Agenda, regular meeting — St. Helena City Council, April 22, 2025 (part 2 of 4)

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b. The city must approve or deny an application to create an ADU or JADU within sixty (60) days from the date that the city receives a completed application. If the city has not approved or denied the completed application within sixty (60) days, the application is deemed approved unless either:
i. The applicant requests a delay, in which case the sixty (60) day time period is tolled for the period of the requested delay; or ii. In the case of a JADU, when theWhen an application to create a junior accessory dwelling unitan ADU or JADU is submitted with a permit application to create a new single-family or multifamily dwelling on the lot, the city may delay acting on the permit application for the ADU or JADU until the city acts on the permit application to create the new single-family or multifamily dwelling, but the application to create the ADU or JADU will still be considered ministerially without discretionary review or a hearing. c. If the city denies an application to create an ADU or JADU, the city must provide the applicant with comments that include, among other things, a list of all the defective or deficient items and a description of how the application may be remedied by the applicant. Notice of the denial and corresponding comments must be provided to the applicant within the sixty (60) day time period established by subsection (D)(3)(b) of this section.
d. A demolition permit for a detached garage that is to be replaced with an ADU is reviewed with the application for the ADU and issued at the same time.

E. General ADU and JADU Requirements. The following requirements apply to all ADUs and JADUs:

1. Zoning.
a. An ADU subject only to a building permit under subsection (D)(1) above may be created on a lot in a residential or mixed-use zone. b. An ADU permitted under subsection (D)(2) above or JADU may be created on any a lot that is zoned to allow single-family dwelling residential use or multifamily dwelling residential use (i.e., residential, mixed-use, and agriculturally zoned parcels).

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c. In accordance with Government Code section 66333(a), a JADU may only be created on a lot zoned for single-family residences.

2. Height.
a. Except as otherwise provided by subsection (E)(2)(b) and (E)(2)(c) below, a detached ADU created on a lot with an existing or proposed single family or multifamily dwelling unit may not exceed 16 feet in height. b. A detached ADU may be up to 18 feet in height if it is created on a lot with an existing or proposed single family or multifamily dwelling unit that is located within one-half mile walking distance of a major transit stop or high quality transit corridor, as those terms are defined in Section 21155 of the Public Resources Code, and the ADU may be up to two additional feet in height (for a maximum of 20 feet) if necessary to accommodate a roof pitch on the ADU that is aligned with the roof pitch of the primary dwelling unit. c. A detached ADU created on a lot with an existing or proposed multifamily dwelling that has more than one story above grade may not exceed 18 feet in height.
d. An ADU that is attached to the primary dwelling may not exceed 25 feet in height or the height limitation imposed by the underlying zone that applies to the primary dwelling, whichever is lower. Notwithstanding the foregoing, ADUs subject to this subsection (E)(2)(d) may not exceed two stories. e. For purposes of this subsection (E)(2), height is measured from existing legal grade or the level of the lowest floor, whichever is lower, to the peak of the structure.

23. Fire Sprinklers.
a. Fire sprinklers are required in an ADU if sprinklers are required in the primary residence.
b. The construction of an ADU does not trigger a requirement for fire sprinklers to be installed in the existing primary dwelling.

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34. Rental Term. No ADU or JADU may be rented for a term that is shorter than thirty (30) days. This prohibition applies regardless of when the ADU or JADU was created.

45. No Separate Conveyance. An ADU or JADU may be rented, but, except as otherwise provided in Government Code section 66341, no ADU or JADU may be sold or otherwise conveyed separately from the primary residencelot and the primary dwelling (in the case of a single-family lot) or from the lot and all of the dwellings (in the case of a multifamily lot).

56. Septic System. If the ADU or JADU will connect to an on-site water-treatment system, the owner must include with the application a percolation test completed within the last five years or, if the percolation test has been recertified, within the last ten (10) years. Refer to the county of Napa’s environmental health department regulations.

67. Owner Occupancy.
a. An ADU that is created under this section on or after January 1, 2020, but before January 1, 2025, isare not subject to any owner-occupancy requirement. b. Unless applicable law requires otherwise, all ADUs that are created on or after January 1, 2025, are subject to an owner-occupancy requirement. A natural person with legal or equitable title to the property must reside on the property as the person’s legal domicile and permanent residence. cb. As required by state law, all JADUs are subject to an owner-occupancy requirement. A natural person with legal or equitable title to the property must reside on the property, in either the primary dwelling or JADU, as the person’s legal domicile and permanent residence. However, the owner-occupancy requirement of this subsection (E)(7)(b) does not apply if the property is entirely owned by another governmental agency, land trust, or housing organization.

78. Deed Restriction. Prior to issuance of a building permit for an ADU orcertificate of occupancy for a JADU, a deed restriction must be recorded against the title of the property in the county recorder’s office and a copy filed with the community development director. The deed restriction must run with the land and bind all future owners. The form of the deed restriction will be provided by the city and must provide that:

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a. The ADU or JADU may not be sold separately from the primary dwelling. b. The ADU or JADU is restricted to the approved size and to other attributes allowed by this section.
c. The deed restriction runs with the land and may be enforced against future property owners.
d. The deed restriction may be removed if the owner eliminates the ADU or JADU, as evidenced by, for example, removal of the kitchen facilities. To remove the deed restriction, an owner may make a written request of the community development director, providing evidence that the ADU or JADU has in fact been eliminated. The community development director may then determine whether the evidence supports the claim that the ADU or JADU has been eliminated. Appeal may be taken from the community development director’s determination consistent with other provisions of this code. If the ADU or JADU is not entirely physically removed, but is only eliminated by virtue of having a necessary component of an ADU or JADU removed, the remaining structure and improvements must otherwise comply with applicable provisions of this code.
e. The deed restriction is enforceable by the community development director or his or her designee for the benefit of the city. Failure of the property owner to comply with the deed restriction may result in legal action against the property owner, and the city is authorized to obtain any remedy available to it at law or equity, including, but not limited to, obtaining an injunction enjoining the use of the ADU or JADU in violation of the recorded restrictions or abatement of the illegal unit.

89. Income Rent Reporting. In order to facilitate the city’s obligation to identify adequate sites for housing in accordance with California Government Code Sections 65583.1 and 6633065852.2, the following requirements must be satisfied:
a. With the building permit application, the applicant must provide the community development director with an estimate of the projected annualized rent that will be charged for the ADU or JADU.
b. Within ninety (90) days after each yearly anniversary of theJanuary 1 following issuance of the building permit, the owner must report the actual rent Agenda Item #11.1.

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charged for the ADU or JADU during the prior year. If the community development director does not receive the report within the ninety (90) day period, the owner is in violation of this Code, and the community development director may send the owner a notice of violation and allow the owner another thirty (30) days to submit the report. If the owner fails to submit the report within the thirty (30) day period, the community development director may enforce this provision in accordance with applicable law.

9. Height.
a. Except as otherwise provided by subsections (E)(9)(b), (E)(9)(c), and (E)(9)(d) of this section, a detached ADU created on a lot with an existing or proposed single-family or multifamily dwelling unit may not exceed sixteen (16) feet in height.
b. A detached ADU may be up to eighteen (18) feet in height if it is created on a lot with an existing or proposed single-family or multifamily dwelling unit that is located within one-half mile walking distance of a major transit stop or a high quality transit corridor, as those terms are defined in Public Resources Code Section 21155, and the ADU may be up to two additional feet in height (for a maximum of twenty (20) feet) if necessary to accommodate a roof pitch on the ADU that is aligned with the roof pitch of the primary dwelling unit. c. A detached ADU created on a lot with an existing or proposed multifamily dwelling that has more than one story above grade may not exceed eighteen (18) feet in height.
d. An ADU that is attached to the primary dwelling may not exceed twenty-five (25) feet in height or the height limitation imposed by the underlying zoning district that applies to the primary dwelling, whichever is lower. Notwithstanding the foregoing, ADUs subject to this subsection (E)(9)(d) may not exceed two stories.
e. For purposes of this subsection (E)(9), height is measured above existing legal grade to the peak of the structure.

10. Building and Safety.

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a. Must Comply With Building Code. Subject to subsection (E)(10)(b) of this section, all ADUs and JADUs must comply with all local building code requirements.
b. No Change of Occupancy. Construction of an ADU does not constitute a Group R occupancy change under the local building code, as described in California Building Code Section 310, unless the chief building official makes a written finding based on substantial evidence in the record that the construction of the ADU could have a specific, adverse impact on public health and safety.

Nothing in this subsection (E)(10)(b) prevents the city from changing the occupancy code of a space that was uninhabitable space or that was only permitted for nonresidential use and was subsequently converted for residential use in accordance with this section.

F. Specific ADU Requirements. The following requirements apply only to ADUs that are approvedrequire an ADU permit under subsection (D)(1) (D)(2) of this section:

1. Maximum Size.
a. The maximum size of a detached or attached ADU subject to this subsection F is eight hundred fifty (850) square feet for a studio or one-bedroom unit and one thousand (1,000) square feet for a unit with two bedrooms. No more than two bedrooms are allowed.
b. An attached ADU that is created on a lot with an existing primary dwelling is further limited to fifty percent (50%) of the floor area of the existing primary dwelling.
c. Application of other development standards in this subsection F, such as FAR or lot coverage, might further limit the size of the ADU, but no application of FAR, lot coveragethe percent-based size limit in subsection (F)(1)(b) above or of an FAR, front setback, lot coverage limit, or open-space requirements may require the ADU to be less than eight hundred (800) square feet.

2. No ADU may cause the total gross floor area of the underlying zone to be exceeded, with the provision that all lots may have an ADU up to 800 square feet.

23. Lot Coverage. No ADU subject to this subsection F may cause the total lot coverage of the lot to exceed the maximum lot coverage for the zoning district in Agenda Item #11.1.

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which the ADU is proposed as established in Table 17.16.030(B), Development Standards—Residential Zoning Districts, subject to subsection (F)(1)(c), above.

34. Setbacks.
a. No part of any ADU may be located within twenty (20) feet of the front and corner lot property lines.ADUs that are subject to this subsection (F) must conform to 4-foot side and rear setbacks. ADUs that are subject to this subsection (F) must conform to the front setback as required by the underlying zoning district, subject to subsection (F)(1)(c), above. b. No part of any ADU may be located within four feet of a side or rear yard property line.No setback is required for an ADU that is subject to this subsection (F) if the ADU is constructed in the same location and to the same dimensions as an existing, nonconforming, enclosed structure.

45. Passageway. No passageway, as defined by subsection (C) of this section, is required for an ADU.

56. Parking.
a. Generally. One off-street parking space is required for each ADU. The parking space may be provided in setback areas or as tandem parking, as defined by subsection (C) of this section.
b. Exceptions. No parking under subsection (F)(5)(a) (F)(7)(A) of this section is required in the following situations:
i. The ADU is located within one-half mile walking distance of public transit, as defined by subsection (C) of this section.
ii. The ADU is located within an architecturally and historically significant historic district.
iii. The ADU is part of the proposed or existing primary residence or an accessory structure under subsection (D)(2)(a) of this section. iv. When on-street parking permits are required but not offered to the occupant of the ADU.

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v. When there is an established car share vehicle stop located within one block of the ADU.
vi. When the permit application to create an ADU is submitted with an application to create a new single-family or new multifamily dwelling on the same lot, provided that the ADU or the lot satisfies any other criteria listed in subsection (F)(7)(b)(i) through (v), above.
c. No Replacement. When a garage, carport, or covered parking structure, or uncovered parking space is demolished in conjunction with the construction of an ADU or converted to an ADU, those off-street parking spaces are not required to be replaced.

7. Architectural Requirements.
a. The materials and colors of the exterior walls, roof, and windows and doors must be the same as those of the primary dwelling.
b. The roof slope must match that of the dominant roof slope of the primary dwelling. The dominant roof slope is the slope shared by the largest portion of the roof.
c. The exterior lighting must be limited to down-lights or as otherwise required by the zoning, building, or fire code.
d. The ADU must have an independent exterior entrance, apart from that of the primary dwelling.
e. The interior horizontal dimensions of an ADU must be at least 10 feet wide in every direction, with a minimum interior wall height of seven feet. f. No window or door of the ADU may have a direct line of sight to an adjoining residential property. Each window and door must either be located where there is no direct line of sight or screened using fencing, landscaping, or privacy glass to prevent a direct line of sight.
g. All windows and doors in an ADU less than 30 feet from a property line that is not a public right-of-way line must either be (for windows) clerestory with the bottom of the glass at least six feet above the finished floor, or (for windows and doors) utilize frosted or obscure glass.

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8. Historical Protections. An ADU that is on real property that is listed in the California Register of Historic Resources must be located so as to not be visible from any public right-of-way.

9. Allowed Stories. No ADU subject to this subsection (F) may have more than one story, except that an ADU that is attached to the primary dwelling may have the stories allowed under subparagraph (E)(2)(d) of this section.

G. Fees. The following requirements apply to all ADUs that are approved under subsections (D)(1) or (D)(2), above.

1. Impact Fees.
a. Impact fees shall not be imposedNo impact fee is required for an ADU that is less than seven hundred fifty (750) square feet in size. For purposes of this subsection (G)(1), “impact fee” means a “fee under the Mitigation Fee Act (Gov.

Code § 66000(b)) and a fee under the Quimby Act (Gov. Code § 66477). “Impact fee” here does not include any connection fee or capacity charge for water or sewer service.
b. Any impact fee that is required for an ADU that is seven hundred fifty (750) square feet or larger in size must be charged proportionately in relation to the square footage of the primary dwelling unit (e.g., the floor area of the ADU, divided by the floor area of the primary dwelling, times the typical fee amount charged for a new dwelling). An impact fee does not include any connection fee or capacity charge for water or sewer service.

2. Utility Fees.
a. If an ADU or JADU is constructed with a new single-family home, a separate utility connection directly between the ADU or JADU and the utility and payment of the normal connection fee and capacity charge for a new dwelling are required. For detached ADUs where there is a demonstrated adequate sewer capacity acceptable to the city engineer and cleaning/review of the sewer lines has been performed with closed circuit television technology, and an application has been submitted to the city engineer to substantiate capacity calculations, a separate connection for the ADU is not required.

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b. Except as described in subsection (G)(2)(a) of this section, converted ADUs and JADUs on a single-family lot that are created under subsection (D)(2)(a) (D)(1)(a) of this section are not required to have a new or separate utility connection directly between the ADU or JADU and the utility, nor is a connection fee or capacity charge required.
c. Except as described in subsection (G)(2)(a) of this section, all ADUs and JADUs that are not covered by subsection (G)(2)(b) of this section require a new, separate utility connection directly between the ADU or JADU and the utility for any utility that is provided by the city. All utilities that are not provided by the city are subject to the connection and fee requirements of the utility provider.
i. The connection is subject to a connection fee or capacity charge that is proportionate to the burden created by the ADU or JADU, based on either the floor area or the number of drainage-fixture units (DFU) values, as defined by the Uniform Plumbing Code, upon the water or sewer system. ii. The portion of the fee or charge that is charged by the city may not exceed the reasonable cost of providing this service.

H. Nonconforming ADUs and Discretionary Approval. Any proposed ADU or JADU that does not conform to the objective standards established in subsections A through (G)(2) of this section may be allowed by the city with a conditional use permit, in accordance with the other provisions of this title.

IH. Nonconforming Zoning Code Conditions, Building Code Violations, and Unpermitted Structures.

1. Generally. The city will not deny an ADU or JADU application due to a nonconforming zoning condition, building code violation, or unpermitted structure on the lot that does not present a threat to the public health and safety and that is not affected by the construction of the ADU or JADU.

2. Unpermitted ADUs JADUs Constructed Before 20182020.
a. Permit to Legalize. As required by state law, the city may not deny a permit to legalize an existing but unpermitted ADU or JADU that was constructed Agenda Item #11.1.

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before January 1, 20182020, if denial is based on either of the following grounds:
i. The ADU or JADU violates applicable building standards; or ii. The ADU or JADU does not comply with the state ADU or JADU law (California Government Code Section 65852.2) or this section. b. Exemptions.
i. Notwithstanding subsection (I)(2)(a)(H)(2)(a) of this section, the city may deny a permit to legalize an existing but unpermitted ADU or JADU that was constructed before January 1, 20182020, if the city makes a finding that correcting a violation is necessary to protect the health and safety of the public or occupants of the structurecomply with the standards specified in Health and Safety Code section 17920.3.
ii. Subsection (I)(2)(a) (H)(2)(a) of this section does not apply to a building that is deemed to be substandard in accordance with California Health and Safety Code Section 17920.3.

Section 3. Severability. If any section, subsection, phrase, or clause of this ordinance is for any reason held to be unconstitutional, such decision shall not affect the validity of the remaining portions of this ordinance. The City Council would have passed this ordinance and each and every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without regard to whether any portion of the ordinance would be subsequently declared invalid or unconstitutional.

Section 4. CEQA. This ordinance was assessed in accordance with the authority and criteria contained in the California Environmental Quality Act (CEQA), the State CEQA Guidelines (the Guidelines), and the environmental regulations of the City. The City Council find that, under California Public Resources Code section 21080.17, the California Environmental Quality Act (“CEQA”) does not apply to the adoption of an ordinance by a city or county implementing the provisions of Article 2 of Chapter 13 of Division 1 of Title 7 of the California Government Code, which is California’s ADU law and which also regulates JADUs, as defined by section 66313. Therefore, adoption of the proposed ordinance is statutorily exempt from CEQA in that it implements state ADU law.

Section 5. Effective Date. This Ordinance shall take effect and be enforced within thirty (30) days from and after the date of its adoption by the City Council at a Agenda Item #11.1.

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second reading and shall be posted and published in accordance with the California Government Code.

THE FOREGOING ORDINANCE was introduced at a regular meeting of the St.

Helena City Council on the _____day of _____ 2025 and was adopted at a regular meeting of the St. Helena City Council on the day of , 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ATTEST:__________________________ APPROVED:_____________________ Erika Opp, Administrative Analyst Paul Dohring, Mayor
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17.22.030 Accessory dwelling units.

A. Purpose. The purpose of this section is to allow and regulate accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs) in compliance with California Government Code Sections 65852.2 and 65852.22.

B. Effect of Conforming. An ADU or JADU that conforms to the standards in this section will not be:

1. Deemed to be inconsistent with the city’s general plan and zoning designation for the lot on which the ADU or JADU is located.

2. Deemed to exceed the allowable density for the lot on which the ADU or JADU is located.

3. Considered in the application of any local ordinance, policy, or program to limit residential growth.

4. Required to correct a nonconforming zoning condition as defined in subsection (C) of this section. This does not prevent the city from enforcing compliance with applicable building standards in accordance with California Health and Safety Code Section 17980.12.

C. Definitions. As used in this section, terms are defined as follows:
“Accessory dwelling unit” or “ADU” means an attached or a detached residential dwelling unit that provides complete independent living facilities for one or more persons and is located on a lot with a proposed or existing primary residence. An accessory dwelling unit also includes the following:

1. An efficiency unit, as defined by Section 17958.1 of the California Health and Safety Code; and

2. A manufactured home, as defined by Section 18007 of the California Health and Safety Code.
“Accessory structure” means a structure that is accessory and incidental to a dwelling located on the same lot.

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“Complete independent living facilities” means permanent provisions for living, sleeping, eating, cooking, and sanitation on the same parcel as the single-family or multifamily dwelling is or will be situated.
“Efficiency kitchen” means a kitchen that includes each of the following:

1. A cooking facility with appliances.

2. A food preparation counter and storage cabinets that are of a reasonable size in relation to the size of the ADU.
“Junior accessory dwelling unit” or “JADU” means a residential unit that satisfies all of the following:

1. Is no more than five hundred (500) square feet in size;

2. Is contained entirely within an existing or proposed single-family structure.

An enclosed use within the residence, such as an attached garage, is considered to be part of and contained within the single-family structure;

3. Includes its own separate sanitation facilities or shares sanitation facilities with the existing or proposed single-family structure;

4. If the unit does not include its own separate bathroom, then it contains an interior entrance to the main living area of the existing or proposed single-family structure in addition to an exterior entrance that is separate from the main entrance to the primary dwelling;

5. Includes an efficiency kitchen, as defined in this subsection (C); and

6. Includes a separate entrance from the main entrance to the structure. “Livable space” means a space in a dwelling intended for human habitation, including living, sleeping, cooking, eating, or sanitation. “Living area” means the interior habitable area of a dwelling unit, including basements and attics, but does not include a garage or any accessory structure. “Nonconforming zoning condition” means a physical improvement on a property that does not conform with current zoning standards.

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“Passageway” means a pathway that is unobstructed clear to the sky and extends from a street to one entrance of the ADU or JADU.
“Proposed dwelling” means a dwelling that is the subject of a permit application and that meets the requirements for permitting.
“Public transit” means a location, including, but not limited to, a bus stop or train station, where the public may access buses, trains, subways, and other forms of transportation that charge set fares, run on fixed routes, and are available to the public.
“Tandem parking” means that two or more automobiles are parked on a driveway or in any other location on a lot, lined up behind one another.

D. Approvals. The following approvals apply to ADUs and JADUs under this section:

1. Building Permit Only. If an ADU or JADU complies with each of the general requirements in subsection (e) below, it is allowed with only a building permit in the following scenarios:
a. Converted on single-family lot: one ADU as described in this subsection and one JADU on a lot with a proposed or existing single-family dwelling on it, where the ADU or JADU:
i. Is either: within the space of a proposed single-family dwelling; within the existing space of an existing single-family dwelling; or (in the case of an ADU only) within the existing space of an accessory structure, plus up to one hundred fifty (150) additional square feet. For purposes of this subsection, “within the existing space” includes a structure that is constructed in the same location and to the same dimensions. ii. Has exterior access that is independent of that for the single-family dwelling.
iii. Has side and rear setbacks sufficient for fire and safety, as dictated by applicable building and fire codes.
iv. The JADU complies with requirements of California Government Code Section 66333–66339.

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b. Detached on single-family lot: one detached, new-construction ADU on a lot with a proposed or existing single-family dwelling (in addition to any JADU that might otherwise be established on the lot under subsection (D)(1)(a) of this section), if the detached ADU satisfies the following limitations:
i. The side and rear yard setbacks are at least four feet. ii. The total floor area is eight hundred (800) square feet or smaller. iii. The peak height above grade does not exceed the applicable height limit in subsection (E)(2) of this section.
c. Converted on multifamily lot: One or more ADUs within portions of existing multifamily dwelling structures that are not used as livable space, including, but not limited to, storage rooms, boiler rooms, passageways, attics, basements, or garages, if each converted ADU complies with state building standards for dwellings. Under this subsection (D)(1)(c), at least one converted ADU is allowed within an existing multifamily dwelling, up to a quantity equal to twentyfive percent (25%) of the existing multifamily dwelling units. d. Detached on multifamily lot: no more than two detached ADUs on a lot with a proposed multifamily dwelling, or up to eight detached ADUs on a lot with an existing multifamily dwelling, if each detached ADU satisfies all of the following limitations:
i. The side and rear yard setbacks are at least four feet. If the existing multifamily dwelling has a rear or side yard setback of less than four feet, the city will not require any modification to the multifamily dwelling as a condition of approving the ADU.
ii. The peak height above grade does not exceed the applicable height limit in subsection (E)(2) of this section.
iii. If the lot has an existing multifamily dwelling, the quantity of detached ADUs does not exceed the number of primary dwelling units on the lot.

2. Process and Timing.
a. An application for an ADU or JADU is considered and approved ministerially, without discretionary review or a hearing.

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b. The city must approve or deny an application to create an ADU or JADU within sixty (60) days from the date that the city receives a completed application. If the city has not approved or denied the completed application within sixty (60) days, the application is deemed approved unless either:
i. The applicant requests a delay, in which case the sixty (60) day time period is tolled for the period of the requested delay; or ii. When an application to create an ADU or JADU is submitted with a permit application to create a new single-family or multifamily dwelling on the lot, the city may delay acting on the permit application for the ADU or JADU until the city acts on the permit application to create the new singlefamily or multifamily dwelling, but the application to create the ADU or JADU will still be considered ministerially without discretionary review or a hearing. c. If the city denies an application to create an ADU or JADU, the city must provide the applicant with comments that include, among other things, a list of all the defective or deficient items and a description of how the application may be remedied by the applicant. Notice of the denial and corresponding comments must be provided to the applicant within the sixty (60) day time period established by subsection (D)(3)(b) of this section.
d. A demolition permit for a detached garage that is to be replaced with an ADU is reviewed with the application for the ADU and issued at the same time.

E. General ADU and JADU Requirements. The following requirements apply to all ADUs and JADUs:

1. Zoning.
a. An ADU subject only to a building permit under subsection (D)(1) above may be created on a lot in a residential or mixed-use zone. b. An ADU permitted under subsection (D)(2) above may be created on a lot that is zoned to allow single-family dwelling residential use or multifamily dwelling residential use.
c. In accordance with Government Code section 66333(a), a JADU may only be created on a lot zoned for single-family residences.

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3. Fire Sprinklers.
a. Fire sprinklers are required in an ADU if sprinklers are required in the primary residence.
b. The construction of an ADU does not trigger a requirement for fire sprinklers to be installed in the existing primary dwelling.

4. Rental Term. No ADU or JADU may be rented for a term that is shorter than thirty (30) days. This prohibition applies regardless of when the ADU or JADU was created.

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5. No Separate Conveyance. An ADU or JADU may be rented, but, except as otherwise provided in Government Code section 66341, no ADU or JADU may be sold or otherwise conveyed separately from the lot and the primary dwelling (in the case of a single-family lot) or from the lot and all of the dwellings (in the case of a multifamily lot).

6. Septic System. If the ADU or JADU will connect to an on-site water-treatment system, the owner must include with the application a percolation test completed within the last five years or, if the percolation test has been recertified, within the last ten (10) years. Refer to the county of Napa’s environmental health department regulations.

7. Owner Occupancy.
a. An ADU that is created under this section on or after January 1, 2020are not subject to any owner-occupancy requirement.
b. As required by state law, all JADUs are subject to an owner-occupancy requirement. A natural person with legal or equitable title to the property must reside on the property, in either the primary dwelling or JADU, as the person’s legal domicile and permanent residence. However, the owner-occupancy requirement of this subsection (E)(7)(b) does not apply if the property is entirely owned by another governmental agency, land trust, or housing organization.

8. Deed Restriction. Prior to issuance of a certificate of occupancy for a JADU, a deed restriction must be recorded against the title of the property in the county recorder’s office and a copy filed with the community development director. The deed restriction must run with the land and bind all future owners. The form of the deed restriction will be provided by the city and must provide that:
a. The JADU may not be sold separately from the primary dwelling. b. The JADU is restricted to the approved size and to other attributes allowed by this section.
c. The deed restriction runs with the land and may be enforced against future property owners.

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d. The deed restriction may be removed if the owner eliminates the JADU, as evidenced by, for example, removal of the kitchen facilities. To remove the deed restriction, an owner may make a written request of the community development director, providing evidence that the JADU has in fact been eliminated. The community development director may then determine whether the evidence supports the claim that the JADU has been eliminated. Appeal may be taken from the community development director’s determination consistent with other provisions of this code. If the JADU is not entirely physically removed, but is only eliminated by virtue of having a necessary component of an JADU removed, the remaining structure and improvements must otherwise comply with applicable provisions of this code.
e. The deed restriction is enforceable by the community development director or his or her designee for the benefit of the city. Failure of the property owner to comply with the deed restriction may result in legal action against the property owner, and the city is authorized to obtain any remedy available to it at law or equity, including, but not limited to, obtaining an injunction enjoining the use of the JADU in violation of the recorded restrictions or abatement of the illegal unit.

9. Rent Reporting. In order to facilitate the city’s obligation to identify adequate sites for housing in accordance with Government Code Sections 65583.1 and 66330, the following requirements must be satisfied:
a. With the building permit application, the applicant must provide the community development director with an estimate of the projected annualized rent that will be charged for the ADU or JADU.
b. Within ninety (90) days after each January 1 following issuance of the building permit, the owner must report the actual rent charged for the ADU or JADU during the prior year. If the community development director does not receive the report within the ninety (90) day period, the owner is in violation of this Code, and the community development director may send the owner a notice of violation and allow the owner another thirty (30) days to submit the report. If the owner fails to submit the report within the thirty (30) day period, the community development director may enforce this provision in accordance with applicable law.

10. Building and Safety.

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a. Must Comply With Building Code. Subject to subsection (E)(10)(b) of this section, all ADUs and JADUs must comply with all local building code requirements.
b. No Change of Occupancy. Construction of an ADU does not constitute a Group R occupancy change under the local building code, as described in California Building Code Section 310, unless the chief building official makes a written finding based on substantial evidence in the record that the construction of the ADU could have a specific, adverse impact on public health and safety.

F. Specific ADU Requirements. The following requirements apply only to ADUs that require an ADU permit under subsection (D)(2) of this section:

1. Maximum Size.
a. The maximum size of a detached or attached ADU subject to this subsection F is eight hundred fifty (850) square feet for a studio or one-bedroom unit and one thousand (1,000) square feet for a unit with two bedrooms. No more than two bedrooms are allowed.
b. An attached ADU that is created on a lot with an existing primary dwelling is further limited to fifty percent (50%) of the floor area of the existing primary dwelling.
c. Application of other development standards in this subsection F, such as FAR or lot coverage, might further limit the size of the ADU, but no application of the percent-based size limit in subsection (F)(1)(b) above or of an FAR, front setback, lot coverage limit, or open-space requirement may require the ADU to be less than eight hundred (800) square feet.

2. No ADU may cause the total gross floor area of the underlying zone to be exceeded, with the provision that all lots may have an ADU up to 800 square feet.

3. Lot Coverage. No ADU subject to this subsection F may cause the total lot coverage of the lot to exceed the maximum lot coverage for the zoning district in Agenda Item #11.1.

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which the ADU is proposed as established in Table 17.16.030(B), Development Standards—Residential Zoning Districts, subject to subsection (F)(1)(c), above.

4. Setbacks.
a. ADUs that are subject to this subsection (F) must conform to 4-foot side and rear setbacks. ADUs that are subject to this subsection (F) must conform to the front setback as required by the underlying zoning district, subject to subsection (F)(1)(c), above.
b. No setback is required for an ADU that is subject to this subsection (F) if the ADU is constructed in the same location and to the same dimensions as an existing, nonconforming, enclosed structure.

5. Passageway. No passageway, as defined by subsection (C) of this section, is required for an ADU.

6. Parking.
a. Generally. One off-street parking space is required for each ADU. The parking space may be provided in setback areas or as tandem parking, as defined by subsection (C) of this section.
b. Exceptions. No parking under subsection (F)(7)(A) of this section is required in the following situations:
i. The ADU is located within one-half mile walking distance of public transit, as defined by subsection (C) of this section.
ii. The ADU is located within an architecturally and historically significant historic district.
iii. The ADU is part of the proposed or existing primary residence or an accessory structure under subsection (D)(2)(a) of this section. iv. When on-street parking permits are required but not offered to the occupant of the ADU.
v. When there is an established car share vehicle stop located within one block of the ADU.

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vi. When the permit application to create an ADU is submitted with an application to create a new single-family or new multifamily dwelling on the same lot, provided that the ADU or the lot satisfies any other criteria listed in subsection (F)(7)(b)(i) through (v), above.
c. No Replacement. When a garage, carport, covered parking structure, or uncovered parking space is demolished in conjunction with the construction of an ADU or converted to an ADU, those off-street parking spaces are not required to be replaced.

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8. Historical Protections. An ADU that is on real property that is listed in the California Register of Historic Resources must be located so as to not be visible from any public right-of-way.

G. Fees. The following requirements apply to all ADUs that are approved under subsections (D)(1) or (D)(2), above.

1. Impact Fees.
a. No impact fee is required for an ADU that is less than seven hundred fifty (750) square feet in size. For purposes of this subsection (G)(1), “impact fee” means a “fee under the Mitigation Fee Act (Gov. Code § 66000(b)) and a fee under the Quimby Act (Gov. Code § 66477). “Impact fee” here does not include any connection fee or capacity charge for water or sewer service. b. Any impact fee that is required for an ADU that is seven hundred fifty (750) square feet or larger in size must be charged proportionately in relation to the square footage of the primary dwelling unit (e.g., the floor area of the ADU, divided by the floor area of the primary dwelling, times the typical fee amount charged for a new dwelling).

2. Utility Fees.
a. If an ADU is constructed with a new single-family home, a separate utility connection directly between the ADU and the utility and payment of the normal connection fee and capacity charge for a new dwelling are required. For detached ADUs where there is a demonstrated adequate sewer capacity acceptable to the city engineer and cleaning/review of the sewer lines has been performed with closed circuit television technology, and an application has been submitted to the city engineer to substantiate capacity calculations, a separate connection for the ADU is not required.
b. Except as described in subsection (G)(2)(a) of this section, converted ADUs on a single-family lot that are created under subsection (D)(1)(a) of this section Agenda Item #11.1.

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are not required to have a new or separate utility connection directly between the ADU and the utility, nor is a connection fee or capacity charge required. c. Except as described in subsection (G)(2)(a) of this section, all ADUs and JADUs that are not covered by subsection (G)(2)(b) of this section require a new, separate utility connection directly between the ADU and the utility for any utility that is provided by the city. All utilities that are not provided by the city are subject to the connection and fee requirements of the utility provider. i. The connection is subject to a connection fee or capacity charge that is proportionate to the burden created by the ADU, based on either the floor area or the number of drainage-fixture units (DFU) values, as defined by the Uniform Plumbing Code, upon the water or sewer system.
ii. The portion of the fee or charge that is charged by the city may not exceed the reasonable cost of providing this service.

H. Nonconforming Zoning Code Conditions, Building Code Violations, and Unpermitted Structures.

2. Unpermitted ADUs JADUs Constructed Before 2020.
a. Permit to Legalize. As required by state law, the city may not deny a permit to legalize an existing but unpermitted ADU or JADU that was constructed before January 1, 2020, if denial is based on either of the following grounds:
i. The ADU or JADU violates applicable building standards; or ii. The ADU or JADU does not comply with the state ADU or JADU law or this section.
b. Exemptions.

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i. Notwithstanding subsection (H)(2)(a) of this section, the city may deny a permit to legalize an existing but unpermitted ADU or JADU that was constructed before January 1, 2020, if the city makes a finding that correcting a violation is necessary to comply with the standards specified in Health and Safety Code section 17920.3.
ii. Subsection (H)(2)(a) of this section does not apply to a building that is deemed to be substandard in accordance with California Health and Safety Code Section 17920.3.

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City of St. Helena
City Council
Project: Zoning Ordinance Amendment to amend Chapter

17.22.030 of Title 17 of St. Helena Municipal Code
(Accessory Dwelling Units)
Staff: Jackie Oneal
Community Development Department April 22, 2025
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Project Description
• Amend Section 17.22.030 of the City of St. Helena
Municipal Code to comply with recent changes to state law that impose new limits on local authority to regulate
Accessory Dwelling Units (“ADUs”) and Junior Accessory
Dwelling Units (“JADUs”).
• Both AB 2533 and SB 1211 took effect January 1, 2025. To remain valid, the City’s ADU ordinance must comply with requirements imposed by AB 2533 and SB 1211. Adopting
the proposed ordinance (Exhibit A to Attachment 1) ensures that the City’s ADU ordinance will be valid under AB 2533 and SB 1211.
• Staff has included code cleanups that are not direct results of the 2024 state law changes but have been included for Agenda Item #11.1.

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Purpose
In recent years, the California Legislature has approved, and the Governor has signed into law, a number of bills that, among other things, amended various sections of the
Government Code to impose new limits on local authority to regulate ADUs and JADUs.

In 2024, the California Legislature approved, and the
Governor signed into law, two new bills — AB 2533 and SB 1211 — that further amend State ADU law as summarized on the following slides.

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AB 2533- Unpermitted ADUs & JADUs
2024 Changes
• Expands existing prohibitions to denial to include JADUs • Changes construction cut off date from 1/1/2018 to 1/1/2020 • Replaces the existing exception to denial with a requirement that local agencies find that correction is necessary to comply with standards in the Health and Safety Code section 17920.3 (Substandard Buildings)
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SB 1211- Replacement Parking;
Multifamily ADUs
2024 Changes
• Expands existing prohibitions to off-street parking requirements. No replacement parking requirement for uncovered parking spaces demolished or replaced with an ADU.
• Adds New Definition for “Livable Space” a space in a dwelling intended for human habitation, including living, sleeping, eating, cooking, or sanitation. • Increases the number of detached ADUs allowed on a lot with existing multifamily. Up to 8 detached ADUs or as many as there are primary dwelling units on the lot, whichever is less.

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C. Definitions
“Complete independent cooking facilities” – Modified to conform with state law and separated from ADU definition for clarity. This definition applies to attached and detached residential dwelling units and requires permanent provisions for living, sleeping, eating, cooking, and sanitation.
“Cooking Facility” - Removed definition of cooking facility for noncompliance with state law.
“Efficiency Kitchen”- Modified to conform with state law. This definition applies to JADUs only.

D. Approvals
1(d). Detached on multifamily lot: No more than 2 detached ADUs on a lot with a proposed multifamily dwelling, or up to 8 detached ADUs on a lot with an existing multifamily dwelling (not to exceed the number of existing primary dwelling units).

Notable Consistency Changes
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F. Specific ADU Requirements

4. Setbacks- ADUs subject to subsection F(4) must conform to the front setback as required by the underlying zoning district.

6. Parking- No replacement parking expanded to include uncovered parking spaces.

7. Architectural- Objective Criteria added for clarity.

G. Fees
1(a) Impact Fees- Additional information added for clarity.

H. Nonconforming Zoning Code Conditions, Building Code Violations, and Unpermitted Structures.
-Dates changed from 2018 to 2020.
-Correction metrics changed to Health and Safety Code Section 17920.3 standards.

Notable Consistency Changes
Agenda Item #11.1.

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Recommendation
Introduction and waive the first reading of the proposed Ordinance to:

1. Find that, pursuant to the California Public Resources Code Section 21080.17, the ordinance is statutorily exempt from CEQA which exempts the adoption of an accessory dwelling unit ordinance to implement the provisions of Section 65852.2 of the California Government Code; and

2. Approve and adopt Zoning Ordinance Amendment (ZOA 2025- 001) to amend Section 17.22.030 of the St. Helena Municipal Code regarding ADU regulations.

Agenda Item #11.1.

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Questions?
Agenda Item #11.1.

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Agenda Report to the City Council
Agenda Section: OLD BUSINESS
Department: Administration
DATE: April 22, 2025
FROM: Mandy Kellogg, Administrative Services Director
SUBJECT: Review options to reduce water and/or wastewater rates and provide feedback to staff.

RECOMMENDED
ACTION:

Staff is requesting further direction on the findings
presented.

PREVIOUS COUNCIL
ACTION:

January 28, 2025 - Provided direction to staff to agendize discussion.

March 11, 2025 - Reviewed options to reduce water and/or wastewater rates.

STATEMENT OF THE
PURPOSE:

Discuss, review, and provide direction to staff on the
current water and wastewater rates.

FINANCIAL IMPACT: None associated with this report; however, the fiscal impact is dependent on Council decision(s).

BACKGROUND:

On January 28, 2025, Council Member Barak requested an item be added to a future agenda as described below.

Discuss and review the current and proposed water rates with the goal of significantly reducing the financial burden on residents. Discussion should include but not be limited to:
 Reviewing allocation of administrative salaries currently funded by the water and wastewater enterprise fund and consider a shift to the general fund where appropriate.
 Examine the City's water and wastewater reserve policies.  Evaluating current reserve levels and determining whether adjustments to the reserve targets are feasible without compromising financial stability.  Analyzing the Capital Improvement Program (CIP) to access prioritization phasing and potential restructuring of projects to control costs and reduce ratepayer impact.
 Exploring immediate strategies to prevent the scheduled 8% rate increase in the fiscal year 2025 and assessing long-term options to lower future rate adjustments for residents.

On March 11, 2025, staff presented the following information to City Council:

Agenda Item #12.1.

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As part of the rate study process in 2022 and 2023, a committee of residents worked with a specialized consultant (Raftelis) and staff to recommend to the City Council new rates for the water and wastewater enterprises. The rates were approved by City Council effective September 2023 and increased water rates by 28% and wastewater rates by 50% in the first year. The five-year rate plan included increases each subsequent July 1st. On July 1, 2024, water rates increased by 8% and are scheduled to go up another 8% on July 1, 2025 and wastewater rates increased by 4% on July 1, 2024 and are scheduled to go up another 4% on July 1, 2025. The need for these steep increases was due to the severity of underfunding and underinvestment over the last couple of decades. The underinvestment has left the water and wastewater system (in addition to the stormwater system, which has no dedicated funding source other than Measure H General Obligation (GO) Bonds) in dilapidated states resulting in state fines, frequent pipe breaks, and discolored water in faucets among other detrimental effects.

The rate increases were anticipated to generate approximately $46.5 million for investment in the water and wastewater systems. This amount includes funds directly collected from ratepayers as well as issuance and payment of bonds which will fund approximately $33.5 million of the planned expenditures. In response to the request to propose ways to reduce the rates, staff developed the following matrix that describes the main options to reduce rates in the water and wastewater funds.

Water Enterprise Options:

During the rate study, Raftelis projected that with no rate increases over the study period the Water Enterprise’s reserves will fall below the target reserve policy and fail to meet minimum debt coverage in all years of the study period. Without revenue adjustments, fund balances would be negative in every year of the study period and decrease greatly over time due to operating, maintenance, and capital expenses. Key factors influencing the need for proposed revenue adjustments include:

1. Cost of inflation: Operating costs continue to increase year over year due to inflationary pressures.

2. Reduction in baseline water demand: Water sales are significantly lower relative to pre-drought years, resulting in lower baseline variable water rate revenues.

3. Planned capital expenditures: CIP project expenditures through FY 2028-29, including substantial repair and replacement projects, totaling $59.5M (i.e. per adopted 5-year CIP, FY25 - FY29, which equates to approximately $11.9M per year on average).

Table 1 below represents a number of options and implications for Council consideration and discussion.

Table 1 - Options and Impacts on Water Enterprise
Option Description Impact
1 Shift base and use costs Ratepayers with lower use will see Agenda Item #12.1.

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Option Description Impact
savings, but it may result in revenue
volatility.
2 Shift a higher % of personnel
charges from Water Fund to
General Fund*
Already burdened General Fund, will in
effect subsidize the enterprise funds.
3 Postpone CIP Projects
Delaying improvements of the water
systems leads to project escalation
costs and ever increasing risks of
jeopardizing life/safety due to aging
infrastructure.
4 Reduce reserve levels
Cash flow would be strained during
emergency situations.

May shift funding from scheduled CIP
projects.

Could impact debt coverage
requirements.
5 Reduce operations budget Any substantive reductions would have impacts on service delivery.
6 Move from bonds to State
Revolving Fund (SFR) financing
SRF typically offers below-market
interest rates, reducing overall
borrowing costs. However, the process
to secure funding is longer than the
issuance of bonds.

SRF funding involves a rigorous
application process with specific
eligibility requirements, which can be
time-consuming and may not be
suitable for all types of projects.

The amount of SRF funding available
can vary depending on federal funding
allocations, potentially leading to project
delays if sufficient funds are not
available.

Wastewater Enterprise:

During the rate study Raftelis projected that with no rate increases over the five-year study period the Wastewater Enterprise’s reserves would fall below the existing reserve policy and fail to meet its debt coverage requirement in each year of the study period.

Key factors influencing the need for the approved Wastewater Enterprise revenue adjustments included:

Agenda Item #12.1.

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1. Cost of inflation: Operating costs continue to increase year over year due to inflationary pressures and the cost of staffing treatment facilities.

2. Planned capital expenditures: CIP project expenditures through FY 2028-29, including substantial repair and replacement projects, totaling $29.4M (i.e. per adopted 5-year CIP, FY25 - FY29, which equates to approximately $5.9M per year on average.

3. Reserve replenishment: the Wastewater Enterprise has reduced cash reserves during the past several fiscal years due to unforeseen operating costs as well as the completion of a significant capital project (i.e. the Wastewater Treatment Plant Upgrade Project).

Table 2 below represents a number of options and implications for Council consideration and discussion.

Table 2 - Options and Impacts on Wastewater Enterprise
Option Description Impact
1 Shift a higher % of personnel
charges from Wastewater Fund to
General Fund*
Already burdened General Fund, will in
effect subsidize the enterprise funds.
2 Postpone CIP Projects
Delaying improvements of the
wastewater systems leads to project
escalation costs and ever increasing
risks of jeopardizing life/safety due to
aging infrastructure.

Scheduled CIP are required by the
negotiated Riverwatch Settlement
Agreement.
3 Reduce reserve levels
Cash flow would be strained during
emergency situations.

May shift funding from scheduled CIP
projects.

Could impact debt coverage
requirements.
4 Reduce operations budget Any substantive reductions would have impacts on service delivery.
* It is typical that a portion of personnel charges be allocated to each enterprise fund.

This allocation reflects effort expended by staff in support of enterprise fund operations, including but not limited to administrative oversight, financial management, customer service, and maintenance activities directly related to water and wastewater fund functions. The allocation methodology is reviewed annually to ensure consistency with generally accepted accounting principals and cost allocation best practices. This approach promotes transparency, supports full cost recovery, and ensures that enterprise funds bear their fair share of personnel-related expenses.

Agenda Item #12.1.

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As noted at the March 11, 2025, to better assess the impact of each option listed above and determine their potential to significantly reduce the financial burden on ratepayers, the following steps were undertaken:

1. Estimates for Each Option - Raftelis was tasked with evaluating the proposed options and providing an estimate of the potential savings or rate reductions for each scenario.

2. City's Legal Covenant to Bond Holders - Any attempt to reduce rates must take into account the City's legal covenant to bond holders (i.e. both water and wastewater bond holders) which ensures the utility will generate enough revenue to pay back the bonds. This review was conducted by Raftelis.

3. Cost Allocation Study - This study will provide updated financial data.

4. Existing Debt Evaluation - City staff worked with the Municipal Advisor to evaluate if there are opportunities to restructure existing debt.

5. Incorporating Council Decisions into Budget Planning - Implementation of any of the ideas will result in budget implications. Based on Council's direction, staff will integrate the approved measures into the FY 2025-26 and FY 2026-27 biennial Operating and Capital Improvement Plan budgets.

DISCUSSION:

Per direction received at the March 11th Council meeting, staff worked with Raftelis to analyze impacts of reducing water and wastewater rates. In order to complete the analysis to understand impacts from deviating from the previously adopted rate study, Raftelis completed the following:

1. Updated the City's financial planning model that was developed for the 2022-23 Rate Study.

2. Made updates to the assumptions included in the 2022-23 Rate Study based on current conditions, which included the following:
a. Normal condition water demand
b. Operation and maintenance expenses
c. Capital Improvement Program (CIP)
d. Timeline for debt issuance
e. Cash balances
f. Reserve requirements for water and wastewater funds

3. Reconciled actual revenues to previously forecasted revenues in the prior rate study.

Raftelis evaluated the following options:
 No rate increases in FY 2025-26. The adopted FY 2022-23 Rate Study has an increase scheduled for July 1, 2025 in the amount of 8% for Water and 4% for Wastewater.
 Rate decrease of 5% in FY 2025-26.
 Rate decrease of 10% in FY 2025-26.

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In order for the option to be considered viable, the scenario must maintain a reserve balance within the reserve policy and meet the required debt ratio coverage. The following are the existing requirements for each Enterprise:

Enterprise Debt Coverage Ratio Reserve policy
Water 1.25x 10 - 14 Months Annual Operating
Expenses
Wastewater 1.20x 6 - 8 Months Annual Operating
Expenses
To allow for more viability with rate reduction options, Raftelis incorporated adjusting the minimum reserve for both Water and Wastewater to 90 days. Therefore, if any of the options are implemented the reserve policy will need to be amended.

Water Enterprise Analysis
No rate increases in FY 2025-26
Based on the analysis completed by Raftelis, it was determined that the City could forego the rate increase in FY 2025-26 and maintain debt coverage as well as reserve levels. Notable changes that were made to absorb the impacts of eliminating the July 1, 2025 rate increase of 8% include the following:

1. Reducing the minimum reserve level to 90 days.

2. Amending the debt issuance schedule. The 2nd tranche of revenue bonds was scheduled for $23 million in FY 2025-26. This would be amended to two issuances: $16 million in FY 2026-27 and $7 million in FY 2027-28.

3. Shifting approximately $700,000 in CIP projects to GO Bond funding.

It is important to note that even with the scheduled increases in FY 2026-27 and FY 2027-28, the City would fall below debt coverage in FY 2030-31, whereas with the scheduled increase in FY 2025-26 the City would have maintained coverage through FY 2033-34.

Rate reduction in FY 2025-26
Further analysis was completed to determine if the Water Enterprise could absorb either a 5% or 10% decrease in rates in FY 2025-26. In order to maintain debt coverage requirements and meet a minimum reserve level of 90 days, a decrease would require cuts in either planned CIP spending or the Operating budget as follows:
 5% rate reduction - 7.5% reduction in annual operating expenses ($500,000)  10% rate reduction - 15% reduction in annual operating expenses ($1 million) Agenda Item #12.1.

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After consulting with the Director of Public Works it was determined that cuts of that magnitude were not feasible without significant impacts to operations or delivery of projects.

Wastewater Enterprise Analysis
No rate increases in FY 2025-26
Based on the analysis completed by Raftelis, it was determined that the City could forego the rate increase in FY 2025-26 and maintain debt coverage as well as reserve levels. Notable changes that were made to absorb the impacts of eliminating the July 1, 2025 rate increase of 4% include the following:

1. Reducing the minimum reserve level to 90 days.

2. Reduction in FY 2025-26 Draft Operating Budget of $300,000.

3. Shifting approximately $2.2 million in CIP projects to GO Bond funding.

It is important to note that even with the scheduled increases in FY 2026-27 and FY 2027-28, the cash balances would fall below the 90-day reserve level FY 2029-30 and there would be a negative cash balance by FY 2031-32.

Rate reduction in FY 2025-26
Further analysis was completed to determine if the Wastewater Enterprise could absorb either a 5% or 10% decrease in rates in FY 2025-26. In order to maintain debt coverage requirements and meet a minimum reserve level of 90 days, a decrease would require cuts in either planned CIP spending or the Operating budget as follows:
 5% rate reduction - 7% reduction in annual operating expenses ($290,000)  10% rate reduction - 14% reduction in annual operating expenses ($580,000) These expenditure cuts would be in addition to the $300,000 that was previously cut to absorb the impacts of no rate increase in FY 2025-26. After consulting with the Director of Public Works it was determined that cuts of that magnitude were not feasible without significant impacts to operations or delivery of projects.

Cost Allocation Study
Staff has been working with ClearSource Financial Consulting to complete an updated Cost Allocation Plan to determine if the existing allocation for overhead costs are appropriately being charged to the Water and Wastewater Enterprise funds. Preliminary results indicate that there should be a reduction in the existing allocation of overhead expenses in the amount of $218,384 as follows:
 Water Enterprise - Reduce allocation by $153,325
 Wastewater Enterprise - Reduce allocation by $65,059
Agenda Item #12.1.

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Staff is continuing to work with the consultant to refine the analysis and anticipates bring the final report to City Council on May 13, 2025.

Evaluation of Existing Debt
Staff considered the options to restructure the existing debt to possibly avoid or reduce rate increases.

The Water fund currently has three outstanding obligations:

1. Series 2012 Bonds (Callable on Any Date at 100%, October 1, 2032 Final Maturity, $2,746,956 Principal Remaining)

2. Series 2019 Refunding Direct Placement) (Non-Callable, October 1, 2031 Final Maturity, $3,373,900 Principal Remaining)

3. Series 2024 (Callable Beginning October 1, 2034 and Any Date Thereafter, October 1, 2054 Final Maturity, $10,685,000 Principal Remaining) The Series 2012 Bonds for Water have been monitored for refunding purposes. The small remaining amount and short remaining term do not make an economic refunding currently viable.

The Wastewater fund currently has four outstanding obligations:

1. Series 2005B Bonds (Callable on Any Date at 100%, October 1, 2030 Final Maturity, $735,000 Principal Remaining)

2. Series 2012 Bonds (Callable on Any Date at 100%, October 1, 2032 Final Maturity, $763,044 Principal Remaining)

3. Series 2023 Direct Placement (Callable Beginning on April 1, 2027 at 100%, October 1, 2038 Final Maturity, $3,340,000 Principal Remaining)

4. USDA Loan (October 1, 2064 Final Maturity, $9,263,966 Principal Remaining) The Series 2005B and Series 2012 Bonds have both been monitored for refunding purposes. The small remaining amounts and short remaining term on each issue do not make an economic refunding currently viable.

For the bonds of both systems, it is possible to pay off early maturities and push out remaining debt to later years - a strategy known as a defeasance or “scoop and toss”.

However, none of the bonds are currently eligible for refinancing that would result in savings. Restructuring now would cost each fund significantly due to issuance fees and higher interest costs.

In addition, the Series 2023 Wastewater Bonds and the Series 2019 and Series 2024 Bonds are not currently callable. This means the City would have to set up an escrow account to hold enough money to pay off the bonds, either at their call dates or final maturity. These escrow accounts require paying all principal and interest up front, and Agenda Item #12.1.

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because investment returns are lower than the cost of borrowing (known as negative arbitrage), the escrow becomes very expensive.

To make matters worse, the 2017 Tax Cuts and Jobs Act prohibits refunding bonds prior to their call date. This means any restructuring of non-callable bonds would require the respective enterprise fund to borrow for any refunding on a taxable basis, making any defeasance much more expensive.

Credit rating agencies like S&P Global. as well as bond markets, would likely view this kind of restructuring negatively, which could lead to bond downgrades and force the City to offer higher interest rates to sell any new bonds due to perceived risk.

While it is technically possible to defease bonds using cash reserves, doing so— especially for non-callable bonds—would be expensive and would reduce the operating reserves or available cash (PAYGO) needed for critical capital projects.

Summary
Staff has determined that it is feasible to forgo rate increases in both the Water (8%) and Wastewater (4%) increases scheduled to go into effect on July 1, 2025. But this will require reducing minimum reserve levels to 90 days, amending the Water Revenue Bond issuance schedule, reducing the Draft FY 2025-26 Wastewater Operations budget by $300,000, and allocating $2.9 million in GO Bond funding to Water and Wastewater projects.

It is not possible to reduce the scheduled rate increases without operational challenges and/or inability to complete planned critical infrastructure improvements.

It is, however, possible to shift personnel costs from the Water and Wastewater enterprises to the General Fund, which could allow for rate reductions. This strategy would alleviate some of the financial pressure on the enterprise funds, but it would correspondingly increase the fiscal deficit in the General Fund. For example, to achieve a 5% rate reduction in both the Water and Wastewater enterprises, shifting personnel costs would increase the General Fund deficit by approximately $790,000.

As stated previously, the preliminary results of the Cost Allocation Plan indicate that $218,384 in overhead costs currently charged to the enterprise funds should be shifted to the General Fund. This reallocation would reduce the burden on the Water and Wastewater funds and slightly improve rate affordability for customers.

Further analysis of the Cost Allocation Plan could reveal additional opportunities to reduce indirect cost charges to the enterprise funds. These opportunities might include refining cost drivers and ensuring that overhead allocations are accurately aligned with the level of service actually provided to the funds. A more equitable and precise allocation of costs could lead to a meaningful reduction in enterprise fund expenses, Agenda Item #12.1.

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creating the potential for more sustainable rate relief without compromising essential services or project delivery.

However, while beneficial to ratepayers, any further shifting of costs to the General Fund must be carefully weighed against the City’s structural deficit and long-term financial stability. It is essential to ensure that the General Fund does not end up subsidizing the true cost of delivering water and wastewater services—doing so would not only place additional strain on already limited General Fund resources but could also create equity concerns and misalignment with cost-of-service principles. Identifying external funding sources, operational efficiencies, or additional General Fund revenues would be critical to supporting any reallocation without worsening the City's overall fiscal condition.

Next Steps
Staff is seeking direction on next steps as it relates to the information provided.

ENVIRONMENTAL REVIEW:

None.

GOAL:

Goal 1: Strengthen Financial Sustainability
Goal 2: Improve Infrastructure & Further Environmental Sustainability Goal 3: Pursue Water Security & Sustainable Management of Water Resources Goal 5: Enhance Quality of Life
Agenda Item #12.1.

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Presentation | April 22, 2025
City of St. Helena
2025 Rate Review
Agenda Item #12.1.

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Agenda
• Financial Forecast Update
• Model Estimates and Assumptions
• Water Rate Analysis
• Wastewater Rate Analysis
• Low Income Assistance
• Cost Allocation Plan
2 Agenda Item #12.1.

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Financial Forecast Update
• Objective: evaluate the need for planned rate increases and the impacts of deviating from the rate plan
› Raftelis updated the City’s financial planning model developed for the 2022- 2023 Rate Study
› Updates to: normal condition water demand estimates, Operations and Maintenance (O&M) expenses, CIP timing and funding sources, existing and future debt service, cash balances, and reserve requirements › With assistance from City staff, Raftelis developed a series of alternatives for the final three years of the current rate study
3 Agenda Item #12.1.

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Key Model Estimates and Assumptions
• Water demand of 1,075 acre-feet per year (AFY)*
• Minimum cash reserve policy of 90 days operating expenses** • Minimum coverage ratio of 1.25x for all water debt service and 1.2x for all wastewater debt service
• Full CIP spend budgeted in each year
• O&M:
› Water $6.8 M operating expenses in FY 2026, escalated in following years › Wastewater $4.1M (versus $4.4M from preliminary budget) • Planned Enterprise Debt: 4% rate and 30-year term
› Water $16 M debt issuance in FY 2027, $7 M debt issuance in FY 2028 › Wastewater No new debt
• O&M inflationary escalation factors between 2.8% and 10% per year, depending on cost center
• CIP construction cost escalation of approximately 3.5% per year 4 *Rate Study projected approximately 1,300 AFY in normal conditions. 1,075 AFY is based on additional data since the prior rate study **Policy per the Rate Study was a minimum of 10 months and 6 months respectively for Water and Wastewater Agenda Item #12.1.

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Rate Alternatives Comparison - Water
Options FY 2026 FY 2027 FY 2028
Rate Plan 8% 8% 8%
Alternative 1: One Year Pause 0% 8% 8%
Alternative 2: Two Year Pause 0% 0% 8%
Alternative 3: 5% Decrease in FY 2026 -5% 8% 8%
Alternative 4: 10% Decrease in FY 2026 -10% 8% 8%
5 Agenda Item #12.1.

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Rate Plan
6 Year FY 2026 FY 2027 FY 2028
Rate Increase (%) 8% 8% 8%
Agenda Item #12.1.

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Alternative 1: One Year Pause
7 Year FY 2026 FY 2027 FY 2028
Rate Increase (%) 0% 8% 8%
Agenda Item #12.1.

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Alternative 2: Two Year Pause
8 Year FY 2026 FY 2027 FY 2028
Rate Increase (%) 0% 0% 8%
Agenda Item #12.1.

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Alternatives 3 & 4
• Due to debt service coverage requirements, decreases to rates require cuts to either planned CIP spending or O&M budgets
• Alternative 3: 5% rate decrease in FY 2026
› Requires an approx. 7.5% reduction in annual O&M spending – $500K per year
• Alternative 4: 10% rate decrease in FY 2026
› Requires an approx. 15% reduction in annual O&M spending – $1 million per year
• Absent these reductions, decreasing rates may not allow for sufficient coverage for financing of future CIP (10% decrease shows below minimum in FY 2027) 9 Agenda Item #12.1.

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Compromise Option
• Alternative 1: No rate increase in FY 2026
• Plan for 8% rate increases in FY 2027 and FY 2028 for capital needs and future external debt financing
• Continue to evaluate future projections based on actual revenues and expenses, as well as capital spending needs and financial environment 10 Agenda Item #12.1.

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Rate Alternatives Comparison - Wastewater
Options FY 2026 FY 2027 FY 2028
Rate Plan 4% 4% 4%
Alternative 1: One Year Pause 0% 4% 4%
Alternative 2: Two Year Pause 0% 0% 4%
Alternative 3: 5% Decrease in FY 2026 -5% 4% 4%
Alternative 4: 10% Decrease in FY 2026 -10% 4% 4%
11 Agenda Item #12.1.

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Wastewater Rate Plan
12 Year FY 2026 FY 2027 FY 2028
Rate Increase (%) 4% 4% 4%
Agenda Item #12.1.

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Alternative One
13 Year FY 2026 FY 2027 FY 2028
Rate Increase (%) 0% 4% 4%
Agenda Item #12.1.

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Alternative Two
14 Year FY 2026 FY 2027 FY 2028
Rate Increase (%) 0% 0% 4%
Agenda Item #12.1.

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Alternatives 3 & 4
• Due to cash reserve minimums and debt service coverage requirements, decreases to rates require cuts to either planned CIP spending or O&M budgets • Alternative 3: 5% rate decrease in FY 2026
› Requires an approx. 7% reduction in annual O&M spending – $290K per year
• Alternative 4: 10% rate decrease in FY 2026
› Requires an approx. 14% reduction in annual O&M spending – $580K per year
• Absent these reductions, decreasing rates would cause coverage to be below minimum in FY 2026 and cash below minimum in FY 2028 15 Agenda Item #12.1.

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Compromise Option
• Alternative 1: No rate increase in FY 2026
• Plan for 4% rate increases in FY 2027 and FY 2028
• Continue to evaluate future projections based on actual revenues and expenses, as well as capital spending needs
16 Agenda Item #12.1.

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Capital Improvement Program Update
• Delivery of various projects has been updated to both match actual/project schedule and balance financial capacity
• Shifted approximately $2.9M to GO Bond funded (predominately sewer projects)
• Spent last 2 years in design for MAJOR projects and studies › Intake Tower, Napa Intertie Pipeline Rehab, Tank 2 Rehab, etc. › Water Treatment Plant Condition Assessment, Water System Hydraulic Model Update, etc.
• Staff moving into construction for approximately $15M+ work for next 2 years 17 Agenda Item #12.1.

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Ongoing Financial Uncertainty
• Current economic uncertainty increases risk and unknowns around future capital costs and borrowing environment
› Cost of debt could increase beyond what is included in the model › Cost of construction labor and materials may increase beyond budget • Foregoing rate increases may prove problematic for future credit › Advise consulting with the City’s municipal advisor to assess • Reducing minimum cash levels increases risk and may affect future credit rating
18 Agenda Item #12.1.

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Low Income Assistance
• If the goal of the rate reduction exploration is to provide relief to lowincome rate payers • Staff can provide City Council with options to subsidize customers who meet certain income threshold.
• Currently, there are 99 customers who meet household income guideline standards, and receive subsidy through the CARES program. 19 Agenda Item #12.1.

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Cost Allocation Plan
• Preliminary Cost Allocation Plan findings support shifting $218,384 in overhead to the General Fund.
• Further analysis may identify additional cost allocation improvements.

Risks & Considerations:
• Shifting costs may worsen the General Fund’s structural deficit. • Could lead to equity concerns and deviate from cost-of-service principles. • A 5% rate reduction would increase the General Fund deficit by approx. $790,000
20 Agenda Item #12.1.

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Summary
• Deviations to the plan can be problematic and rate reductions are risky • If Council desires to grant rate reductions staff prefers:
› Water – Alternative 1
› Wastewater – Alternative 1
• Authorize transition to Monthly Billing effective 07/01/2025 • Explore authorizing an updated rate study earlier than anticipated • Continue to explore enhancing low-income program
• Continue review of Cost Allocation Plan
21 Agenda Item #12.1.

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22 Questions &
Discussion
Agenda Item #12.1.

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Water CIP: FY 2025 – FY 2028
23 Capital Projects Funding Type FY 2025 FY 2026 FY 2027 FY 2028 Tank 2 Rehabilitation Unrestricted $987,000 $0 $0 $0
Lower Reservoir Rehab Unrestricted/GO-Bond $0 $0 $25,000 $0 Bell Canyon Intake Tower Replacement Unrestricted $200,000 $840,211 $5,000,000 $0 Bell Canyon Reservoir Improvements Unrestricted $0 $0 $0 $0 Dwyer Road Booster (Pump Station) Unrestricted $0 $100,000 $800,000 $0 Bell House Valve Replacement Unrestricted/GO-Bond $0 $475,703 $0 $0 Spring Mountain Pressure Zone Improvements Unrestricted $0 $100,000 $0 $3,515,968 Bell Canyon Creek Flow Measurement Unrestricted $50,000 $0 $0 $0 WTP Condition Assessment Unrestricted $197,628 $0 $0 $0 Water System SCADA Improvements Unrestricted $381,944 $533,327 $0 $0 Replace Mains <6" in Diameter Go-Bond $315,706 $327,702 $338,189 $349,011 Bell Canyon Phreatic Surface Monitoring & Assessment Go-Bond $48,798 $0 $0 $0 Kerney and Andrea Water Main Replacement Unrestricted $1,061,401 $0 $0 $0 Water Distribution Fire Flow Improvements Go-Bond $310,601 $0 $156,000 $0 Napa Intertie Pump Station (Rutherford) Replacement Unrestricted/Grant $50,000 $972,780 $0 $0 ArcGIS Infrastructure Development Unrestricted $48,220 $0 $0 $0 Retrofit/Deploy SMART water meters Unrestricted $1,400,000 $853,855 $0 $0 PFAS Sampling Project Unrestricted $0 $0 $0 $0
Risk and Resilience Assessment Report Implementation Unrestricted $30,000 $130,965 $0 $0 Cyber-Security Implementation Unrestricted $30,000 $23,655 $0 $0 Safe Yield Policy & Water Neutrality Policy Update Unrestricted $15,000 $54,350 $0 $0 Emergency Repairs to Water infrastructure to address discolored water Unrestricted $686,040 $0 $0 $0 Water System Hydraulic Model Update Unrestricted $60,000 $152,200 $0 $0 Bell Canyon Dam DSOD Analysis/Improvements Unrestricted $350,303 $100,000 $750,000 $2,017,684 Disinfection By Products Project Unrestricted $25,000 $27,500 $379,288 $391,425 Napa Intertie Pipeline Replacement Unrestricted $446,200 $6,092,269 $0 $0 Water Treatment Plant Transmission Main Replacement Unrestricted $60,000 $1,640,000 $7,400,084 $0 Water Management Plan Unrestricted/Impact Fees $150,000 $122,000 $0 $0 Water Treatment Plant Microgrid/SCADA Upgrades Unrestricted/Grant $0 $0 $1,633,000 $0 Asset Management & Computerized Maintenance & Management System Development/Implementation Unrestricted $132,674 $0 $0 $0 Water Treatment Plant Rehabilitation Unrestricted/GO-Bonds $0 $0 $0 $0 PWRR- 1yr 6-10 Water Main Annual Replacement Program Allowance Unrestricted $0 $0 $0 $239,157 Total – Capital Improvement Program $7,036,515 $12,546,517 $16,481,561 $6,513,245 Agenda Item #12.1.

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Sewer CIP: FY 2025 – FY 2028
24 Capital Projects Funding Type FY 2025 FY 2026 FY 2027 FY 2028 WWTP Phase 1 Upgrades Go Bond $250,000 $1,700,000 $0 $0 Replace 1% of Sewer Mains Annually Go Bond $820,000 $620,000 $0 Replace 1% of Sewer Mains Annually Unrestricted $0 $0 $620,000 Crinella Pump Station Upgrades Go Bond $0 $0 $0
Update GIS Maps of Sewer System Unrestricted $0 $0 $0
Recycled Water Feasibility Study Unrestricted $0 $0 $0
WWTP Recycled Pipeline and Pump Station Go Bond $0 $0 $0 Recycled Water - Crane Park Irrigation Infrastructure Unrestricted $0 $0 $0 Emergency Back-Up Power - WWTP Unrestricted $0 $0 $0
Closed-Circuit Television (CCTV) Inspection Program, Phase I Go Bond $0 $0 $0 High Priority Pipeline Replacement Unrestricted $766,800 $0 $255,600 ArcGIS Infrastructure Development Unrestricted $45,611 $0 $0 Recycled Water System Master Plan Update Unrestricted $0 $0 $0 Del Campo Court Gravity Main Improvements Go Bond $0 $0 $0 Flow Monitoring Program Unrestricted $60,000 $0 $0
Model Update and System Analysis Unrestricted $0 $50,000 $0 Asset Management & Computerized Maintenance & Management System Development/Implementation Unrestricted $50,000 $60,099 $0 WWTP Pond Cleaning, Decommissioning, and Repurpose Go Bond $0 $500,000 $500,000 Total - Capital Improvement Program $250,000 $3,442,411 $1,230,099 $1,375,600 Agenda Item #12.1.

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Water Option – One Year Pause
25 *A small amount of GO-bond funding is not shown in the chart due to how it is carried in the model forecast. GO-bond funding has no material impact on the water fund.

Agenda Item #12.1.

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Wastewater Option – One Year Pause
26 *A small amount of GO-bond funding is not shown in the chart due to how it is carried in the model forecast. GO-bond funding has no material impact on the wastewater fund.

Agenda Item #12.1.

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From: Alan Galbraith
To: City Clerk
Subject: [External] Public Comment, May 22 City Council Meeting, Agenda Item 12.1 (Water & Wastewater Options) Date: Saturday, April 19, 2025 9:00:48 AM
There should be no deviation from the principle that ratepayers — and not taxpayers — must pay for the needs of the Water and Wastewater Enterprises. In particular, the General Fund should not be called upon to underwrite operational expenses of the Enterprises — for example, City salaries that in proper accounting belong to the Enterprises.

The correct way to respond to the financial distress being experienced by low income residents is to enhance the Low Income Assistance Program, a general fund obligation. I would certainly encourage the Council to obtain a careful assessment as to whether the current program should be enhanced, along with the projected General Fund cost. The effect of a more robust program might well be a reduction in other discretionary spending (e.g., support for charitable entities) if the Council is persuaded that City financial support for qualified low-income residents has a greater claim on limited “discretionary” General Fund revenues.

Also, on the water side, please keep in mind that approximately 17% of customers and revenues (my memory, subject to check) comes from customers outside City Limits who do not pay City taxes (and therefore do not support the General Fund). Any diversion of General Fund monies to support capital and operational expenses of the Water Fund are in effect a significant subsidy to out-of-city customers. City taxpayers should not be called upon to make such an unprincipled subsidy. (This is not an issue on the wastewater side as, to my understanding, it does not have out-of-city customers.)
I would also caution the Council against tinkering with current reserve policies for the Water and Wastewater Enterprises. These polices are the product of accumulated wisdom over many years. They should be left alone.

The potential impact, as stated in the Staff Report (cash flow would be strained during emergency situations, may shift scheduled CIP funding, and could impact debt coverage requirements) should be more than sufficient deterrence to downward adjustment.

Once again, the City in the Staff Report notes the past underinvestment in the Enterprises has left them “in dilapidated states resulting in state fines, frequent pipe breaks, and discolored water in faucets among other detrimental effects.” No claim can be made that the current capital programs for the Enterprises are for the purpose of gold-plating these systems. Rather, the programs are there to bring them up to good operating condition, as the City is contractually obliged to do anyway — and we all want the City to do as well.

Finally, preparation of the next Proposition 218 Rate Study will soon be upon us. This is the appropriate place to address financial and other issues affecting the Enterprises.

In sum, I strongly urge the Council to leave rates, including increases, as they are.

Alan Galbraith
St. Helena Mayor, 2014-18
Agenda Item #12.1.

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From: [email protected]
To: City Clerk
Subject: [External] Public Comment
Date: Monday, April 21, 2025 3:25:16 PM
My public comment stated May 22 but
I intended April 22. Please note the correction. Many thanks, Alan Galbraith Sent from my iPhone
Agenda Item #12.1.

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Agenda Report to the City Council
Agenda Section: OLD BUSINESS
Department: Recreation
DATE: April 22, 2025
FROM: Dave Jahns, Director of Community Services
SUBJECT: Direction on whether to implement a professional fireworks display as part of the City's 2025 4th of July festivities; If approved,
Authorize City Manager to enter into a professional
services agreement with Devastating Pyrotechnics, Inc. for implementation of the fireworks display.

RECOMMENDED
ACTION:

Staff is requesting the Council take the following action(s):

1. Provide direction to staff on whether to implement a professional fireworks show for the 2025 4th of July
festivities

2. If yes, approve the attached resolution, authorizing the City Manager to enter into a Professional
Services Agreement with Devastating Pyrotechnics,
Inc.

PREVIOUS COUNCIL
ACTION:

City Council approved resolution 2024-053, authorizing the City Manager to execute a professional services
agreement with Devastating Pyrotechnics, Inc., at the April 23, 2024 meeting. The council discussed the 2025
Fireworks at the March 25, 2025 meeting, but no action
was taken due to a split vote.

STATEMENT OF THE
PURPOSE:

Determine whether staff should incorporate a professional fireworks display into the 2025 4th of July festivities.

FINANCIAL IMPACT: The direct cost to implement a professional fireworks show is $40,000. The total cost for all associated activities, materials, and service contracts is $55,000.

Due to the fireworks being cancelled in 2024, there is
approximately $31,000 remaining in the 2024 budget line item and approximately $46,000 in total remaining in the 4th of July fund that staff would request to be utilized in 2025.

BACKGROUND:

At the March 25, 2025 City Council meeting staff provided the history of fireworks displays in St. Helena over the last ten years, an overview of the 2024 festivities, and the proposed framework and associated implications for implementing a professional Agenda Item #12.2.

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fireworks show in 2025. Following deliberation, council ended in split vote of 2-2, with one council member absent. Council directed staff to return for further discussion at the following meeting.

The full staff report from the March 25 meeting is attached for reference.

DISCUSSION:

Financial Impact
Since the previous meeting, staff clarified that while there is $31,000 remaining in the 2024 line item, there is a total of $46,000 in fund balance remaining within the 4th of July specific fund.

Per council's request and as part of a continued analysis of considering whether to implement a fireworks display, staff reached out to neighboring jurisdictions and production companies to compile estimates for implementing a professional laser light display. Based on initial research, staff estimates a show comparable to the light display implemented in Calistoga, but specific to St. Helena, would cost between $20,000 - $25,000.

Below is an overview of the anticipated expenses for the various options discussed at the previous council meeting:
 Fireworks display - direct cost: $40,000
 Total cost for all associated activities, materials, and contracts for an event with fireworks (similar to 2023): $55,000
 Community event without an after-dark option (similar to 2024): $15,000 – $20,000
 Drone show - direct cost (comparable to Napa 2024): $110,000  Laser light show - direct cost (comparable to Calistoga 2024): $20,000 - $25,000 Fundraising
Staff spoke with Parks and Recreation Commissioners and community members who are actively pursuing and committed to leading fundraising efforts to raise the minimum of $9,000 as requested by Council, with a goal to raise a higher dollar amount to offset the impact to the general fund.

Next Steps
Should council determine to move forward with a fireworks display, staff would enter into an agreement with the fireworks display contractor, begin soliciting community sponsors and funders, and start coordination of site logistics with fellow departments and the school district.

Should council make the determination to not move forward with a professional fireworks display, staff would begin work to plan a comprehensive family friendly event, Agenda Item #12.2.

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similar to what was seen in 2024. Depending on available budget and contractor availability, staff would explore alternative after-dark options.

ENVIRONMENTAL REVIEW:

See attached staff report from March 25 meeting for potential environmental and associated impacts. As part of the cross-departmental planning process, the site layout, fallout zone, and overall event plan will be reviewed by the City's Environmental Services staff. Event staff and fireworks operator will follow all requirements set in place including protocols with set-up, implementation, and clean-up.

GOAL:

Goal 5: Enhance Quality of Life
DOCUMENTS ATTACHMENTS:

March 25 Staff Report
July 4 Fireworks Resolution _04.08.2025
Devastating Pyrotechnics PSA_04.22.25
Agenda Item #12.2.

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Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department:

DATE: March 25, 2025
FROM: Dave Jahns, Director of Community Services
SUBJECT: Discussion and direction on whether to implement a professional fireworks display as part of the City's 2025 4th of July festivities; If approved, authorize City Manager to enter into a professional services agreement with
Devastating Pyrotechnics, Inc. for implementation of the fireworks display.

RECOMMENDED
ACTION:

Staff is requesting the Council take the following action(s):

1. Provide direction to staff on whether to implement a professional fireworks show for the 2025 4th of July
festivities

2. If yes, approve the attached resolution, authorizing the City Manager to enter into a Professional
Services Agreement with Devastating Pyrotechnics,
Inc.

PREVIOUS COUNCIL
ACTION:

City Council approved resolution 2024-053, authorizing the City Manager to execute a professional services
agreement with Devastating Pyrotechnics, Inc., at their April 23, 2024 meeting.

STATEMENT OF THE
PURPOSE:

Determine whether staff should incorporate a professional fireworks display into the 2025 4th of July festivities.

FINANCIAL IMPACT: The direct cost to implement a professional fireworks show is $40,000. The total cost for all associated activities, materials, and service contracts is $55,000.

Due to the fireworks being cancelled in 2024, there is
approximately $31,000 remaining in the 2024 fund that
staff would request to be carried over to 2025.

BACKGROUND:

The Parks and Recreation Department has facilitated community 4th of July festivities in various formats over the last several years, including a professional fireworks display beginning in 2015. During that span, there has been inconsistency in implementing fireworks year-over-year, due to varying reasons:
 2015 – 2019: Fireworks display implemented
 2020 – 2022: No fireworks due to COVID and local fire impacts Agenda Item #12.2.

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 2023: Fireworks display implemented
 2024: Fireworks cancelled due to increased fire risk from weather impacts While the fireworks display was cancelled a few days prior to the event in 2024, staff moved forward with a modified community celebration by shifting all activities to Crane Park and providing a later start time due to high temperatures:
2024 Overview
 Saint Helena Community Band performance
 Family activities (Inflatables, face painting, games, roaming entertainers, etc.)  Community splash zone (water slides and Fire Department spray)  Red, White, and Blue bicycle parade around the park
 Live music
 Local food vendors
It is estimated that 700-750 people attended the community event in 2024, and staff received primarily positive feedback on the format and the decision to postpone/cancel the fireworks display, given the weather conditions.

DISCUSSION:

The 4th of July continues to be very well attended and is one of the our community’s marquee events. Staff are in the process of evaluating and creating the framework for the 2025 4th of July festivities, including the potential to host a professional fireworks show.

In the years the City has implemented a professional show, the community has shownup in high numbers (approximately 2,000 – 2,500 in attendance) and staff received significant positive feedback from individuals who attended the shows. That being said, staff recognize not all are in favor of fireworks and there are multiple factors that drive the decision.

Fiscal Impact
Below is an overview of approximate costs for implementation of 4th of July festivities and accompanying fireworks, similar to what has been provided in recent years:
 Fireworks contract is approximately $40,000
 Total cost for all associated activities, materials, and service contracts for an event with fireworks is $55,000
 Estimated cost for a community event without fireworks (similar to 2024) is $15,000 – $20,000. This number can be scaled up or down, based on the available budget and community interests
 Drone shows are a viable option, but significantly more expensive than fireworks.

For example, a 15-minute drone show implemented in a neighboring municipality cost approximately $110,000 in 2024.

Agenda Item #12.2.

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If the City Council provides direction to move forward with a professional fireworks show, staff would return to the practice of actively seeking sponsorship to help offset the cost of the event, with a goal to raise $20,000 in fundraising support.

Potential Impacts from Fireworks
 Environmental – During the course of staff's research, it appears there are limited studies on the long-term impacts, but research shows that fireworks displays create heightened adverse conditions, at least in the immediate timeframe during and following the show. While undoubtedly impactful, fireworks most likely are not as detrimental in the long-term as other regular practices (ex: auto travel, flying, plastic pollution, certain animal agriculture practices, etc.) that contribute to environmental pollution. Below is a summary of known impacts from fireworks:
o Carbon monoxide, carbon dioxide, and nitric oxide levels increase during the course of the show
o Metals that create bright colors are dispersed as particulates into the environment
o Ozone is released – secondary pollutant and greenhouse gas o Release of Perchlorate has been associated with soil and water contamination
o May lead to an increase in microplastic contamination – most associated with shows near or over water sources
 Wildlife and Domestic Animals
o Fireworks can be frightening for both domestic pets and wildlife. Animals may become stressed, lost, or injured. May impact some migratory patterns and behaviors
o Remaining debris may pose risks if ingested or if they contaminate food/water sources
 People
o Can cause issues for individuals in the vicinity with respiratory sensitivities o May be triggering for individuals impacted by PTSD or noise sensitivities o May be disruptive for those not attending the show (noise, increased traffic)
o Many people find joy and community togetherness from attending fireworks displays
Safety
 Launch site and logistics are coordinated with Fire Department, Public Works, School District, and licensed fireworks operator
 Weather conditions are monitored up to, and on the day of, the display. Fire conditions, strong winds, red flag warnings, all could lead to a potential postponement or cancellation
 Based on weather patterns of recent years, there is a likelihood where staff will be monitoring up to the week/days of the event
 Research provides that the implementation of professional shows may lessen the use of personal fireworks which can pose a greater fire, health, and safety factor.

Agenda Item #12.2.

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Benchmarking
 American Canyon is the other municipality in Napa County that planned a fireworks show in 2024
 Napa implemented a drone show; Calistoga implemented a laser light show; Yountville did not host an “after-dark” option.
 Several communities in Sonoma County have hosted shows in recent years:

Petaluma, Rohnert Park, Santa Rosa, Windsor, Healdsburg Feedback
Staff utilized the software FlashVote to obtain feedback on the topic and received 195 responses from the community.

Based on the survey question "Looking ahead to the Fourth of July celebration this year, which of the following do you think are important to have? (Choose all that apply)", the activities that received the most votes for importance were as follows:
 Local Vendors/Food Trucks - 64%
 Fireworks (weather/fire risk permitting) - 61%
 Live Music - 55%
 Family Friendly Festival - 42%
 Children's Bike Parade - 38%
The full survey and written responses can be viewed here:
https://www.flashvote.com/st-helena-ca/surveys/fourth-of-july-02-25?via=email.

Additionally, the Parks and Recreation Commission discussed the topic at their February meeting. Four commissioners were in favor of moving forward with fireworks in 2025, while one preferred to discontinue fireworks and follow an event framework similar to 2024. Commissioners shared their support for fireworks due the success and community turnout seen during the 2023 festivities. Several commissioners encouraged staff to continue to analyze the benefits of alternative options such as drones or light displays in future years, potentially when costs to implement such options decrease.

ENVIRONMENTAL REVIEW: See discussion section for possible environmental impacts. As part of the cross-departmental planning process, the site layout, fallout zone, and overall event plan will be reviewed by the City's Environmental Services staff.

Event staff and fireworks operator will follow all requirements set in place including protocols with set-up, implementation, and clean-up.

GOAL:

Goal 5: Enhance Quality of Life
DOCUMENTS ATTACHMENTS:

Agenda Item #12.2.

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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 Devastating Pyrotechnics, Inc.
in the Amount of $40,000 for the 2025 July 4th Fireworks Show
WHEREAS, Since 2015, St. Helena Parks and Recreation has organized July 4th festivities, including a professional fireworks display in select years, for the community; and
WHEREAS, The 2023 July 4th festivities, including a professional fireworks display provided by Devastating Pyrotechnics, Inc., were deemed a successful event with large community turnout and support; and
WHEREAS, in February 2024, staff issued a Request for Proposals for a qualified and skilled professional fireworks operator and after review, staff determined Devastating Pyrotechnics, Inc.me the standards of the RFP and has demonstrated the ability to provide a high-quality and professional fireworks display; and WHEREAS, In July 2024, City staff made the decision to postpone to the fireworks show due to adverse weather conditions; and
WHEREAS, City staff and the Council have made the determination to bring back a fireworks show in 2025, assuming no existing fire concerns, and wish to honor the 2024 agreement with Devastating Pyrotechnics, Inc.; and WHEREAS, City staff and Devastating Pyrotechnics will collaborate in the weeks leading up to the event to ensure a safe environment to implement a professional and controlled fireworks display for the community in 2025.

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 a Professional Services Agreement with Devastating Pyrotechnics, Inc.

SECTION 2. Authorize the expenditure of $40,000 from the 2025-26 operating budget
Agenda Item #12.2.

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Approved at a Regular Meeting of the St. Helena City Council on April 22, 2025, by the following vote:

Mayor Paul Dohring: _____
Vice Mayor Michelle Deasy: _____
Council Member Aaron Barak: _____
Council Member Kate Spadarotto: _____
Council Member Billy Summers: _____
APPROVED: ATTEST:
______________________ ________________________
Paul Jamison Dohring, Mayor Erika Opp, Acting City Clerk Agenda Item #12.2.

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AGREEMENT FOR PROFESSIONAL SERVICES
THIS AGREEMENT, made and entered into on April 22, 2025, by and between the City of St. Helena, located in the County of Napa, State of California (City), and Devastating Pyrotechnics, Inc. (Contractor).

RECITALS:

A. City desires to employ Contractor to furnish professional services in connection with the event described as July 4th Fireworks Show.

B. Contractor has represented that Contractor has the necessary expertise, experience, and qualifications to perform the required duties.

NOW, THEREFORE, in consideration of the mutual premises, covenants, and conditions herein contained, the parties agree as follows:

SECTION 1 – BASIC SERVICES
Contractor agrees to perform the services set forth in Exhibit A, “Scope of Work” and made part of this Agreement.

SECTION 2 – ADDITIONAL SERVICES
Contractor shall not be compensated for any services rendered in connection with its performance of this Agreement that are in addition to or outside of those set forth in this Agreement or Exhibit A, “Scope of Work”, unless such additional services and compensation are authorized in advance and in writing by the City Council or City Manager of the City.

SECTION 3 – TIME FOR COMPLETION
The time for completion of services shall be as identified in Exhibit A, “Scope of Work”.

SECTION 4 – COMPENSATION AND METHOD OF PAYMENT
A. Subject to any limitations set forth in this Agreement, City agrees to pay Contractor the amount specified in Exhibit B, “Costs” attached hereto and made a part hereof. Total compensation shall not exceed $40,000.00, unless additional compensation is approved in accordance with Section 2.

B. Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories if applicable: labor (by sub-category), travel, materials, equipment, supplies, subcontractor contracts, and miscellaneous expenses. Each original invoice furnished shall include the expenses incurred during the preceding month, the cumulative Agreement amount, and the amount remaining on the Agreement (if applicable). City shall independently review each invoice submitted to determine whether the work performed and expenses incurred are in Agenda Item #12.2.

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compliance with the provisions of this Agreement. If no charges or expenses are disputed, the invoice shall be approved, and City will use its best efforts to cause Contractor to be paid within 30 days of receipt of invoice. If the City disputes any charges or expenses, the City will return the original invoice to Contractor for correction and resubmission. If the City reasonably determines, in its sole judgment, that the invoiced charges and expenses exceed the value of the services performed to date and that it is probable that the Agreement will not be completed satisfactorily within the contract price, City may retain all or a portion of the invoiced charges and expenses. Within thirty (30) days of satisfactory completion of the project, City shall pay the retained amount, if any, to Contractor.

C. Payment to the Contractor for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Contractor.

SECTION 5 – STANDARD OF PERFORMANCE
Contractor represents and warrants that it has the qualifications, experience and facilities necessary to properly perform the services required under this Agreement in a thorough, competent and professional manner. Contractor shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all services described herein. In meeting its obligations under this Agreement, Contractor shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to those required of Contractor under this Agreement.

SECTION 6 – INSPECTION AND FINAL ACCEPTANCE
City may inspect and accept or reject any of Contractor’s work under this Agreement, either during performance or when completed. City shall reject or finally accept Contractor’s work within sixty (60) days after submitted to City, unless the parties mutually agree to extend such deadline. City shall reject work by a timely written explanation, otherwise Contractor’s work shall be deemed to have been accepted. City’s acceptance shall be conclusive as to such work except with respect to latent defects and fraud. Acceptance of any of Contractor’s work by City shall not constitute a waiver of any of the provisions of this Agreement including, but not limited to, the sections pertaining to indemnification and insurance.

SECTION 7 – INSURANCE REQUIRED
Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Contractor, its agents, representatives, or employees, as indicated:

A. Minimum Scope of Insurance. Coverage shall be at least as broad as:

1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001).

2. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, code 1 (any auto).

3. Workers’ Compensation insurance as required by the State of California and Employer’s Liability Insurance.

Agenda Item #12.2.

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B. Minimum Limits of Insurance. Contractor shall maintain limits no less than:

1. General Liability: $5,000,000 per occurrence for bodily injury, personal injury and property damage including operations, products and completed operations, as applicable. If Commercial General Liability Insurance or other form with a General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit – $10,000,000.

2. Automobile Liability: $2,000,000 per accident for bodily injury and property damage.

3. Employer’s Liability: $2,000,000 per accident for bodily injury or disease.

C. Professional Liability Insurance. When Contractor under this Agreement is duly licensed under California Business and Professions Code as an architect, landscape architect, environmental engineer or other professional engineer, or land surveyor (“design professional”), Contractor shall maintain at least $2,000,000 of professional liability insurance.

D. Excess Limits. If Contractor maintains higher limits than the minimums shown above, City requires and shall be entitled to coverage for the higher limits maintained by Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

E. Primary Coverage. For any claims related to this contract the Contractors insurance coverage shall be primary insurance as respects to City, its officers, officials, employees and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of Contractors insurance and shall not contribute with it.

F. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions of $25,000 or greater must be declared to and approved by the City.

G. Other Insurance Provisions. The commercial general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions:

1. The City, its agent, officers, officials, employees, and volunteers are to be covered as additional insured as respects: liability arising out of work or operations performed by the Contractor or Contractor’s subcontractors; or automobile owned, leased, hired or borrowed by the Contractor.

2. For any claims related to Contractor’s conduct while performing the work of this project, the Contractor’s insurance coverage shall be primary insurance as respects the City, its agents, officers, officials, employees and volunteers. Any insurance or self-insurance maintained by the City, its agents, officers, officials, employees or volunteers shall be excess of the Contractor’s insurance and shall not contribute with it.

3. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be cancelled by either party, except after thirty (30) days prior Agenda Item #12.2.

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written notice by certified mail, return receipt requested, has been given to the City.

4. Coverage shall not extend to any indemnity coverage for the active negligence of the additional insured in any case where an agreement to indemnify the additional insured would be invalid under Subsection (b) of Section 2782 of the Civil Code.

H. Waiver of Subrogation. Contractor’s commercial general liability, automobile liability, workers’ compensation, and employer’s liability policies shall be endorsed with a waiver of subrogation. The insurance company, in its endorsement, agrees to waive all rights of subrogation against the City, its agents, officers, officials, employees and volunteers for losses paid under the terms of this policy which arises from the work performed by the named insured for the City.

I. The Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A: VII, unless otherwise acceptable to the City.

J. Verification of Coverage. Contractor shall furnish the City with original certificates and amendatory endorsements effecting coverage required by this clause. The endorsements should be on forms provided by the City or on forms that conform to City requirements. All certificates and endorsements are to be received and approved by the City before work commences. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements affecting the coverage required by these specifications at any time.

SECTION 8 – INDEMNIFICATION
A. Contractor shall indemnify and hold harmless City, its agents, officers, officials, employees, and volunteers from any and all claims, demands, suits, loss, damages, injury, and/or liability (including any and all costs and expenses in connection therewith), incurred by reason of any negligent or otherwise wrongful act or omission of Contractor, its officers, agents, employees and subcontractors, or any of them, under or in connection with this Agreement; and Contractor agrees at its own cost, expense and risk to defend any and all claims, actions, suits, or other legal proceedings brought or instituted against City, its agents, officers, officials, employees and volunteers, or any of them, arising out of such negligent or otherwise wrongful act or omission, and to pay and satisfy any resulting judgments.

B. When Contractor under this Agreement is duly licensed under California Business and Professions Code as an architect, landscape architect, professional engineer, or land surveyor (“design professional”), the provisions of this section regarding Contractor’s duty to defend and indemnify apply only to claims that arise out of or relate to the negligence, recklessness, or willful misconduct of the design professional.

C. If any action or proceeding is brought against Indemnitees by reason of any of the matters against which Contractor has agreed to indemnify Indemnitees as provided above, Contractor, upon notice from City, shall defend Indemnitees at Contractor’s expense by counsel acceptable to City, such acceptance not to be unreasonably withheld. Indemnitees need not have first paid for any of the matters to which Indemnitees are entitled to Indemnification in order to be so indemnified. The insurance required to be maintained by Contractor shall ensure Agenda Item #12.2.

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Contractor’s obligations under this section, but the limits of such insurance shall not limit the liability of Contractor hereunder. The provisions of this section shall survive the expiration or earlier termination of this Agreement.

D. The provisions of this section do not apply to claims to the extent occurring as a result of the City’s sole negligence or willful acts or misconduct.

SECTION 9 – INDEPENDENT CONTRACTOR STATUS
A. Contractor is and shall at all times remain a wholly independent contractor and not an officer, employee or agent of City. Contractor shall have no authority to bind City in any manner or to incur an obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless such authority is expressly conferred under this Agreement or is otherwise expressly conferred in writing by City.

B. The personnel performing the services under this Agreement on behalf of Contractor shall at all times be under Contractor’s exclusive direction and control. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall have control over the conduct of Contractor or any of Contractor’s officers, employees or agents, except as set forth in this Agreement. Contractor shall not at any time or in any manner represent that Contractor or any of Contractor’s officers, employees or agents are in any manner officials, officers, employees or agents of City.

C. Neither Contractor, nor any of Contractor’s officers, employees or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Contractor expressly waives any claim Contractor may have to any such rights.

SECTION 10 – CONFLICTS OF INTEREST AND ANTI-FRAUD AND ANTICORRUPTION POLICIES A. Consultant covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Consultant’s performance of services under this Agreement. Consultant further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent, or subcontractor without the express written consent of the City Manager. Consultant agrees to at all times avoid conflicts with the interests of City in the performance of this Agreement.

B. City understands and acknowledges that Consultant is, as of the date of execution of this Agreement, independently involved in the performance of non-related services for other governmental agencies and private parties. Consultant is aware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section.

C. Consultant understands and acknowledges City maintains an anti-fraud and anticorruption policy to protect the City, its operations, and its employees from and against financial risks, operational breaches, and unethical, fraudulent and corrupt activities. Consultant represents Agenda Item #12.2.

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and warrants that Consultant, its subcontractor(s) / subconsultant(s) and their respective employees providing services pursuant to the Agreement are (1) in good standing; (2) have not been previously investigated, convicted, or debarred for fraudulent or corrupt activities; (3) will not participate in fraudulent or corrupt activities, and (4) will take steps to ensure that its employees and subcontractor(s) / subconsultant(s) employees do not participate in any fraudulent or corrupt activities. Consultant acknowledges and agrees further that it has a duty to and will report to City any information or incident(s) about possible fraudulent or corrupt activities Consultant may discover, and will cooperate in any fraud or corruption investigation conducted, with respect to Consultant’s service provided pursuant to this Agreement.

SECTION 11 – OWNERSHIP OF DOCUMENTS
A. All original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents prepared, developed or discovered by Contractor in the course of providing any services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. When requested by City, but no later than three years after project completion, Contractor shall deliver to City all such original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents.

B. All copyrights, patents, trade secrets, or other intellectual property rights associated with any ideas, concepts, techniques, inventions, processes, improvements, developments, works of authorship, or other products developed or created by Contractor during the course of providing services (collectively the “Work Product”) shall belong exclusively to City. The Work Product shall be considered a “work made for hire” within the meaning of Title 17 of the United States Code. Without reservation, limitation, or condition, Contractor hereby assigns, at the time of creation of the Work Products, without any requirement of further consideration, exclusively and perpetually, any and all right, title, and interest Contractor may have in the Work Product throughout the world, including without limitation any copyrights, patents, trade secrets, or other intellectual property rights, all rights of reproduction, all rights to create derivative works, and the right to secure registrations, renewals, reissues, and extensions thereof.

SECTION 12 – CONFIDENTIAL INFORMATION; RELEASE OF

INFORMATION
A. All information gained or work product produced by Contractor in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Contractor. Contractor shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law.

B. Contractor, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement.

Response to a subpoena or court order shall not be considered “voluntary” provided Contractor gives City notice of such court order or subpoena.

Agenda Item #12.2.

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C. If Contractor, or any officer, employee, agent or subcontractor of Contractor, provides any information or work product in violation of this Agreement, then City shall have the right to reimbursement and indemnity from Contractor for any damages, costs and fees, including attorney’s fees, caused by or incurred as a result of Contractor’s conduct.

D. Contractor shall promptly notify City should Contractor, its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contractor agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Contractor. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite such response.

SECTION 13 – SUSPENSION OF WORK
City may, at any time, by ten (10) days written notice suspend further performance by Contractor. All suspensions shall extend the time schedule for performance in a mutually satisfactory manner and Contractor shall be paid for services performed and reimbursable expenses incurred prior to the suspension date.

SECTION 14 – COMPLIANCE WITH LAW
Contractor shall keep itself informed of and comply with all applicable federal, state and local laws, statutes, codes, ordinances, regulations and rules in effect during the term of this Agreement. Contractor shall obtain any and all licenses, permits and authorizations necessary to perform the services set forth in this Agreement. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall be liable, at law or in equity, as a result of any failure of Contractor to comply with this section.

SECTION 15 – COMPLIANCE WITH CIVIL RIGHTS
During the performance of this contract, Contractor agrees as follows:

A. Equal Employment Opportunity. In connection with the execution of this Agreement, Contractor shall not discriminate against any employee or applicant for employment because of race, religion, color, ancestry, age, sexual orientation, gender, gender identity and gender expression as protected categories specifically and expressively in that category, physical handicap, medical condition, marital status, sex, or national origin. Such actions shall include, but not be limited to, the following: employment, promotion, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rate of pay or other forms of compensation; and selection for training including apprenticeship.

B. Nondiscrimination Civil Rights Act of l964. Contractor will comply with all federal regulations relative to nondiscrimination to federally assisted programs.

Agenda Item #12.2.

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C. Solicitations for Subcontractors including Procurement of Materials and Equipment.

In all solicitations, either by competitive bidding or negotiations, made by Contractor for work to be performed under a subcontract, including procurement of materials or leases of equipment, each potential subcontractor, supplier, or lessor shall be notified by Contractor of Contractor’s obligations under this Agreement and the regulations relative to nondiscrimination.

SECTION 16 – RECORDS
A. Records of Contractor’s direct labor costs, payroll costs, and reimbursable expenses pertaining to this project covered by this Agreement will be kept on a generally recognized accounting basis and made available to City if and when required for a period of up to 3 years from the date of Contractor’s final invoice.

B. Contractor’s records and design calculations will be available for examination and audit if and as required. The cost of any reproductions shall be paid by City.

SECTION 17 – COOPERATION BY CITY
All public information, data, reports, records, and maps as are existing and available to City as public records, and which are necessary for carrying out the work as outlined in the Exhibit A, “Scope of Services”, shall be furnished to Contractor in every reasonable way to facilitate, without undue delay, the work to be performed under this Agreement.

SECTION 18 – NOTICES
All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, or sent by facsimile or first-class mail, addressed as follows:

To City:

To Contractor:

Director of Community Services
1088 College Avenue
St. Helena, California 94574
Devastating Pyrotechnics, INC
477 2nd Avenue
San Francisco, CA 94118
Notice shall be deemed effective on the date personally delivered or transmitted by facsimile, or, if mailed, three (3) days after deposit in the custody of the U.S. Postal Service.

SECTION 19 – TERMINATION
Agenda Item #12.2.

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D. City may terminate this Agreement, with or without cause, at any time by giving ten (10) days written notice of termination to Contractor. If such notice is given, Contractor shall cease immediately all work in progress.

E. If either Contractor or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Contractor, or City may terminate this Agreement immediately upon written notice.

F. Upon termination of this Agreement by either Contractor or City, all property belonging to City which is in Contractor’s possession shall be delivered to City. Contractor shall furnish to City a final invoice for work performed and expenses incurred by Contractor, prepared as set forth in this Agreement.

SECTION 20 – ATTORNEY FEES
If litigation or other proceeding is required to enforce or interpret any provision of this Agreement, the prevailing party in such litigation or other proceeding shall be entitled to an award of reasonable attorneys’ fees, costs and expenses, in addition to any other relief to which it may be entitled. In addition, any legal fees, costs and expenses incurred to enforce the provisions of this Agreement shall be reimbursed to the prevailing party.

SECTION 21 – ENTIRE AGREEMENT
This Agreement, including the attached Exhibits, is the entire, complete, final and exclusive expression of the parties with respect to the matters addressed therein and supersedes all other agreements or understandings, whether oral or written, or entered into between Contractor and City prior to the execution of this Agreement. No statements, representations or other agreements, whether oral or written, made by any party which are not embodied herein shall be valid and binding unless in writing duly executed by the parties or their authorized representatives.

SECTION 22 – SUCCESSORS AND ASSIGNS
This Agreement shall be binding on the heirs, executors, administrators, successors and assigns of the parties. However, this Agreement shall not be assigned by Contractor without written consent of the City.

SECTION 23 – CONTINUITY OF PERSONNEL
Contractor shall make every reasonable effort to maintain the stability and continuity of Contractor’s staff assigned to perform the services required under this Agreement. Contractor shall notify City of any changes in Contractor’s staff assigned to perform the services required under this Agreement, prior to any such performance.

SECTION 24 – DEFAULT
Agenda Item #12.2.

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In the event that Contractor is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Contractor for any work performed after the date of default and may terminate this Agreement immediately by written notice to Contractor.

SECTION 25 – WAIVER
Waiver by any party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision, nor a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work or services by Contractor shall not constitute a wavier of any of the provisions of this Agreement.

SECTION 26 – LAW TO GOVERN; VENUE
This Agreement shall be interpreted, construed and governed according to the laws of the State of California. In the event of litigation between the parties, venue in state trial courts shall lie exclusively in the County of Napa. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Northern District of California, in San Francisco.

SECTION 27 – SEVERABILITY
If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s).

SECTION 28 – SPECIAL PROVISIONS
This Agreement is subject to the following special provisions: none.

IN WITNESS WHEREOF, the parties hereto have accepted, made, and executed this Agreement upon the terms, conditions, and provisions above stated, the day and year first above written.

City:

By: ________________________
Name: Anil Comelo
Title: City Manager
Contractor:

By: ________________________________
Name: Neil Li
Title: General Manager
Approved as to Form:

Agenda Item #12.2.

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By:
_________________________________
Name: Ethan Walsh
Title: City Attorney
Agenda Item #12.2.

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March 15, 2024
Dave Jahns
Director of Parks & Recreation
[email protected]
City of St Helena
1088 College Avenue
St Helena, CA 94574
Subject: Request for proposal fireworks display
I have designed an exciting display for your consideration. The below program is our initial proposal given the selected shoot site, and the ample setbacks it provides (up to 3-inch shells). The proposed show is consistent with your spectator viewing area and shoot location. We also invite an audit of all product, equipment and crew on the day of the shoot. We guarantee you will get every item listed in our proposal.

Devastating Pyrotechnics will provide all equipment and labor, acquire all permissions and security mandated by authorities having jurisdiction, reserve all transportation required, Workman's Compensation in addition to liability insurance for your fireworks display. I have attached to this proposal a copy of our sample insurance certificate. Devastating Pyrotechnics carries a $ 5 Million dollars per incident clause to cover the Fireworks Display along with $1 Million dollars of workers comp liability.

We have taken into consideration the complexities of producing a display at the selected location. All product proposed was selected with your location in mind keeping safety of spectators at the forefront.

The proposed display package will contain multi-shot barrage devices that fire continuous sequential effects throughout the duration of the display. This will certainly keep the sky filled for the duration of the display. The finale will leave your spectators in awe.

As the General Manager of the one of California’s premier and only local/minority owned (San Francisco) firework companies I can assure you we have done our best to provide you with a quote that will deliver those special memories that your community and guests will have for years to come.

I welcome any questions you may have and I thank you for considering our company to be part of your Independence Day celebrations.

Sincerely,
Neil Li
General Manager, Devastating Pyrotechnics, Inc
(415)793-5332
[email protected]
477 Second Ave
San Francisco, CA 94118
Agenda Item #12.2.

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Experience & Qualifications:

Devastating Pyrotechnics is one of the premier importers and manufacturers of display pyrotechnics in the Western US. We are also the largest importer and distributor of highquality Chinese Celebration Firecrackers used in professional displays and parades around the US and the globe.

The corporate headquarters and main operations are based in San Francisco, CA. All product is imported directly or manufactured locally keeping costs at a minimum, allowing us to pass those savings on to our customers.

Devastating Pyrotechnics currently employs 3 full-time individuals and maintain dozens of licensed and trained pyrotechnicians. All staff and technicians working on your display will be fully trained, federally approved, Devastating Pyrotechnics employees.

All display technicians have attended Devastating Pyrotechnics’ extensive training program and have met all of the rigorous safety requirements, which exceed state and federal requirements.

All technicians have passed State and Federal background checks. We offer a number of different training courses with extensive classroom and hands-on training to our crews.

Apprentice Technicians always work alongside experienced technicians (mentors) to gain hands on, supervised experience.

Devastating Pyrotechnics Fireworks is proud to be the only local pyrotechnic display company in Northern California. We must prove our quality and customer satisfaction to every client, on every show, every time. Our goal is to outperform the “Big Display Companies” with every show, no matter how large or small. We are the underdog, and enjoy that position and, most importantly, have a perfect safety record
Devastating Pyrotechnics Key Team Members:

Kenny Chee – Owner/ CEO with 25 years’ experience Product Manufacturing, Selection and Import. Devastating Pyrotechnics Fireworks is a Licensed ATF and CalFire Importer & Manufacturer of display pyrotechnics. Member of Western Pyrotechnics Association, NFA, PGI (PGI Certified Operator), NFPA Educated and Trained, and California (CalFire) Licensed Operator.

Neil Li – General Manager 20 years’ experience with producing and coordinating pyrotechnic displays.

Jack Lee – Operations Manager overseeing Site Storage and Product Safety and Security.

Member of Western Pyrotechnics Association, NFA, PGI (PGI Certified Operator), NFPA Educated and Trained, and California (CalFire) Licensed Operator.

Agenda Item #12.2.

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Devastating Pyrotechnics Safety:

All Devastating Pyrotechnic technicians undergo annual safety training and licensing.

Devastating Pyrotechnic technicians are governed by strict safety protocols that mandate proper safety protocols be followed, including the use of required safety equipment and clothing.

Devastating Pyrotechnics selects shoot sites and product based on NFPA 1123 requirements, as well as California Title 19 requirements. These protocols reduce any risk to spectators and crew should a catastrophic incident occur.

All product is selected with safety, site location and customer requirements in mind. Product is selected to minimize fallout and reduce fire danger to spectators, property and equipment.

Steps are taken to minimize any residual debris associated with the display.

Site safety and security is a top priority. No persons other than Devastating Pyrotechnics crew and the AHJ are to be permitted in the shoot site or the fallout zone.

Devastating Pyrotechnics crews, as a group, review the company emergency action plan prior to the start of every work day.

All fireworks are transported by California Licensed Haz-Mat drivers in secure, locked and placarded trucks in accordance to Federal DOT and California state regulations.

Devastating Pyrotechnics does not contract out hazmat transportation. Devastating Pyrotechnics is a DOT, CHP and California Registered Hazmat Trucking Company.

Agenda Item #12.2.

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Scope & Detailed Work Plan
Scope of work and plan:

Devastating Pyrotechnics will furnish a complete time line and emergency list of contacts to all parties involved.

Devastating Pyrotechnics understands the need to minimize impact on ALL adjacent facilities.

Devastating Pyrotechnics maintains a “good neighbor policy” and can help interface with the local community to prepare for the event.

Devastating Pyrotechnics will work to minimize residual debris while maximizing the visibility from all areas of the shoot site.

Devastating Pyrotechnics suggests using the proposed shoot site. Safe set back distance for the fallout area are consistent with Devastating Pyrotechnics use of NFPA 1123 setbacks (70+ feet per inch in diameter).

The following is a list of the product proposed by Devastating Pyrotechnics to be used in the Independence Day Celebration display.

The largest diameter of multi-shot(cakes) product to be used will be 3” diameter. The largest aerial firework shell to be used will be 3” diameter.

Operations:

Agenda Item #12.2.

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Main Body
2 Inch Devastating Pyrotechnics Assorted Select Shells 225

2.5 Inch Devastating Pyrotechnics Assorted Premium Shells 225 3 inch Devastating Pyrotechnics Assorted Premium Shells 225 Total Shells 675
Grand Finale
2 Inch Devastating Pyrotechnics Assorted Premium Finale Shells 200

2.5 Inch Devastating Pyrotechnics Assorted Premium Finale Shells 200 3 Inch Devastating Pyrotechnics Assorted Premium Finale Shells 200 Total Finale Shells 600
Total Display Shells 1275
Multi-Shot Devices (Bombardments 1.2 inch to 3 inch)
10,000 Shots
Total Multi Device Shots 10,000
Total Multi Shots and Display Shells 11,275
Agenda Item #12.2.

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Devastating Pyrotechnics shall include a minimum crew of 6, including lead operator:

To Be Determined - Lead Operator and California (CalFire) licensed operator.

Devastating Pyrotechnics will interface directly with the local AHJ for all necessary permits, inspections, equipment and product.

Devastating Pyrotechnics will be following established company protocols, industry guidelines (NFPA 1123) as well as state and federal guidelines for safety.

Devastating Pyrotechnics team will work with the AHJ to mitigate any fire danger. Team members are trained in the use of fire suppression technics including the use of approved and certified extinguishers, shovels, brooms and other fire suppression tools.

Devastating Pyrotechnics crew will hose down surfaces or remove debris likely to pose a fire hazard. Lead operator will maintain constant contact with all team members as well as the local AHJ.

Devastating Pyrotechnics team will utilize all excess crew members as "spotters" for the display, looking for falling or burning debris both inside and outside the launch site.

Devastating Pyrotechnics will perform a thorough walk around of the site and perimeters immediately following the shoot identifying any live product or hot spots. Once area is determined to be free of hazards the site will be rested for 15 minutes before communicating "all clear" to the local AHJ. Upon receiving an "all clear" from the lead operator and local AHJ, the crew will commence breakdown and cleanup of the shoot site.

Agenda Item #12.2.

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Event Budget
Devastating Pyrotechnics will commit to the event budget of $40,000.

Devastating Pyrotechnics is confident in our ability to exceed expectations on delivery, set up and firing for the proposed budget.

Devastating Pyrotechnics implements specific protocols when determining display budgets using a method that is repeated several hundred times a year.

Devastating Pyrotechnics maintains a year-round lease agreement with Ryder putting thousands of trucks at our disposal at a moment notice. We are also a fully licensed, bonded and insured Hazmat trucking company. We never contract out Hazmat transportation to other companies or contractors.

Devastating Pyrotechnics is one of the largest fireworks importers into the Western United States. We are also a fully licensed manufacturer. We run a lean operation and maintain minimal overhead allowing us to provide the most competitive pricing in the industry. We are able to assure our customer they are getting premium service with exceptional value. We ALWAYS encourage our customers to audit their shoot sites to insure they are getting everything they paid for.

Agenda Item #12.2.

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Delivery Schedule and Timeline
July 3
10:00 - 12:00 Arrival of Truck with Equipment and Product 12:00 – 19:00 Setting up and Staging firework racks in Skate Park 19:00 – 10:00 (next day) overnight security needed from Client for Truck with Fireworks July 4
10:00 – 18:00 Loading product and wiring for electronic ignition. 21:30 - 21:48 Fireworks Display
21:50 – 22:10 Shoot site Cooldown (Safety precaution)
22:10-22:20 Licensed shooter walk through of shoot site to determine safe for cleanup 22:20 – 01:00 (next day) Clean up and pack up equipment Agenda Item #12.2.

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1. San Francisco Chinese New Year Parade
Union Square, San Francisco, CA
Harlan Wong, Parade Director, [email protected] February 24, 2024

2. Independence Day Fireworks Display
Del Rio Country Club, Modesto, CA
Marissa Brown, Catering Director Assistant, [email protected] July 4, 2023

3. Independence Day Fireworks Display
Woodward Reservoir, Oakdale, CA
Julie Orona, Events & Marketing Specialist, Stanislaus County Parks & Recreation, [email protected] July 1, 2023
Reference Review
Agenda Item #12.2.

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Item 12.2 - 4th of July Fireworks:

Continued Discussion and Direction
City Council Meeting
April 22, 2025
Agenda Item #12.2.

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Background
• March 25: Staff provided history
and overview 4th of July festivities
• Impacts - both positive and
negative
• Explore cost of alternative
options such as laser light display
• Return at a future meeting for a
new vote
Agenda Item #12.2.

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Financial Impact
A) Community event without
fireworks ~$15K –$20K
B) Fireworks ~ $40K*
C) Laser light show (comparable to
Calistoga) ~ $20K -$25K*
D) Drone show ~ $110K*
* Options B, C, D are direct costsof
displays only
Agenda Item #12.2.

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Fiscal Considerations
• $31,000 remaining in 24-25 4th of July line
item
• $46,000 remaining in 4th of July specific
fund
• Staff and commissioner fundraising
efforts
• Committed to raising $9K as requested
• Goal is to raise $15K -$20K
Agenda Item #12.2.

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Recommended
Action
Provide direction to staff on whether to
implement a professional fireworks show for the
2025 4th of July festivities
If yes, approve the attached resolution,
authorizing the City Manager to enter into a
Professional Services Agreement with
Devastating Pyrotechnics, Inc.

Agenda Item #12.2.

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Discussion &
Questions
Agenda Item #12.2.

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Agenda Report to the City Council
Agenda Section: OLD BUSINESS
Department: Administration
DATE: April 22, 2025
FROM: Mandy Kellogg, Administrative Services Director
SUBJECT: Receive memos from the Finance Committee on the City's structural deficit and potential revenue options and direct staff as appropriate

RECOMMENDED
ACTION:

Provide direction to staff on preferred revenue options to bring back to City Council for consideration.

PREVIOUS COUNCIL
ACTION:

None

STATEMENT OF THE
PURPOSE:

Receive feedback on various revenue options.

FINANCIAL IMPACT: None associated with this report.

BACKGROUND:

City Council directed staff to study the extent of the City's structural deficit and to explore a variety of revenue options available.

On March 11, 2025, staff presented an updated analysis of the City's revenues and expenditures to determine the extent of the structural deficit.

On April 8, 2024, staff presented an informational item to City Council on revenue options and the potential revenue that would be generated with each option.

Additionally, the Finance Committee was charged with preparing two memos for Council:

1. Structural Deficit Report - response

2. Revenue Opportunities
DISCUSSION:

Structural Deficit
At the March 11th City Council meeting, and in response to the structural deficit staff report, the newly formed Finance Committee was tasked by the City Council to review and respond to four specific topics, including:

1. Assess City staff's projection of long-term liabilities and needs.

2. Propose revenue sources for each tranche of liability/capital needs.

3. Assess cost allocation approach of personnel costs between funds.

Agenda Item #12.3.

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4. Provide input on compensation philosophy to be competitive, including geographic considerations.

It is anticipated the Finance Committee will finalize its Structural Deficit Staff Report response at its meeting on April 17, 2025, and will report on the memo during this item on April 22, 2025 (Attachment 1).

Revenue Options
The report to City Council on April 8, 2025, included a list of potential revenue options.

The informational item by staff did not include any recommendations, just options for consideration.

As charged by the City Council, the Finance Committee took a deeper look into various revenue options and it is anticipated the committee will finalize its revenue opportunities memo at their meeting on April 17, 2025, and will report on the memo during this item on April 22, 2025 (Attachment 2).

Following the revenue options staff report as well as the Finance Committee's memo on revenue opportunities, staff recommends City Council review each option and provide direction to staff on which revenue option(s) the Council desires more detailed information.

If Council desires to pursue a ballot measure(s) in November 2025, there will be a tight timeline. The table below summarizes timing associated with a November 2025 election.

Estimated timeline for November 2025 Election (if pursued) Date Item
April 22, 2025 Council Discussion/Direction regarding revenue options May 13, 2025 Report to City Council regarding revenue measure(s) May 13, 2025 Report to City Council on the process/criteria for declaring a fiscal emergency
May 27, 2025 Continued Council Discussion/Direction regarding revenue measure(s), if needed.

May 27, 2025
- or -
June 10, 2025
Council adopts resolution declaring a Fiscal Emergency
June 24, 2025
Council adopts resolution calling the election and
submitting the measure including the 75-word ballot
question.

July 29, 2025
County BOS approval, permitting the County elections
official to render specified services to the City relating to the conduct of an election
August 8, 2025 Last day to submit resolution and ballot text to registrar of Agenda Item #12.3.

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voters
November 4, 2025 Election
Other Considerations

1. Does not allow for public opinion polling

2. Cost for a special election is dependent on several factors such as manual count vs. full scape use of the county's voting system as well as how many measures are placed on the ballot. The range quoted by the County Registrar of Voters for one question is in the $35,000 to $90,000 range. If more than one ballot measure is being considered, the cost will increase.

ENVIRONMENTAL REVIEW:

N/A
GOAL:

Goal 1: Strengthen Financial Sustainability
DOCUMENTS ATTACHMENTS:

Attachment 1 - Structual Deficit Staff Report Response
Attachment 2 - City revenue ideas Draft 4.14.25
Agenda Item #12.3.

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1 St Helena Finance Committee
April 2025
Structural Deficit Staff Report - response
At the March 11th City Council meeting, and in response to a structural deficit staff report, the newly formed Finance Committee was tasked by the City Council to review and respond to four specific topics, including,
1) Assess City staff’s projection of long-term liabilities and needs. 2) Propose revenue sources for each tranche of liability/capital needs. 3) Assess cost allocation approach of personnel costs between funds. 4) Provide input on compensation philosophy to be competitive, including geographic considerations.

The Finance Committee has taken up each topic, focusing particularly on the impact each has on the recurring deficit. The following provides our comments and assessment.

How did the deficit develop?
We think a bit of history is helpful. Generally speaking, the city finds itself in recurring deficits as a result of recent spending decisions without providing additional revenue to balance the budget. Following the fires of 2017 and 2020 the community encouraged the City Council to change the form of employment for our fire department from an on-call, part-time lightly paid team to a fully paid and benefited team. This increased spending approximately $2.3 million in 2022.

Also, during 2022 with the departure of our city manager, an interim city manager, and the hiring of a new city manager we created three new positions; one assistant city manager, and two assistants to the city manager (these later two titles have changed over time). This increased spending approximately $750,000. In 2023 we moved into our current city hall location from temporary quarters on Railroad Avenue after shuttering City Hall on Main Street. After spending approximately $2 million on leasehold improvements we are incurring annual rent and related annual expense increases such as insurance, utilities, Agenda Item #12.3.

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2 amortization, etc. of approximately $500,000. We express no opinion on the merits of these recent decisions but stress that future spending decisions need to be addressed in the context of funding that matches expenditures to revenues or with a clear understanding of the impact on financial reserves.

Long Term Liabilities and Needs
The Finance Committee has examined the City’s 20-year forecast covering both large single event investments, prefunding of future building repair and maintenance, prefunding vehicle and equipment replacement, and long-term obligations.

The Finance Committee views the large single event investments as positive aspirational goals, but not projects that require a funding source at this time or prefunding with funds put aside each year to build up a source of future funding.

We endorse these projects for consideration to be financed through general obligation bonds at optimal interest rates requiring community support and approval or developer fees and grants. We recommend these items should be placed in a separate category and discontinue showing these as long-term liabilities or needs.

Prefunding of future building repair and maintenance and prefunding of vehicle and equipment replacement requires City Council to establish a specific fiscal policy for these areas. There are two approaches: prefund and place monies annually into future use non-restricted accounts or budget for the needs as they arise. Either approach is acceptable.

We suggest a bifurcated approach to building maintenance. Standard and general annual maintenance such as painting, carpet replacement, fixing locks, fixing a window, dripping facets, a toilet, etc. should be budgeted annually as the situations are discovered and needs arise. This likely requires some annual budgeting based on Public Works’ determination. More substantial building needs such as re-roofing an entire building, HVAC replacement, and other major mechanical and electrical replacements (typically described as major improvements and betterments that are capitalized) would appropriately use a prefunding mechanism if City Council chooses that policy. We must note the Agenda Item #12.3.

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3 information included in the 20-year plan for building repair and maintenance is eight years old and it did not separate the information into the two categories we suggest are appropriate. We endorse updating the needs assessment internally in accordance with what we have described above. Without a current and appropriately developed assessment, we can only suggest annual prefunding of about $200,000 a year for the major improvements and betterments category as a placeholder until more is learned and as we better know the current condition of those building improvements.

Prefunding of vehicle and equipment replacement including technology infrastructure are determined based on the same policy decision. Similarly, we endorse a bifurcated approach. Departmental small equipment needs less than a certain dollar amount and other needs including laptops, printers, and certain technology replacement that are generally not long-lived assets or are of smaller value should be listed out and budgeted annually. Prefunding vehicles, large equipment, and significant computer, software, and related technology that are more costly and long-lived assets are dependent on the city’s approach to acquisition. Are they leased or are they purchased? If they are leased, they should be budgeted annually; if they are purchased a prefunding mechanism is appropriate should City Council decide on this policy. We do not have the information needed to accurately determine a prefunding amount for this area and do not know what policy City Council will choose. However, we do suggest purchased vehicles and purchased high value equipment, including technology are appropriate for prefunding and as such suggest consideration of $100,000 annually as a placeholder over the short term until better information is available to the committee or staff while recognizing an account for this area includes a balance of approximately $1 million.

The unfunded PERS liability of $16 million, and likely growing, needs to be addressed. City Council reviewed and selected a firm to help manage through annual deposits into investment accounts. It is important to note that funding the unfunded PERS liability is fully discretionary and will depend on an assessment of the appropriate timeline to fund the liability and the amount of the liability to fund. The consultant suggested you never want to fully fund your PERS liability and provided that 80% funding level was a prudent goal. Our council liaison suggests we should fund at a higher level, maybe even 100%. The matter is debatable, and City Council will need to decide. We support consideration of Agenda Item #12.3.

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4 funding annually at $500,000. Funding at this level for 7.5 years will achieve a goal of 80% or if continued for 13.7 years will achieve a goal of 90% based on assumptions included in the PARS presentation. These amounts are subject to continuing reassessment and change depending on investment returns and City Council policy.

Propose Revenue Sources for Each Tranche of Liability/Capital Needs Please see the committee’s separate memo regarding revenue opportunities. The matching of spending needs (long term or project specific) with revenue opportunities is one City Council will need to address. This decision is dependent on reserve levels, future projected reserves, monetization of surplus assets, spending reductions, etc. and of course voter preferences and trust for options that require voter approval. All revenues are fungible unless the funding source has been restricted.

Cost Allocation Approach
Clear Source presented their draft cost allocation study at the April 3rd Finance Committee meeting. The one shared view is that we should immediately transition from a direct allocation approach for certain departments to a cost allocation plan (CAP).

There was no general agreement with Clear Source as to the methodology used for allocating costs. We are skeptical that the allocations across departments was based mostly on industry norms and not to the specifics of St Helena. We are also concerned with the depth of the interview process with key staff members, and the conclusion on allocations may be missing a key input. The Finance Committee intends to review and analyze in greater depth once through the budget process.

The Committee accepted the draft on an interim basis noting there was insufficient time for the committee to further study many aspects of the CAP. At this point, we recommend shifting $218,000 of cost from the Water and Wastewater funds to the general fund but strictly for purposes of advancing the 2-year budget process.

Agenda Item #12.3.

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5 Further adjustment and transfer of cost between funds may be warranted once the Finance Committee has more time to analyze and assess. It may cause us to reassess the recurring annual deficit at that time.

Compensation Philosophy/Geographic Considerations
The Finance Committee shares a common goal; we want to see a compensation structure, including benefits, which is competitive and fair. At the same time, compensation and staffing levels need to reflect the current fiscal position of the city.

Public employee compensation is complicated and difficult with significant negotiations. The resulting wage scales or parameters developed using cities far larger or far from our recruiting location may not reflect the reality of competitive wages in our geographic area. Additional negotiated items include wage scale steps, car allowances, health insurance, deferred compensation, membership and publication allowances, educational reimbursement, etc. When considering the competitiveness and wage philosophy, “total” compensation and how that compares with all employers (public and private) in our geographic area is of the utmost importance.

The structural deficit staff report leaned heavily on a general lack of employee longevity and vacancies along with negotiated wage scale comparisons firmly suggesting our staff are significantly under paid. There was no review of what may be the root cause of staff turnover besides wages. It did not provide a “total” compensation comparison to other municipalities in Napa County or to wage information for the county that includes private sector employment. Napa county wide wage information suggests we are competitive at current wage levels. As such we do not endorse a policy suggesting we need to reach towards a 50th or 75th percentile based on negotiated wage scales.

City Council has discussed undertaking an efficiency study of the organizational structure. We suggest that this project be broad based, completely transparent, and investigate all aspects of our organizational structure including salary and benefits, staffing levels, manager to staff ratios, morale, training, supervision, career development, and affordability. It is vitally important that the firm Agenda Item #12.3.

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6 conducting the study has no perceived “client” and that there is general buy-in to the outcome before (and after). We look forward to participating in the study.

As a result of the discussion above, the impact of compensation and staffing on the recurring deficit is unknown.

Conclusion
We see four items that need to be considered for inclusion in the operating budget deficit at this time:

1. Unfunded PERS liability $500,000

2. Prefund major building improvements and betterments $200,000

3. Prefund purchased vehicles and high cost long-live equipment $100,000.

4. Cost allocation study adjustments $218,000
All of the above is subject to change and updated information as we gather more information.

We encourage staff and City Council to find cost reductions in the current draft budget to offset the above new funding suggestions and control our deficit as best possible. As we finalize our budget review we are available to offer our analysis and suggestions.

Agenda Item #12.3.

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1 St. Helena Finance Committee
April 2025
Revenue Opportunities
Summary. City Council requested the Finance Committee accelerate its advisory review of potential revenue opportunities to coincide with the timing of the City potentially declaring a fiscal emergency and the City’s consideration of its FY 2026 and FY 2027 budgets.

The Committee does not endorse declaring a fiscal emergency at this time. The FY 2026 and FY 2027 budgets are currently being developed, labor negotiations are in process, and spending and revenue forecasts are being reviewed. City Council has not reviewed complete draft budgets orthe revenue, expenditure and reserve assumptions supporting the budgets.

Although forecasts of the annual deficits for FY 2026 and FY 2027 and assumptions regarding uncertain and volatile economic conditions affecting the deficits have yet to be determined, initial information provided by City staff suggests the deficit is likely to be approximately $2.5 million for each budget year. Based on information also provided by City staff, reserves are estimated to end FY 2025 at approximately $10 million or 50%, although recent macroeconomic events make these estimates uncertain, particularly for sales and hotel tax revenues. The City has two excess properties with likely significant combined market values which may provide short-term, one-time revenues to the City sooner rather than later.

Although the Committee does not express an opinion on the legal hurdles that may or may not apply to declaring a fiscal emergency, the financial condition of the City based on information provided the Committee by City staff does not appear to support an emergency declaration at this time. The Committee also cautions that such an emergency declaration could have unintended impacts on the City’s financial status and could affect recruiting, employee retention and ability to solicit vendors and service providers.

Private Endowments and Philanthropy. St Helena is full of many generous citizens. We currently have non-profits supporting certain services such as the library. Under the right circumstance and in the correct manner, the City could consider reaching out to the community to strengthen the non-profit library support and develop similar support for our parks and recreation programs. Committee members are aware of endowments in other cities. Those endowments can be program and facility specific with naming rights. A stronger partnership with Friends and Foundation, St Helena Public Library is developable and could be pursued.

Committee Listing of Revenue Options. The following is a brief outline of revenue opportunities City Council could consider, including a chart showing the public election Agenda Item #12.3.

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2 requirements for various categories of local taxes and the current sales tax rates by city and county in Napa.

The Committee does not take a position on whether the City Council should adopt or implement any of these revenue options, but includes them as options for raising General Fund re, venues if raising such revenues is determined necessary. Separately, any such revenue options should be evaluated and compared according to standard objective criteria for taxes in general, such as (1) tax efficiency; (2) tax equity; and (3) tax predictability and sustainability.

Local general tax increase by local
board
Two-thirds vote by governing board and simple
majority of voters
Local special tax increase by local
board
Two-thirds vote by governing board and two-thirds
vote by voters
Local special tax increase by
citizen initiative
Simple majority of voters
Current sales tax rates:

American Canyon 7.75%
Calistoga 7.75%
Yountville 7.75%
City of Napa 8.75%
St Helena 8.25%
Napa County 7.75%
Parcel tax: A parcel tax can be levied in a variety of ways but not on the value of the property or its improvements. The basis of the tax can be acreage, square footage of improvements, or a flat rate no matter what the parcel size. We believe any parcel tax should be based on acreages. We have a couple of industries that contribute very little to our revenue needs. Using acres as the base would bring these other industries into our much need revenue stream.

Parcel tax to fund the SHFD. Recently we changed the SHFD from an on call quasi volunteer group to a full-time paid department. As such we added significant costs without a revenue stream to pay for these additional department expenses. Many citizens called for full-time paid staff to improve response time and public safety given the devastating fires of 2017 and 2020. A parcel tax requiring voter approval will allow the public to demonstrate their support while getting assurance funds cannot be used for any other purpose, fire department only. The department’s annual expense is approximately $2,800,000. The annual tax per acre could be approximately $890 based on 3,148 acres in the city limits. The Agenda Item #12.3.

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3 average residential lot size is ¼ acre, so the average resident would pay $223 a year. Many would pay less, some with larger lots and larger homes would pay more. Vineyard owners may cry foul; however, vineyards provide nearly no revenues to the city due to their low assessed values and no sales tax charged on their production. Hypothetically, a 15-acre vineyard would pay an annual tax of $13,350 (cashflow after tax deduction is closer to $7,000) while their annual grape revenue is approximately $720,000 or more. We think it may be a reasonable option to consider for the vineyard industry to support our city with a tax that is less than 1% of their revenue.

Parcel tax to fund the Library. Total annual costs of our Library are approximately $1,200,000. The Library is a great asset to the community and others around St Helena. The concern is when the City’s financial position is not stable and running deficits, how do we fund this vital resource? Options to reduce its financial impact have been rejected. Our community wants it to remain independent and not moved into the county system, nor do they want to reduce hours, or programs. It’s a difficult situation. Putting the funding of the Library (just as suggested above for the SHFD) to a vote of the public through a parcel tax initiative could, if successful, guarantee our Library remains independent of the county system and a vibrant resource for the community as it is today. A parcel tax based on acres would be approximately $381 per acre and $95 per average residential lot.

Annex a portion of Meadowood: This subject has been brought up many times in the past, but apparently without the political will to have a deep and sustained discussion with the county. Now really is the time to have this discussion. Meadowood is working through plans to expand the resort with a $500 million investment. This expanded resort will need more police and fire support. It seems if we reasonably request a portion of the county revenue stream beginning a few years from now they can accept that knowing they will have much greater revenues in the future even with revenue sharing.

Sales tax: There is a 1% additional sales tax that can be delivered to the City if we act before the County acts and obtain voter approval. Although this is regressive and affects lower wage earners more, a great deal of sales tax is borne by tourists. A .5% sales tax addition (same as Measure D passed in 2016) would generate approximately $2,100,000 annual revenue.

TOT tax: It is our understanding there is no limit to the TOT tax rate we can charge. The current 15% rate includes 12% to the city, 1% to affordable housing, and 2% to the NVTID. It is likely that visitors do not consider the TOT tax as a significant deterrence when researching or choosing a hotel. This could be more likely to pass as it doesn’t much affect those living in St Helena and does not significantly reduce hotel stays. Each 1% of additional tax could generate approximately $300,000.

Property Sales: This has been discussed since the days of the SHAPE committee.

We have two attractive City properties that could be sold sooner rather than later. Hosts of reasons have been voiced to slow the process although it is our understanding we do have Agenda Item #12.3.

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4 offers. That said, if short-term revenues are a priority, they could be sold for cash without contingencies of planning approval, loan acceptance, etc. Other City initiatives, such as the Downtown Specific Plan, need not delay receiving offers and successfully selling these properties. Our city is not in the business of managing a portfolio of properties as a developer would. We should sell them for the best price we can today without attempting to time the market. This is not a long-term financial solution, but it can buy us time.

Real Estate Transfer Tax: This failed last November. The voters viewed the measure as ill conceived, and the amount requested / estimated was perceived as greedy. A more modest proposal has a better chance of passing. Without prejudging the design of a revised transfer tax proposal, a revised transfer tax could tax all real estate transfers at some level; the rate could gradually increase as the sales price increases. If we want a community-wide real estate transfer tax, we all must participate. The graduated rate could be similar to income taxation such that as a property sells for more the tax rates of the lower portion hold and are not replaced by the higher rates. A transfer tax that could generate approximately $2-2.5 million of revenue may be more acceptable to the community.

Meter Downtown Parking: With new technology this could be more efficient than going around and collecting the coins from the meters. This is not a big revenue generator.

A few years ago, it was estimated to generate $350,000 of annual revenue if the downtown district were metered.

Payroll Tax: It’s been said that a payroll tax is difficult and confusing for businesses.

Nothing could be easier. All businesses report payroll to our state and federal government.

If they have multiple facilities or location, it’s not a problem because businesses track costs by location. Developing the tax rate is a matter of estimating the base (payroll within the city limits) and determining how much revenue you want to develop. Whether it is a viable option acceptable to the St. Helena business community would need to be evaluated.

Business Activities Tax: This one is a bit more complicated. However, it is fair and may bring down fees for small businesses. We have two very large industries providing little revenue to our city: large production wineries and vineyard grape production. The efficiency of the business activities tax is that it places all business on more equal footing recognizing the production or sales of each business and having their activity taxed. Production would be measured as the value of shipments from the facilities or business location. For retail establishments this would be sales of products whether charged a sales tax or not. For vineyards this would be the value of the grapes harvested. For wineries this would be the value of products shipped from their facility whether sold to a customer or transferred to another facility.

This also could replace business license fees. The base, which is the value of total business activity within St Helena, would need to be estimated to develop an applicable activity tax rate that would generate the desired tax revenue. Businesses would receive credit for shipments or transfers for which sales tax were already applied. Certain Agenda Item #12.3.

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5 businesses would likely be exempt such as grocery stores and maybe restaurants. Although catering and similar activities that move activity outside St Helena’s city limits could be problematic as we don’t receive sales tax for items sold from within the city but received by the purchaser outside the city.

Large production wineries (and many other wineries within the city limits) generate little to no sales tax revenue related to their production or sales. They don’t sell it to the public here in St Helena, so we don’t receive sales tax. They ship production out through wine clubs, they ship it out to their bottling facilities or their centralized distribution facility.

There is a lot of activity. Similarly, vineyards generate almost no revenue for our city. Grapes are not taxed, and their assessed values are quite low producing little property tax revenue.

User Fees for General Fund Discretionary Services: The City applies user fees for certain services that are associated with discrete services that are discretionary and not essential, e.g. building and zoning permits. User fees could also be considered to fund all or discrete components for additional General Fund discretionary services, such as the library and parks and recreation. The fees could be income-based or age-based, and limited to certain services or programs that are subset of such overall discretionary services, such as internet service at the Library or certain parks and recreation programs, similar to how the school district charges for summer pool access.

Carpenter Water Contract: This contract needs to be resolved so the water enterprise can have clarity on the associated potential revenue. The contract expired in 2013, and the current water customer has paid nothing for water in the past 12 years. Water enterprise revenue was below budget last year and it may continue to be so the water enterprise can use all the revenues that are due.

Agenda Item #12.3.

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REVIEW OF REVENUE

OPTIONS
City Council Meeting, April 22, 2025 Assistant City Manager, April Mitts Agenda Item #12.3.

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Background
Council Direction
• Study the extent of the City’s structural deficit
• Explore a variety of revenue options
• Finance Committee charged to analyze and report on each March 11, 2025
• Staff presented analysis of the City’s revenues & expenditures April 8, 2025
• Staff presented an informational item on revenue options & estimates April 22, 2025
• Receive Finance Committee memos on structural deficit and revenue options Agenda Item #12.3.

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Revenue Options
• Business License Tax
• Payroll Tax
• Business Activities Tax
• Sales Tax
• User Utility Tax
• Real Property Transfer Tax
• Downtown Parking Meters
• Citywide Parks Maintenance District
• Transient Occupancy Tax
• Increase # of STRs
• Annexation
Agenda Item #12.3.

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Recommended Action
Provide direction to staff on revenue option(s) to further research and bring back to City Council
Agenda Item #12.3.

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Estimated Timeline
Estimated Timeline for November 2025 Election (if pursued)

DATE ITEM
April 22, 2025 Council discussion/direction regarding revenue options May 13, 2025 Report to City Council regarding revenue measure(s) May 13, 2025 Report to City Council on the process/criteria for declaring a Fiscal Emergency May 27, 2025 Continued Council discussion/direction regarding revenue measure(s), if needed May 27, 2025
- or –
June 10, 2025
Council adopts resolution declaring a Fiscal Emergency
June 24, 2025 Council adopts resolution calling the election July 29, 2025 County Board of Supervisor approval to render election services August 8, 2025 Last day to submit resolution and ballot text to registrar of voters Nov. 4, 2025 Election
Agenda Item #12.3.

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Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Finance
DATE: April 22, 2025
FROM: Mandy Kellogg, Administrative Services Director
SUBJECT: Proposed approval of a Resolution awarding non-profit grant funding through the Non-Profit Grant Program in
Fiscal Year (FY) 2025-26 Operations Budget in the
amount of $74,948 and authorizing the City Manager to
enter into a multi-year Non-Profit Funding Agreement with Boys and Girls Club, Rianda House Senior Center, and
Upvalley Family Centers in the amount of $30,000 each for a total of $90,000 per year.

RECOMMENDED
ACTION:

Staff recommends approval of the attached resolution.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
PURPOSE:

The purpose is to provide financial assistance to NonProfit organizations who provide direct programs, projects or services to St. Helena residents.

FINANCIAL IMPACT: If the grant requests are awarded based on the recommendations of the Council working group for the FY 2025/26 Operations Budget, the total financial impact is $74,948 utilizing General Fund. An additional $90,000 will be expended from the General Fund in the FY 2025/26
Operations Budget for the Boys and Girls Club, Rianda
House Senior Center, and UpValley Family Center NonProfit Funding Agreements.

The aggregate fiscal impact for FY 2025/26 is $164,948 to the General Fund.

BACKGROUND:

In January 2022, the City Council adopted Resolution 2022-2, adopting an amended Non-Profit Funding Policy and Related Program Application Guidelines (Attachment 1).

The policy established a framework for how the City provides financial assistance to non-profit agencies who provide direct programs, projects or services to St. Helena residents and promote the City’s mission and goals.

On January 7, 2025, staff posted the grant guidelines on the City’s website, sent out a news release, and made an announcement at a City Council Meeting that the application was available.

Agenda Item #13.2.

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Based on previous direction from the City Council, the City entered into three-year funding agreements with the Boys and Girls Club, Rianda House, and UpValley Family Centers outside of the Non-Profit Grant Program and allocated $30,000 each to organization for a total of $90,000. The funding agreements expire on June 30, 2025.

Applications were due February 28, 2025. Applicants have been advised that awards are not guaranteed and that requests may be scaled down based on available funding.

DISCUSSION:

Non-Profit Grant Application Funding
City staff received 25 applications requesting funding. Per the Policy, the applications were reviewed for completeness and all applications were presented for funding recommendations.

The City Council working group, consisting of Mayor Dohring and Vice Mayor Deasy, met to review applications with City staff to make recommendations for FY 2025-26 non-profit funding. The City received a large response to the program with cumulative funding requests totaling $268,709.

City staff and the Council working group closely evaluated each application and made funding recommendations for applications that closely aligned with Council goals. The decisions were extremely difficult and were based on both the City’s continued financial constraints while balancing and ensuring the needs of the community are met to the extent possible.

Below is a listing of the organizations by grant category that submitted an application and the recommended funding for the FY 2025-26 Operations Budget:

Applicant Description
FY25
Funding
Request
FY25
Recommended
Funding
Friends of the
Cameo -
Attachment 2
Science in Cinema 5,000 5,000
Grace Episcopal
Church -
Attachment 3
Common Table on Spring 19,386 -
Lunchtime
Productions Inc. -
Attachment 4
Summer camps for young
people in St. Helena 1,125 -
Monarch Justice
Center -
Monarch Justice Center
Outreach Campaign (St. 3,500 3,000
Agenda Item #13.2.

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Attachment 5 Helena)
Music in the
Vineyards -
Attachment 6
Music in the Vineyards:

Education and Community
Engagement in St. Helena
6,000 3,000
Napa Valley
College District
Auxiliary Services
Foundation -
Attachment 7
4th Annual Viva Mariachi St.

Helena 5,000 5,000
Napa Valley
Museum -
Attachment 8
Napa Valley Museum of Art &
Culture (the MAC) in St. Helena 20,000 -
Napa Valley State
Park Association -
Attachment 9
Bale Mill Community Events 15,000 4,000
Nimbus Arts -
Attachment 10 Free Community Arts Program 12,400 5,000
Our Town St.

Helena -
Attachment 11
Monument Sign: Pope Street
Workforce Housing Project 7,500 -
St. Helena Choral
Society -
Attachment 12
Children's/Teen Choir Festival
Funding 13,100 5,000
St. Helena
Community Garden
- Attachment 13
St. Helena Community Garden
Upgrade 3,000 2,000
St. Helena
Cooperative
Nursery School -
Attachment 14
St. Helena Cooperative Nursery
School 10,000 5,000
St. Helena
Farmers' Market -
Attachment 15
SHFM Market Match 15,750 2,500
St. Helena
Historical Society -
Attachment 16
SHHS: Walking Tour and
Communications 2,448 2,448
St. Helena Hospital
- Attachment 17 Dental & Vision Equity Clinics 20,000 5,000 St. Helena Little
League -
Attachment 18
Player Scholarships and All-Star
Uniforms 22,000 2,500
St. Helena
Preschool For All -
Attachment 19
St. Helena Preschool For All
Scholarships 20,000 5,000
Agenda Item #13.2.

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St. Vincent de Paul
Ministry of the St.

Helena Catholic
Church -
Attachment 20
Financial Assistance for
Individuals and Families in the
City of St. Helena, not limited to
SHCC members
20,000 5,000
Sustainable St.

Helena - An
Environmental
Alliance -
Attachment 21
St. Helena Redwood Forest
Project "A Future Community
Forest"
10,000 2,500
The Saint Helena
Forum for
Innovation and
Creativity -
Attachment 22
Ongoing Free Virtual
Humanities Based Cultural
Presentations
10,000 2,500
Upstage Napa
Valley - Attachment
23 Playfest 2025 10,000 2,500
UpValley Family
Centers -
Attachment 24
Triple P Fear-less Parent
Workshops 5,000 3,000
Vailima Foundation
- Attachment 25 RLSM Digital Tour Project 5,000 2,500
We Care Animal
Rescue -
Attachment 26
Pet Food Pantry for LowIncome St. Helena Pet Owners 7,500 2,500 Total 268,709 74,948
Non-Profit Funding Agreements
City staff has prepared draft multi-year Non-Profit Funding Agreement (Attachment 27), which will provide support for programmatic expenses for Fiscal Years 2025/26, 2026/27, and 2027/28 in the amount of $30,000 each for the following organizations:

Boys and Girls Club, Rianda House Senior Center, and UpValley Family Centers. The agreement outlines the funding criteria and the annual reporting requirements.

ENVIRONMENTAL REVIEW:

None.

GOAL:

Goal 5: Enhance Quality of Life
DOCUMENTS ATTACHMENTS:

Agenda Item #13.2.

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Resolution FY 25-26 Nonprofit Grant Funding
Attachment 1 - Nonprofit Grant Guidelines
Attachment 2 - Friends of the Cameo Application
Attachment 3 - Grace Episcopal Church Application
Attachment 4 - Lunchtime Productions Inc. Application
Attachment 5 - Monarch Justice Center Application
Attachment 6 - Music in the Vineyards Application
Attachment 7 - Napa Valley College District Auxilliary Services (DAS) Foundation Application
Attachment 8 - Napa Valley Museum Application
Attachment 9 - Napa Valley State Park Association Application Attachment 10 - Nimbus Arts Application
Attachment 11 - Our Town St. Helena Application
Attachment 12 - St. Helena Choral Society Application
Attachment 13 - St. Helena Community Garden Application Attachment 14 - St. Helena Cooperative Nursery School Application Attachment 15 - St. Helena Farmers' Market Application
Attachment 16 - St. Helena Historical Society Application Attachment 17 - St. Helena Hospital Application
Attachment 18 - St. Helena Little League Application
Attachment 19 - St. Helena Preschool For All Application Attachment 20 - St. Vincent de Paul Ministry of the St. Helena Catholic Church Application
Attachment 21 - Sustainable St. Helena - An Environmental Alliance Application Attachment 22 - The Saint Helena Forum for Innovation and Creativity Application Attachment 23 - Upstage Napa Valley Application
Attachment 24 - UpValley Family Centers Application
Attachment 25 - Vailima Foundation Application
Attachment 26 - We Care Animal Rescue Application
Attachment 27 - Nonprofit Funding Agreement
Agenda Item #13.2.

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CITY OF ST. HELENA
RESOLUTION NO. 2025-__
Resolution Authorizing Non-Profit Grant Funding Through the Non-Profit Grant Program in Fiscal Year 2024-25 Operations Budget in the amount of $74,948 and Authorizing the City Manager to enter into and execute a multi-year Non-Profit Funding Agreement with Boys and Girls Club, Rianda House Senior Center, and UpValley Family Centers in the amount of $30,000 each for a total of $90,000 per year for FY 25/26, FY26/27, and FY 27/28.

RECITALS
A. In January 2022, the City Council adopted Resolution 2022-2, adopting an amended Non-Profit Funding Policy and Related Program Application Guidelines; and B. The policy established a framework for how the City provides financial assistance to non-profit agencies who provide direct programs, projects or services to St. Helena residents and promote the City’s mission and goals; and C. On January 7, 2025, staff posted the grant guidelines on the City’s website, sent out a press release, and made an announcement at a City Council Meeting that the application was available. Applications were due February 28, 2025; and D. City staff received 25 applications requesting funding. Per the Policy, the applications were reviewed for completeness and all applications were presented for funding recommendations; and
E. The City Council working group, consisting of Mayor Dohring and Vice Mayor Deasy, met to review applications with City staff to make recommendations for FY 2025-26 non-profit funding and recommended 21 applicants be approved for funding for an aggregate not-to-exceed amount of $74,948; and
F. On May 17, 2022, the City Council autjorized the City Manager to execute multiyear Non-Profit Funding Agreement, which provided support for programmatic expenses for Fiscal Years 2022/23, 2023/24, and 2024/25 in the amount of $30,000 each for the following organizations: Boys and Girls Club, Rianda House Senior Center, and UpValley Family Centers;
Agenda Item #13.2.

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G. The multi-year agreements are set to expire on June 30, 2025; and H. Staff has prepared draft multi-year Non-Profit Funding Agreement, to continue to provide support for programmatic expenses for Fiscal Years 2025/26, 2026/27, and 2027/28 in the amount of $30,000 each for the following organizations: Boys and Girls Club, Rianda House Senior Center, and UpValley Family Centers.

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

1. Authorize Non-Profit Grant Awards as follows to be included in the FY 2025-26 Operating Budget:
# Awardee Funding
Amount
1 Friends of the Cameo 5,000
2 Monarch Justice Center 3,000
3 Music in the Vineyards 3,000
4 Napa Valley College 5,000
5 Napa Valley State Park 4,000
6 Nimbus Arts 5,000
7 St. Helena Choral Society 5,000
8 St. Helena Community Garden 2,000
9 St. Helena Cooperative Nursery 5,000
10 St. Helena Farmers’ Market 2,500
11 St. Helena Historical Society 2,448
12 St. Helena Hospital 5,000
13 St. Helena Little League 2,500
14 St. Helena Preschool For All 5,000
15 St. Vincent de Paul Ministry of the St. Helena
Catholic Church 5,000
16 Sustainable St. Helena – An Environmental
Alliance 2,500
17 The Saint Helena Forum for Innovation and
Creativity 2,500
18 Upstage Napa Valley 2,500
19 UpValley Family Centers 3,000
20 Vailima Foundation 2,500
21 We Care Animal Rescue 2,500
Total 74,948
Agenda Item #13.2.

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2. Authorize the City Manager to enter into and execute a multi-year Non-Profit Funding Agreement with the Boys and Girls Club, Rianda House Senior Center, and UpValley Family Centers in the amount of $30,000 each for a total of $90,000 per year.

3. Authorize the City Manager to authorize any and all non-substantive amendments to the draft agreement that are deemed necessary to finalize the agreement.

Approved at a Regular Meeting of the St. Helena City Council on April 22, 2025, by the following vote:

Mayor Paul Dohring:

Vice Mayor Deasy:

Council Member Barak:

Council Member Spadarotto:

Council Member Summers:

APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Erika Opp, Acting City Clerk Agenda Item #13.2.

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City of St. Helena Non‐Profit Community Enrichment
Grant Program Guidelines
FY 2025/26
The City of St. Helena invites all interested non‐profit organizations to submit an application for funding. The annual “Non‐Profit Community Enrichment Program” is designed to support local non‐profit organizations directly impacting the community and/or benefiting the City of St.

Helena. Applicant programs and services must be consistent with the City’s mission statement or support at least one of the City Council’s three‐year goals (see attached).

Funding Philosophy ______
The City encourages innovation and a goal of self‐sufficiency for all initiatives funded by this program within 24 months. Accordingly, all organizations requesting funds from the City should continue efforts to develop stable private funding sources. Submission of a complete application does not guarantee funding nor does receiving an award in the prior funding year.

Consistent with the City’s Diversity, Equity and Inclusion (DEI) Strategy, submissions that identify and foster inclusion, belonging and social justice are encouraged. The City Council adopted Resolution 2020‐105: Affirming that Discrimination and Systemic Racism Constitute A Public Health Crisis Causing Disparities in Mental Wellbeing, Language Access, Housing, Economic Development, Health, and Criminal Justice Experience, and Reaffirming Its Commitment to Advancing Justice, Equity, Diversity, and Inclusion in the City. To read the City’s DEI Strategy, please click here.

Applicant Criteria_______________________________________________________________ Applicants may apply for project or program funding that support the funding philosophy criteria below:

Projects or programs which promote or benefit the St. Helena community with arts, culture, education, orsupporting youth/family initiatives and services. The minimum grant request is $1,000 and the maximum grantrequest is $20,000. The overall funding available is expected to be $120,000 per fiscal year.

Actual grant funding is based upon funds appropriated by the City Council in the annual budget and are dependent on the City’s annual budget prioritization process.

Eligibility
Eligibility has been established by the City of St. Helena Non‐Profit Funding Policy (Resolution 2018‐150). All applicants must possess a current IRS Not‐for‐Profit determination letter (IRS Form 501(c)(3)) and provide as proof that they are a non‐profit organization.  Only one application per agency per category will be considered each year.  Grants are for programmatic expenses only (items recognized under Generally Accepted Accounting Principles (GAAP) as operating costs).
 The City will not fund the purchase, maintenance, or repair of capital assets.

ATTACHMENT 1
Agenda Item #13.2.

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 All applications must be submitted by the published deadline, be complete and contain all requested information and documents in order to be considered for funding.  Non‐profit organizations must be in existence for at least one year by December 31st of the year preceding the application deadline (or December 31, 2023 for this cycle).

Previous years’ allocations are not a consideration for funding.

Timeline, Submission and Grant Cycle
Applications will be available to the public on January 7, 2025 and must be received no later than February 28, 2024 by 5:00 PM. Late and incomplete applications will not be accepted. It is anticipated that City Council will make the final funding recommendations in April of 2025 for the 2025/26 fiscal year.

Grant Applications are electonic only and are available on our website:
https://www.cityofsthelena.org/finance/page/non‐profit‐grant‐funding The grant period for non‐profits approved for funding for Fiscal Year 2025/26 will be from July 1, 2025 to June 30, 2026.

Limitation on Awards
The granting of City funding is solely a monetary contribution and not a co‐sponsorship by the City of any event, program, service or activity for which funding is used unless specifically agreed to in writing by the City. Award of funding shall not eliminate the need for applicants to comply with applicable regulations or permit requirements for the program, event, service or activity being funded. Grant award does not authorize use of any City property.

Any expenses incurred before grant award are not eligible for reimbursement. Each successful project/program/service will be required to submit a final grant report including expenses, accomplishments, photos, etc. Appropriate documentation will be required and may include receipts, volunteer sign‐in sheets, invoices or other documents.

Grant Recipient Requirements
Organizations receiving grant funding are required to:
 Submit a revised goals and activities description if not funded at the level requested;  Submit a revised budget if not funded at the level requested;  Enter into a grant agreement with the City of St. Helena;  Obtain appropriate level of insurance as determined by the City of St. Helena and add the City of St. Helena as additionally insured, if required;  Complete a final report describing program outcomes and financial statements detailing expenditures no later 30 days after the end of the funding period.

Questions?
All questions should be submitted via email to: Ciara Caouette at [email protected] Agenda Item #13.2.

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City of St. Helena
Administrative Policy
Finance
Policy
Non‐Profit Funding Policy

Page 1 of 3 ends

P-FI-0003
Title:

Non‐Profit Funding Policy
Policy # P‐FI‐0003
Revision # 1
Implementation Date 2015‐10‐13
Last Update Date 2018‐10‐23
Approval by City Council Resolution 2018‐150 Date Approved 2018‐10‐23 I. Purpose, Overview and Scope of this Policy
The purpose of this policy is to set forth parameters and establish guidelines for annual grant funding of non‐profit agencies based on availability of funds and award by the City Council.

II. Authority
Updates to this policy require City Council approval.

III. Policy
The City of St. Helena is committed to providing financial assistance to local non‐profit organizations directly serving the community and/or benefiting the City of St. Helena.

Programs and services must be consistent with the City’s mission statement or support at least one of the City Council’s three‐year goals.

A. Eligibility Requirements

1. All applicants must possess a current IRS Not‐for‐Profit determination letter (IRS Form 501(c)(3)). Applicants must provide this determination letter as proof that they are a non‐profit organization.

2. A non‐profit organization must have been in operation for a minimum of one year by December 31st of the year preceding the application deadline.

B. Accountability
Non‐profit organizations shall adhere to accountability standards set by the City of St. Helena and as required by law. Compliance with these standards is a criterion for funding. These standardsinclude but are not limited to compliance with:

1. All financial requirements including submission of proof of expenditures as specified by the grant agreement.

2. Program performance measurement requirements including submission of a final report by the end of the fiscal year.

3. All other terms of the policy and grant agreement including meeting all deadlines.

C. Funding Eligibility
Agenda Item #13.2.

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City of St. Helena
Administrative Policy
Finance
Policy
Non‐Profit Funding Policy

Page 2 of 3 ends

P-FI-0003

1. Only one application per category per organization will be considered each year.

2. Grants are for programmatic expenses that are items recognized under Generally Accepted Accounting Principles (GAAP) as operating costs.

D. Application Procedure

1. Timeline
a. A public notice will be posted and available on the City of St. Helena’s website with the current Program Guidelines and Grant Application at the beginning of each calendar year.
b. Completed applications must be returned to the City no later than the date indicated in each year’s public notice. Applications received after the published deadline will be deemed ineligible for that year.

2. Application Requirements
A completed Grant Application is required, by the advertised deadline date along with all required documentation as identified in the current year’s Program Guidelines and Grant Application.

3. Grant Awards
The posting of Program Guidelines and Grant Application for non‐profit funding does not guarantee allocation of funds for this program nor award to any applicant. The City Council may determine to fund none, one, or multiple projects/services/programs within the minimum and maximum grant amount as identified by this policy. The City Council is not required to expend any particular allocation in a given year.

4. Funding Award
a. City staff will review applications for completeness and eligibility and forward all complete and eligible applications to the City Council working group.
b. The City Manager will schedule the date grant applications will be brought to the City Council for review. Staff will prepare a brief staff report and attach all complete and eligible applications and notify applicants of date applications will be presented to City Council.

Applicants are strongly encouraged to attend the City Council meeting to respond to City Council questions regarding applications. c. The City Council will approve final funding for non‐profits prior to the adoption of the Annual Operating Budget.
d. Applicants will be notified of the final funding amount no later than June 30th.
e. Insurance will only be required for projects located or occurring on City owned property. Insurance coverage amounts will be reviewed Agenda Item #13.2.

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City of St. Helena
Administrative Policy
Finance
Policy
Non‐Profit Funding Policy

Page 3 of 3 ends

P-FI-0003
and approved by the City’s Administrative Services Manager prior to contract execution.
f. Any non‐profit organization awarded program funds must accept the funds by completing an agreement provided by the City which must be signed by the non‐profit organization Director and the City Manager.

The agreement and other contract requirements shall be signed by the organization and received by the Finance Department no later than August 31st of the fiscal year funds are awarded. Failure to comply with this date will result in funding awards being withdrawn.

5. Compliance
The consideration, award, and funding of any non‐profit organization pursuant to the Non‐profit Program, shall be carried out in a manner consistent with the Conflict of Interest Code and Non‐Discrimination Policy for Appointed and Elected Officials of the City of St. Helena, adopted by the City Council on April 14, 2015.

6. Grant Reporting and Invoicing
Each funded organization will be required to submit a final grant report by the end of the fiscal year. This report should describe the funded program/project/service outcomes and shall include a financial report detailing expenditures that is signed by the organization’s Director. Non‐ profit organizations shall include an invoice with the final report in the amount of the grant award. Grant funds are provided on a reimbursement basis only. Failure to comply with these reporting requirements may jeopardize funding.

E. Updates to Program Application and Guidelines
The City Manager is authorized to make updates to the Program Application and Guidelines as long as they adhere to this Non‐Profit Funding Policy.

Agenda Item #13.2.

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Print
Organization Name*
Friends of the Cameo dba Cameo Cinema Foundation
Please enter your organization name so we can match your application to your attachments.

Contact Person for Questions (Name/Title)*
Cathy Buck
Contact Person Phone Number*
(707) 287-4172
Contact Person Email Address*
[email protected]
Organization Phone Number*
(707) 287-4172
Organization Mailing Address*
P.O. Box 682, St. Helena CA 94574
Organization Physical Address*
1340 Main Street
Federal Tax ID Number and Status*
46-1415228
2025-2026 Nonprofit Community Enrichment Program Application for Requests $5,000 and Under - Submission #220
Date Submitted: 2/17/2025
ATTACHMENT 2
Agenda Item #13.2.

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How Long Has Organization Served Community (Years & Months)* 13 years, 4 months
Project Name*
Science in Cinema
Requested Grant Amount*
$5000.00
Do You Have Matching Funds?*
No
Please List Any Matching Funds and Sources
Total Project Cost*
$5000.00
ATTACHMENT 2
Agenda Item #13.2.

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Describe how your Project ties to the City’s Goals, Mission/Vision Statement, funding philosophy, and how your application and organization incorporates the principles of diversity, equity, and inclusion.* The goals, mission and vision of the Cameo Cinema are very much in alignment with those of the City of St. Helena. Both are dedicated to serving our citizens with integrity, providing cultural and recreational opportunities, fostering partnerships with other community organizations and maintaining our historic small-town character.

Like the City, our organization has a Non-Discrimination Policy that states: “Friends of the Cameo dba Cameo Cinema Foundation is an equal opportunity organization and will not allow discrimination based upon age, ethnicity, ancestry, gender, national origin, disability, race, size, religion, sexual orientation, socioeconomic background or any other status prohibited by applicable law.” The Cameo Cinema proudly incorporates principles of diversity, equity and inclusion by ensuring our films and activities feature individuals, cultures and history from every corner of the world. We offer our patrons open-captioned films on Wednesdays and Sundays, provide earphones for those who are hearing impaired, offer Spanish subtitles when available and meet ADA requirements.

The Science in Cinema program is designed to appeal to a wide variety of St. Helena residents, crossing boundaries of age, gender, ethnicity and socio-economic strata. As stated in a 2022 report issued by the National Institute of Health, “We are all born scientists, entering the world with the innate ability to question, observe, collect data, and reach conclusions.” If your organization doesn’t have a specific equity focus – it doesn’t make you ineligible or less competitive. A lack of focus or experience with equity will not preclude you from receiving a grant, but we do ask you to think honestly and engage meaningfully about disparities that exist in your organization and in the community and how your work addresses those disparities. We recognize that not all organizations have had the same opportunities to learn about practicing and promoting equity and we know that diversity and inclusion will look different in different for each organization. We recognize that there isn’t a one-size-fits-all approach to integrating diversity, inclusion, and equity into an organization’s work. There are common challenges and opportunities but diversity, inclusion, and equity will mean different things to different organizations. We are committed to sharing our learning and supporting the learning of others, including providing opportunities for engagement within the community regarding social justice.

ATTACHMENT 2
Agenda Item #13.2.

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Describe your Project including objectives and goals, who and how many people will benefit, and explain how you will meet these goals within the deadline of June 30, 2026. Please provide a timeline for your Project.* The goal of Science in Cinema is to nurture curiosity and inspire discovery and exploration by making the principles of science accessible to everyone. During the past decade, the Cameo has delighted our audiences with an extensive array of science-exploration events pairing contemporary and classic films with presentations by experts. We have hosted physicists and physicians, mathematicians and musicians, chemists and chefs, astronauts and illusionists, who have shown how science is fundamental in their professional lives. The Science in Cinema program will allow us to continue and expand this type of programming in 2025-2026.

The study of science is essential not only in developing critical thinking and analytical skills, but also as a contributing factor in our economy. A report issued by the U.S. Bureau of Labor Statistics in December 2024, estimated that the tech sector alone made up 8.9 percent of the total GDP, while healthcare was 17.6 percent. We owe it to our students and their families to make science and scientific exploration a part of our daily lives.

Each of our Science in Cinema programs can accommodate approximately 120 guests in-theater but we have the potential to reach a far larger audience through in-school presentations and video recordings made available on our website.

Science in Cinema 2025-2026 Project Timeline:

February 2025 – Submit grant application
April – June 2025 – Explore potential films for inclusion in Science in Cinema (possibly the new Superman and/or the new live-action How to Train Your Dragon)
July – August 2025 – Secure speakers and film bookings
August – October 2025 – Publicize and promote the Science in Cinema programs in cooperation with the City of St.

Helena and local businesses and organizations
Fall 2025 – Present the first Science in Cinema program Winter 2025-2026 - Publicize and promote the Spring program Spring 2026 – Present the second Science in Cinema program June 2026 – Submit final report and budget to the City of St. Helena Please include a high-level description of the Project that you are requesting grant funding for. * Science in Cinema 2025-2026 will feature 2 programs, one in fall 2025 and one in spring 2026. Cameo owner and Program Director, Cathy Buck, will explore film options and make the selection of films and speakers for Science in Cinema 2025-2026. Through our partnership with Wonderfest, an established nonprofit organization dedicated to providing inspiring science-oriented events, we have access to top scientists and technologists throughout the San Francisco Bay Area and Silicon Valley, including professors at both Stanford and UC Berkeley. Wonderfest Founder and Executive Director, Tucker Hiatt, has worked with the Cameo since 2017 and is eager to participate in Science in Cinema 2025-2026. Cathy Buck also consults with local educators and filmmakers.

One example of our past innovative science programming was the screening of the Academy Award winning film CODA accompanied by a live Q&A with Dr. Melanie Gilbert from UCSF’s Sound and Music Perception Lab, and paired with the installation of our Musical Bench, a wildly popular interactive community project that enabled participants to create musical notes through touch when seated on a special bench constructed with the help of students in the STEM (science, technology, engineering, math) program.

We are seeking funding from the City of St. Helena to carry forward our tradition of excellence in bringing entertaining and thought-provoking science-oriented programs to our community.

Attachment 1: Grant Budget *
ccf - City of SH grant budget 2025-2026.xlsx
Attachment 2: Proof of Nonprofit Status*
FOC - IRS approval letter Feb 28 2013.pdf
Attachment 3: Current Year's Operation Budget & Prior
Year Actuals*
CCF - City of SH grant financials 2025.pdf
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Attachment 4: Listing of Grant Funding Received in the
Last 12 Months (if applicable)
FOC CCF - active grants Feb 2025.docx
Attachment 5: Partnership Letter(s) (if applicable)
CCF - City of SH grant 2025 wonderfest letter.pdf
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City of St. Helena Non-Profit Grant Application
2025 - 2026
Science in Cinema Budget
General Event 1 Event 2 TOTAL
Expenses Film Rental $ 450.00 $ 450.00 $ 900.00
Cameo Staffing $ 275.00 $ 275.00 $ 550.00
Speaker (includes travel and stipend) $ 1,200.00 $ 1,200.00 $ 2,400.00 Videography $ 1,000.00 $ 1,000.00 $ 2,000.00
Advertising and Promotion $ 525.00 $ 525.00 $ 1,050.00
TOTAL EXPENSES $ 6,900.00
Renenue Ticket sales (75 X $10/ticket; 50 comps for students & educators) $ 750.00 $ 750.00 $ 1,500.00 Concessions $ 200.00 $ 200.00 $ 400.00
Grant from the City of St. Helena $ 5,000.00 $ 5,000.00 TOTAL REVENUE $ 6,900.00
NET $0.00
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Jan - Dec ... Budget $ Over Bu... % of Bud...

Ordinary Income/Expense
Income
4000 · INCOME
4060 · Income - Restricted Grants 86,111.99 0.00 86,111.99 100.0% 4050 · Income - Event Donations 52,000.00 0.00 52,000.00 100.0% 4005 · Income - Donations 440,043.87 412,050.00 27,993.87 106.8% Total 4000 · INCOME 578,155.86 412,050.00 166,105.86 140.3% 4030 · Income - In-Kind Donations 1,695.00 0.00 1,695.00 100.0% 4320 · Interest Income
4321 · Savings Interest 1,486.73 0.00 1,486.73 100.0%
4322 · T-Bill Interest 8,900.88 12,000.00 -3,099.12 74.2% Total 4320 · Interest Income 10,387.61 12,000.00 -1,612.39 86.6% Total Income 590,238.47 424,050.00 166,188.47 139.2%
Gross Profit 590,238.47 424,050.00 166,188.47 139.2%
Expense
6020 · Community Programming 360,000.00 360,000.00 0.00 100.0% 6060 · Restricted Gift expense 50,876.61
6070 · Special Events Expense 72,350.70 0.00 72,350.70 100.0% 6080 · In-Kind Donations Used 1,695.00 0.00 1,695.00 100.0% 6100 · Education Programs
6140 · Grants paid 16,365.00 0.00 16,365.00 100.0%
Total 6100 · Education Programs 16,365.00 0.00 16,365.00 100.0% 6200 · Fundraising
6210 · Neon Training & Customization 403.00 300.00 103.00 134.3% 6220 · Fundraising Other 10,996.97 3,000.00 7,996.97 366.6% Total 6200 · Fundraising 11,399.97 3,300.00 8,099.97 345.5% 6340 · Program Fees 4,700.00
6400 · Administration
6410 · Accounting 3,873.75 4,500.00 -626.25 86.1%
6420 · Admin Management / Contractor 7,080.00 5,400.00 1,680.00 131.1% 6430 · CPA 2,800.00 2,800.00 0.00 100.0%
6450 · Postage and Shipping 376.66 300.00 76.66 125.6%
Total 6400 · Administration 14,130.41 13,000.00 1,130.41 108.7% 6500 · Banking
6510 · Bank Service Charges 50.00 0.00 50.00 100.0%
6520 · Credit Card Merchant Fees 3,750.11 3,000.00 750.11 125.0% Total 6500 · Banking 3,800.11 3,000.00 800.11 126.7%
6600 · Marketing
6610 · Social Media 263.29 1,950.00 -1,686.71 13.5%
6630 · Social Media Contractor 20,595.00 20,200.00 395.00 102.0% 6640 · Website 2,091.63 3,000.00 -908.37 69.7%
6650. · Marketing - Other 4,451.57 1,200.00 3,251.57 371.0% Total 6600 · Marketing 27,401.49 26,350.00 1,051.49 104.0% 6700 · Licenses and Permits 105.00 0.00 105.00 100.0%
6800 · Insurance Expense
6810 · Directors & Officers Insurance 1,615.00 1,500.00 115.00 107.7% Total 6800 · Insurance Expense 1,615.00 1,500.00 115.00 107.7% 7050 · Capital Expense/Maintenance 1,300.00 3,000.00 -1,700.00 43.3% 7200 · Dues and Subscriptions 3,617.88 3,600.00 17.88 100.5% 7300 · Office Supplies 525.51 300.00 225.51 175.2%
12:02 PM Friends of the Cameo
02/04/25 Profit & Loss Budget vs. Actual
Accrual Basis January through December 2024

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Jan - Dec ... Budget $ Over Bu... % of Bud...
7400 · Minor Equipment and Supplies 0.00 0.00 0.00 0.0% 7500 · Repairs and Maintenance 0.00 10,000.00 -10,000.00 0.0% 7550 · Gifts 289.80 0.00 289.80 100.0%
Total Expense 570,172.48 424,050.00 146,122.48 134.5%
Net Ordinary Income 20,065.99 0.00 20,065.99 100.0%
Net Income 20,065.99 0.00 20,065.99 100.0%
12:02 PM Friends of the Cameo
02/04/25 Profit & Loss Budget vs. Actual
Accrual Basis January through December 2024

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3:08 PM
01/14/25 Accrual Basis
Friends of the Cameo
Profit & Loss Budget Overview
January through December 2025
TOTAL
Jan 25 Feb 25 Mar 25 Apr 25 May 25 Jun 25 Jul 25 Aug 25 Sep 25 Oct 25 Nov 25 Dec 25 Jan - Dec 25 Ordinary Income/Expense
Income
4000 · INCOME
4005 · Income - Donations 60,684.87 7,350.00 7,350.00 7,350.00 7,350.00 7,350.00 7,350.00 23,100.00 34,650.00 86,100.00 105,000.00 127,103.00 480,737.87 Total 4000 · INCOME 60,684.87 7,350.00 7,350.00 7,350.00 7,350.00 7,350.00 7,350.00 23,100.00 34,650.00 86,100.00 105,000.00 127,103.00 480,737.87 4030 · Income - In-Kind Donations
4322 · T-Bill Interest 1,902.23 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 10,702.23 Total 4320 · Interest Income 1,902.23 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 10,702.23 Total Income 62,587.10 8,150.00 8,150.00 8,150.00 8,150.00 8,150.00 8,150.00 23,900.00 35,450.00 86,900.00 105,800.00 127,903.00 491,440.10 Expense
6020 · Community Programming 30,000.00 50,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 380,000.00 6070 . Special Events Expenses 17,500.006200 · Fundraising 0.00 1,900.00 1,900.00 1,900.00 1,900.00 1,900.00 1,900.00 1,900.00 1,900.00 1,900.00 1,900.00 1,900.00 20,900.006340 · Program Fees 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3,000.00 1,700.00 0.00 4,700.006400 · Administration 6420 · Admin Management / Contractor 830.00 640.00 420.00 380.00 460.00 130.00 320.00 390.00 1,240.00 430.00 440.00 1,120.00 6,800.00 6430 · CPA 0.00 0.00 0.00 0.00 2,800.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2,800.006450 · Postage and Shipping 8.03 33.00 33.00 33.00 33.00 33.00 33.00 33.00 33.00 33.00 33.00 33.00 371.03 Total 6400 · Administration 838.03 673.00 453.00 413.00 3,293.00 163.00 353.00 423.00 1,273.00 463.00 473.00 1,153.00 9,971.036500 · Banking 6520 · Credit Card Merchant Fees 167.01 325.00 325.00 325.00 325.00 325.00 325.00 325.00 325.00 325.00 325.00 325.00 3,742.01 Total 6500 · Banking 167.01 325.00 325.00 325.00 325.00 325.00 325.00 325.00 325.00 325.00 325.00 325.00 3,742.016600 · Marketing 6630 · Social Media Contractor 1,600.00 1,825.00 1,825.00 1,825.00 1,825.00 1,825.00 1,825.00 1,825.00 1,825.00 1,825.00 1,825.00 1,825.00 21,675.006640 · Website 25.43 210.00 210.00 210.00 210.00 210.00 210.00 210.00 210.00 210.00 210.00 210.00 2,335.436650. · Marketing - Other 0.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 4,400.00 Total 6600 · Marketing 1,625.43 2,435.00 2,435.00 2,435.00 2,435.00 2,435.00 2,435.00 2,435.00 2,435.00 2,435.00 2,435.00 2,435.00 28,410.436800 · Insurance Expense 6810 · Directors & Officers Insurance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,695.00 0.00 0.00 0.00 1,695.00 Total 6800 · Insurance Expense 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,695.00 0.00 0.00 0.00 1,695.007200 · Dues and Subscriptions 306.47 338.50 338.50 338.50 338.50 338.50 338.50 338.50 338.50 338.50 338.50 338.50 4,029.977300 · Office Supplies 14.23 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 564.23 7500 · Repairs and Maintenance 0.00 0.00 0.00 1,000.00 0.00 0.00 1,000.00 0.00 0.00 1,000.00 0.00 0.00 3,000.00 Total Expense 50,451.17 55,721.50 35,501.50 36,461.50 38,341.50 35,211.50 36,401.50 35,471.50 38,016.50 39,511.50 37,221.50 36,201.50 474,512.67 Net Ordinary Income 12,135.93 -47,571.50 -27,351.50 -28,311.50 -30,191.50 -27,061.50 -28,251.50 -11,571.50 -2,566.50 47,388.50 68,578.50 91,701.50 16,927.43

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Friends of the Cameo/Cameo Cinema Foundation Grants Received – February 2024 – February 2025
City of St. Helena - $5,000 – July 2024 to June 2025
This is a competitive grant program for non-profit organizations in St. Helena. This grant will fund our free community screening of Widow Cliquot on Wednesday, March 5, 2025, to kick off the Fork2Film Festival.

Napa County Arts, Culture and Heritage Council - $17,500 – July 2024 to June 2025 This is a competitive grant program for non-profit organizations in Napa County. We were awarded a grant to help fund our 2025 Fork2Film Festival.

Donor Advised Fund Gifts through the Napa Valley Community Foundation - $4,500 – December 2024 – 2025
This represents two separate Donor Advised Fund Gifts for general support:
$1,500 from the Thatcher Family Fund
$3,000 from the Five Arts Fund
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Organization Name*
Grace Episcopal Church
Please enter your organization name so we can match your application to your attachments.

Contact Person for Questions (Name/Title)*
Holly Hughson
Contact Person Phone Number*
707-738-7204
Contact Person Email Address*
[email protected]
Organization Phone Number*
707-963-4157
Organization Mailing Address*
1314 Spring Street, St. Helena, CA 94574
Organization Physical Address*
1314 Spring Street, St. Helena, CA 94574
Federal Tax ID Number and Status*
31-1629166; Episcopal Church's Group Exemption Number Is GEN. No. 3141 2025-2026 Nonprofit Community Enrichment Program Application for Requests $5,001 and Above - Submission #244
Date Submitted: 2/28/2025
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How Long Has Organization Served Community (Years & Months)* 149 years
Project Name*
Common Table on Spring
Requested Grant Amount*
$19,386
Do You Have Matching Funds?*
Fund-raising campaign for the April - June 2025 run of Common Table on Spring is ongoing.

Please List Any Matching Funds and Sources
Funds & Sources TBC when available. Please see attached budget for April-June 2025.

Total Project Cost*
$29,079
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Describe how your Project ties to the City’s Goals, Mission/Vision or funding philosophy.* The Common Table on Spring is a project offered by Grace Episcopal Parish to promote connection and provide a service through our expressed mission of providing a delicious, free meal to the greater St. Helena community. More specifically, we use our meals as a platform to highlight power of local community initiatives and give a voice to the dedicated people that create goodness. For evidence of how we promoted the City’s Community Enhancement funding philosophy, in 2024, we celebrated the work of Pre-school for All, Rianda House, Up Valley Family Centers, local sports clubs, and cultural dancing with Los Diablos Oaxaqueños del Valle.

The project was established in July 2024, which provided a meal over 16 weeks, between August 26 - December 18, 2024.

In 2025-2026, we will build on our record of creating connection and awareness of who is present in our community by identifying a theme for each meal that highlights opportunities for getting involved, access to services, local artists, and celebrating local heroes.

Our name is intentional.

Common is the place where we start. What we share in common is our humanity. We are common despite our best pretenses. In common, we need food and water to sustain us. In common, we need connection. In common, we need space to get to know more about the faces we pass on our streets and grocery stores. In common we need each other so that we may not feel alone.
in our efforts and vision, we are creating safe space where we can gather together regardless of our background, education, financial means, faith, and discover what we share in common.

From this foundation of our common humanity, we begin to build community. Community is not the starting point, it’s the objective.

We start in common; we build toward community.

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Describe your Project including objectives and goals, and explain how you will meet these goals within the deadline of June 30, 2026. Please provide a timeline for your project.*
This is so much more than delivering a meal. It’s the start of a movement recognizing our common need for a place to gather, connect, and go deeper as a community.

Our Objectives:

1. Foster connection across difference, getting to know the people we pass on our streets.

2. Provide food assistance to those who might be food insecure.

3. Provide a platform for information sharing, education, and learning about what is happening, ways to get involved, and available services.

4. Create a program that might ultimately be supported by the broader St. Helena community thus enhancing our community spirit establishing a more caring and inclusive local environment that might become a role model for other neighboring communities.

How we are Delivering on our Objectives:

1. Through participation numbers, expressions of gratitude, and survey responses, it is clear we are succeeding to build new connections and deepen existing connections. We have a group who discovered they are bird watchers and a group that enjoy walking, who get together outside of the meals. Please see responses below to question of Community Support for the Common Table on Spring.

2. Our participants include people for whom food insecurity is real. We capture this in our survey as well as anecdotal evidence. Further, we are proactive to ensure no food waste and offers takeaway cartons for food leftovers. We also have a list of families in the community who appreciate and welcome our delicious leftovers.

3. Please see above for some of the organizations that we highlighted at the Common Table meals. Please see the timeline included as a separate sheet with the Project Budget (attached) for proposed themes/orgs to highlight in 2025- 2026.

4. We are creating a network of chefs, volunteers, sponsors, and participants mailing list, in something much larger.

Through financial support from the City, we will continue to market the Common Table as a place where local companies, organizations, and individuals can provide a gift to the community. We are working towards sustainability of the Common Table as seen by our matching funds currently being raised to support the first run of meals: April – June 2025 (see Project Budget)
Please find a proposed timeline with weekly themes as a separate sheet in the Project Budget document (attached) ATTACHMENT 3
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Describe who will benefit from this Project and estimate how many people your proposal may impact.* Over 16 weeks of the 2024 Common Table on Spring, we averaged between 100-114 participants weekly. The lowest attendance was 85 and the highest attendance was 250 (when we Los Diablos Oaxaqueños del Valle dancers on the labyrinth!)
We budget and prepare food for 150 individual servings. As mentioned above, we ensure no viable food is wasted and some participants benefit from more than one meal by taking leftovers and or taking food to others who were not able to attend.

From our 2024 survey data:

How many times did you attend a Common Table meal?
52% attended between 1-5
24% attended between 6-9
26%s attended 10+
How far did you travel to the Common Table?
Nearly 60% were from the St. Helena area
40% came from a combined Calistoga, Yountville, Napa, and other Would you participate in a future run of the Common Table? 92% said yes
Based on survey data, anecdotal responses and the level of grateful enthusiasm, we expect 2025-2026 number of participants to grow.

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Describe the community support for your project.*
In January 2025, we ran a survey of participants from the 16-week run of meals in 2024. A few highlights:

Question: What brought you to the Common Table on Spring? Wanting to get involved with community
Community aspect
Friends Wanting to connect with community
Togetherness of Community
We want to feel part of our community’ make new friends The experience of meeting new people
Nice to visit with people
Meeting new people and seeing old friends
Good food and to attend the social gathering.

Wanting to meet people. I was new to the ares
Community and did
Rianda House staff suggestion
Community, meeting and spending time with people we wouldn't normally meet, interesting conversations, great food, relief from making dinner every night.

A meal I didn't have to prepare at home and great community Community, meeting new people.

Friends and food
Friends invited me.

Food
meeting locals and healthy food!
Wonderful people and getting to know my community.

Did it last year. Heard about it thru friends and the Star Family, friends, food!
The idea of eating in community!!
Hunger …for food and for social interaction!
Meeting new friends and not having to plan or cook a meal The organization of the meal and great chefs.

Mix of community and good food
Eating and mingling with the community
Meeting new people in the community.

I like to meet new people
Good food and fellowship as nd meeting new people.

The idea of meeting new locals and sharing a meal, without exorbitant costs! Convenience, already onsite for previous engagement, delicious food, fellowship, beautiful floral centerpieces 🙂 Meet people in the community
Villa Coronas delicious food
The desire to get to know the community better and to be involved.

Community
Question: Can you share a positive interaction that you’ve had at the Common Table on Spring? We actually met a couple that shared our names, both husband and wife. We have visited them in their home since then.

Talked to our city Council members. Enjoyed Rianda House participation.

Met new folks
Meeting new people “in our own backyard,” and an opportunity to spend time with friends in the busyness of life! We enjoyed interacting with new neighbors
Helping in the kitchen. Visiting with friends.

I met many new people while volunteering
Just meeting new people and great food and it is nice that some one has taken the time to do something for me. I live alone and all afternoon.

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Met many new people I would likely not have met
Getting to know a few people better, learning more about them.

Met people I see outside of the dinners. Everyone’s friendly.

Meet some great people that are still friends
Met several individuals & couples - a few military people. Heard about their stories in life Our daughter's first loose tooth started the first day we came to common table. She had so many caring grandpa's and grandma's that checkin about her teeth for weeks and months after that. It was kind of remarkable.

I had so many! I had an interaction with someone who led me to a new mentor! All of the new amazing people I met.

Meeting new friends and seeing old friends
Enjoyed all the wonderful food, saw friends, met new people.

Also enjoyed the social
Yes many people I met with and had meaningful conversations Met so many wonderful people and the food was great.

Great food and friendly gathering
Meeting people from the community that I wouldn't otherwise meet.

We just started going. I’m thevlternprt of the fall. But once we started we were consistent and attended about 5 times. We always had positive interactions with the people we sat with.

Met new peeps. Spent time with old friends.

I was able to get better acquainted with people who had been very casual acquaintances before The people were so grateful for the food. They spent a lot of time at their tables.

Met many new interesting people
Loved it
Meeting locals and getting to share a meal.

I found new and old friends! And I found a way to share goodies from my kitchen by bringing extras for anyone. It was amazing!
Reconnecting with my appliance repair man after several years.

I enjoyed the nights outside in the courtyard in the summer, and the young families who came and enjoyed the meals with all the seniors. It felt like a real community, and not just older church goers sitting together at their same tables. Make people get up and move to meet new people!
Met fellow theater actors, met other interesting folks, really like the outreach to our Spanish speaking friends I got to socialize with old acquaintances.

All of them. Each and every week, the food was delicious, the people who attended were interesting, warm, and welcoming, and Holly was always delightful. :)
meeting new people
If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how the City of St Helena funding will specifically benefit St. Helena residents.

N/A
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Please describe how your application in your organization incorporates the principles of a diversity, equity and inclusion. If your organization does have a specific equity focus, it doesn't make you in eligible or less competitive.* The Common Table on Spring is a project offered by Grace Episcopal Parish to promote connection and community across all demographics of ability, age, education, ethnicity, gender, profession, sexuality, socioeconomic status, etc. All are welcome. In 2025-26 we will build on our success of 2024, to broaden our platform to highlight the diversity of our valley through partnering with local organizations such as Suscol Intertribal Council during November for National Native Americans Heritage Month, local Spanish speaking churches to broaden participation, and Rianda House for age inclusion. We welcome a conversation and suggestions from the City for ways we can be a positive force for DEI in our community.

If your organization doesn’t have a specific equity focus – it doesn’t make you ineligible or less competitive. A lack of focus or experience with equity will not preclude you from receiving a grant, but we do ask you to think honestly and engage meaningfully about disparities that exist in your organization and in the community and how your work addresses those disparities. We recognize that not all organizations have had the same opportunities to learn about practicing and promoting equity and we know that diversity and inclusion will look different in different for each organization. We recognize that there isn’t a one-size-fits-all approach to integrating diversity, inclusion, and equity into an organization’s work. There are common challenges and opportunities but diversity, inclusion, and equity will mean different things to different organizations. We are committed to sharing our learning and supporting the learning of others, including providing opportunities for engagement within the community regarding social justice.

Attachment 1: Grant Budget*
COSH Non-Profit Grant 2025-6 Grace Church Common
Table on Spring - Budget .xlsx
Attachment 2: Proof of Nonprofit Status*
Grace Episcopal Parish Proof of Non-profit Status.pdf
Attachment 3: Current Year's Operation Budget & Prior
Year Actuals*
Grace Episcopal Church 2025 Budget and 2024
Actuals.pdf
Attachment 4: Listing of Grant Funding Received in the
Last 12 Months (if applicable)
Choose File No file chosen
Attachment 5: Partnership Letter(s) (if applicable)
Choose File No file chosen
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Line Items Unit Cost/hr/$ Hours Total Weekly cost Total for 12 Weeks Person Responsible
Set up/Clean up 26.25 6.00 157.50 1,890.00 Grace Staff
Paperware 38.00 456.00 MC
Flowers 120.00 1,440.00 Volunteer
Food 700.00 8,400.00 Chef/MC
Mileage/Delivery charges 75.00 900.00 Chef/MC
Total Meal Costs 1,090.50 13,086.00
Project Coordinator (PC) 75.00 2.00 150.00 1,800.00 PC
Meal Coordinator (MC) 35.00 10.00 350.00 4,200.00 MC
Grace Finance (1 hr/month) 50.00 0.50 25.00 300.00 Grace Staff Total Management Costs 525.00 6,300.00
Total Grant Request Amount:

Sept 2025- June 2026
19,386.00 Note: $1 million liability insurance is
provided by Grace Episcopal Church
Set up/Clean up 26.25 6.00 157.50 945.00 Grace Staff
Paperware 38.00 228.00 MC
Flowers 120.00 720.00 Volunteer
Food 700.00 4,200.00 Chef/MC
Mileage/Delivery charges 75.00 450.00 Chef/MC
Total Meal Costs 1,090.50 6,543.00
Project Coordinator (PC) 75.00 2.00 150.00 900.00 PC
Meal Coordinator (MC) 35.00 10.00 350.00 2,100.00 MC
Grace Finance (1 hr/month) 50.00 0.50 25.00 150.00 Grace Staff Total Management Costs 525.00 3,150.00
Total Matching Funds: April-June
2025
9,693.00
Total Project Cost 4/2025 - 6/2026 29,079.00
Grace Episcopal Church - Common Table on Spring - Grant Request Budget for 2025-2026 Grace Episcopal Church - Common Table on Spring - Matching Funds Budget for April-June 2025 ATTACHMENT 3
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Organization Name*
Lunchtime Productions Inc.

Please enter your organization name so we can match your application to your attachments.

Contact Person for Questions (Name/Title)*
Olivia Cowell, Executive Director
Contact Person Phone Number*
916-769-7616
Contact Person Email Address*
[email protected]
Organization Phone Number*
707-531-2215
Organization Mailing Address*
1241 Adams Street, Suite 1114 St. Helena CA 94574
Organization Physical Address*
1241 Adams Street, Suite 1114 St. Helena CA 94574
Federal Tax ID Number and Status*
30-0839728, 501c3 organization
How Long Has Organization Served Community (Years & Months)* 10 years, 2 months
Project Name*
Summer in St. Helena
Requested Grant Amount*
1,125
2025-2026 Nonprofit Community Enrichment Program Application for Requests $5,000 and Under - Submission #224 Date Submitted: 2/20/2025
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Do You Have Matching Funds?*
No
Please List Any Matching Funds and Sources
NA
Total Project Cost*
$2500
Describe how your Project ties to the City’s Goals, Mission/Vision Statement, funding philosophy, and how your application and organization incorporates the principles of diversity, equity, and inclusion.*
Within The City of St. Helena’s mission statement, specifically “...dedicated to serving the needs and desires of our citizens. Expanding and improving recreational services and facilities and cultural opportunities” Cafeteria Kids Theater (CKT) offers cultural enrichment to young people and families in St. Helena through classes in the performing arts. We are the sole non-profit in Napa Valley dedicated to a performing arts education for kids and teens. We bring classes, productions, and workshops to young people of all ages.

Within our programming we always include offerings for families in St. Helena, including camps and in-school residencies and workshops. In the past we have also partnered with up valley non-profit Nimbus Arts in some of our offerings. We have taught classes at Saint Helena Primary School, Saint Helena Elementary School, Saint Helena Montessori School, and offered workshops at the Saint Helena Farmers Market. This Spring 2025 we will be teaching drama in-school residencies in St. Helena Primary School and St. Helena Elementary School.

Our focus for this project is two summer camps in St. Helena in July 2025.

Describe your Project including objectives and goals, who and how many people will benefit, and explain how you will meet these goals within the deadline of June 30, 2026. Please provide a timeline for your Project.*
We open enrollments to the general public for all summer camps in March 2025. This allowed families ample time to sign-up their children.

Our focus for this project is two summer camps in St. Helena in July 2025.

Proposed dates for St. Helena Summer camps encapsulated in this project are: July 7th-11th or July 14-18th. Both classrooms can be held concurrently in two class locations in The Carnegie Building depending on availability of space.

Please include a high-level description of the Project that you are requesting grant funding for. * As stated above, our focus for this project is two summer camps in St. Helena in July 2025:

1. One-week camp 9:00am-1:00pm for youth ages 9-13 at the Carnegie Building in St. Helena.

2. One-week camp 9:00am-12:00pm for youth ages 5-8 at the Carnegie Building in St. Helena.

Funding would cover the cost of the rental for the Carnegie building, as well as the cost to pay our Cafeteira Kids Theater Teaching Artists and cover the cost of supplies and materials.

Attachment 1: Grant Budget *
Cafeteria Kids Theater Grant Application Budget.pdf
Attachment 2: Proof of Nonprofit Status*
LunchtimeProdInc.pdf
Attachment 3: Current Year's Operation Budget & Prior Year Actuals* StHelenaGrantPL.pdf
Attachment 4: Listing of Grant Funding Received in the Last 12 Months (if applicable)
CKT_Grants2024.pdf
Attachment 5: Partnership Letter(s) (if applicable)
Choose File No file chosen
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Cafeteria Kids Theater Grant Application Budget
City of St. Helena 2025
Camp Carnegie Building Rental Expense
*based off 2024 rental rates
Summer Camp
Materials/Supplies Expense
Total
Camp #1
(4 hours x 5 days)
$500 $75 $575
Camp #2
(3 hours x 5 days)
$400 $150 $550
TOTAL $1,125
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Print
Organization Name*
Monarch Justice Center
Please enter your organization name so we can match your application to your attachments.

Contact Person for Questions (Name/Title)*
Jenny Beck, Development Director
Contact Person Phone Number*
(510) 517-0421
Contact Person Email Address*
[email protected]
Organization Phone Number*
(707) 527-3355
Organization Mailing Address*
5 Financial Plaza
Organization Physical Address*
2nd Floor
Federal Tax ID Number and Status*
88-0747034 (501c3)
How Long Has Organization Served Community (Years & Months)* 6 years and 2 months
Project Name*
Monarch Justice Center Outreach Campaign (St. Helena)
Requested Grant Amount*
$3,500
2025-2026 Nonprofit Community Enrichment Program Application for Requests $5,000 and Under - Submission #225 Date Submitted: 2/21/2025
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Do You Have Matching Funds?*
No
Please List Any Matching Funds and Sources
N/A
Total Project Cost*
$3,500
Describe how your Project ties to the City’s Goals, Mission/Vision Statement, funding philosophy, and how your application and organization incorporates the principles of diversity, equity, and inclusion.*
Monarch Justice Center (MJC) opened its doors in 2019 to promote a survivor-centered, empathic model of care for victims of crime. MJC is a member of a growing movement of Family Justice Centers (FJCs) across the country - multi-agency, multi-disciplinary centers providing one-stop, comprehensive services to victims of domestic violence (DV), sexual assault (SA), child abuse, elder or dependent adult abuse, and human trafficking, all under one roof.

Using an evidence-based, trauma-informed model, Monarch’s staff and partners offer a coordinated, seamless approach to survivor care for all Napa County residents by reducing the number of times victims tell their story and the number of places victims must go for help; while increasing access to short-term and longterm services and supports for victims and their families to help them stay safe, seek justice, heal, and thrive.

Our partners include: Napa County District Attorney’s Office, Napa Police Department, NEWS Domestic Violence and Sexual Abuse Services; SANE/SART Sexual Assault & Human Trafficking Services; Napa County Adult Protective Service; Immigration Institute of the Bay Area; and Molly’s Angels. Staff offer a robust framework for holistic, barrier-free, survivor-centered services, including:
**DV/SA counseling
**Restraining orders
**Case management
**Trauma recovery services
**Safety planning
**Children’s counseling
**Shelter/housing assistance
**Victims Compensation assistance
**Criminal justice information and assistance
**Legal Advice Clinic
**And more…
Crime does not discriminate - it cuts across all races, ethnicities, income levels, geographies, citizenship status, languages, and ages. Last year, MJC served 136 clients. Of these, 105 were women; 18 were men, 2 identified as non-binary, and 11 did not answer. The majority of our clients are Hispanic/Latinx (45%) and White (30%). Fifty percent (50%) receive some form of financial assistance from Monarch to help with rent and utility payments and hotel stays, food and other necessities, and security items.

Last year, Monarch served 89 residents of Napa, 16 residents of American Canyon, and only one resident of St. Helena. While St. Helena is a relatively safe place to live, compared to neighboring cities and California as a whole, it is not immune to violence and abuse. We believe that if more residents were aware of Monarch’s life-saving services for victims of crime (and their families), more residents would seek out Monarch’s services for themselves, a loved one, or a neighbor.

Our project seeks to inform and educate St. Helena residents about Monarch and the impact of Family Justice Centers on the health and safety of the communities they serve. There have been numerous studies conducted across the country on the efficacy of Family Resources Centers on victims and the community as a whole. For example, Washington Post homicide data found that some of the lowest domestic violence homicide rates in the country were in cities with dynamic Family Justice Center models. The Family Justice Center in Alameda County increased the filing of, and convictions for, misdemeanor domestic violence from 45% to 81% in three years after they opened their doors (Alliance for Hope Family Justice Center Framework Impacts, June 2024).

Monarch’s proposed project will allow our staff to share vital information about our survivor-focused services to a cross section of St. Helena residents, setting up booths at community events, health fairs, farmer markets, and cultural activities, to reach the broadest and biggest audience.

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Describe your Project including objectives and goals, who and how many people will benefit, and explain how you will meet these goals within the deadline of June 30, 2026. Please provide a timeline for your Project.*
Between July 1, 2025 and June 30, 2026, Monarch will set and accomplish the following goals:
(1) Attend between 12-15 community-based events, providing relevant information and outreach materials to a wide cross section of St. Helena residents. (2) Reach between 250-400 residents of diverse ages, ethnicities, genders, and income levels. (3) Increase the number of St. Helena clients seeking services from Monarch from one (1) to ten (10) during the grant timeframe.

If awarded a grant from the City of St. Helena, Monarch staff will create a year-long outreach calendar, identifying local events within the city that draw a diverse crowd, including summer music festivals, farmer markets, wine and food festivals, and child-friendly events. We will share bilingual (English/Spanish) materials and host booths with bilingual staff, in order to reach a wide audience.

During this time, Monarch staff will also reach out to civic groups, such as Soroptimist, Kiwanis, and Rotary clubs, to schedule speaking engagements and educate community leaders and volunteers about our work.

Please include a high-level description of the Project that you are requesting grant funding for. * The Monarch Justice Center is requesting $3,500 from the City of St. Helena to conduct a year-long outreach and education campaign, reaching a diverse audience at community-based events to inform residents of the critical services we offer for survivors of violent crime. Our trauma-informed approach to victim services ensures that all clients feel respected, heard, safe, and welcome in our office, while receiving the support and services they need to heal, seek justice, and move forward.

Attachment 1: Grant Budget *
Monarch Outreach Campaign.pdf
Attachment 2: Proof of Nonprofit Status*
501c3 letter Monarch.pdf
Attachment 3: Current Year's Operation Budget & Prior Year Actuals* Monarch Justice Center Organizational Budgets (23-24 actuals and 24-25) .xlsx - Sheet1 (1).pdf
Attachment 4: Listing of Grant Funding Received in the Last 12 Months (if applicable)
Monarch Justice Center Active Grant List.pdf
Attachment 5: Partnership Letter(s) (if applicable)
Choose File No file chosen
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Monarch Justice Center Project Budget 2025-2026
Expenses Cost Justification Notes
Personnel
MJC Navigator (bilingual) $1,056.00 4 events x 8 hrs/event x $33/hr) MJC will staff each outreach table
with 1-2 paid staff and/or volunteer
per event
MJC Receptionist (bilingual) $992.00 4 events x 8 hrs/event x $31/hr) Personnel Subtotal $2,048.00
Non-Personnel Costs
Printing $700.00 For flyers, brochures, handouts, etc..

Swag $752.00
Promotional items w/MJC name, logo,
and contact information to be given out
at outreach events
Non-Personnel Subtotal $1,452.00
TOTAL COSTS $3,500
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Monarch Justice Center Organizational Budget FY 2023-2024 Actual FY 2024-2025 Budget Revenue $988,998.00 $1,219,165.00
Grants $44,519.00 $244,569.00
Other Contributions $935,008.00 $850,000.00
Investment Income $9,471.00 $10,500.00
Rent Income $114,096.00
Expenses $177,754.00 $1,184,173.00
Payroll* $53,890.00 $523,990.00
Program Supplies $800.00 $25,000.00
Board expense $500.00 $15,000.00
Travel $0.00 $12,500.00
Office supplies $500.00 $20,000.00
Utilities $0.00 $73,000.00
Marketing & Fundraising expense $1,000.00 $26,000.00
Insurance $2,100.00 $6,800.00
Accounting $0.00 $30,000.00
Maintenance $0.00 $19,818.00
Printing $300.00 $15,000.00
Postage $500.00 $6,000.00
Rent ** $77,000.00 $284,000.00
Dues & Subscriptions $0.00 $3,043.00
DonorPerfect database $0.00 $2,400.00
Training $3,500.00 $8,700.00
IT support $1,220.00 $7,400.00
Miscellaneous $124.00 $5,300.00
Apricot database software $10,510.00 $12,818.00
Emergency Client Funds $20,000.00 $40,000.00
Housekeeping $0.00 $19,680.00
Telecom and Communications $3,250.00 $6,874.00
Learning Center $0.00 $12,430.00
Internet $2,560.00 $8,420.00
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Revenue less expenses $811,244.00 $34,992.00
*2023 Payroll paid by partner agencies NEWS and SANE SART. Move to MJC in 2024 **Moved to new building with $207,000 rent increase over prior year ATTACHMENT 5
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Monarch Justice Center Active Grant List
2024-2025
Kaiser Permanente ($75,000)
Gasser Foundation ($125,000)
Office on Violence Against Women ($139,000)
The Kaiser and OVW grants are both restricted for personnel expenses (salaries and benefits). The Gasser Foundation funding is unrestricted.

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Print
Organization Name*
Music in the Vineyards
Please enter your organization name so we can match your application to your attachments.

Contact Person for Questions (Name/Title)*
Rebecca Blum, Executive Director
Contact Person Phone Number*
707-258-5559
Contact Person Email Address*
[email protected]
Organization Phone Number*
707-258-5559
Organization Mailing Address*
PO Box 6297 Napa CA 94581
Organization Physical Address*
1020 Clinton Street #201 Napa CA 94559
Federal Tax ID Number and Status*
68-0358441
How Long Has Organization Served Community (Years & Months)* 30 years, 6 months
Project Name*
Music in the Vineyards: Education and Community Engagement in St. Helena Requested Grant Amount*
6000.00
2025-2026 Nonprofit Community Enrichment Program Application for Requests $5,001 and Above - Submission #234 Date Submitted: 2/27/2025
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Do You Have Matching Funds?*
yes
Please List Any Matching Funds and Sources
Individual (including Board) donations, MITV's reserve fund, and revenue from patrons who purchase tickets for chamber music coaching from Festival musicians
Total Project Cost*
$16,056.00
Describe how your Project ties to the City’s Goals, Mission/Vision or funding philosophy.* Inherent in the City’s Mission/Vision is the understanding that a high quality of life involves a full range of opportunities for cultural engagement at all levels. Similarly, at the heart of MITV’s mission is using music to connect with the community as broadly as possible. To that end, we offer world-class chamber music performances as well as interaction with artists at rehearsals, classes, and community programs for citizens of all ages and walks of life.

Now in its 31st season, MITV is an established part of St. Helena’s cultural landscape. In addition to the concerts held in St. Helena wineries and community organizations, for the 2nd year in a row we will hold rehearsals at Grace Episcopal Church. By using the space for all rehearsals over four weeks, hosting open rehearsals for the community, and providing opportunities for amateur musicians to receive coaching from MITV musicians, the centrally located church is an ideal space to foster deeper connections between St. Helena residents and musicians alike. The ~40 Festival musicians come from all over the country and take advantage of the many restaurants, shops and wineries during their stay. Concertgoers represent a significant presence as well: 48 % of the Festival’s audience comes from the Napa Valley, 28 % from the surrounding Bay Area, 17% from elsewhere in California, and 7% from other states.

Our education and community programs will continue in St. Helena as well, with our Fellowship String Quartet offering free performances at community venues that serve both youth and senior citizens.

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Describe your Project including objectives and goals, and explain how you will meet these goals within the deadline of June 30, 2026. Please provide a timeline for your project.*
The 2025 MITV Festival will take place from August 1-24, 2025. We have designed Festival programs, including ECHO (Education and Community Engagement Programs), with the goal of introducing audiences to the diversity of classical chamber music – from traditional favorites to new and underrepresented composers.

In addition to providing St. Helena with 4 performances in wineries, our goals include working with Grace Episcopal Church to help publicize and increase attendance at our free open rehearsals, providing residents in retirement and assisted living facilities with exceptional music in their facilities, attracting a new and broader range of audience members through our collaboration with Napa Valley Jazz Society, and proactively working with staff at the Boys and Girls’ Clubs to improve our engagement with young children.

Free Open Rehearsals:

For four Thursdays in August 2025, MITV will invite the public to attend rehearsals at Grace Episcopal Church, offering a rare, up-close opportunity to observe professional musicians in the creative process. Audiences will enjoy an insightful introduction from Artistic Director Michael Adams, followed by the chance to engage directly with the musicians in an informal setting. The intimate setting of the church fosters meaningful connections between the audiences and musicians.

Last year was our first season rehearsing at Grace Episcopal Church, and attendance steadily grew each week as awareness of the program spread. We averaged 20-30 attendees per rehearsal and aim to increase that number to at least 30-40 for this upcoming season. To ensure greater reach, we will collaborate closely with Grace Episcopal Church and leverage our social media platforms to attract larger audiences.

Fellowship String Quartet – Performances for Senior Citizens and Young Children:

Since 2018, MITV has hosted a pre-professional Fellowship String Quartet. Selected through a competitive national audition, the quartet joins the Festival to receive mentorship, performance opportunities, and serve as community ambassadors. This year, we are thrilled to feature a talented group of students from Rice University’s Shepherd School of Music. Chosen for both their musical excellence and commitment to community engagement, these musicians will offer free, interactive performances at assisted living facilities, senior centers, and Boys and Girls’ Clubs throughout the Napa Valley.

Our goal is to collaborate with each community organization to tailor performances to their specific needs, ensuring lasting impact and enthusiasm for future engagements. Last year, the Fellowship String Quartet performed at Rianda House Senior Activity Center, Silverado Orchards Retirement Community, and the St.

Helena Boys’ and Girls’ Club. All three venues gave enthusiastic applause and requested repeat performances, underscoring the program's effectiveness and demand. Many of these organizations serve senior populations with a deep love for music but limited access to live performances, making it crucial to bring music directly to them. Additionally, these performances often introduce children to string instruments for the first time, sparking their curiosity and love for music.

Coaching for Local Amateur Musicians
Last year we launched a new initiative to offer adult amateur musicians an opportunity to receive coaching with a professional musician from MITV’s roster. Four different ensembles (each comprised of 3-4 musicians) took advantage of this opportunity. The participating musicians and coaches raved about the experience and encouraged this program to continue. Due to the popularity, we plan to double the size of this program in 2025. It is worth noting that staff at Grace Episcopal Church also commented on how wonderful it was to have music happening throughout the building and to see people congregating in the church for different opportunities.

St. Helena Winery Concerts
In addition to rehearsing and offering free performances throughout St. Helena, MITV will continue its longstanding partnership with wineries by providing chamber music concerts of the highest quality in their stunning venues. MITV musicians will return to Markham Vineyards, Hudson House at Beringer Vineyards, Spottswoode Estate, and a new venue for us – Ehlers Estate. Performances are purposely timed for patrons and musicians to enjoy pre or post-concert dinners at St. Helena’s many restaurants. Additionally, MITV works with each winery to help facilitate sales of their wines at each concert.

An exciting new project this year is a special collaboration with Napa Valley Jazz Society, presenting a mix of jazz and classical chamber music at Spottswoode. We have designed this unique programming to attract an even broader range of music lovers within the Valley and beyond.

Describe who will benefit from this Project and estimate how many people your proposal may impact.* Over the past 30 years we have built a strong relationship with the community of St. Helena, and many community residents who have been long-time devoted patrons. We estimate the attendance at all our activities in St. Helena in 2025 will be between 800-1100 patrons.

The beneficiaries will include:
· Community members who attend the free open rehearsals, concerts and educational events; Boys’ and Girls’ Club attendees; Senior Center attendees at Rianda House and Retirement Community Residents.
· Local businesses including restaurants, hotels, shops, and the wineries who partner with us to provide venues for our concerts. · Music in the Vineyards: by connecting with the local community and giving back to the Valley that has proved to be such a generous host for thirty years. · The City of St. Helena: added richness and diversity to the cultural opportunities available to the resident community of St. Helena and tourists. · Local amateur musicians who sign up for coaching sessions from MITV’s highly-acclaimed professional musicians.

Describe the community support for your project.*
MITV will continue cultivating the partnerships we have developed in St. Helena. This summer will be our second-year rehearsing at Grace Episcopal Church and we look forward to working with them on further engagement with St. Helena residents in all aspects of the Festival.

The following community organizations have hosted performances last year and will have the opportunity again this year: Rianda House Senior Activity Center, Silverado Orchards Retirement Community, and the St. Helena Boys and Girls’ Club.

The following St. Helena residents are involved in the project as board members, donors, or community advocates: Susan Duprey, Margaret Wurtele, Paula Key and John Murphy, John Wilson, Bonnie Thoreen. Additionally, many St. Helena residents have graciously hosted visiting musicians in their homes over the years, often forging lasting relationships with those who have returned time and again.

St. Helena Wineries that host our concerts and support Music in the Vineyards include Markham Vineyards, Hudson House at Beringer Vineyards, Spottswoode Estate, and - new this year – Ehlers Estate.

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If you have received funding from other Napa County government agencies in the past two years, provide level of funding and explain how the City of St Helena funding will specifically benefit St. Helena residents.

In fiscal year 2024 we received $3000 from the City of St. Helena. This was for a grant that had been applied for in the prior fiscal year (funds did not arrive until a year later) In fiscal year 2023 we received $18,755 and $27,029 in fiscal year 2024 from the County of Napa.

For fiscal year 2025, funding would specifically cover expenses related to rehearsing in St. Helena, our education and engagement activities at Grace Episcopal Church and other community organizations (see budget detail).

Please describe how your application in your organization incorporates the principles of a diversity, equity and inclusion. If your organization does have a specific equity focus, it doesn't make you in eligible or less competitive.* MITV is rooted in a sense of responsibility to introduce audiences to new music, composers who have been marginalized, and emerging talent. This year, our 14 winery concerts will include works by 5 women composers (including a 2025 Grammy winner), and 4 composers of color. Women consistently comprise at least 50% of our performing musicians and at least two musicians of color will also join the 2025 roster. MITV has also commissioned Brazilian composer, Clarice Assad – a member of the LGBT community – to compose a work for our Fellowship String Quartet to perform at their community concerts. This piece is purposely written to be interactive and will be premiered exclusively for these audiences.

Attachment 1: Grant Budget*
Grant Budget MITV 2024-25,Attachment 1.pdf
Attachment 2: Proof of Nonprofit Status*
MITV - 501(c)(3) confirmation, Attachment 2.pdf
Attachment 3: Current Year's Operation Budget & Prior Year Actuals* Current Budget 2025 vs. Prior Yr Actuals, Attachment 3.pdf Attachment 4: Listing of Grant Funding Received in the Last 12 Months (if applicable)
MITV Grant Funding Received in the last 12 months, Attachment 4.pdf Attachment 5: Partnership Letter(s) (if applicable)
Choose File No file chosen
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Music in the Vineyards: Education and Community Engagement in St. Helena Project Budget

CONFIRMED

REVENUE

ANTICIPATED

REVENUE
TOTAL

REVENUE
Individual Donations (including Board members) $ 2,800.00 $ 4,800.00 $ 7,600.00 MITV Reserves $1,256 $ 1,256.00
Tickets purchased for Coachings $ 1,200.00 $ 1,200.00
Total Revenue/Matching Funds: $ 10,056.00

CONFIRMED

EXPENSES

ANTICIPATED

EXPENSES TOTAL EXPENSES
Church Rental Fee $ 4,500.00 $ 4,500.00
Piano Deliveries $ 2,500.00 $ 2,500.00
Piano Tuning $ 300.00 $ 300.00
Open Rehearsal Musician Fees $ 4,800.00 $ 4,800.00
Festival Stage Manager $ 1,333.33 $ 1,333.33
St. Helena Retirement Homes/Boys & Girls Club
Fellowship String Quartet Manager fees $ 720.00 $ 720.00 Van rental -Transportation $ 1,066.67 $ 1,066.67
Mileage $ 336.00 $ 336.00
Marketing/PR
Social Media Boosted Advertising/Flyers $ 500.00 $ 500.00 Total Expense: $ 16,056.00
Requested Grant Amt. $ 6,000.00
Matching Funds $ 10,056.00
NET: $ -
Open Rehearsal/Church Fees
REVENUE/Matching Funds

EXPENSES
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Music in the Vineyards: Education and Community Engagement in St. Helena Project Budget
Requested Grant $ 6,000.00
Matching Funds $ 10,056.00
Total Income/Matching Funds/Grant $ 16,056.00
Expense Descriptions
Rental fee for 4 weeks of rehearsals/coachings (including open rehearsals) at Grace Episcopal Church
$ 4,500.00
Multiple piano deliveries to/from Grace Episcopal Church $ 2,500.00 Piano Tuning at Grace Episcopal (2 @ 150) $ 300.00
Musician fees performing at 4 Open Rehearsals, 8
musicians each rehearsal @$150 (pro-rated) $ 4,800.00
Festival Stage Manager fees for Open Rehearsals (prorated) $ 1,333.33 Fellowship String Quartet Stage Manager fees (pro-rated for St. Helena events) $ 720.00
FSQ Van rental (pro-rated for St. Helena events) $ 1,066.67 FSQ Transportation- mileage to/from Napa to St. Helena $ 336.00 Social Media Boosted Advertising/Printed Flyers $ 500.00 TOTAL PROJECT EXPENSES: $ 16,056.00
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INTERNAL REVENUE DEPARTMENT OF THE TREASURY
P. O. BOX 2s0B

CINCINNATI, OH

SERVICE
4520]-
Dare: APR l6 ?001
MUSIC ]N THE VINEYARDS INC
PO BOX 432
ST HELENA, CA 94574
Employer Identification Number :
5B-0358441
DLN:
r.70530348l.3021
Contact Person:

GREGORY K OLWINE
Contact Telephone Number:
(877) 829-5500
Our Letter Dated:

September J-996
Addendum Applies r
No
rD# 3 r.3 82
Dear Applicant:

This modifies our lett.er of the above date in which we stated that you wouLd be treated as an organization that is not a private foundation untiL the expiration of your advance ruling period.

Your exempt sLatus under section 50L (a) of the fnternal- Revenue Code as an organi-zaEion described in section 501(c) (3) is still in effect. Based on the informaEion you submitted, we have determined that you are not a private foundation within the meaning of secLion 509 (a) of the Code because you are an organizaEion of the type described in section 509 (a) (1) and l-70 (b) (1) (a) (vi) ; cranEors and contributors may rely on this determinaLion unless the InLernal Revenue Service publishes notice to the contrary. However, if you Iose your section 509(a) (1) staLus, a granLor or contributor may not, rely on Lhis deLermination if he or she was i-n part responsible for, or was aware of, the act or faifure to act, or the subsEantial or material ehange on the part of the organizaLion thaL resulted in your loss of such status, or if he or she acguired knowledge Ehat the Internal Revenue Service had given notice that you would no longer be cl-assified as a section 509 (a) (1) organization.

You are required to make your annual information return, Form 990 or Form 990-EZ, available for public inspecEion for Ehree years afEer the later of the due dat.e of t.he reEurn or Lhe date the return is filed. You are also reguired Eo make available for public inspection your exemption application, any supporting document's, and your exempt.ion lett.er. Copies of these documents are afso reguired to be provided to any individual upon written or in person request without charge oLher than reasonable fees for copying and postage. You may fulfill this requirement by placing Ehese documents on the f nternet. Penal-ti-es may be imposed for f ailure to comply wj.th these requirements. Additional information ispavailable in Publication 557, Tax-Exempt, St.atus for Your Organization, or you may call our toIl free number shown above.

If we have indicated in the heading of this letLer that an addendum applies, Lhe addendum enclosed is an inLegral part of this letter.

Lett,er 1050 (DO/CG)
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f/ t/ t/
s
f
{ prirsrc rN rHE
'TNE'ARDS
rNc
Because this letter could help resolve any guestions about your private foundat.ion slatus, please keep it in your permanent records.

If you have any guestions, please contact the person whose name and telephone number are shown above, Sincerely yours,
-2-
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Steven T. Miller
Director, Exempt Organizations
Lerrer 1050 (Dolcc)
ATTACHMENT 6
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2024-25 Season
Budget
2023-24 Season
Actuals
Ordinary Income/Expense
4000 Contributions $ 453,000.00 $335,527.18
4100 Special Events & Raffles $ 47,500.00 $370,057.40
4200 Program Revenue $ 170,695.00 $118,561.00
4300 Other Revenue $ 14,000.00 $22,034.00
Total Income $ 685,195.00 $846,180.52
Cost of Goods Sold
Special Event Expenses
5400 Esterhazy $ 23,900.00 $0.00
5200 30th Birthday Closing Night $108,004.96
5310 TITV $1,441.88
Total Special Event Expenses $ 23,900.00 $109,446.84
5800 Spring Launch $ 6,450.00 $8,448.60
Total COGS $ 30,350.00 $117,935.44
Gross Profit $ 654,845.00 $728,245.08
Expenses
6000 Program Expenses
6100 Artistic Expenses 129,650.00 $214,972.41
6200 Production Expenses $ 63,050.00 $54,476.83
6300 Piano Expenses $ 21,300.00 $24,616.75
6400 Concerts Outside Festival $ 17,000.00 $5,301.07
6500 Staff Compensation $ 402,881.00 $307,155.52
6700 Other Program Expenses $ 116,950.00 $58,107.84
6800 Education ExpenditurGrants Paid $ 16,239.00 $14,754.63 Total Program Expense 767,061.00 $679,385.05
Management & General $ 67,161.00 $68,998.05
Fundraising Expenses $ 14,170.00 $14,918.02
Total Expenditures $ 848,392.00 $763,301.12
Net Ordinary Income -$ 193,547.00 -$35,056.04
Net Income -$ 193,547.00 -$35,056.04
Music in the Vineyards Inc.
2024-25 Budget vs. 2023-24 Actuals
ATTACHMENT 6
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Below is a table of funding received from Napa County government agencies over the past 12 months.

MITV Grants & Public Funding 2024
Grant Making Body Application
Date
Amount
Requested /
Offered
Amount
Received Notes
Napa County Arts & Culture
Commission
3/1/2024 $27,029.00 $27,029.00 $5169 for piano maintenance $21,859 for 30th anniversary
commission and exhibition
project
St. Helena Nonprofit
Community Enrichment
Program
2/24/2023$3030 $3000 Received in August 2024
Education and community
programming
Grant Totals $30,029 All funds received in August 2024
ATTACHMENT 6
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Print
Organization Name*
Napa Valley College District Auxilliary Services (DAS) Foundation Please enter your organization name so we can match your application to your attachments.

Contact Person for Questions (Name/Title)*
Dr. Alejandro Guerrero
Contact Person Phone Number*
707-256-7363
Contact Person Email Address*
[email protected]
Organization Phone Number*
707-256-7365
Organization Mailing Address*
2277 Napa-Vallejo Highway, Napa, CA 94558
Organization Physical Address*
2277 Napa-Vallejo HIghway, Napa, CA 94558
Federal Tax ID Number and Status*
46-2918583 501 (c) (3)
How Long Has Organization Served Community (Years & Months)* 14 Project Name*
4th Annual ¡Viva Mariachi! St. Helena
Requested Grant Amount*
$5,000.00
2025-2026 Nonprofit Community Enrichment Program Application for Requests $5,000 and Under - Submission #230 Date Submitted: 2/25/2025
ATTACHMENT 7
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Do You Have Matching Funds?*
No
Please List Any Matching Funds and Sources
NA
Total Project Cost*
$5,000.00 or should it be $14,00 to match the amount on attachment #1 Describe how your Project ties to the City’s Goals, Mission/Vision Statement, funding philosophy, and how your application and organization incorporates the principles of diversity, equity, and inclusion.*
The Mission and Vision of both the City of St. Helena and that of the Napa Valley College mirror and parallel each other in the essence of equity, inclusion, diversity and the spirit of collaboration with other public and non-profit entities.

The Council Mission identifies its mission as dedication to serving its citizens by while promoting a culture of equity, diversity and inclusion and expanding recreational, active transportation and cultural opportunities. The Council Vision for the City seeks to strive to be diverse, inclusive, family-friendly and provide a full range of cultural and recreational opportunities, while strengthening partnerships with the private, non-profit and public sectors.

The Napa Valley College Mission provides excellent educational and professional opportunities that are student-centered, equity-focused, and community-oriented.

Our Vision seeks to cultivate a learning environment grounded in equity, inclusion, and empowerment while also building connections with our larger community.

And, our Values embrace the power of diverse peoples, perspectives, and experiences.

Describe your Project including objectives and goals, who and how many people will benefit, and explain how you will meet these goals within the deadline of June 30, 2026. Please provide a timeline for your Project.*
The foundation of the goals and objectives for the local mariachi music festival has been to publicly promote the unique cultural, artistic and academic relevance of the mariachi genre.

Napa Valley College has long sought to develop our own mariachi music program and help develop other mariachi music opportunities in local schools by creating the ¡Viva Mariachi! Festival in 2019 to offer the unique opportunity to students, educators, and for the Napa arts and philanthropic communities to learn how mariachi music programs are thriving elsewhere in the U.S.; how they enhance students’ academic performance; and how they foster greater appreciation for this uniquely Mexican musical tradition; all while enriching the cultural vitality of their institutions and their surrounding communities. To this end, each year we aim to feature mariachi youth programs that represent the three levels of our nation’s public institutions: middle school, high school, community college or university. Youth Mariachi ensembles from Nevada, Washington State, Arizona and California have performed.

Proudly, for the academic term of fall 2025, Napa Valley College is proposing the first-ever Mariachi Music course. Marketing and outreach to promote enrollment in the class will be heavily targeted in St. Helena and to our upvalley neighbors.

In past years, in the perpetual spirit of collaboration and cooperation, the City of St. Helena has been afforded the opportunity to have the mariachi performances for Napa Valley College to perform in St. Helena. In a very exciting and promising development, the District Auxiliary Services of Napa Valley College and the St. Helena Recreation Department have forged a new gesture of collaboration and partnership. The Recreation Department has accepted the invitation to participate in the logistical and marketing support of the April 11, 2025 “¡Viva! Mariachi St. Helena Festival” performances, scheduled at Lyman Park from 6:00 pm to 8:00 pm. The idea is to organize and publicize the mariachi musical similar to the summer music concerts.

The past mariachi events for St. Helena were held at the St. Helena High School Auditorium and generated an average attendance of 100-120 community members.

The (new) partnership for the April 2025 event with the Recreation Department and Lyman Park venue promises to generate an attendance in upwards of 175 community members. If we sustain the partnership with the Recreation Department and continue to hold the event at Lyman Park the attendance for the April 2026 mariachi festival will be well above 200 community members.

The three mariachi ensemble performances for the April 11, 2025, event will include: the Mariachi Las Mariposas from Garfield High School from East Los Angeles.

This 13-member mariachi is a unique all-female ensemble; The Mariachi Aztlán de Pueblo High School in Tucson, Arizona. This 22-member ensemble is a highly acclaimed and award–winning youth mariachi; Mariachi Luz de Oro de Berkeley. This is a 20- member student-organized ensemble from UC Berkeley. Their mission is to promote musical and cultural diversity by increasing exposure to the Mexican art form of mariachi. Mariachi Luz de Oro has performed at several charitable and private events in the Bay Area and has also hosted its own community celebration events. This group is now composed of members from different ethnic and cultural backgrounds with an array of academic majors.

ATTACHMENT 7
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St. Helena City CouncilApril 22, 2025

St. Helena City Council
April 22, 2025