SUPPLEMENTAL REPORTS & COMMUNICATIONS
Office of the City Clerk
City Council of the City of Napa
Regular Meeting
October 15, 2024
FOR THE CITY COUNCIL OF THE CITY OF NAPA
AFTERNOON SESSION:
SUBMITTED PRIOR TO THE CITY COUNCIL MEETING
4. PUBLIC COMMENT:
1) Email from Jim McNamara received on October 14, 2024.
6. ADMINISTRATIVE REPORTS:
6.A Council Spotlight – Watershed Management
• Presentation from Staff
6.B Traffic Safety
• Presentation from Staff
6.D 2024 Long-Term Financial Forecast Update
• Presentation from Staff
From:
To: Clerk
Subject: Public Nuisances
Date: Monday, October 14, 2024 7:35:00 AM
[EXTERNAL]
It was nice to read that the old Center Building is again the focus of what Napa considers a public nuisance.
The reality is that it is nothing more than a tourist nuisance.
Please take a
little walk around some of the older neighborhoods, in which many of Napa's old timers reside, if you really do care about public nuisances.
I'd be more than happy to take any of you
on a little stroll through southwest Napa.
Jim McNamara
Napa, CA 94558
October 15, 2024
City Council Spotlight
2 Lake Hennessey
32,800 acres watershed (50 mi2)
31,000 AF storage
Milliken Reservoir
6,100 acres watershed (10 mi2)
1,400 AF storage
City of Napa Watersheds
O
ther Municipal Watersheds
Drinking Water Reservoirs
Napa County
City of Napa Watersheds
<8% of County land
4 • Watershed Analysis and Risk Management
Framework (WARMF) software
• Calibrate Model with Water Quality Sampling and
Analyses
• MOU between City and County to perform
sampling and analyses executed in November 2019
• 50% each cost share of:
– labor efforts for sampling
– laboratory analyses
Water Quality Sampling and Monitoring
Collaboration
• City
• County
• Resource Conservation District (RCD)
City Water Staff &
Laboratory
RCD staff
County
Staff
Calibrate WARMF Model with Water
Quality Sampling and Analyses
Establish baseline water quality data
• Consistent, accessible sample locations
• Gather data throughout rainy season
– first flush
– large runoff events
– average winter flows
TEAM EFFORT
Teams of 2 cover a route:
2 RCD/2 City/2 County
• Training
• Sample bottles
• PPE (gloves, boots)
• COCs (Chain of Custody)
• Coolers of ice
Lake Hennessey
Watershed
21 sample sites
3 Main Creeks
• Conn (8)
• Chiles/Moore(5)
• Sage (2)
Unnamed Tributaries
(6)
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Milliken
Reservoir
Watershed
Milliken Creek
• sample
sites (5)
16 3
9 First 5 years of sampling data:
• 2019/20 & prior – max 4 sample events
• Scouted and established new sites
• Most sites only had 2 sample events (Jan –
Feb)
• 2020/21 – max 4 sample events
• Extremely dry year
• Sufficient flow for Jan – April only
• 2021/22 – max 8 sample events
• First full year of sampling
• 2022/2023 – max 7 sample events
• Full year of sampling
• 2023/2024 – max 9 sample events
• Longest year of sampling
Calibrate WARMF Model with Water Quality Data
Conn H101
Next Steps
• Continue gathering baseline water quality
data and monitor trends (5 years of data)
• Calibrate WARMF Model with water
quality data
• Determine trends for water quality
accounting for soil, topography, land use,
hydrologic conditions
12 • Vegetation Management focused on reduction in
undergrowth and fuels management
• Maintenance of treated area (goats and sheep)
• Forestry Management Plan by RCD
• Grant Funding
Watershed Vegetation Management
Collaboration
City of Napa County Fire Administration
Napa Communities Firewise Foundation
Resource Conservation District (RCD)
Fire Safe Councils
Lake Hennessey
Hennessey Rector
City Water Staff
RCD staff
County
Staff
13 Vegetation Management in Lake Hennessey
Watershed
14 Napa Communities Firewise Foundation
Lake Hennessey Firesafe Council
After with fuels reduced
Before undergrowth reduction
15 Collaboration with
Napa Communities Firewise Foundation
Lake Hennessey Firesafe Council
Roadside Fuels reduced
16 Napa County Fire Admin
• Building Resilient Infrastructure and
Communities (BRIC) Grant Federal
Assistance
• 120 Acres fuels reduction Lake
Hennessey Treatment Plant and
infrastructure
Next Steps
• Respect the importance and health of our
Watersheds
• Continue collaborations with public and private
entities
• Leverage Grant Opportunities
18 Questions
or
Comments
Traffic Safety
Presentation
Public Works Department -
Transportation Engineering
Division
Presentation Outline
oCollaboration
oData Driven Approach to Safety
oRecent Accomplishments
oWhat We Are Working On
oComing Soon
oQuestions
2 Collaboration
oOther City Departments
• Police Department, Fire Department, etc.
oPublic Entities
• Napa Valley Transportation Authority, Napa Valley Unified School District, Caltrans, Napa County, etc.
oCommunity Groups
• Napa County Bicycle Coalition, Slow Down Napa, Napa
Valley Vine Trail Coalition, etc.
oCity Commission
• City of Napa Bicycle and Pedestrian Advisory Commission 3 Data Driven Approach
Overview
oTraffic safety for all modes
of travel
oFour “E’s” of Traffic Safety:
• Engineering
• Education
• Enforcement
• Empowerment
oThe Safe System Approach
4 Data Driven Approach
oIdentify patterns in
locations and causes of
severe and fatal collisions
oFocus on eliminating fatal
and severe injuries
oCollision history analysis
and High-Injury Network
oCity of Napa Service Center
• Speed feedback sign data
oFocus enforcement on
High-Injury Network
o Equitable and defendable
5 6
7 Data Driven Approach
Plans and Programs
oLocal Roadway Safety Plan (LRSP)
oNapa Valley Vision Zero Plan
oCity of Napa Bicycle Plan
oCity of Napa Pedestrian Plan
oNeighborhood Traffic Calming Program (NTCP)
Implementation Opportunities
oGrant Funding
oCapital Improvement Program (CIP)
oDevelopment
8 Recent Accomplishments
oLowered speed limits in Downtown to 20MPH
oHigh-visibility crosswalk striping near schools
oAll-way stop at Redwood Road/Dry Creek Road
oRectangular Rapid Flashing Beacon (RRFB)
installation at schools
oSharrow installation on Class III bicycle routes
oGrant Funding Awarded
o $3,926,240 (from 6 grant programs for 12 projects; for safety planning documents such as complete streets corridor
studies, and the installation of bicycle and pedestrian infrastructure including sidewalks, rectangular rapid flashing beacons, high-visibility crosswalk striping, ADA curb ramps, bike racks, Class I shared-use pathway, etc.)
9 Recent Accomplishments
oPlans and Programs
• Local Roadway Safety Plan
• Napa Valley Vision Zero Plan
• Neighborhood Traffic Calming Program
oCapital Improvement Projects
• Vine Trail crossing improvements
• Buffered bike lanes
• SR29 Bicycle and Pedestrian Undercrossing
10 What We Are Working On
Underway
oCapital Improvement Projects
• Salvador Avenue Complete Streets
(bike lanes, sidewalk, traffic
calming)
• Laurel Street Rehabilitation Phase I
(bike lanes, sidewalk, traffic
calming)
• Browns Valley Road Rehabilitation
(class IV protected bike lanes;
crossing enhancements, traffic
calming)
• Westwood Avenue (sidewalk)
11 What We Are Working On
(Engineering Phase)
oCapital Improvement Projects
Engineering work
• Coombs Street Rehabilitation
• Westwood Interior Streets
• High-friction surface treatments
• Uncontrolled crosswalk
enhancements
• 5-way Intersection Project
environmental documents
12 What We Are Working On
(Planning Phase)
oJefferson Street Corridor Complete Streets Improvement Plan oRedwood Road Complete Streets Improvement Plan
oBicycle and Pedestrian Plan updates (Active Transportation Plan)
oDowntown bicycle racks
oAutomated red-light enforcement
oFour intersections to start in December/January
oRedwood/Solano
oLincoln/Soscol
oImola/221
o29/Trower
• Review/Processing of backlog of community service requests 13 What We Are Working On
Pending Funding/Approval
oGrant Applications Pending
• Active Transportation Program (ATP)
Imola Avenue Corridor Complete Streets
Improvements
• Highway Safety Improvement Program (HSIP)
Signalized Intersection Improvements
California Blvd/Pueblo Ave Intersection
Improvements
oGrant Applications Pending Scope Approval
• Safe Streets and Roads for All (SS4A)
Quick-build Crossing Improvements
14 Upcoming Work
oLocal Roadway Safety Plan Update
oVision Zero Action Plan
• Ongoing collision tracking and rapid response
• Maintaining collaborative partnerships
• Annual reporting
15 Questions?
16 Long-Term
Financial
Forecast
Update
October 15, 2024
Roadmap
• Introduction
• Big Picture
• Historical
Comparison
• Preliminary Long-
Term Findings
– Key Assumptions
– Results
The Big Picture
• Revenue growth rates beginning to
plateau
• Expenditures have continued to increase
and are projected to be higher than
revenues in future years
– Inflation (Services & Supplies)
– Labor & Pension Costs
– Self-Funded Insurances
General Fund Financial Status
Operating Revenue only shown; does not include one-time revenues used to balance the General Fund in FY20 through FY25
50 60
70 80
90 100
110
120
130
140
FY20
Actual
FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actual
FY25
Budget
Millions
Operating Revenue Expenditures
FY25 Budgeted Revenue: $125.7 M
Financial Status Update
FY 2023/24
• Property and Sales Tax continues to grow
at a more moderate rate
• Transient Occupancy Tax has plateaued
• Inflation still a factor & labor costs
continue to rise
• One-Time dollars have been used since
FY20 to balance the General Fund
budget
• General Fund Reserves are still fully
funded
Long-Term Financial Forecast
• Components
– Financial Trend Analysis – 5 Year (4 history +
current)
• Rapid growth out of last recession can skew
analysis of current trends
– Financial Forecast – 5 Years Forward
• Economic Assumptions
• Collaborative efforts with staff, professionals &
consultants
• Anticipated Development
Historical Revenue
• Property Tax: average annual increase of 6.5% from FY15 – FY24 • Sales Tax: average annual increase of 3.8% from FY15 – FY24 • TOT: average annual increase of 7.1% from FY15 – FY24 • Timeframe includes 4 new hotels and 1 hotel expansion
45.9 22.7
29.5 0
5 10
15 20
25 30
35 40
45 50
FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24
Millions
Primary Revenue Sources
Property Tax Sales Tax Transient Occupancy Tax
The Forecast….
The Forecast….
• Is a model that shows us what MIGHT
happen in the future
• Revenue estimates based on our current
best guess of economic outlook
• Expenditure estimates based on historical
growth rates what happens if we keep
doing what we’ve been doing
– Actuarial data – UAL
The Forecast….
• A set of reasonable, most likely assumptions
about future revenues and expenditures based
on current budget/trends
• Changes to assumptions Changes in the
forecast
• GFOA best practice for fiscal management
• Planning Tool
– Allows us to model future impacts of current budget
decisions
– Allows us to see surplus/deficit trends over time
– Assists us with making changes needed to avoid future deficits
The Forecast….
• Is not a budget – Council has final authority to
establish the budget and amend it as needed
• Is not a labor relations plan – Collective
bargaining is a separate process from
forecasting; assumptions in the forecast are for
modeling purposes only
• Is not a set of promises – COLA increase
assumptions, operating budget growth
assumptions, etc. are for modeling purposes only
• Is not set in stone – Assumptions are changed
over time in response to a variety of factors and
trends
Forecast….
• What’s Included
– Economic Assumptions
– Major Development Currently Underway plus
Anticipated Growth
– Transfers Based on Current Fiscal Policy
• What’s Not Included
– ARPA Funding
– New Positions
– Funding for Current Unfunded Needs
– New or Enhanced Programs/Services
Forecast Assumptions
Annual Revenue Growth Rates
• Property Tax: 4.0% throughout forecast
• Sales Tax: From 3.3% to 3.5% average
annual growth
• Transient Occupancy Tax
– From 2.5% average annual growth for existing
inventory to 1% in FY26 & 2% beyond
– FY24 Actual less than FY23
– Estimated projected new development
Property, Sales & TOT Revenue
57.2 27.8
32.2 0
10 20
30 40
50 60
70 FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actual
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Primary Revenue Sources
Property Tax Sales Tax Transient Occupancy Tax
Revenue Forecast
87.0 101.9
117.6
125.4 125.7 129.4 133.1 137.3 141.7 146.4
0 20
40 60
80 100
120
140
160
FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actual
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Property Tax Transient Occupancy Tax (TOT) Sales Tax Other Revenues Transfers In Forecast Assumptions
Annual Expenditure Growth Rates
• Based on historical trends, core City services
• Staffing: No new positions beyond FY25 budget
• Salaries & Wages: 3.7% combined rate for
COLA and step increases beyond MOUs
• 4.6% annual increase in healthcare/dental costs
• -2.1% average annual increase in CalPERS
normal costs (payroll)
• CalPERS UAL schedule increasing 6.7%
– Reflects rising annual costs, peaking in FY31 at $21M (GF)
Projected CalPERS Costs
General Fund Only
14.1 17.2 16.3
19.1 20.7
22.8 24.0 24.9
26.6 27.1
0 5
10 15
20 25
30 FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actual
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Normal Cost UAL
Projected CalPERS UAL
Prepayments - GF
5.4 6.2 7.0 7.4 7.8 8.4 8.6 8.8
8.0 8.5
9.5 10.2 10.7
11.7 11.9 12.2
0 5
10 15
20 25
FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
Millions
GF Misc Prepayment Safety Prepayment
Projected CalPERS UAL
All Funds
-
5 10
15 20
25 30
2023-24
2024-25
2025-26
2026-27
2027-28
2028-29
2029-30
2030-31
2031-32
2032-33
2033-34
2034-35
2035-36
2036-37
2037-38
2038-39
2039-40
2040-41
2041-42
2042-43
2043-44
2044-45
2045-46
2046-47
264 - Miscellaneous Plan 265 - Safety Plan
Forecast Assumptions
Annual Expenditure Growth Rates
• Semi-Discretionary
– Services & Supplies: 9.7% - Capping at 5%
• Utilities, Property Tax Administration Fees, Software Licenses, Payments to Other Agencies, etc.
– Internal Services: Fleet 3.41%, Risk 15.3%
• Discretionary
– Services & Supplies: 4.3% - Capping at 3%
• Professional Services, General Supplies,
Travel/Training, etc.
– Transfer to Sidewalks Program: $0.9
million/year
Forecast Assumptions
Annual Expenditure Growth Rates
• Transfers Out per Fiscal Policy
– CIP Facilities Reserve: 2% of Operating
Budget
– CIP General Fund Reserve: 1% of Operating
Budget, plus $0.10 million for the General Plan
– Equipment Replacement Reserve: $0.15
million/year
– General Fund Reserves: bring balances up to
equal 14% (Emergency), 5% (Operating), or
1% (Contingency) of Operating Budget
Expenditure Forecast
57.4 61.5 66.5 72.1 76.6 80.1 83.1 86.2 89.5 92.9
-
20 40
60 80
100
120
140
160
180
FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actual
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Salaries & Benefits
Expenditure Forecast
10.2 11.7 11.9 13.4 14.7 16.5 17.6 18.4 20.1 20.6
-
20 40
60 80
100
120
140
160
180
FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actual
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Salaries & Benefits PERS UAL
Expenditure Forecast
6.9 8.2 7.9
8.8 8.9 9.4 9.8 10.3 10.8 11.4
-
20 40
60 80
100
120
140
160
180
FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actual
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Salaries & Benefits PERS UAL Semi-Discretionary Exp
Expenditure Forecast
5.8 6.9 9.7
10.0 12.8 13.2 13.5 13.9 14.3 14.7
-
20 40
60 80
100
120
140
160
180
FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actual
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Salaries & Benefits PERS UAL Semi-Discretionary Exp Discretionary Exp Expenditure Forecast
6.8 7.5
8.6 10.2
11.2 12.3 13.7 15.2
17.0 18.9
-
20 40
60 80
100
120
140
160
180
FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actual
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Salaries & Benefits PERS UAL Semi-Discretionary Exp Discretionary Exp Internal Services Expenditure Forecast
5.6 4.8
4.6 11.1 5.8
6.4 6.4 6.6
7.1 7.1
-
20 40
60 80
100
120
140
160
180
FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actual
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Salaries & Benefits PERS UAL Semi-Discretionary Exp
Discretionary Exp Internal Services Transfers Out
Expenditure Forecast
95.4 92.6
100.6
109.2
125.7 129.9
137.9
144.1 150.7 158.8
165.6
-
20 40
60 80
100
120
140
160
180
FY20
Actual
FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actual
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Salaries & Benefits PERS UAL Semi-Discretionary Exp
Discretionary Exp Internal Services Transfers Out
Revenues & Expenditures
92.5 105.4
119.9
127.6 130.7 132.4 136.1 140.3 144.7 149.4
-
20 40
60 80
100
120
140
160
180
FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actuals
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Revenues & Expenditures
Includes continued use of one-time revenues through FY30 93 105
120
128 131 132 136 140 145 149
93 101
109
126 130
138
144
151
159
166
0 20
40 60
80 100
120
140
160
180
FY21
Actual
FY22
Actual
FY23
Actual
FY24
*Actual
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Usage of General Fund Reserves
(10)
(5)
-
5 10
15 20
25 30
FY25
Proj
FY26
Proj
FY27
Proj
FY28
Proj
FY29
Proj
FY30
Proj
Millions
Projected General Fund Reserve Balances
• Revenues growth continues but beginning to
plateau
• Economic Uncertainty – VLF, ERAF & UAL
• Expenditures have grown at a rapid pace; if
growth continues at this rate City will experience
operating deficits and deplete all its GF reserves
• Reserves are no longer sufficient to cover
deficits, and should be utilized only as a last
resort
Summary
What’s Next?
• November: FY24 End-of-Year Update
• January: Biennial Budget Kick-off
• January/February:
– End of Year Report/ACFR (FY 23/24)
– Mid-Year Report – revenue adjustments as needed
• May/June: Budget Workshop & Adoption
• Going forward will continue to use the Forecast
and Mid-Year Report to evaluate revenue and
adjust budgets as needed if growth differs from
expectations.
Comments / Questions?
End of Presentation