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Trail then jumped Napa Valley to the Mayacamas Mountains in the west.54 The fire destroyed 307 homes, 343 commercial buildings , and 266 other buildings and infrastructure, burning over 67,480 acres in total.55
Although the Planning Area is not designated as being located within a FHSZ by CAL FIRE, the City considers wildfire to be a serious risk to life and property. In particular, t he City considers the densely developed perimeters of the Planning Area along Silverado Trail to the east and Redwood Road to the west as especially susceptible to damage from wildfires.

PEAKLOAD WATER SUPPLY REQUIREMENT
The California Fire Code (Fire Code) stipulates fire -flow requirements for buildings.56 Fire-flow is the rate of a water supply, measured at 20 pounds per square inch (psi) (138 kPa) residual pressure, that is available for firefighting. Fire-flow minimums vary depending on building use, building size, and if a sp rinkler system is provided. Water mains serving one - and two -family dwellings, townhouses, and group homes must provide a fire -flow of 1,000 gallons per minute (gpm) for buildings without an automatic sprinkler system , or 500 gpm for buildings with fire protection devices such as automatic sprinkler systems. The required fire -flow standard for commercial, industrial, manufacturing, and large apartment buildings varies from 1,500 to 8,000 gpm based on the type of construction, type of use, and any built-in fire protection devices. School buildings are within Appendix BB of the Fire Code and range between 1,500 to 8,000 gpm depending on type and square footage. Currently, the Napa Municipal Code (Section 13.04.340 , Fire Services) does not guarantee an adequate flow-rate for fire protection purposes through regular metered service connections and fire protection devices are installed on a separate water service to be used for fire protection services only. The City has adopted the Fire Code with amendments into the Napa Municipal Code.

The City currently does not have known water flow pressure or supply deficiencies. The City’s Fire Code Official reviews proposed projects to ensure that adequate fire hydrant locations, water flow pressure, and access for emergency vehicles are provided.

MINIMUM ROAD WIDTHS AND CLEARANCES AROUND STRUCTURES
Clear emergency vehicle access to buildings is important in the event of a fire or seismic event.

Such access is regulated by the adopted and amended Fire Code , and adopted City of Napa Standard Specifications and Standard Plans. Under the current Fire Code, all portions of a building shall be within 150 feet of a serviceable fire access road.

Creating defensible space, or the clearance around structures, is a mechanism for improving a building’s chance of surviving a wildfire by limiting combustible mater ials and vegetation up to 100 feet radius around the structure. The Fire Code requires buildings and structures within areas

54 Napa Valley Register, “No. 4 Story of 2020: Hennessy, Glass fires caused unprecedented destruction,” April 2, 2021.

Accessed June 4, 2021: https://napavalleyregister.com/news/local/no-4-story-of-2020-hennessey-glass-fires- caused-unprecedented-destruction/article_d646fc6d-a66d-5a3e-8a1d-a52b71b930ce.html. 55 Napa County GIS, Napa County Fire Damage Assessment Map, 2020 (https://www.arcgis.com/apps/webappviewer/index.html?id=2a22a58f3516485a8d5e140b43537a3a) 56 California Fire Code 2019, Appendix B Fire-Flow Requirements for Buildings. Table B105.1(1) and Table B105.1(2).

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designated as Very High FHSZ to maintain defensible space. As the City does not have designated Very High FHSZ areas, maintaining defensible space is not required.

8.7 Other Public Safety and Hazard Issues

AIRPORT HAZARDS AND CONSIDERATIONS
The Napa County Airport is located approximately five miles south of the City, outside the perimeter of the Planning Area. The airport’s three runway s are oriented in the southwest - northeast directions. In 2001, the airport had operations of over 126,000 take -offs and landings, with those numbers anticipated to increase to an estimated range of 210,000 to 260,000 by 2026.57 A rehabilitation project for two of the airport’s runways has been underway since 2018, and construction is anticipated to be complete in mid-2021.58 One runway will remain open at all times throughout construction activities.

In 1991, the Napa County Air port Land Use Commission (ALUC) created the ALUCP to explicitly define safety policies in order to protect public health, safety, and welfare by limiting the general public’s exposure to risks associated with potential aircraft accidents within the area surrounding the Napa County Airport. 59 The ALUCP establishes five compatibility zones around the airport, which delineate land use standards and land development restrictions based on the zone’s proximity to the airport. These zones are:
• Zone A: Runway Protection Zone;
• Zone B: Approach/Departure Zone;
• Zone C: Extended Approach/Departure Zone;
• Zone D: Common Traffic Pattern; and
• Zone E: Other Airport Environs.

Each of these zones imposes different development conditions and prohibits certain land uses based on the individual zone’s proximity to the airport. The closer the zone is to the airport, the stricter the development conditions are due to the greater the risk of accident and increased noise impacts.

No portions of the Planning Area are within zones A and B, which are the most restrictive zones, and only a small portion of the Planning Area in the south-east tip of the Napa Valley Commons is located in Zone C. In this zone, aircraft can be below 300 feet above ground level and all residential uses, schools, libraries, hospitals, nursing homes, and day care centers, and other uses hazardous to flights, are prohibited.

Airport zones A, B, and C are subject to the Federal Aviation Administration regulations in 14 Code of Federal Regulations (CFR) Part 77, such as height restrictions up to 35 feet above ground for

57 Napa County, Napa County Airport Master Plan, 2007.
58 Napa County, Napa County Airport, 2021.
59 Napa County Airport Land Use Commission, Airport Land Use Compatibility Plan, 1991.

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any building, structure, or tree. However, a permit may be obtained to conduct work on any existing use, structure or tree larger than 35 feet above ground. No building permit will be approved that would create or exacerbate a flight hazard. An avigation easement may be required for other types of development that are taller than 35 feet above ground.

The very southern portions of the Planning Area are in zones D and E. Much of this land is open space or in agriculture/vineyard use; industrial uses and a lodging use are also present as part of the Napa Valley Commons business park . In Zone D, aircraft can range from 300 to 1,000 feet above the ground, and residential uses—as well as uses h azardous to flights—are prohibited in this zone. Finally, in Zone E, the zone farthest from the airport, there is a low risk of accident, and noise impacts are much less and classified as overflight annoyance. The only prohibited uses in this zone are noise-sensitive outdoor uses. Overflight easements or deed notices may be required for other development uses in this zone.

LIGHT POLLUTION
Visual characteristics and the effects of lighting and glare can have a disruptive impact on the environment and the quality of life in surrounding neighborhoods. This effect is often referred to as light pollution, which is defined as the excessive and inappropriate use of artificial light, and is common in urban environments. Light pollution can negatively affect residen ts during the night by producing unwanted glare, which can affect sleep patterns and health. Light pollution also affects wildlife by disrupting nocturnal activities, such as sleeping, hunting, mating, and migratory behavior, and can confuse wildlife.60 In addition to protecting viewsheds that are important to the City and County, zoning ordinances regulate lighting in order to protect the visual comfort of residents and minimize the negative impacts to wildlife. As Napa is an urbanized area within a rural county, reducing light pollution can have a healthier effect for residents and wildlife alike.

Callout/Sidebar: Light Pollution Components
Light pollution is excessive and inappropriate artificial light. The four components of light pollution are often combined and may overlap:
• Urban Sky Glow: The brightening of the night sky over inhabited areas. • Light Trespass: Light falling where it is not intended, wanted, or needed. • Glare: Excessive brightness which causes visual discomfort. High levels of glare can decrease visibility.
• Clutter: Bright, confusing, and excessive groupi ngs of light sources, commonly found in over -lit urban areas. The prolife ration of clutter contributes to urban sky glow, trespass, and glare.

National Optical Astronomy Observatory (NOAO)Dark Skies Awareness. http://www.darkskiesawareness.org/

60 National Optical Astronomy Observatory (NOAO). Dark Skies Awareness. Accessed via web 6/2021. http://www.darkskiesawareness.org/
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8.8 Emergency Preparedness and Response
The Napa County Office of Emergency Services (OES) provides information about emergency preparedness, response, and recovery ; maintains and updates County emergency plans ; and trains the community for disaster. The County OES’ areas of responsibility include:
• Coordinating the services of th e County’s long -range emergency preparedness program;
• Planning, implementing, coordinating, and directing area -wide Emergency Services Programs;
• Maintaining Napa County’s Emergency Operations Plan (EOP) and Hazard Mitigation Plan; and
• Administering and coo rdinating emergency preparedness training, education, and public information programs.

The County has several resources for disaster preparedness, including information on each type of disaster from earthquakes, flooding, and fires, to disease/biological outbreaks, many of which are available online through its Virtual Local Assistance Center (VLAC). Napa County also oversees the Community Emergency Response Team (CERT) program, which educates people about the hazards that affect Napa Valley and trains them in basic disaster response skills such as fire safety, light search and rescue, team organization, personal preparedness, and disaster medical operations. Trained CERT members can support local emergency response providers in the event of a disaster as w ell as assist with non -emergency projects that improve the safety of the community.

The City maintains an Emergency Operation Plan (EOP) that provides a framework for performing emergency functions before, during, and after an emergency event, natural disa ster, or technological incident, and it supports the National Incident Management System (NIMS) and the Standardized Emergency Management System (SEMS). This plan is updated every five years with the most recent update in 2019.

The City has a LHMP that is required by State law to be updated every five years. Napa’s current LHMP was last updated in 2015 and is undergoing a 2021 update. The LHMP is an important document that aims to mitigate hazards of natural disasters through the use of sustained, long- term actions to reduce loss of life, personal injury, and property damage that can result from a disaster. Mitigation planning efforts emphasize identifying actions for risk reduction that are agreed upon by stakeholders and the public; focusing resources on the greatest risks and vulnerabilities; building partnerships by involving citizens, organizations, and businesses; increasing education and awareness of threats and hazards and their risks; communicating priorities to State and federal officials; and alig ning risk reduction with other community objectives.

When the City is experiencing an emergency situation, an Emergency Operations Center (EOC) may be opened. If an EOC is opened, the latest information on the emergency is shared on the home page of the C ity’s website as soon as it is available, as well as through various sources including the City’s social media accounts (e.g., Facebook and Twitter), local print and broadcast Chapter 8: Safety and Noise

media, and the Napa Nixle alert system which sends out real-time notifications for public safety emergencies. The County also disseminates general information on the Integrated Public Alert and Warning System (IPAWS) to provide the public with life-saving information quickly during an emergency.

Evacuation occurs only when a serious threat to public safety exists. These orders or warnings are given through the County via local media or directly by government officials and are assigned by evacuation zones that are mapped online on the Napa County E mergency Awareness Map. 61 In 2021, the County incorporated a tool called Zonehaven to demarcate evacuation zones throughout the County and incorporated municipalities .62 The City has approximately 55evacuation zones, which are roughly drawn along major streets and are based on a Zonehaven algorithm that takes into account the fire history and population density.63 The City does not currently have designated evacuation routes, but major roads such as Highway 29 and SR 221 that traverse the Planning Area are critical corridors for circulation in the event of an emergency.

8.9 Goals and Policies
Goals and policies intended to mitigate safety hazards and noise are outlined below. Each stated goal is followed by a set of policies designed and intended to promote, achieve and/or implement the goal. Note that italicized text included in some places provides background information and considerations for implementation of the General Pl an policies . Appendix A contains “implementing programs” intended to implement the goals and policies in this section.

GEOLOGIC AND SEISMIC HAZARDS
GOAL SN-1: Minimize the risk to life and property caused by seismic activity, soil erosion, and landslides.

SN 1-1 Investigate and mitigate geologic and seismic hazards , or establish regulations to provide for appropriate setbacks from such hazards , in order to preserve life and protect property, especially in areas that are prone to earthquakes and landslides, such as along the West Napa fault zone.

SN 1-2 Work with State agencies and property developers to identify the location of faults where these are not known.

61 Napa County Emergency Awareness Map. Updated October 12, 2021. Accessed via web November 2021. https://www.arcgis.com/apps/webappviewer/index.html?id=83d73b75423c4201aecd08e15fa8e6e7 62 Ready Napa County. Webpage. Accessed November 2021. https://readynapacounty.org/211/Evacuation 63 Interview with Undersheriff Jon Crawford of the Napa County Sheriff’s Office. Napa Valley Register “Napa County adopts zone-based mapping to notify public of wildfires, evacuation orders.” News article. Updated October 19, 2021. Accessed via web November 2021. https://napavalleyregister.com/news/local/napa-county-adopts-zone- based-mapping-to-notify-public-of-wildfires-evacuation-orders/article_b5a39773-cc99-590d-a7cc- 90942f94ae13.html
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SN 1-3 Identify appropriate legislative action by City Council to establish soil and geotechnical studies for significant new development in undeveloped areas within or proximate to fault zones, such as the southwestern area in City’s Rural Urban Limit (RUL) along Foster Road, developments that have a sensitive population (like schools or nursing homes), and buildings over three stories tall.

Such studies should determine the actual extent of the seismic hazards, optimum location for structures, the advisability of special structural requirements, and the feasibility and desirability of a proposed facility in a specified location. Mitigation measures can be incorporated as conditions of any project approval.

SN 1-4 Maintain and update the Napa Hillside Overlay Development Guidelines as needed, and use this as the guide for regulating development in the hillsides.

HAZARDS AND HAZARDOUS MATERIALS
GOAL SN-2: Protect Napa residents from health and safety impacts related to the use, storage, manufacture, and transport of hazardous materials.

SN 2-1 Promote cleanup of hazardous sites and safe disposal of hazardous materials.

SN 2-2 Carefully evaluate new uses that rely extensively on the use of hazardous materials to weigh their public health risks against their benefit.

SN 2-3 Continue to monitor and educate property owners with Underground Storage Tanks (USTs) to prevent leakage. Assist property owners with site cleanup if the site is to be redeveloped.

HYDROLOGY AND FLOODING
GOAL SN-3: Reduce risk to life and property due to flooding, including inundation resulting from the failure of water s upply reservoir dams.

SN 3-1 Seek opportunities to invest in flood prevention infrastructure, including extension of integrated flooding/open space solutions, to reduce impacts from flooding to Downtown Napa and other areas located along the Napa River.

SN 3-2 Update the Storm Drain Master Plan focusing the City's effort on condition assessment and needed repairs, storm drain capacity improvements to reduce neighborhood flooding, and assure it is complementary with the Napa River -Napa Creek Flood Protection Project (including both constructed and planned future improvements).

The master plan should be updated on a regular basis to identify capital improvements and associated costs of annual operations and maintenance activities. The plan should Chapter 8: Safety and Noise

explore City and grant funding sources to implement the recommendations of the master plan.

SN 3-3 Limit development in the 100-year floodplain to development which represents an acceptable use of the land in relation to the hazards involved and the costs of providing flood control faci lities. Locate critical facilities, such as hospitals, fire stations, police stations, public administration buildings, and schools outside of flood hazard areas, to the extent feasible.

SN 3-4 Require that all projects in floodplains, to the extent feasible, adhere to strict design guidelines that ensure any proposed development will withstand a flooding event, and will not jeopardize the existing surrounding or downstream structures.

SN 3-5 Maintain a program to review reservoir dam safety and continue to cooperate with other jurisdictions, such as the Division of Safety of Dams, in addressing needed dam maintenance or structural improvements to mitigate risks caused by dam failure and inundation.

SN 3-6 Work with the State to minimize risk of damage from inunda tion due to failure of the Rector Reservoir by maintaining the dam in a safe condition.

NOISE
GOAL SN-4: Protect public health and welfare by minimizing exposure of sensitive uses to noise and preventing significant degradation of the acoustic environment.

SN 4-1 Use the noise and land use compatibility matrix (Table 8 -3) and Future Noise Contours map (Figure 8-4) as criteria to determine acceptability of a proposed land use. When feasible, s eek to limit new noise -sensitive uses —including schools, hospitals, places of worsh ip, and homes —where noise levels are “normally unacceptable.”
SN 4-2 For all projects that have noise exposure levels that exceed the standards in Table 8-3, site planning and architecture should incorporate noise-attenuating features.

With mitigation, development should meet the allowable outdoor and indoor noise exposure standards in Table 8-4, or the California Building Code, whichever is stricter. When a building’s openings to the exterior are required to be closed to meet the interior noise standard, then mechanical ventilation should be provided.

SN 4-3 Discourage the use of berms and sound walls for noise mitigation; rather, encourage the use of project design techniques such as increasing the distance between the noise source and the noise sensitive receiver and use non -noise sensitive structures (e.g., a garage) to shield noise sensitive areas. If a berm or wall is determined necessary to mitigate noise, discourage exclusive use of walls in excess of six feet in height and encourage use of natural barriers such as site topography or constructed earthen berms. When walls are determined to be the Napa General Plan 2040
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only feasible solution to noise mitigation, then the walls shall be designed to limit aesthetic impacts.

SN 4-4 Seek to eEnsure that new development does n ot generate noise in excess of the performance standards outlined in Table 8-5, whenever feasible.

SN 4-5 Evaluate designated truck routes to reduce noise impacts due to through traffic in residential neighborhoods.

SN 4-6 Regularly monitor noise levels near sensitive uses to assess efficacy of, or additional need for, traffic calming measures.

SN 4-7 Address appropriate construction noise and vibration control measures, standards, and monitoring procedures for future development in the City’s Municipal Code to reduce impacts to nearby uses.

See 8.08.025 Noise -Construction activity in the Municipal Code for additional information.

SN 4-8 Require all construction within 1,000 feet of noise -sensitive uses to undertake measures to reduce noise impacts. Within 100 feet of pile driving locations and 25 feet of construction sites using other impact or non-impact equipment (dozers, excavators, etc.) , require all construction to undertake measures to prevent possible exposure of vibration -sensitive buildings and rec eptors to substantial ground borne vibration levels.

FIRE
GOAL SN-5: Work to prevent urban fires and exposure to wildfires, as well as protect life and property from fire dangers.

SN 5-1 Implement best practices to aggressively address wildfire prevention on open space land within and around the City.

SN 5-2 Facilitate communication and education to the community about fire safety, wildland fire protection measures, and evacuation/emergency response to wildland fires.

SN 5-3 Continue to educate property owners and the public about local fire hazard prevention programs, vegetation management strategies, and other disaster preparation activities in areas threatened by wildfire.

SN 5-4 Ensure that future development plans provide adequate evacuation routes, vegetation management policies, a nd fire -reduction design measures, as appropriate.

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SN 5-5 Regularly assess adequacy of emergency response and evacuation routes and identify any need for road extensions to serve neighborhoods that do not have sufficient evacuation routes or access for emergency services.

SN 5-6 Support extending Linda Vista Avenue to Browns Valley Road to serve areas north of Napa Fire Station 5 to improve the provision of emergency fire service.

OTHER PUBLIC SAFETY AND HAZARDS
GOAL SN-6: Help prepare for and mitigate various hazards that affect the Napa community.

SN 6-1 Work with Downtown businesses to establish plans and procedures guiding response to natural disasters.

SN 6-2 Consider long-term compatibility between proposed new land uses surrounding the Napa County Airport.

SN 6-3 Inform and educate community me mbers about natural hazards and safety procedures.
• Centralize and familiarize the community with the City’s and County’s emergency information sources and ensure that these are accessible to those who have limited English speaking ability, as well as those with limited internet access.
• Work with the Napa Valley Community Emergency Response Team to improve public emergency preparedness.

SN 6-4 Effectively coordinate disaster response and preparation strategies with County, regional, State, and federal agencies in the event of major seismic activity, flood, or wildland fire.

SN 6-5 Coordinate with other local public agencies to facilitate resilient telecommunication networks and infrastructure during disasters.

SN 6-6 Facilitate expansion of the telecommunication system to ensure widespread community access during a disaster.

SN 6-7 Seek to rReduce light pollution in Napa by incorporating dark sky initiatives, such as lights that cast little or no light upwards in public areas or roadways , and turning off lights in empty buildings at night.

SN 6-8 Address appropriate lighting standards in the City’s Municipal Code for street lights and all residential and commercial artificial outdoor lighting, using the Illuminating Engineering Society’s design guidelines, and in compliance with International Dark- Sky Association–approved fixtures.

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Chapter 9: Public Health and Equity Element

9 Public Health and Equity
The City of Napa is committed to integrating public health considerations as part of long -range planning to ensure the fair, just treatment of all people, regardless of their ability or disability, income, and backgrounds. This inclu des equitable access to resources and opportunities that fulfill daily essential needs and advance personal well -being, in addition to meaningful involvement in the planning and policy decisions that impact one’s life. Under California law, cities and counties with disadvantaged communities that have been identified under SB 535 must address environmental justice policies in the ir general plans. Although Napa does not have any identified disadvantaged communities, improving public health and equity is an important priority for the City. This element is based on requirements for environmental justice, and seeks to further equitable policies throughout the City to support both a healthy livable environment and a socially responsible community.

9.1 Background and Purpose
The Public Health and Equity Element addresses the environmental and social determinants of health so that all Napa residents may live, work, and recreate in neighborhoods planned for “people first” – places that foster active living; are connected to jobs, recreational opportunities, stores, and services; are pollution free; and offer mobility choices for all ages and abilities.

Side Note Box/callout: Understanding Health Equity
Health Inequities are differences in health “that are a result of systemic, avoidable and unjust social and economic policies and practices that create barriers to opportunity.” These are distinct from health disparities, which are “differences in health status among distin ct segments of the population including differences that occur by gender, race or ethnicity, education or income, disability, or living in various geographic localities.”64 Health is influenced by a complex combination of factors , including genetics, biol ogy, and individual behavior; access and barriers to health care; and social, economic, and physical environments.65 This last category, the social, economic and physical environments, collectively referred to as “social determinants of health,” has the greatest impact on the quality and length of a person’s life. As key drivers of health inequities, social determinants of health like race, education, and income represent an important leverage point in advancing health equity.

Health Equity is achieved when every person has the opportunity to attain their full health potential, and no one is disadvantaged from achieving this potential because of their social position or other socially determined circumstances.

1 Rudolph, L., Caplan, J., Ben-Moshe, K., & Dillon, L. (2013). Health in All Policies: A Guide for State and Local Governments. Washington, DC and Oakland, CA: American Public Health Association and Public Health Institute. 65 Ibid.

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Because virtually all General Plan elements affect the social factors and physical conditions of a place, many of the goals and policies in other elements overlap with those in the Public Health and Equity Element. Specific areas of focus in the Public Health and Equity Element include:
• Establishing a citywide “Health in All Policies” approach; • Reducing the effects of pollution and encouraging environmental sustainability; • Fostering complete neighborhoods that are supportive of physical activity; • Developing and supporting a comprehensive community food system; • Promoting the development of high-quality, affordable housing; and • Enhancing community bonds and sense of belonging.

RELATIONSHIP TO STATE LAW
Senate Bill 1000 (SB 1000), also known as the Planning for Healthy Communities Act (Chapter 587, Statutes of 2016), requires local jurisdictions that are adopting or revising two or more elements of their general plans concurrently on or after January 1, 2018 to incorporate environmental justice (EJ) in their general plan if they have a disadvantaged community (see the callout box, “What is a Disadvantaged Community?”) . Jurisdictions without formally -defined disadvantaged communities, like the City of Napa, are not required to have an EJ element; however, this chapter addresses topics typically included in an EJ element, such as public health, in order to proactively promote equity and protect human health in Napa’s communities.

The U.S. Environmental Protection Agency (EPA) defines environmental justice as:
"The fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income with respect to the development, implementation, and enforcement of environmental laws, regulations, and policies. Fair treatment means that no group of people should bear a disproportionate share of the negative environmental consequences resulting from industrial, governmental, and commercial operations or policies."66
Based on SB 1000, there are eight focus areas that environmental justice policies should address:
• Pollution exposure, including air, water, and soil quality; • Access to public facilities;
• Safe and sanitary homes;
• Healthy food access;
• Opportunity for physical activity;
• Unique or compounded health risks;
• Civic engagement; and

66 United States Environmental Protection Agency. Learn about environmental justice, 2017.

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• Investment prioritization in disadvantaged communities.

In addition to identifying the problems and areas that are unfairly impacted by cumulative burdens by assessing social determinants of health , pursuing environmental justice means ensuring equitable access to environmental benefits, investments, and other resources for low - income communities and communities of color. Doing so can address the uneven distribution of amenities along race and class lines that reflect long legacies of racism and discrimination in land use planning and development. Understanding what kind , and where , the compounded environmental burdens and socioeconomic factors are concentrated in the City, and engaging the community—especially those who are most marginalized, vulnerable, and/or under-resourced— is essential to achiev ing a high level of overall health , livelihood, and sustainability for all Napa residents.

RELATIONSHIP TO COMMUNITY VISION AND GUIDING PRINCIPLES The Public Health and Equity Element provides a foundation for creating complete neighborhoods that support the health, well-being, and opportunity for all residents. This element most closely furthers the following Napa Community Vision and Guiding Principles:

Guiding Principle 1: Foster Napa as a community of connected neighborhoods, with vibrant, walkable districts, and revitalized corridors.

Guiding Principle 2: Increase travel options through enhanced walking, bicycling, and public transportation systems, and promote mobility through increased connectivity and intelligent transportation management.

Guiding Principle 6: Emphasize environmental sustainability.

Side Note Box/callout: What is a Disadvantaged Community? California law defines a disadvantaged community as “an area identified by the California Environmental Protection Agency […] or an area that is a low -income area that is disproportionately affected by environmental pollution and other hazards that can lead to negative health effects, exposure, or environmental degradation.” A “low-income area” is “an area with household incomes at or below 80 percent of the statewide median income or with household incomes at or below the threshold designated as low-income by the Department of Housing and Community Development’s list of state income limits.” The California Environmental Protection Agency (CalEPA) developed the California Communities Environmental Health Screen Tool (CalEnviroScreen) to identify disadvantaged communities.

CalEnviroScreen uses environmental, health, and socioeconomic information for each census tract in the state to produce a cumulative sco re based on the degree of exposure to pollution, adverse environmental effects caused by pollution, presence of sensitive populations (e.g., those with asthma or cardiovascular disease), and socioeconomic factors that increase vulnerability (e.g., low household income, low educational attainment, and unemployment). A disadvantaged community is defined as a census tract with an overall score in the top 25th percentile.

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Guiding Principle 7: Achieve a healthy and safe community for all.

9.2 Health in All Policies
Promoting public health and achieving healthy communities are central goals of environmental justice, and the conditions of the built environments i n which people live, work, play, and age have a tremendous impact on the well -being of the community. However, these conditions can vary greatly throughout the City and lead to an array of health risks and outcomes. Social determinants of health—such as race and ethnicity, income, educational attainment, the physical environment, position and place of employment, social support networks, and access to healthcare—are used to measure and assess the unique and compounded health risks facing certain segments of the community, and plan for positive health outcomes.

Side Note Box/callout: Why do we need Health in All Policies? Health in All Policies is a framework based on the recognition that our greatest health challenges—for example, chronic illness, health inequities, climate change, and spiraling health care costs—are highly complex and often linked. Promoting healthy communities requires that we address the social determinants of health, such as transportation, education, access to healthy food, economic opportunities, and more. This requires innovative solutions, a new policy paradigm, and structures that break down the siloed nature of government to advance collaboration.
--Public Health Institute, Health in All Policies: A Guide for State and Local Governments, 2013.

Napa County has consistently ranked among the top 10 healthiest counties in California since 2016.67 Chart 9-1 shows the crude prevalence of negative health outcomes for adults 18 and older.

The City has similar rates of negative hea lth outcomes when compared to the County, although these outcomes differ throughout the City. Figure 9-1 maps where these indicators are most concentrated in the City by overlaying the issues where they are greater than the citywide median.

Figure 2-8 in Chapter 2: Land Use and Community Design shows the City area names, which are referenced in this section. Areas with the greatest rates of obesity, diabetes, high blood pressure, and poor physical health tend to be in the northern portions of the City, including the Vintage and Pueblo areas, in addition to portions of Central Napa; areas with none or only one issue greater than the citywide median include Browns Valley, Alta Heights, Terrace/Shurtleff, Beard, and most of the southern end of the City. The mid-south part of the City (River East) is highly ranked with poor health outcomes as well, which is most likely due to the Napa State Hospital.

67 University of Washington Population Health Institute, County Health Rankings & Roadmaps, 2021.

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Chart 9 -1: Health Outcomes for Adults ages 18 and over

Source: Centers for Disease Control and Prevention, PLACES: Local Data for Better Health, 2020.

Side Note Box/callout: Five Key Elements of Health in All Policies

1. Promote health, equity, and sustainability. Health in All Policies promotes health, equity, and sustainability through two avenues: (1) inco rporating health, equity, and sustainability considerations into specific policies, programs, and processes, and (2) embedding health, equity, and sustainability considerations into government decision - making processes so that healthy public policy becomes the normal way of doing business.

2. Support intersectional collaboration. Health in All Policies brings together partners from the many sectors that play a major role in shaping the economic, physical, and social environments in which people live, and therefore have an important role to play in promoting health, equity, and sustainability. A Health in All Policies approach focuses on deep and ongoing collaboration.

3. Benefit multiple partners. Health in All Policies values co-benefits and win-wins. Health in All Polices initiatives endeavor to simultaneously address the policy and programmatic goals of both public health and other agencies by finding and implementing strategies that benefit multiple partners.

4. Engage stakeholders. Health in All Policies engages many stakeholders, including community members, policy experts, advocates, the private sector, and funders, to ensure that work is responsive to community needs , and to identify policy and systems changes that are necessary to create meaningful and impactful health improvements.

5. Create structural or process change. Over time, Health in All Policies work leads to institutionalizing a Health in All Policies approach throughout the whole of government.

This involves permanent ch anges in how agencies relate to each other and how government decisions are made, structures for intersectoral collaboration, and mechanisms to ensure a health lens in decision-making processes. --Public Health Institute, Health in All Policies: A Guide for State and Local Governments, 2013.

City County
7 9
6 27 26
6 12
3 8 10
6 31
25 6
12 3
Cancer Diabetes Heart Disease High Blood
Pressure
Obesity Pulmonary
Disease
Poor Physical
Health
Stroke
City County
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Napa County Public Health oversees the Chronic Disease and Health Equity (CDHE) Program, which aims to improve chronic disease -related health outcomes by increasing health equity in Napa County, meaning that everyone has a fair and just opportunity to be healthier. This program measures three factors (physical inactivity, poor diet, and tobacco use) as they contribute to four diseases (cancer, heart disease and stroke, Type 2 diabetes, and lung disease), and assesses community health based on whether these diseases result in more than half of deaths in Napa County. Programs within CDHE address the factors that contribute to leading causes of death in the County, including the Tobacco Control Program, Supplemental Nutrit ion Assistance Program – Education (SNAP -ED), Epidemiology and Surveillance, and Medi -Cal Administrative Activities (MAA). CDHE also partners with Live Health Napa County (LNHC), a public-private partnership that brings together representatives from across the community, including: public health; hospitals and healthcare; business, industry, and funders; government and public safety; education; nonprofits; and the general community. LHNC and Napa County Public Health collaborate to produce the County Health Assessment (CHA) to measure changes in health and use this information to develop the Community Health Improvement Plan (CHIP), which implements activities and policies to improve health and wellness in the County. The CHIP is based on the Livable Communities framework, which has eight domains of community life affecting health and well-being: Outdoor Space and Buildings; Transportation; Housing; Social Participation; Respect and Social Inclusion; Civic Participation and Employment; Community Support and H ealth; and Communication and Information. A second health assessment involved a d eep dive into conditions contributing to food insecurity in Napa County.68 Between the two health assessments, four of these domains —Respect and Social Inclusion, Food Insecur ity, Housing, and Transportation—were identified as priority areas for the 2019 CHIP by community members during Napa County’s Strategic Planning process in 2018.

Economic well-being is a social determinant of health that is inherently interrelated to many other aspects of a person’s overall health. Moreover, given that health inequities have significant cost implications, such as health care expenditures that further disadvantage those already at -risk, addressing equity in economic opportunities is an impo rtant step in achieving a healthy community. Studying and engaging the community about financial health issues such as income instability, job insecurity, and other barriers to economic mobility—including a lack of financial education—will play a pivotal role in ensuring a longer -term impact on health outcomes and improving health equity.

Race and ethnicity also represent a critical lens for public health. In September 2020, the Napa City Council unanimously adopted Resolution R2020 -116 “affirming that discrimination and systemic racism is a public health crisis that results in disparities in family stability, health and mental wellness, education, employment, economic development, public safety, criminal justice experience and housing.” New, multi-year, mandatory training programs covering topics including Implicit Bias; Cultural Awareness and Celebrating Diversity; Racial Justice and Equality; Age and Ability; LGBTQ+; and Gender Identity and Equality help support the government in being more accessible, equitable, and inclusive . The City also launched the Equity Initiative in early 2021 to address this public health crisis. Partially funded through partnership with the National League of Cities’ (NLC) Cities of Opportunity Initiative, t he Equity Initiative takes a grassroots approach to

68 Napa County, Community Health Assessment Executive Summary. 2018. Accessed via web November 2021. http://www.livehealthynapacounty.org/uploads/5/1/4/4/51449431/cha_exec_summary_eng.pdf Chapter 9: Public Health and Equity Element

tackle the root causes of social injustice in the community through deep collaboration with community stakeholders and meaningful community engagement. The City has also recently joined the Government Alliance on Race and Equity (GARE) to cement its long-term commitment to achieve racial equity and advance opportunities for all.

The City will coordinate with Napa County Public Health, LHNC, and other community efforts such as the Equity Initiative to addre ss community health in Public Health and Equity policies. As a framework based on a comprehensive understanding of health, a successful Health in All Policies approach needs to establish inter -agency cooperation underpinned by an intersectional understanding of how various agencies’ policy decisions will impact the community; it requires the various agencies and departments whose policies and actions affect the social determinants of health to recognize shared goals, collaborate strategically, and coordinate their efforts.

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Figure 9 -1: Health Outcomes

Chapter 9: Public Health and Equity Element

9.3 Healthy and Sustainable Natural Environment
One of the key components of a healthy community is the quality and sustainability of the environment, including clean air, soil, and water; protection of green and open spaces, including a healthy tree canopy and agricultural lands; and minimized pollution exposure including toxics, greenhouse gas (GHG) emissions, and waste. For more about urban forestry and green spaces as pertaining to sustainability, see Chapter 6: Climate Change and Sustainability. For information about agricultural lands and protection of natural resources, see Chapter 7: Natural Resources Conservation.

Some areas of the City are at greater risk of pollution exposure than others. The CalEnviroScreen

3.069 screening tool compares the pollution burden of census tracts based on exposure to, and environmental effects of pollution in the air, water, and soil. These indicators include Ozone; Particulate Matter (PM) 2.5 70; Diesel PM; Drinking Water Contaminants; Pesticide Use; Toxic Releases from Facilities; Traffic Density; Cleanup Sites; Groundwater Threats; Hazardous Waste Generators and Facilities; Impaired Water Bodies; and Solid Waste Sites and Facilities.

Based on this methodology, five census tracts in the City have a CalEnviroScreen Pollution Burden score above 50 percent. These tracts are primarily located east of the Napa River but also include the southern Downtown area. The issues that contribute most to their high-ranking scores include proximity to solid waste, hazardous waste, and cleanup sites. Broader issues with a citywide median percentile score above 50 include the potential for contaminated drinking water, exposure to pesticides, groundwater threats, and toxic releases. Figure 9 -2 identifies the tracts that are most affected by these indicators, which encompass the entirety of the southern portion of the City. Scores related to water quality do not apply to City of Napa, since the City’s drinking water is supplied by treated municipal surface water , and the CalEnviroScreen Pollution Burden does not take municipal water supply operations into account.

Side Note Box/callout: Pollution Sources
Toxic cleanup si tes are places that are contaminated with hazardous chemicals , and require cleanup by the property owners or government. Groundwater threats happen when hazardous chemicals are stored in containers on land or in underground storage tanks; leaks from tanks can contaminate soil and groundwater. Common soil and groundwater pollutants include gasoline and diesel fuels at gas stations, as well as solvents, heavy metals , and pesticides. Hazardous waste contains chemicals that may be harmful to health. Solid waste facilities, as well as illegal sites that do not comply with the law, can harm the environment and potentially expose people to hazardous substances. Solid waste facilities can also raise concern in a community about odors, insect pests, vermin, and truck traffic. For more information about hazards and hazardous

69 This General Plan uses data from the latest version of CalEnviroScreen 3.0, which was updated in June 2018. This tool is currently in the process of being updated as CalEnviroScreen 4.0, which has not been formally adopted as of August 2021.
70 PM2.5 are very small particles in the air that are 2.5 micrometers (about one ten-thousandth of an inch) or less in diameter—which is less than the thickness of a human hair—and is a mixture that can include organic chemicals, dust, soot, and metals that come from cars and trucks, factories, wood burning, and other activities.

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materials, see Chapter 8: Safety and Noise. For information about the City’s successful solid waste and recycling programs and goals, see Chapter 4: Community Services, Parks, and Recreation.

The City enjoys relatively good air quality, likely correlated with the few industrial, manufacturing, and refinery uses in the Planning Area. However, soil and water quality can be affected by agricultural activity such as the use of pesticides and other chemicals, in addition to some industrial activity in the City that may handle hazardous wastes and toxics. These issues pose a health risk for all Napa residents but are especially concerning when pollution sources are located close to residential areas and sensitive receptors such as hospitals, schools, daycare facilities, and senior housing, where the occupants are most susceptible to the adverse effects of toxic chemicals, pesticides, and other pollutants.71 As seen in Figure 9-3, most of the pollution sources in the City are located along major roads including Soscol Avenue, Highway 29, Jefferson Street, and Trancas Street, in addition to the industrial/corporate park area at the south edge of the City.

While pollution sources are generally located away from most sensitive receptors, certain school locations coincide with areas with a high concentration of pollution sources, including Napa High School and New Technology High School. Policies in this element address the health and safety of residential areas, schools, watersheds, and other sensitive receptors, and supplement policies in other element s of the General Plan , including Chapter 2: Land Use and Community Design; Chapter 4: Community Services, Parks, and Recreation; Chapter 8: Safety and Noise; and the Housing Element.

71 U.S. Environmental Protection Agency, What are Sensitive Receptors?, 2017. https://www3.epa.gov/region1/eco/uep/sensitivereceptors.html.

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Figure 9 -2: Pollution Burden

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Figure 9 -3: Pollution Sources and Sensitive Receptors

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9.4 Complete and Active Neighborhoods
Healthy communities are places that have everything people need to thrive. This means fostering complete and livable communities that have quality schools, parks and recreational facilities, childcare, libraries, financial services, and other components th at meet people’s daily needs.

Healthy communities are safe, sustainable, accessible, and affordable, with convenient access to public transportation near housing, enjoyment of arts and culture, and environments that foster physical activity.

Safe and convenient access to parks and recreation are important community health indicators.

Regular physical activity has many physical health benefits, including a reduced risk of coronary heart disease, obesity, hypertension, strokes, some cancers, and prematur e mortality. Regular physical activity is also associated with emotional health benefits, such as reduced depression, anxiety, and stress, as well as improved mood and the ability to perform tasks.72 The 2010 Parks and Facilities Master Plan (PFMP) is a long-range planning effort used to guide the provision of high-quality parks and recreation facilities for residents and visitors to the City. This plan identified the needs and priorities of park users based on a detailed assessment of existing park sites and recreation al facilities, and community involvement, which has helped build momentum and support for parks and recreation services as a key factor in the City’s public health.

The PFMP also identified and prioritized improvements to barriers identified in the 2008 City of Napa Americans with Disabilities Act (ADA) Self Evaluation and Transition Plan. Parks were assigned one of three priorities, reflecting the level of obstacles to facility or programs access, and many required improvements to walks, picnic, and play areas. Furthermore, walkshed analysis in Figure 9-4 reveals that some neighborhoods adjacent to these resources do not have the same level of access as others due to a lack of entry points, private property barriers, and other obstacles. An updated transition plan and update to the PFMP could help to improve walkability.

Napa residents have access to 67 parks and recreational facilities operated by the City, in addition to public recreational facilities provided by other public agencies including the Napa Valley Unified School District (NVUSD) and Napa Valley College (NVC). Homeowners’ associations and many private organizations and business also provide recreational facilities through private agreements.

In all, these amenities account for app roximately 1,086.4 acres of parks and open spaces for a current parkland ratio of 13.6 acres per 1,000 residents, which is higher than other cities in Napa County and significantly higher than the standard (community and neighborhood) parkland dedication ratio range of three to five acres per 1,000 residents. Figure 9 -4 shows parkland accessibility in Napa. Most areas of the City are within a five- to ten-minute walking distance of a park (Figure 4-5), which meets the ten-minute (one half-mile) measure used by the National Parks Service and Centers for Disease Control and Prevention (CDC) relating park access and associated health benefits.

72 U.S. Department of Health and Human Services, Physical Activity and Health: A Report of the Surgeon General, Atlanta: U.S. Department of Health and Human Services, Centers for Disease Control and Prevention, National Center for Chronic Disease Prevention and Health Promotion, 4-8, 1996.

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Improving the City’s open spaces, parks, urban forest, and recreation centers can support a greener, heal thier City, with more opportunities for residents to get out and play, socialize, experience nature, and exercise . Ultimately, these assets will help support a healthy City—for residents, local wildlife, and the natural environment —that is more economicall y sound, environmentally thriving, and socially just.

In addition to parks, the City of Napa Parks and Recreation Department offers classes, sports leagues, activities, and camps for residents at facilities such as the Pelusi Recreation Building, Las Flores Community Center, and the Senior Activity Center. Outdoor activities are also available at venues such as Main Street Boat Dock and Napa Golf Course at Kennedy Park. Trails including the Napa River, Vine, and Ridge to River trails represent another impor tant mode of connection and physical activity for pedestrians and cyclists. More information about parks and recreational facilities is covered in Chapter 4: Community Services, Parks, and Recreation, and open space and natural areas are addressed in Chapter 7: Natural Resources and Conservation.

The City has an average citywide Walk Score of 42 and a Bike Score of 60, meaning that it is largely Car-Dependent and Somewhat Bikeable, but most errands require a car. The most walkable neighborhoods are Downtown, Central Napa, Fuller Park, and Beard, while neighborhoods outside the central core of the City are generally not very walkable. This means that some residents are within walking distance of amenities such as parks, restaurants, and grocery stores, and are supported by pedestrian-friendly infrastructure, but this is not necessarily true for the entire City. Figure 9-5 shows that pedestrian amenities are concentrated around Downtown Napa, while amenities for cyclists have a slightly broader reach across the City.

Side Note Box/callout: Walk Score
Walk Score is a tool developed by a private company with urban planning, environmental, and technical experts that measures the walkability of any address based on hundr eds of walking routes to nearby amenities within a five - to 30-minute walk. The score is based on the distance to amenities, and also measures pedestrian-friendliness by analyzing population density and road metrics such as block length and intersection density using data from sources like Google, Open Street Map, and the U.S. Census.

Scores range from 0 to 100, and are generally categorized into five typologies:
• Walker’s Paradise (90-100): Daily errands do not require a car. • Very Walkable (70-89): Most errands can be accomplished on foot. • Somewhat Walkable (50-69): Some errands can be accomplished on foot. • Car-Dependent (25-49): Most errands require a car.
• Car-Dependent (0-24): Almost all errands require a car.

Bike Score measures whether an area is good for biking. For a given location, the score is calculated by measuring bike infrastructure (lanes and trails), hills, destinations and road Chapter 9: Public Health and Equity Element

connectivity, and the number of bike commuters based on data from U.S. Geological Survey (USGS), Open Street Map, and the U.S. Census.

Scores range from 0 to 100, and are generally categorized into four typologies:
• Biker’s Paradise (90-100): Daily errands can be accomplished on a bike. • Very Bikeable (70-89): Biking is convenient for most trips. • Bikeable (50-69): Some bike infrastructure.
• Somewhat Bikeable (0-49): Minimal bike infrastructure.

The overall Walk Score in Napa is 42, but
areas like Downtown, Beard, and Fuller
Park are more amenable to pedestrians.

Napa has a Bike Score of 60, which is
somewhat bikeable. Compared to the
Walk Score, a greater amount of the City
has infrastructure and amenities that
support cyclists.

Source: Walkscore.com, 2021.

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Figure 9 -5 Walking and Biking in Napa

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Convenient access to public transit also helps community members increase physical activity and decrease vehicle miles traveled (VMT). Almost one-third of Americans who commute to work via public transit meet their daily requirements for p hysical activity (30 or more minutes a day) by walking as a part of their daily life, including to and from transit stops. 73 However, very few residents within the Planning Area utilize public transit or active transportation. Over 87 percent of residents in the Planning Area commute to work via car, truck, or van. Of those, 77.0 percent drove alone, while 10.5 percent carpooled. At the County level, only 1.7 percent of the population uses public transit to commute to work, compared to 5.1 percent in California.74 Connection throughout the City and to the surrounding region is provided by the Vine Transit bus service system, which is operated by Napa Valley Transportation Authority (NVTA). Vine Transit has 13 routes, including three that connect to neighboring cities such as Sonoma, Calistoga, and Fairfield. Most of the routes within the City have a headway of about 30 minutes ( e.g., one bus arrives at a given stop every 30 minutes), excep t for the routes serving Browns Valley and the north Central Napa area (Redwood Park/Justin Siena High School/Sutherland/Pear Tree), which have a headway of about 45 minutes. As seen in Figure 9 -6, most of the City is within a 5- or 10- minute walking distance of a bus stop; however, certain areas near the edges of the City such as Browns Valley, the portion of Vineyard Estates near Alston Park, eastern Alta Heights, and the northern part of Vintage are less well-served.

73 L. Besser and A. Dannenberg, “Walking to Public Transit: Steps to Help Meet Physical Activity Recommendations”.

Vol. 32, Issue 4, American Journal of Preventive Medicine, at 273-280, 2005. 74 U.S. Census Bureau, American Community Survey 2015-2019.

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Figure 9 -6 Transit Accessibility

Chapter 9: Public Health and Equity Element

In addition to being walkable and well -served by public transit, a healthy community also has convenient access to medical services. When health care facilities are accessible via public transit, medical care is more readily accessible to those without c ars or who do not drive. There are multiple medical facilities located within the Planning Area, ranging from large hospitals and medical complexes, such as Providence -St. Joseph Queen of the Valley Medical Center, Kaiser Permanente, and Napa Valley Pediat rics, to smaller medical offices like Napa Dialysis and OmniFlo. The Planning Area also includes five Federally Qualified Health Centers (FQHCs) operated by OLE Health. FQHCs are community -based health care providers and critical community development facilities that provide primary care services in underserved areas. Many of these medical centers are within walking distance of residential neighborhoods; however, these facilities tend to be clustered toward the geographical center of the City, meaning that residents from neighborhoods such as Browns Valley and Alta Heights have to travel greater distances to access health services (see Figure 9-7).

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Figure 9 -7 Access to Health Centers

Chapter 9: Public Health and Equity Element

9.5 Food System
Access to healthy foods is also important to a community’s health. Having good food access means that food is affordable, nutritious, and within an accessible distance from home. The presence of a supermarket in a neighborhood is linked to higher fruit and vegetable consumption, as well as a reduced incidence of obesity.75 Hunger makes it difficult to focus at school or work, and because food is one of the most basic human needs, food insecurity can force people to make choices that place food above other necessities, like medicine or other basic needs.

Side Note Box/callout: What is Food Insecurity?
According to Feeding America, 7.9% of residents in Napa County were food insecure in 2018, which directly impacts the health of these residents. The U.S. Department of Agriculture (USDA) defines food insecurity as li mited or uncertain availability of nutritionally adequate foods , or uncertain ability to acquire these foods in socially acceptable ways. Poverty and unemployment are frequently predictors of food insecurity in the United States.

The Supplemental Nutritio n Assistance Program (SNAP, formerly known as food stamps) , is a federal anti-hunger program and primary source of nutrition assistance for many low -income people. In California, SNAP is known as CalFresh. SNAP improves food security, offers benefits that enable families to purchase healthier diets, and frees up resources that can be used for health-promoting activities and needed medical care. Conversely, studies have shown that the loss of SNAP benefits is associated with food insecurity and poor health in working families with young children.

The Special Supplemental Nutrition Program for Women, Infants, and Children —better known as the WIC Program—serves to safeguard the health of low -income pregnant, postpartum, and breastfeeding women, infants, and children up to age 5 who are at nutritional risk by providing nutritious foods to supplement diets; information about healthy eating, including breastfeeding promotion and support; and referrals to health care.

Food access and food insecurity is one of three identified focus areas in the 2018 Community Health Assessment produced by LHNC. LHNC partnered with the Napa County Health and Human Services Agency to conduct the Napa County Emergency Food System Study , which sought to better understand the barriers to access to existing emergency food services (including cash aid, bulk groceries, and prepared food ) and subsequently identify opportunities to improve and expand programs, services, and coordination. The study surveyed emergency food provision system users and non -users in the County, who largely appreciated the quality and provision of healthy food, including fresh fruits and vegetables, from food assistance programs. The greatest barriers the study found were: lack of awareness about the programs, lack of qualification to

75 Inagami, S., et al., “You Are Where You Shop: Grocery Store Locations, Weight, and Neighborhoods”, Vol. 31, Issue 1, American Journal of Preventative Medicine, 10-17. See also K. Morland et al., “Supermarkets, Other Food Stores, and Obesity: The Atherosclerosis Risk in Communities Study”, Vol. 30, Issue 4, American Journal of Preventative Medicine, 333-339, 2006.

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participate (or perception of such), unavailability during the time or day the program is offered, difficulty of getting to the program, and not feeling comfortable attending the program.

Focus groups were also selected to further explore these barriers, comprising three priority populations: low-income older adults, adults experiencing homelessness, and Spanish -speaking low-income adults. Low-income, older adults identified lack of transportation, difficulty using the food provided by programs (due to dietary restrictions, lack of refrigerated storage, etc.), and lack of awareness of emergency food system programs as their primary barriers. Adults experiencing homelessness reported stigma, di fficulty using the food provided by programs, and lack of transportation as top barriers . Low-income, Spanish-speaking adults cited the dates and times that emergency food programs are offered, income eligibility requirements for programs, and immigration status as preeminent barriers.76 Chart 9-2 illustrates the percentage of participants in each focus group that identified certain barriers as a “Big problem” (out of three options , representing: “Not at a problem,” “Somewhat of a problem,” and “Big problem”) for their communities.

Chart 9 -2: Participant Responses Identifying Barriers as a “Big Problem” by Focus Group

Source: Adapted from Table 8 of the Napa County Emergency Food System Study: Final Report, 2018.

According to data from the 2019 American Community Survey (ACS), 4.6 percent of households in the City participate in the Supplemental Nutrition Assistance Program (SNAP), which is more than Napa County (4.1 percent) , but less than California (8.9 percent). Of these households receiving SNAP benefits, over 35 percent are single -headed households, and almost 74 percent have children under 18 years of age. About 27 percent of households receiving SNAP benefits have one or more people in the household who are 60 years old and over. It is especially important to provide adequate access to healthy food for these vulnerable populations.

76 Public Health Institute and Napa County Health & Human Services Agency, Napa County Emergency Food System Study: Final Report, 2018.
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Adults Experiencing Homelessness Older Adults Spanish Speaking Chapter 9: Public Health and Equity Element

Figure 9-8 shows that a majority of grocery stores are located near the center of the City; while most of the Planning Area is well-served by convenient and accessible food markets (e.g., within one-half mile, or a 10-minute walking distance), there are large gaps in the southern and eastern portions of the City where no grocery stores or food markets are within walking distance.

Meanwhile, the Vintage/Beard neighborhoods in the north central part of the Planning Area are especially well-served by larger supermarket chains and smaller neighborhood markets. CalFresh- certified vendors and vendors participating in WIC, including convenience stores such as ABC Foods and Hidalgo’s Market , are also generally located toward the core and along commercial corridors of the City.

9.6 High Quality and Affordable Housing
Beyond being a source of shelter, a home provides a sense of security, health, peace of mind, and center of life. It is important to the City that everyone, from homeowners to middle-class renters to unhoused residents, has access to safe, sanitary housing. Factors such as whether or not a person's home is located in a resource -rich, complete neighborhood; whether there is overcrowding; is of high quality and free from health hazards; is affordable and not a financial burden; and is a place where people can remain if they so choose all have a profound influence on a person’s health and well-being.

In addition to being a world -class dest ination known for its wineries and culture, Napa is an attractive place to live because it is an affordable alternative within the Bay Area ; home prices within the City are relatively low compared to average home prices in the urban Bay Area.

According to data from the U.S. Census 2015-2019 American Community Survey (ACS), during this time period there were approximately 30,400 housing units within City Limits. Of these, nearly 70 percent were single-family homes and about 58 percent of all homes were owner-occupied, while renter-occupied housing made up about 42 percent of all homes. In 2019, t he citywide typical (35th to 65th percentile) house value for single-family residences was $701,216; countywide, the typical house value was $702,656, and the average typical house value for the regional Bay Area was $751,100.77
One result of high housing prices is that people may settle for housing that is too small for their household, or have additional related or unrelated people living in the same housing unit , resulting in residential crowding living conditions. Residential crowding reflects demographic and socioeconomic conditions, and can affect both renters and homeowners . Older-adult immigrant and recent immigrant communities , low-income families, and renter-occupied households are more likely to experience household crowding. The Housing Element provides greater analysis into residential crowding and other housing needs. The 2015 Housing Element states that 5.2 percent of households in Napa are overcrowded (between 1 to 1.5 people per room ), and 2.4 percent are very crowded (more than 1.5 people per room). Of the overcrowded units, 3.8 percent of owner -occupied units are overcrowded, while 13.2 percent of renter occupied units are overcrowded.78

77 Zillow Home Value Index (ZHVI). Estimates for December 31, 2019, ZHVI Single-Family Homes Time Series, 2021. 78 Comprehensive Housing Affordability Strategy (CHAS) based on U.S. Census 2006-2010 ACS data.

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Figure 9 -8: Access to Healthy Food

Chapter 9: Public Health and Equity Element

Housing costs have generally increased over the past decade (shown in Chart 9 -3), and accordingly, housing has increasingly become a financial burden for residents. Housing security is largely defined by people's ability to pay the rent or mortgage and remain in their neighborhoods if they choose, but when people must devote a high percentage of their incomes to housing costs, this can leave little left over for food, medications, school supplies , or other necessities. In the case of low -income households (those making less than 80 percent of the County's median income), this may al so lead to housing-induced poverty. Households spending more than 30 percent of their income on housing are said to be “burdened,” and those spending more than 50 percent of their income on housing are “significantly burdened.” Overall, 22 percent of households in the City are housing burdened, and 16 percent of households are significantly housing burdened.79
Chart 9 -3: Housing Value Trends, 2010 -2020
Source: Zillow Home Value Index Single-Family Homes Times Series estimate for December 31,2019 (2021).

A majority of the City’s residents are homeowners, making up 58.3 percent of total households in Napa. Renter-occupied units make up the remaining 41.7 percent, which is significantly higher than the proportion of renters in Napa County (35.8 percent). Although they represent a smaller proportion of households, renters are more likely to be housing burdened than homeowners; 28 percent of renters in Napa are housing burdened , and 23 percent are significantly housing burdened. In comparison, 17 percent of homeowners are housing burdened, and 12 percent are significantly housing burdened.

Eviction risk is relatively low in Napa, with a citywide eviction rate of 0.42 percent ( e.g., the number of evictions per 100 renter homes) compared to a nationwide average of about 2.3 percent.80 However, when factors including low -income status, increasing housing costs, and

79 Department of Housing and Urban Development, Consolidated Planning/Comprehensive Housing Affordability Strategy (CHAS) Data for the 2013-2017 period, 2020.
80 Eviction Lab, Princeton University, 2016. Data note: This eviction rate has been flagged by Eviction Lab as a potential underestimate due to incomplete data concerns; however, some places may simply have low eviction rates.
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eviction risk are compounded, displacement emerges as a growing concern. Based on data from the Urban Displacement Project, which studies housing market dynamics in relationship with socioeconomic and sociopolitical factors to assess gentrification and displacement risk within census tracts, the City is characterized by a number of different typologies ( e.g., risk categories, see Figure 9 -9). As mapped in Figure 9 -10, areas along the outer eastern and western edges of the City are Stable Moderate/Mixed Income, except for west Browns Valley, which is Becoming Exclusive. Tracts along the east side of Napa River are generally where risk of displacement or gentrification is higher. Advanced Gentrification is occurring In the Von Uhlit Ranch/Stonehouse area as well as Coventry Manor, Sheveland Ranch and part of Fuller Park. The area encompassing Napa Valley College, Kennedy Park, and the State Hospital is also identified as a place At R isk of Gentrification; however, this may be due to low population and demographic information in the area. Places where displacement is a growing concern include the northern edge of the City, part of Pueblo Park, Downtown/Napa Abajo, and part of Westwood, which are Low- income/Susceptible to Displacement, in addition to the area along Highway 29 south of Trancas Street that includes parts of Beard, McPherson, and Central Napa neighborhoods. Neighborhoods that are at risk of gentrification or displacement warrant additional observation to track if lower- income people are being priced out of the market . Neighborhoods that are designated as Advanced Gentrification or Becoming Exclusive could benefit from affordable housing projects and anti-gentrification/displacements measures to improve access for lower-income households.

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Figure 9 -9: Displacement, Gentrification, and Exclusion Typologies Source: Urban Displacement Project, UC Berkeley, 2020.

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Side Note Box/callout: What is Gentrification?
Gentrification: A process of neighborhood change that includes economic change in a historically disinvested neighborhood by means of real estate investment and new higher-income residents moving in; as well as demographic change, not only in terms of income level, but also in terms of changes in the education level or racial make-up of residents.

Gentrification is complex – to understand it, there are three key things to consider:

6. The historic conditions, especially policies and practices that made communities susceptible to gentrification. For example, redlining, urban renewal, and the foreclosure crisis have perpetuated inequitable allocation of resources and opportunities. • Redlining was a process used by the Federal Home Owners’ Loan Corporation (HOLC) from the 1930s to 1960s to rate neighborhoods to guide investments.

The name derives from the practice of identifying “hazardous” neighborhoods that were deemed riskiest in red. These neighborhoods were predominantly communities of color – a result of explicit discriminatory policy based on racial demographics that made it hard for residents in redlined communities to get loans for homeownership or maintenance, leading to cycles of disinvestment. • Urban Renewal in the latter half of the 20th century largely focused federal and mega-city projects , such as highway system expansion s, in central city neighborhoods where low -income households and communities of color were concentrated after th e migration of more affluent, predominantly white populations to outer -city suburbs. Urban renewal programs resulted in mass clearances of homes, businesses, and neighborhood institutions, and set the stage for widespread public and private disinvestments in the following decades.

7. The way that central city disinvestment and investment patterns are taking place today as a result of these conditions. For instance, historic housing stock and proximity to city centers as well as the relative affordability has attracted people and capital back into historically disinvested neighborhoods.

8. The ways that gentrification impacts communities. While increased investment in an area can be positive, gentrification is often associated with displacement, which means that in some of these communities, long -term residents are not able to stay to benefit from new investments in housing, healthy food access, or transit infrastructure.

Source: Chapple, K. & Thomas, T. (2020). Berkeley, CA: Urban Displacement Project. https://www.urbandisplacement.org/gentrification-explained.

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Figure 9 -10: Gentrification and Displacement Risk

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Housing quality is another essential need for a healthy community. Housing quality means that the places where people live are safe, sanitary, and in a condition that supports the well-being of its occupants. Data collected by the Department of Housing and Urban Development (HUD) identifies four kinds of housing problems for households: 1) housing unit lacks complete kitchen facilities; 2) housing unit lacks complete plumbing facilities; 3) household is overcrowded; and 4) household is cost-burdened. A household is said to have a housing problem if they have one or more of these four problems. In the City , 40.7 percent of housing stock have sub -standard conditions. This metric greatly differs between owners and renters: 29.4 percent of owners are in sub-standard housing units, compared to 56.5 percent of renters.

Between 2015 and 2020, the City issued permits for the construction of 1,170 new housing units.

Of these, a vast majority (930 units) are in the Above Moderate-income range and 177 units are in the Low or Very Low-income categories.81 Recent projects have included mixed-use and multi- family residential developments such as Register Square in Downtown and The Braydon Apartments along Soscol Avenue to the south. While these projects are important contributors to the City’s housing stock, affordability continues to be a pressing concern. The Ge neral Plan considers new State laws and unique opportunities or constraints by establishing specific goals and policies to support housing that is affordable for residents; that is located in places that are resource-rich; and that supports healthy, enjoyable lifestyles for those who live there. Additional considerations should also be made to ensure that existing residents will also enjoy the benefits of new development, and are protected from risk of displacement. Programs and policies, as well as further studies of housing conditions in the City, are covered in the Housing Element.

9.7 Community Building
The City envisions a welcoming community that is healthy and safe for all, no matter one’s race, color, religion, sex (including pregnancy, sexual orientation, or gender identity), national origin, age, disability and genetic information (including family medical history) , language, income, or education level. In addition to pro viding access to basic services and resources that support the well-being of its residents, a healthy community ensures that all of its members have the opportunity to meaningfully engage in the decisions that affect their lives , as well as to connect with one another.

Civic engagement means working to make a difference in the civic life of one’s community through both political and non-political processes, and it includes both paid and unpaid forms of political activism, environmentalism, and community and national service. Civic engagement can involve activities such as voting in local and national elections, volunteering for Boards and Commissions, and getting involved in other City activities, as well as community organizations.

Exercising one's right to vote is one fundamental way to be civically engaged. However, socioeconomic barriers affect turnout: some people cannot afford to miss work to participate, others have language or educational barriers, and others do not feel represented by candidates who do not speak to issues that are important to diverse communities. In order to ensure that

81 Local Agency Formation Commission (LAFCO) of Napa County, Countywide Update on Housing and General Plans, 2020.

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public policy is equitable and supports a healthy community for all, it is important to address these issues and make active efforts to involve members in the decis ion-making processes that affect their community.

In the City, 5.8 percent of households are linguistically isolated , and a majority (5.4 percent) of these are Spanish -speaking, limited English households. Being linguistically isolated, or being a limited English-speaking household, means that all adults in the household speak a language other than English, and none speak English very well. Adults who are not able to speak or read English well may have trouble communicating with people who provide social services and medical care, which means that they may not get the health care and information they need. Furthermore, linguistically isolated households may not receive or understand important information when there is an emergency like a fire, earthquake, or extreme heat wave.

Over the past few decades, reliable access to the internet has played an increasingly important part in daily and civic life, helping people to gather and share information, access services, or stay connected to friends and family – in many ways, internet access has become a necessity. While there are many other factors that affect one's ability to meaningfully participate in civic life, such as transportation and civic education, the Covid-19 pandemic has only heightened the need for internet connectedness: School and work closures and social distancing measures implemented to slow the spread of Covid-19 required individuals to rely even more heavily on internet access to connect to health services, learn virtually, or work from home.

However, many households in Napa lack access to basic internet services at home. This gap, sometimes called the "digital divide ," can have significant consequences for public health, children's educational achievement, and employment stability, and it can exacerbate existing inequities. More than seven percent of households in Napa do not have a computer, and 11 percent of households lack access to internet.

Civic spaces and gathering places including community centers, parks, plazas, and other community facilities are important hubs for community involvement. Infrastructure and built environments that encourage and promote civic life are essential to empowering people’s voices, and connecting them to decision -makers as well as to each other. Building a strong, resilient community begins with ensuring that everyone has access to these types of spaces. Places for community building are located throughout the City, as shown in Figure 9 -11, but are generally more concentrated in the core of the City, nearer to Downtown. The City’s largest community facilities are located in the Downtown core area, but a network of other smaller facilities located within or nearer to residential areas sup port other neighborhoods in the outer portions of the City. Community facilities are also largely walkable or accessible by transit. There is also a greater need for better representation of diversity in events, monuments, street names, signage, and civic spaces that showcase the contributions of the City’s diverse communities.

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Figure 9 -11: Community Building Spaces

Chapter 9: Public Health and Equity Element

9.8 Goals and Polices
Public Health and Equity goals and policies are outlined below and organized into the following topics. Each stated goal is followed by a set of policies designed and intended to promote, achieve and/or implement the goal. Note that italicized text included in some places provides background information and considerations for implementation of the General Plan policies. Appendix A contains “implementing programs” intended to implement the goals and policies in this section.

HEALTH AND EQUITY IN ALL POLICIES
GOAL PHE-1: Incorporate a Health in All Policies framework to center health considerations in policies, programs, and practices that affect all aspects of the civic decision-making process.

PHE 1-1 Continue to craft proactive policies in collaboration with community members and Napa public agencies that address the design of the built environment; effective programs and services; strong partnerships with health providers and agencies; and community education and engagement. Incorporate health and equity criteria into all capital projects, such as those in the City of Napa’s Capital Improvement Program, to advance health equity through project development and prioritization (e.g., improving safe and active transportation).

For example, the City of Oakland considers equity as a weighted prioritization factor when evaluating capital improvement project priorities.

PHE 1-2 Collaborate with public health organizations and other social justice efforts such as Live Healthy Napa County (LHNC) to identify and develop tools and metrics that track the health impacts of policies, programs, and capital projects over time.

PHE 1-3 Utilize the Citizen’s Academy to discuss challenges facing the City of Napa, and educate citizens about how Health in All Policies strategies are used to address those challenges. Update the name of this program to remove barriers from non- citizen immigrant residents of the City.

The Citizen’s Academy is a City program designed to help Napa residents learn more about their City government and become informed, involved citizens by meeting City Council members, department heads, and staff; learning how decisions are made, City funds are allocated, and how departments operate; touring City facilities; and other activities to expand their knowledge and become more informed about current issues and proposed projects within the City. The term “citizen” refers to a person that resides within the City of Napa and does not pertain to immigration status.

GOAL PHE-2: Incorporate equity considerations in policies, programs, and practices that affect all aspects of the civic decision -making process and evaluate the impact of these measures to marginalized groups.

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Note: see Chapter 10: Economic Development for further discussion regarding equity and decision making.

PHE 2-1 Support efforts to dDevelop an equitable procurement policy for the City to prioritize certified underrepresented business enterprises, including businesses owned by people of color, women, LGBTQ+ community members, veterans, and individuals with disabilities, and locally-owned businesses.

PHE 2-2 Coordinate with County agencies and other service organizations to foster development of a community-rooted public safety alternative program to address issues such as homelessness, mental health, and families in need.

PHE 2-3 Develop a set of Equity Indicators—a baseline quantitative framework that can be used by City staff and community members alike to better understand the impacts of race to measure inequities—and track changes in the disparities for different groups over time. Assess the indicators on a frequent, recurring basis, and adjust policies accordingly.

HEALTHY AND SUSTAINABLE NATURAL ENVIRONMENT
GOAL PHE-3: Promote clean air and water, a healthy natural environment, and pollution-free neighborhoods to reduce disparate health impacts resulting from environmental pollutants in vulnerable
communities.

PHE 3-1 Protect sensitive receptors such as schools, childcare centers, senior living facilities, and residences from the impacts of stationary and non-stationary sources of pollution by ensuring adequate buffers or mitigation measures.

PHE 3-2 Regularly measure and assess environmental changes as they pertain to public health, such as by coordinating City air quality monitoring and improvement activities and infrastructure with Napa County and regional programs, including efforts administered by neighboring communities. Coordinate with the County and regional partners when planning for the public health implications of climate change, including wildfire smoke effects.

PHE 3-3 Promote green and sustainable development and practices to support a healthy local economy, protect the environment, and improve the quality of life for all residents.

COMPLETE AND ACTIVE NEIGHBORHOODS
GOAL PHE-4: Promote “complete neighborhoods” —where residents have safe and convenient access to goods and services on a daily or regular basis—that address unique neighborhood needs , and support physical activity, including walking, bicycling, active transportation, recreation, and active play.

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PHE 4-1 Encourage active modes of transportation by supporting neighborhoods that provide access to a range of daily goods, services, and recreational resources within comfortable walking or biking distance.

PHE 4-2 Update the City's zoning regulations pertaining to home-based occupations (including cottage food and child care) in residential areas to support complete neighborhoods and diverse communities that provide opportunities for micro- businesses and entrepreneurship, as well as recognize an increase in remote work. Also see Chapter 10: Economic Development for further discussion regarding equity and home-based occupations.

PHE 4-3 Promote the health benefits of walking and bicycling by providing a convenient and safe network of bicycle paths and routes, sidewalks, pedestrian paths, and trails that connect neighborhoods with major destinations such as civic facilities, educational institutions, employment centers, shopping, and existing outdoor amenities and trails.

PHE 4-4 Prioritize bicycle and pedestrian infrastructure and safety improvement projects that improve access for underserved communities, particularly those reliant on walking, biking, and transit for transportation. Identify and plan for improvements collaboratively with existing neighborhoods and businesses to address concerns about gentrification and displacement.

PHE 4-5 Assess need for improvements to active and passive parks and recreation facilities (including the addition of outdoor gym equipment, programming, etc.) at existing parklands, and improve pedestrian and bicycle access to parks to foster citywide public health.

PHE 4-6 Ensure that investments in parks and recreation facilities are equitable and prioritize improvements to lower-income neighborhoods where residents may not have transportation to visit parks that are further away.

PHE 4-7 Work with the school district and Napa County’s Safe Routes to School program to ensure adequate facilities and culturally competent outreach and engagement encouraging children to walk, bicycle, and use other forms of active transportation to travel to and from school.

FOOD SYSTEM
GOAL PHE-5: Foster a comprehensive community food system by addressing all of its components—including food production, access, and
consumption—to enable good health and nutrition and meet the unique cultural needs of the community.

PHE 5-1 Strive to eSupport efforts to ensure that all households in Napa are within walking distance to sources of affordable healthy food, such as full-service Napa General Plan 2040
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grocery stores, culturally relevant food markets, farmers’ and produce markets, and convenience stores that sell fresh produce.

PHE 5-2 Reduce supermarket oversaturation by discouraging the development of additional grocery stores over 6,000 square feet within a half-mile radius of areas of supermarket oversaturation, as shown in Figure 9-8: Access to Healthy Foods.

PHE 5-3 Prioritize underserved areas for new sources of healthy food, such as underserved areas in the northern, western, and eastern portions of Napa. • Consider a density/intensity bonus for projects that include a fresh food store larger than 6,000 square feet as part of underserved areas. • Support development of off-site pedestrian, bicycle, and transit improvements that link new residential development to existing fresh food retailers.

PHE 5-4 Identify and inventory potential community garden and urban farm sites on existing or new parks, public easements, rights-of-way, and schoolyards, and develop a program to establish community gardens in appropriate locations.

Establish a methodology for determining appropriate sites.

PHE 5-5 Promote small-scale urban agriculture in most residential, commercial, public/institutional, and industrial zones, and as accessory uses such as temporary on-site urban agriculture stands or rooftop gardens.

PHE 5-6 Prioritize local businesses that help meet citywide goals for food access by providing tiered or below-market lease rates on City-owned property.

PHE 5-7 Support expansion of certified community farmers markets and community- supported agriculture.

HIGH QUALITY AND AFFORDABLE HOUSING
Note: These topics will also be addressed in the City of Napa Housing Element Update.

GOAL PHE-6: Continue to support stable and integrated communities through housing opportunities that provide safe, high quality, and affordable housing for all segments of the community in locations near amenities, public transp ortation, parks, and recreation opportunities.

PHE 6-1 Promote the development of balanced neighborhoods that accommodate a variety of housing types and density ranges to meet the diverse demographic, economic, and social needs of residents.

PHE 6-2 Continue to encourage developers to incorporate units for a mix of incomes in new developments. Promote integration of mixed-income developments Chapter 9: Public Health and Equity Element

throughout the city and assess existing segregation patterns to avoid any concentrations of lower-income housing.

PHE 6-3 Develop and monitor indicators such as change in share of low-income households, average rent and sales price, supply of affordable units, and evictions and foreclosures within the City. Use this data to identify at-risk neighborhoods, and develop programs and resources to assist, including renter protections such as just cause eviction ordinances, within the limitations of City Charter Section 172.

PHE 6-4 Pursue public/private partnerships for the redevelopment of City-owned properties with high-density multi-family housing and other community-serving uses, such as affordable housing, workforce housing, grocery stores, childcare, and community/cultural spaces.

PHE 6-5 Monitor market conditions and assess opportunities to provide additional incentives for developments that include significant community benefits, such as affordable housing, three-bedroom units, childcare, grocery stores, publicly- accessible urban open space, on-site performance space, public art, and green building features. Incentives may include expedited permitting, fee deferrals, deferred financing for affordable housing, density bonuses, and other items.

PHE 6-6 Continue to coordinate with representatives of public agencies, affordable and for-profit housing developers, housing advocacy groups, and other community organizations, and participate in forums for ongoing dialogue on local housing issues and strategies to address them.

PHE 6-7 Continue to engage the community in developing new, and refining existing, affordable housing and anti-displacement strategies.

PHE 6-8 Facilitate opportunities to incorporate innovative design and program features into affordable housing developments, such as on-site health and human services, rooftop or community gardens, car-sharing, and bike facilities. Support the development of supportive housing projects that serve homeless and special needs populations.

PHE 6-9 Emphasize social justice and fair opportunity for high quality, affordable housing in amenity-rich neighborhoods as key drivers in the Housing Element update process.

COMMUNITY BUILDING
GOAL PHE-7: Promote Napa as a community that is inclusive and embraces its diverse, growing populations and provides opportunities to build Napa General Plan 2040
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community and for everyone to feel socially and civically connected, accepted, and safe.

See Chapter 10: Economic Development for further discussion regarding equitable workforce development.

PHE 7-1 Work collaboratively with members of the community to develop and achieve the General Plan’s vision for a healthy community. Continue and expand local- hire initiatives, training, apprenticeships, and partnerships with employers, Workforce Alliance of the North Bay, and Napa Valley College to develop a job pipeline in the technology sector, “clean and green” sector, and other major industry sectors in Napa.

PHE 7-2 Incorporate into planning efforts the Napa City Council’s resolution (Resolution R2020-116) that recognizes systemic racism as a public health crisis to address internal and external systems as they relate to disparities in family stability, health and mental wellness, education, employment, economic development, public safety, criminal justice experience, and housing.

PHE 7-3 Continue building on existing diversity, equity, and inclusion training programs for City staff. Consider expanding the program to include participation by members of the public.

PHE 7-4 Actively dDevelop and document strategies to resolve the adverse impacts of discrimination and systemic racism, and work collaboratively with community groups, non-profits, and other government entities.

PHE 7-5 Support the City of Napa’s grassroots initiative (the Equity Initiative) to work with community members to tackle the root causes of social injustice within the community.

More information of the City’s Equity Initiative can be found on the City’s website:
https://www.cityofnapa.org/CivicAlerts.aspx?AID=312
GOAL PHE-8: Promote arts -driven and culturally -centered placemaking efforts that reflect the multiple ethnicities and identities of the Napa population.

An arts -driven placemaking strategy connects artists, economic development, and local small businesses to build on neighborhood cultural assets , build capacity , and create vibrant neighborhood-serving and visitor -attracting places. Successful examples include the Little Mekong neighborhood in Minnesota, which incorporated artist happy hours and pop-up events, a creative maker space/business incubator, and a neighborhood night market. This creative placemaking could partner with neighborhood organizers and leaders to visually capture neighborhood history and culture, and local chambers of commerce could provide small business assistance and training.

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Note: Arts and Culture is also addressed in Chapter 4: Community Services, Parks and Recreation and Chapter 10: Economic Development.

PHE 8-1 Provide opportunities for a full range of recreational, cultural, and artistic activities that caters to the diverse interests of Napa residents, including intergenerational opportunities for youth and seniors.

PHE 8-2 Partner with LHNC to promote respect and social inclusion in the City’s public spaces, especially for identified groups including residents with physical or mental disabilities, the immigrant community, LGBTQ+ residents and families, youth, older adults and caregivers, new parents and pregnant women, and homeless individuals.

PHE 8-3 Explore opportunities to establish Cultural Districts that can foster place attachment and place identity for underrepresented groups and celebrate cultural diversity in Napa.

PHE 8-4 Advance representation of Napa’s diversity in events, monuments, murals, street names, and signage that showcase the contributions of Napa’s diverse communities.

GOAL PHE-9: Foster equity in City planning efforts and decision making by actively engaging communities that historically have had less familiarity or experience with participation in the development and implementation of City policies.

PHE 9-1 Seek to develop an Equitable Community Engagement Plan to establish clear protocols and metrics to foster equity in City planning efforts.

PHE 9-2 Provide support for increased community participation, particularly in areas where there are language barriers or a concentration of low-income households, and/or historically there has been less familiarity or experience with participation in the development and implementation of City policies.

PHE 9-3 Seek to eSupport efforts to engage the broadest possible spectrum of the community in public policy discussions, including residents, businesses, non- profit organizations, other public agencies, and particularly underrepresented groups by:
• Utilizing a full range of community engagement and meeting facilitation techniques to achieve an open exchange of ideas and positive outcomes for public meetings.
• Providing adequate time and opportunities for early engagement when community members may have the greatest ability to impact outcomes.

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• Proactively interacting with community members to nurture the effectiveness of their participation, and actively encouraging participation by a broad range of community members.

PHE 9-4 Explore options to make access to community classes, resources, and events economically viable for those who want to participate.

PHE 9-5 Promote cultural competence by offering City services that are responsive to the needs of the City’s diverse cultural and ethnic communities.

Also see Chapter 10: Economic Development for further discussion regarding cultural competence and economic development.

For the definition of “cultural competence,” see the Glossary of Terms in Appendix A.

PHE 9-6 Expand the Housing Division’s Language Access Plan so that it establishes standards and procedures for promoting meaningful access to all City programs, information, and plans, as well as opportunities to engage all people, including people with limited English proficiency.

PHE 9-7 Invest in high-speed internet in underserved low-income communities to expand digital access and engagement opportunity.

Chapter 10: Economic Development

10 Economic Development Element
The Economic Development Element presents goals and policies to support a local economy that reinforces the overall vison of the General Plan. Although not a State-mandated component of a general plan, this element plays a critical role in shaping community character through incentives, policies, and initiatives that guide economic activity and private investment.

10.1 Background and Purpose
The Economic Development Element recognizes the important role that sustainable economic development plays towards achieving the overall community vision and creating a more equitable and economically resilient community. Napa’s beautiful setting in one of the world’s premier wine regions; access to fresh food and unique culinary experiences ; history and small -town charm; enjoyable weather; and proximity to the ocean, mountains, and other amenities of the broader Bay Area make the City a world-class destination. The City also boasts strong cultural diversity, a thriving arts scene, and a multi-faceted “maker” community that all contribute to a creative and vibrant local economy. These attributes also make Napa an attractive place for people to live and work, an important economic development differentiator.

While building on the City’s exceptional strengths, this element seeks to diversify the economy to support economic resiliency, sustain local businesses (especially small businesses), provide economic opportunities to residents, and boos t the City’s ongoing fiscal strength. Because of changing economic conditions—such as a shift to online retailing, potential increases in remote work, the rise of satellite offices, and climate change impacts on viticulture —this element seeks to establish a flexible, equitable, and adaptable approach to economic development to create a more resilient City in the face of change.

The Economic Development Element includes goals and policies addressing a range of topics, including promoting a diversity of land uses in Downtown, encouraging local- and neighborhood- serving commercial uses, promoting and enhancing the economic viability of key planning areas, enhancing equitable economic opportunities for residents, increasing the community’s benefits from tourism while also preserving sense of place, and supporting diverse and thriving commercial nodes in the City.

RELATIONSHIP TO COMMUNITY VISION AND GUIDING PRINCIPLES The Economic Development Element has been informed by community and stakeholder input received in numerous public workshops and other outreach efforts, including comments to several predecessor documents (e.g., an Economic Development Framework). It also builds on research and analysis from several economic reports, including the 2019 Economic, Demographic, and Real Estate Profile report prepared by EPS to inform the General Plan, and the 2019 Economic Development Action Strategy, a separate City -led initiative. Finally, the Economic Development Element is designed to complement other General Plan Elements, including the Housing Element, Chapter 2: Land Use and Community Design, and Chapter 9: Public Health and Equity, among others.

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The Economic Development Element most closely furthers the following Community Vision and Guiding Principles:
• Guiding Principle 3: Balance local and tourist needs. • Guiding Principle 4: Promote housing and support a diverse array of housing types to meet the needs of all segments of the population.
• Guiding Principle 8: Promote continued Downtown revitalization. • Guiding Principle 10: Achieve an economically diverse and resilient community.

10.2 Napa Economic Overview
The City’s economy clearly benefits from its position in a growing and prosperous region. While the robust northern Californian economy, a nd San Francisco Bay Area in particular, has and will likely continue to play a critical role in the City’s growth trajectory, Napa also holds its own unique profile and competitive attributes that provide a solid foundation for the future. This section summarizes the City’s internal economic dynamics as a backdrop to the goals and policies that follow, drawing on research and data presented in the 2019 Economic, Demographic, and Real Estate Profile.

The General Plan has been prepared as the nation and world seek to address the coronavirus (Covid-19) pandemic, an unprecedented public health crisis that has also precipitated substantial economic disruption with potentially long -lasting implications. The Napa Valley economy also continues to experience periodic disruptions related climate change (e.g., fires, floods, drought), earthquakes, power outages, and other events of both natural and human origin. In addition to hardship on local residents, these e vents can have long lasting economic consequences and will require appropriate adaptation strategies, as referenced below.

SOCIO-ECONOMIC PROFILE
The City’s population has increased steadily since the 1960s as Napa solidified its position as the primary po pulation center in the County (accounting for almost 60 percent of total County residents in 2020). Nevertheless, both the City and the County represent a relatively low percentage of the entire Bay Area population (less than 2 percent), consistent with their more remote location and rural/agricultural character. The population growth rate also trailed the rest of the Bay Area in the decade following the Great Recession, suggesting that the economic drivers in the broader region are less influential in th e City. However, the effects of the Covid-19 pandemic on population trends are less clear, as there is some evidence that Bay Area residents are moving from inner Bay Area communities to those on the outskirts, such as Napa County.

The City is becoming in creasingly diverse, a nd this trend should inform economic development strategies. In particular, the Hispanic population grew by about eight percent from 2010 to 2019, six times faster than the City’s total population growth. Currently, the Hispanic population stands at about 32,600, representing 42 percent of all residents (Hispanic s represent about 39 percent of the State population, according to the 2020 U.S. Census). The Hispanic population exceeds 50 Chapter 10: Economic Development

percent of total residents in three of the City’s census tracts, including one tract where Hispanics represent about 70 percent.

Napa’s household income levels are indicative of its position in the relatively affluent Bay Area economy. In particular, the City’s median household income, while below the Bay Area average, far exceeds that of the State and nation as a whole. This is partially attributable to a relatively diversified economy, as described below, and can also be credited to desirable community attributes that attract employed residents, about 60 percent of whom work locally (split roughly evenly between the City and the County).

Economic development strategies should seek to address the City’s income disparities, particularly within the Hispanic community. For example, as of 2019, the median income for the City’s Hispanic households was about 88 percent of the citywide median, while per capita income stood at about 57 percent of the citywide average (see Table 10-1). The City also contains two federally recognized “opportunity zones,” which are economically distressed neighborhoods that are eligible for preferential tax incentives. This data suggests that aggregate measures of income do not accurately represent pockets of inequality in the City.

Table 10-1: Median Household Income Comparisons

The educational attainment levels of Napa residents are in line with th ose in the State and the nation, but also reflect disparities that should be addressed to support economic development.

While the proportion of residents with at least some college education slightly exceeds the State and national level, it is below the average for inner Bay Area cities. At the same time, the proportion of residents with a high school degree is well below the national average, an educational profile that is common in agriculture-oriented economies. Among the City’s Hispanic population about 62 percent have a high school diploma or higher, compared to 66 percent for $50,000
$60,000
$70,000
$80,000
$90,000
$100,000
Napa County
Median
Citywide
Median
Statewide
Median
Hispanic
(Citywide)
Hispanic
(Statewide)
Income
Median Household Income (2019)
Source: U.S. Census Bureau American Community Survey; Analysis by EPS Napa General Plan 2040
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the state and 71 percent for the nation. Further, 11 percent of Hispanic residents have a bachelor’s degree or higher, compared to 14 percent for the state and 18 percent for the nation.

The City is home to the Napa Valley College (NVC), a leader in post -secondary education in the North Bay region. The main campus sits on a 160 -acre site overlookin g the Napa River in the southern part of the City, and hosts a Performing Arts Center, the Child Developmental Center, and the Napa Valley Vintners' Teaching Winery. Of the enrolled students, almost half commute from within the City Limits. (While there are currently no dormitories on campus , Napa Valley College is adding on-campus housing, which should be encouraged).

ECONOMIC DRIVERS
The industry sectors that predominate in the City reflect its multiple roles as a tourism and agriculture linked economy, t he County seat, and the dominant commercial center of the Napa Valley region. Similar to its population share, the City accounts for a little over 60 percent of total employment in the County. The five largest sectors in the City , in descending order , are public administration, accommodation and food services, health care and social assistance, retail trade, and manufacturing. Taken together, these five sectors account for nearly two-thirds of all jobs in the City.

In the decade following the Great Recession, the City’s job growth followed a trajectory similar to population in that it has not kept pace with the region as a whole. However, it is worth noting that jobs per capita (a measure of relative economic activity) still exceeds the Bay Area aver age (almost 0.6 jobs per resident in the City compared to 0.5 in the Bay Area as a whole). In addition, the City has continued to experience positive job growth, though some sectors have fared better than others; job growth in accommodation and food servic es, health care and social assistance, and arts, entertainment, and recreation have been particularly strong.

While the manufacturing sector has lost ground over the last decade, paralleling both State and national trends, the sector remains a vital part of the local economy. Moreover, the City and the County have a high—and growing—concentration of manufacturing jobs relative to the broader North Bay area. By contrast, a number of white -collar fields such as finance and professional services, have experienced steady job losses in both absolute and relative terms. This trend may be partly attributable to the City’s remote location relative to the major population centers and less developed transportation infrastructure (e.g., lack of commuter rail or convenient air service).

COMMERCIAL REAL ESTATE TRENDS
More than half of the commercial real estate in the City is composed of industrial space, as illustrated in Table 10-2. Much of this space is employed for storage and logistics purposes related to the area’s main economic activities of agricultural production and processing (e.g., manufacturing). Of the City’s roughly 15.2 million square feet of commercial space, retail space (which includes eating and drinking establishments) makes up nearly one-third. Meanwhile, office space constitutes the smallest share of the City’s non-residential real estate market.

Prior to the pandemic, the City’s visitor -serving retail and hotel markets were performing particularly well, with low vacancies even as new supply becomes available. For example, retail vacancies were below five percent pre -pandemic (rates below 10 percent are generally Chapter 10: Economic Development

considered healthy). The City’s hotel market was also undergoing a major expansionary phase, with about 2,200 additional rooms planned in a variety of limited service to high-end/luxury new developments. These new developments, if completed, would increase the City’s existing lodging stock by roughly 85 percent. Assuming the City can effectively address and/or adapt to economic disruptions described above (e.g., those stemming from the pandemic and climate change), and it appears well-positioned to do so, the sustained interest in and strong performance of the City’s retail and hotel markets suggest that these sectors could be further leveraged to support local priorities.

Table 10-2 Overview of Non-residential Real Estate

Product Type Total Commercial Square Feet1
Amount % Of Total

Industrial 7,978,974 53%
Retail 4,712,127 31%
Office 2,463,156 16%
-------- ------
Total 15,154,257 100%

[1] Reflects commercial square feet only and excludes most buildings owned and occupied by public and non-profit users (e.g., City and County facilities, schools, churches, etc.).

Sources: CoStar; Economic & Planning Systems, Inc.

Figure 10-1 maps the major employment nodes in the City with the darker colors showing districts with relatively high job concentrations. As shown, the primary job clusters are located along a central corridor east of CA -29 and west of Soscol Avenue. In pa rticular, significant employment hubs exist in and around the Downtown as well as the Trancas Street corridor. The former has evolved as both a visitor serving and public administration cluster while the latter as a health care- related hub anchored by St. Joseph’s Queen of the Valley Medical Center and Napa Valley Care Center. Development patterns in the City going forward will be influenced by a number of factors, including market considerations, land availability, and zoning. The General Plan provides cri tical guidance on how these locations will be developed going forward.

The City’s development patterns have helped preserve the centrality and vibrancy of Downtown, which continues to serve as a focal point for business, culture, and civic life. The City h as supported its Downtown through planning and investment, including preserving historic buildings, promoting higher density development, and providing needed infrastructure and community amenities. To date, it appears that the City has partially adapted t o national retail trends by diversifying its offerings, and adding or preserving experiential venues in its Downtown, such as hotels, restaurants, and entertainment.

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Figure 10-1 Employment Concentration “Heat Map”

Chapter 10: Economic Development

10.3 Economic Development Strategies
Key topics related to the City’s economic development that emerged during the General Plan Update process are highlighted below; goals and policies in the next section parallel these topics.

ECONOMIC GROWTH AND DIVERSIFICATION
The City has evolved as a relatively balanced community with a healthy mix of residents and jobs.

The City has long served as the major employment hub in Napa County (accounting for more than 60 percent of total employment) and maintains a job-to-housing ratio that exceeds the Bay Area average. About two -thirds of City jobs are clustered in sectors focused on retail and tourism (including sectors related to the wine industry), public services, health care, and manufacturing.

However, during the decade following the Great Re cession, population and job growth did not keep pace with the rest of the Bay Area (as further documented in the 2019 Economic, Demographic, and Real Estate Profile).

The General Plan recognizes that economic growth and vitality is critical to the City’s o verall health, and to the success of the other General Plan elements. Likewise, equitable and sustainable economic growth is fundamentally dependent on the provision of quality City services and infrastructure, as well as needed workforce housing. The goal is not growth for its own sake, but rather to create a diversified economy that provides services and opportunities to the full cross - section of residents as well as security against cyclical downturns in individual sectors.

WORKFORCE DEVELOPMENT AND EQUITY
The presence of a workforce suited to the needs of the local economy and targeted industries is a major component to effective business retention and expansion. While the resident workers in the City are well represented in administrative and public sector professions, as well as retail and hospitality, there is a gap in workers supporting manufacturing, professional and technical services, health care, childcare, construction, and management professions as compared to the region. At the same time, the regional economy has helped perpetuate wealth inequalities in the City, a problem that is particularly acute within Hispanic and Latinx communities. Aligning the resident workforce’s skills with the needs of expanding business opportunities, particularly in the value-added sectors targeted in this element, will be critical to realizing economic growth that is both sustainable and equitable.

AGRICULTURE
In addition to its historical significance, the agriculture sector plays an important role in the City’s economy due its critical relationship with other sectors, such as hospitality as well as processing, production, and distribution. While agriculture accounts for about six percent of the City’s jobs, a much larger proportion of the City’s industri al and even office space is occupied by tenants involved in activities related to viticulture and other local agriculture -based fields. Additionally, the City’s agricultural orientation serves as an important community differentiator in a regional economy otherwise driven by information technology and white-collar professions.

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HEALTH AND WELLNESS
Napa has a well-established healthcare cluster centered along the Trancas Street corridor, which is anchored by St. Joseph’s Queen of the Valley Medical Center an d Napa Valley Care Center.

Health- and wellness-related tenants also occupy space in other commercial districts and include home-based businesses. An emphasis on health and wellness supports the City’s role as the center for public services in a County that has also become an increasingly popular destination for active adults, retirees, and health-conscious activities. Additionally, healthcare-related sectors typically provide stable, middle-class jobs.

MANUFACTURING/MAKER SPACE
The manufacturing sector is a critical component of the City’s broader economy and supports other sectors, such as agriculture, with key inputs as well as the ability to move up the value chain and deliver local products to the market. This sector accounts for about 10 percent of total jobs, a proportion that exceeds the average for the Bay Area as a whole. Manufacturing also provides relatively well-paying employment opportunities for individuals who may lack college and/or professional training (about 36 percent of Napa residents over 25 years old).

Concurrent with the General Plan Update process, the City’s Economic Development team funded a project to advance local manufacturing/maker/creative sectors through an action plan.

PLACEMAKING, BRANDING, AND SUSTAINABLE TOURISM
The Napa region is blessed with many advantages such as its natural beauty, a temperate climate, a distinguished wine industry, and its location within a wealthy and populated region. These advantages help support tourism /hospitality sectors that provide a wide range of job opportunities and create demand for cultural attractions and amenities that also enhance the quality of life for residents. In addition to creating jobs, tourism- and hospitality-related spending is a key source of local tax revenue that helps maintain a positive balance in the City budget and funds investment in local public services and facilities.

While tourism and hospitality are undoubtedly critical to the success of the City’s economy, they can also have negative impacts, such as increased congestion, the pricing out of local businesses, and a loss of authenticity and/or small-town feel. Thus, it will be important to cultivate the tourism and hospitality sectors in a strategic and deliberate way to ensure that the attributes that are critical to the City’s continued success are maintained and accentuated.

BUSINESS RETENTION AND FULFILLMENT
The City has a diverse economic base comprising commercial, industrial, corporate, institutional, and governmental businesses. These existing businesses contribute to the community’s character, particularly the local/reg ional, and often smaller, establishments. At the same time, one of the City’s most significant challenges is to maintain a diversified local economy given its limited supply of land and more challenging access to workers relative to larger urban centers (e xacerbated by more constrained transportation access). Given these circumstances, business retention can be a highly effective economic development strategy by preserving and creating new jobs through the expansion of existing businesses. As such, the exis ting business community should serve as the foundation for the City’s future economic growth.

Chapter 10: Economic Development

DOWNTOWN BUSINESS DEVELOPMENT
Historic Downtown Napa plays a central role , both geographically and functionally, in the City’s economy. Strategically located alon g the Napa River, blessed with historic architecture and a pedestrian-oriented street grid, and home to numerous civic functions and cultural venues, Downtown has always served as a key activity and commercial center for the community.

Completion of the Fl ood Protection Project and related waterfront improvements, other public infrastructure investments, and implementation of the Downtown Specific Plan (adopted in 2012) has helped create a context for strong revitalization and private investment. Downtown n ow serves as a vital tourism and hospitality hub with new or renovated hotel offerings, prominent cultural and entertainment venues, and successful retail offerings for residents and visitors.

Despite ongoing success, the future expansion of the Downtown economy presents both challenges and opportunities. During the completion of the General Plan process, the Covid -19 pandemic presented significant challenges to the future role and success of cultural, hospitality, and retail districts such as Downtown. Lo nger-term issues include the need to improve Downtown’s connectivity and synergy with internal and adjacent activity nodes, including Oxbow Market, the Cinedome redevelopment site, the Napa Valley Exposition site, the Soscol Gateway Transit Center, and the Napa River waterfront. In addition, it will be important to ensure that new business expansion maintains the City’s local flavor, cultural diversity, and authenticity, effectively balancing the needs of local residents, workers, and visitors.

10.4 Economic Development Element Goals and Policies
Goals and policies intended to support economic development are outlined below. Each stated goal is followed by a set of policies designed and intended to promote, achieve and/or implement the goal. Note that italicized text included in some places provides background information and considerations for implementation of the General Plan policies . Appendix A contains “implementing programs” intended to implement the goals and policies in this section.

Economic Growth and Diversification
GOAL ED-1 Promote a diversified economic base to foster economic resiliency and vibrancy, as well as a healthy mix of employment opportunities that match the needs and skills of the local workforce.

ED 1-1 Encourage and strengthen industry clusters, emerging sectors, and strategies to incentivize, attract, and retain industries, as well as foster entrepreneurial activities that represent the future of the City, including healthcare and wellness, manufacturing/maker space, business incubation, and satellite work environments.

ED 1-2 Maintain a wide spectrum of uses—including light industrial, production, and service and repair—to promote a “complete community” that enables residents to meet most needs within the community.

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ED 1-3 Preserve the City’s limited industrial and other employment-generating uses in key geographic areas to foster growth of targeted economic clusters and uses identified herein, including spaces for innovation, collaborative workspaces, business incubators/accelerators, and maker spaces.

See Chapter 2: Land Use and Community Design for industrial land use designations.

ED 1-4 Promote development standards (e.g., land use zoning, design guidelines, allowable uses) that are appropriate to the needs of the targeted industries and sectors referenced in the Economic Development Element, and that are flexible to accommodate the needs of evolving businesses. This policy will potentially require amendments to the Municipal Code and coordination with policies in Chapter 2: Land Use and Community Design.

ED 1-5 Review land use and zoning tools—such as building intensity/density, height, and parking requirements—to make adjustments as necessary to establish regulations that do not constrain, while creating incentives for, desired uses.

ED 1-6 Support linkages with the broader Bay Area economy, particularly those that enhance the viability of existing local industry clusters such as viticulture and other agriculture-related activity, health and wellness, and small-scale production, distribution, and supply.

ED 1-7 Develop collaborative relationships between private and public entities (e.g., Napa Valley College (NVC), the Culinary Institute of America, Workforce Alliance of the North Bay (WANB), and the small Business Development Center) to affect and maintain a comprehensive and coordinated economic development process that advances City initiatives and priorities, especially in production, manufacturing, information technology, healthcare, and culinary arts. These efforts should prioritize small and locally based enterprises.

ED 1-8 Provide incentives to new businesses that meet certain criteria, such as create high-quality jobs (at least 75% of median income); generate a net positive impact on the City’s General Fund; rehabilitate, improve, and locate within older or vacant buildings; fall within one of the City’s targeted industries; and/or facilitate housing opportunities for their employees.

Examples include the cities of Elk Grove, CA, and Meriden, CT.

ED 1-9 Study and promote methods of streamlined permitting, and market the City as a business- and technology-friendly jobs center.

Relevant examples include the business assistance and marketing partnership between the Santa Monica Chamber of Commerce and the City of Santa Monica, as well as the fast-track permit process in the City of Cerritos.

Chapter 10: Economic Development

ED 1-10 Seek to diversify the City’s housing stock to bolster affordability as an integral aspect of the City’s economic development strategy. In particular, seek ways to accommodate workers employed in industries that have difficulty finding affordable housing in the City.

Strategies for housing are also described in Chapter 2: Land Use and Community Design, Chapter 9: Health and Equity, and the Housing Element and reference goals in this element.

ED 1-11 Consider establishing tax increment financing or other similar funding tools and resources to provide significant public benefits by creating funding for infrastructure, affordable housing, and public facilities.

Workforce Development and Equity
GOAL ED-2 Promote training, education, and labor support programs that enhance the quality of the City’s workforce and support more equitable economic opportunities.

ED 2-1 Strengthen partnerships with and among local institutions such as NVC, Culinary Institute of America, WANB, the small Business Development Center, and seek partnerships with other countywide, regional, and local organizations for workforce development, especially in local production, manufacturing, information technology, healthcare, childcare, construction and culinary arts, with an emphasis on outreach to Hispanic and Latinx communities.

ED 2-2 Partner with NVC and local school districts to develop vocational and entrepreneurship training programs targeting underserved youth, particularly in the Hispanic and Latinx communities.

ED 2-3 Develop culturally competent income and wealth-building programs for underserved communities that focus on acquiring property, business and professional development, and interfacing with City and other regulatory entities. This policy should be coordinated with Policy PHE 9-5.

For the definition of “cultural competence,” see the Glossary of Terms in Appendix A.

ED 2-4 Encourage developers and tenants to establish local hiring targets and preferences where feasible, with particular emphasis on the Hispanic and Latinx communities (e.g., through development agreements and/or community benefit programs).

ED 2-5 Continue and expand local-hire initiatives, training, apprenticeships, and partnerships with employers, WANB, NVC, and others such as the Napa Solano Labor Council and Napa Solano Building Trades Council to develop a job pipeline in targeted and growth industry sectors in Napa.

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Strategies to support equitable economic opportunities are also described in Chapter 9: Public Health and Equity under Community Building.

ED 2-6 Support efforts to develop an equitable procurement policy for the City to prioritize certified underrepresented business enterprises, including businesses owned by people of color, women, LGBTQ+ community members, veterans, and individuals with disabilities, and locally-owned businesses.

ED 2-6ED 2-7 Partner with local and regional organizations to research feasibility of Project Labor Agreements for publicly funded construction projects.

Strategies to support equity are also described in Chapter 9: Public Health and Equity under Health and Equity in all Policies.

Agriculture
GOAL ED-3 Strengthen the City as a global viticultural, agricultural, and culinary hub and resource center to foster linkages and innovation along the entire production, distribution, and marketing chain.

ED 3-1 Form partnerships with NVC and the Culinary Institute of America, wineries, restaurants and hospitality, and other “cross-sector” relationships.

ED 3-2 Work closely with NVC to strengthen its hospitality and tourism management program and develop an agricultural resource center.

ED 3-3 Support the production and sale of local viticulture and agricultural products through land use flexibility.

ED 3-4 Continue to pursue marketing and branding efforts that promote Napa’s locally- produced agricultural products, working with Visit Napa Valley, the Chamber of Commerce, Artspace, DoNapa, and other groups.

Examples of such products include upcycling equipment, wineries and tasting rooms to be leveraged by artisanal makers/artists and creatives, art, production, and the sale of other agricultural goods such as s oaps, oils, candles, and other specialty goods.

Health and Wellness
GOAL ED-4 Support growth of jobs and businesses related to healthcare and research innovation in and around existing clusters and encourage healthcare businesses to launch, relocate, and thrive within the City.

Chapter 10: Economic Development

ED 4-1 Work with partners from NVC and the WANB to create training program for registered nurses (RNs), medical assistants, lab techs, etc., as well as strengthen connections to biotech and medical device sectors.

ED 4-2 Work with partners at Queen of the Valley Hospital, OLE Health, and Kaiser Permanente to attract medical professionals and identify methods of addressing regulatory or market constraints that are within the City’s jurisdiction (e.g., potential modification to Zoning Ordinance).

ED 4-3 Support efforts to create a viable and recognizable medical district with branding, wayfinding, zoning, and related regulatory initiatives, including linkages to the City’s “maker” economy as well as arts, culinary, and hospitality sectors, as appropriate.

ED 4-4 Recognize and support the economic contributions of non-medical and alternative health and wellness related businesses including gyms, meditation centers, yoga studios, spas, acupuncture, and nutrition related activities. This policy should also seek to accommodate home-based businesses and occupations in coordination with policies PHE 4-2, LUCD 7-3, and LUCD 7-4.

ED 4-5 Support related health and innovation industries, such as biotech, manufacturing, and research and development.

Manufacturing/Maker Space
GOAL ED-5 Reinforce local production, including small -batch, artisanal production—a growing trend in manufacturing —by capitalizing on the City’s existing strength as a global destination and brand.

ED 5-1 Maintain land for industrial uses, including additional consideration of locations such as the intersection of Jefferson Street and Lincoln Avenue, the area south of Lincoln Avenue along Napa River, along Coombs Street near Tannery Row, in between State Route (SR) 29 and Downtown, at Napa Valley Commons, and along California Boulevard.

ED 5-2 Study the creation of a Priority Production Area within City Limits at industrial centers that will support and sustain growth in local manufacturing employment.

ED 5-3 Partner with entrepreneurs and maker-oriented associations—such as the City’s participation in the Bay Area Urban Manufacturing Initiative or California’s Manufacturing Network—to spur partnerships with industrial developers by identifying underutilized real estate.

ED 5-4 Support incubator and/or otherwise affordable space in vacant or under-utilized buildings to support innovative start-ups, particularly those focused on “Napa Made” goods and services.

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ED 5-5 Promote Napa Made products as a high-quality brand and association—like SF Made for San Francisco or CA Made for California—to celebrate, build, and promote a vibrant manufacturing sector and highlight employment opportunities.

ED 5-6 Work with local workforce organizations, the Napa Valley Unified School District (NVUSD), and higher educational institutions to ensure that appropriate training programs exist for current and projected local manufacturing sector jobs.

Placemaking, Branding, and Sustainable Tourism
GOAL ED-6 Ensure that the local economy reinforces and builds on the City’s unique “sense of place,” including its cultural diversity and creative sectors, in a manner that serves both residents and visitors in a mutually - supporting fashion.

ED 6-1 Continue to support tourism and the development of visitor-serving components to the City’s economy as a valuable source of jobs, tax revenues, and cultural amenities.

ED 6-2 Pursue tourism and placemaking initiatives that build upon the City’s rich array of offerings—such as historic resources, cultural diversity, and the Napa River— to cultivate places and “cultural districts” that engage/serve both tourists and locals (to be coordinated with Policy PHE-7).

ED 6-3 Study the creation of a “maker” and / or “creative” district, similar and/or in coordination with policies ED 4.2 and ED 4.4, that supports and sustains enterprises, whether public, private, or non-profit, focused on goods, services and activities that represent Napa.

ED 6-4 Continue to promote, through marketing and placemaking, the Napa Valley and Downtown Napa’s maker/artisanal, Made in Napa brand, culinary art and experiences, arts/creative sectors, performance and events, and agriculture/viticulture sectors.

ED 6-5 Establish a plan to commit funding to invest in programs and spaces that sustain Napa’s culture, history, art, brand, and sense of place, including wayfinding and signage, banners, public park and open space improvements, and creative space .82

82The City’s 2019 Economic Development Strategy provides details on what this entails. Reinvesting a portion of Transient Occupancy Taxes (TOTs) for economic development purposes could yield significant future dividends in the form of a more diversified business and employment base. Funding

Chapter 10: Economic Development

ED 6-6 Explore cross-sector partnerships and collaboration with the Napa Valley Transit Authority (NVTA) to improve connectivity to and within Downtown and lessen parking demands, reduce traffic, and cut down on greenhouse gas (GHG) emissions.

ED 6-7 Consider opportunities to improve the visual appeal and experience along Soscol Avenue, with a focus of opportunities to improve the format of existing auto dealerships as this sector evolves, and support a pedestrian/bicycle friendly environment in coordination with Chapter 3: Transportation.

Additional information on the Soscol corridor and gateway is included in Chapter 2: Land Use and Community Design.

Business Retention and Fulfillment
GOAL ED-7 Develop and nurture a small business ecosystem through programs, tools, and incentives to enable them to thrive in the City.

ED 7-1 Develop and facilitate access to financial resources and regulatory incentives for existing businesses looking to expand or improve, and to incubate locally- or regionally-owned start-ups.

ED 7-2 Improve the ease of doing business with the City by streamlining permitting and processing for targeted small and local businesses, including a portal and one- stop shop for addressing business needs within the City’s purview.

ED 7-3 Consider updates to the Temporary Use Permit Ordinance for short-term or “popup” small businesses in appropriate locations to spur innovation, concept testing, activate empty storefronts/lots, and/or pique community interest.

ED 7-4 Pursue partnerships across the County and region with business support organizations (e.g., WANB, Chambers of Commerce, Small Business Development Center, NVC, NVUSD, etc.) to provide culturally competent technical resources and assistance to small businesses.

ED 7-5 Work with local workforce organizations, NVUSD, and higher educational institutions to develop links between education providers and local businesses and industries to promote educational programs that reflect the needs of the local economy.

could also go toward direct services and incentives to small businesses that are navigating the City’s permitting processes, or toward workforce housing development.

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ED 7-6 Develop a Commercial Displacement Strategy as part of the implementation process, to be informed by best practices and culturally competent stakeholder outreach and engagement focused on small businesses and those catering to local community needs. In particular, the greatest need for this would be along Jefferson Street, if sites that currently have small stores and businesses are redeveloped with mixed-use buildings.

ED 7-7 Coordinate with the Housing Element and housing policy and implementation efforts to expand workforce housing opportunities.

Downtown Business Development
GOAL ED-8 Support Downtown Napa as a multi-cultural, event, and food destination, anchored by hospitality uses, and with a supportive mix of civic, office, retail, entertainment, and residential uses to promote vibrancy, authenticity, and cultural diversity.

ED 8-1 Support the continued growth of the Oxbow District for both residents and visitors, focusing on strengthening the district’s culinary and maker space themes, programming and marketing efforts, connections to Downtown and the Napa River, and sale of locally-produced goods and services.

ED 8-2 Support nightlife activities as part of economic development to improve vibrancy and revenue for Downtown businesses while balancing public safety and public services to support such activity.

ED 8-3 Support the Downtown entertainment and retail experience for both residents and visitors, while highlighting products, services, traditions, and cultures that are uniquely Napa and “Napa Made.”
ED 8-4 Consider providing financial and regulatory incentives for certain types of development that help create and sustain a vibrant mixed-use district, including offices, retail, entertainment, or housing (including live-work, mixed-use, and workforce housing, in particular), provided they meet a minimum threshold size and fulfill community needs.

These might include subsidies to cover the costs of impact fee reductions or business license exemptions and more flexibility in zoning standards (including parking).

ED 8-5 Continue to improve the visibility and attractiveness of Downtown Napa through creative placemaking; enjoyable, interactive, and walkable streets; outdoor dining corridors; community-based and culturally-affirming events and art; wayfinding signage; and other improvements to the public realm and public spaces.

Chapter 10: Economic Development

ED 8-6 Support the preservation and rehabilitation of existing historic structures for adaptive reuse purposes.

ED 8-7 Expand Downtown’s family-friendly feel through placemaking and activities (e.g., plazas, play fountains, water features, and seasonal amenities such as an ice- skating rink) and promote services and amenities (such as a proximate full- service supermarket) to make Downtown an attractive place to live.

ED 8-8 Improve pedestrian and transit connectivity, safety, and access to businesses Downtown by strengthening connections to the Oxbow Market, the Cinedome redevelopment site, the Napa Valley Exposition site, the Soscol Gateway Transit Center, and the Napa River waterfront. Consider installing new wayfinding signage, temporary street closures to vehicular traffic (e.g., for special events) and other traffic calming/complete streets strategies to promote a safe and welcoming environment for pedestrians.

Additional strategies for pedestrian and transit connectivity are included in Chapter 3: Transportation.