St. Helena City Council
June 23, 2023

Understanding Your City’s Departments
League of California Cities Mayors and Council Members Resource Guide The Library Department4
Library functions usually fall under the Recreation, Parks, and Community Services Department. It is listed separately here for greater visibility. The purpose of the public library is to provide informational, educational, and recreational materials in a variety of formats to meet the needs of the community. These needs are as varied as the persons who use the library—young and old, poor and affluent, from the most practical needs to the most technical, from recreational to life influencing. Since the first "community library" was opened in Philadelphia in 1731, the public library has been the one source of information and assistance available to all citizens.

Primary Functions of the Library Department
In general, the library’s functions can be placed into three broad categories:
• The source for information and materials of all kinds for residents—traditionally the public library has been regarded as a preserver of culture and democracy, a repository of information in many formats, and an extension of the formal educational system.

These basic responsibilities are but part of the modern dynamic library program. • The provision of public services—including the more traditional interlibrary loan and children’s programs, as well as such more innovative services as literacy tutoring, computer and Internet access, and materials for those with special needs. • The provision of information to City administration and management.

The Source for Information and Materials of All Kinds
In addition to books on almost every subject, the library’s collections may include newspapers and magazines, audio and video cassettes, compact discs and DVDs, computer software, microforms, pamphlets, maps, pictures, toys, games, films, tools, and equipment for loan and for use on-site. An increasing number of information sources are available to the public at the library on computer databases and through the Internet.

Many local libraries collect and preserve historical documents, papers, photographs, and other memorabilia which are the only research resource for local historians. The public library is sometimes called upon to gather information or to obtain documents needed by other city departments. And the library, along with the city clerk’s office, may act as the collector and retainer of city and regional governmental documents. In some communities, the public library is a source of cable television programming, and the library may house the cable TV studio. And in every library, the staff gives tours of the library and gives instruction on how to use the many resources available to customers of all ages.

The public library also serves the information needs of elected officials and city management. Do not hesitate to call upon them for books, magazine articles, management videos, and other resources needed to administer city government.

4 Revised by Laura Mitchell, City Librarian, Escondido.

Agenda Item #5.1.

Understanding Your City’s Departments
League of California Cities Mayors and Council Members Resource Guide The Provision of Public Service
The public library is often called upon to provide information and materials that are not available within its facilities. To meet the more specialized needs of residents, the public library can borrow books and other materials through the interlibrary loan program from other libraries, including colleges, universities, hospitals, and private corporations. Most public libraries now belong to the new “Library of California”, a consortium of libraries of all types with the purpose of facilitating the sharing of print and electronic resources throughout the state.

Many libraries offer programs for people of all ages, including classes on how to use the Internet. For young people, the library may give pre-school story hours, after-school entertainment, and motivational reading programs for elementary age children, and special interest clubs for preteens and teens. For adults, the library may offer great book discussion groups, travelogues, music programs, inoculation clinics, lectures, and assistance at income tax time. Community groups may meet at the library on a regular basis.

More than 100 public libraries are participating in the California Literacy Campaign, a grant program established by the California State Library in 1984. Local libraries match volunteer tutors with adults who have poor reading skills. These residents are then taught to improve their reading levels so that they can function better in their daily lives. In fiscal year 2000-01, more than 25,000 learners and 13,500 tutors participated in the campaign.

Contemporary Library Issues
Some current library issues include growing numbers of “latchkey children”, the declining condition of school libraries in many California communities, increasing numbers of homeless and mentally disturbed users, library facilities which are deteriorating or just becoming too small for the increasing use, the need to provide expensive computer equipment, and the need to resist individual and/or group attempts to limit access to library materials.

City Council and Library Relationship/Structure
In California, library services may be delivered to a city by one of several methods:
• The city may establish its own library.
• The city may contract with the county library for library services, or the two bodies may form a joint city-county library.
• The city may be included in a special library district. • The city may be included in a unified school district library district or a union high school district library district.
• The city may contract with a commercial firm to operate the library.

Agenda Item #5.1.

Understanding Your City’s Departments
League of California Cities Mayors and Council Members Resource Guide The method of service delivery also determines the nature of the library’s governing body. The library may be governed by the city council or the board of supervisors, or by an elected or appointed board of library trustees. Regardless of the method of service delivery, the local public library is an integral part of the community and is responsive to community needs.

The City Council and Library Department—Relations and Expectations Assessment of Services. The public library is generally perceived as a public good that is worth supporting, even by those who rarely use it. Hard times for library budgets have sometimes motivated a neighborhood or community to mobilize in support of their library. And the governing body’s commitment to providing quality library service is certainly one measure of the "quality of life" in the community.

Like other “human services,” the quality of library services is not easily measured or evaluated. The state requires public libraries to keep statistics on their activities, and these can help in the evaluation of the library, especially circulation trends and the increase or decrease in the number of registered borrowers. However, statistics do not give the total picture.

The opinions of library users and community members are very helpful in evaluating the library. If the staff is friendly, well trained, and helpful to all clients and the library atmosphere is inviting, people will enjoy using its services. If the library management and the governing body receive few complaints, and users praise the library, it is fairly safe to assume that the library is doing a good job. Elected officials who do not use the library and rarely visit it are missing their best opportunities for observing staff performance and evaluating library use.

Questions that may be asked in the evaluation process include:
• Is the library used by all segments of the community? • Is the staff well trained and knowledgeable about resources and collections? • Can user questions be answered quickly and thoroughly, or can sources for answers be identified for the user?
• Does the library demonstrate that it is a part of the community by displaying items of local interest, by collecting local history, and by encouraging staff members to become involved in local organizations?
Automation and Capital Needs. In some communities, local officials have been reluctant to commit the large initial capital outlay that is required to automate the library, and to maintain and upgrade its computer system in a timely manner, although they have automated many other routine functions in other departments. Experience has shown that the automation of library routines relieves staff of record keeping and enables them to expand services to meet the ever-increasing expectations and demands of the public.

Automation also enables staff to perform other tasks that may not be getting done.

One of these tasks is that of fulfilling the responsibility to account for the library’s collections. Taking inventory of thousands or millions of items by hand is an almost Agenda Item #5.1.

Understanding Your City’s Departments
League of California Cities Mayors and Council Members Resource Guide impossible task with existing staff. With a database, the library has an efficient means of tracking and accounting for most of its inventory. This in turn enables the staff to know which items are so much in demand that more copies are needed, or which important items are missing and need replacement. And this is much better service to the public.

Facility Needs. Another very effective way of improving service is to build new libraries that are energy efficient, handicap accessible, easily maintained, and prepared for the installation of the newest computer technology. Too many public libraries are housed in antiquated facilities that lack handicapped access, fire suppression systems, adequate seating, decent restrooms, and staff work space. Some public libraries are so badly out of compliance with fire, building, and electrical codes that they would be closed if they were operating in the private sector.

The safety and security of the public, the staff, and the city’s enormous investment in its library collections are at constant risk in such buildings. Unfortunately the mitigation of these problems requires a large capital outlay that local officials hesitate to commit as long as they can "get by" with the current situation. It is sometimes the case that the library staff provides efficient, quality library service in spite of all these handicaps; the improvement in service would be even more dramatic were such an excellent staff moved into an improved facility.

Contemporary Library Issues
All city services face a never-ending demand for more and better services, and the library is no exception.
o Growing communities with young families make many demands upon the local schools and the public library.
o More and more residents have personal computers at home, and they expect to be able to access library resources from home.
o Library users also expect to find the same up-to-date equipment and resources at the library that they have at home.
o Communities with more elderly persons on fixed incomes are experiencing more demand for services specifically for the senior citizen, and this is one of the groups often targeted by public libraries for special service programs, such as large print books, talking books, and information and referral services. o New businesses and industries bring in more people to use city services and new demands on the library’s business collections.

Of major concern to library staff members is the increasing number of "latchkey children" frequenting the library. Many working parents, unable or unwilling to provide after-school care, instruct their children to go to the library after school and to remain there until they are picked up hours later. They assume that their children will be safe and supervised at the library, not realizing that because it is a public facility, it is open to all elements of society, and the busy staff cannot take responsibility for watching the youngsters.

Agenda Item #5.1.

Understanding Your City’s Departments
League of California Cities Mayors and Council Members Resource Guide Bored, restless children sometimes behave inappropriately, demanding constant attention from the staff, who are then unable to help other library users. The American Library Association has prepared guidelines for libraries dealing with this nationwide problem, and libraries are working with their local police and other agencies to establish methods for handling problem and neglected youngsters.

Another youth-related concern of public librarians is the continuing decline of school libraries, especially in elementary schools. The lack of funding for school libraries throughout the state has resulted in outdated collections and poor staffing; often a school library is run by an untrained aide or a parent volunteer. This has created an enormous demand on public libraries for materials that support homework assignments, and for homework assistance after school hours. Public librarians try to balance the needs of local children against the needs of the rest of the community but find it increasingly difficult.

Another significant problem is that the public library, because it is a public facility, has become "home" to an ever-growing number of the homeless, mentally disturbed, and transient members of the population. These people find the library a comfortable and non-threatening place to spend the day, but their appearance and behaviors are sometimes upsetting and intimidating to other library users. Unless they commit a misdemeanor, such as disturbing the peace, there is no legal ground for ejecting them from the library.

Like unattended children, the homeless and transient people frequenting the public library are more than a library problem; they are a community problem. Solutions may be found in the provision of more day care programs and facilities for both groups. Libraries cannot solve these problems, but they can contribute to community-wide efforts to do so.

There is and will always be a demand for basic library service, for no other institution provides the materials and services that are the responsibility of the public library. It has been said that the continuance of our democratic way of life depends in part on the public library’s continuing ability to provide materials on all topics and from all points of view without interference or censorship by any particular group, sect, or creed. Groups that seek to limit or prescribe the services of the public library seek to interfere with our citizens’ most basic rights. Library management needs the support of its governing bodies in resisting such interference.

Agenda Item #5.1.

Understanding Your City’s Departments
League of California Cities Mayors and Council Members Resource Guide The Human Resources Department
A city’s human resources department has responsibility for personnel matters affecting all city departments. Human resources serves as an internal consultant helping other city departments recruit and retain the best possible workforce, training and motivating employees once they are hired, ensuring a fair and equitable system of personnel management and resolving employee relations problems.

Human Resources professionals have four major roles within their cities, the traditional role of providing technical expertise, and three emerging roles: “business partner”, working with management to devise effective solutions to an organizational or performance problem; “change agent”, helping others understand the need for change, planning and training for change; and, “leader”, influencing others, and balancing concerns for employees with organizational requirements and goals.

Cities in California vary as to how their human resources functions are organized. Many cities have changed the name of this function from “Personnel Department” to “Human Resources Department.” Medium- to large-size cities are likely to have a full-service Human Resources Department with the responsibilities of the director ranging from recruitment and selection to risk management. Smaller cities may have a personnel officer or personnel manager reporting to a department head or to the city manager. In other cities, the assistant city manager may be designated to handle human resources responsibilities.

Many cities include risk management functions (workers’ compensation, liability, insurance and safety) as part of the Human Resources Department.

Primary Functions of the Human Resources Department
• Labor and employee relations, including negotiating the city’s labor contracts and resolving employee grievances
• Recruitment and selection for vacancies and promotional opportunities in city departments, and compliance with non-discrimination law • Classification and compensation to ensure that employee job descriptions and pay are consistent with the actual duties being performed
• Employee recognition programs
• Training and development so that employees grow professionally and provide improved services to citizens
• Administration of retirement, health, dental, and other employee benefits • Risk management, involving workers’ compensation, liability, insurance and safety • Maintaining personnel records
The Human Resources Department and the City Council
Agenda Item #5.1.

Understanding Your City’s Departments
League of California Cities Mayors and Council Members Resource Guide Elected city council members set public service policy for the city. In that capacity, elected officials can assist in effective management by getting to know how their decisions affect the city’s largest resource: its employees. The human resource department functions and responsibilities are key to successful organizational effectiveness. Moreover, elected officials can expect to be kept apprised of everchanging employee relations law, and the costs and values of the city’s workforce.

Following is a summary of the key organizational responsibilities of the human resources department.

Labor and Employee Relations
Employer-Employee Relations Resolutions
Every city should have a resolution or ordinance that provides procedures for administering employer-employee relations between city management and the city’s employee organizations and for resolving disputes regarding wages, hours and other terms and conditions of employment. This document is often described as the EmployerEmployee Relations Resolution (EERR) or Employee Relations Ordinance (ERO).

The EERR or ERO defines the process for recognizing employee organizations (or “bargaining units”) as prescribed by Government Code Section 3500 et seq, the “MeyersMilias-Brown Act” or MMBA, originally adopted in 1969. In 2001, MMBA was modified to include resolution of disputes regarding unit determination through the Public Employment Relations Board (PERB). The number of bargaining units depends in part upon the services and functions provided by the city. In a full-service city with its own police and fire departments, a city is likely to have bargaining units representing the following employee groups:
• Police safety employees
• Fire safety employees
• General unit employees (rank and file employees, such as clerical and maintenance) • Management unit employees (may have separate groups for police management, fire management and general management). This is very different from the private sector.

The EERR or ERO outlines a process for meeting and conferring in good faith under MMBA in order to reach agreement on a labor contract, or Memorandum of Understanding (or Agreement) (MOU or MOA). The city’s “municipal employee relations officer” is designated in the EERR or ERO. This individual is typically the director of human resources or employee relations manager.

The city may utilize the director of human resources or a consultant as its chief negotiator.

Agenda Item #5.1.

Understanding Your City’s Departments
League of California Cities Mayors and Council Members Resource Guide Providing Labor Relations Information to the City Council, Manager and Other City Officials
The municipal employee relations officer requests guidance and provides labor relations information through the city manager to the city council. Such contacts, normally during closed session, include:
• Discussion of parameters for negotiating with specific employee groups • Data on employee groups (wage and benefit data and comparisons with similar positions in other public agencies)
• Proposals made to the city’s bargaining team by employee groups along with the cost of implementing the proposals
• Proposals made by the city’s bargaining team, along with cost data The city council approves final labor contracts, or MOU/MOA’s, in open session.

In the event the management and labor representatives are unable to reach agreement on an MOU/MOA, the city’s resolution provides for impasse procedures that may include a hearing by the council, mediation, fact-finding or arbitration. Under current State law, impasse with public safety employee units may result in mandatory binding arbitration, during which a neutral arbitrator ultimately determines how the impasse is resolved.

Recruitment and Selection
Recruitment: The Human Resources Department works with the hiring department through all phases of the recruitment and selection process, from advertising a vacancy to final appointment of an employee. A goal is to target a pool of well-qualified applicants so staff may advertise with professional associations and newsletters, in addition to media sources. Many cities use the Internet to advertise for city job openings.

Selection: Staff evaluate job applications according to established qualifications for education, training and experience. They also test applicants via written exams, performance tests and oral interviews. Interview panels may consist of representatives in the field from other agencies, in addition to managers from the hiring department.

Human resources staff are responsible for compliance with state and federal nondiscrimination laws in the hiring process, including Equal Employment Opportunity (EEO), the American’s with Disabilities Act (ADA), and similar California statutes.

Human resources staff may assist hiring departments with background checks on top candidates, and coordinate pre-employment medical exams and fingerprinting of new hires. Other responsibilities include new employee orientation, so that new hires learn about the city, its services, and its overall values and mission, as those factors relate to the employee’s specific assignments.

Agenda Item #5.1.

Understanding Your City’s Departments
League of California Cities Mayors and Council Members Resource Guide Classification and Compensation
Compensation Surveys: Comparing salaries and benefits with other public agencies for similar positions is an ongoing function of human resources staff. The data is used in collective bargaining with labor groups and for city departments in the process of establishing new or revised positions. Some cities compare their pay to the private sector as well. The factors involved in comparison, and the selection of comparison employers, are matters of policy (determined by City Council) and collective bargaining (determined with employee organizations).

Pay and Classification Studies: As functions of city departments change in response to public needs, human resources staff analyze job duties and recommend changes in current jobs or creation of new positions. Compensation changes may be recommended commensurate with changes in job duties. Pay or classification studies may be conducted for an entire city department, a division of a department, a specific bargaining unit or a job family (for example, clerical positions).

Employee Recognition Programs
Many cities have introduced employee recognition programs with support from Human Resources Department staff. Components of employee recognition programs may include:
• Employee commendations
• Service year awards
• New employee ceremony for employees and families
Employee commendation programs may involve nominations by co-workers or supervisors for exceptional performance by individuals or teams of employees. The city council may recognize employees publicly at council meetings as a way to inform the community of outstanding city employees.

Service awards are presented to employees who have worked for the city for a certain number of years, e.g., at five-year intervals.

New employee ceremonies may be held regularly (monthly or quarterly) to provide a welcome by council members, the city manager or department heads to newly hired city employees and their families.

Agenda Item #5.1.

Understanding Your City’s Departments
League of California Cities Mayors and Council Members Resource Guide Training and Development
Through its training function, Human Resources has an important role in helping employees provide quality services to the public, and in developing the successors for future promotional positions within the city. Staff may conduct a needs assessment survey citywide or for one department or division. Training may be handled internally by city staff or may be contracted externally to another firm. While training costs money it is an investment in reducing the city’s liability, increasing employee productivity and improving services. Typical training programs may include:

Supervisory Training Programs: When new supervisors are hired into the city from another agency or a non-supervisory employee is promoted to a supervisor, it is important to train supervisors in procedures such as grievance handling and disciplinary procedures.

Professional Development Training: New federal or state regulations affecting programs operated by city staff require regular, ongoing training so that staff remain in compliance with appropriate regulations, as well as providing knowledge and skills that will be important for the employee as he/she seeks career growth within the city.

Skills Training: As new technology is introduced citywide, or job skills change, staff must be trained in efficiently applying the technology and skills to their jobs. In recent years, there has been considerable emphasis on “customer service” training.

Risk Management
Administration of Employee Benefits
Cities provide a wide range of benefits to their employees including health, dental, vision, short- or long-term disability, and life insurance, employee assistance programs, deferred compensation programs, and retirement. Many of these benefits are subject to complex federal and state regulations. Cities should have staff who are knowledgeable in the benefits area to administer these programs and assist employees. Most cities also utilize the services of an insurance broker to assist with negotiating contracts, making plan changes, and resolving insurance problems.

A city’s contribution toward the costs of these benefits and the scope of the plans is generally subject to negotiation with the employee bargaining units. These negotiations can at times become quite contentious due to the significant costs of these programs and the frequency and severity of cost increases.

Many cities contract with the California Public Employees’ Retirement System (CalPERS) to provide a retirement plan. CalPERS also offers medical insurance and other benefit plans.

Workers’ Compensation Administration
Agenda Item #5.1.

Understanding Your City’s Departments
League of California Cities Mayors and Council Members Resource Guide Employees who become ill or are injured in the course and scope of their jobs are entitled to workers’ compensation benefits. The California Labor Code explicitly defines these benefits. Staff must be well educated on the provisions of the Labor Code, must be able to communicate effectively with supervisors and employees about the responsibilities of the city and the rights of the employees, and must have a general understanding of medical and legal terminology.

Workers’ Compensation functions may be organized differently from city to city. Cities may self-administer claims by hiring staff to process claims. However, many cities choose to contract with a third-party administrator for this function. Risk Management staff responsibilities, outside of claims administration, include analyzing claims frequency and severity, predicting future losses, developing loss control programs, working with departments to create appropriate workplace safety policies, and working with departments and employees to effectively return injured employees to work.

Liabilities Claims Administration
As provided by the California Government Code, persons wishing to recover money from cities for damages or injuries must file a claim against the city. Frequently such claims arise from minor property damage incidents, trip-and-fall accidents, vehicle accidents, allegations of police misconduct or civil rights violations, or contract disputes. As with workers’ compensation administration, cities may self-administer these claims or may choose to contract with a third-party administrator. Liability staff generally works in conjunction with the city attorney. Staff responsibilities, outside of claims administration, include consulting with departments, analyzing loss patterns, and predicting future losses.

In addition, liability staff is usually called upon to review contracts into which cities enter to ensure that the language appropriately addresses liability and insurance concerns.

The Government Code allows city councils to delegate their authority to deny or settle claims to city staff. Typically, city councils will delegate such authority up to a certain dollar amount. Settlements above the delegated amount are decided during closed sessions, after presentations and recommendations by the city attorney or other staff.

Insurance
Cities purchase commercial insurance to cover many exposures including general liability, workers’ compensation, property, automobile, earthquake, flood, and various employee benefit insurances. These coverages may be purchased directly from carriers or through Joint Powers Authorities (JPAs). JPAs typically offer increased negotiating power and lower premiums than standalone programs. They may offer other incentives as well, such as risk management support, dividends for loss reduction, etc.

Frequently, cities will choose to retain a certain portion of their losses for many of the above-mentioned exposures. The dollar amount for which no insurance is purchased is known as the self-insured retention. Cities must set aside funds to pay for these retained losses and must recognize the liabilities as prescribed by the Governmental Accounting Agenda Item #5.1.

Understanding Your City’s Departments
League of California Cities Mayors and Council Members Resource Guide Standards Board (GASB). Insurance purchased for losses above the retention is known as excess insurance.

JPAs may similarly choose to retain a certain portion of losses. Member cities will then pool resources to cover the retained losses. City councils are generally required to appoint a council member or staff person to serve on the JPA board of directors. The JPA board is responsible for making decisions about general administration, claims administration, insurance programs, and investments.

Agenda Item #5.1.

AdministraƟve

19.00 FTE
City Manager
Assistant City Manager
City Clerk
Finance
Human Resources
InformaƟon Technology
Planning & Building*
Community Services

15.83 FTE
Library*
RecreaƟon*
Public Safety

32.87 FTE
Fire
Police*
Public Works

28.00 FTE
AdministraƟon*
Water
Wastewater
Economic Development
General AdministraƟon
Housing Programs
ElecƟons
Records Management
AccounƟng/Payroll
Budget Management
UƟlity Billing
Human Resources
Risk Management
City AƩorney
(Contract)
City Manager
Anil Comelo
Mayor and
City Council
Residents of
St. Helena
Boards and
Commissions (4)
City of St. Helena
Fiscal Year 2022/23 OrganizaƟonal Chart
InformaƟon Technology
Desktop Support
TelecommunicaƟons
Community Engagement
Children’s Programs
Resources & InformaƟon
Community Events
Adult & Youth Programs
Adult & Youth Sports
Fire ProtecƟon
Emergency Response
Life Safety EducaƟon
Crime PrevenƟon
Emergency Service
Traffic Enforcement
ConstrucƟon Management
Engineering
Capital Improvement
Streets
Storm Drains
Wastewater CollecƟons
Parks and Tree
Maintenance
Water and Wastewater
Treatment
Government Buildings and
Grounds Maintenance
City Garage
Fleet Management
Planning
Building InspecƟons
Code Enforcement
*Not all FTE will be filled, as some posiƟons have been frozen during the start of FY 2022‐23.

Agenda Item #5.1.

City Manager
City Clerk
Assistant to the
City Manager
Administrative Records
Assistant
Administration
Organizational Chart
Department Codes:
4200 - City Manager
4210 - City Clerk
Assistant City Manager
Agenda Item #5.1.

Administrative Services
Director
Assistant
Administrative Services
Director
HR Manager
Senior Accounting
Technician
Accounting
Technician I/II Office Assistant
Management Analyst HR Analyst
Organizational Chart
Admin. Services
Department Codes:
4300- Finance
4310-Human Resources
4320 - Information Technology
Agenda Item #5.1.

Community Development Director
Building Official Senior Planner (2)*
Building Permit Technician I Planning Permit
Technician III
Organizational Chart
Planning & Building
*One FTE Position has been frozen for FY2022-23
Agenda Item #5.1.

Library Director
Senior Librarian
Part-Time Library Assistant
(8)
Volunteers (20 +/-)
Organizational Chart
Library
Library Associate* Librarian*
Senior Library
Associate (2)
*One FTE Position has been frozen for FY2022-23
Agenda Item #5.1.

Parks & Recreation Director
Recreation Supervisor (2) Sports Assistant
Seasonal
Organizational Chart
Parks & Recreation
Volunteers (65 +/-)
Agenda Item #5.1.

Fire Chief
Fire Inspector/
Adminitrative Assistant
Assistant Chief
Full Time Firefighters (6) Part Time Firefighters (15)
Organizational Chart
Fire
Agenda Item #5.1.

Police Chief
Lieutenant
Organizational Chart
Police
Sergeant (2) Dispatch Supervisor
Officers (8)
Community
Services
Officer
Dispatchers
(5)
Volunteers (7)
Agenda Item #5.1.

Public Works Director
Public Works
Operations
Manager
Administrative Assistant
Organizational Chart
Public Works
Administraion
Senior Management Analyst
Assistant Public Works
Director
Treatment Plant
Manager
Assistant
Engineer
Environmental
Services
Technician
Senior Engineer
Agenda Item #5.1.

Public Works Operations
Manager
Organizational Chart
Public Works
Corporation Yard
Assistant Operations
Manager
Lead
Maintenance
Worker
Buildings &
Streets
Superintendent
Underground
Utilities
Superintendent
Trees & Parks
Superintendent
Maintenance
Worker II
Maintenance
Worker
Maintenance
Worker
Maintenance
Worker I
Maintenance
Worker I
Lead
Maintenance
Worker
Maintenance
Worker I
Maintenance
Worker I
Maintenance
Worker
Agenda Item #5.1.

Treatment Plant Manager
Organizational Chart
Public Works
Water Treatment Plant
Water Treatment
Plant Operator
Water Treatment
Plant Operator
Water Treatment
Plant Operator
Agenda Item #5.1.

Treatment Plant Manager
Organizational Chart
Public Works
Wastewater
Treatment Plant
Wastewater
Treatment Plant
Operator
Wastewater
Treatment Plant
Operator
Wastewater
Treatment Plant
Operator
Agenda Item #5.1.

City Council (4100)
Budget 2022-23
Purpose
The City Council is the governing body of the City of St. Helena and has the power to make and enforce all laws related to municipal affairs, subject only to the limitation of the City Code and the State Constitution. The Council is responsible for the formulation of policy, enactment for legislation, control of revenues, and the appropriation of funds.

Vision Statement
St. Helena strives to be a diverse, inclusive, family-friendly, economically and environmentally sustainable community which prudently manages all of its resources, continues to improve its infrastructure, ensures its water security, provides a full range of housing, business, cultural and recreational opportunities and cherishes its historic, small-town character, beautiful natural environment and high quality of life.

Improve and Maintain Safe and Reliable City Infrastructure with a Commitment to Environmental Stewardship, Public Health, and Public Safety Stabilize, Maintain and Improve Access to Housing
Enhance Organizational Performance, Communications, and Commit to Full Public Participation and Regional Collaboration
Ensure Long-Term Economic Sustainability while Supporting St. Helena's Charm and Rural Character
Support Thriving Families and Enhance the Safety, Well-Being, and Healthy Development of our Youth
Support Initiatives that respond to and plan for Climate Change 3-Year Goals
Agenda Item #5.1.

City Council (4100)
Budget 2022-23
Authorized the appointment of the City’s next City Manager, Anil Comelo.

Adopted a resolution declaring a climate emergency committing to provide leadership and services to achieve its goal of net zero climate pollution by 2030.

Authorized three new full-time positions to substantially enhance the City’s capacity to execute and deliver the elements of the City Council’s Work Plan. The positions are: Assistant City Manager, Management Analyst for the Administrative Services Department, and a Treatment Plant Operator which will oversee both the Water and Wastewater systems.

Initiated a Youth Representative pilot program to provide youth an opportunity to share their authentic voices to community leaders
Authorized four additional full-time firefighter positions to provide station coverage 24 hours a day, 7 days a week.

Approved a conservation easement for the Flood Control Project which was the final step to release a $237,000 retention from the Department of Water Resources and closed out the Flood Control Project.

Appointed of Water and Wastewater Rate Study Advisory Committee Authorized placing of a ballot measure on the June 7, 2022 ballot for the issuance of GO Bonds for critical City infrastructure projects which has an apparent passage of 75%.

Authorized $9.3 million in financing for the Wastewater Treatment Plant Phase I upgrade project
Authorized a $250,000 permanent loan to Our Town St. Helena to assist with the development of four new affordable housing units in St. Helena.

Accomplishments
Agenda Item #5.1.

City Manager (4200)
Budget 2022-23
Purpose
The City Manager is responsible for providing general administrative management of the City; acting as a liaison between the City Council and Staff; carrying out, on behalf of the City Council, its policies, rules, regulations and laws; overseeing the delivery of public service; reviewing and approving staff reports for Council meetings.

The City Manager serves as the administrative head of the City of St. Helena overseeing the general administrative management of the City. The City Manager is responsible for implementing policies, rules, regulations and laws adopted by the City Council and for the overall management of the City’s approximately 100 employees. City Management staff, including the Administrative Services Director, Police Chief, Public Works Director, Planning & Building Director, Library Director, Recreation Director, and the Assistant to the City Manager report to the City Manager, who in turn re-ports directly to the elected Mayor and City Council.

Presented for adoption a balanced FY 2022-23 budget
Successfully negotiated a lease agreement between the Napa Valley College and City to relocate the City Hall and Police Department into one building.

Successful bid out the Napa Valley College Tenant Improvement Project (C22-0001) in preparation for the relocation of the City Hall and Police Department.

Successfully conducted opinion research regarding infrastructure challenges.

Provided educational support Measure H: GO Bond by holding informational sessions to the community.

Provided leadership during the City Manager transition by hiring an interim City Manager and providing support to successfully find a permanent City Manager.

Worked with the St. Helena Community to complete the analysis of St. Helena Vine Trail route options and facilitated Council decision making on preferred route.

Presented and commenced initiatives outlined in the St. Helena Business Recovery Strategy Assisted with the passage of an Integrated Pest Management Policy to support the City Council’s commitment to sustainability.

Accomplishments
Agenda Item #5.1.

FY19/20 FY20/21 FY21/22
0 50 100 150 200
Number of PRA's
Regular City Council Meetings
City Council Meetings
Closed City Council Meetings
Oath of Office's
Resolutions
Ordinances
Press Releases
City Clerk (4210)
Budget 2022-23
Purpose
The City Clerk is responsible for the preparation of Council Agendas, Brown Act compliance, records management, Fair Political Practices Commission (FPPC) reporting requirements, and assistance to the City Council.

The City Clerk serves as a resource to the community, to provide the highest level of customer service to the City Council, City staff and the general public. The City Clerk ensures that the legislative process is transparent and accessible and, is the custodian of records and Official Seal for the City, accurate record documentation and information. The City Clerk is also responsible for administering the election process, managing the Fair Political Practice Commission’s campaign finance disclosure filings and Statements of Economic Interests, coordinating public records requests, and acting as the primary liaison to the City-Appointed Commissions and Committees.

Agenda Item #5.1.

Finance Purpose
The Finance Department is responsible for providing financial management of all City Funds, grants management, and administrating internal service functions for all departments. Major activities include: maintaining the City’s investment program and providing necessary financing for capital needs; preparing management and financial analysis reports; developing the Annual Budget; grant contract review, verification of grant reimbursements, and audit closeout; monitoring legislation affecting finances of the City; monitoring the City’s risk management needs; administration of the Business License Ordinance; and maintaining & collection of the City’s Transient Occupancy Tax (TOT).

Other activities include billing and collection services for City water and sewer utilities, business licenses, parking citations, miscellaneous receivables, and purchasing services.

Human Resources Purpose
The Human Resources is responsible for the recruitment of new employees, benefits, training, retirement, as well as managing Risk Management services for the City.

The City of St. Helena employs over 100 full-time and part-time employees. Our mission is to serve our community and attract and retain a strong workforce committed to serving the public.

We provide a wide variety of positions from Police Officers to Librarians, Plant Operators and Administrative Assistants to Engineers. The City offers many challenging and fulling positions in one of the most beautiful communities in the world.

Administrative Services (4300)
Budget 2022-23
Agenda Item #5.1.

Administrative Services (4300)
Budget 2022-23
Manage the financial resources of the City, consistent with financial policies and budget principles established by the City Council.

Provide timely budget and financial report to City departments to assist meeting departmental goals.

Ensure sound budget and expenditure control oversight and reporting of the City’s funds to protect the fiduciary interest of the community.

Administer City expenditures in conformance with municipal code requirements for contracts and payables.

Finance Department Goals
In FY 2021/22, the City received a Distinguished Budget Presentation Award from the Government Finance Officer Association.

In FY 2021/22, the Finance Department received the Certificate of Achievement for Excellence in Financial Reporting program for Fiscal Year ending June 30, 2019.

In FY 2021/22, the Finance Department received an Award for Outstanding Achievement in Popular Annual Financial Reporting for the newly created Popular Annual Financial Report.

Transition to Springbrook Software onto the current version on the Cloud.

Finance Accomplishments
FY19/20 FY20/21 FY21/22
0 1,000 2,000 3,000 4,000
Number of Funds the Fiannce Department Manages
Accounts Payable Checks Processed
Payroll Transactions Processed
Active Business Licenses
Agenda Item #5.1.

Administrative Services (4300)
Budget 2022-23
Human Resources Department Goals
· Establishment of division SOPs
· Identify efficient and flexible solutions in delivering City services in a virtual environment. · Prepare/present to the City Council an employee succession plan and/or strategy to help retain employees and minimize turnover costs.
· Continue to provide training and support to all departments. · Update language in Municipal Code to reference the update to Administrative Services Department.

Transitions SHINE Quarterly Newsletter to a Bimonthly newsletter and moved to all digital format following the COVID-19 pandemic.

Administered City’s health benefits programs.

Administered City’s recruitment.

Administered City’s risk and safety programs.

Completion of updating the Employee Handbook.

Human Resources Accomplishments
FY19/20 FY20/21 FY21/22
0 100 200 300 400
Recruitments Conducted
Applications Vetted
New Hires Onboarded
Agenda Item #5.1.

City Attorney (4400)
Budget 2022-23
Purpose
The City of St. Helena contracts with the law firm of Best Best & Krieger LLP for its City Attorney services. Ethan Walsh is the City Attorney. The City Attorney, who is appointed by the City Council, is responsible for providing legal advice to the City Council and Staff in carrying out the duties of City government. The City Attorney’s duties include framing and reviewing City ordinances, resolutions and agreements, advising on all areas of law affecting the City’s operations, and representing the City in litigation and in the enforcement of City ordinances and State laws affecting the City. The City Attorney’s client is the City of St. Helena, as represented by the City Council and City Manager, and not members of the public.

Agenda Item #5.1.

Planning & Building (4500)
Budget 2022-23
Purpose
The core services provided by the Planning and Building Department are:

Implementation, enforcement, and updates related to the City’s General Plan, the City Zoning and City Building Codes. The overarching goal is to maintain and improve the quality of the community and environment. Additionally, this department reviews project plans for consistency with local, state, and federal laws as well as actions taken by the City Council and Planning Commission. The department provides planning and development review services, environmental review to ensure compliance with the California Environmental Quality Act, serves as the City’s Housing Administrator, provides building permit plan check and field inspection, and Code Enforcement. (Including Short Term Rental enforcement).

FY19/20 FY20/21 FY21/22
0 500 1,000 1,500
Inspections
Permit Applications
Permits Issued
Planning Applications
Agenda Item #5.1.

Adoption of Housing Element
Adoption of updated Safety Element
Public Meetings to receive comments on Zoning Code Update Update Zoning Map
Adoption of new Zoning Code
Transition to online permitting software
Adoption of Trails and Open Space Plan
Climate action implementation
Planning & Building Department Goals
Adopted SB 9 ordinance
Conducted Surplus Properties Workshop
Completed plan check of Farmstead Hotel
Zoning Code Subcommittee completed review of core content for new code Sutter Home Baseline Documentation completed
Provided support to Blue Zones Built Environment Committee Completed Hunter EIR public review
Completed update to Timeshare ordinance
Renewed Housing Authority Contract
Conducted 3 Housing Element Update Community Workshops
Annual Housing Element Progress Report was submitted to and accepted by the California Department of Housing and Community Development (HCD)
Initiated a Development Review Committee (DRC) internal group to facilitate a more collaborative development review process
Planning & Building Accomplishments
Planning & Building (4500)
Budget 2022-23
Agenda Item #5.1.

Library (4600)
Budget 2022-23
Purpose
Recognized as one of the best libraries in the country, we are a resource for people in their daily lives as they grow, learn, and challenge themselves at every single stage of life and personal development.

We strive to provide resources, space, and opportunities for civic engagement, as well as gateways to education, learning experiences, and enrichment. Our goal is to maintain and continue to achieve the best in library services by managing our resources wisely, preparing for the future, and being responsive to the changing landscape of the community we serve.

FY19/20 FY20/21 FY21/22
0 25,000 50,000 75,000 100,000 125,000
Physical Checkouts
Digital Checkouts
Visitors
Programs
Volunteer Hours
Agenda Item #5.1.

Be a resource for community members in their daily lives as they grow, learn, and challenge themselves at every stage of life and personal development.

Strive to provide resources, space, and opportunities for civic engagement as well as gateways to education, learning experiences, and enrichment.

Maintain and continue to deliver the best in library service by managing our resources wisely, preparing for the future, and being responsive to the challenging needs of the community we serve.

Library Department Goals
Library (4600)
Budget 2022-23
Expanded the reach of the Library’s outside WiFi.

Became a virtual library during COVID closure with increased e-resources and virtual programing (including story times, reading challenges, lectures, and cooking demonstrations).

Implemented curbside service and then transitioned to being open safely again to the Public, first on an appointment-only basis.

Implemented a craft kit program which provided 26 different kits (a total of 1275 kits).

Library Accomplishments
Agenda Item #5.1.

Parks & Recreation (4728)
Budget 2022-23
Purpose
The Parks & Recreation Department provides leisure and community services to the residents of the City and enrichment programs for all ages. Its mission statement is, “Harvesting Community Experiences that Celebrate St. Helena” and its visions statement is, “To be the destination for leisure and community experiences that preserves St. Helena’s small town lifestyle.” Programs include adult and youth sports such as bocce, softball, basketball & soccer, arts, crafts, drama and music, as well as vocational skills, educational classes, and summer camps & childcare. The Parks & Recreation Director serves as staff liaison to the Parks & Recreation Commission.

FY19/20 FY20/21 FY21/22
0+ 500+ 1,000+ 1,500+
Camps for Youth
Special Interest Classes
Teams in the Bocce League
Facility Reservations Made
Activity Enrollments
Agenda Item #5.1.

Parks & Recreation (4728)
Budget 2022-23
Hosted a Halloween Community Carving Contest & Pumpkin Stroll for a COVID-19 friendly celebration.

Hosted the inaugural Halloween Costumed Bike Mask’erade for a COVID-19 friendly costumed bike parade to celebrate Halloween and show off community creativity.

Celebrated Love Week, which had fun experiences all week long. We also provided a love kit filled with loved-themed activities for all ages.

Hosted the Barrels of Fun St. Helena Easter Egg Barrel Hunt.

St. Helena Summer Camps returned in June!
Aqua Aerobics began May 1st at the St. Helena High School Pool.

Parks & Recreation Accomplishments
Agenda Item #5.1.

Fire (4800)
Budget 2022-23
Purpose
It is the mission of the members of the St. Helena Fire Department to provide efficient and cost effective services, including: fire protection (prevention and suppression); public life safety education; emergency medical and rescue services; respond to natural and man-made disasters; and respond to incidents involving hazardous materials. The Department provides for the safety of the members of the Fire Department and serves the interest of the residents of the City of St.

Helena and the surrounding area.

FY19/20 FY20/21 FY21/22
0 250 500 750 1,000
Total Calls
Fire
Rupture/Explosion
EMS/Rescue
Hazardous Conditions
Public Assist
Cancelled en route
False Alarm
Agenda Item #5.1.

Paint the Fire Station Exterior
Put in service new Type 1 Pumper
Consolidate 3 emergency response software subscriptions into one all-inclusive program Maintain highest levels of fire and life safety service to our community Captain Nick Solakian - become qualified as a Strike Team Leader Chief Sorensen - become qualified as a Safety Officer and Operation Branch Director Collaborate with St. Helena Fire Safe Council to ensure community fire safety awareness and responsibility.

Fire Department Goals
Fire (4800)
Budget 2022-23
Recruited 3 more permanent part-time firefighters.

Tyler Neiburger was promoted to apparatus Engineer.

Jesus "Eddie" Rios graduated from the Fire Academy.

In October 2021 we adopted to a traditional 3 person, 24/7 operating schedule. Using a 48 hour shift structure across 3 shifts A, B and C.

Hired 4 full-time firefighters to operate the new shift structure.

Ordered new Type 1 pumper from Pierce. Expected delivery in Spring of 2023.

Chief Sorensen qualified as a Division/Group Supervisor.

Created PSPS/Wildfire prevention and education pamphlet delivered to all City households to help improve community response during emergencies.

Weed abatement – a joint effort with Public Works and community cooperation led to the removal of hazardous vegetation city wide to an extent not previously seen.

Fire Accomplishments
Agenda Item #5.1.

Police (4900)
Budget 2022-23
Purpose
The Police Department is responsible for protection of life and property, the maintenance of order, the control and prevention of crime, and the enforcement of vehicle laws and regulations. The department is to carry out its responsibilities in a prudent and fair manner respecting individual dignity regardless of age, sex, social status, ethnic group, or creed. The Police Department, in its ongoing effort to alleviate crime problems in St. Helena, will be flexible and innovative in attempts to find superior methods of serving the populace.

FY19/20 FY20/21 FY21/22
0 2,500 5,000 7,500
Calls for Service
Reports Taken
Arrests Made
Agenda Item #5.1.

Relocate the Police Department from current location to Napa Valley College.

Solidify radio transmission necessities for new location.

Complete shooting range repairs for continued all State mandated firearms training.

Continue annual Police Policy Review and Social Justice, Equity, and Inclusion discussions to ensure the Police Department aligns with City Core Values.

Implement emergency evacuation plan and procedures (Zonehaven).

Police Department Goals
Police (4900)
Budget 2022-23
Investigation into a teen suicide resulted in the arrest and conviction of a local narcotics dealer.

Navigated through the Glass Fire event which included evacuations and repopulation of the City.

Police Chief completed in depth Glass Fire After Action Report.

Provided enforcement and education of both Federal and State mandated orders and guidelines during the COVID19 worldwide pandemic.

Hired one of two Police Officer vacancies.

Worked through Public Safety Power Shutoff events.

All officers completed De-escalation and LGBTQ training.

Conducted Policy review with City Council which resulted in a use of force policy change.

Engaged in Community dialogue through a Town Hall meeting regarding Social Justice and Social Equality.

Police Accomplishments
Agenda Item #5.1.

Public Works (5000)
Budget 2022-23
Purpose
· (5000) Administration - Department of Public Works (DPW) Administration manages the operating divisions of Public Works and provides the services of the City Engineer, Property Officer, Floodplain Administrator, City Surveyor, Stormwater Program Coordinator, and Water Use Efficiency Office.
· (5006) Government Buildings - The Government Buildings/Grounds Division of the Department of Public Works is funded by the General Fund and its budget accounts for the total costs of managing and providing maintenance (plumbing, electrical, carpentry, lock smith work, etc.) and custodial services to City buildings (approximately 65,000 square feet). The Division is also responsible for managing supply orders and deliveries, inspection and maintenance of oil recycling area, handicapped lifts, e-waste collection and recycling, and fire extinguisher service. This division’s budget includes, utilities, janitorial costs, air conditioning/heating repairs, and maintenance services.
· (5013) Storm Drains - The purpose of the Storm Water Division is to operate, maintain and improve drainage and flood control facilities.
· (5015) Streets - The Streets Maintenance/Operation Division is responsible for maintaining City streets in a safe and accessible condition with proper and adequate street signage; striping and painting of curbs; sweeping of all City streets and Main Street sidewalks; routine pavement, sidewalk, and curb repairs; maintenance of traffic structures; street lighting; vegetation removal; and cleanup of spills and discharges.
· (5026) Trees - Tree City USA is a division of the Public Works Department under direct supervision of the Parks Supervisor. This Division is responsible for the maintenance of all trees contained in City owned parks, along Main Street and the 15 Heritage Trees in public rights-ofway. Division activities include the planting of new trees, oversight of major pruning projects, minor pruning, and pesticide applications. The division also conducts inspections for tree permits and City approvals involving tree issues.
· (5027) Parks - The Parks Division of the Public Works Department maintains ten parks, four pathways, street trees, benches, and parking lots. In addition, this Division maintains the landscaping around five government buildings, is responsible for herbicide applications around all City facilities and roadsides (approximately forty acres), and assists the general public with water conservation measures during drought periods. This Division provides maintenance labor for Tree City U.S.A.
· (5037) City Garage - The City Garage Division of the Public Works Department is an internal service fund designed to account for the total costs of maintaining a fleet of 40+ vehicles and other equipment owned by the City. Costs are allocated to the various user departments based on time and materials within those departments. The Division strives to provide timely, efficient, and cost-effective maintenance and repairs on City owned vehicles. The City Garage also records and maintains all fleet maintenance records, specifies repair parts and replacement vehicles, and handles all aspects of fleet management for the City excluding Fire Department vehicles.

Agenda Item #5.1.

Public Works (5000)
Budget 2022-23
C19-02 Rehabilitate Crane Park Tennis courts completed
C20-03 Skatepark Improvements completed
C20-08 Public Works Corporation Yard Fuel Tank completed C-82 Downtown Restrooms completed
R19-05 Grayson Avenue and South Crane Avenue rehabilitation design in progress R20-02 Mills Lane Storm Drain design in progress
S-52 WWTP Phase 1 Upgrades plans and specs approved
W-26 Upper York Creek Dam Removal & Ecosystem Restoration project completed Public Works Accomplishments CIP
Completed the removal of the legacy Upper York Creek Dam Removal & Ecosystem Restoration Project (CIP W-26).

Installation of new generators occurred at the City Library, Madrone Knoll Pump Station, Stonebridge Wells site, and the flood project. Automatic transfer switch and docking station installed at Rutherford Pump Station.

Installation of new Exeloo public restroom at Oak Avenue parking lot near Money Way (CIP C-82).

Emergency Meadowood Tank Replacement Project, replace three existing water tanks and upgrade water delivery system.

Development of a Risk and Resilience Assessment (RRA) and an Emergency Response Plan for the City’s water distribution system.

Began Phase I of the City’s Active Transportation/Safe Routes to School Plan. Phase II of the project will occur during FY2021/22.

Crane Park Skatepark improvements included the installation of new LED lights and landscape improvements.

Provided fire response and recovery from the LNU and Glass Fires.

Final draft of Integrated Utility Master Plan.

Public Works Accomplishments
Agenda Item #5.1.

FY19/20 FY20/21 FY21/22
0 1,000 2,000 3,000 4,000
Encroachment Permits Issued
Tree Permits Issued
Banner Permits Issued
Public Works (5000)
Budget 2022-23
Agenda Item #5.1.

Water (5031,5032,5034)
Budget 2022-23
Purpose
· Water Distribution (5031) - The Water Distribution Division is responsible for the distribution portion of the water system, providing water to users at all times at pressures and quantities required. This Division has one Supervisor, one Lead worker, and two maintenance workers that maintain all water distribution piping and facilities within the system. The Water Distribution Division also performs all meter readings, provides customer service, responds to complaints and requests, performs fire hydrant maintenance, water leak repairs, as well as enforcement of the Cross-Connection control ordinance. Funding for this Division comes from water user fees, and connection fees, or impact fees.
· Stonebridge Wells (5032) - The Stonebridge Wells Division in the Public Works Department is within the Water Enterprise Fund. This Division provides for the operation and maintenance of the two Stonebridge Wells. Groundwater from the two wells normally provides up to 20% of the City’s annual water supply. The treatment facilities provide for filtration and chlorination. This Division is staffed by water treatment personnel and costs include utilities, phone line, processing chemicals, and certain capital equipment. Funding is provided by user charges. The FY 2019-20 budget moved all costs associated with the Stonebridge Wells into Water Distribution. · Water Treatment (5034) - The Water Treatment Division in the Public Works Department is contained within the Water Enterprise Fund. This Division provides water from Bell Canyon Reservoir, the Stonebridge Wells, and outside sources as necessary. It is staffed by three State licensed water treatment operators, two of which are also licensed in wastewater treatment and provide standby operation of the Wastewater Treatment Plant. This Division is responsible for monthly, quarterly, and annual monitoring of all water quality aspects of the system. The treatment plant annually produces more than 500 million gallons of potable water in conformance with State water quality standards.

Funding for this division comes primarily from impact and user fees.

Agenda Item #5.1.

Water (5031,5032,5034)
Budget 2022-23
W-26 – Completed the removal of the legacy Upper York Creek Dam Removal & Ecosystem restoration Project.

Water Treatment Plant Programmable Logic Controllers (PLCs) and Supervisory Control and Data
Acquisition (SCADA) upgrades project.

Emergency Meadowood Tank Replacement Project, replace three existing water tanks and upgrade water delivery system.

Temporary Permag Building project.

Water Enterprise Fund Accomplishments
FY19/20 FY20/21 FY21/22
0 1,000 2,000 3,000
Number of Metered Accounts
Agenda Item #5.1.

Wastewater (5020,5029)
Budget 2022-23
Purpose
· Wastewater Collection (5020) - The Wastewater Collection (Sewer) Division of the Public Works Department operates and maintains the wastewater collection system and related equipment throughout the City. Staffing and equipment for this Division has historically been shared with Streets and Storm Drains. An ongoing maintenance program includes sewer main and lateral lining to reduce root maintenance and infiltration/inflow to the system. The user fees from Sewer Enterprise Fund provide the Division’s funding. Capital improvements are described and funded separately.
· Wastewater Treatment (5029) - The Wastewater Treatment Plant Division in the Public Works Department is responsible for the treatment and disposition of the City's wastewater. During the dry season, the Wastewater Treatment Plant treats an average of approximately 0.4 million gallons per day (MGD). Peak winter flows exceed 3 MGD. The facility is operated by three State certified wastewater treatment operators with additional staffing from cross-certified Water Treatment Plant personnel. The budget unit is primarily funded by wastewater user fees.

Agenda Item #5.1.

Wastewater (5020,5029)
Budget 2022-23
Submitted presentation to City Council of the Integrated Utility Master Plan Findings and Recommendations
Plans and specifications were approved for the Wastewater Treatment and Reclamation Plant Phase I Upgrades, CIP Project No. S-52. City will advertise for bids next.

Main Street Sewer Lateral program, this is part of the R18-81 Downtown Sidewalk Improvements Project.

A CIP project was approved and created for a Recycled Pipeline and Pump Station project, CIP S21-01.

Wastewater Enterprise Fund Accomplishments
FY19/20 FY20/21 FY21/22
0 500 1,000 1,500 2,000
Number of Metered Accounts
Agenda Item #5.1.

CITY OF ST. HELENA

ADOPTED

OPERATING
BUDGET
Fiscal Year 2022 / 2023
G e o ff Ellswo rth
Pa ul Do hring
A nna C ho ute a u
Eric Ha l l
Le ste r Ha rd y
| Mayor
| Vice Mayor
| Council Member
| Council Member
| Council Member
www. cityofsthelena. org | 1 572 Railroad Avenue | St. Helena, CA 94574 Agenda Item #5.1.

Introductory Section
Budget Page 1
Agenda Item #5.1.




 

  


    



 

 





 




















Budget Page 2
Agenda Item #5.1.

City of St. Helena, California

CITY COUNCIL
Geoff Ellsworth
Mayor
Lester Hardy
Council Member
Eric Hall
Council Member
Anna Chouteau
Council Member
Paul Dohring
Vice Mayor
James McCann – Interim City Manager
Ethan Walsh – City Attorney
Cindy Tzafopoulos – City Clerk

ADMINISTRATIVE TEAM
April Mitts – Assistant City Manager
Mandy Kellogg – Administrative Services Director
John Sorensen – Fire Chief
Chris Kreiden – Library Director
Maya DeRosa – Planning & Building Director
Christopher Hartley – Police Chief
Mark Rincón – Public Works Director/City Engineer
Dave Jahns – Parks & Recreation Director

BOARDS/COMMISSIONS/COMMITTEES
Board of Library Trustees
Parks and Recreation Commission
Planning Commission
Active Transportation & Sustainability Committee
Budget Page 3
Agenda Item #5.1.

City of St. Helena
“We will conduct city affairs on behalf of our citizens using an open and creative process.”
Budget Message
Honorable Mayor and Members of the City Council,
I am pleased to present to you the Proposed Fiscal Year (FY) 2022/23 Operations and Capital Budget for the City of St. Helena. This comprehensive budget for all funds is intended to serve as a policy document, a financial plan, a communications device, and an operations guide.  As with the prior year budget, this annual financial plan implements the City Council’s goals and strategic priorities for the efficient delivery of community services. Moreover, the City’s goals and objectives are aligned with both the City of St. Helena’s Vision and Mission.

Budget Overview
Since the unprecedented shut down of its economies due to COVID‐19 in March 2020, the City experienced a swift reaction by consumers and businesses resulting in substantial revenue declines for the City of St. Helena.   The national and state response, combined with the uncertainty of how long the presence of the virus will disrupt the U.S. economy, has made, and continues to make, revenue forecasting particularly challenging.

With the evolving COVID‐19 environment, the formation of the City's adopted FY 2020/21, FY 2021/22, and FY 2022/23 budgets proved to be a difficult and challenging task and staff remained conservative in revenue and expenditure estimates.  Departments were asked to present no significant budget increases/requests and any budget increases were accompanied with the rationale for augmentation and association with City Council adopted goals.  City Council goals are set through public goal setting workshops which validate long‐term strategic goals and affirm staffs’ implementation processes for the annual work plan. The work plan is incorporated in the budget priorities and approved dependent upon available resources. The 3‐year goals and 12‐ month objectives and Vision and Mission Statements are included in the Appendix section of the Budget document.

It must be noted and reiterated that while the City has a balanced financial position now, the future has a lot of significant infrastructure and staffing demands as well as a looming recession and will require a conservative and strong strategic plan and approach to solve projected deficits and significant budget demands.  The groundwork for such a plan has already started by Council recognizing the need to establish and maintain safe and reliable infrastructure with a commitment to environmental stewardship and public health (Goal 1) and ensure long‐term economic sustainability while supporting St. Helena’s charm & rural character (Goal 2).  While Budget Page 4
Agenda Item #5.1.

FY 2022/23 Budget Message
representing only two of the six City Council goals, they are an integral part in working in conjunction with the other four goals.

There are tremendous capital needs and limited/insufficient funding and staffing available to immediately meet these needs.  The City Council, staff, and the community are aware of the challenges ahead and recognize project management and delivery must be realistic, deliberate, and focused ‐ the refined (and much more practical and realistic) FY 2023‐27 five‐year CIP is an example of more strategic thinking and planning to deliver results (and projects).

There are exciting initiatives and opportunities on the horizon that will improve the City’s long‐ term financial position and will help achieve City Council goals.  Opportunities such as:

1. Measure H ‐ This measure allowsthe City to issue $19 million in General Obligation Bonds which allow critical water, wastewater, recycled water, and stormdrain projects to move forward in an accelerated timeframe and reduce the burden on the General Fund.

2. LMR Development (Farmstead Hotel). The Farmstead Hotel is moving forward and when opened, is anticipated to increase the City’s revenues by approximately $1 million in its first full year of operation and approximately $2.2 million annually over time.

Additionally, as part of the project and development agreement, Farmstead will build important stormdrain and street improvements through a cost‐share with the City.

3. The relocation of City Hall and Police Department to the Napa Valley College site, opens the opportunity to sell 1480 Main Street and 1572 Railroad Avenue for socially and economically beneficial purposes.

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

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

6. Development and Redevelopment potential.   Opportunities for suitable new development or redevelopment of existing obsolete properties are abundant and will benefit from City Council and community dialog and agreement in conjunction with the formation of the LRFP.

Below provides a brief summary of the formation of the FY 2022/23 Budget document.

FY 2022/23 Budget Development
During budget development staff was guided by the following considerations:
 Alignment with City Council Goals:
 Alignment with City Council Workplan
 Conservative Revenue Assumptions
Budget Page 5
Agenda Item #5.1.

FY 2022/23 Budget Message
 Health Care Cost Increases
 Change to Labor Costs
 Restoration of Positions/New Positions
 Increase to PERS Unfunded Liability
 One‐time vs. reoccurring costs
April 5, 2022 ‐ Staff presented a General Fund preliminary budget forecast to the City Council.

The presentation focused on the General Fund and included an update to FY 2021/22 revenue and expense forecast as well as the preliminary FY 2022/23 revenue and expense estimates. This report highlighted that revenues for FY 2021/22 were higher than anticipated allowing for a higher than expected unreserved cash balance.   It was noted the higher than anticipated revenuesincluded: $1.1 million in emergency relief received from the Glass Fire, $730,000 in one‐ time COVID related stimulus funds, and non‐budgeted ERAF funding of $443,000.

Despite higher than anticipated revenues in the current year, early estimates for FY 2022/23 General Fund revenues and expenses indicated a revenue shortfall of $1.1 million.  The following is a link to the presentation:  April 5, 2022 Preliminary Budget Forecast.

Following the April 5, 2022 preliminary report, staff continued to work to further refine revenues based on updated information as well as worked to reduce department spending in order to provide a balanced budget.

May 17, 2022 ‐ Budget Workshop #1 was held were staff presented the FY 2022/23 Non‐Profit Grant applications for consideration.

City staff received 20 applications requesting funding. Per the Non‐Profit Grant Policy, applications were reviewed for completeness and all applications were presented for funding recommendations.

At this meeting, the City Council working group recommended and City Council approved a total of $225,085 in funding for the FY 2022/23 Non‐Profit grant cycle.

The following is a link to the Special Workshop:  May 17, 2022, Budget Workshop #1 ‐ Non‐Profit Funding

May 31, 2022 ‐ Budget Workshop #2 was held which included:

 The Long‐Range Financial Forecast
 A review of the Five‐Year Capital Improvement program for Fiscal years 2022‐23 to 2026‐ 27  A review of the draft FY 2022/23 budget including the General Fund, Water Fund, and Wastewater Fund

Budget Page 6
Agenda Item #5.1.

FY 2022/23 Budget Message
Each of these items are described in more detail below and the following is a link to the Budget Workshop: May 31, 2022 Special Budget Workshop Study Session

Long Range Financial Forecast
The Long‐Range Financial Forecast (LRFF) provides a current and long‐range financial assessment of revenues, expenditures, fund balance, and emergency reserves.  The primary objective is to provide the City Council and the community with a financial forecast and identify any significant issues that may need to be addressed in the annual budget development process.  The LRFF is a vehicle that peersinto the future and makes projections about what is likely to happen given certain assumptions.

*Since the time the LRFF was presented, the GO Bond presented to voters on June 7, 2022, has passed allowing for $19.5 million in GO Bonds to be issued, of which $11 million is dedicated to storm drain improvements/repairs.   Election results will be certified in July 2022.

Five‐Year Capital Improvement Program for Fiscal years 2022/23 to 2026/27 The purpose of the City of St. Helena Capital Improvement Program (CIP) is a five‐year planning tool that identifies anticipated capital improvements and their funding sources for Fiscal Years 2022/23 through 2026/27.

It was noted at this meeting that, throughout the years, many of the projects on the CIP list had been “rolled over” without updates to costs or project scope.  Staff made significant revisions to the FY 2022/23 to 2026/27 CIP project list as noted in the May staff report.

Additionally,staff created a 30‐year list of all known CIP projects compiled from reportsfrom studies which took place from 2017 to present.

FY 2022/23 Draft Budget

GENERAL FUND
Following the April 5, 2022 and May Budget discussions, staff further refined both revenues and expenses.  Based on the revised revenues and expenses, staff recommended at the May 31st meeting the use of General Fund cash balance of approximately $100,000 and indicated, with the use of fund balance, estimated unrestricted fund balance at 6/30/23 of $10,310,582, or 59%, which exceeds the City Council policy of 30% reserves.

WATER AND WASTEWATER FUNDS
Unlike the General Fund, the Enterprise Funds (Water and Wastewater Funds), operate on a full accrual basis of accounting, where revenues are recognized when they are earned.

Due to several unknowns, including the ongoing water emergency and impact on revenues, it remained necessary for the City to remain extremely fiscally cautious in the development of the FY 2022‐23 budget. Like the General Fund budget instructions, departments were Budget Page 7
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FY 2022/23 Budget Message
asked to keep the majority of the expenses status quo and asked to present no significant increase requests.

Staff presented balanced Water and Wastewater budgets at this meeting with minor changes from the previous fiscal year.

June 14, 2022  ‐  The City Council adopted the Five‐Year Capital Improvement Program for FY 2022/23 to 2026/27.

The following is a link to the staff report:  June 14, 2022, Adoption of the 5‐year CIP June 28, 2022 – The City Council adopted the FY 2022/23 Budget The FY 2022/23 Proposed Budget was presented to City Council for adoption on June 28, 2022.

The proposed General Fund budget was updated from the May 31, 2022, budget workshop and included additional recommendations for use of unrestricted General Fund balance primarily for one‐time costs. There were no material changes to the Water Fund and Wastewater Fund budgets presented on May 31, 2022.   The budget document presented provided detailed projected revenues expenditures for each department and fund.

Table 1, Table 2, and Table 3 provide a summary of revenues, expenses, and estimated fund balance for the General Fund, Water Fund, and Wastewater Fund.

The City Council unanimously adopted the budget on June 28, 2022 via Resolution No. 2022‐71.

The following is a link to the staff report: June 28, 2022 FY 2022/23 Budget Adoption.

Table 1: FY 2022/23 General Fund Estimated Fund Balance Estimated Ending Fund Balance @ 6/30/2022      $10,415,771 Fund Balance % Estimated Revenue @ 6/30/2023 $17,286,421
Estimated Expenses @ 6/30/2023 ($18,650,360)
Use of Fund Balance ($1,363,939)
Estimated Fund Balance/Net Position     $9,051,832 49%
WWTP Contingency ‐ if needed (Interfund Loan) ($2,000,000) Estimated Fund Balance @ 6/30/2023     $7,051,832 34%

Table 2: 2022/23 Water Fund Estimated Fund Balance
Estimated Ending Fund Balance @ 6/30/2022     $3,203,345 Fund Balance % Estimated Revenue @ 6/30/2023 $6,625,840
Estimated Expenses @ 6/30/2023 ($6,625,840)
Estimated Fund Balance @ 6/30/2023     $3,203,345 48%
Budget Page 8
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FY 2022/23 Budget Message
Table 3: Draft Wastewater Estimated Fund Balance
Estimated Ending Fund Balance @ 6/30/2022     $3,771,200 Fund Balance % Estimated Revenue @ 6/30/2023 $3,385,563
Estimated Expenses @ 6/30/2023 ($3,385,563)
Estimated Fund Balance @ 6/30/2023*     $3,771,200 112% * Balance includes approximately $2.95 million to be transferred to Wastewater CIP for the completion of CIP S‐52 – Wastewater treatment plant upgrades.

Economic Outlook
The COVID‐19 pandemic sent shock waves through the economy and trigged the most severe economic recession in nearly a century and has caused damage to people’s health, jobs, and well‐ being.  The lockdown measures enacted succeeded in slowing the spread of the virus and in reducing the death toll but resulted in frozen business activity in many sectors which continues to lead to uncertainty in the future.   As restrictions are now mostly removed, the path to economic recovery remains highly volatile and the City forecasts a recovery to pre‐recession numbers in FY 2022/23.

Additionally, there are many financial unknowns associated with the Russia‐Ukraine war.   A March 2022 article in the Sacramento Bee lists a set of, “what could happen to California in a lengthy Russia‐Ukraine war.”   Included in the article are things such as: increase costs for gasoline, oil, and natural gas; the shrinking of retirement accounts; and the possibility that the California economy will grow at a sluggish pace, if it grows at all.  The article also notes that while there are other factors expected to boost the economy, the war may upend the optimistic outlook.  (https://www.sacbee.com/news/california/article260734697.html).

While it is not clear what the full impact on the local economy will come from rising prices and the Ukraine conflict, the six‐county region located in the North Bay (including Napa County) is doing better at getting back on its feet post‐pandemic than the rest of California.  At the North Bay Business Journal’s 29th annual Economic Outlook Conference held in March 2022, Dr. Robert Eyler, Interim Associate Vice President, Professor Economics at Sonoma State University said it took 78 months for the U.S. to get back the jobs it lost in the Great Recession starting in 2007, but the nation, as of December 2021, had recovered 99% of positions lost in the coronavirus pandemic.  This recovery is in just less than one‐third the time.  He further stated California had nearly 96% of the pre‐pandemic jobs back by the end of last year – less than two years, as compared with the Great Recession – and is projected to return to pre‐COVID levels by summer 2022.

According to Eyler, Sonoma and Napa counties, where hospitality industry ranks are the top employers, benefited by shifting tourism marketing early last year to attract back travelers from the Bay Area and Northern California who could not yet travel internationally.  In part thisis what helped Wine Country to more quickly overcome double‐digit percentage losses in jobs over the pandemic; however, lingering losses in statewide jobs in hospitality, leisure, and other services is Budget Page 9
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FY 2022/23 Budget Message
a problem for California, because these positions are typically filled by low‐income and young workers.   Eyler states, “if those jobs don’t come back, we will have a hole in our economy for many years to come.”
Eyler further indicates that the short‐term impacts from the Russia‐Ukraine conflict could decrease global travel to Europe and travelers may opt for California Wine Country destinations.

On the housing front, North Bay counties have experienced jumps in sale prices over the pandemic, as buyers sought properties farther away from urban areas. According to Zillow Research figures, in the past two years, prices grew 39% in Lake County, about 33% each in Solano and Mendocino counties, 28% in Marin, 26% in Napa, 19% in Sonoma. “Those were not historic highs, but they came after years of recession,” Eyler said. “It’s been an amazing 24 months in housing” and, over the next 12 months, the projection for housing prices is double‐digit growth in these counties.

But Eyler warned that net lossesin population for the North Bay may give developers pause when considering housing projects in the region.

While the report given by Eyler in March 2022 indicated there are some bright spots in the economic forecast, a tepid stock market,soaring inflation, and rising interest rates have left many less than optimistic about the state of the economy.  As noted in a CNN Business article on June 28, 2022, earlier in June, the consumer price index jumped to its highest level in 40 years and not the Fed is raising interest rates at an aggressive pace as it looks to slow down economic activity.

As of now, we are not in a recession, but signs of an economic downturn are cropping up all over.

As noted earlier in the Budget Message, there are real economic uncertainties.  It must be noted and reiterated that while the City has a balanced financial position now, the future has a lot of significant infrastructure and staffing demands as well as a looming recession and will continue to require a conservative and strong strategic plan and approach to solve projected deficits and significant budget demands.

Acknowledgements
Preparing the City’s annual financial plan is a shared effort involving community residents, the time and talents of City employees, and City Council leadership who play a critical role in establishing and prioritizing organizational goals and objectives.

As in previous years, the FY 2022/23 budget was an exercise in discipline by both the City Council and staff.  During the past year both good direction and policy establishment by the City Council laid the groundwork for this budget document.  While difficult, prudent financial actions at the beginning of COVID have allowed the City to maintain a healthy General Fund balance.   The sacrifices by staff, Council, and the residents of St. Helena have been significant and meaningful.

Concessions by staff in FY 2020/21, freezing of positions, and cautious financial planning allowed Budget Page 10
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FY 2022/23 Budget Message
the City to emerge in a positive financial condition.   It is important to note that in the development of the FY 2020/21 budget, all bargaining groups in St. Helena agreed to two‐year contracts which expire June 30, 2022.  The City is currently in negotiations and anticipates salary increases for City staff.

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

Respectfully submitted,
Dr. April Mitts
Assistant City Manager
Budget Page 11
Agenda Item #5.1.

The purpose of the City of St. Helena’s budget is to serve as a “blueprint” for providing City services and as a working financial plan for the fiscal year. It also represents the official organization plan by which City policies, priorities, and programs are implemented. It provides a means to communicate to the residents, businesses, and employees how the City’s financial resources are used to provide services to the community. The budget includes both the operating costs to manage the City and the Capital Improvement Projects (CIP) that the City plans to undertake during the next five fiscal years.

A BRIEF OVERVIEW
Location
The City of St. Helena is located in the center of heart of the Napa Valley, 65 miles north of San Francisco. St. Helena is bisected by the Sulphur and York Creeks that are year-round tributaries of the Napa River, which lies along the eastern border of the City. St. Helena is also bounded to the wet and east by the Howell and Mayacamas Mountains, respectively. St. Helena serves as the regional economic and social anchor for the nearby unincorporated communities of Angwin and Deer Park as well as a commercial development near the intersection of Zinfandel Lane and State Highway 29.

History
The community of St. Helena began developing into a commercial center for nearby farmers and ranchers in the 1830s as a result of a land grant from Mexico to General Mariano Vallejo. By the 1860s, the Napa Valley Railroad Company, precursor to future branches of the Central Pacific Railroad and Southern Pacific Railroad Companies, was extended north from Napa to include stops in Yountville, Oakville, Rutherford, and St. Helena. The arrival of the railroad coincided with the expansion of St. Helena’s commercial base as nearby vineyards began to flourish leading to the creation of a business district along Main Street.

St. Helena’s emergence as a commercial center in the Napa Valley led to its incorporation as a City on March 24, 1876 and reincorporated on May 14, 1889. St. Helena’s incorporation was the first in Napa County and helped facilitate continued commercial and residential growth in the City over the next several decades.

Growth and development in St. Helena became stagnant beginning in the 1920s following the enactment of Prohibition. In 1930, the United States Census estimated St. Helena’ population at 1,582. St. Helena’s population grew modestly over the next few decades reaching 3,193 by 1970.

It was between 1970 and 1980 when St. Helena experienced its most significant period of growth as its population increased by over half to 4,898 by 1980. According to United States Census Bureau reports, the population is estimated to be 6,105.

The City from its inception has served as a rural agricultural center and, over the years, has become an important business center for the wine industry. As a result of the thriving wine industry, and the area’s scenic qualities, the City receives many visitors each year. The City strives Budget Page 12
Agenda Item #5.1.

embrace and maintain its historic, small-town character, beautiful national environment, and high quality of life.

Demographics
According to the U.S. Census Bureau, the City of St. Helena has an estimated population of 5,386 people and covers approximately 5 square miles. St. Helena is 75.1% White alone, 20.6% Hispanic or Latino, 1.3% Black or African American, 2.1% Asian, and 2.1% Two or More Races. The median home price in St. Helena is $1.3 with 67.6% of housing being owner occupied. The net taxable property value for the FY 2020-2021 assessment period was $6.96 billion, representing an 5% increase over the previous year.

Local Economy
The City’s local economy is primarily driven by the wine industry and, in Napa County, the hospitality industry ranks as the top employer. As the economy continues to recover from the COVID-19 pandemic, Napa County currently benefited by shifting tourism marketing early in 2021 to attract back travelers from the Bay Area and California who could not yet travel internationally.

In part, this is what helped Wine Country to more quickly overcome double-digit percentage losses in jobs over the pandemic. According to the U.S. Bureau of Labor Statistics, Napa County had an unemployment rate of 2.7% in April 2022, as compared to a 6.3% unemployment rate the previous year (April 2021). Comparatively, California has an unemployment rate of 4.6%, and

3.6% for the nation for the same period.

St. Helena’s largest sales tax drivers are Property Tax, Sales Tax, and Transient Occupancy Tax (TOT) which typically accounts for 79% of all General Fund revenues. The top ten principal property tax payers are: Treasury Wine Estates, Spring Mountain Hotel LLC, Sutter Home, Palmer City-Core, C. Mondavi and Sons, Realty Income Properties, Schoendorf, Joseph & Nancy, Castellucci, Antonio and Rita (2 properties), and Safeway.

Sales tax receipts are divided into 6 categories and noted below.

General Retail
Clothing
Furniture
Appliances
Drug Store
Florist
Misc. Retail
Miscellaneous
Health
Government
Food Products
Restaurants
Food Markets
Liquor Stores
Wineries
Tasting Rooms
Transportation
Auto Parts
Auto Sales
Service Stations
Construction
Bldg. Materials
Business to Business
Office Equipment
Business Services
Chemical Products
Heavy/Light Industry
Leasing
Historically Food Products has been the driver for sales tax followed by General Retail, Construction, Transportation, Business to Business, and Miscellaneous. The top 25 sales tax Budget Page 13
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generators as of June 30, 2021 (in alphabetical order) are:

Abreu Vineyards
Acme Fine Wines
Azteca Market
Caldwell-Snyder
Central Valley Builders Supply
Charles Krug Winery
Farmstead
Gott’s Roadside
Harlan Estate Winery
Harold Smith and Son
Martin Design
Merryvale Vineyards
Napa Valley Agriculture Supply
Napa Valley Petroleum
One True Vine
Parriott Motors Honda
Safeway Stores
Spottswoode Winery
Steve’s Hardware
Sunshine Foods
The Charter Oak Restaurant
Tra Vigne
Treasury Wine Estates Americas
Union 76 Service Stations
Zumwalt Ford

FORM OF GOVERNMENT
The City is a General Law city and operates under the Council-Manager form of government.

Decision-making authority under this system is equally distributed among a five-member City Council that includes a directly elected mayor. Elections are conducted by general vote; the Mayor serves a two-year term while the four Council Members serve staggered four-year terms.

Key duties of the City Council include making policies, adopting an annual budget, enacting ordinances, appointing committee members, and hiring the City Manager.

The St. Helena City Council meetings are conducted on the second and fourth Tuesdays of each month beginning at 6:00 p.m. and are typically held in the Vintage Hall Board Room at the St.

Helena High School, located at 465 Main Street. However, due to COVID-19 all meetings have been held virtually since March 2020 via Zoom. Whether in person or via Zoom, meetings are open to the public and are also broadcast on local public access television. Council agendas and minutes are posted at City Hall, 1572 Railroad Avenue, and are made available on the City’s website, www.cityofsthelena.org.

BUDGET ORGANIZATION
As indicated in the Table of Contents, the City of St. Helena’s budget document consists of several sections. A corresponding title page divides each section.

Introductory Section
City Council, Administrative Team, and Boards/Commissions/Committees provides a summary of the City Council members executive staff, and lists the various Boards, Commissions, and Committees in St. Helena.

Budget Page 14
Agenda Item #5.1.

The City Manager’s Budget Message to the City Council highlights key priorities and issues for the upcoming budget year as well as provides an overview of significant budgetary items and trends for the City as a whole.

Budget Adoption Resolution provides a copy of the budget resolution adopting the FY 2019-20 Operations Budget.

The Reader’s Guide to the Budget provides the reader with a brief overview and introduction to the City of St. Helena as well as an explanation on how to understand, read, and use this Budget document.

Fund Balance Summary provides an easy-to-read overview of the City’s expenditures/expenses and revenues for each of the City’s funds.

Schedule of Transfers provides a summary of all transfers authorized in the adopted budget by fund.

Description of Revenue Sources provides five-year historical trends for the General Fund and Enterprise Funds.

Allocation of City Positions provides a summary of staffing positions by department.

Organization Chart provides a summary of the organization of the City as a whole.

General Fund provides an overview of General Fund revenues and expenditures, five-year historical data for each General Fund funding source, General Fund expenditure summary by department, and a summary of the net position for the General Fund.

Administrative Departments provides details on the City Council, City Administration (City Manager and City Clerk), Administrative Services (Finance, Human Resources, and Information Technology), Attorney, Planning, and Non-Departmental budgets.

Community Services provides details on the Library and Parks & Recreation budgets.

Public Safety provides details on the Fire and Police budgets.

Public Works provides details on the Public Works Administration, Government Buildings, Storm Drains, Streets, Trees, Parks, and City Garage budgets.

Water Fund provides details on the Water Distribution and Water Treatment budgets.

Wastewater Fund provides details on the Wastewater Collection and Wastewater Treatment budgets.

Budget Page 15
Agenda Item #5.1.

Capital Improvement Plan (CIP) provides a summary of the City Council adopted 5-year CIP. The CIP functions as a budgeting and planning tool which supports actual appropriates that are made through the budget adoption process. The City’s FY 2022-23 CIP consists of 29 projects in five divisions totaling approximately $32.5 million. Over half of the total CIP budget is for the Wastewater Treatment Plant Upgrade Project (CIP S-52) which is estimated to be substantially completed by August 2023.

Other Funds provides a summary of the debt service funds, permanent funds, and special revenue funds.

Appendix provides supplementary information including City Financial Policies, City Council Goals and Work Plan, City’s Vision and Mission Statements, a summary of Budget increases from the prior fiscal year and their relation to City Council Goals, and the City’s “add back” is for City Council prioritization if additional General Fund resources become available.

BUDGET IMPLEMENTATION, TRANSFERS, AND CONTROL
Upon adoption of the budget by the City Council, the responsibility of implementing each department’s budget lies with each Department Head, with oversight by the Director of Finance and ultimate responsibility resting with the City Manager. Department Heads are expected to operate their departments within the appropriations established in the budget.

This budget is arranged by department, fund, and function. The level of budgetary control is established at the fund level. 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. The City Manager may transfer appropriations between departments so long as total appropriations are not increased within a fund. The City Council has the overriding authority to control the use of revenues and the appropriations of funds and therefor may modify this policy at any time. The total appropriations in any fund may not be increase except by the City Council.

All changes in appropriations will be authorized on a “Budget Adjustment Form” and all increases in appropriations will be authorized by Council. Any expenditure must be made in accordance with Title 3, Chapter 3.04 of the St. Helena Municipal Code.

The budget is reviewed and presented to City Council on a quarterly basis with a more extensive mid-year budget review. During the quarterly budget review by City Council, consideration is given to necessary adjustments for new programs, projects, and other adjustments to ensure that expenditures and revenues are in line with the budgeted projections.

Budget Page 16
Agenda Item #5.1.

A carefully designed system of internal accounting and budgetary controls is used to ensure that revenues and expenditures/expenses are tracked and used as intended. These controls are designed to provide reasonable, but not necessarily absolute, assurance with respect to the reliability of financial and budgetary records for use in the preparation of financial statements, as well as accountability for all City assets. At the end of each fiscal year-end, all operating budget appropriations lapse. City Council adopted finance policies can be accessed at:
https://www.cityofsthelena.org/bc-citycouncil/page/council-adopted-policies.

BUDGETARY BASIS OF ACCOUNTING
The City of St. Helena’s annual operating budget is prepared in conformity with Generally Accepted Accounting Principles (GAAP), using the modified accrual basis of accounting. Under this method of accounting, revenues are recognized in the accounting period in which they become measurable and available to finance expenditures of the current fiscal period, while expenditures are recognized in the accounting period in which the liability is incurred. Budgets for proprietary funds are prepared on a full accrual basis where revenues are recognized when earned, and expenses are recognized when they are incurred. Each of the City’s funds is considered a separate accounting entity with a self-balancing set of accounts that records assets, liabilities, fund equity, revenue, and expenditures/expenses. Funds are established and segregated for the purpose of recording specific programs or attaining certain objectives in accordance with special regulations, restrictions, or limitations. The General Fund accounts for all the general revenue of the City not specifically levied or collected for other City funds and for expenditures related to rendering the general services provided by the City. Special Revenue Funds are used to account for specific revenues that are legally restricted to expenditures for a particular purpose. The Capital Improvement Project Funds are used to account for the acquisition or construction and improvement of major capital projects. Internal Service Funds (Garage Fund) are used to account for the financing of services provided by one department to other departments of the government, on a cost reimbursement basis. Enterprise Funds (Water and Wastewater) are used to account for revenues and expenses related specifically to those enterprises. The budget is prepared on a line item basis by department and fund.

FINANCIAL REPORTS – Top 4
Comprehensive Annual Financial Report: The Comprehensive Annual Financial Report is a detailed report that covers the financial statements for the City prepared by an independent auditor in accordance with Generally Accepted Accounting Principles (GAAP) as promulgated by the Government Accounting Standards Board (GASB). The CAFR utilizes the same basis of accounting, modified accrual for the General Funds and full accrual for proprietary funds, as the annual budgeting document. The Comprehensive Annual Financial Report consists of three sections: Introductory, Financial, and Statistical. The Introductory section orients and guides the Budget Page 17
Agenda Item #5.1.

reader through the report. The Financial section presents the City’s basic financial statements as well as notes to the statements and the independent auditor’s report. The Statistical section provides additional financial and statistical data, including data about financial trends that may better inform the reader about the City’s activities. The City received the prestigious “Certificate of Achievement for Excellence in Financial Reporting” award presented by GFOA for the FY 2018- 19 Comprehensive Annual Financial Report.

Long Range Financial Forecast (LRFF): The LRFF is prepared annually and provides a current and long-range financial assessment of revenues, expenditures, fund balance, and emergency reserves. The primary objective is to provide the City Council and the community with a financial forecast and identify any significant issues that may need to be addressed in the annual budget development process.

Popular Annual Financial Report (PAFR): The PAFR extracts information from the CAFR to produce a high-quality report specifically designed to be readily accessible and easily understandable to the general public and other parties without a background in public finance.

The City received the “Award for Outstanding Achievement in Popular Annual Financial Reporting” presented by GFOA for the FY 2018-19 Comprehensive Annual Financial Report.

Three-Year Goals and Work Plan: The City’s three-year goals and work plan is a detailed planning document developed as a blueprint for the City’s future. The plan defines the City Council’s goals and defines a specific work plan to achieve each goal. The goals and work plan are updated and published periodically.

All financial reports can be found on the City’s website at:
https://www.cityofsthelena.org/finance/page/financial-reports.

Budget Page 18
Agenda Item #5.1.

GLOSSARY OF COMMON BUDGET AND FINANCIAL TERMS
ACCOUNT Financial reporting unit for budget, management, or accounting purposes.

ACCOUNTS PAYABLE The amounts owed to others for goods and services received.

ACCOUNTS RECEIVABLE Amounts due from others for goods furnished and services received.

ACCRUAL BASIS The basis whereby transactions and events are recognized when they occur, regardless of when cash is received or paid.

ACTUAL PRIOR YEAR Actual amounts for the fiscal year preceding the current fiscal year which precedes the budget fiscal year.

ALLOCATION Component of an appropriation earmarking expenditures for a specific purpose and/or level of organization.

ALLOTMENT That portion of an appropriation which may be encumbered to spent during a specified period.

AMORITIZATION Payment of a debt by regular intervals over a specific period of time.

APPROPRIATIONS An authorization by a legislative body (e.g. City Council) that provides legal permission to make expenditures and incur obligations for specific purposes.¹
ASSET Resources owned or held by a government which have monetary value.

ASSESSED VALUATION Official government value placed upon real estate or other property as a basis for levying taxes.

BOND A written promise to pay a specific amount of money at a specific date in the future together with a periodic interest as a special rate. Two types are used: General Obligation and Revenue.

BOND INDEBTEDNESS Outstanding debt by issues of bonds which is repaid by ad valorem or other revenue.

BUDGET AMENDMENT A procedure authorized by some City Councils that allows Department Heads to make adjustments to expenditures within their own department and allow the City Manager to make adjustments to expenditures within or between departmental budgets by revising budget appropriations. Note: City Council approval is always required for additional appropriations from a fund balance or new revenues sources.
¹ “Appropriations subject to limitation,” for purposes of each agency’s Gann limit, means “any authorization to expend during a fiscal years the proceeds of taxes levied by or for that agency and the proceeds of state subventions to that agency.” Cal. Const. Art.

XIIIB, section 8(b).

Budget Page 19
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BUDGET DEFICIT Amount by which the government’s budget outlays exceed its budget receipts for a given period, usually a fiscal year.

CAPITAL EXPENDITURE The amounts spent for assets that will be used for more than one year.

See CAPITAL IMPROVEMENT PROGRAM AND CAPITALIZATION
THRESHOLD.

CAPITAL IMPROVEMENT

PROGRAM
Annual appropriations in a City’s budget for capital improvement projects such as street or park improvements, building construction, and various kinds of major facility maintenance. Capital improvement projects are often multi-year projects that require funding beyond the one-year periods of the annual budget.

CAPITALIZATION THRESHOLD The dollar value at which government elects to capitalize tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single reporting period.

DEBT SERVICE The payment of principal and interest on borrowed funds such as bonds.

DEBT SERVICE FUND A fund established to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.

Sometimes a debt service fund is referred to as a sinking fund. Debt financing is most commonly used to address temporary short-term cash flow problems and to provide funding for improvements with long lives.

Borrowing long-term for operational or short-term capital needs is not advised.²
ENCUMBRANCE Prior to actual spending, an obligation charged against a budget indicating that a commitment has been made or an order placed for goods and services not yet received or paid for. After an encumbrance has been made, the money is not then available for other transactions.

EQUITY FUNDING Funding is accomplished with available resources, and does not include leveraged resources. Project funding is dictated by the availability of cash.

EXPENDITURE A decrease in net financial resources. Expenditures include current operating expenses that require the current or future use of net current assets, debt service and capital outlays.

EXPENSE A decrease in net total assets. Expenses represent the total cost of operations during a period regardless of the timing of related expenditures.

FIDUCIARY FUNDS Trust and Agency funds.
² Be aware that Article XVI, section 18 of the California Constitution prohibits a City from borrowing more money than it can repay in a single fiscal year from its general fund without a two-thirds vote of the electorate. Common exceptions to this borrowing restriction are the special fund doctrine; and the lease purchase agreement.

Budget Page 20
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FISCAL POLICY A government’s policies with respect to revenues, spending, and debt management as these relate to government services, programs, and capital investment. Fiscal Policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding.

FISCAL YEAR The 12-month period used by the City of St. Helena begins with July 1, and ends with June 30 of the designated fiscal year (i.e., FY 2019-20 ends on June 30, 2020).

FIXED ASSETS Assets of long-term character which are intended to be held or used for more than one fiscal year. Examples are land, buildings, machinery, and furniture.

FORCE ACCOUNT Construction of maintenance activities performed by the City’s own personnel, rather than by outside labor.

FULL-TIME EQUIVALENT (FTE) Number of positions calculated on the basis that one FTE equates to a 40-hour workweek for twelve months. For example, two part-time positions working 20 hours for twelve months also equals one FTE.

FUNCTION Group of related programs crossing organizational (departmental) boundaries and aimed at accomplishing a broad goal or major service.

FUND A fiscal and accounting entity with a self-balancing set of accounts in which cash and other financial resources, all related liabilities or balances, and changes therein are recorded and segregated to carry on specific activities or attain certain objectives in accordance with special regulations, restrictions, or limitations.

FUND BALANCE A term used to express the excess of assets over liabilities (equity). It also represents the accumulated net resources of a fund available for reservation, designation, or for appropriation.

GENERAL FUND General operating fund of the City. It is used to account for all financial resources except those required to be accounted for in another fund.

GENERAL OBLIGATION BONDS Bonds where the City pledges its full faith and credit to the replacement of bonds. These bonds are secured by the General Fund of the City.

GOVERNMENTAL FUNDS General, Special Revenue, Debt Service, and Capital Projects funds.

GRANTS Contributions of cash or other assets from another governmental agency (usually) to be expended or used for a specified purpose, activity or facility.

LEASE PURCHASE Contractual Agreements which are termed leases, but whose lease amount is applied to the purchase.

LONG TERM DEBT Debt with a maturity of more than one year after the date of the issue.

OPERATING DEFICIT The excess of operating expenditures over operating revenues.

OPERATING SURPLUS The excess of operating revenues over operating expenditures.

Budget Page 21
Agenda Item #5.1.

ORDINANCE A formal legislative enactment by the City Council. If it is not in conflict with any higher form of law, it has the full force and effect of law within the boundaries of the City.

RESERVES Accumulated funds legally restricted or otherwise designated by a City Council for specific purposes.

RESOLUTION A special or temporary order of the City Council requiring less formality than an ordinance.

REVENUES Total amount of income received, earned, or otherwise available for appropriation.

SURPLUS An excess of revenues over expenditures.

TAXES Compulsory charges levied by a government for the purpose of financing services performed for the common good.

TRANSFERS Payments from one fund to another ideally for work on services provided, or to cover operating expense shortfalls.

USER FEES Payments of charges for direct receipt of a public service by the party benefiting from the service.

Budget Page 22
Agenda Item #5.1.

ACRONYMS
AV Audio Visual
AWWA American Water Works Association
BMP Best Management Practices
CAFR Comprehensive Annual Finance Report
CCAC City Clerk Association of California
CCC California Conservation Crews
CCR Consumer Confidence Report
CDBG Community Development Block Grant
CEQA California Environmental Quality Act
CIP Capital Improvement Project
CLA California Library Association
CLETS California Law Enforcement Telecommunications System CLSA California Library Services Act
COPS Citizen’s Options for Public Safety
CSL California State Library
CSO Community Services Officer
CSMFO California Society of Municipal Finance Officers
DARE Drug Abuse Resistance Education
DBP Disinfection By-Products
DMV Department of Motor Vehicles
DPW Department of Public Works
EAP Employee Assistance Program
EIR Environmental Impact Review
Budget Page 23
Agenda Item #5.1.

EMS Emergency Medical Services
EOC Emergency Operations Center
EPA Environmental Protection Agency
ERAF Education Review Augmentation Fund
FEMA Federal Emergency Management Agency
FF Firefighter
FTE Full Time Equivalent
GAAP Generally Accepted Accounting Principles
GAAS Generally Accepted Auditing Standards
GASB Governmental Accounting Standards Board
GFOA Government Finance Officers Association
GIS Geographic Information Systems
GO General Obligation
HDPE High-Density Polyethylene Pipe
HSP High Service Pump
HVAC Heating & Air Conditioning
ICMA International City/County Management Association
IT Information Technology
LAFCO Local Agency Formation Commission
LSWTP Louis Stralla Water Treatment Plant
MDC Mobile Data Center
MGD Million Gallons per Day
MSD Metropolitan Sewer District
MTC Metropolitan Transportation Commission
Budget Page 24
Agenda Item #5.1.

NBC North Bay Cooperative Library System
NCTPA Napa County Transportation Planning Agency
NFPA National Fire Protection Association
NLS Northnet Library System
NSIB Napa Special Investigation Bureau
OCLC Online Computer Library Center, Inc.

OES Office of Emergency Services
PERS Public Employees Retirement System
PLF Public Library Foundation
POF Police Officers Foundation
REMIF Redwood Empire Municipal Insurance Fund
RIMS Records Integrated Management System
RLS Robert Louis Stevenson Middle School
RWQCB Regional Water Quality Control Board
SBW Stonebridge Well
SCADA Supervising Control and Data Acquisition
SCBA Self-Contained Breathing Apparatus
SNAP Solano & Napa Partners
SWRCB State Water Resource Control Board
TID Tourism Improvement District
TOT Transient Occupancy Tax
VFD Variable Frequency Drive
WTP Water Treatment Plant
WWTP Waste Water Treatment Plant
Budget Page 25
Agenda Item #5.1.

Funds
101 GENERAL FUND: The primary reporting vehicle for current government revenues and operations, this fund accounts for all financial resources not required by law or City Council actions to be accounted for in another fund.
209 HOME GRANT: This fund is used for expenditures and grant reimbursements through the HOME Investments Partnership Program from the State of California Department of Housing and Community Development for owner-occupied residential rehabilitation program to assist low-income homeowners who’s primary residences are in need of repairs. This program is referred to as the, “HOME Grant.” The City of St. Helena has an agreement with the Housing Authority of the City of Napa for the administration of this grant.
211 ENVIRONMENTAL PROTECTION AGENCY GRANT (EPAG): This fund is used for expenditures and grant reimbursements for Environmental Protection Agency Grant (EPAG) funded programs or projects. 212 DEPARTMENT OF HOMELAND SECURITY (DHSG): This fund is used for expenditures and grant reimbursements for Department of Homeland Security Grant (DHSG) funded programs or projects. 213 GANG VIOLENCE SUPRESSION GRANT: This fund is used for expenditures and grant reimbursements for gang violence suppression.
216 PUBLIC SAFETY IMPACT FEES: Section 22.5 of the City Code establishes this fund to accumulate revenues from fees on building permits to be used solely for equipment and facilities' costs for Police and the Fire Departments. Vehicles, capital equipment, and building improvements are approved uses. 218 PUBLIC LIBRARY FOUNDATION: This fund is used to account for State Aid for libraries and related expense account for proceeds from the State of California under the California Library Services Act and related expenditures.
219 CLSA LIBRARY RESTORATION: This fund was established as a special revenue fund to account for proceeds from the State of California under the California Library Services Act and related expenditures. 222 PARK DEVELOPMENT: A special revenue fund for Ballpark State Grant, Proposition 12 Park per capita funding, other park grants, and park donations. These funds are restricted for park improvements and development.
223 SKATE PARK LIGHTING: This fund is used to account for donations and is used to fund the expenses incurred in maintaining the Skate Park lights.
224 PUBLIC SAFETY (COPS): A special revenue fund used to account for transactions related to supporting front line police officers.

Budget Page 26
Agenda Item #5.1.

225 STATE GAS TAX 2105: This fund is used to account for proceeds and expenditures of revenue received as a result of Proposition 111. Funds are restricted for use in the same manner as Section 2106/07. In addition, Proposition 111 established a "Maintenance of Effort" provision requiring cities to continue to provide matching street related expenditures from the General Fund equal to the average amount expended over the past 3 years.
226 STATE GAS TAX 2106: This fund is used to account for proceeds and expenditures of gas tax revenue received under the California Streets and Highways Code Section 2106. Apportionments are based on vehicle registration, assessed valuation, and population. Funds are restricted to any street or road purpose that include: construction, maintenance and allocated overhead related to streets, roads, bridges, culverts, curbs, gutters, sidewalks, traffic signals, right-of-way landscaping, traffic signs, bike paths adjacent to streets and roads.
227 STATE GAS TAX 2107: This fund is used to account for proceeds and expenditures of gas tax revenue received under the California Streets and Highways Code Section 2107. Apportionments are based on population. Uses of funds are the same as those listed for fund 225. 228 STATE GAS TAX 2107.5: This fund is used to account for proceeds and expenditures of gas tax revenue received under the California Streets and Highway Code Section 2107.5. Apportionments are based on population. Funds are restricted for use in covering the costs of street related engineering and administrative expenses. Cities with a population of less than 10,000 may use these funds for acquisition of rights-of-way and construction of its street system. 229 STATE GAS TAX 2103: Section 2103 was added beginning with the 2010-11 fiscal year to allocate funds from a new motor vehicle fuel excise tax that replaces previous city and county allocations from the Proposition 42 sales tax on gasoline. This is the change known as the “fuel tax swap of 2010.” Section 2103 funds are allocated to cities and counties on a per capita basis. Funds must be used for street and highway pavement maintenance, rehabilitation, reconstruction and storm damage repair. For Proposition 42 purposes, maintenance means patching, overlay, and sealing. Reconstruction includes overlay, sealing, or widening of the roadway to bring the roadway width to the desirable minimum pavement width consistent with accepted design standards for local streets and roads. However, widening of a roadway does not include widening for increasing the traffic capacity of a street or road. 230 RMRA: Section RMRA was added beginning with the 2017-18 fiscal year which includes funds from the following taxes enacted by the Road Repair and Accountability Act of 2017: the 12 cent gasoline excise tax, 20 cent diesel fuel excise tax, transportation improvement fees and transportation loan repayments. 235 MEASURE A: This fund is used to account for proceeds received under Measure A, the countywide flood management plan. This Ordinance imposed a one-half of one percent transaction and use tax in the County and established a Flood Protection and Watershed Improvement Expenditure Plan. Any amendments to the use of this tax as established by the Joint Powers Agreement, resolution 98-118 shall be recommended to the Napa County Flood Control, Water Conservation District, Financial Oversight Committee and the Technical Review Committee for approval. This Tax is scheduled to expire in 2018.

Budget Page 27
Agenda Item #5.1.

237 EMERGENCY FLOOD RELIEF: This fund is for allocations for disaster assistance relating to flood damage.
238 TRAINING DEVELOPMENT: This fund was established to account for proceeds from the Police Officers Standards and Training fund to cover the costs of Police officer's training. Proceeds come in the form of reimbursements.
240 MEASURE T: At the General Election held on November 6, 2012, the voters of Napa County approved a ½-cent sales tax increase known as Measure T, which was implemented on July 1, 2018. Measure T funding is to be used for maintenance, reconstruction, and/or rehabilitation of streets, roads, and transportation infrastructure within the public right-of-way including, but not limited to: sidewalks, curbs and gutters, curb ramps, lighting, traffic signage, striping, and local roadway drainage. 241 MEASURE T CLASS I TRAILS: This funding is a match from the City that is required in order to receive Measure T funding. Each year the City must dedicate the appropriate funds equal to 6.67% of Measure T revenues earned that year, which will be used for Class 1 Bike Facility projects identified in the adopted Countywide Bicycle Plan.
277 PROP 56 GRANT: This fund is used to account for expenditures and reimbursements related to the Tobacco Grant Program, which provides funding to promote a healthier California by reducing illegal sales and marketing of cigarettes and tobacco products to minors. 278 BSCC GRANT: This funding was approved by the State of CA to assist with compliance checks and enforcement efforts of those diverted from the state prison system. The St. Helena Police Department will use these funds to address crime impacts in the community, strengthen the relationship between law enforcement and the community, create greater transparency for the organization, and implement best practices for law enforcement.
279 ASSET FORFEITURE: A special revenue fund for monies from adjudicated crime cases restricted for public safety purposes.
280 COMMUNITY ACTIVITY FUND: This fund is used to account for donations received to be used towards youth community activities within the community. Activities include the Teen Center. Beginning in FY 2019, this fund is no longer active and activity is accounted for in the General Fund Recreation budget. 283 TREE CITY USA: This fund was established in fiscal year 1996/97 to account for expenditures related to the maintenance and planting of trees located on City right of ways and in parks within the City. The City is seeking a designation from the Arbor Foundation for this effort. Revenue sources include General Fund transfers and private donations.
286 BOCCE BALL LEAGUE: This fund is used to account for the costs of running Bocce league services to the general public on a continuing basis. The intent is to recover costs through user charges and fees. The fund, therefore, is operated in a manner similar to a private business enterprise.

Budget Page 28
Agenda Item #5.1.

287 HARVEST FESTIVAL: This fund is used to account for revenues from registration fees and donations and is used to fund the expenses incurred in administering the Harvest Festival. 288 FOURTH OF JULY: This fund is used to account for donations and is used to fund the expenses incurred in administering the Fourth of July fireworks show.
289 RECREATION PROGRAMS: Used to account for revenues from registration fees or other income from recreation programs and funding the expenses incurred in providing those programs. Council established this fund to monitor the ability of the recreation programs to be self-sustaining excluding costs associated with the Recreation Director. Beginning in FY 2021, this fund is no longer active and activity is accounted for in the General Fund Recreation budget.
290 TOURISM IMPROVEMENT DISTRICT (TID): The Napa Valley Tourism Improvement District was created in 2010 and is funded through an assessment on hotel room nights implemented and collected by lodging businesses throughout Napa Valley. The intent of the assessment is to support local activities and products that promote, support and enhance locally based tourism and hospitality efforts. Revenue is currently 2% of taxable room rent. These funds are directed by the Tourism Board created by the County MOU.
291 SB-1186 STATE FEES: Effective January 1, 2013 an additional state fee of $1 was added to the business license application and renewal fee for, (1) the purpose of increasing disability access and compliance with construction-related accessibility requirements, and (2) developing educational resources for businesses to facilitate compliance with federal and state disability laws. This fee sunsets on December 31, 2018. 295 N.O.A.A.: This fund is used to account for monies used toward the compensation and mitigation project known as the Northern Napa River Tributary Stream Surveys. 329 STABO TRUST: This fund is used to account for proceeds and expenditures toward the upkeep of Stabo Park located on Hunt Avenue.
375 MADELINE MURRAY TRUST FUND: The proceeds from a non-expendable trust established in 2000 as a bequest from the Madeline Murray, through the Madeline Murray and Bertha Tranah Foundation.

The funds are to be used for new equipment purchases for the Police Department. The Fire Department also receives funding from the Madeline Murray and Bertha Tranah Foundation but it is given directly to the St. Helena Volunteer Fire Department, a non-profit organization. 380 FRIENDS & FOUNDATION, ST. HELENA PUBLIC LIBRARY: This fund is used to account for grant monies to the St. Helena Public Library from the 501(c)(3) support organization FFSHPL and related expenditures. 381 RYAN LIBRARY TRUST: A non-expendable trust established in 1941 as a bequest from the estate of John Joseph Ryan. Only earnings on investments may be appropriated for library expenditures.

Expenditures are restricted to any and all costs of maintaining the library. The fund represents the earnings on investments that are available for expenditure. The non-expendable principal is held separately.

Budget Page 29
Agenda Item #5.1.

382 MARTIN ESTATE TRUST: This is a non-expendable trust established in 1968 as a bequest from the estate of Leo H. Martin. Only earnings on investments may be appropriated for library expenses. These expenses are limited to extending, improving and enlarging the selection of books on California and Napa County History. The fund represents the earnings on investments that are available for expenditure. The non-expendable principal is held separately.
384 TWEED TRUST – ENHANCEMENT DISTRIBUTION: A trust established in 2000 as a bequest from Dorothy L. Tweed and governed by the Wood Endowment administrative framework. This fund is the expendable annual 4% distribution from the Tweed Enhancement Account of the net fair market value of assets. Funds are to benefit the library and provide support to enhance and enrich basic library services and to enhance the interior of the building. All funding requests are approved by the Library Board of Trustees and the City Council.
420 FIRE STATION BONDS: Long-term debt associated with the issuance of the 1996 Fire Station Bonds is accounted for here. The bonds, bearing interest from 5.0% to 6.75% are payable January 1 and July 1 of each year through the year 2016. Principle matures each July 1 at $65,000 to $175,000 from 1998 through 2016. Debt service is financed through property tax assessments on all property within the City. Rates are established annually by the City Council and must be certified to Napa County Auditor/Controller by August 15 of each year.
443 SOUTH S.H. DRAINAGE ASSESSMENT: Fund established to account for a Subdivision Reimbursement Agreement wherein a developer installed an oversized storm drain improvement and the City by ordinance 89-11 set up the South St. Helena Drainage Improvement Benefit Zone to assess property owners benefiting from the improvement to pay the costs associated with the storm drain. As fees are collected, they are remitted to the developer less 1.5% for City administrative costs. 561 WATER ENTERPRISE: This fund is used to account for the costs of providing water services to the general public on a continuing basis. The intent is to recover costs through user charges and fees. The fund, therefore, is operated in a manner similar to a private business enterprise. 571 SEWER ENTERPRISE: This fund is used to account for the costs of providing sewer services to the general public on a continuing basis. The intent is to recover costs through user charges and fees. The fund, therefore, is operated in a manner similar to a private business enterprise. 582 CITY GARAGE: This Internal Service Fund is designed to account for the total costs of maintaining the fleet of vehicles and automotive equipment owned by the city. Costs are allocated to the various user departments based on time and materials used within those user departments. 592 EQUIPMENT REPLACEMENT: This Internal Service Fund is designed to account for the total costs and set aside funds for future replacement costs of equipment. This includes vehicles, computers and other equipment as identified. As equipment is identified, user departments will be allocated costs based on estimated costs of replacement.

Budget Page 30
Agenda Item #5.1.

593 FIRE DEPARTMENT CAPITAL EQUIPMENT REPLACEMENT: This Fund is designated to account for funds set aside for future replacement costs and maintenance costs of Fire Department equipment. Funds included are received from Fire Department Strike Team Revenues received for use of fire apparatuses and equipment during Strike Teams Incidents.
700 FLOOD CONTROL CAPITAL RESERVE: his fund is used for the expansion, major repair or replacement of the flood control facilities located near Vineyard Valley Mobile Home Park. This fund is required to be in effect for the term of the City's State Revolving Loan, which is currently through 2028. 713 CIVIC IMPACT: This fund is used to accumulate restricted funds from new development’s proportionate share of the depreciated replacement cost of a range of facility types including City Hall, corporation yard facilities, as well as library and recreation facilities. 733 CIVIC CIP: This fund is used to account for transactions as they relate to Civic Capital Improvement Projects (CIP).
734 PARK IMPACT: This fund is used to accumulate funds from new or proposed residential development solely for park land acquisition and park improvements. 740 TRAFFIC MITIGATION IMPACT: This fund is used to accumulate funds from new or proposed development to finance circulation improvements to reduce the impacts of traffic generated by new development within the City.
741 STREETS CIP: This fund is used to account for transactions as they relate to Streets Capital Improvement Projects (CIP).
742 STORM DRAIN IMPROVEMENT: This fund is used to accumulate funds from new development’s proportionate share of planned drainage system improvements. 744 HOUSING IMPACT FEES: This fund is used to accumulate funds from new or proposed development in order to defray the costs of providing affordable housing in the City. Beginning in FY 2019, this fund is no longer active and activity is accounted for in Fund 751 Affordable Housing. 745 PARKING IN-LIEU: This fund is used to accumulate funds from new or proposed development to pay for all or a portion of the costs associate with providing new parking facilities in the City. 751 AFFORDABLE HOUSING: This fund is used to accumulate funds from new or proposed development in order to defray the costs of providing affordable housing in the City. 752: MEASURE E: Measure E went into effect on January 1, 2019, increasing the Transient Occupancy Tax from 12 to 13 percent to fund workforce housing. The additional 1% is placed in this fund and all revenues are restricted to programs and services for affordable and workforce housing. Affordable and workforce housing services and programs funded from Measure E include activities to increase, improve, and preserve the City’s supply of rental and for-sale housing for households earning up to 120% of area median income.

Budget Page 31
Agenda Item #5.1.

763 WATER CIP: This fund is used to account for transactions as they relate to Water Capital Improvement Projects (CIP).
764 WATER IMPACT: This fund is used to accumulate funds from new or proposed development to pay for water system capital improvements needed to support new development. 773 WASTEWATER CIP: This fund is used to account for transactions as they relate to Wastewater Capital Improvement Projects (CIP).
774 WASTEWATER IMPACT: This fund was established to account for the costs of constructing and improving the wastewater treatment plant and sewer collection system in order to support new development.

Budget Page 32
Agenda Item #5.1.

ESTIMATED ADOPTED ADOPTED PROJECTED
6/30/2022 2023 2023 6/30/2023
FUND BALANCE* REVENUES EXPENDITURES ENDING BALANCE*
FUND 101, GENERAL FUND               10,415,771           17,286,421 Non‐Departmental             3,896,516
City Council                392,708
City Manager/Clerk                924,603
Finance/Human Resources/IT             1,081,673
City Attorney                386,000
Planning/Building             1,112,778
Library                934,708
Recreation                901,774
Fire             2,063,312
Police             3,639,929
Public Works             3,316,359
TOTAL GENERAL FUND $            10,415,771 $        17,286,421 $        18,650,360 $              9,051,832

OTHER FUNDS
Fund 209, HOME Grant                    392,728                250,150                   25,000                    617,878 Fund 212, Department of Homeland Security                         1,127                        400                        400                         1,127 Fund 213, Gang Violence Suppression Grant                            276                              ‐ 5                                                          281 Fund 216, Public Safety Impact Fees                    620,033                   29,500                        264                    649,270 Fund 218, Public Library Foundation                         1,310                             5                     1,300                              15 Fund 219, CLSA Library Restoration                         1,887                          15                     1,350                            552 Fund 222, Park Bond Act                            222                                     ‐ ‐                                                                222 Fund 224, Public Safety (COPS)                    253,813                146,550                133,400                    266,963 Fund 225, State Gas Tax 2105                                  ‐                   37,925                   37,800                            125 Fund 226, State Gas Tax 2106                                  ‐                   21,764                   21,664                            100 Fund 227, State Gas Tax 2107                       23,481                   54,090                   51,590                       25,981 Fund 228, State Gas Tax 2107.5                         8,669                     2,100                     2,000                         8,769 Fund 229, State Gas Tax 2103                       63,561                   55,060                   54,560                       64,061 Fund 230, Road Maint & Rehab Account                    128,972                138,814                138,364                    129,422 Fund 235, Measure A                       43,568                         ‐ 250                                                     43,818 Fund 237, Emergency Flood Relief                    175,036                     1,800                              ‐                    176,836 Fund 238, Training Development                       23,563                     3,700                     8,000                       19,263 Fund 240, Measure T                 2,562,479             1,371,970                895,286                 3,039,163 Fund 241, Measure T Class 1 Trails                    287,937                   88,000                         ‐                    375,937 Fund 277, Prop 56 Grant                                  ‐                146,723                 ‐ 146,723 Fund 278, BSCC Grant                         2,627                           ‐ 30                                                       2,657 Fund 279, Asset Forfeiture                       55,012                     6,450                     6,500                       54,962 Fund 283, Tree City USA                     ‐ 131,666                                               ‐ 131,666 Fund 286, Bocce Ball                       62,030                   40,500                   27,827                       74,703 Fund 287, Harvest Festival                       11,301                     3,900                   15,100                            101 Fund 288, Fourth of July                       23,202                   40,000                   55,000                         8,202 CITY OF ST. HELENA

FUND BUDGET SUMMARY
Fiscal Year 2022/2023
Budget Page 33
Agenda Item #5.1.

ESTIMATED ADOPTED ADOPTED PROJECTED
6/30/2022 2023 2023 6/30/2023
FUND BALANCE* REVENUES EXPENDITURES ENDING BALANCE*
Fund 289, Recreation Programs                        ‐ 36,050                                                  ‐ 36,050 Fund 290, Tourism Improvement District                       13,826                551,040                550,590                       14,276 Fund 291, SB‐1186 State Fees                       17,786                     2,720                     5,000                       15,506 Fund 295, N.O.A.A.                         2,717                           ‐ 25                                                       2,742 Fund 329, Stabo Trust                       37,555                         ‐ 400                                                     37,955 Fund 375, Murray Ex Trust                       17,985                     1,850                     4,860                       14,975 Fund 380, Friends and Foundation                       45,859                137,400                144,288                       38,971 Fund 381, Ryan Library Trust                       13,846                         ‐ 250                                                     14,096 Fund 382, Martin Library Trust                       24,577                        450                        700                       24,327 Fund 384, Tweed Trust Enhancement Dist.                    767,108                   62,856                   50,000                    779,964 Fund 420, Fire Station GO Bonds                        ‐ 12,361                               ‐                                                     12,361 Fund 443, South St. Helena Drainage                       29,969                         ‐ 325                                                     30,294 Fund 561, Water Enterprise                 3,203,345             6,625,840             6,625,840                 3,203,345 Fund 571, Sewer Enterprise                 3,771,200             3,385,563             3,385,563                 3,771,200 Fund 582, Garage                     (30,273)                316,590                316,589                     (30,272) Fund 592, Equipment Replacement                    255,241                458,000                398,669                    314,572 Fund 593, Fire Capital Equipment Replacement                     ‐ 132,994                                                 40,000                       92,994 TOTAL OTHER FUNDS $            12,833,916 $        13,732,860 $        13,286,943 $            13,279,833

CAPITAL FUNDS
Fund 700, Flood Control Protection                    141,045                   51,500                   30,000                    162,545 Fund 713, Civic Improvement Impact Fees                    762,041                   26,000                     1,295                    786,746 Fund 733, Civic Capital Improvement                    768,960             2,879,693             2,519,019                 1,129,634 Fund 734, Park Impact Fees                 1,083,198                   83,000                640,659                    525,539 Fund 740, Traffic Mitigation Impact Fees                 2,770,742                   65,000                874,906                 1,960,837 Fund 741, Streets Capital Improvement                   (414,023)             2,536,445             2,078,056                       44,366 Fund 742, Storm Drain Impact Fees                    668,689                   22,000                        264                    690,425 Fund 745, Parking In‐Lieu                    656,020                     5,000                   30,000                    631,020 Fund 751, Affordable Housing                 1,505,338                   65,295                   25,000                 1,545,633 Fund 752, Measure E                                  ‐                287,718                   10,000                    277,718 Fund 763, Water Capital Improvement                        ‐ 92,020                                              900,000                   (807,980) Fund 764, Water Impact Fees                    177,869                   37,164                     1,296                    213,738 Fund 773, Wastewater Capital Improvement                 1,642,632             8,397,856           13,436,139                (3,395,651) Fund 774, Wastewater Impact Fees                    605,841                   16,918                678,556                     (55,796) TOTAL CAPITAL FUNDS $            10,460,373 $        14,473,589 $        21,225,189 $              3,708,773 TOTAL ALL FUNDS 33,710,061 $            $       45,492,870 $       53,162,493 $           26,040,438 *Estimated Balances are Unassigned Fund Balance.

Budget Page 34
Agenda Item #5.1.

# DESCRIPTION AMOUNT
1 Streets CIP ‐ Measure T Class 1 Trails 85,000
24th of July 40,000
3 Equipment Replacement Fund 458,000
4HMGP Defensible Space Match 40,750
5 Streets CIP ‐ Oak Ave & College Ave Improvements 50,000 6 Streets CIP ‐ Measure T MOE 379,189
1,052,939
7 Streets CIP 37,800
8 Streets CIP 21,664
9 Streets CIP 40,590
10 Streets CIP 2,000
11 Streets CIP 54,560
12 Streets CIP 138,364
294,978
13 Streets CIP 895,286
895,286
14 Tree City Fund Balance ‐ Activity Transferred to GF 131,666 131,666
15 Recreation Fund Balance ‐ Activity Transferred to GF 36,050 36,050
16 TID Assessment Admin Fee 4,999
4,999
17 Transfer to Civic CIP 515,659
515,659
18 Transfer to Wastewater Impact Fee ‐ Impact Fee 873,610 873,610
19 Transfer to Wastewater CIP 677,260
677,260
4,482,447
(1) Transfers may decrease based on total activity at year end (2) Impact fee loan to assist with funding for the WWTP Upgrade project 226 741
227 741
228 741
229 741
283 101

TOTAL TRANSFERS FROM TREE CITY FUND
FROM: HIGHWAY USERS TAX AND ROAD MAINTENANCE & REHABILITATION ACT (1) 225 741
230 741
TOTAL TRANSFERS FROM HIGHWAY USERS TAX AND ROAD MAINTENANCE & REHABILITATION ACT (1)

TOTAL TRANSFERS
FROM: WASTEWATER IMPACT FEE FUND
774 773

TOTAL TRANSFERS FROM WASTEWATER IMPACT FEE FUND
FROM: PARK IMPACT FEE FUND
734 733

TOTAL TRANSFERS FROM PARK IMPACT FEE FUND
FROM: TID
290 101

TOTAL TRANSFERS FROM TID FUND
FROM: MEASURE T
240 741

TOTAL TRANSFERS FROM MEASURE T FUND
FROM: RECREATION
289 101

TOTAL TRANSFERS FROM RECREATION FUND
FROM: TREE CITY

TOTAL TRANSFERS FROM GENERAL FUND
101 733
101 741
101 741
592
FROM: TO:

FROM: GENERAL FUND

SCHEDULE OF TRANSFERS
Fiscal Year 2022/2023
101 241
101 288
101
FROM: TRAFFIC MITIGATION IMPACT FEE FUND
740 774

TOTAL TRANSFERS FROM TRAFFIC MITIGATION IMPACT FEE FUND Budget Page 35
Agenda Item #5.1.

General Fund 1,052,939
Highway Users Tax ‐ 225 37,800
Highway Users Tax ‐ 226 21,664
Highway Users Tax ‐ 227 40,590
Highway Users Tax ‐ 228 2,000
Highway Users Tax ‐ 229 54,560
Road Maintenance & Rehab Act 138,364
Measure T 895,286
Tree City 131,666
Recreation 36,050
TID 4,999
Park Impact Fee Fund 515,659
Traffic Mitigation Fee Fund 873,610
Wastewater Impact Fee Fund 677,260
4,482,447
= 172,715
= 40,000
= 458,000
670,715
= 85,000
= 556,409
= 1,619,453
= 677,260
= 873,610
3,811,732
TOTALS: 4,482,447
=
226 =
227 =
228
Wastewater CIP 773
Wastewater Impact Fee 774
Subtotal Capital
Civic CIP 733
Streets CIP 741
Measure T Class 1 Trails 241
Capital Equipment 592
Subtotal Operations

CAPITAL
SUMMARY TRANSFERS IN:

OPERATIONS
General Fund 101
Fourth of July 288
TOTALS:
740 =
774 =
289 =
290 =
734 =
225 =
240 =
283 =
=
229 =
230

SCHEDULE OF TRANSFERS
Fiscal Year 2022/2023
SUMMARY TRANSFERS OUT:
101 =
Budget Page 36
Agenda Item #5.1.

CITY OF ST. HELENA

DESCRIPTIONS OF REVENUE SOURCES
FISCAL YEAR 2022‐23

GENERAL FUND
Property Taxes ($5,911,328) ‐ Real property within the City is taxed at 1% of assessed value as determined by the County Assessor. The City’s share of this tax is approximately 16%. For fiscal year 2022‐23 a growth factor of 3.4% has been applied.  The growth factor has been applied to the FY 2021‐22 adjusted budget excluding, which was budgeted based on historical average.

Napa County is using the Teeter Plan for collections that provides the City with 100% of the taxes assessed with the County in turn keeping all delinquent penalties and interest collected. This category includes revenues for Property Tax Secured, Property Tax Unsecured, Prior Year Property Tax, Homeowner Property Tax, Real Property Transfer Tax, and In Lieu VLF.  Previous budgets had a separate revenue category for In Lieu VLF; starting in FY 2017‐2018 this item was added to the budget document to resemble the audited financial statements more closely.

Budget Page 37
Agenda Item #5.1.

Sales Tax and Sales Tax in Lieu ($6,218,148) ‐ The City receives 1.5% of retail sales made within the City limits. Sales tax in St. Helena is derived from a diversity of commercial operations such as wineries, tasting rooms, retail shops, restaurants, building supply, and car dealers. Estimates for sales tax are based on the most likely model presented by Avenue Insights & Analytics, the City’s sales tax consultant. FY 2021‐22 Estimated amount is a 26.15% increase over FY 2021‐22 Estimated amount, which continues to recover from the COVID‐19 pandemic that resulted in numerous business closures caused by public health orders.

Budget Page 38
Agenda Item #5.1.

Transient Occupancy Tax ($3,437,647) – The City has a tax rate of 12% on all overnightstays when occupying a room, rooms, or other living space in a hotel, inn, tourist home or house, motel, or other lodging if the stay is for a period of 31 days or less.  The tax is paid by the guests staying at these accommodations.  Due to impacts from the COVID‐19 Pandemic health orders that caused rapidly diminishing occupancy beginning in March 2020, Transient Occupancy Tax remains the most volatile of the City’s primary General Fund revenue sources.

FY 2021‐22 performance was higher than anticipated, which is a result of increased travel as pandemic restrictions relax. However, it is unknown if the surge in occupancy is sustainable.

Therefore, the City continues to remain cautious in projecting TOT revenues. Projections were based on a 4% increase in pre‐pandemic revenue collections.

Budget Page 39
Agenda Item #5.1.

Business License Tax ($101,000) ‐ This revenue is generated by a license tax paid by all businesses operating within the City. With revenues declining during the current fiscal year, a relative decrease in revenue has been projected for FY 2022‐23.

Building & Planning Revenue ($558,431) ‐ This category includes revenues for Building Permits, Building Inspection and Administrative Fees, Planning Application and Permit Fees, and Short‐ Term Rental Permit Fees.

Budget Page 40
Agenda Item #5.1.

Other ($1,107,148) ‐ This category includes revenues for Franchise Taxes, Charges for Services, Fines and Forfeits, Development Fees, Intergovernmental Fees, Interest and Rents, and Miscellaneous General Fund Revenues.   The significant increase in the FY 2020‐21 revenue received is due to Emergency Relief related to reimbursements for expenses incurred by the LNU Lightning Complex Fire and Glass Fire.

Budget Page 41
Agenda Item #5.1.

ENTERPRISE FUNDS
Water Enterprise Service Charges ($6,625,840)  ‐  Revenues charged to users of the municipal water system. The City entered a Phase II Water Emergency in November 2020, which implemented a penalty structure that is assessed to users that exceed their monthly water allocation. As a result of the penalty structure, water revenues declined by approximately 10.5% in FY 2021‐22 as water conservation was realized.  The City engaged Raftelis to conduct a Water and Wastewater Rate Study in FY 2021‐22. It is anticipated that the new rates will be implemented in April 2023. Funds are used to pay for debt service payments, operations and maintenance, and capital projects.

Budget Page 42
Agenda Item #5.1.

Wastewater (Sewer) Enterprise Service Charges ($3,385,563) ‐ Revenues charged to users of the municipal sewer system. The City entered a Phase II Water Emergency in November 2020, which implemented a penalty structure that is assessed to users that exceed their monthly water allocation.   FY 2021‐22 projected revenues declined by approximately 4.19% because of decreased sewer commodity revenue which is based on actual water usage. The decline was a result of water conservation measures. Funds are used to pay for debt service payments, operations and maintenance, and capital projects.

Budget Page 43
Agenda Item #5.1.

STAFF OVERVIEW
DEPARTMENTS FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 CURRENT +/‐ CITY ADMINISTRATION 6.00 6.00 6.00 4.00 5.00 1.00
ADMINISTRATIVE SERVICES 5.00 5.00 5.00 7.00 8.00 1.00
PLANNING/BUILDING 6.00 6.00 5.00 5.00 5.00 0.00
POLICE 17.75 18.75 16.75 17.75 18.75 1.00
FIRE 8.63 10.20 10.15 10.15 14.12 3.97
LIBRARY 7.95 7.95 6.95 6.95 5.98 (0.97)
RECREATION 7.85 7.85 7.35 6.85 7.85 1.00
PUBLIC WORKS‐ADMINISTRATION 7.00 7.00 6.50 6.50 9.50 3.00 STREET/SEWER/PARKS/TREES/GOVT BLD 8.00 8.50 9.00 9.50 9.90 0.40 WATER DISTRIBUTION 3.00 3.00 3.00 3.00 3.00 0.00
WATER TREATMENT PLANT 3.00 3.00 3.00 3.00 2.30 (0.70)
WASTEWATER TREATMENT PLANT 3.00 3.00 3.00 3.00 2.30 (0.70) TOTAL FTE'S 83.18 86.25 81.70 82.70 91.70 9.00

STAFFING COMPARISON BY DEPARTMENT
IN FULL‐TIME EQUIVALENTS
CITY OF ST. HELENA
A L L O C A T I O N   O F   C I T Y   P O S I T I O N S Fiscal Year 2022‐23
A significant part of the City's Operating Budget is salaries and benefits. Funding for employees who in turn provide services to our citizenry make up 45.8% of the total operational budget; amounting to $14,218,121 (including Unfunded Liability for PERS).  The following graph identifies full‐time equivalent (FTE) positions by department.

Authorized positions for fiscal year 2023 are 91.70 FTE's. Part‐time positions make up 14.57 FTE's of the total FTE's. Not included in the above figures are 1 Mayor, 4 Council Members, 5 Planning Commissioners, Recreation Program Instructors or Tree Maintenance Workers who are hired on an as needed basis.

The adopted budget shows the addition of several positions during FY 2021‐22 and FY 2022‐23. An increase of 1.0 FTE in City Administration was a result of the newly created Assistant City Manager position approved in FY 2021‐22. An increase of 1.0 FTE in the Administrative Services Department is the result of a newly created Administrative Services Analyst position FY 2021‐22. An increase of 1.0 FTE in the Police Department is the result of unfreezing one Police Officer position in FY 2021‐

22. A net decrease of 3.97 FTE in the Fire Department is the addition of four full‐time Firefighters, increasing the Fire Chief to full‐time and decreasing part‐time salaries as a result of the addition of the full‐time positions during FY 2021‐22. A net decrease in the Library Department is a result of freezing one Library Associate position and increasing the part‐time hours.

The increase of 1 FTE in the Recreation Department is a result of unfreezing one Recreation Supervisor position. The increase of 3.0 FTE in Public Works Administration is the result of the unfreezing the Senior Civil Engineer and Environmental Technician positions and the addition of a Treatment Plant Manager position. The increase in the Parks division is a result of shifting one Maintenance Worker position from being split 50/50 between Public Works and Recreation to 100% Public Works. The net decrease in the Treatment Plants is a result of the addition of one Treatment Plant Manager to oversee the plants and the elimination of the Chief Plant Operators. 5%
9%
5%
20%
15%
7%
9%
10%
11%
3%
3% 3%

CITY ADMINISTRATION

ADMINISTRATIVE

SERVICES

PLANNING/BUILDING
POLICE
FIRE

LIBRARY

RECREATION
PUBLIC WORKS‐

ADMINISTRATION

STREET/SEWER/PARKS/

TREES/GOVT BLD

WATER DISTRIBUTION

WATER TREATMENT
PLANT

WASTEWATER

TREATMENT PLANT
Budget Page 44
Agenda Item #5.1.

AdministraƟve

19.00 FTE
City Manager
Assistant City Manager
City Clerk
Finance
Human Resources
InformaƟon Technology
Planning & Building*
Community Services

15.83 FTE
Library*
RecreaƟon*
Public Safety

32.87 FTE
Fire
Police*
Public Works

28.00 FTE
AdministraƟon*
Water
Wastewater
Economic Development
General AdministraƟon
Housing Programs
ElecƟons
Records Management
AccounƟng/Payroll
Budget Management
UƟlity Billing
Human Resources
Risk Management
City AƩorney
(Contract)
Interim City Manager
James McCann
Mayor and
City Council
Residents of
St. Helena
Boards and
Commissions (4)
City of St. Helena
Fiscal Year 2022/23 OrganizaƟonal Chart
InformaƟon Technology
Desktop Support
TelecommunicaƟons
Community Engagement
Children’s Programs
Resources & InformaƟon
Community Events
Adult & Youth Programs
Adult & Youth Sports
Fire ProtecƟon
Emergency Response
Life Safety EducaƟon
Crime PrevenƟon
Emergency Service
Traffic Enforcement
ConstrucƟon Management
Engineering
Capital Improvement
Streets
Storm Drains
Wastewater CollecƟons
Parks and Tree
Maintenance
Water and Wastewater
Treatment
Government Buildings and
Grounds Maintenance
City Garage
Fleet Management
Planning
Building InspecƟons
Code Enforcement
*Not all FTE will be filled, as some posiƟons have been frozen during the start of FY 2022‐23.

Budget Page 45
Agenda Item #5.1.

General Fund
The General Fund is used to account for resources traditionally associated with government, which are not required legally or by sound financial management to be accounted for in another fund.

Budget Page 46
Agenda Item #5.1.

CITY OF ST. HELENA
GENERAL FUND REVENUES ‐ $17,286,421
FISCAL YEAR 2022‐23

GENERAL FUND REVENUE COMPARISON
Budget Page 47
Agenda Item #5.1.

CITY OF ST. HELENA
GENERAL FUND YEAR EXPENDITURES ‐$18,650,360

BY DEPARTMENT
FISCAL YEAR 2022‐23

GENERAL FUND YEAR OVER YEAR EXPENDITURES
‐
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted Budget Page 48
Agenda Item #5.1.

General Fund Revenues
Actual Actual Actual Adopted Adjusted Estimated Adopted Account Description 2019 2020 2021 2022 2022 2022 2023
101‐30‐10‐00‐00 Property Tax‐Secured        3,940,490        4,109,646         4,491,375        4,424,468        4,398,942        4,398,942        4,574,900 101‐30‐11‐00‐00 ERAF Shift to State           342,386           309,857            465,733 ‐            443,774           496,468           230,000 101‐30‐20‐00‐00 Property Tax‐Unsecured           125,292           127,427              22,927           162,196           161,261           161,261           167,711 101‐30‐30‐00‐00 Prior Year Property Tax                1,035 964                4,323                1,588                1,588                8,823                1,642 101‐30‐90‐00‐00 Real Property Transfer Tax             83,805             67,964            171,689             88,000             88,000           110,000           110,000 101‐32‐05‐00‐00 In Lieu VLF             726,626           776,392            810,122           782,140           777,628           777,628           808,733 101‐32‐20‐00‐00 Homeowner Property Tax             15,555             15,260              12,492             17,739             17,739             13,460             18,342 5,235,189        5,407,511        5,978,661        5,476,132        5,888,932        5,966,582        5,911,328 101‐30‐40‐00‐00 Retail Sales/Use Tax        3,159,579        2,822,979         2,945,506        3,058,400        3,058,400        3,058,400        3,822,848 101‐30‐42‐00‐00 Public Safety Sales Tax             61,687             66,742              69,493             71,800             71,800             71,800             80,300 101‐30‐43‐00‐00 Sales Tax In Lieu ‐ ‐  ‐ ‐  ‐  ‐  ‐
101‐30‐44‐00‐00 Measure D        1,743,519        1,650,599         1,723,186        1,799,000        1,799,000        1,799,000        2,315,000 4,964,784        4,540,321        4,738,185        4,929,200        4,929,200        4,929,200        6,218,148 101‐30‐50‐00‐00 Transient Occupancy Tax        3,296,741        2,470,808         1,558,565        3,131,904        3,566,991        3,566,991        3,428,611 101‐30‐51‐00‐00 Transient Tax Penalty             64,084             11,154              15,689                9,036                9,036                9,036                9,036 3,360,825        2,481,962        1,574,254        3,140,940        3,576,027        3,576,027        3,437,647 101‐30‐60‐00‐00 Franchise Tax           209,872           215,623            210,659           212,930           212,930           218,576           335,468 209,872           215,623            210,659           212,930           212,930           218,576           335,468 101‐30‐61‐00‐00 Comcast PEG Access Fees             22,698             22,528              21,994             22,500             22,500             22,500             22,500 101‐30‐75‐00‐00 Fire Inspection Fees                1,100 ‐                 1,375 ‐  ‐  ‐  ‐ 101‐31‐21‐00‐00 Building Inspection Fees ‐ ‐  ‐ ‐  ‐  ‐  ‐ 101‐31‐22‐00‐00 Building Admin Fees ‐ ‐  ‐ ‐  ‐  ‐  ‐
101‐31‐23‐00‐00 Other Fire Fees                2,850 ‐                 2,850 ‐  ‐                 5,350 ‐ 101‐33‐10‐00‐00 Planning Fees ‐ ‐  ‐ ‐  ‐  ‐  ‐
101‐33‐30‐00‐00 Sales Of Maps/Publications 210 59 108 150 150 25 150 101‐33‐50‐00‐00 Police Services             33,439             19,168                7,002             30,000             30,000             50,532             30,000 101‐33‐60‐00‐00 Administrative Fees ‐ ‐  ‐ ‐  ‐  75 ‐
101‐33‐70‐00‐00 Planning Fees            (53,936) ‐                 6,000 ‐  ‐  ‐  ‐ 101‐33‐80‐00‐00 Engineering Fees                1,800 675 ‐ ‐  ‐  75 ‐ 8,161             42,430              39,329             52,650             52,650             78,557             52,650 101‐31‐40‐00‐00 Vehicle Code Fines             28,136             22,446              24,974             27,583             27,583             27,583             28,000 101‐31‐50‐00‐00 Other Police Fines             36,260             24,821                8,917             28,279             28,279             28,279             25,000 101‐31‐55‐00‐00 A/R Late Penalty                3,959 215 144 500 500 300 500 101‐33‐63‐00‐00 Civil Penalties           149,264             92,700 ‐             45,000             45,000 ‐              45,000 101‐34‐20‐00‐00 Library Fines & Fees                4,087 86 ‐ ‐  ‐  ‐  ‐ 221,705           140,267              34,035           101,362           101,362             56,162             98,500 101‐30‐70‐00‐00 Application & Permit Fees                5,475                4,250                3,375                5,500                5,500                2,500                2,000 101‐30‐80‐00‐00 Business License           156,715           155,021            149,069           154,896           154,896           125,000           100,000 101‐30‐81‐00‐00 Business License Penalty                1,555 798 619                1,332                1,332 500                1,000 101‐31‐20‐00‐00 Building Permits           482,404           552,044            587,287           450,281           450,281           460,000           500,000 101‐33‐15‐00‐00 Short Term Rental Permit             15,750             31,500              20,250             27,500             27,500             27,500             35,000 101‐33‐74‐00‐00 Planning App & Permit Fees           180,329             85,429            111,100             75,000             75,000             75,000             75,000 101‐33‐84‐00‐00 Public Works App & Permit Fees             39,300             41,175              54,300             37,132             37,132             52,450             38,000 101‐33‐86‐00‐00 Well Permit Fee                2,600                2,600 ‐                1,300                1,300 650                1,300 884,127           872,817            926,000           752,941           752,941           743,600           752,300 101‐33‐81‐00‐00 Public Works Land & Dev Fees             25,600             19,360              20,800             20,325             20,325             20,325             10,000 25,600             19,360              20,800             20,325             20,325             20,325             10,000 Property Taxes
Sales Tax
Transient Occupancy Taxes
Other Taxes
Licenses and Permits
Fines and Forfeits
Charges for Service
Development Fees
Fines and Forfeits
Licenses and Permits
Development Fees
Property Taxes
Sales Tax
Transient Occupancy Taxes
Other Taxes
Charges for Service
Budget Page 49
Agenda Item #5.1.

General Fund Revenues
Actual Actual Actual Adopted Adjusted Estimated Adopted Account Description 2019 2020 2021 2022 2022 2022 2023
101‐32‐10‐00‐00 Motor Vehicle In‐Lieu                2,937 ‐  ‐                3,255                3,255                3,255 ‐ 101‐32‐70‐00‐00 County Fire Contract             48,855             48,855              48,855             48,855             48,855             48,855             48,855 101‐32‐80‐00‐00 Emergency Relief           269,490           120,930             ‐  952,591 ‐            996,456 ‐ 101‐34‐61‐49‐00 Contrib from Gov ‐ Police                9,221                8,484 ‐ ‐  ‐                 8,484 ‐ 101‐34‐71‐00‐00 Reimb State Mandated Costs                4,538                1,647                5,489                2,040                2,040                2,040                5,000 101‐34‐73‐00‐00 Other State Revenue 18                1,355 13 ‐  ‐  ‐  ‐ 101‐34‐75‐00‐00 Restitution           181,227 200 26 ‐  ‐  ‐  ‐ 101‐36‐80‐00‐00 Library Abatement                3,877                3,302                5,522                3,746                3,746                3,746                3,750 101‐38‐70‐00‐00 Allocation from Other Agency                1,948 ‐  ‐ ‐  ‐  ‐  ‐ 522,112           184,773        1,012,496             57,896             57,896        1,062,836             57,605 101‐31‐70‐00‐00 Investment Earnings           262,296           215,290             (97,343)             70,000             70,000             70,000             50,000 101‐34‐76‐00‐00 Cash Overage/Shortage 22 61 ‐ ‐  ‐  90 ‐ 101‐31‐75‐00‐00 Interest Income (93) ‐  ‐ ‐  ‐  ‐  ‐
101‐36‐10‐00‐00 Rental Income           153,805             89,101              79,904             73,868             73,868             86,366             13,260 101‐36‐12‐00‐00 Rec Programs Facility Rental 865 ‐  ‐ ‐  ‐  ‐  ‐ 101‐36‐11‐00‐00 Tennis Court Rentals                1,225 750 ‐                1,425                1,425 300 500 418,120           305,202             (17,438)           145,293           145,293           156,756             63,760 101‐33‐20‐00‐00 Legal Cost Recovery             32,726 ‐  ‐             10,000             10,000 ‐  ‐ 101‐33‐21‐00‐00 Storm Drain Cost Recovery ‐ ‐  ‐ ‐  ‐  ‐  ‐ 101‐33‐40‐00‐00 Other Filing/Certification Fee ‐ 200 ‐ 165 165 165 ‐ 101‐34‐22‐00‐00 Library Copies                2,946                1,585 ‐                3,030                3,030                1,500                1,000 101‐34‐23‐00‐00 Library Lost Material 617 500 ‐ 500 500 500 300 101‐34‐24‐00‐00 Library Room Rental 305 150 ‐ 354 354 354 ‐ 101‐34‐31‐00‐00 Donations ‐ 300 ‐ ‐  ‐                 1,000 ‐ 101‐34‐31‐48‐00 Donations ‐ Fire Department ‐ ‐                 4,000 ‐  ‐  ‐  ‐ 101‐34‐31‐49‐00 Donations ‐ Police Department ‐ ‐                 1,500 ‐  ‐  ‐  ‐ 101‐34‐51‐00‐00 Sale of Capital Assets                1,155                3,795 633 ‐  ‐                 6,687 ‐ 101‐34‐60‐00‐00 Contributions from non‐govt ‐ ‐  ‐ ‐  ‐  ‐  ‐ 101‐34‐61‐00‐00 Contributions from Government ‐ ‐          1,058,502           575,000           729,864           729,864 ‐ 101‐34‐61‐46‐00 Contributions from Gov ‐ Library ‐                2,000 500 ‐  ‐                 1,000 ‐ 101‐34‐70‐00‐00 Other Revenue           123,934             41,033              39,123             55,000             55,000             99,256             55,000 101‐34‐70‐22‐47 Other Revenue ‐ Jingle ‐                4,389 ‐ ‐  ‐  ‐  ‐ 101‐34‐70‐47‐00 Other Revenue ‐ Recreation ‐ ‐             123,996           120,000           120,000           148,000           120,000 101‐34‐70‐47‐01 Other Revenue ‐ ‐  ‐             20,000             20,000 ‐  ‐ 101‐34‐74‐00‐00 Insurance Refund ‐                1,244 ‐ ‐  ‐  ‐  ‐ 101‐39‐98‐00‐00 Operating Transfers In             15,319                5,367            834,123                1,972                1,972                4,486           172,715 182,495             60,562        2,062,376           786,021           940,885           992,812           349,015 TOTALS      16,032,990      14,270,828      16,579,356      15,675,690      16,678,441      17,801,432      17,286,421 Miscellaneous
Intergovernmental
Interest and Rents
Miscellaneous
Intergovernmental
Interest and Rents
Budget Page 50
Agenda Item #5.1.

GENERAL FUND DEPARTMENT SUMMARY
Fund Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 4000 Non Departmental 2,008,124 2,711,682 3,211,499 3,896,516 4100 City Council 285,976 266,762 434,887 392,708
4200 City Administration 1,018,991 1,027,260 733,280 924,603 4300 Finance/HR/IT 497,387 414,335 883,923 1,081,673
4400 Attorney 241,597 263,017 386,000 386,000
4500 Planning/Building 948,466 1,121,499 1,490,235 1,112,778 4600 Library 994,165 948,576 1,019,271 934,708
4728 Parks & Recreation 272,787 594,378 701,597 901,774 4800 Fire 1,611,368 2,167,469 2,006,801 2,063,312
4900 Police 3,024,444 2,987,085 3,325,398 3,639,929
5000 Public Works 3,287,852 2,066,187 3,069,445 3,316,359 Grand Total                14,191,158                14,568,251                17,262,336                18,650,360 10,415,771
17,286,421
(18,650,360)
(1,363,939)
9,051,832
Percentage Fund Balance 49%
Estimated Fund Balance 6/30/22

GENERAL FUND ESTIMATED FUND BALANCE
Revenues
Expenses
Use of Reserves
Estimated Fund Balance 6/30/23
60%
72%
60%
49%
0%
20%
40%
60%
80%
FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted General Fund Balance by Percentage
$8.5 M
$10.5 M $10.4 M
$9.1 M
$0.0 M
$2.0 M
$4.0 M
$6.0 M
$8.0 M
$10.0 M
$12.0 M
FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted General Fund Balance
Budget Page 51
Agenda Item #5.1.

Administration
Departments
Budget Page 52
Agenda Item #5.1.

City Council
Budget Page 53
Agenda Item #5.1.

City Council
Geoff Ellsworth - Mayor
Paul Dohring - Vice Mayor
Anna Chouteau - Council Member
Lester Hardy - Council Member
Eric Hall - Council Member
Budget Page 54
Agenda Item #5.1.

City Council (4100)
Budget 2022-23
Purpose
The City Council is the governing body of the City of St. Helena and has the power to make and enforce all laws related to municipal affairs, subject only to the limitation of the City Code and the State Constitution. The Council is responsible for the formulation of policy, enactment for legislation, control of revenues, and the appropriation of funds.

Vision Statement
St. Helena strives to be a diverse, inclusive, family-friendly, economically and environmentally sustainable community which prudently manages all of its resources, continues to improve its infrastructure, ensures its water security, provides a full range of housing, business, cultural and recreational opportunities and cherishes its historic, small-town character, beautiful natural environment and high quality of life.

Improve and Maintain Safe and Reliable City Infrastructure with a Commitment to Environmental Stewardship, Public Health, and Public Safety Stabilize, Maintain and Improve Access to Housing
Enhance Organizational Performance, Communications, and Commit to Full Public Participation and Regional Collaboration
Ensure Long-Term Economic Sustainability while Supporting St. Helena's Charm and Rural Character
Support Thriving Families and Enhance the Safety, Well-Being, and Healthy Development of our Youth
Support Initiatives that respond to and plan for Climate Change 3-Year Goals
Budget Page 55
Agenda Item #5.1.

City Council (4100)
Budget 2022-23
Authorized the appointment of the City’s next City Manager, Anil Comelo.

Adopted a resolution declaring a climate emergency committing to provide leadership and services to achieve its goal of net zero climate pollution by 2030.

Authorized three new full-time positions to substantially enhance the City’s capacity to execute and deliver the elements of the City Council’s Work Plan. The positions are: Assistant City Manager, Management Analyst for the Administrative Services Department, and a Treatment Plant Operator which will oversee both the Water and Wastewater systems.

Initiated a Youth Representative pilot program to provide youth an opportunity to share their authentic voices to community leaders
Authorized four additional full-time firefighter positions to provide station coverage 24 hours a day, 7 days a week.

Approved a conservation easement for the Flood Control Project which was the final step to release a $237,000 retention from the Department of Water Resources and closed out the Flood Control Project.

Appointed of Water and Wastewater Rate Study Advisory Committee Authorized placing of a ballot measure on the June 7, 2022 ballot for the issuance of GO Bonds for critical City infrastructure projects which has an apparent passage of 75%.

Authorized $9.3 million in financing for the Wastewater Treatment Plant Phase I upgrade project
Authorized a $250,000 permanent loan to Our Town St. Helena to assist with the development of four new affordable housing units in St. Helena.

Accomplishments
Budget Page 56
Agenda Item #5.1.

City Council
Expenses by Fund and Category
Fund Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund 285,976 266,762 434,887 392,708
561 Water Enterprise 18,057 16,480 21,198 21,927
571 Sewer Enterprise 18,057 16,480 21,198 21,927
751 Affordable Housing 25,000 ‐ ‐ ‐
752 Fund ‐ ‐ ‐ 10,000
Grand Total 347,089 299,723 477,282 446,562
Object Code Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 41 City Council
20 Salaries & Benefits 120,380 109,869 141,317 146,177
21 Services 49,017 51,701 128,285 74,300
22 Supplies 176 1,255 4,219 1,000
24 Taxes, Insurances & Contributions 177,516 136,897 203,461 225,085 Grand Total 347,089 299,723 477,282 446,562
33%
17%
0%
50%
FY 23 EXPENSES BY CATEGORY
Salaries & Benefits
Services
Supplies
Taxes, Insurances & Contributions
Budget Page 57
Agenda Item #5.1.

City Council Budget ‐ 4100
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund
41 Council
101‐41‐00‐20‐20 Temp/Part Time 12,600 12,600 12,600 12,600 101‐41‐00‐20‐40 FICA/Medicare 1,133 964 1,253 1,253
101‐41‐00‐20‐55 Health Insurance 67,961 62,977 80,903 84,304 101‐41‐00‐20‐75 Deferred Comp 2,573 368 4,166 4,166
20 Salaries & Benefits 84,267 76,909 98,922 102,323
101‐41‐00‐21‐10 Communications 2,436 2,340 2,900 2,900
101‐41‐00‐21‐15 Postage 1 15 100 100
101‐41‐00‐21‐40 Professional Fees 29,811 37,487 101,285 28,000 101‐41‐00‐21‐45 Other Contract Services 1,602 1,350 5,100 21,000 101‐41‐00‐21‐53 Memberships & Publications 5,084 4,583 6,800 6,800 101‐41‐00‐21‐55 Training & Conference 10,084 5,927 12,100 15,500 21 Services 49,017 51,701 128,285 74,300
101‐41‐00‐22‐12 Computer Equipment ‐  741 ‐  ‐
101‐41‐00‐22‐13 Office Supplies 91 97 500 500
101‐41‐00‐22‐15 Special Department Supplies 85 417 3,719 500 22 Supplies 176 1,255 4,219 1,000
101‐41‐00‐24‐05 Contributions 152,516 136,897 203,461 215,085 24 Taxes, Insurances & Contributions 152,516 136,897 203,461 215,085 00 Administration 285,976 266,762 434,887 392,708
561 Water Enterprise
41 Council
561‐41‐00‐20‐20 Temp/Part Time 2,700 2,700 2,700 2,700
561‐41‐00‐20‐40 FICA/Medicare 243 206 269 269
561‐41‐00‐20‐55 Health Insurance 14,563 13,495 17,336 18,065 561‐41‐00‐20‐75 Deferred Comp 551 79 893 893
20 Salaries & Benefits 18,057 16,480 21,198 21,927
00 Administration 18,057 16,480 21,198 21,927
571 Sewer Enterprise
41 Council
571‐41‐00‐20‐20 Temp/Part Time 2,700 2,700 2,700 2,700
571‐41‐00‐20‐40 FICA/Medicare 243 206 269 269
571‐41‐00‐20‐55 Health Insurance 14,563 13,495 17,336 18,065 571‐41‐00‐20‐75 Deferred Comp 551 79 893 893
20 Salaries & Benefits 18,057 16,480 21,198 21,927
00 Administration 18,057 16,480 21,198 21,927
Budget Page 58
Agenda Item #5.1.

City Council Budget ‐ 4100
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 751 Affordable Housing
41 Council
751‐41‐00‐24‐05 Contributions 25,000 ‐ ‐  ‐
24 Taxes, Insurances & Contributions 25,000 ‐ ‐  ‐
00 Administration 25,000 ‐ ‐  ‐
752 Measure E
41 Council
752‐41‐00‐24‐05 Contributions ‐  ‐  ‐  10,000
24 Taxes, Insurances & Contributions ‐  ‐  ‐  10,000
00 Administration ‐  ‐  ‐  10,000
Grand Total 347,089 299,723 477,282 446,562
Budget Page 59
Agenda Item #5.1.

Description Object Code Total Budgeted
Professional Fees 2140 101
Public Engagement ‐ Goal Setting           5,000                      5,000 Public Engagement ‐ Good Governance           5,000                      5,000 Planning Commission ‐ Governance           2,500                      2,500 Diversity & Inclusion Awareness Training           5,000                      5,000 Translation Services           5,000                      5,000 Youth Initiative           2,500                      2,500 Miscellaneous Services           3,000                      3,000 TOTAL ‐ Professional Fees 2140 28,000$      $                28,000 Other Contract Services 2145 101
Climate Action Committee JPA        6,000$ $                  6,000 FY23 Climate Action Initiatives       15,000$ $                 15,000 TOTAL ‐ Other Contract Services 2140 21,000$      $                21,000 Memberships & Publications 2153 101
League of California Cities            5,500                      5,500 NCLOG               300                          300
Miscellaneous            1,000                      1,000 TOTAL ‐ Memberships & Publications 2153 6,800$        $                  6,800 Training and Conferences 2155 101
NCLOG Meetings            4,000                      4,000 League of California Cities            7,500                      7,500 Boards, Commissions, Committees
Appreciation            4,000                     4,000 TOTAL ‐ Training and Conferences 2155 15,500$      $                15,500 Contributions 2405 101 752
Community Enrichment Grants
Cafeteria Kids Theater           1,000                      1,000 Cinema Napa Valley           2,500                      2,500 Collabria Care         10,000                    10,000 Friends of the Cameo           8,250                      8,250 Mentis         15,000                    15,000
Napa County Bicycle Coalition           5,500                      5,500 Nimbus Arts           5,000                      5,000
Our Town St. Helena         10,000                    10,000 St. Helena Catholic Church        10,000                    10,000 St. Helena Community Garden           2,460                      2,460 St. Helena Cooperative Nursery         10,000                    10,000 St. Helena Farmers Market           8,775                      8,775 St. Helena Fire Safe Council           7,500                      7,500 St. Helena Historical Society         10,000                    10,000 CITY COUNCIL BUDGET ‐ 4100

EXPENSE DETAIL
Funding Source
Budget Page 60
Agenda Item #5.1.

Description Object Code Total Budgeted
CITY COUNCIL BUDGET ‐ 4100

EXPENSE DETAIL
Funding Source
St. Helena Little League           7,500                      7,500 St. Helena Preschool for All         10,000                    10,000 Sustainable St. Helena           4,000                      4,000 The White Barn           2,600                      2,600 UpValley Family Centers           5,000                      5,000 Programmatic Grants
Boys & Girls Clubs of St. Helena & Calistoga         30,000                    30,000 Rianda House Senior Activity Center         30,000                    30,000 Up Valley Family Centers         30,000                    30,000 TOTAL ‐ Contributions 2405    215,085$      10,000$ $              225,085 Budget Page 61
Agenda Item #5.1.

Administration
Budget Page 62
Agenda Item #5.1.

City Manager
City Clerk
Assistant to the
City Manager
Administrative Records
Assistant
Administration
Organizational Chart
Department Codes:
4200 - City Manager
4210 - City Clerk
Assistant City Manager
Budget Page 63
Agenda Item #5.1.

City Manager
Budget Page 64
Agenda Item #5.1.

City Manager (4200)
Budget 2022-23
Purpose
The City Manager is responsible for providing general administrative management of the City; acting as a liaison between the City Council and Staff; carrying out, on behalf of the City Council, its policies, rules, regulations and laws; overseeing the delivery of public service; reviewing and approving staff reports for Council meetings.

The City Manager serves as the administrative head of the City of St. Helena overseeing the general administrative management of the City. The City Manager is responsible for implementing policies, rules, regulations and laws adopted by the City Council and for the overall management of the City’s approximately 100 employees. City Management staff, including the Administrative Services Director, Police Chief, Public Works Director, Planning & Building Director, Library Director, Recreation Director, and the Assistant to the City Manager report to the City Manager, who in turn re-ports directly to the elected Mayor and City Council.

Presented for adoption a balanced FY 2022-23 budget
Successfully negotiated a lease agreement between the Napa Valley College and City to relocate the City Hall and Police Department into one building.

Successful bid out the Napa Valley College Tenant Improvement Project (C22-0001) in preparation for the relocation of the City Hall and Police Department.

Successfully conducted opinion research regarding infrastructure challenges.

Provided educational support Measure H: GO Bond by holding informational sessions to the community.

Provided leadership during the City Manager transition by hiring an interim City Manager and providing support to successfully find a permanent City Manager.

Worked with the St. Helena Community to complete the analysis of St. Helena Vine Trail route options and facilitated Council decision making on preferred route.

Presented and commenced initiatives outlined in the St. Helena Business Recovery Strategy Assisted with the passage of an Integrated Pest Management Policy to support the City Council’s commitment to sustainability.

Accomplishments
Budget Page 65
Agenda Item #5.1.

City Manager
Expenses by Fund and Category
Fund Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund 322,308 294,595 414,830 617,059
561 Water Enterprise 88,107 128,783 133,010 245,284
571 Sewer Enterprise 66,081 83,235 85,653 160,445
Grand Total 476,495 506,613 633,494 1,022,788
Object Code Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 42 Administration
20 Salaries & Benefits 440,536 463,537 473,569 848,388
21 Services 34,142 43,016 155,425 169,900
22 Supplies 1,206 60 4,000 3,750
23 Maintenance 612 ‐  ‐  ‐
26 Capital ‐ ‐  500 750
Grand Total 476,495 506,613 633,494 1,022,788
83%
17%
0%
0% 0%
FY 23 EXPENSES BY CATEGORY
Salaries & Benefits
Services
Supplies
Maintenance
Capital
Budget Page 66
Agenda Item #5.1.

City Manager Budget ‐ 4200
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund
42 Administration
101‐42‐00‐20‐10 Salary‐Regular 199,843 171,555 174,340 309,881 101‐42‐00‐20‐40 FICA/Medicare 12,835 11,381 11,641 18,705 101‐42‐00‐20‐45 Employer PERS 13,305 12,296 12,531 22,717 101‐42‐00‐20‐47 PERS Unfunded Liability 23,617 25,450 24,844 33,955 101‐42‐00‐20‐55 Health Insurance 24,490 17,615 18,402 39,339 101‐42‐00‐20‐61 Workers Comp 2,390 4,335 4,267 5,870
101‐42‐00‐20‐65 SDI 1,502 1,493 1,650 2,480
101‐42‐00‐20‐75 Deferred Comp 2,951 2,911 2,789 4,072
101‐42‐00‐20‐85 Auto Allowance 5,415 4,483 4,440 5,640
20 Salaries & Benefits 286,348 251,519 254,905 442,659
101‐42‐00‐21‐10 Communications 9,835 12,850 12,400 18,600 101‐42‐00‐21‐15 Postage 279 46 300 300
101‐42‐00‐21‐45 Other Contract Services 16,098 28,113 128,975 125,000 101‐42‐00‐21‐53 Memberships & Publications 1,800 1,800 4,100 6,700 101‐42‐00‐21‐55 Training & Conference 6,131 79 9,650 19,300 101‐42‐00‐21‐56 Admin Recruitment ‐  128 ‐  ‐
21 Services 34,142 43,016 155,425 169,900
101‐42‐00‐22‐13 Office Supplies 503 ‐  1,000 750
101‐42‐00‐22‐15 Special Department Supplies 703 60 3,000 3,000 22 Supplies 1,206 60 4,000 3,750
101‐42‐00‐23‐35 Software Maintenance 612 ‐  ‐  ‐
23 Maintenance 612 ‐  ‐  ‐
101‐42‐00‐26‐40 Furniture & Fixtures ‐  ‐  500 750
26 Capital ‐  ‐  500 750
00 Administration 322,308 294,595 414,830 617,059
561 Water Enterprise
42 Administration
561‐42‐00‐20‐10 Salary‐Regular 61,490 87,358 90,657 171,284 561‐42‐00‐20‐40 FICA/Medicare 3,949 5,617 5,897 10,082
561‐42‐00‐20‐45 Employer PERS 4,094 6,349 6,599 12,683
561‐42‐00‐20‐47 PERS Unfunded Liability 7,267 13,359 13,084 18,957 561‐42‐00‐20‐55 Health Insurance 7,535 9,379 10,019 22,546 561‐42‐00‐20‐61 Workers Comp 735 2,168 2,134 3,118
561‐42‐00‐20‐65 SDI 462 730 823 1,327
561‐42‐00‐20‐75 Deferred Comp 908 1,454 1,397 2,167
561‐42‐00‐20‐85 Auto Allowance 1,666 2,370 2,400 3,120
20 Salaries & Benefits 88,107 128,783 133,010 245,284
00 Administration 88,107 128,783 133,010 245,284
571 Sewer Enterprise
42 Administration
571‐42‐00‐20‐10 Salary‐Regular 46,118 56,421 58,325 111,970 Budget Page 67
Agenda Item #5.1.

City Manager Budget ‐ 4200
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 571‐42‐00‐20‐40 FICA/Medicare 2,962 3,602 3,767 6,549
571‐42‐00‐20‐45 Employer PERS 3,070 4,117 4,260 8,312
571‐42‐00‐20‐47 PERS Unfunded Liability 5,450 8,640 8,447 12,423 571‐42‐00‐20‐55 Health Insurance 5,652 6,135 6,524 14,870 571‐42‐00‐20‐61 Workers Comp 552 1,379 1,358 2,018
571‐42‐00‐20‐65 SDI 347 467 523 860
571‐42‐00‐20‐75 Deferred Comp 681 926 890 1,403
571‐42‐00‐20‐85 Auto Allowance 1,250 1,548 1,560 2,040
20 Salaries & Benefits 66,081 83,235 85,653 160,445
00 Administration 66,081 83,235 85,653 160,445
Grand Total 476,495 506,613 633,494                  1,022,788 Budget Page 68
Agenda Item #5.1.

Description Object Code Total
Budgeted
Other Contract Services 2145 101 561 571
Ballot Measure Polling          35,000                    ‐                      ‐            35,000 Diversity and Inclusion          45,000                    ‐                      ‐            45,000 Miscellaneous Contracts          40,000                    ‐                      ‐            40,000 Executive Retreat            5,000           5,000
TOTAL ‐ Other Contract Services 2145    125,000$ $           ‐ $           ‐    125,000$ Memberships & Publications 2153 101 561 571
CCMF               800                    ‐                      ‐                  800 ICMA            4,000                    ‐                      ‐               4,000 MMANC               400                    ‐                      ‐                  400 Misc. for Assistant To CM            1,500                   ‐                      ‐               1,500 TOTAL ‐ Memberships & Publications 2153        6,700$ $           ‐ $              ‐            6,700$ Training and Conferences 2155 101 561 571
ICMA      7,000              ‐                ‐         7,000 City Manager Training      8,000              ‐                ‐         8,000 League of California Cities      3,600              ‐                ‐         3,600 Misc. Training         700              ‐                ‐            700 TOTAL ‐ Training and Conferences 2155      19,300$ $              ‐ $              ‐    $     19,300 CITY MANAGER BUDGET ‐ 4200

EXPENSE DETAIL
Funding Source and
Amount Per Funding Source
Budget Page 69
Agenda Item #5.1.

City Clerk
Budget Page 70
Agenda Item #5.1.

FY19/20 FY20/21 FY21/22
0 50 100 150 200
Number of PRA's
Regular City Council Meetings
Special City Council Meetings
Closed City Council Meetings
Oath of Office's
Resolutions
Ordinances
Press Releases
City Clerk (4210)
Budget 2022-23
Purpose
The City Clerk is responsible for the preparation of Council Agendas, Brown Act compliance, records management, Fair Political Practices Commission (FPPC) reporting requirements, and assistance to the City Council.

The City Clerk serves as a resource to the community, to provide the highest level of customer service to the City Council, City staff and the general public. The City Clerk ensures that the legislative process is transparent and accessible and, is the custodian of records and Official Seal for the City, accurate record documentation and information. The City Clerk is also responsible for administering the election process, managing the Fair Political Practice Commission’s campaign finance disclosure filings and Statements of Economic Interests, coordinating public records requests, and acting as the primary liaison to the City-Appointed Commissions and Committees.

Budget Page 71
Agenda Item #5.1.

City Clerk
Expenses by Fund and Category
Fund Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund 311,354 327,935 300,948 307,544
561 Water Enterprise 49,647 44,865 49,887 54,319
571 Sewer Enterprise 39,519 33,966 37,755 41,670
Grand Total 400,519 406,766 388,591 403,533
Object Code Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 42 Administration
20 Salaries & Benefits 299,284 295,726 304,590 312,898
21 Services 95,993 61,699 42,200 48,835
22 Supplies 4,329 49,341 41,300 41,300
23 Maintenance 408 ‐  ‐  ‐
26 Capital 505 ‐  500 500
Grand Total 400,519 406,766 388,591 403,533
78%
12%
10% 0%
FY 23 EXPENSES BY CATEGORY
Salaries & Benefits
Services
Supplies
Maintenance
Capital
Budget Page 72
Agenda Item #5.1.

City Clerk Budget ‐ 4210
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund
42 Administration
101‐42‐10‐20‐10 Salary‐Regular 148,719 149,427 151,244 160,213 101‐42‐10‐20‐40 FICA/Medicare 11,556 11,618 11,749 12,435 101‐42‐10‐20‐45 Employer PERS 9,997 11,084 11,038 11,596 101‐42‐10‐20‐47 PERS Unfunded Liability 16,855 22,238 21,884 17,332 101‐42‐10‐20‐55 Health Insurance 28,990 19,920 21,506 22,222 101‐42‐10‐20‐61 Workers Comp 7,354 5,912 5,819 5,503
101‐42‐10‐20‐65 SDI 1,448 1,630 1,783 1,762
101‐42‐10‐20‐75 Deferred Comp 2,461 2,558 2,467 2,467
101‐42‐10‐20‐85 Auto Allowance 1,920 1,920 1,920 1,920
20 Salaries & Benefits 229,299 226,306 229,410 235,450
101‐42‐10‐21‐05 Advertising 8,518 11,603 5,800 5,800
101‐42‐10‐21‐45 Other Contract Services 61,120 38,741 17,978 18,534 101‐42‐10‐21‐53 Memberships & Publications 2,075 1,944 2,340 2,340 101‐42‐10‐21‐55 Training & Conference 6,362 ‐  3,620 3,620 21 Services 78,075 52,288 29,738 30,294
101‐42‐10‐22‐12 Computer Equipment 631 ‐  ‐  ‐
101‐42‐10‐22‐13 Office Supplies 706 8 1,000 1,000
101‐42‐10‐22‐14 Election Expense 1,730 49,306 40,000 40,000 101‐42‐10‐22‐15 Special Department Supplies ‐  27 300 300 22 Supplies 3,067 49,341 41,300 41,300
101‐42‐10‐23‐35 Software Maintenance 408 ‐  ‐  ‐
23 Maintenance 408 ‐  ‐  ‐
101‐42‐10‐26‐40 Furniture & Fixtures 505 ‐  500 500
26 Capital 505 ‐  500 500
10 Administration 311,354 327,935 300,948 307,544
561 Water Enterprise
42 Administration
561‐42‐10‐20‐10 Salary‐Regular 26,420 26,465 26,980 28,731 561‐42‐10‐20‐40 FICA/Medicare 2,048 2,053 2,091 2,225
561‐42‐10‐20‐45 Employer PERS 1,718 1,902 1,912 2,013
561‐42‐10‐20‐47 2,897 3,838 3,791 3,008
561‐42‐10‐20‐55 4,621 3,481 6,777 7,031
561‐42‐10‐20‐61 1,471 1,182 1,164 1,101
561‐42‐10‐20‐65 260 290 320 316
561‐42‐10‐20‐75 381 396 382 382
561‐42‐10‐20‐85 240 240 240 240
20 40,056 39,848 43,656 45,047
561‐42‐10‐21‐45 8,443 5,017 5,361 8,402
561‐42‐10‐21‐55 517 ‐  870 870
21 PERS Unfunded Liability
Health Insurance
Workers Comp
SDI
Deferred Comp
Auto Allowance
Salaries & Benefits
Other Contract Services
Training & Conference
Services 8,959 5,017 6,231 9,272
Budget Page 73
Agenda Item #5.1.

City Clerk Budget ‐ 4210
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 561‐42‐10‐22‐12 Computer Equipment 631 ‐  ‐  ‐
22 Supplies 631 ‐  ‐  ‐
10 Administration 49,647 44,865 49,887 54,319
571 Sewer Enterprise
42 Administration
571‐42‐10‐20‐10 Salary‐Regular 19,460 19,544 19,803 20,994 571‐42‐10‐20‐40 FICA/Medicare 1,512 1,519 1,538 1,629
571‐42‐10‐20‐45 Employer PERS 1,302 1,443 1,439 1,512
571‐42‐10‐20‐47 PERS Unfunded Liability 2,195 2,897 2,853 2,260 571‐42‐10‐20‐55 Health Insurance 3,734 2,600 4,326 4,484 571‐42‐10‐20‐61 Workers Comp 980 788 776 734
571‐42‐10‐20‐65 SDI 190 213 234 231
571‐42‐10‐20‐75 Deferred Comp 316 328 317 317
571‐42‐10‐20‐85 Auto Allowance 240 240 240 240
20 Salaries & Benefits 29,928 29,572 31,524 32,401
571‐42‐10‐21‐45 Other Contract Services 8,443 4,394 5,361 8,399 571‐42‐10‐21‐55 Training & Conference 517 ‐  870 870
21 Services 8,959 4,394 6,231 9,269
571‐42‐10‐22‐12 Computer Equipment 631 ‐  ‐  ‐
22 Supplies 631 ‐  ‐  ‐
10 Administration 39,519 33,966 37,755 41,670
Grand Total 400,519 406,766 388,591 403,533
Budget Page 74
Agenda Item #5.1.

Description Object Code Total
Budgeted
Other Contract Services 2145 101 561 571
Southtech ‐ Form 700 Annual Renewal               525                    ‐                      ‐                  525 Southtech ‐ Campaign Documents               850                    ‐                      ‐                  850 iCompass City Council/Planning Annual
Renewal Web Streaming            5,504                688                688           6,880 iCompass Board Manager               567                567                566           1,700 iCompass City Council/Planning Annual
Renewal Agenda Management/Additional
Tracker
4,000                500                500           5,000 iCompass PRA Module Annual Renewal               504                   63                   63               630 ECS ‐ Public Facing Laserfiche Link Annual
Renewal            1,700             1,700             1,700           5,100 ECS ‐ Quickfields Annual Renewal               267                267                266               800 ECS (laserfiche) Annual Renewal            4,617             4,617             4,616         13,850 TOTAL ‐ Other Contract Services 2145      18,534$        8,402$        8,399$      35,335$ Memberships & Publications 2153 101 561 571
IIMC               400                    ‐                      ‐                  400 CCAC               200                    ‐                      ‐                  200 MMANC               100                    ‐                      ‐                  100 ARMA               200                    ‐                      ‐                  200 County of Napa Official Records Index
and Document Images (split with PW
Admin and Planning)
1,440                    ‐                      ‐         1,440 TOTAL ‐ Memberships & Publications 2153        2,340$ $           ‐ $              ‐            2,340$ CITY CLERK BUDGET ‐ 4210

EXPENSE DETAIL
Funding Source and
Amount Per Funding Source
Budget Page 75
Agenda Item #5.1.

Administrative
Services
Budget Page 76
Agenda Item #5.1.

Administrative Services
Director
Assistant
Administrative Services
Director
HR Manager
Senior Accounting
Technician
Accounting
Technician I/II Office Assistant
Management Analyst HR Technician
Organizational Chart
Admin. Services
Department Codes:
4300- Finance
4310-Human Resources
4320 - Information Technology
Budget Page 77
Agenda Item #5.1.

Finance Purpose
The Finance Department is responsible for providing financial management of all City Funds, grants management, and administrating internal service functions for all departments. Major activities include: maintaining the City’s investment program and providing necessary financing for capital needs; preparing management and financial analysis reports; developing the Annual Budget; grant contract review, verification of grant reimbursements, and audit closeout; monitoring legislation affecting finances of the City; monitoring the City’s risk management needs; administration of the Business License Ordinance; and maintaining & collection of the City’s Transient Occupancy Tax (TOT).

Other activities include billing and collection services for City water and sewer utilities, business licenses, parking citations, miscellaneous receivables, and purchasing services.

Human Resources Purpose
The Human Resources is responsible for the recruitment of new employees, benefits, training, retirement, as well as managing Risk Management services for the City.

The City of St. Helena employs over 100 full-time and part-time employees. Our mission is to serve our community and attract and retain a strong workforce committed to serving the public.

We provide a wide variety of positions from Police Officers to Librarians, Plant Operators and Administrative Assistants to Engineers. The City offers many challenging and fulling positions in one of the most beautiful communities in the world.

Administrative Services (4300)
Budget 2022-23
Budget Page 78
Agenda Item #5.1.

Administrative Services (4300)
Budget 2022-23
Manage the financial resources of the City, consistent with financial policies and budget principles established by the City Council.

Provide timely budget and financial report to City departments to assist meeting departmental goals.

Ensure sound budget and expenditure control oversight and reporting of the City’s funds to protect the fiduciary interest of the community.

Administer City expenditures in conformance with municipal code requirements for contracts and payables.

Finance Department Goals
In FY 2021/22, the City received a Distinguished Budget Presentation Award from the Government Finance Officer Association.

In FY 2021/22, the Finance Department received the Certificate of Achievement for Excellence in Financial Reporting program for Fiscal Year ending June 30, 2019.

In FY 2021/22, the Finance Department received an Award for Outstanding Achievement in Popular Annual Financial Reporting for the newly created Popular Annual Financial Report.

Transition to Springbrook Software onto the current version on the Cloud.

Finance Accomplishments
FY19/20 FY20/21 FY21/22
0 1,000 2,000 3,000 4,000
Accounts Payable Checks Processed
Payroll Transactions Processed
Active Business Licenses
FY19/20 FY20/21 FY21/22
0 20 40 60
Number of Funds the Finance Department Manages
Budget Page 79
Agenda Item #5.1.

Finance
Expenses by Fund and Category
Fund Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund 497,387 414,271 519,090 577,191
216 Public Safety Impact 133 6,739 811 ‐
235 Measure A 21,922 25,013 112,446 ‐
561 Water Enterprise 344,752 351,074 485,668 449,016
571 Sewer Enterprise 254,899 259,425 328,756 342,771
713 Civic Impact 133 6,739 1,843 ‐
740 Traffic Mitigation Impact 133 6,739 1,843 ‐
742 Storm Drain Improvement 133 6,739 811 ‐
752 Fund ‐ 15,414 ‐ ‐
764 Water Impact 133 6,739 1,843 ‐
774 Sewer Impact 133 6,739 1,843 ‐
Grand Total                  1,119,760                  1,105,630                  1,454,954                  1,368,978 Object Code Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 43 Finance
20 Salaries & Benefits 768,491 736,907 860,501                  1,023,804 21 Services 295,946 295,354 522,892 277,624
22 Supplies 19,256 7,943 14,700 14,700
23 Maintenance 33,247 63,145 53,761 49,750
24 Taxes, Insurances & Contributions 1,722 1,825 2,500 2,500 26 Capital 1,097 455 600 600
Grand Total                  1,119,760                  1,105,630                  1,454,954                  1,368,978 75%
20%
1% 4%0%
0%
FY 23 EXPENSES BY CATEGORY
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contributions
Capital
Budget Page 80
Agenda Item #5.1.

Finance Budget ‐ 4300
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund
43 Finance
101‐43‐00‐20‐10 Salary‐Regular 225,804 206,525 219,732 295,931 101‐43‐00‐20‐30 Overtime 333 692 1,000 1,000
101‐43‐00‐20‐40 FICA/Medicare 16,502 15,121 16,075 22,030 101‐43‐00‐20‐45 Employer PERS 14,591 14,434 17,640 23,342 101‐43‐00‐20‐47 PERS Unfunded Liability 27,756 34,016 34,974 34,888 101‐43‐00‐20‐55 Health Insurance 31,641 29,022 33,577 50,845 101‐43‐00‐20‐61 Workers Comp 9,511 7,252 7,138 8,584
101‐43‐00‐20‐65 SDI 1,994 2,056 2,236 3,094
101‐43‐00‐20‐75 Deferred Comp 3,438 3,207 3,153 4,408
101‐43‐00‐20‐85 Auto Allowance 2,840 2,530 2,520 3,720
20 Salaries & Benefits 334,410 314,854 338,044 447,842
101‐43‐00‐21‐10 Communications 3,302 2,046 2,100 2,500
101‐43‐00‐21‐15 Postage 3,566 7,162 3,000 5,000
101‐43‐00‐21‐30 Professional Contracts 39,541 18,224 58,675 11,000 101‐43‐00‐21‐42 Banking Fees 22,782 26,881 10,000 27,000 101‐43‐00‐21‐45 Other Contract Services 68,171 22,620 78,278 59,101 101‐43‐00‐21‐48 Government Fees 150 0 200 200
101‐43‐00‐21‐53 Memberships & Publications 843 861 1,271 1,271 101‐43‐00‐21‐55 Training & Conference 2,348 50 2,225 2,225 21 Services 140,704 77,844 155,749 108,297
101‐43‐00‐22‐12 Computer Equipment 1,495 ‐  ‐  ‐
101‐43‐00‐22‐13 Office Supplies 980 65 1,000 1,000
101‐43‐00‐22‐15 Special Department Supplies 8,125 1,761 4,000 4,000 22 Supplies 10,600 1,826 5,000 5,000
101‐43‐00‐23‐11 Maint Office Equip ‐ ‐  1,500 1,500
101‐43‐00‐23‐35 Software Maintenance 11,307 19,570 18,597 14,352 23 Maintenance 11,307 19,570 20,097 15,852
101‐43‐00‐24‐25 Taxes & Other Charges ‐ 18 ‐  ‐
24 Taxes, Insurances & Contributions ‐ 18 ‐  ‐
101‐43‐00‐26‐40 Furniture & Fixtures 366 159 200 200
26 Capital 366 159 200 200
00 Administration 497,387 414,271 519,090 577,191
216 Public Safety Impact
43 Finance
216‐43‐00‐21‐45 Other Contract Services 133 6,739 811 ‐ 21 Services 133 6,739 811 ‐
00 Administration 133 6,739 811 ‐
Budget Page 81
Agenda Item #5.1.

Finance Budget ‐ 4300
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 235 Measure A
43 Finance
235‐43‐00‐21‐45 Other Contract Services 21,922 25,013 112,446 ‐ 21 Services 21,922 25,013 112,446 ‐
00 Administration 21,922 25,013 112,446 ‐
561 Water Enterprise
43 Finance
561‐43‐00‐20‐10 Salary‐Regular 176,371 150,899 171,527 216,892 561‐43‐00‐20‐20 Temp/Part Time ‐ 12,122 32,500 ‐
561‐43‐00‐20‐30 Overtime 325 711 1,000 1,000
561‐43‐00‐20‐40 FICA/Medicare 13,207 11,282 12,885 16,426 561‐43‐00‐20‐45 Employer PERS 11,268 10,588 13,067 16,411 561‐43‐00‐20‐47 PERS Unfunded Liability 19,701 25,180 25,907 24,529 561‐43‐00‐20‐50 Employee PERS ‐ ‐  ‐  ‐
561‐43‐00‐20‐55 Health Insurance 27,151 22,110 41,487 48,971 561‐43‐00‐20‐61 Workers Comp 8,971 7,212 7,099 7,814
561‐43‐00‐20‐65 SDI 1,652 1,561 1,864 2,318
561‐43‐00‐20‐75 Deferred Comp 2,623 1,945 2,219 2,972
561‐43‐00‐20‐85 Auto Allowance 1,800 1,320 1,320 2,040
20 Salaries & Benefits 263,068 244,930 310,876 339,373
561‐43‐00‐21‐10 Communications 1,537 1,840 2,100 2,100
561‐43‐00‐21‐15 Postage 9,601 8,895 10,300 10,300
561‐43‐00‐21‐30 Professional Contracts 13,517 4,437 8,540 10,000 561‐43‐00‐21‐42 Banking Fees 22,543 27,325 24,300 24,300 561‐43‐00‐21‐44 Online Transaction Fee 1,558 ‐  3,000 3,000 561‐43‐00‐21‐45 Other Contract Services 15,139 37,880 101,029 34,300 561‐43‐00‐21‐53 Memberships & Publications 682 721 1,172 1,173 561‐43‐00‐21‐55 Training & Conference 1,349 45 2,470 2,470 21 Services 65,926 81,142 152,910 87,643
561‐43‐00‐22‐12 Computer Equipment 1,444 ‐  ‐  ‐
561‐43‐00‐22‐13 Office Supplies 517 65 850 850
561‐43‐00‐22‐15 Special Department Supplies 2,452 2,990 4,000 4,000 22 Supplies 4,413 3,055 4,850 4,850
561‐43‐00‐23‐35 Software Maintenance 10,970 21,788 16,832 16,950 23 Maintenance 10,970 21,788 16,832 16,950
561‐43‐00‐24‐25 Taxes & Other Charges 10 ‐  ‐  ‐
24 Taxes, Insurances & Contributions 10 ‐  ‐  ‐
561‐43‐00‐26‐40 Furniture & Fixtures 366 159 200 200
26 Capital 366 159 200 200
00 Administration 344,752 351,074 485,668 449,016
Budget Page 82
Agenda Item #5.1.

Finance Budget ‐ 4300
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 571 Sewer Enterprise
43 Finance
571‐43‐00‐20‐10 Salary‐Regular 114,435 115,026 128,013 151,809 571‐43‐00‐20‐20 Temp/Part Time ‐ ‐  7,500 ‐
571‐43‐00‐20‐30 Overtime 319 603 1,000 1,000
571‐43‐00‐20‐40 FICA/Medicare 8,576 8,565 9,607 11,477
571‐43‐00‐20‐45 Employer PERS 7,161 7,961 9,667 11,369
571‐43‐00‐20‐47 PERS Unfunded Liability 12,559 18,702 19,166 16,992 571‐43‐00‐20‐55 Health Insurance 18,332 17,390 27,502 33,156 571‐43‐00‐20‐61 Workers Comp 6,030 5,242 5,159 5,613
571‐43‐00‐20‐65 SDI 1,079 1,188 1,393 1,618
571‐43‐00‐20‐75 Deferred Comp 1,563 1,496 1,613 2,115
571‐43‐00‐20‐85 Auto Allowance 960 950 960 1,440
20 Salaries & Benefits 171,013 177,123 211,581 236,589
571‐43‐00‐21‐10 Communications 1,479 1,840 1,800 1,800
571‐43‐00‐21‐15 Postage 9,601 6,382 9,700 5,478
571‐43‐00‐21‐30 Professional Contracts 13,877 4,437 12,430 10,000 571‐43‐00‐21‐42 Banking Fees 22,543 27,325 24,300 24,300 571‐43‐00‐21‐44 Online Transaction Fee 1,558 ‐  3,000 3,000 571‐43‐00‐21‐45 Other Contract Services 15,620 14,846 38,756 34,299 571‐43‐00‐21‐53 Memberships & Publications 629 648 1,012 1,012 571‐43‐00‐21‐55 Training & Conference 1,287 30 1,795 1,795 21 Services 66,595 55,508 92,793 81,684
571‐43‐00‐22‐12 Computer Equipment 1,431 ‐  ‐  ‐
571‐43‐00‐22‐13 Office Supplies 517 65 850 850
571‐43‐00‐22‐15 Special Department Supplies 2,296 2,997 4,000 4,000 22 Supplies 4,244 3,062 4,850 4,850
571‐43‐00‐23‐35 Software Maintenance 10,970 21,788 16,832 16,948 23 Maintenance 10,970 21,788 16,832 16,948
571‐43‐00‐24‐25 Taxes & Other Charges 1,713 1,808 2,500 2,500 24 Taxes, Insurances & Contributions 1,713 1,808 2,500 2,500 571‐43‐00‐26‐40 Furniture & Fixtures 366 136 200 200
26 Capital 366 136 200 200
00 Administration 254,899 259,425 328,756 342,771
713 Civic Impact
43 Finance
713‐43‐00‐21‐45 Other Contract Services 133 6,739 1,843 ‐ 21 Services 133 6,739 1,843 ‐
00 Administration 133 6,739 1,843 ‐
Budget Page 83
Agenda Item #5.1.

Finance Budget ‐ 4300
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 740 Traffic Mitigation Impact
43 Finance
740‐43‐00‐21‐45 Other Contract Services 133 6,739 1,843 ‐ 21 Services 133 6,739 1,843 ‐
00 Administration 133 6,739 1,843 ‐
742 Storm Drain Improvement
43 Finance
742‐43‐00‐21‐45 Other Contract Services 133 6,739 811 ‐ 21 Services 133 6,739 811 ‐
00 Administration 133 6,739 811 ‐
752 Measure E
43 Finance
752‐43‐00‐21‐30 Professional Contracts ‐ 15,414 ‐  ‐
21 Services ‐ 15,414 ‐  ‐
00 Administration ‐ 15,414 ‐  ‐
764 Water Impact
43 Finance
764‐43‐00‐21‐45 Other Contract Services 133 6,739 1,843 ‐ 21 Services 133 6,739 1,843 ‐
00 Administration 133 6,739 1,843 ‐
774 Sewer Impact
43 Finance
774‐43‐00‐21‐45 Other Contract Services 133 6,739 1,843 ‐ 21 Services 133 6,739 1,843 ‐
00 Administration 133 6,739 1,843 ‐
Grand Total                   1,119,760                   1,105,630                   1,454,954                   1,368,978 Budget Page 84
Agenda Item #5.1.

Description Object
Code Total Budgeted
Professional Contracts 2130 101 561 571
Professional Support (CPA)       10,000         10,000       10,000                30,000 CalPERS Social Security Program         1,000 ‐                              ‐                     1,000 TOTAL ‐ Professional Contracts 2130 $   11,000 $     10,000 $   10,000 $            31,000 Other Contract Services 2145 101 561 571
Annual Audit Services       11,950          11,950        11,950                35,850 Breeze Software             800                800              800                  2,400 AdastraGov and GovInvest Annual
Support         3,867                      3,867 3,866                11,600 Open Gov          2,334            2,333           2,333                  7,000 PERS Reports          5,000            1,700           1,700                  8,400 California Municipal Statistic (Financial
Statement Stats)               150                150              150                      450 AK&Co (Reimbursement Claims)          1,000           1,000           1,000                  3,000 Muniservices (Sales Tax Audit and
Reports)          9,000                   ‐                   ‐                     9,000 Grant Assistance       25,000          12,500        12,500                50,000 TOTAL ‐ Other Contract Services 2145 59,101$    $     34,300 $   34,299 $          127,700 Memberships & Publications 2153 101 561 571
GFOA (5)             245                287              167 $                   698 GFOA Award             154                153              153 $                   460 CSMFO (2)             116                  73                60 $                   249 MMANC (2)               70                  44                36 $                   149 ICMA (2)             186                117                96 $                   399 Misc. Memberships & Publications             500                500              500 $               1,500 TOTAL ‐ Memberships & Publications 2153 1,271$             1,173$      1,012$ $               3,455 Training and Conferences 2155 101 561 571
CSMFO          705$            500$ $         360 $               1,565 GFOA          970$            795$ $         695 $               2,460 ICMA          465$            290$ $         240 $                   995 Misc. Training and Conferences            85$            885$ $         500 $               1,470 TOTAL ‐ Training and Conferences 2153 2,225$      $       2,470      1,795$ $               6,490 Special Department Supplies 2215 101 561 571
Forms         2,800           2,800          2,800                  8,400 Print Budget         1,200           1,200          1,200                  3,600 TOTAL ‐ Special Department Supplies 2215 4,00 $      0 $       4,000 $     4,000 $            12,000 FINANCE BUDGET ‐ 4300

EXPENSE DETAIL
Funding Source and
Amount Per Funding Source
Budget Page 85
Agenda Item #5.1.

Description Object
Code Total Budgeted
FINANCE BUDGET ‐ 4300

EXPENSE DETAIL
Funding Source and
Amount Per Funding Source
Software Maintenance 2335 101 561 571
Springbrook ‐ Accounts Receivable            873              872            872                  2,617 Springbrook ‐ Finance Suite         3,976           3,976         3,976                11,928 Springbrook ‐ Utility Billing              4,831         4,831                  9,662 Springbrook ‐ Fixed Assets         1,025           1,024         1,024                  3,073 Springbrook ‐ Human Resources Mgmt.         1,677           1,677         1,676                  5,030 Springbrook ‐ Licenses and Permits         3,074 ‐               ‐                              3,074 Springbrook ‐ Payroll         1,677           1,677         1,676                  5,030 Springbrook ‐ Project Management         1,025          1,024         1,024                  3,073 Springbrook ‐ Purchase Orders         1,025           1,024         1,024                  3,073 Springbrook ‐ CivicPay Online ‐              845            845                  1,690 TOTAL ‐ Software Maintenance 2335 14,352$    $     16,950 $   16,948 $            48,250 Furniture & Fixtures 2640 101 561 571
Finance Misc.            200              200             200                      600 TOTAL ‐ Furniture & Fixtures 2640 $        200 $          200 $        200 $                  600 Budget Page 86
Agenda Item #5.1.

Administrative Services (4300)
Budget 2022-23
Human Resources Department Goals
· Establishment of division SOPs
· Identify efficient and flexible solutions in delivering City services in a virtual environment. · Prepare/present to the City Council an employee succession plan and/or strategy to help retain employees and minimize turnover costs.
· Continue to provide training and support to all departments. · Update language in Municipal Code to reference the update to Administrative Services Department.

Transitions SHINE Quarterly Newsletter to a Bimonthly newsletter and moved to all digital format following the COVID-19 pandemic.

Administered City’s health benefits programs.

Administered City’s recruitment.

Administered City’s risk and safety programs.

Completion of updating the Employee Handbook.

Human Resources Accomplishments
FY19/20 FY20/21 FY21/22
0 100 200 300 400
Recruitments Conducted
Applications Vetted
New Hires Onboarded
Budget Page 87
Agenda Item #5.1.

Human Resources
Expenses by Fund and Category
Fund Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund 385,330 404,731 219,883 261,778
561 Water Enterprise 89,135 117,552 72,904 90,042
571 Sewer Enterprise 63,960 89,230 57,153 73,664
Grand Total 538,426 611,512 349,940 425,484
Object Code Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 43 Human Resources
20 Salaries & Benefits                 342,660.06 405,762 315,020 336,466 21 Services                 156,641.15 158,152 21,720 47,270 22 Supplies 12,364.23 442 4,500 22,500
23 Maintenance 26,760.07 47,156 8,700 19,248
Grand Total 538,426 611,512 349,940 425,484
79%
11%
5%
5%
FY 23 EXPENSES BY CATEGORY
Salaries & Benefits
Services
Supplies
Maintenance
Budget Page 88
Agenda Item #5.1.

Human Resources Budget ‐ 4310
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund
43 Finance
101‐43‐10‐20‐10 Salary Regular 134,966 170,403 124,013 138,259 101‐43‐20‐20‐20 Temp/Part Time 6,753 ‐  ‐  ‐
101‐43‐10‐20‐30 Overtime 45 581 ‐  ‐
101‐43‐10‐20‐40 FICA/Medicare 9,667 11,983 10,454 11,188 101‐43‐10‐20‐45 Employer PERS 11,267 12,800 8,965 9,949 101‐43‐10‐20‐47 PERS Unfunded Liability 19,975 25,949 17,775 14,871 101‐43‐10‐20‐55 Health Insurance 29,164 32,792 33,347 34,528 101‐43‐10‐20‐61 Workers Comp 4,939 5,124 5,043 4,769
101‐43‐10‐20‐65 SDI 1,150 1,646 1,550 1,521
101‐43‐10‐20‐71 Unemployment 4,097 ‐  ‐  ‐
101‐43‐10‐20‐75 Deferred Comp 1,982 777 2,058 2,058
101‐43‐10‐20‐85 Auto Allowance 1,560 1,690 1,560 1,560
20 Salaries & Benefits 225,564 263,745 204,763 218,703
101‐43‐10‐21‐05 Advertising 4,350 1,279 2,650 5,000
101‐43‐10‐21‐53 Memberships & Publications 2,038 1,294 1,720 1,720 101‐43‐10‐21‐55 Training & Conference 3,995 1,891 3,750 7,750 101‐43‐10‐21‐56 Admin Recruitment 3,621 2,932 4,500 7,500 21 Services 14,004 7,395 12,620 21,970
101‐43‐10‐22‐13 Office Supplies 556 299 1,000 1,000
101‐43‐10‐22‐15 Special Department Supplies 1,457 143 1,500 10,000 22 Supplies 2,013 442 2,500 11,000
101‐43‐10‐23‐35 Software Maintenance 16,798 30,917 7,497 10,105 23 Maintenance 16,798 30,917 7,497 10,105
10 Administration 258,379 302,499 227,380 261,778
561 Water Enterprise
43 Finance
561‐43‐10‐20‐10 Salary Regular 41,528 52,433 38,158 42,541 561‐43‐10‐20‐30 Overtime 14 179 ‐  ‐
561‐43‐10‐20‐40 FICA/Medicare 2,975 3,687 3,217 3,442
561‐43‐10‐20‐45 Employer PERS 3,467 3,939 2,758 3,061
561‐43‐10‐20‐47 PERS Unfunded Liability 6,146 7,984 5,469 4,576 561‐43‐10‐20‐55 Health Insurance 8,974 10,091 10,261 10,624 561‐43‐10‐20‐61 Workers Comp 1,520 1,576 1,552 1,467
561‐43‐10‐20‐65 SDI 354 507 477 468
561‐43‐10‐20‐71 Unemployment 845 ‐  ‐  ‐
561‐43‐10‐20‐75 Deferred Comp 610 239 633 633
561‐43‐10‐20‐85 Auto Allowance 480 520 480 480
20 Salaries & Benefits 66,913 81,155 63,004 67,292
561‐43‐10‐21‐05 Advertising 112 884 650 2,500
561‐43‐10‐21‐55 Training & Conference ‐ 1,010 2,400 6,400 561‐43‐10‐21‐56 Admin Recruitment 521 234 1,500 3,750
21 Services 632 2,128 4,550 12,650
Budget Page 89
Agenda Item #5.1.

Human Resources Budget ‐ 4310
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 561‐43‐10‐22‐13 Office Supplies 193 ‐  250 250
561‐43‐10‐22‐15 Special Department Supplies 28 ‐  750 5,500 22 Supplies 221 ‐  1,000 5,750
561‐43‐10‐23‐35 Software Maintenance 5,412 8,893 4,350 4,350 23 Maintenance 5,412 8,893 4,350 4,350
10 Administration 73,178 92,175 72,904 90,042
571 Sewer Enterprise
43 Finance
571‐43‐10‐20‐10 Salary Regular 31,146 39,323 28,618 31,906 571‐43‐10‐20‐30 Overtime 10 134 ‐  ‐
571‐43‐10‐20‐40 FICA/Medicare 2,231 2,766 2,412 2,582
571‐43‐10‐20‐45 Employer PERS 2,600 2,954 2,069 2,296
571‐43‐10‐20‐47 PERS Unfunded Liability 4,610 5,988 4,102 3,432 571‐43‐10‐20‐55 Health Insurance 6,730 7,567 7,695 7,968 571‐43‐10‐20‐61 Workers Comp 1,140 1,182 1,164 1,101
571‐43‐10‐20‐65 SDI 265 380 358 351
571‐43‐10‐20‐71 Unemployment 634 ‐  ‐  ‐
571‐43‐10‐20‐75 Deferred Comp 457 179 475 475
571‐43‐10‐20‐85 Auto Allowance 360 390 360 360
20 Salaries & Benefits 50,183 60,863 47,253 50,471
571‐43‐10‐21‐05 Advertising 112 404 650 2,500
571‐43‐10‐21‐55 Training & Conference ‐ 1,010 2,400 6,400 571‐43‐10‐21‐56 Admin Recruitment 521 260 1,500 3,750
21 Services 632 1,674 4,550 12,650
571‐43‐10‐22‐13 Office Supplies 113 ‐  250 250
571‐43‐10‐22‐15 Special Department Supplies 96 ‐  750 5,500 22 Supplies 210 ‐  1,000 5,750
571‐43‐10‐23‐35 Software Maintenance 4,550 7,346 4,350 4,793 23 Maintenance 4,550 7,346 4,350 4,793
10 Administration 55,575 ‐  57,153 73,664
Grand Total 387,132 394,674 349,940 425,484
Budget Page 90
Agenda Item #5.1.

Description Object Code Total
Budgeted
Advertising 2105 101 561 571
Recruitment Advertising            5,000             2,500             2,500         10,000 TOTAL ‐ Advertising 2105        5,000$        2,500$        2,500$      10,000$ Memberships & Publications 2153 101 561 571
CalPELRA (HR)               700                    ‐                      ‐                  700 MMANC               150                    ‐                      ‐                  150 CalChamber               870                    ‐                      ‐                  870 TOTAL ‐ Memberships & Publications 2153        1,720$ $           ‐ $              ‐            1,720$ Training and Conferences 2155 101 561 571
Labor, Continuing Education         200          100          100          400 Liebert Cassidy (HR)         300         300          300          900 CalGovHR Conference               350                    ‐                      ‐                  350 Citywide Employee Safety Trainings      4,000       4,000       4,000     12,000 Misc. Training      2,900       2,000       2,000       6,900 TOTAL ‐ Training and Conferences 2155        7,750$        6,400$        6,400$ $     20,550 Admin Recruitment 2156 101 561 571
Background Checks and Physicals            7,500             3,750             3,750         15,000 TOTAL ‐ Admin Recruitment 2156        7,500$        3,750$        3,750$      15,000$ Special Department Supplies 2215 101 561 571
Employee Apparel            7,500                        3,750 3,750         15,000 Misc            1,500                               750 750           3,000 Job Fair Items            1,000                        1,000 1,000           3,000 TOTAL ‐ Special Department Supplies 2215      10,000$        5,500$        5,500$      21,000$ Software Maintenance 2335 101 561 571
NeoGov Performance Evaluation Software            3,400             1,700             1,700           6,800 NeoGov Recruitment Software            4,625             2,313             2,313           9,250 CalOpps Recruitment Software            2,080                337                780            3,197 TOTAL ‐ Software Maintenance 2335      10,105$        4,350$        4,793$ $     19,247 HUMAN RESOURCES ‐ 4310

EXPENSE DETAIL
Funding Source and
Amount Per Funding Source
Budget Page 91
Agenda Item #5.1.

Information Technology
Expenses by Fund and Category
Fund Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund ‐ ‐ 144,949 242,704
561 Water Enterprise ‐ ‐ 30,002 54,241
571 Sewer Enterprise ‐ ‐ 20,930 40,494
592 Equipment Replacement Fund ‐ ‐ ‐ 38,251
Grand Total ‐ ‐ 195,881 375,690
Object Code Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 43 Information Technology
21 Services ‐ ‐ 136,476 191,740
22 Supplies ‐ ‐ ‐ 88,751
23 Maintenance ‐ ‐ 59,405 95,199
Grand Total ‐ ‐ 195,881 375,690
51%
24%
25%
FY 23 EXPENSES BY CATEGORY
Services
Supplies
Maintenance
Budget Page 92
Agenda Item #5.1.

Information Technology Budget ‐ 4320
Account Number Description FY 20 Actuals FY 21 Actuals FY 22 Budgeted FY 23 Adopted 101 General Fund
43 Information Technology
101‐43‐20‐21‐30 Professional Contracts ‐ ‐  99,733 143,805 101‐43‐20‐21‐45 Other Contract Services ‐ ‐  ‐  ‐
101‐43‐20‐21‐46 Website Support ‐ ‐  3,500 4,000
21 Services ‐ ‐  103,233 147,805
101‐43‐20‐22‐12 Computer Equipment ‐ ‐  ‐  27,250
22 Supplies ‐ ‐  ‐  27,250
101‐43‐20‐23‐35 Software Maintenance ‐ ‐  41,716 67,649 23 Maintenance ‐ ‐  41,716 67,649
20 Administration ‐ ‐  144,949 242,704
561 Water Enterprise
43 Information Technology
561‐43‐20‐21‐30 Professional Contracts ‐ ‐  19,946 26,361 21 Services ‐ ‐  19,946 26,361
561‐43‐20‐22‐12 Computer Equipment ‐ ‐  ‐  11,950
22 Supplies ‐ ‐  ‐  11,950
561‐43‐20‐23‐35 Software Maintenance ‐ ‐  10,056 15,930 23 Maintenance ‐ ‐  10,056 15,930
20 Administration ‐ ‐  30,002 54,241
571 Sewer Enterprise
43 Information Technology
571‐43‐20‐21‐30 Professional Contracts ‐ ‐  13,297 17,574 21 Services ‐ ‐  13,297 17,574
571‐43‐20‐22‐12 Computer Equipment ‐ ‐  ‐  11,300
22 Supplies ‐ ‐  ‐  11,300
571‐43‐20‐23‐35 Software Maintenance ‐ ‐  7,633 11,620
23 Maintenance ‐ ‐  7,633 11,620
20 Administration ‐ ‐  20,930 40,494
592 Equipment Replacement
43 Information Technology
592‐43‐20‐22‐12 Computer Equipment ‐ ‐  ‐  38,251
22 Supplies ‐ ‐  ‐  38,251
20 Administration ‐ ‐  ‐  38,251
Grand Total ‐ ‐  195,881 375,690
Budget Page 93
Agenda Item #5.1.

Description Object Code Total
Budgeted
Professional Contracts 2130 101 561 571 592
75% 15% 10%
74,880           14,976             9,984         99,840 9,360             1,872             1,248         12,480 6,000             1,200                800           8,000 10,440             2,088             1,392         13,920 12,000  ‐    ‐            12,000
8,625             1,725             1,150         11,500 22,500             4,500             3,000         30,000 Annual Support Contract ‐ Marin IT
Mobile Device Management
Cloud Based Hosting (one‐time)
Cloud Based Hosting (reoccurring)
RIMS Server Configuration PD
MarinIT Misc Labor
Cyber Security Audit
TOTAL ‐ Professional Contracts 2130 $   143,805 $     26,361 $     17,574 $   187,740 Website Support 2146 101 561 571 592
Domain and Website Hosting            4,000  ‐    ‐              4,000 TOTAL ‐ Website Support 2146 $       4,000 $           ‐ $           ‐ $       4,000 Computer Equipment 2212 101 561 571 592
75% 15% 10%
Misc Equipment Replacement          10,000           10,000           10,000 ‐            30,000 Wireless Replacement (with taxes) ‐    ‐    ‐             34,418         34,418 RIMS CAD/RMS Server for PD            7,500  ‐    ‐    ‐             7,500 Domain Controller (hosted server) ‐    ‐    ‐               3,833           3,833 MarinIT Contingency            9,750             1,950             1,300 ‐            13,000 TOTAL ‐ Computer Equipment 2212 $     27,250 $     11,950 $     11,300 $     38,251 $     50,500 Software Maintenance 2335 101 561 571 592
Microsoft Office 365 Annual Subscription          16,245             3,249             2,166          21,660 Barracuda ‐ Cloud Data Backup            2,700                540                360            3,600 Cyber Security and Network Monitoring          21,600             4,320             2,880          28,800 Security Awareness Training, Campaigns, &
Scans            9,329             1,866             1,244          12,438 Cisco ‐ Extended Warranties            6,375             1,275                850            8,500 Qualys Multi‐Point Intrusion License            1,875                375               250            2,500 Misc. IT Software            2,000             2,000             2,000            6,000 MS Project (PW)            1,000             1,000             1,000            3,000 Adobe Licensing            6,000             1,200                800            8,000 L‐Fiche Server Licensing               525                105                  70               700 TOTAL ‐ Software Maintenance 2335 $     67,649 $     15,930 $     11,620 $     95,198 INFORMATION TECHNOLOGY ‐ 4320

EXPENSE DETAIL
Funding Source and
Amount Per Funding Source
Budget Page 94
Agenda Item #5.1.

City Attorney (4400)
Budget 2022-23
Purpose
The City of St. Helena contracts with the law firm of Best Best & Krieger LLP for its City Attorney services. Ethan Walsh is the City Attorney. The City Attorney, who is appointed by the City Council, is responsible for providing legal advice to the City Council and Staff in carrying out the duties of City government. The City Attorney’s duties include framing and reviewing City ordinances, resolutions and agreements, advising on all areas of law affecting the City’s operations, and representing the City in litigation and in the enforcement of City ordinances and State laws affecting the City. The City Attorney’s client is the City of St. Helena, as represented by the City Council and City Manager, and not members of the public.

Budget Page 95
Agenda Item #5.1.

Attorney
Expenses by Fund and Category
Fund Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund 241,597 263,017 386,000 386,000
561 Water Enterprise 185,456 208,718 159,500 159,500
571 Sewer Enterprise 14,608 7,869 26,500 26,500
751 Affordable Housing 29,664 10,129 25,000 25,000
Grand Total 471,326 489,733 597,000 597,000
Object Code Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 44 Attorney
21 Services 458,539 489,556 597,000 597,000
24 Taxes, Insurances & Contributions 12,787 177 ‐ ‐
Grand Total 471,326 489,733 597,000 597,000
100%
FY 23 EXPENSES BY CATEGORY
Services
Taxes, Insurances & Contributions
Budget Page 96
Agenda Item #5.1.

Attorney Budget ‐ 4400
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund
101‐44‐00‐21‐30 Professional Contracts 222,121 196,454 200,000 200,000 101‐44‐00‐21‐32 Litigation Cost 1,393 66,292 150,000 150,000 101‐44‐00‐21‐33 Contract Billable Services 18,084 271 36,000 36,000 101‐44‐00‐21‐45 Other Contract Services ‐  ‐  ‐  ‐
21 Services 241,597 263,017 386,000 386,000
00 Administration 241,597 263,017 386,000 386,000
561 Water Enterprise
561‐44‐00‐21‐30 Professional Contracts 29,573 86,744 59,500 59,500 561‐44‐00‐21‐32 Litigation Cost 155,883 121,974 100,000 100,000 561‐44‐00‐21‐40 Professional Fees ‐  ‐  ‐  ‐
561‐44‐00‐21‐45 Other Contract Services ‐  ‐  ‐  ‐
21 Services 185,456 208,718 159,500 159,500
00 Administration 185,456 208,718 159,500 159,500
571 Sewer Enterprise
571‐44‐00‐21‐30 Professional Contracts 4,617 7,869 11,500 11,500 571‐44‐00‐21‐32 Litigation Cost 9,991 ‐ 15,000 15,000
571‐44‐00‐21‐45 Other Contract Services ‐  ‐  ‐  ‐
21 Services 14,608 7,869 26,500 26,500
00 Administration 14,608 7,869 26,500 26,500
751 Affordable Housing
751‐44‐00‐21‐30 Professional Contracts 16,877 9,952 25,000 25,000 21 Services 16,877 9,952 25,000 25,000
751‐44‐00‐24‐10 Turley Flats Contribution 8,430 177 ‐  ‐ 751‐44‐00‐24‐12 963 Pope Street OTSH 4,358 ‐ ‐  ‐
24 Taxes, Insurances & Contributi 12,787 177 ‐  ‐
00 Administration 29,664 10,129 25,000 25,000
Grand Total 471,326 489,733 597,000 597,000
Budget Page 97
Agenda Item #5.1.

Planning & Building
Budget Page 98
Agenda Item #5.1.

Planning & Building Director
Building Official Senior Planner (2)*
Building Permit Technician I Planning Permit
Technician III
Organizational Chart
Planning & Building
*One FTE Position has been frozen for FY2022-23
Budget Page 99
Agenda Item #5.1.

Planning & Building (4500)
Budget 2022-23
Purpose
The core services provided by the Planning and Building Department are:

Implementation, enforcement, and updates related to the City’s General Plan, the City Zoning and City Building Codes. The overarching goal is to maintain and improve the quality of the community and environment. Additionally, this department reviews project plans for consistency with local, state, and federal laws as well as actions taken by the City Council and Planning Commission. The department provides planning and development review services, environmental review to ensure compliance with the California Environmental Quality Act, serves as the City’s Housing Administrator, provides building permit plan check and field inspection, and Code Enforcement. (Including Short Term Rental enforcement).

FY19/20 FY20/21 FY21/22
0 500 1,000 1,500
Inspections
Permit Applications
Permits Issued
Planning Applications
Budget Page 100
Agenda Item #5.1.

Adoption of Housing Element
Adoption of updated Safety Element
Public Meetings to receive comments on Zoning Code Update Update Zoning Map
Adoption of new Zoning Code
Transition to online permitting software
Adoption of Trails and Open Space Plan
Climate action implementation
Planning & Building Department Goals
Adopted SB 9 ordinance
Conducted Surplus Properties Workshop
Completed plan check of Farmstead Hotel
Zoning Code Subcommittee completed review of core content for new code Sutter Home Baseline Documentation completed
Provided support to Blue Zones Built Environment Committee Completed Hunter EIR public review
Completed update to Timeshare ordinance
Renewed Housing Authority Contract
Conducted 3 Housing Element Update Community Workshops
Annual Housing Element Progress Report was submitted to and accepted by the California Department of Housing and Community Development (HCD)
Initiated a Development Review Committee (DRC) internal group to facilitate a more collaborative development review process
Planning & Building Accomplishments
Planning & Building (4500)
Budget 2022-23
Budget Page 101
Agenda Item #5.1.

Planning & Building
Expenses by Fund and Category
Fund Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund 911,670 1,049,048 1,316,278 1,112,778
209 HOME Grant ‐ 4,075 ‐  25,000
291 SB‐1186 State Fees 2,724 ‐  5,000 5,000
713 Civic Impact 292 ‐  364 ‐
745 Parking In‐Lieu ‐ ‐  60,000 30,000
751 Affordable Housing ‐ 14,887 ‐  ‐
Grand Total 914,687                  1,068,009                  1,381,643                  1,172,778 Object Code Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 45 Planning/Building
20 Salaries & Benefits 751,763 864,409 883,050 918,950
21 Services 119,956 183,642 457,915 205,540
22 Supplies 6,261 1,134 4,300 5,300
23 Maintenance 27,678 12,901 29,428 33,038
26 Capital 9,029 5,924 6,950 9,950
Grand Total 914,687                  1,068,009                  1,381,643                  1,172,778 78%
18%
0% 3%1%
FY 23 EXPENSES BY CATEGORY
Salaries & Benefits
Services
Supplies
Maintenance
Capital
Budget Page 102
Agenda Item #5.1.

Planning Budget ‐ 4500
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund
45 Planning/Building
101‐45‐00‐20‐08 Post‐Employment Disbursement ‐  ‐  ‐  ‐ 101‐45‐00‐20‐10 Salary‐Regular 465,853 539,725 561,492 604,366 101‐45‐00‐20‐20 Temp/Part Time 17,781 30,200 6,000 6,000 101‐45‐00‐20‐30 Overtime 472 550 1,000 1,000
101‐45‐00‐20‐40 FICA/Medicare 37,222 40,764 41,987 45,115 101‐45‐00‐20‐45 Employer PERS 28,336 32,268 38,060 40,345 101‐45‐00‐20‐47 PERS Unfunded Liability 72,494 75,133 75,461 60,302 101‐45‐00‐20‐50 Employee PERS (709) 495 ‐  ‐
101‐45‐00‐20‐55 Health Insurance 85,045 100,248 113,751 118,046 101‐45‐00‐20‐61 Workers Comp 26,963 23,647 23,275 22,011 101‐45‐00‐20‐65 SDI 4,472 5,480 5,983 5,724
101‐45‐00‐20‐71 Unemployment ‐  ‐  ‐  ‐
101‐45‐00‐20‐75 Deferred Comp 7,311 8,699 8,841 8,841
101‐45‐00‐20‐85 Auto Allowance 6,023 7,200 7,200 7,200
101‐45‐00‐20‐96 Education Reimbursement 500 ‐  ‐  ‐
20 Salaries & Benefits 751,763 864,409 883,050 918,950
101‐45‐00‐21‐05 Advertising 7,479 6,755 5,000 5,000
101‐45‐00‐21‐10 Communications 3,753 4,485 3,200 3,200
101‐45‐00‐21‐15 Postage 1,011 569 1,200 1,200
101‐45‐00‐21‐30 Professional Contracts 39,606 72,451 65,518 12,000 101‐45‐00‐21‐33 Contract Billable Services ‐  ‐  1,600 1,600 101‐45‐00‐21‐39 Other Contract Services ‐ CE 1,023 4,906 18,000 18,000 101‐45‐00‐21‐45 Other Contract Services 3,886 41,154 243,493 50,000 101‐45‐00‐21‐47 Other Contract Services ‐ Bldg 47,531 27,222 25,000 25,000 101‐45‐00‐21‐53 Memberships & Publications 6,450 6,833 8,140 8,140 101‐45‐00‐21‐55 Training & Conference 6,201 305 21,400 21,400 21 Services 116,940 164,680 392,551 145,540
101‐45‐00‐22‐12 Computer Equipment 4,111 ‐ ‐  ‐
101‐45‐00‐22‐13 Office Supplies 1,097 971 1,500 2,500
101‐45‐00‐22‐15 Special Department Supplies 1,053 163 2,800 2,800 22 Supplies 6,261 1,134 4,300 5,300
101‐45‐00‐23‐11 Maint Office Equip 298 1,399 500 500
101‐45‐00‐23‐35 Software Maintenance 21,533 5,584 21,630 25,000 101‐45‐00‐23‐50 Vehicle Alloc Expense 5,847 5,918 7,298 7,538 23 Maintenance 27,678 12,901 29,428 33,038
101‐45‐00‐26‐30 Capital Equipment 5,924 5,924 5,950 5,950 101‐45‐00‐26‐40 Furniture & Fixtures 3,105 ‐ 1,000 4,000 26 Capital 9,029 5,924 6,950 9,950
00 Administration 911,670                  1,049,048                  1,316,278                  1,112,778 101‐45‐10‐21‐30 Professional Contracts 36,796 72,451 173,957 ‐ 21 Services 36,796 72,451 173,957 ‐
10 Administration 36,796 72,451 173,957 ‐
Budget Page 103
Agenda Item #5.1.

Planning Budget ‐ 4500
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 209 HOME Grant
45 Planning/Building
209‐45‐00‐21‐22 Administrative Fees ‐  4,075 ‐ 25,000
21 Services ‐  4,075 ‐ 25,000
00 Administration ‐  4,075 ‐ 25,000
291 SB‐1186 State Fees
45 Planning/Building
291‐45‐00‐21‐55 CASp Certification & Training 2,724 ‐ 5,000 5,000 21 Services 2,724 ‐ 5,000 5,000
00 Administration 2,724 ‐ 5,000 5,000
713 Civic Impact
45 Planning/Building
713‐45‐00‐21‐30 Professional Contracts 292 ‐  364 ‐
21 Services 292 ‐  364 ‐
00 Administration 292 ‐  364 ‐
745 Parking In‐Lieu
45 Planning/Building
745‐45‐00‐21‐40 Professional Fees ‐  ‐  ‐  ‐
745‐45‐00‐21‐45 Other Contract Services ‐  ‐  60,000 30,000 21 Services ‐  ‐  60,000 30,000
00 Administration ‐  ‐  60,000 30,000
751 Affordable Housing
45 Planning/Building
751‐45‐00‐21‐45 Other Contract Services ‐  14,887 ‐ ‐
21 Services ‐  14,887 ‐ ‐
00 Administration ‐  14,887 ‐ ‐
Grand Total 951,483                  1,140,460                  1,555,599                  1,172,778 Budget Page 104
Agenda Item #5.1.

Description Object Code Funding
Source Total Budgeted
Temporary Part‐Time 2020 101
Planning Commissioner Stipends           6,000 6,000
TOTAL ‐ Temporary Part‐Time 2020 6,000$        $ 6,000
Advertising 2105 101
Public Hearing Notices            5,000 5,000
TOTAL ‐ Advertising 2105 5,000$        $ 5,000
Professional Contracts 2130 101
Investigator STR Enforcement          12,000 12,000
TOTAL ‐ Professional Contracts 2130 12,000$      $                12,000 Other Contract Services‐ Code Enforcement 2139 101
Building Plan Check and Building Inspections*          18,000 18,000 TOTAL ‐ Other Contract Services 2139 18,000$      $                18,000 Other Contract Services ‐ Planning 2145 101
Planning Services*          50,000 50,000
TOTAL ‐ Other Contract Services 2145      50,000$ $                50,000 Other Contract Services‐ Building 2147 101
Building Plan Check and Building Inspections*          25,000 25,000 TOTAL ‐ Other Contract Services 2147 25,000$      $                25,000 Memberships & Publications 2153 101
APA and AICP Dues            1,200 1,200
Updated Codes            2,000 2,000
Membership/Subscriptions (ICC, ENR, NFPA,
Building Codes, Planning & Building Codes)            3,000 3,000 Supplementary Code/Guide Books               500 500
County of Napa Official Records Index and
Document Images (split with CM, Planning, and
Public Works)
1,440 1,440
TOTAL ‐ Memberships & Publications 2153 8,140$        $ 8,140 PLANNING AND BUILDING ‐ 4500

EXPENSE DETAIL
Budget Page 105
Agenda Item #5.1.

Description Object Code Funding
Source Total Budgeted
PLANNING AND BUILDING ‐ 4500

EXPENSE DETAIL
Training and Conferences 2155 101
Planning Commissioners and Staff          10,000 10,000 APA California Conference (Senior Planner,
Planning Technician III and Planning Director)            6,100 6,100 Miscellaneous Staff Training            3,000 3,000
Plan Check/Inspection Training and Materials            2,300 2,300 TOTAL ‐ Training and Conferences 2155 21,400$      $                21,400 Software Maintenance 2335 101
CRW         25,000 25,000
TOTAL ‐ Software Maintenance 2335 25,000$      $                25,000 Training and Conferences 2155 291
CASP Certification and Training            5,000 5,000
TOTAL ‐ Training and Conferences 2155 5,000$        $ 5,000 SB‐1186 STATE FEES ‐ 291
Budget Page 106
Agenda Item #5.1.

Non-Departmental
Budget Page 107
Agenda Item #5.1.

Non-Departmental (4000)
Budget 2022-23
Purpose
The Purpose of the Non-Departmental categorization is to accommodate those costs not easily associated with a particular cost center and to more easily monitor certain expendable costs for savings and control purposes. Liability Insurance, contributions, debt service, and general office supplies are types of expenses accounted for here.

Budget Page 108
Agenda Item #5.1.

Non Department
Expenses by Fund and Category
Fund Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund                   2,008,124                   2,711,682                   3,211,499                   3,896,516 213 GVS Grant ‐  23,415 ‐  ‐
223 Skate Park Lighting Fund 1,200 ‐  ‐  ‐
224 Public Safety (COPS) ‐  ‐  ‐  ‐
225 State Gas Tax 2105 31,461 11,736 ‐  ‐
226 State Gas Tax 2106 19,523 ‐  ‐  21,664
227 State Gas Tax 2107 75,515 ‐  ‐  40,590
228 State Gas Tax 21075 5,540 ‐  ‐  2,000
229 State Gas Tax 2103 ‐  ‐  ‐  54,560
230 RMRA 108,000 ‐  ‐  138,364
235 Measure A 42,085 ‐  ‐  ‐
240 Measure T                   1,108,951 174,244 738,589 895,286 290 Tourism Improvement District 388,940 229,342 483,107 550,591 420 1996 GO Bonds (288) ‐  ‐  ‐
561 Water Enterprise                   1,161,878 1,201,805                   1,262,950                   1,210,312 571 Sewer Enterprise 881,703 613,840 546,994 495,689
572 Wastewater Bond ‐  ‐  ‐  ‐
581 Insurance Benefit Fund 146,456 (4,009) ‐  ‐
582 Internal Service Garage Fund 139,030 131,034 ‐  ‐
592 Equipment Replacement Fund ‐  100,000 20,724 231,418 700 Flood Control Capital 33,908 36,473 ‐  ‐
713 Civic Impact 25,731 ‐  3,770 ‐
733 Capital Project Planning ‐  530,000 ‐  ‐
734 Park Impact 405,545 53,082 514,659 515,659
740 Traffic Mitigation Impact ‐  41,711 873,610 873,610 741 Street Capital Improvement 326,279 ‐  ‐  ‐
751 Affordable Housing 316,884                   1,586,448 25,000 ‐ 752 Fund ‐  ‐  ‐  ‐
763 Water Capital Project ‐                    8,144,570 ‐  ‐ 764 Water Impact ‐  ‐  210,144 ‐
774 Sewer Impact ‐  ‐  709,677 677,260
890 General Fixed Assets                   1,221,185 ‐  ‐  ‐ Grand Total                  8,447,648                15,585,373                  8,600,723                  9,639,569 Budget Page 109
Agenda Item #5.1.

Object Code Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 DRAFT 40 Non Departmental
20 Salaries & Benefits                      582,349                      299,308                      434,849                      369,884 21 Services                      698,277                      326,655                   1,462,072                   2,375,453 22 Supplies                      218,840                   1,430,865                      319,267                        59,268 23 Maintenance                              260                               ‐                          3,979                          3,979 24 Taxes, Insurances & Contributions                   1,085,655                   2,488,850                   1,273,315                   1,197,810 25 Debt                      610,560                      550,050                   1,264,287                   1,255,194 26 Capital                               ‐                              112                      137,600                               ‐ 29 Transfers                   5,221,837                10,467,842                   3,635,354                   4,312,981 61 PEG access costs                        26,872                        21,690                        70,000                        65,000 80 Restitution Account                          3,000                               ‐                               ‐                               ‐ Grand Total                  8,447,648                15,585,373                  8,600,723                  9,639,569 4%
25%
0%
0%
12%
13% 0%
45%
1%
0%
FY 23 EXPENSES BY CATEGORY Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contributions
Debt
Capital
Transfers
PEG access costs
Restitution Account
Budget Page 110
Agenda Item #5.1.

Non Department Budget ‐ 4000
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund
40 Non Departmental
101‐40‐00‐20‐08 Post‐Employment Disbursement ‐  58,295 152,000 ‐ 101‐40‐00‐20‐40 FICA/Medicare ‐  4,460 ‐ ‐
101‐40‐00‐20‐47 PERS Unfunded Liability 162,640 121,213 173,357 269,243 101‐40‐00‐20‐55 Health Insurance ‐  10,876 ‐ ‐
101‐40‐00‐20‐65 SDI ‐  614 ‐  ‐
101‐40‐00‐20‐89 Charity Event Reimbursement 2,149 ‐ 9,250 9,250 20 Salaries & Benefits 164,789 195,458 334,607 278,493
101‐40‐00‐21‐10 Communications 3,186 4,238 6,000 6,000
101‐40‐00‐21‐15 Postage 872 657 1,000 1,000
101‐40‐00‐21‐27 Equipment Lease Exp 9,047 8,388 11,500 11,500 101‐40‐00‐21‐30 Professional Contracts 197,528 1,776 29,372 15,000 101‐40‐00‐21‐34 Muni Code Update 2,636 2,614 4,500 4,500 101‐40‐00‐21‐40 Professional Fees 8,077 1,782 14,000 8,000 101‐40‐00‐21‐43 Penalties And Fines 3,416 5,578 4,000 4,000 101‐40‐00‐21‐45 Other Contract Services 32,687 47,100 724,749 1,291,301 101‐40‐00‐21‐52 Facility Rental 701 4,000 141,000 241,000 101‐40‐00‐21‐53 Memberships & Publications 2,519 2,601 2,900 2,900 101‐40‐00‐21‐55 Training & Conference 60 ‐  ‐  ‐
101‐40‐00‐21‐60 Other Travel 60 ‐  ‐  ‐
21 Services 260,788 78,734 939,021                  1,585,201 101‐40‐00‐22‐07 Copies 6,142 3,075 6,500 6,500
101‐40‐00‐22‐13 Office Supplies 1,457 1,311 2,900 2,900 101‐40‐00‐22‐15 Special Department Supplies 88,123 14,085 750 750 101‐40‐00‐22‐16 COVID‐19 81,777 106,026 ‐ ‐
101‐40‐00‐22‐17 Glass Fire ‐  1,301,729 266,693 ‐
101‐40‐00‐22‐18 Employee Appreciation ‐  ‐  5,000 5,000 22 Supplies 177,499                  1,426,226 281,843 15,150 101‐40‐00‐23‐11 Maint Office Equip 260 ‐  1,500 1,500
23 Maintenance 260 ‐  1,500 1,500
101‐40‐00‐24‐05 Contributions 126,249 120,618 351,917 208,343 101‐40‐00‐24‐07 Chamber of Commerce 210,000 210,000 220,500 250,000 101‐40‐00‐24‐08 Leak Adjustment Contribution ‐  ‐  9,000 9,000 101‐40‐00‐24‐24 Uncollectable Debt 1,823 4,924 ‐ ‐
101‐40‐00‐24‐25 Taxes & Other Charges 4,937 5,296 6,000 6,000 101‐40‐00‐24‐45 REMIF/Block Party Insurance 215,394 269,128 298,144 361,713 24 Taxes, Insurances & Contributions 558,403 609,966 885,561 835,056 101‐40‐00‐26‐30 Capital Equipment ‐  ‐  51,600 ‐
26 Capital ‐  ‐  51,600 ‐
101‐40‐00‐29‐99 Transfer to other Funds 674,129 245,260 584,189 1,052,939 29 Transfers 674,129 245,260 584,189                  1,052,939 101‐40‐00‐61‐00 PEG access costs 26,872 21,690 70,000 65,000 61 PEG access costs 26,872 21,690 70,000 65,000
Budget Page 111
Agenda Item #5.1.

Non Department Budget ‐ 4000
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101‐40‐00‐80‐00 Restitution Account 3,000 ‐ ‐  ‐
80 Restitution Account 3,000 ‐ ‐  ‐
00 Administration                  1,865,740                  2,577,334                  3,148,321                  3,833,339 101‐40‐45‐25‐05 Retire Principal 138,466 127,168 58,222 59,704 101‐40‐45‐25‐15 Interest Expense 3,918 7,180 4,956 3,473 25 Debt 142,384 134,348 63,178 63,177
45 Debt 142,384 134,348 63,178 63,177
213 GVS Grant
40 Non Departmental
213‐40‐00‐29‐99 Transfer to other Funds ‐  23,415 ‐ ‐
29 Transfers ‐  23,415 ‐ ‐
00 Administration ‐  23,415 ‐ ‐
223 Skate Park Lighting Fund
40 Non Departmental
223‐40‐00‐29‐99 Transfer to other Funds 1,200 ‐ ‐  ‐
29 Transfers 1,200 ‐ ‐  ‐
00 Administration 1,200 ‐ ‐  ‐
225 State Gas Tax 2105
40 Non Departmental
225‐40‐00‐29‐99 Transfer to other Funds 31,461 11,736 ‐ ‐ 29 Transfers 31,461 11,736 ‐ ‐
00 Administration 31,461 11,736 ‐ ‐
226 State Gas Tax 2106
40 Non Departmental
226‐40‐00‐29‐99 Transfer to other Funds 19,523 ‐ ‐  21,664 29 Transfers 19,523 ‐ ‐  21,664
00 Administration 19,523 ‐ ‐  21,664
227 State Gas Tax 2107
40 Non Departmental
227‐40‐00‐29‐99 Transfer to other Funds 75,515 ‐ ‐  40,590 29 Transfers 75,515 ‐ ‐  40,590
00 Administration 75,515 ‐ ‐  40,590
228 State Gas Tax 21075
40 Non Departmental
228‐40‐00‐29‐99 Transfer to other Funds 5,540 ‐ ‐  2,000 29 Transfers 5,540 ‐ ‐  2,000
Budget Page 112
Agenda Item #5.1.

Non Department Budget ‐ 4000
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 00 Administration 5,540 ‐ ‐  2,000
229 State Gas Tax 2103
40 Non Departmental
229‐40‐00‐29‐99 Transfer to other Funds ‐  ‐  ‐  54,560 29 Transfers ‐  ‐  ‐  54,560
00 Administration ‐  ‐  ‐  54,560
230 RMRA
40 Non Departmental
230‐40‐00‐29‐99 Transfer to Other Funds 108,000 ‐ ‐  138,364 29 Transfers 108,000 ‐ ‐  138,364
00 Administration 108,000 ‐ ‐  138,364
235 Measure A
40 Non Departmental
235‐40‐45‐25‐05 Retire Principal 41,099 ‐ ‐  ‐
235‐40‐45‐25‐15 Interest Expense 986 ‐  ‐  ‐
25 Debt 42,085 ‐ ‐  ‐
45 Debt 42,085 ‐ ‐  ‐
240 Measure T
40 Non Departmental
240‐40‐00‐29‐99 Transfer to Other Funds 1,108,951 174,244 738,589 895,286 29 Transfers                  1,108,951 174,244 738,589 895,286 00 Administration                  1,108,951 174,244 738,589 895,286 289 Recreation Program
40 Non Departmental
289‐40‐00‐29‐99 Transfer to other Funds ‐  ‐  ‐  36,050 29 Transfers ‐  ‐  ‐  36,050
00 Administration ‐  ‐  ‐  36,050
290 Tourism Improvement District
40 Non Departmental
290‐40‐00‐21‐41 County Share of TID 286,842 169,941 357,757 407,816 290‐40‐00‐21‐49 Local Share of TID 96,731 57,429 120,864 137,776 21 Services 383,573 227,370 478,621 545,592
290‐40‐00‐29‐99 Transfer to other Funds 5,367 1,972 4,486 4,999 29 Transfers 5,367 1,972 4,486 4,999
00 Administration 388,940 229,342 483,107 550,591
420 1996 GO Bonds
Budget Page 113
Agenda Item #5.1.

Non Department Budget ‐ 4000
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 40 Non Departmental
420‐40‐45‐25‐15 Interest Expense (288) ‐  ‐  ‐
25 Debt (288) ‐  ‐  ‐
45 Debt (288) ‐  ‐  ‐
561 Water Enterprise
40 Non Departmental
561‐40‐00‐20‐45 Pension Expense 24,899 63,313 ‐ ‐
561‐40‐00‐20‐47 PERS Unfunded Liability 55,948 ‐ 60,322 54,996 20 Salaries & Benefits 80,847 63,313 60,322 54,996
561‐40‐00‐21‐10 Communications 878 1,166 2,000 2,000
561‐40‐00‐21‐15 Postage 225 169 100 100
561‐40‐00‐21‐27 Equipment Lease Exp 5,822 5,784 8,400 8,400 561‐40‐00‐21‐30 Professional Contracts 79 ‐  ‐  ‐
561‐40‐00‐21‐45 Other Contract Services ‐  348 2,280 2,280 21 Services 7,005 7,468 12,780 12,780
561‐40‐00‐22‐07 Copies 1,428 1,378 3,500 3,500
561‐40‐00‐22‐13 Office Supplies 1,109 534 5,700 5,700
561‐40‐00‐22‐15 Special Department Supplies 23,993 408 750 750 22 Supplies 26,530 2,320 9,950 9,950
561‐40‐00‐23‐35 Software Maintenance ‐  ‐  1,239 1,239
23 Maintenance ‐  ‐  1,239 1,239
561‐40‐00‐24‐24 Uncollectable Debt (9,209) (434) ‐  ‐
561‐40‐00‐24‐45 REMIF/Block Party Insurance 109,447 146,698 181,377 181,377 24 Taxes, Insurances & Contributions 100,238 146,264 181,377 181,377 561‐40‐00‐26‐30 Capital Equipment ‐  56 43,000 ‐
26 Capital ‐  56 43,000 ‐
561‐40‐00‐29‐99 Transfer to other Funds ‐  79,570 ‐ ‐
29 Transfers ‐  79,570 ‐ ‐
00 Administration 214,619 298,991 308,668 260,342
561‐40‐10‐29‐40 Depreciation Expense 611,423 577,948 ‐ ‐ 29 Transfers 611,423 577,948 ‐ ‐
10 Administration 611,423 577,948 ‐ ‐
561‐40‐45‐21‐40 Professional Fees 6,982 2,815 10,000 10,000 21 Services 6,982 2,815 10,000 10,000
561‐40‐45‐25‐05 Retire Principal ‐  ‐  662,461 679,187
561‐40‐45‐25‐15 Interest Expense 328,853 322,051 281,821 260,783 25 Debt 328,853 322,051 944,282 939,970
Budget Page 114
Agenda Item #5.1.

Non Department Budget ‐ 4000
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 45 Debt 335,836 324,866 954,282 949,970
571 Sewer Enterprise
40 Non Departmental
571‐40‐00‐20‐45 Pension Expense 148,620 44,546 ‐ ‐
571‐40‐00‐20‐47 PERS Unfunded Liability 41,636 ‐ 39,920 36,395 20 Salaries & Benefits 190,256 44,546 39,920 36,395
571‐40‐00‐21‐10 Communication 878 1,166 2,000 2,000
571‐40‐00‐21‐15 Postage 225 169 200 200
571‐40‐00‐21‐27 Equipment Lease Exp 5,822 5,784 8,400 8,400 571‐40‐00‐21‐30 Professional Contracts 79 ‐  ‐  ‐
571‐40‐00‐21‐45 Other Contract Services ‐  348 2,280 2,280 21 Services 7,005 7,468 12,880 12,880
571‐40‐00‐22‐07 Copies 1,428 1,378 3,500 3,500
571‐40‐00‐22‐13 Office Supplies 1,109 534 2,500 2,500
571‐40‐00‐22‐15 Special Department Supplies 12,274 408 750 750 22 Supplies 14,811 2,320 6,750 6,750
571‐40‐00‐23‐35 Software Maintenance ‐  ‐  1,240 1,240
23 Maintenance ‐  ‐  1,240 1,240
571‐40‐00‐24‐24 Uncollectable Debt 683 (121) ‐  ‐
571‐40‐00‐24‐45 REMIF/Block Party Insurance 109,447 146,698 181,377 181,377 24 Taxes, Insurances & Contributi 110,130 146,577 181,377 181,377 571‐40‐00‐26‐30 Capital Equipment ‐  56 43,000 ‐
26 Capital ‐  56 43,000 ‐
00 Administration 322,203 200,966 285,167 238,642
571‐40‐10‐29‐40 Depreciation Expense 454,781 316,828 ‐ ‐ 29 Transfers 454,781 316,828 ‐ ‐
10 SB2 Planning Grant 454,781 316,828 ‐ ‐
571‐40‐45‐21‐40 Professional Fees 7,193 2,395 5,000 5,000 21 Services 7,193 2,395 5,000 5,000
571‐40‐45‐25‐05 Retire Principal ‐  ‐  166,739 168,913
571‐40‐45‐25‐15 Interest Expense 97,527 93,651 90,088 83,134 25 Debt 97,527 93,651 256,827 252,047
45 Debt 104,719 96,046 261,827 257,047
581 Insurance Benefit Fund
40 Non Departmental
581‐40‐00‐20‐55 Health Insurance 146,456 (4,009) ‐ ‐
20 Salaries & Benefits 146,456 (4,009) ‐ ‐
Budget Page 115
Agenda Item #5.1.

Non Department Budget ‐ 4000
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 00 Administration 146,456 (4,009) ‐ ‐
582 Internal Service Garage Fund
40 Non Departmental
582‐40‐10‐29‐40 Depreciation Expense 139,030 131,034 ‐ ‐ 29 Transfers 139,030 131,034 ‐ ‐
10 Administration 139,030 131,034 ‐ ‐
592 Equipment Replacement Fund
40 Non Departmental
592‐40‐00‐21‐45 Other Contract Services ‐  ‐  ‐  204,000 21 Services ‐  ‐  ‐  204,000
592‐40‐00‐22‐12 Computer Equipment ‐  ‐  20,724 27,418
22 Supplies ‐  ‐  20,724 27,418
592‐40‐00‐29‐99 Transfer to other Funds ‐  100,000 ‐ ‐
29 Transfers ‐  100,000 ‐ ‐
00 Administration ‐  100,000 20,724 231,418
700 Flood Control Capital
40 Non Departmental
700‐40‐00‐29‐99 Transfer to other Funds 33,908 36,473 ‐ ‐ 29 Transfers 33,908 36,473 ‐ ‐
00 Administration 33,908 36,473 ‐ ‐
713 Civic Impact
40 Non Departmental
713‐40‐00‐21‐30 Professional Contracts 25,731 ‐ 3,770 ‐ 21 Services 25,731 ‐ 3,770 ‐
00 Administration 25,731 ‐ 3,770 ‐
733 Capital Project Planning
40 Non Departmental
733‐40‐00‐29‐99 Transfer to other Funds ‐  530,000 ‐ ‐
29 Transfers ‐  530,000 ‐ ‐
00 Administration ‐  530,000 ‐ ‐
734 Park Impact
40 Non Departmental
734‐40‐00‐29‐99 Transfer to other Funds 405,545 53,082 514,659 515,659 29 Transfers 405,545 53,082 514,659 515,659
00 Administration 405,545 53,082 514,659 515,659
740 Traffic Mitigation Impact
Budget Page 116
Agenda Item #5.1.

Non Department Budget ‐ 4000
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 40 Non Departmental
740‐40‐00‐29‐99 Transfer to other Funds ‐  41,711 873,610 873,610 29 Transfers ‐  41,711 873,610 873,610
00 ‐  41,711 873,610 873,610
741
40 741‐40‐00‐29‐99 326,279 ‐ ‐  ‐
29 326,279 ‐ ‐  ‐
00 326,279 ‐ ‐  ‐
751
40 751‐40‐00‐21‐45 ‐  405 ‐  ‐
21 ‐  405 ‐  ‐
751‐40‐00‐24‐05 ‐  ‐  25,000 ‐
751‐40‐00‐24‐10 ‐  185,884 ‐ ‐
751‐40‐00‐24‐11 316,884 ‐ ‐  ‐
751‐40‐00‐24‐12 ‐  1,400,000 ‐ ‐
751‐40‐00‐24‐13 ‐  160 ‐  ‐
24 316,884                  1,586,044 25,000 ‐
00 316,884                  1,586,448 25,000 ‐
763
40 763‐40‐00‐29‐99 ‐  8,144,570 ‐ ‐
29 ‐                   8,144,570 ‐ ‐
00 ‐                   8,144,570 ‐ ‐
764
40 764‐40‐00‐29‐99 ‐  ‐  210,144 ‐
29 ‐  ‐  210,144 ‐
00 ‐  ‐  210,144 ‐
774‐40‐00‐29‐99 ‐  ‐  709,677 677,260
29 ‐  ‐  709,677 677,260
00 ‐  ‐  709,677 677,260
890
40 890‐40‐00‐29‐20 11 ‐  ‐  ‐
29 Administration
Street Capital Improvement
Non Departmental
Transfer to other Funds
Transfers
Administration
Affordable Housing
Non Departmental
Other Contract Services
Services
Contributions
Turley Flats Contribution
Brenkle Court
963 Pope Street OTSH
963 Pope Street OTSH
Taxes, Insurances & Contributions
Administration
Water Capital Project
Non Departmental
Transfer to other Funds
Transfers
Administration
Water Impact
Non Departmental
Transfer to other Funds
Transfers
Administration
Transfer to other Funds
Transfers
Administration
General Fixed Assets
Non Departmental
Fixed Asset Adjustments
Transfers 11 ‐  ‐  ‐
Budget Page 117
Agenda Item #5.1.

Non Department Budget ‐ 4000
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 00 Administration 11 ‐  ‐  ‐
890‐40‐10‐29‐40 Depreciation Expense 1,221,174 ‐ ‐  ‐
29 Transfers                  1,221,174 ‐ ‐  ‐
10 SB2 Planning Grant                  1,221,174 ‐ ‐  ‐ Grand Total                  8,447,648                15,585,373                  8,600,723                  9,639,569 Budget Page 118
Agenda Item #5.1.

Description Object
Code
Total
Budgeted
PERS Unfunded Liability 2047 101 561 571
Additional Payment           269,243           54,996           36,395         360,634 TOTAL ‐ PERS Unfunded Liability 2047 $    269,243  $     54,996  $     36,395 $    360,634 Equipment Lease 2127 101 561 571
Copiers            11,500             8,400             8,400            28,300 TOTAL ‐ Equipment Lease 2127 $       11,500  $       8,400  $       8,400 $       28,300 Professional Contracts 2130 101 561 571
Climate Action Plan Update            15,000            15,000 TOTAL ‐ Professional Contracts 2130 $       15,000  $              ‐     $              ‐    $       15,000 Professional Fees 2140 101 561 571
Fingerprinting ‐ reimbursed              8,000                    ‐                      ‐                8,000 TOTAL ‐ Professional Fees 2140 $         8,000  $              ‐     $              ‐    $         8,000 Other Contract Services 2145 101 561 571
Napa County ITS (GIS)              1,700             1,700             1,700              5,100 Animal Control              7,000              7,000
NVTA ‐ JPA Membership              9,966              9,966 Fair Housing Napa Valley            13,000            13,000 Fair Housing Napa Valley ‐ Annual
Presentation              1,500              1,500
Maintenance Wide Format Multi‐Function
Unit                 580                580                580               1,740 Miscellaneous Contracts            72,555                    ‐                      ‐              72,555 Business Recovery            50,000            50,000
Napa Valley College Tenant
Improvements      1,100,000                    ‐                      ‐        1,100,000 Vegetation Management            35,000                    ‐                      ‐              35,000 TOTAL ‐ Other Contract Services 2145 $ 1,291,301  $       2,280  $       2,280  $ 1,295,861 Facility Rentals 2152 101 561 571
Vintage Hall            15,000                    ‐                      ‐              15,000 Napa Valley College         226,000                    ‐                      ‐           226,000 TOTAL ‐ Facility Rentals 2153 $    241,000  $              ‐     $              ‐     $    241,000 Memberships & Publications 2153 101 561 571
BMI                 600                    ‐                      ‐                   600 ABAG              2,300                    ‐                      ‐                2,300 TOTAL ‐ Memberships & Publications 2153 $         2,900  $              ‐    $              ‐    $          2,900 NON‐DEPARTMENTAL ‐ 4000

EXPENSE DETAIL
Funding Source and
Amount Per Funding Source
Budget Page 119
Agenda Item #5.1.

Description Object
Code
Total
Budgeted
NON‐DEPARTMENTAL ‐ 4000

EXPENSE DETAIL
Funding Source and
Amount Per Funding Source
Copies 2207 101 561 571
Administration (includes large format)              6,500             3,500             3,500             13,500 TOTAL ‐ Copies 2207 $         6,500  $       3,500 $        3,500 $       13,500 Special Department Supplies 2215 101 561 571
Misc. Supplies                 750                750                750               2,250 TOTAL ‐ Special Department Supplies 2215 $            750  $          750  $          750 $         2,250 Contributions 2405 101 561 571
Housing Authority (Housing Services)              56,050                    ‐                      ‐              56,050 NVTA (Fare Box Match)            35,000                    ‐                      ‐              35,000 LAFCO            21,293                    ‐                      ‐              21,293 Leadership Napa Valley              1,000                    ‐                      ‐                1,000 CARES Programs            75,000                    ‐                      ‐              75,000 Leak Adjustment Programs            15,000            15,000 Upper Valley Waste Management              5,000                    ‐                      ‐                5,000 TOTAL ‐ Contributions 2405 $    208,343  $              ‐     $              ‐    $    208,343 REMIF/Block Party Insurance 2445 101 561 571
General Liability Insurance         161,746          82,319           82,319          326,384 Property            68,894           22,439           22,439          113,772 Auto              8,314             5,060             5,060             18,434 Pollution                 766                488                488               1,742 Safety              4,385             2,669             2,669               9,723 Cyber              6,352             4,042             4,042             14,436 Contract Fire Services Surcharge              1,370                    ‐                      ‐                1,370 Difference In Condition (Earthquake and
Flood)            34,270           21,276           21,276             75,986 Difference In Condition (OSIP)              5,433            2,212             2,212              9,857 High Flood Zone Deductible              2,427                384                384               3,195 DOT Random Drug and Alcohol Testing                 329                200                200                  729 Boiler, Fire, Fraud            10,415             6,339             6,339             23,093 Workers Comp Deductible              6,600             4,200             4,200             15,000 Liability Deductibles            13,200             8,400             8,400             30,000 Employee Assistance Plan (EAP)              3,940                    ‐                      ‐                3,940 WC Assessment            22,113          14,072           14,072            50,257 Liability Assessment            10,518             6,694             6,694             23,906 Flood Insurance (Wright)                 605                583                583               1,771 TOTAL ‐ REMIF/Block Party Insurance 2445 $    361,677  $  181,377  $  181,377 $    723,595 Budget Page 120
Agenda Item #5.1.

Description Object
Code
Total
Budgeted
NON‐DEPARTMENTAL ‐ 4000

EXPENSE DETAIL
Funding Source and
Amount Per Funding Source
Transfer to Other Funds 2999 101 561 571
Streets Fund 741 ‐ Measure T Class 1
Trails 6.67%            85,000            85,000
Fourth of July ‐ Fund 288            40,000                    ‐                      ‐              40,000 Transfer to Equipment Replacement         458,000                    ‐                      ‐            458,000 Transfer to Civic CIP ‐ HMGP Defensible
Space Match            40,750                    ‐                      ‐               40,750 Streets Fund 741 ‐ Oak Ave & College
Ave Interim Street Improvements            50,000            50,000 Streets Fund 741 ‐ Measure T MOE         379,189                   ‐                      ‐            379,189 TOTAL ‐ Transfers to Other Funds 2999 $ 1,052,939  $              ‐     $              ‐     $ 1,052,939 PEG Access Costs 6100 101 561 571
PEG Pass Through from Comcast            35,000                    ‐                      ‐    $       35,000 City Council/Planning Commission Regular
Meetings            30,000                    ‐                      ‐    $       30,000 TOTAL ‐ PEG Access Costs $       65,000  $              ‐     $              ‐    $       65,000 Retire Principal (4045) 2505 101
Street Sweeper            59,704            59,704
TOTAL ‐ Retire Principal 2505 $       59,704  $              ‐     $              ‐    $       59,704 Interest Expense (4045) 2515 101
Street Sweeper              3,473              3,473
TOTAL ‐ Interest Expense 2515 $          3,473  $              ‐     $              ‐    $         3,473 Professional Fees (4045) 2140 561
‐             10,000                    ‐              10,000 TOTAL ‐ Professional Fees 2140 $                ‐     $     10,000 $              ‐    $       10,000 Retire Principal (4045) 2505 561
Chase ‐ Water 2006A Refunding                     ‐          413,100                    ‐           413,100 Water/Wastewater Bond 2012B                     ‐          266,087                    ‐           266,087 TOTAL ‐ Retire Principal 2505 $                ‐     $   679,187 $              ‐    $    679,187 Interest Expense (4045) 2515 561
Chase ‐ Water 2006A Refunding                     ‐          116,353                    ‐           116,353 Water/Wastewater Bond 2012B                     ‐          144,430                    ‐           144,430 TOTAL ‐ Interest Expense 2515 $                ‐     $   260,783 $              ‐    $    260,783 101 ‐ General Fund Debt Service (4045)
561 ‐ Water Debt Service (4045)
Budget Page 121
Agenda Item #5.1.

Description Object
Code
Total
Budgeted
NON‐DEPARTMENTAL ‐ 4000

EXPENSE DETAIL
Funding Source and
Amount Per Funding Source
Professional Fees (4045) 2140 571
‐     ‐             5,000              5,000
TOTAL ‐ Professional Fees 2140 $                ‐     $              ‐     $        5,000 $         5,000 Retire Principal (4045) 2505 571
Wastewater Revenue Bond 2005B                     ‐                      ‐             95,000            95,000 Water/Wastewater Bond 2012B                     ‐                      ‐             73,913            73,913 TOTAL ‐ Retire Principal 2505 $                ‐     $              ‐     $   168,913 $    168,913 Interest Expense (4045) 2515 571
Wastewater Revenue Bond 2005B                     ‐                      ‐             43,014            43,014 Water/Wastewater Bond 2012B                     ‐                      ‐             40,120            40,120 TOTAL ‐ Interest Expense 2515 $                ‐     $              ‐     $     83,134 $       83,134 571 ‐ Waste Water Debt Service (4045)
Budget Page 122
Agenda Item #5.1.

Community Services
Budget Page 123
Agenda Item #5.1.

Library
Budget Page 124
Agenda Item #5.1.

Library Director
Senior
Library Assistant
Part-Time Library Assistant
(8)
Organizational Chart
Library
Library Associate* Senior
Library Associate
Outreach
Librarian I
*One FTE Position has been frozen for FY2022-23
Budget Page 125
Agenda Item #5.1.

Library (4600)
Budget 2022-23
Purpose
Recognized as one of the best libraries in the country, we are a resource for people in their daily lives as they grow, learn, and challenge themselves at every single stage of life and personal development.

We strive to provide resources, space, and opportunities for civic engagement, as well as gateways to education, learning experiences, and enrichment. Our goal is to maintain and continue to achieve the best in library services by managing our resources wisely, preparing for the future, and being responsive to the changing landscape of the community we serve.

FY19/20 FY20/21 FY21/22
0 25,000 50,000 75,000 100,000 125,000
Physical Checkouts
Digital Checkouts
Visitors
FY19/20 FY20/21 FY21/22
0 200 400 600
Programs
Volunteer Hours
Budget Page 126
Agenda Item #5.1.

Be a resource for community members in their daily lives as they grow, learn, and challenge themselves at every stage of life and personal development.

Strive to provide resources, space, and opportunities for civic engagement as well as gateways to education, learning experiences, and enrichment.

Maintain and continue to deliver the best in library service by managing our resources wisely, preparing for the future, and being responsive to the challenging needs of the community we serve.

Library Department Goals
Library (4600)
Budget 2022-23
Library staff was named the St. Helena Chamber of Commerce’s Employees of the Year.

Restarting of in-person programming, which has included: Storytimes, Gingerbread House Decorating, Buttercream Frosting Class, Napa Valley Wine Library Author Talk and Jay Greene’s lecture series.

Library now lends five HP Chromebooks and Wi-Fi Hotspots to Library cardholders.

Windows-based laptop recycling program. The Library will accept working laptops that are Windows-based for refurbishing. Charging cords must accompany the laptop.

The Library had a very successful card design contest which resulted in 3 new card designs.

Library was one of ten pilot sites for the NLM_Cornerstones of Science Test the Waters Kit.

Library Accomplishments
Budget Page 127
Agenda Item #5.1.

Library
Expenses by Fund and Category
Fund Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund               994,165               948,576                 1,019,271 934,708 218 Public Library Foundation ‐ ‐  1,288 1,300
219 CLSA State Library Grant ‐ ‐  1,350 1,350
380 Friends and Foundation               128,740               108,738 148,435 144,288 382 Martin Estate Trust ‐ 650 700 700
384 Tweed Trust                 31,756                 35,896 50,000 50,000 Grand Total           1,154,661           1,093,860                 1,221,044 1,132,346 Object Code Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 46 Library
20 Salaries & Benefits               876,117               818,119 846,818 768,746 21 Services               153,524               163,843 204,710 205,300 22 Supplies               110,591                 92,885 147,752 137,100 23 Maintenance 2,932 7,626 8,300 8,300
24 Taxes, Insurances & Contributions                 11,496                 11,387 12,176 11,600 26 Capital ‐ ‐  1,288 1,300
Grand Total           1,154,661           1,093,860                 1,221,044 1,132,346 68%
18%
12%
1% 1%
0%
FY 23 EXPENSES BY CATEGORY
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances & Contributions
Capital
Budget Page 128
Agenda Item #5.1.

Library Budget ‐ 4600
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund
46 Library
101‐46‐00‐20‐10 Salary‐Regular 498,916 419,038 421,844 395,004 101‐46‐00‐20‐20 Temp/Part Time 25,782 38,152 46,854 49,659 101‐46‐00‐20‐30 Overtime 735 493 ‐  ‐
101‐46‐00‐20‐37 Holiday Pay 761 953 2,387 2,526
101‐46‐00‐20‐40 FICA/Medicare 40,072 34,289 35,341 33,387 101‐46‐00‐20‐45 Employer PERS 40,347 34,758 35,853 34,508 101‐46‐00‐20‐47 PERS Unfunded Liability 64,674 71,967 71,086 51,577 101‐46‐00‐20‐55 Health Insurance 123,378 120,121 123,891 95,530 101‐46‐00‐20‐61 Workers Comp 5,866 31,333 31,780 26,893 101‐46‐00‐20‐65 SDI 4,812 4,331 4,716 3,913
101‐46‐00‐20‐75 Deferred Comp 5,168 4,775 8,471 6,961
101‐46‐00‐20‐85 Auto Allowance 2,400 2,400 2,400 2,400
101‐46‐00‐20‐96 Education Reimbursement 418 ‐  ‐  ‐
20 Salaries & Benefits 813,328 762,608 784,622 702,358
101‐46‐00‐21‐10 Communications 9,201 15,686 15,000 15,000 101‐46‐00‐21‐15 Postage ‐  ‐  87 500
101‐46‐00‐21‐22 Utilities 48,111 51,620 51,000 60,000
101‐46‐00‐21‐27 Equipment Lease Exp 9,670 9,261 9,424 10,000 101‐46‐00‐21‐45 Other Contract Services 80,710 87,276 126,949 113,400 101‐46‐00‐21‐55 Training & Conference 5,831 ‐ 2,250 4,000 21 Services 153,524 163,843 204,710 202,900
101‐46‐00‐22‐07 Copies 1,792 1,668 3,000 3,000
101‐46‐00‐22‐12 Computer Equipment 7,747 ‐ 4,250 4,250
101‐46‐00‐22‐13 Office Supplies 1,379 1,486 1,500 1,500 101‐46‐00‐22‐15 Special Department Supplies 1,386 85 1,413 1,500 101‐46‐00‐22‐16 Library Materials 581 523 ‐  ‐
22 Supplies 12,884 3,762 10,163 10,250
101‐46‐00‐23‐35 Software Maintenance 2,932 6,976 7,600 7,600 23 Maintenance 2,932 6,976 7,600 7,600
101‐46‐00‐24‐25 Taxes & Other Charges 11,496 11,387 12,176 11,600 24 Taxes, Insurances & Contributions 11,496 11,387 12,176 11,600 00 Administration 994,165 948,576                  1,019,271 934,708 218 Public Library Foundation
46 Library
218‐46‐00‐26‐40 Furniture & Fixtures ‐  ‐  1,288 1,300
26 Capital ‐  ‐  1,288 1,300
00 Administration ‐  ‐  1,288 1,300
Budget Page 129
Agenda Item #5.1.

Library Budget ‐ 4600
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 219 CLSA State Library Grant
46 Library
219‐46‐00‐22‐12 Computer Equipment ‐  ‐  1,350 1,350
22 Supplies ‐  ‐  1,350 1,350
00 Administration ‐  ‐  1,350 1,350
380 Friends and Foundation
46 Library
380‐46‐00‐20‐20 Temp/Part Time 56,275 49,290 55,022 58,729 380‐46‐00‐20‐37 Holiday Pay 2,052 2,254 2,755 2,941
380‐46‐00‐20‐40 FICA/Medicare 4,462 3,943 4,420 4,718
380‐46‐00‐20‐71 Unemployment ‐  24 ‐  ‐
20 Salaries & Benefits 62,789 55,511 62,196 66,388
380‐46‐00‐21‐10 Communications ‐  ‐  ‐  2,400
21 Services ‐  ‐  ‐  2,400
380‐46‐00‐22‐16 Library Materials 54,604 45,597 70,739 60,000 380‐46‐00‐22‐40 Programming 11,293 7,538 15,000 15,000
380‐46‐00‐22‐44 Elsie, the Library Cat 54 93 500 500
22 Supplies 65,951 53,228 86,239 75,500
00 Administration 128,740 108,738 148,435 144,288
382 Martin Estate Trust
46 Library
382‐46‐00‐23‐35 Software Maintenance ‐  650 700 700
23 Maintenance ‐  650 700 700
00 Administration ‐  650 700 700
384 Tweed Trust
46 Library
384‐46‐00‐22‐15 Special Department Supplies 1,482 1,144 5,000 5,000 384‐46‐00‐22‐16 Library Materials 30,275 34,751 45,000 45,000 22 Supplies 31,756 35,896 50,000 50,000
00 Administration 31,756 35,896 50,000 50,000
Grand Total                  1,154,661                  1,093,860                  1,221,044                  1,132,346 Budget Page 130
Agenda Item #5.1.

Description Object
Code
Total
Budgeted
Communications 2110 101 380
Telephones           ‐              1,500           1,500 Broadband Fees        10,500 ‐                      10,500 Internet Equipment Service Agreement           ‐              3,000           3,000 TOTAL ‐ Communications 2110 15,000$     $          ‐      15,000$ Equipment Lease 2127 101 380
Copiers        10,000 ‐                      10,000
TOTAL ‐ Equipment Lease 2127 10,000$     $          ‐      10,000$ Other Contract Services 2145 101 380
SPLASH (Automation/Databases)        77,000 ‐                      77,000 NorthNet Consortium        19,000 ‐                      19,000 OCLC On‐Line cataloging          2,800 ‐                        2,800 Library Security System          2,900 ‐                        2,900 STACKS Website          6,000 ‐                        6,000 Self‐Charge Licensing           ‐              2,800           2,800 Library App (myLIBRO)          1,400           1,400
LibraryAware (NextReads/Emails)           ‐              1,500           1,500 TOTAL ‐ Other Contract Services 2145 113,400$   $          ‐   113,400$ Training & Conference 2155 101 380
Conferences          3,000 ‐                        3,000 Memberships          1,000 ‐                        1,000 TOTAL ‐ Training & Conference 2155 4,000$        $          ‐        4,000$ Computer Equipment 2212 101 380
MArinIT Spam
GoPrint Software             750 ‐                           750 Userful/Public Computer Software          3,500 ‐                        3,500 TOTAL ‐ Computer Equipment 2212 4,250$        $          ‐        4,250$ LIBRARY ‐ 4600

EXPENSE DETAIL
Funding Source
Budget Page 131
Agenda Item #5.1.

Description Object
Code
Total
Budgeted
LIBRARY ‐ 4600

EXPENSE DETAIL
Funding Source
Special Department Supplies 2215 101 384
Supplies for Processing Material
(Labels, cases, barcodes, etc.) ‐                       5,000           5,000 Library Cards           ‐              1,500           1,500 TOTAL ‐ Special Department Supplies 2215 1,500$              5,000$        6,500$ Library Materials 2216 380 384
Print, Audiovisual, Digital Content        60,000       15,000         75,000 Streaming Services (Kanopy, HOOPLA)       30,000         30,000 TOTAL ‐ Library Materials 2216 60,000$         45,000$   105,000$ Copies 2207 101 380
Copies made with leased copiers          3,000 ‐                        3,000 TOTAL ‐ Copies 2207 3,000$        $          ‐        3,000$ 118,750$
Software Maintenance 2335 101 382
Brainfuse/Online Homework Help          5,500 ‐                        5,500 Mango Languages          1,600 ‐                        1,600 AtoZ Database             500 ‐                           500 St. Helena Star Digital ‐                          700             700 TOTAL ‐ Software Maintenance 2335 7,600$                  700$        8,300$ Budget Page 132
Agenda Item #5.1.

Parks & Recreation
Budget Page 133
Agenda Item #5.1.

Parks & Recreation Director
Recreation Supervisor (2) Sports Assistant
Seasonal
Organizational Chart
Parks & Recreation
Volunteers (65 +/-)
Budget Page 134
Agenda Item #5.1.

Parks & Recreation (4728)
Budget 2022-23
Purpose
The Parks & Recreation Department provides leisure and community services to the residents of the City and enrichment programs for all ages. Its mission statement is, “Harvesting Community Experiences that Celebrate St. Helena” and its visions statement is, “To be the destination for leisure and community experiences that preserves St. Helena’s small town lifestyle.” Programs include adult and youth sports such as bocce, softball, basketball & soccer, arts, crafts, drama and music, as well as vocational skills, educational classes, and summer camps & childcare. The Parks & Recreation Director serves as staff liaison to the Parks & Recreation Commission.

FY19/20 FY20/21 FY21/22
0 500 1,000 1,500
Facility Reservations Made
Activity Enrollments
FY19/20 FY20/21 FY21/22
0+ 25+ 50+ 75+ 100+
Camps for Youth
Special Interest Classes
Teams in the Bocce League
Budget Page 135
Agenda Item #5.1.

Parks & Recreation (4728)
Budget 2022-23
Hosted a Halloween Community Carving Contest & Pumpkin Stroll for a COVID-19 friendly celebration.

Hosted the inaugural Halloween Costumed Bike Mask’erade for a COVID-19 friendly costumed bike parade to celebrate Halloween and show off community creativity.

Celebrated Love Week, which had fun experiences all week long. We also provided a love kit filled with loved-themed activities for all ages.

Hosted the Barrels of Fun St. Helena Easter Egg Barrel Hunt.

St. Helena Summer Camps returned in June!
Aqua Aerobics began May 1st at the St. Helena High School Pool.

Parks & Recreation Accomplishments
Budget Page 136
Agenda Item #5.1.

Parks & Recreation
Expenses by Fund and Category
Fund Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund 272,787 594,378 701,597 901,774
286 Bocce Ball 42,545 16,933 64,179 55,159
287 Harvest Festival 9,075 304 15,100 15,100
288 Fourth of July 47,733 1,209 5,000 55,000
289 Recreation Program 473,692 66,421 ‐  ‐
713 Civic Impact ‐ ‐  125,000 ‐
734 Park Impact ‐ ‐  ‐  125,000
Grand Total 845,832 679,245 910,876                   1,152,033 Object Code Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 47 Parks & Recreation
20 Salaries & Benefits 570,894 215,985 245,433 245,539
21 Services 145,861 38,022 142,423 196,108
22 Supplies 109,586 28,070 52,500 57,000
23 Maintenance 19,491 2,754 5,500 5,500
29 Transfers ‐ 56,000 ‐  ‐
20 Salaries & Benefits ‐ 290,559 244,825 427,210
21 Services ‐ 21,862 139,700 139,700
22 Supplies ‐ 14,157 64,400 64,400
23 Maintenance ‐ 11,837 16,095 16,576
Grand Total 845,832 679,245 910,876                   1,152,033 21%
17%
5%
0%1%
37%
12%
6% 1%
FY 23 EXPENSES BY CATEGORY
Salaries & Benefits
Services
Supplies
Maintenance
Transfers
Salaries & Benefits
Services
Supplies
Maintenance
Budget Page 137
Agenda Item #5.1.

Parks and Recreation Budget ‐  4728 and 4740
Account Number Description FY 20 Actual FY 21 Actual FY 22 Estimated FY 23 Adopted 101 General Fund
47 Parks & Recreation
101‐47‐28‐20‐10 Salary‐Regular 136,927 138,289 138,304 131,784 101‐47‐28‐20‐40 FICA/Medicare 9,861 9,564 9,689 10,113
101‐47‐28‐20‐45 Employer PERS 9,696 10,287 10,580 10,055 101‐47‐28‐20‐47 PERS Unfunded Liability 16,348 21,431 20,977 15,029 101‐47‐28‐20‐55 Health Insurance 25,041 2,869 1,908 23,904 101‐47‐28‐20‐61 Workers Comp 4,412 3,547 3,491 3,302
101‐47‐28‐20‐65 SDI 1,142 1,232 1,327 1,217
101‐47‐28‐20‐71 Unemployment ‐  503 ‐  ‐
101‐47‐28‐20‐75 Deferred Comp 95 101 206 206
101‐47‐28‐20‐85 Auto Allowance 2,160 2,160 2,160 2,160
101‐47‐28‐20‐96 Education Reimbursement 265 ‐  ‐  ‐
20 Salaries & Benefits 205,947 189,983 188,644 197,770
101‐47‐28‐21‐05 Advertising ‐  ‐  300 300
101‐47‐28‐21‐10 Communications 3,633 5,566 5,900 5,900
101‐47‐28‐21‐15 Postage 23 3 100 100
101‐47‐28‐21‐30 Professional Contracts 8,335 2,362 4,500 4,500 101‐47‐28‐21‐42 Banking Fees 312 2,888 660 3,500
101‐47‐28‐21‐44 Online Transaction Fee 34 904 50 50
101‐47‐28‐21‐45 Other Contract Services ‐  24,781 ‐  ‐
101‐47‐28‐21‐53 Memberships & Publications 1,315 1,380 655 1,500 101‐47‐28‐21‐55 Training & Conference 3,891 100 3,568 3,568 101‐47‐28‐21‐60 Other Travel 33 ‐  100 100
21 Services 17,576 37,984 15,833 19,518
101‐47‐28‐22‐12 Computer Equipment 53 ‐  ‐  3,000
101‐47‐28‐22‐13 Office Supplies 206 82 500 2,000
101‐47‐28‐22‐15 Special Department Supplies 935 959 1,100 1,100 101‐47‐28‐22‐44 Swimming Program ‐  ‐  ‐  ‐
101‐47‐28‐22‐46 Home for the Holidays 1,492 245 1,500 1,500 101‐47‐28‐22‐47 Jingle All the Way 38,828 25,000 25,000 25,000 22 Supplies 41,513 26,285 28,100 32,600
101‐47‐28‐23‐20 Tennis Court Maintenance 7,140 1,712 4,000 4,000 101‐47‐28‐23‐35 Software Maintenance 612 ‐  ‐  ‐
23 Maintenance 7,751 1,712 4,000 4,000
28 Recreation 272,787 255,964 236,577 253,888
101‐47‐40‐20‐10 Salary‐Regular ‐  163,726 98,878 205,395 101‐47‐40‐20‐20 Temp/Part Time ‐  19,935 62,275 87,266
101‐47‐40‐20‐30 Overtime ‐  2,233 1,600 1,600
101‐47‐40‐20‐37 Holiday Pay ‐  ‐  745 745
101‐47‐40‐20‐40 FICA/Medicare ‐  13,626 12,458 22,548
101‐47‐40‐20‐45 Employer PERS ‐  10,100 6,598 13,374
101‐47‐40‐20‐47 PERS Unfunded Liability ‐  24,197 13,081 10,412 101‐47‐40‐20‐55 Health Insurance ‐  38,934 32,262 68,470 101‐47‐40‐20‐61 Workers Comp ‐  15,607 15,381 14,546
101‐47‐40‐20‐65 SDI ‐  1,718 1,187 2,264
Budget Page 138
Agenda Item #5.1.