St. Helena City Council
May 31, 2022

City of St. Helena
Special City Council Meeting
Tuesday, May 31, 2022 @ 9:00 AM

PLEASE NOTE: Any person who wishes to speak regarding an item on the agenda or make a comment under the "Oral Communication" portion of the agenda may do so, but please observe the time limit of four minutes.

This meeting will be conducted pursuant to the provisions of Government Code Section 54953 (as amended by AB 361) which authorizes teleconferenced meetings under the Brown Act during certain proclaimed States of Emergency. The Governor of California proclaimed a State of Emergency related to COVID-19 on March 4, 2020. This teleconferenced meeting is necessary so that the City can conduct essential business and is permitted under Government Code 54953 in order to protect public health and safety of attendees.

Consistent with Government Code Section 54953, this City Council Meeting will be held via teleconference only, and will not be physically open to the public. City Council members and staff will teleconference into the meeting by audio and/or video. The meeting will be conducted via Zoom Webinar.

The City Council meeting will be live-streamed on Comcast Channel 28 and on the City’s website, barring technical difficulties. Those members of the public wishing to participate must do so remotely via Zoom electronic meetings in the following ways; by either logging onto the Zoom link located on the meeting agenda (please download the app to your computer or mobile device) and enter the meeting ID or by calling a listed number and enter the meeting ID. Public comment for City Council meetings will be accepted via email to [email protected]. All public comments must be emailed by 4:00 PM prior to the meeting. Emailed public comments will not be read out loud but will be publicly available and attached to the on-line City Council agenda.

Please see the end of the agenda for detailed PUBLIC PARTICIPATION instructions.

Simultaneous Spanish interpretation services during meetings can be scheduled upon request.

To ensure interpreters are available, requests must be made at least 72 hours in advance by calling the Office of the City Clerk at (707) 968-2640 or emailing [email protected].

The schedule of upcoming meetings and published meeting agendas can be found on the City of St. Helena website at https://sthelena.civicweb.net/portal/.

Please click the link below to join the meeting:
https://us02web.zoom.us/j/81307494296
Or One tap mobile :

US: +16699006833,,81307494296# or +12532158782,,81307494296# Or Telephone:

Dial(for higher quality, dial a number based on your current location):

US: : +1 669 900 6833 or +1 253 215 8782 or +1 346 248 7799 or +1 312 626 6799 or +1 929 205 6099 or +1 301 715 8592

Meeting ID: 813 0749 4296
International numbers available: https://us02web.zoom.us/u/kdB3SQwBLZ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Esta reunión será realizada conforme a las provisiones del Código de Gobierno Sección 54953 (modificada por AB 361) la cual autoriza las reuniones de teleconferencia bajo el Acta Brown durante ciertos Estados de Emergencia. El gobernador de California proclamó Estado de Emergencia relacionado con el COVID-19 el 4 de marzo del 2020. Esta reunión por teleconferencia es necesaria para que la Ciudad pueda realizar deberes esenciales y es permitido bajo el Código de Gobierno 54953 en orden de proteger la salud pública y seguridad de los asistentes.

Consistente con el Código de Gobierno Sección 54953, esta reunión del Consejo de la Cuidad será realizada vía teleconferencia y no será físicamente abierta al público. Miembros del Consejo de la Cuidad y personal atenderán la reunión por audio y/ o video. La reunión será transmitida vía Zoom.

La reunión del Consejo de la Cuidad se transmitirá en vivo por el Canal 28 de Comcast y en el sitio web de la Ciudad, salvo dificultades técnicas. Aquellos miembros del público que deseen participar deben hacerlo de forma virtual a través de las reuniones electrónicas de Zoom de las siguientes maneras; iniciando sesión en el enlace Zoom ubicado en la agenda de la reunión (descargue la aplicación en su computadora o dispositivo móvil) e ingrese el ID de la reunión o llamando al número ubicado en la agenda e ingrese el ID de la reunión. Se aceptarán comentarios públicos para la reunión del Consejo de la Cuidad por correo electrónico a [email protected]. Todos los comentarios públicos se harán públicos y se adjuntarán a la agenda, pero no se leerán en voz alta. Todos los comentarios públicos que se reciban después de las 4:00 PM se adjuntarán a la agenda del Consejo de la Cuidad al día siguiente.

Servicios de interpretación en español durante la reunión pueden ser solicitados por el público.

Para asegurar que los intérpretes estén disponibles, los servicios tienen que ser solicitados al menos 72 horas antes de la reunión llamando a la oficina de la Secretaria de la Ciudad al (707) 968-2640 o por correo electrónico a [email protected] .

El horario de las reuniones publicadas y próximas puede ser localizado en el sitio de web de la Ciudad en https://sthelena.civicweb.net/portal/ .

Habrá traducción en español durante la junta
Haga clic en el enlace a continuación para participar en la reunión:
https://us02web.zoom.us/j/81307494296
O por iPhone one-tap:

US: +16699006833,,81307494296# or +12532158782,,81307494296# O por Teléfono: Marque(para mejor calidad, marque número basado en su ubicaciónactual):

US: : +1 669 900 6833 or +1 253 215 8782 or +1 346 248 7799 or +1 312 626 6799 or +1 929 205 6099 or +1 301 715 8592 19
reunión ID: 813 0749 4296
International numbers available:https://us02web.zoom.us/u/kdB3SQwBLZ Consulte el final de la agenda para obtener instrucciones detalladas de PARTICIPACIÓN PÚBLICA.

Page

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE

3. ROLL CALL
Mayor: Geoff Ellsworth, Vice Mayor: Paul Dohring, City Council Members: Anna Chouteau, Eric Hall and Lester Hardy.

4. ADOPTION OF THE AGENDA

5. PUBLIC COMMENT:

Under California law, public comments at special meetings are limited to subjects on the agenda only. Therefore public comment will take place during consideration of the item. Each person’s comments shall be limited to 4 minutes.

6. NEW BUSINESS:

6.1. 2023-2032 Long Range Financial Forecast (Staff report forthcoming) Provided 5-30-22
Prepared By: April Mitts, Administrative Services Director LRFF - FY 22-23
LRFF Presentation 053122
11 - 47

6.2. Budget Workshop - Review of Fiscal Year (FY) 2022-23 Budget Recommendation:

The focus of this workshop is for City Council to provide feedback to staff on the various revenue assumptions and the options related to expense priorities, ensuring available resources align with adopted City Council goals.

FY 2022-23 Budget Staff Report
Attachment 1 - General Fund Revenue Worksheet Historical by Type 053122 Meeting
Attachment 2 - Revenue Worksheet 052722
General Fund Budget Update 053122
49 - 86

6.3. Review of Five-Year Capital Improvement Program for Fiscal Years 2022-23 to 2026-27
Prepared By: April Mitts, Administrative Services Director Recommendation:

This item provides a review of the FY 2022-23 to FY 2026-27 5-Year CIP list for Council consideration. The 5-year CIP will be adopted at a subsequent City Council meeting.
01 CIP Staff Report 053122
Attachment 1 - FY 2023 Five Year CIP
Attachment 2 - Comprehensive Project List 30 Year updated 052422 87 - 135
7 .

ADJOURNMENT
The next Regular City Council meeting is scheduled for June 14, 2022, at 6:00 p.m.

I do hereby certify that a copy of the foregoing agenda was posted on the City website on May 28, 2022. Republished 5-30-22

Cindy Tzafopoulos, City Clerk
In Compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please call the City Clerk’s Office (707) 967-2792. Notification 72 hours prior to the meeting as required by Section 202 of the Americans with Disabilities Act will enable the City to make reasonable arrangements to ensure accessibility to this meeting.

Any supplemental writings or documents distributed to a majority of the City Council regarding any item on this Agenda, after the posting of the Agenda, will be available for public review in the City Clerk’s Office located at 1572 Railroad Avenue, St. Helena, California, during normal business hours and by appointment. In addition, such writings or documents will be made available on the City’s web site at https://sthelena.civicweb.net and will be available for public review at the respective meeting.

THE CITY OF ST. HELENA ENCOURAGES ONLINE PUBLIC PARTICIPATION IN

VIRTUAL CITY COUNCIL MEETINGS
St. Helena, CA– The City of St. Helena is committed to public participation in City government in a manner that is consistent with guidance provided by the Napa County Public Health Official and AB361. These guidelines relate to social distancing, and are intended to protect everyone by limiting the spread of COVID-19 in our community. In adherence to these guidelines, the St.

Helena City Council will host a Virtual Council Meeting on Zoom; a free teleconferencing tool that enables users to watch and/or call into the meeting from their computers or phones. This meeting will be open to public and allows for live public comment. The meeting will also be recorded, livestreamed, and posted on the City’s website after the adjournment of the meeting if technical difficulties occur: https://sthelena.civicweb.net/Portal/ The ZOOM web link, meeting ID, and phone number will be listed at the top of the City Council Meeting Agenda. You will be required to enter the meeting ID, but there will be no password or participant ID.

How to Watch or Listen to Council Meetings:

1. Watch on Comcast Channel 28

2. Watch the livestreaming video on the City’s website

3. Watch and Listen on Zoom.us by clicking on the link in the Council Agenda

4. Listen only by calling the Zoom number listed on the Council Agenda Watch Council Meeting by Joining the Zoom Meeting:

1. By Computer, Tablet, or Smart Phone:

1. Before joining the virtual City Council Meeting, it is highly encouraged that you download the Zoom App. To sign up for your own free account, visit zoom.us/signup and enter your email address. You will receive an email from Zoom ([email protected]). In this email, click Activate Account.

2. If you are logged into your account, Enter the Meeting ID listed on the City Council Agenda. If you have not created an account go to: https://zoom.us/join and enter the Meeting ID

3. Select if you would like to connect audio and/or video and tap Join Meeting.

4. For specific instructions for your device, go to: https://support.zoom.us/hc/enus/articles/201362193-Joining-a-Meeting

1. Listen Only by Telephone:

1. Dial the number listed on the Council Agenda.

2. At the prompt, enter the Meeting ID provided on the top of the City Council Meeting Agenda and Press #. A participate ID is not required.

3. To disconnect from the meeting, hang up the phone.

Ways to Provide Public Comment:

While attending the virtual City Council Meeting, the public will have the opportunity to provide live public comment during Public Forum and after each agenda item. When it is the appropriate time for public comment the Mayor will verbally open public comment. At this time each individual is permitted 4 minutes to speak.

1. Send a Public Comment in by 4:00 PM Prior to the Meeting to:
[email protected]
The easiest way to provide public comment is to email your public comment. Public comments may be emailed to [email protected]. Please include in the subject line “COMMENT TO COUNCIL and the AGENDA ITEM”. Any public comment is required to be submitted no later than 2 hours before the scheduled meeting and will be included as an attachment to the agenda. All public comments will be made publicly available and attached to the agenda item and will not be read out loud. All public comments that are received after 4:00 PM will be attached to the agenda the following day.

2. Provide Comment through Zoom meeting from a computer, tablet, or smart phone This option allows the public to virtually attend the meeting as a muted ‘attendee’ with no video or screen sharing capabilities. You will be able to see and hear those participating in the meeting, but they will not be able to hear you until the host unmutes you.

If you wish to provide public comment during a specific agenda item or during public forum, you can use the “raise hand” feature located in the control panel at the bottom of your screen. The icon is a small blue hand. In Windows you can also use the Alt+Y keyboard shortcut to raise or lower your hand. In Mac you can also use the Option+Y keyboard shortcut to raise or lower your hand.

The host will be notified that you've raised your hand and you will be placed in a queue with all incoming requests.

When it is your turn to speak, you will be notified that the host has unmuted you. To be removed from the queue, just click the ‘raise hand’ button again.

3. Call in to the ZOOM meeting from a cell phone or landline phone only This option allows the member of the public with the opportunity to verbally participate in public comment.

If you wish to speak during public comment time dial *9 on your telephone.

The host will be notified that you would like to speak and you will be placed in a queue with all incoming requests.

When it is your turn to speak, you will be notified that the host has unmuted you. You may press *9 again if you wish to be removed from the queue.

You will be notified at the end of your statement that you have been muted.

4. Alternative Public Comment Via Telephone by Reservation If you would like to provide comments via telephone (not using Zoom) during the Council meeting, you can request a reservation from the City Clerk prior to 12:00 p.m. on the meeting day. The reservation request may be submitted to the City Clerk by emailing [email protected], or by calling (707) 968-2752. When submitting the request, please identify your name, your telephone number (including the area code first), and the agenda item number you would like to comment on. During the Council meeting, a representative from the City Clerk’s Office will call you when public comment is called for the requested item. You will then be able to provide your comments to the Council via telephone. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ En cumplimiento de la Ley de Estadounidenses con Discapacidades, si necesita asistencia especial para participar en esta reunión, llame a la Oficina del Secretaría de la Ciudad (707) 967- 2792. La notificación 72 horas antes de la reunión, como lo requiere la Sección 202 de la Ley de Estadounidenses con Discapacidades, permitirá a la Ciudad hacer arreglos razonables para garantizar la accesibilidad a esta reunión.

LA CIUDAD DE ST. HELENA ALIENTA LA PARTICIPACIÓN PÚBLICA EN LÍNEA EN

REUNIONES VIRTUALES DEL CONSEJO DE LA CIUDAD
St. Helena, CA– La Ciudad de St. Helena está comprometida con la participación pública en el gobierno de la Ciudad de manera que sea consistente con la guía proporcionada por el Oficial de Salud Pública del Condado de Napa y la Orden Ejecutiva N-25-20 del Gobernador Newsom.

Estas pautas se relacionan con el distanciamiento social y están destinadas a proteger a todos al limitar la propagación de COVID-19 en nuestra comunidad. En cumplimiento de estas pautas, el Ayuntamiento de St. Helena organizará una Reunión del Consejo Virtual sobre Zoom; Una herramienta de teleconferencia gratuita que permite a los usuarios mirar y / o llamar a la reunión desde sus computadoras o teléfonos. Esta reunión estará abierta al público y permite comentarios públicos en vivo. La reunión también se grabará, se transmitirá en vivo y se publicará en el sitio web de la Ciudad después de la clausura de la reunión si se presentan dificultades técnicas: https://sthelena.civicweb.net/Portal/ El enlace web de ZOOM, la identificación de la reunión y el número de teléfono se enumerarán en la parte superior de la Agenda de la reunión del Ayuntamiento. Se le pedirá que ingrese la ID de la reunión, pero no habrá contraseña ni ID de participante.

Cómo ver o escuchar las reuniones del Consejo:

1. Veala a través del canal 28 de Comcast

2. Vea el video de transmisión en vivo en el sitio web de la ciudad

3. Mire y escuche en Zoom.us haciendo clic en el enlace en la Agenda del Consejo

4. Escuche llamando al número de Zoom listado en la Agenda del Consejo Vea la reunión del Consejo uniéndose a la reunión Zoom:

1. Por computadora, tableta o teléfono:
a. Antes de unirse a la reunión virtual del Ayuntamiento, le recomendamos que descargue la aplicación Zoom. Para registrarse en su propia cuenta gratuita, visite zoom.us/signup e ingrese su dirección de correo electrónico. Recibirá un correo electrónico de Zoom (no[email protected]) . En este correo electrónico, haga clic en Activar cuenta. b. Si ha iniciado sesión en su cuenta, ingrese la ID de la reunión que figura en la Agenda del Ayuntamiento. Si no ha creado una cuenta, vaya a: https://zoom.us/join e ingrese la ID de la reunión

c. Seleccione si desea conectar audio y / o video y toque Unirse a la reunión. re. Para obtener instrucciones específicas para su dispositivo, vaya a:
https://support.zoom.us/hc/en-us/articles/201362193-Joining-a-Meeting

2. Escuche solo por teléfono:
a. Marque el número que figura en la Agenda del Consejo. b. Cuando se le solicite, ingrese la ID de la reunión provista en la parte superior de la Agenda de la reunión del Concejo Municipal y presione #. No se requiere una identificación de participación.
c. Para desconectarse de la reunión, cuelgue el teléfono Formas de proporcionar comentarios públicos:

Mientras asiste a la reunión virtual del Ayuntamiento, el público tendrá la oportunidad de proporcionar comentarios públicos en vivo durante el Foro Público y después de cada tema de la agenda. Cuando sea el momento apropiado para comentarios públicos, el Alcalde abrirá verbalmente los comentarios públicos. En este momento, cada individuo tiene permitido 4 minutos parahablar.

1. Envíe un comentario público por adelantado a
[email protected]
La forma más fácil de proporcionar comentarios públicos es enviar su comentario público por correo electrónico. Los comentarios públicos pueden enviarse por correo electrónico a [email protected] en la línea de asunto "COMENTARIO AL CONSEJO y el PUNTO DEL PROGRAMA". Cualquier comentario público debe presentarse a más tardar 2 horas antes de la reunión programada y se incluirá como un archivo adjunto a la agenda. Todos los comentarios públicos se harán públicos y se adjuntarán al articulo de la agenda y no se leerán en voz alta. Todos los comentarios públicos que se reciban después de las 4:00 PM se adjuntarán a la agenda al día siguiente.
• 2. Proporcione comentarios a través de la reunión Zoom desde una computadora, tableta o teléfono inteligente
Esta opción permite que el público asista virtualmente a la reunión como un "asistente" silenciado sin capacidades de video o pantalla compartida. Podrá ver y escuchar a los participantes en la reunión, pero no podrán escucharlo hasta que el anfitrión de permisio.

Si desea proporcionar comentarios públicos durante un elemento específico de la agenda o durante un foro público, puede usar la función "levantar la mano" ubicada en el panel de control en la parte inferior de la pantalla. El icono es una pequeña mano azul. En Windows también puede usar el atajo de teclado Alt + Y para subir o bajar la mano. En Mac también puedes usar el atajo de teclado Alt + Y para subir o bajar lamano.

Se le notificará al anfitrión que ha levantado la mano y se lo colocará en fila con todas las solicitudes entrantes
Cuando sea su turno de hablar, se le notificará que el anfitrión le ha dado permiso de hablar.

Para ser retirado de la fila, simplemente haga clic de nuevo el botón “levantar la mano”.

3. Llame a la reunión de ZOOM desde un teléfono fijo o móvil solamente

Esta opción le permite al miembro del público la oportunidad de participar verbalmente en comentarios públicos.

Si desea hablar durante el tiempo de comentarios públicos, marque * 9 en su teléfono.

Se le notificará al anfitrión que le gustaría hablar y se colocará en fila con todas las solicitudes entrantes.

Cuando sea su turno de hablar, se le notificará que el anfitrión le ha dado permiso de hablar.

Puede presionar * 9 nuevamente si desea ser eliminado de la fila.

General Fund
Long-Range Financial Forecast
City of St. Helena
2023-2032
Updated May 31, 2022
Prepared By:

James McCann, Interim City Manager
April Mitts, Administrative Services Director
Agenda Item #6.1.

City of St. Helena
General Fund
Financial Forecast
FY 2022-23 to FY 2031-32
Forecast Overview 2
Risks to the Forecast 5
General Fund Forecast 8
Revenues and Assumptions 11
Expenditures and Assumptions 15
Next Steps 17
Appendices 20
Agenda Item #6.1.

2 City Overview
The City of St Helena is located in the heart of the Napa Valley and has a population of approximately 6,000 residents. The City was incorporated in 1876 and reincorporated in 1889.

St. Helena is a General Law city and operates under a Council-Manager form of government.

The City Council is comprised of five members, with a directly elected Mayor every two years, and the other four members elected at-large that serve four-year overlapping terms. A City Manager, appointed by the Council, is responsible for the administration of City affairs and implementation of Council policy.

The City’s Fiscal Year (FY) 2021-22 adopted General Fund Operating Budget is $15.7 million with approximately 82.2 FTE budgeted positions. As a full-service City, St. Helena has the following departments: Administration, Planning and Community Improvement, Recreation, Library, Administrative Services, Public Works, Police, and Fire Department.

While the recovery of both sales tax and Transient Occupancy Tax (TOT) has had a strong recovery in St. Helena, the City is remained fiscally cautious in the development of the FY 2022- 23 budget. Department were asked to keep the majority of expenses status quo and all department budgets were asked to present no significant budget increases/requests. Any budget increases were accompanied with the rationale for augmentation and association with City Council adopted goals which are listed below.
 Goal 1 - Improve and Maintain Safe and Reliable City Infrastructure with a Commitment to Environmental Stewardship and Public Health
 Goal 2 - Stabilize, Maintain, and Improve Access to Housing  Goal 3 - Enhance Organization Performance and Commit to Full Public Participation, Ongoing Communication, and Regional Collaboration
 Goal 4 - Ensure Long-Term Economic Sustainability while Supporting St. Helena's Charm & Rural Character
 Goal 5 - Support Thriving Families and Enhance the Safety, Well-Being, and Healthy Development of our Youth
 Goal 6 - Support Initiatives that Respond to and Plan for Climate Change With the evolving COVID-19 environment, coupled with the current water emergency, it remains critical this year's spending plan reinforces the Council's budget priorities and supports the delivery of key projects via the City's goals and workplan.

On April 5, 2022, the staff presented to City Council a preliminary budget forecast which focused on the General Fund and provided a summary of the current fiscal year (FY 2021-22) and a preliminary look at the FY 2022-23 General Fund budget. The preliminary FY 2022-23

FORECAST OVERVIEW
Agenda Item #6.1.

3 revenue and expenses projected an initial budget shortfall of approximately $1.1 million; however, it was noted that the budget shortfall was an early estimate and would be further refined as TOT and sales tax projections are refined and as the City Manager and finance staff work with departments to reduce department spending.

The Graph 1 provides a summary of the preliminary revenues and expenses presented on April 5, 2022 and the revised revenue and expenses included in the May 31, 2022, updated draft FY 2022-23 General Fund budget.

GRAPH 1 – Updated FY 2022-23 Revenue/Expense Forecast
Long-Range Financial Forecast
The Long-Range Financial Forecast (LRFF) provides a current and long-range financial assessment of revenues, expenditures, fund balance, and emergency reserves. The primary objective is to provide the City Council and the community with a financial forecast and identify any significant issues that may need to be addressed in the annual budget development process. It is a standard practice for the City to update this plan annually.

It is important to keep in mind that a forecast is not a budget. The LRFF is a vehicle that peers into the future and makes projections about what is likely to happen given certain assumptions.

If future deficits are projected, then the forecast allows time to take corrective action to ensure finances remain stable.

This analysis is centered on the City's General Fund because it is the primary operating budget for tax supported municipal services. Long-range financial forecasting assists the City in making Agenda Item #6.1.

4 decisions that lead to our ability to sustain the community’s core services. This document represents a review of the City of St. Helena’s General Fund using four different scenarios.

Scenarios
The LRFF scenarios illustrate trends of the City’s expenditures and revenues over the next 10 years. The FY 2022-23 draft budget presented on May 31, 2022, is used as the base for the scenarios. More detailed information for the assumptions is included in the Revenue and Assumptions and Expenditure and Assumptions sections of this report. It is important to note the historical LRFF figures for both revenues and expenditures are actual numbers. For forecasting purposes if non-reoccurring revenues and non-reoccurring expenditures could be identified, they were removed in determining forecasted growth/decline.

The scenarios are modeled to provide insight into future financial capacity so that strategies can be developed to achieve long-term sustainability considering the City’s service objectives and financial challenges. They are intended to provide a high-level overview of the City’s financial situation utilizing various models. Both scenarios utilize information presented in the Infrastructure Task Force (IFT) Final Report approved by the ITF on May 6, 2020. A copy of the report can be found in the following location:
https://sthelena.civicweb.net/document/41322/Financing%20Civic%20Infrastructure%20Task% 20Force%20Final%20Re.pdf?handle=978E51C80CB94734A5F6AD27FE3DCBF5. It is important to note the following regarding Transient Occupancy Tax (TOT) assumptions for possible new hotel development:
 The ITF report calculates TOT at 13%. The current amount of TOT collected by the City is 13%; however, 12% is for the General Fund and can be used for general purposes and the remaining 1% is designed for affordable housing. The scenarios presented in the LRFF show only the 12% which is designed for the General Fund.  Calculations for the TOT for scenarios assume a 50% occupancy rate during the first year in business and the full occupancy rate listed in the ITF report in year two.  The TOT revenue may vary based on individual Development Agreements.

Four scenarios are being presented; each scenario is described below.

1. Scenario 1 - Baseline - This scenario accounts for the COVID fiscal recovery by FY 2022-23, utilizes and models the Farmstead hotel project opening in FY 2026-27. The hotel revenue model used is from the IFT Final Report approved by the ITF on May 6, 2020. This scenario adds an additional $72,000 in Property Tax revenues beginning in FY 2027-28, an additional $133,000 in Sales Tax beginning in FY 2026-27, and an additional $500,000 in TOT in FY 2026-27 (assumes 50% occupancy) and $750,000 in TOT in FY 2027-28 (assumes 75% occupancy). It is important to note only half of the estimated TOT revenue is accounted for per the cost-share contained in the development agreement.

2. Scenario 2 – Baseline with One Additional New Hotel - This scenario uses the baseline and models a second hotel opening in FY 2028-29. The hotel revenue modeling utilizes Agenda Item #6.1.

5 Farmstead, not including the cost-share agreement. This adds an additional $72,000 in Property Tax revenues beginning in FY 2029-30, and additional $133,000 in Sales Tax beginning in FY 2028-29, and an additional $1 million in TOT in FY 2028-29 (assumes 50% occupancy) and $1.5 million in TOT in FY 2028-29 (assumes 75% occupancy).

3. Scenario 3 – Baseline with Civic/Storm Drain Improvements in FY 2023-24 - This scenario takes all assumptions in Scenario 1 (Baseline) and adds $500,000 for capital contributions and $500,000 for storm drain repairs beginning in FY 2023-24 with a 5% inflator through the end of the LRFF. These amounts are included as an individual expense line item.

4. Scenario 4 – Expanding on Scenario 2 with Civic/Storm Drain Improvements in FY2023-24 - This scenario takes all assumptions in Scenario 2 (Second Hotel) and adds $500,000 for capital contributions and $500,000 for storm drain repairs beginning in FY 2023-24 with a 5% inflator through the end of the LRFF. These amounts are included as an individual expense line item.

Risks to the Forecast
While the long-range financial forecast uses the most current estimates and data available, there are risks that have the potential of altering key assumptions (both positively and negatively) were they come to pass. Every projection is a combination of assumptions based on analysis of historical data, use of actual data when available (e.g., labor contracts, CalPERS rates), and educated assumptions based on an analysis of available information. In addition to the built-in uncertainty of projections, the City continues to experience uncertainty in the future of revenue and major expenses that would impact the City’s budget due partly to the structure of State municipal finance laws and the current state of the economy. The major risks to these projections are discussed below.

1. Volatile Economy - The City’s revenues are impacted by economic conditions as evidenced in the recent Great Recession and, more recently, COVID-19. The City’s three largest revenue sources, property, sales, and transient occupancy taxes account for approximately 90% of all General Fund revenues and are tied to broader economic trends. The scenario’s presented do not include recession scenarios.

2. State Takeaways and Borrowing - During times of economic downturn, the State of California has previously shifted, borrowed, or took money from cities to cover its own budget shortfalls. In an effort to protect local governments, Proposition 1A was passed in 2004 to protect local revenues from being transferred away from the state. However, Proposition 1A can be suspended if the Governor declares a fiscal necessity and two-thirds of the Legislature concur. The first emergency suspension of Proposition 1A was passed by the Legislature as part of the 2009-10 budget package. Under this provision the State borrowed 8% of the amount of property tax revenue and was required to repay the obligations plus interest by 2013. After this initial repayment, the legislature may consider only one additional borrowing within a ten-year period. While it cannot be predicted if the State will once again borrow money from local governments, it is a possibility.

Agenda Item #6.1.

6 3. Unfunded Liability Pension Costs - CalPERS pension costs continue to rise and are projected to double, reaching an average of 15.8% of General Fund budgets by FY 2024-25. CalPERS continually reassesses the employer contribution and, based on market returns and other factors, rates can be increased or decreased annually. The projections in this forecast are based on the CalPERS Actuarial Review and does not take into consideration any losses CalPERS may encounter as a result of COVID-19.

4. Compensation Increases/Staffing - The City of St. Helena has two collective bargaining units:

Police Officers Association (POA) and the St. Helena Employees Association (SHEA) as well as two unrepresented groups: Full-time Firefighters and Mid-Managers & Department Heads.

Because of the dramatic shift in the economy due to revenue losses associated with the COVID-19 pandemic, the City utilized a multi-faceted approach to balancing the FY 2020-21 budget. One portion of the approach (25% of the total cost savings) included a labor strategy in which all employees of each unit mutually agreed on several concessions, one of which was a temporary one year 5% salary reduction. Additionally, each MOU amendment provided for a two-year term (expiring on 6/30/22) and included a restoration of benefits clause which stated if the City met a certain revenue target, all unused concessions agreed upon would be restored. Restoration of benefits was achieved in April 2021, upon which all concessions were restored including retroactive step increases and restoration of unused concessions. While concessions were restored, the last pay increases to staff occurred in July 2019 for POA and in January 2020 for all other groups. As noted in the FY 2023-24 draft budget report, the City is currently in negotiations and anticipates salary increases for City staff.

Additionally, the forecast is based on current staffing levels which include five frozen positions. As noted in the Draft FY 2022-23 budget report, the total value of the five frozen positions is approximately $600,000 annually.

5. Fire Department - The City of St. Helena previously operated primarily a part-time Fire Department for a total operations budget of $1.46 million annually (exclusive of Strike Team costs) in FY 2020-21 and $1.65 million in FY 2021-22. The department has evolved in recent years from a volunteer department to a permanent part-time staffing model, to a hybrid full-time and part-time model that is evolving to a full-time model. This transition has added several hundred thousand dollars of operational costs to the General Fund over the past few years. In FY 2021-22, City Council authorized the addition of four full-time firefighter’s resulting in an annual increase of $400,000 to the department. The FY 2022-23 draft budget for the Fire Department is $2.1 million. Although full-time firefighter staffing has increased to six, excluding the Chief, the department continues to utilize the hybrid model with use of part-time firefighters.

Agenda Item #6.1.

7 6. Health Premiums - The City currently pays 100% of employee health premiums. The City is a participant in the Redwood Empire Municipal Insurance Fund (REMIF) which is a selfinsured joint powers authority established in 1976 to handle insurance claims, benefit programs, and risk management needs of 15 cities. In 2015, REMIF changed to a self-funded health plan with the anticipation of overall savings in health care costs to all member cities.

Health premiums in the LRFF are projected to rise over the next decade by 5% annually.

Actual health care costs are typically received by the City in June of each year. The risk is that health premiums may rise faster than the forecast, increasing total compensation costs.

7. Asset Recapitalization - In 2017, to help address the significant current-term and long-term costs for replacement or repair of aging buildings, the City Council formed the St. Helena Assets Planning Engagement (SHAPE) Committee with the general purpose to identify alternatives to address deficiencies and opportunities identified in the Facilities Condition Need Assessment (FCNA), challenges identified in the Long Range Financial Forecast, and feasibility of concepts identified in the 2009 Visioning Statement. Additionally, the Committee identified financial strategies (along with identifying consequences and tradeoffs) for City Council consideration to address identified deficiencies, opportunities, and/or utilization of community assets. The Committee presented its final report to City Council on June 12, 2018.

The final SHAPE report included options for each property to be carried forward for discussion with City Council as well as an annual cost summary of asset recapitalization provided by EMG. As identified in the 2019 Fiscal Health Analysis, assets are depreciating at $1.3 million per year and only a fraction of that amount is being recapitalized. Due to the impacts of COVID-19 and the needs for cost containment strategies, there was minimal investment in General Fund supported capital assets. Scenario 1 and Scenario 2 included in the LRFF does not make any contributions to asset recapitalization, while Scenario 3 and Scenario 4 include capital contributions of $500,000 annually starting in FY 2023-24 with a 5% inflator through the end of the LRFF. This amount is included as an individual expense line item in both scenarios.

8. No Major New One-Time Expenses - The expenditure forecast does not include any provisions for unexpected one-time expenses, such as changes in legislation, unexpected events, acts of nature, or other such factors that could require the City to expend a significant amount of General Fund resources.

9. Storm Drain Repairs - Similar to asset recapitalization, the LRFF does not include funding for storm drain repairs in Scenario 1 and Scenario 2 and provides an additional line item for $500,000 for storm drain maintenance beginning in FY 2024-25 in Scenario 3 and Scenario 4 as presented in the ITF Final Report. The $500,000 has an annual 5% inflator through the end of the LRFF.

Agenda Item #6.1.

8 Agenda Item #6.1.

9 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Estimated Draft Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 1 BEGINNING FUND BALANCE 9.94m 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 12.01m 13.04m 14.16m 2 3 REVENUES 17.90 m 17.29 m 18.08 m 18.91 m 19.79 m 20.70 m 21.65 m 22.65 m 23.70 m 24.79 m 25.93 m 4 Farmstead Increase Property Tax 0.07m 0.07m 0.08m 0.08m 0.08m 5 Farmstead Increase Sales Tax 0.13m 0.14m 0.15m 0.15m 0.16m 0.17m 6 Farmstead Increase TOT* 0.50m 0.75m 0.78m 0.82m 0.87m 0.91m 7 TOTAL REVENUES 17.90 m 17.29 m 18.08 m 18.91 m 19.79 m 21.33 m 22.61 m 23.66 m 24.75 m 25.90 m 27.10 m 8 EXPENSES 17.43m 17.39m 18.32m 19.21m 19.99m 20.78m 21.70m 22.68m 23.71m 24.78m 25.90m 9 ANNUAL SURPLUS OR (DEFICIT) 0.47m -0.11m -0.24m -0.30m -0.21m 0.55m 0.91m 0.98m 1.04m 1.12m 1.20m 10 11 ENDING FUND BALANCE 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 12.01m 13.04m 14.16m 15.35m 12 UNASSIGNED NET POSITION 60% 59% 55% 51% 48% 49% 51% 53% 55% 57% 59% *Cost share for civic improvements. 50% of total TOT until paid off SCENARIO 1 - GENERAL FUND FINANCIAL FORECAST SUMMARY - BASELINE WITH FARMSTEAD OPENING IN FY 27 GENERAL FUND TEN YEAR FORECAST 2023-2032 - UNASSIGNED
Four scenarios are presented in the LRFF. The following tables and charts show the General Fund balance for each of the scenarios over a 10-year period. Full-size charts are included as Appendices A-D. Appendix E provides a summary of the estimated fund balance for all scenarios.

Scenario 1 - Appendix A: Baseline
The baseline in this forecast accounts for the COVID fiscal recovery by FY 2022-23, utilizes and models the Farmstead hotel project opening in FY 2026-27. The hotel revenue model used is from the IFT Final Report approved by the ITF on May 6, 2020. This scenario adds an additional $72,000 in Property Tax revenues beginning in FY 2027-28, an additional $133,000 in Sales Tax beginning in FY 2026-27, and an additional $500,000 in TOT in FY 2026-27 (assumes 50% occupancy) and $750,000 in TOT in FY 2027-28 (assumes 75% occupancy). It is important to note only half of the estimated TOT revenue is accounted for per the cost-share contained in the development agreement. Ongoing revenue assumptions in subsequent years are conservative with Property Tax at 4%, Sales Tax and TOT at 5%, and Other at 4.4% growth.

Expense growth assumptions are as follows: Salary & Benefits, Health Insurance, Service, and Supplies at 5% growth; Maintenance at 1% growth; Taxes, Insurance, & Contributions at 5% growth; and an increase to Capital at 2% growth each subsequent year.

GENERAL FUND FORECAST
Agenda Item #6.1.

10 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Estimated Draft Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 1 BEGINNING FUND BALANCE 9.94m 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 13.15m 15.91m 18.75m 2 3 REVENUES 17.90m 17.29m 18.08m 18.91m 19.79m 20.70m 21.65m 22.65m 23.70m 24.79m 25.93m 4 Farmstead Increase Property Tax 0.07m 0.07m 0.08m 0.08m 0.08m 5 Farmstead Increase Sales Tax 0.13m 0.14m 0.15m 0.15m 0.16m 0.17m 6 Farmstead Increase TOT* 0.50m 0.75m 0.78m 0.82m 0.87m 0.91m 7 Hotel #2 Increase Property Tax 0.07m
8 Hotel #2 Increase Sales Tax 0.15m 0.15m 0.16m 0.17m
9 Hotel #2 Increase TOT 1.00m 1.49m 1.57m 1.65m
10 TOTAL REVENUES 17.90 m 17.29 m 18.08 m 18.91 m 19.79 m 21.33 m 22.61 m 24.80 m 26.47 m 27.63 m 28.91 m 11 EXPENSES 17.43m 17.39m 18.32m 19.21m 19.99m 20.78m 21.70m 22.68m 23.71m 24.78m 25.90m 12 ANNUAL SURPLUS OR (DEFICIT) 0.47m -0.11m -0.24m -0.30m -0.21m 0.55m 0.91m 2.12m 2.76m 2.85m 3.01m 13 14 ENDING FUND BALANCE 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 13.15m 15.91m 18.75m 21.77m 15 UNASSIGNED NET POSITION 60% 59% 55% 51% 48% 49% 51% 58% 67% 76% 84% SCENARIO 2 - GENERAL FUND FINANCIAL FORECAST SUMMARY - BASELINE, WITH SECOND HOTEL IN FY 29 GENERAL FUND TEN YEAR FORECAST 2023-2032 - UNASSIGNED
FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Estimated Draft Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 1 BEGINNING FUND BALANCE 9.94m 10.42m 10.31m 9.07m 7.72m 6.41m 5.81m 5.50m 5.20m 4.90m 4.61m 2 3 REVENUES 17.90 m 17.29 m 18.08 m 18.91 m 19.79 m 20.70 m 21.65 m 22.65 m 23.70 m 24.79 m 25.93 m 4 Farmstead Increase Property Tax 0.07m 0.07m 0.08m 0.08m 0.08m 5 Farmstead Increase Sales Tax 0.13m 0.14m 0.15m 0.15m 0.16m 0.17m 6 Farmstead Increase TOT* 0.50m 0.75m 0.78m 0.82m 0.87m 0.91m 7 TOTAL REVENUES 17.90 m 17.29 m 18.08 m 18.91 m 19.79 m 21.33 m 22.61 m 23.66 m 24.75 m 25.90 m 27.10 m 8 EXPENSES - OPERATING 17.43m 17.39m 18.32m 19.21m 19.99m 20.78m 21.70m 22.68m 23.71m 24.78m 25.90m 9 Civic Investment 0.50m 0.53m 0.55m 0.58m 0.61m 0.64m 0.67m 0.70m 0.74m 10 Storm Drain Investment 0.50m 0.53m 0.55m 0.58m 0.61m 0.64m 0.67m 0.70m 0.74m 11 TOTAL EXPENSES 17.43m 17.39m 19.32m 20.26m 21.10m 21.93m 22.92m 23.95m 25.05m 26.19m 27.38m 12 ANNUAL SURPLUS OR (DEFICIT) 0.47m -0.11m -1.24m -1.35m -1.31m -0.60m -0.31m -0.30m -0.30m -0.29m -0.28m 13 14 ENDING FUND BALANCE 10.42m 10.31m 9.07m 7.72m 6.41m 5.81m 5.50m 5.20m 4.90m 4.61m 4.33m 15 UNASSIGNED NET POSITION 60% 59% 49% 40% 32% 28% 25% 23% 21% 19% 17% SCENARIO 3 - GENERAL FUND FINANCIAL FORECAST SUMMARY - BASELINE WITH FARMSTEAD OPENING IN FY 27 and Civic Investment GENERAL FUND TEN YEAR FORECAST 2023-2032 - UNASSIGNED
Scenario 2 – Appendix B: Baseline with a Second New Hotel This scenario uses the baseline (Scenario 1) and models a second hotel opening in FY 2028-29.

The hotel revenue modeling utilizes Farmstead, not including the cost-share agreement. This adds an additional $72,000 in Property Tax revenues beginning in FY 2029-30, and additional $133,000 in Sales Tax beginning in FY 2028-29, and an additional $1 million in TOT in FY 2028-29 (assumes 50% occupancy) and $1.5 million in TOT in FY 2028-29 (assumes 75% occupancy).

Scenario 3 – Appendix C: Baseline with Civic/Storm Drain Contributions This scenario takes all assumptions in Scenario 1 (Baseline) and adds $500,000 for capital contributions and $500,000 for storm drain repairs beginning in FY 2023-24 with a 5% inflator through the end of the LRFF. These amounts are included as an individual expense line item.

Agenda Item #6.1.

11 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Estimated Draft Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 1 BEGINNING FUND BALANCE 9.94m 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 12.15m 13.42m 14.69m 2 3 REVENUES 17.90m 17.29m 18.08m 18.91m 19.79m 20.70m 21.65m 22.65m 23.70m 24.79m 25.93m 4 Farmstead Increase Property Tax 0.07m 0.07m 0.08m 0.08m 0.08m 5 Farmstead Increase Sales Tax 0.13m 0.14m 0.15m 0.15m 0.16m 0.17m 6 Farmstead Increase TOT* 0.50m 0.75m 0.78m 0.82m 0.87m 0.91m 7 Hotel #2 Increase Property Tax 0.07m
8 Hotel #2 Increase Sales Tax 0.15m 0.15m 0.16m 0.17m
9 Hotel #2 Increase TOT 0.00m 0.00m 0.00m 0.00m
10 TOTAL REVENUES 17.90 m 17.29 m 18.08 m 18.91 m 19.79 m 21.33 m 22.61 m 23.80 m 24.98 m 26.06 m 27.27 m 11 EXPENSES - OPERATING 17.43m 17.39m 18.32m 19.21m 19.99m 20.78m 21.70m 22.68m 23.71m 24.78m 25.90m 12 Civic Investment 0.50m 0.53m 0.55m 0.58m 0.61m 0.64m 0.67m 0.70m 0.74m 13 Storm Drain Investment 0.50m 0.53m 0.55m 0.58m 0.61m 0.64m 0.67m 0.70m 0.74m 14 TOTAL EXPENSES 17.43m 17.39m 19.32m 20.26m 21.10m 21.93m 22.92m 23.95m 25.05m 26.19m 27.38m 15 ANNUAL SURPLUS OR (DEFICIT) 0.47m -0.11m -0.24m -0.30m -0.21m 0.55m 0.91m 1.13m 1.26m 1.28m 1.37m 16 17 ENDING FUND BALANCE 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 12.15m 13.42m 14.69m 16.06m 18 UNASSIGNED NET POSITION 60% 59% 55% 51% 48% 49% 51% 54% 57% 59% 62% SCENARIO 4 - GENERAL FUND FINANCIAL FORECAST SUMMARY - BASELINE, WITH SECOND HOTEL IN FY 29 and Civic Investment GENERAL FUND TEN YEAR FORECAST 2023-2032 - UNASSIGNED
Ending Fund Balance/% of Fund FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Scenario 1 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 12.01m 13.04m 14.16m 15.35m 60% 59% 55% 51% 48% 49% 51% 53% 55% 57% 59%
Scenario 2 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 13.15m 15.91m 18.75m 21.77m 60% 59% 55% 51% 48% 49% 51% 58% 67% 76% 84%
Scenario 3 10.42m 10.31m 9.07m 7.72m 6.41m 5.81m 5.50m 5.20m 4.90m 4.61m 4.33m 60% 59% 49% 40% 32% 28% 25% 23% 21% 19% 17%
Scenario 4 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 12.15m 13.42m 14.69m 16.06m 60% 59% 55% 51% 48% 49% 51% 54% 57% 59% 62%
Scenario 4 – Appendix D: Scenario 2 with Civic/Storm Drain Contributions This scenario takes all assumptions in Scenario 2 (Second Hotel) and adds $500,000 for capital contributions and $500,000 for storm drain repairs beginning in FY 2023-24 with a 5% inflator through the end of the LRFF. These amounts are included as an individual expense line item.

Summary of Scenarios – Appendix E
The following chart provides a summary of the estimated ending fund balance and net position for each of the four scenarios.

Agenda Item #6.1.

12 City Revenues
Projections of future revenues are based on a set of assumptions at a point in time and intended to highlight trends. Because the City’s three major revenue sources for the General Fund (property, sales and, transient occupancy taxes) are affected by the economy, significant changes in the local, regional, and national economic outlook, positive or negative, can shift these revenue sources materially, as realized in the substantial revenue reductions that started in FY 2009-10 during the Great Recession and the recent revenue reductions due to COVID-19.

On average these three revenue sources account for 90% of the General Fund Revenues. As with the previous fiscal year budget, the remained conservative in its revenue estimates for FY 2022-23.

This forecast assumes revenues return to pre-COVID-19 levels in FY 2022-23 and continue with modest increases through the forecast. The following provides a summary of the revenue assumptions used in the Baseline model for Property Tax, Sales Tax, and TOT. A Revenue assumption worksheet for the Baseline is included as Appendix F.

Property Tax
Property taxes are collected by the County of Napa and are governed by California State law.

The Tax Collector of Napa County collects taxes on behalf of the County, the five incorporated cities within the county, six school districts, and all other taxing agencies located within Napa County. Once the taxes are collected, the County Auditor-Controller distributes the monies to the various taxing agencies. Property taxes are 1% of the Assessed Value (AV) of a property. Of the amount collected by the County, the City of St. Helena receives approximately 16% of the 1% annually.

Property Taxes Assumptions
 FY 2022-23: Increase of 3.4% based on FY 2021-23 actual growth. Additionally, while not included in previous adopted budgets, staff has included $230,000 in excess ERAF to the FY 2022-23 budget. ERAF stands for the Educational Revenue Augmentation Fund. A portion of property tax revenue goes to ERAF to support local school districts. When the amount contributed to ERAF is more than the minimum cost of funding local schools, excess funds are returned to the County, Cities, and Special Districts.

Historically the City has not budgeted for ERAF and has considered this revenue, when received as one-time revenues. Historically, the City has received excess ERAF funding each year ranging from $89,610 in FY 2016 to $443,774 in FY 22. Staff averaged the amount received since 2016 and have included $230,000 in the FY 2022-23 draft budget.

Typically, the City receives notification from the County of Napa in late to mid-August of the actual excess ERAF funding. Because this occurs during Q1 of the fiscal year, if excess ERAF is dramatically lower, staff will have ample time to adjust accordingly.

REVENUES AND ASSUMPTIONS
Agenda Item #6.1.

13 The average 5-year growth in Property tax (pre- COVID) is 6% with a 10-year average of 5% and a 20-year average of 7%; however, a portion of that amount is attributed to unknown, unbudgeted ERAF funds which are not guaranteed.  FYs 2024-2032: Utilized a conservative increase of 4% per year.

Sales Tax
Growth in sales tax depends on a variety of factors. For St. Helena, the economy and tourism have the largest impact. Sales Tax estimates for FY 2021-22 were conservative and sales tax performance is exceeding expectations allowing for a strong fund balance heading into FY 2022-

23. Information provided by MuniServices, Inc. (Avenu Insights and Analytics) was used as the base projections for FY 2023-24 Sales Tax revenues utilizing the “Most Likely” scenario.

However, there remains uncertainty about the economy going forward and sales tax is an area which will continue to watch closely.

Sales Tax Assumptions
 FY 2022-23: Increase of 26% over the FY 2021-22 adopted budget. The anticipated revenue is slightly higher than the FY 2019-20 actuals.  FYs 2024-2032: Utilizing a 5% growth each subsequent year. The average 5-year growth in Sales Tax (pre- COVID) is 15% with a 10-year average of 11% and a 20-year average of 7%.

Transient Occupancy Tax (TOT)
The City charges 12% Transient Occupancy Tax on all overnight stays when occupying a room, rooms, or other living space in a hotel, inn, tourist home or house, motel or other lodging if the stay is for a period of 31 days or less. FY 2017-18 experienced an overall increase of 23% despite the October 2017 wildfire event. The increase was primarily due to the opening of Las Alcobas (now Alila) which opened in April 2017.

FY 2021-22 projected revenues at 95% of FY 2019-20 actuals. While FY 2021-22 is performing higher than anticipated, staff is remaining cautious due to the uncertainty of the sustainability at the current growth rate.

TOT Assumptions
 FY 2022-23: FY 2018-19 + 4%
 FYs 2024-2032: Utilizing a 5% growth each subsequent year. The average 5-year growth in TOT (pre- COVID) is 14% with a 10-year average of 13% and a 20-year average of 9%.

Graph 2 provides a summary of the three largest General Fund tax generators from FY 2002-03 to FY 2022-23 (Estimated), based on audited financials and FY 2022-22 budget estimates.

Graph 3 provides a summary of General Fund Revenue Trends from 2002-03 to FY 2022-23 (Estimated), based on audited financials and FY 2022-22 estimates.

Agenda Item #6.1.

14 Chart 1 provides a summary of the top three General Fund revenue sources by percentage from FY 2002-03 to FY 2022-23.

Chart 2 provides a summary of all General Fund revenues from FY 2002-03 to FY 2022-23 (Estimated), based on audited financials and FY 2022-22 estimates.

GRAPH 2 – Property, Sales, and TOT FY 2002-03 to FY 2021-23 GRAPH 3 – General Fund Revenue Trends FY 2002-03 to FY 2021-23 Agenda Item #6.1.

15 CHART 1 – Top 3 General Fund Revenues as a Percentage of Budget CHART 2 – All General Fund Revenues FY 2002-03 to FY 2021-23 Estimates Agenda Item #6.1.

16 The City’s expense profile includes a combination of costs the City controls and does not control. For example, the City controls labor costs to the extent that it authorizes a certain number of positions and negotiates labor contracts that govern pay and benefits. Pension costs (the result of past labor negotiations and CalPERS investment performance), on the other hand, are a cost the City has little control over in the near term. The largest cost after labor is the City’s services and supplies. An expense assumption worksheet for the Baseline is included as Appendix F.

The baseline model includes a 11% expense increase over the FY 2021-22 adopted budget and a net zero increase over the FY 2021-22 estimated expenses. Below is a summary of the expenditure assumptions for the Baseline Scenario.

Salaries & Benefits
 FY 2022-23: Unfreezing the Police Officer and Senior Engineer positions, addition of a Management Analyst and Assistant City Manager positions, addition of four additional full-time Firefighter positions, and maintaining five frozen staff positions.  FYs 2024-2032: Assume 5% annual growth.

Health Insurance
 FY 2022-23: Assume 5% growth, actuals will be known in June 2022.  FYs 2024-2032: Assume 5% annual growth.

PERS Unfunded Liabilities
 Based on last available PERS information.
 New information will be available in September 2022.

Services & Supplies – includes training and travel.
 FY 2022-23: Reduction of 16% from FY 22 Adjusted Budget. The reduction is primarily due to the Comprehensive Zoning Code Update included in the FY 2021-22 budget that is not a reoccurring expense as well as Glass Fire expenses incurred in FY 2021-22.  FYs 2024-2032: Assume 5% annual growth.

Maintenance
 FY 2022-23: Increase of 12% over FY 2021-22 estimated which is a $70,000 increase that is primarily due to increased software maintenance costs as well as general building and tree maintenance.
 FYs 2024-2032: Assume 1% annual growth.

EXPENDITURES AND ASSUMPTIONS
Agenda Item #6.1.

17 Taxes, Insurance, & Contributions
 FY 2022-23: Modest decrease from FY 2022-23.
 FYs 2024-2032: Assume 3% annual growth.

Debt Service – assumes no new debt issued.

Capital
 FY 2022-23: Decrease of 50% attributed to one-time expenses associated with the purchase of redundant power as part of FEMA HMGP cost share.  FYs 2023-2032: Assume 2% annual growth.

Transfer to Other Funds
 FY 2022-23: No significant changes from FY 2021-22.
 FYs 2024-2032: Assume 2% annual growth.

Agenda Item #6.1.

18 As stated in the introduction section, the Long-Range Financial Forecast (LRFF) provides a current and long-range financial assessment of revenues, expenditures, fund balance, and emergency reserves. The LRFF is a vehicle that peers into the future and makes projections about what is likely to happen given certain assumptions. If future deficits are projected, then the forecast allows time to take corrective action to ensure finances remain stable. While the baseline forecast assumes the Farmstead Hotel project opening in FY 2026-27 and Scenario 2 assumes a second hotel in FY 2027-28, it does not assume other new or enhanced revenues other than inflationary increases to existing revenues.

The City Council recognizes the City does not have adequate long-term resources to maintain a healthy financial position and address critical infrastructure and staffing needs. Recognizing the deterioration of the City’s assets, the City Council set in motion a series of studies, working committees, and reports to categorize assets, provide costs estimates for replacement/repair, and develop funding strategies for the replacement/repair of assets. A summary recent events is provided below.

1. 2017: Facilities Condition and Need Assessment

2. 2018: The St. Helena Assets Planning Engagement (SHAPE) Committee Report

3. 2020: Financing Civic Infrastructure Task Force Report

4. 2021: Underground Utilities Master Plan

5. 2021: Council Goal to Identify Financing & Revenue Options to Address City Infrastructure Deficiencies

6. 2021: Opinion Research on Revenue Options
Through the work of the above, the City has placed a General Obligation Bond (GO Bond) on the June 7, 2022 ballot (Measure H) and, if passed, will allow the City to issue $19 million in GO Bonds which will help move critical water, wastewater, recycled water, and storm drain projects forward in a shorter timeframe. However, this is only a fraction of the estimated $143 million needed over the next 30-years for critical infrastructure projects.

While the Baseline (Scenario 1) indicates a healthy financial position through the 10-year forecast, it does not account for any significant capital improvements, emergencies, or a recession. While Scenario 3 adds $1 million for critical infrastructure beginning in FY 2023-24, it does indicate that without an additional revenue source (beyond the Farmstead hotel project) the estimated fund balance quickly deteriorates as expenses exceed revenues each year which is not sustainable.

NEXT STEPS
Agenda Item #6.1.

19 Long-Range Financial Plan
While the City has a healthy financial position now, the future has a lot of significant infrastructure and staffing demands and will require a conservative and strong strategic plan and approach to solve projected deficits. As stated above, the groundwork for such a plan has already started by Council recognizing the need maintain safe and reliable infrastructure with a commitment to environmental stewardship and public health (Goal 1) and ensure long-term economic sustainability while supporting St. Helena’s charm & rural character (Goal 2). While representing only two of the six City Council goals, they are an integral part in working in conjunction with the other four goals.

Following the presentation of the LRFF, the next step will be the development of a Long-Range Financial Plan. A Long-Range Financial Plan may have many forms and commonly include two elements: a Long-Range Financial Forecast (LRFF) and a strategy to address the financial needs identified through the forecast. Working in conjunction with the LRFF, over the next year the City will develop a Long-Range Financial Plan (LRFP) that will review options and feasibility of future revenue enhancements for the City as well as review long-term cost containment strategies.

The LRFP is intended to manage the City’s financial integrity, including through a recession, while maintaining the high level and quality of services provided to its citizens and provide funding toward critical major facility and infrastructure capital projects. The development of the LRFP will assist in aligning financial capacity with long-term service objectives addressing key financial strategy areas:

1. Ensure adequate funding for desired services

2. Manage ongoing operating expenditures

3. Provide for pensions and other long-term obligations

4. Provide for contingencies

5. Provide for capital improvements

6. Maintain sufficient cash flow
It is anticipated an ad-hoc committee will be formed and members of various departments (not in the ad hoc group) will be used as necessary for support. Like the LRFF, the LRFP is not static and will be periodically reviewed and updated as economic conditions evolve. Consideration should and will be given to strategies including, but not limited to:

1. Staffing and employment costs

2. Consideration of a two-year operating budget

3. Efficiencies achieved by shared service agreements

4. Potential public/private partnerships

5. Revenue increases including, but not limited to:
a. Transient Occupancy Tax (TOT)
b. Sales Tax
c. Business License Tax
Agenda Item #6.1.

20 d. New Tax Measure
e. Fees for Service including, but not limited to:
 Recreational program fees
 Parking fees, citation revenue and fines
 Impact fees
f. Sale of City Asset(s)
When completed, the LFRP is intended to establish a way forward for the continued fiscal health of the City. It is important to stress that success will depend on cooperation and continued support of the Council, labor groups, and community stakeholders.

Agenda Item #6.1.

21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Estimated Draft Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast FUND BALANCE 9.94m 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 12.01m 13.04m 14.16m

17.90 m 17.29 m 18.08 m 18.91 m 19.79 m 20.70 m 21.65 m 22.65 m 23.70 m 24.79 m 25.93 m d Increase Property Tax 0.07m 0.07m 0.08m 0.08m 0.08md Increase Sales Tax 0.13m 0.14m 0.15m 0.15m 0.16m 0.17md Increase TOT* 0.50m 0.75m 0.78m 0.82m 0.87m 0.91m N
UES 17.90 m 17.29 m 18.08 m 18.91 m 19.79 m 21.33 m 22.61 m 23.66 m 24.75 m 25.90 m 27.10 m

17.43m 17.39m 18.32m 19.21m 19.99m 20.78m 21.70m 22.68m 23.71m 24.78m 25.90m RPLUS OR (DEFICIT) 0.47m -0.11m -0.24m -0.30m -0.21m 0.55m 0.91m 0.98m 1.04m 1.12m 1.20m D BALANCE 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 12.01m 13.04m 14.16m 15.35m D NET POSITION 60% 59% 55% 51% 48% 49% 51% 53% 55% 57% 59% for civic improvements. 50% of total TOT until paid off

NERAL FU
N
D FIN
A

NCIAL FORECAST SU
M
M

ARY - BASELINE WITH FARMSTEA
D
OPENIN
G IN FY 27

GENERAL FU
N
D TEN
YEAR FORECAST 2023-2032 - U
N
ASSIG
NED
FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Estimated Draft Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast NING FUND BALANCE 9.94m 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 13.15m 15.91m 18.75m ENUES 17.90m 17.29m 18.08m 18.91m 19.79m 20.70m 21.65m 22.65m 23.70m 24.79m 25.93m mstead Increase Property Tax 0.07m 0.07m 0.08m 0.08m 0.08mmstead Increase Sales Tax 0.13m 0.14m 0.15m 0.15m 0.16m 0.17mmstead Increase TOT* 0.50m 0.75m 0.78m 0.82m 0.87m 0.91m tel #2 Increase Property Tax 0.07mtel #2 Increase Sales Tax 0.15m 0.15m 0.16m 0.17mtel #2 Increase TOT 1.00m 1.49m 1.57m 1.65m

L REVEN
UES 17.90 m 17.29 m 18.08 m 18.91 m 19.79 m 21.33 m 22.61 m 24.80 m 26.47 m 27.63 m 28.91 m ENSES 17.43m 17.39m 18.32m 19.21m 19.99m 20.78m 21.70m 22.68m 23.71m 24.78m 25.90m AL SURPLUS OR (DEFICIT) 0.47m -0.11m -0.24m -0.30m -0.21m 0.55m 0.91m 2.12m 2.76m 2.85m 3.01m NG FUND BALANCE 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 13.15m 15.91m 18.75m 21.77m SIGNED NET POSITION 60% 59% 55% 51% 48% 49% 51% 58% 67% 76% 84% 2 - GENERAL FU
N
D FIN
A

NCIAL FORECAST SU
M
M

ARY - BASELINE, WITH SECO
N
D HOTEL IN FY 29

GENERAL FU
N
D TEN YEAR FORECAST 2023-2032 - U
N
ASSIG
NED
Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated n Object
Code
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
** 20 8,238,119 $ 8,650,025 $ 9,082,527 $ 9,536,653 $ 10,013,486 $ 10,514,160 $ 11,039,868 $ 11,591,861 $ 12,171,454 $ 12,780,027 $ 1,215,808 $ 1,276,598 $ 1,340,428 $ 1,407,450 $ 1,477,822 $ 1,551,713 $ 1,629,299 $ 1,710,764 $ 1,796,302 $ 1,886,117 $ es*** 1,057,851 $ 1,121,322 $ 1,188,601 $ 1,224,259 $ 1,260,987 $ 1,298,817 $ 1,337,781 $ 1,377,915 $ 1,419,252 $ 1,461,830 $ 21 3,948,634 $ 4,146,066 $ 4,353,369 $ 4,571,037 $ 4,799,589 $ 5,039,569 $ 5,291,547 $ 5,556,125 $ 5,833,931 $ 6,125,627 $22 528,785 $ 555,224 $ 582,985 $ 612,135 $ 642,741 $ 674,879 $ 708,622 $ 744,054 $ 781,256 $ 820,319 $ 23 666,055 $ 672,716 $ 679,443 $ 686,237 $ 693,100 $ 700,030 $ 707,031 $ 714,101 $ 721,242 $ 728,455 $ tributions 24 1,038,805 $ 1,067,892 $ 1,097,793 $ 1,128,531 $ 1,160,130 $ 1,192,613 $ 1,226,006 $ 1,260,335 $ 1,295,624 $ 1,331,901 $ & Principal) 25 63,178 $ 63,177 $ 63,177 $ - $ - $ - $ - $ - $ - $ - $ 26 105,186 $ 107,290 $ 109,436 $ 111,624 $ 113,857 $ 116,134 $ 118,457 $ 120,826 $ 123,242 $ 125,707 $29 529,189 $ 663,043 $ 714,167 $ 715,313 $ 614,481 $ 615,672 $ 616,887 $ 638,127 $ 639,395 $ 640,689 $ 17,391,610 $ 18,323,352 $ 19,211,925 $ 19,993,239 $ 20,776,192 $ 21,703,587 $ 22,675,498 $ 23,714,106 $ 24,781,699 $ 25,900,673 $ und FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32

10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 12.01m 13.04m 14.16m 15.35m 60% 59% 55% 51% 48% 49% 51% 53% 55% 57% 59%

10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 13.15m 15.91m 18.75m 21.77m 60% 59% 55% 51% 48% 49% 51% 58% 67% 76% 84%

10.42m 10.31m 9.07m 7.72m 6.41m 5.81m 5.50m 5.20m 4.90m 4.61m 4.33m 60% 59% 49% 40% 32% 28% 25% 23% 21% 19% 17%

10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 12.15m 13.42m 14.69m 16.06m 60% 59% 55% 51% 48% 49% 51% 54% 57% 59% 62%
FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Estimated Draft Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast NING FUND BALANCE 9.94m 10.42m 10.31m 9.07m 7.72m 6.41m 5.81m 5.50m 5.20m 4.90m 4.61m N
UES 17.90 m 17.29 m 18.08 m 18.91 m 19.79 m 20.70 m 21.65 m 22.65 m 23.70 m 24.79 m 25.93 m mstead Increase Property Tax 0.07m 0.07m 0.08m 0.08m 0.08mmstead Increase Sales Tax 0.13m 0.14m 0.15m 0.15m 0.16m 0.17mmstead Increase TOT* 0.50m 0.75m 0.78m 0.82m 0.87m 0.91m

L REVEN
UES 17.90 m 17.29 m 18.08 m 18.91 m 19.79 m 21.33 m 22.61 m 23.66 m 24.75 m 25.90 m 27.10 m

NSES - O

PERATIN
G 17.43m 17.39m 18.32m 19.21m 19.99m 20.78m 21.70m 22.68m 23.71m 24.78m 25.90m Investment 0.50m 0.53m 0.55m 0.58m 0.61m 0.64m 0.67m 0.70m 0.74m m Drain Investment 0.50m 0.53m 0.55m 0.58m 0.61m 0.64m 0.67m 0.70m 0.74m L EXPENSES 17.43m 17.39m 19.32m 20.26m 21.10m 21.93m 22.92m 23.95m 25.05m 26.19m 27.38m AL SURPLUS OR (DEFICIT) 0.47m -0.11m -1.24m -1.35m -1.31m -0.60m -0.31m -0.30m -0.30m -0.29m -0.28m NG FUND BALANCE 10.42m 10.31m 9.07m 7.72m 6.41m 5.81m 5.50m 5.20m 4.90m 4.61m 4.33m SIGNED NET POSITION 60% 59% 49% 40% 32% 28% 25% 23% 21% 19% 17% 3 - GENERAL FU
N
D FIN
A

NCIAL FORECAST SU
M
M

ARY - BASELINE WITH FARMSTEA
D
OPENIN
G IN FY 27 and Civic Investment

GENERAL FU
N
D TEN YEAR FORECAST 2023-2032 - U
N
ASSIG
NED
FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Estimated Draft Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast EGINNING FUND BALANCE 9.94m 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 12.15m 13.42m 14.69m REVENUES 17.90m 17.29m 18.08m 18.91m 19.79m 20.70m 21.65m 22.65m 23.70m 24.79m 25.93m Farmstead Increase Property Tax 0.07m 0.07m 0.08m 0.08m 0.08mFarmstead Increase Sales Tax 0.13m 0.14m 0.15m 0.15m 0.16m 0.17mFarmstead Increase TOT* 0.50m 0.75m 0.78m 0.82m 0.87m 0.91mHotel #2 Increase Property Tax 0.07mHotel #2 Increase Sales Tax 0.15m 0.15m 0.16m 0.17mHotel #2 Increase TOT 0.00m 0.00m 0.00m 0.00m

OTAL REVEN
UES 17.90 m 17.29 m 18.08 m 18.91 m 19.79 m 21.33 m 22.61 m 23.80 m 24.98 m 26.06 m 27.27 m

XPENSES - O

PERATIN
G 17.43m 17.39m 18.32m 19.21m 19.99m 20.78m 21.70m 22.68m 23.71m 24.78m 25.90m Civic Investment 0.50m 0.53m 0.55m 0.58m 0.61m 0.64m 0.67m 0.70m 0.74mStorm Drain Investment 0.50m 0.53m 0.55m 0.58m 0.61m 0.64m 0.67m 0.70m 0.74m OTAL EXPENSES 17.43m 17.39m 19.32m 20.26m 21.10m 21.93m 22.92m 23.95m 25.05m 26.19m 27.38m NNUAL SURPLUS OR (DEFICIT) 0.47m -0.11m -0.24m -0.30m -0.21m 0.55m 0.91m 1.13m 1.26m 1.28m 1.37m NDING FUND BALANCE 10.42m 10.31m 10.07m 9.77m 9.56m 10.12m 11.02m 12.15m 13.42m 14.69m 16.06m NASSIGNED NET POSITION 60% 59% 55% 51% 48% 49% 51% 54% 57% 59% 62% ARIO 4 - GENERAL FU
N
D FIN
A

NCIAL FORECAST SU
M
M

ARY - BASELINE, WITH SECO
N
D HOTEL IN FY 29 and Civic Investment

GENERAL FU
N
D TEN YEAR FORECAST 2023-2032 - U
N
ASSIG
NED

APPENDIX A APPENDIX B

APPENDIX C APPENDIX D

APPENDIX E APPENDIX F
Agenda Item #6.1.

Long-Range Financial Forecast
By: April Mitts, Administrative Services Director
May 31, 2022, Special City Council Meeting
Agenda Item #6.1.

Long-Range Financial Forecast (LRFF)
Provides current and long-range financial
assessment of General Fund:
➢ Revenues
➢ Expenditures
➢ Fund Balance
➢ Emergency Reserves
➢ Is for illustrative purposes
Agenda Item #6.1.

Long-Range Financial Forecast (LRFF)
Objective:
➢ Provide early financial assessment
➢ Identify any significant issues to be addressed
➢ Update annually
➢ Illustrates trends over the next 10 years
Agenda Item #6.1.

Long-Range Financial Forecast (LRFF)
Assumptions:
➢ Utilizes Draft FY 2022-23 revenues and expenses
➢ Utilizes moderate revenue and expense increases
➢ Infrastructure Task Force (ITF) calculations for hotel revenues
➢ Does not factor a recession
Agenda Item #6.1.

Long-Range Financial Forecast (LRFF)
Risks:
➢ Volatile Economy
➢ State Takeaways and Borrowing
➢ Unfunded Liability Pension Costs
➢ Compensation/Staffing Increases
➢ Fire Department Hybrid Model
➢ Health Premiums
➢ Asset Recapitalization
➢ No major new one-time expenses
➢ Storm drain improvements/repairs
Agenda Item #6.1.

Scenario 1: Baseline
• Farmstead hotel revenues starting in FY 2026-27
Scenario 2: Baseline +
• Second hotel in FY 2027-28
Scenario 3: Baseline +
• $500,000 for storm drains starting in FY 2023-24
• $500,000 for civic improvements starting in FY 2023-24 Scenario 4: Scenario 2+
• $500,000 for storm drains starting in FY 2023-24
• $500,000 for civic improvements starting in FY 2023-24 Long-Range Financial Forecast (LRFF)
Agenda Item #6.1.

LRFF – Scenario 1
Agenda Item #6.1.

LRFF – Scenario 2
Agenda Item #6.1.

LRFF – Scenario 3
Agenda Item #6.1.

LRFF – Scenario 4
Agenda Item #6.1.

LRFF – Summary
Ending Fund Balance/% of Fund FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Scenario 1 (Baseline) 10.31 m 10.07 m 9.77 m 9.56 m 10.12 m 11.02 m 12.01 m 13.04 m 14.16 m 15.35 m Farmstead FY 27 59% 55% 51% 48% 49% 51% 53% 55% 57% 59% Scenario 2 10.31 m 10.07 m 9.77 m 9.56 m 10.12 m 11.02 m 13.15 m 15.91 m 18.75 m 21.77 m Baseline + 2nd Hotel FY 28 59% 55% 51% 48% 49% 51% 58% 67% 76% 84% Scenario 3 10.31 m 9.07 m 7.72 m 6.41 m 5.81 m 5.50 m 5.20 m 4.90 m 4.61 m 4.33 m Baseline + $1 mil CIP FY 24 59% 49% 40% 32% 28% 25% 23% 21% 19% 17% Scenario 4 10.31 m 10.07 m 9.77 m 9.56 m 10.12 m 11.02 m 12.15 m 13.42 m 14.69 m 16.06 m Scenario 2 + $1 mil CIP FY 24 59% 55% 51% 48% 49% 51% 54% 57% 59% 62% Agenda Item #6.1.

Next Steps – Long-Range Financial Plan
❑ Long-Range Financial Forecast
❑ Long-Range Financial Plan
❑ Intended to manage the City’s financial integrity, including through a recession, while maintaining the high level of services and provide funding towards critical infrastructure ❑ Will assist in aligning financial capacity with long-term service objectives ❑ Will address key financial strategy areas
• Ensure adequate funding for designed services
• Manage ongoing operating expenditures
• Provide for pensions and other long-term obligations
• Provide for contingencies
• Provide for capital improvements
• Maintain sufficient cash flow
Agenda Item #6.1.

Next Steps – Long-Range Financial Plan
Long-Range Financial Plan Considerations:
❑ Staffing and employment costs
❑ Consideration of a two-year operating budget cycle
❑ Efficiencies achieved by shared services agreements
❑ Potential public/private partnerships
❑ Revenue increases including, but not limited to:
• Transient Occupancy Tax
• Sales Tax
• Business License Tax
• New Tax Measure
• Fees for Service
• Sale of City-owned property
Agenda Item #6.1.

Next Steps – Long-Range Financial Plan
➢ Anticipated formation of a Ad Hoc Committee
➢ When completed, the LRFP is intended to
establish a way forward for the continued fiscal
health of the City
Agenda Item #6.1.

Questions
Agenda Item #6.1.

Report to the City Council
Special City Council - 31 May 2021 - Budget
Workshop
Agenda Section: NEW BUSINESS:

Subject: Budget Workshop - Review of Fiscal Year (FY) 2022-23 Budget
CEQA
Determination:

Not a CEQA project
Prepared By: April Mitts, Administrative Services Director Reviewed By: Mandy Kellogg, Assistant Administrative Services Director Approved By: James McCann, Interim City Manager

BACKGROUND
In March 2020, the world faced an unprecedented shut down of its economies due to COVID-19. This pandemic caused a swift reaction by consumers and businesses resulting in substantial revenue declines for the City of St. Helena. The national and state response, combined with the uncertainty of how long the presence of the virus will disrupt the U.S. economy, has made, and continues to make, revenue forecasting particularly challenging.

With the evolving COVID-19 environment, the formation of the City's adopted FY 2020- 21 and FY 2021-22 budgets proved to be a difficult and challenging task. Early indicators were that City revenues would return to pre-pandemic levels in three years.

On April 5, 2022, staff presented a General Fund preliminary budget forecast to the City Council. The presentation focused on the General Fund and included an update to FY 2021-22 revenue and expense forecast (Table 1) as well as the updated FY 2021-22 estimated net position (Table 2).

While FY 2021-22 revenue estimates are approximately $1.7 million higher than the adopted budget it is important to note the revenues include: $1.1 million in emergency relief received from the Glass Fire, $730,000 in one-time COVID related federal stimulus funds, and non-budgeted ERAF funding of $443,000.

Agenda Item #6.2.

Table 1: FY 2021-22 General Fund Budget Summary – Presented 4/5/22 FY 19
Actual
FY 20
Actual
FY 21
Actual
FY 22
Adopted
FY 22
Estimated
Revenues 16,032,990 14,270,828 16,579,357 15,675,690 17,901,713 Expenses 14,430,875 14,191,158 15,675,449 15,675,449 17,429,648 Table 2: FY 2021-22 General Fund Estimated Net Position Mid-Year Revised
Ending Fund Balance @ 6/30/21 6,971,731 9,943,706
Estimated Revenue @ 6/30/22 16,678,441 17,901,713
Estimated Expenses @ 6/30/22 (17,122,203) (17,122,203)
Purchase Order Rollovers (307,445) (307,445)
Use of Fund Balance (751,207)
Estimated Unassigned Net Position @ 6/30/22 6,220,524 10,415,771 Net Position % 36% 60%
FY 2022-23 Budget Development
For the initial budget development staff was guided by the following considerations:
• Alignment with City Council Goals:

1. Improve and Maintain Safe and Reliable City Infrastructure with a Commitment to Environmental Stewardship and Public Health

2. Stabilize, Maintain, and Improve Access to Housing

3. Enhance Organizational Performance and Commit to Full Public Participation, Ongoing Communication, and Regional Collaboration

4. Ensure Long-Term Economic Sustainability while Supporting St. Helena’s Charm & Rural Character

5. Support Thriving Families and Enhance the Safety, Well-Being, and Healthy Development of our Youth

6. Support Initiatives that Respond to and Plan for Climate Change • Alignment with City Council Workplan (Attachment 1)
• Conservative Revenue Assumptions
• Health Care Cost Increases
• Change to Labor Costs
• Restoration of Positions/New Positions
• Increase to PERS Unfunded Liability
• One-time vs. reoccurring costs
FY 2022-23 General Fund Revenues
The City's General Fund has three primary revenue sources: (1) Property Tax, (2) Sales Tax, and (3) TOT. In a typical year these three revenue sources account for approximately 90% of all General Fund revenues. As with the previous fiscal year budget, the City remained conservative in its preliminary revenue estimates presented on April 5, 2022. Initial revenue estimates presented were $16,321,356 and made the following assumptions: (1) Property tax 3.4% increase based on FY 22 actuals, (2) Agenda Item #6.2.

Sales Tax increase of $573,000 based on Avenu Insights & Analytics Most Likely, (3) TOT – 4% above FY 19 actuals, and (4) a decrease in other revenues of $600,000 based on one-time revenues received in FY 2021-22.

FY 2022-23 General Fund Expenses
Similar to the development of the FY 2021-22 budget, departments were asked to present no significant budget increases/requests. Any budget increases considered were accompanied with the rationale for augmentation and association with City Council adopted goals. Initial expense requests presented on April 5, 2022, totaled $17,373,586.

At that time, expenses were approximately $1.6 million higher than the FY 2021-22 adopted budget and include approximately $850,000 in one-time costs (Table 3). Table 4 presents a summary of the preliminary FY 2022-23 budget estimates presented on April 5, 2022.

Table 3: Cost Drivers Net Increase from FY 2021-22 Adopted Budget Cost Driver Discretionary 1x Costs Council
Goal Amount
NVC Move – TI’s X 350,000 Goal 3 350,000
Additional 4 Full-time Firefighters X Goal 1, 3 300,000 Normal Costs of Step Increases Goal 3 225,000
Public Works Parks – New Equipment X 125,000 Goal 6 125,000 Public Works – Engineering Support Goal 1 105,000
Health Insurance Increase Goal 3 102,000
Planning Consultant - CEQA 100,000 Goal 2 100,000
Planning Software X 100,000 Goal 3 100,000
PER Unfunded Liability: 15-year payment X 96,000 Goal 4 96,000 General Liability Insurance 56,000
PD Capital Equipment 39,500 Goal 1 39,500
Trees – Inventory and Maintenance X 38,000 Goal 1 38,000 TOTALS 848,500 1,636,500
Table 4: Preliminary FY 2022-23 General Fund Revenues and Expenses FY 19
Actual
FY 20
Actual
FY 21
Actual
FY 22
Estimated
FY 23
Preliminary
Revenues 16,032,990 14,270,828 16,579,357 17,901,713 16,321,356 Expenses 14,430,875 14,191,158 15,675,449 17,429,648 17,373,586 It was further noted in the report made on April 5, 2022 that the following was not included in the preliminary budget: (1) funding for civic improvements/maintenance (other than City Hall relocations tenant improvements, (2) storm drain maintenance, (3) HMGP Match for defensible space and generators (if awarded), (4) change to labor costs, (5) frozen/new positions, (6) Police Department patrol vehicle replacement.

Agenda Item #6.2.

DISCUSSION
FY 2022-23 GENERAL FUND UPDATE
Following the April 5, 2022, Preliminary General Fund workshop, staff has further refined both the draft revenues and expenses as outlined below.

FY 2022-23 Revenues
Preliminary revenues were estimated at $16,321,356 and have been increased by $965,065 to $17,286,421. The increase is due to the following:

1. Sales Tax - On April 8, 2022, the City received Avenu’s FY 21 Q4 (ending December 31, 2021) estimates for both Sales Tax and Measure D Use Tax which resulted in an overall increase of $735,065 in the most likely scenario. The increase is attributed significantly to inflation which improved the forecast. As there remains uncertainty about the economy going forward, the City has increased the sales tax revenues at the Avenu Most Likely scenario.

2. Excess ERAF - ERAF stands for the Educational Revenue Augmentation Fund.

A portion of property tax revenue goes to ERAF to support local school districts.

When the amount contributed to ERAF is more than the minimum cost of funding local schools, excess funds are returned to the County, Cities, and Special Districts. Historically the City has not budgeted for ERAF and has considered this revenue, when received as one-time revenues. Historically, the City has received excess ERAF funding each year ranging from $89,610 in FY 2016 to $443,774 in FY 22. Staff averaged the amount received since 2016 and have included $230,000 in the FY 2022-23 draft budget. Typically, the City receives notification from the County of Napa in late to mid-August of the actual excess ERAF funding. Because this occurs during Q1 of the fiscal year, if excess ERAF is dramatically lower, staff will have ample time to adjust accordingly.

Table 5 presents the draft FY 2022-23 and historical revenues by type. Attachment 1 provides the eight-year General Fund Revenue Worksheet by Type and Attachment 2 provides historical revenue trends and significant events since FY 1992-93.

Table 5: FY 2022-23 Summary of Revenues by Type
2019
Actual
2020
Actual
2021
Actual
2022
Estimated
2023
Draft
Property 5,235,189 5,407,511 5,978,661 5,888,932 5,911,328 Sales 4,964,784 4,540,321 4,929,200 4,929,200 6,218,148 TOT 3,360,825 2,481,962 3,576,027 3,576,027 3,437,647
Other 1,841,961 1,167,753 2,284,282 1,725,851 1,107,148 TOTALS 16,032,990 14,270,828 16,579,356 16,678,411 17,286,421 FY 2022-24 Expenses
Agenda Item #6.2.

Preliminary expenses were estimated at $17,373,586 and have been modestly increased by $18,024 to $17,391,610. The revised draft expenses are a culmination of increased salary and benefits due to additional staffing positions and change to labor costs as well as reductions in department costs, primarily for one-time expenses.

Table 6 provides a summary of the draft FY 2022-23 General Fund budget by department and Table 7 provides a summary of the draft FY 2022-23 General Fund budget by category.

Table 6: Draft FY 2022-23 General Fund Budget by Department Department FY 22 Adopted FY 22 Adjusted FY 23 Draft
Non-Department 2,492,831 3,211,499 2,785,675
Council 420,452 434,887 392,708
Administration 678,469 733,280 924,603
Administrative Services 817,071 883,923 1,081,673
Attorney 386,000 386,000 386,000
Planning/Building 1,347,471 1,490,235 1,112,778
Library 1,001,422 1,019,271 934,708
Parks & Recreation 701,597 701,597 753,865
Fire 1,653,453 1,663,101 2,063,312
Police 3,295,102 3,325,398 3,639,929
Public Works 2,881,581 3,069,445 3,316,359
TOTAL 15,675,449 16,918,636 17,391,610
Table 7: Draft FY 2022-23 General Fund Budget by Category Category FY 22 Adopted FY 22 Adjusted FY 23 Draft
Salary and Benefits 9,251,220 9,251,220 10,446,779
Services 3,067,680 4,295,247 3,948,634
Supplies 451,950 737,369 528,785
Maintenance 568,306 592,104 666,055
Taxes, Ins., & Contrib. 942,791 1,107,298 1,038,805
Capital 136,135 218,031 105,186
Transfers 584,189 584,189 529,189
PEG Access Costs 70,000 70,000 65,000
Debt 63,178 63,178 63,177
TOTAL 15,675,449 16,918,636 17,391,610
The draft FY 2022-23 budget maintains five frozen positions with a total value of approximately $600,000 and are as follows: (1) Planner, (2) Librarian, (3) Library Associate, (4) Recreation Supervisor, and (5) Park Superintendent.

Based on the revised revenues and expenses, staff recommends use of General Fund cash balance of approximately $105,000. With the use of fund balance, it is estimated net position at 6/30/24 of $10,310,582, or 59%, which exceeds the City Council policy of 30% reserves. Table 8 provides the updated General Fund net position.

Agenda Item #6.2.

Table 8: FY 2022-23 Draft General Fund Net Position
Estimated Ending Fund Balance @
6/30/2022 $10,415,771
Fund
Balance %
Estimated Revenue @ 6/30/2023 $17,286,421
Estimated Expenses @ 6/30/2023 ($17,391,610)
Use of Fund Balance ($105,189)
Estimated Fund Balance/Net Position $10,310,582 59%
As with previous budgets, staff will monitor revenue and expenses and will provide periodic updates to City Council throughout the year and utilize an “Add-Back” list where line items not included in the FY 2022-23 budget can be considered. It is also important to note that on November 23, 2021, staff provided a briefing to City Council on the budget shortfall for CIP S-52 Wastewater Treatment Plant Upgrade Project (WWTP) and made recommendations to solve for the funding gap. On December 14, 2021, City Council adopted Resolution 2021-149 which outlined a plan of finance that included use of General Fund fund balance, if necessary. Prior to any use of General Fund monies, a staff report will be brought to City Council for consideration. Staff recommends that any use of General Fund monies should be done as a loan to be paid back through the Wastewater revenues.

WATER AND WASTEWATER FUNDS
Water and Wastewater Revenues - Overview
Unlike the General Fund, the Enterprise Funds (Water and Wastewater Funds), operate on a full accrual basis of accounting, where revenues are recognized when they are earned. In the case of the Enterprise Funds, this is when each account is billed bimonthly.

Due to the ongoing impacts of the pandemic coupled with the water emergency, both the short- and long-term implications to the Enterprise Fund revenues are not wholly known. Since revenues are recognized when they are earned, the measurement above does not take into consideration any account which does not pay their utility bill. In comparing the Aging Report (a report which shows outstanding receivables over 30 days) from the same time frame over the past two years, the City has seen an increase of accounts more than 30 days past due. Table 9 provides the current Aging Report balances as of 05/27/22 as compared to 05/27/21 and 05/27/20. The City initially observed an increase in the aging balance shortly after the start of the pandemic in March 2020 and it is assumed this increase was a result of the financial impacts of the pandemic. This, coupled with the penalties imposed for excess water use has led to a high aging report for accounts where the balance is over 120 days past due. Staff will be bringing a separate report to Council at a later date for direction on the past due amounts due to penalties not paid.

Agenda Item #6.2.

Table 9: Aging Report
Aging Date Bal 30-60 Bal 60-90 Bal 90-120 Bal Over
120 Total
05/27/2022 19,423 160,716 702 2,128,743 2,309,584
05/27/2021 0 78,701 472 256,039 335,212
05/27/2020 472 113,570 3,699 103,352 221,093
Water and Wastewater Expenses - Overview
Due to several unknowns, including the ongoing water emergency and impact on revenues, it is necessary for the City to remain fiscally cautious in the development of the FY 2022-23 budget. Like the General Fund budget instructions, departments were asked to keep the majority of the expenses status quo and asked to present no significant increase requests. All requested budget increases were required to provide rationale for augmentation.

Water Fund – Draft FY 2022-23
Revenues
The Draft FY 2022-23 Water revenues are $6,607,352, which is a $240,877 decrease from FY 2021-22 adopted budget. During the FY 2021-22 budget process, staff reduced water revenues in anticipation of water conservation measures. Staff continues to see conservation and are reducing estimated revenues based on current trends. While the City is in the midst of a utility rate study, it is not anticipated new rates will go into effect until Spring 2023.

Expenses
The Draft FY 2022-23 Water expenses are $6,607,352, which is a $475,183 decrease from the FY 2021-22 adopted budget. Due to the anticipated decrease in revenues, staff eliminated all non-essential purchases. Additionally, there is a decrease in expenses for water distribution due to a professional services agreement with OTS to provide temporary water treatment operators to fill vacant positions. Table 10 provides a summary of the Draft Water expenses by department and Table 11 is a summary of the Draft Water fund expenses by category.

Table 10: Draft Water Expenses by Department
Department FY 22 Adopted FY 22 Adjusted FY 23 Draft
Non-Department 1,232,950 1,262,950 1,210,312
Council 21,198 21,198 21,927
Administration 182,898 189,415 311,553
Administrative Services 553,306 588,574 576,599
Attorney 159,500 159,500 159,500
Public Works Admin 815,906 1,094,939 857,395
Government Buildings 9,000 9,000 49,000
Agenda Item #6.2.

Streets 33,400 33,400 33,400
Distribution 862,757 981,073 844,304
Water Treatment 3,211,620 3,463,033 2,543,362
TOTAL 7,082,535 7,803,082 6,607,352
Table 11: Draft Water Expenses by Category
Category FY 22 Adopted FY 22 Adjusted FY 23 Draft
Salary and Benefits 1,926,252 1,933,752 2,062,506
Services 1,054,499 1,357,265 1,025,910
Supplies 2,385,784 2,425,028 1,927,735
Maintenance 322,740 414,222 197,590
Taxes, Ins., & Contrib. 252,877 239,877 356,291
Capital 146,100 438,654 97,350
Transfers 50,000 0
Debt 994,283 944,282 939,970
TOTAL 7,082,535 7,803,080 6,607,352
The primary decreases are due to operations capital expense, reduction in supplies, and decrease in services from the previous fiscal year. Supply reductions are primarily for the purchase of Napa water and service reductions are primarily due to the additional assistance in place during the Phase II water emergency and increased legal costs associated with the Vineland Hall litigation. Other expenses were further reduced, where feasible, to remain within the estimated revenue projections.

On December 20, 2021, City Council adopted a resolution approving a settlement agreement with Hall Vineland, LLC and Hall Vista, LLC. The fiscal impact of this agreement is $950,000 with an initial payment due in FY 2022 of $450,000, followed by five annual payments of $100,000. City Council directed staff to utilize penalty funds received to pay for the initial $450,000 settlement amount in FY 2022; however, it was yet to be determined the source of the $100,000 payment due in FY 2022-23. The $100,000 for FY 2022-23 is not included in the Draft budget document.

Excluding the $100,000 settlement payment and penalty revenues, Table 12 provides a summary of the estimated fund balance of the Water operations fund at June 30, 2023.

Table 12: Draft Water Estimated Fund Balance
Estimated Ending Fund Balance @
6/30/2022 $3,203,345 Fund Balance %
Estimated Revenue @ 6/30/2023 $6,607,352
Estimated Expenses @ 6/30/2023 ($6,607,352)
Estimated Net Position $3,203,345 48%

WASTEWATER FUND
Revenues
The Draft FY 2022-23 Wastewater revenues are $3,376,370, which is estimated the same as the FY 2021-22 adopted budget. During the FY 2021-22 budget process, staff Agenda Item #6.2.

reduced wastewater revenues in anticipation of water conservation measures. While the City is in the midst of a utility rate study, it is not anticipated new rates will go into effect until Spring 2023.

Expenses
The Draft FY 2022-23 Wastewater expenses are $3,376,370, which remains at the FY 2021-22 adopted budget funding level. Due to the anticipated decrease in revenues, staff eliminated all non-essential purchases additional, there is a decrease in expenses for wastewater treatment due to a professional services agreement with OTS to provide temporary wastewater treatment operators to fill vacant positions. Table 13 provides a summary of the Draft Wastewater expenses by department and Table 14 is a summary of the Draft Wastewater fund expenses by category.

Table 13: Draft Wastewater Expenses by Department
Department FY 22 Adopted FY 22 Adjusted FY 23 Draft
Non-Department 516,994 546,994 495,689
Council 21,198 21,198 21,927
Administration 123,409 128,201 202,115
Administrative Services 379,952 406,839 451,736
Attorney 26,500 26,500 26,500
Public Works Admin 854,153 918,566 678,779
Government Buildings 9,000 9,000 14,000
Streets 33,400 33,400 33,400
Collection 339,316 342,866 559,944
Treatment 1,072,449 1,183,912 892,280
TOTAL 3,376,371 3,617,476 3,376,370
Table 14: Draft Wastewater Expenses by Category
Category FY 22 Adopted FY 22 Adjusted FY 23 Draft
Salary and Benefits 1,467,414 1,474,914 1,566,041
Services 492,884 577,141 843,578
Supplies 225,650 322,564 175,935
Maintenance 243,178 253,225 274,592
Taxes, Ins., & Contrib. 218,877 205,877 205,877
Capital 62,300 117,657 62,300
Transfers 409,240 409,240 0
Debt 256,827 256,827 252,047
TOTAL 3,376,371 3,617,476 3,376,370
Table 15 provides a summary of the estimated fund balance of the Wastewater operations fund at June 30, 2023.

Agenda Item #6.2.

Table 15: Draft Water Estimated Fund Balance
Estimated Ending Fund Balance @
6/30/2022 $3,771,200 Fund Balance %
Estimated Revenue @ 6/30/2023 $3,376,370
Estimated Expenses @ 6/30/2023 ($3,376,370)
Estimated Fund Balance* $3,771,200 112%
* Balance includes approximately $2.95 million to be transferred to Wastewater CIP for the completion of CIP S-52 – Wastewater treatment plant upgrades.

Concluding Remarks
As in previous years, the Draft FY 2022-23 budget was an exercise in discipline by both the City Council and staff. During the past year both good direction and policy establishment by the City Council laid the groundwork in the development of this budget document. While not easy, prudent financial actions at the beginning of COVID have allowed the City to maintain a healthy General Fund balance. The sacrifices by staff, Council, and the residents of St. Helena has not gone unnoticed. While not easy, concessions by staff in FY 21, freezing of positions, and cautious financial planning allowed the City to emerge in a strong financial condition. It is important to note that in the development of the FY 2020-21 budget, all bargaining groups in St. Helena agreed to two-year contracts which expire June 30, 2022. The City is currently in negotiations and anticipates salary increases for City staff.

While the City has a healthy financial position now, the future has a lot of significant infrastructure and staffing demands and will require a conservative and strong strategic plan and approach to solve projected deficits. As stated above, the groundwork for such a plan has already started by Council recognizing the need maintain safe and reliable infrastructure with a commitment to environmental stewardship and public health (Goal 1) and ensure long-term economic sustainability while supporting St.

Helena’s charm & rural character (Goal 2). While representing only two of the six City Council goals, they are an integral part in working in conjunction with the other four goals.

As noted earlier in this report and in the five-year CIP report, both water and wastewater systems remain volatile. The costs associated with the Wastewater Treatment Plant upgrade project (S-52), revenues shortfalls and increased staffing needs during the water emergency, as well as vacant positions that have required temporary contract help has further strained already tight cash balances. In an effort to begin to address these needs, provide stability, and reduce costs currently associated with the temporary treatment plant operators, the City Council approved the addition of a Treatment Plant Operator who will oversee both the Water and Wastewater operations. Additionally, the City is currently undertaking a utility rate study which will help stabilize the utility funds.

Agenda Item #6.2.

There are a lot of capital needs and limited/inadequate funding and staffing available to meet these needs. The City Council, staff, and the community are aware of the challenges ahead and know the City has great staff and recognize project delivery will need to be focused. This can be seen in the FY 2023-27 updated five-year CIP list presented to Council.

While it is recognized there is a lot of work ahead, the City does have exciting initiatives on the horizon that will improve the City’s long-term financial position and will help achieve City Council goals. Opportunities such as:

1. Measure H which is going before the voters in just one week. If passed, this measure will allow the City to issue $19 million in General Obligation Bonds which will help move critical water, wastewater, recycled water, and stormdrain projects forward in a shorter timeframe.

2. LMR Development (Farmstead Hotel). The Farmstead Hotel is moving forward and when opened, is anticipated to increase the City’s revenues by approximately $1 million in its first full year of operation and approximately $2.2 million annually over time. Additionally, as part of the project and development agreement, Farmstead is providing much necessary stormdrain and street improvements through a cost-share with the City.

3. The relocation of City Hall and Police Department to the Napa Valley College site, opens the opportunity to sell the current City Hall building (1480 Main Street) and encourage redevelopment of the site.

4. Utility Rate Study is currently underway, once completed (anticipated in Spring 2023), the rates put into place will stabilize both the water and wastewater funds while allowing critical projects to move forward.

5. Long Range Financial Plan development will continue in FY 23 to explore potential new revenues from a variety of sources. Development of this plan will allow the City to develop a strategic plan to address the infrastructure and staffing needs to accomplish these needs.

I also want to express my sincere gratitude to the following: City Council for their leadership, policy direction, and support in the budgeting process; Interim City Manager Jim McCann for his guidance over the past few months; City department heads for their patience and understanding when tough cuts had to be made; and a HUGE thank you to Assistant Administrative Services Director Mandy Kellogg for the hard work and insane amount of hours it took in the formation of this document.

RECOMMENDED ACTION
The focus of this workshop is for City Council to provide feedback to staff on the various revenue assumptions and the options related to expense priorities, ensuring available resources align with adopted City Council goals.

ATTACHMENTS
Attachment 1 – Eight-year General Fund Revenue Worksheet by Type Attachment 2 – Historical General Fund revenue trends and significant events since FY 1992-93.

Agenda Item #6.2.

Agenda Item #6.2.

GF Revenue Update
Actual Actual Actual Actual Actual Actual Adopted Adjusted DRAFT Account Description 2016 2017 2018 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 101-30-10-00-00 Property Tax-Secured 3,187,030 3,295,653 3,616,167 3,940,490 4,109,646 4,491,375 4,424,468 4,398,942 4,574,900 101-30-11-00-00 ERAF Shift to State 89,610 94,115 200,292 342,386 309,857 465,733 - 443,774 230,000 101-30-20-00-00 Property Tax-Unsecured 114,923 117,577 121,534 125,292 127,427 22,927 162,196 161,261 167,711 101-30-30-00-00 Prior Year Property Tax 1,506 3,736 1,160 1,035 964 4,323 1,588 1,588 1,642 101-30-90-00-00 Real Property Transfer Tax 110,376 111,591 82,829 83,805 67,964 171,689 88,000 88,000 110,000 101-32-05-00-00 In Lieu VLF 593,294 639,236 681,160 726,626 776,392 810,122 782,140 777,628 808,733 101-32-20-00-00 Homeowner Property Tax 15,376 15,533 15,352 15,555 15,260 12,492 17,739 17,739 18,342 4,112,115 4,277,441 4,718,495 5,235,189 5,407,511 5,978,661 5,476,132 5,888,932 5,911,328 101-30-40-00-00 Retail Sales/Use Tax 2,511,879 2,868,566 2,950,480 3,159,579 2,822,979 2,945,506 3,058,400 3,058,400 3,822,848 101-30-42-00-00 Public Safety Sales Tax 57,794 60,197 71,117 61,687 66,742 69,493 71,800 71,800 80,300 101-30-43-00-00 Sales Tax In Lieu 521,022 - - - - - - - - 101-30-44-00-00 Measure D - 296,936 1,726,923 1,743,519 1,650,599 1,723,186 1,799,000 1,799,000 2,315,000 3,090,695 3,225,699 4,748,520 4,964,784 4,540,321 4,738,185 4,929,200 4,929,200 6,218,148 101-30-50-00-00 Transient Occupancy Tax 2,014,498 2,281,834 2,841,607 3,296,741 2,470,808 1,558,565 3,131,904 3,566,991 3,428,611 101-30-51-00-00 Transient Tax Penalty 34,334 54,403 21,973 64,084 11,154 15,689 9,036 9,036 9,036 2,048,832 2,336,237 2,863,580 3,360,825 2,481,962 1,574,254 3,140,940 3,576,027 3,437,647 101-30-60-00-00 Franchise Tax 192,986 209,478 215,346 209,872 215,623 210,659 212,930 212,930 335,468 192,986 209,478 215,346 209,872 215,623 210,659 212,930 212,930 335,468 101-30-61-00-00 Comcast PEG Access Fees 28,302 17,809 23,133 22,698 22,528 21,994 22,500 22,500 22,500 101-30-75-00-00 Fire Inspection Fees 716 1,320 605 1,100 - 1,375 - - - 101-31-21-00-00 Building Inspection Fees 3,818 540 - - - - - - - 101-31-22-00-00 Building Admin Fees 4,098 135 - - - - - - - 101-31-23-00-00 Other Fire Fees 25,775 - 8 2,850 - 2,850 - - - 101-33-10-00-00 Planning Fees 103 (4) (5,703) - - - - - - 101-33-30-00-00 Sales Of Maps/Publications 21 193 163 210 59 108 150 150 150 101-33-50-00-00 Police Services 31,833 28,771 24,457 33,439 19,168 7,002 30,000 30,000 30,000 101-33-60-00-00 Administrative Fees 100 1,500 7,515 - - - - - - 101-33-70-00-00 Planning Fees 14,525 62,345 16,508 (53,936) - 6,000 - - - 101-33-80-00-00 Engineering Fees 812 7,057 7,710 1,800 675 - - - - 110,102 119,666 74,395 8,161 42,430 39,329 52,650 52,650 52,650 101-31-40-00-00 Vehicle Code Fines 30,230 40,727 29,160 28,136 22,446 24,974 27,583 27,583 28,000 101-31-50-00-00 Other Police Fines 37,872 24,134 40,613 36,260 24,821 8,917 28,279 28,279 25,000 101-31-55-00-00 A/R Late Penalty 1,658 4,463 4,427 3,959 215 144 500 500 500 101-33-63-00-00 Civil Penalties 41,000 65,400 106,778 149,264 92,700 - 45,000 45,000 45,000 101-34-20-00-00 Library Fines & Fees 15,539 7,585 6,032 4,087 86 - - - - 126,299 142,309 187,010 221,705 140,267 34,035 101,362 101,362 98,500 101-30-70-00-00 Application & Permit Fees 1,825 3,975 10,915 5,475 4,250 3,375 5,500 5,500 2,000 101-30-80-00-00 Business License 159,728 149,779 152,551 156,715 155,021 149,069 154,896 154,896 100,000 101-30-81-00-00 Business License Penalty 906 219 756 1,555 798 619 1,332 1,332 1,000 101-31-20-00-00 Building Permits 486,542 549,240 492,301 482,404 552,044 587,287 450,281 450,281 500,000 101-33-15-00-00 Short Term Rental Permit 17,200 13,500 31,500 15,750 31,500 20,250 27,500 27,500 35,000 101-33-74-00-00 Planning App & Permit Fees 303,472 283,125 235,830 180,329 85,429 111,100 75,000 75,000 75,000 101-33-84-00-00 Public Works App & Permit Fees 37,300 39,725 38,500 39,300 41,175 54,300 37,132 37,132 38,000 101-33-86-00-00 Well Permit Fee 1,300 1,300 1,300 2,600 2,600 - 1,300 1,300 1,300 1,008,273 1,040,863 963,653 884,127 872,817 926,000 752,941 752,941 752,300 101-33-81-00-00 Public Works Land & Dev Fees 21,600 20,800 20,325 25,600 19,360 20,800 20,325 20,325 10,000 21,600 20,800 20,325 25,600 19,360 20,800 20,325 20,325 10,000 101-32-10-00-00 Motor Vehicle In-Lieu 2,447 4,391 (3,176) 2,937 - - 3,255 3,255 - 101-32-70-00-00 County Fire Contract 48,855 48,855 48,855 48,855 48,855 48,855 48,855 48,855 48,855 101-32-80-00-00 Emergency Relief 207,525 122,712 301,210 269,490 120,930 952,591 - - - 101-34-61-49-00 Contrib from Gov - Police 1,351 - - 9,221 8,484 - - - - 101-34-71-00-00 Reimb State Mandated Costs 21,037 - 7,965 4,538 1,647 5,489 2,040 2,040 5,000 101-34-73-00-00 Other State Revenue 5,008 19 7 18 1,355 13 - - - 101-34-75-00-00 Restitution 14,186 3,848 9,775 181,227 200 26 - - - 101-36-80-00-00 Library Abatement 3,784 2,903 4,842 3,877 3,302 5,522 3,746 3,746 3,750 101-38-70-00-00 Allocation from Other Agency - - 1,948 - - - - - 304,193 182,726 369,478 522,112 184,773 1,012,496 57,896 57,896 57,605 101-31-70-00-00 Investment Earnings 50,720 (40,336) (41,299) 262,296 215,290 (97,343) 70,000 70,000 50,000 101-34-76-00-00 Cash Overage/Shortage (250) 0 (0) 22 61 - - - - 101-31-75-00-00 Interest Income 1,569 4,834 (93) - - - - - 101-36-10-00-00 Rental Income 165,340 180,809 214,450 153,805 89,101 79,904 73,868 73,868 13,260 Property Taxes
Sales Tax
Transient Occupancy Taxes
Other Taxes
Licenses and Permits
Fines and Forfeits
Charges for Service
Development Fees
Fines and Forfeits
Licenses and Permits
Development Fees
Intergovernmental
Interest and Rents
Intergovernmental
Property Taxes
Sales Tax
Transient Occupancy Taxes
Other Taxes
Charges for Service
Agenda Item #6.2.

GF Revenue Update
Actual Actual Actual Actual Actual Actual Adopted Adjusted DRAFT Account Description 2016 2017 2018 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 101-36-12-00-00 Rec Programs Facility Rental 865 - - - - - 101-36-11-00-00 Tennis Court Rentals 5,504 5,827 1,425 1,225 750 - 1,425 1,425 500 222,883 146,300 179,410 418,120 305,202 (17,438) 145,293 145,293 63,760 101-33-20-00-00 Legal Cost Recovery 48,052 158,922 10,683 32,726 - - 10,000 10,000 - 101-33-21-00-00 Storm Drain Cost Recovery - - - - - - - - - 101-33-40-00-00 Other Filing/Certification Fee 21 193 163 - 200 - 165 165 - 101-34-22-00-00 Library Copies - 3,431 3,277 2,946 1,585 - 3,030 3,030 1,000 101-34-23-00-00 Library Lost Material - 503 313 617 500 - 500 500 300 101-34-24-00-00 Library Room Rental - 430 110 305 150 - 354 354 - 101-34-31-00-00 Donations 1,743 1,000 - - 300 - - - -
101-34-31-48-00 Donations - Fire Department - - - - 4,000 - - - 101-34-31-49-00 Donations - Police Department - - - - 1,500 - - - 101-34-51-00-00 Sale of Capital Assets - - 18,137 1,155 3,795 633 - - - 101-34-60-00-00 Contributions from non-govt - - 87,500 - - - - - - 101-34-61-00-00 Contributions from Government - - - - - 1,058,502 575,000 729,864 - 101-34-61-46-00 Contributions from Gov - Library - 5,883 - 2,000 500 - - - 101-34-70-00-00 Other Revenue 32,055 22,118 25,166 123,934 41,033 39,123 55,000 55,000 55,000 101-34-70-22-47 Other Revenue - Jingle - - - 4,389 - - - - 101-34-70-47-00 Other Revenue - Recreation - - - - 123,996 120,000 120,000 120,000 101-34-70-47-01 Other Revenue - - - - - 20,000 20,000 - 101-34-74-00-00 Insurance Refund 223 - - - 1,244 - - - - 101-39-98-00-00 Operating Transfers In 3,043 3,530 3,574 15,319 5,367 834,123 1,972 1,972 172,715 85,137 190,126 174,805 182,495 60,562 2,062,376 786,021 940,885 349,015 TOTALS 11,323,118 11,891,645 14,515,018 16,032,990 14,270,828 16,579,356 15,675,690 16,678,441 17,286,421 Miscellaneous
Miscellaneous
Interest and Rents
Agenda Item #6.2.

Fiscal Year
(FY)
Property Tax
Revenue
Property
YOY
Change
Sales Tax Revenue
Sales Tax
YOY
Change
TOT Revenue
TOT
YOY Change All Other Revenue Other YOY Change Total Revenue YOY Change Notable Events FY 1992/93 878,162 985,422 350,277 1,569,284 3,783,145
FY 1993/94 865,051 -1% 1,019,391 3% 519,270 48% 1,383,947 -12% 3,787,659 0% ERAF Shift FY 1994/95 791,767 -8% 1,008,939 -1% 599,113 15% 1,357,221 -2% 3,757,040 -1% FY 1995/96 839,908 6% 1,131,805 12% 711,907 19% 1,479,261 9% 4,162,881 11% FY 1996/97 903,196 8% 1,305,286 15% 839,424 18% 1,779,086 20% 4,826,992 16% FY 1997/98 950,205 5% 1,466,387 12% 909,879 8% 1,718,960 -3% 5,045,431 5% FY 1998/99 1,072,287 13% 1,585,356 8% 1,020,676 12% 1,757,794 2% 5,436,113 8% FY 1999/00 1,228,041 14.53% 1,799,878 13.53% 1,169,319 14.56% 2,021,936 15.03% 6,219,174 14.40% FY 2000/01 1,360,263 10.77% 2,077,976 15.45% 1,192,005 1.94% 2,025,952 0.20% 6,656,196 7.03% dot.com Recession 3/2001-11/2001 FY 2001/02 1,559,090 14.62% 2,088,169 0.49% 1,059,234 -11.14% 1,998,150 -1.37% 6,704,643 0.73% September 11, 2001 FY 2002/03 1,695,496 8.75% 2,142,288 2.59% 1,112,471 5.03% 1,827,207 -8.56% 6,777,462 1.09% SARS - 11/2002-7/2003 FY 2003/04 1,826,439 7.72% 2,156,612 0.67% 1,143,557 2.79% 1,920,669 5.12% 7,047,277 3.98% FY 2004/05 1,832,604 0.34% 2,286,560 6.03% 1,163,368 1.73% 2,481,479 29.20% 7,764,011 10.17% FY 2005/06 2,079,816 13.49% 2,222,611 -2.80% 1,306,308 12.29% 1,952,800 -21.30% 7,561,535 -2.61% FY 2006/07 2,259,306 8.63% 2,532,604 13.95% 1,492,781 14.27% 1,921,807 -1.59% 8,206,498 8.53% FY 2007/08 2,529,620 11.96% 2,703,033 6.73% 1,560,398 4.53% 2,536,854 32.00% 9,329,905 13.69% FY 2008/09 2,577,207 1.88% 2,607,908 -3.52% 1,309,913 -16.05% 2,484,121 -2.08% 8,979,149 -3.76% FY 2009/10 3,085,222 19.71% 2,131,229 -18.28% 1,193,860 -8.86% 1,765,542 -28.93% 8,175,853 -8.95% FY 2010/11 2,906,026 -5.81% 2,073,118 -2.73% 1,465,172 22.73% 1,701,734 -3.61% 8,146,050 -0.36% FY 2011/12 3,454,804 18.88% 2,130,561 2.77% 1,535,388 4.79% 1,422,958 -16.38% 8,543,711 4.88% FY 2012/13 3,561,933 3.10% 2,386,053 11.99% 1,612,399 5.02% 1,701,209 19.55% 9,261,594 8.40% FY 2013/14 3,962,991 11.26% 2,594,935 8.75% 1,732,606 7.46% 1,742,334 2.42% 10,032,866 8.33% Ebola: 2014-2016 FY 2014/15 3,958,142 -0.12% 2,714,310 4.60% 1,870,180 7.94% 1,836,396 5.40% 10,379,028 3.45% FY 2015/16 4,112,115 3.89% 3,090,695 13.87% 2,048,832 9.55% 2,071,452 12.80% 11,323,094 9.10% Zika: 12/2015-9/2016 FY 2016/17 4,277,441 4.02% 3,225,699 4.37% 2,336,237 14.03% 2,052,076 -0.94% 11,891,453 5.02% April 2017 Las Alcobas opened FY 2017/18 4,718,495 10.31% 4,748,520 47.21% 2,863,580 22.57% 1,835,206 -10.57% 14,515,018 22.06% Measure D - 1/2 cent sales tax Apr 2018 FY 2018/19 5,235,189 10.95% 4,964,784 4.55% 3,360,825 17.36% 2,472,192 34.71% 16,032,990 10.46% FY 2019/20 5,407,511 3.29% 4,540,321 -8.55% 2,481,962 -26.15% 1,841,034 -25.53% 14,270,828 -10.99% FY 2020/21 5,978,661 20.00% 4,738,185 -7% 1,574,254 -63% 4,288,256 132.93% 16,579,356 10.34% FY 2021/22 Estimated 5,888,932 -1.50% 4,929,200 4.03% 3,576,027 127.16% 2,284,282 -46.73% 16,678,441 11.00% FY 2022/23 DRAFT 5,911,328 0.38% 6,218,148 26% 3,437,647 -4% 1,719,298 -24.73% 17,286,421 15.04% COVID-19 March 2020 - ?
Great Recession: 3/2008-1/2010

FY 2021-22
Draft Budget
May 31, 2022
By:

James McCann, Interim City Manager
April Mitts, Administrative Services Director
Mandy Kellogg, Assistant Administrative Services Director 1 Agenda Item #6.2.

Budget Development
2 • Alignment with City Council Goals
• Alignment with City Council Workplan
• Conservative Revenue Assumptions
• Health Care Cost Increases
• Change to Labor Costs
• Restoration of Positions/New Positions
• Increase to PERS Unfunded Liability
• One-time vs. ongoing costs
Agenda Item #6.2.

City Council Goals
3 Goal
1 Improve and Maintain Safe and Reliable City Infrastructure with a Commitment to Environmental Stewardship and Public Health
2 Stabilize, Maintain, and Improve Access to Housing
3 Enhance Organization Performance and Commit to Full Public Participation, Ongoing Communication, and Regional Collaboration
4 Ensure Long-Term Economic Sustainability while Supporting St. Helena’s Charm & Rural Character 5 Support Thriving Families and Enhance the Safety, Well-Being, and Healthy Development of our Youth
6 Support Initiatives that Respond to and Plan for Climate Change Agenda Item #6.2.

FY 2022-23 Draft Budget
Revenues
4 2019
Actual
2020
Actual
2021
Actual
2022
Estimated
2023
Draft
Property 5,235,189 5,407,511 5,978,661 5,888,932 5,911,328 Sales 4,964,784 4,540,321 4,929,200 4,929,200 6,218,148 TOT 3,360,825 2,481,962 3,576,027 3,576,027 3,437,647
Other 1,841,961 1,167,753 2,284,282 1,725,851 1,107,148 TOTALS 16,032,990 14,270,828 16,579,356 16,678,411 17,286,421 Agenda Item #6.2.

FY 2022-23 Draft Budget
Expenses
5 Department FY 22 Adopted FY 22 Adjusted FY 23 Draft
Non-Department 2,492,831 3,211,499 2,785,675
Council 420,452 434,887 392,708
Administration 678,469 733,280 924,603
Administrative Services 817,071 883,923 1,081,673
Attorney 386,000 386,000 386,000
Planning/Building 1,347,471 1,490,235 1,112,778
Library 1,001,422 1,019,271 934,708
Parks & Recreation 701,597 701,597 753,865
Fire 1,653,453 1,663,101 2,063,312
Police 3,295,102 3,325,398 3,639,929
Public Works 2,881,581 3,069,445 3,316,359
TOTAL 15,675,449 16,918,636 17,391,610 Agenda Item #6.2.

FY 2022-23 Draft Budget
Expenses
6 Category FY 22 Adopted FY 22 Adjusted FY 23 Draft
Salary and Benefits 9,251,220 9,251,220 10,446,779
Services 3,067,680 4,295,247 3,948,634
Supplies 451,950 737,369 528,785
Maintenance 568,306 592,104 666,055
Taxes, Ins., & Contrib. 942,791 1,107,298 1,038,805
Capital 136,135 218,031 105,186
Transfers 584,189 584,189 529,189
PEG Access Costs 70,000 70,000 65,000
Debt 63,178 63,178 63,177
TOTAL 15,675,449 16,918,636 17,391,610 Agenda Item #6.2.

FY 2022-23: Expenses
Cost Drivers Net Increase from FY22 - Adopted
7 Cost Driver Discretionary 1x Costs Council
Goal Amount
NVC Move – TI’s X 350,000 Goal 3 350,000
Additional 4 Full-time Firefighters (FY22) X Goal 1, 3 300,000 Normal Costs of Step Increases Goal 3 225,000
Health Insurance Increase Goal 3 102,000
Planning – Consultant CEQA 100,000 Goal 2 100,000
PERS Unfunded Liability: 15-year X 96,000 Goal 4 96,000 PD Capital Equipment 39,500 Goal 1 39,500
Trees – Inventory and Maintenance X 38,000 Goal 1 38,000 Agenda Item #6.2.

FY 2022-23: Revenues/Expenses
8 Agenda Item #6.2.

General Fund
Estimated Net Position
9 Estimated Unassigned Fund Balance @ 6/20/22 10,415,771 Estimated Revenues @ 6/30/23 17,286,421
Estimated Expenses @ 6/30/23 (17,371,610)
Use of Fund Balance (105,189)
Estimated Unassigned Fund Balance @ 6/30/23 10,310,582 59% Agenda Item #6.2.

Questions and Feedback
FY 2022-23 Draft General Fund Budget
10 Agenda Item #6.2.

Water & Wastewater Funds
11 • Due to several unknowns, including the ongoing water emergency and impact on revenues, it is necessary for the City to remain fiscally cautious in the development of the FY 2022-23 budget.
• Departments were asked to keep the majority of the expenses status quo and asked to present no significant increase requests. • All requested budget increases were required to provide rationale for augmentation.

Agenda Item #6.2.

Water Fund - Revenues
12 • The Draft FY 2022-23 Water revenues are $6,607,352, which is a $240,877 decrease from FY 2021-22 adopted budget.
• During the FY 2021-22 budget process, staff reduced water revenues in anticipation of water conservation measures.
• Staff continues to see conservation and are reducing estimated revenues based on current trends.
• While the City is in the midst of a utility rate study, it is not anticipated new rates will go into effect until Spring 2023. Agenda Item #6.2.

Water Fund - Expenses
13 • The Draft FY 2022-23 Water expenses are $6,607,352, which is a $475,183 decrease from the FY 2021-22 adopted budget.
• Due to the anticipated decrease in revenues, staff eliminated all nonessential purchases. • There is a decrease in expenses for water distribution due to a professional services agreement with OTS to provide temporary water treatment operators to fill vacant positions. Agenda Item #6.2.

Water Fund – Department Expenses
14 Department FY 22 Adopted FY 22 Adjusted FY 23 Draft
Non-Department 1,232,950 1,262,950 1,210,312
Council 21,198 21,198 21,927
Administration 182,898 189,415 311,553
Administrative Services 553,306 588,574 576,599
Attorney 159,500 159,500 159,500
Public Works Admin 815,906 1,094,939 857,395
Government Buildings 9,000 9,000 49,000
Streets 33,400 33,400 33,400
Distribution 862,757 981,073 844,304
Water Treatment 3,211,620 3,463,033 2,543,362
TOTAL 7,082,535 7,803,082 6,607,352 Agenda Item #6.2.

Water Fund – Expenses by Category
15 Category FY 22 Adopted FY 22 Adjusted FY 23 Draft
Salary and Benefits 1,926,252 1,933,752 2,062,506
Services 1,054,499 1,357,265 1,025,910
Supplies 2,385,784 2,425,028 1,927,735
Maintenance 322,740 414,222 197,590
Taxes, Ins., & Contrib. 252,877 239,877 356,291
Capital 146,100 438,654 97,350
Transfers -0- 50,000 -0-
Debt 994,283 944,282 939,970
TOTAL 7,082,535 7,803,080 6,607,352 Agenda Item #6.2.

Water Fund – Fund Balance
16 Estimated Ending Fund Balance @ 6/30/2022 $3,203,345 Fund Balance %
Estimated Revenue @ 6/30/2023 $6,607,352
Estimated Expenses @ 6/30/2023 ($6,607,352)
Estimated Net Position $3,203,345 48%
Agenda Item #6.2.

Wastewater Fund - Revenues
17 • The Draft FY 2022-23 Wastewater revenues are $3,376,370, which is a estimated the same as the FY 2021-22 adopted budget.
• During the FY 2021-22 budget process, staff reduced revenues in anticipation of water conservation measures.
• While the City is in the midst of a utility rate study, it is not anticipated new rates will go into effect until Spring 2023. Agenda Item #6.2.

Wastewater Fund - Expenses
18 • The Draft FY 2022-23 Wastewater expenses are $3,376,370, which remains at the FY 2021-22 adopted budget level.
• Due to the anticipated decrease in revenues, staff eliminated all nonessential purchases. • There is a decrease in expenses for wastewater distribution due to a professional services agreement with OTS to provide temporary water treatment operators to fill vacant positions. Agenda Item #6.2.

Wastewater Fund
Department Expenses
19 Department FY 22 Adopted FY 22 Adjusted FY 23 Draft
Non-Department 516,994 546,994 495,689
Council 21,198 21,198 21,927
Administration 123,409 128,201 202,115
Administrative Services 379,952 406,839 451,736
Attorney 26,500 26,500 26,500
Public Works Admin 854,153 918,566 678,779
Government Buildings 9,000 9,000 14,000
Streets 33,400 33,400 33,400
Collection 339,316 342,866 559,944
Treatment 1,072,449 1,183,912 892,280
TOTAL 3,376,371 3,617,476 3,376,370
Agenda Item #6.2.

Wastewater Fund
Expenses by Category
20 Category FY 22 Adopted FY 22 Adjusted FY 23 Draft
Salary and Benefits 1,467,414 1,474,914 1,566,041
Services 492,884 577,141 843,578
Supplies 225,650 322,564 175,935
Maintenance 243,178 253,225 274,592
Taxes, Ins., & Contrib. 218,877 205,877 205,877
Capital 62,300 117,657 62,300
Transfers 409,240 409,240 0
Debt 256,827 256,827 252,047
TOTAL 3,376,371 3,617,476 3,376,370 Agenda Item #6.2.

Wastewater Fund – Fund Balance
21 Estimated Ending Fund Balance @
6/30/2022 $3,771,200 Fund Balance %
Estimated Revenue @ 6/30/2023 $3,376,370
Estimated Expenses @ 6/30/2023 ($3,376,370)
Estimated Fund Balance* $3,771,200 112%
* Balance includes approximately $2.95 million to be transferred to Wastewater CIP for the completion of CIP S-52 – Wastewater treatment plant upgrades.

Agenda Item #6.2.

Questions and Feedback
FY 2022-23 Draft
Water and Wastewater Budgets
22 Agenda Item #6.2.

Report to the City Council
Special City Council - 31 May 2022
Agenda Section: NEW BUSINESS
Subject: Review of Five-Year Capital Improvement Program for Fiscal Years 2022-23 to 2026-27.

CEQA
Determination:

Not a CEQA project
Prepared By: April Mitts, Administrative Services Director Reviewed By: Mark Rincon-Ibarra, Public Works Director
Approved By: James McCann, Interim City Manager

BACKGROUND
The proposed City of St Helena Capital Improvement Program (CIP) is a five-year planning tool that identifies anticipated capital improvements and their funding sources for fiscal years 2022-23 through 2026-27. The CIP does not appropriate funds, but rather, functions as a budgeting and planning tool which supports actual appropriations that are made through the budget adoption. Cost estimates provided in the CIP are based on an order-of-magnitude. During the budget process, funds will be appropriated for the upcoming fiscal year (FY 2022-23) only. The subsequent four years are subject to change due to more detailed engineering analysis becoming available, City Council direction on project priorities, updates to revenues, and changes in project costs.

DISCUSSION
FY 2022-23 to FY 2026-27 5-Year CIP List (Attachment 1) The FY 2023-2027 City of St. Helena Capital Improvement Program (CIP) is the City’s commitment to building a more resilient and vibrant future for the residents, workers, and visitors of St. Helena. The CIP is updated annually and is a fiscally constrained expenditure plan that lays out estimated infrastructure investments over the next five years. Projects in the CIP are divided into five Service Areas: General Government (Civic), Streets, Water, Wastewater, and Stormdrains. Each Service Area chapter describes the associated Budgeted Projects and cost estimates.

Agenda Item #6.3.

California Government Code Section 65401 requires that the Planning Commission find that the proposed CIP is consistent with the City’s General Plan prior to City Council adoption of the CIP. The Planning Commission made this finding at its meeting on May 3, 2022.

Throughout the years, many of the projects on the CIP list have been “rolled over” without received any updates to costs or project scope. On April 5, 2022, a Special City Council meeting was held in which staff presented the preliminary FY 2022-23 budget forecast and solicited feedback from City Council on budget priorities. Of particular concern to Council was not having a clear understanding of all CIP projects, estimated project costs, and if the City can deliver the projects based on the current financial conditions as well as staff capacity. Following this meeting staff has compiled a 30-year list of all known CIP projects. This project list was compiled from the final reports from various studies and committees which took place from 2017 to present and is discussed later in this report.

Additionally, staff has made significant revisions to the FY 2022-23 to 2026-27 draft CIP project list taking into consideration the following:

1. Council and staff feedback to ensure fiscal resources are available for each project;

2. Staff capability to complete each project;

3. Community disruptions based on size and scope of project;

4. Alignment with City Council Goals (see Table 1 below) balanced with a reasonable workload;

5. Prioritization of projects;

6. Ability to deliver projects; and

7. Removal of completed or obsolete projects.

Goal # Goal
1 Improve and Maintain Safe and Reliable City Infrastructure with a Commitment to Environmental Stewardship, Public Health, and Public Safety 2 Stabilize, Maintain, and Improve Access to Housing
3 Enhance Organizational Performance, Communications, and Commit to Full Participation and Regional Collaboration
4 Ensure Long-Term Economic Sustainability while Supporting St. Helena’s Charm and Rural Character
5 Support Thriving Families and Enhance the Safety, Well-Being, and Healthy Development of our Youth
6 Support Initiatives the Respond to and Plan for Climate Change Based on the above considerations, staff has evaluated and re-aligned the five-year CIP. The total project list has decreased from 46 projects to 29 projects over the fiveAgenda Item #6.3.

year period; however, there is still a tremendous amount of work and a serious commitment of resources, both staff and funding, by the City.

The FY 2022-23 to 2026-27 draft CIP project list is being presented to the City Council for review and consideration (Attachment 1).

It is important to note that while some projects were removed due to lack of funding, current staff capacity, or reprioritization, staff is not losing sight of these projects. This will be discussed in further detail below and provided in Attachment 2.

ANALYSIS
The City’s FY 2023-2027 CIP consists of 29 projects in five divisions totaling approximately $32.5 million over a five-year period. Over half of the total CIP budget is for Project S-52 Wastewater Treatment Plant Upgrade Project which is estimated to be substantially completed by August 2023. Funds and expenditures beyond FY 2022-23 have no direct fiscal impact because the CIP is not a financial commitment by City Council, but rather a planning and forecasting tool. Of the 29 projects, five are for pavement restoration, are primarily funded through Measure T proceeds, and are completed on a “rolling basis” where the first year of the project is for design and the second year of the project is for construction. These projects are designated as “R__- 79, where the first two numbers designate the year design starts. e.g. R23-79 indicates design will be completed in FY 23 and construction in FY 24.

In FY 2022-23 there are a total of 19 projects, of which 5 are design only. Twelve (12) projects in FY 2022-23 are considered significant (over $200,000) CIP projects which are non-reoccurring capital expenditures. They are as follows:

1. C19-03 Crane Park Lighting Improvements

2. C22-01 City Hall Relocation - Tenant Improvements

3. C22-02 Replace Playground Equipment and Fence at Crane Park

4. R19-07 Silverado Trail Guardrail Replacement

5. R21-02 Crosswalk Improvements on Main Street/Hwy 29 at Pratt Avenue & Elmhurst Avenue

6. R21-04 Pope Street Crosswalk Improvements at College Avenue

7. R22-79 Pavement Restoration FY 22 Design/FY 23 Construction

8. R23-01 Signalization Dowdell Lane and Hwy 29 (design only)

9. R23-02 “HAWK” Pedestrian Hybrid Flashing Beacon for Hwy 29 at Charter Oak (design only)

10.W-80 Dwyer Road Booster Pump Station

11.S-52 WWTP Upgrades

12.R20-02 Mills Lane Storm Drain Project (environmental and land easements only)
It is important to note the 5-year CIP list is not a comprehensive list of all needed capital improvements and is only a reflection of projects anticipated to be completed in the next Agenda Item #6.3.

5-years and in which funding is available. There are three projects in which funding has only been provided for design. Once the design is completed, staff will have a better indication of costs and, if funding is available, the CIP will be brought to Council for consideration and approval. These projects are as follows:

1. R23-01 Signalization Dowdell Lane and Hwy 29 (design only)

2. R23-02 “HAWK” Pedestrian Hybrid Flashing Beacon for Hwy 29 at Charter Oak (design only)

3. S21-01 WWTP Recycled Pipeline and Pump Station

4. S23-01 Recycled Water – Crane Park Irrigation Infrastructure 30-Year CIP Project List (Attachment 2)
As stated above, the City has a much larger list of infrastructure needs which are not addressed the 5-year CIP list presented. In 2017, recognizing the deterioration of the City’s assets, the City Council set in motion a series of studies, working committees, and reports to categorize assets, provide costs estimates for replacement/repair, and develop funding strategies for the replacement/repair of assets. This included:

1. Facilities Condition and Need Assessment (2017)

2. St. Helena Assets Planning Engagement (SHAPE) Committee (2018)

3. Financing Civic Infrastructure Task Force (2020)

4. Integrated Utility Master Plan (2021)
Taking the information from the FY 2022-23 to FY 2026-27 five-year CIP list, the four above sources, and other unfunded CIP needs, staff has compiled a 30-year master CIP worksheet (Attachment 2). The intent of the report is to demonstrate the vast infrastructure needs of the City and provide a starting point for staff and Council to begin to prioritize and develop funding strategies to address long-standing deficiencies.

The 30-year CIP Project list is a newly developed document intended to be updated as costs are solidified, as funding is identified, as additional projects are identified, and as priorities shift. The list indicates if the project is slated during years 1-5, years 6-10, years 11-15, years16-20, years 21-25, or years 26-30. Additionally, the list is divided as follows:

Status Description Estimated Costs
Funded FY2022-23 to FY 2026-27 five-year CIP list $32,500,000 Not Funded To be included in the current utility rate study $14,000,000 Not Funded To be included in the 2028 utility rate study $17,000,000 Not Funded Included in the June 2022 GO Bond Ballot
Measure
$19,000,000
Not Funded LMR Streets signalization and HAWK beacon $2,150,000 Not Funded Items identified by City staff, in the 2020
Integrated Utility Master Plan, and in the 2017
Facilities Needs Assessment
$61,000,000
Agenda Item #6.3.

TOTAL $145,650,000
As stated above this is a newly developed document which will be used in the future as a basis for staff and Council to develop project priorities and funding strategies.

Other Consideration – Vine Trail
While not a City project, the Vine Trail is being developed as a continuous pedestrian and bicycle facility throughout Napa County and has been active for several years. As noted in an April 12, 2022 staff report to City Council, the Vine Trail Coalition has a current estimate for the cost of the Yountville-St. Helena stretch of the Vine Trail Project, which includes the portion within St. Helena City limits, of almost $30 million.

Construction costs are estimated to be approximately $20 million and engineering, rightof-way, administrative, and permitting costs are estimated at an additional $9 million for a total of $29 million, or about $3 million per mile. The Vine Trail Coalition estimates that the segments within St. Helena City Limits comprise about $5.7 million of the grand total.

After selecting the recommended alignment through the City, the Vine Trail and the County of Napa will apply for the Active Transportation (ATP) Grant. It is anticipated that the Vine Trail would be largely funded through the ATP Grant and the possible funding breakdown proposed by the Vine Trail Coalition if the grant is awarded is as follows:
• $19 million in ATP funding
• $5 million from the County of Napa
• $5 million from the Napa Valley Vine Trail Coalition
• $900,000 contribution from the City of St. Helena
It was noted in the April 12, 2022 report, the City has not agreed to the funding level, nor identified a funding source outlined by the Vine Trail Coalition.

Additionally, it is expected that the maintenance for the Vine Trail in the City of St.

Helena would be shared through a 50/50 cost share agreement between the City and the Napa Valley Vine Trail Coalition, which is estimated at $28,00 annually (total costs) with the City share at $14,000 annually. A cost sharing arrangement has not yet been developed and funding for the maintenance of the Class I trails can be provided from the required bicycle and pedestrian facilities matching funding requirement by the provisions of Measure T.

FISCAL IMPACT
The City’s FY 2023-2027 CIP consists of 29 projects in five divisions totaling approximately $32.5 million over a five-year period with $18.5 million of the projects slated for FY 2022-23. Of the $18.9 million in FY 2022-23, $13.5 million are for costs associated with CIP S-52 Wastewater Treatment Plant Upgrades.

Agenda Item #6.3.

As stated in the discussion section, funds and expenditures beyond FY 2022-23 have no direct fiscal impact because the CIP is not a financial commitment by City Council, but rather a planning and forecasting tool.

RECOMMENDED ACTION
This item provides a review of the FY 2022-23 to FY 2026-27 5-Year CIP list for Council consideration. The 5-year CIP will be adopted at a subsequent City Council meeting.

ATTACHMENTS
Attachment 1 – FY 2022-23 to FY 2026-27 5-Year CIP
Attachment 2 – 30-Year Capital Improvement List
Agenda Item #6.3.

5-YEAR CAPITAL IMPROVEMENTS PROGRAM
City of St. Helena, CA
FY 2022-23 to FY 2026-27
Agenda Item #6.3.

Table of Contents
City of St. Helena FY 2022-23 to FY 2027-28
Table Of Contents 1
Global Summary: Total Category Expenditures / Total Funding Sources 3 1 - Civic 4
Project # Project Page #
C19-03 Crane Park Lighting Improvements 5
C20-02 Repaint Fire Station # 1 6
C20-04 Baldwin Park Fence & Pathway Repair 7
C21-01 PSPS Emergency Back-Up Power 8
C22-01 City Hall Relocation - Tenant Improvements 9
C22-02 Replace Playground Equipment and Fence at Crane Park 10 C22-03 Jacob Meily Park Drainage Site Survey and Installation of New Turf 11 and Upgrade Irrigation
2 - Streets 12
Project # Project Page #
R18-81 Downtown Sidewalk Improvements 13
R19-03 Sulphur Creek Erosion Repair 14
R19-05 Grayson and South Crane Rehab 15
R19-07 Silverado Trail Guardrail Replacement 16
R21-02 Crosswalk Improvements on Main Street/Highway 29 at Pratt Avenue 17 and Elmhurst Avenue
R21-04 Pope Street Crosswalk Improvements at College Avenue 18 R22-01 Spring Street Bike Lane Striping 19
R22-79 Pavement Restoration FY22 Design/FY 23 Construction 20 R23-01 Signalization Dowdell Lane and Hwy 29 21
R23-02 "HAWK" Pedestrian Hybrid Flashing Beacon for Hwy 29 at Charter 22 Oak
R23-79 Pavement Restoration FY23 Design/FY 24 Construction 23 R24-79 Pavement Restoration FY24 Design/FY 25 Construction 24 R25-79 Pavement Restoration FY 25 Design/FY 26 Construction 25 R26-79 Pavement Restoration FY 26 Design/FY 27 Construction 26 3 - Water 27
Project # Project Page #
W-109 Bell Canyon Intake Tower Replacement 28
W-80 Dwyer Road Booster (Pump Station) 29
W18-113 Water System SCADA Improvements 30
4 - Wastewater 31
Project # Project Page #
1 Agenda Item #6.3.

S-52 WWTP Phase 1 Upgrades 32
S21-01 WWTP Recycled Pipeline and Pump Station 33
S23-01 Recycled Water - Crane Park Irrigation Infrastructure 34 5 - Stormwater 35
Project # Project Page #
R20-01 Mitchell Drive to Sulphur Creek Storm Drain 36
R20-02 Mills Lane Storm Drain Project 37
2 Agenda Item #6.3.

City of St. Helena FY 2022-23 to FY 2026-27
Global Summary Report
2022-23 2023-24 2024-25 2025-26 2026-27 TOTALS
Total YTD
05/16/22

PROJECT CATEGORY

EXPENDITURES
1 Civic 479,620 2,356,019 50,000 75,500 100,000 3,061,139 2 Streets 898,534 2,028,056 2,208,664 2,141,415 2,203,486 1,227,083 10,707,238 3 Water 289,313 900,000 503,000 3,900,000 250,000 5,842,313 4 Wastewater 5,509,980 13,485,847 18,995,827
5 Stormwater 346,575 121,384 190,200 658,159
TOTALS 7,524,022 18,891,306 2,761,664 6,116,915 2,643,686 1,327,083 39,264,676

PROJECT FUNDING SOURCES
101 General Fund 227,285 1,478,684 87,639 1,793,608
General Fund - Measure 190,200 250,000

T/RMRA MOE
101 59,800
General Fund - Measure 203,314 297,000 297,000 872,314
T/RMRA MOE (Prior Year)
101 75,000
230 Gas Tax 159,595 150,405 310,000
230 Gas Tax - RMRA/SB1 108,000 60,000 60,000 228,000
240 Measure T 380,280 895,286 1,697,300 1,241,415 1,303,486 1,227,083 6,744,850 420 Go Bonds 12,361 12,361
Wastewater Cash Operations 2,684,114 2,684,114
Fund Balance
571
592 Equipment Replacement Fund 169,472 169,472
700 Flood Control Funds 74,658 70,555 145,213
Civic State of CA OES PSPS 196,487
Grant
733 196,487
733 Prop 68 Grant 170,000 170,000
733 Civic CIP 65,496 22,004 87,500
734 Park Impact Fees 54,852 515,859 50,000 75,500 696,211 740 Traffic Impact Fees Fund Loan 873,610 873,610
Streets Capital Improvement - 94,000 94,000
NVTA
741
Streets Capital Improvement - 603,000 603,000 1,206,000 Grant OBAG III
741
741 LMR Cost Share 104,200 104,200
741 Streets Capital Improvement 326,800 326,800
Streets Capital Improvement - 50,000 50,000
Grant TDA III
741
Streets Capital Improvement - 276,810 248,050 561,361
HSIP
741 36,501
742 Storm Drain Impact Fees 286,775 121,384 408,159
763 Water Capital Improvement 289,313 900,000 1,189,313 Water Capital Improvement - 503,000 3,900,000 250,000 4,653,000 Debt
763
764 Water Impact Fees 70,192 49,708 119,900
773 Wastewater Capital Improvement 1,903,293 3,267,808 5,171,101 Wastewater Capital Improvement 5,852,391 9,362,925
- Debt
773 3,510,534
774 Wastewater Impact Fees 25,961 758,216 784,177
TOTALS 7,524,022 18,891,306 2,761,664 6,116,915 2,643,686 1,327,083 39,264,676 3 Agenda Item #6.3.

PROJECT TITLE
C19-03 Crane Park Lighting
Improvements
47,102 354,509 401,611
C20-02 Repaint Fire Station # 1 100,000 100,000
C20-04 Baldwin Park Fence & Pathway
Repair
7,750 81,350 89,100
C21-01 PSPS Emergency Back-Up
Power
261,983 22,004 283,987
C22-01 City Hall Relocation - Tenant
Improvements
162,785 1,648,156 1,810,941
C22-02 Replace Playground Equipment
and Fence at Crane Park
250,000 250,000
C22-03 Jacob Meily Park Drainage Site
Survey and Installation of New
Turf and Upgrade Irrigation
50,000 75,500 125,500
479,620 2,356,019 50,000 75,500 100,000 3,061,139
PROJECT FUNDING SOURCES
101 General Fund 162,785 1,478,684 87,639 1,729,108
420 Go Bonds 12,361 12,361
592 Equipment Replacement Fund 169,472 169,472
733 Civic State of CA OES PSPS
Grant
196,487 196,487
733 Prop 68 Grant 170,000 170,000
733 Civic CIP 65,496 22,004 87,500
734 Park Impact Fees 54,852 515,859 50,000 75,500 696,211 479,620 2,356,019 50,000 75,500 100,000 3,061,139
FY 2022-23 to 2027-28
Category Summary Report
1 - Civic
2022-23 2023-24 2024-25 2025-26 2026-27 TOTALS
Total YTD
05/16/22
4 Agenda Item #6.3.

Crane Park Lighting Improvements
Category:

Project 360 Crane Avenue
Civic
Project No: C19-03
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3160 - Construction Contract 47,102 348,209 395,311
3170 - Contingency 6,300 6,300
EXPENDITURE TOTALS 47,102 354,509 401,611
FUNDING SOURCES
223-Skate Park Lighting Fund 0
734-Park Impact Fees 47,102 354,509 401,611
FUNDING TOTALS 47,102 354,509 401,611
PROJECT PURPOSE & DESCRIPTION:   Retrofit existing park light fixtures to LED and upgrade electrical equipment.

EXPENDITURE ACCOUNTS:

Fund: 733    Dept: 5010
5 Agenda Item #6.3.

Repaint Fire Station # 1
Category:

Project 1480 Main Street
Civic
Project No: C20-02
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 20,000 20,000
3160 - Construction Contract 80,000 80,000
EXPENDITURE TOTALS 100,000 100,000
FUNDING SOURCES
101-General Fund 87,639 87,639
420-Go Bonds 12,361 12,361
FUNDING TOTALS 100,000 100,000
PROJECT PURPOSE & DESCRIPTION:   Repaint Fire Station # 1.

Original Date: FY 21, deferred until FY 22
EXPENDITURE ACCOUNTS:

Fund: 733    Dept: 5010
6 Agenda Item #6.3.

Baldwin Park Fence & Pathway Repair
Category:

Project 1591 Spring Street
Civic
Project No: C20-04
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3160 - Construction Contract 7,750 81,350 89,100
EXPENDITURE TOTALS 7,750 81,350 89,100
FUNDING SOURCES
734-Park Impact Fees 7,750 81,350 89,100
FUNDING TOTALS 7,750 81,350 89,100
PROJECT PURPOSE & DESCRIPTION:   Remove and replace fence bordering, pathway repair, and minor modifications to entrance.

EXPENDITURE ACCOUNTS:

Fund: 733    Dept: 5010
7 Agenda Item #6.3.

PSPS Emergency Back-Up Power
Category:

Project LSWTP and Mobile Generator
Civic
Project No: C21-01
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 2,020 2,020
3160 - Construction Contract 259,963 22,004 281,967
EXPENDITURE TOTALS 261,983 22,004 283,987
FUNDING SOURCES
733-Civic CIP 65,496 22,004 87,500
733-Civic State of CA OES PSPS Grant 196,487 196,487
FUNDING TOTALS 261,983 22,004 283,987
PROJECT PURPOSE & DESCRIPTION:   To replace the 35 year old generator at the Louis Stralla Water Treatment Plant (LSWTP) and to purchase one 175 KW portable generator  that can be used at all critical City facilities which do not have back-up power.

EXPENDITURE ACCOUNTS:    Fund: 733  Dept: 5010
8 Agenda Item #6.3.

City Hall Relocation - Tenant Improvements
Category:

Project 1088 Collage Avenue
Civic
Project No: C22-01
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 147,865 93,990 241,855
3150 - Construction Management 172,000 172,000
3160 - Construction Contract 14,920 1,382,166 1,397,086 EXPENDITURE TOTALS 162,785 1,648,156 1,810,941
FUNDING SOURCES
101-General Fund 162,785 1,478,684 1,641,469
592-Equipment Replacement Fund 169,472 169,472
FUNDING TOTALS 162,785 1,648,156 1,810,941
PROJECT PURPOSE & DESCRIPTION:   Tenant Improvements for City Hall and Police Department Relocation to Napa Valley College, St. Helena campus.

EXPENDITURE ACCOUNTS:

Fund: 101    Dept: 4000
9 Agenda Item #6.3.

Replace Playground Equipment and Fence at Crane Park
Category:

Project Crane Park
Civic
Project No: C22-02
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3160 - Construction Contract 250,000 250,000
EXPENDITURE TOTALS 250,000 250,000
FUNDING SOURCES
733-Prop 68 Grant 170,000 170,000
734-Park Impact Fees 80,000 80,000
FUNDING TOTALS 250,000 250,000
PROJECT PURPOSE & DESCRIPTION:   Replacement playground equipment and fence at Crane Park EXPENDITURE ACCOUNTS:        Fund:   733   Dept:  5010
10 Agenda Item #6.3.

Jacob Meily Park Drainage Site Survey and Installation of New Turf and Upgrade Irrigation
Category:

Project Jacob Meily Park St. Helena
Civic
Project No: C22-03
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 50,000 50,000
3160 - Construction Contract 75,500 75,500
EXPENDITURE TOTALS 50,000 75,500 125,500
FUNDING SOURCES
734-Park Impact Fees 50,000 75,500 125,500
FUNDING TOTALS 50,000 75,500 125,500
PROJECT PURPOSE & DESCRIPTION:   FY 23 conduct a site survey to address drainage and FY 24 install new turf and upgrade irrigation
Moved out 1 year due to Water Emergency
EXPENDITURE ACCOUNTS:        Fund: 733    Dept:  5010
11 Agenda Item #6.3.

PROJECT TITLE
R18-81 Downtown Sidewalk
Improvements
551,569 203,314 900,000 900,000 2,554,883
R19-03 Sulphur Creek Erosion Repair 74,658 70,555 145,213 R19-05 Grayson and South Crane Rehab 190,925 75,000 265,925 R19-07 Silverado Trail Guardrail
Replacement
36,501 276,810 248,050 561,361
R21-02 Crosswalk Improvements on
Main Street/Highway 29 at Pratt
Avenue and Elmhurst Avenue
19,286 259,286 278,572
R21-04 Pope Street Crosswalk
Improvements at College Avenue
25,595 244,405 270,000
R22-01 Spring Street Bike Lane Striping 31,000 31,000
R22-79 Pavement Restoration FY22
Design/FY 23 Construction
620,000 500,000 1,120,000
R23-01 Signalization Dowdell Lane and
Hwy 29
200,000 200,000
R23-02 "HAWK" Pedestrian Hybrid
Flashing Beacon for Hwy 29 at
Charter Oak
200,000 200,000
R23-79 Pavement Restoration FY23
Design/FY 24 Construction
126,000 1,050,000 1,176,000
R24-79 Pavement Restoration FY24
Design/FY 25 Construction
132,300 1,102,500 1,234,800
R25-79 Pavement Restoration FY 25
Design/FY 26 Construction
138,915 1,157,625 1,296,540
R26-79 Pavement Restoration FY 26
Design/FY 27 Construction
145,861 1,227,083 1,372,944
898,534 2,028,056 2,208,664 2,141,415 2,203,486 1,227,083 10,707,238 PROJECT FUNDING SOURCES
101 General Fund 64,500 64,500
101 General Fund - Measure
T/RMRA MOE (Prior Year)
75,000 203,314 297,000 297,000 872,314
230 Gas Tax 159,595 150,405 310,000
230 Gas Tax - RMRA/SB1 108,000 60,000 60,000 228,000
240 Measure T 380,280 895,286 1,697,300 1,241,415 1,303,486 1,227,083 6,744,850 700 Flood Control Funds 74,658 70,555 145,213
741 LMR Cost Share 104,200 104,200
741 Streets Capital Improvement -
Grant OBAG III
603,000 603,000 1,206,000
741 Streets Capital Improvement -
NVTA
94,000 94,000
741 Streets Capital Improvement 326,800 326,800
741 Streets Capital Improvement -
Grant TDA III
50,000 50,000
741 Streets Capital Improvement -
HSIP
36,501 276,810 248,050 561,361
898,534 2,028,056 2,208,664 2,141,415 2,203,486 1,227,083 10,707,238 FY 2022-23 to 2027-28
Category Summary Report
2 - Streets
2022-23 2023-24 2024-25 2025-26 2026-27 TOTALS
Total YTD
05/16/22
12 Agenda Item #6.3.

Downtown Sidewalk Improvements
Category:

Project St. Helena, CA 94574
Streets
Project No: R18-81
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 548,883 176,000 724,883
3130 - Land & Easements 25,000 25,000
3140 - Legal Services 2,314 2,314
3150 - Construction Management 2,500 75,000 75,000 152,500 3160 - Construction Contract 186 750,000 750,000 1,500,186 3170 - Contingency 75,000 75,000 150,000
EXPENDITURE TOTALS 551,569 203,314 900,000 900,000 2,554,883 FUNDING SOURCES
101-General Fund 64,500 64,500
101-General Fund - Measure T/RMRA MOE
(Prior Year)
75,000 203,314 297,000 297,000 872,314
230-Gas Tax  134,000 134,000
230-Gas Tax - RMRA/SB1 108,000 108,000
240-Measure T 170,069 170,069
741-Streets Capital Improvement - Grant
OBAG III
603,000 603,000 1,206,000
741-Streets Capital Improvement - Measure T
Loan
0 999-Unidentified 0
FUNDING TOTALS 551,569 203,314 900,000 900,000 2,554,883 PROJECT PURPOSE & DESCRIPTION:   This is a sidewalk improvement project funded by the One Bay Area Grant II program and local funds. The project will replace sidewalks, trees, and implement traffic calming devices on Main Street between Mitchell Drive and Pine Street. Approximately 3,609 linear feet of sidewalk and 17 ADA curb ramps will be replaced.

Phase I construction (1480 Main Street to Adams Street) is anticipated to begin in FY 24 and complete in FY

25. Phase II and III construction is anticipated for FY 30 and 31.

EXPENDITURE ACCOUNTS:

Fund: 741    Dept: 5014
13 Agenda Item #6.3.

Sulphur Creek Erosion Repair
Category:

Project St. Helena, CA 94574
Streets
Project No: R19-03
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 44,276 44,276
3150 - Construction Management 551 551
3160 - Construction Contract 29,831 70,555 100,386
EXPENDITURE TOTALS 74,658 70,555 145,213
FUNDING SOURCES
700-Flood Control Funds 74,658 70,555 145,213
FUNDING TOTALS 74,658 70,555 145,213
PROJECT PURPOSE & DESCRIPTION:   This project will implement bank repairs that were caused during the 16/17 storm year and identified in the 2017 Flood Control Project post-construction monitoring and reporting year. The repairs will be made utilizing funds from the Flood Control Project adaptive management program. The area is located at the base of a mature valley oak, approximately 100 feet upstream of the confluence with the Napa River.

EXPENDITURE ACCOUNTS:

Fund: 741    Dept: 5014
14 Agenda Item #6.3.

Grayson and South Crane Rehab
Category:

Project Grayson and South Crane
Streets
Project No: R19-05
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 190,925 190,925
3160 - Construction Contract 75,000 75,000
EXPENDITURE TOTALS 190,925 75,000 265,925
FUNDING SOURCES
240-Measure T 190,925 75,000 265,925
741-Streets Capital Improvement - Grant
OBAG II
0 FUNDING TOTALS 190,925 75,000 265,925
PROJECT PURPOSE & DESCRIPTION:   This project will reconstruct Grayson and South Crane Avenues.

Accessibility improvements to sidewalks and curb ramps will be included as part of the project whenever applicable.

EXPENDITURE ACCOUNTS:

Fund: 741    Dept: 5014
15 Agenda Item #6.3.

Silverado Trail Guardrail Replacement
Category:

Project Silverado Trail and Pope Street
Streets
Project No: R19-07
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 31,240 23,760 55,000
3120 - Environmental/Planning 5,000 5,000
3150 - Construction Management 29,250 29,250 58,500
3160 - Construction Contract 5,261 208,800 208,800 422,861 3170 - Contingency 10,000 10,000 20,000
EXPENDITURE TOTALS 36,501 276,810 248,050 561,361
FUNDING SOURCES
741-Streets Capital Improvement - HSIP 36,501 276,810 248,050 561,361 FUNDING TOTALS 36,501 276,810 248,050 561,361
PROJECT PURPOSE & DESCRIPTION:   Replace guardrail and pavement markings/striping on Silverado Trail within City Limits.

EXPENDITURE ACCOUNTS:

Fund: 741    Dept: 5014
16 Agenda Item #6.3.

Crosswalk Improvements on Main Street/Highway 29 at Pratt Avenue and Elmhurst Avenue
Category:

Project Main Street/Highway 29
Streets
Project No: R21-02
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 19,286 14,286 33,572
3150 - Construction Management 25,000 25,000
3160 - Construction Contract 200,000 200,000
3170 - Contingency 20,000 20,000
EXPENDITURE TOTALS 19,286 259,286 278,572
FUNDING SOURCES
240-Measure T 19,286 209,286 228,572
741-Streets Capital Improvement - Grant TDA
III
50,000 50,000
FUNDING TOTALS 19,286 259,286 278,572
PROJECT PURPOSE & DESCRIPTION:   This project will upgrade curb ramps as well as improvement crosswalk markings and signage at Pratt and Elmhurst intersections.

EXPENDITURE ACCOUNTS:        Fund: 741    Dept: 5014
17 Agenda Item #6.3.

Pope Street Crosswalk Improvements at College Avenue
Category:

Project Pope Street at College Avenue
Streets
Project No: R21-04
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 25,595 4,405 30,000
3150 - Construction Management 20,000 20,000
3160 - Construction Contract 200,000 200,000
3170 - Contingency 20,000 20,000
EXPENDITURE TOTALS 25,595 244,405 270,000
FUNDING SOURCES
230-Gas Tax  25,595 150,405 176,000
741-Streets Capital Improvement - NVTA 94,000 94,000
FUNDING TOTALS 25,595 244,405 270,000
PROJECT PURPOSE & DESCRIPTION:   Installation of a rectangular rapid flashing beacon system (or equivalent) located on Pope Street at College Avenue, four ADA compliant curb ramps, and continental crosswalk markings on Pope Street and College Avenue.

Installation of the rapid flashing beacon (or equivalent) will provide greater visibility of pedestrians within the crosswalks as vehicles approach.  Upgrading curb ramps will improve pedestrian mobility by upgrading curb ramps when crossing Pope Street or College Avenue.

EXPENDITURE ACCOUNTS:    Fund:  741     Dept:   5014
18 Agenda Item #6.3.

Spring Street Bike Lane Striping
Category:

Project Spring Street from Valley View to
Sylvaner (WB)
Streets
Project No: R22-01
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3160 - Construction Contract 31,000 31,000
EXPENDITURE TOTALS 31,000 31,000
FUNDING SOURCES
741-Streets Capital Improvement 31,000 31,000
FUNDING TOTALS 31,000 31,000
PROJECT PURPOSE & DESCRIPTION:   Install thermoplastic striping, thermoplastic pavement markings, and bike lane signs for the new bike lanes on Spring Street from Valley View Street to Sylvaner Avenue - westbound
EXPENDITURE ACCOUNTS:        Fund: 733   Dept:  5010
19 Agenda Item #6.3.

Pavement Restoration FY22 Design/FY 23 Construction
Category:

Project St. Helena, CA 94574
Streets
Project No: R22-79
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 120,000 120,000
3150 - Construction Management 60,000 60,000 120,000
3160 - Construction Contract 400,000 400,000 800,000
3170 - Contingency 40,000 40,000 80,000
EXPENDITURE TOTALS 620,000 500,000 1,120,000
FUNDING SOURCES
101-General Fund - Measure T/RMRA MOE 0
230-Gas Tax  0
230-Gas Tax - RMRA/SB1 60,000 60,000 120,000
240-Measure T 560,000 440,000 1,000,000
741-Streets Capital Improvement - Measure T
Loan
0 FUNDING TOTALS 620,000 500,000 1,120,000
PROJECT PURPOSE & DESCRIPTION:   Rehabilitate streets throughout the City with various surface treatments (i.e. slurry seal, micro-surface, and overlay). Curb ramp upgrades may be part of projects as needed. Council approved a five-year list of streets on February 13, 2018.

Design FY 22
Construction FY 23
EXPENDITURE ACCOUNTS:     Fund: 741    Dept: 5014
20 Agenda Item #6.3.

Signalization Dowdell Lane and Hwy 29
Category:

Project Dowdell Lane and Hwy 29
Streets
Project No: R23-01
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 200,000 200,000
EXPENDITURE TOTALS 200,000 200,000
FUNDING SOURCES
741-LMR Cost Share 46,600 46,600
741-Streets Capital Improvement 153,400 153,400
FUNDING TOTALS 200,000 200,000
PROJECT PURPOSE & DESCRIPTION:   Manage movement of traffic for the Long Meadow Ranch Project at 1000 Mills Lane, Condition of approval No. 66
NOTES:   Farmstead will cost share 23.3% of total project costs

FY 23 Design only.

EXPENDITURE ACCOUNTS:        Fund: 741    Dept: 5014
21 Agenda Item #6.3.

"HAWK" Pedestrian Hybrid Flashing Beacon for Hwy 29 at Charter Oak Category:

Project Hwy 29 at Charter Oak
Streets
Project No: R23-02
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 200,000 200,000
EXPENDITURE TOTALS 200,000 200,000
FUNDING SOURCES
741-LMR Cost Share 57,600 57,600
741-Streets Capital Improvement 142,400 142,400
FUNDING TOTALS 200,000 200,000
PROJECT PURPOSE & DESCRIPTION:   Mitigate pedestrian hazards for the Long Meadow Ranch Project at 738 Main Street.

EXPENDITURE ACCOUNTS:      Fund: 741    Dept: 5014
22 Agenda Item #6.3.

Pavement Restoration FY23 Design/FY 24 Construction
Category:

Project St. Helena, CA 94574
Streets
Project No: R23-79
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 126,000 126,000
3150 - Construction Management 126,000 126,000
3160 - Construction Contract 840,000 840,000
3170 - Contingency 84,000 84,000
EXPENDITURE TOTALS 126,000 1,050,000 1,176,000
FUNDING SOURCES
101-General Fund - Measure T/RMRA MOE 0
230-Gas Tax  0
230-Gas Tax - RMRA/SB1 0
240-Measure T 126,000 1,050,000 1,176,000
FUNDING TOTALS 126,000 1,050,000 1,176,000
PROJECT PURPOSE & DESCRIPTION:   Rehabilitate streets throughout the City with various surface treatments (i.e. slurry seal, micro-surface, and overlay). Curb ramp upgrades may be part of projects as needed. Council approved a five-year list of streets on February 13, 2018.

Design FY 23
Construction FY 24
EXPENDITURE ACCOUNTS:     Fund: 741     Dept: 5014
23 Agenda Item #6.3.

Pavement Restoration FY24 Design/FY 25 Construction
Category:

Project St. Helena, CA 94574
Streets
Project No: R24-79
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 132,300 132,300
3150 - Construction Management 132,300 132,300
3160 - Construction Contract 882,000 882,000
3170 - Contingency 88,200 88,200
EXPENDITURE TOTALS 132,300 1,102,500 1,234,800
FUNDING SOURCES
101-General Fund - Measure T/RMRA MOE 0
230-Gas Tax  0
230-Gas Tax - RMRA/SB1 0
240-Measure T 132,300 1,102,500 1,234,800
741-Streets Capital Improvement 0
FUNDING TOTALS 132,300 1,102,500 1,234,800
PROJECT PURPOSE & DESCRIPTION:   Rehabilitate streets throughout the City with various surface treatments (i.e. slurry seal, micro-surface, and overlay). Curb ramp upgrades may be part of projects as needed. Council approved a five-year list of streets on February 13, 2018.

Design FY 24
Construction FY 25
EXPENDITURE ACCOUNTS:    Fund: 741    Dept: 5014
24 Agenda Item #6.3.

Pavement Restoration FY 25 Design/FY 26 Construction
Category:

Project St. Helena, CA 94574
Streets
Project No: R25-79
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 138,915 138,915
3150 - Construction Management 138,915 138,915
3160 - Construction Contract 926,100 926,100
3170 - Contingency 92,610 92,610
EXPENDITURE TOTALS 138,915 1,157,625 1,296,540
FUNDING SOURCES
101-General Fund - Measure T/RMRA MOE 0
230-Gas Tax  0
230-Gas Tax - RMRA/SB1 0
240-Measure T 138,915 1,157,625 1,296,540
741-Streets Capital Improvement 0
FUNDING TOTALS 138,915 1,157,625 1,296,540
PROJECT PURPOSE & DESCRIPTION:   Rehabilitate streets throughout the City with various surface treatments (i.e. slurry seal, micro-surface, and overlay). Curb ramp upgrades may be part of projects as needed. Council approved a five-year list of streets on February 13, 2018.

Design FY 25
Construction FY 26
EXPENDITURE ACCOUNTS:    Fund: 741    Dept: 5014
25 Agenda Item #6.3.

Pavement Restoration FY 26 Design/FY 27 Construction
Category:

Project St. Helena, CA 84574
Streets
Project No: R26-79
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 145,861 145,861
3150 - Construction Management 152,807 152,807
3160 - Construction Contract 972,405 972,405
3170 - Contingency 101,871 101,871
EXPENDITURE TOTALS 145,861 1,227,083 1,372,944
FUNDING SOURCES
240-Measure T 145,861 1,227,083 1,372,944
FUNDING TOTALS 145,861 1,227,083 1,372,944
PROJECT PURPOSE & DESCRIPTION:   Rehabilitate streets throughout the City with various surface treatments (i.e. slurry seal, micro-surface, and overlay). Curb ramp upgrades may be part of projects as needed. Council approved a five-year list of streets on February 13, 2018.

Design FY 26

Construction FY 27
EXPENDITURE ACCOUNTS:       Fund: 741    Dept: 5014
26 Agenda Item #6.3.

PROJECT TITLE
W-109 Bell Canyon Intake Tower
Replacement
289,313 353,000 3,500,000 4,142,313
W-80 Dwyer Road Booster (Pump
Station)
900,000 900,000
W18-
113
Water System SCADA
Improvements
150,000 400,000 250,000 800,000
289,313 900,000 503,000 3,900,000 250,000 5,842,313
PROJECT FUNDING SOURCES
763 Water Capital Improvement 289,313 900,000 1,189,313 763 Water Capital Improvement -
Debt
503,000 3,900,000 250,000 4,653,000
289,313 900,000 503,000 3,900,000 250,000 5,842,313
FY 2022-23 to 2027-28
Category Summary Report
3 - Water
2022-23 2023-24 2024-25 2025-26 2026-27 TOTALS
Total YTD
05/16/22
27 Agenda Item #6.3.

Bell Canyon Intake Tower Replacement
Category:

Project APN 021-420-019
Water
Project No: W-109
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 289,313 150,000 439,313
3120 - Environmental/Planning 200,000 200,000
3140 - Legal Services 3,000 3,000
3150 - Construction Management 200,000 200,000
3160 - Construction Contract 3,000,000 3,000,000
3170 - Contingency 300,000 300,000
EXPENDITURE TOTALS 289,313 353,000 3,500,000 4,142,313
FUNDING SOURCES
763-Water Capital Improvement  289,313 289,313
763-Water Capital Improvement - Debt 353,000 3,500,000 3,853,000 764-Water Impact Fees 0
FUNDING TOTALS 289,313 353,000 3,500,000 4,142,313
PROJECT PURPOSE & DESCRIPTION:   Immediate repairs slated are required to be in compliance. Non compliance constitutes a violation of the City’s Division of Dam Safety permitted use of Bell Canyon is grounds for enforcement action, for permit termination, revocation and reissuance, or modification; or denial of a permit renewal application by the State of California Department of Water Resources Division of Dam Safety.

EXPENDITURE ACCOUNTS:

Fund: 763    Dept: 5030
28 Agenda Item #6.3.

Dwyer Road Booster (Pump Station)
Category:

Project Between St. Helena, Napa, and
Calistoga: Dwyer Roa
Water
Project No: W-80
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 200,000 200,000
3160 - Construction Contract 700,000 700,000
EXPENDITURE TOTALS 900,000 900,000
FUNDING SOURCES
763-Water Capital Improvement  900,000 900,000
763-Water Capital Improvement - Debt 0
763-Water Capital Improvement -
Grant/Interagency Fund
0 764-Water Impact Fees 0
FUNDING TOTALS 900,000 900,000
PROJECT PURPOSE & DESCRIPTION:   This is a shared facility between St. Helena, Napa, and Calistoga for moving water up valley. The project will improve system reliability and increase pressure in the southern end of the system.

The City of Napa will conduct the work on this project with a 10% cost share by the City of St. Helena.  Total project cost is estimated at $6,000,000.

EXPENDITURE ACCOUNTS:

Fund: 763    Dept: 5030
29 Agenda Item #6.3.

Water System SCADA Improvements
Category:

Project Citywide
Water
Project No: W18-113
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 150,000 150,000 300,000
3160 - Construction Contract 250,000 250,000 500,000
EXPENDITURE TOTALS 150,000 400,000 250,000 800,000
FUNDING SOURCES
763-Water Capital Improvement  0
763-Water Capital Improvement - Debt 150,000 400,000 250,000 800,000 FUNDING TOTALS 150,000 400,000 250,000 800,000
PROJECT PURPOSE & DESCRIPTION:   This project will apply power and instrumentation upgrades to integrate the City's water pump stations into Supervisory, Control and Data Acquisition System (SCADA).

SCADA is utilized to monitor and control a plant and/or equipment.

EXPENDITURE ACCOUNTS:

Fund: 763    Dept: 5030
30 Agenda Item #6.3.

PROJECT TITLE
S-52 WWTP Phase 1 Upgrades 5,413,827 13,402,000 18,815,827 S21-01 WWTP Recycled Pipeline and
Pump Station
96,153 33,847 130,000
S23-01 Recycled Water - Crane Park
Irrigation Infrastructure
50,000 50,000
5,509,980 13,485,847 18,995,827
PROJECT FUNDING SOURCES
571 Wastewater Cash Operations
Fund Balance
2,684,114 2,684,114
740 Traffic Impact Fees Fund Loan 873,610 873,610
764 Water Impact Fees 70,192 49,708 119,900
773 Wastewater Capital Improvement 1,903,293 3,267,808 5,171,101 773 Wastewater Capital Improvement
- Debt
3,510,534 5,852,391 9,362,925
774 Wastewater Impact Fees 25,961 758,216 784,177
5,509,980 13,485,847 18,995,827
FY 2022-23 to 2027-28
Category Summary Report
4 - Wastewater
2022-23 2023-24 2024-25 2025-26 2026-27 TOTALS
Total YTD
05/16/22
31 Agenda Item #6.3.

WWTP Phase 1 Upgrades
Category:

Project 1 Chaix Ln
Wastewater
Project No: S-52
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 1,706,443 1,706,443
3120 - Environmental/Planning 111,850 111,850
3140 - Legal Services 85,000 85,000
3150 - Construction Management 535,085 535,085
3160 - Construction Contract 3,510,534 11,378,056 14,888,590 3170 - Contingency 1,488,859 1,488,859
EXPENDITURE TOTALS 5,413,827 13,402,000 18,815,827
FUNDING SOURCES
571-Wastewater Cash Operations Fund
Balance
2,684,114 2,684,114
740-Traffic Impact Fees Fund Loan 873,610 873,610
773-Wastewater Capital Improvement 1,903,293 3,267,808 5,171,101 773-Wastewater Capital Improvement - Debt 3,510,534 5,852,391 9,362,925 774-Wastewater Impact Fees 724,077 724,077
FUNDING TOTALS 5,413,827 13,402,000 18,815,827
PROJECT PURPOSE & DESCRIPTION:   Per the State Cease and Desist Order, upgrade the plant to meet compliance requirements by 2021. In addition, to compliance requirements, levee repairs and sludge removal will be incorporated into construction of this project.

Merged into S-52: S-53, S-62, S-66, S18-79.

EXPENDITURE ACCOUNTS:

Fund: 773    Dept: 5059
32 Agenda Item #6.3.

WWTP Recycled Pipeline and Pump Station
Category:

Project 1 Chaix Ln St. Helena
Wastewater
Project No: S21-01
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 96,153 33,847 130,000
EXPENDITURE TOTALS 96,153 33,847 130,000
FUNDING SOURCES
764-Water Impact Fees 70,192 24,708 94,900
774-Wastewater Impact Fees 25,961 9,139 35,100
FUNDING TOTALS 96,153 33,847 130,000
PROJECT PURPOSE & DESCRIPTION:   Provide pump station to distribute recycled water to the WWTP spray fields and provide recycled water to City customers via mainline connection EXPENDITURE ACCOUNTS:              Fund:  773     Dept: 5059 33 Agenda Item #6.3.

Recycled Water - Crane Park Irrigation Infrastructure
Category:

Project WWTP to Crane Park
Wastewater
Project No: S23-01
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 50,000 50,000
EXPENDITURE TOTALS 50,000 50,000
FUNDING SOURCES
764-Water Impact Fees 25,000 25,000
774-Wastewater Impact Fees 25,000 25,000
FUNDING TOTALS 50,000 50,000
PROJECT PURPOSE & DESCRIPTION:   Installation of necessary piping such that the Recycled Water Pipe is delivering recycled water to Crane Park's irrigation infrastructure.

EXPENDITURE ACCOUNTS:        Fund: 773     Dept:   5059 34 Agenda Item #6.3.

PROJECT TITLE
R20-01 Mitchell Drive to Sulphur Creek
Storm Drain
59,800 190,200 250,000
R20-02 Mills Lane Storm Drain Project 286,775 121,384 408,159 346,575 121,384 190,200 658,159
PROJECT FUNDING SOURCES
101 General Fund - Measure

T/RMRA MOE
59,800 190,200 250,000
742 Storm Drain Impact Fees 286,775 121,384 408,159
346,575 121,384 190,200 658,159
FY 2022-23 to 2027-28
Category Summary Report
5 - Stormwater
2022-23 2023-24 2024-25 2025-26 2026-27 TOTALS
Total YTD
05/16/22
35 Agenda Item #6.3.

Mitchell Drive to Sulphur Creek Storm Drain
Category:

Project Mitchell Drive to Sulphur Creek
Stormwater
Project No: R20-01
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 25,000 25,000
3160 - Construction Contract 59,800 165,200 225,000
EXPENDITURE TOTALS 59,800 190,200 250,000
FUNDING SOURCES
101-General Fund - Measure T/RMRA MOE 59,800 190,200 250,000 FUNDING TOTALS 59,800 190,200 250,000
PROJECT PURPOSE & DESCRIPTION:   Replace storm drain pipe on Mitchell Drive and slip-line portion of pipe from Mitchell Drive to Sulphur Creek.

EXPENDITURE ACCOUNTS:

Fund: 741    Dept: 5014
36 Agenda Item #6.3.

Mills Lane Storm Drain Project
Category:

Project Mills Lane from State Highway 29 east
to the Napa River
Stormwater
Project No: R20-02
Location:

Responsible
Department:
2022-23 2023-24 2024-25 2026-27

PROJECT
TOTAL

EXPENDITURES
(Thousands of Dollars)
2025-26
Total YTD
05/16/22
3110 - Design 230,059 230,059
3120 - Environmental/Planning 56,716 71,384 128,100
3130 - Land & Easements 50,000 50,000
EXPENDITURE TOTALS 286,775 121,384 408,159
FUNDING SOURCES
-Other* 0
230-Gas Tax  0
230-Gas Tax - RMRA/SB1 0
742-Storm Drain Impact Fees 286,775 121,384 408,159
999-Unidentified 0
FUNDING TOTALS 286,775 121,384 408,159
PROJECT PURPOSE & DESCRIPTION:   The Mills Lane Storm Drain improvement project was originally identified by the City and a portion designed in 1974.  It was also considered in the City's 2000 Master Plan of Drainage, identified in the City's Storm Drain Impact Fees, as well as the 2005 Highway 29 Specific Plan and the specific plan's program environmental impact report (EIR) prepared in 2003 (SCH #2001082017).  The storm drain will be constructed along Mills Lane, which is a City street for most of its length, from its intersection with State Highway 29 east to the Napa River.

EXPENDITURE ACCOUNTS:    Fund:  741    Dept:  5014
37 Agenda Item #6.3.

Description Type of
Improvement Project Source Document Estimated Costs2017/2020/2022 $ 100% Funded Funding SourceIf Identified 1-5 Years Year 1 Year 2 Year 3 Year 4 Year 5 6-10 years 11-15 years 16-20 years 21-25 years 26-30 years 1 C19-03 Crane Park Lighting Improvements
Retrofit existing park light fixtures to LED an dupgrade electrical equipment
Civic FY 22 CIP 354,509 Yes Skate Park Lighting Fund
Park Impact Fees X 354,509
2 C20-02 Repaint Fire Station #1 Civic FY 22 CIP 100,000 GO Bond remaining balance - $12,071 General Fund X 100,000
3 C20-04 Baldwin Park Fence and Pathway Repair Civic FY 22 CIP 81,350 Yes Park Impact Fees X 81,350 4 C21-01 LSWTP and Mobile Generator Civic FY 22 CIP 22,004 Yes CalOES PSPS Grant
General Fund Match X 22,004
5 C22-01 City Hall Relocation - Tenant Improvements Civic FY 22 CIP 1,648,156 Yes General Fund
Euqipment Replacement Fund X 1,648,156
6 C22-02 Replace Playground Equipment and Fence at Crane Park Civic FY 22 CIP 250,000 Yes Prop 68 Grant Park Impact Fees X 250,000
7 C22-03 Jacob Meily Park Drainage Site Survey and Installation of new Turf and Upgrade Irrigation
FY 23 site survey and FY 24 install new irrigation and turf Civic FY 22 CIP 125,500 Yes Park Impact Fees X 50,000 75,000 8 R18-81 Downtown Sidewalk Improvements - Phase I Streets FY 22 CIP 2,003,314 Yes MOE
Gas Tax
Measure T
Grant Funding
X 203,314 900,000 900,000
9 R19-03 Sulphur Creek Erosion Repair Streets FY 22 CIP 70,555 Yes Fund 700 - Flood Control X 70,555 10 R19-05 Grayson and South Crane Rehab Streets FY 22 CIP 75,000 Yes Measure T X 75,000 11 R19-07 Silverado Trail Guardrail Replacement Streets FY 22 CIP 524,860 Yes HSIP Grant X 276,810 248,050 12 R21-02 Crosswalk Improvements on Main Street/Hwy 29 at Pratt Avenue and Elmhurst Avenue Streets FY 22 CIP 259,286 Yes Measure T
TDA III Grant
X 259,286
13 R21-04 Pope Street Crosswalk Improvements at College Streets FY 22 CIP 244,405 Yes Gas Tax
NVTA - streets CIP
X 244,405
14 R22-01 Spring Street Bike Lane Striping Streets FY 22 CIP 31,000 Yes Streets CIP Fund Balance X 31,000 15 R22-79 Pavement Restoration
FY 22 Design
FY 23 Construction
Streets FY 22 CIP 1,120,000 Yes
Gas Tax
Measure T
X 1,120,000
16 R23-01 Signalization Dowdell Lane and Hwy 29 Streets FY 23 CIP
LMR Development Agreement 200,000 Design Only Streets CIP Fund Balance23.3% cost share with LMR ($46,600) X 200,000 17 R23-02 "HAWK" Pedestrian Hybrid Flashing Beacon for Hwy 29 at Charter Oak Streets
FY 23 CIP
LMR Development Agreement 200,000 Design Only Streets CIP Fund Balance28.8% cost share with LMR ($57,600) X 200,000 18 R23-79 Pavement Restoration
FY 23 Design
FY 24 Construction
Streets FY 22 CIP 1,176,000 Yes Measure T X 126,000 1,050,000 19 R24-79 Pavement Restoration
FY 24 Design
FY 25 Construction
Streets FY 22 CIP 1,234,800 Yes Measure T X 132,300 1,102,500 20 R25-79 Pavement Restoration
FY 25 Design
FY 26 Construction
Streets FY 22 CIP 1,296,540 Yes Measure T X 138,915 1,157,625 21 R26-79 Pavement Restoration
FY 26 Design
FY 27 Construction
Streets FY 22 CIP 1,372,944 Yes Measure T X 145,861 1,227,083 22 W-109 Bell Canyon Intake Tower Replacement Water FY 22 CIP 3,293,227 Yes Water CIP Fund Balance
Rate include debt (have not taken debt out
yet)
GO Bond updated $4,130,000
X 353,000 3,500,000
23 W-80 Dwyer Road Booster Pump Station Water FY 22 CIP 900,000 County project - City portion of construction is
10%, County has applied for a grant. If not
received will need to include in FY 23 Rate
Study
X 900,000
24 W18-113 SCADA Improvements - Rutherford & Holmes Water FY 22 CIP 800,000 Yes Rates include debt (have not taken debt out yet) X 150,000 400,000 250,000
25 S-52 WWTP Phase I Upgrades Sewer FY 22 CIP 13,402,000 USDA Loan
Fund Balance
Sewer Impact Fees
Interfund Loan
GF Loan
X 13,402,000
26 S23-01 Recycled Water - Deliver Recycled Water to Crane Park's Irrigation (Design only) Sewer
FY 23 CIP
LMR Development Agreement 50,000 Water Impact FeesWastewater Impact Fees X 50,000
27 S21-01 WWTP Recycled Pipeline and Pump Station
Provide pump station to distribute recycleds water to the WWTP spray fields and provide recycled water to City
customers via mainline construction (design only)
Sewer FY 22 CIP 33,847 X 33,847
28 R20-01 Mitchell Drive to Sulphur Creek Storm Drain Stormwater FY 22 CIP 190,200 Yes Measure T/RMRA MOE X 190,200 FY 2023 - CIP LIST
1 of 5 5/28/2022 4:27 PM

Description Type of
Improvement Project Source Document Estimated Costs2017/2020/2022 $ 100% Funded Funding SourceIf Identified 1-5 Years Year 1 Year 2 Year 3 Year 4 Year 5 6-10 years 11-15 years 16-20 years 21-25 years 26-30 years 29 R20-02 Mills Lane Strom Drain Project - costs are for design.

Remaining balance is cost shared with LMR through TOT Stormwater FY 22 CIP 121,384 X 121,384 2 of 5 5/28/2022 4:27 PM

Description Type of
Improvement Project Source Document Estimated Costs2017/2020/2022 $ 100% Funded Funding SourceIf Identified 1-5 Years Year 1 Year 2 Year 3 Year 4 Year 5 6-10 years 11-15 years 16-20 years 21-25 years 26-30 years 28 W-86 Spring Mountain Pressure Zone Improvements (Holmes Tank Upgrade) (Breeze - Inactive) Water GO Bond Presentation 1/31/22Initial presentation $1 mill 3,044,935 Estimated to be included in next rate study 29 Rutherford Pipeline Replacemen (Breeze Inactive) Water GO Bond Presentation 1/31/22 6,830,000 Estimated to be included in next rate study 30 Smart Water Meters Water GO Bond Presentation 1/31/22 1,970,000 Estimated to be included in next rate study 31 W21-01 Kearney & Andrea Water Main Replacement
(Breeze - Inactive) Water GO Bond Presentation 1/31/22 1,100,000 Estimated to be included in next rate study 32 W-101 Rehabilitate Tank 2 at Lower Reservoir
(Breeze - Inactive) Water GO Bond Presentation 1/31/22 940,000 Estimated to be included in next rate study 33 W18-111 WTP Condition Assessment
(Breeze - Inactive) Water FY 22 CIP 157,500 Estimated to be included in next rate study X 200,000 34 S21-01 WWTP Recycled Piepline and Pump Station Sewer FY 23 CIP Design Only unknown Estimated to be included in next rate study 35 S23-01 Recycled Water - Crane Park Irrigation Infrastructure Sewer FY 23 CIP Design Only LMR Agreement Est. $1,100/liner foot Estimated to be included in next rate study 36 Rutherford Pump Station Replacement Water GO Bond Presentation 1/31/22 3,700,000 2027 Rate Adjustment X 37 New Water Treatment Plant Water GO Bond Presentation 1/31/22 8,000,000 2027 Rate Adjustment X 38 New Treatment Plant Transmission Main Replacement Water GO Bond Presentation 1/31/22 5,070,000 2027 Rate Adjustment X 39 Stormwater Systems Improvements Stormwater GO Bond Presentation 1/31/22 9,580,000 GO Bond 40 Stormwater Systems Rehabilitation and Replacement Stormwater GO Bond Presentation 1/31/22 950,000 GO Bond 41 W20-01 Bell Canyon Spillway Repairs
(Breeze - Inactive) Water GO Bond Presentation 1/31/22 130,000 GO Bond 42 W18-118 Water Main Replacement Program
(Breeze - Inactive) Water GO Bond Presentation 1/31/22 1,440,000 GO Bond 43 Unfunded CIP Projects including: W-85 Bell House Valve Replacement, W18-120 Bell Canyon Phreatic Surface
Monitoring; W-108 Lower Reservoir Rehab
(Breeze - Inactive)
Water GO Bond Presentation 1/31/22 620,000 GO Bond X X
44 Water Distribution Fire Flow Improvements Water GO Bond Presentation 1/31/22 1,500,000 GO Bond 45 S18-70 Sewer Replacement Program Sewer GO Bond Presentation 1/31/22 2,070,000 GO Bond 46 S18-71 Crinella Lift Station Improvements Sewer GO Bond Presentation 1/31/22 1,140,000 GO Bond 47 WWTP Recycled Pipeline and Pump Station Recycled Water GO Bond Presentation 1/31/22 1,719,000 GO Bond 48 Mills Lane Improvements Streets LMR Development Agreement Cost share with LMR - LMR 41% and City 59%
City to reimburse LMR through 50% of TOT
from LMR until paid off (other sources may be
used such as grant funding)
49 Storm Drain Improvements - Mills Lane, La Fata Street, Fountain Street, Grayson Ave, Main Street (to Charter Oak Ave), and Vidovich Ave
Stormwater LMR Development Agreement
Cost share with LMR - LMR 18% and City 82%
City to reimburse LMR through 50% of TOT
from LMR until paid off (other sources may be
used such as grant funding)
50 Recycled Water Improvements - Mills Lane
Convey recycled water piping in the public right of way in Mills Lane extending from Hwy 29 easterly to the easter end of Mills Lane (Recycled Water Pipe)
Recycled Water LMR Development Agreement
LMR to pay $256,549 - anything above that is
to be reimbursed by the City via 50% of TOT
from LMR until paid off (other sources may be
used such as grant funding)
51 R23-01 Signalization of Dowdell Lane and Hwy 29 Streets LMR Development Agreement 1,200,000 FY 23 Design Only
LMR to pay 23.3% of total costs
Design FY 23 Construction FY 24 200,000
52 R23-02 "HAWK" Pedestrian Hybrid Flashing Beacon at Hwy 29 and Charter Oak Streets LMR Development Agreement 950,000 FY 23 Design Only LMR to pay 28.8% of total costs
Design FY 23 Construction FY 24 200,000

LMR DEVELOPMENT AGREEMENT PROJECTS
CURRENTLY NOT FUNDED - INCLUDED IN JUNE 2022 GO BOND
CURRENTLY NOT FUNDED - PLACE IN 2028 UTILITY RATE STUDY CURRENTLY NOT FUNDED - INCLUDED IN THE FY 22/23 RATE STUDY (CURRENT) 3 of 5 5/28/2022 4:27 PM

Description Type of
Improvement Project Source Document Estimated Costs2017/2020/2022 $ 100% Funded Funding SourceIf Identified 1-5 Years Year 1 Year 2 Year 3 Year 4 Year 5 6-10 years 11-15 years 16-20 years 21-25 years 26-30 years 53 Demo Building at 1480 Main Street Civic PW Staff
54 PWTM-1 Napa Intertie Transmission Main Water 2020 Utility Master Plan 5,722,000 X 55 PWTM-2 WTP Transmission Main Water 2020 Utility Master Plan 7,906,000 X 56 PWFF-1 Zinfandel Ln Fireflow Improvement Water 2020 Utility Master Plan 148,000 X 57 PWFF-2 Inglewood Ave Fireflow Improvement Water 2020 Utility Master Plan 56,000 X 58 PWFF-3 Vintage Ave Loop Water 2020 Utility Master Plan 20,000 X 59 PWFF-4 El Bonita Ave Fireflow Water 2020 Utility Master Plan 51,000 X 60 PWFF-5 Charter Oak Fireflow Water 2020 Utility Master Plan 78,000 X 61 PWFF-6 Crane Fireflow Water 2020 Utility Master Plan 141,000 X 62 PWFF-7 Spring Street Fireflow Water 2020 Utility Master Plan 265,000 X 63 PWFF-8 Pine St Fireflow Water 2020 Utility Master Plan 66,000 X 64 PWFF-9 Fulton Ln Fireflow Water 2020 Utility Master Plan 85,000 X 65 PWFF-10 6" Hydrant Lateral Upgrade Water 2020 Utility Master Plan 12,000 X 66 PWFF-11 4" Hydrant Lateral Upgrades Water 2020 Utility Master Plan 15,000 X 67 PWRR-1 Future Allowance for Pipeline R/R Water 2020 Utility Master Plan 6,749,000 X X X 68 WWGM-1 Madrona Ave Sewer 2020 Utility Master Plan 201,000 X 69 WWGM-2 Railraod Ave Sewer 2020 Utility Master Plan 512,000 X 70 WWGM-3 Valley View Street Sewer 2020 Utility Master Plan 244,000 X 71 WWGM-4 Mitchell Drive Sewer 2020 Utility Master Plan 245,000 X 72 WWGM-5 Mitchell Drive & Main Street Sewer 2020 Utility Master Plan 255,000 X 73 WWGM-6 Del Campo Curt Sewer 2020 Utility Master Plan 608,000 X 74 WWGM-7 Signorelli Circle Sewer 2020 Utility Master Plan 923,000 X 75 WWGM-8 Adams Street Sewer 2020 Utility Master Plan 206,000 X 76 WWGM-9 Pope Street Sewer 2020 Utility Master Plan 235,000 X 77 WWGM-10 Birch Avenue Sewer 2020 Utility Master Plan 386,000 X 78 WWGM-11 Main Street Sewer 2020 Utility Master Plan 88,000 X 79 WWGM-12 Spring Street Sewer 2020 Utility Master Plan 53,000 X 80 WWRR-1 CCTV Inspection Program, Phase 1 Sewer 2020 Utility Master Plan 222,000 X 81 WWRR-2 Flow Monitoring Program Sewer 2020 Utility Master Plan 60,000 X 82 WWRR-3 Hight Priority Pipeline Replacement Sewer 2020 Utility Master Plan 2,679,000 X 83 WWRR-4 Model Update and System Analysis Sewer 2020 Utility Master Plan 50,000 X 84 WWRR-5 CCTV Inspection, Phase 2 Sewer 2020 Utility Master Plan 657,000 X 85 WWRR-6 Address R/R Needs from Phase I CCTV Program Sewer 2020 Utility Master Plan 3,570,000 X 86 SD-1A Oak Ave Stormwater 2020 Utility Master Plan 1,154,000 X 87 SD-1B Oak Ave Stormwater 2020 Utility Master Plan 756,000 X 88 SD-1C Tainter St Stormwater 2020 Utility Master Plan 109,000 X 89 SD-1D Kearney St Stormwater 2020 Utility Master Plan 133,000 X 90 SD-1E Adams Street Stormwater 2020 Utility Master Plan 139,000 X 91 SD-2A Main Street Stormwater 2020 Utility Master Plan 211,000 X 92 SD-2B Main Street Stormwater 2020 Utility Master Plan 469,000 X 93 SD-2C Spring St Stormwater 2020 Utility Master Plan 40,000 X 94 SD-2D Hunt Ave Stormwater 2020 Utility Master Plan 56,000 X 95 SD-2E Money Way Stormwater 2020 Utility Master Plan 43,000 X 96 SD-3A Pope Street Stormwater 2020 Utility Master Plan 121,000 X 97 SD-3B Pope Street Stormwater 2020 Utility Master Plan 230,000 X 98 SD-4 Spring Mountain SD Stormwater 2020 Utility Master Plan 98,000 X 99 SD-5A Mills Ln Stormwater 2020 Utility Master Plan 1,049,000 X 100 SD-5B Mills Ln Stormwater 2020 Utility Master Plan 1,434,000 X 101 SD-5C Mills Ln Stormwater 2020 Utility Master Plan 1,787,000 X 102 SD-5D Mills Ln Lateral Stormwater 2020 Utility Master Plan 206,000 X 103 SD-5E Mills Ln Lateral Stormwater 2020 Utility Master Plan 209,000 X 104 SD-5F Mills Ln/Main Stormwater 2020 Utility Master Plan 98,000 X 105 SD-6A Crane/Sulphur Springs Stormwater 2020 Utility Master Plan 1,701,000 X 106 SD-6B Main St/Vintage Stormwater 2020 Utility Master Plan 787,000 X 107 SD-7A Church Stormwater 2020 Utility Master Plan 156,000 X 108 SD-7B Railroad Ave Stormwater 2020 Utility Master Plan 186,000 X 109 SD-8 Allison Ave Stormwater 2020 Utility Master Plan 191,000 X 110 SD-9 Elmhurst Ave Stormwater 2020 Utility Master Plan 126,000 X 111 SD-10 Madrona Ave Stormwater 2020 Utility Master Plan 93,000 X 112 SD-11 Spring St Stormwater 2020 Utility Master Plan 133,000 X 113 SD-12 Crane Ave Stormwater 2020 Utility Master Plan 126,000 X 114 SDRR-1 Storm Drain Rehabilitation and Replacement Stormwater 2020 Utility Master Plan 7,427,000 X X X X 115 Carnegie Building - 20 year costs Civic Maint 2017 Facilities Needs Assessment 891,145 X 88,013 12,937 6,497 16,742 45,486 X X X 116 Fire Station - 20 year costs Civic Maint 2017 Facilities Needs Assessment 3,073,679 X 54,008 289,335 163,819 - 506,729 X X X 117 1572 Railroad Avenue - 20 year costs Civic Maint 2017 Facilities Needs Assessment 617,997 X 245,571 35,195 27,620 28,611 65,091 X X X 118 Head Start Building - 20 year costs Civic Maint 2017 Facilities Needs Assessment 593,725 X 114,399 129,515 - - 16,432 X X X

CURRENTLY NOT FUNDED
4 of 5 5/28/2022 4:27 PM

Description Type of
Improvement Project Source Document Estimated Costs2017/2020/2022 $ 100% Funded Funding SourceIf Identified 1-5 Years Year 1 Year 2 Year 3 Year 4 Year 5 6-10 years 11-15 years 16-20 years 21-25 years 26-30 years 119 Lyman Park - 20 year costs Civic Maint 2017 Facilities Needs Assessment 385,946 X 82,142 36,053 - 373 126,376 X X X 120 Public Works Corporation Yard - 20 year costs Civic Maint 2017 Facilities Needs Assessment 892,997 X 230,314 13,551 38,795 1,449 33,726 X X X 121 Scout Hall - 20 year costs Civic Maint 2017 Facilities Needs Assessment 378,998 X 238,206 13,473 44,297 - 18,984 X X X 122 Signorelli Barn - 20 year costs Civic Maint 2017 Facilities Needs Assessment 142,823 X 96,020 - - - 46,803 X X X 123 Library - 20 year costs Civic Maint 2017 Facilities Needs Assessment 1,798,794 X 199,842 - 121,853 77,457 270,834 X X X 124 Teen Center - 20 year costs Civic Maint 2017 Facilities Needs Assessment 466,175 X 49,279 8,007 25,268 - 24,360 X X X 125 New City Hall Civic
144,310,595
5 of 5 5/28/2022 4:27 PM