St. Helena City Council
February 27, 2024

1088 College Ave. | St. Helena, CA 94574 (707)
967-2792 | cityofsthelena.org
e Finally, develop a long-term vision for Saint Helena and its government that will unify the City and preserve the high quality of life and community spirit that make this a special place Values, Vision, Approach

9. What vision do you have for the future of St. Helena? I see a caring community safe from fire, drought, and financial problems. I see a community where folks from all walks of life can live happily together with good streets, reliable infrastructure, a good downtown, and good recreational and cultural amenities. I see a City that remains the “best place to live in the Valley” despite increasing economic competition from Calistoga, Yountville and Downtown Napa. I see a City that convinces multi-national winery owners and second home owners to be more active citizens. I see a City that MANAGES the pace of its gentrification, and looks out for all its citizens. I think our current City government and staff ARE aware of reality and work hard to serve the citizens. I hope I can build on the current momentum.

10. How would you resolve a situation where your personal philosophy may be considered at odds with the majority view regarding what is best for the City? A City Council as both a representative body and a decision-making one, and I see a Councilor’s job as a service position. Leadership involves listening and serving as much as deciding. That’s especially true in venture capital business, where VC firms typically have minority ownership positions in the companies they invest in, and as board members, have a fiduciary responsibility to ALL the shareholders of those companies. You learn how to coach, to persuade, how to compromise, and how to get on board for the common good, if a majority decision goes against your views or your vote.

You may also provide any additional information or comments you feel would assist City Council in considering your application.

Please note: At the time you would be named to the St. Helena City Council, you must be:
• At least 18 years of age,
• A registered voter in St. Helena; and
• A resident residing within the City limits of St. Helena.

You must maintain St. Helena residency and registered voter status throughout your term of office.

Also, at the time of appointment (and annually as well as at the completion of your service), you will be required to complete and file a public Form 700 Statement with the California Fair Political Practices Commission. Form 700 filings allow the public to know of any potential conflicts of interest related to your public service. These conflicts can relate to employment, property ownership, loans and gifts, stock ownership, and more. You are also required to disclose certain financial interests of your spouse (if applicable).

Agenda Item #13.1.

1088 College Ave. | St. Helena, CA 94574 (707)
967-2792 | cityofsthelena.org
During your term on the City Council, you will be required to identify any potential conflicts (often with the assistance of the City Attorney) and to recuse yourself from voting on or otherwise influencing any action that might cause a financial or other conflict.

Please sign and return this form with the questions answered via an email to Cindy Tzafopoulos, St. Helena City Clerk, at [email protected]. The City Clerk will confirm receiving your emailed application, if you do not receive confirmation, please call the City Clerk at (707) 312-1257. You may also drop off the form and questions at St. Helena City Hall, 1088 College Avenue, St. Helena, California. Please address the envelope to the City Clerk.

Please do not mail the form, as it may not get to the City by the deadline. If you have any questions about this application, please call Ms. Tzafopoulos at (707) 312-1257.

I, Patrick Kenealy (print name) swear/affirm that the foregoing information is true and correct.

Applicant’s Signature:

Date: 2/16/2024
Agenda Item #13.1.

PRO-FORMA RESUME FOR

PATRICK KENEALY
2017 – Present RIDGE VENTURES
Managing Member, Venture Partner San Francisco, CA
Founding Managing Member of a family of successively larger venture funds that invest in early-stage enterprise software start-ups in the USA. Ridge Ventures has more than $500 million under management, invested in roughly 100 portfolio companies. With the start of Ridge Ventures V, LP, I moved from an active partner to a Venture Partner role, making no new investments for the firm, but representing it on a handful of portfolio company boards. 1986 – 2017 INTERNATIONAL DATA GROUP (IDG)
2002 – 2017
2006 - 2017
Board Member Boston, MA
Served on the highest-level supervisory board of this multinational media, market research and investment company. Some of IDG’s most famous brands include Computerworld, Infoworld, and other newspapers, MACWORLD, PC WORLD and other magazines, the FOR DUMMIES, and the IDC market research company and IDG Ventures family of Venture funds. All of these activities were pursued on a global basis, and IDG had operations in more than 50 countries. I chaired the M&A Committee of the Board of Directors, which very successfully sold IDG to Beijing-based China Oceanwide, a global finance, real estate and media conglomerate.

IDG Ventures SF, LLC: Managing Director San Francisco, CA Founding General Partner of a $180 million venture capital fund investing in early-stage IT, Internet and new media start-ups. Produced strong returns. In 2017, IDG Ventures SF, LLC rebranded and became part of the Ridge Ventures family of venture capital funds. 2002 – 2006 International Data Group: CEO Boston, MA
Corporate-wide P&L responsibility for one of the world’s largest media companies. Oversaw media, market research, and event businesses with thousands of employees in more than 50 countries. Accelerated IDG’s transition from a print-driven to Internet-driven media company, and made private equity a key corporate strategy. Promoted, recruited, and replaced division heads, bought and sold operating units, approved annual and multi-year budgets, communicated company vision internally and externally. Company stock price rose more than 30% during CEO tenure.
1996 – 2002 IDG Ventures, LLC: Managing General Partner San Francisco, CA Founding general partner of a $120 million venture capital fund to invest IDG capital in IT, Internet, and new media start-ups. Recruited all partners and support staff. Constructed and approved fund structure and legal charter. Produced strong returns. 1990 – 2002 PC World Communications, Inc: CEO San Francisco, CA Transferred in as President & Publisher to turn around PC WORLD magazine and the subsidiary that published it. Upgraded management team, and increased award-winning editorial quality, growing the magazine’s circulation from 450,000 to 1.15 million, while boosting revenues, profit and employee morale. Implemented first-ever Quark desktop publishing system, and launched one of the earliest big magazine Web sites. Won 1991 IDG Chairman’s Cup as Entrepreneur of the Year among 75 IDG business unit heads. Named Agenda Item #13.1.

PRO-FORMA RESUME FOR

PATRICK KENEALY
Global Product Champion of IDG’s global family of PC WORLD magazines which grew to more than 50 publications in more than 20 countries.
1986 – 1990 Digital News Publishing, Inc: President & Publisher Boston, MA Start-up of Digital News, a 90,000 controlled-circulation biweekly trade newspaper. Grew to first place in circulation, revenue, and profitability in a 4-publication market. 1983 - 1986 ZIFF-DAVIS PUBLISHING
Associate Publisher & Editor-in-Chief New York, NY
Launch Editor-in-Chief for Digital Review, a monthly magazine for Digital Equipment Corporation personal computers. Became award-winning editorial quality and circulation leader in the field within two years.
1975 – 1981 GML CORPORATION
Managing Editor Lexington, MA
Managing Editor of Computer Review, Minicomputer Review, Peripherals Review, and Computer Terminals Review, comprehensive quarterly pricing and specification directories for the computer industry. Hired and managed all editorial staff. Computerized all data gathering, editing and storage on Nixdorf/Entrex computer systems. Launched custom consulting programs and the industry’s first online hardware price comparison service.

Professional Community
Speaker of dozens of venture capital, computer and publishing industry conferences in U.S. and abroad. Lecturer at numerous publishing and new media courses.

American Business Media McAllister Fellowship as 2004 Media Executive of the Year.

Non-profits: Former Board Member at American Business Media, Magazine Publishers Association, Tech Museum of Innovation.

Education
1977-1980 HARVARD UNIVERSITY Cambridge, MA
BA, Economics. Honors thesis on industrial organization of the computer terminals industry. 1996 ECOLE ALSACIENNE Paris, France
Various University extension (accounting/finance) and executive education programs. Certified Business Communicator credential from Business Marketing Association.

Agenda Item #13.1.

Agenda Item #13.1.

Agenda Item #13.1.

Agenda Item #13.1.

Agenda Item #13.1.

Agenda Item #13.1.

CITY OF ST. HELENA
RESOLUTION NO. 2024-

APPOINTING A COMMUNITY MEMBERS TO A VACANT CITY COUNCIL POSITION

RECITALS
A. Council Member Hardy announced on January 19, 2024 that he is resigning from the City Council, effective at the end of January; and
B. At the January 23, 2024 City Council meeting, the City Council chose to conduct a recruitment and appoint a member from the community to fill the remainder of the vacant term of office. The City Council invited interested individuals to submit an application for consideration. The applications were accepted through February 16, 2024 and candidate interviews are scheduled for February 23, 2024 at a Special Council meeting.

RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:

1. The City Council appoints ___________ to the vacant City Council term of office.

Approved at a Regular Meeting of the St. Helena City Council on February 27, 2024, by the following vote:

Mayor Dohring: __________
Vice Mayor Hall : __________
Council Member Chouteau: __________
Council Member Summers: __________
APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #13.1.

Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administration
DATE: February 27, 2024
FROM: Cindy Tzafopoulos, City Clerk
SUBJECT: 2024 City Council Meeting Calendar
GOAL: Miscellaneous/Other

RECOMMENDED
ACTION:

Review the 2024 calendar and provide direction in regards to City Council meeting dates.

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
PURPOSE:

Annual review of the City Council regular meeting
calendar.

FINANCIAL IMPACT: None
BACKGROUND:

Annually, staff provides the City Council with a proposed meeting calendar for review.

DISCUSSION:

The City Council has traditionally cancelled the first meeting in July and its second meeting in December. Given the many family oriented activities and commitments, should the City also cancel the second meeting in November (Nov 26th)? A special City Council meeting may need to be called if time sensitive City business occurs around cancelled meetings.

DOCUMENTS ATTACHMENTS:

Attachment 1
Agenda Item #14.1.

.

CITY OF ST. HELENA 1st 2nd Planning Commission
PLANNING/COUNCIL/HOLIDAY PH Notices due to City Clerk
CALENDAR 1st 2nd Council Mtg
Council Reports Due
City Council Agenda Published
*City Council Mtg cancelled 7/9, 11/26 and 12/24 Holiday

JANUARY FEBRUARY MARCH
Sun Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat 1 2 3 4 5 6 1 2 3 1 2
7 8 9 10 11 12 13 4 5 6 7 8 9 10 3 4 5 6 7 8 9
14 15 16 17 18 19 20 11 12 13 14 15 16 17 10 11 12 13 14 15 16 21 22 23 24 25 26 27 18 19 20 21 22 23 24 17 18 19 20 21 22 23 28 29 30 31 25 26 27 24 25 26 27 28 29 30
31 APRIL MAY JUNE
Sun Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat 1 1 2 3 4 5 6 1 2 3 4 2 3 4 5 6 7 8
7 8 9 10 11 12 13 5 6 7 8 9 10 11 9 10 11 12 13 14 15
14 15 16 17 18 19 20 12 13 14 15 16 17 18 16 17 18 19 20 21 22 21 22 23 24 25 26 27 19 20 21 22 23 24 25 23 24 25 26 27 30 28 29 30 26 27 28 29 30 31

JULY AUGUST SEPTEMBER
Sun Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat 1 2 3 4 5 6 1 2 3 1 2 3 4 5 6 7
7 8 9 10 11 12 13 4 5 6 7 8 9 10 8 9 10 11 12 13 14
14 15 16 17 18 19 20 11 12 13 14 15 16 17 15 16 17 18 19 20 21 21 22 23 24 25 26 27 18 19 20 21 22 23 24 22 23 24 25 26 27 28 28 29 30 31 25 26 27 28 29 30 31 29 30

OCTOBER NOVEMBER DECEMBER
Sun Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat 1 2
1 2 3 4 5 3 4 5 6 7 8 9 1 2 3 4 5 6 7
6 7 8 9 10 11 12 10 11 12 13 14 15 16 8 9 10 11 12 13 14 13 14 15 16 17 18 19 17 18 19 20 21 22 23 15 16 17 18 19 20 21 20 21 22 23 24 25 26 24 25 26 27 28 29 30 22 23 24 25 26 27 28 27 28 29 30 31 29 30 31
2024
Agenda Item #14.1.

Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administration
DATE: February 27, 2024
FROM: Cindy Tzafopoulos, City Clerk
SUBJECT: Establishment of 2024 City Council assignments to various City and Napa County Committees, Boards, and
Commissions.

GOAL: Miscellaneous/Other

RECOMMENDED
ACTION:

Attachment 1 provides a list of current intergovernmental appointments and vacancies (vacancies are highlighted in yellow). Attachment 2 provides a list of Ad Hoc
appointments (vacancies are highlighted in yellow). Staff recommends City Council review and provide affirmation
or recommended changes to appointments.

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
PURPOSE:

To discuss and assign City Council members to various
regional and local committees.

FINANCIAL IMPACT: No fiscal impact.

BACKGROUND:

The City Council assigns Council liaisons to the Active Transportation/Sustainability Committee, Board of Library Trustees, Parks and Recreation Commission, and internal ad hoc committees. The City Council members also sits on various City/County collaborative agency committees.

Some City/County collaborative agency committees specify in by-laws and/or policy who sits on the board. If the position is not specified, the City Council appoints or recommends the appointment.

DISCUSSION:

It is appropriate for the City Council to annually review and update City and Napa County Committees, Boards, and Commissions assignments.

DOCUMENTS ATTACHMENTS:

Attachment 1
Attachment 2
Agenda Item #14.2.

2024 St. HELENA INTERGOVERNMENTAL CITY COUNCIL ASSIGNMENTS MAYOR/COUNCIL COMMITTEE ASSIGNMENTS: Date/Time & Location Contact Primary Alternate 700 Form Filiers City/SHUSD/Chamber/NVC (Monrovia) (707) 967-2701
Erica Madrigal Council Member Summers Vacant
• Meet to discuss interests in common Staff:
• No Compensation City Manager
St. Helena Sewer District No. 1
• Meets only as needed
Association of Bay Area Governments (ABAG) - Executive Board 101 Eighth St. Oakland CA 94607 (415) 820-7913 Council Member Choteau Required [email protected]
Fred Castro
• Appointed by the City Selection Committee ABAG Clerk of the Board Bay Area Metro Center
375 Beale Street, Suite 800
• Agency membership dues based on population San Francisco, California 94105 • Compensation - $150.00 per Meeting
Association of Bay Area Governments (ABAG) - General Assembly 101 Eighth St. Oakland CA 94607 Mayor Dohring Council Member Choteau Not Required Meets: Annually (510) 464-7900
• St. Helena City Council appoints member and alternate, no term limit • Agency membership dues based on population
Napa Valley Tourism Corporation (Umbrella for Napa County) Meets: Qtrly Catherine Heywood Vice Mayor Hall Anna Chouteau Not Required Southbridge 707-260-0112
St. Helena Tourism Improvement District (SHTID) Staff:
• Elected official appointed by the St. Helena City Council City Manager Kevin Dimond, Harvest Inn
Mark Hoffmeister, Wydown Hotel
Anil Comelo, City Manager
Chair - Marcelle Adderley, Inn at Southbridge - General Manager Chamber Rep - Executive Director
Pirrette Therene, El Bonita Hotel - GM
St. Helena City Council Representative
• No Compensation
League of California Cities – North Bay Division P.O. Box 458, Mill Valley, CA 94941 (415) 302-2032 All Not Required Meets: Quarterly Nancy Hall Bennett
• Agency membership dues required
* No Compensation
Meets: Qtrly Not Required
All
• 11-08-1964 Resolution 1964-597 Establishing Sewer District No. 1 and 1964-598 Description
Meets: 7:00 p.m., 3rd Thursday of every other
month
• To enhance the quality of life in the San Francisco Bay Area by leading the region in advocacy, collaboration, and excellence in planning, research and member services • To enhance the quality of life in the San Francisco Bay Area by leading the region in advocacy, collaboration, and excellence in planning, research and member services Term of office 7/1/22 -
6/30/24
• 7 members from St. Helena (4-members of lodging, 1-Chamber of Commerce, 1- Elected Official and 1-City Manager) Membership includes:
• To maintain a central office of information and research for matters pertaining to City government and to influence legislation that affects cities Agenda Item #14.2.

2024 St. HELENA INTERGOVERNMENTAL CITY COUNCIL ASSIGNMENTS MAYOR/COUNCIL COMMITTEE ASSIGNMENTS: Date/Time & Location Contact Primary Alternate 700 Form Filiers Napa County City Selection Committee 1195 Third Street, Suite 310, Napa 94558 (707) 253-4423 Mayor Dohring Vacant Not Required Karita Whitney (Delegate)
• Representative must be Mayor (per above Gov’t. Code)
* No Compensation
Napa County Flood Control and Water Conservation District 1195 Third Street, Room 305, Napa 94558 (707) 259-8600 Mayor Dohring Vice Mayor Hall Required Krista Reif
[email protected]
Forward forms to:
*Flood Control is located at 804 1st Street, Napa
Napa County Flood
Control and Water
Conservation District
• Representative must be Mayor (707) 253-4423 804 First Street • Bylaws Karita Whitney Napa, CA 94559-2623
* No Compensation
Youth Opportunities Commission Location Changes (707) 253-4211 Mayor Dohring Not Requried District Attorney's Office
* Prevention, intervention & suppression of gang violence * No Compensation
Napa County League of Governments (NCLOG) Location rotates 2023 St. Helena All Not Requried Cindy Tzafopoulos
* No Compensation 707-312-1257
• Bylaws
• Mayors of the City and County rotate the Chair position Napa County Local Agency Formation Commission (LAFCO) 1195 Third Street, Napa 94558 (707) 259-8645 Required • City Selection Committee makes appointment Meets: 4:00p.m., 1st Thursday of the month Kathy Mabry Mail to: Kathy Mabry • Four-Year Term Gov Code; Informal Policy Two-Year Rotation 1030 Seminary St,
Suite B
* $125 per meeting (St. Helena is scheduled to take over the LAFCO UpValley seat on May 5, 2025) *LAFCO is located at 1030 Seminary, Napa Napa CA 94558 Napa Valley Transportation Authority (NVTA) 625 Burnell Street, Napa 94559 Laura Sanderlin Mayor Dohring Vice Mayor Hall Requried (707) 259-8633 Council Member Chouteau Mail to: Board
Secretary
or 625 Burnell Street
Kate Miller Staff: Napa CA 94559
• Bylaws City Manager
Public Works Director
Meets: 4:30 p.m., on 3rd Wednesdays, As
needed/no less than quarterly
• City Council makes appointee recommendation to the Napa County Board of Supervisors
Meets: 6:00 p.m., 2nd Thursday of the month,
Quarterly
• Mission is the conservation and management of flood and storm waters to protect life and property; the maintenance of the County watershed using the highest level of environmentally sound practices; and to provide coordinated planning for water supply needs for the community.
(Formerly Napa County Gang & Youth Violance Commission
• In counties where 2 or more cities are incorporated, this Committee appoints city representatives to certain boards, commissions and agencies as prescribed by law (Section 50270, CA Govt Code)
Meets: 1:00pm, 3rd Tuesday of the month,
Quarterly
Meets: 1:30 p.m., 1st and 3rd Tuesday of the
Month
Meets: 1:30p.m., 3rd Wednesday of the month
• 2 Members and 2 alternates(1-Mayor with City Council appointing the other City Council Member/Alternate
Agenda Item #14.2.

2024 St. HELENA INTERGOVERNMENTAL CITY COUNCIL ASSIGNMENTS MAYOR/COUNCIL COMMITTEE ASSIGNMENTS: Date/Time & Location Contact Primary Alternate 700 Form Filiers Napa County Watershed Information Center & Conservancy (WICC) (707) 259-5936 Vice Mayor Hall Vacant Not Required Jeff Sharp, Liaison
• City Council makes appointment recommendation to the Board of Supervisors Meets: 4:00p.m., 4th Thursday of the month * No Compensation
• BOS Resolution 02-202
Upper Valley Waste Management Agency (707) 259-6716 Vacant Council Member Chouteau Required send to
• City Council makes appointment recommendation to the Board of Supervisors Meets: 1:30p.m., 3rd Monday of the month Napa County Public Works
1195 Third Street, Suite 101
Napa, CA 94559
Napa County Regional Climate Action Committee Neha Hoskins Council Member Summers Vacant Not Required Administrative Manager/Clerk of
the Board Council Member Chouteau
• City Council makes two appointments to the Committee Meets: No schedule has been determined County of Napa, CA 1195 3rd St., 3rd Floor
Napa, CA 94559
707-253-4196
Board of Supervisoers Chambers
Yountville Town Council Chambers
Alice Ramirez, Board Clerk
1125 Third Street, 2nd Floor Conference Room,
Napa 94558
Agenda Item #14.2.

2024 St. HELENA CITY COUNCIL ASSIGNMENTS
MAYOR/COUNCIL COMMITTEE ASSIGNMENTS: Mayor Dohring Vice Mayor Hall Council Member Chouteau Council Member Summers Vacant 1 Active Transportation & Sustainability Committee (ATSC) X2 Library Board X
3 Parks & Rec Commission
X
4 X
5 XX
Internal Ad Hoc Assignments: (Continued)
6 XX7 XX8 Downtown Specific Plan Streeting Committee XX9 X
10 Non-Profit Grant Review Ad Hoc Committee XX11 Agenda Review Committee XX12 Council Protocol Review X
13 Napa Valley Blue Zones Steering and Leadership Committee X14 Water/Wastewater Adhoc Exploritory Committee X
15 2024 Ballot Measure Ad Hoc Committee X X
* Per Gov't Code, Bylaws or MOU the Mayor or Vice Mayor is automatically assigned.Internal Ad Hoc Assignments:

Water Ad Hoc Committee/Development of Will Serve Policy Ad Hoc CommitteeThe Council will designate two to three Youth Representatives to speak once everty two months at City Council meetings. These individuals would a) provide an update on youth related issues in the community and b) act as a liaison to youth when feedback is requested on City Council matters.Consider and synthesize stakeholder housing recommendations and recommend short and long-term housing initiatives to the City Council, including advancing the use of one or more of city-owned parcels (including Adams Street) for affordable housing.Phase 1 Downtown Streetscape Project.Develop marketing collateral for prospective tenants and prioritize targeted business types.

Agenda Item #14.2.

Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administration
DATE: February 27, 2024
FROM: April Mitts, Assistant City Manager
SUBJECT: Receive Information and Provide Direction to Staff Regarding Opinion Research for a Real Property Transfer Tax Structure for the November 2024 Ballot
GOAL: Goal 1: Strengthen Financial Sustainability, Goal 2:

Improve Infrastructure & Further Environmental
Sustainability, Goal 5: Enhance Quality of Life

RECOMMENDED
ACTION:

Provide direction on the structure of a Real Property
Transfer Tax.

PREVIOUS COUNCIL
ACTION:

February 28, 2023 - BakerTilly Report
May 23, 2023 - Direction from City Council
July 25, 2023 - Direction from City Council
October 10, 2023 - Direction from City Council

STATEMENT OF THE
PURPOSE:

Provide direction to staff on the structure of Real Property Transfer Tax for opinion research in preparation for
possible inclusion on the November 2024 ballot.

FINANCIAL IMPACT: There is no financial impact associated with this direction.

BACKGROUND:

Consistent with City Council Goal 1 - Strengthen Financial Sustainability, Goal 2 - Improve Infrastructure and Environmental Sustainability, and Goal 5 - Enhance Quality of Life the City Council has received several reports on financing and revenue options to address City infrastructure and staff deficiencies.

February 28, 2023 - City Council received a presentation from BakerTilly that included an updated Long Range Financial Forecast (LRFF) which provided financial projections and warned about the need to increase revenues and/or further adjust service levels.

The presentation provided several ways of dealing with the financial situation including reducing expenditures, engaging more aggressively in shared services, and increasing various types of fees and taxes. The key conclusion was that if community expectations are to be met, simply addressing the fiscal gap by only reducing expenditures will not work in the long run and new revenue stream(s) would need to be considered.

May 23, 2023 - City Council further discussed each of the revenue options and directed staff to further pursue the Real Property Transfer Tax and other revenue enhance options as needed.

July 25, 2023 - City Council further directed staff as follows:

Agenda Item #14.3.

1. Move forward with opinion research for a March 2024 General Obligation (GO) Bond which would enable the City to fast-track projects such as street/road improvements, downtown sidewalk project, and/or provide repair to or new bridges/access ways;

2. Move forward with opinion research for a November 2024 Charter City/Real Property Transfer Tax (to be conducted in March/April 2024); and

3. Established a City Council Revenue Enhancement Ad Hoc Committee comprised of Vice Mayor Hall and Councilmember Summers to assist with: setting opinion research questions, develop ballot language, and, with the Real Property Transfer Tax and corresponding Charter Requirement, draft a charter for City Council consideration.

October 10, 2023 - City Council received a presentation of opinion research related to consideration of a March 2024 General Obligation Bond local ballot measure. Council provided direction to not move forward with this ballot measure and focus on a November 2024 ballot measure for a Charter City/Real Property Transfer Tax.

It should be noted that the Council and staff have undertaken several measures over the years to respond to lower levels of funding relative to need while maintaining healthy reserves. The following is a list of some of those measures past and present. •Cost containment over last 10 years have resulted in various impacts including slower response times for services, lack of maintenance of roads, sidewalks, and other infrastructure.
•Reduced staffing resulting in inability to cope with Capital Improvement Plan (CIP) even when CIP monies were available.
•Concerted efficiency and process improvement effort designed to improve productivity and provide high-quality services.
•Aggressive efforts to seek grants
•Demonstrated business friendly stance
•Sale of City properties
•Exploration of Shared Services
DISCUSSION:

Following City Council direction on October 10, 2023, staff has been exploring the feasibility of a Real Property Transfer Tax (RPTT) for the November 2024 ballot. There are two components to implementation of a RPTT:

1. St. Helena must become a Charter City, and

2. St. Helena must pass a RPTT.

Both components require a simple majority of the votes at a general election. The Charter City component will be considered by City Council as a separate discussion item on March 12, 2024.

Agenda Item #14.3.

In relation to the RPTT, staff has been working with a citizen's group since December 2023 to seek input and to provide recommendations to Council for the structure of the RPTT. The residents, who met regularly, were from diverse backgrounds, had differing opinions, and spent a considerable amount of time understanding the issues at hand, researching and educating themselves on the City's financial condition, and learning about the RPTT. This group engaged in robust dialog, asked for and reviewed 18 different options for the structure of the tax, and deliberated on other related items.

While not unanimous, this group came to a consensus on the six recommendations listed in Table 1. The next step for City Council is to review the recommendations and provide direction to City staff on their preferred option. Based on City Council direction, staff will then work with the City Council Ad Hoc committee composed of Vice Mayor Hall and Council Member Summers and the City's consultants (FM3 and TeamCivX) to develop opinion research polling that will occur in late March/early April. It is anticipated polling results will be brought to City Council on April 23, 2024.

Staff would like to express their gratitude to the 15+ community members who spent many hours meeting, researching, discussing, and deliberating. While talking about new taxes is not easy, or preferred, this group grappled with the need and provided recommendations to move forward.

Table 1 - Citizen's Committee Recommendations
Item Recommendation
Do we need a tax? Yes
What is the target
revenue? $7 million annually
Should there be
exemptions?
All properties which sell for under $1 million will be
exempt from this additional tax
Type of tax structure?
While only one structure will be presented on the ballot, the committee narrowed it down to two for Council
consideration - these are noted in Table 2.

Tax Sunset?
- Recommended polling two scenarios to see if there is a difference in support for a tax which has a sunset and a tax that does not.
- Recommendation is to have a sunset date between 5-7
years to encourage other areas of economic growth.

Citizen's Oversight
Committee?
While this is a general tax, the group recommended a
citizen oversight committee be included as part of the
RPTT.

Table 2 - Tax Structure
Tax Type Under $1
Million
Between $1-5
Million
Over $5
Million
Estimated
Annual
Agenda Item #14.3.

Revenue
Flat* 0% 2.5% 2.5% $6.5 M
Graduated** 0% 2% 3% $6.2 M
* Flat Tax – 2.5% on total property sale amount on all transactions over $1 million. ** Graduated Tax – the percentage paid is based on the total sale price of the property. e.g.:

A property that sells for $1.5 million will pay 2% of the total sales price, or $30,000.

A property sells for $6.5 million will pay 3% of the total sales price, or $195,000.

Staff Option
The cross-section of the City's residents represented on the committee validated that there was a real need for increased revenue to ensure that projects including infrastructure, roads, sidewalks, evacuation routes, bridges, parks, etc. were completed.

Staff explained that the vast majority of the City's expenses were personnel related, and the lack of sufficient and well qualitied staff had negatively impacted completion of projects. Staff shared information regarding difficulties with retaining and recruiting qualified personnel (the vacancy rate is now under 8% from a high of 20% a year ago due to raises granted by the City Council). For example, the city had two Police Officer vacancies and had zero qualified candidates to process to Police Academy, but after the salaries were brought to market (with a 19% base salary increase), the City received 7 qualified candidates. There was broad consensus that there has been significant underinvestment in the City and revenues need to be augmented to pay for these and other civic expenditures. Staff had presented the results of the Baker Tilly study which indicated a deficit of about $6.9 million necessary to maintain the City's civic infrastructure and meet community expectations. It was also acknowledged that this number does not cover all the City's non-water/wastewater capital needs such as the building of a new city hall, etc. and that additional monies, estimated at $3 million annually, would be needed for a variety of capital projects.

There was much discussion about how much the proposed tax measure should aim to generate. Despite the estimated annual gap being about $10 million, upon review of 18 options, as described above, the majority of the participants chose to aim for approximately $7 million in new revenue through the proposed RPTT and endorsed two options noted above.

While staff is grateful to the majority of the committee members for recognizing the need and recommending the target amount of $7 million, a more modest goal might be better received in the community. It is critical that the tax measure pass because there are so many community needs that depend on its passage. For that reason, staff would like to recommend that the tax measure be structured as follows:
0% For all properties $1 million and under

1.5% For all properties above $1 million but under $5 million 3% For all properties above $5 million
Agenda Item #14.3.

Staff also recommends that the tax measure sunset in 8 years. This more modest recommendation will generate approximately $5.3 million in annual revenue.

Table 3 - Staff Recommended Tax Structure
Tax Type Under $1
Million
Between $1-5
Million
Over $5
Million
Estimated
Annual
Revenue
Graduated** 0% 1.5% 3% $5.3 M
With this tax proposal approximately 92% of all properties sold will be taxed at 1.5% or 0%. The reason for the sunset clause is that the residents can determine in 8 years if there is need for its continuance and at that time determine if it should be extended or not. Further, this tax needs to be seen as an urgent measure to generate revenue to make up for past underinvestment. As noted above, the $5.3 million will not fully bridge the gap and the City needs to be able to generate additional revenue through other means and economic activities including new TOT revenue from hotel development.

In reviewing the recommendations of the citizens’ committee, staff agrees with most recommendations, with the exception of the two items below:

Sunset vs. no Sunset – Staff recommends the City Council poll with both a sunset and no sunset date, if polling does not reveal a significant difference staff recommends no sunset date be included. However, if there is a difference in support, staff would recommend the tax sunsets at 8 years. That being said, City Council does have the ability to lower taxes without going to the voters for approval.

Citizen Oversight Committee – While staff recognizes the importance of an oversight committee, this is a general tax that flows into the General Fund. It would be difficult to determine how this type of committee would function. Typically, Citizen Oversight Committees are used when special taxes are enacted to ensure funds are only spent on the specific purposes defined in the ballot measure.

Staff is seeking City Council direction on what tax structure to further pursue for the purposes of polling. The City's consultant can poll up to 3 options. Staff recommends that the consultant poll options 1 and 3. The Flat tax of 2.5% and the Graduated tax of

2.5% with no tax for properties under $1M, and 3% for properties over $5M.

Timeline
Table 4 provides a summary of the timeline for placing both the Real Property Transfer Tax and Charter City measures on the November 2024 ballot.

Table 4 - Tentative Timeline
Task Date
Agenda Item #14.3.

Report to City Council - Recommendations on RPTT Structure 2/27/24 Development of Opinion Research Poll (Council Ad Hoc, staff, FM3) 2/28 - 3/8/24
Report to City Council - Draft Charter City Language 3/12/24 Opinion Research 3/18 - 4/5/24
1st Public Hearing - Draft Charter 4/9/24
City Council Ad Hoc review of Opinion Research Results 4/16/24 Report to the City Council - Results of Opinion Research 4/23/24 2nd Hearing - Draft Charter 5/14/24
Report to the City Council - final meeting to place RPTT and Charter on November 2024 ballot 6/11/24
Impartial Analysis - RPTT and Charter 8/9/24
ENVIRONMENTAL REVIEW: None
Agenda Item #14.3.

Real Property
Transfer Tax
February 27, 2024
Agenda Item #14.3.

Real Property Transfer Tax (RPTT)
 City Council directed staff to begin work on RPTT
 Staff committee made up of Chief Hartley, Chief Sorensen, City Clerk Tzafopoulos, and Assistant City Manager, Mitts  Staff began work and sought input from community
Agenda Item #14.3.

Why Does City Need Additional Revenue
 Revenue insufficient to address existing needs and meet community expectations.
 To deliver construction projects including roads, parks, and other infrastructure.
 To improve response times including police, fire, codeenforcement, public works, and other city services.  To invest in technology and enhance the quality of city services.
 To enhance services such as the library, parks, and recreation.  To improve internal operations such as accounting, records, human resources, & information technology.

Agenda Item #14.3.

Background
February 28, 2023
Baker Tilly Report – updated LRFF
May and October 2023
City Council Direction to Analyze Feasibility of a RPTT December 2023 – February 2024
Citizen’s Committee Review Tax Structures for Consideration February 27, 2024
Staff Structure Recommendations to City Council
March 2024 – April 2024
Opinion Research
Agenda Item #14.3.

Residents Committee Input
 20 residents participated in the discussions.
 Reviewed budgetary data and evaluated need.
 Identified 18 options to structure the property tax.
 Made several recommendations to staff.

Agenda Item #14.3.

Residents Committee Input
 The Citizens committee recommended $7 million as the revenue target.  Both the Citizens committee and staff recommend all properties $1 million and under be exempt from the new tax.

Agenda Item #14.3.

City Council Decision Points
Rate of Tax – Alternate Rate Option
Tax Type Tax Rate on Total Sales Price Estimated
Revenue
Flat Rate – 2.5% 2.5% is charged on total sales price $6.5 M Graduated Rate
Under $1 million – 0%
Between $1 - $5 million – tax rate of 2% on total sale price of property Over $5 million – tax rate of 3% on total sale price of property $6.2 M
*Both rates excludes new tax on properties under $1 million Rate of Tax - The Citizen’s committee recommended 2 different rates for Council Consideration*
Tax Type Tax Rate on Total Sales Price Estimated
Revenue
Graduated Rate
Under $1 million – 0%
Between $1 - $5 million – tax rate of 1.5% on total sale price of property Over $5 million – tax rate of 3% on total sale price of property $5.3 M
2 3
1 Agenda Item #14.3.

Pros and Cons of Rate Options
Tax Type* Pros Cons
Option 1: Flat Tax Rate
Estimated Annual Revenue - $6.5 M

2.5% Flat Tax
- Easier to explain than Graduated
Tax
- Highest annual estimated
revenue
- Fair since it would apply the
same tax rate to all properties
Option 2: Graduated Tax Rate
Estimated Annual Revenue - $6.2 M
$1 million < 0%
$1 - $5 million – 2%
$5 million > 3%
- 92% of all property sales will fall
in the under $5 million range
- Harder to explain than Flat
Tax
- Lower estimated annual
revenue than Flat Tax of 3%
Option 3: Graduated Tax Rate
Estimated Annual Revenue - $5.3 M
$1 million < 0%
$1 - $5 million – 1.5%
$5 million > 3%
- 92% of all property sales will fall
in the under $5 million range
- May have stronger support
because of lower tax rate under $5
million
- Harder to explain than Flat
Tax
- Lowest estimated annual
income
*Both rates excludes new tax on properties under $1 million Agenda Item #14.3.

City Council Decision Points
Sunset of Tax - The Citizen’s committee recommends polling to see if there is a difference in voter support tied to a sunset. If difference exists, recommends sunset between 7 – 9 years. Staff recommends sunset at 8 years.
 Sunset vs. No Sunset
Item Pros Cons
Sunset - May increase the likelihood the measure will pass - May urge additional development to bridge the
revenue gap once the tax sunsets
- Can bring before voters to extend, if necessary
- Typically, easier to gain voter support for an
extension
- If revenue is needed past the
sunset date and the tax is not
extended, deep cuts would be
needed, such as non-essential
functions, projects, and
programs.

No Sunset - Revenue continues without the need for an extension - Tax may not be supported without a sunset date
Agenda Item #14.3.

City Council Discussion Points
Citizen Oversight Committee – not recommended by the Citizen’s committee Pros Cons
May increase the likelihood the measure will pass Tax may not be supported without committee Provides an avenue for citizens to see how the
funds are being spent
Because it is a general tax, it would be difficult to
determine how this committee would function
Additional staff time required to manage committee
Would overlap with current City Council authority
over the General Fund
Agenda Item #14.3.

City Council Direction for Polling
Item Council Direction
Excluding all properties under $1 million Yes or No
Tax Rate to Poll – can choose 2 of the 3 Option 1 - Flat Tax 2.5% over $1 M = $6.5 M Option 2 – Graduated $1-5 M 2%, over $5 M 3% = $6.2 M
Option 3 - Graduated $1-5 M 1.5%, over $5 M 3% = $5.3 M Sunset Yes or No
If Yes…… Length of time for sunset
Citizen’s Oversight Committee Yes or No
Agenda Item #14.3.

Next Steps • Development of Opinion Research Questions March 4 – 8 • Draft Charter City Language to City Council March 12
• Opinion Research March 18 – April 5
• 1st Public Hearing – Charter City April 9
• Report to City Council on Opinion Research – April 23 RPTT • 2nd Public Hearing – Charter City May 14
• City Council to consider Charter City and RPTT June 11 for November 2024 Ballot • Election Day November 5
Agenda Item #14.3.

Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administration
DATE: February 27, 2024
FROM: Cindy Tzafopoulos, City Clerk
SUBJECT: Consideration and proposed approval of a resolution for the City Council appointment of an applicant to fill the Library Board of Trustees vacancy created by the resignation of David Slaby
GOAL: Miscellaneous/Other

RECOMMENDED
ACTION:

Nominate an applicant for approval by the majority of
Council.

PREVIOUS COUNCIL
ACTION:

None

STATEMENT OF THE
PURPOSE:

Appoint an applicant to the vacant Library Board of
Trustee position.

FINANCIAL IMPACT: Not applicable.

BACKGROUND:

Library Board of Trustees Member David Slaby provided his resignation in December 2023. The vacant Library Board of Trustees position has a term ending June 30, 2025.

The City Clerk conducted a recruitment and received two applications for consideration.

The City Council will conduct a special meeting on February 27, 2024 to interview applicants and make the appointment during the regular meeting.

DISCUSSION:

The City held a recruitment for the Library Board of Trustees vacancy and received two applications for consideration.

The applicants are:

1. John Heflebower

2. Donald Loveless
At the City Council meeting on February 27, 2024, it is anticipated that the City Council will appoint one of the applicants to fill the vacant Library Board of Trustees seat.

DOCUMENTS ATTACHMENTS:

Attachment 1 - John Heflebower - Library Board of Trustees Application Attachment 2 - Donald Loveless - Library Board of Trustees Application Agenda Item #14.4.

Attachment 3 - Resolution
Agenda Item #14.4.
















 








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Agenda Item #14.4.

CITY OF ST. HELENA
RESOLUTION NO. 2024-

APPOINTING AN APPLICANT TO A VACANT

LIBRARY BOARD OF TRUSTEES POSITION

RECITALS
A. Library Board of Trustees Member David Slaby resigned from the Library Board of Trustees, effective December 2024; and
B. The City Clerk conducted a recruitment to fill the position with a term expiring June 30, 2025, and received two applications; and
C. The City Council will hold a special meeting to conduct interviews on February 27, 2024, with the City Council making an appointment at the February 27, 2024 regular meeting.

RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:

1. The City Council appoints ___________ to the vacant Library Board of Trustees term of office expiring June 30, 2024.

Approved at a Regular Meeting of the St. Helena City Council on February 27, 2024, by the following vote:

Mayor Dohring: __________
Vice Mayor Hall : __________
Council Member Chouteau: __________
Council Member Summers: __________
APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #14.4.