Polly Boissevain, PE | Page 2
system hydraulic model; evaluation of recent water use trends and development of future water use projections based on planned development; hydraulic analysis of the City’s water system to identify needed water system improvements; and development of a prioritized capital improvement program to implement recommendations. West Yost will provide
training for City staff on the update and use of the hydraulic model, and West Yost will provide multi-year technical
support for model updates and hydraulic analysis of proposed development projects.
Water Master Plan Update, City of Menlo Park, CA: Project Manager for a comprehensive water master plan update for the City. West Yost prepared a multi-faceted water master plan update for the City. In addition to evaluating the City’s water system for its capacity to meet existing demands and future growth, the master plan also included a comprehensive mapping program using hand-held GPS units to map the City’s water meters and valves, an assessment of alternative water supplies, including recycled water and gray water, a systemwide condition assessment, using soils information and leak history to prioritize main replacement, a seismic vulnerability assessment to identify improvements to seismically reinforce the system, a water age evaluation to identify and mitigate areas with potential water quality issues, an operations and maintenance review to evaluate existing maintenance programs and staffing, and an advanced meter infrastructure evaluation to assess options to automate the City’s meter reading program.
On-Call Hydraulic Modeling Support, Eastern Municipal
Water District, Perris, CA: Principal-in-Charge for hydraulic modeling projects for Eastern Municipal Water District on an as needed basis. The District serves customers in a 550 square mile area in western Riverside County. The potable water system has five major service areas with a total of 70 pressure zones. The District’s hydraulic model has over 31,000 pipeline features and approximately 25,000 nodes. West Yost used the hydraulic model to provide requested support to the District for several different projects. Requested evaluations have included looking at the Romoland and Murrieta booster pump stations and determining alternatives for rebuilding these pump stations. Four alternatives were evaluated using the hydraulic model to determine hydraulic impacts to the system, improvement requirements, and preliminary cost
comparison of the alternatives. The hydraulic model has also been used to support Winchester Hills development in determining how many EDUs could be constructed prior to major storage and pumping improvements were required.
Water Master Plan Update, City of Milpitas, CA: QA/
QC for an update to the Water Master Plan for the City of Milpitas, which also includes a Water Utility Asset Condition Assessment and a Risk and Resiliency Assessment and
Emergency Response Plan in compliance with the America’s Water Infrastructure Act of 2018. The Water Master Plan included an update and calibration of the City’s water system hydraulic model, evaluation of recent water use trends
and development of future water use projections based on planned development, hydraulic analysis of the City’s water system to identify needed water system improvements, and development of a prioritized capital improvement program for implementation of recommended improvements.
Water Treatment Plant and Distribution System Master
Plan, City of Yuba City, CA: Project Manager for a
comprehensive master plan update that included developing a new hydraulic model for the City in InfoWater, providing a completed evaluation of the distribution system performance for existing and future demand conditions, including
evaluations of system capacity and pressure, distribution system water quality, and performance of the system for different outage scenarios. West Yost also evaluated the future system configuration to assess transmission and
distribution system needs to distribute water from the Water Treatment Plant to future growth areas. Based on the analysis results, West Yost developed a list of necessary improvements to address existing deficiencies, serve the City’s future growth areas, and a phasing plan to serve near-term development.
The Master Plan also included an asset evaluation for key facilities and linear assets and used InfoMaster Water to develop a risk assessment model for City’s water distribution pipelines.
Water System Master Plan and Capacity Reserve Fee Study, Dublin San Ramon Services District, Dublin, CA: QA/QC
Reviewer for the preparation of a Water System Master Plan and Capacity Reserve Fee Study for the District. Tasks included a review and update of the District’s system performance criteria; development of potable and recycled water demand projections; update of hydraulic water system models for the potable and recycled water systems; hydraulic analysis of existing and future conditions including 2020, buildout (based on adopted general plans), and ultimate planning horizons; development of a prioritized capital improvement plan; and performance of a water system capacity reserve fee study.
Water Master Plan, City of Stockton, CA: QA/QC for an
update to the Water Master Plan that evaluates water system infrastructure needs and an updated capital improvement plan that supports buildout of the recently-updated
Envision Stockton 2040 General Plan. Project tasks include confirmation of goals, strategies, and priorities for the City’s water system; update and calibration of the City’s water Agenda Item #9.8.
Amy Kwong, PE
Master Planning and System Modeling
Amy Kwong is a water resources engineer with a focus in water master planning, water supply and facilities planning, hydraulic modeling, and the design of water system infrastructure. She has contributed to the development of many water master plans throughout California.
EXPERIENCE
Water System Hydraulic Model Development, City of Fairfield, CA: Project Manager responsible for managing and performing QA/QC on the development and calibration of the City’s water system hydraulic model. Specific tasks included importing the City’s pipelines, pump stations, and reservoirs into InfoWater using the City’s Phase 1 GIS updates and record drawings; reviewing and updating the network connectivity with input from City staff; and spatially allocating existing water demands using historical meter data. Calibration and verification tasks included placing hydrant pressure recorders and conducting hydrant tests; calibrating the pipeline roughness factors using steady state hydrant test simulations; and verifying extended period operations using data collected by hydrant pressure recorders. The hydraulic model was successfully validated to confirm the model’s effective use as a planning and operational tool. After completion of the model calibration, various demand planning scenarios were also developed in the hydraulic model.
Water System GIS and Hydraulic Modeling On-Call Services, City of Fairfield, CA: Project Manager/performed QA/QC for a six-year on-call contract to update and maintain the City’s water system GIS and hydraulic model. GIS updates are to be performed monthly and will follow an organized structure, as defined in a flowchart developed for the project. Hydraulic model updates are to be conducted annually, with additional modeling evaluations to be conducted on an as-requested basis.
Water Master Plan Update, City of Garden Grove, CA: Task Leader responsible for developing updated demand projections for the City’s Water Master Plan to recommend and prioritize capital improvement projects for a 20-year planning horizon. Demand projections were developed with spatial locations to provide a more accurate future demand allocation in the water system hydraulic model. Discussions were held with the City’s Planning Department to better understand the timing of future development and to identify the appropriate assumptions for Accessory Dwelling Units (ADUs).
Water System Master Plan, City of San Bruno, CA: Project Engineer responsible for developing a water system master plan and hydraulic model to recommend and prioritize capital improvement projects for a 20-year planning horizon. Tasks included conducting a facility assessment of the City’s tanks, wells, and pump stations; reviewing water system facilities data; and developing a hydraulic model to evaluate the City’s existing and future water systems. Results from the existing and future water system evaluations were used to develop a comprehensive capital improvement program. Hydraulic model development included calibration using field data collected from hydrant tests.
STAFF TITLE: Principal Engineer II
YEARS OF EXPERIENCE: 18
PROFESSIONAL REGISTRATIONS
Professional Civil Engineer,
California No. 73213
EDUCATION
MS, Civil and Environmental
Engineering, Stanford University,
Stanford, CA
BS, Civil and Environmental
Engineering, San Jose State
University, San Jose, CA
PROFESSIONAL AFFILIATIONS
American Water Works
Association
American Society of Civil
Engineers
Bay Area Water Works
Association
Water Education Foundation,
2013 Water Leaders Class
Agenda Item #9.8.
Amy Kwong, PE | Page 2
Water Master Plan Update, City of Milpitas, CA: Project Engineer for an update to the Water Master Plan for the City of Milpitas, which also includes a Water Utility Asset Condition Assessment and a Risk and Resiliency Assessment and Emergency Response Plan in compliance with the
America’s Water Infrastructure Act of 2018. Created and calibrated hydraulic model based on the City’s GIS database, record drawings, and hydrant tests. Refined the City’s water use factors by linking water meter data to existing land uses.
Simulated a range of demand and outage conditions for
the existing and future water system and identified capital improvement projects to mitigate existing deficiencies and meet the needs of future developments.
Citywide Water System Master Plan, City of Tracy, CA:
Project Engineer responsible for developing and analyzing unit water demand factors to project future water demands based on the City’s adopted General Plan land uses.
Additional tasks included updating the City’s existing potable water system hydraulic model and developing a new recycled water system model to be used for analyzing future water demands and subsequently identify required backbone
infrastructure to serve buildout of the adopted General Plan. Improvement projects identified from the hydraulic model evaluations were used to develop a comprehensive
capital improvement plan. An additional Operations Guide was developed after the Citywide Water Master Plan to
provide City operations staff with a document outlining the recommended water system operational strategies during
typical winter and summer demand periods. The Operations Guide also evaluated the impacts to the existing water system from proposed near-term infrastructure improvements.
Water System Master Plan and Capacity Reserve Fee
Study, Dublin San Ramon Services District, Dublin, CA:
Project Engineer responsible for the development of potable and recycled water demand projections. Additional tasks included development of specific tools to allow District staff to easily update water demand projections in the hydraulic model and training for District staff on using the hydraulic model and demand projection tools.
Water System Hydraulic Model Calibration and
Verification, City of Napa, CA: Project Manager. West Yost is performing static calibration and dynamic verification of the City’s water system hydraulic model. In coordination with City staff, West Yost conducted hydrant tests to confirm the roughness coefficients (C-factors) of pipelines throughout the water system. The City’s hydraulic model was calibrated to match observed field conditions. Following model calibration, West Yost is proceeding with dynamic verification for summer and winter conditions, which consists of developing extended period simulations that generally mimic observed trends over a 48-hour period. Diurnal demand patterns were also developed as part of the verification process.
Water Master Plan, City of Healdsburg, CA: Project
Manager responsible for leading the development of the
City’s Water Master Plan update. The update process included the development and calibration of a new hydraulic model to represent the City’s water system. Improvement projects identified from the hydraulic model evaluations were used to develop a comprehensive and prioritized capital improvement plan to address deficiencies in the City’s existing water system.
Water Facilities Master Plan Update, Eastern Municipal
Water District, Perris, CA: Project Engineer responsible for the hydraulic evaluation of the San Jacinto Valley service area.
Project tasks included updating the hydraulic model with new facilities not in the GIS, validating the hydraulic model through comparisons with field operating data, preparing hydraulic evaluations to identify deficiencies and needed improvements, developing cost estimates for capital facilities and documenting results of the master plan in a comprehensive report.
Transmission System Planning Update, Zone 7 Water
Agency, Livermore, CA: Project Manager responsible for
leading the development of the City’s Water Master Plan update. The update process included the development
and calibration of a new hydraulic model to represent the City’s water system. Improvement projects identified from the hydraulic model evaluations were used to develop a
comprehensive and prioritized capital improvement plan to address deficiencies in the City’s existing water system.
Water Master Plan, City of Modesto, CA: Project Engineer responsible for developing the City’s buildout water
demand projections and updating the water demands in
the hydraulic model. Directed and performed QA/QC on
the hydraulic model calibration (using steady state hydrant test simulations) and verification (using extended period simulations) as well as the existing and buildout water system hydraulic evaluations. Results from the existing and buildout water system evaluations will be used to develop a comprehensive capital improvement program.
Water System Master Plan, City of Hayward, CA: Project
Engineer responsible for developing a water master plan and hydraulic model to recommend and prioritize capital improvement projects for a 25-year planning horizon. Tasks included reviewing water system facilities data and developing a hydraulic model to evaluate the City’s existing and future water systems. Specialized evaluations included a review of the City’s standard operating procedures, an assessment of potentially using the City’s emergency groundwater wells for potable water supply, and the development of a Sustainability Plan.
Results from the existing and future water system evaluations were used to develop a comprehensive capital improvement program. Hydraulic model development included both static calibration using field data collected from hydrant tests and dynamic verification using a 24-hour period simulation.
Agenda Item #9.8.
Patrick Johnston, PE
Master Planning and System Modeling
Patrick Johnston is a civil engineer who focuses on the planning, design, and construction support services for water and wastewater systems and environmental projects. His experience includes preparing design plans and specifications, evaluating treatment alternatives, modeling wastewater and water hydraulic systems, developing utility master planning documents, preparing cost estimates, contract administration, construction survey layout and construction management for water supply and wastewater projects.
Patrick’s experience includes collection system hydraulic modeling using a variety of software packages. Patrick has experience using water billing data to develop wastewater loads, calculating landuse-based flow factors and developing future flow projections based on planning documents and landuse data. Patrick has experience develop flow monitoring plans, analyzing flow monitoring data and using flow monitoring data to calibrate the dry weather and wet weather flow components for collection system models.
EXPERIENCE
Infiltration and Inflow Analysis/Hydraulic Model Update, Ross Valley Sanitary District, San Rafael, CA: Project engineer leading the recalibration of the hydraulic model in Infoworks. The District’s existing hydraulic model was recalibrated with flow monitoring data from the 2014 wet season and then recalibrated with limited flow monitoring from the 2020 wet season. The goal was to analyze the effect of capital improvement projects that were performed between the two sets of flow monitoring data. Additional analysis was performed on available SmartCover data in an attempt to determine if certain types of rehabilitation or replacement projects were more effective in reducing inflow and infiltration. Recommendations for further SmartCover monitoring were developed.
Wastewater Master Plan, City of Stockton, CA: Project manager for the wastewater master plan for the City. Project focused on a system-wide flow monitoring program, inflow and infiltration analysis, development of a fully-dynamic hydraulic model and all model inputs using InfoSWMM, evaluation of the system under existing and future dry weather and wet weather flow events, and development of a capital improvement program. The project involved review of land use data and Significant Industrial Users that contribute flow to the sewer system. The model was developed from GIS, survey data and record drawings. The model was calibrated to measured dry weather and wet weather flows and used to evaluate the system under dry weather conditions and wet weather storm events for current and future flow conditions.
Inflow and Infiltration Reduction Services, City of Cotati, CA: Project manager leading the analysis of the wastewater collection system for opportunities to reduce inflow and infiltration (I&I) in the system. This included coordinating field work, documenting and analyzing the findings, and making recommendations for I&I reduction methods. West Yost analyzed available flow monitoring data to determine the type of I&I occurring within the collection system with the goal of reducing the yearly volume of wastewater STAFF TITLE: Principal Engineer I
YEARS OF EXPERIENCE: 28
PROFESSIONAL REGISTRATIONS
Professional Civil Engineer,
California No. 59028
EDUCATION
MS, Civil Engineering, Stanford
University, Stanford, CA
BS, Civil Engineering, Tufts
University, Medford, MA
PROFESSIONAL AFFILIATIONS
American Society of Civil
Engineers
Northern California Pipe Users
Group
Agenda Item #9.8.
Patrick Johnston, PE | Page 2
Mapping, Modeling, and Master Planning, City of San
Jose, CA: Project Engineer responsible for development and calibration of a fully dynamic model of the sanitary sewer system for the central area of the city of San Jose, which included nearly 400,000 linear feet of pipe and approximately 1,500 manholes and pipes. The model was completed with
Infoworks CS, from Wallingford Software, which was capable of dealing with the numerous flow splits and integrating results from separate modeling work that was being simultaneously performed for adjacent upstream and downstream areas of the City. The model was used to develop capacity improvement projects to resolve the capacity deficiencies. Projects were prioritized and assembled into a Capital Improvement Program of recommended projects for the City to implement over the next 20 years.
Gathered existing data and shape files from the City, and used them to develop mapping for the existing and future land uses in the Central area. Population estimates were developed from the land use mapping, which were then used to generate flows. Used the existing shape file information to develop the physical model network using Infoworks CS. Flow monitoring data was used to calibrate the model for dry weather and to develop contributing flows entering the Central area from adjacent areas that were not modeled. Results from concurrent modeling of adjacent areas that were modeled were used to include downstream backwater conditions, as well as incoming flows entering the central area from upstream areas. Design storms were developed to simulate typical wet weather
conditions that result in significant inflow and infiltration. Wet weather flow monitoring was used to develop wet weather parameters for each sub-basin and then to calibrate the model for wet weather conditions.
The model was then run for existing conditions, shortterm future conditions and long-term future conditions.
Deficiency conditions were identified for each of the sets of modeling results, determining which pipes were not capable of transporting the model flows. The model was used to
develop capacity improvement projects to resolve the capacity deficiencies. The projects were prioritized and assembled into a Capital Improvement Program of the recommended projects for the City to implement over the next 20 years.
Capacity and Infiltration/Inflow Assessment and CIP
Development for Cease and Desist Order Compliance, City of Marysville, CA: Project Engineer responsible for creating a model of the City’s existing wastewater collection system using H2OMap Sewer. Used water meter billing information and sewer return rates to develop flows for the model. Created a flow monitoring plan to measure existing wastewater flows under both dry and wet weather conditions. This information was used to perform complete calibration of the model, which was then used to analyze the capacity of the system under peak wet weather flows. Areas with insufficient capacity were identified.
discharged to the wastewater treatment facility. Analysis revealed on-going groundwater infiltration during the wet season as a likely target. Initial recommendation is for CCTV inspection in the low-lying areas of the collection system, with continuing analysis for further recommendations.
Sewer Evaluation and Capacity Assessment Plan, City of
Davis, CA: Project engineer responsible for development of a fully dynamic model of the wastewater collection system. Flows were based on a previously developed model. Updated GIS files were used to develop the hydraulic model and flow monitoring data was used to calibrate the model for both dry and wet weather flows. The model was then used to analyze system capacity, identify deficiencies and recommend improvement projects.
Castro Valley Sanitary District, Engineering Support,
Castro Valley, CA: Provided engineering support to further analyze previously recommended improvement projects and provide alternative solutions. A portion of the system that contains particularly complex flow diversions was developed in InfoSWMM and refined with flow monitoring data to analyze alternatives.
Carmel Area Wastewater District, Carmel, CA: Project
manager for projects to develop a hydraulic model of the existing wastewater collection system and to develop a 20- year capital improvement program. CCTV-based condition
assessment information was incorporated with the results from the hydraulic model to develop a prioritized rehabilitation and replacement program. Cost estimates were developed for the proposed replacement projects and included in a database that provided a recommended approach for the rehabilitation and replacement program for the next 20 years.
Yosemite Valley Plan, U.S. Department of Interior, National Park Service, El Portal, CA: Engineering Support responsible for developing model of existing system using H2OMap Water and ArcView. The Yosemite Valley Plan and its Supplemental Environmental Impact Statement presents alternatives to improvements projects located within Yosemite Valley. The preferred alternative of this document included several improvements geared towards enhancing the ecological and cultural features of the Park. The Master Plan incorporated these changes into the infrastructure in a way that integrated the utilities into a common corridor for ease of access and minimal construction impact.
Participated in the planning of sewer locations to serve future facilities and completed construction cost estimate for master planning purposes. Major project activities included modifications to pipeline parameters within the H2OMap Sewer model, simulations, and updates of hydraulic output reporting for technical memorandum.
Agenda Item #9.8.
Doug Moore, PE
Stormwater and Flood Resilience
Doug Moore is an engineer with experience in storm drainage facility master planning, stormwater computer modeling, facilities planning, preliminary design, design and specifications, construction and capital cost estimating, project permitting, and project management. He has hydrologic and hydraulic modeling expertise with XPSWMM (1 and 2 dimensional modeling), Sacramento SWMM, HEC-1, HEC-2, HEC-HMS, HEC-RAS, MOUSE, MIKE URBAN, and RiverFLO-2D. He has provided initial planning, detailed design, and construction period engineering services for four large detention basin projects, each of which created significant wildlife habitat areas. Doug has performed wastewater treatment plant planning and facility evaluations. He has prepared potable water demand estimates and facility evaluations. He is skilled at preparing potable water, wastewater, and stormwater evaluations for development specific plans, city and county wide general plans, and environmental impact reports. Doug is particularly skilled at quickly developing infrastructure concepts and plans that minimize construction costs without compromising system performance.
EXPERIENCE
Soscol Gateway Interior Drainage Project, City of Napa, CA: Project Engineer and Lead Modeler for this project. He reviewed previously prepared technical studies and schematic-level designs of two alternatives to convey overland drainage in the Soscol Gateway area. The project included hydrologic/hydraulic modeling of the existing floodplain and alternative improvement projects, coordination with private land owners, and coordination with the CEQA consultant and regulatory agencies (California Department of Fish and Wildlife, etc.). He developed a drainage plan that reduced the total project cost by about 40 percent under the previously considered alternatives. Also, the performance of the lower cost project has been verified as better than the performance of the previous plans. Doug performed the engineering evaluations for this project, which included confirmation of the sizing of a proposed USACE detention basin/pump station, evaluation of existing storm drains (sized for a 10-year storm) and channels to partially convey the 100-year storm flows, sizing of a proposed new pump station, and determination of the residual flooding depths and flow directions and velocities through 2-dimensional flood modeling using XPSWMM.
The 2-dimensional flood modeling results were presented in easily understandable maps of floodwater depths (colored shading) and flow vectors (arrows depicting the direction and velocity) for existing conditions. From these existing conditions maps, improvements were developed that reduce the 100-year flooding to a level that will include only minor ponding in the public streets. Flooding depth and flow velocity maps were prepared for the improvement alternatives. By comparing the existing condition and improved conditions maps, the level of flood reduction is easily visualized and the benefit of the proposed improvements is understood.
Elk Grove Creek Detention Basin Study, City of Elk Grove, CA: Project manager on a study to evaluate detention basin opportunities to reduce the 100-year flooding along Elk Grove Creek. West Yost evaluated expanding four existing detention basins (DB10, DB11, DB12, and DB13) and evaluating four new detention basins and one STAFF TITLE: Engineering Manager II
YEARS OF EXPERIENCE: 30
PROFESSIONAL REGISTRATION
Professional Civil Engineer,
California No. 58122,
Nevada No. 19924
EDUCATION
MS, Civil Engineering, University
of California, Davis
BS, Geology, University of Oregon
BS, Mathematics, University of
Oregon
PROFESSIONAL AFFILIATIONS
North Bay Engineers Club
California Stormwater Quality
Association
Floodplain Management
Association
AWARDS
California Water Environment
Association, Sacramento Area
Section 2011 Engineering
Achievement Award – Dry
Creek Levee Relocation at the
Wastewater Treatment Plant, City
of Roseville
American Society of Civil
Engineers, Sacramento Section
2011 Small Flood Control Project
of the Year – Dry Creek Levee
Relocation at the Wastewater
Treatment Plant, City of Roseville
Agenda Item #9.8.
Doug Moore, PE | Page 2
Storm Drain Master Plan 2014 Update, University of
California, Davis: Project Manager for the preparation of the original UC Davis Storm Drainage Master Plan (SDMP) in 2000, and prepared updates of the SDMP in 2006 and
2014. The 2014 update was undertaken to include use of a linked 1- and 2-dimensional (1D and 2D) modeling. The 2014 update included modeling the storm drain system using the 1-dimensional layer of the XPSWMM model, and using the
2-dimensional model layer to simulate flood water ponding and flow over the ground surface. The model included
about 1,300 1-dimensional model links and about 200,000 ground surface grid cells (15 ft by 15 ft). Stormwater system monitoring was performed the morning of December 2,
2012, and included measuring freeboard depths at manholes, flooding depths at several low areas around campus, and photographing flooded streets and pedestrian paths around campus. The storm was simulated with the XPSWMM
model. The model was calibrated using this storm event, gaged water levels in the Arboretum Waterway and in the main stormwater lift station, gaged discharge from the lift station, and the observed/photographed flooding. The
update also included revising the XPSWMM model of the
Central Campus to the current land uses and drainage facility conditions. Finished floor elevations of many of the buildings were surveyed and compared to the modeled water surface elevations to accurately evaluate the risk of building flooding.
Areas of particular risk of flooding were identified. Flooding from buildout land use was also evaluated, and three
alternative drainage plans were developed and evaluated to address flooding. Alternative flood reduction improvements were evaluated, a preferred set of improvements were
identified, and construction cost estimates were prepared.
Use of the 2-dimensional model allowed for an accurate
evaluation of shallow surface channels and culverts to convey the runoff to a large detention basin. The basin was sized for a 100-year storm. Surface conveyance of the runoff was necessary because constructing large storm drains in the Campus is nearly impossible because of the many other
underground utilities.
floodplain storage project (collectively called the “basins”).
In the Phase 1 evaluation each of the basins was modeled using the City’s SacCalc hydrologic models and/or the City’s HEC-RAS hydraulic model. The resulting changes in flows and water surface elevations were determined and compared
with existing conditions. The water surface elevations were also compared with previously surveyed structure finished flood elevations, and the number of predicted flooded
structures was tabulated. Project construction and total capital cost estimates were also prepared. The Phase 1
results were presented to City staff in a workshop, and from the workshop five combinations of the individual project were identified for further evaluation (Combinations A-E). In Phase 2, Combinations A-E were evaluated with the SacCalc and HEC-RAS models and the resulting flow, water surface elevation, and flooded structures were summarized. The
results of the Phase 2 work were presented to City staff in a second workshop. The work was also summarized in draft and final Technical Memoranda.
Laguna Creek and Whitehouse Creek Multi-Functional
Corridor Project, City of Elk Grove, CA: Quality Assurance/ Quality Control reviewer for a floodplain evaluation. The City of Elk Grove plans to construct a raised pedestrian trail along Laguna Creek and Whitehouse Creek. The trail includes one bridge crossing Whitehouse Creek and two bridges crossing Laguna Creek. West Yost is completing a hydraulic analysis using HEC-RAS software to determine the impact of the
proposed project to the floodplain during the 10-year and 100-year design storms and evaluating mitigation measures to reduce or eliminate the impact. The evaluation also includes a scour analysis for the three proposed bridges using the HECRAS model for the preferred alternative.
Skibbereen Monteith Storm Drain Planning and Design and Bid and Construction Services, Vallejo Flood and Wastewater District, Vallejo, CA: Project Manager for a project to evaluate the downstream impacts of the increased flow and prepare a hydraulic impact evaluation technical memorandum (TM) for the District due to Caltrans enlarging a culvert under Interstate-80 from a 24-inch, corrugated metal pipe to a 30-inch, smooth interior steel pipe, which increased the flow crossing I-80. The evaluation identified the lowest-cost and most feasible approach to mitigate the increased flow was to construct 800 feet of new 30-inch storm drain in Skibbereen Lane and Fleming Avenue.
The geotechnical investigation of the new drain alignment identified shallow bedrock, which can be a concern for unknown conditions and added costs during construction. In light of this, West Yost prepared the construction plans set and bid approach to deal with the bedrock that would reduce the number of change orders for the District, led a prebid meeting, and provided engineering services during construction.
Agenda Item #9.8.
Jeff Wanlass, PE
Pump Stations and Tanks
Jeff Wanlass has more than 20 years of experience in project management, planning, design, and services during construction for water supply facilities. He has prepared plans and specifications conforming to the contracting requirements for state agencies, municipalities, water agencies, and private clients. His civil engineer experience includes designs for water and recycled storage tanks, pump stations, transmission mains, groundwater supply wells, and grading and drainage plans for site development project.
Jeff has been involved in more than 25 tank and pump station projects, including inspection, rehabilitation, replacement, and new facilities.
EXPERIENCE
Garden Grove Water Master Plan – Facility Assessment, City of Garden Grove, CA:
Lead project engineer to conduct facility assessments for mechanical, safety, electrical and instrumentation, structural, and civil facilities for 13 municipal wells and five booster pump stations within the City’s distribution system. The assessments included valves, pumps, piping, control valves, corrosion, operations,site drainage, security, pavement, safety, and code evaluation. Structural and electrical evaluations were also conducted by subconsultants. Met with O&M staff to review operational concerns and needs.
Assisted in developing a tiered assessment approach based on condition, useful life, cost to rehabilitate vs replace, and the critical nature of the facility and individual piece of equipment. Prepared preliminary cost estimates of recommended improvements.
Glenview Tank 3 Replacement, City of San Bruno, CA: Project Manager for design of a 2.0 MG prestressed concrete tank with a dome roof to replace a 60-year old concrete tank. The project included layout and design of tank appurtenances, adding a chlorination system, tank mixer, flexible connections, and seismic shut-off system, and improvements to site security. A Fault Trace Study was conduct because of the project site’s proximity to the San Andreas Fault. Final design for the tank included collaboration with the geotechnical engineer and the tank manufacturers to develop design parameters for continued operation after a seismic event. The project is currently under construction. Prepared preliminary and engineer’s construction cost estimates. Construction: $4,588,000.
Butcher Road Tank Evaluation and Recoating, City of Vacaville, CA: Project design lead to conduct a condition assessment of two (2.0 and 4.0 MG) welded steel tanks for the City of Vacaville. The existing tanks were originally constructed is 1970 ang 1976, respectively.
The purpose of the evaluation was to determine structural, safety, coating improvements necessary to meet current codes and extend the useful life of these tanks. The project included review of the City’s previous dive inspection reports, visual observations, and review with maintenance staff input. Enhanced interior coating systems were evaluated to extend the life of the coating system. The project improvements recoating the exterior and exterior of both tanks, improved site security, chlorine feed systems, tank mixers and aeration systems to reduce THM levels, fall protection systems, and various site improvements.
STAFF TITLE: Principal Engineer II
YEARS OF EXPERIENCE: 24
PROFESSIONAL REGISTRATION
Professional Civil Engineer,
California No. 60930
Professional Civil Engineer,
Oregon No. 91821
EDUCATION
MS, Civil and Environmental
Engineering, Brigham Young
University
BS, Civil and Environmental
Engineering, Brigham Young
University
PROFESSIONAL AFFILIATIONS
American Water Works
Association
California Stormwater Quality
Association
Agenda Item #9.8.
Jeff Wanlass, PE | Page 2
Alhambra Elevated Concrete Tank Structural and Corrosion Evaluation, City of Sacramento, CA: Project Manager to
conducted interior inspections, via a raft, to determine the extent the concrete damage and corrosion associated with the interior steel diaphragm. Recommended improvement were
developed and a report was prepared summarizing finding and recommendations. Technical specifications were prepared necessary for City crews to implement the recommended
improvements.
Cordes Ranch Tank & Pump Station, City of Tracy, CA: Lead Project Engineer responsible to design review and technical consultant for design by others of a 2.0 MG prestressed concrete tank and 6,300 gpm booster pump station. The tank is partially buried with a column support flat slab roof, with a diameter of 108 feet and a wall height of 34 feet. The pump station facilities consist of two 60-horsepower and four 125-horsepower vertically mounted mixed flow pumps enclosed in a 58-foot by 32-foot masonry building. The electrical equipment, including variable frequency drives, will be located in a climate controlled room in the building. Chemical feed system for sodium
hypochlorite and ammonia are located in separate rooms.
Emergency standby power facilities are located exterior of the building in sound attenuating enclosure.
Tracy Hills Tank & Pump Station, City of Tracy, CA: Lead Project Engineer responsible to design review and technical consultant for design by others of a 3.75 MG prestressed concrete tank and 8,170 gpm booster pump station. The tank is partially buried with a column support flat slab roof, with a diameter of 137 feet and a wall height of 40 feet. The pump station facilities consist of two 40-horsepower and four 150-horsepower vertically mounted mixed flow pumps enclosed in a 65-foot by 35-foot masonry building. The electrical equipment, including variable frequency drives, will be located in a climate controlled room in the building. Chemical feed system for sodium hypochlorite and ammonia are located in separate rooms. Emergency standby power facilities are located exterior of the building in sound attenuating enclosure.
Garin Tank and Pump Station Improvements, City of
Hayward, CA: Project Manager to evaluate and design
additional capacity at an existing pump station and tank. The project included increasing the pump station capacity from two 50 horsepower (hp) pumps sized to flow about 300 gallons per minute (gpm) each to four pumps with a capacity of about 750 gpm for a firm capacity of about 2,300 gpm. The work tasks included evaluating the existing site to determine location of new generator and electrical services, electrical upgrades, replacing the existing generator located inside the building to outside, evaluating existing piping for the increased flow, evaluate adding an additional tank. Prepared Preliminary Design Report and plan and specifications for the recommended project.
Gregory Gardens Steel Tank Evaluation, Contra Costa Water District, CA: Project Manager for evaluation safety systems and interior condition assessment of a 3.0 MG welded steel tank.
The tank was constructed in 1967 with a diameter of 110.5 feet and shell height of 28.0 feet and includes a steel dome roof.
Project included observation of the interior coating systems and corrosion, developed plans and specifications to install perimeter safety guardrail, ladder safety improvements, repair corrosion along the chime, and repair corrosion pits on the interior floor plate.
La Vista Tank Inspection and Evaluation, Carmichael Water District, CA: Project Manager for a condition assessment and evaluation of the District’s La Vista Water Storage Tank. The project included interior and exterior coating and corrosion assessments, structural and seismic analysis, safety and code evaluation, geotechnical evaluation, and developed three alternative improvements projects. Alternative 3 was recommended as it will provide the District with a tank that meets all current codes and standards, and provides the flexibility to add additional storage capacity to meet future supply needs, and could be constructed on the adjacent parcel owned by the District so the existing tank could remain in service during construction of the new tank.
Recycled Water Pump Station and Storage Tank Project, City of Hayward, CA: Lead design engineer for a 1.0 MG welded steel tank, 1.6 mgd booster pump station, and 1,000 feet of 16-inch transmission mains. The tank is an at-grade tank with a diameter of 66 feet and a shell height of 44 feet. The pump station facilities consist of four vertical turbine pumps (two 50-hp & two 30-hp) with space for a fifth future pump. Design also included a 3,100-gallon hydropneumatic surge tank, and site grading and drainage.
Evaluation of R16, R17, & R9A Water Storage Tank and
Pump Stations, City of Santa Rosa, CA: Project Manager to conduct extensive inspection and evaluation for three welded steel tanks ranging in size from 0.25 to 2.0 million gallons.
The work tasks included site and tank interior inspections and develop recommendations for bringing the tanks up to current structural and seismic codes, conduct site specific geotechnical investigations, evaluate potential corrosion and the condition of the coating systems, evaluate the interior and exterior piping, evaluate safety, security, drainage, and current health and OSHA requirements, evaluate site accessibility and potential improvements, and the determine the logistics for taking the storage tanks out of service to implement the recommended improvements. Evaluations included associated pump stations and electrical systems. A report will be prepared summarizing our finding and recommendations, including construction cost estimates.
Agenda Item #9.8.
Andy Smith, PE
Water and Wastewater Treatment
Andy Smith has performed a wide variety of planning and design work for numerous water and wastewater treatment facilities for agencies in California and Oregon. His treatment facility experience includes master planning and predesign, detailed design and cost estimating, and engineering services during construction. His treatment expertise includes preliminary treatment, clarification, filtration, disinfection, chemical storage and metering, pumping stations,solids handling, and dewatering. He has worked on treatment facilities with capacities ranging from <1 mgd to 40 mgd.
EXPERIENCE
North Bay Regional Water Treatment Plant Ozone System Improvements, City of Fairfield, CA: Project Manager for the preliminary and detailed design of $3 million improvements to an existing ozone system. Improvements to the 40-mgd surface water treatment facility included new ozone generators capable of producing ozone gas at 10-12% by weight to replace the 30-year-old generators that produced five to six percent by weight; modifications to the ozone gas diffuser grids within the plan’s existing pre-ozone contactors; and replacement of aging residual ozone destruct units.
Improvements to the ozone generators and configuration of the gas diffuser grids improved gas transfer and dispersion and addressed a range of plant flow rates and ozone demand conditions related to the variable blends of surface water from two sources with significantly different ozone demand and DBP precursor characteristics.
Ozone Improvements Project, Waterman Water Treatment Plant, Fairfield, CA:
Andy served as Project Engineer for the detailed design phase of this project to upgrade the existing liquid oxygen (LOX) storage and ozone generation systems at a 30 mgd surface water treatment plant. The project included replacement of a LOX delivery truck connection equipment, a 12,000-gallon LOX storage tank, two existing 5,000 cf/hr vaporizers, and associated valving and pressure regulation equipment. The project also included replacement of three existing power supply units (PSUs) for three existing 300 pounds per day (ppd) ozone generators and installation of a new closed loop cooling water skid to serve the new PSUs. In order to compress the construction schedule, the design team worked with the City and major equipment manufacturers to execute a preprocurement agreement which locked in pricing and allowed the manufacturer to begin the shop submittal process ahead of bidding the project. 2018 America’s Water Infrastructure Act Risk and Resilience Assessment and Emergency Response Plan Compliance Project, City of Fairfield, CA: Project Manager for an all-hazards America’s Water Infrastructure Act (AWIA) 2018-compliant Risk and Resilience Assessment (RRA) and Emergency Response Plan (ERP). West Yost completed a thorough gap analysis after reviewing and organizing previously-completed RRA- and ERP-related resources. West Yost completed the RRA and ERP according to the American Water Works Association standards, which represent cross-sector best practices. The RRA includes an assessment of natural, built, cyber, and personnel assets, and relevant threats and hazards. West Yost developed risk and resilience management strategies to address the highest risks and reduce vulnerabilities.
STAFF TITLE: Principal Engineer I
YEARS OF EXPERIENCE: 17
PROFESSIONAL REGISTRATIONS
Professional Civil Engineer,
California No. 74673
EDUCATION
BS, Civil Engineering, University
of California, Davis
PROFESSIONAL AFFILIATIONS
California Water Environment
Association
Central Valley Clean Water
Association
American Water Works
Association
Agenda Item #9.8.
Andy Smith, PE | Page 2
documents for the solicitation and evaluation of design-build proposals. Andy’s responsibilities during the design-build period include overall coordination of design deliverable reviews, review of key equipment and material submittals, weekly coordination with on-site CM and resident engineers, and planning for commissioning and acceptance testing, which is expected to occur in 2023.
Facilities Master Plan, City of Galt, CA: Staff Engineer for the development of a master plan for the phased upgrade and expansion of the City of Galt’s (City) existing 3 mgd WWTP to 6 mgd. Facility improvement alternatives include new primary treatment, expansion of existing secondary and tertiary processes, solids digestion, mechanical dewatering facilities and upgrade and expansion of existing personnel buildings.
Responsibilities include condition assessments and capacity analyses of existing facilities, development of a hydraulic profile, predesign and site layout of new facilities and development of detailed construction and life cycle project cost estimates for all alternatives.
Summit Water Treatment Plant Filter Facility Design,
San Gabriel Valley Water Company, Rialto, CA: Project
Engineer for design of new granular media filters at an existing 20 MGD surface water treatment plant. Up to three new filters are being designed to replace filtration capacity that will be lost when existing 1980s-era diatomaceous earth filters are removed from service and demolished. Filters are being designed to accommodate multiple media types
and configurations that are being piloted to substantiate 1) filter loading rates at levels greater than 6 gpm/SF, and 2) the ability of the filters to provide adequate polishing of DBP precursor materials ahead of final disinfection. Project challenges include an extremely constrained site for which vertical shoring will be required to avoid undermining and/or promoting differential settlement in nearby structures. Upon construction of new filters, existing granular media filters will be retrofitted to match new media configuration.
Water System Planning and Improvements Project,
Markleeville Water Company, Markleeville, CA: Project
Manager for a capital project intended to increase reliability and treated water quality for a small water system. West Yost was hired to evaluate and ultimately design improvements related to the optimization of water treatment plant operations to improve management of DBP formation potential from
Markleeville’s surface water supply; reconfiguration of existing booster pump stations to alleviate water age issues and increase reliability during power outages; replacement of aging transmission and distribution piping; and installation of new service meters. Design and construction of this project is being conducted under planning and construction grants, respectively, administered by the Drinking Water State Revolving Fund. Andy’s responsibilities also include coordination of survey, geotechnical and environmental documentation services.
North Bay Regional Water Treatment Plant Laboratory
Improvement Project, Cities of Fairfield and Vacaville, CA:
Project Engineer. West Yost designed a complete remodel of the NBRWTP’s existing 1,500 square foot water quality laboratory.
Improvements are being implemented to the lab to better align the layout with the work being performed in the laboratory; eliminate unnecessary and outdated analytical equipment; and modernize the countertops, cabinets, and lighting. West Yost worked collaboratively with existing laboratory and operations staff in a series of workshops to determine the Cities’ needs and develop a preferred layout. Design challenges included extensive modifications to the laboratory’s original HVAC and plumbing systems, including working around a complex existing process water & drain piping manifold designed to provide process water to various online, in-lab water quality instruments.
Water Treatment Plant Alternatives Evaluation, City of
Vacaville, CA: Project Manager for a screening-level evaluation of options for increasing the City of Vacaville’s surface water treatment capabilities, which are currently limited to seasonal, intermittent operation of a nominal 12 MGD diatomaceous earth treatment facility. West Yost’s work includes development and evaluation of candidate treatment trains for Solano Project water from Lake Berryessa /Putah South Canal, candidate treatment facility sites and configurations for a WTP providing between 15 and 25 MGD of finished water a buildout, and planning level facility costs and implementation schedules.
The results of these evaluations will inform City-wide water master planning work being conducted by West Yost, and will provide valuable reference points as the Cities and Vacaville and Fairfield examine potential future expansions of the nearby North Bay Regional WTP, which currently sends up to 13.3 MGD of treated surface water to Vacaville.
Program Management and Design Services for Surface
Water Supply Project, Stanislaus Regional Water Authority (SRWA), Ceres, CA: Pre-Design Task Lead and Assistant Program Manager for a project to define and manage implementation of a $278 million project to deliver a new treated surface water supply to serve the Cities of Turlock and Ceres. West Yost was selected in 2016 to manage development of a regional Surface Water Supply Project that will include raw water conveyance facilities, a treatment plant, and treated water transmission mains to bring water to each City’s distribution system. Andy’s preconstruction responsibilities included source water quality characterization, evaluation of treatment process alternatives, planning for the development of and testing of an existing infiltration gallery facility, design of pumping and distribution facilities, coordination of geotechnical investigations, coordination of right-of-way services, engineering support of SRWA’s environmental consultant, permitting and utilities coordination, construction cost estimating, bidability and constructability reviews, preparation of life-cycle cost evaluations, and development of detailed technical procurement Agenda Item #9.8.
Timothy Banyai, PE
Water and Wastewater Treatment
Timothy Banyai is a registered civil engineer with experience managing and designing water and wastewater treatment plants and pumping stations. Tim has served as project manager, lead project engineer, technical advisor and quality control reviewer.
As a manager, Tim maintains direct client contact, provides project team leadership, and coordinates among disciplines to ensure successful project completion. His direct project experience includes design and preparation of drawings and specifications, assisting clients in bidding-phase services, and performing construction-phase duties.
Tim has a strong record of developing cost-effective and innovative designs for water and wastewater treatment plant projects, and is known for managing multidisciplinary teams for water and sewer infrastructure improvement projects. He also has direct experience as an operator and laboratory technician for a wastewater treatment plant where he conducted laboratory analysis, helped develop and implement a facilities plan study for nitrogen control, performed pilot studies, and developed bench-scale models. Tim’s experience as a treatment plant operator provides insights he incorporates into the design for successful construction-phase sequencing, testing and start-up, and operations and maintenance. Tim also has experiencing preparing State Revolving Fund (SRF) applications and managing SRFfunded projects.
EXPERIENCE
Secondary Clarifier, Napa Sanitation District, CA: Project Manager. Tim managed the design of improvements that would add flexibility to the return activated sludge system. This included piping modifications that allowed for RAS to be conveyed to the aeration basins.
Wastewater and Drainage Sump Stations Facilities Station Condition Assessment, Sacramento, CA: Project Engineer for Pump Station Design. The City of Sacramento completed an effort to refine their asset management approach via strategic planning.
As part of this project, West Yost completed a multidisciplinary condition assessment of five wastewater and five drainage sump stations. The condition assessment evaluated the existing assets at the sump stations via a scoring method that fed into a facility risk assessment. The scoring used in the condition assessment and facility risk assessment was then incorporated into a strategy for long-term planning for budgeting, rehabilitation and repair, and replacing assets to comply with regulations and maintain public health and safety.
Water and Wastewater Experience and Expertise:
Pumping stations
Water booster stations
WWTP hydraulics
Headworks
Primary treatment
Aeration systems
Trickling filters
Secondary clarifiers
Disinfection
Solids thickening
Digestion
Odor control
STAFF TITLE: Engineering Manager I
YEARS OF EXPERIENCE: 30
PROFESSIONAL REGISTRATIONS
Professional Civil Engineer,
California No. 60715,
Kansas No. 14119 (inactive)
EDUCATION
MS, Environmental Engineering,
North Dakota State University
BS, Civil Engineering,
North Dakota State University
PROFESSIONAL AFFILIATIONS
California Water Environment
Association
Tau Beta Pi Engineering Honor
Society
Water Environment Federation
Agenda Item #9.8.
Timothy Banyai, PE | Page 2
stations and also performed a condition assessment on the City’s Wastewater Treatment Plant. The information collected during the condition assessment was used to identify repairs and upgrades at each of the facilities. Conceptual level capital costs were also developed for the repairs and upgrades.
The projects were then ranked and placed into one of
three categories for development of a capital improvement program. Projects were ranked as immediate, near-term, and long-term categories.
Water Treatment Plant Facility Plan and Wastewater
Treatment Plant Major Upgrades, City of Oceanside, CA:
Condition Assessment Lead and Project Manager. Tim led
the multi-discipline condition assessment of the Weese
Direct Filtration Water Treatment Plant and the Mission Basin Groundwater Purification Plant that uses reverse osmosis to treat brackish groundwater. The Weese Plant is a 25 mgd facility and the Mission Basin Plant is a 6.4 mgd facility.
The primary objectives of the project were to use asset management principles to make risk-based informed decision to develop a prioritize capital improvement plan for the next 20 years. In addition to the capital improvement plan, the City looked to reduce O&M, increase reliability, plan for future regulatory requirements and increase automation, optimize performance and lower energy costs. A detailed work plan was developed to conduct the field work that identified assets to be assessed, scoring criteria, methods to conduct the assessments and responsibilities of all parties. Following the detailed condition assessment field work, a comprehensive risk-based assessment was completed to rank and prioritize capital projects into four time windows: immediate, 2 to 5 years, 5 to 10 years and 10 to 20 years. The team worked closely with the City staff in workshops to prioritize the projects. The City’s San Luis Rey Water Reclamation Plant (SLRWRF) wastewater treatment plant was evaluated. The
SLRWRF has a capacity of 13.5 mgd and treats a majority of the City’s wastewater. West Yost completed a Preliminary Design Report (PDR) that included a high-level condition assessment Detailed evaluations and condition assessments were developed for the headworks facilities, flow and load equalization facilities, primary and secondary facilities and solids treatment. Each of the detailed analyses included a condition assessment and development of life cycle costs with a focus on reducing energy use and chemical costs. Following the PDR, West Yost assisted the City in developing a phased approach to implementing the improvements to best use the money available. The first phase includes the following major items – headworks improvements with two new screens, new conveyor and washer compactors, new grit removal using
the Headcell technology, odor control improvements and
consolidation of the primary and secondary electrical facilities into a common electrical building. The estimated construction cost for Phase 1 items is approximately $12M.
Construction sequencing
Master planning
Condition assessment
SRF applications
Clients include: The California cities of Belmont, Folsom, Foster City, Hayward, Hercules, Lompoc, Modesto, Pinole, Salinas, San Jose, San Leandro, San Mateo, Santa Barbara, Santa Rosa, and Ukiah; the County of San Mateo; special districts including Contra Costa Clean Water Program
(Richmond), Contra Costa Water District, Dublin San Ramon Services District (Dublin), Las Gallinas Valley Sanitary District (San Rafael), Livermore-Amador Valley Water Management
Agency, McKinleyville Community Services District, Napa Sanitation District, Orange County Sanitation District, Oro Loma Sanitary District (San Lorenzo), Ross Valley Sanitary District, Sacramento Area Sewer District, Sacramento Regional County Sanitation District (Regional San), Silicon Valley Clean Water (Redwood City), South Tahoe Public Utility District, and Union Sanitary District (Union City); and U.S. service branches including the Navy, Marine Corps, and Air Force.
Don Julio/Watt Avenue Sewer Relief Project, Sacramento
Area Sewer District, Sacramento, CA: Project Engineer
for the design for the replacement of the Larry Way Sewer Lift Station (S016), and decommissioning of the Don Julio Boulevard Lift Station (S015). The project requires upsizing the S016 facilities. The existing rated capacity for S016 was
4.0 million gallons per day (mgd) and was upsized to 8.5 mgd.
Improvements at S016 include three new 70-horsepower
submersible pumps, a circular concrete wet well, a standby diesel generator, provisions for the future installation of an odor control scrubber, and upsizing the primary power.
Construction sequencing is a major design criterion, as the existing S016 facility must remain in continuous service to minimize disruptions to the public. The S015 facility will be decommissioned and existing flows routed to the upsized S016 facility.
Lift Station Asset Management Program, City of Carlsbad, CA: Project Engineer. The City of Carlsbad owns and operates 11 wastewater lift stations that receive and deliver sanitary sewage to the Encina Wastewater Authority for treatment and disposal. As part of its asset management initiative of utility infrastructure, the City is performing condition assessment of its lift stations and developing business processes to identify improvements to its lift stations. Tim will complete a visual assessment of 11 lift stations in April 2022. The assessment will civil/site, mechanical, structural, electrical, and instrumentation and controls disciplines. Based on the assessment, recommendations for improvements will be made.
Water and Wastewater Treatment Plant and Water
Distribution System Master Plans, City of Yuba City, CA:
Tim performed condition assessments on six of the City’s lift Agenda Item #9.8.
WE SUPPORT OUR COMMUNITIES
WE ARE WATER FOCUSED
WE TAKE PRIDE IN WHAT WE DO
WE STRIVE TO BECOME OUR BEST
WE DO WHAT’S RIGHT
WE BELIEVE IN QUALITY
WE LISTEN
WE SOLVE CHALLENGING PROBLEMS
WE SEE THE BIGGER PICTURE
WE TAKE OWNERSHIP
WE COLLABORATE
WE HAVE FUN
WE ARE WEST YOST
Agenda Item #9.8.
Report to the City Council
Regular City Council - 13 Jun 2023
Agenda Section: CONSENT ITEMS
Subject: Consideration and approval of a resolution authorizing the payment of rental of decanting pump at the St. Helena Louis Stralla Water Treatment Plant for a total not-to-exceed amount of $56,000.
CEQA
Determination:
Exempt
Prepared By: Clayton Church, Public Works Operations Manager Reviewed By: Joseph Leach, Public Works Director and City Engineer Approved By: Anil Comelo, City Manager
BACKGROUND
A component of the water treatment process at the City of St. Helena's Louis Stralla Water Treatment Plant (LSWTP) utilizes large filter basins to clarify water. During water production, these filters are frequently backwashed to purge sediment accumulation.
Water used for back wash operations contains a heavy concentration of deposits that have been removed from the water. When this water is transferred to settling ponds, the deposits settle out of the water creating sludge.
Routinely the LSWTP budgets for the purchase and rental of equipment to decant water, remove and stage sludge for drying, and hauling of sludge to landfill. In October 2022 the City owned decanting pump failed and is non-repairable due to age and availability of parts. Staff rented a pump from Herc Rentals from Oakland, CA. At the time, staff inadvertently did not process a purchase order. The purpose of this action is to retroactively approve the purchase order and appropriate sufficient funds accordingly.
DISCUSSION
A purchase order was not previously processed for the rental of the pump from Herc Rentals at a cost of $6,978.96 per month. Due to ongoing operations, limited staff, and lack of oversite at the WTP a PO was not secured and thus a balance of $56,000.00 was Agenda Item #9.9.
subsequently accrued for the rental of a decanting pump from October 2022 to June 2023.
The rental of the equipment was due to the immediate need to continue critical operations at LSWTP. The City has been unable to submit payment for the remaining balance to Herc Rentals as the outstanding balance exceeds signatory approval.
FISCAL IMPACT
The total cost of the payment is $56,000.00 The adopted FY 2022/23 budget allocated $2,000.00 in Rental Equipment. Although the cost of the rental exceed the budget line item, staff has identified funding in the current budget to cover the remaining costs. No additional funds are necessary.
RECOMMENDED ACTION
Approval of a resolution authorizing the payment for the rental of decanting pump in the amount not to exceed of $56,000.00 from Herc Rentals.
ATTACHMENTS
HERC Rental_decanting pump rental_Reso WTP (002)
Agenda Item #9.9.
CITY OF ST. HELENA
RESOLUTION NO. 2023-
Resolution authorizing the payment to
Sunbelt Rentals for the heavy
equipment rental used for material
removal and disposal at the water
treatment plant in the amount of not
to exceed $56,000
RECITALS
A. The process for treating water at the City of St.
Helena Water Treatment Plant includes the
accumulation waste material; and
B. On as needed basis depending on water
production demand, the material is removed and
disposed; and
C. The costs associated with the sludge removal
project including the heavy
equipment rental, transport and disposal are
budgeted in Fiscal Year 2022-23 from equipment
rental budget; and
D. A purchase order was not secured for the rental of
the decanting pump from Herc Rentals in the
amount of $56,000; the budget amount for rental
equipment FY 23/24 was $2000.00; and
Agenda Item #9.9.
E. This balance was subsequently exhausted as the
decanting pump remained at the LSWTP and was
utilized in all phases of the project spanning
several months, October 2022 to June 2023; and
F. Staff is recommending approval of resolution
authorizing the payment to the Herc Rentals for a
total not-to-exceed amount of $56,000.
RESOLUTION
The City Council of the City of St. Helena hereby resolves as follows:
Approves the payment to Herc Rentals for the
decanting pump rental used for decanting operations
of the sludge ponds at the water treatment plant in
the amount of not to exceed $56,000.00.
Approved at a Regular Meeting of the St. Helena City
Council on 13th day of June, 2023, by the following vote:
Mayor Paul Jamison Dohring: _____
Vice Mayor Eric Hall: _____
Council Member Anna Chouteau: _____
Council Member Lester Hardy: _____
Council Member Billy Summers: _____
APPROVED: ATTEST:
Agenda Item #9.9.
___________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City
Clerk
Agenda Item #9.9.
Report to the City Council
Regular City Council - 13 Jun 2023
Agenda Section: CONSENT ITEMS
Subject: Request to approve a resolution approving the appeal of a Planning Commission denial and approval of Demolition
Permit and Design Review (file # PL 21-044), for the demolition of an existing single-family dwelling and accessory structures in order to accommodate the construction of a new singlefamily dwelling and accessory structures at a property located at 2126 Madrona Avenue within the Twenty-Acre
Agriculture (A-20) zone.
CEQA
Determination:
Exempt
Prepared By: Maya DeRosa, Community Development Director Reviewed By: April Mitts, Assistant City Manager
Approved By: Anil Comelo, City Manager
BACKGROUND
The appellant submitted an application on November 5, 2021, requesting approval of a resolution granting a demolition permit and design review in order to demolish an existing single-family residence to accommodate the construction of a new single-family home on the property located at 2126 Madrona Avenue in the Twenty-Acre Agriculture zoning district.
The Planning Commission considered the applicant’s request at a meeting held on October 18, 2022. Due to concerns expressed by Planning Commissioners and members of the public, such as potential inconsistencies with the General Plan and numerous concerns expressed by neighbors to the project, the Planning Commission requested that the applicant:
• Hold meetings with the neighbors, install story poles to show the massing of the proposed project;
Agenda Item #9.10.
• Provide the Planning Commission with information that is responsive to the neighborhood concerns; and
• Inform the Planning Commission if the applicant proposes any revisions in response to the concerns expressed by the public and/or Commissioners.
A project status update was given at the December 6, 2022, Planning Commission meeting. The applicant provided photos of the story poles and some details related to the two neighborhood meetings that occurred on November 6, 2022, and November 19, 2022, respectively. Additionally, as requested by the Planning Commission, Spottswoode Winery provided an anticipated vineyard production assessment for the December 6, 2022, Planning Commission. The Planning Commission requested that staff and the project applicant have all final revisions completed in a timely manner, and set March 7, 2023, as the hearing date to bring the project back to the Commission for review.
At the March 7, 2023, public hearing, additional public comments were received from neighbors who had concerns that the applicant had not made sufficient revisions to address concerns raised at the earlier Planning Commission meetings and comment letters.
The Planning Commission has the discretion to independently consider the consistency of the project with the General Plan as required by Design Review finding SHMC Section
17.164.030 (A) (1):
A. In addition to the purposes prescribed in Section 17.164.020, the following factors shall be considered by the planning commission in reviewing all applications:
1. Consistency and compatibility with applicable elements of the general plan.
The Commission ultimately determined that the project is inconsistent with General Plan policies LU5.1 and LU5.3 due to the net loss of 0.53-acre of agricultural uses that would result from the project and voted to deny the project (3-1).
On March 21, 2023, the appellants filed an appeal of the Planning Commission’s denial to the City Council in accordance with St. Helena Municipal Code (SHMC) Section
17.08.180.
On April 25, 2023, the City Council heard the denial appeal and after a lengthy public comment period and discussion, moved to continue the item for further discussion to another public hearing for the fifth and final hearing.
On May 17, 2023, the City Council, at a public hearing by a 3-1 vote, directed City staff to prepare a resolution that would reverse the Planning Commission denial of the applicant's application, and thereby approve the demolition permit and design review (file # PL 21-044) with the request to add a condition of approval regarding future fencing so it would not block the views of neighbors across Fir Hill.
Agenda Item #9.10.
DISCUSSION
At the May 17, 2023 City Council meeting, the City Council found that given the fact that the proposed project is consistent with the limitations on residential development in the A-20 zoning district that implement the General Plan, the proposed project is not inconsistent with General Plan policies LU5.1 and LU5.3.
The attached resolution approves the Demolition Permit and Design Review Permit subject to conditions of approval for the proposal to demolish existing residential structures and to construct a new single-family residence and accessory structures at 2126 Madrona Avenue. The resolution also finds that the proposed single family home is not subject to CEQA both because the City has limited discretion when considering demolition and design review permits, and separately that the project is exempt from CEQA under State CEQA Guidelines section 15303, and lastly includes findings supporting the approval of the demolition and design review permits.
FISCAL IMPACT
All fees associated with the appeal application have been borne by the appellant.
RECOMMENDED ACTION
Based on the May 17, 2023, approval of appeal (file # 23-010), staff recommends the City Council approve the attached resolution granting the demolition permit and design review approval to 2126 Madrona Avenue (file # PL 21-044) and finding the approval not subject to CEQA and exempt from CEQA under State CEQA Guidelines Section 15303.
ATTACHMENTS
Attachment 1 - Resolution
Agenda Item #9.10.
CITY OF ST. HELENA CITY COUNCIL
RESOLUTION NO. 2023-
GRANTING DEMOLITION PERMIT AND DESIGN REVIEW APPROVAL TO 2126 MADRONA AVENUE (File No. PL21-044) AND FINDING THE
APPROVAL NOT SUBJECT TO CEQA AND EXEMPT FROM CEQA UNDER STATE CEQA GUIDELINES SECTION 15303
PROPERTY OWNER: Lorraine and Joe Berchtold APN: 009-470-010 Recitals
1. The applicants submitted an application on March 16, 2021; requesting approval of a resolution granting a demolition permit and design review in order to demolish an existing single-family residence to accommodate the construction of a new singlefamily home on the property located at 2126 Madrona Avenue in the Twenty-Acre Agriculture (A-20) zoning district; and
2. The Planning Commission of the City of St. Helena, State of California, considered the project, staff report, and all testimony, written and spoken, at a duly noticed public hearing on March 7, 2023, where action was taken to deny the applications;
3. On March 23, 2023, the appellants filed an appeal of the Planning Commission’s denial to the City Council in accordance with St. Helena Municipal Code (SHMC) Section 17.08.180; and
4. The City Council considered the appellants’ appeal at a duly noticed public hearing on April 25, 2023, and considered the demolition permit and design review applications in their entirety, and continued the meeting to a special meeting date.
On May 17, 2023, the City Council, after reviewing materials provided from the Planning Commission public hearing, as well as considering the staff report and record of the proceedings before the City Council, the written evidence submitted for the Council public hearing, and the testimony and other evidence submitted at the Council public hearing, the Council, by a 3-1 vote, directed City staff to prepare a resolution that would reverse the Planning Commission denial of applicants’ applications, and thereby approve the demolition permit and design review applications for the property located at 2126 Madrona Avenue and provide that resolution for consideration at a future Council meeting.
Resolution
Now, therefore, the City Council of the City of St. Helena hereby resolves:
A. The City Council hereby approves the appeal and reverses the Planning Commission’s denial of a demolition permit and design review for the demolition of an existing single-family residence to accommodate the construction of a new single-family home on the property located at 2126 Madrona Avenue in the Agenda Item #9.10.
Twenty-Acre Agriculture (A-20) Residential zoning district. The City Council’s approval of the demolition permit and design review application is subject to the conditions of approval set forth in this Resolution and is based on the findings as set forth herein.
B. The City Council hereby finds that the project is not subject to the California Environmental Quality Act (CEQA) for two independent reasons. First, the approval of a demolition permit and design review for a project within the City is not subject to CEQA because the City has limited discretion when considering these approvals. (See State CEQA Guidelines, § 15060(c)(1); Pub. Resources Code, § 21080(b)(1).) The proposed residence is located in the A-20 Zoning District, and the development of a single-family residence in the A-20 zone is permitted by right. The City Council’s discretionary review of the proposed project is expressly restricted to design review consistent with Chapter 17.164 of the St.
Helena Municipal Code; the City Council has fully considered the aesthetic and design criteria of Chapter 17.164 and determined that the proposed single-family residence is consistent with those criteria. There are therefore no design related environmental impacts arising from the proposed project, and no further CEQA review is permissible. Second, and in the alternative, the proposed Project is exempt from CEQA under State CEQA Guidelines section 15303, which exempts from CEQA the construction and location of various structures, including a singlefamily residence. The project here falls squarely within the exemption, as the project entails the construction of a single-family residence. The project is thus exempt from CEQA.
C. Pursuant to St. Helena Municipal Code (SHMC) Section 17.164.050(G), the City Council makes the following findings to support the motion to approve the Demolition Permit to allow for the demolition the existing structures on-site:
1. That, based on the public record and testimony presented at a public hearing, the building to be demolished is determined not to be a significant architectural or historical building;
2. That the demolition does not eliminate elements that are required to maintain the essential character of the neighborhood; and
3. That the design review of the proposed replacement structure is approved prior to approval of the demolition of a housing structure.
The findings are based on the following information included in the public record: The existing home was constructed in 1883 but does not appear on the St. Helena Historic Resource Inventory. A Historic Resources Evaluation was conducted for the existing structures on the site. The evaluation concluded that substantial alterations occurred outside of the historic era, the structures lack architectural significance, historic significance, or association with historic persons required for historic listing.
The evaluation determined that none of the existing structures on the site meet the required criteria of significance necessary for eligibility for the California Register of Historic Resources (CRHR), the National Register of Agenda Item #9.10.
Historic Places (NRHP), or the St. Helena Historic Resource Inventory.
Demolition of the existing structures would not be contrary to the requirements of the SHMC Section 17.164.050(G), and demolition of the structures will not occur prior to approval of design review for the replacement structures, which approval is also granted by this Resolution.
D. In accordance with the design review criteria identified in SHMC Section
17.164.030, the City Council has considered all of the following design criteria, and determined that the application for the proposed single family residence takes reasonable account of the items set forth in St. Helena Municipal Code Sections
17.164.010 through 17.164.030, and the design review application should therefore be approved. The City Council’s consideration of each of the design review criteria set forth below was based on the entirety of the record before the City Council, and is not limited to the explanations of consistency as set forth herein.
1. Consistency and compatibility with applicable elements of the general plan; The City Council disagreed with the Planning Commission’s finding that the project is inconsistent with General Plan policies LU5.1 and LU5.3 due to the removal of existing farmland for non-agricultural uses. The applicants have stated that the portion of existing vineyard proposed for removal to accommodate the project is the least viable for rehabilitation, has partnered with the Spottswoode Winery to rehabilitate the remaining vineyard, and has proposed to add an additional 0.13-acre of fruit and olive trees to the existing
0.20-acre orchard and plans to establish an estate olive oil in an effort to continue and preserve the majority of the agricultural uses on the site. Further, Policies LU5.1 and LU5.3 are implemented through limitations set forth in the City’s Zoning Code on nonagricultural coverage on lots of two acres or greater to no more than one acre, and providing that no more than one acre of any one parcel may be removed from agricultural use. The City Council finds that given the fact that the proposed project is consistent with the limitations on residential development in the A-20 that implement the General Plan, the proposed project is not inconsistent with General Plan policies LU5.1 and LU5.3. Further, the City Council finds that, based on the materials and information included in the public record, the proposed development is consistent with General Plan policies LU2.2, PF1.1, CD3.2, HE1.5, HE2.4, and HE2.6.
2. Compatibility of design with the immediate environment of the site; The City Council finds that the design of the single-family home is compatible with the immediate environment of the site. The proposed primary residence is very large, but a significant portion of the home will be located in a basement level not visible from the street. Additionally, the applicant has worked with City staff to break up the façade fronting Fir Hill Drive. At the direction of the Planning Commission, the applicants held meetings with the neighboring residents and made subsequent minor revisions intended to minimize the Agenda Item #9.10.
massing while preserving the vineyard and mountain views of neighboring properties, including relocating the ADU an additional 15’ back from Fir Hill Drive and 5’ closer to the house, reduction of the pool size, and reorientation of the pool and bocce court. The house design will utilize earth tone paints, cement plaster, and natural accent elements such as stone, wood, and metal.
3. Relationship of the design to the site;
The project proposes removal of approximately 0.66-acre of existing 5.08-acres of vineyards from the site and demolition of the existing structures to accommodate the proposed primary residence, garage, accessory dwelling unit, pool, bocce court, the addition of approximately 0.13-acre of fruit and olive trees to the existing 0.20-acre orchard, and rehabilitation of the remaining 4.42- acres of vineyards. The proposal meets or exceeds all setback requirements and exceeds the off-street parking requirements and provides adequate circulation for vehicles. A 5-foot wall located outside of the front setback is designed to screen a portion of the motor court from street view.
4. Determination that the design is compatible in areas considered by the Council as having a unified design or historical character; The surrounding area has a mix of historic and non-historic development. The project site is developed with a residential structure originally constructed in 1883 but has been determined not to have any historic value that would be eligible for national, state, or local historic registration. The project has been designed to minimize impact on the surrounding area through use of articulation, layered massing, exterior treatment of earth tones and natural materials, and undergrounding of a large portion of the proposed residence.
5. Whether the design promotes harmonious transition in scale and character in areas between different designated land uses;
Aside from the nearby historic Spottswoode Winery, which is located in the Winery district, the property is completely surrounded by A-20 lands developed with primarily residential uses that have not retained on-site agricultural uses.
The proposal includes the removal of 0.66-acre of existing vineyards and rehabilitation of the remaining 4.42-acres of vineyards for wine production and includes the addition of olive trees which will be used in the production of an estate olive oil, to retain the agricultural nature of the existing lands, and a new residence to replace the existing residence in an area that is developed with other residential structures of various shapes and sizes.
6. Compatibility with future construction both on and off the site; The single-family home that is the subject of this application is a new residential use. Concurrently with the construction of this home, the applicants plan to proceed with the rehabilitation and reuse of the existing vineyard and Agenda Item #9.10.
installation of olive trees for the production of an estate olive oil, consistent with the surrounding A-20 zone which allows agricultural and residential uses.
7. Whether the architectural design of structures and their materials and colors are appropriate to the function of the project;
The project will use earth tones and natural elements, undergrounding of a large portion of the proposed structure, façade articulation, layered massing, and a step back of the second story as well as setbacks exceeding the minimum requirements of the A-20 zone.
8. Whether the planning and siting of the various functions and buildings on the site create an internal sense of order and provide a desirable environment for occupants, visitors and the general community;
Because the project proposes a large residence, the planning and siting of the buildings has been critical to the overall design. The applicants will underground a large portion of the primary residence that is the subject of this application, provide articulation, layered massing, and a step back of the second story, as well as setbacks greater than the required minimums.
Additionally, the project proposes more than the required parking and on-site circulation and can easily accommodate the residents of the home as well as guests.
9. Whether the amount and arrangement of open space and landscaping are appropriate to the design and the function of the structure; In conjunction with the development of the single-family residence that is the subject of this application, the applicant intends to remove 0.66-acre of existing vineyards and rehabilitation of the remaining 4.42-acres of vineyards for wine production and includes the addition of 0.21-acre of olive trees to an existing
0.13-acre orchard, which will be used in the production of an estate olive oil.
The proposed site plan also includes a bocce ball court and ornamental landscaping. Although the project proposes the removal of existing farmland (a total net loss of 0.53-acre), this is one of the only properties along Fir Hill Drive that contain a residential use that has retained any on-site agricultural use, and the overall coverage of nonagricultural uses is consistent with the zoning requirements in the A-20 Zoning District.
10.Whether access to the property and circulation systems are safe and convenient for pedestrians, cyclists and vehicles;
The project proposes more than the minimum required parking and on-site circulation can easily accommodate the residents of the home as well as guests.
11.Whether natural features and vegetation are appropriately preserved and integrated with the project;
Agenda Item #9.10.
The project will remove the 0.66-acre of the existing vineyard and will preserve and rehabilitate the remaining 4.42-acres of vineyards for wine production in partnership with the nearby Spottswoode Winery.
12.Whether the materials, textures, colors, and details of the construction are an appropriate expression of its design concept and function and whether they are compatible with the adjacent and neighboring structures and functions;
The design uses earth tone paints, cement plaster, and natural accent elements such as stone, wood, and metal which are materials found on other surrounding homes. The primary residence has been designed with larger than required setbacks, undergrounding of a large portion of the proposed residence, façade articulation and layered massing in order to preserve the mountain and vineyard views of surrounding properties. The above ground portion of the proposed primary structure is 7,950 square feet, which is approximately 2,300 square feet larger than the largest existing home in the surrounding neighborhood. However, the next largest home, which is 5,633 square feet in size, is located on a property that is only one acre in size and has a floor area ratio (FAR) approximately twice the FAR of this proposal. Therefore, in evaluating compatibility with adjacent and neighboring structures, the size of the home in relation to the parcel on which it is proposed, and not just size alone, is an important factor.
13.Whether the landscape design concept for the site, as shown by the relationship of plant masses, open space, scale, plant forms and foliage textures and colors, create a desirable and functional environment and whether the landscape concept depicts an appropriate unity with the various buildings on the site;
The proposed structures will be surrounded on the front and sides with 0.33- acre of fruit and olive trees, and gardens designed to create visual interest in contrast with the earth tones used for the structures and functionality for the residents.
14.Whether sustainability and climate protection are promoted through the use of green building practices such as appropriate site/architectural design, use of green building materials, energy efficient systems and water efficient landscape materials.
The landscaping has been designed to create a desirable and functional environment and includes several garden areas, and several fruit and olive trees, while preserving approximately 4.42-acres of the existing vineyards.
Construction will comply with the California Green Code and will incorporate solar panels, and water efficient landscaping.
Planning Department Conditions of Approval
Agenda Item #9.10.
E. The City Council approves a demolition permit and design review application for the above-described project subject to the following conditions of approval. The conditions noted below are particularly pertinent to this permit and shall not be construed to permit violation of other laws and policies not so listed.
1. The project shall be in conformance with all city ordinances, rules, regulations and policies in effect at the time of issuance of a building permit.
2. The design review shall be vested within one (1) year from the date of final action. A building permit for the use allowed under this approval shall have been applied for within one (1) year from the effective date of this action or the approval shall expire, provided however that the approval may be extended for up to two (2) one-year periods pursuant to the St. Helena Municipal Code, Section 17.08.130, Extension of Permits and Approvals.
3. Any request for an extension of this approval shall be justified in writing and received by the Planning Department at least thirty (30) days prior to expiration.
4. The approvals shall not become effective until fourteen (14) calendar days after approval.
5. All required fees, including planning fees, development impact fees, residential in-lieu housing fees, building fees, toilet retrofit fees, and St.
Helena Unified School District fees shall be paid prior to issuance of a building permit. Fees shall be those in effect at the time of the issuance of the building permit.
6. Pursuant to City Council Resolution 2003-65, the owner and applicant are informed of the following:
Prior to issuance of a building permit, in recognition of the need for additional affordable housing, and to mitigate the effects of this development on the supply and demand of affordable housing, the permitee shall be subject to a Housing Impact Fee, an inclusionary requirement, an in-lieu fee, and/or similar fair and appropriate mechanisms, to provide funds for or to develop additional affordable housing.
7. Compliance with all permit conditions shall occur in accordance with specific regulations but in all cases no later than prior to occupancy or initiation of use unless another time is set by law or by this approval. Occupancy or final inspection of a project may be withheld if all conditions, including payment of fees for services rendered by the City, are not met.
8. In any action or proceeding to attack, challenge, invalidate, set aside, void or annul the City’s approval of applicant’s Project, in whole or in part, applicant shall defend, at its own expense and without any cost to the City, and with counsel acceptable to the City, and shall fully and completely indemnify and hold the City, its agents, officers, and employees harmless from and against any and all claims, causes of action, damages, costs, attorney’s fees and liability of any kind, so long as the City reasonably promptly notifies the Agenda Item #9.10.
applicant of any such claim, action, or proceedings and the City cooperates fully in the defense of the action or proceedings.
9. Provided they are in general compliance with this approval, minor modifications may be approved by the Planning Director.
10.Pursuant to St. Helena Municipal Code Section 17.08.110, this permit shall run with the land and shall be binding upon all parties having any right, title or interest in the real property or any part thereof, their heirs, successors and assigns, and shall inure to their benefit and benefit of the City of St. Helena.
11.The primary purpose of this review is for compliance with the General Plan and Zoning Ordinance. The property owners or their designee shall be responsible for meeting with the Building Official, Fire Inspector and or Public Works Department to review compliance with Building Codes, Fire Codes and specific Public Works Standards including fire protection systems and any applicable accessibility standards of Title 24.
12.Construction shall be in compliance with plans submitted and reviewed by the City Council on May 17, 2023, except as modified herein.
13.During construction, the project site shall be adequately fenced and secured to prevent trespassing.
14.Any future fencing along the vineyard (Fir Hill side of the property) beyond the 1 acre development area shall be non-view obstructing and visually open (such as deer fence, hog wire, split rail, or the like). These restrictions do not apply to the fencing surrounding the 1 acre development area.
15.No new landscaping shall be installed while the City is in a declared Phase II or Phase III water emergency.
16.Exterior lighting shall be directed or shielded to prevent glare onto public roadways or adjacent properties.
17.To reduce disturbance of residents in the project vicinity, construction activities which generate noise that can be heard at the property line of any parcel of real property within the City limits shall be limited to 8:00 a.m. to 5:00 p.m. Monday through Saturday. Delivery of materials/equipment and cleaning and servicing of machines/equipment shall be limited to 7:00 a.m. to 6:00 p.m. Exceptions to these time restrictions may be granted by the Public Works Director for one of the following reasons: (1) inclement weather affecting work, (2) emergency work, or (3) other work, if work and equipment will not create noise that may be unreasonably offensive to neighbors as to constitute a nuisance. The Public Works Director must be notified and give approval in advance of such work. No construction activities shall occur on Sundays or federal or local holidays that generate noise that can be heard at the property line of any parcel of real property within the City limits.
Public Works Department Conditions of
Approval
Agenda Item #9.10.
18.An Encroachment Permit is required for all work within City right-of-way.
Encroachment Permits will not be issued prior to the approval of the Improvement Plans.
19.A separate utility connection directly between the ADU and the utility is required (SHMC 17.116.030). Backflow prevention devices shall be installed; all public improvements utility connections shall be designed in accordance with the City of St. Helena’s Construction Standards (SHMC 16.32.230).
20.The applicant shall verify that the existing water service and meter sizes are adequate to provide domestic and sprinkler water to the proposed residence. If the existing meter size and/or services size is not adequate, the applicant shall replace the existing piping and/or meter with the appropriate size and be responsible for any fees associated with increasing the meter size.
21.An onsite wastewater treatment (septic tank) system, conforming to Napa County technical standards and plans approved by Napa County Environmental Services shall be submitted for approval prior to clearance for issuance of a building permit. Alternatively, a sanitary sewer extension and district annexation shall be pursued. All facilities shall be constructed in accordance with City of St. Helena Standards and Specifications. Sanitary sewer facilities shall be installed prior to the issuance of Certificate of Occupancy.
22.Post-construction storm drain runoff shall be limited to pre-construction levels. The improvement plans shall demonstrate that flows will not increase due to improvements being installed with this project. No lot-to-lot drainage is allowed. All site drains must be connected to the public storm drain system or discharged through the face of curb or to an established waterway.
23.The City has adopted the latest edition of the Bay Area Stormwater Management Agencies Association (BASMAA) Post-Construction Manual.
Applicant is responsible for construction plan conformance in accordance with the BASMAA Manual, SHMC Section 13.32 et. seq., and the State Water Resources Control Board Phase II Municipal Separate Storm Water System (MS4) General Permit (Order 2013-0001 DWQ). Approval of the project by Planning Commission does not constitute compliance with storm water regulations nor a right to develop per approved plans unless this condition of approval is fully satisfied.
24.The Applicant shall provide an Erosion and Sediment Control Plan (ESCP) and a schedule for implementation of approved measures to the Public Works Department for review and approval with the first improvement plans submitted for review. A grading permit shall not be issued until the erosion and sediment control plan is approved.
25.The Applicant shall keep adjoining public streets free and clean of project dirt, mud, materials, and debris during the construction period, as is found necessary by the Public Works Director.
Agenda Item #9.10.
26.The Applicant shall construct all of Public Improvements generally shown on the Design Review Plans and more specifically described below:
a. As there are no existing curb, gutter and sidewalk improvements fronting the property and no immediate future plans for new improvements, the proposed driveway fronting Madrona shall be constructed in accordance with County of Napa Standard P-2 (Driveway Connection to Arterial Roads – Rural Roads.
b. All landscaping and fencing along the front and side yards shall be installed such that they provide adequate sight distance and conform to City Standard 324 regarding Visibility and Fencing.
27.Any excavation adjacent to the historic oak on Madrona Avenue shall comply with Section 2-1 04 Protection of Vegetation of Saint Helena City Public Works standards.
28.Preservation of the historic oak tree within the public right-of-way along Madrona Avenue shall comply Section 12.24.150 Protection of protected trees during and after construction activity of the SHMC.
29.Prior to the issuance of a grading permit or building permit, whichever occurs first, the applicant (or tree professional) shall place orange construction fencing around the tree dripline and it must extend 5’ beyond the drip line and have it inspected by the City Arborist with a written verification that the location of the construction fencing is in acceptable location. (This will exclude any part of the drip line extending into the pavement on Madrona Avenue).
30.Prior to the issuance of any permit, the homeowner or permit applicant must place 4” of mulch below the entire dripline of the tree but 1’ away from trunk flare. (This will exclude any part of the drip line extending into the pavement on Madrona Avenue).
31.In order to eliminate competition and help continue to preserve the Heritage Oak tree, the City Arborist recommends the property owner remove the adjacent redwood tree next in the canopy of the Heritage oak prior to the issuance of a building permit.
32.Prior to the issuance of a building permit, the applicant is required to prepare a Water Use Analysis according to the Water Neutrality regulations, which relies on the use of a well for agricultural irrigation purposes. The applicant shall provide evidence of permit processing through Napa County or provide studies to show that the on-site agricultural uses will either be dry farmed, as is currently the case, or will be irrigated exclusively through the well, with the remainder of the development, including landscaping, meeting the water neutrality requirements.
Building Department Conditions of Approval
Agenda Item #9.10.
33.The applicant will be required to comply with the codes adopted at the time the applicant applies for a building permit. At this time the City of St. Helena utilizes the 2022 Title 24 codes.
34.When submitting plans for a building permit, the plans shall include all documentation listed on the building permit application checklist.
35.The applicant shall provide a construction waste management plan with the building permit application.
36.The plans for construction shall include a checklist for compliance with the California Green Buildings Standards Code, mandatory measures. Provide a reference on the checklist indicating where the mandatory measures can be found on the plans.
37.When submitting plans, the title page shall include all information referenced on the building permit application checklist Title Page requirements.
38.Building Permit application materials and plans shall include any documentation pertaining to special loads applicable to the design and the specified section of the code that addresses the condition; special inspections for any systems or components requiring special inspection; requirements for seismic resistance; and a complete list of deferred submittals at time of application. Any deferral of the required submittal items shall have prior approval of the Building Official however deferral of fire sprinkler design is not allowed.
39.Any deferral of the required submittal items shall have prior approval of the Building Official; however, deferral of the fire sprinkler design is not allowed.
40.A separate permit submittal is required for demolition of existing structures, construction of pools, installation of generators and PV-systems.
41.Properties that are on septic systems or are intending to abandon a septic system are encouraged to contact Napa County Environmental Health Department early in the process to prevent project delays. A permit is required for demolition of existing septic systems from the Napa County EHD.
Fire Department Conditions of Approval
42.Plans submitted for building permit shall exhibit compliance with the current St.
Helena Fire Code, as adopted and codified in St. Helena Municipal Code Chapter 15.36 and include compliance with vegetation hazard mitigation requirements of Section 8.08.010 (E)(9) of the St. Helena Municipal Code.
43.Fire sprinklers shall be installed as required by Fire Code and the Fire Department.
Agenda Item #9.10.
44.One hour minimum fire-resistant construction on all exterior walls within 10’ of property boundary is required. Fire resistant construction of interior walls shall be determined by type of occupancy.
45.Any gates installed to control vehicular access to a property are required to be setback 30-feet from the property line and/or edge of pavement, whichever is greater. No vehicle gates may be installed without Fire Department and Public Works Department’s review and explicit approval.
I HEREBY CERTIFY that the foregoing demolition permit and design review application was duly and regularly approved by the City Council of the City of St.
Helena at a regular meeting of said City Council held on June 13, 2023, by the following roll call vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED: ATTEST:
Cindy Tzafopoulos
Paul Jamison Dohring, Mayor City Clerk
Agenda Item #9.10.
1230 Pine Street
St. Helena, CA 94574
707.967.9656 Phone
707.963.0771 Fax
BN 77021701v1
707.200.9414 Direct June 12, 2023 [email protected]
SENT VIA EMAIL
Mayor Paul Dohring
Members of the St. Helena City Council
City of St. Helena
1088 College Avenue
St. Helena, CA 94574
Re: 2126 Madrona Avenue, St. Helena - Berchtold
Dear Mayor Dohring and Members of the St. Helena City Council:
On behalf of the applicant, we respectfully submit the following response to the Block & Block letter’s comments that the City Council’s approval of the Berchtold Residence (the project) should be subject to environmental review under the California Environmental Quality Act (Pub.
Resources Code §§ 21000 et seq.) (“CEQA”). For reasons set forth in the Planning Department’s staff report and technical information included in the project application, as further discussed below, the project is exempt from CEQA.
The project is categorically exempt in accordance with CEQA Guidelines Section 15301.
Planning Department Staff correctly concluded1 that the project is exempt from the requirements of CEQA pursuant to Sections 15301 and 15303. Single-family homes are categorically exempt from CEQA. (Cal. Code Regs., tit. 14, §§15303(a), 15300.2.) Specifically, the project involves the construction of a single-family residence and thus falls squarely within the exemption under CEQA Guidelines section 15303.
Any project that fits within a Class 1 categorical exemption has been inherently determined by the Secretary of Natural Resources Agency not to have significant environmental impacts. 1 For example, see Staff Reports dated April 25, 2023, and May 17, 2023.
Agenda Item #9.10.
Mayor Paul Dohring
Members of the St. Helena City Council
June 12, 2023
BN 77021701v1
Berkeley Hillside Preservation v. City of Berkeley (2015) 60 Cal.4th 1086, 1104. In Berkeley Hillside the Supreme Court established the two-part test to determine whether the “unusual circumstances exemption” applies precluding a categorical exemption. Under the agencydeferential substantial evidence standard, the petitioner must establish an “unusual circumstance” by showing that a project “has some of the features that distinguishes it from others in the exempt class,” and if “unusual circumstances” are present, the petitioner must also establish that the unusual circumstances gives rise to a “reasonable possibility that the activity will have a significant effect on the environment.” Id. at 1105. Here, that burden is not met as further explained below.
The project is categorically exempt from CEQA under CEQA Guidelines Section 15303.
The Class 3 categorical exemption applies to the construction of “up to three single-family residences.” (CEQA Guidelines, § 15303(a).) The Berchtold residence consists of one single family residence and qualifies for a Class 3 exemption. Not only does this exemption apply to single-family homes, but it also expressly applies to swimming pools. (CEQA Guidelines, § 15303(e).)
The property is zoned A-20, which permits “one single-family dwelling per parcel.” (S.H.M.C., §
17.20.020(A).) Thus, since the City has determined the A-20 zone is appropriate to accommodate a single-family home, this can be considered a “residential zone” for the purposes of the Class 3 categorical exemption. Consistent with the A-20 zone, the project includes one single family home. Even if the ADU is included and the project includes two homes, it is still less than 3 single-family residences as allowed under the Class 3 exemption.
Moreover, the project is compatible with the neighborhood. The Berchtold residence consists of 7,950 square feet above ground. The next largest house in the neighborhood, which is 5,633 square feet, is located on a one acre parcel and has a floor area ratio of approximately twice the size of the Berchtold residence. In later litigation over the Berkeley Hillside project discussed above, the Court of Appeal, applying the Supreme Court’s earlier Berkeley Hillside decision, concluded that “the size and scale of [a] home do not present unusual circumstances” in evaluating a Class 3 categorical exemption. (Berkeley Hillside Preservation v. City of Berkeley (2015) 241 Cal.App.4th 943, 957.) There, the court upheld the applicability of the Class 3 exemption to a uniquely large single-family home (one of the largest in the city, which included a 3,400 square foot 10-car garage in its proposal)2 in the Berkeley hills. The court rejected any contentions that “the home’s size and location” were so distinguishable from neighboring residences to invoke the unusual circumstances exception. (Id. at pp. 956-57.) Even evidence that 2 Berkeley Hillside Preservation, supra, 241 Cal.App.4th at 947.
Agenda Item #9.10.
Mayor Paul Dohring
Members of the St. Helena City Council
June 12, 2023
BN 77021701v1
a traffic management plan was required in order to address the alleged “massive excavation” needed for the project, “was not a mitigation measure that precludes application of categorical exemptions.” (Id. at pp. 959-60.) Thus, the size and scale of the Berchtold home here simply do not rise to the level of unusual circumstances that would disqualify it from a Class 3 categorical exemption.
No exceptions to the Class 1 and Class 3 categorical exemptions apply that would warrant CEQA review.
The Block & Block letter contends that the project would result in significant impacts on groundwater, water quality, agricultural uses and historic resources thereby triggering the exceptions to the categorical exemptions. However, Block & Block did not provide any substantial evidence to support their claims, and all of the analyses conducted as part of the City’s review of the project application demonstrate that the project would not result in a significant environmental impact warranting review under CEQA.
First, there is no evidence that the water use at the Berchtold’s residence would constitute an “unusual circumstance” triggering the exception to the Class 3 categorical exemption. The application included water usage rates and information regarding an available water supply for the house. This is no different than the Court of Appeal’s finding in Walters v. City of Redondo Beach (2016) 1 Cal.App.5th 809, 814, 826. In Walters, the Court upheld the Class 3 exemption applied to a commercial car wash and coffee shop with landscaping and a “water feature” on a 25,000 square foot lot. If a water-intensive car wash is permitted to invoke the Class 3 exemption (an exemption which is also permissible for multi-family residential uses, motels, restaurants, and other commercial uses), there is no reason that the water use at a proposed single-family home would constitute an “unusual circumstance.” Based on the technical information included in the project application, the City validly concluded that the Section 15303 exemption applies to this project.
Second, the Berchtold project is also one of the only properties along Fir Hill Drive with a residential use that has retained any on-site agricultural use. Thus, the project would not result in a significant impact to agricultural resources. Similarly, the project would not have a significant impact on historic resources as a historic resources evaluation confirmed that the existing residence is not a historic resource.
Agenda Item #9.10.
Mayor Paul Dohring
Members of the St. Helena City Council
June 12, 2023
BN 77021701v1
With respect to water quality and stormwater related impacts, the evidence shows that a Stormwater Control Plan has been reviewed and accepted by the Public Works Department for stormwater runoff during construction activities. Specifically, the project civil plans show that water flows away from Fir Hill Drive across the site and toward the stormwater facilities located within Madrona Avenue. Further, the applicant will install two bioretention basins with a total capacity of 2,025 cubic feet, or 5 times the output from a 100-year storm, along with a 1’ deep, 6’ wide bio-swale around the perimeter of the area proposed for grading and development. Thus, the project would not result in any significant water quality or stormwater impacts.
The scope of the City’s review is limited to the action before it.
Finally, as noted by the City Attorney, the case of McCorkle Eastside Neighborhood Group. et al. v. City of St. Helena, et al. (2019) 31 Cal.App.5th 80 is instructive. Therein, the Court found “When a project involves both discretionary and non-discretionary actions, it will be deemed discretionary. However, the discretionary component of the action must give the agency the authority to consider a project’s environmental consequences to trigger CEQA.” Id. at 90. As stated, CEQA applies only to discretionary project approvals. This is because CEQA review would be an idle act where the lead agency’s decision is ministerial, and it thus lacks the authority under the governing law to deny or condition a project in a way that could meaningfully address any significant environmental effects such review might disclose. Stated differently, all discretionary decisions do not trigger a CEQA review, instead the discretion must be meaningful and relate to the environmental issues.
CEQA cannot expand the nature or scope of the discretionary authority granted by a local ordinance. “CEQA…recognizes that an agency’s discretion is limited by its own legal observations. Accordingly, where a legal obligation limits an agency’s discretion, the scope of environmental review likewise is limited.” Tiburon Open Space Committee v. County of Marin (2022) 78 Cal.App.5th 700, 732.
Agenda Item #9.10.
Mayor Paul Dohring
Members of the St. Helena City Council
June 12, 2023
BN 77021701v1
For all of these reasons, the City’s determination that the project is categorically exempt from CEQA is proper. “CEQA was meant to serve noble purposes, but it can be manipulated to be a formidable tool of obstruction.” Tiberon Open Space Committee, supra, at 782. The opponents here should not be able to make CEQA serve their own interests (which is to block the project altogether) when the evidence supports the conclusion that the project would not trigger CEQA review because the project would not result in a significant environmental impact.
Respectfully submitted.
Very truly yours,
BUCHALTER
A Professional Corporation
KATHARINE H. FALACE
cc: Cindy Tzafopoulos, City Clerk
[email protected]
Maya DeRosa
[email protected]
Chantal Power
[email protected]
Ethan Walsh, Esq.
[email protected]
Agenda Item #9.10.
Report to the City Council
Regular City Council - 13 Jun 2023
Agenda Section: OLD BUSINESS
Subject: Consideration and Proposed Approval of a Resolution Adopting the FY 2023-24 and FY 2024-25 Biennial Budget.
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
Preparation of the FY 2023-24 and FY 2024-25 Operating Budget began in January 2023 and is a culmination of input from the City Council, Executive Staff, and Department Staff.
The FY 2023-24 and FY 2024-25 Budget is being presented to the City Council for adoption.
The City Council is required to adopt estimates of revenues and expenditures on a fiscal year basis and, per Municipal Code 2.12.060.B.9, the City Manager supervises the preparation of a detailed, proposed municipal budget submitted to the City Council with adoption no later than June 30th.
The following is a brief summary of the development of the budget document.
FY 2023-24 and 2024-25 Budget Development
During budget development staff was guided by the following considerations:
• Alignment with City Council Goals:
1. Financial Sustainability
2. Infrastructure and Environmental Sustainability
3. Water Security
Agenda Item #11.1.
4. Community Information & Engagement
5. Quality of Life
• Alignment with City Council Workplan tied to Goals
• Conservative Revenue Assumptions
• Health Care Cost Increases
• Change to Labor Costs (separate City Council action will be required at a subsequent meeting to implement labor agreements and salary increases), Including Addition of One Position
• One-time vs. reoccurring costs
May 23, 2023 - City staff presented the FY 2023-24 Proposed Budget to the City Council for consideration. As noted earlier, this is the first biennial budget being prepared and presented by staff to Council for consideration. In submitting budget requests, department heads have included most one-time costs in their FY 2023-24 requests and the FY 2024- 25 requests were primarily based on nominal escalators. Any additional one-time expenditure requests made by departments beyond what was requested in FY 2023-24 will be brought to City Council during either the mid-year or mid-cycle reports for consideration.
DISCUSSION
The FY 2023-24 and FY 2024-25 Proposed Budget takes into consideration the City Council goals, budget priorities, and strategies as listed in the Background section of this report. The budget document provides detailed projected revenues and provides detailed projected expenditures for each department and fund. After receiving feedback from the City Council on May 23, 2023, staff made amendments to FY 2023-24 and completed FY 2024-25 utilizing the escalators presented previously.
The following chart shows the Fiscal Year 2023-24 and 2024-25 Proposed Revenues and Expenses for All Funds:
Agenda Item #11.1.
The overall FY24 Projected Revenues are $35.85 million and expenses are $36.25 million. The overall FY25 Projected Revenues are $38.15 million and expenses are $36.79 million.
General Fund
Revenues
The following chart shows the Fiscal Year 2023-24 and 2024-25 Proposed Revenues for General Fund:
Agenda Item #11.1.
Proposed FY24 General Fund Revenues is estimated at $18.27 million and is broken down as follows:
• Property Tax (35%) $6.46 million
• Sales Tax (33%) $6.07 million
• Transient Occupancy Tax (21%) $3.83 million
• Other Revenue (11%) $1.91 million
Proposed FY25 General Fund Revenues is estimated at $19.09 million and is broken down as follows:
• Property Tax (35%) $6.75 million
• Sales Tax (34%) $6.38 million
• Transient Occupancy Tax (21%) $4.02 million
• Other Revenue (10%) $1.94 million
City Council and staff recognize the maintenance of a fund balance is essential to the preservation of the financial integrity of the City - unanticipated needs, demands, and opportunities will surely arise over the next 24 months, and it is prudent to program sufficient financial reserves to be available to address them. The Council has designated a fund balance (reserve) policy of 30%; however, Council has expressed interest in increasing the reserve levels. While increasing the fund balance is not being recommended at this time, staff did take this, as well as the inevitable recession, into consideration with our recommended use of a portion of the unrestricted fund balance (while still maintaining an unrestricted fund balance of 40%).
Agenda Item #11.1.
Expenses
The recommendations below have taken into consideration the following:
• Council's interest in maintaining a fund balance greater than 30%; • Continue to maintain conservative revenue and expense projections; • Maintain sufficient cash balance for emergencies;
• Use of unrestricted fund balance generally for one-time costs and not ongoing costs; and
• Maintain sufficient cash balance for funding contingencies related to the Wastewater Treatment Plant project. Any funding for the completion of the plant would be through an interfund loan from the General Fund to the Wastewater Fund. While not known if these funds will be needed and, if so, how much will be needed for unexpected contingencies, staff has included a placeholder of $2,000,000 in the estimated net position table (Table 3 and Table 4) to not lose sight of potential, short-term, General Fund balance impacts.
The following chart shows the Fiscal Year 2023-24 and 2024-25 Proposed Expenses for General Fund:
FY24 Proposed Expenses included increases to the following:
• Salaries - Previously approved COLA in the amount of 4.2% and an additional 2% Equity adjustment for positions below the 95% of Market Median. • Benefits - 10% increase in healthcare premiums.
Agenda Item #11.1.
• Public Works Positions - Freezing 1 FTE as Senior Civil Engineer, funding 1 FTE as Engineering Technician, and funding 1 FTE as Maintenance Worker. • Contracts - Increased contract services to provide necessary engineering support for Capital Improvement projects.
• Maintenance - Increased maintenance costs related to supporting aging infrastructure.
FY25 Proposed Expenses included increases to the following:
• Salaries - Previously approved COLA at a maximum of 5% and an additional 2% Equity adjustment for positions below the 95% of Market Median. • Benefits - 5% increase in healthcare premiums.
• Contracts - Contract services to provide necessary engineering support for Capital Improvement projects.
• Maintenance - Increased maintenance costs related to supporting aging infrastructure.
Non-Profit Grant Funding Recommendations
City staff received 22 applications requesting funding. Per the Policy, the applications were reviewed for completeness and all applications were presented for funding recommendations.
The City Council working group, consisting of Mayor Dohring and Vice Mayor Hall, met to review applications with City staff to make recommendations for FY 2023-24 non-profit funding. The City received a large response to the program with cumulative funding requests exceeding the program budget by $239,317.
City staff and the Council working group closely evaluated each application and made funding recommendations for applications that closely aligned with Council goals and their commitment to advancing justice, equity, diversity, and inclusion to the City. The decisions were extremely difficult and were based on both the City’s continued financial constraints while balancing and ensuring the needs of the community are met to the extent possible.
Below is a listing of the organizations by grant category that submitted an application and the recommended funding for the FY 2023-24 Operations Budget:
Table 1: FY 2023-24 Non-Profit Funding Requests and Recommendations Applicant Description FY24 Funding
Request
FY24
Recommended
Funding
Cafeteria Kids
Theater -
Attachment 3
Summer Drama in
St. Helena 1,000 1,000
Agenda Item #11.1.
Festival Napa
Valley -
Attachment 4
How I See Music
Education Program 16,000 8,000
Friends of the
Cameo -
Attachment 5
Faces of St. Helena 8,500 8,500
Music in the
Vineyards -
Attachment 6
MITV Connects 3,030 3,000
Napa Valley
College DAS
Foundation -
Attachment 7
Viva Mariachi! St.
Helena 14,353 5,000
Napa Valley
Museum -
Attachment 8
Conservation &
Exhibition of Sophie
Alstrom Mitchell's
Wildflower
Watercolors
10,392 -
Our Town St.
Helena -
Attachment 9
Our Town St. Helena
Strategic Plan 20,000 -
Rianda House
- Attachment
10 Visit Me Today 15,000 7,500
St. Helena
Cemetery
Association -
Attachment 11
St. Helena Cemetery
Chinese Monument
Project
12,963 10,000
St. Helena
Community
Band -
Attachment 12
St. Helena
Community Band
Yearly Performances
10,000 10,000
St. Helena
Community
Garden -
Attachment 13
St. Helena
Community Garden
Supplies
2,500 2,500
St. Helena
Cooperative
Nursery School
- Attachment
14 St. Helena
Cooperative Nursery
School
12,000 7,000
St. Helena
Farmers'
Market -
Attachment 15
Market Match
Program 12,000 9,000
Agenda Item #11.1.
St. Helena
Historical
Society -
Attachment 16
Educational Lecture
Series and Cemetary
Your
16,479 10,000
St. Helena
Housing
Coalition, Inc. -
Attachment 17
Secure Conditional
Lease for Housing
Civic/Cultural Center
on City Property
20,000 -
St. Helena
Little League -
Attachment 18
SHLL Uniforms &
Equipment 10,000 5,000
St. Helena
Preschool For
All -
Attachment 19
St. Helena Preschool
for All Scholarships 20,000 12,000
Sustainable St.
Helena -
Attachment 20
St. Helena Redwood
Forest 5,000 5,000
The White
Barn -
Attachment 21
Napa Valley Puppet
Festival 8,000 3,000
Upstage Napa
Valley -
Attachment 22
3rd Annual Upstate
NV Playwright
Festival (Playfest
2023)
9,350 6,000
UpValley
Family Centers
Napa County -
Attachment 23
Ninos Activos/Active
Kids | bilingual
playgroups
7,500 7,500
Wine Country
Animal Lovers
- Attachment
24 Feline Spay and
Neuter Programs 5,250 -
Totals 239,317 120,000
The same funding level has been assumed for FY 2024-25, but City staff will bring funding recommendations to City Council for approval after the close of the FY 2024-25 application period.
Table 2: FY 2023-24 One-time Staff Recommendations
Item 1x Costs Amount
Attorney Expense X 110,000
Agenda Item #11.1.
Planning Online Permitting Software
Implementation X 165,000
Downtown Specific Plan & EIR X 500,000
Zoning Code Update X 45,000
Website Hosting Transition X 20,000
Recreation Software Implementation X 16,000
Landscape Architect Consultants for
Hardscape & Weed Abatement X 100,000
Towable Trash Pump for Water and Storm
Water X 40,000
Self-Propelled Electric Stump Grinder X 11,000
Crack Sealer for Streets Repairs X 40,000
Light Tower for Night Work X 20,000
TOTAL 1,063,000
FY 2024-25 also includes one-time expenses in the amount of $463,000 for potential equipment needs and one-time services.
The addition of the items presented in Table 3 to the Proposed FY 2023-24 and 2024-25 budget updates the FY24 estimated expenses to $20.10 million with use of fund balance of $1.83 million in FY24 and the FY25 estimated expenses to $20.00 with a use of fund balance of $0.91 in FY25. Table 4 provides the updated estimated FY 2023-24 and FY 2024-25 Net Positions. Table 4 also includes a line item for the WWTP contingency, if needed.
Table 3: Proposed FY 2023-24 General Fund Balance
Description FY24 Fund
Balance
Reserve
%
Estimated Unassigned Fund Balance @
6/30/23 12,141,590
Estimated Revenues @ 6/30/24 18,274,906
Estimated Expenses @ 6/30/24 (20,101,378)
Use of Fund Balance (1,826,472)
Net Difference -
Estimated Unassigned Fund Balance @
6/30/24 10,315,118 51%
WWTP Contingency (Interfund Loan) (2,000,000)
Estimated Unassigned Fund Balance/Net
Position 8,315,118 41%
Table 4: Proposed FY 2024-25 General Fund Balance
Description FY25 Fund
Balance
Reserve
%
Agenda Item #11.1.
Estimated Unassigned Fund Balance @
6/30/24 10,315,118
Estimated Revenues @ 6/30/25 19,087,896
Estimated Expenses @ 6/30/25 (20,002,020)
Use of Fund Balance (914,124)
Net Difference -
Estimated Unassigned Fund Balance @
6/30/25 9,400,994 47%
WWTP Contingency (Interfund Loan) (2,000,000)
Estimated Unassigned Fund Balance/Net
Position 7,400,994 37%
*The Estimated Fund Balance percentage is based off of the Estimated Fund Balance divided by the total Expenses. The Proposed FY 2023-24 and 2024-25 Budget includes approximately $1.2 million in one-time expenditures in FY24 and $463,000 in FY25. For calculation purposes, if one-time expenditures are removed and the net position is calculated based off of ending fund balance divided by the non-occurring expenses, there is a shift in fund balance - this is noted in Table 4.
As previously stated, City Council and staff recognize the maintenance of a fund balance is essential to the preservation of the financial integrity of the City. While the proposed budget maintains a fund balance level higher than the Council reserve policy of 30%, staff desires to stress and urge a continued fiscally conservative attitude in the face of a likely recession and remain prudent in use of fund balance for one-time, non-reoccurring expenses.
Water and Wastewater Funds
Water and Wastewater Proposed Revenues are projected as follows:
FY 2023-24
Water - $8.81 million
Wastewater - $4.74 million
This is an overall increase of $3.53 million from the current year. The projected increase is based on an updated Water and Wastewater Rate Study that was approved by City Council on May 9, 2023. The City initiated the Proposition 218 process and if the new rates are adopted by City Council they will go into effect on September 1, 2023.
FY 2024-25
Water - $9.97 million
Wastewater - $5.22 million
FY24 Proposed Expenses included increases to the following:
Agenda Item #11.1.
• Salaries - Previously approved COLA in the amount of 4.2% and an additional 2% Equity adjustment for positions below the 95% of Market Median. • Benefits - 10% increase in healthcare premiums.
• Public Works Positions - Freezing 1 FTE as Senior Civil Engineer, funding 1 FTE as Engineering Technician, and funding 1 FTE as Maintenance Worker. • Contracts - Increased contract services to provide necessary engineering support for Capital Improvement projects and Temporary Operator support at the Treatment Plants.
• Maintenance - Increased maintenance costs related to supporting aging infrastructure.
• Utilities - Increased utility costs anticipated to support the operations of the new Wastewater Treatment Plant.
FY25 Proposed Expenses included increases to the following:
• Salaries - Previously approved COLA at a maximum of 5% and an additional 2% Equity adjustment for positions below the 95% of Market Median. • Benefits - 5% increase in healthcare premiums.
• Contracts - Contract services to provide necessary engineering support for Capital Improvement projects.
• Maintenance - Increased maintenance costs related to supporting aging infrastructure.
• Utilities - Increased utility costs anticipated to support the operations of the new Wastewater Treatment Plant.
Table 6 provides a summary of the Estimated Fund Balance of the Water operations fund at June 30, 2024 and 2025 and Table 7 provides a summary of the estimated fund balance of the Wastewater operations fund at June 30, 2024 and 2025.
Table 5: Proposed FY 2023-24 Water Fund Balance
Description FY24 Fund
Balance
Reserve
%
Estimated Unassigned Fund Balance @
6/30/23 3,453,679
Estimated Revenues @ 6/30/24 8,807,303
Estimated Expenses @ 6/30/24 (8,713,570)
Excess for Capital Contribution (93,733)
Net Difference -
Estimated Unassigned Fund Balance @
6/30/24 3,453,679 40%
Table 6: Proposed FY 2024-25 Water Fund Balance
Description FY25 Fund
Balance
Reserve
%
Estimated Unassigned Fund Balance @
6/30/24 3,453,679
Agenda Item #11.1.
Estimated Revenues @ 6/30/25 9,966,726
Estimated Expenses @ 6/30/25 (8,057,341)
Excess for Capital Contribution (1,909,385)
Net Difference -
Estimated Unassigned Fund Balance @
6/30/25 3,453,679 43%
Table 7: Proposed FY 2023-24 Wastewater Fund Balance
Description FY24 Fund
Balance
Reserve
%
Estimated Unassigned Fund Balance @
6/30/23 2,180,289
Estimated Revenues @ 6/30/24 4,744,521
Estimated Expenses @ 6/30/24 (5,106,090)
Use of Fund Balance (361,569)
Net Difference -
Estimated Unassigned Fund Balance @
6/30/24 1,818,720 36%
Table 8: Proposed FY 2024-25 Wastewater Fund Balance
Description FY25 Fund
Balance
Reserve
%
Estimated Unassigned Fund Balance @
6/30/24 1,818,720
Estimated Revenues @ 6/30/25 5,223,124
Estimated Expenses @ 6/30/25 (4,983,225)
Excess for Capital Contributions (239,899)
Net Difference -
Estimated Unassigned Fund Balance @
6/30/25 1,818,720 36%
Concluding Remarks
The City’s budget position is strong with strong reserves and stable revenues. St. Helena continues to be a desirable place to work, visit, and live. In recent years however there has been an ongoing reduction in investment in the City’s roads/sidewalks, water/wastewater infrastructure, staffing, city building and parks, and services in general.
During the last couple of decades, there has been increasing complexity in the demands placed on staff. During the last few years, expenditures have been rising faster than revenues. It is the City’s conservative budgetary practices and lower than market compensation increases that have allowed budgets to be balanced. The result, however, has been a mismatch between the numbers of staff/skill-set required to address the needs of the community. For example, this has impacted the City’s ability to make sustained progress on important Capital Improvement Projects (CIP). According to a financial analysis conducted by Baker Tilly in February 2023, the City has an annual “deficit” of Agenda Item #11.1.
approximately $6.5 million relative to capital needs and staffing. The number assumes the addition of 9 positions and the provision of competitive compensation to City employees. Another impact of non-competitive compensation is that there are several positions vacant at any given point in time. This makes it difficult for staff to address community needs and additionally creates burdens on existing staff. The lack of competitive compensation, estimated to be about 20% below market for most positions (at the 75th percentile), puts the City at a distinct disadvantage to attract and retain talented employees. In addition to staffing/compensation deficit, the City has an estimated $177 million CIP which does not include purchase/building of a City Hall or the creation of new infrastructure to improve circulation/evacuation routes for pedestrians, bikes, and vehicles.
In order to enhance services to the community and address the infrastructure needs, the City will need to find new stable revenue sources. Since the City continues to be attractive to developers of housing and hotels, selling one or more of the City’s properties to generate an infusion of funds and potentially ongoing revenue may need to be considered. It should be noted that any hotel project will not be built for at least 6 years which means that the City will need to find one or more other revenue sources in the interim. To that end, City Council has directed staff to engage in a variety of actions.
These include returning to City Council with a proposal to incentivize existing hotels to increase the number of rooms, and to propose a ballot measure. Based upon initial discussions at the May 23rd City Council meeting, the preferred option for a tax increase appears to be a real estate transfer tax.
Pension Liability
The City’s prudent budgeting practices extends to how it has dealt with its pension liability.
The City has been making extra payments toward its CalPERS liability and now has a funded ratio of 79% which is very impressive. On May 23, 2023 the City Council agreed with staff recommendation to suspend these extra payments, it will be important to resume such contributions as soon as the City is able to institute a new revenue source.
Fiscal Year Required
Payments
Discretionary
Payments
Unfunded
Valuation % Funded
2019-20 1,015,301 260,224 12,481,104 70.4%
2020-21 907,933 121,213 12,982,001 70.6%
2021-22 1,032,213 405,468 13,677,486 69.7%
2022-23 943,733 360,634 9,402,858 79.4%
Use of Unrestricted Reserves
Employee compensation is a significant portion of the City’s expenditures along with capital expenditures. There is a pent-up demand for funding including for capital projects, staffing (both for additional employees and to provide competitive compensation), as well as for the implementation of technology and to purchase vehicles and equipment. Each of these items will enable the City to serve the community better. For example, implementing software solutions will enable the City to become more efficient and provide better information to the community. Doing so will also enable the community to receive Agenda Item #11.1.
various online services with ease. Given that the City’s budget is strained, rather than reduce expenditures to match the revenues, the City has made a strategic decision to use reserves to balance budget while investing in its infrastructure, employees, technology, and equipment/vehicles.
Need for Stable and Increased Revenues
In order to enhance services to the community and address the infrastructure needs, the City will need to find new stable revenue sources. Since the City continues to be attractive to developers of housing and hotels, selling one or more of the City’s properties to generate an infusion of funds and potentially create ongoing revenue stream(s) may need to be considered. It should be noted that even if approved immediately, hotel projects will not be built for at least 6 years. This means that the City will need to find one or more other revenue sources in the interim. To that end, City Council has directed staff to engage in a variety of actions. These include returning to City Council with a proposal to incentivize existing hotels to increase the number of rooms, and to propose a ballot measure. Based upon initial discussions at the May 23rd City Council meeting, the preferred option for a tax increase appears to be a real estate transfer tax.
In addition to the above, a resident recently suggested consideration for a potential increase in the number of Short Term Rentals (STR) in the community. Staff has noted that this avenue for potential revenue was explored about 5 years ago and due to strong community opposition, the idea was shelved. However, based upon City Council direction, staff can begin explore this issue and return with a recommendation.
The following link contains the City Council Goals and 2023 Strategic Objectives:
https://www.cityofsthelena.org/bc-citycouncil/page/city-council-goals.
FISCAL IMPACT
Fiscal impacts are described throughout the report and in Attachment 2.
RECOMMENDED ACTION
Staff recommends approval of a resolution adopting the City of St. Helena FY 2023-24 and 2024-25 Operating Budget.
ATTACHMENTS
Attachment 1 - FY 2023-24 and FY 2024-25 Budget Resolution Attachment 3 - Cafeteria Kids Theater Complete Application Attachment 4 - Festival Napa Valley Application
Attachment 5 - Friends of the Cameo Application
Attachment 6 - Music in the Vineyards Application
Attachment 7 - Napa Valley College DAS Foundation Application Attachment 8 - Napa Valley Museum Application
Attachment 9 - Our Town St. Helena Application
Attachment 10 - Rianda House Application
Agenda Item #11.1.
Attachment 11 - St. Helena Cemetery Association Application Attachment 12 - St. Helena Community Band Application
Attachment 13 - St. Helena Community Garden Application Attachment 14 - St. Helena Cooperative Nursery School Application Attachment 15 - St. Helena Farmers Market Application
Attachment 16 - St. Helena Historical Society Application Attachment 17 - St. Helena Housing Coalition Application Attachment 18 - St. Helena Little League Application
Attachment 19 - St. Helena Preschool for All Application Attachment 20 - Sustainable Napa Valley Application
Attachment 21 - The White Barn Application
Attachment 22 - Upstage Napa Valley Application
Attachment 23 - Up Valley Family Centers Application
Attachment 24 - Wine Country Animal Lovers Application
Agenda Item #11.1.
CITY OF ST. HELENA
RESOLUTION NO. 2023-__
ADOPTION OF ANNUAL BUDGET FOR THE CITY
OF ST. HELENA FOR FISCAL YEARS 2023-24
AND 2024-25.
RECITALS
A. The City is required to adopt estimates of revenues and expenditures on a fiscal year basis; and B. Per Municipal Code 2.12.060.B.9, the City Manager supervises the preparation of a detailed, proposed municipal budget and submit to the Council each year; and C. On May 23, 2023, staff presented a FY 2023-24 General Fund, Water Enterprise Fund, and Wastewater Enterprise Fund preliminary forecast to the City Council, which included the proposed revenues and expenses; and
D. The preliminary forecast showed an excess of expenses of revenues requiring use of reserves to provide a balanced budget and escalators for FY 2024-25 revenues and expenses, which would also require use of reserves; and
E. On May 23, 2023, City Council provided additional feedback to City staff to utilize reserves to balance the budget and to coordinate with the Chamber of Commerce to include funding for marketing and community collaborations in the FY 2023-24 and 2024-25 budget; and F. On June 6, 2023, in accordance with California Government Code Section 65401, the Planning Commission found the proposed Capital Improvement Program is consistent with the City’s General Plan; and
G. Based on City Council direction, staff revised the draft budget further taking into consideration City Council goals, City Council discussion, and the operational needs of the City; and H. These revisions included providing funding for the Chamber of Commerce and Climate Action Initiatives; and
I. On June 13, 2023, staff determined the appropriations needed for Fiscal Year 2023-24 and 2024-25 and prepared a Proposed Budget for City Council Review which includes recommended funding for Non-Profit organizations; and
J. The City of St. Helena shall submit its budget document to the Government Finance Officers Association “Distinguished Budget Presentation Award”; and K. It is City practice, at the end of each fiscal year, to appropriate all available fund balances to a reserve in each fund in accordance with Generally Accepted Accounting Principles (GAAP); and L. The City provides a policy for subsequent modification of such appropriations.
Agenda Item #11.1.
RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:
1. Revenue estimates and appropriations by fund and department are shown in “Exhibit A”, a copy of which is attached and hereby made part of this Resolution, is hereby adopted.
2. Any remaining Capital fund projects and encumbrances will be rolled into the next fiscal year.
3. Department Heads may authorize the transfer of appropriations within a department, except transfers: (1) that would purport an increase in the number of regular personnel, and (2) that would decrease appropriations for capital outlay.
4. The City Manager may transfer appropriations between departments so long as total appropriations are not increased within a fund.
5. The City Council has the overriding authority to control the use of revenues and the appropriations of funds and therefore may modify this policy at any time. The total appropriations in any fund may not be increased except by the City Council.
6. All changes in appropriations will be authorized on a “Budget Adjustment Form.” All increases in appropriations will be authorized by Council.
7. Any expenditure must be made in accordance with Title 3, Chapter 3.04 of the Municipal Code.
BE IT FURTHER RESOLVED as follows:
1. All available fund balance as of June 30th for each fiscal year in the biennial budget, as determined upon completion of the annual audit, are appropriated in a reserve in each fund in accordance with GAAP;
2. The City Manager, Assistant City Manager, and Administrative Services Director are authorized to make changes to the budget document that enhance the presentation of the document in such a way to meet the criteria set forth by the Government Finance Officers Association “Distinguished Budget Presentation Award” but shall not make any material changes to budget appropriations approved by the City Council; and
3. Deficits in available fund balances are adjusted by an appropriation from the existing reserves.
Approved at a Regular Meeting of the St. Helena City Council on June 13, 2023 by the following vote:
Mayor Paul Dohring: __________
Vice Mayor Eric Hall: __________
Councilmember Anna Chouteau: __________
Councilmember Lester Hardy: __________
Councilmember Billy Summers: __________
APPROVED: ATTEST:
________________________ __________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #11.1.
ATTACHMENT 3
Agenda Item #11.1.
Agenda Item #11.1.
Agenda Item #11.1.
Agenda Item #11.1.
Agenda Item #11.1.
Agenda Item #11.1.
Agenda Item #11.1.
Agenda Item #11.1.
Att City of St. Helena Nonprofit Community Enrichment
Program Grant Application and Budget FY 202 /2
The annual Non Profit Community Enrichment Program is designed to support local non profit organizations directly impacting the community and/or benefiting the City of St. Helena. Applicant programs, projects and services (Project) must be consistent with the Citys mission statement or support at least one of the City Councils three year goals (see attached).
Please answer the following questions as they apply to your Project.
Applications must be received no later than February , 202 by 5:00 PM. Late and incomplete applications will not be accepted.
Organizational Overview
Organization Name:
Organization Mailing Address:
Organization Contact Person
(Name/Title):
Organization Contact Email:
Organization Contact Telephone:
Organization Website:
Federal Tax ID Number and Status:
How long has your organization been in operation?
Grant Request
Project Name:
Address of Project:
Requested Grant Amount: $
Matching Funds: $
TOTAL Project Cost: $
ATTACHMENT 4
Agenda Item #11.1.
AttApplication Questions Please answer the following questions on a separate sheet. Please limit your response to 2 pages.
Describe how your Project ties to the Citys Goals, Mission/Vision Statement, and or funding philosophy.
Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 202 . Please provide a timeline for your Project.
Describe the community support for your Project.
What organizations, neighborhood associations, non profits, residents, etc. are also involved in the Project?
What roles are they playing and how collaborative is the Project? What other support exists for your Project?
Describe who will benefit from this Project and estimate how many people your proposal may impact.
If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St.
Helena residents.
Please describe how your application and your organization incorporates the principles of diversity, equity and inclusion. If your organization doesnt have a specific equity focus it doesnt make you ineligible or less competitive.*
*A lack of focus or experience with equity will not preclude you from receiving a grant, but we do ask you to think honestly and engage meaningfully about disparities that exist in your organization and in the community and how your work addresses those disparities.
We recognize that not all organizations have had the same opportunities to learn about practicing and promoting equity and we know that diversity and inclusion will look different in different for each organization. We recognize that there isnt a one size fits all approach to integrating diversity, inclusion, and equity into an organizations work. There are common challenges and opportunities but diversity, inclusion, and equity will mean different things to different organizations.
We are committed to sharing our learning and supporting the learning of others, including providing opportunities for engagement within the community regarding social justice.
Agenda Item #11.1.
AttCost Estimate
Include a high level description of all the program or project costs that will be paid for by City Funds.
Description Amount
Total Grant Request
Authorized Representative
I represent that this Application Packet describes the intended use of the requested City Grant funds to complete the Project or Program identified above and the elements listed in the Project Budget. I declare under penalty of perjury, under the laws of the State of California, that the information contained in this Application Packet, including required attachments, is accurate.
Print Name Signature
Title ____________________________________ Date _____________________________ Agenda Item #11.1.
1. Describe how your Project ties to the City’s Goals, Mission/Vision Statement, and or funding philosophy.
Festival Napa Valley’s How I See Music project realizes the City’s goals of supporting thriving families and enhancing the well-being and healthy development of St. Helena youth while also expanding active recreational and cultural opportunities for all St. Helena residents, especially youth and elders. As a dynamic educational program, How I See Music workshops prompt participants to think and listen in new ways while encouraging the personal expression of their experience in the form of abstract works of visual art that will be shared with others in the communal setting of a highly regarded music/arts festival happening in their own community. St. Helena residents won’t have to travel outside of their community to experience world class performing arts and, through the performance element of How I See Music, they can also be part of the presentation of a noted orchestra and world renowned pianist’s professional recital in front of an audience of 600-700 people. All in their own backyard.
2. Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 2024. Please provide a timeline for your Project.
This project is an educational workshop, visual arts exhibition, and live music performance. Starting with a series of music-driven deep listening and spontaneous painting workshops for students and seniors held at sites for St. Helena youth (Boys & Girls Clubs, St. Helena public school classrooms) and seniors (Rianda House and Silverado Orchards), it then culminates in the exhibition of a curated selection of artwork created by workshop participants projected on largescale LED screens onstage at the Festival Napa Valley Stage at Charles Krug on Opening Night of the Festival’s 17th Summer Season (on July 14, 2023), during the live full orchestra performance of the same piece of symphonic music, Rachmaninoff’s Piano Concerto No. 2, with featured solo pianist Alexander Malofeev.
The objectives of this project are to: 1) provide local youth and seniors a substantive and fun arts education and critical thinking/listening experience that results in the creative expression of their own visual interpretation of a work of classical music; 2) give the creative work of local youth and seniors center stage (literally) when showcased onstage in a dynamic and engaging way at Festival Napa Valley’s Opening Night at Charles Krug; and 3) promote St. Helena as a cultural destination that values and practices the highest standards of professional presentation of both world class musicians and local artists.
Workshops will take place in late spring and early summer with the work created in them reviewed and edited in time to be presented as projections on Opening Night, July 14, 2023.
3. Describe the community support for your Project.
The workshop component of How I See Music takes place in Napa County public school classrooms (K-8 primarily), Boys & Girls Clubs, and senior activity centers, including those in St. Helena (St. Helena Unified School District, Rianda House, Silverado Orchards, St. Helena Boys & Girls Club). Estimated workshop participation of individuals in St. Helena is 125 people ages 6-90 from a diverse range of economic, racial, and cultural backgrounds representative of the diversity found in the St. Helena community. The performance/exhibition of the artwork created in How I See Music workshops takes place onstage at the Festival Napa Valley Stage at Charles Krug Winery in St. Helena, in front of a live audience of approximately 600-750 people, many of whom reside in St. Helena, as part of the Opening Night program of the 17th Summer Season of Festival Napa Valley. Since 2021 Festival Napa Valley has presented its Summer Season programs at Charles Krug with great success to more than 7,000 audience members over a 10 day period each year. 30% of the members of Festival Napa Valley Board of Directors reside within and/or operate businesses within the city limits of St.
Helena. The live performance/exhibition of How I See Music is part of a larger evening program requiring a stagebuild for a multi-day performing arts festival at Charles Krug. The funding requested here ($16,000) covers a pro-rated portion of those larger production and presentation costs which total $196,937+, all of which are fully covered by existing funding secured from individual donors, corporate sponsors, and advance ticket sales for the Festival’s full multi-day summer season. The pro-rated costs requested here represent the portion of the event related only to the How I See Music project which specifically engages St. Helena students and elders. The balance of the costs for the stagebuild, orchestra, conductor, screens, and projection - which will be used by other programs during the festival - are fully funded by other sources. This is the second year of the How I See Music project and its well-received debut in July of 2022 prominently featured the work of elders from Rianda House. The award of this grant in 2023 will allow the project to expand its workshops to include the St. Helena Boys & Girls Clubs, SHUSD students, and residents of Silverado Orchards in addition to Rianda House constituents. As a non-profit, public benefit organization, Festival Napa Valley relies heavily on local volunteers to staff its live concerts at Charles Krug. Many of these volunteers are St. Helena residents who freely give their time to support a cultural event which is beloved to them.
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4. Describe who will benefit from this Project and estimate how many people your proposal may impact.
Estimated direct impact on 125 How I See Music workshop participants from St. Helena schools and senior centers.
Estimated impact on audience of 600-750 people, locals and visitors, at live performance on Opening Night.
5. If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St. Helena residents.
In 2021 and 2022 Festival Napa Valley received grants in the amount of $15,000 each year from the Napa County Arts & Culture grants program.
The benefit of this project to St. Helena residents is three-fold: 1) its live concert presentation draws an audience to St.
Helena as a cultural destination, serving locals and visitors alike with an opportunity to experience world class recreation, entertainment, and culture while also encouraging pre- and post-concert patronage of St. Helena businesses; 2) it offers St. Helena youth and elders a high quality arts education and critical thinking activity at no cost; and 3) it provides the work of St. Helena youth and elders a highly visible spot on the well regarded world stage of Festival Napa Valley’s Opening Night, highlighting the local individuals and organizations that make St. Helena such a special and beloved place and creating a shared sense of connection and belonging between locals and visitors.
6. Please describe how your application and your organization incorporates the principles of diversity, equity and inclusion.
Festival Napa Valley’s public benefit mission is to provide access to the arts for all. This is fulfilled by: 1) offering more than 35 admission free concerts to a diverse general public each year, including a Día de los Muertos concert in the city of Napa, live music along the Napa Valley Marathon race course, and daily concerts for three weeks every July, a favorite of families with young children and elders; 2) heavily underwriting general admission for our evening concerts at Charles Krug with fundraised support ($35 ticket for performances that peer organizations charge $85-$225 per ticket); 3) annually providing 90-100 college and conservatory age musicians full scholarships to the Festival’s noted three week residential summer conservatory (38% of whom in 2022 identified as BIPOC); 4) annually providing Napa County youth ~ $20,000 in college scholarships; and 5) annually providing high quality arts education and enrichment programs (field trips, interactive concerts, artmaking workshops and camps) for no fee to more than 3,500 Napa County public school students and Boys & Girls Club members. Festival Napa Valley also engages more than 200 artists each year, paying them equitably and promptly for their work. These artists represent the rich racial, ethnic, and gender diversity of our country with 52% of all artists we have presented in the last 15 years identifying as women and 35% of all artists presented identifying as BIPOC.
LIST OF GRANTS RECEIVED in the last 12 months
In July of 2022 Festival Napa Valley received a grant in the amount of $15,000 from the Napa County Arts & Culture grants program. All other funding received in the last 12 months came from individual donors (including family foundations), corporate partners, in-kind donations, and donor-advised funds.
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Napa Valley Festival Association
Statements of Activities
FY18 Actual, FY19 Actual, FY20 Actual, FY21 Actual, FY22 Actual, and FY23 Budget FY18 Actual FY19 Actual FY20 Actual FY21 Actual FY22 Actual FY23 Budget Oct '17 - Sep 18 Oct '18 - Sep 19 Oct '19 - Sep 20 Oct '20 - Sep 21 Oct '21 - Sep 22 Oct '22 - Sep 23 Income
Contributions & Support 2,120,571 2,054,445 5,751,026 9,322,100 4,229,103 4,500,000 In-Kind Contributions & Support 2,113,457 2,281,845 208,858 1,466,063 1,634,870 1,750,000 Special Events (Gala/Auction) 1,709,559 1,630,037 2,155 1,425,880 2,667,628 3,000,000 Program Revenue 673,775 573,635 508 684,727 1,036,228 1,059,000 Revenue from Investments & Other 32,978 68,679 85,040 169,853 (386,258) 0 Total Income 6,650,338 6,608,642 6,047,587 13,068,623 9,181,571 10,309,000 Expense
Salaries & Related Expenses 842,908 950,080 840,000 1,399,872 1,485,190 1,672,950 Independent Contractors 1,948,124 1,906,669 1,160,022 1,595,063 1,737,677 2,161,500 Grants 230,000 126,576 82,059 30,750 357,182 350,000
Printing, Postage, & Supplies 144,310 262,846 37,792 205,529 213,087 280,250 Facility & Equipment Expenses 501,690 1,056,458 131,034 864,903 1,272,520 1,085,000 Travel & Meetings Expenses 1,308,546 1,300,259 143,155 1,408,175 2,049,671 1,882,500 Transportation 301,513 293,015 8,914 170,939 354,833 375,000 Other Expenses 956,666 795,561 39,186 374,080 254,210 200,000 Total Expense 6,233,757 6,691,464 2,442,163 6,049,311 7,724,371 8,007,200 Net Surplus / (Deficit) before Contingency and Reserve commitment 416,581 (82,822) 3,605,424 7,019,312 1,457,200 2,301,800 Less: Contingency 600,000
Less: Reserve commitment 1,500,000
Net Surplus / (Deficit) after Contingency and Reserve commitment 201,800 Note 1: Above financials reflect multi-year pledges per GAAP. There were no multi-year pledges prior to FY20.
Note 2: Above financials reflect in-kind revenues and expenses.
Agenda Item #11.1.
Hard & Pro Rated Costs BUDGET How I See Music (HISM) Workshop and Exhbition/Performance Summer 2023
NOTE: FNV Education Dept staffing is a soft cost of this project, estimated at $10,000 total and covered fully by FNV Cost of ProRated How I
See Music
ONLY Notes (including funding source)
Workshop Materials
Watercolor Paper 6 x 9, 88lb 170 hard HISM cost
Paints (20 Pelikan gouache pan sets @ 21.51 each + tax) 450 hard HISM cost Brushes (20 synthetic brush sets @ 16.29 each + tax) 350 hard HISM cost Misc (paper towels, sound bar, folders, jars, boxes) 190 hard HISM cost Digital Assembly
Editor 500 hard HISM cost
Transfer/Storage 100 hard HISM cost
Special software 85 hard HISM cost
Live Performance (pro-rated)
Artist Fees Orchestra Musicians (pro-rated portion) 5000 $25,000 full cost (balance covered by FNV) Artist Fees Conductor (pro-rated portion) 1000 $10,000 full cost (balance covered by FNV) Stage build & chair rental (pro-rated portion) 1000 $90,000 full cost (balance covered by FNV) Venue 0 donated by Charles Krug
Projection at Live Performance
LED Screens (pro-rated portion) 5000 $50,000 full cost (balance covered by FNV) Projector (rental, pro-rated portion) 1000 $5,000 full cost (balance covered by FNV) Projectionist & tech crew (pro-rated portion) 500 $3,000 full cost (balance covered by FNV) Attendance
55 tickets for workshop participants ($35 each) 1,925
TOTAL EXPENSES (How I See Music pro-rated portion) $ 17,270.00
FUNDING SOURCES
$ 1,270.00 Secured funds specifically for How I See Music $ 16,000.00 Requested City of St. Helena NPO Grant
TOTAL How I See Music specific FUNDING $ 17,270.00 plus $179,667 in costs fully covered by secured FNV funding for stagebuild, screens, projection, orchestra, conductor, etc NOTE: How I See Music is a series of workshops, an exhibition, and a live performance. The live performance is part of a larger evening program that requires a stagebuild for our multi-day performing arts festival at Charles Krug. The pro-rated costs in this budget represent the portion of the event related specifically to How I See Music. The balance of the full costs for the stagebuild, orchestra, conductor, screens, and projection - which will be used by other programs during the same evening and over the course ofthe festival - are fully funded by other sources.
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Att City of St. Helena Nonprofit Community Enrichment
Program Grant Application and Budget FY 202 /2
The annual Non Profit Community Enrichment Program is designed to support local non profit organizations directly impacting the community and/or benefiting the City of St. Helena. Applicant programs, projects and services (Project) must be consistent with the Citys mission statement or support at least one of the City Councils three year goals (see attached).
Please answer the following questions as they apply to your Project.
Applications must be received no later than February , 202 by 5:00 PM. Late and incomplete applications will not be accepted.
Organizational Overview
Organization Name:
Organization Mailing Address:
Organization Contact Person
(Name/Title):
Organization Contact Email:
Organization Contact Telephone:
Organization Website:
Federal Tax ID Number and Status:
How long has your organization been in operation?
Grant Request
Project Name:
Address of Project:
Requested Grant Amount: $
Matching Funds: $
TOTAL Project Cost: $
ATTACHMENT 6
Agenda Item #11.1.
AttApplication Questions Please answer the following questions on a separate sheet. Please limit your response to 2 pages.
Describe how your Project ties to the Citys Goals, Mission/Vision Statement, and or funding philosophy.
Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 202 . Please provide a timeline for your Project.
Describe the community support for your Project.
What organizations, neighborhood associations, non profits, residents, etc. are also involved in the Project?
What roles are they playing and how collaborative is the Project? What other support exists for your Project?
Describe who will benefit from this Project and estimate how many people your proposal may impact.
If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St.
Helena residents.
Please describe how your application and your organization incorporates the principles of diversity, equity and inclusion. If your organization doesnt have a specific equity focus it doesnt make you ineligible or less competitive.*
*A lack of focus or experience with equity will not preclude you from receiving a grant, but we do ask you to think honestly and engage meaningfully about disparities that exist in your organization and in the community and how your work addresses those disparities.
We recognize that not all organizations have had the same opportunities to learn about practicing and promoting equity and we know that diversity and inclusion will look different in different for each organization. We recognize that there isnt a one size fits all approach to integrating diversity, inclusion, and equity into an organizations work. There are common challenges and opportunities but diversity, inclusion, and equity will mean different things to different organizations.
We are committed to sharing our learning and supporting the learning of others, including providing opportunities for engagement within the community regarding social justice.
Agenda Item #11.1.
AttCost Estimate
Include a high level description of all the program or project costs that will be paid for by City Funds.
Description Amount
Total Grant Request
Authorized Representative
I represent that this Application Packet describes the intended use of the requested City Grant funds to complete the Project or Program identified above and the elements listed in the Project Budget. I declare under penalty of perjury, under the laws of the State of California, that the information contained in this Application Packet, including required attachments, is accurate.
Print Name Signature
Title ____________________________________ Date _____________________________ Agenda Item #11.1.
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INTERNAL REVENUE DEPARTMENT OF THE TREASURY
P. O. BOX 2s0B
CINCINNATI, OH
SERVICE
4520]-
Dare: APR l6 ?001
MUSIC ]N THE VINEYARDS INC
PO BOX 432
ST HELENA, CA 94574
Employer Identification Number :
5B-0358441
DLN:
r.70530348l.3021
Contact Person:
GREGORY K OLWINE
Contact Telephone Number:
(877) 829-5500
Our Letter Dated:
September J-996
Addendum Applies r
No
rD# 3 r.3 82
Dear Applicant:
This modifies our lett.er of the above date in which we stated that you wouLd be treated as an organization that is not a private foundation untiL the expiration of your advance ruling period.
Your exempt sLatus under section 50L (a) of the fnternal- Revenue Code as an organi-zaEion described in section 501(c) (3) is still in effect. Based on the informaEion you submitted, we have determined that you are not a private foundation within the meaning of secLion 509 (a) of the Code because you are an organizaEion of the type described in section 509 (a) (1) and l-70 (b) (1) (a) (vi) ; cranEors and contributors may rely on this determinaLion unless the InLernal Revenue Service publishes notice to the contrary. However, if you Iose your section 509(a) (1) staLus, a granLor or contributor may not, rely on Lhis deLermination if he or she was i-n part responsible for, or was aware of, the act or faifure to act, or the subsEantial or material ehange on the part of the organizaLion thaL resulted in your loss of such status, or if he or she acguired knowledge Ehat the Internal Revenue Service had given notice that you would no longer be cl-assified as a section 509 (a) (1) organization.
You are required to make your annual information return, Form 990 or Form 990-EZ, available for public inspecEion for Ehree years afEer the later of the due dat.e of t.he reEurn or Lhe date the return is filed. You are also reguired Eo make available for public inspection your exemption application, any supporting document's, and your exempt.ion lett.er. Copies of these documents are afso reguired to be provided to any individual upon written or in person request without charge oLher than reasonable fees for copying and postage. You may fulfill this requirement by placing Ehese documents on the f nternet. Penal-ti-es may be imposed for f ailure to comply wj.th these requirements. Additional information ispavailable in Publication 557, Tax-Exempt, St.atus for Your Organization, or you may call our toIl free number shown above.
If we have indicated in the heading of this letLer that an addendum applies, Lhe addendum enclosed is an inLegral part of this letter.
Lett,er 1050 (DO/CG)
Agenda Item #11.1.
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'TNE'ARDS
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Because this letter could help resolve any guestions about your private foundat.ion slatus, please keep it in your permanent records.
If you have any guestions, please contact the person whose name and telephone number are shown above, Sincerely yours,
-2-
/- c;:'t 'a^ \
>4**^/ r/t,X,!**
Steven T. Miller
Director, Exempt Organizations
Lerrer 1050 (Dolcc)
Agenda Item #11.1.
Budget Nov'
22 - Oct 23
Actuals
Nov '21 - Oct 22
Ordinary Income/Expense
Income
4000 · Contributions 442,560.00 560,633.28
4100 · Special Events & Raffles 51,500.00 338,113.96
4200 · Program Revenue 143,585.00 120,500.00
4300 · Other Revenue 3,000.00 51,134.00
Total Income 640,645.00 1,070,381.24
Cost of Goods Sold
5000 · Special Event Expenses
5100 · ROB 0.00 16,792.52
5200 · Icons of Design 0.00 80,276.99
5310 · TITV 1,350.00 11,825.64
5400 · Esterhazy 21,500.00 18,385.88
5700 · Hall Dinner Expenses 0.00 2,004.00
Total 5000 · Special Event Expenses 22,850.00 129,285.03 5800 Spring Launch Event 5,000.00 0.00
Total COGS 27,850.00 129,285.03
Gross Profit 612,795.00 941,096.21
Expense
6000 · Program Expenses
6100 · Artistic Expenses 221,770.00 191,869.47
6200 · Production Expenses 50,950.00 43,470.21
6300 · Piano Expenses 23,860.00 12,683.75
6500 · Staff Compensation 275,737.00 218,190.32
6700 · Other Program Expenses 75,000.00 71,117.96
6800 · Outreach Education Expenditure 14,850.00 2,855.04 6900 · Fellowship Quartet Program 14,800.00 12,833.64
Total 6800 · Education Outreach Expenditure 29,650.00 15,688.68 Total 6000 · Program Expenses 676,967.00 553,020.39
7000 · Management & General 61,500.00 67,600.96
8000 · Fundraising Expenses 9,700.00 7,520.85
Total Expense 748,167.00 628,142.20
Net Ordinary Income (135,372.00) 312,954.01
Net Income (135,372.00) 312,954.01
MUSIC IN THE VINEYARDS INC
Current Year Operating Budget and Previous Year Actuals
Agenda Item #11.1.
MITV Grants & Public Funding 2022
Grant Making Body
Application
Date
Amount
Requested /
Offered
Decision
Date
Amount
Received Notes
Education Grant - Napa
Valley Performing Arts
Foundation - for Fellowship
Quartet Jun-22 15,000.00 Aug-22 15,000.00 FQ 2022
Napa County Arts & Culture
Commission Mar-22 16,600.00 Jun-22 16,600.00 Hardware & website update State of California - Small
Venue Program Nov-22 58,060.20 Aug-22 58,060.20 Received 9/28 Shuttered Venues Operators
Grant - SBA Federal Grant Feb-21 40,549.73 Dec-22 40,549.73 Supplemental grant - following
initial application
Grant Totals 132,709.93 130,209.93
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Att City of St. Helena Nonprofit Community Enrichment
Program Grant Application and Budget FY 202 /2
The annual Non Profit Community Enrichment Program is designed to support local non profit organizations directly impacting the community and/or benefiting the City of St. Helena. Applicant programs, projects and services (Project) must be consistent with the Citys mission statement or support at least one of the City Councils three year goals (see attached).
Please answer the following questions as they apply to your Project.
Applications must be received no later than February , 202 by 5:00 PM. Late and incomplete applications will not be accepted.
Organizational Overview
Organization Name:
Organization Mailing Address:
Organization Contact Person
(Name/Title):
Organization Contact Email:
Organization Contact Telephone:
Organization Website:
Federal Tax ID Number and Status:
How long has your organization been in operation?
Grant Request
Project Name:
Address of Project:
Requested Grant Amount: $
Matching Funds: $
TOTAL Project Cost: $
ATTACHMENT 8
Agenda Item #11.1.
AttApplication Questions Please answer the following questions on a separate sheet. Please limit your response to 2 pages.
Describe how your Project ties to the Citys Goals, Mission/Vision Statement, and or funding philosophy.
Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 202 . Please provide a timeline for your Project.
Describe the community support for your Project.
What organizations, neighborhood associations, non profits, residents, etc. are also involved in the Project?
What roles are they playing and how collaborative is the Project? What other support exists for your Project?
Describe who will benefit from this Project and estimate how many people your proposal may impact.
If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St.
Helena residents.
Please describe how your application and your organization incorporates the principles of diversity, equity and inclusion. If your organization doesnt have a specific equity focus it doesnt make you ineligible or less competitive.*
*A lack of focus or experience with equity will not preclude you from receiving a grant, but we do ask you to think honestly and engage meaningfully about disparities that exist in your organization and in the community and how your work addresses those disparities.
We recognize that not all organizations have had the same opportunities to learn about practicing and promoting equity and we know that diversity and inclusion will look different in different for each organization. We recognize that there isnt a one size fits all approach to integrating diversity, inclusion, and equity into an organizations work. There are common challenges and opportunities but diversity, inclusion, and equity will mean different things to different organizations.
We are committed to sharing our learning and supporting the learning of others, including providing opportunities for engagement within the community regarding social justice.
Agenda Item #11.1.
AttCost Estimate
Include a high level description of all the program or project costs that will be paid for by City Funds.
Description Amount
Total Grant Request
Authorized Representative
I represent that this Application Packet describes the intended use of the requested City Grant funds to complete the Project or Program identified above and the elements listed in the Project Budget. I declare under penalty of perjury, under the laws of the State of California, that the information contained in this Application Packet, including required attachments, is accurate.
Print Name Signature
Title ____________________________________ Date _____________________________ Agenda Item #11.1.
Application Questions ‐ Please answer the following questions on a separate sheet. Please limit your response to 2 pages.
1. Describe how your Project ties to the City’s Goals, Mission/Vision Statement, and or funding philosophy.
Wildflower Watercolors promotes the arts to the St Helena community, while also recognizing the city’s culture and history, exhibiting a notable artist who was raised in and drew her inspiration from St Helena and the Napa Valley region. In addition, this grant would provide the means necessary to conserving an important body of local art and history for generations to come.
2. Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 2024. Please provide a timeline for your Project.
The museum is mounting an exhibition, Wildflower Watercolors by Sophie Alstrom Mitchell, opening on April 6, 2024 and running through June 30, 2024 in our Spotlight & History Galleries. The exhibition focuses on works by acclaimed California artist Sophie Alstrom Mitchell (resident of St Helena 1862-1882) from the museum’s permanent collection. A selection of these paintings were last exhibited in 2012.
The museum is requesting funding to frame all 64 of Alstrom Mitchell’s works in our collection, using acid-free foamboard backing and UV-resistant, museum quality plexiglass, an important step in conserving the watercolors and a necessary step in readying the works for exhibition.
We are also requesting funding to prepare our galleries and mount the exhibition, which includes researching the artist, evaluating the current condition of the works to address issues pre-framing, and to prepare curatorial notes to accompany the exhibition. The City of St Helena will be recognized both as exclusive sponsor of the exhibition and as benefactor in conserving this important body work for posterity. At the close of the show, we would be interested in making the works available for exhibition in St Helena, providing a direct benefit to the community.
With the funding that this grant would provide, we will begin the conservation and framing process in July 2023. Curation and interpretation for the exhibition will begin at the same time, with the exhibition opening April 2024 and running through June 2024.
3. Describe the community support for your Project.
a. What organizations, neighborhood associations, non‐profits, residents, etc. are also involved in the Project? n/a
b. What roles are they playing and how collaborative is the Project? n/a c. What other support exists for your Project? We anticipate a grant award from the Napa Valley Arts & Culture Advisory Committee this fiscal year, which will provide general support for our 2023-24 exhibitions and programming.
4. Describe who will benefit from this Project and estimate how many people your proposal may impact.
Agenda Item #11.1.
Susan Alstrom Mitchell’s work is important from many perspectives: as the work of a St. Helena resident; as a female artist; as an example of mastery of watercolor painting; and as documentation of wildflower species from northern California and the Napa Valley, some of which are now extinct. The exhibition will appeal to residents and tourists alike, providing insight into our local history, local artists, the fine arts, California’s unique flora, and the natural history of our area.
The community will also benefit from the conservation of Mitchell’s 64 works, constituting an important collection that tells interconnected stories of art, history, and the natural world.
We expect approximately 2,500 people to visit the exhibition during its 12-week run.
5. If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St. Helena residents.
Yountville TID
FY22 - $10,000 for marketing
FY21 - $7,500
Napa County Arts & Culture Advisory Board
FY22 - $17,500 for COVID relief
FY21 - $15,000
Arts Council Napa Valley
FY22 - $450
6. Please describe how your application and your organization incorporates the principles of diversity, equity and inclusion. If your organization doesn’t have a specific equity focus – it doesn’t make you ineligible or less competitive.*
The Napa Valley Museum has a demonstrated commitment to diversity, both in the artists and in the subjects it presents. Showcasing female artists has been a major focus in recent years, from our Modern Women-Modern Vision exhibition of the greatest female photographers of the 20th and 21st centuries, showcases of leading female chefs like Julia Child and Sally Schmitt, to a presentation of major works by renowned female Surrealist painters including the first major exhibition of Juanita Guccione. We proudly presented the Making HERstory conference, flying in leading academics, students, filmmakers, artists, and historians and the public for a free weekend exploration on the importance, influence and challenges facing women in the history of modern art. It included a pop-up exhibition: Les Femmes Surrealistes, including works by Frida Kahlo, Leonora Carrington and other iconic painters.
The Museum is also committed to ethnic diversity through exhibitions like “Braceros” presented in partnership with the Smithsonian Institution and Napa Valley College, exploring the contributions of farmworkers who came to the US under its Braceros program, plus a companion exhibition of giant paintings by Don Coen depicting migrant farmworkers. We Agenda Item #11.1.
regularly feature artists like Oscar Aguilar Olea, originally from Mexico, whose skill in egg tempura paint and locally sourced materials are used in works that highlight the female form.
The Museum houses 15,000 items in its permanent collection, many of which relate to the significant and often overlooked contributions of diverse populations to the rich history of our region. Susan Alstrom Mitchell’s watercolors have been sitting in storage and unseen for too long – we think it’s time make the artist and her works accessible to the public.
Agenda Item #11.1.
Agenda Item #11.1.
FY 2021-2022 Actuals FY 2021-2022 Budget FYTD 2022-2023 Actuals (1/31/23) FY 2022-2023 Budget Income Income
Contributions & Support $ 198,910.83 $ 180,000.00 Contributions & Support $ 97,592.69 $ 190,000.00 Fundraising Events $ - $ 100,000.00 Fundraising Events $ 95,149.86 $ 125,000.00 Program Revenue $ 86,330.54 $ 145,000.00 Program Revenue $ 351,158.62 $ 120,000.00 Endowment Income $ 96,620.97 $ 220,000.00 Endowment Income $ 60,218.73 $ 220,000.00 Total Income $ 381,862.34 $ 645,000.00 Total Income $ 604,119.90 $ 655,000.00 Expenditures Expenditures
Salaries & Related Expenses $ 288,021.30 $ 425,000.00 Salaries & Related Expenses $ 156,700.67 $ 291,587.00 Marketing $ - $ 5,000.00 Marketing $ 674.32 $ 5,000.00
Events Expense $ 56,863.29 $ 43,000.00 Events Expense $ 94,432.23 $ 42,250.00 Facility & Equipment Expense $ 66,615.98 $ 70,000.00 Facility & Equipment Expense $ 149,314.92 $ 64,640.00 Program Expense $ 172,511.23 $ 95,000.00 Program Expense $ 109,536.27 $ 232,723.00 Other Expense $ 14,489.16 $ 7,000.00 Other Expense $ (938.72) $ 18,800.00 Total Expense $ 611,776.71 $ 645,000.00 Total Expense $ 509,719.69 $ 655,000.00 Net Operating Revenue $ (229,914.37) $ - Net Operating Revenue $ 94,400.21 $ - Agenda Item #11.1.
Grant Funding FY 22/23
Other grants received over the past 12 months:
$25,000 – Glasser Founda�on (HVAC replacement matching grant) $250 – Blackburn Giving Fund
$9,476.23 – Grossman Fund
$500 – Community Founda�on Opportunity Fund
Agenda Item #11.1.
Sophie Alstrom Mitchell
Sophie Marie Alstrom Mitchell Born: 1858 - Karlshamn, Sweden Died: 1940 - St Helena, California
Known for: Watercolor painting
Sophie Marie Alstrom Mitchell was born in Karlshamn, Sweden on Oct. 18, 1858. At age two Sophie moved with her mother to San Francisco where her mother soon wed Swen Alstrom, proprietor of the Oriental Hotel. The family then moved to Napa County where Mr. Alstrom had purchased the White Sulphur Springs Resort in St Helena.
Sophie graduated from Napa Ladies' Seminary in 1875 and then continued there as an assistant art teacher. At that school she developed a painting technique of applying transparent watercolor over a base of white paint which gave a translucent quality to her work.
Sophie Alstrom Mitchell Home and Marker
Napa River Watercolor
Agenda Item #11.1.
Sophie Alstrom Mitchell
Sample Wildflower Watercolor
Agenda Item #11.1.
Att City of St. Helena Nonprofit Community Enrichment
Program Grant Application and Budget FY 202 /2
The annual Non Profit Community Enrichment Program is designed to support local non profit organizations directly impacting the community and/or benefiting the City of St. Helena. Applicant programs, projects and services (Project) must be consistent with the Citys mission statement or support at least one of the City Councils three year goals (see attached).
Please answer the following questions as they apply to your Project.
Applications must be received no later than February , 202 by 5:00 PM. Late and incomplete applications will not be accepted.
Organizational Overview
Organization Name:
Organization Mailing Address:
Organization Contact Person
(Name/Title):
Organization Contact Email:
Organization Contact Telephone:
Organization Website:
Federal Tax ID Number and Status:
How long has your organization been in operation?
Grant Request
Project Name:
Address of Project:
Requested Grant Amount: $
Matching Funds: $
TOTAL Project Cost: $
ATTACHMENT 9
Agenda Item #11.1.
AttApplication Questions Please answer the following questions on a separate sheet. Please limit your response to 2 pages.
Describe how your Project ties to the Citys Goals, Mission/Vision Statement, and or funding philosophy.
Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 202 . Please provide a timeline for your Project.
Describe the community support for your Project.
What organizations, neighborhood associations, non profits, residents, etc. are also involved in the Project?
What roles are they playing and how collaborative is the Project? What other support exists for your Project?
Describe who will benefit from this Project and estimate how many people your proposal may impact.
If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St.
Helena residents.
Please describe how your application and your organization incorporates the principles of diversity, equity and inclusion. If your organization doesnt have a specific equity focus it doesnt make you ineligible or less competitive.*
*A lack of focus or experience with equity will not preclude you from receiving a grant, but we do ask you to think honestly and engage meaningfully about disparities that exist in your organization and in the community and how your work addresses those disparities.
We recognize that not all organizations have had the same opportunities to learn about practicing and promoting equity and we know that diversity and inclusion will look different in different for each organization. We recognize that there isnt a one size fits all approach to integrating diversity, inclusion, and equity into an organizations work. There are common challenges and opportunities but diversity, inclusion, and equity will mean different things to different organizations.
We are committed to sharing our learning and supporting the learning of others, including providing opportunities for engagement within the community regarding social justice.
Agenda Item #11.1.
AttCost Estimate
Include a high level description of all the program or project costs that will be paid for by City Funds.
Description Amount
Total Grant Request
Authorized Representative
I represent that this Application Packet describes the intended use of the requested City Grant funds to complete the Project or Program identified above and the elements listed in the Project Budget. I declare under penalty of perjury, under the laws of the State of California, that the information contained in this Application Packet, including required attachments, is accurate.
Print Name Signature
Title ____________________________________ Date _____________________________ Agenda Item #11.1.
Agenda Item #11.1.
Agenda Item #11.1.
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Agenda Item #11.1.
Agenda Item #11.1.
Agenda Item #11.1.
Att
City of St. Helena Nonprofit Community Enrichment
Program Grant Application and Budget FY 202ϯ/2ϰ
The annual “Non‐Profit Community Enrichment Program” is designed to support local non‐profit organizations directly impacting the community and/or benefiting the City of St. Helena. Applicant programs, projects and services (“Project”) must be consistent with the City’s mission statement or support at least one of the City Council’s three‐year goals (see attached).
Please answer the following questions as they apply to your Project.
Applications must be received no later than February 2ϰ, 202ϯ by 5:00 PM. Late and incomplete applications will not be accepted.
Organizational Overview
Organization Name:
Organization Mailing Address:
Organization Contact Person
(Name/Title):
Organization Contact Email:
Organization Contact Telephone:
Organization Website:
Federal Tax ID Number and Status:
How long has your organization been in operation?
Grant Request
Project Name:
Address of Project:
Requested Grant Amount: $
Matching Funds: $
TOTAL Project Cost: $
ATTACHMENT 10
Agenda Item #11.1.
Att
Application Questions ‐ Please answer the following questions on a separate sheet. Please limit your response to 2 pages.
ϭ͘ Describe how your Project ties to the City’s Goals, Mission/Vision Statement, and or funding philosophy.
Ϯ͘ Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 202ϰ. Please provide a timeline for your Project. ϯ͘ Describe the community support for your Project.
Ă͘ What organizations, neighborhood associations, non‐profits, residents, etc. are also involved in the Project?
ď͘ What roles are they playing and how collaborative is the Project? Đ͘ What other support exists for your Project?
ϰ͘ Describe who will benefit from this Project and estimate how many people your proposal may impact.
ϱ͘ If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St.
Helena residents.
ϲ͘ Please describe how your application and your organization incorporates the principles of diversity, equity and inclusion. If your organization doesn’t have a specific equity focus – it doesn’t make you ineligible or less competitive.*
*A lack of focus or experience with equity will not preclude you from receiving a grant, but we do ask you to think honestly and engage meaningfully about disparities that exist in your organization and in the community and how your work addresses those disparities.
We recognize that not all organizations have had the same opportunities to learn about practicing and promoting equity and we know that diversity and inclusion will look different in different for each organization. We recognize that there isn’t a one‐size‐fits‐all approach to integrating diversity, inclusion, and equity into an organization’s work. There are common challenges and opportunities but diversity, inclusion, and equity will mean different things to different organizations.
We are committed to sharing our learning and supporting the learning of others, including providing opportunities for engagement within the community regarding social justice.
Agenda Item #11.1.
Att
Cost Estimate
Include a high‐level description of all the program or project costs that will be paid for by City Funds.
Description Amount
Total Grant Request
Authorized Representative
I represent that this Application Packet describes the intended use of the requested City Grant funds to complete the Project or Program identified above and the elements listed in the Project Budget. I declare under penalty of perjury, under the laws of the State of California, that the information contained in this Application Packet, including required attachments, is accurate.
Print Name Signature
Title ____________________________________ Date _____________________________ Agenda Item #11.1.
Agenda Item #11.1.
Agenda Item #11.1.
Agenda Item #11.1.
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Agenda Item #11.1.
Agenda Item #11.1.
Jan - Dec 2022 Budget $ Over Budget Jan - Dec 2022
Ordinary Income/Expense
Income
4000 · Contributions and Gifts
4005 · General Donations $ 62,542 $ 45,000 $ 17,542 $ 62,542 4010 · Direct Appeal Revenue $ 51,628 $ 35,000 $ 16,628 $ 51,628 4015 · Board Contributions $ 34,298 $ 20,000 $ 14,298 $ 34,298 4020 · Grants and Foundations $ 192,000 $ 334,000 $ (142,000) $ 192,000 4030 · Planned Giving $ 1,950 $ 10,000 $ (8,050) $ 1,950 4035 · Pledges $ 62,225 $ 80,000 $ (17,775) $ 62,225
Total 4000 · Contributions and Gifts $ 404,643 $ 524,000 $ (119,357) $ 404,643 4100 · Fundraising Events & Campaigns
41100 · Fundraising Events - Other $ 10,780 $ 12,200 $ (1,420) $ 10,780 4125 · Annual Fundraising Event $ 158,288 $ 140,000 $ 18,288 $ 158,288 Total 4100 · Fundraising Events & Campaigns $ 169,068 $ 152,200 $ 16,868 $ 169,068 4200 · Program Revenue
4205 · Arts & Lectures $ - $ 2,000 $ (2,000) $ -
4250 · Programs $ 6,642 $ 10,000 $ (3,358) $ 6,642
Total 4200 · Program Revenue $ 6,642 $ 12,000 $ (5,358) $ 6,642 4300 · Miscellaneous Income
4305 · Dividend Income & Capital Gains $ 28,295 $ 8,300 $ 19,995 $ 28,295 4312 · Interest Income $ 1,838 $ 500 $ 1,338 $ 1,838
4315 · Rent $ 1,005 $ - $ 1,005 $ 1,005
4320 · Refund / Rebate $ 7,864 $ - $ 7,864 $ 7,864
Total 4300 · Miscellaneous Income $ 39,002 $ 8,800 $ 30,202 $ 39,002 Total Income $ 619,355 $ 697,000 $ (77,645) $ 619,355
Cost of Goods Sold
5100 · Special Events & Campaign Costs
5110 · Fundraising Events - other $ 4,327 $ 2,000 $ 2,327 $ 4,327 5125 · Annual Fundraising Event $ 22,839 $ 10,000 $ 12,839 $ 22,839 Total 5100 · Special Events & Campaign Costs $ 27,166 $ 12,000 $ 15,166 $ 27,166 Total COGS $ 27,166 $ 12,000 $ 15,166 $ 27,166
Gross Profit $ 592,189 $ 685,000 $ (92,811) $ 592,189
Expense
6000 · Program Expense
6100 · Program Resources $ 29,164 $ 20,000 $ 9,164 $ 29,164 6200 · Instruction $ 10,952 $ 15,000 $ (4,049) $ 10,952 6351 · Counseling Annex - Rent $ 8,400 $ 7,800 $ 600 $ 8,400 6400 · Salaries- Programing $ 161,489 $ 209,394 $ (47,905) $ 161,489 6450 · Payroll Expenses - Programing $ 15,129 $ 22,441 $ (7,312) $ 15,129 Agenda Item #11.1.
6500 · Community Outreach $ 560 $ 2,500 $ (1,940) $ 560 6600 · Reporting and Evaluations $ 2,610 $ 4,550 $ (1,940) $ 2,610 6700 · Newsletter & Calendar $ 19,908 $ 19,800 $ 108 $ 19,908 6750 · Marketing & Promotion $ 9,354 $ 8,000 $ 1,354 $ 9,354 6800 · Supplies
6805 · Hospitality $ 1,978 $ 2,000 $ (22) $ 1,978
6810 · House supplies $ 1,113 $ 2,200 $ (1,087) $ 1,113 6815 · Subscriptions - newspapers/mag $ 886 $ 300 $ 586 $ 886 Total 6800 · Supplies $ 3,978 $ 4,500 $ (523) $ 3,978
6900 · Occupancy
6905 · Janitorial Services $ 3,750 $ 5,400 $ (1,650) $ 3,750 6910 · Repairs & Maintenance $ 3,532 $ 6,600 $ (3,068) $ 3,532 6915 · Facility Improvements $ - $ 6,000 $ (6,000) $ -
6920 · Landscaping $ 3,141 $ 8,400 $ (5,259) $ 3,141
6925 · Utilities $ 9,389 $ 8,000 $ 1,389 $ 9,389
6930 · Pest Control $ 285 $ 300 $ (15) $ 285
6935 · Trash Removal $ 1,436 $ 1,200 $ 236 $ 1,436
6945 · Depreciation Expense $ 38,000 $ 38,000 $ - $ 38,000 Total 6900 · Occupancy $ 59,533 $ 73,900 $ (14,367) $ 59,533 Total 6000 · Program Expense $ 321,075 $ 387,885 $ (66,810) $ 321,075 7000 · Management/General
7100 · Salaries - Management $ 75,311 $ 49,883 $ 25,428 $ 75,311 7105 · Payroll Expenses - Management $ 5,973 $ 4,982 $ 991 $ 5,973 7200 · Professional
7205 · Accounting / Tax prep $ 9,551 $ 8,500 $ 1,051 $ 9,551 7208 · Payroll Service $ 4,046 $ 3,800 $ 246 $ 4,046
7211 · Computer - IT Services $ 54,568 $ 35,000 $ 19,568 $ 54,568 7215 · Outside Service $ 4,256 $ 11,000 $ (6,744) $ 4,256 Total 7200 · Professional $ 72,421 $ 58,300 $ 14,121 $ 72,421 7300 · Meeting Expense $ 148 $ 2,500 $ (2,352) $ 148
7400 · Meals & Entertainment $ 6,640 $ 1,200 $ 5,440 $ 6,640 7500 · Travel $ - $ 1,000 $ (1,000) $ -
7550 · Retirement Admin. Fees $ 2,390 $ 2,000 $ 390 $ 2,390 7555 · 401-K Employer Match $ 6,253 $ 12,800 $ (6,547) $ 6,253 7600 · Insurance
7605 · Health insurance $ 12,235 $ - $ 12,235 $ 12,235
7606 · Health Insurance - Stipend $ 14,077 $ 30,000 $ (15,923) $ 14,077 7610 · Liability insurance $ 14,362 $ 11,000 $ 3,362 $ 14,362 7615 · Workman's Comp $ 4,628 $ 5,500 $ (872) $ 4,628
Total 7600 · Insurance $ 45,302 $ 46,500 $ (1,198) $ 45,302 7700 · Office Expense
Agenda Item #11.1.
7705 · Postage $ 155 $ 450 $ (295) $ 155
7710 · Telephone $ 5,677 $ 5,500 $ 177 $ 5,677
7715 · Copier Lease $ 5,048 $ 6,500 $ (1,452) $ 5,048
7720 · Office Supplies $ 16,648 $ 8,500 $ 8,148 $ 16,648 7730 · Satellite Office - Set Up $ 1,237 $ 8,400 $ (7,163) $ 1,237 7735 · Satellite Office - Rent $ 25,200 $ 25,200 $ - $ 25,200 7745 · Satellite Office - Utilities $ 3,244 $ 7,000 $ (3,756) $ 3,244 Total 7700 · Office Expense $ 57,210 $ 61,550 $ (4,340) $ 57,210 7800 · Electronic Communication $ 9,034 $ 7,500 $ 1,534 $ 9,034 7900 · Other Management Expenses
7910 · Bank Charges $ 694 $ 700 $ (6) $ 694
7912 · Investment Advisory Fees $ 4,863 $ 6,700 $ (1,837) $ 4,863 7915 · Compliance fees & registration $ 370 $ 500 $ (130) $ 370 7920 · Continuing Education $ 25 $ 1,750 $ (1,725) $ 25 7925 · Dues-Subscriptions-Membership $ 645 $ 500 $ 145 $ 645 Total 7900 · Other Management Expenses $ 6,597 $ 10,150 $ (3,553) $ 6,597 Total 7000 · Management/General $ 287,279 $ 258,365 $ 28,914 $ 287,279 8000 · Fundraising Expenses
8050 · Salaries - Fundraising $ 93,196 $ 93,124 $ 72 $ 93,196 8055 · Payroll Expenses - Fundraising $ 7,341 $ 9,376 $ (2,035) $ 7,341 8100 · Direct Appeal Expenditures $ 345 $ 10,000 $ (9,655) $ 345 8200 · Direct Board Appeal Expense $ - $ 1,000 $ (1,000) $ - 8400 · Grant & Fund Development $ 3,974 $ 7,000 $ (3,026) $ 3,974 8600 · Fundraising Admin $ 7,946 $ 5,250 $ 2,696 $ 7,946 Total 8000 · Fundraising Expenses $ 112,801 $ 125,750 $ (12,949) $ 112,801 Total Expense $ 721,156 $ 772,000 $ (50,844) $ 721,156
Net Ordinary Income $ (128,967) $ (87,000) $ (41,967) $ (128,967) Other Income/Expense
Other Income
9000 · Other Income
9200 · Board Allocated Funds $ 205,000 $ 205,000 $ - $ 205,000 9325 · Realized Investment Gain (Loss) $ (18,769) $ - $ (18,769) $ (18,769) 9350 · Unrealized Invest. Gain (Loss) $ (124,944) $ - $ (124,944) $ (124,944) Total 9000 · Other Income $ 61,286 $ 205,000 $ (143,714) $ 61,286 Total Other Income $ 61,286 $ 205,000 $ (143,714) $ 61,286 Other Expense
97500 · BOD Special Projects
97510 · Organizational Consultants $ 91,512 $ 96,000 $ (4,488) $ 91,512 97520 · Gutter Repairs $ - $ 10,000 $ (10,000) $ -
97530 · Landscaping Improvements $ 12,889 $ 12,000 $ 889 $ 12,889 Agenda Item #11.1.
Total 97500 · BOD Special Projects $ 104,401 $ 118,000 $ (13,599) $ 104,401 Total Other Expense $ 104,401 $ 118,000 $ (13,599) $ 104,401 Net Other Income $ (43,114) $ 87,000 $ (130,114) $ (43,114) Net Income $ (172,081) $ - $ (172,081) $ (172,081)
Agenda Item #11.1.
YTD Budget $ Over Budget Annual Budget
$ 45,000 $ 17,542 $ 45,000
$ 35,000 $ 16,628 $ 35,000
$ 20,000 $ 14,298 $ 20,000
$ 334,000 $ (142,000) $ 334,000
$ 10,000 $ (8,050) $ 10,000
$ 80,000 $ (17,775) $ 80,000
$ 524,000 $ (119,357) $ 524,000
$ 12,200 $ (1,420) $ 12,200
$ 140,000 $ 18,288 $ 140,000
$ 152,200 $ 16,868 $ 152,200
$ 2,000 $ (2,000) $ 2,000
$ 10,000 $ (3,358) $ 10,000
$ 12,000 $ (5,358) $ 12,000
$ 8,300 $ 19,995 $ 8,300
$ 500 $ 1,338 $ 500
$ - $ 1,005 $ -
$ - $ 7,864 $ -
$ 8,800 $ 30,202 $ 8,800
$ 697,000 $ (77,645) $ 697,000
$ 2,000 $ 2,327 $ 2,000
$ 10,000 $ 12,839 $ 10,000
$ 12,000 $ 15,166 $ 12,000
$ 12,000 $ 15,166 $ 12,000
$ 685,000 $ (92,811) $ 685,000
$ 20,000 $ 9,164 $ 20,000
$ 15,000 $ (4,049) $ 15,000
$ 7,800 $ 600 $ 7,800
$ 209,394 $ (47,905) $ 209,394
$ 22,441 $ (7,312) $ 22,441
Agenda Item #11.1.
$ 2,500 $ (1,940) $ 2,500
$ 4,550 $ (1,940) $ 4,550
$ 19,800 $ 108 $ 19,800
$ 8,000 $ 1,354 $ 8,000
$ 2,000 $ (22) $ 2,000
$ 2,200 $ (1,087) $ 2,200
$ 300 $ 586 $ 300
$ 4,500 $ (523) $ 4,500
$ 5,400 $ (1,650) $ 5,400
$ 6,600 $ (3,068) $ 6,600
$ 6,000 $ (6,000) $ 6,000
$ 8,400 $ (5,259) $ 8,400
$ 8,000 $ 1,389 $ 8,000
$ 300 $ (15) $ 300
$ 1,200 $ 236 $ 1,200
$ 38,000 $ - $ 38,000
$ 73,900 $ (14,367) $ 73,900
$ 387,885 $ (66,810) $ 387,885
$ 49,883 $ 25,428 $ 49,883
$ 4,982 $ 991 $ 4,982
$ 8,500 $ 1,051 $ 8,500
$ 3,800 $ 246 $ 3,800
$ 35,000 $ 19,568 $ 35,000
$ 11,000 $ (6,744) $ 11,000
$ 58,300 $ 14,121 $ 58,300
$ 2,500 $ (2,352) $ 2,500
$ 1,200 $ 5,440 $ 1,200
$ 1,000 $ (1,000) $ 1,000
$ 2,000 $ 390 $ 2,000
$ 12,800 $ (6,547) $ 12,800
$ - $ 12,235 $ -
$ 30,000 $ (15,923) $ 30,000
$ 11,000 $ 3,362 $ 11,000
$ 5,500 $ (872) $ 5,500
$ 46,500 $ (1,198) $ 46,500
Agenda Item #11.1.
$ 450 $ (295) $ 450
$ 5,500 $ 177 $ 5,500
$ 6,500 $ (1,452) $ 6,500
$ 8,500 $ 8,148 $ 8,500
$ 8,400 $ (7,163) $ 8,400
$ 25,200 $ - $ 25,200
$ 7,000 $ (3,756) $ 7,000
$ 61,550 $ (4,340) $ 61,550
$ 7,500 $ 1,534 $ 7,500
$ 700 $ (6) $ 700
$ 6,700 $ (1,837) $ 6,700
$ 500 $ (130) $ 500
$ 1,750 $ (1,725) $ 1,750
$ 500 $ 145 $ 500
$ 10,150 $ (3,553) $ 10,150
$ 258,365 $ 28,914 $ 258,365
$ 93,124 $ 72 $ 93,124
$ 9,376 $ (2,035) $ 9,376
$ 10,000 $ (9,655) $ 10,000
$ 1,000 $ (1,000) $ 1,000
$ 7,000 $ (3,026) $ 7,000
$ 5,250 $ 2,696 $ 5,250
$ 125,750 $ (12,949) $ 125,750
$ 772,000 $ (50,844) $ 772,000
$ (87,000) $ (41,967) $ (87,000)
$ 205,000 $ - $ 205,000
$ - $ (18,769) $ -
$ - $ (124,944) $ -
$ 205,000 $ (143,714) $ 205,000
$ 205,000 $ (143,714) $ 205,000
$ 96,000 $ (4,488) $ 96,000
$ 10,000 $ (10,000) $ 10,000
$ 12,000 $ 889 $ 12,000
Agenda Item #11.1.
$ 118,000 $ (13,599) $ 118,000
$ 118,000 $ (13,599) $ 118,000
$ 87,000 $ (130,114) $ 87,000
$ - $ (172,081) $ -
Agenda Item #11.1.
Income 760,000
INCOME (4000)
4100 - Contributions and Gifts
4110 Donations & Foundations $309,500
4120 Grants $125,000
4130 Endowments $80,000
4200 - Fundraising Campaigns
4201 Rally for Rianda
4210 Rally Income $200,000
4211 Rally Expenses ($15,000)
4202 Major Donors Event
4220 Major Donors Event Income $50,000
4221 Major Donors Event Expenses ($10,000)
4203 Texas Hold 'em
4230 Texas Hold 'em Income (Texas Hold ‘em) $8,000
4231 Texas Hold 'em Expenses ($2,000)
4300 - Reimbursable Grants
4310 Reimbursable Grant 1 Income $3,000
4311 Reimbursable Grant 1 Expenses ($3,000)
4400 - Other Income
4410 Program Donations $6,000
4420 Dividend Income & Capital Gains $8,000
4430 Interest Income $500
4440 Miscellaneous Income $0
TOTAL INCOME $760,000
Expense $760,000
PROGRAM (6000) 72%
6100 Program Salaries & Benefits
6110 Salaries $232,000
6120 Health Insurance - Program $19,307
6130 Health Insurance Stipend - Program (Toni) $3,000
6140 401k - Program $8,240
6150 Retirement Admin Fees - Program $1,800
6160 Instructors (Paid Through Payroll) $15,000
6170 Instructors (Independent Contractors) $10,000
6180 Workers Comp - Program $4,900
6190 Payroll Expense - Program $25,520
6200 Program - Expenses
6205 Copy Machine Lease $12,000
6210 Toner for 2nd Copier $800
6215 Postage $2,000
6220 Paper $2,000
6225 Digital Subscriptions $4,188
6230 New Website Development $800
6235 My Senior Center (program management) $2,500
6240 I.T. Services - Program (80%) $24,000
6245 Comcast Internet $4,800
6250 Special Events (entertainment) $3,600
6255 Special Events supplies & food $2,400
6260 Hospitality (tea, water, coffee, etc.) $2,400
6265 Volunteer Gifts & Appreciation $2,500
6270 Hospitality - Partners $1,200
6275 Reimbursable Travel Expense $700
6280 Subscriptions $550
6285 Marketing & Promotion $1,000
6290 Liability Insurance $16,000
6295 Rotary Membership $2,000
6299 Organizational Consultants $48,000
6300 Program - Facility
6305 Rental - Magnolia Room $12,000
6310 Rental - Annex (80%) $27,840
6315 PG&E - Annex (80%) $2,400
6320 PG&E - House $8,000
6325 Janitorial Services $5,400
6330 Repairs & Maintenance $7,000
6335 Facility Improvements $7,000
6340 Landscaping $9,000
6345 Office Phones $4,700
6350 Cell Phones $2,040
6355 Water $5,000
6360 Pest Control $300
6365 Trash Removal $1,200
6370 House Supplies $2,200
TOTAL PROGRAM EXPENSE $547,285
1 Agenda Item #11.1.
MANAGEMENT (7000) 18%
7100 Management Salaries & Benefits
7110 Employee Salaries - Management $70,500
7120 Health Insurance - Management $5,920
7130 Health Insurance Stipend - Management (Toni) $2,400 7140 401k - Management $2,820
7150 Retirement Admin Fees - Management $900
7160 Worker’s Comp - Management $1,400
7170 Payroll Expense - Management $7,755
7200 Management - Expenses
7210 Office Supplies $3,600
7220 Rent - Annex Management (20%) $6,960
7230 PG&E - Annex Management (20%) $600
7240 Office Equipment $3,000
7250 Meeting Expense (board retreat) $500
7260 Staff Appreciation $500
7270 CRM (Bloomerang) $3,750
7300 Management - Professional Services
7310 Tax Prep & Accounting $8,317
7320 I.T. Services - Management (20%) $6,000
7330 Right Networks (Quickbooks in the cloud) $1,000
7340 Payroll Service $4,500
7400 Management - Other
7410 Bank Charges $750
7420 Investment Advisory Fees $6,700
7430 Compliance Fees & Registration $750
7440 Continuing Education $500
7450 Dues, Subscriptions, Memberships $500
TOTAL MANAGEMENT EXPENSE $139,622
FUNDRAISING (8000) 10%
8100 Fundraising Salaries
8110 Employee Salaries - Fundraising $48,500
8120 Health Insurance - Fundraising $6,518
8130 Health Insurance Stipend - Fundraising (Toni) $600 8140 401k - Fundraising $1,940
8150 Retirement Admin Fees - Fundraising $300
8160 Worker’s Comp - Fundraising $700
8170 Payroll Expense - Fundraising $5,335
8200 Fundraising Expense
8210 Direct Appeals $4,000
8220 Grant Writers $4,000
8230 Meals with Donors $1,200
TOTAL FUNDRAISING EXPENSE $73,093
TOTAL EXPENSES $760,000
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Att City of St. Helena Nonprofit Community Enrichment
Program Grant Application and Budget FY 202 /2
The annual Non Profit Community Enrichment Program is designed to support local non profit organizations directly impacting the community and/or benefiting the City of St. Helena. Applicant programs, projects and services (Project) must be consistent with the Citys mission statement or support at least one of the City Councils three year goals (see attached).
Please answer the following questions as they apply to your Project.
Applications must be received no later than February , 202 by 5:00 PM. Late and incomplete applications will not be accepted.
Organizational Overview
Organization Name:
Organization Mailing Address:
Organization Contact Person
(Name/Title):
Organization Contact Email:
Organization Contact Telephone:
Organization Website:
Federal Tax ID Number and Status:
How long has your organization been in operation?
Grant Request
Project Name:
Address of Project:
Requested Grant Amount: $
Matching Funds: $
TOTAL Project Cost: $
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AttApplication Questions Please answer the following questions on a separate sheet. Please limit your response to 2 pages.
Describe how your Project ties to the Citys Goals, Mission/Vision Statement, and or funding philosophy.
Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 202 . Please provide a timeline for your Project.
Describe the community support for your Project.
What organizations, neighborhood associations, non profits, residents, etc. are also involved in the Project?
What roles are they playing and how collaborative is the Project? What other support exists for your Project?
Describe who will benefit from this Project and estimate how many people your proposal may impact.
If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St.
Helena residents.
Please describe how your application and your organization incorporates the principles of diversity, equity and inclusion. If your organization doesnt have a specific equity focus it doesnt make you ineligible or less competitive.*
*A lack of focus or experience with equity will not preclude you from receiving a grant, but we do ask you to think honestly and engage meaningfully about disparities that exist in your organization and in the community and how your work addresses those disparities.
We recognize that not all organizations have had the same opportunities to learn about practicing and promoting equity and we know that diversity and inclusion will look different in different for each organization. We recognize that there isnt a one size fits all approach to integrating diversity, inclusion, and equity into an organizations work. There are common challenges and opportunities but diversity, inclusion, and equity will mean different things to different organizations.
We are committed to sharing our learning and supporting the learning of others, including providing opportunities for engagement within the community regarding social justice.
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funding philosophy.
The Saint Helena Community Band is an all-volunteer group of local musicians, promoting music appreciation, the arts, and music education throughout the community. The band performs its concerts throughout the year, both indoors and outdoors, for FREE.
2. Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 2024. Please provide a timeline for your Project.
The Saint Helena Community Band is continuing a (100-year old) Napa Valley tradition revived by Francis Ford Coppola in 2007. We enjoy sharing our talents throughout the Napa Valley. The band performs several concerts throughout the year; both indoors and outdoors. We bring the gift of music directly to the St. Helena Community.
-September to July each year; divided into two
seasons (Fall/Winter and Spring/Summer) We normally perform on average four to five concerts each season, for a total of 8-10 concerts each year.
3. Describe the community support for your Project.
Currently, the band is completely reliant on band members to fund raise. Originally, Francis Ford Coppola was our benefactor, with a 10-year funding plan in place. However, that expired as of December 2017. The past 2 years, the Band has performed for the Dia De Las Muertas celebration in St. Helena, sponsored by Family Services.
A subgroup of the Community Band formed a Dixieland band, which also performs at various venues (Festa Italiana, Harvest Festival). In the past, the Clif Family donated a percentage of However, that has not re-occurred for the past few years. a. What organizations, neighborhood associations, nonprofits, residents, etc. are also involved in the Project?
None - the only residents participating are those who are members of the Band. Since Coppola is no longer funding the ongoing operations of the Band, the Band has its own fundraising efforts.
b. What roles are they playing and how collaborative is the Project? As a volunteer organization, members all pitch in to ensure live performances are a success:
truck rental, equipment moving and setup, donation solicitation (fund raising), marketing.
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c. What other support exists for your Project?
Band members regularly seek out local merchants to donate goods and services for raffles held at select concerts. Funds from the raffles help support the band. Additionally, an annual Solicitation Letter is mailed year-end to seek donations. The band has a mailing list of approximately 400. Our current fundraising goal is to raise at least $5,000 by performing 6-8 concerts in a year (which has been greatly impacted by Covid-19).
4. Describe who will benefit from this Project and estimate how many people your proposal may impact.
The Saint Helena Community Band performs throughout the Napa Valley. Each concert brings in an audience of between 100-300 attendees.
Past (and ongoing) performances include:
UpValley Family Centers: Dia de los Muertos Celebration Yountville Seventh-Day Adventist Church
California Veterans Home in Yountville
Inglenook Annual Holiday Open House
The Meadows in Napa Retirement Community
Silverado Orchards Retirement Community
Vineyard Valley Retirement Community
White Barn
St Helena Annual July 4th Celebrations in Lyman Park
Our Lady of Perpetual Help Catholic Church, Calistoga
Calistoga July 4th Celebrations in Pioneer Park
Additionally, a smaller, select group of band members perform Dixieland at the following:
Clif Family Sip & Support
Rianda House Fund Raisers
St Helena Harvest Festival
Napa Porchfest
Auction Napa Valley
Festa Italiana
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5. If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St. Helena residents.
N/A. [St Helena City Grant (Government) = $4,000]
St Helena residents are treated to FREE concerts, of which the July 4th Lyman Park Concert has become a community tradition.
6. Please describe how your application and your organization incorporates the principles of diversity, equity and inclusion. it
you ineligible or less competitive.*
We welcome all musicians! Band membership is by open invitation. We encourage anyone 18 and older to join. Membership prerequisites are: good music reading/sight reading skills, and playing abilities equivalent to current Band members. Interested musicians are invited to come to a rehearsal, introduce themselves, play with their instrument section, and let the section leader know of their interest in playing regularly with the Band. Musicians provide their own instruments except percussionists who use equipment purchased with donations to the Band.
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AttCost Estimate
Include a high level description of all the program or project costs that will be paid for by City Funds.
Description Amount
Total Grant Request
Authorized Representative
I represent that this Application Packet describes the intended use of the requested City Grant funds to complete the Project or Program identified above and the elements listed in the Project Budget. I declare under penalty of perjury, under the laws of the State of California, that the information contained in this Application Packet, including required attachments, is accurate.
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1. Describe how your Project ties to the City’s Goals, Mission/Vision Statement.
The St. Helena Cooperative Nursery School is directly tied to the values of the city of St. Helena. Our goal is to offer children an enriched and supportive introduction to their early years of school as they learn through a play-based curriculum. We provide a strong community foundation among our Co-op members and are supported by the St. Helena Unified School District. The district serves many families of St. Helena.
The St. Helena Co-op Nursery School relies on parent involvement to remain economically sustainable. Through childdirected play we encourage mutual respect and open communication that allows children to create their own lifelong relationships and feel a true sense of community. Twice a year parents attend the “Work Party” to prep the school at the start and end of each year. Active parent involvement not only allows parents to witness their child’s growth at school but also meet other parents in the community with like values.
We are committed to providing a safe and diverse community for our children. Families of all cultures, religions, races and ethnic backgrounds are welcome. We work in collaboration with St. Helena Preschool for All (SHPFA), which provides preschool access for socioeconomic disadvantaged children in St. Helena. The Co-op was integral in the conception and development of the program. Our school piloted and funded SHPFA for the first few years of the program.
The schoolhouse is a historical building built in 1888. Originally the Rutherford Grammar School, the building has served as a school for over 130 years. Today we are proud to maintain the infrastructure and charm of the original building. Over the years we have continued to upkeep the building and make improvements, such as install a new roof, paint, make repairs, and improve infrastructure in order to retain its historic, small-town character.
The St. Helena Cooperative Nursery School shares a common goal with the City of St. Helena: “Support Thriving Families and Enhance the Safety, Well-Being, and Healthy Development of Our Youth”. The importance of childcare and early childhood development is apparent now more than ever. The children thrive off the stability and normalcy of going to Coop regularly, while home life may be stressful due to uncertain times all of us have faced in the recent years due to the pandemic and fires. Our goal is to support the social-emotional well-being of our youth.
2. Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 2024. Please provide a timeline for you Project.
Our objective is to continue operating the St. Helena Cooperative Nursery School, providing a safe learning environment where our kids can experience the joy of hands-on learning through play. This program helps children gain confidence and communication skills, helping to prepare them for the next big step of kindergarten, many of which will go on to the St.
Helena Primary School. Monthly food drives teach our children the importance of community and service to the public.
Timeline: We plan to use any funds given over the next fiscal year.
3. Describe the community support for your Project.
a. What organizations, neighborhood associations, non-profits, residents, etc. are also involved in the Project? As a cooperative, parent involvement is essential to keeping the school running on a day-to-day basis. We are very Agenda Item #11.1.
fortunate for our many neighbors, families, and alumni who support our program by donating money and volunteering their time. In addition, the Roger J. Trinchero Family Foundation has generously donated $27,500 with an offer to match another $27,500 in donations from the community. Our strong alumni support helps match this amount through our annual letter drive. We hold an annual Community Dance at the Native Sons Hall supported by local food and wine vendors. b. What roles are they playing and how collaborative is the Project? Each family holds a Parent Job, attends monthly general meetings, and participates by working in the classroom. Parents collaborate and work closely with the teachers and each other on a daily basis. We rely on volunteer work from parents and alumni to help keep the school alive, such as maintaining the building and assisting with repairs. Bands for the Community Dance are booked by directors who work with BottleRock promoters. Typically, about 400 people from St.
Helena and the valley attend, supporting the Co-op and bringing our community together for a fun night out. c. What other support exists for you Project?
The Roger J. Trinchero Family Foundation has generously donated $25,000 with an offer to match another $25,000 in donations from the community. Our strong alumni support helps match this amount through our annual letter drive. We hold an annual Community Dance at the Native Sons Hall supported by local food and wine vendors. We are also involved in the Derby held at Long Meadow Ranch each year where they generously donate some of the profits to the co-op.
4. Describe who will benefit from this Project and estimate how many people this Project may impact.
The St. Helena Co-op Nursery school benefits the children and their families who are members of this cooperative. We have 36 kids enrolled this year (normal years prior to Covid-19 pandemic was 65+). We are operating at less than half tuition income and hope to offer our regular sized classes in the coming years. Our local community benefits from the generosity of our Co-op community through a monthly food drive that impacts families throughout the valley. The teachers have creatively come up with a curriculum called Kindness Counts, which teaches generosity and compassion along with math, language, civic action and more. Kids experience the act of giving and supporting their community. The St. Helena Co-op continues to be one of the largest donators to the St. Helena Food Pantry. During harvest, kids collect health care items for the Napa Valley Farm Work Camp.
5. If you have received funding from other Napa County government agencies in the past two years, provide level of funding and how funding from the City of St. Helena will specifically benefit St. Helena residents.
We have not received other funding in the past two years. Funding from the City of St. Helena will benefit St. Helena residents by helping children learn to feel secure with adults other than the child’s parents (many of whom are St. Helena residents), to experience community, to learn to get along with others, to learn positive ways of communicating with others, to recognize and appreciate beauty in nature and to improve the ability to finish what is begun. With this foundation we believe these children will then be able to participate in a meaningful way in St. Helena schools. For the parents going thru the co-op program they will learn to develop an awareness of their responsibility as citizens of the community, the importance of their participation in the education process, foster generosity, to care for the planet, and the skills needed to fundraise so they are able to carry this knowledge and go forth into other schools.
6. Please describe how your application and your organization incorporates the principles of diversity, equity, and inclusion.
The Co-op’s core curriculum is focused on creating diversity, equity and inclusion for all though the Kindness Counts program, mentioned earlier as well as through strongly supporting St. Helena Pre-school for All.
The Co-op is also proud to be connected to First Five Napa County and their Rainbow Action Network. The Rainbow Action Network (RAN) is a group of LGBTQ people and allies that aims to make the Napa Valley a welcoming and supportive place for LGBTQ families, community members and visitors. The Co-op teachers are now trained how to use Rainbow kits and the books are in the school’s library. These are LGBTQ and gender inclusive toolkits for preschools in Napa County. They provide LGBTQ inclusive books, toys, materials, lesson plans, and recommendations for inclusive classrooms/preschools. These tools were already available to children and families at the Co-op but the Rainbow Kit and its training provided helped solidify the Co-op’s inclusive curriculum.
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ST. HELENA COOPERATIVE NURSERY SCHOOL P.O. BOX 493 RUTHERFORD CA 94573 (707) 963-7212 Cost Estimate Description
1. Repairs and Maintenance: maintain and replace lawn and yard areas to continue to have a safe space for open outside play
2. Annual cost of supplies:
a. Kitchen/bath: $3,000
b. Office: $1,000
c. Toys and Equipment: $1,000
3. Teacher trainings/salary support: continued support by our director for teacher trainings including CPR/First Aid, continued education and admin support.
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Saint Helena Housing Coalition, Inc.
PO Box 988
Saint Helena, CA 94574
January 19, 2023
Attachment: Saint Helena Housing Coalition, Inc.
Application for the City of Saint Helena Nonprofit Grants Question One: Describe how your Project ties to the City’s Goals, Mission/Vision Statement, and or funding philosophy.
Answer: The Saint Helena Hosing Coalition, Inc. (SHHC) objective is to create, manage, and maintain “affordable” housing for “Essential” workers, specifically for our town’s police, firefighters, nurses, teachers, and city workers and in the future “Affordable” Senior housing as well. We submit that those goals meet the following City’s Goals, Mission/Vison Statement, and or funding philosophy, specifically:
This meets the objectives set forth on the Saint Helena 2040 General Plan specifically LU2.7, CD6.1, CD6.3 and its goals of reducing Greenhouse Gases vehicular traffic and instead encourage walking or biking.
We anticipate providing each workforce unit with covered bicycle storage and encourage their use to travel to work or school. Further it Correlates with City General plan Overview-ES1.1, ES1.6,ES1.C, CR2.C:
In order to protect the rural and small-town quality & character this project will include the creating of a Civic Center and a Cultural Campus on the majority of the property.
Question Two: Describe your project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 2024. Please provide a timeline for your project.
Answer: SHHC’s Civic/Cultural Center-Adams Street Adams Street Project Phase One which consists of securing a conditional sixty-Seven (67) year ground lease from the city with a timeline of June 30, 2023,upon which to proceed in securing a “partnership” with a larger non-profit housing organization with a timeline of June20, 2024. Once achieved, it will allow us to proceed with the following:
Equity, Equality, and Inclusionary Issues
SHHC's Civic/Cultural Adams Street housing element will be equally open to all regardless of race, creed, color, or sexual orientation. Suffice to say, without affordable housing which is defined by HUD as rents no greater than 30% of a household’s income there is no true Equity, Equality, or inclusion within our community. Our project meets this standard.
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For there to be Equality in housing it must be open to all who otherwise meet its resident requirements. However, those with a history of drug-related crime in the past three years, or are a registered sex offender, a recent felony conviction, or lying on your rental application would be disqualified.
As stated above, all are welcomed regardless of sexual orientation. Our Sustainable Community
With the creation of SHHC 116 ‘affordable’ well designed workforce housing for up to 282 for those lucky people they will be able live in the middle of an art campus designed strengthen and expand the arts and cultural activities. There will be public spaces and civic facilities available for community gatherings thereby meeting the social and recreational needs of all ages and interests.
LU1.1 & LU1.4:
SHHC Proposes, in Partnership with City, to form an Adams Street joint venture in the form of a 67-year land-lease upon 2.3 acres at the Eastern most end of this property. This property is within the Urban Limit Line. The development will consist of three-story buildings with four floors per building: of ‘affordable’ workforce housing consisting of up to one hundred-sixteen (1126) all electric apartment units.
All will be built by using best practices producing sustainable LEED Platinum standards, including Solar, net-zero energy, greywater systems for toilet flushing and landscaping, and extremely efficient stormwater management.
LU2.1:
This project will be dedicated to workforce housing designated for those households with incomes between $60,000 and $120,000 “the Missing Middleclass” with a set aside of twenty (20%) percent for very low, and low income families.
ES1.4 :
SHHC’s development of one hundred-sixteen (116) ‘affordable’ workforce apartments at the East end of the Adams Street property to support the local employment base and in keeping with the small -town smart growth.
SHHC believes the above stated complies with the City’s, Goal, Mission/Vision Statement as it relates to the City’s funding philosophy.
Question two: Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 2022. Please provide a timeline for your Project.
Agenda Item #11.1.
Answer: SHHC goal and objective is to obtain the cities conditional authority to proceed to secure a “partnership” with a larger non-profit housing organization with the CCC-Adams Street project.
Question Three: Describe the community support for your Project.
Answer:
a. What organizations, neighborhood associations, non‐profits, residents, etc. are also involved in the Project?
Answer: SHHC has received written support from Our Town Saint Helena affirmatively acknowledging SHHC Adams Street project and ledging their support in achieving this goal.
b. What roles are they playing and how collaborative is the Project? Answer: Until the cities conditional approves SHHC Adams Street project it is too premature to gauge the extent of interest in supporting our project. c. What other support exists for your Project?
Answer: CalCHA, Catalyst Housing Group, Factory OS, Cannon Construction, and several larger nonprofit ‘affordable’ housing group. However, until we are successful in gaining the cities conditional lease to proceed actual commitments have not been achieved.
Question four: . Describe who will benefit from this Project and estimate how many people your proposal may impact.
Answer:
o The One-hundred-Sixteen (116) units will supply new “Affordable” housing for approximate 182 persons who are currently employed or have a letter of employment in the Saint Helena marketing area.
o Also provide SHHS with approximately new 90 children to offset the multiple year downward enrollment. New parents for the PTA, coaches for youth sports teams and service clubs
o And perhaps as many as 114 spouses that may seek full or part time employment with those businesses in town that are struggling to find workers.
Question 5: If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St. Helena residents.
Answer: None received.
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Question 6: 6. Please describe how your application and your organization incorporates the principles of diversity, equity, and inclusion. If your organization does not have a specific equity focus – it does not make you ineligible or less competitive.
Answer: SHHC's core values are evident in our proposed Civic/Cultural Adams Street housing proposed project with our focus will be to equally open this project to all regardless of race, creed, color, or sexual orientation. Suffice to say, without affordable housing which is defined by HUD as rents no greater than 30% of a household’s income there is no true Equity, Equality, or Inclusion within our community. Our project meets this standard.
For there to be Equality in housing it must be open to all who otherwise meet its resident requirements. However, those with a history of drug-related crime in the past three years, or are a registered sex offender, a recent felony conviction, or lying on your rental application would be disqualified.
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SAINT HELENA HOUSING COALITON,INC.
STATEMENT OF FINANCIAL POSITION
AS OF DECEMBER 31, 2022 AND 2021
2022 2021
Assets:
Cash and cash equivalents $1,058.23 $1,360.42
Contributions Received $-0 $1,000.00
Due from Related Parties $2,601.58 $4,882.66
Prepaid Expenses $-0 $-0
Investments $-0 $0
Property and equipment, net $-0 $0
Total Assets $3,659.81 $6,243.08
LIABILITIES AND NET ASSEST
Liabilities
Accounts payable and accrued expenses $-0 $-0
Due to related parties $2,601.58 $4,882.66
Other Liabilities $-0 $-0
Total Liabilities $2,601.58 $4,882.66
NET ASSETS
Without donor restrictions $-0 $1,000.00
With donor restrictions $-0 $-0
Total net assets $1,058.23 $2,360.42
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SAINT HELENA HOUSING COALITON,INC.
STATEMENT OF ACTIVITIES
FOR YEAR ENDING DECEMBER 31, 2022
Without Donor With Donor
Restrictions Restrictions Total
Operating activities
REVENUES AND
OTHER SUPPORT
Contributions $-0 $-0 $-0
Contributions-from related
parties $-0 $-0 $-0
Contributions -donations in-kind $-0 $-0 $-0
Due from related parties $2,601.58 $-0 $2,601.58
Interest and dividends $-0 $-0 $-0
Net assets released from
restrictions $-0 $-0 $-0
Total revenues & other support $2,601.58 $-0 $2,601.58
EXPENSES
Management and general $2,601.58 $-0 $2,601.58
Fund Raising $-0 $-0 $-0
Total Expenses $2,601.58 $-0 $2,601.58
Change in net assets from
operations $-0 $-0 $-0
Net assets, beginning of year $1,055.23 $-0 $1,058.20
Net Assets, end of year $1,055.23 $-0 $1,055.23
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SAINT HELENA HOUSING COALITON,INC.
STATEMENT OF FUNCTIONAL EXPENSES
FOR YEAR ENDING DECEMBER 31, 2022
_________________________________2022__________________________________ Management Fund Raising Total
and General
Grants $-0 $-0 $-0
Salaries and benefits $-0 $-0 $-0
Education & Awareness $-0 $-0 $-0
Occupancy $-0 $-0 $-0
Professional Services $-0 $-0 $-0
Printing & Postage $ 309.83 $-0 $ 309.83
Subscriptions $ 573.77 $-0 $ 573.77
Support $1,036.00 $-0 $1,036.00
Information technical $ 510.84 $-0 $ 510.84
Gifts $ 144.04 $-0 $ 144.04
Donations $ 27.10 $-0 $ 27.10
$2,601.58 $-0 $2,601.58
_________________________________2021__________________________________ Management Fund Raising Total
and General
Grants $-0 $0 $-0
Salaries and benefits $-0 $-0 $-0
Education & Awareness $-0 $-0 $-0
Occupancy $-0 $-0 $-0
Professional Services $ 395.00 $-0 $ 395.00
Printing & Postage $ 116.04 $-0 $ 116.04
Subscriptions $ 299.09 $-0 $ 209.09
Support $1,036.00 $-0 $1,036.00
Research $ 81.37 $-0 $ 81.37
Informational technical $2,793.72 $-0 $2,793.72
Entertainment & Gifts $ 162.44 $-0 $ 162.44
$4,883.66 $ $4,883.66
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Saint Helena Housing Coalition, Inc.
PO Box 988
Saint Helena, CA 94574
List of Grants Received in Past 12 Months
None
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Att City of St. Helena Nonprofit Community Enrichment
Program Grant Application and Budget FY 202 /2
The annual Non Profit Community Enrichment Program is designed to support local non profit organizations directly impacting the community and/or benefiting the City of St. Helena. Applicant programs, projects and services (Project) must be consistent with the Citys mission statement or support at least one of the City Councils three year goals (see attached).
Please answer the following questions as they apply to your Project.
Applications must be received no later than February , 202 by 5:00 PM. Late and incomplete applications will not be accepted.
Organizational Overview
Organization Name:
Organization Mailing Address:
Organization Contact Person
(Name/Title):
Organization Contact Email:
Organization Contact Telephone:
Organization Website:
Federal Tax ID Number and Status:
How long has your organization been in operation?
Grant Request
Project Name:
Address of Project:
Requested Grant Amount: $
Matching Funds: $
TOTAL Project Cost: $
ATTACHMENT 19
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AttApplication Questions Please answer the following questions on a separate sheet. Please limit your response to 2 pages.
Describe how your Project ties to the Citys Goals, Mission/Vision Statement, and or funding philosophy.
Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 202 . Please provide a timeline for your Project.
Describe the community support for your Project.
What organizations, neighborhood associations, non profits, residents, etc. are also involved in the Project?
What roles are they playing and how collaborative is the Project? What other support exists for your Project?
Describe who will benefit from this Project and estimate how many people your proposal may impact.
If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St.
Helena residents.
Please describe how your application and your organization incorporates the principles of diversity, equity and inclusion. If your organization doesnt have a specific equity focus it doesnt make you ineligible or less competitive.*
*A lack of focus or experience with equity will not preclude you from receiving a grant, but we do ask you to think honestly and engage meaningfully about disparities that exist in your organization and in the community and how your work addresses those disparities.
We recognize that not all organizations have had the same opportunities to learn about practicing and promoting equity and we know that diversity and inclusion will look different in different for each organization. We recognize that there isnt a one size fits all approach to integrating diversity, inclusion, and equity into an organizations work. There are common challenges and opportunities but diversity, inclusion, and equity will mean different things to different organizations.
We are committed to sharing our learning and supporting the learning of others, including providing opportunities for engagement within the community regarding social justice.
Agenda Item #11.1.
AttCost Estimate
Include a high level description of all the program or project costs that will be paid for by City Funds.
Description Amount
Total Grant Request
Authorized Representative
I represent that this Application Packet describes the intended use of the requested City Grant funds to complete the Project or Program identified above and the elements listed in the Project Budget. I declare under penalty of perjury, under the laws of the State of California, that the information contained in this Application Packet, including required attachments, is accurate.
Print Name Signature
Title ____________________________________ Date _____________________________ Agenda Item #11.1.
City of St. Helena
Grant: 2023-2024
Mission: St. Helena Preschool For All is a non-profit dedicated to providing scholarships forthree and four-year old children to experience preschool and succeed.
Vision: To create awareness, provide education, and access to early childhood education and parent education programs in St. Helena forthe underserved families in the community.
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1. Describe how your Project ties to theCity’s Goals, Mission/Vision Statement and orfunding philosophy.
The St. Helena Preschool for All program is aligned with theCity of St. Helena's goals of being familyfriendly and diverse. By providing early childhood education opportunities and support to low-income families, the program helps to address the critical need for accessible and affordable preschool education. This directly ties into the city's vision of supporting all members of the community, especially those who are most vulnerable.
The program's emphasis on partnerships with other non-profit and public sector organizations is also in line with the city's funding philosophy. By working together and building strong relationships, the program can leverage resources and create a more cohesive and supportive network of services for families in need. This approach aligns with the city's focus on collaboration and partnership, which is essential for achieving its mission of creating a vibrant and inclusive community for all.
2. Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 2024. Please provide a timeline for your Project.
SHPFA provides scholarships for underserved children in the St. Helena community ages 3 and 4- years old, to attend a preschool at one of seven local participating preschools. Our vision is to continue to be a vocal leader and trusted resource forfamilies in theUpper Napa Valley. Our commitment to providing this opportunity is strongly rooted in the belief that what happens in a child’s earliest years is the most important for healthy development and long-term well-being. Early childhood experiences matter.
We plan to reach our goals by continuing to promote awareness of the importance of early childhood experiences in the community and continuing to shine a light on the lack of programs that provide these opportunities. Our project and goals will be completed before June 30, 2024.
Goal1:Buildstrongpartnerships: as our organization continues to serve families and provide early childhood opportunities, we seek to build strong partnerships with other organizations and stakeholders in the community. This will involve collaborating with other nonprofits, government agencies, and businesses to maximize the impact of the organization's programs and services so that we can continue to fulfill our mission.
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Goal2:Developdiversifiedfundingsources: our organization aims to develop a diversified range of funding sources to ensure long-term financial sustainability. This may include seeking out grants, individual and corporate donations, and otherrevenue-generating opportunities.
Goal3:Increasethereachandimpactoftheorganization: our organization is committed to increase its reach and impact by expanding its programs and services to more families in the communities we currently serve. This can be done by identifying areas with high need and tailoring services to meet those needs.
Goal4:Promotediversity,equity, andinclusion: we strive to promote diversity, equity, and inclusion within our own organization and in the communities we serve. This will involve developing programs and services that are accessible to families from diverse backgrounds and ensuring that the organization's board and staffrepresent the diversity of the community.
3. Describe the community support for your Project.
a. What organizations, neighborhood associations, non-profits,residents, etc. are also involved in the Project?
The St. Helena Preschool for All program has received significant support from various organizations, non-profits, and community members. Several local preschools in St. Helena, Discoveryland Preschool in Angwin, and Hearts and Hands Preschool inCalistoga partner with the program to provide preschool education to its students. The Roger J. Trinchero Family Foundation has also been instrumental in supporting the program and enabling it to expand and grow.
The St. HelenaUnified School District has provided continuous support to the program by allowing it to use its facilities, providing parent educational speakers, and funding scholarships. Additionally, the UpValley FamilyCenter has been a critical partnerin administering the program, providing referrals, and offering a parent education component for Spanish-speaking families.
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The St. Helena RotaryClub,City of St. Helena, Napa ValleyCommunity Foundation, and Soroptimist Club have also provided financial support to the program. The program also participated in the 2022 Napa Valley Give!Guide, which is an online donation campaign that supports 72 local non-profits.
The program has also collaborated with other community organizations such asClinic Olé, St. Helena Public Library, Stonebridge, Hunt Avenue Apartments, and the St. Helena Parks and Recreation department. The community has played a significantrole in the success of the program, providing essential support and resources to ensure its continued success. b. Whatroles are they playing and how collaborative is the Project? In this program, there are several organizations and entities involved, each playing a unique and criticalrole in the success of the program. The Roger J. Trinchero Family Foundation is the principal organization providing financial support to the program, allowing forthe development and expansion of programming that supports families in St. Helena. The St. HelenaUnified School District provides support and funding forthe program, as well as administrative staff support and representation on the board of directors. Last year we coordinated ourfirst Primary school teachers and preschool teacher collaboration that was a huge success.
Participating preschools provide spaces for children, preparing them academically and emotionally for kindergarten. TheUpValley FamilyCenter offers parent education opportunities, and community organizations help spread awareness and support through fundraising and outreach. Finally, the community plays a criticalrole in the financial support of the program through individual donations and fundraising events. Overall, the program is highly collaborative, with each organization and entity working togetherto support early childhood education in St. Helena. c. What other support exists for your Project?
Along with the organizations and community behind this project, we also have the support of the 9 board of directors, and the 30 families who are receiving the scholarships, and 218 alumni families; through our program outreach we have developed a more diverse and larger network of supporters each yearthat continues to grow.
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4. Describe who will benefit from this Project and estimate how many people this Project may impact.
The program will benefit low-income families, preschool age children, and their parents in St. Helena who cannot afford a preschool program fortheir child. The majority of the beneficiaries are immigrants, children of immigrants, and English-language learners. Additionally, more families that could be considered middle class are also requesting financial assistance. Since the program began in 2010, the project has provided 218 scholarships, including the 30 children and families enrolled in the current year.
Forthe 2023-2024 school year, the project aims to place between 20-25 children in one of its partnering preschools in St. Helena. The cost of funding a part-time scholarship is $5,400 (for 3 days per week, 3-4 hours per day), while the cost of funding an extended day scholarship is $14,400 (for 5 days per week, 8-9 hours per day) fortwelve months of preschool.
The program also provides parents with the opportunity to work, educate themselves, ortake care of younger siblings, providing them with stability and peace of mind. With the current high costs of living in St. Helena, many working families struggle to continue to be residents of the town. Overall, the project has the potential to impact the lives of the children and families it serves, as well as the wider community in St. Helena.
5. If you have received funding from other NapaCounty government agencies in the past two years, provide level of funding and how funding from theCity of St. Helena will specifically benefit St. Helena residents.
We have only received local government funding from theCity of St. Helena which would directly benefit St. Helena residents by providing scholarships to preschool-aged children from low-income families in the area, allowing parents to work or pursue education while providing their children with early childhood education and care. This could ultimately benefit the community by increasing economic stability forfamilies and promoting the education and development of young children.
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6. Please describe how your application and your organization incorporate the principles of diversity, equity, and inclusion. If your organization doesn’t have a specific equity focus-it doesn’t make you ineligible orless competitive. *
Our nonprofit organization, preschool partners, and many of our partnerships are committed to promoting diversity, equity, and inclusion. Here are some examples of how our organization incorporates these principles:
1.Culturally Responsive Education: Our partnering preschools Incorporate culturally responsive teaching and curriculum thatrecognizes and values the diversity of all students and families.
2. Staff Diversity and Inclusion: our organization and preschools hire and retain a diverse staff that reflects the cultural, ethnic, and linguistic diversity of the families and communities served.
Additionally, provide ongoing professional development opportunities to ensure that staff members have the skills and knowledge to promote equity and inclusion in their work. Although we only have one full time employee his background, upbringing, and experiences growing up reflect the families and communities we serve. It has been one of the majorreasons he is able to form strong relationships with ourfamilies.
3. Language Access: Ensure that all families,regardless of their primary language, have equal access to information and services. This may include providing language interpretation services ortranslating materials into multiple languages.
4. Inclusive Environment:Create an inclusive and welcoming environment where all families feel valued,respected, and supported. This may involve incorporating visual cues and resources that reflect the diversity of the community, or using a variety of communication strategies to engage families and build strong relationships.
5.Community Engagement: Foster strong relationships with families, community organizations, and local leaders to better understand and address the unique needs and experiences of the community.
Encourage participation and collaboration in decision-making processes and ensure that all voices are heard and valued.
By incorporating these principles our organization creates a more equitable and inclusive early childhood education program that better meets the needs of all children and families. We feel our organization aligns well with theCity’s belief of promoting equity and inclusion through our community programs.
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St. Helena Preschool for All
City of St. Helena - 2023 Grant Request
Current Year Prior Year
Approved Budget Profit & Loss Actual
Jul '22 - Jun 23 Jul '21- Jun '22
Ordinary Income/Expense
Income
Community Donations 15,000.00 64,130.71
Corporate Donations 25,000.00 0.00
Grant Funding 165,000.00 111,500.00
Parent Fundraising 0.00 0.00
Total Direct Public Support 205,000.00 175,630.71
Program Income
Parent Scholarship Contributions 10,000.00 9,885.00
SHUSD Contribution 30,000.00 30,000.00
CJUSD Contribution 15,000.00 15,000.00
HMUSD Contribution 6,500.00 6,500.00
Total Program Income 61,500.00 61,385.00
Savings Account Income
CD Interest Income 0.00 562.40
Total Savings Account Income 0.00 562.40
Other Income 6.43
Total Income 266,500.00 237,584.54
Gross Profit 266,500.00 237,584.54
Expense
Business Expenses
Business License/Reg Fees 100.00 125.00
Computer 0.00 0.00
Computer Software 50.00 0.00
Covid19 - Remote Learning 200.00 0.00
Bank Charges 100.00 17.82
Directors Expense 800.00 222.57
Office Supplies 1,100.00 220.30
Payroll Processing Fee 50.00 1109.50
Postage 100.00 116.00
Website Domain 160.00 161.40
Website Host 300.00 0.00
Zoom Video Conterencing 175.00 179.88
Total Business Expenses 3,135.00 2,152.47
Contract Services
Accounting Fees 1,000.00 919.47
Consultant Services 1,200.00 3,312.50
Legal Fees 600.00 -
Total Contract Services 2,800.00 4,231.97
Employee Expenses
Cash in lieu of Benefits 2,400.00 2,400.00
Cell Phone Reimbursement 1,200.00 1,200.00
Executive Director Salary 75,000.00 59,535.12
City of St. Helena
Grant Financials - 2023
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St. Helena Preschool for All
City of St. Helena - 2023 Grant Request
Approved Budget Profit & Loss Actual
Jul '22 - Jun 23 Jul '21- Jun '22
Mileage Reimbursement 300.00 288.85
Total Employee Expenses 78,900.00 63,423.97
Family & Summer Activites
Nimbus Arts Holiday Event 1,500.00 630.00
Summer Swim Party 500.00 0.00
Summer Activities 1,500.00 0.00
Total Family & Summer Activites 3,500.00 630.00
Fundraising Expenses
Marketing 1,200.00 1,989.50
Postage, Mailing Service 300.00 0.00
Printing and Copying 1,000.00 1166.40
Supplies 150.00 145.55
Total Fundraising Expenses 2,650.00 3,301.45
Insurance
Liability - Director & Officer 1,300.00 1,250.00
Workers Compensation 600.00 538.00
Total Insurance 1,900.00 1,788.00
Parent Education
Childcare Expense 900.00 0.00
Snacks 500.00 0.00
Supplies 200.00 0.00
Translation 500.00 0.00
Total Parent Education 2,100.00 0.00
Parent Interns Expense - 0.00
Payroll Expenses
Federal & State Taxes 5,500.00 4,914.27
Total Payroll Expenses 5,500.00 4,914.27
Summer Scholarships
Summer Camps 6,000.00 6,060.00
Total Summer Camps 6,000.00 6,060.00
Registration Fees 5,000.00 4,700.00
Preschool Scholarships
Little Backpacks Preschool 77,124.00 78,088.80
Mila's Large Family Day Care 75,876.00 65,600.00
St. Helena Coop 7,200.00 7,300.00
Sun & Stars Montessori 30,100.00 79,941.50
Wee Care Childcare 13,320.00 19,962.50
Total SHUSD Scholarships 203,620.00 250,892.80
CJUSD Scholarships 70,740.00 54,425.75
HMUSD Scholarship 32,400.00 26,575.00
Total CJUSD & HMUSD Scholarships 103,140.00 81,000.75
Total - All Scholarships & Registration Fees 317,760.00 342,653.55 Student Scholarship Funds
Jaime Rubio Scholarship Fund 1,000.00 0.00
City of St. Helena
Grant Financials - 2023
Agenda Item #11.1.
St. Helena Preschool for All
City of St. Helena - 2023 Grant Request
Approved Budget Profit & Loss Actual
Jul '22 - Jun 23 Jul '21- Jun '22
Total Student Scholarship Funds 1,000.00 0.00
Total Expense 417,145.00 423,095.68
Net Ordinary Income (Net Loss) $ (150,645.00) $ (185,511.14)
City of St. Helena
Grant Financials - 2023
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St. Helena Preschool for All
Grant Funding
2021/2022
Date Name Memo Amount
Grant Funding
2021-2022 11/19/2021 Napa Valley Community Foundation Donor Advised 1,500.00 03/15/2022 Roger J. Trinchero Family Foundation Foundation Grant 100,000.00 04/19/2022 City of St. Helena 2021 Community Grant 10,000.00 Total Grant Funding 111,500.00
St. Helena Preschool for All
City of St.Helena
Grant Application 2023
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City of St. Helena Non-Profit Grant Application
Questions, Fiscal Year 2023-2024
Sustainable St. Helena An Environmental Alliance
St. Helena Redwood Forest Project A Future Community Forest
1. Describe how your project ties
The Redwood Forest Project ties to almost all areas of the City Project is economically and environmentally sustainable. After the initial thinning, revenues will have positive returns because coast redwoods regenerate and there would not be additional startup or replanting fees.
Beginning in approximately 20 years, 20% of the planted forest would be harvested every 5 years and continue on this harvest rotation into the future. The timber harvesting proceeds will be shared with the City, a new and diverse source of revenue.
effluent spray fields, the Project will be an
example of prudently managing City resources. It will improve soil health for higher water retention and reduce soil erosion from high volume rain events.
This is also an example of responding and planning to climate change. Coast redwood trees sequester carbon forest can sequester about 2.5 tons of carbon annually. Young trees absorb CO2 at a rate of 13 pounds per tree each year. Trees reach their most productive stage of carbon storage at about 10 years at which point they are estimated to absorb 48 pounds of CO2 per year. At that rate, they release enough oxygen back into the atmosphere to support two human b
The total planting of 2,500 trees over 10 acres would sequester approximately 48 pounds per tree at 10 years of age or 120,000 pounds of CO2 per year. CO2 sequestered would increase as redwood trees continue to grow and absorb carbon their whole lives. The average age of this forest would be approximately 20 years old yielding annual carbon sequestration of 240,000 pounds.
Without a doubt this project promotes a beautiful natural environment. And will one day be a recreational, family-friendly destination with the goal of having it open to the public for enjoyment. The vision is to have walking paths through the forest connecting to the Napa River and downtown St. Helena which promotes wellbeing and contributes to a high quality of life, all the while preserving our towns rural character.
2. Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 2024. Please provide a timeline for your project.
Goals and objectives of the Redwood Forest are to plant, grow and sustainably re-plant 1,000 coast redwood trees that were lost to frost, weeds, disease and other misfortunes. This will be a part of the Million Trees project. The trees will be replanted on the
wastewater spray fields. The grant money will be used for purchasing the redwood seedlings, hiring labor to plant them, and also buying and installing the irrigation, equipment, supplies (wire, trellis, etc) . Money will also be spent for forest management and maintenance which includes weeding and pruning.
We plan on meeting the June 30, 2024 deadline by engaging with the public to receive donations and volunteering for planting days as well as hiring Silverado Farming for labor and hiring of forester consultants as necessary. Within the next few months, we will be driving up to Humboldt County to acquire the redwood seedlings. We will also be engaging with Napa RCD to co-host planting days such as the Earth Day and Arbor Day Events. Silverado Farming is already on board with this project and has provided a preliminary budget.
Within the next few years, other native species will be planted within and around the forested area. At this time, how other native species will respond to the secondary treated water quality is unknown. Once the WWTP is upgraded to tertiary treatment levels, there should be no issues with water quality to grow native species.
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3. Describe the community support for your Project.
a. What organizations, neighborhood associations, non-profits, residents, etc. are also involved in the project?
Additional support for the Redwood Forest has been from St. Helena City Council who approved this project, Mayor Ellsworth, the Active Transportation and Sustainability Committee, Napa Resource Conservation District, Napa Natural Resources Conservation Service, Land Trust of Napa Valley, Sierra Club Redwood Chapter, Napa Climate NOW, Registered Professional Forester Nick Kent, Dr. William Libby, Senator Bill Dodd, Silverado Farming, and countless community members.
Support has been made by individual financial donations, physical labor by planting trees and weeding, obtaining and donating supplies, technical assistance regarding forest management and education, as well as government advocacy and approval. The Redwood Forest is forever grateful for these contributions. b. What roles are they playing and how collaborative is the Project? Napa RCD regularly collaborates regarding irrigation, volunteers, and planting strategies and is planning an oak tree planting day on February 19 with high school students. Napa NRCS is consulting to provide guidance regarding planting of other native species within and around the forest that will not threaten the surrounding vineyards.
c. What other support exists for your Project?
A $600 grant was received from the Napa Community Foundation in 2021. A $4,000.00 grant was received by the City of St. Helena for the fiscal year 2022-2023. An early 2022 donation in the amount of $15,000.00 from the Napa Valley Community Foundation, other Napa County Businesses as well as countless donations by individuals. Much of this money has already been spent on the initial planting of the redwood forest.
4. Describe who will benefit from this Project and estimate how many people your proposal may impact.
Benefits from this Project are far reaching. First it creates an ecosystem for countless insects, amphibians, birds, and mammals. Second it has the ability to provide cleaner air for our entire community and visitors for years to come. The project turns underutilized land into a carbon sequestering and oxygen generating property by adding the most carbon sequestering trees in the world. And thirdly, also difficult to gauge, is how many people will benefit from the recreation it will provide. Each tree planted contributes and strengthens these rewards. Over the life of the community forest, it is immeasurable how many people and species lives will be enriched.
5. If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St. Helena residence.
A $4,000.00 grant was received by the City of St. Helena for the fiscal year 2022-2023.
6. Please describe how your application and your organization incorporates the principles of diversity, equity and inclusion.
Sustainable St. Helena an Environmental Alliance integrates diversity, equity and inclusion as noted in our Mission Statement. We are devoted to protecting natural resources and habitats from environmental degradation through actionable climate solutions and education while collaborating with government, industry, organizations and individuals to protect the health, future of our community and the natural environment.
Climate change is a human and animal rights issue which disproportionally affects underprivileged populations and innocent animals. Our goals relate directly to promoting social equity and inclusion by focusing on public health and animal species security. Our efforts to eliminate synthetic pesticides on public land do just that. Specifically, with the Redwood Forest Project, all people and animals have the ability to enjoy and inhabit this special place.
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City of St. Helena Non-Profit Grant Application
Questions, Fiscal Year 2023-2024
Sustainable St. Helena An Environmental Alliance
St. Helena Redwood Forest Project A Future Community Forest
1. List of Grant Funding:
$15,000 from The Napa Valley Community Foundation
$4,000 from the City of St. Helena, Non-profit Grant for the fiscal year 2022-2023
2. Operating Budget: Insurance $1488.00/year
Non profit fees and registration fees $300 est.
Website Domain and site: $350.00/year
Silverado Farming: labor, equipment, supplies, irrigation: $30,140 estimated budget for 2023 (see attached) Additional Expenses/hiring of labor etc for 2024: Estimated $35,000 Agenda Item #11.1.
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Wine Country Animal Lovers (WCAL): Spay/Neuter Programs THE CITY OF ST. HELENA FY 2023-24
COMMUNITY ENRICHMENT GRANT APPLICATION
Describe how your Project ties to the City’s Goals, Mission/Vision Statement, and or funding philosophy.
Wine Country Animal Lovers’ (WCAL) feline spay and neuter programs (TNR and Up Valley Alter Project) support St.
Helena’s objectives in multiple ways, including:
1. By offering reduced- and no-cost spay/neuter to lower-income families, we enable them to responsibly own pets, ultimately increasing the quality of life for the diverse range of St. Helena residents.
2. By actively trapping and spaying/neutering strays, we are reducing the number of feral cat colonies in St. Helena.
Fewer strays/feral cats help maintain the small-town character and beautiful natural environment.
3. We operate in a deeply inclusive way. We attempt to identify every resident who can provide our animals with a safe, clean and loving foster or permanent home while offering education and support as needed.
Describe your Project including objectives and goals and explain how you will meet these goals within the deadline of June 30, 2024. Please provide a timeline for your Project.
St. Helena has a serious challenge with unaltered cats, both feral and friendly. WCAL works diligently to manage this problem through two spay/neuter programs: a TNR trapping program (Trap, Neuter, Return) for feral, unsocialized cats, and our Up Valley Alter Project for friendly, owned pets. We need more support to continue these lifesaving programs throughout the year.
In partnership with Napa Humane, WCAL’s Up Valley Alter Project offers free spay/neuter to local families. We focus on encouraging people not to rehome or abandon unaltered animals. One female cat and her offspring can produce 420,000 kittens in 7 years. Each litter of unaltered cats given away has the potential to become a massive problem for our community. Like any small town, St. Helena has an education and population control issue. Cats cost an average of $350 to spay. So, a “free” animal isn't really free. Often when families impulsively bring home a pet, they cannot afford to alter that animal, so it goes on to reproduce over and over. We are spreading the word with paper flyers, on social media, and our volunteers attend community events to educate the public. Our team also brings adoptable animals into classrooms to focus on teaching the next generation.
Without WCAL’s TNR program, the population of St. Helena colonies would have skyrocketed! The best way to slow the number of vulnerable kittens born outdoors and keep the animals in our community healthy and happy is to tackle the root of the problem: unaltered outdoor cats. Feral or unsocialized wild cats are not like house pets. They are easily stressed when confined or in the presence of humans, so we cannot simply put them in a carrier for spay/neuter. Each animal needs to be humanly trapped by dedicated volunteers using specialized equipment. Sometimes this is relatively quick.
Other times it can take weeks or months of careful monitoring. Our volunteers have been successfully trapping an average of two cats a week. We drive the cats to Napa Humane for spay/neuter, vaccines, flea treatment and an ear tip.
Kittens young enough to be socialized are then placed in WCAL foster homes to be tamed and adopted as friendly house pets. Older cats are returned to their community where WCAL volunteers feed them regularly. They live out their lives with no more reproducing, less fighting, no more spraying to mark territory and a significant reduction in illness.
Timeline: Both projects are active all year round to try and address the cat overpopulation crisis. Winter is the ideal time to spay outdoor cats before they go into heat and begin to reproduce in the spring. All spring and summer we are busy rounding up litters of kittens who all need to be altered before they are placed into homes. Kitten season typically lasts until the temps drop each fall, but with climate change, we are witnessing longer and longer kittens seasons each year.
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TNR (Trap Neuter Return) Project Goals: Our goal for the TNR project is to significantly reduce the number of reproductively unaltered feral felines in St. Helena.
Over the past two years, WCAL has spayed and neutered from four feral colonies in St Helena. These include hot spots near St. Helena High School, behind St. Helena Middle School (off St. Andrews Court), the far west side of town and around Vineyard Ave. Our efforts have effectively minimized the number of reproductively viable felines in these locations.
We recently learned of a substantial colony at the St Helena tow yard. Our volunteer-run rescue desperately needs funding to curtail this colony and prevent a population explosion. We will also use the funding to employ humane traps to combat additional feral colonies that are identified in St. Helena.
Up Valley Alter Project Goals: Our goal for the Up Valley Alter Project is to increase the awareness of our free spay/neuter program among pet owners in St Helena and sign up as many families as possible. We have multilingual flyers and volunteers willing to help transport kitties to and from Napa Humane.
Describe the community support for your Project. a. What organizations, neighborhood associations, non-profits, residents, etc. are also involved in the Project? b. What roles are they playing and how collaborative is the Project? c. What other support exists for your Project? Community support for these projects has come from:
A. Napa Humane offers spay/neuter for both owned animals and feral cats B. Dedicated local volunteers who trap, transport, release and feed cats living in feral colonies C. Residents who reach out to identify homeless and vulnerable cat colonies D. Individual donors who provide supplies and funds for cat food, humane traps, urgent medical care above & beyond spay/neuter and ongoing support
Describe who will benefit from this Project and estimate how many people your proposal may impact.
By reducing the number of unaltered, unhealthy outdoor cats in St. Helena, we will enhance the appearance and health of our community, benefitting every one of the over 5,300 citizens. Our programs improve the quality of life for both owned and feral cats in our community, enhancing relationships with the humans around them, decreasing colony sizes and resulting in fewer fights with owned pet cats in the area. According to the American Veterinary Medical Association, 25.4% of all Americans own one or more cats. Thus, this program will directly help the 1,350 or so cat owners in St. Helena.
We will educate hundreds of our citizens by attending community events and providing educational speakers to St. Helena school children, from elementary to high school.
If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how City of St. Helena funding will specifically benefit St. Helena residents.
WCAL received a similar FY22 grant from the City of Calistoga specifically for their residents and feral cat colonies.
Please describe how your application and your organization incorporates the principles of diversity, equity and inclusion. If your organization doesn’t have a specific equity focus – it doesn’t make you ineligible or less competitive.*
WCAL lives our values of diversity and inclusion. We are a woman-led organization with disabled and LGBTQ+ representation on our Board of Directors. We strive to help as many low-income families as possible by offering crisis care veterinary assistance to keep pets with their devoted families and providing free spay/neuter. We also offer a Seniors for Seniors program to match senior residents with aging dogs and cats that come with basic expenses (food and veterinary) sponsored by WCAL so that everyone can enjoy the companionship of a pet.
WINE COUNTRY ANIMAL LOVERS • ST HELENA COMMUNITY ENRICHMENT GRANT APPLICATION • FY 2023-24 2 Agenda Item #11.1.