DOCUMENTS ATTACHMENTS:
Resolution - Finance Committee Composition
Finance Committee Recommendation Updated 01.28.25
Agenda Item #12.1.
CITY OF ST. HELENA
RESOLUTION NO. 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ST.
HELENA UPDATING THE COMPOSITION OF THE FINANCE
COMMITTEE AND APPOINTING MEMBERS OF THE FINANCE
COMMITTEE.
RECITALS
A. The City of St. Helena is committed to promoting transparent governance and maintaining sound financial practices; and
B. In accordance with several City Council goals, staff was directed to bring a finance committee recommendation to City Council for consideration; and C. The purposes set out for both committees align with City Council Goal 1:
Strengthen Fiscal Resilience and City Council Goal 4: Provide Effective Community Information & Opportunities to Engage; and
D. The creation of an Ad Hoc Finance Committee will provide a structured forum for detailed review of financial matters and will assist the City Council by offering recommendations regarding budgeting, financial policies, and other fiscal issues; and
E. The establishment of this committee will help ensure that the City’s financial resources are managed effectively, assist in long-term planning, and strengthen public trust; and
F. On November 12, 2024, City Council adopted a resolution establishing a Finance Committee and provided notice to applicants seeking to participate in the Committee; and
G. On January 14, 2025, City Council held its applicant interviews and because of the highly skilled applicants City Council wished to updated the Committee composition from 5 members to 7 members.
RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:
Agenda Item #12.1.
1. Updates the composition of the Finance Committee to seven residents and 1 City Council liaison as identified in the Finance Committee Summary (Attachment 1).
2. Appoints the following to the Finance Committee:
• _________________ 2-year term expiring June 30, 2027
• _________________ 2-year term expiring June 30, 2027
• _________________ 2-year term expiring June 30, 2027
• _________________ 2-year term expiring June 30, 2027
• _________________ 1-year term expiring June 30, 2026
• _________________ 1-year term expiring June 30, 2026
• _________________ 1-year term expiring June 30, 2026
Approved at a Regular Meeting of the St. Helena City Council on January 28, 2025, by the following vote:
Mayor Paul Dohring: _____
Council Member Aaron Barak:____
Council Member Michelle Deasy: _____
Council Member Kate Spadarotto: _____
Council Member Billy Summers: _____
APPROVED: ATTEST:
______________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #12.1.
Attachment 1
pg. 1
Finance Committee
As with other Council appointed committees, this Committee will serve in an advisory capacity to the City Council.
Purpose:
The purpose of the Committee is to ensure that public resources are allocated and used efficiently, effectively, transparently, and in alignment with the City’s strategic priorities and policies.
Composition, Structure, and Term:
1. This Committee will be subject to the Brown Act.
2. The Committee will be comprised of 7 residents.
3. The Committee will have regularly scheduled meetings each quarter starting in February 2025.
4. The Committee will have seven regular voting members serving 2-year staggering terms. Because the committee is being established mid-year, the initial terms will be as follows:
a. Four committee members will serve an initial 2-year term expiring June 30, 2027; and
b. Three committee members will serve an initial 1-year term expiring June 30, 2026.
Scope of work:
Members of the Committee and the Committee as an entity serve in an advisory capacity to the City Council, and the scope of its work will be aligned with City Council Goals and City staff’s workplan. The Committee’s charge will include all fiscal and budgetary matters. The Committee will:
1. Collaborate with staff to develop a long-range financial plan:
a. Project revenue and expenditures for 20-years to assess fiscal sustainability.
a. Create a model which aligns the City’s fiscal resources to strategic goals. b. Incorporate reserve targets (assigned and unassigned). c. Evaluate capital planning to ensure identified infrastructure projects are funded.
d. Recommend revenue offsets to meet the City’s long-term needs. e. Identify and provide a mitigation plan for key financial risks.
2. Collaborate with staff on operational efficiencies and cost reduction initiatives, including use of technology and shared services.
3. Evaluate the city’s options to enhance revenue for specific purposes.
Agenda Item #12.1.
Attachment 1
pg. 2
4. Provide input as part of the preparation of the two-year operating and capital budget in Spring 2025.
a. Prioritization of programs for funding and/or cuts depending on availability of resources.
5. Provide input on the prioritization and funding for the replacement of major equipment and vehicles.
6. Advise on actions related to pension liability.
7. Review options for various City facilities including a Parks & Recreation Office/Building and a permanent City Hall.
Agenda Item #12.1.
Agenda Report to the City Council
Agenda Section: OLD BUSINESS
Department: Administration
DATE: January 28, 2025
FROM: April Mitts, Assistant City Manager
SUBJECT: City Council discussion and direction on water penalty appeal by Dr. Dante Bini.
RECOMMENDED
ACTION:
Staff recommends City Council reduce, but not eliminate, water penalties incurred by Dr. Bini.
The recommendation made on January 14, 2025, utilized
the 7-year average water use (excluding 2021) for the
calculation of penalties, resulting in a penalty reduction of $35,817 with the Bini's responsible for $5,825.08 in
penalties.
PREVIOUS COUNCIL
ACTION:
1/14/25 - City Council heard appeal and requested
additional information.
STATEMENT OF THE
PURPOSE:
Make a determination on water penalty appeal by Dr.
Dante Bini.
FINANCIAL IMPACT: The Bini's were assessed a total of $41,642.08 in penalties received during June, July, August, September, and
October 2021. City Council may choose to waive all, a
portion, or none of the penalties being appealed. The total fiscal impact is dependent on City Council direction.
BACKGROUND:
On October 27, 2020, the City Council established Phase II Water Regulations in accordance with St. Helena Municipal Code (SHMC) Section 13.04.240. Establishment of a Phase II Water Emergency is a means to protect the City's water supply by imposing mandatory water conservation measures. In June 2021, as a way to incentivize water conservation and adherence to Phase II water allocations, the City began charging penalties for water use exceeding allocations prescribed by the Municipal Code.
Dr. Bini incurred penalties in June, July, August, September, and October 2021 totaling $41,642.08 and filed a request for a fee waiver which was heard by City Council on January 14, 2025.
After hearing the appeal, City Council requested staff bring a brief staff report back to City Council summarizing previous penalty appeals heard by Council.
DISCUSSION:
Agenda Item #12.2.
Previous Penalty Appeals
The following is a summary of the previous penalty appeals heard by the City Council.
All accounts below are residential accounts and were made by the property owner who is listed as the account holder.
Ayau Appeal - $10,574.26.
Council Action: Penalties requested waived.
The customer incurred penalties in June, July, August, and September 2021 totaling $20,344.80 and appealed $10,574.26, which represented the suspended penalties for June (75%) and July (50%).
This water customer purchased the historic home in March 2021 to be closer to family.
She had a tourist visa and only allowed to be in the USA a certain amount of days per year. The home and property needed a lot of repair and in April 2021, the customer began making improvements including clearing debris in the yard, eradicating a rat issue and updating landscaping including adding an automatic irrigation system.
Customer was not able to keep track of all the letters and billing sent as she went back to her country and since she purchased the home after the declaration of the water emergency did receive any correspondence sent to the previous home owner. The customer was responsive when made aware of the problem and reduced water usage considerably.
Fried Appeal - $19,228.30.
Council Action: None - fee waiver granted administratively.
The customer incurred penalties in June, July, August, and September totaling $19,228.30. At the time the report was brought to Council it could not be shown that they were the result of a leak.
The customer had removed grass from the front and back yard spending over $45,000 on stones for the front yard and fake turf in the backyard which reduced water use considerably from 2020 to 2021. During the appeal to City Council on January 24, 2023, the City Council recognized that a leak may still be contributing to the excess use and granted Mr. Fried additional time investigate if it was a leak and granted a 90-day continuance.
Following the January 24, 2023 meeting, staff continued to work with Mr. Fried where a leak was found and corrected. Staff monitored water use once the leak was corrected and was able to grant the appeal on an administrative level.
Hoff Appeal - $251,379.28
Council Action: Waived $112,175.06 in penalties.
The Hoff's files a request for fee waiver for penalties incurred in June, July, and August 2021 totaling $251,379.28. The penalties imposed were not a result of a leak. The Agenda Item #12.2.
appeal was presented to City Council for consideration on January 24, 2023 and continue to May 9, 2023.
The decision by Council focused on several different issues: (1) mailing address, (2) well not working and having to use City water for vines, and (3) decreasing water use within the allocation for September, October, and November.
On May 9, 2023, City Council made the determination to waive a portion, but not all of the penalties imposed. Council direction was to waive 75% of the June penalties assessed and 50% of the July penalties assessed for a total penalty waiver of $112,175.06 leaving a balance of $139,204.22 to be paid by the Hoff's. This was memorialized at the May 23, 2023 City Council meeting.
Buck Appeal - $74,893.30.
Council Action: All penalties waived.
Penalties were incurred in October and November 2021 for excess use. Ms. Buck filed an appeal with the City on August 21, 2023. Due to timing, the Water Advisory Board had been disbanded and the dollar amount was above administrative authority for approval. Staff recommended City Council waive the penalties incurred. City Council granted the appeal for the full amount on February 13, 2024.
Summary of Appeals
Previous appeals brought to the City Council can be summarized in the following categories:
Improvements to property (Ayau, Fried)
Undetected leaks (Fried, Ayau)
Changes in ownership or use (Ayau, Hoff)
Administrative or timing issues (Buck)
Customer demonstrated a commitment to reducing water usage once issues were identified (all)
These cases reflect a pattern of penalties being reconsidered due to extenuating circumstances, proactive customer measure, and City Council's discretion in balancing enforcement with fairness.
Bini Penalty Appeal
The detailed appeal by Dr. Bini was heard at the January 14, 2025 City Council meeting and can be accessed using the following link: Bini Penalty Appeal.
Table 1 provides a summary of the water penalties, adjustments made, and current request for waiver and Table 2 provides a summary of the 1/14/25 penalty waiver recommendation.
Agenda Item #12.2.
Table 1 - Summary of Water Penalties, Adjustments, and Current Request for Waiver Table 2 - January 14, 2025 Staff Recommendation*
*The recommendation made on 1/14/25 utilizes the 7-year average water use as the base for penalties as compared to the Bini's allocation.
City Council has sole discretion over the water penalty appeal. The Council may:
Deny the appeal in its entirety with the applicant responsible for paying the full balance of $41,642.08; or
Approve the appeal in its entirety for a total dollar amount of $41,642.08; or Grant a partial penalty waiver in an amount determined by the City Council.
Because City Council has discretion, any amount of penalty waiver may be considered and City Council is not limited to staff's recommendation from January 14, 2025.
ENVIRONMENTAL REVIEW:
N/A
GOAL:
Goal 3: Pursue Water Security & Sustainable Management of Water Resources Agenda Item #12.2.
DOCUMENTS ATTACHMENTS:
Resolution - Water Penalty Appeal Dante Bini
Agenda Item #12.2.
CITY OF ST. HELENA
RESOLUTION NO. 2025-
Resolution of the City Council of the City of St. Helena Making Findings and Determinations Regarding the
Water Penalty Appeal of Dr. Dante Bini
WHEREAS, On October 27, 2020, the City Council established Phase II Water Regulations and, in accordance with the St. Helena Municipal Code (SHMC), established the Water Advisory Board; and
WHEREAS, In June 2021, the City began charging penalties for water use which exceeded allocations as determined by the SHMC; and
WHEREAS, the City recognized that during a Phase II or Phase III water emergency, penalties may have been incurred as a result of a leak. On July 27, 2021, the City Council adopted a resolution designating that the Water Advisory Board can hear/make a determination for reduction of penalties for those customers who receive a penalty as a result of a water leak; and
WHEREAS, Dr. Bini filed a request for fee waiver for the penalties incurred on his water account in June, July, August, September, and October 2021 totaling $41,642.08. An administrative denial to remove the penalties occurred on June 3, 2022, because, at that time, there was no indication that the additional water use was a result of a leak.
WHEREAS, The next step for Dr. Bini would have been an appeal to the Water Advisory Board (WAB); however, the WAB disbanded in 2022 prior to the appeal being made. Therefore, it is being presented to the City Council for consideration; and WHEREAS, the City Council has reviewed the penalty appeal for Dr. Bini and has made the determination as noted below.
NOW, THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ST. HELENA AS FOLLOWS:
SECTION 1. The above recitals are true and correct and are incorporated herein by this reference.
SECTION 2. The City Council has considered the circumstances of the appeal.
SECTION 3. The City Council has determined the following:
_____ Deny the appeal in its entirety
Agenda Item #12.2.
_____ Approve the appeal in its entirety for an amount of $41,642.08 _____ Grant a portion of the appeal for an amount of $__________ Approved at a Regular Meeting of the St. Helena City Council on January 28, 2025, by the following vote:
Mayor Paul Dohring: _____
Council Member Aaron Barak: _____
Council Member Michelle Deasy: _____
Council Member Kate Spadarotto:_____
Council Member Billy Summers: _____
APPROVED: ATTEST:
______________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #12.2.
Agenda Report to the City Council
Agenda Section: OLD BUSINESS
Department: Administration
DATE: January 28, 2025
FROM: April Mitts, Assistant City Manager
SUBJECT: Update to Sub-Committee Assignments
RECOMMENDED
ACTION:
Discuss and assign City Council members to the Finance
Committee (liaison) and the Ad Hoc Housing and
Economic Development Committee and to recognize
Mayor Dohring's appointment as Alternate to the ABAG
Executive Board.
PREVIOUS COUNCIL
ACTION:
January 14, 2025 - City Council Established the 2025 City Council assignments to various City and regional
Committees, Boards, and Commissions.
STATEMENT OF THE
PURPOSE:
FINANCIAL IMPACT: None.
BACKGROUND:
The City Council annually reviews the list of assignments to determine interest in serving as the City's representative to the various boards, commissions, and committees throughout the County.
Unless predetermined through bylaws and/or policy, the Council's practice has been to determine assignments (representatives and alternates) through a process of discussion and consensus.
On January 14, 2025, City Council made modifications to the Ad Hoc committees and made assignments to the various boards, committees, and commissions.
DISCUSSION:
After the meeting on January 14, 2025, and in discussion with staff, preferences for committee assignments were noted. Based on the requests, staff is bringing this item back for general consideration and specifically to provide the opportunity to make changes to the appointments for:
Finance Committee Liaison
Ad Hoc Housing and Economic Development Committee.
Additionally, on January 21, 2025, the Napa County City Selection Committee unanimously appointed Mayor Paul Dohring as their Alternate to the ABAG Executive Board.
Agenda Item #12.3.
Attachment 1 provides a summary of the current assignments with the assignments noted above highlighted in blue.
ENVIRONMENTAL REVIEW: N/A
GOAL:
Miscellaneous/Other
DOCUMENTS ATTACHMENTS:
Attachment 1 - 2025 Intergovernmental CC Assignments 01.14.25 Update Agenda Item #12.3.
2025 ST. HELENA CITY COUNCIL ASSIGNMENTS
MAYOR/COUNCIL COMMITTEE ASSIGNMENTS: Mayor
Dohring
Council
Member
Barak
Council
Member
Deasy
Council
Member
Summers
Council
Member
Spadarotto
External Assignments:
1 City/SHUSD/Chamber/NVC (Monrovia) Primary
2 St. Helena Sewer District No. 1 Primary Primary Primary Primary Primary 3 Association of Bay Area Governments (ABAG) - Executive Board** Alternate 4 Association of Bay Area Governments (ABAG) - General Assembly Primary Alternate 5 Napa Valley Tourism Corporation (Umbrella for Napa County) *Primary 6 St. Helena Tourism Improvement District (SHTID) Primary 7 League of California Cities – North Bay Division Primary Primary Primary Primary Primary 8 Napa County City Selection Committee *Primary Alternate 9 Napa County Flood Control and Water Conservation District *Primary Alternate 10 Napa County League of Governments (NCLOG) Primary Primary Primary Primary Primary 11 Napa County Local Agency Formation Commission (LAFCO)*** 12 Napa Valley Transportation Authority (NVTA) *Primary Alternate Primary 13 Napa County Watershed Information Center & Conservancy (WICC) Primary Alternate 14 Upper Valley Waste Management Agency (UVWMA) Primary Alternate 15 Napa County Regional Climate Action Committee Primary Primary 16 Napa County Ground Water Technical Advisory Group (TAG) 17 Active Transportation & Sustainability Committee (ATSC) 18 Library Board
19 Parks & Rec Commission
20 Planning Commission
21 Measure H Oversight Committee
22 X
23 24 X X
25 X X
* Per Gov't Code, Bylaws or MOU the Mayor or Vice Mayor is automatically assigned.
Water Ad Hoc Committee
Former CC Member/Community Member Lester Hardy
Community Assignments:
Housing and Economic Development Ad Hoc Committee
Council Ad Hoc Assignments:
Water/Wastewater Ad Hoc Advisory Committee
Finance Ad Hoc Committee (non-voting, liaison)
Agenda Item #12.3.
Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administration
DATE: January 28, 2025
FROM: April Mitts, Assistant City Manager
SUBJECT: Provide information on the process and timeline to complete an updated analysis of the City's revenues and expenditures to determine the extent of the structural
deficit.
RECOMMENDED
ACTION:
None, informational update only.
PREVIOUS COUNCIL
ACTION:
January 14, 2025 - Direction to staff to bring an information item back to City Council.
STATEMENT OF THE
PURPOSE:
Provide information requested by City Council regarding the City's structural deficit.
FINANCIAL IMPACT: None.
BACKGROUND:
On January 14, 2025, Council Member Barak requested that staff undertake an analysis to define the true extent of the structural deficit. In accordance with the adopted City Council rules of procedure for the conduct at Council Meetings any Council Member may request that an item be considered on a future agenda and, upon agreement by a second Council Member, the item shall be placed on the soonest practical regularly scheduled Council meeting as determined by the City Manager.
The purpose of the request is to have staff conduct an analysis that will create a basis for the understanding of the City's financial health, serve as the foundation for better decision-making on budgeting and revenue generation that could be brought to voters.
The request is to:
1. Provide a detailed accounting of all changes to the City's financial obligations over the past two fiscal years, including employee raises, additional headcount, and discretionary spending approved by the previous City Council.
2. Update the forecast for long-term liabilities, factoring in the fiscal impacts of recent decisions and how they align with earlier deficit projections.
3. Categorize costs transparently into essential services versus aspirational goals to provide clarity for both the Council and residents.
DISCUSSION:
Staff has reviewed the request and has started the process of consolidating the requested information. it is anticipated that the item will be brought back to City Council Agenda Item #13.1.
no later than March 11, 2025; however, staff will endeavor to bring the item to City Council at its February 25, 2025 meeting.
ENVIRONMENTAL REVIEW: N/A
GOAL:
Miscellaneous/Other
Agenda Item #13.1.
Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administration
DATE: January 28, 2025
FROM: April Mitts, Assistant City Manager
SUBJECT: Provide information to City Council on the process and timeline to conduct a review of city processes, practices, structure, and service delivery with the goal of 5% in
savings in the General Fund expenditures.
RECOMMENDED
ACTION:
Provide direction to staff.
PREVIOUS COUNCIL
ACTION:
January 14, 2025 - Direction to staff to bring an
informational item back to City Council.
STATEMENT OF THE
PURPOSE:
Provide City Council with a plan to launch a review of the City's operating processes, practices, and organizational structure.
FINANCIAL IMPACT: None associated with this report; however, costs may be incurred dependent on City Council direction.
BACKGROUND:
In accordance with the adopted City Council rules of procedure for the conduct at Council Meetings any Council Member may request that an item be considered on a future agenda and, upon agreement by a second Council Member, the item shall be placed on the soonest practical regularly scheduled Council meeting as determined by the City Manager.
On January 14, 2025, City Council directed staff to provide information related to launching a modernization review with the goal of achieving 5% in savings within the General Fund.
The purpose of the assessment is to ensure that adequate resources are devoted to core services while reducing operational costs and overhead, positioning the City for long-term fiscal sustainability. As requested by Council Member Aaron Barak, specifically doing the following:
1. Conduct a department-by-department review to identify inefficiencies, redundancies, and opportunities for cross-training or consolidating roles.
2. Evaluate technology solutions that could streamline processes and reduce manual workloads.
3. Explore outsourcing non-core functions where it makes financial or operational sense.
Agenda Item #13.2.
4. Engage an external consultant with expertise in municipal cost optimization to guide this effort.
DISCUSSION:
Based on City Council established goals (Goal #7), and at the direction of City Council, staff has been working towards greater organizational efficiencies. To-date staff have completed, researched, or implemented the following items with the goal of improving the quality of services, creating efficiencies, and potentially even reducing the cost of services to the community. With the exception of Police and Fire research, all efforts thus far have been done internally.
A summary of what has been done to-date in the following areas is provided below. Staff Adoption of Core Values
Review of current shared services
Exploration of additional service delivery models
Increased use of technology
Staff's Core Values
In 2023, City staff adopted three core values that reflect what staff values about working for the organization as well as what we aspire to for the City and staff. The core values are as follows:
1. Responsive - how quickly and efficiently can we as an organization respond to the needs of our customers and each other. By establishing a culture and expectation of responsiveness, the quality of services that are provided, efficiency of our operations, and employee satisfaction will improve.
2. Collaborative - Working with the community and each other to achieve collective goals and objectives. Prioritizing collaboration creates a more connected, engaged, and efficient workplace, where employees feel valued and supported.
Collaboration with each other and the community leads to better problem-solving, increased innovation, and higher morale and retention rates, contributing to the overall success of our organization and the quality of services provided.
3. Innovative - Empowering our staff to identify better ways to serve our community. Innovative organizations think outside the box to develop unique solutions to complex challenges. This value means not being afraid to take calculated risks.
Staff is focusing on each of these core values and finding ways to incorporate the values into our daily work lives with the hope to create an organizational environment that increases productivity and become a place to work that all staff will be proud of.
The City has an employee recognition program where quarterly a staff member (or group of staff) are recognized for their service and annually, one staff member is selected as employee of the year. The theme for 2024 was Responsiveness and the 2025 theme is Innovation.
Agenda Item #13.2.
Current Shared Services
The table below provides a summary of the City's existing shared and outsourcing of services.
Function Agency Description
Dispatch - Fire Cal-Fire Fire and emergency
dispatch services
Dispatch - Police City of Calistoga
St. Helena Dispatch
services are currently colocated at the City of
Calistoga on a temporary
basis.
Fire Protection Napa County
St. Helena provides
services to the County for
areas adjacent to the City
limits.
Housing City of Napa Housing
Authority
Affordable housing
services.
Stormwater
Napa County Flood
Control & Water
Conservation District
Controls flood and storm
waters in Napa County
Benefits and Risk
Management
California
Intergovernmental Risk
Authority (CIRA)
Risk management,
workers compensation,
and benefits programs.
Explored Service Delivery Models
In 2023, at the direction of the City Council, staff began to undertake an evaluation of various City services to determine if a different delivery model would enable the City to provide better services to the community - and potentially at a lower cost. The following is a summary of the outcome of the evaluation process:
Library Services
Given the public comments of some residents, the idea of contracting with the county for library services was appraised for its viability and quickly dismissed in favor of exploring more localized consolidation to enhance service quality. Staff arrived at that conclusion because contracting with the county would not eliminate or reduce staffing costs for the St. Helena library. While the City would benefit from the county's broad as well as specialized expertise, the City already has access to similar resources through consortium memberships. Even if the City chose to contract with the county, it would still need to reimburse the county for staffing and managing the library. Additionally, the City would remain responsible for maintaining the physical building, equipment, online services, and materials.
Agenda Item #13.2.
Instead of contracting out library services to the county, when the opportunity presented itself, staff began exploring an internal consolidation. In many communities, library operations have been merged with that of other functions and the City Manager had personally been involved in different stages of consolidations in other cities (Beverly Hills, San Rafael, and Richmond). Since it had been effective for these agencies and many others, it would seem to be even more logical and pragmatic for a significantly smaller city. Over many months staff participated in an engagement process and sought input from various stakeholders including the Library Board, the Friends and Foundation, the Parks and Recreation Commission, City staff, and other resident groups. Staff’s initial analysis showed that while the consolidation would not save the City money, the potential for improvements in the delivery of services was high. On March 26, 2024, the City Council gave its approval for the formation of a new department initially to be called the Department of Community Services as an umbrella for several functions including library, parks and recreation, grants, and communications. With the hire of a Deputy Director of Community Services – Library, it is estimated that the consolidation will save approximately $11,000 for the current Fiscal Year.
Human Resources
The City has not had sufficient monies to fund the HR Manager position and therefore that position has been frozen. So, currently the role of an HR Manager is primarily performed by the Director of Administrative Services. Since she has other responsibilities, she does not have the capacity to perform all the duties encompassed by the HR Manager role. Therefore, staff began to procure specialized services from Regional Government Services (RGS) including recruitment assistance and disability and leaves management. Additionally, the City explored the cooperating with neighboring cities for the services of a HR Director. Unfortunately, the cost of even partially funding a HR Director position at another city was too high and it was deemed to be unaffordable relative to other needs. At this time the City has agreed to collaborate with the City of Napa, Napa County, and other cities in the county on contributing to a county-led comprehensive training and staff development program.
Water Treatment Plant Management and Staffing
For several years, the City has had difficulty in filling positions to support the water treatment operations; this along with general underinvestment are the root causes of many problems experienced by the water enterprise. The classifications are specialized with strict state-mandated certification requirements. This means that there are very few individuals who qualify for these critical positions. This is compounded by the City’s geographic location, cost of living, and comparatively low compensation scales. As a result, the City has been using the services of Operational Technical Services (OTS) professionals to serve at the City’s water treatment plant. While obtaining qualified personnel from external sources was necessary, it is not sustainable because of the significantly higher cost. The City therefore explored contracting with neighboring cities for the management and staffing of the water treatment function to no avail. Therefore, the City increased the compensation by 14.2% for the Plant Operators and 20.4% for the Chief Plant Operator classifications and conducted more aggressive marketing Agenda Item #13.2.
efforts, including a direct mail campaign that targeted certified individuals throughout the state. As a result of these efforts, the Water Treatment Division is finally fully staffed.
The City also increased the compensation by approximately 9.0% for the Underground Utility classifications. The position of the Underground Utilities Superintendent remains vacant despite conducting several rounds of recruitment. Consequently, staff will be pursuing filling the vacancy temporarily with an OTS professional.
Wastewater Treatment Plant Management and Staffing
Similar to the experience in the water treatment operations, the City, because of various constraints listed above including low compensation rates, has been unable to fully staff the wastewater treatment function. Over the last few years, the City has augmented its staff with professionals from OTS especially for the provision of Chief Plant Operator (CPO) services. As mentioned earlier, this is fiscally unsustainable, and staff has explored alternate models including seeking the assistance of neighboring agencies.
The City is open to exploratory discussions with a nearby agency for contract services.
Police Services
Similar to library services, some community members believe that the Sheriff’s Department could provide better and much cheaper alternative to having an independent police department. That is incorrect. Staff communicated with the Sheriff's Department and reviewed a report prepared for the City of Calistoga by the Matrix Consulting Group, as part of the police services evaluation process. Staff concluded that, while contracting with the Sherriff's Department for police services is viable, it would not have saved the City any money. Further the City's residents, businesses, and visitors would in effect have a lower level of service since the law enforcement personnel assigned to the City would also be responsible for coverage outside the City and may not be able to respond as quickly to developing events within the City as they do now. So, even though the City could be an integral part of a larger police agency, the fact that the City can already tap those resources when needed negated any need to have the Sheriff's Department take over police services in St. Helena.
While staff continues to believe the current model serves the City well, we also believe that at some point, the cities of Calistoga and St. Helena may want to explore a comprehensive consolidation of police functions. This is because the police departments of the two cities have a long tradition of supporting each other and cooperating on public safety matters and there are practical considerations as well.
Having a larger Upvalley police force under a unified command will provide for greater specialization, enhanced training, and better growth opportunities (and therefore greater retention of high performers). A larger and well-rounded Upvalley police force will enhance the ability of police to respond to the wider scope of issues that police departments face today compared to say 50 years ago. A consolidation has the potential of benefiting and improving the quality of life for residents in both communities.
That said, the challenges of any such consolidation should not be underestimated. It will require open dialogue with residents in both communities on the merits of even exploring such a major change (we have learnt lessons from the experience of Agenda Item #13.2.
consolidating the library under the Community Services umbrella). There would need to be a clear understanding of the goals, benefits, as well as downsides of any such consolidation. Stakeholders would need to be brought into the process right from the start, especially the unions representing employees in both cities, and a cost analysis and feasibility study would need to be undertaken. Most importantly, the members of City Council for Calistoga and St. Helena along with the City's managers will need to be open to the value of such a merger. Given the complexities and challenges of such an endeavor, staff is not recommending that the city explore a consolidation at this time.
Police Dispatch
When the City moved its City Hall and Police Department to the current location at the Napa Valley College site in early 2023, dispatch staff had to also be moved from the old city hall site on Main Street. However, it was deemed prudent to not locate them to the new city hall because the site lacked a backup generator which is considered important and previously was required by state rules. The City of Calistoga graciously agreed to host the dispatch staff. The City of Calistoga Police Chief and City Manager worked hard and expended great effort to ensure that our dispatch staff were welcomed, comfortable, and integrated into their operations. The temporary measure was subsequently deemed successful enough to warrant the leadership in the two cities to consider a longer-term agreement and even full consolidation of the dispatch services.
In a cautionary example, despite the best efforts of executives in both cities, and despite transparent negotiations with the respective unions, the parties were not able to construct an agreement that would derive savings and a guarantee of enhanced services. So, the parties chose to abandon the effort and stay with the current temporary mode. It should be noted that this does not preclude some other form of collaboration and/or consolidations with Calistoga or another public agency in the future.
Fire Services
On June 13, 2023, City Council approved a Professional Services Agreement with CPSM to perform an analysis of the City's Fire and EMS. The CPSM team conducted an extensive analysis of the Fire and EMS operational functions, which included the following:
Examination and analysis of the factors that enhance/impact the department’s current service delivery model.
Examination and analysis of operational guidelines and their connection to the current service delivery model.
Discussion of the organization’s strengths, weaknesses, opportunities, and threats as it relates to deployment of resources and response times. Analysis of Fire Management Zones.
Analysis all-hazards that will lead to the completion of a Community Risk Assessment.
Analysis of Standard of Cover Concepts.
Agenda Item #13.2.
Exploration and analysis of various mission driven specialty fire protection and other response duties such as EMS ground transport, emergency management operations, and technical rescue.
In addition, CPSM was tasked with providing recommendations that the City may consider in changing its current independent Fire and EMS delivery system to an alternative model, either through contracting with an outside agency for these services or considering a public safety model, which utilizes a combined service force in which personnel are trained in providing both fire and law enforcement services through a single agency.
CPSM analyzed performance data provided by the St. Helena Fire Department (SHFD) and also conducted examinations of the department’s operations, while comparing to benchmarks that have been developed by organizations such as the National Fire Protection Association (NFPA), Center for Public Safety Excellence, Inc. (CPSE), the ICMA Center for Performance Measurement, as well as others.
The SHFD operates from a single station and the department is composed of both career personnel and part-time employees. The results of the study showed that while the Fire Department is a relatively small organization with limited resources, it is highly proficient in managing its workload. The Fire Department relies heavily on the recall of off-duty personnel, its part-time workforce, and its mutual aid partners (primarily from neighboring agencies) in meeting service demands. The Fire Department works closely with AMR, a county-contracted private EMS agency, which provides advanced life support (ALS) services and ambulance transports throughout the county. However, as a small agency with limited resources, the Fire Department must interact seamlessly with a multitude of neighboring agencies to provide the appropriate protections to the community, area businesses, and the many tourists who visit the area.
In order to determine the effectiveness of the City's existing fire services model, CPSM reviewed alternative services models that included the following:
1. Contract Services with CAL-Fire
2. Contract Services with County of Napa
3. Public Safety Model (joint police and fire department) The following table provides a cost summary to provide Public Safety services (Fire and Police) under the different models evaluated. It should be noted that the numbers below are now dated since they were originally collected in early 2023 and since then there have been leadership changes at Napa County and at Cal-Fire. Additionally, new labor Memorandums of Understanding (MOUs) have gone into effect, which will necessarily affect the cost. However, the general magnitude of the costs continues to be relevant for evaluation purposes at this point on time.
Description Fire Cost Police Cost Total Cost
Agenda Item #13.2.
Description Fire Cost Police Cost Total Cost
Existing Fire &
Police Model $2.69 M $4.49 M $7.18 M
Projected CAL-Fire
Contract $2.48 M $4.49 M $6.97 M
Projected Napa
County Contract $2.44 M $4.49 M $6.93 M
Projected Public
Safety Model $6.29 M $6.29 M
As the above summary shows, the current model is slightly more expensive than contracting with the County of Napa or directly with Cal-Fire. Even though the above analysis indicates that there is potential for saving approximately $1 million per year on fire services by creating a Public Safety (cross-trained police and fire personnel), doing so would be a multiyear and highly complicated endeavor and will likely generate significant community concern. For those reasons, staff recommend, and Council concurred, that the City stay with its current model of delivery for fire services. It should be noted that the current model and staff's recommendation to stay with the current model is predicated upon the use of part-time employees who staff one-third and sometimes two-thirds of some shifts. In other words, if the City were to explore adding a third full-time employee to the three-person fire shift, staff would recommend a reevaluation of the City’s options with the goal of delivering better and more efficient services to the community. This was underscored by CPSM as noted below.
After evaluating the City's existing fire services model compared to other service models, CPSM determined that the City's existing fire services model was effective through the use of career and part-time firefighters. In addition, CPSM provided a list of recommendations to help support the City in fulfilling its mission in providing both emergency and nonemergency response.
Technology Solutions
Over the past two years, the following technology solutions have been, or are in the process of, being implemented:
What Purpose Status
Online Permitting
Software
Transition to paperless to
improve effectiveness and
provide enhanced service
delivery
In progress - to be
completed by June 30,
2025.
Utilities Infrastructure
GIS
Develop comprehensive utilities
infrastructure system with GIS
In progress - to be
completed by June 30,
2025.
Update City's Website Improve navigation and provide Completed.
Agenda Item #13.2.
current information
CIP Portal on City's
Website
Provide transparency and
regular updates to CIP status
Completed.
*In the process of
updating using Envisio
Goals/Workplan Portal
on City's Website
Provide transparency and
regular updates on workplan
status
Completed.
*In the process of
updating utilizing Envisio
*Envisio Software
Performance management
software allowing staff to
operationalize plans, align
resources, track performance,
and share results.
In progress - to be
completed by June 30,
2025.
Update City Phone
Tree
Provide current information and
assist in direction to correct
department.
Completed.
Grapevine Mobile-based application for
tracking requests and concerns. Completed.
Parks & Recreation
Software Update
Implement new system to
provide better service and
response time to community.
Completed.
Stampli - Accounts
Payable Platform
Increase efficiencies through
paperless system resulting in
faster approval of invoices,
shorter invoicing processing
time, and more accuracy.
Completed.
NeoGov
Recruitment Platform
Integrate public sector job
board, applicant tracking, and
streamline recruitment process.
Completed.
NeoGov
Onboarding Platform
Implement a paperless and
standardized onboarding
process to improve efficiencies.
Completed.
Library - RFID Project
To reduce turnaround time for
users and staff time by allowing
for scanning of bulk items and
improve the speed and accuracy
of circulations functions.
Completed.
City Council Request and Next Steps
As noted in the background section, City Council is seeking information on implementing a modernization initiative intended to:
1. Conduct a department-by-department review to identify inefficiencies, redundancies, and opportunities for cross-training or consolidating roles.
Agenda Item #13.2.
1. Evaluate technology solutions that could streamline processes and reduce manual workloads.
2. Explore outsourcing non-core functions where it makes financial or operational sense.
3. Engage an external consultant with expertise in municipal cost optimization to guide this effort.
Given that the City has already conducted an exhaustive internal review of services over the last two years, it is unlikely that another review by City staff would yield further efficiencies that would be responsive to the intent of this effort. Therefore, staff recommends that the City engage external professionals with expertise in evaluating public agencies.
To engage external expertise, the City would need undertake a RFP process and bring back to the City Council a contract to perform the work. To that end, staff requests the assistance of two members of the City Council who can guide the effort of developing the scope of work etc.
Once the scope is identified, staff can start the Request for Proposal (RFP) process as soon as practical. The chart below provides and estimated timeline.
Item Estimated Date
Develop & Issue RFP 2/28/25
RFP's Due 4/25/25
Review RFP/Conduct
Interviews 5/16/25
City Council Award of
Contract 5/27/25
Project Begins 7/1/25
Project Concludes Dependent on Scope
The cost for the consultant is dependent on the scope of work and will be included as part of the FY 2025-26 budget.
ENVIRONMENTAL REVIEW: N/A
GOAL:
Goal 5: Enhance Quality of Life
Goal 7: Enhance Organizational Effectiveness
Agenda Item #13.2.
Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administration
DATE: January 28, 2025
FROM: April Mitts, Assistant City Manager
SUBJECT: Consideration of the Vice Mayor Nomination Made by the Mayor and Requiring Council Approval.
RECOMMENDED
ACTION:
Mayor nominates Vice Mayor for Council approval.
PREVIOUS COUNCIL
ACTION:
December 13, 2022 - Eric Hall appointed Vice Mayor
STATEMENT OF THE
PURPOSE:
Appointment of the Vice Mayor.
FINANCIAL IMPACT: None
BACKGROUND:
In accordance with City Council Rules of Procedure, the Mayor nominates one of the Council Members as Vice Mayor, subject to approval by the majority of the City Council.
This selection is done at the regularly scheduled meeting following the declaration of the election. The Vice Mayor assumes duties immediately upon appointment and serves for the duration of the Mayor's term of office.
DISCUSSION:
The position of the Vice Mayor is created in California pursuant to Government Code § 36802. In an instance when the Mayor is absent or unable to act, the Vice Mayor carries out the Mayor’s duties until the Mayor returns or is able to act. While the Mayor and the Vice Mayor have some additional ceremonial and administrative responsibilities, in the establishment of policies, voting and in other significant areas, all members of the City Council are equal.
ENVIRONMENTAL REVIEW: N/A
GOAL:
Miscellaneous/Other
DOCUMENTS ATTACHMENTS:
Resolution - Vice Mayor
Agenda Item #13.3.
CITY OF ST. HELENA
RESOLUTION NO. 2025-
A RESOLUTION OF THE CITY COUNCIL FOR THE CITY
OF ST. HELENA APPOINTING A VICE MAYOR FOR THE
CITY OF ST. HELENA
WHEREAS, At the May 11, 2021, Council meeting the City Council adopted Resolution 2021-63, which described the Vice Mayor appointment process. Specifically, the Mayor nominates the Vice Mayor who is then affirmed by the City Council.
NOW, THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ST. HELENA AS FOLLOWS:
SECTION 1. The Mayor’s nominee of ________________ for Vice Mayor is approved.
Approved at a Regular Meeting of the St. Helena City Council on January 28, 2025, by the following vote:
Mayor Paul Dohring: _____
Council Member Aaron Barak: _____
Council Member Michelle Deasy: _____
Council Member Kate Spadarotto:_____
Council Member Billy Summers: _____
APPROVED: ATTEST:
______________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #13.3.