Yuba City Fiscal Year 2020-21 Operating Budget

ADOPTED ANNUAL OPERATING BUDGETFISCAL YEAR 2020-2021

CITY OF YUBA CITY · CALIFORNIA

City of Yuba City 2020-21 Budget

1201 Civic Center Boulevard, Yuba City, Sutter County, California 95993 www.yubacity.net

City Officials

Shon Harris Mayor 2018-2020

Marc Boomgaarden Mayor Pro-Tem 2019-2020

Manny Cardoza Councilmember

Grace Espindola Councilmember

Dave Shaw

Councilmember

Diana Langley

Interim City Manager

Spencer Morrison

City Treasurer

Patricia Buckland

City Clerk

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About the Cover

“Bridging the Divide!” The 5th Street Bridge Replacement Project

The 5th Street Bridge Replacement Project was the City of Yuba City’s largest and most complex multi-agency public works project to date replacing the functionally obsolete two-lane bridge. The previous 5th Street Bridge, spanning the Feather River, connected 5th Street in Marysville to Bridge Street in Yuba City. The bridge was built in 1958 after the original bridge was destroyed in the 1955 Flood. The City was the lead agency for this $70 million-dollar project, in cooperation with the City of Marysville, Counties of Sutter and Yuba, California Department of Transportation (Caltrans), Federal Highway Administration (FHWA), and Sacramento Area Council of Governments (SACOG). With the outstanding leadership and coordination of Kevin Bradford, Deputy Public Works Director and Engineer for the City of Yuba City, project construction began in January 2018, and was completed in July 2020, with approximately 600 working days. The 5th Street Bridge is vital to the regional movement of vehicles and goods between four State Highways (SR99, SR70, SR20, and SR65), between the cities of Yuba City and Marysville, and between the counties of Sutter and Yuba, as well as numerous other smaller communities in the surrounding rural region. The 5th Street Bridge Replacement Project has enhanced safety, inter-regional traffic circulation, and air quality. The improvements included a new 4-lane, 10 span cast-in-place post-tensioned concrete box girder bridge which connects 5th Street in Marysville to Bridge Street in Yuba City.

Cover Graphics by:

Sapphire Marketing Group

Cover Photograph Credits: Ted Schieberl - The Hanna Group, an NV5 Company

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City Organizational Chart

Yuba City Citizens

Human Resources

Finance/IT

Fire Services

Administration

Community Services

Economic Development

DevelopmentServices

Public Works & Utilities

RDA Successor Agency

Police Services

City Clerk

City Council

Boards & Commissions

City Attorney

City Manager

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Administrative Officials

Administration Diana Langley, Interim City Manager City Attorney Aleshire & Wynder, LLP Shannon Chaffin, City Attorney Development Services Benjamin Moody, Development Services Director

Mike Campos, Chief Building Official Finance/IT Spencer Morrison, Finance/IT Director Devin Barber, IT Manager Lynn Haile, Accounting Manager Fire Services Jesse Alexander, Fire Chief Ali Williams, Division Chief Human Resources Natalie Springer, Human Resources Director Community Services Brad McIntire, Community Services Director Megan Anderson, Animal Services Manager Matthew Langley, Parks & Grounds Superintendent

Police Services Rob Landon, Chief of Police Jeremy Garcia, Assistant Chief of Police

Brian Baker, Commander Michael Green, Lieutenant James Runyen, Lieutenant

Sam Escheman, Lieutenant Public Works/Utilities Diana Langley, Public Works Director/City Engineer

Kevin Bradford, Deputy P.W. Director - Engineering Scott Chandler, Deputy P.W. Director - Maintenance Phillip Marler, Utilities Superintendent

Claire Shawver, Project Manager

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City of Yuba City Mission Statement

The Mission of Yuba City is…

To anticipate and provide for the needs of the community through

Quality Service, Innovation and Leadership for today and in the future.

Our Priorities and Goals are…

1. Public Safety

Safe Community: Ensure the Highest Level of Public Safety

2. Fiscal Stability

Maintain and Enhance the Fiscal Stability of Yuba City

3. Organizational Culture

Foster a Culture of Customer Service, Transparency & Accountability

4. Business Friendly

Yuba City is “Open for Business”

5. Enhance Partnerships

Strengthen and Develop Partnerships within our Region

6. Quality of Life

Maintain and Enhance our Quality of Life

7. Infrastructure

Identify and address our Infrastructure Financial Needs

8. Homeless and Vagrancy

Address Homeless Issues in our Community

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D istinguishedB udget P resentation

A w ard

G O V E R N M E N T FIN A N C E O FFIC E R S A S S O C IA TIO N

July 1, 2019

For the Fiscal Year Beginning

PRESENTED TO

City of Yuba City

Executive Director

California

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2020-21 Annual Budget

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Table of Contents

City Officials ............................................................ i About the Cover ..................................................... ii City of Yuba City Organization Chart .................... iii Administrative Officials .......................................... iv Mission Statement .................................................. v GFOA Budget Award ............................................ vi CSMFO Budget Award ......................................... vii City Seal .............................................................. viii Chapter 1 - Table of Contents/Reader’s Guide Table of Contents ................................................... 1 Reader’s Guide ...................................................... 3 Chapter 2 - Budget Message City Manager’s Budget Message ........................... 7 Chapter 3 - Strategic Plan & Fiscal Policies Strategic Goals ..................................................... 17 The General Plan ................................................. 37 Growth Policies .................................................... 39 Financial Policies ................................................. 41 Budget Policies .................................................... 43 Gann Appropriations Limit .................................... 45 Budget Resolutions .............................................. 47 Chapter 4 - Budget Summaries Budget Summary Index ........................................ 53 Citywide Source of Funds Pie Chart .................... 54 Citywide Use of Funds Pie Chart ......................... 55 General Fund Use by Department Pie Chart ....... 56 General Fund History & Projections ..................... 57 All Funds Budget Summary ................................. 59 All Funds-Revenue by Category .......................... 60 All Funds-Expenditures by Category .................... 61 Budget Comparisons by Fund-Revenues ............ 62 Budget Comparisons by Fund-Expenditures ....... 63 All Programs Summary ........................................ 64 Interfund Transfer Summary ................................ 67 Internal Service Charge Summary ....................... 68 The Value of City Services Chart ......................... 69 Debt Service ......................................................... 70 Debt Summary ..................................................... 74 Future Year Debt Obligations ............................... 75 Lighting & Landscape Maint. Districts Summary .. 76 Full-Time Equivalent Positions ............................. 77 Personnel Changes .............................................. 79 Full-Time Equivalent Charts ................................. 80 Employee Benefits Summary ............................... 82 Chapter 5 - Revenues Revenues Index ................................................... 85 Revenue Highlights .............................................. 86 General Fund Revenue by Category ................... 92 Top Revenue Sources Chart ................................ 93 General Fund Reserve Summary ........................ 94

General Fund Revenue Detail ............................. 95 Enterprise Fund Detail ......................................... 98 Special Revenue Fund Detail .............................. 99 Other Fund Revenues ....................................... 101 History of General Fund Revenue Sources ...... 102 Cost Allocation Budgeting .................................. 104 Chapter 6 – Legislative/Administrative City Council ........................................................ 105 City Attorney ...................................................... 111 Legislative/Administrative .................................. 113 City Manager ................................................ 114 Economic Development ................................ 119 City Clerk ...................................................... 121 City Treasurer ............................................... 125 Chapter 7 – Finance/IT Finance/IT .......................................................... 129 Finance ......................................................... 131 Information Technology ................................ 135 Chapter 8 – Human Resources Human Resources ............................................. 139 Chapter 9 – Development Services Development Services ....................................... 145 Planning ........................................................ 149 Building ......................................................... 153 Chapter 10 - Police Police Department ............................................ 157 Police Administration .................................... 160 Traffic Education and Enforcement .............. 164 Investigations ................................................ 169 Field Operations ........................................... 173 Community Outreach .................................... 177 Information Resources .................................. 181 Crime Analysis and Intelligence .................... 183 Communications ........................................... 185 Chapter 11 - Fire Fire Department ................................................. 187 Fire Administration ........................................ 189 Fire Operations ............................................. 192 Chapter 12 – Public Works Public Works Department .................................. 195 Administration .............................................. 199 Engineering .................................................. 202 Street Maintenance ....................................... 207 Electrical Maintenance .................................. 211 Facilities Maintenance .................................. 215 Chapter 13 – Community Services Community Services Department ...................... 219

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Table of Contents

Administration ............................................... 221 Recreation Supervision ................................. 225 Senior Center ................................................ 230 Aquatics ........................................................ 231 Recreation Programs .................................... 232 Parks Maintenance ....................................... 233 Chapter 14 - Non-Departmental Services Non-Departmental Summary ............................. 237 Animal Services ............................................ 238 Contingency .................................................. 239 Miscellaneous ............................................... 240 Chapter 15 - Utilities Utilities Department ............................................ 241 Water Division .................................................... 245 Surface Water Distribution ............................ 246 Water Treatment Plant .................................. 249 Water Capital Fund ....................................... 252 HWS Region 1 .............................................. 253 HWS Region 2-3 ........................................... 254 Wastewater Division ........................................... 255 Wastewater Collection .................................. 256 Wastewater Treatment Plant ......................... 259 Wastewater Capital Fund .............................. 262 Laboratory Division .................................... ….263 Laboratory .................................................. 266 Pretreatment Program ................................ 267 Chapter 16 - Special Revenue Special Revenue Budget Summary ................... 269 Housing Summary .............................................. 270 CDBG Program .............................................. 272 HOME Program .............................................. 274 Streets and Roads ............................................. 275 Transportation Development Act ........................ 276 Traffic Safety ...................................................... 277 Suspended Traffic Offender Program ................ 278 Lighting & Landscape Maintenance Districts ..... 279 Residential Street Lighting ................................. 280 Development Impact Fees ................................. 281 DOE Energy Conservation ................................. 282 Recology Rate Stabilization ............................... 283 Fire Mitigation ..................................................... 284 Chapter 17 - Internal Service Funds Internal Service Budget Summary ..................... 285 Dental/Vision ................................................ 286 Disability Program ........................................ 287 Employee Benefits ........................................ 288 General Liability ............................................ 289 Workers Compensation ................................. 290 Vehicle Maintenance ..................................... 291 Vehicle Replacement ................................... 292 Technology Replacement ............................. 293

Chapter 18 - Capital Acquisitions Capital Acquisitions 2020-21 ............................. 295 Chapter 19 - Capital Improvement Program Summaries by Funding Source ......................... 297 Citywide Summary ............................................. 309 Chapter 20 - Glossary Budget Glossary ................................................ 317 Glossary of Acronyms ........................................ 322 Fund Description ................................................ 324 List of Funds ...................................................... 328 List of Divisions .................................................. 330 City Resource Directory ..................................... 331 Chapter 21 - Appendix Yuba City at a Glance ........................................ 333 Statistics ............................................................ 336 Comparison to Other Jurisdictions ..................... 338 Map of California ................................................ 339 Chapter 22 - Index Index .................................................................. 341

Charts and Graphs

City Organization Chart ......................................... iii

General Fund Revenue Graph .............................. 9

General Fund Expenditure Graph ........................ 11

General Plan Diagram ......................................... 38

City Wide Source of Funds .................................. 54

City Wide Use of Funds ....................................... 55

General Fund Use by Department ....................... 56

General Fund History & Projections Chart ........... 57

Value of City Services .......................................... 69

Department Full-Time Equivalent Positions ......... 80

City Employee to Resident Ratio ......................... 81

General Fund Revenue Sources ......................... 93

Property Tax Revenue History ........................... 102

Sales Tax Revenue History ............................... 103

Comparison to Other Jurisdictions ..................... 338

Map of California ................................................ 339

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Reader’s Guide

READER’S GUIDE TO THE BUDGET The Budget User’s Guide provides the reader with an overview of the City’s budget process, as well as an explanation of how to understand, read, and use this budget document. The reader can also access our budget document online. Simply download the online version to your desktop and you can navigate the document using bookmarks.

The Budget Preparation Process The budget itself is the process of allocating limited resources to attain given goals and objectives. The process is dynamic and constantly changing in tune with public interest and needs. The initial phase of the budget preparation process begins with the City Council Goal Setting session. The Executive Team and Finance staff works to develop a budget calendar and provide overview and training sessions to department staff. In an effort to assist the Council, the Capital Improvement Program budget process was initiated in January 2020. During the next several months, all departments become involved in a detailed review of the current operating budgets, goals, and objectives. From this analysis, appropriations for new and additional services, positions, and capital acquisitions are prioritized. Finally, in late May, a final review of budget requests is made by the City Manager, Department Heads, and Finance Department staff. As soon as the City Manager approves the final details, a proposed budget document is printed. The following are some of the more notable dates of our budget process:

FY 2020-2021 Budget Calendar Date Function 01/13/20 Departments begin work on

developing their proposed Capital Improvement Projects lists in addition to the funding sources available.

03/18/20 Proposed CIP Budget to

Administration for review. 03/20/20 Submit MS&S transfer and

special request forms, capital acquisition requests, Executive Summaries, departmental revenue, new positions and position reclassifications.

03/30/20 Finalize the Capital

Improvement Program Budget document.

05/22/20 Public notice of the availability

of the budget document and Gann appropriations limit.

05/26/20 Budget study session #1 (public

invited). 06/02/20 Budget study session #2 (public

invited). 06/09/20 Budget study session #3 (public

invited). 06/16/20 Budget adoption. 07/01/20 Start of new budget cycle.

Budget Organization

Chapter 2 - Budget Message The City Manager’s Budget Message to the City Council provides an overview of economic conditions, City finances, legislative impacts, as well as key issues and priorities for the City.

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Reader’s Guide

Chapter 3 - Strategic Plan & Fiscal Policies The City’s strategic plan is its vision for providing services to the community. In this chapter, a summary of the City’s strategic action plan is provided. All departmental goals listed in the department sections are aligned with the City’s strategic plan. The General Plan helps the City map out the look and style of new development so that growth is controlled and the City can maintain a high level of services to its citizens. Development of Specific Plans, Master Plans, and Development Agreements are the cornerstone of implementing the General Plan policies. The City’s Growth Policies help to assure the goals of the General Plan are met. The City’s Financial Policies provide a summary of the City’s policies addressing the operating budget, revenues and expenditures, utility rates and fees, capital improvement program, long and short-term debt, reserves, investments, and accounting/auditing reporting. The City operates under the Budget Policies included in the “Strategic Plan & Fiscal Policies” section of the budget document. Once the budget is adopted by the City Council, the responsibility of implementing each department’s budget lies with each Department Head, with the ultimate responsibility resting with the City Manager. The City also operates under a set of investment policies required by the California Government Code (Section 53646) and the City’s Financial Policy XII. These policies are brought before the Council annually. A summary of the Investment Policy is included in the “Strategic Plan & Fiscal Policies” section of the budget document for reference. Chapter 4 - Budget Summaries The Budget Summaries chapter provides a multi-year overview of the City’s expenditures/expenses, debt summaries, program summaries, and position changes. Chapter 5 - Revenues

This chapter provides a more detailed overview of each fund's estimated revenue. Overall, the revenue estimates consider current growth patterns. Appropriations, in turn, are based on these assumed revenue increases. Chapters 6-15 - Department Budgets The department chapters represent the main body of the budget document. Each departmental section has the following:

Organization Chart

Mission Statement

Service Description

Strategic Issues (aligned with the City’s strategic plan)

FY 2019-20 Accomplishments

FY 2020-21 Initiatives

Performance Measures

Budget appropriations by object (line-item) for the year

Chapter 16 - Special Revenue Funds This chapter contains funds that provide Special Revenue activities. In most cases, these funds represent activities that are provided by specific user fees, charges, taxes, or grants. These revenues are usually legally restricted to expenditures for specific purposes. Special Revenue funds included within this budget are:

Streets & Roads

Transportation Development Act

Traffic Safety

Landscaping Assessment District

Development Impact Fees

Community Development Block Grant (CDBG) & CDBG Housing RLF

HOME

Supplemental Law Enforcement

Residential Street Lighting

Fire Mitigation

DOE Energy Conservation

Recology Rate Stabilization

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Reader’s Guide

Chapter 17 - Internal Service Funds The Internal Service Funds allow for the accumulation of resources for equipment replacement, ease in costing and pricing of services, and the ability to accumulate the total cost of each activity. This chapter contains the City’s eight internal service funds:

Vehicle Maintenance

Vehicle Replacement

Technology Equipment Replacement

Employee Benefits

Dental/Vision

General Liability

Workers Compensation

Disability Program Chapter 18 - Capital Acquisitions This chapter provides detail on the equipment acquisitions for each department of each fund. Capital items are those that cost more than $5,000 and have a useful life of greater than one year. Chapter 19 - Capital Improvement Program This chapter contains summaries of the CIP projects, which are recommended to be funded in FY 2020-21, as well as over the subsequent four years. Detailed project information is contained in the 2020-2025 Capital Improvement Budget document. Chapter 20 - Glossary The glossary of budget terms is provided to better familiarize the reader with some of the budgetary and financial vocabulary found throughout the budget document. The glossary also contains a description of all the fund types and a brief explanation of accounts used. Chapter 21 - Appendix This chapter provides a community profile of the City. Chapter 22 - Index

This chapter provides a quick and easy reference to particular areas of interest in the budget document.

Basis of Budgeting and Accounting

The City of Yuba City's accounting records are maintained in full accordance with Generally Accepted Accounting Principles (GAAP), as established by the Government Accounting Standards Board (GASB). Government fund types (General Fund, Special Revenue Funds, Capital Project Funds, and Debt Service Funds), agency funds, and expendable trust funds are maintained on a modified accrual basis of accounting (see Glossary). Proprietary fund types (Enterprise Funds and Internal Service Funds) and non-expendable trust funds are maintained on an accrual basis of accounting (see Glossary). For a further description of the various fund types used by the City, please refer to the Glossary chapter. Budgets are adopted annually on a basis consistent with Generally Accepted Accounting Principles (GAAP); the same guidelines used in the preparation of the year-end financial statements. Thus, revenue estimates generally anticipate amounts that will be considered earned and available to meet current period expenses among the coming fiscal year. Certain expenses obligated in FY 2019-20 will not have been paid by June 30, 2020, but are estimated in FY 2020-21. Salaries, for example, have been estimated in the budget as long as they are expected to have been obligated for time worked by the end of June 30th, even though they will not have been paid until the first or second week of July.

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City of Yuba City

Madeline Morrison

Grey Lodge Wildlife Refuge

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City Manager’s Message

July 1, 2020 Honorable Mayor and Members of the City Council, On behalf of city staff, it is my pleasure to submit to you the adopted budget for Fiscal Year 2020-2021. The budget serves as the City’s primary financial management tool and is an important expression of policy regarding public services and community priorities. The budget considers the City’s short and long-term organizational goals in consideration of available revenue. As such, the budget is utilized as both a financial plan and a communication device. The fund summaries provide an understanding of the financial condition of the funds that comprise the overall budget. The budget includes organizational charts, descriptions of services provided, accomplishments, initiatives, and performance measurements to better explain the functions and program objectives of each department. This message highlights changes in the economy, financial conditions, legislative issues, and key issues for the City. This report also highlights the major accomplishments of the past year.

A Deficit Budget The FY 2020-21 operating budget includes a deficit of $1.8 million for the City’s general fund after city departments came forward with $1.7 million in further cuts prior to budget adoption. In FY 2017-18, the City had a surplus on a budget basis for the first time in many years, which the City had again in FY 2018-19. In the four previous years, while the City had a deficit on a budget basis, it still ended the year with a surplus due to one-time savings from vacant positions. Now that the City once again has a budget deficit due to the economic impacts of the COVID-19 pandemic on revenues in the general fund, we

continue to examine expenditure needs thoroughly because of continued revenue volatility and concerns with large anticipated future rate increases from CalPERS. The City evaluates and updates its long-term financial plan semi-annually, with intermediate reviews occurring every 90 days. City Council has formed a two-member ad hoc committee to review each department further and make budget amendment recommendations to the entire council at a regular meeting in September or October. Compared to the adopted FY 2019-20 budget, the FY 2020-21 adopted budget includes revenue decreases of $1,846,200 and expenditure increases of $404,500. The largest decreases in revenue are sales tax ($2,195,300) and hotel/motel surcharge ($318,600). Cost allocations and reimbursements increased $406,000; included in this is a $500,000 transfer from the City’s pension stabilization trust fund to reimburse the General Fund for pension costs. Expenditures for salaries and benefits increased by $327,000. Materials, supplies and services increased by approximately $77,500. Personnel expenditures for salaries and benefits continue to be the largest portion of the budget, representing 76.7 percent of the general fund.

Future Challenges

The City has evaluated our unmet financial needs and identified the four items that require attention:

1. CalPERS unfunded liabilities 2. Deferred infrastructure maintenance &

replacement 3. Economic development initiatives 4. Funding Council’s goals with resources

curtailed by the statewide pandemic response

Since identifying these needs, significant progress has been made including: CalPERS unfunded liabilities. An IRS Section 115 Trust held by an independent third-party trustee has been established: $2 million was set-aside in FY 2015-16, $1,235,081 has been contributed from surplus funds through FY 2019-

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20, $600,000 has been used to paydown unfunded liability, $500,000 has been used to reimburse the General Fund for normal pension costs, and there have been investment earnings to date of $312,174. The City acknowledges that we have a significant unfunded CalPERS liability of $79.9 million. The unfunded actuarial liability increased from $70.4 million as of the June 30, 2017 actuarial reports to $79.2 for the June 30, 2018 actuarial reports. The change was attributable to:

1) A gain in net assets ($12 million) due to the 8.6% return CalPERS made on its investments for the year;

2) A gain in the liabilities mostly due to assumption change amortization that outpaced asset growth by $8.8 million; and

3) The average salary increase was less than CalPERS expected for City staff.

The City percentage funded status for all CalPERS plans decreased to an average of 71.4 percent as of June 30, 2018. Deferred infrastructure maintenance & replacement. The City has committed funding in our current or future capital improvement program (CIP) budget for: $640,000 for playground replacement; $274,000 for Blackburn-Talley Field Lighting Replacement; $1,585,000 for Harter Parkway Park and Bike Path; $110,000 in improvements to buildings and grounds; $960,000 for the Fire Station No. 2 remodel project; $12,353,000 in current streets maintenance projects; $29,000,000 in current water plant and distribution system improvements; and $13,000,000 in wastewater plan and collection system improvements. Economic development initiatives. The City has rejoined the Yuba Sutter Economic Development Corporation. An additional unmet financing need concerns annual contributions for the eventual replacement of all general fund fleet vehicles and equipment. Contributions should be approximately $1,110,000 annually; $310,000 higher than the current $800,000 contribution. The amount committed towards vehicle replacement in FY 2020-21 remains at $800,000. An effort has been

made to rightsize the City’s fleet and eliminate unneeded vehicles. The amount contributed from the general fund will be reevaluated again next budget year.

Status of Employee Bargaining Contracts

City Council established guiding principles as part of their negotiations strategy. Their priority areas of focus are as follows: Fiscal sustainability

o Address CalPERS unfunded liabilities o Provide a combination of onetime and

ongoing funds Focus on recruitment/retention for difficult-to-

fill positions Prioritize essential services The City met with bargaining groups in May, 2020, to discuss the City’s financials and the economy. The City’s prior labor contracts all expired on June 30, 2020, with the exception of the Police contracts. The City will meet with bargaining groups to negotiate new contract terms in the coming months. To date, only Local 3793 (Fire) has brought forward an amendment to put off further negotiations until January, 2021, which the City Council accepted. The City remains cautious of ongoing salary increases which further increase CalPERS costs and balances that against paying competitive wages to attract and retain qualified personnel.

Other General Fund Resources

The City has approximately $18.1 million in general fund reserves available as follows: Healthy Cities Reserve $6.7 M Pension Stabilization Trust $2.6 M Unallocated CIP $0.6 M Vehicle Replacement $8.2 M Total $18.1M The funds in the pension stabilization trust are restricted and can only be used towards future retirement costs for employee pensions. The reserves, however, do constitute resources available because the City can use the funds to make CalPERS payments in future years when

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required payments are expected to escalate to a level that may exceed annual revenue increases. The funds in the vehicle replacement plan (VRP) fund are collected for the ongoing replacement of the City’s fleet of vehicles; they also could be used in the event of a fiscal emergency (such as were used to fund the former Economic Stabilization Reserve fund).

Economic Conditions There have been positive and marked changes with regard to the revenue portion of the budget. General fund revenue has continued to exhibit steady growth in the past few years, this budget anticipates that revenue will decline, then flatten. Below is a summary of general fund revenues (in millions) on an actual basis historically along with FY 2019-20 projected and the FY 2020-21 budget:

The table above shows Yuba City’s general fund revenues have declined from an all-time high of $44.4 million. It is important to note that the FY 2020-21 revenues include a $500,000 transfer in from the pension stabilization trust which is a source of funds, but not technically a revenue. It is shown as a revenue because the use is planned to reimburse normal, general fund, pension cost. After a dismal start to the new year due to the onset of the COVID-19 pandemic, a glimmer of hope arrived in some bounce-back of the equities markets, manufacturing, and in the labor report second quarter only to see over half of California’s counties, and much of the nation, backslide into another round of closures which will add stress to markets already growing

pessimistic about a timely economic recovery. Though nobody could have predicted how it would come about, it appears that some of last year’s recession predictions came true. While we can do little to influence or manage the national or state economy, we can do more to control our own destiny and local economy. Second quarter home sales volume in Sutter County was 18 percent lower in April than a year before and May is holding steady with April. Recorded sales for these months reflect purchasing decisions made at about the same time as the economic shutdown. The median price paid for all Northern California homes sold in April was $290,000, down five percent from $305,000 in the prior month, and down two percent from $295,250 in April, 2019. Yuba City’s April home sales declined 29 percent over the previous year at 46 and the median price fell from a 15-month high of $320,000 in February, 2020, to $302,000—equal to the 2005 peak. In FY 2013-14, property tax revenues stopped declining and made a turn-around into positive territory. Since FY 2014-15, general fund values increased each year as follows:

FY 2014-15 6.3 percent FY 2015-16 6.3 percent FY 2016-17 4.0 percent FY 2017-18 4.8 percent FY 2018-19 4.9 percent FY 2019-20 5.4 percent

Values are budgeted to increase by 3.9 percent in FY 2020-21 due to the increasing sales price of housing and completed construction projects. The City is anticipating a sales volume decline and potential decreases to home values, which may cause a revenue decrease in FY 2021-22.

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Since FY 2012-13 and until FY 2018-19, sales tax has grown each year and changes by the following percentages:

FY 2012-13 3.55 percentFY 2013-14 2.75 percentFY 2014-15 10.28 percentFY 2015-16* 3.93 percentFY 2016-17 1.65 percentFY 2017-18 1.00 percentFY 2018-19 6.76 percentFY 2019-20 (3 qtrs.) 1.60 percent

*Increase appears higher in chart below due to the final one-time payment at the end of the triple flip with the State of California. The large increase in FY 2014-15 is attributed to the opening of three new auto dealerships and one dealership expansion during the year. The even larger increase in FY 2018-19 relates to catch up payments received from the CDTFA due to incoming tax returns not being remitted timely because of their software conversion. The FY 2019-20 three quarter average increase on an adjusted basis was 1.60 percent, but business shutdowns due to coronavirus had a severe affect and a 10.0 percent annual decrease is expected. The FY 2020-21 budget projects a 15.5 percent decrease.

Financial Summary

Revenues: Projected revenues for FY 2020-21 are $1,846,200 less than FY 2019-20 and total $43.2 million. Significant resource changes for FY 2020-21 include: Sales Tax ($2,195,300) Property Tax $472,800 Hotel/Motel Surcharge ($318,600) Franchise Fee $111,000 Real Property Transfer Tax ($61,700) Business Licenses $53,400 Prop. 172 Sales Tax ($43,200) Building Permits & Fees ($30,200) SAFER Grant ($22,700) Illegal Fireworks Citations ($15,000) CSA-G Revenues $14,800

Cost Allocations: Streets & Roads/TDA $166,300 Wastewater $157,000 Water $132,500 Traffic Safety/STOP $50,000

Other ($317,300)Total ($1,846,200)

Expenditures: General Fund expenditures have increased by $404,500 (1.0 percent) to a total of $45.0 million. The largest components of the changes relate to: Liability insurance $335,500 MOU/labor contracts $1,309,800 PERS costs $1,472,800 Merit increases $284,600 Workers Compensation $69,400 Vacancies/Hiring savings ($1,287,800) ADP (PERS) withheld ($500,000) Unemployment savings ($16,000) Internal Service Fund cost $13,400 Change in Recreation

Programs$80,800

Animal Services Costs ($59,200) Other changes $600 Mat., Supplies & Svc. savings ($51,400) 2.5% Department Savings

Scenarios($1,238,000)

Capital Acquisitions decrease ($10,000)Total $404,500

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Property Tax (Millions)

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Sales Tax (Millions)

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The FY 2020-21 budget includes authorization for 304.5 full-time positions, with no change from the previous year.

Long-Range Outlook: The long-range fiscal model allows the City to look beyond the immediate fiscal year for planning purposes. The City strives to prepare realistic revenue projections that are conservatively optimistic. In the event of a slowdown in the local economy or the onset of a national economic downturn, the City does not want to over-project revenue resources, thereby requiring a reactive response in adjusting the budget. This dictates prudence in developing the proposed expenditure plan. Staff continues to monitor the two costs which over the past ten years continue to escalate at a rapid pace: 1) CalPERS retirement costs; and 2) CalPERS healthcare costs (even though the City experienced flat healthcare rates for the City’s Blue Shield plan, historically the CalPERS Health average increase has been five percent per year). The City has concerns regarding the sustainability of CalPERS costs at the level they are currently projected to grow to—a concern that is shared by the CalPERS Board and is being actively evaluated. The City has conducted a series of six, monthly CalPERS workshops, open to the public, to discuss concerns regarding the sustainability of CalPERS, the City’s increasing costs, and the City’s unfunded actuarial liabilities. In spite of historically increased levels of sales tax, property taxes, and other revenue sources for which we anticipate large overall declines in

FY 2020-21, the City will continue to have additional challenges to sustaining a balanced budget long-term. These include putting further financial resources towards the previously listed, unmet needs along with the very large projected CalPERS increases.

Continuing CalPERS Cost Escalation The City has already included CalPERS cost escalations over the next several years into its long-range financial projections in light of the following factors: Prior investment losses were substantial and

cost recovery is accelerated over a shorter period beginning in FY 2014-15;

CalPERS adjusted its actuarial calculations to reflect longer life expectancies;

CalPERS Board approved changes to the amortization and smoothing policies which spread investment returns over a 20-year period with experience gains and losses paid for over a rolling 30-year period;

CalPERS adopted changes to the risk pooling structure which results in savings to Yuba City’s safety plans equal to approximately $200,000 per year; and

The discount rate was reduced further from 7.5% to first 7.375%, then 7.25% and ultimately 7.0%. Each step is being phased in over a 3-year period with the first reduction being phased in beginning in FY 2018-19.

Changes previously made to the City’s retirement system should lower pension costs over the very long term. This includes the transition to a two-tiered retirement system (with lesser benefits for new hires) and the creation of a third-tier retirement system created through state mandated pension reform laws (referred to as PEPRA). However, in the short term any savings are expected to be minor when offset by the increased CalPERS cost over the next five years. Below is a chart which shows changes in the projected CalPERS rate increases.

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You can see that the latest actuarial reports (dated June 30, 2018 at time of print) show an anticipated increase in retirement costs from $7.1 million in FY 2016-17 to $11.5 million by FY 2025-26. This is actually less than what was projected in actuarial reports from 2015 and 2016 and about the same as 2017. However, Finance projects this trend will continue until at least FY 2024-25 which will cause retirement cost increases to outpace other revenue increases. CalPERS costs are not sustainable over the long-term and statewide solutions will need to be implemented. The City will not be the first agency to experience economic stress due to rising pension costs and fully expects to have difficulty meeting this fiscal burden.

Summary The following table summarizes projected revenues and expenditures for the City’s major operating budget funds:

FY 2020-21 Revenues

FY 2020-21 Expenditures

Net Surplus or (Deficit)

General Fund $43,224,100 $45,019,981 ($1,795,881) Water

Operating $16,247,700 $13,793,414 $2,454,286

Wastewater Operating

$17,201,400 $15,125,450 $2,075,950

The net surplus shown above for both the water and wastewater operating funds will be utilized for infrastructure replacement, future capital project needs, and debt service repayment on anticipated future bonds based upon large capital project needs.

Legislative Issues The State of California eliminated redevelopment in FY 2011-12. Yuba City’s redevelopment agency (RDA) and all other redevelopment agencies throughout the state were ordered to “wind down.” Yuba City opted to continue in the capacity of the Successor Agency (SA) to the former Redevelopment Agency as part of the process. The FY 2020-21 budget includes only the cost allocation reimbursement to the general fund for staff support services provided to the SA and the scheduled debt service payments made on behalf of the SA (shown on the Debt Summary pages of the budget). This is because the SA is now a separate legal entity. During FY 2014-15, the SA received its Finding of Completion from Department of Finance and submitted its Long Range Property Management Plan (LRPMP) for approval. Department of Finance approved the LRPMP in September 2015, enabling the SA to begin selling property and winding down the affairs of the former agency.

Key Issues and Priorities This budget focuses on the maintenance of existing services and infrastructure. At the City Council’s Annual Goals & Priority setting Workshop held in March, 2019, the Council’s priorities were refined as follows: Public Safety—Safe Community: Ensure

the Highest Level of Public Safety Fiscal Stability: Maintain and Enhance the

Fiscal Stability of Yuba City

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Organizational Culture: Foster a Culture of Customer Service, Transparency and Accountability

Business Friendly: Yuba City is “Open for Business”

Enhance Partnerships: Strengthen and Develop Partnerships within our Region

Quality of Life: Maintain and Enhance our Quality of Life

Infrastructure: Identify and Address our Infrastructure Financial Needs

Homelessness and Vagrancy: Address Homeless Issues in our Community

Examples of how City Council plans to implement these goals and priorities are following:

Ensure the Highest Level of Public Safety (Safe Community):

o Prioritize Staffing

o Public Safety Community Awareness

o Emergency Preparedness

Maintain and Enhance the Fiscal Stability of Yuba City:

o Ensure ongoing expenditures are supported by ongoing revenues

o Develop a plan to manage the impact of pension costs

o Evaluate and enhance relationships with allied agencies

o Manage and stabilize/justify water and wastewater fees

o Explore opportunities to expand and diversify City-wide revenue sources

Foster a Culture of Customer Service, Transparency & Accountability:

o Workplace Culture

o Professionalism

o Employee Development

o Recruitment and Retention

Ensure that Yuba City is Open for Business:

o Review the City’s Development Impact Fees

o General Plan/Zoning Code Updates

o Branding and Marketing

o Process Improvement and Development

Strengthen and Develop Partnerships within Our Region:

o Workforce Development

o Regional Partnerships

o Community Engagement

Maintain and Enhance our Quality of Life:

o Clean and Safe Neighborhoods

o Parks/Recreation and Arts

o Public Outreach

Identify and Address our Infrastructure Financial Needs:

o Infrastructure Investment

o Community Involvement

o Ensure the City’s Physical Infrastructure is Planned, Funded and Maintained

o Fix and Maintain City Roads

Address Homeless Issues in our Community:

o Work with Regional Agencies to Address Homelessness

o Vagrancy and Blight

o Dedicated Staffing

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Accomplishments Some of the major accomplishments in the past year include:

Continued to be committed to maintaining a system of transparency, public engagement, and collaboration; thus, ensuring the public’s trust.

Continued to monitor the City’s financial health and ensure the goal of attaining a balanced budget.

Ensured adequate revenues in the Water and Wastewater Enterprise Funds for operations and maintenance, debt service coverage, and capital improvement projects.

Provided adequate staffing in the Police Department to address quality of life issues by authorizing an Officer position specifically dedicated to homeless issues.

Held six public community workshops to examine and find solutions to the City’s unfunded pension liability.

Held a public community workshop to discuss options to encourage building and development within the City. An ad hoc committee was formed along with members of the Development community.

Formed an ad hoc committee to work with the Sutter County Board of Supervisors on the Bogue Stewart Master Plan and Master Tax Exchange Agreement.

Formed an ad hoc committee to work with the Sutter County on regional homeless issues.

Formed an ad hoc committee to examine the option of banning flavored tobacco products.

Implemented online “virtual” City Council meetings in response to COVID-19 stay-at-home restrictions, and encouraged public participation in City Council meetings.

Along with Marysville, Yuba County, and Sutter County, brought back and sponsored the Regional Fireworks show.

2020 - 2021 Initiatives The initiatives listed below are examples of the Council’s commitment to further their stated priorities and goals: Continue to monitor State issues regarding

Pension Reform. Unfunded liabilities for pensions will continue to light-up the political landscape. In the current economic environment, pensions have become an unsustainable liability for most jurisdictions.

Continue to support and advance leadership and skills training for City Staff, ensuring the City continues to have the best employees in the State.

Continue to promote and extend the “Clean and Safe” program to remove blight and vagrancy issues by adopting an ordinance for local retail business collecting their own shopping carts.

Advance the preparation of the Bogue/Stewart Master Plan, including the Sphere of Influence Expansion, Environmental Impact Report, and Annexation.

Encourage land uses, densities and regulations that promote efficient development patterns and relatively low municipal costs.

Serve as the City’s Election Official, and coordinate the November 2020 General Election with the Sutter County Registrar of Voters.

Continue to administer and improve the yc311 App for the website, iPhone and Android users; facilitating direct communication for reporting issues such has graffiti, traffic, streetlights, pot holes, as well as information on paying utility bills, etc.

Promote the expansion/stabilization of the current economic base, and create of a range of employment opportunities in the local area.

Evaluate success of new e-payment solution options (pay by phone, pay online, customized new bill) and increase the number of customers opting out of paper bills, and search for improvements to the service.

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City of Yuba City

Sutter Buttes

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Strategic Goals

Strategic Goal # 1 Safe Community: Ensure the Highest Level of Public Public Safety Safety. Strategic Goal # 2 Maintain and Enhance the Fiscal Stability of Fiscal Stability Yuba City. Strategic Goal # 3 Foster a Culture of Customer Service, Transparency. Organizational Culture and Accountability. Strategic Goal # 4 Yuba City is “Open for Business” Business Friendly Strategic Goal # 5 Strengthen and Develop Partnerships within our Enhance Partnerships Region. Strategic Goal # 6 Maintain and Enhance our Quality of Life. Quality of Life Strategic Goal # 7 Identify and address our Infrastructure Infrastructure Financial needs. Strategic Goal # 8 Address Homeless issues in our Community. Homeless and Vagrancy

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City Council

Strategic Goal # 1 Public Safety Strategic Goal # 2 Fiscal Stability Strategic Goal # 3 Organizational Culture Strategic Goal # 4 Business Friendly Strategic Goal # 5 Enhance Partnerships

Strategic Goal # 6 Quality of Life Strategic Goal # 7 Infrastructure Strategic Goal # 8 Homeless and Vagrancy

1. Plan and prepare for the City’s future growth

through the General Plan and zoning update. Ensure that specific plans and annexations follow the adopted growth policies, thereby making Yuba City a desirable place to live and work.

2. Investing in a fiscally responsible

infrastructure program, which includes: transportation, bridges, road widening, interchanges, sewer and water, levee improvements and storm drains, which are critical to the long-term economic health and livability of Yuba City.

3. Develop our economy by having a strong

economic policy to provide for the redevelopment of the downtown as a strong commercial hub for the region. Provide future job centers and increase employment for our residents through enhancing our image as an events and workforce destination.

4. Committing the necessary resources,

including Public Safety (Police, Fire, Flood Protection), to ensure a safe living environment for the community.

5. Maintaining high ethical standards and good

moral judgment must be foremost in the actions of the City Council. Continuity of services through development of our organization are rooted in leadership and succession planning.

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City Manager



1. Planning for the future of the City, both

internally as well as externally, looking to long-term positive outcomes, making Yuba City a desirable place to live and work.

2. Implementing the new General Plan, the

downtown Strategic Plan, Infrastructure Plan, and an employee development plan which will produce long-term economic benefits to the City in order to meet its service delivery requirements for a growing city.

3. Ensure implementation of City growth

polices to provide for improved quality of life for all City residents.

4. Provide for the long-term economic health of

the City through prudent fiscal stewardship.

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City Clerk



1. Continue to use technology to create a more

efficient method of maintaining official records and provide easy access to records for the public and City staff through the City’s website.

2. Enhance outreach to the community to

increase participation and diversity on the City’s Boards, Commissions and Committees.

3. Be committed to maintaining a system of

transparency, public engagement, and collaboration, thus ensuring the public’s trust. Transparency in government promotes accountability and provides information for citizens about what their local government is doing. Local government should be easily accessible, dynamic, and contain the information that is the most desired and useful to the community.

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1. Provide Opportunities for Jobs. 2. Create a Positive Community Image.

3. Business Retention and Growth.

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Finance



1. Monitor general fund budget every 90 days.

We will monitor the City’s revenue and expenditures and report to Council, City employees and the public every 90 days in order to assure financial information is communicated timely and corrective action may be taken to address the City’s structural budget deficit.

2. Long Range Financial Planning. By evaluating the City’s budget on a multi-year basis, the City is able to plan on a long term basis so that resource allocation is better aligned with the organizational mission.

3. Use of technology. Finance is transitioning

to an almost paperless office by utilizing an electronic document scanning system. Staff will continue to store documents in electronic format in the Synergy system.

4. Access to Information. Integration of

reporting software through the use of www.yubacity.net (Direct Link Systems) provide a means for the public to register compliments, questions and complaints for City official’s review and response.

5. Continue to apply for and receive awards for

City’s Budget and CAFR (Comprehensive Annual Financial Report).

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Finance

6. Access to Information. Maintenance of the

City’s information system through the use of GIS (Geographical Information Systems) provides a means for employees and the public to access consistent and current information.

7. Promoting Services. Enhancing

communications with our customers (both employees and citizens) and promoting our City services will increase the spread of information and ideally increase civic awareness.

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Human Resources



1. Review current benefits packages in order to

provide excellent benefits to our employees while negotiating the best possible rates.

2. Provide for a comprehensive Risk

Management Program including: safety training to include updated OSHA mandates and a reduction in the number of workers’ compensation claims and length of time off work.

3. Continue staff training, and cross-training, in

order to increase efficiency, provide professional development, and maintain up-to-date knowledge of changing technology, labor laws and regulations affecting both Human Resources’ and the City’s operations.

4. Continue the City’s outreach into the

community to increase applicant diversity.

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Human Resources

5. During negotiations with bargaining units,

maintain service levels.

6. When conducting business with each other

and our customers, we will be fair and open- minded in our interactions while maintaining a high level of sensitivity and confidentiality.

7. Be and internal resource for the City’s

management and supervisors in dealing with a wide range of issues.

8. During ever-changing times, continue to

expand knowledge and execute precise and necessary tracking and knowledge of the Affordable Health Care Act (ACA).

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Development Services



1. Ensure implementation of City’s Growth

Policies to promote a comprehensively well planned community that will provide for improved quality of life for all City residents.

2. Ensure public health and safety in building

construction by providing an informed and knowledgeable working staff that can perform necessary plan check review and inspection of all construction projects within the city

3. Continue pre-annexation zoning for the

Sphere of Influence in conformance with the General Plan Land Use Diagram through the completion of master and specific plans and with policy direction from the City Council.

4. Provide for alternative development of the

City’s former Redevelopment Area now that the Redevelopment Agency has been dissolved.

5. Continue to promote new economic

development opportunities for business expansion, retention and attraction through the implementation of a “business –friendly” development approval process.

6. Continue to provide and expand the supply

of decent, safe, sanitary, and affordable housing for all economic segments of the community.

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7. Provide for proactive code enforcement

services that will ensure a safe and attractive community.

8. Enhance communications between the City

and our customers by providing an open discussion forum for feedback on department services.

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Police



1. Instill the ethical principles and quality

values that professional law enforcement is known for in all our new police employees.

2. Implement and/or modify as required, our

Strategic Plan document to effectively plan for personnel and infrastructure enhancements in order to adequately address our expanding City population.

3. Continue to keep our focus on creating

viable community partnerships and engaging in effective problem solving with the ongoing goal of continued excellent customer service.

4. Foster continued principles of individual and

group accountability by virtue of COMPSTAT (bi-weekly meetings involving representation of all Police Department groups, examining crime patterns, areas of concern, internal procedures which can be improved and evaluation of created action plans). This is done with the belief in mind that the absence of crime is the best evaluator of police performance.

5. Track technology advancements, which may enhance our effective and efficient delivery of police service and/or benefit officer safety.

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Fire



1. Our growing community continues to

increase the demands placed upon our Fire Department. We will remain committed to getting the right response personnel and equipment to the right place as quickly as possible.

2. Local, State and Federal requirements

involving staffing, deployment and personnel issues will continue to impact our ability to provide essential services. Staffing levels and organizational structure, along with recruiting, training and retaining quality employees will continue to be a top priority.

3. Our community is accustomed to receiving

high quality fire and life safety services. These services do come with a cost. Cost recovery, where appropriate, and revenue generation will continue to be a priority for the Fire Department.

4. Fire prevention efforts are well documented

as being more cost effective than fire suppression efforts. Enhancing the requirements for built-in fire protection systems in Yuba City will be pursued.

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Fire

5. Cooperating with neighboring fire and life safety service providers is in the best interests of our community. The Fire Department will continue to evaluate and pursue cooperative service agreements when possible.

6. Through Fire Department Leadership

Training, continue to build upon our Fire Department Vision of “Embracing a Lifestyle of Passion, Integrity and Honor, through Selfless Customer Service, Investing in our Employees and Investing in our Infrastructure.”

7. In an effort to be better prepared for a major

emergency or disaster, the Fire Department will begin the phase of siting, designing, and funding through grants of the City Emergency Operations Center (EOC) and Regional Training Center.

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Public Works



1. Traffic Circulation Improvements: North-

south and east-west traffic suffers from a lack of major streets intended to be collectors to move traffic away from neighborhoods quickly and with minimal congestion.

2. Economic Development and

Redevelopment: Infrastructure construction and continuation is needed to enhance redevelopment areas.

3. Quality of Life: Continue program to update,

enhance, and expand those City facilities (parks, etc.) that provide quality of life.

4. Maintain What We Have: Proper and

continued maintenance of all of the City’s facilities and road system will extend facility life and save money.

5. Flood Protection: Improve the levee system

protecting the City to ensure a minimum 100-year flood certification by FEMA.

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Community Services



1. Position our department to operate from a

proactive rather than reactive approach as the City continues to experience growth and development.

2. Enhance and maintain the physical and

aesthetic qualities of all public parks entrusted to our care.

3. Maintain and expand the quality, variety

and affordability of our recreational programs, activities, services and special events to a growing community.

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Utilities



1. Regulations: The water supply industry is

coming under more stringent regulations that requires increased process control monitoring, analysis of water at lower chemical detection limits, and increased operator training. Improvements are being made to the groundwater and surface water systems to exceed regulatory requirements.

2. Sense of Community: Yuba City is known

for providing high quality water. One reason a new citizen may choose to live in Yuba City is the drinking water quality. As Yuba City grows and expands the water supply must stay one step ahead.

3. Organizational Development: Continued

training of operations and maintenance staff is required in order to meet with new and changing regulations, increased efficiency, and professional development.

4. Quality Service Delivered: Customers take

for granted that water delivered to their homes and businesses is healthy and meets all standards. The health and safety of our customers is our highest priority.

5. Use of Technology: The Water Treatment

Unit is committed to providing the most appropriate and cost effective use of modern technology.

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Utilities

6. Modern Infrastructure: It is imperative that the water system stay ahead of demand. In order to meet the long-term objectives, the Water Master Plan is again being updated.

7. Prudent Financial Management:

Management of the operations and capital improvement accounts are revised and evaluated to ensure fiscally responsible management.

8. Exceptional Pubic Health and Safety:

Health and Safety remain our highest priorities, as the Wastewater Treatment Facility Team, both for our employees and the community. The Team works collaboratively to solve, potential health and safety concerns that may affect the community.

9. Exceptional Public Health and Safety: The

Team continues to improve effluent water quality due to stricter water quality standards. Standards are regulated by the California Regional Water Quality Control Board through NPDES permits. Improvements to existing treatment process units continues to challenge the Team as the City grows and new regulations are implemented. In addition, the Department will be challenged during implementation of new Waste Discharge Requirements for the collection system to reduce sanitary sewer overflows to protect public health.

10. Sense of Community: As the City expands

within the sphere of influence the Team works cooperatively with the development industry to ensure wastewater infrastructure is expanded, coordinated with other infrastructure, and appropriately phased to benefit both existing and new customers.

11. High Quality of Life: The Team maintains

and operates the facility, which protects the high quality of water in the Feather River.

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Utilities

12. Organizational Development: The Team focuses on continuous improvement through attendance at conferences and training courses to enhance their skills in order to maintain high quality services to the community. To prepare for the future, the Team will focus on succession planning.

13. Quality Service Delivery: Development has

occurred around the perimeter of the Wastewater Treatment Facility, which requires constant vigilance by the Team to ensure that the facility is a good neighbor. The Team is continuously improving the entire facility’s odor and fly control systems.

14. Quality Service Delivery: The department is

continuously improving communication with internal and external customers.

15. Use of Technology: The Team uses a

combination of the latest computer software and instrumentation to maintain and operate the facility both on-site and remotely.

16. Modern Public Infrastructure: As the City

grows the department will continue to be challenged by providing adequate funding for new infrastructure through connection fees and implementation of the Wastewater System Master Plan.

17. Prudent Financial Management: All future

underground infrastructure and roadway work will be coordinated to assure the most efficient expenditure of public funds. In addition, the Team will ensure fees are adequate and development is able to occur with sufficient infrastructure.

18. Prudent Financial Management: Energy

conservation is always a top priority of the Wastewater Treatment Facility.

19. Balanced Economic Development: The

Team will be using a hydraulic modeling tool to ensure infrastructure is adequately sized and has the capacity necessary for development within infill areas and within the Sphere of Influence as defined by the General Plan.

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Utilities


State of California Department of Health Services has certified the City laboratory in both water and wastewater analysis. Having a local laboratory certified by the State Department of Health Services helps provide exceptional service to maintain public health, safety and welfare.


Pre-treatment Program continues to identify and measure pollutants being discharged to the Wastewater Facility by both domestic and industrial sources. By quantifying these pollutants, the Utilities Department can communicate with customers effectively and thus improve customer satisfaction.

22. Use of Technology: The modern laboratory is computerized to automate sample processing, data manipulation, report generation and archiving. The use of technology is necessary in providing high quality services to the public.

23. Modern Public Infrastructure: The

laboratory utilizes advanced instrumentation systems to meet the regulatory and customer demands. Automated laboratory equipment in conjunction with the laboratory computer network allows lab staff to quickly respond to customer needs.

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The General Plan

On April 8, 2004 the City Council adopted the new General Plan with Resolution #04-049. The General Plan is a statement for the direction the City is taking as it grows into the future. The General Plan helps the City map out the look and style of new development so that growth is controlled and the City can maintain a high level of service to its customers. The General Plan update happens once every 10 years so that the City never falls out of step with growth.

The City is at a crossroads – regional projections estimate that the population will increase by upwards of 50,000 persons over the next 20 years – effectively doubling the 2002 population. Currently, the residents of Yuba City enjoy the City’s small size, the availability and affordability of housing, it’s small town feeling, and the surrounding rural landscape. This plan, based on input from Yuba City citizens, business owners, elected officials, and City staff, strives to maintain what is good and desirable about Yuba City as it grows into the future. This plan builds on the quality of current planning work in the City – such as the Buttes Vista Neighborhood Plan, and the Harter and Central City Specific Plans – and to carry through those city-building principles to the City as a whole. It also is coordinated with and supports ideas in the Sutter County General Plan. The maps and policies presented in the Plan are based on a real need for accommodating a future population and employment base combined with a real vision for the future. The Plan is comprehensive and long-range in scope. It will be used on an on-going basis as many City regulations, requirements, and actions are required by State law to be consistent with the General Plan. The Plan draws its ideas and policies from the many citizens who participated formally and informally in making both difficult and easy choices. The Plan envisions a growing community that preserves much of it’s small town feel and social fabric with an improved economy, new job opportunities, affordable housing, improved public services and facilities, new parks, an urban growth boundary that protects the much-prized rural agricultural landscape, and an overall improved quality of life.

The Yuba City General Plan is a document required by State law and adopted by the City Council that addresses issues related to physical development, growth, and conservation of City resources. The Plan: Outlines a vision of long-range physical

planning and land uses in order to address the economic development and resource conservation aspirations of the community;

Provides strategies and specific implementing actions that will allow this vision to be accomplished;

Establishes policies and standards to be used as a basis for judging whether specific development proposals are in concert with the goals of the community;

Provides guidelines and policies by which City departments, public agencies, and private developers can design projects that will enhance the character of the community, preserve and enhance critical environmental resources, and minimize hazards; and

Provides the basis for establishing and setting priorities for detailed plans and implementing programs, such as the Zoning Ordinance, specific plans, impact fee studies, and the Capital Improvement Program.

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HA

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TER

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PAR

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MA

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NEW LOCAL BRIDGE

Figure 3-1

General Plan Diagram

4/6/04

Low Density Residential

Medium/Low Density Residential

Medium/High Density Residential

Parks, Recreation & Open Space

Agricultural/Rural

Greenway/Bikeway/Pedestrian Link

Public & Semi Public — HS-High School;EMS-Elementary/Middle School

Regional Commercial

Community Commercial

Neighborhood Commercial

Office & Office Park

Business, Technology & Light Industry

Manufacturing, Processing & Warehousing

Agricultural/Resource-basedIndustrial Opportunity Area

Planning Area

1/2 Mile Radius

Potential Interchange

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The General Plan – Growth Policies

DEVELOPMENT AGREEMENTS The Growth policies in the Yuba City General Plan recognize that growth is caused by a wide variety of factors: state of the economy, interest rates, and availability of infrastructure outside of the City’s jurisdiction. While most of these factors are out of the control of the City, the City should control the planning of land use and the financing of all new infrastructure including new roads, public improvements, and public safety services. To this end, the City can influence the rate of growth, the location of growth, the timing of growth, level of service, and the provision of municipal services including sewer and water and public safety services. Within the areas identified as “Specific Plan Area,” no preannexation zoning shall be accepted until completion of the specific plan. Within the areas identified as “Master Plan Areas,” preannexation zoning requests may be processed pending approval of a Development Agreement that addresses the 12 policies presented below.

GROWTH POLICIES Prior to the City processing a preannexation zoning application, the following policies shall be implemented: 1. Prior to the City finalizing a development

agreement, the developer will have a letter from the affected school district stating that the developer has satisfied their requirements for school infrastructure. This would generally apply to any developments over four residential units. The school district would expect, at a minimum, that all residential developments enter into a Mello Roos District and that, depending on the size of development, land dedication and school development may be an alternative subject to negotiation with the District.

2. All residential subdivisions will include an

affordable housing component that meets the minimum production standard of affordable housing outlined in the regional

compact adopted by the City of Yuba City in November, 2004. The housing production standard requires all new housing construction supply a minimum of 10% affordability as follows: 4% very low income, 4% low income, and 2% moderate or additional low or very low income (4-4-2).

There are a variety of options of how best to meet the affordable housing requirement. These options would be subject to negotiations between the City and developer.

3. Drainage Plans shall be provided for all

subdivisions of land and shall comply with the City and County’s master drainage plans.

4. All developments proposing preannexation

zoning to the City will enter into a Development Agreement with the City. At a minimum, the Development Agreement will address the financing of roads, parks, public facilities, sewer, water, drainage, and surrounding infrastructure as established in the General Plan.

5. All residential subdivisions shall meet the

minimum standards for residential design as established by the City Council.

6. Sewer and water fees, including connection

fees and the installation of major trunk lines from both plants, shall be incorporated into the cost of development and shall be part of the Development Agreement.

7. Development will be required to pay their fair

share of major roadwork as part of their development and, in some cases, construct improvements of collectors and arterials that will adequately address infrastructure concurrent with their proposed development. This would be negotiated as part of the Development Agreement.

8. Payment of impact fees, which incorporate

the public improvements necessary to implement the General Plan, will be required and will be part of the Development Agreement. These fees will be estimates

39

The General Plan – Growth Policies

and final payment will be based on a formally adopted impact fee study approved by the City Council. In addition to the park impact fee, the Quimby Act will apply.

9. Payment of a fee to address levee

improvements and potential flood issues will be required as part of the Development Agreement.

10. All developments will enter into a

Community Facilities District to assist in funding police, fire, streets and park maintenance.

11. All developments will address the

community design policies in the General Plan including walkable, livable concepts and address the village concept as provided for in the General Plan.

12. It will continue to remain the policy of the

City of Yuba City that City services will not be extended to unincorporated areas of the Sphere of Influence without first annexing to the City. As in the past, exceptions can be granted for serious health and safety related problems.

SUMMARY Once the provisions of the policies have been completed and checked off by the Development Services Department and approved by the City Manager, a hearing for preannexation will be scheduled before the Planning Commission and City Council for consideration. All of these policies are subject to adequate sewer and water capacity and will be processed on a case-by-case basis. Developments completing the process and receiving preannexation zoning and annexation to the City will be issued building permits based on the City’s ability to provide sewer and water at that time.

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Financial Policies

SUMMARY 1. The City’s updated fiscal policy strives to

maintain a minimum General Fund balance reserve equal to 15% of its operating budget. City Council approved increasing the level from 10% to 15% in November, 2013.

2. The City will strive to fund all current

expenditures from current revenues, avoiding procedures that balance current budgets by postponing needed expenditures, accruing future revenues or rolling over short-term debt.

3. One-time funds will not be budgeted or used

to pay ongoing operating expenses for the City. Exceptions require City Council approval and a financial plan to get back to covering ongoing expenditures using only ongoing revenues.

4. Recurring revenue growth will be used to

pay for recurring expenditures. Recurring expenditure increases should not be approved which exceed recurring revenue growth. Any new or expanded programs will be required to identify new funding sources and/or offsetting reductions in expenditures.

5. The Water and Wastewater Enterprise

Funds will have revenues (customer charges, interest income, and all other income) sufficient to meet all cash operating expenses, capital expenses, prescribed cash reserves, and debt service coverage requirements set forth in related bond covenants.

6. All Internal Service Funds will have

revenues (intra-City user charges, interest income, and other income) sufficient to meet all cash operating expenses and capital expenses. Such revenues shall also be sufficient to maintain cash reserves, which approximate the balance in accumulated depreciation.

7. The City will maintain appropriate reserves

in the Employee Benefits Fund, Dental/Vision Fund, Disability Program

Fund, General Liability Insurance Fund, and Workers’ Compensation Insurance Fund to meet statutory requirements and actuarially projected needs.

8. The City will strive to maintain a minimum

working capital balance equal to 90 days of operating requirements for the Water and Wastewater Enterprise Funds operating budgets. In addition, a cash capital improvement reserve will be maintained for capital improvement projects.

9. The City will maintain a long-range fiscal

perspective through the use of an Annual Operating Budget, a five-year Capital Improvement Program, and a five-year revenue and expenditure forecast.

10. Major capital improvement projects will be

funded using the most financially prudent method available. Such methods include:

Traditional long-term financing (bond

issues). “Pay As You Go” financing (using

recurring revenues only). Combination of debt financing and “Pay

As You Go” financing. Using cash accumulated in excess of

policy requirements. 11. A Fiscal Impact Statement will be provided

with each staff report submitted to the City Council as part of the City Council agenda process.

12. The City will comply with all the

requirements of “Generally Accepted Accounting Principles.”

13. The City will annually review and adopt a

formal set of Investment Policies. 14. The City will annually review and adopt a

formal set of Debt Policies. 15. The City will strive to pay competitive market

level compensation to its employees.

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Financial Policies

INVESTMENT POLICY

It is the policy of the City of Yuba City to invest public funds in a prudent manner which will provide maximum security while meeting daily cash flow demands and conforming to all statutes governing the investment of public funds. Within these parameters, funds will be invested to optimize investment return. The purpose of this document is to set forth the City’s policies guiding prudent investment of temporarily idle funds and to establish guidelines and objectives for suitable investments including delegation of authority, prudence, monitoring and reporting, policy review, diversification, eligible securities, safekeeping, collateralization, selection of depositories, brokers/dealers, and glossary of terms. A copy the City of Yuba City Investment Policy is available upon request from City Hall.

DEBT POLICY In recognition of its responsibility for the management of debt obligation for itself and its component units, the City of Yuba City has developed a comprehensive set of formal debt policies. Such policies are necessary in order to consolidate information of debt obligations and to maintain good credit standing. These policies will be reviewed annually by the City Treasurer and Finance Director (the Debt Policies Committee) and any changes will be presented to the City Council for approval. The City of Yuba City shall issue bonds primarily to finance capital improvement projects in accordance with set procedures included in the document. In a few instances, the City may be permitted to issue bonds to finance other projects or purposes, including operating expenses. However, such uses must receive City Council approval. For the purpose of this document, the term “bond” shall also include a variety of debt instruments including notes, commercial paper, certificates of participation, etc.

A copy the City of Yuba City Debt Policy is available upon request from City Hall.

FUND BALANCE POLICY

In June, 2011, City Council adopted a Fund Balance Policy in accordance with the requirements of Governmental Accounting Standard Board Statement No. 54. This Policy establishes procedures for reporting fund balance classifications, establishes prudent reserve requirements, and establishes a hierarchy of fund balance expenditures. The policy also authorizes and directs the Finance Director to prepare financial reports, which accurately categorize fund balance per GASB Statement No. 54. GASB 54 establishes five components of fund balance, each of which identifies the extent to which the City is bound to honor constraints on the specific purposes for which amounts and be spent as follows: Non-spendable fund balance, restricted fund balance, committed fund balance, assigned fund balance and unassigned fund balance. A copy the City of Yuba City Fund Balance Policy is available upon request from City Hall.

42

Budget Policies

GENERAL POLICIES Budgetary emphasis will focus on providing high quality municipal services, recognizing the fundamental importance to the citizens of public safety and properly maintained infrastructure. The City will strive to fund all current expenditures from current revenues, avoiding procedures that balance current budgets by postponing needed expenditures, accruing future revenues, or rolling over short-term debt. The budget will provide sufficient funding for adequate maintenance and orderly replacement of capital plant and equipment. Future maintenance needs for all new capital facilities will be fully costed out, and added costs will be recognized and included in future year budget projections. Strong customer service and productivity improvements, with a focus on value added services, remain important budgetary goals.

BUDGETARY PROCEDURES AND AUTHORITY

The Finance Department notifies all City Departments when monthly reports are ready for review comparing budget vs. year-to-date actual expenditures for their respective department. The City established a threshold cost of $5,000 for capitalization of fixed assets. This only applies if the estimated useful life of the asset is more than one (1) year. The City’s Budget Document will include selected performance measures to better describe the workload of the different City programs, to gauge our effectiveness in providing services, and to ultimately be able to compare the City’s overall performance with other like agencies. All budgetary procedures will conform to State regulation and Generally Accepted Accounting Principles (GAAP).

Specific levels of budgetary authority will be maintained:

1. Department heads will be responsible for ensuring that expenditures within departmental budget categories of salaries & benefits; materials, supplies and services; and capital outlay do not exceed appropriations. Budget appropriations will be made at the line-item level; however, the level of control (level at which expenditures may not exceed appropriations) will be total departmental appropriations for each of these budget categories.

2. The City Manager will have the authority to transfer up to $50,000 in appropriations between capital projects and between funds for capital projects in order to meet the policy intent of the City Council.

3. City Council approval will be required to transfer appropriations between departments.

4. Contract change orders may be handled administratively up to the amount of the contract contingency approved by the City Council and within the appropriations set forth by the City Council.

REVENUE POLICIES

A diversified and stable revenue system will be maintained to shelter the City from short-run fluctuations in any single revenue source. The City will estimate revenues using an objective, analytical process; in the case of assumption uncertainty, conservative projections will be utilized. Revenues will be projected for the current year and the next four years, will be updated at least annually, and will be reviewed semi-annually. Intergovernmental assistance in the form of grants and loans will be used to finance only:

1. Capital improvements that are consistent with the Five-Year Capital Program priorities and can be maintained and operated over time; or

43

Budget Policies

2. Technological upgrades or enhancements; or

3. Capital acquisition items; or

4. Operating programs which either can be sustained over time or have a limited horizon.

5. Other areas as determined by the City Council to be in the best interest of the City.

One-time revenues will be used for operating programs only after an examination determines whether they are subsidizing an imbalance between operating revenues and expenditures, and only if a long-term forecast shows that the operating deficit will not continue. In general, one-time revenues will be used only to support capital or other non-recurring expenditures. All fees and charges for each enterprise fund (i.e., Water and Wastewater) will be set at a level that fully supports the direct and indirect cost of the enterprise.

RESERVE POLICY The City’s enterprise funds shall maintain working capital equal to at least 90 days of operating requirements for the Water and Wastewater operating budgets. This will be evaluated as of June 30th of each fiscal year end. The City’s internal service funds shall maintain working capital of at least 60 days of operating requirements. This will be evaluated as of June 30th of each fiscal year end. The City’s general fund shall maintain a fund balance equal to 15% of the total expenditures appropriated for the following fiscal year. This will be evaluated and measured as of June 30th of each fiscal year end. Prior to the recession, any funds in excess of the required 15% fund balance were placed into the unallocated general fund capital improvement project account. During FY 2016-17, the City established a Pension Stabilization Trust Fund. Included in the resolution adopting the budget for FY 2017-18 was a change in the City’s

reserve policy wherein as of June 30, 2017, any surplus in excess of 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. This change in general fund reserve policy was reaffirmed as of June 30, 2019 with the adoption of the FY 2019-20 budget. The City strives to maintain its investment in capital equipment for vehicles and computers by utilizing internal service funds which “own” the vehicle, computer or server and “lease” it back to the user department throughout the useful life of the item. This practice is deemed prudent and will be continued for as long as is reasonably possible. Any action that significantly deteriorates the fund balance available for replacing capital assets must be approved by direction of the City Council. 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 of time. Funding of reserves will come generally from one-time revenues, excess fund balance and projected revenues in excess of projected expenditures. They will generally be reserved in the following priority order:

1. Reserve for Economic Contingency or Emergencies

2. Reserve for Capital Improvements

3. 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.

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GANN Appropriations

CITY OF YUBA CITY

GANN APPROPRIATIONS LIMIT FY 2020-21

In 1979, California voters approved Proposition 4 (Article XIII-B of the California State Constitution). Informally known as the "Gann Initiative," Article XIII-B provides limits regarding the total amount of appropriations in any fiscal year from "the proceeds of taxes." In 1980, the State Legislature added Section 9710 to the Government Code. This section states that the governing body of each city must establish, by resolution, an appropriations limit for the following year. The limit for any fiscal year is equal to the previous year's limit, adjusted for population changes and the change in the US Consumer Price Index (or California per capita personal income, if smaller). The necessary statistical information is provided by the California Department of Finance. The original Article XIII-B (Proposition 4) and its implementing legislation were further modified by SB88 and Proposition 111 (approved by the voters in June 1990). The changes were incorporated into the FY 1990-91 and FY 1991-92 Appropriations Limits. Beginning with the FY 1990-91 Appropriations Limit, a city may choose annual adjustment factors. The adjustment factors include the growth in the California Per Capita Income, or the growth in the non-residential assessed valuation due to construction within the city and the population growth within the county or the city. The following compares the difference between Yuba City's FY 2019-2020 Appropriations Limit and the estimated proceeds of taxes in the adopted FY 2020-2021 Annual Budget. It reflects a significant gap of $174,277,992. The City remains well below its Appropriations Limit for FY 2020-2021.

Yuba City Appropriations Limit

Fiscal Year Appropriations Limit Subject to Limit Difference1998-1999 22,053,773 11,287,371 10,766,4021999-2000 23,168,150 11,742,557 11,425,5932000-2001 24,507,269 12,121,933 12,385,3362001-2002 31,472,235 13,723,116 17,749,1192002-2003 32,671,327 15,469,027 17,202,3002003-2004 36,124,686 17,528,659 18,596,0272004-2005 39,119,422 18,111,670 21,007,7522005-2006 46,743,797 21,537,304 25,206,4932006-2007 50,254,256 25,972,260 24,281,9962007-2008 53,867,537 27,832,496 26,035,0412008-2009 60,611,753 28,429,415 32,182,3372009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021

116,156,363 116,353,829 120,589,108 126,136,207 133,616,084 150,318,095 157,984,318 167,131,610 182,541,144 189,861,044 199,183,222 206,254,226

25,527,163 23,828,071 23,210,946 23,049,722 25,359,739 26,381,439 28,281,716 30,377,348 31,615,591 32,080,601 33,834,750 31,976,235

90,629,200 92,525,758 97,378,162

103,086,485 108,256,345 123,936,655 129,702,602 136,754,262 150,925,553 157,780,443 165,348,472 174,277,992

45

GANN Appropriations

CITY OF YUBA CITY GANN APPROPRIATIONS LIMIT

FY 2020-2021 Appropriations Setting Limit Methodology

FY 2019-2020 Appropriations Limit $199,183,222 Percentage Change in Non-Residential Construction ............................................................... …..5.77% Percentage Change in Sutter County Population .......................................................................... -2.10% January 2019 to January 2020 FY 2020-2021 Appropriations Limit Adjustment Factor times 1.0355 (1.0577 x .9790) City of Yuba City FY 2020-2021 Appropriations Limit $206,254,226 Appropriations Subject to Limitation $ 31,976,235 FY 2020-2021 Difference $ 174,277,992

46

Budget Resolutions

EXHIBIT A Resolution No. 20-059

“Resolution of the City Council of the City of Yuba City Adopting the City’s Operating Budget for Fiscal Year 2020-2021.”

EXHIBIT B Resolution No. 20-060

“Resolution of the City Council of the City of Yuba City Adopting the City’s Capital Improvement Program Budget for Fiscal Year 2020-2021.”

EXHIBIT C Resolution No. 20-061

"Resolution of the City Council of the City of Yuba City Determining and Establishing the City's Appropriations Limit for Fiscal Year 2020-2021."

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City of Yuba City

Town Fountain

52

Budget Summaries

The Budget Summaries section uses charts and tables to provide an overview of the Adopted FY 2020-21 Budget. This section is organized as follows:

City Wide Source of Funds Pie Chart ......................................................................................................... 54 City Wide Use of Funds Pie Chart .............................................................................................................. 55 General Fund Use by Department Pie Chart .............................................................................................. 56 General Fund History & Projections Chart .................................................................................................. 57 All Funds Budget Summary ........................................................................................................................ 59 All Fund Summary-Revenues by Category ................................................................................................. 60 All Fund Summary-Expenditures by Category ............................................................................................ 61 Budget Comparison By Fund-Revenues .................................................................................................... 62 Budget Comparison By Fund-Expenditures ................................................................................................ 63 All Program Summary ................................................................................................................................. 64 Interfund Transfer Summary ....................................................................................................................... 67 Internal Service Charge Summary .............................................................................................................. 68 The Value of City Services Chart ................................................................................................................ 69 Debt Service ................................................................................................................................................ 70 Debt Summary ............................................................................................................................................ 74 Future Year Debt Obligation ....................................................................................................................... 75 Lighting & Landscape Maintenance Districts .............................................................................................. 76 Full-Time Equivalent Positions .................................................................................................................... 77 Personnel Changes ..................................................................................................................................... 79 Full-Time Equivalent Charts ........................................................................................................................ 80 Employee Benefit Summary ........................................................................................................................ 82

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Citywide Source of Funds

Fiscal Year 2020-21

Taxes 30,315,600$ Licenses & Permits 1,161,800 Intergovernmental 6,665,300 Service Fees 37,305,394 Interest & Rentals 972,292 Other Revenues 17,243,415 Internal Charges & Transfers 14,322,939

Total Revenues 107,986,740$

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Citywide Use of Funds

Fiscal Year 2020-21

General 45,019,981$

Special Revenue 20,299,001

Water 13,793,414

Wastewater 15,125,450

Internal Service 10,275,070

Total Expenditures 104,512,916$

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General Fund Use by Department

Fiscal Year 2020-21

Adopted Per Capita2020-21 2020-21

Population 70,458

Legislative/Administrative 1,217,926$ 17.29$

Finance/IT 2,748,877 39.01

Human Resources 1,003,801 14.25

Development Services 1,471,118 20.88

Police 17,312,456 245.71

Fire 11,094,807 157.47

Public Works 5,023,199 71.29

Non Departmental 383,500 5.44

Community Services 4,764,297 67.62

Total Expenditures 45,019,981$ 639$

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General Fund History and Projections

Fiscal Years 2010-11 Through 2024-25

This chart illustrates Yuba City’s recent, historical general fund revenues and expenditures and calls out notable global eras for budgeting. These eras all brought challenges and it has been healthy reserves and consistent salary savings which has kept Yuba City healthy and ready for the next fiscal challenge. Operationally, having significant salary savings indicates ongoing staffing shortages and our struggle to support city council’s priorities while maintaining seamless service to our community. COVID-19 is the most notable challenge for fiscal years 2019-20 and 2020-21, reducing Yuba City’s largest revenue source, sales tax, by 15 percent as discussed in greater detail in the revenue highlights section. The dip in expenditures in fiscal year 2020-21 reflects the diligence and dedication of city departments to reduce costs through finding creative solutions to making due with less on a short-term basis while keeping service levels high. Each department reduced at least 2.5 percent with the exception of Development Services. Council was deliberate in leaving this root department for economic development to speed the city’s economic recovery and development. The future, growing net revenue reflects leveling pension costs, during that timeframe, and optimism that sales tax will recover and continue the strong growth we were seeing up to fiscal year 2018-19 and the first half of 2019-20.

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City of Yuba City

Feather River

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All Funds Budget Summary

FY 2020-2021

Estimated Projected

Beg. Balance Projected Total Ending BalanceFund Description 6/30/2020 Revenues Appropriations 6/30/2021

General Fund 6,377,622$ 43,224,100$ 45,019,981$ 4,581,741$

Special Revenue FundsCDBG Program 190,700 666,900 666,900 190,700 CDBG Housing RLF 68,200 19,700 19,000 68,900 HOME Program Income 142,900 147,900 50,000 240,800 Streets & Roads 4,153,700 16,056,900 16,559,600 3,651,000 Transportation Development Act 1,469,700 1,763,500 1,161,100 2,072,100 Traffic Safety 336,200 188,400 200,000 324,600 Suspended Traffic Offender Program 218,700 93,300 125,000 187,000 Development Impact Fees 11,032,800 1,171,900 591,591 11,613,109 Fire Mitigation Impact Fees 4,500 1,600 - 6,100 Lighting & Landscape Maint. Districts 528,700 872,960 820,352 581,308 Residential Street Lighting 73,300 105,926 105,458 73,768 DOE Energy Conservation 58,700 - - 58,700 Recology Rate Stabilization 64,600 - - 64,600 Total Special Revenue Funds 18,342,700 21,088,986 20,299,001 19,132,685

Enterprise FundsWater Enterprise 9,070,300 16,247,700 13,793,414 11,524,586 Wastewater Enterprise 8,377,900 17,201,400 15,125,450 10,453,850 Total Enterprise Funds 17,448,200 33,449,100 28,918,864 21,978,436

Internal Service FundsEmployee Benefits 565,200 3,727,800 3,727,800 565,200 Dental/Vision 285,300 582,200 530,000 337,500 Disability Program 211,500 85,900 43,500 253,900 General Liability 32,200 1,392,400 1,287,400 137,200 Workers Comp Insurance 1,184,000 1,424,300 1,674,300 934,000 Vehicle Maintenance 1,100 1,155,000 1,018,225 137,875 Vehicle Replacement 10,682,100 1,139,800 1,100,700 10,721,200 Technology Replacement 2,714,700 717,154 893,145 2,538,709 Total Internal Service 15,676,100 10,224,554 10,275,070 15,625,584

Total 57,844,622$ 107,986,740$ 104,512,916$ 61,318,446$

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All Fund Summary-Revenues By Category

FY 2020-21

Licenses Interest Internal& Inter- Service & Other Charges & Total

Fund Description Taxes Permits governmental Fees Rentals Revenues Transfers Adopted

General Fund 30,315,600$ 1,161,800$ 589,200$ 2,176,600$ 86,500$ 181,600$ 8,712,800$ 43,224,100$

Special Revenue FundsCDBG Program - - 666,900 - - - - 666,900 CDBG Housing RLF - - - - 19,700 - - 19,700 HOME Program - - 145,000 - 2,900 - - 147,900 Streets & Roads - - 3,515,400 - 41,500 12,500,000 - 16,056,900 Transportation Development Act - - 1,748,800 - 14,700 - - 1,763,500 Traffic Safety - - - 185,000 3,400 - - 188,400 Suspended Traffic Offender Program - - - 90,000 3,300 - - 93,300 Development Impact Fees - - - 1,008,700 110,300 52,900 - 1,171,900 Fire Mitigation Impact Fees - - - 1,500 100 - - 1,600 Lighting & Landscape Maint. Districts - - - 861,417 11,543 - - 872,960 Residential Street Lighting - - - 103,677 2,249 - - 105,926 Total Special Revenue - - 6,076,100 2,250,294 209,692 12,552,900 - 21,088,986

Enterprise FundsSurface Water Operating - - - 14,835,500 142,800 51,500 - 15,029,800 Water Capital - - - 450,000 112,900 - - 562,900 Water - SRF - - - 655,000 - - - 655,000 Wastewater Operating - - - 16,548,000 160,200 - - 16,708,200 Wastewater Capital - - - 390,000 103,200 - - 493,200 Total Enterprise - - - 32,878,500 519,100 51,500 - 33,449,100

Internal Service FundsEmployee Benefits - - - - 5,700 3,722,100 - 3,727,800 Dental/Vision Plan - - - - 2,900 579,300 - 582,200 Disability Program - - - - 2,100 83,800 - 85,900 General Liability - - - - 300 - 1,392,100 1,392,400 Workers Comp Insurance - - - - 11,800 - 1,412,500 1,424,300 Vehicle Maintenance - - - - - - 1,155,000 1,155,000 Vehicle Replacement - - - - 107,000 13,000 1,019,800 1,139,800 Technology Replacement - - - - 27,200 59,215 630,739 717,154 Total Internal Service - - - - 157,000 4,457,415 5,610,139 10,224,554

Total All Funds 30,315,600$ 1,161,800$ 6,665,300$ 37,305,394$ 972,292$ 17,243,415$ 14,322,939$ 107,986,740$

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All Fund Summary-Expenditures By Category

FY 2020-21

Salaries Supplies Internal& & Capital Charges & Total

Fund Description Benefits Services Acquisitions Transfers Adopted

General Fund 34,516,044$ 10,503,937$ -$ -$ 45,019,981$

Special Revenue FundsCDBG Program - 279,900 - 387,000 666,900 CDBG Housing RLF - 19,000 - - 19,000 HOME Program - 50,000 - - 50,000 Streets & Roads - - - 16,559,600 16,559,600 Development Impact Fees - 326,091 - 265,500 591,591 Traffic Safety - - - 200,000 200,000 Suspended Traffic Offender Program - - - 125,000 125,000 Transportation Development Act - - - 1,161,100 1,161,100 Lighting & Landscape Maint. Districts - 561,559 - 258,793 820,352 Residential Street Lighting - 95,251 - 10,207 105,458 Total Special Revenue - 1,331,801 - 18,967,200 20,299,001

Enterprise FundsSurface Water Operating 3,205,125 4,518,233 - 4,288,288 12,011,646 Water Capital 1,150,914 1,150,914 Water - SRF 630,854 630,854 Wastewater Operating 4,599,931 5,031,209 - 4,785,185 14,416,325 Wastewater Capital 709,125 709,125 Total Enterprise 7,805,056 10,180,296 - 10,933,512 28,918,864

Internal Service FundsEmployee Benefits - 3,727,800 - - 3,727,800 Dental/Vision Plan - 530,000 - - 530,000 Disability Program - 43,500 - - 43,500 General Liability - 1,287,400 - - 1,287,400 Workers Comp Insurance - 1,674,300 - - 1,674,300 Vehicle Maintenance 466,763 551,462 - - 1,018,225 Vehicle Replacement - 6,200 1,094,500 - 1,100,700 Technology Replacement - 485,645 407,500 - 893,145 Total Internal Service 466,763 8,306,307 1,502,000 - 10,275,070

Total All Funds 42,787,863$ 30,322,340$ 1,502,000$ 29,900,712$ 104,512,916$

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Budget Comparison By Fund-Revenues

FY 2020-21

Adopted/

Actual Actual Actual Amended Projected Adopted

Fund Description 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21

General Fund 40,551,811$ 43,038,135$ 44,458,608$ 45,948,500$ 43,300,600$ 43,224,100$

Special Revenue FundsCDBG Program 892,628 434,966 649,894 650,000 650,000 666,900 CDBG Housing RLF 4,799 5,984 14,390 15,100 19,500 19,700 HOME Program 338,072 266,346 148,454 75,000 153,100 147,900 Streets & Roads 5,314,842 16,675,185 34,354,204 33,610,300 17,935,800 16,056,900 TDA 1,347,929 1,302,104 1,606,096 1,701,500 1,714,500 1,763,500 Traffic Safety 122,050 154,208 196,916 191,500 202,600 188,400 Suspended Traffic Offender Program 117,718 82,699 131,565 134,600 129,500 93,300 Development Impact Fees 3,182,751 3,009,263 1,111,624 1,476,600 1,263,600 1,171,900 Fire Mitigation Impact Fees 2,581 2,983 227 1,700 3,500 1,600 Lighting & Landscape Maint. Districts 671,059 696,185 712,250 842,645 713,079 872,960 Residential Street Lighting 91,538 94,066 104,085 131,413 92,443 105,926 DOE Energy Conservation 67,238 94,681 93,438 66,800 118,900 - Recology Rate Stabilization 302,923 303,200 339,445 304,700 76,200 - Total Special Revenue 12,456,128 23,121,871 39,462,590 39,201,858 23,072,722 21,088,986

Enterprise FundsSurface Water Operating 11,486,577 15,301,550 16,086,312 16,306,874 15,029,100 15,029,800 Water Capital 1,210,922 1,301,871 1,286,342 1,267,500 1,352,800 1,217,900 Wastewater Operating 13,683,137 16,024,890 16,850,687 16,565,200 16,955,100 16,708,200 Wastewater Capital 554,497 677,421 669,561 693,200 550,800 493,200 Total Enterprise 26,935,133 33,305,732 34,892,902 34,832,774 33,887,800 33,449,100

Internal Service FundsEmployee Benefit 3,630,593 3,646,686 3,775,505 3,738,250 3,644,300 3,727,800 Dental/Vision Plan 510,316 535,684 541,750 587,400 539,800 582,200 Disability Program 76,952 82,565 84,786 84,100 84,400 85,900 General Liability 726,542 801,400 850,000 857,400 856,500 1,392,400 Workers Comp Insurance 1,336,526 1,632,944 1,700,346 1,261,100 1,337,000 1,424,300 Vehicle Maintenance 740,199 806,268 868,923 975,000 975,500 1,155,000 Vehicle Replacement 1,248,392 1,514,148 1,504,729 1,306,000 1,298,400 1,139,800 Technology Replacement 569,550 667,980 744,560 767,672 773,972 717,154 Total Internal Service 8,839,070 9,687,675 10,070,599 9,576,922 9,509,872 10,224,554

Total All Funds 88,782,142$ 109,153,413$ 128,884,699$ 129,560,054$ 109,770,994$ 107,986,740$

62

Budget Comparison By Fund-Expenditures

FY 2020-21

Adopted/2016-17 Actual Actual Amended Adopted

Fund Description Actual 2017-18 2018-19 2019-20 2020-21

General Fund 38,651,567$ 40,211,485$ 42,298,552$ 45,784,596$ 45,019,981$

Special Revenue FundsCDBG Program 866,787 440,760 649,894 1,137,673 666,900 CDBG Housing RLF (10,093) - - 14,000 19,000 HOME Program 2,939 208,578 440,778 53,400 50,000 Development Impact Fees 3,236,897 3,009,264 1,119,505 389,966 591,591 Streets & Roads 5,280,068 19,545,345 31,696,477 33,314,200 16,559,600 Transportation Development Act 3,560,544 1,849,879 1,096,340 717,700 1,161,100 Traffic Safety 150,000 100,000 200,000 152,000 200,000 Suspended Traffic Offender Program 75,000 100,000 134,500 125,000 125,000 Lighting & Landscape Maint. Districts 715,993 836,362 893,791 940,600 820,352 Residential Street Lighting 108,198 102,712 136,184 105,409 105,458 Recology Rate Stabilization 468,694 764,516 474,988 - - DOE Energy Conservation 65,823 198,519 198,519 32,200 - Fire Mitigation Fee - - - 7,500 - Total Special Revenue 14,520,850 27,155,935 37,040,976 36,989,648 20,299,001

Enterprise FundsSurface Water Operating 8,717,954 9,683,818 9,882,619 11,569,755 12,011,646 Water Capital 1,753,950 1,754,594 1,753,718 1,499,162 1,150,914 Water - SRF 467,862 629,728 629,728 630,853 630,854 Wastewater 10,454,542 11,453,644 12,369,931 14,596,849 14,416,325 Wastewater Capital 812,362 711,314 708,193 708,031 709,125 Total Enterprise 22,206,669 24,233,098 25,344,189 29,004,650 28,918,864

Internal Service FundsEmployee Benefit 3,643,296 3,679,580 3,785,024 3,738,250 3,727,800 Dental/Vision Plan 514,761 496,482 475,079 500,000 530,000 Disability Program 29,541 48,240 28,074 41,100 43,500 General Liability 771,342 723,023 824,720 1,082,266 1,287,400 Workers Comp Insurance 1,196,488 1,696,983 986,471 1,461,100 1,674,300 Vehicle Maintenance 810,773 973,709 921,018 970,761 1,018,225 Vehicle Replacement 513,046 2,007,548 1,186,609 804,978 1,100,700 Technology Replacement 650,800 993,224 620,790 1,013,020 893,145 Total Internal Service 6,155,428 10,618,789 8,827,785 9,611,475 10,275,070

Total All Funds 81,534,514$ 102,219,306$ 113,511,503$ 121,390,368$ 104,512,916$

63

All Program Summary

FY 2020-21

Adopted/

Expenditures Actual Actual Actual Amended AdoptedBy Program 2016-17 2017-18 2018-19 2019-20 2020-21

Legislative/AdministrativeCity Council 155,589$ 144,922$ 140,478$ 120,498$ 154,714$ City Attorney 308,808 334,417 485,362 250,000 250,000 City Manager 541,350 549,619 693,455 729,052 474,228 Economic Development 238,105 330,650 147,804 307,963 291,429 City Clerk 64,951 52,576 70,551 51,244 40,336 City Treasurer 838 1,092 1,093 7,212 7,219 Total 1,309,641 1,413,276 1,538,743 1,465,969 1,217,926

Finance/ITFinance 1,607,891 1,654,173 1,819,854 1,958,772 1,748,938 Information Technology 729,742 818,671 929,661 1,026,878 999,939 Total 2,337,634 2,472,843 2,749,515 2,985,650 2,748,877

Human ResourcesHuman Resources 692,194 840,779 784,048 1,051,714 1,003,801

Development ServicesPlanning 496,415 671,024 599,833 823,042 752,230 Building 392,105 596,770 656,560 742,982 718,888 Total 888,519 1,267,794 1,256,393 1,566,025 1,471,118

PoliceTraffic 669,867 700,858 764,309 964,023 1,009,591 Administration 1,771,345 1,843,298 1,924,721 1,960,264 2,200,428 Investigations 1,992,387 1,960,651 2,398,534 2,864,235 2,737,922 Field Operations 8,233,308 7,648,933 8,191,415 8,533,250 9,687,818 Community Outreach 20,099 119,287 129,258 130,042 133,033 Information Resources 103,814 100,707 113,538 128,652 132,616 Crime Analysis and Intelligence 25,855 10,648 22,233 25,290 25,588 Communications 1,106,069 1,240,636 1,381,180 1,476,596 1,385,460 Total 13,922,745 13,625,019 14,925,187 16,082,352 17,312,456

FireAdministration 1,080,546 1,380,805 1,651,496 1,829,512 1,095,936 Operations 10,089,416 10,406,795 9,844,521 10,203,440 9,998,871 Total 11,169,962 11,787,600 11,496,017 12,032,952 11,094,807

Public WorksAdministration 211,531 214,799 198,765 243,154 136,053 Engineering 1,021,932 1,218,623 1,316,569 1,716,205 1,630,474 Street Maintenance 1,243,912 1,391,661 1,632,548 1,751,189 1,734,383 Electrical Maintenance 555,334 579,000 683,570 682,854 697,393 Facilities Maintenance 652,628 744,537 754,607 853,611 824,896 Total 3,685,339 4,148,620 4,586,059 5,247,013 5,023,199

64

All Program Summary

FY 2020-21

Adopted/


Non DepartmentalContingency 61,931 3,218 28,072 82,017 100,600 Non Departmental 310,172 344,687 363,805 387,476 282,900 Total 372,104 347,905 391,877 469,493 383,500

Community ServicesAdministration 436,328 487,124 515,423 555,177 530,821 Supervision 221,935 289,864 326,251 380,994 374,095 Parks Maintenance 1,400,227 1,402,479 1,444,535 1,522,713 1,417,396 Senior Center 135,244 146,752 160,816 162,944 162,804 Aquatics 743,882 721,778 685,214 699,210 695,139 Animal Control 714,334 755,355 863,173 954,069 894,842 Recreation Programs 621,479 509,656 575,301 608,322 689,200 Total 4,273,429 4,313,009 4,570,713 4,883,429 4,764,297

Total General Fund 38,651,567$ 40,216,844$ 42,298,552$ 45,784,596$ 45,019,981$

Special Revenue FundsCDBG Program 866,787 440,760 649,894 1,137,673 666,900 CDBG Housing RLF (10,093) - - 14,000 19,000 HOME Program 2,939 208,578 440,778 53,400 50,000 Development Impact Fees 3,236,897 3,009,264 1,119,505 389,966 591,591 Streets & Roads 5,280,068 19,545,345 31,696,477 33,314,200 16,559,600 Transportation Development Act 3,560,544 1,849,879 1,096,340 717,700 1,161,100 Traffic Safety Fund 150,000 100,000 200,000 152,000 200,000 Suspended Traffic Offender Program 75,000 100,000 134,500 125,000 125,000 Lighting & Landscape Maint. Districts 715,993 836,362 893,791 940,600 820,352 Residential Street Lighting 108,198 102,712 136,184 105,409 105,458 Recology Rate Stabilization 468,694 764,516 474,988 - - DOE Energy Conservation 65,823 198,519 198,519 32,200 - Fire Mitigation Fee - - - 7,500 - Total Special Revenue 14,520,850 27,155,935 37,040,976 36,982,148 20,299,001

65

All Program Summary

FY 2020-21

Adopted/


Enterprise FundsSurface Water OperatingWater Distribution 1,149,505$ 1,471,410$ 1,326,270$ 1,689,240$ 1,635,749$ Water Treatment 7,568,449 8,212,409 8,556,349 9,880,515 10,375,897 Total Surface Water Operating 8,717,954 9,683,818 9,882,619 11,569,755 12,011,646

Water CapitalCapital Debt Service 1,753,950 1,754,594 1,753,718 1,499,162 1,150,914 HWS Region 1 & Region 2/3 467,862 629,728 629,728 630,853 630,854 Total Water Capital 2,221,812 2,384,322 2,383,446 2,130,016 1,781,768

Wastewater OperatingWastewater Collection 963,191 979,809 1,014,167 1,238,391 1,126,953 Wastewater Treatment Plant 8,347,645 9,407,970 10,255,167 11,930,354 11,947,356 Pretreatment Program 127,925 126,870 158,052 240,357 238,225 Treatment Plant Laboratory 1,015,781 938,994 942,545 1,187,747 1,103,791 Total Wastewater Operating 10,454,542 11,453,644 12,369,931 14,596,849 14,416,325

Wastewater CapitalCapital Debt Service/CIP 812,362 711,314 708,193 708,031 709,125 Total Wastewater Capital 812,362 711,314 708,193 708,031 709,125

Total Enterprise Funds 22,206,669$ 24,233,098$ 25,344,189$ 29,004,650$ 28,918,864$

Internal Service FundsEmployee Benefit Fund 3,643,296 3,679,580 3,785,024 3,738,250 3,727,800 Dental/Vision Fund 514,761 496,482 475,079 500,000 530,000 Disability Program Fund 29,541 48,240 28,074 41,100 43,500 Gen. Liability Ins. Fund 771,342 723,023 824,720 1,082,266 1,287,400 Workers Comp Ins. Fund 1,196,488 1,696,983 986,471 1,461,100 1,674,300 Vehicle Maintenance Fund 810,773 973,709 921,018 970,761 1,018,225 Vehicle Replacement Fund 513,046 2,007,548 1,186,609 804,978 1,100,700 Technology Replacement 650,800 993,224 620,790 1,013,020 893,145 Total Internal Service 6,155,428 10,618,789 8,827,785 9,611,475 10,275,070

Total All Programs 81,534,514$ 102,219,306$ 113,511,503$ 121,382,868$ 104,512,916$

66

Interfund Transfer Summary

FY 2020-21

Transfer to Transfer to Transfer to Transfer to Transfer to Transfer toGeneral CIP Vehicle Technology Wastewater Debt Total

Fund Description Fund Fund Replacement Replacement Fund Service Transfers

General Fund Total -$ -$ -$ -$ -$ -$ -$

Special Revenue FundsCDBG Fund 70,000 210,000 - - - - 280,000 Streets & Roads Fund 1,594,200 2,570,000 - - - - 4,164,200 TDA Fund 346,100 815,000 - - - - 1,161,100 Traffic Safety Fund 200,000 - - - - - 200,000 Suspended Traffic Offender Program 125,000 - - - - - 125,000 Development Impact Fees 15,500 250,000 - - - - 265,500 Lighting & Landscape Maint. Districts 258,793 - - - - - 258,793 Residential Street Light 10,207 - - - - - 10,207 Total Special Revenues 2,619,800 3,845,000 - - - - 6,464,800

Capital Project Funds 1,065,700 - - - - - 1,065,700 Pension Stabilization Fund 500,000 - - - - - 500,000

Enterprise FundsSurface Water Operating 2,279,400 - - - 165,000 1,843,888 4,288,288 Water Capital - - - - - 1,150,914 1,150,914 Wastewater Operating 2,211,300 - - - - 2,573,885 4,785,185 Wastewater Capital - - - - - 709,125 709,125 Total Enterprise 4,490,700 - - - 165,000 6,277,811 10,933,511

RDA Successor AgencyRDA Successor Agency 36,600 - - - - 47,723 84,323 Total RDA Successor Agency 36,600 - - - - 47,723 84,323

Total Interfund Transfer 8,712,800$ 3,845,000$ -$ -$ 165,000$ 6,325,535$ 18,548,335$

67

Internal Service Charge Summary

FY 2020-21

Contribution Contribution Contribution Contribution Contribution

to General to Technology to Worker's to Vehicle to Vehicle TotalFund Description Liability Replacement Compensation Maintenance Replacement Contributions

General Fund 924,582$ 421,703$ 1,008,235$ 871,697$ 800,000$ 4,026,217$

Enterprise FundsWater 190,346 87,005 154,307 48,000 85,900 565,558 Wastewater 271,907 80,251 206,950 141,283 133,000 833,391 Total Enterprise Funds 462,253 167,256 361,257 189,283 218,900 1,398,949

Internal Service FundsVehicle Maintenance 5,265 8,571 29,323 76,710 900 120,769 Total Internal Service 5,265 8,571 29,323 76,710 900 120,769

Joint Powers AuthoritySutter Animal Services Authority - 33,209 17,377 17,310 - 67,896 Total Joint Powers Authority - 33,209 17,377 17,310 - 67,896

Total 1,392,100$ 630,739$ 1,416,192$ 1,155,000$ 1,019,800$ 5,613,831$

68

The Value of City Services

Administrative Support

11%


3%

Police38%

Fire25%

Public Works11%

Community Services

11%

Non-Departmental1%

Yuba City Residents pay $53.25/month For City Services

$53.25 pays for one of these:

Almost One Month of Standard

Cable Services

Evening Out - Dinner for Two

Matinee movie for a Family of Four

One ticket to Disney on Ice

One Month at a Health Club

Two or Three DVD’s

A Tank of Gas

Or $53.25 pays for all of these:

24 Hour Police and Fire Protection

Well Groomed Parks and Trees

Safety Lighting for Streets

Street Sweeping and Maintenance

Community Events

Community Economic Development

A Well Planned, Zoned Community

Professional Management of a Citizen’s

Tax Investment in the Community

69

Debt Service

DEBT ADMINISTRATION In recognition of its responsibility for the management of debt obligations, the City of Yuba City has developed a comprehensive set of formal debt policies. These polices are considered critical to consolidating information on current outstanding obligations and to maintain a good credit rating. There are several reasons for a bond issuance involving the City and its component units: 1. Finance capital improvement projects; 2. Finance capital acquisitions; 3. Finance operating expenses (in certain

circumstances); and, 4. Serve as a conduit issuer for non-profit

organizations, private companies, and special districts within the City of Yuba City.

The primary objective of the City’s debt policies is affordability. This is measured by the ratio of annual debt service to revenue. The debt affordability level will vary on an annual basis in accordance with the economic conditions and revenues of the City. Another objective of the City’s debt policies is to minimize the cost of borrowing through credit rating, credit enhancement (bond insurance, letter of credit, or surety bond), refunding, and interest swaps. When issuing bonds, the City generally sells the bonds through either a competitive bid or a negotiated sale. Competitive bid sales procedures are utilized if the bond sale is expected to have adequate market interest to assure competitive pricing. Negotiated sales procedures are selected if the issue is complex or based upon other factors if the Finance Department concludes a competitive sale would be less effective. A financial advisor, underwriter, bond counsel, and disclosure counsel are usually used as part of issuing debt.

LEGAL DEBT MARGIN In California, debt issuers of general obligation bonds must comply with a State constitutional

debt limitation contained in Article XVI, Section 18, which requires two-thirds voter approval for all local government bond issues. In addition, the total general obligation bonds outstanding must not exceed 15% of the City’s assessed valuation.

SUMMARY OF OUTSTANDING DEBT Special Assessment District and Community Facility District Debt. The City establishes special assessment districts and community facility districts to finance various infrastructure improvements such as streets, water lines, sewer lines, drainage, etc. in the City. Limited Obligation Improvement bonds and Special Tax bonds are sold to finance the improvements. In some instances these bonds are purchased by the City as an investment while most often they are sold to the investment community through underwriters. These bonds are secured by liens on benefiting properties. Payments of principal and interest are remitted to the City three times a year via the Sutter County Tax Collector. The maturity dates of the bonds range from the current fiscal year through the year 2035. Special assessment and community facility district debt are not shown in the City’s Debt Summary because they are secured by properties within the districts and are not an obligation of the City. Revenue debt supported by Water Fund Revenues. The City issued $25.6 million in revenue certificates in October 2005 to finance the expansion of the water treatment facility. The certificates are secured by the net revenues realized by the City’s water fund. The certificates will be fully retired in fiscal year 2035. In May, 2013, the 2005 revenue certificates were refunded and were replaced by 2013 revenue bonds. The original refunding principal amount was $21,710,000, resulting in net present value interest savings of $1.2 million over the remaining term of the bonds. Revenue Certificates supported by Wastewater Fund Revenues. The City issued $12 million in revenue certificates in June of 2000 and $11 million in August of 2002 to

70

Debt Service

finance the capital improvements identified in the wastewater system master plan. Payments on the certificates are secured by the net revenues realized by the City’s wastewater fund. The certificates will be fully retired in fiscal years 2025 and 2032, respectively. In June 2007, the 2000 revenue certificates were refunded and were replaced by 2007 revenue certificates. The original refunding principal amount was $10,455,000, resulting in net present value interest savings of $0.5 million over the remaining term of the bonds. In November, 2011, the 2002 revenue certificates were refunded and were replaced by the 2011 revenue refunding bonds. The original refunding principal amount was $9,715,000, resulting in net present value interest savings of $0.6 million over the remaining term of the bonds. In April, 2014, the 2007 revenue certificates (originally issued as the 2000 revenue certificates) were refunded and were replaced by 2014 revenue refunding bonds. The original refunding principal amount was $7,321,914, resulting in net present value interest savings of $0.8 million over the remaining term of the bonds. In October, 2017, the 2011 revenue refunding bonds were refunded and were replaced by 2017 certificates of participation. The original refunding principal amount was $9,065,639 resulting in net present value interest savings of $1.4 million over the remaining term of the bonds. In September, 2018, the City issued $23.43 million in 2018 wastewater revenue bonds to finance improvements to the wastewater treatment facility including digester improvements; the replacement of digester covers with new stainless steel covers; dewatering improvements including construction of a new dewatering facility to replace the existing dewatering belt press; replacement of an existing barscreen; electrical and instrumentation updates, including plant-wide replacement of old motor control centers, transformers and programmable logic controllers

and installation of a new Ethernet fiber optics loop for the control system. State Department of Public Health Safe Drinking Water State Revolving Fund (SRF). In May, 2010, the City borrowed funds from two State Revolving Fund loans from the State of California for the former Hillcrest area to convert customers from groundwater to the City’s surface water system. The loan amounts were $6.8 million for Region 1 and $19.1 million for Regions 2/3. Repayment will be made from a combination of monthly water rate revenues, a special surcharge approved by the customers and future development connection fee revenues. State Water Resources Control Board Clean Water State Revolving Fund (SRF). In October, 2011, the City borrowed $6.5 million from a State Revolving Fund loan from the State of California which included principal forgiveness of up to $3,000,000 for funding wastewater treatment facility capital improvement projects including oxygen reactors improvements and installation of new 12 kV switchgear improvements. The remaining $3.5 million in debt is a low interest loan at an interest rate of 2.2%. Repayment will be made from a combination of monthly water rate revenues and other related fees. State Water Resources Control Board Clean Water State Revolving Fund (SRF). In April, 2012, the City borrowed $10.2 million from a State Revolving Fund loan from the State of California which included principal forgiveness of up to $3,000,000 for funding the wastewater collection system rehabilitation and replacement project. The remaining $7.2 million in debt is a low interest loan at an interest rate of 1.8%. Repayment will be made from a combination of monthly water rate revenues and other related fees. Tax Allocation Bonds – Redevelopment Agency. The former Yuba City Redevelopment Agency (now Successor Agency) issued $20.7 in tax allocation bonds in July of 2004 for project funds and to retire $9.065 million in 1996 Series A & B bonds and a Rural Economic Development Infrastructure Program loan. Cash proceeds were used to finance the

71

Debt Service

reconstruction of Plumas Street and future low income housing. These bonds are special obligations to the former Redevelopment Agency and are payable from and secured by tax revenues. Both the Series A and Series B bonds will be retired in 2039. The former Yuba City Redevelopment Agency (now Successor Agency) issued $16.0 million in tax allocation bonds in June of 2007 for project funds. These bonds are special obligations to the agency and are payable from and secured by tax revenues. The 2007 Series bonds will be retired in 2039. In December, 2015, the outstanding Redevelopment Agency tax allocation bonds were refunded. This included both the 2004 Series A and B and the 2007 Series. The refunded bonds were replaced by the 2015 tax allocation bonds in the amount of $31,545,000 issued at an interest rate of 3.59% resulting in net present value interest savings of $4.8 million over the remaining term of the bonds. Street Light Conversion Loan. The City entered into a loan agreement with the State of California Energy Resources Conservation and Development Commission to finance the City-wide conversion of high pressure sodium (HPS) street lights to light-emitting diode (LED) technology. The total amount borrowed was $1,345,487 and will be repaid through fiscal year 2027 at 3.0% interest from actual energy cost savings. California Infrastructure and Economic Development Bank (CIEDB). The City borrowed $1.9 million utilizing a low interest loan through the State to facilitate construction of the Sunsweet/Highway 99 intersection improvements. This included traffic signal installation, undergrounding and installation of utilities including water, sewer and storm drainage installation, which resulted in connecting Walton Road to State Route 99. This is being repaid with former Redevelopment tax increment funds and a community facilities district. Gauche Park Certificates of Participation. The City issued $12.5 million in certificates to help finance the new Gauche Aquatics Facility.

The project included expanded picnic and barbeque facilities, passive areas, climbing boulders, a sand volleyball court, age appropriate play structures for 2 to 5 year children and 6 to 12 year old youth and a small amphitheater. The project also included construction of a 25 yard 10 lane competitive pool, a play/instructional pool that goes from zero feet to three feet, a lap pool feature and a 25 foot water slide. The 10,102 square foot indoor space included a reception area, restrooms, and locker rooms for men, women and families. Also included is additional space for a first aid station, three multipurpose rooms for meetings and birthday parties, a pool equipment room and a concession facility which serves pool patrons and park visitors. The aquatic center was completed in November, 2007 and replaces the previously existing community pool at Sam Brannon Park. The repayment funds for this debt obligation are split ½ from Developer Impact Fees from Parks and ½ General Fund. In November, 2015, the City refunded the Gauche Aquatic Park COPs through the issuance of $9,730,000 in lease revenue bonds. The refunded principal amount issued was issued at an interest rate of 2.99% resulting in net present value interest savings of $0.9 million over the remaining term of the bonds. Wastewater Revenue Bonds-2017 CREBs. In April, 2017, the City issued $6,820,000 in taxable Clean Renewable Energy Bonds to provide funds to finance solar improvements to the wastewater system. The taxable interest rate of 4.32% is subsidized by the federal government resulting in an anticipated net interest rate to the City of approximately 1.0%. These bonds will be paid off in 2042. Water Revenue Bonds-2017 CREBs. In April, 2017, the City issued $2,124,216 in taxable Clean Renewable Energy Bonds to provide funds to finance a battery storage project at the City’s water treatment facility. The taxable interest rate of 4.29% is subsidized by the federal government resulting in an anticipated net interest rate to the City of approximately 1.11%. These bonds will be paid off in 2032.

72

Debt Service

State Water Resources Control Board Clean Water State Revolving Fund (SRF). In November, 2017, the City borrowed $4.0 million in a State Revolving Fund loan from the State of California for funding the smart meter replacement project. The debt is a low interest loan at an interest rate of 1.8%. Repayment will be made from a combination of monthly water rate revenues and other related fees.

73

Debt Summary

FY 2020-21

BeginningOriginal Final Outstanding

Amount of Issue Payment Interest Balance Interest Principal Name of Bond/Loan Issue Date Date Rate 7/1/2020 Payable Payable Total

2018 Wastewater Revenue Bonds 23,430,000$ 09/11/18 06/01/48 3.43% 22,725,000$ 853,206$ 445,000$ 1,298,206$

Wastewater Revenue Bonds-2017 (CREBs) 6,820,000 04/12/17 06/01/42 1.00% 6,300,000 54,292$ 190,000$ 244,292$

Wastewater Certificates-2017 9,065,639 10/17/17 06/01/32 2.11% 8,552,766 179,663 152,526 332,189

Wastewater Certificates-2014 7,321,914 04/22/14 06/01/24 2.45% 2,859,437 70,056 689,118 759,174

Wastewater SRF Loan - WWTF 3,148,746 10/21/11 04/30/35 2.20% 2,473,584 54,419 140,981 195,400

Wastewater SRF Loan - Collection 6,436,490 04/05/12 12/31/34 1.80% 5,033,323 90,600 295,284 385,884

Wastewater Solar Project 2,398,711 12/19/13 06/30/33 4.00% 1,730,658 69,226 104,088 173,315

Water Revenue Bonds-2017 (CREBs) 2,124,216 04/11/17 06/01/32 1.11% 1,809,483 25,124 118,436 143,560

Water Certificates-2013 21,710,000 05/16/13 06/01/35 3.43% 15,990,000 525,820 865,000 1,390,820

Water SRF Loan - Region 1 5,927,874 05/01/10 07/01/32 2.50% 3,902,871 95,881 282,631 378,512

Water SRF Loan - Region 2/3 18,381,507 05/01/10 07/01/32 2.28% 12,011,435 269,294 880,730 1,150,024

Water SRF - Smart Meter Replacement 4,000,000 11/16/17 06/30/29 1.80% 3,750,171 57,931 396,007 453,938

Street Light Conversion 1,345,487 05/09/13 06/22/27 3.00% 745,311.05 21,638 97,206 118,844

Gauche Park Refunding LRBs-2015 9,730,000 11/24/15 06/01/36 2.99% 8,065,000 254,781 395,000 649,781

Bank of America - OpTerra 4,967,214 11/13/14 06/13/31 2.89% 4,130,163 116,786 239,135 355,920

Solar Energy Project - 2017 (CREBs) 1,611,448 11/28/17 11/01/37 4.81% 1,507,387 28,321 40,533 68,854

RDA Successor Agency2015 Tax Allocation Refunding Bonds 31,545,000 12/23/15 09/01/39 3.59% 28,095,000 975,894 1,000,000 1,975,894 2005 CIEDB 1,905,700 06/01/05 09/01/34 2.93% 1,181,172 33,673 63,834 97,507 RDA Successor Agency 33,450,700 29,276,172 1,009,567 1,063,834 2,073,401

Total All Debt Service 161,869,946$ 130,862,761$ 3,776,606$ 6,395,509$ 10,172,115$

Total Assessed Value All Real & Personal Property Debt Limit Percentage 15%Total Debt Limit

Total amount of debt applicable to debt limit 8,337,889

Legal Debt Margin

SUMMARY OF CITY'S DEBTRequirements for Fiscal Year

Ending June 30, 2021

COMPUTATION OF LEGAL DEBT MARGIN

Note: The City is in compliance with all debt covenants with regards to debt coverage ratios as mandated by the California State Constitution. The amount of the debt applicable to the debt limit is low and doesn't consume a large amount of the City's financial resources. Because the amount of debt is low, it will facilitate the process of allocating financial resources in future years.

FY 2020-2021

5,559,285,947$

833,892,892

825,555,003$

74

Future Year Debt Obligation

OriginalAmount of Issue Principal

Name of Bond/Loan Issue Date FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Thereafter

2018 Wastewater Revenue Bonds 23,430,000$ 09/11/18 1,298,206 1,295,956 1,297,706 1,298,206 1,297,456 20,270,000

Wastewater Revenue Bonds-2017 (CREBs) 6,820,000 04/12/17 244,292 249,292 259,292 264,292 269,242 5,285,000

Wastewater Certificates-2017 9,065,639 10/17/17 332,189 347,533 325,565 325,731 1,085,494 6,996,958

Wastewater Certificates-2014 7,321,914 04/22/14 759,174 759,174 759,174 759,174 - -

Wastewater SRF Loan - WWTF 3,148,746 10/21/11 195,400 195,400 195,400 195,400 195,400 1,736,972

Wastewater SRF Loan - Collection 6,436,490 04/05/12 385,884 385,884 385,884 385,884 385,884 3,502,787

Wastewater Solar Project 2,398,711 12/19/13 173,315 173,315 173,315 173,315 173,315 1,166,883

Water Revenue Bonds-2017 (CREBs) 2,124,216 04/11/17 143,560 146,997 150,580 154,317 158,216 1,164,269

Water Certificates-2013 21,710,000 05/16/13 1,390,820 1,387,655 1,386,975 1,388,575 1,387,675 11,470,000

Water SRF Loan - Region 1 5,927,874 05/01/10 378,512 378,512 378,512 378,512 378,512 2,416,756

Water SRF Loan - Region 2/3 18,381,507 05/01/10 1,150,024 1,150,024 1,150,024 1,150,024 1,150,024 7,400,814

Water SRF - Smart Meter Replacement 4,000,000 11/16/17 453,938 453,938 453,938 453,938 453,938 1,736,895

Street Light Conversion 1,345,487 05/09/13 118,844 118,844 118,844 118,844 118,844 229,031

Gauche Park Refunding LRBs-2015 9,730,000 11/24/15 649,781 650,031 648,431 646,231 647,331 5,925,000

Bank of America - OpTerra 4,967,214 11/13/14 355,920 371,606 387,950 404,977 422,719 2,692,406

Solar Energy Project - 2017 (CREBs) 1,611,448 11/28/17 68,854 68,012 72,197 80,529 84,266 1,266,852

RDA Successor Agency2015 Tax Allocation Refunding Bonds 31,545,000 12/23/15 1,975,894 1,985,494 1,983,169 1,982,681 1,971,244 22,795,000 2005 CIEDB 1,905,700 06/01/05 97,507 97,480 97,452 97,423 97,393 842,742 RDA Successor Agency 33,450,700 2,073,401 2,082,974 2,080,620 2,080,104 2,068,637 23,637,742

Total All Debt Service 161,869,946$ 10,172,115$ 10,215,147$ 10,224,407$ 10,258,055$ 10,276,952$ 96,898,364$

Principal and Interest

75

Lighting & Landscape Maintenance Districts

______________________________________________

Fund 2020-21No. Description Location Amount240 Zone A # 1 North Stabler Lane 20,339$ 241 Zone B # 1 South Yuba City - Garden Highway/Railroad, 1256 Garden Hwy. 61,997 242 Zone A # 2 Town Center 76,725 243 Zone A # 3 Palisades Subdivision 10,582 244 Zone A-E # 4 Regency Park, Butte Vista & Stabler Park 124,924 245 Zone A # 5 South Park Village 3,708 246 Zone B #5 Rai Est., Sutter Cottages, Phillips Est., & Garden Gate Est. 23,464 247 Zone C,D,E,F,G,H,I,J #5 Wheeler Estates, Walnut Glen, Almond Grove, Walton Station,

Park Vista, Phalla Estates, & Mesara Ranch, Yuba City Islands188,701

249 Zone L #5 Richland Ranch 3,445 271 Zone K #5 Hunji, Franklin Rd, Temple, Bridge St., Del Monte, Canterbury, 288,846

Walnut Park & River Valley273 Zone A-B #6

River Valley Commercial, Geweke Crossing, Harter Specific Plan, La Bella Vita, Cinemark, Lincoln-Walton Retail, YCCD Sutter County, Unity Estates, 1619 Franklin Road, & 1240 Plumas St.

14,970

274 Wildewood West Landscaping 2,651 Total 820,352$

Notes:240

241

242

243

244

245

246

247

249

271

273

Lincoln-Walton Retail, YCCD Sutter County, Unity Estates, 1619 Franklin Road & 1240 Plumas Street area

274

Provides funds for landscape maintenance costs for the properties in the North Stabler area.

Provides funds for landscape maintenance costs for the properties in the South Yuba City - Garden Highway/Railroad and 1256 Garden Highway area.

Provides funds for lighting and landscape maintenance costs for the properties in the Town Center area.

Provides funds for lighting, landscape maintenance, and storm drainage costs in the Palisades subdivision.

Provides funds for lighting and landscape maintenance costs for the properties in the Wildewood West area.

Provides funds for lighting and landscape maintenance costs for the properties in the River Valley Commercial, Geweke Crossing, Harter Specific Plan, LaBella Vita, Cinemark ,

Provides funds for lighting and landscape maintenance costs for the properties in the Hunji Village Units 1 &2, Franklin Road Estates, Temple Village, Bridge Street Village, Del Monte Ranch Units 2 & 3, Bridge Street Estates, Canterbury Estates Unit 1, North Canterbury Estates, Walnut Park Estates Units 1 & 2, and River Valley Estates area.

Provides funds for lighting and landscape maintenance costs for the properties in the Rai Estates, Sutter Cottages, Phillips Estates and Garden Gate Estates area.

Provides funds for lighting and landscape maintenance costs for the properties in the Richland Ranch area.

Provides funds for lighting and landscape maintenance costs for the properties in the Regency Park, Butte Vista Estates and Stabler Park Estates area.

Provides funds for lighting and landscape maintenance costs for the properties in the South Park Village area.

Provides funds for lighting and landscape maintenance costs for the properties in the Wheeler Estates, Walton Station, Park Vista, Phalla Estates, Yuba City Islands, and Masera Ranch area.

76

Full-Time Equivalent Positions

Adopted/ Adopted/ Adopted/ Change FromDept. Adopted Amended Amended Amended Adopted Year 2019-20No. Department/Division 2016-17 2017-18 2018-19 2019-20 2020-21 to 2020-21

GENERAL FUND1305 City Manager 3.34 3.34 3.34 4.34 4.34 - 1510 Finance 13.00 14.00 14.00 14.00 14.00 - 1530 Information Technology 6.00 6.00 6.00 6.00 6.00 - 1541 Facilities Maintenance 5.00 5.00 4.00 5.00 5.00 - 1720 Human Resources 4.00 5.00 5.00 5.00 5.00 - 1905 Public Works Administration 1.00 1.00 1.00 1.00 1.00 - 1910 Planning 3.75 3.75 3.75 3.75 3.75 - 1920 Building Inspection 5.25 5.25 5.25 5.25 5.25 - 1930 Engineering 11.00 11.00 11.00 11.00 11.00 - 2110 Traffic Education & Enforcement 7.00 6.00 6.00 6.00 6.00 - 2120 Police Administration 8.00 8.00 8.00 8.00 8.00 - 2130 Investigation 14.00 14.00 14.00 14.00 14.00 - 2140 Field Operations 51.50 52.50 52.50 54.50 54.50 - 2150 Community Outreach 1.00 1.00 1.00 1.00 1.00 - 2155 Information Resources 1.00 1.00 1.00 1.00 1.00 - 2170 Communications 12.00 12.00 12.00 12.00 12.00 - 2305 Fire Administration 7.00 7.00 7.00 7.00 7.00 - 2310 Fire Operations 51.00 52.00 51.00 51.00 51.00 - 3130 Street Maintenance 9.34 9.34 9.34 9.34 9.34 - 3150 Electrical Maintenance 0.88 0.88 0.88 0.88 0.88 - 4120 Economic Development 1.00 1.00 1.00 - - - 5105 Parks & Recreation Administration 3.00 3.00 3.00 3.00 3.00 - 5110 Recreation Supervision 3.00 3.00 3.00 3.00 3.00 - 5115 Parks Maintenance 10.00 10.00 10.00 10.00 10.00 - 5120 Senior Center 1.00 1.00 1.00 1.00 1.00 - 5130 Aquatics 1.00 1.00 1.00 1.00 1.00 -

Total 234.06 237.06 235.06 238.06 238.06 -

VEHICLE MAINTENANCE FUND

6605 Vehicle Maintenance 4.00 4.00 4.00 4.00 4.00 - Total 4.00 4.00 4.00 4.00 4.00 -

SBFCA

7350 Sutter Butte Flood Control Agency 1.00 1.00 1.00 - - - Total 1.00 1.00 1.00 - - -

77


Adopted/ Adopted/ Adopted/ Change From

Dept. Adopted Amended Amended Amended Adopted Year 2019-20

No. Department/Division 2016-17 2017-18 2018-19 2019-20 2020-21 to 2020-21

WATER FUND7110 Water Distribution 9.29 9.29 9.29 9.29 9.29 - 7120 Water Treatment Plant 15.68 15.68 15.68 15.68 15.68 -

Total 24.97 24.97 24.97 24.97 24.97 -

WASTEWATER FUND8110 Wastewater Collection 7.29 7.29 7.29 7.29 7.29 - 8120 Wastewater Treatment Plant 22.18 22.18 22.18 23.18 23.18 - 8140 Treatment Plant Laboratory 7.00 7.00 7.00 7.00 7.00 -

Total 36.47 36.47 36.47 37.47 37.47 -

Total (All Funds) 300.50 303.50 301.50 304.50 304.50 -

ELECTED PART-TIME POSITIONS1110 City Council Members 5.00 5.00 5.00 5.00 5.00 - 1710 City Clerk 1.00 1.00 1.00 1.00 1.00 - 1520 City Treasurer 1.00 1.00 1.00 1.00 1.00 -

Total Elected Positions 7.00 7.00 7.00 7.00 7.00 -

Total All Funds and Elected Positions 307.50 310.50 308.50 311.50 311.50 -

78

Personnel Changes

Dept.No. Department/Division Old Position/Title (If Applicable) Action New Position/Title Change

Administration1305 City Manager

Finance/IT1510 Finance1530 Information Technology

Human Resources1720 Human Resources

Development Services1910 Planning1920 Building

Public Works1541 Facilities Maintenance1905 Administration1930 Engineering3130 Streets3150 Electrical Maintenance6605 Fleet Maintenance

Police Department2110 Traffic Division2120 Administration2130 Investigation2140 Field Operations2150 Community Outreach2160 Technology Resources2170 Communications

Fire Department2305 Administration2310 Fire Operations

Community Services5105 Administration5110 Recreation Supervision5115 Parks Maintenance5120 Senior Center5130 Acquatics

Utilities7110 Water Distribution7120 Water Teatment Facility8110 Wastewater Collection8120 Wastewater Treatment Facility8130 Pretreatment Lab8140 Wastewater Laboratory

Total Personnel Changes 0.00

FISCAL YEAR 2020-2021

* There were no personnel changes approved for fiscal year 2020-2021.

79


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20

40

60

80

100

120

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Adopted FY 2017-18

Adopted FY 2018-19

Adopted FY 2019-20

Adopted FY 2020-21

1. 2. 3. 4. 5. 6. 7. 8. 9.

Department Employee Comparison

1. Administration

2. Finance/IT

3. Human Resources

4. Development Services

5. Public Works

6. Police

7. Fire

8. Community Services

9. Utilities

80


68 67 67 68 70

4.3 4.5 4.5 4.5 4.30

10

20

30

40

50

60

70

80

15-16 16-17 17-18 18-19 19-20

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City Employee to Resident Ratio Employees per 1,000 Residents

CityYear Population Employees

15-16 68,052 293.516-17 67,445 300.517-18 67,280 303.518-19 67,536 301.519-20 70,458 304.5

81

Employee Benefits

EMPLOYEE BENEFIT SUMMARY Retirement: The City is a member of the State of California Public Employee Retirement System (CalPERS). The City reports 100% of the employer payment of member contributions (EPMC) for Classic Members (excluding the Fire and Local 1 bargaining units). No EPMC benefits are paid for new PERS Members (Eff. Jan. 1, 2013). Effective July 1, 2015, Classic PERS members will cost share 9% (Safety)/8% (Misc. Tier 1)/7% (Misc. Tier 2) of the employer contribution rate. The City’s PERS plan is as follows:

Miscellaneous Tier 1: 2.7% @ 55 (Hired through June 30, 2012) Tier 2: 2% @ 55 (Effective July 1, 2012) Tier 3/PEPRA: 2% @ 62 (Effective January 1, 2013)

Safety Tier 1 & 2: 3% @ 50 (Hired through June 30, 2012) Tier 3: 3% @ 55 (Effective July 1, 2012) Tier 4/PEPRA 2.7% @ 57 (Effective January 1, 2013)

Post-Employment Health-Care: The contribution amount paid by the City will be determined each year by what the City’s maximum health insurance contribution is for “Employee Only” for non-retired Executive Management employees. The retiree will be responsible for the difference based on the City’s Contribution. Required for qualification: 5 years of City service and are of full retirement age. In addition, the City has chosen to contract with CalPERS to provide health benefits to our POA & Police Sergeants employees and annuitants under PEMCHA. The City of Yuba City has designated the PEMHCA Minimum as their contribution. Professional Development: The Tuition Reimbursement Program is designed to encourage employees to actively pursue higher education to improve their knowledge and skills in current job-related areas and other career fields within City service. For most groups within the City, the City pays $5,000 towards tuition, parking fees, class presentation materials, and other educationally related materials, fees or supplies. The City pays $150 towards books annually for job-related courses. Non-job-related courses are paid at 50% (subject to approval). Deferred Compensation: A section 457 plan is available to full-time employees. The City contributes $50 per month for First Level Managers, Fire Management and Police Sergeants. The City contributes $100 per month to Mid-Managers and Confidential employees. The City contributes $200 per month for the Executive Staff employees. Retirement Health Savings Plan: The Fire Management Association contributes 2% of their earnings to the plan each year. The Firefighters’ Union contributes 3% of their earnings to the plan each year. Life Insurance: The Employee benefit amount (dependent upon Bargaining Unit MOU) and $2,000 for dependents are paid by the City. The Employee can elect supplemental dependent coverage at the employee’s cost. Bilingual Pay: The City will pay bilingual pay incentive for employees who demonstrate proficiency in a foreign language, based on the City’s needs. Sick Leave: 3.7 hours per pay period – unlimited accrual. 5.6 hours per pay period for employees who have a 56-hour shift work week.

82

Employee Benefits

Vacation: All 40 hour employees 0 – Completion of 4 years: 4.0 hours per pay period 264 hours max. accrual 5 – Completion of 10 years: 5.5 hours per pay period 327 hours max. accrual 11 – Completion of 15 years: 6.5 hours per pay period 377 hours max. accrual 16 or more years: 7.1 hours per pay period 425 hours max. accrual

Fire Management and Firefighters’ Local (56 hour work schedule) 0 to 5 years: 6.5 hours per 24 hour shift 370 hours max. accrual 5+ to 10 years: 8.6 hours per 24 hour shift 458 hours max. accrual 10+ to 15 years: 10.2 hours per 24 hour shift 528 hours max. accrual 15 or more years: 11.1 hours per 24 hour shift 596 hours max. accrual

Administrative Leave: Full-time management and confidential employees receive 80 hours of administrative leave per year. Holidays: Full-time non-safety employees receive 11 paid holidays per year. In addition, employees receive two floating holidays which can be used at the employee’s discretion (with expiration at June 30th). In lieu of time off on holidays and holiday pay, all safety (including Public Safety Dispatchers) shall receive a designated amount of straight time pay per month. Health, Dental & Vision: Medical, Dental and Vision premiums are paid both by the City and the employee. In addition, the City offers a Cash-in-Lieu program on medical insurance. Short Term Disability: The City of Yuba City is self-insured. The plan is funded exclusively by employee contributions. The plan provides income protection for up to one year for non-industrial disabilities that prevents the ability to work. The current rate is .44% of the employee’s base salary for the FLM, MM, POA, Sworn MM and Executive Team units and .54% of the employee’s base salary for the Local 1 unit. Long Term Disability: At the City’s expense, the City will provide a long-term disability program for employee’s within the First Level Managers unit, the Mid-Managers unit and the Executive Staff. Employee Assistance Program: Available to all full-time employees and their family members. Each eligible person receives a designated number of visits per year or per incident (dependent on bargaining unit agreement). This includes legal services unrelated to City employment issues. Computer Purchase Program: Created to heighten computer literacy of full-time City Employees. The maximum loan amount for each employee is $2,500. The minimum amount of a loan is $500. The interest rate will be determined by the State Investment Pool Rate.

83

City of Yuba City

Town Square

84

Revenues

The Revenues section uses charts and tables to provide an overview of the Adopted FY 2020-21 Annual Budget revenue estimates. This section is organized as follows:

Revenue Highlights .......................................................................................................................................... 86 General Fund Revenue by Category ............................................................................................................... 92 Top Revenues Sources Chart ......................................................................................................................... 93 General Fund Reserve Summary .................................................................................................................... 94 General Fund Revenue Detail ......................................................................................................................... 95 Enterprise Fund Revenue ................................................................................................................................ 98 Special Revenue Funds ................................................................................................................................... 99

Other Fund Revenues .................................................................................................................................... 101 History of General Fund – Property Tax Revenue History ........................................................................... 102 History of General Fund – Sales Tax Revenue History ................................................................................ 103 Cost Allocation Budgeting ............................................................................................................................. 104

85

Revenue Highlights

Revenue Highlights

This section of the budget describes the resources that are available to support the proposed operating and capital budget. Yuba City will receive revenues in the form of taxes, fees, and other revenue sources to support its operational and capital expenses during FY 2020-21. This narrative focuses on the comparisons between year-end revenue projections and the budget year projections. The following is a brief explanation of these revenue sources.

Property Taxes Property taxes are imposed on real property (land and permanently attached improvements, such as buildings) and tangible personal property (movable property) located within the City. The tax is imposed at a rate of one percent of the property’s assessed value. Property taxes are projected using the following factors:

The City’s historical property tax revenue trends.

Recent and projected housing and commercial construction.

County assessed values for properties in the City.

A modest increase in the average sales price of existing homes in the region, thereby resulting in a higher new assessed value.

Known County adjustments to the assessed values from appeals and reassessment adjustments.

Annexations to the City.

Secured Property tax revenue in the General Fund is projected to increase by $135,400 or 1.7% higher than the current year-end projection. The increase in property taxes is attributable to increases due to the CPI adjustment and increases in assessed valuations due to increasing values in the real estate market, but is reduced by a small quantity of parcels within the City that remain with a Proposition 8 reassessments downward and by reduced sales due to COVID-19 restrictions.

Unsecured property taxes are expected to generate $34,600 more in FY 2020-21 and property tax in lieu of VLF is projected to be $207,700 higher. These increases represent the growth anticipated in property taxes overall.

Sales & Use Taxes Sales & Use Taxes are imposed on retailers who sell goods within the State or on users in the State of California for property purchased outside of the State. The tax is based on the sales price of any taxable transaction of tangible personal property. Through December 31, 2015, because of implementation of the “triple flip,” Yuba City received its sales tax revenues from two separate sources, the State Board of Equalization and Sutter County. Three quarters of one percent of the sales and use taxes collected by the State Board of Equalization (SBOE) were allocated back to Yuba City for general purposes. One quarter of one percent was allocated back to Yuba City based on an estimate provided by the State Controller’s Office to Sutter County per the provisions of the State’s “triple flip” allocation. The City tracks revenues received from the County and the State separately. In accordance with the California Committee on Municipal Accounting (CCMA) White Paper, the City adopted the 7 ½ month accrual process for sales tax revenue recognition. Therefore, the City’s projected sales tax revenues are based upon taxable sales generated during the fiscal year. The impacts of the triple flip ended on December 31, 2015, when the State’s Economic Recovery Bonds were paid off early. Beginning January 1, 2016, the City once again began receiving the full one percent of sales tax allocation from the Board of Equalization. During the final year, FY 2015-16, cities in California received a one-time increase in sales tax revenues equal to approximately 6% of total sales tax revenues due to receipt of a clean-up payment. In Yuba City’s case, this amount was $823,800. This

86

Revenue Highlights

revenue was one-time in nature and was tied to the elimination of the triple flip. It will not reoccur in future years. Yuba City therefore recorded it into a separate, stand-alone revenue account and identified it as one-time in nature in revenue schedules. Sales tax revenue is projected to decrease by $2,195,300 in FY 2020-21 based on retail sales being affected by the global closing of the economy in response to the pandemic. Staff is projecting a $1.3 million sales tax revenue budget shortfall (9%) by the close FY 2019-20 and are expecting to adjust the FY 2020-21 budget amount once 2nd quarter results are in for calendar year 2020. The Wayfair decision has produced large, 10-15 percent gains in online retail sales tax into the county pool through the 1st quarter of 2020, offsetting the losses in FY 2019-20 and will do the same at the start of FY 2020-21. Governor Newsom’s executive orders to allow sales tax payment deferrals are expected to result in $313,000 of deferred payment receipts by September 30. Staff cannot determine how many businesses may not return after economic closures, but the CDTFA has explained their ability to collect these deferrals to staff’s satisfaction. Another component of the California Sales Tax is the one-half percent collected under Proposition 172 (Local Public Safety Augmentation Fund). Proposition 172 was first created in 1993 to provide additional funding for public safety services. Proposition 172 revenues are projected to decrease by $43,200 for FY 2020-21, following the same reasoning as the Bradley Burns sales tax.

Franchise Fees Franchise Fees are collected from utility companies and other businesses within the City for the use of public rights-of-way. Currently, the City collects from four companies: Pacific Gas and Electric (PG&E), Recology Yuba-Sutter, Comcast Cable and AT&T. PG&E is charged the higher of either 2.0% of the gross receipts attributable to miles of line within the City

(Broughton Act Computation) or 0.5% of the gross receipts collected within the City (1937 Act Computation). Recology Yuba-Sutter is charged at a rate of 5% of gross receipts. Comcast Cable is charged at 5% of gross annual revenues. Franchise Fee revenues are projected based on how well the local economy is doing, population estimates, demand for services, and other related information. Franchise Fee revenues are projected to increase by $111,000 or 2.0% compared to the current year-end projection.

Business License Taxes Business license taxes are charged to all businesses that are located within the City limits and/or conduct business within the City. Taxes are determined by a percentage of the business’ gross receipts. Revenues are estimated to increase by $85,700 (or 8.1%) over the FY 2019-20 year-end projection.

Hotel/Motel Surcharge Visitors to Yuba City who stay in the City’s hotels, motels, and inns for a period of less than thirty days pay the Hotel/Motel Surcharge. Currently, the tax rate for the Hotel/Motel Surcharge is 10% of the price of the room. Revenues for FY 2020-21 are expected to decrease by approximately $206,000, or 27.0%, compared to the FY 2019-20 year-end projection due to COVID-19 response and restrictions.

Motor Vehicle License Taxes

(Vehicle License Fees) The fee is termed an “in-lieu” fee because it is imposed instead of a local property tax on the ownership of a vehicle. Previously cities such as Yuba City received a portion of the fees collected based on the City’s population. This revenue source was eliminated by the State of California in FY 2011-12. The City received between $210,000 and $300,000 per year previously. The City has continued to receive clean-up payments so revenues are projected at

87

Revenue Highlights

$38,900 for FY 2020-21 but at some future date these revenues will be zero going forward. The Vehicle License Fees (VLF) were divided into two categories, those received directly from the State based upon the historical in lieu amounts (now eliminated and no longer a revenue source) and those received from Sutter County twice per year based upon the provisions of the State Controller’s Office. Beginning in 2005-06, the VLF in-lieu payments change based upon increases in the assessed values. On that basis, the amounts received from Sutter County are classified as “Property Tax in Lieu/VLF Swap” as part of “Tax Revenues”. As stated above in the property tax section, allocations received from Sutter County are projected to increase by $253,900 based upon expected increases in local assessed values.

Licenses and Permit Fees

Licenses and permit fees include building permit fees, plan check fees, and other smaller miscellaneous fees. Projections for these revenues are based on the recent and projected building activity, status of the local economy, past revenues received, population estimates, land resources, and other pertinent information. Licenses and permit fees are projected to increase by $86,800 compared to current year-end projections. Local projects have slowed during the pandemic. Staff sees building-related revenues to come in 10% less than budget for FY 19-20 while anticipating some canceled projects to be only deferred to FY 20-21, which will lift revenues slightly over prior year actuals.

Gas Tax & Local Transportation Fund

The State Gas Tax is derived from State of California taxes on gasoline purchases and is allocated to various governmental units based on prescribed methods. These funds are restricted to the construction, improvement and maintenance of public streets and related expenditures. When projecting Gas Tax revenue, past revenues received along with

estimates provided by the League of California Cities Policy Analyst’s website are used. Revenue is estimated to increase $94,900 or 6.4% more than current year-end projections. The increase is attributable to Section 2103 funds as projected by the State California Department of Finance statewide estimates. In April, 2017, the Governor signed SB1, the Road Repair and Accountability Act of 2017 that provides substantial new and more stable funding for local streets and roads. This new funding source is referred to as the Road Maintenance and Repair Account (RMRA). This is expected to increase by $35,800 compared to the projected FY 2019-20 revenues. Revenue of $12.5 million included in Streets and Roads Other revenues is from grant revenues carried over into FY 2020-21 from the 5th Street Bridge Project. When the construction is complete, these revenues will not be continuing into the future. The Transportation Development Act (TDA) provides funding from the Local Transportation Fund (LTF) for the purpose of transportation and streets and roads projects. Funding is derived from the one-quarter cent sales tax collected in each county. The funds are then apportioned on a per capita basis to the jurisdictions within the county. Once all transportation needs have been met, the remaining funds can be used for streets and roads projects (as is the case for Yuba City). LTF revenues are projected to increase by $84,600, or 5.0% for FY 2020-21. Yuba City’s allocation from this tax-derived, streets maintenance source of funds is expected to be over $1 million this coming fiscal year, however the funds will remain with Sacramento Area Council of Governments (SACOG) until the City identifies and is prepared to implement new projects.

User Fees/User Charges

User fees/charges are payments in exchange for specific public services consumed. Examples of user fees are recreation fees and water and wastewater charges. Revenue projections for user fees/charges are based on the City’s

88

Revenue Highlights

history of both revenue generation and consumption, the implementation phases of water and wastewater rate studies, recent and projected building activity, the status of the local economy, and other pertinent information. Revenues from this category are projected to increase by $43,200 or 3.1% compared to budgeted revenues for FY 2019-20. The increase is the result of the net changes in these three areas:

A decrease of $14,200 in traffic safety revenues due to a decrease in parking citations issued and parking enforcement efforts as focus has shifted pandemic response.

An increase of $700 is expected in water operating fund revenues with a steadily growing residential customer base, but no rate increases and a small increase in water conservation due to large industrial users slowing operations during the pandemic.

A decrease of $246,900 in wastewater operating fund revenues, also due to industrial user production and discharge affected by COVID-19 shutdowns.

Other Revenue Sources Cost Allocation Charges - General Fund. These are charges derived from allocating the General Fund’s administrative and support service costs to specific non-General Fund Departments. For example, the Water and Wastewater funds pay a charge for the services rendered from the Finance/Information Technology, Human Resources, Administration, and the Public Works Departments on their behalf. The charges include allocation of a percentage of each position’s salary and benefits, and a percentage of the supplies and services provided. During FY 2019-20 the City once again updated both its citywide cost allocation plan and its Public Works cost allocation plan to evaluate the true cost of services provided by service departments to other City departments. The projected FY 2020-21 user charges have been adjusted to reflect the findings of the cost allocation plan study.

Compared to the FY 2019-20 projected, the FY 2020-21 cost allocation charges will increase by $515,800 or 6.3%. The increase in cost allocation charges is attributable to the net impact of: An increase in water ($132,500), an increase in wastewater ($157,000) operations charges, an increase ($224,700) in cost allocation to capital improvement projects for reimbursements for engineering staff working on projects, a decrease in parks maintenance staff cost allocations to landscape maintenance districts ($13,900), an increase ($166,300) in Streets and Roads cost allocations charges, an increase in traffic safety ($50,000), and a decrease ($104,600) in cost allocations to the transportation development act fund. The City evaluates the full cost of services provided as shown in the City’s updated Cost Allocation Plans. City staff monitors time spent on development related activities, capital improvement projects, successor redevelopment agency activities and landscape maintenance district activities to reimburse the General Fund for the fully burdened cost of services provided. For those services that recapture cost through charging fees, the overhead module provides data that enables full cost recovery accounting. The analysis of this data determines the percent of tax and fee support for each activity. A summary “Cost Allocation Budgeting” table follows the History of General Fund graphs. Cost Allocation Charges - General Liability Fund. These charges have two criteria that are used for development: 1. Claims loss history (over a 5-year period). 2. Exposure based on payroll costs. Once

these charges are developed, they are spread among all the departments in order to cover the FY 2020-21 General Liability and property insurance payments.

The total amount allocated for General Liability is $535,900 greater in FY 2020-21 than is projected at year end for FY 2019-20, or 62.6%. The deposit required for liability insurance is increasing $57,300 and property insurance will increase by $143,600.

89

Revenue Highlights

The City has historically received dividend refunds for having a positive fund equity position within the self-insurance fund. The City looks at the balance in the general liability fund and uses a portion of the funds reserved from prior year dividend payments each year to offset a portion of the charges to departments. This has resulted in a reduction of user charges to departments of $50,000 in three recent years (FY 2014-15 through FY 2016-17), none were utilized in the FY 2017-18 budget year, approximately $9,600 was utilized in FY 2018-19 and approximately $240,000 was utilized in FY 2019-20. The City strives to maintain a stabilization reserve where excess reserves are used over time rather than all at once. In FY 2020-21, departments must contribute $106,000 due to the sharp rise in property liability coverage. The municipal property liability market has been hit very hard with recent, catastrophic events such as hurricanes, floods, and fires. Cities are left with few options other than paying higher premiums to retain coverage. Cost Allocation Charges – Worker’s Compensation Fund. These charges are based upon the City’s required contribution into NCCSIF (Northern California Cities Self Insurance Fund) for worker’s compensation coverage. The deposit required each year includes several components, a banking layer, a shared risk layer, excess coverage insurance and administrative costs. Significant prior year claims costs have caused the charges to user departments to increase through FY 2018-19, but in FY 2019-20 they decreased from the prior year budgeted amount by 22.7% before increasing by $182,000, or 15%, in FY 2020-21. Between FY 2013-14 and FY 2017-18, the City experienced an increase in worker’s compensation claims, both in the number of them and the cost of them. In FY 2020-21, an increase in the deposit required is $148,400. The City received dividend refunds in previous fiscal years when a positive overall fund balance was held within NCCSIF. In the current year, the City is receiving $95,709 in dividends which includes the net of a refund of $24,038 from the shared risk layer and $71,671 from the banking layer. In addition, the City had sufficient

reserves within the worker’s compensation self- insurance fund so $250,000 of reserves were used to reduce charges to City departments. Without these reductions, costs would have been even higher. Prior year costs allocated to departments were also partially reduced by using reserve funds to buy down the costs charged to City departments. Charges were reduced by $250,000 in recent years (FY 2014-15 through FY 2016-17). No reduction was made in FY 2017-18 or FY 2018-19. The City has increased efforts in safety training and regularly shares more information regarding the types of claims experience occurring with affected departments in an effort to bring costs back down. Cost Allocation Charges - Vehicle Maintenance/Replacement Fund. For the Vehicle Maintenance Fund, projected charges are developed using departments’ historical vehicle maintenance costs (parts & labor). For the Vehicle Replacement Fund, replacement costs for the City’s current vehicle fleet are allocated to the applicable departments by dividing the current replacement costs for the vehicle(s) by the vehicle’s remaining useful life. Both the Vehicle Maintenance and Replacement Fund record an expenditure in the appropriate department’s budget with corresponding revenue being recorded in the Vehicle Maintenance/Replacement Fund. The Vehicle Replacement Fund charges have decreased by $61,500 for FY 2020-21. This decrease is the net impact of an increase of $56,900 in water and a decrease of $4,500 in wastewater enterprise funds and is attributable to extending the useful life of fully funded equipment before replacing. The Vehicle Maintenance Fund had an increase in charges of $180,000. This increase was attributable to increasing charges to both the general fund ($64,100) and the wastewater fund ($59,600) while the water enterprise fund declined ($83,100).

Contributions from Other Funds Each year revenues are contributed to funds to offset staffing, equipment, and CIP projects. For example, a portion of Gas Tax revenues are transferred to the General Fund to offset the

90

Revenue Highlights

cost of engineering and other support personnel for road construction projects. Also, funds are transferred from the following funds to provide funding for the City’s CIP projects: Streets & Roads Fund, Transportation Development Act (TDA) Fund, CDBG Fund, and Impact Fee Funds.

Interest Income The City earns interest income by investing its idle cash. The City’s goal is to achieve a competitive rate of return of its idle funds while protecting the safety of those funds. Idle funds are invested within the parameters stated in the City’s Investment Policy, as approved by the City Council. Interest income is conservatively projected based on idle cash balances throughout the year and the market rate of interest. It is anticipated that interest earnings in FY 2020-21 will decrease slightly or remain flat because investment returns are volatile in the pandemic environment.

91

General Fund Revenue By Category

Adopted/

Actual Actual Actual Amended Projected Adopted2016-17 2017-18 2018-19 2019-20 2019-20 2020-21

Taxes 28,701,150$ 30,033,125$ 31,873,909$ 32,283,400$ 30,652,700$ 30,315,600$

Licenses & Permits 1,331,533 1,202,750 1,316,456 1,192,000 1,074,900 1,161,800

Intergovernmental 1,369,755 1,386,542 811,077 1,401,620 1,205,200 589,200

Service Fees 2,568,712 2,745,740 2,685,822 2,335,300 1,825,400 2,176,600

Interest & Rentals 65,765 71,913 70,644 94,600 84,900 86,500

Other Revenues 413,117 236,630 307,600 250,700 260,500 181,600

Sub-Total Revenues 34,450,032 35,676,700 37,065,507 37,557,620 35,103,600 34,511,300

Internal Charges & Transfers 6,101,779 7,361,435 7,393,101 8,390,880 8,197,000 8,712,800

Total Revenues & Transfers 40,551,811$ 43,038,135$ 44,458,608$ 45,948,500$ 43,300,600$ 43,224,100$

92

General Fund Revenue

Property Tax33.1%

Sales Tax26.6%

Franchise Fees4.4%

Other Taxes6.3%

Licenses/Permits2.7%

Charges for Service

5.0%

Other Revenue21.9%

59.7 % of General Fund Revenue Comes From Two Sources

PROPERTY TAX – 33.1%

SALES TAX – 26.6%

93

General Fund Reserve Summary

Beginning Balance Revenues** Expenditures** Ending Balance Reserve

5,330,483$ 44,458,608$ 42,953,069$ 6,836,022$ 16%

**Includes Grants

Beginning Balance Revenues** Expenditures** Ending Balance Reserve

6,836,022$ 43,300,600$ 43,759,000$ 6,377,622$ 15%

Beginning Balance Revenues Expenditures Ending Balance Reserve

6,377,622$ 43,224,100$ 45,019,981$ 4,581,741$ 10%

FY 2018-19 Actual

FY 2020-21 Adopted

FY 2019-20 Projected

94


______________________________________________

Adopted/

Actual Actual Actual Amended Projected Adopted2016-17 2017-18 2018-19 2019-20 2019-20 2020-21

Property Tax-Current 6,831,034$ 7,103,740$ 7,452,555$ 7,825,900$ 7,819,900$ 7,961,300$ Property Tax-Unsecured 445,436 422,291 419,178 429,000 453,600 463,600 Property Tax-Supplemental 52,333 130,101 167,432 100,000 295,000 150,000 Property Tax-Prior Years 8,298 6,509 (223) - - - Property Tax-Interest & Penalties 32,066 35,670 47,191 40,000 35,000 38,900 Property Tax In Lieu/VLF Swap 4,689,530 4,893,977 5,103,876 5,347,800 5,394,000 5,601,700 Sales and Use Tax 12,456,193 12,937,878 13,812,617 13,684,800 12,379,200 11,503,300 Prop 172 - Public Safety Aug. 394,500 418,207 394,051 440,200 405,400 397,000 Franchises 1,728,291 1,785,543 1,796,552 1,810,200 1,883,600 1,921,200 Business Licenses 897,498 983,219 1,092,101 1,084,300 1,052,000 1,137,700 Real Property Transfer 178,674 210,323 230,679 246,600 185,000 184,900 Hotel/Motel Surcharge 987,297 1,105,667 1,357,899 1,274,600 750,000 956,000 Total Taxes 28,701,150 30,033,125 31,873,909 32,283,400 30,652,700 30,315,600

Construction Permits 1,093,120 1,041,919 1,190,185 1,050,000 950,000 1,050,000 GIS Fee 58,536 57,125 61,987 57,000 51,500 51,300 Encroachment Permits 76,482 80,825 33,105 55,000 50,000 40,000 Plan Check/Inspec - Engineering 103,395 18,481 29,778 25,000 23,000 20,000 Code Violation Fine - 4,400 1,400 5,000 400 500 Total Licenses & Permits 1,331,533 1,202,750 1,316,456 1,192,000 1,074,900 1,161,800

Homeowner Prop Tax Relief 85,467 85,216 84,944 87,300 84,500 88,300 Motor Vehicle License Fees 30,486 35,502 32,295 35,500 53,000 38,900 Federal Law Enforcement Grant 30,608 10,973 14,353 74,118 19,000 - FEMA - 2,231 14,804 - - - Haz Mat Emergency Prep Grant - 14,160 - - - - State-Mandated Cost Reimb. 33,808 30,595 3,459 - 70,000 - Haz Mat Emergency Prep Grant 9,995 - SAFER Grant 787,920 571,990 259,540 454,700 454,700 432,000 State COPS Grant 226,693 100,710 218,621 334,555 329,000 - State Local Law Enf Grant 17,541 - - - - - State Homeland Security Grant 57,393 78,889 74,392 178,491 20,000 - State OTS Grant 56,479 63,712 85,387 113,298 80,000 - State Prop 84 Grant 15,279 5,487 (4,384) - - - State - Other Revenue 28,081 387,077 17,671 123,658 95,000 30,000 Total Intergovernmental 1,369,755$ 1,386,542$ 811,077$ 1,401,620$ 1,205,200$ 589,200$

95


______________________________________________

Adopted/Actual Actual Actual Amended Projected Adopted

2016-17 2017-18 2018-19 2019-20 2019-20 2020-21

Police - Special Services 210,366$ 193,892$ 236,948$ 193,000$ 200,000$ 200,000$ Police - False Alarm Fees 109,034 120,649 127,311 122,800 90,000 110,000 Fire - Permit Fees 58,094 84,313 95,084 60,000 50,000 55,000 Fire - Special Services 4,385 5,904 5,618 7,000 5,600 7,000 Fire - Emergency Response 273,999 488,419 298,625 61,000 57,500 51,000 CPR/First Aid 2,550 1,636 - - 3,300 - Fire Service Contract Revenue 711,695 751,990 787,572 820,800 820,800 835,600 Red-light Camera Revenues 7,530 12,170 10,012 - 12,000 - Park Reservation Fee 9,860 9,072 9,243 11,039 6,140 5,029 Swimming Pool 161,980 160,748 157,241 171,000 85,090 114,450 Recreation Programs 819,993 741,075 749,681 722,061 338,770 630,521 Zoning Fees 91,273 64,902 89,396 60,000 50,000 60,000 NPDES Solid Waste Fee 101,294 101,430 98,810 100,100 100,000 100,000 Sale of Maps & Publications 4,050 276 1,831 1,000 2,600 2,500 Other Current Service Charges 2,609 9,264 18,449 5,500 3,600 5,500 Total Service Fees 2,568,712 2,745,740 2,685,822 2,335,300 1,825,400 2,176,600

Interest on Investments 1,566 6,490 - 7,900 8,000 8,000 Rents and Royalties 12,266 12,650 13,084 13,000 13,000 13,000 Antenna Leases 51,933 52,773 56,810 58,700 58,700 58,700 Madden House Rent - - 750 15,000 5,200 6,800 Total Interest/Rents 65,765 71,913 70,644 94,600 84,900 86,500

Other Revenue 413,117 236,630 307,600 250,700 260,500 181,600 Total Other Revenue 413,117 236,630 307,600 250,700 260,500 181,600

Sub-Total General 34,450,032$ 35,676,700$ 37,065,507$ 37,557,620$ 35,103,600$ 34,511,300$

96


______________________________________________


2016-17 2017-18 2018-19 2019-20 2019-20 2020-21

Transfers & Cost AllocationsWater 1,618,500$ 1,848,787$ 2,016,700$ 2,146,900$ 2,146,900$ 2,279,400$ Wastewater 1,520,400 1,704,778 1,911,500 2,054,300 2,054,300 2,211,300 RDA Successor Agency 21,100 78,600 42,000 48,500 48,500 36,600 CIP Reimbursement Transfers 767,811 928,545 871,582 1,106,100 911,000 1,135,700 Miscellaneous Operating Transfers 119,768 39,846 142 84,080 84,300 - Lighting & Landscape Maint. Districts 228,225 228,304 214,115 282,900 282,900 269,000 Total Cost Allocations 4,275,804 4,828,860 5,056,039 5,722,780 5,527,900 5,932,000

Streets & Roads 1,000,975 1,202,375 1,032,600 1,427,900 1,427,900 1,594,200 Transportation Development Act 600,000 762,700 653,800 450,700 450,700 346,100 Traffic Safety 150,000 100,000 100,000 150,000 150,000 200,000 Suspended Traffic Offender Program 75,000 100,000 75,000 125,000 125,000 125,000 Development Impact Fee - - 21,361 14,500 15,500 15,500 Pension Stabilization Fund - - 454,301 500,000 500,000 500,000 Vehicle Replacement Fund - 367,500 - - - Total Interfund Transfer 1,825,975 2,532,575 2,337,062 2,668,100 2,669,100 2,780,800

Total Revenue/Transfers 40,551,811$ 43,038,135$ 44,458,608$ 45,948,500$ 43,300,600$ 43,224,100$

97

Enterprise Funds


2016-17 2017-18 2018-19 2019-20 2019-20 2020-21

Water Sales 11,097,585$ 13,869,940$ 15,043,189$ 15,616,000$ 14,622,000$ 14,622,000$ Hydrants 820 1,876 1,994 500 400 500 Water Meters - Labor 30,330 27,303 26,564 25,000 38,400 27,000 Penalties 146,271 201,059 135,297 150,000 97,000 150,000 Tap Machine 13,264 31,170 9,802 15,000 24,600 15,000 Backflow Prevention Fees 19,313 21,352 20,702 21,000 23,600 21,000 Interest on Investments 101,355 167,860 293,502 365,000 186,600 142,800 Other Revenue 77,639 980,990 555,263 114,374 36,500 51,500 Total Water Operating Fund 11,486,577 15,301,550 16,086,312 16,306,874 15,029,100 15,029,800

Water Main Extension Fees 14,296 8,456 55,308 20,000 30,900 20,000 Water Connection Fees 426,085 498,050 369,584 400,000 380,000 400,000 Water Meters - Materials 45,902 36,298 36,833 30,000 36,200 30,000 Interest on Investments 66,890 101,615 170,075 162,500 248,800 112,900 HWS Surcharge - Region 1 151,736 152,784 151,037 155,000 151,100 155,000 HWS Surcharge - Region 2/3 506,013 504,668 503,506 500,000 505,800 500,000 Total Water Capital Fund 1,210,922 1,301,871 1,286,342 1,267,500 1,352,800 1,217,900

Sub-total Water Funds 12,697,499 16,603,421 17,372,655 17,574,374 16,381,900 16,247,700

Wastewater Service Charges 11,437,460 13,114,146 14,160,084 13,915,000 14,224,000 14,224,000 Sunsweet-Operation & Maint. 1,229,740 1,461,596 1,590,161 1,500,000 1,709,500 1,500,000 Sunsweet-Capital Charges 35,304 35,304 35,304 35,300 35,300 35,300 Sunsweet-Debt Service 7,680 7,680 7,680 7,700 7,700 7,700 Septage Charges 292,932 348,538 289,394 300,000 292,200 300,000 Wastewater Lab Testing Fees 391,842 363,938 371,668 365,000 345,800 365,000 Pretreatment Permits 10,417 12,277 14,566 16,000 13,400 14,000 Stonegate Service Charges 58,078 66,440 71,642 70,000 72,000 72,000 Interest on Investments 120,361 159,326 271,866 326,200 224,300 160,200 Lease Payments 30,000 30,000 30,000 30,000 30,000 30,000 Other Revenue 69,323 425,645 8,323 - 900 - Total Wastewater Operating 13,683,137 16,024,890 16,850,687 16,565,200 16,955,100 16,708,200

Wastewater Main Extension Fees 33,447 75,233 93,285 40,000 1,200 40,000 Wastewater Connection Fees 405,868 456,814 335,030 425,000 324,500 325,000 Special Connection Fee 27,012 33,172 35,686 25,000 20,800 25,000 Interest on Investments 88,170 112,202 205,560 203,200 204,300 103,200 Total Wastewater Capital Fund 554,497 677,421 669,561 693,200 550,800 493,200

Sub-total Wastewater Funds 14,237,634 16,702,311 17,520,247 17,258,400 17,505,900 17,201,400

Total Enterprise Revenue 26,935,133$ 33,305,732$ 34,892,902$ 34,832,774$ 33,887,800$ 33,449,100$

98

Special Revenue Funds


2016-17 2017-18 2018-19 2019-20 2019-20 2020-21

State Gasoline Tax-2103 181,634$ 262,647$ 224,765$ 573,800$ 496,900$ 570,600$ State Gasoline Tax-2105 382,379 366,002 369,140 374,300 344,800 358,000 State Gasoline Tax-2106 223,492 222,542 229,016 225,100 209,900 217,900 State Gasoline Tax-2107 484,794 476,329 464,234 491,500 430,700 430,700 State Gasoline Tax-2107.5 7,500 7,500 7,500 7,500 7,500 7,500 State Gasoline Tax-State Loan Repay - 76,673 75,872 75,900 75,900 - Road Maintenance & Rehab Account - 310,898 1,213,566 1,113,600 1,124,900 1,160,700 Road Maintenance Franchise Fee 421,021 554,411 717,456 695,000 769,800 770,000 Other Revenues 3,613,254 14,398,183 31,052,655 30,000,000 14,472,400 12,500,000 Interest on Investments 768 - - 53,600 3,000 41,500 Total Streets/Roads 5,314,842 16,675,185 34,354,204 33,610,300 17,935,800 16,056,900

LTF/TDA Revenues 1,318,092 1,287,368 1,592,279 1,664,200 1,686,700 1,748,800 Interest on Investments 29,837 14,736 13,817 37,300 27,800 14,700 Total TDA 1,347,929 1,302,104 1,606,096 1,701,500 1,714,500 1,763,500

Vehicle Code Fines 82,161 115,584 158,029 125,000 138,200 125,000 Parking Citations 37,137 35,260 33,682 60,000 59,000 60,000 Interest on Investments 2,752 3,364 5,205 6,500 5,400 3,400 Total Traffic Safety 122,050 154,208 196,916 191,500 202,600 188,400

Suspended Traffic Offender Program 115,150 79,539 127,489 130,000 125,300 90,000 Interest on Investments 2,568 3,160 4,076 4,600 4,200 3,300 Total STOP 117,718 82,699 131,565 134,600 129,500 93,300

Special Assessments 661,453 678,411 699,984 535,092 701,395 861,417 Interest on Investments 9,500 11,684 12,266 9,201 11,684 11,543 Other Revenue 106 6,090 - 298,352 - - Total LLMD 671,059 696,185 712,250 842,645 713,079 872,960

Special Assessments 90,508 92,907 101,814 128,861 91,284 103,677 Interest on Investments 1,030 1,159 2,271 2,552 1,159 2,249 Total Residential Street Lighting 91,538 94,066 104,085 131,413 92,443 105,926

Impact Fees 2,546,047 2,430,195 763,896 1,125,300 998,200 1,008,700 Interest on Investments 179,937 201,855 307,868 298,400 212,500 110,300 Other Revenue 456,767 377,213 39,860 52,900 52,900 52,900 Total Development Impact Fee 3,182,751 3,009,263 1,111,624 1,476,600 1,263,600 1,171,900

Impact Fees 2,543 2,889 46 1,500 3,300 1,500 Interest on Investments 38 94 181 200 200 100 Total Fire Mitigation Impact Fee 2,581 2,983 227 1,700 3,500 1,600

Block Grant 892,628 434,966 649,894 650,000 650,000 666,900 Total CDBG Fund 892,628 434,966 649,894 650,000 650,000 666,900

99



2016-17 2017-18 2018-19 2019-20 2019-20 2020-21Program Income 4,752 5,838 13,975 14,000 19,300 19,000 Interest on Investments 47 146 415 1,100 200 700 Total CDBG Housing RLF Fund 4,799 5,984 14,390 15,100 19,500 19,700

HOME Program 210,056 156,549 - - - - Program Income 126,596 99,622 140,110 71,600 150,200 145,000 Interest on Investments 1,420 3,189 6,470 3,400 2,900 2,900 Other Income - 6,987 1,875 - - - Total HOME Fund 338,072 266,346 148,454 75,000 153,100 147,900

Program Income 65,823 94,519 93,251 66,500 118,300 - Interest on Investments 1,416 162 188 300 600 - Total DOE Energy Conservation 67,238 94,681 93,438 66,800 118,900 -

Rate Stabilization Revenue 296,697 299,954 338,844 303,600 75,300 - Interest on Investments 6,226 3,246 601 1,100 900 - Total Recology Rate Stabilization 302,923 303,200 339,445 304,700 76,200 -

Total Special Revenues 12,456,128$ 23,121,871$ 39,462,590$ 39,201,858$ 23,072,722$ 21,088,986$

100

Other Fund Revenues


2016-17 2017-18 2018-19 2019-20 2019-20 2020-21

Vehicle Replacement Fee 997,666$ 1,233,574$ 1,098,200$ 1,081,300$ 1,081,300$ 1,019,800$ Sale of Property 24,243 63,295 117,283 - 9,000 - Interest on Investments 183,897 210,187 271,772 211,700 204,500 107,000 Other Current Service Charges 42,586 7,092 17,474 13,000 3,600 13,000 Total Vehicle Replacement 1,248,392 1,514,148 1,504,729 1,306,000 1,298,400 1,139,800

Vehicle Maintenance Fee 710,900 726,700 875,000 975,000 975,000 1,155,000 Interest on Investments 2,748 1,638 - - - - Other Revenue 26,551 77,930 (6,077) - 500 - Total Vehicle Maintenance 740,199 806,268 868,923 975,000 975,500 1,155,000

Health - Employer Contrib. 3,601,407 3,614,741 3,731,837 3,662,150 3,565,600 3,696,700 Unemployment Insurance 26,927 27,890 35,274 65,100 68,000 25,400 Interest on Investments 2,259 4,055 8,394 11,000 10,300 5,700 Other Revenue - - - - 400 - Total Employee Benefits 3,630,593 3,646,686 3,775,505 3,738,250 3,644,300 3,727,800

Dental/Vision 508,059 532,708 535,819 580,200 533,400 579,300 Interest on Investments 2,257 2,976 5,931 7,200 6,400 2,900 Total Dental/Vision 510,316 535,684 541,750 587,400 539,800 582,200

Disability 76,257 81,163 81,618 80,000 80,900 83,800 Interest on Investments 695 1,402 3,168 4,100 3,500 2,100 Total Disability 76,952 82,565 84,786 84,100 84,400 85,900

Contributions 721,500 801,400 850,000 850,000 850,000 1,392,100 Interest on Investments 480 - - 7,400 6,500 300 Other Revenue 4,562 - - - - - Total General Liability 726,542 801,400 850,000 857,400 856,500 1,392,400

Worker Compensation 1,296,528 1,604,566 1,673,111 1,230,500 1,310,000 1,412,500 Interest on Investments 12,076 13,454 24,390 30,600 25,600 11,800 Other 27,922 14,924 2,845 - 1,400 - Total Worker Compensation 1,336,526 1,632,944 1,700,346 1,261,100 1,337,000 1,424,300

Technology Replacement Fee 540,880 608,185 678,000 682,472 682,472 630,739 Interest on Investments 30,403 33,795 50,249 51,200 57,500 27,200 Other Revenues (1,733) 26,000 16,311 34,000 34,000 59,215 Total Technology Replacement 569,550 667,980 744,560 767,672 773,972 717,154

Total Internal Service 8,839,070 9,687,675 10,070,599 9,576,922 9,509,872 10,224,554

Grand Total Revenues 88,782,141$ 109,153,413$ 128,884,699$ 129,560,054$ 109,770,994$ 107,986,740$

101

History of General Fund Major Revenue Sources

__________________________________________________________

Property tax is imposed on real and tangible property located within the City. By definition, this tax is based on property value rather than on a fixed amount or benefit. Property values are assessed at full cash value (indexed from 1975-76 dollars using the Consumer Price Index (CPI), not to exceed 2% per year). The Sutter County Assessor determines the value of the property. The exception is public utility property, which is assessed by the California Department of Tax and Fee Administration (CDTFA). Article XIII, Section 1(a) of the California Constitution (commonly known as Proposition 13) limits the real property base tax rate to 1% of the assessed property value (subject to annual growth limitations of 2%) and prohibits the enactment of additional taxes to the sale of real property.

Property tax is one of the City’s two largest General Fund revenue sources. For FY 2020-21, property tax is projected to be $14,303,800 or 33.1% of the total General Fund financing sources.

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 19-20 20-21

10,80910,284 10,392 10,497 11,092

11,488 12,14412,710

13,27514,082 14,304

Thousands

Fiscal Year

Property Tax Revenue History

Projected

102

History of General Fund Major Revenue Sources

________________________________________________________

In accordance with the California Revenue and Taxation Code and the Bradley-Burns Uniform Local Sales and Use Tax Law of 1955, the State imposes a 7.25% sales and use tax on taxable sales in the City. The City receives 1% of the sales tax and the other 6.25% tax goes to the State and other local governments. As of July 1, 2004 the local government portion of the statewide rate decreased by .025% and the State portion increased by .025%. In turn, the State “backfilled” the decrease in the local government portion with a commensurate amount of property tax revenues. The net effect is that the City continues to receive 1% of the sales tax, as before. The chart above combines both components of sales tax (the 0.75% local share and the property tax in lieu of sales tax backfill) in order to capture 10 years of trend data. As of December 31, 2015, the triple flip ended and the City once again receives 1% of the sales tax from the State Board of Equalization. The elimination of the triple-flip in FY 2015-16 resulted in an increase of approximately 6% in sales tax revenues for California cities. These one-time revenues were $823,835 for Yuba City and are included in the FY 2015-16 amount shown above.

Sales tax is one of the City’s two largest General Fund revenue sources. For FY 2020-21, sales tax is projected to be $11,503,300 or 26.6% of the total General Fund financing sources.

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 19-20 20-21

9,355

10,006 10,43410,714

11,76912,828 12,456

12,93813,813 13,685

11,503

Thousands

Fiscal Year

Sales Tax Revenue History

Projected

103

City of Yuba City

2020‐2021 COST % COST FEES & TAX % TAX % FEE

DEPARTMENT ADOPTED BUDGET ALLOCATION ALLOCATION TOTAL REIMBURSEMENTS SUPPORT SUPPORT SUPPORT

General Fund

Development Services 1,471,118 282,198 19.18% 1,753,316 1,161,800 591,516 33.74% 66.26%

Police 17,312,456 1,611,438 9.31% 18,923,894 310,000 18,613,894 98.36% 1.64%

Fire 11,094,807 660,813 5.96% 11,755,620 1,380,600 10,375,020 88.26% 11.74%

Public Works 5,023,199 541,181 10.77% 5,564,380 162,500 5,401,880 97.08% 2.92%

Community Services 4,764,297 424,693 8.91% 5,188,990 750,000 4,438,990 85.55% 14.45%

General Fund Total 39,665,877 3,520,323 8.87% 43,186,200 3,764,900 39,421,300 91.28% 8.72%

Non‐General Fund ‐ Operating

Water 9,732,246 2,279,400 23.42% 12,011,646

Wastewater 12,205,025 2,211,300 18.12% 14,416,325

Streets and Roads/TDA 8,543,700 1,940,300 22.71% 10,484,000

Special Districts 656,807 269,000 40.96% 925,807

Capital Improvement Projects 47,322,918 1,106,100 2.34% 48,429,018

Non‐General Fund Total 78,460,696 7,806,100 9.95% 86,266,796 ‐ ‐ ‐ ‐

COST ALLOCATION BUDGETING

104

City Council

105

City Council

Actual Actual Adopted/Amended Adopted Change From Expenditures Expenditures Budget Budget Year 2019-20 %

2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 0.0 0.0 0.0 0.0 0.0 0.0%Salaries & Benefits 136,795$ 125,959$ 119,137$ 115,559$ (3,578)$ -3.0%Supplies & Services 8,127 14,519 14,161 39,155 24,994 176.5%Capital Acquisitions - - - - - 0.0%Contributions to Other Funds - - - - - 0.0%

Total 144,922$ 140,478$ 133,298$ 154,714$ 21,416$ 16.1%

Financing SourcesGeneral Fund 144,922 140,478 133,298 154,714

Adopted Adopted AdoptedBudget Budget Budget

2018-19 2019-20 2020-21

Mayor 1 1 1Vice-Mayor 1 1 1Council Member 3 3 3

Total 5.0 5.0 5.0

Note: These are part-time elected positions.

BUDGET SUMMARY

PERSONNEL SUMMARY

106

City Council

MISSION STATEMENT To anticipate and provide for the needs of the community through quality service, innovation and leadership, now and in the future.

SERVICE DESCRIPTION Serve as the citizens’ representatives who are authorized to formulate policies, and provide direction on the legislative process. Provide direction on policies and funding priorities. Also, act as external boards and committees representatives for Yuba City.

STRATEGIC ISSUES 1. Planning for the City’s future through General

Plan implementation and zoning updates. Ensure that specific plans and annexations follow the adopted growth policies, thereby making Yuba City a desirable place to live and work.

2. Investing in a fiscally responsible

infrastructure program which includes: transportation, bridges, road widening, interchanges, sewer and water, levee improvements and storm drains, which are critical to the long-term economic health and livability of Yuba City.

3. Having a strong economic policy to provide

for the redevelopment of the downtown as a strong commercial hub for the region, provide for future job centers and increase employment for our residents, and facilitate a jobs/housing balance for our community.

4. Committing the necessary resources to

ensure a safe living environment for the community.

5. Maintain high ethical standards and good

moral judgment regarding the actions of the City Council.

FY 2019-2020 ACCOMPLISHMENTS

Continued to be committed to maintaining a system of transparency, public engagement, and collaboration; thus, ensuring the public’s trust.

Continued to monitor the City’s financial health and ensure the goal of attaining a balanced budget.

Ensured adequate revenues in the Water and Wastewater Enterprise Funds for operations and maintenance, debt service coverage, and capital improvement projects.

Provided adequate staffing in the Police Department to address quality of life issues by authorizing an Officer position specifically dedicated to homeless issues.

Held six public community workshops to examine and find solutions to the City’s unfunded pension liability.

Held a public community workshop to discuss options to encourage building and development within the City. An Ad Hoc committee was formed along with members of the Development community.

Formed an Ad Hoc Committee to work with the Sutter County Board of Supervisors on the Bogue Stewart Master Plan and Master Tax Exchange Agreement.

Formed an Ad Hoc Committee to work with the Sutter County on regional homeless issues.

Formed an Ad Hoc Committee to examine the option of banning flavored tobacco products.

Implemented online “virtual” City Council meetings in response to COVID-19 stay-at-home restrictions, and encouraged public participation in City Council meetings.

Along with Marysville, Yuba County, and Sutter County, brought back and sponsored the Regional Fireworks show.

107

City Council

FY 2020 - 2021 INITIATIVES

Advance the City Council’s identified priorities:

Public Safety – Police, Fire & Public Works Fiscal Stability Culture of the Organization Business Friendly Enhance Partnerships Quality of Life Infrastructure Homelessness and Vagrancy

Ensure the Highest Level of Public Safety (Safe Community): Prioritize Staffing Public Safety Community Awareness Emergency Preparedness

Maintain and Enhance the Fiscal Stability of Yuba City: Ensure ongoing expenditures are

supported by ongoing revenues Develop a plan to manage the impact of

pension costs Evaluate and enhance relationships with

allied agencies Manage and stabilize/justify water and

wastewater fees Explore opportunities to expand and

diversify City-wide revenue sources

Foster a Culture of Customer Service, Transparency & Accountability: Workplace Culture Professionalism Employee Development Recruitment and Retention

Ensure that Yuba City is Open for Business: Review the City’s Development Impact

Fees General Plan/Zoning Code Updates Branding and Marketing Process Improvement and Development

Strengthen and Develop Partnerships within Our Region: Workforce Development Regional Partnerships Community Engagement

Maintain and Enhance our Quality of Life: Clean and Safe Neighborhoods Parks/Recreation and Arts Public Outreach

Identify and Address our Infrastructure

Financial Needs: Infrastructure Investment Community Involvement Ensure the City’s Physical Infrastructure

is Planned, Funded and Maintained Fix and Maintain City Roads

Address Homeless Issues in our Community: Work with Regional Agencies to Address

Homelessness Vagrancy and Blight Dedicated Staffing

108

City Council

100-1110

Adopted/Actual Actual Amended Adopted

Appropriation Line-Item 2017-18 2018-19 2019-20 2020-21

612 Salaries & Wages 87,749$ 86,377$ 83,590$ 83,865$ 613 Extra Help - - - - 615 Total Benefits 49,046 39,581 22,747 31,694 Salaries & Benefits Sub -Total 136,795 125,959 106,337 115,559

622 Telephone 1,232 2,813 2,250 2,250 623 Postage & Freight 42 66 50 50 625 Forms & Supplies 2,002 4,494 5,549 5,049 626 Printing & Binding 263 - 600 600 627 Professional Services - 183 - 19,000 628 Professional Development 2,318 3,505 - 5,000 631 Dues & Subscription 165 290 140 720 643 Liability Insurance 1,563 1,624 1,472 2,186 660 Other Materials and Supplies 542 1,544 4,100 4,300 Supplies & Services Sub -Total 8,127 14,519 14,161 39,155

692 Capital Acquisitions - - - - Acquisitions Sub -Total - - - -

Total Appropriations 144,922$ 140,478$ 120,498$ 154,714$

109

City of Yuba City

City Hall

110

City Attorney

___________________________________________

Actual Actual Adopted/Amended Adopted Change From Expenditures Expenditures Budget Budget 2019-20 %

2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 0.0 0.0 0.0 0.0 0.0 0.0%Salaries & Benefits -$ -$ -$ -$ -$ 0.0%Supplies & Services 334,417 485,362 250,000 250,000 - 0.0%Capital Acquisitions - - - - - 0.0%Contributions to Other Funds - - - - - 0.0%

Total 334,417$ 485,362$ 250,000$ 250,000$ -$ 0.0%


Note: The City Attorney is a contract position.

111

City Attorney

100-1210

______________________________________________

Adopted/

Actual Actual Amended AdoptedAppropriation Line-Item 2017-18 2018-19 2019-20 2020-21

612 Salaries & Wages -$ -$ -$ -$ 613 Extra Help - - - - 615 Total Benefits - - - - Salaries & Benefits Sub - Total - - - -

627 Professional Services 334,417 485,362 250,000 250,000 Supplies & Services Sub - Total 334,417 485,362 250,000 250,000

692 Capital Acquisitions - - - - Acquisitions Sub - Total - - - -


112

Legislative/Administrative


2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 4.3 4.3 4.3 4.3 0.0 0.0%Salaries & Benefits 691,277$ 734,476$ 693,333$ 424,646$ (268,687)$ -38.8%Supplies & Services 242,659 178,428 402,138 388,566 (13,572) -3.4%Capital Acquisitions - - - - - 0.0%Contribution to Other Funds - - - - - 0.0%

Total 933,937$ 912,903$ 1,095,471$ 813,212$ (282,259)$ -25.8%

Financing SourcesGeneral Fund 933,937 912,903 1,095,471 813,212


2018-19 2019-20 2020-21

Administration City Manager 1 1 1Assistant to the City Manager 1 1 1Administrative Analyst I 0.34 0.34 0.34Position Title - TBD 0 1 1Executive Assistant 1 1 1 Subtotal 3.34 4.34 4.34

Economic DevelopmentEconomic Growth & Public Affairs Manager/Deputy City Manager 1 0 0 Subtotal 1.0 0.0 0.0

Total 4.34 4.34 4.34

BUDGET SUMMARY

PERSONNEL SUMMARY(shown in full time equivalents)

113

City Manager

114

City Manager

MISSION STATEMENT To facilitate the development and implementation of City organizational and community goals, objectives and policies.

SERVICE DESCRIPTION Responsible for carrying out the policies and goals formulated by the City Council; provide administrative leadership; and provide public communication, problem solving.

STRATEGIC ISSUES 1. Planning for the future of the City both

internally as well as externally looking to long-term positive outcomes, making Yuba City a desirable place to live and work.

2. Implementing the General Plan, the

downtown Strategic Plan, Infrastructure Plan, and an employee development plan, producing long-term economic benefits to the City in meeting its service delivery requirements for our growing City.

3. Ensure implementation of City growth

polices to provide for improved quality of life for all City residents.

4. Provide for the long-term economic health of

the City through prudent fiscal stewardship.

FY 2019-2020 ACCOMPLISHMENTS Advanced the City Council Goals &

Priorities:

Public Safety - Police, Fire & Public Works

Fiscal Stability

Culture of the Organization

Business Friendly

Enhance Partnerships

Quality of Life

Infrastructure

Homelessness and Vagrancy

Maintained an open relationship with City Council and employees on critical issues.

Developed priorities for implementation of

the City policies and capital projects. Maintained a balanced budget. Continued to evaluate, consolidate and

streamline the City organizational structure in response to anticipated future rate increases in CalPERS.

Advanced the implementation of the

Economic Development Strategic Work Plan to grow opportunities for well-paying jobs, create a positive and inspiring image and enhance the quality of life through collaborative and integrated actions.

Worked to ensure retention of local

revenues and minimize state takeaways. Advanced a culture of Customer Service

within the City, improving transparency, providing information through social media, and responses to citizen requests and complaints.

Continued to advance the City-wide Clean and Safe Program to eliminate blight and other issues related to vagrancy.

Continued to ensure adequate revenues in

the Water and Wastewater Enterprise Funds for operations and maintenance, debt service coverage, and capital improvement projects.

Held the third annual “Hot August Bites”

event sponsored by the City Manager’s Office staff to promote team-building and appreciation for all City employees.

Published a monthly City Manager’s report to all employees.

FY 2020-2021 INITIATIVES

Provide municipal government in a way that is responsive to the needs of all Yuba City residents and businesses characterized by

115

City Manager

an open process and partnership with our residents.

Provide financial leadership and develop

and implement sound fiscal policies to ensure the continued financial stability of the City.

Continue to develop improved team building

and customer service throughout the organization.

Continue to advance projects for the

enhancement and beautification of the City corridors.

Continue to work closely with local, State,

and Federal agencies to ensure proper level of flood protection for our citizens.

Continue to monitor State issues regarding

Pension Reform. Unfunded liabilities for pensions will continue to light-up the political landscape. In the current economic environment, pensions have become an unsustainable liability for most jurisdictions.

Continue to support and advance leadership and skills training for City Staff, ensuring the City continues to have the best employees in the State.

Continue to promote and extend the Clean

and Safe Program to remove blight and vagrancy issues by adopting an ordinance for local retail business collecting their own shopping carts.

Advance the preparation of the Central City

Specific Plan, the El Margarita Master Plan, and the Harter Master Plan.

Advance the preparation of the Bogue/Stewart Master Plan, including the Sphere of Influence Expansion, Environmental Impact Report, and Annexation.

Continue commitment to maintaining a system of transparency, public engagement, and collaboration; thus, ensuring the public’s trust.

Develop a strategic plan to provide police services to all areas of the City, inclusive of those currently provided services by the Sutter County Sheriff’s Department.

Assure Yuba City’s continued supply of quality surface water.

Advance the City’s Water Conservation Plan to meet the City’s 2020 target per the Water Conservation Bill of 2009.

Advance the standardization and streamlining of the City’s development approval process through the implementation of new procedures and policies, and new technology.

Advance new programs that promote infill development projects.

Continue to seek grants and opportunities for additional resources.

Continue to evaluate the cost effectiveness of existing services and identify more economical methods of providing municipal services.

Continue to coordinate with Sutter County on regional planning.

Continue to advance a regional effort to address homelessness by partnering with other agencies in Sutter and Yuba County to form a Bi-County Homeless Services Authority.

116

City Manager

100-1305



612 Salaries & Wages 379,254$ 453,761$ 435,840$ 266,812$ 613 Extra Help 547 3,717 12,400 - 614 Overtime 130 - - - 615 Total Benefits 136,832 171,224 229,502 155,994 Salaries & Benefits Sub -Total 516,763 628,702 677,742 422,806

622 Telephone 2,270 2,272 2,163 2,738 623 Postage & Freight 1,623 29 92 92 625 Forms & Supplies 3,221 5,269 4,002 5,802 626 Printing & Binding 105 - 300 300 627 Professional Services 8,649 40,036 25,000 15,000 631 Dues & Subscriptions 2,122 2,488 2,600 2,600 641 Water Purchases 225 248 248 315 643 Insurance 6,710 8,127 8,579 14,925 651 Reimbursable - 399 - - 658 Technology ISF 7,660 5,885 7,326 8,650 660 Other Material and Supplies 270 - 1,000 1,000 Supplies & Services Sub -Total 32,856 64,753 51,310 51,422

692 Capital Acquisitions - - - - Acquisitions Sub -Total - - - -


117

City of Yuba City

Customer Friendly

118


MISSION STATEMENT

To create economic prosperity for the community by promoting a quality business climate and attracting / expanding job generating businesses.

SERVICE DESCRIPTION

The Economic Development division is committed to establishing sustainable economic development while focusing on actions that are visible and measureable. The Economic Growth & Public Affairs Manager serves as a liaison between the public/business sector and City Government.

STRATEGIC ISSUES

1. Grow our Image

2. Grow our Businesses 3. Grow our People


Advanced the implementation of the Economic Development Strategic Work Plan to grow opportunities for well-paying jobs, create a positive and inspiring image, and enhance the quality of life through collaborative and integrated actions.

Received additional funding from PG&E or

the California Energy Commission to implement government facilities contract services for the Sutter Buttes Energy Watch Partnership tri-county coverage area.

Accelerated opportunities to open up existing industrial zoned properties along Garden Highway for a planned business park by working with the Greater Sacramento Economic Council.

Continued to work on the Hotel Economic

Incentive Program for the Feather River Mills Site.

Initiated promotional collateral that describes the City’s demographics, market position, and specific development opportunities.

Held a Joint Workshop with the City Council

and Economic Development Commission to restart our Economic Development Program.

Hosted the Greater Sacramento Economic Council on a tour of Yuba City to highlight businesses and opportunities for promotional marketing.

Continued to work with the Yuba-Sutter Lodging Association to administer the Yuba Sutter Tourism Improvement District.


Continue to accelerate opportunities to open up existing industrial zoned properties along Garden Highway for a planned business park.

Continue to assess all entrances to the City for visual appearance, and upgrade with signage and landscaping to create a “sense of place.”

Continue to implement strategies, and define

needs, to enhance the economic environment of Yuba City.

Continue working towards opportunities to

open existing industrial zoned properties. Establish growth in partnership with the Yuba

Sutter Tourism Improvement District. Promote the redevelopment of lands with

existing infrastructure and public services, and maintenance/rehabilitation of existing residential, commercial, and industrial structures.

Encourage land uses, densities and

regulations that promote efficient development patterns and relatively low municipal costs.

Promote the expansion/stabilization of the

current economic base, and create of a range of employment opportunities in the local area.

119


100-4120



612 Salaries & Wages 127,490$ 59,007$ -$ -$ 615 Total Benefits 45,180 44,925 - - Salaries & Benefits Sub - Total 172,671 103,932 - -

622 Telephone 2,133 3,095 2,148 400 623 Postage & Freight 3 6 50 - 624 Advertising 22,128 6,911 6,000 1,000 625 Forms & Supplies 1,447 2,134 2,000 - 627 Professional Services 105,720 10,679 145,909 130,909 628 Professional Development 11,671 11,455 7,000 2,000 631 Dues & Subscriptions 7,684 3,229 5,000 27,420 641 Water Purchases 60 66 66 - 643 Insurance 2,236 2,347 2,526 - 651 Reimburseble (127) - - - 658 Technology ISF 3,429 2,719 2,764 - 660 Other Material and Supplies 1,595 1,232 134,500 129,700 Supplies & Services Sub - Total 157,980 43,873 307,963 291,429



120

City Clerk

City Clerk

Public Information Records Management

Municipal Code

Open Government Process

Election & FPPC

121

City Clerk

MISSION STATEMENT

To perform all interactions professionally with honesty, integrity, and impartiality while ensuring the legislative process is open and public.

SERVICE DESCRIPTION

The City Clerk’s Office is a public-service department providing a variety of professional and administrative duties supporting the City Council and the Redevelopment Successor Agency in accordance with the Public Records Act, Political Reform Act, Brown Act, Maddy Act, and Elections Code. The City Clerk’s Office is responsible for maintaining the City Municipal Code; overseeing the official bid process; legal noticing; administering municipal elections; and serving as the filing officer for campaign statements as well as Statements of Economic Interests for all elected officials and designated employees as required by the Fair Political Practices Commission.

STRATEGIC ISSUES

1. Continue to use technology to create a more efficient method of maintaining official records and provide easy access to records for the public and City staff through the City’s website and internal record retention system.

2. Enhance outreach to the community to

increase and improve opportunities for public participation and diversity on the City’s Boards, Commissions and Committees.

3. Be committed to maintaining a system of

transparency, public engagement, and collaboration, thus ensuring the public’s trust. Transparency in government promotes accountability and provides information for citizens about what their local government is doing. Local government should be easily accessible, dynamic, and contain the information that is the most desired and useful to the community.


Continued to improve processes and communication with City departments.

Hosted the Boards and Commissions Appreciation Dinner for City Council and Staff to thank all of our Board Members and Commissioners for their dedication to the City.

Developed a City Clerk Desk Manual to provide instruction and resources regarding processes for the City Clerk’s Office.

Cross trained City Manager’s Office staff on

City Clerk processes such as Public Records Act, Claims Against the City, Formal Bid Opening Process, Agenda Management, and record retrieval to ensure seamless execution of City Clerk’s Office responsibilities when short of staff.

Managed the City’s Facebook page,

achieving over 18,314 “likes” which is an increase of 1,245 “likes” from the previous year, and 19,622 followers. Maintained an average of at least one post per day with thousands of people reached every week – with some posts reaching over 100,000 or more people.

Successfully recruited applicants for

openings on the City’s Boards and Commissions.

Recommended an ordinance amending the

City’s Rules and Regulations to provide the City Council flexibility in the governance of their meetings.

Continued to offer online public records

request services through our website, to increase citizen access to records and to streamline compliance and department workflow. 193 requests were processed this year for a total of 455 requests processed through the website.

Implemented new “virtual” City Council

meetings in response to COVID-19 stay-at-

122

City Clerk

2018- 2019 20202019 2020 2021

Actual Actual TargetMeasure 1 - Boards and Commissions 90% 90% 100%

Measure 2 - Social Media - Facebook 17,069 18,314 20,000

Measure 3 - yc311 Activity 5,411 6,011 7,000

Measure 4 - yc311 Response Time 6 days 5.6 days 2-3 days

Performance Measure

home restrictions, and encouraged public participation in City Council meetings.


Continue to streamline and improve Clerk’s Office systems to be more efficient, provide cost savings and deliver quality customer service.

Serve as the City’s Election Official, and coordinate the November 2020 General Election with the Sutter County Registrar of Voters.

Provide mandated AB 1234 Ethics Training

for Yuba City Officials, Boards and Commissions, Staff, and other local jurisdictions.

Continue to evaluate, streamline, and

improve the City Agenda and Minutes process, through internal methods and available technology.

Continue to administer and improve the

yc311 App for the website, iPhone and Android users; facilitating direct communication for reporting issues such has graffiti, traffic, streetlights, pot holes, as well as information on paying utility bills, etc.

Continue to attend Northern California City

Clerk’s Association (NCCCA), California City Clerk’s Association (CCCA), Fair Political Practices Commission (FPPC) and League of California Cities (LOCC) training, webinars, seminars and conferences to keep up-to-date and informed on issues that affect local government and City Clerk responsibilities.

Update the City Clerk User’s Manual for

department and City employees. Improve outreach for community recognition

and proclamations for City Council meetings.

Improve City Clerk’s Office scanning and filing processes for record retention.

CONTINUOUS IMPROVEMENT PERFORMANCE MEASURES

1. Maintain 100% filled status of City Boards

and Commissions. Our ultimate goal is to fill all future vacancies within 60 days of when an unscheduled vacancy occurs.

2. Use of social media through Facebook is an

important means of providing and disseminating information to the citizens of Yuba City. The ultimate goal is to keep our citizens informed and engaged. We have increased our long-term measure of the usage of Facebook from 15,000 “likes” to 25,000 “likes”.

3. Use the yc311 App and Citizen Request

tracking software to improve customer service and increase staff efficiency. The goal is to increase the use of the yc311 program and decrease the amount of phone calls and trips to City Hall for effective communication with our citizens. The performance measure is to increase the amount of downloads of the yc311 App for use on Smartphones.

4. Response time to submitted requests is

critical to the success of yc311. The ultimate goal is for staff response and action to be within 2-3 working days.

123

City Clerk

100-1710



612 Salaries 903$ 903$ 904$ 904$ 613 Extra Help - - 13,500 - 615 Total Benefits 20 18 266 16 Salaries & Benefits Sub - Total 923 921 14,670 920

622 Telephone - - - 334 623 Postage & Freight 55 85 100 100 624 Advertising 19,931 5,906 11,200 11,200 625 Forms & Supplies 1,255 482 1,725 1,425 627 Professional Services 29,885 60,730 20,900 20,900 631 Dues & Subscriptions 510 310 633 633 643 Insurance 16 17 16 375 658 Technology ISF - - - 2,449 660 Other Material and Supplies - 2,100 2,000 2,000 Supplies & Services Sub - Total 51,653 69,630 36,574 39,416



124

City Treasurer

125

City Treasurer

MISSION STATEMENT

To invest public funds in a prudent manner that provides maximum security while meeting daily cash flow demands and conforming to all statutes governing the investment of public funds. Within these parameters, funds are invested to optimize investment return.

SERVICE DESCRIPTION The City Treasurer is responsible for managing the City Investment Portfolio and establishing and maintaining a system of internal controls and procedures that are consistent with the investment policy and the three primary objectives of safety, liquidity, and then yield.

STRATEGIC ISSUES

1. Preservation of capital and protection of investment principal.

2. Maintenance of sufficient liquidity to meet anticipated cash flows.

3. Diversification to avoid incurring

unreasonable market risks.

4. Attainment of a market rate of return.

5. Conformance with all applicable City ordinances, state statutes and federal regulations.


Invested funds in accordance with the City’s Investment Policy, always ensuring safety, liquidity and yield.

Provided the quarterly investment report presentations to keep Council up to date and informed regarding the City’s investment portfolio within 45 days of quarter-end.

Consistently stayed within 50 basis points of the Market Equivalent (Local Agency

Investment Fund) Weighted Average Yield to Maturity in a rising interest rate environment.


Continue to enhance the quarterly

investment report presentation, to keep Council up to date and informed regarding the City’s investment portfolio.

Streamline the quarterly analysis using

existing resources.

Continue to review, evaluate and, if necessary, amend the City Investment Policy for adoption by City Council on an annual basis.


1. Achieve a rate of return that effectively meets

or exceeds the average yield on the U.S. Treasury that most closely corresponds to the portfolio’s weighted average maturity as recorded on the last day of March each year (e.g., 2-year Treasury on 3/29/19 of 2.27% and 3/31/20 of 0.23%).

2018 2019 20202019 2020 2021

Actual Actual TargetMeasure 1 - Exceeding Rate of Return 2.20% 1.79% 1.50%

Performance Measure

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

Jun-19 Sep-19 Dec-19 Mar-20City Yield 2.25% 2.11% 1.93% 1.79%

LAIF 2.57% 2.45% 2.04% 2.03%

126

City Treasurer

100-1520

Adopted/


612 Salaries & Wages 903$ 903$ 904$ 904$ 615 Total Benefits 18 18 17 16 Salaries & Benefits Sub - Total 921 921 921 920

627 Professional Services - - 5,700 5,700 631 Dues & Subscriptions 155 155 575 575 643 Insurance 16 17 16 24 Supplies & Services Sub - Total 171 172 6,291 6,299



127

City of Yuba City

Plumas Street

128

Finance/IT

Business License

Budget Management

AccountingAP/Payroll

RevenueCollection

Utility Billing

PurchasingInformation Technology

129

Finance/IT


2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 20.0 20.0 20.0 20.0 0.0 0.0%Salaries & Benefits 1,912,551$ 2,157,341$ 2,412,369$ 2,173,421$ (238,948)$ -9.9%Supplies & Services 560,292 592,175 573,281 575,456 2,175 0.4%Capital Acquisitions - - - - - 0.0%Contributions to Other Funds - - - - - 0.0%

Total 2,472,843$ 2,749,515$ 2,985,650$ 2,748,877$ (236,773)$ -7.9%

Financing SourcesGeneral Fund 2,472,843 2,749,515 2,985,650 2,748,877

Adopted Adopted/Amended AdoptedBudget Budget Budget

2018-19 2019-20 2020-21

FinanceFinance Director 1 1 1Accounting Manager 1 1 1Accountant II 1 1 1Accountant I 1 2 2Account Clerk/Intermediate/Senior 2 2 2Administrative Analyst I 1 0 0Customer Service Manager 1 1 1Senior Customer Service Representative 1 1 1Customer Service Representative I/II 2 3 3Customer Service Representative I - LT 1 0 0Field Customer Service Representative I/II 2 2 2 Subtotal 14.0 14.0 14.0

Information TechnologyIT Manager 1 1 1Senior Information Technology Analyst 2 2 2Information Technology Analyst 1 1 1Information Systems Technician I/II 2 2 2 Subtotal 6.0 6.0 6.0

Grand Total 20.0 20.0 20.0

BUDGET SUMMARY

PERSONNEL SUMMARY(Shown in full time equivalents)

130

Finance

MISSION STATEMENT

In a spirit of excellence, integrity, and dedication, the Finance Department is committed to providing timely, accurate, clear and complete information and support to City Council, other City departments, citizens, and the community at large.

SERVICE DESCRIPTION The Finance Department provides an array of financial services to residents, businesses, other government agencies, and each and every City employee. As a full service finance operation, this department is responsible for accounting procedures and policies, accounts payable and receivable, budget preparations, revenue collection, including water and wastewater bills, payroll, business license taxes, parking citations, and water meter follow-ups. Additionally, Finance provides purchasing and contract management services, and surplus disposal to all City departments and employees.

FY 2019-2020 ACCOMPLISHMENTS Received the GFOA Award for Excellence in

Budgeting for the 21st time and the equivalent award from the California Society of Municipal Finance Officers; the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 19th time.

Completed the annual update of the long range financial plan for the City.

Worked with a financial consultant to provide

the Economic Analysis and Contingency Fiscal Plan.

Monitored the City’s general fund budget every 90 days to evaluate changes in revenue levels compared to expenditure commitments.

Continued providing timely financial reports

to City Council, City staff and the public.

Coordinated and managed the update of City’s cost allocation plan and the Public Works Department’s cost allocation plan.

Continued to pursue potential bad debt

receivables from utility customers using the efficient processes that ensure collection rates continue to be high, with 969 final utility bills issued and 1255 utility bills paid in full by ratepayers, including prior year bills.

Utilized the phone center reporting software

tool to monitor customer service phone calls, length of hold time, and number of calls dropped, to better manage inbound calls, resulting in a dropped call rate of 6.4%.

Increased the number of paperless utility bill

accounts by 226.

Increased email vouchers for payroll check stubs to 88% participation.

Supported Public Works in the preparation of

the City’s updated Water and Wastewater rate study to assist the City Council’s decision on FY 2020-2021 water and sewer rates.

Recruited, hired, and trained our new

Accountant 1, whom is already responsible for several processes contributing to successes on this list.

Successfully implemented a business license

compliance review and discovery effort, resulting in 39 new licenses from existing businesses recovering $14,050 in revenue.

Increased support to other departments by

organizing training and education sessions on budget, reports, and procurement processes.

Provided detailed cost estimates for all

bargaining unit negotiations.

Completed a property tax assessment to levy parcels for unpaid utility accounts, resulting in $19,459 total levied and $12,601 receipted as of the 1st installment received from County of Sutter.

131

Finance

Implemented an online autopay option for utility ratepayers using credit and debit cards. Total enrollee amount is 422.

Implemented a new PayNearMe payment

option at all 7-Elevens and CVS stores for utility ratepayers with a cash payment preference or afterhours when City Hall is closed.

Created and implemented the enforcement

module in the existing Accela Software program. This allowed for reporting and processing payments of enforcement records: Fireworks, Code & Animal Services generated $8,155 in revenue.

Collected $15,924 through Franchise Tax

Board’s Intercept Program for unpaid parking citations and utility bills.

Implemented a new Parking Citation software

and collection process. This allows for increased revenue and collection efforts, including DMV holds.


Receive the GFOA Award for Excellence in Budgeting for the 22nd time and the equivalent award from the California Society of Municipal Finance Officers; the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 20th time.

Monitor City’s general fund budget every 90 days to evaluate changes in revenue levels compared to expenditure commitments.

Continue providing financial update reports to

City Council, City staff and the public. Continue to pursue potential bad debt

receivables from utility customers using effective processes to ensure that collection rates continue to be high.

Update the utility shutoff procedures for

nonpayment to comply with the requirements of SB 998.

Continue to evaluate collection processes and implement changes for improvements.

Continue evaluating financial reports which

can be stored electronically utilizing the Docuphase system instead of maintaining paper files.

Continue to develop and enhance the

General Fund Financial Model.

Evaluate success of new e-payment solution options (pay by phone, pay online, customized new bill) and increase the number of customers opting out of paper bills, and search for improvements to the service.

Continue to utilize the phone center reporting

software tool to monitor customer service phone calls, length of hold time, number of calls dropped, with the goal of reducing the number of calls dropped to ultimately reach the benchmark standard for improved customer service.

Continue a business license compliance

audit and discovery effort to ensure a level playing field.

Continue to evaluate the business license

process and implement changes for increased efficiency.

Complete the update to the City’s Purchasing

Policy, procurement manual, and ordinance.

Strive to increase email vouchers for payroll check stubs with a goal of 90% participation.

Continue using the state’s Franchise Tax

Board intercept program as another means of collecting bad debt, with a collection goal of $17,000.

Strive to decrease customer leak alarms

through customer contact and education. Support Public Works in the implementation

of the City’s updated Water and Wastewater rate study.

132

Finance

Continue to respond to rating agency review requests in a priority manner by providing the information in advance of requested timelines.

Review opportunities for refunding City debt

to maximize debt service savings.

Continue providing cost analysis projections related to bargaining unit negotiations.

Provide accurate and up-to-date CalPERS

retirement projections. Continue to support and streamline

processes for SBFCA, Net-5, LAFCo, and SASA.

Increase support to other departments by

organizing training and education sessions on utilizing Pentamation for reports to help with managerial and analytical information and leveraging spreadsheet tools to help manage and present this information.

Support current staff through leadership

training.

Evaluate the opportunity to make another supplemental payment to CalPERS to reduce the City’s unfunded actuarial liability.

CONTINUOUS IMPROVEMENT PERFORMANCE OBJECTIVES

1. Increase electronic payment of utility bills

toward a future target of 50%. 2. Increase to 94% the number of City divisions

sending data electronically directly to payroll in FY 20-21.

3. Reduce the number of pre-issue checks

requested by the departments to 9 in FY 20-21.

4. Formal Bid & Contract Renewal Rate – Complete 90% of formal bids and contracts no later than the date published in the annual

Purchasing Schedule, with a future goal of 95%.

5. Business License e-Payments – Increase the

number of accounts paying online to 20%.

2018 2019 20202019 2020 2021

Actual Actual Target

Measure 1 - Electronic Utility Payments 42% 55% 50%

Measure 2 - Departments sending Data 88% 94% 94%

Measure 3 - Pre-issue Check Requests 9 9 9

Measure 4 - Formal Bid Awards 85% 95% 95%

Measure 5 - Business License e-Payments 13% 25% 20%

Performance Measure

133

Finance

100-1510



612 Salaries & Wages 798,240$ 845,485$ 936,839$ 840,716$ 613 Extra Help 7,048 909 8,750 8,750 614 Overtime 18,871 31,798 20,000 20,000 615 Total Benefits 393,984 491,338 578,947 456,728 Salaries & Benefits Sub - Total 1,218,144 1,369,529 1,544,536 1,326,194

622 Telephone 9,097 8,461 8,993 10,217 623 Postage & Freight 82,618 91,747 99,700 99,700 624 Advertising 1,694 3,300 2,900 2,900 625 Forms & Supplies 18,520 19,395 26,250 22,750 626 Printing & Binding 43,721 32,100 33,200 36,200 627 Professional Services 210,064 222,128 171,567 172,017 628 Professional Development 898 12 - - 631 Dues & Subscriptions 7,063 7,938 7,100 8,100 633 Office Equipment - O & M 14,268 11,620 13,500 13,500 635 Vehicle O & M 1,289 7,859 6,716 7,140 636 Buildings & Facility O & M 367 378 425 425 638 Small Tools & Supplies 2,428 1,080 4,000 3,000 639 Training Programs 148 413 - - 641 Water Purchases 781 859 860 863 642 Uniform/Clothing 204 - 450 - 643 Insurance 15,000 16,472 15,700 23,282 645 Cash Over or Short (428) (142) - - 658 Technology ISF 28,254 22,126 22,525 22,300 660 Other Materials & Supplies 44 4,580 350 350 Supplies & Services Sub - Total 436,029 450,325 414,236 422,744


Total Appropriations 1,654,173$ 1,819,854$ 1,958,772$ 1,748,938$

134

Information Technology


Networks Management

Hardware/Software Support

Financial System Management

Police/Fire CAD Support

Geographic Information Systems

135


SERVICE DESCRIPTION The Information Technology (IT) Division provides information services, computer systems analysis and set-up, software assistance, and telecommunications support to all City departments and employees.

FY 2019 - 2020 ACCOMPLISHMENTS

Desktop Computer Replacement.

Replaced Police handheld and patrol car radios.

Replaced two Police and Fire Radio

Transmitters in Police Radio Vault.

Updated Police and Fire Dispatch Radio systems.

Replaced the video surveillance system at

SASA.

Replaced the video surveillance system at the Police Department.

Replaced the Domain Controller.

Replaced the Firewall for the City Network.

Replaced the HVAC in the IT Server Room. Implemented a Virtual Firewall for City Virtual

Infrastructure.

Upgraded the Pentamation Financial system.

Implemented a VOIP phone system for the Water and Wastewater Treatment Facilities.

FY 2020 - 2021 INITIATIVES Replace desktop computers per the

replacement schedule.

Replace Patrol and Fire mobile computers.

Replace network switches in various City facilities.

Replace Police handheld and patrol car

radios.

Replace WiFi Access Points in various City facilities.

Replace the Water Treatment Plant Security

Cameras.

Implement Mobile Device Management City-wide.

Implement Advance Network Authentication

with ClearPass.

Implement IBR reporting for the Police Department.

Migrate CAD/RMS system to a new server. Continue to survey our customers and adjust

division operating standards with the goal of exceeding customer expectations.

Continue the training of IT personnel to

improve skills and the overall department knowledge base.

Continue to evaluate internal processes to

improve customer service and increase efficiency.


1. Improve open Helpdesk ticket response

times by 5% from an existing response time of 7.32 hours to 6.95 hours.

2. Maintain critical server uptime at 99.99999%

Performance Measure2018-19 Actual

2019-20 Actual

2020-21 Target

Measure 1 - Response Time 12.25 7.32 6.95

Measure 2 - Server Uptime 99.9936% 99.9999% 99.99999%

136


100-1530

Adopted/


612 Salaries & Wages 450,909$ 493,463$ 534,148$ 536,134$ 613 Extra Help 15,498 15,536 15,500 15,500 614 Overtime 724 290 3,500 3,500 615 Total Benefits 227,276 278,522 314,686 292,093 Salaries & Benefits Sub - Total 694,408 787,811 867,833 847,227

622 Telephone 9,226 5,797 7,200 7,200 623 Postage & Freight 1,612 1,094 1,000 1,000 625 Forms & Supplies 168 1,820 1,150 1,150 627 Professional Services 33,272 31,818 50,428 27,888 628 Professional Development 1,086 80 - - 631 Dues & Subscriptions - 100 150 150 633 Office Equipment - O & M 59,315 76,216 79,681 79,681 635 Vehicle - O & M 10,350 15,238 9,852 20,774 641 Water Purchases 361 396 396 398 643 Insurance 8,846 9,292 9,188 14,471 660 Other Material & Supplies 27 - - - Supplies & Services Sub - Total 124,263 141,850 159,045 152,712


Total Appropriations 818,671$ 929,661$ 1,026,878$ 999,939$

137

City of Yuba City

Gauche Aquatic Park

138

Human Resources

Human Resources

Employee/Labor Relations

Employee Benefits

Classification/Compensation

Risk Management/

Safety

Recruitment/Selection

Training

139

Human Resources


2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 5.0 5.0 5.0 5.0 0.0 0.0%Salaries & Benefits 577,467$ 566,955$ 685,637$ 667,264$ (18,373)$ -2.7%Supplies & Services 263,312 217,092 366,077 336,537 (29,540) -8.1%Capital Acquisitions - - - - - 0.0%Contribution to Other Funds - - - - - 0.0%

Total 840,779$ 784,048$ 1,051,714$ 1,003,801$ (47,913)$ -4.6%

Financing SourcesGeneral Fund 840,779 784,048 1,051,714 1,003,801


2018-19 2019-20 2020-21

Human ResourcesDirector of Human Resources 1 1 1Administrative Analyst II 1 1 1Administrative Analyst I 0 1 1Human Resources Technician I/II 2 2 2Human Resources Technician I - LT 1 0 0 Subtotal 5.0 5.0 5.0

Total 5.0 5.0 5.0

BUDGET SUMMARY


140

Human Resources

MISSION STATEMENT

Act as a strategic partner and resource to the City of Yuba City by supporting, developing, and protecting its most valuable resource - people. We are committed to providing quality services in an environment of continuous change and improvement.

SERVICE DESCRIPTION

Provides recruitment services for City positions, oversees the compensation/classification and benefit programs, coordinates the City’s safety and risk management programs, manages training, labor and employee relations, promotes EEO/AA, engages employees in wellness activities and other personnel matters.

STRATEGIC ISSUES

1. Review current benefits packages in order to provide excellent benefits to our employees while negotiating the best possible rates.

2. Provide a comprehensive Risk Management

Program including: safety training to include updated OSHA mandates and a reduction in the number of workers’ compensation claims and length of time off work.

3. Continue staff training and cross training in

order to increase efficiency, provide professional development, and maintain up-to-date knowledge of changing technology, labor laws and regulations affecting both Human Resources and the City’s operations.

4. Continue the City’s outreach into the

community to increase applicant diversity. 5. When conducting business with each other

and our customers, we will be fair and open-minded in our interactions while maintaining a high level of sensitivity and confidentiality.

6. Be an internal resource for the City’s

management and supervisors in dealing with a wide range of issues.

7. During ever-changing times, continue to expand knowledge and execute precise and necessary tracking and knowledge of applicable laws.

FY 2019 – 2020 ACCOMPLISHMENTS Managed 25 recruitments, reviewed 781

applications, and processed 57 new hires. Administered bargaining unit contracts.

Conducted open enrollments for the City’s

health, dental/vision, life insurance, flexible spending accounts and implemented changes in the health insurance data entry system.

In Fiscal Year 2019-20, conducted 4

interactive process (IAP) meetings for Worker’s Compensation and 12 IAP meetings for Family Medical Leave Act (FMLA)/California Family Rights Act (CFRA), for a total of 15.

Met the reporting requirements under the

ACA to both the employees and the IRS.

Maintained AB 1487 tracking per pay-period and submitted the annual CalPERS report.

Implemented SB 1343 sexual harassment

training program for non-supervisory employees.

Facilitated DOT testing with those City employees whose job description requires a Class A or B license.

Coordinated Federal Motor Carrier Safety

Administration (FMCSA) Drug and Alcohol Clearinghouse query and registration process for pre-employment candidates and current DOT employees.

Conducted City Hall safety meetings to

ensure safety in the workplace. Continued to keep open lines of

communication for employees by providing the City’s Benefits information online.

141

Human Resources

Prioritized the City-wide Safety Team in partnership with Sedgwick.

Continued to provide customer service to

internal customers by providing benefits administration for qualifying events and ongoing service, including providing retirement planning through our continued partnership with ICMA.

Fully transitioned to a new online applicant

tracking system (NEOGOV) in order to improve the user experience, and enhance reporting capabilities.

Regularly audited all benefit systems

including: medical, dental/vision, life insurance, and long-term disability.

Conducted open enrollment for the City’s

benefit plans including a Benefits Fair with local business vendors and City benefit plan carriers.

Processed 255 employee elections during the annual Open Enrollment period.

Facilitated an Onboarding program and

subcommittee to prioritize new employee engagement and communication.

Hosted monthly “Breakfast with the City

Manager” events for new employees to share and learn about the City’s culture.

Hosted quarterly “Pizza with Peers” events

for new employees to encourage cross-departmental networking.

Coordinated annual employee services

award dinner with a City-wide employee committee.

Maintained the Sutter County One Stop

workforce placement partnership for temporary employment services at no cost to the City.

Continued to monitor part-time employees

for benefit eligibility under the Affordable Health Care Act (ACA).

Prioritized leadership development and knowledge by conducting various management and supervisory trainings.

Developed and implemented a City-wide

New Hire Safety Orientation Guide.

Implemented a Risk Management Policy. Completed City-wide annual safety

inspections, and coordinated facility improvements with staff.

Hosted first annual Take Your Kid to Work

Day event which included activities and demonstrations for children of City employees.

Managed Tuition Reimbursement Program

requests, reimbursements, and coordination with employees.

Launched the Target Learning training program in order to provide professional development opportunities to employees at all levels of the organization.


Continue updating City job descriptions for compliance with the Americans with Disabilities Act (ADA) as recruitments allow.

Continue to provide legally mandated and

City required training to all City employees. Monitor performance and premium rates for

City health care providers, and ensure that the City is providing the highest level of health care available at competitive rates.

Conduct ongoing City-wide safety audits in

partnership with the safety team and Bickmore to determine the City’s continued compliance with, and implementation of safety initiatives.

Continue to evaluate Workers’

Compensation total costs and lost work days through safety training, immediate medical care and return to work program.

142

Human Resources

Develop participation for a positive culture through group activities in the workplace.

Participate in at least one community-wide

job fair to provide information to the public on current recruitments and the City’s recruitment process.

Continue to monitor the City’s recruitment process to ensure that recruitments are completed within reasonable timelines.

Continue to assess managers and

supervisors training to discuss Worker’s Compensation, Family Medical Leave Act (FMLA)/ California Family Rights Act (CFRA), and Personnel Rules and Regulations procedures.

Host additional one-day recruiting events for

part-time/temporary/seasonal positions.


1. Maintain average recruiting time (date of

opening to date of certification) of less than 30 days.

2. Continue to positively impact Workers’

Comp Experience Mod through safety initiatives and employee programs (based on the number of claims over a 5 year period).

2018 2019 20202019 2020 2021


Measure 1 - Recruitment - In Days 41 26 30

Measure 2 - Workers Comp Exp Mod 1.25 1.19 1.20

Performance Measure

143

Human Resources 100-1720



612 Salaries & Wages 362,778$ 326,763$ 385,743$ 391,279$ 613 Extra Help 37,981 37,052 64,000 52,000 614 Overtime 6,449 20,804 5,000 25,000 615 Total Benefits 170,260 182,337 230,894 198,985 Salaries & Benefits Sub - Total 577,467 566,955 685,637 667,264

622 Telephone 2,735 3,172 2,238 2,781 623 Postage & Freight 1,151 1,747 1,000 1,000 624 Advertising 12,982 13,650 13,000 9,000 625 Forms & Supplies 29,214 19,846 24,500 23,300 626 Printing & Binding 546 2,096 3,500 3,500 627 Professional Services 177,402 124,663 239,004 224,504 628 Professional Development 5,057 4,739 6,700 12,700 629 Car Allowance - (288) - - 631 Dues & Subscriptions 3,624 5,673 6,800 6,800 633 Office Equipment - O & M 1,982 5,465 16,676 11,676 635 Veh. & Special Equip - 347 - 500 639 Training Programs 8,444 12,413 30,000 18,000 641 Water Purchases 240 264 264 265 643 Insurance 6,479 7,659 6,604 11,999 658 Technology ISF 13,453 10,614 10,791 9,012 660 Other Materials & Supplies - 5,032 5,000 1,500 Supplies & Services Sub - Total 263,312 217,092 366,077 336,537


Total Appropriations 840,779$ 784,048$ 1,051,714$ 1,003,801$

144


145



2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 9.0 9.0 9.0 9.0 0.0 0.0%Salaries & Benefits 900,845$ 945,922$ 1,233,649$ 1,169,744$ (63,905)$ -5.2%Supplies & Services 366,949 297,471 332,376 301,374 (31,002) -9.3%Capital Acquisitions - - - - - 0.0%Contributions to Other Funds - - - - - 0.0%

Total 1,267,794$ 1,243,393$ 1,566,025$ 1,471,118$ (94,907)$ -6.1%



2018-19 2019-20 2020-21

Administration

Director of Development Services 1 1 1Administrative Analyst I 1 1 1 Subtotal 2.0 2.0 2.0

PlanningPlanning Manager 1 1 1Planner - Assistant 0.75 0.75 0.75 Subtotal 1.75 1.75 1.75

BuildingChief Building Official 1 1 1Plans Examiner 1 1 0Building Inspector I/II 1 1 2 Planner - Assistant 0.25 0.25 0.25Code Enforcement Officer 1 1 1Community Development Tech I/II 1 1 1 Subtotal 5.25 5.25 5.25

Grand Total 9.0 9.0 9.0

BUDGET SUMMARY

PERSONNEL SUMMARY

(shown in full time equivalents)

146

Development Services Administration

MISSION STATEMENT Create a distinctive and livable community through quality design, use of good site development and building standards, and efficient use of land and services. In so doing, provide everyone with professional and courteous service in a fair and timely manner.

SERVICE DESCRIPTION

The Development Services Department is focused on property development, including City planning, building permits and inspections, and code compliance. Moreover, the department plans for, and implements, the growth and physical development of the City. This is done through the implementation of the City’s General Plan which provides a 20-30 year vision for a City that will ultimately have 130,000 residents, and by overseeing private development from the planning stages to completion of building construction. Such oversight ensures that the City’s General Plan is implemented per the community’s desires and that compliance with all State and local safety regulations are met. The Department also promotes quality of life improvements within the community through proactive code enforcement services that address and correct violations within the City to ensure a safe and attractive community; and through the provision of decent and affordable housing for all economic segments of the community.

STRATEGIC ISSUES 1. Promote new economic development

opportunities for business expansion, retention, and attraction through the implementation of a business-friendly, “open for business” development approval process and mindset.

2. Ensure implementation of the City’s Growth Policies to promote a comprehensively well-planned community that will provide for improved quality of life for all City residents.

3. Ensure public health and safety in building

construction by providing an informed and knowledgeable working staff that can perform

necessary plan check review and inspection of all construction projects within the City.

4. Continue pre-annexation zoning for the

Sphere of Influence in conformance with the General Plan Land Use Diagram through the completion of master and specific plans and with policy direction from the City Council.

5. Continue to provide and expand the supply of

decent, safe, sanitary, and affordable housing for all economic segments of the community.

6. Provide proactive code enforcement services

that will ensure a safe and attractive community.

7. Enhance communication between the City

and our customers by providing an open discussion forum for feedback on department services.

8. Continue to improve the Department’s

monthly status reports.

FY 2019 – 2020 ACCOMPLISHMENTS Supported the success, progress, and work efforts of the Development Services operating divisions: Planning

Housing Building

FY 2020 - 2021 INITIATIVES SUMMARY Planning: Provide timely and consistent plan

processing, support Council’s efforts to provide an “open for business” environment, update the City’s General Plan Elements, and coordinate the update of the City’s AB 1600 impact fee justification study.

Housing: Prepare and adopt the 2020-2024 Consolidated Plan, prepare and adopt the CDBG Annual Action Plan, implement the City’s CDBG programs, and continue our First-Time Homebuyer Down Payment

147

Development Services Administration

Assistance Program to assist low-moderate income housing in the community.

Building: Develop new processing to

streamline the plan check and permit processes, coordinate/educate developers regarding new building codes, and develop processes and procedures to implement code enforcement services that will ensure a safe and attractive community.

148

Planning

Planning

Town Center Implementation

LAFCODevelopment

Review

Environmental Review

General Plan

ZoningEnforcement

149

Planning

SERVICE DESCRIPTION

Provide technical assistance and professional guidance to the City Council, Planning Commission, and the public regarding policies and plans that guide the physical development of the community. Responsible for updating and maintaining the City’s General Plan, Specific Plans, Zoning Regulations, and development related ordinances.

FY 2019– 2020 ACCOMPLISHMENTS

Successfully completed the Bogue Stewart Master Plan and EIR documents.

Coordinated with the Development Impact

Fee Ad Hoc Committee to reduce impact fees and change the City’s Utility Undergrounding Policy City wide, to help spur development.

Coordinated a municipal code amendment to

the Use Permit process to provide Council an option to directly review Conditional Use Permit applications.

Applied for and successfully obtained SB2

Grant funding to initiate a General Plan update, beginning with the Housing Element.

Updated the City’s Municipal Code to

establish a clear process to enforce Nuisance violations.

Successfully processed numerous land use

entitlements.

Processed several subdivision maps for single family, office, commercial, and industrial development.

Processed numerous General Plan Amendments and Rezone applications.

Updated the City’s Zoning and General Plan

Land Use Map to properly reflect City Council actions since 2004.

Coordinated quality urban design for various

commercial buildings.

FY 2020 – 2021 INITIATIVES

Coordinate to provide a high level of customer service, while constantly innovating to improve our service.

Coordinate to finalize a new AB1600 Fee Study and establish the associated Development Impact Fees to reflect the current needs of the City and community.

Continue annexing land within the City’s Sphere of Influence, in accordance with current standards and growth policies adopted by the City Council.

Continue to process all development applications within statutory deadlines while maintaining a high level of customer service.

Oversee the processing of development

projects within the El Margarita Master Plan area and Bogue Stewart Master Plan

Initiate Sphere of Influence Expansion, and

Annexation for the Bogue Stewart Master Plan with LAFCO

Draft an Accessory Dwelling Unit zoning

code to encourage new infill development

Prepare new Ordinance Amendments relating to Truck Terminals.

Present the draft Nightclub Ordinance,

allowing additional evening activities on Plumas Street, to create consistency between the City’s Zoning Code and Central City Specific Plan, to the Planning Commission and City Council.

Coordinate to complete an update to the

City’s General Plan Housing Element, Land Use, and Zoning Ordinance

Provide workshops and training to the

Planning Commission to create a strong understanding of the role of a Planning Commissioner, and City planning documents.

Update the City’s Geographic Information System (GIS) to ensure that it reflects current conditions.

150

Planning


1. Circulate 100% of project applications for

review and comment from internal and external agencies within 48 hours of submittal of a complete application package.

2. Issue project status letters for 100% of

project submittals requiring discretionary review within 30 days of submittal of a complete application package.

3. Provide 100% of first plan check review

comments back to applicant within three weeks of receiving the project application.

2018 2019 2020

2019 2020 2021


Measure 1 - Project Applications 65% 65% 100%

Measure 2 - Project Status Letters 75% 75% 100%

Measure 3 - Plan Check Reviews N/A N/A 100%

Performance Measure

151

Planning

100-1910



612 Salaries & Wages 312,071$ 283,500$ 371,295$ 365,684$ 613 Extra Help 4,757 4,169 38,000 38,000 614 Overtime 301 223 - - 615 Total Benefits 130,734 143,711 206,679 179,814 Salaries & Benefits Sub - Total 447,862 431,602 615,974 583,498

622 Telephone 1,896 1,546 2,994 3,334 623 Postage & Freight 1,605 2,193 2,000 2,000 624 Advertising 5,646 7,897 12,000 12,000 625 Forms & Supplies 2,905 3,829 3,000 2,900 626 Printing & Binding 21 401 750 750 627 Professional Services 178,290 114,597 143,960 103,960 628 Professional Development 4,984 3,120 200 200 631 Dues & Subscriptions 1,290 1,356 2,300 2,300 633 Office Equipment - O & M 6,751 - 2,010 2,010 635 Vehicle - O & M 50 1,433 3,000 800 638 Small Tools & Supplies 90 2,580 6,800 6,800 639 Training Programs 3,275 2,481 4,200 4,200 641 Water Purchases 225 248 248 249 643 Insurance 6,215 6,724 7,026 10,523 648 Filing Fees 2,331 17 9,323 9,323 658 Technology ISF 7,138 6,146 6,257 6,383 660 Other Material & Supplies 450 662 1,000 1,000 Supplies & Services Sub - Total 223,162 155,231 207,068 168,732

692 Capital Acquisitions - 13,000 - - Acquisitions Sub - Total - 13,000 - -


152

Building

153

Building

SERVICE DESCRIPTION

Building provides residents, business owners and visitors to the City with peace of mind by ensuring the buildings they live, work and visit are safe. As "first preventers" we ensure compliance to minimum fire-life safety standards by providing review and inspection of construction projects within the City. Additionally, Building provides Code Enforcement services that are aimed at ensuring safe and attractive neighborhoods.

FY 2019-2020 ACCOMPLISHMENTS The building department was active issuing

a total of 4358 permits with a valuation of $76,421,732. This includes 49 new single-family dwellings, 9 new commercial buildings and the remainder of the permits being additions, alterations, repairs.

Code Enforcement responded to

approximately 1,001 cases. The City continues to receive voluntary compliance to resolve the majority of complaints.

Code Enforcement has developed an

intentional plan to inspect vacant properties and then communicate with property owners any need for weed abatement. This has caused a reduction in the properties that have dry “fire hazard” weeds later in the summer months.

Code Enforcement has worked with multiple

departments/agencies within the Regional Homeless Outreach committee to develop the Homeless Engagement and Response Team. The team is working through the processes to implement a coordinated effort to reach out to the homeless community within our larger community.

FY 2020-2021 INITIATIVES Develop new processing methods aimed at

streamlining the building permit and plan check processes. This would include online electronic plan submittal and review.

Work to educate and inform staff, builders,

contractors, and developers regarding the

new 2019 California Codes that will take effect January 2020.

Continue to develop processes and

procedures to implement the new “no camping ordinance”

Implement a new ordinance to expedite the

plan check and permitting process for (ADU’S) accessory Dwelling Units.

Continue to work with the police department

homeless liaison officer to interface with the homeless populace. The intent is to assist this population towards permanent housing and receiving services to meet their needs.

Continue to meet with surrounding

jurisdictions to discuss current code questions and have consistent code interpretation.

Continue to work side-by-side with the

California State licensing Board to ensure compliance for unlicensed contractors and unpermitted structures.


1. Approve 100% of plan reviews within three

plan check reviews or less. Staff will meet with the applicant, owner, designer or contractor to explain corrections/concerns if plan reviews go beyond three reviews.

2. Ensure that 100% of inspections are made

within 24 hours of initial request with reduced staff levels.

3. Resolve 90% of Code Enforcement cases

within 60 days of the receipt of a valid complaint and without the use of citations.

Performance Measure2018-2019

Actual

2019-2020

Actual

2020-2021

Target

Measure 1 - Plan Review Process 98% 98% 100%

Measure 2 - Inspections w ithin 24 hours 99% 99% 100%

Measure 3 - W/out Citations W/in 60 days 88% 90% 95%

*2019-2020 information used for the Code Enforcement cases are from July 1, 2019 to March 18, 2020.

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Building

100-1920



612 Salaries & Wages 240,193$ 276,396$ 362,999$ 354,435$ 613 Extra Help 65,681 56,420 36,000 36,000 614 Overtime 4,409 4,025 - - 615 Total Benefits 142,700 177,479 218,675 195,811 Salaries & Benefits Sub - Total 452,983 514,320 617,674 586,246

622 Telephone 7,499 7,908 8,233 9,141 623 Postage & Freight 1,153 415 600 600 625 Forms & Supplies 5,967 8,225 6,200 8,600 626 Printing & Binding 463 127 1,200 1,200 627 Professional Services 65,464 66,664 35,882 35,882 628 Professional Development 1,080 2,851 7,700 5,200 631 Dues & Subscriptions 152 565 1,500 1,500 633 Office Equipment - O & M 28,659 23,239 22,500 22,500 634 Special Equipment - O & M - - 175 175 635 Vehicle - O & M 12,962 9,364 22,872 21,977 638 Small Tools & Supplies 226 2,892 2,000 2,000 639 Training Programs 6,325 3,144 700 700 641 Water Purchases 316 347 347 348 642 Uniform Clothing 1,354 1,636 1,100 1,100 643 Insurance 6,093 6,443 6,791 10,178 658 Technology ISF 6,076 8,419 7,508 11,541 Supplies & Services Sub - Total 143,787 142,240 125,308 132,642



155

City of Yuba City

Police Station

156

Police Department

Police Department

InvestigationsAdministration Field Operations

157

Police Department


2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 94.5 94.5 96.5 96.5 0.0 0.0%Salaries & Benefits 11,568,711$ 12,806,401$ 13,778,737$ 14,872,952$ 1,094,215$ 7.9%Supplies & Services 2,056,308 2,118,786 2,293,615 2,439,504 145,889 6.4%Capital Acquisitions - - 10,000 - (10,000) 0.0%Contributions to Other Funds - - - - - 0.0%

Total 13,625,019$ 14,925,187$ 16,082,352$ 17,312,456$ 1,230,104$ 7.6%


158

Police Department


2018-19 2019-20 2020-21AdministrationPolice Chief 1 1 1Administrative Manager 1 1 1Administrative Assistant 1 1 1Lead Records Clerk 0 0 1Records Clerk 5 5 5 Subtotal 8.0 8.0 9.0

Traffic Education and Enforcement Sergeant 1 1 1Lead Records Clerk 1 1 0Officer 4 4 4 Subtotal 6.0 6.0 5.0

InvestigationCommander 1 1 1Sergeant 2 2 2Officer 10 10 10Field Services Technician 1 1 1 Subtotal 14.0 14.0 14.0

Field OperationsAssistant Chief 1 1 1Lieutenant 2 2 2Sergeant 6 6 6Officer 36 38 38Community Service Officer 6 6 6Reserve Officers (10 Officers) 1.5 1.5 1.5 Subtotal 52.5 54.5 54.5

Community OutreachCommunity Policing Coordinator 1 1 1 Subtotal 1.0 1.0 1.0

Information ResourcesCommunity Service Officer - Lead 1 1 1 Subtotal 1.0 1.0 1.0

CommunicationsCommunications Center Coordinator 1 1 1Public Safety Dispatcher I/II/III 11 11 11 Subtotal 12.0 12.0 12.0

Grand Total 94.5 96.5 96.5


159

Police Administration

MISSION STATEMENT

To work in partnership with the community toward the goals of protecting life and property, solving neighborhood problems and enhancing the quality of life in our City.

SERVICE DESCRIPTION The overall responsibility for effective and efficient operation of police services within the City of Yuba City is coordinated by, and ultimately the responsibility of, Department Administration. By State law, the Chief of Police is the responsible officer. Much the same as any large organization, the Chief benefits from the assistance of his senior commanders; engagement in participative management; gaining guidance from the City Manager, City Council and the citizens we serve. The Police Administrative Unit sets the Department on a strategic focus. Collateral activities of the Unit include Business and Records Management, operation of the Office of Public Responsibility and legislative coordination of issues at the State and Federal levels of government with potential impact on the members of our community.

STRATEGIC ISSUES

1. Instill and reinforce the ethical principles and quality values that professional law enforcement is known for in all our new police employees.

2. Implement and/or modify as required, our

Strategic Plan document to effectively plan for personnel and infrastructure enhancements in order to adequately address the needs of our expanding City population. Continue to evaluate and update a plan to facilitate the process of providing police services to all areas of the City inclusive of those currently provided service by the Sutter County Sheriff’s Department.

3. Continue to keep our focus on creating viable

community partnerships and engaging in effective problem solving with the ongoing goal of continued excellent customer service.

4. Continue to incorporate and expand our Community Policing Coordinator services into our philosophy of community based policing. Increase department’s social media presence.

5. Foster continued principles of individual

and group accountability by virtue of COMPSTAT/Intelligence led Policing (Monthly meetings involving representation of all Police Department groups, examining crime patterns, areas of concern, internal procedures which can be improved and evaluation of created action plans). This is done with the belief in mind that the absence of crime is the best evaluator of police performance.

6. Track technology advancements, which

could enhance our effective and efficient delivery of police service and/or benefit officer safety. Look for and apply for grants as they become available, with a special attention towards non-matching fund grants.

7. Continue to evaluate community needs and

balance with cities economic status to provide the best quality service that is possible, while maintaining trust and partnership with our citizens.

8. Prepare department through community education, preparation and resources to provide police services to the South Yuba City Area.

FY 2019 - 2020 ACCOMPLISHMENTS With the current economic situation, the

department continued to prioritize services to operate with reduced numbers of positions. As such, alternative scenarios have developed which will result in the five-year plans being extended out for a couple of years to allow the economic concerns to stabilize.

Despite the loss of State funding, the

department has continued to operate our

160


regional Narcotic and Gang Task Force. We work in partnership with our local law enforcement allies in maintaining and modifying this invaluable program.

Continued to pursue a policy of zero tolerance

pertaining to illegal gang activity.

There has been a decrease in property crimes.

Facilitated the 43rd and 44th Citizen Police Academy – accounting for over 1000 attendees in the last 20 years.

Increased our number of Volunteers in Policing to

35. Volunteers accounted for over 7500 hours of service to the City.

Conducted eight COUNT (Community Outreach

Uniting our Neighbors Together) me in for coffee events, and three additional neighborhood meetings.

Provided twenty presentations to our local

schools. The Records department processed over 10,000

police reports and over 1700 subpoenas. Tracked 1971 alarms, 99% were false alarms, and

processed corresponding false alarm billings. This significantly reduced patrol calls for service for false alarms.

Received over 211,000 phone calls to our

Communications Center; 32,214 were 911 calls. Applied for and received over $200,000 of grant

money from Federal and State agencies. This money was used for alcohol, drug, and traffic enforcement.

Partnered with Sutter County Probation, and the

Yuba City Unified School District, to deliver gang intervention training through the G.R.E.A.T (Gang Resistance and Education Training) program.

In calendar year 2019 the YCPD issued 878

citations to individuals driving without a license or driving on a suspended license.

Conducted 30 Traffic related presentations and trainings to an audience in excess of 5000 people.

Arrested 268 people for driving under the influence of alcohol or drugs.

Issued 1017 Distracted Driver citations in

2019.


Expand on neighborhood planning to

identify and prioritize needs in targeted neighborhoods, in partnership with Code Enforcement. This will be dependent on Code Enforcement staffing.

Reduce gang violence through

suppression, diversion, intervention and prevention utilizing a regional coordination approach.

Increase our Traffic Index, with the use of

external grants and enhanced directed patrols. Fully staff Traffic Unit to 4 as staffing increases.

Continue to reassess staffing and financial

losses from the state in order to maintain services at a level that will maintain a high standard of public safety. Losses include funding of State operated Gang/Drug Task Force, and reduction of prison population due to AB 109.

Working in conjunction with other City

departments and businesses, continue to address and reduce vagrancy issues. Specific items include new camping ordinances, addressing aggressive panhandling problems, and increasing quality of life issues within our sphere of influence.

Develop a strategic plan to provide police

services to all areas of the City, inclusive of those currently provided services by the Sutter County Sheriff’s Department.

Working with Human Resources and

Finance, fully staff the Police Department personnel to the budgeted levels.

161


Provide leadership opportunities to staff in order to maintain succession planning. Make Leadership Academy and UC Davis Leadership courses available to deserving employees in order to address Mission Statement of City (Quality Service, Leadership and Innovation).

Work in Partnership with our Regional Allies

(Sutter County Sheriff, Sutter County Fire, and Yuba City Fire) to enhance our regions ability to respond to emergencies. Conduct trainings and emergency scenarios in order to better prepare our region.


1. Enhance community safety by reducing the

serious (Part 1) crime rate. We hope to establish a reduction in part I crimes that have seen a drop in rates of over 50% in the past ten years, but realize that the economy and the new realignment program (less people going to State Prisons) plays a significant role in this particular statistic.

2. Achieve a traffic enforcement index of 25%. This

is the National Highway Traffic Safety Administration recommended number in order to decrease the number of injury accidents. The index is a ratio of hazardous citations to injury accidents.

3. Implement and develop a program to provide

personal video recorders to all of Patrol and Motor Officers. Currently reviewing available grant funding and department protocols.

4. Decrease Injury Collisions to less than 290.

2018 2019 20202019 2020 2021

Actual Actual TargetMeasure 1 - Serious Crime Rate Reduction 31.6 30.9 30Measure 2 - Traffic Enforcement Index 22% 21% 25%Measure 3 - Personal Video Recorders 85% 100% 100%Measure 4- Injury Accidents 275 300 <300

Performance Measure

*Measure 4 is included in Measure 2.

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100-2120



612 Salaries & Wages 555,958$ 532,059$ 599,098$ 696,081$ 614 Overtime 10,672 4,143 3,150 3,150 615 Total Benefits 535,897 598,639 669,044 757,228 Salaries & Benefits Sub - Total 1,102,528 1,134,841 1,271,292 1,456,459

621 Heat & Power 103,735 93,586 8,520 3,397 622 Telephone 73,923 69,856 61,788 62,468 623 Postage & Freight 12,976 14,321 10,000 10,000 625 Forms & Supplies 30,545 27,299 28,300 27,500 626 Printing & Binding 8,894 6,757 8,000 8,000 627 Professional Services 20,393 36,897 14,700 14,700 628 Professional Development 803 1,245 1,500 1,500 631 Dues & Subscriptions 5,184 3,914 5,000 5,000 633 Office Equipment - O & M 166,470 163,947 208,300 208,300 635 Vehicle - O & M 16,480 12,754 20,752 12,751 636 Buildings & Facility - O & M 42,337 32,949 25,000 25,000 638 Small Tools & Supplies 5,218 4,550 4,700 4,700 641 Water Purchases 6,653 7,870 7,986 7,598 643 Insurance 159,928 210,393 188,345 252,540 652 Debt Service 74,799 93,000 83,330 88,453 658 Technology ISF 12,430 10,541 12,751 12,062 Supplies & Services Sub - Total 740,770 789,880 688,972 743,969



163

Traffic Education and Enforcement

SERVICE DESCRIPTION The Traffic Education and Enforcement Unit is committed to providing safe transportation corridors, which allow various types of vehicles and pedestrians to safely share the public thoroughfares of our City. The Unit employs numerous programs to combat injury collisions. 1. The Suspended Traffic Offender Program

(STOP) targets suspended and unlicensed drivers. The majority of these drivers have been involved in traffic related incidents, resulting in license suspension. Studies have shown this program has a major impact toward reducing alcohol related and hit and run collision incidents. This program follows the guidelines set forth in California Vehicle Code Sections 14602.6 and 14607.6. These sections prescribe 30-day storage of vehicles driven by suspended or unlicensed drivers. To gain release of the vehicle prior to the 30 days, the registered owner can request a post storage hearing with the traffic sergeant by calling (530) 822-4795. Subsequent violations can result in forfeiture of the vehicle.

2. “Every 15 Minutes” is a two-day program

focusing on juniors and seniors in high school that challenges them to think about drinking, personal safety, and the responsibility of making mature decisions when lives are involved. This program requires nine months preparation by a committee composed of 30 community members.

3. The Neighborhood Speed Awareness (NSA)

program was designed to reduce speed in residential neighborhoods through a combination of education and enforcement. The program offers an alternative to court fines for speed violations in residential areas. Violators cited under this program attend a class presented by the police department designed to inform the driving public of the need for speed compliance. During the NSA course information is given to the students on braking distances, vehicle versus bicycle/pedestrian injuries and collision prevention techniques. Upon completion of

the class the department nullifies the citation. The program assures better driving habits through education and students are encouraged to talk to their friends/family about the class. Speed continues to be the leading primary collision factor for collisions in the City. In 2019, unsafe speed accounted for more than 31% of injury collisions. The Traffic unit conducted 12 NSA classes and more than 1247 speed offenders were issued NSA citations. Help make our neighborhoods safe for all and don’t speed.

4. Student Driver Awareness Program (SDA)

was developed in the model of the NSA program. The SDA involves targeting hazardous driving exhibited by teen drivers in areas around the schools. Problem areas are identified through a combination of citizen complaints and collision data. Student drivers issued a citation attend a two hour traffic education class after school. The course seeks to improve driving habits through education. Student drivers attending the program nullify their citation upon completion of the course. Only violations issued during directed enforcement operations in target areas qualify for the SDA program. 3 SDA classes were offered in 2019.

5. The Bicycle Enforcement and Education

Program (BEEP) is a first-time offender program designed to encourage youth under the age of 18 to comply with the law requiring helmet use. Bicycle Court is held at the police department and is conducted by the Sutter County Probation Department. Helmet use has increased due to this program, resulting in a reduction of injuries to bicyclists.

6. The Occupant Protection Program includes a

variety of education programs designed to reduce injuries associated to collisions. Occupant protection programs measures include Child Safety Seat Checkup Events and Bicycle Rodeos. Child Safety Seat Checkup Events are held within our community and enlist certified NHTSA Child Safety Seat Technicians working to teach caregivers how to properly install their car seat. Child Safety Seat Technicians also inspect child seats to ensure they are safe

164


and there are no factory recalls. Bicycle Rodeos are held in local schools and aim to teach youth the rules of the road and to safely operate their bicycles. The traffic unit also receives funding through the Office of Traffic Safety (OTS) to replace some defective car seats and provide bicycle helmets at Bicycle Rodeo events.

7. The Department deploys four Speed feedback

Trailers to increase awareness and seek voluntary compliance with posted speed limits. Trailers are placed where a high occurrence of speed related collisions occur and/or in neighborhoods where residents report problems with speeding vehicles. If you are interested in requesting a Speed feedback Trailer for your neighborhood, please call (530) 822-4795 or visit the Yuba City Police Department web site at http://www.ycpd.org/ and click on the Traffic Education and Enforcement link.

8. The Traffic Education and Enforcement Unit

offers the following additional services:

Provide assistance with street closures for public events, traffic education for the general public and community service groups.

Conduct bicycle rodeos at sites open to the general public.

Provide traffic safety education (auto, bicycle and pedestrian) in the Yuba City Unified schools.

Conduct DUI checkpoints and saturations patrols to reduce drunk and drugged driving in our community.

Provide a free violator course for first time child safety seat violators which removes a point from the license of the violator upon completion.


Conducted more than 30 presentations and trainings to an audience in excess of 5,000 people.

Trained 45 personnel on Advanced Roadside Impaired Driving Enforcement (ARIDE) since 2012. This course focuses on DUI drug investigations. Each year the department strives to send two new officers to this training.

Trained 2 officers in Standardized Field

Sobriety Tests (SFST) for DUI identification and enforcement. Course focuses on DUI alcohol related investigations. Nearly 100% of field personnel are now SFST trained.

Two personnel completed the Drug

Recognition Expert (DRE) process. DRE personnel enhance the department’s ability to investigate and assist in the prosecution of DUI drug incidents.

Arrested 268 people for driving under the

influence in calendar year 2019. (206 alcohol related DUI, and 43 drug related DUI. The remainder are a combination of alcohol and drugs). DUI arrests decreased by 1% in 2019.

Issued 878 citations to individuals driving

without a license or with a suspended license.

Issued 1017 Distracted Driver (cell phone related) citation in 2019.


Regain staffing levels of four motor officers in traffic unit. Traffic unit operated with three motor officers in 2019 due to department staffing shortages.

Provide DUI investigations training for all traffic personnel. Provide 4 patrol officers Advanced Roadside Influence Detection Enforcement courses, and one additional Drug Recognition Expert training.

Provide at least five training sessions to patrol shifts in the areas of DUI investigations and other traffic safety concerns.

Maintain enforcement efforts in the area of unlicensed and suspended drivers.

165


Provide training to 5 patrol personnel in the areas of basic collision investigation.

Continue to pursue repeat DUI offenders through DUI related arrest warrant details and Surveillance Operations.

The department will strive to reduce collisions through enhanced education and enforcement efforts with a goal of increasing the traffic enforcement index to 25%.


1. Achieving an enforcement index of 25%. 2. Providing educational forums on traffic safety

with a target of 32 forums.

3. Reduce DUI related collisions to less than 50.

4. Decrease injury collisions to less than 290.

2018 2019 20202019 2020 2021

Actual Actual TargetMeasure 1 - Enforcement Index 22.5% 21.0% 25.0%

Measure 2 - Education Forums 35 39 30+

Measure 3 - DUI Accidents 64 62 < 49

Measure 4 - Injury Collisions 275 300 < 300

Performance Measure

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100-2110




622 Telephone 485 625 890 1,501 624 Advertising 266 408 500 500 626 Printing & Binding 161 48 200 200 627 Professional Services - 333 250 250 635 Vehicle - O & M 44,201 30,205 49,966 55,679 638 Small Tools & Supplies 21,176 23,068 21,000 21,000 639 Training Programs 2,796 4,719 4,500 4,500 642 Uniform Clothing 1,669 1,619 1,860 1,860 643 Insurance 10,041 9,027 9,172 15,460 658 Technology ISF 12,952 11,063 11,001 10,758 660 Other Material and Supplies 586 588 750 750 Supplies & Services Sub - Total 94,332 81,703 100,089 112,458


Total Appropriations 700,858$ 764,309$ 964,023$ 1,009,591$

167

City of Yuba City

National Night Out

168

Investigations

Investigations

Employee Background

Investigations

Investigative Operations

Administrative Services

Crime Prevention

Technology Resources

Crime Scene Investigations

Evidence

Net-5 Liaison

Allied Agency Coordination

E-911 Communications

Records Management

Media Relations

Budget Analysis

Business Affairs

Neighborhood Watch

Citizen Academy

Business Partnership

Community Outreach

Research & Development

Grant Identification &

Tracking

Gang Unit

169

Investigations

SERVICE DESCRIPTION It is the responsibility of the Investigations Unit to conduct follow-up investigations of felony crimes and all other incidents requiring in-depth inquiry. The Unit acts as the investigative liaison to allied police agencies at the local, state and federal levels of government. Investigations continue to interact with local merchants and business associations providing input and training as requested. We view this interdependent relationship as crucial to keeping our agency, residents and business community ready to meet future law enforcement challenges.


Investigators authored 87 search warrants and 17 court orders, made 80 arrests and 21 warrant requests for a variety of felony and misdemeanor charges. Investigators were assigned and investigated 282 cases and were able to close 206 of those. In addition, investigators authored 440 supplemental reports.

Continued participation in the Yuba Sutter Anti Gangs Enforcement (YSAGE) Multi-agency directed gang deterrence operations. Participated in ongoing sweep operations targeting gang issues on a monthly basis.

Members of the Investigations Unit completed

at total of 456 hours of training this fiscal year. This training focused in the areas of Homicide Investigation, Leadership Training, Officer Involved Shootings Investigations, Force Encounters Investigations, SWAT Training, Child Abuse Investigations, Forensic Interviewing of Children and 3D Laser Imaging of Crime Scenes.

Seized in excess $140,000.00 in cash from

drug sales investigations, and seized more than 19 firearms unlawfully possessed.

Provided initial ICI core, child abuse

investigation, and search warrant training to a newly assigned detective. Investigators received advanced training specific to the issue of Human Trafficking and learned how

to incorporate the newly purchased Faro 3D imaging capabilities into crime scene documentation.

FY 2020 - 2021 INITIATIVES Assign investigators to regularized training

topics for purposes of in-service briefing session training for patrol personnel related to major criminal investigation.

Conduct bi-annual proactive enforcement

sweeps.

Select and train new investigators with the goal of achieving full staffing within the unit.

Select and train a new in-house gang

investigator. Impact the gang issues faced in the

community through the use of our internal gang unit, and the resources of the Gang Task Force. Continue to combat gang activity in our community, and maintain this as a priority when assigning investigators to cases. Maintain zero tolerance for gang activity and violence.


1. Maintain a high level of service and

professionalism via community presentations.

2. Conduct bi-annual enforcement and compliance sweeps focusing on sexual registrants and individuals with probation/parole terms.

3. Provide monthly in-service training to

department and/or City staff focusing on current criminal issues and trends being addressed by the investigations unit.

4. Participate in at least twelve Yuba-Sutter Anti-

Gang Enforcement (YSAGE) details focusing on reducing gang violence and gathering intelligence. YSAGE has now reduced the

170

Investigations

frequency of their deployments to once a month.

2018 2019 20202019 2020 2021

Actual Actual TargetMeasure 1 - Community Presentations 57 49 35Measure 2 - Proactive enfofcement /compliance sweeps 2 2 2Measure 3 - Provide monthly in-service training 4 12 12Measure 4 - YSAGE Multi Jurisdictional Sweep 18 12 12

Performance Measure

171

Investigations

100-2130

Adopted/


612 Salaries & Wages 961,060$ 1,095,569$ 1,319,623$ 1,307,372$ 614 Overtime 214,878 206,211 141,500 141,500 615 Total Benefits 547,300 841,317 1,079,820 958,681 Salaries & Benefits Sub - Total 1,723,237 2,143,097 2,540,943 2,407,553

622 Telephone 2,382 2,359 1,878 3,336 627 Professional Services 113,424 126,184 169,700 159,200 628 Professional Development 165 278 1,500 1,500 633 Office Equipment - O & M - - 6,500 6,500 634 Special Equipment - O & M 616 - 1,000 1,000 635 Vehicle - O & M 62,229 66,611 79,261 80,742 638 Small Tools & Supplies 5,330 9,588 6,000 6,000 639 Training Programs 509 1,695 4,500 4,500 643 Insurance 24,300 25,034 24,616 39,325 651 Reimbursable 110 - - - 658 Technology ISF 27,732 22,648 27,337 27,266 660 Other Material and Supplies 617 1,040 1,000 1,000 Supplies & Services Sub - Total 237,415 255,436 323,292 330,369



172

Field Operations

Field Operations

S.W.A.T.

School Resource Unit

Community Service Officers

K-9

Uniformed Patrol

Positive Attendance Unit

Traffic Education & Enforcement

Emergency Planning

Community Policing

Coordination

Field Training Program

173

Field Operations

SERVICE DESCRIPTION

The Field Operations Unit is the most visible segment of law enforcement operations within the City. Members of the Unit are the frontline in responding to emergencies of all types, citizen needs/concerns and providing aid in neighborhood problem solving within a Community Policing Philosophy. Employees assigned to this Unit, like any other segment of the department, are expected to use professional, mature and ethical approaches in analyzing and fairly resolving critical events in a person’s life.


Continued participation in our regional anti-gang task force, the Yuba Sutter Anti-Gang Enforcement (YSAGE).

Continued to work closely with the

Sacramento Regional Terrorism Threat Assessment Center through the utilization of our terrorism liaison officers.

Continued to assign officers, sergeants, and lieutenants to geographic areas (beats) within our City to improve accountability and effectiveness.

Continued to pursue a zero tolerance policy

for gang activity. Patrol directed anti-gang enforcement details were conducted throughout the year in response to instances of gang activity.

Continued our partnership with Sutter

County Probation and the Yuba City Unified School District to deliver gang intervention training through the G.R.E.A.T. (Gang Resistance and Education Training) program.

The COMPSTAT process will continue to be

utilized to ensure accountability and responsibility throughout the department.

Continued our partnership with the Yuba Sutter CHP and other local law enforcement agencies to share information of stolen vehicles and other serious offenses.

Body Worn Cameras were issued to all patrol staff.

Continue to provide all sworn officers with a

U.S. military based combat first aid training program. The training allows officers to self-administer first aid for traumatic injuries sustained during rapidly evolving events such as active shooter incidents. The officers are provided with trauma equipment to be carried with them as part of their uniform safety equipment.

Continued to deploy the Critical Incident

Stress Management (CISM) program for the department on an as needed basis. This program uses specially trained employees to provide assistance and support to their peers after traumatic events.

Continued the deployment and use of surveillance cameras within the City. These cameras provide real-time monitoring and extensive recording capabilities which can be accessed via a smart phone app or internet link. The cameras can be relocated throughout the City as needed.

Added a third canine and handler to the Canine Program.

The Background Investigations and Field Training staff worked diligently to hire and train sworn and non-sworn staff.

Participated in “COUNT me in for Coffee,” Neighborhood Watch, National Night Out, and other community events and outreach efforts.


To fill all vacant sworn officer positions. Hiring and training standards will be maintained to ensure professionalism and integrity.

The prevention of and response to gang

related crime will remain a top priority for the patrol division. The Division will continue to work in conjunction with the Yuba Sutter

174

Field Operations

Gang Task Force to deter gang related crime.

Continue to work in partnership with local

community groups and other government entities to identify and address quality of life issues in our community, including homelessness, as part of our City’s Clean and Safe Initiative.

Review, assess, and implement alternative

staffing schedules for field personnel in an attempt to identify and implement a schedule that is most effective and efficient to meet community and budgetary needs.

Continue to participate in “COUNT me in for Coffee,” Neighborhood Watch, and National Night Out events and community forums, as well as, other outreach efforts and community contacts.


1. Work towards achieving a violent crime rate

index of less than 30. Current staffing shortages present a challenge in maintaining the current trend in crime rate reductions. We will continue working as a collective force, utilizing all available data and effective planning, toward continued crime rate reductions.

2. Utilize all available data and effective

planning, toward keeping injury collisions below 300 and achieve a traffic index of 25 or more.

3. Officers will conduct at least 900 community

contacts to include “COUNT me in for Coffee” events, community forums, school visits, Neighborhood Watch meetings, business crime reduction meetings, and self-initiated security checks. This will become increasingly important as new schools, businesses and Neighborhood Watch teams become part of our local law enforcement jurisdictional area. This process will encourage involving citizens in crime

reduction techniques while introducing the officers to members of their community.

2018 2019 20202019 2020 2021

Actual Actual TargetMeasure 1*- Crime Rate Reduction 31.6 30.9 <30Measure 2 - Traffic Index 22.50% 21.00% 25.00%Measure 3 - Community Contacts 956 930 900Measure 4*- Injury Collisions 275 300 <300

Performance Measure

*Measure 1 is the violent crime rate per 1,000 residents. Our ability to meet this performance measure was negatively impacted by a sworn officer staffing shortage and statewide legislative initiatives which significantly reduced the number and duration of prison and jail sentences. This impact will be lessened as officer vacancies in patrol and then specialty assignments throughout the department are filled. *Measure 4 is included in Measure 2. Traffic Index is a ratio of hazardous citations issued to injury / fatal collisions. Studies conducted by Northwestern University support the existence of a direct relationship to traffic enforcement and the reduction in injury collisions and is generally a measure of effectiveness of traffic safety in the United States. Our ability to meet this performance measure was impacted by a sworn officer staffing shortage within the patrol and traffic divisions. This impact will be lessened as officer vacancies in these divisions are filled.

175

Field Operations

100-2140



612 Salaries & Wages 3,771,972$ 4,090,946$ 4,287,030$ 4,487,312$ 613 Extra Help 43,552 49,012 55,000 55,000 614 Overtime 768,242 883,759 640,998 656,859 615 Total Benefits 2,161,873 2,249,563 2,440,463 3,328,024 Salaries & Benefits Sub - Total 6,745,639 7,273,280 7,423,491 8,527,195

622 Telephone 2,910 3,750 6,424 10,842 625 Forms & Supplies 305 80 - - 627 Professional Services 18,070 28,925 36,000 36,000 628 Professional Development 2,746 821 6,299 6,299 631 Dues & Subscriptions 1,080 1,008 1,200 1,200 634 Special Equipment - O & M 68,740 64,277 60,315 60,315 635 Vehicle - O & M 460,325 437,024 579,410 624,457 638 Small Tools & Supplies 12,457 12,059 10,635 10,635 639 Training Programs 7,248 57,336 68,000 68,000 642 Uniform Clothing 30,376 24,543 25,536 25,536 643 Insurance 79,808 85,895 82,278 136,959 651 Reimbursable 24,193 20,238 40,000 40,000 658 Technology ISF 195,009 182,178 183,662 140,380 660 Other Material & Supplies 29 - - - Supplies & Services Sub - Total 903,294 918,134 1,099,759 1,160,623

692 Capital Acquisitions - - 10,000 - Acquisitions Sub - Total - - 10,000 -


176

Community Outreach

SERVICE DESCRIPTION The Community Outreach Unit, like the agency in total, operates under the philosophy of Community Oriented Policing and Problem Solving (COPPS). The Unit works in partnership with the community and various agencies within the City and County to promote police/community partnerships, proactive problem solving, and to enhance the quality of life for our citizens and visitors to our community. In May of 2017, a full-time Community Policing Coordinator position was filled with the appointment of Ms. Katy Goodson. The Community Policing Coordinator oversees the day to day operations of this unit and has collateral oversight responsibility for the Volunteers in Policing (VIP’s) program, the Neighborhood Watch Program, Citizen Rider program, and the Citizen’s Police Academy program.

FY 2019 - 2020 ACCOMPLISHMENTS Facilitated the 43rd and 44th Citizen’s Police

Academy Program, which offers community members an in-depth look at the operation of their police agency.

Continued involvement with LEVOC’s, (Law Enforcement Volunteers of California), annual training conference.

Acted as liaison with local churches to

eradicate graffiti within the community.

Provided ongoing support for 12 Neighborhood Watch groups.

YCPD citizen volunteers donated more than

7500 hours to the police department in 2019.

Facilitated eight “COUNT (Community Outreach Uniting Our Neighbors Together), me in for Coffee" events, and three community events.

Advertised, coordinated, and planned the National Night Out events for August of 2019.

Continued the Citizen’s Observation Program, (C.O.P.), which provides citizens the ability to register their home or business video surveillance system with the department. This provides officers with a potential source of video evidence for crimes committed in the vicinity of participating locations. Participants are provided with signs to be posted on their property which inform the public of the program and serve as a deterrent to crime.

Continued to support our agency’s 911 cell phone registration program. This program allows citizens to provide their contact information associated with their cell phone number so it can be recorded into our data base, and quickly retrieved in the event we receive a future 911 call from the phone.

Provided more than 20 presentations to community groups.

Provided more than 20 presentations to local schools.

Expanded the Police Department’s presence

on social media.


Continuation of the Citizen Police Academy

program, conducting two academies each year.

Continue participation in the Law

Enforcement Volunteers of California. Advertise, coordinate and plan the National

Night Out events for August of 2020. Ensure the Police Department has an adequate representation of sworn and civilian employees at the different events.

Organize ten COUNT me in for coffee events and two community forum events.

Provide at least 20 presentations to community groups.

Provide at least 20 school presentations.

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Community Outreach

Staff at least eight educational / outreach booths at local fairs and events.

Increase social media presence for the Yuba City Police Department.

Expand C.O.P. video surveillance program and participation.


1. Schedule and conduct two Citizen Police

Academies.

2. Increase the number of VIPs, Volunteers in Policing.

2018 2019 20202019 2020 2021

Actual Actual TargetMeasure 1 - Conduct 2 Citizen Academies 2 2 2Measure 2 - Number of Volunteers 30 35 35

Performance Measure

178

Community Outreach

100-2150

_____________________________________________



612 Salaries & Wages 50,655$ 58,946$ 58,641$ 62,422$ 613 Extra Help 13,089 9,704 - - 614 Overtime 8,694 9,631 12,700 12,700 615 Total Benefits 37,119 41,790 49,155 47,303 Salaries & Benefits Sub - Total 109,557 120,071 120,496 122,425

622 Telephone 97 125 - - 624 Advertising 577 1,436 1,500 1,500 625 Forms & Supplies 2,170 1,943 2,600 2,600 626 Printing & Binding 603 418 500 500 627 Professional Services 399 255 - - 631 Dues & Subscriptions - - 100 100 635 Vehicle - O & M 304 866 1,000 1,200 639 Training Programs 957 648 750 750 643 Insurance 916 1,010 1,096 1,958 651 Reimbursable 1,518 - - - 660 Other Material and Supplies 2,189 2,485 2,000 2,000 Supplies & Services Sub - Total 9,730 9,187 9,546 10,608



179

City of Yuba City

Community Outreach

180

Information Resources

SERVICE DESCRIPTION The Information Resources Unit was created in 2012. This is not an additional position, but rather a reassignment of a Community Service Officer into a Lead position. This unit will be responsible for the dissemination of information within the Agency, as well as mandatory reporting requirements, and additional duties within the Investigations Division.


Worked with records personnel to audit and

close calendar year 2019 UCR data.

Worked with IT to implement new Federal data collection standards (NIBRS), and train department personnel on data entry requirements.

Investigated and identified a ring of suspects

involved in the skimming of credit card data in a state-wide enterprise.

Instrumental in working crime scenes for the

collection of evidence and evidence processing.

Provided supplemental training to staff

specific to data entry and use of the Spillman RMS system.

Served as lead investigator on a commercial

burglary ring affecting the Northern CA region. This investigation led to the arrest of the primary suspect and closed several cases in this jurisdiction.


Provide support to the Agency’s Community

Service Officers. Assist in refining the Department’s

COMPSTAT process ensuring information is passed on in a timely manner.

Ensure the Department’s statistical data is

reported in an accurate and timely fashion to

the Federal Bureau of Investigation (FBI) as it relates to the implementation of National Incident Based Reporting System (NIBRS.)

Provide redundancy and back-up services to

the Department’s Field Services Technician (Evidence).


1. Coordinate and facilitate the reporting of crime

data to the FBI. 2. Ensure that all COMPSTAT reports are

completed and distributed in a timely manner.

3. Provide bi-weekly (or as criminal trends dictate) intelligence briefings to the Police Department.

2018 2019 20202019 2020 2021

Actual Actual TargetMeasure 1 - FBI/UCR Reports 100% 100% 100%Measure 2 - COMPSTAT 75% 75% 90%Measure 3 - Intelligence briefings 12 12 12

Performance Measure

181

Information Resources

100-2155



612 Salaries & Wages 61,397$ 62,060$ 65,233$ 69,460$ 614 Overtime 2,834 247 3,150 3,150 615 Total Benefits 29,625 44,717 51,996 50,963 Salaries & Benefits Sub - Total 93,857 107,024 120,379 123,573

622 Telephone 97 125 - - 625 Forms & Supplies 978 2,375 1,000 1,000 631 Dues & Subscriptions - 103 150 150 639 Training Programs 2,611 165 3,200 3,200 643 Insurance 1,120 1,174 1,123 1,893 660 Other Materials and Supplies 2,045 2,572 2,800 2,800 Supplies & Services Sub - Total 6,850 6,513 8,273 9,043



182

Crime Analysis and Intelligence

100-2160



612 Salaries & Wages -$ 178$ -$ -$ 613 Extra Help - 13,888 15,258 15,258 614 Overtime - - 900 900 615 Total Benefits - 288 296 294 Salaries & Benefits Sub - Total - 14,353 16,454 16,452

622 Telephone 1,067 1,375 395 667 625 Forms & Supplies 1,676 1,194 1,100 1,100 627 Professional Services - 97 - - 631 Dues & Subscriptions - - 100 100 633 Office Equipment - O & M 302 - 350 350 639 Training Programs 1,500 - 1,600 1,600 643 Insurance 289 297 285 421 658 Technology ISF 5,815 4,917 5,006 4,898 Supplies & Services Sub - Total 10,648 7,880 8,836 9,136



183

City of Yuba City

Police

“Together We Protect”

184

Communications

SERVICE DESCRIPTION The Police Communications Unit serves as the Department’s centralized public safety answering point (PSAP). It coordinates law enforcement, fire, medical responses and emergency medical dispatching within the City. The Communications Unit always strives to provide our community with the highest possible level of service in a timely and courteous manner. Coordination of emergency services through our center helps save lives, reduce injury and safeguard property through a commitment to professionalism, experience, knowledge and training.

FY 2019 - 2020 ACCOMPLISHMENTS Answered 211,758 telephone calls (a 29.6%

increase), 85 Text2911 calls (100% increase), 32,214 911 calls, and 48,031 calls for service between Police and Fire Departments.

Hosted Fire Dept. and Police Dept. sit-a-

longs for new officers, potential dispatchers, and fire recruits.

Dispatchers attended required POST update

and professional development trainings which included Dispatcher health and wellness, Communications Training Officer, Tactical Dispatcher, disaster preparedness, callers in crisis, dispatch role in mass casualties, and dispatch terrorism awareness.

Hired one new dispatcher.

Successful completion of Department of

Justice CJIS/NCIC database audit.

Activation of Text2911. Public service announcements created and pushed out to the public.

Dispatch remodel/upgrade approved by

council.


Continue EMD Quality Assurance Committee.

Continue to build relationship with Fire Dept.

through joint trainings.

Fill vacant dispatch position.

Complete training for new dispatch trainees.

Achieve trained staffing sufficient for a swing-shift to accommodate peak hours, patrol overlap and special events.

Complete dispatch remodel/upgrade to

stations, floors, and lighting.


1. Complete mandated training and seek new

training for current dispatchers. 2. Provide swing shift dispatcher for peak hours

and special events

3. Increase staffing from 12 positions to 14 to allow for additional staffing/overlap during peak hours.

2018 2019 20202019 2020 2021

Actual Actual TargetMeasure 1 - Continuous Training 100% 100% 100%Measure 2 - Staffing and Training 0% 0% 100%Measure 3 - Swing Shift Dispatcher 0% 0% 100%

Performance Measure

185

Communications

100-2170



612 Salaries & Wages 665,754$ 721,156$ 779,273$ 751,133$ 614 Overtime 128,405 103,824 64,079 64,760 615 Total Benefits 393,209 506,148 578,396 506,269 Salaries & Benefits Sub - Total 1,187,367 1,331,128 1,421,748 1,322,162

622 Telephone 3,270 1,870 3,838 4,518 625 Forms & Supplies 1,856 1,581 1,500 1,500 627 Professional Services 15 138 - - 631 Dues & Subscriptions 458 468 500 500 633 Office Equipment - O & M 12,322 12,187 13,550 13,550 634 Special Equipment - O & M 329 - 2,500 2,500 638 Small Tools & Supplies 48 508 200 200 639 Training Programs 6,168 5,816 6,055 6,055 643 Insurance 12,962 14,585 14,191 22,231 651 Reimbursable - 608 - - 658 Technology ISF 15,841 12,292 12,514 12,244 Supplies & Services Sub - Total 53,269 50,052 54,848 63,298



186

Fire Department

187

Fire Department


2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 58.00 58.00 58.00 58.00 0.00 0.0%Salaries & Benefits 9,978,547$ 9,820,093$ 10,404,239$ 9,577,507$ (826,732)$ -7.9%Supplies & Services 1,805,664 1,624,330 1,628,713 1,517,300 (111,413) -6.8%Capital Acquisitions 3,389 51,595 - - - 0.0%Contributions to Other Funds - - - - - 0.0%

Total 11,787,600$ 11,496,017$ 12,032,952$ 11,094,807$ (938,145)$ -7.8%



2018-19 2019-20 2020-21

AdministrationFire Chief 1 1 1Assistant Chief 1 1 1Fire Marshal 1 1 1Administrative Analyst I/II/III 2 2 2Fire Safety Inspector I/II 1 1 1Administrative Assistant 1 1 1 Subtotal 7.0 7.0 7.0

OperationsBattalion Chief 3 3 3Battalion Chief - Training Officer - LT 0 0 0Fire Captain 15 15 15Recruit, Firefighter I/II, Fire Apparatus Operator 33 33 33 Subtotal 51.00 51.00 51.00

Grand Total 58.00 58.00 58.00

BUDGET SUMMARY


188

Fire Administration

MISSION STATEMENT The mission of the Yuba City Fire Department is to protect life, property, and the environment, through the delivery of innovative and efficient quality emergency management services in our community.

SERVICE DESCRIPTION The Fire Administration & Support Division manages the financial, personnel, facilities, apparatus, fire code enforcement, public education and fire investigation activities of the Department as well as coordinating the City’s emergency preparedness efforts.

STRATEGIC ISSUES 1. Through Fire Department Leadership

Training, continue to build upon our Fire Department Vision of “Embracing a Lifestyle of Passion, Integrity and Honor, through Selfless Customer Service, investing in our Employees and investing in our Infrastructure”.

2. Local, State and Federal requirements

involving staffing, deployment and personnel issues have and will continue to impact our ability to provide essential services. Staffing levels and organizational structure, training and retaining quality employees will continue to be a top priority.

3. Our community is accustomed to receiving

high quality fire and life safety services. These services do come with a cost. Cost recovery, where appropriate, and revenue generation on a fee for service basis will continue to be a priority for the Fire Department.

4. Fire prevention efforts are well documented

as being more cost effective than fire suppression efforts. Working with builders and developers to implement the requirements for built-in fire protection systems in business and residential development will be a priority in Yuba City.

5. Cooperating with neighboring fire and life safety service providers is in the best interests of our community. The Fire Department will continue to evaluate and pursue cooperative service agreements when possible.

6. In an effort to be better prepared for a major

emergency or disaster, the Fire Department will continue the phase of siting, designing and funding through grants of a City Emergency Operations Center (EOC) and Regional Training Center.

FY 2019 - 2020 ACCOMPLISHMENTS Lead the City’s COVID-19 Pandemic

planning, management, and coordination with regional efforts.

In collaboration with Human Resources, conducted promotional processes for Fire Captain and Fire Apparatus Operators, and held recruitments for Firefighter and SAFER Grant Fire Recruits.

Hired, trained and assigned 9 additional personnel under the Staffing for Adequate Firefighting Emergency Response (SAFER) Grant.

Received Assistance to Firefighters Grant in the amount of $173,617, to replace all of the Department’s mobile and base station radios with new radios.

Extended the contract for HazMat training with

CalOES to fund Yuba City Fire and Yuba-Sutter HazMat Response Team.

Conducted multi-agency benchmarking analysis of Prevention Bureau costs and staffing.

Prevention Bureau conducted seven arson

investigations resulting in one criminal conviction.

Provided team building training to all

Administration staff including two staff

189

Fire Administration

members attending the City’s Leadership Academy.

Provided Fire Safety inspections for 1,733

businesses in Yuba City, correcting 1,261 violations.

Collaborated and partnered with other City

departments and community organizations in producing the 17th Annual 4th of July Children’s Parade in Downtown Yuba City.

Prevention Bureau collaborated and partnered

with Downtown Business Association in the Summer and Christmas Stroll in Downtown Yuba City.

Worked with AT&T to extend the use of the

water tower at Fire Administration for their cellular antennas for an additional five years.

Created electronic inspection forms to be

used on the departments iPads and upgraded the City’s website to allow public access to those forms and the self-inspection process.

Awarded eight portable radios from the 2019 Homeland Security Grant.

Created a preliminary site plan and

construction budget for the construction of a new Fire Station #1.

FY 2020 - 2021 INITIATIVES Adopt California Incident Command

Certification System (CICCS) requirements in order to meet the City’s contractual obligations to CalOES.

Establish a multi-faceted public education program to meet needs of all ages of the community.

Provide disaster preparedness training and

exercises for all City employees. Research and apply to State, Federal and

private grant programs to assist in funding Fire Department operations.

Establish and promote a complete emergency notification system for disaster preparedness within the City.

Emphasize a risk-reduction model for the

community where we analyze the specific risks to the community and establish mechanisms to reduce that risk.

Begin construction/remodel of Fire Station 2.

Begin remodel/repairs of Fire Station 1.


1. Complete Fire Department Plan Checks within

seven working days of receipt, with a target of completing 100 plan checks within seven working days.

2. Complete a minimum of 1,500 fire code

business inspections (self and onsite inspections).

3. Deliver a minimum of 45 Fire Station Tours.

4. Deliver a minimum of 35 Engine Company

visits.


Actual

2019-2020

Actual

2020-2021

TargetMeasure 1 - Completed Fire Plan Checks 155 122 100Measure 2 - Fire Code Inspections 1,468 1,611 1,500Measure 3 - Fire Station Tours 38 21 45Measure 4 - Engine Company Visits 40 50 35

190

Fire Administration

100-2305



612 Salaries & Wages 550,401$ 701,027$ 729,355$ 571,730$ 613 Extra Help 101,589 62,018 13,500 - 614 Overtime 75,600 50,252 - - 615 Total Benefits 567,416 749,874 916,031 431,183 Salaries & Benefits Sub - Total 1,295,005 1,563,172 1,658,886 1,002,913

622 Telephone 883 984 890 1,668 623 Postage & Freight 838 1,253 1,000 1,000 625 Office Supplies 120 - - - 626 Printing & Binding 1,099 536 1,500 750 627 Professional Services 46,680 33,825 128,555 44,475 628 Travel & Meeting - 13,360 - - 631 Dues & Subscriptions 254 - - - 633 Office Equipment - O & M - 1,330 - - 635 Vehicle - O & M 5,901 2,734 6,817 6,659 636 Buildings & Facility - O & M 16 1,241 500 500 639 Training Programs 3,705 8,716 7,000 7,000 643 Insurance 12,286 12,761 12,059 17,945 651 Reimbursable 22 - - - 658 Technology ISF 13,996 11,584 12,305 13,026 Supplies & Services Sub - Total 85,800 88,325 170,626 93,023



191

Fire Operations

SERVICE DESCRIPTION The Fire Operations Division is responsible for the delivery of all emergency response services including pre-hospital emergency medical, fire suppression, hazardous materials, technical rescue, and water rescue. The Fire Operations Division is also responsible for the delivery of all Federal, State and locally mandated training in support of the services delivered. Fire Operations also coordinates with the Police Department and Information Technology regarding the Computer Aided Dispatch System and Records Management Systems.

FY 2019 - 2020 ACCOMPLISHMENTS Took delivery of new CalOES Type I Pumper

(OES-407)

Purchased & placed in service a new inflatable boat as part of the Department’s Swift Water Rescue fleet to replace unsafe and leaking boat.

Purchased and placed in service a new

Advanced Technical Rescue trailer to replace the deteriorating existing trailer.

Purchase of new training materials: CPR Mannequins & Forcible Entry Door prop.

Funded and conducted multi-department

Confined Space/Trench Rescue Training.

Developed and purchased a training platform using the Target Solutions system that allows the Fire Department to distribute and track training to meet minimum ISO requirements and NFPA standards

Purchased and placed in service iPad’s to

conduct company inspections on each fire engine to increase efficiency and provide better customer service for our business owners.

Conducted several inhouse Fire Recruit

Academies for SAFER Grant Fire Recruits.

Restructured the Department’s Joint Apprenticeship Committee (JAC) training committee.

Formed and created policy for a Social Media

Outreach Program.

Restructured and updated Firefighter Health & Wellness Program, ensuring the safety and wellbeing of our safety personnel.

Developed and provided fire and life safety

education to approximately 5797 school-aged children and adults in our community

In conjunction with the Yuba City Police

Department, participated in the planning and response in the annual Sikh Parade.

FY 2020 - 2021 INITIATIVES Develop a comprehensive 2-year training plan.

Provide required specialized training to all “specialized emergency response team” personnel to maintain and enhance their skills.

Continue to develop the training platform of

Target Solutions to meet minimum ISO and NFPA training standards.

Emphasize a risk-reduction model for the City

to analyze the risks to the community and establish mechanisms to reduce that risk.

Develop a review and modification process for

the Department’s Policy and Operations Guidelines.


1. For pre-hospital emergency medical service

calls, the first unit shall arrive within five minutes from Fire Department notification, 85% of the time.

2. For moderate risk structure fires, the first unit

shall arrive within five minutes from Fire Department notification, 85% of the time.

192

Fire Operations

3. Remaining units, including the Incident Commander, shall arrive within ten minutes total reflex time, 85% of the time.


Actual

2019-2020

Actual

2020-2021

TargetMeasure 1 - Pre-Hospital Responses 81.0% 81.0% 85%Measure 2 - Structural Fire Responses 85.0% 85.0% 85%

193

Fire Operations

100-2310



612 Salaries & Wages 3,937,412$ 3,722,772$ 4,418,617$ 4,282,311$ 613 Extra Help 289 - - - 614 Overtime 1,838,183 1,590,146 1,072,927 1,076,987 615 Total Benefits 2,907,658 2,944,003 3,253,809 3,215,296 Salaries & Benefits Sub - Total 8,683,542 8,256,921 8,745,353 8,574,594

621 Heat & Power 95,892 84,725 57,547 54,964 622 Telephone 39,297 43,968 36,063 38,404 625 Forms & Supplies 15,320 15,362 17,700 15,600 627 Professional Services 28,544 53,541 33,200 33,200 628 Travel & Meeting 3,866 6,191 - - 631 Dues & Subscriptions 2,740 2,643 2,000 1,500 633 Office Equipment - O & M 10,186 7,864 8,600 8,600 634 Special Equipment - O & M 384,980 21,917 28,404 26,404 635 Vehicle - O & M 708,920 833,040 843,964 804,579 636 Buildings & Facility - O & M 89,777 80,062 66,100 65,100 638 Small Tools & Supplies 20,351 23,660 15,100 9,600 639 Training Programs 63,703 52,969 77,290 61,090 641 Water Purchase 27,718 32,749 31,914 32,587 642 Uniform Clothing 74,842 102,649 60,642 47,842 643 Insurance 91,850 87,270 90,937 139,787 651 Reimbursable (412) - - - 652 Debt Service 12,950 13,530 14,133 15,966 658 Technology ISF 49,338 73,866 74,493 69,054 Supplies & Services Sub - Total 1,719,864 1,536,005 1,458,087 1,424,277

692 Capital Acquisitions 3,389 51,595 - - Acquisitions Sub - Total 3,389 51,595 - -


194

Public Works

195

Public Works


2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 31.2 30.2 31.2 31.2 0.0 0.0%Salaries & Benefits 2,607,429$ 2,893,509$ 3,468,401$ 3,141,352$ (327,049)$ -9.4%Supplies & Services 1,527,115 1,689,940 1,778,612 1,881,847 103,235 5.8%Capital Acquisitions 8,717 2,609 - - - 0.0%Contributions to Other Funds - - - - - 0.0%

Total 4,143,261$ 4,586,059$ 5,247,013$ 5,023,199$ (223,814)$ -4.3%


BUDGET SUMMARY

196

Public Works


2018-19 2019-20 2020-21AdministrationPublic Works Director 0.5 0.5 0.5Administrative Assistant 0.5 0.5 0.5 Subtotal 1.0 1.0 1.0

Engineering Deputy PW Director - Engineering 1 1 1Senior/Assistant/Associate Civil Engineer 5 5 5Senior Construction Inspector 1 1 1Construction Inspector 1 1 1Engineering Technician I/II 1 1 1Engineering Technician III 1 1 1Project Manager 1 1 1 Subtotal 11.0 11.0 11.0

Street Maintenance Deputy PW Director-Maintenance 0.34 0.34 0.34Street Maintenance Supervisor 1 1 1Maintenance Worker III 3 3 3Maintenance Worker I/II 5 5 5 Subtotal 9.34 9.34 9.34

Electrical Maintenance Deputy PW Director-Maintenance 0.08 0.08 0.08Electrical Technician I/II/III 0.80 0.80 0.80 Subtotal 0.88 0.88 0.88

Fleet Maintenance (Vehicle Maintenance ISF Fund)Fleet Maintenance Supervisor 1 1 1Lead Mechanic 1 1 1Mechanic I 2 2 2 Subtotal 4.0 4.0 4.0

Facilities MaintenanceFacilities Maintenance Supervisor 1 1 1Building Maintenance Worker I/II 0 1 1Custodian I/II 3 3 3 Subtotal 4.0 5.0 5.0

Grand Total 30.22 31.22 31.22


197

City of Yuba City

Streets and Roads

198

Public Works Administration

MISSION STATEMENT

Provide essential public works and utilities services to the citizens of Yuba City in the safest, most responsive, and efficient means possible.

SERVICE DESCRIPTION

The Public Works Department provides engineering, construction, operation, and maintenance services to the City’s infrastructure systems, including streets, water, sewer, and storm drainage systems. The Department also provides internal services such as fleet and facilities maintenance.

STRATEGIC ISSUES 1. Traffic Circulation Improvements: Improve

traffic circulation throughout the City. 2. Economic Development and Growth:

Provide cost effective ways to expand the infrastructure to serve development and planned growth areas.

3. Quality of Life: Continue to update,

enhance, and expand those City facilities and services that provide quality of life.

4. Maintain and Improve Infrastructure:

Assess, conduct preventative maintenance, rehabilitate, and reconstruct the City’s existing infrastructure to extend the useful life.

5. Flood Protection: Improve the levee system

protecting the City to ensure a minimum 100-year flood certification by FEMA.

6. Regulations: Modify utilities operations to

meet increasingly stringent regulations that require increased process control monitoring, analysis of water at lower chemical detection limits, and increased operator training.

7. Organizational Development: Continue the

essential training of staff in order to meet

new and changing regulations, increased efficiency, and professional development.

FY 2019 – 2020 ACCOMPLISHMENTS

Supported the success, progress, and work efforts of the Public Works operating divisions:

Facilities Maintenance

Engineering

Street Maintenance

Electrical Maintenance

Fleet Maintenance

Water Distribution

Water Treatment Plant

Wastewater Collection

Wastewater Treatment Facility

Laboratory and Pretreatment

FY 2020 - 2021 INITIATIVES SUMMARY

Facilities Maintenance: Conduct a City-wide facility inspection to prioritize and plan for short- and long-term maintenance and improvements.

Engineering: Design and construct priority Capital Improvement Program and maintenance construction projects, including the 5th Street Bridge Replacement Project and WWTF Improvements Project.

Street Maintenance: Proactively inventory

and prioritize sidewalk, striping, pothole, service trench, and storm-drain infrastructure repairs.

Electrical Maintenance: Provide safe and

efficient travel for pedestrians and motorists through timely maintenance of traffic signals

199


and streetlight facilities, particularly at mid-block crossings near area schools.

Fleet Maintenance: Provide service to City

vehicles of all shapes and sizes with a high level of expertise and efficiency, supporting essential City services throughout the organization.

Water Distribution: Continuously maintain

and improve the water distribution system by identifying opportunities for innovative solutions to water loss, water quality, and customer needs.

Water Treatment Plant: Provide high-quality,

dependable water service to City customers, whether in abundance or drought conditions.

Wastewater Collection: Survey, and keep in

superb condition, the sewer line throughout the City via a variety of creative means, from CCTV monitoring to chemical root control to I&I identification and reduction.

Wastewater Treatment Facility: Prepare for

the future of wastewater with optimal daily actions, preparation of the Wastewater Master Plan, and facility improvements, big and small.

Laboratory and Pretreatment: Support

current and incoming staff in order to maintain a high level of accuracy and production with training and new equipment. Promote awareness of wastewater issues to the public through the Pretreatment Program.

200


100-1905



612 Salaries & Wages 112,312$ 82,837$ 117,696$ 44,687$ 614 Overtime 189 194 - - 615 Total Benefits 60,287 71,616 86,593 50,799 Salaries & Benefits Sub - Total 172,789 154,647 204,289 95,486

622 Telephone 642 474 950 950 623 Postage & Freight 239 118 31 31 625 Forms & Supplies 807 775 1,375 1,375 626 Printing & Binding - - 35 35 627 Professional Services 36,936 38,022 32,900 32,900 628 Professional Development - 35 - - 631 Dues & Subscriptions 538 417 700 700 635 Vehicle - O & M 522 2,088 450 1,158 638 Small Tools & Supplies - - 300 300 641 Water Purchases 78 86 86 87 643 Insurance 2,248 2,103 2,038 3,031 Supplies & Services Sub - Total 42,011 44,117 38,865 40,567



201

Engineering

Engineering

Infrastructure Design

As-Built Drawing Maintenance

Construction Inspection

Land Division Map Approval

Design Plan Checking

Traffic Engineering

202

Engineering

SERVICE DESCRIPTION The Engineering Division includes both Inspection and Design. The Inspection team provides construction management and inspection services on private development projects, right-of-way encroachment projects, and Capital Improvement Program projects. The Design team provides engineering and public facility design, plan review, administration, permitting, and construction of public works and development projects, including infrastructure, Capital Improvement Program projects, and replacement projects. Additionally, the Engineering Division provides services to the public regarding traffic issues and general engineering-related questions.

FY 2019 – 2020 ACCOMPLISHMENTS Fifth Street Bridge Project – Continued

construction toward a project completion in Summer 2020.

Bridge Street Widening – Continued design and environmental document preparation, sought grant funding opportunities and completed demolition of vacant houses.

Bridge Street Underground Utility District – Coordinated with PG&E on design of Phase 1 from Gray Avenue to Cooper Avenue.

Sanborn Road Widening – Constructed

drainage and pedestrian improvements along Sanborn Road and Bogue Road.

Tully Parkway/Queens Avenue Extension – Consultant initiated design of the project.

Safe Routes to School Plan – Consultant

prepared a first draft of the Safe Routes to School Plan that will encompass all schools within Yuba City utilizing a Caltrans Sustainable Transportation Planning Grant.

Barry Elementary School Water Connection – Coordinated with State and YCUSD on services agreements. Consultant has continued to design the project.

Wastewater Treatment Facility Improvements – Continued construction of the $20 million improvements project toward a project completion in 2021.

Wastewater System Master Plan –

Completed updating the Master Plan for the Wastewater Treatment Facility and Wastewater Collections system.

Wastewater Outfall Diffuser Project – Consultant completed 30% design and began preparing environmental documentation for a new outfall diffuser for the Wastewater Treatment Facility.

Pressure Surge Issues in Water Distribution

System – Hired a consultant to evaluate surge tanks and backup power at the Water Treatment Plant to minimize pressure surges within the distribution system.

Cellular Water Meter Replacement – Completed the design, bid, and awarded the contract to replace water meters with cellular read meters throughout the City.

2019 Striping and Markings – Completed a project for striping and marking maintenance throughout the City.

YCPD Facility Expansion – Completed

construction of the Phase I facility and secure parking expansion at the Police Department.

Civic Center Field Improvements –

Completed construction of landscape and facility improvements of Civic Center Field.

State Route 20 Landscape Corridor and

Wayfinding Signage Concept Plan – Finalized the plan.

Franklin Avenue Pedestrian Improvements –

Completed the design, bid, and awarded the contract to widen and construct sidewalk improvements on Franklin Avenue between South Palora Avenue and Gray Avenue.

Harter Park and Bike Path Extension –

Continued assisting the Parks Division in designing and preparing environmental documentation for a new park west of Harter

203

Engineering

Parkway and south of Butte House Road, along with an extension of the Sutter Bike Path to Harter Parkway.

Utilized the City-wide Pavement Management System to improve the efficient use of available resources.

City-wide Traffic Model Update – Consultant

continued to update the City’s travel demand model and development impact fee study.

Continued implementation of and compliance with the City’s Phase II MS4 NPDES permit.

Provided ongoing ADA improvements to City sidewalk facilities throughout the City with available funding.

Applied for and successfully obtained grants

from FRAQMD, SACOG, and CalRecycle.

FY 2020 – 2021 INITIATIVES Fifth Street Bridge – Continue construction

towards a project completion in mid- to late-2020 and hire a contractor to construct and maintain revegetation plantings.

Bridge Street Widening – Finalize design, prepare environmental documents, advertise for bids, and award a construction contract.

Bridge Street Underground Utility District – Continue coordinated with PG&E on design of Phase 1 from Gray Avenue to Cooper Avenue.

Franklin Avenue Pedestrian Improvements –

Widen and construct sidewalk improvements on Franklin Avenue between South Palora Avenue and Gray Avenue.

Harter Park and Bike Path Extension –

Continue assisting the Parks Division in designing and preparing environmental documentation for a new park west of Harter Parkway and south of Butte House Road, along with an extension of the Sutter Bike Path to Harter Parkway.

Safe Routes to School Plan – Finalize the Safe Routes to School Plan that will encompass all schools within Yuba City and position the City to compete successfully for grant funding for such improvements.

City-wide Traffic Model Update – Coordinate with City’s consultant to update City’s travel demand model and development impact fee study.

Wastewater Treatment Facility Improvements – Continue construction of the project towards a project completion in 2021.

Wastewater Outfall Diffuser – Continue

design and environmental documentation for a new outfall diffuser for the Wastewater Treatment Facility.

Pressure Surge Issues in Water Distribution System – Complete design construction of either surge tanks or backup power at the Water Treatment Plant to minimize pressure surges within the distribution system.

Cellular Water Meter Replacement – Complete the replacement of water meters with cellular read meters throughout the City.

Barry Elementary School Water Connection – Finalize the design and construct a waterline to serve the school.

Continue to utilize Community Development

Block Grant funds to construct ADA improvements identified in the City’s Transition Plan.

Apply for and receive project funding through

available grant funding sources (e.g. FRAQMD, SACOG, State, and Federal).

Design and construct necessary improvements associated with the infrastructure of the Water and Wastewater facilities.

Continue implementation of the Bicycle

Master Plan to improve bicyclist facilities throughout the City.

204

Engineering


1. yc311 Request Closures: Provide excellent

start-to-finish service to City customers through the yc311 customer service management application by closing all received cases within an average of 12 days.

2. Plan Check Requests: Respond to plan check requests within two weeks of receiving the plans with a target of 100% customer response time.

2018- 2019- 2020-2019 2020 2021

Actual Actual TargetMeasure 1 - yc311 Request Closures 7.3 days 12.7 days 12 daysMeasure 2 - Plan Check Requests 97% 98% 100%

Performance Measure

205

Engineering

100-1930



612 Salaries & Wages 718,879$ 698,116$ 984,072$ 958,209$ 613 Extra Help 17,371 23,995 22,000 19,555 614 Overtime 1,641 4,296 9,000 9,000 615 Total Benefits 352,545 464,338 576,203 506,666 Salaries & Benefits Sub - Total 1,090,436 1,190,745 1,591,275 1,493,430

622 Telephone 6,014 4,819 4,683 5,702 623 Postage & Freight 390 266 1,000 1,000 625 Forms & Supplies 5,746 10,006 7,195 8,495 626 Printing & Binding 134 119 2,600 500 627 Professional Services 34,070 27,893 32,009 32,009 628 Professional Development 3,642 3,164 1,000 3,500 631 Dues & Subscriptions 2,125 1,295 2,000 2,000 633 Office Equipment - O & M 13,616 13,941 14,650 14,650 634 Special Equipment - O & M 378 401 2,182 582 635 Vehicle - O & M 13,156 16,831 13,122 16,124 638 Small Tools & Supplies 957 3,315 850 850 639 Training Programs 1,062 663 700 700 641 Water Purchases 661 727 728 731 643 Insurance 16,806 17,636 17,131 25,787 658 Technology ISF 26,750 24,747 25,080 24,414 Supplies & Services Sub - Total 125,507 125,824 124,930 137,044

692 Capital Acquisitions 2,679 - - - Acquisitions Sub - Total 2,679 - - -


206

Street Maintenance

Street Maintenance

Street Sweeping

Curb & Gutter Repair

Street Repairs

Asphalt Maintenance

Storm Drain System

207

Street Maintenance

SERVICE DESCRIPTION The Street Maintenance Division maintains City streets, sidewalks, curbs and gutters, signs, markings, and the storm-drain system. The Division is also responsible for street sweeping.

FY 2019-2020 ACCOMPLISHMENTS Coordinated with Development Services and

the DBA to provide services for downtown functions (Summer Stroll, Christmas Stroll, etc.).

Continued to work with the City’s sidewalk asset management system through iWorQ to inventory and prioritize sidewalk issues.

Coordinated the “Beautification Crew,” which consists of two (2) part-time employees whose responsibilities include trash removal, debris removal, appliance removal, etc. from City streets and properties.

Worked with the Engineering Division and property owners to implement improved striping and signage to help resolve issues with speed, parking, signage, and traffic control.

Resolved 348 yc311 service requests and over 300 interdepartmental requests.

Provided ongoing efforts to clean up abandoned shopping carts and remove unpermitted signs throughout the City in coordination with the Development Services Department.

Provided ongoing maintenance activities

including street repairs, concrete replacement, street sweeping, maintenance and installation of signs, markings, and maintenance and repairs to the City’s storm-drain system.

Continued to improve customer service by

providing prompt feedback on status of customer requests through the City’s customer service management systems.

Coordinated the purchase of a Global M4 Mechanical Street Sweeper to replace a Tymco Regenerative Air Street Sweeper.

Continued the use of a 2YD swivel concrete

mixer along with a mini batch plant which has enabled the crew to mix concrete at the Corporation Yard.

FY 2020-2021 INITIATIVES Inventory the existing road striping and

markings throughout the City and help coordinate the construction of a 2021 Striping Maintenance project.

Proactively inventory and prioritize sidewalk repairs into the City’s asset management system.

Combine service requests and activities generated through the City’s yc311 service requests into iWorQ to enhance the management of the City’s assets.

Plan and implement the replacement of asphalt patches (service trenches/street failures) to eliminate outstanding cuts.

Work with Engineering and other Public Works divisions to procure a paving contract to repair outstanding pavement cuts.

Improve maintenance of the City’s

infrastructure through innovative solutions for job efficiency and customer service.

Continue employee training in areas of safety, professional growth, and customer service.

Plan and implement a triennial program to

clean the sumps of all 3,800 drainage inlets within City limits.

Plan and implement a five-year program to

identify, paint, and bead all 3,800 drainage inlets within City limits.

Coordinate with the Engineering Division to

develop a sidewalk repair ordinance.

208

Street Maintenance

Plan and implement a 10-year sidewalk inspection program to identify and repair trip hazards.


1. After the inventory and prioritization of the

City’s sidewalks and asphalt repairs, crews will record the number of sidewalk/asphalt repairs completed each year for evaluation of performance.

2. Improve completion of requests by City

customers through the customer service management application “yc311” with a target period of completion in less than three days.

3. Be proactive in the beautification of the City

as a whole (shopping carts, garage sale signs, debris, etc.).

2018 2019 20202019 2020 2021

Actual Actual TargetMeasure 1 - Concrete Sidewalk Repairs 75 YDS 98 YDS 175 YDSMeasure 2 - yc311 Customer Service

Average Closure Time 3.3 Days 3.2 Days 3 DaysMeasure 3 - Service Trench Restoration 180 Tons 190 Tons 300 Tons

Performance Measures

209

Street Maintenance

100-3130



612 Salaries & Wages 434,330$ 461,849$ 510,329$ 493,950$ 613 Extra Help 78,259 128,413 140,000 98,481 614 Overtime 17,130 21,705 16,200 16,200 615 Total Benefits 286,367 360,674 380,246 342,539 Salaries & Benefits Sub - Total 816,086 972,640 1,046,775 951,170

621 Heat & Power 314 - - - 622 Telephone 8,671 12,252 9,863 13,882 623 Postage & Freight 2 - - - 625 Forms & Supplies 1,040 1,437 1,000 1,000 627 Professional Services 8,197 9,207 15,680 15,680 628 Professional Development 7,974 6,033 13,000 13,000 631 Dues & Subscriptions 460 489 880 880 634 Special Equipment - O & M 6,542 7,758 6,400 8,400 635 Vehicle - O & M 153,789 226,047 212,283 208,259 636 Buildings & Facility - O & M 248,754 283,949 333,970 328,970 638 Small Tools & Supplies 6,156 6,265 8,000 8,000 639 Training Programs 9,678 9,214 8,000 8,000 641 Water Purchase 18,179 19,921 20,329 30,259 643 Insurance 82,330 55,532 56,203 128,481 658 Technology ISF 20,810 19,194 18,807 18,402 Supplies & Services Sub - Total 572,896 657,298 704,415 783,213

692 Capital Acquisitions 2,679 2,609 - - Acquisitions Sub - Total 2,679 2,609 - -


210



City Facility Electrical Support

Inspection

Utility System Support

Traffic Signal Maintenance

Street Lighting

Storm Drain Pump

Maintenance

211


SERVICE DESCRIPTION The Electrical Maintenance Division provides safe and secure electrical resources for use throughout the City by maintaining efficiently-operated traffic signals, street lighting, facilities, and recreation areas. The Division also supports critical water and wastewater plant operations, and provides assistance to public and private development contractors through services such as USA utility locating.

FY 2019-2020 ACCOMPLISHMENTS Maintained a high customer service level

through timely responses to the City’s Customer Service Management System, yc311.

Continued the phased installation of City-designed internally-illuminated street name signs at signalized intersections.

Modified signal timing at various intersections to improve signal operation and vehicle detection.

Maintained a response rate of under three

working days to repair streetlights following receipt of an outage report.

Implemented standard electrical

maintenance programs on traffic signals, streetlights, and facilities.

Provided electrical support services for

community and City events throughout the year, such as the Summer Stroll, Winter Stroll, etc.

Utilized an enhanced employee safety

training program which minimized exposure to workplace accidents, and maximized budgeted manpower allocation hours without any major loss due to workplace injury.


Support the City’s Customer Service

Management System, yc311, to provide prompt responses.

Install flashing beacon pedestrian mid-block crossings near all area schools to promote and support safe pedestrian travel.

Equip all remaining City intersections with countdown pedestrian systems, and update all signal heads to a 12” diameter head.

Incorporate new traffic signal functions (i.e.

right turn on red) to maximize signal operating efficiencies in order to reduce travel times for the public.

Maintain a high customer-service level and

provide maintenance to the City’s infrastructure in the most efficient means possible.

Enhance the City’s signalized intersections by installing City-branded illuminated street name signs.

Continue to build on the Public Works iWorQ

Maintenance Software System to inventory equipment and track project costs.


1. Improve communication to customers

regarding streetlight work status while maintaining a minimal response time.

2. Adjust traffic signal timing at intersections to

accommodate changes in vehicle traffic, updates in code requirements, equipment malfunctions, and innovative enhancements for the public.

3. Provide quick responses to City customers

utilizing the yc311 Customer Service Management System with a response time goal of less than one day.

2018- 2019- 2020-2019 2020 2021

Actual Actual TargetMeasure 1 - Streetlight Outage Response 1.2 days <1 day 2 daysMeasure 2 - Traffic Signal Timing -

Number of Intersections 2/yr 3/yr 5/yrMeasure 3 - yc311 Customer Response < 1 day <1 day <1 day

Performance Measure

212


100-3150



612 Salaries & Wages 82,657$ 101,662$ 79,665$ 76,615$ 613 Extra Help 629 - 5,000 2,658 614 Overtime 5,278 8,678 9,000 9,000 615 Total Benefits 38,374 45,106 51,477 38,947 Salaries & Benefits Sub - Total 126,938 155,446 145,142 127,220

621 Heat & Power 204,942 217,859 222,000 207,000 622 Telephone 1,214 1,796 1,598 1,734 623 Postage & Freight 60 61 - - 625 Forms & Supplies 15 565 - - 627 Professional Services 5,032 20,046 33,410 33,410 628 Travel & Meeting 500 - 500 500 631 Dues & Subscriptions 1,365 1,535 1,600 1,600 635 Vehicle - O & M 15,982 15,991 7,166 53,762 636 Buildings & Facility - O & M 89,827 146,785 147,612 147,612 638 Small Tools & Supplies 438 310 500 500 639 Training Programs 520 349 500 500 641 Water Purchase 141 166 168 161 643 Insurance 1,559 1,620 1,571 2,362 652 Debt Service 118,844 118,844 118,844 118,844 658 Technology ISF 2,907 2,197 2,242 2,188 Supplies & Services Sub - Total 443,345 528,124 537,711 570,173



213

City of Yuba City

Pickleball Court Sam Brannan

Park

214


215


SERVICE DESCRIPTION The Facilities Maintenance Division provides custodial care, repair, and upkeep on all City buildings and facilities. The Division also supports City events and Public Works Department projects.


Installed a new Elastomeric Roof coating on the Fleet Maintenance building, with a 10-year warranty term.

Installed a new Elastomeric Roof coating on City Hall, with a 10-year warranty term. Also installed a 24Ga. galvanized roof cap on the City Hall main roof.

Continued to maintain a Maintenance Task

Log at each facility and updated as necessary.

Removed old projection screen and framed

in wall for a new TV inside the Council Chambers.

Utilized FMX to track Facility Maintenance

requests.

Coordinated annual maintenance contracts for HVAC systems, pest control, security systems, custodial services, elevator maintenance, and medical supplies.

Assisted with set-up/clean-up of many City

events throughout the year, including the Winter Celebration and Employee Awards Dinner.

Repaired all roof cracks around roof drains.

Also located roof drains that were not tied in for the last 5-10 years and installed two new cleanouts.

FY 2020 - 2021 INITIATIVES Repair cracks in stucco and repaint the

entire exterior of City Hall.

Install tinting for the City Hall lobby windows. Continue to provide the highest level of

customer service. Conduct inspections of all City facilities and

develop a comprehensive list of needed repairs.

Replace the in-wall gutters at the Corporation Yard.


1. Help Desk: Continue to reduce response

times to open FMX help desk tickets. 2. Green Products: Research and introduce

green products in custodial services to reduce waste and improve the environment.

3. Quality Assurance Inspection: Provide a

Quality Assurance Inspection to City facilities at least 24 hours in advance of hosting key proceedings such as Council Meetings, trainings, contractor meetings, etc.

Performance Measures2018-2019

Actual

2019-2020

Actual

2020-2021

Target

Measure 1 - Help Desk Ticket Response Time 7.1 hrs 4.0 hrs 3.5 hrs

Measure 2 - Green Products Added to Inventory 5 4 2

Measure 3 - Quality Assurance Inspections 24 hrs 24 hrs 24 hrs

216


100-1541

Adopted/



621 Heat & Power 85,406 75,090 50,992 45,406 622 Telephone 7,004 7,528 5,684 5,986 623 Postage & Freight 21 - - - 625 Forms & Supplies 1,840 1,731 2,850 3,750 627 Professional Services 77,979 72,590 105,512 71,687 628 Professional Development - 38 - - 631 Dues & Subscriptions 175 180 400 400 633 Office Equipment - O & M 4,677 3,080 3,175 3,175 635 Vehicle - O & M 10,937 8,846 13,029 18,876 636 Buildings & Facility - O & M 105,285 114,652 137,930 137,930 638 Small Tools & Supplies 1,779 756 1,500 1,500 639 Training Programs 1,957 692 1,700 1,700 643 Insurance 5,242 5,176 4,338 7,842 652 Debt Service 39,471 41,237 43,078 48,664 658 Technology ISF 1,584 2,980 2,503 3,934 Supplies & Services Sub - Total 343,357 334,577 372,691 350,850



217

City of Yuba City

Regency Park

218

Community Services

219

Community Services

______________________________________________


2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 18.0 18.0 18.0 18.0 0.0 0.0%Salaries & Benefits 1,907,998$ 2,105,630$ 2,390,173$ 2,373,599$ (16,574)$ -0.7%Supplies & Services 2,396,972 2,462,473 2,493,256 2,390,698 (102,558) -4.1%Capital Acquisitions 8,038 2,609 - - - 0.0%Contributions to Other Funds - - - - - 0.0%

Total 4,313,009$ 4,570,713$ 4,883,429$ 4,764,297$ (119,132)$ -2.4%


Adopted Adopted Adopted

Budget Budget Budget2018-19 2019-20 2020-21

Community Services Community Services Director 1 1 1Parks and Grounds Superintendent 1 1 1Administrative Assistant 1 1 1 Subtotal 3.0 3.0 3.0

Recreation Supervision Recreation Supervisor III 1 1 1Recreation Supervisor I/II 1 1 1Recreation Coordinator 1 1 1 Subtotal 3.0 3.0 3.0

Senior Citizen Center Recreation Supervisor I/II 1 1 1 Subtotal 1.0 1.0 1.0

Aquatics Recreation Supervisor I/II 1 1 1 Subtotal 1.0 1.0 1.0

Parks Maintenance & OperationsParks Maintenance Supervisor 1 1 1Maintenance Worker III 2 0 0Maintenance Worker I/II 4 9 9Groundskeeper 3 0 0 Subtotal 10.0 10.0 10.0

Grand Total 18.0 18.0 18.0

BUDGET SUMMARY


220

Community Services Administration

MISSION STATEMENT The Community Services Department is committed to providing a variety of recreational programs, safe and clean parks, animal services and enforcement, activities and facilities, which enhance the quality of life for youth, adults and seniors in our community. We value and encourage citizen input and participation in the delivery of these services. Our motto is “Creating Community!”

SERVICE DESCRIPTION

The Community Services Department through Parks & Recreation, provides youth and adult team sports and instructional clinics; trips and tours, enrichment and special interest classes, pool services, Senior Center services, park/ball-field reservations; and a variety of community special events for all ages on a year-round basis through Recreation. While the Parks division maintains City parks, grounds and landscape maintenance districts. Sutter Animal Services Authority is a vital division of Community Services. Their commitment to animal health and welfare spans Yuba City, Live Oak and Sutter County.

STRATEGIC ISSUES 1. Maintain the physical and aesthetic qualities

of all public parks entrusted to our care. 2. Maintain and expand the quality, variety and

affordability of our recreational programs, activities, services and special events.

3. Preserve and expand the quality of our Animal Services.

FY 2019 - 2020 ACCOMPLISHMENTS Sustained a more user friendly and robust

Citywide Volunteer Program that has a “face”.

Continued to develop and improve partnerships and relationships with the Yuba City Unified School District and other community organizations.

Held Food Truck Events, sponsored by the

Youth Commission, with more than 5,000 people in attendance.

The Community Services Department

increased their social media and marketing presence by daily postings of recreation activities and events for all ages.

Held 4th Annual Movies in the Park series at

our Gauche Aquatic Park.

Concerts in the Park were very popular with 7 concerts being held and over 2,000 people in attendance.

Rehabilitated Civic Center Field. Offered gift cards for purchase that citizens

can utilize to enroll in any of our Recreation programs.

Facilitated a new Pickleball Tournament

with over 40 participants.

Began working on an Urban Forest Management Plan and Tree Inventory.

Held monthly/quarterly meetings with Parks

& Recreation Commission, Senior Commission, and Youth Commission prior to March 20, 2020.

Continued planning process of Harter

Parkway Park.

Installed Centralized Irrigation Controllers in 11 City parks and in 13 Landscape Maintenance Districts with grant & City funds. City has saved 9,697,072 million gallons of domestic water already.

FY 2020 - 2021 INITIATIVES Continue to create active open spaces

through projects and grants.

221


Secure additional grant funding for recreational programs and park improvements.

Promote Adopt-A-Park opportunities in local

media.

Provide a new playground structure at Sam Brannan Park.

Facilitate Food Truck Events at our City

parks.

Continue to grow our volunteer program Citywide to benefit our community.


1. Complete the Feather River Parkway Phase

II Project.

2. Begin construction of a new City park on Harter Parkway.

3. Increase the number of Citywide volunteers actively assisting with programs through community outreach and marketing with a goal of increasing 5% each year.

4. Continue to increase the number of Adopt-A-

Park participants.

2018- 2019- 2020-2019 2020 2021

Actual Actual TargetMeasure 1 - Feather River Parkway II 90% 95% 100%

Measure 2 - Increase City wide Volunteer Program 200 170 200

Measure 3 - Adopt-A-Park participants 4 3 5

Performance Measure

222


100-5105



612 Salaries & Wages 297,512$ 303,797$ 320,272$ 315,492$ 613 Extra Help 8,532 8,448 8,800 6,800 614 Overtime 380 390 - - 615 Total Benefits 132,108 159,742 177,700 160,616 Salaries & Benefits Sub - Total 438,532 472,377 506,773 482,908

622 Telephone 3,485 2,554 3,545 3,817 623 Postage & Freight 13 5 300 300 625 Forms & Supplies 3,085 2,572 2,200 2,100 627 Professional Services 4,368 5,802 18,800 15,300 631 Dues & Subscriptions 1,330 850 1,320 1,320 632 Rentals Bldg - 690 - - 633 Office Equipment - O & M 18,771 15,785 10,750 10,750 636 Buildings & Facility - O & M 3,743 2,432 - - 641 Water Purchase 158 174 174 174 643 Insurance 5,251 5,538 5,509 8,454 651 Reimbursable - 79 - - 658 Technology ISF 6,076 4,917 5,006 4,898 660 Other Materials & Supplies 2,312 1,648 800 800 Supplies & Services Sub - Total 48,592 43,046 48,404 47,913



223

City of Yuba City

Community Involvement

224

Recreation

Recreation

Recreation Programs

Senior Center Operations &

Programs

Aquatics Operations &

Programs

Adults & Youth Sports & Classes

After School Programs

Senior Meal Program

Senior Support Services

Senior Classes, Events, Trips

Swim Lessons

Aquatic Special Events

Public Swim

Citywide Special Events

Feather River Aquatic Club

(FRAC)

Water Fitness

225

Recreation Supervision

SERVICE DESCRIPTION The Recreation Division is responsible for programming classes, trips and activities in the following areas: youth sports and enrichment programs, adult sports programs, senior recreational programs, activities and trips, aquatics, Skate Park, special classes, camps and community events.


Aquatics

Provided 628 Swim Lessons to individuals

in Group Swim Lessons, Private/Semi Private Lessons and Adult Swim Lessons.

Licensed 12 new employees and recertified

6 returning employees as Ellis and Associate Lifeguards.

Offered Senior/Adult Water Aerobics and

Fitness classes to over 203 participants over the course of the year.

Rented Gauche Park and Gauche Aquatic

Park to 45 groups, including Special Olympics, United Way, Yuba City Unified School District, and Feather River Aquatic Club.

Youth Sports/Camps/Programs

Provided recreational opportunities for

youth during the summer through our 9-week 2019 Summer Camp program. Had an average of 101 participants per day.

Offered Tennis lessons in coordination with

the Yuba City Racquet Club. Offered martial arts classes in coordination

with Kuk Sool Won. 26 individuals participated Continued offering Basic Art Camp with 19

participants.

Held Lego Camps through Play-Well TEKnologies with 21 participants.

Offered Mad Science Camps with a total of 16 participants.

Presented a one-week Winter Break Day

Camp with 60 participants in attendance. Youth Basketball continued to draw

participants for winter and summer seasons with 362 winter participants and 239 summer participants, respectively.

Offered Youth Flag Football to 200

participants. Offered Mighty Mite programs in Football-

103 participants, Basketball-210 participants, and Soccer-196 participants (partially completed due to COVID-19)

Collaborated with Youngsters Inc. to

provide gymnastics classes for 15 children ages 2-12.

Offered an All Summer Discount for 2019

Summer Camp that 48 participants took advantage of.

Adult Classes/Sports

Held approximately 625 Men/Co-ed and 86

Senior League Softball games at Blackburn-Talley Sports Complex.

Offered Adult/Co-ed/Senior Softball with 40

teams in the Spring (partially completed due to COVID-19), 54 teams in the Summer and 48 teams in the Fall. Additionally, 16 Senior League teams competed during the year.

Offered an Adult Co-ed Volleyball program

with 30 teams and approximately 240 participants in the Spring (partially completed due to COVID-19), Summer and Fall.

Held approximately 18 independent

tournaments on the weekends at Blackburn-Talley Sports Complex.

Provided space at Blackburn Talley Sports

Complex for baseball/softball practices.

226


Special Events Concerts in the Park were very popular with

7 concerts being held and over 2,000 people in attendance.

Movies in the Park were successfully held once a month during June, July and August 2019.

Hosted 2 Food Truck Mania Events at Sam Brannan Park with the Yuba City Youth Commission. 12 food trucks, a kid zone, two live bands, our local radio station and a Cornhole Tournament took place. Over 5,000 citizens attended.

Started a new Pickleball Tournament with over 40 participants

The Youth Commission hosted a Harvest Festival event at the Yuba Sutter Playzeum, attended by more than 75 people. Several garbage bins were filled with canned food items which were donated to Mother Hubbard’s Cupboard.

Senior Programs

Provided 19 trips with the City-owned bus for over 390 seniors. In addition to the City’s travel program, Collette Travel Program offered domestic and international travel trips touring destinations such as: Canadian Rockies, Greece and Its Islands, Niagara Falls, and New York City prior to March 2020. There were 25 travelers signed up for FY 19/20.

The Senior Center had 35 volunteers provide

approximately 2,500 hours of assistance with office duties, classes, bingo, and special events July-March.

Fitness classes, which include Yoga, Fit Ball,

Fitness After 50, Body Toning, Balance, Zumba Gold, Line Dancing and Tai Chi, were provided monthly for seniors, with over 550 seniors participating throughout the year prior to March 13, 2020.

One-on-one Computer/Smartphone/Tablet

classes were available with 10 seniors

expanding their knowledge of technology/media techniques. In addition, free smartphone assistance was offered to approximately 150 seniors from Jul-Mar.

AARP Tax Assistance Program was held

February – March, with over 360 individuals having their taxes prepared at no cost.

The Senior Handyman Program assisted 6

seniors with repairs prior to March 13, 2020. Offered Pottery, Ceramics and other art

classes with approximately 465 participants prior to March 13, 2020.

Rented out the facility approximately 8 times

for birthdays, celebrations of life, and baby showers.

Over 250 people attended the Senior

Resource Fair.

Held Senior Center Open House, with over 80 guests attending.

Senior Center line dancing program was

featured on a live news segment on Good Day Sacramento.

Provided free workshops on retirement, elder

law and power of attorney, Medicare, senior driving education, smart phones, senior nutrition and ID theft prevention with approx. 250 seniors attended.

Approximately 75 seniors attended Waffle

Wednesdays monthly.

Senior Center hosted the first Agency on Aging/Area 4 Food Truck event with lunch served to over 100 seniors.

Park Reservations

Picnic facilities at Sam Brannan Park and

Gauche Aquatic Park were rented for 80 events throughout the year.

Areas in Greenwood Park, Happy Park, Hillcrest Park, Holly Tree Park, Kingwood Park, Northridge Park, Regency Park and

227


Shanghai Garden Park were utilized for Little League, Yuba-Sutter Soccer and Girls on the Run practices throughout the year.


Apply for available grant funding to improve the quality of our programs and facilities.

Facilitate a Run at Feather River Parkway.

Continue to create new and innovative

adult sports and programs based on the needs of residents.

Provide recognition to the patrons and

volunteers who support and assist our Recreation programs.

Facilitate a Pickleball Tournament at Sam

Brannan Park.

Create Virtual Programming that meets the needs of our residents.

Provide programming and opportunities for

a community impacted by COVID-19.

Get more people outside and active.

Provide the community with information and resources to help residents develop a healthier diet.


1. Focus on advertising internet registration for

programs and activities offered through the Recreation Department, with a goal of increasing 3% each year.

2. Track enrollment increases due to Social Media advertisements through Facebook and Instagram.

3. Promote Park Reservations through Social Media and activity guides to increase reservation totals.

2018- 2019- 2020-2019 2020 2021

Actual Actual TargetMeasure 1 - Internet Enrollment 45% 47% 50%Measure 2 - Enrollment increase from Social Media 17% 30% 40%Measure 3 - Park Reservations 217 125 200

Performance Measure

228


100-5110



612 Salaries & Wages 132,386$ 143,619$ 197,380$ 182,025$ 613 Extra Help 8,143 5,779 11,500 9,500 614 Overtime 2,484 2,108 - - 615 Total Benefits 70,480 89,856 89,324 100,914 Salaries & Benefits Sub - Total 213,494 241,363 298,204 292,439

621 Heat & Power 1,364 1,375 883 518 622 Telephone 2,011 4,422 4,898 5,034 623 Postage & Freight 285 20 500 500 625 Forms & Supplies 2,689 2,265 2,600 1,700 626 Printing & Binding 36,301 31,716 34,658 27,658 627 Professional Services 4,351 1,226 2,500 2,500 628 Professional Development 56 - - - 631 Dues & Subscriptions 165 145 500 500 633 Office Equipment - O & M - 1,228 - - 635 Vehicle - O & M 19,223 32,927 26,747 31,406 636 Buildings & Facility - O & M 403 636 - - 641 Water Purchase 120 132 132 133 643 Insurance 2,633 3,026 3,021 5,045 651 Reimbursable 211 (76) - - 652 Debt Service 2,581 2,697 2,817 3,182 658 Technology ISF 2,646 2,458 2,503 2,449 660 Other Materials & Supplies 1,331 692 1,031 1,031 Supplies & Services Sub - Total 76,370 84,888 82,790 81,656



229

Senior Center

100-5120



612 Salaries & Wages 60,096$ 66,379$ 60,378$ 67,845$ 613 Extra Help 13,415 16,835 16,000 9,000 614 Overtime - - 450 450 615 Total Benefits 24,695 31,198 42,623 41,888 Salaries & Benefits Sub - Total 98,207 114,412 119,450 119,183

621 Heat & Power 20,158 14,527 18,777 18,457 622 Telephone 4,112 3,763 3,197 3,400 623 Postage & Freight 578 465 500 500 625 Forms & Supplies 2,745 3,441 3,000 2,800 626 Printing & Binding 210 1,740 2,000 2,000 627 Professional Services 548 389 300 300 631 Dues & Subscriptions - (3) 50 50 636 Buildings & Facility - O & M 7,436 11,277 4,591 4,591 641 Water Purchases 3,640 3,507 3,589 2,865 643 Insurance 1,330 1,222 1,268 2,197 652 Debt Service 2,261 2,362 2,468 2,788 658 Technology ISF 4,490 3,688 3,754 3,673 660 Other Materials & Supplies 1,038 27 - - Supplies & Services Sub - Total 48,545 46,405 43,494 43,621



230

Aquatics

100-5130



612 Salaries & Wages 65,462$ 64,907$ 77,766$ 85,677$ 613 Extra Help 24,816 27,381 41,100 25,100 614 Overtime - - - - 615 Total Benefits 38,583 44,841 49,990 51,095 Salaries & Benefits Sub - Total 128,860 137,129 168,856 161,872

621 Heat & Power 70,526 51,458 3,969 4,653 622 Telephone 8,237 10,753 6,948 7,356 623 Postage & Freight 195 86 600 600 624 Advertising 997 354 3,000 3,000 625 Forms & Supplies 3,686 2,601 5,000 4,800 626 Printing & Binding - - 1,000 1,000 627 Professional Services 11,893 14,575 25,900 17,900 631 Dues & Subscriptions 56 39 260 260 634 Special Equipment - O & M 19,315 9,381 12,000 12,000 636 Buildings & Facility - O & M 14,065 8,057 6,200 5,200 637 Chemicals 39,769 27,955 37,000 37,000 638 Small Tools & Supplies 1,565 456 500 500 639 Training Programs 1,311 1,115 1,500 1,500 641 Water Purchase 16,224 17,247 17,227 17,486 643 Insurance 2,067 2,154 2,061 3,305 651 Reimbursable 31 (31) - - 652 Debt Service Transfer 389,958 391,903 396,097 406,038 658 Technology ISF 8,722 7,114 7,247 6,824 660 Other Materials & Supplies 4,302 2,866 3,845 3,845 Supplies & Services Sub - Total 592,918 548,085 530,354 533,267

692 Capital Acquisition - - - - Acquisitions Sub - Total - - - -


231

Recreation Programs

100-5200



612 Wages & Benefits 820$ 2,119$ 412,600$ 492,410$ 613 Extra Help 282,348 306,000 - 615 Total Benefits 38,903 43,388 - Salaries & Benefits Sub - Total 322,071 351,507 412,600 492,410

623 Postage & Freight 390 525 - - 627 Professional Services - 72 - - 641 Water Purchase - - - - 670 Recreation Programs 187,195 223,196 195,722 196,790 Supplies & Services Sub - Total 187,585 223,793 195,722 196,790

692 Capital Acquisition - - - - Acquisitions Sub - Total - - - -


232

Parks Maintenance

_____________________________________________

Parks Maintenance

Facilities Planning

Landscape Maintenance

Recreation Maintenance

Support

Parks/Landscape Design &

Rehabilitation

233

Parks Maintenance

SERVICE DESCRIPTION The Parks Division is responsible for the maintenance and enhancement of 20 City parks, grounds around public buildings, and landscape maintenance districts; as well as, the Gauche Aquatic Facility, Blackburn-Talley Sports Complex, and 11,840 trees within the City’s urban forest.

FY 2019-2020 ACCOMPLISHMENTS The City received a Tree City USA

designation for the Twenty-first year in a row from the National Arbor Day Foundation in recognition of the City’s commitment to preserving and enhancing its urban forest.

The Parks Division continued to evaluate and resolve tree related hazards in parks, as well as City right-of-ways. Crews work day and night as needed during winter storm events to clear fallen trees from roads and walkways.

The Parks Division has added or replaced

179 trees and continued to work with homeowners on street tree issues in order to maintain a healthy urban forest.

On March 13th parks crew members

presented the 2020 Arbor Day Celebration to 54 1st graders at King Ave School. The teachers were asked to have the students make paper whirlybirds and color their name and a picture of their favorite tree on it. The whirlybirds were taken up 60 ft in the cities tree truck and released.

Staff continues to conduct daily playground

inspections and monthly recordings of the playground condition. This process will insure timely repairs resulting in a safe place to play for children.

Staff continues to maintain our softball

complex daily for our City league games, as well as preparing the Blackburn-Talley Softball Complex for weekend tournaments.

Parks staff trained and certified by the

National Swimming Pool Foundation continued to maintain Gauche Aquatic Park to ensure healthy and safe conditions seven days a week.

Staff continued to work with volunteer

groups, such as Yuba-Sutter Recology, Beale Air Force Base, High School Athletics, Master Gardeners, Boy Scouts, Girl Scouts, Rotary, and Mormon Helping Hands. These groups have been very helpful in performing a variety of community service volunteer projects.

Parks staff continued to use iWorQ’s

Maintenance Management System and CMMS to track projects, work orders, and routine maintenance to find opportunities to be more efficient.

City staff, Sutter-Yuba Master Gardeners,

and volunteers, spend several days each year maintaining the “Water-wise Garden” at Gauche Aquatic Park. The garden serves as an example to the community of how to create a drought tolerate landscape.

The Parks Division continued to look for

new ways to “Go Green”.

The tennis courts at Sam Brannan Park were resurfaced, and two of the tennis courts were converted into 6 pickle ball courts that have been highly utilized.

Installed Centralized Irrigation Controllers in

11 parks, and 13 Landscape Maintenance Districts with grant and City funds. This saved 9,697,072 million gallons of domestic water in 2019.

Feather River Parkway trails have been cleared and roadways rebuilt after the high-water events of 2017.


Continue utilizing the iWorQ’s Maintenance Management System to manage work flow and track operational productivity and accountability with the CMMS system and YC311.

234

Parks Maintenance

Continue to refine and improve the methods by which the Parks Division performs daily parks maintenance duties while looking for opportunities to improve productivity and efficiency.

Create and maintain an ongoing list of

volunteers and community service groups to assist with various community service projects that will enhance our parks system.

Parks staff will continue to provide and

improve customer service, ranking it at the highest level of importance.

Continue to encourage employee leadership

and development, and always be looking for new ways to be innovative.

Continue to support efforts of the

development of the future Harter Parkway Park.

Continue to encourage staff to attend

trainings in pesticide use, playground safety, and pool operations, and obtain certificates in all areas.

Continue noxious weed abatement and

refuse disposal at Feather River Parkway in order to encourage more usage and events in this natural environment.

Within the next two years the City has

committed to the planting of 500 new trees in disadvantaged areas throughout the City with funds from the Cal-Fire Grant.


1. Retrofit as many centralized irrigation

systems as possible to reduce water consumption in parks/facilities and landscape districts to further reduce water usage.

2. Continue to replace every tree that has been removed with another tree, in order to enhance our urban forest canopy.

3. Continue to improve green waste disposal operations by using chipped wood in planter areas along with utilizing more efficient mulching mowers to reduce green waste.

2018 2019 20202019 2020 2021Actual Actual Target

Measure 1 - Centralized Irrigation Installed 11 6 Completed

Measure 2 - Tree Replacement 276 179 400

Measure 3 - Green Waste Recycled (tons) 1,229 762 700

Performance Measure

235

Parks Maintenance

100-5115




621 Heat & Power 32,840 32,676 26,091 25,454 622 Telephone 2,726 4,181 3,505 3,777 623 Postage & Freight - 10 150 150 625 Forms & Supplies 683 697 1,150 1,050 626 Printing & Binding - - 100 100 627 Professional Services 170,441 117,815 145,985 145,985 628 Travel & Meeting 515 3,397 - - 631 Dues & Subscriptions 445 1,239 700 700 632 Rental Bldg/Equip/Land 6,169 2,318 1,025 1,025 634 Special Equipment O&M 12,214 8,763 10,200 10,200 635 Vehicle - O & M 116,893 171,437 133,205 148,854 636 Buildings & Facility - O & M 147,075 148,944 114,791 114,791 637 Chemicals 2,616 1,028 - - 638 Small Tools 12,924 14,682 31,137 12,637 639 Training Programs 10,465 10,633 10,200 10,200 641 Water Purchases 140,007 112,381 136,385 85,646 643 Insurance 20,391 13,668 13,885 21,596 651 Reimbursable 326 (412) - - 652 Debt Service 4,498 4,699 4,909 5,546 658 Technology ISF 6,337 4,917 5,006 4,898 660 Other Material & Supplies 41 8 - - Supplies & Services Sub - Total 687,606 653,083 638,424 592,609

692 Capital Acquisition 8,038 2,609 - - Acquisitions Sub - Total 8,038 2,609 - -


236

Non-Departmental


2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 0.0 0.0 0.0 0.0 0.0 0.0%Salaries & Benefits -$ -$ -$ -$ -$ 0.0%Supplies & Services 347,905 391,877 469,493 383,500 (85,993) -18.3%Capital Acquisitions - - - - - 0.0%Contributions to Other Funds - - - - - 0.0%

Total 347,905$ 391,877$ 469,493$ 383,500$ (85,993)$ -18.3%


BUDGET SUMMARY

237

Animal Services

100-4110




627 Professional Services 743,054 851,309 919,069 859,842 652 Debt Service 12,301 11,864 35,000 35,000 Supplies & Services Sub - Total 755,355 863,173 954,069 894,842



Note: The Sutter Animal Services Authority JPA provides Animal Control services. The City of Yuba City represents 69% of the JPA with other members Sutter County (22%) and The City of Live Oak (9%).

238

Contingency

100-4215

Adopted/



627 Professional Services - 25,000 - - 656 Contingency Funds 3,218 3,072 82,017 100,600 Supplies & Services Sub - Total 3,218 28,072 82,017 100,600



239

Miscellaneous

100-4220




624 Advertising 15,004 5,553 27,000 27,000 625 Office Supplies 60 (133) - - 627 Professional Services 80,631 76,854 20,000 20,000 628 Professional Development 156,962 155,261 170,000 140,000 631 Dues & Subscriptions 47,835 59,465 63,900 36,900 639 Training Programs - 3,996 - - 641 Water Purchase 2,237 - 676 - 652 Debt Service - 422 - - 660 Other Material & Supplies 41,958 62,387 105,900 59,000 Supplies & Services Sub - Total 344,687 363,805 387,476 282,900



240

Utilities

Utilities

Water Treatment

Wastewater Treatment

Laboratory

Facility Operations & Maintenance

Distribution & Collection Operations

241

Utilities


2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Water Operations FundFull Time Equivalent Positions 24.97 24.97 24.97 24.97 - 0.0%Salaries and Benefits 2,465,290$ 2,617,719$ 3,359,344$ 3,205,125$ (154,219)$ -4.6%Supplies and Services 3,972,242 3,908,538 4,517,943 4,518,233 290 0.0%Capital Acquisitions 117,520 - 53,696 - (53,696) -100.0%Contributions To Other Funds 3,128,767 3,356,362 3,638,772 4,288,288 649,516 17.8%

Total Water Operations Fund 9,683,818$ 9,882,619$ 11,569,755$ 12,011,646$ 441,891$ 3.8%

Water Capital FundFull Time Equivalent Positions - - - - - 0.0%Salaries and Benefits -$ -$ -$ -$ -$ 0.0%Supplies and Services 629,728 629,728 630,853 630,854 1 0.0%Capital Acquisitions - - - - - 0.0%Contributions To Other Funds 1,754,594 1,753,718 1,499,162 1,150,914 (348,248) -23.2%

Total Water Capital Fund 2,384,322$ 2,383,446$ 2,130,016$ 1,781,768$ (348,247)$ -16.3%

Wastewater Operations FundFull Time Equivalent Positions 36.47 36.47 37.47 37.47 - 0.0%Salaries and Benefits 3,491,668$ 4,133,862$ 4,823,273$ 4,599,931$ (223,342)$ -4.6%Supplies and Services 4,614,673 4,343,909 4,899,528 5,031,209 131,681 2.7%Capital Acquisitions 176,661 - 224,000 - (224,000) -100.0%Contributions To Other Funds 3,170,641 3,892,160 4,650,048 4,785,185 135,137 2.9%

Total WW Operations Fund 11,453,644$ 12,369,931$ 14,596,849$ 14,416,325$ (180,524)$ -1.2%

Wastewater Capital FundFull Time Equivalent Positions - - - - - 0.0%Salaries and Benefits -$ -$ -$ -$ -$ 0.0%Supplies and Services - - - - - 0.0%Capital Acquisitions - - - - - 0.0%Contributions To Other Funds 711,314 708,193 708,031 709,125 1,094 0.2%

Total WW Capital Fund 711,314$ 708,193$ 708,031$ 709,125$ 1,094$ 0.2%

Financing SourcesWater Fund 12,068,141 12,266,065 13,699,771 13,793,414 Wastewater Fund 12,164,957 13,078,124 15,304,880 15,125,450

Total 24,233,098$ 25,344,189$ 29,004,650$ 28,918,864$

BUDGET SUMMARY

242

Utilities

Adopted/Adopted Amended Adopted


Water Distribution Deputy PW Director - Maintenance 0.29 0.29 0.29Water Distribution Supervisor 1 1 1Water Distribution Operator III 3 3 3Water Distribution Operator I/II 5 5 5 Subtotal 9.29 9.29 9.29

Water Treatment Plant Public Works Director 0.25 0.25 0.25Administrative Assistant 0.25 0.25 0.25Administrative Analyst I/II 0.83 0.83 0.83Assistant PW Director - Utilities 0.5 0 0Utilities Superintendent 0 0.5 0.5Plant Supervisor 1 1 1Instrumentation Technician 1 1 1Treatment Plant Chief Operator 1 1 1Treatment Plant Operator Trainee/II/III/IV 6 6 6Plant Maintenance Supervisor 1 1 1Senior Plant Maintenance Mechanic 1 1 1Plant Maintenance Mechanic 1 1 1Electrical Technician I/II/III 0.6 0.6 0.6Park Maintenance Worker I/II 1 0 0Park Maintenance Worker III 0 1 1Regulatory Compliance Administrator 0.25 0.25 0.25 Subtotal 15.68 15.68 15.68


243

Utilities

Adopted/Adopted Amended Adopted


Wastewater Collection Deputy PW Director - Maintenance 0.29 0.29 0.29Wastewater Collections Supervisor 1 1 1Maintenance Worker III 3 3 3Maintenance Worker I/II 3 3 3 Subtotal 7.29 7.29 7.29

Wastewater Treatment Plant Public Works Director 0.25 0.25 0.25Administrative Assistant 0.25 0.25 0.25Administrative Analyst I/II 0.83 0.83 0.83Assistant PW Director - Utilities 0.5 0 0Utilities Superintendent 0 0.5 0.5Treatment Facility Supervisor 1 1 1Treatment Facility Chief Operator 1 1 1Treatment Plant Operator I/II/III 8 8 8Electrical Technician I/II/III 1.6 1.6 1.6Plant Maintenance Supervisor 1 1 1Plant Maintenance Mechanic - Senior 1 2 2Plant Maintenance Mechanic 3 2 2Plant Maintenance Worker I/II 1 1 1Instrumentation Technician 1 1 1Park Maintenance Worker I/II 1 0 0Park Maintenance Worker III 0 1 1Utilities Maint. Worker I - OIT 0 1 1Regulatory Compliance Administrator 0.75 0.75 0.75 Subtotal 22.18 23.18 23.18

Treatment Plant Laboratory Laboratory Supervisor 1 1 1Laboratory Technician I/II 3 0 0Laboratory Analyst I/II 0 3 3Laboratory Assistant 2 2 2 Subtotal 6.0 6.0 6.0

Pretreatment ProgramPretreatment Coordinator 1 1 1 Subtotal 1.0 1.0 1.0

Grand Total 61.44 62.44 62.44


244

Water

Water

Distribution SystemSurface Water Plant

Operations

Engineering

Construction Management

Facilities Mechanics

Public Works

245

Water Distribution

SERVICE DESCRIPTION The Water Distribution Division operates and maintains the City’s water delivery system. The Division is responsible for the distribution of water to over 19,000 connections/meters through the maintenance of approximately 275 miles of water mains, system valves, and other equipment. The Division works with and supports Engineering Division projects and Water Treatment Plant operations.

FY 2019 - 2020 ACCOMPLISHMENTS Monitored and insured compliance on 1,965

Backflow Prevention Devices within the City’s Backflow Prevention Inspection Program. Complete program compliance has been reported to the State of California Department of Public Health Services for 2019.

Tested/repaired 220 City-owned backflow devices at 166 sites throughout the City.

Responded to and repaired three water

main leaks/breaks and 20 water service leaks.

Responded to over 200 calls for customer

service during both regular and after hours.

Responded to over 3,250 requests for Underground Service Alerts (USA).

Completed water meter readings for the last

twelve months in 16-20 hours per reading.

Continued installing Cellular Water Meter Encoders on all new and repaired water meters in the City.

Finished abandoning water services to

houses on the north side of Bridge St. between Cooper Ave. and Gray Ave. prior to demolition.

Repaired six fire hydrants due to vehicle

accidents at a cost of over $8,000 to the Department.

Removed and replaced 130 water meters for testing. Replaced internal meter parts on the 15 large meters that were tested and found to be under reading water consumption.

Replaced and relocated six dry barrel fire

hydrants with wet barrels.

Assisted Engineering with preparing the Cellular Water Meter Replacement Project.

FY 2020 - 2021 INITIATIVES Continue professional training to prepare

employees to obtain and/or upgrade their Water Distribution Operator Certifications.

Continue to expand use of iWorQ’s

Computer Maintenance Management System within the Division.

Continue updating and relocating dry barrel

fire hydrants throughout the City.

Implement a valve cycling program.

Continue replacing large-diameter water meters to more accurately measure water consumption.

Continue employee training in areas of

safety, professional growth, and customer service.


1. Water Main Flushing: Continue end main

flushing efforts on a quarterly basis in order to enhance water quality.

2. Improved Response Time: Continue to improve response times to locate and repair water leaks, minimizing water loss.

3. Fire Hydrant Replacement: Continue to

update the City’s fire hydrants by replacing 15 dry barrels with efficient wet barrel hydrants.

246

Water Distribution

4. Leak Repair Meters: Repair any leaking water meters on the date notified.

5. Water Meter Testing: Test 150 water meters

that have been in use longer than 15 years.

6. Water Loss: In a collaborated effort with the Water Treatment Plant Division, define the cause of water loss and make every effort to lower water loss this upcoming fiscal year.

2018 2019 20202019 2020 2021

Actual Actual TargetMeasure 1 Water Main Flushing 2 Times 2 Times 4 TimesMeasure 2 Improved Response Time 2 Days 2 Days 2 DaysMeasure 3 Fire Hydrant Replacement 10 Hydrants 6 Hydrants 15 HydrantsMeasure 4 Leak Repair Meters 100% 100% 100%Measure 5 Water Meter Testing 120 Meters 130 Meters 150 MetersMeasure 6 Water Loss (2019 Calender Yr) 6.60% 6.00% 5.00%

Performance Measure

247

Water Distribution

507-7110



612 Salaries & Wages 428,477$ 410,786$ 558,462$ 541,329$ 613 Extra Help 46,817 41,602 70,000 70,000 614 Overtime 11,687 21,067 12,000 12,000 615 Total Benefits 273,016 314,018 392,034 381,469 Salaries & Benefits Sub - Total 759,997 787,472 1,032,496 1,004,798

622 Telephone 9,029 10,131 10,521 11,337 623 Postage & Freight 964 781 1,000 1,000 625 Forms & Supplies 3,481 2,498 2,200 2,200 626 Printing & Binding 1,372 909 2,000 2,000 627 Professional Services 15,956 21,853 34,344 34,344 628 Professional Development 10,693 13,789 13,000 13,000 631 Dues & Subscriptions 6,260 5,898 5,000 8,000 632 Rental - Bldgs., Equip. & Land 93 81 2,000 2,000 633 Office Equipment - O & M - - 900 900 634 Special Equipment - O & M 33,314 23,796 55,200 55,200 635 Vehicle - O & M 312,401 157,983 181,087 133,038 636 Buildings & Facility - O & M 187,458 181,180 219,100 220,700 638 Small Tools & Supplies 9,017 7,780 8,000 8,000 639 Training Programs 22,715 20,686 21,500 19,900 641 Water Purchases 1,488 1,754 1,767 1,691 643 Insurance 25,771 30,116 32,630 59,508 644 Benefit Paid Claims - 550 - - 658 Technology ISF 23,580 47,894 51,495 46,133 660 Other Materials & Supplies 13,921 11,119 15,000 12,000 Supplies & Services Sub - Total 677,512 538,798 656,744 630,951



649 Note: Depreciation 2,884,350 2,897,420 2,876,134 2,895,900

248

Water Treatment

SERVICE DESCRIPTION The Water Treatment Plant is responsible for providing safe drinking water, sustaining system pressure, and maintaining adequate storage to meet the water needs of the citizens of Yuba City. Water is treated to meet all state and federal regulations in the most economical and efficient means possible. The Water Treatment Plant is staffed 24/7 by highly trained, state-certified operators, and supported by a team of maintenance mechanics.

STRATEGIC ISSUES 1. Regulations: The water supply industry is

facing increasingly stringent regulations that require increased process control monitoring, analysis of water at lower chemical detection limits, and increased operator training. Improvements are continually being made to the water system to comply with current and impending regulatory requirements.

2. Sense of Community: Yuba City is known

for providing high quality water. One reason a new citizen or business may choose to live in Yuba City is the drinking water quality. Every effort is made to keep water rates as low as possible for our customers.

3. Organizational Development: Continued

training of operations and maintenance staff is essential in order to meet new and changing regulations, increase efficiency, and further professional development.

4. Quality Service Delivered: Customers

depend on us to ensure that the water delivered to their homes and businesses is safe and meets drinking water standards. The health and safety of our customers is our highest priority.

5. Use of Technology: The Water Treatment

Team is committed to utilizing and managing modern technology in the most cost-effective manner possible.

6. Modern Infrastructure: Regular maintenance and continuous improvements to the water system are imperative to ensure that our infrastructure is able to meet current and future water system demands.

7. Prudent Financial Management: The

operations and Capital Improvement Project budgets are reviewed, revised, and evaluated on a regular basis to ensure responsible fiscal management.

FY 2019 – 2020 ACCOMPLISHMENTS Provided 4.3 billion gallons of high-quality

water to our Yuba City customers. Maintained chlorine residuals at all water

service customer connections. Great than 99.9% of all distribution-system

bacteriological test results were negative. Operations staff continued to obtain higher

treatment, conservation, and distribution system certifications.

Delivered over 1 billion gallons less water

this year than 2013 due to conservation efforts.

Staff gave 18 Water Treatment Plant tours

to local schools and various groups. Met peak-hour and peak-day water use

demands.

Continued to populate and utilize our computerized maintenance management software Fiix.

Responded to all water quality complaints

the same day as they were received.

Met all federal and state primary and secondary standards.

249

Water Treatment


Continue providing safe, clean, potable water that meets or exceeds state standards to City water customers.

Continue to meet peak-hour and peak-day water use demands.

Continue to ensure that all water quality

inquiries are responded to within 24 hours.

Continue to promote the City’s water conservation programs, and manage operations of the Water Treatment Plant to conserve water.

Continue water conservation efforts to maintain at least a 20% reduction in water use as mandated by the state.

Continue to work on reducing the City’s water loss.

Implement a new data management

software, WIMS.

Increase staff training to acquire current technological, operational, and regulatory knowledge.


1. Water Loss: In a collaborated effort with

the Public Works Water Distribution Division, we will determine the causes of water loss, make every effort to correct these causes, and lower the water loss to 5%.

2. Water Conservation: Try to meet or

exceed 20% using 5,586 MG in 2013 as the benchmark.

3. Bacteriological Testing: Reach a goal of

100% negative results on distribution-system bacteriological testing.


Actual

2019-2020

Actual

2020-2021

TargetMeasure 1 - Water Loss (Calendar Year) 6% 6% 5%

Measure 2 - Water Conservation(Calendar Year) 18% 23% 20%

Measure 3 - Bacteriological Testing >99.9 >99.9% 100%

250

Water Treatment

507-7120



612 Salaries & Wages 1,006,388$ 1,021,713$ 1,355,926$ 1,317,024$ 613 Extra Help - 25,475 20,000 20,000 614 Overtime 88,480 88,400 60,000 60,000 615 Total Benefits 610,424 694,659 890,922 803,303 Salaries & Benefits Sub - Total 1,705,293 1,830,247 2,326,848 2,200,327

621 Heat & Power 876,996 699,324 693,561 636,996 622 Telephone 5,611 6,837 6,988 8,002 623 Postage & Freight 220 306 2,500 2,500 624 Advertising 836 856 5,000 5,000 625 Forms & Supplies 3,632 4,295 10,700 10,600 626 Printing & Binding 5,817 271 5,000 5,000 627 Professional Services 308,746 437,549 314,100 254,100 628 Professional Development 9,860 14,520 10,000 10,000 631 Dues & Subscriptions 104,347 105,830 100,000 140,000 632 Rental - Bldgs., Equip. & Land - - 2,000 2,000 634 Special Equipment - O & M 303,519 378,981 363,791 389,987 635 Vehicle - O & M 33,503 58,073 72,217 30,362 636 Buildings & Facility - O & M 37,663 43,456 60,700 120,700 637 Chemicals 341,260 306,024 485,000 485,000 638 Small Tools & Supplies 11,941 6,894 9,836 9,836 639 Training Programs 12,886 15,713 28,000 28,000 641 Water Purchases 1,094,216 1,108,472 1,500,636 1,500,636 643 Insurance 61,418 66,281 74,790 130,838 644 Benefits - Paid Claims - 2,590 - 651 Reimbursable (520) (393) - - 652 Debt Service 1,163,924 1,067,406 1,356,415 1,895,741 654 Interfund Transfers 2,023,787 2,345,816 2,336,900 2,444,400 658 Technology ISF 15,997 35,037 36,837 40,872 660 Other Materials & Supplies 7,840 21,965 25,000 25,000 Supplies & Services Sub - Total 6,423,496 6,726,103 7,499,971 8,175,570

692 Capital Acquisitions 83,620 - 53,696 - Acquisitions Sub - Total 83,620 - 53,696 -



251

Water Capital Fund

509




627 Professional Services - - - - 652 Debt Service 1,547,094 1,546,218 1,499,162 1,150,914 654 Interfund Transfers 207,500 207,500 - - Supplies & Services Sub - Total 1,754,594 1,753,718 1,499,162 1,150,914



252

Water HWS-Region 1 Fund

533-7341




627 Professional Services 750 750 1,313 1,313 652 Debt Service 155,568 155,568 155,568 155,568 Supplies & Services Sub - Total 156,318 156,318 156,881 156,881



253

Water HWS-Region 2/3 Fund

534-7342




627 Professional Services 750 750 1,313 1,313 652 Debt Service 472,660 472,660 472,660 472,660 Supplies & Services Sub - Total 473,410 473,410 473,972 473,973



254

Wastewater

255


SERVICE DESCRIPTION The Wastewater Collection Division maintains over 200 miles of sewer main and frequently works with the Engineering Division on large scale projects. The Division also assists with projects at the Wastewater Treatment Facility. Daily maintenance also consists of servicing sewer lines, CCTV operation, forced mains, 17 lift stations, spot repairs, and other typical wastewater collections infrastructure.

FY 2019 - 2020 ACCOMPLISHMENTS Responded to 20 customer requests for

service and cleaned seven sewer main obstructions.

Hydro-washed and mechanically cleaned 65

miles of sewer mains.

Closed Circuit Television inspected 20 miles of sewer main.

Installed an odor logger on the Stonegate system. This instrument’s purpose is to help control odor and hydrogen sulfide.

Completed the backlot sewer main book,

identified locations of manholes and cleanouts in backyards, and installed colored buttons on the street in front of the houses to help standby personnel locate after hours.

Implemented and installed the Titus Twister odor control unit at Lift Station # 2; this is in an effort to reduce odor and hydrogen sulfide. The installation of the odor control unit has allowed the Division to switch from weekly to monthly cleaning.

Established an SOP for the Jefferson Trailer

Park.

Implemented a temporary FOG inspector to help us control the grease that is being introduced into the wastewater collections system.

FY 2020 - 2021 INITIATIVES Continue to reduce the instances of sewer

main blockages by increased hydro-washing, followed by video inspection.

With the use of video inspection, provide the

Engineering Division with accurate information for prioritization and development of a comprehensive pipe repair and replacement program.

Reduce infiltration into the collection system

with the aid of video inspection and investigation.

Maintain monthly lift station cleaning, and

continue working on a solution to reduce odor complaints throughout the City.

Increase the amount of footage for chemical

root control.

Continue employee training in areas of safety, professional growth, and customer service.

Collaborate with the Wastewater Treatment

Facility and continue to make improvements throughout the Stonegate step system.

Analyze and develop an emergency pipe

failure SOP.

Continue to pinpoint fatigued pipe that needs repair or replacement.

Work collaboratively with the WWTF to establish an updated Wastewater Master Plan.


1. Increase the number of sanitary sewer lines

cleaned to 85 miles. 2. Increase the number of sanitary sewer line

inspections by Closed Circuit Television to 25 miles.

256


3. Increase the number of chemically treated lines for Root Control to 3 miles.

4. Continue working towards a solution to

eliminate I&I issues throughout the sewer collections system by SOP infiltration.

2018 2019 20202019 2020 2021

Actual Actual TargetMeasure 1 - Cleaning of Sewer Lines 82 mi 65 mi 85 Mi

Measure 2 - CCTV Inspection 26 mi 20 mi 25 mi

Measure 3 - Root Control 1.5 mi 2.5 mi 3 mi

Measure 4- SOP - - In Progress

Performance Measure

257


518-8110




622 Telephone 8,174 8,203 7,500 7,500 625 Forms & Supplies 1,324 1,374 1,000 2,000 627 Professional Services 14,620 17,736 19,270 19,270 628 Professional Development 9,528 13,697 13,000 13,000 631 Dues & Subscriptions 449 360 800 800 632 Rental - Bldgs., Equip. & Land 99 - 2,000 2,000 633 Office Equipment - O & M - 206 300 300 634 Special Equipment - O & M 14,450 20,195 15,519 15,519 635 Vehicle - O & M 165,944 159,443 145,207 160,190 636 Buildings & Facility - O & M 31,263 29,563 38,600 37,600 637 Chemicals 2,675 23,526 25,100 35,100 638 Small Tools & Supplies 3,438 4,748 41,000 14,000 639 Training Programs 7,652 5,660 8,000 8,000 641 Water Purchases 1,167 1,376 1,386 1,327 643 Insurance 23,355 26,697 27,798 50,958 658 Technology ISF - 5,000 5,000 5,000 Supplies & Services Sub - Total 284,139 317,783 351,480 372,564


Total Appropriations 979,809$ 1,014,167$ 1,238,391$ 1,126,953$


258


SERVICE DESCRIPTION

The Wastewater Treatment Facility (WWTF) aims to provide Yuba City residents with reliable wastewater services in the most innovative, safe, and economical means possible, while protecting public health and the environment. The WWTF team maintains and operates the Wastewater Treatment Facility 24 hours a day, 365 days a year. The WWTF provides complete treatment of residential, commercial, and industrial wastewater before discharging to the Feather River.

STRATEGIC ISSUES 1. Exceptional Public Health and Safety: Health

and safety, for our employees and the community, remains the highest priority for the team. WWTF staff works collaboratively to solve potential health and safety concerns that may affect the community, our surrounding region, and the waters of the United States by meeting strict water quality and discharge regulations.

2. Sense of Community: Staff emphasizes community outreach to enhance public understanding of the role of the WWTF within the community through facility tours and presentations to individuals, school children, educators, and community groups, as part of a concerted effort to help the public see what we do and the challenges we face.

3. High Quality of Life: In the operations of the

WWTF, the team emphasizes protecting the high quality of life in the community by treating wastewater in a manner that protects public health and preserves the quality of the Feather River.

4. Quality Service Delivery: The team works to

ensure that the WWTF is a good neighbor to the residents and businesses around the perimeter of the facility. Public Works understands the importance of odor issues, noise control, and visual presence within the neighborhood.

5. Use of Technology: The team utilizes a

combination of computer software, hardware, and instrumentation to efficiently maintain

and operate the WWTF and satellite facilities, primarily through the SCADA system. The facility is enhancing its ability to integrate technological gains by developing centralized data gathering and analysis.

6. Employee Development: Continued

emphasis on increasing employees’ technical, academic, and leadership skills aids in developing a strong team and maximizes the talents of our staff. This emphasis on staff development and retention is essential to ensure that the team is prepared to meet current and future challenges.

7. Prudent Financial Management: It is a

primary focus of the WWTF ensure the most efficient expenditure of public funds to support current and future infrastructure needs, and meet regulatory and operational requirements for the facility. Areas of financial management include a focus on preventative maintenance with the Asset Management Program, energy conservation, and the Wastewater Treatment Facility Improvements Project.

FY 2019-2020 ACCOMPLISHMENTS Processed and treated an average flow of 7.1

MGD and removed approximately 1729 tons of biosolids.

Reviewed and updated the Wastewater Master Plan.

Continued construction of the WWTF

Improvements Project. Installed new bar screen, anaerobic digester covers, dewatering screw presses, and upgraded electrical controls and PLC’s throughout the facility including new SCADA system.

Continued public outreach program

educating the community by providing tours for the local schools and participating in career day.

259


Completed all preventive maintenance tasks for FY 19/20.

Continued to work with Dr. Eric Wahlberg on

process control improvements for the pure oxygen activated sludge and secondary clarifier processes.

Rebuilt the east and west secondary clarifier

gearboxes and drives.

Rebuilt collection arm in the east secondary

clarifier.

Continued ongoing comprehensive training for all wastewater staff.

FY 2020-2021 INITIATIVES Continue to promote the City’s Fly the

Mission campaign through team building and leadership training.

Provide ongoing staff training and support

Repair the percolation ponds with FEMA funding due to 2017 high water event.

Review potential benefit advanced treatment alternatives study.

Construct a lift station telemetry radio

communication project.


1. Reactive Maintenance: Staff will continue to

use the Fiix software maintenance program to further reduce expensive reactive repairs, and increase the time spent in preplanned and scheduled preventative maintenance. Since inception, the Fiix program has decreased reactive maintenance to about 25%, and the Fiscal Year 20/21 goal is 20%.

2. NPDES Permit Compliance: Staff will continue to strive for 100% NPDES discharge permit compliance. For Fiscal Year 19/20, the

facility recorded 0 non-compliance events subject to mandatory minimum penalties (MMPs).

3. Biosolids Production: Staff will continue to

reduce the production of biosolids that result from the treatment process through system efficiency improvements and process optimization. Biosolids are measured in dry metric tons per year (DMTY).

4. Lift Station Electricity Costs: The team will

continue the lift station maintenance and assessment program designed to reduce electrical usage at all lift stations throughout the City, which should reduce electrical costs for lift station operation.

Performance Measure2018- 2019

Actual

2019-2020

Actual

2020-2021

Target

Measure 1 - Reactive Maintenance 35% 25% 20%

Measure 2 - NPDES Compliance >99% >99% >99%

Measure 3 - Biosolids Production 1,183 1,729 TBD

Measure 4 - Lif t Station Electricity Costs <$110K >110K <$79K

260


518-8120



612 Salaries & Wages 1,278,788$ 1,641,989$ 1,861,580$ 1,853,806$ 613 Extra Help 42,191 40,084 40,000 40,000 614 Overtime 94,490 81,541 56,000 56,000 615 Total Benefits 822,613 1,052,323 1,269,239 1,162,298 Salaries & Benefits Sub - Total 2,238,083 2,815,938 3,226,819 3,112,104

621 Heat & Power 887,843 759,384 647,119 644,708 622 Telephone 27,364 29,704 23,603 26,422 623 Postage & Freight 1,383 918 500 500 624 Advertising 3,053 2,193 1,000 1,000 625 Forms & Supplies 12,998 13,224 16,600 16,000 626 Printing & Binding 2,157 61 500 500 627 Professional Services 750,605 696,455 809,884 736,983 628 Professional Development 5,432 31,010 3,500 3,500 631 Dues & Subscriptions 83,462 55,758 127,500 127,500 632 Rental - Bldgs., Equip. & Land 6,073 796 5,000 5,000 633 Office Equipment - O & M 2,088 1,751 3,500 3,500 634 Special Equipment - O & M 682,196 546,247 683,156 683,156 635 Vehicle - O & M 148,418 148,175 120,210 167,877 636 Buildings & Facility - O & M 86,277 109,652 55,500 125,500 637 Chemicals 845,033 775,130 1,074,391 1,064,391 638 Small Tools & Supplies 15,491 16,551 12,500 12,500 639 Training Programs 50,744 51,914 51,000 51,000 641 Water Purchases 5,694 13,383 10,328 12,091 643 Insurance 81,487 94,380 99,020 175,459 644 Benefit-Paid claims - 3,068 - 651 Reimbursable (109) (123) - - 652 Debt Service 1,554,477 1,951,643 2,645,226 2,650,002 654 Interfund Transfers 1,704,778 2,025,151 2,085,300 2,211,300 658 Technology ISF 50,885 66,890 74,199 71,363 660 Other Materials & Supplies 8,471 26,163 25,000 25,000 661 Fog Program 13,505 19,751 20,000 20,000 Supplies & Services Sub - Total 7,029,804 7,439,230 8,594,535 8,835,252




261

Wastewater Capital Fund

527

Adopted/



627 Professional Services - - - - 652 Debt Service 711,314 708,193 708,031 709,125 654 Interfund Transfers - - - - Supplies & Services Sub - Total 711,314 708,193 708,031 709,125



262

Laboratory

SERVICE DESCRIPTION

The laboratory provides analytical testing services to City residential customers, City Departments, and other municipalities, supporting both water and wastewater systems. The City of Yuba City owns and operates the only full-service state-certified laboratory in the Yuba-Sutter area. The Laboratory Division also includes the City’s Pretreatment Program.

STRATEGIC ISSUES

1. Exceptional Public Health and Safety:

The State Water Resources Control Board has certified the City laboratory in both drinking water and wastewater analysis. Having a local laboratory certified by the State helps the City provide exceptional service to maintain public health, safety, and welfare.

The Pretreatment Program identifies and measures pollutants being discharged to the Wastewater Treatment Facility by both domestic and industrial sources. By quantifying these pollutants, the Public Works Department can ensure the City stays in compliance with the Wastewater Treatment Facility NPDES discharge permit, provide employee safety, and prevent infrastructure damage.

2. Use of Technology: The City’s state-

certified laboratory is computerized to automate sample processing, data processing, report generation, and archiving. The use of technology is necessary in providing high quality services to the public.

3. Modern Instrumentation: The laboratory

utilizes advanced instrumentation systems to meet regulatory and customer demands. Automated laboratory equipment operating in conjunction with the Laboratory Information Management System (LIMS) and computer network allows lab staff to quickly respond to internal and external customer needs.

FY 2019 - 2020 ACCOMPLISHMENTS Accomplished 93% accuracy rating on

laboratory ELAP certification performance evaluation samples.

Submitted ELAP renewal application for Laboratory Certification.

Coordinated with Water Treatment Plant staff to accomplish the goal of <0.1% positive bacteriological samples within the distribution system.

Coordinated and completed UCMR4

drinking water monitoring sampling. Began Wastewater Effluent and Receiving

Water Characterization Study Monitoring.

Began Most Sensitive Whole Effluent Toxicity Screening Study.

Reviewed and updated four Standard

Operating Procedures (SOPs).

Supported the Wastewater Treatment Facility (WWTF) by supplying timely process control data, which enables the facility to maintain compliance with NPDES discharge permit.

Successfully completed all NPDES permit required compliance monitoring sampling.

Implemented new blind sample testing

procedure to demonstrate competency for new employee training.

Attended several meetings and seminars relating to new state laboratory rules and regulations.

Performed numerous MDL and LDR studies for certification of newly acquired ICP/OES metals instrument.

Continued professional development of laboratory staff.

263

Laboratory

Assisted the WWTF management team with monthly, quarterly, and annual reporting requirements to the State for NPDES compliance.

Developed one Pretreatment Best Management Practice (BMP) for inclusion on the City’s Industrial Pretreatment website.

Created “Don’t Flush Wipes” postcard that was mailed to 26,000 Yuba City residents.

Created “Don’t Flush Meds” and “Holiday FOG” public service announcement infomercials that were displayed at the Yuba City Cinemark Movie Theater.

Continued to monitor dental facilities to ensure compliance with Federal One-Time Compliance Reporting.

Completed all required Significant Industrial

User (SIU) annual inspections and monitoring.

Continued to oversee and implement Fats,

Oils, and Grease (FOG) program.

Increased number of FOG inspections to ensure compliance with City Sewer Use Ordinance.

Implemented Enforcement Response Plan

(ERP) as necessary to ensure industrial user compliance.


Install and implement Crystal Reports to

increase customer-reporting efficiency.

Update Laboratory Report template to incorporate quality assurance/quality control parameters.

Review and update, if necessary, the quality control limits and specifications currently in LABWORKS.

Maintain a >95% accuracy rate performance in annual independent blind sample evaluation studies.

Obtain ELAP certification for the ICP-OES

and ICP/MS metals instruments.

Review and update the quality assurance/quality control manual.

Review and update the Chemical Hygiene Plan.

Begin developing and implementing new TNI requirements.

Develop new laboratory staff members.

Develop one Pretreatment BMP for inclusion on the City’s Industrial Pretreatment website.

Inspect one non-permitted Industrial User for possible inclusion into Pretreatment Program.

Conduct more frequent residential wastewater sampling for improved local limit development.

Review and update Pretreatment Local Limits, as necessary, to match requirements of the new NPDES discharge permit.

Expand public outreach to the community with additional materials and campaigns.

Create FSE grease removal device regulatory compliance guidance manual.

Send a customer service survey to our external clients in order to identify areas for improvement.


1. PE Testing Efficiency: Maintain > 95%

Performance Evaluation (PE) rate.

2. SOP Reviews: Review, at minimum, four SOPs for FY 2020-2021.

264

Laboratory

3. SIU Site Inspections: Conduct all required Significant Industrial User (SIU) site inspections to maintain compliance with federal and state regulations.

4. FOG Inspections: Conduct 100 FOG

inspections throughout the fiscal year. This will help reduce Sanitary Sewer Overflows and reduce costs associated with cleaning the wastewater collection system.


Actual

2019-2020

Actual

2020-2021

Target

Measure 1 - PE Testing Efficiency 100.0% 93.6% >95%

Measure 2 - SOP Reviews 4 4 4

Measure 3 - SIU Site Inspections 7 7 7

Measure 4 - FOG Inspections 137 135 100

265

Laboratory

518-8140



612 Salaries & Wages 304,926$ 287,131$ 372,273$ 365,923$ 613 Extra Help (945) 14,849 6,500 6,500 614 Overtime 6,444 13,287 8,000 8,000 615 Total Benefits 170,231 184,917 253,244 191,313 Salaries & Benefits Sub - Total 480,657 500,184 640,016 571,736

622 Telephone 1,067 1,375 - - 623 Postage & Freight 6,060 6,688 7,500 7,500 624 Advertising - 825 - - 625 Forms & Supplies 5,179 4,780 4,300 4,300 627 Professional Services 247,804 256,772 285,000 285,000 628 Professional Development 2,809 1,349 3,500 3,500 631 Dues & Subscriptions 11,648 5,443 9,000 9,000 634 Special Equipment - O & M 130,109 117,287 160,000 160,000 635 Vehicle - O & M 15,689 3,871 4,772 1,116 636 Buildings & Facility - O & M 7,156 19,851 20,350 10,350 639 Training Programs 930 1,330 2,000 2,000 643 Insurance 15,684 17,329 17,809 34,289 660 Other Materials & Supplies 676 5,461 18,500 15,000 Supplies & Services Sub - Total 444,811 442,361 532,731 532,055



649 Note: Depreciation 82,747 79,043 76,385 78,501

266

Pretreatment Program

518-8130



612 Salaries & Wages 70,164$ 79,437$ 76,514$ 73,518$ 613 Extra Help - 398 50,000 50,000 614 Overtime 79 213 750 750 615 Total Benefits 30,066 41,309 42,263 37,434 Salaries & Benefits Sub - Total 100,309 121,357 169,527 161,702

622 Telephone 970 871 1,198 1,334 623 Postage & Freight 207 328 300 300 624 Advertising 376 335 500 500 625 Forms & Supplies 172 275 600 600 627 Professional Services 16,486 20,419 35,000 35,000 628 Professional Development 744 1,478 1,500 1,500 631 Dues & Subscriptions 2,210 2,172 2,900 2,900 634 Special Equipment - O & M 1,661 705 8,300 8,300 636 Buildings & Facility - O & M 104 265 250 250 639 Training Programs 186 97 750 750 643 Insurance 3,446 3,808 5,486 11,201 658 Technology ISF - 3,994 4,046 3,888 661 Fog Program - 1,949 10,000 10,000 Supplies & Services Sub - Total 26,561 36,695 70,830 76,523



649 Note: Depreciation - - -

267

City of Yuba City

Wastewater Treatment Facility

268


Actual Actual Adopted/Amended Adopted Change From

Expenditures Expenditures Budget Budget Year 2019-20 %

2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 0.0 0.0 0.0 0.0 0.0 0.0%

Salaries & Benefits 1,506$ 1,361$ -$ -$ -$ 0.0%

Supplies & Services 1,869,310 2,474,505 1,695,607 1,331,801 (363,806) -21.5%

Capital Acquisitions - - - - - 0.0%

Contributions to Other Funds 25,285,120 34,565,111 35,294,041 18,967,200 (16,326,841) -46.3%

Total 27,155,935$ 37,040,976$ 36,989,648$ 20,299,001$ (16,690,647)$ -45.1%

CDBG Program 440,760$ 649,894$ 1,137,673$ 666,900$

CDBG Housing RLF - - 14,000 19,000

DOE Energy Conservation 198,519 198,519 32,200 -

Streets and Roads 19,545,345 31,696,477 33,314,200 16,559,600

Transportation Development Act 1,849,879 1,096,340 717,700 1,161,100

Traffic Safety 100,000 200,000 152,000 200,000

Lighting & Landscape Maint. Districts 836,362 893,791 940,600 820,352

Fire Mitigation Fee - - 7,500 -

Development Impact Fees 3,009,264 1,119,505 389,966 591,591

HOME Program 208,578 440,778 53,400 50,000

Suspended Traffic Offender Program 100,000 134,500 125,000 125,000

Residential Street Lighting 102,712 136,184 105,409 105,458

Recology Rate Stabilization 764,516 474,988 - -

Total 27,155,935$ 37,040,976$ 36,989,648$ 20,299,001$

BUDGET SUMMARY

Summary

269

Housing

SERVICE DESCRIPTION

The primary objective of Housing is to develop viable urban communities by providing decent, affordable housing to individuals and families of low and moderate income; to create a suitable living environment; and to expand economic opportunities for the benefit of low and moderate income persons. The provision of housing is made through various programs, including the Community Development Block Grant (CDBG), First-Time Homebuyer Program, and Owner-Occupied Rehabilitation Program.


Supported one household in obtaining an Owner-Occupied Rehabilitation loan through the HOME Loan Fund and/or CDBG.

Provided approximately 20 households with

assistance for ADA home modifications through FREED Center for Independent Living.

Supported Habitat for Humanity Yuba/Sutter

by funding their Exterior Home Repair Program, and assisted two homeowners.

Sponsored consolidated homeless

assistance services through the Sutter-Yuba Homeless Consortium to be able to assist over 1200 homeless persons (families and veterans). Support includes housing assistance and advocacy services.

Assisted Sutter County with administrative

funding support for Better Way Emergency Shelter. The shelter provided assistance to approximately 35 individuals.

Assisted approximately seven senior

households through the Senior Handyman Program with minor household repairs such as leaking faucets, broken sprinklers, new smoke detectors and broken windows.


Fund and promote the Housing Rehabilitation program in an effort to increase the supply of decent, safe and affordable housing.

Seek opportunities to support the First-Time Homebuyer Down Payment Assistance Program to assist low-moderate income housing in the community.

Support collaborative partnerships with non-

profit housing developers to increase the supply of low and moderate income rental housing.

Support the Community Services Department by providing funding for new ADA accessible grounds in a community park identified as being located in a low-moderate income neighborhood.

Collaborate with local homeless service

providers through the Continuum of Care process for homelessness on how to better serve and meet the needs of the homeless in our community.

Prepare and adopt the 2020 CDBG Annual

Action Plan with increased support and participation from the community.

Prepare and adopt the 2020-2024

Consolidated Plan and Analysis of Impediments to Fair Housing.

Support the Public Works Department by

assisting with additional funding of ADA Facility Improvements in an ongoing effort to improve the conditions and accessibility of the City’s public facilities and infrastructure in low-and moderate-income areas.

Seek opportunities to support and promote

programs that assist domestic violence victims, homeless, seniors, and youths.

270

Housing


1. Provide funding for housing rehabilitation to

homeowners who are of low and moderate income, funding three loans in 2020-2021.

2. Maintain existing housing stock for persons

who are of low and moderate income by issuing three CDBG Housing Rehabilitation loans.

3. Maintain one public service provider

providing public services for persons who are predominantly low income including

homeless, seniors, at-risk youth, disabled persons and victims of domestic violence.

4. Improve the City-wide living environment

through support of three projects to improve public facilities including parks and street improvements.

5. Promote the First-Time Homebuyer

Program, assisting three new borrowers with purchasing their first homes.

2018- 2019- 2020-

2019 2020 2021


Measure 1 - Rehabilitation Loans 3 1 3

Measure 2 - CDBG Housing Units Rehabbed 2 2 3

Measure 3 - CDBG Public Service Programs 1 1 1

Measure 4 - CDBG Infrastructure Projects 4 4 3

Measure 5 - First Time Homebuyer Program Loans 4 0 3

Performance Measure

271

CDBG Program

204-63xx



612 Salaries & Wages -$ -$ -$ -$ 613 Extra Help 1,324 1,191 - - 615 Total Benefits 182 169 - - Salaries & Benefits Sub - Total 1,506 1,361 - -

627 Professional Services 1,800 - - 69,900 653 Program Expenses 357,216 335,742 505,430 210,000 655 CIP Project Expenses 80,239 312,792 632,243 387,000 Supplies & Services Sub - Total 439,255 648,534 1,137,673 666,900



272

CDBG Housing RLF



2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent 0.0 0.0 0.0 0.0 0.0 0.0%

Salaries & Benefits -$ -$ -$ -$ -$ 0.0%

Supplies & Services - - 14,000 19,000 5,000 35.7%


Contributions to Other Funds - - - - - 0.0%

Total -$ -$ 14,000$ 19,000$ 5,000$ 35.7%

Financing Sources

CDBG Housing RLF - - 14,000 19,000

BUDGET SUMMARY

273

HOME Program



2017-18 2018-19 2019-20 2020-21 to 2020-21 Change



Supplies & Services 208,578 440,778 53,400 50,000 (3,400) -6.4%


Contributions to Other Funds - - - - - 0.0%

Total 208,578$ 440,778$ 53,400$ 50,000$ (3,400)$ -6.4%

Financing Sources

Home Program 208,578 440,778 53,400 50,000

BUDGET SUMMARY

274

Streets and Roads



2017-18 2018-19 2019-20 2020-21 to 2020-21 Change



Supplies & Services - - - - - 0.0%


Contributions to Other Funds 19,545,345 31,696,477 33,314,200 16,559,600 (16,754,600) -50.3%

Total 19,545,345$ 31,696,477$ 33,314,200$ 16,559,600$ (16,754,600)$ -50.3%

Financing Sources

Streets & Roads Fund 19,545,345 31,696,477 33,314,200 16,559,600

BUDGET SUMMARY

275




2017-18 2018-19 2019-20 2020-21 to 2020-21 Change





Contributions to Other Funds 1,849,879 1,096,340 717,700 1,161,100 443,400 61.8%

Total 1,849,879$ 1,096,340$ 717,700$ 1,161,100$ 443,400$ 61.8%

Financing Sources

TDA Funds 1,849,879 1,096,340 717,700 1,161,100

BUDGET SUMMARY

276

Traffic Safety



2017-18 2018-19 2019-20 2020-21 to 2020-21 Change



Supplies & Services - - 2,000 - (2,000) -100.0%


Contributions to Other Funds 100,000 200,000 150,000 200,000 50,000 33.3%

Total 100,000$ 200,000$ 152,000$ 200,000$ 48,000$ 31.6%

Financing Sources

Traffic Safety Fund 100,000 200,000 152,000 200,000

BUDGET SUMMARY

277

Suspended Traffic Offender Program (STOP)



2017-18 2018-19 2019-20 2020-21 to 2020-21 Change





Contributions to Other Funds 100,000 134,500 125,000 125,000 - 0.0%

Total 100,000$ 134,500$ 125,000$ 125,000$ -$ 0.0%

Financing Sources

Suspended Traffic Offender Program 100,000 134,500 125,000 125,000

BUDGET SUMMARY

278

Lighting & Landscape Maintenance Districts (LLMD)



2017-18 2018-19 2019-20 2020-21 to 2020-21 Change





Contributions to Other Funds 255,541 202,605 278,809 258,793 (20,016) -7.2%

Total 836,362$ 893,791$ 940,600$ 820,352$ (120,248)$ -12.8%

Financing Sources

Lighting & Landscape Maint. Districts 836,362 893,791 940,600 820,352

BUDGET SUMMARY

279

Residential Street Lighting



2017-18 2018-19 2019-20 2020-21 to 2020-21 Change





Contributions to Other Funds - 11,510 4,089 10,207 6,118 149.6%

Total 102,712$ 136,184$ 105,409$ 105,458$ 49$ 0.0%

Financing Sources

Residential Street Lighting 102,712 136,184 105,409 105,458

BUDGET SUMMARY

280

Development Impact Fees

Actual Actual Adopted/Amended Adopted Change FromExpenditures Expenditures Budget Budget Year 2019-20 %

2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 0.0 0.0 0.0 0.0 0.0 0.0%Salaries & Benefits -$ -$ -$ -$ -$ 0.0%Supplies & Services 339,023 344,161 325,466 326,091 625 0.2%Capital Acquisitions - - - - - 0.0%Contributions to Other Funds * 2,670,240 775,343 64,500 265,500 201,000 311.6%

Total 3,009,264$ 1,119,505$ 389,966$ 591,591$ 201,625$ 51.7%

Financing SourcesDev. Impact Fees Fund 3,009,264 1,119,505 389,966 591,591

*Note: Subject to change based upon approved Capital Improvement Program approved projects requiring funding.

BUDGET SUMMARY

281

DOE Energy Conservation


2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 0.0 0.0 0.0 0.0 0.0 0.0%Salaries & Benefits -$ -$ -$ -$ -$ 0.0%Supplies & Services 198,519 198,519 32,200 - (32,200) -100.0%Capital Acquisitions - - - - - 0.0%Contributions to Other Funds * - - - - - 0.0%

Total 198,519$ 198,519$ 32,200$ -$ (32,200)$ -100.0%

Financing SourcesEnergy Conservation 198,519 198,519 32,200 -

BUDGET SUMMARY

282

Recology Rate Stabilization



2017-18 2018-19 2019-20 2020-21 to 2020-21 Change



Supplies & Services 80,640 339,445 - - - 0.0%


Contributions to Other Funds 683,876 135,543 - - - 0.0%

Total 764,516$ 474,988$ -$ -$ -$ 0.0%

Financing Sources

Recology Rate Stabilization 764,516 474,988 - -

BUDGET SUMMARY

283

Fire Mitigation Impact Fees



2017-18 2018-19 2019-20 2020-21 to 2020-21 Change





Contributions to Other Funds - - 7,500 - (7,500) -100.0%

Total -$ -$ 7,500$ -$ (7,500)$ 0.0%

Financing Sources

Fire Mitigation Impact Fees - - 7,500 - -

BUDGET SUMMARY

284

Internal Service Funds


2017-18 2018-19 2019-20 2020-21 to 2020-21 Change

Full Time Equivalent Positions 4.10 4.00 4.00 4.00 0.0 0.0%Salaries & Benefits 421,106$ 437,022$ 485,064$ 466,763$ (18,301)$ -3.8%Supplies & Services 7,525,998 6,951,855 7,756,133 8,306,307 550,174 7.1%Capital Acquisitions 2,671,685 1,438,908 1,370,278 1,502,000 131,722 9.6%Contributions to Other Funds - - - - - -

Total 10,618,789$ 8,827,785$ 9,611,475$ 10,275,070$ 663,595$ 6.9%

Employee Benefits 3,679,580$ 3,785,024$ 3,738,250$ 3,727,800$ Dental/Vision Plan 496,482 475,079 500,000 530,000 Disability Program 48,240 28,074 41,100 43,500 General Liability 723,023 824,720 1,082,266 1,287,400 Workers Compensation 1,696,983 986,471 1,461,100 1,674,300 Vehicle Maintenance 973,709 921,018 970,761 1,018,225 Vehicle Replacement 2,007,548 1,186,609 804,978 1,100,700 Technology Replacement 993,224 620,790 1,013,020 893,145

Total 10,618,789$ 8,827,785$ 9,611,475$ 10,275,070$

BUDGET SUMMARY

Summary

285

Dental/Vision Plan

603-6512




627 Professional Services 19,198 19,394 20,000 20,000 644 Insurance 477,284 455,685 480,000 510,000 Supplies & Services Sub - Total 496,482 475,079 500,000 530,000



286

Disability Program

604-6520




644 Insurance 48,240 28,074 41,100 43,500 Supplies & Services Sub - Total 48,240 28,074 41,100 43,500



287

Employee Benefits

601-6521




625 Forms & Supplies 8,045 10,136 12,000 12,000 627 Professional Services 34,768 41,013 48,250 48,200 644 Insurance 3,636,767 3,733,875 3,678,000 3,667,600 Supplies & Services Sub - Total 3,679,580 3,785,024 3,738,250 3,727,800



288

General Liability

605-6535




643 Insurance 717,918 813,819 1,062,266 1,267,400 644 Paid Claims 5,105 10,901 20,000 20,000 Supplies & Services Sub - Total 723,023 824,720 1,082,266 1,287,400



289

Workers Compensation

607-6555




627 Professional Services 16,240 7,280 25,000 25,000 644 Insurance 1,680,743 979,191 1,436,100 1,649,300 Supplies & Services Sub - Total 1,696,983 986,471 1,461,100 1,674,300


Total Appropriations 1,696,983$ 986,471$ 1,461,100$ 1,674,300$

290

Vehicle Maintenance

619-6605




621 Heat & Power 8,940 7,582 8,500 8,500 622 Telephone 420 2,240 1,942 2,418 623 Postage & Freight 243 320 100 100 625 Forms & Supplies 112 693 600 600 626 Printing & Binding 795 - 150 150 627 Professional Services 34,494 36,002 45,730 45,730 628 Professional Development 1,449 1,702 2,713 2,713 631 Dues & Subscriptions 1,740 260 350 350 633 Office Equipment - O & M 420 457 1,000 1,000 634 Special Equipment - O & M 5,458 11,073 11,600 11,600 635 Vehicle - O & M 453,995 388,235 374,553 438,710 636 Buildings & Facility - O & M 7,534 10,239 10,500 10,500 638 Small Tools & Supplies 12,549 10,192 9,725 9,725 639 Training Programs 2,829 1,661 5,530 5,530 643 Insurance 3,708 3,692 3,422 5,265 658 Technology ISF 10,027 9,649 9,282 8,571 Supplies & Services Sub - Total 544,713 483,996 485,697 551,462


Total Appropriations 973,709$ 921,018$ 970,761$ 1,018,225$

649 Note: Depreciation 15,402$ 8,177$ 11,794$ 7,849$

291

Vehicle Replacement

620-6610




625 Forms & Supplies 6,909 5,437 7,000 6,200 635 Vehicle & Special Equip. 53 916 - - Supplies & Services Sub - Total 6,961 6,353 7,000 6,200

694 Capital Acquisitions 2,000,587 1,180,256 797,978 1,094,500 Acquisitions Sub - Total 2,000,587 1,180,256 797,978 1,094,500

Total Appropriations 2,007,548$ 1,186,609$ 804,978$ 1,100,700$


292

Technology Replacement

622-6630




622 Telephone 30,861 27,344 34,000 59,215 627 Professional Services - - 100,000 100,000 628 Travel & Meeting 3,784 - - - 633 Office Equipment - O & M 214,862 214,670 220,360 238,360 638 Small Tools & Supplies 77,835 115,454 86,360 88,070 639 Training Programs/Aids 2,675 4,671 - - Supplies & Services Sub - Total 330,016 362,138 440,720 485,645

692 Capital Acquisitions 663,208 258,652 572,300 407,500 Acquisitions Sub - Total 663,208 258,652 572,300 407,500



293

City of Yuba City

5th Street Bridge Replacement Project

294

Capital Acquisitions

FY 2020-2021

Replacement/No. Acct. Division/ Program Description of Acquisition New Addition Quantity Cost

Total General Fund -$

Replacement/No. Acct. Division/ Program Description of Acquisition New Addition Quantity Cost1 1920 Building Division 1/2 Ton pickup (super cab) Replacement 1 26,500 2 1930 Engineering Utility vehicle Replacement 1 30,000 3 2110 Traffic Division Police Motorcycles Replacement 5 125,000 4 3130 Streets Division 1/2 Ton pickup (4x4 extended cab) Replacement 1 30,000 5 3130 Streets Division 1/2 Ton pickup (extended cab) Replacement 1 25,000 6 3130 Streets Division Mechanical Sweeper Replacement 1 320,000 7 5115 Parks Division 1/2 Ton pickup Replacement 3 73,500 8 5115 Parks Division Ariel Truck Replacement 1 180,000 9 7110 Water Distribution 1/2 Ton pickup (extended cab) Replacement 1 25,000 10 7110 Water Distribution Utility Truck Replacement 1 46,500 11 7110 Water Distribution 10-yard Dump Truck Replacement 1 145,000 12 8120 Wastewater Treatment 3/4 Ton pickup (4x4) Replacement 1 38,000 13 8140 Wastewater Lab 1/2 Ton pickup (4x4 extended cab) Replacement 1 30,000

Total Vehicle Replacement Fund 1,094,500$

Replacement/No. Acct. Division/ Program Description of Acquisition New Addition Quantity Cost1 6630 Information Technology Network Switch Replacement 3 15,000 2 6630 Information Technology WiFi AP's Replacement 1 50,000 3 6630 Information Technology WTP Security Cameras Replacement 1 60,000 4 6630 Information Technology Patrol Car Computers Replacement 27 202,500 5 6630 Information Technology Backup Storage Array Replacement 1 80,000

Total Technology Replacement Fund 407,500$


Total Water Fund -$


Total Wastewater Fund -$

TOTAL CITYWIDE 1,502,000$

GENERAL FUND - 100

VEHICLE REPLACEMENT FUND - 620

TECHNOLOGY REPLACEMENT FUND - 622

WATER FUND - 507

WASTEWATER FUND - 518

295

City of Yuba City

Capital Acquisition

296

Capital Improvement Program

CAPITAL IMPROVEMENT PROGRAM

The Capital Improvement Program (CIP) is the City’s comprehensive multi-year plan for the development of the City’s capital facilities and improvements. The plan outlines the capital projects that are expected to take place over the next five years. Capital projects usually involve high costs, take a year or more to complete, and result in the creation of a capital asset. The process of CIP preparation begins in January with key department heads and managers participating. The management staff develops their CIP proposals to satisfy the needs of the City while still working within the available resources of the operating funds that they would be drawing on. The updated plan is then presented to the Planning Commission and City Council for review and approval. The CIP budget document produced for the fiscal year 2020-2025 is presented under separate cover and may be viewed at http://www.yubacity.net/finance/budgets-cafrs.htm.

CIP FORMAT The Capital Improvement Program is divided into eight main sections: Summary Schedules, General Projects, Facilities Projects, Community Services Projects, Public Safety Projects, Streets Projects, Water Utility Projects, and Wastewater Utility Projects. The Summary Schedules section includes a summary of CIP projects by Fund. The lead department is noted and funding is broken down into carryover funds, FY 2020-21 funds and total project funds. Carryover balances include any unspent funds appropriated in prior budget years intended for use in the current fiscal year. The Projects sections are grouped by type as listed above, beginning with a summary of each section. Noted on each project sheet are the project title, estimated start and completion dates, project number, scope, project manager, and the lead department responsible for the completion and management of the project. The detailed descriptions for each project include tables identifying funding sources (multiple, if applicable) over all project years, and the

anticipated annual impact on the operating budget when applicable. A brief overview of major projects within each fund is outlined below.

GENERAL PROJECTS

The City has committed itself to dedicating the necessary long-term capital funding to improve the quality of life in Yuba City. Within the General Projects category, the current year budget reflects an effort to provide funding for high priority projects. Funding is allocated to the following major projects for FY 2020-21:

General Plan Implementation and Future Update, no anticipated annual impact on the operating budget

Property Abatement, annual impact on the operating budget for personnel costs

Feather River Mill Site Development, no anticipated annual impact on the operating budget

FACILITIES PROJECTS

The Facilities Projects category focus for FY 2020-21 begins to be forward-looking with facility expansion and improvements. The following is a list of the more notable current and future year projects:

Improvements to Buildings and Grounds, $110,000 of carryover funds with the anticipation of future funding; anticipated annual impact on the operating budget of $5,000 for maintenance and repair needs

City Hall Improvements, $5,000 of carryover funds with the anticipation of future funding; anticipated annual savings on the operating budget of $1,000

COMMUNITY SERVICES PROJECTS

A federal reimbursement grant is funding the largest Community Services project. In FY 2017-18, efforts began on the following projects:

Feather River Parkway Project Phase II, $1,754,000; $48,000 annual impact on the operating budget for maintenance personnel and supplies. The Feather River Parkway

297


Project will be funded primarily through a Proposition 84 grant.

Harter Parkway Park and Bike Connection, $1,585,000 in carryover funds; no anticipated annual impact on the operating budget.

PUBLIC SAFETY PROJECTS

There is only one notable public safety project that began in fiscal year 2017-18 and will continue through the 2020-21 budget year:

Fire Station 2 Remodel, $960,000 of carryover funds; minimal additional impact on the operating budget for services.

STREETS PROJECTS

There are several Streets Projects to report for Fiscal Year 2020-21 due to available Transportation Development Act funds, development impact fees, and federal grant funds. Among the most notable are:

Rehabilitation of existing and aging roads throughout the City, $1,150,000; and a $2,000 annual impact on the operating budget for personnel costs.

Fifth Street Bridge Replacement, $722,000 of carryover funds, with a total project cost of $73 million, of which the local agencies will pay a total of $1.1 million considering federal funds and grants; $1,200 annual impact on the operating budget for services.

Tuly Parkway and Queens Ave. Extension, $979,000; no annual impact on the operating budget.

Bridge Street Widening, $250,000; $1,500 annual impact on the operating budget for services.

UTILITIES

The Utilities Department has applied for and plans to continue to utilize low interest loans primarily to fund the following FY 2020-21 major projects:

WATER UTILITY PROJECTS

Recoating Water Storage Reservoirs, $2,330,000; no additional impact on the operating budget.

Second Groundwater Well/Aquifer Storage Recovery, $3,260,000; $5,000 annual impact on the operating budget.

Replacement of radio-read water meters with cellular-read meters, $8,000,000; the anticipated annual savings on the operating budget is $40,000 in personnel and services.

Construction of the water transmission line to Barry School, $2,160,000 of carryover grant funds; no additional impact on the operating budget.

WASTEWATER UTILITY PROJECTS

New Outfall and River Levee Crossing Replacement, $1,580,000, with a total project cost of $13.2 million, funded by a low interest loan and potentially shared by one local agency; no annual impact on the operating budget.

Rehabilitation of the West Chlorine Contact Basin, $1,500,000.

Construct necessary improvements at the Wastewater Treatment Facility, with a total project cost of $24.1 million. Improvements included, but not limited to, are head-works bar screen replacement, digester covers, and the replacement of the dewatering system. There are no annual impacts on the operating budget.

298

Capital Improvement - Summaries


Summary Schedules

299

City of Yuba CityList of Capital Improvement Program Projects

General Fund with Current FundingFY 2020 - 2021

Fund 301 - General Dept.2020-2021

Approp. FundsProject

NoteCarryover

Balance

Estimated Adopted Total

901023 City Hall Improvements PW 5,000 5,000

901072 Property Abatement DS 95,000 95,000*

901080 General Plan Implementation and Future Update DS 696,000 696,000

901127 Capital Repl. Prog - Gauche Aquatic Park CS 108,700 108,700

901188 Stormwater Management Program PW 27,000 57,00030,000*

901207 Harter Parkway Park and Bike Connection CS 313,000 313,000*

901209 Union Pacific Railroad Property Acquisition PW 11,000 11,000

901221 Feather River Mill Site Development PW 10,600 20,60010,000

901234 Blackburn-Talley Field Lighting Replacement CS 13,700 13,700

901235 Fire Station No.1 Replacement Study FD 23,000 23,000

901236 Fire Station No.2 Remodel FD 960,000 960,000

901254 State Route 20 Corridor Improvements PW 91,000 91,000*

$2,354,000 $40,000 $2,394,000Total

Note: * Multiple funding sources exist for this project. See individual project sheet for breakdown.

300

301

302

303

304

305

306

307

308

309

City of Yuba CitySummary of Capital Improvement Program Projects

Current Facilities Projects

Account Project Name FundingCurrent Adopted

2020-21 2021-22 2022-23 2023-24 2024-25 FundingProjected

1023 City Hall Improvements 5,000 60,000 50,000 50,000 50,000 215,000

1028 Improvements to Buildings and Grounds 110,000 200,000 200,000 200,000 200,000 910,000

1209 Union Pacific Railroad Property Acquisition 11,000 11,000

$126,000 $260,000 $250,000 $250,000 $250,000 $1,136,000

Sources of Funds

General


Streets and Roads

DIF

Federal Grant

SRF

CDBG

Water

Wastewater

Other

FundingCurrent Adopted


16,000

32,000

26,000

24,000

28,000

260,000 250,000 250,000 250,000 1,026,000

32,000

26,000

24,000

28,000

$126,000 $260,000 $250,000 $250,000 $250,000 $1,136,000

310


Current Community Services Projects



1127 Capital Repl. Prog - Gauche Aquatic Park 108,700 142,000 35,000 35,000 35,000 355,700

1166 Feather River Parkway Project Phase II 175,000 175,000

1207 Harter Parkway Park and Bike Connection 1,585,000 1,585,000

1222 Annual Playground Replacement 160,000 160,000 160,000 160,000 640,000

1234 Blackburn-Talley Field Lighting Replacement 13,700 260,000 273,700

1259 Well Installations 100,000 100,000 100,000 100,000 400,000

1264 CalFire Urban Forest Management Grant 150,000 150,000

$2,032,400 $662,000 $295,000 $295,000 $295,000 $3,579,400

Sources of Funds

General


Streets and Roads

DIF

Federal Grant

SRF

CDBG

Water

Wastewater

Other



435,400

177,000

312,200

157,800

950,000

662,000 295,000 295,000 295,000 1,982,400

177,000

312,200

157,800

950,000

$2,032,400 $662,000 $295,000 $295,000 $295,000 $3,579,400

311


Current Public Safety Projects



1235 Fire Station No.1 Replacement Study 23,000 150,000 15,000,000 15,173,000

1236 Fire Station No.2 Remodel 960,000 960,000

1237 Fire Station Repair and Renovation 100,000 100,000 100,000 300,000

1278 Police Dept Evidence Storage Building 325,000 325,000

1279 Fire Station No.1 Water Tower Demo & Monopole 100,000 100,000

1280 Fire Station No.4 Training Grounds 25,000 5,000 5,000 35,000

$983,000 $600,000 $205,000 $105,000 $15,000,000 $16,893,000

Sources of Funds

General


Streets and Roads

DIF

Federal Grant

SRF

CDBG

Water

Wastewater

Other



983,000 600,000 205,000 105,000

15,000,000

1,893,000

15,000,000

$983,000 $600,000 $205,000 $105,000 $15,000,000 $16,893,000

312


Current Streets Projects



1024 Striping and Marking 100,000 200,000 125,000 125,000 125,000 125,000 800,000

1025 Drainage Improvements 155,000 100,000 100,000 100,000 100,000 100,000 655,000

1027 Traffic Signals 178,000 100,000 50,000 50,000 50,000 50,000 478,000

1051 Road Rehabilitation 1,150,000 1,150,000

1069 Tuly Parkway - Queens Ave Extension 979,000 500,000 1,479,000

1084 Fifth Street Bridge Replacement 722,000 722,000

1169 Bicycle Master Plan Implementation 89,000 89,000

1180 Consolidated Streetlight District-Acquisition and C 823,000 823,000

1187 Bridge Street Widening 127,000 250,000 7,565,000 7,942,000

1188 Stormwater Management Program 61,000 100,000 100,000 100,000 100,000 100,000 561,000

1190 Pavement Management System 10,000 10,000

1213 Residential Road Rehabilitation 500,000 500,000 500,000 500,000 500,000 2,500,000

1214 Citywide Traffic Model Update 16,000 250,000 266,000

1220 ADA Public Facilities Sidewalk Improvements 594,000 300,000 300,000 300,000 300,000 300,000 2,094,000

1241 Center Bore Street Light Pole Replacement Proje 100,000 100,000

1242 Franklin Avenue Pedestrian Improvements 641,000

1243 Bridge Street Utility Undergrounding 171,000 171,000

1244 Systemic Safety Analysis Report 153,000 10,000 163,000

1253 2018 Safe Routes to School Plan 120,000 120,000

1254 State Route 20 Corridor Improvements 226,000 226,000

1255 Road Maintenance and Rehab. Account (RMRA) 2,340,000 1,150,000 1,150,000 1,150,000 1,150,000 1,150,000 8,090,000

1266 Sutter Bike Path Gap Closure 60,000 153,000 213,000

1276 Bridge Street Reconstruction Development Phase 275,000 275,000

$8,035,000 $4,168,000 $10,390,000 $2,325,000 $2,325,000 $2,325,000 $29,568,000

Sources of Funds

General


Streets and Roads

DIF

Federal Grant

SRF

CDBG

Water

Wastewater

Other



118,000

1,093,000

3,471,000

1,004,000

278,000

26,000

17,000

2,028,000

30,000

815,000

2,420,000

250,000

210,000

20,000

20,000

403,000

30,000

795,000

1,750,000

2,000,000

210,000

20,000

20,000

5,565,000

30,000

295,000

1,750,000

210,000

20,000

20,000

30,000

295,000

1,750,000

210,000

20,000

20,000

30,000

295,000

1,750,000

210,000

20,000

20,000

268,000

3,588,000

12,891,000

3,254,000

1,328,000

126,000

117,000

7,996,000

$8,035,000 $4,168,000 $10,390,000 $2,325,000 $2,325,000 $2,325,000 $29,568,000

313


Current Water Projects



1042 Water Meter Installation 107,810 20,000 20,000 20,000 20,000 187,810

1092 Water Line Ext Proj & Distribution Piping Enhanc 800,000 250,000 250,000 250,000 250,000 1,800,000

1093 Replacement and Major Maintenance of Water Li 1,665,000 500,000 500,000 500,000 500,000 3,665,000

1094 Replace Water Service or Water Meter 8,268,000 8,268,000

1095 Fire Hydrant Relocation and Repair 123,000 50,000 50,000 50,000 50,000 323,000

1096 Recoating Water Storage Reservoirs 1,640,000 690,000 2,330,000

1145 Groundwater Well Abandonments 285,000 250,000 535,000

1191 Second Groundwater Well 1,735,000 1,525,000 1,525,000 4,785,000

1224 WTP Electrical and Instrumentation Improvement 1,670,000 500,000 1,250,000 1,250,000 4,670,000

1226 Carbon Feed System Replacement 500,000 500,000

1227 Recurring WTP & Water Storage Improvements 526,500 100,000 100,000 100,000 100,000 926,500

1246 Pressure Surge Relief Facility 3,013,000 3,013,000

1248 Storm Damage Repairs to Low Lift Facility & Acc 3,220,000 3,220,000

1257 SCADA Master Plan 275,000 275,000

1258 Barry School Water Transmission Line 2,160,000 2,160,000

1268 Plumas Water Tower Maintenance 125,000 125,000

$26,113,310 $2,965,000 $3,695,000 $2,170,000 $920,000 $920,000 $36,783,310

Sources of Funds

General


Streets and Roads

DIF

Federal Grant

SRF

CDBG

Water

Wastewater

Other



45,000

10,160,000

12,720,310

110,000

3,078,000

2,215,000

750,000

3,695,000 2,170,000 920,000 920,000

45,000

10,160,000

22,640,310

110,000

3,828,000

$26,113,310 $2,965,000 $3,695,000 $2,170,000 $920,000 $920,000 $36,783,310

314


Current Wastewater Projects



1103 Recurring Plant Projects 630,000 150,000 150,000 150,000 150,000 1,230,000

1104 Recurring Collection or Rehabilitation System Pro 720,000 150,000 150,000 150,000 150,000 150,000 1,470,000

1105 Lift Station Improvements 790,000 150,000 150,000 150,000 150,000 150,000 1,540,000

1116 Secondary Clarifier Improvements 322,000 2,000,000 2,322,000

1155 Stonegate Treatment Works Demolition 324,500 324,500

1156 New Outfall and River Levee Crossing Replacem 1,030,000 550,000 1,580,000

1179 Oxygen Generation System Improvements 58,500 6,000,000 6,058,500

1196 Rehabilitation of the West Chlorine Contact Basin 1,500,000 1,500,000

1219 Secondary Clarifier No.4 114,000 9,000,000 9,114,000

1229 Capitalization Fund 4,000,000 1,000,000 1,000,000 1,000,000 1,000,000 8,000,000

1249 Wastewater System Master Plan Update 150,000 150,000

1250 Storm Damage Repairs to Ponds and Access Ro 1,050,000 1,050,000

1252 Wastewater Treatment Facility Improvements 1,380,000 1,380,000

1277 Harter-Bridge Sewer Trunk Connection 200,000 1,650,000 1,850,000

$12,069,000 $1,050,000 $3,100,000 $1,450,000 $18,450,000 $1,450,000 $37,569,000

Sources of Funds

General


Streets and Roads

DIF

Federal Grant

SRF

CDBG

Water

Wastewater

Other



10,627,000

1,442,000

1,050,000 3,100,000 1,450,000

17,000,000

1,450,000 1,450,000

17,000,000

19,127,000

1,442,000

$12,069,000 $1,050,000 $3,100,000 $1,450,000 $18,450,000 $1,450,000 $37,569,000

315

City of Yuba City

Quality Development

316

Glossary

Account - A record of a monetary transaction maintained in the accounting ledger. It may be a classification of expenditure or revenue. Example: "Supplies" is an account in the Operations and Maintenance expenditure category. Accrual Basis - Sometimes called "full accrual" basis. A basis of accounting in which revenues are recognized when earned regardless of when they are received, and expenses are recorded at the time the liability is incurred, regardless of when it is paid. Accumulated Depreciation - The amount of depreciation that has accumulated to date during the existing useful life of City assets. Actual - A column heading in the budget. Figures found in the Actual column indicate actual financial information recorded for that time period. Ad Valorem Taxes - Revenue from taxes paid on real property and personal property which is calculated based on the “value” of the property. Americans with Disabilities Act (ADA) Americans with Disabilities Act, Public Law 336 of the 101st Congress, enacted July 26, 1990. The ADA prohibits discrimination and ensures equal opportunity for persons with disabilities in employment, State and local government services, public accommodations, commercial facilities, and transportation. It also mandates the establishment of TDD/telephone relay services Appropriation - An authorization by the City Council to make expenditures and to incur obligations for a specific purpose. An appropriation is usually limited in amount as to the time when it may be expended. Assessment District - Not a separate government entity, but rather a defined area of land that will be benefited by the acquisition, construction or maintenance of a public improvement. Assessed Valuation - A value established for real property for use as a basis in levying

property taxes. For all agencies in the State of California, assessed value is established by the County for the secured and unsecured property tax rolls; the utility property tax roll is valued by the State Board of Equalization. Under Article XIII, Section 2 of the California State Constitution, property values are assessed at full cash value (indexed from 1975-76 dollars using the Consumer Price Index; increases not to exceed 2% per year). However, increases to full value are allowed for property improvements or upon change in ownership. Personal property is excluded from these limitations, and is subject to annual reappraisal. Audit - Prepared by an independent certified public accountant (CPA), the primary objective of an audit is to determine if the City’s Financial Statements present fairly the City’s financial position and result of operations in conformity with generally accepted accounting principles. In conjunction with their performance of an audit, it is customary for an independent auditor to issue a Management Letter stating the adequacy of the City’s internal controls as well as recommending improvements to the City’s financial management practices. Beginning/Ending Fund Balance -Appropriated resources available in a fund from the prior/current year after payment of the prior/current year's expenses. This is not necessarily cash on hand. Bond - A city may raise capital by issuing a written promise to pay a specific sum of money, called the face value or principal amount, at a specified date or dates in the future, together with periodic interest at a special rate. Budget - A plan of financial operation listing an estimate of proposed applications or expenses and the proposed means of financing them for a particular time period. The budget is proposed until it has been approved by the City Council. Budget Message - Included in the opening section of the budget, the Budget Message provides the Council and the public with a general summary of the most important aspects of the budget, changes from previous fiscal

317

Glossary

years, and the views and recommendations of the City Manager. Budgeting Basis - The budgeting basis for the City of Yuba City is modified from the accrual basis in that depreciation expense is shown as a footnote in the departmental budget, capital expenditures are shown as a use of resources (rather than an asset), and principal payments on debt are shown as a use of resources (rather than a reduction in a liability). Business License Tax - A type of excise tax imposed on businesses for the privilege of conducting business within the City. The tax is most commonly based on gross receipts or levied at a flat rate. California Public Employee Retirement System – The City contributes to the California Public Employee Retirement System (CalPERS), an agent multiple-employer public employee defined benefit pension plan. CalPERS acts as a common investment and administrative agent for participating public entities within the State. Benefit provisions and all other requirements are established by State statute and City ordinance. Capital Improvement - A permanent addition to the city's assets, including the design, construction, or purchase of land, buildings, or facilities, or major renovations of the same. Capital Improvement Program (CIP) - A financial plan of proposed capital improvement projects with single and multiple-year capital expenditures. This program plans for five years and is updated annually. Capital Outlay - Also called Capital Acquisition. A budget category which budgets all equipment having a unit cost of more than $5,000 and an estimated useful life of one year or more. Capital Outlay is budgeted in the operating budget. Capital Projects - Physical structural improvements generally with a cost of $50,000 or more and a useful life of one year or more. Examples include a new park, building modifications, and water main construction.

Certificates of Participation (C.O.P) - Form of lease-purchase financing used to construct or acquire capital facilities and equipment. Community Development Block Grant (CDBG) - Is a federal grant that aims to develop viable urban communities by providing decent housing, a suitable living environment, and expanded opportunities for persons of low and moderate income. The City of Yuba City receives an annual CDBG entitlement from the U.S. Department of Housing and Urban Development. Cost Allocation – Overhead accounting provides for cost allocation of administrative and support service costs to service providing organizations. Allocation is based on different methods in unison or in combination, including expenditure budget amount, FTE’s (full time equivalent) employees and facility square footage. A weighting of overhead charges is further broken out for operational costs verses CIP. This service enables the City to determine the full cost of program budgeting and to recapture General Fund costs expended in contracting with outside agencies and in serving other funds of the City. Debt Service - Payment of the principal and interest on an obligation resulting from the issuance of bonds or notes. Debt Service Requirements - The amount of money required to pay interest on outstanding debt and required contributions to accumulate monies for future retirement of term bonds. Deficit - An excess of expenditures or expenses over resources. Department - A major organizational unit of the City that has been assigned overall management responsibility for an operation or a group of related operations within a functional area. Depreciation - The decrease in value of physical assets due to use and the passage of time.

318

Glossary

Development Impact Fees - Fees placed on the development of land or conditions required for the approval of a development project such as the donation (dedication or exaction) of certain land (or money) to specific public uses. The fees are typically justified as an offset to the future impact that development will have on existing infrastructure. Encumbrances - A legal obligation to pay funds, the expenditure of which has not yet occurred. They cease to be encumbrances when the obligations are paid or otherwise terminated. Enterprise Funds - This fund type is used to account for operations that are: (a) financed and operated in a manner similar to private sector enterprises and it is the intent of the City that the costs (including depreciation) of providing goods or services to the general public be financed or recovered primarily through the user charges; or (b) the City or an outside grantor agency has determined that a periodic determination of revenues earned, expenses, and net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. The City has established two enterprise funds: water and wastewater (see Fund). Expenditure - The outflow of funds paid or to be paid for an asset or goods and services obtained regardless of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not an expenditure; an encumbrance reserves funds to be expended. Fees - Charges for services levied by the government to recover costs associated with providing a service or permitting an activity. Examples of fees include monthly water, sewer and garbage collection fees, Plan Checking Fees, Building & Engineering Permitting Fees, and Franchise Fees. Final Budget - The budget document formally approved by the City Council after the required public hearings and deliberation on the recommended budget. It is a legal spending plan

Fiscal Year (FY) - A 12-month period of time to which the budget applies. For Yuba City, it is July 1 through June 30. Fixed Assets - Tangible items of long-term character (useful life expected to be longer than one year) which are intended to continue to be held and used by the City, including land, buildings, machinery, furniture, and equipment. Franchise Fee - A fee charged for the privilege of using public rights-of-way and property within the City for public or private purposes. The City charges franchise fees for natural gas, electricity, cable television and garbage collection operations. Full-Time Equivalent (FTE) - The decimal equivalent of a part-time position converted to a full-time base (i.e., one person working half time would equate to 0.5 FTE). Fund - An independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created. The seven generic fund types used by the City are: General Fund, Special Revenue, Debt Service, Capital Projects, Enterprise, Internal Service, and Trust and Agency. Fund Balance - The amount of financial resources available for use. Generally, this represents the detail of all the annual operating surpluses and deficits since the fund's inception. Also known as financial position, fund balance is the excess of assets over liabilities, and represents the cumulative effect of revenues and other financing sources over expenditure and other financing issues. Gann Limit - An absolute dollar limit on the amount of funds derived from taxes that the City can legally appropriate and expend each fiscal year, as specified by Article 13-B of the State Constitution. Any tax revenues in excess of the Gann Limit must be returned to taxpayers. The base-year used on computing the Gann Limit is FY 1978-79, with adjustments to the appropriations limit allowed in succeeding fiscal years for changes in population and changes in the cost of living.

319

Glossary

Governmental Accounting Standards Board (GASB) - Governmental Accounting Standards Board is the accounting profession’s regulatory body for governmental accounting and determines what constitutes GAAP for governmental agencies. Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards and guidelines for financial accounting and reporting. General Fund - The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. Examples of departments financed by the General Fund include the City Council/Clerk, Police, Community Development, Administrative Services, and others. Grant - Contribution or gift of cash or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. Home Investment Partnerships Program (HOME) - Is a federal grant that provides funding for the programs that offer affordable housing to low income households including homeowner rehabilitation, homebuyer activities, rental housing and tenant based rental assistance. The City of Yuba City receives its HOME funds from the California State Department of Housing and Community Development. Infrastructure - Public facilities built on or under the ground such as streets, roads, sidewalks, curbs, pipes, drains, lights, bridges, parks, and water and sewer systems. These types of capital assets are differentiated from buildings. Inter-fund Transfers - Monies moved from one fund to another. The money is transferred to finance the operations of another fund or to reimburse the fund for expenses. Internal Service Fund (ISF) - Funds established to account for the financing of goods or services provided by one department for other departments within the City on a cost reimbursement basis.

Modified Accrual - An adaptation of the accrual basis of accounting for governmental fund types. Revenues and other financing resources are recognized when they become available to finance expenditures of the current period. Expenditures are recognized when the fund liability is incurred. Municipal Code - A book that contains City Council approved ordinances currently in effect. The Code defines City policy with respect to areas such as planning, zoning, building, etc. Objectives - The expected results or achievements of a budget program. Operating Budget - Annual appropriation of funds for on-going program costs, including salaries and benefits, services and supplies, debt service, capital outlay and capital improvements. Operating Expenses - Expenditures for materials, supplies, and services which are ordinarily consumed within a fiscal year and which are not included in program inventories. Ordinance - A formal legislative enactment by the City Council. It is the full force and effect of law within City boundaries unless pre-empted by a higher form of law. An ordinance has a higher legal standing than a resolution. Performance Measure - A quantitative indicator that programs or services are directly contributing to the achievement of a strategic plan. This includes indicators of inputs, output, outcomes, productivity, timeliness, and/or quality. Preliminary Budget - The budget submitted by the City Manager to the City Council and the public. It contains the Requested Budget from the City Departments and the Recommended Budget from the City Manager. Property Tax - An "ad valorem" tax on real property, based upon the value of the property. In accordance with Proposition 13, secured property is taxed at the rate of one percent of assessed valuation, plus a rate sufficient to

320

Glossary

generate revenue necessary to pay for voter approved indebtedness. Proposed Budget - The City Manager’s recommendation for the City’s financial operations, which includes an estimate of proposed expenditures and revenues for a given fiscal year. Reimbursement - Payment of amount remitted on behalf of another party, department or fund. Reserve - An account used to record that a portion of the fund’s balance is legally restricted for a specific purpose and is, therefore, not available for general appropriation. Resolution - A special order of the City Council, which has a lower legal standing than an ordinance. Retained Earnings - An equity account reflecting the accumulated earnings of an enterprise or internal service fund. Revenues - Amount received for taxes, fees, permits, licenses, interest, and intergovernmental sources during the fiscal year. Revenue Bonds - A type of bond usually issued to construct facilities. The bonds are repaid from the revenue produced by the operation of these facilities. Rural Economic Development Infrastructure Program (REDIP) - Provides low-cost financing for the construction, improvement, or expansion of public infrastructure necessary to support the creation or retention of permanent, private sector jobs in rural areas Secured Property - As the property tax is guaranteed by placing a lien on the real property, secured property is that real property in which the value of the lien on the real property and the personal property located thereon is insufficient to assure payment of the tax. Special Assessment - A compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or

service deemed to benefit primarily those properties. Special Revenue Fund - A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. Staffing - A budget category which generally accounts for full-time and temporary employees. Supplemental Assessment - An assessment of real property occurring after the regular assessment roll is filed on June 30th of each year as a result of new construction or a change in ownership. The Transportation Development Act – The Transportation Development Act is one of the major funding sources for public transit in California. The TDA revenues are allocated to transportation programs, including regional and municipal transit systems, pedestrian and bikeway improvements, and street and road construction. Transient Occupancy Tax (TOT) – A tax levied by cities on persons staying in a room(s) in a hotel, inn, motel, tourist home, non-membership campground or other lodging facility. The City’s TOT rate is ten percent. Unsecured Property - As the property tax is guaranteed by placing a lien on the real property, unsecured property is that real property in which the value of the lien is not sufficient to assure payment of the property tax. Unsecured Tax - A tax on tangible personal property such as office furniture, equipment, and boats which are not secured by real property. User Fees - The payment of a fee for direct receipt of a public service by benefiting from the service. Year-End - This term means as of June 30th (the end of the fiscal year).

321

Glossary of Acronyms

AB .................................................. Assembly Bill

ADA ..................... Americans with Disabilities Act

APS ......................... Audible Pedestrian Systems

ARIDE ...... Advanced Roadside Impaired Driving

........................................................ Enforcement

ATP .......................... Active Transportation Grant

AVL .......................... Automatic Vehicle Location

BEEP ........... Bicycle Enforcement and Education

............................................................... Program

BMP ........................ Best Management Practices

CAD ............................. Computer Aided Dispatch

CAFR .. Comprehensive Annual Financial Report

CCMA ............ California Committee on Municipal

........................................................... Accounting

CCMT .... California Certified Municipal Treasurer

CDBG ...... Community Development Block Grant

CDPH ..... California Department of Public Health

CEQA ......... California Environmental Quality Act

CFD ........................ Community Facilities District

CIP ..................... Capital Improvement Programs

CLETS ..................... California Law Enforcement

............................... Telecommunications System

CMAQ ........................ Congestion Mitigation and

............................................................ Air Quality

COMPSTAT ..................... Comparative Statistics

COP ........................... Certificates of Participation

COPPS ................................ Community Oriented

................................. Policing & Problem Solving

CREBS ............ Clean Renewable Energy Bonds

CSFMO ................................ California Society of

.................................. Municipal Finance Officers

DIF .............................. Development Impact Fees

EBS ....................... Employee Benefit Specialists

EDC ............ Economic Development Corporation

EFT ............................. Electronic Funds Transfer

ELAP .... Environmental Laboratory Accreditation

............................................................... Program

EMS ........................ Emergency Medical Service

EOC .................... Emergency Operations Center

ESR ................... Economic Stabilization Reserve

FLM ...................................... First Level Manager

FRAQMD ..................... Feather River Air Quality

............................................ Management District

FOG .................................... Fats, Oil and Grease

FTE ..................................... Full-Time Equivalent

FY ...................................................... Fiscal Year

GAAP ...General Accepted Accounting Principals

GASB Government Accounting Standards Board

GDP .............................. Gross Domestic Product

GFOA Government Finance Officers Association

GIS .................. Geographic Information Systems

GREAT ............ Gang Resistance and Education

................................................................ Training

HANDS .................. Helping Area Neighborhoods

........................................... Develop Successfully

HBP ............................. Highway Bridge Program

HOME ..Home Investment Partnerships Program

HPP .................................... High Priority Projects

HSIP ....... Highway Safety Improvement Program

HVAC .......... Heating Ventilation Air Conditioning

ICMA .......... International City Management Assn

ISF ..................................... Internal Service Fund

LAFCO ..... Local Agency Formation Commission

LAIF ................... Local Agency Investment Fund

LIMS .......... Laboratory Information Management

................................................................. System

LLMD ........... Lighting & Landscape Maintenance

.................................................................. District

LTF ............................ Local Transportation Fund

MGD .................................Million Gallons per day

322

Glossary of Acronyms

MM ..................................................Mid-Manager

MOU .............................. Memo of Understanding

MS&S .................. Materials, Supplies & Services

NCCSIF ................ Northern California Cities Self

................................................... Insurance Fund

NFPA .......... National Fire Protection Association

NPDES ................... National Pollutant Discharge

.............................................. Elimination System

NSA ................. Neighborhood Speed Awareness

NSP ............ Neighborhood Stabilization Program

OES ...................... Office of Emergency Services

OTS .................................. Office of Traffic Safety

OTS .................................. Office of Traffic Safety

PEMHCA ................... Public Employees’ Medical

.......................................... and Hospital Care Act

POA .......................... Police Officer’s Association

PSA .......................... Pressure Swing Absorption

PSAP ....................Public Safety Answering Point

QAT .............................. Quality Assurance Team

QC ................................................ Quality Control

REDIP .................. Rural Economic Development

......................................... Infrastructure Program

RLF .................................... Revolving Loan Fund

RSTP ................ Regional Surface Transportation

SA .......................................... Successor Agency

S&U ................................. Streets & Underground

SACOG ................... Sacramento Area Council of

....................................................... Governments

SASA ............... Sutter Animal Services Authority

SB ....................................................... Senate Bill

SBFCA……...Sutter Butte Flood Control Agency

SBOE ....................... State Board of Equalization

SCADA .......................... Supervisory Control and

................................................... Data Acquisition

SFST ............... Standardized Field Sobriety Test

SOI ........................................ Sphere of Influence

SOP .................... Standard Operating Procedure

SRF ....................................State Revolving Fund

STA ............................... State Transit Assistance

STIP .................................... State Transportation

......................................... Improvement Program

STOP ........ Suspended Traffic Offender Program

SWAT .................. Special Weapons and Tactics

TDA .................. Transportation Development Act

TOT ............................. Transient Occupancy Tax

UCR ......................... Uniformed Crime Reporting

USA .......................... Underground Service Alert

VIP .................................... Volunteers in Policing

VLF .................................... Vehicle License Fees

VSET ............... North Valley Vehicle Surveillance

............................................. Enforcement Teams

WDR ................. Waste Discharge Requirements

WRP ............................. Water Reclamation Plant

WTP ................................. Water Treatment Plant

WWTF ................. Wastewater Treatment Facility

YCPD ..................... Yuba City Police Department

323

Fund Description

FUND/ACCOUNT DESCRIPTIONS State Law and Generally Accepted Accounting Principles (GAAP) establish the financial structure for cities. Governments allocate and account for resources in separate sub entities classified as funds and account groups, based on the purposes for which the resources are to be spent and the means by which spending activities are controlled.

GENERAL FUND The General Fund is the general operating fund of the City. It is the largest of all the funds and accounts for all financial resources traditionally associated with governments, such as Police, Fire, Streets, etc. It accounts for everything except those items that are specifically required to be accounted for in another fund.

SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than expendable trusts and major capital projects) that are legally restricted to expenditures for specified purposes or for which separate accounting is required by administrative action. Examples of the City's Special Revenue Funds include: Streets & Roads. Accounting for monies to be used on transit, road and street programs. Traffic Safety. Accounting for court fines collected on the City's account for moving violations.

ENTERPRISE FUNDS Enterprise Funds are used to account for operations that are financed and operated in

a manner similar to private business enterprises. Where the intent of the governing body is that the costs (expense, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where the governing body has decided that periodic determination of revenues earned, expenses incurred and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. The City maintains the following Enterprise Funds: Water Utility. Accounting for activity related to providing residents with water service and the billing for service provided by the City. Wastewater Utility. Accounting for activity related to providing collection and treatment of wastewater.

INTERNAL SERVICE FUND Internal Service Funds are used to account for the financing of goods or other services provided by one department or agency to other departments or agencies of the City on a cost-reimbursement basis. The City's Internal Service Funds are: Vehicle Maintenance. Accounting for vehicle and special equipment maintenance. Funds are budgeted in operating budgets annually based on the prior year’s actual cost usage as a percentage of the fund’s overall budget. Vehicle Replacement. Funds are accumulated by depreciation expenses charged to the City departments based upon expected useful life and replacement costs and are expended only to purchase replacement vehicles in the existing fleet of City vehicles.

324

Fund Description

Employee Benefits. To account for the provision of health and unemployment services. Funds are budgeted in operating budgets annually based upon a composite rate for health coverage and other charges and allocated to each full-time equivalent position. General Liability. Funds for the liability coverage are budgeted in operating budgets annually based on both claims loss history and exposure based on payroll costs. Funds for the property/flood costs are allocated based on property values. Disability Program. The City of Yuba City is self-insured and is funded exclusively by employee contributions. All regular full and part-time (1/2 time or more) employees are eligible for inclusion. Technology Replacement. Accounting for the replacement of City computers upon expiration of their useful life. Also this fund is responsible for providing funds to maintain existing computer equipment through service contracts. Dental/Vision. Accounting for the provision of dental and vision services. Funds are budgeted in the operating budgets annually based upon an analysis of both the City’s claims history and reserves for vision and dental charges. The City’s costs are then allocated to each full-time equivalent position. Workers Compensation. Accounting for workers compensation coverage for the City. Funds are budgeted in the operating budgets annually based on the required premium by the Insurer in addition to the allocation rate based on projected payroll. The City of Yuba City is a member of the NCCSIF.

FIDUCIARY FUND TYPES Trust and Agency Funds are used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organization, other

governments and/or other funds. These funds do not necessarily require budgets. The City accounts for the following in the Trust and Agency Fund: Deferred Compensation Plan Performance Deposits Special Assessments & Taxes

EXPLANATION OF ACCOUNTS Salary & Benefit Accounts 612 Salaries, Regular: includes salaries

and wages, including terminal leave payments, for all employees except temporary and seasonal, in accordance with the classification compensation plan. Employees' salaries may be spread to several activities to reflect the distribution of their time.

613 Wages, Extra Help: includes

salaries and wages for all temporary and seasonal employees in accordance with the classification compensation plan.

614 Overtime Wages: includes salaries

and wages for overtime work in accordance with the classification compensation plan.

615 Fringe Benefits: includes the City's

expenses for all benefits and includes: Medicare, health, PERS, workers compensation, life insurance, and vision.

Materials, Supplies, and Service Accounts 621 Utilities: includes expenses for gas

and electricity. 622 Telephone: includes telephone

related charges.

325

Fund Description

623 Postage & Freight: includes the cost of postage, certified and registered mail, UPS.

624 Advertising: includes promotional

and legal advertising in newspapers, magazines, and other media.

625 Office Supplies: includes

consumable items such as pencils, carbon paper, calendars, staplers, and filing material. Also includes photocopy charges, blueprints, forms etc.

626 Printing & Binding: includes outside

printing and binding. 627 Professional & Specialized

Services: includes services by other than City employees (e.g., auditing services, engineering and architectural services, actuarial studies, data processing, and other similar services).

628 Professional Development: includes

travel to conferences, professional organization meetings, seminars and other outside training events.

629 Vehicle Allowance: reflects monthly

car allowance or mileage expense when employees use personal vehicles in the performance of City business.

631 Subscriptions & Membership Dues:

includes expenses for memberships and dues to professional organizations. Subscriptions include publications and trade journals.

632 Rents and Leases: include all rental

and leases. 633 Office Equipment O & M: includes

maintenance and rental of typewriters, microfilm camera.

634 Special Equipment O & M: includes

maintenance and operational costs

of non-automotive equipment such as instrumentation, compressors, pool filters, etc. (see chart of accounts for complete listing).

635 Vehicle Maintenance &

Replacement: includes all vehicle maintenance costs and the replacement fee charged by the internal service fund based on vehicle allocated.

636 Buildings & Facility O & M: includes

expenses incurred in maintenance and repair of buildings and structures.

637 Chemicals: includes chemicals such

as chlorine, sulfur dioxide, etc. (see chart of accounts for a complete listing).

638 Small Tools & Equipment: includes

hammers, shovels, minor drafting equipment and engineering equipment, photographic equipment, etc., with less than a $5,000 estimated unit price or with an estimated life of one year or less (regardless of cost). Supplies or other expenses peculiar to one or a few departments (e.g., personnel tests, duplicating supplies, lab supplies, film, traffic signs, athletic supplies).

639 Training Programs: includes

expenses for in-service training programs, refreshments, seminars and miscellaneous training materials.

642 Uniforms and Clothing: includes

uniform allowance, purchase or rental of uniforms, rainwear, helmets, goggles, badges, etc.

643 General Liability Insurance

Premiums: includes expenses for insurance premiums and claims settlements for other than group health and life insurance.

326

Fund Description

649 Depreciation: covers the cost of a

fixed asset that is prorated over the estimated service life of such an asset. Each accounting period is charged with a portion of such cost. Depreciation expenses appear only in the enterprise and internal service funds.

652 Bond Principal and Interest

Expense: includes expenditures to retire principal maturing bonds and interest payments.

660 Other Material and Supplies:

includes other material and supplies that do not fall into a defined category above.

Capital Acquisition Accounts 691 Land: includes all expenditures for

land. 692 Equipment: includes expenditures

for all equipment with an estimated unit price of $5,000 or more and a useful life of more than one year. Examples range from office equipment to outdoor equipment (e.g., lawnmower).

693 Buildings: includes all expenditures

for buildings. 694 Vehicles: includes purchases for

vehicles (e.g., truck, vans, sedans). 695 Furniture Fixtures: includes

expenditures for furniture and fixtures with an estimated unit price of $5,000 or more (e.g., credenzas, desks, chairs).

327

List of Funds

General .......................................................... 100

HOME Grant Program ................................... 203

Community Development Block Grant .......... 204

CDBG-Housing Rehabilitation Revolving Loan

Fund .............................................................. 205

Cal-HOME Grant Fund………...206,216,217,218

DOE Energy Conservation ............................ 212

Streets and Roads ........................................ 220

Traffic Safety ................................................. 225

Suspended Traffic Offender Program ........... 226

Fire Mitigation Impact Fees ........................... 230

COVID-19 Response .................................... 235

Landscape N Stabler Zone A #1 ................... 240

Landscape Garden Highway Zone B #1 ....... 241

Landscape Town Center Zone A #2 ............. 242

Landscape Palisades Zone A # 3 ................. 243

Landscape Regency Park Zone A #4 ........... 244

Landscape South Park Zone A #5 ................ 245

Landscape South Park Zone B #5 ................ 246

Landscape Zone C-K #5 ............................... 247

Landscape Richland Ranch .......................... 249

Gauche Park Certificates of Participation ..... 256

Walton Residential Street Lights ................... 270

Misc. Lighting Districts .................................. 271

Tierra Buena Res. Street Light District ......... 272

Landscape Zone A-B #6 ............................... 273

Wildewood West Landscape ......................... 274

Wildewood West Street Light District ............ 275

Harter Specific Plan ...................................... 280

Recology Rate Stabilization Fund ................. 295

Housing Asset Fund ...................................... 298

RDA Successor Agency ................................ 299

CIP – General Fund Projects ........................ 301

2017 Police Solar CREBs ............................. 302

CIP – Streets and Roads Projects ................ 303

CIP – Impact Fees Projects ........................... 304

TDA/LTF Funds ............................................. 305

Water Operation Fund ................................... 507

Water Capital Fund ........................................ 509

CIP – Water Projects ..................................... 517

Wastewater Operating Fund .......................... 518

Wastewater Capital Fund .............................. 527

CIP – Wastewater Projects ............................ 528

Water CREBs 2017........................................ 531

SRF Region 1 Debt Service ........................... 533

SRF Region 2/3 Debt Service ........................ 534

Wastewater Revenue Certificates 2017 ........ 536

Water Revenue Bonds 2013 .......................... 537

Wastewater CREBs 2017 .............................. 538

Wastewater Refunding Bonds 2014 .............. 539

SRF WWTF Debt Service .............................. 541

SRF Collection System Debt Service ............ 542

Wastewater Revenue Bond 2018 D/S ........... 543

SRF Smart Meter Replacement ..................... 544

Employee Benefits ......................................... 601

Vision/Dental Plan.......................................... 603

Disability Program .......................................... 604

General Liability ............................................. 605

Worker’s Compensation ................................ 607

Vehicle Maintenance ISF ............................... 619

Vehicle Replacement ISF .............................. 620

Computer Replacement ISF .......................... 622

Trust and Agency ........................................... 701

Pension Stability Trust ................................... 702

OPEB Trust .................................................... 703

Net 5 Operations ............................................ 720

LAFCO Trust .................................................. 725

Sutter Butte Flood Control Agency ................ 730

SBFCA – Capital Projects .............................. 731

Sutter Animal Services Authority ................... 741

328

List of Funds

Sunsweet Blvd CFD ...................................... 760

Valencia Estates CFD ................................... 765

Payroll Disbursement Fund ........................... 777

OPEB GASB 75 Fund ................................... 891

Fleet GASB 68 Fund ..................................... 897

Water GASB 68 Fund ................................... 898

Wastewater GASB 68 Fund .......................... 899

Governmental Fund Debt .............................. 901

329

List of Divisions

City Council .................................................. 1110

City Attorney ................................................. 1210

City Manager ................................................ 1305

Finance ......................................................... 1510

City Treasurer .............................................. 1520

Information Technology ............................... 1530

Facilities Maintenance ................................. 1541

City Clerk ...................................................... 1710

Human Resources ....................................... 1720

Public Works – Administration ..................... 1905

Development Services – Planning ............... 1910

Development Services – Building ................ 1920

Public Works – Engineering ......................... 1930

Police – Traffic ............................................. 2110

Police – Administration ................................. 2120

Police – Investigation ................................... 2130

Police – Field Operations ............................. 2140

Police – Community Outreach ..................... 2150

Police – Technology Resources .................. 2155

Police – Crime Analysis & Intelligence ......... 2160

Police – Communications ............................. 2170

Fire – Administration .................................... 2305

Fire - Operations .......................................... 2310

Covid-19 Response ...................................... 2530

Public Works – Street Maintenance ............. 3130

Public Works – Electrical Maintenance ........ 3150

Animal Services ........................................... 4110

Economic Development ............................... 4120

Contingency ................................................. 4215

Non-Departmental ........................................ 4220

Community Services – Administration ......... 5105

Community Services – Recreation Supervision

..................................................................... 5110

Community Services – Park Maintenance ... 5115

Community Services – Senior Center .......... 5120

Community Services – Swimming Pool ....... 5130

Community Services – Recreation Programs

..................................................................... 5200

HOME Grant Program ................................. 6031

Housing Asset Fund .................................... 6098

RDA Successor Agency .............................. 6099

CDBG Programs ...........................................63xx

Dental/Vision Plan Fund .............................. 6512

Disability Program Fund .............................. 6520

Employee Benefits Fund .............................. 6521

General Liability Fund .................................. 6535

Workers Compensation Fund ...................... 6555

Vehicle Maintenance ISF ............................. 6605

Vehicle Replacement ISF ............................ 6610

Computer Replacement ISF ........................ 6630

Public Works – Water Distribution ............... 7110

Utilities – Water Treatment .......................... 7120

Net 5 Operations .......................................... 7210

Sutter Butte Flood Control Agency .............. 7350

Sutter Animal Services Authority ................. 7410

Public Works– Wastewater Collection ......... 8110

Utilities – Wastewater Treatment Plant........ 8120

Utilities – Wastewater Pre-treatment ........... 8130

Utilities – Laboratory .................................... 8140

330

City Resource Directory

(All telephone numbers have a 530 area code)

Animal Services Facility ........................ 822-7375

CDBG Programs ................................... 822-4700

City Attorney .................................. 559-445-1580

City Clerk ............................................... 822-4602

City Council ........................................... 822-4602

City Manager ......................................... 822-4602

City Treasurer ....................................... 822-4615

Development Services – Building ......... 822-4629

Development Services – Planning ........ 822-4700

Finance .................................................. 822-4618

Fire – Administration ............................. 822-4686

Purchasing ............................................ 822-4645

HOME Grant Program ........................... 822-4700

Human Resources ................................ 822-4610

Information Technology ......................... 822-4916

Community Services ............................. 822-4650

Community Services – Aquatic Park ..... 822-4655

Community Services – Senior Center ... 822-4608

Police – Traffic ...................................... 822-4660

Police – Administration .......................... 822-4660

Police – Investigation ............................ 822-4660

Police – Field Operations ...................... 822-4660

Police – Crime Prevention ..................... 822-4660

Police – Technology Resources ........... 822-4660

Police – Information and Analysis ......... 822-4660

Police – Communications ...................... 822-4797

Public Works – Engineering .................. 822-4632

Public Works – Street Maintenance ...... 822-4644

Public Works – Electrical Maintenance . 822-4626

Public Works – Water Distribution ........ 822-4777

Public Works – Wastewater Collection . 822-4834

Utilities – Water Treatment Plant .......... 822-4636

Utilities – Wastewater Treatment Plant . 822-3264

Utilities – Laboratory ............................. 822-7694

Vehicle Maintenance ISF ...................... 822-4772

Vehicle Replacement ISF ..................... 822-4772

331

City of Yuba City

Fire Station

No. 4

332

Yuba City at a Glance

History The most compelling landmark of Sutter County, and featured on Yuba City's logo, is the Sutter Buttes.

This miniature mountain range, which thrusts upwards about 2,100 feet, was valued by Northern California Indians, known as Nisenan, Wintun, and Patwin, as an important place to visit for hunting and gathering and ceremonies—as the Sutter Buttes are an important part of their creation story. The range is a perfect rosette circle, about 10 miles in diameter and encompassing about 80,000 acres, created by a series of volcanic eruptions 1.5 to 2 million years ago. Even today, people come from far and wide to celebrate the presence of this beautiful place.

In 1834, an adventurer named John Augustus Sutter left Switzerland, leaving everything behind, and set sail for America. Attracted by tantalizing reports about the West, he made his way to California. Upon arrival, Sutter became a Mexican citizen and

petitioned for, and was granted, land by the Mexican Government that covered territory now comprising the counties of Sacramento, Placer, Nevada, Sutter and the flatlands of Yuba County. Construction of Sutter's fort at New Helvetia began in 1841. Settlement quickly followed with Sutter officiating as the region's first developer. The fertile river valley had an abundance of game birds, fish, and wood for fuel and was viewed as paradise by the new settlers. Sutter provided jobs and services to virtually all of Northern California. He leased, and later sold, land east of the Feather River, where it joined the Yuba River, to

Theodor Cordua. Cordua's ranch and trading post, known as New Mecklenberg, eventually became Marysville.

West across the Feather River, John Bidwell managed Sutter's New Helvetia property, Hock Farm, the State's first organized agricultural endeavor. This land, currently occupied by Sierra Gold Nurseries on Garden Highway, was once home to the largest of Sutter County's Indian villages, the Hocks. The heyday of Sutter's prosperity ended the day when John Marshall, working at Sutter's sawmill in Coloma, discovered gold in its millrace in 1848. Samuel Brannan, a merchant and newspaper editor, quickly spread the word that there was gold in California. In July 27,1849, Sam

Brannan, Shasta County rancher Pierson B. Reading and Henry Cheever purchased land from a portion of Sutter's property known as Rancho Nuevo Helvetia. The trio hoped to lay out a town (that developed into the town of Yuba

City) that would become the distribution center for supplies going to the gold mines in the nearby Sierra Nevada mountains. By September 16, 1849, Reading and surveyor, Joseph Ruth, laid out the city in blocks and squares, leveling Indian burial mounds on the site. The name of that Indian Rancheria was Yubum (pronounced YOU-boom). The name appearing on the earliest map was "Yubu" and later changed to Yuba. (As in most historical situations, there is some discrepancy in the exact origin. Some claim that the name Yuba is a variant of the Spanish word "Uba or Uva" meaning grapes that were found growing wild along the banks of the river. When the residents of the rival community across the Feather River formed a city in 1850, they dropped the name Yubaville in deference to the existence of Yuba City, and instead named their town Marysville.

333


There was always a great rivalry between Marysville and Yuba City. In 1851, the enterprising men of Marysville persuaded the steamer "Lawrence" to make Marysville the terminus of the route. Yuba City's promoters felt its future was secure because it sat on land higher than Marysville, and, considering its location at the confluence of the Feather and Yuba Rivers, would be safer in time of high water. Unfortunately, after a series of floods had hit Yuba City and not Marysville, traders and commerce chose Marysville as their center of trade. Marysville, located near the gold bearing foothills, soon became known as the "Queen City of the North." Many of Yuba City's residents and merchants relocated to Marysville, which they believed was destined to become the City of the future. One of those who had chosen to move was John R. Ridge, the rightful chief of the Cherokees, an accomplished writer and poet, and editor of the Marysville Herald. He wrote a poem that appeared in the Herald. The first and last stanza is printed below to illustrate the devastating effect on the young City and the prophetic vision of its future:

Yuba City Dedicate

By Yellow Bird The Yuba City silent stands

Where Providence has placed her, The glory passed to other hands,

That should have by right graced her. But Yuba City, time will cast

The changes in her favor; Then in redemption of the past,

Thou'lt stand, whilst others waver. The complete poem can be found on the granite monument behind City Hall, adjacent to Butte House Road.

By 1852, Yuba City had one hotel, a grocery store, a blacksmith, a post office, a Justice of the Peace, 12 saloons, approximately 20 dwelling homes and a population of about 150. In 1907, the town of Yuba City experienced a large fire that destroyed most of its business district in the area of Bridge and Second Streets. Community forces organized to incorporate Yuba City as a municipal corporation for the purpose of improving police and fire services, sewage disposal and sanitation, and animal control. In January 1908, Yuba City was incorporated as a City. The first municipal service to be initiated was a sanitation program. On March 10, 1908, the City Council appointed a scavenger by the name of Johnston to pick up garbage. For his services including the use of his horse and cart, he received $3.50 per day. The police department consisted of the elected Marshall and one night watchman. On May 17, 1909 the city purchased two nozzles, five hundred feet of hose and two hose carts; and later somebody donated a barn to be used as a firehouse and thus a fire department, manned by volunteers, was created. In February 1910, a program was initiated to start a municipal water district. In 1922, the sanitation department worked to create a sewer system. This was also the year when the first zoning ordinance was passed to protect the growing residential section. The end of World War II brought the first major surge of population to the Yuba City area. Orchards were transformed into new residential subdivisions and Yuba City began to grow west and south from its original center. By the late 1950's, a greater emphasis was placed on the region with Beale Air Force Base personnel contributing to the economy. As County Seat of Sutter County since June of 1856, Yuba City has been the center of agriculture and commercial activities in the county. The rest, as they say, is "history."

334


Location Yuba City is located approximately 40 miles north of the state capital, Sacramento. Two of the State's major economic powerhouses (the San Francisco Bay Area, and Silicon Valley) are within a 2 to 3 hour drive from the City.

Yuba City has developed through the years as a pleasant, residential community, which is the trading and service center for the surrounding agricultural area. Currently the population within the City is 70,458. The area enjoys many natural and physical assets including attractive climate, level terrain, good highway and rail transportation, adequate water, soil and open land for future growth. In addition, the area offers an abundance of recreational, hunting and fishing areas for your enjoyment. Climate The area climate is typically one of warm, dry summers and moderately cold winters. Summer high temperatures range from the 80's to low 100's, and winter lows in the 30’s to high 50’s. Most of the annual rainfall occurs from late fall through the spring. City Government The City of Yuba City is a full-service General Law City located in the northern part of the Sacramento Valley. Yuba City operates under the Council-Manager form of government, with each of the five Council members elected at-

large and serving four-year, staggered terms. From among its members, the Council selects the City's Mayor and Vice Mayor every year. The City Council appoints a full-time City Manager whose job it is to carry out the Council's policy directives and coordinate, control and direct City operations, functions, and projects. In making its policy determinations, the Council works with advisory committees made up of citizens appointed by the Council, and receives other citizen input from the public at its regular and special meetings. The Council's business meetings are scheduled for the first and third Tuesday of each month in the Council Chambers at City Hall. Other special or study session meetings are scheduled as needed and are open to the public. The public is always invited and encouraged to attend.

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General Law City Incorporated January 23, 1908

Form of Government Council - Manager

Area 14.995 Square Miles – July, 2019 Source: Yuba City Engineering Division

Population January 2020 70,458 Source: CA Dept. of Finance. Male 49.5% Female 50.5% Source: US Census Bureau 2019 Est.

Population by Age Under age 5 7.4% 5-18 26.2% 19-64 52.2% 65 plus 14.2% Source: US Census Bureau 2019 Est.

Gross Valuation Secured $5,257,391,292 Unsecured $ 301,894,655 Sutter County Assessor 19/20 Tax Rolls

Income

Median Household $54,506 Source: US Census Bureau 2019 Est.

Municipal Utility Services Wastewater

10.5 million gallon capacity 6.5 million gallons daily average flow

Municipal Utility Services Water

Surface Water Customers: 1 Treatment Plant 20.9 Million Gallons of Storage Capacity in 9 Tanks 36 Million Gallon Daily Treatment Capacity

Police Protection 1 Station 95 Regular Employees 5 Reserve Officers

Fire Protection 5 Stations/1 Fire Headquarters 49 Regular Employees

Community Services Facilities 278 Acres 23 City Parks 1 Senior Center 2 Lighted Tennis Courts 6 Lighted Pickleball Courts 1 Aquatic Complex 3 Lighted Softball Fields 1 Skate Park 1 Bike Trail along Feather River 1 Bike Trail along Tierra Buena Area 147 acre Feather River Parkway

Number of New Single Family Home Permits Issued

2012 13 2013 50 2014 50 2015 45 2016 46 2017 38 2018 34 2019 49 Source: Yuba City Building Division

Number of Rental Units at Selected Monthly Rents

YC Live Oak Marysville Less than $500 539 214 218 $500 - $999 4,796 401 1,449 $1,000 - $1,499 3,413 219 779 $1,500 - $1,999 1,325 68 189 $2,000 - $2,499 283 7 5 $2,500 - $2,999 7 0 0 $3,000 or more 33 0 9 Source: US Census Bureau 2018 Est.

336


Housing Availability: Number of Owner-Occupied Units

by Property Value YC Live Oak Marysville 0 - $50,000 790 86 13 $50,000 - $99,999 541 82 196 $100,000 - $149,999 693 320 346 $150,000 - $199,999 1,500 319 608 $200,000 - $299,999 4,268 530 437 $300,000 – $499,999 3,335 85 160 $500,000 - $999,999 582 31 51 $1,000,000 or more 171 9 0 Source: US Census Bureau 2018 Est.

Home Sales 2012: Total closings 818 Average sales price $162,035 # of days on market 69 Source: MetroList Services, Inc includes: Yuba City only 2013: Total closings 698 Average sales price $205,297 # of days on market 27 Source: MetroList Services, Inc includes: Yuba City only 2014: Total closings 629 Average sales price $230,279 # of days on market 41 Source: MetroList Services, Inc includes: Yuba City only 2015: Total closings 724 Average sales price $250,995 # of days on market 52 Source: MetroList Services, Inc includes: Yuba City only 2016: Total closings 816 Average sales price $263,837 # of days on market 44 Source: MetroList Services, Inc includes: Yuba City only 2017: Total closings 770 Average sales price $291,837 # of days on market 35 Source: MetroList Services, Inc includes: Yuba City only

2018: Total closings 604 Average sales price $295,570 Source: HDL Newsletter for Yuba City only 2019: Total closings 829 Average sales price $304,545 Source: HDL Newsletter for Yuba City only

337


How does Yuba City compare to other cities in Northern California with similar population? Let us take a look at a few statistics:

Category Yuba City Davis Lodi Palo Alto

Population¹ 67,010 69,413 67,586 65,364

Population Growth from 2014 to 2019¹ 1.91% 4.31% 6.24% ‐2.22%

City Employees² 305 362 407 1,035

Median Household Income³ 54,506$ 66,162$ 54,338$ 157,120$

% of Individuals below poverty level³ 16.0% 29.6% 17.0% 5.9%

Top two General Fund Revenue Sources:

1. Property Tax Revenue² 13,830,000$ 22,216,824$ 10,903,360$ 48,634,000$

Median Home Value³ 258,300$ 622,900$ 294,000$ $ 2,000,000+

2. Sales & Use Tax Revenue² 13,684,800$ 16,226,000$ 12,922,370$ 34,346,000$

County⁴ Sutter Yolo San Joaquin Santa Clara

Current Sales Tax Rate⁴ 7.25% 8.25%* 8.25% 9.00%

Total General Fund Revenue² 45,070,300$ 61,346,054$ 59,605,690$ 232,102,000$

% of General Fund Revenue from top two Revenue Sources 61.0% 62.7% 40.0% 35.8%

*Note: U.C. Davis Campus Rate i s 7.25%

Source:

1. US Census Bureau 2019 Population Es timates

2. 2019/2020 Ci ty Operating Budgets

3. US Census Bureau 2014‐2019 Annual Es timates of the Res ident Population

4. CDTFA Webs ite

338

California

Nevada

Oregon Idaho

Utah

Arizona

Baja California Sonora

15

40

80

5

5

RReddingReddingReddingRedding

San DiegoSan Diego

SacramentoSacramentoSacramentoSacramento

Los AngelesLos AngelesLos Angeles

San FranciscoSan FranciscoSan Francisco

CYuba ityCYuba ity

70

99

99

99

San DiegoSan Diego

0 50 10025

Miles

339

City of Yuba City

National Night Out

340

Index

About The Cover ............................................................................................................................................ ii Acronyms, Glossary of .............................................................................................................................. 322 Administrative Officials .................................................................................................................................. iv All Funds Budget Summary ........................................................................................................................ 59 All Funds Summary Expenditures by Category .......................................................................................... 61 All Funds Summary Revenue by Category ................................................................................................. 60 All Program Summary ................................................................................................................................. 64 Animal Control Services, Budget Detail .................................................................................................... 238 Appendix ................................................................................................................................................... 333 Aquatics, Budget Detail ............................................................................................................................. 231 Budget Comparison by Fund-Expenditures ................................................................................................ 63 Budget Comparison by Fund-Revenue ....................................................................................................... 62 Building Division, Accomplishments, Initiatives, & Performance Measures ............................................ 154 Building Division, Budget Detail ................................................................................................................ 155 Building Division, Organization Chart ....................................................................................................... 153 Capital Acquisitions ................................................................................................................................... 295 Capital Improvement Program .................................................................................................................. 297 Capital Improvement Program, Summary of Projects .............................................................................. 309 CDBG Fund, Accomplishments, Initiatives, & Performance Measures .................................................... 270 CDBG Fund, Budget Detail ....................................................................................................................... 272 CDBG Fund, CIP ....................................................................................................................................... 304 CDBG Housing RLF, Budget Detail .......................................................................................................... 273 Chart, City-wide Source of Funds .............................................................................................................. 54 Chart, City-wide Use of Funds .................................................................................................................... 55 Chart, General Fund Use by Department ................................................................................................... 56 Chart, Full-time Equivalent .......................................................................................................................... 80 Chart, Revenue Sources ............................................................................................................................. 93

341

Index

Chart, Value of City Services ...................................................................................................................... 69 City Attorney, Budget Detail ...................................................................................................................... 112 City Attorney, Budget Summary ................................................................................................................ 111 City Clerk, Accomplishments, Initiatives, & Performance Measures ....................................................... 122 City Clerk, Budget Detail ........................................................................................................................... 124 City Clerk, Organization Chart ................................................................................................................. 121 City Council, Accomplishments, Initiatives, & Performance Measures .................................................... 107 City Council, Budget Detail ....................................................................................................................... 109 City Council, Budget Summary ................................................................................................................. 106 City Council, Organization Chart ............................................................................................................... 105 City Manager, Accomplishments, Initiatives, & Performance Measures .................................................. 115 City Manager, Budget Detail ..................................................................................................................... 117 City Manager, Organization Chart ........................................................................................................... 114 City Manager’s Message ............................................................................................................................... 7 City Mission Statement ................................................................................................................................. v City Officials ................................................................................................................................................... i City Organization Chart ................................................................................................................................. iii City Resource Directory ............................................................................................................................ 331 City Treasurer, Accomplishments, Initiatives, & Performance Measures ................................................. 126 City Treasurer, Budget Detail .................................................................................................................... 127 City Treasurer, Organization Chart ........................................................................................................... 125 Communications Division, Accomplishments, Initiatives, & Performance Measures .............................. 185 Communications Division, Budget Detail .................................................................................................. 186 Community Outreach Division, Accomplishments, Initiatives, & Performance Measures ........................ 177 Community Outreach Division, Budget Detail ........................................................................................... 179 Community Services, Accomplishments, Initiatives, & Performance Measures ....................................... 221 Community Services Administration, Budget Detail ................................................................................. 223

342

Index

Community Services, Budget Summary ................................................................................................... 220 Community Services, Organization Chart ................................................................................................. 219 Community Services, Personnel Summary .............................................................................................. 220 Comparison to Other Jurisdictions ............................................................................................................ 338 Contingency, Budget Detail....................................................................................................................... 239 Cost Allocation Budgeting ......................................................................................................................... 104 Crime Analysis and Intelligence Division, Budget Detail .......................................................................... 183 Debt Service ................................................................................................................................................ 70 Debt Summary ............................................................................................................................................ 74 Dental/Vision Plan Fund, Budget Detail .................................................................................................... 286 Development Impact Fees, Budget Summary .......................................................................................... 281 Development Impact Fees, CIP ................................................................................................................ 303 Development Services, Accomplishments, Initiatives, & Performance Measures .................................... 147 Development Services, Budget Summary ............................................................................................... 146 Development Services, Organization Chart ............................................................................................. 145 Development Services, Personnel Summary .......................................................................................... 146 Disability Program, Budget Detail ............................................................................................................. 287 Divisions, List of ........................................................................................................................................ 330 DOE Energy Conservation, Budget Summary .......................................................................................... 282 Economic Development, Accomplishments, Initiatives, & Performance Measures .................................. 119 Economic Development, Budget Detail .................................................................................................... 120 Electrical Maintenance Division, Accomplishments, Initiatives, & Performance Measures ...................... 212 Electrical Maintenance Division, Budget Detail......................................................................................... 213 Electrical Maintenance Division, Organization Chart ................................................................................ 211 Employee Benefits Fund, Budget Detail ................................................................................................... 288 Employee Benefits Summary ...................................................................................................................... 82 Engineering Division, Accomplishments, Initiatives, & Performance Measures ....................................... 203

343

Index

Engineering Division, Budget Detail .......................................................................................................... 206 Engineering Division, Organization Chart ................................................................................................. 202 Enterprise Fund, Summary ......................................................................................................................... 98 Facilities Maintenance, Accomplishments, Initiatives, & Performance Measures .................................... 216 Facilities Maintenance, Budget Detail ....................................................................................................... 217 Facilities Maintenance, Organization Chart .............................................................................................. 215 Field Operations Division, Accomplishments, Initiatives, & Performance Measures ................................ 174 Field Operations Division, Budget Detail .................................................................................................. 176 Field Operations Division, Organization Chart .......................................................................................... 173 Finance Division, Accomplishments, Initiatives, & Performance Measures ............................................. 131 Finance Division, Budget Detail ................................................................................................................ 134 Finance/IT, Budget Summary ................................................................................................................... 130 Finance/IT, Organization Chart. ................................................................................................................ 129 Finance/IT, Personnel Summary .............................................................................................................. 130 Fire Administration, Accomplishments, Initiatives, & Performance Measures .......................................... 189 Fire Administration, Budget Detail ............................................................................................................ 191 Fire Department, Budget Summary .......................................................................................................... 188 Fire Department, Organization Chart ........................................................................................................ 187 Fire Department, Personnel Summary ..................................................................................................... 188 Fire Mitigation Impact Fees ....................................................................................................................... 284 Fire Operations, Accomplishments, Initiatives, & Performance Measures ............................................... 192 Fire Operations, Budget Detail .................................................................................................................. 194 Full-Time Equivalent Positions .................................................................................................................... 77 Fund Description ....................................................................................................................................... 324 Funds, List of ............................................................................................................................................. 328 Future Year Debt Obligations...................................................................................................................... 75 Gann Appropriations Limit ........................................................................................................................... 45

344

Index

General Fund, CIP .................................................................................................................................... 300 General Fund Financial Forecast Graph ..................................................................................................... 57 General Fund Reserve Summary ............................................................................................................... 94 General Fund Revenue ............................................................................................................................... 95 General Liability Fund, Budget Detail ....................................................................................................... 289 General Plan ............................................................................................................................................... 37 Glossary .................................................................................................................................................... 317 History of Yuba City .................................................................................................................................. 333 HOME Fund, Budget Summary ................................................................................................................ 274 Human Resources, Accomplishments, Initiatives, & Performance Measures .......................................... 141 Human Resources, Budget Detail ............................................................................................................. 144 Human Resources, Budget Summary ...................................................................................................... 140 Human Resources, Organization Chart .................................................................................................... 139 Human Resources, Personnel Summary .................................................................................................. 140 Index, Budget Summaries... ........................................................................................................................ 53 Index, Revenues ......................................................................................................................................... 85 Information Resources Division, Accomplishments, Initiatives, & Performance Measures ...................... 181 Information Resources Division, Budget Detail ......................................................................................... 182 Information Technology Division, Accomplishments, Initiatives, & Performance Measures .................... 136 Information Technology Division, Budget Detail ....................................................................................... 137 Information Technology Division, Organization Chart .............................................................................. 135 Interfund Transfer, Summary ...................................................................................................................... 67 Internal Service Charge, Summary ............................................................................................................. 68 Internal Service Funds, Budget Summary ................................................................................................ 285 Investigative Division, Accomplishments, Initiatives, & Performance Measures ...................................... 170 Investigative Division, Budget Detail ......................................................................................................... 172 Investigative Division, Organization Chart ................................................................................................ 169

345

Index

Laboratory Division, Accomplishments, Initiatives, & Performance Measures ......................................... 263 Laboratory Division, Budget Detail ............................................................................................................ 266 Legislative/Administrative, Budget Summary ............................................................................................ 113 Legislative/Administrative, Personnel Summary ....................................................................................... 113 Lighting & Landscape Maintenance District, Summary .............................................................................. 76 Lighting & Landscape Maintenance District Fund, Budget Summary ...................................................... 279 Map of California ....................................................................................................................................... 339 Non-Departmental, Budget Summary ....................................................................................................... 237 Non-Departmental/Miscellaneous, Budget Detail ..................................................................................... 240 Other Fund, CIP ........................................................................................................................................ 308 Other Fund, Revenue Summary ............................................................................................................... 101 Parks Maintenance, Accomplishments, Initiatives, & Performance Measures ......................................... 234 Parks Maintenance, Budget Detail ............................................................................................................ 236 Parks Maintenance, Organization Chart ................................................................................................... 233 Personnel Changes ..................................................................................................................................... 79 Planning Division, Accomplishments, Initiatives, & Performance Measures ............................................ 150 Planning Division, Budget Detail ............................................................................................................... 152 Planning Division, Organization Chart ...................................................................................................... 149 Police Administration, Accomplishments, Initiatives, & Performance Measures ...................................... 160 Police Administration, Budget Detail ......................................................................................................... 163 Police Administration, Budget Summary ................................................................................................... 158 Police, Organization Chart ........................................................................................................................ 157 Police, Personnel Summary ...................................................................................................................... 159 Policies, Budget ......................................................................................................................................... 43 Policies, Financial ....................................................................................................................................... 41 Policies, Growth .......................................................................................................................................... 39 Policies, Investment .................................................................................................................................... 42

346

Index

Pretreatment Program, Budget Detail ....................................................................................................... 267 Public Works, Accomplishments, Initiatives, & Performance Measures ................................................... 199 Public Works Administration, Budget Detail .............................................................................................. 201 Public Works, Budget Summary ............................................................................................................... 196 Public Works, Organization Chart ............................................................................................................ 195 Public Works, Personnel Summary .......................................................................................................... 197 Reader’s Guide ............................................................................................................................................. 3 Recology Rate Stabilization, Budget Summary ........................................................................................ 283 Recreation Programs, Budget Detail ........................................................................................................ 232 Recreation Supervision, Accomplishments, Initiatives, & Performance Measures .................................. 226 Recreation Supervision, Organization Chart ............................................................................................. 225 Recreation Supervision, Budget Detail ..................................................................................................... 229 Residential Street Lighting, Budget Summary .......................................................................................... 280 Resolutions, Budget .................................................................................................................................... 47 Revenue Highlights ..................................................................................................................................... 86 Revenue, History of Major General Fund Source’s .................................................................................. 102 Revenues by Category (General Fund) ...................................................................................................... 92 Senior Center, Budget Detail .................................................................................................................... 230 Special Revenue Funds .............................................................................................................................. 99 Special Revenue Funds, Budget Summary .............................................................................................. 269 State Revolving Fund, CIP ........................................................................................................................ 307 Statistics .................................................................................................................................................... 336 Strategic Goals ............................................................................................................................................ 17 Streets and Roads, Budget Summary ...................................................................................................... 275 Streets and Roads, CIP ............................................................................................................................ 301 Streets Maintenance Division, Accomplishments, Initiatives, & Performance Measures ......................... 208 Street Maintenance Division, Budget Detail .............................................................................................. 210

347

Index

Streets Maintenance Division, Organization Chart ................................................................................... 207 Suspended Traffic Offender Fund, Budget Summary ............................................................................... 278 Table of Contents .......................................................................................................................................... 1 Technology Replacement Fund, Budget Detail ........................................................................................ 293 Traffic Education and Enforcement Division, Accomplishments, Initiatives, & Performance Measures .. 164 Traffic Education and Enforcement Division, Budget Detail ..................................................................... 167 Traffic Safety Fund, Budget Summary ...................................................................................................... 277 Transportation Development Act .............................................................................................................. 276 Transportation Development Act, CIP ...................................................................................................... 302 Utilities, Budget Summary ......................................................................................................................... 242 Utilities, Organization Chart ...................................................................................................................... 241 Utilities, Personnel Summary .................................................................................................................... 243 Vehicle Maintenance Fund, Budget Detail ................................................................................................ 291 Vehicle Replacement Fund, Budget Detail ............................................................................................... 292 Wastewater Capital Fund, Budget Detail .................................................................................................. 262 Wastewater Collection Division, Accomplishments, Initiatives, & Performance Measures ...................... 256 Wastewater Collection Division, Budget Detail ......................................................................................... 258 Wastewater Division, Organization Chart ................................................................................................. 255 Wastewater Fund, CIP .............................................................................................................................. 306 Wastewater Treatment Division, Accomplishments, Initiatives, & Performance Measures ..................... 259 Wastewater Treatment Division, Budget Detail ........................................................................................ 261 Water Capital Fund, Budget Detail ........................................................................................................... 252 Water Distribution Division, Accomplishments, Initiatives, & Performance Measures ............................. 246 Water Distribution Division, Budget Detail ................................................................................................ 248 Water Division, Organization Chart ........................................................................................................... 245 Water Fund, CIP ....................................................................................................................................... 305 Water HWS Region 1, Budget Detail ........................................................................................................ 253

348

Index

Water HWS Region 2-3, Budget Detail ..................................................................................................... 254 Water Treatment Plant Division, Accomplishments, Initiatives, & Performance Measures ...................... 249 Water Treatment Plant Division, Budget Detail......................................................................................... 251 Workers Compensation Insurance Fund, Budget Detail ........................................................................... 290 Yuba City at a Glance ............................................................................................................................... 333

349

City of Yuba City

Streets and Roads

350

Yuba City Fiscal Year 2020-21 Operating Budget

Documents