St. Helena City Council
September 13, 2022

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

work schedules and assignments; to lay off employees for lack of work; to expand or diminish services; to determine and change methods of operations; to determine and change work locations and the processes and materials to the employee; to take all necessary actions to perform its functions in emergencies.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 4

DEFINITIONS
The words and terms have the following meanings:

Anniversary. The date upon which service time is computed for purposes of step advancement and accrual of vacation and sick leave benefits. (Usually the date of first employment.) Average Work Day. In any case for which the time period to be considered is twelve calendar months, the average work day is the number of hours worked in the preceding twelve months, divided by two thousand eighty, then multiplied by eight.

Benefits or Benefit Package. City-paid Insurance, paid leaves, holidays, and other non-salary items which are part of the compensation paid to any employee.

City. The City of St. Helena, California.

City Manager. The administrative head of the government of the City. The City Manager is responsible for the efficient administration of the affairs of the city, which affairs are under his or her control. The City Manager is considered a Department Head. The City Manager reports to and serves at the pleasure of the Council.

City Service. All positions in all departments and agencies of the City that are subject to control and regulation by the City Council of the City of St. Helena.

Classification. A particular type of employment in the City Service designed to include all positions having duties and responsibilities sufficiently similar so that the same requirements as to education, experience, knowledge, and ability may be required of incumbents and the same schedule or Compensation may fairly be made to apply.

Compensation. The salary, wages, allowances, and all other forms of valuable consideration earned by or paid to any employee by reason of his or her service in a Position, but not including reimbursement for expenses incurred in the course of employment.

Confidential Employee. An employee having access in the course of his/her duties to confidential information on the employer's labor relations and consequently excludable from holding Association office and/or divulging confidential employer information to the Association.

Continuous Employment. Period of uninterrupted employment including holidays and authorized leave but not including periods of leave without pay or times on suspension.

Council. The City Council of the City of St. Helena.

Department Head. A member of the managerial staff of the City, consisting of the City Manager, the Assistant City Manager, the Fire Chief, the Police Chief, the City Clerk, the Director of Public Works, Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

the Planning & Building Director, the Library Director, the Parks & Recreation Director, the Administrative Services Director and the City Attorney.

Emergency. Emergency shall include an event that damages or continues to threaten damage to the public health, safety, welfare, or property and shall include but not be limited to the following:

The repair or clearance of streets necessary for continued access to properties, including street sweeping.

The repair of public utility facilities.

The repair of City equipment necessary to maintain public safety services.

Activities associated with natural or man-made catastrophe.

Ongoing investigation, surveillance, or similar police activities and the obtaining and serving of search warrants.

Shortage of personnel necessary to maintain public safety services.

Employee. A person legally occupying a full-time Position or office in the City Service that is listed in Article 2, and receiving compensation for services, other than an independent contractor. Employee and Full-Time Employee have the same meaning as used in this MOU.

Full-Time Employee. An employee who regularly works forty hours per week and is paid a monthly salary.

Job Description. A formal account of an employee’s responsibilities in regards to their classification and position.

Non-Probationary Employee. An employee who has successfully completed the Probationary Period.

Position. The title of an occupation along with a group of duties and responsibilities assigned or delegated by competent authority, which requires the full or part time service of one person.

Probationary Employee. An employee who has not yet completed a prescribed Probationary Period.

Probationary Period. The length of continuous service for which an employee must serve in order to attain the status of Non-Probationary Employee.

Salary or Pay. The monetary portion of compensation paid to an employee.

Standby. A period or condition which requires that an employee be able to readily report to work and be prepared to undertake work tasks. This will normally include either remaining at his/her home telephone or otherwise arranging for the immediate and convenient notification of an emergency condition, and being prepared to immediately report to the site of the emergency.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

Supervisor. The mid-management staff of the City to include the designated assistant to a Department Head or the head of a sub-department or division of a department.

Title. The name applied to a Classification or to each Position included in the Classification.

Work Day. One calendar day during which an employee is normally scheduled to work. If the employee is engaged in shift work that begins on one calendar day and ends on the following day, only one work day is denoted. The number of hours of work contained in a calendar day for a given employee, in no case more than eight hours for a Full-Time Employee unless specified otherwise.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 5

HOURS OF WORK & SCHEDULES
A. BUSINESS HOURS.

The normal business hours of the City are from 8:00 a.m. to 5:00 p.m. Monday through Friday, except:
 Library hours may vary.
 Parks hours include Saturday and Sunday.
 Streets, Parks, Water, Water Treatment and Waste Water Treatment Department Hours are from 7:00 a.m. to 3:30 p.m.
 Hours of operation differing from these guidelines may be established for any office or Department in order to meet the needs of the City and the citizens of St.

Helena.

Employee work schedules shall be established consistently with the provisions of this Article 5.

The City will provide SHEA and any affected employee with at least 21 days’ notice before making a permanent change to the employee’s work schedule.

B. HOURS OF WORK.

Five (5) days of eight (8) hours per day for forty (40) hours per week constitute the normal work schedule for all employees. The standard workweek for these employees shall begin on Sunday at 12:01 a.m. and end of the following Sunday at 12:00 a.m. To the maximum extent practicable, work schedules for employees not working normal business hours shall be arranged so that the employee will work for five (5) consecutive eight (8) hours days, followed by two (2) days off.

Employees are expected to be at their assigned place of work and prepared to commence work with tools at hand at the assigned time.

C. FLEX SCHEDULE.

1. Eligibility.

A Flex Schedule is available to Association employees in order to allow them time during the workweek to accomplish tasks which do not require public contact (i.e., outside of the 8:00 a.m. to 5:00 p.m. public hours).

The Flex Schedule is voluntary, and subject to agreement by the employee and approval by the Department Head. Except in cases of emergency, the Department Head must provide at least 30 days’ notice to terminate an employee’s Flex Schedule.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

The Flex Schedule will not impact the accrual of vacation, Sick Leave or other benefits. Vacation time or Sick Leave time will be deducted at the number of hours per day for those days which the leave is taken. For example, if an employee is absent on a day he or she was scheduled to work nine (9) hours, nine (9) hours of leave time shall be deducted, and if the employee is absent on a day he or she was scheduled to work eight (8) hours, eight (8) hours of leave time shall be deducted.

2. 9/80 Schedule and Workweek.

Employees on a 9/80 schedule are scheduled to work eight (8) nine hour days, one (1) eight hour day, and will have one (1) day off every two weeks.

The scheduled one (1) day off every two weeks shall be either Monday or Friday as approved by the Department Head, but must be consistent from week to week. Employees cannot change or flex their scheduled one (1) day off, unless the change is intended to be permanent and approved by the City.

For all employees working a 9/80 schedule, their workweek shall begin exactly four (4) hours into their eight (8) hour shift on the day of the week which constitutes their alternating day off.

For example, for an employee scheduled to work from 8:00 a.m. – 6:00 p.m. with every other Friday off, the workweek shall begin at noon on Friday, and end at noon the following Friday. a. Employees Scheduled with Every other Friday Off.

During a two week cycle, an employee working the 9/80 Flex Schedule will work nine hours per day Monday through Thursday and eight hours on Friday the first week. During the second week, the employee will work nine hours per day Monday through Thursday and be off on Friday.

For FLSA forty hour per week determination, the 9/80 Flex Schedule workweek begins four hours into the employee’s eight hour shift.

In those instances where a holiday falls on the Friday-Off, the preceding work day shall be a day off with holiday pay. Holiday pay is computed at the rate of eight hours. In order for an employee to be paid for nine hours when a holiday is observed on a scheduled nine-hour work day, the employee must make up the additional one hour of pay by either (1) using one hour of vacation or compensatory time off; or (2) working one additional hour on a scheduled work day during the same workweek that includes the day the holiday is observed. Additionally, working the make-up hour, as described in this paragraph, shall not entitle the employee to overtime under the following paragraph.

Employees working a 9/80 Flex Schedule shall be entitled to overtime for hours worked in excess of nine hours per day Monday – Thursday and in excess of eight Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

hours on Friday. Employees will also receive overtime for all hours worked over 40 hours in each workweek (as defined above), in accordance with the FLSA. b. Employees Scheduled with Every Other Monday Off
During a two week cycle, an employee working the 9/80 Flex Schedule will work eight hours on Monday and nine hours per day Tuesday through Friday the first week.

During the second week, the employee will be off on Monday and work nine hours per day Tuesday through Friday.

For FLSA forty hour per week determination, the 9/80 Flex Schedule workweek begins four (4) hours into the employee’s eight (8) hour shift.

In those instances where a holiday falls on the Monday-Off, the subsequent work day shall be a day off with holiday pay. Holiday pay is computed at the rate of eight hours. In order for an employee to be paid for nine hours when a holiday is observed on a scheduled nine-hour work day, the employee must make up the additional one hour of pay by either (1) using one hour of vacation or compensatory time-off; or (2) working one additional hour on a scheduled work day during the same work week that includes the day the holiday is observed. Additionally, working the make-up hour, as described in this paragraph, shall not entitle the employee to overtime under the following paragraph.

Employees working a 9/80 Flex Schedule shall be entitled to overtime for hours worked in excess of eight hours on Monday and in excess of nine hours per day Tuesday – Friday. Employees will also receive overtime for all hours worked over 40 hours in each workweek (as defined above), in accordance with the FLSA.

D. MEAL BREAKS.

Full-Time Employees are scheduled a period of between 30 and 60 minutes, generally in the middle of the workday, during which they are free to eat a meal or do personal errands. Unless directed otherwise, employees are not paid for this time and are free to leave the workplace.

E. REST BREAKS.

For each four (4) hours of work, conditions permitting, employees are granted a fifteen (15) minute rest break during which they may engage in personal conversations, move about, and otherwise “take a break” from the normal duties of their assignments. This time will be paid by the City as part of the workday.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

F. SHEA ATTENDANCE AT BUDGET MEETINGS.

One Association officer shall be permitted to attend Council budget meetings held during work hours provided their absence does not create a hardship in the employee’s department nor require employee overtime.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 6

PERSONNEL MATTERS
A. PROBATIONARY PERIOD.

1. Probationary Period.

Each new Employee shall be a Probationary Employee until successful completion of 12 months of Continuous Employment. The purpose of the Probationary Period is to give the Probationary Employee the opportunity to demonstrate that he or she is qualified, able, and willing to meet the expectations of the City with regard to the Position.

2. Termination During Probationary Period.

If at any time prior to successful completion of the Probationary Period the City Manager determines that it is in the best interest of the City to terminate the employment of the Probationary Employee, it will be in his or her discretion to do so without further justification. Probationary Employees are not entitled to the Disciplinary and Appeal Procedures set forth in Article 14 of this MOU and may be terminated at will, with or without notice.

3. Extension of Probationary Period.

If it appears that the employee will not successfully complete the prescribed Probationary Period, the City Manager also has the discretion of extending the Probationary Period once for an additional six months, if the City Manager feels it is in the best interest of the City to do so.

B. EMPLOYEE EVALUATIONS.

Each employee shall be evaluated no less than annually by his/her Supervisor, according to a system approved by the City Manager. Each employee’s evaluation shall be reviewed with the employee by the Department Head, after which the employee is expected to sign the evaluation.

Signing the evaluation does not indicate agreement with that evaluation, and the employee may submit reasonable comments in explanation or rebuttal to its contents. After review by the City Manager, employee evaluations, including reasonable material submitted by the employee, will be placed in the employee’s personnel file. A satisfactory or above evaluation must be obtained before each promotion, Classification upgrade, or step increase is granted.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 7

PAY PLAN
A. SALARY SCHEDULE
Salaries paid and any special compensation shall be in accordance with the most recent applicable salary resolution adopted by the City Council, and any amendments thereto. Such resolutions are hereby incorporated as part of this MOU and are available from the City Clerk. During the term of this MOU, the salary schedules shall be increased as follows:

1. 7/1/22 – COLA increase of 5% for all SHEA members

2. 7/1/23 – San Francisco/Oakland/Hayward CPI-U (April/April) minimum 3% with a max of 5%

3. 7/1/24 - San Francisco/Oakland/Hayward CPI-U (April/April) minimum 3% with a max of 5%
B. EQUITY ADJUSTMENT
The City will provide equity adjustments for SHEA represented positions until each classification is within 5% of salary market median (95%) based on updated information from Ralph Anderson & Associates. Annual CPI increases for both the City of St. Helena and the market jurisdictions (refreshed annually) are to be considered for purposes of this calculation. Ralph Anderson & Associates provided updated information to the City in May 2022 based off the cities/entities used in the previous study. Attachment A provides a summary of the percent increase in salary to arrive at market median (95%) for each SHEA position as of May 2022.

Equity adjustments will take place every 6 months until each classification is within the range and will be as follows:
 7/1/22 – Equity adjustment of 4.5%
 1/1/23 – 2% equity adjustment
 7/1/23 – 2% equity adjustment
 1/1/24 – 2% equity adjustment
 7/1/24 – 2% equity adjustment
 1/1/25 – 2% equity adjustment
July 1st equity adjustments will be combined with the COLA for salary adjustment calculations.

C. SALARY UPON APPOINTMENT.

Employees appointed to a Position in City Service shall normally be placed in Step “A” of the range. Subject to approval of the City Manager for reasons of an applicant’s outstanding qualifications or for the needs of the City, appointment may be at a higher step. A current City employee being promoted into a range with a higher top step will normally receive at least a five percent (5%) increase.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

D. STEP INCREASES.

1. Steps.

Upon completion of the following periods of service, a Full-Time Employee becomes eligible for the next higher step as follows:
 Six (6) months at Step A to become eligible for Step B  Six (6) months at Step B to become eligible for Step C  Six (6) months at Step C to become eligible for Step D  Twelve (12) months at Step D to become eligible for Step E

2. Qualifications for Step Increase.
a. Employees may be granted a step increase after having served for the designated qualifying period and after a performance evaluation finding that the employee’s performance was not less than satisfactory.
b. In unusual cases, upon recommendation of the Department Head, where special ability and aptitude is demonstrated, the City Manager may approve advancement of an employee to a higher step before completion of the normal qualifying period.

E. COST OF LIVING ADJUSTMENT (COLA).

In considering COLAs for subsequent agreements, the parties will consider the San Francisco/Oakland/Hayward CPI-U (April/April).

F. HOURLY RATES.

Where any annual pay rate is to be converted to a salary hourly equivalent, the annual rate of pay shall be divided by 2080 to determine the hourly rate. Daily rates are equivalent to the appropriate hourly rate multiplied by eight (8) hours.

G. OVERTIME.

1. General Policy.

Employees must get pre-approval from their supervisor before working overtime. In cases of emergency or other unusual unforeseen circumstances, if the employee’s supervisor is not available to approve the overtime work in advance, the employee shall contact the employee’s department head, Administrative Services Director, Assistant City Manager, or, City Manager as soon as possible to seek approval of the overtime Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

work, and may begin critical overtime work without specific advance authorization if needed to address emergency situations.

2. Overtime Compensation.

Unless the employee is working a Flex Schedule (see Article 5, section C.2 , above), work in excess of eight (8) hours per day or forty (40) hours in a workweek, shall be paid at the rate of one and one-half (1.5) times the regular rate of pay; work in excess of twelve (12) hours per day shall be paid at the rate of twice the regular rate of pay. If the employee requests, a Department Head may, at his/her discretion, approve the accumulation of compensatory time to be taken off in lieu of overtime pay. An employee may accumulate up to a maximum of eighty (80) hours of compensatory time. When earned, compensatory time is accumulated at the same rate as if it were to be paid (i.e., at the rate of 1.5 times the regular rate for hours above 8 but less than 12 in one day).

3. Compensatory Time Off.

An employee, who has accumulated compensatory time as described in Subsection 7.F.2 above, may request time off, to be charged against the accumulated compensatory time.

The Department Head will permit the requesting employee to use the time within a reasonable period after the request is made unless using the time will unduly disrupt the City’s operations.

4. Overtime Meal.

If an employee is required to work more than twelve (12) hours with no breaks longer than one (1) hour, the City will provide that employee a meal.

H. HOLIDAY PAY ON HOLIDAYS.

When required to work on a holiday, an employee shall be paid twice the rate of pay at which the employee would be paid on a non-holiday. This section is not applicable to Standby Pay since call-out is not a normal designated work day.

I. STANDBY PAY.

On a rotational basis, the Public Works employees shall be assigned to provide standby coverage for an entire week (Friday 3:30 pm until the following Friday at 7:00 am). The employee shall take a city vehicle home when scheduled for this assignment and the compensation for the standby period shall be $525.00 for said week. If a holiday falls on the Friday at the end of the of the standby period the employee shall receive an additional $100.00 for the extension of the standby assignment. The same would apply if the holiday falls on a Friday at the beginning of the standby period and the employee would be on call from Thursday through the following Friday.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

Public Works employees shall be compensated in 15 minute increments for time worked while on standby handling phone calls from dispatch. City management shall develop a process for including such time on employee timesheets.

J. MINIMUM CALLOUT TIME.

The minimum time charged for being called to work for an emergency shall be two (2) hours (home to home). In addition, such call out time shall be paid at the overtime rate.

K. LONGEVITY PAY.

Full-Time Employees shall be eligible to receive longevity pay according to the dates and rates below:

Years of Continuous City Employment Total Longevity Pay 5 years 2.5% of base salary
10 years 5.0% of base salary
15 years 7.5% of base salary
20 years 10% of base salary
L. BILINGUAL PAY.

Bilingual pay for fluency in both English and Spanish will be paid to employees who are routinely and consistently assigned to communicate in Spanish or to provide translation for City business. For employees who are certified as fluent in both written and verbal Spanish language, such pay will be five percent (5%) of the designated employee’s base salary. For employees who are certified as fluent only in verbal Spanish language, bilingual pay will be two and onehalf percent (2.5%) of the designated employee’s base salary. Only designated employees certified by the City as fluent in both English and Spanish are eligible for this additional pay.

M. OUT-OF-CLASS PAY.

Pay for Performing Full Duties of Higher Class
When, because of the absence of a Department Head or other Supervisory personnel, an employee performs substantially all of the functions (full-time) of the higher Classification, the employee will receive an increase of ten percent (10%) of his/her base hourly equivalent wage.

The increase will be effective after the third (3rd) week of the assumption of those duties and continue during the period those duties are being performed by the employee on a full-time basis.

Out-Of-Class-Pay must be pre-approved, in writing, by a Department Head or the City Manager.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

Pay for Performing Partial Duties of Higher Class
When an Employee is temporarily assigned for at least a period of one month to perform substantial functions of a higher classification for at least a period of one month, but does not perform those additional duties on a full-time basis and/or the Employee assigned to the position normally responsible for the duties is not absent, and/or the duties relate to a temporary project that would be assigned to a higher classification position but cannot be so assigned (as determined in the sole discretion of the City Manager) due to competing operational needs and workload, the City Manager has the discretion to provide an increase of up to ten percent (10%) of the Employee’s normal base wage effective on the first day of assumption of the substantial additional duties and continuing until the City Manager determines that the assignment of the additional duties ceases. This additional pay is provided at the City Manager’s sole discretion and must be pre-approved in writing. Under current CalPERS rules and regulations, this pay for performing partial duties of the higher class is not reportable special compensation.

N. REPORTING TIME WORKED.

Employees are responsible for reporting on a prescribed form, all hours worked and leave taken during the pay period. The employee is responsible for securing the signature of his/her immediate Supervisor on the form, indicating approval of the hours submitted. The employee is also responsible for seeing that the required documentation for approved leave or overtime worked is attached to the time report. In the event employees are unable to accurately report all time, due to the need to submit the time report prior to the end of the pay period, they shall be responsible for bringing that fact to the attention of their Department Head(s) as soon as practicable, so the payroll records can be adjusted accordingly.

O. SHIFT DIFFERENTIAL

1. Shift differential for purposes of the article is defined as a shift that occurs on a Saturday or Sunday.

2. Any miscellaneous employee who works an assigned regular time shift as described in “1” above, shall be paid an additional five percent (5%) of their base hourly rate for each hour worked. No shift differential will be paid on sick leave, vacation, CTO or any other time-off or for hours worked as a result of being called in while on standby.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 8

TIME OFF AND LEAVES OF ABSENCE
A. VACATION LEAVE.

1. Rate of Accrual or Award.

Employees shall accrue or be awarded vacation pay based on their years of Continuous Employment at the following rates:
a. Less than five years of Continuous Employment: Full-Time Employees earn vacation at the rate of ten days per year. Vacation accrues on a monthly basis (six hours and forty minutes per month).
b. After five years of Continuous Employment with the City, Full-Time Employees will accrue vacation at the rate of fifteen days per year; after six years, sixteen days; after seven years, seventeen days; eight years, eighteen days; nine years, nineteen days; and ten years, twenty days per year.
c. After twenty-five years of Continuous Employment with the City, Full-Time Employees will earn one additional day of vacation each year and continue to earn one additional day of vacation every five years thereafter.

2. Administration.
a. Approving Authority: Department Heads shall have the authority to schedule Vacation Leave according to the needs of the service and the wishes of the employee, in that order.
b. Leave Requests: An employee's request for approval of Vacation Leave shall be made in writing to the Department Head. Except in the case of an emergency, a request for leave for one to three days should be made at least two days before the commencement of the leave. A leave in excess of three days should be made at least three days prior to the commencement of the leave. c. Holidays: If a holiday recognized by the City occurs during Vacation Leave, absence for that holiday shall be charged as Holiday Leave and not as Vacation Leave.
d. Leave Accumulation: Except with the approval of the Council, accumulated Vacation Leave shall not exceed three hundred and eighty (380) hours and all employees who have accumulated at least eighty (80) hours of vacation shall expend at least eighty (80) Vacation Leave hours per calendar year with at least forty (40) hours being consecutive.

Any employee in a position represented by SHEA, who has more than 320 hours of accrued vacation leave, may have the option to receive a cash payment in lieu of their requested vacation time. This option to receive a cash payment in lieu of vacation time will only be available if (1) the employee has filed a written request for leave at least 30 days prior to the commencement of the leave; and (2) management denies the employee’s request for leave because of department workload and staffing needs. Any payment in lieu of requested vacation time will Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

not be PERSable and will not be credited towards the employee’s single highest year compensation for retirement purposes. This provision shall not apply to leave which is denied for a requested period due to management’s approval of leave for other employees and in which leave would still be available for a period close to the requested vacation period.

Leave Award and Compensation: Vacation Leave shall begin to be earned by an employee upon employment. In the event of a separation of employment, any unused accrued or awarded Vacation Leave shall be compensated with a lump sum payment based on the employee’s current rate of pay and included with the employee’s final paycheck.

Eligibility and Use: An employee may not take Vacation Leave until after the completion of six months of Continuous Employment. Vacation Leave shall be taken in not less than fifteen minute increments.

B. HOLIDAYS.

1. Holidays.

The following holidays shall be recognized for all Association employees:

New Year's Day (January 1st)
Martin Luther King Day (Third Monday in January)
President's Day (Third Monday in February)
Cesar Chavez Day (March 31)
Memorial Day (Last Monday in May)
Independence Day (July 4th)
Labor Day (First Monday in September)
Veteran's Day (November 11th)
Thanksgiving Day (Fourth Thursday in November)
Friday after Thanksgiving
Christmas Eve Day (December 24th)
Christmas Day (December 25th)

2. Exceptions.

When a holiday falls on a Saturday, the preceding Friday shall be deemed holiday. When a holiday falls on a Sunday, the following Monday shall be deemed a holiday. When Christmas Eve falls on a Friday, the preceding Thursday shall be deemed a holiday. When Christmas day falls on a Monday, the following Tuesday shall be deemed a holiday. When Christmas falls on a Thursday, the following Friday shall be a holiday in lieu of Christmas Eve Day

3. Observance.

Except for emergency services, all City offices shall be closed on recognized holidays established Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

by Council resolution or ordinance.

4. Holiday Pay
Full-Time Employees shall receive full pay provided they are employed and in a paid status on the first working day prior to and following the holiday.

C. PERSONAL CONVENIENCE HOLIDAY.

Each Full-Time Employee shall be eligible for two (2) Personal Convenience Holidays of eight (8) hours each per year. After five years of Continuous Employment, Full-Time Employees shall be eligible for an additional three (3) Personal Convenience Holidays each year. Personal Convenience Holidays are granted on January 1st of each year and must be used prior to the end of the calendar year and will not accrue. They may be taken at the employee's convenience, subject to the Department Head's approval. These Personal Convenience Holidays shall not incur additional expense to the City, e.g., causing another employee to work overtime, etc. Each Personal Convenience Holiday must be taken as a full day off. Employees do not receive Personal Convenience Holidays during the calendar year in which they are hired.

D. SICK LEAVE AND FITNESS FOR DUTY.

1. Accrual and Use.

Employees shall accrue and use sick leave in accordance with City of St. Helena Personnel/Administrative Sick Policy and the provisions of this Article 8(D). The provisions of this Article 8(D) shall supersede any inconsistent provisions of the Sick Leave.

Sick leave with pay shall accrue to all Full-Time Employees at the rate of one work day for each calendar month of service, with no limit to its maximum accumulation.

2. Administration/Fitness for Duty.

When the employee’s need to use sick leave is foreseeable (for example, prescheduled appointments), the employee must provide reasonable advance notice to his/her immediate supervisor or Department manager of the need to use sick leave and its probable duration, if known. In all other situations, an employee who must be absent from work shall personally (if able) notify his or her immediate superior or Department Head as soon as reasonably possible, and at least before or within the first thirty minutes of the absence. An employee may be required to provide a physician's certificate for absence due to illness of more than three working days or at the request of the Department Head. If the City requires an employee to provide a physician’s certificate for an absence pursuant to this paragraph, and the employee had not already seen or planned to see the physician for the illness or injury, the City shall reimburse the employee for the cost of any required co-pay associated with the visit to the physician if the visit was required solely to comply with the requirement to obtain the certificate of illness or injury.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

When the City Manager determines that it is job-related and consistent with business necessity, an employee may be required to submit to an examination by a licensed physician designated by the City and at the City’s expense to determine whether the employee is still able to perform the essential functions of his or her job. Any information obtained about the Employee’s health condition shall be treated confidentially as provided by federal and state law.

3. Reasons for Granting.

Sick leave shall be granted to eligible employees for the following reasons:
a. For the diagnosis, care or treatment of an existing health condition, or preventive care for the employee or a family member.
b. Sick leave with pay for illness or injury of a family member, subject to the limitations in Section D.4 of this Article.
c. Enforced quarantine of the employee in accordance with community health regulations.
d. As required by law, to allow a victim of domestic violence and/or a victim of sexual assault to obtain relief or attempt to obtain relief to help ensure his or her health, safety, or welfare, or that of his or her child(ren), to a limit of 24 hours or three (3) days in a calendar year. This maximum does not limit the amount of sick leave available for other listed reasons.
e. As required by law, to allow a victim of domestic violence and/or a victim of sexual assault to seek medical attention, to obtain services from a domestic violence program or psychological counseling, or to participate in safety planning, to a limit of 24 hours or three (3) days in a calendar year. This maximum does not limit the amount of sick leave available for other listed reasons. f. Preventive medical, dental and optical examinations where appointments are unavailable or impractical during non-working hours.
g. Complication or disability resulting from or contributed to any pregnancy, termination of pregnancy, or recovery therefrom.

4. Limitations and Related Provisions.
a. An employee may use Sick Leave, in an amount not to exceed one-half of their annual accrual, or six days, to attend to an illness of a family member. This includes attending to the serious injury or illness of a family member covered under the Family Medical Leave Act and/or California Family Rights Act. b. For the purposes of using sick leave under this Article, “family member” shall mean an employee’s parent, child, spouse, registered domestic partner, parent-inlaw, sibling, grandchild, or grandparent. c. In the event of absence from work due to a work-related injury, an employee may receive pay for accrued Sick Leave to the extent necessary to supplement worker's compensation payments to effectively raise the employee's pay received to the level of full-time pay. For a new employee who, at the time of a work-related injury, has not yet earned three days of Sick Leave, up to three days of Sick Leave Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

may be advanced from anticipated future Sick Leave accruals as required to meet this described use.

5. Sick Leave Abuse.
“Sick leave abuse” shall mean: “any use of sick leave, for purposes other than those identified in this section.” Sick leave abuse may subject the employee to disciplinary action as determined necessary to deter future abuse.

6. Pay-out of Sick Leave at Termination of Employment.
a. Effective July 1, 2012, the City will not pay the employee upon separation in good standing from City employment for unused sick leave accrued on or after July 1, 2012.

Upon separation in good standing from City employment, the City will pay the employee for unused Sick Leave in the following amount: The total number of hours of Sick Leave accumulated multiplied by the hourly rate of pay of the employee at the time of separation, divided by two (2). An employee is not “separating in good standing” if proceedings to terminate the employee have been initiated or concluded in accordance with the provisions of Article 14, Resignation, Termination or Disciplinary Action. When an employee uses sick leave, City will first reduce employee sick leave balances from sick leave accrued after July 1, 2012.
b. An employee’s termination of employment for reasons of illness, verified by doctor certifications relative to the nature, gravity, and duration of the illness (including maternity) may be paid a lump sum for all Sick Leave accrued and unused at the time of such termination.
c. An employee who retires or otherwise terminates his or her employment after a finding of industrial disability may not exhaust his or her Sick Leave before the retirement becomes effective.

E. BEREAVEMENT LEAVE.

All Full-Time Employees shall be allowed a leave of absence with full pay, not to exceed three (3) working days, or five (5) working days if the death occurs out of State, when such absence is due to death in the immediate family. Those in immediate family are: mother, father, grandmother, grandfather, or a grandchild of the employee or of the spouse or domestic partner of the employee, and the spouse, son, domestic partner son-in-law, daughter, daughter-in-law, brother, or sister of the employee, or any relative living in the immediate household of the employee.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

F. JURY OR WITNESS DUTY.

1. All employees shall be granted time off to serve, as required by law, on a jury or grand jury if the employee provides reasonable advance notice to the City. Leave with full pay shall be granted to Full-Time Employees for jury duty or when called as a witness for a job related law suit. Any compensation received for jury duty, excluding mileage and similar expense reimbursements, shall be remitted to the City.

2. Leave without pay shall be granted to all employees to appear in court or other judicial proceedings as a witness to comply with a valid subpoena or court order.

G. ADMINISTRATIVE LEAVE WITH PAY.

Administrative Leave with Pay may be assigned to employees by the City Manager if it appears to be in the best interest of the City. In the event such leave is assigned, the City Manager will report to the Council the facts and circumstances of such leave as soon as is practicable.

H. DISCRETIONARY LEAVE WITHOUT PAY.

1. Permissible reasons for leave.

Discretionary Leave Without Pay may be granted by the City Manager as follows:
a. For personal reasons which are approved by the City Manager. b. For reason of illness in the event Sick Leave has been exhausted. c. In conjunction with Pregnancy Disability or FMLA Leave. d. To pursue a course of education which will increase the employee's usefulness as a City employee.

2. Procedure.
a. The employee shall provide at least 30 days advance notice of the need for leave without pay, whenever possible. If 30 days’ notice is not practicable, the employee shall request the leave as soon as practicable. b. An employee’s request for Discretionary Leave Without Pay shall be submitted to the City Manager, accompanied by a recommendation or an explanation from the Department Head as to how an adequate level of service can be maintained during the employee's absence. The City Manager has the discretion of approving or rejecting the request.
c. In the case of extended illness the Department Head shall notify the City Manager at such time as the employee has expended all Sick Leave and shall submit a regular status report thereafter pending consideration of termination, disability, retirement, or temporary replacement.

3. Regulations Relative to Discretionary Leave Without Pay are as Follows. a. The City Manager may grant Discretionary Leave Without Pay in his or her discretion and only when, in the opinion of the City Manager, it is in the best interest of the City.
b. In the case of illness, Discretionary Leave Without Pay shall commence at such time as Sick Leave is expended except that the employee may elect to expend any other leave prior to utilizing Discretionary Leave Without Pay.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

c. Except in cases of absence due to illness, Discretionary Leave Without Pay shall be deducted from service time for purposes of computing longevity, time in service, seniority, or for any other purpose.
d. Vacation or Sick Leave shall not accrue nor shall Holiday Pay be awarded during periods of leave without pay.
e. Unless the employee notifies the City Manager at the time of the request for Discretionary Leave Without Pay that he or she elects to pay the premiums for continuation of Health, Dental, and Insurance Benefits, those benefits will be terminated beginning with the calendar month following the start of the unpaid leave. If that election is made and the leave is approved, it is the responsibility of the employee to submit payment to the City such that it is received prior to the City processing payment to the insurance carrier. The City will not make a premium payment in anticipation of receipt of the payment from the employee. f. Reinstatement of all benefits shall occur at the first opportunity following the employee's return to duty.
g. Discretionary Leave Without Pay will not normally be approved until Sick Leave (if medically justified), Vacation Leave, and Comp Time have been exhausted. h. Retirement benefits shall be adjusted for leave without pay in accordance with Public Employees' Retirement System's (PERS) regulations. i. An employee shall, upon completion of authorized leave without pay, be reinstated to the Position held at the time of commencement of leave and at the salary range and step previously held.

I. PREGNANCY DISABILITY LEAVE
To the extent required by law, the City shall grant a leave of absence without pay to any probationary or permanent employee who becomes disabled as a result of pregnancy, which disability prevents her from performing the duties of her position. Such leave shall not exceed four months whether or not it is combined with sick leave, vacation, compensatory time off and/or leave without pay. Employee benefits will continue to be paid by the City during approved short-term leave. This paragraph shall be implemented consistently with the requirements of California’s Pregnancy Disability Leave law and the federal Family Medical Leave Act. (See also the City’s Employee Handbook.)
J. CFRA AND FMLA LEAVE
The Employee Handbook addresses leave rights under the federal Family and Medical Leave Act and the California Family Rights Act (also referred to as the California Medical Leave Act).

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 9

CERTIFICATION AND OTHER BENEFITS
A. SPECIALIZED SCHOOLS AND TRAINING, AND CERTIFICATION PAY.

1. Specialized Schools and Training.

Individual Full-Time employees will be reimbursed for up to $500.00 per year in educational expenses for job-related courses. The total amount reimbursed to all employees in the unit represented by the Association through this program will not exceed $6,000.00 per year. Employees will be reimbursed on a first-come, first-served basis, subject to the City Manager’s determination that a course or training is job-related. This provision does not include payment of fees or tuition for course work taken in pursuit of an academic degree.

2. Certification Pay.
a. In recognition of the fact that certain functions cannot be performed without special governmental certification or licensing, the City will pay Fifty Dollars ($50.00) per month for:
 “Operator cross-certification” (Class I or above) for employees assigned to the Water Treatment Plant or Waste Water Treatment Plant, enabling those employees to perform duties at the other plant;
 A necessary pesticide certificate, for Public Works employees responsible for pesticide applications programs for the City;  Certification for back-flow prevention devices for Public Works employees.
 Playground Inspection Certification for employees working in the Parks Division.
 Arborist Certificate for employees working in the Parks Division.
 Wastewater Collection Certificate
b. Fifty Dollars ($50.00) per month and any required physical examinations, the cost to renew the Class B license, and the appropriate time necessary during normal work hours to test for a Class B driver’s license, if the Director of Public Works, on a person-by-person basis, certifies the necessity to the City for such license and the City Manager authorizes.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

B. UNIFORMS.

1. As a condition of employment, the City requires appropriate apparel or uniforms to be worn during work hours.

2. The City will provide uniforms to employees in the following Public Works positions:

Public Works Supervisor, Maintenance Worker I, Maintenance Worker II, Maintenance Worker III, Maintenance Lead Worker, Chief Water Distribution Operator, Plant Operator in Training, Plant Operator I, Plant Operator II, Plant Operator III, Chief Plant Operator.
a. Employees Assigned to Water Distribution and Public Works For employees assigned to Water Distribution and Public Works, the City provided uniforms shall include five (5) City Polo Shirts and four (4) pairs of City pants per year. The City will provide and pay for regular uniform cleaning service of up to five pairs of pants and five shirts per week for the uniforms of the employees. The value of this uniform service is $35.49 per pay period. b. Employees Assigned to Parks-Trees-Buildings
For employees assigned to Parks-Trees-Buildings, the City provided uniforms shall include five (5) City Polo Shirts and four (4) pairs of City pants per year.

The City will provide and pay for regular uniform cleaning service of up to five pairs of pants and five shirts per week for the uniforms of the employees. The value of this uniform service is $33.06 per pay period. c. Employees Assigned to the Wastewater Treatment Plant Chief Plant Operator and Plant Operator II - For employees assigned to the Wastewater Treatment Plant, except for employees in the Plant Operator III classification, the City provided uniforms shall include five (5) City Polo Shirts and four (4) pairs of City pants per year.. The value of these uniforms is $9.29 per pay period. The City does not provide uniform cleaning for these Employees assigned to the Wastewater Treatment Plant.

Plant Operator III - For employees assigned to the Wastewater Treatment Plant in the Plant Operator III classification, the City provided uniforms shall include five (5) City Polo Shirts per year. The value of these uniforms is $5.79 per pay period.

The City does not provide uniform cleaning for the City Polo Shirts. Additionally, the City shall provide coveralls which are solely for personal health and safety purposes of the employee. The City will provide and pay for regular uniform cleaning service for the coveralls.
d. Employees Assigned to the Water Treatment Plant
For employees assigned to the Water Treatment Plant, the City provided uniforms shall include five (5) City Polo Shirts and four (4) pairs of City pants per year.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

The value of these uniforms is $11.49 per pay period for each employee. The City does not provide uniform cleaning for Employees assigned to the Water Treatment Plant.
e. Safety Reflective Coat and Safety Boots
In addition, the City will provide all employees in the classifications listed above in paragraph B.2. with one (1) safety reflective coat on initial hire with a replacement coat every 5 years, and one pair of OSHA approved safety steel toed boots or shoes to be replaced when warranted. The safety reflective coat and the safety boots are solely for personal health and safety purposes of the employee.

Any additional uniforms needed shall be supplied at the employee’s expense.

3. The parties acknowledge that the uniforms provided are not suitable for everyday wear, and that employees shall wear the provided uniforms only while on duty and traveling to and from work.

4. To comply with the special compensation requirements of CalPERS, the City shall report to CalPERS periodically as earned the value of the required uniforms and cleaning service provided by numbers 2 and 4 above for classic members (as defined by CalPERS). For classic members, the City and employees will be required to make required employer and employee contributions based on this special compensation in the applicable employer/employee contribution amounts. For example, classic members will be required to make the required employee contribution on this amount. Pursuant to CalPERS regulations, the value of uniforms and uniform cleaning for new members (as defined by CalPERS) does not count as special compensation.

C. TOOLS AND EQUIPMENT.

1. For employees, except the City Mechanic, all items of essential equipment and tools will be provided by the City, except that an employee may elect to provide all or any part of his/her own equipment and tools.

2. City-owned equipment and tools shall be used solely in the exercise of official City business.

3. The City Mechanic will personally furnish all hand tools necessary for normal general maintenance to vehicles and equipment. The city will reimburse the Mechanic for onehalf (1/2) the Mechanic’s cost of hand tools, up to One Hundred Fifty Dollars ($150.00) per year.

4. Care of Tools and Equipment.

Each employee having care or custody of City-owned property (including money) or equipment has a responsibility to take appropriate care of the property or equipment, including safeguarding it against theft or damage. Any employee becoming aware of the theft of, or malicious damage to City-owned property or equipment shall immediately report it to the Police Department.

5. For employees who are required to use a cell phone during normal course of their duties and/or are required to be on-call for the day, the City will provide a City issued cell phone.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 10

HEALTH, DENTAL, LIFE AND DISABILITY INSURANCE
A. HEALTH INSURANCE.

The City will pay provide medical insurance for each Full-Time Employee and his or her eligible dependents. City is currently a member of Redwood Empire Municipal Insurance Fund (REMIF) and subject to their decisions regarding type and number of plans offered. Should REMIF propose material changes to the insurance plans, City will meet and confer on medical insurance options.

B. DENTAL INSURANCE.

The City will pay the full premium for dental insurance benefits for each Full-Time Employee and all dependent family members.

C. VISION INSURANCE.

Subject to REMIF approval, the City will obtain and pay the full premium for a REMIF Vision Plan for all Full-Time Employees.

D. LIFE INSURANCE.

The City will pay the full premium for a $25,000.00 life insurance plan to cover each Full-Time Employee. At the employee’s expense, an employee has the option to increase the amount of life insurance coverage up to an additional $20,000.00.

E. SUPPLEMENTAL LIFE INSURANCE.

The City does not provide, however Full-Time Employees may purchase additional supplemental life insurance.

F. DISABILITY INSURANCE.

The City will pay the full premium for the California State Disability Insurance program primary disability insurance plan covering each Full-Time Employee.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 11

RETIREMENT, SOCIAL SECURITY, DEFERRED

COMPENSATION AND DEPENDENT CARE ASSISTANCE
A. PUBLIC EMPLOYEES’ RETIREMENT SYSTEM (CalPERS).

Employees covered by this MOU are provided retirement benefits under the California Public Employees’ Retirement System (CalPERS) as described in this Article 11, Section A.

1. Tier One: 2% at 55 Retirement Program – Employees Hired Before July 1, 2012 (Tier 1 Classic Members)
This Section 1 (including subsections) shall apply to employees hired before July 1, 2012:
a. 2% at 55 Pension Formula
The “2% @ 55” retirement program will be available to employees covered by this Section.
b. Final Compensation Based On 12-Month Period
For the purposes of determining a retirement benefit, final compensation for employees covered by this Section 1 shall mean the highest twelve (12) consecutive month period as specified in Government Code Section 20042. c. Required Employee Contributions
i. Member Contribution
Employees covered by this Section 1 shall continue to pay, through payroll deduction, the full 7.0% member contribution.
ii. Pension Cost Sharing
Effective January 9, 2016, employees covered by this Section 1 shall pay, through payroll deduction, the full 7.0% member contribution and an additional 1% of PERSable compensation toward the City’s required contribution for a total contribution of 8% toward the normal cost of pension benefits as permitted by Government Code Section 20516.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

2. Tier Two: 2% at 60 Retirement Program for Employees Hired On or After July 1, 2012, and Before January 1, 2013, and Employees Qualified for Reciprocity (Tier Two Classic Members)
This Section 2 (including subsections) shall apply to employees hired on or after July 1, 2012, and before January 1, 2013. In addition, this Section 2 (including subsections) shall apply to employees hired on or after January 1, 2013, who are qualified for pension reciprocity as stated in Government Code Section 7522.02(c) and related CalPERS reciprocity (Classic Member) requirements:
a. 2% at 60 Pension Formula
The “2% @ 60” retirement program will be available to employees covered by this Section 2.
b. Final Compensation Based On 36-Month Period
For the purposes of determining a retirement benefit, final compensation for employees covered by this Section 2 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service.
c. Required Employee Contributions
i. Employees covered by this Section 2 shall continue to pay, through payroll deduction, the 7.0% member contribution.
ii. Pension Cost Sharing
Effective the first full pay period in January 2016, employees covered by this Section 2 shall pay, through payroll deduction, the full 7.0% member contribution and an additional 1% of PERSable compensation toward the City’s required contribution for a total contribution of 8% toward the normal cost of pension benefits as permitted by Government Code Section 20516.

3. Tier Three: 2% at 62 PEPRA Retirement Tier Required For Employees Hired On or After January 1, 2013 and Not Qualified For Reciprocity (Not a Classic Member) This Section 3 (including subsections) shall apply to employees who were hired on or after January 1, 2013, and who do not qualify for pension reciprocity (not a Classic Member) as stated in Government Code Section 7522.02(c). a. 2% at 62 Pension Formula
The “2% @ 62” retirement program will be available to employees covered by this Section 3.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

b. Final Compensation Based On 36-Months
Effective January 1, 2013, for the purposes of determining a retirement benefit, final compensation for employees covered by this Section 3 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service as required by Government Code Section 7522.32. c. Required Employee Contributions
i. Required 50% of Normal Costs
As required by Government Code Section 7522.30, effective January 1, 2013, employees covered by this Section 3 shall pay, through payroll deduction, fifty percent (50%) of normal costs.
ii. Pension Cost Sharing
Effective the first day of the first full pay period in January 2016, in addition to paying 50% of normal costs as described above, employees covered by this Section 3 shall pay, through payroll deduction, an additional 1.0% of PERSable compensation toward the City’s normal cost of pension benefits as permitted by Government Code Section 20516.

4. Cost Sharing Implementation – All Tiers
The parties acknowledge that CalPERS mandates an election of unit members, separate from ratification of this MOU, to provide for this cost sharing pursuant to Government Code Section 20516. As soon as practicable after the effective date of this MOU, the City will initiate the contract amendment process. Upon approval and agreement from the bargaining unit and completion of the City’s amendment to the CalPERS contract, employee contributions will be made pursuant to Government Code Section 20516, Unit Member Cost Sharing of Additional Benefits. If the contract amendment is not complete before the effective date of the cost sharing described in Sections A(1)(c)(ii), A(2)(c)(ii), and A(3)(c)(ii), the cost sharing shall be implemented outside of a CalPERS contract amendment as authorized by Government Code Section 20516(f) and shall extend beyond the expiration of this MOU and establish the status quo for purposes of future negotiations. The Union and the City will take all actions necessary to implement the pension cost sharing agreement described in Sections A(1)(c)(ii), A(2)(c)(ii), and A(3)(c)(ii).

5. Converting Sick Leave Balance
An employee who retires may convert his/her unused sick leave balance to service credit as provided by Government Code Section 20965. Any accrued unused sick leave credit Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

that is paid out at termination pursuant to Article 8(D)(6) will not be available for conversion to service credit.

6. Other Options Included In CalPERS Contract
Employees shall be eligible for other options included in the City’s contract with CalPERS as stated in that contract, and allowed by law.

7. Implementation of Internal Revenue Code Section 414(h)(2) As permitted by Internal Revenue Code Section 414(h)(2) and Government Code Section 20516, each employee shall pay, through payroll deductions, the PERS contributions described in this Article 11 with state and federal income tax on the PERS member contribution deferred to the extent permitted by Internal Revenue Code, 26 USC Section 414(h)(2).

8. All Provisions Subject to Requirements of Law
The parties recognize and agree that the City is required to comply with all requirements of law governing the CalPERS retirement program, including, but not limited to eligibility and reporting requirements. In implementing this MOU and related practices, the City will comply with the requirements of law, and those legal requirements prevail over any inconsistent prior practices or MOU terms.

B. SOCIAL SECURITY PAYMENT.

Employee contributions for Social Security are the responsibility of the employee and will not be reimbursed by the City.

C. DEFERRED COMPENSATION PLAN.

The City offers a deferred compensation plan under which employees may designate portions of their salaries to be deferred for tax purposes. The City will equally match an employee's deferred compensation contribution, not-to-exceed Fifty Dollars ($50.00) per month.

D. CAFETERIA PLAN.

The City allows employees to deposit up to $5,000.00 of their before-tax earnings into an account and pay themselves back for certain enumerated personal and dependent care expenses with tax-free dollars pursuant to Internal Revenue Code Section 125.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 12

BENEFITS ON TERMINATION/RETIREMENT
Upon termination/retirement of employment, all benefits provided by the City to an employee shall be terminated with the following exceptions:

A. COBRA CONTINUATION.

A terminated employee may be entitled to certain insurance coverage opportunities under the federally mandated COBRA Program.

B. CONTINUATION OF CERTAIN INSURANCE POLICIES.

Upon retirement, an employee enrolled in an insurance program (other than life insurance) maintained or sponsored by the City, may continue to be enrolled in such program subject to the conditions set forth below.

1. Conditions.
a. That continued enrollment has the approval of the insurance company concerned. b. Enrollment will cease at such time as the City terminates or converts an insurance program.
c. The retired employee shall either regularly reimburse the City for the full premium payment or make payments directly to the insurance company. d. Unused Sick Leave, Vacation Leave and/or Comp Time may be credited toward health insurance premium in the manner set forth below.

2. Use of Accrued Sick Leave, Vacation Leave and Comp Time to Offset Premiums.

Retiring employees have the option of applying 100% of their unused sick leave accrued prior to July 1, 2012, Vacation Leave and/or Comp Time toward the payment of continuation insurance premiums, to the extent allowed by law. The total number of hours of leave shall be multiplied by the hourly rate of the employee at the time of retirement. The City will first apply Sick Leave, then Vacation Leave and finally Comp Time to the payment of the premiums. If the employee dies before the Sick Leave, Vacation Leave and/or Comp Time is depleted, the City will make a lump sum payment, less applicable withholdings, to the employee’s estate, at the following rates: the remaining Sick Leave multiplied by the employee’s hourly rate at retirement multiplied by .50; the remaining Vacation Leave and/or Comp Time multiplied by the employee’s hourly rate at retirement.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 13

GRIEVANCE PROCEDURE
A. GRIEVANCE DEFINED.

A grievance is a formal allegation by a member of the Association or by the Association on behalf of a member, regarding an alleged violation of a specific provision of this MOU during its term, excluding all City ordinances, resolutions, rules and regulations, the subject of which are not specifically covered by the provisions of this MOU. This grievance procedure shall not apply to discipline, including the content of performance evaluations, layoff, demotion, reprimand, transfer, denial of reinstatement or denial of step increase. This grievance procedure shall be the exclusive means of resolving contract grievances of employees covered by this MOU.

B. PROCEDURE.

1. Step 1: Informal Discussion.

Within ten (10) calendar days of the occurrence of an act in dispute or within ten (10) calendar days of when a member should reasonably have become aware of the occurrence of the act in dispute, an employee shall discuss it with his or her immediate Supervisor, who shall investigate and attempt to resolve the matter. The Supervisor shall give the employee an oral reply within five (5) calendar days after the discussion. If the employee is not satisfied with the response, he or she may proceed to Step 2.

2. Step 2: Department Head Determination.

Any dispute not resolved at Step 1 may be submitted to the Department Manager in writing within ten (10) calendar days after the Supervisor’s response in Step 1. The written statement should cite the specific provision of this MOU in dispute. A copy of the written statement shall be provided to the affected employee’s immediate Supervisor.

Within five (5) calendar days thereafter, a meeting shall be scheduled with the employee and the Department Head who shall attempt to resolve the matter. The Department Head shall give the employee a written reply within five (5) calendar days after such meeting.

If the employee is not satisfied with the response, he or she may proceed to the next step.

3. Step 3: City Manager Review.

Any dispute not resolved at Step 2 may be submitted in writing to the City Manager, with copies of the Step 2 response, within five (5) calendar days after the Department Manager’s response. The City Manager shall provide written confirmation of receipt of the dispute to the employee, and shall schedule a meeting within five (5) calendar days, to discuss the matter with the employee. After consideration of the facts, the City Manager shall give his or her written decision to the employee within ten (10) calendar days after the meeting.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

4. Step 4: City Council Review.

If the employee is not satisfied with the decision, the employee may request a hearing before the City Council. Such request for hearing must be submitted in writing within fifteen (15) days of receipt of the City Manager’s decision and shall include in detail the facts giving rise to the general grievance and all supporting documentation necessary for City Council consideration. Management shall calendar on the City Council Agenda such request and supporting documentation within thirty (30) days. The matter may be heard in open or closed session as permitted by law. The City Council shall have the following options: (1) refuse to hear the appeal; (2) make a decision on the documentation submitted; or (3) hold a hearing after which they shall make a decision.

The decision of the City Council shall be final.

C. DEADLINES.

The parties may mutually agree to extend any of the above deadlines in writing. Either party may extend the deadlines for reasons of prolonged illness, canceled meetings, or in response to other unavoidable circumstances.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 14

RESIGNATION, TERMINATION AND DISCIPLINARY ACTION
A. RESIGNATION.

An employee wishing to leave his or her service to the City in good standing shall file with the Department Head, at least two (2) weeks prior to leaving City service, a written resignation stating the effective date and reasons for leaving. The resignation shall be forwarded to the Personnel Office with a Personnel Action Form. Failure to give two (2) weeks’ notice shall be entered upon the service record of the employee and may be cause for denying future employment by the City. The resignation of an employee who fails to give the required notice shall be reported immediately to the Human Resources Manager by the Department Head.

B. EXIT INTERVIEW.

Any person leaving City employment shall have the opportunity to meet with the City Manager.

The purpose of the meeting shall be to allow the City Manager to receive, and the employee the opportunity to provide, the employee’s candid observation of City employment in order to help improve personnel management and departmental functioning. Such interviews normally shall be conducted no earlier than fifteen (15) days prior to nor more than fifteen (15) days later than the employee’s effective date of retirement or termination of employment.

C. DISCIPLINARY AUTHORITY.

A Full-Time Employee may be disciplined or discharged by his or her Department Head, but shall have the right to appeal the discipline or discharge for final determination by the City Manager as set forth below.

D. PROBATIONARY EMPLOYEES.

In accordance with the City’s policy on Probationary Employees, Probationary Employees are not entitled to the Disciplinary Procedures or Appeal rights set forth in this Article 14.

Probationary Employees are at-will employees and may be disciplined or terminated at-will, without notice and without cause. The City has no obligation to limit its reasons for discipline or termination to those set forth in Subparagraph H. The City’s willingness to discipline or terminate an employee in accordance with this Article 14 does not alter the at-will status of the Probationary Employee’s employment.

E. DISCIPLINARY ACTIONS.

For employees who have passed the probationary period the City generally will apply principles of progressive discipline in response to actions constituting cause for discipline that reasonably are subject to remediation. However, the City may discipline employees without progression, up to and including termination, in instances where the City reasonably determines that the action at issue is sufficiently serious and/or remediation is not appropriate.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

The following are appropriate disciplinary actions that may be taken as corrective measures.

1. Reprimand.

An employee may be reprimanded by his or her Supervisor, Department Head, or the City Manager. A reprimand may be either verbal or written. A note may be made of a verbal reprimand and placed in the employee’s personnel file, and a written reprimand will be placed in the employee’s personnel file. Grounds for reprimand include, but are not limited to those listed in Subparagraph H below. Reprimands are not subject to Discipline Procedures and the right to Appeal. However, the employee has the right to meet with the Supervisor/Department Head who issued the reprimand before the reprimand is placed in the employee’s personnel file. The employee may also rebut the reprimand by providing a written statement which will be included in the employee’s personnel file along with the written reprimand.

2. Suspension.

An employee may be suspended by his or her Department Head. Suspension may be imposed for disciplinary purposes or may be imposed pending investigation and possible discharge. While the matter is being investigated, employee shall continue to receive salary and benefits.

Suspension shall be for a fixed period of time. Grounds for suspension include, but are not limited to those listed in Subparagraph H below. Suspension of Full-Time Employees who have completed their Probationary Period is subject to Discipline Procedures and the right to Appeal.

3. Reduction in Salary.

A Department Head may reduce the salary of an employee for disciplinary reasons, provided that such reduction shall be to a step or percentage within the salary range of the Classification held by the employee. A new Anniversary date (for purpose of salary increases only) shall be established as of the effective date of the reduction in salary, unless the reduction is for a specified period of time, in which case the Anniversary date would not change, or unless otherwise recommended by the Department Head. Reductions in salary of Full-Time Employees who have completed their Probationary Period are subject to Discipline Procedures and the right to Appeal.

4. Demotion.

A Department Head may demote an employee for disciplinary reasons to any Classification with a lower salary, provided the employee meets the minimum qualifications for the lower-level class. The employee shall not be eligible for promotion for a period of six (6) months unless otherwise recommended by the Department Head. Disciplinary demotions of Full-Time Employees who have completed their Probationary Period are subject to Discipline Procedures and the right to Appeal.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

5. Dismissal.

A Department Head may dismiss an employee for Cause, as set forth in Subparagraph H, below.

Dismissal of Full-Time Employees who have completed their Probationary Period is subject to Discipline Procedures and the right to Appeal.

F. DISCIPLINARY PROCEDURE.

1. Initial Investigation.

An alleged violation of policy, procedure, rules, regulations, directives, orders, or laws shall be investigated by the employee’s Supervisor or other designated investigator before the employee may be subject to discipline for the violation. The investigator shall complete a written report of the investigation, including the employee’s statement, the specific violations, all available facts related to the alleged violation(s), and statements of witnesses, if any. The investigator may recommend appropriate discipline. Based on the information received in the investigation, the Supervisor shall determine appropriate disciplinary action.

2. Notice of Proposed Discipline.

The Supervisor shall provide written notice of the proposed disciplinary action to the affected employee. The notice of proposed discipline shall contain the following information:
 A statement which clearly defines the intent to take action and the specific action to be taken;
 The date the action is intended to take effect;
 A statement of the rule(s) or regulation(s) that has/have allegedly been violated;  A statement of the specific action, charge(s), and facts on which the proposed action is based;
 Copies of the written materials, reports, and documents considered by the Department Head in his/her decision to impose the proposed action.  Notice of the employee’s right to respond to the charges, verbally or in writing, to the Department Head within seven (7) calendar days of receipt of the Notice of Proposed Discipline. A statement that the failure to respond within the prescribed time period following receipt of the Notice of Proposed Discipline shall constitute a waiver of the right to respond and the proposed discipline will be imposed.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

3. Proposed Discipline Deferred.

If the employee or designated representative requests the right to respond, either orally or in writing, the imposition of proposed discipline shall be deferred until after a pre-disciplinary (Skelly) hearing.

4. Pre-Disciplinary (Skelly) Hearing.

Where a written or oral response has been elected, the Department Head shall schedule, coordinate, and conduct a Pre-Disciplinary Hearing within ten (10) calendar days of the employee’s request. The purpose of the hearing is for the employee to provide additional information and facts relevant to the alleged violation in order for the Department Head to have all the facts prior to making a final decision regarding the proposed disciplinary action. The employee may elect to have representation at the hearing. If the employee fails to appear at or provide a written statement for the Pre-Disciplinary Hearing, his or her right to appeal the proposed discipline is forfeited.

5. Notice of Disciplinary Action.

Within seven (7) working days of the Pre-Disciplinary Hearing, the Department Head will notify the affected employee with a written Notice of Disciplinary Action. The Disciplinary Action will have been made following a factual finding and review of all the information provided. If the Department Head determines not to impose any disciplinary action, he or she will notify the employee of this as well. The Notice of Disciplinary Action shall state the disciplinary action, the date it will take effect, and the employee’s right to appeal, if any. Disciplinary actions may be imposed prior to hearing the employee’s post Skelly Appeal hearing or other disciplinary hearing.

6. Paid Administrative Leave.

The Department Head shall have the right to put any employee on immediate paid administrative leave pending investigation and processing of any potential disciplinary action.

7. Exclusions.

The provisions of this Article 14 shall not apply to reductions in pay which are part of a general plan to reduce salaries and wages or to eliminate positions, employee reclassifications, reprimand, transfers without loss of pay, performance evaluations, or economic layoffs. Nor do the provisions of this Article 14 apply to Probationary Employees.

G. APPEAL.

1. Right of Appeal.

An employee who has received a Notice of Disciplinary Action that provides for the right to appeal may, within fourteen (14) calendar days of its receipt, appeal the decision pursuant to the Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

procedures set forth below. An employee, who fails to appeal the disciplinary action within the fourteen (14) day time period, forfeits his or her appeal and the disciplinary action shall be final and binding.

2. Procedure.

In order to Appeal the Disciplinary Action, the employee shall file with the City Manager a written answer to the charges contained in the Notice of Proposed Disciplinary Action and/or the Notice of Disciplinary Action and request the right to appeal the City’s disciplinary action (collectively, the “Request to Arbitrate”). Upon receipt of the Request to Arbitrate, the City Manager shall initiate the Appeal process.

3. Appointment of Hearing Panel.
a. The Hearing Panel shall consist of one person selected by the City, one person selected by the Association, and a neutral chairperson selected jointly by the City and the Association.
b. The neutral panel chairperson shall be selected jointly by the parties within fourteen (14) calendar days of receipt by the City Manager of the employee’s Request to Appeal.
c. If the parties are unable to mutually agree on a neutral panel chairperson within the fourteen-day period, the City shall solicit a list of seven (7) neutrals from the State of California Mediation/Conciliation Service. After receipt of the list, the parties shall, with the City striking first, alternately strike arbitrators’ names from the list until one remains. The parties shall make every effort to complete the striking process within ten (10) calendar days of receipt of the list from the State. d. If the neutral selected declines appointment or is otherwise unavailable, a new list shall be requested as described above and the process repeated within the same time period, unless the parties can otherwise mutually agree on the selection of a neutral chairperson.
e. The cost of the neutral shall be shared equally, with fifty percent (50%) of the fee paid by the City and fifty percent (50%) of the fee paid by the Employee.

4. Pre-Hearing Matters.

The hearing shall be held at the earliest administratively convenient date, taking into consideration the availability of the panel members and the availability of counsel and witnesses. The arbitration hearing shall be private. The panel may, prior to or during the hearing, grant a continuance for any reason the panel believes to be important in order to reach a fair and proper decision. Neither party shall have ex parte communications with the neutral panel chairperson.

5. Conduct of the Hearing.
a. The hearing shall be conducted in the manner most conducive to the determination of the truth. Both the City and the employee may be represented by legal counsel Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

or may elect to proceed without counsel. The employee may choose to be represented by an Association representative.
b. The panel shall determine the relevancy, weight, and credibility of the testimony and evidence. The panel shall not be bound by the technical rules of evidence. The panel shall base its finding on the preponderance of the evidence. The City shall have the burden of proof.
c. Each side will be permitted an opening statement and closing argument. The City shall first present its witnesses and evidence to sustain the charges and the employee will then present his/her witness(es) and evidence to rebut the charges. d. A court reporter will be retained by the City to make a transcript of the hearing. No audio or video tape recording will be permitted. The employee or his/her representative may obtain a copy of the transcript of the hearing upon request and at his/her own cost.
e. Each side will be allowed to examine and cross-examine witnesses. The employee filing the appeal may be called and examined as if under cross-examination. f. The panel shall, if requested by either party, subpoena witnesses and/or require production of other relevant records or material evidence. The panel may consider the records of any relevant prior disciplinary actions against the employee, as long as those actions are final.

6. Findings of the Panel.

After the conclusion of the hearing, the hearing panel shall prepare a recommended decision based on its findings of fact and application of law, and forward it to the City, the employee, and the Association. The recommended decision shall set forth which charges the panel sustains or does not sustain and the reason(s) for the panel’s decision. The panel’s findings and recommended decision must be supported by a majority of the panel members (i.e., at least two panel members must agree on each finding or recommendation).

7. Decision of the City Manager.

After receiving and considering the recommendation of the hearing panel, the City Manager may sustain or reject any or all of the charges filed against the employee. The City Manager may sustain, reject or modify the disciplinary action invoked against the employee. However, the City Manager may not increase the severity of the discipline originally invoked by the City.

H. REASONS FOR REPRIMAND, DISCIPLINE, DEMOTION, SUSPENSION, OR DISCHARGE INCLUDE:

The following are deemed sufficient cause to warrant disciplinary action. However, cause to discipline an employee is not limited to these reasons alone:
 Absence without prior approval or excessive tardiness.  Use of, or being under the influence of illegal drugs or alcohol while on City business, or during work hours, or while representing the City.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

 Violation of the City’s anti-discrimination, anti-harassment policies and/or workplace violence policies.
 Failure to maintain any employment qualification, including but not limited to driver’s license or other certifications.
 Theft, pilferage, or misuse of City property.
 Falsification of public records.
 Dishonesty.
 Disorderly or immoral conduct.
 Incompetence.
 Failure to meet expected performance standards.
 Neglecting to perform expected job duties.
 Inability to perform the essential duties of the job (with reasonable accommodation, if required by law).
 Insubordination or willful or disobedience.
 Negligence or willful damage to public property or the personal property of another employee.
 Fraud in securing employment.
 Discourteous treatment of the public or other employees.  Conviction of a felony (including pleas of guilty and nolo contendere), or a conviction of a misdemeanor (including pleas of guilty) where the misdemeanor conviction is related to the position held.
 Violation of any reasonable regulation, policy, rule, SOP, or order.  Failure to maintain satisfactory working relationships with supervisors, employees, contractors, or the public.
 Interference with the work performance of others.
 Acceptance of bribes or extortion.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

 Acceptance of any gift, reward, or other form of compensation in addition to regular compensation for performance of official duties other than as provided for by written City policy.
 Illegal gambling on City property or during working hours.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 15

LAYOFF PROCEDURE
The procedures set forth in the City of St. Helena Layoffs and Furloughs Policy shall apply during the term of this MOU.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 16

SEPARABILITY
Notwithstanding any provisions of this MOU to the contrary, in the event that any Article or Subsections thereof of this MOU shall be declared invalid by any Court of competent jurisdiction or by any applicable State or Federal law or regulation, or shall a decision by any Court of competent jurisdiction or any applicable State or Federal law or regulation diminish the benefits provided by this MOU or impose additional obligations on the City, the parties shall meet and confer or negotiate on the Articles and Subsections thereof affected. All other provisions of this MOU shall continue in full force and effect.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 17

TERM & COMPLETION OF NEGOTIATIONS
Following approval by the City and the Association and ratification by the City Council, the term of this MOU shall commence on July 1, 2022 and shall expire on June 30, 2025.

The City and the Association shall have one reopener for each party during the term of the agreement.

During the term of this Agreement, the Association and the City agree that neither party shall be obligated to meet and confer with respect to any subject or matter covered by this Agreement, except as follows:
 The parties agree to meet and confer on any mandatory subjects of bargaining which have the potential to affect wages, hours, and other terms and conditions of employment (as defined by the MMBA), any City-proposed changes to the SHEA job descriptions, Employee Handbook and/or related policies and procedures;
 The parties may mutually agree to meet and confer on any topic.

Agenda Item #9.6.

Memorandum of Understanding Between
St. Helena Employees’ Association and the City of St. Helena July 1, 2022 –June 30, 2025

ARTICLE 18

SIGNATURES
This Memorandum of Understanding has been ratified and adopted pursuant to the recommendation of the following representatives:

ST. HELENA EMPLOYEES ASSOCIATION

REPRESENTATIVE
__________________________________________

REPRESENTATIVE
CITY OF ST. HELENA
Approved by the City Council by Resolution Number 2022-XX

CITY MANAGER
Agenda Item #9.6.

UNREPRESENTED COMPENSATION

PROGRAM
TwelthEleventh Amendment
September 13July 26, 2022 – July 1, 2022 –
June 30, 2025
Adopted: March 8, 2016
First Amendment: June 24, 2016
Second Amendment: September 13, 2016
Third Amendment: June 27, 2017
Fourth Amendment: May 8, 2018
Fifth Amendment: October 8, 2019
Sixth Amendment: October 22, 2019
Seventh Amendment: July 14, 2020
Eighth Amendment: October 13, 2020
Ninth Amendment (inadvertently numbered as Eighth): February 9, 2021 Tenth Amendment: February 8, 2022
Eleventh Amendment: July 26, 2022
Agenda Item #9.6.

CITY OF ST. HELENA

UNREPRESENTED EMPLOYEE COMPENSATION PROGRAM
SECTION 1: INTRODUCTION
Section 1.1 Employee Definitions
Section 1.2 Purpose of the Unrepresented Employee Compensation Program
Section 1.3 Employees Covered
Section 1.4 Exempt Status of Management Employees Covered SECTION 2: EMPLOYMENT CONTRACTS
SECTION 3: EMPLOYEE SALARY COMPENSATION
Section 3.1 Annual Salary Adjustments
Section 3.2 Salary Schedule
Section 3.3 Confidential Pay Differential
Section 3.4 Bi-lingual Pay
Section 3.5 Out-of-Class Pay
SECTION 4: RETIREMENT BENEFITS
Section 4.1 Tier One: Pension Formulas
Section 4.2 Tier Two: Pension Formulas
Section 4.3 Tier Three: PEPRA Pension Formulas
Section 4.4 Cost Sharing Implementation – All Tiers
Section 4.5 Converting Sick Leave Balance
Section 4.6 Other Options Included in CalPERS Contract
Section 4.7 Implementation of Internal Revenue Code Section 414(h)(2) Section 4.8 All Provisions Subject to Requirements of Law SECTION 5: INSURANCE BENEFITS
Section 5.1 General Provisions
Section 5.2 Life Insurance
Section 5.3 Short-term Disability
Section 5.4 Vision Care
SECTION 6: HOLIDAYS
SECTION 7: VACATION LEAVE
Section 7.1 Vacation Entitlement
Section 7.2 Vacation Accrual
Section 7.3 Vacation usage
SECTION 8: EXECUTIVE LEAVE
Agenda Item #9.6.

SECTION 9: OTHER LEAVES OF ABSENCE
Section 9.1 Sick Leave
Section 9.2 Family Care
Section 9.3 Bereavement Leave
Section 9.4 Industrial Accident Leave
Section 9.5 Miscellaneous Leave With Pay
Section 9.6 FLMA and CFRA Leaves
Section 9.7 Leave for Pregnancy, Childbirth and Related Medical Conditions
Section 9.8 Leave of Absence Without Pay
Section 9.9 Military leave
SECTION 10: TRAINING AND PROFESSIONAL GROWTH
Section 10.1 Professional Seminars and Training
Section 10.2 Professional Membership Fees
Section 10.3 College Tuition Reimbursement
SECTION 11: OTHER BENEFITS
Section 11.1 Vehicle Allowance for Unrepresented
Employees
Section 11.2 Deferred Compensation Plan
Section 11.3 Health Club Membership
Section 11.4 Sick Leave Payout
Section 11.5 St. Helena Charity Based Events
Section 11.6 Uniform Allowance
SECTION 12 : TERMINATION ALLOWANCE
Section 12.1 Severance Pay
Section 12.2 Allowance Schedule
Agenda Item #9.6.

SECTION 1: INTRODUCTION
All provisions of this resolution only apply to At-will Executive Management, MidManagement, and Confidential employees (together “Employees”) as defined herein.

1.1 Employee Definitions:

At-Will Executive Management Employee – an employee who serves at the will of the City Manager and who has responsibility for formulating, administering, and/or managing City policies and programs. In the City, this would typically be department heads.

Mid-Management Employee – an employee whose position is just below the department heads or City Manager and is responsible for managing a distinct responsibility area. MidManagers are in regular City service and are not at-will.

Confidential Employee – a Mid-Management employee, who in the course of his or her duties, has access to confidential information relating to the City’s administration of employer-employee relations. This access may include instances of an occasional but critical nature or due to the employee whose position requires the incumbent to provide direct administrative support to a manager who has such access.

1.2 Purpose of the Unrepresented Employee Compensation Program:

For At-will Executive Management, Mid-Management, and Confidential employees (together “Employees”), this resolution is adopted to promote the development of a stronger, more effective Management Team, not merely for purposes of employeremployee relations but also as a means of recognizing outstanding management performance in all public service areas. These general purposes may be achieved through several means, notably: training, more effective communication among departments, and clear identification of goals and objectives. Also inherent in such a program is the means of retaining good department heads and mid-managers and strengthening the managers (if any) who’s effectiveness and performances fall short of reasonable levels of expectation. This resolution is also referred to herein as the “Unrepresented Program.” This resolution sets forth all of the compensation and benefits for the positions set forth in section 1.3.

1.3 Employees Covered:

Employees covered under this program shall include the following:

A. At-Will Executive Management
Administrative Services Director
Assistant City Manager
Director of Community Development
Fire Chief
Library Director
Planning & Building Director
Police Chief
Agenda Item #9.6.

14 Public Works Director
Parks & Recreation Director
City Clerk
B. Mid-Management
Assistant Public Works Director
Chief Building Official
Library Manager
Police Lieutenant
Management Analyst
Public Works Assistant Operations Manager
Public Works Operations Manager
Senior Management Analyst (non-Confidential)
Senior Planner
Senior Engineer
Treatment Plant Manager
C. Confidential
Administrative Services Manager
Assistant Administrative Services Director
Assistant to the City Manager
Human Resources Manager
Senior Management Analyst
Additional job classes may be added to the Unrepresented Program from time to time, based upon the creation of additional City departments/divisions, the addition of new positions, or by the reclassification of existing positions to either At-will Management, MidManagement, or Confidential based upon the nature of the work.

1.4 Exempt Status of Employees Covered:

The City has reviewed the salaries and duties of the Employees covered under the Unrepresented Program and has determined that these employees are exempt from the overtime provisions of the federal Fair Labor Standards Act.

SECTION 2: EMPLOYMENT CONTRACTS
The Executive Management employees as designated in Section 1.3(A) shall be “At Will” employees, and shall enter into an employment contract, confirming the “At Will” status of the employee and setting forth any special pay or benefits such as severance pay.

Employment contracts with all At-will Executive Management employees will be approved by the City Manager, or, in the case of the City Manager’s employment contract, approved by the Council, pursuant to the terms of the City of St. Helena Municipal Code, authorizing the City Manager to appoint all At-will Executive Management employees except the City Attorney.

Agenda Item #9.6.

14 SECTION 3: EMPLOYMEE SALARY COMPENSATION

3.1 Annual Salary Adjustment:

3.1.1 Effective July 1, 2022, all bargaining unit members shall receive a Cost of Living (COLA) increase of five (5) percent.

Effective the first full period in July of each year of the successor agreement, all bargaining unit members shall receive an increase to base salary equal to the year over year (April/April) percentage increase in the San Francisco/Oakland/Hayward CPI-U with a ceiling of five (5) percent.

3.1.2 Equity Adjustment. The City will provide equity adjustments for Unrepresented positions until each classification is within five (5) percent of salary market median (95%) based on updated information from Ralph Anderson & Associates. Annual CPI increases (Article 3.1) for both the City of St. Helena and the market jurisdictions (refreshed annually) are to be considered for the purpose of this calculation. Ralph Anderson & Associates provided updated information to the City in May 2022 based off the cities/entities used in the previous study. Chart 1 provides a summary of the percent increase in salary to arrive at market median (95%) for each Unrepresented position as of May 2022.

Position Title % out of 95% Market Median
Administrative Services Director -4.8%
Administrative Services Manager -4.4%
Assistant Administrative Services Director -12.8%
Assistant City Manager 0.0%
Assistant Public Works Director -0.5%
Assistant to the City Manager 3.3%
Chief Building Official -2.2%
City Clerk 3.3%
Fire Chief -10.4%
Human Resources Manager -4.4%
Library Director -6.9%
Management Analyst -3.8%
Planning & Building Director -8.4%
Police Chief -9.8%
Police Lieutenant -23.0%
Public Works Assistant Operations Manager -5.5%
Public Works Director -3.7%
Public Works Operations Manager -5.5%
Parks & Recreation Director -10.4%
Senior Engineer -6.5%
Agenda Item #9.6.

14 Senior Management Analyst -3.8%
Senior Planner 2.8%
Treatment Plant Manager -4.1%
Equity adjustments will take place every six (6) months until each classification is within the range and will be as follows:
 7/1/22 – Equity Adjustment of two and one-half (2 ½) percent  1/1/23 – Equity Adjustment of two (2) percent
 7/1/23 – Equity Adjustment of two (2) percent
 1/1/24 – Equity Adjustment of two (2) percent
 7/1/24 – Equity Adjustment of two (2) percent
 1/1/25 – Equity Adjustment of two (2) percent
July 1st equity adjustments will be combined with the COLA for salary adjustment calculations.

3.2 Salary Schedule:

The salary ranges for Employees covered by this Unrepresented Compensation Program are set forth in Exhibit 1, attached to this resolution, and made a part hereof by reference.

3.3 Confidential Pay Differential:

Each Confidential employee will receive a 3% pay differential to be added to the employee’s base pay. This 3% pay differential will not be added to the salary range for that job class. If at any time that a currently designated Confidential employee who receives the confidential differential is deemed to be Non-Confidential, the 3% confidential differential will cease at that time, and the City will take appropriate steps to reclassify the position.

3.4 Bilingual Pay:

Bilingual pay for fluency in both English and Spanish will be paid to employees who are routinely and consistently assigned to communicate in Spanish or to provide translation for City business by communicating in Spanish. For employees who are certified as fluent in both written and verbal Spanish language, bilingual pay will be five percent (5%) of the designated employee’s base salary. For employees who are certified as fluent only in verbal Spanish language, bilingual pay will be two and one-half percent (2.5%) of the designated employee’s base salary. Only designated employees certified by the City as fluent in both English and Spanish are eligible for this additional pay.

3.5 Out-Of-Class Pay
Pay for Performing Full Duties of Higher Class: When, because of the absence of a Department Head, Executive Management, Mid-Management, or Confidential personnel, an Employee performs substantially all of the functions (full-time) of a higher Classification, the Employee will receive an increase of ten percent (10%) of his/her base wage. The increase will be effective after the third (3rd) week of the assumption of those duties and continue during the period those duties are being performed by the employee on a full-time basis. Out-Of-Class-Pay must be Agenda Item #9.6.

14 pre-approved, in writing, by the City Manager, and will be reportable to CalPERS as special compensation to the extent permitted by CalPERS rules and regulations.

Pay for Performing Partial Duties of Higher Class: When an Employee is temporarily assigned to perform substantial functions of a higher classification for at least a period of one month, but does not perform those additional duties on a full-time basis and/or the Employee assigned to the position normally responsible for the duties is not absent, the City Manager has the discretion to provide an increase of up to five percent (5%) of the Employee’s normal base wage effective on the first day of assumption of the substantial additional duties and continuing until the City Manager determines that the assignment of the additional duties ceases. This additional pay is provided at the City Manager’s sole discretion and must be pre-approved in writing. Under current CalPERS rules and regulations, this pay for performing partial duties of the higher class is not reportable special compensation.

SECTION 4: RETIREMENT BENEFITS
Management Employees are provided retirement benefits under the California Public Employee Retirement System (CalPERS) as described in this Section 4.

4.1 Tier One: 2% at 55 Retirement Program (Miscellaneous Group) and 3% at 50 (Safety Group) – Employees Hired Before July 1, 2012 (Tier One Classic Members) This section 4.1 (including subsections) shall apply to miscellaneous employees hired before July 1, 2012.

4.1.1 2% at 55 or 3% at 50 Pension Formulas: The “2% @ 55” (for miscellaneous employees) or “3% @ 50” (for safety employees) retirement programs will be available to members covered by this Section 4.1.

4.1.2 Final Compensation Based On 12-Month Period: For the purposes of determining a retirement benefit, final compensation for members covered by this Section 4.1 shall mean the highest twelve (12) consecutive month period as specified in Government Code Section 20042.

4.1.3 Required Member Contributions:

4.1.3.1 Members covered by this Section 4.1 shall continue to pay, through payroll deduction, the full 7.0% member contribution for Miscellaneous Group and

9.0% member contribution for the Safety Group.

4.1.3.2 Miscellaneous Member Pension Cost Sharing: Beginning on the effective date of the amendment to the CalPERS contract providing for cost sharing (estimated date, Spring 2016), miscellaneous members covered by this Section 4.1 shall pay, through payroll deduction, the full 7.0% employee contribution plus an additional 1% of compensation earnable toward the City’s costs for a total contribution of 8% toward the normal cost of pension benefits as permitted by Government Code Section 20516.

Agenda Item #9.6.

14 4.2 Tier Two: 2% at 60 Retirement Program (Miscellaneous Group) or 3% at 55 (Safety Group) for Members Hired On or After July 1, 2012, and Before December 31, 2012, and Unit Members Qualified for Reciprocity (Tier Two Classic Members):

This Section 4.2 (including subsections) shall apply to members hired on or after July 1, 2012, and before January 1, 2013. In addition, this Section 4.2 shall apply to members hired on or after January 1, 2013, who are qualified for pension reciprocity as stated in Government Code Section 7522.02(c) and related CalPERS reciprocity (Classic Member) requirements:

4.2.1 2% at 60 or 3% at 55 Pension Formulas: The “2% @ 60” (for miscellaneous) or “3% @ 55” (for safety) retirement programs will be available to members covered by this Section 4.2.

4.2.2 Final Compensation Based On 36-Month Period: For the purposes of determining a retirement benefit, final compensation for members covered by this Section 4.2 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service.

4.2.3 Required Member Contributions

4.2.3.1 Employees covered by this Section 4.2 shall continue to pay, through payroll deduction, the full 7.0% member contribution for Miscellaneous Group and

9.0% member contribution for the Safety Group.

4.2.3.2 Miscellaneous Member Pension Cost Sharing: Beginning on the effective date of the amendment to the CalPERS contract providing for cost sharing (estimated date, Spring 2016), miscellaneous employees covered by this Section

4.2 shall pay, through payroll deduction, the full 7.0% member contribution plus an additional 1% of compensation earnable towards the City’s costs for a total contribution of 8% toward the normal cost of pension benefits as permitted by Government Code Section 20516.

4.3 Tier Three: 2% at 62 PEPRA Retirement Tier (Miscellaneous Group) or 3% at 57 (Safety Group) is Required For Members Hired On or After January 1, 2013 and Not Qualified For Reciprocity (Not a Classic Member):

This Section 4.3 (including subsections) shall apply to members who were hired on or after January 1, 2013, and who do not qualify for pension reciprocity (not a Classic Member) as stated in Government Code Section 7522.02(c).

4.3.1 2% at 62 or 3% at 57 Pension Formulas: The “2% @ 62” (for miscellaneous) or “3% @ 57” (for safety) retirement programs will be available to members covered by this Section 4.3.

4.3.2 Final Compensation Based On 36-Months: Effective January 1, 2013, for the purposes of determining a retirement benefit, final compensation for members covered by this Section 4.3 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service as required by Government Code Section 7522.32.

4.3.3 Required Member Contributions

4.3.3.1 Required 50% of Normal Costs: As required by Government Agenda Item #9.6.

14 Code Section 7522.04(g), effective January 1, 2013, members covered by this Section 4.3 shall pay, through payroll deduction, fifty percent (50%) of normal costs.

4.3.3.2 Miscellaneous Member Pension Cost Sharing: Beginning on the effective date of the amendment to the CalPERS contract providing for cost sharing (expected Spring of 2016), in addition to paying 50% of normal costs as described above, employees covered by this Section 4.3 shall pay, through payroll deduction, an additional 1.0% of pensionable compensation toward the City’s cost of pension benefits as permitted by Government Code Section 20516.

4.4 Cost Sharing Implementation – All Tiers:

CalPERS mandates an election of employees, separate from adoption of this resolution, to provide for this cost sharing pursuant to Government Code Section 20516. As soon as practicable, the City will initiate the contract amendment process for miscellaneous employee cost sharing. Upon completion of the City’s amendment to the CalPERS contract, miscellaneous member contributions will be made pursuant to Government Code Section 20516, Member Cost Sharing of Additional Benefits. The City will consider cost sharing for the Fire Chief at a future date.

4.5 Converting Sick Leave Balance:

An employee who retires may convert his/her unused sick leave balance to service credit as provided by Government Code Section 20965. Any accrued unused sick leave credit that is paid out at termination will not be available for conversion to service credit.

4.6 Other Options Included In CalPERS Contract: Employees shall be eligible for other options included in the City’s contract with CalPERS as stated in that contract, and allowed by law.

4.7 Implementation of Internal Revenue Code Section 414(h)(2):

As permitted by Internal Revenue Code Section 414(h)(2) and Government Code Section 20516, each employee shall pay, through payroll deductions, the PERS contributions described in this Article 11 with state and federal income tax on the PERS member contribution deferred to the extent permitted by Internal Revenue Code, 26 USC Section 414(h)(2).

4.8 All Provisions Subject to Requirements of Law:

The City is required to comply with all requirements of law governing the CalPERS retirement program, including, but not limited to eligibility and reporting requirements. In implementing this Unrepresented Compensation Program Resolution and related practices, the City will comply with the requirements of law, and those legal requirements prevail over any inconsistent prior practices or prior resolutions.

SECTION 5: INSURANCE BENEFITS
Agenda Item #9.6.

14 5.1 General Provisions:

The City will pay the full cost of the employee’s health insurance plan to cover both the employee and the employee’s dependents. The City will pay the full cost for dental coverage for the employee and her/his dependents. When an employee commences work with the City, the effective date of coverage of his/her benefits distribution selection shall be established by the individual carrier. In most cases, coverage begins the first of the month following date of hire.

Employees will choose from available insurance programs and/or health and welfare plans at the time of hire or as carriers allow during Open Enrollment periods. Dependent coverage may be added or deleted between Open Enrollment periods subject to conditions imposed by the selected carriers.

5.2 Life Insurance:

The City will provide term life insurance for each employee, not to exceed $50,000.

Employees may elect to increase the value of their life insurance policy by $20,000 at their own expense for a total policy value of $70,000. Employees opting for the additional coverage will have the cost of that coverage deducted from their pay.

5.3 Short-term Disability Insurance: The City will pay for the employee’s cost to participate in the State Disability Insurance (SDI) program.

5.4 Vision Care: The City will pay for vision care benefits, for the employee and all dependents through VSP Vision Care Insurance.

SECTION 6: HOLIDAYS
All Unrepresented employees shall receive 12 paid holidays per year, as follows:

Holiday Day Observed
New Year's Day January 1
Martin Luther King, Jr. Birthday 3rd Monday in January
President's Day 3rd Monday in February
Cesar Chavez Birthday March 31st
Memorial Day Last Monday in May
Independence Day July 4th
Labor Day 1st Monday in September
Veteran's Day November 11th
Thanksgiving Day 4th Thursday in November
Day after Thanksgiving Friday following Thanksgiving
Christmas Eve Day December 24th
Christmas Day December 25th
It is the intent of this resolution that all full-time employees receive 12 paid holidays regardless of their assigned workweek. When a holiday falls on a Saturday, the preceding Agenda Item #9.6.

14 Friday shall be deemed a holiday. When a holiday falls on a Sunday, the following Monday shall be deemed a holiday. When an employee is required to work on a holiday, s/he may select another day as holiday leave with pay during the fiscal year with the consent of the City Manager.

Floating Holidays: Except for the calendar year they are hired, on January 1st of each year, employees earn 16 hours of floating holiday for use during that calendar year, taken in at least 8-hour increments. The hours must be used by the end of the calendar year and does not accrue. After five years of service, employees earn 40 hours of floating holiday.

SECTION 7: VACATION LEAVE

7.1 Vacation Entitlement:

Employees shall accumulate vacation in accordance with the following vacation entitlement schedule:

Years of Vacation Days
Continuous Service Earned/Year
1 – 5 years 10
6th year 15
7th year 16
This pattern continues until 20 days per year is reached. On the employee’s 25th anniversary and every five years thereafter, one additional day will be awarded on that year.

7.2 Vacation Accrual:

Employees shall begin earning vacation upon the first day of employment. Vacation leave time shall be accrued as it is earned; odd fractions rounded to the nearest tenth. Vacation time shall not be taken until earned and shall be subject to other provisions of this resolution. When an employee is on a leave without pay status, s/he shall not be entitled to earn vacation.

For purposes of calculating vacation earned upon termination, the employee’s final accrual will be prorated, based on the days worked in the employee’s last month of employment. Upon termination of an employee’s service with the City, s/he shall be paid a lump sum for all earned vacation not taken, at the employee’s hourly rate then in effect.

An employee who was a member of the unrepresented compensation program before May 8, 2018 may accrue a maximum of 380 vacation hours. An employee who is hired or promoted into an unrepresented compensation position on or after May 8, 2018 may accrue a maximum of 280 vacation hours.

7.3 Vacation Usage:

An employee may take vacation at a time approved by the employee’s direct supervisor, Agenda Item #9.6.

14 or, in the case of the City Manager, after notification of the City Council. It is the policy of the City that employees take their normal provided vacation leave each year.

Employees should not be earning vacation leave once their accrued vacation balance has reached 380 hours. All employees who have accrued at least 380 hours of vacation shall expend at least 80 hours of vacation leave per calendar year with at least 40 hours being consecutive.

SECTION 8: EXECUTIVE LEAVE
In recognition of the extra hours required to perform at the level of management, including attendance at numerous meetings outside normal working hours and the fact that employees who are exempt from FLSA are not compensated for overtime work, the following executive leave policy shall be implemented:

Each FLSA-exempt, unrepresented employee may receive up to five (5) days Executive Leave annually at the discretion of the City Manager provided on January 1st of each year.

On January 1st of each year, all hours not taken in the prior year will be lost unless an extension of time is granted by the City Manager. Additionally, at-will executive staff, the Assistant Administrative Services Director, the Assistant Public Works Director, and the Assistant to the City Manager may receive up to another five (5) days Executive Leave annually at the discretion of the City Manager provided on July 1st of each year, and all hours not taken by December 31st of the same year will be lost unless an extension of time is granted by the City Manager.

Newly hired employees shall have Executive Leave awarded to them in the following prorated manner:

If the employee is hired from:

January – March 40 hours awarded on the date of hire
April – June 30 hours awarded on the date of hire
July – September 20 hours awarded on the date of hire, 40 hours additional atwill October – December 10 hours awarded on the date of hire, 20 hours additional atwill SECTION 9: OTHER LEAVES OF ABSENCE

9.1 Sick Leave:

Employees shall accrue and use sick leave in accordance with City of St. Helena Agenda Item #9.6.

14 Personnel/Administrative on Sick Leave.

9.2 Family Care:

Except as otherwise required by state or federal law, sick leave may be used to care for the employee’s child, spouse, or domestic partner who is incapacitated by a serious health condition as defined by state of federal Law. Sick leave utilized for Family Care shall not exceed forty-eight (48) hours per occurrence.

9.3 Bereavement Leave:

Leave with pay up to 3 days per year in state/5 days out of state shall be granted by the City Manager to employees in case of the death of spouse or domestic partner regardless of gender, parent or step-parent, grand-parent, child, or stepchild, brother or sister, parent-in-law, brother/sister-in-law, son/daughter-in-law, or any relative in the immediate household of the employee. Bereavement leave shall not be charged against any accumulated leave. Additional time off (vacation, executive leave) may be taken if approved by the City Manager.

9.4 Industrial Accident Leave:

The City shall provide paid leave and benefits consistent with the State’s Worker’s Compensation laws.

9.5 Miscellaneous Leave With Pay:

Employees shall be granted a leave of absence with full pay for jury duty; subpoena of the employee as a witness; or attendance in court resulting from the employee’s official duties as assigned by the City Manager. Any compensation received by the employee for the above, except for travel reimbursement, shall be promptly remitted to the City by the employee.

9.6 Leave Pursuant to the Family and Medical Care Leave Act and the California Family Rights Act:

Employees shall be entitled to take leave in response to the birth or adoption of a child, or the placement of a child with the employee for foster care; the employee’s own serious health condition, or to care for a child, parent or spouse of the employee who has a serious health condition; for a “qualifying exigency” arising from the foreign deployment of the employee’s spouse, son, daughter, or parent with the Armed Forces; or to care for a servicemember with a serious injury or illness if the employee is the servicemember’s spouse, son, daughter, parent or next of kin, as specified in the federal Family and Medical Care Leave Act (FMLA) and the California Family Rights Act (Government Code Section 12945.2). Employees may use their accrued leave balances during such leave.

If the period of leave exceeds the employer’s accrued leave balances, the employee shall take the balance of the leave as unpaid leave.

9.7 Leave for Pregnancy, Childbirth and Related Medical Conditions (California Government Code Section 12945):

In addition to leave authorized by Section 9.6, eligible employees may take leave based Agenda Item #9.6.

14 on pregnancy, childbirth, or related medical conditions pursuant to California Government Code Section 12945. Generally, this leave should not exceed six (6) weeks for a normal pregnancy, childbirth, or related conditions, but may be taken for a period of up to a total of four (4) months if the employee is disabled due to pregnancy, childbirth, or other medical conditions. The need for leave beyond six (6) weeks due to disability shall be verified in writing by the employee’s physician. The employee may use accrued leave balances during leave taken pursuant to this Section. If the period of leave exceeds the employee’s accrued leave balances, the balance of the leave shall be taken as unpaid leave.

9.8 Leave of Absence Without Pay:

Upon the written request of any employee, the City Manager may approve in writing a leave of absence without pay for a period up to thirty (30) calendar days. Except in the cases of illness or maternity, an employees' request for Leave Without Pay shall be submitted to the City Manager, accompanied by a recommendation or an explanation from the manager as to how an adequate level of service can be maintained during her/his absence. Such leave may be extended up to one calendar year by action of the City Council.

9.9 Military Leave:

An employee called to active duty in any reserve component of the Armed Forces of the United States or the National Guard shall be granted a leave of absence for the duration of said active duty. Any full-time employee on a military leave of absence shall be compensated as outlined in the City’s Personnel Policies Manual if the employee provides proper documentation from the Commanding Officer concerning their active duty; or, if the employee is a Commanding Officer, with a copy of the order to report to active duty and any applicable extension orders.

SECTION 10: TRAINING AND PROFESSIONAL GROWTH

10.1 Professional Seminars and Training:

To promote continued development of skills, knowledge, and abilities among the Employee, the City Manager may grant time off to employee(s) for educational leave.

Such leave may be received in order to attend professional, technical, or managerial workshops, courses, conferences, conventions, seminars, or related activities. The cost of attendance at these activities, including travel, per diem, registration, tuition, materials or other reasonable costs, are legitimate City expenditures as provided for in the annual City Budget.

10.2 Professional Membership Fees:

Most At-will Executive Management, Mid-Management, and Confidential personnel are expected to maintain membership in appropriate professional organizations. These memberships serve to acquaint the City with the current state-of-the-art in these professional areas by means of publications and special activities. The City will include the costs of these membership fees in the respective department budgets, subject to approval by the City Manager.

Agenda Item #9.6.

14 10.3 College Tuition Reimbursement:

An employee who is taking courses in a field related to his/her employment may receive reimbursement for tuition and/or materials up to $1,500 per year of the reasonable cost for books and tuition per fiscal year.

SECTION 11: OTHER BENEFITS

11.1 Vehicle Reimbursement:

Covered employees to a far greater extent than most other City employees are required to travel throughout the City and the County to fulfill their job requirements. This travel is frequently required outside of normal working hours. In recognition of this employment requirement, the City may provide either the use of a City vehicle or pay an auto allowance of $200 per month. In addition, if travel is required by the employee in his/her personal vehicle beyond the County line, mileage shall be reimbursed at the same rate as set by the IRS.

11.2 Deferred Compensation Plan:

Employees may elect payroll deductions in an amount permissible under IRS regulations, to be placed in a deferred compensation program administered at no cost to the City. To the extent allowed by law, such monies deposited would become tax deferred and would be subject to income taxation in the year they are withdrawn from the deferred compensation program. The City shall match up to $200 per month to the employee’s contribution into the City’s deferred compensation program.

11.3 Health Club Membership:

The City will pay a one-time membership fee of $25.00 towards employee enrollment in a health clubs.

11.4 Sick Leave Payout:

11.4.1 Payout upon separation, the City will pay out 50% of accrued sick leave for an employee who was an unrepresented compensation member before May 8, 2018. A new City employee who is hired into an unrepresented compensation position on or after May 8, 2018 will not be eligible for any sick leave pay out.

11.4.2 Retirees conversion, upon meeting REMIFs retiree eligibility to participate in retiree benefits, an employee who was an unrepresented compensation member before May 8, 2018, will have the option of using 100% of their accrued sick leave towards health premiums. A new City employee who is hired into an unrepresented compensation position on or after May 8, 2018 will not be eligible to convert any of their accrued sick leave towards health premiums.

11.4.3 The City will not pay the employee upon separation in good standing from the City employment for unused sick leave accrued on or after July 1, 2020. No new sick leave hours will be eligible for the conversion or payout benefits described Agenda Item #9.6.

14 in Section 11.4 of the Program beginning July 1, 2020. Those employees who had accrued hours eligible for this benefit on or before June 30, 2020 will have such eligible hours placed into a separate bank and will be permitted to convert them in accordance with the provisions of Section 11.4.

11.5 St. Helena Charity Based Events:

In recognition of the importance of being engaged with the St. Helena community, Unrepresented Employees are eligible to be reimbursed for charity event tickets related to their employment. To be eligible for reimbursement, the event must be held within the County of Napa and directly benefit the St. Helena community. Event tickets may be purchased only for the employee up to a total reimbursable amount of $750.00 per calendar year.

11.6 Uniform Allowance:

Sworn Personnel that are members of the unrepresented compensation program shall receive an annual uniform allowance in the amount of $1,250. The Uniform Allowance will be paid twice a year: in December and June, in equal amounts.

SECTION 12: TERMINATION ALLOWANCE

12.1 Severance Pay:

In order to foster job security within a professional climate, At-will Executive Management employees who receive no protection from the City’s Personnel System may be entitled to severance pay when they are discharged from the City service. At-will Management employees terminated for cause are not eligible for severance benefits.

12.2 Allowance Schedule:

At-will Executive Management employees shall generally be entitled to two (2) months’ salary, excluding fringe benefits. All specific severance pay terms and conditions must be included in the employee’s Employment Contract, as noted in section 2 (Employment Contracts). In no event shall an employee receive a severance that is greater than the employee’s salary multiplied by the number of months left on the unexpired term of the employee’s employment contract, and all severance provisions shall comply with all other requirements of law.

Agenda Item #9.6.

UNREPRESENTED COMPENSATION

PROGRAM
Twelth Amendment
September 13, 2022 – July 1, 2022 – June
30, 2025
Adopted: March 8, 2016
First Amendment: June 24, 2016
Second Amendment: September 13, 2016
Third Amendment: June 27, 2017
Fourth Amendment: May 8, 2018
Fifth Amendment: October 8, 2019
Sixth Amendment: October 22, 2019
Seventh Amendment: July 14, 2020
Eighth Amendment: October 13, 2020
Ninth Amendment (inadvertently numbered as Eighth): February 9, 2021 Tenth Amendment: February 8, 2022
Eleventh Amendment: July 26, 2022
Agenda Item #9.6.

CITY OF ST. HELENA

UNREPRESENTED EMPLOYEE COMPENSATION PROGRAM
SECTION 1: INTRODUCTION
Section 1.1 Employee Definitions
Section 1.2 Purpose of the Unrepresented Employee Compensation Program
Section 1.3 Employees Covered
Section 1.4 Exempt Status of Management Employees Covered SECTION 2: EMPLOYMENT CONTRACTS
SECTION 3: EMPLOYEE SALARY COMPENSATION
Section 3.1 Annual Salary Adjustments
Section 3.2 Salary Schedule
Section 3.3 Confidential Pay Differential
Section 3.4 Bi-lingual Pay
Section 3.5 Out-of-Class Pay
SECTION 4: RETIREMENT BENEFITS
Section 4.1 Tier One: Pension Formulas
Section 4.2 Tier Two: Pension Formulas
Section 4.3 Tier Three: PEPRA Pension Formulas
Section 4.4 Cost Sharing Implementation – All Tiers
Section 4.5 Converting Sick Leave Balance
Section 4.6 Other Options Included in CalPERS Contract
Section 4.7 Implementation of Internal Revenue Code Section 414(h)(2) Section 4.8 All Provisions Subject to Requirements of Law SECTION 5: INSURANCE BENEFITS
Section 5.1 General Provisions
Section 5.2 Life Insurance
Section 5.3 Short-term Disability
Section 5.4 Vision Care
SECTION 6: HOLIDAYS
SECTION 7: VACATION LEAVE
Section 7.1 Vacation Entitlement
Section 7.2 Vacation Accrual
Section 7.3 Vacation usage
SECTION 8: EXECUTIVE LEAVE
Agenda Item #9.6.

SECTION 9: OTHER LEAVES OF ABSENCE
Section 9.1 Sick Leave
Section 9.2 Family Care
Section 9.3 Bereavement Leave
Section 9.4 Industrial Accident Leave
Section 9.5 Miscellaneous Leave With Pay
Section 9.6 FLMA and CFRA Leaves
Section 9.7 Leave for Pregnancy, Childbirth and Related Medical Conditions
Section 9.8 Leave of Absence Without Pay
Section 9.9 Military leave
SECTION 10: TRAINING AND PROFESSIONAL GROWTH
Section 10.1 Professional Seminars and Training
Section 10.2 Professional Membership Fees
Section 10.3 College Tuition Reimbursement
SECTION 11: OTHER BENEFITS
Section 11.1 Vehicle Allowance for Unrepresented
Employees
Section 11.2 Deferred Compensation Plan
Section 11.3 Health Club Membership
Section 11.4 Sick Leave Payout
Section 11.5 St. Helena Charity Based Events
Section 11.6 Uniform Allowance
SECTION 12 : TERMINATION ALLOWANCE
Section 12.1 Severance Pay
Section 12.2 Allowance Schedule
Agenda Item #9.6.

SECTION 1: INTRODUCTION
All provisions of this resolution only apply to At-will Executive Management, MidManagement, and Confidential employees (together “Employees”) as defined herein.

1.1 Employee Definitions:

At-Will Executive Management Employee – an employee who serves at the will of the City Manager and who has responsibility for formulating, administering, and/or managing City policies and programs. In the City, this would typically be department heads.

Mid-Management Employee – an employee whose position is just below the department heads or City Manager and is responsible for managing a distinct responsibility area. MidManagers are in regular City service and are not at-will.

Confidential Employee – a Mid-Management employee, who in the course of his or her duties, has access to confidential information relating to the City’s administration of employer-employee relations. This access may include instances of an occasional but critical nature or due to the employee whose position requires the incumbent to provide direct administrative support to a manager who has such access.

1.2 Purpose of the Unrepresented Employee Compensation Program:

For At-will Executive Management, Mid-Management, and Confidential employees (together “Employees”), this resolution is adopted to promote the development of a stronger, more effective Management Team, not merely for purposes of employeremployee relations but also as a means of recognizing outstanding management performance in all public service areas. These general purposes may be achieved through several means, notably: training, more effective communication among departments, and clear identification of goals and objectives. Also inherent in such a program is the means of retaining good department heads and mid-managers and strengthening the managers (if any) who’s effectiveness and performances fall short of reasonable levels of expectation. This resolution is also referred to herein as the “Unrepresented Program.” This resolution sets forth all of the compensation and benefits for the positions set forth in section 1.3.

1.3 Employees Covered:

Employees covered under this program shall include the following:

A. At-Will Executive Management
Administrative Services Director
Assistant City Manager
Director of Community Development
Fire Chief
Library Director
Police Chief
Agenda Item #9.6.

14 Public Works Director
Parks & Recreation Director
City Clerk
B. Mid-Management
Assistant Public Works Director
Chief Building Official
Library Manager
Police Lieutenant
Management Analyst
Public Works Assistant Operations Manager
Public Works Operations Manager
Senior Management Analyst (non-Confidential)
Senior Planner
Senior Engineer
Treatment Plant Manager
C. Confidential
Administrative Services Manager
Assistant Administrative Services Director
Assistant to the City Manager
Human Resources Manager
Senior Management Analyst
Additional job classes may be added to the Unrepresented Program from time to time, based upon the creation of additional City departments/divisions, the addition of new positions, or by the reclassification of existing positions to either At-will Management, MidManagement, or Confidential based upon the nature of the work.

1.4 Exempt Status of Employees Covered:

The City has reviewed the salaries and duties of the Employees covered under the Unrepresented Program and has determined that these employees are exempt from the overtime provisions of the federal Fair Labor Standards Act.

SECTION 2: EMPLOYMENT CONTRACTS
The Executive Management employees as designated in Section 1.3(A) shall be “At Will” employees, and shall enter into an employment contract, confirming the “At Will” status of the employee and setting forth any special pay or benefits such as severance pay.

Employment contracts with all At-will Executive Management employees will be approved by the City Manager, or, in the case of the City Manager’s employment contract, approved by the Council, pursuant to the terms of the City of St. Helena Municipal Code, authorizing the City Manager to appoint all At-will Executive Management employees except the City Attorney.

Agenda Item #9.6.

14 SECTION 3: EMPLOYMEE SALARY COMPENSATION

3.1 Annual Salary Adjustment:

3.1.1 Effective July 1, 2022, all bargaining unit members shall receive a Cost of Living (COLA) increase of five (5) percent.

Effective the first full period in July of each year of the successor agreement, all bargaining unit members shall receive an increase to base salary equal to the year over year (April/April) percentage increase in the San Francisco/Oakland/Hayward CPI-U with a ceiling of five (5) percent.

3.1.2 Equity Adjustment. The City will provide equity adjustments for Unrepresented positions until each classification is within five (5) percent of salary market median (95%) based on updated information from Ralph Anderson & Associates. Annual CPI increases (Article 3.1) for both the City of St. Helena and the market jurisdictions (refreshed annually) are to be considered for the purpose of this calculation. Ralph Anderson & Associates provided updated information to the City in May 2022 based off the cities/entities used in the previous study. Chart 1 provides a summary of the percent increase in salary to arrive at market median (95%) for each Unrepresented position as of May 2022.

Position Title % out of 95% Market Median
Administrative Services Director -4.8%
Administrative Services Manager -4.4%
Assistant Administrative Services Director -12.8%
Assistant City Manager 0.0%
Assistant Public Works Director -0.5%
Assistant to the City Manager 3.3%
Chief Building Official -2.2%
City Clerk 3.3%
Fire Chief -10.4%
Human Resources Manager -4.4%
Library Director -6.9%
Management Analyst -3.8%
Planning & Building Director -8.4%
Police Chief -9.8%
Police Lieutenant -23.0%
Public Works Assistant Operations Manager -5.5%
Public Works Director -3.7%
Public Works Operations Manager -5.5%
Parks & Recreation Director -10.4%
Senior Engineer -6.5%
Agenda Item #9.6.

14 Senior Management Analyst -3.8%
Senior Planner 2.8%
Treatment Plant Manager -4.1%
Equity adjustments will take place every six (6) months until each classification is within the range and will be as follows:
 7/1/22 – Equity Adjustment of two and one-half (2 ½) percent  1/1/23 – Equity Adjustment of two (2) percent
 7/1/23 – Equity Adjustment of two (2) percent
 1/1/24 – Equity Adjustment of two (2) percent
 7/1/24 – Equity Adjustment of two (2) percent
 1/1/25 – Equity Adjustment of two (2) percent
July 1st equity adjustments will be combined with the COLA for salary adjustment calculations.

3.2 Salary Schedule:

The salary ranges for Employees covered by this Unrepresented Compensation Program are set forth in Exhibit 1, attached to this resolution, and made a part hereof by reference.

3.3 Confidential Pay Differential:

Each Confidential employee will receive a 3% pay differential to be added to the employee’s base pay. This 3% pay differential will not be added to the salary range for that job class. If at any time that a currently designated Confidential employee who receives the confidential differential is deemed to be Non-Confidential, the 3% confidential differential will cease at that time, and the City will take appropriate steps to reclassify the position.

3.4 Bilingual Pay:

Bilingual pay for fluency in both English and Spanish will be paid to employees who are routinely and consistently assigned to communicate in Spanish or to provide translation for City business by communicating in Spanish. For employees who are certified as fluent in both written and verbal Spanish language, bilingual pay will be five percent (5%) of the designated employee’s base salary. For employees who are certified as fluent only in verbal Spanish language, bilingual pay will be two and one-half percent (2.5%) of the designated employee’s base salary. Only designated employees certified by the City as fluent in both English and Spanish are eligible for this additional pay.

3.5 Out-Of-Class Pay
Pay for Performing Full Duties of Higher Class: When, because of the absence of a Department Head, Executive Management, Mid-Management, or Confidential personnel, an Employee performs substantially all of the functions (full-time) of a higher Classification, the Employee will receive an increase of ten percent (10%) of his/her base wage. The increase will be effective after the third (3rd) week of the assumption of those duties and continue during the period those duties are being performed by the employee on a full-time basis. Out-Of-Class-Pay must be Agenda Item #9.6.

14 pre-approved, in writing, by the City Manager, and will be reportable to CalPERS as special compensation to the extent permitted by CalPERS rules and regulations.

Pay for Performing Partial Duties of Higher Class: When an Employee is temporarily assigned to perform substantial functions of a higher classification for at least a period of one month, but does not perform those additional duties on a full-time basis and/or the Employee assigned to the position normally responsible for the duties is not absent, the City Manager has the discretion to provide an increase of up to five percent (5%) of the Employee’s normal base wage effective on the first day of assumption of the substantial additional duties and continuing until the City Manager determines that the assignment of the additional duties ceases. This additional pay is provided at the City Manager’s sole discretion and must be pre-approved in writing. Under current CalPERS rules and regulations, this pay for performing partial duties of the higher class is not reportable special compensation.

SECTION 4: RETIREMENT BENEFITS
Management Employees are provided retirement benefits under the California Public Employee Retirement System (CalPERS) as described in this Section 4.

4.1 Tier One: 2% at 55 Retirement Program (Miscellaneous Group) and 3% at 50 (Safety Group) – Employees Hired Before July 1, 2012 (Tier One Classic Members) This section 4.1 (including subsections) shall apply to miscellaneous employees hired before July 1, 2012.

4.1.1 2% at 55 or 3% at 50 Pension Formulas: The “2% @ 55” (for miscellaneous employees) or “3% @ 50” (for safety employees) retirement programs will be available to members covered by this Section 4.1.

4.1.2 Final Compensation Based On 12-Month Period: For the purposes of determining a retirement benefit, final compensation for members covered by this Section 4.1 shall mean the highest twelve (12) consecutive month period as specified in Government Code Section 20042.

4.1.3 Required Member Contributions:

4.1.3.1 Members covered by this Section 4.1 shall continue to pay, through payroll deduction, the full 7.0% member contribution for Miscellaneous Group and

9.0% member contribution for the Safety Group.

4.1.3.2 Miscellaneous Member Pension Cost Sharing: Beginning on the effective date of the amendment to the CalPERS contract providing for cost sharing (estimated date, Spring 2016), miscellaneous members covered by this Section 4.1 shall pay, through payroll deduction, the full 7.0% employee contribution plus an additional 1% of compensation earnable toward the City’s costs for a total contribution of 8% toward the normal cost of pension benefits as permitted by Government Code Section 20516.

Agenda Item #9.6.

14 4.2 Tier Two: 2% at 60 Retirement Program (Miscellaneous Group) or 3% at 55 (Safety Group) for Members Hired On or After July 1, 2012, and Before December 31, 2012, and Unit Members Qualified for Reciprocity (Tier Two Classic Members):

This Section 4.2 (including subsections) shall apply to members hired on or after July 1, 2012, and before January 1, 2013. In addition, this Section 4.2 shall apply to members hired on or after January 1, 2013, who are qualified for pension reciprocity as stated in Government Code Section 7522.02(c) and related CalPERS reciprocity (Classic Member) requirements:

4.2.1 2% at 60 or 3% at 55 Pension Formulas: The “2% @ 60” (for miscellaneous) or “3% @ 55” (for safety) retirement programs will be available to members covered by this Section 4.2.

4.2.2 Final Compensation Based On 36-Month Period: For the purposes of determining a retirement benefit, final compensation for members covered by this Section 4.2 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service.

4.2.3 Required Member Contributions

4.2.3.1 Employees covered by this Section 4.2 shall continue to pay, through payroll deduction, the full 7.0% member contribution for Miscellaneous Group and

9.0% member contribution for the Safety Group.

4.2.3.2 Miscellaneous Member Pension Cost Sharing: Beginning on the effective date of the amendment to the CalPERS contract providing for cost sharing (estimated date, Spring 2016), miscellaneous employees covered by this Section

4.2 shall pay, through payroll deduction, the full 7.0% member contribution plus an additional 1% of compensation earnable towards the City’s costs for a total contribution of 8% toward the normal cost of pension benefits as permitted by Government Code Section 20516.

4.3 Tier Three: 2% at 62 PEPRA Retirement Tier (Miscellaneous Group) or 3% at 57 (Safety Group) is Required For Members Hired On or After January 1, 2013 and Not Qualified For Reciprocity (Not a Classic Member):

This Section 4.3 (including subsections) shall apply to members who were hired on or after January 1, 2013, and who do not qualify for pension reciprocity (not a Classic Member) as stated in Government Code Section 7522.02(c).

4.3.1 2% at 62 or 3% at 57 Pension Formulas: The “2% @ 62” (for miscellaneous) or “3% @ 57” (for safety) retirement programs will be available to members covered by this Section 4.3.

4.3.2 Final Compensation Based On 36-Months: Effective January 1, 2013, for the purposes of determining a retirement benefit, final compensation for members covered by this Section 4.3 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service as required by Government Code Section 7522.32.

4.3.3 Required Member Contributions

4.3.3.1 Required 50% of Normal Costs: As required by Government Agenda Item #9.6.

14 Code Section 7522.04(g), effective January 1, 2013, members covered by this Section 4.3 shall pay, through payroll deduction, fifty percent (50%) of normal costs.

4.3.3.2 Miscellaneous Member Pension Cost Sharing: Beginning on the effective date of the amendment to the CalPERS contract providing for cost sharing (expected Spring of 2016), in addition to paying 50% of normal costs as described above, employees covered by this Section 4.3 shall pay, through payroll deduction, an additional 1.0% of pensionable compensation toward the City’s cost of pension benefits as permitted by Government Code Section 20516.

4.4 Cost Sharing Implementation – All Tiers:

CalPERS mandates an election of employees, separate from adoption of this resolution, to provide for this cost sharing pursuant to Government Code Section 20516. As soon as practicable, the City will initiate the contract amendment process for miscellaneous employee cost sharing. Upon completion of the City’s amendment to the CalPERS contract, miscellaneous member contributions will be made pursuant to Government Code Section 20516, Member Cost Sharing of Additional Benefits. The City will consider cost sharing for the Fire Chief at a future date.

4.5 Converting Sick Leave Balance:

An employee who retires may convert his/her unused sick leave balance to service credit as provided by Government Code Section 20965. Any accrued unused sick leave credit that is paid out at termination will not be available for conversion to service credit.

4.6 Other Options Included In CalPERS Contract: Employees shall be eligible for other options included in the City’s contract with CalPERS as stated in that contract, and allowed by law.

4.7 Implementation of Internal Revenue Code Section 414(h)(2):

As permitted by Internal Revenue Code Section 414(h)(2) and Government Code Section 20516, each employee shall pay, through payroll deductions, the PERS contributions described in this Article 11 with state and federal income tax on the PERS member contribution deferred to the extent permitted by Internal Revenue Code, 26 USC Section 414(h)(2).

4.8 All Provisions Subject to Requirements of Law:

The City is required to comply with all requirements of law governing the CalPERS retirement program, including, but not limited to eligibility and reporting requirements. In implementing this Unrepresented Compensation Program Resolution and related practices, the City will comply with the requirements of law, and those legal requirements prevail over any inconsistent prior practices or prior resolutions.

SECTION 5: INSURANCE BENEFITS
Agenda Item #9.6.

14 5.1 General Provisions:

The City will pay the full cost of the employee’s health insurance plan to cover both the employee and the employee’s dependents. The City will pay the full cost for dental coverage for the employee and her/his dependents. When an employee commences work with the City, the effective date of coverage of his/her benefits distribution selection shall be established by the individual carrier. In most cases, coverage begins the first of the month following date of hire.

Employees will choose from available insurance programs and/or health and welfare plans at the time of hire or as carriers allow during Open Enrollment periods. Dependent coverage may be added or deleted between Open Enrollment periods subject to conditions imposed by the selected carriers.

5.2 Life Insurance:

The City will provide term life insurance for each employee, not to exceed $50,000.

Employees may elect to increase the value of their life insurance policy by $20,000 at their own expense for a total policy value of $70,000. Employees opting for the additional coverage will have the cost of that coverage deducted from their pay.

5.3 Short-term Disability Insurance: The City will pay for the employee’s cost to participate in the State Disability Insurance (SDI) program.

5.4 Vision Care: The City will pay for vision care benefits, for the employee and all dependents through VSP Vision Care Insurance.

SECTION 6: HOLIDAYS
All Unrepresented employees shall receive 12 paid holidays per year, as follows:

Holiday Day Observed
New Year's Day January 1
Martin Luther King, Jr. Birthday 3rd Monday in January
President's Day 3rd Monday in February
Cesar Chavez Birthday March 31st
Memorial Day Last Monday in May
Independence Day July 4th
Labor Day 1st Monday in September
Veteran's Day November 11th
Thanksgiving Day 4th Thursday in November
Day after Thanksgiving Friday following Thanksgiving
Christmas Eve Day December 24th
Christmas Day December 25th
It is the intent of this resolution that all full-time employees receive 12 paid holidays regardless of their assigned workweek. When a holiday falls on a Saturday, the preceding Agenda Item #9.6.

14 Friday shall be deemed a holiday. When a holiday falls on a Sunday, the following Monday shall be deemed a holiday. When an employee is required to work on a holiday, s/he may select another day as holiday leave with pay during the fiscal year with the consent of the City Manager.

Floating Holidays: Except for the calendar year they are hired, on January 1st of each year, employees earn 16 hours of floating holiday for use during that calendar year, taken in at least 8-hour increments. The hours must be used by the end of the calendar year and does not accrue. After five years of service, employees earn 40 hours of floating holiday.

SECTION 7: VACATION LEAVE

7.1 Vacation Entitlement:

Employees shall accumulate vacation in accordance with the following vacation entitlement schedule:

Years of Vacation Days
Continuous Service Earned/Year
1 – 5 years 10
6th year 15
7th year 16
This pattern continues until 20 days per year is reached. On the employee’s 25th anniversary and every five years thereafter, one additional day will be awarded on that year.

7.2 Vacation Accrual:

Employees shall begin earning vacation upon the first day of employment. Vacation leave time shall be accrued as it is earned; odd fractions rounded to the nearest tenth. Vacation time shall not be taken until earned and shall be subject to other provisions of this resolution. When an employee is on a leave without pay status, s/he shall not be entitled to earn vacation.

For purposes of calculating vacation earned upon termination, the employee’s final accrual will be prorated, based on the days worked in the employee’s last month of employment. Upon termination of an employee’s service with the City, s/he shall be paid a lump sum for all earned vacation not taken, at the employee’s hourly rate then in effect.

An employee who was a member of the unrepresented compensation program before May 8, 2018 may accrue a maximum of 380 vacation hours. An employee who is hired or promoted into an unrepresented compensation position on or after May 8, 2018 may accrue a maximum of 280 vacation hours.

7.3 Vacation Usage:

An employee may take vacation at a time approved by the employee’s direct supervisor, Agenda Item #9.6.

14 or, in the case of the City Manager, after notification of the City Council. It is the policy of the City that employees take their normal provided vacation leave each year.

Employees should not be earning vacation leave once their accrued vacation balance has reached 380 hours. All employees who have accrued at least 380 hours of vacation shall expend at least 80 hours of vacation leave per calendar year with at least 40 hours being consecutive.

SECTION 8: EXECUTIVE LEAVE
In recognition of the extra hours required to perform at the level of management, including attendance at numerous meetings outside normal working hours and the fact that employees who are exempt from FLSA are not compensated for overtime work, the following executive leave policy shall be implemented:

Each FLSA-exempt, unrepresented employee may receive up to five (5) days Executive Leave annually at the discretion of the City Manager provided on January 1st of each year.

On January 1st of each year, all hours not taken in the prior year will be lost unless an extension of time is granted by the City Manager. Additionally, at-will executive staff, the Assistant Administrative Services Director, the Assistant Public Works Director, and the Assistant to the City Manager may receive up to another five (5) days Executive Leave annually at the discretion of the City Manager provided on July 1st of each year, and all hours not taken by December 31st of the same year will be lost unless an extension of time is granted by the City Manager.

Newly hired employees shall have Executive Leave awarded to them in the following prorated manner:

If the employee is hired from:

January – March 40 hours awarded on the date of hire
April – June 30 hours awarded on the date of hire
July – September 20 hours awarded on the date of hire, 40 hours additional atwill October – December 10 hours awarded on the date of hire, 20 hours additional atwill SECTION 9: OTHER LEAVES OF ABSENCE

9.1 Sick Leave:

Employees shall accrue and use sick leave in accordance with City of St. Helena Agenda Item #9.6.

14 Personnel/Administrative on Sick Leave.

9.2 Family Care:

Except as otherwise required by state or federal law, sick leave may be used to care for the employee’s child, spouse, or domestic partner who is incapacitated by a serious health condition as defined by state of federal Law. Sick leave utilized for Family Care shall not exceed forty-eight (48) hours per occurrence.

9.3 Bereavement Leave:

Leave with pay up to 3 days per year in state/5 days out of state shall be granted by the City Manager to employees in case of the death of spouse or domestic partner regardless of gender, parent or step-parent, grand-parent, child, or stepchild, brother or sister, parent-in-law, brother/sister-in-law, son/daughter-in-law, or any relative in the immediate household of the employee. Bereavement leave shall not be charged against any accumulated leave. Additional time off (vacation, executive leave) may be taken if approved by the City Manager.

9.4 Industrial Accident Leave:

The City shall provide paid leave and benefits consistent with the State’s Worker’s Compensation laws.

9.5 Miscellaneous Leave With Pay:

Employees shall be granted a leave of absence with full pay for jury duty; subpoena of the employee as a witness; or attendance in court resulting from the employee’s official duties as assigned by the City Manager. Any compensation received by the employee for the above, except for travel reimbursement, shall be promptly remitted to the City by the employee.

9.6 Leave Pursuant to the Family and Medical Care Leave Act and the California Family Rights Act:

Employees shall be entitled to take leave in response to the birth or adoption of a child, or the placement of a child with the employee for foster care; the employee’s own serious health condition, or to care for a child, parent or spouse of the employee who has a serious health condition; for a “qualifying exigency” arising from the foreign deployment of the employee’s spouse, son, daughter, or parent with the Armed Forces; or to care for a servicemember with a serious injury or illness if the employee is the servicemember’s spouse, son, daughter, parent or next of kin, as specified in the federal Family and Medical Care Leave Act (FMLA) and the California Family Rights Act (Government Code Section 12945.2). Employees may use their accrued leave balances during such leave.

If the period of leave exceeds the employer’s accrued leave balances, the employee shall take the balance of the leave as unpaid leave.

9.7 Leave for Pregnancy, Childbirth and Related Medical Conditions (California Government Code Section 12945):

In addition to leave authorized by Section 9.6, eligible employees may take leave based Agenda Item #9.6.

14 on pregnancy, childbirth, or related medical conditions pursuant to California Government Code Section 12945. Generally, this leave should not exceed six (6) weeks for a normal pregnancy, childbirth, or related conditions, but may be taken for a period of up to a total of four (4) months if the employee is disabled due to pregnancy, childbirth, or other medical conditions. The need for leave beyond six (6) weeks due to disability shall be verified in writing by the employee’s physician. The employee may use accrued leave balances during leave taken pursuant to this Section. If the period of leave exceeds the employee’s accrued leave balances, the balance of the leave shall be taken as unpaid leave.

9.8 Leave of Absence Without Pay:

Upon the written request of any employee, the City Manager may approve in writing a leave of absence without pay for a period up to thirty (30) calendar days. Except in the cases of illness or maternity, an employees' request for Leave Without Pay shall be submitted to the City Manager, accompanied by a recommendation or an explanation from the manager as to how an adequate level of service can be maintained during her/his absence. Such leave may be extended up to one calendar year by action of the City Council.

9.9 Military Leave:

An employee called to active duty in any reserve component of the Armed Forces of the United States or the National Guard shall be granted a leave of absence for the duration of said active duty. Any full-time employee on a military leave of absence shall be compensated as outlined in the City’s Personnel Policies Manual if the employee provides proper documentation from the Commanding Officer concerning their active duty; or, if the employee is a Commanding Officer, with a copy of the order to report to active duty and any applicable extension orders.

SECTION 10: TRAINING AND PROFESSIONAL GROWTH

10.1 Professional Seminars and Training:

To promote continued development of skills, knowledge, and abilities among the Employee, the City Manager may grant time off to employee(s) for educational leave.

Such leave may be received in order to attend professional, technical, or managerial workshops, courses, conferences, conventions, seminars, or related activities. The cost of attendance at these activities, including travel, per diem, registration, tuition, materials or other reasonable costs, are legitimate City expenditures as provided for in the annual City Budget.

10.2 Professional Membership Fees:

Most At-will Executive Management, Mid-Management, and Confidential personnel are expected to maintain membership in appropriate professional organizations. These memberships serve to acquaint the City with the current state-of-the-art in these professional areas by means of publications and special activities. The City will include the costs of these membership fees in the respective department budgets, subject to approval by the City Manager.

Agenda Item #9.6.

14 10.3 College Tuition Reimbursement:

An employee who is taking courses in a field related to his/her employment may receive reimbursement for tuition and/or materials up to $1,500 per year of the reasonable cost for books and tuition per fiscal year.

SECTION 11: OTHER BENEFITS

11.1 Vehicle Reimbursement:

Covered employees to a far greater extent than most other City employees are required to travel throughout the City and the County to fulfill their job requirements. This travel is frequently required outside of normal working hours. In recognition of this employment requirement, the City may provide either the use of a City vehicle or pay an auto allowance of $200 per month. In addition, if travel is required by the employee in his/her personal vehicle beyond the County line, mileage shall be reimbursed at the same rate as set by the IRS.

11.2 Deferred Compensation Plan:

Employees may elect payroll deductions in an amount permissible under IRS regulations, to be placed in a deferred compensation program administered at no cost to the City. To the extent allowed by law, such monies deposited would become tax deferred and would be subject to income taxation in the year they are withdrawn from the deferred compensation program. The City shall match up to $200 per month to the employee’s contribution into the City’s deferred compensation program.

11.3 Health Club Membership:

The City will pay a one-time membership fee of $25.00 towards employee enrollment in a health clubs.

11.4 Sick Leave Payout:

11.4.1 Payout upon separation, the City will pay out 50% of accrued sick leave for an employee who was an unrepresented compensation member before May 8, 2018. A new City employee who is hired into an unrepresented compensation position on or after May 8, 2018 will not be eligible for any sick leave pay out.

11.4.2 Retirees conversion, upon meeting REMIFs retiree eligibility to participate in retiree benefits, an employee who was an unrepresented compensation member before May 8, 2018, will have the option of using 100% of their accrued sick leave towards health premiums. A new City employee who is hired into an unrepresented compensation position on or after May 8, 2018 will not be eligible to convert any of their accrued sick leave towards health premiums.

11.4.3 The City will not pay the employee upon separation in good standing from the City employment for unused sick leave accrued on or after July 1, 2020. No new sick leave hours will be eligible for the conversion or payout benefits described Agenda Item #9.6.

14 in Section 11.4 of the Program beginning July 1, 2020. Those employees who had accrued hours eligible for this benefit on or before June 30, 2020 will have such eligible hours placed into a separate bank and will be permitted to convert them in accordance with the provisions of Section 11.4.

11.5 St. Helena Charity Based Events:

In recognition of the importance of being engaged with the St. Helena community, Unrepresented Employees are eligible to be reimbursed for charity event tickets related to their employment. To be eligible for reimbursement, the event must be held within the County of Napa and directly benefit the St. Helena community. Event tickets may be purchased only for the employee up to a total reimbursable amount of $750.00 per calendar year.

11.6 Uniform Allowance:

Sworn Personnel that are members of the unrepresented compensation program shall receive an annual uniform allowance in the amount of $1,250. The Uniform Allowance will be paid twice a year: in December and June, in equal amounts.

SECTION 12: TERMINATION ALLOWANCE

12.1 Severance Pay:

In order to foster job security within a professional climate, At-will Executive Management employees who receive no protection from the City’s Personnel System may be entitled to severance pay when they are discharged from the City service. At-will Management employees terminated for cause are not eligible for severance benefits.

12.2 Allowance Schedule:

At-will Executive Management employees shall generally be entitled to two (2) months’ salary, excluding fringe benefits. All specific severance pay terms and conditions must be included in the employee’s Employment Contract, as noted in section 2 (Employment Contracts). In no event shall an employee receive a severance that is greater than the employee’s salary multiplied by the number of months left on the unexpired term of the employee’s employment contract, and all severance provisions shall comply with all other requirements of law.

Agenda Item #9.6.

Report to the City Council
Regular City Council - 13 Sep 2022
Agenda Section: OLD BUSINESS
Subject: Water and Wastewater Rate Study Update regarding:

1. Pricing Objectives Exercise - Review and Discuss
Exercise Results; and

2. Reserves Policies - Review and Discuss Existing
Policy and Alternative Policies; and

3. Capital Improvement Program (CIP) - Presentation of
Long-Term Capital Program for Water and Wastewater.

CEQA
Determination:

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

BACKGROUND
On December 3, 2021, the City released a Request for Proposals (RFP) for professional services to complete an updated Water and Wastewater Rate study. The City received a total of eight proposals. Based on the proposal, consultant’s relevant experience, capacity for public engagement, references and interview, staff selected Raftelis. On March 25, 2022, the City Council awarded a Professional Services Agreement to Raftelis to engage in the activities outlined in the proposal.

Raftelis continues to work with staff to collect data and analyze existing policies to assist with developing the framework for the rate study and build the financial model. Raftelis compiled information regarding Pricing Objectives, Reserve Policies, and the Long-term Capital needs for the Water and Wastewater systems. This information was presented to the Water and Wastewater Rate Study Advisory Committee for feedback on August 25, 2022.

Agenda Item #10.1.

DISCUSSION
Raftelis will provide a presentation on the following information:

Pricing Objectives Exercise
Within the constraints of legal requirements and industry norms, the best rate structure is the one that is right for a given community. Properly designed rate structures should always collect the appropriate amount of revenue defined in the financial and cost of service exercises. However, rate structures are also important communication tools, addressing the unique characteristics of a water or sewer utility, the values of its customers, and the concerns of other stakeholders in the community. Objectives for pricing and rate structuring support broad policies and serve as discussion points when evaluating and designing alternative rate structures.

Raftelis developed a pricing objectives exercise (Attachment A), which was completed by the City Council and Water and Wastewater Rate Study Advisory Committee, to prioritize policy objectives that will be used to develop a framework in subsequent meetings prior to modeling actual rates.

The following eight policy objectives (Table 1) were developed to help guide the selection process of appropriate alternative structures: Administration, Affordability, Conservation, Defensibility, Equity, Rate Stability, Financial Stability, and Customer Understanding.

Table 1: Policy Objectives and Associated Sub-Objectives for Rate Structure Evaluation Defensibility Customer
Understanding Rate Stability Conservation
• Reduce
likelihood of
challenge
• Increase
likelihood of
withstanding
challenge
• Ease of
understanding
• Straightforward bills
• Ratepayers
can discern
changes to
rates
• Avoid rate
and
revenue
volatility
• Minimize
customer
impacts
• Reduce
total use
• Reduce
large
volume use
• Reduce
peak use
Administration Equity Financial
Sustainability Affordability
• Ease of
implementation
• Compatibility
with existing
systems
• No new costs
• Equity
among
customer
classes
• Equity
between
customer
classes
• Generate
adequate
revenues
over time
• Generates
stable cash
flow month
to month
• Affordability
for
essential
use
• Affordability
for average
use
Agenda Item #10.1.

• Intergenerational
equity
The pricing objectives exercise included a policy statement for each objective, as well as the advantages and disadvantages.

Raftelis will present the analysis of the pricing objectives exercise and explain how the results will be incorporated into the rate setting process.

Reserve Policies
The City of St. Helena developed reserve policies in an effort to ensure financial security through the maintenance of a healthy fund contingency balance that guides the creation, maintenance, and use of resources for financial stabilization purposes. The City’s primary objective is to maintain a prudent level of financial resources to mitigate risk due to temporary revenue shortfalls or unpredicted one-time expenditures. The City also seeks to maintain the highest possible credit ratings which are dependent, in part, on the City’s maintenance of a healthy fund balance.

The City should maintain balances in the Water and Wastewater Funds at a level sufficient to accommodate operating and capital needs. City Council’s directed target for the Water Fund is 10-14 months (83%-106%) of annual operating expenditures in cash and the Wastewater Fund 6-8 months (50%-67%) of annual operating expenditures in cash. These amounts include cash balances in the Water and Wastewater Capital Improvement Project Funds. Multi-year fee studies for these funds should be updated periodically as a basis for defining the revenue sources necessary to maintain system infrastructure and required service levels. As a result of the periodic fee or master plan studies, adjustments to user charges may be necessary to maintain recommended fund balance levels.

Raftelis will discuss comparative reserve policies and will review policy considerations.

Capital Improvement Program - Water and Wastewater
The City’s five-year Capital Improvement Program (CIP) is a multi-year planning instrument that guides the construction of new facilities/infrastructure and the expansion, rehabilitation, or replacement of existing City-owned assets. The adopted CIP becomes the guiding document for the prioritization of projects, provides projected programming, and provides estimated costs over a five-year period. The current Five-Year Capital Improvement Program for Fiscal Years 2022-23 to 2026-27 was adopted by City Council on June 14, 2022.

The information included in the adopted CIP is updated annually to reflect changing priorities, updated costs, funding availability, and project completion. A new five-year CIP is submitted to City Council annually with recommended projects, adjustments to project budgets, funding sources, descriptions, and/or schedules.

Agenda Item #10.1.

Taking the information from the FY 2022-23 to FY 2026-27 five-year CIP list, the four sources listed below, and other unfunded CIP needs, staff compiled a 30-year master CIP worksheet. The projects in the 30-year list are from the various 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)
Raftelis will present the list of CIP projects for both the water and wastewater enterprise with the following information:

1. Highlight some of the primary projects;

2. Highlight the short-term water and wastewater projects;

3. Review possible CIP scenarios.

FISCAL IMPACT
Not Applicable.

RECOMMENDED ACTION
Discuss and provide feedback.

ATTACHMENTS
Attachment A - Pricing Objectives Exercise
St. Helena Rate Study City Council Presentation_Sept_13 Agenda Item #10.1.

Pricing and Policy Objectives
Exercise Worksheet

1. OVERVIEW
Within the constraints of legal requirements and industry norms, the best rate structure is the one that is right for a given community. Properly designed rate structures should always collect the appropriate amount of revenue defined in the financial and cost of service exercises. However, rate structures are also important communication tools, addressing the unique characteristics of a water or sewer utility, the values of its customers, and the concerns of other stakeholders in the community. Objectives for pricing and rate structuring support broad policies and serve as discussion points when evaluating and designing alternative rate structures. Raftelis has developed an extensive list of policy objectives (and sub-objectives) to aid in the development of multiple alternative structures as part of the current rate study. Most objectives and sub-objectives relate to rate design, however, some relate more to utility financial planning.

Both the financial plans (gross rate revenue needs) and the cost allocations (rate structures) are important components to the rate study. In this exercise we break down the policy objectives and sub-objectives into a fundamental statement, with a brief discussion of the pros and cons of each. 2. BACKGROUND
Raftelis developed the following eight policy objectives (Table 1) to help guide the selection process of appropriate alternative structures: Administration, Affordability, Conservation, Defensibility, Equity, Rate Stability, Financial Stability, and Customer Understanding. To inform the Water and Wastewater Rate Study Advisory Committee (“Advisory Committee”), each policy objective includes a policy statement, discussion notes, and advantages and disadvantages of the policy. Prioritization of policy objectives by the Advisory Committee will be used to develop a framework in subsequent meetings prior to modeling actual rates. The results of the exercise will be utilized for both the water and wastewater utility services.

ATTACHMENT A Agenda Item #10.1.

Pricing Objectives Exercise
City of St Helena – Water and Wastewater Rate Study
July 1, 2022
2 | P a g e
Table 1: Policy Objectives and Associated Sub-Objectives for Rate Structure Evaluation Agenda Item #10.1.

Pricing Objectives Exercise
City of St Helena – Water and Wastewater Rate Study
July 1, 2022
3 | P a g e
Policy Objective 1 –Defensibility
Policy Statement: Recognizes that any rates for water and wastewater service in California can be challenged for any reason under Proposition 218. Rates charged to customers should be developed in a manner that reasonably anticipates challenges to rates.

Discussion: This objective highlights the importance of designing rates that are objective, rational, and with the least degree of creativity. In all cases we will develop a study report that produces a strong administrative record. Advantages of the Policy Objective: Promoting defensibility of rates and creating structures that are cost- based, objective, and rational, can help ensure stability year over year and allow staff time and City resources to be spent on essential functions. Disadvantage of the Policy Objective: To reduce perceived risk, rate structure(s) may be simplified and ignore, or minimize, other important policy objectives such as affordability and conservation. Sub-Objectives:  Reduce the likelihood of challenge – Producing a rate structure perceived to be fair, well documented, and well-communicated reduces the likelihood of legal challenge. This may lead to more efficient and less costly administration.  Increase the likelihood of withstanding challenge – Should rates be challenged, having a strong administrative record and supporting documentation to support the rate structures and study decisions improves a favorable outcome.

Policy Objective 2 –Customer Understanding
Policy Statement: Recognizes the advantages of designating rate structures that are easily understood by ratepayers
Discussion: This objective highlights the importance of keeping rate structures, and changes to rate structures, simple. Customer communications and clarity of bills should be considered as part of this principle. Significant public outreach during the study, and through implementation, help to mitigate some customer understanding concerns.

Advantages of the Policy Objective: Creating structures that are easy for ratepayers to understand will minimize user-related administrative burdens. If customers understand the basis of their bills, they will have the ability to quickly calculate charges and conclude that they are fair. Disadvantage of the Policy Objective: Simplifying the rate structure generally reduces the degree of fairness and equity across user groups and may also limit conservation and affordability outcomes. It may also limit the types of rate structures for evaluation.

Agenda Item #10.1.

Pricing Objectives Exercise
City of St Helena – Water and Wastewater Rate Study
July 1, 2022
4 | P a g e
Sub-Objectives:  Ease of understanding – The ability for the rate structures to be explained in a manner that can be understood by the layperson. This creates a positive effect on the acceptance of charges for service.  Straight-forward bills – Implementing a new or modified rate structure merits careful consideration as wholesale changes can require upfront investments in outreach, communications, and interim investments in customer service staffing and other resources.  Discernable rate changes – Producing a rate structure where the layperson can explain the changes and calculate changes to charges on the bill reduces confusion, reduces the burden on administration, and generally leads to acceptance of the rates as fair. Policy Objective 3 – Rate Stability Policy Statement: There are advantages to an agency generating stable rates from customers. These policies are achieved by selecting specific funding mechanisms for long-term finances and/or incorporating specific cost components into rate structures. Discussion: This principle highlights the importance of predicable rates to customers year-over-year while minimizing the effects of rate structure changes.

Advantages of the Policy Objective: The practice of ensuring rate stability generates gains in customer understanding and financial health through less revenue volatility seasonally and annually. Disadvantages of the Policy Objective: Setting user charges to maximize rate stability may reduce equity among and between user classes and may be perceived as unfair and inequitable. Additionally, prioritizing rate stability often reduces the conservation signaling of rates. Sub-Objectives:  Avoid bill volatility – To reasonably ensure that rates and charges are predictable across billing cycles and without sharp fluctuations in magnitude or structure year over year. Certain rate structures and long-term financial plans are more effective at guarding against rate spikes and highly fluctuating user bills.  Minimize customer impacts – Aims to minimize the financial impact of rate structure changes to customers to the greatest degree possible.

Agenda Item #10.1.

Pricing Objectives Exercise
City of St Helena – Water and Wastewater Rate Study
July 1, 2022
5 | P a g e
Policy Objective 4 – Conservation
Policy Statement: Scarce water resources, cyclical drought, and regulatory mandates should be reflected in the rates and charges. The rate structure should encourage a reduction in water demands and empower necessary water management efforts by the City. Discussion: This principle recognizes the limited water availability of the potable system, as well as the environmental and financial impact of water and wastewater mitigation activities. The rates should encourage reduced use of a limited resource to the greatest extent under the law. Advantages of the Policy Objective: This policy attempts to align the costs of conservation activities, customer demand patterns, and the water supply portfolio with customers and customer classes, which cause the City to incur those costs. This has the effect of reducing the burden to lower volume users and benefits equity and affordability of service.

Disadvantages of the Policy Objective: Typically, rate structures emphasizing efficiency, conservation, and reduced water use generate increased revenue volatility to the agency. This volatility may be seasonal changes in cashflow or a potential net revenue loss in times of significant reduction beyond projected demand.

Sub-Objectives:  Reduce total use – Use of best available data and planning documents should be employed to develop a rate structure that promotes the efficient use of water. Example includes identifying efficient water requirements at the parcel level for certain classes of customer.  Reduce large volume use – Relies on price signaling to deter high volume water use and promote conservation and the efficient use of water.  Reduce peak use – Aims to curtail use during the highest demand periods of the year to take pressure off certain facilities and/or reduce purchasing and conveyance of water from more expensive sources. Policy Objective 5 –Administration
Policy Statement: Recognizesthe advantages of designating rate structuresthat are simple to implement, administer, and update by staff. Discussion: This objective highlights the importance of keeping structures and the process of administering them practical. Ratepayer education and communications, as well as clarity of bills, should be considered as part of this principle.

Advantages of the Policy Objective: Creating structures that are easy for ratepayers to understand and for staff to implement will minimize rate-related administrative issues. If staff can implement the rates and charges without modifying systems, it reduces staff time, implementation costs, and opportunities for delays.

Agenda Item #10.1.

Pricing Objectives Exercise
City of St Helena – Water and Wastewater Rate Study
July 1, 2022
6 | P a g e
Disadvantage of the Policy Objective: Maximizing the ease of administration may not allow for certain rate structures or modifications of rate structures. This may mean simplifying rate structures which could limit achieving other objectives. Sub-Objectives:  Ease of implementation– Implementing a new rate structure merits careful consideration as rate structure implementation may require upfront (one-time) costs such as data gathering or billing system changes. An easy-to-administer structure does not negatively impact the ongoing costs of administration, which are predominately staffing costs.  Compatibility with existing systems – A new rate structure should not require modifications to the customer information and billing systems or inter-departmental changes. This reduces the time to implement changes and the level of effort by staff.  No new costs – Any new rate structure should not require one-time costs or costs that would otherwise not be incurred if not for the rate structure. Staff should be able to utilize the existing systems and update rates and charges effortlessly.

Policy Objective 6 –Equity
Policy Statement: In compliance with Article XIII D of the State Constitution (commonly referred to as Proposition 218), governing statutes of State Law, and industry best practices, rates and charges should be cost-based, fairly apportioned among classes of customers, and account for the substantive provisions of the law through a sound, technically defensible methodology. Discussion: This objective highlights the importance ofratepayers’ perception of fairness and equity, while recognizing that absolute equity among all users and user classes may not be achieved. Rates should generally be perceived as fair, reasonable, and equitable for all.

Advantages of the Policy Objective: This principle reinforces the priority of treating all customer classes fairly. Also, it acknowledges the practical obstacles that prevent perfect equity, such as excessive administrative costs or technical costs incurred solely to achieve marginal gains in equity. Disadvantages of the Policy Objective: “fairness” and “equity” can be subjective and requires the Advisory Committee and policymakers (City Council) to apply discretion and judgment. More, equity can be interpreted at the system level, customer class level, or intra-class level. Sub-Objectives:  Equity among customer classes – States that a rate structure achieves equity by allocating costs fairly and proportionally within user groups (customer classes). For example, tiered water rates and variable component wastewater rates attempt to increase equity within a class of customers.  Equity between customer classes - States that a rate structure achieves equity by allocating costs fairly and proportionally across distinct user groups of systems. For example, equity between residential users, commercial users, and agricultural users.

Agenda Item #10.1.

Pricing Objectives Exercise
City of St Helena – Water and Wastewater Rate Study
July 1, 2022
7 | P a g e
 Inter-generational equity – States that a rate structure achieves equity by matching the costs of impacts to those who have caused the impacts. The objective aims to protect current and future users from disproportionately bearing costs due to past, or projected, activities. Inter- generational equity also relates to the future costs of infrastructure investment and reinvestment and who should pay.

Policy Objective 7 –Financial Stability
Policy Statement: There are advantages to an agency in increasing revenue certainty. It is important to establish rates that generate adequate revenues from year to year, regardless of climate cycles or variation in water use. These policies are achieved by selecting specific funding mechanisms or selecting specific rate structures. Discussion: This principle highlights the importance of ensuring adequate revenue generation for maintaining a self-sustaining agency. Revenues must be adequate to fund technical, personnel, and other operational costs. Revenue generation should be predictable with little variability. Advantages of the Policy Objective: The practice of ensuring revenue sufficiency and stability generates additional gains in financial health and generally reduces volatility in future rates. This generally reduces utility financial risk and generally makes the utilities more attractive to external entities (e.g. bond rating).

Disadvantages of the Policy Objective: While pursuing a rate structure that promotes financial stability is advantageous, setting user charges in a fashion that fixes a user’s bill may be perceived as unfair and inequitable. The public may perceive the need as unnecessary and that the agency has little incentive to be judicious with operating and management costs. Sub-Objectives:  Generate adequate revenues – The ability of the rate structure and financial plan to generate stable and predictable revenues on an annual basis. Specific types of rate structures are more effective at maintaining revenue stability than others. Adequate revenues ensure, for example, that technical studies can be conducted, qualified personnel can be retained, and that operational costs of the utility are covered.  Generate stable cash flow – The ability of the rate structure to generate stable and predictable revenues in each billing cycle. Specific types of rate structures are more effective at maintaining revenue stability than others. Adequate revenues ensure, for example, that technical studies can be conducted, qualified personnel can be retained, and that operational costs of the Agency are covered.

Agenda Item #10.1.

Pricing Objectives Exercise
City of St Helena – Water and Wastewater Rate Study
July 1, 2022
8 | P a g e
Policy Objective 8 –Affordability
Policy Statement: Utility bills should be affordable to customers, and the rate and charges should be developed to deliver the greatest degree of affordability possible. Significant and/or unexpected rate changes may impose financial hardships on certain types of customers and cause otherwise affordable charges to become unaffordable. Discussion: Affordable rates require a balance between generating stable and sufficient revenue for operations and providing flexibility to customer bills. Alternative rate structures may result in improvement or deterioration of charges perceived to be affordable. Advantages of the Policy Objective: Flexibility in bills allows users a degree of choice and control over their charges. More, lower-income, fixed income, and/or those facing financial hardship are more likely to stay current on their charges with charges deemed affordable by the community.

Disadvantages of the Policy Objective: Affordability is relative to each customer and can be challenging to define. What may be affordable for one user is unaffordable to another. Additionally, affordability efforts generally present a tradeoff with revenue stability.

Sub-Objectives:  Affordability for essential Use – This sub-objective addresses the importance of maintaining the price - i.e., that which is used for health and sanitation – at the lowest cost possible while considering the needs of the utility and regulatory conditions. This ensures that affordable outcomes are maximized for the lowest volume water users and those most financially vulnerable.  Affordability for average Use – Aims to make charges for water and wastewater service affordable for the average user within a class of users, irrespective of absolute use or economic conditions.

Agenda Item #10.1.

Pricing Objectives Exercise
City of St Helena – Water and Wastewater Rate Study
July 1, 2022
9 | P a g e

3. PRICING OBJECTIVES EXERCISE
s
Agenda Item #10.1.

1 City of St. Helena
Water and Wastewater Rate Study UpdateCity Council Meeting – September 13, 2022 Agenda Item #10.1.

1. Pricing Objectives Results

2. Reserves Policies Discussion3. CIP Evaluation4. Next 2 Agenda
Agenda Item #10.1.

3 Pricing Objectives
Exercise
Agenda Item #10.1.

Pricing
Objectives
4 Administrative Ease
Defensibility
Conservation
Equity
Customer Understanding
Financial Stability
Revenue Stability Affordability
Agenda Item #10.1.

PRICING OBJECTIVES RESULTS
City Council (CC)
Importance Objective CC Ranking
Most Important Financial Stability
1 Very Important Conservation
2 More Important Equity
3 Important Affordability 4Important Rate Stability 5Somewhat Important Defensibility 6 Less Important Customer Understanding T7
Least Important Administration T7
Agenda Item #10.1.

PRICING OBJECTIVES RESULTS

RATE STUDY ADVISORY COMMITTEE (RSAC)
Importance Objective RSAC Ranking
Most Important Equity
1 Very Important Financial Stability
2 More Important Conservation
3 Important Affordability 4Important Rate Stability 5Somewhat Important Defensibility 6 Less Important Customer Understanding 7
Least Important Administration 8
Agenda Item #10.1.

PRICING OBJECTIVES RESULTS

COMPARISON
Importance Objective CC Ranking RSAC Ranking
Most Important Financial Stability 12Very Important Conservation 23More Important Equity 31Important Affordability 4 4Important Rate Stability 5 5Somewhat Important Defensibility 6 6 Less Important Customer Understanding T7 7
Least Important Administration T7 8
Agenda Item #10.1.

KEY OBJECTIVES
Objective DefinitionsFinancial Stability Adequate revenues and stable cash flowsConservation Reduce overall water demands (per capita, large volume user, and peak water use) Equity
Fairness among and between classes; intergenerationally between current and future ratepayers Agenda Item #10.1.

KEY OBJECTIVES –

FINANCIAL APPROACHES
9 Financial Stability
• Strong reserves policies• Utilize debt financing for major capital projects (smooth cash outflows)
• Maintain drought rates during
shortage
Financial Stability
• Strong reserves policies• Utilize debt financing for major capital projects (smooth cash outflows)
• Maintain drought rates during
shortage
Conservation
• Robust conservation program
funding i.e. rebates, audits, leak detection, messaging Equity
• Debt financing major capital
projects
Agenda Item #10.1.

KEY OBJECTIVES –

RATE STRUCTURE APPROACHES
10 Financial Stability
• Maintain a high level of fixed
charges
• Evaluate tiered water rates with
few tiers
• Evaluate a fixed wastewater
charge for Residential users
Financial Stability
• Maintain a high level of fixed
charges
• Evaluate tiered water rates with
few tiers
• Evaluate a fixed wastewater
charge for Residential users
Conservation
• Aggressive tier breakpoints
(smaller allocation in the lower tier(s))
• Maximize tiered rate differential
to the greatest degree possible
• Higher level of variable rate
revenues
Conservation
• Aggressive tier breakpoints
(smaller allocation in the lower tier(s))
• Maximize tiered rate differential
to the greatest degree possible
• Higher level of variable rate
revenues
Equity
• Evaluate several water rate
classes (e.g., Residential, MFR, Irrigation, Commercial, etc.) • Maintain numerous nonresidential wastewater strength classes
• Follow through evaluation of
Inside/Outside City rates and elevation surcharges
Equity
• Evaluate several water rate
classes (e.g., Residential, MFR, Irrigation, Commercial, etc.) • Maintain numerous nonresidential wastewater strength classes
• Follow through evaluation of
Inside/Outside City rates and elevation surcharges
Agenda Item #10.1.

11 Reserves Policies
Agenda Item #10.1.

Financial Policy Overview
• Goals of Financial/Reserve Policies:
› Mitigate risk
– Revenue instability– Emergency asset failure– Volatility in working capital › Credit
– Maintain/achieve a specific credit rating– Determine most opportune time to issue debt • Importance of Financial Policies:
› Maintain financial solvency› Provide guidelines for sound financial management› Enhance financial management transparency 12 Agenda Item #10.1.

Financial Health Indicators
13 Healthy Reserves• Operating Reserve – results from positive cash flow
• Capital Reserve – can award contracts
quickly and speed up projects if necessary
• Rate Stabilization – funds used during
periods of revenue shortages (i.e., drought)
• Emergency – funds available in case of asset
failure or natural disaster
Healthy Reserves• Operating Reserve – results from positive cash flow
• Capital Reserve – can award contracts
quickly and speed up projects if necessary
• Rate Stabilization – funds used during
periods of revenue shortages (i.e., drought)
• Emergency – funds available in case of asset
failure or natural disaster
Debt Coverage Ratio• Meet/Exceed minimum requirements• Achieve/maintain good credit ratings• If there is no debt, what is the utility’s debt capacity?
• How much are you able to borrow with
current rates?
Debt Coverage Ratio• Meet/Exceed minimum requirements• Achieve/maintain good credit ratings• If there is no debt, what is the utility’s debt capacity?
• How much are you able to borrow with
current rates?
Agenda Item #10.1.

DEVELOPING RESERVE TARGETS –

CONSIDERATIONS AND APPROACHES
• Operating
› Billing frequency› Timing of operating expenses› History of non-payment / uncollectible • Capital
› Multiple of annual planned capital› System depreciation› Percent of asset valuation • Rate Stabilization
› Probability analysis: likelihood of drought or demand reductions› Sensitivity analysis for revenues and expense› Other management tools, example: drought rates • Emergency
› Critical asset replacement analysis› History of failures, example: line breaks› System risk assessment to quantify emergency needs 14 Agenda Item #10.1.

EXAMPLE RESERVES POLICY - WATER
Agency O&M Capital Emergency Rate StabilizationCity of Camarillo 90 days O&M 1-Year Depreciation 1% of Total Assets 5% of Commodity RevenuePlacer County Water Agency Max: 150 days O&M
Min: 100 days O&M
Max: Next 5 years of
R&R
Min: Next 2 years of R&R
Borrego WD* 90 Days O&M Minimum or Next Year Paygo CIP 2% of Capital Assets 30% of Commodity RevenueMontecito WD ~90 days O&M $500k $500kCity of Ventura 25% Of Annual O&M Annual Avg. R&RScotts Valley 90 days O&M 1-Year Depreciation 2.5% of Capital Assets 20% of Commodity RevenueCity of Hayward 25% of Annual Expenses Annual Avg. 5-year CIP 25% of Commodity RevenueMarin MWD Target: 50% O&M Min: 25% O&M Annual Avg. 5-year CIP 100% of New DebtCity of St. Helena Target: 14 months of Operating
(O&M + Debt Service)
Minimum: 10 months of Operating
(O&M + Debt Service)
15 *Policy also includes a 5% annual O&M Contingency Reserve and $1.5M water supply reserve Agenda Item #10.1.

EXAMPLE RESERVES POLICY –WATER
(In the Neighborhood)
Agency O&M Capital Emergency Rate StabilizationCity of Calistoga 90 days of O&MTown of Yountville 30% of O&M 5% Asset ValueCity of Napa Target: 90 days of O&M Minimum: 45 days of O&M 10-20% Annual CIP (CIP
Reserve)
10-20% Annual CIP (R&R
Reserve)
5-10% Annual O&M
excluding debt
5-10% of Water Sales
Revenue
City of Santa Rosa 15% of O&M ? Engineering earthquake assessment (>$6M)City of St. Helena Target: 14 months of Operating
(O&M + Debt Service)
Minimum: 10 months of
Operating
(O&M + Debt Service)
16 Agenda Item #10.1.

EXAMPLE RESERVE POLICY – WASTEWATER
(In the Neighborhood)
Agency Operating Capital Emergency Rate StabilizationCity of Calistoga 90 Days of O&MTown of Yountville 30% of O&M 5% of Asset ValueNapa Sanitation 12 Months of O&M (Operating & Cashflow) Approximately $500kCity of Santa Rosa 15% of O&M ? Engineering earthquake assessment (>$7M) $1MCity of St. Helena Target: 8 months of O&M
Minimum: 6 months of O&M
17 Agenda Item #10.1.

WATER ENTERPRISE – POLICY OPTIONS
Operating Capital Emergency Rate Stabilization
Existing Policy
Target: 14 months of Operating
(O&M + Debt Service)
Minimum: 10 months of Operating
(O&M + Debt Service)
None None None
Alternative 1 Four Months O&M + Annual Debt Service Annual Avg. 5-year CIP (Unfunded) N/A NoneAlternative 2 Six months Operating (O&M + Debt Service) Annual Avg. 5-year CIP (Unfunded) $2M None 18 Agenda Item #10.1.

WATER ENTERPRISE –

CORRESPONDING TARGETS
Operating Capital Emergency Rate Stabilization Total Reserve ($) Existing Policy Target: $8.8 M Min: $6.3 M None None None Target: $8.8 M Min: $6.3 M Alternative 1 $3.2 M $4.6 M None None $7.8 MAlternative 2 $3.8 M $4.6 M $2 M None $10.4 M 19 Agenda Item #10.1.

WASTEWATER ENTERPRISE –

POLICY OPTIONS
Operating Capital Emergency Rate Stabilization
Existing Policy Target: 8 months O&M Minimum: 6 months O&M N/A N/A N/A Alternative 1 Four Months O&M + Annual Debt Service Annual Avg. 5-year CIP (Unfunded) N/A N/AAlternative 2 Six months Operating (O&M + Debt Service) Annual Avg. 5-year CIP (Unfunded) $1M N/A 20 Agenda Item #10.1.

WASTEWATER ENTERPRISE –

CORRESPONDING TARGETS
Operating Capital Emergency Rate Stabilization Total Reserve ($) Existing Policy Target: $2.4 M Minimum: $1.8 M None None None Target: $2.4 M Minimum: $1.8 M Alternative 1 $1.4 M $1.2 M N/A None $2.6 MAlternative 2 $1.8 M $1.2 M $1 M None $4.0 M 21 Agenda Item #10.1.

RESERVES POLICIES AND KEY POLICY
OBJECTIVES• Financial Stability & Equity
› Enhanced reserve policies mitigate revenue risk› Improves credit worthiness for future borrowings – Use of debt financing for major long-term CIP (inter-generational equity) › Rate stabilization reserve mitigates potential rate shocks from water shortage conditions or revenue shortfalls
– Could help minimize drought rates and impacts to low volume and low income customers
Agenda Item #10.1.

RESERVES POLICIES AND OTHER CONSIDERATIONS
• Existing Financial Health
› Raising rates to achieve reserves policies alone is not a popular approach or message to customers
• Access to outside funds
› Example: Line of Credit with a bank
• Future borrowing and credit rating
› Days cash on hand
Agenda Item #10.1.

24 CIP
Agenda Item #10.1.

WATER ENTERPRISE – ANNUAL PROGRAM AND
PRIMARY PROJECTS• Napa Intertie• Water Treatment Plant• Bell Canyon Intake Tower• Spring Mountain (Holmes Tank) Description FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032Water $2.8 M $3.6 M $4.1 M $5.4 M $6.1 M $11.7 M $4.5 M $4.5 M $4.4 M $4.4 MRecycled Water $1.6 M $1.0 M $0.5 M Total $2.8 M $5.2 M $5.1 M $5.9 M $6.1 M $11.7 M $4.5 M $4.5 M $4.4 M $4.4 M Agenda Item #10.1.

WASTEWATER ENTERPRISE –
PRIMARY PROJECTS• WWTP Upgrades (Majority-funded with USDA Loan)• Sewer replacement, Crinella lift station, high priority pipe replacement (Funded with GO Bond proceeds)
• Recycled Water – Distribution to Crane Park’s Irrigation• WWTP Pond Cleaning Description FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 Sewer $2.8 M $1.0 M $0.1 M $0.6 M $0.5 M $1.4 M $1.4 M $1.0 M $1.0 M $1.0 MRecycled Water $0.1 M $1.6 M $1.0 M $0.5 M Total $2.9 M $2.6 M $1.1 M $1.1 M $0.5 M $1.4 M $1.4 M $1.0 M $1.0 M $1.0 M Agenda Item #10.1.

CIP SUMMARY
• Water CIP
› 10-year historical annual spend: $1.1 M› Forward looking annual spend: $5.2 M ($5.5 M average including Recycled Water Costs)
• Sewer CIP
› 10-year historical annual spend: $0.9 M› Forward looking annual spend: $1.1 M ($1.5 M average including Recycled Water Costs)
• Only considers CIP funded through rate revenues (cash or future debt service)
Agenda Item #10.1.

POSSIBLE CIP SCENARIOS
• Front-loaded with additional internal/external financing, if capacity• Individual project prioritization• Assumed capital completion rate (example: 75% of programmed capital)• Inclusion/exclusion of future recycled water projects Agenda Item #10.1.

Next
• Next
› Preliminary Financial Plans › Rate Structure Modification Options • Then
› Revised Financial Plans› Preliminary Rates
29 Agenda Item #10.1.

Thank you
Contacts: Kevin Kostiuk – 213.262.9309 / [email protected] Armstrong – 805.395.1674 / [email protected] Jordan – 213.262.9305 / [email protected] 30 Agenda Item #10.1.

Report to the City Council
Regular City Council - 13 Sep 2022
Agenda Section: OLD BUSINESS
Subject: Downtown Pedestrian Crossing Improvements Discussion and Direction
CEQA
Determination:

Class I Categorical Exemption under Section 15301 of CEQA Prepared By: Mario Traverso, Public Works Assistant Engineer Reviewed By: April Mitts, Assistant City Manager
Approved By: Anil Comelo, City Manager

BACKGROUND
On May 24th 2022, a citizen in a wheelchair, crossing west on Main Street at the Spring Street intersection was struck by a vehicle traveling southbound while in the crosswalk.

This incident was witnessed by Congressmen Mike Thompson, who organized a meeting to discuss the safety issues associated with this intersection as well as pedestrian safety concerns throughout the corridor. The meeting, held on June 27th 2022, included Senator Bill Dodd, Assembly Member Cecilia Aquiar-Curry, representatives from Caltrans, representatives from Napa Valley Transportation Authority as well as City Council members and City staff.

Following the meeting, City staff prepared the following action plan:

1. Immediate Short-term Improvements to the Spring Street/Highway 29 intersection consisting of:
• New and refreshed pavement markings.
• New crosswalks with enhanced patterns. It was suggested and is recommended that the Highway 29 crosswalk be moved to the northerly side of the Spring Street/Highway 29 intersection for improved visibility. • New and refreshed advisory and warning signage.

2. Permanent Improvements Spring Street/Highway 29 intersection consisting of:
• Rectangular Rapid Flashing Beacons system
• Pedestrian crosswalk bulb-outs
Agenda Item #10.2.

• Requisite lighting, pavement markings, ADA compliant curb ramps, advisory and warning signage, etc.
• Caltrans to find availability of funds for long-term improvements.

3. Highway 29 Corridor Improvements
• Commencement of a comprehensive corridor pedestrian safety study of the Highway 29 route through the City of St. Helena including plan development for seven (and potential additional) intersections.
• Funding program for Corridor Safety Project implementation.

Coordination continued with Caltrans who committed to perform the Immediate Shortterm Improvements, but no commitment was made regarding the Permanent Improvements or the Highway 29 Corridor Improvements action plan items. By July 23rd 2022, all items identified in the Immediate Short-term Improvements action plan had been installed by Caltrans maintenance crews.

Though the City welcomed these improvements and quick response from Caltrans, City staff has continued to pursue options to further increase safety, specifically exploring the feasibility of relocating the crosswalk and options to install curb extensions (bulb-outs) and flashing beacons (RRFBs) as identified in the action plan. City staff has prepared preliminary designs, which factor various design and planning considerations. Staff requests comments on the preliminary designs and direction from the Council on which alternative should be implemented. The selected option will move to final design and will be included in the scope of the Pratt & Elmhurst Crossing Improvement Project which is scheduled to go into construction this fall.

DISCUSSION
Caltrans implemented the Immediate Short Term Improvements which include extensive safety upgrades at the pedestrian crossings of Main Street at Spring Street and Hunt Avenue, specifically:
• New "ladder" style crosswalks with reflective glass beads providing increased nighttime visibility
• Extended red curb to 50 feet preceding the crosswalk increasing the line of sight of driver and pedestrian
• New installations of upsized fluorescent W11-2 and reflective R1-5 pedestrian warning signs
• Additional new road striping which includes advance warning words and symbols In addition to the Immediate Short Term Improvements noted above, City staff has prepared exhibits which detail design and strategy alternatives. These options aim to continue to increase safety measures, in consideration of the recently installed safety upgrades, overall facility needs, and integration with planned projects.

Option 1 - Install solar powered RRFB on the existing streetlight pole at the southwest corner; install a solar powered RRFB on a new pole at the east side midblock ramp. All Agenda Item #10.2.

improvements performed by Caltrans will remain. Modifications to the curb ramps, including relocation and bulb-outs will be included in the future Downtown Sidewalk Improvements Project as currently planned.

Considerations - This option provides the most immediate, cost effective solution and utilizes the improvements performed by Caltrans and the investment in the existing design effort of the Downtown Sidewalk Improvements Project. All the curb ramps will be replaced with ADA ramps during the Downtown Sidewalk Improvements Project.

Cost estimate: $12,000.

Option 2 - Install a solar powered RRFB on the existing streetlight pole at the southwest corner; install a solar powered RRFB on a new pole at the east side midblock ramp; remove the existing east side midblock ramp and replace with a extended ADA ramp (bulb-out). All improvements performed by Caltrans will remain. The southwest ramp will be replaced in the future Downtown Sidewalk Improvements Project as currently planned.

Considerations - This option provides the benefits of a bulb-out on the east side midblock crossing entrance, increasing the visibility of pedestrians in addition to the installation of RRFBs. A bulb-out on the southwest corner is not considered as it will significantly impede the Spring Street to Main Street right turn radius. The safety provisions provided by the bulb-out may now be redundant due to the extension of red curb provided by Caltrans, which has already increased the line of sight.

Cost estimate: $24,000.

Option 3 - Relocate the crossing to the north side of Spring Street. Install 3 foot bulb-out ADA ramps; install solar powered RRFBs on new poles on both sides.

Considerations - This is the most extensive alteration to the existing layout. The east side midblock ramp would be placed between the existing pillars at 1200 Main Street, the building roof overhang may pose conflict with RRFB placement. Portions of the new striping provided by Caltrans would need to be removed (ground off) resulting in disfigurement of the road surface.

Cost estimate: $42,000
Option 4 - Conclude that the recent striping and signage improvements performed by Caltrans have significantly increased safety. Further improvements at the intersection including the consideration of crossing relocation, the installation of bulb-outs and RRFBs will be included in the future Downtown Sidewalk Improvements Project as currently planned.

Considerations: While the striping and signage improvements performed by Caltrans has significantly increased the safety measures at the intersection, a more extensive redesign is warranted, and is currently included as part of the Downtown Sidewalk Improvement Project. The design addresses ADA accessibility and safety improvements across the entire intersection. It may be strategic to utilize the design work already completed and Agenda Item #10.2.

implement the needed upgrades across the entire intersection during the Downtown Sidewalk Improvements Project as currently planned.

FISCAL IMPACT
The Pratt & Elmhurst Crossing Improvement Project which includes curb ramp replacement, RRFB installations, and new striping, is in the current Capital Improvement Program with a construction budget of $259,286. The engineer's estimate for Pratt & Elmhurst Crossing Improvement Project project is $125,000. This revised estimate allows for the possibility to include the additional improvements at Spring Street.

RECOMMENDED ACTION
In light of the safety upgrades performed by Caltrans, and the planned redesign included in the Downtown Sidewalk Improvement Project, staff would recommend implementation of Option 1. This would provide robust, permanent safety enhancements and will not conflict with the continued design efforts which will address the overall pedestrian safety concerns throughout the intersection.

ATTACHMENTS
Immediate Short-Term Improvements 1
Immediate Short-Term Improvements 2
Option 1
Option 2
Option 3
Downtown Sidewalk Improvements Project
Agenda Item #10.2.

LADDER CROSSWALK
-
- 2’
20’
Paint 50-ft of ‘Curb Red’ from
x-walk in both directions
Install Sign:

R1-5
Install:

Yield-Line 20-ft from x-walk
Refer to 2018 Standard Plan A24E
Install: Ladder Style High Visibility x-walk
per 2018 Standard Plan A24F
AHEAD
PED
XING
76 –Gas
Station
NVP –Gas
Station
Spring
Street
NAP-29 (Main Street)
AHEAD
XING
PED
Pope
Street
2-ft Stripe with 2-ft Gap
Install:

Pavement Marking
“PED XING AHEAD”
Install New:
‘Fluorescent Yellow-Green’
W11-2/W16-9P sign facing SB-traffic Install New:
‘Fluorescent Yellow-Green’
W11-2/W16-9P sign facing NB-traffic
Crosswalk Improvement Plan
NAP-29 PM 28.570
Spring Street Intersection
City Of Saint Helena
Refresh Striping
Install:

Pavement Marking
“PED XING AHEAD”
35-ft from Hunt Ave. x-walk
Agenda Item #10.2.

-
AHEAD
XING
PED
Install New:
‘Fluorescent Yellow-Green’
W11-2 / W16-9P sign facing NB-traffic
Install:

Pavement Marking
“PED XING AHEAD”
100-ft from Spring St. x-walk
20’
Install Sign:

R1-5
Install:

Yield-Line refer to 2018
Standard Plan A24E
Install:

Yield-Line 20-ft from Crosswalk
Refer to 2018 Standard Plan A24E Hunt Ave.

Adams Street
AHEAD
PED
XING
Install New:
‘Fluorescent Yellow-Green’
W11-2 / W16-9P sign facing SB-traffic
Install:

Pavement Marking
“PED XING AHEAD”
200-ft from Adams St. x-walk
NAP-29 (Main Street)
Crosswalk Improvement Plan
NAP-29 PM 28.630
Hunt Ave. Intersection
City Of Saint Helena
Install: Ladder Style High Visibility
x-walk per 2018 Standard Plan A24F
Spring Street Agenda Item #10.2.

REGULATORY SIGN WARNING SIGNS
- - R1-5 : YIELD HERE TO PEDESTRIANS - W11-2 : PEDESTRIAN CROSSING - - R3-4 : NO U-TURN - W16-7P : DIAGONAL DOWNWARD POINTING ARROW - R10-15(L) : TURNING VEHS YIELD TO PEDS - W16-9P: AHEAD 20’
Install Sign:

R1-5
Install New
‘Fluorescent Yellow-Green' sign:

W11-2 / W16-7P back-to-back
AHEAD
PED
XING
76 –Gas
Station
NVP –Gas
Station
Spring
Street
NAP-29 (Main Street)
AHEAD
XING
PED
Pope
Street
Remove existing
faded sign & Install
new R3-4 sign
R1-5a
Install New:
‘Fluorescent Yellow-Green’
W11-2/W16-9P sign facing SB-traffic
Install New:
‘Fluorescent Yellow-Green’
W11-2/W16-9P sign facing NB-traffic
Crosswalk Sign Improvement Plan
NAP-29 PM 28.570
Spring Street Intersection
City Of Saint Helena
Install Sign:

R1-5a
Install:

Pavement Marking
“PED XING AHEAD”
35-ft from Hunt Ave. x-walk
Agenda Item #10.2.

-
AHEAD
XING
PED
Install New:
‘Fluorescent Yellow-Green’
W11-2 / W16-9P sign facing NB-traffic
Install:

Pavement Marking
“PED XING AHEAD”
100-ft from Spring St. x-walk
20’
Install Sign:

R1-5
Install New
‘Fluorescent Yellow-Green' sign:

W11-2 / W16-7P back-to-back
Install Sign:

R10-15(L)
Hunt Ave.

Spring Street
Adams Street
AHEAD
PED
XING
Install New:
‘Fluorescent Yellow-Green’
W11-2 / W16-9P sign facing SB-traffic
Install:

Pavement Marking
“PED XING AHEAD”
200-ft from Adams St. x-walk
NAP-29 (Main Street)
Crosswalk Sign Improvement Plan
NAP-29 PM 28.630
Hunt Ave. Intersection
City Of Saint Helena Agenda Item #10.2.

INSTALL SOLAR RRFB ON EXISTING STREETLIGHT EXISTING UPGRADED STRIPING TO REMAIN INSTALL SOLAR RRFB ON NEW POLE SHEET GENERAL NOTES SHEET KEYNOTES 1. ALL LINEWORK SHOWN ON PLANS ARE APPROXIMATED. LINEWORK IS BASED ON FIELD ESTIMATES AND AERIAL PHOTO. NO TOPOGRAPHIC SURVEY WAS PERFORMED. CONTRACTOR TO FIELD VERIFY EXACT MEASUREMENTS IN THE FIELD AND UTILIZE MEASUREMENTS FOR FIELD OF WORK MEETING CONTRACT REQUIREMENTS. 2. PROTECT ALL DRAINAGE INLETS AND CATCH BASINS WITH TEMPORARY CONSTRUCTION SITE BMP MEASURES. 3. CONTRACTOR SHALL OBTAIN ENCROACHMENT PERMIT (DOUBLE PERMIT) FROM CALTRANS PRIOR TO CONSTRUCTION WORK WITHIN CALTRANS RIGHT OF WAY. SEE SPECIFICATIONS FOR MORE INFORMATION. 4. ALL STRIPING AND MARKINGS SHALL BE THERMOPLASTIC. 1. DEMOLISH AND CONSTRUCT PEDESTRIAN CURB RAMP PER CALTRANS STD PLAN A88A AND A88B TO THE NEAREST CONSTRUCTION JOINT (APPROXIMATE LIMITS SHOWN). SEE DETAIL AND . ANTICIPATED RAMP CASE IS AS NOTED ON PLAN. PROVIDE DETECTABLE WARNING SURFACE PER CALTRANS STD. 2. PAINT CURB RED (2-COATS). 3. INSTALL SOLAR POWERED WIRELESS RECTANGULAR RAPID FLASHING BEACON SYSTEM, BACK TO BACK AS INDICATED IN PLAN PER (TYP). 4. CONSTRUCT (N) CURB EXTENSION (BULB-OUT) PER CONTRACTOR TO MAINTAIN (E) DRAINAGE AND MAKE DESIGN MODIFICATIONS AS REQUIRED. 5. CONSTRUCT (N) CURB EXTENSION (BULB-OUT) PER CONTRACTOR TO MAINTAIN (E) DRAINAGE AND MAKE DESIGN MODIFICATIONS AS REQUIRED. 1G3 YIELD LINE PAVEMENT MARKING PER CALTRANS STD. A24E LEGEND INSTALL NEW SIGN ON NEW POST AND FOUNDATION PER CITY STD 331A, PER CONTINENTAL CROSSWALK PER CALTRANS STD 24F 2G3 BASIC CROSSWALK PER CALTRANS STD 24F
3G34G3 OF
5 SHEET
1572 RAILROAD AVE, ST. HELENA, CALIFORNIA, 94574
PH. 707-968-2658

PUBLIC WORKS DEPARTMENT
DATE: JULY 2021 DESIGNED BY: HO
DRAWN BY: HO
CHECKED BY: MW PROJECT NO. 11221904

PRATT & ELMHURST AVENUE CROSSWALK IMPROVEMENTS
ON MAIN STREET/HIGHWAY 29
################
# ##
1G4 2G4 SPRING STREET PLAN OPTION 1 SCALE: 1" = 20'
N
Agenda Item #10.2.

INSTALL SOLAR RRFB ON EXISTING STREETLIGHT 3' BULBOUT ADA RAMP RELOCATE BENCH BULBOUT WOULD SIGNIFICANTLY INTERFERE WITH TURNING RADIUS; RIGHT TURN FROM SPRING TO MAIN RRFB - SOLAR SHEET GENERAL NOTES SHEET KEYNOTES 1. ALL LINEWORK SHOWN ON PLANS ARE APPROXIMATED. LINEWORK IS BASED ON FIELD ESTIMATES AND AERIAL PHOTO. NO TOPOGRAPHIC SURVEY WAS PERFORMED. CONTRACTOR TO FIELD VERIFY EXACT MEASUREMENTS IN THE FIELD AND UTILIZE MEASUREMENTS FOR FIELD OF WORK MEETING CONTRACT REQUIREMENTS. 2. PROTECT ALL DRAINAGE INLETS AND CATCH BASINS WITH TEMPORARY CONSTRUCTION SITE BMP MEASURES. 3. CONTRACTOR SHALL OBTAIN ENCROACHMENT PERMIT (DOUBLE PERMIT) FROM CALTRANS PRIOR TO CONSTRUCTION WORK WITHIN CALTRANS RIGHT OF WAY. SEE SPECIFICATIONS FOR MORE INFORMATION. 4. ALL STRIPING AND MARKINGS SHALL BE THERMOPLASTIC. 1. DEMOLISH AND CONSTRUCT PEDESTRIAN CURB RAMP PER CALTRANS STD PLAN A88A AND A88B TO THE NEAREST CONSTRUCTION JOINT (APPROXIMATE LIMITS SHOWN). SEE DETAIL AND . ANTICIPATED RAMP CASE IS AS NOTED ON PLAN. PROVIDE DETECTABLE WARNING SURFACE PER CALTRANS STD. 2. PAINT CURB RED (2-COATS). 3. INSTALL SOLAR POWERED WIRELESS RECTANGULAR RAPID FLASHING BEACON SYSTEM, BACK TO BACK AS INDICATED IN PLAN PER (TYP). 4. CONSTRUCT (N) CURB EXTENSION (BULB-OUT) PER CONTRACTOR TO MAINTAIN (E) DRAINAGE AND MAKE DESIGN MODIFICATIONS AS REQUIRED. 5. CONSTRUCT (N) CURB EXTENSION (BULB-OUT) PER CONTRACTOR TO MAINTAIN (E) DRAINAGE AND MAKE DESIGN MODIFICATIONS AS REQUIRED. 1G3 YIELD LINE PAVEMENT MARKING PER CALTRANS STD. A24E LEGEND INSTALL NEW SIGN ON NEW POST AND FOUNDATION PER CITY STD 331A, PER CONTINENTAL CROSSWALK PER CALTRANS STD 24F 2G3 BASIC CROSSWALK PER CALTRANS STD 24F
3G34G3 OF
5 SHEET
1572 RAILROAD AVE, ST. HELENA, CALIFORNIA, 94574
PH. 707-968-2658

PUBLIC WORKS DEPARTMENT
DATE: JULY 2021 DESIGNED BY: HO
DRAWN BY: HO
CHECKED BY: MW PROJECT NO. 11221904

PRATT & ELMHURST AVENUE CROSSWALK IMPROVEMENTS
ON MAIN STREET/HIGHWAY 29
################
# ##
1G4 2G4 SPRING STREET PLAN OPTION 2 SCALE: 1" = 20'
N
Agenda Item #10.2.

REMOVE EXISTING CROSSWALK STRIPING. PROVIDING A 3-WAY UNCONTROLLED CROSSING WOULD PROVIDE TOO MUCH PEDESTRIAN-VEHICLE INTERACTION 3' BULBOUT ADA RAMPS RELOCATE BENCH TO ANNA'S NOTE: RAMP POSITIONED BETWEEN EXISTING PILLARS CONFORM TO DRAINAGE INLET RRFB - SOLAR SHEET GENERAL NOTES SHEET KEYNOTES 1. ALL LINEWORK SHOWN ON PLANS ARE APPROXIMATED. LINEWORK IS BASED ON FIELD ESTIMATES AND AERIAL PHOTO. NO TOPOGRAPHIC SURVEY WAS PERFORMED. CONTRACTOR TO FIELD VERIFY EXACT MEASUREMENTS IN THE FIELD AND UTILIZE MEASUREMENTS FOR FIELD OF WORK MEETING CONTRACT REQUIREMENTS. 2. PROTECT ALL DRAINAGE INLETS AND CATCH BASINS WITH TEMPORARY CONSTRUCTION SITE BMP MEASURES. 3. CONTRACTOR SHALL OBTAIN ENCROACHMENT PERMIT (DOUBLE PERMIT) FROM CALTRANS PRIOR TO CONSTRUCTION WORK WITHIN CALTRANS RIGHT OF WAY. SEE SPECIFICATIONS FOR MORE INFORMATION. 4. ALL STRIPING AND MARKINGS SHALL BE THERMOPLASTIC. 1. DEMOLISH AND CONSTRUCT PEDESTRIAN CURB RAMP PER CALTRANS STD PLAN A88A AND A88B TO THE NEAREST CONSTRUCTION JOINT (APPROXIMATE LIMITS SHOWN). SEE DETAIL AND . ANTICIPATED RAMP CASE IS AS NOTED ON PLAN. PROVIDE DETECTABLE WARNING SURFACE PER CALTRANS STD. 2. PAINT CURB RED (2-COATS). 3. INSTALL SOLAR POWERED WIRELESS RECTANGULAR RAPID FLASHING BEACON SYSTEM, BACK TO BACK AS INDICATED IN PLAN PER (TYP). 4. CONSTRUCT (N) CURB EXTENSION (BULB-OUT) PER CONTRACTOR TO MAINTAIN (E) DRAINAGE AND MAKE DESIGN MODIFICATIONS AS REQUIRED. 5. CONSTRUCT (N) CURB EXTENSION (BULB-OUT) PER CONTRACTOR TO MAINTAIN (E) DRAINAGE AND MAKE DESIGN MODIFICATIONS AS REQUIRED. 1G3 YIELD LINE PAVEMENT MARKING PER CALTRANS STD. A24E LEGEND INSTALL NEW SIGN ON NEW POST AND FOUNDATION PER CITY STD 331A, PER CONTINENTAL CROSSWALK PER CALTRANS STD 24F 2G3 BASIC CROSSWALK PER CALTRANS STD 24F
3G34G3 OF
5 SHEET
1572 RAILROAD AVE, ST. HELENA, CALIFORNIA, 94574
PH. 707-968-2658

PUBLIC WORKS DEPARTMENT
DATE: JULY 2021 DESIGNED BY: HO
DRAWN BY: HO
CHECKED BY: MW PROJECT NO. 11221904

PRATT & ELMHURST AVENUE CROSSWALK IMPROVEMENTS
ON MAIN STREET/HIGHWAY 29
################
# ##
1G4 2G4 SPRING STREET PLAN OPTION 3 SCALE: 1" = 20'
N
Agenda Item #10.2.

FH
C
TY-02
D
TY-02 SPRING ST
MAIN ST 116+00 117+00 118+00 119+00 120+00
TC
LIP
TC
LIP
TC
LIP
B/W

B/W B/W B/W
TC
LIP

B/W B/W
TC
LIP
TC
LIP
1 1 1
1 2 2 2
2 2
4 5
5 1
1 7
7 7
1 9
9 9
16 16
8 8
11 11
11 11
11 10 10
10 17
17 14 14
19 11
4 5
12 12
LEGEND:

CONCRETE SIDEWALK, SEE DETAIL 3, SHEET CD.01
AC PLUG, SEE DETAIL 2, SHEET CD.01
NOTES:

1. CURB RAMPS ARE TO MEET CALTRANS STANDARD PLANS 2018 EDITION.

2. CONTRACTOR SHALL BE HELD RESPONSIBLE FOR ANY AND ALL DAMAGE

TO EXISTING SIDEWALK, CURB AND GUTTER, STRUCTURES AND/OR UTILITIES DURING CONSTRUCTION. PROPER REPAIR SHALL BE DONE TO

THE SATISFACTION OF THE ENGINEER AND THE RESPECTIVE UTILITY COMPANY.

3. THE CONTRACTOR SHALL MAINTAIN ACCESS TO RESIDENCES AND

BUSINESSES AFFECTED BY THE PROJECT THROUGHOUT THE DURATION OF THE CONTRACT ACCORDING TO THE SPECIFICATIONS. THE CONTRACTOR

SHALL AT NO TIME BLOCK ACCESS TO RESIDENTS WITHOUT THE

ADVANCED APPROVAL OF THE ENGINEER AND NOTIFICATION OF THE RESIDENT OR BUSINESS.

4. EROSION CONTROL SHALL BE PERFORMED ON ALL DISTURBED AREAS.

5. SEE LANDSCAPE PLANS FOR CONCRETE SCORING DETAILS.

KEY NOTES:

CURB & GUTTER,
SEE DETAIL 1, CD.01

CONCRETE DRIVEWAY,
SEE DETAIL 1, SHEET CD.02

CONCRETE DRIVEWAY - (NOT USED),
SEE DETAIL 1, SHEET CD.02

CURB RAMP - CASE A,
SEE DETAIL 6, SHEET CD.01

CURB RAMP - CASE B,
SEE DETAIL 6, SHEET CD.01

CURB RAMP - CASE C,
SEE DETAIL 6, SHEET CD.01

CONSTRUCT CONCRETE SIDEWALK,
SEE DETAIL 3, SHEET CD.01
1 2
3 5
6 7
8 9
4 10

WATER VALVE,

ADJUST TO GRADE
11 12
13 14

TELECOMM MANHOLE,

ADJUST TO GRADE
15 TRAFFIC SIGNAL BOX,

ADJUST TO GRADE
16 17
19 WATER METER,

ADJUST TO GRADE
18 GAS METER BOX,

ADJUST TO GRADE

PG&E GAS UTILITY VAULT,

ADJUST TO GRADE

GAS VALVE,

ADJUST TO GRADE

SEWER CLEANOUT,

ADJUST TO GRADE

STORM DRAIN CLEANOUT,

ADJUST TO GRADE

STORM DRAIN CATCH BASIN,

ADJUST TO GRADE

SEWER BOX,

ADJUST TO GRADE

DETECTOR HANDHOLE,

ADJUST TO GRADE
O F
SHEET 1572 Railroad Avenue, St. Helena, CALIFORNIA, 94574 PUBLIC WORKS PH. 707-968-2658 MAINSTREET PEDESTRIAN IMPROVEMENT PROJECT DATE: JANUARY 2020 DESIGNED BY: WC DRAWN BY: WC CHECKED BY: DBJ PROJECT NO.

C20-01
90%
SUBMITTAL MATCHLINE - SEE SHEET IM.05 MATCHLINE - SEE SHEET IM.03

PLAN VIEW
IM.04IMPROVEMENT PLAN
26 75 Agenda Item #10.2.

"M" 108+95.03

29.17' Rt

RAMP CL
"M" 109+07.16

26.22' Rt
TC 257.37
"M" 109+02.16

26.22' Rt
TC 257.42
"M" 108+92.12

38.07' Rt
TC 257.59
"M" 108+92.13

43.07' Rt
TC 257.21
"M" 109+02.16

38.05' Rt
TW 257.35
"M" 109+02.15

43.05' Rt
"M" 109+07.16 TW 257.06

38.45' Rt
TW 256.99
"M" 109+02.16

29.72' Rt
TW 257.43
"M" 108+95.62

38.06' Rt
TW 257.57

9.0% MAX

1.5% MAX

7.5% MAX

9.0% MAX 1.5% MAX

1.5% MAX

1.5% MAX

7.5% MAX 7.5% MAX
"M" 108+48.55

29.20' Rt

RAMP CL
"M" 108+52.06

43.47' Rt
TC 257.66
"M" 108+40.06

25.68' Rt
TC 257.66
"M" 108+35.06

25.69' Rt
TC 257.74
"M" 108+52.06

38.47' Rt
TC 257.65
"M" 108+40.06

29.18' Rt
TW 257.67
"M" 108+48.56

38.48' Rt
TW 257.67
"M" 108+43.38

43.51' Rt
TW 257.70
"M" 108+35.08

38.58' Rt
TW 257.87
"M" 108+40.08

38.57' Rt
TW 257.76
"M" 108+43.37

38.56' Rt
TW 257.69

1.5% MAX 7.5% MAX

9.0% MAX 1.5% MAX

7.5% MAX

9.0% MAX 1.5% MAX

1.5% MAX7.5% MAX
"M" 114+57.61

27.56' Lt

RAMP CL
"M" 114+64.34

37.38' Lt
TW 246.27
"M" 114+67.33

34.44' Lt
TW 246.21
"M" 114+64.39

31.44' Lt
TW 246.27
"M" 114+61.39

34.39' Lt
TW 246.32
"M" 114+66.58

26.04' Lt
TC 246.27
"M" 114+59.58

26.56' Lt
TC 246.43
"M" 114+56.05

28.96' Lt
TC 246.46
"M" 114+53.65

35.70' Lt
TC 246.44 1.5% MAX

1.5% MAX 7.5% MAX 9.0% MAX 9.0% MAX
"M" 117+08.70

34.45' Rt

RAMP CL
"M" 117+08.67

41.95' Rt
TC 243.70
"M" 117+08.69

36.95' Rt
TC 243.65
"M" 117+08.48

31.95' Rt
TC 243.69
"M" 117+06.78

28.12' Rt
TC 243.69
"M" 117+00.17

31.97' Rt
TW 243.76
"M" 117+00.19

36.97' Rt
TW 243.72
"M" 117+00.20

41.97' Rt
TW 243.83
"M" 117+05.17

31.96' Rt
TW 243.72
"M" 117+05.19

36.96' Rt
TW 243.68 1.5% MAX

1.5% MAX

9.0% MAX 71.5% MAX

9.0% MAX
"M" 117+40.71

34.36' Rt

RAMP CL
"M" 117+40.72

41.86' Rt
TC 243.31
"M" 117+43.01

27.55' Rt
TC 243.27
"M" 117+40.93

31.86' Rt
TC 243.34
"M" 117+49.72

31.83' Rt
TW 243.22
"M" 117+49.73

36.83' Rt
TW 243.29
"M" 117+49.26

41.83' Rt
TW 243.24
"M" 117+40.72

36.86' Rt
TC 243.38
"M" 117+44.73

36.85' Rt
TW 243.35
"M" 117+44.72

31.85' Rt
TW 243.30 1.5% MAX

1.5% MAX 7.5% MAX

9.0% MAX

9.0% MAX
"M" 114+13.66

31.67' Lt

RAMP CL
"M" 114+13.58

41.11' Lt
TC ???
"M" 114+07.20

25.52' Lt
TC 247.32
"M" 114+13.37

29.17' Lt
TC 247.20
"M" 114+13.64

34.17' Lt
TC 247.27
"M" 114+01.16

28.98' Lt
TW 247.62
"M" 114+01.09

33.98' Lt
TW 247.65
"M" 114+05.09

34.04' Lt
TW 247.49
"M" 114+05.16

29.04' Lt
TW 247.38 1.5% MAX

1.5% MAX 7.5% MAX

9.0% MAX

9.0% MAX
O F
SHEET 1572 Railroad Avenue, St. Helena, CALIFORNIA, 94574 PUBLIC WORKS PH. 707-968-2658 MAINSTREET PEDESTRIAN IMPROVEMENT PROJECT DATE: JANUARY 2020 DESIGNED BY: WC DRAWN BY: WC CHECKED BY: DBJ PROJECT NO.

C20-01
90%

SUBMITTAL
EN-02CURB RAMP ENLARGEMENTS
29 75
7 IM-02

MAIN STREET AND ADAMS STREET (SW CORNER)
TYPE B 1"=5'
8 IM-02

MAIN STREET AND ADAMS STREET (SE CORNER)
TYPE B 1"=5'
9 IM-03

MAIN STREET AND HUNT AVE (NW CORNER)
TYPE ? 1"=5'
10 IM-03

MAIN STREET AND HUNT STREET (NE CORNER)
TYPE ? 1"=5'
11 IM-04

MAIN STREET AND SPRING STREET (SW CORNER)
TYPE B 1"=5'
12 IM-04

MAIN STREET AND SPRING STREET (SE CORNER)
TYPE B 1"=5'
Agenda Item #10.2.

"M" 117+64.46

23.88' Rt

RAMP CL
"M" 117+72.96

23.86' Rt
TC 242.69
"M" 117+55.96

23.90' Rt
TC 242.95
"M" 117+61.96

23.89' Rt
TC 242.84
"M" 117+66.96

23.87' Rt
TC 242.77
"M" 117+66.93

31.42' Rt
TW 242.87
"M" 117+66.92

35.42' Rt
TW 242.93
"M" 117+61.92

35.40' Rt
TW 243.00
"M" 117+61.93

31.40' Rt
TW 242.94 1.5% MAX

1.5% MAX 7.5% MAX

9.0% MAX 9.0% MAX
"M" 117+64.68

27.87' Lt

RAMP CL
"M" 117+67.18

27.88' Lt
TC 242.15
"M" 117+62.18

27.85' Lt
TC 242.19
"M" 117+70.68

28.41' Lt
TC 242.11
"M" 117+58.68

28.33' Lt
TC 242.21
"M" 117+70.70

36.61' Lt
TW 242.15
"M" 117+67.13

36.58' Lt
TW 242.18
"M" 117+62.13

36.55' Lt
TW 242.22
"M" 117+58.71

36.53' Lt
TW 242.25
"M" 117+62.15

32.35' Lt
TW 242.15
"M" 117+67.15

32.38' Lt
TW 242.11 1.5% MAX

1.5% MAX 7.5% MAX 9.0%
MAX

9.0%
MAX 1.5% MAX

7.5% MAX 1.5% MAX

7.5% MAX
"M" 121+46.54

35.96' Lt

RAMP CL
"M" 121+55.29

30.39' Lt
TC 237.53
"M" 121+49.32

33.45' Lt
TC 237.52
"M" 121+44.59

38.47' Lt
TC 237.51
"M" 121+42.13

43.74' Lt
TC 237.63
"M" 121+57.34

38.41' Lt
TW 237.45
"M" 121+62.34

38.39' Lt
TW 237.42
"M" 121+62.32

33.39' Lt
TW 237.40 "M" 121+57.32

33.41' Lt
TW 237.49 1.5% MAX

1.5% MAX

9.0% MAX

9.0% MAX 7.5% MAX
"M" 120+88.14

38.78' Lt

RAMP CL
"M" 120+89.00

41.33' Lt
TC 237.80
"M" 120+86.26

37.10' Lt
TC 237.74
"M" 120+79.64

32.07' Lt
TC 237.78
"M" 120+91.06

50.61' Lt
TC 238.20
"M" 120+78.81

43.45' Lt
TW 237.87 "M" 120+81.98

47.31' Lt
TW 238.06
"M" 120+85.09

51.11' Lt
TW 238.30
"M" 120+76.25

42.41' Lt
TW 237.86 1.5% MAX

1.5% MAX

1.5% MAX

7.5% MAX

1.5% MAX

7.5% MAX
"M" 121+88.66

29.71' Rt

RAMP CL
"M" 121+90.97

39.13' Rt
TC 237.72
"M" 121+89.93

32.20' Rt
TC 237.65
"M" 121+86.70

27.22' Rt
TC 237.63
"M" 121+82.11

24.03' Rt
TC 237.62
"M" 121+73.93

32.30' Rt
TW 237.70
"M" 121+78.93

32.27' Rt
TW 237.67
"M" 121+73.91

27.30' Rt
TW 237.65
"M" 121+78.91

27.27' Rt
TW 237.64 1.5% MAX

1.5% MAX 7.5% MAX

9.0% MAX

9.0% MAX
"M" 122+38.27

29.42' Rt

RAMP CL
"M" 122+48.23

26.86' Rt
TW 237.67
"M" 122+53.23

26.83' Rt
TW 237.72
"M" 122+53.26

31.83' Rt
TW 237.73
"M" 122+48.26

31.86' Rt
TW 237.67
"M" 122+35.66

38.82' Rt
TC 237.65
"M" 122+36.89

31.93' Rt
TC 237.65
"M" 122+40.44

26.91' Rt
TC 237.64
"M" 122+45.24

23.90' Rt
TC 237.63 1.5% MAX

1.5% MAX 7.5% MAX

9.0% MAX

9.0% MAX
O F
SHEET 1572 Railroad Avenue, St. Helena, CALIFORNIA, 94574 PUBLIC WORKS PH. 707-968-2658 MAINSTREET PEDESTRIAN IMPROVEMENT PROJECT DATE: JANUARY 2020 DESIGNED BY: WC DRAWN BY: WC CHECKED BY: DBJ PROJECT NO.

C20-01
90%

SUBMITTAL
EN-03CURB RAMP ENLARGEMENTS
30 75
13 IM-04
MAIN STREET AT STA 117+64.68 (N SIDE)
TYPE B 1"=5'
14 IM-04
MAIN STREET AT STATION 117+61.96 (S SIDE)
TYPE A 1"=5'
15 IM-05

MAIN STREET AND POPE STREET (NW CORNER)
TYPE C 1"=5'
16 IM-05

MAIN STREET AND POPE STREET (NE CORNER)
TYPE A 1"=5'
17 IM-05

MAIN STREET AND MITCHELL DRIVE (SW CORNER)
TYPE A 1"=5'
18 IM-05

MAIN STREET AND MITCHELL DRIVE (SE CORNER)
TYPE A 1"=5'
Agenda Item #10.2.

1 Cindy Tzafopoulos
From: Chris Fowler <[email protected]>
Sent: Tuesday, September 13, 2022 3:55 PM
To: Public Comment
Subject: [External] September 13 CC Meeting, Item 10.2
Good Afternoon Mayor and Council,
I would like to weigh in on Item 10.2; specifically to crosswalk placement.  I would strongly advocate for the cross‐Main Street crosswalks at both Hunt and Spring be relocated to the North sides of the intersections (Option 3).  I realize that there are some logistics to overcome and work around, but as someone who uses these crosswalks, generally speaking on a daily basis, it would ease both pedestrians crossing Main Street, as well as vehicles that are both turning onto and from Spring and Hunt streets.  The crosswalks, as they lie now, are just awkward for both vehicles and pedestrians.

And, while we are talking about Main Street crossings and safety, Something more needs to be done with the Main & Charter Oak crosswalk.  In the best of conditions, this crosswalk is a hazard for pedestrians.  When the sun is setting, and into darkness, this crosswalk is horrible.  When we lived behind Gott's for a couple years, we would cross here, often, to go to or from my parents house.  There is simply not enough signage for vehicles coming from either direction, and while the flashing crosswalk lights are of some help, it is not enough.  I also realize some or much of this falls within CalTrans perview.

In regards to the cost of the Option 3 improvements, it seems a trivial sum considering how much use these crosswalks get.

I am glad to see some movement being made by the powers that be in improving safety for these crossings; thank you.

Best,
Chris Fowler
Alan's St. Helena
1310 Oak Avenue
Saint Helena, CA 94574
707.963.9294
[email protected]
Agenda Item #10.2.