St. Helena City Council
May 13, 2025

Agenda Item #13.1.

Description Object Code Total
Budgeted
Other Contract Services 2145 101 561 571
Custodial 66,300 11,700 78,000
Annual Deep Cleaning of Govt Buildings 10,400 10,400
Pest Control 31,200 31,200
Elevator Service - Carnegie 16,120 16,120
Elevator Service - Library 15,080 15,080
Napa Fire Equipment
Service
Replace Fire Extinguishers
10,400 10,400
Alarm Services 10,400 10,400
Library HVAC Pump Maintenance 10,400 -
HVAC Maintenance 62,400 5,200 5,200 72,800
Generator Maintenance/Emergency Repair 31,200 15,600 5,200 52,000 Miscellaneous Maintenance 26,000 5,000 5,000 36,000
Miscellaneous Repairs to Buildings 52,400 5,000 5,000 50,000 FD Electrical Repairs 10,000
TOTAL - Other Contract Services 2145 352,300$ 30,800$ 32,100$ 382,400$ Special Department Supplies 2215 101 561 571
Paper Goods 3,120 3,120
Paint & Hardware 2,600 2,600
First Aid Supplies 1,560 1,560
Lighting Retrofit to LED Fixtures 5,500 5,500
Other Miscellaneous Supplies 6,920 6,920
TOTAL - Special Department Supplies 2215 19,700$ -$ -$ 19,700$ Maintenance Buildings and Grounds 2330 101 561 571
General Repairs to Buildings 28,000 4,000 4,000 36,000
Total - Maintenenace Buildings & Grounds 2330 28,000$ 4,000$ 4,000$ 36,000$ GOVERNMENT BUILDINGS BUDGET - 5006
EXPENSE DETAIL - FY26
Funding Source and
Amount Per Funding Source

Agenda Item #13.1.

Description Object Code Total
Budgeted
Other Contract Services 2145 101 561 571
Custodial 66,300 11,700 78,000
Annual Deep Cleaning of Govt Buildings 10,400 10,400
Pest Control 31,200 31,200
Elevator Service - Carnegie 16,120 16,120
Elevator Service - Library 15,080 15,080
Napa Fire Equipment
Service
Replace Fire Extinguishers
10,400 10,400
Alarm Services 10,400 10,400
Library HVAC Pump Maintenance 10,400 -
HVAC Maintenance 62,400 5,200 72,800 5,200
Generator Maintenance/Emergency Repair 31,200 15,600 52,000 5,200 Miscellaneous Maintenance 26,000 5,000 36,000 5,000
Miscellaneous Repairs to Buildings 52,400 5,000 45,000 5,000 FD Electrical Repairs 10,000 10,000
TOTAL - Other Contract Services 2145 352,300 $ $ 30,800 $ 32,100 $ 387,400 Special Department Supplies 2215 101 561 571
Paper Goods 3,245 3,245
Paint & Hardware 2,704 2,704
First Aid Supplies 1,622 1,622
Lighting Retrofit to LED Fixtures 5,720 5,720
Other Miscellaneous Supplies 7,197 7,197
TOTAL - Special Department Supplies 2215 $ 20,488 $ - $ 20,488 - $ Maintenance Buildings and Grounds 2330 101 561 571
General Repairs to Buildings 28,000 4,000 4,000 36,000
Total - Maintenenace Buildings & Grounds 2330 $ 28,000 $ 4,000 $ 4,000 $ 36,000 GOVERNMENT BUILDINGS - 5006
EXPENSE DETAIL - FY27
Funding Source and
Amount Per Funding Source

Agenda Item #13.1.

Storm Drains
Expenses by Fund and Category
Fund Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 26 Proposed 101 General Fund 223,003 206,797 497,622 427,343 436,703 700 Flood Control Capital 3,790 95,404 53,178 50,000 50,000 Grand Total 226,793 302,200 550,800 477,343 486,703
Object Code Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 50 Public Works
20 Salaries & Benefits 90,898 103,818 101,461 164,583 172,077 21 Services 84,951 167,327 223,466 209,120 209,120
22 Supplies 42,494 12,506 56,160 46,640 48,506
23 Maintenance 1,399 10,903 - - -
24 Taxes, Insurances & Contribution 9 - 4,922 5,000 5,000 26 Capital 7,042 7,646 164,790 52,000 52,000
Grand Total 226,793 302,200 550,800 477,343 486,703
34%
44%
10%
0%1%
11%
FY 26 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contribution
Capital
35%
43%
10%
0%1%
11%
FY 27 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contribution
Capital

Agenda Item #13.1.

Storm Drains Budget - 5013
Account Number Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 101 General Fund
50 Public Works
101-50-13-20-10 Salary-Regular 37,304 38,661 44,208 90,936 93,664 101-50-13-20-25 Standby 1,637 1,556 4,050 3,857 3,973
101-50-13-20-30 Overtime 19,459 18,792 8,925 8,500 8,755 101-50-13-20-40 FICA/Medicare 4,721 5,185 5,710 7,948 8,186 101-50-13-20-45 Employer PERS 2,610 3,148 4,401 6,329 6,519 101-50-13-20-47 PERS Unfunded Liability 4,322 4,140 4,429 8,303 8,552 101-50-13-20-55 Health Insurance 13,615 19,277 24,565 30,594 33,653 101-50-13-20-61 Workers Comp 6,343 12,007 3,805 6,217 6,839 101-50-13-20-65 SDI 618 680 816 1,240 1,277
101-50-13-20-75 Deferred Comp 270 373 553 659 659
20 Salaries & Benefits 90,898 103,818 101,461 164,583 172,077 101-50-13-21-25 Equipment Rental 22,013 866 17,680 17,680 17,680 101-50-13-21-45 Other Contract Services 52,081 71,058 134,929 123,760 123,760 101-50-13-21-48 Government Fees 7,067 - 17,680 17,680 17,680 21 Services 81,161 71,924 170,289 159,120 159,120
101-50-13-22-13 Office Supplies 32 68 - - -
101-50-13-22-15 Special Department Supplies 42,461 12,437 56,160 46,640 48,506 22 Supplies 42,494 12,506 56,160 46,640 48,506
101-50-13-23-15 Maint Machine/Equipment 1,399 10,903 - - - 23 Maintenance 1,399 10,903 - - -
101-50-13-24-25 Taxes & Other Charges 9 - 4,922 5,000 5,000 24 Taxes, Insurances & Contribution 9 - 4,922 5,000 5,000 101-50-13-26-30 Capital Equipment 7,042 7,646 164,790 52,000 52,000 26 Capital 7,042 7,646 164,790 52,000 52,000
13 Stormwater 223,003 206,797 497,622 427,343 436,703
700 Flood Control Capital
50 Public Works
700-50-13-21-38 Conservation Maintenance 3,790 95,404 53,178 50,000 50,000 21 Services 3,790 95,404 53,178 50,000 50,000
13 Stormwater 3,790 95,404 53,178 50,000 50,000
Grand Total 226,793 302,200 550,800 477,343 486,703

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Equipment Rental 2125 101
Clearing Valleyview Bridget Culverts 2,080 2,080
Sediment Removal 10,400 10,400
Duck Pond - Mitchell/North 5,200 5,200
TOTAL - Equipment Rental 2125 $ 17,680 $ 17,680
Other Contract Services 2145 101
Mitchell Avenue - Duck Pond 10,400 10,400
Stormwater JPA 41,600 41,600
Stormwater Inspection 15,600 15,600
Stormwater Phase II Trash Assessment 15,600 15,600
SAVE FOR OTHER 26,000 26,000
Storm Outfall & Flood Conveyance
Maintenance
14,560 14,560
TOTAL - Other Contract Services 2145 $ 123,760 $ 123,760 Government Fees 2148 101
SWRCB MS4 Permit 7,280 7,280
CDFW Permit/Annual Maintenance Fee 10,400 10,400
TOTAL - Government Fees 2148 $ 17,680 $ 17,680
Special Department Supplies 2215 101
Flow Monitor/Data Collection 11,440 11,440
Stormwater Supplies (sweeper, brooms,
trench debris, grubbing, hauling, D.I. inlets,
rims and covers)
5,200 5,200
Repair/Maintenance Supplies 30,000 30,000
TOTAL - Special Department Supplies 2215 $ 46,640 $ 46,640 Capital Equipment 2630 101
Misc. Capital Equipment 39,000 39,000
Pipeline Inspection device (Milwaulkee2974-
22M18)
13,000 13,000
TOTAL - Capital Equipment 2630 $ 52,000 $ 52,000
STORM DRAINS BUDGET - 5013
EXPENSE DETAIL - FY26

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Equipment Rental 2125 101
Clearing Valleyview Bridget Culverts 2,080 2,080
Sediment Removal 10,400 10,400
Duck Pond - Mitchell/North 5,200 5,200
TOTAL - Equipment Rental 2125 $ 17,680 $ 17,680
Other Contract Services 2145 101
Mitchell Avenue - Duck Pond 10,400 10,400
Stormwater JPA 41,600 41,600
Stormwater Inspection 15,600 15,600
Stormwater Phase II Trash Assessment 15,600 15,600
SAVE FOR OTHER 26,000 26,000
Storm Outfall & Flood Conveyance
Maintenance
14,560 14,560
TOTAL - Other Contract Services 2145 $ 123,760 $ 123,760 Government Fees 2148 101
SWRCB MS4 Permit 7,280 7,280
CDFW Permit/Annual Maintenance Fee 10,400 10,400
TOTAL - Government Fees 2148 $ 17,680 $ 17,680
Special Department Supplies 2215 101
Flow Monitor/Data Collection 11,898 11,898
Stormwater Supplies (sweeper, brooms,
trench debris, grubbing, hauling, D.I. inlets,
rims and covers)
5,408 5,408
Repair/Maintenance Supplies 31,200 31,200
TOTAL - Special Department Supplies 2215 $ 48,506 $ 48,506 Capital Equipment 2630 101
Misc. Capital Equipment 39,000 39,000
Pipeline Inspection device (Milwaulkee2974-
22M18)
13,000 13,000
TOTAL - Capital Equipment 2630 $ 52,000 $ 52,000
STORM DRAINS - 5013
EXPENSE SUMMARY - FY27

Agenda Item #13.1.

Streets
Expenses by Fund and Category
Fund Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 101 General Fund 419,179 450,854 757,362 620,528 630,710 561 Water Enterprise 329 494 34,736 27,500 27,500
571 Sewer Enterprise - - 34,736 27,500 27,500
Grand Total 419,508 451,348 826,834 675,528 685,710
Object Code Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 50 Public Works
20 Salaries & Benefits 123,189 143,418 218,396 221,664 231,846 21 Services 91,148 75,748 179,369 134,790 134,790
22 Supplies 39,327 65,283 46,882 35,430 35,430
23 Maintenance 126,459 140,471 253,303 246,711 246,711
24 Taxes, Insurances & Contributi 47 49 321 321 321
26 Capital 39,339 26,378 128,561 36,612 36,612
Grand Total 419,508 451,348 826,834 675,528 685,710
33%
20% 5%
37%
0% 5%
FY 26 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contributi
Capital
34%
5% 20%
36%
0%5%
FY 27 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contributi
Capital

Agenda Item #13.1.

Streets Budget - 5015
Account Number Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 101 General Fund
50 Public Works
101-50-15-20-10 Salary-Regular 60,440 65,515 133,023 125,483 129,247 101-50-15-20-25 Standby 2,445 3,033 4,050 3,857 3,973
101-50-15-20-30 Overtime 11,756 15,100 8,925 8,500 8,755 101-50-15-20-40 FICA/Medicare 5,828 6,740 9,255 10,609 10,927 101-50-15-20-45 Employer PERS 3,829 4,640 7,716 8,734 8,996 101-50-15-20-47 PERS Unfunded Liability 8,307 7,259 7,764 11,457 11,801 101-50-15-20-55 Health Insurance 17,374 22,273 36,404 41,745 45,920 101-50-15-20-61 Workers Comp 12,069 17,515 9,038 8,703 9,573 101-50-15-20-65 SDI 765 887 1,322 1,654 1,704
101-50-15-20-75 Deferred Comp 378 457 899 922 950
20 Salaries & Benefits 123,189 143,418 218,396 221,664 231,846 101-50-15-21-10 Communications 859 2,626 2,600 2,600 2,600 101-50-15-21-22 Utilities 73,808 49,671 84,240 84,240 84,240 101-50-15-21-25 Equipment Rental 1,361 708 2,808 2,500 2,500 101-50-15-21-45 Other Contract Services 15,061 20,852 83,481 40,000 40,000 101-50-15-21-53 Memberships & Publications - - 1,040 950 950 101-50-15-21-55 Training & Conference 60 1,891 5,200 4,500 4,500 21 Services 91,148 75,748 179,369 134,790 134,790
101-50-15-22-07 Copies - 11 - - -
101-50-15-22-12 Computer Equipment 13,363 - - - -
101-50-15-22-13 Office Supplies 15 281 260 260 260
101-50-15-22-15 Special Department Supplies 39,312 51,628 43,502 32,050 32,050 101-50-15-22-20 Small Tools - - 3,120 3,120 3,120
22 Supplies 39,327 65,283 46,882 35,430 35,430
101-50-15-23-12 Maintenance Supplies 28,590 24,981 63,440 67,600 67,600 101-50-15-23-15 Maint Machine/Equipment 29,602 39,235 41,600 45,320 45,320 101-50-15-23-30 Maint Buildings/Grounds 98 - - - -
101-50-15-23-50 Vehicle Alloc Expense 67,841 75,761 78,791 78,791 78,791 23 Maintenance 126,130 139,977 183,831 191,711 191,711
101-50-15-24-25 Taxes & Other Charges 47 49 321 321 321 24 Taxes, Insurances & Contribution 47 49 321 321 321
101-50-15-26-30 Capital Equipment 39,339 26,378 128,561 36,612 36,612 26 Capital 39,339 26,378 128,561 36,612 36,612
15 Street Maintenance 419,179 450,854 757,362 620,528 630,710

Agenda Item #13.1.

Streets Budget - 5015
Account Number Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 561 Water Enterprise
50 Public Works
561-50-15-23-12 Maintenance Supplies 329 494 26,000 21,500 21,500 561-50-15-23-15 Maint Machine Equip - - 8,736 6,000 6,000 23 Maintenance 329 494 34,736 27,500 27,500
15 Street Maintenance 329 494 34,736 27,500 27,500
571 Sewer Enterprise
50 Public Works
571-50-15-23-12 Maintenance Supplies - - 26,000 21,500 21,500 571-50-15-23-15 Maint Machine Equip - - 8,736 6,000 6,000 23 Maintenance - - 34,736 27,500 27,500
15 Street Maintenance - - 34,736 27,500 27,500
Grand Total 419,508 451,348 826,834 675,528 685,710

Agenda Item #13.1.

Description Object Code Total
Budgeted
Equipment Rental 2125 101 561 571
Miscellaneous Rentals 2,500 - - 2,500
TOTAL - Equipment Rental 2125 2,500$ -$ -$ 2,500$
Other Contract Services 2145 101 561 571
Incidents and Accidents 40,000 - - 40,000
TOTAL - Other Contract Services 2145 40,000 $ -$ -$ 40,000$ Memberships & Publications 2153 101 561 571
Books & Membership Fees 250 - - 250
Misc. Memberships 700 - - 700
TOTAL - Memberships & Publications 2153 950$ -$ -$ 950$ Training & Conference 2155 101 561 571
CEU 1,500 - - 1,500
Misc. Trainings 3,000 - - 3,000
TOTAL - Training & Conference 2155 4,500$ -$ -$ 4,500$
Special Department Supplies 2215 101 561 571
Signs 8,000 - - 8,000
Uniforms/Boots 18,500 - - 18,500
Cones 2,000 - - 2,000
Miscellaneous Supplies 2,000 - - 2,000
Barricades 1,000 - - 1,000
Raingear 550 - - 550
TOTAL - Special Department Supplies 2215 32,050 $ -$ -$ 32,050$ Maintenance Supplies 2312 101 561 571
Asphalt 17,000 21,500 21,500 60,000
Sand and Sand Bags 4,160 - - 4,160
Paint/Thermo 25,000 - - 25,000
Other Maintenance Supplies 3,120 - - 3,120
Shale 4,160 - - 4,160
Cold Mix 4,160 - - 4,160
Crack Sealer material 10,000 10,000
TOTAL - Maintenance Supplies 2312 67,600 $ $ 21,500 $ 21,500 110,600$ STREETS BUDGET - 5015
EXPENSE DETAIL - FY26
Funding Source and
Amount Per Funding Source

Agenda Item #13.1.

Description Object Code Total
Budgeted
STREETS - 5015
EXPENSE SUMMARY - FY26
Funding Source and
Amount Per Funding Source
Maintenance Machinery & Equipment 2315 101 561 571
Gutter Brooms, Curtains, Saw Blades, etc. 8,320 - - 8,320 Maintenance of Elgin & Sentinel Sweepers 12,000 - - 12,000 Large Equip. Repair and Maintenance 25,000 6,000 6,000 37,000 TOTAL - Machine Maintenance & Equipment 2315 45,320 $ $ 6,000 $ 6,000 $ 57,320 Capital Equipment 2630 101 561 571
Lease - Vehicle 208, costs split with WW
Collection - $150,000 for 5 years @ 5% 36,612 - - 36,612 TOTAL - Capital Equipment 2630 36,612 $ $ - $ 36,612 - $

Agenda Item #13.1.

Description Object Code Total
Budgeted
Equipment Rental 2125 101 561 571
Miscellaneous Rentals 2,500 - - 2,500
TOTAL - Equipment Rental 2125 $ 2,500 $ - $ 2,500 - $
Other Contract Services 2145 101 561 571
Incidents and Accidents 40,000 - - 40,000
TOTAL - Other Contract Services 2145 40,000 $ $ - $ 40,000 - $ Memberships & Publications 2153 101 561 571
Books & Membership Fees 250 - - 250
Misc. Memberships 700 - - 700
TOTAL - Memberships & Publications 2153 $ 950 $ - $ - $ 950 Training & Conference 2155 101 561 571
CEU 1,500 - - 1,500
Misc. Trainings 3,000 - - 3,000
TOTAL - Training & Conference 2155 $ 4,500 $ - $ 4,500 - $ Special Department Supplies 2215 101 561 571
Signs 8,000 - - 8,000
Uniforms/Boots 18,500 - - 18,500
Cones 2,000 - - 2,000
Miscellaneous Supplies 2,000 - - 2,000
Barricades 1,000 - - 1,000
Raingear 550 - - 550
TOTAL - Special Department Supplies 2215 32,050 $ $ - $ 32,050 - $ Maintenance Supplies 2312 101 561 571
Asphalt 17,000 21,500 21,500 60,000
Sand and Sand Bags 4,160 - - 4,160
Paint/Thermo 25,000 - - 25,000
Other Maintenance Supplies 3,120 - - 3,120
Shale 4,160 - - 4,160
Cold Mix 4,160 - - 4,160
Crack Sealer material 10,000 10,000
TOTAL - Maintenance Supplies 2312 67,600 $ $ 21,500 $ 21,500 $ 110,600 STREETS - 5015
EXPENSE SUMMARY - FY27
Funding Source and
Amount Per Funding Source

Agenda Item #13.1.

Description Object Code Total
Budgeted
STREETS - 5015
EXPENSE SUMMARY - FY27
Funding Source and
Amount Per Funding Source
Maintenance Machinery & Equipment 2315 101 561 571
Gutter Brooms, Curtains, Saw Blades, etc. 8,320 - - 8,320 Maintenance of Elgin & Sentinel Sweepers 12,000 - - 12,000 Large Equip. Repair and Maintenance 25,000 6,000 6,000 37,000 TOTAL - Machine Maintenance & Equipment 2315 45,320 $ $ 6,000 $ 6,000 $ 57,320 Capital Equipment 2630 101 561 571
Lease - Vehicle 208, costs split with WW
Collection - $150,000 for 5 years @ 5% 36,612 - - 36,612 TOTAL - Capital Equipment 2630 36,612 $ $ - $ 36,612 - $

Agenda Item #13.1.

Tree City
Expenses by Fund and Category
Fund Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 101 General Fund 57,508 175,222 251,121 292,161 296,458 283 Tree City USA 131,666 - - - -
Grand Total 189,175 175,222 251,121 292,161 296,458
Object Code Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 50 Public Works
20 Salaries & Benefits 20,891 22,777 23,877 97,809 102,106 21 Services 23,827 131,555 171,812 124,472 124,472
22 Supplies 644 5,839 9,880 9,880 9,880
23 Maintenance 12,148 15,051 45,552 60,000 60,000
29 Transfers 131,666 - - - -
Grand Total 189,175 175,222 251,121 292,161 296,458
35%
42%
3%
20%
FY 27 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
33%
43%
3%
21%
FY 26 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance

Agenda Item #13.1.

Tree City Budget - 5026
Account Number Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 101 General Fund
50 Public Works
101-50-26-20-10 Salary-Regular 12,616 13,884 14,534 59,602 61,390 101-50-26-20-40 FICA/Medicare 983 1,057 1,116 4,601 4,739 101-50-26-20-45 Employer PERS 1,249 1,593 1,645 5,297 5,456 101-50-26-20-47 PERS Unfunded Liability 1,785 1,509 1,656 6,948 7,156 101-50-26-20-55 Health Insurance 3,129 3,604 3,776 16,095 17,705 101-50-26-20-61 Workers Comp 521 501 476 3,730 4,103
101-50-26-20-65 SDI 128 139 158 715 736
101-50-26-20-75 Deferred Comp 244 251 265 581 581
101-50-26-20-85 Auto Allowance 234 240 252 240 240
20 Salaries & Benefits 20,891 22,777 23,877 97,809 102,106 101-50-26-21-35 Main Street Trees - - - - -
101-50-26-21-36 Tree City USA 5,682 12,048 17,472 30,600 30,600 101-50-26-21-37 Heritage Trees 10,000 - 10,400 10,400 10,400 101-50-26-21-45 Other Contract Services 17,334 107,124 136,868 76,400 76,400 101-50-26-21-53 Memberships & Publications 185 185 1,040 1,040 1,040 101-50-26-21-55 Training & Conference 625 2,198 4,992 4,992 4,992 101-50-26-21-57 Certifications - - 1,040 1,040 1,040
21 Services 23,827 131,555 171,812 124,472 124,472
101-50-26-22-15 Special Department Supplies 260 3,306 5,200 5,200 5,200 101-50-26-22-20 Small Tools 383 2,533 4,680 4,680 4,680 22 Supplies 644 5,839 9,880 9,880 9,880
101-50-26-23-30 Maint Buildings/Grounds 12,148 15,051 45,552 60,000 60,000 23 Maintenance 12,148 15,051 45,552 60,000 60,000
26 Tree City USA 57,508 175,222 251,121 292,161 296,458 283-50-26-29-99 Transfer to other Funds 131,666 - - - - 29 Transfers 131,666 - - - -
26 Tree City USA 131,666 - - - -
Grand Total 189,175 175,222 251,121 292,161 296,458

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Tree City USA 2136 101
Trees and Materials for Off Main (tree
replantings) 1,872 15,000
Emergency Tree Work 15,600 15,600
TOTAL - Tree City USA 2136 $ 30,600 $ 30,600
Heritage Trees 2137 101
Emergency Tree Work on Heritage Trees 10,400 10,400
TOTAL - Heritage Trees 2137 $ 10,400 $ 10,400
Other Contract Services 2145 101
Annual Tree Maintenance Cycle 36,400 36,400
Additional Tree Maintenance 40,000 40,000
TOTAL - Other Contract Services 2145 $ 76,400 76,400
Memberships & Publications 2153 101
ISA 728 728
WC ISA 312 312
TOTAL - Memberships & Publications 2153 $ 1,040 $ 1,040 Training & Conferences 2155 101
Arborist CEUs 1,560 1,560
Arborist Prep Course 2,340 2,340
Arborist Certificate Test 1,092 1,092
TOTAL - Training & Conferences 2155 $ 4,992 $ 4,992
Certifications 2157 101
Miscellaneous Certifications 1,040 1,040
TOTAL - Certifications 2157 $ 1,040 $ 1,040
Special Department Supplies 2215 101
Soils, Fertilizers, Pesticides 5,200 5,200
TOTAL - Special Department Supplies 2215 $ 5,200 $ 5,200 Maintenance Buildings/Grounds 2330 101
Preventative Maintenance 40,000 40,000
MOB remediation 20,000 20,000
TOTAL - Maintenance Buildings/Grounds 2330 $ 60,000 $ 60,000 TREE CITY BUDGET - 5026
EXPENSE DETAIL - FY26

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Tree City USA 2136 101
Trees and Materials for Off Main (tree
replantings) 1,872 15,000
Emergency Tree Work 15,600 15,600
TOTAL - Tree City USA 2136 $ 30,600 $ 30,600
Heritage Trees 2137 101
Emergency Tree Work on Heritage Trees 10,400 10,400
TOTAL - Heritage Trees 2137 $ 10,400 $ 10,400
Other Contract Services 2145 101
Annual Tree Maintenance Cycle 36,400 36,400
Additional Tree Maintenance 40,000 40,000
TOTAL - Other Contract Services 2145 $ 76,400 76,400
Memberships & Publications 2153 101
ISA 728 728
WC ISA 312 312
TOTAL - Memberships & Publications 2153 $ 1,040 $ 1,040 Training & Conferences 2155 101
Arborist CEUs 1,560 1,560
Arborist Prep Course 2,340 2,340
Arborist Certificate Test 1,092 1,092
TOTAL - Training & Conferences 2155 $ 4,992 $ 4,992
Certifications 2157 101
Miscellaneous Certifications 1,040 1,040
TOTAL - Certifications 2157 $ 1,040 $ 1,040
Special Department Supplies 2215 101
Soils, Fertilizers, Pesticides 5,200 5,200
TOTAL - Special Department Supplies 2215 $ 5,200 $ 5,200 Maintenance Buildings/Grounds 2330 101
Preventative Maintenance 40,000 40,000
MOB remediation 20,000 20,000
TOTAL - Maintenance Buildings/Grounds 2330 $ 60,000 $ 60,000 TREE CITY BUDGET - 5026
EXPENSE DETAIL - FY27

Agenda Item #13.1.

Parks
Expenses by Fund and Category
Fund Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 101 General Fund 804,706 900,143 1,611,832 1,016,124 1,155,965 592 Equipment Replacement Fund 41,933 - 550,000 27,660 27,660 Grand Total 846,639 900,143 2,161,832 1,043,784 1,183,625 Object Code Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 50 Public Works
20 Salaries & Benefits 433,343 490,975 776,426 576,171 602,173 21 Services 167,271 204,146 420,865 244,580 354,609
22 Supplies 59,513 61,331 58,760 56,160 56,160
23 Maintenance 144,556 143,666 351,367 139,013 142,823
24 Taxes, Insurances & Contribution 23 25 214 200 200
26 Capital 41,933 - 554,200 27,660 27,660
Grand Total 846,639 900,143 2,161,832 1,043,784 1,183,625 55%
24%
5%
13%
0%3%
FY 26 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contribution
Capital
51%
30%
5%
12%
0%2%
FY 27 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contribution
Capital

Agenda Item #13.1.

Parks Budget - 5027
Account Number Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 101 General Fund
50 Public Works
101-50-27-20-10 Salary-Regular 219,096 269,326 480,000 343,420 353,723 101-50-27-20-20 Temp/Part Time - - - - -
101-50-27-20-25 Standby 7,965 4,886 4,050 3,857 3,857
101-50-27-20-30 Overtime 13,924 13,024 3,316 3,158 3,253 101-50-27-20-40 FICA/Medicare 19,970 22,985 34,497 26,992 27,802 101-50-27-20-45 Employer PERS 20,431 21,644 40,982 27,944 28,782 101-50-27-20-47 PERS Unfunded Liability 36,130 38,552 41,240 36,658 37,758 101-50-27-20-50 Employee PERS - - - - -
101-50-27-20-55 Health Insurance 68,602 81,679 140,174 96,841 106,525 101-50-27-20-61 Workers Comp 43,305 34,346 23,785 30,462 33,508 101-50-27-20-65 SDI 2,579 3,007 4,926 4,205 4,331
101-50-27-20-71 Unemployment - - - - -
101-50-27-20-75 Deferred Comp 1,341 1,280 3,458 2,634 2,634 101-50-27-20-95 Uniform Allowance - 247 - - -
20 Salaries & Benefits 433,343 490,975 776,426 576,171 602,173 101-50-27-21-05 Advertising - - - - -
101-50-27-21-10 Communications 1,260 2,744 3,640 3,640 3,640 101-50-27-21-15 Postage - - - - -
101-50-27-21-22 Utilities 131,992 105,264 135,720 135,720 141,149 101-50-27-21-25 Equipment Rental 1,361 1,331 31,200 15,000 15,600 101-50-27-21-27 Equipment Lease Exp - - - - -
101-50-27-21-30 Professional Contracts 27,058 24,742 52,000 40,000 41,600 101-50-27-21-45 Other Contract Services 5,025 64,947 189,673 41,600 144,000 101-50-27-21-53 Memberships & Publications 120 215 1,040 1,040 1,040 101-50-27-21-55 Training & Conference 456 4,902 7,280 7,280 7,280 101-50-27-21-60 Other Travel - - 312 300 300
21 Services 167,271 204,146 420,865 244,580 354,609
101-50-27-22-13 Office Supplies 196 193 780 500 500
101-50-27-22-15 Special Department Supplies 59,317 61,138 56,732 54,660 54,660 101-50-27-22-20 Small Tools - - 1,248 1,000 1,000
22 Supplies 59,513 61,331 58,760 56,160 56,160
101-50-27-23-12 Maintenance Supplies 9 193 - - -
101-50-27-23-15 Maint Machine/Equipment 16,132 7,204 36,400 20,000 20,800 101-50-27-23-30 Maint Buildings/Grounds 90,726 94,179 271,194 75,240 78,250 101-50-27-23-50 Vehicle Alloc Expense 37,689 42,089 43,773 43,773 43,773 23 Maintenance 144,556 143,666 351,367 139,013 142,823
101-50-27-24-25 Taxes & Other Charges 23 25 214 200 200 24 Taxes, Insurances & Contribution 23 25 214 200 200
101-50-27-26-70 Capital Imp Equipment - - 4,200 - -
26 Capital - - 4,200 - -
27 Parks Maintenance 804,706 900,143 1,611,832 1,016,124 1,155,965

Agenda Item #13.1.

Parks Budget - 5027
Account Number Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 592 Equipment Replacement Fund
50 Public Works
592-50-27-26-30 Capital Equipment 41,933 - 550,000 27,660 27,660 26 Capital 41,933 - 550,000 27,660 27,660
27 Parks Maintenance 41,933 - 550,000 27,660 27,660
Grand Total 846,639 900,143 2,161,832 1,043,784 1,183,625

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Equipment Rentals 2125 101
Rentals for Equipment (not owned by the
City) (stump grinder, aerator, skid steer,
zipper for path repair, tree quipment)
15,000 15,000
TOTAL - Equipment Rentals 2125 $ 15,000 $ 15,000
Professional Contracts 2130 101
Holiday Lighting & Decorating 40,000 40,000
TOTAL - Professional Contracts 2130 $ 40,000 $ 40,000
Other Contract Services 2145 101
Seasonal Staff (Workers.com) 41,600 41,600
TOTAL - Other Contract Services 2145 $ 41,600 $ 41,600
Memberships & Publications 2153 101
PAPA Membership 582 582
DPR Certificates 250 250
NRPA 208 208
TOTAL - Memberships & Publications 2153 $ 1,040 $ 1,040 Training & Conferences 2155 101
CPSI Course & Exam (hotel/travel) 4,113 4,113
PAPA CEUs 1,040 1,040
DPR Test Prep and Exam 1,420 1,420
Misc. Training and Seminars 707 707
TOTAL - Training & Conferences 2155 $ 7,280 $ 7,280
Special Department Supplies 2215 101
Standard Supplies (toilet paper, towels,
cleaners, etc.) 13,520 13,520
Misc. Supplies (fertilizer, irrigation parts,
etc.) 12,584 12,584
Uniforms and Boots 23,556 23,556
Equipment Replacement 5,000 5,000
TOTAL - Special Department Supplies 2215 $ 54,660 $ 54,660 PARKS BUDGET - 5027
EXPENSE DETAIL - FY26

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
PARKS BUDGET - 5027
EXPENSE DETAIL - FY26
Maintenance Machine & Equipment 2315 101
Repairs to Major Equipment 20,000 20,000
TOTAL - Maintenance Machine & Equip. 2315 $ 20,000 $ 20,000 Buildings and Grounds Maintenance 2330 101
Accidents/Incidents 2,600 2,600
Mulch 26,000 26,000
Fibar for Playgrounds 10,400 10,400
Irrigation Repairs 6,240 6,240
Materials & Landscaping for Park Rehab
Projects
15,000 15,000
Park Pathway Rehabilitation 15,000 15,000
Total - Building Maintenance and Grounds $ 75,240 $ 75,240 Capital Equipment 2630 101
Lease of Two F150 Hybrid Trucks 27,660 27,660
TOTAL - Capital Equipment $ 27,660 $ 27,660

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Equipment Rentals 2125 101
Rentals for Equipment (not owned by the
City) (stump grinder, aerator, skid steer,
zipper for path repair, tree quipment)
15,600 15,600
TOTAL - Equipment Rentals 2125 $ 15,600 $ 15,600
Professional Contracts 2130 101
Holiday Lighting & Decorating 41,600 41,600
TOTAL - Professional Contracts 2130 $ 41,600 $ 41,600
Other Contract Services 2145 101
Seasonal Staff (Workers.com) 41,600 41,600
TOTAL - Other Contract Services 2145 $ 41,600 $ 41,600
Memberships & Publications 2153 101
PAPA Membership 582 582
DPR Certificates 250 250
NRPA 208 208
TOTAL - Memberships & Publications 2153 $ 1,040 $ 1,040 Training & Conferences 2155 101
CPSI Course & Exam (hotel/travel) 4,113 4,113
PAPA CEUs 1,040 1,040
DPR Test Prep and Exam 1,420 1,420
Misc. Training and Seminars 707 707
TOTAL - Training & Conferences 2155 $ 7,280 $ 7,280
Special Department Supplies 2215 101
Standard Supplies (toilet paper, towels,
cleaners, etc.) 13,520 13,520
Misc. Supplies (fertilizer, irrigation parts,
etc.) 12,584 12,584
Uniforms and Boots 23,556 23,556
Equipment Replacement 5,000 5,000
TOTAL - Special Department Supplies 2215 $ 54,660 $ 54,660 PARKS BUDGET - 5027
EXPENSE DETAIL - FY27

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
PARKS BUDGET - 5027
EXPENSE DETAIL - FY27
Maintenance Machine & Equipment 2315 101
Repairs to Major Equipment 20,800 20,800
TOTAL - Maintenance Machine & Equip. 2315 $ 20,800 $ 20,800 Buildings and Grounds Maintenance 2330 101
Accidents/Incidents 3,250 3,250
Mulch 26,000 26,000
Fibar for Playgrounds 11,000 11,000
Irrigation Repairs 7,000 7,000
Materials & Landscaping for Park Rehab
Projects
15,500 15,500
Park Pathway Rehabilitation 15,500 15,500
Total - Building Maintenance and Grounds $ 78,250 $ 78,250 Capital Equipment 2630 101
Lease of Two F150 Hybrid Trucks 27,660 27,660
TOTAL - Capital Equipment $ 27,660 $ 27,660

Agenda Item #13.1.

City Garage
Expenses by Fund and Category
Fund Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 582 Internal Service Garage Fund 368,937 393,455 410,036 392,032 408,622 Grand Total 368,937 393,455 410,036 392,032 408,622
Object Code Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 50 Public Works
20 Salaries & Benefits 113,463 137,695 139,425 152,912 159,953 21 Services 2,175 920 4,160 4,160 4,325
22 Supplies 253,225 254,840 266,344 234,850 244,229
23 Maintenance 74 - - - -
24 Taxes, Insurances & Contribution - - 107 110 115
Grand Total 368,937 393,455 410,036 392,032 408,622
39%
1%
60%
0%
FY 26 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contribution
39%
1%
60%
0%
FY 27 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contribution

Agenda Item #13.1.

Garage Budget - 5037
Account Number Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 582 Internal Service Garage Fund
40 Non Departmental
582-40-10-29-40 Depreciation Expense 92,308 87,293 - - - 29 Transfers 92,308 87,293 - - -
10 SB2 Planning Grant 92,308 87,293 - - -
50 Public Works
582-50-37-20-10 Salary-Regular 55,955 58,455 70,879 88,444 91,097 582-50-37-20-25 Standby 2,456 2,333 4,050 3,857 3,973
582-50-37-20-30 Overtime 13,416 16,025 2,100 2,000 2,060 582-50-37-20-40 FICA/Medicare 5,876 6,847 7,546 7,260 7,478 582-50-37-20-45 Employer PERS 3,915 4,722 6,600 6,156 6,341 582-50-37-20-47 PERS Unfunded Liability 6,483 6,210 6,643 8,075 8,317 582-50-37-20-55 Health Insurance 17,810 26,645 36,847 29,112 32,023 582-50-37-20-61 Workers Comp 6,390 15,006 2,854 6,217 6,839 582-50-37-20-65 SDI 767 900 1,077 1,132 1,166
582-50-37-20-75 Deferred Comp 396 551 830 659 659
20 Salaries & Benefits 113,463 137,695 139,425 152,912 159,953 582-50-37-21-45 Other Contract Services 2,175 920 4,160 4,160 4,325 21 Services 2,175 920 4,160 4,160 4,325
582-50-37-22-13 Office Supplies - - 104 100 105
582-50-37-22-15 Special Department Supplies 1,048 2,441 2,600 2,600 2,700 582-50-37-22-20 Small Tools 997 - 1,560 1,550 1,600
582-50-37-22-25 Fuel/Oil 149,844 158,790 124,800 124,800 129,792 582-50-37-22-26 Outside Vehicle Maint 98,254 89,374 130,000 95,600 99,424 582-50-37-22-28 Vehicle Parts 3,082 4,235 7,280 10,200 10,608 22 Supplies 253,225 254,840 266,344 234,850 244,229
582-50-37-23-15 Maint Machine/Equipment 74 - - - -
23 Maintenance 74 - - - -
582-50-37-24-25 Taxes and Other Charges - - 107 110 115 24 Taxes, Insurances & Contribution - - 107 110 115
37 City Garage 368,937 393,455 410,036 392,032 408,622
Grand Total 395,270 480,748 410,036 392,032 408,622

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Other Contract Services 2145 582
Enterprise Fleet Management 4,160 4,160
TOTAL - Other Contract Services 2145 $ 4,160 $ 4,160
Special Department Supplies 2215 582
Restock garage supplies and essentials for
ongoing fleet service. Set up of new vehicle
and equipment added into fleet
2,600 2,600
TOTAL - Special Department Supplies 2215 $ 2,600 $ 2,600 Small Tools 2220 582
Welding Gas/Supplies 310 310
Auto Part Specialty Tools 830 830
Misc. Specialty Tools 310 310
Misc. Auto Parts 100 100
TOTAL - Small Tools 2220 $ 1,550 $ 1,550
Vehicle Maintenance - Outside 2226 582
Misc. Auto Repairs 70,000 70,000
90 Day Inspections 10,000 10,000
Alignment, Wheel Balancing, Installs 5,200 5,200
General Equipment Repair 5,200 5,200
Smog/Emission Checks 5,200 5,200
TOTAL - Vehicle Maintenance - Outside 2226 $ 95,600 $ 95,600 Vehicles Parts & Supplies 2228 582
Tires 5,000 5,000
Misc. Auto Parts 1,560 1,560
Batteries 1,040 1,040
Chemicals 520 520
Police Department Tires 2,080 2,080
Outfit Vehicles -
TOTAL - Vehicles Parts & Supplies 2228 $ 10,200 $ 10,200 Taxes and Other Charges 2425 582
DMV Renewal Fees 110 110
TOTAL - Taxes and Other Charges 2425 $ 110 $ 110
GARAGE BUDGET - 5037
EXPENSE DETAIL - FY26

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Other Contract Services 2145 582
Enterprise Fleet Management 4,325 4,325
TOTAL - Other Contract Services 2145 $ 4,325 $ 4,325
Special Department Supplies 2215 582
Restock garage supplies and essentials for
ongoing fleet service. Set up of new vehicle
and equipment added into fleet
2,700 2,700
TOTAL - Special Department Supplies 2215 $ 2,700 $ 2,700 Small Tools 2220 582
Welding Gas/Supplies 320 320
Auto Part Specialty Tools 840 840
Misc. Specialty Tools 320 320
Misc. Auto Parts 120 120
TOTAL - Small Tools 2220 $ 1,600 $ 1,600
Vehicle Maintenance - Outside 2226 582
Misc. Auto Repairs 72,800 72,800
90 Day Inspections 10,400 10,400
Alignment, Wheel Balancing, Installs 5,405 5,405
General Equipment Repair 5,405 5,405
Smog/Emission Checks 5,414 5,414
TOTAL - Vehicle Maintenance - Outside 2226 $ 99,424 $ 99,424 Vehicles Parts & Supplies 2228 582
Tires 5,200 5,200
Misc. Auto Parts 1,620 1,620
Batteries 1,085 1,085
Chemicals 540 540
Police Department Tires 2,163 2,163
Outfit Vehicles - -
TOTAL - Vehicles Parts & Supplies 2228 $ 10,608 $ 10,608 Taxes and Other Charges 2425 582
DMV Renewal Fees 115 115
TOTAL - Taxes and Other Charges 2425 $ 115 $ 115
GARAGE BUDGET - 5037
EXPENSE DETAIL - FY27

Agenda Item #13.1.

Description :

DEPARTMENT DEPARTMENT # OF FUNDING ANNUAL
NUMBER   TITLE VEHICLES % ALLOCATION
101‐47‐40‐23‐50 Recreation 2 4.76%                        18,668 101‐45‐00‐23‐50 Building Inspector 1 2.38%                          9,334 101‐49‐00‐23‐50 Police 10 23.81%                        93,341 101‐50‐00‐23‐50 P/W Admin 3 7.14%                        28,002 101‐50‐15‐23‐50 P/W‐Streets O&M 9 21.43%                        84,007 101‐50‐27‐23‐50 Parks 5 11.90%                        46,670 561‐50‐31‐23‐50 P/W‐Water Distribution 5 11.90%                        46,670 561‐50‐34‐23‐50 P/W‐Water Plant 3 7.14%                        28,002 571‐50‐20‐23‐50 P/W‐Wastewater O&M 1 2.38%                          9,334 571‐50‐29‐23‐50 P/W‐Wastewater Plant 3 7.14%                        28,002 TOTALS** 42 100.00% $                  392,032
582‐50‐37‐23‐50 P/W‐City Garage* 2 4.76% 0
CITY OF ST. HELENA
G A R A G E  C O S T  A L L O C A T I O N
Fiscal Year 2025/2026
A Garage Cost Allocation is charged to all departments which have vehicles maintained at the City Garage. Costs include gas, oil, parts, and repairs to the city's fleet which consists of 44 vehicles and trucks.
*Cost of the 2 City Garage vehicles are allocated to the departments outside of City Garage that hold the other 42 vehicles.

Agenda Item #13.1.

Description :

DEPARTMENT DEPARTMENT # OF FUNDING ANNUAL
NUMBER   TITLE VEHICLES % ALLOCATION
101‐47‐40‐23‐50 Recreation 2 4.76%                        19,458 101‐45‐00‐23‐50 Building Inspector 1 2.38%                          9,729 101‐49‐00‐23‐50 Police 10 23.81%                        97,291 101‐50‐00‐23‐50 P/W Admin 3 7.14%                        29,187 101‐50‐15‐23‐50 P/W‐Streets O&M 9 21.43%                        87,562 101‐50‐27‐23‐50 Parks 5 11.90%                        48,645 561‐50‐31‐23‐50 P/W‐Water Distribution 5 11.90%                        48,645 561‐50‐34‐23‐50 P/W‐Water Plant 3 7.14%                        29,187 571‐50‐20‐23‐50 P/W‐Wastewater O&M 1 2.38%                          9,729 571‐50‐29‐23‐50 P/W‐Wastewater Plant 3 7.14%                        29,187 TOTALS** 42 100.00% $                  408,622
582‐50‐37‐23‐50 P/W‐City Garage* 2 4.76% 0
CITY OF ST. HELENA
G A R A G E  C O S T  A L L O C A T I O N
Fiscal Year 2026/2027
A Garage Cost Allocation is charged to all departments which have vehicles maintained at the City Garage. Costs include gas, oil, parts, and repairs to the city's fleet which consists of 44 vehicles and trucks.
*Cost of the 2 City Garage vehicles are allocated to the departments outside of City Garage that hold the other 42 vehicles.

Agenda Item #13.1.

PAGE 26
Water Enterprise
Fund

Agenda Item #13.1.

Water Fund Estimated Reveneus FY 2025-26 and FY 2026-27 Water Enterprise Actual Actual Adjusted Proposed Proposed Account Number Description FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 561-31-70-00-00 Investment Earnings 36,271 84,288 52,000 57,362 71,696 561-33-83-00-00 Raw Water Permit Fees 450 450 416 750 813 561-33-85-00-00 Water Conservation Fines (100) - - - -
561-34-70-00-00 Other Revenue 2,402 18,421 3,120 34,150 37,006 561-34-71-00-00 Water Emergency Penalties (1,061,155) (135,743) - - - 561-38-10-00-00 Water Revenue 422 95 723 750 813
561-38-10-00-01 Residential-Inside CL 2,749,444 3,196,330 4,689,611 4,056,082 4,381,874 561-38-10-00-50 Residential-Outside CL 278,140 277,267 476,862 350,000 379,275 561-38-10-01-00 Multi-Dwelling-Inside CL 682,409 745,520 1,149,201 875,000 948,187 561-38-10-01-50 Multi Dwelling-Outside CL 4,384 4,819 7,389 6,250 6,773 561-38-10-10-00 General Commercial-Inside CL 1,851,858 2,585,893 3,277,581 3,350,000 3,630,201 561-38-10-17-00 Landscape Meter 142,981 245,539 233,066 250,000 270,911 561-38-10-99-10 Fire Service-Inside CL 47,310 124,062 81,259 150,000 162,546 561-38-10-99-20 Fire Service-Outside CL 11,092 35,138 18,999 40,000 43,346 561-38-10-99-50 Finance Charges 88,252 95,005 18,000 - - 561-38-60-00-00 Water Meter Install Fee 6,822 5,154 5,500 6,000 6,502 561-38-70-00-00 CARE Subsidy (30,352) - (47,000) (47,000) (47,000) 561-39-98-00-00 Operating Transfers In 172,290 57,540 - - - TOTALS 4,982,922 7,339,775 9,966,726 9,129,344 9,892,943

4.98 7.34

9.97 9.13

9.89 -

2.00 4.00

6.00 8.00

10.00 12.00
FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Millions
Water Enterprise

Agenda Item #13.1.

BUDGET EXPENSES WATER
Department Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 4000 Non Departmental 1,195,701 2,444,451 1,774,747 2,585,738 2,616,215 4100 Council 17,099 21,300 30,783 - -
4200 Administration 253,400 374,287 371,379 - -
4300 Administrative Services 551,345 540,958 685,063 97,505 99,693 4400 Attorney 87,520 35,993 165,880 165,880 165,880
5000 Public Works Admin 501,612 682,004 1,588,799 1,100,813 1,144,451 5006 Government Buildings - 8,329 50,960 34,800 34,800
5015 Streets 329 494 34,736 27,500 27,500
2,607,006 4,107,815 4,702,348 4,012,236 4,088,539
Department Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 5031 Distribution 696,061 688,766 1,195,364 996,352 999,770 5034 Water Treatment 3,840,523 3,701,264 3,718,620 3,228,786 3,326,441 4,536,584 4,390,030 4,913,984 4,225,138 4,326,211
FY 2025-26 WATER FUND ESTIMATED FUND BALANCE 561 ONLY
6,502,789
9,129,344
(8,237,374)
(530,281)
6,864,478
10 Months

1.34 FY 2026-27 WATER FUND ESTIMATED FUND BALANCE 561 ONLY 6,864,478
9,892,941
(8,414,750)
(1,330,377)
7,012,292
10 Months

1.41 Estimated Revenues @ 6/30/2026
Estimated Debt Coverage
Estimated Debt Coverage
Grand Total
Grand Total

WATER FUND - BUDGET ITEMS PREVIOUSLY ACCOUNTED FOR IN INDIVIDUAL DEPARTMENT BUDGETS

WATER FUND - DISTRIBUTION AND TREATMENT
Estimated Ending Fund Balance @ 6/30/2025
Estimated Expenses @ 6/30/2025
Capital Contribution
Estimated Net Position @ 6/30/2025
Operating Reserves
Estimated Expenses @ 6/30/2026
Capital Contribution
Estimated Net Position @ 6/30/2026
Operating Reserves
Estimated Ending Fund Balance @ 6/30/2024
Estimated Revenues @ 6/30/2025

Agenda Item #13.1.

Water Distribution
Expenses by Fund and Category
Fund Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 561 Water Enterprise 696,061 688,766 1,195,364 996,352 999,770 Grand Total 696,061 688,766 1,195,364 996,352 999,770
Object Code Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 50 Public Works
20 Salaries & Benefits 312,444 325,295 478,816 478,579 500,051 21 Services 206,332 197,173 401,236 253,409 257,855
22 Supplies 34,645 50,466 101,265 66,980 65,480
23 Maintenance 128,555 100,540 124,893 128,502 128,502
24 Taxes, Insurances & Contribution - - 535 500 500
26 Capital 14,084 15,292 88,620 68,382 47,382
Grand Total 696,061 688,766 1,195,364 996,352 999,770
48%
25%
7%
13%
0% 7%
FY 26 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contribution
Capital
50%
26%
6%
13%
0%5%
FY 27 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contribution
Capital

Agenda Item #13.1.

Water Distribution Budget - 5031
Account Number Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 561 Water Enterprise
50 Public Works
561-50-31-20-10 Salary-Regular 129,881 182,322 309,476 281,916 290,373 561-50-31-20-20 Temp/Part Time 67,358 - - - -
561-50-31-20-25 Standby 4,845 8,901 4,050 9,000 9,000
561-50-31-20-30 Overtime 16,864 32,307 12,233 11,650 12,000 561-50-31-20-40 FICA/Medicare 11,463 15,631 22,529 22,044 22,705 561-50-31-20-45 Employer PERS 7,300 10,793 19,903 18,856 19,422 561-50-31-20-47 PERS Unfunded Liability 23,921 18,723 20,029 23,448 24,151 561-50-31-20-55 Health Insurance 32,997 38,698 71,034 88,231 97,054 561-50-31-20-61 Workers Comp 15,618 15,022 14,271 18,087 19,896 561-50-31-20-65 SDI 1,514 2,078 3,218 3,437 3,540
561-50-31-20-75 Deferred Comp 682 824 2,075 1,910 1,910 20 Salaries & Benefits 312,444 325,295 478,816 478,579 500,051 561-50-31-21-10 Communications 3,573 3,394 4,784 4,000 4,000 561-50-31-21-15 Postage 20 - - - -
561-50-31-21-22 Utilities 134,055 117,622 135,720 141,149 146,795 561-50-31-21-25 Equipment Rental 4,180 18,518 23,920 7,000 7,000 561-50-31-21-45 Other Contract Services 60,285 51,928 222,772 92,200 92,200 561-50-31-21-53 Memberships & Publications - 235 520 500 500 561-50-31-21-55 Training & Conference 3,792 5,385 10,400 6,560 5,360 561-50-31-21-57 Certifications 240 - 2,600 1,500 1,500
561-50-31-21-60 Other Travel 188 90 520 500 500
21 Services 206,332 197,173 401,236 253,409 257,855
561-50-31-22-12 Computer Equipment 281 - - - -
561-50-31-22-13 Office Supplies 53 178 520 500 500
561-50-31-22-15 Special Department Supplies 24,652 17,800 28,080 28,250 24,950 561-50-31-22-19 Meters/Hydrants 8,592 26,769 35,902 24,000 24,000 561-50-31-22-20 Small Tools 919 4,140 5,200 6,730 8,530 561-50-31-22-35 Process Chemicals - 287 26,363 5,000 5,000 561-50-31-22-37 Lab Supplies 147 1,292 5,200 2,500 2,500 22 Supplies 34,645 50,466 101,265 66,980 65,480
561-50-31-23-12 Maintenance Supplies 45,533 48,483 62,400 62,400 62,400 561-50-31-23-15 Maint Machine/Equipment 18,699 8,362 18,720 18,720 18,720 561-50-31-23-30 Maint Buildings/Grounds 1,607 - - - -
561-50-31-23-50 Vehicle Alloc Expense 64,323 42,089 43,773 47,382 47,382 23 Maintenance 128,555 100,540 124,893 128,502 128,502
561-50-31-24-25 Taxes & Other Charges - - 535 500 500
24 Taxes, Insurances & Contribution - - 535 500 500
561-50-31-26-30 Capital Equipment 14,084 15,292 88,620 68,382 47,382 26 Capital 14,084 15,292 88,620 68,382 47,382
31 Water Distribution 696,061 688,766 1,195,364 996,352 999,770 Grand Total 696,061 688,766 1,195,364 996,352 999,770

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Equipment Rentals 2125 561
Various rentals $ 7,000 $ 7,000
TOTAL - Equipment Rentals $ 7,000 $ 7,000
Other Contract Services 2145 561
MVP Repair Services 10,400 10,400
Generator Maintenace & Annual Testing 10,400 10,400
Annual Water Tests 5,200 5,200
PLC Water Pressure Trending 5,200 5,200
Pump Service Contract/Repairs 26,000 26,000
Emergency Water Main Repairs 35,000 35,000
TOTAL - Other Contract Services 2145 $ 92,200 $ 92,200
Membership and Publications 2153 561
Miscellaneous Memberships & Publications 500 500
TOTAL - Membership & Publications 2153 $ 500 $ 500
Training and Conferences 2155 561
Pump Class and Misc. Training 1,560 1,560
BackFlow Class and Misc. Training 1,500 1,500
Supervisor Seminar and Misc. Training 2,500 2,500
Misc. Training 1,000 1,000
TOTAL - Training and Conferences 2155 $ 6,560 $ 6,560
Certifications 2157 561
Miscellaneous Certifications 1,500 1,500
TOTAL - Certifications 2157 $ 1,500 $ 1,500
Special Department Supplies 2215 561
Uniforms 6,250 6,250
Rain Gear 1,000 1,000
Boots 1,500 1,500
Miscellaneous Expenses 11,200 11,200
Safety Gear 650 650
Data Loggers/Ground Water Monitoring 4,350 4,350
Dechlorinaiting Diffuser 2,500 2,500
Brass Fittings for Hydrant Gate valves 800 800
TOTAL - Special Department Supplies 2215 $ 28,250 $ 28,250 WATER DISTRIBUTION BUDGET - 5031
EXPENSE DETAIL - FY26

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
WATER DISTRIBUTION BUDGET - 5031
EXPENSE DETAIL - FY26
Water Meter/Hydrants 2219 561
Fire Hydrants and Water Meters (as needed) 24,000 24,000 TOTAL - Equipment Rental 2219 $ 24,000 $ 24,000
Small Tools 2220 561
Misc. Operation Tools 3,120 3,120
Balloon Diffused Lights with Tripod 3,610 3,610
TOTAL - Small Tools 2220 $ 6,730 $ 6,730
Maintenance Supplies 2312 561
Service Repair Parts 20,800 20,800
Road Surface Materials 5,200 5,200
Machined Parts 2,080 2,080
Cones/Signs/Barricades 2,080 2,080
Land Fill Fees 11,440 11,440
Oxygen and Acetylane Gas 3,120 3,120
Bacteria Lab Tests 3,120 3,120
De-Chlorination Tabs 2,080 2,080
Water Diffuser Supplies 2,080 2,080
Emergency Repair Supplies 10,400 10,400
TOTAL - Maintenance Supplies 2312 $ 62,400 $ 62,400
Machinery & Equipment Maintenance 2315 561
Maintenance 16,640 16,640
ERS Annual Filter Inspection (stonebridge) 2,080 2,080
TOTAL - Machinery & Equipment Maintenance 2315 $ 18,720 $ 18,720 Capital Equipment 2630 561
Jackhammer attachment for excavator 7,000 7,000
Viberplate attachment 7,000 7,000
Valve/Hydrant gate valve exervicser 7,000 7,000
Lease of Vehicles Split between collections 47,382 47,382 TOTAL - Capital Equipment 2630 $ 68,382 $ 68,382

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Equipment Rentals 2125 561
Various rentals $ 7,000 $ 7,000
TOTAL - Equipment Rentals $ 7,000 $ 7,000
Other Contract Services 2145 561
MVP Repair Services 10,400 10,400
Generator Maintenace & Annual Testing 10,400 10,400
Annual Water Tests 5,200 5,200
PLC Water Pressure Trending 5,200 5,200
Pump Service Contract/Repairs 26,000 26,000
Emergency Water Main Repairs 35,000 35,000
TOTAL - Other Contract Services 2145 $ 92,200 $ 92,200
Membership and Publications 2153 561
Miscellaneous Memberships & Publications 500 500
TOTAL - Membership & Publications 2153 $ 500 $ 500
Training and Conferences 2155 561
Pump Class and Misc. Training 1,560 1,560
BackFlow Class and Misc. Training 1,500 1,500
Supervisor Seminar and Misc. Training 1,300 1,300
Misc. Training 1,000 1,000
TOTAL - Training and Conferences 2155 $ 5,360 $ 5,360
Certifications 2157 561
Miscellaneous Certifications 1,500 1,500
TOTAL - Certifications 2157 $ 1,500 $ 1,500
Special Department Supplies 2215 561
Uniforms 6,250 6,250
Rain Gear 1,000 1,000
Boots 1,500 1,500
Miscellaneous Expenses 7,900 7,900
Safety Gear 650 650
Data Loggers/Ground Water Monitoring 4,350 4,350
Dechlorinaiting Diffuser 2,500 2,500
Brass Fittings for Hydrant Gate valves 800 800
TOTAL - Special Department Supplies 2215 $ 24,950 $ 24,950 WATER DISTRIBUTION BUDGET - 5031
EXPENSE DETAIL - FY27

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
WATER DISTRIBUTION BUDGET - 5031
EXPENSE DETAIL - FY27
Water Meter/Hydrants 2219 561
Fire Hydrants and Water Meters (as needed) 24,000 24,000 TOTAL - Equipment Rental 2219 $ 24,000 $ 24,000
Small Tools 2220 561
Misc. Operation Tools 4,530 4,530
Balloon Diffused Lights with Tripod 4,000 4,000
TOTAL - Small Tools 2220 $ 8,530 $ 8,530
Maintenance Supplies 2312 561
Service Repair Parts 20,800 20,800
Road Surface Materials 5,200 5,200
Machined Parts 2,080 2,080
Cones/Signs/Barricades 2,080 2,080
Land Fill Fees 11,440 11,440
Oxygen and Acetylane Gas 3,120 3,120
Bacteria Lab Tests 3,120 3,120
De-Chlorination Tabs 2,080 2,080
Water Diffuser Supplies 2,080 2,080
Emergency Repair Supplies 10,400 10,400
TOTAL - Maintenance Supplies 2312 $ 62,400 $ 62,400
Machinery & Equipment Maintenance 2315 561
Maintenance 16,640 16,640
ERS Annual Filter Inspection (stonebridge) 2,080 2,080
TOTAL - Machinery & Equipment Maintenance 2315 $ 18,720 $ 18,720 Capital Equipment 2630 561
Lease of Vehicles Split between collections 47,382 47,382 TOTAL - Capital Equipment 2630 $ 47,382 $ 47,382

Agenda Item #13.1.

Water Treatment
Expenses by Fund and Category
Fund Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 26 Proposed 561 Water Enterprise 3,840,523 3,701,264 3,718,620 3,228,786 3,326,441 Grand Total 3,840,523 3,701,264 3,718,620 3,228,786 3,326,441 Object Code Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 50 Public Works
20 Salaries & Benefits 1,599,485 543,539 612,703 613,425 639,397 21 Services 289,164 1,214,339 606,402 359,170 364,220
22 Supplies 1,828,113 1,818,522 2,035,447 2,100,365 2,162,758 23 Maintenance 95,335 91,188 129,016 116,216 116,216
24 Taxes, Insurances & Contributi 20,884 27,217 21,400 21,400 21,400 26 Capital 7,542 6,459 313,652 18,210 22,450
Grand Total 3,840,523 3,701,264 3,718,620 3,228,786 3,326,441 19%
11%
65%
4%
1%
0%
FY 26 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contributi
Capital
19%
11%
65%
3%
1%
1%
FY 27 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contributi
Capital

Agenda Item #13.1.

Water Treatment Budget - 5034
Account Number Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 561 Water Enterprise
50 Public Works
561-50-34-20-10 Salary-Regular 162,845 266,188 348,750 381,564 393,011 561-50-34-20-20 Temp/Part Time 1,293,291 67,170 - - -
561-50-34-20-25 Standby 15,659 20,114 8,747 8,330 8,580 561-50-34-20-30 Overtime 20,763 24,990 17,267 16,445 16,938 561-50-34-20-40 FICA/Medicare 15,438 24,232 31,978 30,802 31,726 561-50-34-20-45 Employer PERS 8,987 15,542 32,267 26,174 26,959 561-50-34-20-47 PERS Unfunded Liability 20,156 30,354 32,471 34,336 35,366 561-50-34-20-50 Employee PERS - (18) - - -
561-50-34-20-55 Health Insurance 44,809 68,964 118,125 90,338 99,372 561-50-34-20-61 Workers Comp 14,537 21,025 16,173 18,650 20,515 561-50-34-20-65 SDI 1,945 3,177 4,575 4,810 4,954
561-50-34-20-71 Unemployment - - - - -
561-50-34-20-75 Deferred Comp 1,056 1,514 2,351 1,976 1,976 561-50-34-20-95 Uniform Allowance - 288 - - -
20 Salaries & Benefits 1,599,485 543,539 612,703 613,425 639,397 561-50-34-21-05 Advertising - - - - -
561-50-34-21-10 Communications 9,688 13,325 15,600 16,250 16,900 561-50-34-21-15 Postage - - - - -
561-50-34-21-22 Utilities 64,294 98,834 109,200 110,000 114,400 561-50-34-21-25 Equipment Rental 50,780 99,089 22,197 5,200 5,200 561-50-34-21-30 Professional Contracts - - - - -
561-50-34-21-40 Professional Fees - - - - -
561-50-34-21-43 Penalties and Fines - 20 - - -
561-50-34-21-45 Other Contract Services 160,786 1,000,703 450,044 218,600 218,600 561-50-34-21-53 Memberships & Publications 1,687 1,195 1,560 1,560 1,560 561-50-34-21-55 Training & Conference 1,776 1,173 6,240 6,000 6,000 561-50-34-21-57 Certifications 155 - 1,560 1,560 1,560
561-50-34-21-60 Other Travel - - - - -
21 Services 289,164 1,214,339 606,402 359,170 364,220
561-50-34-22-07 Copies - - - - -
561-50-34-22-12 Computer Equipment - 643 15,600 15,600 15,600 561-50-34-22-13 Office Supplies 683 232 520 520 520
561-50-34-22-15 Special Department Supplies 19,525 9,211 20,800 18,200 18,200 561-50-34-22-20 Small Tools 2,959 1,535 2,600 2,600 2,600 561-50-34-22-25 Fuel/Oil 6,667 2,731 5,200 5,200 5,200
561-50-34-22-32 Purchase Water 1,683,300 1,671,320 1,785,248 1,884,725 1,941,423 561-50-34-22-35 Process Chemicals 82,740 105,002 174,279 142,320 148,015 561-50-34-22-37 Lab Supplies 32,239 27,849 31,200 31,200 31,200 22 Supplies 1,828,113 1,818,522 2,035,447 2,100,365 2,162,758 561-50-34-23-11 Maint Office Equip 3,929 34 3,612 8,112 8,112 561-50-34-23-12 Maintenance Supplies 10,310 8,286 6,240 6,240 6,240 561-50-34-23-15 Maint Machine/Equipment 41,808 47,561 72,800 60,000 60,000 561-50-34-23-30 Maint Buildings/Grounds 10,009 10,053 20,100 15,600 15,600 561-50-34-23-35 Software Maintenance 1,013 - - - -
561-50-34-23-50 Vehicle Alloc Expense 28,266 25,254 26,264 26,264 26,264 23 Maintenance 95,335 91,188 129,016 116,216 116,216
561-50-34-24-25 Taxes & Other Charges 20,884 27,217 21,400 21,400 21,400 24 Taxes, Insurances & Contributi 20,884 27,217 21,400 21,400 21,400

Agenda Item #13.1.

Water Treatment Budget - 5034
Account Number Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 561-50-34-26-30 Capital Equipment 7,542 6,459 116,165 18,210 22,450 561-50-34-26-70 Capital Imp Equipment - - 197,487 - -
26 Capital 7,542 6,459 313,652 18,210 22,450
Grand Total 3,840,523 3,701,264 3,718,620 3,228,786 3,326,441

Agenda Item #13.1.

Description Object Code Funding Source and
Amount Per Funding Source Total
Budgeted
Equipment Rental 2125 561
Various Tools (Hand tools, Hilti) 5,200 5,200
TOTAL - Equipment Rental 2125 $ 5,200 $ 5,200
Other Contract Services 2145 561
Water Testing 35,000 35,000
Contract Crews for Spillway and Dam
Maintenance
20,800 20,800
ERS Filter Surveillance 10,400 10,400
PLC Water Pressure Trending 5,000 5,000
Generator Maintenance 5,200 5,200
Annual Tank Cleaning & Inspection 25,000 25,000
HACH Instrumentation Calibration 15,000 15,000
Caltest and Alpha labs Sampling 50,000 50,000
Win911 Alarm Subscription 2,000 2,000
Tesltar Annual SCADA Maintenance
Agreement
40,000 40,000
Pest control at WTP & Stonebridge 5,000 5,000
Uniforms and Rain Gear 5,200 5,200
TOTAL - Other Contract Services 2145 $ 218,600 $ 218,600 Memberships & Publications 2153 561
Operator Certification 1,560 1,560
TOTAL - Memberships & Publications 2153 $ 1,560 $ 1,560 Training and Conferences 2155 561
Miscellaneous Training 6,000 6,000
TOTAL - Training and Conferences 2155 $ 6,000 $ 6,000
Certifications 2157 561
Miscellaneous Certifications 1,560 1,560
TOTAL - Certifications 2157 $ 1,560 $ 1,560
WATER TREATMENT BUDGET - 5034
EXPENSE DETAIL - FY26

Agenda Item #13.1.

Description Object Code Funding Source and
Amount Per Funding Source Total
Budgeted
WATER TREATMENT BUDGET - 5034
EXPENSE DETAIL - FY26
Special Department Supplies 2215 561
Safety Equipment, Boots, Other 10,400 10,400
Data Loggers/Ground Water Monitoring 2,600 2,600
Misc. Supplies 5,200 5,200
TOTAL - Special Department Supplies 2215 $ 18,200 $ 18,200 Process Chemicals 2235 561
Alum 11,440 11,440
Copper Sulfate 11,440 11,440
NaOH 10,450 10,450
NaOCI 11,000 11,000
Non-Ionic Polymer 2,300 2,300
Ascorbic Acid 550 550
NaMNO4 8,000 8,000
PO4 4,600 4,600
Activated Carbon 40,040 40,040
Stonebridge Wells 27,500 27,500
Ferric 15,000 15,000
TOTAL - Process Chemicals 2235 $ 142,320 $ 142,320
Machinery & Equipment Maintenance 2315 561
Annual Maintenance & Machine Service 60,000 60,000
TOTAL - Machinery & Equipment
Maintenance 2315 $ 60,000 $ 60,000
Taxes and Other Charges 2425 561
CDPH System Fees 20,000 20,000
BAAQMD Generator Permit Fee 1,400 1,400
TOTAL - Taxes and Other Charges 2524 $ 21,400 $ 21,400
Capital Equipment 2630 561
Vehicle Lease - entered into in FY 19 6,930 6,930
Lease for F150 11,280 11,280
TOTAL - Capital Equipment 2630 $ 18,210 $ 18,210

Agenda Item #13.1.

Description Object Code Funding Source and
Amount Per Funding Source Total
Budgeted
Equipment Rental 2125 561
Various Tools (Hand tools, Hilti) 5,200 5,200
TOTAL - Equipment Rental 2125 $ 5,200 $ 5,200
Other Contract Services 2145 561
Water Testing 35,000 35,000
Contract Crews for Spillway and Dam
Maintenance
20,800 20,800
ERS Filter Surveillance 10,400 10,400
PLC Water Pressure Trending 5,000 5,200
Generator Maintenance 5,200 5,200
Annual Tank Cleaning & Inspection 25,000 25,000
HACH Instrumentation Calibration 15,000 15,000
Caltest and Alpha labs Sampling 50,000 50,000
Win911 Alarm Subscription 2,000 2,000
Tesltar Annual SCADA Maintenance
Agreement
40,000 40,000
Pest control at WTP & Stonebridge 5,000 5,000
Uniforms and Rain Gear 5,200 5,200
TOTAL - Other Contract Services 2145 $ 218,600 $ 218,800 Memberships & Publications 2153 561
Operator Certification 1,560 1,560
TOTAL - Memberships & Publications 2153 $ 1,560 $ 1,560 Training and Conferences 2155 561
Miscellaneous Training 6,000 6,000
TOTAL - Training and Conferences 2155 $ 6,000 $ 6,000
Certifications 2157 561
Miscellaneous Certifications 1,560 1,560
TOTAL - Certifications 2157 $ 1,560 $ 1,560
WATER TREATMENT BUDGET - 5034
EXPENSE DETAIL - FY27

Agenda Item #13.1.

Description Object Code Funding Source and
Amount Per Funding Source Total
Budgeted
WATER TREATMENT BUDGET - 5034
EXPENSE DETAIL - FY27
Special Department Supplies 2215 561
Safety Equipment, Boots, Other 10,400 10,400
Data Loggers/Ground Water Monitoring 2,600 2,600
Misc. Supplies 5,200 5,200
TOTAL - Special Department Supplies 2215 $ 18,200 $ 18,200 Process Chemicals 2235 561
Alum 11,900 11,900
Copper Sulfate 11,900 11,900
NaOH 10,870 10,870
NaOCI 11,440 11,440
Non-Ionic Polymer 2,390 2,390
Ascorbic Acid 570 570
NaMNO4 8,320 8,320
PO4 4,785 4,785
Activated Carbon 41,640 41,640
Stonebridge Wells 28,600 28,600
Ferric 15,600 15,600
TOTAL - Process Chemicals 2235 $ 148,015 $ 148,015
Machinery & Equipment Maintenance 2315 561
Annual Maintenance & Machine Service 60,000 60,000
TOTAL - Machinery & Equipment
Maintenance 2315 $ 60,000 $ 60,000
Taxes and Other Charges 2425 561
CDPH System Fees 20,000 20,000
BAAQMD Generator Permit Fee 1,400 1,400
TOTAL - Taxes and Other Charges 2524 $ 21,400 $ 21,400
Capital Equipment 2630 561
Vehicle Lease - entered into in FY 19 6,930 6,930
Lease for F150 15,520 15,520
TOTAL - Capital Equipment 2630 $ 22,450 $ 22,450

Agenda Item #13.1.

PAGE 27
Wastewater
Enterprise Fund

Agenda Item #13.1.

Wastewater Fund Extimated Reveneus FY 2025-26 and FY 2026-27 Wastewater Enterprise Actual Actual Adjusted Proposed Proposed Account Number Description FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 571-31-70-00-00 Investment Earnings 3,087 39,069 31,200 34,477 35,916 571-34-70-00-00 Other Revenue 9,600 550 9,984 2,900 2,900 571-34-80-00-00 Annexation Fees 4,000 9,200 - - -
571-35-00-00-00 Residential 1,507,863 2,011,347 2,370,060 2,544,140 2,654,751 571-35-00-01-00 Multiple Dwelling 239,631 407,793 366,870 454,742 474,775 571-35-00-03-00 Laundromat 14,020 23,208 24,016 26,184 27,337 571-35-00-10-00 General Commercial 1,247,938 1,649,105 1,949,048 2,100,000 2,192,512 571-35-00-11-00 Restaurants 99,819 165,155 154,601 186,392 194,603 571-35-00-12-00 Service Station 2,210 3,703 3,492 5,805 6,061 571-35-00-14-00 Motels-No Food Service 121,876 160,143 205,277 211,389 220,701 571-35-00-15-00 Supermarkets 12,476 20,650 19,909 45,000 46,982 571-35-00-18-00 Mixed Retial-Plus Food Service 17,432 26,641 26,117 29,038 30,317 571-35-00-20-00 Industrial 21,375 36,188 34,086 65,000 67,863 571-35-00-30-00 Libraries & Schools 22,248 61,385 35,370 75,000 78,304 571-35-00-60-60 Car Wash 1,540 1,616 2,342 2,616 2,731
571-38-10-99-50 Finance Charges 20,051 64,208 9,500 - - 571-38-65-00-00 Sewer Connection Fee 2,600 2,600 1,352 1,350 1,409 571-38-70-00-00 CARE Subsidy (20,993) - (20,100) (38,000) (38,000) 571-39-98-00-00 Operating Transfers In - - 97,875 - -
TOTALS 3,326,773 4,682,563 5,320,999 5,746,033 5,999,162

3.33 4.68

5.32 5.75

6.00 -

1.00 2.00

3.00 4.00

5.00 6.00

7.00 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Millions
Wastewater Enterprise

Agenda Item #13.1.

BUDGET EXPENSES WASTEWATER
Department Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 4000 Non Departmental 4,131,307 11,372,997 1,117,920 1,882,928 1,916,889 4100 Council 17,098 21,299 30,783 - -
4200 Administration 180,778 256,440 251,863 - -
4300 Administrative Services 474,799 409,628 533,809 78,570 80,627 4400 Attorney 28,212 27,637 131,560 131,560 131,560
5000 Public Works Admin 483,298 406,036 839,760 782,344 814,676 5006 Government Buildings - - 14,560 36,100 36,100
5015 Streets - - 34,736 27,500 27,500
5,315,492 12,494,037 2,954,991 2,939,002 3,007,352
Department Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 5020 Collections 248,281 259,412 1,012,537 533,485 520,239 5029 Water Treatment 1,320,219 1,649,169 2,396,138 1,860,390 1,900,202 1,568,500 1,908,581 3,408,675 2,393,875 2,420,441
FY 2025-26 WASTEWATER FUND ESTIMATED FUND BALANCE 571 ONLY 2,035,888
5,746,033
(5,332,877)
-
2,449,044

5.5 Months

1.29 FY 2026-27 WASTEWATER FUND ESTIMATED FUND BALANCE 571 ONLY 2,449,044
5,999,162
(5,427,793)
(306,516)
2,713,897
6 Months
Estimated Debt Coverage 1.31
Estimated Expenses @ 6/30/2027
Capital Contribution
Estimated Net Position @ 6/30/2027
Operating Reserves
Estimated Expenses @ 6/30/2026
Capital Contribution
Estimated Net Position @ 6/30/2026
Operating Reserves
Estimated Ending Fund Balance @ 6/30/2026
Estimated Revenues @ 6/30/2027
Estimated Debt Coverage
Estimated Revenues @ 6/30/2026
Grand Total
Grand Total

WASTEWATER FUND - BUDGET ITEMS PREVIOUSLY ACCOUNTED FOR IN INDIVIDUAL DEPARTMENT BUDGETS

WASTEWATER FUND - COLLECTIONS AND TREATMENT
Estimated Ending Fund Balance @ 6/30/2025

Agenda Item #13.1.

Wastewater Collections
Expenses by Fund and Category
Fund Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 571 Sewer Enterprise 248,281 259,412 1,012,537 533,485 520,239 Grand Total 248,281 259,412 1,012,537 533,485 520,239
Object Code Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 50 Public Works
20 Salaries & Benefits 121,369 152,706 261,504 220,272 230,516 21 Services 90,493 50,415 306,021 142,660 142,660
22 Supplies 3,471 6,790 39,416 55,736 42,246
23 Maintenance 18,864 34,209 73,755 57,435 57,435
26 Capital 14,084 15,292 331,841 57,382 47,382
Grand Total 248,281 259,412 1,012,537 533,485 520,239
41%
27%
10%
11%
11%
FY 26 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Capital
44%
28%
8%
11%
9%
FY 27 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Capital

Agenda Item #13.1.

Wastewater Collection Budget - 5020
Account Number Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 571 Sewer Enterprise
50 Public Works
571-50-20-20-10 Salary-Regular 63,772 81,219 177,869 127,975 131,814 571-50-20-20-25 Standby 2,423 4,451 4,050 3,857 3,973
571-50-20-20-30 Overtime 8,432 16,153 3,150 3,000 3,090 571-50-20-20-40 FICA/Medicare 5,730 7,816 11,189 10,379 10,690 571-50-20-20-45 Employer PERS 3,649 5,396 9,949 8,907 9,174 571-50-20-20-47 PERS Unfunded Liability 11,957 9,359 10,012 11,684 12,035 571-50-20-20-55 Health Insurance 16,499 19,349 35,516 43,227 47,550 571-50-20-20-61 Workers Comp 7,809 7,511 7,135 8,703 9,573 571-50-20-20-65 SDI 757 1,039 1,598 1,618 1,667
571-50-20-20-75 Deferred Comp 341 412 1,037 922 950
20 Salaries & Benefits 121,369 152,706 261,504 220,272 230,516 571-50-20-21-10 Communications 323 1,797 416 500 500
571-50-20-21-22 Utilities 4,868 2,849 5,200 5,200 5,200 571-50-20-21-25 Equipment Rental 33,435 34,621 93,268 25,000 25,000 571-50-20-21-45 Other Contract Services 47,178 4,484 191,017 100,000 100,000 571-50-20-21-53 Memberships & Publications 3,502 3,286 5,200 3,360 3,360 571-50-20-21-55 Training & Conference 966 3,377 8,320 6,000 6,000 571-50-20-21-57 Certifications 221 - 2,600 2,600 2,600
21 Services 90,493 50,415 306,021 142,660 142,660
571-50-20-22-13 Office Supplies 65 175 104 104 104
571-50-20-22-15 Special Department Supplies 3,222 6,615 36,400 52,720 39,230 571-50-20-22-20 Small Tools 183 - 2,912 2,912 2,912
22 Supplies 3,471 6,790 39,416 55,736 42,246
571-50-20-23-12 Maintenance Supplies 3,598 8,228 26,000 26,000 26,000 571-50-20-23-15 Maint Machine/Equipment 7,728 17,563 39,000 22,680 22,680 571-50-20-23-50 Vehicle Alloc Expense 7,538 8,418 8,755 8,755 8,755 23 Maintenance 18,864 34,209 73,755 57,435 57,435
571-50-20-26-30 Capital Equipment 14,084 15,292 331,841 57,382 47,382 26 Capital 14,084 15,292 331,841 57,382 47,382
20 Sewer Collections 248,281 259,412 1,012,537 533,485 520,239 Grand Total 248,281 259,412 1,012,537 533,485 520,239

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Equipment Rental Costs 2125 571
25,000 25,000
TOTAL -Rental Costs 2125 $ 25,000 $ 25,000
Memberships & Publications 2153 571
Books 500 500
CWEA Exam and 1 year membership 1,300 1,300
CWEA Membership, E-8, E-11, E-6 1,560 1,560
TOTAL - Memberships & Publications 2153 $ 3,360 $ 3,360 Other Contract Services 2145 571
Sewer Collection System Repairs 100,000 100,000
TOTAL -Other Contract Services 2145 $ 100,000 $ 100,000 Training & Conference 2155 571
Operator Training 3,000 3,000
Certification CEU's 3,000 3,000
TOTAL - Training & Conference 2155 $ 6,000 $ 6,000
Certifications 2157 571
Miscellaneous Certifications 2,600 2,600
TOTAL - Certifications 2157 $ 2,600 $ 2,600
Special Department Supplies 2215 571
Nozzles & Hooks 1,040 1,040
Uniforms 19,760 19,760
Trench Restore 520 520
Drill Bits 520 520
Signs 300 300
Boots 2,080 2,080
Portable Cement Mixer 3,500 3,500
Flow Monitoring Devices 10,000 10,000
Sewer Repair Supplies 15,000 15,000
TOTAL - Special Department Supplies 2215 $ 52,720 $ 52,720 Maintenance Supplies 2312 571
Pipe, Gravel, Fittings, etc. 26,000 26,000
TOTAL - Maintenance Supplies 2312 $ 26,000 $ 26,000
WASTEWATER COLLECTION BUDGET - 5020
EXPENSE DETAIL - FY26

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
WASTEWATER COLLECTION BUDGET - 5020
EXPENSE DETAIL - FY26
Machinery & Equipment Maintenance 2315 571
Maintenance as Needed 5,000
5,000
Maintenance of Vactor Truck 17,680 17,680
TOTAL - Machinery & Equipment Maintenance 2315 $ 22,680 $ 22,680 Capital Equipment 2630 571
Lease of Vehicles Split between collections 47,382 47,382 Hose Trailer, Reel and Hose 10,000 10,000
TOTAL - Capital Equipment 2630 $ 57,382 $ 57,382

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Equipment Rental Costs 2125 571
25,000 25,000
TOTAL -Rental Costs 2125 $ 25,000 $ 25,000
Memberships & Publications 2153 571
Books 500 500
CWEA Exam and 1 year membership 1,300 1,300
CWEA Membership, E-8, E-11, E-6 1,560 1,560
TOTAL - Memberships & Publications 2153 $ 3,360 $ 3,360 Other Contract Services 2145 571
Sewer Collection System Repairs 100,000 100,000
TOTAL -Other Contract Services 2145 $ 100,000 $ 100,000 Training & Conference 2155 571
Operator Training 3,000 3,000
Certification CEU's 3,000 3,000
TOTAL - Training & Conference 2155 $ 6,000 $ 6,000
Certifications 2157 571
Miscellaneous Certifications 2,600 2,600
TOTAL - Certifications 2157 $ 2,600 $ 2,600
Special Department Supplies 2215 571
Nozzles & Hooks 1,040 1,040
Uniforms 19,286 19,286
Trench Restore 520 520
Drill Bits 520 520
Signs 300 300
Boots 2,080 2,080
Portable Cement Mixer 3,500 3,500
Sewer Repair Supplies 15,000 15,000
TOTAL - Special Department Supplies 2215 $ 42,246 $ 42,246 Maintenance Supplies 2312 571
Pipe, Gravel, Fittings, etc. 26,000 26,000
TOTAL - Maintenance Supplies 2312 $ 26,000 $ 26,000
WASTEWATER COLLECTION BUDGET - 5020
EXPENSE DETAIL - FY27

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
WASTEWATER COLLECTION BUDGET - 5020
EXPENSE DETAIL - FY27
Machinery & Equipment Maintenance 2315 571
Maintenance as Needed 5,000
5,000
Maintenance of Vactor Truck 17,680 17,680
TOTAL - Machinery & Equipment Maintenance 2315 $ 22,680 $ 22,680 Capital Equipment 2630 571
Lease of Vehicles Split between collections 47,382 47,382 TOTAL - Capital Equipment 2630 $ 47,382 $ 47,382

Agenda Item #13.1.

Wastewater Treatment
Expenses by Fund and Category
Fund Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 571 Sewer Enterprise 1,320,219 1,649,169 2,396,138 1,860,390 1,900,202 Grand Total 1,320,219 1,649,169 2,396,138 1,860,390 1,900,202 Object Code Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 50 Public Works
20 Salaries & Benefits 732,309 393,935 593,339 623,426 654,396 21 Services 433,803 895,101 1,195,260 710,250 738,772
22 Supplies 53,122 144,029 374,445 309,250 309,570
23 Maintenance 93,814 153,939 143,164 127,464 127,464
24 Taxes, Insurances & Contributions 7,170 39,219 23,540 40,000 40,000 26 Capital - 22,947 66,389 50,000 30,000
Grand Total 1,320,219 1,649,169 2,396,138 1,860,390 1,900,202 33%
38%
17%
7%
2%
3%
FY 26 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contributions
Capital
34%
39%
16%
7%
2%
2%
FY 27 Expenses by Category
Salaries & Benefits
Services
Supplies
Maintenance
Taxes, Insurances &
Contributions
Capital

Agenda Item #13.1.

Wastewater Treatment Budget - 5029
Account Number Description FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed 571 Sewer Enterprise
50 Public Works
571-50-29-20-10 Salary-Regular 111,709 193,103 355,329 366,690 382,691 571-50-29-20-20 Temp/Part Time 474,207 - - - -
571-50-29-20-25 Standby 12,498 21,982 8,747 25,000 25,000 571-50-29-20-30 Overtime 10,256 39,052 14,175 13,500 13,905 571-50-29-20-40 FICA/Medicare 12,244 18,881 31,777 29,859 30,755 571-50-29-20-45 Employer PERS 8,435 12,524 29,687 28,708 29,569 571-50-29-20-47 PERS Unfunded Liability 17,696 27,927 29,874 37,660 38,790 571-50-29-20-55 Health Insurance 45,923 55,997 100,682 96,721 106,393 571-50-29-20-61 Workers Comp 36,473 21,025 16,173 18,650 20,515 571-50-29-20-65 SDI 1,583 2,511 4,545 4,662 4,802
571-50-29-20-75 Deferred Comp 1,286 935 2,351 1,976 1,976 20 Salaries & Benefits 732,309 393,935 593,339 623,426 654,396 571-50-29-21-10 Communications 2,047 3,048 4,160 3,500 3,640 571-50-29-21-15 Postage 13 - 52 50 52
571-50-29-21-22 Utilities 158,170 117,301 148,720 300,000 312,000 571-50-29-21-25 Equipment Rental 55,430 173,838 206,618 26,000 26,000 571-50-29-21-43 Fines & Penalties 147,000 947 - - -
571-50-29-21-45 Other Contract Services 70,141 597,848 827,390 372,700 389,080 571-50-29-21-53 Memberships & Publications 452 - 1,560 1,000 1,000 571-50-29-21-55 Training & Conference 550 1,457 5,200 5,000 5,000 571-50-29-21-57 Certifications - - 1,560 2,000 2,000
571-50-29-21-60 Other Travel - 662 - - -
21 Services 433,803 895,101 1,195,260 710,250 738,772
571-50-29-22-12 Computer Equipment - 50 - - -
571-50-29-22-13 Office Supplies 546 1,076 520 550 550
571-50-29-22-15 Special Department Supplies 10,243 17,108 23,120 18,100 18,100 571-50-29-22-20 Small Tools 385 2,695 2,600 2,600 2,600 571-50-29-22-25 Fuel/Oil 5,946 3,748 10,400 8,000 8,320 571-50-29-22-35 Process Chemicals 34,693 103,328 284,740 230,000 230,000 571-50-29-22-37 Lab Supplies 1,310 16,024 53,065 50,000 50,000 22 Supplies 53,122 144,029 374,445 309,250 309,570
571-50-29-23-12 Maintenance Supplies 16,040 47,390 31,200 31,200 31,200 571-50-29-23-15 Maint Machine/Equipment 32,352 43,215 41,500 26,000 26,000 571-50-29-23-30 Maint Buildings/Grounds 22,809 35,025 44,200 44,000 44,000 571-50-29-23-50 Vehicle Alloc Expense 22,614 28,308 26,264 26,264 26,264 23 Maintenance 93,814 153,939 143,164 127,464 127,464
571-50-29-24-25 Taxes & Other Charges 7,170 39,219 23,540 40,000 40,000 24 Taxes, Insurances & Contribution 7,170 39,219 23,540 40,000 40,000 571-50-29-26-30 Capital Equipment 22,947 - 66,389 50,000 30,000 571-50-29-26-50 Capital Imp Land - - - - -
26 Capital 22,947 - 66,389 50,000 30,000
29 Sewer Maintenance Operations 1,320,219 1,649,169 2,396,138 1,860,390 1,900,202 Grand Total 1,320,219 1,649,169 2,396,138 1,860,390 1,900,202

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Equipment Rental 2125 571
Misc. Equipment Rental 26,000 26,000
TOTAL - Equipment Rental 2125 $ 26,000 $ 26,000
Other Contract Services 2145 571
MBR Start Up Maintenance 52,000 52,000
Irrigation, Facility, & Telemetry Repairs 38,480 38,480 Generator Maintenace & Annual Testing 3,120 3,120
OTS Contract 127,600 127,600
Clark Pest Control 500 500
SCADA Maintenance Contract 50,000 50,000
Water delivery service 1,000 1,000
Hauling sludge (bi-product of MBR Process) 100,000
100,000
TOTAL - Other Contract Services 2145 $ 372,700 $ 372,700 Memberships & Publications 2153 571
SRBC or other association 1,000 1,000
TOTAL - Memberships & Publications 2153 $ 1,000 $ 1,000 Training and Conferences 2155 571
Miscellaneous Training 5,000 5,000
TOTAL - Training and Conferences 2155 $ 5,000 $ 5,000
Certifications 2157 571
SWRCB Exams 1,000 1,000
Wastewater Certifications 1,000 1,000
TOTAL - Certifications 2157 $ 2,000 $ 2,000
Special Department Supplies 2215 571
Miscellaneous Department Supplies & Safety
Equipment - gas monitor, load testing cert.,
potable water, drinking
water
15,000 15,000
Uniform Service 3,100 3,100
TOTAL - Special Department Supplies 2215 $ 18,100 $ 18,100 WASTEWATER TREATMENT BUDGET - 5029
EXPENSE DETAIL - FY26

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
WASTEWATER TREATMENT BUDGET - 5029
EXPENSE DETAIL - FY26
Small Tools 2220 571
Miscellaneous Tools - wrenches, pliers,
consumables such as drill bits, saw blades,
and grinding wheels
2,600 2,600
TOTAL - Small Tools 2220 $ 2,600 $ 2,600
Process Chemicals 2235 571
Various Chemicals to Treat Waste 230,000 230,000
TOTAL - Process Chemicals 2235 $ 230,000 $ 230,000
Lab Supplies 2237 571
General Equipment and Supplies 25,000 25,000
Sample/Monitoring Ground Water 25,000 25,000
TOTAL - Lab Supplies 2237 $ 50,000 $ 50,000
Maintenance Supplies 2312 571
Other General Maintenance & Repairs 31,200 31,200
TOTAL - Maintenance Supplies 2312 $ 31,200 $ 31,200
Machinery & Equipment Maintenance 2315 571
Repair of 3 aerators 26,000 26,000
TOTAL - Machinery & Equipment
Maintenance
2315 $ 26,000 $ 26,000
Capital Equipment 2630 571
Pavement of facility during Next Round of CIP
Pavement
50,000 50,000
TOTAL - Capital Equipment 2630 $ 50,000 $ 50,000

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
Equipment Rental 2125 571
Misc. Equipment Rental 26,000 26,000
TOTAL - Equipment Rental 2125 $ 26,000 $ 26,000
Other Contract Services 2145 571
MBR Start Up Maintenance 54,080 54,080
Irrigation, Facility, & Telemetry Repairs 40,500 40,500 Generator Maintenace & Annual Testing 4,000 4,000
OTS Contract 132,880 132,880
Clark Pest Control 520 520
SCADA Maintenance Contract 52,000 52,000
Water delivery service 1,100 1,100
Hauling sludge (bi-product of MBR Process) 104,000 104,000 TOTAL - Other Contract Services 2145 $ 389,080 $ 389,080 Memberships & Publications 2153 571
SRBC or other association 1,000 1,000
TOTAL - Memberships & Publications 2153 $ 1,000 $ 1,000 Training and Conferences 2155 571
Miscellaneous Training 5,000 5,000
TOTAL - Training and Conferences 2155 $ 5,000 $ 5,000
Certifications 2157 571
SWRCB Exams 1,000 1,000
Wastewater Certifications 1,000 1,000
TOTAL - Certifications 2157 $ 2,000 $ 2,000
Special Department Supplies 2215 571
Miscellaneous Department Supplies & Safety
Equipment - gas monitor, load testing cert.,
potable water, drinking
water
15,000 15,000
Uniform Service 3,100 3,100
TOTAL - Special Department Supplies 2215 $ 18,100 $ 18,100 WASTEWATER TREATMENT BUDGET - 5029
EXPENSE DETAIL - FY27

Agenda Item #13.1.

Description Object Code Funding Source Total Budgeted
WASTEWATER TREATMENT BUDGET - 5029
EXPENSE DETAIL - FY27
Small Tools 2220 571
Miscellaneous Tools - wrenches, pliers,
consumables such as drill bits, saw blades,
and grinding wheels
2,600 2,600
TOTAL - Small Tools 2220 $ 2,600 $ 2,600
Process Chemicals 2235 571
Various Chemicals to Treat Waste 230,000 230,000
TOTAL - Process Chemicals 2235 $ 230,000 $ 230,000
Lab Supplies 2237 571
General Equipment and Supplies 25,000 25,000
Sample/Monitoring Ground Water 25,000 25,000
TOTAL - Lab Supplies 2237 $ 50,000 $ 50,000
Maintenance Supplies 2312 571
Other General Maintenance & Repairs 31,200 31,200
TOTAL - Maintenance Supplies 2312 $ 31,200 $ 31,200
Machinery & Equipment Maintenance 2315 571
Repair of 3 aerators 26,000 26,000
TOTAL - Machinery & Equipment
Maintenance
2315 $ 26,000 $ 26,000
Capital Equipment 2630 571
Purchase of New Aerator 30,000 30,000
TOTAL - Capital Equipment 2630 $ 30,000 $ 30,000

Agenda Item #13.1.

PAGE 17
Appendices
Appendix A  ‐ City Adopted Financial Policies
Appendix B – City of St. Helena Vision and Mission Statement Appendix C – City Council Draft Goals and Objectives
Appendix D – FY 2025‐26 and FY 2026‐27 Budget Calendar

Agenda Item #13.1.

APPENDIX A

FINANCIAL POLICIES

SUMMARY OF POLICIES
The City Council of the City of St. Helena has adopted several financial policies, these policies are included in the summary table below.  All financial policies can be accessed through the City’s website at: https://www.cityofsthelena.org/finance/page/policies.  The City’s Financial Policy P‐ FI‐0016 is include in Appendix A.  All financial policies are reviewed and updated as necessary.

POLICY NUMBER POLICY TITLE
P‐FI‐0001 Sale of City Surplus Property or Partial Interests in City Real Property P‐FI‐0002 Investment Policy
P‐FI‐0003 Non‐Profit Funding Policy
P‐FI‐0004 Capital Asset and Depreciation Policy
P‐FI‐0005 Water Leak Adjustment Policy
P‐FI‐0006 Unclaimed Check Policy
P‐FI‐0007 Grant Application and Management Policy
P‐FI‐0008 Business Subsidy Policy
P‐FI‐0009 Low Income Water and Wastewater Program Policy P‐FI‐0010 Purchasing Policy
P‐FI‐0011 Annual Budget Adoption Resolution
P‐FI‐0012 City Procurement Card Policy
P‐FI‐0013 Fraud Prevention and Detection Policy
P‐FI‐0014 Accounts Payable Payment Processing Policy
P‐FI‐0015 Fuel Card Policy
P‐FI‐0016 Financial Policy
P‐FI‐0017 Cash Controls Policy
P‐FI‐0019 Disconnection of Water Service for Nonpayment P‐FI‐0020 Donation Policy
P‐FI‐0021 Sale of Surplus Equipment, Supplies, and Property

Agenda Item #13.1.

City of St. Helena
Vision Statement
The City of St. Helena will strive to be economically sustainable, and continue to be family-friendly, diverse and safe community which prudently manages its financial and human resources, continues to upkeep and improve its infrastructure, ensures its water security, provides a full range of housing, business, cultural and recreational opportunities and embraces and retains its historic, small-town character, beautiful natural environment and high quality of life.

Mission Statement
The City of St. Helena is dedicated to serving the needs and desires of our citizens by:
x Maintaining and improving our short and long-term economic sustainability x Offering excellent professional services to all customers x Establishing, improving and maintaining City infrastructure x Maintaining and encouraging an environmentally sustainable community x Preserving and embracing the historic, small-town, rural character of St Helena.
x Expanding and improving recreational services and facilities and cultural opportunities
x Encouraging a wide range of innovative, well-designed housing available for residents of all ages and income levels
x Facilitating full civic participation and ongoing communication x Strengthening partnerships with the private, non-profit and public sectors Vision and Mission Statements adopted by the City of St. Helena City Council on April 12, 2016, Resolution No. 2016-47.
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Agenda Item #13.1.

Goal Summary Report - All By Goal
City Council Goals FY24-26
Current Reporting Date: May 07, 2025 - May 20, 2025
Report Created On: May 09, 2025

APPENDIX C - CITY COUNCIL GOALS AND OBJECTIVES

Agenda Item #13.1.

8 Goal
188
Strategy
Overall Summary
%
Status Pending 1.6
On Track 12.0
Some Disruption 7.6
Major Disruption 3.3
Discontinued 22.8
Completed 52.7
Status
0 100
Progress
82%

Agenda Item #13.1.

Goal Summary Report - All By Goal
City Council Goals FY24-26
Report Created On: May 09, 2025
Report Legend Priority No Update Overdue
Plan Label And Number Description Tags Progress
Goal 1 Strengthen Fiscal Resilience
Strategy 1.1 Bring to City Council for approval a Long Range Financial Plan Strategy 1.2 Identify potential or beneficial shared services and potential cost savings and present to the City Council feasible agreements for approval.

Strategy 1.3 Complete an Impact Fee Study and User Fee Study (including inclusionary fees and housing fees) and present to the City Council for adoption.

Strategy 1.4 Develop Economic Development Plan
Strategy 1.5 Downtown Specific Plan and EIR
Strategy 1.6 Develop a business continuity strategy to be facilitated during the downtown sidewalk improvement construction.

Strategy 1.7 Develop business assistance program
Strategy 1.8 Develop Façade Grant and Tenant Improvement Plan Strategy 1.9 Real Property Transfer Tax Ballot Research Strategy 1.10 Establish a Finance Committee
Strategy 1.11 Research and Establish Section 115 Trust for Unfunded Pension Liability Strategy 1.12 Develop Marketing Strategy to Spotlight Local Businesses and Target Prospective Tenants
Goal 2 Improve Infrastructure & Further Environmental Sustainability Strategy 2.1 Adoption of plans to address walkability and bikeability within the City's streets network.

Strategy 2.2 Presentation of additional preferred Vine Trail route options as recommended by NVTA
Strategy 2.3 Review of Financial and CIP Policies
Strategy 2.4 Explore limits on City's capacity to provide water to City residents beyond the existing RHNA cycle.

Strategy 2.5 Compile 20-year CIP project list
Strategy 2.6 Create CIP Portal
Strategy 2.7 Research and explore options for solar or alternative energy for City facilities and present options to City Manager
Strategy 2.8 Expansion of Alternative Fuel Fleet Options #
89%
Identified by Council 1/27/25 100%
Identified by Council 1/27/25 67%
100%
Removed - Not a Priority Project
Identified by Council 1/27/25 21%
Removed - No Longer Relevant
100%
100%
NEW FY 24 100%
NEW FY 25 100%
Identified by Council 1/27/25 100%
Identified by Council 1/27/25
Removed - No Longer Relevant
100%
76%
Community Development
Public Works
Removed - Not a Priority Project
100%
100%
25%
100%
100%
5%
30%

Agenda Item #13.1.

Plan Label And Number Description Tags Progress
Strategy 2.9 Research and identify opportunities to expand EV Charging Infrastructure
Strategy 2.10 Expansion of EV Charging Stations
Strategy 2.11 Update and File Discharge Permit for the Wastewater Treatment Plant Strategy 2.12 Update City's Sanitary Sewer Master Plan (SSMP) Strategy 2.13 Update the City's Fats, Oils, & Grease Inspection & Permitting Program Strategy 2.14 Create a Recycled Water Master Plan
Strategy 2.15 Create an analysis on options to expand the uses of water from the new Wastewater Treatment Plant
Strategy 2.16 Develop local Roadway Safety Plan for presentation to City Council Strategy 2.17 Update Streets Master Plan
Strategy 2.18 Launch and complete pilot traffic calming program Strategy 2.19 Vehicle Miles Traveled Ordinance Update
Strategy 2.20 Traffic Mitigation - Spring Mountain Road, Pratt, Madrona, and Crane Strategy 2.21 Develop set of design standards for sides of roads Strategy 2.22 Study of the City's circulation and analyze possible road extension/continuance.

Strategy 2.23 Determine cost estimate and explore funding mechanisms of a new Adams Street bridge across the Napa River.

Strategy 2.24 Extend Oak Avenue to Charter Oak - Build a constraints analysis Strategy 2.25 Measure H GO Bond Phase II and Phase III Timeline Development Strategy 2.26 Explore options for the creation of a storm drain enterprise.

Strategy 2.27 Analyze a strategy for cost recovery options for Development Projects, Encroachment Permits, and Capital Improvement Plan Projects Strategy 2.28 Finalize 2019 Standard Details/Design Standards Strategy 2.29 Integrate Capital Improvement Plan project deliveries.

Strategy 2.30 Identify funding for Hunt's Grove Parking Lot Strategy 2.31 Explore pedestrian activation of Money Way beginning with garbage/recycling consolidation
Strategy 2.32 Develop Implementation of Climate Action Plan Initiative Strategy 2.33 Explore incentives to encourage environmentally friendly actions.

Strategy 2.34 Earth Day Event/Tree Planting at the City's Urban Forest Strategy 2.35 Work with Napa RCD/Million Trees for tree replacement Strategy 2.36 Find suitable location for Pollinator Garden 100%
100%
20%
100%
100%
Removed - Duplicate
Removed - Duplicate
100%
50%
80%
100%
50%
Removed - Duplicate
Removed - Duplicate
Removed - Not a Priority Project
20%
100%
5%
80%
50%
100%
100%
100%
Removed - Not a Priority Project
100%
Removed - Not a Priority Project
0%
Removed - Not a Priority Project

Agenda Item #13.1.

Plan Label And Number Description Tags Progress
Strategy 2.37 Encourage participation in MCE Deep Green Program and Establish Community-wide Goals
Strategy 2.38 Parking Study Recommendations within the Downtown Specific Plan Strategy 2.39 Upper Valley Energy Resilience Program
Strategy 2.40 Implement Riverwatch Settlement Requirements Strategy 2.41 Assess the adopted housing element and develop an analysis of necessary infrastructure
Strategy 2.42 Adoption of regulations to prohibit new permits for gas stations.

Strategy 2.43 Engage a consultant to assist with processing 1480 Main Street and 1572 Railroad Avenue in compliance with the Surplus Lands Act.

Strategy 2.44 Climate Change and Solar Permit Sale
Strategy 2.45 Install additional EV Chargers at City Hall (1088 College) Strategy 2.46 Address Discolored Water in Water Distribution System Strategy 2.47 Create GIS Utilities Infrastructure
Strategy 2.48 Exploration of UpValley Biomass Facility
Strategy 2.49 Prepare and Submit Implementation Schedule (14 CCR Sections 18992.1(d) and 18992.2(c))
Strategy 2.50 Analyze the Suitability of Artificial Turf at City Parks.

Strategy 2.51 Identify Funding Gaps Preventing Execution of Infrastructure Projects Strategy 2.52 Explore E-Bike Grants
Strategy 2.53 Retain Consultant for Recommendations of the Parking Study contained within the Downtown Specific Plan
Strategy 2.54 Review EMG Facilities Assessment
Goal 3 Pursue Water Security & Prudent Management of Water Resources Strategy 3.1 Update Water Neutrality Policy and Safe Yield Analysis Strategy 3.2 Update Carpenter Agreement
Strategy 3.3 Develop Compliance Program for Permits Requiring Water Neutrality Strategy 3.4 Review existing water resources and make recommendations to City Council.

Strategy 3.5 Review current water allocations during water emergencies and present to Council a report including any recommended changes.

Strategy 3.6 Review Current Phase II and Phase III Water Penalty Structure and Make Recommendations to City Council for Consideration
100%
Removed - Duplicate
Removed - Duplicate
100%
100%
NEW FY 24 100%
Identified by Council 1/27/25
NEW FY 24
100%
NEW FY 24 100%
NEW FY 24 100%
Identified by Council 1/27/25
NEW FY 24
25%
70%
NEW FY 25
Removed - Not a Priority Project
NEW FY 25 100%
Removed - Duplicate
Removed - Duplicate
Identified by Council 1/27/25
Removed - Not a Priority Project
Removed - Duplicate
Removed - Duplicate
46%
0%
Legal 95%
10%
Identified by Council 1/27/25
Removed - Duplicate
10%
0%

Agenda Item #13.1.

Plan Label And Number Description Tags Progress
Strategy 3.7 Review existing Water Conservation Programs Strategy 3.8 Evaluate and Review all Current City Water Resources and Analyze Possible New Water Sources
Strategy 3.9 Review 2022 Risk and Resilience Assessment Report, draft schedule and estimated costs.

Strategy 3.10 Develop Recycled/Reclaimed Water Master Plan Strategy 3.11 Establish Water and Wastewater Advisory Board Exploratory Committee Strategy 3.12 Establishment of a Water/Wastewater Advisory Committee Goal 4 Provide Effective Community Information & Opportunities for Engagement
Strategy 4.1 Develop minimum of 5 Informational Videos
Strategy 4.2 Update City's Website
Strategy 4.3 Develop process to update City's website quarterly with current CIP status.

Strategy 4.4 Conduct a minimum of 5 community presentations Strategy 4.5 Implement a mobile-based application for tracking requests and concerns
Strategy 4.6 Create outreach materials highlighting use of new technologies for better customer service
Strategy 4.7 Create a FAQ Document for the City's website Strategy 4.8 Update City Phone Tree
Strategy 4.9 Develop comprehensive Promotional Plan designed to highlight the successes in St. Helena and encourage more business investment.

Strategy 4.10 Develop a communication plan providing CIP updates Strategy 4.11 Develop and Facilitate Citizens Academy
Strategy 4.12 Facilitate at least 1 evacuation drill for each large complex within the City Strategy 4.13 Facilitate at least 1 evacuation drill - Zone Haven Quadrant #1.

Strategy 4.14 Facilitate at least 1 evacuation drill - Zone Haven Quadrant #2.

Strategy 4.15 Facilitate at least 1 evacuation drill - Zone Haven Quadrant #3 Strategy 4.16 Facilitate at least 1 evacuation drill - Zone Haven Quadrant #4 Strategy 4.17 Conduct 2 Community Surveys (FY 23 and FY 25) Strategy 4.18 Incorporate Budget Performance Measures into Bi-Annual Budget. 60%
Identified by Council 1/27/25
Removed - Duplicate
50%
30%
NEW FY 24 100%
NEW FY 25 100%
96%
Excellence in Customer Service
D...
100%
Excellence in Customer Service
D...
100%
Excellence in Customer Service
D...
100%
Excellence in Customer Service
D...
100%
Excellence in Customer Service
D...
100%
Excellence in Customer Service
D...
100%
Excellence in Customer Service
D...
100%
Excellence in Customer Service
D...
100%
Excellence in Customer Service
D...
100%
Excellence in Customer Service
D...
100%
100%
100%
100%
100%
100%
100%
Excellence in Customer Service
D...
100%
100%

Agenda Item #13.1.

Plan Label And Number Description Tags Progress
Strategy 4.19 Develop Style Guide.

Strategy 4.20 Citywide Branding
Strategy 4.21 Implement new Parks & Recreation Registration and Reservation Software.

Strategy 4.22 Work with the St. Helena Historical Society to create and publish a St.

Helena Historic Walking Tour Guide
Strategy 4.23 Develop a Visibility Triangle Public Education and Enforcement Program.

Strategy 4.24 Provide Public Information about Substance Abuse Strategy 4.25 Develop Communications Plan
Goal 5 Enhance Quality of Life
Strategy 5.1 Present strategic objectives list to City Council on a regular basis.

Strategy 5.2 City Council review Development Agreement for a Pending Hotel Project.

Strategy 5.3 Implement the housing element of the General Plan.

Strategy 5.4 Address Workforce Housing through Policy Actions Strategy 5.5 Incorporate Policies Policies and AB314 (military weapons) into the Police Departments Annual Report to the City Council.

Strategy 5.6 Develop and implement public outreach and education about Gun Safety.

Strategy 5.7 Implementation of program through the FEMA Hazard Mitigation Grant Strategy 5.8 Fire Department Host a Hazard Mitigation Community Workshop for Wildland Urban Interface Areas of St. Helena.

Strategy 5.9 Support and Provide Advice to the Fire Safe Council - review the submission of certification as a "Fire Safe Community"
Strategy 5.10 Review Compliance with the Hazard Mitigation Plan and Identify a List of Areas to Monitor, Resources Needed, and
Strategy 5.11 Design and Lead an Annual Emergency Operations Center Table Top Exercise
Strategy 5.12 Utilize Prop 67 Grant Funds for Park Enhancements Strategy 5.13 Convert Tennis Court to Pickleball Court at Crane Park Strategy 5.14 Develop a Volunteer Program
Strategy 5.15 Create Intake and Tracking Process for New and Ongoing Volunteers.

Strategy 5.16 Host Park Beautification Opportunities.

Strategy 5.17 Facilitate the Establishment a Non-Profit St. Helena Community Foundation
Excellence in Customer Service
D...
100%
5%
Excellence in Customer Service
D...
100%
NEW FY 24 100%
NEW FY 24 100%
NEW FY 24 100%
Excellence in Customer Service
D...

Identified by Council 1/27/25
100%
82%
100%
Identified by Council 1/27/25 1%
30%
100%
100%
100%
90%
100%
100%
100%
100%
Community Development 20%
100%
100%
100%
100%
100%

Agenda Item #13.1.

Plan Label And Number Description Tags Progress
Strategy 5.18 Synthesize Stakeholder Housing Recommendations and Make Recommendations to City Council
Strategy 5.19 Explore Feasibility of Offering Community Wi-fi Strategy 5.20 Explore Opportunities for Increase Facility Access and Formal Use Agreement with SHUSD.

Strategy 5.21 Create a Public Art Policy with Funding Mechanism(s) Strategy 5.22 Prepare a Comprehensive Strategy to Further Future Arts and Cultural Programming Events.

Strategy 5.23 Public Art Donation and Installation Pilot Program Strategy 5.24 Enhance Programs and Events
Strategy 5.25 Explore New Opportunities for Teen and Young Adult Programs.

Strategy 5.26 Increase Participation, Access, and Inclusion of our Latinx Community.

Strategy 5.27 Increase Services and Programming for Spanish Speaking Residents.

Strategy 5.28 Identify Opportunities for Outdoor Recreation Activities.

Strategy 5.29 Complete Phase I of the Citywide Active Transportation Plan/Safe Routes to School Plan.

Strategy 5.30 Complete Phase II - Citywide Active Transportation Plan/Safe Routes to School Plan.

Strategy 5.31 Review and Updated the Draft Open Space and Trails Master Plan.

Strategy 5.32 Develop Sidewalk Maintenance and Repair Program for Council Consideration.

Strategy 5.33 Identify a way to collaborate with the St. Helena Historical Society to Recognize the historical significance of the Chinese in St. Helena.

Strategy 5.34 Zoning Code Update
Strategy 5.35 Parks and Recreation Master Plan
Strategy 5.36 Leaf Blower Violation Reporting
Strategy 5.37 Identify Opportunities for a New Community Venue Strategy 5.38 Retain Consultant to Identify Possible Funding Mechanisms for a Performing Arts Venue
Strategy 5.39 Develop "This is St. Helena" Campaign
Strategy 5.40 Develop City Employee Housing Plan that will Include Strategies to Develop Additional Housing.

Strategy 5.41 Promote Gun Safety and Outreach
Strategy 5.42 Age Friendly Designation
100%
Removed - Not a Priority Project
100%
80%
Removed - Not a Priority Project
NEW FY 24 100%
Identified by Council 1/27/25 100%
100%
100%
Identified by Council 1/27/25 75%
80%
10%
Community Development
Community Services
Identified by Council 1/27/25
Public Works
80%
90%
100%
100%
Identified by Council 1/27/25 30%
NEW FY 24 100%
Removed - Duplicate
Removed - Not a Priority Project
Removed - Not a Priority Project
0%
Removed - Duplicate
Removed - Not a Priority Project

Agenda Item #13.1.

Plan Label And Number Description Tags Progress
Strategy 5.43 Update Housing White Paper
Strategy 5.44 Develop a List of Community Volunteers
Strategy 5.45 Present to Community Groups Opportunities for Beautification Projects.

Strategy 5.46 Research Opportunities and Challenges of Cannabis Distribution.

Strategy 5.47 Discuss Options for Creating a Downtown Plaza Area Strategy 5.48 Development of a Downtown Gateway and Wayfinding Program Strategy 5.49 Recommendations for Wayfinding Signage including Historical Markers.

Goal 6 Improve Employee Recruitment, Retention, & Morale Strategy 6.1 Provide market Based Competitive Compensations Strategy 6.2 Research Options for a Pay for Performance Program.

Strategy 6.3 Develop a Series of Five Public Promotional Videos to Highlight St.

Helena as a Great Place to Work.

Strategy 6.4 Explore Employee Housing Stipend or Options.

Strategy 6.5 Explore Compensation Structure to Enhance Recruitment and Retention.

Strategy 6.6 Develop Employee Recruitment and Retention Strategy.

Strategy 6.7 Employee Cross Training and Skill Expansion Program.

Strategy 6.8 Develop Succession Plan
Strategy 6.9 Updated Performance Appraisal Program
Goal 7 Optimize Organizational Effectiveness
Strategy 7.1 Implement NeoGov Software Modules
Strategy 7.2 Review Current Contract for IT Services.

Strategy 7.3 Review of Current Software and Identify Training Opportunities.

Strategy 7.4 Develop a Training and Development Program Strategy 7.5 Update City's Procurement Policies
Strategy 7.6 Institute a 2-year budget cycle.

Strategy 7.7 Develop Internship Program
Strategy 7.8 Commence Discussions with Napa Valley College for Potential Purchase of 1088 College Avenue
Strategy 7.9 Identify Areas to Improve Performance, Speed, and Overall Efficiency.

Strategy 7.10 Customer Service Improvements
Removed - Not a Priority Project
Removed - Duplicate
Removed - Duplicate
Removed - Not a Priority Project
Removed - Not a Priority Project
Removed - Not a Priority Project
Removed - Duplicate
86%
Identified by Council 1/27/25 100%
100%
100%
Identified by Council 1/27/25 40%
Identified by Council 1/27/25 100%
Removed - Not a Priority Project
Removed - Not a Priority Project
Removed - Not a Priority Project
75%
89%
100%
95%
Excellence in Customer Service
D...
100%
Excellence in Customer Service
D...
100%
Removed - Not a Priority Project
100%
100%
0%
Excellence in Customer Service
D...
100%
Excellence in Customer Service
D...
100%

Agenda Item #13.1.

Plan Label And Number Description Tags Progress
Strategy 7.11 Ongoing Update of Workplan Status Items
Strategy 7.12 Develop City Council Member Orientation and Onboarding Process Strategy 7.13 Staff Report and Agenda Re-formatting
Strategy 7.14 Present Strategy to City Council for New Community Services Department
Strategy 7.15 Implement New Online Permitting Software
Strategy 7.16 Develop New "Express Lane" Approvals for Routine Permits.

Strategy 7.17 Review and Update Library Technology Policy.

Strategy 7.18 Purchase and Install Infrastructure for State and Federal DOJ Compliance.

Strategy 7.19 Explore Shared/Consolidation of Dispatch Services.

Strategy 7.20 Update Public Works Standards
Strategy 7.21 Encroachment Permit Process Improvement
Strategy 7.22 Improve Internal Department Coordination
Goal 8 Goal 8 - Capital Improvement Plan
Strategy 8.1 Civic
Strategy 8.2 Streets
Strategy 8.3 Water
Strategy 8.4 Wastewater
Strategy 8.5 Stormwater
Excellence in Customer Service
D...
100%
NEW FY 24 100%
NEW FY 24 100%
NEW FY 24 100%
Excellence in Customer Service
D...
89%
Excellence in Customer Service
D...
100%
100%
90%
Identified by Council 1/27/25 100%
Removed - Duplicate
NEW FY 25 10%
City Manager
Excellence in Customer Service
D...

Removed - Duplicate
Public Works 45%
Public Works
Public Works
Public Works 45%
Public Works
Public Works

Agenda Item #13.1.

Date Day Duration Item Completed
January 6, 2025 Tuesday Non-Profit grant application posted and available to applicants  February 28, 2025 Friday 1 day Non-Profit grant applications due  February 28, 2025 Friday 1 Day Department Heads submit budget requests to Finance Division  March 3 - March 7, 2025 5 working days Finance Division compiles budget requests for review  March 3 - 14, 2025 10 working days Finance Division reviews Non-Profit grant applications for eligibility  March 10 - 21, 2025 10 working days City Manager, Administrative Services Director, and Department Heads meet to review budgets and verify budget requests align with City Council Goals 
March 24, 2025 Friday 1 Day
Non-Profit grant applications presented to City Council working group (Mayor and Vice-Mayor) for review

March 28, 2025 Friday 1 Day Administrative Services Director submits Draft Budget to Finance Committee  April 3, 2025 Thursday
Finance
Committee
Meeting
Cost Allocation Presentation to Finance Committee 
April 10, 2025 Thursday
Finance
Committee
Meeting
Finance Committee Meeting - Structural Deficit & Potential Revenue Review  April 17, 2025 Thursday
Finance
Committee
Meeting
Finance Committee Meeting - Review Draft Budget 
April 21 - May 2, 2025 10 working days Finance Division prepares Budget Presentation for City Council  May 8, 2025 Thursday
Finance
Committee
Meeting
Finance Committee Meeting - Draft Budget Recommendations  May 12, 2025 Monday Community
Meeting
Community Budget Presentation at the Cameo
May 13, 2025 Tuesday City Council
Meeting
Non-Profit summaries presented to City Council for consideration and award Presentation of Draft FY 2025-26 and 2026-27 Budget to City Council June 3, 2025 Tuesday
Planning
Commission
Meeting
5-year CIP Project list presented to Planning Commission for consistency with the City's General Plan.

June 10, 2025 Tuesday City Council
Meeting
Presentation and Adoption of Two-Year Budget
Presentation and Proposed Adoption of 5-year CIP Project list July 1, 2025 Finance Division prepares final Operation & Maintenance Budget for distribution

OPERATION & MAINTENANCE BUDGET

BUDGET CALENDAR
FISCAL YEAR 2025-26 and 2026-27

APPENDIX D

Agenda Item #13.1.

FISCAL YEAR
2025-2026
AND 2026-2027

PRELIMINARY
BUDGET

PRESENTATION

ANIL COMELO, CITY MANAGER

MANDY KELLOGG, ADMINISTRATIVE SERVICES DIRECTOR
MAY 13, 2025
Agenda Item #13.1.

OVERVIEW
 City finances stable but stressed
 Revenues grow, and expenses outpace
 Adequate reserves & fiscal prudence needs to
continue
 Investments needed: infrastructure, parks, City
facilities, roads, & amenities
 Need competent, stable, staffing to achieve
goals and provide quality services
Agenda Item #13.1.

CITY COUNCIL

DRAFT GOALS
Goal 1 – Strengthen Fiscal Resilience
Goal 2 – Improve Infrastructure & Further
Environmental Sustainability
Goal 3 – Pursue Water Security & Prudent
Management of Water Resources
Goal 4 – Provide Effective Community
Information & Opportunities for Engagement
Goal 5 – Enhance Quality of Life
Goal 6 – Improve Employee Recruitment,
Retention, & Morale
Goal 7 – Optimize Organizational
Effectiveness
Goal 8 – Implement Capital Improvement
Plans (CIP) Projects
Agenda Item #13.1.

IMPORTANT PROJECTS AND INITIATIVES
 Streets Masterplan
 Parks Masterplan
 Downtown Specific Plan
 Discolored Water Mitigation/Elimination
 Municipal Service Review
 Sale of City Properties
 5-Year CIP Planning - $70 Million
Agenda Item #13.1.

FY 2025-26
AND
FY 2026-27

GENERAL FUND

REVENUES
7,320,384
36%
5,130,321
25%
4,175,069
21%
3,741,603
18%
FY 2025-26 $20,367,376
Property Tax Sales Tax
TOT Other Revenue
7,647,882
36%
5,183,487
25%
4,258,521
20%
3,884,166
19%
FY 2026-27 $20,974,055
Property Tax Sales Tax
TOT Other Revenue
Agenda Item #13.1.

GENERAL
FUND

REVENUES
-

1.00 2.00

3.00 4.00

5.00 6.00

7.00 8.00

9.00 Property Tax Sales Tax TOT Other Revenue
Millions
Revenue Comparison
FY 2025 Adjusted Budget FY 2026 Draft Budget FY 2027 Draft Budget Agenda Item #13.1.

EXPENDITURE DRIVERS
Expense % Increase
General Liability Insurance 20.0%
Health Insurance 4.0%
Property Insurance 15.0%
Unfunded Liabilities 17.2%
Utilities 16.1%
Workers Compensation 10.%
Agenda Item #13.1.

PENSION LIABILITY
• June 30, 2024 Annual Valuation will be released in August 2025.

Fiscal Year Required
Payments
Discretionary
Payments
Unfunded
Valuation
% Funded
2019-20 1,015,301 260,224 12,481,104 70.4%
2020-21 907,933 121,213 12,982,001 70.6%
2021-22 1,032,213 405,468 13,677,486 69.7%
2022-23 943,733 360,634 9,402,858 79.4%
2023-24 919,430 - 15,444,121 71.8%
2024-25 1,128,017 - 16,254,091 71.9%
Agenda Item #13.1.

GENERAL FUND EXPENSES BY DEPARTMENT
Department FY 25 Adjusted FY 26 Proposed FY 27 Proposed % of Budget
Administration 1,319,179 1,109,582 1,197,819 5%
Administrative Services 1,235,363 1,838,838 1,922,939 8% Attorney 515,840 515,840 515,840 2%
Planning/Building 2,030,608 1,561,067 1,550,696 7%
Library 1,034,589 1,065,561 1,103,175 5%
Parks & Recreation 1,472,578 1,335,529 1,322,872 6%
Fire 3,262,985 3,131,655 3,223,133 14%
Police 4,617,495 4,814,688 5,003,587 22%
Public Works 5,505,093 4,380,394 4,601,498 20%
Non-Department* 2,150,224 1,819,261 1,546,153 8%
Council 583,538 490,118 506,725 2%
TOTAL 23,727,492 22,062,534 22,494,437
Agenda Item #13.1.

GENERAL FUND EXPENDITURES VS. REVENUES
• Use of Reserves to Balance the Budget
General Fund Budget FY 2025-26 FY 2026-27
Proposed Revenues 20,367,376 20,974,055
Proposed Expenses 22,062,534 22,494,437
Difference* (1,695,157) (1,520,382)
Agenda Item #13.1.

BUDGET BALANCING STRATEGY
 Thoughtful reduction -$1.94 million
 Labor cost limited to inflation factor of 3% - No
Market adjustment
 Freeze two executive level positions
 Use of approximately $1.7 million in reserves
Agenda Item #13.1.

BUDGET CUTS
Description Amount
Contract Services 655,407
Personnel Reductions 530,076
Transfer from GF to Street Capital (Measure U
MOE)
379,189
Transfer from GF to Equipment Replacement 100,000
Chamber Contribution 100,000
Election Expense 90,000
Non-Profit Grant Contributions 45,000
Transfer from General Fund to 4th of July Fund 40,000
Total Budget Reductions 1,939,672
Agenda Item #13.1.

GRANT AWARDS IN THE LAST 4 YEARS - $6,889,885
Fiscal Year Grants Received
2020-21 $1,588,844
2021-22 $962,435
2022-23 $3,162,051
2023-24 $1,176,555
Agenda Item #13.1.

VACANCY UPDATE
Position General Fund Full Cost Water Fund Full Cost Wastewater Fund Full Cost Total Annual Cost Recommend Temporarily Freezing Position
Assistant City Manager 162,904 72,327 57,862 293,093
City Clerk 179,347 22,418 22,418 224,183
Lead Underground Utilities MW 12,800 77,000 38,500 128,300 Subtotal 355,051 171,745 118,780 645,576
Recommend Temporarily Under Filling Until December 31, 2025 Management Analyst – Underfill Acct. Tech 105,525 35,175 26,915 167,614 Subtotal 105,525 35,175 26,915 167,614
Recommend Filling Position Immediately
Assistant Planner – Fill in FY 2025-26 149,628 - - 149,628 Part-time Firefighters 23,000 - - 23,000
Police Officer 197,000 - - 197,000
CPO - Wastewater - - 204,886 204,886
Subtotal 369,628 - 204,886 574,514
TOTAL ANNUAL SAVINGS FROM RECOMMENDATIONS 364,901 179,108 125,991 683,992 Agenda Item #13.1. Page 698 of 1338

NON-PROFIT GRANT MULT-YEAR AGREEMENTS
Non-Profit FY 25/26 Funding
Boys & Girls Club 30,000
Rianda House 30,000
UpValley Family Centers 30,000
Totals 90,000
Agenda Item #13.1.

GENERAL FUND ESTIMATED NET POSITION – AS OF JUNE 30, 2026 Description FY26 Fund Balance Reserve
%
Estimated Unassigned Fund Balance @ 6/30/25 11,087,266
Estimated Revenues @ 6/30/26 20,367,376
Estimated Expenses @ 6/30/26 (22,062,534)
Excess of Revenues over Expenditures (1,695,157)
Estimated Unassigned Fund Balance @ 6/30/26 9,392,109
Estimated Unassigned Net Position 42.6%
Agenda Item #13.1.

GENERAL FUND ESTIMATED NET POSITION – AS OF JUNE 30, 2027 Description FY27 Fund Balance Reserve
%
Estimated Unassigned Fund Balance @ 6/20/26 9,392,109
Estimated Revenues @ 6/30/27 20,974,055
Estimated Expenses @ 6/30/27 (22,494,437)
Excess of Revenues over Expenditures (1,520,382)
Estimated Unassigned Fund Balance @ 6/30/27 7,871,726
Estimated Unassigned Net Position 35.0%
Agenda Item #13.1.

GENERAL FUND REVENUES/EXPENSES
-

5.00 10.00

15.00 20.00

25.00 FY 22 Actual FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed Millions
Revenues Expenses
Agenda Item #13.1.

WATER

OPERATING
FUND
Agenda Item #13.1.

WATER FUND

REVENUES
-

2.00 4.00

6.00 8.00

10.00 12.00
FY 24 Actual FY 25 Adjusted FY 26 Proposed FY 27 Proposed Millions
Revenue Comparison
Agenda Item #13.1.

WATER OPERATING FUND EXPENSES BY DEPARTMENT
Department FY 25 Adjusted FY 26 Proposed FY 27 Proposed % of Budget
Administration 371,379 - - 0%
Administrative Services 685,063 97,505 99,693 1%
Attorney 165,880 165,880 165,880 2%
Public Works 6,588,479 5,388,251 5,532,962 66%
Non-Department* 1,774,747 2,585,738 2,616,215 31%
Council 30,783 - - 0%
TOTAL 9,616,332 8,237,374 8,414,950
Agenda Item #13.1.

WATER OPERATIONS FUND ESTIMATED NET POSITION
Description FY26 Fund Balance Operating
Reserve
Estimated Unassigned Fund Balance @ 6/20/25 6,502,489
Estimated Revenues @ 6/30/26 9,129,344
Estimated Expenses @ 6/30/26 (8,237,374)
Excess for Capital Contribution (530,281)
Net Difference 361,389
Estimated Unassigned Fund Balance @ 6/30/26 6,864,478 10 Months Estimated Debt Coverage 1.34
Agenda Item #13.1.

CIP BEING DELIVERED IN FY 2025-26 - $14.4 MILLION
 Napa Intertie Transmission Main Replacement
 Bell Canyon Intake Tower Rehabilitation
 System-wide pipeline improvements
Agenda Item #13.1.

WASTEWATER OPERATING FUND
Agenda Item #13.1.

WASTEWATER
FUND

REVENUES
-

2.00 4.00

6.00 8.00

10.00 12.00

14.00 16.00
FY 24 Actual FY 25 Adjusted FY 26 Proposed FY 27 Proposed Millions
Revenue Comparison
Agenda Item #13.1.

WASTEWATER OPERATING FUND EXPENSES BY DEPARTMENT
Department FY 25
Adjusted FY 26 Proposed FY 27 Proposed % of Budget
Administration 251,863 - - 0%
Administrative
Services 533,809 78,570 80,627 2%
Attorney 131,560 131,560 131,560 2%
Public Works 4,297,731 3,239,819 3,298,717 61%
Non-Department* 1,117,920 1,882,928 1,916,889 35%
Council 30,783 - - 0%
TOTAL 4,276,109 4,495,324
Agenda Item #13.1.

WASTEWATER OPERATIONS FUND ESTIMATED NET POSITION
Description FY26 Fund Balance Operating
Reserve
Estimated Unassigned Fund Balance @
6/20/25 2,035,888
Estimated Revenues @ 6/30/26 5,746,033
Estimated Expenses @ 6/30/26 (5,332,877)
Excess for Capital Contribution -
Net Difference 413,156
Estimated Unassigned Fund Balance @
6/30/26 2,449,044 5.5 Months
Estimated Debt Coverage 1.29
Agenda Item #13.1.

WATER BILL COMPARISON
105.52
145.76

90.42 -
20 40
60 80
100
120
140
160
St. Helena Calistoga Yountville
*AVERAGE WATER BILL ONLY USING 5 HCF
Agenda Item #13.1.

FINANCE COMMITTEE RECOMMENDATIONS
Description Budget Impact Implemented or
Recommend
Unfunded Liability Contribution to 115 Trust 500,000 No Prefund Major Building Improvements & Betterments 200,000 No Prefund Purchased Vehicles & High Cost Long-live Equipment 100,000 No Freeze Assistant City Manager & City Clerk (500,000) Yes Remove FY26 Election Expense (90,000) Yes
Reduce Council Contributions in FY27 to Match FY26 (100,000) Yes Remove/Reduce Undefined Contract Services (City Council, City Manager, and Non-Department)
(150,000) No
Reduce Equipment Replacement IT Spending (25,000) No
Reduce Fireworks Budget (45,000) Partial
Fund CARES program with Enterprise Funds (85,000) No/Prop 218 Violation Fund Sidewalk Rehab Program with Measure U (50,000) No/Research Charge Planning Customers Credit Card Fees (25,000) No
Fund Vine Trail Overrun with Traffic Mitigation Fees (300,000) No/Does it qualify? Agenda Item #13.1.

CAPITAL

IMPROVEMENT

PROGRAMS
Agenda Item #13.1.

Town Yountville 73 76
70 66
59 63
60 56
49 50
44 +3
-4
-3
+0
-7
-6
Local
Streets
and Road
Fund
SB 1 Local
Streets and
Roads
General
Fund Measure T
Local
Developers
Fees
City of Napa
City of American
Canyon
City of Calistoga
City of St. Helena
County of Napa
59 +0
II. Defining the Need-
PCI from 2018 to 2020
Agenda Item #13.1.

32 II. Defining the Need-
Cost Escalation

0.2% 0.2% 0.2%

3.9%

2.7%

10.0%
0%
2%
4%
6%
8%
10%
12%
18/19 19/20 20/21
Actual Measure T Interest Generation vs.

Construction Cost Escalation
Interest Cost Escalation = Negative Return on Investment Agenda Item #13.1.

BUDGET STABILIZATION
 Support economic development and building of hotels
 Support new stable revenue stream(s)
 Invest in technology, business transformation, and organizational development
 Explore shared services and efficiency opportunities
 Finance Committee Assistance
 Determine amount of annual deficit
 Appraise Cost Allocation study
 Provide input to Class & Comp study
 Evaluate new revenue options
 Make recommendation on revenue option(s)
Agenda Item #13.1.

SUMMARY
 City finances stable but stressed
 Good progress on CIP – particularly roads and water system  Focus on Discolored Water phenomenon
 Opportunities with sale of city properties
 Important community choices - revenue
Agenda Item #13.1.

BUDGET UPDATE SLIDE
Description Budget Impact
Dispatch Consolidation with Calistoga 106,000
Additional CARES Contributions (Increase to $150,000) 65,000 Police Officer - Temporary Overhire to Permanent (in budget) 197,000 Total Budget Impacts 368,000
Agenda Item #13.1.

Executive Team
Erika Opp,
Martin Beltran, and
Ciara Caouette
Mandy Kellogg
Agenda Item #13.1.

QUESTIONS?
Agenda Item #13.1.

CIP SUMMARY CHART (20 YEARS)
CIP
Total Estimated CIP
Years 1-5
Total Estimated CIP
20-year
Estimated Shortfall
20-year
Streets 7,228,420 62,840,013 (28,335,847)
Stormwater 1,465,584 17,318,584 (6,477,001)
Civic 4,765,183 11,154,793 (8,245,280)
Water 32,480,867 57,819,117 (500,000)
Wastewater 23,004,000 28,663,900 (222,000)
TOTAL 68,944,054 177,796,407 (43,780,128)
Agenda Item #13.1.

ST. HELENA CHAMBER OF COMMERCE - FY 2022-2023 BUDGET
Destination Marketing Expense Itemization City Contribution Chamber Budget Marketing & Promotional Agreement $160,000 $219,000
Welcome Center $60,000 $121,802
Subconsultant Contract (Shipyard Contract – Business Recovery) $50,000 $100,000 Destination Marketing Operating Expenses $57,854
Community Events :
-Holidays St. Helena (City Contract) $20,000 $20,000
-Holidays St. Helena (City- Additional Contribution) $25,000 $27,836 -Celebrate St. Helena $5,500 $11,938
-Summer Concert Series $3,500 $6,920
-Misc. Events (Earth Day, Sidewalk Sales, Mixers, etc.) $1,000 $262 FY 2023 Total Destination Marketing Budget $325,000 $565,612 Percentage of City Contribution vs. Chamber Actuals to-date: 57% Expenses itemized does not reflect total Chamber of Commerce budget and reflects Destination Marketing only.

Agenda Item #13.1.

NON-PROFIT GRANTS APPROVED
Non-Profit Descriptions FY 23/24 Funding Requested
Cafeteria Kids Theater Summer Drama in St. Helena 1,000 Festival Napa Valley How I see Music Education Program 8,000 Friends of the Cameo Faces of St. Helena 8,500
Music in the Vineyards MITV Connects 3,000
Napa Valley College DAS Foundation Viva Mariachi! St. Helena 5,000 Napa Valley Museum Conservation & Exhibition of Sophie Alstrom Mitchell's Wildflower Watercolors - Our Town St. Helena Our Town St. Helena Strategic Plan - Rianda House Visit Me Today 7,500
St. Helena Cemetery Association St. Helena Cemetery Chinese Monument Project 10,000 St. Helena Community Band St. Helena Community Band Yearly Performances 10,000 St. Helena Community Garden St. Helena Community Garden Supplies 2,500 St. Helena Cooperative Nursery School St. Helena Cooperative Nursery School 7,000 St. Helena Farmers' Market Market Match Program 9,000
St. Helena Historical Society Educational Lecture Series and Cemetery Tour 10,000 St. Helena Housing Coalition, Inc. Secure Conditional Lease for Housing Civic/Cultural Center on City Property - St. Helena Little League SHLL Uniforms & Equipment 5,000 St. Helena Preschool For All St. Helena Preschool For All Scholarships 12,000 Sustainable St. Helena St. Helena Redwood Forest 5,000
The White Barn Napa Valley Puppet Festival 3,000
Upstage Napa Valley 3rd Annual Upstate NV Playwright Festival (Playfest 2023) 6,000 UpValley Family Centers of Napa County Ninos Activos / Active Kids | bilingual playgroups 7,500 Wine Country Animal Lovers Feline Spay and Neuter Programs - Totals 120,000
Agenda Item #13.1.

CHAMBER OF COMMERCE GRANT AGREEMENT
Fiscal Year Marketing Agreement
& Special Events Holidays Business Recovery Total Funding FY 2024-2025 $175,000 $175,000
FY 2023-2024 $175,000 $175,000
FY 2022-2023 $250,000 $25,000 $50,000 $325,000
FY 2021-2022 $220,500 $25,000 $100,000 $345,500
FY 2020-2021 $185,000 $25,000 $25,000 $235,000
FY 2019-2020 $210,000 $25,000 $235,000
FY 2018-2019 $210,000 $210,000
Agenda Item #13.1.

GENERAL FUND NET POSITION COMPARISON

71.2%

82.5%

50.6%

42.6%

35.0%

0.0%

20.0%

40.0%

60.0%

80.0%
100.0%
FY 23 Actual FY 24 Actual FY 25 Estimated FY 26 Proposed FY 27 Proposed General Fund Balance by Percentage
Agenda Item #13.1.

FY26 UNFUNDED NEEDS
 Corp Yard Flood Hazard Mitigation
 Walking trails
 Competitive Employee compensation
 Cost of permanent City Hall
Agenda Item #13.1.

REORG -

UNREPRESENTED
CLASSIFICATIONS Unrepresented Classifications Savings/Cost Assistant City Manager* (293,093)
City Clerk (224,183)
Administrative Services Director 22,871
Deputy City Manager 20,965
Total Personnel Cost Impact (473,440)
*Title to PW Director
Agenda Item #13.1.

From: Jake Scheideman
To: Paul Dohring; Michelle Deasy; Aaron Barak; Kate Spadarotto; Billy Summers; City Manager Cc: Jake Scheideman
Subject: [External] St Helena Destination Marketing Investment - add to Public Comment Date: Thursday, May 8, 2025 5:32:33 AM
Letter to City Council & City Administrator Anil Comelo, 5/5/25 My letter to you may be a bit different from others. I have been a St Helena business owner for 33 years of the 39 years I have lived here. I have been directly and indirectly involved in the many changes to St Helena and Napa Valley as a whole. I’ve watched our surrounding communities invest and re-invest in their business communities, welcome businesses, and build the infrastructure for tourism. For many years, they saw very little return on their investment, but they are finally receiving the financial return into their city coffers and able to adequately support the needs of their community and residents.

Meanwhile, St Helena has remained stagnant and reluctantly investing the minimal amount in their Destination Marketing, sometimes showing public distain for tourism. Unfortunately, there has always been an adversarial struggle with their own hardworking business community and Chamber of Commerce, in regard to tourism and destination marketing. St Helena and its businesses are now reaping the return on their “lack” of investment. I felt my business dropping 15-20 years ago – which is why I opened a second store in business-friendly Napa.

In business, when times are tough it is always the biggest temptation to cut “Marketing” dollars. While I understand the temptation, every smart businessperson will tell you – this is the wrong thing to do.

Last year I decided to re-invest in St Helena, rather than see the town lose their only bike shop or add to the blight of another empty storefront. While I had only been away for 2.5 years – much has changed in the business climate. Business in St Helena is extremely challenging. Our active population is aging, changing, and shrinking. The once reliable and “taken for granted” tourists have many attractive options and our neighbors in every direction are aggressively marketing for those tourist dollars. Almost by design, St Helena has fallen behind, by a wide margin.

As a re-invested local business owner, I urge you to continue to fully invest in the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts. While one can argue that a Chamber of Commerce should be able to sustain itself with membership dues – our Chamber of Commerce is also the marketing arm for the City of St Helena, in the highly competitive Napa Valley. This is a massive professional undertaking, and without this strategic investment in Destination Marketing, St Helena will suffer.

This Chamber’s Destination Marketing gets better and better each year with proven results, despite their small budget. As you know, this funding is only a fraction of our competing neighbor’s investment into destination marketing and if our community hopes to maintain their quality of life, the City needs the revenue to support it. As both a citizen and a heavily invested business owner – I need St Helena to be successful. If St Helena wants to attract more businesses to St Helena and fill their downtown – the City of St Helena must show they are willing to invest in their destination marketing. This is the only “Expense” that brings you a proven financial return on your investment. It’s a simple economic decision.

For St Helena to fund the needs of its citizens, you will need to strategically invest and embrace your business community. We are heading into uncharted challenges ahead and now is not the time to stop investing in something that brings you a return on that investment. As a Agenda Item #13.1.

business stakeholder in this community – I’m depending on you for your support.

Thank you
Jake Scheideman
Owner, St Helena Cyclery
Agenda Item #13.1.

1 St Helena Finance Committee
May 2025
Draft Budget Review FY26 & FY27
The Finance Committee appreciates the reductions in FY ‘26 and ‘27 General Fund forecast expenditures discussed by City staff with the Committee, which we estimate could provide as much as $1 million in budget savings for each year compared to the draft budgets originally shared with our committee.

Based on this progress and the fact that the proposed 2-year forecast General Fund expenditures remain approximately $1-2 million short of expected revenues, we recommend the City staff and Council dig deeper into the proposed expenditures to reduce the deficit further. We recognize that this is a tall order. However, this may spur City staff and Council to be creative or reconsider areas that were once deemed untouchable.

Further, we recommend City Council and staff complete a mid-year department by department line-item review of the FY26 and FY27 budgets in February 2026 and develop a plan to achieve balanced budgets for FY28 and beyond including adjustments to the FY27 budget to support the glide path to a balanced budget. While this plan may include a recommendation for additional expenditure reductions and/or new revenue, the plan needs to include a contingency plan if these revenues require voter approval and is not successful.

We do find that it would be acceptable for the City to access reserves to pre-fund and setaside funding of the long-term liability needs on an annual basis for the items discussed in our response to the structural deficit staff report, until such time annual General Fund revenues equal or exceed budgeted operating expense. These one-time uses of reserves should be one-time only, not repeated in future budgets unless on an emergency basis.

The committee has completed a rigorous line-by-line review of all departments presented in the General Fund draft budget as evidenced by our questions presented to staff and their helpful and knowledgeable shared responses. Below we list those items, in the general fund draft budget, we feel deserve full consideration of council during their review of the draft budget that will be presented at Council’s May 13, 2025 meeting. The noted amounts are budget savings.

1. Freeze the open City Clerk position and continue operating as we are currently, approximately $200,000.

Agenda Item #13.1.

2 2. Remove the FY26 budgeted funding for election, $90,000.

3. Reduce the City Council budget for contributions to what was approved at the same level for FY26 & FY27, approximately zero dollars savings in FY26 and $100,000 FY

27. 4. Remove or reduce the undefined City Council “other contract services” budget, approximately $50,000.

5. Remove the Assistant City Manager position from the organizational structure, approximately $300,000.

6. Remove the City Manager department undefined and noncontracted “other contract services” budget, approximately $50,000.

7. Assuming Council adopts a bifurcated policy of funding vehicles and equipment (including technology) as described in our earlier responses, the IT department budget funding FUND 592 should be reconsidered, approximate reduction $25,000.

8. Reduce Park and Recreation fireworks budget, approximately $45,000.

9. Remove or reduce the undefined Nondepartmental “other contract services” budget, approximately $50,000.

10. The CARES program funding assistance for low-income water and waste-water customers should be included in the enterprise budgets. As with other utilities, these assistance programs are paid for through rates paid by all rate paying customers. Approximately $85,000.

11. Sidewalk rehabilitation sharing should be funded through Measure T/U funds, approximately $50,000.

12.Charge planning customers for credit card fees associated with payments, approximately $25,000.

13. Remove the budgeted funds for the additional Napa Valley Vine Trail cost overrun and charge them to the Traffic Mitigation Fund which has a balance in excess of $3 million. This is a new “facility” and mitigates vehicle impact on pedestrians through reduced traffic within our city limits. Approximately $300,000 for FY26 and possibly future years.

14.Many Northern California jurisdictions facing similar budget shortfalls are looking to salary and benefit modifications to balance their budgets. While the committee supports fair and competitive wage and benefit structures, our city needs to make a comprehensive review of benefits accruing to all staff groups and bargaining units comparatively to our neighboring municipalities and county-wide businesses with which we compete for staff. We need to introduce the topic to the bargaining groups and implement adjustments over a few years to comparable and still competitive structures. Wages and benefits are 70% of our budget. If we do not begin the process of controlling our labor and benefits structures, we may never balance our Agenda Item #13.1.

3 budget. Raw figures suggest there is upwards of $1 million of savings once fully implemented.

Conclusion
The above review suggests there is approximately $1 million of savings the council can act on with potentially more areas to balance the budget.

Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 1:07 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiDGYpw_ObTbvtfdrB8wgj5sR8U-M9M57NCl… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/7/25, 1:07 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiDGYpw_ObTbvtfdrB8wgj5sR8U-M9M57NCl… 2/3 Agenda Item #13.1.

Adventist Health St. Helena
Ericka Iten
Ericka iten
This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 1:07 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiDGYpw_ObTbvtfdrB8wgj5sR8U-M9M57NCl… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:28 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNhxD6AkCq0tqCj0ZAlo8nWw2rQ259C70GQv… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

AERENA Galleries and Gardens
Business Organization:  *
5/7/25, 12:28 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNhxD6AkCq0tqCj0ZAlo8nWw2rQ259C70GQv… 2/3 Agenda Item #13.1.

Olin Russum
This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:28 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNhxD6AkCq0tqCj0ZAlo8nWw2rQ259C70GQv… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:29 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiTG452qhpClCmlzeddO3Bps4Ob-IR-YnkAYk… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/7/25, 12:29 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiTG452qhpClCmlzeddO3Bps4Ob-IR-YnkAYk… 2/3 Agenda Item #13.1.

AERENA Galleries
David Buzanski
St. Helena leadership is known for one thing - mismanagement and poor decisions that hurt businesses. Time and time again you stick your head in the sand and try to cater to the residents who don't support any of the stores in town. You need to seriously re-evaluate the lack of support for local businesses and learn from your past mistakes. I have no faith that you will, but as someone who has seen the slow decline of tourism in St. Helena over 9 years, the city has done nothing to help. In reality, the city council does everything in it's power to punish businesses and push tourists away. The removal and cutting down of dozens of irreplaceable and beautiful trees along Main Street was just the most recent example. I stand with the Chamber of Commerce and the Welcome Center in St. Helena - who has done more for businesses here then the spineless city council has ever considered.

This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:29 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiTG452qhpClCmlzeddO3Bps4Ob-IR-YnkAYk… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to funding destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business.

We’re asking you to sign this letter, urging City Council to prioritize destination marketing efforts and not reduce funding.
5/6/25, 3:47 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjBaoyJROwtJb7I94YA6v9Xssrc3KZdUHOf-Ie… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/6/25, 3:47 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjBaoyJROwtJb7I94YA6v9Xssrc3KZdUHOf-Ie… 2/3 Agenda Item #13.1.

Alila Napa Valley
Alyson Heidesch
We need tourism.

This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/6/25, 3:47 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjBaoyJROwtJb7I94YA6v9Xssrc3KZdUHOf-Ie… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to funding destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business.

We’re asking you to sign this letter, urging City Council to prioritize destination marketing efforts and not reduce funding.
5/6/25, 3:45 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgnzC2XbFfdoVqm2On4SQEGtRsfG9xReeDq3… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/6/25, 3:45 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgnzC2XbFfdoVqm2On4SQEGtRsfG9xReeDq3… 2/3 Agenda Item #13.1.

Alila Napa Valley
Austin Andrews
This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/6/25, 3:45 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgnzC2XbFfdoVqm2On4SQEGtRsfG9xReeDq3… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:16 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNirZcrRQf--kziMioi3cTXxmBiJqWKqDX115J0… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

Alila Napa Valley
Business Organization:  *
5/7/25, 12:16 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNirZcrRQf--kziMioi3cTXxmBiJqWKqDX115J0… 2/3 Agenda Item #13.1.

Soo Bazzano
This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:16 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNirZcrRQf--kziMioi3cTXxmBiJqWKqDX115J0… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to funding destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business.

We’re asking you to sign this letter, urging City Council to prioritize destination marketing efforts and not reduce funding.
5/6/25, 3:46 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgB86VnRVsHSM4OpGH8wj8Q9Degq1mqqfip… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/6/25, 3:46 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgB86VnRVsHSM4OpGH8wj8Q9Degq1mqqfip… 2/3 Agenda Item #13.1.

Alila Napa Valley
Andrea Haimes
This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/6/25, 3:46 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgB86VnRVsHSM4OpGH8wj8Q9Degq1mqqfip… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/8/25, 10:12 AM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjBRRLswzgLeRCFKV_IF_kzgwJc0sSsRDWX… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/8/25, 10:12 AM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjBRRLswzgLeRCFKV_IF_kzgwJc0sSsRDWX… 2/3 Agenda Item #13.1.

American Canyon Chamber of Commerce and Welcome Center
Valerie Zizak-Morais
The St. Helena Chamber of Commerce plays a vital role in the economic impact of the Napa Valley. Funding this organization is a key component to keeping the Napa Valleys business community strong and thriving.

This content is neither created nor endorsed by Google.

Business Organization:  *
Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/8/25, 10:12 AM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjBRRLswzgLeRCFKV_IF_kzgwJc0sSsRDWX… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:58 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjiSIbwdwaSNWI-t-AmbZ8hG8U-Cwrc22cxj1… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/7/25, 12:58 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjiSIbwdwaSNWI-t-AmbZ8hG8U-Cwrc22cxj1… 2/3 Agenda Item #13.1.

I don’t own a business but have worked in the service industry here in St Helena for 20 yearzs Anne offord
We need visitors and revenue to keep the city up and running We need tourists and the revenue they will bring
This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:58 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjiSIbwdwaSNWI-t-AmbZ8hG8U-Cwrc22cxj1… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to funding destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business.

We’re asking you to sign this letter, urging City Council to prioritize destination marketing efforts and not reduce funding.
5/6/25, 3:42 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgivXVwNQaw5DUs7A2o_JgkNmnE3Xm3Rrk… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/6/25, 3:42 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgivXVwNQaw5DUs7A2o_JgkNmnE3Xm3Rrk… 2/3 Agenda Item #13.1.

Local Business Advocate and Restaurant Operations Consultant Annette Shafer
This funding is crucial for the fiscal health of our community. We’re results based and the numbers reflect that our efforts are successfully driving traffic to St. Helena and our local businesses. It is a sound and crucial investment by the City.

This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/6/25, 3:42 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgivXVwNQaw5DUs7A2o_JgkNmnE3Xm3Rrk… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 1:16 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNh4msbHh_Snmh-8S30Cgif5v6JoQaTvZgBWl… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/7/25, 1:16 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNh4msbHh_Snmh-8S30Cgif5v6JoQaTvZgBWl… 2/3 Agenda Item #13.1.

Arcilla Napa Valley
Bryan Galvan
This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 1:16 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNh4msbHh_Snmh-8S30Cgif5v6JoQaTvZgBWl… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:36 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNg_ICCrVYvd2pGBoJ-UNkl9sEHxrUtG66Mq2… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/7/25, 12:36 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNg_ICCrVYvd2pGBoJ-UNkl9sEHxrUtG66Mq2… 2/3 Agenda Item #13.1.

Barnett Vineyards
Enrique Mora
This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:36 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNg_ICCrVYvd2pGBoJ-UNkl9sEHxrUtG66Mq2… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:34 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjB_z8_Wazi3OA6rpjvQqidntZC7lAG0r9r_f4W… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

Beaulieu Vineyard
Business Organization:  *
5/7/25, 12:34 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjB_z8_Wazi3OA6rpjvQqidntZC7lAG0r9r_f4W… 2/3 Agenda Item #13.1.

Claire Wilkins
This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:34 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjB_z8_Wazi3OA6rpjvQqidntZC7lAG0r9r_f4W… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 1:04 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNi5-8U_-yCj72_vK-7bLPVWjJAj9zE-4yDRkCS… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

Benessere Vineyards
Business Organization:  *
5/7/25, 1:04 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNi5-8U_-yCj72_vK-7bLPVWjJAj9zE-4yDRkCS… 2/3 Agenda Item #13.1.

Matt Reid
This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 1:04 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNi5-8U_-yCj72_vK-7bLPVWjJAj9zE-4yDRkCS… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 1:02 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjekymetmYuFpfgOMuVbZQXPjPxikp5m6xD1… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/7/25, 1:02 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjekymetmYuFpfgOMuVbZQXPjPxikp5m6xD1… 2/3 Agenda Item #13.1.

Benessere Vineyards
Travis Scarborough
As a business on the ground, I can say with certainty: cutting funding now would be a mistake. We need more support, not less, if we want to remain competitive and keep our local economy strong.

This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 1:02 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjekymetmYuFpfgOMuVbZQXPjPxikp5m6xD1… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:34 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiMrH6dMKHph3D5Nm3GoyjirUOHf7OjsltG… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/7/25, 12:34 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiMrH6dMKHph3D5Nm3GoyjirUOHf7OjsltG… 2/3 Agenda Item #13.1.

Beringer Vineyards
Claire Wilkins
To echo this important letter, it is more important now than ever to invest in our marketing efforts, and the business community needs this financial support. We are heading into a very exciting year in 2026 celebrating 150 years of our beautiful City and of our beautiful Beringer Vineyards - please ensure that we have the correct marketing funding in place to fully take advantage of this exciting milestone and ensure everyone knows about it and wants to visit us. Thank you This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:34 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiMrH6dMKHph3D5Nm3GoyjirUOHf7OjsltG… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:24 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgmBk8Pogf15dBSufRMR_Q2te6h1r8GVQ8p5… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/7/25, 12:24 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgmBk8Pogf15dBSufRMR_Q2te6h1r8GVQ8p5… 2/3 Agenda Item #13.1.

Bespoke Napa Valley
Kate Hamlin
This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:24 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgmBk8Pogf15dBSufRMR_Q2te6h1r8GVQ8p5… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 1:06 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNi8FZ3Mc7IZgjOeMtlqUetxiASFWEubzeWTh5… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

Bigshot in Winecountry media
Business Organization:  *
5/7/25, 1:06 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNi8FZ3Mc7IZgjOeMtlqUetxiASFWEubzeWTh5… 2/3 Agenda Item #13.1.

Nicole Marino
Roll with the times
Nicole Marino
This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 1:06 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNi8FZ3Mc7IZgjOeMtlqUetxiASFWEubzeWTh5… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:32 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgIBRGamYc6zfpUkk9RuHc0LR6cKcBaUzBJ… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

Emdash Designs and Bloomin' Pissed
Business Organization:  *
5/7/25, 12:32 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgIBRGamYc6zfpUkk9RuHc0LR6cKcBaUzBJ… 2/3 Agenda Item #13.1.

Abigail Tuller
This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:32 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNgIBRGamYc6zfpUkk9RuHc0LR6cKcBaUzBJ… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:25 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjW3-evBy6nMLEfgOxcraCanLQWdT4ziYhm… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

Boba and More
Business Organization:  *
5/7/25, 12:25 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjW3-evBy6nMLEfgOxcraCanLQWdT4ziYhm… 2/3 Agenda Item #13.1.

Dawa Sherpa
This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:25 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjW3-evBy6nMLEfgOxcraCanLQWdT4ziYhm… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:23 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNinDPqlri4aXUp3L9FEyW3rvciY294uud6_YiY… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

Brasswood Cellars, Brasswood Bar + Kitchen, Brasswood Bar + Bakery, Brasswood Boutique Business Organization:  *
5/7/25, 12:23 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNinDPqlri4aXUp3L9FEyW3rvciY294uud6_YiY… 2/3 Agenda Item #13.1.

Michelle Dondero
The campaigns led by the St. Helena Chamber of Commerce have had a measurable and meaningful impact on our local businesses—driving increased foot traffic, reservations, and sales. Their efforts have effectively represented, advocated for, and elevated our business community to both new and returning visitors.

We respectfully urge you to consider increasing their budget. The Chamber’s small but mighty team has consistently delivered results, and with additional resources, they can amplify that success even further.

In a crowded and competitive landscape, it’s essential that St. Helena’s voice as a premier destination is clear, confident, and reaching the right audiences. Continued investment in the Chamber's funding ensures that voice is heard.

This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:23 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNinDPqlri4aXUp3L9FEyW3rvciY294uud6_YiY… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:23 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNinDPqlri4aXUp3L9FEyW3rvciY294uud6_YiY… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

Brasswood Cellars, Brasswood Bar + Kitchen, Brasswood Bar + Bakery, Brasswood Boutique Business Organization:  *
5/7/25, 12:23 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNinDPqlri4aXUp3L9FEyW3rvciY294uud6_YiY… 2/3 Agenda Item #13.1.

Michelle Dondero
The campaigns led by the St. Helena Chamber of Commerce have had a measurable and meaningful impact on our local businesses—driving increased foot traffic, reservations, and sales. Their efforts have effectively represented, advocated for, and elevated our business community to both new and returning visitors.

We respectfully urge you to consider increasing their budget. The Chamber’s small but mighty team has consistently delivered results, and with additional resources, they can amplify that success even further.

In a crowded and competitive landscape, it’s essential that St. Helena’s voice as a premier destination is clear, confident, and reaching the right audiences. Continued investment in the Chamber's funding ensures that voice is heard.

This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:23 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNinDPqlri4aXUp3L9FEyW3rvciY294uud6_YiY… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:23 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNinDPqlri4aXUp3L9FEyW3rvciY294uud6_YiY… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

Brasswood Cellars, Brasswood Bar + Kitchen, Brasswood Bar + Bakery, Brasswood Boutique Business Organization:  *
5/7/25, 12:23 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNinDPqlri4aXUp3L9FEyW3rvciY294uud6_YiY… 2/3 Agenda Item #13.1.

Michelle Dondero
The campaigns led by the St. Helena Chamber of Commerce have had a measurable and meaningful impact on our local businesses—driving increased foot traffic, reservations, and sales. Their efforts have effectively represented, advocated for, and elevated our business community to both new and returning visitors.

We respectfully urge you to consider increasing their budget. The Chamber’s small but mighty team has consistently delivered results, and with additional resources, they can amplify that success even further.

In a crowded and competitive landscape, it’s essential that St. Helena’s voice as a premier destination is clear, confident, and reaching the right audiences. Continued investment in the Chamber's funding ensures that voice is heard.

This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:23 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNinDPqlri4aXUp3L9FEyW3rvciY294uud6_YiY… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:51 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNhREg92pfA1fFTGKNQCJ4mHpPYTwGqz4Z0… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/7/25, 12:51 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNhREg92pfA1fFTGKNQCJ4mHpPYTwGqz4Z0… 2/3 Agenda Item #13.1.

Brasswood/Goose & Gander
Marcus Marquez
Thank you for recognizing the value of the work our businesses and the Chamber do to support the city and local nonprofits year after year.

This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:51 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNhREg92pfA1fFTGKNQCJ4mHpPYTwGqz4Z0… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/8/25, 10:11 AM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNi3cGqabJ1LmCE_xtIC0Jk6e3hzUCRkuPxZh-R… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/8/25, 10:11 AM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNi3cGqabJ1LmCE_xtIC0Jk6e3hzUCRkuPxZh-R… 2/3 Agenda Item #13.1.

caldwell snyder gallery
oliver caldwell
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Business Organization:  *
Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/8/25, 10:11 AM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNi3cGqabJ1LmCE_xtIC0Jk6e3hzUCRkuPxZh-R… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:15 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNhnHbQds1HHkJao_vxDVQtF_glGg-j2V81ZB_… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

Calistoga Chamber of Commerce
Business Organization:  *
5/7/25, 12:15 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNhnHbQds1HHkJao_vxDVQtF_glGg-j2V81ZB_… 2/3 Agenda Item #13.1.

Eric Reichert
Tourism is the backbone of the Napa Valley economy, and an investment in destination marking via the St. Helena Chamber of Commerce will help keep visitors flowing through St. Helena. Amy and her team have worked magic with limited resources. I would suggest increasing the City's contribution for destination marketing, as tourism affects every aspect of the town.

This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:15 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNhnHbQds1HHkJao_vxDVQtF_glGg-j2V81ZB_… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 1:07 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNhF14zZv9BKseJzqpu9gzCdIlaU5jrnapYUtR_t… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/7/25, 1:07 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNhF14zZv9BKseJzqpu9gzCdIlaU5jrnapYUtR_t… 2/3 Agenda Item #13.1.

Central Valley Builders Supply
Stephen C. Patterson
Although not directly tied to tourism, Central Valley's business has, for as long as I can recall, has been a staunch supporter of the St. Helena Chamber of Commerce and its efforts. Succinctly, we believe that what is good for local business is good for the local community and strongly encourage you to follow the Chamber's recommendation. Thank you for your consideration.

This content is neither created nor endorsed by Google.

Business Organization: *
Name: *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 1:07 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNhF14zZv9BKseJzqpu9gzCdIlaU5jrnapYUtR_t… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/8/25, 9:34 AM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiwPDM-yicIo84h1iCnK-hjftAoZPFYjTnfUIJSJ… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/8/25, 9:34 AM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiwPDM-yicIo84h1iCnK-hjftAoZPFYjTnfUIJSJ… 2/3 Agenda Item #13.1.

Charles Krug Winery
Angelina Mondavi
Without bringing tourists a reason to visit, they will not come and stop in our hometown. We need the ability to get the word out when we have events to the locals but also the tourists who are staying at hotels locally.

Hamstringing everybody that is desperately needing business!!!!!! Angelina mondavi
This content is neither created nor endorsed by Google.

Business Organization:  *
Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/8/25, 9:34 AM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiwPDM-yicIo84h1iCnK-hjftAoZPFYjTnfUIJSJ… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 1:19 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiTa2E3LDA9Mr19f8SmOfYDpvU74hKbOalf9… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

Charles Krug Winery
Business Organization:  *
5/7/25, 1:19 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiTa2E3LDA9Mr19f8SmOfYDpvU74hKbOalf9… 2/3 Agenda Item #13.1.

Riana Mondavi
Chambers has been integral in partnerships to get marketing and information out there supporting local businesses.

Revenue from Tourists supports our local economy. Removing capabilities to market and attract more will do more harm then good to the budget.

I am also a resident and appreciate Chambers support for the businesses. I often find out about events and offerings by the businesses through chambers, like my one stop shop for what we can support and do on our days off or after work and school.

This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 1:19 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiTa2E3LDA9Mr19f8SmOfYDpvU74hKbOalf9… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing in St.

Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 12:59 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiSeHsENdL4Q1ssL464XV2eIzX_1NpSXmkgj… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000. These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money— elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked].

Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.

Charlie’s
Business Organization:  *
5/7/25, 12:59 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiSeHsENdL4Q1ssL464XV2eIzX_1NpSXmkgj… 2/3 Agenda Item #13.1.

Elliot Bell
The chamber plays a vital
Role in bringing guests to St Helena we directly see the effect in our business This content is neither created nor endorsed by Google.

Name:  *
Share additional comments below for City Council:

Not a business, but want to sign?
If you're a resident who values the positive impact of tourism on our local economy sign here.

Forms
5/7/25, 12:59 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNiSeHsENdL4Q1ssL464XV2eIzX_1NpSXmkgj… 3/3 Agenda Item #13.1.

Sign this Letter of Support for Destination Marketing
in St. Helena to Increase Tourism.

The City is currently evaluating its budget, and further cuts to destination marketing are being considered. This would significantly reduce our ability to attract visitors and could impact your business. We're asking you to sign this letter, urging City Council to prioritize destination marketing and not reduce the funding. 5/7/25, 1:01 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjcWnvBjMr_6Gcg7rR_EPKgn4Vj1ehM4gjU3… 1/3 Agenda Item #13.1.

Letter to City Council
To City Council,
As a local business owner, I respectfully urge you to continue fully funding the St. Helena Chamber of Commerce’s destination marketing efforts—without any further cuts.

The Chamber has a proven, data-backed track record of successfully attracting visitors to our community, which directly benefits not just individual businesses like mine, but the city as a whole. These targeted efforts—from digital ads and video campaigns to strategic public relations and signature events—bring real people to our hotels, restaurants, shops, and wineries. In short, they keep our local economy alive and thriving. It's marketing 101. Less promotions of a destination, equals less TOT in the City's pocket.

Let’s be clear: tourism is not a luxury—it’s a necessity for businesses to succeed. Without it, small businesses suffer, jobs disappear, and tax revenues drop. That’s not just a hit to Main Street and St. Helena—that’s a hit to every city service that relies on visitor dollars.

We’re already at a competitive disadvantage. In 2022/2023, City Council cut the City's marketing contribution from $325,000 to just $175,000. Meanwhile, nearby Calistoga receives $550,000 and Yountville gets $350,000.

These cities understand the value of investing in tourism, and their numbers show it. If we don’t keep up, visitors will choose to spend their time—and their money—elsewhere and so will businesses.

In previous years, with stronger funding, St. Helena saw stronger tourism numbers. The return on investment was real. The Chamber’s campaigns drove quantifiable results: [In 2022-23 a 6 month campaign booked 1125 hotel rooms in St. Helena and generated $554,759 in hotel TOT] and so far this year, we’re 3 months into the campaign at [ a $170,486 and 315 rooms booked]. Those numbers don’t include money visitors are also spending at stores, restaurants and local wineries. More spend converts to better results and higher tourism numbers.

If the City of St. Helena wants to see its businesses invest in the community, it must do the same. Fully funding tourism marketing isn’t just good for business—it’s smart, strategic governance that uplifts the entire community.

As you know the more visitors spend, the more tax revenue the city collects. Cutting funding to destination marketing would be a step backwards.

Let’s keep the momentum going. Let’s invest in marketing the destination. I respectfully urge you to maintain full funding for the Chamber’s
destination marketing efforts. This will show the business community that Council understands the importance of marketing a destination and the value it brings for businesses, the City’s TOT, and staying competitive with nearby communities.

This isn’t just about promoting tourism—it’s about
protecting the heart and soul of St. Helena.

Thank you for your time and leadership.
5/7/25, 1:01 PM Sign this Letter of Support for Destination Marketing in St. Helena to Increase Tourism. https://docs.google.com/forms/d/1HNi-l6_BiwHslBqdOS1ZawpHXE7sQNR_wlS30Y7nSjc/edit#response=ACYDBNjcWnvBjMr_6Gcg7rR_EPKgn4Vj1ehM4gjU3… 2/3 Agenda Item #13.1.