The City does not provide services directly, but as noted previously, is working within the framework of the Sutter-Yuba Homeless Consortium (SYHC) to provide homeless services and address facility needs. It should be noted that because of the regional, cooperative effort between Sutter-Yuba jurisdictions and service providers, the City's homeless persons are able to avail themselves of shelters and housing services on a region-wide basis. Assistance available to homeless individuals and families within the service area of the SYHC include motel vouchers, assistance with rent and security deposits and utilities, emergency shelters, transitional shelters, and case management. The following agencies and organizations provide services and facilities to homeless persons, including families, veterans, chronically homeless, and youth:
• The Salvation Army
• Casa de Esperanza
• Twin Cities Rescue Mission
• Regional Emergency Shelter Team
• Central Valley Homeless Veterans Assistance Program
• Sutter County Health and Human Services
• Yuba County Health and Human Services
• Sutter County 1 Stop
• Yuba County 1 Stop
• Sutter-Yuba Behavioral Health Services
• Hands of Hope
• Bridges to Housing
• Harmony Health
• Ampia Health
• Adventist Health
• Michael Protho & Associates Family Counseling
• Yuba Sutter Arts
• California Rural Legal Assistance
• Social Security
• Narcotics Anonymous
• Alcoholics Anonymous
• Regional Housing Authority

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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
This section addresses the supportive housing needs of non-homeless special needs populations. The City does not provide services directly, but does use a portion of its Community Development Block Grant funds to address the supportive housing needs of non-homeless special needs populations.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
Supportive housing needs vary by population. Supportive housing needs include transitional housing and permanent supportive housing, along with case management services. Independent, affordable housing is also needed, but special needs populations like the elderly, frail elderly, and disabled may need in home care, housekeeping, medications, and/or transportation. Independent living situations accompanied by in-home supportive services for the elderly and disabled are not affordable to lower income households.

Housing types like congregate care and assisted living are not typically offered as part of senior/disabled affordable housing.

The City does not provide supportive housing for special needs populations, but relies on public and private agencies specializing in the needs of their targeted populations to provide services and coordinate housing. All of the service providers consulted during the development of the Consolidated Plan indicated a need for additional supportive housing and/or affordable housing targeted to their specific population served. In addition, funding for new or expansion of supportive services connected to the housing is needed.

The supportive housing needs are also discussed in the Non-Homeless Special Needs Assessment Section and Public Housing Needs Assessment Sections of the Consolidated Plan.

Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
The City is not in a position to implement a Discharge Coordination Policy and relies on the Sutter-Yuba Homeless Consortium and its member agencies to address the needs of those likely to become homeless after being discharged from a public institution or care facility.

The Sutter Yuba Homeless Consortium Continuum of Care has developed the following Coordinated Entry Process (CEP) for the entire geographic area of Sutter and Yuba Counties to meet the Department of Housing and Urban Development (HUD) and State of California Department of Housing and Community Development (HCD) guidelines. The primary goals of this CEP are that assistance be allocated as effectively as possible and that it be easily accessible to persons experiencing homelessness. This Coordinated Entry

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Process is mandated for all recipients of Continuum of Care (CoC) and Emergency Solutions Grant (ESG) funding and was developed in accordance with the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act of 2009 and its implementing regulations. Coordinated Entry Processes help communities prioritize assistance based on vulnerability and severity of service needs to ensure that people who need assistance the most can receive it in a timely manner. In addition, a Coordinated Entry Process provides information about service needs and gaps to help communities plan their assistance and identify necessary resources.

Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals.

91.315(e)
As noted above, the City does not provide housing or supportive services but will provide funding to service agencies that address the housing and supportive services needs of non-homeless special needs populations.

The City will make available to service providers Community Development Block Grant funding for special needs activities; for example, the FREED Accessibility Improvement and Habitat for Humanity’s Exterior Home Repair Programs that assists disabled and senior households.

For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2))
Not applicable as the City is not an entitlement/consortia grantee.

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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment The City’s 2021-2029 Housing Element, (2021 Housing Element), provides a detailed analysis of potential barriers to affordable housing development, including local, State, and Federal governmental constraints, market constraints and environmental constraints. The following provides a summary of discussion contained in the City’s 2021 Housing Element:

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

Several state and federal housing programs provide financial assistance to very low-, low-, and moderateincome households for monthly housing costs, rehabilitation, and down payment assistance.

Development standards are available online through the City’s online code of ordinances. Design guidelines, including for each specific and master plan are also available on the City’s website.

Land Use Regulations:

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

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

Permits and Fees:

The 2021 Housing Element concludes that permits and fees in the City are low in comparison to most other cities in the Sacramento region and do not represent a significant financial constraint to housing development. The City Council has recently approved a reduction in Development Impact Fees within the existing City Limits to equal the Infill Development Impact fees in order to encourage housing development.

Infrastructure:

The provision of on-site improvements, such as streets, sidewalks, curbs, gutters, storm drainage facilities, water distribution facilities, sewer collection facilities, street lighting facilities, fire hydrants, landscaping and irrigation, and all other work and improvements depicted or required on the Improvement Plans for the Construction, as approved by the City Engineer, and any approved amendments thereto, and Conditions of Approval, and in compliance with Chapter 2 of Title 8 of the City Municipal Code and the

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Subdivision Map Act Improvements shall be done following the construction standards contained in the most current edition of the City Standard Specifications and Details and, to the extent not addressed therein, under the State of California Department of Transportation Standard Plans and Specifications, as amended by special provisions approved by the City Engineer.

Development Review Process:

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

Building Code and Enforcement:

The City has adopted the State Building Codes that represent the minimum construction standards within the State of California and thus do not place an undue burden on the construction or rehabilitation of affordable housing.

Reasonable Accommodation and Housing for Persons with Disabilities:

In accordance with California State SB 520, the 2021 Housing Element analyzes potential and actual government constraints specifically on development of housing for persons with disabilities. The Americans with Disabilities Act (ADA) is supported at the State and local level. The City follows State codes, which are more restrictive than Federal codes.

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

The City does not have an official provision for reasonable accommodation, (modifications or exceptions to zoning laws and other land use regulations which make it easier for persons with disabilities to gain access to housing). The 2021 Housing Element identifies a program for adopting a reasonable accommodation ordinance scheduled for completion during the current Housing Element cycle. At this time staff report an informal policy to “do whatever possible to assist” persons with disabilities to have access to housing.

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Market Constraints
Market constraints significantly affect the cost of housing and can pose barriers to housing production and affordability.

Vacant/Underdeveloped Land:

The availability of vacant land does not appear to be a constraint on future development in the City. As of February 2021, there are approximately 349 acres of vacant land zoned for residential development within the City limits along with a large amount of land in the unincorporated SOI and a large amount of agricultural land that may be rezoned for residential development in the future.

Residential Land Costs:

Due to a wide availability of land in the Yuba City area, developers do not compete for new properties and land is cheaper on average than in the rest of the State.

Site Development Costs:

Development costs (infrastructure costs) do not appear to be a constraint to the construction of housing in the City.

Construction and Soft Costs:

Construction and soft costs are comparable to those of surrounding communities and do not appear to be a constraint to the construction of housing in the City.

Availability of Financing:

Financing is readily available to credit worthy contractors and residential developers for projects in the City. Current interest rates are low, but vary depending on the loan term and down payment. In general, credit-worthy buyers in the City do not have difficulty obtaining loans.

Environmental Constraints
Environmental phenomena such as flooding and seismicity present a minor constant risk to the City, but are not considered constraints to housing development. Nowhere in the City is development precluded; environmental constraints can be mitigated through appropriate residential design.

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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
This section addresses non-housing community development needs, including economic development needs. The section analyzes the jobs versus workforce and education or job training needs.

Economic Development Market Analysis
This section of the Plan describes the City’s economic development asset needs, whereas the Needs Assessment section of this Plan, specifically NA‐50 (Non‐Housing Community Development Needs), described the City’s needs for public facilities, improvements and services.

Yuba City is located near the Feather River at the base of the Sutter Buttes—known as the smallest mountain range in the world. Just 40 miles north of Sacramento, Yuba City is the agricultural, economic and social hub of the Yuba-Sutter region. Providing a unique blend of urban amenities and small-town charm, Yuba City’s historic downtown is the perfect backdrop for shopping, entertainment, and community events.

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Business Activity
Business by Sector Number of
Workers
Number of
Jobs Share of Workers
%
Share of Jobs
%
Jobs less workers
%
Agriculture, Forestry, Fishing, Hunting and Mining 2,117 856 10 5 -5 Arts, Entertainment, Recreation, and
Accommodations 2,638 2,460 11 15 3
Construction 1,995 840 6 5 -1
Education and Health Care Services, and Social
Assistance 5,813 3,595 20 22 2
Finance, Insurance, Real Estate, Rental and Leasing 1,309 745 4 4 0 Information 254 172 1 1 0
Manufacturing 1,990 1,183 8 7 -1
Other Services, except Public Administration 1,171 602 3 4 0 Professional, Scientific, Management and
Administrative Services 2,022 705 6 4 -2
Public Administration 1,625 0 0 0 0
Retail Trade 3, 384 3,486 15 21 6
Transportation, Warehousing, and Utilities 1,573 201 4 1 -3 Wholesale Trade 762 471 4 3 -1
Total 26,653 15,316 -- -- --
Table 39 - Industry
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)

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Labor Force
Total Population in the Civilian Labor Force 30,392
Civilian Employed Population 16 years and over 28,110
Unemployment Rate 7.5
Unemployment Rate for Ages 16-24 62.2
Unemployment Rate for Ages 25-65 57.2
Table 40 - Labor Force
Data Source: 2016-2020 ACS
Occupations by Sector Number of People
Management, business, science, and arts 7,702
Service 5,303
Sales and office 6,235
Natural resources, construction, and maintenance 3,908
Production, transportation and material moving 3,505
Table 41 – Occupations by Sector
Data Source: 2016-2020 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 16,697 66%
30-59 Minutes 5,566 22%
60 or More Minutes 2,783 11%
Total 25,046 99%
Table 42 - Travel Time
Data Source: 2016-2020 ACS

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Education:

Educational Attainment by Employment Status (Population 25 to 64 years) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor
Force
Less than high school graduate 3,976 1,374 2,240
High school graduate (includes
equivalency) 5,986 789 2,325
Some college or Associate's degree 9,742 833 2,980
Bachelor's degree or higher 5,105 350 1,095
Table 43 - Educational Attainment by Employment Status
Data Source: 2016-2020 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 1,246 0 0 0 0
9th to 12th grade, no diploma 0 0 0 0 0
High school graduate, GED 2,165 8,254 6,758 12,236 6,349 Some college, or associate's degree 2,708 0 0 0 0
Bachelor's degree or higher 260 1,154 1,559 3,321 1,466 Table 44 - Educational Attainment by Age
Data Source: 2016-2020 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 20,056
High school graduate (includes equivalency) 27,327
Some college or Associate's degree 32,648
Bachelor's degree 48,865
Graduate or professional degree 67,179
Table 45 – Median Earnings in the Past 12 Months
Data Source: 2016-2020 ACS

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Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
The major employment sectors within the City are: Education and Health Care Services, and Social Assistance, (21.8%); Retail Trade, (12.7%); and Arts, Entertainment, Recreation, and Accommodations (9.9%).

Describe the workforce and infrastructure needs of the business community:

The three major employment sectors in the City, Education and Health Care Services, and Social Assistance; Retail Trade; and Arts, Entertainment, Recreation, and Accommodations), all have available job opportunities and are in need of qualified employees.

The City’s roots are agriculturally based. Agricultural jobs typically require lower educational levels and are low-paying; however, the City has evolved over the years and now has a diversity of business and professional services. The City has become an employment center for the Yuba-Sutter Metropolitan Statistical Area (MSA) and a bedroom community to Sacramento, the California State Capital. The City’s businesses need educated and skilled employees. As the economy improves and businesses look for new opportunities to open or expand in the City, they may need assistance with location options, permitting, regulatory and environmental issues, employee training, and recruitment.

In order for the City to attract additional manufacturing the City will need to increase zoning for light industrial and provide the needed infrastructure.

Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

In 2008, the City adopted an Economic Development Strategy and Work Plan; however, the subsequent economic downturn resulted in impacts at the local, state and federal levels. The downturn in the economy significantly impacted both commercial and residential investment in the City. The State eliminated both Redevelopment Agencies and Enterprise Zones, two key assets and tools planned for in the City's 2008 Economic Development Strategy to assist business growth. Since the initial Economic Development Strategy and Work Plan in 2008, the City has updated the Work Plan, most recently in 2018.

The City’s 2018 Economic Development Strategy identifies several goals intended to encourage both job and business growth.

In January 2023, the City launched the You Can with Yuba City business support initiative. This initiative facilitates success by prioritizing the business and development community and focusing on the four C’s:
connection, communication, customer service, and collaboration.

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The City is currently laying the groundwork for the development of a comprehensive Economic Development Strategic Plan, including extensive community outreach, to outline target sectors and identify goals for growth. This strategy will work in tandem with the Yuba-Sutter Comprehensive Economic Development Strategy (CEDS) but will focus specifically on the City of Yuba City.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
The 2016-2020 American Community Survey estimates that 50% of the City's population over the age of 25 has a high school diploma. Slightly more than 11% of the population has a bachelor degree or higher.

The skills and education of the City's current workforce do not necessarily correspond to the employment opportunities in sectors with labor shortages. Education and Health Care Services, and Social Assistance; Retail Trade; and Arts, Entertainment, Recreation, and Accommodations often require a higher level of education, such as an Associate, Bachelor, Graduate or Professional degree. The labor force that cannot find employment in their business sector due to labor surpluses may need additional education or a different skill set in order to obtain employment in sectors with labor shortages.

Educational opportunities include Yuba City Community College and numerous private institutions offering post-secondary education and business/vocational programs. Within an hour’s drive are universities including: UC Davis, Cal State Sacramento, and Cal State Chico.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.

The North Central Counties Consortium (NCCC) provides workforce development services to local businesses and job seekers in conjunction with Sutter County One Stop. Yuba College also offers economic and workforce development programs.

The NCCC is formed under a joint powers agreement to administer the federally funded Work Force Investment Act in Sutter, Yuba, Glenn, and Colusa Counties. NCCC is governed by a governing Board composed of one member of the Board of Supervisors from each member county and a Workforce Investment Board, comprised of business leaders and representatives from labor, education, economic development, community based organizations, and One Stop delivery system partners.

Sutter County One Stop offers a variety of assistance to low-income and special needs population job seekers including job training, job search and placement assistance, and career assessment, and planning.

Additionally, the Yuba-Sutter Economic Development Corporation (YSEDC) hosts the Yuba-Sutter Business Consortium, an organization dedicated to supporting local businesses in the Yuba-Sutter region. The Consortium brings together multiple agencies to provide comprehensive business assistance and resources. Member organizations include:

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• Yuba-Sutter Economic Development Corporation (YSEDC)
• Local government agencies
• Sutter County One Stop
• Yuba County One Stop
• Northern California Construction Consultants (NCCC)
• Alliance for Hispanic Advancement
• SCORE
• Small Business Administration (SBA)
• Small Business Development Center (SBDC)
• Yuba College
• Yuba-Sutter Chamber of Commerce
Through collaboration, these organizations offer a range of services to foster business growth, including workforce development, financial assistance, mentorship, and regulatory guidance.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? The City of Yuba City is a member of the Yuba-Sutter Economic Development Corporation (YSEDC) and has been included in the process of completing the 2025-2030 Comprehensive Economic Development Strategy.

If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

In addition to the City’s participation in the regional Yuba-Sutter Comprehensive Economic Development Strategy (CEDS) and its ongoing efforts with the You Can with Yuba City initiative, the City is laying the groundwork to update the Economic Development Strategic Plan. In the meantime, the City continues to prioritize the key initiatives outlined in the 2018 Work Plan:

1. Grow Our Image – Foster a positive and inspiring self-image;

2. Grow Our Businesses – Focus on key assets and resources that encourage investment, job creation, and delivery of goods and services; and

3. Grow Our People – Provide educational opportunities that develop a quality workforce.

The updated Strategic Plan will help address the needs identified din the Consolidated Plan, particularly in the areas of education, job training, and employment opportunities.

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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
Housing problems as identified by HUD in the Consolidated Plan include: unit lacks complete kitchen facilities; unit lacks complete plumbing facilities; overcrowding, more than one person per room; and, cost burden, paying more than 30% of income toward housing costs.

As noted in the Needs Assessment Section, the most common housing problem for the City's households is cost burden. Approximately 34% of the City's residents experience a cost burden; 3% are living in overcrowded housing, and approximately 1% of households live in substandard housing, housing that does not have complete plumbing and/or kitchen facilities. An area is considered to have a concentration of multiple housing problems if, compared to the City as a whole, there is a 20% higher number of multiple housing problems within the area. There are no areas identified within the City where multiple housing problems are concentrated.

Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") Racial/Ethnic Minority Concentrations:

For purposes of analyzing concentrations of racial or ethnic minorities, an area is considered to have a concentration if, compared to the City as a whole, there is a 20% higher number of racial or ethnic minorities within the area.

An estimated 31% of the City's residents are Hispanic. Five of the City’s low-income neighborhoods have concentrations of Hispanic households. Hispanic households make up 51.3% of residents in Census Tract 501.01, Block Group 1; 61.7% in Census Tract 502.02, Block Group 3; 52.4% in Census Tract 502.02, Block Group 4; 70.5% in Census Tract 503.02, Block Group 2; and 71.5% in Census Tract 503.02, Block Group 3.

Approximately 22% of the City’s residents are Asian. Yuba City has one of the largest Punjabi populations in the United States and accounts for the large percentage of Asian population in the City. Two of the City’s low-income neighborhoods have concentrations of Asian households. Asian households make up

61.6% of the residents in Census Tract505.01, block Group 3, and 46.5% in Census Tract 505.01, Block Group 5.

Low-Income Households:

For purposes of analyzing concentrations of low-income households, an area is considered to have a concentration if more than 50% of the households are low-income (80% or less of the HAMI).

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Approximately 41% of the Yuba City households are low-income. The City has 18 neighborhoods that qualify as low-income: Census Tract 501.01, Block Group 1 (65.90% Low-Income), Block Group 2 (92.30% Low-Income), Block Group 3 (58.10% Low-Income); Census Tract 501.02, Block Group 1 (73.60% LowIncome), Block Group 2 (61.80% Low-Income); Census Tract 502.02 Block Group 3 (93.80% Low-Income), Block Group 4 (70.40% Low-Income); Census Tract 503.01, Block Group 1 (66.20% Low-Income); Census Tract 503.02, Block Group 2 (66.30% Low-Income), Block Group 3 (77.00% Low-Income); Census Tract 504.01, Block Group 3 (65.20% Low-Income); Census Tract 505.01, Block Group 3 (57.00% Low-Income), Block Group 4 (73.30% Low-Income), Block Group 5 (53.90% Low-Income); and Census Tract 506.03, block Group 1 (58.00% Low-Income).

What are the characteristics of the market in these areas/neighborhoods? Characteristics of the market within the areas that contain concentrations of racial/ethnic minorities and low-income households are higher percentages of residents experiencing a cost burden, higher percentages of renter households versus owner households, and older housing stock that may be in need of health and safety repairs and/or may contain lead paint hazards.

Are there any community assets in these areas/neighborhoods? The areas identified above are among the City’s oldest neighborhoods and community assets are limited.

The City’s 2010-2015 Neighborhood Revitalization Strategy took a comprehensive approach to addressing assets located in older, low-income neighborhoods. Although the Neighborhood Revitalization Strategy is no longer being implemented, the City will continue its efforts to improve the housing and infrastructure in these areas.

Are there other strategic opportunities in any of these areas? As noted, the areas of racial/ethnic minorities concentration and low-income areas are a priority for the City. The City will continue to look for opportunities to address the needs of the residents in these areas.

Actions identified in the Consolidated Plan include the development of affordable housing opportunities, housing rehabilitation, collaborations with non-profit organizations, improve accessibility between neighborhoods and local businesses, construction, and/or rehabilitation of recreation, or community facilities.

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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderateincome households and neighborhoods.

High speed Internet access that is consistent, reliable, and affordable is critical infrastructure to fully participate in today’s environment. Communities without broadband, the residents, businesses, institutions providing health care, education, and emergency response, are technologically and socially isolated without it. Broadband access can be provided either through a hard-wired connection to a modem device, or through an individual’s smartphone and cellular service.

The City of Yuba City has many large Internet service provides that bring virtually 100% coverage to residents and businesses located in the City. According to the 2023 American Community Survey (2023 ACS) 88.6% of the households (21,000) have Internet subscriptions that are able to connect to the Internet via a home-based high-speed connection and a personal computing device. In addition, 80.7% of households (19,127) have a cellular data plan that allows connection to the Internet via their smartphone.

Describe the broadband needs of housing occupied by low- and moderate- income households based on an analysis of data, identified by the jurisdiction, for its low- and moderate-income neighborhoods.

Based on the research conducted, broadband coverage is available throughout the City. There are no neighborhoods identified as having broadband needs. According to the 2023 ACS, 88.6% households (21,000) have a subscription to the Internet whether broadband or satellite. A higher percentage of lower income households report not having an Internet subscription in comparison to higher income households. The 2023 ACS reports 23.1% of households earning less than $20,000 annually without an Internet subscription as compared to 15.6% of households earning between $20,000 and $74,999 and 5% of households earning in excess of $75,000 without an Internet subscription. The higher percentage of lower income households not having an Internet subscription is most likely the cost of the Internet subscription since broadband coverage is available citywide.

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

Broadband competition is not an issue for the City. There are 10 residential Internet providers in the City.

In terms of coverage options, the average home in the City has 3 to 4 or more companies serving their address; AT%T, Xfinity, Earthlink provide broadband coverage to 90% to 99% of the City and provide Internet speeds that allow for doing all functions, including streaming video on multiple devises, download files fast and online gaming. HughesNet and Viasat, satellite Internet providers provide Internet coverage to virtually 100% of the City; however, Internet speed is slower due to a far-traveling signal.

MA-65 Hazard Mitigation

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Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The Sutter County Local Hazard Mitigation Plan (LHMP) which includes Yuba City, developed by the Sutter County Office of Emergency Management(OEM), is the County’s hazard mitigation guidance document.

The LHMP was developed to make the County and its residents less vulnerable to future hazard events.

Sutter County OEM updated the LHMP in 2021.

Section 4 of the LHMP provides a Risk Assessment of potential natural hazard events in the Sutter County Planning Area, including hazards specific to Yuba City. The Plan relies on data from the California Emergency Management Agency (CAL EMA), FEMA, the National Oceanic and Atmospheric Administration and many other sources to assess the significance of hazards to the Planning Area to identify previous hazard events and assess the probability of future hazard events. The Plan identifies the following hazards:

Severe Weather (Extreme Cold/Freeze, Extreme Heat, Fog, Heavy Rain, Hailstorms, Lightning, and Winds, Tornados); Dam Failure; Drought and Water Shortages; Earthquake; Earth Movement (Erosion, Landslide); Flooding (100/200/500 year, Localized Storm Water); Invasive Species; Levee Failure; Marine Invasive Species; Volcano; Wildfire. Climate change affects frequency, duration and economic impacts of hazards such as Severe Weather, Drought and Water Shortages, Flooding, Invasive Species, and Wildfires.

Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.

Residents can use the State of California’s MyHazards Internet mapping tool at https://myhazards.caloes.ca.gov to develop hazard risk assessments for their specific address or a citywide basis. The website identifies hazard risks for the location and provides recommendations the resident can take to minimize injury and damage to home and property.

The Sutter County LHMP does not specifically address the vulnerability of the identified risks to housing occupied by low- and moderate-income households. The LHMP identifies hazards impacts that affect various populations assumed to be low- and moderate-income households, such as elderly, disabled, addicted populations and homeless.

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Extreme Heat Vulnerability – Medium
Extreme heat occurs in Sutter County, including Yuba City. FEMA defines extreme heat as temperatures that hover 10 degrees or more above the average high temperature for the region and last for several weeks. Heat kills by taxing the human body beyond its abilities. Heat waves do not strike victims immediately, but rather their cumulative effects slowly take the lives of vulnerable populations. Heat waves do not cause damage or elicit the immediate response of other hazards but they are potentially deadlier. Elderly persons, small children, chronic invalids those on certain medications and persons with weight and alcohol problems are particularly susceptible to heat reactions.

Studies show that California is getting warmer, leading to increased frequency, magnitude and duration of heat waves. These factors may lead to increased mortality from excessive heat, especially for vulnerable populations.

Extreme Cold and Freeze Vulnerability – Medium
Extreme cold and freeze events occur on a regional basis and can occur in Sutter County, including within Yuba City. Extreme cold and freeze is most likely to occur in the winter months of December, January and February. Prolonged exposure to cold can cause frostbite or hypothermia and can become life-threatening. Infants and the elderly, as well the homeless are more susceptible. Pipes may freeze and burst in homes or buildings that are poorly insulated or without heat. Wind chill is also a factor, As the wind increases, it draws heat from the body, driving down skin temperature and eventually the internal body temperature.

Freezing spells are likely to become less frequent in California as climate temperatures increase. While fewer freeze events would decrease cold related health effects, too few freezes could lead to increased incidence of disease as vectors and pathogens do not die off.

Vulnerable populations to extreme cold and freeze are the homeless, infants and children, elderly, disabled individuals, individuals in need of medical equipment and individuals with impaired mobility.

Severe Weather/Heavy Rains and Storms Vulnerability – Medium1 Heavy rains and storms can occur throughout the County including Yuba City. The rain and storms are often accompanied high winds and sometimes hail and lightning, although hail and lightning are rare in the County. Severe weather can be destructive and cause damage to property and infrastructure, including downed trees, utility outages, flooding and road blockages. The secondary hazards caused by severe weather, such as floods, fire, and agricultural losses that have had the greatest impact on the County. Often weather prediction mechanism can alert the public to upcoming events such as severe weather and precautions can be taken. The LHMP does not discuss the specific impact to low- and moderate-income households or vulnerable populations.

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Drought and Water Storage Vulnerability – High
The vulnerability of Yuba City to drought is region wide, but impacts may vary and include reduction in water supply, agricultural losses, and increase in dry fuels. Drought impacts are wide-reaching and may be economic, environmental and/or societal.

Earthquake Vulnerability – Medium
Earthquake vulnerability is primarily based on population and the built environment. Urban areas in high seismic hazard zones are the most vulnerable, while uninhabited areas are less vulnerable. Earthquake losses will vary across the Sutter County Planning Area depending on the source and magnitude of the event. Although several faults are within or near the County, seismic hazard maps indicate the County has low seismic hazard potential. The risks associated with earthquakes within the County, including Yuba City is considered low.

Flooding 1%/0.5%/0.2% Annual Chance Vulnerability – Extremely High Sutter County including areas of Yuba City is susceptible to various types of flood events as follows— Riverine flooding -- Riverine flooding is defined as when a water course exceeds its “bank-full” capacity and generally, occurs as a result of prolonged rainfall that is combined with already saturated soils from previous rain events. In the Sutter County Planning area, riverine flooding is largely caused by heavy, continued rains, sometimes combined with snowmelt and heavy flow from tributary streams.

Flash flooding – Flash flooding describes localized floods of great volume and short duration. Flash floods often require immediate evacuation within the hour and thus early threat identification and warning is critical for saving lives.

Localized/Storm water Flooding – described below.

Dam Failure Flooding – described below
Several areas of the County, including areas in Yuba City are subject to flooding by overtopping of rivers, creeks, levee failures and failure of urban drainage systems that cannot accommodate large volumes of water during severe rainstorms.

Flooding can cause substantial damage to structures, landscape and utilities as well as result in life safety issues.

The 1% annual chance flood (100-year) is the flood that has a 1 percent chance of being equaled or exceeded in any given year. This, by definition, makes the likelihood of future occurrence occasional. However, the 100-year flood could occur more than once in a relatively short period of time.

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The 0.5% annual chance flood (500-year) is the flood that has a 0.5 percent chance of being equaled or exceeded in any given year. This, by definition, makes the likelihood of future occurrence unlikely.

The 0.2% annual chance flood (500-year) is the flood that has a 0.2 percent chance of being equaled or exceeded in any given year. This, by definition, makes the likelihood of future occurrence unlikely.

According to the State of California My Hazards website (https://myhazards.caloes.ca.gov) Yuba City is in or near an area of low hazard of flooding and outside a tsunami hazard zone.

A small portion of Yuba City is located inside the 100-year flood zone as defined by the Federal Emergency Management Agency (FEMA). California Department of Water Resources Best Available Maps (BAM) provides the community and residents an additional tool for understanding potential flood hazards not currently mapped as a regulated floodplain and shows the entire City within the 500-year floodplain. The California Department of Water Resources 200-year Map shows all of the City within the 200-year floodplain.

Localized/Storm water Flooding Vulnerability – Medium
Localized storm water flooding may occur during the rainy season from November to April. Prolonged heavy rainfall contributes to large volumes of runoff resulting in high peak flows of moderate duration.

Flooding is severe when previous rainfall has created saturated conditions. Urban storm drainpipes and pump stations have a finite capacity. When rainfall exceeds the capacity or the system is clogged, water accumulates in the streets until it reaches a level of overland release.

Dam Failure Vulnerability – High
Dam failure results in flooding and the impacts of flooding an vary by location and severity. Dams located upstream of Sutter County and Yuba City present a risk of flooding. Any dam failure will likely only directly only affect certain areas of the Sutter County Planning Area during specific times. Based on the risk assessment, dam failure floods have the potential for devastating life safety, property, environmental, economic impacts in various areas of the County. Vulnerable populations maybe more susceptible to the potential impacts.

Levee Failure Vulnerability – Extremely High
Levees are raised areas that run along the bank of a river, stream or canal. Levees provide strong flood protection, but they are not failsafe. Levees are designed to protect against a specific flood level and could be overtopped during severe weather events or dam failure. Levees reduce, not eliminate, the risk to individuals and structures located behind them. A levee system failure or overtopping can create severe flooding and high-water velocities. It is important to remember that no levee provides protection

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DRAFT 2025 - 2029 Consolidated Plan 84
from events for which it was not designed, and proper operation and maintenance are necessary to reduce the probability of failure.

A levee failure can range from a small, uncontrolled release to a catastrophic failure. Levee failure flooding and associated impacts would vary depending on which structure fails and the nature and extent of the failure and associated flooding. This flooding can present a threat to life and property, including buildings, their contents, and their use. Large flood events can affect lifeline utilities (e.g., water, sewerage, and power), transportation, jobs, tourism, the environment, agricultural industry, and the local and regional economies. Levee failure flooding can cause many impacts to agricultural production, including water contamination, damage to crops, loss of livestock, increased susceptibility of livestock to disease, flooded farm machinery, and environmental damage to and from agricultural chemicals. Due to the amount of repair and reinforcement of the levees, future levee failure occurrences are estimated to be occasional.

Wildfire Vulnerability – Medium
Yuba City is not immune to numerous types of grass and brush fires and any one of them may accelerate into an urban interface wildfire. The urban interface wildfire is one that burns along the urban/rural interface and can result in major losses or property and structures. Such a situation could lead to evacuation of large portions of the population and the potential for significant loss of personal property, structures, and rangeland. The LHMP predicts a likely future occurrence of wildfires. However; the County has little forested area, so wildfires are generally limited in size and area affected (usually grassland and vegetative fires), and are easier to contain than fires in forested or mountainous areas of California.

Disease Outbreaks -- High
During a disease outbreak, the whole County is at risk, including the City of Yuba City population.

Disease outbreak is usually measured in the number affected by the disease and the number of deaths.

Low- and moderate-income communities are typically more vulnerable to disease outbreaks than higher income communities because of their limited access to health care. Also, vulnerable populations are more likely to be immunocompromised and more vulnerable to infectious disease. The LHMP estimates future disease outbreak is likely.

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DRAFT 2025 - 2029 Consolidated Plan 85
2025-2026 Annual Action Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan identifies the City’s priority needs, anticipated resources for the next five-year period and five-year goals for addressing the priority needs utilizing Community Development Block Grant (CDBG) funds. The Strategic Plan also discusses the five-year strategies the City will undertake to address needs of public housing, barriers to affordable housing, reduction of lead-based paint hazards, reduce poverty, and monitor its housing and community development projects and programs to ensure compliance with requirements.

The five-year Strategic Plan is predicated on CDBG funds the City will receive annually as an entitlement jurisdiction. The City will pursue other Federal and State funding resources that may become available during the five-year period of the Consolidated Plan to address priority needs; however, those funds will be available on a competitive basis and the City cannot be assured applications will be successful. The City will also support applications for funding by the Regional Housing Authority, Sutter-Yuba Homeless Consortium, and public and private service organizations that address the housing and supportive service needs identified in the Consolidated Plan.

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DRAFT 2025 - 2029 Consolidated Plan 86
SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
1 Area Name: Citywide
Area Type: Other
Other Target Area Description: Other
HUD Approval Date:
% of Low/ Mod:

Revital Type:

Other Revital Description:

Identify the neighborhood boundaries for this target area.

Include specific housing and commercial characteristics of this target area.

How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.

What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
Are there barriers to improvement in this target area?
2 Area Name: Qualified Low/Mod
Census Tracts
Area Type: Low/Mod Areas
Other Target Area Description: Low/Mod Areas
HUD Approval Date:
% of Low/ Mod:

Revital Type:

Other Revital Description:

Identify the neighborhood boundaries for this target area.

Include specific housing and commercial characteristics of this target area.

How did your consultation and citizen participation process help you to identify this neighborhood as a target area?

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DRAFT 2025 - 2029 Consolidated Plan 87
Identify the needs in this target area.

What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
Table 29 - Geographic Priority Areas
General Allocation Priorities
In general, the City will allocate investment of resources on a City-wide basis. The distribution of funding is predicated somewhat on the nature of the activity to be funded. Resources targeted to new construction and preservation of existing housing will be allocated on a citywide basis. Resources targeted to special needs populations, including homeless, will also be allocated on a citywide basis, where needs are identified and/or where resources can be coordinated with existing facilities and services. Activities such as public facilities and improvements will be targeted to older, low-income neighborhoods most in need of assistance, (Qualified Low/Mod census tracts). Economic development activities will be targeted to business districts located in qualified low-income areas, industrial parks, and commercial sites in various City locations, primarily in the Qualified Low/Mod census tracts.

Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
This is not applicable as the City does not receive HOPWA funding.

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DRAFT 2025 - 2029 Consolidated Plan 88
SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Priority is assigned based on the level of need that is demonstrated by the data collected during the preparation of the Plan, specifically in the Needs Assessment and Market Analysis; the information gathered during the consultation and citizen participation process; and the availability of resources to address the need.
1 Priority Need
Name
Preservation of existing units
Priority Level High
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Public Housing Residents
Elderly
Frail Elderly
Persons with Physical Disabilities
Geographic
Areas
Affected
Citywide
Associated
Goals
Housing Rehabilitation
Description Preserve the existing housing stock by offering assistance with correction of health and safety defects, home repairs and accessibility modifications.

Basis for
Relative
Priority
Needs Assessment and Market Analysis identifies a need to maintain the existing affordable housing stock and also identifies a need for home modifications and accessibility for disabled and senior populations. Rehabilitation of owneroccupied and rental housing will help to preserve the existing affordable housing stock. In addition, accessibility modifications will allow seniors and disabled residents to remain in their homes and live independently. 2 Priority Need
Name
Homeless Housing and Supportive Services
Priority Level High

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DRAFT 2025 - 2029 Consolidated Plan 89
Population Extremely Low
Low
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Geographic
Areas
Affected
Citywide
Associated
Goals
Homeless Assistance
Description Address the housing and supportive services needs of homeless persons by providing funding to the Sutter-Yuba Homeless Consortium and its member agencies.

Basis for
Relative
Priority
Needs Assessment identifies a need for housing and supportive services for the homeless.
3 Priority Need
Name
Housing and Supportive Services for Special Needs
Priority Level High
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence

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DRAFT 2025 - 2029 Consolidated Plan 90
Geographic
Areas
Affected
Citywide
Associated
Goals
Non-Homeless Supportive Services
Description Provide funding to non-profit agencies that provide housing assistance and supportive services to non-homeless special needs populations.

Basis for
Relative
Priority
Needs Assessment identifies a need for affordable housing and supportive services.
4 Priority Need
Name
Public Improvements and Infrastructure
Priority Level High
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Public Housing Residents
Non-housing Community Development
Geographic
Areas
Affected
Citywide
Associated
Goals
Infrastructure Improvements/ADA Modifications
Description Provide funding to address the need for public improvement located in lowerincome neighborhoods. Activities may include ADA improvements, lighting, parks and neighborhood clean-up.

Basis for
Relative
Priority
Needs Assessment identifies the need for public improvements and infrastructure.
5 Priority Need
Name
Public Facilities
Priority Level High

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DRAFT 2025 - 2029 Consolidated Plan 91
Population Extremely Low
Low
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Victims of Domestic Violence
Non-housing Community Development
Geographic
Areas
Affected
Citywide
Associated
Goals
Public Facilities Construction/Rehabilitation
Description Rehabilitation for construction of public facilities including, but not limited to, senior centers, youth centers, centers for the disabled, homeless facilities.

Basis for
Relative
Priority
Needs Assessment identifies a need for public facilities. 6 Priority Need
Name
Economic Development Opportunities
Priority Level Low
Population Extremely Low
Low
Non-housing Community Development
Geographic
Areas
Affected
Citywide

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DRAFT 2025 - 2029 Consolidated Plan 92
Associated
Goals
Economic Development/Business Assistance
Description Provide economic development assistance activities that may include, but are not limited to assistance to businesses that create jobs or otherwise benefit lowincome persons through the provision of education or job training.

Basis for
Relative
Priority
Needs Assessment and Market Analysis identified a need for education, job training, employment opportunities for lower-income persons, special needs populations and public housing residents.
7 Priority Need
Name
Construction of New Affordable Housing
Priority Level Low
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Elderly
Persons with Physical Disabilities
Geographic
Areas
Affected
Citywide
Associated
Goals
Construction of New Affordable Housing
Description Provide assistance and support applications for the development of affordable housing units.

Basis for
Relative
Priority
Needs Assessment and Market Analysis identified a need for additional affordable housing units for lower-income households and supportive housing units for special needs populations. Cost burden is the greatest need identified by lower-income households, including special needs populations; however, this need has a low priority because the City does not have funding available to address this need. If this priority need is to be met, the City will need to work with for-profit and/or non-profit housing developers to secure the funding necessary to construct affordable housing units.
8 Priority Need
Name
Public Housing Needs
Priority Level Low

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DRAFT 2025 - 2029 Consolidated Plan 93
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Public Housing Residents
Elderly
Persons with Physical Disabilities
Geographic
Areas
Affected
Citywide
Associated
Goals
Public Housing Needs
Description Address the needs of public housing, including but not limited to rehabilitation and renovation of existing Public Housing units.

Basis for
Relative
Priority
Needs Assessment and Market Analysis identified a need for additional Public Housing units for lower-income households and for special needs populations.

Cost burden is the greatest need identified by lower-income households, including special needs populations; however, this need has a low priority because the City does not have funding available to address this need.

Table 47 – Priority Needs Summary

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DRAFT 2025 - 2029 Consolidated Plan 94
SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable Housing Type Market Characteristics that will influence the use of funds available for housing type
Tenant Based Rental
Assistance (TBRA)
Shortage of affordable rental housing.

The City does not anticipate it will offer a TBRA Program during the five-year planning period covered by the Consolidated Plan.

TBRA for Non-Homeless
Special Needs
Shortage of affordable rental housing.

Demand for housing targeted to special needs populations.

The City does not anticipate it will offer a TBRA Program during the five-year planning period covered by the Consolidated Plan.

New Unit Production Shortage of affordable rental housing affordable to lower income households.

Shortage of affordable purchase housing affordable to low-income households.

Rehabilitation Shortage of affordable housing.

Need to preserve existing affordable housing stock.

Acquisition, including
preservation
Shortage of affordable housing.

REO, vacant, or abandoned units.

Table 48 – Influence of Market Conditions

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DRAFT 2025 - 2029 Consolidated Plan 95
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
The anticipated resources identified in the table below include only those funding sources covered by the Consolidated Plan. The only source of funds covered by the Consolidated Plan the City receives as an entitlement jurisdiction annually is Community Development Block Grant (CDBG) funds.

Anticipated Resources

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DRAFT 2025 - 2029 Consolidated Plan 96
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
Con Plan
$
Narrative
Annual Description
Allocation: $
Program
Income: $
Prior Year
Resources: $
Total:
$
CDBG Public
Federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
$585,041 $111,786.23 $1,303,241.76 $2,000,068.99 $1,415,027.99 Prior Year
resources include
$29,122.20 from
2021 PY,
$278,308.14
from 2022 PY;
$428,086.42
from PY 2023,
and $567,759
from 2024 PY.

Expected amount
available
remainder of Con
Plan is estimated
based on a
$600,000 annual
grant for
remaining 4
years.

Table 49 - Anticipated Resources

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DRAFT 2025 - 2029 Consolidated Plan 97
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied Community Development Block Grant (CDBG) funds may not be sufficient to fully fund activities undertaken and are leveraged with a variety of Federal, State funds, charitable organizations, and private donations. The CDBG funds do not require matching funds.

If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the Plan.

There is no publicly owned land or properties located within the City that will be used to address needs identified in the Strategic Plan.

Discussion
In addition to the City’s CDBG funds, the City will also have State HOME and HOME Program Income funds as well as CalHome Program Income funds for Housing Rehabilitation Program.

The City operates an Owner-Occupied Housing Rehabilitation (OOR) Program; the amount of Program Income (PI) cannot be predicted due to the fact PI is generated by past loans being paid off and the proceeds deposited into the OOR Program.

The City will aggressively pursue or support applications by other entities for, Federal and State funding over the duration of the 2025-2029 Consolidated Plan to address priority needs; however, other funding sources available to the City or its partners will be through a competitive application process. The City cannot be assured an application(s) will be successful based on the rating and ranking criteria. Should the City be successful in applying for other Federal or State funding sources, the City will be challenged to meet matching requirements, should matching funds be required.

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DRAFT 2025 - 2029 Consolidated Plan 98
SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
Yuba City Government Homelessness
Non-homeless special
needs
Ownership
Planning
Public Housing
Rental
Jurisdiction
Consolidated Area
Regional Housing
Authority
PHA Non-homeless special
needs
Ownership
Planning
Public Housing
Rental
Region
Sutter-Yuba Homeless
Consortium
Continuum of care Homelessness Region
Table 50 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System The strengths in the delivery system are the communication and collaboration, both interdepartmental and with outside service providers. Gaps in the delivery system are due to a lack of funding needed to address priority needs.

Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X
Legal Assistance X X
Mortgage Assistance X
Rental Assistance X X
Utilities Assistance X X
Street Outreach Services
Law Enforcement X
Mobile Clinics X
Other Street Outreach Services X X

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DRAFT 2025 - 2029 Consolidated Plan 99
Supportive Services
Alcohol & Drug Abuse X X
Child Care X X
Education X X
Employment and Employment
Training
X X
Healthcare X X

HIV/AIDS X X
Life Skills X X
Mental Health Counseling X X
Transportation X X
Other
Other
Table 51 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) There are a wide variety of entities, both public and private, that work to serve the City's community and surrounding areas, including low-income residents and special needs populations. The Sutter-Yuba Homeless Consortium and North Central Counties Consortium are examples of area-wide resources that have been brought together to strengthen the delivery system and maximize resources.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above Strengths in the delivery system are the collaboration and support among the service providers. Gaps in the delivery system are due to limited funding; the need far surpasses the funding resources; as a result, needs with a high priority may not be addressed.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs The Sutter-Yuba Homeless Consortium works closely with jurisdictions to address the priority needs. This includes frequent meetings, local governments, and AdHoc planning committees to address immediate issues. Also, most providers attend monthly meetings to address client needs and refer to services.

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DRAFT 2025 - 2029 Consolidated Plan 100
SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information

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DRAFT 2025 - 2029 Consolidated Plan 101
Sort
Order
Goal Name Start
Year
End Year Category Geographi
c Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Housing Rehabilitation 2025 2029 Affordable
Housing
Citywide Preservation of
existing units
Program
Administration
CDBG: $100,000 Homeowner
Housing
Rehabilitated:
175 Household
Housing Unit
2 Homeless Assistance 2025 2029 Homeless Citywide Homeless Housing and
Supportive
Services
Program
Administration
CDBG: $250,000 Public service
activities other than
Low/Moderate
Income Housing
Benefit:
1,500 Persons
Assisted
3 Non-Homeless Supportive
Services
2025 2029 NonHomeless
Special
Needs
Citywide Housing and
Supportive
Services for
Special Needs
Program
Administration
CDBG: $175,000 Public service
activities other than
Low/Moderate
Income Housing
Benefit:
3,500 Persons
Assisted
4 Infrastructure
Improvements/ADA
Modifications
2025 2029 NonHousing
Communit
y
Developme
nt
Qualified
Low/Mod
Census
Tracts
Program
Administration
Public
Improvements
and
Infrastructure
CDBG:
$1,000,000
Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit:
100,000 Persons
Assisted
5 Public Facilities
Construction/Rehabilitatio
n
2025 2029 NonHousing
Communit
y
Developme
nt
Citywide Program
Administration
Public Facilities
CDBG: $500,000 Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing

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DRAFT 2025 - 2029 Consolidated Plan 102
Table 52 – Goals Summary
Benefit:
50,000 Persons
Assisted
6 Economic
Development/Business
Assistance
2025 2029 Economic
Developme
nt
Citywide Economic
Development
Opportunities
Program
Administration
CDBG: $0 Businesses assisted:
0 Businesses
Assisted
7 Construction of New
Affordable Housing
2025 2029 Affordable
Housing
Citywide Affordable
Rental Housing
Construction of
New Affordable
Housing
Program
Administration
CDBG: $0 Rental units
constructed: 0
Household Housing
Unit
8 Public Housing Needs 2025 2029 Public
Housing
Citywide Affordable
Rental Housing
Program
Administration
CDBG: $250,000 Rental units
rehabilitated: 25
Household Housing
Units

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DRAFT 2025 - 2029 Consolidated Plan 103
Goal Descriptions
1 Goal Name Housing Rehabilitation
Goal
Description
Provide loans and grants for housing rehabilitation activities that benefit extremely-low, very-low, and low-income persons.
2 Goal Name Homeless Assistance
Goal
Description Utilize Community Development Block Grant funds to assist homeless persons with housing and supportive service needs. 3 Goal Name Non-Homeless Supportive Services
Goal
Description
Utilizing Community Development Block Grant funds provide assistance to non-profit organizations for provision of supportive services targeted to non-homeless special needs population (disabled, seniors, families, domestic violence victims)
4 Goal Name Infrastructure Improvements/ADA Modifications Goal
Description
Utilize Community Development Grant funds for ADA improvements to sidewalks, parks, and other public buildings and facilities.
5 Goal Name Public Facilities Construction/Rehabilitation Goal
Description
Utilize Community Development Block Grant funds to construct or rehabilitate public facilities, including but not limited to senior centers, youth centers, centers for the disabled, and homeless facilities. 6 Goal Name Economic Development/Business Assistance
Goal
Description
Utilize Community Development Block Grant funds to make loans and grants to small businesses for job creation, technical assistance, or other activities that will benefit low-income persons. 7 Goal Name Construction of New Affordable Housing
Goal
Description
Increase the supply of affordable housing units. The City will need to partner with a non-profit or for-profit developer to secure funding in order to carry out this goal.

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DRAFT 2025 - 2029 Consolidated Plan 104
8 Goal Name Public Housing Needs
Goal
Description
Address the needs of public housing, including but not limited to rehabilitation and renovation of existing Public Housing units.

Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
Extremely low-income households, (less than 30% of HAMI) – 100 units (housing rehabilitation) Very low-income households, (less than 50% of HAMI) – 60 units (housing rehabilitation) Low-income households, (less than 80% of HAMI) – 25 units (housing rehabilitation) The estimates above are quantitative goals for the five-year period of the Consolidated Plan. As noted above, the City has identified goals including Homeless Assistance (housing), Public Housing Needs, and Construction of New Affordable Housing; however, these goals have not been quantified due to a lack of funding at this time. The City may allocate CDBG funding to these goals if resources are available in the future and will continue pursue State and Federal funding to address these goals. However, State and Federal funding will most likely be on a competitive application basis and the City cannot be assured an application(s) will be successful.

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DRAFT 2025 - 2029 Consolidated Plan 105
SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
The City does not own or operate Public Housing or have any oversight over the operation of the Regional Housing Authority, (RHA).

Regional Housing Authority staff states there are 38 current tenants in need of reasonable accommodation/modification waiting to transfer to accessible units; as a result, the City’s strategy will be to continue its efforts to maintain a close working relationship with the RHA. Should a need to increase the number of accessible units be identified in the future, it will work with the RHA to address the need to the extent funds are available.

Activities to Increase Resident Involvements
Since the City does not own or operate public housing or have oversight over the Regional Housing Authority operations, there are no strategies directed specifically to Public Housing tenants. The City encourages all residents to be active participants in their community. The City will cooperate with the RHA where need is determined to accomplish this goal.

Is the public housing agency designated as troubled under 24 CFR part 902? No.

Plan to remove the ‘troubled’ designation
Not Applicable.

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DRAFT 2025 - 2029 Consolidated Plan 106
SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
The City’s 2021-2029 Housing Element, (2021 Housing Element), provides a detailed analysis of potential barriers to affordable housing development, including local, State, and Federal governmental constraints, market constraints, and environmental constraints. The following provides a summary of discussion contained in the City’s 2021 Housing Element:

Land Use Regulations:

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

Permits and Fees:

The 2021 Housing Element concludes that permits and fees in the City are low in comparison to most other cities in the Sacramento region and do not represent a significant financial constraint to housing development. The City Council has recently approved a reduction in Development Impact Fees within the existing City limits to equal the Infill Development Impact fees in order to encourage housing development.

Infrastructure:

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

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DRAFT 2025 - 2029 Consolidated Plan 107
Development Review Process:

Building Code and Enforcement:

The City’s building codes represent basic construction standards within the State of California and thus do not place an undue burden on the construction or rehabilitation of affordable housing.

Strategy to Remove or Ameliorate the Barriers to Affordable Housing Consistent with the 2021-2029 Housing Element, Housing Program Schedule, the City will address the following policies that may act as barriers to the development of affordable housing. • The City will continue to ensure zoning standards and development requirements to facilitate the construction of higher density housing. The City will also encourage development of housing at the higher end of the density range in land designated as low/medium and medium high density through the provision of density bonuses and negotiated alternative parking standards, street improvement standards, maximum density, and lot coverage—On-going. • Develop regulations for condominium conversions that minimize the displacement of lower income residents and prevent the loss of affordable housing units; conversions can be allowable as an opportunity for homeownership for current residents—On-going.

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DRAFT 2025 - 2029 Consolidated Plan 108
SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Many homeless need specialized, intensive assistance in order to get back into housing and be linked with services needed for on-going stability. Often homeless persons suffer from mental health conditions, drug or alcohol addiction, and chronic physical illnesses, and many have more than one of these conditions, that contribute to their homelessness.

The City does not provide any direct outreach or assessment services for the homeless within the community. The City will continue to work within the framework of and relies on the Sutter-Yuba Homeless Consortium and member agencies to provide outreach and assessment services.

Addressing the emergency and transitional housing needs of homeless persons The City does not operate any emergency or transitional shelters for the homeless within the community.

The City works within the framework of and relies on the Sutter-Yuba Homeless Consortium and member agencies to address the emergency shelter and transitional housing needs of homeless individuals and families. The City will continue to support the provision of emergency and transitional housing through allocation of CDBG funds. The City will also support applications for emergency shelter and/or transitional housing funding by the Homeless Consortium and member agencies, consistent with City policy.

In accordance with State law, the City must provide for emergency shelter and transitional housing sites within the zoning code. The City has amended the zoning code to allow for emergency shelter sites in accordance with state law. During the Consolidated Program planning period the City will amend the zoning code to address transitional housing sites in accordance with State law requirements and consistent with the Housing Element Program Schedule.

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 Homeless Consortium and its member service providers to address the supportive services and case management needed to help homeless persons’ transition to permanent housing, independent living, secure permanent affordable housing and prevent recurring homelessness.

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DRAFT 2025 - 2029 Consolidated Plan 109
The City will continue to provide CDBG funding for supportive services and case management services for homeless persons. The City will continue to support service providers in their efforts to secure funding for supportive services, case management, and the provision of affordable housing.

Help low-income individuals and families avoid becoming homeless, especially extremely lowincome individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs
Individuals and families who are overpaying for rent and utilities are constantly at risk of becoming homeless; therefore, the City will continue its efforts to increase the supply of affordable housing. The City will also continue to support the Homeless Consortium and its member agencies who address the needs of individuals and families at risk of becoming homeless through assistance with security deposits, one-time rental assistance, utility assistance, supportive services, and case management services.

The City is not in a position to implement a Discharge Coordination Policy and relies on the Homeless Consortium and its member agencies to address those likely to become homeless after being discharged from a public institution or care facility.

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DRAFT 2025 - 2029 Consolidated Plan 110
SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards The City will continue 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.

How are the actions listed above related to the extent of lead poisoning and hazards? Sutter County Public Health Department administers a Childhood Lead Poisoning Prevention Program the provides outreach and education to prevent lead poisoning and nurse case management for children who are lead burdened in Sutter County. The Public Health Nurse stated that there have been 4 to 8 cases of lead poisoning for the period 2020 to 2024 that met the State criteria and required full case management services. For cases that met State criteria, a nursing and environmental home investigation is completed to determine the source of exposure. During this same period, 2020 to 2024, there have been 500 to 800 children with lead detected in their blood. For these lower levels that don’t meet the State criteria, it can be difficult to determine the exact cause because resources do not allow for a full investigation. No level of lead is considered safe. Even small amounts of lead in the blood has been shown to cause issues with growth and brain development. The City recognizes that there is a particular need to protect children under the age of six who are most susceptible to poisoning. The City works to disseminate information on lead hazards. The programs and activities undertaken by the City adhere to State and Federal laws governing prevention of lead poisoning.

How are the actions listed above integrated into housing policies and procedures? Guidelines for the City’s various housing programs include provisions for inspection and mitigation of leadbased paint hazards for housing built prior to 1978 in accordance with HUD regulations.

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DRAFT 2025 - 2029 Consolidated Plan 111
SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families Poverty has many causes: Among the causes are disabilities, (physical and developmental disabilities, 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 2016-2020 American Community Survey 13.4% of the City's population resides in poverty.

The City has forged cooperative 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, and economic development.

The Yuba-Sutter Economic Development Corporation (EDC) partners with local jurisdictions, U.S.

Department of Agriculture and local lending institutions to make loans available to businesses for the purpose of providing financing to existing and start-up businesses helping to ultimately create and/or retain jobs for low-income residents.

Sutter County offers a range of assistance programs for residents and businesses through its Human Services and Employment Services departments. These programs include job screening, vocational training, employment counseling, and job placement services, all designed to support individuals in securing stable employment opportunities.

The Sutter County One-Stop program provides comprehensive employment services, including job opportunities, education and training programs for residents. Additionally, it offers local businesses support with hiring, training, and human resource assistance to help strengthen the regional workforce and economic stability.

The Regional Housing Authority, through the Family Self Sufficiency (FSS) Program, provides rental assistance and support programs in order to allow households on the Section 8 Housing Choice Voucher Program to become free of public assistance.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?
The City's strategy will focus on coordinating resources in conjunction with housing programs and land use policies contained in the Consolidated Plan. The City will assist households with identifying and accessing various housing, social service, educational/vocational programs, business development programs, through collaborative efforts with local agencies such as EDC, Sutter County, and the Regional Housing Authority. The City will continue land use policies that seek to balance the creation of jobs and housing, ensure a variety of jobs with varying levels of skill and training and include development of affordable housing.

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Yuba City City CouncilJuly 1, 2025

Yuba City City Council
July 1, 2025