10 important in awarding the contract include: experience level, competence, resources/equipment, staffing levels, service availability/time factors, and other qualifications identified by the operating department responsible for recommending the service contract. Following committee interviews and selection, staff may further refine the scope of work and additional cost negotiations may take place.
The bidding limits and requirements are the same for technical/maintenance services whether the vendor was selected by bid or proposal.
An executed Standard Agreement and documents provided by the vendor meeting the City’s insurance requirements are required for any services that will be provided to the City.
8-4. Standard Agreement
All general services (not professional services) must use a Standard Agreement approved by the City Attorney. Work should not commence until all documentation has been acquired and the agreement and purchase order have been executed by the appropriate parties of the City, as determined by the dollar limits and responsibilities outlined above.
Standard Agreements must include the following:
1. Fully executed agreement by all parties
2. Specification(s), quotes, and/or sole source justification
3. Insurance documentation meeting the City’s insurance requirements The City shall, whenever possible, use the City agreement form as approved by the City Attorney, available on CityNet. Should another agreement be considered for technical/maintenance services, the agreement will require City Attorney review and approval as to form prior to execution by the City.
Execution of a contract by the City Manager shall constitute authorization for issuance of purchase orders necessary to implement the approved agreement. Purchase orders issued pursuant to a fully executed agreement approved by the City Manager may be processed and approved by authorized personnel designated through the City's authorized signature process and shall not require additional City Manager approval, provided:
1. The purchase order is within the approved scope and term of the agreement;
2. The purchase order does not exceed the approved contract amount;
3. Adequate budget appropriations exist; and
4. No material modification of the agreement is being made.
Any amendment, change order, or increase in compensation requiring approval under this Policy shall continue to be subject to the applicable approval authority.
The City Attorney shall review and approve as to form all Standard Agreements prior to City Council approval for all purchases over $100,000.
11 8-5. Blanket Purchase Orders:
Blanket purchase orders provide equipment or supplies on an as-needed and/or over-thecounter basis in unspecified amounts from a selected vendor. Blanket purchase orders provide a mechanism whereby items which are uneconomical to stock may be purchased quickly, allowing operations timely access to necessary materials. Blanket purchase orders are valid for the current fiscal year. Blanket purchase orders shall not be used to purchase capital assets.
Once a blanket purchase order is issued to a vendor, any authorized City employee may contact the vendor directly to place orders per the terms and conditions specified in the blanket purchase order
The Finance Department will review blanket purchase order requests based upon the following criteria:
1. Geographic location
2. Responsiveness and capabilities
3. Average dollar value and type(s) of items to be purchased
4. Frequency of need
5. Vendor pricing methodology
Blanket purchase orders do not take the place of competitive quote, bid, or proposal processes.
8-6. Changes to and Cancellation of Purchase Orders:
The operating department will notify Finance when initiating changes which alter the purchase order. Purchase orders that need to be canceled or closed must be forwarded to Accounts Payable. The last payment against a purchase order that does not increase the purchase order total by 10% can be processed without obtaining a purchase order change order.
The City Manager will approve any change orders that have the purchase order total amount exceed $50,000, up to $100,000. Change orders cannot be requested that exceed Council-approved appropriations or Council contract award amounts without additional Council authorization.
SECTION 9: SPECIAL PROCUREMENT CIRCUMSTANCES
9-1. Finance Department Procurements
The Finance Department is charged with the duty to contract for purchase of the following equipment, materials, and services:
1. New or replacement vehicles or equipment
2. Items purchased from state contracts
3. Compute hardware and software (through the Information Technology Division)
12 4. Other items as may be determined in the future
5. When it is in the best interest of the City to negotiate an extension of an existing contract for supplies or technical services, based on satisfactory performance. Such negotiated price must be fair and reasonable. This shall also apply to products or services purchased through prior recent bidding.
9-2. CDBG and Other Applicable Federal Grants:
In compliance with the City’s Community Development Block Grant, HOME funds, and other applicable federal funds administered by the United States Department of Housing and Urban Development (HUD), procurement procedures shall comply with federal regulations (24 CFR 85.36). The City will follow the Office of Management and Budget Guidance 2 CFR 200 – Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards.
9-3. Sole Source Purchases:
When competitive quotations for goods and services are not possible, such purchases shall be made through negotiated procurement. Sole source purchases may require City Manager or City Council approval, based upon procurement limits and Municipal Code requirements.
A sole source justification form must be signed by the requestor’s Department Head and City Manager (if applicable), then forwarded to the Finance Department and filed to justify the sole source purchase. Sole-source specifications should be avoided whenever possible as they minimize or eliminate competition.
When the use of said sole-source vendor is expected to be repeated or ongoing, the operating department may indicate that it is a “recurring” sole source on the sole source justification form. The sole source justification shall then be valid for three years from date of approval by the Department Head.
9-3.1. Sole Source is Appropriate When:
1. The requested product is an integral repair part or accessory compatible with existing equipment and is only available from one vendor.
2. The requested product has unique design/performance specifications or quality requirements which are essential to department operations and are not available in comparable products.
3. Only known manufacturer of this product.
4. The requested product is one with which department staff have specialized training and/or extensive expertise. Retraining would incur substantial cost in time and/or money.
5. Only vendor authorized to sell/service this product in our region.
6. Upgrade to existing software. Available only from the producer of this software who sells on a direct basis only.
7. Emergency purchase.
8. Public project procurements under the requirements established by Public
13 Contract Code Selection 22032(a).
9. Special Situations as they arise.
9-3.2. City Manager Approval:
Sole source requests between $50,000.01 and $100,000 require the approval of the City Manager.
9-3.3. City Council Approval:
Sole source requests over $100,000 require the approval of the City Council. 9-4. Emergency Purchases up to $100,000 (Not for Public Projects):
Emergency purchases may be made without the benefit of competitive bidding when time is of the essence. Emergency purchases should be made only for the following reasons: (1) to preserve life, health, or property; (2) upon a natural disaster; (3) to correct or forestall a shutdown to maintain essential public services; or (4) other unforeseeable events (as authorized by the City Manager). Emergency purchases are not valid for contrived urgencies resulting from lack of planning and organization. Since emergency orders do not normally provide the City an opportunity to obtain competitive quotes, nor properly encumber funds, such orders should be kept to an absolute minimum. Emergency purchases shall be approved by the Department Head or designee. 9-5. Emergencies Over $100,000 (Not for Public Projects):
Emergency purchases over $100,000 require the approval/signature of the City Manager.
The City Manager shall provide a report after any emergency purchase over $100,000 at the next City Council meeting following the emergency purchase. 9-6. Emergency Public Projects:
Public projects shall be completed according to Public Contract Code 22050 and the City’s Municipal Code Section 2-6.15.
9-7. Cooperative Purchases:
The City may participate in purchases and contracts conducted by other political jurisdictions, provided that the cooperative agreement is established following a competitive bid process. In a cooperative purchase, one agency represents several agencies by soliciting bids including the needs of the other agencies in the bid specifications. This higher product volume may result in lower unit cost for all agencies, and also reduces the time and cost of the City administering its own bid process.
Needed documentation includes:
1. Copy of the other jurisdiction’s bid document(s)
2. Any Board or Council action awarding the contract
14 3. The contract documents
The City Manager may authorize the award of cooperative purchase agreements for amounts not more than $100,000; City Council approval is required for the award of any cooperative purchase exceeding $100,000.
9-8. Piggyback onto Existing Contract:
“Piggybacking” is the use of an existing contract for goods between another government agency and a vendor for the purchase of those same goods. When piggybacking onto a contract, the City must use the terms of the contract and price of the item must be as specified in the contract or awarding document. The contract for consideration must have been awarded through a competitive bidding process prepared and awarded by another local, state, or federal government agency.
Needed documentation includes:
1. Copy of the other jurisdiction’s bid document(s)
2. Any Board or Council action awarding the contract
3. The contract documents
The City Manager may authorize the award of piggyback purchases for amounts not more than $100,000; City Council approval is required for the award of any piggyback purchase exceeding $100,000.
9-9. Exemptions from Obtaining a Purchase Order:
The Finance Department shall maintain an approved direct pay list for which no purchase order is required due to unique purchasing circumstances, such as invoices from government agencies, utility providers, and subscription services.
The following is a non-inclusive list of the direct pay categories and/or vendors at the time of policy adoption:
• Actuarial studies
• Advertising
• Assessment district administration costs
• Attorney services
• Bond issuance costs (bond counsel, rating agency fees, and trustee fees) • Cafeteria plan administration
• CDBG and Home Rehabilitation Loans
• Claim settlements (for liability claims)
• Conference or seminar registration
• Copy machine maintenance and leasing under contract
• Debt service payments
• Department of Health Services
15 • Department of Water Resources
• Deposit refunds
• Document destruction
• Downtown Business Improvement District remittance of cash receipts • Employment Development Department
• Family Intervention Team program expenditures
• Feather River Air Quality Management District
• Fingerprinting (Department of Justice)
• Fingerprinting (Sutter County – Live Scan)
• Fire Department stipend checks
• Fuel for storage tanks
• General Liability insurance premiums
• Gilsizer Drainage District
• Housing consultant
• Land/property
• Lobbying activities
• Meals (per diem or travel reimbursement)
• Membership dues
• MuniFinancial
• Net 5 purchases (Secretary, City of Marysville)
• Office equipment O&M
• Office supplies (consumable only)
• Parking Citation Hearing Officer
• Payroll deduction remittances
• Petty cash reimbursements
• Postage & freight
• Pre-employment physicals, medical blood, DATCO (substance abuse testing) • Refunds
• Retirement administration: Phase II Systems for PARS trust administration • State Board of Equalization (diesel fuel tax, sales and use tax) • State Division of Administrative Services (seismic fees) • State Water Resources Control Board
• Subdivision Agreement reimbursements
• Subscriptions
• Supplies or refreshments reimbursement
• Sutter-Yuba Mosquito Vector Control District
• Teambuilding (Amistad Associates)
• Telephone
• Temporary help (personnel agency)
• Training programs
• Travel & meetings
• Trustee fees
• Tuition reimbursements
• Uniform rental and cleaning (under contract)
• Utilities
16 • Vehicle allowance
• Water delivery service
• Yuba-Sutter Economic Development Corporation
An authorized signature and appropriate budget number(s) should be provided by the purchaser to Accounts Payable for invoices up to $5,000. Invoices above $5,000 should be accompanied by a check request form, approved by the Department Head.
SECTION 10: PROFESSIONAL SERVICES
10-1. Definition:
Those services by independent consultants such as legal, engineering, programming, planning, environmental, economic, financial, testing, specialized temporary employee services, medical, dental, accounting, surveying, landscape architecture, advertising, design, etc., are considered to be “professional services”. This may also include services requiring peculiar or specialized abilities which by state law do not require competitive bidding.
10-2. Operating Department Responsibilities:
1. Prepare specifications or scope of work.
2. Solicit, review, and select qualified consultant/firm.
3. Provide written documentation justifying selection of the successful consultant/firm. Staff may utilize the Professional Services Justification form on CityNet.
4. Prepare a City Professional Services Agreement and obtain consultant’s signature.
5. Compile all exhibits/attachments described or referenced in the contract.
6. Secure and review required insurance documents for conformance to City contract requirements.
7. Submit the contract to the City Attorney for review and approval, if applicable.
8. If between $50,000 and $100,000, obtain City Manager approval.
9. If over $100,000, obtain Council approval.
10. Submit requisition to Finance to issue a purchase order.
11. Submit original signed contract, complete with exhibits, attachments, and insurance, to the City Clerk.
12. Provide the consulting firm a signed copy of the contract. 10-3. Decentralized:
Due to the specialized and technical nature of professional services, contracting for professional services is decentralized and shall be the responsibility of each applicable Department Head.
17 10-4. Solicitation of Proposals:
Solicitation of professional service proposals is the responsibility of the operating departments. The Finance Department may be contacted to assist and support the formal request for proposal process.
10-5. Selection of Consultant:
Contracts negotiated by the City for professional services will be based on demonstrated competence, professional qualifications for the services required, availability, fair and reasonable cost, and other relevant factors as determined by the operating department.
Competitive bidding is encouraged whenever possible; however, it is not mandatory. 10-6. City Attorney Review and Approval:
The City shall, whenever possible, use the City’s Professional Services Agreement form, which as been approved as to form by the City Attorney and is available on CityNet. Should another agreement be considered for professional services, review and approval as to form by the City Attorney is required prior to execution by the City.
The City Attorney shall review and approve as to form all Professional Service Agreements prior to City Council approval for contracts over $100,000. 10-7. Procurement Limits — Professional/Consultant Services:
Specified procurement limits are tabulated per consultant firm per fiscal year and are not to be split to circumvent the determined limits. No professional services consultant shall be paid more than $100,000 per fiscal year for the City as a whole without prior Council authorization.
10-7.1. Contracts of $50,000 or Less:
Contacting three (3) firms, although encouraged, is not required for contracts $50,000 or less. Department Heads are authorized to sign Professional Service Agreements totaling $50,000 or less.
10-7.2. Contracts $50,000.01 up to $100,000:
Operating departments should, whenever possible, contact three (3) consultants/firms and select the most qualified firm. The City Manager is authorized to sign Professional Service Agreements totaling $100,000 or less.
10-7.3. Contracts Over $100,000:
Operating departments shall solicit written proposals and negotiate with a minimum of three (3) consultants/firms, whenever possible. Professional Service Agreements over $100,000 require City Council approval. If the contract is a multiple year agreement,
18 information regarding multiple years must be presented to Council in the staff report at the time of approval.
10-8. Changes to and Cancellation of Purchase Orders:
The operating department will notify Finance when initiating changes which alter the purchase order. Purchase orders that need to be canceled or closed must be forwarded to Accounts Payable. The last payment against a purchase order that does not increase the purchase order total by 10% can be processed without obtaining a purchase order change order.
The City Manager will approve any change orders that have the purchase order total amount exceed $50,000, up to $100,000. Change orders cannot be requested that exceed Council-approved appropriations or Council contract award amounts without additional Council authorization.
SECTION 11: CONTRACT AMENDMENTS FOR TECHNICAL/MAINTENANCE
OR PROFESSIONAL SERVICES
Ongoing City contracts with technical/maintenance vendors or professional services consultants may require amendments for a number of reasons, including change in scope of work, time extension to complete the project or renew for an additional period of time, and unforeseen costs.
Operating departments should utilize the City’s amendment forms, available on CityNet.
Should a firm’s agreement be considered, review and approval as to form by the City Attorney is required prior to execution by the City.
11-1. Operating Department Responsibilities:
1. Prepare a City amendment and obtain appropriate signatures from both parties.
2. Compile all exhibits/attachments referenced in the amendment. Update the insurance documents if necessary.
3. Obtain City Manager and/or City Attorney approval, if applicable.
4. When the contract plus amendment total over $100,000, obtain City Council approval.
5. Submit request to Finance for a purchase order change order if the amendment alters the dollar amount.
6. Submit original signed amendment, complete with exhibits and attachments, to the City Clerk.
7. Provide the consultant (professional services) or vendor (technical/maintenance services) a signed copy of the amendment.
19 11-2. Amendment Cost Limits:
Contract amendments can only be approved within their cost limits. Cost limits are calculated as the existing contract total plus any cost changes in the amendment. 11-2.1. Contract Total of $50,000 or Less:
Amendments can be approved by the Department Head if the contract total, including all amendments, does not exceed $50,000.
11-2.2. Contract Total of $50,000.01 to $100,000:
Amendments can be approved by the City Manager if the contract total, including all amendments, does not exceed $100,000.
11-2.3. Contract Total Over $100,00:
Amendments must be approved by City Council and executed by the City Manager if the amended contract will exceed the amount previously approved by City Council or if an amendment will cause the contract to exceed $100,000.
11-2.4. Prior Approved Contingency:
City Council may award a contract amount plus a contingency for a project or service that will or potentially will exceed $100,000. In such a case, the contract would originally reflect the primary contract amount, but may be amended later up to the contingency authorized as part of the Council item without further Council action.
SECTION 12: SPECIFICATIONS
Accurate specifications are essential for effective bidding. It is the responsibility of each department to provide detailed, accurate specifications when requisitioning supplies and services.
12-1. Developing Specifications:
Well-developed specifications are necessary to ensure quality that will fulfill the operating department’s needs while also avoiding unnecessary costs for the taxpayer. A good specification should be:
1. Simple and straightforward, yet specific enough that the bidder cannot evade any of the provisions or underbid with products that do not meet the department/division’s needs.
2. Clear and easily identified, including any necessary measurements, material standards, or similar product types on the market.
3. Flexible and reasonably tolerant of discrepancies and different products.
20 4. As fair to the seller as reasonably possible without compromising the City’s interests, and capable of being met by multiple bidders in order to promote competition.
5. Capable of being checked in order to determine if the quality is sufficient and the bid is valid.
12-2. Standardization:
Standardization of specifications for items common to several divisions enables collaborating departments to buy quantity and generally receive lower pricing due to larger orders. The Finance Department will support operating departments in the establishment of standard specifications for articles in common use.
12-3. “Or Equal”:
When brand names are specified, the words “or equal” must be added unless compelling reasons make only a single brand acceptable. Use of a brand name for “equal to” specifications should be for the purpose of describing the standard of quality, performance, and characteristics the City desires and not be intended to limit or restrict competition. Use of “equal to” specifications should, whenever possible, identify a minimum of two brand names as approved equals.
Using specifications provided by a specific manufacturer should be avoided and, if used, the name of the manufacturer, model number, etc., should be indicated. It should also be stated, that use of the manufacturer’s specifications are for the sole purpose of establishing an “equal to” criteria. When specifications designate “or equal,” the City reserves the right to determine and approve any other as being equal or acceptable. 12-4. Vendor Assistance in Writing Specifications:
There may be occasions when vendor assistance may be required in developing specifications. Such specifications should be written in general terms. The vendor should be clearly informed that the information provided might be used in developing specifications for a competitive bidding process. The Purchasing Officer or their designee shall approve such specifications.
12-5. Review of Specifications:
It is the operating department’s responsibility to assure that specifications are complete and accurate. The department will review for completeness of information, terms and conditions, insurance/compliance, and open and competitive language. To assure bid/proposal specifications and terms meet the City needs, the operating department may request review or assistance by the Finance Department, the City Attorney, or other pertinent City staff in the development of specifications.
21 SECTION 13: VENDOR RELATIONS
It is to the City’s advantage to maintain and promote good relations with suppliers. The City’s vendor relations reflect the public image of the City organization. Finance and the operating departments are responsible for promoting fairness, integrity, courtesy, and goodwill in their vendor relations.
Operating departments may make direct contact with vendors for such purposes as obtaining price quotes (less than $100,000), developing service contracts, initiating informal bid or proposal processes, obtaining technical information, obtaining cost estimates for budgeting or purchasing purposes, preparing purchase requisitions, and placing orders for authorized purchases.
The Finance Department may be the main contact in formal bid situations. Finance may also serve as an intermediary between operating departments and vendors when requested by operating departments or in conflict resolution matters.
SECTION 14: PROTEST PROCEDURE AND ADMINISTRATIVE APPEAL 14-1. Bid Protests (Not for Public Projects):
In the event of a bid protest, the alleged aggrieved protesting bidder must file in writing to the Finance Director the exact reason for the protest. In no event shall a protest be considered if all bids are rejected or after award of the contract. Failure to comply in the manner prescribed shall constitute a failure to exhaust administrative remedies and shall automatically relieve the City of Yuba City from accepting that protest.
Any others who wish to protest the outcome of a bid or procurement must utilize the public comment process during the regularly scheduled City Council meetings. 14-1.1. Protest Procedure Prior to Bid Opening:
Any bidder wishing to file a protest prior to bid opening concerning the specifications or bid procedure must do so in writing. This written protest must be received by Finance no later than four working days prior to bid opening. If a protest that is received cannot be resolved by the designated time of the bid opening, the Finance Director may delay the bid opening until the protest is addressed to the City’s satisfaction. 14-1.2. Protest Procedure After Bid Opening:
Any bidder wishing to protest based on information that only became evident after the bid opening must file the protest in writing. This written protest must be received by Finance no later than five working days after the City of Yuba City notifies all bidders of the apparent low bid or the proposal selected by the committee for procurements under the formal bid limit, or within five working days from when bids or proposals over the formal bid limit are opened in public.
22 14-1.3. Protest Review:
The Finance Director shall review the written protest and, within five working days after receipt of the written protest, issue a decision in writing. The decision shall state the reasons for the action taken as well as inform the protesting bidder of the right to administrative appeal. A copy of the decision will be forwarded to the City Manager.
A decision rendered by the Finance Director as outlined in this section shall be final and conclusive. If the alleged aggrieved protesting bidder has complied with the protest procedures, they shall have the right to commence an administrative appeal. 14-2. Administrative Appeals:
The Finance Director’s decision regarding a bid protest may be appealed to the appropriate approving authority, based upon the procurement limits. The protestor will be notified regarding the appropriate administrative appeal procedure in the written decision from the Finance Director.
14-2.1. Informal Bids:
The City Manager is the approving authority for all administrative appeals for all purchases up to $100,000. Appeals must be written and submitted to the City Manager’s Office within five working days after the aggrieved bidder is notified of the Finance Director’s decision.
A written decision will be issued within ten working days after receipt of the written appeal.
The decision by the City Manager is final.
14-2.2. Formal:
The City Council is the approving authority for formal appeals for the City of Yuba City for all purchases over $100,000. Appeals must be written and submitted to the City Manager’s Office within five working days after the aggrieved bidder is notified of the Finance Director’s decision. The City Council may consider the appeal concurrently with its decision on the award. The decision by the City Council is final. 14-3. Public Project Protests and Appeals:
Protests and appeals regarding public projects shall be per the procedures established in the Public Contract Code.
23 SECTION 15: SURPLUS AND UNCLAIMED PROPERTY
15-1. Surplus/Unclaimed Property:
The Purchasing Officer shall have the authority to sell, exchange, or trade in all supplies, materials, and equipment which are no longer used, have become obsolete, worn out, or scrapped, or which have become unsuitable for public use.
The Purchasing Officer shall also have the authority to sell unclaimed property. All unclaimed property shall be sold or otherwise disposed of in accordance with Civil Code § 2080 et seq.
All sales shall be in accordance with the provisions outlined in Section 2-6.08 and 2-6.09 of the City’s Municipal Code.
15-2. Disposal of Personal Property (Less than $500):
Pursuant to Welfare and Institutions Code § 217, in lieu of the provisions contained in Civil Code § 2080, an alternative procedure is established with respect to the disposal of unclaimed personal property not worth more than $500. The Purchasing Officer is authorized with respect to said property, which has been unclaimed for at least 90 days, to transfer and deliver any such items to the Probation Officer of the County, to the Welfare Department of the County, or to any charitable or nonprofit organization which is authorized under its articles of incorporation to participate in a program or activity designed to prevent juvenile delinquency and which is exempt from income taxation under federal or state law, for use in any program or activity designed to prevent juvenile delinquency.
SECTION 16: FEDERALLY DECLARED EMERGENCIES
In the event of an emergency declared by the President of the United States, the City of Yuba City must comply with federal procurement standards as a condition of receiving public assistance funding from the Federal Emergency Management Agency (FEMA) for contract costs for eligible work. FEMA funding is governed by Title 2 of the Code of Federal Regulations (CFR) Part 200: Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards.
CITY OF YUBA CITY PURCHASING POLICIES AND PROCEDURES
APPENDIX I: DEFINITIONS
Amendment – A modification of terms and/or pricing for goods, professional services, or technical/maintenance services contracts or task orders.
Bid – A comparative price offer made by an intended seller in reply to an Invitation for Bid or Request for Quotation.
Bid Document – A document soliciting pricing for materials, supplies, and services purchases.
The bid document includes all pertinent information related to the purchase (specifications), plus instructions to the vendor on how to prepare the document, terms and conditions, and any insurance requirements necessary.
CAL-Card – The City’s procurement card issued under California Department of Goods and Services, utilized as a payment mechanism for purchases by authorized City staff.
Consultant – A provider of professional services, such as the examples provided in Section 10-1.
Should be contracted via a Professional Services Agreement. See Section 10 for procurement guidelines.
Contract – Any agreement or written document which produces a contractual agreement between the City and another party for the procurement or disposition of materials, services, professional services, or construction projects.
Department Head – The director of a department or their designee.
Equipment – Furnishings, machinery, vehicles, rolling stock, and other personal property used in the City’s business.
Force Account – Construction work performed by City labor.
Goods – Any and all supplies, materials, and/or equipment which are moveable at the time of sale, and can be furnished to or be used by the City. This also includes goods purchased separately for City projects and goods purchased with installation services.
Procurement (Purchase) – Buying, purchasing, renting, leasing, or otherwise obtaining of any materials, equipment, supplies, or services. Also included are all activities related to obtaining the above items.
Proposal – A comparative written offer made by an intended consultant (professional services) or vendor (technical/maintenance services) for evaluation by City staff in reply to a Request for Proposal.
Public Project – “Public Project” shall have the meaning as set forth in the California Public Contract Code Sections 20161 and 22002, as amended.
Public Works Construction Project – A public construction project that is subject to the regulations of the state Public Contract Code, such as the erection, construction, alteration, major painting, repair, or demolition of public buildings, streets, walkways, water and sewer facilities, drainage facilities, or other public facilities, whether owned, leased, or operated by the City. Public works does not include maintenance work as defined in said Code.
Purchase Order – A document generated by the Finance Department after the bidding requirements have been met and the purchase has been awarded. A purchase order authorizes the purchase of goods or services. It is a written legal document signed by the Purchasing Officer, Finance Director, and/or Department Head (as required per the procurement limits) stating all terms and conditions of purchase transaction or referring to such terms and conditions as may exist in an accompanying contract. See Section 8 for purchasing procedures and approval requirements.
Purchase Order Change Order – A change order to an existing purchase order may occur for a variety of reasons including, but not limited to, increasing the dollar amount of the purchase order, adding or deleting a line item, changing an account number on a line item, or increasing or decreasing the quantity on a line item.
Purchasing Officer – The City Manager or a designated representative.
Purchase Requisition – A request for a purchase order. The request comes from the operating department that needs to order specific goods or services. This is completed through the City’s operating Finance software (Pentamation at the time of policy adoption).
Request for Proposal – The complete assembly of related documents (whether attached or by reference) furnished to a prospective consultant or vendor for specific services for the purpose of soliciting a proposal for a City professional service or technical/maintenance service procurement.
These shall be evaluated and awarded based on a number of factors, rather than just price.
Request for Quotation – The complete assembly of related documents (whether attached or by reference) furnished to a prospective contractor/supplier for specific products or services for the purpose of presenting a quote for a City procurement. These shall be reviewed and awarded to the lowest responsible bidder.
Sole Source – Unique commodities or services that can be obtained from only one vendor or one distributor authorized to sell in the area or region, with singular characteristics or performance capabilities, or which have specific compatibility components with existing City products are exempt from the competitive bidding requirements and are deemed sole source purchases. Sole source purchases may include proprietary items sold directly from the manufacturer.
Solicitation – An invitation or request by which the City invites a person to participate in a procurement, such as an Invitation for Bids, a Request for Proposals, a Request for Qualifications, or a Request for Quotations.
Specification – A description in the bid, proposal, or quote of the sought item or service which informs prospective vendors what is specifically required and provides the basis for determining the responsive bid and the resulting purchase order or contract. In addition, it establishes the standard against which inspections and tests are made.
Uniform Construction Cost Accounting Procedures – Uniform construction cost accounting procedures shall mean those procedures and rules established by the State Uniform Construction Cost Accounting Commission pursuant to Section 22000, et seq. of the Public Contract Code.
Vendor – A seller of materials and supplies or technical/maintenance services, such as installation.
If any work is to be done by the vendor, it should be contracted via Standard Agreement. See Section 8 for procurement guidelines.
Agenda Item 7
CITY OF YUBA CITY
STAFF REPORT
Date: June 16, 2026
To: Honorable Mayor & Members of the City Council;
From: Administration Department
Presentation By: Ciara Wakefield, City Clerk
Summary
Subject: Approve Tenant Commissioner Appointment to the Regional Housing Authority Recommendation: Approve the re-appointment of Suzanne Gallaty as the Tenant Commissioner to the Regional Authority of Sutter and Nevada Counties Board of Commissioners Fiscal Impact: None
Purpose:
Approval of Regional Housing Authority Tenant Commissioner Appointment.
Background:
Per the Agreement with the Regional Housing Authority of Sutter and Nevada Counties, each Governing Body shall jointly appoint a Tenant Commissioner, per Section 34246.5 of the California Health & Safety Code. At their meeting on June 3, 2026, the Regional Housing authority approved the recommendation to reappoint Suzanne Gallaty as the Tenant Commissioner on the Board of Commissioners for a two-year term ending December 31, 2028.
Analysis:
A request for approval of the recommended appointment to the Board of Directors has been received from the Regional Housing Authority for the Tenant Commissioner. This recommendation is compliant with the Agreement creating the Regional Housing Authority of Sutter and Nevada Counties. Each Governing Body also appoints two Commissioners: the City of Yuba City citizen representative, Anthony Kurlan, was appointed by the City Council on August 19, 2025 and the City Council representative is Mayor Boomgaarden.
Fiscal Impact:
None.
Alternatives:
Do not approve and request that the Regional Housing Authority recruit an alternative Tenant Commissioner.
Recommendation:
Approve the re-appointment of Suzanne Gallaty as the Tenant Commissioner to the Regional Authority of Sutter and Nevada Counties Board of Commissioners.
Attachments:
1. Tenant Commissioner Appointment Letter to City of Yuba City 6-3-2026 Prepared By: Submitted By:
Ciara Wakefield
City Clerk
Robert Bendorf
City Manager
ATTACHMENT 1
Agenda Item 8
CITY OF YUBA CITY
STAFF REPORT
Date: June 16, 2026
To: Honorable Mayor & Members of the City Council;
From: Administration Department
Presentation By: Ciara Wakefield, City Clerk
Summary
Subject: Appointments to City of Yuba City Personnel Board Recommendation: Approve the Mayor's Recommendation of one (1) Appointment and two (2) Reappointments to the Personnel Board
Fiscal Impact: None
Purpose:
To fill three (3) vacancies on the City of Yuba City Personnel Board.
Background:
The Personnel Board holds hearings, conducts investigations, and hears appeals from employees relative to disciplinary actions or alleged violations of the provisions of the Municipal Code, Chapter 5 or the personnel rules. The Personnel Board reports its finding to the City Council or the City Manager as appropriate; and serves as a fact finding, mediation, or conciliation board when so requested in matters of employer-employee relations. The Personnel Board consists of five members serving fouryear terms.
Recently, Mayor Boomgaarden and Vice-Mayor Pasquale held interviews for the Personnel Board.
The following recommendations are being made at this time:
Recommendation Commission Term Ending
Anthony Kurlan (Reappointment) Personnel Board 06/30/2030 Harman Rai (Reappointment) Personnel Board 06/30/2030
Gilbert, Margaret* Personnel Board 06/30/2030
Fiscal Impact: None
Recommendation:
Approve the Mayor's Recommendation of one (1) Appointment and two (2) Reappointments to the Personnel Board.
Attachments:
None
Prepared By: Submitted By:
Ciara Wakefield
City Clerk
Robert Bendorf
City Manager
Agenda Item 9
CITY OF YUBA CITY
STAFF REPORT
Date: June 16, 2026
To: Honorable Mayor & Members of the City Council;
From: Administration Department
Presentation By: Ciara Wakefield, City Clerk
Summary
Subject: Public Comment Period of City Council Meetings Recommendation: Adopt a Resolution establishing a fifteen-minute aggregate limit for public comment periods during City Council Meetings
Fiscal Impact: None
Purpose:
To promote the efficient and orderly conduct of City Council meetings, ensure the timely consideration of all agenda items, and support the City's ability to conduct essential public business while maintaining opportunities for public participation.
Background:
The City Council values and encourages public participation in the governmental process. Public comment periods provide residents and stakeholders an opportunity to address the Council on matters within its jurisdiction and on agenda items before Council action is taken.
With the implementation of SB 707, including remote meeting participation, staff anticipates a significant increase in public comment going forward. Government Code § 54954.3(b)(1) recognizes the authority of legislative bodies to adopt reasonable regulations governing the time, place, and manner of public testimony, provided such regulations are content-neutral and afford the public a meaningful opportunity to be heard.
Analysis:
The proposed Resolution would establish a maximum aggregate public comment period of fifteen (15) minutes during regular City Council meetings. This limitation only applies to general Public Comment, and not Consent or item-specific items. Effective July 1, 2026, all Public Communication will be limited to 3 minutes per person, until the fifteen-minute limit has been reached. This includes written requests to speak received by the Clerk in advance.
The proposed change is intended to balance the public's right to address the City Council with the City's responsibility to efficiently conduct municipal business. Limiting the overall duration of public comment will assist the Council in managing meeting length, maintaining focus on scheduled agenda
items, and improving predictability for meeting participants.
The proposed limitation would be applied in a content-neutral manner and would not restrict public participation based on viewpoint or subject matter. Written comments would continue to be accepted in accordance with established City procedures and made part of the public record.
Fiscal Impact:
None
Alternatives:
1. Leave public comment period duration unchanged
2. Provide alternate direction to staff
Recommendation:
Adopt a Resolution establishing a fifteen-minute aggregate limit for public comment periods during City Council Meetings.
Attachments:
1. Resolution - CC Public Comment v2 06.16.26
Prepared By: Submitted By:
Ciara Wakefield
City Clerk
Robert Bendorf
City Manager
ATTACHMENT 1
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL FOR THE CITY OF YUBA CITY
ESTABLISHING A FIFTEEN-MINUTE AGGREGATE LIMIT FOR THE
PUBLIC COMMENT PERIOD DURING CITY COUNCIL MEETINGS
WHEREAS, the City Council of the City of Yuba City values public participation and recognizes the importance of providing members of the public with an opportunity to address the City Council on matters within its jurisdiction; and
WHEREAS, the Ralph M. Brown Act (Government Code Section 54950 et seq.) requires that members of the public be provided an opportunity to directly address the legislative body on items of interest to the public that are within the subject matter jurisdiction of the legislative body; and WHEREAS, Government Code § 54954.3(b)(1) authorizes legislative bodies to adopt reasonable regulations governing the total amount of time allocated for public testimony on particular issues and for each individual speaker; and
WHEREAS, the City Council finds that establishing reasonable time limits for public comment promotes the efficient and orderly conduct of meetings, ensures that all agenda items receive appropriate consideration, and assists the City Council in conducting the business of the City in a timely manner; and
NOW, THEREFORE, BE IT FURTHER RESOLVED, by the City Council of the City of Yuba City as follows:
SECTION 1. Establish 15 Minute Aggregate Limit for Public Comment The City Council establishes an aggregate time allocated for a public comment period not to exceed fifteen (15) minutes, unless extended by a majority vote of the City Council.
SECTION 2. Public Comment Period
This limitation only applies to general Public Comment, and not Consent or item-specific items, unless extended by a majority vote of the City Council.
SECTION 3. Administration
The Mayor or presiding officer shall have authority to administer the public comment period in a fair, content-neutral manner consistent with this Resolution and applicable law.
The foregoing Resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 16th day of June 2026.
AYES:
NOES:
ABSENT:
_________________________
Marc Boomgaarden, Mayor
ATTEST:
__________________________
Ciara Wakefield, City Clerk
APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:
Shannon L. Chaffin, City Attorney
Aleshire & Wynder, LLP
Agenda Item 10
CITY OF YUBA CITY
STAFF REPORT
Date: June 16, 2026
To: Honorable Mayor & Members of the City Council;
From: Public Works Department
Presentation By: Kevin Bradford, Deputy Public Works Director - Engineering Summary
Subject: WWTF Outfall Diffuser Project – Bid Phase Services Amendment Recommendation: Adopt a Resolution that takes the following actions:
A. Authorizes Amendment No. 6 to the Professional Services Agreement with CH2M Hill Engineers, Inc., dated July 18, 2018, to complete Bid Phase Services activities for the Wastewater Treatment Facility Effluent Discharge Outfall Diffuser Project and authorizes the City Manager to execute the amendment following approval as to form by the City Attorney, with the finding that it is in the best interest of the City B. Authorizes the Finance Director to make a supplemental appropriation and related transfers in the amount of $613,883 from unallocated wastewater funds to Account No. 981156
Fiscal Impact: $613,883 – Account No. 981156 (New Outfall and River Levee Crossing Replacement)
Purpose:
Assure continuous and reliable discharge of treated water from the Wastewater Treatment Facility to the Feather River in compliance with permit requirements.
Strategic Focus Area:
This project addresses the City Council’s Strategic Focus Area of improving the City’s infrastructure.
Background:
The City of Yuba City Wastewater Treatment Facility (WWTF) treats wastewater from the City’s collection system and disposes of the treated effluent. Operation of the WWTF and discharge of treated effluent to the Feather River is regulated by the Central Valley Regional Water Quality Control Board (CVRWQCB) through amended Order No. R5-2019-0017-01 and National Pollution Discharge Elimination System (NPDES) Permit No. CA0079260 (WWTF Permit).
Historically, the WWTF has had two options to dispose of treated effluent: (1) discharge directly into the
Feather River via an outfall diffuser pipe located upstream of Shanghai Falls; or (2) discharge into percolation/evaporation ponds located on the east side of the main river channel just downstream of Shanghai Falls (Attachment 1). Use of the outfall diffuser pipe is only permitted whenever river depths are sufficient to allow the treated effluent to adequately mix with river water to meet NPDES permit dilution requirements.
In 2011, the bed of the Feather River scoured in close proximity to the existing outfall diffuser pipe, cutting a deep channel to the east. This redirected a large portion of the river flow to the newly formed channel, leaving the outfall diffuser pipe exposed under normal river flows. The outfall diffuser pipe is currently unavailable for use at river flows of less than approximately 10,000 cubic feet per second (cfs), effectively rendering it unable to meet permit requirements except during substantial flood events.
Currently, the City’s only option to reliably discharge treated effluent has been to the effluent disposal ponds. These ponds are limited in capacity for continuous use and require routine monitoring and maintenance. Additionally, the ponds are vulnerable to damage during times of high water and can subsequently become unavailable to use for an extended period of time.
Since the scour event in 2011, the City has actively been studying potential replacement options for the outfall diffuser pipe, including assessment studies performed by the City’s consultant, Environmental Science Associates, in 2013 and 2017.
On July 17, 2018, Council awarded a Professional Services Agreement to CH2M Hill Engineers Inc. of Sacramento, CA, now a Jacobs Engineering Group, Inc. company (Jacobs), to provide professional services necessary for the WWTF Effluent Outfall Diffuser Relocation Project (Project), including predesign, design, environmental, permitting, easement acquisition, and bidding services. Council has previously authorized five amendments to the Jacobs agreement, the latest of which occurred at the July 19, 2022 Council meeting authorizing Jacobs to commence final design for the Project.
Analysis:
Jacobs has completed the 100% design documents, acquired 3 of 4 required easements, supported the City’s State Revolving Fund (SRF) loan application, completed additional bathymetric surveys, and submitted permit applications for the new Outfall Pipeline. Additional services from Jacobs are necessary to secure the remaining permits, incorporate pending permit conditions into the bid documents, finalize the easement acquisitions, pre-qualify contractors for in-river construction, perform an additional bathymetric survey, assist with bid advertisement, and prepare conformed documents for construction.
Previously, staff planned to contract with Jacobs for services during construction, testing and startup, construction management, and prepare an operations/maintenance manual (Tasks 6-9). Jacobs has requested a new contract for these tasks, rather than amending the current contract, due to corporate ownership considerations. Staff agrees with this recommendation and will bring a new contract for these services to Council at the time of award of a construction contract.
Fiscal Impact:
The table below summarizes the new contract amount, including the proposed Amendment No. 6. A detailed summary of each contract amendment is attached.
Description Total Fee
Original Contract Amount $2,783,430
Amendment No. 1 $162,877
Amendment No. 2 $0
Amendment No. 3 $0
Amendment No. 4 $901,857
Amendment No. 5 $832,843
Amendment No. 6 $613,883
Revised Contract Amount $5,294,890
There is no impact to the General Fund for this request. The cost will be covered by the wastewater fund.
Account No. 981156 (New Outfall and River Crossing) has a current balance of approximately $350,000. However, staff recommend retaining the full current balance to cover additional easement, permitting, staff time, and other miscellaneous expenses that are anticipated beyond the proposed Amendment No. 6 consultant charges. To fund the Amendment No. 6 request, the Finance Director requires authorization to transfer $613,883 from unallocated wastewater funds to Account No. 981156.
Alternatives:
Direct staff to postpone the project until construction funding is secured. Delay in completing the bid process, permitting, or easement acquisition will violate the City’s current NPDES permit and could delay new development in the City.
Recommendation:
Adopt a Resolution that takes the following actions:
A. Authorizes Amendment No. 6 to the Professional Services Agreement with CH2M Hill Engineers, Inc., dated July 18, 2018, to complete Bid Phase Services activities for the Wastewater Treatment Facility Effluent Discharge Outfall Diffuser Project and authorizes the City Manager to execute the amendment following approval as to form by the City Attorney, with the finding that it is in the best interest of the City B. Authorizes the Finance Director to make a supplemental appropriation and related transfers in the amount of $613,883 from unallocated wastewater funds to Account No. 981156 Attachments:
1. Attachment 1 - Locations Exhibit
2. Attachment 2 - Resolution
3. Attachment 2 - Exhibit A
4. Attachment 3 - Contract Amendment Summary
Prepared By: Submitted By:
Kevin Bradford
Deputy Public Works Director - Engineering
Robert Bendorf
City Manager
ATTACHMENT 1
ATTACHMENT 2
RESOLUTION NO. _________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY AUTHORIZING AMENDMENT NO. 6 TO THE PROFESSIONAL SERVICES AGREEMENT WITH CH2M HILL ENGINEERS, INC. TO COMPLETE BID PHASE
SERVICES FOR THE WASTEWATER TREATMENT FACILITY EFFLUENT
DISCHARGE OUTFALL DIFFUSER PROJECT
WHEREAS, on July 17, 2018, the City Council awarded a Professional Services Agreement to CH2M Hill Engineers Inc., now a Jacobs Engineering Group, Inc. company (Jacobs), to provide professional services necessary for the Wastewater Treatment Facility Effluent Outfall Diffuser Relocation Project (Project); and WHEREAS, on July 12, 2019, the City Manager approved Amendment No. 1 to the Professional Services Agreement authorizing additional Predesign tasks utilizing contingency authorized by the City Council on July 17, 2018; and WHEREAS, on July 7, 2020, based on the Predesign Report and the potential capital expenditure on the anticipated design and construction of the outfall diffuser, the City Council authorized Amendment No. 2 to the Professional Services Agreement finding it is in the best interests of the City to evaluate alternative advanced treatment strategies that could result in alternative discharge options; and WHEREAS, on December 1, 2020, the City Manager approved Amendment No. 3 to the Professional Services Agreement authorizing additional Predesign tasks necessary to complete evaluation of alternative advance treatment strategies; and WHEREAS, on May 18, 2021, the City Council authorized Amendment No. 4 to the Professional Services Agreement initiating final design and reconciling budget changes resulting from Amendment Nos. 2 and 3; and
WHEREAS, on July 19, 2022, the City Council authorized Amendment No. 5 to the Professional Services Agreement to complete final design activities, including new scope of work tasks identified from the design, permitting, and easement acquisition activities; and
WHEREAS, the City Council desires to amend the Professional Services Agreement with CH2M Hill Engineers, Inc. (Jacobs) a sixth time to complete bid phase services for the Effluent Discharge Outfall Diffuser Project; and WHEREAS, such an amendment is in the public interest.
NOW, THEREFORE, be it resolved and ordered by the City Council of Yuba City as follows:
1. The City Council of the City of Yuba City authorizes the City Manager to enter into Amendment No. 6 to the Professional Services Agreement with CH2M Hill Engineers, Inc. (Jacobs), substantially in the form of the amendment attached as Exhibit A to this Resolution, subject to approval as to form by the City Attorney. The City Council finds that approval of such amendment in the best interest of the City.
2. The City Council authorizes the Finance Director to transfer $613,883 from unallocated wastewater funds to Account No. 981156.
3. This Resolution shall take effect immediately.
The foregoing resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 16th day of June, 2026.
AYES:
NOES:
ABSENT:
Marc Boomgaarden, Mayor
ATTEST:
Ciara Wakefield, City Clerk
APPROVED AS TO FORM
COUNSEL FOR YUBA CITY
Shannon L. Chaffin, City Attorney
Aleshire & Wynder, LLP
Exhibit(s):
A. Amendment No. 6 to the Professional Services Agreement
EXHIBIT “A”
01248.0006/607565.1
AMENDMENT NO. 6 TO THE AGREEMENT FOR PROFESSIONAL SERVICES CH2M HILL ENGINEERS, INC.
CH2M Hill Engineers, Inc.
2485 Natomas Park Drive, Suite 600
Sacramento, CA 95833
SUBJECT: Amendment No. 6 to Scope of Services for Yuba City WWTF - Outfall and Diffuser Project This Amendment to the Agreement for Professional Services dated July 18, 2018 (“Fifth Amendment”) is made and entered into as of the _____ day of __________, 2026 by and between the City of Yuba City (“City”) and CH2M Hill Engineers, Inc. (“Consultant”).
Recitals
Whereas, by Professional Services Agreement dated July 18, 2018 (“Prime Agreement”), City entered into an agreement with Consultant for professional engineering services for the City’s Outfall and Diffuser Project in the amount of $2,783,430.00.
Whereas, the City Manager approved Amendment No. 1 to the Prime Agreement on July 12, 2019.
Whereas, the City Manager approved Amendment No. 2 to the Prime Agreement on July 10, 2020.
Whereas, the City Manager approved Amendment No. 3 to the Prime Agreement on December 1, 2020.
Whereas, the City Manager approved Amendment No. 4 to the Prime Agreement on May 19, 2021.
Whereas, the City Manager approved Amendment No. 5 to the Prime Agreement on July 19, 2022.
Whereas, the Parties desire to amend the Prime Agreement for a sixth time to provide for additional tasks, updated scope of service, revised compensation, schedule of performance and other items related to the Project.
Agreement
In consideration of the foregoing Recitals and for good and valuable consideration, the receipt and adequacy of which is hereby acknowledged, the City and Consultant agree as set forth herein.
1. Section 1, Scope of Services, of the Prime Agreement and all subsequent Amendments is amended to include the following:
“The Amendment 6 – Summary attached as Exhibit A to this Amendment No. 6, including Attachment 1: Summary of Additional Work Remaining, is hereby incorporated into the Scope of Services.”
2. Section 3, Compensation, of the Prime Agreement is amended to add the following:
01248.0006/607565.1
“The Amendment 6 – Summary attached as Exhibit A to this Amendment No. 6, including Attachment 2: Contract Budget Authorization Table and Attachment 3: Updated Rate Schedule, is hereby incorporated into the Compensation to be paid to Consultant. In no event shall Consultant’s compensation exceed $5,294,890.00 without additional written authorization from the City.”
3. A copy of the Prime Agreement and Amendment Nos. 1 through 5 are attached hereto as Exhibit “B” and, except as otherwise amended by this Sixth Amendment, the Prime Agreement and Amendment Nos. 1 through 5 are incorporated as though set forth in full herein.
4. Except as amended in this Sixth Amendment, the terms and conditions of the Prime Agreement, First Amendment, Second Amendment, Third Amendment, Fourth Amendment, and Fifth Amendment shall remain the same and shall be in full force and effect. This Sixth Amendment is not effective until approved and executed by the authorized City representative.
IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the date and year first written above.
CITY:
CITY OF YUBA CITY, a municipal corporation
Robert Bendorf, City Manager
CONSULTANT:
CH2M HILL ENGINEERS, INC.
Name:______________________________
Title:________________________________
Kindly execute the original and two (2) copies and return to City Hall at 1201 Civic Center Boulevard, Yuba City, CA 95993; the City will return a fully-executed copy to you via mail for your files.
Attachments:
Exhibit A: Amended Exhibit A to Prime Agreement
Exhibit B: Amendment No. 5 (Fifth Amendment), including Prime Agreement and Amendment Nos. 1 through 4 (First through Fourth Amendments)
01248.0006/607565.1
Exhibit A
Yuba City WWTF Outfall and Diffuser Project
Amendment 6 - Summary
This Amendment 6 is provided by CH2M HILL Engineers, Inc. (referred to as Jacobs in this Scope of Work) to the Yuba City Wastewater Treatment Facility (WWTF) Outfall and Diffuser Project (Project). Please note that on December 15, 2017, CH2M Hill Companies Ltd. became part of Jacobs Engineering Group Inc. (Jacobs). CH2M HILL Engineers, Inc. is now a wholly owned direct subsidiary of Jacobs. CH2M Hill Engineers, Inc. presently remains a separate legal entity and will continue to operate and conduct business.
The Project 100% design documents were submitted in December 2022. Since that time the City has been working toward securing project funding, and the Project is now anticipated to begin the Bid Phase activities in June 2026, with an anticipated bid advertisement in December 2026. Between December 2022 and April 2026, Jacobs has provided additional services, including property acquisition, permitting support, supporting the City’s State Revolving Fund (SRF) grant application process, completed another bathymetric survey update in 2025, and providing ongoing project management. Amendment 6 includes additional funding for previously completed additional services, as well as scope and funding for upcoming additional services required for completion of the Bid Phase.
This amendment includes the following parts:
• Attachment 1 - Summary of Estimated Work Remaining by Task • Attachment 2 - Contract Budget Authorization Table
• Attachment 3 - Updated Rate Schedule through 2027
The following tasks were not included in the Authorized Contract Budget for this contract, and will be included in a future Services During Construction (SDC) contract:
• Task 6 – Services During Construction
• Task 7 – Testing and Startup
• Task 9 – Operations and Maintenance Manual
The City has decided that Task 8 (Construction Management) will be a competitive procurement during the fall of 2026.
Current Contract Value
The estimated not-to-exceed budget for Amendment 6 is $613,883. This amount is based on a rate schedule that has been escalated from the original contracted rates for the City’s Outfall and Diffuser Project through 2027 at an average annual rate of 3%.
The table below summarizes the new total contract value to date including this amendment.
Description Total Fee Estimate
Original Contract Value $2,783,430
Amendment 1 $162,877
Amendment 2 $0
Amendment 3 $0
Amendment 4 $901,857
Amendment 5 $832,843
Amendment 6 $613,883
New Contract Value $5,294,890
Attachment 1: Summary of Additional
Work Remaining
Jacobs PN: 708865CH
Task Description Estimated Work Remaining Notes
1 Predesign
1.9 DO Sag Analysis, Anti-Degradation
Analysis, and & ROWD Completion of DO Sag Report.
The remaining DO Sag Analyis is being removed from the scope of work and will be included in a future ESDC contract.
2 Right of Way Acquisition
2.1 Survey Support for Right of Way
Acquisition
-City is coordinating with PG&E regarding powerline alignment to VAS Building. Assume Yokohari plat map must be updated and a new legal description prepared for a new easement to PG&E.
2.2 Appraisal and Acquisition Services
-Prepare and execute agreement with Sutter Co
-Coordinate with CDFW for Sutter Co deed restrictions
-Update appraisals for Netherby and Yokohari to support TCE extension -Update agreements for new TCE end dates with Netherby and Yokohari -City is coordinating with PG&E regarding powerline alignment to VAS Building. Assume Yokohari appraisal must be updated to grant new easement to PG&E, and Purchase Agreement must be updated with revised description.
3 Design
3.3 Prepare 100% Design Documents
-Complete PG&E power coordination (design modifications included under Task 5.2) -Finalize Effluent Pumping/ARV TM and existing outfall pipeline thrust block evaluation -MHM final bid docs
-MHM survey support for 2026 bathymetric survey
-Team time to review 100% punch list
4 Environmental Services and Permitting
4.2 In Water Permits
-Refresh the specs with the updated permit conditions
-Assist City with process of paying mitigation banks
4.3 Levee Permit
-Receive final permits from CVFPB and refresh specs
-Submit two encroachment permit applications to LD-1 (MHM) -Prepare river rating and regression (stage-frequency) curves for contract documents Estimated Work Remaining Following Progress Report No. 57 (Through April 24, 2026) City of Yuba City - WWTF Outfall and Diffuser Project
708865_Yuba City_Progress Report_2026_Feb_Activities-Remaining_April2026_v3 1 of 4
Jacobs PN: 708865CH
Task Description Estimated Work Remaining Notes
Estimated Work Remaining Following Progress Report No. 57 (Through April 24, 2026) City of Yuba City - WWTF Outfall and Diffuser Project
4.4 Other Permits
-Allowance to submit and receive Sutter County Encroachment Permit (30 hours engineering, 30 hours CAD)
-Allowance to submit and receive City building permits for Bifurcation and VAS buildings (16 hours)
5 Bid Services
5.1 Contractor Prequalification Complete contractor prequalification as scoped. -Previously completed early planning work and provided example prequalification documents to the City for review.
-Escalated remaining labor and expense budget for 4 years from 2022 (after Amendment 4) to 2026 at 3%.
5.2 Prepare Bid Documents
-Bid-Phase "restart" and kickoff meeting (assume $9,000) -Four weeks of team meetings during bid set production ($13,500) -Completion of bid drawings
-Finish front ends (SRF funding requirements) ($2500)
-Incorporate PG&E changes (update dwgs to reflect final PG&E design for service to VAS Building) (12 hours)
-Incorporate changes at Netherby (6 hours)
-Allowance of 50 hours to update from 2019 CBC to 2025 CBC -Allowance of 20 hours to incorporate comments from Sutter Co. building permit for the Bifurcation and VAS buildings
-Includes allowance to replace the bathymetric topographic reference file with the 2026 survey file and update the design drawings.
-Includes design of power service conduit from PG&E pullbox in Dakota Court to the service entrance at the Bifurcation Building (ref dwg E-9). 1) Assumes City will reproduce hard copies at their copy shop - no hard copies are included.
2) Scope of Dakota Court power alignment design:
-Assume "utility grade" Horizontal Direction Drill (HDD) from existing pullbox to Sutter County parcel, then open-cut installation to service meter connection
-utility investigation (no potholes)
-Assumes no previous structures or possible obstructions -MHM to provide utility and ground survey and boundary
resolution
-Assume no new easements
-No additional geotech investigations
-Update existing drawing E-9 (no profile view)
-Add "utility-grade" HDD spec
5.3 Contract Advertise and Award
-Not started
-Added 110 hours to answer additional potential bidder questions and prepare addenda -Added $5000 allowance for potential bid protest support Escalated original labor and expense budget for 5 years from 2022 (after Amendment 4) to 2027 at 3%.
5.4 Prepare Conformed Documents Not Started
-Assumes delivery of CAD files for conformed documents
-Assumes City will reproduce hard copies at their copy shop - no hard copies are included.
-Escalated original labor and sub budget for 5 years from 2022 (after Amendment 4) to 2027 at 3%.
10 Project Management
708865_Yuba City_Progress Report_2026_Feb_Activities-Remaining_April2026_v3 2 of 4
Jacobs PN: 708865CH
Task Description Estimated Work Remaining Notes
Estimated Work Remaining Following Progress Report No. 57 (Through April 24, 2026) City of Yuba City - WWTF Outfall and Diffuser Project
10.1 External Project Meetings Monthly progress meetings through March 2027 None
10.2 Develop and Maintain PM Tools Look-ahead schedule updates, maintain Action Item Tracking log. None
10.3 Project Controls and Invoicing
Invoicing through March 2027. Preparation of Amendment 6. Closeout design phase contract. Prepare ESDC contract amendment. None
10.4 Project Team Coordination Team coordination through completion of Bid Phase None
10.5 Health and Safety
Review AKS safety documents for 2026 bathymetric survey and participate and Readiness Review meeting. None
10.6 Subcontract Management Subcontractor project management through bid phase (AKS, MHM, BRI) None 11 California SRF Loan Application Support
11.1 California SRF Loan Application Support Minor support as needed by the City Remaining budget of $14,159. No additional budget is needed.
11.2 SRF Project Report None
Task 11.2 has exceeded the estimated budget. As agreed to with the City on October 2, 2025, Jacobs has billed the actual costs incurred to complete the project report. Actual cost is $78,430. No additional budget is needed.
12 Supplemental Services
12.1 Bathymetric Surveys
Conduct additional bathymetric survey in 2026. Includes Bathymetric Survey Comparison TM.
2025 bathymetric survey update and comparison TM completed and invoiced ($34,711). Survey for 2026 based on estimate from AKS. Amendment 6 includes costs for both 2025 and 2026 surveys.
12.2 Environmental Impact Report None.
Some budget transferred to Task 2 to support BRI for property acquisition. Remaining budget will be unused.
12.3 Vacuum Assisted Siphon Completed 100% design. This task is now complete. No remaining budget. 708865_Yuba City_Progress Report_2026_Feb_Activities-Remaining_April2026_v3 3 of 4
Jacobs PN: 708865CH
Task Description Estimated Work Remaining Notes
Estimated Work Remaining Following Progress Report No. 57 (Through April 24, 2026) City of Yuba City - WWTF Outfall and Diffuser Project
12.4 Archeological Test Pits None
This task has not been authorized. Remaining budget will be unused.
12.5 WWTF Effluent Pump Station, Flow
Metering, and Yard Piping Modifications Completed 100% design. This task is now complete. Remaining budget will be unused.
12.6 Project Management for Supplemental
Services Coordination for Supplemental Services. This task is now complete. Remaining budget will be unused.
12.7 Pump Physical Modeling None This task is now complete. Remaining budget will be unused. 708865_Yuba City_Progress Report_2026_Feb_Activities-Remaining_April2026_v3 4 of 4
Attachment 2: Contract Budget
Authorization Table
Yuba City WWTF Outfall and Diffuser Project
Contract Budget Authorization
City of Yuba City
Task 1 ‐ Predesign $ 821,864 $ 169,354 $ 89,141 $ 1,080,359 $ 1,080,359 $ (0) Task 2 ‐ ROW Acquisitions $ 185,305 $ 11,250 $ 73,011 $ 269,566 $ 224,622 $ 44,943 Task 3 ‐ Design $ 570,155 $ 486,894 $ 111,452 $ 1,168,501 $ 1,121,468 $ 47,033 Task 4 ‐ Environmental Services/Permitting $ 254,423 $ 166,972 $ 110,769 $ 532,164 $ 495,542 $ 36,622 Task 5 ‐ Bid Services $ 57,819 $ 21,545 $ 197,329 $ 276,693 $ 1,389 $ 275,304 Task 6 ‐ Services During Construction (Not Contracted) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Task 7 ‐ Testing and Startup (Not Contracted) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Task 8 ‐ Construction Management (Not Contracted) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Task 9 ‐ Operations and Maintenance Manual (Not Contracted) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Task 10 ‐ Project Management $ 344,301 $ 210,743 $ 229,274 $ 784,319 $ 607,223 $ 177,095 Task 11 ‐ CA SRF Loan Application Support $ 50,000 $ 16,054 $ 78,362 $ 144,416 $ 130,257 $ 14,159 Task 12 ‐ Supplement Services $ 499,564 $ 606,168 $ (275,455) $ 830,277 $ 778,453 $ 51,824 Task 13 ‐ Advanced Treatment Study $ ‐ $ 208,596 $ ‐ $ 208,596 $ 208,337 $ 259 Total $ 2,783,430 $ 1,897,577 $ 613,883 $ 5,294,890 $ 4,647,651 $ 647,239 Balance Remaining Proposed
Amendment 6 Task Total Authorized Amount
Amendments 1
through 5
Original
Authorized Amount
Spent Through
April 2026
Attachment 3: Updated Rate Schedule
Classification 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Principal in Charge* 260 268 276 284 293 302 311 320 330 340 Principal Professional 2* 234 241 248 255 263 271 279 287 296 305 Principal Professional 1* 198 204 210 216 222 229 236 243 250 258 Sr. Professional 2* 177 182 187 193 199 205 211 217 224 231 Sr. Professional 1* 167 172 177 182 187 193 199 205 211 217 Project Professional 2* 156 161 166 171 176 181 186 192 197 203 Project Professional 1* 129 133 137 141 145 149 153 158 163 168 Staff Professional 2* 126 130 134 138 142 146 150 155 160 165 Staff Professional 1* 108 111 114 117 121 125 129 133 137 141 Technician 112 115 118 122 126 130 134 138 142 146
Office/Clerical 112 115 118 122 126 130 134 138 142 146 Notes:
*includes engineering, consulting, planner and scientist disciplines **These rates are effective January 1, 2018 through December 31, 2027 A markup of 10% shall be applied to all Other Direct Costs and expenses; 5% markup shall be applied to all Subconsultants Exhibit A - Billing Rates
CH2M HILL ENGINEERS, INC
PROFESSIONALS AND TECHNICIANS
2018 - 2027 Hourly Billing Rates
Attachment 3 - Billing Rates
01248.0006/607565.1
Exhibit B
01248.0006/607565.1
Exhibit A
1 Yuba City WWTF Outfall and Diffuser Project
Amendment 5 – Final Design Changes
Scope of Work
This Scope of Work is provided by CH2M HILL Engineers, Inc. (referred to as Jacobs in this Scope of Work). Please note that on December 15, 2017, CH2M Hill Companies Ltd. became part of Jacobs Engineering Group Inc. (Jacobs). CH2M HILL Engineers, Inc. is now a wholly owned direct subsidiary of Jacobs. CH2M Hill Engineers, Inc. presently remains a separate legal entity and will continue to operate and conduct business.
This Scope of Work is for changes and additional services during the final design and bid phases of the Yuba City Wastewater Treatment Facility (WWTF) Outfall and Diffuser Project (Project). This amendment will add additional scope and funding to Task 3, Task 4, Task 5, Task 10, Task 11, and Task 12 from the original Project Scope of Work.
The total fee estimate is provided in Appendix A based off an updated rate schedule provided in Appendix B. The consultant is not obligated to spend above this amount. Additional activities such as engineering services during construction, startup and testing, construction management, and operations and maintenance manual are not included, and will need to be contracted separately if needed by the City.
Project tasks included in the original proposal from Jacobs are listed below. The City decided to contract with Jacobs for several of the original proposed tasks in the Agreement for Professional Services dated July 18, 2018. Those tasks included in the original Agreement (or added by contract amendment) are summarized below, and the contracted budgets for each task are described in detail in Appendix C.
The following tasks have been contracted with Jacobs:
Task 1: Predesign
Task 2: ROW Acquisitions
Task 3: Design
Task 4: Environmental Services/Permitting
Task 5: Bid Services
Task 10: Project Management
Task 11: CA SRF Loan Application Support
Task 12: Supplemental Services
Task 13: Advanced Treatment Study
The following tasks have not been contracted with Jacobs, but can be added by amendment at a later date if desired by the City:
Task 6: Services During Construction
Task 7: Testing and Startup
Task 8: Construction Management
Task 9: Operations and Maintenance Manual
AMENDMENT 5 – FINAL DESIGN CHANGES
2 Task 3. Design
The City requested changes to design elements during the final design phase, including additional surge tank survey, additional utility potholing, additions to the bifurcation station, changes to the pipeline alignment, and additional pumping evaluation services. The purpose of this task is to integrate these changes into the 90% and 100% design drawings, specifications, and cost estimate. Work activities will include:
Surge Tank Site Survey
MHM will perform additional topographic survey using established project control monuments for the WWTF in the vicinity of the future surge tanks. Captured point data will be immediately evaluated and post processed to conform to the Project accuracy standards and calibrated to the most current documentation of NAD83 and NAVD88 by the National Geodetic Survey. All point data captured for the topographic mapping will be post processed and exported in an ASCII format and imported into an electronic drawing file to add to the existing base mapping of the project. MHM will perform surface modeling to develop minor contours at one‐foot (1’) and major contours at five feet (5’) utilizing the triangular irregular network (TIN) lines developed through the software Autodesk Civil 3D with AutoCAD 2019. Jacobs will incorporate the revised base mapping and TIN provided by MHM to the existing Project files for delivery in the 90‐percent design drawings. Jacobs will prepare subcontract and PO for MHM to perform the work.
Additional Utility Locates/Potholing and Garden Highway Structural Section Test Holes Subtronic will perform up to 6 potholes along Garden Highway between Stewart Road and Oswald Road. Three potholes are to confirm asphalt and base thickness within Garden Highway’s structural section, one pothole is to locate Calpine’s existing high voltage electric utility at the new surge tanks location, and two potholes are to confirm AT&T communication utility location and depth. Jacobs will prepare subcontract and PO for Subtronic to perform the work and will attend one day of field work to oversee the activities. Jacobs will also incorporate data into the 90‐percent drawings.
Bifurcation Building and CAD Conversion
Jacobs will develop a 90% and 100% design of the bifurcation station building including drawings, specifications, and cost estimate. This includes converting the CMU fence at the bifurcation station from 60% design to a building with architectural, structural, electrical, and HVAC elements as requested by the City and the CA Building Code. The battery backup system and roof mounted solar panels that were added to the bifurcation station during the 90% phase will be removed during 100%. The electrical service will be revised to 220V and fed from Dakota Court. Plat maps and legal descriptions will be updated for the revised electrical service alignment. The flow meter and associated valves will be lowered to be below grade within a gallery in the building to meet the flow meter submergence requirements. The site plan will be updated to incorporate the larger bifurcation station. Jacobs will also convert all project design files from AutoCAD/Civil 3D 2017 to AutoCAD/Civil 3D 2019.
The effluent pumping low‐flow condition has required additional design investigation to locate air relief valves which are compatible with very low or insufficient seating head conditions. Jacobs will investigate acceptable air release valves and installation conditions with manufacturers, prepare presentation documents for City review, and update air valve specifications and installation details.
Riverbank Restoration Design to meet NMFS regulations
The original design scope assumed a riverbank restoration at the new diffuser which consisted of geotextile with rock slope protection. After the actual diffuser site was selected and topographic mapping was completed it was determined that the existing bank slope is too steep for rock slope
AMENDMENT 5 – FINAL DESIGN CHANGES
3 protection. In addition, following the pre‐meeting with the NMFS it is anticipated that the fisheries agencies will require bank restoration which offers ecological benefits including fish habitat development. The design contained in the October 60% design is a combined MSE/RSS with willow fascines bank restoration. During the 100% design phase the combined MSE/RSS bank restoration will be replaced with an engineered backfill within the temporary pipe shoring, and surface grading to create a bank slope shallow enough to support rock slope protection over the permanent pipe.
The intent with this design approach is to minimize the amount of disturbance to the existing bank, and to provide long‐ term stability considering the current geomorphic and ecological conditions present upstream and downstream. The transitions on either side of the rock slope protection will be tapered to conform to the existing riverbank and the surface restored with vegetation.
Yokohari Pipeline Alignment
City has requested that Jacobs assist in developing an alternate alignment across the Yokohari property to support negotiations with the existing landowner following a meeting between the landowner and BRI on August 16. Jacobs prepared figures to illustrate potential alignment revisions and associated adjustments to proposed easements. Jacobs attended a follow‐up meeting with the landowner on October 7. Following this meeting the City decided to revise the alignment to follow the levee toe across the Yokohari property. Jacobs revised the horizontal alignment design and associated easements and updated the affected contract drawings and construction details to coordinate the new alignment and easements with the new levee access ramp and the access requirements of SBFCA.
Additional Quality Control
Jacobs will provide additional quality control review and services for the 90% and 100% design phases for the changes listed above as well as the following changes included in Task 12: Vacuum Tank Condensate Return Pump, Existing Flow Meter Vault Rehabilitation, Sample Sheds, and Other WWTF Features.
City Involvement:
City will provide architectural preferences from other City projects to be included in the bifurcation station building and design criteria requirements for sizing the backup battery power supply system. City will review design and cost estimate and provide comments during the scheduled City review periods of the 90% and 100% design drawings.
Assumptions:
The Bifurcation Building will be designed to the prescriptive requirements of the Title 24 energy requirements. Based on discussions with the Community Services Development Department, addition documentation or calculations are not required.
Deliverables:
Topographic Survey and revised Digital Terrain Model provided by MHM. Clear photos for each pothole showing depths. Potholes should reference distances to two physical features on the maps provided so the information can be added to the plans. Table shall include pothole #, description (size, material, utility type), depth, location description provided by Subtronic. 11 total new or revised sheets and specifications for the Bifurcation Building included in the 90% and 100% drawing sets.
90% and 100% design cost estimate for the Bifurcation Building.
AMENDMENT 5 – FINAL DESIGN CHANGES
4 90% and 100% design cost estimate for the Flow Meter Vault Rehabilitation, Sample Sheds, Drainage Pumps, and Effluent Pipe Removal and Replacement.
1 new bank restoration drawing and revised pipeline and civil drawings reflecting the new bank restoration design.
Revised plat maps and legal descriptions for the new Bifurcation Building electrical service alignment.
Revision of 4 drawings for the pipeline, site civil, and electrical site plan resulting from the Yokohari Pipeline Alignment change.
Task 4. Environmental Services and Permitting
Task 4.5 – CVFPB/USACE Permit Support
This subtask is a new task for follow‐on work to Task 4.2 and 4.3. Original task objectives that are still relevant include obtaining authorization for the outfall/diffuser structure and related project features under various state and federal permits and related consultation processes.
Based on effort required to obtain in‐water geotechnical exploration boring permits, additional consultation is anticipated for the Section 408 and 404 permits, from the U.S. Army Corp of Engineers (USACE), and encroachment permit from Central Valley Flood Protection Board (CVFPB). This amendment’s scope of work describes and estimates this level of effort. Actual level of effort will largely depend on requests for additional information from permitting agencies.
City Involvement:
City will provide requested information to support inquiries by permitting agencies for Jacobs to be able to response in a timely manner.
Assumptions:
Actual level of effort for permit acquisition is unknown and current level of effort is an estimate of anticipated effort based on previous experience with the permitting agencies for the geotechnical borings permit.
Deliverables:
All deliverables from original scope of work.
Task 5. Bid Services
The purpose of this task is to provide additional bid services for the Bifurcation Building, existing flow meter vault, new South Sample Shed, wet well drainage pumps, effluent pipe, and venturi flow meter vault as described below to supplement the currently scoped bid services. All other existing City Involvement items, Assumptions, and Deliverables described in the currently scoped bid services will apply to this work as well.
Task 5.2 – Prepare Bid Documents
Prepare Bid Documents including final design drawings and specifications to provide private bidding services company for project advertisement and distribution of Bid Documents. Additional services will include:
AMENDMENT 5 – FINAL DESIGN CHANGES
5 o Bid documents for the revised Bifurcation Building will also be provided. o Bid documents for the changes and additions to the existing flow meter vault rehabilitation, new South Sample Shed, modifications of the existing South Sample Shed, Wet well Drainage Pumps, effluent pipe demolition and replacement, and demolition of venturi flow meter vault.
o Bid documents for riverbank restoration.
Task 5.3 – Contract Advertise and Award
Respond to contractor bid questions.
Prepare addenda as required by bidder questions.
Task 5.4 – Prepare Conformed Documents
Prepare Conformed for Construction Documents that incorporate clarifications and changes made by addenda.
Assumptions:
Up to 3 additional updated drawings.
Deliverables:
New or revised sheets and specifications for the Bifurcation Building included in the bid drawing set. New or revised sheets and specifications for the Flow Meter Vault Rehabilitation, Sample Sheds, Drainage Pumps, and Effluent Pipe Removal and Replacement included in the bid drawing set. New or revised sheets and specifications for the riverbank restoration included in the bid drawing set.
Task 10. Project Management
The purpose of this task is to provide additional project management services for the work added by this amendment as described below to supplement the currently scoped services. The original design schedule envisioned the completion of bid‐phase services in November 2020. The current design schedule shows the bid‐phase complete in September 2023 ahead of construction in 2024. Jacobs has carefully managed project management time during the schedule extension, but additional budget will be needed to complete the scoped work through September 2023. This change provides additional budget for coordination with City staff, regular progress meetings, team coordination, and invoicing and cost tracking. All other existing City Involvement items, Assumptions, and Deliverables described in the currently scoped project management services will apply to this work as well. Jacobs will complete additional project management tasks as described below.
Task 10.1 – External Project Meetings
Jacobs will attend the following additional project meetings with City staff:
Up to 5 additional Special Coordination Meetings as required by project needs.
Task 10.2 – Develop and Maintain Project Management Tools Jacobs will prepare and maintain up to two additional project work plans (90%, and 100% final design phases) for the project.
AMENDMENT 5 – FINAL DESIGN CHANGES
6 Task 10.3 – Project Controls and Invoicing
Jacobs project controls staff will prepare regular internal cost reports for review by the Jacobs Project Manager. Jacobs will also prepare monthly invoices (including subconsultant invoices) and a Project Status Report including progress report narrative, scope change summary, and schedule and budget status for the work added by this amendment.
Task 10.4 – Project Team Coordination
Jacobs will conduct the following internal team coordination activities:
Regular project team coordination meetings.
Task 10.5 – Health and Safety
Jacobs will conduct internal Health and Safety (H&S) procedures to manage the safety of our staff and oversee the safety of subconsultants. Our subconsultants will be required to prepare their own H&S Plan for all field activities, and we will work with our subconsultants to monitor compliance with their own H&S Plan. Health and safety activities will include:
Monitor Jacobs staff and subconsultant compliance with the Field Safety Instructions, and subconsultant compliance with their own H&S Plan.
Task 10.6 – Subcontract Management
Jacobs will manage the performance of our subconsultants to comply with the scope of work, schedule, and budget. This task includes setting up subconsultant contracts and required pre‐procurement reviews and reviewing monthly subconsultant invoices and progress reports for the work included in this amendment.
Task 10.7 – Project Management During Stand Down
City requested additional Jacobs project management support during stand down period. Stand Down period originally was scoped through March 2021. Additional project management support occurred in April and May 2021. Additional support included regular progress meetings with the City and maintaining action item logs.
City Involvement:
Review agendas and minutes from project progress meetings and alert project manager of any questions or corrections.
Assumptions:
Meetings will be attended by up to two Jacobs team members and will be attended by MS Teams.
Deliverables:
Meeting agendas and meeting minutes.
Task 11. California SRF Loan Application Support
CEQA+ Support
Jacobs will provide engineering services to support the City’s application to apply for grant/loan/bond funding for the Outfall and Diffuser Project. The Outfall and Diffuser project will be put forward for State Revolving Funding. This will require the CEQA document to be “federalized” in order to support various consultation activities (primarily Section 7 and Section 106). The consultant will not be required to spend more than the $50,000 allowance to support the City in this task.
AMENDMENT 5 – FINAL DESIGN CHANGES
7 City Involvement:
Provide direction regarding requested engineering services Assumptions:
Schedule is estimated and is controlled by the City. Schedule for activities requested by the City will be agreed upon mutually by the City and Jacobs.
Deliverables:
Jacobs will prepare separate Bio and Cultural TMs to support the CEQA document and these TMs will be used for these consultation purposes.
Jacobs will prepare the SRF Environmental Package.
Task 12. Supplemental Services
Jacobs will complete the following additional supplemental services as described below.
Task 12.2 – Environmental Impact Report
This scope of work is based on CEQA compliance using an Initial Study/Mitigated Negative Declaration.
Regional Board Project Report
Jacobs will prepare a consolidated version of the Predesign Report and Appendixes to inform the Central Valley Regional Water Quality Board (Regional Board) of the project features that are within the purview of the Regional Board's jurisdiction. The City will review and comment on the consolidated version of the outline and draft report. Jacobs will incorporate the City's feedback into the outline and the draft report prior to transmittal to the Regional Board. New sections or appendixes will not be created for the purposes of this task. Existing sections and appendixes will be shortened and/or updated to provide relevant information for the Regional Board. The Outline for the consolidated Predesign Engineering Report will be followed and this Outline has been reviewed and approved by the City. In addition, conduct two dilution model runs to represent critical acute and chronic scenarios at lowest daily flow (2 and 5 mgd) to calculate DFs and confirm as part of the Engineering Report.
CEQA for Surge Tanks
The Jacobs environmental team will collaborate with the design leads to understand the layout of the surge tank facility, construction methods, and operational parameters. Jacobs will update the project description and all graphics to encompass the new surge tank facility. Jacobs will perform a database search of the California Historical Resources Information System. Jacobs staff will visit the site for cultural and biological resources site surveys, including walking the disturbance area. Jacobs staff will update the environmental impact analysis and (if needed) the mitigation measures to incorporate the potential additional impacts from the surge tank facility. Resources sections expected to require update include biological resources, cultural resources, hazards and hazardous materials, land use and planning, and noise.
City Involvement:
The City will review and comment on the consolidated version of the Regional Board Project Report outline and draft report.
Assumptions:
Draft Consolidated Predesign Report Review Meeting with City and Final Consolidated Predesign Report Meeting with City and Regional Board.
AMENDMENT 5 – FINAL DESIGN CHANGES
8 Draft Consolidated Predesign Report Outline (August 2021), Final Consolidated Predesign Report Outline (Oct. 2021), Draft Consolidated Predesign Report (November 2021), and Final Consolidated Predesign Report (3 weeks after receipt of review comments on the Draft Report from the City). No surge tanks site conditions (e.g., presence of hazardous materials or evidence of cultural artifacts) will warrant additional, detailed study.
CEQA Administrative Draft update will be completed in compliance with the existing master project schedule.
Deliverables:
Draft and Final Consolidated Predesign Report Outline, Draft Consolidated Predesign Report, and Final Consolidated Predesign Report.
Updated Administrative Draft Initial Study for City review.
Task 12.3 – Vacuum‐Assist Siphon Predesign, Design, and other Services This task adds to the originally scoped services for the vacuum‐assist siphon.
Vacuum Tank Condensate Return Pump
City has requested that condensate from the vacuum receiver tank be returned to the outfall pipeline and not be drained to a sump outside the building. Jacobs will submit a preliminary design to the City for review.
City Involvement:
City will review design and provide comments during the scheduled City review periods of the 90% and 100% design drawings.
Deliverables:
Change will require revisions to 6 existing drawings, architectural, structural, mechanical, electrical, I&C, and pipeline, that will be included in the 90%, 100%, and bid drawing sets.
Task 12.5 – WWTF Effluent Pump Station, Flow Metering and Yard Piping Modifications The City has authorized Jacobs (under optional Task 12.5) to complete the WWTF Effluent Pump Station, Flow Metering, and Yard Piping modifications including final design and bid services. As part of the predesign phase, evaluation of the City’s existing WWTF effluent pumping system recommended that three existing pumps be replaced. Amendment 5 requires the addition or significant revision to 18 drawings, physical modeling of the existing wetwells, and update to the Hydraulic Evaluation TM as stated below.
Existing Flow Meter Vault Rehabilitation, Sample Sheds, and Other WWTF Features Jacobs will develop a 90% and 100% design of the existing flow meter vault rehabilitation, new South Sample Shed, modifications of the existing South Sample Shed, effluent pipe demolition and replacement, and demolition of venturi flow meter vault including drawings, specifications, and cost estimate. Jacobs will perform an electrical site visit of the WWTF to review the changes which have been constructed, and yet to be documented, as a result of the current improvement project.
Additional Effluent Pumping Evaluation
The Jacobs design team has completed the draft and revised draft Hydraulic Evaluation TM.
Following a conference call with City staff on October 15, 2021, it was determined that changes to
AMENDMENT 5 – FINAL DESIGN CHANGES
9 the understanding of the operating water surface elevation would necessitate additional model analysis and alternatives development. Another conference call was conducted with City staff on December 1, 2021, to review the additional modeling work and alternatives development. It was concluded that rough cost estimates would be prepared for physical modeling alternative for the existing wet wells and potential wet well modifications, and construction costs for a potential addition of new pump cans outside the existing wet wells. Following a review of the data compiled by Jacobs, the City selected the physical modeling option as the preferred path forward. The hydraulic model will be updated for 2+1 and 3+1 pump alternatives under all flow scenarios to define the requirements of testing during physical modeling. Jacobs will update the hydraulic evaluation tech memo to summarize the results of the physical modeling after the modeling is complete.
City Involvement:
City will review design and provide comments during the scheduled City review periods of the 90% and 100% design drawings.
City will review draft final Hydraulic Evaluation TM which will include the results of physical modeling.
Assumptions:
The new south sample shed building will be designed to the prescriptive requirements of the Title 24 energy requirements. Based on discussions with the Community Services Development Department, addition documentation or calculations are not required. Yuba City will make modifications to the existing electrical conduit within the existing flow meter vault to accommodate the new, thicker, traffic rated roof hatch.
Physical modeling will need to be completed prior to determining the impacts to the 100% and bid drawing set delivery timelines.
Deliverables:
Schematic alternatives design development of can pump option including engineering and construction cost estimate, recommendations, meeting summaries, and City selection of a preferred alternative. Draft final of the Hydraulic Evaluation TM following completion of the physical modeling.
14 total new or revised sheets and specifications for the Flow Meter Vault Rehabilitation, Sample Sheds, Drainage Pumps, and Effluent Pipe Removal and Replacement that will be included in the 90%, and 100% drawing sets.
Revised draft and final of the Hydraulic Evaluation TM following completion of physical modeling.
Task 12.7 – Effluent Pump Physical Modeling and Implementation As described in Task 12.5, during a meeting on February 11, 2022, the City decided to proceed with scaled physical modeling of the existing east and west wetwells. The Jacobs design team will compile physical modeling criteria and testing scenarios for Clemson Engineering Hydraulics to complete a scaled physical model of the existing east and west wetwells. Clemson will provide modeling results and recommendations for modifications to the existing wetwells for compliance with Hydraulic Institute standards. One Jacobs project team member will attend witness testing. Jacobs will implement the recommendations into the design of the pump station. In addition to the pumping modifications, Jacobs will incorporate a sump pump into the design which could be used to dewater the pump station.
AMENDMENT 5 – FINAL DESIGN CHANGES
10 City Involvement:
City will review and comment on the draft physical modeling report. City will review and comment on potential modifications of the pump station as indicated in the draft physical modeling report.
Assumptions:
City will provide water surface elevations for operating conditions in the existing wetwells. It is assumed that the wetwell sump pump will not require structural modifications.
Deliverables:
Physical modeling report from Clemson.
4 revised sheets and specifications to implement the recommendations of the physical modeling results.
Project Schedule
The start date for delivery of the activities described in this amendment is controlled by the authorization to begin final design. The activities described above will delivered on a schedule that is mutually agreeable to the City and Jacobs.
Rates and Fees for Engineering Services
The estimated fee for the proposed engineering services is shown in Appendix A. Appendix B provides a rate schedule that has been escalated from the original contracted rates for the City’s Outfall and Diffuser Project through 2023.
AMENDMENT 5 – FINAL DESIGN CHANGES
11 Appendix A
Fee Estimate
Yuba City WWTF Outfall and Diffuser Project
Amendment 5
APPENDIX A. JACOBS FEE ESTIMATE
Design Phase Change 01 - Surge Tank Survey
Subtotal - Task 3.1.1 - Prepare 60% Design Plans and Specs - - - - 18,764.00 - 938.20 19,702.20 19,702.20 Subtotal - Task 3.2.1 - Prepare 90% Design Plans and Specs 14.00 2,616.00 - - - - - - 2,616.00 Subtotal - Task 10.3 - Project Controls and Invoicing 8.00 1,438.00 - - - - - - 1,438.00 Subtotal - Task 10.6 - Subcontract Management 8.00 1,432.00 - - 2,710.00 - 135.50 2,845.50 4,277.50 Design Phase Change 01 Task Total 30.00 5,486.00 - - 21,474.00 - 1,073.70 22,547.70 28,033.70 Design Phase Change 02 - Additional Utility and Garden Highway Potholing Subtotal - Task 3.2.1 - Prepare 90% Design Plans and Specs 21.00 3,719.00 - - 12,012.50 - 600.63 12,613.13 16,332.13 Subtotal - Task 10.3 - Project Controls and Invoicing 2.00 364.00 - - - - - - 364.00 Subtotal - Task 10.6 - Subcontract Management 8.00 1,492.00 - - - - - - 1,492.00 Design Phase Change 02 Task Total 31.00 5,575.00 - - 12,012.50 - 600.63 12,613.13 18,188.13 Design Phase Change 03 - Bifurcation Building and CAD Conversion Subtotal - Task 3.1.1 - Prepare 60% Design Plans and Specs 10.00 1,710.00 - - - - - - 1,710.00 Subtotal - Task 3.2.1 - Prepare 90% Design Plans and Specs 295.00 54,421.00 - - - - - - 54,421.00 Subtotal - Task 3.2.2 - 90% Technical Workshop 20.50 4,163.00 - - - - - - 4,163.00 Subtotal - Task 3.2.3 - 90% Quality Mgmt 21.00 4,902.00 - - - - - - 4,902.00 Subtotal - Task 3.2.4 - 90% Cost Estimate 18.00 3,366.00 - - - - - - 3,366.00 Subtotal - Task 3.3.1 - 100% Documention Completion 284.00 56,084.66 - - - - - - 56,084.66 Subtotal - Task 3.3.2 - 100% Quality Mgmt 14.00 3,206.00 - - - - - - 3,206.00 Subtotal - Task 3.3.3 - 100% Cost Estimate 3.00 561.00 - - - - - - 561.00 Subtotal - Task 5.2 - Prepare Bid Documents 4.00 970.00 - - - - - - 970.00 Subtotal - Task 10.3 - Project Controls and Invoicing 27.00 5,027.00 - - - - - - 5,027.00 Subtotal - Task 10.4 - Team Coordination 24.00 5,532.00 - - - - - - 5,532.00 Design Phase Change 03 Task Hours 720.50
Design Phase Change 03 Task Total 720.50 139,942.66 - - - - - - 139,942.66 Design Phase Change 04 - Flow Meter Vault Rehabilitation, Sample Sheds, and Other WWTF Features Subtotal - Task 3.2.3 - 90% Quality Mgmt 38.00 9,086.00 - - - - - - 9,086.00 Subtotal - Task 3.3.2 - 100% Quality Mgmt 16.00 3,919.00 - - - - - - 3,919.00 Subtotal - Task 12.5 - WWTF Eff Pmp Sta/Flw Mtr/Yrd Pipe Mods 824.00 155,116.92 800.00 2,000.00 - 280.00 - 3,080.00 158,196.92 Subtotal - Task 12.6 - PM for Contingency Tasks 76.00 15,874.00 400.00 - - 40.00 - 440.00 16,314.00 Design Phase Change 04 Task Total 954.00 183,995.92 1,200.00 2,000.00 - 320.00 - 3,520.00 187,515.92 Design Phase Change 05 - Regional Board Project Report
Subtotal - Task 12.2 - Environmental Impact Report 136.00 28,252.00 - - - - - - 28,252.00 Subtotal - Task 10.3 - Project Controls and Invoicing 8.00 1,520.00 - - - - - - 1,520.00 Design Phase Change 05 Task Total 144.00 29,772.00 - - - - - - 29,772.00 Design Phase Change 06 - Vacuum Tank Condensate Return Pump Subtotal - Task 3.2.3 - 90% Quality Mgmt 5.00 1,157.00 - - - - - - 1,157.00 Subtotal - Task 12.3 - Vacuum Assisted Siphon 72.00 13,111.00 - - - - - - 13,111.00 Subtotal - Task 12.6 - PM for Contingency Tasks 9.00 1,611.32 - - - - - - 1,611.32 Design Phase Change 06 Task Total 86.00 15,879.32 - - - - - - 15,879.32 Design Phase Change 07 - River Bank Restoration Design to meet NMFS regulations Subtotal - Task 3.2.1 - Prepare 90% Design Plans and Specs 180.00 37,466.00 - - - - - - 37,466.00 Subtotal - Task 3.2.3 - 90% Quality Mgmt 2.00 526.00 - - - - - - 526.00 Subtotal - Task 3.3.1 - 100% Documention Completion 33.00 7,352.00 - - - - - - 7,352.00 Subtotal - Task 3.3.2 - 100% Quality Mgmt 15.00 3,027.00 - - - - - - 3,027.00 Subtotal - Task 5.2 - Prepare Bid Documents 17.00 3,661.00 - - - - - - 3,661.00 Subtotal - Task 10.3 - Project Controls and Invoicing 22.00 4,201.66 - - - - - - 4,201.66 Design Phase Change 07 Task Total 269.00 56,233.66 - - - - - - 56,233.66 Design Phase Change 08 - Yokohari Pipeline Alignment
CITY OF YUBA CITY
PUBLIC WORKS DEPARTMENT
WWTF Outfall and Diffuser Project
5% Subcontract
Markup Total Expenses Total Fee
Estimate
Total
Hours
Total
Labor
Travel Expense Subs
10%
Expense/Tra
vel Markup
708865CH_ChangeLog_DesignPhase_Master_FINAL (1) Page 1/2 7/13/2022 Page 1000 of 1480 Yuba City WWTF Outfall and Diffuser Project
Amendment 5
APPENDIX A. JACOBS FEE ESTIMATE
CITY OF YUBA CITY
PUBLIC WORKS DEPARTMENT
WWTF Outfall and Diffuser Project
5% Subcontract
Markup Total Expenses Total Fee
Estimate
Total
Hours
Total
Labor
Travel Expense Subs
10%
Expense/Tra
vel Markup
Subtotal - Task 3.2.1 - Prepare 90% Design Plans and Specs 110.00 19,768.00 - - - - - - 19,768.00 Subtotal - Task 4.1.2 - Initial Stdy/Mitigated Neg 7.00 1,785.00 - - - - - - 1,785.00 Subtotal - Task 10.3 - Project Controls and Invoicing 6.00 1,156.00 - - - - - - 1,156.00 Subtotal - Task 12.3 - Vacuum-Assisted Siphon System 16.00 3,374.00 - - - - - - 3,374.00 Design Phase Change 08 Task Total 139.00 26,083.00 - - - - - - 26,083.00 Design Phase Change 09 - Additional PM Time During Stand Down Subtotal - Task 10.7 - PM During Stand Down 21.00 4,265.00 - - - - - - 4,265.00 Design Phase Change 09 Task Total 21.00 4,265.00 - - - - - - 4,265.00 Design Phase Change 10 - CEQA Plus
Subtotal - Task 11 – CA SRF Loan Application 76.00 15,504.00 250.00 250.00 - 50.00 - 550.00 16,054.00 Design Phase Change 10 Task Total 76.00 15,504.00 250.00 250.00 - 50.00 - 550.00 16,054.00 Design Phase Change 11 - CEQA for Surge Tanks
Subtotal - Task 12.2 – Environmental Impact Report 64.00 12,444.00 250.00 250.00 - 50.00 - 550.00 12,994.00 Design Phase Change 11 Task Total 64.00 12,444.00 250.00 250.00 - 50.00 - 550.00 12,994.00 Design Phase Change 12 - Additional Effluent Pumping Evaluation Subtotal - Task 3.2.1 - Prepare 90% Design Plans and Specs 10.00 1,870.00 - - - - - - 1,870.00 Subtotal - Task 3.2.3 - 90% Quality Mgmt - - - - - - - - - Subtotal - Task 3.3.1 - 100% Documention Completion - - - - - - - - - Subtotal - Task 3.3.2 - 100% Quality Mgmt 4.00 888.00 - - - - - - 888.00 Subtotal - Task 10.3 - Project Controls and Invoicing 26.00 6,034.00 - - - - - - 6,034.00 Subtotal - Task 12.5 - WWTF Eff Pmp Sta/Flw Mtr/Yrd Pipe Mods 177.00 32,607.75 - - - - - - 32,607.75 Design Phase Change 12 Task Hours 217.00
Design Phase Change 12 Task Total 217.00 41,399.75 - - - - - - 41,399.75 Design Phase Change 13 - Pump Physical Modeling
Subtotal - Task 3.3.2 - 100% Quality Mgmt 15.00 3,389.00 - - - - - - 3,389.00 Subtotal - Task 12.7 - Pump Physical Modeling 328.00 62,949.00 2,601.00 - 69,000.00 260.10 3,450.00 75,311.10 138,260.10 Subtotal - Task 10.3 - Project Controls and Invoicing 21.00 4,219.00 - - - - - - 4,219.00 Subtotal - Task 10.6 - Subcontract Management 19.00 3,954.00 - - - - - - 3,954.00 Design Phase Change 13 Task Total 383.00 74,511.00 2,601.00 - 69,000.00 260.10 3,450.00 75,311.10 149,822.10 Design Phase Change 14 - Additional Project Management for Time Extension Subtotal - Task 10.1 - Project Meetings 102.00 22,635.00 - - - - - - 22,635.00 Subtotal - Task 10.3 - Project Controls/Invoicing 37.00 8,815.00 - - - - - - 8,815.00 Subtotal - Task 10.4 - Project Team Coordination 98.00 25,098.00 - - - - - - 25,098.00 Design Phase Change 14 Task Hours 237.00
Design Phase Change 14 Task Total 237.00 56,548.00 - - - - - - 56,548.00 Design Phase Change 15 - Additional Permitting Coordination Subtotal - Task 4.3 – Levee Permit (MHM) 208.00 50,112.00 - - - - - - 50,112.00 Design Phase Change 15 Task Total 208.00 50,112.00 - - - - - - 50,112.00 Grand Total 3,579.50 717,751.31 4,301.00 2,500.00 102,486.50 680.10 5,124.33 115,091.93 832,843.24 708865CH_ChangeLog_DesignPhase_Master_FINAL (1) Page 2/2 7/13/2022 Page 1001 of 1480 AMENDMENT 5 – FINAL DESIGN CHANGES
12 Appendix B
Rate Schedule
Classification 2018 2019 2020 2021 2022 2023
Principal in Charge* 260 268 276 284 293 302
Principal Professional 2* 234 241 248 255 263 271
Principal Professional 1* 198 204 210 216 222 229
Sr. Professional 2* 177 182 187 193 199 205
Sr. Professional 1* 167 172 177 182 187 193
Project Professional 2* 156 161 166 171 176 181
Project Professional 1* 129 133 137 141 145 149
Staff Professional 2* 126 130 134 138 142 146
Staff Professional 1* 108 111 114 117 121 125
Technician 112 115 118 122 126 130
Office/Clerical 112 115 118 122 126 130
Notes:
*includes engineering, consulting, planner and scientist disciplines **These rates are effective January 1, 2018 through December 31, 2023 A markup of 10% shall be applied to all Other Direct Costs and expenses; 5% markup shall be applied to all Subconsultants Appendix B ‐ Rate Schedule
CH2M HILL ENGINEERS, INC
PROFESSIONALS AND TECHNICIANS
2018 ‐ 2023 Hourly Billing Rates
AMENDMENT 5 – FINAL DESIGN CHANGES
13 Appendix C
Contract Budget Authorization Table
Yuba City WWTF Outfall and Diffuser Project
Contract Budget Authorization
City of Yuba City
Task 1 ‐ Predesign $ 821,864 $ 821,864 $ 169,354 $ ‐ $ 991,218 Task 2 ‐ ROW Acquisitions $ 185,305 $ 185,305 $ 11,250 $ ‐ $ 196,555 Task 3 ‐ Design $ 570,155 $ 570,155 $ 231,382 $ 255,512 $ 1,057,049 Task 4 ‐ Environmental Services/Permitting $ 254,423 $ 254,423 $ 115,075 $ 51,897 $ 421,395 Task 5 ‐ Bid Services $ 57,819 $ 57,819 $ 16,914 $ 4,631 $ 79,364 Task 6 ‐ Services During Construction $ 239,751 $ ‐ $ ‐ $ ‐ $ ‐ Task 7 ‐ Testing and Startup $ 177,897 $ ‐ $ ‐ $ ‐ $ ‐ Task 8 ‐ Construction Management $ 458,476 $ ‐ $ ‐ $ ‐ $ ‐ Task 9 ‐ Operations and Maintenance Manual $ 21,362 $ ‐ $ ‐ $ ‐ $ ‐ Task 10 ‐ Project Management $ 503,617 $ 344,300 $ 110,715 $ 100,028 $ 555,043 Task 11 ‐ CA SRF Loan Application Support $ 50,000 $ 50,000 $ ‐ $ 16,054 $ 66,054 Task 12 ‐ Supplement Services $ 499,564 $ 499,564 $ 201,448 $ 404,721 $ 1,105,733 Task 13 ‐ Advanced Treatment Study $ ‐ $ ‐ $ 208,596 $ ‐ $ 208,596 Total $ 3,840,234 $ 2,783,430 $ 1,064,734 $ 832,843 $ 4,681,007 Task Proposed Contract
Budget Amount
Total Authorized
Amount
Amendments 1 through 4
Authorized Amount
Proposed
Amendment 5
Original
Authorized Amount
01248.0006/607565.1
Exhibit B
01248.0006/607565.1
Exhibit A
Yuba City WWTFOutfall and Diffuser Project
Amendment 4 - Summary
This Amendment 4 is provided by CH2M HILL Engineers, Inc. (referred to as Jacobs in this Scope of Work) to the Yuba City Wastewater Treatment Facility (WWTF) Outfall and Diffuser Project (Project). Please note that on December 15, 2017, CH2M Hill Companies Ltd. became part of Jacobs Engineering Group Inc. (Jacobs). CH2M HILL Engineers, Inc. is now a wholly owned direct subsidiary of Jacobs. CH2M Hill Engineers, Inc. presently remains a separate legal entity and will continue to operate and conduct business.
Amendment 4 includes funding reconciliation for contract budget transfers to cover Amendments 2 and 3; and scope and funding to supplement additional design, bid, and other services for the Project. The City directed Jacobs to stand-down work on transitioning to final design activities for the Project on February 24, 2020, while a brief Advanced Treatment Study was conducted. Amendments 2 and 3 were executed during the Advanced Treatment Study period. The Advanced Treatment Study was completed in April 2021 and the City has directed Jacobs to recommence final design activities.
Item 4A – Reconciliation of Budget Changes from Amendment 2 Amendment 2 included scope and funding to supplement two items for follow‐on work: 2A) for the predesign phase of the Project and 2B) for the Advanced Treatment Study to evaluate alternative treatment options to the Project. Amendment 2 to the Outfall and Diffuser Project added a new Task 13 for the Advanced Treatment Study, including tasks 13.1 – 13.4. • Item 2A provided additional support for activities during the predesign phase including effluent pumping system testing support, in-river geotechnical boring permitting support, dynamic modeling support, spring season bathymetry surveys, and project management support.
Additional Project elements were included in the predesign than were previously scoped including a levee access ramp, a surge control system, a hydraulic and scour analysis, WWTF pump station modifications, and an additional predesign workshop. • Item 2B provided WWTF staff an advanced treatment study to validate their current WWTF improvement and regulatory compliance strategy. The study compared relative costs, advantages and disadvantages for continued operation of the WWTF (as configured currently with the construction of the new proposed Diffuser) with alternative configurations for advanced treatment, in conjunction with a side-bank point discharge into the Feather River.
Item 4B – Reconciliation of Budget Changes from Amendment 3 Amendment 3 included scope and funding to supplement follow-on work for the Advanced Treatment Study, initiated by Amendment 2, to evaluate alternative treatment options to the Project. Amendment 3 revised existing subtasks 13.2.2 Sunsweet Handling Options and 13.3 Project Management and added the following new subtasks: Task 13.5 Study Re-Scoping, Task 13.6 Advanced Treatment Case Study, and Task 13.7 Screening Evaluation of Discharge Compliance.
Item 4C – Additional Services
Item 4C will provide additional services to support activities during the predesign, final design, and bid phases of the Project including additional Dissolved Oxygen analyses, in-river geotechnical boring permitting support, hydraulic and scour modeling analyses, follow-on tasks to the Advanced Treatment Study, labor escalation for deferred activities, and project management support. Additional Project
elements were included in the predesign than were previously scoped and final design and bid activities are added for these elements including a levee access ramp, a surge control system, and WWTF pump station modifications.
Item 4C also includes preparation of this amendment and labor escalation for existing design-phase work originally planned for 2019/2020 that has been pushed back to 2021/2022. There are no proposed changes to the original scope of work for this effort.
The following attachment is included as follows:
• Attachment 1: Item 4C – Additional Services Scope of Work and Fee Estimate Rates and Fees for Engineering Services
Fees for the proposed engineering services are shown in the following table. Fees for item 4A and 4B are based on the same rates as contracted for the City’s Outfall and Diffuser Project. Fees for item 4C are based on a rate schedule that has been escalated from the original contracted rates for the City’s Outfall and Diffuser Project through 2023.
Item Services
Hours Jacobs
Total
Labor
Total
Expenses
Total Fee
Estimate
4A Reconciliation of Budget Changes from Amendment 2 -- -- -- $289,786 4B Reconciliation of Budget Changes from Amendment 3 -- -- -- $50,000 4C Additional Services 2,189 $520,141 41,930 $562,071
Amendment 4 Total $901,857
Current Contract Value
The Amendment 4 budget of $562,071 for additional services will be funded by additional City funding sources. Final design of the Project is anticipated to be authorized by the City in Spring 2021, funds will be added by Amendment 4 to replace Task 3 (totaling $289,786) and Task 5 (totaling $50,000) funds that were borrowed by Amendments 2 and 3, respectively. Amendment 4 adds $901,857 to the total contract value.
The table below summarizes the new total contract value to date including this amendment.
Description Total Fee Estimate
Original Contract Value $2,783,430
Amendment 1 $162,877
Amendment 2 $0
Amendment 3 $0
Amendment 4 $901,857
New Contract Value $3,848,165
Attachment 1: Item 4C - Additional
Services Scope of Work and Fee
Estimate
1 Yuba City WWTFOutfall and Diffuser Project
Amendment 4 – Additional Services
Scope of Work
This Scope of Work is provided by CH2M HILL Engineers, Inc. (referred to as Jacobs in this Scope of Work). Please note that on December 15, 2017, CH2M Hill Companies Ltd. became part of Jacobs Engineering Group Inc. (Jacobs). CH2M HILL Engineers, Inc. is now a wholly owned direct subsidiary of Jacobs. CH2M Hill Engineers, Inc. presently remains a separate legal entity and will continue to operate and conduct business.
This Scope of Work is for additional services during the final design and bid phases of the Yuba City Wastewater Treatment Facility (WWTF) Outfall and Diffuser Project (Project). This amendment will add additional scope and funding to Task 1, Task 2, Task 3, Task 4, Task 5, Task 10, Task 12, and Task 13 from the original Project Scope of Work.
Project final design was original scheduled to begin in August 2019. Due to delays resulting from additional river investigations and modeling during predesign and the completion of the Advanced Treatment Study completed as part of Task 13, the initiation of final design has been moved back almost two years to May 2021. This amendment provides additional budget to adjust budgeted labor rates and staff classification changes for Jacobs and subconsultants from 2019/2020 to 2021/2022 for previously contracted work under Tasks 2, 3, 4, 5, 10, and 12. For tasks which are partially complete, only the labor hours and subcontract budget remaining to be completed have been escalated. The total fee estimate for this amendment reflects the escalation adjustments but there are no additional services included for these items.
The total fee estimate is $562,071 as provided in Appendix A based off an updated rate schedule provided in Appendix B. The total fee estimate does include labor escalation costs for existing scoped work from 2019 through 2021. The consultant is not obligated to spend above this amount. Additional activities such as engineering services during construction, startup and testing, construction management, and operations and maintenance manual are not included, and will need to be contracted separately if needed by the City.
Project tasks included in the original proposal from Jacobs are listed below. The City decided to contract with Jacobs for several of the original proposed tasks in the Agreement for Professional Services dated July 18, 2018. Those tasks included in the original Agreement are summarized below, and the contracted budgets for each task are described in detail in Appendix C.
The following tasks have been contracted with Jacobs:
• Task 1 Predesign
• Task 2 ROW Acquisitions
• Task 3 Design
• Task 4 Environmental Services/Permitting
• Task 5 Bid Services
• Task 10 Project Management
• Task 11 CA SRF Loan Application Support
• Task 12 Supplemental Services
AMENDMENT 4 – ADDITIONAL SERVICES
2 • Task 13 Advanced Treatment Study
The following tasks have not been contracted with Jacobs, but can be added by amendment at a later date if desired by the City:
• Task 6 Services During Construction
• Task 7 Testing and Startup
• Task 8 Construction Management
• Task 9 Operations and Maintenance Manual
Task 1. Predesign
Task 1.9 – DO Sag Analysis, Anti-Degradation Analysis, and ROWD This subtask involves continuing work on Task 1.9. The City requested that Jacobs review the DO Analysis approach with City staff in June 2020 and prepare an additional DO sampling plan for July-Oct 2020 river sampling by City with sampling results reviewed by Jacobs. Original task objectives that are still relevant include obtaining NPDES Order compliance with the CVRWQCB for the outfall/diffuser structure and related project features. The reissued 2019 NPDES Order from the CVRWQCB has required changes to original tasks to be supplemented with the following:
• The NPDES Order, reissued April 2019, requires a Work Plan submittal to the CVRWQCB, within one year, after new diffuser operation and a DO Assessment Report, within 3.5 years, after Work Plan approval by the CVRWQCB.
• In June 2020, Jacobs and the City reviewed DO data collection approaches. The City requested that Jacobs prepare a DO Sampling and Analysis Plan for Feather River Sampling by City staff in JulyOctober 2020. Jacobs reviewed river DO sampling results reported by the City during July-October 2020 to evaluate findings and recommend modifications.
• In June 2021, Jacobs and the City will review 2021 DO data collection approaches. Jacobs will update the DO Sampling and Analysis Plan for Feather River Sampling by City staff in 2021 (if necessary).
Jacobs will review river DO sampling results reported by the City in 2021 to evaluate findings and recommend modifications.
• As part of the Predesign Report for the new outfall diffuser, a Tier 2 antidegradation analysis was planned to be prepared in accordance with the State of California Policy for Implementation of Toxics Standards for Inland Surface Waters, Enclosed Bays, and Estuaries (SIP), to document water quality standards compliance for the City’s new discharge (as required in the current permit).
Revised submittal date for this Antidegradation Analysis is now April 1, 2023 – per CVRWQCB approval in December 2020.
City Involvement:
• No change from original scope.
Assumptions:
• No change from original scope.
Deliverables:
• Draft SO Sampling and Analysis Plan in electronic file format (PDF).
AMENDMENT 4 – ADDITIONAL SERVICES
3 Task 3. Design
The City requested additional elements to be added to the project during the predesign phase, including the levee access ramp and surge control system. The levee ramp is intended for construction traffic access and City operations and maintenance access. The surge control system is intended to provide protective measures to protect the existing outfall pipeline and new outfall pipeline extension. The predesign of these elements has been completed and was included in the 30% Predesign Report and Drawings. The purpose of this task is to develop draft through final contract drawings, specifications, and cost estimate for new levee access ramps and surge control system. Work activities will include:
Final Design Levee Access Ramps
• Develop 60%, 90%, and 100% design of the levee access ramps per CVFPB encroachment and LD1 permitting requirements.
• The 60% submittal will include plan drawings, sections and details drawings, and a first draft of technical specifications. The 60% design submittal will include 4 Civil Sheets for levee ramp plans, sections, and details.
• The 90% submittal will include updates to the plan drawings, sections and details drawings, and technical specifications incorporating the City’s 60% design review comments. • The Final Contract Document submittal will include updates to the plan drawings, sections and details drawings, and technical specifications incorporating the City’s 90% design review comments.
The 100% design submittal will include 4 Civil Sheets for levee ramp plans, sections, and details.
Final Design Surge Control System
• Jacobs will spend up to 20 hours to review the feasibility of an Uninteruptable Power Supply (UPS) backup system to provide surge control for the existing and new effluent pipeline as an alternative to the hydropneumatic tank system described in the final Predesign Report. Jacobs will meet with City staff to develop critical performance criteria for the UPS backup system and will summarize the findings of the feasibility review in a brief technical memorandum. • Develop a 60%, 90%, and 100% design of the surge control system, including drawings, specifications, and cost estimate.
• Civil design will include final siting of location for the surge control tanks, piping, and air compressors on a site plan and grading plan. Yard piping is required to tie the tanks into the existing wastewater plant piping.
• Structural design will identify tank saddle foundations, slabs, and miscellaneous pads and pipe supports for the tanks and ancillary equipment.
• Mechanical design will implement the final surge analysis recommendations and coordinate any changes with other disciplines. Additionally, mechanical design will confirm tank configuration including plan, sections, and details; identify air compressor package; and coordinate cathodic protection for metallic tanks and piping.
• Electrical design will identify power for the new air compressor system and power for the surge control system control panel. Other miscellaneous electrical needs include site lighting and communications that tie in the new instrumentation and alarms to the existing plant SCADA interface.
AMENDMENT 4 – ADDITIONAL SERVICES
4 City Involvement:
• Review UPS backup system feasibility technical memorandum and provide review comments. Meet with design team by conference call to review the findings of the review and provide direction to design team regarding whether to proceed with hydropneumatic tanks system as described in the final Predesign Report. If the City decides to proceed with another type of surge control system, the estimated price to design the hydropnuematic tanks surge control system will be sufficient for final design of a UPS backup system. If the price to design another type of surge control system following the completion of the feasibility evaluation, then Jacobs will provide the City an updated scope of work and fee estimate for final design of the selected system. • Review 60%, 90%, and 100% design drawings, specifications, and cost estimate and provide review comments.
• Provide record drawings of existing yard piping at the existing WWTF. • Provide record geotechnical boring information and surveyed topographic information at the WWTF.
• Provide master plan layout of the WWTF at buildout and provide direction on location of surge control system location on existing plant site to coordinate with anticipated future WWTF expansion projects.
Assumptions:
• Surge control system is based on two hydropneumatics tanks as described in the final Predesign Report.
• Geotechnical borings completed at the WWTF in the early 2000’s will be provided by the City for Jacobs’ use in determining existing soil conditions.
• The master plan of the ultimate WWTF buildout will be provided by the City for Jacobs’ use in siting the surge control system and tanks.
Deliverables:
• A maximum of (4) civil drawings for 60%, 90% and 100% design submittals for the Construction Access Ramp provided in 11 x 17 electronic file format (PDF). • Three (3) new specifications for 60%, 90% and 100% design for the levee access ramp provided in electronic file format (PDF).
• A maximum of (9) new general, civil, structural/mechanical, electrical, and I&C drawings for 60%, 90%, and 100% design submittals for the surge control system provided in 11 x 17 electronic file format (PDF).
• A maximum of (2) contingency sheets to be used as needed. • Three (3) new specifications for 60%, 90%, and 100% design submittals for the surge control system provided in electronic file format (PDF). Other specifications already included in the design package will also be updated to include components associated with this task as well. • Additional drawings are included in the Updated Drawing List in Appendix A of Attachment 2A of Amendment 2.
AMENDMENT 4 – ADDITIONAL SERVICES
5 Task 4. Environmental Services and Permitting
Task 4.2 – In-Water Permits
This subtask is follow-on work to Task 4.2. Original task objectives that are still relevant include obtaining authorization for the outfall/diffuser structure and related project features under various state and federal permits and related consultation processes. The original tasks are supplemented with the following:
Additional Permitting Effort
• Based on effort required to obtain in-water geotechnical exploration boring permits, additional consultation is anticipated for the Section 408 and 404 permits, from the U.S. Army Corp of Engineers (USACE), and encroachment permit from Central Valley Flood Protection Board (CVFPB).
This amendment’s scope of work describes and estimates this level of effort. Actual level of effort will largely depend on requests for additional information from permitting agencies.
Permitting Levee Access Ramps
• The addition of the new levee access ramps project feature adds a complication to the permit application assembly and review process, which in the original scope included just the pipeline crossing. Also, environmental permits require detailed field investigations for biological and cultural resources, which are based on the project footprint – now expanded to include the levee access ramps. The additional scope of work supplements the original scope. All permit applications and supporting information will now include the levee ramp as part of the project. [NOTE: Additional funding for MHM is included in Task 4.3 – Levee Permits.] Assumptions:
• Actual level of effort for permit acquisition is unknown and current level of effort is an estimate of anticipated effort based on previous experience with the permitting agencies for the geotechnical borings permit.
• Permit agencies will not require any unexpected technical studies as a result of including the levee ramp in the permit applications.
Deliverables:
• All deliverables from original scope of work to include levee ramp.
Task 4.3 – Levee Permit
This amendment adds additional work to the subtask as described below.
Task 4.3.1 - Central Valley Flood Protection Board Hydraulic and Scour Analysis This subtask was developed in response to the request of the CVFPB and USACE to demonstrate water surface elevation changes and any scour effects from the new Yuba City outfall diffuser structure and trap structure in the Feather River floodplain. Hydraulic and bed scour modeling will be conducted in accordance with the Modeling Plan. Work activities include:
• Conduct Hydraulic Flood and Scour Modeling using the project hydraulic model (SRH-2D) and summarize modeling results in a Draft Technical Memorandum. • Review the Draft Hydraulic Flood and Scour Modeling TM with the City by conference call, incorporate review comments, and produce a Final TM for submittal to the CVFPB and USACE.
City Involvement:
• Provide support and coordination with the CVFPB and USACE on review of the Modeling Plan and TM submittal.
AMENDMENT 4 – ADDITIONAL SERVICES
6 • Review and comment on draft Modeling Plan and Modeling TM. City will provide one set of adjudicated comments within two weeks of receiving draft documents. • Accompany Jacobs in up to one conference call with CVFPB and USACE to review the Hydraulic Flood and Scour Modeling TM.
Assumptions:
• A Draft Modeling Plan has been submitted for review to USACE under this subtask in Amendment 2.
The City has deferred review of Draft Modeling Plan until final design activities commence. USACE has not completed review of Draft Modeling Plan, which could lead to additional modeling effort beyond this scope and fee estimate.
• The Hydraulic Flood and Scour Modeling TM will be concise and reviewed and approved by the CVFPB and USACE. If additional modeling and analyses are requested by the agencies, then that effort will be an addition to this scope and fee estimate. • This task does not include development of design modifications to the shoreline primer trap structure and diffuser – such modifications would be performed under another engineering task. • All conference calls will be conducted by phone or Skype.
Deliverables:
• Hydraulic Flood and Scour Modeling TM (draft and final) in electronic file format (PDF).
Task 4.4 – Other Permits
This subtask is follow-on work to Task 4.4. Original task objectives that are still relevant include obtaining authorization for the in-water geotechnical borings under various state and federal permits and related consultation processes. The original tasks are supplemented with the following:
In-Water Geotechnical Boring Permit Support
• The list of permits for the geotechnical borings are the same as the original scope. Supplemental activities include preparing supplemental information requested by review agencies, including a detailed description of boring equipment and operations (in-water and on land), researching noise impacts of standard penetrometer tests (most research is on pile driving), calculation of in-water noise levels and contours, answering additional questions for the review agencies, and performing biological monitoring during in-water drilling activities.
City Involvement:
• No change from original scope.
Assumptions:
• No change from original scope.
Deliverables:
• Email correspondence answering review agencies questions.
AMENDMENT 4 – ADDITIONAL SERVICES
7 Task 5. Bid Services
The purpose of this task is to provide additional bid services for the levee access ramps and surge control system as described below to supplement the currently scoped bid services. All other existing City Involvement items, Assumptions, and Deliverables described in the currently scoped bid services will apply to this work as well. Additional services will include:
Task 5.2 – Prepare Bid Documents
• Prepare Bid Documents including final design drawings and specifications to provide private bidding services company for project advertisement and distribution of Bid Documents.
Task 5.3 – Contract Advertise and Award
• Respond to contractor bid questions.
• Prepare addenda as required by bidder questions.
Task 5.4 – Prepare Conformed Documents
• Prepare Conformed for Construction Documents that incorporate clarifications and changes made by addenda.
Assumptions:
• Up to 2 additional addendums with up to 3 updated drawings each.
Task 10. Project Management
The purpose of this task is to provide additional project management services for the work added by this amendment as described below to supplement the currently scoped services. All other existing City Involvement items, Assumptions, and Deliverables described in the currently scoped project management services will apply to this work as well. Jacobs will complete additional project management tasks as described below.
Task 10.1 – External Project Meetings
Jacobs will attend the following additional project meetings with City staff:
• Up to 3 additional Special Coordination Meetings as required by project needs.
City Involvement:
• Review agendas and minutes from project progress meetings and alert project manager of any questions or corrections.
Assumptions:
• Meetings will be attended by up to two Jacobs team members and will be attended by conference call or Skype.
Deliverables:
• Meeting agendas and meeting minutes.
Task 10.2 – Develop and Maintain Project Management Tools Jacobs will prepare and maintain up to three additional project work plans (60%, 90%, and 100% final design phases) for the levee access ramp design, surge control system design, and the WWTF Effluent Pump Station Modifications.
AMENDMENT 4 – ADDITIONAL SERVICES
8 Task 10.3 – Project Controls and Invoicing
Jacobs project controls staff will prepare regular internal cost reports for review by the Jacobs Project Manager. Jacobs will also prepare monthly invoices (including subconsultant invoices) and a Project Status Report including progress report narrative, scope change summary, and schedule and budget status for the work added by this amendment.
Task 10.4 – Project Team Coordination
Jacobs will conduct the following internal team coordination activities:
• Regular project team coordination meetings.
Task 10.5 – Health and Safety
Jacobs will conduct internal Health and Safety (H&S) procedures to manage the safety of our staff and oversee the safety of subconsultants. Our subconsultants will be required to prepare their own H&S Plan for all field activities, and we will work with our subconsultants to monitor compliance with their own H&S Plan. Health and safety activities will include:
• Monitor Jacobs staff and subconsultant compliance with the Field Safety Instructions, and subconsultant compliance with their own H&S Plan.
Task 10.6 – Subcontract Management
Jacobs will manage the performance of our subconsultants to comply with the scope of work, schedule, and budget. This task includes setting up subconsultant contracts and required pre-procurement reviews and reviewing monthly subconsultant invoices and progress reports for the work included in this amendment.
Task 12. Supplemental Services
Jacobs will complete the following additional supplemental services as described below.
Task 12.5 – WWTF Effluent Pump Station, Flow Metering and Yard Piping Modifications This subtask updates the existing optional Task 12.5 following completion of the final Predesign Report.
The City has authorized Jacobs (under optional Task 12.5) to complete the WWTF Effluent Pump Station, Flow Metering, and Yard Piping modifications including final design and bid services. As part of the predesign phase, evaluation of the City’s existing WWTF effluent pumping system recommended that three existing pumps be replaced. This amendment final design for seven additional drawings (as described below) to the six drawings included in the original scope of work.
City Involvement:
• Review 60%, 90%, and 100% design drawings, specifications, and cost estimate and provide review comments.
Assumptions:
• None.
Deliverables:
• A maximum of (2) civil drawings for 60%, 90% and 100% design submittals in 11 x 17 electronic file format (PDF).
• A maximum of (5) new electrical drawings for 60%, 90%, and 100% design submittals in 11 x 17 electronic file format (PDF).
AMENDMENT 4 – ADDITIONAL SERVICES
9 • Additional drawings are included in the Updated Drawing List in Appendix A of Attachment 2A of Amendment 2.
Task 13. Advanced Treatment Study
The purpose of this task is to provide additional project management services for the work added by this amendment as described below to supplement the currently scoped services. Jacobs will complete additional project management tasks as described below.
Task 13.3.1 – External Project Meetings
Jacobs will attend the following project meetings with City staff:
• Biweekly Conference Call Progress Meetings. Meeting attendance will mostly be limited to Jacobs and City project managers.
• Meetings are expected to be conducted for an additional two months between April and May 2021. • Scoping for this amendment, including meetings with City staff, and preparing draft and final scope of work and fee estimate.
City Involvement:
• Review agendas and minutes from project progress meetings and alert Jacobs project manager of any questions or corrections.
Assumptions:
• Meeting dates and times and method (in-person or by conference call) will be as agreed to between Jacobs and the City and will be subject to travel restrictions implemented by either party or by federal, state, or local public meeting limitations.
Deliverables:
• Conference call agenda and meeting summaries.
Task 13.8 – Side stream Treatment
The purpose of this subtask is to supplement activities requested under the Advanced Treatment Study.
The original tasks are supplemented with the following:
• Develop a sidestream treatment cost for incorporation into the Draft Advanced Treatment Study TM. The cost estimate will be based on Bay Area Clean Water Agencies (BACWA) costs and will include construction, O&M and NPV costs for sidestream treatment only. • Participate in conference calls with City staff, as needed, to develop the sidestream treatment costs.
City Involvement:
• City will provide the following information for incorporation into the cost estimate:
• Recycle streams –total average flow, total average ammonia load (lb-N/day). • Average dry weather flow (ADWF) and load.
Assumptions:
• Conference calls and coordination time Jacobs spent with the City has been included in the fee estimate for this task.
Deliverables:
• Sidestream treatment cost estimate delivered in the Final Advanced Treatment Study TM in electronic file format (PDF).
AMENDMENT 4 – ADDITIONAL SERVICES
10 Task 13.9 – Filtrate Sampling Plan Development
The purpose of this subtask is to supplement activities requested under the Advanced Treatment Study, specifically to develop a filtrate sampling plan that measures ammonia in the recycled treatment streams. The original tasks are supplemented with the following:
• Prepare a draft sampling plan for City review and conduct one review conference call with City staff to solicit City feedback.
• Incorporate City input into final sampling plan.
• Review sampling data, collected by City, to validate the estimated BACWA cost in $/lb to be used for sidestream treatment cost estimate.
• Summarize sampling results in Final Advanced Treatment Study TM.
City Involvement:
• Review draft sampling plan and provide input to Jacobs. • City staff will complete sampling over a two-week period.
Assumptions:
• Up to two conference calls with Jacobs (limited to two Jacobs staff members) to review the draft sampling plan and review sampling results.
Deliverables:
• Draft and final sampling plan in electronic file format (PDF). • Summarize sampling results in the Final Advanced Treatment Study TM in electronic file format (PDF).
Project Schedule
The start date for delivery of the activities described in this amendment is controlled by the authorization to begin final design. The activities described above will delivered on a schedule that is mutually agreeable to the City and Jacobs.
Rates and Fees for Engineering Services
The estimated fee for the proposed engineering services is shown in Appendix A. Appendix B provides a rate schedule that has been escalated from the original contracted rates for the City’s Outfall and Diffuser Project through 2023.
AMENDMENT 4 – ADDITIONAL SERVICES
11 Appendix A
Fee Estimate
Yuba City WWTF Outfall and Diffuser Project
APPENDIX A. JACOBS FEE ESTIMATE
Amendment 04 ‐ Additional Services
Task 1 ‐ Predesign
Subtotal ‐ Subtask 1.9 ‐ Dissolved Oxygen Sag/Anti‐degradation/ROWD Analysis 46 $ 10,056 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 10,056 Labor Escalation for Existing Design‐phase Services from August 2019 to June 2021 Subtotal ‐ Task 2 ‐ Right‐of‐Way Acquisitions ‐ $ 1,301 $ ‐ $ ‐ $ 9,475 $ ‐ $ 474 $ 9,949 $ 11,250 Subtotal ‐ Task 3 ‐ Design ‐ $ 44,017 $ ‐ $ ‐ $ 5,825 $ ‐ $ 291 $ 6,116 $ 50,133Subtotal ‐ Task 4 ‐ Environmental Services/Permitting ‐ $ 6,202 $ ‐ $ ‐ $ 1,105 $ ‐ $ 55 $ 1,160 $ 7,362Subtotal ‐ Task 5 ‐ Bid Services ‐ $ 2,215 $ ‐ $ ‐ $ 1,735 $ ‐ $ 87 $ 1,822 $ 4,037Subtotal ‐ Task 10 ‐ Project Management ‐ $ 12,949 $ ‐ $ ‐ $ 1,952 $ ‐ $ 98 $ 2,050 $ 14,999Subtotal ‐ Task 12 ‐ Supplemental Services ‐ $ 28,028 $ ‐ $ ‐ $ 6,546 $ ‐ $ 327 $ 6,873 $ 34,901Subtotal ‐ Labor Escalation for Existing Design‐phase Services from August 2019 to June 2021 ‐ $ 94,712 $ ‐ $ ‐ $ 26,638 $ ‐ $ 1,332 $ 27,970 $ 122,682Levee Access RampSubtotal ‐ Task 3 ‐ Final Design Levee Access Ramp 198 $ 36,474 $ ‐ $ ‐ $ 8,000 $ ‐ $ 400 $ 8,400 $ 44,874Subtotal ‐ Subtask 4.2 ‐ Permiƫng Levee Access Ramp 40 $ 8,058 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 8,058Subtotal ‐ Task 5 ‐ Bid Services Levee Access Ramp 30 $ 5,725 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 5,725Surge Control System Subtotal ‐ Task 3 ‐ Final Design Surge Control System 716 $ 131,805 $ 200 $ 3,000 $ 1,000 $ 320 $ 50 $ 4,570 $ 136,375 Subtotal ‐ Task 5 ‐ Bid Services Surge Control System 38 $ 7,152 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 7,152Task 4 ‐ Environmental Services/PermittingSubtotal ‐ Subtask 4.2 ‐ In‐Water Permits (including CVFPB Permit) 160 $ 30,240 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 30,240Subtotal ‐ Subtask 4.3.1 ‐ CVFPB Hydraulic and Scour Analysis 107 $ 26,790 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 26,790Subtotal ‐ Subtask 4.4 ‐ In‐River Geotechnical Boring Permitting Support 36 $ 7,572 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 7,572 Task 10 ‐ Project Management
Subtotal ‐ Subtask 10.1 ‐ External Project Meetings 20 $ 4,000 $ 200 $ ‐ $ ‐ $ 20 $ ‐ $ 220 $ 4,220 Subtotal ‐ Subtask 10.2 ‐ Develop and Maintain Project Management Tools 56 $ 12,234 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 12,234Subtotal ‐ Subtask 10.3 ‐ Project Controls and Invoicing 28 $ 6,072 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 6,072Subtotal ‐ Subtask 10.4 ‐ Project Team Coordination 72 $ 14,656 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 14,656Subtotal ‐ Subtask 10.5 ‐ Health and Safety 20 $ 3,908 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,908Subtotal ‐ Subtask 10.6 ‐ Subcontract Management 33 $ 6,308 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 6,308Subtotal ‐ Task 10 ‐ Project Management 229 47,178 ‐ 200 ‐ ‐ 20 220 $ 47,398 Task 12 ‐ Supplemental Services
Subtotal ‐ Subtask 12.5 ‐ WWTF Pump Station, Flow Metering, and Yard Piping Modifications 420 $ 75,820 $ 200 $ 500 $ ‐ $ 70 $ ‐ $ 770 $ 76,590 Task 13 ‐ Advanced Treatment Study
Subtotal ‐ Subtask 13.3 ‐ Advanced Treatment Project Management 114 $ 24,924 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 24,924Subtotal ‐ Subtask 13.8 ‐ Sidestream Treatment Cost Development 31 $ 7,671 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 7,671Subtotal ‐ Subtask 13.9 ‐ Filtrate Sampling Plan Development 24 $ 5,964 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 5,964 Additional Services Task Hours 2,189.0 $ 520,141Additional Servcies Task Budget 2,189.0 $ 520,141 $ 600 $ 3,500 $ 35,638 $ 410 $ 1,782 $ 41,930 $ 562,071 Travel Expense Subs Total Fee Estimate 10% Expense/Travel Markup 5% Subcontract Markup Total Expenses Total Labor
CITY OF YUBA CITY
PUBLIC WORKS DEPARTMENT
WWTF Outfall and Diffuser Project
Additional Services
Amendment 4
Total
Hours
YCO_Amendment4_AdditionalServices_LOE_DRAFT Page 1/1 5/10/2021
AMENDMENT 4 – ADDITIONAL SERVICES
12 Appendix B
Rate Schedule
Classification 2018 2019 2020 2021 2022 2023
Principal in Charge* 260 268 276 284 293 302
Principal Professional 2* 234 241 248 255 263 271
Principal Professional 1* 198 204 210 216 222 229
Sr. Professional 2* 177 182 187 193 199 205
Sr. Professional 1* 167 172 177 182 187 193
Project Professional 2* 156 161 166 171 176 181
Project Professional 1* 129 133 137 141 145 149
Staff Professional 2* 126 130 134 138 142 146
Staff Professional 1* 108 111 114 117 121 125
Technician 112 115 118 122 126 130
Office/Clerical 112 115 118 122 126 130
Notes:
*includes engineering, consulting, planner and scientist disciplines **These rates are effective January 1, 2018 through December 31, 2023 A markup of 10% shall be applied to all Other Direct Costs and expenses; 5% markup shall be applied to all Subconsultants Appendix B ‐ Rate Schedule
CH2M HILL ENGINEERS, INC
PROFESSIONALS AND TECHNICIANS
2018 ‐ 2023 Hourly Billing Rates
AMENDMENT 4 – ADDITIONAL SERVICES
13 Appendix C
Contract Budget Authorization Table
Yuba City WWTF Outfall and Diffuser Project
Amendment 4 Budget Authorization Summary
City of Yuba CityTask
Amendment 4 ‐
Reconciliation
from Amd 2
(Item 4A)
Amendment 4 ‐
Reconciliation
from Amd 3
(Item 4B)
Amendment 4 ‐
Additional
Services
(Item 4C)
Amendment 4 ‐
Total Authorized
Amount and Date
(TBD)
Task 1 ‐ Predesign $0 $0 $10,056 $10,056Task 2 ‐ ROW Acquisitions $0 $0 $11,250 $11,250Task 3 ‐ Design $289,786 $0 $231,382 $521,168Task 4 ‐ Environmental Services/Permitting $0 $0 $80,022 $80,022 Task 5 ‐ Bid Services $0 $50,000 $16,914 $66,914Task 6 ‐ Services During Construction $0 $0 $0 $0 Task 7 ‐ Testing and Startup $0 $0 $0 $0Task 8 ‐ Construction Management $0 $0 $0 $0Task 9 ‐ Operations and Maintenance Manual $0 $0 $0 $0Task 10 ‐ Project Management $0 $0 $62,397 $62,397 Task 11 ‐ CA SRF Loan Application Support $0 $0 $0 $0
Task 12 ‐ Supplement Services $0 $0 $111,491 $111,491
Task 13 ‐ Advanced Treatment Study $0 $0 $38,559 $38,559 Total $289,786 $50,000 $562,071 $901,857
Yuba City WWTF Outfall and Diffuser Project 2 5/10/2021
Yuba City WWTF Outfall and Diffuser Project
Contract Budget Authorization
City of Yuba CityTask
Proposed
Contract Budget
Amount
Original
Authorized
Amount and Date
(7/11/18)
Amendment 1
Authorized
Amount and Date
(9/19/19)
Amendment 2
Authorized
Amount and Date
(7/10/20)
Amendment 3
Authorized
Amount and Date
(12/1/20)
Amendment 4 ‐
Total Authorized
Amount and Date
(TBD)
Total Authorized
Amount To‐Date
Task 1 ‐ Predesign $821,864 $821,864 $87,540 $71,758 $0 $10,056 $991,218 Task 2 ‐ ROW Acquisitions $185,305 $185,305 $0 $0 $0 $11,250 $196,555 Task 3 ‐ Design $570,155 $570,155 $0 ‐$289,786 $0 $521,168 $801,537 Task 4 ‐ Environmental Services/Permitting $254,423 $254,423 $0 $35,053 $0 $80,022 $369,498Task 5 ‐ Bid Services $57,819 $57,819 $0 $0 ‐$50,000 $66,914 $74,733 Task 6 ‐ Services During Construction $239,751 $0 $0 $0 $0 $0 $0 Task 7 ‐ Testing and Startup $177,897 $0 $0 $0 $0 $0 $0 Task 8 ‐ Construction Management $458,476 $0 $0 $0 $0 $0 $0 Task 9 ‐ Operations and Maintenance Manual $21,362 $0 $0 $0 $0 $0 $0 Task 10 ‐ Project Management $503,617 $344,301 $10,294 $38,024 $0 $62,397 $455,016 Task 11 ‐ CA SRF Loan Application Support $50,000 $50,000 $0 $0 $0 $0 $50,000 Task 12 ‐ Supplement Services $499,564 $499,564 $65,043 $24,914 $0 $111,491 $701,012 Task 13 ‐ Advanced Treatment Study $0 $0 $0 $120,037 $50,000 $38,559 $208,596 Total $3,840,234 $2,783,431 $162,877 $0 $0 $901,857 $3,848,165 Yuba City WWTF Outfall and Diffuser Project 1 5/10/2021
01248.0006/607565.1
Exhibit B
01248.0006/607565.1
Exhibit C
01248.0006/607565.1
Exhibit D
01248.0006/607565.1
Exhibit A
Yuba City WWTFOutfall and Diffuser Project
Amendment 2 ‐ Summary
This Amendment 2 is provided by CH2M HILL Engineers, Inc. (referred to as Jacobs in this Scope of Work) to the Yuba City Wastewater Treatment Facility Outfall and Diffuser Project (Project). Please note that on December 15, 2017, CH2M Hill Companies Ltd. became part of Jacobs Engineering Group Inc. (Jacobs). CH2M HILL Engineers, Inc. is now a wholly owned direct subsidiary of Jacobs. CH2M Hill Engineers, Inc. presently remains a separate legal entity and will continue to operate and conduct business.
Amendment 2 includes scope and funding to supplement two items for follow‐on work: 2A) for the predesign phase of the Project and 2B) for the Advanced Treatment Study to evaluate alternative treatment options to the Project. The City directed Jacobs to stand‐down work on transitioning to final design activities for the Project on February 24, 2020, while a brief Advanced Treatment Study was conducted. However, there was some finalization of predesign activities and project management activities that were authorized by the City to continue during the Stand‐down period. Scope and funding of these activities are included in item 2A.
Item2A–PredesignFollow‐upWork andActivitiesduring Stand‐downPeriod Item 2A will provide additional support for activities during the predesign phase including effluent pumping system testing support, in‐river geotechnical boring permitting support, dynamic modeling support, spring season bathymetry surveys, and project management support. Additional Project elements were included in the predesign than were previously scoped including a levee access ramp, a surge control system, a hydraulic and scour analysis, WWTF pump station modifications, and an additional predesign workshop.
Item 2A also includes project management activities and continuation of authorization predesign activities during the stand‐down period.
The following attachments are included as follows:
Attachment 2A: Predesign Follow‐up Work Scope of Work and Fee Estimate Item2B–Cityof YubaCityWWTFAdvancedTreatment Study
Item 2B will provide WWTF staff an advanced treatment study to validate their current WWTF improvement and regulatory compliance strategy. At the completion of the WWTF Outfall and Diffuser predesign phase the City has opportune time for conducting this study given the potential need to invest up to approximately $35 million to construct the Outfall and Diffuser Project. The study will compare relative costs, advantages and disadvantages for continued operation of the WWTF (as configured currently with the construction of the new proposed Diffuser) with one or two alternative configurations for advanced treatment, in conjunction with a side‐bank point discharge into the Feather River per detailed scope of work for the advanced treatment study.
Amendment 2 will add additional scope and funding to the original Project Scope of Work under a new Task 13 for this study. Subtasks for new Task 13 will include subtask 13.1 ‐ Project Development Assistance, subtask 13.2 – Advanced Wastewater Treatment Study, subtask 13.3 – Project Management, and subtask 13.4 – Owner’s Authorized Supplemental Services. Approximately $40,000 will be included in subtask 13.4 for an owner’s authorized supplemental services to be utilized upon City approval of scope and fee, if needed.
Attachments are included as follows:
Attachment 2B: City of Yuba City WWTF Advanced Treatment Study Scope of Work and Fee Estimate Rates andFeesfor Engineering Services
Fees for the proposed engineering services are shown in the following table and are based on the same rates as contracted for the City’s Outfall and Diffuser Project.
Item Services
Hours Jacobs
Total
Labor
Total
Expenses
Total Fee
Estimate
2A Predesign Follow‐up Work and Activities during Stand‐down Period 892 $159,339 $10,410 $169,749
2B City of Yuba City WWTF Advanced Treatment Study 565 $119,274 $762 $120,037 Amendment 2 Total $289,786
CurrentContractValue
The Amendment 2 budget of $289,786 will be funded by a portion of the existing authorized contract tasks such as Task 3 Final Design budget of $570,154 for the Project. If the final design of the Project is authorized by the City in late 2020, funds will be added by separate amendment to replace Task 3 funds.
The table below summarizes the new total contract value to date including this amendment.
Description Total Fee Estimate
Original Contract Value $2,783,430
Amendment 1 $162,877
Amendment 2 $0
New Contract Value $2,946,307
Attachment 2A: Predesign Follow‐up
Work Scope of Work and Fee Estimate
YUBA CITY WWTF OUTFALL AND DIFFUSER PROJECT
1 Yuba City WWTFOutfall and Diffuser Project
Amendment 2: Item2A
Predesign Follow‐Up Work
Scope of Work
This Scope of Work is provided by CH2M HILL Engineers, Inc. (referred to as Jacobs in this Scope of Work). Please note that on December 15, 2017, CH2M Hill Companies Ltd. became part of Jacobs Engineering Group Inc. (Jacobs). CH2M HILL Engineers, Inc. is now a wholly owned direct subsidiary of Jacobs. CH2M Hill Engineers, Inc. presently remains a separate legal entity and will continue to operate and conduct business.
This Scope of Work is for 30% predesign follow‐on activities. This amendment will add additional scope and funding to Task 1, Task 2, Task 4, Task 10, and Task 12 from the original Project Scope of Work. The intent is to supplement the existing predesign budgets for additional authorized activities that occurred during the Predesign phase.
The total cost estimate is $169,749 (Appendix A). The consultant is not obligated to spend above this amount. Additional activities such as final design elements from the recommendations included in the final Predesign Report and other services like engineering services during construction, startup and testing, and construction management are not included in this amendment, and will need to be contracted separately if needed by the City.
Task 1.Predesign
Task 1.5.b – Pumping Predesign
Effluent Pumping System Testing Support
This subtask is follow‐on work to Task 1.5.b for refinement of the hydraulic model and additional model calibration required to resolve inconsistencies observed following field pumping tests. Work activities included:
Evaluate field test data to reconcile inconsistencies in pumping system behavior (up to 3 new model revisions).
Attend field testing and assist in collection of field test data on February 5, 2020 by two Jacobs team members.
Revise and calibrate effluent pumping hydraulic model to estimate the required TDH at the pump station for the selected pipeline alignment alternative and the design flow projections. Reengage pump vendors for revised pump selections.
Revise Predesign Report Appendix E: Hydraulic Evaluation Technical Memorandum to incorporate field test results and generate recommendations for pumping system upgrades.
SCOPE OF WORK
2 Evaluate existing effluent pipeline air release valve at existing levee crossing and provide recommendation for a new combination air release valve. Conduct conference call meeting with City staff on March 5, 2020. Develop recommendations for additional City field pump testing.
City Involvement:
Perform pumping tests and provided resultant flows and pressures for multiple pumping scenarios, up to 3 times.
Attend and assist in field calibration testing on February 5, 2020.
Assumptions:
None.
Deliverables:
Revised Predesign Report Appendix E: Hydraulics Evaluation Technical Memorandum in the final Predesign Report.
Combination air release valve recommendation for existing levee crossing. Recommendations for additional City field pump testing.
Task 1.9 – DO Sag Analysis, Anti‐Degradation Analysis, and ROWD Dynamic Modeling Support
This subtask was developed at the request of the City to support dynamic modeling analyses conducted by Larry Walker & Associates (LWA) with data provided by Jacobs. Dynamic modeling objectives include applying hydraulic modeling results and replacement outfall diffuser design configuration and modeling results developed by Jacobs as inputs to support LWA dynamic modeling of ammonia and copper discharges to the Feather River. Work activities include:
Develop approaches to pursuing dynamic modeling of ammonia discharges to Feather River through discussions with City. Review of objectives, approach, and inputs required for the dynamic modeling in coordination with LWA.
Develop and provide the following inputs for dynamic modeling:
Draft profile drawing of new river diffuser
Summary of replacement diffuser configuration and model inputs (no. ports, spacing, horizontal and diffuser port orientation, port elevation, river bed elevation, effective port diameter, port velocities)
CORMIX2 model runs for diffuser at river Section 14.4 (CMX and PRD files) Tideflex hydraulic system analysis for TFD Series 35 check valve ports (HC 733) for full range of effluent flow (existing through buildout) and effective port diameters summary Table summary of river velocities, water depths, and water surface width at Section 14.4 for a wide range of river flows from 1,000 cfs to a 100‐yr flood (311,400 cfs) flow River stage/discharge rating curve, and results for river flow and stage that constitutes bank‐full condition
Review the draft dynamic modeling results and technical memorandum developed by LWA and provided by the City for inclusion in the final Predesign Report. Incorporate a concise summary of the dynamic modeling results into the body of the final Predesign Report and the complete LWA Dynamic Modeling Technical Memorandum as an appendix.
SCOPE OF WORK
3 City Involvement:
Provide direction and coordination with LWA during development of dynamic modeling. Provide coordination of dynamic modeling results with Jacobs.
Assumptions:
Dynamic modeling results and technical memorandum will be provided to Jacobs by the City in an electronic file format (pdf) and tables in Word format for use in the final Predesign Report.
Deliverables:
Input files for dynamic modeling to City and LWA in early December 2019. Provide review comments to the City.
Task 1.10 – 30% Design Development, Predesign Report, Schedule, and Cost Estimate This subtask adds two additional design elements to the 30% design and cost estimate. The City requested predesign of a levee ramp for construction traffic access and City operations and maintenance access. This subtask also adds a surge analysis to determine the need for protective measures to protect the existing outfall pipeline and new outfall pipeline extension. Work activities include:
Predesign for Levee Access Ramps
Develop a 30% design including plan sheet with levee access ramp alignments, grading details and sections, access from Garden Hwy, and security considerations.
Predesign for Surge Control System
Prepare a transient analysis and model of the existing outfall pipeline and proposed outfall pipeline extension, make recommendations to protect the outfall pipeline against surge, and document the findings and recommendations in a technical memorandum. Incorporate an initial surge tank concept description into the final Predesign Report and Appendix B:
Design Criteria.
City Involvement:
Provide direction on which predesign elements will be retained for inclusion in the final Predesign Report and appendixes.
Assumptions:
No surge control design drawings are included.
Deliverables:
Construction Access Ramps Plan Sheet including grading details and sections for incorporation in the 30% drawings.
Surge criteria for incorporation in Appendix B: Design Criteria. Appendix D: Transient Analysis Technical Memorandum provided in electronic file format (PDF) and included in the final Predesign Report.
SCOPE OF WORK
4 Task 1.11 – Predesign Meetings and Workshops
This subtask adds an additional predesign workshop as requested by the City to review the main predesign elements and to prepare for the City Council meeting that will authorize final design of the project. Work activities include:
Predesign Review Workshop
Prepare for and attend a predesign workshop at the WWTF on January 30, 2020 to discuss project elements and finalize predesign phase.
Provide information needed by the City to prepare draft and final staff reports for the City Council meeting that will authorize final design.
City Involvement:
Provide direction on which predesign elements will be retained for inclusion in the final Predesign Report and appendixes.
Provide a copy of the draft City Council staff report.
Assumptions:
None.
Deliverables:
Inserts for the City Council staff report as requested. Meeting summary of predesign workshop.
Task 2.RightofWayAcquisition
This modification reduces the assumed effort for property acquisition for valuation and appraisal review based on the number of parcels anticipated for property acquisition following completion of the project predesign and uses the available budget to support right‐of‐entry acquisitions, landowner consultation services, and encroachment permit support. Jacobs will provide these additional services up to the limit of the re‐allocated budget. There is no change to the original Task 2 budget for this scope change.
Task 2.1.b – Right‐of‐Entry Agreement from Existing Landowners BRI will complete a Real Estate Estimate for three parcels to be provided by Jacobs. Real Estate Estimate will be provided by January 9, 2020.
Task 2.2.a – Valuation Services
Reduce the total number of assumed parcels from 6 to 4.
Task 2.2.b – Appraisal Review
Reduce the total number of assumed parcels from 6 to 3.
Task 2.2.c – Acquisition Services
BRI will assist Jacobs with conducting preliminary landowner meetings, encroachment permit support, and Right of Entry support.
City Involvement:
None.
Assumptions:
None.
SCOPE OF WORK
5 Deliverables:
Real Estate Estimate for three parcels: State of California Fish and Wildlife, Netherby, and Yokohari. Right‐of‐Entries for four parcels: State of California Fish and Wildlife, Red Hawk Farms, Tahkar, and Yokohari.
Task 4.Environmental Services andPermitting
Task 4.3 – Levee Permit
This amendment adds a new subtask as described below.
Task 4.3.1 ‐ Central Valley Flood Protection Board Hydraulic and Scour Analysis This subtask was developed in response to the request of the Central Valley Flood Protection Board (Board) to demonstrate water surface elevation changes and any scour effects from the new YC outfall diffuser structure and trap structure in the Feather River floodplain. Hydraulic and bed scour modeling will be conducted in accordance with the Modeling Work Plan that is approved by the Board and USACE, as appropriate. Work activities include:
Develop a Draft Hydraulic Flood and Scour Modeling Work Plan that is consistent with the USACE River Hydraulics Engineering Manual 1110‐2‐1416 and other guidance documents, as appropriate.
Incorporate 60% design drawings to illustrate the project elements in the river floodplain, limited above grade exposure, and rock protection measures.
Submit the Draft Hydraulic Flood and Scour Modeling Work Plan to the Board for review prior to initiating detailed modeling.
City Involvement:
Provide support and coordination with the Board on the Modeling Work Plan submittal. Review and comment on draft Modeling Work Plan. City will provide one set of adjudicated comments within two weeks of receiving draft documents.
Assumptions:
This amendment will add scope and budget for the development of a Draft Hydraulic Flood and Scour Modeling Work Plan that will be communicated to the Board. Hydraulic and bed scour modeling work will be conducted under this task with additional authorized budget from another amendment after final design has been authorized to continue by the City. A concise Modeling Work Plan will be reviewed by the Board and USACE. Board and USACE review of modeling plan could lead to additional modeling effort beyond this scope and fee estimate.
Deliverables:
Hydraulic Flood and Scour Modeling Work Plan (draft and final) in electronic file format (PDF).
Task 4.4 – Other Permits
This subtask is follow‐on work to Task 4.4. Original task objectives that are still relevant include obtaining authorization for the in‐water geotechnical borings under various state and federal permits and related consultation processes. The original tasks are supplemented with the following:
In‐Water Geotechnical Boring Permit Support
The list of permits for the geotechnical borings are the same as the original scope. Supplemental activities include preparing supplemental information requested by review agencies, including a detailed description of boring equipment and operations (in‐water and on land), researching noise impacts of standard penetrometer tests (most research is on pile driving), calculation of in‐water noise levels and contours, and analysis of potential impacts to fish.
SCOPE OF WORK
6 City Involvement:
No change from original scope.
Assumptions:
Jacobs has provided an allowance of $27,100 to support additional information requests. Jacobs will not be obligated to spend more than this allowance.
The ongoing consultation processes being led by the USACE, Section 408 Program, will not result in any substantial new data requests or new technical studies other than those information requests described above.
Deliverables:
Biological Technical Memorandum in electronic file format (PDF).
Task 10.ProjectManagement
The purpose of this task is to provide additional project management services for the work added by this amendment as described below to supplement the currently scoped services. All other existing City involvement items, assumptions, and deliverables described in the currently scoped project management services will apply to this work as well. Jacobs will complete additional project management tasks as described below.
Task 10.3 – Project Controls and Invoicing
Jacobs project controls staff will prepare regular internal cost reports for review by the Jacobs Project Manager. Jacobs will also prepare monthly invoices (including subconsultant invoices) and a Project Status Report including progress report narrative, scope change summary, and schedule and budget status for the work added by this amendment.
This subtask also includes scoping for this amendment, including meetings with City staff, and preparing draft and final scope of work and fee estimate.
Task 10.7 – Project Management During Stand‐down
Jacobs will perform additional project management tasks during the stand‐down period of the Project requested by the City while an advanced treatment evaluation is completed for the WWTF, between the completion of the Predesign Phase and authorization of the 60% Design Phase. Work activities include the following:
Additional email and phone coordination with City during the stand‐down period. Additional team coordination for authorized activities to continue during the stand‐down period. Conduct re‐chartering meeting with project team following the stand‐down period. Update the project schedule included in the final Predesign Report (Section 10).
City Involvement:
Provide approval regarding which project activities are to continue during the stand‐down period. Provide direction to Jacobs regarding timing and completion of stand‐down period.
Assumptions:
Stand‐down period is anticipated to last 9 months from March 2020 through November 2020.
Deliverables:
Updated project schedule to be completed following completion of the stand‐down period.
SCOPE OF WORK
7 Task 12. Supplemental Services
Jacobs will complete the following additional supplemental services as described below.
Task 12.1 – Bathymetric Surveys in 2019, 2020, and 2021 This amendment adds the following services to the Bathymetric Surveys in 2020 and 2021:
The original project scope envisioned bathymetric surveys in 2019, 2020, and 2021 to be completed in the fall when Feather River flows were at the lowest for the year, thus minimizing the river surface area to be surveyed. The City and Jacobs agreed to complete the 2019 supplemental survey during the spring season in order to incorporate survey data into the project predesign. Subsequent surveys in 2020 and 2021 are also intended to be completed during the spring season.
Additional budget is provided for each annual survey for either river flows between 3,000 cfs and 5,000 cfs ($2,500), or an additional allocation for river flows above 5,000 cfs ($4,800). These additional costs are offset by $2,100 of remaining budget not utilized for in‐river instrument maintenance.
Task 12.5 – WWTF Effluent Pump Station, Flow Metering and Yard Piping Modifications This subtask updates the existing optional Task 12.5 following completion of the final Predesign Report.
The City has authorized Jacobs (under optional Task 12.5) to complete the WWTF Effluent Pump Station, Flow Metering, and Yard Piping modifications including final design and bid services. As part of the predesign phase, evaluation of the City’s existing WWTF effluent pumping system recommended that three existing pumps be replaced. The original scope of work assumed up to 6 drawings – following completion of predesign the drawing list was revised to add an additional 7 drawings, some of which will be shared with the new surge control system. This amendment adds predesign for the additional drawings described in the Predesign Report for WWTF effluent pump station modifications.
City Involvement:
Review 30% design descriptions in the Predesign Report and cost estimate and provide review comments.
Assumptions:
Another amendment will fund development of 60%, 90% and 100% design drawings, specifications, cost estimate, and quality control review.
Deliverables:
Description of planned effluent pumping station modifications in Predesign Report.
Project Schedule
The start date for delivery of the activities described in this amendment is controlled by the approval of the project predesign by the City Council. The activities described above will delivered on a schedule that is mutually agreeable to the City and Jacobs.
Rates andFeesfor Engineering Services
The estimated fee for the proposed engineering services is shown in Appendix B and is based on the rates as contracted for the City’s Outfall and Diffuser Project.
SCOPE OF WORK
8 Appendix A
Updated Drawing List
WASTEWATER TREATMENT FACILITY OUTFALL AND DIFFUSER PROJECT 1 Appendix A –Updated Drawing List
Sheet
Number
Drawing
Number Description
Originally
Scoped
Sheets
Delivered
30%
Final
Design
Total Notes
General 12 Sheets 10 Sheets 12 Sheets
1 G‐1 Cover Sheet, Vicinity and Location Maps X X X
2 G‐2 Sheet List X X X
3 G‐3 Design Data Tables X X X
4 G‐4 Abbreviations X X X
5 G‐5 Civil Legend and Notes X X X
6 G‐6 General Structural Notes X X X
7 G‐7 Mechanical Legend X X X
8 G‐8 Electrical Legends and Abbreviations X X X
9 G‐9 Instrumentation and Control Legend X X X
10 G‐10 Key Plan and Survey Control X X X
11 G‐11 Hydraulic Profile X X
12 G‐12 Construction Access X X
Plan and Profile 8 Sheets 12 Sheets 12 Sheets
13 PP‐1 Plan and Profile STA 10+00 To 20+00 X X X
14 PP‐2 Plan and Profile STA 20+00 To 30+00 X X X
15 PP‐3 Plan and Profile STA 30+00 To 40+00 X X X
16 PP‐4 Plan and Profile STA 40+00 To 50+00 X X X
17 PP‐5 Plan and Profile STA 50+00 To 60+00 X X X
18 PP‐6 Plan and Profile STA 60+00 To 70+00 X X X
19 PP‐7 Plan and Profile STA 70+00 To 80+00 X X X
20 PP‐8 Plan and Profile STA 80+00 To 90+00 X X X
21 PP‐9 Plan and Profile STA 90+00 To 100+00 X X Funded by Contingency Dwg #1.
22 PP‐10 Plan and Profile STA 100+00 To 110+00 X X Funded by Contingency Dwg #2.
23 PP‐11 Plan and Profile STA 110+00 To POE X X Funded by Contingency Dwg #3.
24 PP‐12 Feather River Diffuser Site Plan and
Restoration Plan X X Funded by Contingency Dwg#4.
Civil 12 Sheets 8 Sheets 14 Sheets
25 C‐1 Bifurcation Vault Site Plan and Details X X
26 C‐2 Vacuum‐Assisted Siphon System
Building Site Plan X Funded by Task 12.3 Dwg.
27 TBD Feather River Diffuser Site Plan and
Restoration Plan X X
2 Sheet
Number
Drawing
Number Description
Originally
Scoped
Sheets
Delivered
30%
Final
Design
Total Notes
28 C‐3 Pipeline Cross Sections 1 Of 2 X X
29 C‐4 Pipeline Cross Sections 2 Of 2 X X
30 C‐5 Construction Access Ramps Site Plan X X Funded by Future Amendment. 31 TBD Construction Access Ramps Sections X Funded by Future Amendment. 32 TBD Construction Access Ramps Details X Funded by Future Amendment. 33 TBD Construction Access Ramps Details X Funded by Future Amendment. 34 C‐6 Levee Crossing Plan X X X MHM Drawing.
35 C‐7 Levee Crossing Section X X X MHM Drawing.
36 C‐8 Levee Crossing Details ‐ Pipe Backfill X X X MHM Drawing. 37 C‐9 Levee Crossing Details ‐ Pipe
Connections X X X MHM Drawing.
38 C‐10 Levee Crossing Details ‐ Valve Vault X X X MHM Drawing. 39 C‐11 Levee Crossing Details ‐ Access Cover X X X MHM Drawing. 40 C‐12 Levee Crossing Details ‐ Miscellaneous 1 X X X MHM Drawing. 41 C‐13 Levee Crossing Details ‐ Miscellaneous 2 X X MHM Drawing.
Structural/Mechanical 5 Sheets 7 Sheets 8 Sheets
42 SM‐1 Bifurcation Station Plan X X X
43 SM‐2 Bifurcation Station Sections X X X
44 SM‐3 Feather River Diffuser Plan and Sections X X X
45 SM‐4 Feather River Diffuser Details 1 Of 2 X X X
4 SM‐5 Feather River Diffuser Details 2 Of 2 X X
47 SM‐6 Vacuum‐Assisted Siphon – Building Plan X X Funded by Task 12.3 Dwg. 48 SM‐7 Vacuum‐Assisted Siphon – Building
Sections X X Funded by Task 12.3 Dwg.
49 SM‐8 Primer Trap Structure Plans and
Sections X X Funded by Contingency Dwg#5.
Electrical 2 Sheets 1 Sheet 6 Sheets
50 E‐1 Bifurcation Station Site Plan X Funded by Contingency Dwg #6.
51 E‐2 Vacuum‐Assisted Siphon Site Plan X Funded by Contingency Dwg #7.
52 E‐3 One‐line Diagrams X X X
Updated One‐line funded by
Task 12.3 Dwg. Sheet originally
scoped for Bifurcation Station.
53 E‐4 Bifurcation Station Power Plan X X
54 E‐5 Vacuum‐Assisted Siphon Electrical
Power Plan X Funded by Task 12.3.
55 E‐6 Panel Board Schedules and
Conduit/Conductor Schedules X Funded by Contingency Dwg#8.
3 Sheet
Number
Drawing
Number Description
Originally
Scoped
Sheets
Delivered
30%
Final
Design
Total Notes
Instrumentation and Control 3 Sheets 2 Sheets 4 Sheets
56 IC‐1 P&ID Bifurcation Station X X X
57 IC‐2 P&ID Vacuum‐Assisted Siphon X X Funded by Task 12.3 Dwg. 58 IC‐3 Network Block Diagram X X
59 IC‐4 Control Panel Typical Wiring Diagrams X X
Traffic Control 8 Sheets 0 Sheets 8 Sheets
60 TC‐1 Legend and General Notes X X
61 TC‐2 Traffic Control and Restoration Plan X X
62 TC‐3 Traffic Control and Restoration Plan X X
63 TC‐4 Traffic Control and Restoration Plan X X
6 TC‐5 Traffic Control and Restoration Plan X X
65 TC‐6 Lane Closure with Flagger Control Plan X X
66 TC‐7 Sections and Details 1 Of 2 X X
67 TC‐8 Sections and Details 2 Of 2 X X
Standard Details 6 Sheets 4 Sheets 8 Sheets
68 SD‐1 Standard Details X X X
69 SD‐2 Standard Details X X X
70 SD‐3 Standard Details X X X
7 SD‐4 Standard Details X X X
72 SD‐5 Standard Details X X
73 SD‐6 Standard Details X X
74 SD‐7 Standard Details X Funded by Task 12.3.
75 SD‐8 Standard Details X Funded by Task 12.3
Contingency #1 Dwg.
WWTF Effluent Pump Station, Flow Metering and Yard Piping Modifications + Surge Control System 6 Sheets 0 Sheets 24 Sheets 1 G‐13 WWTF Construction Coordination Plan X
Funded Future Amendment.
Counted as one of the 11 Surge
Sheets.
2 C‐14 WWTF Pump Station and Surge Control
System Site Plan X X
Funded by Task 12.5. Shared
WWTF/Surge Dwg. Counted as
one of the 7 additional WWTF
Sheets.
3 C‐15 Surge Control System Site Grading and
Survey Control X
Funded by Future Amendment.
Counted as one of the 11 Surge
Sheets.
4 C‐16 WWTF and Surge Control System Yard
Piping Plan X X
Funded by Task 12.5. Shared
WWTF/Surge Dwg. Counted as
one of the 7 additional WWTF
Sheets.
4 Sheet
Number
Drawing
Number Description
Originally
Scoped
Sheets
Delivered
30%
Final
Design
Total Notes
5 C‐17 WWTF and Surge Control System Yard
Piping Details X
Funded by Future Amendment.
Shared WWTF/Surge Dwg.
Counted as one of the 11 Surge
Sheets.
6 D‐1 WWTF Demolition #1 X Funded by Future Amendment. 7 SM‐9 WWTF Pump Station Plan X X Funded by Task 12.5. 8 SM‐10 WWTF Pump Station Sections and
Details X X Funded by Task 12.5.
9 SM‐11 Surge Control Tank Plan X
Funded by Future Amendment.
Counted as one of the 11 Surge
Sheets.
10 SM‐12 Surge Control System Sections X
Funded by Future Amendment.
Counted as one of the 11 Surge
Sheets.
11 SM‐13 Surge Control System Details X
Funded by Future Amendment.
Counted as one of the 11 Surge
Sheets.
12 E‐7 Overall Electrical Site Plan X
Funded by Future Amendment.
Counted as one of the 7
additional WWTF Sheets.
13 E‐8 WWTF Pump Station Electrical Site Plan X X Funded by Task 12.5. 14 E‐9 Surge Control System Electrical Site Plan X
Funded by Future Amendment.
Counted as one of the 11 Surge
Sheets.
15 E‐10 WWTF Effluent Pump Station Plan X Funded by Future Amendment. 16 E‐11 WWTF Pump Station and Surge Control
System One‐Line Diagrams X X
Funded by Task 12.5. Shared
WWTF/Surge Dwg. Counted as
one of the 7 additional WWTF
Sheets.
17 E‐12 WWTF Pump Station and Surge Control
System MCC Elevations X
Funded by Future Amendment.
Counted as one of the 7
additional WWTF Sheets.
18 E‐13
WWTF Pump Station and Surge Control
System Panel Board Schedules and
Conduit/Conductor Schedules
X
Funded by Future Amendment.
Counted as one of the 7
additional WWTF Sheets.
19 E‐14 WWTF Pump Station and Surge Control
System Wiring Diagrams X
Funded by Future Amendment.
Counted as one of the 7
additional WWTF Sheets.
20 IC‐5 P&ID WWTF Effluent Pump Station X Funded by Future Amendment. 21 IC‐6 P&ID Surge Control System X
Funded by Future Amendment.
Counted as one of the 11 Surge
Sheets.
22 IC‐7 Control Panel Wiring Diagrams X
Funded by Future Amendment.
Counted as one of the 11 Surge
Sheets.
5 Sheet
Number
Drawing
Number Description
Originally
Scoped
Sheets
Delivered
30%
Final
Design
Total Notes
23 Contingency 1 X
Funded by Future Amendment.
Counted as one of the 11 Surge
Sheets.
24 Contingency 2 X
Funded by Future Amendment.
Counted as one of the 11 Surge
Sheets.
Contingency Drawings 8 Sheets 8 Sheets 8 Sheets
1 PP‐9 Contingency Drawing 1 X X X Used by PP‐9.
2 PP‐10 Contingency Drawing 2 X X X Used by PP‐10.
3 PP‐11 Contingency Drawing 3 X X X Used by PP‐11.
4 PP‐12 Contingency Drawing 4 X X X Used by PP‐12.
5 SM‐8 Contingency Drawing 5 X X X Used by SM‐8.
6 E‐1 Contingency Drawing 6 X X X Used by E‐1.
7 E‐2 Contingency Drawing 7 X X X Used by E‐2.
8 E‐6 Contingency Drawing 8 X X X Used by E‐6.
SCOPE OF WORK
9 Appendix B
Fee Estimate
Item 2A - PreDesign Follow-up Work
APPENDIX B. JACOBS FEE ESTIMATE
201820192020202120222023
PDC
Amendment 02 ‐ Item 2A ‐ Predesign Follow‐up Work
Task 1 ‐ Predesign
Subtotal ‐ Subtask 1.5.b ‐ Effluent Pumping System Testing Support 185 $ 30,721 $ ‐ 200 $ $ ‐ $ 20 $ ‐ $ 220 $ 30,941 Subtotal ‐ Subtask 1.9 ‐ LWA Dynamic Modeling 33 $ ‐ 6,377 $ ‐ $ ‐ $ $ ‐ $ ‐ $ ‐ $ 6,377Subtotal ‐ Subtask 1.10 ‐ Pre‐Design Report 18 $ ‐ 3,780 $ ‐ $ ‐ $ $ ‐ $ ‐ $ ‐ $ 3,780Subtotal ‐ Subtask 1.11 ‐ Predesign Meetings and Workshops 55 $ 9,907 $ 100 $ ‐ 150 $ $ ‐ 25 $ $ 275 $ 10,182Subtotal ‐ Subtask 1.10 ‐ Pre‐Design Levee Access Ramp 71 $ ‐ 11,984 $ ‐ $ $ 500 $ ‐ $ 25 $ 525 $ 12,509Subtotal ‐ Subtask 1.10 ‐ Predesign Surge Control System 45 $ ‐ 7,969 $ ‐ $ ‐ $ $ ‐ $ ‐ $ ‐ $ 7,969Task 4 ‐ PermittingSubtotal ‐ Subtask 4.3.1 ‐ CVFPB Hydraulic and Scour Analysis 33 $ ‐ 7,994 $ ‐ $ ‐ $ $ ‐ $ ‐ $ ‐ $ 7,994Subtotal ‐ Subtask 4.4 ‐ In‐River Geotechnical Boring Permitting Support 136 $ 27,059 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 27,059 Task 10 ‐ Project Management
Subtotal ‐ Subtask 10.3 ‐ Project Controls and Invoicing 158 $ 25,819 $ ‐ 200 $ $ ‐ $ 20 $ ‐ $ 220 $ 26,039 Subtotal ‐ Subtask 10.7 ‐ Project Management Stand‐down 71 $ ‐ 11,985 $ ‐ $ $ ‐ $ ‐ $ ‐ $ ‐ $ 11,985 Task 12 ‐ Supplemental Services
Subtotal ‐ Task 12.1 ‐ Bathymetric Surveys in 2020 and 2021 ‐ $ ‐ ‐ $ ‐ $ $ ‐ 8,000 $ $ 400 $ 8,400 $ 8,400 Subtotal ‐ Task 12.5 ‐ WWTF Pump Station, Flow Metering, and Yard Piping Modification 87 $ 15,744 $ 200 $ ‐ 500 $ $ ‐ 70 $ $ 770 $ 16,514 PreDesign Follow Up Task Hours 892.0 $ 159,339PreDesign Follow Up Task Budget 892.0 $ 159,339 $ 700 $ 650 $ 8,500 $ 135 $ 425 $ 10,410 $ 169,749 Expense Subs Total Fee Estimate
10%
Expense/Travel
Markup
5% Subcontract
Markup
Total
Expenses
CITY OF YUBA CITY
PUBLIC WORKS DEPARTMENT
WWTF Outfall and Diffuser
Total
Hours
Total
Labor Travel
City of Yuba City
Outfall and Diffuser Project Page 1/1 6/22/2020
Attachment 2B: City of Yuba City
WWTF Advanced Treatment Study
Scope of Work and Fee Estimate
OT0427181536SAC 1
Yuba City WWTFOutfall and Diffuser Project
Amendment 2: Item2B
Advanced Treatment Study
Scope of Work
Following completion of the Yuba City Wastewater Treatment Facility (WWTF) Outfall and Diffuser Predesign, the City met with Jacobs on March 6, 2020 to discuss an alternative surface water discharge strategy (i.e., side‐bank discharge) and potential ramifications to the WWTF. Several alternative treatment approaches were discussed at the meeting along with current challenges imposed by the Sunsweet discharge, its impact on existing WWTF processes, and the inability of the existing pure oxygen activated sludge process to meet more stringent effluent discharge limits if imposed in the future. The alternatives discussed at the meeting were based on projected effluent limits developed by Larry Walker and Associates (LWA) for a potential side‐bank discharge located near the City’s existing diffuser at the Shanghai Falls in the Feather River. The projected effluent limits were provided by the City in a draft Technical Memorandum (TM) dated March 4, 2020.
Background
WWTF staff have elected to conduct an advanced treatment study to validate their current WWTF improvement and regulatory compliance strategy. At the completion of the WWTF Outfall and Diffuser predesign phase the City has opportune time for conducting this study given the potential need to invest $35 million to construct the Outfall and Diffuser Project. The study will compare relative costs, advantages and disadvantages for continued operation of the WWTF (as configured currently ) with one or two alternative configurations. These configurations were limited to meeting the projected nitrogen and nitrite limits of 2.1 and 1.0 mg‐N/L reported in the TM and were to be based on more traditional, proven technologies. Additional projected side‐bank effluent discharge requirements and treatment alternatives can be considered and reviewed in more depth as part of a subsequent, alternative development and comparison effort, if desired by WWTF staff. An action item developed at the March 6, 2020 meeting was for Jacobs to review the existing WWTF process facilities, existing information and data, and develop an outline and scope of work for an advanced treatment study.
The City is interested in comparing continued operation of the pure oxygen activated sludge process and associated future investments with one or two alternative treatment technologies suitable for meeting more stringent effluent quality requirements projected for a side‐bank discharge:
1. Develop one or two alternative approaches to upgrade the existing WWTF to meet proposed effluent limits for a side‐bank discharge near the City’s existing diffuser at the Shanghai Falls in the Feather River. The proposed effluent limits were provided by the City in a draft TM prepared by LWA and dated March 4, 2020. Only the projected ammonia and nitrite limits will be considered at this time. Other constituents and treatment alternatives could be considered as part of a subsequent, more in‐depth effort.
2. List and leverage estimated costs for capital improvement program projects1 which can be avoided by alternative approaches such as the addition of a 3rd digester, 4th secondary clarifier
1 Cost estimates developed by others or obtained from readily available sources (i.e., draft WWTF master plan, BACWA and Echo Water).
DRAFT SCOPE OF WORK FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY 6 OT0427181536SAC
and new PSA system, rotary drum WAS thickener and digested gas flare. Majority of this cost information will be obtained and copied from the Draft Wastewater Master Plan (April 2020).
3. Provide rough order of magnitude comparison with current approach (i.e., continued use of pure oxygen activated sludge process and installation of new river diffuser).
Purpose
Document the scope of work, schedule and estimated fee to complete the WWTF Advanced Treatment Study. The study will leverage past, readily available information and data to describe the historic issues related to pollutant loading from the Sunsweet processing facility, its impact on wastewater treatment operation and develop an alternative treatment facilities configuration for evaluation and comparison of relative capital, operating and maintenance (O&M) and net present worth costs, and other identified criteria. Alternative treatment approaches will be combined with a side‐bank outfall and compared to current technology (i.e., continued Sunsweet discharge into sewer, use of pure oxygen activated sludge process, and new outfall pipeline extension and river diffuser as described in WWTF Outfall and Diffuser Predesign Report).
Tasks 1, 2 and 3 describe the scope of work for the advanced treatment study.
Task 1.ProjectDevelopmentAssistance
Jacobs will assist the City in developing and defining the WWTF Advanced Treatment Study project.
Services provided in this task include:
Attend project development meeting at WWTF (attended by up to three Jacobs team members) Review background documents and studies relevant to project development and definition. Prepare draft outlines for project scope of work.
Attend conference calls with City staff to review draft outlines and to assist in project definition.
City Involvement:
Provide background documents and studies relevant to project development and definition. Review and comment on draft versions of project scope of work outlines. Attend meeting at WWTF and conference calls.
Approve final project scope of work outline.
Assumptions:
Up to 3 conference calls of 1.5 hours each.
Up to 4 draft versions of project scope of work outline.
Deliverables:
Draft outlines for project scope of work.
Final project scope of work.
DRAFT SCOPE OF WORK OUTLINE FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY OT0427181536SAC 5
Task 2.WWTFAdvancedTreatment Study
Compare relative advantages, disadvantages and rough order of magnitude capital, O&M and net present worth costs for the following alternatives:
Current Technology – Continued use of existing pure oxygen activated sludge process and install new river diffuser as described in the final WWTF Outfall and Diffuser Predesign Report. Represents
10.5 MGD average dry weather flow (ADWF) capacity as described in the current discharge permit. Alternative 1. Addition of nitrogen removal process downstream of the existing treatment facility.
Review Sunsweet waste stream characteristics, develop recommended handling and treatment approach and include in Alternative 1.
Alternative 2. Biological nutrient removal process in place of existing pure oxygen biological treatment. Review Sunsweet waste stream characteristics, develop recommended handling and treatment approach and include in Alternative 2.
Total project cost will include advanced treatment improvements as well as the new side‐bank discharge and associated outfall pipeline. Conceptual design of the outfall pipeline and side‐bank discharge is described in Task 2.3 below.
Considerations to be addressed in the study:
The City cannot nitrify/denitrify in existing pure oxygen activated sludge reactors. If the City converts to a Biological Nutrient Removal process, the existing reactors could be used as anoxic zone or repurposed for other uses (e.g., Sunsweet load equalization tank). There is potential to segregate, separately convey and treat Sunsweet influent waste stream at Sunsweet or/and at the WWTF. Determine whether the stream can be used to increase methane production within the existing digesters and/or as a carbon source for Biological Nutrient Removal process (BNR) based on readily available data and information provided by the City. If Sunsweet were to stop operation and discharge to the WWTF or segregate their waste stream, there is potential to repurpose aeration tanks to treat the remaining residential and commercial wastewater stream.
Review historic raw wastewater influent characterization data, and more specifically temperature, to determine if the influent appears to be warmer than typical ranges, and if so, determine its relative impact on process sizing and estimated construction costs.
Task 2.1 – Review Existing Studies, Data and Other Information At a minimum, Jacobs will request and review the following documents in a Request for Information (RFI).
Draft Wastewater Master Plan Update dated April 2020 already provided to Jacobs in pdf format. Historic (last 3 years) WWTF operating costs broken down into labor (operations, maintenance), power, chemical and other consumables in electronic MS Excel format. Historic (last 3 years) of raw wastewater influent characteristics (i.e., Total influent and Sunsweet flows and pollutant concentrations), operating and monitoring data, and effluent quality data in electronic MS Excel format.
Responses to Jacobs questions and comments to the LWA TM, City of Yuba City Reasonable Potential Analysis and Effluent Limits Re‐Calculation and Final LWA TM.
DRAFT SCOPE OF WORK FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY 6 OT0427181536SAC
Historic (last 3 years) of Sunsweet historic flows, pollutant concentrations and sampling and laboratory analysis results in MS Excel format. The data Jacobs currently has is limited to the Industrial Pretreatment Technical Memorandum (HDR, January 15, 2001), May 15‐21, 2019 TKN sampling results and January 2018 through February 2019 Sunsweet Discharge flow, pH, total suspended solids (TSS) and biochemical oxygen demand (BOD). Conduct conference calls to review project data requests and data utilization City Involvement:
Provide additional information pertaining to Sunsweet discharge and WWTF impacts. Facilitate consultation with WWTF operations staff regarding effluent pumping and outfall operations and addressing Jacobs comments, issues and concerns associated with new side‐bank outfall.
Assumptions:
Projected flows and loads from the master plan update will be used as the basis of the assessment. Up to 3 conference calls of 1.5 hours each
Deliverables:
Summarize, in tabular format, past information and data to be leveraged for this assessment, how it will be applied and limitations.
Identification of data gaps and additional information required to further alternative treatment and regulatory compliance strategies to a preliminary design level.
Task 2.2 – Sunsweet Characterization and Recommended Handling Option Jacobs will review past Sunsweet influent characterization and pretreatment data provided by the City and evaluate options to treat and handle the Sunsweet waste stream. The following is a listing and description of the proposed steps/activities:
A. Determine daily flows, seasonal flow variations, discharge hours and flow rates, Sunsweet’s contractual discharge capacity, ability to equalize and control sewer discharge, as well as current discharge practices. Historic data will be reviewed by Jacobs and supplemented by information provided by Sunsweet through a questionnaire.
B. Evaluate potential Sunsweet discharge mitigation measures based on the alternatives considered in the Industrial Pretreatment Technical Memorandum. Evaluation will be limited to the following considerations: (1) separate treatment at Sunsweet or the WWTF, (2) solids separation with solids diverted to existing WWTF digesters (3) Sunsweet discharge diversion to digester, (4) storing Sunsweet discharge and re‐distributing load to WWTF influent stream, (5) use of Sunsweet discharge stream as a carbon source for BNR process and (6) repurposing Sunsweet WWTF facilities due to Sunsweet ceasing discharge. Evaluate and summarize the technical feasibility of each of the configurations described, potential impacts and benefits to the liquid treatment process (e.g., added revenue). Recommend a single Sunsweet discharge handling method based on the evaluation results and incorporate into Task 2.4.
Jacobs will present recommended Sunsweet discharge handling method and the preliminary evaluation to the City by conference call, and the City will select a preferred configuration to be carried forward into the alternative wastewater facilities configuration described in Task 2.4.
City Involvement:
Communicate and coordinate Sunsweet questionnaire.
DRAFT SCOPE OF WORK OUTLINE FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY OT0427181536SAC 5
Assumptions:
No additional sampling of Sunsweet discharge is assumed for this study. For completeness, Jacobs will include and briefly describe Onsite Sunsweet Treatment (eliminate discharge to WWTF) alternative, but limit level of effort for this alternative by:
o Describing (footnoting) how the Segregate and Treat Sunsweet Discharge at WWTF alternative would be different than the Onsite Sunsweet Treatment alternative (e.g., in comparison table footnote that force main and pump station would be not be needed along with other differences)
o Include other relative advantages and disadvantages in the Onsite Sunsweet Treatment alternative description (e.g., free up capacity in collection system and WWTF).
Deliverables:
Draft and final Sunsweet questionnaires.
Draft and final presentation materials for one conference call, see Task 3.1 below.
Task 2.3 – Outfall Pipeline and Side‐Bank Discharge Location Development In this task Jacobs will provide written comments to LWA TM then, once LWA responses are received, develop up to three alternative locations for a new side bank discharge, taking into consideration river hydraulics, geomorphology, river bank stability, and length of new effluent pipeline to the new outfall structure. Jacobs will estimate conceptual level costs for construction, permitting, and soft costs.
Jacobs will present the identified alternatives and the preliminary evaluation to the City by conference call and the City will select a preferred alternative to be carried forward into the alternative wastewater facilities configuration described in Task 2.4.
City Involvement:
Coordinate LWA responses to Jacobs’ Technical Memorandum comments. Select preferred side‐bank discharge location and outfall pipe alignment.
Assumptions:
Side bank discharge will be based on a submerged free‐pipe end with a check valve and pile supports located downstream of the Shanghai Falls. No other discharge configuration options will be developed or estimated.
Outfall pipe and discharge concept will be based on buildout peak hour flow. Viability of side‐bank discharge permit approval with the RWQCB will be determined by the City.
Conceptual design of side‐bank discharge included in this task does imply or guarantee approval by the RWQCB.
Deliverables:
Written comments pertaining to LWA Technical Memorandum. Narrative of alternative discharge locations and preferred alternative will be included in draft and final advanced treatment study technical memorandum.
Map figure of 3 alternative bank locations and outfall pipeline alignments. Class 5 construction cost estimate, including permitting and operation, for new bank side discharge.
DRAFT SCOPE OF WORK FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY 6 OT0427181536SAC
Draft and final presentation materials for one conference call, see Task 3.1 below.
Task 2.4 – Alternative Development and Comparison with Current Technology Develop alternative wastewater facilities configuration for:
Baseline: Constructing new proposed diffuser assuming regulations will stay the same, Alternative 1: Add‐on treatment downstream of existing treatment process (nitrification/denitrification), and
Alternative 2: Biological nutrient removal process using Modified Ludzack‐Ettinger (MLE) Process.
Treatment processes are sized for the rated 10.5 MGD ADWF capacity and targeting BACWA Level 2 (2 mg/L ammonia, 15 mg/L TN) for treatment goals, which appears suitable to meet project ammonia requirements projected for side‐bank discharge. Jacobs will compare the alternative treatment facilities configurations and current technology then prepare a brief technical memorandum summarizing comparison findings, results and recommendations. For each alternative, a sub‐alternative to separately handle Sunsweet waste stream is considered, based on the findings from Task 2.2. Discuss how each alternative can be impacted if Sunsweet were to shutdown in the future. Qualitatively discuss expandability of each alternative for increased flows and loads from new growth to the WWTF. The TM is anticipated to be less than 5 pages in length, and include process flow schematics illustrating proposed alternative treatment concepts and approaches, a table summarizing comparison results and capital, O&M and net present worth costs.
Assumptions:
Nitrogen, and its forms (i.e., ammonia, nitrite + nitrate and total nitrogen) will be the primary focus of the study and comparison. Limits for other constituents listed in the March 4, 2020 LWA TM will not be considered at this time but may be considered later if desired. Capital and O&M costs to be derived from unit costs readily available information obtained from the Nutrient Reduction Study (BACWA, June 22, 2018) for Level 2 treatment (e.g., $12.1/gal capital cost); potentially with some adjustments made by Jacobs to address WWTF‐site specific conditions and configuration (e.g., pumping).
Typical, proven technologies (e.g., conventional diffused fine bubble aeration and blowers) to be used as the basis for unit costs, not innovative less proven technologies (e.g., Invent aerator/mixers). However, innovative options can be described in the study report (without costs). City will provide one set of adjudicated comments on draft technical memorandum within three weeks of receipt.
Deliverables:
Draft and final technical memorandum for City review and comment. Draft and final Workshop agenda and review materials.
Task 3.ProjectManagement
JACOBS will complete project management tasks as outlined below. The budget assumes that overall project scope is as defined in the preceding Tasks.
Task 3.1 – External Project Meetings
JACOBS will attend the following project meetings with City staff:
DRAFT SCOPE OF WORK OUTLINE FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY OT0427181536SAC 5
Project Kickoff Meeting at the WWTF. Jacobs will prepare meeting agenda, presentation materials and meeting summary.
Biweekly Conference Call Progress Meetings. Meeting attendance will mostly be limited to Jacobs and City project managers.
Up to 5 Conference Calls total for Tasks 2.1, 2.2, and 2.3. Workshop 1 Comparison of Alternatives and Recommended Alternative City Involvement:
Review agendas and minutes from project progress meetings and alert Jacobs project manager of any questions or corrections.
Assumptions:
Meeting dates and times and method (in‐person or by conference call) will be as agreed to between Jacobs and the City and will be subject to travel restrictions implemented by either party or by federal, state, or local public meeting limitations.
Up to 6 biweekly Progress Meetings between July 2020 and September 2020.
Deliverables:
Conference call and Workshop agenda and meeting summaries.
Task 3.2 – Develop and Maintain Project Management Tools JACOBS will prepare and maintain the following project management tools:
Project Execution Plan (PXP)
Quality Management Plan (QMP)
Risk Register
Work Plans
Decision Log
Task 3.3 – Project Controls and Invoicing
JACOBS project controls staff will prepare regular internal cost reports for review by the Jacobs Project Manager. Jacobs will also prepare monthly invoices and a Project Status Report including progress report narrative, scope change summary, and schedule and budget status. Monthly invoices Project Status Reports will be submitted to the City Project Manager for review and approval.
City Involvement:
Review and approve monthly invoice and project status report.
Assumptions:
Assumes 3 months of project cost reports, monthly invoices, and progress reports Budget status burn charts are not included
Deliverables:
Monthly invoices and Project Status Reports
Task 3.4 – Project Team Coordination
Jacobs will conduct the following internal team coordination activities:
DRAFT SCOPE OF WORK FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY 6 OT0427181536SAC
Project Team Kickoff Meeting
Regular project team coordination meetings
Task 3.5 – Health and Safety
Jacobs will conduct internal Health and Safety (H&S) procedures to manage the safety of our staff.
Health and safety activities will include:
Preparation and management of Field Safety Instructions for field trips to the WWTF Monitor Jacobs staff and subconsultant compliance with the Field Safety Instructions Deliverables:
Copies of the Jacobs Field Safety Instructions are available for review by the City upon request Task 4.OwnerAuthorizedSupplemental Services
This task adds additional budget for owner authorized supplemental services and will only be utilized upon receipt of written approval by the City Project Manager. Upon request for supplement services, Jacobs will prepare a scope of work and fee estimate for review and approval by the City and will only spend up to the authorized budget amount, unless otherwise approved by the City Project Manager. The budget established in this task is an allowance. Because the exact scope of supplemental services is not known, Jacobs is not obligated to spend more than the budget included in this allowance.
City Involvement:
Request supplement services as needed.
Review and approve draft scopes of work and fee estimates for supplemental services.
Assumptions:
The budget for this task is an allowance.
Deliverables:
As requested by the City and agreed to in approved scope of work and fee estimate.
Schedule
Table 1 presents a summary of the project schedule along with key client meetings, conference calls, and submittal dates.
Table 1. Schedule for WWTF Advanced Treatment Study Project Task/Activity Milestone / Submission Date
Notice to Proceed (City, assumed date) July 15, 2020
Kick‐off Meeting1 July 29, 2020
WWTF Staff submit questionnaire to Sunsweet August 7, 2020 Sunsweet response (assumed) August 28, 2020
Task 2.1 Conference Call (summarize past info, data, & gaps) Task 2.2 Sunsweet handling alternatives September 7, 2020 Task 2.3 Effluent outfall concepts
Task 2.4 Workshop September 17, 2020
Draft Technical Memorandum (TM) September 25, 2020
Client Consolidated TM Review Comments October 14, 2020 Final TM November 4, 2020
1. Draft Sunsweet questionnaire submitted with draft agenda and meeting materials.
DRAFT SCOPE OF WORK OUTLINE FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY OT0427181536SAC 5
Rates andFees For Engineering Services
The estimated fee for the proposed engineering services is shown in Appendix A and is based on the rates as contracted for the City’s Outfall and Diffuser Project.
DRAFT SCOPE OF WORK FOR YUBA CITY WWTF ADVANCED TREATMENT STUDY 6 OT0427181536SAC
Appendix A
Fee Estimate
Item 2B - City of Yuba City WWTF Advanced Treatment Study APPENDIX A. JACOBS FEE ESTIMATE
Total
Hours
Total
Labor Travel Expense Subs
10%
Expense/Travel
Markup
5%
Subcontract
Markup
Total
Expenses
Total Fee Estimate
Amendment 02 ‐ Item 2B ‐ City of Yuba City WWTF Advanced Treatment Study Task 1 ‐ Project Development Assistance 57 ‐ 12,088 ‐ ‐ ‐ ‐ ‐ 12,088 Subtotal ‐ Task 1. Project Development Assistance 57 12,088 ‐ ‐ ‐ ‐ ‐ ‐ 12,088 Task 2 ‐ Advanced Wastewater Treatment Study 251 53,561 ‐ 100 ‐ 10 ‐ 110 53,671 Subtotal ‐ Subtask 2.1 ‐ Review Existing Studies, Data, and Other Information 32 5,932 ‐ ‐ ‐ ‐ ‐ ‐ 5,932 Subtotal ‐ Subtask 2.2 ‐ Sunsweet Characterization and Recommended Handling Option 68 15,532 ‐ ‐ ‐ ‐ ‐ ‐ 15,532 Subtotal ‐ Subtask 2.3 ‐ Ouƞall Pipeline and Side‐bank Discharge LocaƟon Concept Development 61 12,187 ‐ ‐ ‐ ‐ ‐ ‐ 12,187 Subtotal ‐ Subtask 2.4 ‐ Alternative Development and Comparison with Current Technology 90 19,910 ‐ 100 ‐ 10 ‐ 110 20,020 Task 3 ‐ Project Management 70 14,355 593 ‐ ‐ 59 ‐ 652 15,007 Subtotal ‐ Subtask 3.1 ‐ External Project Meetings 32 7,214 593 ‐ ‐ 59 ‐ 652 7,866 Subtotal ‐ Subtask 3.2 ‐ Develop and Maintain PM Tools 6 1,010 ‐ ‐ ‐ ‐ ‐ ‐ 1,010 Subtotal ‐ Subtask 3.3 ‐ Project Controls and Invoicing 18 2,811 ‐ ‐ ‐ ‐ ‐ ‐ 2,811 Subtotal ‐ Subtask 3.4 ‐ Project Team Coordination 12 2,824 ‐ ‐ ‐ ‐ ‐ ‐ 2,824 Subtotal ‐ Subtask 3.5 ‐ Health and Safety 2 496 ‐ ‐ ‐ ‐ ‐ ‐ 496 Task 4 ‐ Owner Authorized Supplemental Services 187 39,270 ‐ ‐ ‐ ‐ ‐ ‐ 39,270 Subtotal ‐ Task 4. Owner Authorized Supplemental Services 187 39,270 ‐ ‐ ‐ ‐ ‐ ‐ 39,270 Advanced Treatment Study Task Budget 565 $ 119,274 $ 593 $ 100 $ ‐ $ 69 $ ‐ $ 762 $ 120,037
CITY OF YUBA CITY
PUBLIC WORKS DEPARTMENT
WWTF Outfall and Diffuser
City of Yuba City
Outfall and Diffuser Project Page 1/1 6/22/2020
Yuba City WWTF Outfall and Diffuser Project
Contract Budget Authorization
City of Yuba CityTask
Proposed
Contract Budget
Amount
Original
Authorized
Amount and
Date (7/11/18)
Amendment 1
Authorized
Amount and
Date (9/19/19)
Original +
Amendment 1
Amendment 2
Authorized Debit
Amount and
Date (TBD)
Amendment 2
Authorized
Credit Amount
and Date (TBD)
Total Authorized
Amount Amount
To‐Date
Task 1 ‐ Predesign $821,864 $821,864 $87,540 $909,404 $0 $71,758 $981,162 Task 2 ‐ ROW Acquisitions $185,305 $185,305 $0 $185,305 $0 $0 $185,305Task 3 ‐ Design $570,155 $570,155 $0 $570,155 ‐$289,786 $0 $280,369 Task 4 ‐ Enviromental Services/Permitting $254,423 $254,423 $0 $254,423 $0 $35,053 $289,476 Task 5 ‐ Bid Services $57,819 $57,819 $0 $57,819 $0 $0 $57,819 Task 6 ‐ Services During Construction $239,751 $0 $0 $0 $0 $0 $0 Task 7 ‐ Testing and Startup $177,897 $0 $0 $0 $0 $0 $0Task 8 ‐ Construction Management $458,476 $0 $0 $0 $0 $0 $0 Task 9 ‐ Operations and Maintenance Manual $21,362 $0 $0 $0 $0 $0 $0 Task 10 ‐ Project Management $503,617 $344,301 $10,294 $354,595 $0 $38,024 $392,619 Task 11 ‐ CA SRF Loan Application Support $50,000 $50,000 $0 $50,000 $0 $0 $50,000 Task 12 ‐ Supplement Services $499,564 $499,564 $65,043 $564,607 $0 $24,914 $589,521Task 13 ‐ Advanced Treatment Study $0 $0 $0 $0 $120,037 $120,037Total $3,840,234 $2,783,431 $162,877 $2,946,308 ‐$289,786 $289,786 $2,946,308 Yuba City WWTF Outfall and Diffuser Project 1 6/22/2020 DRAFT
01248.0006/607565.1
Exhibit E
01248.0006/607565.1
Exhibit A
Yuba City WWTFOutfall and Diffuser Project
Amendment 3 - Summary
This Amendment 3 is provided by CH2M HILL Engineers, Inc. (referred to as Jacobs in this Scope of Work) to the Yuba City Wastewater Treatment Facility Outfall and Diffuser Project (Project). Please note that on December 15, 2017, CH2M Hill Companies Ltd. became part of Jacobs Engineering Group Inc. (Jacobs). CH2M HILL Engineers, Inc. is now a wholly owned direct subsidiary of Jacobs. CH2M Hill Engineers, Inc. presently remains a separate legal entity and will continue to operate and conduct business.
Amendment 3 includes scope and funding to supplement follow-on work for the Advanced Treatment Study, initiated by Amendment 2, to evaluate alternative treatment options to the Project. The City directed Jacobs to stand-down work on transitioning to final design activities for the Project on February 24, 2020, while a brief Advanced Treatment Study was conducted.
City of Yuba City WWTF Advanced Treatment Study
In July 2020, the City of Yuba City initiated an Advanced Treatment Study to develop estimates for advanced treatment at the City’s Wastewater Treatment Facility (WWTF), including options for handling existing flows and loads from the Sunsweet facility (reference Item 2B in Amendment 2). Advanced treatment was to be paired with a new side-bank discharge located near the City’s existing diffuser at the Shanghai Falls in the Feather River. The projected effluent limits were developed by Larry Walker and Associates (LWA) and were provided by the City in a draft Technical Memorandum (TM) dated March 4, 2020.
Following completion of the Sunsweet handling options included in Task 2.2 of the Advanced Treatment Study and presentation to the City by conference call on September 17, 2020, the City requested that Jacobs stop work on the Advanced Treatment Project while the City determined whether the scope of the study still met the needs of the City to determine an appropriate course of action between the proposed Project and a potential advanced treatment project at the existing WWTF. During the month of September and October the City and Jacobs engaged in a series of conference calls to understand the City’s needs and to develop a path forward to prepare a revised scope of work for the Advanced Treatment Study.
Amendment 2 to the Outfall and Diffuser Project added a new Task 13 for the Advanced Treatment Study, including tasks 13.1 – 13.4. Amendment 3 revises existing tasks 13.2.2 Sunsweet Handling Options and 13.3 Project Management, and adds the following new tasks:
• Task 13.5 Study Re-Scoping
• Task 13.6 Advanced Treatment Case Study Comparison
• Task 13.7 Screening Evaluation of Discharge Compliance Attachments are included as follows:
• Attachment 1: City of Yuba City WWTF Advanced Treatment Study – Case Study Comparison and Discharge Compliance Screening Evaluation Scope of Work and Fee Estimate
Rates and Fees for Engineering Services
Fees for the proposed engineering services are shown in the following table and are based on the same rates as contracted for the City’s Outfall and Diffuser Project.
Item Services
Hours Jacobs Total
Labor
Total
Expenses
Total Fee
Estimate
1 Advanced Treatment Study – Case Study Comparison and
Discharge Compliance Screening Evaluation 448 $89,234 $0 $89,234 2 Task 13.4 – Owner’s Authorized Supplemental Services
(Authorized in Amendment 2) -187 -$39,270 $0 -$39,270
3 Transfer from Task 5 – Bid Services -261 -$49,964 $0 -$49,964 Amendment 3 Total 0 $0 $0 $0
Current Contract Value
The fee for the Amendment 3 scope of work is $89,234. This amount will be funded by the existing Task
13.4 Owner Authorized Supplemental Services budget of $39,720 and a transfer of approximately $50,000 from Task 5 Bid Services budget for the Project. Amendment 3 adds no additional funds to the total contract value. If the final design of the Project is authorized by the City in 2021, funds will be added by separate amendment to replace Task 5 funds.
The table below summarizes the new total contract value to date including this amendment.
Description Total Fee Estimate
Original Contract Value $2,783,430
Amendment 1 $162,877
Amendment 2 $0
Amendment 3 $0
New Contract Value $2,946,307
Attachment 1: Advanced Treatment
Study – Case Study Comparison and
Discharge Compliance Screening
Evaluation Scope of Work and Fee
Estimate
Scope of Work for City of Yuba City WWTF
Advanced Treatment Study – Case Study
Comparison and Discharge Compliance
Screening Evaluation
In July 2020 the City of Yuba City executed Amendment 2 to Jacob’s existing Outfall and Diffuser Project to add, among other items, an Advanced Treatment Study to develop estimates for advanced treatment at the City’s Wastewater Treatment Facility (WWTF), including options for handling existing flows and loads from the Sunsweet facility (reference Item 2B in Amendment 2). Advanced treatment was to be paired with a new side-bank discharge located near the City’s existing diffuser at the Shanghai Falls in the Feather River. The projected effluent limits were developed by Larry Walker and Associates (LWA) and were provided by the City in a draft Technical Memorandum (TM) dated March 4, 2020.
Following completion of the Sunsweet handling options included in Task 2.2 of the Advanced Treatment Study and presentation to the City by conference call on September 17, 2020, the City requested that Jacobs stop work on the Advanced Treatment Project while the City determined whether the scope of the study still met the needs of the City to determine an appropriate course of action between the proposed Outfall and Diffuser project and a potential advanced treatment project and the existing WWTF. During the month of September and October the City and Jacobs engaged in a series of conference calls to understand the City’s needs and to develop a path forward to prepare a revised scope of work for the Advanced Treatment Study.
Amendment 2 to the Outfall and Diffuser Project added a new Task 13 for the Advanced Treatment Study, including tasks 13.1 – 13.4. This amendment revises existing tasks 13.2.2 Sunsweet Handling Options and 13.3 Project Management, and adds the following new tasks:
• Task 13.5 Study Re-Scoping
• Task 13.6 Advanced Treatment Case Study Comparison
• Task 13.7 Screening Evaluation of Discharge Compliance Unless specifically modified in this scope of work, all other tasks in the original Advanced Treatment Study amendment remain unchanged.
Task 13.2 – WWTF Advanced Treatment Study
Task 13.2.2 is modified as described below.
Task 13.2.2 Sunsweet Characterization and Recommended Handling Options Jacobs will develop a new cost estimate for a Sunsweet equalization tank at Sunsweet as described in Jacob’s Sunsweet Waste Handling Options presentation on September 17, 2020, Option 4a for flow equalization at Sunsweet.
City Involvement:
• Review proposed flow equalization concept.
Assumptions:
• New cost estimate will be a Class IV estimate appropriate for a feasibility-level estimate.
Deliverables:
• The flow equalization tank cost will be included in the draft Advanced Treatment Study.
Task 13.3 – Project Management and Meetings
The original Advanced Treatment Study anticipated completion by the end of September 2020. This change extends project management activities through March 2021 as described below.
JACOBS will complete project management tasks as outlined below. These activities are in addition to those already included in Amendment 2 – Item 2B Advanced Treatment Study. The budget assumes that overall project scope is as defined in the preceding Tasks.
Task 13.3.1 – External Project Meetings
JACOBS will attend the following project meetings with City staff:
• Biweekly Conference Call Progress Meetings. Meeting attendance will mostly be limited to Jacobs and City project managers.
• Meetings are expected to be conducted for up to 6 months between October 2020 and March 2021. • Up to 2 Conference Calls for Tasks 13.6 and 13.7 below.
City Involvement:
• Review agendas and minutes from project progress meetings and alert Jacobs project manager of any questions or corrections.
Assumptions:
• Meeting dates and times and method (in-person or by conference call) will be as agreed to between Jacobs and the City and will be subject to travel restrictions implemented by either party or by federal, state, or local public meeting limitations.
• Up to 12 biweekly Progress Meetings between October 2020 and March 2020.
Deliverables:
• Conference call and Workshop agenda and meeting summaries.
Task 13.3.2 – Develop and Maintain Project Management Tools JACOBS does not anticipate any additional effort on this task.
Task 13.3.3 – Project Controls and Invoicing
JACOBS project controls staff will prepare regular internal cost reports for review by the Jacobs Project Manager. Jacobs will also prepare monthly invoices and a Project Status Report including progress report narrative, scope change summary, and schedule and budget status. Monthly invoices Project Status Reports will be submitted to the City Project Manager for review and approval.
City Involvement:
• Review and approve monthly invoice and project status report.
Assumptions:
• Assumes 5 months of project cost reports, monthly invoices, and progress reports • Budget status burn charts are not included
Deliverables:
• Monthly invoices and Project Status Reports
Task 13.3.4 – Project Team Coordination
Jacobs will conduct the following internal team coordination activities:
• Regular project team coordination meetings
Task 3.5 – Health and Safety
JACOBS does not anticipate any additional effort on this task.
Task 13.5 – Study Re-Scoping
Jacobs will assist the City in revising the WWTF Advanced Treatment Study project. Services provided in this task include:
• Prepare draft outlines for revised project scope of work. • Attend conference calls with City staff to review draft outlines and to assist in project definition. • Develop preliminary table - Estimated Nitrogen-Related Improvement Costs as Percentage of Total Improvement Costs for Case Studies
• Develop preliminary table - Screening Assessment of Means for Discharge Compliance with Water Quality Orders (WQOs)
• Project List Development - Contact preliminary list of agencies listed in Table 6-1 to ensure that the data is available prior to finalizing scope, fee, and schedule.
City Involvement:
• Review and comment on draft versions of project scope of work outlines. • Attend conference calls.
• Approve final project scope of work.
Assumptions:
• Up to 3 conference calls of 1.5 hours each.
• Up to 2 draft versions of project scope of work outline, one draft SOW, and final SOW.
Deliverables:
• Draft outlines for revised project scope of work.
• Final revised project scope of work.
Task 13.6 – Advanced Treatment Study Case Study Comparison Task Objectives
Attempt to obtain capital (e.g., capacity) and nutrient removal improvement costs from other North California Public Operated Treatment Works (POTWs) to provide Yuba City (City) staff a better understanding of relative capital and nutrient removal improvement costs. It is anticipated that the cost data will indicate that nutrient relative improvement costs represent the majority (e.g., 70 to 80 percent) of overall capital improvement costs.
Effort associated with obtaining readily available cost information from reports, data, and other information will be limited to estimated capital and operations and maintenance (O&M) costs and the specific agencies listed in Table 6-1.
Primary Activities
Complete Table 6-1 and conduct one 1.5-hour conference call to review results of findings and receive comments from the City.
City Involvement
Review list of agencies included in Table 6-1 and draft Table 6-1 once it has been completed by Jacobs.
Assumptions
• Case study costs (both capital and O&M) will be divided into “Nitrogen-Related Improvements” and “Non-Nitrogen Related Improvements” and shown in Table 6-1. • No additional costs will be estimated, and no further effort will be made to estimate potential costs for constituents specific to Yuba City.
• Evaluation will NOT review or consider treatment approaches taken by other Northern California Valley POTWs to address constituents other than nitrogen.
Deliverables
Limited to Draft and Final versions of Table 6-1 with brief description and writeup limited to 2-3 pages and primarily consisting of the information contained in this scope of work followed by a brief summary of results and findings and limited to that described in Table 6-1. Deliverable is intended to be standalone and separate from the Advanced Treatment Study TM, but we can include as an appendix to the TM if requested.
Task 13.7 – Screening Evaluation of Discharge Compliance Task Objectives
1) Develop updated reasonable potential analysis (RPA) of YC WWTF effluent discharge compliance with water quality criteria to identify potential dilution requirements for the Advanced Treatment Facility using the proposed submerged bank-side outfall, and
2) Develop screening-level dilution modeling for the proposed submerged bank-side outfall at site downstream of Shanghai Falls.
Primary Activities
• Develop an updated RPA to identify dilution requirements for the Yuba City WWTF effluent chemistry data to meet current water quality criteria (based on updated effluent chemistry data for November 2017 through September 2020), existing available background Feather River chemistry data through September 2020, and using reasonable potential analysis spreadsheets. • Develop screening-level dilution modeling for the proposed submerged bank-side outfall at one site downstream of Shanghai Falls using CORMIX1 model for a single-port discharge with an elastomeric check valve port. Model cases will apply projected build-out effluent flows and Feather River critical discharge conditions as applied in the YC WWTF Outfall and Diffuser Project Predesign Report (Jacobs, February 2020). Summarize modeling inputs and results in a table, and provide recommendations for aquatic life and human health mixing zone boundaries. • Conduct one 1.5 hour conference call to review results of findings and receive input and comments from the City.
• Develop text to summarize the results and assumptions of the RPA update and the discharge modeling to be included in the Advanced Treatment Study Technical Memorandum.
City Involvement
• Provide effluent chemistry data for November 2017 through September 2020 – including ammonia, metals, and priority pollutant organics.
• Provide the City’s Feather River monitoring data for November 2017 through September 2020 – including ammonia, metals, and priority pollutant organics. • Provide reviews and input during project review meetings and to the draft deliverable listed under this task.
Assumptions
• Feather River bathymetry will be based on June 2020 survey and current velocities calculated using the existing SRH-2D model output for Human Health (Harmonic Mean), Acute (1Q10), and Chronic (7Q10) river flow conditions.
• Ammonia water quality criteria applied will be based on EPA 2013 ammonia criteria assuming mussels are present, and CVCWA proposed ammonia criteria with mussels present – to represent conservative ammonia criteria conditions in the future. • The dilution provided by the proposed submerged bank-side outfall in the Feather River will be constrained by the low river flow volume, water depths, and river channel geometry. • Recommended aquatic life mixing zone boundaries will be in alignment with SIP and it is assumed the CVRWQCB will allow the City to utilize complete mix of river flow with the City effluent discharge to the river for the human health mixing region.
• Dynamic modeling of any constituents is not included.
Deliverables
• Updated RPA
• Dilution model summary table
• Meeting summary from review conference call
• Incorporate results into Advanced Treatment Study Technical Memorandum Schedule
Table 1 presents a summary of the revised project schedule along with key client meetings, conference calls, and submittal dates.
Table 1. Revised Schedule for WWTF Advanced Treatment Study Project Task/Activity Milestone / Submission Date
Notice to Proceed (City, assumed date) November 23, 2020 City to Provide Feather River Monitoring Data December 4, 2020 Deliver Draft Table 6-1 and Summary December 18, 2020
City Review Period December 18 – January 8, 2021
City Closed for Holidays December 24 – January 4, 2021
Task 13.6 Case Study Review Conference Call January 12, 2021 Task 13.7 Discharge Compliance Review Conference Call January 14, 2021 City provides direction to resume completion of Advanced Treatment Study January 15, 2021
Deliver Draft Workshop Materials January 29, 2021
City Reviews Workshop Materials February 1-8, 2021
Task 2.4 Alternative Development Workshop February 9, 2021 Draft Technical Memorandum February 26, 2021
Client Consolidated TM Review Comments March 12, 2021
Final TM April 2, 2021
Fees Estimate and Rate Schedule
Appendix A presents our fee estimate for the changes to the Advanced Treatment Study. The Rate Schedule will be the same as the Outfall and Diffuser Project.
City of Yuba City WWTF Outfall and Diffuser Project Amendment 3 APPENDIX A. JACOBS FEE ESTIMATE
Total
Hours
Total
Labor Travel Expense Subs
10%
Expense/Travel
Markup
5%
Subcontract
Markup
Total
Expenses
Total Fee Estimate
Task 13 Advanced Treatment Study Amended Tasks
Task 13.2 ‐ Sunsweet Characterization
Subtotal ‐ Task 13.2.2 Sunsweet Handling Options 12 $ ‐ 2,644 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ $ 2,644 Task 13.3 ‐ Project Management and Meetings
Subtotal ‐ Subtask 13.3 ‐ Project Management and MeeƟngs 164 $ ‐ 29,032 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ $ 29,032 Task 13.5 ‐ Study Rescoping
Subtotal ‐ Task 13.5. Study Rescoping 101 $ ‐ 21,113 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ $ 21,113 Task 13.6 ‐ ATS Case Study Evaluation
Subtotal ‐ Task 13.6 ATS Case Study Evaluation 88 $ ‐ 19,754 $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 19,754 Task 13.7 ‐ Screening Evaluation of Discharge Compliance Subtotal ‐ Subtask 13.7 ‐ Screening Evaluation of Discharge Compliance 83 $ 16,692 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 16,692 Task 13 Advanced Treatment Study Amended Task Budget 448 $ 89,234 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 89,234
CITY OF YUBA CITY
PUBLIC WORKS DEPARTMENT
WWTF Advanced Treatment Study (ATS)
Case Study Comparison and Discharge Compliance Screening Evaluation
City of Yuba City
Outfall and Diffuser Project Page 1/1 12/2/2020
Yuba City WWTF Outfall and Diffuser Project
Contract Budget Authorization
City of Yuba CityTask
Proposed
Contract Budget
Amount
Original
Authorized
Amount and
Date (7/11/18)
Amendment 1
Authorized
Amount and
Date (9/19/19)
Amendment 2
Authorized
Amount and
Date (7/10/20)
Amendment 3
Authorized
Amount and
Date (TBD)
Total Authorized
Amount Amount
To‐Date
Task 1 ‐ Predesign $821,864 $821,864 $87,540 $71,758 $0 $981,162Task 2 ‐ ROW Acquisitions $185,305 $185,305 $0 $0 $0 $185,305 Task 3 ‐ Design $570,155 $570,155 $0 ‐$289,786 $0 $280,369 Task 4 ‐ Enviromental Services/Permitting $254,423 $254,423 $0 $35,053 $0 $289,476 Task 5 ‐ Bid Services $57,819 $57,819 $0 $0 ‐$50,000 $7,819 Task 6 ‐ Services During Construction $239,751 $0 $0 $0 $0 $0 Task 7 ‐ Testing and Startup $177,897 $0 $0 $0 $0 $0Task 8 ‐ Construction Management $458,476 $0 $0 $0 $0 $0 Task 9 ‐ Operations and Maintenance Manual $21,362 $0 $0 $0 $0 $0 Task 10 ‐ Project Management $503,617 $344,301 $10,294 $38,024 $0 $392,619Task 11 ‐ CA SRF Loan Application Support $50,000 $50,000 $0 $0 $0 $50,000 Task 12 ‐ Supplement Services $499,564 $499,564 $65,043 $24,914 $0 $589,521 Task 13 ‐ Advanced Treatment Study $0 $0 $0 $120,037 $50,000 $170,037 Total $3,840,234 $2,783,431 $162,877 $0 $0 $2,946,308
Yuba City WWTF Outfall and Diffuser Project 1 12/2/2020
ATTACHMENT 3
Wastewater Treatment Facility
Effluent Discharge Outfall Diffuser Project
Contract Amendment Summary
Amendment 1:
Staff executed Amendment No. 1 in the amount of $162,877 from the Council-approved contingency to complete the following out of scope tasks that were necessary to complete the preliminary design:
o Spring 2019 Bathymetric Survey
o 2019 Supplemental Riverbed-form Modeling and Evaluation o 2019 River-bottom Geophysical Survey
o Riverbed-form Evaluation Update to Address Downstream Channel Constriction o Supplemental Drone Survey
Amendment 2:
On July 7, 2021, Council authorized Amendment No. 2 in the amount of $289,786 to transfer funds from final design to fund out of scope work necessary to proceed towards final design, including effluent pumping system testing support, in‐river geotechnical boring permitting support, dynamic modeling support, spring season bathymetry surveys, a hydraulic and scour analysis, an additional predesign workshop, and project management associated with these additional tasks. Amendment No. 2 also included the Advanced Treatment Study.
Amendment 3:
Amendment No. 3 transferred funds in the amount of $50,000 from bid services to the Advanced Treatment Study to fund additional case study evaluations and further evaluate discharge compliance for a potential side-bank discharge.
Amendment 4:
Amendment 4 included funding reconciliation for contract budget transfers made via Amendments 2 and 3, as well as additional services to support activities during the predesign, final design, and bid phases of the Project for additional Dissolved Oxygen analyses, in-river geotechnical boring permitting support, hydraulic and scour modeling analyses, follow-on tasks to the Advanced Treatment Study, labor escalation for deferred activities, and project management support.
Amendment 5:
Amendment 5 included funding for design, permitting, and easement acquisition for additional surge tanks, effluent pump station modeling, a bifurcation structure, riverbank restoration, and alternate pipeline alignments, in addition to support for a State Revolving Fund loan application and an Economic Development grant application.
Agenda Item 11
CITY OF YUBA CITY
STAFF REPORT
Date: June 16, 2026
To: Honorable Mayor & Members of the City Council;
From: Finance/IT Department
Presentation By: Robert Bendorf, City Manager
Summary
Subject: General Fund Contingencies Policy F-1 and General Fund Reserves Policy F-2 Recommendation: Approve General Fund Contingencies Policy F-1 and General Fund Reserves Policy F-2
Fiscal Impact: Approval of these policies establishes long-term reserve and contingency funding goals to support future budget development with no fiscal impact.
Background:
The City of Yuba City has historically provided safeguards for the General Fund by allocating contingencies and reserves during the annual budget process. This practice provides funding for unanticipated and/or emergency expenditures during the fiscal year. General Fund Contingencies are allocated as a line item within the General Fund, while General Fund Reserves have historically remained within the General Fund balance.
The General Fund Contingencies and Reserves policies, collectively referred to as the City’s Healthy City Reserves have been referenced in the annual budget; however, formal standalone policies memorializing these practices currently do not exist within the broader context of the City’s overarching budget policies.
The proposed General Fund Contingencies Policy F-1 identifies the limited use of contingency funds, establishes a budgeting goal of 2% of General Fund Operating Expenditures and Revenues, and outlines procedures staff must follow if the need for unplanned or emergency funding arises. The policy further establishes that appropriations from contingency funds require City Council approval by a 4/5 vote.
The proposed General Fund Reserves Policy F-2 identifies the limited use of reserve funds, establishes a reserve goal of 15% of General Fund Operating Expenditures and Revenues, and introduces a process for placing General Fund Reserves into a separate reserve fund to further enhance transparency and financial monitoring.
This methodology represents a change from the City’s historical practice of maintaining reserve amounts within the General Fund balance, where fluctuations in cash flow may make reserve tracking less transparent. Establishing a separate reserve fund provides greater transparency by allowing staff and the City Council to more clearly identify reserve funding levels at any given time and better monitor progress toward the City’s stated reserve goals.
The proposed policy also establishes expectations for replenishment planning when reserve funds are utilized for one-time emergencies or other critical financial needs.
Ultimately, these policies support the City’s recently adopted Strategic Plan and reinforce the City’s commitment to long-term financial stability and responsible fiscal management.
Analysis:
Approval of the proposed policies will formally memorialize the City’s intended use and management of General Fund Contingencies and General Fund Reserves and provide additional financial policy documentation for external agencies and organizations that evaluate the City’s creditworthiness, financial practices, and budget management.
Both policies establish clear governance procedures, including the requirement for City Council approval by a 4/5 vote for appropriations related to contingencies and reserves.
While achieving the stated reserve funding goals may take time due to current budget constraints, implementation of the proposed reserve structure will improve transparency, strengthen long-term financial planning, and provide clearer identification of available reserve funding.
Fiscal Impact:
Approval of these policies establishes long-term reserve and contingency funding goals to support future budget development with no fiscal impact.
Alternatives:
There are no alternatives recommended for this request.
Recommendation:
Staff recommends approval of General Fund Contingencies Policy F-1 and General Fund Reserves Policy F-2. The policy numbering format is intended to support the City’s future organization of administrative policies and procedures.
Attachments:
1. General Fund Contingencies Policy F-1
2. General Fund Reserves Policy F-2
Prepared By: Submitted By:
Kaylayshia Byrd
Administrative Analyst II
Robert Bendorf
City Manager
ATTACHMENT 1
City of Yuba City Standard Operating Procedures
Source:
Finance
Supersedes:
N/A
Effective/Revision Date:
XX/XX/XX
Title
General Fund Contingencies Policy F-1
Approved by City Council Agenda Item: XX-XXX
Purpose:
The City shall maintain a General Fund Contingency allocation to cover unanticipated and/or emergency expenses that may occur during the fiscal year. The allocation is based on available General Fund dollars identified during the budget process.
The Government Finance Officers Association (GFOA) recommends the Contingency allocation be set at two (2) months of General Fund Operating Expenditures and Revenues (roughly 16%).
The City can use this guideline as a goal but can set the allocation based on needs and available funding. Once the allocation amount is determined, it is approved by the City Council utilizing a 4/5 vote during the budget process.
Policy:
It is the City’s policy that General Fund Contingency funds are reserved for unanticipated and/or emergency expenses only and the need for these funds are reviewed on a case-by-case basis.
The City will strive to maintain General Fund Contingency at a minimum of 2% of budgeted General Fund Operating Expenditures and Revenues. The allocation amount is approved by the City Council utilizing a 4/5 vote during the budget process.
Procedure:
To access General Fund Contingency funds during the fiscal year, the department must take the following actions:
1. Review all available funds within the department’s budget to see if unspent funds from another line item can cover the unanticipated and/or emergency expense first. If other funds within the budget are identified, the department can initiate a budget transfer to move available funds from one line item to another.
2. If there are no funds available within the department’s budget to cover this cost, the department must contact the City Manager and/or the Finance Director to inform them of the situation and obtain guidance on next steps.
3. Once the City Manager and/or Finance Director have been notified and they concur that there is a need for General Fund Contingency funds, a budget transfer, staff report, and presentation to request the General Fund Contingency funds must be prepared by the department for the City Council review and approval. This will require 4/5 vote from City Council to approve the transfer.
ATTACHMENT 2
City of Yuba City Standard Operating Procedures
Source:
Finance
Supersedes:
N/A
Effective/Revision Date:
XX/XX/XX
Title
General Fund Reserves Policy F-2
Approved by City Council Agenda Item: XX-XXX
Purpose:
To establish the targeted level of General Fund operating reserves, a basic component of a financially strong city. Adequate reserves help sustain City operations when adverse or unexpected circumstances affect the City, providing resources to minimize service disruption in the event of temporary revenue shortfalls or unpredicted one-time expenditures. This policy establishes the amounts the City will strive to maintain in its General Fund Reserves and the conditions under which the reserve may be used.
Policy:
According to the Government Finance Officers Association (GFOA), it is essential that governments maintain adequate reserves to mitigate current and future risks (e.g., revenue shortfalls and unanticipated expenditures) to protect taxpayers and employees from unexpected changes in financial conditions. The GFOA recommends the General Fund Reserves allocation be set at two (2) months of General Fund Operating Expenditures and Revenues (roughly 16%).
The City can use this guideline as a goal but can set the allocation based on needs and available funding.
The City will strive to maintain General Fund Reserves at a minimum of 15% of budgeted General Fund Operating Expenditures and Revenues. Once the allocation amount is determined, it is approved by the City Council utilizing a 4/5 vote during the budget process.
The City has a goal of placing General Fund Reserves in a separate fund outside of the General Fund for external financial reporting and transparency and may do so incrementally to avoid cash flow issues within the General Fund.
Appropriations from the General Fund Reserves may only be made by a 4/5 vote of the City Council to meet a critical, unpredictable financial need and shall not be used for recurring annual operating expenses. If it becomes necessary to utilize reserve funds for unique one-time costs, emergencies or maintaining City services during periods of reductions, appropriations should, when feasible, be accompanied by a plan for the replenishment within a reasonable period.
During FY 2016-17, the City established a Pension Stabilization Trust Fund. A policy wherein as of June 30, 2017, any surplus funds more than the required 15% reserve would be split equally and transferred one-half to the pension stabilization trust and one-half to the unallocated general fund capital improvement project account for future infrastructure type projects.
Funding for reserves will come generally from one-time revenues, excess fund balance and projected revenues more than projected expenditures. They will generally be reserved in the following priority order:
• Reserve for Economic Contingency or Emergencies
• Reserve for Capital Improvements
• Reserve for Future Years’ Budgets
However, flexibility will be retained to allocate available funds among the reserves based on current circumstances and needs of the City’s various operating funds.
Agenda Item 12
CITY OF YUBA CITY
STAFF REPORT
Date: June 16, 2026
To: Honorable Mayor & Members of the City Council;
From: Finance/IT Department
Presentation By: Robert Bendorf, City Manager
Summary
Subject: Adoption of the Fiscal Year 2026-27 Operating Budget and Capital Improvement Plan
Recommendation: A. Adopt a Resolution approving the proposed Fiscal Year 2026-27 Operating Budget
B. Adopt a Resolution approving the proposed Fiscal Year 2026-27 Capital Improvement Plan
Fiscal Impact: Adoption of the Fiscal Year 2026-27 Operating Budget and Capital Improvement Plan authorizes expenditures and the use of revenues, reserves, and other financing sources necessary to fund City operations and capital projects during the fiscal year.
Purpose:
To adopt the Fiscal Year 2026-27 Operating Budget and Capital Improvement Plan thereby authorizing implementation of the City's fiscal priorities for the upcoming fiscal year.
Strategic Focus Area:
This staff report supports the City Council's priority of fiscal responsibility.
Background:
Budget development meetings began the week of March 9, 2026. Department Heads presented budget projections and discussed operational needs with the City Manager and Finance Director.
Following these meetings, the City Manager provided an overview of the proposed Fiscal Year 2026-27 Budget to the City Council Budget Ad Hoc Committee on June 1, 2026. The Committee reviewed the proposed operating budget, asked questions, and provided comments. Following discussion, the Committee recommended no additional changes to the proposed operating budget.
Analysis:
Finance recommends the following year-end transfer as of June 30, 2026:
Water and Wastewater Working Capital:
In accordance with the provisions of the City’s Budget Policy, the City shall ensure that, as of June 30, 2026, the Water Fund and Wastewater Fund maintain a minimum 90-day working capital reserve.
Working capital beyond the 90-day requirement will be transferred to the respective capital improvement project fund for future rehabilitation and replacement projects for the utility (Section 2 of the budget adoption resolution).
Transfer to General Fund Reserves:
The City's Fiscal Policy establishes a General Fund reserve goal of 15% of the subsequent fiscal year's appropriations. To help achieve this reserve target, staff recommend that any General Fund balance in excess of 8.5% of the subsequent fiscal year's appropriations be transferred to the General Fund Reserve Fund.
This action supports prudent financial management by setting aside one-time budgetary savings realized at the end of a fiscal year for future financial stability, unforeseen needs, and economic uncertainties. Based on current projections, the amount available for transfer from FY 2025-26 is estimated to be approximately $2 million.
Additional Considerations:
In approving the proposed budget, Council authorizes the Finance Director to use up to $2.185 million in reserves and available fund balances as outlined in the FY 2026-27 Proposed Budget.
Fiscal Impact:
Adoption of the FY 2026-27 Operating Budget and Capital Improvement Plan authorizes expenditures and the use of revenues, reserves, and other financing sources necessary to fund City operations and capital projects during the fiscal year.
Alternatives:
Direct staff to modify the proposed budget
Recommendation:
A. Adopt a Resolution approving the proposed Fiscal Year 2026-27 Operating Budget B. Adopt a Resolution approving the proposed Fiscal Year 2026-27 Capital Improvement Plan Attachments:
1. Attachment 1 - Budget Resolution 26-27
2. Attachment 2 - Budget CIP Resolution 26-27
3. Attachment 3 - Proposed FY 26-27 Operating Budget
4. Attachment 4 - Proposed FY 26 -27 CIP Budget
Prepared By: Submitted By:
Kaylayshia Byrd
Administrative Analyst II
Robert Bendorf
City Manager
ATTACHMENT 1
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY ADOPTING THE CITY’S OPERATING BUDGET
FOR FISCAL YEAR 2026-27
BE IT RESOLVED AND ORDERED BY THE CITY COUNCIL OF THE CITY OF YUBA CITY AS FOLLOWS:
WHEREAS, a proposed operating budget for the City of Yuba City for the fiscal year commencing July 1, 2026 and ending June 30, 2027 was submitted to the City Council by the City Manager on June 11, 2026; and,
WHEREAS, a special City Council Budget Ad Hoc Committee meeting on the proposed FY 2026-2027 Operating Budget (“proposed annual budget”) was held on June 1, 2026; and,
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Yuba City hereby
Section 1. The proposed annual budget is adopted as the annual budget for the City of Yuba City for the fiscal year commencing July 1, 2026 and ending June 30, 2027.
Section 2. The Finance Director is directed to ensure that of June 30, 2026, the Water and Wastewater operating funds have a 90-day reserve fund balance in accordance with the provisions of the City’s Budget Policy.
Section 3. The Finance Director is directed to ensure that as of June 30, 2026, the general fund has a fund balance of no less than 8.5% of FY 2026-2027 General Fund expenditures. The Finance Director is further directed to transfer any fund balance in excess of 8.5% to the General Fund Reserve Fund.
Section 4. The Finance Director is authorized to make other such revisions, individual appropriation line-item changes, changes in summaries, fund totals, grand totals, and other portions of the budget document as necessary to reflect and implement the programs specified in this resolution, and in full accordance to the direction provided by the City Council up until the adoption of the resolution.
The foregoing Resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 16th day of June 2026.
AYES:
NOES:
ABSENT:
Marc Boomgaarden, Mayor
ATTEST:
Ciara Wakefield, City Clerk
APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:
Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP
ATTACHMENT 2
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY ADOPTING THE CITY’S CAPITAL IMPROVEMENT PLAN
FOR FISCAL YEAR 2026-27
BE IT RESOLVED AND ORDERED BY THE CITY COUNCIL OF THE CITY OF YUBA CITY AS FOLLOWS:
WHEREAS, a proposed Capital Improvement Plan (CIP) budget for the City of Yuba City for the fiscal year commencing July 1, 2026 and ending June 30, 2027; and WHEREAS, the Planning Commission reviewed the proposed FY 2026-27 Capital Improvement Plan on June 9, 2026 and found the proposed plan to be consistent with the City's General Plan; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Yuba City hereby
Section 1. The proposed annual CIP budget is adopted for the City of Yuba City for the fiscal year commencing July 1, 2026, and ending June 30, 2027.
The foregoing Resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 16th day of June 2026.
AYES:
NOES:
ABSENT:
Marc Boomgaarden, Mayor
ATTEST:
Ciara Wakefield, City Clerk
APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:
Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP
ATTACHMENT 3
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CITY OF YUBA CITY
OPERATING BUDGET
Fiscal Year
2026-2027
PROPOSED
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Table of Contents
Introduction
City Officials ....................................................... 3 Administrative Officials ....................................... 4 Strategic Plan .................................................... 5 General Fund Budgets
Budget Net Change ....................................... 9-10 General Fund Balancing Plan .......................... 11 General Fund Revenue Detail..................... 12-13
Discretionary Revenue .................................... 14 General Fund Reserves .................................. 15 GF Expenditure Detail
City Council .................................................... 16 City Attorney ................................................... 17 Legislative/Administrative
City Manager ............................................... 18 City Clerk ..................................................... 19 Economic Development .............................. 20
City Treasurer ............................................. 21 Finance/IT Summary
Finance........................................................ 22 Information Technology............................... 23 Human Resources.......................................... 24 Development Services
Planning ...................................................... 25 Building........................................................ 26 Police Department
Police Department Revenues ..................... 27
Traffic Education and Enforcement ............. 28
Police Administration ................................... 29 Police Investigations .................................. 30 Special Investigation Unit ........................... 31 Field Operations ......................................... 32 Community Outreach .................................. 33 Information Resources ................................ 34 Crime Analysis and Intelligence .................. 35
Communications ......................................... 36 Fire Department Summary
Fire Administration ...................................... 37 Fire Operations ........................................... 38 Public Works Department Summary
Administration ............................................ 39 Engineering ................................................ 40 Street Maintenance ..................................... 41 Electrical Maintenance ................................ 42 Facilities Maintenance ................................. 43 Community Services Department Summary
Administration ............................................. 44 Recreation Supervision ............................... 45 Senior Center .............................................. 46 Aquatics....................................................... 47 Park Maintenance ....................................... 48 Recreational Programs ............................... 49 Non-Departmental Summary
Animal Services .......................................... 50 Contingency ................................................ 51 Non-Departmental ...................................... 52 Enterprise Funds Budgets
Enterprise Funds Revenue Details .................. 55
Water Fund
Water Fund Pro Forma Analysis ................. 56-57
Water Distribution ............................................ 58 Water Treatment Plant ..................................... 59 Water – Capital Connection Fees .................... 60 Water HWS-Region 1 Fund ............................. 61 Water HWS-Region 2/3 Fund .......................... 62 Wastewater Fund
Wastewater Fund Pro Forma Analysis ............ 63
Wastewater Collection ..................................... 64 Wastewater Treatment Plant ........................... 65 Environmental Compliance .............................. 66 Laboratory Department .................................... 67 Wastewater Connection Fee ........................... 68 Internal Service Funds
Internal Service Funds Revenue Detail ........... 71
ISF Expenditure Detail
Dental/Vision ................................................... 72 Disability Program ........................................... 73 Employee Benefits ........................................... 74 General Liability ............................................... 75 Workers Compensation ................................... 76 Vehicle Replacement ....................................... 77 Vehicle Maintenance ...................................... 78 Technology Fund ............................................. 79 Special Revenue Funds
Special Revenue Expenditure Detail
Streets and Roads ........................................... 82 Transportation Development Act ..................... 83 Traffic Safety .................................................... 84 Citizens’ Option for Public Safety .................... 85 Suspended Traffic Offender Prog .................... 86 LLMD ............................................................... 87 Residential Street Lights .................................. 88 Development Impact Fees ............................... 89
Table of Contents
Budget Stabilization Reserve ........................... 90 Fire Equip SRF ................................................. 91 Other Schedules
Personnel ......................................................... 94 Debt Summary ................................................. 95 GANN Appropriations .................................. 96-97 Capital Asset Acquisition 2026-27 ................... 98 CIP Summary ................................................... 99
City of Yuba City
Proposed FY 2026-2027
INTRODUCTION
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1201 Civic Center Boulevard, Yuba City, Sutter County, California 95993 www.yubacity.net
City Officials
Marc Boomgaarden
Mayor
District Term 2022-2026
District 2
Michael Pasquale
Vice Mayor
District Term 2022-2026
District 3
Dave Shaw
Councilmember
District Term 2022-2026
District 1
Wade Kirchner
Councilmember
District Term 2025-2029
District 4
Toni Cole
Councilmember
District Term 2025-2029
District 5
Robert Bendorf
City Manager
Diona Pope
City Treasurer
Ciara Wakefield
City Clerk/Risk Manager
3
Administrative Officials
Administration Robert Bendorf, City Manager
Ciara Wakefield, City Clerk/Risk Manager
City Attorney Aleshire & Wynder, LLP
Shannon Chaffin, City Attorney
Development Services Doug Libby, Development Services Director Mike Campos, Chief Building Official
Finance Diona Pope, Finance Director
Brian Hansen, IT Manager
Joe Jones, Accounting Manager
Fire Services Joshua Hubbard, Fire Chief
Ali Williams, Division Chief
Human Resources Gina Rowland, Human Resources Director
Sheleen Loza, Human Resources Manager
Community Services Ann Gillen, Community Services Director Megan Anderson, Animal Services Manager
Police Services James Runyen, Chief of Police
Brent Slade, Police Commander
Kim Slade, Police Commander
Michael Bullard, Lieutenant
David Santanna, Lieutenant
Public Works Josh Wolffe, Public Works Director
Kevin Bradford, Deputy P.W. Director - Engineering
Nicholas Menezes, Deputy P.W. Director – Engineering
Tim Bybee, Deputy P.W. and Utilities Director - Maintenance Public Works/Utilities Phillip Marler, Utilities Director Tim Bybee, Deputy P.W. and Utilities Director - Maintenance Scarlett, Harris, Administrative Manager
4
City of Yuba City Strategic Plan
The Strategic Plan of Yuba City is…
To foster a city that is
One Community, Endless Possibilities, and a Place to Call Home for today and in the future.
Our Strategic Focus Areas are…
Safe Communities
1. Provide a Safe Community with a High Quality of Life Economic Development
2. Plan for the Future
Infrastructure
3. Explore Energy Generation, Road Repairs, and
Public-Private Partnerships
Workforce Excellence
4. Commitment to Teamwork, Empowerment and Development of Employees Fiscal Responsibility
5. Protect Financial Health and Promote Economic Viability 5
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6
City of Yuba City
Proposed FY 2026-2027
GENERAL FUND
7
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8
General Fund Budget Net Change
Proposed FY 2026-2027
The General Fund continues to experience financial pressure due to rising operating costs and relatively minimal discretionary revenue growth.
GENERAL FUND REVENUE
General Fund Revenue, particularly discretionary revenue, is the most flexible and important source(s) for the City’s budget to meet ongoing costs in key areas, such as Police, Fire and Parks & Recreation. Of the City’s approximately $42 million it receives in discretionary revenue, the three aforementioned departments are recommended to receive approximately 90% of the $42 million. This is fairly consistent with previous years, confirming the City Council’s unwavering Public Safety commitment.
The City is projecting a modest net increase of $2,864,096. While discretionary revenues such as property tax, business licenses, and franchise fees are expected to increase slightly, these gains are partially offset by projected declines in sales tax revenue. Overall, discretionary revenues are projected to increase by a net amount of $916,000, or 2.1%. Most of the projected revenue growth is attributable to non-discretionary and semi-discretionary sources, including one-time operating transfers, cost allocation adjustments, and grant funding, which together account for approximately $1.95 million of the total increase. It should be noted that for the last 12 month period, ending in April, the United States inflation rate is 3.8%.
GENERAL FUND EXPENDITURES
Department Heads have worked proactively to manage increasing expenditures in areas including workers’ compensation, employee health benefits, merit increases, pensions, and utility costs and many others.
Through strategic planning and cost-saving measures, departments have identified additional expenditure reductions totaling $1,166,426. These reductions were achieved through deleting and unfunding positions, pausing certain City sponsorships and donations, continuing reduced operating hours at City Hall, and maintaining the seasonal closure of GAP from September through January.
SUMMARY
As a result of these combined efforts, the City’s structural deficit has been reduced from $6.2 million in FY 2025/26 to approximately $2.2 million in FY 2026/27. The following page outlines the proposed plan to fully balance the budget. These adjustments have already been incorporated into the FY 2026/27 Proposed Budget.
9
General Fund Budget Net Change
Proposed FY 2026-2027
Requested Adopted Net Change
FY 26/27 FY 25/26 in Budget
Total Revenues 60,146,968 $ 57,282,872 $ $ 2,864,096
Total Expenditures 62,331,167 63,497,593 (1,166,426)
Structural Budget Defict $ (6,214,721) (2,184,199) $ 4,030,522 $ Increase in projected Property Tax 589,272 $
Decreased projected Sales Tax (175,917)
Increase in Business License 150,000
Increase in Franchise Fees 100,000
Increase in Hotel/Motel 146,000
Increase in Building Permits 400,000
Increase in Recreation Revenue 302,022
Increase in Misc. Revenues 101,872
Increase in Public Safety revenues 348,006
Increase in Cost Allocation transfers 744,508
Use of One Time - Vehicle Replacement Fund 500,000
Decrease in Zoning Fee Revenue (75,000)
Decrease in Safer Grant (266,667)
Net Increase in Revenues 2,864,096 $
Decrease in Salaries (2,178,336)
Increase in UAL 855,238
Increase in Worker's Comp 147,951
Decrease in Vehicle Leases (417,300)
Increase Contigency 400,000
Increase Tourism/Special Evenuts 119,500
Misc. Decreases (93,479)
Net Decreasein Expenditures (1,166,426) $
BUDGET NET CHANGE - FY 2025-26 vs. FY 2026-27
Major Changes in Revenues from FY 25/26 to FY 26/27
Major Changes in Expenditures from FY 25/26 to FY 26/27 10
General Fund Balancing Plan
Proposed FY 2026-2027
To address rising General Fund costs, limited revenue growth, and a remaining General Fund structural deficit of approximately $ 2.2 million, a balanced and strategic budget approach is being recommended for FY 2026–27. In comparison, the previous year required nearly $ 6.2 million in one-time funds.
The proposed plan includes use of $2,184,199 from reserves and discretionary funds, as outlined below.
1. Use of projected reserves / unassigned carryover funds from FY 2025-26 of $784,199
2. Use of Pension Stabilization funds of $900,000
3. Use of $500,000 in projected interest earnings from ARPA funds for FY 2026–27.
The recommended use of these funds have been incorporated into the Proposed FY 2026/27 Budget.
FY 26/27
Projected
Available Balance
Recommended
Use of Funds
FY 26/27
Projected
Ending Balance
Carryover Funds $ 5,355,266 $ 784,199 $ 4,571,067
Pension Stabilization Fund 4,100,000 900,000 3,200,000
ARPA Interest 500,000 500,000 -
$ 9,955,266 $ 2,184,199 $ 7,771,067
One-time use of funds
11
General Fund Revenue Details
Proposed FY 2026-2027
Adopted/
Actual Actual Actual Amended Proposed
2022-23 2023-24 2024-25 2025-26 2026-27
Property Tax-Current 9,044,618 $ 9,801,036 $ 10,128,885 $ 10,545,665 $ 11,027,574 $ Property Tax-Unsecured 433,571 446,812 540,589 555,712 562,924 Property Tax-Supplemental 285,039 269,340 231,080 299,236 161,486 Property Tax-Prior Years 14,635 8,394 31,552 - -
Property Tax-Interest & Penalties 94,306 57,912 19,523 30,000 37,879 Property Tax In Lieu/VLF Swap 6,114,480 6,534,758 6,902,472 7,274,596 7,504,618 Sales and Use Tax 17,120,540 17,033,861 16,026,538 16,493,277 16,902,360 Prop 172 - Public Safety Aug. 566,427 557,595 557,630 556,979 560,000 Franchises 1,986,137 2,187,696 2,195,149 2,100,000 2,200,000 Business Licenses 1,306,279 1,428,223 1,426,684 1,300,000 1,450,000 Real Property Transfer 197,380 189,944 197,933 200,000 200,000 Hotel/Motel Surcharge 1,344,264 1,437,403 1,454,039 1,600,000 1,600,000 Total Taxes 38,501,435 39,959,215 39,712,074 40,955,465 42,206,841 Stormwater Plan Check/Inspctn 20,413 10,335 16,988 15,000 - Construction Permits 1,859,606 1,440,240 1,732,458 1,400,000 1,800,000 GIS Fee 90,439 71,198 104,020 75,000 26,000
Encroachment Permits 233,088 363,147 91,123 100,000 100,000 Plan Check/Inspec - Engineering 350,755 226,382 435,181 500,000 507,000 Code Violation Fine 7,120 5,136 18,943 25,000 37,500
Total Licenses & Permits 2,559,437 2,118,422 2,398,713 2,115,000 2,470,500 Homeowner Prop Tax Relief 81,178 75,956 74,443 82,000 73,736 Motor Vehicle License In Lieu 71,937 86,689 110,773 100,000 100,000 Federal Law Enforcement Grant - - 6,738 - -
HMLD Sec Asst to FF Grant 35,245 - 6,755 - -
State-Mandated Cost Reimb. 41,872 89,875 90,000 94,017 90,000 SAFER Grant 86,903 368,001 448,973 266,667 -
State COPS Grant 114,157 761,716 - - -
State OES Grant 38,604 - 18,107 - -
State OTS Grant 99,643 91,568 82,997 - -
State POST Reimb 16,595 - 129,335 100,000 100,000
State - Other Revenue 22,976 8,389 341,153 20,000 5,000 Pilot Revenue 154,441 - - - -
Total Intergovernmental 693,765 1,550,163 1,315,107 643,667 383,736 Police - Special Events - - - - 100, 000
Police - Special Services 243,496 268,898 374,889 200,000 228,000 Police - False Alarm Fees 99,954 75,505 76,312 70,000 90,834 Police - Asset Forfeiture 5,778 - - - -
Police Special Response 205,592 - 50,750 - -
Fire - Permit Fees 135,099 101,171 133,283 72,000 70,618 Fire - Special Services 25,696 33,686 23,818 30,000 38,000 Fire - Emergency Response 186,171 518,245 220,211 41,500 102,000 Fire Service Contract Revenue 928,169 1,037,771 994,744 950,000 1,082,054 Red-light Camera Revenues 6,312 7,829 5,584 - -
Credit Card Charges - - - 75,000 84,000
12
General Fund Revenue Details
Proposed FY 2026-2027
Adopted/
Actual Actual Actual Amended Proposed
2022-23 2023-24 2024-25 2025-26 2026-27
Park Reservation Fee 7,370 4,870 3,457 - 10,000
Swimming Pool 204,005 195,214 216,986 210,800 263,688
Recreation Programs 676,985 763,503 753,144 742,716 991,850 Zoning Fees 146,606 136,688 94,934 200,000 125,000
Sale of Maps & Publications - 20 20 50 -
Other Current Service Charges 15,929 1,547 28,718 6,000 6,000 Total Service Fees 2,882,901 2,881,141 3,244,917 2,598,066 3,192,044 Interest on Investments (4,299) (5,087) (834,893) - -
Rents and Royalties 14,840 11,454 19,909 - -
Antenna Leases 59,789 66,054 52,092 71,000 71,000
Total Interest/Rents 70,330 72,421 (762,892) 71,000 71,000 Other Revenue 104,177 439,199 441,779 297,551 589,548
Sale-Real Personal Property - - 1,103,121 8,000 8,000
Total Other Revenue 104,177 439,199 1,544,900 305,551 597,548 Sub-Total General 44,812,045 $ 47,020,561 $ 47,452,818 $ 46,688,749 $ 48,921,669 $ Transfers & Cost Allocations
Water 2,230,300 $ 2,569,600 $ 2,569,600 $ 2,486,871 $ 2,794,384 $ Wastewater 2,268,300 2,562,100 2,562,100 2,483,759 2,619,535 RDA Successor Agency 33,900 31,400 31,900 32,466 32,466 CIP Reimbursement Transfers 820,352 755,599 1,110,272 1,506,463 1,453,398 Lighting & Landscape Maint. Districts 323,400 241,784 221,083 313,404 291,103 Total Cost Allocations 5,676,252 6,160,483 6,494,955 6,822,963 7,190,886 Streets & Roads 1,517,700 1,747,200 1,886,065 2,109,195 2,528,414 Transportation Development Act 518,300 600,000 757,600 574,000 456,000 Traffic Safety 150,000 150,000 315,000 - 300,000
Suspended Traffic Offender Program 75,000 75,000 45,000 100,000 75,000 Development Impact Fee 50,125 50,100 77,011 77,000 77,010 Pension Stabilization Fund 500,000 - 500,000 900,000 500,000 LAFCO 22,181 - - 23,000
ARPA Funding 160,915 6,945,639 280,415 520,000 640,000
MOU Set aside 3,692,128 - - - -
Miscellaneous Operating Transfers 407 3,373 77,908 30,000 - Vehicle Replacement Fund - - - 2,285,722 500,000
General Fund CIP - - - 1,000,000 -
Total Interfund Transfer 6,167,541 3,425,303 10,289,223 7,575,927 5,434,414 Total Revenue/Transfers $ 56,655,838 $ 56,606,347 $ 64,236,997 $ 61,087,639 $ 61,546,969 13
Discretionary Revenue 4210
Proposed FY 2026-2027
Account Description
2023-24
Actuals
2024-25
Actuals
2025-26
Revised
Budget
2026-27
Proposed
Property Tax 17,124,492 17,854,100 19,019,300 19,368,216 Sales Tax 17,609,586 16,529,646 17,078,277 16,902,360
Franchise Fees 2,187,696 2,195,149 2,100,000 2,200,000
Hotel/Motel Surcharge 1,437,403 1,454,039 1,600,000 1,600,000 Business Licenses 1,428,000 1,426,000 1,300,000 1,450,000 Other 659,000 763,000 522,000 700,000
Total Revenue 40,446,177 40,221,934 41,619,577 42,220,576 * Balance Transfers In of $1.4 million
14
General Fund Reserves 110
Proposed FY 2026-2027
Account Description
2023-24
Actuals
2024-25
Actuals
2025-26
Adopted/
Amended
2026-27
Proposed
Transfers
Transfer Out - - - -
Transfer In - - 1,000,000 -
Total Net Transfers - - 1,000,000 -
15