Submit Date: Jun 03, 2025
First Name Middle
Initial
Last Name
Email Address
Street Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title
City of Napa Boards & Commissions
Profile
Mailing Address (if different than Resident Address above) Length of Residence in the City of Napa:
5 years
Length of Residence in the County of Napa:
5 years
Registered to vote in the City of Napa?
Yes No
Ethnicity *
Caucasian/Non-Hispanic
Interests & Experiences
Which Boards would you like to apply for?
Napa Valley Transportation Authority (NVTA) Active Transportation Advisory Committee (ATAC) : Submitted
Jonathan C Schellin
City of San Rafael
Deputy Director of Public
Works
Jonathan C Schellin
ATTACHMENT 1
Upload a Resume
Community Service Experience:
Americorps, 650 hours, Summer of 2011
Education:
University of Michigan, Master of Business Administration / Master of Public Policy, 2019 University of Wisconsin-Whitewater, Bachelors of Science in Secondary Education / Economics, 2010
Other relevant experience or expertise:
Currently the Deputy Director of Public Works, overseeing budget, procurement, asset management/strategy among other duties. Current Vice Chairperson of NVTA ATAC Committee. Prior experience in public finance as a Senior Management Analyst in City of Benicia’s Finance Department.
Additional Questions
What is your understanding of the role and responsibility of this board? This board serves as a vital link between residents and the City, ensuring transparency and accountability in the use of Measure G funds. While it is not an authorizing or decision- making body, its role is to provide transparency, offer feedback to city officials, and help ensure that funds are allocated in alignment with the measure’s intended purpose.
Additionally, board members play a key role in communicating with the public helping residents understand how these funds are being used and why the tax measure was necessary. It's crucial that trust is built and maintained between the public and the City in the use of these funds, and that's where this board is intended to serve. Maintaining resident involvement in the oversight process is essential to ensuring a balanced and community- focused approach to spending decisions.
Have you ever attended a meeting of this board? If so, how many? No
What duties of this board are most interesting to you?
As a member of the inaugural board, I am particularly excited about the opportunity to help shape its direction and establish a strong foundation for its mission. I am eager to engage with city staff and council members to better understand their priorities and how they envision using these funds to address the community’s needs. Through meaningful discussions and regular board meetings, I look forward to contributing to a strategic, long- term approach that maximizes the impact of this tax measure. Additionally, serving as a trusted liaison between the public and city officials is especially important to me, ensuring transparency, accountability, and community engagement in the decision-making process.
Jonathan C Schellin
What activities of this board are least interesting to you? Since this board is newly forming, there aren’t yet established activities to evaluate.
However, based on the available materials, I anticipate that certain aspects of the annual audit and financial reporting may be the least engaging for me. While I fully recognize the importance of ensuring transparency and accountability in the use of public funds, some portions of the audit process—particularly those that involve repackaging existing financial data in a highly technical format—may be less engaging. That said, I remain committed to fulfilling all responsibilities of the board, as even the less dynamic aspects play a crucial role in maintaining public trust and sound fiscal management.
What programs or projects would you like to see improved or implemented? Napa is a fantastic place to live and visit, but there are always opportunities to enhance its offerings, particularly for new families. The recent investments in playgrounds and public spaces that foster family-friendly activities have been wonderful to see, and I hope Measure G funding will continue to support these efforts. Additionally, long-term investment in infrastructure that sustains both business and tourism is essential to Napa’s economic future, ensuring it remains a thriving destination for visitors and a strong hub for local businesses. Lastly, I’m excited about the potential of the Harvest Middle School property as a valuable city asset. Its redevelopment could serve a variety of community needs, from public gathering spaces to potential housing solutions, making it an important opportunity for thoughtful planning and investment.
How would you approach improving these project(s) or program(s)? I would continue what the City has already started doing with its partnerships with local organizations, NVUSD, nonprofits, and community members. Building a community that families can thrive in doesn't need to rest entirely on the local government, but the City can build financial partnerships, such as through grants or other financial incentives as a result of this additional funding source, that help support other organization's carry out their missions. Additionally, investing with a long term focus, especially on less splashy items, like improving road and infrastructure maintenance, doesn't grab headlines. But improved maintenance reduces the need for building new or replacing worn out assets. Investing now to reduce long term costs is what builds structure surpluses in budgets, that in turn allows for improved services down the line that can really make a difference.
Are you involved in any organizations or activities that may result in a conflict of interest if you are appointed to this board? No.
Please list two local references and their phone numbers:
How did you learn of this vacancy?
Other
Jonathan C Schellin
An innova(ve and strategic leader, with exper(se in public policy, government opera(ons, and stakeholder m
anagement. Driven problem-solver with experience leading cross-func(onal teams and achieving results.
Deputy Director - Administra3ve Services, April 2024 - Present Senior Management Analyst II, September 2023 - April 2024 Public Works Department — City of San Rafael, CA
Managed the administra(ve team responsible for financial, procurement, and public communica(ons services suppor(ng a department of\ 51 personnel with four direct reports and led several citywide ini(a(ves. • Overhauled resident rela(ons management for department, which was then adopted as the primary co
mmunica(on and workflow management tool citywide, resul(ng in improved transparency, tracking, an
d response (mes to resident requests and public officials’ integra(on with staff. • Charged with leading the department’s budget process across mul(ple funds while redesigning the C
ity’s procurement process with improved bidding and contrac(ng process and new agreement t
emplates, drama(cally reducing staff (me and processing errors while improving compliance. • Project lead on key City priori(es including building the City’s first asset inventory and implemen(ng an as
set management system, and key contributor on City’s new ERP implementa(on of Tyler Munis.
Procurement Services & Program Specialist, April 2022 - September 2023 Finance Department — City of Benicia, CA,
Overhauled the procurement, risk management, contrac(ng, and real property management processes across all 1 1 City departments, drama(cally reducing staff (me while improving procurement outcomes and compliance. • Designed, implemented, and managed City's new e-procurement plaQorm, transi(oning the en(re City t
o a fully digital procurement process, including training and suppor(ng purchasing throughout the City. • Built, implemented, and managed City's new insurance tracking soSware, resul(ng in an over 70% i
ncrease in vendor compliance, while greatly enhancing reten(on and reducing external risk. • Managed all real property assets for the City and spearheaded lease nego(a(ons, resul(ng in increased r
ental revenue, decreased risk exposure for the City, and improved tracking of City obliga(ons.
Management Analyst I & II, March 2021 - April 2022
Community Development Department — City of Benicia, CA
Supported large-scale community development projects and provided policy analysis to execu(ve leadership and C
ity Council. Led significant new process designs for the City, including permiYng, financial repor(ng, data an
alysis, public engagement, and secured mul(ple grants to fund key ini(a(ves. • Designed and launched the City's online permit center, significantly improving customer service, r
educing permit turnaround by over 25%, and automa(ng residen(al solar permit applica(ons. • Implemented a new contrac(ng process and nego(ated six new consultant providers to support es
sen(al building development and inspec(on on-call services to the public.
Associate Brand Manager — Tyson Foods
Chicago, IL, June 2019 - December 2020
Led teams of more than 30 people on strategic innova(on projects to expand branded and unbranded offerings an
d launched mul(ple new product offerings. Devised strategic plan for a na(onal deli brand through a key joint v
enture opportunity to op(mize overall P&L and porQolio offering. Improved rela(onships with key customers by im
plemen(ng a new mul(-partner pipeline process based on consumer data analysis and cross-func(onal input. • Spearheaded an $8M produc(on line investment project overseeing the engineering, tes(ng, and ini(al se
ll-in to customers, resul(ng in a new capability for the company and entry into a new compe((ve set. • Conducted strategic review of a premium brand segment and created a launch strategy with projected sales of $4M in the first year, opening a new category of opportunity for the business.
Jonathan Schellin
EXPERIENCE
Summer Associate — Civic Consul3ng Alliance
Chicago, IL, June 2018 - August 2018
Collaborated on Chicago metro area workforce development plan, including implemen(ng client objec(ves, iden(fying leading indicators, and segmen(ng system groups through data analysis. • Led weekly client mee(ngs, conducted interviews with subject experts, wrote and presented the final recommenda(ons to client resul(ng in a new line of partnerships across the Chicago metro area.
Marke3ng Leadership Intern — Ford Motor Company
Dearborn, MI, June 2017 - August 2017
Devised strategic framework leveraging e-commerce within the rapidly-changing auto environment to iden(fy opportuni(es for increased loyalty, sales, and brand goals while observing industry compliance and regula(ons. • Conducted interviews across seven Ford business groups and compiled key learnings to support final recommenda(on on launching e-commerce car buying experience to improve customer reten(on.
Company Commander & Execu3ve Officer — United States Army Ft. Bragg, NC, September 2014 - August 2016
Lead a 110-soldier company while expanding support for missions in South America, Europe, Middle East, and Africa. Oversaw administra(ve organiza(on, training, supply opera(ons, and personal welfare with over $17M in equipment, while simultaneously suppor(ng mul(ple opera(ons and training next wave of deployment. • Revamped unit's team structure through a cross-func(onal training program, yielding a 15% decrease in equipment down-(me and a 30% increase in team readiness by skill-set. • Developed full-scale exercise in psychological opera(ons for 450 soldiers and met 100% mission standards, earning top marks for my Company and mul(ple top rankings in my officer class in my unit. • Launched training program for incoming soldiers, reducing training (me by 15% and improving soldier skill alignment to mission requests, and greatly improved readiness for quick reac(on support missions.
Detachment Leader & Officer In Charge — United States Army Ft. Bragg, NC & Doha, Qatar, May 2013 - September 2014
Commanded 40 soldier detachment responsible for strategic messaging campaigns to counter terrorist propaganda, Established rela(onships with U.S. and foreign officials to reduce foreign border restric(ons and increase opera(onal support, while building the founda(on for future opera(ons with increased opera(onal and leadership exchanges. Oversaw training, deployment readiness reviews, logis(cal and maintenance planning, and was responsible for over 30 missions across 11 different countries. • Improved digital, audiovisual, and print product delivery (me by over 20% and service provision by 35%. • Pioneered new media tac(c resul(ng in record-seYng digital media impact for key ally.
Master of Business Administra3on (M.B.A.) — University of Michigan W/ Dis(nc(on, Ross School of Business, Ann Arbor, MI, Jun 2019 Master of Public Policy — University of Michigan
Ford School of Public Policy, Ann Arbor, MI, Jun 2019
Bachelor of Science in Economics & Educa3on — University of Wisconsin-Whitewater Magna cum Laude, Whitewater, WI, Jun 2010
Leadership Napa Valley - Class 36 Graduate
Napa Valley Transporta(on Authority - Ac(ve Transporta(on Advisory Commilee (ATAC) Vice Chairperson • Appointed by City of Napa to three-year term March 2022 Team Rubicon Volunteer and Strike Team Leader (Houston, TX and Northern California) • Over 200 hours of community disaster mi(ga(on and response work.
Volunteer Coach — (Columbus & Waterloo, WI)
• Over 250 hours of volunteer Cross Country and Track & Field coaching with youth AmeriCorps Volunteer Team Leader & Coordinator (Paterson, NJ) • Over 400 hours of civic service youth based instruc(on and summer camp management
EDUCATION
VOLUNTEER EXPERIENCE