St. Helena City Council
November 12, 2024

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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.

20 | Page
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.

21 | Page
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.

22 | Page
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.

23 | Page

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.

24 | Page
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 Montelli, President
CITY OF ST. HELENA
______________________________
Anil Comelo, City Manager
Agenda Item #13.4.

Current Public Works
Organizational Chart
Proposed Public Works Organizational Chart

EXHIBIT A
Agenda Item #13.4.

r
Assistant City
Manager
City Clerk
r
T
Assistant to the
City Manger
(Vacant)
r
r
Administrative
Services Director
r
City Manager
Chief of Police
r
Chief Building
Official
.A...

Permit Technician
Community
Development
Director
+
Permit Technician
City Manager
Community
Services Director
Senior Planner
(Vacant)
"'i
Assistant City
Manager
Administrative
Services Director
Chief of Police Community
Development
Director
Community
Services Director
Fire Chief
City Clerk Chief Building
Official
Permit Technician
_______J._ r
Permit Technician Senior Planner
(Vacant)
Assistant Planner
Fire Chief Director of Public
Works
Director of Public
Works
Current City Manager and Community Development
Organizational Chart
Proposed City Manager and Community Development
Organizational Chart

EXHIBIT B
Agenda Item #13.4.

Current Police Department
Organizational Chart
Proposed Police Department
Organizational Chart
EXHIBIT C Agenda Item #13.4.

Reallocations and Reclassifications
November 12, 2024
Agenda Item #13.4.

Organizational Adjustment
• Evaluate use of vacant positions
• Provide opportunities for growth and/or retention
• Allocate limited resources to areas of greatest need
Agenda Item #13.4.

Reallocations and Reclassification
• Assistant Public Works Director – Operations
• Assistant to the City Manager (Vacant)
• Community Services Office (Vacant December 2024)
Agenda Item #13.4.

Assistant Director of Public Works
Assistant Director of Public Works – Operations
Reclassify to
Deputy City Manager
Salary Range: $148,087 - $180,000
Assistant Public Works Director Salary Range: $147,998 - $179,892 Agenda Item #13.4.

Current Public Works Org Chart
Agenda Item #13.4.

Proposed Public Works Org Chart
Agenda Item #13.4.

Assistant to the City Manager
Assistant to the City Manager
Reallocate to
Assistant Planner
Salary Range: $80,976 - $98,427
Assistant to the City Manager Salary Range: $121,420 - $147,587 Agenda Item #13.4.

Current City Manager & Community Development Org Chart
Agenda Item #13.4.

Proposed City Manager & Community Development Org Chart Agenda Item #13.4.

Community Services Officer
Community Services Officer (0.75 FTE)
Reclassify to
Property & Evidence Technician (1.0 FTE)
Salary Range: $69,421 - $84,382
Community Services Officer Salary Range: $121,420 - $147,587 Agenda Item #13.4.

Current Police Department Org Chart
Agenda Item #13.4.

Proposed Police Department Org Chart
Agenda Item #13.4.

Financial Impact
Classification General Fund Water Fund Wastewater Fund Total Assistant Director of Public Works 103,106 77,329 77,329 $ 257,764 Deputy City Manager 105,248 78,935 78,935 $ 263,118
Variance 2,142 1,606 1,606 $ 5,354
Assistant to the City Manager 135,496 56,457 33,874 $ 225,827 Assistant Planner 149,628 - - $ 149,628
Variance 14,132 (56,457) (33,874) $ (76,199)
Community Services Officer 122,190 - - $ 122,190
Property & Evidence Technician 127,485 - - $ 127,485
Variance 5,295 - - $ 5,295
Overall Impact $ 21,569 $ (54,851) $ (32,268) $ (65,550) Agenda Item #13.4.

Questions
Agenda Item #13.4.

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 #13.4.

From: Stephanie Smithers
To: CityCouncil; Cindy Tzafopoulos
Subject: [External] Public Comment | Item 13.4
Date: Saturday, November 9, 2024 9:05:30 PM
Dear Mayor, Vice Mayor, and City Council,
Item 13.4 includes a significant amount of changes, most of which I support. So I'd like to comment specifically about Item 1 and Item 7 within 13.4.

Item 1. Reclassify the Assistant Public Works Director to Deputy City Manager: Most importantly, Leslie Milton is talented and I believe has done great work for our city. This has nothing to do with her, but instead the reclassification and justification. Leslie was hired as one of the two, Assistants to the City Manager. A new position justified by the City Council and the City Manager at the time. She then became the Assistant Public Works Director, (resulting in a 19.8% salary increase with her new title) and now proposed to be the Deputy City Manager (she will be making 22% more than her hired salary in 2023, with significant benefit increase). I do not question if Leslie is qualified or not, I do not know enough about her background. Also, with increased responsibility comes salary increases. The staff report states, " this reclassification enables the City to retain a highly talented executive level individual and without negatively impacting her growth prospects" , so are we creating this new position just to keep her? It does seem as if over the last two years City Administration has created and made strong justifications for a variety of new positions. By moving employees around so often and creating new, significantly larger, titles, it moves people through the organizational chart too quickly, in my opinion. We also become very "top heavy" as an organization, which is costly, and it does not solve our need for "boots on the ground" employees. 1a. If this is approved, we will have now reclassified BOTH Assistants to the City Manager to BRAND NEW positions with pay increases. We should ask ourselves, why did we need those positions in the first place if we don't need them anymore? Second, did we reclassify them because there was such strong community pushback against the Assistant to the City Manager positions? Third, are we creating positions just to keep people?
Item 7: Authorizing the City Manager to Execute an Employment Agreement for the Deputy City Manager. Please delay a resolution authorizing the City Manager to execute an agreement until this has been discussed and reviewed by the newly appointed city council.

Thank you for your time (especially since I submitted two public comments), Stephanie Iacobacci-Smithers
Agenda Item #13.4.

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 #13.4.

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 #13.4.

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 #13.4.

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 #13.4.

Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administration
DATE: November 12, 2024
FROM: April Mitts, Assistant City Manager
SUBJECT: 1. Consideration and proposed approval of a resolution granting consent to the County of Napa to renew the Napa Valley Tourism Improvement District (NVTID) and include the City of St. Helena in the renewed TID.

2. Consideration and proposed approval of a resolution
appointing the City of St. Helena Mayor, or designee, as the City representative for the Napa Valley Tourism
Corporation (NVTC).

RECOMMENDED
ACTION:

Staff recommends the City Council approve the attached
resolutions granting consent to renew the Napa Valley
Tourism Improvement District and include the City of St.

Helena in the renewed TID (Attachment 5) and appointing the Mayor, or designee, to the Napa Valley Tourism
Corporation (Attachment 6).

PREVIOUS COUNCIL
ACTION:

March 23, 2010 - Resolution 2010-33
June 8, 2010 - Resolution 2010-54
June 13, 2010 - Resolution 2010-70
February 27, 2018 - Resolution 2018-20

STATEMENT OF THE
PURPOSE:

Grant consent to renew the NVTID and provide direction
on the City's representation on NVTC.

FINANCIAL IMPACT: In FY 25, it is estimated the City will collect $795,000 on behalf of the NVTID. Of the amount collected, 75% is for Countywide tourism promotion, through NVTID, 24% is for the local St. Helena TID, and the City retains 1% for
administrative costs. Not renewing NVTID would result in the loss of this annual revenue which is directed towards local tourism promotion.

BACKGROUND:

Tourism Improvement Districts
Tourism Improvement Districts (TIDs) utilize the efficiencies of private sector operation in the market-based promotion of tourism. These special assessment districts allow assessed business owners to organize their efforts to increase tourism. Business owners within the TID fund the TID, and those funds are used to provide services that are desired by and benefit the assessed businesses within the TID.

Agenda Item #13.5.

TID Benefits:
 Funds cannot be diverted for other government purposes;  They are customized to fit the needs of each destination;  They allow for a wide range of services including destination marketing, tourism promotion, and sales lead generation;
 They are designed, created, and governed by those who will pay the assessment; and
 They provide a stable funding source for tourism promotion.

In California, TIDs are primarily formed pursuant to the Property and Business Improvement District Law of 1994 (94 Law). This law allows for the creation of special benefit assessment districts to raise funds within a specific geographic area. The key difference between TIDs and other special benefit assessment districts is that funds raised are returned to the private non-profit corporation governing the TID.

Napa Valley Tourism Improvement District
The Napa Valley Tourism Improvement District (NVTID) was established by the County of Napa in 2010 for a five-year period, with consent from the Cities of American Canyon, Calistoga, Napa, and St. Helena, and the Town of Yountville, pursuant to the Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq., to promote businesses in Napa Valley.

The NVTID was established through a collaborative process where businesses within a designated area, in this case lodging establishments, voted to assess themselves a fee to fund tourism promotion activities by majority approval.

Once formed, the NVTID authorized a 2% assessment (TID assessment) on overnight stay accommodations in the jurisdictions with each jurisdiction responsible for collecting the assessment. Each assessment is allocated as follows:
 75% of the TID assessment is directed for Countywide tourism promotion (through the NVTID)
 24% of the TID assessment is directed to the local TID (St. Helena Tourism Improvement District "Local TID", "TID", or "SHTID")
 1% of the TID assessment is retained by the City of St. Helena as a nominal administrative cost recovery charge.

The NVTID was subsequently renewed on June 10, 2014, by the County, with consent from the cities of American Canyon, Calistoga, Napa, and St. Helena, and the Town of Yountville for a 10-year term which ends on June 15, 2025.

Napa Valley Tourism Corporation
The Napa Valley Tourism Corporation (NVTC) was formed to manage NVTID funds and to be the responsible agent to manage day-to-day decisions on use of NVTID funds directed towards countywide marketing and programs (75% of the assessment), subject Agenda Item #13.5.

to oversight by the Napa County Board of Supervisors. NVTC has a 15-member Board of Directors who ensure that the efforts of the Corporation fulfill the market plan of the NVTID. The Board of Directors consists of eight members representing lodging businesses and one member from each jurisdiction (five cities and the county) appointed by the local City Council or Board of Supervisors.

On June 8, 2010, via Resolution 2010-54 (Attachment 1), City Council appointed the Executive Director of the St. Helena Chamber of Commerce to serve on the NVTC Board as the City of St. Helena representative.

On February 27, 2018, via Resolution 2018-20 (Attachment 2), City Council appointed Amy Carabba-Salazar, St. Helena Chamber CEO to serve on the NVTC Board as the City of St. Helena representative.

DISCUSSION:

NVTID Renewal
Lodging business owners decided to pursue another renewal of the NVTID in order to continue a revenue source devoted to marketing Napa Valley as a tourist, meeting, and event destination. If renewed, the NVTID would generate approximately $11 million on an annual basis for promotion of travel and tourism specific to Napa Valley.

The renewed NVTID includes all lodging businesses, existing and in the future, available for public occupancy located within the boundaries of the cities of American Canyon, Calistoga, Napa, St. Helena, and the Town of Yountville, and the unincorporated area of Napa County. Because the renewed NVTID will include the City of St. Helena, consent must be granted by the City Council of St. Helena in order for the City of St. Helena to be included in the operation and future renewals of the NVTID.

On October 15, 2024, the Napa County Board of Supervisors adopted Resolution 2024- 112 (Attachment 3) to begin proceedings to renew the NVTID which includes requesting consent of the cities of American Canyon, Calistoga, Napa, St. Helena, and the Town of Yountville to renew the NVTID. Following consent from the local jurisdictions the County Board of Supervisors will hold a public meeting on December 3, 2024, and a public hearing on December 17, 2024. The time and place for both the public meeting and public hearing is 9:00 a.m., or as soon thereafter as the matter may be heard at the Board of Supervisors Chambers located at 1195 Third Street, Third Floor, Napa, CA 94559.

Management District Plan
The Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq. requires a Management District Plan (MDP). A MDP outlines the goals, services, and funding mechanisms for a TID. The MDP calls for the NVTID to contract with an "owners association," which is the Napa Valley Tourism Corporation (NVTC).

Agenda Item #13.5.

The updated MDP (Attachment 4) for the NVTID includes the proposed boundary of the NVTID, a service plan, budget, and proposed means of governance. As noted above, the renewed NVTID includes all lodging businesses, existing and in the future, available for public occupancy located within the boundaries of the cities of American Canyon, Calistoga, Napa, St. Helena, and the Town of Yountville, and the unincorporated area of Napa County.

The annual assessment rate is two percent (2%) of gross short-term (30 days or less) sleeping room rental revenue. In years three (3), six (6), and nine (9) of the NVTID's term, the assessment rate may be recommended to be increased by the Visit Napa Valley (VNV) Board of Directors and then brought to the Napa Valley Tourism Corporation (NVTC) Board for final approval. The maximum increase in years three (3), six (6), and nine (9) shall be one half of one percent (0.5%). The total assessment rate may not exceed three percent (3%) of gross short-term (30 days or less) sleeping room rental revenue.

The renewed NVTID will have a ten (10) year term, beginning June 26, 2025, or as soon as possible thereafter, and ending ten (10) years from its start date. Once per year beginning on the anniversary of NVTID renewal there is a thirty (30) day period in which business owners paying fifty percent (50%) or more of the assessment may protest and begin proceedings to terminate the NVTID.

The collection of the assessment remains unchanged. Each jurisdiction will continue to be responsible for collecting the assessment on a basis that mirrors the collection of transient occupancy tax from each lodging business located in the NVTID boundaries.

Each jurisdiction shall forward the assessments to the County of Napa ("County") to be forwarded to the Napa Valley Tourism Corporation, which will have the responsibility of managing NVTID programs as provided in the Management District Plan. Each jurisdiction tax collector will continue to retain a fee of up to one percent (1%) of the amount of the assessment collected prior to remitting funds to the County, within their respective jurisdictions, to cover their costs of collection and administration.

Recommendation: Staff recommends the City Council approve the attached resolution (Attachment 5) granting consent to the County of Napa to renew the Napa Valley Tourism Improvement District (NVTID) and include the City of St. Helena in the renewed TID.

Napa Valley Tourism Corporation
Recently Vice Mayor Hall, supported by City Council, requested staff bring an item back to City Council regarding the City's representation on the Napa Valley Tourism Corporation (NVTC) Board.

As noted in the Background section, NVTC was formed to manage NVTID funds and to be the responsible agent to manage day-to-day decisions on use of NVTID funds directed towards countywide marketing and programs. NVTC has a 15-member Board Agenda Item #13.5.

of Directors who ensure that the efforts of the Corporation fulfill the market plan of the NVTID. The Board of Directors consists of eight members representing lodging businesses and one member from each jurisdiction (five cities and the county) appointed by the local City Council or Board of Supervisors.

Since the inception of the NVTC the City of St. Helena has designated the Executive Director/CEO of the St. Helena Chamber of Commerce to serve on the NVTC Board as the City of St. Helena representative (Attachment 1 and Attachment 2).

The current composition of the Board is as follows:

Lodging Representatives:
 Michael Lennon: City of Calistoga, Calistoga Spa Hot Springs  Max Compagnon: Town of Yountville, Napa Valley Lodge
 Sara Brooks: City of Napa, Napa River Inn
 Don Shindle: City of Napa, The Westin Verasa
 Erik Burrow: City of American Canyon, Doubletree by Hilton Napa Valley  George Goeggel: Unincorporated County of Napa, Auberge Resorts  Marcelle Adderley: City of St. Helena, Southbridge Napa Valley Government/Business Representatives
 Donald Williams: City of Calistoga, Mayor
 Brad Raulston: Town of Yountville, Town Manager
 Steve Potter: City of Napa, City Manager
 Linsey Gallagher: Visit Napa Valley CEO
 David Oro: American Canyon, City Council
 Ann Cottrell: Napa County Board of Supervisors
 Amy Carabba-Salazar: City of St. Helena, St. Helena Chamber of Commerce CEO
The Management District Plan (Attachment 4) establishes a 14-member NVTC Board, with six members representing each of the included municipalities and Napa County, appointed by their respective city or town Councils or Board of Supervisors. Upon reviewing the Board's composition, it was observed that the City of St. Helena is the only local government without an elected official or city/town manager as its representative. Give that businesses are well represented through the Visit Napa Valley designee and the seven lodging establishments, staff recommends that the City Council appoint the Mayor, or their designee, to serve as St. Helena's representative. Doing so would enable the City of St. Helena to have a voice at the regional TEC and create a balanced mix of local government representatives/policymakers and business representatives on the Board.

Recommendation: Effective December 1, 2024, appoint the Mayor, or designee, to serve as the City of St. Helena representation on NVTC. Resolution is included as Attachment 6.

Agenda Item #13.5.

ENVIRONMENTAL REVIEW:

N/A
GOAL:

Goal 1: Strengthen Financial Sustainability
Miscellaneous/Other
DOCUMENTS ATTACHMENTS:

Attachment 1 Resolution 2010-54
Attachment 2 Resolution 2018-20
Attachment 3 Reso 2024-112 Requesting Consent of the Cities of AC, Calistoga, Napa, St. Helena and Yountville to renew the NVTID
Attachment 4 NVTID MDP 2025-2035
Attachment 5 NVTID Resolution
Attachment 5 NVTC Appointment Resolution
Agenda Item #13.5.

CITY OF ST. HELENA
RESOLUTION NO. 2010-54

APPOINTING CITY REPRESENTATIVES TO THE NAPA VALLEY

TOURISM CORPORATION BOARD OF DIRECTORS AND THE TBID

LOCAL GOVERNING COMMITTEE

RECITALS
A. On April 27, 2010 the Napa County Board of Supervisors approved a resolution of intent to establish a Napa Valley Tourism Business Improvement District (TBID) which will levy a 2% assessment on overnight stay accommodationsin the City of St. Helena.

B. Seventy ?ve percent of the TBID assessment will be sent to the County and the remaining 25% Willbe transmitted to the local marketing entity for local TBID promotionalactivities, less a nominal administrative recovery charge.

C. The TBID governance structure establishes a Napa Valley Tourism Corporation as the responsible agent to manage day-to—daydecisions on the use of TBID funds directed towards countywide marketing and programs (75% of the assessment). A Board of Directors ensures that the efforts of the Corporation ful?ll the marketing plan of the TBID. The Board of Directors for the corporation includes eight hoteliers plus representatives from the County and each municipality.

D. Separate Local Governing Committees oversee the expenditure plans for the portion of the assessment allocated for local marketing (25% of the assessment), made up of four local hoteliers, two local jurisdiction representatives and one representative from the Chamber of Commerce.

E. The City Council has been asked to appoint one representative to the Napa Valley Tourism Corporation and two representativesto the Local Governing Committee.

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

1. Appoints Nancy Levenberg, Executive Director of the St. Helena Chamber of Commerce, to serve on the Napa Valley Tourism Corporation Board of Directors (NVTC Board).

2. Appoints City Manager Neilan and Councilmember Crull to serve on the Local Governing Committee.

3. Appoints Mayor Britton to serve as an Alternate on the Local Governing Committee. \\Sh\Data\Admin\Agenda Staff Reports\Agenda Staff Reports 2010\June 8, 2010\TB1DReso.doc

Agenda Item #13.5.

Approved at a Regular Meeting of the St. Helena City Council on June 8, 2010 by the following vote:

AYES: Councilmembers Sklar, Schoch, Sanchez, Crull, Mayor Britton NOES: None
ABSENT: None
APPROVED: ATTEST:
0rd Britton
Mayor
Agenda Item #13.5.

CITY OF ST. HELENA
RESOLUTION NO. 2018-20
Resolution appointing Amy Carabba-Salazar, St. Helena Chamber CEO to the Napa Valley Tourism Corporation ( NVTC) and St. Helena Tourism Improvement District (SHTID)

RECITALS
A. On April 27, 2010 the Napa County Board of Supervisors approved a resolution to establish a Napa Valley Tourism Business Improvement District ( TBID) which levies an assessment on overnight stay accommodations in the City of St. Helena; and B. A portion of the assessment is sent to the County and the remaining is transmitted to the local marketing entity for local TBID promotional activities, less a nominal administrative recovery charge; and
C. The TBID governance structure established a Napa Valley Tourism Corporation as the responsible agent to manage day-to- day decisions on the use of TBID funds directed towards countywide marketing and programs. A Board of Directors ensures that the efforts of the Corporation fulfill the marketing plan of the TBID. The Board of Directors for the corporation includes eight hoteliers plus representatives from the County and each municipality.

D. Separate Local Governing Committees oversee the expenditure plans for the portion of the assessment allocated for local marketing, made up of four local hoteliers, two local jurisdiction representatives and one representative from the Chamber of Commerce.

E. The City Council has been asked to appoint one representative to the Napa Valley Tourism Corporation and one representative to the Local Governing Committee.

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

1. Amy Carabba-Salazar, St. Helena Chamber CEO is appointed to serve on behalf of the City of St. Helena on the Napa Valley Tourism Corporation and the local St.

Helena Tourism Improvement District
Approved at at the regular St. Helena City Council meeting on February 27, 2018 by the following vote:

Agenda Item #13.5.

Mayor Galbraith: Yes
Vice Mayor White: Yes
Councilmember pohring: Yes
Councilmember Ellsworth: Yes
Councilmember Koberstein: Yes
APPROVED: ATTEST:

Alan albraith, Mayor Cindy fo ou , ity Clerk
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Agenda Item #13.5.

RESOLUTION NO. 2024 - 112

RESOLUTION REQUESTINGCONSENT OF THE CITIES OF AMERICAN CANYON, CALISTOGA, NAPA, AND ST. HELENA AND THE TOWN OF YOUNTVILLE TO

RENEW THE NAPA VALLEY TOURISM IMPROVEMENT DISTRICT
WHEREAS, the Board of Supervisors (the “Board”) of the County of Napa (the “County”) desires to begin proceedings to renew the Napa Valley Tourism Improvement District (“NVTID”); and
WHEREAS, certain lodging business owners have requested that the Board renew the NVTID; and
WHEREAS, a portion of the territory proposed to be included in the NVTID lies within the boundaries of the cities of American Canyon, Calistoga, Napa, and St. Helena, and the Town of Yountville (the “cities and town”), as shown on the map attached hereto as Exhibit A and incorporatedherein by such attachment; and
WHEREAS, the area of the cities and town which lies within the boundaries of the proposed NVTID will, in the opinion of the Board, be bene?ted by the improvements and activities, and the purpose sought to be accomplished by the work can best be accomplishedbe a single comprehensive scheme of work.

NOW, THEREFORE, BE IT RESOLVED by the Board of the County that:

Section 1: The above recitals are true and correct.

Section 2: Consent of the cities and town, through their respective City Councils and Town Council, is hereby requested to renew the NVTID, and to grant to the Board jurisdiction for all the purposes in connection with creation, operation, and future renewals of the proposed NVTID.

Section 3: The Clerk of the Board is hereby directed to transmit a certi?ed copy of this Resolution to the City Clerk of the cities of American Canyon, Calistoga, Napa, and St. Helena, and the Town Clerk of the Town of Yountville.

THE FOREGOING RESOLUTION WAS DULY AND REGULARLY ADOPTED by the Napa County Board of Supervisors, State of California, at a regular meeting of the Board [REMAINDER OF THIS PAGE INTENTION ALLY LEFT BLANK]
Agenda Item #13.5.

AYES: SUPERVISORS GREGORY, COTTRELL, PEDROZA,

RAMOS, AND GALLAGHER
NOES: SUPERVISORS NONE
ABSTAIN: SUPERVISORS NONE
ABSENT: SUPERVISORS NONE
NAPA COUNTY, a political subdivisionof
the State of California
} By: 7/
JOE E GALLA > Ry€h€irofthe
Cardof Supervisors
APPROVED AS TO FORM APPROVED BY THE NAPA COUNTY ATTEST: NEHA HOSKINS Of?ce of County Counsel BOARD OF SUPERVISORS Clerk of the Board of Supervisors By: S. Darbinian
Deputy County Counsel
Date: 10/9/2024
Date: October 15, 2024
grocessed
By:

Deputy Clerk of the Board
Agenda Item #13.5.

Exhibit A: NVTID Boundary Map
Napa Valley Tourism Improvement District (NVTID)
@alistoga
Yountville
Napa Cities Napa County Canyon CI ITAS
Agenda Item #13.5.

2025-2035

NAPA VALLEY TOURISM IMPROVEMENT

DISTRICT

MANAGEMENT DISTRICT PLAN
Prepared pursuant to the Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq. June 5, 2024 Agenda Item #13.5.

Contents
I. OVERVIEW......................................................................................................................................... 3 II. BACKGROUND................................................................................................................................. 5 III. ACCOMPLISHMENTS ..................................................................................................................... 6 IV. BOUNDARY........................................................................................................................................ 9 V. ASSESSMENT BUDGET AND SERVICES..............................................................................11 A. Annual Service Plan.......................................................................................................... 11 B. Annual Budget .................................................................................................................. 14 C. California Constitutional Compliance .............................................................................. 15 D. Assessment........................................................................................................................ 17 E. Penalties and Interest ........................................................................................................ 18 F. Time and Manner for Collecting Assessments................................................................. 18 VI. GOVERNANCE ...............................................................................................................................19 A. Owners’ Association......................................................................................................... 19 B. Brown Act and California Public Records Act Compliance ............................................ 19 C. Annual Report................................................................................................................... 19 D. Local Governing Committees........................................................................................... 20 E. Audits and Accounting ..................................................................................................... 22 APPENDIX 1 – LAW ....................................................................................................................................23 APPENDIX 2 – ASSESSED BUSINESSES..............................................................................................34 Prepared by
Civitas
(800)999-7781
www.civitasadvisors.com
Agenda Item #13.5.

NVTID Management District Plan 3
June 5, 2024
I. OVERVIEW
Developed by Napa Valley lodging businesses, the Napa Valley Tourism Improvement District (NVTID) is an assessment district which provides specific benefits to payors, by funding marketing and sales promotion efforts for assessed lodging businesses. This approach has been used successfully in other destination areas throughout the country to provide the benefit of additional room night sales directly to payors. The NVTID was created in 2010 for a five (5) year term and was subsequently renewed in 2015 for a ten (10) year term. The NVTID has reached the end of this term, and lodging owners now wish to renew the NVTID for a ten (10) year term.

Location: The NVTID includes all lodging businesses, existing and in the future, available for public occupancy located within the boundaries of the cities of American Canyon, Calistoga, Napa, and St. Helena, the Town of Yountville, and the unincorporated area of the County of Napa (jurisdictions), as shown on the map in Section IV of this Management District Plan (Plan).

Services: The NVTID is designed to provide specific benefits directly to payors by increasing awareness and demand for room night sales. Valley-wide marketing and sales and local jurisdiction destination marketing initiatives will increase demand for overnight tourism and market payors as tourist, meeting and event destinations, thereby increasing demand for room night sales.

Budget: The total NVTID annual assessment budget for the initial year of its ten (10) year operation is anticipated to be approximately $11,000,000. A similar budget is expected to apply to subsequent years, but this budget is expected to fluctuate as room sales do, as lodging businesses open and close, and if the assessment rate is increased pursuant to this Plan.

Cost: The annual assessment rate is two percent (2%) of gross short-term (30 days or less) sleeping room rental revenue. In years three (3), six (6) and nine (9) of the NVTID’s term, the assessment rate may be recommended to be increased by the Visit Napa Valley (VNV) Board of Directors and then brought to the Napa Valley Tourism Corporation (NVTC) Board for final approval. The maximum increase in years three (3), six (6) and nine (9) shall be one half of one percent (0.5%). The total assessment rate may not exceed three percent (3%) of gross short-term (30 days or less) sleeping room rental revenue. Based on the benefit received, assessments will not be collected on stays of more than thirty (30) consecutive days. Stays by government employees on government business shall not be subject to assessment. “Government employee” shall mean foreign or domestic government employees subject to exemption from transient occupancy tax pursuant to each municipality’s municipal/county code.

Collection: Assessment collection shall mirror the collection of transient occupancy tax (including any delinquencies, penalties and interest) and shall be collected from each lodging business located in the boundaries of the NVTID on all gross short-term sleeping room rental revenue, as defined in each jurisdiction’s municipal/county code. Each jurisdiction shall take all reasonable efforts to collect the assessments from each assessed lodging business.

Agenda Item #13.5.

NVTID Management District Plan 4
June 5, 2024
Duration: The NVTID will have a ten (10) year life, beginning June 16, 2025 or as soon as possible thereafter, and ending ten (10) years from its start date. After ten (10) years, the NVTID may be renewed pursuant to the Property and Business Improvement District Law of 1994 (94 Law) if lodging business owners support continuing the NVTID programs.

Management: The Napa Valley Tourism Corporation (NVTC) shall continue to serve as the NVTID’s Owners’ Association. The Owners’ Association is charged with managing funds and implementing programs in accordance with this Plan and must provide annual reports to the Board of Supervisors.

Agenda Item #13.5.

NVTID Management District Plan 5
June 5, 2024
II. BACKGROUND
TIDs are an evolution of the traditional Business Improvement District. The first TID was formed in West Hollywood, California in 1989. Since then, over 100 California destinations have followed suit. In recent years, other states have begun adopting the California model – Massachusetts, Montana, South Dakota, Washington, Colorado, Texas and Louisiana have adopted TID laws. Several other states are in the process of adopting their own legislation. The cities of Wichita, Kansas and Newark, New Jersey used an existing business improvement district law to form a TID. Additionally, some cities, like Portland, Oregon and Memphis, Tennessee have utilized their home rule powers to create TIDs without a state law.

California’s TIDs collectively
raise over $300 million
annually for local destination
marketing. With competitors
raising their budgets, and
increasing rivalry for visitor
dollars, it is important that
Napa Valley lodging
businesses continue to invest
in stable, commerce-specific
marketing programs.

TIDs utilize the efficiencies of
private sector operation in the
market-based promotion of
tourism districts. Tourism business owners within the TID pay an assessment and those funds are used to provide services that increase commerce for assessed businesses.

In California, most TIDs are formed pursuant to the Property and Business Improvement District Law of 1994. This law allows for the creation of a benefit assessment district to raise funds within a specific geographic area. The key difference between TIDs and other benefit assessment districts is that funds raised are returned to the private non-profit corporation governing the district.

There are many benefits to TIDs:
• Funds must be spent on services and improvements that provide a specific benefit only to those who pay;
• Funds cannot be diverted to general government programs; • They are customized to fit the needs of payors in each destination; • They allow for a wide range of services;
• They are designed, created and governed by those who will pay the assessment; and • They provide a stable, long-term funding source for tourism promotion.

Agenda Item #13.5.

NVTID Management District Plan 6
June 5, 2024
III. ACCOMPLISHMENTS
More Dollars for Our Community: Since the creation of the Tourism Improvement District (TID), annual transient occupancy tax (TOT) collections have grown more than 155%. • In FY2011, TOT collections totaled $27M.
• FY2023 finished at $69M, which is $14M over FY2019 (the previous highest collection), exhibiting recovery and growth from the post-pandemic economy.

A Sustained & Competitive Budget for Marketing the Napa Valley: Since the inception of the TID, NVTC has contracted with Visit Napa Valley to carry out the programs and services of the TID. Prior to the establishment of the TID, Visit Napa Valley operated with a budget of less than $500,000 to market the region and was readily outspent by competitors. Today, Visit Napa Valley operates with a budget of approximately $8M, generated by the TID assessment, (a 1500% increase from 2011) to market the valley as a whole and $2M in TID revenue stays within the local jurisdictions for destination marketing efforts managed by each of those jurisdictions. Local marketing efforts complement, and do not conflict or compete with, the valley-wide promotion effort.

Napa Valley is a Desirable Place to Invest in Hospitality: Since 2010, Napa County hotel revenue has increased nearly 2.5 times.
• 2010 Hotel Revenue = $179M; 2023 Hotel Revenue = $512M (186% increase). • This compels investment opportunities for new and existing lodging properties. • Record setting real estate transactions in 2021-2023 underscore Napa Valley as a good investment opportunity.

Resilient in the Face of Adversity: Due to the strength of the Napa Valley brand, cultivated by Visit Napa Valley’s marketing and sales efforts, Napa Valley’s hospitality community has weathered crisis, natural disasters, and the pandemic and exceeded recovery expectations after each critical event.
• Visit Napa Valley maintains a fully funded Cash Reserve (50% of annual operating budget) in order to continue efforts in lean times.
• Visit Napa Valley is a trusted contributor to community communication efforts during natural disaster crises (floods, fires, earthquakes) and pandemic (COVID-19).

A Trusted Source of Destination Insights and Inspiration: Key audiences look to Visit Napa Valley to effectively curate content that inspires the destinations key audiences (Consumers, Travel Trade, Meetings & Incentive Planners, and the Tourism and Hospitality Industry). • NVTID funds have been effectively utilized to implement a variety of programs that ultimately increase room night sales.
• Created the “Cabernet Season” campaign to proactively brand the slower “shoulder season” (typically November through March) to benefit hospitality partners. Today, “Cabernet Season” is a recognized and effective tool for hospitality partners to promote the valley and their own businesses.
• Created annual campaigns such as Restaurant Week and Mustard Season during Cabernet Season to promote visitation during that slower time.
• Visit Napa Valley responds to current trends and pain points in the industry which led to the creation of the “Approachable Luxury” campaign. This showed visitors the breadth and depth of hospitality offerings available in Napa Valley, helping visitors to discover their Agenda Item #13.5.

NVTID Management District Plan 7
June 5, 2024
version of luxury - illustrating experiences that fit budget and needs, without specifically calling out price.
• Visit Napa Valley has avidly promoted all 5 towns (Calistoga, St. Helena, Yountville, the City of Napa, American Canyon) and the Unincorporated Napa County through all marketing and sales efforts in all channels, including paid media (ads), owned media (website, social channels, blog, newsletter), and earned media (active public relations and press opportunities).
o The Towns-Specific Campaign feature an integrated program consisting of both paid media along with activations on owned channels.
• Annual Visit Napa Valley Engagement Metrics:
o 2 million Visitors to the www.VisitNapaValley.com website, resulting in nearly 1 million clicks to websites of Napa Valley hospitality businesses. o The Visit Napa Valley website is frequently cited as the #1 or #2 referral url for most partners who invest with Visit Napa Valley.
o Group leads equated to more than 200,000 potential room nights, with a potential economic impact of $88 Million.
o The Napa Valley Welcome Center, promoting the entire Napa Valley greets over 110,000 people and makes over 35,000 direct referrals to valley-wide hospitality businesses.
• Robust sales team drives overnight stays from transient / leisure travelers as well as business and incentive groups. Business development efforts grow lead generation with meeting professionals, with key focus on incentive, corporate C-Suite and association markets, to increase group business to Napa Valley during weekdays, off-peak season and need periods. • Partnerships with visitor-serving businesses have increased from just six at the onset of the TID to more than 500 investor partners. This serves as testament to the confidence our constituency has in our mission, strategies and programs supporting the hospitality industry in Napa Valley.
• Numerous valuable trade relationships have been established and nurtured, including Visit California, CalTravel, US Travel, Brand USA, San Francisco Travel, Napa Valley Vintners, and the Napa County Farm Bureau. All partnerships are leveraged to bring in overnight group and event business, in addition to leisure travelers. Partnerships with meeting planner associations have been formed to bring additional overnight groups to the Napa Valley.

Transparent and Accuracy in Reporting: Carrying out the valley-wide marketing and sales efforts, Visit Napa Valley performs under best practices and processes that meet or exceed industry standards.
• Visit Napa Valley is subject to an annual audit conducted by an independent CPA firm that is approved by the County of Napa Auditor Controller and the VNV Board of Directors Audit Committee.
• Since inception of the TID in FY2011, Visit Napa Valley has received nothing less than the highest score, with clean annual audits (with no findings) for 14 years and counting. • The Napa Valley Tourism Corporation Board meetings are governed by the Brown Act and Public Records Act.
• Annual Reports are presented to the Napa County Board of Supervisors offices. • Annual Operating Plans are produced yearly, with approval by NVTC and VNV Boards of Directors.
• Long Range Planning cycles with input from stakeholders and final approval by both NVTC and VNV Boards of Directors.

Agenda Item #13.5.

NVTID Management District Plan 8
June 5, 2024
Delivering Results for the Community: These efforts have paid off and delivered return on investment for assessed businesses. Since the inception of the TID in 2010, lodging revenue has grown every year (with the exception of 2020 pandemic impacts). Average daily room rates have also increased, as have occupancy rates during mid-week and shoulder seasons. Napa Valley led the way in travel recovery for the state of California, winning back more than our fair share of visitors. Strategic priorities on the horizon ahead include embracing destination stewardship and sustainability. Growth in TID revenue fuels an upward spiral of TOT revenue to each jurisdiction in Napa Valley - contributing significantly to the general fund of each town (in Calistoga, St. Helena, Yountville, the City of Napa and American Canyon), as well as the Unincorporated Napa County.

This significantly enhances quality of life for our residents.

Agenda Item #13.5.

NVTID Management District Plan 9
June 5, 2024
IV. BOUNDARY
The NVTID shall include all lodging businesses, existing and in the future, available for public occupancy within the boundaries of the cities of American Canyon, Calistoga, Napa, and St. Helena, the Town of Yountville, and the unincorporated area of the County of Napa (“jurisdictions”), as shown in the map below.

Lodging business means: any structure or any portion of any structure which is occupied or intended or designed for occupancy by transients for dwelling, lodging or sleeping purposes, and includes, but is not limited to, all hotels, motels, inns, vacation rentals and short-term rentals. Notwithstanding the prior sentence, lodging business does not include campgrounds, mobile homes, or traditional spacerental only R.V. parks.

A complete listing of lodging businesses within the NVTID can be found in Appendix 2. The lodging business list was compiled from records provided by each jurisdiction. The list was developed with the most reliable information provided by the jurisdictions. Some discrepancies may appear due to any of the following reasons: 1) Vacation rentals and short term rentals may cease operation with little or no notice, and may no longer be operating as a vacation rental or short-term rental; and 2) the lodging business list was compiled based on the date shown on the cover page of this Plan, and may not include lodging businesses that began operation after the dates listed.

Agenda Item #13.5.

NVTID Management District Plan 10
June 5, 2024
Agenda Item #13.5.

NVTID Management District Plan 11
June 5, 2024
V. ASSESSMENT BUDGET AND SERVICES
A. Annual Service Plan
Assessment funds will be spent to provide specific benefits conferred or privileges granted directly to the payors that are not provided to those not charged, and which do not exceed the reasonable cost to the jurisdictions of conferring the benefits or granting the privileges. The privileges and services provided with the NVTID funds are valley-wide and local jurisdiction destination marketing and sales programs, available only to assessed lodging businesses.

A service plan assessment budget has been developed to deliver services that benefit the assessed lodging businesses. A detailed annual report and assessment budget will be developed and approved by the NVTC and submitted to the Board of Supervisors. The table below illustrates the initial annual assessment budget allocations. These activities and allocations will also apply in subsequent years.

The total initial annual assessment budget is $11,000,000.

Although actual revenues will fluctuate due to market conditions, the proportional allocations of the budget shall remain the same. However, the County and the NVTC Board shall have the authority to adjust budget allocations between the Valley-Wide Marketing and Sales, Administration, and Contingency categories by no more than ten percent (10%) of the total assessment budget per year.

A description of the proposed improvements and activities for the initial year of operation is below.

The same activities are proposed for subsequent years. In the event of a legal challenge against the NVTID, any and all assessment funds may be used for the costs of defending the NVTID.

Each budget category includes all costs related to providing that service. For example, the sales and marketing budget includes the cost of staff time dedicated to overseeing and implementing the sales and marketing program. Staff time dedicated purely to administrative tasks is allocated to the administrative portion of the budget. The costs of an individual staff member may be allocated to multiple budget categories.

Valley-Wide Marketing and Sales,
$6,105,000

55.5%
Local Jurisdiction
Destination Marketing
(Calistoga, St. Helena,
Yountville, City of Napa,
American Canyon and
Unincorporated County),
$2,750,000
25%
Administration,
$1,485,000

13.5%
Contingency, $550,000
5%
County/City
Collection Fee,
$110,000
1%
Initial Annual Assessment Budget
$11,000,000
Agenda Item #13.5.

NVTID Management District Plan 12
June 5, 2024
Valley-Wide Marketing and Sales
Funding from the assessment will be applied to marketing and sales programs that promote tourism in the valley and will encourage overnight stays in Napa Valley. Valley-wide marketing and sales programs are designed to promote, encourage, and support tourism and hospitality in Napa Valley and may include, but are not limited to:

Paid Media (Advertising) such as:
• Online/digital advertising
• Print advertising
• Out-of-home advertising (billboards, roadside signage, kiosks, banners) • Radio advertising
• Events sponsorship and activations
• Production costs for advertising assets
Owned Media (Channels/Platforms) such as:
• Napa Valley website
• Napa Valley social media channels
• Napa Valley newsletters, blogs, content
• Marketing materials (brochures, pamphlets, branded collateral) • Industry tradeshows, conferences, and activations
• Distribution and fulfillment of marketing and sales materials • Operation of Valley-Wide visitor information center (located at Napa Valley Welcome Center in Downtown Napa)
Earned Media (Public Relations & Press) such as:
• Public relations outreach (including press bulletins/releases and media leads, crisis communications, etc.)
• Press educational and familiarization trips
Sales (Group and Travel Trade) Programs such as:
• Lead Generation
• Trade Shows
• Sales Missions
• Familiarization Tours
Special Projects and Programming for:
• Destination stewardship programs and initiatives including, but not limited to:
o Sustainability
o Hospitality Workforce Development
o Heritage Tourism
o DEI&A
Organizational Initiatives in Support of Tourism and Hospitality including:
• Industry research, analytics, seminars
• Stakeholder engagement and meetings
• Partner and industry relations
Agenda Item #13.5.

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• Global outreach and engagement, such as Great Wine Capitals, Sister City Programs, etc. • Professional/industry association affiliation
• Communications and advocacy activities to inform and educate the public and local government officials
• Software platforms and applications for business management • Administrative costs associated with these activities Local Jurisdiction Destination Marketing
Each local jurisdiction (the Cities of American Canyon, Calistoga, Napa, St. Helena, the Town of Yountville, and the unincorporated County of Napa) shall retain 25% of the total assessment collected within that local jurisdiction to fund eligible programs and activities as described below.

Each jurisdiction shall form a local governing committee which shall be responsible for the administration of the destination marketing efforts within their respective jurisdiction. Jurisdictionspecific destination marketing funding is designed to support initiatives which promote and enhance local, jurisdiction-based tourism and hospitality and is aligned with valley-wide promotional effort.

Local jurisdiction destination marketing funding is designed to support to local activities which promote and enhance locally based tourism efforts, including but not limited to:
• Locally specific market niche advertising and marketing efforts that complement, and do not conflict with or compete with, the valley-wide promotion effort. • Tourism marketing and promotional information: including website, print and other collateral material and technology applications.
• Local special event programming, underwriting and promotion. • Operation of local visitor information center.
• Community and cultural arts programming activities, such as music on the plaza, movie nights, sculpture walks, film festivals, etc.
• Tourism related streetscape enhancement and maintenance or visitor-serving improvements. • Seasonal and other tourism and visitor related programs. • Local tourism shuttle or other visitor transportation programs. • Seed funding for community-based programs which support or enhance tourism. • Trails, pedestrian paths, signage, bike paths, etc. which enhance and improve upon the visitor experience and access to lodging properties.
• Enhanced maintenance and custodial municipal services to tourism-related areas. • Administrative costs associated with these activities.

Administrative and Operations
The administrative and operations portion of the budget, thirteen- and one-half percent (13.5%), shall be utilized for administrative staffing costs, office costs, and other general administrative costs such as audits, insurance, legal, and accounting fees. Information on audits is included herein in Section VI(E).

Contingency
The budget includes a contingency line item to account for uncollected assessments, if any. If there are contingency funds collected, they may be held in a reserve fund or utilized for other programs, Agenda Item #13.5.

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administration, or renewal costs. The NVTC Board of Directors shall set the policy with respect to the NVTC reserve.

County/City Collection Fees
Each jurisdiction tax collector shall retain a fee of up to one percent (1%) of the amount of the assessment collected prior to remitting funds to the county, within their respective jurisdictions, to cover their costs of collection and administration.

B. Annual Budget
The total ten (10) year assessment budget is projected at approximately $11,000,000 annually, or $145,750,000 through 2036 if maximum assessment rates are adopted. A similar budget is expected to apply to subsequent years, but this budget is expected to fluctuate as room sales do, as businesses open and close, and if the assessment rate is increased pursuant to this Plan.

The annual assessment rate is two percent (2%) of gross short-term (30 days or less) sleeping room rental revenue. In years three (3), six (6) and nine (9) of the NVTID’s term, the assessment rate may be recommended to be increased by the VNV Board of Directors and then brought to the NVTC Board for final approval. The maximum increase in years three (3), six (6) and nine (9) shall be one half of one percent (0.5%). The total assessment rate may not exceed three percent (3%) of gross short-term (30 days or less) sleeping room rental revenue. Based on the benefit received, assessments will not be collected on stays of more than thirty (30) consecutive days. Stays by government employees on government business shall not be subject to assessment. “Government employee” shall mean foreign or domestic government employees subject to exemption from transient occupancy tax pursuant to each municipality’s municipal/county code.

The table below demonstrates the estimated maximum budget with the assumption that the assessment rate will be increased to the maximum rate authorized in this Plan at the earliest opportunity as it is a required disclosure, it is not the anticipated course of action. Alternate courses of action may be taken in regard to implementing the assessment rate increase other than what is demonstrated in the chart below, within the parameters of this Plan.

Estimated Annual Budget if Maximum Assessment Rates are Adopted Year Valley-Wide
Marketing
and Sales
Local
Jurisdiction
Destination
Marketing
Administration Contingency/
Renewal
County/City
Collection Fee
Total
2025/2026 $6,105,000 $2,750,000 $1,485,000 $550,000 $110,000 $11,000,000 2026/2027 $6,105,000 $2,750,000 $1,485,000 $550,000 $110,000 $11,000,000 2027/2028 $7,631,250 $3,437,500 $1,856,250 $687,500 $137,500 $13,750,000 2028/2029 $7,631,250 $3,437,500 $1,856,250 $687,500 $137,500 $13,750,000 2029/2030 $7,631,250 $3,437,500 $1,856,250 $687,500 $137,500 $13,750,000 2030/2031 $9,157,500 $4,125,000 $2,227,500 $825,000 $165,000 $16,500,000 2031/2032 $9,157,500 $4,125,000 $2,227,500 $825,000 $165,000 $16,500,000 2032/2033 $9,157,500 $4,125,000 $2,227,500 $825,000 $165,000 $16,500,000 2033/2034 $9,157,500 $4,125,000 $2,227,500 $825,000 $165,000 $16,500,000 2034/2035 $9,157,500 $4,125,000 $2,227,500 $825,000 $165,000 $16,500,000 Total $80,891,250 $36,437,500 $19,676,250 $7,287,500 $1,457,500 $145,750,000 Agenda Item #13.5.

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The chart below demonstrates the estimated maximum budget with the assumption that the assessment rate will not be increased during the NVTID’s term.

Estimated Annual Budget if Maximum Assessment Rates Are Not Adopted Year Valley-Wide
Marketing
and Sales
Local
Jurisdiction
Destination
Marketing
Administration Contingency/
Renewal
County/City
Collection
Fee
Total
2025/2026 $6,105,000 $2,750,000 $1,485,000 $550,000 $110,000 $11,000,000 2026/2027 $6,105,000 $2,750,000 $1,485,000 $550,000 $110,000 $11,000,000 2027/2028 $6,105,000 $2,750,000 $1,485,000 $550,000 $110,000 $11,000,000 2028/2029 $6,105,000 $2,750,000 $1,485,000 $550,000 $110,000 $11,000,000 2029/2030 $6,105,000 $2,750,000 $1,485,000 $550,000 $110,000 $11,000,000 2030/2031 $6,105,000 $2,750,000 $1,485,000 $550,000 $110,000 $11,000,000 2031/2032 $6,105,000 $2,750,000 $1,485,000 $550,000 $110,000 $11,000,000 2032/2033 $6,105,000 $2,750,000 $1,485,000 $550,000 $110,000 $11,000,000 2033/2034 $6,105,000 $2,750,000 $1,485,000 $550,000 $110,000 $11,000,000 2034/2035 $6,105,000 $2,750,000 $1,485,000 $550,000 $110,000 $11,000,000 Total $61,050,000 $27,500,000 $14,850,000 $ 5,500,000 $1,100,000 $110,000,000 C. California Constitutional Compliance
The NVTID assessment is not a property-based assessment subject to the requirements of Proposition 218. Courts have found Proposition 218 limited the term ‘assessments’ to levies on real property.1 Rather, the NVTID assessment is a business-based assessment, and is subject to Proposition 26. Pursuant to Proposition 26 all levies are a tax unless they fit one of seven exceptions.

Two of these exceptions apply to the NVTID, a “specific benefit” and a “specific government service.” Both require that the costs of benefits or services do not exceed the reasonable costs to the County of conferring the benefits or providing the services.

1. Specific Benefit
Proposition 26 requires that assessment funds be expended on, “a specific benefit conferred or privilege granted directly to the payor that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of conferring the benefit or granting the privilege.”2 The services in this Plan are designed to provide targeted benefits directly to assessed lodging businesses, and are intended only to provide benefits and services directly to those lodging businesses paying the assessment. These services are tailored not to serve the general public, businesses in general, or parcels of land, but rather to serve the specific lodging businesses within the NVTID. The activities described in this Plan are specifically targeted to increase demand for room night sales for assessed lodging businesses within the boundaries of the NVTID and are narrowly tailored. NVTID funds will be used exclusively to provide the specific benefit of increased demand for room night sales directly to the assesses. Assessment funds shall not be used to feature nonassessed lodging businesses in NVTID programs, or to directly generate sales for non-assessed businesses. The activities paid for from assessment revenues are business services constituting and 1 Jarvis v. the City of San Diego 72 Cal App. 4th 230 2 Cal. Const. art XIII C § 1(e)(1) Agenda Item #13.5.

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providing specific benefits to the assessed lodging businesses. Nothing in this Plan limits the ability of the Owners’ Association to enter into private contracts with non-assessed lodging businesses for the provision of services to those businesses.

The assessment imposed by this NVTID is for a specific benefit conferred directly to the payors that is not provided to those not charged. The specific benefit conferred directly to the payors is an increase in demand for room night sales. The specific benefit of an increase in demand for room night sales for assessed lodging businesses will be provided only to lodging businesses paying the district assessment, with marketing and sales programs promoting lodging businesses paying the NVTID assessment. The marketing and sales programs will be designed to increase demand for room night sales at each assessed lodging businesses. Because they are necessary to provide the marketing and sales programs that specifically benefit the assessed lodging businesses, the administration and contingency services also provide the specific benefit of increased demand for room night sales to the assessed lodging businesses.

Although the NVTID, in providing specific benefits to payors, may produce incidental benefits to non-paying businesses, the incidental benefit does not preclude the services from being considered a specific benefit. The legislature has found that, “A specific benefit is not excluded from classification as a ‘specific benefit’ merely because an indirect benefit to a nonpayer occurs incidentally and without cost to the payor as a consequence of providing the specific benefit to the payor.”3

2. Specific Government Service
The assessment may also be utilized to provide, “a specific government service or product provided directly to the payor that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of providing the service or product.”4 The legislature has recognized that marketing and promotions services like those to be provided by the NVTID are government services within the meaning of Proposition 265. Further, the legislature has determined that “a specific government service is not excluded from classification as a ‘specific government service’ merely because an indirect benefit to a non-payor occurs incidentally and without cost to the payor as a consequence of providing the specific government service to the payor.”6

3. Reasonable Cost
NVTID services will be implemented carefully to ensure they do not exceed the reasonable cost of such services. The full amount assessed will be used to provide the services described herein. Funds will be managed by the NVTC, and reports submitted on an annual basis to the County. Only assessed lodging businesses will be featured in marketing materials, receive sales leads generated from NVTIDfunded activities, be featured in advertising campaigns, and benefit from other NVTID-funded services. Non-assessed lodging businesses will not receive these, nor any other, NVTID-funded services and benefits.

The NVTID-funded programs are all targeted directly at, and feature only assessed lodging businesses.

It is, however, possible that there will be a spillover benefit to non-assessed businesses. If nonassessed lodging businesses receive incremental room nights, that portion of the promotion or program generating those room nights shall be paid with non-NVTID funds. NVTID funds shall 3 Government Code § 53758(a)
4 Cal. Const. art XIII C § 1(e)(2)
5 Government Code § 53758(b)
6 Government Code § 53758(b)
Agenda Item #13.5.

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only be spent to benefit the assessed lodging businesses and shall not be spent on that portion of any program which directly generates incidental room nights for non-assessed lodging businesses.

D. Assessment
The annual assessment rate is two percent (2%) of gross short-term (30 days or less) sleeping room rental revenue. In years three (3), six (6) and nine (9) of the NVTID’s term, the assessment rate may be recommended to be increased by the VNV Board of Directors and then brought to the NVTC Board for final approval. The maximum increase in years three (3), six (6) and nine (9) shall be one half of one percent (0.5%). The total assessment rate may not exceed three percent (3%) of gross short-term (30 days or less) sleeping room rental revenue.

Based on the benefit received, assessments will not be collected on stays of more than thirty (30) consecutive days. Stays by government employees on government business shall not be subject to assessment. “Government employee” shall mean foreign or domestic government employees subject to exemption from transient occupancy tax pursuant to each municipality’s municipal/county code.

The assessment was calculated based on the total cost of the activities to be provided for the benefit of the lodging businesses within the NVTID with costs allocated based on the proportional benefit conferred to each lodging business. Activities funded by the NVTID are specifically targeted to increase demand for room nights at assessed lodging businesses. All room night sales do not represent the same benefit to the payors. For example, a higher priced room night is of greater benefit than a lower priced room night because the assessee derives greater revenue. To account for this benefit differential and to make sure the benefits are proportional, an assessment formula based on a percentage of revenue has been selected. The proposed formula accurately reflects greater benefit to assessed lodging businesses with higher priced room nights.

The term “gross short-term sleeping room rental revenue” as used herein means: the consideration charged, whether or not received, for the occupancy of space in an assessed lodging business, as defined in Section IV of this Plan. The assessment shall not be considered a part of lodging businesses revenue for any purposes, including but not limited to collection of transient occupancy taxes. Gross short-term sleeping room rental revenue shall not include, and therefore the assessment shall not be charged upon, any federal, state or local taxes collected, including but not limited to transient occupancy taxes.

The assessment is levied upon and a direct obligation of the assessed lodging business. However, the assessed lodging business may, at its discretion, pass the assessment on to transients. The amount of assessment, if passed on to each transient, shall be disclosed in advance and separately stated from the amount of rent charged and any other applicable taxes, and each transient shall receive a receipt for payment from the business. If the NVTID assessment is identified separately it shall be disclosed as the “NVTID Assessment.” As an alternative, the disclosure may include the amount of the NVTID assessment and the amount of the assessment imposed pursuant to the California Tourism Marketing Act, Government Code §13995 et seq. and shall be disclosed as the “Tourism Assessment.” The assessment is imposed solely upon, and is the sole obligation of the assessed lodging business even if it is passed on to transients. The assessment shall not be considered revenue for calculation of transient occupancy taxes.

Bonds shall not be issued.

Agenda Item #13.5.

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E. Penalties and Interest
Each jurisdiction is authorized to collect penalties and interest on delinquent assessments.

F. Time and Manner for Collecting Assessments
The NVTID assessment will be implemented beginning June 16, 2025, or as soon as possible thereafter, and will continue for ten (10) years. The city and county tax collectors will be responsible for collecting the assessment on a monthly or quarterly basis (including any delinquencies, penalties, and interest) from each lodging business located in the boundaries of the NVTID in accordance with each jurisdiction’s procedures for collecting transient occupancy taxes. The tax collectors shall take all reasonable efforts to collect the assessments from each lodging business. The tax collectors shall forward 74% of the assessment collected to Napa County, who will forward the funds to the NVTC.

The remaining 25% of the funds shall be retained by each jurisdiction for tourism-related expenditures in accordance with this Plan. Each tax collector shall deduct from the assessment a fee up to 1% of the assessment collected for their services in collecting and forwarding the assessment funds.

Agenda Item #13.5.

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VI. GOVERNANCE
A. Owners’ Association
The Board of Supervisors, through adoption of this Management District Plan, has the right, pursuant to Streets and Highways Code §36651, to identify the body that shall implement the proposed program, which shall be the Owners’ Association of the NVTID as defined in Streets and Highways Code §36612. The Board of Supervisors has determined that the NVTC will continue to serve as the NVTID’s Owners’ Association. The Owners’ Association is charged with managing funds and implementing programs in accordance with this Plan and must provide annual reports on activities and expenditures.

The NVTC shall be managed by a fourteen (14) member Board of Directors. Seven (7) board members shall be representatives of assessed lodging businesses. Six members of the board will each represent one of the included municipalities and Napa County, with each jurisdiction having one representative.

Each of these jurisdiction representatives shall be appointed by their respective City or Town Council or Board of Supervisors. Jurisdiction representatives may be elected or appointed officials, staff, or chamber of commerce officials. One board member shall be a representative of Visit Napa Valley (VNV). Each member of the board shall have one vote.

Each jurisdiction retaining funds for local destination marketing programs shall form a local governing committee in accordance with the provisions in this Plan. Each local governing committee and the NVTC will be subject to the requirements of the Ralph M. Brown Act and the California Public Records Act in accordance with the 94 Law. Each local governing committee shall submit a progress report at each quarterly NVTC meeting, as well as a fiscal year-end report, as detailed below in subsection D.

B. Brown Act and California Public Records Act Compliance An Owners’ Association is a private entity and may not be considered a public entity for any purpose, nor may its board members or staff be considered to be public officials for any purpose. The Owners’ Association is, however, subject to government regulations relating to transparency, namely the Ralph M. Brown Act and the California Public Records Act. These regulations are designed to promote public accountability. The Owners’ Association acts as a legislative body under the Ralph M. Brown Act (Government Code §54950 et seq.). Thus, meetings of the NVTC Board and certain committees must be held in compliance with the public notice and other requirements of the Brown Act.

Accordingly, the Owners’ Association shall publicly report any action taken and the vote or abstention on that action of each member present for the action. The Owners’ Association is also subject to the record-keeping and disclosure requirements of the California Public Records Act.

C. Annual Report
The NVTC shall present an annual report at the end of each year of operation to the Board of Supervisors pursuant to Streets and Highways Code §36650 (see Appendix 1). The annual report will include details of NVTID revenues received and expenditures for all governing entities, including the local governing committees. The revenues and expenditures of each governing committee shall be listed separately.

The annual report shall include:
• Any proposed changes in the boundaries of the improvement district or in any benefit zones or classification of businesses within the district.
• The improvements and activities to be provided for that fiscal year.

Agenda Item #13.5.

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• An estimate of the cost of providing the improvements and the activities for that fiscal year. • The method and basis of levying the assessment in sufficient detail to allow each business owner to estimate the amount of the assessment to be levied against his or her business for that fiscal year.
• The estimated amount of any surplus or deficit revenues to be carried over from a previous fiscal year.
• The estimated amount of any contributions to be made from sources other than assessments levied pursuant to this part.

D. Local Governing Committees
Each jurisdiction retaining funds for local destination marketing programs shall form a local governing committee in accordance with the provisions below. Each local governing committee will be subject to the requirements of the Ralph M. Brown Act and the California Public Records Act in accordance with the 94 Law. Each local governing committee shall submit a progress report at each quarterly NVTC board meeting, as well as a fiscal year-end report. Included in the reports, each committee must provide NVTC with a detailed account of the specific NVTID funds allocated to their jurisdiction and provide information on how these funds have been spent. Local governing committees will provide the fiscal year-end reports to the NVTC Board for incorporation into the annual report to the Napa County Board of Supervisors pursuant to Streets and Highways Code §36650, no later than September 30 of each calendar year. Jurisdiction-specific destination marketing funding is designed to support initiatives which promote and enhance local, jurisdiction-based tourism and hospitality and is aligned with valley-wide promotional effort.

1. Calistoga, St. Helena & Yountville
The cities of Calistoga and St. Helena, and the Town of Yountville shall each form a seven (7) member local governing committee that will manage the individual destination marketing funds. The local governing committees will be comprised of:
• Four (4) members selected by eligible lodging property members within the local jurisdiction • One (1) member from the local Chamber of Commerce (can be either appointed staff or a board member of the Chamber in the local jurisdiction)
• One (1) member who is an elected official from the local jurisdiction. • One (1) member who is the City/Town Manager or designee from the local jurisdiction.

The local governing committee shall be responsible for the following activities:
• Development and approval of an annual work plan and budget. • Periodic meetings as necessary to provide oversight of the expenditures to ensure consistency with approved annual work plan and budget consistent with this Plan. Preparation of a quarterly progress report and annual year-end progress report which will be provided to the NVTC.

2. City of Napa
Disbursement of the local assessment retained by the City of Napa shall be pursuant to an annual work plan and associated annual budget, which shall be developed and recommended to the Napa City Council by the local governing committee, which will be comprised of the following:
• Up to five (5) representatives of assessed lodging businesses selected by lodging businesses. • One (1) representative of city staff or a city council member designated by the Napa TID Committee.

Agenda Item #13.5.

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• One (1) representative of a visitor-serving or destination-marketing entity designated by the Napa TID Committee.

To the extent that the Napa City Council approves the recommendation of the local governing committee, that recommendation shall be presented to the NVTC Board for incorporation into the annual report to the Napa County Board of Supervisors pursuant to Streets and Highways Code §36650. To the extent that the Napa City Council chooses not to approve in part, or in whole, the recommendation of the local governing committee, the Napa City Council may propose an alternative annual work plan and budget for those funds, and the NVTC Board shall determine which plan and budget elements to incorporate into the annual report to the County Board of Supervisors for disposition of funds to support local marketing and tourism enhancements in the City of Napa.

The local governing committee shall be responsible for the following activities:
• Development and approval of an annual work plan and budget. • Periodic meetings as necessary to provide oversight of the expenditures to ensure consistency with approved annual work plan and budget consistent with this Plan. • Preparation of a quarterly progress report and annual year-end progress report which will be provided to the NVTC.

3. American Canyon
The City of American Canyon shall form a seven (7) member local governing committee, which will manage the local destination marketing funds. The local governing committee will be comprised of:
• Three (3) representatives of assessed lodging businesses selected by lodging businesses. • One (1) representative of a local business selected by lodging businesses. In the event a fourth lodging business subject to assessment opens in American Canyon, this representative may instead be from another lodging business.
• One (1) member from the local Chamber of Commerce (can be either appointed staff or a board member of the Chamber in the local jurisdiction). • One (1) member who is an elected city official.
• One (1) member who is the City Manager or designee from the local jurisdiction.

The local governing committee shall be responsible for the following activities:
• Development and approval of an annual work plan and budget. • Periodic meetings as necessary to provide oversight of the expenditures to ensure consistency with approved annual work plan and budget consistent with this Plan. • Preparation of a quarterly progress report and annual year-end progress report which will be provided to the NVTC.

4. County of Napa
Napa County shall form a seven (7) member local governing committee, which will manage the local destination marketing funds for the unincorporated portion of the county. The local governing committee shall be composed of:
• Four (4) members selected by eligible lodging property members in the unincorporated area. • One (1) member who is a member of the Board of Supervisors. • One (1) member who is the County Executive Officer or that Officer’s designee. • One (1) member who is selected by the Napa Valley Vintners.

Agenda Item #13.5.

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The Napa County local governing committee shall be responsible for the following activities:
• Development and approval of an annual work plan and budget. • Periodic meetings as necessary to provide oversight of the expenditures to ensure consistency with approved annual work plan and budget consistent with this Plan. • Preparation of a quarterly progress report and annual year-end progress report which will be provided to the NVTC.

E. Audits and Accounting
The Napa County Auditor-Controller (ACO) shall be allowed to review the financial records of the NVTC, jurisdictions, and local governing committees at the end of each fiscal year. Memorandums of Understanding (MOU) between the Napa County ACO and the six (6) individual jurisdictions document the accounting processes for the NVTID and shall remain in full force and effect for the term of the NVTID. The accounting processes in the MOUs detail the documentation required in the collection, allocation, and reporting required to demonstrate compliance with this Plan. These annual financial reports outlined in the MOUs must be submitted to the Napa County ACO no more than four (4) months after the fiscal year ends.

NVTC shall engage either an independent certified public accountant or the Napa County ACO to conduct annual audits. Any independent certified public accountant selected shall be subject to approval of the Napa County ACO, and their audit report must be submitted to the Napa County ACO no more than six (6) months after the fiscal year ends.

Agenda Item #13.5.

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APPENDIX 1 – LAW
*** THIS DOCUMENT IS CURRENT THROUGH THE 2023 SUPPLEMENT *** (ALL 2022 LEGISLATION)

STREETS AND HIGHWAYS CODE
DIVISION 18. PARKING
PART 7. PROPERTY AND BUSINESS IMPROVEMENT DISTRICT LAW OF 1994 CHAPTER 1. General Provisions
ARTICLE 1. Declarations
36600. Citation of part
This part shall be known and may be cited as the “Property and Business Improvement District Law of 1994.” 36601. Legislative findings and declarations; Legislative guidance The Legislature finds and declares all of the following:
(a) Businesses located and operating within business districts in some of this state’s communities are economically disadvantaged, are underutilized, and are unable to attract customers due to inadequate facilities, services, and activities in the business districts. (b) It is in the public interest to promote the economic revitalization and physical maintenance of business districts in order to create jobs, attract new businesses, and prevent the erosion of the business districts. (c) It is of particular local benefit to allow business districts to fund business related improvements, maintenance, and activities through the levy of assessments upon the businesses or real property that receive benefits from those improvements.
(d) Assessments levied for the purpose of conferring special benefit upon the real property or a specific benefit upon the businessesin a business district are not taxesfor the general benefit of a city, even if property, businesses, or persons not assessed receive incidental or collateral effects that benefit them. (e) Property and business improvement districts formed throughout this state have conferred special benefits upon properties and businesses within their districts and have made those properties and businesses more useful by providing the following benefits:
(1) Crime reduction. A study by the Rand Corporation has confirmed a 12-percent reduction in the incidence of robbery and an 8-percent reduction in the total incidence of violent crimes within the 30 districts studied.
(2) Job creation.
(3) Business attraction.
(4) Business retention.
(5) Economic growth.
(6) New investments.
(f) With the dissolution of redevelopment agencies throughout the state, property and business improvement districts have become even more important tools with which communities can combat blight, promote economic opportunities, and create a clean and safe environment. (g) Since the enactment of this act, the people of California have adopted Proposition 218, which added Article XIII D to the Constitution in order to place certain requirements and restrictions on the formation of, and activities, expenditures, and assessments by property-based districts. Article XIII D of the Constitution provides that property-based districts may only levy assessments for special benefits. (h) The act amending this section is intended to provide the Legislature’s guidance with regard to this act, its interaction with the provisions of Article XIII D of the Constitution, and the determination of special benefits in property-based districts.
(1) The lack of legislative guidance has resulted in uncertainty and inconsistent application of this act, which discourages the use of assessments to fund needed improvements, maintenance, and activities in property-based districts, contributing to blight and other underutilization of property. (2) Activities undertaken for the purpose of conferring special benefits upon property to be assessed inherently produce incidental or collateral effects that benefit property or persons not assessed.

Therefore, for special benefits to exist as a separate and distinct category from general benefits, the Agenda Item #13.5.

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incidental or collateral effects of those special benefits are inherently part of those special benefits.

The mere fact that special benefits produce incidental or collateral effects that benefit property or persons not assessed does not convert any portion of those special benefits or their incidental or collateral effects into general benefits.
(3) It is of the utmost importance that property-based districts created under this act have clarity regarding restrictions on assessmentsthey may levy and the proper determination ofspecial benefits.

Legislative clarity with regard to this act will provide districts with clear instructions and courts with legislative intent regarding restrictions on property-based assessments, and the manner in which special benefits should be determined.
36602. Purpose of part
The purpose of this part is to supplement previously enacted provisions of law that authorize cities to levy assessments within property and business improvement districts, to ensure that those assessments conform to all constitutional requirements and are determined and assessed in accordance with the guidance set forth in this act. This part does not affect or limit any other provisions of law authorizing or providing for the furnishing of improvements or activities or the raising of revenue for these purposes.
36603. Preemption of authority or charter city to adopt ordinances levying assessments Nothing in this part is intended to preempt the authority of a charter city to adopt ordinances providing for a different method of levying assessments for similar or additional purposes from those set forth in this part. A property and business improvement district created pursuant to this part is expressly exempt from the provisions of the Special Assessment Investigation, Limitation and Majority Protest Act of 1931 (Division 4 (commencing with Section 2800)). 36603.5. Part prevails over conflicting provisions
Any provision of this part that conflicts with any other provision of law shall prevail over the other provision of law, as to districts created under this part.
36604. Severability
This part is intended to be construed liberally and, if any provision is held invalid, the remaining provisions shall remain in full force and effect. Assessments levied under this part are not special taxes.

ARTICLE 2. Definitions
36606. “Activities”
“Activities” means, but is not limited to, all of the following that benefit businesses or real property in the district:
(a) Promotion of public events.
(b) Furnishing of music in any public place.
(c) Promotion of tourism within the district.
(d) Marketing and economic development, including retail retention and recruitment. (e) Providing security, sanitation, graffiti removal, street and sidewalk cleaning, and other municipal services supplemental to those normally provided by the municipality. (f) Other services provided for the purpose of conferring special benefit upon assessed real property or specific benefits upon assessed businesses located in the district. 36606.5. “Assessment”
“Assessment” means a levy for the purpose of acquiring, constructing, installing, or maintaining improvements and providing activities that will provide certain benefits to properties or businesses located within a property and business improvement district.
36607. “Business”
“Business” means all types of businesses and includes financial institutions and professions.

Agenda Item #13.5.

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36608. “City”
“City” means a city, county, city and county, or an agency or entity created pursuant to Article 1 (commencing with Section 6500) of Chapter 5 of Division 7 of Title 1 of the Government Code, the public member agencies of which includes only cities, counties, or a city and county, or the State of California. 36609. “City council”
“City council” means the city council of a city or the board of supervisors of a county, or the agency, commission, or board created pursuant to a joint powers agreement and which is a city within the meaning of this part. 36609.4. “Clerk”
“Clerk” means the clerk of the legislative body.
36609.5. “General benefit”
“General benefit” means, for purposes of a property-based district, any benefit that is not a “special benefit” as defined in Section 36615.5.
36610. “Improvement”
“Improvement” means the acquisition, construction, installation, or maintenance of any tangible property with an estimated useful life of five years or more including, but not limited to, the following:
(a) Parking facilities.
(b) Benches, booths, kiosks, display cases, pedestrian shelters and signs. (c) Trash receptacles and public restrooms.
(d) Lighting and heating facilities.
(e) Decorations.
(f) Parks.
(g) Fountains.
(h) Planting areas.
(i) Closing, opening, widening, or narrowing of existing streets. (j) Facilities or equipment, or both, to enhance security of persons and property within the district. (k) Ramps, sidewalks, plazas, and pedestrian malls.
(l) Rehabilitation or removal of existing structures.
36611. “Management district plan”; “Plan”
“Management district plan” or “plan” means a proposal as defined in Section 36622. 36612. “Owners’ association”
“Owners’ association” means a private nonprofit entity that is under contract with a city to administer or implement improvements, maintenance, and activities specified in the management district plan. An owners’ association may be an existing nonprofit entity or a newly formed nonprofit entity. An owners’ association is a private entity and may not be considered a public entity for any purpose, nor may its board members or staff be considered to be public officials for any purpose. Notwithstanding this section, an owners’ association shall comply with the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5 of the Government Code), at all times when matters within the subject matter of the district are heard, discussed, or deliberated, and with the California Public Records Act (Division 10 (commencing with Section 7920.000) of Title 1 of the Government Code), for all records relating to activities of the district.
36614. “Property”
“Property” means real property situated within a district.

Agenda Item #13.5.

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36614.5. “Property and business improvement district”; “District” “Property and business improvement district,” or “district,” means a property and business improvement district established pursuant to this part.
36614.6. “Property-based assessment”
“Property-based assessment” means any assessment made pursuant to this part upon real property. 36614.7. “Property-based district”
“Property-based district” means any district in which a city levies a property-based assessment. 36615. “Property owner”; “Business owner”; “Owner”
“Property owner” means any person shown as the owner of land on the last equalized assessment roll or otherwise known to be the owner of land by the city council. “Business owner” means any person recognized by the city as the owner of the business. “Owner” means either a business owner or a property owner. The city council has no obligation to obtain other information as to the ownership of land or businesses, and its determination of ownership shall be final and conclusive for the purposes of this part. Wherever this part requires the signature of the property owner, the signature of the authorized agent of the property owner shall be sufficient. Wherever this part requires the signature of the business owner, the signature of the authorized agent of the business owner shall be sufficient. 36615.5. “Special benefit”
(a) “Special benefit” means, for purposes of a property-based district, a particular and distinct benefit over and above general benefits conferred on real property located in a district or to the public at large. Special benefit includes incidental or collateral effects that arise from the improvements, maintenance, or activities of property-based districts even if those incidental or collateral effects benefit property or persons not assessed. Special benefit excludes general enhancement of property value.
(b) “Special benefit” also includes, for purposes of a property-based district, a particular and distinct benefit provided directly to each assessed parcel within the district. Merely because parcels throughout an assessment district share the same special benefits does not make the benefits general. 36616. “Tenant”
“Tenant” means an occupant pursuant to a lease of commercial space or a dwelling unit, other than an owner.

ARTICLE 3. Prior Law
36617. Alternate method of financing certain improvements and activities; Effect on other provisions This part provides an alternative method of financing certain improvements and activities. The provisions of this part shall not affect or limit any other provisions of law authorizing or providing for the furnishing of improvements or activities or the raising of revenue for these purposes. Every improvement area established pursuant to the Parking and Business Improvement Area Law of 1989 (Part 6 (commencing with Section 36500) of this division) is valid and effective and is unaffected by this part.

CHAPTER 2. Establishment
36620. Establishment of property and business improvement district A property and business improvement district may be established as provided in this chapter. 36620.5. Requirement of consent of city council
Agenda Item #13.5.

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A county may not form a district within the territorial jurisdiction of a city without the consent of the city council of that city. A city may not form a district within the unincorporated territory of a county without the consent of the board of supervisors of that county. A city may not form a district within the territorial jurisdiction of another city without the consent of the city council of the other city.
36621. Initiation of proceedings; Petition of property or business owners in proposed district (a) Upon the submission of a written petition, signed by the property or business owners in the proposed district who will pay more than 50 percent of the assessments proposed to be levied, the city council may initiate proceedings to form a district by the adoption of a resolution expressing its intention to form a district.

The amount of assessment attributable to property or a business owned by the same property or business owner that is in excess of 40 percent of the amount of all assessments proposed to be levied, shall not be included in determining whether the petition is signed by property or business owners who will pay more than 50 percent of the total amount of assessments proposed to be levied. (b) The petition of property or business owners required under subdivision (a) shall include a summary of the management district plan. That summary shall include all of the following:
(1) A map showing the boundaries of the district.
(2) Information specifying where the complete management district plan can be obtained. (3) Information specifying that the complete management district plan shall be furnished upon request.
(c) The resolution of intention described in subdivision (a) shall contain all of the following:
(1) A brief description of the proposed improvements, maintenance, and activities, the amount of the proposed assessment, a statement as to whether the assessment will be levied on property or businesses within the district, a statement as to whether bonds will be issued, and a description of the exterior boundaries of the proposed district, which may be made by reference to any plan or map that is on file with the clerk. The descriptions and statements do not need to be detailed and shall be sufficient if they enable an owner to generally identify the nature and extent of the improvements, maintenance, and activities, and the location and extent of the proposed district. (2) A time and place for a public hearing on the establishment of the property and business improvement district and the levy of assessments, which shall be consistent with the requirements of Section 36623.
36622. Contents of management district plan
The management district plan shall include, but is not limited to, all of the following:
(a) If the assessment will be levied on property, a map of the district in sufficient detail to locate each parcel of property and, if businesses are to be assessed, each business within the district. If the assessment will be levied on businesses, a map that identifies the district boundaries in sufficient detail to allow a business owner to reasonably determine whether a business is located within the district boundaries. If the assessment will be levied on property and businesses, a map of the district in sufficient detail to locate each parcel of property and to allow a business owner to reasonably determine whether a business is located within the district boundaries.
(b) The name of the proposed district.
(c) A description of the boundaries of the district, including the boundaries of benefit zones, proposed for establishment or extension in a manner sufficient to identify the affected property and businesses included, which may be made by reference to any plan or map that is on file with the clerk. The boundaries of a proposed property assessment district shall not overlap with the boundaries of another existing property assessment district created pursuant to this part. This part does not prohibit the boundaries of a district created pursuant to this part to overlap with other assessment districts established pursuant to other provisions of law, including, but not limited to, the Parking and Business Improvement Area Law of 1989 (Part 6 (commencing with Section 36500)). This part does not prohibit the boundaries of a business assessment district created pursuant to this part to overlap with another business assessment district created pursuant to this part. This part does not prohibit the boundaries of a business assessment district created pursuant to this part to overlap with a property assessment district created pursuant to this part. (d) The improvements, maintenance, and activities proposed for each year of operation of the district and the estimated cost thereof. If the improvements, maintenance, and activities proposed for each year of operation are the same, a description of the first year’s proposed improvements, maintenance, and activities and a Agenda Item #13.5.

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statement that the same improvements, maintenance, and activities are proposed for subsequent years shall satisfy the requirements of this subdivision.
(e) The total annual amount proposed to be expended for improvements, maintenance, or activities, and debt service in each year of operation of the district. If the assessment is levied on businesses, this amount may be estimated based upon the assessment rate. If the total annual amount proposed to be expended in each year of operation of the district is not significantly different, the amount proposed to be expended in the initial year and a statement that a similar amount applies to subsequent years shall satisfy the requirements of this subdivision.
(f) The proposed source or sources of financing, including the proposed method and basis of levying the assessment in sufficient detail to allow each property or business owner to calculate the amount of the assessment to be levied against their property or business. The plan also shall state whether bonds will be issued to finance improvements.
(g) The time and manner of collecting the assessments.
(h) The specific number of years in which assessments will be levied. In a new district, the maximum number of years shall be five. Upon renewal, a district shall have a term not to exceed 10 years. Notwithstanding these limitations, a district created pursuant to this part to finance capital improvements with bonds may levy assessments until the maximum maturity of the bonds. The management district plan may set forth specific increases in assessments for each year of operation of the district. (i) The proposed time for implementation and completion of the management district plan. (j) Any proposed rules and regulations to be applicable to the district. (k)
(1) A list of the properties or businesses to be assessed, including the assessor’s parcel numbers for properties to be assessed, and a statement of the method or methods by which the expenses of a district will be imposed upon benefited real property or businesses, in proportion to the benefit received by the property or business, to defray the cost thereof. (2) In a property-based district, the proportionate special benefit derived by each identified parcel shall be determined exclusively in relationship to the entirety of the capital cost of a public improvement, the maintenance and operation expenses of a public improvement, or the cost of the activities. An assessment shall not be imposed on any parcel that exceeds the reasonable cost of the proportional special benefit conferred on that parcel. Only special benefits are assessable, and a property-based district shall separate the general benefits, if any, from the special benefits conferred on a parcel. Parcels within a property-based district that are owned or used by any city, public agency, the State of California, or the United States shall not be exempt from assessment unless the governmental entity can demonstrate by clear and convincing evidence that those publicly owned parcels in fact receive no special benefit. The value of any incidental, secondary, or collateral effects that arise from the improvements, maintenance, or activities of a property-based district and that benefit property or persons not assessed shall not be deducted from the entirety of the cost of any special benefit or affect the proportionate special benefit derived by each identified parcel. (3) In a property-based district, properties throughout the district may share the same special benefits. In a district with boundaries that define which parcels are to receive improvements, maintenance, or activities over and above those services provided by the city, the improvements, maintenance, or activities themselves may constitute a special benefit. The city may impose assessments that are less than the proportional special benefit conferred, but shall not impose assessments that exceed the reasonable costs of the proportional special benefit conferred. Because one or more parcels pay less than the special benefit conferred does not necessarily mean that other parcels are assessed more than the reasonable cost of their special benefit. (l) In a property-based district, a detailed engineer’s report prepared by a registered professional engineer certified by the State of California supporting all assessments contemplated by the management district plan. (m) Any other item or matter required to be incorporated therein by the city council. 36623. Procedure to levy assessment
(a) If a city council proposes to levy a new or increased property assessment, the notice and protest and hearing procedure shall comply with Section 53753 of the Government Code. (b) If a city council proposes to levy a new or increased business assessment, the notice and protest and hearing procedure shall comply with Section 54954.6 of the Government Code, except that notice shall be mailed to the owners of the businesses proposed to be assessed. A protest may be made orally or in writing by any interested person. Every written protest shall be filed with the clerk at or before the time fixed for the Agenda Item #13.5.

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public hearing. The city council may waive any irregularity in the form or content of any written protest. A written protest may be withdrawn in writing at any time before the conclusion of the public hearing. Each written protest shall contain a description of the business in which the person subscribing the protest is interested sufficient to identify the business and, if a person subscribing is not shown on the official records of the city as the owner of the business, the protest shall contain or be accompanied by written evidence that the person subscribing is the owner of the business or the authorized representative. A written protest that does not comply with this section shall not be counted in determining a majority protest. If written protests are received from the owners or authorized representatives of businesses in the proposed district that will pay 50 percent or more of the assessments proposed to be levied and protests are not withdrawn so as to reduce the protests to less than 50 percent, no further proceedings to levy the proposed assessment against such businesses, as contained in the resolution of intention, shall be taken for a period of one year from the date of the finding of a majority protest by the city council. (c) If a city council proposes to conduct a single proceeding to levy both a new or increased property assessment and a new or increased business assessment, the notice and protest and hearing procedure for the property assessment shall comply with subdivision (a), and the notice and protest and hearing procedure for the business assessment shall comply with subdivision (b). If a majority protest is received from either the property or business owners, that respective portion of the assessment shall not be levied. The remaining portion of the assessment may be levied unless the improvement or other special benefit was proposed to be funded by assessing both property and business owners.
36624. Changes to proposed assessments
At the conclusion of the public hearing to establish the district, the city council may adopt, revise, change, reduce, or modify the proposed assessment or the type or types of improvements, maintenance, and activities to be funded with the revenues from the assessments. Proposed assessments may only be revised by reducing any or all of them. At the public hearing, the city council may only make changes in, to, or from the boundaries of the proposed property and business improvement district that will exclude territory that will not benefit from the proposed improvements, maintenance, and activities. Any modifications, revisions, reductions, or changes to the proposed assessment district shall be reflected in the notice and map recorded pursuant to Section 36627. 36625. Resolution of formation
(a) If the city council, following the public hearing, decides to establish a proposed property and business improvement district, the city council shall adopt a resolution of formation that shall include, but is not limited to, all of the following:
(1) A brief description of the proposed improvements, maintenance, and activities, the amount of the proposed assessment, a statement as to whether the assessment will be levied on property, businesses, or both within the district, a statement on whether bonds will be issued, and a description of the exterior boundaries of the proposed district, which may be made by reference to any plan or map that is on file with the clerk. The descriptions and statements need not be detailed and shall be sufficient if they enable an owner to generally identify the nature and extent of the improvements, maintenance, and activities and the location and extent of the proposed district. (2) The number, date of adoption, and title of the resolution of intention. (3) The time and place where the public hearing was held concerning the establishment of the district.
(4) A determination regarding any protests received. The city shall not establish the district or levy assessments if a majority protest was received.
(5) A statement that the properties, businesses, or properties and businesses in the district established by the resolution shall be subject to any amendments to this part. (6) A statement that the improvements, maintenance, and activities to be conferred on businesses and properties in the district will be funded by the levy of the assessments. The revenue from the levy of assessments within a district shall not be used to provide improvements, maintenance, or activities outside the district or for any purpose other than the purposes specified in the resolution of intention, as modified by the city council at the hearing concerning establishment of the district.

Notwithstanding the foregoing, improvements and activities that must be provided outside the district boundaries to create a special or specific benefit to the assessed parcels or businesses may be provided, but shall be limited to marketing or signage pointing to the district.

Agenda Item #13.5.

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(7) A finding that the property or businesses within the area of the property and business improvement district will be benefited by the improvements, maintenance, and activities funded by the proposed assessments, and, for a property-based district, that property within the district will receive a special benefit.
(8) In a property-based district, the total amount of all special benefits to be conferred on the properties within the property-based district.
(b) The adoption of the resolution of formation and, if required, recordation of the notice and map pursuant to Section 36627 shall constitute the levy of an assessment in each of the fiscal years referred to in the management district plan.
36627. Notice and assessment diagram
Following adoption of the resolution establishing district assessments on properties pursuant to Section 36625, the clerk shall record a notice and an assessment diagram pursuant to Section 3114. No other provision of Division 4.5 (commencing with Section 3100) applies to an assessment district created pursuant to this part. 36628. Establishment of separate benefit zones within district; Categories of businesses The city council may establish one or more separate benefit zones within the district based upon the degree of benefit derived from the improvements or activities to be provided within the benefit zone and may impose a different assessment within each benefit zone. If the assessment is to be levied on businesses, the city council may also define categories of businesses based upon the degree of benefit that each will derive from the improvements or activities to be provided within the district and may impose a different assessment or rate of assessment on each category of business, or on each category of business within each zone. 36628.5. Assessments on businesses or property owners
The city council may levy assessments on businesses or on property owners, or a combination of the two, pursuant to this part. The city council shall structure the assessments in whatever manner it determines corresponds with the distribution of benefits from the proposed improvements, maintenance, and activities, provided that any propertybased assessment conforms with the requirements set forth in paragraph (2) of subdivision (k) of Section 36622. 36629. Provisions and procedures applicable to benefit zones and business categories All provisions of this part applicable to the establishment, modification, or disestablishment of a property and business improvement district apply to the establishment, modification, or disestablishment of benefit zones or categories of business. The city council shall, to establish, modify, or disestablish a benefit zone or category of business, follow the procedure to establish, modify, or disestablish a property and business improvement district. 36630. Expiration of district; Creation of new district If a property and business improvement district expires due to the time limit set pursuant to subdivision (h) of Section 36622, a new management district plan may be created and the district may be renewed pursuant to this part.

CHAPTER 3. Assessments
36631. Time and manner of collection of assessments; Delinquent payments The collection of the assessments levied pursuant to this part shall be made at the time and in the manner set forth by the city council in the resolution levying the assessment. Assessments levied on real property may be collected at the same time and in the same manner as for the ad valorem property tax, and may provide for the same lien priority and penalties for delinquent payment. All delinquent payments for assessments levied pursuant to this part may be charged interest and penalties.
36632. Assessments to be based on estimated benefit; Classification of real property and businesses; Exclusion of residential and agricultural property
Agenda Item #13.5.

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(a) The assessments levied on real property pursuant to this part shall be levied on the basis of the estimated benefit to the real property within the property and business improvement district. The city council may classify properties for purposes of determining the benefit to property of the improvements and activities provided pursuant to this part.
(b) Assessments levied on businesses pursuant to this part shall be levied on the basis of the estimated benefit to the businesses within the property and business improvement district. The city council may classify businesses for purposes of determining the benefit to the businesses of the improvements and activities provided pursuant to this part.
(c) Properties zoned solely for residential use, or that are zoned for agricultural use, are conclusively presumed not to benefit from the improvements and service funded through these assessments, and shall not be subject to any assessment pursuant to this part.
36633. Time for contesting validity of assessment
The validity of an assessment levied under this part shall not be contested in an action or proceeding unless the action or proceeding is commenced within 30 days after the resolution levying the assessment is adopted pursuant to Section 36625. An appeal from a final judgment in an action or proceeding shall be perfected within 30 days after the entry of judgment.
36634. Service contracts authorized to establish levels of city services The city council may execute baseline service contracts that would establish levels of city services that would continue after a property and business improvement district has been formed. 36635. Request to modify management district plan
The owners’ association may, at any time, request that the city council modify the management district plan. Any modification of the management district plan shall be made pursuant to this chapter. 36636. Modification of plan by resolution after public hearing; Adoption of resolution of intention (a) Upon the written request of the owners’ association, the city council may modify the management district plan after conducting one public hearing on the proposed modifications. The city council may modify the improvements and activities to be funded with the revenue derived from the levy of the assessments by adopting a resolution determining to make the modifications after holding a public hearing on the proposed modifications. If the modification includes the levy of a new or increased assessment, the city council shall comply with Section 36623. Notice of all other public hearings pursuant to this section shall comply with both of the following:
(1) The resolution of intention shall be published in a newspaper of general circulation in the city once at least seven days before the public hearing.
(2) A complete copy of the resolution of intention shall be mailed by first class mail, at least 10 days before the public hearing, to each business owner or property owner affected by the proposed modification.
(b) The city council shall adopt a resolution of intention which states the proposed modification prior to the public hearing required by this section. The public hearing shall be held not more than 90 days after the adoption of the resolution of intention.
36637. Reflection of modification in notices recorded and maps Any subsequent modification of the resolution shall be reflected in subsequent notices and maps recorded pursuant to Division 4.5 (commencing with Section 3100), in a manner consistent with the provisions of Section 36627.

CHAPTER 3.5. Financing
36640. Bonds authorized; Procedure; Restriction on reduction or termination of assessments Agenda Item #13.5.

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(a)The city council may, by resolution, determine and declare that bonds shall be issued to finance the estimated cost of some or all of the proposed improvements described in the resolution of formation adopted pursuant to Section 36625, if the resolution of formation adopted pursuant to that section provides for the issuance of bonds, under the Improvement Bond Act of 1915 (Division 10 (commencing with Section 8500)) or in conjunction with Marks-Roos Local Bond Pooling Act of 1985 (Article 4 (commencing with Section 6584) of Chapter 5 of Division 7 of Title 1 of the Government Code). Either act, as the case may be, shall govern the proceedings relating to the issuance of bonds, although proceedings under the Bond Act of 1915 may be modified by the city council as necessary to accommodate assessments levied upon business pursuant to this part.
(b) The resolution adopted pursuant to subdivision (a) shall generally describe the proposed improvements specified in the resolution of formation adopted pursuant to Section 36625, set forth the estimated cost of those improvements, specify the number of annual installments and the fiscal years during which they are to be collected. The amount of debt service to retire the bonds shall not exceed the amount of revenue estimated to be raised from assessments over 30 years.
(c) Notwithstanding any other provision of this part, assessments levied to pay the principal and interest on any bond issued pursuant to this section shall not be reduced or terminated if doing so would interfere with the timely retirement of the debt.

CHAPTER 4. Governance
36650. Report by owners’ association; Approval or modification by city council (a) The owners’ association shall cause to be prepared a report for each fiscal year, except the first year, for which assessments are to be levied and collected to pay the costs of the improvements, maintenance, and activities described in the report. The owners’ association’s first report shall be due after the first year of operation of the district. The report may propose changes, including, but not limited to, the boundaries of the property and business improvement district or any benefit zones within the district, the basis and method of levying the assessments, and any changes in the classification of property, including any categories of business, if a classification is used.
(b) The report shall be filed with the clerk and shall refer to the property and business improvement district by name, specify the fiscal year to which the report applies, and, with respect to that fiscal year, shall contain all of the following information:
(1) Any proposed changes in the boundaries of the property and business improvement district or in any benefit zones or classification of property or businesses within the district. (2) The improvements, maintenance, and activities to be provided for that fiscal year. (3) An estimate of the cost of providing the improvements, maintenance, and activities for that fiscal year.
(4) The method and basis of levying the assessment in sufficient detail to allow each real property or business owner, as appropriate, to estimate the amount of the assessment to be levied against his or her property or business for that fiscal year.
(5) The estimated amount of any surplus or deficit revenues to be carried over from a previous fiscal year.
(6) The estimated amount of any contributions to be made from sources other than assessments levied pursuant to this part.
(c) The city council may approve the report as filed by the owners’ association or may modify any particular contained in the report and approve it as modified. Any modification shall be made pursuant to Sections 36635 and 36636.

The city council shall not approve a change in the basis and method of levying assessments that would impair an authorized or executed contract to be paid from the revenues derived from the levy of assessments, including any commitment to pay principal and interest on any bonds issued on behalf of the district. 36651. Designation of owners’ association to provide improvements, maintenance, and activities The management district plan may, but is not required to, state that an owners’ association will provide the improvements, maintenance, and activities described in the management district plan. If the management district plan designates an owners’ association, the city shall contract with the designated nonprofit corporation to provide services.

CHAPTER 5. Renewal
Agenda Item #13.5.

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36660. Renewal of district; Transfer or refund of remaining revenues; District term limit (a) Any district previously established whose term has expired, or will expire, may be renewed by following the procedures for establishment as provided in this chapter. (b) Upon renewal, any remaining revenues derived from the levy of assessments, or any revenues derived from the sale of assets acquired with the revenues, shall be transferred to the renewed district. If the renewed district includes additional parcels or businesses not included in the prior district, the remaining revenues shall be spent to benefit only the parcels or businesses in the prior district. If the renewed district does not include parcels or businesses included in the prior district, the remaining revenues attributable to these parcels shall be refunded to the owners of these parcels or businesses. (c) Upon renewal, a district shall have a term not to exceed 10 years, or, if the district is authorized to issue bonds, until the maximum maturity of those bonds. There is no requirement that the boundaries, assessments, improvements, or activities of a renewed district be the same as the original or prior district.

CHAPTER 6. Disestablishment
36670. Circumstances permitting disestablishment of district; Procedure (a) Any district established or extended pursuant to the provisions of this part, where there is no indebtedness, outstanding and unpaid, incurred to accomplish any of the purposes of the district, may be disestablished by resolution by the city council in either of the following circumstances:
(1) If the city council finds there has been misappropriation of funds, malfeasance, or a violation of law in connection with the management of the district, it shall notice a hearing on disestablishment. (2) During the operation of the district, there shall be a 30-day period each year in which assessees may request disestablishment of the district. The first such period shall begin one year after the date of establishment of the district and shall continue for 30 days. The next such 30-day period shall begin two years after the date of the establishment of the district. Each successive year of operation of the district shall have such a 30-day period. Upon the written petition of the owners or authorized representatives of real property or the owners or authorized representatives of businesses in the district who pay 50 percent or more of the assessments levied, the city council shall pass a resolution of intention to disestablish the district. The city council shall notice a hearing on disestablishment. (b) The city council shall adopt a resolution of intention to disestablish the district prior to the public hearing required by this section. The resolution shall state the reason for the disestablishment, shall state the time and place of the public hearing, and shall contain a proposal to dispose of any assets acquired with the revenues of the assessments levied within the property and business improvement district. The notice of the hearing on disestablishment required by this section shall be given by mail to the property owner of each parcel or to the owner of each business subject to assessment in the district, as appropriate. The city shall conduct the public hearing not less than 30 days after mailing the notice to the property or business owners. The public hearing shall be held not more than 60 days after the adoption of the resolution of intention. 36671. Refund of remaining revenues upon disestablishment or expiration without renewal of district; Calculation of refund; Use of outstanding revenue collected after disestablishment of district (a) Upon the disestablishment or expiration without renewal of a district, any remaining revenues, after all outstanding debts are paid, derived from the levy of assessments, or derived from the sale of assets acquired with the revenues, or from bond reserve or construction funds, shall be refunded to the owners of the property or businesses then located and operating within the district in which assessments were levied by applying the same method and basis that was used to calculate the assessments levied in the fiscal year in which the district is disestablished or expires. All outstanding assessment revenue collected after disestablishment shall be spent on improvements and activities specified in the management district plan. (b) If the disestablishment occurs before an assessment is levied for the fiscal year, the method and basis that was used to calculate the assessments levied in the immediate prior fiscal year shall be used to calculate the amount of any refund.

Agenda Item #13.5.

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APPENDIX 2 – ASSESSED BUSINESSES
Business Name Site Address City State Zip
1132 Church Street 1132 Church Street St. Helena CA 94574 1300 Arroyo Series 1300 Arroyo Dr. Napa CA 94559
14 Fairway Dr 14 Fairway Dr Napa CA 94558
1600 Atlas Peak Rd, Unit 314 & 315 1600 Atlas Peak Rd, Unit 314 & 315
Napa CA 94558
1648 B St. Vacation Rental 1648 B St. Napa CA 94558
1801 First Inn 1801 First St. Napa CA 94559
37 Fairways Drive 37 Fairways Drive Napa CA 94558
4048 Sonoma Home 20 LLC 4048 Sonoma Hwy Napa CA 94559
534 Coombs St. Vacation Rental 534 Coombs St. Napa CA 94559 682 Cottage LLC 682/683 Cottage Drive Napa CA 94558
78 Fairways Dr 78 Fairways Dr Napa CA 94558
824 Augusta Circle LLC 824 Augusta Circle Napa CA 94558 A Family Visit 38 Summerbrooke Cir. Napa CA 94558
Airbnb at Silverado Resort 1600 Atlas Peak Rd #231 Napa CA 94558 Alder Ellis & Mary Ellis Scrnatinger 656-657 Cottage Drive Napa CA 94558 Alila Napa Valley 1915 Main Street St. Helena CA 94574
Andaz Napa 1450 First St. Napa CA 94559
Andrew Cresci 764 Cottage Drive Napa CA 94558
Arbor Guest House LLC 1436 G St. Napa CA 94559
Archer Hosted Vacation Rental 1707 York St. Napa CA 94559 Archer Napa 1230 First St. Napa CA 94559
Arrambide BnB 2260 First St. Napa CA 94559
Augusta Dreams 1012 Augusta Ct Napa CA 94558
Aurora Park Cottages 1807 Foothill Blvd. Calistoga CA 94515 Bann Napa LLC 2188 Oak Knoll Ave Napa CA 94558
Bardessono Inn & Spa 6526 Yount St Yountville CA 94599
Bear Flag Inn 2653 Foothill Blvd Calistoga CA 94515
Behrens St. Vacation Rental 1540 Behrens St. Napa CA 94559 Bel Abri Napa LLC 837 California Blvd. Napa CA 94559
Bella Notte 956 McCorkle Avenue St. Helena CA 94574
Berryessa SMI, LP dba Pleasure Cove
Marina
6100 CA Highway 128 Napa CA 94558
Best Western Elm House Inn 800 California Blvd. Napa CA 94558 Best Western Inn at the Vines 100 Soscol Ave. Napa CA 94559 BJ's Nest 109 Woodland Dr. Napa CA 94558
Blackbird Inn 1755 First St. Napa CA 94559
Brannan Cottage Inn 109 Wappo Ave. Calistoga CA 94515
Bridges Rental 152 S Seymour St Napa CA 94559
Brilliant Napa Properties Inc 205 First St. Napa CA 94559 Brookside Inn & Vineyard 3198 Redwood Road Napa CA 94558 Agenda Item #13.5.

NVTID Management District Plan 35
June 5, 2024
Brotemarkle 503 Fulton Lane St. Helena CA 94574
Bruce Scharschmidt & Peggy Crawford 702-703 Cottage Drive Napa CA 94558 Cabernet Merlot House 1301 Jefferson St. Napa CA 94559
California Vacation Club 500 Lincoln Ave. Napa CA 94558 Calistoga Arbors 1013 Myrtle St. Calistoga CA 94515
Calistoga Inn 1250 Lincoln Ave. Calistoga CA 94515
Calistoga Spa 1006 Washington St. Calistoga CA 94515
Candlelight Inn 1045 Easum Dr. Napa CA 94558
Carl Dene 1220 Edwards Street St. Helena CA 94574
Carlin Country Cottages 1623 Lake St. Calistoga CA 94515 Carneros Resort & Spa 4048 Sonoma Hwy Napa CA 94559
Casa Alta 1105 East Ave. Napa CA 94558
Casa de Vigna 1025 Pratt Avenue St. Helena CA 94574
Casa LaBloom 1102 Pine St. Calistoga CA 94515
Casa Robles 1516 Oak Avenue St. Helena CA 94574
Casita Megandina 4463 Sandalwood St. Napa CA 94558
Casita Rosa 2122 Second St. Napa CA 94558
Castello Victorian Inn 1322 Berry St. Calistoga CA 94515 Cecil & Karla Lamberton 1600 Atlas Peak Rd #441 Napa CA 94558 Cecil & Karla Lamberton 1600 Atlas Peak Rd #398 Napa CA 94558 Cedar Gables Inn 486 Coombs St. Napa CA 94559
Chablis Inn 3360 Solano Ave. Napa CA 94558
Chapdelaine 4 Ramona Ave. Napa CA 94559
Chardonnay Lodge 2640 Jefferson St. Napa CA 94558
Charming Properties 856 Central Ave. Napa CA 94558
Chateau De Vie 3250 Why 128 Calistoga CA 94515
Chateau De Vie 3250 Why 128 Calistoga CA 94515
Chelsea Garden Inn 1443 2nd St. Calistoga CA 94515
Chez Sous Le Bois- Lesley Underwood 2250 Main St. Napa CA 94558 Chien Blanc Lodging 1441 2nd St. Calistoga CA 94515
Chris Bledsoe 1261 Buhman Ave. Napa CA 94558
Chris Young 1629 Seminary St. Napa CA 94559
Churchill Manor 485 Brown St. Napa CA 94559
Colleen Moore Hosted Vacation Rental 877 Vallejo St. Napa CA 94559 Conway Ridge (SOLD) 1725 Elm St. Napa CA 94559
Cottage Grove Inn 1711 Lincoln Ave. Calistoga CA 94515
Cottage Petite 1452 Ash St. Napa CA 94558
Craftsman Inn 1213 Foothill Blvd Calistoga CA 94515
Craig Cucinella 1600 Atlas Peak Rd #240 Napa CA 94558
Crown Vacation Rentals 15 Fairway 15 Fairway Dr Napa CA 94558 Crown Vacation Rentals 16 Fairways 16 Fairway Dr Napa CA 94558 Crown Vacation Rentals 87 Fairway 87 Fairway Dr Napa CA 94558 Agenda Item #13.5.

NVTID Management District Plan 36
June 5, 2024
Crystal Rose Victorian Inn 7564 St. Helena Highway Napa CA 94558 Dale STR 1326 Monte Vista Avenue Unit
A
St. Helena CA 94574
David Beatson 1600 Atlas Peak Rd #287 & 288 Napa CA 94558 David J Soffia 1600 Atlas Peak #481 Napa CA 94558
Highland House 3 Highland dr. Napa CA 94558
De Curtin House 1631 Main St. Napa CA 94558
De La Salle Institute – Christian Brothers
Retreat
4401 Redwood Road Napa CA 94558
De Mar House 2010 First St. Napa CA 94559
Deborah Ganz 22 Fairways Dr Napa CA 94558
Discovery Inn 500 Silverado Tr. Napa CA 94559
Doubletree Napa Valley Hotel 3600 Broadway St American
Canyon
CA 94503
Downtown Splendor 2130 Brown St. Napa CA 94559
EGAD Family LLC 1600 Atlas Peak Rd #263 Napa CA 94558
El Bonita Motel 195 Main Street St. Helena CA 94574
Ema Black, LLC 68 Fairways Dr Napa CA 94558
Embassy Suites 1075 California Blvd. Napa CA 94559
Embrace Calistoga (Luxe) 1139 Lincoln Ave Calistoga CA 94515 Enchanted Cottage 1403,1407 Foothill Blvd Calistoga CA 94515 Erin and Tim Slack's VR 420 Third St. Napa CA 94559
Ethan Brown 489 Fulton Lane St. Helena CA 94574
Fabio Komlos 53 Fairways Dr. Napa CA 94558
Fairfield Inn & Suites by Marriott 3800 Broadway St American Canyon
CA 94503
Fanny's 1206 Spring St. Calistoga CA 94515
Ferrini Uccello Blu 2117 3rd St. Napa CA 94559
Forty Winks on Montecito 497 Montecito Blvd. Napa CA 94559 Four Season 400 Silverado Trail Calistoga CA 94515
Gaebe House 1481 Center St. Napa CA 94559
Gateway Marketing Vacation Rental 472 Seminary St. Napa CA 94559 Golden Haven 1713 Lake St. Calistoga CA 94515
Hampton Inn & Suites 945 Hartle Ct. Napa CA 94559
Hanan Kim 1613 East Ave. Napa CA 94559
Harvard House (SOLD) 48 Harvard Ln. Napa CA 94558
Harvest Ln. Vacation Villa 2594 Harvest Ln. Napa CA 94558 Harvest Inn 1 Main Street St. Helena CA 94574
Hawthorn Inn & Suites 314 Soscol Ave. Napa CA 94559
Haywood Vacation Rental 1405 C St. Napa CA 94559
Heidi Meinke 1880 Adrian St. Napa CA 94559
Hennessey House 1727 Main St. Napa CA 94559
Henricksen Cottage Rental 1950 Spencer St. Napa CA 94559 Heskes Family VM LLC 1125 Division St. Napa CA 94559
Hideaway Cottages 1412 Fairway St. Calistoga CA 94515
Agenda Item #13.5.

NVTID Management District Plan 37
June 5, 2024
Hideout Hotel Napa Valley LLC 1910 First St. Napa CA 94559 Hilton Garden Inn Napa ATTN:

Accounting Dept.
3585 Solano Ave. Napa CA 94558
Holiday Inn Express & Suites 5001 Main St American
Canyon
CA 94503
Hotel Napa Valley 1556 Polk St. Napa CA 94559
Hotel St. Helena 1309 Main Street St. Helena CA 94574
Hotel Yountville 6462 Washington St Yountville CA 94599 Howell Mountain Estate LLC 415 Cold Spring Rd Angwin CA 94508 Indian Springs & Lodge 1712 Lincoln Ave. Calistoga CA 94515 Ingrid Champagne & Charles Sheldon 1160 Church Street St. Helena CA 94574 Ink House 1575 St Helena Hwy St. Helena CA 94574
Inn at Southbridge 1020 Main Street St. Helena CA 94574 Inn on Cedar Street 1307 Cedar St. Calistoga CA 94515
Inn on Randolph 411 Randolph St. Napa CA 94559
Inn St. Helena 1515 Main Street St. Helena CA 94574
Ivy Hotel 4195 Solano Ave. Napa CA 94558
Jackie Albert Rental 2270 Main St. Napa CA 94559
Jackson & Sandra Carr 1172 Hudson Avenue St. Helena CA 94574 James & Patricia Stone 2080 Spring Mountain Road St. Helena CA 94574 James Murphy & James Bergen 706-707 Cottage Dr Napa CA 94558 Jamie & Ted Shuel 980 Allison Street St. Helena CA 94574 Janna Waldinger 1225 Division St. Napa CA 94559
Jeanne Cabral 2150 Spring Mountain Road St. Helena CA 94574 Jerry Pujals 406 Coombs St. Napa CA 94558
Jill Russo 940 Brown Street St. Helena CA 94574
Karin Alverado 1090 Tamarisk Dr. Napa CA 94559
Kasten Rental 308 Ashlar Dr. Napa CA 94558
Katherine Ann Batory 1503 E St. Napa CA 94559
Kathy Narlow 30 Fairview Dr. Napa CA 94559
Kathy Stewart 2711 Illinois St. Napa CA 94558
Kearney Street Rental 1407 Kearney Street St. Helena CA 94574 Kerry Crile 852 Acorn Way Napa CA 94558
Klingbeil Bed & Breakfast 791 White Cottage Road Napa CA 94558 Krista Burgdorf 2026 West F St. Napa CA 94558
Krista Gavin and Daniel Gomez Gavin 1600 Atlas Peak Rd #355 Napa CA 94558 La Belle Epoque Suites 1386 Calistoga Ave. Napa CA 94558 La Casita 1344 B St. Napa CA 94559
La Maison Bleue 2998 First St. Napa CA 94558
La Petite Maison 1406 Calistoga Ave. Napa CA 94558
Laura’s Victorian 284 Brown St. Napa CA 94559
Lavender 2020 Webber Ave Yountville CA 94599
Life of Riley Properties LLC 1600 Atlas Peak Rd #452 Napa CA 94558 Agenda Item #13.5.

NVTID Management District Plan 38
June 5, 2024
Lindens Way 2031 Brown St. Napa CA 94559
Lora Dutova 3579 Idlewild Ave. Napa CA 94558
Magnolia House 406 Brown St. Napa CA 94558
Main St. Vacation Rental 2057 Main St. Napa CA 94559
Main Street Farmhouse 2531 Main St. Napa CA 94558
Maison Fleurie 6529 Yount St Yountville CA 94599
Maria Duarte 1400 Cedar Ave. Napa CA 94559
Mark G. Heine 167 Sage Way Napa CA 94559
Mark Volkov 1136 Hudson Avenue St. Helena CA 94574
Marthann Demchuk 1702 Tainter Street St. Helena CA 94574 Martin Wong Rentals 1343 B St. Napa CA 94558
Massa House 2240 First St. Napa CA 94559
McClelland - Priest 569 Randolph St. Napa CA 94559
Meadowlark Country House Inn 601 Petrified Forest Road Calistoga CA 94515 Meadowood Napa Valley 900 Meadowood Lane St. Helena CA 94574 Melissa & Terry Redmond 881 Oak Leaf Way Napa CA 94558
Mendez House 1743 Main St Napa CA 94559
Meritage Resorts 875 Bordeaux Way Napa CA 94558
Mi Casa Su Casa 1900 Trower Ave. Napa CA 94558
Milliken Creek Inn 1815 Silverado Tr. Napa CA 94558
Modcircle (The Chanric Inn) 1805 Foothill Blvd. Calistoga CA 94515 Montecito Vista 435 Montecito Blvd. Napa CA 94558
Motel 6 - Solano Ave 3380 Solano Ave. Napa CA 94558
Mt View Hotel 1457 Lincoln Ave. Calistoga CA 94515
Nancy Giberson 607-608 Cottage Dr Napa CA 94558
Nancy Smith 929 Augusta Cir. Napa CA 94558
Napa Calistoga Holdings 1503 Lake St. Calistoga CA 94515 Napa Cape 380 Brown St. Napa CA 94559
Napa Country in the City 1061 Mckenzie Dr Napa CA 94559 Napa Farmhouse Inn 1277 St. Helena Hwy, So. St. Helena CA 94574 Napa Nice 869 Oak Leaf Way Napa CA 94558
Napa River Inn 500 Main St. Napa CA 94558
Napa Vacation Bungalow 160 Brown St. Napa CA 94559
Napa Vacation Villa 2700 Redwood Rd. Napa CA 94558
Napa Valley Escape 544 Monroe St. Napa CA 94558
Napa Valley Hideaway 1670 Spring Street St. Helena CA 94574 Napa Valley Lantern Inn 4036 Pinot Dr. Napa CA 94558
Napa Valley Lodge 2230 Madison St Yountville CA 94599
Napa Valley Marriott Hotel & Spa 3425 Solano Ave. Napa CA 94558 Napa Valley Railway Inn 6523 Washington St Yountville CA 94599 Agenda Item #13.5.

NVTID Management District Plan 39
June 5, 2024
Napa Valley Resorts, Inc. 100 Fairways Dr Napa CA 94558 Napa Winery Inn 1998 Trower Ave. Napa CA 94558
Napa Yellow House 105 First St. Napa CA 94559
Napalacian 1330 Brown St. Napa CA 94559
NapaStay LLC 721 Cottage Dr 721 Cottage Dr Napa CA 94558 NapaStay LLC 816 Augusta Cir 816 Augusta Cir Napa CA 94558 Nora Leeder 64 Fairway Dr Napa CA 94558
North Block Hotel/Hotel Luca 6757 Washington St Yountville CA 94599 North Napa Short Term Rental 1527 Gordon Dr. Napa CA 94558 Notkin 3352 Linda Mesa Way Napa CA 94558
NV Hotel & Suites 853 Coombs St. Napa CA 94559
NV Properties 115 Paradise Dr. Napa CA 94558
OAC 446 LLC 1600 Atlas Peak Rd #446 Napa CA 94558
Oakville Inn LLC 7433 St Helena Hwy Napa CA 94558
Pamela A. McCarthy 1523 G St. Napa CA 94559
Pamela Costello 888 Oak Leaf Way Napa CA 94558
Pamela Dunn 950 McCorkle Avenue St. Helena CA 94574
Paradise Resort Vacation Rental 133 Paradise Dr. Napa CA 94558 Pen and Linda Parks 4036 Browns Valley Rd. Napa CA 94558 Petit Logis 6527 Yount St Yountville CA 94599
Poetry Inn 6380 Silverado Trail Yountville CA 94599
Potter’s Foothill House 3037 Foothill Blvd Calistoga CA 94515 Prager Winery B&B 1281 Lewelling Avenue St. Helena CA 94574 Purple Victorian 1526 Third St. Napa CA 94559
Quail Mountain B & B 4455 St. Helena Hwy. Calistoga CA 94515 Quercusvelutina LLC 864 Acorn Way Napa CA 94558
R Inn 623 Coombs St. Napa CA 94559
Rancho Caymus Inn 1140 Rutherford Rd Rutherford CA 94573 Rentale Silverado Resort AirBnb 601-602 Cottage Drive Napa CA 94558 Resa Shore 1401 Banks Ave. Napa CA 94559
Retreat on Beach 2329 Beach St. Napa CA 94558
Rick Blakeney 95 Fairways Dr Napa CA 94558
River Terrace Inn 1600 Soscol Ave. Napa CA 94559
Robert Faussner 1600 Atlas Peak Rd #381/382 Napa CA 94558 Roman Spa 1300 Washington St. Calistoga CA 94515
Roo Hoo Rentals 205 South Montgomery St. Napa CA 94559
RustRidge Ranch 2910 Lower Chiles Valley Rd St. Helena CA 94574 Salmina Estate LLC 1103 Larkmead Lane Calistoga CA 94515 Sar Jam LLC 787 Cottage Dr Napa CA 94558
Schubiner/ Leigh Family Trust 861 Acorn Way Napa CA 94558 Agenda Item #13.5.

NVTID Management District Plan 40
June 5, 2024
Senza 4066 Howard Ln. Napa CA 94558
Shady Oaks Country Inn 399 Zinfandel Lane St. Helena CA 94574 Shauna Abbott 44 Franklin St. Napa CA 94559
Sherrie's Vineyard View Retreat 2595 Patricia Dr Napa CA 94558 Shirley Dorsa 879 Oak Leaf Wy Napa CA 94558
Silver Albatross 889 Oak Leaf Way Napa CA 94558
Silverado (Condo) Dream 868 Oak Leaf Way Napa CA 94558
Silverado Resort and Spa 1600 Atlas Peak Rd Napa CA 94558 Silverado Resort and Spa # 266 & 267 1600 Atlas Peak Rd #266/267 Napa CA 94558 Silverado Resort and Spa #221 1600 Atlas Peak Road #221 Napa CA 94558 Silverado Resort and Spa #271 & 272 1600 Atlas Peak Rd #271/272 Napa CA 94558 Silverado Resort and Spa #287 & 288 1600 Atlas Peak Rd #287 & 288 Napa CA 94558 Silverado Resort and Spa #353 & 354 1600 Atlas Peak Road #353 & 354
Napa CA 94558
Silverado Resort and Spa #374 &375 1600 Atlas Peak Rd #374 & 375 Napa CA 94558 Silverado Resort and Spa #389 & 391 1600 Atlas Peak Rd 389 & 391 Napa CA 94558 Silverado Resort and Spa 496 1600 Atlas Peak Rd #496 Napa CA 94558 Sligo Properties #233 Napa 1600 Atlas Peak Rd #233 Napa CA 94558 Sligo Properties #239 Napa 1600 Atlas Peak Rd #239 Napa CA 94558 Sligo Properties #409 Napa 1600 Atlas Peak Rd #409 Napa CA 94558 Solage Calistoga 755 Silverado Trail Calistoga CA 94515 Spanish Villa 474 Glass Mountain Road St. Helena CA 94574 SpringHill Suites – Napa Valley 101 Gateway Rd East Napa CA 94558 Stahlecker House B&B Inn 1042 Easum Dr. Napa CA 94558
Stami’s Bed & Breakfast 1443 Silverado Trail St. Helena CA 94574 Stan Shuman Living Trust 760 Cottage Drive Napa CA 94558 Stanly Ranch Resort 200 Stanly Cross Rd Napa CA 94559
Stephen Clark 48 Harvard Ln. Napa CA 94558
Sterling Vacation Rental 1523 Meek Ave. Napa CA 94559
Steve Clark 1 LLC 583 Montecito Blvd. Napa CA 94558
Steve Clark 2 LLC 1725 Elm St. Napa CA 94559
Stevenson Manor Inn 1830 Lincoln Ave. Calistoga CA 94515 Stoddard House 2230 First St. Napa CA 94559
Summit Away 1070 Summit Ave. Napa CA 94558
Sunburst (Calistoga Village Inn & Spa) 1880 Lincoln Ave. Calistoga CA 94515 Sunny Acres 397 Main Street St. Helena CA 94574
Susan M. Scurich, Revocable Trust 1600 Atlas Peak Road, #305 Napa CA 94558 Susan Moyer 931 Charter Oak Avenue St. Helena CA 94574
Agenda Item #13.5.

NVTID Management District Plan 41
June 5, 2024
Sutter Home Winery - Trinchero Family
Estates
225 St. Helena Hwy, So. St. Helena CA 94574
Tate STR 1764 Spring Street St. Helena CA 94574
Terre du Soleil LTD., DBA Auberge du
Soleil
180 Rutherford Hill Road Rutherford CA 94573
The Anderson (The River House) 1340 Greenwood Ave Calistoga CA 94515 The Art House 2136 Laurel St. Napa CA 94558
The Banks House 2125 First St. Napa CA 94559
The Bergson (Christoper’s Inn) 1010 Foothill Blvd. Calistoga CA 94515 The Bungalows at Calistoga 207 Wappo Ave. Calistoga CA 94515 The Corner Cottage 866 Clinton St. Napa CA 94559
The Cottages of Napa Valley 1012 Darms Lane Napa CA 94558 The Crown House 2521 Vintage Ct. Napa CA 94558
The Farmhouse 300 Taplin Road St. Helena CA 94574
The Francis House 1403 Myrtle St. Calistoga CA 94515
The George Syrios Inc 492 Randolph St. Napa CA 94559
The House Of Hurley 1516 King Ave. Napa CA 94559
The Inn on First 1938 First St. Napa CA 94559
The Inn on Pine 1202 Pine St. Calistoga CA 94515
The Napa Inn 1137 Warren St. Napa CA 94558
The Setting Inn 1205 Hillview Lane Napa CA 94558
The Vintage Cottage 1775 Pine St. Napa CA 94559
Trailside Inn 4201 Silverado Trail Calistoga CA 94515
Trumble Residence 582 E. Spring St. Napa CA 94559
Up valley inn (Comfort Inn) 1865 Lincoln Ave. Calistoga CA 94515 V's B&B 3017 Old Sonoma Rd. Napa CA 94558
Valley Oak Inn 2273 Grant St. Calistoga CA 94515
Venge STR 1732 Main Street St. Helena CA 94574
Vignoble, LLC 2970 Silverado Trail N St. Helena CA 94574 Villa Ray El 2700 Redwood Rd. Napa CA 94558
Villagio Inn & Spa 6481 Washington St Yountville CA 94599 Vineyard Country Inn 201 Main Street St. Helena CA 94574 Vino Bello Resorts 865 Bordeaux Way Napa CA 94558
Vino Bello Timeshare Owners 865 Bordeaux Way Napa CA 94558 Vintage Inn 6541 Washington St Yountville CA 94599
Vista Collina Resort 850 Bordeaux Way Napa CA 94558
Washington Street Inn 6600 Washington St Yountville CA 94599 Agenda Item #13.5.

NVTID Management District Plan 42
June 5, 2024
Wayside Inn 1523 Foothill Blvd. Calistoga CA 94515
Wealth Builders Alliance LLC 455 Cross St. Napa CA 94559 Westin Verasa 1314 Mckinstry St. Napa CA 94559
White House Inn 443 Brown St. Napa CA 94559
Wilkinson's Hot Springs 1507 Lincoln Ave. Calistoga CA 94515 Wine Country Inn 1152 Lodi Lane St. Helena CA 94574
Wine Country Vacations 1550 Ora Dr. Napa CA 94559
Wine Valley Lodge 200 South Coombs St. Napa CA 94559
Wine Way Inn 1019 Foothill Blvd. Calistoga CA 94515
Wise Choice Vacation Rental 1893 Wise Dr. Napa CA 94558 Wydown Hotel 1424 Main Street St. Helena CA 94574
Yount Ridge Cellars 7400 St Helena Hwy Oakville CA 94562 Your Home In Napa 2558 Harvest Ln. Napa CA 94559
Zamira Yernazarova 1506 Juanita Ct. Napa CA 94559
Agenda Item #13.5.

1 RESOLUTION NO. 2024-____
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ST. HELENA

GRANTING CONSENT TO THE COUNTY OF NAPA TO RENEW THE NAPA

VALLEY TOURISM IMPROVEMENT DISTRICT (NVTID) AND INCLUDE THE CITY OF ST. HELENA IN THE RENEWED NVTID
WHEREAS, the Napa Valley Tourism Improvement District (NVTID) was established by the County of Napa (“County”) in 2010 for a five-year period, with consent from the Cities of American Canyon, Calistoga, Napa, and St. Helena, and the Town of Yountville, pursuant to the Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq., to promote lodging businesses in Napa Valley; and
WHEREAS, the NVTID was subsequently renewed on June 10, 2014 by the County, with consent from the Cities of American Canyon, Calistoga, Napa, and St. Helena, and the Town of Yountville, by Resolution No. 2014-64 for a ten (10) year term which ends on June 15, 2025; and
WHEREAS, the County is beginning the process to renew the NVTID pursuant to the Property and Business Improvement District Law of 1994; and WHEREAS, the County has requested consent to renew the NVTID in the City of St. Helena with adoption of Napa County Board of Supervisors Resolution No. 2024-112, dated October 15, 2024.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of St. Helena, that:

Section 1: The above recitals are true and correct.

Section 2: Napa County is hereby granted consent to include the City of St. Helena in the in the NVTID, for the renewal of the NVTID and future renewals.

Section 3: The Clerk of the City of St. Helena is hereby directed to transmit a certified copy of this Resolution to the Clerk of the County of Napa.

Section 4: This Resolution is effective upon its adoption.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of St. Helena, State of California, held on this 12th day of November 2024 by the following vote:

Mayor Paul Dohring: _____
Vice Mayor Eric Hall: _____
Agenda Item #13.5.

2 Council Member Anna Chouteau: _____
Council Member Patrick Kenealy: _____
Council Member Billy Summers: _____
APPROVED: ATTEST:
______________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #13.5.

1 RESOLUTION NO. 2024-____
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ST. HELENA APPOINTING THE CITY OF ST. HELENA MAYOR, OR THEIR DESIGNEE TO

THE NAPA VALLEY TOURISM CORPORATION (NVTC) EFFECTIVE
DECEMBER 1, 2024.

WHEREAS, on April 27, 2010, the Napa County Board of Supervisors approved a resolution to establish a Napa Valley Tourism Business Improvement District (NVTID); and
WHEREAS, a portion of the assessment is sent to the County and the remaining is transmitted to the local marketing entity for local TBID promotional activities, less a nominal administrative recovery charge; and WHEREAS, the NVTID governance structure established a Napa Valley Tourism Corporation as the responsible agent to manage day-to-day decisions on the use of NVTID funds directed toward countywide marketing and programs.

A Board of Directors ensures that the efforts of the Corporation fulfill the marketing plan of the NVTID. The Board of Directors for the Corporation includes eight hoteliers plus representatives from the County and each municipality; and WHEREAS, the City Council appoints one representative to the Napa Valley Tourism Corporation.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of St. Helena, that:

1. The above recitals are true and correct.

2. The City of St. Helena, Mayor or their designee is appointed to serve on behalf of the City of St. Helena on the Napa Valley Tourism Corporation effective December 1, 2024.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of St. Helena, State of California, held on this 12th day of November 2024 by the following vote:

Mayor Paul Dohring: _____
Vice Mayor Eric Hall: _____
Council Member Anna Chouteau: _____
Council Member Patrick Kenealy: _____
Agenda Item #13.5.

2 Council Member Billy Summers: _____
APPROVED: ATTEST:
______________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #13.5.

Napa Valley Tourism
Improvement District
&
Napa Valley Tourism
Corporation
By: April Mitts, Assistant City Manager
November 12, 2024 - City Council Meeting
Agenda Item #13.5.

Napa Valley Tourism Improvement District
Renewal
TERM
• Formed in 2010 for initial 5-year term: June 2010 – June 2015 • Current Term: June 2015 – June 2025
• Renewal: June 2025 – June 2035

ASSESSMENT
• 2% of gross short-term room rental on all lodging businesses

MANAGEMENT
• Napa Valley Tourism Corporation
• Local Governing Committees (TIDs)
Agenda Item #13.5.

Napa Valley Tourism Improvement District
Renewal
ASSESSMENT (update)
• Includes vacation/short-term rentals.
• In years 3, 6, and 9 of the 10-year term, the assessment rate may be recommended to be increased by a maximum of 0.5% - the total assessment may not exceed 3% (currently at 2%).

LOCAL GOVERNING COMMITTEES (update)
• Preparation of quarterly progress reports (from monthly). • Fiscal year-end reports will be due to the NVTC Board for incorporation into the annual report to the Napa County Board of Supervisors.

Agenda Item #13.5.

Napa Valley Tourism Corporation
City Representative

NAPA VALLEY TOURISM CORPORATION (NVTC)
• Manage NVTID funds.
• Manage day-to-day decisions on use of NVTID funds directed towards countywide marketing and programs.
• 14-member Board of Directors
• Lodging Representatives (7)
• Government/Business Representatives (7)
Agenda Item #13.5.

Napa Valley Tourism Corporation
Current NVTC Board of Directors
Lodging Representatives
Michael Lennon: City of Calistoga, Calistoga Hot Springs Max Compagnon: Town of Yountville, Napa Valley Lodge
Sara Brooks: City of Napa, Napa River Inn
Don Shindle: City of Napa: The Westin Verasa
Erik Burrow: City of American Canyon, Doubletree by Hilton Napa Valley George Goeggel: Unincorporated County of Napa, Auberge Resorts Marcelle Adderley: City of St. Helena, Southbridge Napa Valley Agenda Item #13.5.

Napa Valley Tourism Corporation
City Representative
Current NVTC Board of Directors
Government/Business Representatives
Donald Williams, City of Calistoga, Mayor
Brad Raulston: Town of Yountville, Town Manager
Steve Potter: City of Napa, City Manager
Linsey Gallagher: Visit Napa Valley CEO
David Oro: City of American Canyon, City Council
Ann Cottrell: Napa County Board of Supervisors
Amy Carabba-Salazar: City of St. Helena, St. Helena Chamber of Commerce CEO Agenda Item #13.5.

Recommendations
ADOPT THE FOLLOWING RESOLUTIONS:

1. Resolution granting consent to the County of Napa to Renew the Napa Valley Tourism Improvement District (NVTID) and include St.

Helena in the renewal.

2. Resolution appointing the City of St. Helena Mayor, or designee, to the Napa Valley Tourism Corporation effective December 1, 2024. Agenda Item #13.5.

November 11th, 2024
Dear City Council Members,
As the CEO of the St. Helena Chamber of Commerce and an active board member on the Napa Valley Tourism Corporation for the last six years, I want to express my support for the renewal of the Tourism Improvement District (TID) in St. Helena for Napa County.

As a community member and active board member, I have seen firsthand the positive impact that TID funds have had on our local economy, promoting tourism while preserving the unique character of our community. Through TID-funded marketing efforts, Visit Napa Valley has been able to attract visitors, support local businesses, and create jobs that benefit us all. Marketing efforts made possible by the TID directly drive growth of the TOT, which as you know produces revenue valley wide, including St. Helena. The TOT has had steady growth since the TID was formed in 2010.

The St. Helena Chamber of Commerce works in partnership with Visit Napa Valley to enhance our own individual marketing efforts and voting to support the renewal of the TID contract will continue those efforts. The collected assessed funds bring tremendous value to Visit Napa Valley’s overall marketing plan that in term keep Napa Valley thriving.

Renewing the TID will ensure that we continue to strengthen our economy, support local businesses, and enhance the quality of life for residents. I respectfully urge you to approve the renewal of the TID, allowing Napa County to maintain its position as a premier destination while supporting sustainable economic growth.

Thank you for your consideration.

Sincerely,
Amy Carabba-Salazar
CEO & President of the St. Helena Chamber of Commerce
Agenda Item #13.5.

For more information on the Napa Valley TID & TOT
VisitNapaValley.com/industry

TID&TOT TRANSIENT

OCCUPANCY
TAX

TOURISM

IMPROVEMENT

DISTRICT

WORKING TOGETHER

SYNERGISTICALLY
TID & TOT...

A SYMBIOTIC

RELATIONSHIP
For more information on the Napa Valley TID & TOT
VisitNapaValley.com/industry

REVENUE
$80,000,000
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 Tourism Improvement
District Established
Agenda Item #13.5.

What is the TID?
The Tourism Improvement District (TID)
is a 2% assessment levied on overnight
hotel stays. This assessment, supported
by visitors, results in revenue that funds
marketing efforts to promote tourism.

Collected TID assessments fund
destination marketing budgets of
approximately $11 million annually.

How the
TID works?
2%
When visitors come to Napa Valley
and stay in a lodging property, a
assessment is collected
on the overnight
hotel fee.

Assessment
Allocation
25% of the collected TID assessment stays in
the town in which the lodging property is
located for localized, town-specific marketing
programs, events, and local activity.
74% of the collected TID assessment goes
to Napa Valley Tourism Corporation (NVTC).
1% of the collected TID assessment is a
collection fee for the jurisdiction.

The NVTC contracts with Visit Napa Valley
to produce marketing and sales programs,
promoting continued and sustainable
tourism for all of Napa Valley.

These marketing and sales efforts inspire visitation,
further growing TOT in each town, driving positive
economic impacts for Napa Valley.

What is the TOT?
How the
TOT works?
12%
+1%
When visitors come to Napa Valley
and stay in a lodging property, a
tax is collected on
the overnight
hotel fee.

In all towns except American Canyon,
an additional
The revenue collected from the TOT
goes directly to the general fund of the
jurisdiction in which the lodging property
is located. TOT revenue is managed by
each town and the unincorporated county,
and these funds may be allocated for
community services such as police and
fire safety; road repairs; parks and
recreation; and more.

Tax Allocation
The Transient Occupancy Tax (TOT) is a
12% tax levied on overnight hotel stays.

This tax revenue is designated specifically
for the general fund of each city in Napa
Valley and the unincorporated area of
Napa County.

In Calistoga, St. Helena, Yountville,
City of Napa, and Napa County, an
additional 1% TOT is imposed on
overnight hotel stays. This 1%
is earmarked for funding
workforce housing
solutions.
tax is levied.

TID & TOT

RELATIONSHIP
Agenda Item #13.5.

What is Visit Napa Valley? What is its mission?
Visit Napa Valley is the official destination marketing organization for Napa County.

Our mission is to promote, protect, and enhance the
Napa Valley destination.

Visit Napa Valley develops programs that target
consumers, encouraging overnight stays with
emphasis during off-peak time periods including
November – March (Cabernet Season) and mid-week
(Sunday – Thursday nights).

Our region encompasses the entire Napa County
and we work closely with each of the six local
jurisdictions (Calistoga, St. Helena, Yountville, City
of Napa, American Canyon, and Unincorporated
Napa County).

How is Visit Napa Valley funded?
Visit Napa Valley is funded through the Napa Valley
Tourism Improvement District (TID) assessment, a
2% self-assessment by lodging properties, paid by
overnight visitors on lodging room nights.

Additionally, a portion of funding is derived
through memberships paid by visitor-serving
businesses and other partner organizations, as
well as revenue generated in the Napa Valley
Welcome Center Mercantile.

Visit Napa Valley is a 501(c) (6) not-forprofit organization.

What is the difference between the Transient
Occupancy Tax (TOT) and the Napa Valley
Tourism Improvement District (TID)?
Each jurisdiction in Napa County levies a 12%
Transient Occupancy Tax (TOT) on visitor stays
at lodging properties. This visitor-paid tax
revenue goes into the jurisdiction’s respective
General Fund budget. These funds, used at
the discretion of local elected governments,
pay for important municipal services such as
police, fire, parks and recreation programs,
roads, sidewalks, and other infrastructure.

Since 2019, an additional 1% TOT has been collected
from visitors on overnight hotel stays to support
local affordable housing solutions. This additional
tax is collected in all the jurisdictions with the
exception of American Canyon.

Each jurisdiction collects an additional 2%
Tourism Improvement District (TID) assessment
on visitor stays at lodging properties within the
jurisdiction. With oversight by the Napa Valley
Tourism Corporation and the Visit Napa Valley
Board of Directors, 75% of this assessment funds
the efforts of Visit Napa Valley in promoting the
entire Napa Valley as the world’s premier wine
country experience. The local jurisdictions retain
the remaining 25% of this TID revenue for local
marketing efforts (events, social media, etc.) with
oversight by local TID advisory committees.

In 2023, $69 million in TOT revenue was generated
for the general funds of local jurisdictions and nearly $8 million in TID funds were collected through
the Napa Valley Tourism Improvement District
and earmarked for Visit Napa Valley destination
marketing programs.

Wouldn’t the money from the NVTID be better
used to fund other local government priorities?
The NVTID funds are self-assessed, private funds
restricted to be used specifically for tourism
marketing and enhancement. The NVTID funds
cannot be leveraged by local government for
initiatives or projects.

There is a symbiotic relationship between the
two funding sources (TOT and TID), creating
an economic ecosystem. Visit Napa Valley
invests the TID funds in strategically managed
programs. Investment in destination marketing
and promotion by Visit Napa Valley ensures that
jurisdiction TOT funds continue growing to fund
local community improvements and services.
48 VISIT NAPA VALLEY
Agenda Item #13.5.

What is the Visit Napa Valley budget?
For FY24, the total operating budget for Visit Napa
Valley is $9 million, including TID revenue, as well
as partnership, mercantile, and other revenue
sources. This is less funding than many other
world-class destinations. These funds are used
to maintain Napa Valley’s globally competitive
position, which in turn generates significant
economic benefits for each jurisdiction, supporting
businesses and our workforce in addition to local
municipal services.

Napa Valley is known around the world;
why do we need to invest more money into
marketing our region?
Ongoing investment in Napa Valley destination
promotion is critical to ensure that Napa Valley
and its residents continue to reap the benefits of a
strong, vibrant, and strategically managed tourism
economy and the enhanced quality of life for
residents that results from the robust economy.

Isn’t the tourism industry responsible for all of
the traffic and crowding in the area?
Visit Napa Valley deploys strategic promotion of the
destination, aiming to attract visitors during the
off- peak season and shift trips from peak season to
low-occupancy periods.

Visit Napa Valley works closely with agencies to
support traffic reduction through shuttle buses,
public transit solutions for employees, and
alternative transportation modes to reduce traffic
impacts. Visit Napa Valley and lodging partners
continue to invest in building the Napa Valley Vine
Trail, a pedestrian and bike path spanning the entire
length of Napa Valley.

Visitors to Napa Valley generate tax revenues that
allow local governments to mitigate traffic pressures
with investments in community infrastructure and
public safety. A low unemployment rate, coupled
with a tight housing market, adds to traffic during
worker commute times. Some workers from
surrounding regions make their way to Napa Valley
jobs in various employment sectors.

You say tourism creates and supports a lot
of jobs, but aren’t all tourism industry jobs low
paying, entry-level positions?
Napa Valley’s tourism industry is a leading employer
and offers flexible, diverse, and rewarding job
opportunities for all skill levels and backgrounds. In
fact, 1 in 5 adults in Napa Valley is employed in the
hospitality sector. In a normal year, tourism jobs in
the region support nearly 16,000 people with an
estimated payroll of $492 million (data from 2018
economic impact study).

The majority of lodging jobs in Napa Valley offer
benefit packages and retirement plans, remaining
competitive to retain top talent. The tourism
industry offers career ladders for entry level
employees similar to other industries.

The local tourism industry partners with the
community college to provide hospitality training for
employment advancement in the industry.

Why should I support tourism?
How does tourism directly benefit me?
Tourism provides economic, cultural, and civic
benefits that improve the quality of life for all
residents in Napa Valley.

Visitors to Napa County spent $2.2 billion in 2018,
which supported 16,000 local jobs and generated
$85 million in tax revenue for local governments in
Napa County.

Tourism revenues allow local government to invest
in services and programs that benefit all residents,
including infrastructure improvements, civic
amenities, and public safety.

Napa Valley’s reputation as a premier tourist
destination creates demand for a diverse range
of goods, services, and cultural programs that are
available for residents and visitors to enjoy.

Lodging property owners make significant investments
in their properties to ensure they are in line with Napa Valley’s world-class reputation. These investments
result in increased property tax and TOT revenues for
local projects that directly benefit residents.

Napa Valley’s strong brand identity makes it an
attractive place for an array of companies to locate
including technology and manufacturing, resulting
in quality employment opportunities for residents.

FAQs CONTINUED
ANNUAL PLAN FY24 49
Agenda Item #13.5.

FAQs CONTINUED
Why isn’t the tourism industry contributing
to solving the affordable housing crisis in
Napa Valley?
The tourism industry generates more than $85
million in tax revenue to fund essential services and
programs throughout Napa County. Local elected
leaders decide how much of those funds are used
for affordable housing and other critical services.

Working closely with local government, the lodging
industry supported the passage of an additional 1%
to the TOT, specifically designated for workforce and
affordable housing. Since 2019, approximately $5
million has been collected for this fund annually to
support housing solutions in Napa County.

What is the tourism industry doing to give
back to our community, aside from the revenue
it generates?
The tourism industry pledged $2.5 million to
support the Napa Valley Vine Trail, a 47-mile-long
walking and biking trail system that will benefit both
residents and visitors. To date, more than $2 million
has been contributed.

Industry-wide volunteer opportunities have been
encouraged through National Travel & Tourism
Week with the Tourism Gives Back initiative. Tourism
workers throughout the county support a local
service project in an organized work party for
maximum impact.

Lodging businesses regularly support more than
80 local non-profit organizations through direct
contributions, room night donations, and volunteer
service time.

Why are we trying to attract more tourists
when Napa Valley is already so crowded?
The objective for Visit Napa Valley is to
increase tourism-related revenue through
increased visitor spending and overnight stays
in low-occupancy periods.

From 2016 to 2018, the number of visitors to Napa
Valley increased 8.9%, from 3.5 million to 3.85 million, while visitor spending increased almost twice that
amount, up 15.9%, from $1.9 billion to $2.2 billion
during that same period. (Source: Destination
Analysts Economic Impact Study) In calendar year
2023, Visit Napa Valley commissioned a new Visitor
Profile and Economic Impact Study. These results will
be released in early 2024 and will continue to inform
tourism-related decisions.

Why should we support tourism development
projects? Don’t those projects destroy our
region’s beauty and charm?
Responsible and sustainable growth and expansion
are vital to the ongoing success of our community in
Napa Valley. Lodging can only be developed where
zoning allows it and will not encroach into open
spaces and protected areas.

Lodging properties generated more than $69
million in TOT revenue in 2023. TOT Special Projects
Funds are allocated by Napa County to preserve
and protect natural landscapes through parks and
open spaces, as well as cultural arts programs and
affordable housing.

How do I keep up-to-date on what Visit Napa
Valley is doing?
Visit Napa Valley is governed by two boards of
directors – the Napa Valley Tourism Corporation
Board and the Visit Napa Valley Board. With
oversight from both boards, as well as best-inclass business audits year after year, Visit Napa Valley continues to offer transparency and visibility
into activities and operations. Bookmark www.
visitnapavalley.com/industry to find information
on the Visit Napa Valley vision, mission, and
objectives; the hospitality industry’s economic
impact; Visit Napa Valley metrics; reports, including
Monthly Activity Reports, STR Monthly Reports,
Annual Recaps, and Marketing Campaign Recaps;
toolkits to aid the local industry during crisis; and
other resources such as our brand guidelines.

Additionally, follow Visit Napa Valley on Facebook,
Instagram, Twitter(X), Pinterest, LinkedIn, and Tiktok
via @VisitNapaValley.
50 VISIT NAPA VALLEY
Agenda Item #13.5.

ANNUAL VISITORS

WEBSITE VISITS

EMAIL SUBSCRIBERS

WELCOME CENTER

VISITOR GUIDE

DIGITAL & PRINT

ADVERTISING

WEBSITE & EMAIL

SOCIAL MEDIA
110,000 47.9
51,000

FOLLOWERS
426,000+
COPIES 60,000 DISTRIBUTED

ACTIVE ENGAGEMENTS

1.5 MILLION+

MEDIA RELATIONS

3.8MILLION

IMPRESSIONS

CAMPAIGN IMPRESSIONS
MILLION 57

PARTNER WEBSITE REFERRALS
900,000

MILLION
560 MILLION

NATIONAL RADIO

BROADCAST IMPRESSIONS
500 MILLION

EARNED MEDIA IMPRESSIONS
Discover more at VisitNapaValley.com/Industry

MARKETING &

COMMUNICATIONS
Agenda Item #13.5.

GROUP SALES

TRAVEL TRADE

PARTNERSHIP

POTENTIAL ROOM NIGHTS
217,000

POTENTIAL ECONOMIC IMPACT
$89.1 MILLION

PARTNER REFERRALS
970+
TOTAL 581 PARTNERS

MEETING LEADS

DISTRIBUTED
800+

POTENTIAL GUESTS
98,000

PARTNER INFORMATION

MEETINGS
119

PARTNER PORTAL

TRAININGS
75 PARTNER SITE
VISITS
70 Discover more at VisitNapaValley.com/Industry

ORGANIZATIONAL
Agenda Item #13.5.

VIS I T
Tourism Improves Resident Quality of Life in Napa Valley The Transient Occupancy Tax (TOT) is a tax on overnight hotel stays in Napa County.

Visitors stay in
lodging properties
12% of gross room revenue
goes into the local
jurisdiction’s General Fund
The General Fund pays for local
community improvements
and services
HOTEL
Parks and
Recreation
Police and Fire Sidewalk and
Street Repair
• The number one industry in Napa Valley is wine,
followed by the second largest industry, tourism.
• 1 out of 5 working adults in Napa County (age 16-65)
is employed in the hospitality industry.
• Approximately 3.7M people visit Napa Valley annually. • Overnight lodging guests and day trip visitors spend
over $2.5 billion in our community in a typical year.
• Compared to day visitors, overnight guests visit more local businesses and spend more money per day.

Visit Napa Valley is the official destination marketing organization for Napa County. We promote the region
as an attractive travel destination and enhance its public image as a dynamic place to visit, live, and work. Our
priorities include:
• Promoting Napa Valley travel recovery by encouraging travel during off-peak periods (namely November - March & midweek), inspiring international travel
recovery, and growing group travel.
• Serving as a steward of Napa Valley by fostering a
vibrant economy, a healthy environment, and a
high-quality of life for our residents through the
development of a best-in-class sustainable tourism plan and initiatives such as a Green Lodging Certification
Program.
• Helping to engage the Napa Valley hospitality
workforce by launching "Crush that Career", a
campaign designed to address workforce shortages
by attracting the next generation of hospitality
professionals to consider a career in Napa Valley.

3.7M
1 3
2 In 2023, TOT revenue reached a record $69M,
$14M more than pre-pandemic levels in 2019.
$69M
FY23
American Canyon
2%, $1.6M
Napa County
17%, $11.9M
Calistoga
18%, $12.2M
St. Helena
6%, $4M Yountville
13%, $8.7M
City of Napa
44%, $30.6M
Since 2019, an additional 1%
TOT has been added to
overnight hotel stays in
Calistoga, St. Helena, Yountville, City of Napa, and Napa County to support affordable
housing solutions.
+$14M
2021
$54M
2019
$55M $22M
2020 2023
$69M
2022
$68M
TOURISM DRIVES OUR LOCAL ECONOMY VISIT NAPA VALLEY: VISION AND MISSION Agenda Item #13.5.

A lodging industry self-imposed assessment specified for maintaining a sustainable tourism economy.
• The TID assessment, initiated by hotel and lodging
properties, funds marketing for tourism promotion.
• The Napa County TID was formed in 2010; renewed in
2015 for a ten-year period going through 2025; and will renew again for another ten-year period, taking Napa
County through 2035.
• Collected TID assessments fund destination
marketing budgets of approximately
$11 million annually.

Tourism Improvement District vs. Transient Occupancy Tax Tourism Improvement District (TID)
A county-wide tax collected on overnight hotel stays and earmarked for resident services.
• Each jurisdiction in Napa County levies a 12% TOT
on overnight hotel stays.
• Beginning in 2019, an incremental 1% of TOT collected in Calistoga, St. Helena, Yountville, the City of Napa, and Unincorporated Napa County has raised $23 million in
taxes paid by hotel guests to help address affordable
housing solutions throughout Napa Valley.

Transient Occupancy Tax (TOT)
• Visitors come to Napa Valley, stay in a lodging property, and then leave.
• 2% is collected on the overnight hotel fee. The collected TID revenue then goes to Napa Valley Tourism
Corporation (NVTC).
• NVTC contracts with Visit Napa Valley (VNV) to do
tourism marketing.
• This generates visitation, spending, and economic
benefit to Napa Valley.
• Visitors come to Napa Valley, stay in a lodging property, and then leave.
• 12% is collected on the overnight hotel fee for that
town.
• The collected TOT revenue goes to the general fund for that specific jurisdiction.
• The general fund pays for community improvements
and services such as police and fire safety, infrastructure, and parks and recreation.

HOW THE TID WORKS HOW THE TOT WORKS
Parks and
Recreation
Police
and Fire
Sidewalk and
Street Repair
VIS I T For more information on the Napa Valley TID, TOT, NVTC, or Visit Napa Valley go to VisitNapaValley.com/industry.
12% CITY HALL
NV 2 TC
%
Marketing
General Fund
Website Social Media Publications Napa
Valley
Agenda Item #13.5.

NAPA VALLEY TOURISM
Source: 2023 Visitor Profile & Economic Impact Report by Future Partners 62%

DAY TRIP

VISITORS
38%

OVERNIGHT
GUESTS
Visitor
Stay
90%

DOMESTIC
10%

INTERNATIONAL
Napa Valley Welcomed a Total of

3.7 MILLION
Visitors
Visitors to Napa Valley Spent
$2.5 BILLION
Supporting Local Businesses
$864

MILLION

SPENT BY

NON-HOTEL
GUESTS
$1.7

BILLION

SPENT BY

OVERNIGHT

HOTEL GUESTS
95%

OF VISITORS ARE

LIKELY TO RETURN
3 TRIPS TO NAPA VALLEY
IN PAST 12 MONTHS +13%

DIRECT VISITOR

SPENDING INCREASED BY
26%

TAX REVENUES

INCREASED BY
$686M

LODGING
$830M

RETAIL &

WINERIES
$541M

RESTAURANTS
Napa Valley Visitor Economy Generated
$107.5 MILLION
in Tax Revenue for
Community Services
AND MORE!

PARKS &

RECREATION
PUBLIC
SAFETY
ROAD

IMPROVEMENTS
The Tourism Industry
Supports an Estimated
Jobs in the
Community
16,000
Visitor Spending on
a Typical Day was
$7
million
66% OF SPENDING WAS GENERATED

BY OVERNIGHT HOTEL GUESTS
Agenda Item #13.5.

VisitNapaValley.com/Industry
Visit Napa Valley is the official destination marketing and management organization for Napa County.

The organization promotes the region as an attractive travel destination and works to continually enhance its public image as a dynamic place to visit, live, and work.

VISION
ELEVATE NAPA VALLEY AS THE WORLD’S
PREMIER WINE COUNTRY EXPERIENCE.

MISSION

PROMOTE, PROTECT, AND ENHANCE THE
NAPA VALLEY DESTINATION.

OBJECTIVES
• STRATEGIC SALES AND MARKETING
• COLLABORATIVE DESTINATION

MANAGEMENT
• PROACTIVE COMMUNITY

AND PARTNER RELATIONS
• ORGANIZATIONAL EXCELLENCE
Agenda Item #13.5.

Primary Reason for Visiting Napa Valley

TRIP PROFILE
Comparison of Visitor Mix

VISITOR PROFILE
Visit Napa Valley is the official destination marketing and management organization for Napa County.

The organization promotes the region as an attractive travel destination and works to continually enhance its public image as a dynamic place to visit, live, and work.

For more information on Napa Valley tourism:

VisitNapaValley.com/tourism

TOURISM ECONOMY

NAPAVALLEY
Hospitality and Tourism:

Positive Economic Impact for Napa Valley

WEEKEND GETAWAY
REPEAT

VISITORS
2023 47%
CAUCASIAN ASIAN LATINO AFR. AMER OTHER
2018
2023

HETEROSEXUAL LGBTQ OTHER
2018
VACATION 22%
70%
FIRST
TIMERS
30%
WEDDING/SPECIAL EVENT 10%
BUSINESS TRAVEL 5%
CORP/GROUP MEETING 2%
OTHER 14%
Top Activities
People are Talking
About Napa Valley
Climate
In Addition to Wine,
Visitors Enjoy:

Trip Details
40 Mean Age

SCENIC BEAUTY

AND MORE

CULINARY

EXPERIENCES
$170K
Mean Household
Income (HHI)
74%
75%
College Grad+
Younger | A��uent | Educated
DOWN FROM 46 IN 2018

TRIPS TO

NAPA VALLEY
Were Inspired to Visit
by the Opinions of
Family and Friends
2 $281

THE AVERAGE VISITOR SPENT
73%
DINING
61%

SHOPPING
11%

BARS/NIGHTLIFE
79% WINE/

WINERIES
3 WINERIES

VISITED

ON AVERAGE
2 STANDALONE

TASTING

ROOMS VISITED

ON AVERAGE

THE AVERAGE VISITOR SPENT

IN-MARKET PER DAY
95% OF VISITORS PLAN TO RETURN

DAYS IN NAPA VALLEY
3 THE AVERAGE VISITOR MADE

TRIPS TO NAPA VALLEY
IN THE PAST 12 MONTHS
3 - 4 CONSISTS OF PEOPLE

THE AVERAGE VISITING TRAVEL PARTY
Shopping
Agenda Item #13.5.

Napa Valley Welcomed a Total of

3.7 MILLION
Visitors
Visitors to Napa Valley Spent
$2.5 BILLION
Supporting Local Businesses
Such as
Napa Valley Visitor Economy Generated
$107.5 MILLION
in Tax Revenue for
Community Services
66%of Spending is
Generated by Overnight Hotel Guests
+13%
Direct Visitor Spending Increased from 2018 26%
Tax Revenue Increased
Over 2018
And More!

DAY TRIP VISITORS
62% Visitor
Stay

OVERNIGHT GUESTS
38%
Source: 2023 Visitor Profile & Economic Impact Report by Future Partners $7

MILLION

VISITOR SPENDING IN

NAPA VALLEY ON A TYPICAL DAY
16,000
JOBS

THE TOURISM INDUSTRY

SUPPORTS AN ESTIMATED

IN THE COMMUNITY
Road
Improvements
Public
Safety
Parks &
Recreation
$864

MILLION

SPENT BY

NON-HOTEL
GUESTS
$1.7

BILLION

SPENT BY

OVERNIGHT

HOTEL GUESTS
2023 ECONOMIC

IMPACT REPORT
Wineries &
Retail
33%
Lodging
27%
Restaurants
21%
Other
19%
90%

DOMESTIC INTERNATIONAL
10%
$18,771
Visitor Spending
per Napa Valley Resident
Agenda Item #13.5.