St. Helena City Council
January 28, 2025

City of St. Helena
Regular City Council Meeting
Tuesday, January 28, 2025 @ 6:00 PM
Vintage Hall Board Room - Second Floor
465 Main Street, St. Helena

PLEASE NOTE: Any person who wishes to speak regarding an item on the agenda or make a comment under the "Oral Communication" portion of the agenda may do so, but please observe the time limit of four minutes. The Mayor may reduce the four minute time limit for all speakers in circumstances where a large number of citizens intend to make public comment.

Public comment for meetings will be accepted via email to [email protected]. All public comments must be received three hours prior to the meeting. All other public comments received after the deadline will be attached to the item the next business day or soon thereafter. Public comments will not be read out loud but will be publicly available and attached to the on-line agenda.

The schedule of upcoming meetings and published meeting agendas can be found on the City of St. Helena website at https://sthelena.civicweb.net/portal/.

Page

1. CALL TO ORDER

2. ROLL CALL
Mayor: Paul Dohring, City Council Members: Aaron Barak, Michelle Deasy, Kate Spadarotto, Billy Summers

3. PLEDGE OF ALLEGIANCE

4. ADOPTION OF THE AGENDA

5. APPROVAL OF MINUTES
Estimated start time: 6:05 p.m.

5.1. Consideration and proposed approval of Regular Meeting Minutes of January 14, 2025 and the Special Meeting Minutes of January 10, 2025 and January 11, 2025.
01-14-2025 Regular City Council - Minutes
01-10-2025 -Special City Council - Minutes
01-14-2025 Special City Council - Minutes
7 - 20

6. PUBLIC FORUM:

Members of the public are entitled to speak on matters of municipal concern not on the agenda during Public Forum. Each person’s comments shall be limited to 4 minutes. Each person is entitled to speak on any non-agendized item only once at any meeting. Brief questions by Council Members for clarifications may be posed and answered, and Council Members may make requests that items be placed on future agendas, but in accordance with state law, no substantive discussion or action may take place unless and until the matter properly appears on the agenda.

Estimated start time: 6:10 p.m.

6.1. Public Comment.Jenny Cooney
Public Comment.Jenny Cooney 2
Public Comment.Anne Carr
21 - 25

7. REPORTS BY STAFF AND CITY COUNCIL, FUTURE AGENDA ITEMS, AND AB 1234 REPORTS:

Reports by staff and/or Council Members on items of general interest. Brief questions for clarification may be posed and answered, and Council Members may request that items be placed on a future agenda. Except under certain circumstances, the Brown Act prohibits any other discussion or action by the City Council.

Estimated start time: 6:20 p.m.

8. PRESENTATIONS AND PUBLIC RECOGNITIONS
Estimated start time: 6:30 p.m.

8.1. Swearing in of New Police Officer Angel Maldonado
CEQA Determination: Not a CEQA project
Prepared By: Chris Hartley, Chief of Police
Staff Report - Pdf
27 9. STAFF BRIEFING

10. CONSENT ITEMS
Members of the Council or the public (present at the meeting) may ask that any items be considered individually for purposes of considering alternative action, for extended discussion, or for public comment. Unless that is done, one motion may be used to adopt all recommended actions. (Roll Call Vote) Estimated start time: 6:40 p.m.

10.1. Quarterly Grant Report for FY 2024-25 Q2 for the reporting period ending December 31, 2024.

CEQA Determination: Not a CEQA project
Prepared By: Martin Beltran, Senior Management Analyst
Staff Report - Pdf
29 - 37

10.2. Consideration and adoption of a Resolution authorizing the City Manager to execute a Professional Services Agreement with BluePoint Planning for parks and recreation master planning services CEQA Determination: Not a CEQA project
Prepared By: Dave Jahns, Director of Community Services Recommendation:

Authorize the City Manager to enter into a Professional Services Agreement with BluePoint Planning for Parks and Recreation Master Planning Services.

Staff Report - Pdf
39 - 124

10.3. Adopt resolution authorizing the acceptance of the improvements at 601 and 603 Fulton Lane and filing of Notice of Acceptance and acceptance.
125 - 128

CEQA Determination: Exempt
Prepared By: Eric Janzen, Assistant Public Works Director Recommendation:

Approve "Resolution Accepting the Completion of Public Improvements at 601 Fulton Lane and 603 Fulton Lane and Directing the Filing of the Notice of Acceptance for the Fulton Lane Estates Subdivision Improvement Agreement."
Staff Report - Pdf

10.4. Water Supply and Forecasting - November 2024
CEQA Determination: Not a CEQA project
Prepared By: Ian Dale, Environmental Services Tech
Recommendation:

Receive and file.

Staff Report - Pdf
129 - 134

10.5. Water Supply and Forecasting - December 2024
CEQA Determination: Not a CEQA project
Prepared By: Ian Dale, Environmental Services Tech
Recommendation:

Receive and file.

Staff Report - Pdf
135 - 140

11. PUBLIC HEARINGS
None.

12. OLD BUSINESS
Estimated start time: 6:50 p.m.

12.1. Approval of a Resolution Updating the Composition of the Finance Committee Members and Appointing Applicants to the Finance Committee.

CEQA Determination: Not a CEQA project
Prepared By: April Mitts, Assistant City Manager
Recommendation:

Adopt the attached resolution updating the composition of the Finance Committee as directed by City Council on January 14, 2025 and adopt a resolution appointing applicants to the Finance Committee.

Staff Report - Pdf
141 - 147

12.2. City Council discussion and direction on water penalty appeal by Dr.

Dante Bini.

CEQA Determination: Not a CEQA project
Prepared By: April Mitts, Assistant City Manager
Recommendation:

Staff recommends City Council reduce, but not eliminate, water 149 - 155

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.

Staff Report - Pdf

12.3. Update to Sub-Committee Assignments
CEQA Determination: Not a CEQA project
Prepared By: April Mitts, Assistant City Manager
Recommendation:

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.

Staff Report - Pdf
157 - 159

13. NEW BUSINESS
Estimated start time: 7:10 p.m.

13.1. 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.

CEQA Determination: Not a CEQA project
Prepared By: April Mitts, Assistant City Manager
Recommendation:

None, informational update only.

Staff Report - Pdf
161 - 162

13.2. 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.

CEQA Determination: Not a CEQA project
Prepared By: April Mitts, Assistant City Manager
Recommendation:

Provide direction to staff.

Staff Report - Pdf
163 - 172

13.3. Consideration of the Vice Mayor Nomination Made by the Mayor and Requiring Council Approval.

CEQA Determination: Not a CEQA project
Prepared By: April Mitts, Assistant City Manager
Recommendation:

Mayor nominates Vice Mayor for Council approval.

Staff Report - Pdf
173 - 174

14. CITY COUNCIL REPORTS:

14.1. A. Association of Bay Area Governments (ABAG) - Executive Board B. Association of Bay Area Governments (ABAG) - General Assembly C. Napa Valley Tourism Corporation (Umbrella for Napa County) D. League of California Cities – North Bay Division
E. Napa County City Selection Committee
F. Napa County Flood Control and Water Conservation District G. Napa County Local Agency Formation Commission (LAFCO) H. Napa Valley Transportation Authority (NVTA)
I. Napa County Watershed Information Center & Conservancy (WICC) J. Upper Valley Waste Management Agency
K. Napa County Groundwater Sustainability Plan Advisory Committee L. Napa County Regional Climate Action Committee
M. Council Ad Hoc and Standing Committee Reports

15. ADJOURNMENT
The next Regular City Council meeting is scheduled for February 11, 2025 at 6:00 p.m.

This agenda was posted at City Hall, 1088 College Avenue, and at Vintage Hall, 465 Main Street, St. Helena, California on January 23, 2025.

Cindy Tzafopoulos, City Clerk
In Compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please call the City Clerk’s Office (707) 967-2792. Notification 72 hours prior to the meeting as required by Section 202 of the Americans with Disabilities Act will enable the City to make reasonable arrangements to ensure accessibility to this meeting.

CHALLENGING DECISIONS OF CITY ENTITIES
The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City of St. Helena is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation

period is specified by any other provision, including without limitation Government Code section 65009 applicable to many land use and zoning decisions, Government Code section 66499.37 applicable to the Subdivision Map Act, and Public Resources Code section 21167 applicable to the California Environmental Quality Act (CEQA). Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. Government Code section 65009 and 66499.37, and Public Resources Code section 21167, impose shorter limitations periods and requirements, including timely service in addition to filing.

If a person wishes to challenge the above actions in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of St. Helena, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.

SUPPLEMENTAL MATERIAL RECEIVED AFTER THE POSTING OF THE AGENDA
Any supplemental writings or documents distributed to a majority of the City Council regarding any item on this Agenda, after the posting of the Agenda, will be available for public review in the City Clerk’s Office located at 1088 College Avenue, St. Helena, California, during normal business hours and by appointment. In addition, such writings or documents will be made available on the City’s web site at https://sthelena.civicweb.net and will be available for public review at the respective meeting.

MINUTES
City of St. Helena
Regular City Council Meeting
Tuesday, January 14, 2025 @ 6:00 PM
Vintage Hall Board Room - Second Floor
465 Main Street, St. Helena
A complete video recording of this meeting, except for closed session, can be found at https://sthelena.civicweb.net/Portal/ or by calling the City Clerk at (707) 968-2742. The City Council video is the official record of the Council meeting.

Present: Mayor Paul Dohring, Council Member Michelle Deasy, Council Member Aaron Barak, Council Member Billy Summers, and Council Member Kate Spadarotto

Absent:

1. CALL TO ORDER

2. ROLL CALL

3. PLEDGE OF ALLEGIANCE

4. ADOPTION OF THE AGENDA
Mayor Dohring asked that the consent calendar (Item 10) be moved to after item 13.1 in order for the newly appointed Council Member to participate.

4.1 Council Member Billy Summers moved to adopt the agenda as amended by Mayor Dohring. The motion was seconded by Council Member Aaron Barak and on roll call carried by the following vote:

AYES: Mayor Paul Dohring, Council Member Michelle Deasy, Council Member Aaron Barak, and Council Member Billy Summers
NOES: None
ABSENT: None
ABSTAIN: None
RECUSE: None

5. APPROVAL OF MINUTES

5.1 Consideration and proposed approval of Special Meeting Minutes of December 11, 2024 and Regular Meeting Minutes of December 10, 2024 Council Member Aaron Barak moved to approve the Special Meeting Minutes of December 11, 2024 and the Regular Meeting Minutes of December 10, 2024. The motion was seconded by Council Member Billy Summers and on roll call carried by the following vote:

Agenda Item #5.1.

Regular City Council
January 14, 2025
AYES: Mayor Paul Dohring, Council Member Michelle Deasy, Council Member Aaron Barak, and Council Member Billy Summers
NOES: None
ABSENT: None
ABSTAIN: None
RECUSE: None

6. PUBLIC FORUM:

Anthony Micheli and Kay Vang addressed the City Council.

7. REPORTS BY STAFF AND CITY COUNCIL, FUTURE AGENDA ITEMS, and AB 1234 REPORTS:

Council Member Barak requested that an agenda item be added to have staff conduct a comprehensive analysis to baseline and define the true extent of the City’s structural deficit. The analysis should include the following elements:
• A detailed accounting of all changes to the City’s financial obligations since the end of the Baker Tilly report submitted in 2023, specifically:
o Employee raises
o Additional headcount
o Discretionary spending approved by the previous Council • An update to the forecast for long-term liabilities, factoring in the physical impacts of recent decisions and how they align with earlier deficit projections. • Transparent categorization of costs, differentiating between mandated obligations, essential services, and unmet aspirational expenditures. This will ensure both the Council and residents have a clear understanding of the City’s financial priorities and commitments.

Council Member Barak also proposed the launch of a modernization initiative added to a future agenda, with the goal of achieving 5% savings within the General Fund.

The initiative would involve the following steps:
• A department by department review to identify inefficiencies, redundancies, and opportunities for cross-training or consolidating roles. • Evaluation of technology solutions that could streamline processes and reduce manual workloads.
• Exploration of outsourcing non-core functions where it makes financial and operational sense
• Engagement of an external consultant with expertise in municipal cost optimization to guide the effort
Additionally, Council Member Barak said he has two other agenda item requests that he will bring to the next Council meeting on January 28, 2024 that will reduce water and other administrative costs.

Agenda Item #5.1.

Regular City Council
January 14, 2025
Council Member Deasy and Mayor Dohring also supported the requests to add items to a future agenda.

8. PRESENTATIONS AND PUBLIC RECOGNITIONS

9. STAFF BRIEFING

10. CONSENT ITEMS
Members of the Council or the public may ask that any items be considered individually for purposes of considering alternative action, for extended discussion, or for public comment. Unless that is done, one motion may be used to adopt all recommended actions. (Roll Call Vote)

10.1 This item was pulled.

Adoption and second reading of an Ordinance approving Zoning Ordinance Amendment (ZOA 2024-001) to amend Chapter 17.30 of Title 17 of the St.

Helena Municipal Code regarding the calculation of housing in-lieu fees.

10.2 Consideration and proposed adoption of a Resolution authorizing the execution of a reimbursement agreement with the property owner of 1601 Voorhees Circle, APN 009-591-002-000, for the replacement of the shared fence at Mary Fryer Park for a not-to-exceed amount of $11,850.

CEQA Determination: Not a CEQA project
Prepared By: Rebecca White, Administrative Assistant
Recommendation:

Approve the attached resolution.

Council Member Aaron Barak moved to approve item 10.2. The motion was seconded by Council Member Michelle Deasy and on roll call carried by the following vote:

AYES: Mayor Paul Dohring, Council Member Michelle Deasy, Council Member Aaron Barak, and Council Member Billy Summers
NOES: None
ABSENT: None
ABSTAIN: None
RECUSE: None

10.1 Adoption and second reading of an Ordinance approving Zoning Ordinance Amendment (ZOA 2024-001) to amend Chapter 17.30 of Title 17 of the St.

Helena Municipal Code regarding the calculation of housing in-lieu fees.

CEQA Determination: Exempt from the requirements of CEQA under the “General Rule”, Section 15061 (b)(3), in that it can be seen with certainty that the proposed action will have no impact on the environment.

Agenda Item #5.1.

Regular City Council
January 14, 2025
Prepared By: Maya DeRosa, Community Development Director Recommendation:

Adoption by title only and waive the second reading of the proposed Ordinance to:

1. Find that the proposed changes to Chapter 17.30 of the Zoning Code are exempt from CEQA Guideline 15061 (b)(3); and

2. Approve and adopt Zoning Ordinance Amendment (ZOA 2024-001) to amend Chapter 17.30 of Title 17 of the St. Helena Municipal Code regarding the calculation of housing in-lieu fees.

Community Development Director Maya DeRosa and Administrative Services Director Mandy Kellogg made clarifying comments on the item.

No public comment was received.

Council Member Michelle Deasy moved to approve item 10.1. The motion was seconded by Council Member Billy Summers and on roll call carried by the following vote:

AYES: Mayor Paul Dohring, Council Member Michelle Deasy, Council Member Aaron Barak, Council Member Billy Summers, and Council Member Kate Spadarotto
NOES: None
ABSENT: None
ABSTAIN: None
RECUSE: None

11. PUBLIC HEARINGS

12. OLD BUSINESS

13. NEW BUSINESS

13.1 This item was heard prior to the consent calendar.

Consideration and proposed approval of a resolution for the City Council appointment of an applicant to fill the vacancy created by the resignation of Council Member Anna Chouteau, and direct the City Clerk to administer the Oath of Office to the New Council Member
CEQA Determination: Not a CEQA project
Prepared By: Cindy Tzafopoulos, City Clerk
Recommendation:

Any Council Member can nominate an applicant for approval by the majority of Council. Direct the City Clerk to administer the oath of office and the newly appointed Council Member will be seated at the dais.

Agenda Item #5.1.

Regular City Council
January 14, 2025
No public comment was received.

Council Member Billy Summers moved to appoint Kate Spadarotto. The motion was seconded by Council Member Aaron Barak and on roll call carried by the following vote:

AYES: Mayor Paul Dohring, Council Member Michelle Deasy, Council Member Aaron Barak, and Council Member Billy Summers
NOES: None
ABSENT: None
ABSTAIN: None
RECUSE: None
Erika Opp, Deputy City Clerk administered the oath of office to Kate Spadarotto and she was seated at the dais.

13.2 City Council discussion and direction on water penalty appeal by Dr. Dante Bini.

CEQA Determination: Not a CEQA project
Prepared By: April Mitts, Assistant City Manager
Recommendation:

Staff recommends reducing water penalties incurred during the Phase II Water Emergency to $5,825.08 as noted in the discussion section.

Assistant City Manager April Mitts reported on the item.

Public Comment was received by Lesandro Gallegos.

Council requested the item be continued to the next Council meeting of January 28, 2025 to include details on previous penalty appeals—original penalties, council decisions, relevant facts, and whether the property was residential or commercial.

Mayor Paul Dohring moved to continue item to the next Regular session of the City Council on January 28, 2025. The motion was seconded by Council Member Kate Spadarotto and on roll call carried by the following vote:

AYES: Mayor Paul Dohring, Council Member Michelle Deasy, Council Member Aaron Barak, Council Member Billy Summers, and Council Member Kate Spadarotto
NOES: None
ABSENT: None
ABSTAIN: None
RECUSE: None
Agenda Item #5.1.

Regular City Council
January 14, 2025

13.3 Consideration and Proposed Approval of the Formation of a Water/Wastewater Advisory Committee
CEQA Determination: Not a CEQA project
Prepared By: April Mitts, Assistant City Manager
Recommendation:

Adopt a Resolution Establishing a Water/Wastewater Advisory Committee and Begin the Recruitment Process.

Assistant City Manager April Mitts reported on the item.

Public Comment was received by Garry Rose.

Council directed staff to amend the resolution noting "Attachment A" and remove the footnote and matrix from Attachment A.

Council Member Billy Summers moved to approve the amended resolution to the item. The motion was seconded by Council Member Aaron Barak and on roll call carried by the following vote:

AYES: Mayor Paul Dohring, Council Member Michelle Deasy, Council Member Aaron Barak, Council Member Billy Summers, and Council Member Kate Spadarotto
NOES: None
ABSENT: None
ABSTAIN: None
RECUSE: None
Mayor Dohring called for a ten-minute recess.

13.4 Approval of a resolution appointing four applicants to the Finance Committee and one to the ATSC
CEQA Determination: Not a CEQA project
Prepared By: Cindy Tzafopoulos, City Clerk
Recommendation:

Staff recommends adopting a resolution appointing applicants to the Finance Advisory Committee and ATSC.

City Manager Anil Comelo reported on the item.

Public Comment was received by Anthony Micheli.

It was the consensus of the City Council to ask staff to bring back an amended resolution approving seven members and a Council Liaison to the Finance Agenda Item #5.1.

Regular City Council
January 14, 2025
Advisory Committee and appoint Tony Rabin to the ATSC as an alternate member.

Mayor Paul Dohring moved to appoint Tony Rabin to the Active Transportation and Sustainability Committee as an alternate member. The motion was seconded by Council Member Michelle Deasy and on roll call carried by the following vote:

AYES: Mayor Paul Dohring, Council Member Michelle Deasy, Council Member Aaron Barak, Council Member Billy Summers, and Council Member Kate Spadarotto
NOES: None
ABSENT: None
ABSTAIN: None
RECUSE: None

13.5 Establishment of 2025 City Council assignments to various City and regional Committees, Boards, and Commissions.

CEQA Determination: Not a CEQA project
Prepared By: Cindy Tzafopoulos, City Clerk
Recommendation:

1. Discuss and provide feedback on no longer having a City Council liaison to the Parks & Recreation Commission, ATSC, and Library Board of Trustees.

2. Discontinue five City Council Ad Hoc Committees due to inactivity or conclusion.

3. Recommend a City Council Member to the City Selection Committee to represent Napa County on the MTC Board.

4. City Council review and provide affirmation or recommended changes to appointments.

Assistant City Manager Mitts reported on the item.

No public comment was received.

City Council Liaisons to the Parks and Recreation Commission, ATSC and the Library Board of Trustees were discontinued. Council chose to discontinue the four City Council Ad Hoc Committees due to inactivity or conclusion, consolidate four City Council Ad Hoc Committees into a new Housing & Economic Development Ad Hoc Committee, and made appointments to vacancies on various City and regional Committees, Boards and Commissions.

13.6 2025 City Council Meeting Calendar
CEQA Determination: Not a CEQA project
Agenda Item #5.1.

Regular City Council
January 14, 2025
Prepared By: Cindy Tzafopoulos, City Clerk
Recommendation:

Review the 2025 calendar and provide direction in regards to City Council meeting dates.

City Manager Anil Comelo reported on the item.

No public comment was received.

It was the consensus of the City Council to adopt the calendar as presented.

The first meeting of July and the second meetings of November and December will be cancelled. The first meeting of November will be cancelled due to a federal holiday and replaced with a meeting on Tuesday, November 18th.

14. CITY COUNCIL REPORTS:

14.1 A. Association of Bay Area Governments (ABAG) - Executive Board B. Association of Bay Area Governments (ABAG) - General Assembly C. Napa Valley Tourism Corporation (Umbrella for Napa County) D. League of California Cities – North Bay Division
E. Napa County City Selection Committee
F. Napa County Flood Control and Water Conservation District G. Youth Opportunities Commission
H. Napa County Local Agency Formation Commission (LAFCO) I. Napa Valley Transportation Authority (NVTA)
J. Napa County Watershed Information Center & Conservancy (WICC) K. Upper Valley Waste Management Agency
L. Napa County Groundwater Sustainability Plan Advisory Committee M. Napa County Regional Climate Action Committee
N. Council Ad Hoc and Standing Committee Reports
Agenda Item #5.1.

Regular City Council
January 14, 2025

15. ADJOURNMENT
Mayor Dohring adjourned the meeting at 8:38 p.m.

CHALLENGING DECISIONS OF CITY ENTITIES
APPROVED:
______________________________
Paul Jamison Dohring, Mayor
ATTEST:
_________________________
Cindy Tzafopoulos, City Clerk
Agenda Item #5.1.

MINUTES
City of St. Helena
Special City Council Meeting
Friday, January 10, 2025 @ 4:00 PM
City Hall Main Conference Room, 1088 College
Avenue, St. Helena
465 Main Street, St. Helena
A complete video recording of this meeting, except for closed session, can be found at https://sthelena.civicweb.net/Portal/ or by calling the City Clerk at (707) 968-2742. The City Council video is the official record of the Council meeting.

Present: Mayor Paul Dohring, Council Member Billy Summers, Council Member Aaron Barak, and Council Member Michelle Deasy

Absent:

1. CALL TO ORDER

2. ROLL CALL

3. ADOPTION OF THE AGENDA
Council Member Michelle Deasy moved to adopt the agenda. The motion was seconded by Council Member Aaron Barak and on roll call carried by the following vote:

AYES: Mayor Paul Dohring, Council Member Billy Summers, Council Member Aaron Barak, and Council Member Michelle Deasy
NOES: None
ABSENT: None
ABSTAIN: None
RECUSE: None

4. PUBLIC COMMENT:

5. NEW BUSINESS:

5.1 Applicant interviews for the vacant City Council seat.

The applicants are:

1. Hector Marroquin

2. Kate Spadarotto

3. Sharon Crull
The City Council held applicant interviews and interviewed Hector Marroquin, Kate Spadarotto and Sharon Crull.

Agenda Item #5.1.

Special City Council
January 10, 2025
Public Comment was received by Kelly Wheaton and Elaine de Man.

6. ADJOURNMENT
Mayor Dohring adjourned the meeting at 5:03 p.m.

APPROVED:
______________________________
Paul Jamison Dohring, Mayor
ATTEST:
_________________________
Cindy Tzafopoulos, City Clerk
Agenda Item #5.1.

MINUTES
City of St. Helena
Special City Council Meeting
Tuesday, January 14, 2025 @ 4:00 PM
Vintage Hall Board Room - Second Floor
465 Main Street, St. Helena
A complete video recording of this meeting, except for closed session, can be found at https://sthelena.civicweb.net/Portal/ or by calling the City Clerk at (707) 968-2742. The City Council video is the official record of the Council meeting.

Present: Mayor Paul Dohring, Council Member Billy Summers, Council Member Aaron Barak, and Council Member Michelle Deasy

Absent:

1. CALL TO ORDER

2. ROLL CALL

3. ADOPTION OF THE AGENDA
Mayor Dohring asked that the applicant interview for the ATSC alternate be moved before the applicant interviews for the Finance Committee.

Council Member Aaron Barak moved to adopt the amended agenda. The motion was seconded by Council Member Michelle Deasy and on roll call carried by the following vote:

AYES: Mayor Paul Dohring, Council Member Billy Summers, Council Member Aaron Barak, and Council Member Michelle Deasy
NOES: None
ABSENT: None
ABSTAIN: None
RECUSE: None

4. PUBLIC COMMENT:

No public comment was received.

5. NEW BUSINESS:

5.1 Applicant interviews for the Finance Advisory Committee and ATSC.

The applicants are for the Finance Advisory Committee:

1. Arlene Corsetti

2. Chris Warner

3. Garry Rose
Agenda Item #5.1.

Special City Council
January 14, 2025

4. George Schisler

5. Kate Spadarotto

6. Mark Smithers

7. Richard Garber

8. Gregg Dawley
The applicant for ATSC:

1. Tony Rabin

6. ADJOURNMENT
Mayor Dohring adjourned the meeting at 5:30 p.m.

APPROVED:
______________________________
Paul Jamison Dohring, Mayor
ATTEST:
_________________________
Cindy Tzafopoulos, City Clerk
Agenda Item #5.1.

From: Jenny Cooney
To: cityclerk
Subject: [External] Request for City Statement
Date: Monday, January 27, 2025 7:22:51 PM
Attachments: Statement.pdf
Hi, I am not able to attend the city council meeting tomorrow but as a concerned member of our lovely St Helena community, I am writing to ask you, our city council to consider putting out a statement similar to the one that the Napa County Board of Supervisors issued. It is vital that during these challenging times, our city makes it known that we are an inclusive community. That we are supporting our immigrants and all city members - including those of the LGTBQ+ community. That we value unity and acceptance. I have included the said statement below for your reference and thank you for your time and consideration.

Sincerely,
Jenny Cooney
915 Valley View Court
St Helena, CA 94574
415-279-4999
[email protected]
Agenda Item #6.1.

STATEMENT ON VALUING, SUPPORTING, AND PROTECTING HISTORICALLY MARGINALIZED COMMUNITIES – DECEMBER 17, 2024
WHEREAS, the County of Napa Board of Supervisors recognizes the long and storied past of our historically marginalized communities, including members of our immigrant, LGBTQIA+, and minority communities, who are local leaders in agriculture, tourism, education, business, healthcare, and other professions, and who are at the greatest risk of being subjected to acts of discrimination, oppression, and violence; and
WHEREAS, the members of these communities are integral to every aspect of our society; they are our friends, colleagues, and neighbors with whom we have built and continue to grow a thriving and inclusive Napa County; and
WHEREAS, the Board of Supervisors remains dedicated to growing and protecting an inclusive community where all individuals, including the members of our historically marginalized communities, feel safe and secure and can access the resources they need without fear; the Board will navigate the path forward together with the members of these communities with trust, collaboration, and respect; and
WHEREAS, Napa County is built upon rich diversity, with residents identifying as Native American, Black, Hispanic, or Asian American Pacific Islander comprising 46 percent of the county’s population and foreign-born residents comprising 22 percent of the county’s total population; and
WHEREAS, the commitment of the Board of Supervisors to building and protecting this diverse community by renewing our commitment to individual and community empowerment, opportunity for employment, civic engagement, safety, and freedom from racism, discrimination, xenophobia, and hateful acts of violence, is fundamental to the vision of the Board of a vibrant and inclusive Napa County; and
WHEREAS, the Board particularly considers essential to the effective execution of basic local functions a relationship of trust between our immigrant community and our local agencies, including law enforcement and schools; and
WHEREAS, holding the health, well-being, and civil rights of all people as inalienable, regardless of ethnicity, gender, immigration status, national origin, race, religion, sexual orientation, or socio-economic status, through a dynamic and responsive process that respects our community’s diversity by the provision of accessible services, language support, legal resources, and community engagement, is a shared value of every member of the Napa County Board of Supervisors; and
Agenda Item #6.1.

WHEREAS, we call upon all County of Napa leadership, including department heads and staff, to embrace this charge, and, together, we will face the future with resilience and unity in our shared vision of a community where all people have the opportunity to experience fulfilling lives leaning into what we know to be true in Napa County:
• We are stronger together.
• Our rich diversity is an asset.
• We all belong.
• Practicing kindness defines who we are.

NOW, THEREFORE, BE IT PROCLAIMED, that the County of Napa strives to be a model for inclusion and equity for all populations, including immigrants, refugees, and other newcomers; we are committed to supporting the ongoing inclusion and long-term economic prosperity of newcomers, and to demonstrating the values of unity and acceptance. ____________________________
Joelle Gallagher, Chair
____________________________
Anne Cottrell, Vice Chair
____________________________
Ryan Gregory, District 2
_____________________________
Alfredo Pedroza, District 4
____________________________
Belia Ramos, District 5
Agenda Item #6.1.

From: Anne Carr
To: cityclerk
Subject: [External] Letter of Support
Date: Tuesday, January 28, 2025 8:27:57 AM
Dear Cindy,
Please add Glenn's and my name (Anne Carr) to the list of supporters of the Councilagendizing and adopting a statement confirming our town's commitment to stand behind the marginalized (and currently potentially threatened) members of our community - a similar statement to that adopted by the County Supervisors.

Thank you,
Anne Carr
1730 Dean York Lane
Saint Helena
[email protected]
707-695-9489
Agenda Item #6.1.

Agenda Report to the City Council
Agenda Section: PRESENTATIONS AND PUBLIC RECOGNITIONS
Department: Administration
DATE: January 28, 2025
FROM: Chris Hartley, Chief of Police
SUBJECT: Swearing in of New Police Officer Angel Maldonado

RECOMMENDED
ACTION:

PREVIOUS COUNCIL
ACTION:

STATEMENT OF THE
PURPOSE:

FINANCIAL IMPACT:

GOAL:

Miscellaneous/Other
Agenda Item #8.1.

Agenda Report to the City Council
Agenda Section: CONSENT ITEMS
Department: Finance
DATE: January 28, 2025
FROM: Martin Beltran, Senior Management Analyst
SUBJECT: Quarterly Grant Report for FY 2024-25 Q2 for the reporting period ending December 31, 2024.

RECOMMENDED
ACTION:

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
PURPOSE:

To provide an update on grant activity for FY 2024-25 Q2 for the reporting period ending December 31, 2024.

FINANCIAL IMPACT: None.

BACKGROUND: This report covers grant activity for the 2nd Quarter of the FY 2024-

25. DISCUSSION:

New Awarded Grant Applications in FY 2025 2nd Quarter
The City of St. Helena did not receive any new grant awards during FY 2024-25 2nd Quarter.

Applications Pending
The City currently has three (3) applications pending.

Agency Project Amount
CalOES - HMGP:

Emergency Backup Power
City Hall and Police
Department Emergency
Backup Power
$452,791
CDBG - Rental
Subsistence Program
Rental assistance for lowto moderate-income
households
$500,000
EPA - Vocational Vehicles
Sub-Program
St. Helena Clean Fleet
Initiative: Zero-Emission
Trucks for a Sustainable
Future
$780,000
CalOES HMGP: City Hall and Police Department Emergency Backup Power - Funding would be used to purchase and install emergency backup power for City Hall Agenda Item #10.1.

and Police Department that would provide sufficient power to an essential City facility both for emergency use and regular operations during power outages. The amount of $452,791 was requested in grant funding and $150,930 is the required City match.

CDBG: Public Services - Rental Subsistence Program - The City would partner would UpValley Family Centers to identify low- to moderate-income households that are in need of rental assistance.

EPA: Vocational Vehicles Sub-Program - St. Helena's Zero-Emission Vehicle Initiative transitions to a sustainable fleet to enhance air quality and community health in Napa County. Funding would be used to replace three diesel heavy-duty trucks with zero-emission alternatives.

Active Grants
The active grants are grant awards with signed agreements. The chart in Attachment 1 identifies the grant award, required match, and percent expended. Staff is currently managing approximately $5.6 million in active grant funds.

Grants Received in Partnership
Agency Project Amount
Urban Forest grant
Our Napa Forests:

Growing an Equitable Tree
Canopy Through CrossJurisdictional Collaboration
$3,121,523
(City of St. Helena’s
financial contribution
towards the grant is
$100,000)
Urban Forest Grant - The UCF Grant Program, administered by the NCRCD, aims to address several key challenges in urban forestry management across Napa County, including limited planning resources, funding shortfalls, and workforce development.

The grant is funded under the Inflation Reduction Act and seeks to increase the urban tree canopy, engage communities in stewardship, and develop a workforce in urban forestry.

The total cost of the project is $3,121,523, with $1,560,761 provided by federal funding.

The City of St. Helena’s financial contribution towards the grant is $100,000, which has been allocated from the General Fund for fiscal year 2025. The city will also provide inkind support through staff time for coordinating project activities, such as event planning and community outreach. Additional in-kind contributions and contractual services will be provided by NCRCD and other project partners.

Napa County Resource Conservation District and City staff held kick off meeting in August to discuss the grant goals and to visit three potential project sites (Wappo Park, Crane Park, and the Lower Reservoir). Key next steps include drafting and executing an Agenda Item #10.1.

MOA with the project partners, continuing to explore project sites and begin to develop site specific planting and stewardship plans, and developing plans for community education activities.

Closed Out Grants
Grants Project Award
Amount
Additional
Project
Funding
% Grant
Funds
Expended
Notes
Department
of California
Highway
Patrol -
CTFGP
Grant
Cannabis Tax
Fund Grant
Program
(GTFGP)
$146,419 $0.00 100.0%
Funds were
used to
purchase Ford
Mustang Mach
E and outfit the
vehicle, send
officer to
trainings, and
conducted
directed DUI
enforcement
with the grant.

Grants Not Awarded
CalOES: State and Local Cybersecurity Grant Program (SLCGP) - The City submitted an application in September 2024 for SLCGP funding to implement cybersecurity solutions that provide data protection, backup, and disaster recovery to enhance the City’s resilience to cyberattacks. Implementation of data management software will ensure automatic backups, capturing data and transferring it to a secure hardened object storage appliance. In December 2024 the City received an initial denial letter from Cal OES and immediately appealed recognizing what appeared to be scoring irregularities between its application and other applicant grants that were awarded. On January 17, 2025, the City received a response to its appeal from California Governor's Office of Emergency Services regarding appeal. Cal OES received a total of 406 proposals for the 2024 SLCGP Program. Due to the extremely competitive responses and limited funding, only 65 proposals for those with more than 50,000 in population were selected for funding. Depending on if funding is available in 2025 from Cal OES the City will work to amend its application and apply again.

Community Development Block Grant Program: 2024 - On October 22, 2024, City Council approved a resolution approving the projects/activities to include in the application for 2024 funding year of the State CDBG Program. The projects included an over the counter program for economic development and a rehabilitation project for Agenda Item #10.1.

energy efficiency improvements at various affordable housing locations throughout the City, including Hunt's Grove and Stonebridge Housing. The submission portal for all over the counter solicitations opened on October 29, 2024 and within the first day Department of Housing and Community Development announced that they were no longer accepting applications for funding prior to the City submitting their applications.

The City will continue to monitor the CDBG program for future opportunities.

Non-Profit Grant Funding
The FY 2024/25 grant application period closed on February 23, 2024. The City received 25 applications with a total of $292,339 in funding requests. The City Council working group, consisting of Mayor Dohring and Vice Mayor Hall, met to review applications with City staff to make recommendations for FY 2024-25 non-profit funding.

The City received a large response to the program with cumulative funding requests exceeding the program budget by $172,339. Funding recommendations were presented to City Council on May 14, 2024.

A total of 19 non-profit grant applications were approved for the FY 2024/25 grant period for a total of $120,000. The chart in Attachment 2 identifies the grant type, grantee, project description, and award amount.

The City also previously approved three-year Non-Profit Funding Agreements for the Boys & Girls Club, Rianda House, and Up Valley Family Centers in the amount of $30,000 for each organization for a total of $90,000 annually. Those funding agreements expire on June 30, 2025, and funding levels will be reevaluated during the FY 2025-26 and FY 2026-27 Biennial Budget process.

DOCUMENTS ATTACHMENTS:

Attachment 1: FY2024-25 Grant Activity 2nd Quarter
Attachment 2: FY2024-25 Non-Profit Grant Awards
Agenda Item #10.1.

Active Grants
Grant Project Award
Amount
Additional
Project
Funding
% Grant
Funds
Expended
Notes
Patrick Leahy
Bulletproof Vest
Partnership (BVP)
Program
Purchase of 4 Bulletproof
Vests
$2,956 98.0% 2 new bulletproof vests have
been purchased for new hires.

California
Department of
Forestry and Fire
Protection -
Volunteer Fire
Capacity (VFC)
Program
Cost-share funds awarded to
provide assistance to rural
areas in upgrading their
capability to organize, train,
and equip local forces for fire
protection.
$17,555 - 87.0% Grant agreement authorized
during 11/14/2023 City Council
meeting. Procurement of hose
and radios for new Engine 17
using grant funds.

CalOES - HMGP
Defensible
Space/Fuel
Management
Phase I - Defensible Space
and Hazardous Fuels
Reduction
$122,250 - 65.0% Staff and Consultant completed
the tasks outlined in Phase I.

The deliverables were
submitted to FEMA on 6/16/23
for review and approval.

Awaiting authorization to
proceed to Phase II of the
project.

CalOES - HMGP:

Emergency Backup
Power
City Corporation Yard and
Crinella Pump Station
$302,931 $100,977 67.8% This FY 2025 Q2 generator
equipment was delivered and
installed at the Corporation
Yard. Contractor is coordinating
the delivery and installation of
generator equipment for Crinella
Pump Station. Work is expected
to start February 2025.

CalOES - HMGP:

Wastewater
Treatment Plant
Backup Power
Wastewater Treatment Plant
Emergency Backup Power
$1,361,326 $454,064 43.3% Contractor has ordered
equipment. The conductors
(wires) were installed, running
form the main
connection point to the
generator site. Delivery and
installation of the new unit is
anticipated to occur by March
2025.

CDBG-CV2 & 3 -
Childcare
Scholarship Program
Provide childcare scholarships
to income qualified families.
$0 - 0.0% An amendment was approved
to reallocate funds from the
Child Care Scholarship
Program to the Utility
Assistance Program.

CDBG-CV2 & 3 -
Utility Assistance
Program
Provide utility assistance to St.

Helena Residents.
$271,053 - 50.9% HCD approved a Revision to
extend the assistance to up to
six months and increase the
maximum dollar amount to
$3,000 per eligible household.

Staff submitted a time only
extension to extend the grant
deadline until March 30, 2025.

CDBG - Economic
Development
Business Assistance Program $500,000 - 98.0% During the recent quarter two business loans were processed.

Both loans were presented to
the loan committee, the
committee approved both loans.

Loan documents were prepared
and in person meetings
scheduled to complete the
signing of the required CDBG
and Loan documents. Checks
were issued and sent to
borrowers.

Agenda Item #10.1.

Active Grants
Grant Project Award
Amount
Additional
Project
Funding
% Grant
Funds
Expended
Notes
CDBG - Housing
Competitive (2022)
Housing Rehabilitation
Program - Single Family
Residential
$500,000 - 0.0% Owner-Occupied Rehabilitation
(OOR) Program to assist lowincome homeowners whose
primary residence is in need of
repairs, improvements, or
reconstruction necessary to
meet federal, state, or local
building codes and for
correction of all health and
safety deficiencies.

CDBG - Public
Services
Community Wellness and
Mental Health Program
$498,281 - 17.0% Aldea has held meetings with
local agencies including Up
Valley Family Center and St.

Helena Unified School District
to discuss services, referral
process, and community
support. Aldea has received
nine referrals.

CDBG - Sewer
Lateral Replacement
Project
Sewer Lateral Replacement
Project associated with
Downtown Streetscape
$500,000 $ - 5.0% Project preparations including
scope, plans and specifications
continue to progress. Staff and
consultant provided Main Street
property owners with program
application, defined program
documentation, and assisted
with application questions.

Friends &
Foundation
Enhancements for Library (PT
Staff, Spanish/Youth/Adult
Programs, Materials, and
Supplies)
$145,600 - 49.6%

HCD - HOME
Investment
Partnership
Program: Program
Funding to continue the OwnerOccupied Rehabilitation
Program.
$500,000 - 10.0% Housing Authority is working
with applicants for project
approval.

State of CA -
Department of
Justice
Funding for School Resource
Officer.
$454,788 - 50% Currently in the final year (FY
2025) of funding for School
Resource Officer. Award end
date is June 30, 2025.

State of CA -
Department of Parks
and Recreation
Funding to Replace Crane Park
Playground Equipment.
$177,952 - 0.0% Deadline to utilize funds has
been extended to 2028. After
review of proposals and
feedback received from
playground professionals, staff
is in communication and
collaboration with State granting
office to modify project
scope/location to maximize the
use of funds and provide
highest positive impact to park
facilities. Scope of modified
project is underway with
expenditures expected in 2025
and 2026 fiscal years.

Agenda Item #10.1.

Active Grants
Grant Project Award
Amount
Additional
Project
Funding
% Grant
Funds
Expended
Notes
Upper Valley Waste
Management
Money Way Waste/Recycling
Consolidation Project
$120,000 - 95.8% The grant award was revised to
instead replace all garbage and
recycling containers at city
parks. The containers have
been acquired and staff is
working on installing them at all
100+ locations before the end of
February 2025.

US Department of
Justice
FY 2023 Body-worn Camera
Policy and Implementation
Program to Support Law
Enforcement Agencies
$34,000 $ - 70.0% New equipment purchased from
Motorola. 1st year of contract
paid for. There is enough funds
to pay for an additional two
years.

US Department of
Justice
Fiscal Year 2023 COPS Hiring
Program (CHP)
$125,000 $ - 47.2% Hired Officer Adriana Avalos.

Avalos attended the academy in
2024. The funds are being used
to pay for the academy and
Avalos's salary.

Agenda Item #10.1.

FY 2024/25 Non-Profit Grant Funding
Grantee Project Description Award Amount Amount
Expensed
Percent
Expended
Friends of the
Cameo dba Cameo
Cinema Foundation
Opening Night at
Fork2Film Festival 2025 $5,000 - 0%
Napa Green
DEI Workshop Series:

Giving, Receiving &
Integrating Feedback
$5,000 2,500 50%
Napa Valley College 2nd Annual Viva Mariachi
at St. Helena Festival $5,000 - 0%
Napa Valley Festival
Association, dba
Festival Napa Valley
How I See Music $5,000 - 0%
Napa Valley
Museum
Napa Valley Museum of
Art & Cultrue (the MAC) in
St. Helena
$12,500 - 0%
Nimbus Arts Nimbus Arts: Art All Year
for St. Helena $10,000 - 0%
Saint Helena
Community Band
St Helena Community
Band - Performances $8,000 8,000 100%
Saint Helena
Hospital Foundation
Women's Mobile Health
Healthcare Initiative $10,000 - 0%
St. Helena
Community Garden
St. Helena Community
Garden Update $2,500 - 0%
St. Helena
Cooperative Nursery
School
St. Helena Cooperative
Nursery School Grant
2024
$7,000 - 0%
St. Helena Little
League
St. Helena Little League
Uniforms & Equipment $2,500 - 0%
St. Helena Historical
Society
Visions of St. Helena $5,500 - 0%
St. Helena
Preschool For All
St. Helena Preschool For
All Scholarships $10,000 - 0%
St. Vincent de Paul
(SVdP) Ministry of
the St. Helena
Catholic Church
(SHCC)
Financial Assistance for
Individuals and Families
in the City of St. Helena,
not limited to SHCC
members.
$5,000 - 0%

Agenda Item #10.1.

FY 2024/25 Non-Profit Grant Funding
Grantee Project Description Award Amount Amount
Expensed
Percent
Expended
Sustainable St.

Helena - An
Environmental
Alliance
Napa Valley Community
Forest $5,000 - 0%
The Saint Helena
Forum for Innovation
and Creativity
Ongoing Free Virtual
Humanities Based
Cultural Presentations
$5,000 - 0%
Upstage Napa
Valley
4th Annual Playwright
Festival $5,000 - 0%
UpValley Family
Centers Ninos Activos/Active Kids $7,500 - 0%
We Care Animal
Rescue
Pet Wellness Clinics for
Low-Income Residents $4,500 - 0%
Totals $120,000 $10,500 8.8%

Agenda Item #10.1.

Agenda Report to the City Council
Agenda Section: CONSENT ITEMS
Department: Recreation
DATE: January 28, 2025
FROM: Dave Jahns, Director of Community Services
SUBJECT: Consideration and adoption of a Resolution authorizing the City Manager to execute a Professional Services
Agreement with BluePoint Planning for parks and
recreation master planning services

RECOMMENDED
ACTION:

Authorize the City Manager to enter into a Professional Services Agreement with BluePoint Planning for Parks and Recreation Master Planning Services.

PREVIOUS COUNCIL
ACTION:

None

STATEMENT OF THE
PURPOSE:

Enter into a Professional Services Agreement with
BluePoint Planning to provide parks and recreation master planning services for the St. Helena community
FINANCIAL IMPACT: $124,714 for completion of the project. These funds are accounted for in the FY 2024-25 budget, funded directly from Park Impact Fees.

BACKGROUND:

City Council established objective 5.8 as part of their adopted 2024-26 goals, to complete a comprehensive parks and recreation master plan. Completion of the plan is supported by the Parks & Recreation Commission and is established within the City Council's adopted 2024-2028 Capital Improvement Program.

Staff prepared and released a Request for Proposals to solicit responses from qualified firms in the Fall of 2024. The City received seven responses, all who met the minimum criteria and experience to provide parks and recreation master planning services. A review team consisting of Parks & Recreation staff, Public Works staff, and members from the Parks & Recreation Commission reviewed the submitted proposals. Firms were evaluated based on proposal response, firm expertise and project team composition, previous related work, ability to create a comprehensive and actionable plan unique to St. Helena, and overall price point.

After reviewing proposals, follow-up interviews, and reference checks, staff recommends moving forward with BluePoint Planning.

Park Impact Fees
The proposed master planning process would be funded directly from Park Impact Fees, rather than use of General Fund monies. This fund was established by City Agenda Item #10.2.

Council for the specific purpose of acquiring, constructing and reconstructing recreation, community facilities, related equipment, and/or other capital purposes needed for providing park and recreation services. The end result of this master plan is to provide a specific road map to make such improvements.

DISCUSSION:

About BluePoint Planning
BluePoint is proposing a project team comprised of seasoned parks, recreation, landscaping, GIS and data collection professionals to complete the planning process for St. Helena. They have over 25 years of experience leading complex planning processes, with strengths in parks, recreation, trails, public engagement, and climate initiatives. They have completed numerous planning projects, working with local, state, and regional agencies. Project experience includes comprehensive planning for the communities of Burlingame, Half Moon Bay, Lake County, Mendocino County, Menlo Park, Missoula (MT), Monterey, Point Reyes, and San Franciso Parks amongst many others.

Through their proposal and follow-up interviews, it is evident that BluePoint is dedicated to thoroughly understanding the current environment, incorporating previous planning efforts, and developing realistic and implementable recommendations to guide the future of our facilities, programs, and services. Their proposed method includes bringing their industry expertise to the table, while working alongside the community, project management team, and a steering committee comprised of local stakeholders to develop recommendations and an action plan that is tailored to our town. A key focus of this planning process is that it is immersed in community feedback, is unique to St.

Helena, and leads to clear and actionable recommendations.

Planning Process Overview
The master plan is intended to evaluate existing conditions, identify unmet community needs, provide a strategy for development and maintenance of current/future parks, examine methods to improve parks and recreation programming, project future costs and provide creative funding strategies, analyze service models, and consider opportunities for collaboration with other public and private entities.

The Master Plan will serve as a comprehensive guiding document for the park system, community facilities, maintenance standards, efficiencies in service delivery, environmental impacts, and Community Services program planning for the next ten years. In addition to a focus on parks and recreation, the scope of this project will incorporate aspects of Library Services and provide recommendations on how to move elements from the draft Trails and Open Space plan from into implementation.

The scope of work is broken down into five overarching components (listed below), with various subobjectives within each component, all of which can be reviewed within the RFP document.

Agenda Item #10.2.

 Assess existing conditions, data collection, and review previous/current studies  Conduct a community needs assessment
 Foster community engagement and feedback
 Develop recommendations, financial forecasts, and implementation/funding strategies
 Develop and propose adoption of an actionable final plan A core project team will consist of the consultant, City staff, and a community-based steering committee to provide direction, feedback, and regular touchpoints throughout the process. Additionally, specific stakeholders, user groups, and anyone interested in the process will be welcomed and encouraged to participate to ensure the overall community's needs and recommendations are heard throughout the process.

If approved by Council, the planning process is slated to begin in February, with the full project anticipated to take approximately ten months to complete.

ENVIRONMENTAL REVIEW: Not a CEQA project. Any future recommendations developed from this plan that require a CEQA review will be brought forward as separate items.

GOAL:

Goal 2: Improve Infrastructure & Further Environmental Sustainability Goal 5: Enhance Quality of Life
Goal 7: Enhance Organizational Effectiveness
Goal 8: Implement Capital Improvement Plans (CIP) Projects Miscellaneous/Other DOCUMENTS ATTACHMENTS:

Parks and Recreation Master Plan Resolution _01.28.2025 BluePoint Planning_Professional Services Agreement
Parks and Recreation Master Plan RFP_2024
BluePoint Planning Proposal
Agenda Item #10.2.

CITY OF ST. HELENA
RESOLUTION NO. 2025-
Resolution of the City Council of the City of St. Helena Authorizing the City Manager to Execute a Professional
Services Agreement with BluePoint Planning in the
Amount of $124,714 to perform Parks & Recreation
Master Planning Services
WHEREAS, City Council established an objective to complete a comprehensive Parks and Recreation Master Plan as part of their adopted 2024-2026 goals; and WHEREAS, the Parks & Recreation Master plan is intended to be create a guiding document for the future of the parks system, community facilities, maintenance standards, efficiency in service delivery, Community Services programming, and associated environmental impacts for the next ten years; and WHEREAS, in September 2024, staff issued a Request for Proposals to solicit responses from a qualified firms to work in partnership with staff and the St. Helena Community to provide strategic master planning services; and WHEREAS, after a thorough review of proposals, staff recommends moving forward with BluePoint Planning to provide Parks and Recreation Master Planning services for our community based; and
WHEREAS, If approved by Council, the planning process is scheduled to begin in February 2025, with the full process anticipated to take approximately nine to ten months for completion. Following a thorough analysis and engagement process, community vetting, and updates to the Parks and Recreation Commission, the final draft plan will be brought back to City Council for consideration for final adoption

NOW, THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ST. HELENA AS FOLLOWS:

SECTION 1. Authorize the City Manager to execute the professional services agreement with BluePoint Planning.

SECTION 2. Authorize the expenditure of $124,714 from Park Impact Fees, which is accounted for in the approved 2024-25 operating budget.

Approved at a Regular Meeting of the St. Helena City Council on January 28, 2025, by the following vote:

Agenda Item #10.2.

Mayor Dohring: _____
Council Member Barak: _____
Council Member Deasy: _____
Council Member Spadarotto: _____
Council Member Summers: _____
APPROVED: ATTEST:
______________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #10.2.

83389.00001\40708740.1
1 CITY OF ST. HELENA

PROFESSIONAL SERVICES AGREEMENT

FOR MASTER PLANNING SERVICES
This Agreement is made and entered into as of January 28, 2025 by and between the City of St. Helena, a public agency organized and operating under the laws of the State of California (“City”), and BluePoint Planning LLC, a California limited liability company with its principal place of business at 2748 Adeline Street, Suite D, Berkeley CA 94703 (hereinafter referred to as “Consultant”). City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties” in this Agreement.

RECITALS
A. City is a public agency of the State of California and is in need of professional services for the following project:

Parks and Recreation Master Plan (hereinafter referred to as “the Project”).

B. Consultant is duly licensed and has the necessary qualifications to provide such services.

C. The Parties desire by this Agreement to establish the terms for City to retain Consultant to provide the services described herein.

AGREEMENT
NOW, THEREFORE, IT IS AGREED AS FOLLOWS:

1. Services.

Consultant shall provide the City with the services described in the Scope of Services attached hereto as Exhibit “A”

2. Compensation.
a. Subject to paragraph 2(b) below, the City shall pay for such services in accordance with the Schedule of Charges set forth in the scope of services attached hereto as Exhibit “A
b. In no event shall the total amount paid for services rendered by Consultant under this Agreement exceed the sum of $124,714. In addition to professional services, this amount is to cover all printing and related costs. Periodic payments shall be made within 30 days of receipt of an invoice which includes a detailed description of the work performed. Payments to Consultant for work performed will be made on a regular billing basis established during the kickoff meeting with consultant, but not more frequently than monthly payments.

3. Additional Work.

If changes in the work seem merited by Consultant or the City, and informal consultations with the other party indicate that a change is warranted, it shall be processed in the following manner: a letter outlining the changes shall be forwarded to the City by Consultant with a Agenda Item #10.2.

83389.00001\40708740.1
2 statement of estimated changes in fee or time schedule. An amendment to this Agreement shall be prepared by the City and executed by both Parties before performance of such services, or the City will not be required to pay for the changes in the scope of work. Such amendment shall not render ineffective or invalidate unaffected portions of this Agreement.

4. Maintenance of Records.

Books, documents, papers, accounting records, and other evidence pertaining to costs incurred shall be maintained by Consultant and made available at all reasonable times during the contract period and for four (4) years from the date of final payment under the contract for inspection by City.

5. Time of Performance
The term of this Agreement shall be from February 1, 2025 to December 31, 2025, unless earlier terminated as provided herein. The Parties may, by mutual, written consent, extend the term of this Agreement if necessary to complete the Project. Consultant shall perform its services in a prompt and timely manner within the term of this Agreement and shall commence performance upon receipt of written notice from the City to proceed (“Notice to Proceed The Notice to Proceed shall set forth the date of commencement of work.

6. Delays in Performance.
a. Neither City nor Consultant shall be considered in default of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the nonperforming party. For purposes of this Agreement, such circumstances include but are not limited to, abnormal weather conditions; floods; earthquakes; fire; epidemics; pandemics; war; riots and other civil disturbances; strikes, lockouts, work slowdowns, and other labor disturbances; sabotage or judicial restraint.
b. Should such circumstances occur, the non-performing party shall, within a reasonable time of being prevented from performing, give written notice to the other party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement.

7. Compliance with Law.
a. Consultant shall comply with all applicable laws, ordinances, codes and regulations of the federal, state and local government, including Cal/OSHA requirements. b. If required, Consultant shall assist the City, as requested, in obtaining and maintaining all permits required of Consultant by federal, state and local regulatory agencies. c. If applicable, Consultant is responsible for all costs of clean up and/ or removal of hazardous and toxic substances spilled as a result of his or her services or operations performed under this Agreement.

8. Standard of Care; Performance of Employees
Agenda Item #10.2.

83389.00001\40708740.1
3 a. Consultant’s services will be performed in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised by members of the profession currently practicing under similar conditions. b. Consultant’s employees and subcontractors shall have sufficient skill and experience to perform the Services assigned to them. Consultant represents that it, its employees and subcontractors have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, including a City Business License, and that such licenses and approvals shall be maintained throughout the term of this Contract. As provided for in the indemnification provisions of this Contract, Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant’s failure to comply with the standard of care provided for herein. Any employee of the Consultant or its sub-consultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by the Consultant and shall not be re-employed to perform any of the Services or to work on the Project.

9. Assignment and Subcontracting
Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall constitute grounds for termination. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. Nothing contained herein shall prevent Consultant from employing independent associates and subcontractors as Consultant may deem appropriate to assist in the performance of services hereunder.

10. Independent Contractor
Consultant is retained as an independent contractor and is not an employee of City. No employee or agent of Consultant shall become an employee of City. The work to be performed shall be in accordance with the work described in this Agreement, subject to such directions and amendments from City as herein provided.

11. Insurance. Consultant shall not commence work for the City until it has provided evidence satisfactory to the City it has secured all insurance required under this section. In addition, Consultant shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section. a. Commercial General Liability
(i) The Consultant shall take out and maintain, during the performance of all work under this Agreement, in amounts not less than specified herein, Commercial General Liability Insurance, in a form and with insurance companies acceptable to the City. (ii) Coverage for Commercial General Liability insurance shall be at least as broad as the following:

Agenda Item #10.2.

83389.00001\40708740.1
4 (1) Insurance Services Office Commercial General Liability coverage (Occurrence Form CG 00 01) or exact equivalent. for the following:
(iii) Commercial General Liability Insurance must include coverage (1) Bodily Injury and Property Damage
(2) Personal Injury/Advertising Injury
(3) Premises/Operations Liability
(4) Products/Completed Operations Liability
(5) Aggregate Limits that Apply per Project
(6) Contractual Liability with respect to this Agreement (7) Property Damage
(8) Independent Contractors Coverage
(iv) The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; (3) products/completed operations liability; or (4) contain any other exclusion contrary to the Agreement.
(v) The policy shall give City, its officials, officers, employees, agents and City designated volunteers additional insured status using ISO endorsement forms CG 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage. (vi) The general liability program may utilize either deductibles or provide coverage excess of a self-insured retention, subject to written approval by the City, and provided that such deductibles shall not apply to the City as an additional insured. b. Automobile Liability
(i) At all times during the performance of the work under this Agreement, the Consultant shall maintain Automobile Liability Insurance for bodily injury and property damage including coverage for owned, non-owned and hired vehicles, in a form and with insurance companies acceptable to the City.
(ii) Coverage for automobile liability insurance shall be at least as broad as Insurance Services Office Form Number CA 00 01 covering automobile liability (Coverage Symbol 1, any auto).
(iii) The policy shall give City, its officials, officers, employees, agents and City designated volunteers additional insured status. (iv) Subject to written approval by the City, the automobile liability program may utilize deductibles, provided that such deductibles shall not apply to the City as an additional insured, but not a self-insured retention.
c. Workers’ Compensation/Employer’s Liability
Agenda Item #10.2.

83389.00001\40708740.1
5 (i) Consultant certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this Agreement.
(ii) To the extent Consultant has employees at any time during the term of this Agreement, at all times during the performance of the work under this Agreement, the Consultant shall maintain full compensation insurance for all persons employed directly by him/her to carry out the work contemplated under this Agreement, all in accordance with the “Workers’ Compensation and Insurance Act,” Division IV of the Labor Code of the State of California and any acts amendatory thereof, and Employer’s Liability Coverage in amounts indicated herein. Consultant shall require all subconsultants to obtain and maintain, for the period required by this Agreement, workers’ compensation coverage of the same type and limits as specified in this section.
d. Professional Liability (Errors and Omissions)
At all times during the performance of the work under this Agreement the Consultant shall maintain professional liability or Errors and Omissions insurance appropriate to its profession, in a form and with insurance companies acceptable to the City and in an amount indicated herein.

This insurance shall be endorsed to include contractual liability applicable to this Agreement and shall be written on a policy form specifically designed to protect against acts, errors or omissions of the Consultant. “Covered Professional Services” as designated in the policy must specifically include work performed under this Agreement. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer's duty to defend. e. Minimum Policy Limits Required
(i) The following insurance limits are required for the Agreement:

Combined Single Limit
Commercial General Liability $1,000,000 per occurrence/ $2,000,000 aggregate for bodily injury, personal injury, and property
damage
Automobile Liability $1,000,000 combined single limit
Employer’s Liability $1,000,000 per accident or disease Professional Liability $1,000,000 per claim and aggregate (errors and omissions)
(ii) Defense costs shall be payable in addition to the limits. (iii) Requirements of specific coverage or limits contained in this section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. Any available coverage shall be provided to the parties required to be named as Additional Insured pursuant to this Agreement.

Agenda Item #10.2.

83389.00001\40708740.1
6 f. Evidence Required
Prior to execution of the Agreement, the Consultant shall file with the City evidence of insurance from an insurer or insurers certifying to the coverage of all insurance required herein. Such evidence shall include original copies of the ISO CG 00 01 (or insurer’s equivalent) signed by the insurer’s representative and Certificate of Insurance (Acord Form 25-S or equivalent), together with required endorsements. All evidence of insurance shall be signed by a properly authorized officer, agent, or qualified representative of the insurer and shall certify the names of the insured, any additional insureds, where appropriate, the type and amount of the insurance, the location and operations to which the insurance applies, and the expiration date of such insurance.
g. Policy Provisions Required
(i) Consultant shall provide the City at least thirty (30) days prior written notice of cancellation of any policy required by this Agreement, except that the Consultant shall provide at least ten (10) days prior written notice of cancellation of any such policy due to non-payment of premium. If any of the required coverage is cancelled or expires during the term of this Agreement, the Consultant shall deliver renewal certificate(s) including the General Liability Additional Insured Endorsement to the City at least ten (10) days prior to the effective date of cancellation or expiration.
(ii) The Commercial General Liability Policy and Automobile Policy shall each contain a provision stating that Consultant’s policy is primary insurance and that any insurance, self-insurance or other coverage maintained by the City or any named insureds shall not be called upon to contribute to any loss.
(iii) The retroactive date (if any) of each policy is to be no later than the effective date of this Agreement. Consultant shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Consultant shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims-made policy with a retroactive date subsequent to the effective date of this Agreement.
(iv) All required insurance coverages, except for the professional liability coverage, shall contain or be endorsed to provide a waiver of subrogation in favor of the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subconsultants.
(v) The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability.

Further the limits set forth herein shall not be construed to relieve the Consultant from liability in excess of such coverage, nor shall it limit the Consultant’s indemnification obligations to the City and shall not preclude the City from taking such other actions available to the City under other provisions of the Agreement or law.
h. Qualifying Insurers
Agenda Item #10.2.

83389.00001\40708740.1
7 (i) All policies required shall be issued by acceptable insurance companies, as determined by the City, which satisfy the following minimum requirements:
(1) Each such policy shall be from a company or companies with a current A.M. Best's rating of no less than A:VII and admitted to transact in the business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.
i. Additional Insurance Provisions
(i) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the City, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including but not limited to, the provisions concerning indemnification.
(ii) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement.
(iii) The City may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project. (iv) Neither the City nor any of its officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this Agreement.
j. Subconsultant Insurance Requirements. Consultant shall not allow any subcontractors or subconsultants to commence work on any subcontract until they have provided evidence satisfactory to the City that they have secured all insurance required under this section.

Policies of commercial general liability insurance provided by such subcontractors or subconsultants shall be endorsed to name the City as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Consultant, City may approve different scopes or minimum limits of insurance for particular subcontractors or subconsultants.

12. Indemnification.
a. To the fullest extent permitted by law, Consultant shall defend (with counsel of City’s choosing), indemnify and hold the City, its officials, officers, employees, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant’s services, the Project or this Agreement, including without limitation the payment of all damages, expert witness fees and attorney’s fees and other related costs and expenses. Consultant's obligation to indemnify Agenda Item #10.2.

83389.00001\40708740.1
8 shall not be restricted to insurance proceeds, if any, received by Consultant, the City, its officials, officers, employees, agents, or volunteers.
b. If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance of “design professional” services (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

13. California Labor Code Requirements.
a. Consultant is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., which require the payment of prevailing wage rates and the performance of other requirements on certain “public works” and “maintenance” projects (“Prevailing Wage Laws”). If the services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all subconsultants to comply with all California Labor Code provisions, which include but are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775), employment of apprentices (Labor Code Section 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815) and debarment of contractors and subcontractors (Labor Code Section 1777.1). The requirement to submit certified payroll records directly to the Labor Commissioner under Labor Code section 1771.4 shall not apply to work performed on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Section 1771.4. b. If the services are being performed as part of an applicable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all subconsultants performing such services must be registered with the Department of Industrial Relations. Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants, as applicable. Notwithstanding the foregoing, the contractor registration requirements mandated by Labor Code Sections 1725.5 and 1771.1 shall not apply to work performed on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Sections 1725.5 and 1771.1. c. This Agreement may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements. Any stop orders issued by the Department of Industrial Relations against Consultant or any subcontractor that affect Consultant’s performance of services, including any delay, shall be Consultant’s sole responsibility. Any delay arising out of or resulting from such stop orders shall be considered Consultant caused delay and shall not be compensable by the City. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claim or liability arising out of stop orders issued by the Department of Industrial Relations against Consultant or any subcontractor.

Agenda Item #10.2.

83389.00001\40708740.1
9 14. Safety.

Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Safety precautions as applicable shall include, but shall not be limited to: (A) adequate life protection and life-saving equipment and procedures; (B) instructions in accident prevention for all employees and subcontractors, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures.

15. Verification of Employment Eligibility.

By executing this Agreement, Consultant verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time, and shall require all subconsultants and sub-subconsultants to comply with the same.

16. INTENTIONALLY DELETED

17. Laws and Venue.

This Agreement shall be interpreted in accordance with the laws of the State of California.

If any action is brought to interpret or enforce any term of this Agreement, the action shall be brought in a the Superior Court of California for the County of Napa.

18. Termination or Abandonment
a. City has the right to terminate or abandon any portion or all of the work under this Agreement by giving ten (10) calendar days written notice to Consultant. In such event, City shall be immediately given title and possession to all original field notes, drawings and specifications, written reports and other documents produced or developed for that portion of the work completed and/or being abandoned. City shall pay Consultant the reasonable value of services rendered for any portion of the work completed prior to termination. If said termination occurs prior to completion of any task for the Project for which a payment request has not been received, the charge for services performed during such task shall be the reasonable value of such services, based on an amount mutually agreed to by City and Consultant of the portion of such task completed but not paid prior to said termination. City shall not be liable for any costs other than the charges or portions thereof which are specified herein. Consultant shall not be entitled to payment for unperformed services, and shall not be entitled to damages or compensation for termination of work.
b. Consultant may terminate its obligation to provide further services under this Agreement upon thirty (30) calendar days’ written notice to City only in the event of substantial failure by City to perform in accordance with the terms of this Agreement through no fault of Consultant.

Agenda Item #10.2.

83389.00001\40708740.1
10 19. Ownership of Documents and Confidential Information. a. All deliverables and other documents generated by Consultant in the performance of the Services, including all work papers, work-in-progress, designs, drawings, documents, data, computations, specifications, studies and reports prepared by Consultant as a part of the Services or authorized Additional Services (“Consultant Work Product”) shall belong to and be subject to the sole ownership and use of City. b. Except as otherwise provided in “Termination or Abandonment,” above, all original field notes, written reports, drawings and specifications and other documents, produced or developed for the Project shall, upon payment in full for the services described in this Agreement, be furnished to and become the property of the City. c. During the course of the performance of this Agreement, Consultant may receive written or verbal information from City, its representatives or agents, not in the public domain. Such information may include City’s know how, trade secrets, and other proprietary and confidential information and Consultant agrees to treat such information as confidential information belonging to City. Consultant agrees that neither it, nor its officers, employees, representatives, agents, successors, or assigns, will disclose such information to any third party or use the same in any manner without the prior written consent of City. Moreover, Consultant agrees to safeguard such proprietary and confidential information from unauthorized disclosure and/or use using the same degree of care it uses to protect its own proprietary and confidential information, but not less than a reasonable standard of care. In the event that disclosure of such information is sought pursuant to any law or regulation, Consultant shall promptly notify City of such fact to allow City to assert whatever exclusions or exemptions may be available to it under applicable law or regulation.

20. Organization
Consultant shall assign Lauren Schmitt as Project Manager. The Project Manager shall not be removed from the Project or reassigned without the prior written consent of the City.

21. Limitation of Agreement.

This Agreement is limited to and includes only the work included in the Project described above.

22. Notice
Any notice or instrument required to be given or delivered by this Agreement may be given or delivered by depositing the same in any United States Post Office, certified mail, return receipt requested, postage prepaid, addressed to:

CITY:

City of St. Helena
1088 College Ave.

St. Helena, CA 94574
Attn: Dave Jahns, Community Services
CONSULTANT:

BluePoint Planning
2748 Adeline Street, Suite D
Berkeley, CA 94703
Attn: Mindy Craig, Principal
Agenda Item #10.2.

83389.00001\40708740.1
11 and shall be effective upon receipt thereof.

23. Third Party Rights
Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than the City and the Consultant.

24. Equal Opportunity Employment.

Consultant represents that it is an equal opportunity employer and that it shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, ancestry, sex, age or other interests protected by the State or Federal Constitutions. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

25. Entire Agreement
This Agreement, with its exhibits, represents the entire understanding of City and Consultant as to those matters contained herein, and supersedes and cancels any prior or contemporaneous oral or written understanding, promises or representations with respect to those matters covered hereunder. Each Party acknowledges that no representations, inducements, promises or agreements have been made by any person which are not incorporated herein, and that any other agreements shall be void. This Agreement may not be modified or altered except in writing signed by both Parties hereto. This is an integrated Agreement.

26. Severability
The unenforceability, invalidity or illegality of any provision(s) of this Agreement shall not render the remaining provisions unenforceable, invalid or illegal.

27. Successors and Assigns
This Agreement shall be binding upon and shall inure to the benefit of the successors in interest, executors, administrators and assigns of each Party to this Agreement. However, Consultant shall not assign or transfer by operation of law or otherwise any or all of its rights, burdens, duties or obligations without the prior written consent of City. Any attempted assignment without such consent shall be invalid and void.

28. Non-Waiver
None of the provisions of this Agreement shall be considered waived by either Party, unless such waiver is specifically specified in writing.

29. Time of Essence
Time is of the essence for each and every provision of this Agreement.

30. City’s Right to Employ Other Consultants
Agenda Item #10.2.

83389.00001\40708740.1
12 City reserves its right to employ other consultants, including engineers, in connection with this Project or other projects.

31. Prohibited Interests
Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no director, official, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.
[SIGNATURES ON FOLLOWING PAGE]
Agenda Item #10.2.

83389.00001\40708740.1
13 SIGNATURE PAGE FOR PROFESSIONAL SERVICES AGREEMENT
BETWEEN CITY OF ST. HELENA

AND BLUEPOINT PLANNING
IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first written above.

CITY OF ST. HELENA BLUEPOINT PLANNING
By: By:

Anil Comelo
City Manager Its: Principal
Printed Name: Mindy Craig
ATTEST:

By:

Ethan Walsh
City Attorney
Agenda Item #10.2.

83389.00001\40708740.1
14 EXHIBIT A
Scope of Services
Agenda Item #10.2.

















Agenda Item #10.2.

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Agenda Item #10.2.

CITY OF ST. HELENA - COMMUNITY SERVICES DEPARTMENT
REQUEST FOR PROPOSALS FOR PROFESSIONAL SERVICES:

Parks & Recreation Master Plan
DATE ISSUED: Saturday, September 21, 2024
DATE DUE: Friday, October 11, 2024 Sunday, October 20, 2024 CONTACT: Dave Jahns, Director of Community Services
[email protected] ; (707) 967-2798
The City is only accepting proposals electronically via email to [email protected] Only email’s sent to [email protected] will be considered as responsive to the request for proposals. Please include “Parks and Recreation Master Plan Proposal” and consultant’s name in the title. Emails sent to other City emails may be considered as nonresponsive and may not be reviewed Agenda Item #10.2.

TABLE OF CONTENTS
I. INTRODUCTION.....................................................................................................................................3 II. SOLICITATION........................................................................................................................................5 III. SCOPE OF WORK .................................................................................................................................5 IV. SCHEDULE .............................................................................................................................................8 V. PROPOSAL REQUIREMENTS AND FORMAT ...........................................................................................8 PART 1 | COVER LETTER/EXECUTIVE SUMMARY ...................................................................................9 PART 2 | EXPERIENCE AND QUALIFICATIONS OF CONTRACTOR/TEAM MEMBERS ..........................9 PART 3 | UNDERSTANDING OF PROJECT SCOPE & DETAILED WORK PLAN ......................................9 PART 4 | COMMITMENT TO EVENT BUDGET ..........................................................................................9 PART 5 | DELIVERY SCHEDULE AND TIMELINE .......................................................................................9 PART 6 | REFERENCE REVIEW ...............................................................................................................10 VI. PROPOSAL TERMS AND CONDITIONS................................................................................................10 EXAMINATION OF PROPOSAL MATERIALS .................................................................................10 ADDENDA INTERPRETATIONS.......................................................................................................10 DESIGNATED CONTACT ...............................................................................................................10 PUBLIC RECORDS .........................................................................................................................11 PROPOSAL COSTS ........................................................................................................................11 RESERVATION OF RIGHTS.............................................................................................................11 PRODUCT OWNERSHIP.................................................................................................................11 PROFESSIONAL SERVICES AGREEMENT ......................................................................................11 CAUSES FOR DISQUALIFICATION ................................................................................................11 Agenda Item #10.2.

I. INTRODUCTION
The City of St. Helena, California is located in the center of the world-famous wine growing Napa Valley, 65 miles north of San Francisco.

The area was settled in 1834 as part of General Vallejo’s land grant. The City of St. Helena was incorporated as a City on March 24, 1876, and reincorporated on May 14, 1889.

The City, from its inception, has served as a rural agricultural center. Over the years, with the growth and development of the wine industry, St Helena has become an important business and banking center for the wine industry. The City also receives many visitors as a result of the wine industry and the area’s scenic qualities. The City’s goal is to maintain a small-town atmosphere and to provide high quality services to its citizens.

The population of the City of St. Helena as of 2022 is 5,426. St. Helena is a full-service City and encompasses an area of five square miles and is a General Law city operating under the Council/Manager form of government with four council members elected at large and a directly elected mayor. The City Manager is responsible for the execution of Council adopted policies through various departments including Administrative Services, Community Development, Community Services (Parks & Rec and Library), Fire, Police, and Public Works.

St. Helena’s FY 2023/24 General Fund budget is $18.7 million with a total budget of $53.2 million which includes Capital Improvement Funds and Water and Wastewater Enterprise Funds.

The Newly formed (May 2024) Community Services Department encompasses parks & recreation, library services, arts and culture, grants, and community engagement. Parks maintenance is overseen by the Public Works Department, but works in close partnership with the Community Services Department and Parks and Recreation commission to deliver maintenance and upkeep services. Collectively the two departments oversee ten city parks, three small recreation facilities and a municipal public library. Below is an overview of the facilities and parks within the system:

Table 1.1 – Parks
Park Acres Overview
Crane Park 11.27 Lit tennis and pickleball courts,
bocce courts, group picnic areas,
playgrounds, little league baseball
fields, skate park, volleyball court,
walking paths, restrooms.

Jacob Meily Park 5.42 Athletic field, picnic area,
community garden, walking paths,
restrooms.

Lewis Station Park .13 “Pocket park” located on the
downtown core. Picnic tables,
benches, restroom
Lyman .89 Historic gazebo, picnic tables,
grassy areas, toddler playground,
Agenda Item #10.2.

restroom. Common community
event space
Mary Fryer .84 Picnic tables, play equipment,
walking path, pond area.

Mennen .17 Walking path, grassy areas,
barbecue amenities
Starr Baldwin Park .76 Mowed grass, picnic tables,
walking path.

Stephen C. McCullagh .14 Benches, play area, sandbox,
climbing structure
Stonebridge .75 Located along Napa River.

Passive park with scenic views.

Limited parking
Wappo 6.65 Walking loop, picnic areas, dog
park. Majority of park in a
“natural” state.

Trails and Open Spaces TBD Trails and Open Space Master Plan currently in draft state.

Review included as part of Scope
of Work.

Table 1.2 –Facilities
Facility Square Feet Description
Carnegie Building 5,267 SF Historically registered building.

Formerly housed the Library, and
later, the Parks and Recreation
Department. It is now used for
civic meetings
and recreation programming.

Parks and Recreation
Building
3,600 SF Former Teen Center. Currently the
location for Parks and Recreation
staff offices and fitness/martial arts
programs.

St. Helena Public
Library
17,606 SF Built in 1972, additions in 1992. Full
service municipal library.

Valley Oak Building 1,324 SF Former Head Start program
building. Located in Crane Park -
Currently used for summer camps
and after school programming.

In addition to the city-owned assets, the Community Services Department works in conjunction with various community partners, such as the local school district, to utilize facilities and deliver recreation and community programming. While these facilities are not considered part of the existing system, they should be considered for potential future programming and collaborative resources.

Agenda Item #10.2.

II. SOLICITATION
The City of St. Helena Community Services Department invites qualified firms to submit a response to the Request for Proposals for preparing and developing a comprehensive Parks and Recreation Master Plan. The City of St. Helena is committed to providing equitable access to parks, open space, community facilities and programs for all members of the community and this master plan will help us achieve our commitment.

The plan should create a roadmap for ensuring just and fair quantity, proximity, and connections to quality parks and open space, recreation and community facilities, and programs throughout the community now and into the future. The department’s leadership and staff is seeking a system-wide approach in order to develop goals, policies, guidelines and prioritize strategies based on current and future funding scenarios.

Additionally, the Parks Master Plan should identify unmet community needs, provide a strategy for development and maintenance of current/future parks, examine methods to improve parks and maximize use, evaluate maintenance costs, improve access for all, and consider opportunities for collaboration with other public and private entities.

The Master Plan will serve as a guiding document for the comprehensive park system, community facilities and related infrastructure, maintenance standards, service delivery, and program planning for the next decade plus.

Prospective consultants will be required to provide qualifications, proposed work plan, proposed schedule, references, insurance coverage, and other related items as part of the proposal submittal (Section V). The deadline for submitting proposals is Friday, October 11, 2024 III. SCOPE OF WORK
The Master Plan update will require a broad system assessment, including citywide evaluation and inventory of parks and community facilities, assessment of recreation and library programming, trail and open space resources, overall deficiencies, and opportunities. The scope of work represents the City’s best estimate of the work needed to accomplish the objectives for this project. The city is open to alternative approaches that may deviate from this scope to better meet project objectives.

Major tasks for this project should include, but not be limited to:

A) Data Collection and Assessment of Existing Conditions • Conduct a project kick-off meeting with City project team to confirm project requirements, project schedule and clarify roles, responsibilities, and expectations. • Review and incorporate findings from previous studies and reports (General Plan, Trails and Open Space Draft Plan, Downtown Specific Plan, City Council goals, SHAPE committee report, etc.) where appropriate. Plans will be provided by staff project team. • Conduct an inventory and assessment of all existing parks, community facilities, trails and open spaces, and accompanying amenities.

Agenda Item #10.2.

o This includes ten City parks, three small recreation buildings, a public library, a proposed trail system, and accompanying assets within each of those facilities. Shared community spaces (ex: school district) should be evaluated and considered for future programming opportunities.
• Review and analyze the existing Draft Trails and Open Space Master Plan. Provide recommendations, based on best practices, to move from draft into implementation phase. • Assess the Community Services Department’s current level of programs, services, and maintenance in relation to present and future goals, objectives and directives. • Review current parks maintenance services and assess how best to efficiently and effectively meet maintenance standards and future improvements/development. • Consider industry best practices and emerging parks and recreation trends and incorporate into the plan as appropriate
B) Community Needs Assessment
• Develop a community-wide needs assessment to identify community interests, needs, issues, and satisfaction related to parks, community facilities, programs, and events. • Collect and analyze information on park use, access, needs, improvements, operations, maintenance, land use trends to inform recommendations. • This assessment should be considered a baseline and one of several feedback tools utilized to determine needs, wants, and future enhancement or development. • The assessment shall be available to residents both in English and Spanish, electronically and in print form. The Consultant will be responsible for providing Spanish translation.

C) Community Outreach and Engagement
• Propose, create, and implement a comprehensive, equitable, and creative strategy for community engagement in the development of the Master Plan. • Strategy should include a variety of engagement methods including social media, City’s website, physical distribution, targeted discussions with community groups, individual stakeholder interviews, site-based community meetings, and/or any other creative methods to collect meaningful data.
• Meet monthly with a project steering committee composed of city staff, Parks and Recreation Commissioners, and members of the community to discuss progress and receive feedback. • Co-present a kick-off presentation, progress update, and final draft plan to the Parks and Recreation Commission. Other boards and commissions may be included as necessary. Final plan will be presented for adoption to the City Council.
• Work directly with the project team to implement outreach strategies through City channels.

D) Recommendations and Implementation Strategy
• Develop an action plan which includes recommended priorities, constraints, strategies, maintenance needs, appropriate staffing levels, anticipated costs, and funding mechanisms for short term (3 years), mid-term (5-7 years) and long term (10+ years) for the park system, open space, community facilities, programs, and amenities.
o Develop recommendations regarding enhancement, renovation, land acquisition, and/or development of parks, trails, open space, and community facilities.

Agenda Item #10.2.

o Develop recommendations for programs, events, and service levels within the Community Services Department, based on community feedback and best practices. o Develop recommendations for maintenance and operations of parks, trails and community facilities.
• Create a ranked list to identify the community’s top priorities that are supported by accurate cost estimates and realistic funding strategies.
• Identify areas of service shortfalls and opportunities for improvement utilizing emerging trends. • Provide the anticipated costs for development, rehabilitation, maintenance and administration of existing and potential future facilities and programs. • Develop a funding strategy and Identify alternative opportunities to support recommendations. • Examine and propose opportunities for partnerships with other City departments, community organizations, school districts, etc.

E) Development of Final Plan
• The Master Plan should be actionable – It is intended to be creative, challenging, yet achievable. • The Master Plan shall include an overview of the plan goals, methodology and intended use. • The Master Plan shall include a summary of existing conditions, inventory, and level of service analysis.
• The Master Plan shall include actionable recommendations as outlined in Section D of the Scope of Work.
• The Master Plan shall include a strategy that provides a prioritized “road map” for the enhancement, renovation, and/or development of parks, trails, open space, and community facilities
• The Master Plan shall include cost estimates for proposed enhancement/development and a funding strategy to support priorities and recommendations listed in the final plan. • The Master Plan shall include charts, graphs, maps, and other illustrative data as needed to support the plan and its presentation to the appropriate audiences. • Final Park and Recreation Master Plan is to be presented to both the Parks and Recreation Commission and City Council for required adoption.

F) Project Team and Expectations
• Project team will consist of consultant, core city staff team, and subconsultants as deemed necessary. A steering committee, consisting of city staff, Parks and Recreation Commissioners, and community members will be established to support the core project team • Consultant is responsible for management of the project timeline and budget, staff, and any subcontractors required to deliver the final plan.
• Participate in progress meetings with the project team as often as necessary, but not less than once per month until the final plan is approved.
• Provide bi-weekly progress updates.
• Attend, lead, and facilitate community meetings as deemed necessary. All materials for presentations and community meetings will be submitted to the project team for review and discussion prior to meeting.

Agenda Item #10.2.

IV. SCHEDULE
Responses to the RFP must be submitted to the City of St. Helena as outlined in this section.

Responses are due no later than
Sunday, October 20, 2024, AT 11:59 PM
Responses received after this date and time will not be considered.

PROPOSED SCHEDULE FOR THE REVIEW AND SELECTION PROCESS

AND DESIRED TIMELINES FOR DELIVERABLES

MILESTONE DATE TIME
Release RFP September 21, 2024
Virtual Information Session September 30, 2024 12:00 PM Question submittal deadline October 1, 2024 5:00 PM
Proposal due date October 11 20, 2024 11:59 PM
Tentative Finalists Interviews October 16 25 or 28 TBD
Award of Agreement Oct. November 2024 6:00 PM
The schedule may be modified and/or extended if necessary.

V. PROPOSAL REQUIREMENTS AND FORMAT
If interested in this RFP, please notify the Recreation Department by email at [email protected] so you may be added to the notification list for addendums. Failure to notify the Recreation Department could result in missing important and required information, and could result in disqualification.

A brief information session will be held via Zoom on September 30 at 12:00pm. This will be an opportunity for interested consultants to ask for clarification or questions directly of City Staff. If interested in participating please email [email protected] for the meeting invite.

All submittals must follow the format described in this section. Respondents are encouraged to submit clear and concise responses to the RFP. The City of St. Helena reserves the right to include or exclude any part of the submittals in the final agreement with the selected Contractor.

To be considered for selection, submittals must arrive electronically by the date and time specified in Section IV. Only email’s sent to [email protected] will be considered as responsive to the request for proposals. Emails sent to other City emails may be considered as non-responsive and may not be reviewed.

Submittals must include the following components in the order listed below:

Agenda Item #10.2.

Part 1: Cover Letter/Executive Summary
Part 2: Experience and Qualifications of Contractor/Team Members Part 3: Understanding of Event Scope
Part 4: Commitment to Budget & Detailed Work Plan
Part 5: Delivery Schedule and Timeline
Part 6: Proof of Insurance
Part 7: Reference Review
PART 1 | COVER LETTER/EXECUTIVE SUMMARY
In no more than three (3) pages, the Cover Letter and Executive Summary shall include:

1. The names of the key members of the consultant team.

2. The mailing address, telephone number, and the name of the main point of contact for the Consultant team.

3. A summary of the Consultant’s relevant experience and qualifications and the significant advantages to selecting the consultant.

4. An acknowledgement of receiving any addendum(s) to the RFP document sent out by the City.

PART 2 | EXPERIENCE AND QUALIFICATIONS OF CONSULTANT/TEAM MEMBERS Provide detail relating to the experience and qualifications of the members of the team, including an organizational chart showing all key personnel (including and proposed subcontractors) who will be assigned to this project. Submit brief resumes demonstrating the training, experience, and other qualifications of the key personnel who will be assigned to this project. Any other information that would assist the review team in understanding the team’s capacity to efficiently, creatively, and effectively and implement the master planning process.

PART 3 | UNDERSTANDING OF PROJECT SCOPE & DETAILED WORK PLAN Each respondent shall demonstrate its capacity to deliver professional master planning services.

Respondent should outline methodology and logistics capable of meeting the goals outlined in in the Scope of Work, as well as provide a proposed work plan for development and implementation of the project. Respondents should draw from previous experience and demonstrate competence to articulate how their capabilities are distinct, comprehensive, and add value.

PART 4 | COMMITMENT TO EVENT BUDGET
Consultant shall provide a total base fee for the project. Each responding Contractor shall include an acknowledgement that it can effectively deliver a comprehensive master plan within the budget indicated. Each respondent should clearly explain in this section the methods and process it will use to ensure the project is within budget and that the City will be getting the best value within the budgeted amount.

PART 5 | DELIVERY SCHEDULE AND TIMELINE
Discuss in this section the steps the Contractor team proposes to use. Clearly outline the delivery schedule and timeline. Specific dates should be used assuming an award to this RFP and an Agenda Item #10.2.

executed agreement in late October/Early November 2024. The goal is to have a plan drafted and adopted by Summer 2025. Indicate in the proposed scheduling the necessary involvement and various decision points required of the City. A detailed timeline or representation of the delivery timeline with pertinent milestones and events is required in this section.

PART 6 | INSURANCE
Please see Section7 of “Exhibit A - SAMPLE AGREEMENT FOR PROFESSIONAL SERVICES” for insurance requirement information.

PART 7 | REFERENCE REVIEW
The review team will conduct a background reference review of each respondent. Please include the following information for three (3) projects that the proposed contractor team worked on together:
• Name of the Project
• Name, title, and contact information for the client
• Project budget
• Date of completion of the Project
VI. PROPOSAL TERMS AND CONDITIONS

EXAMINATION OF PROPOSAL MATERIALS
The submission of a proposal shall be deemed a representation and warranty by the proponent that it has investigated all aspects of the RFP, that it is aware of the applicable facts pertaining to the RFP process and its procedures and requirements, and that it has read and understands the RFP. No request for modification of the provisions of the proposal shall be considered after its submission on the grounds the proponent was not fully informed as to any fact or condition.

ADDENDA INTERPRETATIONS
If it becomes necessary to revise any part of this RFP, a written addendum will be provided to each firm that requested to be added to the notification list and said addenda will be uploaded to the City website. The City of St. Helena is not bound by any oral representations, clarifications, or changes made in the RFP by the City or its agents, unless such clarifications or change is provided in written addendum from the City of St. Helena.

DESIGNATED CONTACT
For the purposes of this RFP, the City’s designated contact is Dave Jahns, Director of Community Services. Any questions concerning the scope of work and the selection process shall be directed to Mr. Jahns, at [email protected] . Any and all questions and responses concerning this RFP will only be accepted in writing, via email. All questions must be received by October 1, 2024.

Responses to questions will be posted on the City’s website, cityofsthelena.org/rfps, and will become part of the RFP. It is the contractor’s responsibility to check the website for updates.

Agenda Item #10.2.

PUBLIC RECORDS
This RFP document and all submittals in response thereto are public records. Prospective contractors are cautioned not to include any material into the proposal that is strictly proprietary in nature.

PROPOSAL COSTS
All costs associated with the preparation of RFP submittals shall be borne by the respondent. This RFP does not constitute any form of offer to contract.

RESERVATION OF RIGHTS
The City reserves the right, for any reason, to accept or reject any one or more proposals; to negotiate the terms and specifications of the proposal; to modify any part of the RFP; or issue a new RFP.

PRODUCT OWNERSHIP
Any documents resulting from the contract will be the property of the City.

PROFESSIONAL SERVICES AGREEMENT
All Proposers must identify in their proposal any terms and conditions of the sample Professional Service Agreement (Exhibit C) that they wish to negotiate. Insurance is required as outlined in Section 7 of the sample agreement.

CAUSES FOR DISQUALIFICATION
Any of the following may be considered cause to disqualify a proponent without further consideration:
o Evidence of collusion among proponents;
o Any attempt to improperly influence any member of the evaluation panel; o A proponent's default in any operation of a professional services agreement which resulted in termination of that agreement; and/or
o Existence of any lawsuit, unresolved contractual claim, or dispute between proponent and the City.

Agenda Item #10.2.

Submitted by:

BluePoint Planning
Main Office
2748 Adeline Street, Suite 3
Berkeley, CA 94703
Sonoma County Office:
21462 Bonita Terrace
Monte Rio, CA 95462
www.bluepointplanning.com
Proposal | October 20, 2024
City of St. Helena
Parks & Recreation
Master Plan
Agenda Item #10.2.

October 11, 2024
Re: RFP for the Parks & Recreation Master Plan
Dear Dave and Selection Committee Members:

On behalf of the BluePoint Planning Team, I am delighted to submit our proposal to assist St.

Helena with the preparation of a community-supported and implementable Parks & Recreation Master Plan that guides staff and elected officials in the coming years.

BluePoint Planning is a small, woman-owned firm that carefully chooses projects to pursue that are aligned with our capabilities, interests, and staffing. The St. Helena Parks & Recreation Master Plan project, with an emphasis on engagement and equity and the understanding that parks and their programming are the fabric that unites a community together make this effort a clear interest to us. As such, we are dedicated to providing the highest level of service, the time and resources to meet project deadlines, and more importantly, to act as an extension of your staff to create a Plan that will be a valuable resource and tool for the City.

Our full-service team has the experience and expertise to create a Master Plan grounded in St.

Helena’s values and sense of place, built upon widespread support from the community and stakeholders. BluePoint will work collaboratively and through an integrated and dynamic process with St. Helena’s project management team to create a long-term plan that is a guide and effective tool to reach your goals. We are committed to a process, project budget, and scope that aligns with your RFP and makes efficient use of resources, resulting in a lasting plan that exemplifies the culture and character of St. Helena.

The BluePoint Planning Team will be led by Mindy Craig, Principal-in-Charge and founder of BluePoint Planning, and Project Manager Lauren Schmitt, ASLA, AICP with support from Project Associate Allisia Sandoval and Senior Consultant Donna Legge. We are pleased that long-time partner Esther Mandeno of Digital Mapping Services will join us for this effort to provide GIS and database expertise. Together, we have a depth and breadth of experience working with parks and recreation agencies in California and around the country, as the qualifications and resumes within this proposal demonstrate. What sets us apart from our competitors is our holistic approach to planning that considers not just the physical requirements for parks but how recreation programming and policies work together to activate parks and facilities and how maintenance and operations support parks and programming to enable better and more fiscally sustainable services.

This acknowledges that BluePoint has received the addendum and revised RFP. Project Manager Lauren Schmitt attended the pre-proposal meeting, and we have downloaded and reviewed the Addendum, Q&A Document, and Informational Presentation.

BluePoint Planning
2748 Adeline Street, Suite 3
Berkeley, CA 94703
510.338.0373
www.bluepointplanning.com
Sonoma County Office:
21462 Bonita Terrace
Monte Rio, CA 95462
innovation. empathy. impact.

Agenda Item #10.2.

BluePoint Planning
2748 Adeline Street, Suite 3
Berkeley, CA 94703
510.338.0373
www.bluepointplanning.com
Sonoma County Office:
21462 Bonita Terrace
Monte Rio, CA 95462
innovation. empathy. impact.

As founder of BluePoint Planning and Principal-in-Charge, I am the key contact person for this proposal and will sign any contracts on behalf of the firm. Please contact me at mindy@bluepointplanning.com or by phone at 510-847-3665 if you have any questions or would like clarification on any aspect of our proposal.

I am excited about this project and the opportunity to apply our team’s professional expertise to your beautiful and dynamic city. We are ready to begin work immediately upon negotiating a contract, and are prepared to meet your target of completing the plan by Summer 2025.

Sincerely,
Mindy F. Craig
Principal, BluePoint Planning
Agenda Item #10.2.

Page IV | Proposal by BluePoint Planning
Cover letter

1. Cover Letter/ Executive Summary..................................................................................1

2. Experience and Qualifications of Contractor Team Members ...................................2.1 About BluePoint Planning ......................................................................................2.2 About Digital Maping Services ..............................................................................2.2 Team introduction ................................................................................................2.4 Organizational Chart .............................................................................................2.4 Team Resumes ......................................................................................................2.6

3. Understanding of Event Scope.....................................................................................3.1 Work Plan................................................................................................................3.2

4. Commitment to Budget................................................................................................4.1 Total Base Fee ........................................................................................................4.2 5 . Delivery Schedule and Timeline...................................................................................5.1 Timeline..................................................................................................................5.2

6. Reference Review..........................................................................................................6.1 Agenda Item #10.2.

2. Experience and Qualifications
Agenda Item #10.2.

2. Experience and Qualifications
About BluePoint Planning
BluePoint Planning is a mission-driven consulting
firm dedicated to doing impactful and meaningful
work with local, regional, and state governments
and non-profit and private organizations. Our team
is dedicated to helping clients and partners achieve
their goals and addressing complex and sticky
problems with innovative and forward-thinking
solutions. We specialize in complex, inclusive,
multi-stakeholder planning processes, providing
facilitative leadership, developing strategic
communications, and supporting our clients to
reach their goals.

Areas of Specialization
Parks, Recreation and Trails Planning
Parks, open spaces, trails and public lands provide
fundamental benefits and opportunities to address
and mitigate climate change while offering co-benefits of equity, health, wellness, and community recreation. BluePoint works with clients to identify
needs and explore how to leverage their lands and
facilities to provide the greatest support for the
community while finding multibenefit solutions that
can be funded. One of the most important services
we offer is integrated operations, maintenance
and revenue analysis of facilities, operations, and
programs. This lens ensures that big visions are
grounded in reality. Our master plans, strategic
plans, and implementation plans support vibrant
and equitable parks and recreation services.

Policy & Community Planning
BluePoint leads complex planning processes and
develops tailored plans to inspire and direct action
in a range of topic areas, including parks, open
space, climate, energy, parks, and community. We
focus on creating equitable and feasible planning
documents and tools that respond to the needs
of our clients, that are easy-to-understand, well
supported, and actionable. We bring this expertise
to parks and recreation planning, helping to align
master plans to other land use and community plan
documents.

BluePoint Corporate Information
Certified small, women-owned California
S-Corporation located in Berkeley, Alameda
County, founded in August 1, 2011.

Tax ID
45-452483884
Contact
Mindy Craig, Principal
[email protected]
direct line: 510.847.3665
2748 Adeline Street, Suite D, Berkeley, CA 94703
Digital Work Samples
To see work samples, please go to our website at:
https://www.bluepointplanning.com/deliverables
Agenda Item #10.2.

2. Experience and Qualifications
Implementing Strategies & Action
Plans
Big visions and broad goals are only as useful as the
ability to implement. BluePoint works with clients
and stakeholders to ensure that there is a clear
path to implement, helping to understand funding
and operational considerations, developing tools
to enable action, and outlining steps to move plans
forward. This includes work plans, operations plans,
revenue and funding analysis and prioritization and
phasing programs.

Facilitation, Engagement and Outreach
BluePoint is an expert in stakeholder process
design, facilitation, and equitable community
engagement and outreach programs. This includes
developing and executing community engagement
processes, designing outreach materials and
websites, and deploying social media and digital
tools.

Philosophical Approach
Our name, “BluePoint,” is inspired by our
philosophical approach, meaning doing blue-sky
thinking and then focusing on what is most
important. We specialize in complex and inclusive,
multi-stakeholder processes, providing comprehensive planning services, supported by facilitative leadership, strategic communications, and strong
client relationships.

An interactive & inclusive process.

As a small business, we work closely with our clients
through several key steps to tailor plans to their
particular needs. At the same time, we recognize
that a clear process and structure allows for
innovation and solid time and budget management.

In general our efforts follow the following 4 steps.

Step 1: Explore
• Listen to community members and stakeholders
• Share best practices
• Assess existing conditions
• Identify gaps, needs, and opportunities
Step 2: Build a Vision
• Develop a common foundation with community
and stakeholders
• Translate needs and opportunities into goals and
strategies
• Establish a framework for action
Step 3: Choose a Path
• Establish strategies and actions
• Understand important initiatives and policies
• Determine priorities and dependencies
Step 4: Focus
• Create an actionable plan
• Establish measurable outcomes
• Operationalize strategies
• Communicate ideas, initiatives, and purpose
Agenda Item #10.2.

2. Experience and Qualifications
How we work sets us apart
Feasible and Implementable. Starting with the
initial proposal, we set a path forward that ensures
we are creating a plan that can be implemented.

This includes considering the community, staff
and decision-makers role, optimizing the physical
assets, evaluating policies, and enabling programs.

Facilitative Leadership. We embrace an approach
called Facilitative Leadership, where the facilitator plays an active role in focusing and leading dialogues to a clear endpoint and action.

Advocate for Innovative Solutions. Innovative
solutions - whether incremental or disruptive
- come from multiple perspectives and the
unexpected collision of ideas. We advocate for
dynamic processes and teams that maximize the
potential for innovation and out-of-the-box ideas.

Translate Data into Decisions. We are strategic
communication experts - tailoring and honing
information to reach key audiences and engage
fully. We translate complex information and
technical language into easy-to-understand
materials and plans.

Embed Equity & Inclusion. We actively advocate for
and bring an equity perspective to each project,
embracing ongoing reflection and learning. We
assist clients in ensuring that their plans and
processes are inclusive and improve equitable
outcomes.

Integrated & Holistic Thinking. We take a systems
approach to our work, avoiding silos and conventional thinking. We help clients create multi-benefit initiatives that have broad support and feasibility.

Partner for Change. We help clients negotiate
complex issues, serving as your partner in engaging
internal and external stakeholders in processes that
lead to transformative action.

Park & Recreation Master Planning
ƒ Lake County Park Recreation and Trails Master
Plan, CA
ƒ Sonoma County Parks Climate Action and
Resilience Plan, CA
ƒ Missoula Parks, Recreation, Open Space and Trails
Plan, MT
ƒ Soledad Parks and Recreation Master Plan, CA
ƒ County of Mendocino Parks and Recreation Needs
Assessment and Recommendations, CA
ƒ Rio Linda Elverta Parks and Recreation District
Parks and Recreation Master Plan, CA
ƒ Loch Lomond Lake Recreation Area Study,
Santa Cruz, CA
ƒ Half Moon Bay Parks Master Plan, CA
ƒ Menlo Park Parks and Recreation Master Plan, CA
ƒ City of Monterey Parks and
Recreation Master Plan, CA
ƒ Burlingame Recreation Center and Operations
Strategic Planning, CA
ƒ Los Altos Parks and Recreation Department
Operations and Facilities Planning, CA
ƒ Treasure Island Community Facilities Master Plan,
San Francisco, CA
ƒ Pleasanton Youth Center Plan, CA
ƒ Pleasant Hill Parks and Recreation Planning, CA
• San Francisco Northern Waterfront Visioning, Fort
Mason, Presidio Trust, GGNRA, GGNPC, SF Parks,
San Francisco, CA
ƒ Point Reyes National Seashore Association
Strategic Plan, Point Reyes, CA
ƒ Prewett Family WaterPark & Center Feasibility &
Implementation Planning, Antioch, CA
ƒ Hamilton Community Facilities Master Plan,
Novato, CA
ƒ Community Facilities, Civic Center, and Park
Master Plan, Menlo Park, CA
Agenda Item #10.2.

2. Experience and Qualifications
Digital Mapping Services
Digital Mapping Solutions is a small firm specializing in GIS applications in parks and public land planning, natural resource management, wildland
fire planning and mitigation, stream and wetland
restoration, wetland delineations, water rights, and
sensitive species inventories. We are a consulting
firm committed to resolving client challenges using
geographic information systems, site-specific
information, and modeling. We also like to make
maps.

Owned and operated by Esther Mandeno, Digital
Mapping Solutions has provided GIS and GPS
services in the private and public sector since 2002.

We provide cartographic products (both print and
digital), spatial data management, and analytical
services. Working in the ESRI and AutoCAD Civil 3D
software environments, we can provide the data
and tools needed to meet your goals.

Services
Geospatial Analysis
Geographic information systems allows us to see
the landscape around us in a different light. From
surface analysis, network analysis, and geovisualization, allow DMS find the right path to the answers you need.

Fire Behavior Modeling
DMS provides fire behavior modeling (predicted
flame height, rate of spread, and much more) using
industry-standard tools such as ArcFuels, FARSITE
and FlamMap.

Other Services
Digital Mapping Solutions has used GPS technologies to map features out in the field. Allow us to capture your data for you, or help clean-up your
files.

DMS Story Mapping for the Claremont Canyon Conservancy
Agenda Item #10.2.

2. Experience and Qualifications
Team Introduction
BluePoint is proposing an integrated, efficient
and experienced team to complete all the tasks
identified in the RFP, led by Mindy Craig and Lauren
Schmitt, who will oversee the project and guide the
team to complete the scope of work on time and on
budget.

Mindy Craig, founding principal of BluePoint
Planning, will serve as Principal-in-Charge. She
has 25 plus years of experience in leading complex
planning processes, with strengths in parks and
recreation, public engagement and climate. She will
provide overall direction and strategic leadership.

Lauren Schmitt, ASLA, AICP, will serve as Project
Manger and day-to-day project contact. She brings
more than 25 years of experience as a project
manager and project leader, with a focus on participatory parks and recreation planning for cities, counties, special districts and non-profit organizations in California and around the country.

Key supporting team members include Project
Associate Allisia Sandoval, Senior Consultant
Donna Legge, and GIS specialist Esther Mandeno.

The Organizational chart below shows how our
team is structures and how we will interface and
interact with the City. Resumes for each key team
member follow, detailing education, experience and
other relevant qualifications.

Working with Us
Available & Responsive
This team is committed to this effort and will be
the individuals you will work with throughout the
project.

As a small, independently operated firm, most
of BluePoint’s work comes from existing clients
and referrals. We only pursue a small number of
parks and recreation projects each year that are
specifically aligned with our capabilities, passions
and availability. The St. Helena Parks and
Recreation Master Plan is one of those projects.

As such, we are dedicated to providing the highest
level of service, the time and resources to meet
project deadlines, and more importantly to act as an
extension of your staff to create a Plan that will be a valuable resource and tool for the City.

Agenda Item #10.2.

2. Experience and Qualifications
City of St. Helena
Mindy Craig,
Principal-in-Charge
Lauren Schmitt,
Project Manager
Administrative Support: Tranlsation services, printing, scheduling, project accounting Project Management
Mindy Craig
Lauren Shmitt
Allisia Sandoval
Existing Conditions
Assesment
Mindy Craig
Lauren Shmitt
Allisia Sandoval
Community and
Stakeholder Engagement
Mindy Craig
Lauren Shmitt
Allisia Sandoval
Community Needs
Assessment
Mindy Craig
Lauren Schmitt
Donna Legge
Draft Recommendations
Mindy Craig
Lauren Schmitt
Donna Legge
Implementation Strategy
Mindy Craig
Lauren Schmitt
Allisia Sandoval
Plan Document
Agenda Item #10.2.

2. Experience and Qualifications
Mindy Flynn
Craig
Principal-in-Charge
Mindy is the owner of
BluePoint Planning and
offers over 25 years of
experience providing
policy and community
planning, facilitation,
outreach and communications, services to
government organizations throughout California
and the United States. She is a frequent speaker
and presenter at conferences nationally. Mindy
provides technical planning capabilities with
extensive community and stakeholder engagement
and communication skills.

Mindy is a dedicated and passionate professional
interested and experienced in a range of areas
aligned with the requirements in this RFP. Her small
business has enabled her to be agile and work in
more sectors and areas than a typical firm. Her
projects vary from large-scale, state and regional
efforts with multiple subconsultants and partners
to smaller non-profits or small communities.

Mindy’s clients are generally government agencies,
where she acts as an extension of staff, offering
trusted expertise to assist on a broad range of
complex planning and policy projects. She provides
a balance of organizational capabilities and content
knowledge allowing for the most effective project
management.

For each project, Mindy helps her clients define the
challenges, issues and opportunities, and develop
a process to directly address and solve them.

Through strategic facilitation and leadership, Mindy
is able to build consensus with a broad spectrum of
constituents and stakeholders to create solutions
that are innovative, realistic and implementable.

Mindy offers a depth of knowledge about parks
and recreation facilities, trends and needs, along
with a broad understanding about economic
development, health and wellness, education and
sustainability. These concepts enrich each plan and
helps to engage the community in conversations
regarding park and recreation facilities in a larger
context. In addition, this more holistic perspective
helps to engage decision makers and creates a
strong framework for establishing the benefits and
needs for parks.

Areas of Expertise
• Comprehensive Parks, Trails and
Recreation Planning
• Recreation Programming
• Sports and Recreation Facility Development
• Facilitation & Community Involvement
• Feasibility & Needs Assessment
• Operations, Revenues, and Management
Analysis
Education
Bachelor of Arts, Social Science, Public Policy and
Social Change, University of California, Berkeley,
Graduated with High Honors.

Speaking Engagements
• CPRS Executive Summit “Master Planning – Your
Parks Roadmap to Success”, CPRS Executive
Summit, January 2024
• “Operating Parks Like A Business”, District 4,
California Parks and Recreation Society, Bay Area
Institute
• Training Session: CPRS Conference,
“Developing a Community Recreation Center”
• Training Session: CPRS Conference,
“Developing Compelling Graphics”
• Downtown Walkabilty...from Cars to Sidewalks,
Riverside, CA and Fort Worth, Texas
• Walkability as a Way of Life, Guadalajara, Mexico
Relevant Experience
All projects listed on page 2.4 and in the references
section were led by Mindy as hands-on principal.

Agenda Item #10.2.

2. Experience and Qualifications
Lauren Schmitt,

ASLA, AICP
Project Manager
A practicing landscape
architect and planner
for 25 years, Lauren
engages in parks and
recreation planning
projects at multiple
scales and from multiple perspectives, working
with a diverse range of client types including
special districts, regional agencies, cities, counties
and non-profits. Lauren’s curiosity and knack for
problem-solving lend themselves naturally to the
analysis and assessment of projects, enabling her
to ask the right questions from the outset and put
projects and organizations on a path to positive
outcomes. An intuitive process designer, she
engages stakeholders and community members
through participatory and inclusive approaches to
planning and design, finding common ground and
leading to strategic solutions that keep project
and community momentum moving forward.

Lauren left a multi-disciplinary planning and design
firm after a 19-year tenure as a firm principal and
practice leader. In late 2021, she began working
independently with BluePoint, renewing her
prior relationship with Mindy Craig forged during
their time working together prior to Mindy’s
establishment of BluePoint Planning.

Relevant Project Experience
ƒ Lake County Parks, Recreation and Trails Plan,
Lake County, California
ƒ Missoula Parks, Recreation, Open Space and Trails
Plan, Missoula, Montana
ƒ Burlingame Parks and Recreation Plan,
Burlingame, California
ƒ Regional and Rural Needs Assessment, Los
Angeles County, California
ƒ Treasure Island Community Facilities Needs
Assessment Update, San Francisco, California
ƒ Western Washington County Recreation
Roadmap, Washington County, Oregon
ƒ Cosumnes CSD Parks and Recreation Master Plan,
Elk Grove, California
ƒ Hueneme Parks Master Plan, Port Hueneme,
California
ƒ Sacramento Parks Plan, Sacramento, California
ƒ El Cajon 10-Minute Walk Plan, El Cajon, California
ƒ Burlingame Parks Plan, Burlingame, California
ƒ Santa Monica Parks and Recreation Needs
Assessment, Santa Monica, California
ƒ Sonoma County Integrated Parks Plan, Sonoma
County, California
ƒ Danville Parks and Arts Strategic Plan, Danville,
California
ƒ Cupertino Parks & Recreation System Master
Plan, Cupertino, California
ƒ Yucca Valley Parks Master Plan, Yucca Valley,
California
ƒ Twentynine Palms Parks Master Plan, Twentynine
Palms, California
ƒ Morgan Hill Bikeways, Trails, Parks and Recreation
Plan, Morgan Hill, California
Education
ƒ University of Washington, Seattle, WA – Master of
Landscape Architecture (MLA)
ƒ Smith College, Northampton, MA – Bachelor of
Arts (BA), Architecture and Urbanism
Selected Presentations
ƒ Presenter, Achieving Workplace Equity: Strategies
for Moving from Awareness to Power Shift, ASLA
National Conference (2022)
ƒ Speaker, River Access Walking Tour, Association of
Bicycle and Pedestrian Professionals Conference
(2019)
ƒ Presenter, “The Art of Community Engagement:

Lessons from the Frontlines,” AIA National
Convention (2017)
ƒ Presenter, “Data-Driven: Applied Tools for
Recreation Planning and Management,” SORP /
RMS Conference (2016)
ƒ Presenter, “Advanced Placemaking,” APA National
Conference (2015)
Agenda Item #10.2.

2. Experience and Qualifications
Allisia Sandoval
Project Associate
Allisia Sandoval is a
Project Associate with
BluePoint Planning
working on a range of
projects, from equitable
community outreach
and engagement to
regional and state energy planning. In her current
role, Allisia is responsible for the day-to-day
support, communication, and timely progression of
projects. Allisia offers support by managing project
timelines and schedules, producing draft deliverables of written documents, social media content, newsletter material, etc., regular communication,
and designing accessible and compelling materials
for public engagement activities.

Currently, Allisia is working with the City of
Campbell on the development of their Climate
Action Plan supporting community engagement,
supporting the stakeholder engagement on the
Santa Cruz Local Coastal Plan Update as well as
working with the City of Half Moon Bay and the
community to identify concerns around climate
hazards and strategize solutions in the Climate
Adaptation Plan. A large part of this effort is to
translate technical data into accessible material to
increase community outreach and engagement.

Allisia is currently working with West Los Angeles
Community College to support their update of
their Educational Master Plan. Allisia is working
closely with the college's Office of Institutional
Effectiveness to evaluate existing programs and
disciplines to evaluate forecasted program growth.

This methodology takes into consideration both
internal factors (ie. student demographics, and
enrollment) and external factors (i.e external
market and employment data) to paint a complete
picture and help guide decisions about future and
existing programs.

Other recent work includes assisting in the
redesign of BayREN’s Single Family Energy
Efficiency Program; and supporting marketing
efforts to improve water efficiency in the Bay Area
through BayREN’s Water Upgrades Save program.

Relevant Project Experience
• City of Soledad Parks and Recreation Master
Plan, Soledad, CA
• Los Angeles Community College District
Roadmap for Sustainability and Climate Action,
Los Angeles, CA
• St. Louis Sustainability and Climate Plan , St.

Louis, MI
• West Los Angeles College Educational Master
Plan, Los Angeles, CA
• Santa Cruz County Local Coastal Program,
Santa Cruz County, CA
• City of Campbell Climate Action and Adaptation
Plan, Campbell, CA
• City of Missoula Parks, Recreation Open Space
and Trails Plan, Missoula, MT
• Half Moon Bay Climate Adaptation Plan,
Half Moon Bay, CA
• I-REN 2023-2027 Organizational Strategic Plan,
Inland Empire, CA
• BayREN 2024 Single Family Energy Efficiency
Program Redesign, Bay Area, CA
• BayREN, Water Upgrades $ave Communications
and Marketing, Bay Area, CA
Prior Professional Work Experience
• Environmental Consultant, Grove Collaborative,
San Francisco, CA
• Administrative Support Specialist, University of
California, Berkeley, CA
Education
• Bachelor of Science in Conservation Resource
Studies with an emphasis in Environmental
Science and Economics, University of California,
Berkeley.

Agenda Item #10.2.

2. Experience and Qualifications
Donna Legge
Senior Consultant
Donna offers extensive
experience in the
profession of Parks and
Recreation Administration.

Donna is highly motivated,
innovative, resourceful,
organized and creative.

She has strong communication and leadership skills, with an emphasis in community engagement, responsiveness,
customer service, project management, strategic
planning, and program planning as outlined in her
work experience below. Donna is a member of
the California Parks and Recreation Society and
completed both NRPA Directors School in August
2014 and the Sonoma County Daily Acts Leadership
Institute in June 2019. Donna current is the Public
Relations Director for the Progressive Tribal Alliance
and Windsor Parks and Recreation Commissioner.

Recreation & Community Services
Director, City of Los Altos
Report directly to the City Manager. Oversee
operations of the Recreation Community Services
Department including the facilitation of an
operational and organizational assessment, reorganization, construction of a 38- million-dollar 24,000 square foot-Gold LEED equivalent Community
Center and modification of programs and services
during the COVID-19 pandemic. Prepare staff
reports and presentations for the Town Council
and serve as the liaison to the Parks and Recreation
Commission. Other Department commissions
include Senior and Library. Successfully lead staff
in producing goals and objectives, policies, and
procedures. Facilitated a dog park project. Budget:
$2.7 million. Size of Staff: 9 fulltime and 20 part-time staff
Parks and Recreation Director, Town of
Windsor
Report directly to the Town Manager. Oversee
operations of the Recreation Division, Parks
(155 acres) and Facilities (9 buildings/83,000
sq. ft.) Maintenance Division, Senior Center
and Aquatics Division, Landscape and Lighting
Assessment District Division, Park Development
Fund Division and Capital Improvement Projects.

Responsible for maintaining priorities, goals
and objectives, cost recovery targets, energy
efficiency programs, environmental sensibility
and strategic marketing. Prepare staff reports
and presentations for the Town Council, Parks
and Recreation Commission, Public Art Advisory
Commission and Senior Citizens Advisory Council.

Successfully lead staff in producing a variety of
signature community events utilizing community
partners and sponsorship programs. Established
the Windsor Parks and Recreation Foundation,
Town Green Community Garden, Windsor Wellness
Partnership and Hometown Heroes Military Banner
Program. Recognition of Hembree House Museum
as a historical landmark. Completed Parks and
Recreation Master Plan Update in 2017. Awarded
2018 Sonoma County Best of the Best for Music
Series. Budget: $7.4 million. Size of Staff: 20 fulltime and 50 part- time staff
Prior Professional Work Experience
• Recreation Director, El Dorado Hills Community
Services Distrcit
• Director of Parks and Recreation, City of Half
Moon Bay
• Recreation Services Supervisor, City of Sierra
Madre
• Recreation Services Supervisor, County of Los
Angeles
Agenda Item #10.2.

2. Experience and Qualifications
Esther Mandeno
Principal, Mapping and GIS Services,
Digital Mapping Solutions
Professional Summary
With over 15 years of experience in GIS data
management, map production, wildland fire
behavior modeling, and natural resource
management, Ms. Mandeno brings a wide breath
o skills and knowledge to any project. During her
time with California State Parks in the Lake Tahoe
Basin, she became a Burn Boss, using prescribed
fire to manage forests, before delving into the
Sierra District's GIS where she developed and
implemented a wide variety of data an map products
for land managers. She has extensive on-theground experience using Global Positioning Systems (GPS) to capture field data. Recently, she has
worked on fuel management plans for private land
owners as well as fire management plans for military
ranges. Ms. Mandeno can work on many levels to
assist any firm on wildland fire management plans. In
addition, to improve her performance, Ms. Mandeno
continues to learn new skills such as Python
scripting language to automate tasks and ESRI’s
Story Maps for public outreach.

Technical Skills
• ArcGIS ArcMap 10.x and ArcGIS Pro
• AutoDesk Civil 3D
• FARSITE
• FlamMap
• CorelDraw & Photo-Paint
• Adobe Acrobat Professional
• QGIS (Las Palmas edition)
• Global Mapper
• ArcGIS Online
• Python/ArcPy (limited)
Education
• 2000 MS Natural Resource Management, Fire
Ecology, University of Nevada, Reno
• 1992 BS Resource Science, University of California, Davis Experience
August 2013 - present, GIS Consultant, Digital
Mapping Solutions (self-employed) Working as
an independent consultant, Ms. Mandeno has
participated on a variety of projects. Key jobs are
highlighted below. Each shows an integration of
natural resource expertise and GIS skills to bring
crucial information together.
• Lake County Parks, Recreation and Trails Plan
• Missoula Park, Recreation, Open Space and Trails
Plan
• Mendocino County Parks Needs Assessment
• Community Wildfire Protection Plans - Fire Safe
Sonoma
• Fuel Project Maps - UC Berkeley Hill Campus
• Lot-Specific Fuel Management Plans - Santa
Lucia Preserve
• Biological Assessment Maps for the Diablo Fire
Safe Council
• Evacuation Assessment near the City of Ross
• Yosemite West Community-wide Fire Risk
Assessment
• Upper Mokelumne Watershed Assessment
Project
“She gets the job done quickly, is responsive to feedback, and keeps after the work until the job is finished to everyone’s satisfaction. She also learned lots of new things through our collaboration and was always willing to learn new skills and software along the way. She’s also upbeat and fun to work with, and I hope to have the opportunity to work with her again in the future. ~ Jim Stimac, Principal Geologist.

Agenda Item #10.2.

2. Experience and Qualifications
What Makes Us Different

1. Long-term relationships with our clients.

We do not pop in and out, we are there for our clients, making sure they are successful and that our deliverables help them do their work more effectively.

2. Parks are a passion, not just work.

When we start on a parks planning project, we want to not just look at them as a consultant, but to experience them as a user. We walk each trail, test out each park, and embed ourselves into the community as much as possible to
ensure authentic and deep understanding.

3. More than “Parks” - the connective link
for the community
We approach our parks and recreation projects recognizing that the role of parks and recreation is bigger than the traditional definition. We think about parks as a part of community health, a mechanism to help mitigate and
address climate issues, a space to create and support
community character, and an economic engine for
long-term community development and more.

4. Cohesive, long-term Team
Our team has been working together on parks and
recreation plans together for over a decade. BluePoint
Planning and DMS are aligned and compliment each other's skills to create a streamlined and powerhouse duo.

5. We are fun!
You will like working with us! We deliver on the project, but while doing it, we are able to manage and support you without stress, with a positive attitude, and a shared goal to make the effort a success.

Agenda Item #10.2.

3. Understanding of Scope
Agenda Item #10.2.

3. Understanding of Scope
Project Understanding
St. Helena is a scenic small town for the people
who call it home, and a popular tourist
destination, drawing people to local vineyards,
restaurants and the Greystone campus of
Culinary Institute of America. With its beautiful
downtown , its position on the Napa River, and its
existing parks and facilities, St. Helena has scenic
settings for its parks and recreation services.

This Parks and Recreation Master Plan comes at
a time when people are appreciating public parks
and recreation programs more than ever, but also
at time when local governments are feeling ever
more pressure from increased costs, funding
limitations and difficulty finding and retaining
staff. The planning process will help St. Helena
better understand its inventory of parks, facilities
and trails and the baseline of services, as well as
the resources of other providers. Through an
inclusive public process, St. Helena will develop
an understanding of community priorities and
needs, and create strategies to meet local parks,
recreation and trails demands and consider the
impacts and needs of visitors.

Perhaps the most important result will be an
implementation Plan with clear priorities to guide
operations, investments, and program and policy
development. The result needs to be a community-supported guiding document for parks and recreation services that will help City staff and
elected officials plan investments and guide
resources more equitably and strategically.

BluePoint’s Approach
Recreation as a Driver
The variety of parks, facilities and trails in this study will require the Team to understand the range of
recreation activities and settings not only within
the City’s parks but also on lands managed by other
agencies. The BluePoint Team understands that
parks and trails are not just a collection of physical
assets – rather, they provide settings for many
types of activities residents and visitors pursue for
recreation, health, wellness, exercise and many
other reasons.

We will address questions that help St. Helena
define its role and areas of focus. How does the
City’s land inventory and unique resources support
recreation? Can the City help to establish a balance
that will meet the recreation needs of the variety of
ages and abilities in the community? What are the
latest trends in recreation in Northern California
and nationally? How can the City leverage each
park’s unique character and amenities to serve
the residents and visitors? What other community
activities could occur at parks? What type of
enhancements can better serve the community?
How do the City’s parks compliment other
Agenda Item #10.2.

3. Understanding of Scope
public lands and parks, whether county, state
or federal? How can we ensure access from an
ADA perspective as well as from transportation
perspective?
Placemaking
We do not see parks as merely a collection of sports
fields and play equipment. St. Helena’s Parks and
Recreation system helps to define the city as a
special place and expresses the unique spirit of
the community. We develop park and facility plans
tailored to the community’s identity, priorities,
and specific recreation needs. Each Master Plan
expresses the unique priorities, issues, and
concerns of the community. St Helena’s Parks and
Recreation Master Plan should:
• Increase and enhance recreational opportunities;
• Respect and celebrate the cultural diversity of
the community;
• Build community resiliency through environmentally healthy design, improved connectivity and protection from extreme heat;
• Maximize partnerships and collaboration; and
• Ensure that parks and facilities are operated
and maintained effectively to optimize use,
longevity, and economic sustainability.

Assessing Community Needs
Understanding the community’s needs for the
types and function of parks and recreation facilities
and programs is instrumental for the success of the
new Parks and Recreation Master Plan. BluePoint’s
approach includes a mix of inputs, going beyond
traditional acres/1,000 quantity metrics to provide
a comprehensive evaluation tailored to each
community.

Our approach includes the following steps:
• Complete a digital inventory and assessment of
parks and facilities;
• Develop a profile of the City, local communities,
and population characteristics;
• Identify relevant comparables, best practices
and trends;
• Conduct public outreach and engagement
activities to understand the specifics of the
community needs;
• Develop goals and principles (including
definition of St. Helena’s roles and niches) to
guide decision making;
• Identify criteria, general standards and key
attributes desired by the community for parks,
recreation and trails; and
• Analyze facility, program and park data based
on the criteria and develop narrative and visual
tools to identify potential gaps, needs and
opportunities.

Agenda Item #10.2.

3. Understanding of Scope
System Sustainability
Sustainability applies not only to the resilience and
support of the environment, but also to the ongoing
health of the Parks and Recreation system. We will
focus on creating a viable plan that will:
• Establish areas where needs are currently well
met and describe actions required to maintain
the existing level of service into the long term;
• Identify areas where improved facilities or new
sites will enhance service or meet unmet needs;
• Evaluate operating and maintenance costs and
the potential for revenue generation to offset
costs;
• Understand how programming and operations
can be enhanced to help serve community needs
and meet Plan goals;
• Prioritize capital improvements needed to
enhance the system to desired levels of service
where gaps exist
We are committed to developing flexible and
forward-thinking plans that are adaptable to future
changing conditions, while ensuring that the plan
reflects current community priorities.

Engaging the Community
Our Team provides extensive expertise in engaging
stakeholders and community members in a
meaningful dialogue. Both local neighbors and the
broader community have a stake in the future of
the City’s parks and services and need to have a
voice in the recommendations. Our approach is
multi-layered and builds on past outreach and will
include multiple opportunities for community input
and engagement and for input from stakeholders,
staff and elected officials throughout the project.

In the work plan below, the Steering Committee
process is included in Task 1 and the broader
community engagement process is outlined in Task

2. Proposed Work Plan
BluePoint’s proposed work plan builds in the
tasks contained in the RFP, incorporating three
“engagement windows” that group on-the-ground
activities for efficient use of consultant time and
to build momentum for the process. The schedule
diagram in section 5 illustrates how we envision
the following tasks flowing over the timeline of the
project, to deliver a Plan for adoption within the
City’s desired timeframe.

Agenda Item #10.2.

3. Understanding of Scope
Task 1. Project Meetings and
Management

1.1 Project Kickoff Meeting
BluePoint will have an initial Zoom kickoff meeting
followed by an in-person meeting conducted in
conjunction with the site tour conducted in Task

2. During the initial call, we will review the scope
of work and schedule and clarify the requirements
for the project and plan for the parks tour and
associated activities. In addition, we will discuss
the details and logistics for public engagement so
that BluePoint can draft the public engagement and
outreach plan. We will also request all necessary
existing documents, studies, maps, studies,
etc. including identifying any missing data and
information necessary to proceed. We will also
review the timing and intent of project deliverables, identify, and discuss potential stakeholders to involve, and the overall approach to community
input.

1.2 Steering Committee Meetings (4)
Steering Committee Meetings will be in person,
scheduled in conjunction with other engagement
and field activities. These will typically be 2 to 2.5
hours long and allow for deep dives and working
sessions with the Steering Committee. We
anticipate the following topics for in-person team
meetings:
• Meeting 1: Project success factors, issues and
opportunities
• Meeting 2: Needs assessment, plan framework
• Meeting 3: Preliminary recommendations, prioritization process • Meeting 4: Administrative draft plan, adoption
process
While the RFP called for monthly meetings,
BluePoint finds that four meetings scheduled at
key decision points in the process are effective use
of Steering Committee members’ time, especially
for a Parks and Recreation planning process with
a quick timeline. Between meetings, Steering
Committee members will be asked to review
and comment materials, such as the Community
Engagement Plan, the Existing Conditions
Summary Report, and other deliverables. Steering
Committee members will also be asked to participate in community outreach activities outside of meetings, as well.

If needed, BluePoint and the City can extend one or
more biweekly coordination meetings (Task 1.3) and
hold an additional Zoom or Teams meeting with the
Steering Committee.

1.3 Biweekly Coordination Calls and Project
Management
The Project Team, led by Project Manager Lauren
Schmitt and including other team members as
needed, will hold biweekly coordination calls with
St. Helena’s Project Manager to keep the project
moving forward and to ensure timely response to
questions, review of materials. These meetings
will focus on the critical path to maintain the City’s
desired timeline. This task also includes time for
BluePoint’s ongoing budget, schedule, and scope
management to ensure that the project is delivered
on time and on budget. The activities in this task
allow for active management, to identify potential
approaches to incorporate any unforeseen course
corrections and changes as we progress while
remaining on time and on budget.

Missoula PROST Public Open House
Agenda Item #10.2.

3. Understanding of Scope
Task 2. Existing Conditions
Assessment
Task 2 focuses on developing a baseline
understanding of the parks, recreation programs,
and trails system and the City’s planning context.

This includes gathering data and information on
the City and City-provided assets and services,
as well as services or assets provided by other
agencies and organizations. It also includes a review
of relevant plans and studies, including the General
Plan, Trails and Open Space Draft Plan, Downtown
Specific Plan, and an analysis of demographics.

The task also incorporates field work time to
inventory and evaluate parks and trails, including
touring each park and meeting with park staff.

We will begin the assessment and developing the
inventory in this phase. The result of this task
will be an Existing Conditions Summary Report
that includes a detailed inventory, initial system
assessment, community profile, and other relevant
baseline data.

2.1 Parks and Recreation Facility Inventory &
Conditions Assessment
The following tasks will result in
the comprehensive inventory
and conditions assessment
called out in the RFP.
• Inventory and Database
Development. The BluePoint Team will review and
analyze data and review key
documents, materials, plans
and reports, and any other
relevant information. Using
City-provided information
and readily available mapping
and visual tools, the Team will
prepare a parks and facilities
inventory database and map.
• Parks Tour. We will tour the
City’s parks and facilities with
staff, to discuss issues, needs and opportunities
and begin the assessment process.
• Park and Facilities Assessment. Additional
field time is allotted to complete the inventory
assessment, including photo documentation
of site. Using an agreed upon rating system, we
will make a general assessment of the condition
of the facilities and amenities as it relates to
intended function and actual physical condition.

We typically use Survey 123 to conduct the field
work and link it to the database. We ground truth
the inventory and assess physical conditions;
opportunities and constraints; access, circulation and parking; function and aesthetics; and opportunities to incorporate sustainability This
information will be presented in a clear report
format that will be used throughout the process
and updated as necessary with additional details.

Pertinent information will be incorporated into
the Existing Conditions Summary Report.

2.2 Assessment of Recreation Programs
Recreation programs are essential to helping
to activate parks, support health and wellness,
Monterey Parks & Recreation MP Inventory
Agenda Item #10.2.

3. Understanding of Scope
and provide a range of services for community
members. BluePoint will identify St. Helena’s
current program areas and populations served,
and will identify other public, nonprofit and private
providers. We will consider potential revenue
generation opportunities and partner availability, as
well as national data on programming.

2.3 Demographics, Comparables, and Community
Profile
The BluePoint Team will review current and
projected population and demographic characteristics, incorporating population profile information drawn from the most relevant and current data,
and develop an analysis of relevant trends in parks
and recreation in similar communities. BluePoint
will work with the City to identify appropriate
comparable cities or park systems, within California
or with similar characteristics. We will identify up to five communities to evaluate. For each community,
we will gather information on the type, size,
amenities in its parks, major recreation facilities,
core program areas, user fees, and community
demographics. BluePoint has an existing database
of much of this information and will gather
additional information as needed. The comparable
information will be incorporated into the Existing
Conditions Summary Report.

2.4 Organizational and Staffing Review
BluePoint will evaluate the organizational structure
of the Community Services Department and
staffing for parks and recreation services. This
will include a review of the operating and capital
budgets, looking at expenditures and revenues.

BluePoint will also evaluate which funding sources
St. Helena is currently using for parks and
recreation services, and what additional funding
opportunities are available.

2.5 Existing Conditions Summary Report
The Existing Conditions Summary Report will
provide an informative and engaging review of the
existing parks, recreation, and trails system, frame
key issues, and serve as a foundation for the Needs
Assessment and subsequent Parks & Recreation
Master Plan. It will incorporate a summary of all
work completed in Task 2, including the review of
relevant plans, the park and facilities condition
assessment, the recreation program inventory,
the organizational assessment. demographic and
trends review, and comparables.

RLE Parks and Recreation Existing Conditions Report
TELL US ABOUT YOUR PARKS || CUÉNTANOS SOBRE SUS PARQUES HWY 84

WILLOW RD

WILLOW RD
HWY 101

VA PALO ALTO

MARKETPLACE PARK
• Open Play Field
• Playground
• Walking Path

WILLOW OAKS PARK
• Off-Leash Dog Area
• Open Play Field
• Playground
• Public Art
• Tennis Court

BURGESS PARK
• Baseball / Softball Diamond
• Little League Baseball Field
• Open Play Field
• Playground
• Soccer Field
• Tennis Court

KELLY PARK
• Basketball Court
• Parking
• Restrooms
• Soccer Field
• Synthetic Turf
• Tennis
• Track

EL CAMINO REAL

MIDDLEFIELD AVE
BAY RD

HAMILTON AVE

MENLO ATHERTON
HIGH

MID-PENINSULA
HIGH

BEDWELL BAYFRONT PARK
• Benches
• Bike Trail
• Drinking Fountain
• Natural Wooded Area
• Open Play Field
• Restrooms
• Trails
• Walking Path
Bilingual Outreach Material
Agenda Item #10.2.

3. Understanding of Scope
Task 3. Community Engagement
Community engagement activities will take place
throughout the process, with timing and specifics
refined during preparation of the Community
Engagement Plan in Task 3.1. The engagement
program will be multi-layered and interactive and
include both in-person and online opportunities to
participate. In-person activities led by BluePoint
will be grouped into several Engagement and Parks
Planning Windows that occur over the course of the
process, as shown in the schedule diagram.

3.1 Community Engagement Plan and Coordination
BluePoint will develop a community engagement
plan to direct and guide our efforts. The plan will be
developed after the kickoff meeting (Task 1.1) to
account for any refinements to the engagement
program included in this proposal. The plan will
define methods, tools, timing and specific roles and
responsibilities for BluePoint and the City. The Plan
will set goals and objectives, allowing us to measure
effectiveness and adjust the outreach program as
the project progresses.

3.2 Project Website and Collateral Materials
The BluePoint Team will create a project website,
with English and Spanish versions. This will serve
as the information hub for the project, and the
budget for this task also allows for periodic
content updates. In addition, as part of this task,
BluePoint will develop a set of outreach materials
to support the project. Depending on the final
Community Engagement Plan, this may include
meeting flyers, social media posts, short videos,
newsletter postings and similar. This effort will
include translation of these materials and provide
for simple updates for each engagement effort.

3.3 Community Needs Survey
The Team will develop an online Community Survey
that is distributed through existing City channels,
the website, and local neighborhood groups. While
an online survey does not provide a scientific level
of evaluation, it is an excellent way to engage a large audience in the discussion within the timeframe
identified for a reasonable cost. The Team will
develop a survey instrument that will gather
information about the community’s needs and
opportunities for City parks and recreation. We can
also develop flyers with a QR code and survey link
so that park visitors will be encouraged to respond
on mobile devices (when data service is available).

3.4 Key Informant Interviews
BluePoint will interview key stakeholders,
developing the list of interviewees with the City’s
Project Manager. These interviews allow for
confidential one-on-one feedback early in the
process. We recommend interviews with City
Council members, the City Manager, and any key
community leaders who may not speak as freely
in a small group meeting. By hearing directly from
decision-makers early on, we can ensure that the
Draft Parks & Recreation Master Plan addresses
their concerns and interests, leading to a smoother
adoption process.

3.5 Small Group Meetings
The BluePoint Team will hold a series of small group
listening sessions for different user groups and
special interests. These will occur earlier in the
project to allow for more in-depth feedback on
Bilingual project website. hmboutdoors.org
Agenda Item #10.2.

3. Understanding of Scope
recreation needs. Further, these early meetings
establish relationships with organizations who can
help to expand engagement for the entire project.

The Team will work with staff to determine the best
approach to engage and work with special interest
groups (Chamber of Commerce, Businesses,
Schools, Sports Groups, etc.) and key stakeholders
throughout the City. These small groups enable
broader engagement than using the survey alone.

The budget allows for a series of small group
meetings over two days to understand overarching
needs, issues, challenges and goals for City parks
and recreation.

3.6 Community Workshops (3)
The Team will work with the City to identify the
appropriate formats and locations for up to three
community workshops at key milestones. These
will not necessarily be a traditional 2-hour meeting
at City Hall – we will tailor the workshops to the
preferences of the St. Helena community and will
design each session to be interactive and engaging
with various ways to participate and to provide
input. For example, in Lake County, we popped up
at a library and on a busy day at the County administrative center for our second round of outreach, going where people were already gathering rather
than asking them to come to a meeting. In contrast,
residents of the City of Missoula turn out for
traditional meetings, so we offered an open house
format at the popular public library and attracted
120 participants. For a project in Half Moon Bay,
we designed a loteria input activity in Spanish and
English and took it out to the community. The City
will provide the location and send out notices to the
community. The BluePoint Team will develop the
agenda, meeting materials, presentation, and flyer,
and facilitate and documents the workshops.

Workshop #1 will be focused on developing a better
understanding of the community’s vision, goals and
needs for the City parks and recreation.

Workshop #2 will engage participants in a
discussion about the needs, gaps and opportunities for parks and recreation. Initial approaches and strategies will be presented as well as the initial goals and vision for the Plan.

Workshop #3 will focus on priorities and
recommendations for the Plan. It will be designed
to provide information and provide an interactive
forum for community members to express their
preferences, interest areas and priorities for
the Master Plan projects and
programs.

3.7 Parks & Recreation Commission
Updates (3)
As requested in the RFP,
BluePoint is including three
updates to the Parks &
Recreation Commission at the
beginning, middle and towards
the end of the process, co-presented with the City’s Project Manager. These meetings may
take place in-person or online,
depending on when they occur in
the process.

Community Workshop
Agenda Item #10.2.

3. Understanding of Scope
Task 4: Needs Assessment and
Preliminary Recommendations
Task 4 includes the Needs Assessment,
Master Plan Vision and Goals, and Preliminary
Recommendations, providing the building blocks
for the implementation strategy and Parks and
Recreation Master Plan document that will be
developed, refined and adopted during Tasks 5
and 6. This sequencing differs slightly from the
tasking outlined in the RFP to allow for iteration
and refinement of recommendations before
crafting the implementation strategy and Master
Plan document, leading to fewer revisions in the
adoption process.

4.1 Needs Assessment Summary Report
The BluePoint Team will provide a clear Needs
Assessment that brings together findings from
the Existing Conditions Summary Report, from
the community engagement process, and from
GIS-based park access analyses. This assessment
will look at needs today and project needs at the
planning horizon, based on population and land use
projections.

The Needs Assessment Summary Report will
identify gaps and needs for parks, recreation
facilities, trails, and recreation programs and
specifically address equity in service provision. It
will provide a basis from which to draft preliminary
recommendations. BluePoint will develop a
comprehensive Needs Assessment presentation
and summary that will be used with the Steering
Committee and Parks & Recreation Commission
and can be used by staff with other audiences.

4.2 Vision and Goals
Based on the community process and the Needs
Assessment, BluePoint will develop an overarching Vision and a set of Master Plan Goals to focus and direct the development of the Plan and
decision-making.

This vision will help to inform the level of service
for parks and recreation facilities, which new or
enhanced activities should be considered and
what, if any, new facilities should be developed. In
addition, BluePoint will develop a Plan Framework,
which will outline the key goal areas and key
directions for the recommendations.

4.3 Park and Facility Recommendations
Based on the work completed to date, BluePoint will
develop recommendations for each existing site,
for planned parks and facilities and for potential new
parks, trails and facilities. This will include planning level cost estimates to serve as a basis for the
capital improvement plan.

4.4 Recreation Program Recommendations
Community Visioning Activity
Agenda Item #10.2.

3. Understanding of Scope
BluePoint Team will prepare recommendations
for recreation programs, including a discussion of
Community Service’s role in program areas, key
partnerships for program provision, and revenue
generation.

4.5 Operations, Revenues and Management
Recommendations
The BluePoint team will prepare recommendations on how the City provides parks, recreation and trails services, addressing organizational
structure, staffing, operations and maintenance,
interdepartmental and interagency coordination,
and public communications. This section will
address questions including what is needed for
regular ongoing maintenance (mowing, waste
removal, restroom maintenance) and what the City
should budget for capital reinvestment in its parks,
facilities and trails assets.

Task 5: Prioritization Process and
Implementation Plan
Based on information received in prior tasks,
BluePoint will develop a prioritization process
that will be a tool both for regular updates the
implementation plan and for the evaluation of
projects and initiatives that may be proposed in
the future. We will apply the prioritization tool to
develop an implementation plan that identifies
short-, medium- and longer-term priorities.

5.1 Prioritization Process & Tool
BluePoint will develop a prioritization process and
tool tailored to St. Helena’s issues and needs. This
will include a set of criteria for scoring and assessing projects and initiatives, enabling the development
of an implementation plan and annual work plans.

Criteria may include:
• Community values and support
• Service gaps and unmet demand
• Protection of existing infrastructure or creation
of operating efficiencies
• Funding and partnership availability
• Internal staffing resources
• Potential revenue generation or economic
benefit
• Addressing equity gaps
Using the criteria, BluePoint will develop an
evaluation tool and process and test it. As part
of this task, we can invite Steering Committee
members to test the tool using the recommendations developed in Task 5.

5.2 Funding Opportunities
BluePoint will evaluate funding opportunities and
identify potential funding opportunities that the
City is currently not using or maximizing. The
funding opportunities memo will identify sources of
both capital and operations funding.

Half Moon Bay Recommendations
Half Moon Bay Recommendations
Agenda Item #10.2.

3. Understanding of Scope

5.3 Implementation and Phasing Plan
BluePoint will apply the prioritization criteria and
develop an implementation and phasing plan that
sequences plan recommendations into short-term,
medium-, and longer-term projects. address
short-term annual projects.

Task 6. Master Plan Report
In this task, BluePoint will take all the work
completed to date and develop the Master Plan
report, refine it based on staff, community, Parks &
Recreation Commission and City Council feedback,
and finalize it for adoption.

6.1 Administrative Draft Master Plan
BluePoint will develop the Administrative Draft
Parks, Recreation and Trails Master Plan for review
by City staff. The Administrative Draft Master Plan
will be in manuscript/Word format for easier review.

The review package will include sample pages for
the formatted Master Plan document developed
in Task 6.2 for review and approval by the City. The
body of the plan will be readable and usable, with
appendices for detailed information. This draft will
include the phasing plan and funding recommendations, providing a “road map” for action.

6.2 Public Review Draft Master Plan
BluePoint will incorporate comments on the
Administrative Draft and will prepare a layout
version of the Master Plan for public review. This
document will be in graphic design layout format
and include maps, graphics, and photographs.

BluePoint will provide web and print ready PDFs and
upload the draft to the project website. The Plan will
be designed for ease of use and to be graphically
engaging.

6.3 City Council Presentation
BluePoint will prepare a presentation for and
attend a City Council meeting with City staff during
the approval process. Presentations with staff
can be scheduled concurrently. This meeting will
occur after the Parks & Recreation Commission
recommends approval (the final meeting in Task 3.7)

6.4 Final Master Plan
After receiving comments on the Draft Plan,
BluePoint will incorporate changes and comments
to finalize the Master Plan. To close out the
project, BluePoint will provide high resolution and
web-ready PDFs that meet WCAG accessibility
standards. BluePoint will also transmit digital files of all text, graphics and maps, in formats compatible
with the City’s systems and software.

Loch Lomond Facility Recommendations
Agenda Item #10.2.

4. Commitment to Budget
Agenda Item #10.2.

4. Commitment to Budget
The following budget represents our estimated
costs for the scope of tasks outlined in our proposal
and described in the RFP. This is presented as a
not-to-exceed budget. As with all of our projects,
we anticipate working with the City to refine
and align the final budget, scope and timeline, if
selected.

Quality and Cost Control
BluePoint Planning uses several critical tools to
ensure that each product and process meets
and exceeds client expectations, and meets the
budget. First is guaranteed principal and senior level
involvement at every stage. This means products,
concerns or opportunities are not missed by junior
staff and can be acted on immediately. Second,
we use online project management software to
help manage and monitor projects both internally
and with subconsultants, providing real-time
information on schedule and budget. Finally, we
utilize fully integrated invoicing, time and expense
accounting software to streamline invoicing and
budget management. We believe that a combination
of person-to-person communication mixed with the
efficiency of electronic communication is the most
effective approach.

Customer Service
When a client contracts with BluePoint Planning,
they are guaranteed principal level involvement at
every stage - that is one of the greatest benefits
of working with a small firm. Mindy is available and
responsive and is committed to making sure we
get it right. Sometimes that means refining the
original scope or doing something a bit extra. We
keep in close contact to make sure any of these
changes and evolution of a project can be easily and
painlessly integrated into the existing budget and
work. The result is a quality product with which our
client is very happy.

Effective Communications
Communication is built into our budget. Ongoing
communication is a key part of cost and schedule
control. We always integrate ongoing communication and in-person project team meetings to ensure ongoing effective communications. We
also utilize email, video conference calls, and
electronic communication tools. In addition, we
employ several simple and free web tools including
DropBox, Google Calendar, and Google Docs to
seamlessly share documents, and keep the project
on track. We believe that a combination of person
to person communication mixed with the efficiency
of electronic communication is the most effective
approach.

Agenda Item #10.2.

Mendocino County Parks Needs Assessment | Budget 4. Commitment to Budget Task Total
Hours
Total Cost
hourly rate Hours @ $198 Hours @ $180 Hours @ $135 Hours @ $180 Hours @ $150 Hours @ $115 1: Project Meetings and Management

1.1 Project Kickoff Meeting 2 $396 3 $540 3 $405 $0 $0 $0 8 $1,341

1.2 Steering Committee Meetings (4) 12 $2,376 20 $3,600 20 $2,700 4 $720 $0 4 $460 60 $9,856

1.3 Biweekly Coordination Calls (25 30-minute calls) $0 25 $4,500 25 $3,375 $0 $0 $0 50 $7,875 Project Management and Administration $0 9 $1,620 $0 $0 $0 9 $1,035 18 $2,655 Subtotal Task 1 136 $21,727
2: Existing Conditions Assessment

2.1 Park and Recreation Facility Inventory & Condition Assessment

2.1.A Inventory and Database Development and Maps 1 $198 4 $720 $0 $0 16 $2,400 $0 21 $3,318

2.1.B Park Tours and Assessment 8 $1,584 8 $1,440 16 $2,160 $0 $0 1 $115 33 $5,299

2.1.C Inventory and Condition Report 1 $198 4 $720 8 $1,080 $0 $0 $0 13 $1,998

2.2 Assessment of Recreation Programs 1 $198 4 $720 4 $540 4 $720 $0 $0 13 $2,178

2.3 Demographics, Comparables, and Community Profile 1 $198 2 $360 8 $1,080 $0 $0 $0 11 $1,638

2.4 Organizational and Staffing Review 1 $198 8 $1,440 4 $540 4 $720 $0 $0 17 $2,898

2.5 Existing Conditions Summary Report 4 $792 4 $720 12 $1,620 4 $720 $0 $0 24 $3,852 Subtotal Task 2 132 $21,181
3: Community Engagement

3.1 Community Engagement Plan and Coordination 1 $198 1 $180 6 $810 $0 $0 $0 8 $1,188

3.2 Project Website and Collateral Materials 1 $198 1 $180 16 $2,160 $0 $0 $0 18 $2,538

3.3 Community Needs Online Survey 1 $198 2 $360 16 $2,160 $0 $0 $0 19 $2,718

3.4 Key Informant Interviews (8) $0 8 $1,440 $0 $0 $0 $0 8 $1,440

3.5 Small Group Meetings (3) 8 $1,584 2 $360 12 $1,620 $0 $0 $0 22 $3,564

3.6 Community Workshops (3) 15 $2,970 24 $4,320 24 $3,240 $0 $0 2 $230 65 $10,760

3.7 Parks & Recreation Commission Updates (3) 6 $1,188 12 $2,160 $0 $0 $0 1 $115 19 $3,463 Subtotal Task 3 159 $25,671
4: Needs Assessment and Preliminary Recommendations

4.1 Needs Assessment Summary Report 4 $792 20 $3,600 32 $4,320 4 $720 16 $2,400 $0 76 $11,832

4.2 Vision and Goals 1 $198 4 $720 4 $540 2 $360 $0 $0 11 $1,818

4.3 Park and Facility Recommendations 4 $792 8 $1,440 4 $540 $0 $0 $0 16 $2,772

4.4 Recreation Program Recommendations 4 $792 4 $720 8 $1,080 8 $1,440 $0 $0 24 $4,032

4.5 Operations, Revenue and Management Recommendations 4 $792 8 $1,440 8 $1,080 4 $720 $0 $0 24 $4,032 Subtotal Task 4 151 $24,486
5: Prioritization Process and Implementation Plan

5.1 Prioritization Process and Tool 1 $198 8 $1,440 8 $1,080 $0 $0 $0 17 $2,718

5.2 Funding Opportunities 1 $198 4 $720 12 $1,620 $0 $0 $0 17 $2,538

5.3 Implementation and Phasing Plan 4 $792 4 $720 8 $1,080 4 $720 $0 $0 20 $3,312 Subtotal Task 5 54 $8,568
6: Master Plan Report

6.1 Administrative Draft Master Plan 6 $1,188 18 $3,240 8 $1,080 2 $360 4 $600 $0 38 $6,468

6.2 Public Draft Master Plan 4 $792 8 $1,440 32 $4,320 $0 $0 $0 44 $6,552

6.3 City Council Meeting 6 $1,188 6 $1,080 $0 $0 $0 1 $115 13 $2,383

6.4 Final Master Plan 1 $198 4 $720 16 $2,160 $0 4 $600 $0 25 $3,678 Subtotal Task 6 120 $19,081
Professional Time Costs 103 $20,394 237 $42,660 314 $42,390 40 $7,200 40 $6,000 18 $2,070 698 $120,714 Direct Costs $4,000
Total Fee $124,714
Donna Legge Project Assistant
Senior
Esther Mandeno
DMS GIS Specialist
Mindy Craig
Principal in
Charge
Lauren Schmitt
Project Manager
Allisia Sandoval
Project Associate
Agenda Item #10.2.

5. Delivery Schedule and Timeline
Agenda Item #10.2.

5. Delivery Schedule and Timeline City of St. Helena Parks & Recreation Master Plan Initial Schedule & Process Draft & Final Master Plan Needs Assessment & Preliminary Recommendations Existing Conditions Assessment Month 1
2 3
4 5
6 7
8 9
Parks &
Recreation
Check In
Parks and
Recreation
Commission
Approval
Gather Data
Existing
Conditions
Set the Context
& Gather Information
• Parks & Recreation Facility
Inventory & Condition
Assessment
• Recreation Program Assessment
• Organizational and Sta� ng
Review
• Demographics, Trends &
Comparables
• EXISTING CONDITIONS

SUMMARY REPORT
Refi ned Recommendations
• Prioritization Process & Tools
• Funding Options
• Implementation and Phasing
Plan
• Administrative Draft
� DRAFT PARK & RECREATION

MASTER PLAN
Prioritization
Implementation
Develop Plan Framework
• Needs Assessment Summary
Report
• Vision & Goals
• Draft Recommendations
• PLAN FRAMEWORK
Needs &
Strategic
Direction
Final Parks &
Recreation
Master Plan
Workshop #2:

Strategies &
Opportunities
Workshop #3:

Draft Plan &
Priorities
Small Group
Meetings & Key
Informant Interviews
Engagement
Webpage/
Website
Community
Needs Survey
Digital
Strategies
Survey
Workshop #1:

Vision, Goals &
Needs
Steering
Committee # 1
Steering
Committee #3
Steering
Committee #4
Steering
Committee #2
Community
Engagement
Parks &
Recreation
Check In
Digital
Public
Draft
Project Team
Coordination
Key Decision Points
Agenda Item #10.2.

6. References
Agenda Item #10.2.

6. References
Lake County Park, Trails, and Recreation Plan
Lake County, CA | Completed July 2024 | Budget: $174,930 BluePoint develop Lake County, California’s
first parks, recreation and trails plan, presented
to the Board of Supervisors in May 2024. Lake
County is located in the northern California Coast
Range, surrounded by national forest lands and
centered on Clear Lake, the largest lake fully within
California. With fewer than 70,000 residents, the
County is a hub for outdoor recreation and wildlife/
birdwatching, a Dark Sky area, and a tourism
destination for the San Francisco Bay area.

The Master Plan was developed with robust
community engagement to ensure that the Plan
represents the needs and desires of community
members. A Steering Committee provided
guidance throughout the process, as did the Ad
Hoc Tribal Government Working Group (convened
with the County’s six federally recognized tribes)
and the Ad Hoc Trails Representatives Working
Group (convened with mountain biking, equestrian
and hiking stakeholders). The broader public
engagement process included in-person opportunities paired with online activities, including stakeholder focus groups, an online community
needs survey, a community visioning workshop, an
online visioning exercise, community prioritization
pop-ups, an online prioritization activity, and the
project website at https://www.lakecountyprt.
com/.

BluePoint developed an analysis of the planning
context, Existing Conditions Analysis, a Park
Inventory and Condition Assessment, and a
multi-layered Needs Assessment tailored to the
County’s context. In addition, BluePoint reviewed
existing General Plan policies and designed the
Master Plan to guide the General Plan update that
began in late 2023. As part of the scope, BluePoint
also conducted a staffing and operations analysis,
as well as a revenue analysis. These analyses were
the basis for developing recommendations within
the Master Plan for strategic hires, new sources of
revenue, and an approach to data collection and
management.

Client Contact
Lars Ewing, Public Services Director
County of Lake
(707) 262-1618
[email protected]
Agenda Item #10.2.

6. References
BluePoint Planning was
contracted to develop
the City of Half Moon
Bay’s Parks Master Plan
in partnership with
Gates & Associates.

After recovering from
a challenging time for
the City, it was ready to focus on creating updated
parks to serve the community and the large
number of visitors. The new Plan provides a strong
implementation tool linking to existing and current
planning efforts (including the General Plan and
the Bike and Pedestrian Plan), while embracing and
addressing changes in trends, demographics and
economic realities. The Parks Master Plan includes
an evaluation of existing parks, community needs,
and trends and provides priorities and recommendations for each existing park as well as new parks to meet the City’s needs for now and the future.

Half Moon Bay is characterized by an active and
involved community and the Parks planning process
included an extensive amount of engagement
including the development of a multi-lingual
website, community workshops, community
surveys and focus groups.

The Final Plan was approved in January 2019 and is
already informing implementation efforts.

Key Project Components
• Existing Conditions Analysis
• Community Needs Assessment and Trends
Assessment
• Land Acquisition Analysis
• Community Engagement: Workshops, Focus
Groups, Intercept Events
• Community Surveys, Website
• Policies and Recommendations
• Funding Recommendations
Half Moon Bay Parks Master Plan
City of Half Moon Bay, CA | Completed January 2019 | Budget: $139,410 “The plan is working. You
and BluePoint did so much
good here. I think about your
work often.”
Jill Ekas, HMB Community
Development Director
Client Contact
Jill Ekas, Community Development Director
City of Half Moon Bay
(831) 646-1739
[email protected]
Agenda Item #10.2.

6. References
BluePoint Planning worked over two years - with
a pause for Covid-19 - with the Rio Linda-Elverta
Recreation and Parks District to create a new
Master Plan to help guide the District’s growth and
ensure equitable provision of services in the new
and older areas of the community. The Plan was
developed by first undergoing a thorough inventory
and analysis of the existing parks and facilities,
developing a detail needs assessment, community
profile, and comparable analysis of similar districts.

Concurrent with this work, the Team conducted a
range of community engagement opportunities,
offering residents in-person and online options
to share their feedback, ideas, and priorities
for their local parks and recreation programs.

The community engagement consisted of a
project website that was updated at each stage,
conducting three community surveys, holding
four community workshops, and engaging with
residents at popular community events.

The Master Plan includes a District vision and
six goals that were reviewed by
the community, specific park
and recreation recommendations, future park considerations, and implementation guidelines.

Additionally, to address the
impacts that climate change is
already having on the community,
BluePoint developed a chapter of
nature-based solutions that could
be implemented throughout the
District, including multi-benefit
solutions to address extreme heat
and flooding.

The Master Plan was
approved in late fall of 2022.

Key Project Components
• Existing Conditions Analysis, Facilities and Needs
Assessment, and Inventory
• In-person and online community engagement
• Climate Adaptation Information
• Park-by-park recommendations
• Programming analysis
RLERPD Parks & Recreation Master Plan
Rio Linda-Elverta, CA | Complete November 2022 | Budget: $114,000 Client Contact
Mike Heller, General Manager
RLERPD
(916) 991-8110
[email protected]
Agenda Item #10.2.

6. References
BluePoint led the development of a parks needs
assessment and operational and management
analysis for Mendocino County Parks. The project
had a number of unique elements that required a
customized approach to address the wide variety of
parks the county manages, the distance between
them and implications for staffing, ongoing budget
constraints, as well as involving a passionate and
interested community.

The two resulting deliverables included an
extensive community, policy, programs, and
physical assets assessment, the development of a
vision and recommended approaches to improve
revenues, streamline and enhance management,
estimated capital and operational costs, and overall
approaches to increase activation for recreation.

BluePoint with partner Gates & Associates and
Digital Mapping Solutions completed a comprehensive park and facilities inventory, including creating detailed GIS mapping of all assets, trails,
and facilities for public maps for the parks, and an
analysis of critical risks, capital improvement costs
and operational deficiencies. Working with an Ad
Hoc Committee, we conducted an Operations,
Revenue and Management analysis of the parks
to inform future management models, budgets,
and staffing for the parks. This work included
community engagement and a planning website.

Key Project Components
• Existing Conditions Analysis, Facilities and Needs
Assessment, and Inventory
• Trails and Amenities Mapping and Assessment
• Best Practices Research
• Stakeholder Engagement
• Community Survey
• Park Vision, Improvements and Development
Recommendations
• Operations and Management Recommendations
County of Mendocino Parks Needs Assessment & Recommendations County of Mendocino, CA | Complete Spring 2022| Budget: $84,900 Client Contact
Janelle Rau, General Services Agency Director
Mendocino County Parks
[email protected]
(707) 234-6050
Agenda Item #10.2.

Agenda Report to the City Council
Agenda Section: CONSENT ITEMS
Department: Public Works
DATE: January 28, 2025
FROM: Eric Janzen, Assistant Public Works Director
SUBJECT: Adopt resolution authorizing the acceptance of the improvements at 601 and 603 Fulton Lane and filing of
Notice of Acceptance and acceptance.

RECOMMENDED
ACTION:

Approve "Resolution Accepting the Completion of Public
Improvements at 601 Fulton Lane and 603 Fulton Lane
and Directing the Filing of the Notice of Acceptance for the Fulton Lane Estates Subdivision Improvement
Agreement."

PREVIOUS COUNCIL
ACTION:

On August 9, 2016, City Council issued Resolution 2016- 105 approving the Fulton Lane Final Map and directing the City Manager to execute a Subdivision Improvement
Agreement (the Agreement) with Fulton Lane Estates,
LLC. The Agreement included the construction of public
improvements along Fulton Lane.

STATEMENT OF THE
PURPOSE:

That Council Accept the public improvements, authorize
release of the outstanding performance deposit in the
amount of $16,250.00 to the current owners of 603 Fulton Lane and authorize the Public Works Director/City
Engineer to record the Notice of Acceptance in the Official Records of Napa County.

FINANCIAL IMPACT: Approval of the Resolution will authorize the release of the balance of the cash deposit issued by Fulton Lane
Estates, LLC and held by the City of St. Helena as surety for the completion of public improvements associated with the Fulton Lane Final Map and Subdivision Improvement
Agreement. The City will hold a cash surety in the amount of $1,625.00 (10% of outstanding Performance Bond).

BACKGROUND:

In accordance with the provisions of the Agreement, Fulton Lane Estates, LLC posted a cash performance bond with the City in the amount of $32,500. The bond secured the construction of frontage improvements for both 601 and 603 Fulton Lane.

Public Improvements fronting 603 Fulton Lane were completed in 2022 and improvements fronting 601 Fulton Lane were completed in 2023. City Staff inspected the public improvements and found that they had been completed in accordance with the Agreement and City Standards.

Agenda Item #10.3.

Since 603 Fulton Lane completed improvements and obtained a Certificate of Occupancy much earlier than 601 Fulton Lane, the Director of Public Works, Mark Rincon, allowed partial refund of the cash deposit in 2022. A balance of $16,250.00 was retained to ensure that work at 601 Fulton Lane was completed.

DISCUSSION:

Prior to release of the balance of the Performance Bond, the Agreement required Fulton Lane Estates, LLC to post a Warranty Bond. Due to changes in ownership of the parcels and construction delays, issuance of the Warranty Bond (the Bond) by Fulton Lane Estates, LLC was delayed until January 2025. In addition, Fulton Lane Estates, LLC requested that the City amend the Agreement to include an option of posting surety in cash in lieu of a Bond.

The City Attorney prepared an amendment which was executed by the Director of Public Works and the representative of Fulton Lane Estates, Trenor Askew on 1/2/2025.

Payment of the Warranty Bond was received on 1/13/2025 along with payment for the City Attorney's time to draft the amendment.

The Public Works Director is also in receipt of a request from Fulton Lane Estates, LLC to issue the refund to the current owners of 603 Fulton Lane.

The Public Works Director, in consultation with the City Attorney, has reviewed the documents associated with this project and finds the public improvements and surety to be in compliance with the amended Agreement and City Standards.

ENVIRONMENTAL REVIEW: Not a CEQA project.

GOAL:

Goal 2: Improve Infrastructure & Further Environmental Sustainability Goal 5: Enhance Quality of Life
DOCUMENTS ATTACHMENTS:

Resolution.Accept Improvements.FultonLane Estates.20250128.1 Agenda Item #10.3.

CITY OF ST. HELENA
RESOLUTION NO. 2025-
Resolution Accepting the Completion of Public Improvements at 601 Fulton Lane and 603 Fulton Lane and Directing the Filing of the Notice of Acceptance for the Fulton Lane Estates Subdivision Improvement Agreement.

RECITALS
A. On August 9, 2016, Fulton Lane Estates, LLC and the City of St. Helena entered into a Subdivision Improvement Agreement for the development of certain parcels located at 601 Fulton Lane and 603 Fulton Lane and located within the limits of the City of St. Helena; and
B. The Subdivision Improvement Agreement caused to be constructed certain public improvements located along the frontages of 601 Fulton Lane and 603 Fulton Lane; and
C. Fulton Lane Estates, LLC posted a cash bond in the amount of $32,500 with the City as surety to complete the public improvements; and
D. Public improvements fronting 603 Fulton Lane were completed in 2022; and E. City Staff inspected the public improvements and found that they had been completed in accordance with the Agreement and City Standards; and F. The Public Works Director authorized the partial release of the cash performance bond in the amount of $16,250 at that time; and
G. Public improvements fronting 601 Fulton Lane were completed in 2023; and H. City Staff inspected the public improvements and found that they had been completed in accordance with the Agreement and City Standards; and I. Prior to release of the balance of the Performance Bond, the Subdivision Improvement Agreement required Fulton Lane Estates, LLC to post a Warranty Bond; and
J. The representative of Fulton Lane Estates, LLC requested that the City amend the subdivision Improvement Agreement to allow for the posting of a cash Warranty Bond; and
K. The City prepared an amendment which was then executed by both parties on 1/2/2025; and
Agenda Item #10.3.

L. The City received payment for the cash Warranty Bond and compensation for legal expenses related to creating the amendment to the Subdivision Improvement Agreement on 1/13/2025; and
M. The Public Works Director, in consultation with the City Attorney, has reviewed the documents and finds the public improvements and surety to be in compliance with the amended Agreement and City Standards and recommends that Council Accept the public improvements and authorize release of the balance of the performance deposit in the amount of $16,250.00.

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

1. That the City Council of the City of St. Helena accepts the public improvements completed in accordance with the Fulton Lane Estates Subdivision Improvement Agreement; and

2. That authorization is granted to release the balance of the cash Performance Bond in the amount of $16,250; and

3. That authorization is granted to file with the County of Napa the Notice of Acceptance of the public improvements constructed in accordance with the Fulton Lane Estates Subdivision Improvement Agreement.

Approved at a regular meeting of the St. Helena City Council on January 28, 2025 by the following vote:

Mayor Dohring: __________
Council Member Barak: __________
Council Member Deasy: __________
Council Member Spadarotto: __________
Council Member Summers: __________
APPROVED: ATTEST:
___________________________ _________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #10.3.

Agenda Report to the City Council
Agenda Section: CONSENT ITEMS
Department: Public Works
DATE: January 28, 2025
FROM: Ian Dale, Environmental Services Tech
SUBJECT: Water Supply and Forecasting - November 2024

RECOMMENDED
ACTION:

Receive and file.

PREVIOUS COUNCIL
ACTION:

Monthly Receive and File reports to City Council.

STATEMENT OF THE
PURPOSE:

To provide monthly updates of the amount of water
produced at the Louis Stralla Water Treatment Plant, the Stonebridge Potable Water Wells, and potable water
delivered from the City of Napa.

FINANCIAL IMPACT: None.

BACKGROUND:

The City of St. Helena publishes a monthly water report on the City website (www.cityofsthelena.org/publicworks/page/water-reports). The report includes the amount of water produced at the Louis Stralla Water Treatment Plant and the Stonebridge Potable Water Wells, and potable water delivered from the City of Napa. In addition to presenting data on the amount delivered monthly, the report includes yearto-date information and prior year data. Water elevation and capacity at the Bell Canyon Reservoir is included as well as information on rain and temperatures.

At the City Council meeting of May 9, 2023, the City Council adopted Resolution 2023- 46 adopting City Council goals for FY 2023-24. Five new City Council Goals for FY 2023-24 which include Goal 1: Financial Sustainability, Goal 2: Infrastructure and Environmental Sustainability, Goal 3: Water Security, Goal 4: Community Information and Engagement, and Goal 5: Quality of Life. City Council has the responsibility of establishing broad goals and the City's leadership has the responsibility to develop a work plan to achieve them.

DISCUSSION:

In connection with City Council Goal 2, City staff has developed a forecasting tool to facilitate its ability to optimize water use and track water availability. Included as Attachment 1 is the Monthly Water Report for November 2024. The water produced for November 2024 is down by -7% when compared to November 2023 and is down by - 37% compared to the average of November 2018-2020. Below is a chart summarizing the water produced per source:

Water Produced per Source
Agenda Item #10.4.

Source
Average (2018 -
2020)
(Acre-Feet)
November 2023
(Acre-Feet)
November 2024
(Acre-Feet)
Bell Canyon 52.92 18.59 16.38
Stonebridge Wells 32.16 23.80 31.98
Napa Water 49.26 48.17 35.81
Total 134.34 90.56 84.17
 Percent change from November 2023: -7%
 Percent change from average of November 2018 - 2020: -37% Bell Canyon Reservoir
The City is no longer in water emergency conditions based upon the Phase I Water Emergency measures being terminated by City Council adopting Resolution No. 2023- 94 on July 25, 2023. Bell Canyon Reservoir has adequate water to support the City's needs through this calendar year. The storage in Bell Canyon graph (Attachment 2) has been revised to include historic reservoir supply levels since September 2023. It also shows the water availability forecast through June 2026 based on the highest water usage during a non-drought year (FY 2019/20) and 10 inches of rainfall (lowest recorded).

As of December 1, 2024, Bell Canyon Reservoir elevation was at 422.11 feet representing approximately 2,383.69 acre feet (AF) and 100% capacity. Bell Canyon spillway level is 422 feet representing 2,383.69 acre feet in water supply volume. Below is a chart comparing Bell Canyon elevation levels, water supply availability in acre feet, and percent capacity of the reservoir on December 1st in 2022, 2023, and 2024.

Year 2022 2023 2024
Bell Canyon Elevation Level 409.04 Ft. 416.88 Ft. 422.11 Ft.

Acre Feet 1,471 AF 2,002.61 AF 2,383.69 AF
Percent Capacity 61.7% 84.01% 100%
As a follow up to the May 24, 2022, City Council meeting, staff developed a graph (Attachment 3) highlighting the relationship between the reservoir elevation level and water supply availability in acre feet. The graph shows the current status of the reservoir. Furthermore, the graph also displays the points where City Council decided to declare Phase I and Phase II Water Emergencies in 2020.

Continued Water Conservation
California experienced two consecutive dry years 2020 and 2021. Due to the combination of warmer-than-average temperatures and minimal precipitation in the state, the Department of Water Resources (DWR) declared 2021 as the fourth-driest year on record statewide. The record-breaking dry period in January and February 2022, and the absence of significant rains in March 2022, required DWR to reduce anticipated deliveries from the State Water Project (SWP). However, the reduction at Agenda Item #10.4.

the time did not affect St. Helena as the City has multiple robust water sources not affected by the executive order. Water availability from the Bell Canyon reservoir is based on the City's State Water Rights permit and not the SWP. The City has not received any curtailment order from DWR nor does the City anticipate receiving one.

It should be noted that on July 25, 2023, the City Council adopted Resolution No. 2023- 94 to formally end the Phase I Water Emergency. The projected demand on the system versus the anticipated rainfall over the next year reflects an available supply in Bell Canyon approximately 1,895 acre-feet, significantly above the 1,481 acre-feet standard for declaration of a Phase I Water Emergency. Staff will monitor State-wide and local drought conditions, weather conditions, and provide updates on a monthly basis. The corresponding staff report provided a variety of data to reflect the disposition of the water supply at that time in relation to the Council-adopted Safe Yield Policy.

City of Napa Water Supply
Normal operations continue at Rutherford Pump Station (RPS) and the City is taking delivery of the allotment purchased from City of Napa. During the month of November 2024, Rutherford Pump Station was producing an average of 0.38 MG/day for a total of

35.81 acre feet (AF) for the month.

ENVIRONMENTAL REVIEW: Not applicable.

GOAL:

Goal 1: Strengthen Financial Sustainability
Goal 2: Improve Infrastructure & Further Environmental Sustainability Goal 3: Pursue Water Security & Sustainable Management of Water Resources Goal 4: Provide Effective Community Information & Opportunities for Engagement Goal 5: Enhance Quality of Life
Goal 8: Implement Capital Improvement Plans (CIP) Projects Miscellaneous/Other DOCUMENTS ATTACHMENTS:

MWR November 1-30 2024
Attachment 2 - Bell Canyon Water Storage Forecast
Attachment 3 - Bell Canyon Reservoir Storage Phase I II Agenda Item #10.4.

CITY OF ST. HELENA

MONTHLY WATER REPORT
CC: CC __X__ PC__X__ FILE _____
RECEIVED: _____ BY: __

LOUIS STRALLA

WATER PLANT
TK #1 & #2
ADJUST

16.38 5.34 -0.14

19.6% -0.5%

27.42 MG MG
n/a MG MG
n/a MG MG

0.91 MG MG
% %
170.09 AF 28.4% 198.69 AF 29.3%

55.40 MG 64.72 MG
243.62 AF 40.7% 256.50 AF 37.8%

79.36 MG 83.55 MG
184.24 AF 30.8% 222.63 AF 32.8%

60.01 MG 72.52 MG
TOTAL WATER PRODUCED 597.95 AF 100.0% 677.82 AF 100.0%

DELIVERY (ALL)

0.03 0.09
422.11 FT. FT.

7.74 FT. FT.
2383.69 AF AF
100.0 % %

17.10 IN IN

17.2 IN IN
DISCLAIMER: The data presented in this report is approximate and for informational purposes only.

Updates will be provided if any errors are identified.

AVERAGE 52.65 60.4

REMARKS
City of Napa Water Delivery: RPS producing an average of 0.38 MG/day during November 2024.

THIS MONTH, THIS YEAR THIS MONTH, LAST YR.

DEGREES IN FAHRENHEIT 37.5-67.8 45-79

TEMPERATURES
MONTHLY RISE OR DROP 0.18
CAPACITY AT END OF PERIOD 2002.61
PERCENT OF FULL CAPACITY 84.0
RAINFALL IN THIS PERIOD 2.60
TOTAL RAINFALL SEASON TO DATE 3.18
ELEVATION BELL CANYON RESERVOIR 416.88
STONEBRIDGE APARTMENTS MG/Nov. 1 -30 0.01 MG/Nov. 1-30

WATER ELEVATION, CAPACITY & RAINFALL

THIS FISCAL YEAR LAST FISCAL YEAR
NAPA VALLEY COLLEGE MG/Nov. 1 -30 0.01 MG/Nov. 1-30

STONEBRIDGE POTABLE WELLS

SBW IRRIGATION WATER
THIS MONTH THIS MONTH, LAST YR.

THIS FISCAL YEAR LAST FISCAL YEAR

LOUIS STRALLA WATER PLANT

NAPA WATER
MINIMUM DAILY PRODUCED n/a
AVERAGE DAILY PRODUCED 0.98

WATER YEAR TOTALS

WATER PRODUCED DELIVERY (AGGREGATE)
TOTAL PRODUCED THIS PERIOD 29.50
MAXIMUM DAILY PRODUCED n/a

0.13 11.66
PERCENT 38.2% 42.8%
-0.44

November 1-30, 2024

STONEBRIDGE

POTABLE
WELLS
SBW

IRRIGATION
WATER

NAPA WATER

THIS YEAR LAST YEAR
AMOUNT PRODUCED in AF 31.98 0.40 35.81
AMOUNT PRODUCED in MG 10.42
Agenda Item #10.4.

BellCanyon Water Storage Forecast
Assumes: (1) Highest usage during non-drought year (FY2019/20) (2) 10" of Rainfall (Lowest Recorded)
2500 237
2383 2383 2383 2383 1383 ' 8 2375 1355 2348
2238
2250
2159
2076
L978
2000
L880 L843 L860 L848
L813
L788 L751 L780 L785
1750
1707
,1 1500
4—: OJ .1
g Entered Phase 1 - 1,431 Acre Ft.
-<
75 1250
5_l I I
I E H|stor|c PrOJected
g‘
”) 1000
Entered Phase 2 - 939 Acre Ft.
750
500 596 Acre Feet*
250
o
. 25A reserve for fIre
0 5 5 e 5 v v v v v v v v v v v v a a e a e a e e 9 9 8 a e e e e e e f» 0/ :» , '» 5» 0/ a! s» a, 5» n, r» n, I» a, I» f» 0/ '» n, 5» ?x '» a, 1» , '» n, 0, :» 0, m (OQ’Q06} $04 QQ/(J{D ((91 grbk vQ‘Q’D?\OQ \\)\ VOQO(OQIQ06} $04 09/ {28 ((610g» va g'bA\OQ \& VOQO(3Q? 06’"$04 09/0{D Qéo Q?) vQ‘@QA\OO Agenda Item #10.4.

Agenda Item #10.4.

Agenda Report to the City Council
Agenda Section: CONSENT ITEMS
Department: Public Works
DATE: January 28, 2025
FROM: Ian Dale, Environmental Services Tech
SUBJECT: Water Supply and Forecasting - December 2024

RECOMMENDED
ACTION:

Receive and file.

PREVIOUS COUNCIL
ACTION:

Monthly Receive and File reports to City Council.

STATEMENT OF THE
PURPOSE:

To provide monthly updates of the amount of water
produced at the Louis Stralla Water Treatment Plant, the Stonebridge Potable Water Wells, and potable water
delivered from the City of Napa.

FINANCIAL IMPACT: None.

BACKGROUND:

The City of St. Helena publishes a monthly water report on the City website (www.cityofsthelena.org/publicworks/page/water-reports). The report includes the amount of water produced at the Louis Stralla Water Treatment Plant and the Stonebridge Potable Water Wells, and potable water delivered from the City of Napa. In addition to presenting data on the amount delivered monthly, the report includes yearto-date information and prior year data. Water elevation and capacity at the Bell Canyon Reservoir is included as well as information on rain and temperatures.

At the City Council meeting of May 9, 2023, the City Council adopted Resolution 2023- 46 adopting City Council goals for FY 2023-24. Five new City Council Goals for FY 2023-24 which include Goal 1: Financial Sustainability, Goal 2: Infrastructure and Environmental Sustainability, Goal 3: Water Security, Goal 4: Community Information and Engagement, and Goal 5: Quality of Life. City Council has the responsibility of establishing broad goals and the City's leadership has the responsibility to develop a work plan to achieve them.

DISCUSSION:

In connection with City Council Goal 2, City staff has developed a forecasting tool to facilitate its ability to optimize water use and track water availability. Included as Attachment 1 is the Monthly Water Report for December 2024. The water produced for December 2024 is down by -40% when compared to December 2023 and is down by - 42% compared to the average of December 2018-2020. Below is a chart summarizing the water produced per source:

Water Produced per Source
Agenda Item #10.5.

Source
Average (2018 -
2020)
(Acre-Feet)
December 2023
(Acre-Feet)
December 2024
(Acre-Feet)
Bell Canyon 41 10.41 20.92
Stonebridge Wells 10 34.19 17.13
Napa Water 40 43.76 15.24
Total 92 88.36 53.29
 Percent change from December 2023: -40%
 Percent change from average of December 2018 - 2020: -42% Bell Canyon Reservoir
The City is no longer in water emergency conditions based upon the Phase I Water Emergency measures being terminated by City Council adopting Resolution No. 2023- 94 on July 25, 2023. Bell Canyon Reservoir has adequate water to support the City's needs through this calendar year. The storage in Bell Canyon graph (Attachment 2) has been revised to include historic reservoir supply levels since September 2023. It also shows the water availability forecast through June 2026 based on the highest water usage during a non-drought year (FY 2019/20) and 10 inches of rainfall (lowest recorded).

As of January 1, 2024, Bell Canyon Reservoir elevation was at 422.24 feet representing approximately 2,383.69 acre feet (AF) and 100% capacity. Bell Canyon spillway level is 422 feet representing 2,383.69 acre feet in water supply volume. Below is a chart comparing Bell Canyon elevation levels, water supply availability in acre feet, and percent capacity of the reservoir on January 1st in 2022, 2023, and 2024.

Year 2022 2023 2024
Bell Canyon Elevation Level 422.27 Ft. 416.91 Ft. 422.24 Ft.

Acre Feet 2,383 AF 2,004.8 AF 2,383.69 AF
Percent Capacity 100% 84.11% 100%
As a follow up to the May 24, 2022, City Council meeting, staff developed a graph (Attachment 3) highlighting the relationship between the reservoir elevation level and water supply availability in acre feet. The graph shows the current status of the reservoir. Furthermore, the graph also displays the points where City Council decided to declare Phase I and Phase II Water Emergencies in 2020.

Continued Water Conservation
California experienced two consecutive dry years 2020 and 2021. Due to the combination of warmer-than-average temperatures and minimal precipitation in the state, the Department of Water Resources (DWR) declared 2021 as the fourth-driest year on record statewide. The record-breaking dry period in January and February 2022, and the absence of significant rains in March 2022, required DWR to reduce anticipated deliveries from the State Water Project (SWP). However, the reduction at Agenda Item #10.5.

the time did not affect St. Helena as the City has multiple robust water sources not affected by the executive order. Water availability from the Bell Canyon reservoir is based on the City's State Water Rights permit and not the SWP. The City has not received any curtailment order from DWR nor does the City anticipate receiving one.

It should be noted that on July 25, 2023, the City Council adopted Resolution No. 2023- 94 to formally end the Phase I Water Emergency. The projected demand on the system versus the anticipated rainfall over the next year reflects an available supply in Bell Canyon approximately 1,895 acre-feet, significantly above the 1,481 acre-feet standard for declaration of a Phase I Water Emergency. Staff will monitor State-wide and local drought conditions, weather conditions, and provide updates on a monthly basis. The corresponding staff report provided a variety of data to reflect the disposition of the water supply at that time in relation to the Council-adopted Safe Yield Policy.

City of Napa Water Supply
Normal operations continue at Rutherford Pump Station (RPS) and the City is taking delivery of the allotment purchased from City of Napa. During the month of December 2024, Rutherford Pump Station was producing an average of 0.16 MG/day for a total of

15.24 acre feet (AF) for the month.

ENVIRONMENTAL REVIEW: Not applicable.

GOAL:

Goal 1: Strengthen Financial Sustainability
Goal 2: Improve Infrastructure & Further Environmental Sustainability Goal 3: Pursue Water Security & Sustainable Management of Water Resources Goal 4: Provide Effective Community Information & Opportunities for Engagement Goal 5: Enhance Quality of Life
Goal 8: Implement Capital Improvement Plans (CIP) Projects Miscellaneous/Other DOCUMENTS ATTACHMENTS:

MWR December 1-31 2024
Attachment 2 - Bell Canyon Water Storage Forecast
Attachment 3 - Bell Canyon Reservoir Storage Phase I II Agenda Item #10.5.

CITY OF ST. HELENA

MONTHLY WATER REPORT
CC: CC __X__ PC__X__ FILE _____
RECEIVED: _____ BY: __

LOUIS STRALLA

WATER PLANT
TK #1 & #2
ADJUST

20.92 6.81 -0.14

39.6% -0.8%

17.36 MG MG
n/a MG MG
n/a MG MG

0.56 MG MG
% %
191.01 AF 29.3% 209.10 AF 27.3%

62.22 MG 68.11 MG
258.86 AF 39.7% 300.26 AF 39.2%

84.32 MG 97.80 MG
201.37 AF 30.9% 256.82 AF 33.5%

65.59 MG 83.65 MG
TOTAL WATER PRODUCED 651.24 AF 100.0% 766.18 AF 100.0%

DELIVERY (ALL)

0.00 0.03
422.24 FT. FT.

0.13 FT. FT.
2383.69 AF AF
100.0 % %

14.18 IN IN

31.38 IN IN
DISCLAIMER: The data presented in this report is approximate and for informational purposes only. -0.44

December 1-31, 2024

STONEBRIDGE

POTABLE
WELLS
SBW

IRRIGATION
WATER

NAPA WATER

THIS YEAR LAST YEAR
AMOUNT PRODUCED in AF 17.13 0.09 15.24
AMOUNT PRODUCED in MG 5.58 0.03 4.96
PERCENT 32.4% 28.8%

WATER PRODUCED DELIVERY (AGGREGATE)
TOTAL PRODUCED THIS PERIOD 28.78
MAXIMUM DAILY PRODUCED n/a
MINIMUM DAILY PRODUCED n/a
AVERAGE DAILY PRODUCED 0.92

WATER YEAR TOTALS

THIS FISCAL YEAR LAST FISCAL YEAR

LOUIS STRALLA WATER PLANT

NAPA WATER

STONEBRIDGE POTABLE WELLS

SBW IRRIGATION WATER
THIS MONTH THIS MONTH, LAST YR.

ELEVATION BELL CANYON RESERVOIR 416.91
STONEBRIDGE APARTMENTS MG/Dec. 1 -31 0.00 MG/Dec. 1-31

WATER ELEVATION, CAPACITY & RAINFALL

THIS FISCAL YEAR LAST FISCAL YEAR
NAPA VALLEY COLLEGE MG/Dec. 1 -31 0.01 MG/Dec. 1-31

TEMPERATURES
MONTHLY RISE OR DROP 0.02
CAPACITY AT END OF PERIOD 2004.80
PERCENT OF FULL CAPACITY 84.1
RAINFALL IN THIS PERIOD 4.48
TOTAL RAINFALL SEASON TO DATE 7.66
THIS MONTH, THIS YEAR THIS MONTH, LAST YR.

DEGREES IN FAHRENHEIT 37.4-80.4 32-68
Updates will be provided if any errors are identified.

AVERAGE 58.9 52

REMARKS
City of Napa Water Delivery: RPS producing an average of 0.16 MG/day during December 2024.

Agenda Item #10.5.

Agenda Item #10.5.

Agenda Item #10.5.

Agenda Report to the City Council
Agenda Section: OLD BUSINESS
Department: Administration
DATE: January 28, 2025
FROM: April Mitts, Assistant City Manager
SUBJECT: Approval of a Resolution Updating the Composition of the Finance Committee Members and Appointing Applicants to
the Finance Committee.

RECOMMENDED
ACTION:

Adopt the attached resolution updating the composition of the Finance Committee as directed by City Council on
January 14, 2025 and adopt a resolution appointing
applicants to the Finance Committee.

PREVIOUS COUNCIL
ACTION:
8/24/24 - City Council indicated interest in establishing a Finance Committee.
10/2/24 - Staff presented to City Council a draft Finance Committee recommendation and Council provided
direction to bring a refined recommendation back on
11/12/24.
11/12/24 - City Council approved a resolution authorizing the establishment of a Finance Committee
1/24/25 - City Council directed staff to bring back a
resolution updating the composition of the Finance
Committee

STATEMENT OF THE
PURPOSE:

To update the composition of the Finance Committee and
fill committee positions.

FINANCIAL IMPACT: None
BACKGROUND:

On November 12, 2024, City Council authorized the formation of a new Finance Advisory Committee. On November 13, 2024, the City Clerk advertised a recruitment seeking applicants from the community to fill positions in the newly created committee.

The City received eight applications for four positions on the Finance Committee. The City Council convened an applicant interview meeting on January 14, 2025 at 4:30 p.m. in the Vintage Hall Wellness Center.

Applications were received from Arlene Corsetti, Chris Warner, Garry Rose, George Schisler, Kate Spadarotto, Mark Smithers, Richard Garber, and Gregg Dawley.

All eight applicants were highly skilled and qualified to serve on this committee.

Following the interviews, City Council discussed the composition of the committee and directed to update the composition of the Committee as follows:

Agenda Item #12.1.

Original Composition Updated Composition
1 member of the City Council (voting) 1 City Council Liaison (non-voting) 4 residents 7 residents
Three committee members serve initial 2-
year term expiring June 30, 2027
Four committee members serve an initial
2-year term expiring June 30, 2027
Two committee members serve initial 1-
year term expiring June 30, 2026
Three committee member serve initial 1-
year term expiring June 30, 2026
Additionally, on January 14, 2025, City Council appointed Kate Spadarotto to City Council to fill the unexpired term of Council Member Chouteau, this appointment left seven applicants for the Finance Committee.

DISCUSSION:

Based on City Council direction on January 14, 2025, staff recommends the City Council adopt the attached resolution amending the composition of the finance committee to seven members, and affirm Aaron Barak as the City Council liaison.

Per City Council Rules of Procedures appointments shall be made by interview and the Mayor shall nominate applicants with the appointments subject to approval by the majority of Council.

Appointments are needed for the following:

1. 2-year term expiring June 30, 2027

2. 2-year term expiring June 30, 2027

3. 2-year term expiring June 30, 2027

4. 2-year term expiring June 30, 2027

5. 1-year term expiring June 30, 2026

6. 1-year term expiring June 30, 2026

7. 1-year term expiring June 30, 2026
ENVIRONMENTAL REVIEW: N/A
GOAL:

Goal 1: Strengthen Financial Sustainability
Goal 2: Improve Infrastructure & Further Environmental Sustainability Goal 3: Pursue Water Security & Sustainable Management of Water Resources Goal 4: Provide Effective Community Information & Opportunities for Engagement Goal 7: Enhance Organizational Effectiveness
Goal 8: Implement Capital Improvement Plans (CIP) Projects Miscellaneous/Other Agenda Item #12.1.