REGULAR CITY COUNCIL AGENDA
City Hall - Council Chambers
4381 Broadway St., Suite 201, American Canyon
March 3, 2026
6:30 PM
1. Proclamation: National Women's History Month
2. Proclamation: Acknowledging Holi
3. Minutes of February 6, 2026
Recommendation: Approve the minutes of the Special City Council mee$ng held February 6, 2026.
4. Minutes of February 17, 2026
Recommendation: Approve the minutes of the Regular City Council mee$ng held February 17, 2026.
Mayor: Pierre Washington
Vice Mayor: Mayor Mark Joseph
Councilmembers: Brando Cruz, Melissa Lamattina, David Oro 6:30 P.M. OPEN SESSION
CALL TO ORDER - OPEN SESSION
PLEDGE OF ALLEGIANCE
ROLL CALL - OPEN SESSION
CLOSED SESSION REPORT OUT / CONFIRMATION OF REPORTABLE ACTION
PROCLAMATIONS AND PRESENTATIONS
PUBLIC COMMENT - ITEMS NOT ON THE AGENDA
This me is reserved for members of the public to address the City Council on items not appearing on the agenda that are within the Council's jurisdicon. Comments are limited to three (3) minutes per speaker. Pursuant to the Brown Act, the City Council is generally prohibited from discussing or taking action on items not listed on the agenda.
AGENDA CHANGES
The City Council may change the order of the agenda or request discussion of an item on the Consent Calendar.
Members of the public may request discussion of a Consent Calendar item during Public Comment.
CONSENT CALENDAR
PUBLIC HEARINGS
CITY COUNCIL MEETING AGENDA MARCH 3, 2026
1 5. Zone 5 Water Pump Station Project (WA25-0200): Project Budget Increase Recommendation: Adopt a Resolu$on increasing the Zone 5 Water Pump Sta$on (WA25- 0200) project budget from $2,000,000 to $5,500,000 and appropria$ng an addi$onal $3,500,000 of Fund 520 Water Capacity Fee to the project budget.
6. Building E Pump Station Improvements Project (WW26-0200) Recommendation: Adopt a Resolu$on amending the Fiscal Year 2025-26 Capital Improvement Program Budget to include the Building E Pump Sta$on Improvements Project (WW26-0200) for an amount not to exceed $350,000 and appropriating $350,000 from Fund 550 Wastewater Capacity Fee to the project budget.
7. Human Resources Annual Presentation and Vacancy Report Recommendation: Receive and file a report on City workforce trends and demographics, and the annual vacancies report from the Human Resources Division of the City Manager's Office.
8. Utilities Update
9. City Council Committee Report - Councilmember David Oro
10. City Council Committee Report - Vice Mayor Mark Joseph
11. Future Agenda Items of Note
There are no public hearing matters.
BUSINESS
MANAGEMENT / STAFF ORAL REPORTS
CITY COUNCIL COMMENTS / COMMITTEE REPORTS
City Council may provide brief comments on ma'ers of public concern, announce ma'ers of public interest, and provide Council Committee reports. No action will be taken.
FUTURE AGENDA ITEM REVIEW
The City Council will review upcoming agenda items. Councilmembers may request that items be added to future City Council agendas.
ADJOURNMENT
CERTIFICATION
I, Taresa Geilfuss, City Clerk for American Canyon, do hereby declare that the foregoing agenda was posted in compliance with the Brown Act prior to the meeting date.
Taresa Geilfuss, City Clerk
CITY COUNCIL MEETING AGENDA MARCH 3, 2026
2 PUBLIC PARTICIPATION
This meeBng is a limited public forum. The City expects respecDul conduct from all parBcipants.
Offensive language or discriminatory remarks based on any protected classificaBon under federal, state, or local law will not be tolerated, and the speaker may be immediately disconnected.
Mee$ngs are conducted in person and are also available via Zoom. Mee$ngs are broadcast live on Napa Valley TV, the City’s website, and YouTube.
Zoom Link: Click here. Webinar ID: 847 1017 1711. Passcode: 123456. Phone-in: (408) 638-0968 Oral Comments: In person during Open/Closed Session, or via Zoom during Open Session only. Use “Raise Your Hand” during public comment periods only.
Written Comments: Submit via eComments on the City’s Mee$ngs & Agendas webpage. eComments close at 3:00 p.m. on the day of the meeting.
Agenda Materials: Posted 72 hours in advance at www.americancanyon.gov.
ADA: Requests for accommoda$ons or alterna$ve formats must be submiLed at least three calendar days in advance to the City Clerk at 4381 Broadway, Suite 201, American Canyon, CA 94503 or [email protected].
Need AddiBonal Assistance? Contact the City Clerk by phone at (707) 647-4369 or by email at [email protected].
CITY COUNCIL MEETING AGENDA MARCH 3, 2026
3 CITY OF AMERICAN CANYON
PROCLAMATION
NATIONAL WOMEN’S HISTORY MONTH
MARCH 2026
WHEREAS, since 1987, the United States has formally recognized March as National Women’s History Month, setting aside March to inspire those globally to learn about Women’s History; and WHEREAS, National Women’s History Month celebrates the collective power of women and girls, pays tribute to their achievements, and recognizes the remaining challenges to further efforts for women’s rights and gender equality, encouraging and mobilizing all people to contribute to positive change; and WHEREAS, the City of American Canyon honors the accomplishments and visionary women and girls who have helped build our country, including those whose contributions have not been adequately recognized and celebrated; and
WHEREAS, the City of American Canyon pays tribute to the trailblazers from the recent and distant past for daring to envision a future for which no past precedent existed, and for building a Nation of endless possibilities for all its women and girls; and
WHEREAS, currently, women are serving locally in leadership positions, inspiring the continued work in advancing the rights, opportunities, and full participation of women and girls of all backgrounds; and WHEREAS, Women in American Canyon have continued to transform and enhance our community in a wide range of fields, including through elected and appointed public office, city and county government, local businesses, agricultural, military services, education, medicine, the arts, community service, philanthropy, and nonprofit organizations; and
WHEREAS, American Canyon residents are encouraged to celebrate National Women’s History Month and to educate and pass on learned wisdom regarding the extraordinary contributions women have made within our community and county, and recognize that continued progress is still needed to reach equality; and NOW, THEREFORE, I, Pierre Washington, Mayor of American Canyon, do hereby proclaim March 3, 2026, as International Women’s Day and proclaim the month of March 2026 as National Women’s History Month.
Dated: March 3, 2026 ________________________________
Pierre Washington, Mayor
4 CITY OF AMERICAN CANYON
PROCLAMATION
Acknowledging Holi, March 4, 2026
WHEREAS, the City of American Canyon recognizes and celebrates the diversity of its residents and the richness of their cultural traditions; and
WHEREAS, Holi, the Festival of Colors, is an ancient Hindu festival celebrated annually to mark the arrival of spring and the triumph of good over evil; and WHEREAS, Holi is a time of joy, and community, bringing people together through vibrant colors, music, dance, and traditional foods; and
WHEREAS, the celebration of Holi promotes unity, inclusiveness, and cultural exchange, fostering greater understanding and appreciation among individuals of different backgrounds; and WHEREAS, recognizing and honoring cultural and religious traditions strengthens our shared community and reflects the City’s commitment to respect, equity, and belonging; and WHEREAS, in 2026, Holi will be observed on March 4, and celebrated by the American Canyon community on April 12, 2026, at Shenandoah Park in partnership with Helping Hands Indo American, a nonprofit organization; and
NOW, THEREFORE, I, Pierre Washington, Mayor of the City of American Canyon, on behalf of the American Canyon City Council, do hereby proclaim March 4, 2026, as Holi Day in American Canyon, and recognize its cultural, spiritual, and community significance. I encourage all residents to learn about, respect, and celebrate the spirit of Holi through joy, renewal, and togetherness that enrich our City.
Dated: March 3, 2026
__________________________
Pierre Washington, Mayor
5 CITY OF AMERICAN CANYON
SPECIAL CITY COUNCIL MEETING
ACTION MINUTES
February 6, 2026
9:00 A.M. SPECIAL COUNCIL WORKSHOP
CALL TO ORDER
The meeting was called to order at 9:00 a.m.
PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was recited.
ROLL CALL
Present: Councilmember Brando Cruz, Councilmember Melissa Lamattina, Councilmember David Oro, Vice Mayor Mark Joseph, Mayor Pierre Washington
Absent: None
PUBLIC COMMENT
Mayor Washington opened the public comment period. Written comments: none. Oral comments: Joan Bennett was called to speak; Tammy Wong was called to speak. The public comment period was closed.
WORKSHOP ITEMS
1. Annual Strategic Planning and Work Plan Development
Council participated in a Strategic Planning and Work Plan Development Workshop.
ADJOURNMENT
The meeting was adjourned at 3:00 p.m.
CERTIFICATION
Respectfully Submitted,
_____________________________________
Taresa Geilfuss, City Clerk
6 CITY OF AMERICAN CANYON
REGULAR CITY COUNCIL MEETING
ACTION MINUTES
February 17, 2026
6:30 P.M. OPEN SESSION
CALL TO ORDER - OPEN SESSION
The City Council meeting was called to order at 6:32 p.m.
PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was recited.
ROLL CALL - OPEN SESSION
Present: Councilmember Brando Cruz, Councilmember Melissa Lamattina, Councilmember David Oro, Vice Mayor Mark Joseph, Mayor Pierre Washington
Absent: None
PROCLAMATIONS AND PRESENTATIONS
1. Proclamation: Ramadan
Mayor Washington announced the Ramadan proclamation. It was received by member of the Muslim community of American Canyon and Vallejo.
PUBLIC COMMENT - ITEMS NOT ON THE AGENDA
Mayor Washington opened a public comment period. Written comments: Yvonne Baginski. Oral comments: Jeanette Goyetche was called to speak; Karina Servente was called to speak; Karen Fritz was called to speak. The public comment period was closed.
AGENDA CHANGES
There were no changes to the agenda.
CONSENT CALENDAR
Action: Motion to adopt CONSENT CALENDAR made by Councilmember David Oro, seconded by Councilmember Melissa Lamattina, and CARRIED by roll call vote.
Yea: Councilmember Brando Cruz, Councilmember Melissa Lamattina, Councilmember David Oro, Vice Mayor Mark Joseph, Mayor Pierre Washington 7 Nay: None
Abstain: None
Absent: None
2. Minutes of February 3, 2026
Action: Approved the minutes for the Regular City Council meeting held February 3, 2026.
3. Green Island Road Project Design Amendment
Action: Adopted a Resolution 2026-10 approving Amendment #10 (Agreement 2026-20) to Agreement 2016-15 with CONSOR North America, Inc., in the amount of $213,175 for construction support and design services, for a total contract amount not to exceed $1,762,205, in conjunction with the Green Island Road Reconstruction and Widening Project (TR16-0700).
4. Water Treatment Plant SCADA Upgrade Budget Increase
Action: Adopted Resolution 2026-11 increasing the Water Treatment Plant SCADA Upgrade (WA26-0200) project budget $150,000, from $250,000 to $400,000, and authorizing the City Manager to amend Agreement No. 2025-A161 with Telstar Instruments in an amount not to exceed the project budget (Agreement 2026-21).
5. Quarterly Investment Report for City and Fire District for Fiscal Year 2025-26 Quarter 2 Action: Adopted Resolution 2026-12 approving Mid-Year Budget Amendments to Operating Budget for Fiscal Year 2025-26.
PUBLIC HEARINGS
There were no Public Hearing matters.
BUSINESS
6. Annual Comprehensive Financial Report and Year-end Financial Results Council received an Annual Comprehensive Financial Report and Year-end Financial Results staff report and presentation from Finance Director Jemelyn Cruz. Mayor Washington opened a public comment period. Written comments: none. Oral comments: none. The public comment period was closed.
7. Fiscal Year 2025-26 Mid-Year Budget Amendments
Council received a Fiscal Year 2025-26 Mid-Year Budget Amendments staff report and presentation from Finance Director Jemelyn Cruz. Mayor Washington opened a public comment period. Written comments: none. Oral comments: none. The public comment period was closed.
Action: Motion to adopt Resolution 2026-12 approving Mid-Year Budget Amendments to Operating Budget for Fiscal Year 2025-26. made by Councilmember Brando Cruz, seconded by Vice Mayor Mark Joseph, and CARRIED by roll call vote. 8 Yea: Councilmember Brando Cruz, Councilmember Melissa Lamattina, Councilmember David Oro, Vice Mayor Mark Joseph, Mayor Pierre Washington Nay: None
Abstain: None
Absent: None
MANAGEMENT / STAFF ORAL REPORTS
Council received oral updates from Deputy City Manager Alexandra Ikeda.
CITY COUNCIL COMMENTS / COMMITTEE REPORTS
The mayor and council members provided oral reports and announced items of community interest.
8. City Council Committee Report - Councilmember David Oro
9. City Council Committee Report - Vice Mayor Mark Joseph
10. City Council Committee Report - Mayor Pierre Washington
FUTURE AGENDA ITEM REVIEW
11. Future Agenda Items of Note
Future agenda items were reviewed.
ADJOURNMENT
The City Council meeting was adjourned at 7:38 p.m.
CERTIFICATION
Respectfully Submitted,
_____________________________________
Taresa Geilfuss, City Clerk
9 CITY COUNCIL AGENDA
MARCH 3, 2026
STAFF REPORT
BUSINESS
ITEM NUMBER: 5.
TITLE
Zone 5 Water Pump Station Project (WA25-0200): Project Budget Increase
RECOMMENDATION
Adopt a Resolu1on increasing the Zone 5 Water Pump Sta1on (WA25-0200) project budget from $2,000,000 to $5,500,000 and appropria1ng an addi1onal $3,500,000 of Fund 520 Water Capacity Fee to the project budget.
CONTACT
Erica Ahmann Smithies, P.E., Public Works Director
Norman Woods, Assistant Public Works Director - Utilities and Environmental Services
BACKGROUND & ANALYSIS
The Zone 5 Pump Sta1on Project, to be located within the Canyon Estates Subdivision, was included in the adopted FY 2026/27 Capital Improvement Program with a budget of $2,000,000 funded by Water Capacity Fees (Fund 520). At the 1me of adop1on, the project was in the preliminary design phase and a fully developed engineer’s estimate was not yet available.
Design has progressed to almost 100% plans and specifica1ons therefore project requirements have been more comprehensively defined; including site improvements, mechanical and electrical systems, controls integra1on, and construc1on cost escala1on. The updated cost es1mates indicate that additional funding is necessary to deliver the project as intended.
Accordingly, a budget increase of $3,500,000 is requested, bringing the total project budget to $5,500,000. The revised budget reflects current construc1on market condi1ons, refined scope elements, and the funding required to ensure complete and successful implementa1on of the Zone 5 Pump Sta1on improvements. The addi1onal funding is intended to include design, construc1on, con1ngency, and construc1on management to complete the project. It is an1cipated that the project will be publicly adver1sed in March and brought back to City Council either in April or May for award of contract. Construc1on is expected to last 12 -16 months depending upon the procurement time frame for equipment.
COUNCIL PRIORITY PROGRAMS AND PROJECTS
10 Infrastructure: "Develop and maintain infrastructure resources to support sustainable growth."
FISCAL IMPACT
The project Zone 5 Pump Sta1on Project is included in the adopted FY2026/27 Capital Improvement Program with a budget of $2,000,000 funded by Water Capacity Fee Fund (Fund 520). A budget increase of $3,500,000 (to a new total of $5,500,000) is requested to fully fund the project and ensure successful completion of all required improvements.
The fiscal impact of the Recommended Ac1on will decrease the balance of the Water Capacity Fee Fund (Fund 520) from $5.6M to $3.1M. Currently each new single family house in American Canyon pays a Water Capacity Fee of $24k. Thus, it will take approximately 230 new dwelling units to cover the cost of the pump sta1on. By way of reference, there are 245 units planned in the Promontory and Canyon Estates subdivisions - both of which will be served by the pump station.
ENVIRONMENTAL REVIEW
In January 2015, City Council adopted Resolu1on 2015-06, approving a Mi1gated Nega1ve Declara1on for the project in conjunc1on with the General Plan Amendment, prezoning and ini1a1on of annexa1on for the Canyon Estates project. The pump sta1on, which was originally contemplated as part of the Canyon Estates project, is consistent with the previous project evaluation and no further environmental review is needed.
COMMUNICATION
Level 1: Minimal Communication
The project is located within a previously iden1fied footprint at the Canyon Estates Subdivision with zero to minimal impacts anticipated to the American Canyon community during construction.
ATTACHMENTS:
1. Resolution - Zone 5 Water Pump Station
11 RESOLUTION NO. 2026-______
RESOLUTION INCREASING THE ZONE 5 WATER PUMP STATION (WA25-0200) PROJECT BUDGET FROM $2,000,000 TO $5,500,000 AND APPROPRIATING AN ADDITIONAL $3,500,000 OF FUND 520 WATER
CAPACITY FEE TO THE PROJECT BUDGET
WHEREAS, he City Council adopted the FY 2026/27 Capital Improvement Program (CIP), which included funding in the amount of $2,000,000 for the Zone 5 Pump Station Project, funded by Water Capacity Fee (Fund 520); and
WHEREAS, at the time of CIP adoption, the project was in the preliminary design phase and a fully developed engineer’s cost estimate was not yet available; and WHEREAS, as design has advanced and project requirements have been further defined, including mechanical, electrical, site, and controls integration components, updated cost estimates reflect the full scope of improvements necessary to construct and place the facility into service; and WHEREAS, the revised total project cost is estimated at $5,500,000, reflecting current construction market conditions, refined scope elements, and appropriate contingency to ensure successful project delivery; and
WHEREAS, sufficient funds are available within Water Capacity Fee Fund 520 to support the requested increase from $2,000,000 to $5,500,000; and
WHEREAS, the Zone 5 Pump Station Project is necessary to support system reliability, operational efficiency, and capacity to serve planned development within the service area.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of American Canyon hereby approves the increase to the Zone 5 Water Pump Station (WA25-0200) project budget from $2,000,000 to $5,500,000 and appropriating an additional $3,500,000 of Fund 520 Water Capacity Fee to the project budget.
PASSED, APPROVED and ADOPTED at a regularly scheduled meeting of the City Council of the City of American Canyon held on the 3rd day of March 2026, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
____________________________
Pierre Washington, Mayor
ATTEST: APPROVE AS TO FORM:
____________________________ _____________________________ 12 2
Taresa Geilfuss, CMC, City Clerk Teresa L. Highsmith, City Attorney 13 CITY COUNCIL AGENDA
MARCH 3, 2026
STAFF REPORT
BUSINESS
ITEM NUMBER: 6.
TITLE
Building E Pump Station Improvements Project (WW26-0200)
RECOMMENDATION
Adopt a Resolu/on amending the Fiscal Year 2025-26 Capital Improvement Program Budget to include the Building E Pump Sta/on Improvements Project (WW26-0200) for an amount not to exceed $350,000 and appropria/ng $350,000 from Fund 550 Wastewater Capacity Fee to the project budget.
CONTACT
Erica Ahmann Smithies, P.E., Public Works Director
Norman Woods, Assistant Public Works Director
BACKGROUND & ANALYSIS
Background
The future Napa River Ecology Center, located at 205 Wetlands Edge, includes both ac/ve and decommissioned City sanitary sewer infrastructure. Ac/ve facili/es include the exis/ng Building E Pump Sta/on and a sewer overflow pond that is typically ac/vated only during major storm events, when inflow and infiltra/on (I/I), including stormwater entering the sanitary sewer system, can temporarily exceed downstream treatment capacity.
The Building E Pump Sta/on has been incrementally upgraded over the years to improve reliability and manage wet-weather flow condi/ons as the City has expanded. However, a permanent inground bypass pipeline to convey excess flows to the overflow pond during extreme storm events was not constructed as part of prior capital improvement efforts.
To manage peak flows and prevent sanitary sewer overflows, City staff have historically deployed temporary above-ground piping to divert excess flows to the overflow pond. While this approach has effec/vely protected the system during extreme weather events, it requires field mobiliza/on and installation of temporary surface infrastructure across portions of the site.
Analysis
The planned development of the Napa River Ecology Center fundamentally changes the context of this facility. The site will transi/on from a primarily u/lity-support func/on to a publicly accessible, 14 educa/on-oriented community asset. Recurring deployment of above-ground bypass piping is not compa/ble with the intended public interface of the Ecology Center, as it creates physical barriers to pedestrian circula/on, affects site accessibility, and conflicts with the long-term vision for the property.
The Building E Improvements were originally scheduled for construc/on in the Fiscal Year 2026/27 Capital Improvement Program (CIP). However, the American Canyon Community and Parks Founda/on (ACCPF) has recently secured addi/onal funding sufficient to award the Ecology Center construc/on contract. With groundbreaking an/cipated later in the near future, staff recommends expedi/ng the pump sta/on bypass improvements to ensure the permanent in-ground pipeline is installed prior to vertical construction.
Comple/ng this work in advance of the Ecology Center construc/on will minimize site conflicts, reduce overall disrup/on, and avoid costly retrofits once the public facility is opera/onal.
Installa/on of a permanent in-ground bypass pipeline represents a necessary moderniza/on of cri/cal wastewater infrastructure and ensures long-term compa/bility between essen/al u/lity operations and the City’s investment in a publicly accessible Ecology Center.
Upon approval of this item, staff will coordinate with ACCPF’s civil engineering firm, RSA+, to finalize the pump sta/on design plans and proceed with public adver/sement of the project. Staff is reques/ng City Council authoriza/on to allocate the necessary budget authority to complete design, construction, and provide project management and inspection services.
COUNCIL PRIORITY PROGRAMS AND PROJECTS
Community and Sense of Place: "Build on the strength of our local community to develop a clear 'sense of place' and establish our unique identity."
FISCAL IMPACT
Staff recommends appropria/ng $350,000 for the Building E Pump Sta/on Improvements Project (WW26-0200) with the source of funding coming from Wastewater Capacity Fee Fund (Fund 550).
The fiscal impact of the Recommended Ac/on will reduce the balance of Fund 550 from $1.2M to $850k.
ENVIRONMENTAL REVIEW
15301 - The Project is exempt from review under the California Environmental Quality Act ("CEQA") under the Class 1 exemp/on of exis/ng facili/es of Sec/on 15301 of Title 14 of the California Code of Regula/ons and said exemp/on is not negated by any excep/on under Sec/on 15300.2 of said Regulations.
COMMUNICATION
Level 0: No Further Public Communication Needed
15 ATTACHMENTS:
1. Resolution - Building E Pump Station
16 RESOLUTION NO. 2026-______
RESOLUTION AMENDING THE FISCAL YEAR 2025-26 CAPITAL IMPROVEMENT PROGRAM BUDGET TO INCLUDE THE BUILDING E PUMP STATION IMPROVEMENTS PROJECT (WW26-0200) FOR AN AMOUNT NOT TO EXCEED $350,000 AND APPROPRIATING $350,000 FROM FUND 550 WASTEWATER CAPACITY
FEE TO THE PROJECT BUDGET
WHEREAS, the owns and operates the Building E Pump Station and overflow pond located at 205 Wetlands Edge; and
WHEREAS, during major storm events, when inflow and infiltration (I/I), including stormwater entering the sanitary sewer system, can temporarily exceed downstream treatment capacity; and WHEREAS, excess wet-weather flows have historically been managed through temporary above-ground bypass piping to convey flows to the overflow pond; and WHEREAS, the planned development of the Napa River Ecology Center at this location will transition the site to a publicly accessible, education-oriented facility; and WHEREAS, installation of a permanent in-ground bypass pipeline is necessary to ensure long-term compatibility between essential wastewater infrastructure and the future public use of the site; and WHEREAS, the American Canyon Community and Parks Foundation has secured funding to proceed with construction of the Napa River Ecology Center, and groundbreaking is anticipated later this year; and WHEREAS, expediting the Building E Pump Station Bypass Improvements in Fiscal Year 2025-26 will allow the work to be completed prior to Ecology Center construction, minimizing conflicts and avoiding future retrofit costs; and
WHEREAS, staff is recommending a project budget of $350,000 to cover the expenses of design, construction and any staff time spent overseeing the work; and WHEREAS, there are sufficient funds in Fund 550 Wastewater Capacity Fee to fund the project.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of American Canyon hereby amends the Fiscal Year 2025-26 Capital Improvement Program Budget to include the Building E Pump Station Improvement Project (WW26-0200) for an amount not to exceed $350,000 and appropriate $350,000 from Fund 550 Wastewater Capacity Fee to the Project Budget; and PASSED, APPROVED and ADOPTED at a regularly scheduled meeting of the City Council of the City of American Canyon held on the 3rd day of March 2026, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
17 2
____________________________
Pierre Washington, Mayor
ATTEST: APPROVE AS TO FORM:
____________________________ _____________________________ Taresa Geilfuss, CMC, City Clerk Teresa L. Highsmith, City Attorney 18 CITY COUNCIL AGENDA
MARCH 3, 2026
STAFF REPORT
BUSINESS
ITEM NUMBER: 7.
TITLE
Human Resources Annual Presentation and Vacancy Report
RECOMMENDATION
Receive and file a report on City workforce trends and demographics, and the annual vacancies report from the Human Resources Division of the City Manager's Office.
CONTACT
Juan Gomez, Assistant City Manager
Scott Corey, Human Resources Manager
BACKGROUND & ANALYSIS
The Human Resources Division of the City Manager's Office is staffed by (1) Human Resources Manager, (1) Human Resources Analyst I and (1) part-<me Office Assistant with general execu<ve oversight by the Assistant City Manager. The Division is responsible for a>rac<ng, retaining, and developing a highly qualified and diverse City workforce, and implemen<ng organiza<onal policies and procedures. In addi<on to overall Human Resources and Risk Management administra<on, staff provides the following key services: recrui<ng, classifica<on and compensa<on, risk management, workers compensa<on administra<on, re<rement and benefits coordina<on, safety and staff development training, policy review and development, and labor/employee relations.
In 2025, Human Resources
Deployed the NEOGOV Learning and Performance modules across the organiza<on as the primary training and accountability platform.
Sponsored in-person all-staff harassment prevention and ethics training.
Ins<tuted the Safety & Risk Commi>ee with representa<on from each work area to increase internal discussion and focus on safety and claims management.
Con<nued to support par<cipa<on in the Napa Valley Regional Training Consor<um with the Centre for Organiza<on Effec<veness in partnership with other Napa County agencies, offering a five-level progressive training program focused on excellence in public service. The City enrolled 13 employees in Founda<ons in Excellence, 15 in the Supervisor Transi<on and Readiness Training Program, 2 in the Supervisor Academy, 2 in the Management Academy, and 1 in the Leadership Academy.
Navigated a recrui<ng environment roiled by growing economic uncertainty and employment 19 sector shiDs that resulted in a marked increase in applica<ons from former federal workers and a decrease in applications for entry level construction and maintenance positions.
In the rest of this report, we provide an overview of our recruitment ac<vity, workforce demographics, trends related to employee separa<ons and re<rements, an analysis of employee hours worked, and a look at what lies ahead in 2026. The figures shown in A>achment 1 provide a graphical representation of the data described below.
Retaining Employees
For the second year in a row, the City experienced a below average number of employee separations in 2025. Since 2017, the City averages about 10 separa<ons per year. In 2025, 6 employees departed - 4 re<red and 2 sought other career opportuni<es. The average tenure of the separa<ng staff (11.37 years) was above the historic average (9.63 years). (Attachment 1, Figure 1).
Most employees who separated did so due to re<rement aDer fairly long careers with the City. The number of re<rements is very close to the historic average per year, but an up<ck from recent years in which only 1 or 2 employees re<red. We'll discuss later the re<rement exposure the City faces in the next 5 years.
Recruiting Top Applicants
The City experienced two significant dynamics in the recruitment arena in 2025:
Full implementa<on of part-<me to full-<me career pipelines par<cularly in the Service Worker/Maintenance Worker and the Office Assistant/Administra<ve Clerk job families. This promoted an increase in internal recruitments and helped decrease the overall number of applications received.
The City recruited more skilled technical workers during a <me of economic uncertainty.
There was a decrease in the overall number of applica<ons for full-<me recruitments, an increase in applica<ons from dislocated federal workers, and a significant decline in applications for entry level Service Worker openings.
Human Resources conducted 14 recruitments in 2025, consistent with the average of 15 annual recruitments during the past five years. Of the 14 recruitments, 5 were internal promo<onal recruitments reflec<ng maturity in the strategy of hiring and developing part-<me staff members better prepared to promote into a full-time position.
Overall, the City received about 560 applica<ons, about half the number received in 2024. For the 7 full-<me open recruitments, the City received an average of 65 applica<ons per recruitment, exceeding the historical average of 46 per recruitment. These open recruitments were Plant Maintenance Mechanic, Environmental Specialist, Senior Budget Analyst, Accoun<ng Assistant, Communica<ons and Engagement Supervisor, Recrea<on Coordinator and Chief Plant Operator.
Hiring managers con<nue to review full slates of final applicants that exceed minimum qualifica<ons, usually in educa<on, experience and job-knowledge, for each recruitment. The 20 applicant pools are well-stocked with highly qualified local residents who want to serve their community and eliminate commutes into the greater Bay Area, though Human Resources noted an increase in applicants from the greater Northern California region and beyond. (A>achment 1, Figures 2-4)
American Canyon con<nues to be well-posi<oned in the recruitment marketplace. Our posi<ons are a>rac<ve to job applicants and our organiza<on is well-regarded as an employer of choice. We con<nue to monitor and u<lize new recruitment features NEOGOV implements to leverage AI in expanded job matching and marketing tools.
Hiring Quickly
A key metric in a highly compe<<ve hiring market is <me-to-hire, which measures how long it takes to recruit and hire a new employee. This can be measured in several ways:
Time-to-Offer - the amount of <me lapsed between an applica<on submi>ed and offer le>er accepted
Time-to-Start - the <me between an applica<on submi>al and the employee's first day on the job
Time-to-Fill - the <me between the Department submiKng a requisi<on and the employee's first day on the job
Human Resources uses the Time-to-Fill metric.
Public agencies similar to American Canyon took 234 days to fill vacancies, according to NEOGOV.
American Canyon takes 61 days - 3.5 times faster than peer agencies.
Since staff began tracking this metric, Human Resources has focused on trimming excess <me out of all processes to complete hires as quickly as possible without jeopardizing the integrity of our processes. Our average time-to-hire performance has been 2021 - 174.3 days
2023 - 133.1 days
2024 - 78 days; 67 days for positions with continuous recruitments 2025 - 61 days
Applicant Pool Diversification Continues
As we con<nue to focus on the diversity of our workforce, we're aware that is only possible if we can attract a diverse pool of applicants.
Between 2017 and 2025, the number of non-White applicants has increased from 54% to 74%. The greatest increases are among applicants iden<fying as Hispanic and African-American (A>achment 1, Figure 5).
21 Over this 9-year measurement period, the average applicant pool is 34% White, 25% Hispanic, 16% Asian, 12% African-American, 9% Two or More Races, 3% Pacific Islander and 1% Native American.
Workforce Demographics
Diversity of the workforce is a mul<-faceted dynamic that can be indicated by factors such as racial/ethnic iden<ty, gender, age, tenure and loca<on of residence. Staff began collec<ng and analyzing City workforce demographic data in 2021. Since then, the full-<me workforce has become more diverse and is consistently locally oriented.
Gender
Since 2021, the workforce is 1% more female (See Figure 6 in A>achment 1). Recent gains in the number of women in the workforce reversed in 2025 as women who separated from the workforce were replaced by men. In the overall American Canyon community, the binary gender split is 50% male and 50% female, according to U.S. Census data.
NEOGOV provided the City with the opportunity to collect non-binary gender iden<ty informa<on, which is beginning to appear in our applicant pool particularly among younger applicants.
Age
The average age of the full-<me City workforce is 44.68 years, a decrease from the 45.52 years reported in 2024 (see Figure 7 in the A>achment 1). The majority of the workforce (52%) is between 40 and 59 years of age, an 6% decrease from 58% in 2024. This is consistent among men and women. Overall, men in our workforce tend to be slightly older than women.
CalPERS re<rement age is 55 for employees covered by the Classic plan and 62 for employees covered by the PEPRA plan. Currently, 68% of the City's workforce is covered by the PEPRA plan.
Tenure
Given the age of the City workforce, it is worthwhile to examine the tenure, or length of service, of our employees (see Figure 8 of Attachment 1).
Half of the City workforce has been employed by the City for less than 5 years. The other groups breakdown as
18% between 5-10 years
11% 10-15 years
13% 15-20 years
8% more than 20 years
Since 2021, we've consistently retained employees for the first 10 years of employment and exceeding 15 years. In 2025, we saw an up<ck in the number of retained employees in the 10-15- year range.
22 Even as the City sees turnover in the workforce, newer employees are hired in a variety of age ranges, indica<ng that the City remains a>rac<ve to mid-career workers, which tend to have a higher level of experience and professional proficiency.
Place of Residence
A considera<on when evalua<ng how well the full-<me City workforce reflects the overall American Canyon community is the loca<on where City employees choose to live. It is reasonable that one method of helping to ensure the workforce be>er reflects the community is to hire more employees who live in the community.
According to City payroll data, 86% of full-<me employees live in Napa and Solano coun<es, a decline of 3% compared to 2024. Overall, 52% of full-<me employees live in Napa County, and 37% live in American Canyon (see Figure 9 in A>achment 1). We do see an increasing number of employees living in other counties and commuting to American Canyon to work.
Race/Ethnicity
Staff asks all newly hired employees to provide this informa<on about how their ethnic iden<fica<on, which the City is required to maintain by the federal Equal Employment Opportunity Commission.
Below are the year-to-year results for the past four years:
Racial/Ethnic Identity of City of American Canyon Employees Group 2021 2022 2023 2024 2025
5-Year
Change
Asian 4% 4% 4% 5% 5% +1%
Black 1% 6% 8% 11% 12% +11%
Hispanic 15% 18% 24% 25% 27% +12%
Native Hawaiian/Other Pacific
Islanders
9% 7% 5% 5% 5% -4%
Two or more 18% 13% 9% 9% 10% -8%
White 53% 51% 49% 45% 42% -11%
While most (42%) of the City’s full-<me workforce iden<fies as White, 58% iden<fies as another ethnic group. This trend also is present in the diversity of the applicants seeking to work for the City.
The table below presents the racial/ethnic iden<<es of American Canyon residents as captured in the annual American Community Survey Data collected by the US Census Bureau.
Racial/Ethnic Identity of American Canyon Residents
Group
Percent of
Total
23 Asian 33%
Native American/Alaskan 1%
Black 7%
Hispanic 31%
Native Hawaiian/Other Pacific Islanders 1%
Two or more 7%
White 20%
This data indicates that 20% of City residents iden<fy as White while 80% iden<fy as another ethnic group. These broad snapshot measures indicate that the City's full-<me workforce is racially diverse, but not as diverse as the overall community. The City has recruited a diverse group of local residents represen<ng every major ethnic/racial grouping (See Figure 10 in A>achment 1). Staff will con<nue to monitor recruitment trends to iden<fy any systemic barriers preven<ng certain ethnic groups from progressing to hire.
Retirement
When reviewing a workforce, it can be helpful to consider future retirement.
In the next six years, it is likely that the workforce will con<nue to lose senior members as employees age and become eligible for retirement. Currently, 15% of the workforce is eligible for full CalPERS re<rement having reached age 55 for Classic employees or 62 for PEPRA employees. By 2031, that number is expected to increase to 31%. (See Figure 11 in the attachments).
While many of these employees will work well past their minimum re<rement age, there will need to be an increased focus on succession planning and leadership development with each passing year. Key staff departures have highlighted the importance of con<nual review of our overall staffing needs, as well as cross-training and succession planning to improve organiza<onal resilience.
In light of this, the City is par<cipa<ng in the Napa Valley Regional Training Consor<um with the Centre for Organiza<onal Effec<veness and con<nuing to support the professional development of all staff members.
Annual Vacancy Report
Effec<ve January 1, 2025, Government Code sec on 3502.3 was added to the Meyers-Milias-Brown Act (the "MMBA") by AB 2561. The MMBA authorizes local public employees, as defined, to form, join and par<cipate in the ac<vi<es of employee organiza<ons of their own choice for the purpose of representa<on on ma>er of labor rela<ons. In adop<ng AB 2561, the State Legislature found a statewide interest in ensuring that public agency opera<ons are appropriately staffed and that high vacancy rates do not undermine public employee labor rela<ons. The law requires public agencies 24 present the following informa<on in a public presenta<on to the governing board once per fiscal year prior to the adoption of a new fiscal year budget:
the status of vacancies
recruitment and retention efforts, and
any necessary changes to policies, procedures, and recruitment ac<vi<es that may lead to obstacles in the hiring process.
If the vacancy rate of any bargaining unit is 20% or more of its membership or higher, the agency is required to provide addi<onal more detailed informa<on. Preparing this report is an affirma<ve obliga<on of the public agency. An employee organiza<on does not need to request its presenta<on. The City no<fied Teamsters Local 315 of this presenta<on and its opportunity to present additional information to the City Council regarding these matters.
Vacancies
In 2025, the City experienced an average monthly vacancy rate of 6.2% (down from 7.0% in 2024) across all posi<ons in full-<me classifica<ons. The lowest monthly rate was 3.4% (down from 4.7% in 2024) and the highest monthly rate was 9.5% (the same as in 2024). The table below provides detailed information on a monthly basis.
2025 Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec
Vacancies 0 2 2 4 0 0 7 0 1 1 0 1
Filled
Vacancies
0 4 1 5 1 0 5 2 4 0 0 0
Remaining
Vacant
8 6 8 6 5 5 7 6 3 3 3 4
Budgeted FTEs 84 84 84 84 84 84 89 89 89 89 89 89
% Vacancies 9.5% 7.1% 9.5% 7.1% 6.0% 6.0% 7.9% 6.7% 3.4% 3.4% 3.4% 4.5% Recruitment Process
The purpose of the City's recruitment process is to hire the most qualified and superior applicants through an open compe<<ve process based on the knowledge, skills and abili<es required for the job classifica<on. Recruitment policies and procedures are described in the Human Resources Policies and Prac<ces Manual and the Employee Selec<on Handbook. The recruitment process is summarized in the table below.
Recruitment / Hiring Process Step Description
Vacancy Created
Voluntary Separation, Retirement, Involuntary
Separation, Internal Movement, Newly Budgeted
Position
Recruitment Requisition
Department submits recruitment requisition to
fill vacancy, City Manager approves requisition for
HR to process
25 Determine Recruitment Activity Type
Utilize existing eligibility list/ongoing recruitment,
open recruitment, or internal promotional
recruitment
Job Posting
Advertise job opening and recruitment on
websites and agency social media
Application Screening
Pass applicants that meet minimum
qualifications
Candidate Examination
Pass candidates scoring 80% or more on
written/practical exam or pass subject matter
expert oral exam
Place Candidate on Eligibility List
HR places qualifying applicants on eligibility list
and recommends top qualifiers for interview
Candidate Internal Panel Oral Exam
Approve candidates to eligibility list that pass
internal panel oral exam
Select Candidate
HR recommends hire of top candidate to
Manager, Manager approves recommendation
Conditional Job Offer
City Manager authorizes HR to make conditional
job offer to selected candidate
Pre-Placement Process
Selected candidate accepts conditional job offer,
HR processes background check and physical
Job Placement
Selected candidate passes background check and
physical, selected candidate is given an
employment start date
In 2025, the City filled 22 vacancies:
17 through internal promotional recruitments
7 through open competitive recruitments
1 through an existing eligibility list
The average number of days between a vacancy occurring and when it was filled was 55 for internal promotional recruitments
126 for open competitive recruitments
101 for an existing eligibility list
Obstacles to the Hiring Process
Staff reviewed City hiring policies and procedures, and the results of these recruitments to iden<fy potential obstacles to the City's hiring process. We noted the following:
Vacancies create opportuni<es to evaluate organiza<onal efficiencies and staffing pivots.
These assessments and deliberations can take time.
Communica<on lapses between Human Resources and hiring Departments can lead to gaps in the hiring process.
A lack of awareness by the hiring department about its op<ons to fill a vacancy can cause delays.
26 To address these, the City has
Designated recruiting as the primary work for a Human Resources analyst.
Human Resources staff has improved the frequency and quality of hiring discussions with Departments.
Some of these delays do not lend themselves to quick fixes because Organiza<onal assessments take <me to complete, par<cularly when budgetary decisions are required.
Departments some<mes need <me to determine whether the vacancy can be filled using existing temporary staff resources or whether external recruitments are necessary.
Retention Statistics
Staff reviewed the primary drivers behind the 18 vacancies created in 2025:
39% (7 vacancies) were from newly budgeted positions or staff growth 28% (5 vacancies) were from internal promotions or transfers 22% (4 vacancies) were from retirements
11% (2 vacancies) were from voluntary separations
The City experienced no involuntary separations in 2025.
Bargaining Group Impacts
AB2561 requires the City to perform an analysis of the impact of ongoing vacancies on each bargaining group to determine if any group experienced a vacancy rate of 20% or more. If that threshold is met, the City is required to provide addi<onal informa<on for each impacted group. The City has two bargaining groups: the General Unit represen<ng hourly employees and the MidManagement Unit representing supervisors and managers.
For the General Unit, there were 2 vacancies represen<ng 3.6% of its represented membership of 56:
Engineering Technician
Plant Operator
For the Mid-Management Unit, there were 0 vacancies in its membership of 19.
COUNCIL PRIORITY PROGRAMS AND PROJECTS
Organizational Effectiveness: "Deliver exemplary government services."
FISCAL IMPACT
None.
27 ENVIRONMENTAL REVIEW
15378(b) - The ac<on is not a "Project" subject to the California Environmental Quality Act ("CEQA") because it does not qualify as a "Project" under Public Resources Code Sec<ons 21065 and 21080 and in Section 15378(b) of Title 14 of the California Code of Regulations.
COMMUNICATION
Level 0: No Further Public Communication Needed
ATTACHMENTS:
1. Presentation Exhibits
28 Exhibits for Annual Human Resources Presentation
Figure 1 – Employee Separations
Figure 2 – Number of Recruitments
Retired
Career
Opportunity
- General Moved
Probation
Release Resigned Unknown
2017 8 5 1 1 0 0 1 51.90 12.13
2018 11 4 5 0 2 0 0 47.85 9.88
2019 8 2 5 0 0 1 0 43.94 7.59
2020 14 8 3 1 1 1 0 53.51 11.63
2021 8 5 2 0 0 1 0 53.56 11.35
2022 10 1 6 1 1 1 0 65.92 12.32
2023 15 1 9 1 1 3 0 38.84 5.04
2024 7 2 6 1 0 0 0 43.29 5.34
2025 6 4 2 0 0 0 0 48.00 11.37
Totals 87 32 39 5 5 7 1 49.64 9.63
REASONS FOR SEPARATION
Calendar
Year
Total
Separations
Ave. Age at
Separation
Ave. Tenure
at
Separation
29 Figure 3 – Number of Applicants
Figure 4 – Recruitments by Type
30 Figure 5 – Applicant Diversity (All Applicants)
Figure 6 – Workforce Gender Identity
Gender 2021 2022 2023 2024 2025
5-Year
Delta
Male 61% 56% 59% 57% 60% -1%
Female 39% 44% 41% 43% 40% 1%
31 Figure 7 – Workforce Age
Figure 8 – Employee Tenure
Figure 9 – Workforce by County of Residence
Age All Men Women
20s 13 6 7
30s 19 12 7
40s 20 13 7
50s 24 13 11
60s 8 6 2
Average Age 44.68 45.67 43.23
FULL-TIME EMPLOYEES BY AGE
Tenure All Men Women
0-4.9 42 24 18
5-9.9 15 9 6
10-14.9 9 6 3
15-19.9 11 7 4
20+ 7 4 3
Average Tenure 8.27 8.11 8.42
FULL-TIME EMPLOYEES BY TENURE
32 Figure 10 – Workforce Ethnicity and Residency
Figure 11 – Workforce Eligibility to Retire
Residence Asian Black Hispanic NHOPI
Two or
More White Total
Contra Costa 1 1 1 1 4
Napa - American Canyon 3 2 8 3 4 11 31
Napa - Napa 5 7 12
Placer 1 1
Solano 1 6 8 2 12 29
Sonoma 1 3 4
Sacramento 1 1
Santa Clara 1 1
Yolo 1 1
Grand Total 4 10 23 4 8 35 84
2026 2027 2028 2029 2030 2031
Eligible to Retire by Age 13 14 15 20 21 26
Year Over Year Increase 1 1 5 1 5
% of Full-Time Staff 15% 17% 18% 24% 25% 31%
33 City Council Update
March 3, 2026
Public Works Department
Water/Water Reclamation/Environmental Services/Distribution & Collection Divisions 34 WATER
DISTRIBUTION STATS
1,649 service calls. 395 USA (811) responses. 686 hours valve repair & maintenance.
795 shut-off/turn-on water
services.
241 water meter leaks
repaired/identified.
62 water meters replaced. 66 new water meters
installed.
22 water service
connections replaced.
4 water mains repaired. 3,705,250 gallons used for
Hydrant Flushing
35 WATER TREATMENT PLANT
SAFETY AND SECURITY •Emergency response &
evacuation updated
• 24-hr cameras & security
upgraded
• Chemical safety improvements
• Shipping/receiving dock rehab
• Chemical room ceiling repaired
• Lock Out/Tag Out revised
• SDS online program updated
36 WATER TREATMENT PLANT MAINTENANCE
• 9 chemical & water leaks repaired
• 4 pumps replaced in Conventional
Plant
• 1 pump replaced in Membrane
Plant
• 2 analyzer pumps replaced
• Pressure transmitters replaced in
Membrane Plant
• Permeate flow meters replaced
• Backwash check valves replaced,
$10K saved
37 WATER TREATMENT PLANT RELIABILITY
• Electrical load analysis complete
• Annual electrical cleaning
• Water quality instrument
calibration
• Fire extinguisher inspection
• Generator maintenance &
inspection
• Solar cleaning & inspection
• Gantry crane inspection
• SCADA project underway
38 WATER TREATMENT
PLANT PROJECTS
16” valve and tank control
upgraded – improved SCADA
& Water Quality HMI & sludge automation
–
better filter performance ~200 feet conduit/wiring
–
chemical pump automation,
$40k saved Pretreatment chemical
pumps installed – improved
coagulant efficiency
39 PROPAC
-9890 & 9800
Locally manufactured –
removes suspended solids Filter runs doubled (24 to 48 hours) – saves ~84k
gallons/backwash Reduced Sodium Hydroxide &
Chlorine dosing More cost-effective than
imported water Imported 18 AF in Dec 2024
($72k); none in Dec 2025 40
Alternative coagulants
vs
Imported Water Cost
$357.48 $448.48
$658.38
$1,137.46
$1,772.30
$4,051.55
$0.00
$500.00
$1,000.00
$1,500.00
$2,000.00
$2,500.00
$3,000.00
$3,500.00
$4,000.00
$4,500.00
Alum A7 Alum/9890 PROPAC-9890 CTC-11 Napa Vallejo
Cost/AF
41 ADMINISTRATIVE & MANAGEMENT
Produced 2,207 AF potable
water (2025)
Transferred 1,075 AF -
$400k value
Removed ~ 400 tons
backwash solids - $1.2M
value
Implemented CMMS
with GIS mapping
2024 Water Quality Report
complete; 2025 in progress.
2025 Urban Water
Management Plan in
progress.
Cross-connection Control
Handbook in progress.
42 WATER DIVISION ACADEMIC
ACHIEVEMENTS AND
PROMOTIONS
Frank Teodoro – received Water
Distribution 1cert, promoted
Maintenance Worker 1
Daniel Finnegan – received Water
Treatment 3 cert, promoted Plant
Operator 2
Greg Day – received Mechanical Tech 1,
passed Water Treatment 2 & Distribution
2, promoted to Plant Mechanic 1
Nicholas Roualdes– received Water
Treatment 3 & Distribution 2
43 • We had 602 MG of influent flow (less than previous years due to mild winter)
• We treated 508 MG through the U.V. system and
discharged to the Napa River
• We made 152.5 MG of recycled water(increased
2.75MG from prior years)
• Replaced two trains with new membranes
• Started tree clearing for the future HSW Facility
• Started our SCADA replacement project
11 2025 WRF at a Glance
44 • Continue Membrane Replacement (two trains remaining) • SCADA Upgrade (Installed and Testing)
• Biosolids Removal Project (starts 4/15)
• Duckweed removal (Completed)
• U.V. Rehab (Phase 2 of 4)
• Recycled water tank rehab
• High Strength waste facility planning
12 2026 Projected Projects
45 • October 2025 to March 2026
• New Employees Kelly Lockhart
and Manny Ramirez
• Redwood Empire Small
Collections Team of the Year 2025
13 Wastewater Reclamation Facility
46 • Over 100,000 feet of sewer main cleaned
• 3 Spills reported, total of 378 gallons
• CCV inspections: Vintage Ranch, Napa Jct., Donaldson, Rancho Del Mar areas
• New software for CCTV inspections implemented
• WRF Storm drain system installed
• Solids dump station installed
• New 2000sqft shop
• 3 Laterals repaired: Gisela, Knightsbridge and Landana • New sewer lateral for the new Corp yard office
• Old Corp yard sewer repaired
• New SSMP written and adopted
14 Wastewater Collections 2025
47 • Installation/construction of a spill simulator station at the WRF • Installation of two more SmartCover level sensors near environmentally sensitive areas
• CCTV inspections
• Sewer main cleaning
• Complete move into new shop, shelving, locker room, concrete driveway and around shop
• Manhole coatings/rehab
15 Wastewater Collections 2026
48 16
Enviromental Services
49 •WRF NPDES Self-Monitoring Report
•Approximately 1900 Compliance samples evaluated
•No Violations reported
•NPDES Permit Expires July 2027 – renewal process underway – required quarterly species testing
•Biosolids
•265.8 dry metric tons were off-hauled to landfill
•Pretreatment/Pollution Prevention
•Zero Dischargers: 22 Permitted, 22 Inspections, 3 Warning Letters •SIU: 3 Permitted, 2 Inspections, 7 Notice of Violations (5 of these with $1,000 fines) •Commercial: 58 Permitted, 33 Inspections, 10 Verbal Warnings, 41 Warning Letters, 17 Notice of Violations
•Recycled Water Annual Report
•Reported 4 spills, inspected 101 recycled water sites, re-issued 61 user permits. 17 WRF NPDES Permit Reports Summary: 2025
50 18
Solid Waste – Route Reviews with Zabble
• Top 3 Contaminants per
container type:
• Landfill: Paper Towels, Food, Cardboard
• Compost: Plastic Liner Bags, Loose plastic
film, Latex Gloves
• Recycle: Loose Plastic Film, Compostable
Plates, Snack Wrappers
51 19
Annual Report from Recology
CalRecycle Beverag Container Recycling Grant Completed
52 Purchased 19 concrete,
beverage container
recycling bins
CalRecycle Beverage Container Recycling Grant Completed 53 Purchased 13 outdoor water refill stations
54 Purchased the Hydration Station
Wall that Heals
Magic of the Season
Reindeer Run
~600 Plastic Bottles Saved to date
55 23
Recycled Water Refill Station
• Temporarily set up at WRF
• Setting up and testing module
• Setting up fake accounts
• How will billing work
• How will permitting work
56 •WRF hosting CWEA Tour, Dinner Meeting and
Presentation for 3 local sections – March 19,
2026
•Participating in Napa Co Office of Education 8th
Grade Career Expo – March 2026
Outreach and Collaboration
57 Thank You
Questions?
58 CITY COUNCILMEMBER REPORT
Council
Meeting
Date:
03/03/2026 Submitted
by: *
Councilmember David Oro
Event
Date:
03/03/2026 Event Type Community Event
Event Title: January 31, 2026 – Library Reopening Celebration Event Report: I want to share an informational update on a community event I inadvertently omitted from my previous report.
The library reopening on January 31 was exceptionally well attended (far beyond what I anticipated) which speaks volumes about how much our community values this space.
The recent updates look fantastic, and the library continues to evolve as an important resource and gathering place for our residents. My appreciation to Napa County Library leadership and staff for their continued investment in and commitment to serving American Canyon. They’re doing an excellent job supporting our community.
Event
Date:
25/02/2026 Event Type Community Event
Event Title: State of the City Town Hall Meetings
Event Report: Attended both State of the City Town Hall meetings—held at Canyon Oaks on Wednesday, February 25, and at the Adult Activity Center on Thursday, February 26.
59 CITY COUNCILMEMBER REPORT
Council
Meeting
Date:
03/03/2026 Submitted
by: *
Vice Mayor Mark Joseph
Event
Date:
18/02/2026 Event Type Committee Report
Event Title: Napa Valley Transportation Authority
Event Report: Spent a lot of time in this area.
Chaired the Ad Hoc Committee--this subcommittee was tasked with assessing the current Bylaws and whether any changes were needed. Our second and final meeting was on this date, before the regular board meeting. We decided the current makeup of two representatives from each jurisdiction made sense; that the use of alternative members could address any Mayors that did not want to regularly attend; stipends may not be that important at this time; and we already have the authority to schedule remote meetings for Board members that are an hour away. In short, we felt there was no need to formally modify the JPA.
Strategic Plan--We did agree that we need a strategic plan, and to that end, staff solicited 12 proposals. I was on the reviewing committee that interviewed the top 2, and staff is negotiating with the top firm.
Board Meeting--We heard from our PW Director on American Canyon projects completed, using Measure T (now Measure U) funds. We also formally endorsed the Smart Signal Alternative for our SR 29 MultiModal project. I requested three modifications: That we consider adding a "free right" turn at American Canyon going northbound on SR29; that we defer adding the two additional signals until we confirm that the "smart" signals are as educated as promised; and that we link the signal at South Kelley/SR 29 into our signals, even though South Kelley is outside of our project area. We also approved the release of the Active Transportation Plan for public comment. This plan will be used by all the jurisdictions to support improved mobility via bike or foot. We also approved a new CAD/AVL system. This package should improve our computer assisted dispatching for both our fixed routes and shuttles. It should also improve the ability to track where your bus is--on time, or running behind. And lastly, we had a good discussion about a Mobility Manager. This position is intended to improve the interconnectivity of all the various ways of getting to and from different locations. NVTA will conduct a six-month pilot program using in house staff, to help develop a longer term organizational program and secure funding (from regional dollars).
Event
Date:
25/02/2026 Event Type Other
Event Title: State of the City/Town Hall Meeting
Event Report: We held our annual State of the City/Town Hall meeting--the first of two. After a slow start, it went remarkably well. We had a respectable turnout and plenty of audience participation. We also had a good amount of dialogue between Council, staff and the audience. Using questions/comments submitted beforehand, the City Manager grouped them into a handful of categories, and then we discussed each category separately. Everyone agreed that this format could be used in the future, potentially focusing on a particular item, rather than open ended.
The beginning portion was the premiere of our annual State of the City video. It was very impressive and showed a very professional look.
60 And we even got out on time!
Event
Date:
Event Type Community Event
Event Title: Community Activities
Event Report: Kiwanis: spent time on the Crab Feed. Hopefully, it will all come together--it's always nerve-racking, but it turns out great each year! I also helped with the monthly food distribution. For Valentine's Day, Cheryl and I went to the Community Church's annual fund raiser for our Food Pantry, the Empty Bowl. This year we had a great turnout and hopefully, the Pantry will do well. The soups were incredible, as usual! Arts Foundation: We did a lot of event planning, including the upcoming ACHS Art and Music Fest, our new "Third Thursdays" program, our annual Art Extravaganza, and Juneteenth--which will be held in conjunction with the Chamber's Meet Me in the Street program.
We met with the Vallejo Shakespeare in the Park program, to tentatively host Richard III at Independence Park on August 8. This could be the beginning of an annual event.
We also talked about helping the High School Art Club raise some money to pay for their trip to Europe. We're excited to help, partly to help our young artists, but also to encourage them to come back and present what they learned at one of our Third Thursdays.
61 Future Agenda Items
March 4, 2026, OSATS Comm. 6:30 p.m.
Countywide Active Transportation Plan
FY2026/27 CIP Discussion
March 12, 2026, PCS Comm. 6:30 p.m.
FY2026/27 CIP Discussion
Draft Inflatable Policy Update
March 17, 2026, City Council. 6:30 p.m.
American Red Cross Month
Government Finance Professionals Week
Banking Contract Award
Fiscal Policy Update Reserve Policy
S. Kelly Rd/SR 29 Budget Amendment
Communications Update
March 26, 2026, Planning Comm. 6:30 p.m.
TBD
April 1, 2026, OSATS Comm. 6:30 p.m.
Parks and Community Services Master Plan
Active Transportation Plan - General Plan
Amendment
April 7, 2026, City Council 6:30 p.m.
Arts Month
Sexual Assault Awareness Month
National Bike Week
Annual Police Report
April 9, 2026, PCS Comm. 6:30 p.m.
Meeting Cancelled
April 21, 2026, City Council 6:30 p.m.
Earth Day - April 22, 2026
Building Safety Month May 2026
National Volunteer Week - April 19-25, 2026
Municipal Clerk's Week May 3-9, 2026
Sites Project Update
Q4 CIP Update
April 23, 2026, Planning Comm. 6:30 p.m.
Active Transp. Plan General Plan Amendment
May 5, 2026, City Council. 6:30 p.m.
Asian American and Native Hawaiian-Pacific
Islander Heritage Month May 2026
Mental Health Awareness Month May 2026
Public Works Week May 17-23, 2026
Older American's Month May 2026
Engineer's Report for LLAD FY26/27 and Set PH
May 6, 2026, OSATS 6:30 p.m.
FY2026/27 Work Plan Discussion
May 7, 2026, Finance Subcommittee 1:00 p.m.
Draft Budget Review FY 2026/27
May 14, 2026, PCS Comm. 6:30 p.m.
FY2026/27 Work Plan Discussion
Parks and Community Services Master Plan -
Final Draft
Unscheduled Council Directed Items
Item Councilmember Date of Vote Notes
All Electric Reach Code
(Discussion only)
Joseph 11/7/2023 On hold pending RCAAP and Berkeley
litigation.
Food Ware Ordinance Joseph 9/17/2024 On hold, pending RCAAP Purple Heart Designation Washington 10/15/2024 In progress, Council date TBD Clarke Ranch
Improvements
Oro 12/16/2025 In progress, Council date TBD
Review of Inclusionary
Housing Ordinance
Joseph 01/20/2026 In progress, Council date TBD
Endorsement of House
Resolution 46
Joseph 02/03/2026 In progress, Council date TBD
62