Agenda Report to the City Council
Agenda Section: CONSENT ITEMS
Department: Finance
DATE: November 12, 2024
FROM: Mandy Kellogg, Administrative Services Director
SUBJECT: Receive and File the Fiscal Year (FY) 2023-24 4th Quarter Finance Report (unaudited).
RECOMMENDED
ACTION:
Staff recommends the City Council receive and file the Q4 FY 2023-24 financial report.
PREVIOUS COUNCIL
ACTION:
None.
STATEMENT OF THE
PURPOSE:
The purpose is to provide a budget status update for the period of Fourth Quarter Fiscal Year 2023-24.
FINANCIAL IMPACT: None.
BACKGROUND:
Municipal Code Title 2, §2.24.030 states the Director of Finance shall deliver to the City Manager and to the Council at a regularly scheduled Council meeting a budget report showing the budget status at the end of the preceding quarter. Staff has prepared the following for Council:
1. Fourth Quarter (Q4) staff report for Fiscal Year (FY) 2023-24. This report is a summary of transactions from April 1, 2024 through June 30,2024.
2. A summary of St. Helena CARES Low Income Subsidy and Water Leak adjustments for Q4 FY 2023-24.
3. FY 2023-24 Q4 list of checks over $50,000 (Attachment 1).
4. FY 2023-24 Q4 balance of all funds (Attachment 2).
DISCUSSION:
The information below reflects transactions posted through June 30, 2024. Please note that the financial data is unaudited, and the final balances may be adjusted based on final closing entries. Additional details for the General Fund, Water Fund, and Wastewater Fund are provided as Attachments 3-8.
Highlighted Performance
General Fund revenues exceeded budget projections by $1,419,882 million. Some of the key items that resulted in the excess revenue collections were due to the following:
1. Property Tax - Property Tax collections exceeded the County's initial projections provided to the City by $182,427.
2. Sales Tax - Sales Tax collections exceeded Avenu's revised projections provided to the City by $132,074.
Agenda Item #10.5.
3. Transient Occupancy Tax - Transient Occupancy Tax collections exceeded the City's initial projections by $216,813.
4. License and Permits - Collections in this category were $133,919 higher than anticipated, predominately due to increased activity in building activity.
5. Investment Earnings - Investment earnings were recorded as $276,679 higher than budgeted due to better market performance, which fluctuates drastically from year to year.
6. One-time Revenues - Collections is this category were $329,671 higher than anticipated and were related to reimbursements for emergency relief and reimbursements for grant expenditures incurred in the prior fiscal year.
Water Fund revenues realized were 83% lower or $1,470,106 less than projected. As noted below, the primary reason for the lower collections were a result of low water usage. Revenue projections were based on the 2023 Water and Wastewater Rate Study, which projected estimated water usage of 1,300 acre-feet for FY 2023-24.
However, actual billed usage for FY 2023-24 was 1,043 acre-feet.
General Fund
General Fund revenues received to date for FY 2023-24 are $19,483,283 - 108% of the budgeted General Fund revenue has been collected. General Fund revenue is divided into the following categories:
1. Property Tax
2. Sales Tax
3. Transient Occupancy Tax (TOT)
4. Other Taxes
5. Charges for Service
6. Fines and Forfeits
7. Licenses and Permits
8. Development Fees
9. Intergovernmental
10.Interest and Rents, and
11.Miscellaneous
The primary contributors to General Fund revenues are Property Tax, Sales Tax, and TOT, of which 103% of the adjusted budget have been collected. Attachment 3 provides details on each of the revenue categories.
General Fund expenditures for Q4 total $18,591,377, representing 85% of the adjusted budget. Additionally, $1,813,929 in encumbered funds will be carried over into FY 2024- 25 budgeted expenditures. Spending for FY 2023-24 is lower than the adjusted budget at June 30th due to project spending that will be continued into FY 2024-25. Funds allocated to these projects are encumbered and will be rolled into the following fiscal year budget.
Non-Departmental expenditures exceeded the budgeted amount due to recording of the FY 2024-25 pension expense and depreciation expenses required for the preparation of the City's annual financial statements. Fire Department expenditures exceeded the Agenda Item #10.5.
budgeted amount due to expenditures that were incurred in relation to emergency response activities; however, the City received corresponding revenues, which were recorded under the emergency relief revenue line, to offset these expenses. Overall expenditures are less than the authorized adjusted budget for General Fund.
Attachment 4 provides a summary of expenditures by Department for FY 2023-24 Q4.
Water Enterprise Fund
Water Enterprise revenue billed to date is $7,337,197, or 83% of the total estimated revenues for FY 2023-24 as of June 30, 2024. Revenues are lower than projected due to lower-than-anticipated water usage during the fiscal year. The recent utility rate study, which implemented a 28% increase, was based on an estimated water usage of 1,300 acre-feet. However, actual billed usage for FY 2023-24 was 1,043 acre-feet. Staff is actively monitoring the revenue shortfall and will provide an update to the City Council as soon as additional information becomes available. Attachment 5 provides a detailed breakdown of Water Fund revenues.
Water expenditures are $7,532,433 for Q4 FY 2023-24. Overall Water Fund spending is 67% of the adjusted budget for FY 2023-24. Low spending is due to the timing of invoices received that were processed after the close of the fiscal year. An additional $1,040,400 in expenses were encumbered and rolled to FY 2024-25. Attachment 6 provides a summary of spending by Department for FY 2022-23 Q4.
Wastewater Enterprise Fund
Wastewater Enterprise revenue billed to date is $4,682,544 or 99% of the estimated total revenues for FY 2023-24. Revenues are on target with budgeted projections. The previous FY 2022-23 Q4 revenues were at 99% for the same time period. Attachment 7 provides details for Wastewater Fund revenues
Wastewater expenses are $4,181,129 for Q4 FY 2023-24. Overall Wastewater Fund spending is at 74% for the Fiscal Year and is on target. Lower than budgeted spending is due to the timing of invoices received that were processed after the close of the fiscal year. An additional $693,881 in expenses were encumbered and rolled to FY 2024-25.
Attachment 8 provides a summary of spending by Department for FY 2023-24 Q4.
Water and Wastewater Funds - Aging Report
Revenues for both the water and wastewater systems are recognized as soon as they are earned as opposed to when they are collected. Therefore, when the bi-monthly utility bill is processed the revenues are recorded in the financial software system. Table 1 provides a summary of the past due amounts compared to the same time the previous year.
Table 1
Period 30 - 60 Days 60 - 90 Days 90 - 120
Days Over 120 Days
Agenda Item #10.5.
06/30/2022 $310,541 $19,016 $136,974 $2,076,731
06/30/2023 $167,337 $777 $86,470 $1,428,475
06/30/2024 $225,367 $14,726 $74,587 $1,133,947
All Funds
Attachment 2 provides a summary of the balance of all funds.
St. Helena CARES Low Income Subsidy
The St. Helena CARES subsidy program currently has 100 participants. The subsidy for FY 2023-24 Q4 is $18,730. Funds for the St. Helena CARES Low Income Subsidy program is included in the adopted FY 2023-24 budget.
Leak Adjustment Subsidy
The leak subsidy for Q4 FY 2023-24 totals $3,105 which represents four approved leak adjustments caused by two toilet leaks and two irrigation leaks. Funds for the Leak Adjustment Subsidy program are included in the adopted FY 2023-24 budget.
FY 2023-24 Q4 Checks over $50,000
Per staff recommendations on April 10, 2015, and as adopted by Fiscal Policy P-FI0016, Attachment 1 provides an account of all checks over $50,000.
ENVIRONMENTAL REVIEW: None.
GOAL:
Goal 4: Provide Effective Community Information & Opportunities for Engagement DOCUMENTS ATTACHMENTS:
Attachment 1 - Checks by Date
Attachment 2 - FY24 Estimated Cash Balances at 06.30.24 Attachment 3 - FY24 General Fund Revenue Worksheet Historical by Type 06.30.24 Attachment 4 - Q4 General Fund Expenses
Attachment 5 - Q4 Water Revenues
Attachment 6 - Q4 Water Expenditures
Attachment 7 - Q4 Wastewater Revenues
Attachment 8 - Q4 Wastewater Expenditures
Agenda Item #10.5.
Accounts Payable
User:
Printed:
Mandy
11/4/2024 9:34 AM
Checks by Date - Summary by Check Date
Check No Vendor No Vendor Name Check Date Check Amount
121729 PUB01 Public Emp Retirement System 04/02/2024 62,875.82 Total for 4/2/2024: 62,875.82
121697 BBKLAW Best Best & Krieger, Attorneys at Law 04/05/2024 56,468.61 Total for 4/5/2024: 56,468.61
122051 NAP05 Westamerica Bank 04/09/2024 103,482.08
122052 PUB01 Public Emp Retirement System 04/09/2024 64,540.69 Total for 4/9/2024: 168,022.77
121755 NAP06 NAPA, CITY OF 04/11/2024 119,368.75
Total for 4/11/2024: 119,368.75
122058 NAP05 Westamerica Bank 04/19/2024 99,825.83
122059 PUB01 Public Emp Retirement System 04/19/2024 65,456.30 Total for 4/19/2024: 165,282.13
121982 OTS OTS 05/03/2024 86,574.59
121990 TEAM Team Ghilotti 05/03/2024 139,284.04
Total for 5/3/2024: 225,858.63
122064 NAP05 Westamerica Bank 05/06/2024 102,333.40
122065 PUB01 Public Emp Retirement System 05/06/2024 65,436.42 Total for 5/6/2024: 167,769.82
122038 TEAM Team Ghilotti 05/07/2024 576,519.59
Total for 5/7/2024: 576,519.59
122068 APSENVIR APS Environmental 05/09/2024 54,920.15
122070 NAP07 Napa County Auditor-Controller's Office 05/09/2024 66,573.02 Total for 5/9/2024: 121,493.17
122123 DEP05 Department of Water Resources 05/30/2024 52,251.00 122137 M&GHILOT Maggiora & Ghilotti Inc. 05/30/2024 351,785.00 122144 MUSCO Musco Sports Lighting LLC 05/30/2024 296,718.30 122145 NAP06 NAPA, CITY OF 05/30/2024 140,672.58
122150 OTS OTS 05/30/2024 53,864.42
AP Checks by Date - Summary by Check Date (11/4/2024 9:34 AM) Page 1 ATTACHMENT 1 Agenda Item #10.5.
Check No Vendor No Vendor Name Check Date Check Amount
Total for 5/30/2024: 895,291.30
122172 APSENVIR APS Environmental 05/31/2024 88,149.07
122182 HYDROSCI HydroScience Engineers 05/31/2024 57,992.14 122273 NAP05 Westamerica Bank 05/31/2024 111,129.03
122274 PUB01 Public Emp Retirement System 05/31/2024 63,009.42 Total for 5/31/2024: 320,279.66
122260 OTS OTS 06/07/2024 67,878.73
122262 REMIF REMIF 06/07/2024 152,058.40
122264 THOMPBUI Thompson Builders Corporation 06/07/2024 98,990.00 Total for 6/7/2024: 318,927.13
122277 NAP05 Westamerica Bank 06/10/2024 101,999.01
122278 PUB01 Public Emp Retirement System 06/10/2024 63,454.22 Total for 6/10/2024: 165,453.23
122324 JWC JWC Environmental Inc. 06/14/2024 91,431.09
122343 BBKLAW Best Best & Krieger, Attorneys at Law 06/14/2024 62,165.39 Total for 6/14/2024: 153,596.48
122349 NAP05 Westamerica Bank 06/18/2024 104,294.24
122350 PUB01 Public Emp Retirement System 06/18/2024 66,007.15 Total for 6/18/2024: 170,301.39
122361 LANDREVI Land Revision 06/19/2024 88,207.20
Total for 6/19/2024: 88,207.20
122384 M&GHILOT Maggiora & Ghilotti Inc. 06/21/2024 359,997.75 122386 NAP06 NAPA, CITY OF 06/21/2024 145,944.95
Total for 6/21/2024: 505,942.70
122407 NAP23 County of Napa 06/26/2024 64,058.00
Total for 6/26/2024: 64,058.00
47179 NAP05 Westamerica Bank 06/27/2024 110,449.36
47180 PUB01 Public Emp Retirement System 06/27/2024 66,007.93 122416 BBKLAW Best Best & Krieger, Attorneys at Law 06/27/2024 164,469.51 Total for 6/27/2024: 340,926.80
Report Total (39 checks): 4,686,643.18
AP Checks by Date - Summary by Check Date (11/4/2024 9:34 AM) Page 2 Agenda Item #10.5.
User:
Printed: 11/06/2024 - 12:37PM
Mandy
Summary Trial Balance
General Ledger
Period: 01 to 13, 2024
Suppress accounts without balance, budget, or activity: False Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance Fund 101 General Fund
ASSETS
Dept 10 Cash
101-10-15-00-00 Cash Account 0.00 13,652,559.23 21,764,763.57 21,320,854.64 14,096,468.16 ASSETS Totals: 0.00 13,652,559.23 21,764,763.57 21,320,854.64 14,096,468.16 Fund 101 Totals: 0.00 13,652,559.23 21,764,763.57 21,320,854.64 14,096,468.16 Fund 209 HOME Grant
ASSETS
Dept 10 Cash
209-10-15-00-00 Cash Account 0.00 27,405.45 22,093.16 92,297.25 -42,798.64 ASSETS Totals: 0.00 27,405.45 22,093.16 92,297.25 -42,798.64 Fund 209 Totals: 0.00 27,405.45 22,093.16 92,297.25 -42,798.64 Fund 210 Community Dev Block Grant
ASSETS
Dept 10 Cash
210-10-15-00-00 Cash Account 0.00 -111,516.06 595,616.32 436,615.76 47,484.50 ASSETS Totals: 0.00 -111,516.06 595,616.32 436,615.76 47,484.50 Fund 210 Totals: 0.00 -111,516.06 595,616.32 436,615.76 47,484.50 Fund 211 EPA Grant
ASSETS
Dept 10
211-10-15-00-00 Cash Account 0.00 0.00 0.00 0.00 0.00
GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 1
ATTACHMENT 2
Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance ASSETS Totals: 0.00 0.00 0.00 0.00 0.00
Fund 211 Totals:
0.00 0.00 0.00 0.00 0.00
Fund 212 DUI Grant
ASSETS
Dept 10 Cash
212-10-15-00-00 Cash Account 0.00 326.71 0.00 84,308.98 -83,982.27 ASSETS Totals: 0.00 326.71 0.00 84,308.98 -83,982.27
Fund 212 Totals:
0.00 326.71 0.00 84,308.98 -83,982.27
Fund 213 Officer Wellness Grant
ASSETS
Dept 10 Cash
213-10-15-00-00 Cash Account 0.00 15,319.35 49,371.43 15.39 64,675.39 ASSETS Totals: 0.00 15,319.35 49,371.43 15.39 64,675.39 Fund 213 Totals:
0.00 15,319.35 49,371.43 15.39 64,675.39
Fund 216 Public Safety Impact
ASSETS
Dept 10 Cash
216-10-15-00-00 Cash Account 0.00 590,930.89 76,754.89 869.10 666,816.68 ASSETS Totals: 0.00 590,930.89 76,754.89 869.10 666,816.68 Fund 216 Totals:
0.00 590,930.89 76,754.89 869.10 666,816.68
Fund 218 Public Library Foundation
ASSETS
Dept 10 Cash
218-10-15-00-00 Cash Account 0.00 1,314.92 44.88 1,300.98 58.82 ASSETS Totals: 0.00 1,314.92 44.88 1,300.98 58.82
Fund 218 Totals:
0.00 1,314.92 44.88 1,300.98 58.82
Fund 219 CLSA State Library Grant
ASSETS
GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 2
Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance Dept 10 Cash
219-10-15-00-00 Cash Account 0.00 1,885.77 27.37 2.82 1,910.32 ASSETS Totals: 0.00 1,885.77 27.37 2.82 1,910.32
Fund 219 Totals:
0.00 1,885.77 27.37 2.82 1,910.32
Fund 222 Park Bond Act
ASSETS
Dept 10 Cash
222-10-15-00-00 Cash Account 0.00 221.66 0.00 0.00 221.66 ASSETS Totals: 0.00 221.66 0.00 0.00 221.66
Fund 222 Totals:
0.00 221.66 0.00 0.00 221.66
Fund 223 Skate Park Lighting Fund
ASSETS
Dept 10 Cash
223-10-15-00-00 Cash Account 0.00 0.60 0.00 0.00 0.60
ASSETS Totals: 0.00 0.60 0.00 0.00 0.60
Fund 223 Totals:
0.00 0.60 0.00 0.00 0.60
Fund 224 Public Safety (COPS)
ASSETS
Dept 10 Cash
224-10-15-00-00 Cash Account 0.00 369,801.56 194,870.76 98,027.52 466,644.80 ASSETS Totals: 0.00 369,801.56 194,870.76 98,027.52 466,644.80 Fund 224 Totals:
0.00 369,801.56 194,870.76 98,027.52 466,644.80
Fund 225 State Gas Tax 2105
ASSETS
Dept 10 Cash
225-10-15-00-00 Cash Account 0.00 0.88 33,175.97 32.88 33,143.97 ASSETS Totals: 0.00 0.88 33,175.97 32.88 33,143.97
GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 3
Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance Fund 225 Totals:
0.00 0.88 33,175.97 32.88 33,143.97
Fund 226 State Gas Tax 2106
ASSETS
Dept 10 Cash
226-10-15-00-00 Cash Account 0.00 0.00 20,499.74 76.86 20,422.88 ASSETS Totals: 0.00 0.00 20,499.74 76.86 20,422.88
Fund 226 Totals:
0.00 0.00 20,499.74 76.86 20,422.88
Fund 227 State Gas Tax 2107
ASSETS
Dept 10 Cash
227-10-15-00-00 Cash Account 0.00 12,680.47 54,845.05 8,203.02 59,322.50 ASSETS Totals: 0.00 12,680.47 54,845.05 8,203.02 59,322.50 Fund 227 Totals:
0.00 12,680.47 54,845.05 8,203.02 59,322.50
Fund 228 State Gas Tax 21075
ASSETS
Dept 10 Cash
228-10-15-00-00 Cash Account 0.00 12,657.90 2,207.82 18.90 14,846.82 ASSETS Totals: 0.00 12,657.90 2,207.82 18.90 14,846.82
Fund 228 Totals:
0.00 12,657.90 2,207.82 18.90 14,846.82
Fund 229 State Gas Tax 2103
ASSETS
Dept 10 Cash
229-10-15-00-00 Cash Account 0.00 148,080.75 51,907.64 204.69 199,783.70 ASSETS Totals: 0.00 148,080.75 51,907.64 204.69 199,783.70 Fund 229 Totals:
0.00 148,080.75 51,907.64 204.69 199,783.70
Fund 230 RMRA
ASSETS
Dept 10 Cash
230-10-15-00-00 Cash Account 0.00 0.00 138,673.33 122.87 138,550.46 GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 4
Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance ASSETS Totals: 0.00 0.00 138,673.33 122.87 138,550.46
Fund 230 Totals:
0.00 0.00 138,673.33 122.87 138,550.46
Fund 235 Measure A
ASSETS
Dept 10 Cash
235-10-15-00-00 Cash Account 0.00 45,788.25 664.67 68.36 46,384.56 ASSETS Totals: 0.00 45,788.25 664.67 68.36 46,384.56
Fund 235 Totals:
0.00 45,788.25 664.67 68.36 46,384.56
Fund 237 Emergency Flood Relief
ASSETS
Dept 10 Cash
237-10-15-00-00 Cash Account 0.00 174,839.86 2,537.98 261.03 177,116.81 ASSETS Totals: 0.00 174,839.86 2,537.98 261.03 177,116.81 Fund 237 Totals:
0.00 174,839.86 2,537.98 261.03 177,116.81
Fund 238 Training Development Fund
ASSETS
Dept 10 Cash
238-10-15-00-00 Cash Account 0.00 27,081.17 9,068.73 11,747.82 24,402.08 ASSETS Totals: 0.00 27,081.17 9,068.73 11,747.82 24,402.08 Fund 238 Totals:
0.00 27,081.17 9,068.73 11,747.82 24,402.08
Fund 240 Measure T
ASSETS
Dept 10 Cash
240-10-15-00-00 Cash Account 0.00 3,614,347.86 1,552,182.61 1,120,113.95 4,046,416.52 ASSETS Totals: 0.00 3,614,347.86 1,552,182.61 1,120,113.95 4,046,416.52 Fund 240 Totals:
0.00 3,614,347.86 1,552,182.61 1,120,113.95 4,046,416.52 GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 5
Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance Fund 241 Measure T - Class I Trails
ASSETS
Dept 10 Cash
241-10-15-00-00 Cash Account 0.00 85,949.94 102,047.79 133,428.59 54,569.14 ASSETS Totals: 0.00 85,949.94 102,047.79 133,428.59 54,569.14 Fund 241 Totals:
0.00 85,949.94 102,047.79 133,428.59 54,569.14
Fund 277 Prop 56 Grant
ASSETS
Dept 10 Cash
277-10-15-00-00 Cash Account 0.00 21,002.20 0.00 0.00 21,002.20 ASSETS Totals: 0.00 21,002.20 0.00 0.00 21,002.20
Fund 277 Totals:
0.00 21,002.20 0.00 0.00 21,002.20
Fund 278 BSCC Grant
ASSETS
Dept 10
278-10-15-00-00 Cash Account 0.00 2,596.73 37.71 3.88 2,630.56 ASSETS Totals: 0.00 2,596.73 37.71 3.88 2,630.56
Fund 278 Totals:
0.00 2,596.73 37.71 3.88 2,630.56
Fund 279 Asset Forfeit
ASSETS
Dept 10 Cash
279-10-15-00-00 Cash Account 0.00 49,850.96 19,934.11 4,837.57 64,947.50 ASSETS Totals: 0.00 49,850.96 19,934.11 4,837.57 64,947.50 Fund 279 Totals:
0.00 49,850.96 19,934.11 4,837.57 64,947.50
Fund 280 Teen Center Recreation Dept
ASSETS
Dept 10 Cash
280-10-15-00-00 Cash Account 0.00 0.00 143.65 0.00 143.65 GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 6
Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance ASSETS Totals: 0.00 0.00 143.65 0.00 143.65
Fund 280 Totals:
0.00 0.00 143.65 0.00 143.65
Fund 283 Tree City USA
ASSETS
Dept 10 Cash
283-10-15-00-00 Cash Account 0.00 0.00 0.00 0.00 0.00
ASSETS Totals: 0.00 0.00 0.00 0.00 0.00
Fund 283 Totals:
0.00 0.00 0.00 0.00 0.00
Fund 286 Bocce Ball
ASSETS
Dept 10 Cash
286-10-15-00-00 Cash Account 0.00 58,763.35 5,694.97 49,848.43 14,609.89 ASSETS Totals: 0.00 58,763.35 5,694.97 49,848.43 14,609.89 Fund 286 Totals:
0.00 58,763.35 5,694.97 49,848.43 14,609.89
Fund 287 Harvest Festival
ASSETS
Dept 10 Cash
287-10-15-00-00 Cash Account 0.00 -6,613.86 25,425.14 25,145.12 -6,333.84 ASSETS Totals: 0.00 -6,613.86 25,425.14 25,145.12 -6,333.84 Fund 287 Totals:
0.00 -6,613.86 25,425.14 25,145.12 -6,333.84
Fund 288 Fourth of July
ASSETS
Dept 10 Cash
288-10-15-00-00 Cash Account 0.00 48,873.26 45,293.20 59,894.88 34,271.58 ASSETS Totals: 0.00 48,873.26 45,293.20 59,894.88 34,271.58 Fund 288 Totals:
0.00 48,873.26 45,293.20 59,894.88 34,271.58
Fund 289 Recreation Program
ASSETS
GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 7
Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance Dept 10 Cash
289-10-15-00-00 Cash Account 0.00 0.00 1,773.08 373.47 1,399.61 ASSETS Totals: 0.00 0.00 1,773.08 373.47 1,399.61
Fund 289 Totals:
0.00 0.00 1,773.08 373.47 1,399.61
Fund 290 Tourism Improvement District
ASSETS
Dept 10 Cash
290-10-15-00-00 Cash Account 0.00 140,206.78 636,026.17 652,628.60 123,604.35 ASSETS Totals: 0.00 140,206.78 636,026.17 652,628.60 123,604.35 Fund 290 Totals:
0.00 140,206.78 636,026.17 652,628.60 123,604.35
Fund 291 SB-1186 State Fees
ASSETS
Dept 10 Cash
291-10-15-00-00 Cash Account 0.00 28,472.39 5,710.55 304.31 33,878.63 ASSETS Totals: 0.00 28,472.39 5,710.55 304.31 33,878.63 Fund 291 Totals:
0.00 28,472.39 5,710.55 304.31 33,878.63
Fund 295 N.O.A.A.
ASSETS
Dept 10 Cash
295-10-15-00-00 Cash Account 0.00 2,718.21 39.46 4.06 2,753.61 ASSETS Totals: 0.00 2,718.21 39.46 4.06 2,753.61
Fund 295 Totals:
0.00 2,718.21 39.46 4.06 2,753.61
Fund 329 Stabo Trust
ASSETS
Dept 10 Cash
329-10-15-00-00 Cash Account 0.00 37,433.83 543.41 55.89 37,921.35 ASSETS Totals: 0.00 37,433.83 543.41 55.89 37,921.35
GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 8
Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance Fund 329 Totals:
0.00 37,433.83 543.41 55.89 37,921.35
Fund 375 Murray Ex Trust
ASSETS
Dept 10 Cash
375-10-15-00-00 Cash Account 0.00 20,151.05 2,585.68 29.36 22,707.37 ASSETS Totals: 0.00 20,151.05 2,585.68 29.36 22,707.37
Fund 375 Totals:
0.00 20,151.05 2,585.68 29.36 22,707.37
Fund 380 Friends and Foundation
ASSETS
Dept 10 Cash
380-10-15-00-00 Cash Account 0.00 62,016.21 141,995.09 131,133.94 72,877.36 ASSETS Totals: 0.00 62,016.21 141,995.09 131,133.94 72,877.36 Fund 380 Totals:
0.00 62,016.21 141,995.09 131,133.94 72,877.36
Fund 381 Ryan Library Trust
ASSETS
Dept 10 Cash
381-10-15-00-00 Cash Account 0.00 -3,036.99 208.57 0.00 -2,828.42 ASSETS Totals: 0.00 -3,036.99 208.57 0.00 -2,828.42
Fund 381 Totals:
0.00 -3,036.99 208.57 0.00 -2,828.42
Fund 382 Martin Estate Trust
ASSETS
Dept 10 Cash
382-10-15-00-00 Cash Account 0.00 3,682.58 462.15 805.19 3,339.54 ASSETS Totals: 0.00 3,682.58 462.15 805.19 3,339.54
Fund 382 Totals:
0.00 3,682.58 462.15 805.19 3,339.54
Fund 384 Tweed Trust
ASSETS
Dept 10 Cash
384-10-15-00-00 Cash Account 0.00 769,953.93 10,892.37 50,348.09 730,498.21 GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 9
Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance ASSETS Totals: 0.00 769,953.93 10,892.37 50,348.09 730,498.21 Fund 384 Totals:
0.00 769,953.93 10,892.37 50,348.09 730,498.21
Fund 420 1996 GO Bonds
ASSETS
Dept 10 Cash
420-10-15-00-00 Cash Account 0.00 12,839.91 0.00 0.00 12,839.91 ASSETS Totals: 0.00 12,839.91 0.00 0.00 12,839.91
Fund 420 Totals:
0.00 12,839.91 0.00 0.00 12,839.91
Fund 421 2022 GO Bonds
ASSETS
Dept 10 Cash
421-10-15-00-00 Cash Account 0.00 0.00 0.00 2,450.00 -2,450.00 ASSETS Totals: 0.00 0.00 0.00 2,450.00 -2,450.00
Fund 421 Totals:
0.00 0.00 0.00 2,450.00 -2,450.00
Fund 443 So St Helena Drainage Assessmt
ASSETS
Dept 10 Cash
443-10-15-00-00 Cash Account 0.00 30,208.13 438.51 45.10 30,601.54 ASSETS Totals: 0.00 30,208.13 438.51 45.10 30,601.54
Fund 443 Totals:
0.00 30,208.13 438.51 45.10 30,601.54
Fund 561 Water Enterprise
ASSETS
Dept 10 Cash
561-10-15-00-00 Cash Account 0.00 6,836,467.35 7,256,640.22 8,871,385.20 5,221,722.37 ASSETS Totals: 0.00 6,836,467.35 7,256,640.22 8,871,385.20 5,221,722.37 Fund 561 Totals:
0.00 6,836,467.35 7,256,640.22 8,871,385.20 5,221,722.37 GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 10 Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance Fund 562 1977 Water Bond
ASSETS
Dept 10 Cash
562-10-15-00-00 Cash Account 0.00 60,229.55 0.00 0.00 60,229.55 ASSETS Totals: 0.00 60,229.55 0.00 0.00 60,229.55
Fund 562 Totals:
0.00 60,229.55 0.00 0.00 60,229.55
Fund 571 Sewer Enterprise
ASSETS
Dept 10 Cash
571-10-15-00-00 Cash Account 0.00 3,843,343.27 13,550,971.88 14,438,152.82 2,956,162.33 ASSETS Totals: 0.00 3,843,343.27 13,550,971.88 14,438,152.82 2,956,162.33 Fund 571 Totals:
0.00 3,843,343.27 13,550,971.88 14,438,152.82 2,956,162.33 Fund 572 Wastewater Bond
ASSETS
Dept 10 Cash
572-10-15-00-00 Cash Account 0.00 0.00 0.00 0.00 0.00
ASSETS Totals: 0.00 0.00 0.00 0.00 0.00
Fund 572 Totals:
0.00 0.00 0.00 0.00 0.00
Fund 581 Insurance Benefit Fund
ASSETS
Dept 10 Cash
581-10-15-00-00 Cash Account 0.00 84,401.98 0.00 10,722.70 73,679.28 ASSETS Totals: 0.00 84,401.98 0.00 10,722.70 73,679.28
Fund 581 Totals:
0.00 84,401.98 0.00 10,722.70 73,679.28
Fund 582 Internal Service Garage Fund
ASSETS
Dept 10 Cash
582-10-15-00-00 Cash Account 0.00 -80,702.11 367,619.49 1,233,820.60 -946,903.22 GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 11 Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance ASSETS Totals: 0.00 -80,702.11 367,619.49 1,233,820.60 -946,903.22 Fund 582 Totals:
0.00 -80,702.11 367,619.49 1,233,820.60 -946,903.22
Fund 592 Equipment Replacement Fund
ASSETS
Dept 10 Cash
592-10-15-00-00 Cash Account 0.00 1,009,453.99 112,766.83 206,181.15 916,039.67 ASSETS Totals: 0.00 1,009,453.99 112,766.83 206,181.15 916,039.67 Fund 592 Totals:
0.00 1,009,453.99 112,766.83 206,181.15 916,039.67
Fund 593 Fire Equipment Replacement
ASSETS
Dept 10 Cash
593-10-15-00-00 Cash Account 0.00 159,361.99 824,693.14 14,268.87 969,786.26 ASSETS Totals: 0.00 159,361.99 824,693.14 14,268.87 969,786.26 Fund 593 Totals:
0.00 159,361.99 824,693.14 14,268.87 969,786.26
Fund 700 Flood Control Capital
ASSETS
Dept 10
700-10-15-00-00 Cash Account 0.00 423,122.50 5,446.57 103,004.62 325,564.45 ASSETS Totals: 0.00 423,122.50 5,446.57 103,004.62 325,564.45 Fund 700 Totals:
0.00 423,122.50 5,446.57 103,004.62 325,564.45
Fund 713 Civic Impact
ASSETS
Dept 10 Cash
713-10-15-00-00 Cash Account 0.00 822,974.09 80,105.30 2,553.29 900,526.10 ASSETS Totals: 0.00 822,974.09 80,105.30 2,553.29 900,526.10 Fund 713 Totals:
0.00 822,974.09 80,105.30 2,553.29 900,526.10
Fund 733 Capital Project Planning
ASSETS
GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 12 Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance Dept 10 Cash
733-10-15-00-00 Cash Account 0.00 404,843.38 129,804.56 497,314.66 37,333.28 ASSETS Totals: 0.00 404,843.38 129,804.56 497,314.66 37,333.28 Fund 733 Totals:
0.00 404,843.38 129,804.56 497,314.66 37,333.28
Fund 734 Park Impact
ASSETS
Dept 10 Cash
734-10-15-00-00 Cash Account 0.00 1,303,460.76 210,419.63 1,928.40 1,511,951.99 ASSETS Totals: 0.00 1,303,460.76 210,419.63 1,928.40 1,511,951.99 Fund 734 Totals:
0.00 1,303,460.76 210,419.63 1,928.40 1,511,951.99
Fund 740 Traffic Mitigation Impact
ASSETS
Dept 10 Cash
740-10-15-00-00 Cash Account 0.00 2,829,543.11 74,148.22 10,991.59 2,892,699.74 ASSETS Totals: 0.00 2,829,543.11 74,148.22 10,991.59 2,892,699.74 Fund 740 Totals:
0.00 2,829,543.11 74,148.22 10,991.59 2,892,699.74
Fund 741 Street Capital Improvement
ASSETS
Dept 10 Cash
741-10-15-00-00 Cash Account 0.00 1,122,870.52 1,755,787.55 2,294,043.16 584,614.91 ASSETS Totals: 0.00 1,122,870.52 1,755,787.55 2,294,043.16 584,614.91 Fund 741 Totals:
0.00 1,122,870.52 1,755,787.55 2,294,043.16 584,614.91
Fund 742 Storm Drain Improvement
ASSETS
Dept 10 Cash
742-10-15-00-00 Cash Account 0.00 743,172.17 50,082.12 26,106.44 767,147.85 ASSETS Totals: 0.00 743,172.17 50,082.12 26,106.44 767,147.85 GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 13 Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance Fund 742 Totals:
0.00 743,172.17 50,082.12 26,106.44 767,147.85
Fund 743 TDA Grant
ASSETS
Dept 10
743-10-15-00-00 Cash Account 0.00 0.00 0.00 0.00 0.00
ASSETS Totals: 0.00 0.00 0.00 0.00 0.00
Fund 743 Totals:
0.00 0.00 0.00 0.00 0.00
Fund 744 Housing Impact
ASSETS
Dept 10 Cash
744-10-15-00-00 Cash Account 0.00 0.00 0.00 0.00 0.00
ASSETS Totals: 0.00 0.00 0.00 0.00 0.00
Fund 744 Totals:
0.00 0.00 0.00 0.00 0.00
Fund 745 Parking In-Lieu
ASSETS
Dept 10 Cash
745-10-15-00-00 Cash Account 0.00 656,396.75 9,528.26 979.96 664,945.05 ASSETS Totals: 0.00 656,396.75 9,528.26 979.96 664,945.05 Fund 745 Totals:
0.00 656,396.75 9,528.26 979.96 664,945.05
Fund 751 Affordable Housing
ASSETS
Dept 10 Cash
751-10-15-00-00 Cash Account 0.00 551,494.47 591,875.88 269,424.52 873,945.83 ASSETS Totals: 0.00 551,494.47 591,875.88 269,424.52 873,945.83 Fund 751 Totals:
0.00 551,494.47 591,875.88 269,424.52 873,945.83
Fund 752
ASSETS
Dept 10
752-10-15-00-00 Cash Account 0.00 909,800.49 350,481.00 351,875.80 908,405.69 GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 14 Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance ASSETS Totals: 0.00 909,800.49 350,481.00 351,875.80 908,405.69 Fund 752 Totals:
0.00 909,800.49 350,481.00 351,875.80 908,405.69
Fund 763 Water Capital Project
ASSETS
Dept 10 Cash
763-10-15-00-00 Cash Account 0.00 -521,970.12 3,691,135.23 1,669,164.47 1,500,000.64 ASSETS Totals: 0.00 -521,970.12 3,691,135.23 1,669,164.47 1,500,000.64 Fund 763 Totals:
0.00 -521,970.12 3,691,135.23 1,669,164.47 1,500,000.64 Fund 764 Water Impact
ASSETS
Dept 10 Cash
764-10-15-00-00 Cash Account 0.00 411,662.32 47,171.18 620.23 458,213.27 ASSETS Totals: 0.00 411,662.32 47,171.18 620.23 458,213.27 Fund 764 Totals:
0.00 411,662.32 47,171.18 620.23 458,213.27
Fund 773 Sewer Capital
ASSETS
Dept 10 Cash
773-10-15-00-00 Cash Account 0.00 -5,624,062.00 10,318,961.00 4,694,898.85 0.15 ASSETS Totals: 0.00 -5,624,062.00 10,318,961.00 4,694,898.85 0.15 Fund 773 Totals:
0.00 -5,624,062.00 10,318,961.00 4,694,898.85 0.15
Fund 774 Sewer Impact
ASSETS
Dept 10 Cash
774-10-15-00-00 Cash Account 0.00 1.96 42,443.30 42,267.52 177.74 ASSETS Totals: 0.00 1.96 42,443.30 42,267.52 177.74
Fund 774 Totals:
0.00 1.96 42,443.30 42,267.52 177.74
GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 15 Agenda Item #10.5.
Account Number Description Budget Amount Beginning Balance Debit This Period Credit This Period Ending Balance Fund 890 General Fixed Assets
ASSETS
Dept 10 Cash
890-10-15-00-00 Cash Account 0.00 0.00 0.00 0.00 0.00
ASSETS Totals: 0.00 0.00 0.00 0.00 0.00
Fund 890 Totals:
0.00 0.00 0.00 0.00 0.00
Fund 898 General Long Term Debt
ASSETS
Dept 10 Cash
898-10-15-00-00 Cash Account 0.00 0.00 0.00 0.00 0.00
ASSETS Totals: 0.00 0.00 0.00 0.00 0.00
Fund 898 Totals:
0.00 0.00 0.00 0.00 0.00
Fund 999 Clearing Account
ASSETS
Dept 10 Cash
999-10-15-00-00 Cash Account 0.00 -35,894,661.79 43,493,704.44 49,506,159.18 -41,907,116.53 ASSETS Totals: 0.00 -35,894,661.79 43,493,704.44 49,506,159.18 -41,907,116.53 Fund 999 Totals:
0.00 -35,894,661.79 43,493,704.44 49,506,159.18 -41,907,116.53 Report Totals: 0.00 0.46 108,532,343.33 108,532,343.33 0.46 GL-Summary Trial Balance (11/6/2024 - 12:37 PM) Page 16 Agenda Item #10.5.
Actual Actual Actual Actual Actual Adopted Adjusted Q4 Unaudited % Collected Account Description 2019 2020 2021 2022 FY 2023 FY 2024 FY2024 FY 2024 Q4 2024 101‐30‐10‐00‐00 Property Tax‐Secured 3,940,490 4,109,646 4,491,375 4,557,240 4,845,720 4,898,632 5,049,888 5,153,320 101‐30‐11‐00‐00 ERAF Shift to State 342,386 309,857 465,733 496,468 577,641 308,320 380,617 434,928 101‐30‐20‐00‐00 Property Tax‐Unsecured 125,292 127,427 22,927 145,360 151,958 159,420 167,871 167,382 101‐30‐30‐00‐00 Prior Year Property Tax 1,035 964 4,323 9,361 192 1,699 1,699 274 101‐30‐90‐00‐00 Real Property Transfer Tax 83,805 67,964 171,689 154,175 153,359 154,175 154,175 146,307 101‐32‐05‐00‐00 In Lieu VLF 726,626 776,392 810,122 841,911 897,205 922,737 922,737 957,067 101‐32‐20‐00‐00 Homeowner Property Tax 15,555 15,260 12,492 14,983 14,803 15,043 14,226 14,362 5,235,189 5,407,511 5,978,661 6,219,497 6,640,879 6,460,026 6,691,213 6,873,640 103% 101‐30‐40‐00‐00 Retail Sales/Use Tax 3,159,579 2,822,979 2,945,506 3,620,282 3,584,494 3,754,400 3,437,112 3,534,189 101‐30‐42‐00‐00 Public Safety Sales Tax 61,687 66,742 69,493 76,783 82,610 80,300 80,300 91,100 101‐30‐43‐00‐00 Sales Tax In Lieu ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
101‐30‐44‐00‐00 Measure D 1,743,519 1,650,599 1,723,186 2,232,251 2,099,644 2,240,173 2,003,517 2,027,714 4,964,784 4,540,321 4,738,185 5,929,316 5,766,748 6,074,873 5,520,929 5,653,003 102% 101‐30‐50‐00‐00 Transient Occupancy Tax 3,296,741 2,470,808 1,558,565 4,434,291 4,070,799 3,820,555 3,820,555 4,051,038 101‐30‐51‐00‐00 Transient Tax Penalty 64,084 11,154 15,689 10,463 14,450 9,036 9,036 (4,634) 3,360,825 2,481,962 1,574,254 4,444,754 4,085,249 3,829,591 3,829,591 4,046,404 106% 101‐30‐60‐00‐00 Franchise Tax 209,872 215,623 210,659 278,659 459,034 565,600 565,600 641,451 209,872 215,623 210,659 278,659 459,034 565,600 565,600 641,451 113% 101‐30‐61‐00‐00 Comcast PEG Access Fees 22,698 22,528 21,994 23,195 22,962 22,500 22,500 22,365 101‐30‐75‐00‐00 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 11 ‐ 150 150 ‐ 101‐33‐50‐00‐00 Police Services 33,439 19,168 7,002 53,324 21,244 25,000 25,000 19,536 101‐33‐51‐00‐00 Animal Control Services ‐ ‐ ‐ ‐ ‐ ‐ ‐
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 ‐ ‐ ‐ 150 8,161 42,430 39,329 82,029 44,206 47,650 47,650 42,051 88% 101‐31‐40‐00‐00 Vehicle Code Fines 28,136 22,446 24,974 68,562 46,852 37,900 37,900 36,101 101‐31‐50‐00‐00 Other Police Fines 36,260 24,821 8,917 26,483 19,916 25,000 25,000 13,112 101‐31‐55‐00‐00 A/R Late Penalty 3,959 215 144 276 2,002 500 500 1,942 101‐33‐63‐00‐00 Civil Penalties 149,264 92,700 ‐ ‐ ‐ ‐ ‐ ‐ 101‐34‐20‐00‐00 Library Fines & Fees 4,087 86 ‐ ‐ ‐ ‐ ‐ 12 221,705 140,267 34,035 95,321 68,770 63,400 63,400 51,167 81% 101‐30‐70‐00‐00 Application & Permit Fees 5,475 4,250 3,375 1,375 11,650 2,000 2,000 2,825 101‐30‐80‐00‐00 Business License 156,715 155,021 149,069 112,534 189,072 179,044 179,044 163,742 101‐30‐81‐00‐00 Business License Penalty 1,555 798 619 129 347 350 350 146 101‐31‐20‐00‐00 Building Permits 482,404 552,044 587,287 504,179 492,736 500,000 500,000 594,940 101‐33‐15‐00‐00 Short Term Rental Permit 15,750 31,500 20,250 33,750 18,000 20,250 20,250 20,250 101‐33‐74‐00‐00 Planning App & Permit Fees 180,329 85,429 111,100 78,838 131,265 115,965 115,965 145,750 101‐33‐84‐00‐00 Public Works App & Permit Fees 39,300 41,175 54,300 58,350 62,975 38,000 38,000 63,175 101‐33‐86‐00‐00 Well Permit Fee 2,600 2,600 ‐ 1,300 650 1,300 1,300 ‐ 884,127 872,817 926,000 790,456 906,694 856,909 856,909 990,828 116% 101‐33‐81‐00‐00 Public Works Land & Dev Fees 25,600 19,360 20,800 13,600 7,200 7,500 7,500 9,600 25,600 19,360 20,800 13,600 7,200 7,500 7,500 9,600 128% 101‐32‐10‐00‐00 Motor Vehicle In‐Lieu 2,937 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 101‐32‐70‐00‐00 County Fire Contract 48,855 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 1,152,059 70,951 ‐ 15,312 129,242 101‐34‐61‐49‐00 Contrib from Gov ‐ Police 9,221 8,484 ‐ 8,660 ‐ ‐ 34,000 ‐ 101‐34‐71‐00‐00 Reimb State Mandated Costs 4,538 1,647 5,489 ‐ 2,240 5,000 41,940 84,000 101‐34‐73‐00‐00 Other State Revenue 18 1,355 13 ‐ ‐ ‐ ‐ 17 101‐34‐75‐00‐00 Restitution 181,227 200 26 ‐ ‐ ‐ ‐ ‐ 101‐36‐80‐00‐00 Library Abatement 3,877 3,302 5,522 3,652 5,051 5,051 5,051 4,257 101‐38‐70‐00‐00 Allocation from Other Agency 1,948 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 522,112 184,773 1,012,496 1,213,226 127,097 58,906 145,158 266,371 184% Development Fees
Intergovernmental
Property Taxes
Sales Tax
Transient Occupancy Taxes
Other Taxes
Licenses and Permits
Fines and Forfeits
Charges for Service
General Fund Revenues
Development Fees
Intergovernmental
Licenses and Permits
Fines and Forfeits
Charges for Service
Other Taxes
Transient Occupancy Taxes
Sales Tax
Property Taxes
ATTACHMENT 3
Agenda Item #10.5.
Actual Actual Actual Actual Actual Adopted Adjusted Q4 Unaudited % Collected Account Description 2019 2020 2021 2022 FY 2023 FY 2024 FY2024 FY 2024 Q4 2024 General Fund Revenues
101‐31‐70‐00‐00 Investment Earnings 262,296 215,290 (97,343) (329,259) 134,243 50,000 50,000 326,679 101‐34‐76‐00‐00 Cash Overage/Shortage 22 ‐ 61 52 ‐ (31) ‐ ‐ 101‐31‐75‐00‐00 Interest Income (93) ‐ ‐ 133 ‐ 317 ‐ 811 101‐36‐10‐00‐00 Rental Income 153,805 89,101 79,904 97,272 108,758 37,360 62,360 71,724 101‐36‐12‐00‐00 Rec Programs Facility Rental 865 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 101‐36‐11‐00‐00 Tennis Court Rentals 1,225 ‐ 750 225 14,568 225 ‐ 225 418,120 305,202 (17,438) (231,577) 257,855 87,585 112,585 399,214 355% 101‐33‐20‐00‐00 Legal Cost Recovery 32,726 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 101‐33‐21‐00‐00 Storm Drain Cost Recovery ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 101‐33‐40‐00‐00 Other Filing/Certification Fee ‐ ‐ 200 ‐ ‐ ‐ ‐ 101‐34‐22‐00‐00 Library Copies 2,946 ‐ 1,585 1,504 2,146 1,500 1,500 2,110 101‐34‐23‐00‐00 Library Lost Material 617 ‐ 500 382 298 300 300 307 101‐34‐24‐00‐00 Library Room Rental 305 ‐ 150 ‐ 38 ‐ 25 101‐34‐31‐00‐00 Donations ‐ ‐ 300 ‐ 1,000 ‐ ‐ ‐ 101‐34‐31‐48‐00 Donations ‐ Fire Department ‐ ‐ ‐ 4,000 ‐ 6,200 ‐ 15,500 101‐34‐31‐49‐00 Donations ‐ Police Department ‐ ‐ ‐ 1,500 ‐ 2,576 ‐ ‐ 101‐34‐51‐00‐00 Sale of Capital Assets 1,155 3,795 633 ‐ 6,687 ‐ ‐ 404 101‐34‐60‐00‐00 Contributions from non‐govt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 101‐34‐61‐00‐00 Contributions from Government ‐ ‐ 1,058,502 ‐ 1,041,554 ‐ ‐ 168,061 101‐34‐61‐46‐00 Contributions from Gov ‐ Library ‐ 2,000 500 ‐ 1,000 ‐ ‐ ‐ 101‐34‐70‐00‐00 Other Revenue 123,934 41,033 39,123 99,863 40,858 55,000 55,000 102,680 101‐34‐70‐22‐47 Other Revenue ‐ Jingle ‐ ‐ 4,389 ‐ ‐ ‐ ‐ ‐ 101‐34‐70‐47‐00 Other Revenue ‐ Recreation ‐ ‐ 123,996 186,522 177,238 160,000 160,000 214,401 101‐34‐70‐47‐01 Other Revenue ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 101‐34‐74‐00‐00 Insurance Refund ‐ ‐ 1,244 ‐ ‐ ‐ ‐ ‐ 101‐39‐98‐00‐00 Operating Transfers In 15,319 5,367 834,123 4,486 172,715 6,066 6,066 6,066 177,001 60,562 2,062,376 1,342,998 402,068 222,866 222,866 509,554 229% 16,027,495 14,270,828 16,579,356 20,178,279 18,765,800 18,274,906 18,063,401 19,483,283 108% Interest and Rents
Miscellaneous
TOTALS
Interest and Rents
Miscellaneous
Agenda Item #10.5.
General Ledger
Quarterly Budget Report
GF Expenses
User: Mandy
Printed: 11/6/2024 11:29:28 AM
Period 01 - 13
Fiscal Year 2024
Description Adopted Budget Encumbered Adjusted Budget YTD Spent Available Budget % of Budget Available
Non Departmental 1,712,344.00 4,548.48 2,219,771.92 2,291,194.66 -75,971.22 -3.42 Council 493,157.00 0.00 550,206.00 402,822.00 147,384.00 26.79 Administration 1,165,382.00 0.00 1,374,802.00 1,165,874.52 208,927.48 15.20 Finance 1,058,151.00 0.00 1,226,911.79 1,009,939.59 216,972.20 17.68 Attorney 460,000.00 0.00 428,999.00 428,728.92 270.08 0.06 PlanningBuilding 2,061,826.00 33,593.27 2,300,972.94 1,420,503.83 846,875.84 36.81 Library 1,003,363.00 0.00 1,006,519.00 886,491.60 120,027.40 11.93 Parks & Recreation 1,113,599.00 24,490.00 1,132,546.00 1,028,554.94 79,501.06 7.02 Fire 2,526,838.00 0.00 2,635,450.00 2,704,359.21 -68,909.21 -2.61 Police 4,127,622.00 0.00 4,224,635.00 4,148,257.60 76,377.40 1.81 Public Works 4,338,596.00 98,700.82 4,871,414.68 3,104,649.98 1,668,063.88 34.24 Grand Total 20,060,878.00 161,332.57 21,972,228.33 18,591,376.85 3,219,518.91 0.1465 GL - Quarterly Budget Report GF Expenses (11/06/2024 - 11:29 AM)
ATTACHMENT 4 Agenda Item #10.5.
General Ledger
Quarterly Budget Report
Water Revenues
User: Mandy
Printed: 11/6/2024 9:32:38 AM
Period 01 - 13
Fiscal Year 2024
Account Number Description Adopted Budget Budget
Adjustments
Adjusted Budget YTD Received Uncollected
561 Water Enterprise
561-38-10-00-00 Water Revenue -670.00 0.00 -670.00 -94.60 -575.40 561-38-10-00-01 Residential-Inside CL -4,143,305.00 0.00 -4,143,305.00 -3,196,329.60 -946,975.40 561-38-10-00-50 Residential-Outside
CL
-421,311.00 0.00 -421,311.00 -277,266.59 -144,044.41
561-38-10-01-00 Multi-Dwelling-Inside
CL
-1,015,327.00 0.00 -1,015,327.00 -744,497.05 -270,829.95 561-38-10-01-50 Multi
Dwelling-Outside CL
-6,529.00 0.00 -6,529.00 -4,818.52 -1,710.48
561-38-10-10-00 General
Commercial-Inside
CL
-2,895,767.00 0.00 -2,895,767.00 -2,585,893.01 -309,873.99 561-38-10-17-00 Landscape Meter -205,915.00 0.00 -205,915.00 -245,539.33 39,624.33 561-38-10-99-10 Fire Service-Inside
CL
-71,793.00 0.00 -71,793.00 -124,062.04 52,269.04
561-38-10-99-20 Fire Service-Outside
CL
-16,786.00 0.00 -16,786.00 -35,137.60 18,351.60
561-38-10-99-50 Finance Charges -18,000.00 0.00 -18,000.00 -95,004.71 77,004.71 10 SB2 Planning Grant -8,795,403.00 0.00 -8,795,403.00 -7,308,643.05 -1,486,759.95 561-38-60-00-00 Water Meter Install
Fee
-5,500.00 0.00 -5,500.00 -5,154.37 -345.63
60 Water Meter Install
Fee
-5,500.00 0.00 -5,500.00 -5,154.37 -345.63
561-31-70-00-00 Investment Earnings -50,000.00 0.00 -50,000.00 -84,287.64 34,287.64 561-34-70-00-00 Other Revenue -3,000.00 0.00 -3,000.00 -18,252.12 15,252.12 561-38-70-00-00 CARE Subsidy 47,000.00 0.00 47,000.00 0.00 47,000.00 70 CARE Subsidy -6,000.00 0.00 -6,000.00 -102,539.76 96,539.76 561-34-71-00-00 Water Emergency
Penalties
0.00 0.00 0.00 135,743.48 -135,743.48
71 Water Emergency
Penalties
0.00 0.00 0.00 135,743.48 -135,743.48
561-33-83-00-00 Raw Water Permit
Fees
-400.00 0.00 -400.00 -450.00 50.00
83 Raw Water Permit
Fees
-400.00 0.00 -400.00 -450.00 50.00
561-39-98-00-00 Operating Transfers In 0.00 0.00 0.00 -56,153.42 56,153.42 GL - Quarterly Budget Report Water Revenues (11/06/2024 - 09:32 AM)
ATTACHMENT 5
Agenda Item #10.5.
Account Number Description Adopted Budget Budget
Adjustments
Adjusted Budget YTD Received Uncollected
98 Operating Transfers In 0.00 0.00 0.00 -56,153.42 56,153.42 Grand Total -8,807,303.00
0.00 -8,807,303.00
-7,337,197.12
-1,470,105.88
GL - Quarterly Budget Report Water Revenues (11/06/2024 - 09:32 AM)
Agenda Item #10.5.
General Ledger
Quarterly Budget Report
Water Expenditures
User: Mandy
Printed: 11/6/2024 9:52:32 AM
Period 01 - 13
Fiscal Year 2024
Description Adopted Budget Encumbered Adjusted Budget YTD Spent Available Budget % of Budget Available
Non Departmental 1,084,234.00 0.00 2,373,493.00 1,412,291.24 961,201.76 40.50 Council 25,576.00 0.00 25,576.00 21,100.49 4,475.51 17.50 Administration 350,138.00 0.00 388,826.00 374,114.62 14,711.38 3.78 Finance 610,606.00 0.00 654,162.62 537,778.49 116,384.13 17.79 Attorney 159,500.00 0.00 159,500.00 35,992.65 123,507.35 77.43 Public Works 6,483,516.00 24,774.47 7,565,099.02 5,151,155.89 2,389,168.66 31.58 Grand Total 8,713,570.00 24,774.47 11,166,656.64 7,532,433.38 3,609,448.79 0.3232 GL - Quarterly Budget Report Water Expenditures (11/06/2024 - 09:52 AM)
ATTACHMENT 6
Agenda Item #10.5.
General Ledger
Quarterly Budget Report
WW Revenues
User: Mandy
Printed: 11/4/2024 12:25:28 PM
Period 01 - 13
Fiscal Year 2024
Account Number Description Adopted Budget Adjusted Budget YTD Received Uncollected 571-31-70-00-00 Investment Earnings -30,000.00 -30,000.00 -39,106.94 9,106.94 31 SEWER ENTER.
INVESTMENT EARNIN
-30,000.00 -30,000.00 -39,106.94 9,106.94
571-34-70-00-00 Other Revenue -9,600.00 -9,600.00 -494.00 -9,106.00 571-34-80-00-00 Annexation Fees 0.00 0.00 -9,200.00 9,200.00 34 SEWER ENTER.
OTHER REVENUE
-9,600.00 -9,600.00 -9,694.00 94.00
571-35-00-00-00 Residential -2,152,298.00 -2,152,298.00 -2,011,347.02 -140,950.98 571-35-00-01-00 Multiple Dwelling -333,161.00 -333,161.00 -407,793.02 74,632.02 571-35-00-03-00 Laundromat -21,809.00 -21,809.00 -23,208.32 1,399.32 571-35-00-10-00 General Commercial -1,769,969.00 -1,769,969.00 -1,649,104.78 -120,864.22 571-35-00-11-00 Restaurants -140,397.00 -140,397.00 -165,154.90 24,757.90 571-35-00-12-00 Service Station -3,172.00 -3,172.00 -3,703.46 531.46 571-35-00-14-00 Motels-No Food Service -186,416.00 -186,416.00 -160,143.05 -26,272.95 571-35-00-15-00 Supermarkets -18,080.00 -18,080.00 -20,650.40 2,570.40 571-35-00-18-00 Mixed Retial-Plus Food
Service
-23,718.00 -23,718.00 -26,640.72 2,922.72
571-35-00-20-00 Industrial -30,954.00 -30,954.00 -36,188.35 5,234.35 571-35-00-30-00 Libraries & Schools -32,120.00 -32,120.00 -61,385.40 29,265.40 571-35-00-60-60 Car Wash -2,127.00 -2,127.00 -1,615.61 -511.39 35 SEWER ENTER.
SEWER-RESIDENTIAL
-4,714,221.00 -4,714,221.00 -4,566,935.03 -147,285.97
571-38-10-99-50 Finance Charges -9,500.00 -9,500.00 -64,207.91 54,707.91 571-38-65-00-00 Sewer Connection Fee -1,300.00 -1,300.00 -2,600.00 1,300.00 571-38-70-00-00 CARE Subsidy 20,100.00 20,100.00 0.00 20,100.00 38 Dept 9,300.00 9,300.00 -66,807.91 76,107.91
571 Sewer Enterprise -4,744,521.00 -4,744,521.00 -4,682,543.88 -61,977.12 Grand Total -4,744,521.00 -4,744,521.00 -4,682,543.88 -61,977.12 GL - Quarterly Budget Report WW Revenues (11/04/2024 -
12:25 PM)
ATTACHMENT 7 Agenda Item #10.5.
General Ledger
Quarterly Budget Report
Wastewater Expenditures
User: Mandy
Printed: 11/6/2024 9:19:40 AM
Period 01 - 13
Fiscal Year 2024
Description Adopted Budget Encumbered Adjusted YTD Spent Available Budget % of Budget Available
Non Departmental 998,877.55 0.00 1,062,350.55 1,039,488.97 22,861.58 2.15 Council 25,576.00 0.00 25,576.00 21,099.86 4,476.14 17.50 Administration 235,860.89 0.00 261,653.89 256,357.41 5,296.48 2.02 Finance 472,914.00 0.00 509,590.04 406,448.45 103,141.59 20.24 Attorney 126,500.00 0.00 63,030.00 27,636.78 35,393.22 56.15 Public Works 3,246,362.00 4,285.67 3,707,874.47 2,430,097.73 1,273,491.07 34.35 Grand Total 5,106,090.44 4,285.67 5,630,074.95 4,181,129.20 1,444,660.08 0.2566 GL - Quarterly Budget Report Wastewater Expenditures
(11/06/2024 - 09:19 AM)
ATTACHMENT 8
Agenda Item #10.5.
Agenda Report to the City Council
Agenda Section: OLD BUSINESS
Department: Administration
DATE: November 12, 2024
FROM: April Mitts, Assistant City Manager
SUBJECT: Consideration and proposed approval of establishing a Finance Committee
RECOMMENDED
ACTION:
Adopt the attached Resolution establishing a Finance
Committee and begin the recruitment process.
PREVIOUS COUNCIL
ACTION:
8/27/24 - City Council indicated interest in establishing a Finance Committee
10/22/24 - City Council direction to bring a refined Finance Committee recommendation back on 11/12/24.
STATEMENT OF THE
PURPOSE:
Institute a Finance Committee to improve financial
planning, and provide technical assistance as needed.
FINANCIAL IMPACT: There is no fiscal impact for the establishment of the Finance Committee. That said, this establishment will
increase staff time required to prepare for meetings and follow-up on research and other tasks associated with the work of the committee.
BACKGROUND:
Staff was directed to bring back an authorization request for the formation of an Ad Hoc Finance Committee for consideration. The purpose of the committee aligns with the following Council Goals:
Goal 1 - Strengthen Fiscal Resilience
Goal 4 - Provide Effective Community Information and Opportunities for Engagement
On October 22, 2024 - Based on Council direction, staff presented to City Council a recommended Finance Committee structure for consideration for the following purpose:
Finance Committee
The City of St. Helena is committed to promoting transparent governance and maintaining sound financial practices. The creation of an Ad Hoc Finance Committee will provide a structured forum for detailed review of financial matters and will assist the City Council by offering recommendations regarding budgeting, financial policies, and other fiscal issues. The establishment of this committee will help ensure that the City's financial resources are managed effectively. It will assist in long-term planning and strengthen public trust.
Agenda Item #12.1.
The full staff report and the Finance Committee recommendation presented on October 22, 2024 can be accessed here: October 22, 2024 Report and Recommendation.
At that meeting, Council directed staff to work with Mayor Dohring and Vice Mayor Hall to review and update the description for the Finance Committee and bring that recommendation back to City Council on November 12, 2024 for consideration.
DISCUSSION:
Following the October 22, 2024 City Council meeting, staff worked with Mayor Dohring and Vice Mayor Hall to further refine the purpose and charge of the Finance Committee.
The recommendation is being presented as Attachment 1.
Timeline
Due to the holidays, the holiday Council meeting schedule (which cancels the November 26th and December 24th regular scheduled Council meetings), and seating of the new Council set for December 10, 2024, the recommended timeline is as follows:
November 13, 2024 - Recruitment begins
January 9, 2025 - Recruitment closes
January 14, 2025 - Applicant interviews and appointment by City Council February - First meeting of the Finance Committee
ENVIRONMENTAL REVIEW: n/a
DOCUMENTS ATTACHMENTS:
Attachment 1 - Finance Committee Recommendation
Attachment 2 - Resolution - Establishing Finance Committee Agenda Item #12.1.
pg. 1
Finance Committee
As with other Council appointed committees, this Committee will serve in an advisory capacity to the City Council.
Purpose:
The purpose of the Committee is to ensure that public resources are allocated and used efficiently, effectively, transparently, and in alignment with the City’s strategic priorities and policies.
Composition, Structure, and Term:
1. This Committee will be subject to the Brown Act.
2. The committee will be comprised of 1 member of the city council and 4 residents.
3. The Committee will have regularly scheduled meetings each quarter starting in February 2025.
4. The Committee will have five regular voting members serving 2-year staggering terms. Because the committee is being established mid-year, the initial terms will be as follows:
a. Three committee members (1 councilmembers and 2 residents) will serve an initial 2-year term expiring June 30, 2027; and
b. Two committee members (2 residents) will serve an initial 1-year term expiring June 30, 2026.
Scope of work:
Members of the Committee and the Committee as an entity serve in an advisory capacity to the City Council, and the scope of its work will be aligned with City Council Goals and City staff’s workplan. The Committee’s charge will include all fiscal and budgetary matters. The Committee will:
1. Collaborate with staff to develop a long-range financial plan:
a. Project revenue and expenditures for 20-years to assess fiscal sustainability.
a. Create a model which aligns the City’s fiscal resources to strategic goals. b. Incorporate reserve targets (assigned and unassigned). c. Evaluate capital planning to ensure identified infrastructure projects are funded.
d. Recommend revenue offsets to meet the City’s long-term needs. e. Identify and provide a mitigation plan for key financial risks.
2. Collaborate with staff on operational efficiencies and cost reduction initiatives, including use of technology and shared services.
3. Evaluate the city’s options to enhance revenue for specific purposes.
Agenda Item #12.1.
pg. 2
4. Provide input as part of the preparation of the two-year operating and capital budget in Spring 2025.
a. Prioritization of programs for funding and/or cuts depending on availability of resources.
5. Provide input on the prioritization and funding for the replacement of major equipment and vehicles.
6. Advise on actions related to pension liability.
7. Review options for various City facilities including a Parks & Recreation Office/Building and a permanent City Hall.
Agenda Item #12.1.
CITY OF ST. HELENA
RESOLUTION NO. 2024-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ST.
HELENA ESTABLISHING A FINANCE COMMITTEE.
RECITALS
A. The City of St. Helena is committed to promoting transparent governance and maintaining sound financial practices; and
B. In accordance with several City Council goals, staff was directed to bring a finance committee recommendation to City Council for consideration; and C. The purposes set out for both committees align with City Council Goal 1:
Strengthen Fiscal Resilience and City Council Goal 4: Provide Effective Community Information & Opportunities to Engage; and
D. The creation of an Ad Hoc Finance Committee will provide a structured forum for detailed review of financial matters and will assist the City Council by offering recommendations regarding budgeting, financial policies, and other fiscal issues; and
E. The establishment of this committee will help ensure that the City’s financial resources are managed effectively, assist in long-term planning, and strengthen public trust.
RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:
1. Establish a Finance Committee for the purposes identified in the Finance Committee Summary (Attachment 1); and
2. Provide notice to applicants seeking to participate in the Finance Committee; and
3. Applications will be accepted from November 12, 2024 through January 9, 2025; and
Agenda Item #12.1.
4. Candidate interviews and appointments are scheduled for January 14, 2025; and
5. It is estimated the first meeting of the Finance Committee will be held in February 2025.
Approved at a Regular Meeting of the St. Helena City Council on November 12, 2024, by the following vote:
Mayor Paul Dohring: _____
Vice Mayor Eric Hall: _____
Council Member Anna Chouteau: _____
Council Member Lester Hardy: _____
Council Member Billy Summers: _____
APPROVED: ATTEST:
______________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #12.1.
Finance Committee
By: April Mitts, Assistant City Manager
November 12, 2024 - City Council Meeting
Agenda Item #12.1.
Finance Committee
PURPOSE
Ensure that public resources are allocated and used efficiently, effectively, transparently, and in alignment with the City’s strategic priorities and policies.
COMPOSITION, STRUCTURE, AND TERM
• Brown Act
• Comprised of 1 member of the City Council and 4 Residents • Regularly Scheduled Quarterly Meetings
• Advisory to the City Council
Agenda Item #12.1.
Finance Committee
SCOPE OF WORK
• Collaborate with staff to develop long-range financial plan • Collaborate with staff on operational efficiencies and cost reduction initiatives • Evaluate the City’s options to enhance revenue for specific purposes • Provide input as part of the preparation of the two-year operating & CIP budgets • Provide input on the prioritization and funding of major equipment & vehicles • Advise on actions related to pension liability
• Review options for various City facilities including Parks & Recreation office & a permanent City Hall
Agenda Item #12.1.
Timeline
11/13/24
• Recruitment Begins
1/9/25
• Recruitment Closes
1/14/25
• Applicant Interviews
• Appointment by City Council
Feb. 25
• First Meeting of Finance Committee
Agenda Item #12.1.
Recommendation
Adopt the Resolution establishing a Finance Committee and begin the recruitment process.
Agenda Item #12.1.
Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administration
DATE: November 12, 2024
FROM: Cindy Tzafopoulos, City Clerk
SUBJECT: Adopting a resolution appointing applicants to the ATSC, Youth Advisory Member to the Parks & Rec Commission
and Youth Advisory Member to the Library Board of
Trustees
RECOMMENDED
ACTION:
Adopt a resolution appointing applicants to the ATSC,
Library Board of Trustees and Parks and Recreation.
PREVIOUS COUNCIL
ACTION:
STATEMENT OF THE
PURPOSE:
To fill the vacant seats.
FINANCIAL IMPACT: None
BACKGROUND:
The ATSC has three vacancies, two regular members and one alternate member.
The Library Board of Trustees and the Parks and Recreation Commission desire to start a new youth advisory pilot program. The Youth Advisory Members will serve in an exofficio (non-voting) capacity, but will be a regular and active participant in monthly meetings, where they will provide their insight and advise to commissioners and board members. The selected individuals will have the opportunity to share their expertise and help shape the future of parks, recreation, and/or library services. Applicants should reside within the St. Helena Unified School District boundaries and be in grades 9, 10, 11, or 12.
DISCUSSION:
Youth Advisory Member to the Library Board of Trustees
One application from Jacob Zuniga.
Youth Advisory Member to the Parks and Recreation Commission One application was received from Henry Ray.
ATSC
Agenda Item #13.1.
Two applications from Richard Seiferheld and Shannon Nolan.
Per City Council Rules of Procedure appointments shall be made by interview and the Mayor shall nominate applicants with the appointments subject to approval by the majority of Council. The City Council convened an applicant interview meeting on November 12, 2024 at 4:30 pm at Vintage Hall Wellness Center.
The recruitment closes Friday, November 8, 2024 at 5pm, after the publication of the November 12, 2024 City Council Agenda. If applications are received after the publication of the agenda the staff report will be amended to reflect the additional applicants.
The City Clerk will leave the recruitment open for any remaining vacancies due to not receiving adequate applications.
DOCUMENTS ATTACHMENTS:
Appointments Resolution
Active Transportation and Sustainability Committee Application - Richard Seiferheld Active Transportation and Sustainability Committee Application - Shannon Nolan Agenda Item #13.1.
CITY OF ST. HELENA
RESOLUTION NO. 2024-
Appointing an applicants to the ATSC, Youth Advisory Member to the Parks & Rec Commission and Youth Advisory Member to the Library Board of Trustees
RECITALS
A. There are three vacancies on the ATSC, two regular members and one alternate member; and
B. The Library Board of Trustees and the Parks and Recreation Commission desire to start a new youth advisory pilot program.; and
C. The Youth Advisory Members will serve in an ex-officio (non-voting) capacity, but will be a regular and active participant in monthly meetings, where they will provide their insight and advise to commissioners and board members. The selected individuals will have the opportunity to share their expertise and help shape the future of parks, recreation, and/or library services. Applicants should reside within the St. Helena Unified School District boundaries and be in grades 9, 10, 11, or 12; and D. Applications have been received from community members; and E. Per City Council Rules of Procedure appointments shall be made by interview and the Mayor shall nominate applicants with the appointments subject to approval by the majority of Council; and
F. An applicant interview meeting is scheduled to be held On November 12, 2024 at 4:30 p.m.
RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:
Youth Advisory Member to the Library Board of Trustees
1. __________, is appointed to the St. Helena Library Board of Trustees to fill a vacant position that expires on June 30, 2025.
Youth Advisory Member to the Parks and Recreation Commission
2. __________, is appointed to the St. Helena Parks and Recreation Commission to fill a vacant position that expires on June 30, 2025.
ATSC
3. __________, and __________ are appointed to the ATSC to fill vacant positions that expires on June 30, 2026.
Agenda Item #13.1.
Approved at a Regular Meeting of the St. Helena City Council on November 12, 2024, by the following vote:
Mayor Dohring: __________
Vice Mayor Hall : __________
Council Member Chouteau: __________
Council Member Summers: __________
Council Member Kenealy: __________
APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #13.1.
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of St. Helena
COMMISSION/COMMITTEE APPLICATION
Received Date: October 30, 2024
Application Type: Active Transportation and Sustainability Committee
CA-24-032
NAME: Richard Seiferheld
ADDRESS: , , ,
PHONE: 7076950915
EMAIL ADDRESS: [email protected]
EMPLOYMENT STATUS: Retired
REASON FOR APPLYING: See attached for the following questions.
EDUCATIONAL BACKGROUND: (High School, College, Professional, Vocational, or other Schools Attended. Please include Major or Field of Study, Dates attended, Degree and date of Degree) REFERENCE 1: Name:
Address:
Phone Number(s):
Email:
REFERENCE 2: Name:
Address:
Phone Number(s):
Email:
REFERENCE 3: Name:
Address:
Phone Number(s):
Email:
GENERAL QUESTIONS:
I agree that all of the information contained in my responses to the questions on this application are true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
October 30, 2024
Agenda Item #13.1.
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of St. Helena
COMMISSION/COMMITTEE APPLICATION
Received Date: June 10, 2024
Application Type: Active Transportation and Sustainability Committee
CA-24-024
NAME: Richard Seiferheld
ADDRESS: 2020 Birch Ave., St. Helena, CA, 94574
PHONE: 7076950915
EMAIL ADDRESS: [email protected]
LENGTH OF RESIDENCY: St. Helena
EMPLOYMENT STATUS: Retired
REASON FOR APPLYING: I am a long time St. Helena resident, now a retired real estate professional, and have time to actively engage and contribute to the improvement and well being of our City.
EDUCATIONAL BACKGROUND: Moses Brown School 1957; Cornell University 1961 (BA); NYU Business School 1963; UC Berkley 1972; Napa Community College 1982-84
OTHER RELEVANT EXPERIENCE: Back ground in real estate, finance and environmental organizations COMMUNITY INVOLVEMENT: Active with Land Trust of Napa County (BOT) 30+yrs; Former BOT Stonebridge Housing ; Volunteer coordinator for CDFW 2013 to present;Active BOT Mennen Environmental Foundation; Advisory Committee to Napa Regional Parks & Open Space district. ad hoc committee member with SH Parks & Rec for walking paths in the City
REFERENCE 1: Name: Maury Robertson
Address: 1475 Main Street St. Helena CA
Phone Number(s):(707) 227-9559
Email:[email protected]
REFERENCE 2: Name: David Duncan
Address:1715 Dean York Lane St. Helena CA
Phone Number(s): (707) 287-3909
Email: [email protected]
REFERENCE 3: Name:William Densberger
Address:1508 Main Street St. Helena CA
Phone Number(s):(707) 483-7889
Email: [email protected]
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? no
What is your understanding of the role and responsibility of this Commission? To advise Public Works on community traffic and transportation; explore policy and/or programs to improve Agenda Item #13.1.
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION and enhance a sustainable and healthy community environment.
What would be your goal(s) as a Commissioner?
To both introduce and vet new ideas that will enhance the quality of life for SH citizens as well a provide feedback to City staff on issues that fall under the prevue of this committee.
Have you previously served, or do you currently serve, on a St. Helena Commission or Committee? If yes, which one(s) and for what period of time?
ad hoc walking paths committee recommending formalization of pedestrian walkways I agree that all of the information contained in my responses to the questions on this application are true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
Richard Seiferheld June 10, 2024
Agenda Item #13.1.
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of St. Helena
COMMISSION/COMMITTEE APPLICATION
Received Date: November 8, 2024
Application Type: Active Transportation and Sustainability Committee
CA-24-033
NAME: Shannon Nolan
ADDRESS: 1722 Madrona Ave., Saint Helena, CA, 94574
PHONE: 7073638657
EMAIL ADDRESS: [email protected]
LENGTH OF RESIDENCY: 4 years plus 18 years as a child
EMPLOYER: Dirt Capital Partners
EMPLOYMENT STATUS: Employed
REASON FOR APPLYING: To join the active transportation and sustainability committee and to support sustainability and transportation efforts in the SH community and beyond.
EDUCATIONAL BACKGROUND: Saint Helena High School, BA in International Studies from the University of Washington, and MBA from the Middlebury Institute of International Studies OTHER RELEVANT EXPERIENCE: 4 years at Bank of the West in Corporate Strategy and Operations. 2 years as founder of Open Regen Ag. Several years of consulting and non-profit experience.
Less than 1 year as an Investment Associate at Dirt Capital Partners.
COMMUNITY INVOLVEMENT: None currently, but previously involved in several climate-tech fellowship programs and volunteer work for climate-smart agriculture non-profits.
REFERENCE 1: Name: Minna Ramos
Address: 1820 Main St. St. Helena, CA 94574
Phone Number(s): 707-227-4719
Email: [email protected]
REFERENCE 2: Name: Elaine Honig
Address: 1248 Stockton St., Saint Helena, CA 94574
Phone Number(s): 707-479-2055
Email: [email protected]
REFERENCE 3: Name: David Prueter
Address: 1181 Valley View Street, Saint Helena, CA 94574 Phone Number(s): 330-206-0094
Email: [email protected]
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? No.
What is your understanding of the role and responsibility of this Commission? To support sustainability and transportation initiatives and to be a voice for the community.
What would be your goal(s) as a Commissioner?
To engage with as many community members as possible and to have some substantial and tangible progress Agenda Item #13.1.
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION and impact that can be measured.
Have you previously served, or do you currently serve, on a St. Helena Commission or Committee? If yes, which one(s) and for what period of time?
No.
Is there anything else you would like us to consider when reviewing your application? Please see my LinkedIn: https://www.linkedin.com/in/shannonrnolan/ I agree that all of the information contained in my responses to the questions on this application are true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
Shannon Nolan November 8, 2024
Agenda Item #13.1.
Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Public Works
DATE: November 12, 2024
FROM: Carlos Uribe, Assistant Public Works Operations Manager, Lesley Milton, Assistant Director of Public Works -
Operations
SUBJECT: Approval of revisions to the Downtown St. Helena Main Street Sidewalk Rehabilitation Project – Phases 1A (Pine St. to Adams St.) for Tree Species, Size, and Scope
RECOMMENDED
ACTION:
As depicted in Attachment 1, authorize a Phase 1A Project updated tree species mix of Japanese Zelkova and
Chinese Pistache in the largest feasible size (i.e. 24" or 48" boxes) that can fit in the proposed tree wells AND
authorize the Downtown Specific Plan consultant team to develop Phase 1B streetscapes incorporating the same
size/species for the permanent Phase 1B configuration.
PREVIOUS COUNCIL
ACTION:
07/25/23 - Authorization for additional funds for Phase 1A engineering design services.
10/10/23 - Presentation of Phase 1A/Phase 1B project
disposition.
04/09/24 - Presentation/Council direction on scope for
Phase 1B Paver Rehabilitation Project.
06/11/24 - Approval of construction documents for Phase 1B and authorization to bid (i.e. incorporate 15-gallon replacement trees).
07/23/24 - Direction on Phase 1B reduced scope and
specifying 48" box Chinese Pistache trees (or next largest box size that will fit in existing tree well) for replacement species.
09/10/24 - Authorization to award construction contract for Phase 1B Paver Rehabilitation Project.
STATEMENT OF THE
PURPOSE:
Approve the recommended species (Japanese Zelkova
and Chinese Pistache), size (24-inch or 48-inch box) and spacing for the Phase 1A Project.
FINANCIAL IMPACT: The increase in fiscal impact is undetermined at this time as the Phase 1A project has not been bid and the actual tree box size chosen for the proposed tree well (i.e. box size to be planted will be determined in field by adjacent constraints such as existing utility boxes, etc.) has yet to be determined. It is anticipated that the cost will increase since the current design incorporates the installation of 15- Agenda Item #13.2.
gallon trees.
Additionally, it anticipated that the designer of the Phase 1A landscape plans may require additional funds to update plans to reflect the updated recommendation.
BACKGROUND:
Efforts to improve the downtown sidewalks of St. Helena have been ongoing, motivated by safety concerns due to sidewalk undulations and trip hazards. A comprehensive solution led to the development of the 2020 Main Street Pedestrian Improvement Project, finalized in 2023. This project, part of the broader Cultivate St. Helena, designed by BKF Engineers and Gates & Associates Landscape Architects, encompasses sidewalk and streetscape enhancements, including new trees, street furniture, and updated infrastructure.
In 2023, the project was divided into two phases:
Phase 1A: Main Street from Pine Street to Adams Street. Phase 1B: Main Street from Adams Street to Mitchell Drive.
Phase 1A Project Disposition
The completion of the project design occurred over a year ago. For over 12 months, it has been "in "processing" with Caltrans for funding and permitting conformance.
Recently, city staff has solicited the assistance of Napa Valley Transportation Authority staff to advocate on behalf of the City.
The project scope currently includes the removal of all trees within the limits of the project and installation of a mixture of 15-gallon Trident Maple, New Frontier Elm and City Sprite Zelkova.
Phase 1B Considerations and the Downtown Specific Plan (DSP) As noted in the Previous Council Action, the current "temporary" Paver Rehabilitation Project incorporates larger box trees and Chinese Pistache.
In late 2023, the Urban Land Institute (ULI) introduced design concepts, including expanded, larger sidewalks, as part of a corridor reconfiguration. These concepts will undergo extensive community vetting through the Downtown Specific Plan (DSP) stakeholder engagement process, expected to take up to two years and provide an integrated approach to downtown development. A consultant has been retained to lead this process, incorporating stakeholder, staff, and Council engagement.
Agenda Item #13.2.
DISCUSSION:
Through the various public engagements surrounding the Phase 1B scope of improvements (e.g. both the "interim" Paver Rehabilitation Project and the Downtown Specific Plan "permanent" solution), Council has directed staff to install the largest trees possible.
Since the Downtown Specific Plan process, and corresponding public engagement, is well underway, the visioning and corresponding vetting of streetscape for the entire corridor (i.e. both Phase 1A and Phase 1B) has focused primarily on Phase 1B since Phase 1A has already been designed, funded and progressing through the Caltrans approval process.
The Cultivate St. Helena design originally identified five tree varieties for downtown planting. In 2023, City staff and the City Arborist refined the selection to:
City Sprite Zelkova
Lagestromia Crape Myrtle
Chinese Pistache
Streetwise Trident Maple
Aeryn Trident Maple
Nyssa Sylvatica
Japanese Zelkova
After further community input and Council discussions, staff now recommends simplifying the selection to two species:
Chinese Pistache
Japanese Zelkova
ENVIRONMENTAL REVIEW: This is not a CEQA project.
GOAL:
Goal 2: Improve Infrastructure & Further Environmental Sustainability Goal 5: Enhance Quality of Life
Goal 8: Implement Capital Improvement Plans (CIP) Projects Miscellaneous/Other DOCUMENTS ATTACHMENTS:
Attachment 1 - Phase 1A Tree Planting Plan Update_111224 Agenda Item #13.2.
FH FH
O F
SHEET
1572 Railroad Avenue, St. Helena, CALIFORNIA, 94574
PUBLIC WORKS
PH. 707-968-2658
MAINSTREET PEDESTRIAN IMPROVEMENT PROJECT DATE: 09/01/23 DESIGNED BY: RCDRAWN BY: MBCHECKED BY: RC
PROJECT NO.
C20-01
100%
SUBMITTAL
0 0" 1
2" 1" 2"
10 20 40
SCALE: 1" = 20'-0" L5.1TREE PLANTING PLAN
40 44 15 GAL 15 GAL 15 GAL
Agenda Item #13.2.
PHASE 1 PHASE 2
O F
SHEET
1572 Railroad Avenue, St. Helena, CALIFORNIA, 94574
PUBLIC WORKS
PH. 707-968-2658
MAINSTREET PEDESTRIAN IMPROVEMENT PROJECT DATE: 09/01/23 DESIGNED BY: RCDRAWN BY: MBCHECKED BY: RC
PROJECT NO.
C20-01
100%
SUBMITTAL
0 0" 1
2" 1" 2"
10 20 40
SCALE: 1" = 20'-0" L5.2TREE PLANTING PLAN
41 44
Agenda Item #13.2.
Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Human Resources
DATE: November 12, 2024
FROM: Mandy Kellogg, Administrative Services Director
SUBJECT: Consideration of a Resolution: 1) Approving an Amended Employment Agreement with City Manager Anil Comelo
effective July 26, 2024 and Performance Bonus, and 2)
Approving the Publicly Available Pay Schedule in
Accordance with the Requirement of California Code of
Regulations, Title 2, Section 570.5, for Executive
Management.
RECOMMENDED
ACTION:
Staff recommends approval of the attached resolution.
PREVIOUS COUNCIL
ACTION:
June 14, 2022 - Approval of Employment Agreement
November 14, 2023 - Approval of Performance Bonus and
Amended Employment Agreement
STATEMENT OF THE
PURPOSE:
The purpose is to approve an updated employment
agreement with City Manager Anil Comelo, which includes updated terms following completion of the City Manager
performance evaluation, and to approve a performance
bonus of $10,000.
FINANCIAL IMPACT: The total additional financial impact for Fiscal Year 2024- 25 is $21,033, which will be funded with General Fund
(Fund 101).
BACKGROUND:
On June 14, 2022 the City Council approved an employment agreement with Mr. Anil Comelo effective July 26, 2022. The current employment agreement, effective July 26, 2023, provides that the City Council shall review and evaluate the performance of the City Manager, including eligibility for any discretionary, performance-based increase, at least once annually. The last performance evaluation was completed in October 2023.
DISCUSSION:
The City Council recently completed its second performance evaluation of the City Manager, focusing on progress made over the past year toward achieving the City Council's established goals. The City Council acknowledges that, to effectively address the City's challenges, the City Manager must demonstrate decisive policy leadership and effectively organize efforts to implement the Council's goals and priorities in alignment with the City’s vision and mission.
Agenda Item #13.3.
The Council's review was favorable, finding that City Manager Comelo exceeded the mutually established and measurable objectives set by the City Council for the prior year. Based on this positive evaluation, the Council may grant Mr. Comelo a $10,000 performance bonus based on Section 9(c) of his employment agreement, which allows for a bonus of up to $10,000 when the City Manager surpasses the Council's defined performance objectives.
The Council ad hoc compensation subcommittee consisting of Mayor Dohring and Vice Mayor Hall discussed proposed terms with City Manager Comelo and the terms were subsequently discussed by the Council in closed session. Based on that discussion, the City Attorney has prepared an updated employment agreement, and a proposed resolution that would approve the updated terms. Approval of a $10,000 performance bonus is also part of the recommended action, as set forth in the attached resolution.
The proposed new terms of as set forth in the proposed Employment Agreement (i.e., the terms that have changed from City Manager Comelo's prior Employment Agreement) are described below:
Salary Adjustments:Effective July 21, 2024, City Manager Comelo would receive a 7% increase to base salary (from $269,000 to $287,830), and an additional 7% increase to base salary effective July 20, 2025 (from $287,830 to $307,978). The salary adjustment is based on data collected through a compensation study utilizing the same comparable cities and applied in the same manner as the Mid-Management and Executive staff salary adjustments (Exhibit A of the City Manager Agreement).
Effective July 26, 2026, and annually thereafter, the City Council may consider an increase to the base salary of greater than three percent (3%) increase, or an amount equal to the 75th percentile of the base salary for comparable cities based on a survey which shall be conducted annually by a compensation consultant retained by the City, based upon compensation effective each July 1st, provided that the salary increase shall not result in a salary that exceeds the then applicable salary range for the City Manager as established by the City Council.
The salary range is being established with a minimum of $250,287 to maximum of $331,005. To effectuate the setting of the salary range it is necessary to adopt a new salary schedule for Fiscal Year 2024-25 effective July 21, 2024.
ENVIRONMENTAL REVIEW: None.
GOAL:
Goal 6: Improve Employee Recruitment, Retention, & Morale DOCUMENTS ATTACHMENTS:
Agenda Item #13.3.
Resolution Approving City Manager Employment Agreement
FY25 Salary Schedule November 12 2024 CM Update
St. Helena CM Agreement Comelo 2023-41707846-v5 and St. Helena CM Agreement Comelo 2024-42781894-v2-c1-c1 Redline
St. Helena_ CM Agreement Comelo 2024-c1-c1
EXHIBIT A St Helena CM Data 2024-09-15
Agenda Item #13.3.
CITY OF ST. HELENA
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ST.
HELENA APPROVING AN UPDATED CITY MANAGER
EMPLOYMENT AGREEMENT WITH ANIL COMELO; AND
GRANTING A $10,000 PERFORMANCE BONUS; AND
APPROVAL OF THE PUBLICLY AVAILABLE
UNREPRESENTED EXECUTIVE SALARY SCHEDULE
RECITALS
A. On June 14, 2022, the City Council of the City of St. Helena appointed Anil Comelo as City Manager and entered into a City Manager Employment Agreement with Mr. Comelo.
B. On November 14, 2023, the City Council updated the terms of the City Manager Employment Agreement with Mr. Comelo (the “Prior Employment Agreement”).
C. Under the terms of the Prior Employment Agreement, the City Council conducts an annual performance evaluation, which evaluation was recently completed; and
D. The City Council determined as part of that evaluation that Mr. Comelo has exceeded the mutually established and quantifiable objectives established as set forth in the previous year’s established written performance goals over the prior year; and
E. Based on that determination and in accordance with Section 9 of the Prior Employment Agreement the City Council desires to grant Mr. Comelo a $10,000 performance bonus; and
F. The Council also desires to update the Prior Employment Agreement to provide a more competitive compensation package that reflects the market for city managers; and
G. The Council therefore desires to enter into an updated City Manager Employment Agreement, with an effective date of July 21, 2024 and a term of three (3) years; and
Agenda Item #13.3.
H. The terms of the updated City Manager Employment Agreement are summarized in the Staff Report that accompanied this Resolution in the Agency materials for the City Council meeting of November 12, 2024.
RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:
1. The City Council approves the updated City Manager Employment Agreement between the City of St. Helena and Anil Comelo in the form that accompanied this Resolution in the Agenda materials for the City Council meeting of November 12, 2024. The Mayor is authorized to execute such City Manager Employment Agreement on behalf of the City.
2. The City Council finds and determines that Mr. Comelo significantly exceeded the mutually established and quantifiable objectives established as set forth in the previous year’s established written performance goals in his first year of employment with the City, and pursuant to Section 9(c) of the Prior Employment Agreement, the City Council grants Mr. Comelo a performance bonus in the amount of $10,000.
3. The City of St. Helena Publicly Available Salary Schedule Unrepresented Executive Salary Schedule Effective July 21, 2024 is hereby approved and adopted in accordance with the requirements of California Code of Regulations, Title 2, Section 570.5, and 2.
4. That the City of St. Helena Publicly Available Salary Schedule will be posted on the City’s website and will be made available for public inspection for not less than five years.
Approved at a Regular Meeting of the St. Helena City Council on November 12, 2024, by the following vote:
Mayor Paul Dohring: _____
Vice Mayor Eric Hall: _____
Council Member Anna Chouteau: _____
Council Member Patrick Kenealy: _____
Council Member Billy Summers: _____
Agenda Item #13.3.
APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #13.3.
Position Timebase* A B C D E
City Clerk Annual 124,530 130,756 137,294 144,159 151,367 Monthly 10,377 10,896 11,441 12,013 12,614
Hourly 59.87 62.86 66.01 69.31 72.77
Deputy City Manager Annual 148,087 155,491 163,265 171,429 180,000 Monthly 12,341 12,958 13,605 14,286 15,000
Hourly 71.20 74.76 78.49 82.42 86.54
Directory of Community Services Annual 166,197 174,507 183,233 192,394 202,014 Monthly 13,850 14,542 15,269 16,033 16,834
Hourly 79.90 83.90 88.09 92.50 97.12
Director of Administrative Services Annual 166,237 174,549 183,277 192,440 202,063 Monthly 13,853 14,546 15,273 16,037 16,839
Hourly 79.92 83.92 88.11 92.52 97.15
Director of Community Development Annual 185,054 194,306 204,022 214,223 224,934 Monthly 15,421 16,192 17,002 17,852 18,744
Hourly 88.97 93.42 98.09 102.99 108.14
Director of Public Works Annual 185,054 194,306 204,022 214,223 224,934 Monthly 15,421 16,192 17,002 17,852 18,744
Hourly 88.97 93.42 98.09 102.99 108.14
Fire Chief Annual 185,614 194,895 204,640 214,872 225,616 Monthly 15,468 16,241 17,053 17,906 18,801
Hourly 89.24 93.70 98.38 103.30 108.47
Police Chief Annual 189,867 199,360 209,328 219,794 230,784 Monthly 15,822 16,613 17,444 18,316 19,232
Hourly 91.28 95.85 100.64 105.67 110.95
Assistant City Manager Annual 197,267 207,130 217,487 228,361 239,779 Monthly 16,439 17,261 18,124 19,030 19,982
Hourly 94.84 99.58 104.56 109.79 115.28
City Manager Annual 250,287 287,830 331,005
Monthly 20,857 23,986 27,584
Hourly 120.33 138.38 159.14
*Annual time base payrate is rounded up to the nearest whole dollar, while all other time base payrates are rounded to the nearest cent. (1) Bilingual Pay - Employees who are certified as fluent in both written and verbal Spanish language will receive a 5% pay differential that is added to the employee's base salary.
Employees who are certified as fluent only in verbal Spanish language will receive a 2.5% pay differential that is added to the employee's base salary.
CITY OF ST. HELENA PUBLICLY AVAILABLE SALARY SCHEDULE
Executive Management - Department Heads
Approved and Adopted November 12, 2024
Effective July 21, 2024
FY 2024-2025
Steps
Agenda Item #13.3.
83578.00009\41707846.542781894.2
CITY MANAGER EMPLOYMENT AGREEMENT
Between the City of St. Helena and Anil Comelo
1. Employment:
This Manager Employment Agreement (Agreement) is entered into by and between the CITYCity OF St. Helena (City) and Anil Comelo (Manager). Under this Agreement, the City offers, and Manager accepts, employment as Manager of the City.
This Agreement shall amend, replace and supersede in its entirety the City Manager Employment Agreement entered into by and between City and Manager as of July 26, 20222023.
2. Duties:
Manager shall perform those duties and have those responsibilities that are commonly assigned to a Manager of a city in California, and as may be further set forth in the City’s Charter or Municipal Code. Manager shall perform such other legally permissible and proper duties and functions consistent with the office of Manager, as the City Council shall from time to time assign.
3. Devotion to City Business:
Manager’s position is full-time. Manager shall not engage in any business, educational, professional, charitable, or other activities that would conflict or materially interfere with performance of his/her City Manager duties, except as may be specifically authorized by the City Council.
The Manager will adhere to the highest professional standards. The Manager agrees to follow the Code of Ethics of the International City/County Management Association (ICMA), unless otherwise inconsistent with law, and the ethics rules, regulations, and laws of the State of California. The ICMA Code of Ethics can be found on the ICMA website, www.icma.org.
4. Term:
Manager’s new employment term will commence July 2621, 20232024, and shall continue until July 25, 20262027, or the date of earlier termination in accordance with provisions in this Agreement. City’s election not to extend this Agreement shall not entitle Manager to Severance pursuant to Section 6 of this Agreement.
5. Commitments and Understandings:
Agenda Item #13.3.
83578.00009\41707846.542781894.2
2 A. City Manager Commitments
(1) Duties & Authority
(a) The Manager shall be the chief executive officer of the City and be responsible to the City Council for the proper administration of all affairs of the City.
(b) The Manager shall perform all of the duties of the Manager under applicable provisions of the California Government Code, and City policies and procedures approved by the City Council, as may be provided from time to time. The City Council has designated and may also designate the Manager as the chief executive of other Cityrelated legal entities. Such other legal entities include financing authorities and joint powers authorities.
(c) The Manager shall administer and enforce policies established by the City Council and promulgate rules and regulations as necessary to implement such policies. To accomplish this, the Manager shall be required to:
(i) Attend all meetings of the City Council, unless excused by the Mayor.
(ii) Review all agenda documents before preparing the agenda for all regular or special meetings of the City Council.
(iii) Direct the work of all appointive City officers and departments. (iv) Endeavor to implement changes that the Manager believes will result in greater efficiency, economy, or improved public service in the administration of City affairs. This includes modernizing City services and employing a community-centered approach to service design.
(v) From time to time, recommend to the City Council adoption of such measures as the Manager may deem necessary or
expedient for the health, safety, or welfare of the community, or for the improvement of administrative services. The Manager shall conduct research in administrative practices in order to bring about greater efficiency and economy in City government, and develop and recommend to the City Council long-range plans to improve City operations and prepare for future City growth and development.
(vi) From time to time, and based on the Manager's best judgment, propose to the City Council the consolidation or combination of offices, positions, departments, or units under the Manager's jurisdiction. The Manager may be the head of one or more City departments.
(vii) Provide management training and develop leadership qualities among department heads and staff as necessary to build a City management team that can plan for and meet future challenges.
Agenda Item #13.3.
83578.00009\41707846.542781894.2
3 (viii)Exercise control of City government in emergencies as authorized by the Municipal code and California law.
(2) Hours of Work
(a) The Manager is an exempt employee. The Manager is expected to engage in those hours of work that are necessary to fulfill the obligations of the position. The position does not have set hours of work and the Manager is expected to be available, as necessary, at all times. (b) It is recognized that the Manager must devote substantial time to the business of the City, outside of the City's customary business hours, and to that end the Manager's schedule of work each day and week shall vary in accordance with the work required to be performed. The Manager shall spend sufficient hours on site to perform his duties; however, the Manager has discretion over the Manager's work schedule and work location, subject to Council direction. (c) The Manager shall not spend more than 12 hours per month in teaching, consulting, speaking, or other non-City connected business for which compensation is paid without the express prior written consent of the City Council.
(3) Disability or Inability to Perform
(a) In the event the Manager becomes mentally or physically incapable of performing the Manager's functions and duties taking into account reasonable accommodation, and it reasonably appears such incapacity will last for more than six months, the City Council may terminate the Manager. If the City Council does elect to terminate the Manager due to incapacity, the Manager shall receive all severance benefits provided in Section 6.A below.
B. City Commitments
(1) The City shall provide the Manager with the compensation, incentives, and benefits specified in this Agreement, as from time to time may be amended with written consent of both parties.
(2) The City Council sets policy for the governance and administration of the City, and it implements its policies through the Manager. (3) The City Council recognizes that to meet the challenges facing the City it must exercise decisive policy leadership. As one step in carrying out this leadership responsibility, the City Council commits to spending time each year outside of regular City Council meetings to work with the Manager and staff on setting goals and priorities for the City government, and to work on issues that may be inhibiting the maximal achievement of City goals.
(4) Except for the purpose of inquiry, the City Council and its members shall deal with all subordinate City employees, officers, contractors, and Agenda Item #13.3.
83578.00009\41707846.542781894.2
4 consultants solely through the Manager or the Manager's designee, and neither the City Council nor any member thereof shall give orders to any subordinate of the Manager, either publicly or privately. (5) Neither the City Council nor any of its members shall interfere with the execution of the powers and duties of the Manager. The Manager shall take orders and instructions from the City Council or a properly formed subcommittee of the City Council only when it is sitting as a body in a lawfully held meeting.
C. Mutual Commitments and Performance Evaluation
Annual performance evaluations are an important way for the City Council and City Manager to ensure effective communications about expectations and performance.
(1) The City Council shall annually review the performance of the Manager subject to a process, form, criteria, and format for the evaluation which shall be mutually agreed upon by the City Council and Manager and may use an outside facilitator as agreed upon between the City Council or the City Manager to be paid for by the City.
(2) The annual evaluation process, at a minimum, must include the opportunity for both parties to:
a) set initial performance goals and standards,
b) conduct a formulary session where the City Council and the Manager meet first to discuss goals and objectives of both the past twelve (12) month performance period as well as the upcoming twelve (12) month performance period,
c ) following that formulary discussion, prepare a written evaluation of goals and objectives for the past and upcoming year,
d ) next meet and discuss the written evaluation of these goals and objectives, and
e) present a written summary of the evaluation results to the Manager. The final written evaluation should be completed and delivered to the Manager within 30 days of the initial formulary evaluation meeting.
6. Termination of Employment and this Agreement; General Release; Severance:
A. If City terminates this Agreement (thereby terminating Manager’s employment) without Cause, as determined by the affirmative votes of a majority of the members of the City Council at a Regular Meeting of the City Council, and if Manager signs, delivers to the City Council, and does not revoke, the full release agreement (“Release Agreement”) in a form prepared by the City Attorney, City shall pay Manager a lump sum benefit equal to twelve (12) months of his/her then Base Salary.
B. If City terminates this Agreement (thereby terminating Manager’s employment) with Cause, as determined by the affirmative votes of a majority of the members of the City Council at a Meeting of the City Council, Manager shall not be Agenda Item #13.3.
83578.00009\41707846.542781894.2
5 entitled to any additional compensation or payment, including Severance, but shall be entitled only to accrued Base Salary and vacation pay, and any other accrued and unused benefit allowances according to their terms (“Accrued Salary and Benefits”). As used in this Agreement, Cause shall only mean any of the following:
1. Conviction of, or plea of guilty or nolo contendre to, any crime or offense (other than minor traffic violations or similar offenses) which is likely to have a material adverse impact on the City or on the Manager’s reputation;
2. Proven failure of the Manager to observe or perform any of his duties and obligations, if that failure continues for a period of thirty (30) business days from the date of his receipt of notice from the City Council specifying the acts or omissions deemed to amount to that failure;
3. Conviction of any crime involving an “abuse of office or position,” as that term is defined in Government Code Section 53243.4;
4. Repeated failure to carry out a directive or directives of the City Council made by the City Council as a body at a Brown Actcompliant meeting; and
5. Any intentional or grossly negligent action or inaction by Manager that materially and adversely: (a) impedes or disrupts the operations of City or its organizational units; (b) is detrimental to employees or public safety; or (c) violates City’s properlyestablished rules or procedures.
C. In no event may Manager be terminated without cause within ninety (90) days before or after any municipal election for the selection or recall of one or more of the members of the City Council.
D. If, during the Term or any extended Term, Manager dies, Manager’s estate shall receive Accrued Salary and Benefits, but shall not be entitled to any additional compensation or payment, including Severance.
E. In the event Manager is permanently disabled or is otherwise unable to perform his duties because of sickness, accident, injury, or mental incapacity for a period of three consecutive months beyond any leave required by law, the City may terminate Manager’s employment and this Agreement.
F. In the event that the City Council formally or a majority of the City Council informally asks that the City Manager resign in lieu of termination without cause, then the City Manager shall be entitled to resign and still receive the severance benefits provided in Section 6.A above.
G. Manager may resign from his employment at any time, upon giving thirty (30) days written notice to the City Council.
Agenda Item #13.3.
83578.00009\41707846.542781894.2
6 7. Compensation and Annual Evaluation:
A. Manager’s initial annual Base Salary shall be two hundred and fifty eighteighty-seven thousand eight hundred thirty dollars ($258,000287,830) effective July 23, 2023 and shall be two hundred and sixty nine21, 2024. On July 20, 2025, Manager’s annual Base Salary shall increase by seven percent (7%), which shall result in an annual base salary of three hundred eight thousand ten dollars ($269,000) effective January 1, 2024307,978). Said amountamounts shall be payable in monthly or bi-weekly installments at the same time and in the same manner as other employees of the City are paid. Increases in Manager’s Base Salary may be effective at any time at the sole discretion of the City Council.
B. Effective the first anniversary of this AgreementJuly 26, 2026, and annually thereafter, the City Council may consider an increase to Base Salary set at the Mediangreater of a three percent (3%) increase to the then applicable Base Salary, or an amount equal to the 75th percentile of Base Salary for comparable cities based on a survey which shall be conducted annually by a compensation consultant retained by the City, based upon compensation effective each July 1st, provided that the salary increase shall not result in a salary that exceeds the then applicable salary range for the City Manager as established by the City Council. A form of the compensation survey prepared by Ralph Anderson Associates and effective as of July 20232024 including the cities to be included in the survey is on file with the City. The City Council and the Manager may change the cities to be included in the survey based on mutual agreement
C. City, by the City Council, and Manager may set mutually agreed-upon Goals for each year under this Agreement. The City Council shall evaluate Manager’s performance at least once a year (“Annual Evaluation”), which shall include by not be limited to a review of Manager’s progress in achieving the mutually agreed upon goals.
Following the completion of the Annual Evaluation, the City Council may, in its sole discretion, grant Manager a Performance Bonus in any amount from Zero Dollars ($0) to a maximum of Ten Thousand Dollars ($10,000.00) or any sum in between. Any such Performance Bonus shall be based on Manager’s success in meeting the agreed-upon Goals established for the prior year.
D. Whenever a cost-of-living adjustment or other non-merit based salary increase is provided to other management employees, the City Council shall consider whether it is reasonable and appropriate to grant a similar increase to the Manager’s Base Salary upon the written request of the Manager.
E. If the City reduces the Base Salary or any other financial benefit of the Manager in a percentage that is greater than the average reduction of all executive managers, such action shall constitute a termination of this Agreement without Cause under Section 6.A. of this Agreement, and Manager shall be entitled to Severance.
8. Deferred Compensation:
Subject to any limitations imposed by law or the City’s deferred compensation plan, City will contribute $34,500.00 each calendar year to the City’s 401(a) deferred compensation plan on behalf of Manager, deposited in equal installments consistent with City’s pay periods.
Agenda Item #13.3.
83578.00009\41707846.542781894.2
7 9. Pension:
A. City agrees to enroll Manager as a member of the Public Employees Retirement System (PERS) in the PERS plan selected by City in its sole discretion.
B. Manager shall be subject to the provisions of the miscellaneous member pension cost sharing requirements under the Unrepresented Compensation Program and related CalPERS contract for miscellaneous employees. These provisions are subject to future amendment pursuant to law and applicable City procedures.
10. Health and Medical Benefits Insurance:
A. Health and Dental Benefits: The City will pay the full cost of the Manager’s health insurance plan to cover both the employee and the employee’s dependents. The City will pay the full cost for dental coverage for the Manager and his dependents.
Manager will choose from available insurance programs and/or health and welfare plans at the time as carriers allow during Open Enrollment periods. Dependent coverage may be added or deleted between Open Enrollment periods subject to conditions imposed by the selected carriers.
B. Short-term Disability Insurance: The City will pay for the Manager’s cost to participate in the State Disability (SDI) program.
C. Vision Care: The City will pay for vision care benefits for the Manager and all dependents through VSP Vision Care Insurance.
11. Life Insurance:
The City agrees to pay for a term life insurance policy in the face amount of Two Hundred Fifty Thousand Dollars ($250,000.00) on Manager’s life with a carrier selected by the City. Manager shall designate the beneficiaries of the policy. Manager shall also be entitled to participate in any group life or disability insurance programs approved by the City Council for all employees.
13. Car Allowance:
Manager’s duties require him to be available and to respond to the demands of City business at all times and outside of regular business hours, including weekends.
City shall pay Manager Five Hundred Dollars ($500.00) monthly in compensation for the use and maintenance of his personal vehicle on City business.
14. Equipment and Allowances:
A. City shall pay Manager One Hundred Dollars ($100.00) monthly as a cellular telephone allowance or provide a cell phone.
B. In the interest of having Manager live in close proximity to the City, Manager will be granted $30,000 toward housing allowance within 30 days of each annual anniversary (July 26th). As consideration for such housing allowance, Manager shall maintain a residence not more than 30 miles from the jurisdictional boundaries from the City.
C. City agrees to pay the employee share of federal payroll taxes required pursuant to Section 3101 of the Internal Revenue Code (“FICA withholdings”) on behalf Agenda Item #13.3.
83578.00009\41707846.542781894.2
8 of Manager in an amount not to exceed $10,000 per calendar year. The amounts paid by the City pursuant to the foregoing shall be included in Manager’s taxable wages on a pay period basis and subjected to customary withholdings. This subsection shall not apply to the withholdings required to the portion of FICA withholdings paid by the City.
15. Business and Professional Expenses:
A. City recognizes that Manager may incur expenses of a non-personal, jobrelated nature that are reasonably necessary to Manager’s service to City. City agrees to either pay such expenses in advance or to reimburse the expenses, so long as the expenses are incurred and submitted according to City’s normal expense reimbursement procedures or such other procedure as may be designated by the City Council. To be eligible for reimbursement, all expenses must be supported by documentation meeting City’s normal requirements and must be submitted within time limits established by City.
B. Subject to the City Council’s advance budgetary approval, the City agrees to pay the professional dues, subscriptions, travel, and subsistence expenses on behalf of the Manager which are necessary for the Manager's continuation and full participation in national, regional, state, or local associations and organizations necessary and desirable for the Manager's continued professional growth and advancement. Said reimbursement includes governmental groups and committees upon which the Manager serves or may serve as a member. Said expenses may also be reimbursed or paid for on behalf of the Manager for short courses, institutes and seminars that are necessary for the professional development of the Manager.
C. The City benefits from the Manager’s involvement with and participation in local charitable, non-profit, and other activities (such as the Chamber, or other local organizations). To that end, the Manager will be reimbursed for the cost of membership, meals, or other reasonable expenses but not voluntary donations or contributions.
16. Vacation and Sick Leave:
A. Manager shall accrue vacation at a rate of 240 hours (30 days) per fiscal year. The maximum vacation accumulation cap will be 320 hours. In recognition of the difficulty Manager may experience in taking time off and in order to comply with the accrual cap, Manager shall be entitled to cash-out up to 120 hours of accrued but unused vacation days. The amount paid Manager shall be based on Manager’s annual Base Salary at the time the vacation leave is paid. If Manager elects to cash-out a portion of the accrued vacation (up to 120 hours), an irrevocable election will need to be made by November 30th of each year and received in June of the following year.
B. Manager shall accrue sick leave at a rate of twelve (12) paid days each calendar year. In the event of termination or resignation from employment or the nonrenewal of this Agreement, Manager shall be entitled to cash-out the accumulated but unused sick leave as follows: In the first year of this Agreement (until July 25, 2024), Manager may cash out 50% of accumulated but unused sick leave; in the second year of this Agreement (until July 25, 2025), Manager may cash out 75% of accumulated but Agenda Item #13.3.
83578.00009\41707846.542781894.2
9 unused sick leave; and in the thirdsecond year of this Agreement (until July 25, 2026) and thereafter, Manager may cash out 100% of accumulated but unused sick leave.
C. Manager shall be credited with 80 hours (10 days) of Executive leave on January 1, of each year. Executive leave may not be carried over to subsequent years, and any remaining balance existing at the time of the City’s final payroll cycle of the calendar year will be cashed out.
D. City shall provide Manager with other leaves as required by law.
17. Abuse of Office or Position:
If Manager is convicted of a crime involving an abuse of his office or position, all of the following shall apply: (a) if Manager is provided with administrative leave pay pending an investigation, Manager shall be required to fully reimburse City such amounts paid; (b) if City pays for the criminal legal defense of Manager (which would be in its sole discretion, as it is generally not obligated to pay for a criminal defense), Manager shall be required to fully reimburse City such amounts paid; and (c) if this Agreement is terminated, any Severance Pay and Severance Benefits related to the termination that Manager may receive from City shall be fully reimbursed to City or shall be void if not yet paid to Manager. For purposes of this Section, abuse of office or position means either: (x) an abuse of public authority, including waste, fraud, and violation of the law under color of authority; or (y) a crime against public justice.
18. Enforcement of this Agreement:
The prevailing party in any action brought to enforce this Agreement or to resolve any dispute or controversy arising under its terms and conditions, shall be entitled to payment of his/her/its reasonable attorneys’ fees and costs.
20. Indemnification:
Consistent with and subject to the limitations in the California Government Code, City shall defend, hold harmless, and indemnify Manager using legal counsel of City’s choosing, against expense or legal liability for acts or omissions by Manager occurring within the course and scope of Manager’s employment under this Agreement.
21. Notices:
Any notices to be given hereunder by either party to the other in writing may be effected either by personal delivery, mail, or email. Mailed notices shall be addressed to the parties as set forth below, but each party may change his/her/its address by written notice given in accordance with this Section. Notices delivered personally or by email will be deemed communicated as of actual receipt. Mailed notices will be deemed communicated and received as of three (3) calendar days following the date of mailing.
CITY: City of St. Helena
Attention: Mayor
1088 College Avenue
St. Helena, CA 94574
Agenda Item #13.3.
83578.00009\41707846.542781894.2
10 MANAGER: At the address on file with the City for Manager
22. Conflict With Municipal Code:
The City personnel ordinances, resolutions, rules and policies shall apply to Manager in the same manner as applied to other management employees, provided, however, in the event of a conflict between the provisions of this Agreement and the Municipal Code, the Municipal Code shall prevail over this Agreement.
23. Entire Agreement:
This Agreement represents the entire agreement between the parties and supersedes any and all other agreements, either oral or in writing, between the parties with respect to the employment of Manager by City, and contains all of the covenants and agreements between the parties with respect to that employment. Each party to this Agreement acknowledges that no representations, inducements, promises, or agreements, oral or otherwise, have been made by either party, or by anyone acting on behalf of either party, which are not embodied herein, and that no other employment agreement, statement, or promise not contained in this Agreement shall be valid or binding upon either party.
24. Modifications:
Any modifications to this Agreement shall be effective only if in writing and signed by both of the parties hereto.
25. Effect of Waiver:
The failure of either party to insist upon strict compliance with any of the terms, covenants, or conditions of this Agreement by the other party shall not be deemed a waiver of that term, covenant, or condition, nor shall any waiver or relinquishment of any right or power at any one time or times be deemed a waiver or relinquishment of that right or power for all or any other times.
26. Partial Invalidity:
If any provision of this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.
27. Governing Law:
This Agreement shall be governed by and construed in accordance with the laws of the State of California.
This Agreement is entered into this ______ day of ______________, 2023.
CITY OF ST. HELENA
By: _____________________________ ______________________________ Mayor Manager
Agenda Item #13.3.
83578.00009\41707846.542781894.2
11 Attest:
________________________________
Cindy Tzafopoulos, City Clerk
Approved as to Form:
________________________________
Ethan Walsh, Attorney
Agenda Item #13.3.
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EXHIBIT A – Page 1
Agenda Item #13.3.
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Agenda Item #13.3.
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CITY MANAGER EMPLOYMENT AGREEMENT
Between the City of St. Helena and Anil Comelo
1. Employment:
This Manager Employment Agreement (Agreement) is entered into by and between the City OF St. Helena (City) and Anil Comelo (Manager). Under this Agreement, the City offers, and Manager accepts, employment as Manager of the City.
This Agreement shall amend, replace and supersede in its entirety the City Manager Employment Agreement entered into by and between City and Manager as of July 26, 2023.
2. Duties:
Manager shall perform those duties and have those responsibilities that are commonly assigned to a Manager of a city in California, and as may be further set forth in the City’s Charter or Municipal Code. Manager shall perform such other legally permissible and proper duties and functions consistent with the office of Manager, as the City Council shall from time to time assign.
3. Devotion to City Business:
Manager’s position is full-time. Manager shall not engage in any business, educational, professional, charitable, or other activities that would conflict or materially interfere with performance of his/her City Manager duties, except as may be specifically authorized by the City Council.
The Manager will adhere to the highest professional standards. The Manager agrees to follow the Code of Ethics of the International City/County Management Association (ICMA), unless otherwise inconsistent with law, and the ethics rules, regulations, and laws of the State of California. The ICMA Code of Ethics can be found on the ICMA website, www.icma.org.
4. Term:
Manager’s new employment term will commence July 21, 2024, and shall continue until July 25, 2027, or the date of earlier termination in accordance with provisions in this Agreement. City’s election not to extend this Agreement shall not entitle Manager to Severance pursuant to Section 6 of this Agreement.
5. Commitments and Understandings:
Agenda Item #13.3.
83578.00009\42781894.2
2 A. City Manager Commitments
(1) Duties & Authority
(a) The Manager shall be the chief executive officer of the City and be responsible to the City Council for the proper administration of all affairs of the City.
(b) The Manager shall perform all of the duties of the Manager under applicable provisions of the California Government Code, and City policies and procedures approved by the City Council, as may be provided from time to time. The City Council has designated and may also designate the Manager as the chief executive of other Cityrelated legal entities. Such other legal entities include financing authorities and joint powers authorities.
(c) The Manager shall administer and enforce policies established by the City Council and promulgate rules and regulations as necessary to implement such policies. To accomplish this, the Manager shall be required to:
(i) Attend all meetings of the City Council, unless excused by the Mayor.
(ii) Review all agenda documents before preparing the agenda for all regular or special meetings of the City Council.
(iii) Direct the work of all appointive City officers and departments. (iv) Endeavor to implement changes that the Manager believes will result in greater efficiency, economy, or improved public service in the administration of City affairs. This includes modernizing City services and employing a community-centered approach to service design.
(v) From time to time, recommend to the City Council adoption of such measures as the Manager may deem necessary or
expedient for the health, safety, or welfare of the community, or for the improvement of administrative services. The Manager shall conduct research in administrative practices in order to bring about greater efficiency and economy in City government, and develop and recommend to the City Council long-range plans to improve City operations and prepare for future City growth and development.
(vi) From time to time, and based on the Manager's best judgment, propose to the City Council the consolidation or combination of offices, positions, departments, or units under the Manager's jurisdiction. The Manager may be the head of one or more City departments.
(vii) Provide management training and develop leadership qualities among department heads and staff as necessary to build a City management team that can plan for and meet future challenges.
Agenda Item #13.3.
83578.00009\42781894.2
3 (viii)Exercise control of City government in emergencies as authorized by the Municipal code and California law.
(2) Hours of Work
(a) The Manager is an exempt employee. The Manager is expected to engage in those hours of work that are necessary to fulfill the obligations of the position. The position does not have set hours of work and the Manager is expected to be available, as necessary, at all times. (b) It is recognized that the Manager must devote substantial time to the business of the City, outside of the City's customary business hours, and to that end the Manager's schedule of work each day and week shall vary in accordance with the work required to be performed. The Manager shall spend sufficient hours on site to perform his duties; however, the Manager has discretion over the Manager's work schedule and work location, subject to Council direction. (c) The Manager shall not spend more than 12 hours per month in teaching, consulting, speaking, or other non-City connected business for which compensation is paid without the express prior written consent of the City Council.
(3) Disability or Inability to Perform
(a) In the event the Manager becomes mentally or physically incapable of performing the Manager's functions and duties taking into account reasonable accommodation, and it reasonably appears such incapacity will last for more than six months, the City Council may terminate the Manager. If the City Council does elect to terminate the Manager due to incapacity, the Manager shall receive all severance benefits provided in Section 6.A below.
B. City Commitments
(1) The City shall provide the Manager with the compensation, incentives, and benefits specified in this Agreement, as from time to time may be amended with written consent of both parties.
(2) The City Council sets policy for the governance and administration of the City, and it implements its policies through the Manager. (3) The City Council recognizes that to meet the challenges facing the City it must exercise decisive policy leadership. As one step in carrying out this leadership responsibility, the City Council commits to spending time each year outside of regular City Council meetings to work with the Manager and staff on setting goals and priorities for the City government, and to work on issues that may be inhibiting the maximal achievement of City goals.
(4) Except for the purpose of inquiry, the City Council and its members shall deal with all subordinate City employees, officers, contractors, and Agenda Item #13.3.
83578.00009\42781894.2
4 consultants solely through the Manager or the Manager's designee, and neither the City Council nor any member thereof shall give orders to any subordinate of the Manager, either publicly or privately. (5) Neither the City Council nor any of its members shall interfere with the execution of the powers and duties of the Manager. The Manager shall take orders and instructions from the City Council or a properly formed subcommittee of the City Council only when it is sitting as a body in a lawfully held meeting.
C. Mutual Commitments and Performance Evaluation
Annual performance evaluations are an important way for the City Council and City Manager to ensure effective communications about expectations and performance.
(1) The City Council shall annually review the performance of the Manager subject to a process, form, criteria, and format for the evaluation which shall be mutually agreed upon by the City Council and Manager and may use an outside facilitator as agreed upon between the City Council or the City Manager to be paid for by the City.
(2) The annual evaluation process, at a minimum, must include the opportunity for both parties to:
a) set initial performance goals and standards,
b) conduct a formulary session where the City Council and the Manager meet first to discuss goals and objectives of both the past twelve (12) month performance period as well as the upcoming twelve (12) month performance period,
c ) following that formulary discussion, prepare a written evaluation of goals and objectives for the past and upcoming year,
d ) next meet and discuss the written evaluation of these goals and objectives, and
e) present a written summary of the evaluation results to the Manager. The final written evaluation should be completed and delivered to the Manager within 30 days of the initial formulary evaluation meeting.
6. Termination of Employment and this Agreement; General Release; Severance:
A. If City terminates this Agreement (thereby terminating Manager’s employment) without Cause, as determined by the affirmative votes of a majority of the members of the City Council at a Regular Meeting of the City Council, and if Manager signs, delivers to the City Council, and does not revoke, the full release agreement (“Release Agreement”) in a form prepared by the City Attorney, City shall pay Manager a lump sum benefit equal to twelve (12) months of his/her then Base Salary.
B. If City terminates this Agreement (thereby terminating Manager’s employment) with Cause, as determined by the affirmative votes of a majority of the members of the City Council at a Meeting of the City Council, Manager shall not be Agenda Item #13.3.
83578.00009\42781894.2
5 entitled to any additional compensation or payment, including Severance, but shall be entitled only to accrued Base Salary and vacation pay, and any other accrued and unused benefit allowances according to their terms (“Accrued Salary and Benefits”). As used in this Agreement, Cause shall only mean any of the following:
1. Conviction of, or plea of guilty or nolo contendre to, any crime or offense (other than minor traffic violations or similar offenses) which is likely to have a material adverse impact on the City or on the Manager’s reputation;
2. Proven failure of the Manager to observe or perform any of his duties and obligations, if that failure continues for a period of thirty (30) business days from the date of his receipt of notice from the City Council specifying the acts or omissions deemed to amount to that failure;
3. Conviction of any crime involving an “abuse of office or position,” as that term is defined in Government Code Section 53243.4;
4. Repeated failure to carry out a directive or directives of the City Council made by the City Council as a body at a Brown Actcompliant meeting; and
5. Any intentional or grossly negligent action or inaction by Manager that materially and adversely: (a) impedes or disrupts the operations of City or its organizational units; (b) is detrimental to employees or public safety; or (c) violates City’s properlyestablished rules or procedures.
C. In no event may Manager be terminated without cause within ninety (90) days before or after any municipal election for the selection or recall of one or more of the members of the City Council.
D. If, during the Term or any extended Term, Manager dies, Manager’s estate shall receive Accrued Salary and Benefits, but shall not be entitled to any additional compensation or payment, including Severance.
E. In the event Manager is permanently disabled or is otherwise unable to perform his duties because of sickness, accident, injury, or mental incapacity for a period of three consecutive months beyond any leave required by law, the City may terminate Manager’s employment and this Agreement.
F. In the event that the City Council formally or a majority of the City Council informally asks that the City Manager resign in lieu of termination without cause, then the City Manager shall be entitled to resign and still receive the severance benefits provided in Section 6.A above.
G. Manager may resign from his employment at any time, upon giving thirty (30) days written notice to the City Council.
Agenda Item #13.3.
83578.00009\42781894.2
6 7. Compensation and Annual Evaluation:
A. Manager’s initial annual Base Salary shall be two hundred eighty-seven thousand eight hundred thirty dollars ($287,830) effective July 21, 2024. On July 20, 2025, Manager’s annual Base Salary shall increase by seven percent (7%), which shall result in an annual base salary of three hundred eight thousand ten dollars ($307,978).
Said amounts shall be payable in monthly or bi-weekly installments at the same time and in the same manner as other employees of the City are paid. Increases in Manager’s Base Salary may be effective at any time at the sole discretion of the City Council.
B. Effective July 26, 2026, and annually thereafter, the City Council may consider an increase to Base Salary set at the greater of a three percent (3%) increase to the then applicable Base Salary, or an amount equal to the 75th percentile of Base Salary for comparable cities based on a survey which shall be conducted annually by a compensation consultant retained by the City, based upon compensation effective each July 1st, provided that the salary increase shall not result in a salary that exceeds the then applicable salary range for the City Manager as established by the City Council. A form of the compensation survey prepared by Ralph Anderson Associates and effective as of July 2024 including the cities to be included in the survey is on file with the City.
The City Council and the Manager may change the cities to be included in the survey based on mutual agreement
C. City, by the City Council, and Manager may set mutually agreed-upon Goals for each year under this Agreement. The City Council shall evaluate Manager’s performance at least once a year (“Annual Evaluation”), which shall include by not be limited to a review of Manager’s progress in achieving the mutually agreed upon goals.
Following the completion of the Annual Evaluation, the City Council may, in its sole discretion, grant Manager a Performance Bonus in any amount from Zero Dollars ($0) to a maximum of Ten Thousand Dollars ($10,000.00) or any sum in between. Any such Performance Bonus shall be based on Manager’s success in meeting the agreed-upon Goals established for the prior year.
D. Whenever a cost-of-living adjustment or other non-merit based salary increase is provided to other management employees, the City Council shall consider whether it is reasonable and appropriate to grant a similar increase to the Manager’s Base Salary upon the written request of the Manager.
E. If the City reduces the Base Salary or any other financial benefit of the Manager in a percentage that is greater than the average reduction of all executive managers, such action shall constitute a termination of this Agreement without Cause under Section 6.A. of this Agreement, and Manager shall be entitled to Severance.
8. Deferred Compensation:
Subject to any limitations imposed by law or the City’s deferred compensation plan, City will contribute $34,500.00 each calendar year to the City’s 401(a) deferred compensation plan on behalf of Manager, deposited in equal installments consistent with City’s pay periods.
Agenda Item #13.3.
83578.00009\42781894.2
7 9. Pension:
A. City agrees to enroll Manager as a member of the Public Employees Retirement System (PERS) in the PERS plan selected by City in its sole discretion.
B. Manager shall be subject to the provisions of the miscellaneous member pension cost sharing requirements under the Unrepresented Compensation Program and related CalPERS contract for miscellaneous employees. These provisions are subject to future amendment pursuant to law and applicable City procedures.
10. Health and Medical Benefits Insurance:
A. Health and Dental Benefits: The City will pay the full cost of the Manager’s health insurance plan to cover both the employee and the employee’s dependents. The City will pay the full cost for dental coverage for the Manager and his dependents.
Manager will choose from available insurance programs and/or health and welfare plans at the time as carriers allow during Open Enrollment periods. Dependent coverage may be added or deleted between Open Enrollment periods subject to conditions imposed by the selected carriers.
B. Short-term Disability Insurance: The City will pay for the Manager’s cost to participate in the State Disability (SDI) program.
C. Vision Care: The City will pay for vision care benefits for the Manager and all dependents through VSP Vision Care Insurance.
11. Life Insurance:
The City agrees to pay for a term life insurance policy in the face amount of Two Hundred Fifty Thousand Dollars ($250,000.00) on Manager’s life with a carrier selected by the City. Manager shall designate the beneficiaries of the policy. Manager shall also be entitled to participate in any group life or disability insurance programs approved by the City Council for all employees.
13. Car Allowance:
Manager’s duties require him to be available and to respond to the demands of City business at all times and outside of regular business hours, including weekends.
City shall pay Manager Five Hundred Dollars ($500.00) monthly in compensation for the use and maintenance of his personal vehicle on City business.
14. Equipment and Allowances:
A. City shall pay Manager One Hundred Dollars ($100.00) monthly as a cellular telephone allowance or provide a cell phone.
B. In the interest of having Manager live in close proximity to the City, Manager will be granted $30,000 toward housing allowance within 30 days of each annual anniversary (July 26th). As consideration for such housing allowance, Manager shall maintain a residence not more than 30 miles from the jurisdictional boundaries from the City.
C. City agrees to pay the employee share of federal payroll taxes required pursuant to Section 3101 of the Internal Revenue Code (“FICA withholdings”) on behalf Agenda Item #13.3.
83578.00009\42781894.2
8 of Manager in an amount not to exceed $10,000 per calendar year. The amounts paid by the City pursuant to the foregoing shall be included in Manager’s taxable wages on a pay period basis and subjected to customary withholdings. This subsection shall not apply to the withholdings required to the portion of FICA withholdings paid by the City.
15. Business and Professional Expenses:
A. City recognizes that Manager may incur expenses of a non-personal, jobrelated nature that are reasonably necessary to Manager’s service to City. City agrees to either pay such expenses in advance or to reimburse the expenses, so long as the expenses are incurred and submitted according to City’s normal expense reimbursement procedures or such other procedure as may be designated by the City Council. To be eligible for reimbursement, all expenses must be supported by documentation meeting City’s normal requirements and must be submitted within time limits established by City.
B. Subject to the City Council’s advance budgetary approval, the City agrees to pay the professional dues, subscriptions, travel, and subsistence expenses on behalf of the Manager which are necessary for the Manager's continuation and full participation in national, regional, state, or local associations and organizations necessary and desirable for the Manager's continued professional growth and advancement. Said reimbursement includes governmental groups and committees upon which the Manager serves or may serve as a member. Said expenses may also be reimbursed or paid for on behalf of the Manager for short courses, institutes and seminars that are necessary for the professional development of the Manager.
C. The City benefits from the Manager’s involvement with and participation in local charitable, non-profit, and other activities (such as the Chamber, or other local organizations). To that end, the Manager will be reimbursed for the cost of membership, meals, or other reasonable expenses but not voluntary donations or contributions.
16. Vacation and Sick Leave:
A. Manager shall accrue vacation at a rate of 240 hours (30 days) per fiscal year. The maximum vacation accumulation cap will be 320 hours. In recognition of the difficulty Manager may experience in taking time off and in order to comply with the accrual cap, Manager shall be entitled to cash-out up to 120 hours of accrued but unused vacation days. The amount paid Manager shall be based on Manager’s annual Base Salary at the time the vacation leave is paid. If Manager elects to cash-out a portion of the accrued vacation (up to 120 hours), an irrevocable election will need to be made by November 30th of each year and received in June of the following year.
B. Manager shall accrue sick leave at a rate of twelve (12) paid days each calendar year. In the event of termination or resignation from employment or the nonrenewal of this Agreement, Manager shall be entitled to cash-out the accumulated but unused sick leave as follows: In the first year of this Agreement (until July 25, 2025), Manager may cash out 75% of accumulated but unused sick leave; and in the second Agenda Item #13.3.
83578.00009\42781894.2
9 year of this Agreement (until July 25, 2026) and thereafter, Manager may cash out 100% of accumulated but unused sick leave.
C. Manager shall be credited with 80 hours (10 days) of Executive leave on January 1, of each year. Executive leave may not be carried over to subsequent years, and any remaining balance existing at the time of the City’s final payroll cycle of the calendar year will be cashed out.
D. City shall provide Manager with other leaves as required by law.
17. Abuse of Office or Position:
If Manager is convicted of a crime involving an abuse of his office or position, all of the following shall apply: (a) if Manager is provided with administrative leave pay pending an investigation, Manager shall be required to fully reimburse City such amounts paid; (b) if City pays for the criminal legal defense of Manager (which would be in its sole discretion, as it is generally not obligated to pay for a criminal defense), Manager shall be required to fully reimburse City such amounts paid; and (c) if this Agreement is terminated, any Severance Pay and Severance Benefits related to the termination that Manager may receive from City shall be fully reimbursed to City or shall be void if not yet paid to Manager. For purposes of this Section, abuse of office or position means either: (x) an abuse of public authority, including waste, fraud, and violation of the law under color of authority; or (y) a crime against public justice.
18. Enforcement of this Agreement:
The prevailing party in any action brought to enforce this Agreement or to resolve any dispute or controversy arising under its terms and conditions, shall be entitled to payment of his/her/its reasonable attorneys’ fees and costs.
20. Indemnification:
Consistent with and subject to the limitations in the California Government Code, City shall defend, hold harmless, and indemnify Manager using legal counsel of City’s choosing, against expense or legal liability for acts or omissions by Manager occurring within the course and scope of Manager’s employment under this Agreement.
21. Notices:
Any notices to be given hereunder by either party to the other in writing may be effected either by personal delivery, mail, or email. Mailed notices shall be addressed to the parties as set forth below, but each party may change his/her/its address by written notice given in accordance with this Section. Notices delivered personally or by email will be deemed communicated as of actual receipt. Mailed notices will be deemed communicated and received as of three (3) calendar days following the date of mailing.
CITY: City of St. Helena
Attention: Mayor
1088 College Avenue
St. Helena, CA 94574
Agenda Item #13.3.
83578.00009\42781894.2
10 MANAGER: At the address on file with the City for Manager
22. Conflict With Municipal Code:
The City personnel ordinances, resolutions, rules and policies shall apply to Manager in the same manner as applied to other management employees, provided, however, in the event of a conflict between the provisions of this Agreement and the Municipal Code, the Municipal Code shall prevail over this Agreement.
23. Entire Agreement:
This Agreement represents the entire agreement between the parties and supersedes any and all other agreements, either oral or in writing, between the parties with respect to the employment of Manager by City, and contains all of the covenants and agreements between the parties with respect to that employment. Each party to this Agreement acknowledges that no representations, inducements, promises, or agreements, oral or otherwise, have been made by either party, or by anyone acting on behalf of either party, which are not embodied herein, and that no other employment agreement, statement, or promise not contained in this Agreement shall be valid or binding upon either party.
24. Modifications:
Any modifications to this Agreement shall be effective only if in writing and signed by both of the parties hereto.
25. Effect of Waiver:
The failure of either party to insist upon strict compliance with any of the terms, covenants, or conditions of this Agreement by the other party shall not be deemed a waiver of that term, covenant, or condition, nor shall any waiver or relinquishment of any right or power at any one time or times be deemed a waiver or relinquishment of that right or power for all or any other times.
26. Partial Invalidity:
If any provision of this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.
27. Governing Law:
This Agreement shall be governed by and construed in accordance with the laws of the State of California.
This Agreement is entered into this ______ day of ______________, 2023.
CITY OF ST. HELENA
By: _____________________________ ______________________________ Mayor Manager
Agenda Item #13.3.
83578.00009\42781894.2
11 Attest:
________________________________
Cindy Tzafopoulos, City Clerk
Approved as to Form:
________________________________
Ethan Walsh, Attorney
Agenda Item #13.3.
83578.00009\42781894.2
EXHIBIT A – Page 1
Agenda Item #13.3.
Ralph Andersen & Associates FINAL EXHIBIT A
Data Effective September 2024
St HelenaCity Manager Cash Supplements Insurance Benefits Survey Agency Comparable Class Current Annual Range Long. Auto Def. Comp. Perf Bonus Other ER to EE/EE to ER Ret. Annual Base + Cash Health Dental Vision Annual Base + Cash + Ins.
American Canyon City Manager 264,482 3,000 4,800 23,000 7,644 2,160 (13,224) 291,862 28,681 inc inc 320,543 Calistoga City Manager 292,620 1,800 - 30,500 - - 324,920 - 31,776 1,764 - 358,460 Fairfield City Manager 300,889 6,000 - 27,048 14,256 (7,128) 341,065 - 23,307 1,344 156 365,872Healdsburg City Manager 288,598 16,812 22,500 - 6,600 - 334,510 - 32,091 1,716 216 368,533 Napa City Manager 286,368 6,000 - 18,864 1,320 - (12,516) 300,036 23,247 1,656 - 324,939 Novato City Manager 295,701 6,000 5,712 12,000 3,000 - (7,140) 315,273 31,868 - - 347,141 Petaluma City Manager 291,000 4,800 - 17,460 - - (7,344) 305,916 30,369 2,304 156 338,745 Rohnert Park City Manager 316,210 7,200 - 15,810 - - 339,220 - 20,849 121 877 361,068 San Rafael City Manager 293,928 - 6,000 15,000 14,696 4,800 (2,940) 331,484 22,959 1,799 152 356,394 Santa Rosa City Manager 297,852 - 5,400 16,380 - 500 (4,464) 315,668 26,784 2,124 inc 344,576Vacaville City Manager 305,256 4,800 - 18,315 - - (3,053) 325,319 24,228 1,668 204 351,419Yountville Town Manager 272,100 8,400 - 49,096 24,800 1,200 355,596 - 31,250 2,184 504 389,534 St Helena City Manager 269,000 6,000 - 34,500 10,000 30,000 346,810 (2,690) 26,580 1,716 216 375,322 Median $293,274 $325,119 $353,907
% +/- -9.0% 6.3% 5.7%
75th Percentile $298,611 $335,687 $362,269
% +/- -11.0% 3.2% 3.5%
1 Print Date: 11/3/2024
Agenda Item #13.3.
From: Colleen Gillaspy
To: cityclerk
Subject: [External] Please do not approve
Date: Thursday, November 7, 2024 7:51:57 PM
I’m outraged to read an item on upcoming city council meeting regarding 13.3 and giving city manager a raise AND bonus! I am new to town a/o February and I cannot drink my own tap water! I have had a rash on my face from bathing & using said water. It’s ridiculous. Please at least postpone this until new city council members are in office.
I cannot even believe the city would consider such a thing with the ongoing financial issues facing our city. I may be a new full time resident but I have been up here for 20 years visiting family.
Please please please. I cannot believe this is even up for consideration.
Colleen Gillaspy
Sent from my iPhone
Agenda Item #13.3.
From: Kelly Wheaton
To: cityclerk
Subject: [External] Item 13.3 on Agenda
Date: Friday, November 8, 2024 1:36:30 PM
Attachments: image.png
Mayor Dohring and Council Members,
I realize that two of you are lame ducks and thus the attempt to push this Salary Increase for the City Manager through, is while you still have the votes. But know this, the optics will follow you. It is hard to take the dire warnings by the City Manager, Mayor Dohring and Councilmembers Hall, & Kenealy about why we must pass A1 &A 2, as the City is going to go bankrupt and square that with a salary increase for the CM based on FALSE EQUIVALENCIES. His new Salary TOPS OUT AT $331,005!!! These have been hand selected to favor a HIGH Median average and are NOT cities of comparable size or responsibility. The only 3 acceptable Comps on the list are Yountville, Calistoga and maybe Healdsburg with DOUBLE the population of St Helena. The others are, to be blunt, not even close to comparable. From Fairfield which is TWENTY-FOUR times the size of St Helena and Napa is about FIFTEEN times the size of St Helena these are not accurate comps. In addition he has changed the titles from Assistants to the City Manager to Assistant to the Director of Public Works and Project manager but this is just Title creep with commensurate Salary Creep. All in some misguided belief that you can't find anyone to do the job at a rational salary level.
Mayor Dohring told me the reason they hired an Assistant City Manager was so there would be someone who could do the job if the City Manager left. What are you thinking??? Mayor Dohring and Councilmember Chouteau you will begin your next term with ZERO CREDIBILITY if you vote for this package. What is the rush? We all know it is because the new council would never approve this.
Chicken littles, saying the sky is falling and then saddling us for additional year (2027!) contract for a City Manager that has runs up the deficit, begs for money, fails to get his measures passed even with the PR guy pleading his case constantly, the measures don't pass and you are poised to CUT ESSENTIAL SERVICES to given him contract extension, a bonus and a 7% salary increase over salary increases amounting to 24% in just a couple of years. These are incredibly BAD OPTICS. Are you insane? Is your fear of losing a City Manager that great that you allow this robbery of the taxpayers. We are all supposed to sacrifice so the staff can be supported by kings and queens? This matters to me because these salaries are being partially paid (INAPPROPRIATELY) out of the Water and Wastewater enterprises and for Water I am paying for it , at outrageous rates. I know these words are wasted on you sitting council people who feel more indebted to the staff than to the people who elected you.
In disgust,
Kelly
--
Kelly Wheaton
[email protected]
Beginners Guide to Genetic Genealogy
WheatonWood.com
Agenda Item #13.3.
From: Kelly Wheaton
To: cityclerk
Subject: [External] ***Spam*** Agenda Item 13.3 and 13.4 Date: Tuesday, November 12, 2024 5:37:47 AM
Mayor Dohring, City Council Members, Citizens of St Helena In the most outrageous and cynical way, the upgrading of staff titles for roles some of these individuals are not qualified for, during a time of financial crisis needs to be called out for what it is. This is an attempt by the City Manager and his top lieutenants to ENRICH THEMSELVES at the City Taxpayers expense. It is both unnecessary and unwarranted and is another ill informed move that has brought us to this financial crossroads.
The voters said NO to A1 &A2 and now you the council are going to accquiese to the CMs wishes and burden the town and the incoming council with this largesse. At a time when the town needs to tighten its belt to protect its essential services you are handing out bonuses, raises and title creep like the spoils of plunder. These items need to be TABLED rather than hung around the necks of the townspeople. For SHAME on any of you that vote for this. I have already heard people considering a RECALL, which I would support if this is not TABLED, until it can be considered in light of our full Financial picture.
And what is even worse is this comes out on Thursday's Agenda with no opportunity for anyone to read about it in the STAR. The City Manager knows exactly what he is doing trying to get this passed BEFORE the rubber stamp City Council is replaced with a majority, that is charged with Fiscal Responsibility.
And while I am gripping this show of force in the back of the room with all the Department heads is another attempt to tell the town, who is Boss. We see all this for what it is. A town being bankrupt by people who do not live here enriching themselves at taxpayer expense.
They don't have to drink or bathe in stinky, discolored water. The citizen's of St Helena elected the council to represent them, not to curry favor and enrich the staff. We will not forget.
Sincerely,
Kelly Wheaton
Agenda Item #13.3.
From: Leslie Stanton
To: Cindy Tzafopoulos
Subject: [External] City Council Nov 12, 20124, 13.3
Date: Saturday, November 9, 2024 4:54:54 PM
13.3 NO. You know why. I know why. Most Saint Helenans know why. The citizens have been threatened with cuts to essential services and the City Manager asks for more money to up his salary and benefits. IF he was doing a good job, you might be justified in giving him more $$.
Just say NO.
Leslie Stanton
Agenda Item #13.3.
From: Stephanie Smithers
To: CityCouncil; Cindy Tzafopoulos
Subject: [External] Public Comment | Item 13.3
Date: Saturday, November 9, 2024 8:27:46 PM
Dear Mayor, Vice Mayor, and City Council,
I am writing to express my concerns regarding the proposed extension of the City Manager’s contract. While I respect the City Manager's contributions, I believe it is prudent to postpone this decision until the newly elected City Council can fully assess the city's financial situation and priorities. My questions and criticisms of the agreement below are solely based on the agreement, and not Mr. Comelo's personality or skill set.
First, we know that when the City Manager was recruited in 2022, we offered a base salary 19.6% above the previous City Manager's salary in an effort to recruit "top talent." Since then, I have heard disappointment from 3/5 council members in the City Manager's performance, so much so that the City Council elected to spend nearly $10,000 to hire a consultant to coach our City Manager, who was considered top talent when hired.
In two years since the original agreement was signed (2022), we will have increased our City Manager's base salary by 22.4%, not including other benefits in his employment agreement.
The proposed NEW agreement in the staff report, which extends his contract until 2027, proposes an additional increase in 2025, meaning we will have increased his salary by 31% over 3 years, with an unmatched benefit package.
We have heard many times from our City Council and administrators how important our SHEA employees are. Yet they have to bargain and often fight for a mere 5% COLA adjustment. Yes, there was a recent equity adjustment. If my numbers are accurate from old staff reports, then it appears that at MOST, some city employees will see up to a 19.5% increase to their salary over a 3 year period (2022-2025) - which is still 11.5% BELOW the city manager's increase.
I'd also like to highlight that our City Manager gets 120% MORE leave time than our full time SHEA employees. I don't need to list out why, but we can agree these are critical people to our city, yet their benefits run exceptionally short of those within the City Manager's agreement.
In the City's October 3rd newsletter, the first topic highlighted is how the City has been "cutting costs to make a balanced budget", causing a high turn-over rate. I'd be curious to see the turn-over rates over the last 10 years. In addition, what are the optics for our SHEA City employees when they see substantial pay increases and benefits only offered to top level employees?
Outside of the October 3rd letter about A1 and A2, we have heard threats around the potential failure of A1 and A2. Most notably, the City Manager would leave if the Agenda Item #13.3.
measures did not pass, and that the failure of A1 and A2 would greatly impact our safety services. If our financial position is as poor as we have been led to believe, how are we able to MAX out a performance based bonus of $10,000? I don't understand the justification behind paying the highest bonus, if we will now be forced to make budget cuts to other departments and services? Maxing out bonuses seems appropriate when the city is in good financial health and performance.
Lastly, to quote the City Manager in his October 3rd letter, Mr. Comelo references A1 and A2 ballot measures, "in doing so, (City Council) gave residents the power to decide if they supported the creation of a new stable and sustainable revenue source to help fund the shortages in the budget for the current level of services or to send the Council the message that they want some services to be cut back." The failure of A1 and A2 sends a clear message that the majority of St. Helena residents did NOT agree with A1 & A2, myself included - and when considering what services to cut back, I urge you to carefully review employee contracts, especially executive management, and reconsider bonuses during times of financial hardship.
The extension of our city manager's contract should be decided by the newly elected City Council.
Thank you for your consideration,
Stephanie Iacobacci-Smithers
Agenda Item #13.3.
From: [email protected]
To: Cindy Tzafopoulos
Subject: [External] Letter to City Council members
Date: Friday, November 8, 2024 5:55:03 PM
Dear Mayor Dohriñg and City Council members. You have on your agenda this coming Tuesday night November 12th an item in which salaries and reclassification of employees is scheduled. This is very inappropriate. We need thoughtful actions that can help resolve divisiveness in our City. Surely all of you have heard and read discussions about fiscalresponsibility . It has been a strong issue in the campaigns of all candidates this year. To increase payroll budget at this time is like thumbing your nose at the people who elect you. Please move this item forward until after the new Council is seated. Pat Dell
Agenda Item #13.3.
From: Thomas McBroom
To: Cindy Tzafopoulos
Subject: [External] Input for Tuesday"s Council Meeting - Item 13.3 City Manager"s Employment Agreement Date: Monday, November 11, 2024 5:54:11 PM
Hi, Cindy, I hope you are well. I miss seeing your smiling face at the city offices. Here’s a citizen comment for Tuesdays Council Meeting, concerning Item 13.3, Approval of the City Manger’s Employment Agreement.
Mayor Doring and Members of the St. Helena City Council:
I am writing in support of approval of the Amended Employment Agreement with the City Manager.
Diane and I may be gone from St Helena,, but we still care deeply about the City and its residents, many of whom are still, and always will be, our dear friends. During my career as an Executive Vice President for a Fortune 200 company, I oversaw Human Resources and learned a thing or two about executive retention and compensation. Based on that experience I respectfully offer a few observations or “lessons learned” that I think apply to the discussion about the Amended Employment Agreement for the City Manager:
1. When you have someone good in a senior management position (or any position, really), do everything within reason to retain them within the organization.
By all accounts, the counsel and staff, the people who work closely with the City Manager and who are in the best position to judge, have found his performance to be excellent. If an organization wants to keep its top-notch people, it must compensate them fairly, at or above median salary for similar positions. If these leaders think they are appreciated, respected, and fairly compensated they are likely to stay. If not, the organization will have a revolving door in those key jobs. Really good people are very hard to find and everybody else wants them.
Don’t give your good people a reason to look elsewhere.
2. Turnover is very expensive, especially in senior positions. It is almost always more cost effective to retain high performing employees.
Not only does turnover generate direct costs, such as executive search fees, it also results in reduced productivity, loss of institutional knowledge, and negative impacts on staff morale.
And to make things worse, the replacement candidates often command salaries as much or more than the person you are trying to retain. In terms of productivity, an organization can take six months to a year to reach the level of performance it had before the management change.
3. There are things more important than money.
There is no doubt that salary is important. It’s why we all go to work every day. And it must be fair and competitive. But it is seldom the reason senior managers move elsewhere. Equally as important are respect, appreciation, and public acknowledgment of a job well done. If the Agenda Item #13.3.
counsel believes that the City Manger’s performance has met or exceeded its expectations, it should say so loudly and clearly. Approving this agreement is a great way to do that.
4. Be aware of “outside factors” that impact your senior people and help them deal with those challenges, if you can.
Hours long commutes and/or living away from friends and family take an enormous toll on people. I know this from personal experience. Everyone thinks they can do it for a while, but it eventually wears them down. Due to the price of housing in St Helena and/or family commitments elsewhere, our last two City Managers and some department heads have endured long commutes or have had to find a modest “crash pad” to stay during the week.
Think TV dinners and long lonely nights. It’s a morale killer and gets you thinking about working closer to home. A senior employee in this position needs to be acknowledged for their sacrifice and given help in covering at least some of the extra costs, in the form of a housing or transportation allowance. It won’t cure the lonely nights, but it will provide the clear message that the Council knows and cares about those personal challenges.
In summary, I think you (we) have a very good person in the job and you should do everything within reason to keep him there. The City is facing serious challenges over the foreseeable future and this is not the time to be breaking in a new City Manager.
Submitted respectfully,
Tom McBroom
Agenda Item #13.3.
From: Peter Scott
To: cityclerk
Subject: Re: [External] City Council Meeting 11/12/24 Item 13.3 REVISED Date: Tuesday, November 12, 2024 8:37:52 AM
Please enter this REVISED letter below in the Agenda minutes for tonight's City Council Meeting.
Thank you
Sent from my mobile device
From: [email protected] <[email protected]>
Sent: Monday, November 11, 2024 10:32:17 PM
To: [email protected] <[email protected]> Subject: City Council Meeting 11/12/24 Item 13.3
RE: AGENDA ITEM 13.3: Consideration of a Resolution: 1) Approving an Amended Employment Agreement with City Manager Anil Comelo effective July 26, 2024 and Performance Bonus, et.al
Mayor Dohring and Members of the City Council,
I am writing to request you postpone a vote on item 13.3 regarding approval of Amended Employment Agreement and Performance Bonus for City Manager Anil Comelo until new City Council Members are seated and until specific fundamental job requirements have been satisfactorily performed by Mr. Comelo.
I am also requesting that a copy of the quantifiable performance goals that were mutually established to determine Mr. Comelo’s $10,000 Performance Bonus be made publicly available along with City Council’s verification that these goals were met or exceeded.
I recognize a performance review was conducted with the City Manager in June of this year to approve this extended employment agreement and performance bonus. However, in the months leading up to this review and ensuing months up until now, the City Manager has not fulfilled one the most fundamental requirements in his role as Chief Executive of affairs for the City by failing to provide the citizens of St. Helena with “safe, clean, affordable, and accessible water adequate for human consumption, Agenda Item #13.3.
cooking, and sanitation”. This basic obligation to St Helena Water ratepayers is integral to the CA Human Right to Water Law, AB 685 regulated by State and Regional Water Boards as part of California’s Safe Drinking Water Plan.
Considering the numerous complaints from citizens regarding the nonconsumable water being provided by the City’s Water Enterprise managed by the City Manager, I respectfully request that any approval of an Amended Employment Agreement and Performance Bonus previously authorized by the City Council be postponed until this water quality issue is fully resolved.
Thank you
Peter Scott
1905 Birch Ave
St. Helena
Agenda Item #13.3.
From: Richard Seiferheld
To: cityclerk
Subject: [External] 11/12/24 City Council meeting agenda items 13.3 & 13.4 Date: Tuesday, November 12, 2024 6:35:55 AM
I urge the current City Council to postpone a vote on these issues and that they be tabled until after the newly elected Council members are seated.
Richard Seiferheld
2020 Birch Ave.
St. Helena CA 94574
Richard Seiferheld
[email protected]
707 695 0915
Agenda Item #13.3.
From: Norman Manzer
To: Paul Dohring; Eric Hall; Anna Chouteau; Billy Summers; Patrick Kenealy Cc: cityclerk
Subject: [External] COMMUNICATION PROBLEMS, AND OTHERS, ST HELENA CITY HALL Date: Tuesday, November 12, 2024 12:14:13 AM
Dear Mayor Dohring and Councilmembers:
It appears that our City Manager prides himself on communication: the city newsletter, an Assistant Manager as a Public Information Officer, and the online web page to submit problems or repair requests without having to talk to a city employee.
As councilmembers you presumably get a prompt response from Anil Comelo. You should, since you sign his paycheck. If only we citizens could be so lucky.
Going back a couple of years, in his first 30 days in St Helena I called Anil to welcome him and to offer a personal VIP tour of our little town, as I had done once before for a new City Manager. He answered his own phone and said he would very much like to accept my invitation, but he was just leaving for a meeting. He took my contact info, and I never heard from him.
Let’s fast-forward to my two emails at the bottom of today’s email to all of you. Email Number One of October 14, 2023; and when no reply received, Email Number Two on November 8, 2023 as a second Request. Comelo did not reply to either email. Nada! Now we are three for three.
If only these were isolated incidents for City Hall, but they are not, and all are indicators of an endemic problem at City Hall. Here are some examples to ponder:
Maya DeRosa – In early 2023 I wrote several emails to Maya about the Charles Krug Winery using a former vineyard on Deer Park Road as a staging area for several companies, Of those letters to Maya, two of them required a second request and another required a third request to get replies. Four weeks ago I wrote Maya asking for the number of pages of her 9212 report to you. After two days of no reply, I drove to City Hall to get that answer in person. Maya was out to lunch, and I met with a newly hired Interim Planner, Joel Galbraith, a recent Sonoma County retiree filling in for Aaron Hecock’s departure.
Maya returned to her office, and Joel got up and asked Maya if she could Agenda Item #13.3.
see me for a moment. She had no one in her office, and she told Joel to have me write my question on a paper, and she would let me know. I did that. A month has passed and no response from Maya. BTW, Joel is no longer at City Hall. He decided he didn’t need to be in such an environment. And, such a nice guy.
Joe Leach – One June 25, 2024 I called Joe around 11a.m. and got his voicemail. I asked him to call back with an answer to my question, “Does Charles Krug Winery have a water meter with the city of St Helena?” Not receiving a call back by 1:23pm, I called Joe back and asked for an answer to that same question. That was four months ago, and no call back from Joe.
Water Department – On May 15, 2024 I called to end the billing for my rental at 1824 Crinella effective May 17. I had estimated my final bill of about two weeks and gave that amount to Elizabeth. She said she would call me back when they did their calculation to be certain we agreed. She did not call back, and no Final Bill was received. I did not call back then since I presumed that it possibly had to wait for the end of the complete billing cycle of two months. At the end of July I got the water bill of the entire prior two months, and not a Final Bill for only two weeks. On July 27 I called Elizabeth, and she immediately remembered our May conversation and apologized for not following through as promised.
I will spare you the details, but from my first call on May 15 until the Water Department could provide a Final Bill on September 7, I had to make six calls to this department to get the bill issued correctly. It included my two conversations with your Finance Director, Yosselyn. There are more bizarre details, but I will spare you.
So, here we are at Tuesday, November 12, and you are having a City Council meeting to consider a salary increase and an extended contract for our City Manager. After receiving my experiences with City Hall, would you think it appropriate to reward our City Manager for a city being run like this?Norm Manzer, St Helena
P.S. Please, do not ask your City Manager to contact me. I have 62 years of adult life, and I have been very successful in relationships and determining the character of others. I have a excellent understanding of just what we are dealing with here. And, I hope that at this juncture you do as well.
Agenda Item #13.3.
From: Norman Manzer <[email protected]>
Sent: Wednesday, November 08, 2023 11:12 AM
To: '[email protected]' <[email protected]> Cc: Paul Dohring ([email protected]) <[email protected]> Subject: RE: Pot Holes
Hello Anil,
I wrote this to you over three weeks ago and have not received a reply. In that same time there has been no effort to improve the worsening potholes. Might I receive a reply from you? Norm Manzer
From: Norman Manzer <[email protected]>
Sent: Sunday, October 15, 2023 10:40 PM
To: '[email protected]' <[email protected]> Cc: Paul Dohring ([email protected]) <[email protected]> Subject: Pot Holes
Hello Anil, yesterday I went into town to buy a can of white spray paint, and this morning (Sunday) I was prepared to put on my reflector vest (that I wear while picking up litter around town and the Silverado Trail) and drive down to the Pope Street bridge and the Trail to begin my intent to highlight the 25-30- (???) potholes extending down to the southernmost City Limits on the Trail.
While Sunday morning is the lightest traffic load in that area, and presumably the safest time for me to risk being out in those traffic lanes, my 81 year old mind took control and halted my good intentions. It is obvious that you do not drive this area or surely it could never have been neglected to its current state.
It was back on May 12 that Mayor Paul Dohring afforded me the courtesy of 45 minutes to drive him around most of St Helena to review the typewritten list of problems I had listed for his review. And while we citizens had been told that this Trail area and the Pope Street bridge on the Napa River were to be repaved, little was being done to try and prevent cars from bottoming out or blowing tires from the increasing potholes. What is most distressing is that on occasion I will see some fresh asphalt in a large pothole, and it will still be a pothole of 2 inches deep instead of the former 3-4 inches.
As I mentioned to Paul Dohring in my printed list of problems, your City crew does not know how to fill a pothole. And my reason for finally trying to take the bull by the horns with the spray paint is that a neighbor blew a tire in this Agenda Item #13.3.
same part of the Trail that not only cost him $363 to replace, but he barely averted an accident from the blowout.
I know that you will respond with all sorts of reasons and circumstances while problems like this exist, and while you are overwhelmed with so many other issues, there is no excuse why something so critical that affects citizens daily can’t be addressed promptly. Filling potholes is not rocket science. If I can do it, any untrained person could be taught the simplicity of the procedure in just a short period of time. Needless to say, I am prone to send a Letter to the Editor and ask for others who have blown tires and possibly had accidents from the City’s potholes to contact me so I can keep a running score. Yes, I understand that you have let a contract for the repaving, but in the interim surely the major potholes can be addressed immediately.
So, Anil, who is this Norm Manzer guy that is so infuriated about this problem? Besides seeing my name on the paper summary I gave Paul Dohring in May, and his comment that he would hand it over to you with reference to me, this is who I am: I am this old guy who has lived in the upper valley for 55 years, 50 of which have been in St Helena. I have been retired for 15 years now, but for 35 prior years I owned my own State Farm insurance agency in St Helena. I am a past president of the St Helena Chamber, a Calistoga Rotary member for 55 years, a member of our local Grace Episcopal Church for 25+ years and headed up the “It’s Not Your Mother’s Rummage Sale” for 12 of 14 years – a rummage sale that took in $65,000 in two days at its last event of five years ago and included 174 community volunteers. I am a member of the St Helena American Legion and the St Helena Historical Society.
For more than 30 years I was the self-appointed graffiti-remover in town and only ceased to operate when City staff refused to remove vulgar graffiti on public property, even with repeated requests by your SHPD. My then 14 year old grandson and I received a nice plaque from the St Helena Beautification Committee for our efforts to remove graffiti in town and for picking up litter.
I am so glad I didn’t decide to deface those Silverado Trail potholes with white paint – but only because instead of typing this to you, I could be in a bed at the St Helena Hospital or a funeral home. Norm Manzer, St Helena Agenda Item #13.3.
Agenda Item #13.3.
From: Alan Galbraith
To: Cindy Tzafopoulos
Subject: [External] Agenda Item 13.3, St. Helena City Council Meeting, November 12, 2014 Date: Sunday, November 10, 2024 7:34:54 PM
Contrary to the public comments of Ms. Gillaspy and Ms. Wheaton, the City Council should approve the Amended Employment Agreement with the City Manager.
The recitals in the accompanying resolution state that the City Manager “has exceeded the mutually established and quantifiable objectives” set forth for him in his established performance goals. The recitals further state that the Council “desires to provide a more competitive compensation package that reflects the market for city managers.” These findings, no doubt carefully reviewed and approved in closed session (as allowed by the Brown Act), provide strong factual support for approval of the Amended Employment Agreement. Indeed, in my experienced assessment (three city managers during my mayorship) not approving the contract at this point would not be in the public interest because of its negative impact on staff morale and retention, continuity and institutional memory, and Council’s immediate need to focus on urgent issues.
It is suggested that with the failure of Ballot Initiatives A1 & A2 the City should step back and defer approval of the Amended Employment Agreement pending a full-throated financial reappraisal. This would be a mistake.
City residents passed up a golden opportunity to tackle significantly the City’s structural deficit. This further underscores the need for a city manager well versed in St. Helena City affairs with a strong command of City operations, who has no learning curve, and who can set out for Council consideration the unpalatable options ahead.
In specific response to Ms. Wheaton, I agree that the most relevant “comparables”for St. Helena in Napa County are the city manager compensation packages for Calistoga and Yountville. The current compensation packages are certainly comparable (Yountville being the highest) among the three UpValley cities. The new City Manager package for St. Helena will be in line with new packages in these (and other) communities. It might also be noted that the City Managers in Calistoga and Yountville are fortunate: they are not confronted with the stress posed by structural deficits like St. Helena’s.
In specific response to Ms. Gillaspy’s complaint that the Council should not consider an amended contract with the City Manager in consequence of water quality issues being experienced by the City: the sad state of City water infrastructure far predates present City leadership and, as the public record clearly shows, is being diligently addressed by current staff.
Finally, after reviewing the emails of Ms. Gillaspy and Ms. Wheaton, a special plea: it would be wonderful if public commenters could avoid being intemperate in their comments. Stridency serves no public purpose.
Alan Galbraith
St. Helena Mayor, 2014-2018
Note to Cindy: please confirm receipt. Thank you. Alan
Agenda Item #13.3.
From: lana ivanoff
To: Cindy Tzafopoulos
Subject: Re: [External] Letter to City Council
Date: Monday, November 11, 2024 5:18:08 PM
City
Correcting first line typo on Emil I sent you Sat.
Thanks
Lana Ivanoff
Should say……”Forward letter to City Council for Meeting Nov 12, item 13.3.” On Saturday, November 9, 2024 at 03:30:17 PM PST, lana ivanoff <[email protected]> wrote:
Cindy
Please forward this letter to acc Member for Nov12th meeting.
Council Members…..
You have before you at the meeting on Nov 12, a proposal that will increase the City Managers salary, extend his contract , award a bonus, and also approve staffing additions and reclassifications.
Please STOP!
With the election barely over, and the possibility that Prop A1 and A2 have failed to give the City the huge sum of money, (they obviously thought they would have to spend)….it’s time to put the breaks on, and stop spending MY TAX PAYER DOLLARS, on raises, more hires, and bonuses.
It’s time to freeze hiring, and spending, until after the new CC is seated.
In a town where only about 2000 people voted, a town where school enrollments are down, the size of the town physically has not changed in a century, and the overall population is down, do we really have this kind of money to squander on management positions, assistants, assistants to assistances, etc.? Given all the recent publicity of how the City is in financial distress, and how residents will suffer needed services if we don’t get more revenue…..making these kinds of financial decisions, and increasing staff, needs to be postponed until we can get our budgetary ‘house in order’
STOP! Do not approve this item on your agenda.
Lana Ivanoff
1533 Pine St
BTW….if this chart is accurate….it is shameful and ridiculous! Agenda Item #13.3.
From: Tim Hall
To: cityclerk
Cc: Tim Hall
Subject: [External] Against Proposed Agenda Item to Raise Salaries and Hire Additional Positions Date: Saturday, November 9, 2024 11:35:36 PM
I am totally against the City Council (including the lame duck members) taking any action to increase salaries, staff and extending the City Manager’s contract. The newly seated City Council members should be the ones to review this proposal and vote.
We are a city in fiscal distress with yearly deficit spending. You have emplored the voters to pass Measure A and B to have any chance of avoiding $7million in deficits.
How can you in good conscience push these measures (which are failing) and at the same time approve further expenses.
Cities in this fiscal position should be freezing salaries and new positions and begin the process of finding ways to cut expenses, not increase them.
I strongly oppose any decision to approve this agenda item on Tuesday.
Regards,
Tim Hall
657 Pratt Ave.
Agenda Item #13.3.
From: Tim Hall
To: cityclerk
Subject: [External] What Completed Objectives has the City Manager Completed to Earn the Bonus? Date: Monday, November 11, 2024 9:54:39 PM
Can you please explain what the measurable and successfully completed (as determined by the mayor) City Manager objectives were that give rise to a vote to approve a $10K bonus.
Thank you,
Tim Hall
657 Pratt Ave.
Agenda Item #13.3.
From: Aaron barak
To: cityclerk
Subject: [External] Agenda Items 13.3 & 13.4
Date: Monday, November 11, 2024 6:53:17 PM
Dear Mayor Dohring, Council Members, and City Management, I am writing to formally request that the council postpone the vote on the agenda item 13.3 &
13.4 related to the proposed salary increase and contract extension for the city manager, as well as the additional staff reclassifications and expansions. Given the current financial landscape and recent community feedback, it is essential that we approach these matters responsibly and in alignment with the council’s previous fiscal messaging.
Firstly, I recognize the concerns that Mayor Dohring and others have raised about continuity, institutional memory, and staff morale. These are critical elements for any effective administration, particularly in challenging times. However, over the past two years, the city and council have consistently underscored the severity of St. Helena’s financial crisis, emphasizing that significant additional revenue was required to sustain essential services and avoid budget cuts. This culminated in the push for Measure A, a transfer tax intended to bridge the city’s budgetary gap. The community was told that this revenue was essential to protect public safety and vital city services.
Now, with Measure A having been voted down, it would be prudent to reconsider any increases to long-term financial commitments that could deepen our structural deficit. Moving forward with these proposals, despite our well-documented fiscal challenges, sends a mixed message to residents who were recently asked to make financial sacrifices. Approving new costs and commitments risks undermining public trust in the council’s stewardship and the fiscal urgency communicated around our financial crisis.
While city staff have concluded in their staffing report that these proposals are budget-neutral or result in savings, this assertion largely relies on reallocating funds across departments rather than actual reductions in spending. The claimed savings of $65,550, for instance, come from shifting costs within different funds rather than decreasing the city’s overall financial obligations. Moreover, the unfreezing of positions and additional staffing commitments represent real increases in long-term costs, especially when factoring in rising CalPERS liabilities. True cost savings would require genuine reductions, not internal reallocations that obscure the city’s financial burden rather than alleviate it.
Therefore, I respectfully urge the council to defer not only these specific costs but also any further discretionary costs until we have a comprehensive financial plan to address the city’s structural deficit. This approach would demonstrate a strong commitment to fiscal responsibility and ensure that we are acting in the best interest of St. Helena’s long-term financial stability.
Agenda Item #13.3.
Thank you for considering this request. I am available for further discussion and look forward to working together on a sustainable financial path for our city.
Respectfully,
Aaron Barak
City Council Member-Elect
City of St. Helena
Agenda Item #13.3.
From: Ross Allen
To: cityclerk
Subject: [External] Please table Item 13.3
Date: Monday, November 11, 2024 5:12:30 PM
Hello -
Given the significant lack of community support for the controversial elements of Item 13.3, and the financial reality for the city after the failure of Measures A1 and A2, please table this item and allow the new city council to consider it after they are installed.
Mr. Barak has published a lengthy and thought-provoking argument for not passing this item, and he should be given an opportunity to vote against it.
It is unreasonable for soon-to-retire CC members to saddle an incoming city government with a decision that has long-term and far-ranging implications for the city budget.
I'm respectfully requesting you do the right thing: table Item 13.3 and let the new City Council consider and act on this issue in the best interests of our community.
Thank you,
- Ross Allen
643 Pratt Ave.
Agenda Item #13.3.
From: EK
To: cityclerk
Cc: Paul Dohring; Eric Hall; Anna Chouteau; Billy Summers; Patrick Kenealy; Aaron barak; [email protected]
Subject: [External] Agenda Item 13.3
Date: Monday, November 11, 2024 4:31:44 PM
Dear esteemed mayor and city council members,
I respectfully request that Agenda Item 13.3 be tabled until the new city council has been seated. The city manager's contract has been extended until June, 2027, so there can be no reason for urgency in this matter.
It is only right that the new council be allowed to consider an item of such financial magnitude, especially in light of St. Helena's overall budgetary constraints.
Sincerely,
Ellen Kieval
Agenda Item #13.3.
From: Denise Armstead
To: cityclerk
Subject: [External] City Manager’s Raise
Date: Monday, November 11, 2024 12:15:01 PM
St. Helena City Council —
I implore you to reconsider awarding a raise to our current city manager. I do not think he deserves a raise. I also do not think St. Helena needs four full time admin positions.
Read Aaron Barack’s blog about it.
Best regards,
Denise Armstead
1800 Main Street
St. Helena
Agenda Item #13.3.
From: Maria Criscione Stel
To: cityclerk; cityclerk
Subject: [External] Proposed Pay Raise for City Manager Date: Monday, November 11, 2024 11:01:41 AM
Dear Mayor Dohring and Council Members,
Given the City’s current financial situation, I find it hard to believe that the Council would even begin to consider a significant pay raise and performance bonus for the City Manager at this time. With dire warnings from the City Manager about the state of our finances, and the apparent loss of A1, A2 and B, are you really considering this pay increase as a viable option at this time? I’m also concerned that this is being rushed through before the new Council members are seated.
I hope you will reconsider this recommendation for the time being. Please make the right choice.
Thank you.
Maria Criscione Stel
Agenda Item #13.3.
From: Lisa Pelosi
To: cityclerk
Subject: [External] Public comment agenda item 13. 3
Date: Monday, November 11, 2024 9:54:18 AM
Dear Mayor Dohring and Council Members,
I was taken by surprise to see this item on the agenda and the recommendation to approve this salary increase and contract extension. The optics and messaging are confusing, troubling and frustrating. As voters we were just asked to consider A1 and A2 , which don't look like they will pass, and with that, the verbalized "threat" that essential services will need to be cut with the measures not passing, yet now it's time to give a significant salary increase and extend his contract. This gives the air of rushing this through- and it begs the question, is it because it would not pass with the new sitting council members?
This is not where our money needs to be spent right now. Hit the pause button. The City Manager himself is on record about how dire our financial situation is. How can the City Manager claim dire financial straits for St. Helena yet feel it is appropriate to have his hand out for a significant raise and a performance bonus? How can the Council explain to us taxpayers that this salary increase and extension/bonus is warranted ? Performance reward for what exactly?
Please, it would be beneficial to have this agenda item pulled at this time and allow it to be re-visited once new council members are sworn in. If the council does not want to pull this agenda item then I would strongly encourage a NO VOTE. Please, prioritize community needs and budgetary deficits over salary increases! Thank you,
Lisa Pelosi
Agenda Item #13.3.
From: Elizabeth Leeds
To: cityclerk
Subject: [External] City Manager and staff salary increases Date: Sunday, November 10, 2024 7:58:07 AM
I am one of many St. Helena citizens vehemently opposed to increasing the salaries of an out of touch city manager and his bloated staff.
Beth Whybrow Leeds
849 Charter Oak Avenue
707.480.0798
www.bethwhybrowleeds.com
Sent from my iPhone
Agenda Item #13.3.
From: Lauren Galbraith
To: cityclerk
Subject: [External] Item 13.3
Date: Monday, November 11, 2024 8:26:05 PM
Good evening,
I am not able to attend tomorrow evening's city council meeting, but I respectfully request that item 13.3 be tabled until the new year, to be determined by the new council in the context of our city's fiscal crisis.
The new council members have been elected in large part for their finance credentials. It seems to me foolish and unfair to tie their hands with a vote this late in the year. The matter of the manager's compensation is not time sensitive and should be held for decision in 2025.
Sincerely,
Lauren Galbraith
St. Helena resident since 2018
Agenda Item #13.3.
To Mayor Dohring and Saint Helena City Council Members, With the results of the most recent election, the public voting down A1, A2 and B, it should have sent a strong message to the city officials to look at cuts in the present budget to reduce costs before asking its citizens for more tax revenue to fund them.
Since two new city council members have been elected hoping to improve our current fiscal disaster, please delay item 13.3 on Tuesday’s City Council agenda until they are seated instead of tying the new council members financial hands further, with a decision possibly made by a “lame duck” council.
When a city is facing financial hardships as we have been told that Saint Helena is, financial belts should be tightened instead of increasing salaries, giving bonuses, and creating more spending. Paying out more than what is coming in is what got us into this situation in the first place.
Saint Helena’s current financial situation with the decrease in Credit Rating and dipping into the reserve account to cover a $3,000,000 shortfall should not be rewarded with new executive positions, an increase in salaries and a bonus for a City Manager who helped get us into this mess. Please consider the continued financial impact this will make on all of the city’s citizens and table or vote downs item 13.3.
Respectfully submitted by
Donna Hardy
620 Harvest Lane
Agenda Item #13.3.
From: sharon dellamonica
To: cityclerk
Subject: [External] Items 13.3 and 13.4
Date: Tuesday, November 12, 2024 1:33:56 PM
I strongly recommend that the current City Council postpone voting on Items 13.3 and 13.4.
And, I encourage the new council to carefully review employee titles, employee contracts, especially executive management, and not provide bonuses during financial hardship. In addition, I recommend removing this City Manager and his assistants and returning to an appropriately salaried and smaller staff. We need this change as part of the move toward financial stability.
Sincerely,
Sharon Dellamonica
Agenda Item #13.3.
From: Cindy Tzafopoulos
To: Erika Opp
Subject: FW: [External] Tonight"s City Council Meetings- Item 13.3 Date: Tuesday, November 12, 2024 2:39:32 PM
From: [email protected] <[email protected]>
Sent: Tuesday, November 12, 2024 2:22 PM
To: Paul Dohring <[email protected]>; Patrick Kenealy <[email protected]>; ANNA CHOUTEAU <[email protected]>; Billy Summers <[email protected]>; Eric Hall <[email protected]>
Cc: Cindy Tzafopoulos <[email protected]> Subject: [External] Tonight's City Council Meetings- Item 13.3 Mayor and City Council Members,
This is not the time to give the City Manager a raise in pay or any other of the perks that are being proposed. The City lost a lot of proposed revenue in Measures A1, A2 and B. We also elected two new Council Members. The City continues to say that there is not enough money to do projects that are absolutely necessary. If you approve 13.3 you are indicating that the CM has done a GREAT job.
Most of the residents of St. Helena would disagree. In addition the two New Council members should have the opportunity to vote on any pay raises or additions to staff that are proposed since they are the ones that will have to prioritize the absolutely necessary projects.
Please recognize that fact that there is not enough money to keep raising salaries and letting necessary projects not be done. Please postpone 13.3 until the new Council has the opportunity to vote.
Grace Kistner,
St. Helena Resident
Agenda Item #13.3.
Agenda Item #13.3.
From: Cindy Tzafopoulos
To: Erika Opp
Subject: FW: [External] City Council Agenda Item 13.3
Date: Tuesday, November 12, 2024 2:59:33 PM
From: Lester Hardy <[email protected]>
Sent: Tuesday, November 12, 2024 2:57 PM
To: Cindy Tzafopoulos <[email protected]> Subject: [External] City Council Agenda Item 13.3
Cindy: please distribute this letter to Mayor Dohring, ViceMayor Hall and Council Members Chouteau, Kenealy and Summers.
Dear Mayor Dohring, Vice-Mayor Hall and Members of the City Council of St. Helena:
I am writing to express my support for the Amended Employment Agreement for City Manager Anil Comelo on tonight's agenda. Mr.
Comelo, in my opinion, has earned your support for the proposed amendments. Throughout my recent term on the Council I
advocated for making compensation truly competitive, in order to attract high quality applicants as needed, and to retain employees for as long as possible. Nothing has happened to change my thinking. Turnover is costly in a variety of ways - in some cases it necessitates the use of expensive contract services, at times it cripples our ability to make progress on essential projects, in all cases it has negative consequences.
At the same time, I think it's important to recognize the dissatisfaction manifest in the recent election, particularly with respect to Measures A-1 and A-2. There are some opponents of these measures who think the City overpays its staff, and is generally careless with the taxpayers money. There are others who deny the need for increased revenue, and some opposed Measures A-1 and A-2 but advocate for annexation of Meadowood.
I have several points to make in response.
First, the job market for municipal employees is competitive, and the high cost of living here puts us at a competitive disadvantage, largely because of the time and expense involved in commuting from more affordable communities.
Second, though I am sure there are lapses from time to time, City staff are generally quite careful to follow the budget priorities set by the City Council, and to carefully vet projects presented for Council approval.
Third, the City does need increased revenues, but the cost of the contract in front of you pales in comparison with our projected revenue shortfalls. I suspect that a good number of those opposed to this amendment simply want a different City Manager. This, is many ways, suggests a demand for change. If I had a farm, I would happily bet the farm that we will see significant change in the City Council, its policies and priorities, when the two newly-elected members are sworn in Agenda Item #13.3.
next month.
Fourth, I can't help but believe that a significant part of the present turmoil reflects the long-standing hostility directed at tourist-oriented development by a large segment of our community. This sentiment has long encouraged wishful thinking about the adequacy of City revenues, but does make sense out of the quest to annex Meadowood.
Fifth, I would like to echo former Mayor Galbraith's plea for a more civil civic discourse. Our beautiful City has acquired a reputation for incivility of this kind, and it is definitely a negative factor for our ability to hire and retain quality employees. No one should be suprised that local politics has come to resemble national politics in this respect, but it is nothing to celebrate.
Finally, we all need to pay great heed to the dissatisfaction reflected in the 2024 election and campaigns. Wherever
possible, we need to find ways to address the underlying concerns. At the same time, we need to be mindful that solving real problems requires a reality-based approach easily
undermined by campaign promises and wishful thinking.
Thank you.
Sincerely,
Lester Hardy
Agenda Item #13.3.
From: PAMELA G GOLDMAN
To: cityclerk
Subject: [External] item 13.3 public feedback
Date: Tuesday, November 12, 2024 3:41:11 PM
Hi I am a full time tax paying resident of St Helena and this is the first time I'm reaching out to our local government. My comment is regarding the 11/12/24 meeting item 13.3, bonus, pay raise and contract extension for the City Manager.
At a time when our city is experiencing significant budget shortfalls, and is behind on essential public projects like fixing the quality of our water.. I'd suggest now is not the time to give a performance bonus and raise to the City Manager. Frankly, his handling of our water quality issues that have been going on for more than a year, is hardly worthy of a performance based bonus regardless of the city's financial situation. It has been a colossal failure, and it is unacceptable that the residents of this jewel of a town in wine country cannot bathe in or drink the water. For more than a year! Deliver clean water, that's a basic need in the community. The idea he is entitled or worthy of a performance based bonus, a raise, or a contract extension given his failure to at this basic need in our community is absurd.
We should be reigning in spending, not committing ourselves to more of it. If the City Council is to represent the interests of city dwellers, the correct vote is NO. Our CM should demonstrate he can complete essential public projects, not be rewarded with a performance based bonus, etc, while there is brown sediment coming out of our taps. He doesn't meet the standards of success for a performance based bonus. And honestly, even if he did, we don't have the money for it.
Thank you for considering my comment.
Pamela Goldman
1653 Alexander Ct
Saint Helena CA
707.307.3973
[email protected]
[email protected]
Sent from my iPhone
Agenda Item #13.3.
From: sandra barros
To: cityclerk
Subject: [External] Job title changes and raises 13.3
Date: Tuesday, November 12, 2024 3:40:02 PM
To the City Clerk.
I have lived in St. Helena over 29 years and with our financial problems, I am in favor of delaying the title changes and salary increases, bonuses, etc., on item 13.3 until the following year.
I can’t attend the meeting tonight but wanted to send this email stating my request.
Thank you for this consideration. Raises and bonuses should not be given to anyone at this time. The city needs to conserve money.
Sincerely, Sandra Barros St. Helena resident.
Sent from my iPhone
Agenda Item #13.3.
From: David Strong
To: cityclerk
Subject: [External] ***Spam*** No actions should be taken on City Manager compensation package Date: Wednesday, November 13, 2024 12:06:04 PM
My family and I live in the City of St Helena.
We are a family of five.
I am writing to voice my strong objection to the current lame duck city council taking any actions between now and the end of the term that impacts our city budget. Any actions that would increase our budget should be addressed by the new City Council. It is completely inappropriate for the outgoing City Council to take any actions especially on the compensation of the City Manager. Our city is facing a financial crisis. We the people of the city of St Helena voiced our displeasure with the current direction of the city council by voting overwhelmingly for fiscal discipline and change when we voted for Michelle Deasy and Aaron Barak. Any matters which would increase the city budget in any way should be shelved until the new city council is seated in the new year. Anything else would be a violation of public trust and would do tremendous damage in terms of the relationship between city government and the citizens of St Helena.
Sincerely,
David Strong
702 McCorkle Ave
Agenda Item #13.3.
Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Human Resources
DATE: November 12, 2024
FROM: Mandy Kellogg, Administrative Services Director
SUBJECT: Proposed Approval of a Resolution Authorizing Staffing Recommendations and Documents as Follows:
1. Reclassify the Assistant Public Works Director -
Operations to Deputy City Manager overseeing
Public Works Operations; and
2. Freeze the Assistant to the City Manager for the
remainder of FY 2025; and
3. Add Assistant Planner FTE in the Community
Development Department; and
4. Reclassify the Community Services Officer to
Property & Evidence Technician and increase from
0.75 FTE to 1.0 FTE and establish a salary range of
$69,421 - $84,382; and
5. Approve an Amendment to the Memorandum of
Understanding (MOU) Between the Police Officers
Association (POA); and
6. Duly Adopt and Approve a Publicly Available Pay
Schedule in Accordance with the Requirement of
California Code of Regulations, Title 3, Section
570.5 for Employees Covered Under the POA
MOU.
7. Authorizing the City Manager to Execute an
Employment Agreement for the Deputy City
Manager.
RECOMMENDED
ACTION:
Staff recommends approval of the attached resolution.
PREVIOUS COUNCIL
ACTION:
None.
STATEMENT OF THE
PURPOSE:
The purpose of this report is to reclassify or reallocate several positions to better serve the needs of the
organization.
FINANCIAL IMPACT: The total financial impact of the recommendations is an annual salary savings of $65,550, which is broken down as follows:
Increase in cost to General Fund (Fund 101) - $21,569
Reduction in cost to Water Fund (Fund 561) - $(54,851)
Agenda Item #13.4.
Reduction in cost to Wastewater Fund (Fund 571) -
$(32,268)
BACKGROUND:
When vacancies arise, the City evaluates current organizational needs to determine whether to fill the position as it stands or to realign it to address other gaps within the organization. The City has identified evolving needs within key departments and recognizes that specific position adjustments will enhance departmental capacity, efficiency, service delivery, and enhance retention. Recent assessments have highlighted areas where reallocation of roles and the strategic expansion of existing positions will better serve both the City and the community.
Reclassification allows organizations to realign positions with evolving needs, often consolidating roles or shifting responsibilities to streamline processes and maximize resources. In addition, upgrading or reclassifying roles can make positions more attractive to potential candidates and help retain current employees by offering growth and advancement opportunities.
DISCUSSION:
To address the City of St. Helena's current needs, staff is proposing amendments to the following positions:
Assistant Public Works Director - Operations
Assistant to the City Manager
Community Services Officer
Assistant Public Works Director - Operations | Propose Deputy City Manager Reclassifying the Assistant Public Works Director - Operations to a Deputy City Manager overseeing Public Works Operations enhances strategic oversight and strengthens interdepartmental coordination. The incumbent has been involved in critical citywide projects and initiatives and will continue to assist other departments in achieving their mission. This includes projects in the Police and Fire departments as well as Administrative Services Department. Additionally, this reclassification enables the City to retain a highly talented executive level individual and without negatively impacting her growth prospects. It also brings a higher level of expertise and authority to address complex operational challenges, foster cross-departmental collaboration, and lead initiatives that require broad, integrated planning across city functions.
The established salary range for the Deputy City Manager is $148,087 - $180,000. The proposed change to the organizational chart is reflected in Exhibit A. Since this action is a promotion to an executive level position, staff is also requesting that City Council authorize the City Manager to execute an employment agreement with terms and conditions consistent with the Unrepresented Compensation Program.
Agenda Item #13.4.
Assistant to the City Manager | Propose Assistant Planner The Community Development Department has operated without a second planner position for over four years due to a freeze on this position. Recently, the Senior Planner position was also vacated, leaving the department without dedicated planning staff to provide essential coverage and ongoing support to customers and applicants.
After reviewing the department's current workflow and support needs, it has been determined that both the vacant Senior Planner position should be filled, and the frozen Planner position should be funded as an Assistant Planner position. The Assistant Planner role, as an entry level position, is a cost-effective solution for handling routine planning tasks such as zoning inquiries, building permit review, Temporary Use Permits, and Lot Line Adjustments. This structure would allow the Senior Planner to focus on more complex applications, maximizing the department's efficiency. Currently, the Community Development Director is managing many of these routine tasks in addition to other high-profile projects, underscoring the need for additional planning support.
The City has a vacant Assistant to the City Manager position within the City Manager's office. To address the needs within Community Development, staff recommends reallocating funding from the Assistant to the City Manager position to fund the Assistant Planner position thereby providing necessary support to the department's ongoing workload.
The established salary range for the Assistant Planner is $80,976 - $98,427. The proposed change to the organizational chart is reflected in Exhibit B.
Community Services Officer | Propose Property & Evidence Technician The current Community Services Officer, a 0.75 FTE role, will be vacated upon the incumbent's retirement in December 2024. To enhance recruiting and retention efforts, staff recommends increasing the position from 0.75 FTE to 1.0 FTE. Full-time positions are generally more attractive to prospective candidates as they provide greater stability, and opportunities for career growth, broadening the pool of qualified applicants who prioritize full-time employment. Additionally, increasing the FTE improves retention by providing current and future employees with a more secure and appealing employment arrangement, which fosters greater job satisfaction and reduces turnover. This adjustment supports the organization's goal of attracting and retaining committed and talented individuals.
Staff also recommends reclassifying this position from Community Services Officer to Property & Evidence Technician to better alignment with the position's core duties. The Property & Evidence Technician will be responsible receiving, identifying, classifying, recording, and securely storing various types of property and evidence, as well as maintaining the property and evidence database. The incumbent will ensure the safety and security of all property and evidence in storage and handle dispositions in accordance with legal requirements. Additionally, the reclassified position will manage Agenda Item #13.4.
parking enforcement within the City of St. Helena, providing support to public safety and city operations.
Based on comparable salary ranges for similar roles in the established cities, the recommended salary range for the Property & Evidence Technician is $69,421 - $84,382, reflecting the skills and responsibilities required for this vital role. The reclassification and FTE adjustment ensure the position meets operational needs while enhancing the City's ability to attract and retain qualified candidates. The proposed change to the organizational chart is reflected in Exhibit C.
The proposed personnel reallocations/reclassifications will result in the following financial impact:
Classification Action General
Fund
Water
Fund
Wastewater
Fund Total
Assistant
Director of
Public Works
Reallocate 103,106 77,329 77,329 $ 257,764
Deputy City
Manager - PW Fund 105,248 78,935 78,935 $ 263,118
Variance 2,142 1,606 1,606 $ 5,354
Assistant to
the City
Manager
Delete 135,496 56,457 33,874 $ 225,827
Assistant
Planner Add 149,628 - - $ 149,628
Variance 14,132 (56,457) (33,874) $ (76,199)
Community
Services
Officer
Delete 122,190 - - $ 122,190
Property &
Evidence
Technician
Add 127,485 - - $ 127,485
Variance 5,295 - - $ 5,295
Overall Impact $ 21,569 $ (54,851) $ (32,268) $ (65,550) Overall impact includes salary and benefits.
ENVIRONMENTAL REVIEW: None.
GOAL:
Goal 6: Improve Employee Recruitment, Retention, & Morale Agenda Item #13.4.
Goal 7: Enhance Organizational Effectiveness
DOCUMENTS ATTACHMENTS:
Resolution Reclassification and Reallocation Recommendations FY25 POA Salary Schedule November 12 2024
Police Officer's Assc MOU 7.01.22-06.30 November 2024 Update Redline Police Officer's Assc MOU 7.01.22-06.30 November 2024 Update Clean Exhibit A - Public Works Org Chart
Exhibit B - City Manager and Community Deveopment Org Chart Exhibit C - Police Department Org Chart
Agenda Item #13.4.
CITY OF ST. HELENA
RESOLUTION NO. 2024-
APPROVAL OF A) STAFFING RECOMMENDATIONS B) AN
AMENDMENT TO THE MEMORANDUM OF UNDERSTANDING (MOU)
BETWEEN THE POLICE OFFICERS ASSOCIATION (POA), AND C)
DULY ADOPTING AND APPROVING PUBLICLY AVAILABLE PAY
SCHEDULE IN ACCORDANCE WITH THE REQUIREMENT OF
CALIFORNIA CODE OF REGULATIONS, TITLE 3, SECTION 570.5 FOR
EMPLOYEES COVERED UNDER THE POA MOU, AND D) AUTHORIZE
THE CITY MANAGER TO EXECUTE AN EMPLOYMENT AGREEMENT
FOR THE DEPUTY CITY MANAGER.
RECITALS
A. When vacancies arise, the City evaluates current organizational needs to determine whether to fill the position as it stands or to realign it to address other gaps within the organization; and
B. Recent assessments have highlighted areas where reallocation of roles and the strategic expansion of existing positions will better serve both the City and the community; and
C. To address the City of St. Helena's current needs, staff is proposing amendments to the following positions:
1. Reclassify the Assistant Public Works Director – Operations to Deputy City Manager; and
2. Freeze the Assistant to the City Manager for the remainder of FY2025; and
3. Unfreeze the planner position in the Community Development Department and fill the position with an Assistant Planner; and
4. Reclassify the Community Services Officer to Property & Evidence Technician, establish a salary range of $69,421 - $84,382, and increase the position from
0.75 FTE to 1.0 FTE; and
D. The City of St. Helena contracts with the California Public Employee Retirement System (“CalPERS”) to provide retirement benefits for its employees; and E. Pursuant to California Code of Regulations, Title 2, Section 570.5, CalPERS requires governing bodies of local agencies contracting with CalPERS to approve and adopt a publicly available pay schedule in accordance with public meeting laws; and
Agenda Item #13.4.
F. On November 12, 2024, via this resolution City Council is ratifying an amendment to the three-year agreement with the POA which includes the addition of the new classifications of Property & Evidence Technician; and G. Staff updated the POA pay scale with an effective date of September 12, 2024; and
H. Staff is requesting authorization for the City Manager to execute an employment agreement for the Deputy City Manager with terms and conditions consistent with the Unrepresented Compensation Program.
RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:
1. The Council hereby approves staffing recommendations as follows:
a. Reclassify the Assistant Public Works Director – Operations to Deputy City Manager; and
b. Freeze the Assistant to the City Manager for the remainder of FY2025; and
c. Unfreeze the planner position in the Community Development Department and fill the position with an Assistant Planner; and
d. Reclassify the Community Services Officer to Property & Evidence Technician, establish a salary range of $69,421 - $84,382, and increase the position from 0.75 FTE to 1.0 FTE; and
2. That the City of St. Helena Publicly Available Salary Schedule which includes a revised salary schedule for members included in the POA MOU is hereby approved and adopted in accordance with the requirements of California Code of Regulations, Title 2, Section 570.5; and
3. That the revised City of St. Helena Publicly Available Salary Schedule for the Police Officers Association makes no changes to the salary schedules for other classifications; and
4. That the City of St. Helena Publicly Available Salary Schedule will be posted on the City’s website and will be made available for public inspection for not less than five years; and
5. Approves the amendment to the POA MOU to include the Property & Evidence Technician classification.
6. Authorize the City Manager to execute an employment agreement for the Deputy City Manager with terms and conditions consistent with the Unrepresented Compensation Program.
Agenda Item #13.4.
Approved at a regular meeting of the St. Helena City Council on November 12, 2024, by the following vote:
Mayor Dohring: _____
Vice Mayor Hall: _____
Councilmember Chouteau: _____
Councilmember Kenealy: _____
Councilmember Summers: _____
APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #13.4.
Position Timebase* A B C D E
Dispatcher Annual 69,421 72,893 76,537 80,364 84,382
Monthly 5,785 6,074 6,378 6,697 7,032
Hourly 33.38 35.04 36.80 38.64 40.57
Property & Evidence Technician Annual 69,421 72,892 76,537 80,363 84,382 Monthly 5,785 6,074 6,378 6,697 7,032
Hourly 33.38 35.04 36.80 38.64 40.57
Dispatch Supervisor Annual 83,332 87,498 91,873 96,467 101,290 Monthly 6,944 7,292 7,656 8,039 8,441
Hourly 40.06 42.07 44.17 46.38 48.70
Police Officer Trainee Annual 57,563 60,441 63,464 66,637 69,969 Monthly 4,797 5,037 5,289 5,553 5,831
Hourly 27.67 29.06 30.51 32.04 33.64
Police Officer Annual 95,940 100,737 105,774 111,063 116,616 Monthly 7,995 8,395 8,815 9,255 9,718
Hourly 46.13 48.43 50.85 53.40 56.07
Sergeant Annual 115,174 120,933 126,980 133,329 139,995 Monthly 9,598 10,078 10,582 11,111 11,666
Hourly 55.37 58.14 61.05 64.10 67.31
(1) Longevity Pay - Employees are eligible to receive longevity based on continuous years of employment according to the dates and rates below:
5 years - 2.5% of base salary
10 years - 5.0% of base salary
15 years - 7.5% of base salary
20 years - 10% of base salary
(3) POST Certificates - Additional monthly salary compensation shall be received by an employee attaining certificates, as follows:
POST Intermediate Certificate - $150.00
POST Advanced Certificate - $275.00
POST Records Supervisor Certificate - $150.00
(4) Special Assignment Pay:
Motorcycle Officer, Range Master or Reserve Coordinator - $200.00 per month Field Training Officers or Communication Training Officers - 7% of their daily salary, per day, while assigned to the trainee Records Coordinator - 5% of regular salary
Canine, Officer Investigator Position, and School Resource Officer - 3% of base salary Police Service Dog Handler - $342.19 per pay period
(6) Uniform Allowance - Employees shall receive uniform allowance as follows:
Sworn Personnel - $1,250.00
Dispatch and CSO Personnel - $1,000.00
riding gloves (1 cold weather and 1 warm set) and Protective eyeglasses (not to exceed $150.00) Bicycle Patrol - Gloves, Helmet, Padded Shorts, Padded Pants, Protective Eyeglasses, Pedal Retention Devices, and Inclement Weather Clothing *Annual time base payrate is rounded up to the nearest whole dollar, while all other time base payrates are rounded to the nearest cent. (2) Bilingual Pay - Employees who are certified as fluent in both written and verbal Spanish language will receive a 5% pay differential that is added to the employee's base salary. Employees determined to be able to communicate in Spanish at a level adequate for law enforcement purposes will receive incentive pay of an additional $150.00 per month.
(5) Holiday Pay - Full-time employees will accrue 3.69 hours per pay period, which will be paid out each pay period at the employee's current hourly rate.
Motorcycle Officers - 1 pair of Police motorcycle boots, 2 pairs of Police motorcycle pants, 1 Police motorcycle leather jacket, 2 sets of CITY OF ST. HELENA PUBLICLY AVAILABLE SALARY SCHEDULE
Police Officers Association
Approved and Adopted November 12, 2024
Effective November 12, 2024
FY 2024-2025
Steps
Agenda Item #13.4.
MEMORANDUM OF UNDERSTANDING
BETWEEN
ST. HELENA POLICE OFFICERS' ASSOCIATION
AND
CITY OF ST. HELENA
FOR THE PERIOD
July 1, 2022 – June 30, 2025
Adopted on June 13, 2017 ‐ July 1, 2017 – June 30, 2022 First Amendment ‐ Adopted on February 11, 2020
Second Amendment ‐ Adopted on July 14, 2020 – July 1, 2020 – June 30, 2022 Third Amendment ‐ Adopted on June 28, 2022 – July 1, 2022 – June 30, 2025 Fourth Amendment – Adopted om November 12, 2024 – July 1, 2022 – June 30, 2025 Agenda Item #13.4.
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ARTICLE 1
PREAMBLE
This Memorandum of Understanding (MOU) is made and entered into between the City of St.
Helena, hereinafter referred to as "City," and the St. Helena Police Officers' Association, hereinafter referred to as "Association," pursuant to California Government Code Section 3500 et seq. The purpose of this Memorandum of Understanding is the establishment of rates of compensation, hours of work and other terms and conditions of employment.
ARTICLE 2
RECOGNITION
2.1 The City of St. Helena recognizes the Association as the recognized and exclusive representative for the following classifications: Police Officer, Police Corporal, Police Sergeant, Dispatcher, Property & Evidence Technician, Community Service Officer, and Police Officer Trainee.
2.2 Thisrecognition is exclusive of (1) management employees, (2) temporary employees and (3) part‐time employees.
2.3 (a) The term "Peace Officer" is defined as any member who is a full‐time sworn personnel per 830.1 PC.
(b) The term "Dispatcher" is defined as any member who is a full‐time Ddispatcher, full‐ time Property & Evidence Technician and/or % time Community Service Officer (CSO). (c) The term “Police Officer Trainee” is defined as any member who is a full‐time non‐ sworn police trainee.
ARTICLE 3
ASSOCIATION RIGHTS
The Association shall have the following rights and responsibilities:
3.1 Reasonable advance notice of any City ordinance, rule, resolution or regulation directly relating to matters within the scope of this MOU.
3.2 Reasonable use of one bulletin board at the Police Department.
3.3 The right to payroll deductions made for payment of Association dues and for City‐ approved programs.
Agenda Item #13.4.
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3.4 The right to represent its members before the City Council or the City Council's designee with regard to wages, hours and other matters within the scope of representation, subject to the provisions of applicable Federal, State or City laws and regulations.
3.5 The use of City facilities for regular, normal and lawful Association activities, providing that appropriate advance arrangements are made. The granting of such use may be conditioned on appropriate charges to offset the cost of such use.
3.6 Reasonable access to employee work locations for officers of the Association and their officially designated representatives for the purpose of processing grievances or contacting members of the organization concerning business within the scope of representation. Access shall be restricted so as not to interfere with the operations of the Police department or with established safety or security requirements.
ARTICLE 4
CITY RIGHTS
To insure that the City is able to carry out its constitutional and statutory functions and responsibilities, the City retains its rights, including but not limited to the right to direct the work force; to select and determine the number of employees and skills required; to determine job classifications; to hire, transfer, promote, suspend, discipline and discharge employees; to assign work to employees in accordance with requirements of the City; to establish and change work schedules and assignments; to lay off employees for lack of work in accord with past practice; to expand or diminish services; to subcontract any work or operationsin accord with its past practice as necessary to maintain public safety; to determine and change methods of operations; to determine and change work locations and the processes and materials to be employed; to take all necessary actions to perform its functions in emergencies.
ARTICLE 5
GRIEVANCE PROCEDURE
5.1 Grievance Defined: A grievance is a formal allegation by a member of the Association who has been adversely affected by an alleged violation of the specific provisions of the MOU during itsterm, excluding all City ordinances, resolutions, rules and regulations, the subject of which are not specifically covered by the provisions of this MOU. This grievance procedure shall not apply to discipline. This grievance procedure shall be the exclusivemeans ofresolving contract grievances of employees covered by this MOU.
5.2 Procedure:
Step 1: Informal Discussion. Within ten (10) calendar days of the occurrence of an act in dispute, an employee shall discuss it with his or her immediate supervisor, who shall investigate and attempt to resolve the matter. The supervisor shall give the employee an Agenda Item #13.4.
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oral reply within five (5) calendar days after the discussion. If the employee is not satisfied with the response, she or he may proceed to the next step.
Step 2: Department Head's Determination. Any dispute not resolved at Step 1 may be submitted to the Police Chief or his designee in writing within ten (10) calendar days afterthe supervisor's response citing the specific provision of this Agreement in dispute. A copy shall be provided to the immediate supervisor. Within five (5) calendar daysthereafter, a meeting shall be scheduled with the employee by the Police Chief or his designee who shall attempt to resolve the matter. The Police Chief or his designee shall give the employee a written reply within five (5) calendar days after such meeting. If the employee is not satisfied with the response, he or she may proceed to the next step.
Step 3: City Manager Review. Any dispute not resolved at Step 2 may be submitted in writing, with copies of Step 2 response, within five (5) calendar days after the Police Chiefs or his designee's response, to the City Manager. In the event that a dispute is referred to the City Manager, he or she shall schedule a meeting within five (5) calendar days with the employee to discuss the matter. After consideration of the facts, the City Manager shall give his or her written decision to the employee within five (5) calendar days after the meeting.
Step 4: City Council Review. If the employee is not satisfied with the decision, the employee may request a hearing before the City Council. Such request for hearing must be submitted within fifteen (15) days of receipt of the City Manager's decision and shall include in detail the facts giving rise to the general grievance and all supporting documentation necessary for City Council consideration. Management shall calendar on the City Council agenda such request and supporting documentation within thirty (30) days. The matter may be heard in open or closed session as permitted by law. The City Council shall have the following options:
1. Refuse to hear the appeal, or
2. Make a decision on the documentation submitted, or
3. Hold a hearing after which they shall make a decision. The decision of the City Council shall be final.
ARTICLE 6
HOURS OF WORK
6.1 Work Week. The work week for full time personnel will be defined by the FLSA public safety definition. The City and the POA recognize this to mean employees will work 160 hoursin a 28 day period. The currentschedule is a 12‐hourshiftschedule. Otherschedules may be implemented should this need occur. The City will explore with the POA alternative schedules to meet the operating needs of the department.
Agenda Item #13.4.
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6.2 Shift Change Notification. The Department shall make every effort to maintain the employee'sscheduled days off on a consistent basis during the posted four(4) month rotation period. Shift work employees shall be granted five (5) working days of advance notice of changesin scheduled shifts unlesssuch change is due to illness or emergency.
6.3 Meal Times. Meal time for shift employees and non‐shift employees is thirty (30) minutes.
6.4 Meal Time Call‐Out for Shift Employees. Shift personnel receive meal time as paid time and shall be subject to call‐out during the meal time.
6.5 Rest Periods. Rest periods will normally be provided to employees at the rate of fifteen (15) minutes for each four (4) hours worked. Rest periods are not to be construed as meal time.
6.6 Missed Rest Periods and Meal Times. Forshift employees,since meal time and rest periods are paid time, nothing in this section provides for or implies any additional compensation or benefits if a rest period is not received.
6.7 Definition of Shift Employees. Shift employees are those assigned to positions, the duties of which are performed on a 24‐hour a day, 7‐day a week basis, and include Police Officer, Police Corporal Police Sergeant, Community Service Officer, Dispatcher/Clerk and Police Officer Trainee.
6.8 Graveyard Shift. Effective the first full pay period in July 2023, shift employees assigned to work the graveyard shift (6:00 p.m. to 6:00 a.m.) will receive shift differential pay in the amount of two (2) percent of base pay for assignment to the “graveyard” shift.. “”
6.9 The City shall maintain the “two on‐two off’ system during shift rotations to the best of the City’s ability and based on available staffing. This article shall be open to meet and confer.
ARTICLE 7
OVERTIME
7.1 Hours Paid. Employees will be paid regular pay for working their regular assigned hours.
Employees will be paid overtime atthe rate oftime and one‐half for all hours worked in excess oftheirregularscheduled hours on a given day orfor hours worked in excess of FLSA standards for public safety employees. An example of this would include an employee that is regularly assigned to a 12‐hour shift would be paid overtime should their work day exceed 12 hours.
Employees assigned on a 3/4 time basis or employees assigned to an 8 hour day will be paid overtime should their work day exceed 8 hours.
Agenda Item #13.4.
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7.2 Overtime
A. Regular Overtime Rate. Employees shall be paid overtime at the rate of time and one‐half their regular rate of pay, including special pay which is part of their regular pay (e.g., longevity, special duty, educational compensation).
B. Minimum Units of Overtime. Overtime is recorded and paid on the basis of fifteen (15) minute increments (rounded up or down) to the nearest fifteen (15) minute increment. As an example, working seven (7) minutes beyond/before a shift would equal no paid overtime, while working eight (8) minutes beyond/before a shift would equal fifteen (15) minutes of overtime paid to that employee.
7.3 Hours Worked. Holidays, vacation, compensatory time off and sick leave shall constitute hours worked for the purposes of computing overtime.
7.4 Compensatory Time Off. Notwithstanding the provisions of this section, police employees may be granted compensatory time off for overtime credit, at the discretion of the Police Chief and with due regard to the wishes of the employee. Compensatory time off may be accumulated up to a maximum of one hundred twenty (120) hours.
7.5 Scheduling Compensatory Time Off. Requests to use compensatory time off shall be granted with due regard for operational necessity, such as staffing levels. Employees requesting CTO willsubmit a requestto the scheduling supervisor. If granting the CTOrequest creates the need for coverage, a sign‐up will be posted, if no employee signs up to work 72 hours prior to the requested leave, the CTO request will be denied.
7.6 Department Meetings. All department meetings called by the Chief attended by police employees on off‐duty time shall be paid overtime at the rate of time and one‐half.
7.7 Call Back Pay. Employees who are called to duty at a time they are not scheduled to work shall be compensated at the rate of time and one‐half (1 +1/2) of the employee's regular rate of pay with a minimum compensation of two (2) hours. Call back overtime is unscheduled overtime as opposed to early start or extended day.
7.8 Court Time Pay. Employees who are subpoenaed to appear in court, at a time when they are not working, about events arising out of their employment, shall be compensated at the rate of time and one‐half (1 +1/2) of the employee's regular rate of pay. If such court appearance neither begins nor ends contiguous to the employee's scheduled shift, the employee will be compensated for a minimum of three (3) hours for each required appearance. Employees who have been subpoenaed to appear, and are cancelled from such appearance with less than forty‐eight (48) hours notice, shall receive two (2) hours pay at their overtime rate.
Agenda Item #13.4.
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7.9 Vacation Call Back. An employee called in to work during his or her regularly scheduled vacation period shall be compensated at a rate of one and one‐half (1+ ½) times her or his regular rate of pay for all time worked.
7.10 Double‐back Pay. When an employee is required to work two scheduled shifts within any twenty‐four hour period, the first two hours of the second shift period worked will be at the overtime rate, provided thatthis provision shall not apply in any situation when the scheduling was done for the convenience of the employee or as a result of a "shiftswap."
7.11 Training Travel.
A. Employees assigned to training will have their normal work hours adjusted to reflect work hours of 8:00 a.m. to 5:00 p.m. with one hour off for lunch. The first and last day of class will reflect a ten hour work day (1/2 hour travel each direction and one hour for lunch are not compensated.) If the first or last day of training islessthan ten hours the employee shall have the option of completing the work day at SHPD, or taking compensatory time off. Travel time is considered portal to portal.
B. If travel to a training site occurs during non‐normal working hours, or on a scheduled day off, the employee shall be compensated at time and one half (1 + ½).
C. Employees will not be compensated for travel to pick‐up or drop off a city vehicle.
D. Subsistence reimbursement will be according to P.O.S.T. guidelines. No receipts are required. If a motel room is unavailable at the P.O.S.T. rate, the difference will be reimbursed based upon receipts, single occupancy, government rates. Lodging will not be reimbursed for the night prior to start of training, if training is within a 30‐mile radius of point of departure. (refer map, Appendix D) ARTICLE 8
SALARY
8.1 Effective July 1, 2022, all bargaining unit members shall receive a Cost of Living (COLA) increase of five (5) percent.
Effective the first full period in July of each year of the successor agreement, all bargaining unit members shall receive an increase to base salary equal to the year over year (April/April) percentage increase in the San Francisco/Oakland/Hayward CPI‐U with a floor of three (3) percent and a ceiling of five (5) percent.
Agenda Item #13.4.
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8.2 Equity Adjustment. The City will provide equity adjustments for POA represented positions until each classification is within five (5) percent of salary market median (95%) based on updated information from Ralph Anderson & Associates. Annual CPI increases (Article 8.1) for both the City of St. Helena and the market jurisdictions(refreshed annually) are to be considered for the purpose of this calculation. Ralph Anderson & Associates provided updated information to the City in May 2022 based off the cities/entities used in the previous study. Chart 1 provides a summary of the percent increase in salary to arrive at market median (95%) for each POA position as of May 2022.
Chart 1
Equity adjustments will take place every six (6) months until each classification is within the range and will be as follows:
7/1/22 – Equity Adjustment of two and one‐half (2 ½) percent 1/1/23 – Equity Adjustment of two (2) percent
7/1/23 – Equity Adjustment of two (2) percent
1/1/24 – Equity Adjustment of two (2) percent
7/1/24 – Equity Adjustment of two (2) percent
1/1/25 – Equity Adjustment of two (2) percent
ARTICLE 9
INCENTIVE PAY
9.1 Additional monthly salary compensation shall be received by an employee attaining POST Certificates, asfollows:
POST Intermediate Certificate $100.00
POST Advanced Certificate $200.00
POST Records Supervisor Certificate $100.00
Effective the first full per period in July 2024, additional monthly salary received by an employee attaining POST Certificatesshall be asfollows:
POST Intermediate Certificate $150.00
POST Advanced Certificate $275.00
Position Title % out of 95% Market Median
Community Services Officer No comparable
Dispatch Supervisor ‐21.7%
Dispatcher ‐16.6%
Police Lieutenant/Commander ‐23%
Police Officer ‐25.4%
Sergeant ‐23.3%
Agenda Item #13.4.
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POST Records Supervisor Certificate $150.00
9.2 Employees who are fluent in both English and Spanish, both verbal and written, will receive incentive pay in the amount of five (5) percent of his or her base salary. Fluency is determined through an interview and written examplesthat demonstrate thisskill. Testing isscheduled in June and December. Incentive pay is awarded to begin the following month. This incentive pay issubject to supervisor review should a performance issue occur.
9.3 Employees determined to be able to communicate in Spanish at a level adequate for law enforcement purposes will receive incentive pay of additional $150.00 per month.
Competency at this level is determined through a demonstration of this skill to a community panel as selected by the Chief of Police. Testing is scheduled in June and December. Incentive pay is awarded to begin the following month. This incentive pay is subject to supervisor review should a performance issue occur.
ARTICLE 10
LONGEVITY
Longevity pay shall be granted to any permanent employee on his or her fifth anniversary of continuous employment at the rate of two and one‐half (2 ½) percent of present salary. At her/his tenth anniversary, the percentage increment shall be five (5) percent; at the fifteenth‐year anniversary, the percentage increment shall be seven and one‐half (7 ½) percent; at the twentieth year anniversary and thereafter, the increment shall be ten (10) percent.
ARTICLE 11
SPECIAL ASSIGNMENT
11.1 An officer, while assigned to the position of Motorcycle Officer, Range Master or Reserve Coordinator with at least six (6) regularly working reserve officers under supervision, shall receive additional compensation of $200.00 per month. This shall be part of the regular pay.
11.2 Officers or Dispatchers assigned as a Field Training Officers or Communication Training Officer shall receive an additional seven (7) percent of their daily salary, per day, while assigned to the trainee.
11.3 A Dispatcher designated as Records Coordinator shall receive additional compensation of five (5) percent of his or her regular salary.
11.4 Officers working special duty for film making or similar work, which work is paid for by a film production company or similar enterprise, shall be paid for a minimum of four hours at the regular overtime rate.
Agenda Item #13.4.
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11.5 Officers, while assigned to the Investigator position, School Resource Officer, or K‐9 Handler shall receive an additional compensation of three (3) percent of base salary when acting as an Investigator, School Resource Officer, or K‐9 Handler.
11.6 Police service dog handler is paid for through the Citizens' Option for Public Safety (COPS).
This program continues as long as funds from this program is available.
1. A Police service Dog handler ("Handler") who is regularly assigned the responsibility for the care,shelter and feeding of a police Dog shall be indemnified by the CITY for all such costs. Expenses related to the care, shelter and feeding of a police Dog include the following: medical costs, veterinarian costs, food, construction and maintenance of a shelter, and kennel costs during the Handler's vacation.
2. Handler shall be compensated in accordance with the POA Memorandum of Understanding for attendance at monthly training sessions related to their assigned police Dog.
3. All expenses provided for by the CITY under Section 1 shall be pre‐approved by the Chief of Police or his designate before such reimbursement will be granted to the Handler, and the Handler shall furnish proof to the satisfaction of the CITY for such expenditure.
4. Handlers shall be of the rank Police Officer. The assignment shall be voluntary. Once accepted forthe assignment,theHandlershallremain subjectto all PoliceDepartment regulations, except as provided herein.
5. The police Dog isthe property of the City of St. Helena. The Handler may voluntarily keep the police Dog at his/her place of residence, subject to recall by the CITY.
6. The Handlerisresponsible forthe care and feeding of the police Dog. If at any time the Handler is unable to use the police Dog because of its poor health, which is due to the Handler's negligence, the Handler may be disciplined, removed from the canine program, and the police Dog removed from the Handler's custody. If at any time the police Dog is forced to be retired from police service because of its poor health, which is due to the Handlers negligence,seek damagesfrom the Handler for the lost value of the remaining years, or fraction thereof, of expected service of the police Dog. The damagesto which the CITY will be entitled to isthe sum of $10,344.00. Multiplied by a fraction,the numerator of which isthe remaining years orfraction thereof, of expected service of the police Dog and the denominator four (4) years; that is expected years of service of a police Dog.
7. Upon termination of employment with the CITY or participation in the canine program, the Handler may,subjectto the CITY'S sole and exclusive discretion, purchase the police Dog from the CITY. The purchase price shall be the sum of $10,344.00, multiplied by a fraction,the numerator of which isthe remaining years, orfraction thereof, of expected Agenda Item #13.4.
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service ofthe police Dog and the denominatorfour(4) years;thatis,the expected years of service of the police Dog. When the police Dog is retired from service due to age, health or injury, the Handler may, subject to the CITY'S sole and exclusive discretion, purchase the police Dog from the CITY for $1.00. Upon purchase of a police Dog by the Handler, the CITY thereby relinquishes all control over the care, feeding and maintenance of the police Dog and any responsibility to pay forsuch services, including the payment of compensation to the Handler under this Agreement, as well as any liability for the actions of the police Dog. Any and all such control, responsibility, and liability for the police Dog will be assumed by the Handler on the day of the purchase.
8. For purposes of this section, the date upon which the police Dog is first put into active duty with its Hander shall be the date from which the expected years of service of the police Dog shall commence.
9. The handler is authorized to drive a marked police car, equipped with a canine cage, between home and work. In addition to other City or Department policies regarding use of vehicles, the following provisions apply:
a) Vehicle shall be used for official City business only. When commuting, the handler shall not deviate from a direct path between home and work or stop enroute for personal business.
b) Handler must have his valid driver license and department ID in his possession when operating the vehicle. (The Police Department uniform will be considered department ID.)
c) Only law enforcement personnel will operate the vehicle. d) When handler is on vacation or other leave, or is on a trip away from home, the City vehicle must be left at the Police Department. e) When commuting, the handler will not engage in law enforcement activity when outside the St. Helena City limits, unless requested to assist another agency. It is appropriate forthe handlerto use the police radio to advise anotherjurisdiction of observed criminal violations.
1) This subsection does not apply should the handler witness a felony or serious incident where a person'ssafety is atrisk. Assoon as practical,the handlershall notify the agency of jurisdiction.
10. CITY will compensate EMPLOYEE for feeding, grooming, and general care of the Dog.
It is estimated that the time spent on non‐police work care of the Dog averages approximately sixty (60) minutes per day. Further, it has been determined that said time is substantially similar to the care given to a household pet or other dog. The hours are compensated at the California prevailing minimum wage at the overtime Agenda Item #13.4.
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rate of time and a half. As of January 1, 2022, the minimum wage is $15.00 per hour which equals $22.50 per hour at time and a half. At this rate, the EMPLOYEE will be paid $22.50 per hour times 365 (daysin the year) divided by the number of paychecks in the year (24), excluding the 3rd paycheck of the month which occurstwice annually.
Thisrate calculatesto $342.19 per paycheck.
As the prevailing minimum wage is adjusted, the same calculations shown above will be used to determine the new pay per paycheck.
ARTICLE 12
EDUCATIONAL REIMBURSEMENT
Each employee is eligible for reimbursement for up to a maximum of $300.00 during any fiscal year for tuition and fees for Spanish language classes at Napa Valley College (or approved equivalent institution) that will aid the employee in the performance of his or her duties. Reimbursement will be paid upon obtaining a passing grade or a certificate of completion. These classes are scheduled on the employees own time and are not considered on‐duty hours.
The City of St. Helena encourages professional growth which is beneficial to both the City and the employee. The City will provide reimbursements for employees up to $1,500 per fiscal year for expenses incurred for education for which the employee earns college credits from an accredited college, which would promote professional development. The program is voluntary.
ARTICLE 13
SICK LEAVE
13.1 Accrual. Sick leave with pay shall accrue to employees in the classified service at the rate of one work day for every calendar month of service, with no limit to accumulated time.
13.2 Administration. An employee who must absent himself/herself from work shall notify his/her immediate superior or department head at least two hours prior to the beginning of his/hershift, unless circumstances of the illness preventssuch advance notice, butin no case later than the start of the his/her tour of duty and may be required to provide a physician's certificate for absence due to illnesses of more than three working days or at the request of the department head. Any employee may be required to submit to an examination by a licensed physician designated by the City and at the City's expense to determine the state of the employee's health.
13.3 Reasons for Granting. Sick leave shall be granted to eligible employees in the following cases:
A. Personal illness or incapacity resulting from causes beyond the employee's control; Agenda Item #13.4.
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B. Illness of a member of an employee's immediate family (defined as father, mother, sister, brother, spouse, or child) and of sufficient nature to require his or her personal care and attention and only until other adequate arrangements can be made.
C. Preventive medical, dental and optical examinations where appointments are unavailable or impractical during non‐working hours.
13.4 Sick Leave Abuse. When it is determined by investigation that sufficient evidence exists to demonstrate an employee has or is abusing the sick leave privilege, the Department Head, upon approval by the City Manager, may suspend that employee's use of the sick leave benefit for such period of time as is determined necessary to deter future abuse, which may be in addition to any other disciplinary action that may be appropriate.
13.5 All eligibility for sick leave with pay shall be canceled upon separation of the employee from the City service, provided that if such separation is by layoff, this accumulated eligibility shall be restored to him/her in whole by the City Manager upon reemployment.
13.6 Employees who are on authorized vacation or holiday leave and become ill, or are otherwise disabled through accident not a result of vicious habits or intemperance, may charge such sickness or disablement to credited sick leave, provided satisfactory evidence is presented to the City Manager indicating the total number of daysto be so charged.
13.7 Sick Leave Accrual Incentive.
A. Upon separation in good standing from employment with ten years of service to the City, the City will pay an employee for unused sick leave in the following amount: the total number of hours of sick leave accumulated, multiplied by the hourly rate of pay of the employee at the time of separation, divided by two.
B. Retiring employees have the option that the number of hours of accumulated sick leave times the hourly rate of the employee at the time of retirement may be applied towards health insurance premiums until such amount is depleted.
Insurance premiums paid under this provision may apply towards any health or dental insurance policy normally available to employees, subject to any limitations imposed by the insurance company. Such policies may include coverage of dependents of the employee.
C. Effective July 1, 2020, the City will not pay the employee upon separation in good standing from City employment for unused sick leave accrued on or after July 1, 2020. No new sick leave hours will be eligible for the conversation or payout benefits described in Section 13.7 of the MOU beginning July 1, 2020. Those employees who have accrued hours eligible for this benefit on or before June 30, Agenda Item #13.4.
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2020 will have such eligible hours placed in a separate bank and will be permitted to convert them in accordance with the provisions of Section 13.7.
ARTICLE 14
VACATION LEAVE
14.1 Eligibility. Employees shall be entitled to annual full or prorated vacation leave with pay except employees who have served less than six months in the service of the City.
14.2 Earning and Accrual Rates. Vacation shall be earned and accrued by regular employees at the following rates:
A. Full time Sworn Officers shall earn and accrue vacation at the rate of no less than fifteen days per year; non‐sworn full time Police Officer Trainee, Dispatchers, Property & Evidence Technician, and Community Service Officers shall earn and accrue vacation at the rate of no less than ten days per year.
B. After six years of continuous employment, Sworn Officers, Dispatchers, Property & Evidence Technician, and Community Service Officer will earn and accrue vacation at the rate of sixteen days per year, and the rate of earning and accrual shall increase after each additional full year of employment to a maximum accrual rate of twenty days per year.
14.3 Vacation may be taken the first day following the completion of six months service but not in units of less than two hours.
14.4 If operating necessities are such that an employee cannot take all of her or his accrued vacation within an accrual year,the balancemay be carried forward to the next year, however, the maximum accumulation of vacation leave shall be 45 days. For purposes ofthis paragraph, accrual yearshall commence on the entrance‐on‐duty anniversary date.
14.5 Employees separated from City service shall be paid a lump sum for all vacation accrued prior to separation.
14.6 Effective July 1, 2017, every permanent employee shall be allowed to cash out up to 40 hours of accrued vacation leave per calendar year provided the employee maintains a minimum of 80 hours in his/her vacation leave bank. Eligible employees may cash out vacation leave pursuant to this subsection once per year by submitting a request to the Human Resources Department no later than December 15.
Agenda Item #13.4.
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ARTICLE 15
SCHEDULING PAID LEAVE
Vacation and holiday time off shall be scheduled by seniority choice. A "time off request sheet" (includes holiday and vacation credit)shall be posted in December of each year to solicit "requestsfor time off." Said schedule, when approved by the Police Chief or his designee,shall be effective January 1 forthe subsequent calendar year. Requestsshall be granted based upon legitimate operating needs and not unreasonably denied. Changesto the schedule during the yearshall be subjectto the approval of the Police Chief or his designee. "Bumping" is not permitted without the consent of the affected employee.
ARTICLE 16
HOLIDAYS
16.1 In lieu of holiday time off, employees shall receive additional holiday compensation on a prorated basis on each paycheck, for a total of twenty‐six (26) paychecks annually, for the hours of twelve (12) recognized city holidays. Member's compensation for holidays shall be computed in the same fashion as is the rate of pay for vacation.
16.2 Holiday accrual: Full time employees 3.69 hours per pay period.
Part time (3/4 time) employees 2.77 hours per pay period.
One Floating Holiday ‐ Unspecified Personal Convenience Holiday Three Additional Floating Holidays ‐ Employees continuously employed by the City for at least five years shall be granted three additional Unspecified Personal Convenience Holidays. Personal Convenience Holidays must be used prior to the end of the calendar year and will not accrue.
16.3 Non‐shift employees shall normally take a holiday off on the day it falls, except that when a holiday falls on a Saturday the preceding Friday shall be observed. When a holiday falls on a Sunday, the following Monday shall be observed.
ARTICLE 17
BEREAVEMENT LEAVE
Employees shall be allowed a leave of absence on full pay, for up to seven calendar days when the absence is due to a death in the immediate family. Those in the immediate family are: mother, father, grandmother, grandfather or grandchild of the employee or of the spouse of the employee, and the spouse, son, son‐in‐law, daughter, daughter‐in‐law, brother or sister of the employee, or any relative living in the immediate household of the employee.
Agenda Item #13.4.
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ARTICLE 18
MATERNITY LEAVE
The City Manager may grant a leave of absence without pay to any probationary or permanent employee who becomes disabled as a result of pregnancy, which disability prevents her from performing the duties of her position. Such leave shall not exceed four months whether or not it is combined with sick leave, vacation, compensatory time off and/or leave without pay. Such request shall be accompanied by a recommendation and explanation from the Department Head as to how an adequate level of service can be maintained during the employee's absence.
Employee benefits will continue to be paid by the City during approved short‐term leave.
ARTICLE 19
JURY LEAVE
19.1 Employees called as trial jurors shall be entitled to absent themselves from duties with the City during the period of such service or while necessarily being present in court as a result of such call. Under such circumstances, the employee shall be paid the difference between the employee's full salary and any payment received for jury service, except travel pay.
19.2 Employees assigned to swing and graveyard shifts may be temporarily assigned to day shift. If such employee is released from jury duty after serving less than their shift hours, inclusive of meal and driving time, such employee may be required to report to the Police Department to serve the remainder of theirshift. Employees may also use vacation or CTO to complete the remainder of the shift. Such shift assignment may be made by the Chief of Police in due consideration of operational need and circumstances.
ARTICLE 20
ADMINISTRATIVE LEAVE
An employee who is determined to be disabled and unable to perform his or her normal duties may, at the discretion of the City Manager, be assigned to be on Administrative Leave. During such Administrative Leave, the employee may be assigned to have "normal" work hours of 9:00 a.m. to 5:00 p.m. and days off of Saturday and Sunday. If any fixed holidays occur during the time of disability, the employee will be assumed to be "off on holiday" and will not receive additional pay for the holiday. During the period of assignmentto Administrative Leave,the employee may be required to testify in court or perform other functions the employee is capable of performing.
Agenda Item #13.4.
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ARTICLE 21
HEALTH AND WELFARE INSURANCE AND BENEFITS
21.1 Health Insurance:
A. The City will pay for health insurance coverage for the employee and all dependents.
Employees hired prior to July 1, 1990 who have no dependents will receive a salary supplement of $65 per month in lieu of the dependent coverage. It is the City's intent that during the term of this MOU, medical benefitsshall remain at the current level.
B. Effective July 1, 2005, deductible rates for employees were changed to lower the increases in health costs.
C. In the event City's health insurance premiumsincrease more than five percent(5%) on July 1 of any given year, the city can amend the health plan to the next higher deductible tier to offset costs. In the event the health insurance premiums increase more than fifteen percent (15%) after deductibles have been amended, the members agree to split the cost increase 75%/25%, with the employee paying 25%.
D. In order to bring employees in this bargaining unit to parity with other City employees in terms of the applicable deductibles in health plans offered, effective July 1, 2017, the City will change the Anthem health insurance plan provided to employees from the $500 deductible plan to the $250 deductible plan. The City may make future changes in deductibles to this and other plans as specified in Section 21.1(C).
21.2 Dental Insurance: The City will pay for each employee the full premium for Dental Insurance Benefits covering the employee and all dependent family members.
21.3 Life Insurance: The City will pay for each employee the full premium for term life insurance in the amount of $25,000. The employee will have the option to purchase additional insurance up to an additional $20,000.
21.4 Disability Insurance: The City will pay for each employee the full premium for a disability insurance plan covering the employee.
21.5 Effective July 1, 2017 subject to REMIF approval, the City will obtain and pay the full premium for a REMIF vision plan for all full‐time employees and their dependent family members.
21.6 Physical Fitness: During shifts when staffing is available and at the discretion of the Chief of Police or on‐duty supervisor, officers, Supervisors and Non‐sworn Staff shall be allowed to spend up to one hour during each shift exercising. Changing clothes, showering and otherwise preparing to resume regular duties shall be accomplished during the one hour and is only during lunch breaks
Agenda Item #13.4.
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ARTICLE 22
UNIFORM ALLOWANCE
22.1 Employees shall receive an annual uniform allowance as follows:
Sworn Personnel $1,250.00
Police Officer Trainee, Dispatch, Property & Evidence Technician, and CSO Personnel:
$1,000.00
22.2 The Uniform Allowance will be paid out proportionately with each of the twenty‐six (26) paychecks..
22.3 Officers assigned to motorcycle duties shall be issued:
1) 1 pair of Police motorcycle boots
2) 2 pairs of Police motorcycle pants
3) 1 Police motorcycle leather jacket
4) 2 sets of riding gloves(1 cold weather and 1 warm set) 5) Protective eyeglasses(not to exceed $150.00)
22.4 Officers assigned by the Chief of Police to bicycle patrol shall be issued appropriate safety equipment to include:
1) Gloves
2) Helmet
3) Padded shorts
4) Padded Pants
5) Protective Eyeglasses
6) Pedal retention devices
7) Inclement weather clothing.
Officers assigned to bicycle patrol must agree to a regular assignment of bicycle duty prior to appointment to this position.
Agenda Item #13.4.
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ARTICLE 23
LEAVE OF ABSENCE WITHOUT PAY
The City Manager may grant a permanent or probationary employee leave of absence without pay or seniority for a period not to exceed three months. No such leave shall be granted except upon written request, and the approval will be in writing. Upon expiration of a regularly approved leave or within a reasonable period of time after notice to return to duty, the employee shall be reinstated in the position held at the time leave was granted. Failure on the part of an employee on leave to report promptly at its expiration, or within a reasonable time after notice to return to duty, shall be cause for discharge. Department heads may grant a permanent or probationary employee leave of absence without pay for time not to exceed one calendar week. Such leaves shall be reported to the Personnel Officer.
ARTICLE 24
PUBLIC EMPLOYEES' RETIREMENT SYSTEM
24.1 Sworn Personnel
24.1.1 The City shall enroll all eligible sworn employees in a retirement plan provided by the Public Employees' Retirement System that conforms to the State Required PEPRA laws. Employees hired into a PERS retirement system before January 1, 2013 will be considered "Classic" employees. Employees hired into a PERS retirement system, for the first time, or after a six‐month separation, on January 1, 2013 or after will be considered "New" employees.
24.1.2 "Classic" employees' retirement benefits will be computed at three percent of salary for each year of service, for retirement at age fifty, supplemental to Social Security, and based on the single highest year's salary. a. Member Contributions – Employees covered by section 24.1.2 shall continue to pay, through payroll deduction, the full 9.0% member contribution rate.
24.1.3 "New" employees' retirement benefits will be computed at 2.7 percent of salary for each year of service, for retirement at age fifty‐seven, supplemental to Social Security, and based on a three‐year average (of the three highest years of salary). a. Member Contributions – As required by Government Code Section 7522.30, effective January 1, 2013, employees covered by section 24.1.3 shall continue to pay, through payroll deduction, fifty percent (50%) of normal costs.
Agenda Item #13.4.
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24.2 Non‐Sworn Personnel
24.2.1 The City will enroll non‐sworn employees in a retirement plan provided by the Public Employees' Retirement System with the same benefits provided to miscellaneous employees of the City.
24.2.2 "Classic" Tier One employees' retirement benefits will be computed at two percent of salary for each year of service, for retirement at age fifty‐five, supplemental to Social Security, and based on the highest twelve (12) consecutive month period as specified by Government Code Section 20042.
a. Member Contributions – Employees covered by section 24.2.2 shall continue to pay, through payroll deduction, the full 7.0% member contribution rate.
24.2.3 "Classic" Tier Two employees' retirement benefits will be computed at two percent ofsalary for each year ofservice, for retirement at age sixty,supplemental to Social Security, and based on the highest annual average pensionable compensation earned during thirty‐six (36) consecutive months of service. a. Section 24.2.3 shall apply to employees hired on or after July 1, 2012, and before January 1, 2013. In addition, Section 24.2.3 shall apply to employees hired on or after January 1, 2013, who are qualified for pension reciprocity as stated in Government Code Section 7522.02 (c) and related CalPERS reciprocity (Classic Member) requirements.
b. Member Contributions – Employees covered by section 24.2.3 shall continue to pay, through payroll deduction, the full 7.0% member contribution rate.
24.2.4 "New" employees' retirement benefits will be computed at two percent of salary for each year of service, for retirement at age sixty‐two, supplemental to Social Security, and based on the highest annual average pensionable compensation earned during thirty‐six (36) consecutive months of service as required by Government Code Section 7522.32.
a. Member Contributions – As required by Government Code Section 7522.30, effective January 1, 2013, employees covered by section 24.2.4 shall continue to pay, through payroll deduction, fifty percent (50%) of normal costs.
ARTICLE 25
SHIFT SWAPS
The practice of shift swaps and absence without relief will be permitted, subject in each instance to the approval of the Police Chief or his designated representative. Shift swaps shall be rank for Agenda Item #13.4.
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rank, exceptions permitted only by the Police Chief, and absence without relief shall be without pay.
ARTICLE 26
DISCIPLINARY ACTION
26.1 Disciplinary Authority
A. The Chief of Police shall have the right, for reasonable cause, to reprimand or suspend without pay for up to and including three (3) calendar days any regular employee.
B. The City Manager shall have the right, for reasonable cause and for any regular employee to:
1. demote,
2. dismiss,
3. reduce in pay, or
4. suspend without pay for up to thirty (30) calendar days.
26.2 Discipline Procedure
A. An authorized departmental manager or supervisor proposing that action be taken shall provide the employee with written notice of the proposed action. The written notice shall contain the date it is intended to be effective, the charge(s) and facts on which the proposed action is based and notification that the employee is entitled to respond to the chargesin writing to the Chief of Police or his designee within seven (7) calendar days of receipt of notification. Failure of the employee to make a written response or request will constitute waiver of the right to respond. Further, the employee shall be provided with the relevant written materials, written reports and documents considered by the responsible authority in reaching his/her decision to propose the action.
B. The City Manager will hear employee's responses on all contemplated disciplinary actions which propose a penalty more severe than a three day suspension without pay. The Chief of Police will hear those responses where less severe discipline is proposed.
C. If the employee elects to respond in person, a meeting shall be scheduled with the City Manager or Chief of Police, whichever is applicable, at which time the employee shall be given the opportunity to respond to the proposed action. The Agenda Item #13.4.
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employee shall be entitled to be represented by counsel or other person of his/her choosing at the meeting.
D. If after the above procedure discipline is implemented, a written notice of discipline shall be served upon the employee. Said notice shall inform the employee of his/her appeal rights, if any.
E. TheCity shallhave the righttoput any employeeonimmediatepaidadministrative leave pending investigation and processing of any potential disciplinary action.
F. The provisions of the Article shall not apply to reductions in pay which are part of a general plan to reduce salaries and wages or to eliminate positions.
26.3 Appeal
A. Right of Appeal: When formal disciplinary action has been taken by the City Manager or Chief of Police and the employee has received written notification of the action, the employee shall have the right to appeal as provided below. Failure to appeal by the employee or his/her representative will make the disciplinary action final and conclusive.
B. Appeal Procedure: A regular employee who has been demoted, dismissed, reduced in pay or significantly suspended without pay (excess of one day), may appeal to the City Council within fourteen (14) calendar days after having been furnished a copy of the notice of discipline by filing a written answer to charges and requesting a hearing with an impartial arbitrator thereon. Upon receipt by the City Council of the request for a hearing with an arbitrator, the City Council will initiate the hearing procedure.
C. Hearing Procedure:
1. Appointment of Arbitrator
a) The parties to the selection of the arbitrator shall be the City and the employee, who may be represented by the Association, by independent counsel or by him or herself.
b) An arbitrator shall be selected jointly by the parties within fourteen calendar days of receipt by the City Manager of the request for such arbitration from the employee.
c) In the event the parties are unable to agree on an arbitrator within the fourteen day period, the City shall solicit from the State of California Mediation / Conciliation Service a list ofseven arbitrators. Afterreceipt of the list, the partiesshall, with the City striking first, alternately strike arbitrator's namesfrom the list until one arbitrator remains.
Agenda Item #13.4.
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d) If the arbitrator selected declines appointment or is otherwise unavailable, a new list shall be requested as described above and the process repeated, unless the parties can otherwise mutually agree on an arbitrator.
e) The cost of the impartial arbitrator will be shared, with one‐half being paid by the City and one‐half being paid by the Association or the individual employee.
2. The arbitration hearing shall be held at the earliest administratively convenient date, taking into consideration the availability of the arbitrator and the availability of counsel and witnesses. The arbitration hearing shall be a private hearing.
3. The hearing shall be conducted in the manner most conducive to determination of the truth, and the arbitrator shall not be bound by technical rules of evidence.
4. The arbitratorshall determine the relevancy, weight and credibility oftestimony and evidence. The arbitratorshall base his/herfinding on the preponderance of evidence.
5. Each side will be permitted an opening statement and closing argument.
The City shall first present their witnesses and evidence to sustain the charges, and the employee will then present his/her witnesses and evidence in defense.
6. A court reporter will be retained by the City to take a transcript of the hearing. No audio or video tape recording will be permitted. The employee or his/her representative may obtain a copy of the transcript of the hearing upon request and agreement to pay the necessary costs.
7. Each side will be allowed to examine and cross‐examine witnesses. The employee filing the appeal may be called and examined as if under cross‐ examination.
8. Both the City and the employee may be represented by legal counsel.
9. The arbitrator shall, if requested by either party, subpoena witnesses and/or require production of other relevant records or material evidence.
The arbitrator may consider the records of any relevant prior disciplinary actions against the employee which are final.
10. The arbitrator may, prior to or during a hearing, grant a continuance for any reason he/she believes to be important to him/her reaching a fair and proper decision.
Agenda Item #13.4.
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11. The arbitratorshall prepare a recommended decision and forward itto the City Council after the matter of appeal was taken under submission by the arbitrator. The recommended decision shall set forth which charges the arbitrator sustains or does not sustain and the reasonstherefore.
12. After receiving the recommendation of the arbitrator, the City Council may sustain or reject any or all of the charges filed against the employee. The City Council may sustain, reject or modify disciplinary action invoked against the employee.
ARTICLE 27
LAYOFF PROCEDURE
27.1 In the event of a layoff, those employees in the classification affected with the least City‐ wide seniority shall be laid off first. Seniority shall be defined as continuous City service based upon hire date. The order of layoff shall be:
a) Part‐time and temporary employees in the affected classification shall be separated first.
b) Probationary employees in the affected classification shall be separated next. c) Permanent employees with the least City seniority will be laid off first. Other affected employees will be laid off in sequential order thereafter.
27.2 An employee scheduled to be laid off is entitled to displace, or "bump," into a position in a classification within the same occupational series which is currently being held by an incumbent with less overall City seniority, provided it is a position in which the employee formerly held permanent status. The employee must exercise his or her displacement rights in writing within five (5) working days from receipt of layoff notification.
27.3 When the employee with the least City seniority is displaced by the person scheduled for layoff, the displaced employee shall be considered as laid off for the same reason as the person who displaced him or her and shall in the same manner be eligible to displace to a position in the same manner as described above.
27.4 Should there be a vacancy in the classification from which an employee was laid off within twelve (12) months, the employee shall be eligible for reinstatement. Reinstatement shall be in the reverse order of layoff.
Agenda Item #13.4.
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ARTICLE 28
SEPARABILITY
Notwithstanding any provisions of this Agreement to the contrary, in the event that any article, or subsections thereof, of this Agreement shall be declared invalid by any court of competent jurisdiction or by any applicable State or Federal law or regulation, or shall a decision by any court of competent jurisdiction or any applicable State or Federal law or regulation diminish the benefits provided by this Agreement or impose additional obligations on the City, the parties shall meet and confer or negotiate on the Articles or Subsections thereof affected. All other provisions of this agreement shall continue in full force and effect.
ARTICLE 29
TERM
The term of this agreement shall commence on its ratification by the City and the Association and expire on June 30, 2025.
APPROVALS
This Memorandum of Understanding has been ratified and adopted pursuant to the recommendation of the following representatives:
ST. HELENA POLICE OFFICERS’ ASSOCIATION
_____________________________
Louis MontelliMelissa Brown, President
CITY OF ST. HELENA
______________________________
Anil ComeloJames McCann, Interim City Manager
Agenda Item #13.4.
MEMORANDUM OF UNDERSTANDING
BETWEEN
ST. HELENA POLICE OFFICERS' ASSOCIATION
AND
CITY OF ST. HELENA
FOR THE PERIOD
July 1, 2022 – June 30, 2025
Adopted on June 13, 2017 ‐ July 1, 2017 – June 30, 2022 First Amendment ‐ Adopted on February 11, 2020
Second Amendment ‐ Adopted on July 14, 2020 – July 1, 2020 – June 30, 2022 Third Amendment ‐ Adopted on June 28, 2022 – July 1, 2022 – June 30, 2025 Fourth Amendment – Adopted om November 12, 2024 – July 1, 2022 – June 30, 2025 Agenda Item #13.4.
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ARTICLE 1
PREAMBLE
This Memorandum of Understanding (MOU) is made and entered into between the City of St.
Helena, hereinafter referred to as "City," and the St. Helena Police Officers' Association, hereinafter referred to as "Association," pursuant to California Government Code Section 3500 et seq. The purpose of this Memorandum of Understanding is the establishment of rates of compensation, hours of work and other terms and conditions of employment.
ARTICLE 2
RECOGNITION
2.1 The City of St. Helena recognizes the Association as the recognized and exclusive representative for the following classifications: Police Officer, Police Corporal, Police Sergeant, Dispatcher, Property & Evidence Technician, Community Service Officer, and Police Officer Trainee.
2.2 Thisrecognition is exclusive of (1) management employees, (2) temporary employees and (3) part‐time employees.
2.3 (a) The term "Peace Officer" is defined as any member who is a full‐time sworn personnel per 830.1 PC.
(b) The term "Dispatcher" is defined as any member who is a full‐time Dispatcher, full‐ time Property & Evidence Technician and/or % time Community Service Officer (CSO). (c) The term “Police Officer Trainee” is defined as any member who is a full‐time non‐ sworn police trainee.
ARTICLE 3
ASSOCIATION RIGHTS
The Association shall have the following rights and responsibilities:
3.1 Reasonable advance notice of any City ordinance, rule, resolution or regulation directly relating to matters within the scope of this MOU.
3.2 Reasonable use of one bulletin board at the Police Department.
3.3 The right to payroll deductions made for payment of Association dues and for City‐ approved programs.
Agenda Item #13.4.
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3.4 The right to represent its members before the City Council or the City Council's designee with regard to wages, hours and other matters within the scope of representation, subject to the provisions of applicable Federal, State or City laws and regulations.
3.5 The use of City facilities for regular, normal and lawful Association activities, providing that appropriate advance arrangements are made. The granting of such use may be conditioned on appropriate charges to offset the cost of such use.
3.6 Reasonable access to employee work locations for officers of the Association and their officially designated representatives for the purpose of processing grievances or contacting members of the organization concerning business within the scope of representation. Access shall be restricted so as not to interfere with the operations of the Police department or with established safety or security requirements.
ARTICLE 4
CITY RIGHTS
To insure that the City is able to carry out its constitutional and statutory functions and responsibilities, the City retains its rights, including but not limited to the right to direct the work force; to select and determine the number of employees and skills required; to determine job classifications; to hire, transfer, promote, suspend, discipline and discharge employees; to assign work to employees in accordance with requirements of the City; to establish and change work schedules and assignments; to lay off employees for lack of work in accord with past practice; to expand or diminish services; to subcontract any work or operationsin accord with its past practice as necessary to maintain public safety; to determine and change methods of operations; to determine and change work locations and the processes and materials to be employed; to take all necessary actions to perform its functions in emergencies.
ARTICLE 5
GRIEVANCE PROCEDURE
5.1 Grievance Defined: A grievance is a formal allegation by a member of the Association who has been adversely affected by an alleged violation of the specific provisions of the MOU during itsterm, excluding all City ordinances, resolutions, rules and regulations, the subject of which are not specifically covered by the provisions of this MOU. This grievance procedure shall not apply to discipline. This grievance procedure shall be the exclusivemeans ofresolving contract grievances of employees covered by this MOU.
5.2 Procedure:
Step 1: Informal Discussion. Within ten (10) calendar days of the occurrence of an act in dispute, an employee shall discuss it with his or her immediate supervisor, who shall investigate and attempt to resolve the matter. The supervisor shall give the employee an Agenda Item #13.4.