St. Helena City Council
May 27, 2025

will likely use only about $20k from the line item for the July 4th activities, which is available in the 4th of July fund balance.

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

Staff response/analysis: Not recommended. Staff believes having the funds available is prudent for efficient operation and if not used will be returned to fund balance at the end of the fiscal year.

10. The CARES program funding assistance for low-income water and wastewater 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.

Staff response/analysis: Not recommended. The City Attorney has indicated that use of enterprise funds may violate Section 6(b) of Proposition 218.

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

Staff response/analysis: NVTA has confirmed eligibility under Measure U. The City must update its five-year Measure U project list and obtain NVTA approval.

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

Staff response/analysis: Not recommended. While there could be significant savings if all credit card users (including payers of Water bills) were included, it will result in customer inconvenience and potential increase in handling costs.

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.

Staff response/analysis: Not recommended. The project is not included in the current Development Impact Fee study and is therefore not an eligible expense.

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 Agenda Item #12.1.

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.

Staff response/analysis: Agree. Staff believes that any decision regarding compensation should be grounded in relevant data. To that end, staff supports a class and compensation study and has issued a Request For Proposals to retain a qualified professional.

Additionally, the Finance Committee also recommended that the city withdraw from reserves monies for the following:

Description Amount
Unfunded Liability Contributions to 115 Trust 500,000
Prefund Major Building Improvements & Betterment 200,000 Prefund Purchased Vehicles & High Cost Long-Live
Equipment 100,000
Total 800,000
Staff agrees that the city should set aside monies for the above purposes once it has sufficient revenue/reserves to do so. While segregating funds from reserves for the above purposes is helpful, it does not solve the City’s fiscal challenges.

ENVIRONMENTAL REVIEW:

None.

GOAL:

Goal 1: Strengthen Financial Sustainability
Agenda Item #12.1.

MAY 27, 2025
Agenda Item #12.1.

FINANCE COMMITTEE RECOMMENDATIONS
Description Budget
Impact
Implemented
or Recommend

1. Freeze Assistant City Manager (300,000) Yes

2. Freeze City Clerk (200,000) Yes

3. Remove FY26 Election Expense (90,000) Yes

4. Reduce Council Contributions in FY27 to Match
FY26
(100,000) Yes

5. Remove/Reduce Undefined Contract Services –
City Council
(50,000) No

6. Remove/Reduce Undefined Contract Services –
City Manager
(50,000) No

7. Remove/Reduce Undefined Contract Services –
Non Department
(50,000) No
Agenda Item #12.1.

FINANCE COMMITTEE RECOMMENDATIONS
Description Budget
Impact
Implemented
or Recommend

8. Reduce Equipment Replacement IT Spending (25,000) No

9. Reduce Fireworks Budget (45,000) Partial

10. Fund CARES program with Enterprise Funds (85,000) Research

11. Fund Sidewalk Rehab Program with Measure
U
(50,000) Yes

12. Charge Planning Customers Credit Card Fees (25,000) No

13. Fund Vine Trail Overrun with Traffic
Mitigation Fees
(300,000) Does not Qualify

14. Compensation Analysis Approx. $60K Yes/FY25
Agenda Item #12.1.

FINANCE COMMITTEE RECOMMENDATIONS
Description Budget
Impact
Implemented
or Recommend

15. Unfunded Liability Contribution to 115 Trust 500,000 No

16. Prefund Major Building Improvements &
Betterments
200,000 No

17. Prefund Purchased Vehicles & High Cost Longlive Equipment100,000 No Agenda Item #12.1.

QUESTIONS?
Agenda Item #12.1.

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

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

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

Also, during 2022 with the departure of our city manager, an interim city manager, and the hiring of a new city manager we created three new positions; one assistant city manager, and two assistants to the city manager (these later two titles have changed over time). This increased spending approximately $750,000. In 2023 we moved into our current city hall location from temporary quarters on Railroad Avenue after shuttering City Hall on Main Street. After spending approximately $2 million on leasehold improvements we are incurring annual rent and related annual expense increases such as insurance, utilities, Agenda Item #12.1.

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

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

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

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

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

We suggest a bifurcated approach to building maintenance. Standard and general annual maintenance such as painting, carpet replacement, fixing locks, fixing a window, dripping facets, a toilet, etc. should be budgeted annually as the situations are discovered and needs arise. This likely requires some annual budgeting based on Public Works’ determination. More substantial building needs such as re-roofing an entire building, HVAC replacement, and other major mechanical and electrical replacements (typically described as major improvements and betterments that are capitalized) would appropriately use a prefunding mechanism if City Council chooses that policy. We must note the Agenda Item #12.1.

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

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

The unfunded PERS liability of $16 million, and likely growing, needs to be addressed. City Council reviewed and selected a firm to help manage through annual deposits into investment accounts. It is important to note that funding the unfunded PERS liability is fully discretionary and will depend on an assessment of the appropriate timeline to fund the liability and the amount of the liability to fund. The consultant suggested you never want to fully fund your PERS liability and provided that 80% funding level was a prudent goal. Our council liaison suggests we should fund at a higher level, maybe even 100%. The matter is debatable, and City Council will need to decide. We support consideration of Agenda Item #12.1.

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

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

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

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

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

Agenda Item #12.1.

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

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

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

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

City Council has discussed undertaking an efficiency study of the organizational structure. We suggest that this project be broad based, completely transparent, and investigate all aspects of our organizational structure including salary and benefits, staffing levels, manager to staff ratios, morale, training, supervision, career development, and affordability. It is vitally important that the firm Agenda Item #12.1.

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

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

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

1. Unfunded PERS liability $500,000

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

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

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

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

Agenda Item #12.1.

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 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.

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.

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.

Agenda Item #12.1.

2 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 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 #12.1.

From: Mark Smithers
To: Paul Dohring; Michelle Deasy; Aaron Barak; Kate Spadarotto; Billy Summers Cc: Erika Opp
Subject: [External] Agenda item 12.1 Review and discuss FC recommendations Date: Tuesday, May 27, 2025 3:25:00 PM
To our mayor and city council members,
We have not yet had the opportunity to comment on the staff report reviewing the Finance Committee Budget Response. While we are pleased that many of our suggestions were incorporated into the existing budget draft there are a few items we’d like to respond to as follows. These items have been discussed with staff and they will be available to discuss in more detail at today’s council meeting.

Item 10 CARES program budget. This budget as we understand has increased to $150,000 in the existing draft. Since the staff report was written, the city attorney has provided support that the CARES program can be funded in the enterprise through non-rate revenues which include penalties and interest income. In FY24 penalties and interest income above amounts contemplated in the rate study were approximately $150,000. Staff is concerned about the uncertain nature of penalties and interest income; however, history can serve as a basis for penalties (adjusted for drought periods) and interest income can be forecasted based on projected cash and equivalents. Even if one wants to lean on the “uncertainty” of penalties, the city should strive to have the CARES program funded by the enterprise by using the penalty and interest income to the greatest extent possible. The solution is to budget for the CARES program in the enterprise (not in the General Fund). If the enterprise comes up short for some reason, a small transfer from the General Fund can fill the gap. Given that this amount will be relatively small, it doesn’t really need to be budgeted in the General Fund.

Item 13 NVVT funding budget of $300,000. Our initial thought of using Traffic Mitigation Funds can be used but it requires a rework of the projects includable for Traffic Mitigation Funds.

There are two acceptable alternatives which remove or reduce the funding from the FY26 budget. We aren’t certain if staff has concluded on the likely correct answer which is that the $300,000 is an expense of FY25. The associated project (the Vine Trail leg from SH to Calistoga) was completed in FY25 and the $300,000 additional funding was approved in FY25, so correct accounting requires the amount to be accrued in FY25. Alternately, the $300,000 could be expensed and paid over a number of years from the $85,000 annual General Fund transfer required for Class I bike trails associated with Measure T/U. We strongly feel that GAAP requires the $300,000 be accrued in FY25 and not expensed or in any way part of the FY 26 spending budget. Either way, two Finance Committee members have offered to talk with the NVVT and are confident the $300,000 can be paid over three to four years.

Agenda Item #12.1.

Items 4, 6, and 9 unidentified contract services of $50,000 each for a total of $150,000. Staff’s position is that having the “funds available is prudent for efficient operations.” Given that the spending need is not identified and that we are incurring significant deficits for the next two years, the committee feels it is more prudent to not include pre-authorized amounts that have no identified project or need. We think (in these times) it is more prudent that as a need arises a request would be brought to council for discussion which would include whether or not the perceived need is really necessary, in these times. This will result in more transparency to the public and we are aware that transparency is something the council and the city agree on to build trust with the community.

Thank you in advance for considering the Finance Committee’s supplemental comments to the staff report.

Mark Smithers on behalf of the Finance Committee
Agenda Item #12.1.

Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administration
DATE: May 27, 2025
FROM: Mandy Kellogg, Administrative Services Director
SUBJECT: Approval of a Resolution authorizing the City Manager to execute a three-year Professional Services Agreement
with Apex Technology Management for information
technology management services in the amount of
$250,542 for the first year and $268,542 per year for each subsequent year for a total not-to-exceed of $787,626 over a three-year term.

RECOMMENDED
ACTION:

Staff recommends approval of the attached resolution.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
PURPOSE:

The purpose of this report is to authorize the City Manager to execute a professional services agreement with Apex
Technology Management to provide information
technology management services.

FINANCIAL IMPACT: The total financial impact for the three-year period is $787,626, of which the costs associated with FY 2025-26 and FY 2026-27 were included in the Draft Biennial Budget presented to City Council on May 13, 2025.

BACKGROUND:

As the City's reliance on technology continues to grow, it is critical to ensure that the City's Information Technology (IT) infrastructure is secure, efficient, and professionally managed. Due to the small size of the City's organization, it is necessary to contract out for IT services in order to provide adequate support, ensure timely response to technical issues, and maintain system reliability. The scope and complexity of modern IT operations - including cybersecurity, network management, cloud services, and help desk functions - require specialized expertise and dedicated resources that are not feasible to maintain in-house with current staffing levels.

The City has contracted with MarinIT for IT management services since Fiscal Year 2014-15. While the partnership has provided consistent support over the years, it is best practice to periodically re-evaluate service providers to ensure the City continues to receive high-quality service, competitive pricing, and access to evolving industry best practices. As such, the City issued a Request for Proposals (RFP) on September 24, 2024 to solicit proposals from qualified firms for comprehensive IT managed services.

Agenda Item #13.1.

DISCUSSION:

The City received 10 proposals in response to the RFP. Proposals were evaluated based on experience with municipal clients, technical expertise, cybersecurity protocols, service delivery model, pricing, and overall responsiveness. Following the evaluation process and interviews with the top three candidates, staff recommends Apex Technology Management as the most qualified firm.

Since 1991, Apex has been providing enterprise-class Managed IT and Cybersecurity services to small and mid-size organizations across various industries. Their extensive experience in cybersecurity was a key factor in the City's decision to select their firm, particularly in light of the recent cyberattack the City experienced. Apex demonstrated a strong track record in implementing proactive security measures and conducting risk assessments. Their expertise will be critical in strengthening the City's digital infrastructure, mitigating future risks, and ensuring continuity of operations.

Services provided under the agreement will include the following:
 24/7 monitoring and support of City systems
 Remote Help Desk services for City staff
 Network infrastructure management and upgrades
 Cybersecurity monitoring and incident response
 Server and cloud services support
 Data backup and disaster recovery
 Strategic IT planning and reporting
The agreement includes a monthly fixed fee for core managed IT services, with provisions for project-based or time-and-materials billing for special initiatives, system enhancements, or upgrades that fall outside of the base scope of services. As part of their proposal, Apex offered a $1,500 monthly discount during the first year of the agreement and waived the one-time onboarding and transition fee of $13,375, in recognition of the City's commitment to a three-year term.

As part of the onboarding process, Apex will conduct a comprehensive needs analysis and solution evaluation, to assess the City's current IT environment, identify potential vulnerabilities, and recommend improvements. Should significant risks or high-priority initiatives be identified, staff may return to the City Council with recommendations for further action based on Apex's findings.

The agreement will take effect on June 1, 2025, to provide a one-month overlap with the City's current IT consultant, ensuring a smoother and more seamless transition of services.

ENVIRONMENTAL REVIEW: None.

GOAL:

Agenda Item #13.1.

Goal 7: Enhance Organizational Effectiveness
DOCUMENTS ATTACHMENTS:

Resolution - PSA Apex Technology Management IT Services PSA APEX IT Management Services 2025.05.27
Proposal - Apex IT Management Services
Agenda Item #13.1.

CITY OF ST. HELENA
RESOLUTION NO. 2025-__
Resolution authorizing the City Manager to execute a three-year Professional Services Agreement with Apex Technology
Management for Information Technology Management Services at in the amount of $250,542 for the first year and $268,542 per year for each subsequent year for a total not-to-exceed $787,626 over a three-year term.

RECITALS
A. On September 24, 2024, a Request for Proposals (RFP) was issued to solicit proposals from qualified firms to provide IT management services; and B. The City received 10 responses in response to the RFP; and C. Following an initial evaluation, the top three firms were invited to participate in interviews; and
D. Based on a comprehensive review of qualifications, relevant experience with municipal clients, technical expertise, cybersecurity protocols, service delivery model, pricing, and overall responsiveness, staff recommends the selection Apex Technology Management; and
E. The City desires to enter into a Professional Services Agreement with Apex Technology Management for a three-year term in the amount of $250,542 for the first year and $268,542 per year for each subsequent year for a total not-to-exceed of $787,626 over a three-year period.

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

1. Authorize the City Manager to execute a three-year Professional Services Agreement with Apex Technology Management for IT management services in the amount of $250,542 for the first year and $268,542 per year for each subsequent year for a total not-to-exceed of $787,626 over a three-year period.

Agenda Item #13.1.

Approved at a Regular Meeting of the St. Helena City Council on May 27, 2025, by the following vote:

Mayor Paul Dohring:

Vice Mayor Deasy:

Council Member Barak:

Council Member Spadarotto:

Council Member Summers:

APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Erika Opp, Acting City Clerk Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025

AGREEMENT FOR PROFESSIONAL SERVICES
THIS AGREEMENT, made and entered into on June 1, 2025 by and between the City of St. Helena, located in the County of Napa, State of California (City), and Apex Technology Management, LLC (Consultant).

RECITALS:

A. City desires to employ Consultant to furnish professional services in connection with the project described as Information Technology Management Services.

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

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

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

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

SECTION 3 – TIME FOR COMPLETION
The time for completion of Services shall be as identified in Exhibit A, “Scope of Services”. The parties expressly agree that time is of the essence in the performance of this Agreement.

SECTION 4 – COMPENSATION AND METHOD OF PAYMENT
A. Subject to any limitations set forth in this Agreement, City agrees to pay consultant the amount specified in Exhibit A, “Compensation” attached hereto and made a part hereof. Total compensation shall not exceed $250,542 for the first year and $268,542 per year for two subsequent years for a total of $787,626 over a three-year term, unless additional compensation is approved in accordance with Section 2.

B. Consultant shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories if applicable: labor (by sub-category), travel, materials, equipment, supplies, subconsultant contracts, and miscellaneous expenses. Each original invoice furnished shall Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
include the expenses incurred during the preceding month, the cumulative Agreement amount, and the amount remaining on the Agreement. City shall independently review each invoice submitted to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. If no charges or expenses are disputed, the invoice shall be approved, and City will use its best efforts to cause Consultant to be paid within 30 days of receipt of invoice. If the City disputes any charges or expenses, the City will return the original invoice to Consultant for correction and resubmission. If the City reasonably determines, in its sole judgment, that the invoiced charges and expenses exceed the value of the Services performed to date and that it is probable that the Agreement will not be completed satisfactorily within the contract price, City may retain all or a portion of the invoiced charges and expenses.

Within thirty (30) days of satisfactory completion of the project, City shall pay the retained amount, if any, to Consultant.

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

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

B. In order to induce City to enter into this Agreement, Consultant represents that it is duly organized, existing and in good standing under applicable state law; Consultant is licensed to perform all aspects of the Services; Consultant will employ only persons and Subconsultants with all required licenses and certifications; that Consultant is duly qualified to conduct business in the State; that Consultant has duly authorized the execution, delivery and performance of this Agreement and the Services to be performed herein; and that the Agreement does not violate or create a default under any instrument, agreement, order or decree binding on Consultant.

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

Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
SECTION 7 – INSURANCE REQUIRED
Consultant shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Consultant, its agents, representatives, or employees, as indicated:

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

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

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

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

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

1. General Liability: $2,000,000 per occurrence for bodily injury, personal injury and property damage including operations, products and completed operations, as applicable. If Commercial General Liability Insurance or other form with a General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.

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

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

C. Professional Liability Insurance. When Consultant under this Agreement is duly licensed under California Business and Professions Code as an architect, landscape architect, environmental engineer or other professional engineer, or land surveyor (“design professional”), Consultant shall maintain at least $2,000,000 of professional liability insurance. When Consultant is not a design professional, Consultant shall maintain at least $1,000,000 of professional liability insurance combined single limit for each occurrence, insuring against professional errors and omissions in the Services performed by Consultant under this Agreement, including, without limitation, claims for negligence, misrepresentation, violation of good faith and fair dealing, and inaccurate advise arising out of, resulting from, or in connection with Services performed by Consultant under this Agreement.

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

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

Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
F. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions of $25,000 or greater must be declared to and approved by the City.

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

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

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

3. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be cancelled by either party, except after thirty (30) days prior written notice by certified mail, return receipt requested, has been given to the City.

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

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

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

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

SECTION 8 – INDEMNIFICATION
The Consultant shall be responsible for its acts of negligence, and the City shall be responsible for its acts of negligence. The Consultant agrees to indemnify and hold the City harmless from any and all claims, demands, actions and causes of action to the extent caused by the negligent Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
acts of the Consultant, its officers, agents and employees, by reason of the performance of this agreement. This indemnity shall not be construed to require indemnification of others.

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

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

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

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

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

C. Consultant understands and acknowledges City maintains an anti-fraud and anticorruption policy to protect the City, its operations, and its employees from and against financial risks, operational breaches, and unethical, fraudulent and corrupt activities. Consultant represents and warrants that Consultant, its subcontractor(s) / subconsultant(s) and their respective employees providing Services pursuant to the Agreement are (1) in good standing; (2) have not been previously investigated, convicted, or debarred for fraudulent or corrupt activities; (3) will not participate in fraudulent or corrupt activities, and (4) will take steps to ensure that its Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
employees and subcontractor(s) / subconsultant(s) employees do not participate in any fraudulent or corrupt activities. Consultant acknowledges and agrees further that it has a duty to and will report to City any information or incident(s) about possible fraudulent or corrupt activities Consultant may discover, and will cooperate in any fraud or corruption investigation conducted, with respect to Consultant’s service provided pursuant to this Agreement.

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

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

SECTION 12 – CONFIDENTIAL INFORMATION; RELEASE OF

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

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

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

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

Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
D. Consultant shall promptly notify City should Consultant, its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Consultant or be present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Consultant. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite such response.

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

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

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

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

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

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

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

Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
SECTION 16 – COMPLIANCE WITH CALIFORNIA LABOR CODE

REQUIREMENTS
A. Consultant is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., which require the payment of prevailing wage rates and the performance of other requirements on certain “public works” and “maintenance” projects (“Prevailing Wage Laws”). If the services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all subconsultants to comply with all California Labor Code provisions, which include but are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775), employment of apprentices (Labor Code Section 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815) and debarment of contractors and subcontractors (Labor Code Section 1777.1). The requirement to submit certified payroll records directly to the Labor Commissioner under Labor Code section 1771.4 shall not apply to work performed on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Section 1771.4.

B. If the services are being performed as part of an applicable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all subconsultants performing such services must be registered with the Department of Industrial Relations. Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants, as applicable. Notwithstanding the foregoing, the contractor registration requirements mandated by Labor Code Sections 1725.5 and 1771.1 shall not apply to work performed on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Sections 1725.5 and 1771.1.

C. This Agreement may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements. Any stop orders issued by the Department of Industrial Relations against Consultant or any subcontractor that affect Consultant’s performance of services, including any delay, shall be Consultant’s sole responsibility. Any delay arising out of or resulting from such stop orders shall be considered Consultant caused delay and shall not be compensable by the City. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claim or liability arising out of stop orders issued by the Department of Industrial Relations against Consultant or any subcontractor.

SECTION 17 – AUDIT AND INSPECTION OF RECORDS
A. Records of Consultant’s direct labor costs, payroll costs, and reimbursable expenses pertaining to this project covered by this Agreement will be kept on a generally recognized accounting basis and made available to City if and when required for a period of up to 3 years from the date of Consultant’s final invoice.

Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
B. Consultant shall maintain all documents and records prepared by or furnished to Consultant during the course of performing the Services for at least three (3) years following completion of the Services. Such records include, but are not limited to, correspondence, internal memoranda, technical reports and investigations, calculations, books and accounts, accounting records documenting its work under its Agreement, and invoices, payrolls, records and all other data related to matters covered by this Agreement.

C. Consultant shall permit City to audit, examine and make copies, excerpts and transcripts from such records, and the Consultant shall in no event dispose of, destroy, alter, or mutilate said books, records, accounts, and data in any matter whatsoever for three (3) years after City makes the final or last payment or within three (3) years after any pending issues between City and Consultant with respect to this Agreement are closed, whichever is later.

SECTION 18 – LIMITATION OF LIABILITY
A. Consultant agrees that any liability of City arising in connection with this Agreement shall be limited exclusively to the City-entity identified as the “City” under this Contract. Under no circumstance shall any other City-entity be liable to Consultant under any theory, whether in contract, tort, or otherwise, and Consultant waives unconditionally any such claims. Consultant hereby waives and release other City-entities from any liability under this Agreement.

B. Notwithstanding any other provision of this Agreement, in no event shall City be liable, regardless of whether any claim is based on contract or tort, for any special, consequential, indirect or incidental damages, including, but not limited to, lost profits or revenue, arising out of or in connection with this Agreement or the Services performed hereunder.

SECTION 19 – COOPERATION BY CITY
All public information, data, reports, records, and maps as are existing and available to City as public records, and which are necessary for carrying out the work as outlined in the Exhibit A, “Scope of Services”, shall be furnished to Consultant in every reasonable way to facilitate, without undue delay, the work to be performed under this Agreement.

SECTION 20 – NOTICES
All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, sent by facsimile, email, or first-class mail, addressed as follows:

To City: City Manager
1088 College Avenue
St. Helena, California 94574
To Consultant: Apex Technology Management, LLC
310 Hemsted Drive, Suite 300
Redding, CA 96002
Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
Notice shall be deemed effective on the date personally delivered or transmitted by facsimile, email, or, if mailed, three (3) days after deposit in the custody of the U.S. Postal Service.

SECTION 21 – TERMINATION
A. City may terminate this Agreement, with or without cause, at any time by giving ten (10) days written notice of termination to Consultant. If such notice is given, Consultant shall cease immediately all work in progress.

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

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

SECTION 22 – ATTORNEYS’ FEES
If litigation or other proceeding is required to enforce or interpret any provision of this Agreement, the prevailing party in such litigation or other proceeding shall be entitled to an award of reasonable attorneys’ fees, costs and expenses, in addition to any other relief to which it may be entitled. In addition, any legal fees, costs and expenses incurred to enforce the provisions of this Agreement shall be reimbursed to the prevailing party.

SECTION 23 – ENTIRE AGREEMENT
This Agreement, including the attached Exhibits, is the entire, complete, final and exclusive expression of the parties with respect to the matters addressed therein and supersedes all other agreements or understandings, whether oral or written, or entered into between Consultant and City prior to the execution of this Agreement. No statements, representations or other agreements, whether oral or written, made by any party which are not embodied herein shall be valid and binding unless in writing duly executed by the parties or their authorized representatives.

SECTION 24 – SUCCESSORS AND ASSIGNS
This Agreement shall be binding on the heirs, executors, administrators, successors and assigns of the parties. However, this Agreement shall not be assigned by Consultant without written consent of the City.

Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
SECTION 25 – CONTINUITY OF PERSONNEL
Consultant shall make every reasonable effort to maintain the stability and continuity of Consultant’s staff assigned to perform the Services required under this Agreement. Consultant shall notify City of any changes in Consultant’s staff assigned to perform the Services required under this Agreement, prior to any such performance.

SECTION 26 – DEFAULT
In the event that Consultant is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Consultant for any work performed after the date of default and may terminate this Agreement immediately by written notice to Consultant.

SECTION 27 – WAIVER
Waiver by any party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision, or a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work or Services by Consultant shall not constitute a waiver of any of the provisions of this Agreement.

SECTION 28 – LAW TO GOVERN; VENUE
This Agreement shall be interpreted, construed and governed according to the laws of the State of California. In the event of litigation between the parties, venue in state trial courts shall lie exclusively in the County of Napa. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Northern District of California, in San Francisco.

SECTION 29 – SEVERABILITY
If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s).

SECTION 30 – THIRD PARTY BENEFICIARIES
Consultant’s subconsultants shall agree to be bound to the terms of the Agreement to the extent of their scope of Services, including but not limited to, terms regarding indemnity and dispute resolution, and shall agree that City is deemed an express third party beneficiary of their subconsultant agreements. Nothing contained in this Agreement, however, shall operate to confer such or similar rights or benefits on persons or entities not party to this Agreement.

SECTION 31 – STATUTES OF LIMITATION
Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
As between the parties to this Agreement, any applicable statute of limitations for action arising out of, pertaining to, or relating to any act or failure to act in connection with this Agreement shall commence to run on the date of City’s issuance of the final Certificate for Payment, or termination of this Agreement, whichever is earlier, except for latent defects and/or deficiencies, for which the applicable statute of limitation shall begin to run upon discovery of the defect and/or deficiency and its cause.

SECTION 32 – SPECIAL PROVISIONS
This Agreement is subject to the following special provisions: none.

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

Consultant: City:

By: ________________________________ By: ________________________ Name: Name: Anil Comelo
Title: Title: City Manager
Approved as to Form:

By: _________________________________
Name: Ethan Walsh
Title: City Attorney
Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025

EXHIBIT A
Scope of Work
Scope of Work for Total Support Gold - Covered Services:

The following services will be performed by Apex on the covered client servers, workstations and network infrastructure, as described below.

Two (2) days per week of on-site support is included in this agreement. The services below will be performed by both the on-site technician and the Apex remote help desk as needed.

Additional on-site hours beyond the planned 2 days per week and any other out-of-scope hours will be billed at the below discounted hourly rates:

Level 1 Technician: $120.00 Level 2 Technician $140.00
Level 3 Technician: $165.00 Projects Rate: $165.00
Servers
• Full Server Management
• Server Backup Monitoring (Suitable backup system provided by client. Client responsible for media rotation)
• Unlimited 9x5* Remote Helpdesk Support
• Disaster Recovery
• Server Maintenance
• Event Log Monitoring
• Monitor Drive Space On All Supported Servers
• 24x7 Monitoring Of Server Availability
• 24x7 Monitoring Of Critical Devices & Services
• 24x7 Emergency Support
• Microsoft Operating System Patch Management (Patches, Updates & Service Packs) as needed
• MDR/Anti-Virus Subscription Monitoring, Response, Quarantine & Removal (Client must maintain current subscription)
Network Infrastructure
• Unlimited 9x5* Helpdesk Support
• 24x7 Emergency Support
• Management of Router & Firewall Rules
• Existing Wireless Access Point Configuration & Maintenance • Virtual Private Network (VPN) & Wide Area Network (WAN) Monitoring • Key Network Element Configuration Backup
Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
Workstations
• Unlimited 9x5* Helpdesk Support
• 24x7 Emergency Support
• Microsoft Operating System Patch Management (Patches, Updates & Service Packs) as needed
• MDR/Anti-Virus Subscription Monitoring, Response, Quarantine & Removal (Client must maintain current subscription)
Applications
• Microsoft Exchange/365 Management
• Microsoft SQL Server
• Two hours included per month for Application Updates
• Network Application Updates/Upgrades (Anti-virus, Anti-SPAM, Anti-Spyware, Etc.) End User Support
• Unlimited 9x5* Helpdesk Support
• 24x7 Emergency Support
• Limited Assistance With PDAs, Cell Phones, Mobile Devices, Etc. (Business Apps.

Only)
• Remote Access (Work from Home/TeleWorker) Support
• Password resets, account lockout resets, login problem assistance Network Administration
• Adding, modifying, disabling & deleting users and passwords • Network Policy Enforcement
• SPAM (junk email) software management, if provided by Apex • Network & VPN access administration
Security
• 24/7 Firewall monitoring & alerting option
• 24x7 Emergency Support
• Network Policy Enforcement
• MDR/Anti-Virus Subscription Monitoring, Response, Quarantine & Removal (Client must maintain current subscription)
• Security management & Policies
• Apex Security Essentials:
o MDR – Managed Detection & Response
with 24/7 Security Operations Center
o Multi-factor Authentication
o Security & Awareness Training with
Phish Email Testing
o Ring Fencing
o Password Manager
o Dark Web Monitoring
Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
Best-In-Class Support & Monitoring Tools
• Enterprise level monitoring & reporting
• Flexible, fast & secure remote support
• Trouble-ticket tracking & reporting
• Knowledge base
• Central monitoring/network operations center console
Planning, Budgeting & IT Management
• Assigned Virtual Chief Information Officer (VCIO)
• Monthly executive summary report
• Strategic technology consulting
• Technology planning including lifecycle management
• Technology budgeting
• Disaster recovery planning
• Trouble ticketing
• Problem escalation & resolution
• Assistance with Vendor selection & management
• IT purchasing/procurement
• Warranty management of covered devices
• Create and maintain an inventory of hardware, software and network equipment (reports available upon request)
• Assistance with grant requests
• Monthly management meeting or board meeting participation Project Work
• Priority access to the Professional Services Team
• Projects that cannot be completed by the on-site support resource will be quoted separately. All equipment, licenses and labor will be detailed in the project proposal and approved separately before work begins.

Other Advantages
• Priority phone access for all calls
• Discounted rates for project work and MACs (moves, adds and changes) • Proactive Issue Detection And Resolution
• Highest priority response to network issues
* 9x5 refers to the Apex NOC (Network Operations Center) Helpdesk hours of 8:00 am – 5:00 pm M-F, excluding holidays
Agenda Item #13.1.

Apex Technology Management, LLC May 27, 2025
Cost
Total Support Gold including on-site support
Qty Description Monthly
Price
Extended
Monthly Price
Total Support Managed Services
1 Base Fee $435.00 $435.00
10 Servers - Covered under Total Support Gold (device fee) $256.00 $2,560.00 97 Workstations - Covered under Total Support Gold (device fee) $81.00 $7,857.00 1 Two-days per week on-site support $4,270.50 $4,270.50 Monthly "Total Support" Cost: $15,122.50
Other Services Estimated Costs (Monthly)
107 Apex Security Essentials* - Servers and Workstatons $16.50 $1,765.50 105
Microsoft 365 Business Premium (Change your Business
Standard to Business Premium)* $23.10 $2,425.50
50 Microsoft 365 Business Basic* $6.30 $315.00
1 Apex Digital Umbrella Server Backups - ESTIMATED COST $1,250.00 $1,250.00 1 Server Hosting Service (to transition the Marin IT hosted systems) $1,500.00 $1,500.00
Total Other Services Estimated Monthly Cost: $7,256.00
Total Estimated Monthly Cost: $22,378.50
Discount to aid in transition on Monthly Total Support for Year 1 only: ($1,500.00) Net Estimated Total Estimated Monhtly Cost for Year 1 only: $20,878.50 One-Time Onboarding and Transition Fee: $13,375.00
One-Time Onboarding and Transition Fee - waived for 3-year agreement: ($13,375.00) *Cost reflects the planned Microsoft 5% price increase effective 4/1/2025 Additional on-site hours beyond the planned 2-days per week and any out-of-scope hours will be billed at the below discounted hourly rates
Level 1 Technician $120.00 per hour
Level 2 Technician $140.00 per hour
Agenda Item #13.1.

INFORMATION TECHNOLOGY

MANAGED SERVICES
City of St. Helena
RFP
Mandy Kellogg
City of St. Helena
[email protected]
Submitted by:

Apex Technology Management, LLC
Redding | Chico | Sacramento | Los Angeles
Federal I.D. Number: 68-0423495
310 Hemsted Dr., Suite 300
Redding, CA 96002
George Passidakis | Director of Sales and Marketing
[email protected]
11/22/2024
Agenda Item #13.1.

Apex Technology Management Page 2 of 41
Proposal for City of St. Helena
Table of Contents
Part 1: Cover Letter/Executive Summary .............................................................................................................................................3 Cover Letter...........................................................................................................................................................................................................................................4 Executive Summary.............................................................................................................................................................................................................................5 Part 2: Firm Qualifications and Experience ..........................................................................................................................................6 About Apex ......................................................................................................................................................................................................................................7 Why Apex..........................................................................................................................................................................................................................................7 A New Charter Technologies Company...................................................................................................................................................................................8 Strategic Advisory Council................................................................................................................................................................................................................9 Certifications...................................................................................................................................................................................................................................... 11 Licenses / Authorized Service Provider Partnerships............................................................................................................................................................. 12 Part 3: Firm Identification and Team .................................................................................................................................................. 14 Project Team Staffing................................................................................................................................................................................................................ 15 Managed IT Organizational Structure................................................................................................................................................................................... 17 Security Team Organizational Structure.............................................................................................................................................................................. 18 Part 4: Proposed Project Workplan ..................................................................................................................................................... 19 Project Approach............................................................................................................................................................................................................................... 20 Total Support Gold ..................................................................................................................................................................................................................... 20 Apex Security Essentials - Cybersecurity Management......................................................................................................................................................... 28 Part 5: Total Cost and Hourly Rates .................................................................................................................................................... 30 Part 6: References and Significant Engagements .............................................................................................................................. 32 References .......................................................................................................................................................................................................................................... 33 What Our Clients Say ................................................................................................................................................................................................................. 35 Proposal Summary:............................................................................................................................................................................... 36 Addendum Acknowledgement................................................................................................................................................................................................ 38 Appendix A: Professional Services Agreement .................................................................................................................................. 40 Agreement for Professional Services and Insurance Requirements ............................................................................................................................ 41 Agenda Item #13.1.

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Part 1:

Cover Letter/Executive
Summary 1
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Cover Letter
11/22/2024
Mandy Kellogg
City of St. Helena
Dear Mandy and City staff,
Following this letter, you will find Apex Technology Management’s proposal for Total Support Gold Managed IT Services. As a Managed Service Provider leader that has been serving clients for over 32 years, we have built a proven process with remarkable success providing all of the services highlighted in the following pages to numerous clients, including many in our largest vertical space, the Municipal Government and Public Sector space. We are able to provide all of the services set forth in the RFP.

We are dedicated and passionate about our client’s success:
• Unique amongst Managed Service Providers, our Public Sector Division is led by former Assistant Chief of Police, Marc Coopwood. Marc’s 27+ years of experience working in Municipal Government will lead our relationship with the City. • 2024 saw the formation of our Public Sector Strategic Advisory Council, composed of former public sector employees, that meets quarterly to help identify, improve and oversee innovative services for our public sector clients. This council is detailed more on page 9 and is unique within the MSP industry.
• Our remote help desk is staffed by 20+ CJIS/CLETS Certified technicians supporting multiple California Police Departments. • Named 2023 MSP of the Year by Channel Futures.
• Our clients have provided many 5-Star Google reviews. We encourage you to search for “Apex Technology Management” on Google and read the amazing reviews written by our clients.
• We are committed to maintaining a Client-Obsessed company culture. Your success is our mission. • With 500+ years of combined IT experience and 150+ Industry Certifications, we provide you with the best team to find the best solutions for your organization.
• Our team of over 40 Managed Services Staff and 16 Managed Security Staff will ensure the best possible service for the organization. We will assign the appropriate team members to the organization for day-to-day support. • Monday – Friday 8:00AM - 5:00 PM help desk operating hours (excluding holidays) with 24/7 emergency support for the servers and staff computers.
• A full suite of additional offensive and defensive Cybersecurity options is available from CYBER74, our Advanced Cybersecurity Division. • Ongoing strategic partnership with the FBI Cybercrime Division and impactful presentations to organizations such as CIRA, MISAC, SCORE, CSMFO, JPA, the Alliant Board, and numerous municipalities throughout California.

These efforts have earned us the #5 spot nationally among the “Top 100 Government and Education MSPs,” a global ranking of #290 in the “Top 500” Global Managed IT Service Providers, and the 2023 “MSP of the Year” award. If St. Helena chooses to partner with Apex for IT managed services, you will have more than just an IT vendor. You will have a trusted partner, friend, and a team whose goal is to make sure that the City is successful for many years to come.

Apex understands the services to be performed and will make a positive commitment to provide the services specified in the RFP within the time frames listed. We will give the City the same level of service that we give all of our clients. This level of service is what we are known for in the industry and can be clearly seen in our references, reviews, testimonials, and extensive history. Based on our history, and expertise with similar organizations, we believe Apex will be the best qualified team to perform this engagement.

Thank you for the opportunity to introduce Apex Technology Management and provide this proposal for Managed IT Services. I look forward to discussing our proposal with you further.

George Passidakis, Director of Sales, and Marketing
[email protected] | 530-248-1015 | www.apex.com
Apex Technology Management (a California Limited Liability Company) Federal and State Taxpayer Identification Number: 68-0423495 Redding HQ - 310 Hemsted Dr. Suite 300 Redding, CA 96002 Agenda Item #13.1.

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Executive Summary
• Former Beverly Hills Assistant Chief of Police, Marc
Coopwood leading as VP of Public Sector
• Recently founded a Public Sector Strategic Advisory
Council with quarterly meetings to enhance public
sector service.
• Named one of the Top 5 Managed Service Providers
for Government & Education in 2023
• Named 2023 MSP of the Year by Channel Futures
• Twenty (20) Technical Staff Team Members with
current CJIS and CLETS Security Training
• Specializing in fully Managed IT Services programs
for Public Sector entities throughout California
• Operates an Advanced Cybersecurity Division with
dedicated team to ensure our clients have the best
protection in place.
• Awarded #290 in the “Top 500” of all Managed IT
Service Providers in the world.
• 32 Years in Business, Providing Managed IT Services
• 95+ Managed Service Clients
• 20+ Managed Public Sector Clients
• 24/7 Helpdesk Support
• 5000+ Endpoints Managed
• 4000+ Projects Completed
• 40+ Managed Services Full Time Employees
• 16 Security Services Full Time Employees
• 27 Technical Support
• 16 Administrative, Sales, Marketing, and Finance
Executive Team
The full team can be found on page 15.

Apex Technology Management has provided IT support for numerous Municipal Government entities over its 32+ year history. Some of our current Municipal Government clients include the City of Mt Shasta, City of Fillmore, City of Martinez, City of Clayton, Town of Tiburon, City of Dixon, City of Rio Vista, County of Tehama, City of Red Bluff, City of Lakeport, Shasta Mosquito Vector Control District, Shasta Regional Transportation Agency, Modoc County Transportation Commission, West County Wastewater, Feather River Recreation & Park District, Cordova Recreation & Park District and many others. We provide managed IT service for 100+ organizations (approximately 5,000 endpoints) and provide periodic/project/consultation support for many more.

Addendum Acknowledgement
Apex has received and read Addendum No. 1 released on October 14, 2024.

Apex has received and read Addendum No. 2 released on October 23, 2024.

Signed Addendums can be found on page 38.

Matthew Fristoe
President
(530)248-1007
April Hodges
Director of Operations
(530)248-1091
George Passidakis
Director of Sales &
Marketing
(530)248-1015
Tom Grisell
Chief Experience Officer
(530)248-1005
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Part 2:

Firm Qualifications
and Experience 2
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About Apex
Since 1991, Apex has been providing enterprise-class Managed IT & Cybersecurity services to small and mid-size organizations across a variety of industries. Passionate about providing best-in-class service to our clients, we are committed to continuously investing in the architecture, design, and security of our technology solutions. Our primary office is located in Redding, California. Our normal business hours are from 8:00AM to 5:00PM PST, ensuring consistent and reliable support for our clients during these times. 24/7 emergency support is also available.

Why Apex
• Recognized as a Top Tier U.S. based Industry Leader in Security, Operational Maturity, Transformation and Satisfaction, Apex has been providing enterprise-class services to small and midsized businesses for over 32 years. • We are committed to maintaining a Client-Obsessed company culture. Your success is our mission. • With 500+ years of combined IT experience and 150+ Industry Certifications, we can provide you with the best team to find the appropriate solutions for your organization.
• We answer the phone. It is important to us that our clients talk to real humans every time they call our office. Our California based Help Desk has 24/7 availability for emergencies with local experts.

Years in Business
32 5000+
Endpoints Managed Help Desk Support
24/7
Ranked in the “Top 5 MSPs
for Government and
Education” 3-years running
3 Years
Star Google Review
Rating
5 98
Percent: Customer
Retention
4000+
Projects Completed Industry Certifications
150+
Years of Combined
Industry Experience
500+
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A New Charter Technologies Company
At New Charter Technologies, we are a family of operating companies coming together to share best practices, resources, and capabilities. Through building this at scale, we will create a caliber of business the IT industry has not yet seen.

We are on a path to being the most respected Pure-Play MSP in North America. We propel our clients into the digital world by harnessing the power of emerging technologies to align technology to their strategic and operational initiatives.

The Launch of New Charter Technologies: New Charter Technologies was born in September of 2019. Four founding partners—PennComp, ActiveCo, Apex, and DCG—came together, setting the stage for fast-growth years to follow. The Equity Partnership Model signifies long-term trust, strategy, collaboration, and relationships.

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Strategic Advisory Council
In evaluating our proposal, the City of St. Helena should consider several key factors that set Apex apart.

We have made unprecedented strides in the Managed Service Provider space, particularly with our public sector clients. Our history of supporting municipal clients spans 32 years and we have recently enhanced our public sector programs with significant developments:
• The hiring of our Vice President of Public Sector, Marc Coopwood, former police chief of Beverly Hills. Marc’s deep experience in the public sector gives key insights into the challenges faced in the public sector, which we utilize to better serve and educate our clients.
• Our strategic partnerships with the FBI and impactful presentations to organizations such as CIRA, MISAC, SCORE, CSMFO, JPA, the Alliant Board, and numerous municipalities throughout California.
• The establishment of our public Sector Strategic Advisory Council, which meets quarterly to refine our services and address emerging challenges for our public sector clients. The members of this council are all former public sector employees. • No other MSP we are aware of has this same level of commitment to the public sector.

Marc Coopwood | VP, Public Sector
Marc joined Apex Technology Management in 2021 after serving 27+ years in the Public Sector. His most recent position being the Assistant Chief of Police in Beverly Hills, CA. Through his years of Public Sector experience, Marc brings a unique viewpoint and skillsets which allow us to serve our Municipal Government clients in many ways never seen before in the MSP IT and Cybersecurity space.

Professional Highlights
• Assistant Chief of Police, Beverly Hills (retired)
• Police Captain, City of Sacramento (1994 - 2017)
• President, California Peace Officers’ Association (2017 - 2019) • Master’s degree, Emergency Services Administration (CSULB) • F.B.I. National Academy Graduate (Class #253)
• P.O.S.T. Command College (Class #57)
• Senior Management Institute for Police (Class #63)
George Passidakis | Director of Sales & Marketing
George Passidakis holds an Information Technology degree from California State University, Long Beach and has over 30 years of experience as an Information Technology professional. During his fourteen years at Apex, he has been dedicated to bringing complicated technology down to earth for everyday use, ensuring both new and existing clients get the personal and professional service they deserve. His experience includes founding a custom database applications company, working as an IT consultant and holding a position as Sales IT Manager for Cisco Systems, VMX Inc. and Octel Communications. He also has extensive knowledge of Microsoft technology and other SMB IT products and solutions.

Reina Schwartz | Strategic Advisory Council
Reina Schwartz retired as the City Manager for the City of Clayton, CA in February 2023. In this role she was responsible for implementing City Council policy and overseeing all day-to-day operations.

Prior to coming to Clayton, Ms. Schwartz was the Assistant City Manager for the City of San Pablo, CA. In that role she had primary responsibility for assisting the City Manager in overseeing the day-to-day operations of the City including human resources, budgeting, finance, community services, development services, public works, and recreation & senior services; coordinating a variety of cross-department program areas; creating an atmosphere that inspires teamwork and collaboration throughout the organization; and evaluating processes for greater efficiency and effectiveness.

Ms. Schwartz began her public policy career with the California State Legislative Analyst’s Office (LAO). During her time at the LAO, she focused on statewide issues affecting the General Fund as well as on state-local governmental relations.

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Prior to joining the City of San Pablo, Reina worked for the City of Sacramento for 24 years holding a series of increasingly responsible positions. Her final position with the City of Sacramento was as Director of the Department of General Services, leading more than 370 employees and overseeing a $110 million budget.

Professional Highlights
• Bachelor of Science in Conservation and Resource Studies from University of California, Berkeley • Master in Public Policy from the John F. Kennedy School of Government at Harvard University Beth Johnson | Strategic Advisory Council
Beth Johnson has served in law enforcement for 30 years. She began as a Community Service Officer and Police Dispatcher for the Arcata Police Department in 1994 while attending Humboldt State University. During that time, she also became a Firefighter/EMT for the Arcata Volunteer Fire Department. She served at APD and AVFD for five years before becoming a police officer with the Walnut Creek Police Department. She served at WCPD for 21 years rising to the rank of Lieutenant before being hired as the Captain at the Martinez Police Department. Beth was appointed Chief of Police for the Novato Police Department in July of 2022 and retired from full time policing in 2023. She is now an executive consultant and leadership coach for law enforcement organizations.

Professional Highlights
• Bachelor of Science in Criminal Justice Management
• Master in Business Administration with a concentration in Public Administration • Graduate of the Executive Leadership Institute from Drucker’s School of Management – Claremont Graduate University • Served as the Northern California Associate Member on the California Police Chiefs Association (CPCA) Board of Directors, CPCA Wellness Committee, and CPCA Training Committee.
• Founding member of the Women Leaders in Law Enforcement Foundation (WLLEF) and the WLLEF Mentoring Program Dana Hollmer | Strategic Advisory Council
Dana Hollmer retired as the Treasurer/Tax Collector after working for Tehama County for 29.5 years. During her time at Tehama County, she was responsible for managing the investment portfolio for the county, schools and special districts and also served as the IT Liaison between the county and their managed service provider. Ms. Hollmer was responsible for collaborating with the service provider and the elected board of supervisors, proposing infrastructure upgrades and coordinating with all general fund departments to allocate resources for both upgrades and ongoing maintenance.

Prior to coming to Tehama County Ms. Hollmer was the Vice President/Controller of a regional savings and loan overseeing the accounting department and serving as the technology coordinator for all branches.

Ms. Hollmer has been active in the community serving as the Treasurer for Kiwanis, Treasurer for the local United Way chapter, she served on the site council for the Department of Education and was a member of the FEMA board.

Professional Highlights
• Bachelor of Science in Economics from the University of Illinois • Holds a Treasury Management Certificate from the University of Southern California and the California Association of Treasurer/Tax Collectors
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Certifications
Our technicians hold over 150+ IT industry certifications, including a variety of key specializations:

Microsoft Certs held by Apex Engineers
6 MCP (Microsoft Certified Professionals)
5 MCSA (Microsoft Certified Systems Administrator)
3 MCSA (Microsoft Certified Solutions Associate)
3 MCSE (Microsoft Certified Systems Engineer)
5 MCSE (Microsoft Certified Solutions Expert)
5 MCITP (Microsoft Certified IT Professional)
1 MCDST (Microsoft Certified Desktop Support Tech.)
1 MCT (Microsoft S Certified Technician)
18 MCTS (Microsoft Certified Technology Specialist)
CISCO Certs held by Apex Engineers
6 CCNA (Cisco Certified Network Associate)
3 CCNP (Cisco Certified Network Professional)
1 CCENT (Cisco Certified Entry Network Technician)
1 CCDP (Cisco Certified Design Professional)
1 CCDA (Cisco Certified Design Associate)
1 CTSS (Cisco Technical Sales Specialist)
1 CMNA (Cisco Meraki Network Associate)
Citrix Certs held by Apex Engineers
1 CCE-V (Citrix Certified Engineer – Virtualization)
1 CCEE (Citrix Certified Enterprise Engineer)
4 CCA (Citrix Certified Administrator-XenApp 6.5)
VMware Certs held by Apex Engineers
2 VCP (VMware Certified Professional) 6.5
1 VCT (VMware Certified Technician)
1 VTPA (Virtualization Tech Post-Sales Accreditation)
1 VMware vSphere Systems Design
2 VSP (VMware Sales Professional)
COMPTIA Certs held by Apex Engineers
2 COMPTIA A+, 2 COMPTIA Network+, 2 COMPTIA Security+
OTHER Certifications and/or Training …
DELL, SonicWALL, Nimble Storage, Veeam, NUANCE/Dragon, 3Com, CJIS / CLETS, CWNT, CISSP, CWSP, CWDP, CWAP, CWNE, CWNT, Office 365, Payment Card Industry (PCI)
CISSP - Certified Information Systems Security Professional

CMMC-AB RPO
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Licenses / Authorized Service Provider
Partnerships
Apex Technology Management holds authorized service provider status with many industry-leading technology vendors such as:
- Microsoft (Gold Partner)
- Cisco Premier Integrator Partner (including Meraki)
- VMware
- Dell/EMC
- Veeam
- Hewlett-Packard
- SonicWall
- SentinelOne
- And many others
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Most Significant Engagements
We recommend referring to Part 6 – References on page 33, for detailed information on references and other significant engagements similar to what the City is requesting. This section provides a list of engagements performed in the last five years that are similar in organizational type, size, and complexity to the engagement described in this request for proposal.

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Part 3:

Firm Identification
and Team 3
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Project Team Staffing
There are several key roles within Apex that serve our clients. Our technicians hold over 150+ IT industry certifications, including 47+ Microsoft Certifications, 14+ CISCO Certifications, 6+ Citrix Certifications, 7+ VMware Certifications, 6+ CompTIA Certifications, as well as certifications in DELL, SonicWALL, Nimble Storage, Veeam, NUANCE/Dragon, 3Com, CJIS / CLETS, CWNT, CISSP, CWSP, CWDP, CWAP, CWNE, CWNT, Office 365, Payment Card Industry (PCI), CISSP - Certified Information Systems Security Professional, and CMMC-AB RPO.

IMPORTANT NOTE: If selected, during onboarding, we will determine the specific details of your environment and create a project team with the best qualified staff members from our team of 43 employees. Our goal is to assign staff based on specific technology vendors in use at each client.

Marc Coopwood | VP, Public Sector
Marc joined Apex Technology Management in 2021 after serving 27+ years in the Public Sector. His most recent position being the Assistant Chief of Police in Beverly Hills, CA. Through his years of Public Sector experience, Marc brings a unique viewpoint and skillsets which allow us to serve our Municipal Government clients in many ways never seen before in the MSP IT and Cybersecurity space.

Professional Highlights
• Assistant Chief of Police, Beverly Hills (retired)
• Police Captain, City of Sacramento (1994 - 2017)
• President, California Peace Officers’ Association (2017 - 2019) • Master’s degree, Emergency Services Administration (CSULB) • F.B.I. National Academy Graduate (Class #253)
• P.O.S.T. Command College (Class #57)
• Senior Management Institute for Police (Class #63)
Brent Nosek | Senior Engineer III, Government Team Lead Brent has worked in the information technology field for over 15 years and has been with Apex for eight of those years.

With a Bachelor of Science in Computer Network Management, and a wide range of IT Certifications, he is an expert in IT and client management.

Professional Certifications Include
• Microsoft Certified Solutions Expert: O365, Win Server 2012, Messaging, Productivity, Business Productivity (Server 2012 & Exchange 2016)
• Microsoft Specialist – Designing and Deploying Microsoft Exchange Server 2016 • CCNA – Cisco Certified Network Administration
• SonicWALL – Sales Engineer Accreditation
• MCSA – Microsoft Certified Systems Administrator
• MCP – Microsoft Certified Professional
• MCTS – Microsoft Certified Tech Specialist: windows 8 • CJIS/CLETS certified
• VMware, Hyper-V, VEEAM, Axcient, RDS
• SonicWALL SMA
• Exchange 2007/2010/2013/2016/ O365
David Kamins | Virtual Chief Information Officer (vCIO) David joined Apex Technology Management in 2021. He has brought over 20+ years of experience in business management. David’s primary focus has been on assisting clients with their Digital Transformations and day-to-day IT Management.

Professional Highlights
• 8 years in the Tech Industry for MSP
• Managed the IT for over 50 different organizations
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• 20 Government Agency Clients Supported
• Current President Golden Valley Health Centers Foundation • Current Board Member United Cerebral Palsy of San Joaquin • Past President Kiwanis Club of Greater Merced
Eric MacArthur | Dispatcher & Supervisor
Eric has been an integral part of our team for over 4.5 years, expertly managing the dispatch and scheduling operations to ensure seamless coordination across all company departments. Eric is responsible for assigning hundreds of cases and onsite tasks each week and utilizing a diverse array of programs to facilitate efficient workflow and communication among teams. With a strong ability to balance numerous tasks and prioritize effectively, Eric ensures that all operational aspects run smoothly, contributing significantly to the overall efficiency and success of our company.

Professional Highlights:
• Over 4.5 years of experience in dispatch and scheduling within the IT sector • Proficient in utilizing multiple software programs to manage and track cases and onsite tasks • Coordinates cross-departmental meetings and ensuring timely follow-ups • Proven track record in optimizing scheduling efficiency and improving case resolution times • Adept at maintaining clear communication channels between departments and clients to enhance service delivery Heather Croom | Professional Services Manager - Project Manager Heather joined Apex in 2024 bringing with her over 17 years of IT Project Management, and 25 years of Business Development and Program Management experience. Heather is responsible for managing our Professional Services Team and acts as our Project Manager.

Professional Highlights
• 17 years of C-level Executive experience
• 17 years of advanced IT experience
• 17 years of managing P&L business units with revenue exceeding $100,000,000 • 17 years in consulting, project management, program management and contract management experience Sampson Abramenko | Senior Architect
Sampson has worked in the information technology field for over 20 years and has been with Apex for over 14 of those years. With years of experience in the IT field, and a wide range of IT Certifications, he is an expert in network and systems design and engineering.

Professional Highlights
• 20+ years as and IT administrator
• 8 years as professional services technician
• 4 years as systems engineer – network and systems design • CCNA – Cisco Certified Network Associate
• MCTS – Windows 7 Configuration
• Citrix CCA XENApp 6.5
• CJIS / CLETS
• VMware VCP
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Managed IT Organizational Structure
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Security Team Organizational Structure
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Part 4:

Proposed Project
Workplan 4
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Project Approach
Apex understands the services outlined in this RFP and is confident that our services will go above and beyond what is being requested. Municipal Government is our largest vertical market, as evidenced by our “Top 5 Government & Education MSP’s” in the nation award, shown on page 11 of the RFP. Apex services over 20 public sector clients and understands the service level requirements of the City of St. Helena. We will give the City the same level of service we are known for in the industry.

Total Support Gold
Based on the information from the RFP, we have determined our Total Support Gold Plan will best serve the City of St.

Helena. Our Award-Winning, comprehensive, Managed Services consists of five (5) key elements that all work together to provide the premium service requested in this RFP.

1. Virtual Chief Information Officer (vCIO)

2. Remote IT Monitoring & Management (RMM)

3. Remote Help Desk Support

4. On-Site Support

5. Apex Security Essentials
Apex’s Total Support Gold plan provides unparalleled service via these 5 key elements:

1. Virtual Chief Information Officer (vCIO)
Your vCIO is a strategic-level IT Director, dedicated to your organization’s successful use of technology in accomplishing your goals.

2. Remote IT Monitoring & Management (RMM)
Enterprise-level IT support tools allowing us to provide 24/7 proactive monitoring, alerting, and patching of your network.

3. Remote Help Desk Support
Unlimited (in-scope) Remote Help Desk support hours are included in your monthly plan. Apex operates a California-based, full-time, fully staffed Help Desk with Level I, Level II, and Level III technicians.

4. On-Site Support
One Quarterly on-site maintenance visit by your Lead Engineer and vCIO is included with our Total Support Gold plan. They are also available at any time via phone, email, Zoom or Teams. Additional on-site support as needed is available. An onsite support option for 3-days per week is outlined on our pricing proposal. If selected, Apex can negotiate with the City on the best on-site support option to enable effective services at the lowest possible cost.

5. Apex Security Essentials
Apex Security Essentials provides a crucial layer of protection against cyber threats and protects organizations with the tools they need to monitor and manage devices on a network. Endpoint security delivers a critical layer of protection against cyber threats such as malware, viruses, and unauthorized access.

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Virtual Chief Information Officer (vCIO)
The Virtual Chief Information Officer is one of the greatest benefits of being a Total Support Client with Apex. The VCIO is a strategic-level IT Director, dedicated to your organization’s successful use of technology in accomplishing your goals.

Remote IT Monitoring & Management (RMM)
As highlighted previously, a key aspect of Apex’s service is proactive monitoring, alerting, and patching of the client’s network. Apex installs a small software agent on the client’s supported devices, which monitors over 75 different metrics around the clock. Most IT issues will be automatically detected early by this enterprise-class IT Remote Monitoring & Management (RMM) software. When a monitoring alert is triggered, it automatically generates a Help Desk service ticket in our fully integrated CRM, Ticketing, and IT management software, ConnectWise. The Help Desk then fulfills their role in addressing IT issues (described on the next page). We also manage and apply all Microsoft Operating System patches. • Strategic IT Planning and Budgeting assistance (5-Year) • Needs Analysis and Solution Evaluation and Recommendations • Regular meetings with Management team & Monthly Executive Reports
• Project Planning and Management assistance (together with our full-time Project Manager)
• Relationship Management, Service escalations & personalized care • IT Policies, Procedures, Standards Development, Procurement and Purchasing
• IT Resource Management (licensing, inventories, warranties, etc.) • Coordination and Management of third-party technology vendors Agenda Item #13.1.

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Remote Help Desk Support
• For your direct staff support, Apex Technology Management operates a California-based, full-time, fully staffed Help Desk.
• The Remote Help Desk performs the vast majority of Apex’s day-to-day IT support • The Help Desk has 24/7/365 availability for emergencies. It is fully staffed from 8:00am-5:00pm, Monday-Friday, excluding holidays. Outside of these hours, your calls, emails, and alerts are answered by a LIVE person, and on-call technicians will respond according to issue urgency/priority. Apex serves a wide range of clients that require robust 24/7 support such as Municipal Governments, Public Safety, Non-Profits, and Healthcare. • Service tickets can be created by phone, email, or Client Web Portal. A Toll-Free Number is Available: 1-800-310- 2739
• The technicians log in to the caller’s system remotely and address their IT issues. Escalation is available to Level II and Level III technicians and/or on-site technicians as needed. • Tickets are also automatically created by our monitoring software. Monitoring software-generated tickets are immediately prioritized by our full-time Help Desk scheduling coordinator and assigned to a technician for resolution.
• Using Remote Monitoring and Management software, our Help Desk technicians manage all Microsoft operating system updates and security patches and automate recurring maintenance tasks. • All Apex technicians fully document all service notes into our ticketing software, ConnectWise. Service tickets are visible in the Client Web Portal and are available for reports or future reference. • The Help Desk maintains full documentation of the client’s network and equipment configurations, inventory, licensing, etc. in the ConnectWise knowledge base—easily accessible when needed.

Using industry-best IT management tools, our technicians can address over 95% of IT issues remotely. For the other 5% of the time, there’s On-Site Support
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On-Site Support
With Apex’s enterprise-class remote Help Desk support in place, the vast majority of the Client’s IT needs will be addressed remotely (typically over 95%). However, there are those periodic issues that do require a technician’s physical, on-site presence. If a particular IT job requires on-site technician service—Apex, has you covered! Our team will work with City staff to determine if they are able to address the on-site issue. If Apex is needed on-site, a local area Apex technician can be dispatched to take care of the issue.

One Quarterly on-site maintenance visit by your Lead Engineer and vCIO is included with our Total Support Gold plan. They are also available at any time via phone, email, Zoom or Teams. Additional on-site support as needed is available. On-site support beyond the included hours is billable separately from the proposed monthly cost, at our Gold Discounted hourly rates.

An option for the requested 3-days per week on-site is outlined on our pricing page. If this option is selected by the City, this technician would be recruited during the first three months of service and key City staff would be on the interview team to ensure a good fit. If this option is selected, during the initial three-month period, Apex will provide an on-site technician for 1-day per week, with the ability to come on-site for additional hours if an issue cannot be handled remotely. During the initial three-month period, those additional on-site hours would be billed at the discounted Gold rates listed on the pricing page.

If the City desires a different model, we are open to negotiating this and will be flexible in its delivery.

Project Services
Our Total Support plans include the ongoing maintenance and support of your existing IT infrastructure, hardware, software, etc. Any work outside of that (e.g., installation of new/additional/replacement servers, network equipment, software solutions, etc.) would be considered “projects.” Projects will be quoted, submitted, approved, and billed separately from the proposed monthly support agreement.

As part of our initial “onboarding” process, Apex technicians will also conduct our own Initial IT assessment of the Client’s network. This assessment may provide additional insights to be considered for implementation. Recognizing that budget constraints are normal for public agencies, the VCIO will recommend project solutions that meet your budget constraints, while still maintaining a safe, secure, and stable network that is guided by IT industry best practices.

Customer Satisfaction Surveys
Besides communicating with your vCIO, on-site technician, Help Desk, and other Apex staff, you have some special ways of communicating with Apex about how well we are meeting your needs:

Ticket Surveys: Upon completion of every Apex service ticket, a customer service survey email is emailed to the user who initiated the ticket. These quick, 5-question surveys provide an excellent opportunity for Apex to be held accountable for our service levels by those who matter most—the clients themselves! While the industry average is to receive roughly 3-4% of these surveys back, Apex receives an unprecedented 13% of our surveys back, with an overall client satisfaction score of

99.5%!
Remediation, Stabilization & Transformation
Apex becomes intimately familiar with the Client’s organizational culture, mission, values, policies and procedures and we integrate. Our goal is to move away from a “vendor” relationship and become the Client’s own IT department. Remediation projects are completed to eliminate any recurring issues and replace aging/at-risk infrastructure. The IT environment is stabilized, secured, and standardized. Opportunities to transform the Client’s organization are sought. A longer-term Strategic IT Plan is created that will turn IT into a tool that advances the organizations mission and vision moving into the future.

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Support Tracking
Approved City IT staff will have full access to view all tickets submitted by the organization, their status, and can escalate tickets if desired. This is done through a web portal to our ticketing tool ConnectWise. Reports are available as needed.

As addressed in the section “Customer Satisfaction Surveys,” after each ticket is completed, a survey is sent to the City Staff Member who submitted the ticket rating the professionalism, friendliness, and satisfaction of the experience.

Microsoft/Office 365 Administration
Apex Technology Management is a Microsoft Gold Partner. The majority of Apex Clients use Microsoft 365 or Office 365, and Apex has extensive experience with its' management. Including but not limited to:
• Account & User Management
• Storage Solutions
• Two Factor Authentication
• Security Protocols
• Deployment of Office 365
• Updates and Upgrades
• Migrations
Network Administration
Apex is fully capable of supporting the City network. We have expertise in all aspects of network management, with most of our staff having extensive network certifications. For more information, please see page 11 of the RFP.

Reports
Apex will have reports, statistics, and ticketing portals available to the City at all times. Through our ticketing and monitoring systems, City management will have the ability to access an online portal where they can view all open and historical tickets created by the City, as well as the ability to escalate issues if necessary. Your assigned VCIO is available at all times during normal business hours and will work closely with City staff to ensure they are being serviced properly and to provide management with reports, budgets, and IT updates when requested.

Your VCIO is available to attend management level meetings to review the reports and be available for any questions and discussions surrounding the City environment. We strive to go above and beyond just an IT vendor for the City of St. Helena, we are here as a part of the team.

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Service Level Metrics Response Times
Service Response Time *
Severity / Impact Initial Telephone
Response Time
Begin Remote
Remediation Resolution
High Severity / High Impact 60 Minutes 90 Minutes 1.5 Days High Severity / Medium Impact 90 Minutes 2 Hours 3 Days High Severity / Low Impact 4 Hours 8 Hours 2 Weeks
Medium Severity / High Impact 90 Minutes 2 Hours 3 Days Medium Severity / Medium Impact 2 Hours 5 Hours 1 Week
Medium Severity / Low Impact 8 Hours 1 Week 2 Weeks
Low Severity / High Impact 4 Hours 8 Hours 3 Days
Low Severity / Medium Impact 1 Day 2 Days 2 Weeks
Low Severity / Low Impact 2 Days 1 Week 4 Weeks
*These response times are “Worst Case” maximum guaranteed response times for properly reported issues. Total Support customers always receive the highest priority response, and, in most cases, support is available immediately.

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Proposed Project Schedule – Service Delivery
Apex utilizes a formal transition and onboarding process. Our dedicated project manager will oversee all aspects and provide communication to key client stakeholders. Support can begin immediately; but, only after the first 30-60 days will key support systems and documentation be in place to provide the full Total Support Experience.

Estimated Transition Timeline
Information Technology Management and Support Services
Task Month
1 Month
2 Month
3 Month
4 Month
5 Month
6 Month
7 Transition/Handoff with Outgoing Vendor
Rollout of Monitoring Agents & Alerts Profile
IT Assessment & Network Documentation
Initial VCIO Meeting with Key Stakeholders
On-Site Technician Orientation to Client IT Network
Present IT Assessment Findings
Budget/Approval of IT Remediation Items
Integration of On-Site Tech into Client Environment
Apex Orientation
IT Asset Inventory, Warranties, & Licensing
Identify & Eliminate Recurring IT Issues
Begin IT Remediation Projects
Begin Monthly VCIO Reports
Initial IT Budget Planning
Develop IT Budgets
Implement IT Policies, Procedures and Standards
Complete Recommended IT Remediation Projects
Get IT Operations to "Safe, Secure & Stable" State
Identify Future Transformational IT Opportunities
Develop Strategic IT Plan
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Security Administration
The need for organizations to protect their information has grown exponentially due to recent developments in the sophistication and frequency of cyber-attacks. At its very core, a security breach strips organizations, customers and employees of their identities, intellectual property, privacy, reputation, and monetary assets. With the increase in data threats and their resulting impacts, there is a demand for tangible reassurance about the security of data from all involved parties.

To address the growing Cybersecurity threat, in 2019, Apex created an Advanced Cybersecurity Division, which has now grown into a national Cybersecurity provider, Cyber74. Cyber74 takes the defense in depth approach so that our clients receive complete and dynamic cybersecurity solutions that are extraordinarily strong and dependable.

As an option, we can offer Managed Cybersecurity services and/or Penetration Testing to safeguard your organization on a day-to-day basis. These Managed Security Services can be used with any MSP as the ultimate level of protection. Below is a high-level overview:

CISO-LED STRATEGIC CYBERSECURITY MANAGEMENT
The annual Cyber74 Risk Assessment formulates your 12-month security roadmap. Your virtual Chief Information Security Officer leads monthly check-ins to assess, update, and drive accountability to your strategic plan.

INCIDENT READINESS
The Cyber74 incident response team is on alert 24/7 to act in the event of a suspicious alert, reported threat, or known breach.

SEVEN VECTORS OF PROTECTION
Network | Human | Cloud | Application Identity | Perimeter | Endpoint Cyber74 technology, people, and processes layer together to protect seven key functional areas of your organization, provide a multi-layer defense, and uphold the highest standards for information security and cyber liability insurance.

TUNGSTEN CORE SECURITY ENGINE
All elements of Cyber74 protection report into the centralized Tungsten Core Security Engine. Advanced SIEM technology aggregates the most critical data in our Security Operations Center (SOC) where cybersecurity specialists monitor activity in your cyber ecosystem 24/7/365.

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Apex Security Essentials - Cybersecurity
Management
We understand the importance of protecting your organization's critical data and applications from unauthorized access. That is why we offer Zero Trust Application and Storage Control as part of our Cyber Security Management Services. This approach to security is designed to minimize the risk of data breaches and other cyber threats by ensuring that all access to your organization's applications and data is authorized and authenticated, regardless of where the access request originates.

Our Zero Trust Application and Storage Control solution includes advanced access controls, such as role-based access controls and multifactor authentication, to ensure that only authorized users have access to your organization's critical data and applications. We also provide real-time monitoring and threat detection capabilities to identify and respond to any potential security incidents quickly.

MDR
Managed Detection and Response (MDR) is a critical component of any comprehensive Cyber Security Management Services program. We offer MDR solutions that provide real-time monitoring and threat detection capabilities to protect your organization's endpoints from advanced cyber threats such as malware, ransomware, and phishing attacks.

Our MDR solution utilizes advanced behavioral analytics and machine learning algorithms to identify and respond to potential security incidents in real-time.

We also provide proactive threat hunting services to identify and address potential security risks before they can cause any damage to your organization's systems or data.

Multifactor Authentication
Multifactor Authentication is a key element of our Cyber Security Management Services program. This security measure provides an additional layer of protection against unauthorized access to your organization's critical systems and data.

Our Multifactor Authentication solution utilizes technologies such as hardware tokens or utilization of the organization’s current mobile devices to ensure that only authorized users have access to your organization's critical data and applications. We also provide continuous monitoring and reporting capabilities to identify and address potential security risks in real-time.

Security & Awareness Training
We believe that employee training and awareness are critical to the success of any Cyber Security Management Services program. That is why we offer comprehensive security and awareness training programs designed to educate your employees on the latest threats and best practices for protecting your organization's systems and data.

Our training programs cover a wide range of topics, including password management, phishing awareness, social engineering, and data privacy. We also provide ongoing training and support to ensure that your employees remain up to date on the latest threats and best practices.

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Password Manager
A secure password policy and protocol is a fundamental component of any Cyber Security Management Services program. We also offer a Password Manager solution that provides secure password storage and management capabilities to help ensure that your organization's critical data and applications are protected against unauthorized access.

Our Password Manager solution utilizes advanced encryption technologies to secure passwords and other sensitive information and provides easy-to-use tools for managing and sharing passwords securely. We also provide ongoing monitoring and reporting capabilities to help identify and address potential security risks in real-time.

Dark Web Monitoring
Dark Web monitoring for businesses is the process of searching for, tracking, and verifying certain information on the dark web. This can be done using a combination of human analysts and specialized software that analyzes data that is harvested in the places on the dark web where information is trafficked.

Our Dark Web Monitoring ensures the greatest amount of protection with 24/7/365 human and machine-powered monitoring of businesses and personal credentials, including domains, IP addresses, and email addresses. At Apex, we use the leading Dark Web Monitoring program which includes comprehensive data, seamless integration into ticketing and CRM platforms, and it deploys in minutes.

Ringfencing
Ringfencing controls what applications are able to do once they are running. By limiting what software can do, ringfencing can reduce the likelihood of an exploit being successful or an attacker. Ringfencing allows you to control how applications can interact with other applications. Under normal operations, all applications permitted on an endpoint or server can access all data that the operating user can access. This means if the application is compromised, the attacker can use the application to steal or encrypt files. Ringfencing allows you to remove file access permissions for applications that do not need access and even remove network or registry permissions.

When you first deploy Ringfencing, your device will automatically be aligned with the default software policies.

These policies are then automatically applied to a list of known applications such as Microsoft Office, PowerShell, or Zoom. The aim of the default policies is to provide a baseline level of protection for all endpoints. Each of these policies can easily be manipulated to fit any environment at any time.

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Part 5:

Total Cost and
Hourly Rates 5
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Cost Breakdown:

One-Time Transition and Onboarding Fee: $ 13,375.00 (one time) • Evaluation on transition of services from the previous provider • Initial Network Assessment and Prioritized Remediation Recommendations • Installation of monitoring agents on all covered devices • Creating the client’s monitoring and alerting profile • On-site labeling and photo/video network reference documentation • Documentation of client inventory and system configurations into RMM Tools • Technical team training and familiarization with client’s IT environment • Includes all travel costs for the onboarding
• Apex will waive this fee for a 3-year agreement with the City.

Total Support Gold – Base Package: $ 11,352.00/month*
• Assigned Virtual Chief Information Officer and full strategic IT Management Services • Remote Monitoring and Management (RMM) Tools, 24/7 Monitoring, Patching/Updates • Unlimited In-Scope Remote Help Desk Support
• One Quarterly on-site maintenance visit by your Lead Engineer and vCIO is included with our Total Support Gold plan. They are also available at any time via phone, email, Zoom or Teams. Additional on-site support as needed is available. With the base package, on-site support beyond the included hours is billable separately from the proposed monthly cost, at our Gold Discounted hourly rates – shown below.

Total Support – Optional on-site support. These costs are added to the Base Package price:
• On-site technician for 1 full day per week $ 2,700.00/month • On-site technician for 3 full days per week $ 5,589.00/month • See the “On-site Support” description on Page 23.

After discussion, if the City desires a different model, we are open to negotiating a suitable solution.

Apex Security Essentials: $ 1,765.50/month
• Ring Fencing - Zero Trust Dark Web Monitoring
• MDR (Managed Endpoint Detection & Response) Password Manager • Multifactor Authentication Security & Awareness Training with Phishing Campaigns Based on 107 total endpoints. (10 servers and 97 workstations) Additional endpoints will add $16.50/month each
Gold Discounted Hourly Rates for Out-of-Scope Work and On-Site Work:
• Level 1 Technician: $120.00 Level 2 Technician: $140.00 • Level 3 Technician: $165.00 Projects Rate: $165.00
*Notes:
• Prices quoted above include up to Ten (10) Servers and up to Ninety-seven (97) staff workstations, laptops and Surface Pro’s.

Additional Servers can be added at any time for $256.00 per server/per month. Additional Workstations or Laptops can be added at any time for $81.00 per workstation/per month. During onboarding, the actual number of Servers and Workstations will be determined and reconciled. The monthly Total Support Gold charge will be updated to reflect that. • Pricing is valid for 120 days from proposal submission date.

Special Projects, Monthly subscriptions and/or Cloud service charges would be billed separately. For example: Office 365, MFA, Email SPAM Filtering, cloud backups etc. Costs for these can be provided if necessary.

Agenda Item #13.1.

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Part 6:

References and
Significant Engagements 6
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References
Reference No. 1
City of Fillmore
250 Central Avenue
Fillmore, CA 93015
Service Began: September 2022
Contact: Erika Herrera-Terriquez,
Assistant City Manager 805.946.1712 [email protected] Description of project work done: The City of Fillmore is on a Total Support Gold Agreement. Since onboarding in 2022, Apex has stabilized the network and now provides the city with 24x7 help desk support. In the first year, Apex completed a number of projects. A SCADA Server Hardware refresh, a Microsoft 365 upgrade, and implementation of advanced security services. Apex is currently completing a project to restructure the entire city network, increasing efficiency, centralization and expanding the city's security posture. The project includes centralized, consolidated hardware (server, switches, firewall) at City Hall, a Microsoft SharePoint deployment and major network improvements.

Reference No. 2
City of Rio Vista
1 Main St
Rio Vista, CA 94571
Service Began: 2016
Contact: Jennifer Schultz, City
Manager 707.374.6510 x. 101 [email protected] Description of project work done: Apex manages all IT functions for the City of Rio Vista. In addition to the ongoing IT management, monitoring, help desk support and maintenance, we have completed Server upgrades and migrations and implemented a solid backup and disaster recovery solution to ensure the City’s data is secure.

Reference No. 3
City of Benicia
250 East L Street
Benicia, CA 94510
Service Began: February 2024
Contact: Jeff Tschudi, Finance Director 707.746.4200 [email protected] Description of project work done: As a relatively new client, the City of Benicia is on a Total Support Gold Plan.

Apex Technology Management performed a full Technology Assessment for the City. After completing the Technology Assessment, the City contracted with Apex to provide Co-Managed Services and work with their existing IT team. We have implemented new network switching for the Police Department, Assisted in the implementation of Multi-Factor Authentication and configured the network to support their new RingCentral VOIP phone system. A multi-year IT Roadmap was created during the Technology Assessment that will guide future initiatives.

Additional references can be provided if requested.

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Part 2 of the RFP asked to describe other significant engagements with Municipal Government clients. Below are just a few recent examples that are similar to services and projects that the City of St. Helena is seeking. • City of Lakeport - SCADA refresh. Re-engineered SACA infrastructure and implemented solution that removed 2 physical hosts, and 6 virtual servers, while providing greater redundancy. The solution also lowered requirements for cooling/power in the server room.
• City of Willits - Streamlined point to point wireless network by reducing a radio and running a fiber drop. Also provided greater stability by moving servers from City Hall to PD • All government clients – Providing reliable secure backups via the Apex Digital Umbrella backup and disaster recovery solution. This solution includes an on-premises backup appliance and nightly synchronization to a secure cloud data center. Data is encrypted in all locations and in transit. The solution was designed to be secure from Ransomware and utilizes immutable storage. This storage technology prevents any changes to the most recent backups. • Feather River Recreation and Park District- We are currently in the process of migrating their on-premises server to the Azure cloud domain. This transition is expected to yield significant savings on monthly recurring revenue (MRR) for the client. Additionally, moving to the cloud will provide staff with the flexibility to work productively both in and out of the office, enhancing overall efficiency.
• Resource Conservation District of Tehama County- We have successfully transitioned from the traditional desktop and monitor setup to a more flexible laptop and docking station configuration. This upgrade has created a hybrid work environment, allowing staff to work efficiently both in and out of the office. The new setup not only enhances flexibility but also encourages staff to move around the office, fostering increased collaboration and communication among team members.

Apex Technology Management has provided IT support for numerous Municipal Government entities over its 32+ year history. Some of our current Municipal Government clients include the City of Mt Shasta, City of Fillmore, City of Martinez, City of Clayton, Town of Tiburon, City of Dixon, City of Rio Vista, County of Tehama, City of Red Bluff, City of Lakeport, Shasta Mosquito Vector Control District, Shasta Regional Transportation Agency, Modoc County Transportation Commission, West County Wastewater, Feather River Recreation & Park District, Cordova Recreation & Park District and many others. We provide managed IT service for 100+ organizations (approximately 5,000 endpoints) and provide periodic/project/consultation support for many more.

If the evaluation committee for this RFP would like to speak with any of these organizations, please reach out and we can facilitate that quickly.

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What Our Clients Say
We are committed to maintaining a Client-Obsessed company culture. Your success is our mission. For additional insight, you can hear what a few of our clients’ have to say in these video testimonials at www.apex.com/videofeedback.

Or search for us on Google and read the reviews from client staff members. With over 45 reviews, all of which are 5- stars, it is easy to see how our clients feel about our customer-service-obsessed company culture! Agenda Item #13.1.

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Proposal
Summary: PS
PS
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Proposal Summary
It is our sincere belief that Apex Technology Management offers unparalleled IT skill, expertise, and customer service. Apex has the unique blend of training, certifications, skill sets, and real-world Public Sector IT experience to successfully provide the required IT support services the City is seeking. This includes the essential and emergency services that require a 24/7 response.

Our approach includes best-in-the-industry tools, and all the key personnel necessary to ensure the best possible ongoing IT service, and a smooth and successful relationship. Apex will proactively monitor all included servers, workstations, and network devices. This is a proven approach that will result in a robust, enterprise-class, “Corporate IT Department” level of support for a reasonable budget.

Based on the information from the RFP and questions answered, we are confident the City of St. Helena will benefit from the ongoing IT Services managed by our experienced team at Apex. The combination of our VCIO, IT Managed Services, Remote and On-Site Support, and Remote Monitoring & Maintenance will provide you with an enterprise level of IT service. The result of this proposed plan and partnership with Apex Technology Management will be a stable, dependable, and wellperforming technology environment that delivers maximum value to the City of St. Helena. Thank you again for reviewing this proposal.

We are grateful for the potential opportunity to serve you, and we look forward to hearing back from you! Contact Information
George Passidakis
Director of Sales and Marketing
Apex Technology Management
[email protected]
530.248.1015
Agenda Item #13.1.

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Addendum Acknowledgement
Agenda Item #13.1.

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Agenda Item #13.1.

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Appendix A:

Professional Services
Agreement AA
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Agreement for Professional Services and Insurance
Requirements
We have reviewed the Agreement for Professional Services and note the following areas that we would like to negotiate with the City:
• Section 8 – Indemnification. We would request to negotiate mutual indemnification for both parties. • Onboarding fee recoupment. As indicated on the Part 5 Cost Breakdown, Apex has a one-time onboarding fee that is being waived for a 3-year agreement. As the agreement incudes in Section 21, a Termination “Without Cause” clause, we would like to negotiate an Onboarding Fee recoupment clause if the City terminates the agreement “Without Cause” in the first 12-months of the agreement. Since the onboarding work would have already been done, if the City were to terminate the agreement within the first 12-months of the agreement, the listed Onboarding Fee would become due and payable to Apex.
• Exhibit A – Scope of Services – If selected, Apex would like to review the Scope of Services that will be included in the agreement. It was not provided as part of the agreement included with the RFP. Apex agrees to the items listed in Section III of the RFP taken together with the Questions and Answers. We don’t foresee any issues but would like to review the final “Exhibit A – Scope of Services” before execution of the agreement.

Apex has reviewed the Insurance Requirements and will be able to furnish the City a Certificate of Insurance with the requested coverages.

Agenda Item #13.1.

Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Public Works
DATE: May 27, 2025
FROM: Lesley Milton, Deputy City Manager
SUBJECT: Direction Regarding Implementation of the DG Installation at Skate Park.

RECOMMENDED
ACTION:

Staff recommends that the City Council direct staff to keep the already installed DG at the Skate Park.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
PURPOSE:

Discuss and provide direction regarding the Skatepark
Committee’s request to fund and install pavers at the
picnic pad area of the Skate Park.

FINANCIAL IMPACT: This item was unplanned and unbudgeted. Should Council choose to authorize the expenditure it would need
approximately $25,000 which would be transferred from an existing budget line item.

BACKGROUND:

In May of 2024 the Skatepark Committee approached staff with a request to reactivate irrigation at the Skate Park. Staff advised that turning on irrigation would likely result in unmanaged weed growth unless paired with a landscape rehabilitation plan. Due to limited operating funds, staff proposed a public-private partnership model to address landscaping improvements at the park.

Following collaborative planning sessions with the Committee, a draft rehabilitation concept was brought to the Parks and Recreation Commission in December 2024. The plan prioritized sustainability and included:
 Introduction of drought-tolerant, low-maintenance plants.  Repair of ancillary entrances using decomposed granite (DG) or pavers.  Addition of picnic tables and shaded seating areas.

The Parks and Recreation Commission supported moving forward with this publicprivate partnership model, the Skatepark Committee present at the meeting also supported the model as drafted, and work began in early 2025. As of this report, staff has completed nearly all agreed-upon elements of the rehabilitation plan using City labor and a limited operating budget.

DISCUSSION:

Agenda Item #13.2.

As part of the landscape rehabilitation, a picnic pad was installed using stabilized decomposed granite in keeping with the scope of work and budget constraints.

However, the Skatepark Committee has since expressed preference for pavers over DG citing safety concerns should DG spill over onto the adjacent skate court surface. The Committee has formally requested that the picnic pad be replaced with pavers, a feature they feel better suits the safety and aesthetic qualities of the site.

This proposed change was not included in the original rehabilitation plan or budget.

While the proposed plan listed pavers as an option, that was only if existing pavers the city owned were not allocated for other projects. The City does not have any surplus pavers that could be used, and there is no available budget to purchase pavers for this project.

As part of the rehabilitation project, staff has selected decomposed granite (DG) as the surface material for the picnic area, with the addition of a stabilizing binder applied over the top. This binder acts as a glue, creating a firm, compacted surface that minimizes loose material and prevents rocks or dust from being tracked onto the adjacent skatepark. This type of treatment is commonly used on pathways in state parks, public spaces, and local wineries, and has proven effective in maintaining surface integrity.

While some concerns have been expressed about the potential safety impact if loose DG were to come into contact with skateboard wheels, staff does not believe this poses a safety risk, especially with the stabilizing treatment in place. Staff supports this solution as both cost-effective and functional, and finds it appropriate for the intended use of the space.

Cost Estimate
To assess feasibility, staff contacted five local vendors for pricing on both materials and installation of pavers at the picnic pad. Quotes received ranged from $22,000 to $39,000 depending on the scope of the excavation, paver type, and installation method.

Collaboration
The skate park rehabilitation has been a model of collaboration between the City and community stakeholders. Staff recognizes the Committee’s desire to enhance the space further but also acknowledges the budget limitations surrounding unplanned improvements. Staff seeks Council direction on how to proceed with this specific request, ensuring the continuation of responsible stewardship of public funds and successful community partnerships.

Options for Council Consideration

1. Direct staff to identify City funds to cover the cost of paver installation. $25,000 (including contingency)
Agenda Item #13.2.

2. Direct staff to proceed to compact and apply the stabilizing material to the existing decomposed granite installation. $0
ENVIRONMENTAL REVIEW: Not a CEQA Project.

GOAL:

Goal 1: Strengthen Financial Sustainability
Goal 2: Improve Infrastructure & Further Environmental Sustainability Goal 5: Enhance Quality of Life
DOCUMENTS ATTACHMENTS:

Skate park Rehab Staff Report & Update
Skate Park Proposed Paver Location
Agenda Item #13.2.

City of St. Helena Parks and Recreation Commission
Staff Report
Date: December 11, 2024
To: Parks and Recreation Commission
From: Lesley Milton, Deputy City Manager & Victor Neri, Superintendent Parks & Trees Subject: Update on Skate Park Rehabilitation Proposal and Request for Prioritization Recommendation Background
The Public Works Departments, in collaboration with the Skate Park Committee, recently came together to discuss a proposal for rehabilitating the landscaping at the City’s skate park. The focus of this effort is to improve the park’s landscape and infrastructure while navigating budgetary constraints and exploring potential funding sources. This report provides an update on the discussions and seeks the Commission’s input on prioritizing the skate park rehabilitation as the City’s next park project.

Meeting Outcomes
During the meeting, staff and committee members addressed various aspects of the proposed rehabilitation. Discussions on landscape improvements emphasized sustainability, with plans to introduce drought-tolerant plants that require less maintenance and to add shade-providing trees to enhance the park’s comfort for users. In terms of infrastructure, the focus was on repairing ancillary entrances with materials such as stabilized decomposed granite or pavers, which would improve both accessibility and aesthetics. Additional seating, including picnic tables, was also proposed to create more welcoming gathering spaces.

Staff proposed incorporating specific drought-tolerant plant species such as Mexican feather grass (Nassella tenuissima), yucca flaccida (Adam’s Needle), and bulbine (Bulbine frutescens). These lowmaintenance plants align with the overall goal of sustainability. The Skate Park Committee contributed suggestions to enrich the landscaping design. Staff also reported that the skate park’s irrigation system has been fully repaired and tested. This achievement lays a solid foundation for the proposed landscaping improvements.

1. Landscape Rehabilitation:
o Introduction of drought-tolerant plants to enhance sustainability and reduce maintenance needs. Integration of specific low-maintenance, drought-tolerant plants such as Mexican feather grass (Nassella tenuissima), yucca flaccida (Adam's Needle), and bulbine (Bulbine frutescens).
o Potential incorporation of shade-providing trees to improve comfort for park users.

2. Infrastructure Enhancements:
o Repairing the skate park ancillary entrances with stabilized decomposed granite (DG) or pavers for improved accessibility and aesthetics.
o Installation of additional picnic tables to provide seating and gathering areas for park users.

Agenda Item #13.2.

Budgetary Considerations
The comprehensive rehabilitation plan discussed during the meeting is not currently included in this year’s general fund budget. While funding could be proposed in the next fiscal year’s budget, it is not guaranteed and timing is an important issue. To address this challenge, a collaborative funding model was explored. The Public Works department discussed the ability to reallocate funds from other projects but it will likely not be sufficient to fund the entire project. The Skate Park Committee expressed willingness to provide financial support, and both staff and the committee committed to identifying additional funding opportunities, such as grants or sponsorships, to help offset costs.

The collaboratively proposed rehabilitation plan costs are outlined below:

Cost for Materials
Irrigation Repair
$
500
New Drip Irrigation
$
600
Irrigation Timer
$
150
Garbage Can Replacement $ 2,100
Plants $ 2,425
Soil amendment
$
500
Mulch $ 1,000
Incidentals $ 1,000
Tabel/Bench Repair $ 1,500
Total $ 9,775
*Garbage cans already paid for $ 7,675
Additional Requested Features
Trees for Shading
$
800
Additional Benches/Tables $ 1,500
Entryway Modifications $ 1,000
Total $ 3,300
Person Hours
5 people, 4 hours per day for 4
weeks 320
Average Hourly Rate $62
w/benefits
Total Staff Cost $ 20,800.00
Total Materials Cost $ 10,975
Total Cost of the Project $ 31,775.00
Agenda Item #13.2.

Proposed Next Steps
If the Committee should recommend the Skatepark to be the next park targeted for rehabilitation, staff will move forward with preparing a final detailed design that incorporates all agreed-upon elements, such as tree placement, entrance repairs, and landscaping features and continue to work with the Skate Park Committee regarding the design and collaborative funding model. Total available funding will determine the total scope of the design. Additionally, staff and the committee have agreed that this project should emphasize the community-driven nature of the project, and also agreed to coordinate opportunities for community volunteers to participate in the rehab and planting.

1. Funding Coordination:
o The Parks and Public Works Departments will work with the Skate Park Committee to determine the scope of their financial contributions.
o Both parties will collaborate to identify additional funding opportunities, such as grants or sponsorships.

2. Design Finalization:
o The Parks Department will draft a detailed design plan incorporating the elements discussed during the meeting, including tree placement, entrance repairs, and landscape improvements.
o The Skate Park Committee will review and provide feedback on the proposed design.

3. Approval Process:
o A presentation will be prepared for the Parks and Recreation Commission to secure approval for prioritizing the Skate park for the next targeted rehabilitation. This presentation will highlight the collaborative funding model and emphasize the community-driven nature of the project.

4. Implementation Timeline:
o Upon securing approval and funding, the rehabilitation project will be scheduled to begin mid-January and be completed by March of 2025. We anticipate the project will take approximately 6 weeks.

The success of this project relies on the commitments of key stakeholders. Parks and Public Works staff will provide expertise and labor to execute the rehabilitation plan, ensure transparency throughout the process. The Skate Park Committee has committed to seeking financial contributions, offering input on the design, and acting as community advocates to promote the project and secure additional support, including volunteer efforts.

Recommendation
The skate park rehabilitation project offers a significant opportunity to enhance a vital recreational space for the community. By leveraging a collaborative approach to funding and incorporating sustainable design principles, this initiative aims to create a welcoming and functional environment for users of all ages. Staff recommends that the Parks and Recreation Commission support prioritizing the skate park rehabilitation and provide guidance for proceeding with the outlined plan.

Agenda Item #13.2.

Agenda Item #13.2.

Agenda Item #13.2.

Skatepark
Paver
Proposal
City Council Meeting
May 27, 2025
Presented by:

Lesley Milton, Deputy City Manager
Agenda Item #13.2.

Background
In May 2024, the Committee
requested irrigation
reactivation
Staff proposed a
collaborative, public-private
rehab model, approved by
Parks & Rec Commission
Project prioritized
sustainability and low
maintenance, with existing
budget
*Balancing other park
maintenance obligations
Agenda Item #13.2.

Completed Work
Irrigation Repaired & Functioning
Added 200 Drought-Tolerant Plants
New Trees Planted for Future Shade
Picnic Area Enhancements, Rehabilitated Picnic Table,
Purchased 2nd Table
Entrance Enhancements
Agenda Item #13.2.

Completed Work
Agenda Item #13.2.

Third Entrance
Surface
• Request to install
pavers instead of
DG
• Considerations
include safety and
aesthetics
Agenda Item #13.2.

Decomposed Granite Decision Points
No Surplus Pavers Available
Unbudgeted Project
Common and Effective Solution in Public Spaces
Stabilizing Binder Minimizes Loose Material and Dust
Safe and Cost-Effective
Agenda Item #13.2.

Cost Implications
Staff received three quotes for purchase and
installation of pavers: $22,000 – $39,000
Would require reallocation of funds from
another line item, or reserves
Agenda Item #13.2.

Decision Points

1. Fund paver
installation
(~$25,000)

2. Proceed
with
stabilized DG
as originally
scoped ($0)
Agenda Item #13.2.

From: Pamela Smithers
To: Paul Dohring; Michelle Deasy; Aaron Barak; Kate Spadarotto; Billy Summers Cc: Erika Opp
Subject: [External] public comment on tonights agenda 5/27/25 Item 13.2 re skatepark Date: Tuesday, May 27, 2025 12:03:51 PM
Hi Erika,
Would you please post this to tonight's agenda (skatepark item). Thanks much! Good morning, Mayor and City Council members,
Thank you for the opportunity to comment on this item on tonight's agenda.

Skatepark supporters advocate for a well maintained and safe skatepark, that is and always has been our overriding goal since it was built over 15 years ago.

To that end, we are not convinced that the DG option is the safest option or the best longterm solution. DG and skateboard trucks do not get along! The pebbles have a way of stopping the wheels in their tracks and throwing the skater off their board. I think this fact is accepted by all, so I will not belabor that point.

There has been talk of sealing the DG but keep in mind that the sealing option will require regular application to keep the DG in place, and staff has repeated over and over their interest in having the least amount of maintenance possible. If the decision is made to seal, we hope staff and Council will commit to regular review of the effort’s results to insure the DG stays in place. A sidenote for your consideration is that bicycles have become common at the skatepark and bicycle tires track the DG far onto the skating surface; so, this isn’t just some DG right at the entrance. It is being spread throughout the park skating surface.

There have been 3 complaints about the DG since the DG was installed in March (2 on the Grapevine and 1 at the most recent Park and Rec Commission meeting). The Grapevine complaints are no longer on the app (for some reason), but I have a screenshot of one of them if you'd like to see it. Park and Rec staff can also attest to the complaints. This gives us all an indication that the DG isn’t safe and puts us all on notice in case, God forbid, there was a serious accident because of the DG.I’m not a lawyer but I do remember learning in my business law class while studying for the CPA exam that knowledge of a potential issue could equal a claim of negligence. The City attorney could speak to this.

Therefore, for the sake of the skaters’ safety and the long-term lack of maintenance or legal risk, we believe installation of pavers would be the best long-term solution. We advocated for that. We met with City staff in January to brainstorm ideas, we remember the DG being a staff idea, we brought forth the paver idea, what we are absolutely sure of is that we requested that nothing be used that could “slough off onto the skating surface” to quote Ric Henry.

The $25K option presented Friday was a surprise to us. We don’t think the problem warrants or requires that level of expenditure.

We would like to request that this issue get the collaboration it deserves. Mario Traverso recently completed a wildly successful paver installation on Main Street. We should be using his expertise, and possibly the 3 pallets of pavers that have been sitting unused at the Corp Yard for 15 years (per Mario).

Let’s put everyone’s heads together and solve this in a way that protects the City and the skaters alike, without breaking the bank. Thanks for listening.

Pam Smithers
1819 Vallejo Street, SH
707-696-0530
Agenda Item #13.2.

Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Public Works
DATE: May 27, 2025
FROM: Lesley Milton, Deputy City Manager
SUBJECT: Discussion and Direction Regarding the Use of Modular Housing Units at the Water and Wastewater Treatment
Plants for Staff Housing.

RECOMMENDED
ACTION:

Staff recommends that the City Council discuss and
provide direction regarding the installation of modular, premanufactured housing units at the Water Treatment
Plant (WTP) and Wastewater Treatment Plant (WWTP) to
support the recruitment and retention of staff and use
Water/Wastewater Enterprise Funds for this purpose.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
PURPOSE:

To create workforce housing and reduce operations cost in the Water and Wastewater enterprises.

FINANCIAL IMPACT: The total cost of implementation is estimated at $486,000 ($324,000 utilizing Water Funds and $162,000 utilizing
General Fund).

BACKGROUND:

The City has had a mobile/manufactured home with living quarters at the Water Treatment Plant (WTP) which was manufactured in 1980. City Records indicate it had been rented at various times between 1989 and 2020 to various water treatment plant operators as employee housing. The City has historically faced challenges in recruiting and retaining certified water and wastewater operators due to:

1. Limited Availability of Certified Operators – Certified personnel are in short supply both regionally and statewide.

2. High Cost of Living in Napa Valley – Housing affordability significantly affects recruitment, particularly for critical operations staff.

These challenges continue to persist in today impacting our workforce climate. To address these challenges, staff has been exploring the feasibility of providing on-site modular housing to replace the dated mobile home and serve as a recruitment and retention incentive. A recent quote indicated that repairs to make this structure habitable would cost approximately $100,000. The City’s risk management firm has deemed the structure safe, if specific repairs are completed. Making the existing home not only safe, but an attractive incentive, will cost even more.

Agenda Item #13.3.

DISCUSSION:

Staff is recommending the council consider two different options:

1. Rehabilitate the Existing Modular Home at the WTP for approximately $100,000, providing housing for one staff member, ideally the Chief Plant Operator. Use of the home could be limited to enterprise-funded staff or made available to all City staff, depending on the funding source.

2. Remove and replace the existing trailer home at the WTP with two premanufactured units, offering housing for two staff members. Additionally, staff proposes exploring the installation of one modular unit at the Wastewater Treatment Plant (WWTP), where recruitment for the Chief Plant Operator has been especially difficult. Providing housing may help attract and retain full-time employees, reducing reliance on costly contract operators.

Proposed Housing Details:
 Water Treatment Plant (Crystal Springs Road):
o Demolish and replace the dilapidated 2-bedroom trailer with two new premanufactured homes.
o Each unit:
 <1,000 sq ft
 1 bedroom, 1 bathroom, full kitchen
 Fully electrified, compliant with California electrification mandates o Utility connections:
 Electrical: Existing meter with sub-metering possible  Existing leach field viability verification required (may require permitting though Napa County)
 Foundation: Concrete pad or gravel block (gravel block minimizes permit and surface needs)
 Wastewater Treatment Plant (1 Chaix Lane):
o Install one modular unit of similar specifications.
o No need for leach field, can connect directly to city sewer system o Electrical infrastructure improvements needed for connection, may be able to connect to existing panel but likely need new connection.

ESTIMATED COSTS AND NECESSARY STEPS:

There are several steps that would be required to prepare each site, acquire the units, place and connect them prior to staff being able to inhabit them. Below we have outlined the general list of major steps that will be required as well as a low and a high estimate of costs. Depending on a variety of factors, including the units selected and site placement, then other costs such as foundations and grading as well as connections, inspections and permitting can be finalized. Overall, below here is a general breakdown of steps and estimated costs.

Site Preparation Costs (Per Unit):

Agenda Item #13.3.

Item Low Estimate High Estimate
Site Survey & Permitting $3,000 $6,000
Foundation (Gravel vs
Concrete) $4,000 $15,000
Utility Connections $14,000 $31,000
Transportation & Installation $5,000 $10,000
Final Touches & Inspections $2,000 $5,000
Total Per Unit $28,000 $67,000
Prefabricated Home Cost Options:
 Basic Model: $45,000 – $65,000
 Mid-Range Model: $65,000 – $85,000
 High-End Model: $85,000 – $120,000
Staff recommends that Council consider the long-term durability, sustainability, and overall aesthetic of the modular housing units when selecting the level of investment.

Opting for a higher-end model is likely to enhance the appeal of the units to employees and neighbors by ensuring the homes are visually compatible and of lasting quality.

Other Costs:
 Shipping/Delivery: $5,000 – $15,000
 Installation/Permitting: $10,000 – $20,000 (if not included in purchase) Examples of Sustainable, Pre-fabricated homes:
https://www.greenpoddevelopment.com/waterhaus/
https://s2amarketplace.com/products/haven-tiny-home
Summary of Estimated Costs:

Item Estimate (Per Unit)
Site Preparation & Permitting $28,000 - $67,000
Premanufactured Unit Cost $45,000 - $65,000
Delivery & Installation $15,000 - $30,000
Total Estimated Cost $88,000 - $162,000
FUNDING OPTIONS:

The funding source selected for this project will determine both the scope of eligible occupants for the proposed housing and compliance with regulatory requirements.

If the City chooses to utilize Water and Wastewater Enterprise Funds, the housing units may be restricted exclusively to staff whose salaries are charged to these enterprise Agenda Item #13.3.

accounts. This approach is legally permissible, as the housing would directly support the operational needs of the water and wastewater systems, providing essential personnel with on-site accommodations to ensure 24/7 readiness and service continuity.

Alternatively, if the project is funded through the General Fund, the housing may be made available to a broader pool of City employees, not limited to enterprise staff. In this case, the City would need to develop clear policies and procedures for determining eligibility, prioritization, and administration of the housing units to ensure transparency and fairness.

Staff also explored potential state, county, and federal funding sources, such as HOME, CDBG, or LIHTC. However, these programs require compliance with the Fair Housing Act and would not permit the City to limit occupancy to City employees. Housing funded by these sources would need to be open to all income-qualified members of the public and thus may not align with the City's goal of providing workforce housing specifically for City staff.

Given these considerations, staff seeks Council direction on whether to proceed with Enterprise Fund allocations for staff-restricted housing, or to allocate the use of General Funds for this opportunity.

BENEFITS:

Providing modular, premanufactured housing units for staff offers several strategic advantages for the City of St. Helena. Most notably, it directly supports the recruitment and retention of critical certified operators for both the Water and Wastewater Treatment Plants, as well as other positions that are increasingly difficult to fill due to regional labor shortages and the high cost of living in Napa Valley. By offering affordable, on-site housing, the City can make these roles more attractive to prospective employees, particularly those who might otherwise be unable to afford to live locally.

This initiative also addresses broader workforce housing shortages by creating purposebuilt accommodations tailored specifically to meet operational needs throughout the City. The presence of staff living on-site ensures that critical facilities can maintain 24/7 operational readiness, improving response times during emergencies, and providing added assurance of continuous service delivery to the community. Additionally, the rental structure creates a revolving fund model, where rental income helps replenish the initial investment, enabling sustainable future projects.

OTHER OPTIONS:

1. Rehabilitate the existing modular home at the Water Treatment Plant for $100,000.

Agenda Item #13.3.

Council could opt to repair the existing on-site modular unit, which has been vacant for several years. This would provide housing for one staff member, potentially at a lower initial cost compared to purchasing new units. However, it would limit the housing capacity to a single employee and may not provide the same long-term value or flexibility as installing new, sustainable units.

2. Direct staff to explore public-private partnerships for workforce housing.

Another alternative would be to initiate discussions with private developers or housing organizations to create workforce housing solutions through partnerships. This could potentially leverage private investment or grant opportunities, but would require additional time for negotiation and planning, and may limit the City’s control over occupancy criteria.

NEXT STEPS:

If Council choses to proceed with the housing strategy, staff would initiate a structured implementation plan to move forward with the proposed modular housing project. This will include several critical phases to ensure that the project is executed efficiently, costeffectively, and in compliance with all applicable regulations:

1. Proceed with Site Preparations, Permitting, and Vendor Selection Staff will begin detailed site assessments, including surveys and soil analysis, to determine the most suitable foundation type and exact placement of the modular units at both the Water and Wastewater Treatment Plant sites. Staff will also initiate the permitting process and concurrently, staff will engage in a formal procurement process to identify and select qualified modular housing vendors, with an emphasis on cost-effectiveness, sustainability, and compatibility with City needs.

2. Finalize Utility and Foundation Plans
Detailed plans for utility connections—including water, sewer, electrical, and potentially telecommunications—will be developed. These plans will take into account the specific infrastructure conditions at each site. Staff will also finalize foundation design, whether gravel block or concrete pad, based on Council direction and site conditions. Coordination with utility providers will be necessary to ensure timely installation and avoid service disruptions.

3. Develop Lease Agreements and Housing Policies
In parallel with site and construction preparations, staff will draft lease agreements outlining the rental terms, eligibility criteria, and responsibilities of both the City and the tenants. Policies governing the administration of the housing units—including prioritization for occupancy, duration of tenancy, and procedures for rent collection—will be developed to ensure transparency and fairness.

4. Return to Council with a Formal Budget and Purchasing Authorization Once the vendor has been selected and all costs have been finalized—including unit purchase, delivery, installation, and site preparation—staff will return to the City Council with a comprehensive budget for approval. This will include a Agenda Item #13.3.

request for formal purchasing authorization, along with a detailed timeline for project implementation and occupancy readiness.

5. Project Implementation and Monitoring
Following Council approval, staff will oversee the installation and connection of the modular units, including all necessary inspections and certifications for habitability. Once operational, staff will monitor occupancy, rental income, and maintenance needs, ensuring the housing units remain an effective recruitment and retention tool over time.

ENVIRONMENTAL REVIEW: This is not a project at this time.

GOAL:

Goal 1: Strengthen Financial Sustainability
Goal 3: Pursue Water Security & Sustainable Management of Water Resources Goal 6: Improve Employee Recruitment, Retention, & Morale Goal 7: Enhance Organizational Effectiveness
Agenda Item #13.3.

Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Public Works
DATE: May 27, 2025
FROM: Stephanie Killingsworth, Public Works Financial Analyst SUBJECT: Consideration and Proposed Approval of a Resolution Adopting the Five-Year Capital Improvement Plan for
Fiscal Years 2025-26 to 2029-30.

RECOMMENDED
ACTION:

Staff recommends City Council approve the attached
Resolution.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
PURPOSE:

To approve a resolution approving the City of St. Helena Five-Year Capital Improvement Plan for Fiscal Years
2025-26 to 2029-30; with $14.4 million budgeted for
FY2025-26.

FINANCIAL IMPACT: The City's FY2026-2030 CIP consists of 80 Projects in five divisions totaling approximately $65 million over a five-year period with $14.4 million of the projects appropriated for FY2025-26.

All funds and expenditures beyond Fiscal Year 2025-26
have no direct fiscal impact because the CIP is not a
financial commitment by City Council, but rather a planning and forecasting tool.

It should be noted that while projects are scheduled to be completed during FY26, there may be projects that span
beyond the current fiscal year due to a variety of variables including, but not limited to, revenue collection timing and available of project funding (i.e. "cashflow"), development schedule of design/permitting/procurement of professional consultant services, etc.

BACKGROUND:

The Capital Improvement Plan (CIP) is a crucial planning tool used by the City Council and City Staff to manage and prioritize long-term investments in public infrastructure and facilities. The adoption of the CIP only appropriates funding for the current fiscal year. The subsequent fiscal years and project expenses/funding serve as a budgeting and planning tool.

DISCUSSION:

Agenda Item #13.4.

This staff report summarizes the five-year funding strategy to deliver capital improvements to City infrastructure and facilities. The expenditures shown for the first two years of the CIP in Civic, Streets, Water, Wastewater and Stormwater are consistent with the operating budget in fiscal year 2025-26. The subsequent years are subject to change due to more detailed engineering analysis becoming available, City Council direction on project priorities, updates to revenues, and changes in project costs. These variables are the basis of annual update to the Five-Year CIP.

CIP programs and projects are dedicated to maintaining and improving City infrastructure in the five divisions noted above. The attached program (Attachment 2) details the project funding by division for the Five-Year CIP.

Prior to presenting the Five-Year Capital Improvement Plan to the City Council, staff shared the draft CIP with the following committees for review and input:

Measure H Oversight Committee - April 1, 2025 - Agenda
Finance Committee - April 17, 2025 - Agenda
Water and Wastewater Advisory Committee - April 24, 2025 - Agenda Parks and Recreation Commission - May 5, 2025 - Agenda
Active Transportation and Sustainability Committee - May 7, 2025 - Agenda Planning Commission - May 20, 2025 - Agenda
California Government Code Section 65401 requires that the Planning Commission find that the proposed CIP is consistent with the City's General Plan prior to City Council adoption of the CIP. The Planning Commission made this finding and adopted the corresponding Planning Commission Resolution at its meeting on May 20, 2025.

Throughout the years, many of the projects on the CIP list have been "rolled over" without receiving any updates to costs or project scope. Utilizing the information from the below sources, and other unfunded CIP needs, staff has compiled the proposed CIP.

1. Facilities Condition and Needs Assessment (2017)

2. St. Helena Assets Planning Engagement (SHAPE) Committee (2018)

3. Financing Civic Infrastructure Task Force (2020)

4. Integrated Utility Master Plan (2021)

5. General Obligation Bond Projects (2022)

6. Water/Wastewater Rate Study (2023)

7. Council Adopted Pavement Program (2023)

8. Water Bonds (2024)
The intent of the report is to demonstrate the vast infrastructure needs of the City. The basis of prioritization is based upon project priorities and risk management delineated in related studies (e.g. Integrated Utility Master Plan) and then further modified based Agenda Item #13.4.

upon funding options (e.g. public sentiment towards significant rate increases, grant funding availability, etc.)
ENVIRONMENTAL REVIEW:

Exempt. Adoption of a plan is not subject to CEQA. It is expected that each project would be subject to CEQA evaluation during project development.

GOAL:

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

Attachment 1_2025-26 Five-Year CIP Resolution_05_15_2025 Attachment 2_2025-26 Five-Year CIP Document_05152025
Agenda Item #13.4.

CITY OF ST. HELENA
RESOLUTION NO. 2025-__

RESOLUTION AUTHORIZING ADOPTING THE FIVE-YEAR
CAPITAL IMPROVEMENT PLAN (CIP) FOR FISCAL YEARS 2025-
26 TO 2029-30; WITH $14.4 MILLION BUDGETED FOR FY2025-26

RECITALS
A. The City of St. Helena has Prepared a Five-Year Capital Improvement Plan (CIP) which sets forth a funding strategy for proposed capital projects; and B. The CIP is a planning tool that identifies anticipated capital improvements for Fiscal Years 2025-26 to 2029-30; and
C. The CIP also identifies the funding sources to finance the capital improvements proposed to be undertaken in the next five fiscal years and includes recommended time schedules and budget estimates of the various capital improvement projects; and
D. The expenditures shown for the first year of the CIP comprise the Capital Budget starting in Fiscal Year 2025-26, a total of $14.4 million; and E. Subsequent years are also included in the CIP, although these “future years” are subject to change due to more detailed engineering analysis becoming available, possible changes in project priorities, updates or revisions to anticipated revenues, and/or changes in cost and funding projections; and F. The CIP is anticipated to be updated annually, as a whole, and amendments may be considered by the City Council at any time; and
G. City Council of the City of St. Helena has designated the City Planning Commission as the planning agency for the City of St. Helena; and H. State Law requires that designated planning agencies review their agency’s Capital Improvement Plan to ensure compliance with the adopted General Plan; and
I. On May 20, 2025, the Planning Commission, during a regularly scheduled meeting, considered the projects and programs for Fiscal Year 2025-26 in the City’s Capital Improvement Plan and their conformity to the adopted City General Plan; and
J. A majority of the fiscal impact to the CIP have been transferred in prior years and any additional funds have been identified in the proposed operating budget for Fiscal Year 2025-26.

Agenda Item #13.4.

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

1. The Five-Year Capital Improvement Plan for Fiscal Years 2025-26 to 2029- 30; with $14.4 million slated for FY2025-26 is hereby adopted.

2. Funding is defined in the Five-Year Capital Improvement Plan for Fiscal Years 2025-26 to 2029-30 document on the Global Summary page no. 7.

Approved at a Regular Meeting of the St. Helena City Council on May 27, 2025, by the following vote:

Mayor Dohring:

Vice Mayor Deasy:

Council Member Barak:

Council Member Spadarotto:

Council Member Summers:

APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Erika Opp, Acting City Clerk Agenda Item #13.4.

5-YEAR

CAPITAL

IMPROVEMENT
PLAN
F Y 2 0 2 5 - 2 6 T O F Y 2 0 2 9 - 3 0
CITY OF ST. HELENA, CA
1 Agenda Item #13.4.

Table of Contents
City of St. Helena FY2025-26 to FY2029-30
Table Of Contents
Guide to the Capital Improvement Plan (CIP)
Global Summary: Total Category Expenditures / Total Funding Sources 1 - Civic
Project#
C20-02
C20-04
C22-02
C22-03
C23-01
C24-01
C24-02
2 - Streets
Project#
R18-81
R19-04
R19-05
R21-02
R23-01
R23-02
R24-01
R24-02
R24-79
R25-79
R25-81
R26-01
R26-02
R26-03
R26-04
R26-05
R26-79
R27-79
R28-79
R29-79
R30-79
Project
Repaint Fire Station # 1
Baldwin Park Fence & Pathway Repair
Replace Playground Equipment and Fence at Crane Park
Jacob Meily Park Drainage Site Survey and Installation of New Turf and Upgrade Irrigation
Emergency Back-Up Power - Corp Yard & Crinella Pump Station Parks & Recreation Master Plan
Trails & Open Space Amenities - Phase 1
Project
Downtown Sidewalk Improvements
Sulphur Creek Sediment Removal
Grayson and South Crane Rehab
Crosswalk Improvements on Main Street/Highway 29 at Pratt Avenue and Elmhurst Avenue
Signalization Dowdell Lane and Hwy 29
"HAWK" Pedestrian Hybrid Flashing Beacon for Hwy 29 at Charter Oak
Streets Master Plan
Oak Avenue Rehabilitation
Pavement Restoration FY24 Design/FY 25 Construction
Pavement Restoration FY 25 Design/FY 26 Construction
Downtown Sidewalk Paver Rehabilitation Project
Bike Paths/Trails - Measure U Equivalent Funds
Napa Valley Vine Trail - Yountville to St Helena
Measure U Maintenance of Effort
Spring Street/Highway 29 Intersection Project
Napa Valley Vine Trail - Calistoga to St. Helena
Pavement Restoration FY 26 Design/FY 27 Construction
Pavement Restoration FY 27 Design/FY 28 Construction
Pavement Restoration FY 28 Design/FY 29 Construction
Pavement Restoration FY 29 Design/FY 30 Construction
Pavement Restoration FY 30 Design/FY 31 Construction
1 1
4 7
8 Page#
9 10
11 12
13 14
15 16
Page#
18 19
20 21
22 23
24 25
26 27
28 29
30 31
32 33
34 35
36 37
38 Agenda Item #13.4.

3 -Water
Project#
W-101
W-108
W-109
W-35
W-80
W-85
W-86
W-91
W18-111
W18-113
W18-118
W18-120
W21-01
W24-01
W24-02
W24-03
W24-04
W24-05
W24-06
W24-07
W24-08
W24-09
W24-10
W24-11
W24-12
W25-01
W25-02
W25-03
W25-91
W26-01
W26-02
W29-01
W29-02
4 -Wastewater
Project#
S-52
S18-70
S18-71
S21-01
S23-01
S23-02
S24-01
S24-02
S24-03
Project
Tank 2 Rehabilitation
Lower Reservoir Rehab
Bell Canyon Intake Tower Replacement
Bell Canyon Reservoir Improvements
Dwyer Road Booster (Pump Station)
Bell Canyon Valve House Replacement
Spring Mountain Pressure Zone Improvements (Holmes Tank Upgrade)
Bell Canyon Creek Flow Measurement
WTP Condition Assessment
Water System SCADA Improvements
Replace Mains <6" in Diameter
Bell Canyon Phreatic Surface Monitoring & Assessment
Kearney and Andrea Water Main Replacement
Water Distribution Fire Flow Improvements
Napa lntertie Pump Station (Rutherford) Replacement
ArcGIS Infrastructure Development
RetrofiUDeploy SMART water meters
PFAS Sampling Project
Risk and Resilience Assessment Report Implementation
Cyber-Security Implementation
Safe Yield Policy & Water Neutrality Policy Update
Emergency Repairs to Water Infrastructure to address discolored water
Water System Hydraulic Model Update
Bell Canyon Dam DSOD Analysis/Improvements
Disinfection By Products Project
Napa lntertie Pipeline Replacement
Water Treatment Plant Transmission Main Replacement
Water Management Plan
Bell Canyon Creek Flow Measurement
Water Treatment Plant Microgrid/SCADA Upgrades
Asset Management & Computerized Maintenance & Management System DevelopmenUI mplementation
Water Treatment Plant (Water Treatment Plant Rehabilitation) PWRR-1 yr 6-10 Water Main Annual Replacement Program Allowance Project
WWTP Phase 1 Upgrades
Replace 1 % of Sewer Mains Annually
Crinella Pump Station Upgrades
WWTP Recycled Pipeline and Pump Station
Recycled Water - Crane Park Irrigation Infrastructure
Emergency Back-Up Power - WWTP
Closed-Circuit Television (CCTV) Inspection Program, Phase I High Priority Pipeline Replacement
ArcGIS Infrastructure Development
2 39
Page#
41 42
43 44
45 46
47 48
49 50
51 52
53 54
55 56
57 58
59 60
61 62
63 64
65 66
67 68
69 70
71 72
73 74
Page#
75 76
77 78
79 80
81 82
83 Agenda Item #13.4.

S24-04 Recycled Water System Master Plan Update 84
S24-05 Del Campo Court Gravity Main Improvements 85
S25-01 Flow Monitoring Program 86
S26-01 Model Update and System Analysis 87
S26-02 Asset Management & Computerized Maintenance & Management 88 System DevelopmenUI mplementation
S27-01 WWTP Pond Cleaning, Decommissioning, and Repurpose 89 5 - Stormwater 90
Project# Project Page#
D24-01 Oak Avenue Storm Drain Rehab 91
R19-03 Sulphur Creek Erosion Repair 92
R20-01 Mitchell Drive to Sulphur Creek Storm Drain 93
R20-02 Mills Lane Storm Drain Project 94
3 Agenda Item #13.4.

City of St. Helena
Fiscal Year 2026-30 Capital Improvement Plan

GUIDE TO THE CAPITAL IMPROVEMENT PLAN (CIP)

PURPOSE OF THE CIP
The Capital Improvement Plan (CIP) is a crucial planning tool used by the City Council and City StaƯ to manage and prioritize long-term investments in public infrastructure and facilities. The adoption of the CIP only appropriates funding for the current fiscal year. The subsequent fiscal years and project expenses/funding serve as a budgeting and planning tool. This guide serves as an introductory section to the CIP document, providing context, purpose, and an overview of how to review the CIP project pages.

WHAT IS A CAPITAL IMPROVEMENT PLAN?
A Capital Improvement Plan is a multi-year roadmap that identifies capital projects, outlines a proposed schedule, and details financing strategies. Capital projects typically include design, construction, significant repairs, or upgrades to city-owned public facilities, roads, utilities, parks, and other public assets. The CIP also includes planning studies and miscellaneous documents that then become the basis of future projects (e.g. R24-01 Streets Master Plan). The CIP enables the City Council & City StaƯ to plan responsibly, allocate resources eƯectively, and align with the community’s long-term needs and priorities.

PURPOSE OF THE CIP
 Plan for the timely repair, replacement and expansion of public infrastructure.  Align capital investments with community growth, safety, and regulatory compliance.  Prioritize projects based on necessity, cost-eƯectiveness, and community impact.  Ensure transparency and accountability in the use of public funds.  Provide a decision-making framework for the City Council.

CIP DEVELOPMENT PROCESS

1. Project Identification

2. Evaluation and Prioritization

3. Financial Planning

4. Approval and Adoption

5. Implementation and Oversight

CONCLUSION
The Capital Improvement Plan (CIP) represents a strategic and transparent investment in the city’s future. By aligning infrastructure improvements with community needs and fiscal realities, the CIP ensures responsible stewardship of public resources and supports the overall well-being and growth of the community.

This guide provides an overview of the Capital Improvement Plan for informational purposes. For 4 Agenda Item #13.4.

City of St. Helena
Fiscal Year 2026-30 Capital Improvement Plan
detailed information on specific projects or financial data, refer to the respective sections of this document.

GUIDE TO READING A PROJECT PAGE
Each project page in the CIP document provides detailed information to help readers understand the scope, cost and schedule of individual capital improvement projects.

Below is a guide to interpret the information presented:

1. PROJECT TITLE:

The name of the project, providing a concise description of the work being undertaken. It helps identify the project quickly and often indicates the facility or infrastructure involved. 5 Agenda Item #13.4.

City of St. Helena
Fiscal Year 2026-30 Capital Improvement Plan

2. PROJECT INFORMATION BOX:

Project No - Unique identification number assigned to the project. The Capital Improvements Plan (CIP) uses a set of abbreviations in the project number:

Category - Project Classification (e.g., Civic, Sewer, Water) Project Location - Physical Location or address of the project site.

Responsible Department - City department overseeing project management.

Project Image - Visual reference of the facility or site involved.

3. EXPENDITURE ACCOUNTS:

Lists the account codes associated with project spending, ensuring transparency in financial tracking. These numbers are built by Fund-Dept-Expenditure Account from Table.

4. STATUS:

Indicates the current status of the project.

5. PRIORITY:

Includes a priority level in order to prioritize projects.

6. PROJECT PURPOSE & DESCRIPTION:

Provides a brief summary of project’s intent, scope, and background.

7. PROJECT NOTES:

Contains important remarks regarding project changes, funding source adjustments, schedule updates, and relevant Resolution numbers from City Council action.

8.EXPENDITURES TABLE:

Expenditures – Types of costs (e.g., Design, Construction Contract, etc.).

Exp/Enc as of [Date] – Actual expenditures in the project, as well as any contractual obligations encumbered. The expended and encumbered amount is cumulative since project inception.

Continued Approp. - Funds carried over from prior fiscal years but not yet expended or encumbered. The continued appropriation amount is cumulative since project inception.

Fiscal Year Columns - Planned spending in each fiscal year (i.e. July 1 through June 30). •The first two fiscal year columns is the amount of funding appropriated for in the bi-annual Adopted Budget.
•Projects that extend beyond the first two fiscal year columns may include future year cost estimates based on project scheduling and projected funding availability. The city has not technically appropriated monies to any projections made beyond the first two fiscal year columns because they are not included in the bi-annual Adopted Budget. Revisions and refinements of project scope, cost estimates, scheduling, and funding may aƯect the funding needs in outlying fiscal years.

Project Total – Total projected cost of the project.

9. FUNDING SOURCES TABLE:

Details how the project is financed.

Funding sources – Names of funding streams (e.g., General Fund, GO Bonds, etc.) Amounts by Year – Allocation of funds over the project timeline.

Funding Totals – Sum of all sources to match total project cost.

Abbreviation Full Description
C Civic
R Streets, Stormwater
S Sewer
W Water
D Stormwater
6 Agenda Item #13.4.

Global Summary Report
City of St. Helena FY2025-26 to FY2029-30

PROJECT CATEGORY

EXPENDITURES
1 Civic
2 Streets
3 Water
4 Wastewater
5 Stormwater
TOTALS

PROJECT FUNDING SOURCES
101 General Fund
101 General Fund - Measure

T/RMRA MOE
225 Gas Tax
229
230 Gas Tax - RMRA/SB1
240 Measure T/U
420 Go Bonds
421 Go Bonds
561 Water Rate Revenues
571 Wastewater Rate Revenues
700 Flood Control Funds
733 Prop 68 Grant
733 Civic CIP
733 Civic CIP HMGP Funds
734 Park Impact Fees
740 Traffic Mitigation Impact Fees
7 41 Streets Capital Improvement
- Grant OBAG Ill
741 LMR Cost Share
7 41 Streets Capital Improvement
- PLBP
7 41 Streets Capital Improvement
7 41 Streets Capital Improvement
- Grant TOA Ill
7 42 Storm Drain Impact Fees
763 Water Capital Improvement -
Bond
763 Water Capital Improvement
763 Water Capital Improvement -
Grant/lnteragency Fund
764 Water Impact Fees
773 Wastewater Capital
Improvement - HMGP Funds
773 Wastewater Capital
Improvement
773 Wastewater Capital
Improvement - Debt
77 4 Wastewater Impact Fees
999 Unidentified
TOTALS
Exp/Enc as Continued
of 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTALS 641,634 540,300 25,000 75,000 1,281,934
6,194,191 3,367,753 3,681,291 1,994,527 2,079,781 2,170,257 1,957,256 21,445,056 8,522,393 8,598,817 7,834,001 16,373,561 6,513,245 16,744,030 2,500,000 67,086,047 22,732,185 2,929,337 2,835,600 1,280,099 755,600 255,600 30,788,421 798,502 1,174,000 1,972,502
38,888,905 16,610,207 14,375,892 19,723,187 9,348,626 19,169,887 4,457,256 122,573,960 710,655 692,791 665,366 608,781 614,957 321,256 3,613,806 293,720 670,673 964,393
6,895 382,729 389,624
240,039 385,607 625,646
4,258,862 669,914 1,600,500 1,381,800 1,461,000 1,545,300 1,636,000 12,553,376 12,361 12,361
3,297,685 4,147,365 3,733,302 1,664,189 849,011 13,691,552 1,514,439 401,706 1,916,145
2,840,268 151,170 160,099 255,600 255,600 3,662,737
95,206 30,000 10,000 10,000 10,000 10,000 165,206
170,000 170,000
62,843 62,843
302,931 302,931
268,560 333,000 601,560
325,374 531,630 857,004
603,000 603,000 1,206,000
330,000 104,200 434,200
500,000 500,000
348,446 348,446
50,000 50,000
313,496 200,000 200,000 713,496
5,988,873 6,228,989 6,836,299 13,529,372 5,925,077 1,287,571 39,796,181 510,952 224 511,176
1,600,000 200,000 667,000 2,467,000
148,073 148,073
1,361,326 1,361,326
2,169,860 2,169,860
12,739,496 12,739,496
710,906 710,906
1,633,000 239,157 15,456,459 2,500,000 19,828,616
38,888,905 16,610,207 14,375,892 19,723,187 9,348,626 19,169,887 4,457,256 122,573,960 7 Agenda Item #13.4.

PROJECT TITLE
C20-02 Repaint Fire Station # 1
C20-04 Baldwin Park Fence &
Pathway Repair
C22-02 Replace Playground
Equipment and Fence at
Crane Park
C22-03 Jacob Meily Park Drainage
Site Survey and Installation
of New Turf and Upgrade
Irrigation
C23-01 Emergency Back-Up Power -
Corp Yard & Crinella Pump
Station
C24-01 Parks & Recreation Master
Plan
C24-02 Trails & Open Space
Amenities - Phase 1

PROJECT FUNDING SOURCES
101 General Fund
420 Go Bonds
571 Wastewater Rate Revenues
733 Prop 68 Grant
733 CivicCIP
733 Civic CIP HMGP Funds
734 Park Impact Fees
Category Summary Report
FY2025-26 to FY2029-30
1 - Civic
Exp/Enc as Continued
of 2/28/2025 Approp. 2025-26 2026-27 2027-28
25,000 75,000
7,750 72,250
250,000
260,810 5,750
373,074 37,300
125,000
50,000
641,634 540,300 25,000 75,000
25,000 62,639
12,361
7,300 37,300
170,000
62,843
302,931
268,560 333,000
641,634 540,300 25,000 75,000
8 2028-29 2029-30 TOTALS
100,000
80,000
250,000
266,560
410,374
125,000
50,000
1,281,934
87,639
12,361
44,600
170,000
62,843
302,931
601,560
1,281,934
Agenda Item #13.4.

Repaint Fire Station # 1
Project No: C20-02
Category Civic
Project 1480 Main Street St. Helena, CA 94574
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 733-5010-
STATUS: Deferred
PRIORITY: Low
PROJECT PURPOSE & DESCRIPTION:

Preserve the structural integrity and enhance the appearance of Fire Station #1 through repainting. Repainting is essential to protect the facility from weather-related damage, prolong the building's lifespan, and maintain a professional and welcoming appearance for both the fire department staff and the public.

PROJECT NOTES:
•Original Schedule: Initially planned for FY2021 but deferred to FY 2027. •FY23 - Public Works classified this as a non-priority project, delaying progress. •FY25 - The project's design and construction budgets were adjusted, and the funding source was updated to Fund 420 - General Obligation Bonds, utilizing the available balance from the 2006 bond issuance. •FY26 - $25,000 programmed in Fire Operating Budget. Remaining funds programmed for FY27.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 10,000 10,000
3160 - Construction Contract 25,000 65,000 90,000
EXPENDITURE TOTALS 25,000 75,000 100,000

FUNDING SOURCES
101-General Fund 25,000 62,639 87,639
420-Go Bonds 12,361 12,361
FUNDING TOTALS 25,000 75,000 100,000
9 Agenda Item #13.4.

Baldwin Park Fence & Pathway Repair
Project No:

Category
Project
Location:

C20-04
Civic
1591 Spring Street, St. Helena, CA
94574
Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 733-5010-
STATUS: Continuing
PRIORITY: Medium
PROJECT PURPOSE & DESCRIPTION:

The Baldwin Park Fence & Pathway Repair project aims to enhance park safety, accessibility, and aesthetics.

This project includes the removal and replacement of deteriorated fencing bordering the park, repairs to the pedestrian pathway to improve usability, and minor modifications to the park entrance to enhance visitor access.

PROJECT NOTES:
•FY23 Update: Outstanding project items include sections of fencing where adjacent property owners have declined cost-sharing participation.
•Parks & Recreation (P&R) Commission Direction:
--Proceed with replacing all fencing, including sections adjacent to non-cost-sharing properties, with a bump-out design.
--Maintain the current budget and allow the Ad Hoc Committee to provide further guidance. •FY24 Update: Scope expanded to include Baldwin Park entryway enhancements. •FY25 Update: Project continued from FY24 to ensure completion of planned improvements. •FY26 Update: expect expenditure/project completion FY26Q1.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 3160 - Construction Contract 7,750 72,250
EXPENDITURE TOTALS 7,750 72,250

FUNDING SOURCES
734-Park Impact Fees 7,750 72,250
FUNDING TOTALS 7,750 72,250
10 PROJECT
2029-30 TOTAL
80,000
80,000
80,000
80,000
Agenda Item #13.4.

Replace Playground Equipment and Fence at Crane Park
Project No: C22-02
Category Civic
Project Crane Park
Location:

Responsible Public Works,Community Services
Department:

EXPENDITURE ACCOUNTS: 733-5010-
STATUS: On Hold
PRIORITY: Medium
PROJECT PURPOSE & DESCRIPTION:

Replacing playground equipment and fencing at Crane Park to enhance safety, accessibility, and recreational opportunities for the community.

PROJECT NOTES:
•FY23 - Grant application was approved, and Public Works began preparing the Request for Proposal (RFP).

Per grant guidelines, project completion was required by June 30,2024. •FY24 - The RFP was issued in May 2023, with the project expected to be delivered by the end of FY24. •FY25 - The project is currently on hold as funds are being considered for repurposing at an alternative site. •FY26 - Alternative site improvements subject to Parks & Recreation Master Plan vetting process.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 0
3160 - Construction Contract 230,000 230,000
3170 - Contingency 20,000 20,000
EXPENDITURE TOTALS 250,000 250,000

FUNDING SOURCES
733-Prop 68 Grant 170,000 170,000
734-Park Impact Fees 80,000 80,000
FUNDING TOTALS 250,000 250,000
11 Agenda Item #13.4.

Jacob Meily Park Drainage Site Survey and Installation of New Turf and Upgrade Irrigation Project No: C22-03
Category Civic
Project Jacob Meily Park St. Helena
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 733-5010-
STATUS: In Construction
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

Aims to enhance the park's infrastructure by addressing long-standing drainage issues and improving the quality of the playing surface. The project includes conducting a comprehensive site survey to assess drainage conditions, followed by the installation of a new turf and upgrades irrigation systems to ensure sustainable water management and long-term usability. Initially scheduled for an earlier timeframe, the project was deferred by one year due to a declared water emergency.

The project is executed in phases:
•FY23 - Conduct a detailed site survey to evaluate and design necessary drainage improvements. •FY24 - Implement the construction phase, including installing new turf and upgrading the irrigation system to enhance water efficiency.
•FY25 - Finalize the project with the awarding of the construction contract and execution of planned improvements.

PROJECT NOTES:
•FY23 - Per direction from the Parks & Recreation Commission, the project proceeded with the design phase.

The scope of design was expanded to evaluate the feasibility of astroturf vs. natural grass to optimize long-term maintenance and sustainability.
•FY24 - Budget adjustments were made to reallocate fund, maintaining the overall budget while increasing construction costs. A consultant was engaged to develop a topographic survey and grading/irrigation design to guide the project.
•FY25 - The project was authorized for bid per Resolution 2024-095 (June 25,2024), with the bidding process scheduled for FY 2025 01 and construction to commence in FY 2025 Q2. --The construction contract was awarded to Marina Landscape per Resolution 2024-152 (November 12,2024). •FY26 - Anticipate NOC FY25Q4
Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 14,250 5,750 20,000
3160 - Construction Contract 224,000 224,000
3170 - Contingency 22,400 22,400
3180 - CIP Overheads 160 160
EXPENDITURE TOTALS 260,810 5,750 266,560

FUNDING SOURCES
734-Park Impact Fees 260,810 5,750 266,560
FUNDING TOTALS 260,810 5,750 266,560
12 Agenda Item #13.4.

Emergency Back-Up Power - Corp Yard & Crinella Pump Station Project No:

Category
Project
Location:

C23-01
Civic
Corporation Yard and Crinella Pump
Station
Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 733-5010-
STATUS: Continuing
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

This project involves the replacement of outdated emergency generators and associated equipment at the City's Corporation Yard and Crinella Pump Station. The upgrades will enhance generator capacities, ensuring reliable backup power during emergencies and improving overall system resilience. By modernizing critical infrastructure, the project aims to mitigate risks associated with power failures, supporting essential public services and emergency response efforts. Funding for this project is partially provided through the Hazard Mitigation Grant Program (HMGP), secured from the Federal Emergency Management Agency (FEMA) and the California Office of Emergency Services (Cal OES).

PROJECT NOTES:
•FY25 - A construction contract was awarded through Resolution 2023-093 (July 25,2023). -Construction is scheduled to begin in FY 2025 Q3 under CIP No. S23-02. -Additional HMGP funds have been requested to cover a bid overage of $29,825. •FY26 - Anticipate completion FY26Q1
Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 3160 - Construction Contract 372,998
3170 - Contingency 37,300
3180 - CIP Overheads 76
EXPENDITURE TOTALS 373,074 37,300

FUNDING SOURCES
571-Wastewater Rate Revenues 7,300 37,300
733-Civic CIP 62,843
733-Civic CIP HMGP Funds 302,931
FUNDING TOTALS 373,074 37,300
13 PROJECT
2029-30 TOTAL
372,998
37,300
76 410,374
44,600
62,843
302,931
410,374
Agenda Item #13.4.

Parks & Recreation Master Plan
Project No: C24-01
Category
Project
Location:

Civic
Citywide
Responsible Public Works,Community Services
Department:

EXPENDITURE ACCOUNTS: 733-5010-
STATUS: Consultant under contract
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

City of St. Helena
Parks & Recreation
Master Plan
The Parks & Recreation Master Plan aims to guide the development, enhancement, and maintenance of the city's parks, open spaces, and recreational facilities. This project aligns with the 2019 General Plan (Chapter 12) and provides a strategic framework for future parkland acquisitions, facility improvements, programming expansions, and community engagement initiatives. The plan will assess current needs and forecast future demand.

PROJECT NOTES:
•FY24 - Scope includes an assessment of existing parks, development of new programming for civic facilities, and expansion of recreation services.
•FY25 - Project continues with further analysis, engagement, and finalization of the master plan recommendations; professional services agreement awarded via Reso 2025-005 on 1 /28/25.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 3110 - Design 125,000
EXPENDITURE TOTALS 125,000

FUNDING SOURCES
734-Park Impact Fees 125,000
FUNDING TOTALS 125,000
14 PROJECT
TOTAL
125,000
125,000
125,000
125,000
Agenda Item #13.4.

Trails & Open Space Amenities - Phase 1
Project No: C24-02
Category
Project
Location:

Civic
Citywide
Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 733-5010-
STATUS: Continuing
PRIORITY: Medium
PROJECT PURPOSE & DESCRIPTION:

Walking Routes, Trails, and Publicly Accessible
Opl'n Span•
The Parks & Recreation Commission Ad Hoc Subcommittee on Walking Routes, Trails, and Publicly Accessible Open Space developed a set of findings and recommendations for City Council consideration. Phase 1 of this project focuses on implementing identified improvements that can be executed without requiring additional studies, regulatory processing, permitting, or stakeholder engagement.

PROJECT NOTES:
•FY24 - Allocated preliminary budget for installing signage, fencing, gates, and trail amenities such as benches, to be implemented by City staff.
•FY25 - Project continuation.
•FY26 - Project continuation.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3160 - Construction Contract 50,000 50,000
EXPENDITURE TOTALS 50,000 50,000

FUNDING SOURCES
734-Park Impact Fees 50,000 50,000
FUNDING TOTALS 50,000 50,000
15 Agenda Item #13.4.

PROJECT TITLE
R18-81 Downtown Sidewalk
Improvements
R19-04 Sulphur Creek Sediment
Removal
R19-05 Grayson and South Crane
Rehab
R21-02 Crosswalk Improvements on
Main Street/Highway 29 at
Pratt Avenue and Elmhurst
Avenue
R23-01 Signalization Dowdell Lane
and Hwy 29
R23-02 "HAWK" Pedestrian Hybrid
Flashing Beacon for Hwy 29
at Charter Oak
R24-01 Streets Master Plan
R24-02 Oak Avenue Rehabilitation
R24-79 Pavement Restoration FY24
Design/FY 25 Construction
R25-79 Pavement Restoration FY 25
Design/FY 26 Construction
R25-81 Downtown Sidewalk Paver
Rehabilitation Project
R26-01 Bike Paths/Trails - Measure
U Equivalent Funds
R26-02 Napa Valley Vine Trail -
Yountville to St Helena
R26-03 Measure U Maintenance of
Effort
R26-04 Spring Street/Highway 29
Intersection Project
R26-05 Napa Valley Vine Trail -
Calistoga to St. Helena
R26-79 Pavement Restoration FY 26
Design/FY 27 Construction
R27-79 Pavement Restoration FY 27
Design/FY 28 Construction
R28-79 Pavement Restoration FY 28
Design/FY 29 Construction
R29-79 Pavement Restoration FY 29
Design/FY 30 Construction
R30-79 Pavement Restoration FY 30
Design/FY 31 Construction

PROJECT FUNDING SOURCES
101 General Fund
101 General Fund - Measure

T/RMRA MOE
225- Gas Tax
229
230 Gas Tax - RMRA/SB1
240 Measure T/U
421 Go Bonds
700 Flood Control Funds
740 Traffic Mitigation Impact Fees
Category Summary Report
FY2025-26 to FY2029-30
2 - Streets
Exp/Enc as Continued
of 2/28/2025 Approp. 2025-26 2026-27 2027-28
1,103,963 1,574,314 900,000
10,000 10,000 10,000 10,000
233,095 212,511
113,471
200,000
200,000
325,374
151,545 1,018,980 300,000
3,356,165 21,948
130,000 1,167,000
317,328
10,000
300,000 300,000
296,791 302,727 308,781
500,000
593,250 361,000
136,500 1,236,500
145,300 1,307,300
153,700
6,194,191 3,367,753 3,681,291 1,994,527 2,079,781
657,750 667,791 602,727 608,781
293,720 670,673
382,729
240,039 385,607
4,258,862 669,914 1,600,500 1,381,800 1,461,000
20,000 10,000 300,000
10,000 10,000 10,000 10,000
325,374 531,630
16 2028-29 2029-30 TOTALS
3,578,277
10,000 50,000
445,606
113,471
200,000
200,000
325,374
1,470,525
3,378,113
1,297,000
317,328
10,000
300,000 900,000
314,957 321,256 1,544,512
500,000
954,250
1,373,000
1,452,600
1,383,300 1,537,000
162,000 1,464,000 1,626,000
172,000 172,000
2,170,257 1,957,256 21,445,056
614,957 321,256 3,473,262
964,393
382,729
625,646
1,545,300 1,636,000 12,553,376
330,000
10,000 50,000
857,004
Agenda Item #13.4.

7 41 LMR Cost Share
741 Streets Capital Improvement
- Grant OBAG Ill
741 Streets Capital Improvement
- PLBP
741 Streets Capital Improvement
741 Streets Capital Improvement
- Grant TOA Ill
Category Summary Report
FY2025-26 to FY2029-30
2 - Streets
Exp/Enc as Continued
of 2/28/2025 Approp. 2025-26 2026-27 2027-28
104,200
603,000 603,000
500,000
348,446
50,000
6,194,191 3,367,753 3,681,291 1,994,527 2,079,781
17 2028-29 2029-30 TOTALS
104,200
1,206,000
500,000
348,446
50,000
2,170,257 1,957,256 21,445,056
Agenda Item #13.4.

Downtown Sidewalk Improvements
Project No: R18-81
Category Streets
Project St. Helena, CA 9457 4
Location:

Responsible Public Works
Department:
18 Agenda Item #13.4.

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Continuing
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

This project, funded through a combination of the One Bay Area Grant (OBAG) Ill program and local funding sources, is designed to improve pedestrian safety, accessibility, and overall streetscape aesthetics along Main Street, between Mitchell Drive and Pine Street. The project will enhance mobility for all users, particularly those with disabilities, while also integrating traffic-calming measures to improve overall road safety.

Planned Improvements Include:
-Reconstruction of approximately 3,609 linear feet of sidewalk to meet modern safety standards. -Installation of 17 ADA-compliant curb ramps to ensure accessibility for all pedestrians. -Implementation of traffic-calming features, such as enhanced crosswalks and curb extensions, to promote safer pedestrian crossings.
-Integration of streetscape improvements, including improved lighting and street furniture where applicable.

The project will be implemented in multiple phases:
-Phase 1 A (Pine Street to Adams Street) - Scheduled for construction in FY2025 with completion expected by FY2026.
-Phase 1 B (Adams Street to Mitchell Drive) - Design is planned for FY2024, with construction subject to funding availability.
-Future Phases (II & Ill) - Expected to be implemented over the next five years, contingent on securing additional funding.

PROJECT NOTES:
•Resolution 2018-176 authorized a Professional Services Agreement (PSA) with BKF Engineers for $529,000, later increased by $234,000 for additional design work, funded through FY2020 SB1 and Gas Tax allocations. •City Council Update (January 28, 2020) - Revised cost estimates:
-Phase I: Estimated at $3.6 million (partially funded). Initial estimates included a $1.4 million loan from the General Fund (pre-COVID-19), with discussions around securing a short-term capital loan. -Phase II: Estimated at $3.1 million (currently unfunded). -Phase Ill: Estimated at $8.4 million (currently unfunded). •FY21 - Reallocated $100,000 from Project R19-04 to R18-81 to optimize available funding. •FY23- Secured funding for Phase II & Ill design work. However, implementation is anticipated to be five years out, pending additional funding.
•FY24 - Budget includes:
-Phase 1A (Pine to Adams)- Design and construction.
-Phase 1 B (Adams to Mitchell) - Design phase initiated. •FY24 Resolutions:
-Reso 2023-26 (March 28, 2023) and Reso 2023-87 (July 25, 2023) approved additional design funding. -Reso 2023-126 (September 12, 2023) corrected previous funding allocations and finalized the total design budget.
•FY25 - Anticipated Milestones:
-Bid solicitation (Q2-Q3 FY2025) - Subject to Caltrans approval. -Creation of CIP No. R25-81 following Reso 2024-088 (June 11, 2024 ), which authorized bidding for Phase 1 B paver repair project.
•FY26 - anticipate construction bid award FY26Q1 w/ construction FY26Q1-Q2 19 Agenda Item #13.4.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 1,098,941 1,098,941
3130 -Land & Easements 25,000 25,000
3140 -Legal Services 2,314 2,314
3150 -Construction Management 2,500 75,000 75,000 152,500 3160 -Construction Contract 1,397,000 750,000 2,147,000 3170 -Contingency 75,000 75,000 150,000
3180 -CIP Overheads 2,522 2,522
EXPENDITURE TOTALS 1,103,963 1,574,314 900,000 3,578,277

FUNDING SOURCES
101-General Fund 64,500 64,500
101-General Fund - Measure T/RMRA 293,720 291,484 585,204 MOE 230-Gas Tax - RMRA/S81 240,039 147,000 387,039
240-Measure T/U 181,579 297,000 297,000 775,579
740-Traffic Mitigation Impact Fees 235,830 235,830
7 41-Streets Capital Improvement 324,125 324,125
741-Streets Capital Improvement- Grant 603,000 603,000 1,206,000 OBAG Ill FUNDING TOTALS 1,103,963 1,574,314 900,000 3,578,277
20 Agenda Item #13.4.

Sulphur Creek Sediment Removal
Project No:

Category
Project
Location:

R19-04
Streets
Sulphur Creek beneath bridge structure
at Valley View
Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Ongoing
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

This project aims to mitigate sediment accumulation in Sulphur Creek, particularly beneath the bridge structure at Valley View and within the City-owned creek section near the Public Works Corporation Yard on Charter Oak.

The removal of sediment buildup will enhance water flow capacity, reduce flood risks, and improve overall creek maintenance. The City will coordinate permitting and project efforts with private landowners along Sulphur Creek between the Valley View bridge and the City Corporation Yard to ensure a comprehensive approach to sediment management and environmental compliance.

PROJECT NOTES:
•FY25 - This annual project has been reinstated in the Capital Improvement Program (CIP) to facilitate ongoing sediment removal and maintenance in the designed area.
•FY26 - Ongoing annual project.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3160 - Construction Contract 10,000 10,000 10,000 10,000 10,000 50,000 EXPENDITURE TOTALS 10,000 10,000 10,000 10,000 10,000 50,000

FUNDING SOURCES
700-Flood Control Funds 10,000 10,000 10,000 10,000 10,000 50,000 FUNDING TOTALS 10,000 10,000 10,000 10,000 10,000 50,000 19 Agenda Item #13.4.

Grayson and South Crane Rehab
Project No: R19-05
Category Streets
Project Grayson and South Crane
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Partial completion
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Grayson and South Crane Rehabilitation Project aims to reconstruct Grayson Avenue and South Crane Avenue to improve roadway conditions, enhance accessibility, and ensure long-term durability. The project includes pavement rehabilitation, sidewalk repairs, and upgrades to curb ramps to comply with ADA standards where applicable.

PROJECT NOTES:

Resolution 2020-36: Professional Services Agreement (PSA) with BKF for design services totaling $175,139. •FY23 - Project was deferred to FY24 per Public Works (PW) recommendation. •FY24: Grayson Avenue:
-Transferred to project R23-79 with a revised design budget of $30,000 and a construction budget of $400,000. -Reso 2023-166 (12/12/23): Expanded design scope and approved additional fees. -Reso 2024-112 (07/23/24): Accepted completed Grayson Avenue improvements. •FY25: South Crane Avenue construction scheduled for FY25Q3. •FY26: South Crane Avenue construction scheduled for FY26Q1.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26
3110 - Design 233,095
3160 - Construction Contract 200,000
3170 - Contingency 12,511
EXPENDITURE TOTALS 233,095 212,511

FUNDING SOURCES
240-Measure T/U 233,095 212,511
FUNDING TOTALS 233,095 212,511
20 2026-27 2027-28

PROJECT
2028-29 2029-30 TOTAL
233,095
200,000
12,511
445,606
445,606
445,606
Agenda Item #13.4.

Crosswalk Improvements on Main Street/Highway 29 at Pratt Avenue and Elmhurst Avenue Project No: R21-02
Category Streets
Project Main Street/Highway 29
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Completed
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Crosswalk Improvements Project at Pratt Avenue and Elmhurst Avenue along Main Street/Highway 29 was implemented to enhance pedestrian safety and accessibility at two key intersections. The Project focuses on:
upgrading ADA-compliant curb ramps to improve accessibility for all users, enhancing crosswalk markings and signage for greater visibility and pedestrian awareness, supporting safe and active transportation in coordination and local mobility and safety goals.

PROJECT NOTES:
•FY23 - Project delayed; construction budget increased to $200,000 with a 10% contingency. -Construction scheduled to begin during FY23.
•FY24 - Project completion targeted by August 2023; no additional funding requested. -Resolution 2023-97 (August 8, 2023): Awarded construction contract; project included under CIP R23-79. •FY25 - Notice of Completion (NOC) authorized by Council via Resolution 2024-112 on July 23, 2024. -Project status updated to "Completed."
Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 24,321 24,321
3160 - Construction Contract 89,150 89,150
EXPENDITURE TOTALS 113,471 113,471

FUNDING SOURCES
240-Measure T/U 39,150 39,150
7 41-Streets Capital Improvement 24,321 24,321
741-Streets Capital Improvement- Grant 50,000 50,000 TDA Ill FUNDING TOTALS 113,471 113,471
21 Agenda Item #13.4.

Slgnallzatlon Dowdell Lane and Hwy 29
Project No: R23-01
Category Streets
Project Dowdell Lane and Hwy 29
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: On Hold
PRIORITY: Low
PROJECT PURPOSE & DESCRIPTION:

The Signalization of Dowdell Lane and Highway 29 project aims to improve traffic flow, safety, and accessibility at the intersection near 1000 Mills Lane. This project is a condition of approval No. 66 for the Long Meadow Ranch (LMR) development and is intended to enhance intersection control through signalization.

PROJECT NOTES:

Farmstead will contribute a 23.3% cost share toward the total project cost. •FY23: Project initially planned for design only.
•FY24: Design budget was deferred from FY23 to FY24 to align with project funding and planning requirements. •FY25: Project delayed due to Long Meadow Ranch (LMR) development delays, requiring coordination for revised scheduling and implementation.
•FY26: Project on pause.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 200,000 200,000
EXPENDITURE TOTALS 200,000 200,000

FUNDING SOURCES
7 40-Traffic Mitigation Impact Fees 153,400 153,400
741-LMR Cost Share 46,600 46,600
FUNDING TOTALS 200,000 200,000
22 Agenda Item #13.4.

"HAWK" Pedestrian Hybrid Flashing Beacon for Hwy 29 at Charter Oak Project No: R23-02
Category Streets
Project Hwy 29 at Charter Oak
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: On Hold
PRIORITY: Low
PROJECT PURPOSE & DESCRIPTION:
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The High-Intensity Activated Crosswalk (HAWK) Pedestrian Hybrid Beacon project at Highway 29 and Charter Oak aims to enhance pedestrian safety by providing a controlled crossing for pedestrians at this high-traffic location. The project is a mitigation measure for the Long Meadow Ranch (LMR) development at 738 Main Street and is designed to reduce pedestrian hazards, improve visibility, and ensure safer crossings.

PROJECT NOTES:

Resolution #2020-101, Item #48
Long Meadow Ranch (LMR) to contribute 28.8% cost share for the project. •FY23 - Initial scope included design-only phase.
•FY24 - Design budget was deferred from FY23 to FY24 to align with funding and project timelines. •FY25 - Project delayed due to Long Meadow Ranch (LMR) development delays, requiring further coordination before implementation.
•FY26 - Project on pause.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 200,000 200,000
EXPENDITURE TOTALS 200,000 200,000

FUNDING SOURCES
740-Traffic Mitigation Impact Fees 142,400 142,400
741-LMR Cost Share 57,600 57,600
FUNDING TOTALS 200,000 200,000
23 Agenda Item #13.4.

Streets Master Plan
Project No: R24-01
Category Streets
Project Citywide
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Continuing
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Streets Master Plan is a comprehensive planning initiative aimed at guiding future roadway improvements.

This plan will serve as a strategic framework for improving street infrastructure across the city, addressing traffic management, pedestrian and bicycle safety, and roadway maintenance priorities. This plan is a critical tool for shaping the city's transportation network to accommodate future population growth and evolving mobility needs.

PROJECT NOTES:
•FY24: -The plan consolidates multiple previously developed transportation-related documents to create a unified and forward-thinking strategy.
-Incorporates an updated speed survey, traffic calming strategies, and the development of a growth-related Capital Improvement Program (CIP) as a precursor for a Development Impact Fee update. -Resolution 2024-028 (Adopted March 12, 2024): Allocated additional funds to project scope. •FY25: Project anticipated for completion by Q3 of FY25. -Resolution 2025-015 (Adopted February 25, 2025): Allocated additional funds to project scope to model various street extensions consistent with General Plan Buildout. •FY26: Project anticipated for completion by FY26Q1.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 325,374 325,374
EXPENDITURE TOTALS 325,374 325,374

FUNDING SOURCES
740-Traffic Mitigation Impact Fees 325,374 325,374
FUNDING TOTALS 325,374 325,374
24 Agenda Item #13.4.

Oak Avenue Rehabllltatlon
Project No: R24-02
Category Streets
Project Oak Avenue - Madrona to Mitchell
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: In Design
PRIORITY: Medium
PROJECT PURPOSE & DESCRIPTION:

The Oak Avenue Rehabilitation Project aims to enhance roadway infrastructure, improve pedestrian and cyclist safety, and upgrade underground utilities along Oak Avenue from Madrona to Mitchell. The project includes:
•Collaboration with key stakeholders, including the School District, Napa Valley Transportation Authority (NVTA)Nine Trail, and other local agencies to ensure a coordinated approach to infrastructure improvements. •Upgrades to underground utilities, including portions of the storm drain and sanitary sewer systems. •Rehabilitation of pavement, curb, gutter, and sidewalks to improve road conditions and accessibility.

PROJECT NOTES:
•FY24 - Project revived from a 2008 initiative per Resolution 2023-133 (10/10/23). -Scope includes completing design plans and initiating permitting for stormwater outfall to Sulphur Creek. -Storm drain rehabilitation partially funded through CIP No. D24-01. -Sanitary sewer rehabilitation partially funded through CIP No. S24-02. •FY25 - Design completion expected in FY25 Q3.
-Construction bidding anticipated in FY25 Q4 as a phased project. -Budget adjustments to reflect updated engineer's estimates. -Funding sources include General Fund MOE and Gas Tax allocations. •FY26 - TBD if construction in phases commencing in FY26Q1; subject to funding. $10,000 + $300,000 for sewer rehab.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 151,545 18,455 170,000
3150 - Construction Management 70,525 70,525
3160 - Construction Contract 850,000 300,000 1,150,000
3170 - Contingency 80,000 80,000
EXPENDITURE TOTALS 151,545 1,018,980 300,000 1,470,525

FUNDING SOURCES
101-General Fund - Measure T/RMRA 379,189 379,189 MOE
225-229-Gas Tax 382,729 382,729
230-Gas Tax - RMRA/S81 238,607 238,607
240-Measure T/U 131,545 8,455 140,000
421-Go Bonds 20,000 10,000 300,000 330,000
FUNDING TOTALS 151,545 1,018,980 300,000 1,470,525
25 Agenda Item #13.4.

Pavement Restoration FY24 Design/FY 25 Construction
Project No: R24-79
Category Streets
Project St. Helena, CA 9457 4
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Completed
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

Rehabilitate streets citywide by implementing various surface treatments, including slurry seal, micro-surfacing, and asphalt overlays. These treatments will extend pavement life, improve roadway conditions, and enhance safety for motorists, cyclists, and pedestrians.

Key project components include:
•Street rehabilitation across select locations based on priority needs identified in the updated Pavement Management Plan.
•Curb ramp upgrades where necessary to ensure ADA (Americans with Disabilities Act) compliance. •Utilization of Measure T funding for project implementation.

The project will follow a two-phase approach:
--Design Phase: FY24
--Construction Phase: FY25
PROJECT NOTES:
•FY24 - The City Council adopted the updated street rehabilitation list per Resolution 2023-163 (December 12, 2023). -Budget based upon Measure T projection.
-Design Anticipated in FY25 Q2, bid process expected in Q3. -Resolution 2024-075 (adopted May 28, 2024): Added funds to the project scope and authorized award of the construction contract.
•FY25 - $449,000 expended as part of the project W21-01; NOC for W21-01 presented at City Council on October 22, 2024.
-Notice of Completion (NOC) for R24-79 presented on November 12, 2024, and the budget reconciled to reflect actual construction costs (see staff report, Exhibit A) -Project status updated to "Completed."
Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 110,352 21,948 132,300
3150 - Construction Management 0
3160 - Construction Contract 2,864,410 2,864,410
3170 - Contingency 381,403 381,403
EXPENDITURE TOTALS 3,356,165 21,948 3,378,113

FUNDING SOURCES
240-Measure T/U 3,356,165 21,948 3,378,113
FUNDING TOTALS 3,356,165 21,948 3,378,113
26 Agenda Item #13.4.

Pavement Restoration FY 25 Design/FY 26 Construction
Project No: R25-79
Category Streets
Project Select Streets
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: In Design
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

Rehabilitate streets citywide by implementing various surface treatments, including slurry seal, micro-surfacing, and asphalt overlays. These treatments will extend pavement life, improve roadway conditions, and enhance safety for motorists, cyclists, and pedestrians.

Key project components include:
•Street rehabilitation across select locations based on priority needs identified in the updated Pavement Management Plan.
•Curb ramp upgrades where necessary to ensure ADA (Americans with Disabilities Act) compliance. •Utilization of Measure T funding for project implementation.

The project will follow a two-phase approach:
--Design Phase: FY25
--Construction Phase: FY26
PROJECT NOTES:
•FY25 - The City Council adopted the updated street rehabilitation list per Resolution 2023-163 (December 12, 2023). -Budget based upon Measure T projection.
-Design Anticipated in FY25 Q2, bid process expected in Q3. •FY26 - Construction scheduled to begin in FY26 Q1.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26
3110 - Design 130,000
3150 - Construction Management 130,000
3160 - Construction Contract 947,000
3170 - Contingency 90,000
EXPENDITURE TOTALS 130,000 1,167,000

FUNDING SOURCES
240-Measure T/U 130,000 1,167,000
FUNDING TOTALS 130,000 1,167,000
27 PROJECT
2026-27 2027-28 2028-29 2029-30 TOTAL
130,000
130,000
947,000
90,000
1,297,000
1,297,000
1,297,000
Agenda Item #13.4.

Downtown Sidewalk Paver Rehabllltatlon Project
Project No:

Category
Project
Location:

R25-81
Streets
Main St., Between Adams St. & Mitchell
Dr.

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Completed
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Downtown Sidewalk Paver Rehabilitation Project focuses on improving pedestrian safety and accessibility along Main Street, between Adams Street and Mitchell Drive. The project aims to eliminate trip hazards by rehabilitating and replacing deteriorated sidewalk pavers, curbs, gutters, and trees where necessary.

PROJECT NOTES:
•FY25 - Project added per City Council direction at the April 9, 2024, City Council meeting. -Authorized to bid per Resolution 2024-088 on June 11, 2024; construction anticipated to begin in FY25 02. -Notice of completion per Resolution 2025-026 on March 25,2025.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 0
3150 - Construction Management 0
3160 - Construction Contract 317,328 317,328
3170 - Contingency 0
EXPENDITURE TOTALS 317,328 317,328

FUNDING SOURCES
240-Measure T/U 317,328 317,328
FUNDING TOTALS 317,328 317,328
28 Agenda Item #13.4.

Bike PathsfTralls • Measure U Equivalent Funds
Project No: R26-01
Category Streets
Project Citywide
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Ongoing
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Bike Paths/Trails - Measure U Equivalent Funds project represents the City's ongoing commitment to support the construction and maintenance of Class I bike and multi-use trails in accordance with countywide transportation sales tax requirements.

Under Measure T, jurisdictions were required to contribute 6.67% of annual Measure T revenues from other eligible sources toward trail infrastructure. With the adoption of Measure U, this requirement has increased to

7.0%
Key components of the project include: -Annual allocation of funds for planning, designing, constructing, or maintaining Class I trail infrastructure. -Use of General Fund, Development Impact Fees, and eligible federal and state grant funds to meet this obligation. -Ensuring compliance with county and regional transportation funding requirements to maintain eligibility for Measure T/U revenues.

This project serves as a financial placeholder and tracking mechanism to support bike/pedestrian improvements throughout the city and Napa County.

Image source: By lkluft - Own work, CC BY-SA 4.0, https://commons.wikimedia.org/w/index.php? curid=79755503
PROJECT NOTES:
•FY26 - CIP Project R26-01 established to document the City's ongoing obligation to support Class I bike trail infrastructure under the Measure T/U framework.
-A placeholder budget of $10,000 was added to begin capturing eligible funding and future project needs.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 1234 - Placeholder 10,000 10,000
3110 - Design 0
3150 - Construction Management 0
3160 - Construction Contract 0
3170- Contingency 0
3180- CIP Overheads 0
EXPENDITURE TOTALS 10,000 10,000

FUNDING SOURCES
101-General Fund 10,000 10,000
FUNDING TOTALS 10,000 10,000
29 Agenda Item #13.4.

Napa Valley Vine Trall - Yountville to St Helena
Project No: R26-02
Category Streets
Project Citywide
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Ongoing
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION: The Napa Valley Vine Trail - Yountville to St. Helena project represents the City of St. Helena's financial contribution toward the development and construction of the final segment of the Napa Valley Vine Trail, a regional multi-use path designed to promote alternative transportation.

Image credit: https://travelswithelle.com/usa/napa-valley-vine-trail/ PROJECT NOTES:
•FY26 - Project is administered by Napa County Public Works. -Currently in design and environmental permitting phases. -General Fund allocations totaling $900,000 (over FY26-FY28) are planned, pending clarification of the City's final cost share and funding source.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 1234 - Placeholder 300,000 300,000 300,000 900,000
3110 - Design 0
3150 - Construction Management 0
3160 - Construction Contract 0
3170 - Contingency 0
3180 - CIP Overheads 0
EXPENDITURE TOTALS 300,000 300,000 300,000 900,000

FUNDING SOURCES
101-General Fund 300,000 300,000 300,000 900,000
FUNDING TOTALS 300,000 300,000 300,000 900,000
30 Agenda Item #13.4.

Measure U Maintenance of Effort
Project No: R26-03
Category Streets
Project Citywide
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: Operating Budgets
STATUS: Ongoing
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Measure U Maintenance of Effort (MOE) project is established to track the City's annual compliance with funding obligations required under Measure U, Napa County's transportation sales tax measure. Similar to Measure T, Measure U requires jurisdictions to contribute a minimum percentage of General Fund revenues to local street and road maintenance as a condition of continued eligibility for Measure U funding. Key elements include: -Tracking of City staff time, materials, and contractor expenses related to routine maintenance of public roadways. -Ensuring transparent documentation of MOE expenditures for annual audits and compliance reporting. -Supporting the City's ongoing investment in street maintenance beyond capital improvement projects.

To comply with MOE provisions, jurisdictions must expend: -At least 20% of the most recently audited General Fund revenues in the first year, and at least 20% annual thereafter, with increases not to exceed 2% above the prior year.

PROJECT NOTES:
•FY26- The initial MOE obligation is based on NVTA-TA Independent Tax Oversight Committee (ITOC) guidance, presented in Agenda Item 8.4 (March 5, 2025). -Project budgets for FY27-FY30 reflect a 2% annual increase, consistent with Measure U's capped escalation limits.
-The City will use this CIP project to formally track MOE-related expenditures as required under Measure U's reporting framework.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3180 - CIP Overheads 296,791 302,727 308,781 314,957 321,256 1,544,512 EXPENDITURE TOTALS 296,791 302,727 308,781 314,957 321,256 1,544,512

FUNDING SOURCES
101-General Fund 296,791 302,727 308,781 314,957 321,256 1,544,512 FUNDING TOTALS 296,791 302,727 308,781 314,957 321,256 1,544,512 31 Agenda Item #13.4.

Spring Street/Highway 29 Intersection Project
Project No: R26-04
Category Streets
Project Spring St/Main St (SR29) Intersection
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: In Development
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Spring Street/Highway 29 Intersection Project will rehabilitate the intersection to enhance pedestrian cyclist, and vehicular safety through improved infrastructure and visibility measures. Funded by a $500,000 Highway Safety Improvement Program (HSIP) grant, the project includes the following safety and accessibility enhancements: -Reconfiguration and restoration of pedestrian paths of travel. -Installation of ADA-compliant curb ramps and curb extensions. -Installation of Rectangular Rapid Flashing Beacons (RRFBs) for pedestrian crossings. -High-visibility crosswalks, updated road striping, and traffic signage. -Replacement of sidewalk, curb, and cutter infrastructure.

Photo credit: Google Maps
PROJECT NOTES:
•FY24 - City Council adopted Resolution 2024-022 on February 27, 2024 to: -Accept $500,000 in HSIP grant funding. -Authorize execution of a Funds Transfer Agreement with Caltrans. •FY26 - Project officially added to the CIP
-City staff to develop design and bid documents with issuance anticipated in FY26 Q1. -Construction will proceed upon completion of the design and competitive bidding process.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 0
3150 - Construction Management 0
3160 - Construction Contract 440,000 440,000
3170 - Contingency 40,000 40,000
3180 - CIP Overheads 20,000 20,000
EXPENDITURE TOTALS 500,000 500,000

FUNDING SOURCES
741-Streets Capital Improvement- PLBP 500,000 500,000
FUNDING TOTALS 500,000 500,000
32 Agenda Item #13.4.

Napa Valley Vine Trall - Calistoga to St. Helena
Project No: R26-05
Category Streets
Project Calistoga to St. Helena
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Warranty Period
PRIORITY: Medium
PROJECT PURPOSE & DESCRIPTION:

The Napa Valley Vine Trail - Calistoga to St. Helena project represents the City of St. Helena's financial contribution toward the development and construction of the segment of the Napa Valley Vine Trail, a regional multi-use path designed to promote alternative transportation.

Image credit: https:/ /travelswithelle.com/usa/napa-valley-vine-trail/ PROJECT NOTES:
•FY20 - On September 24, 2019, City Council approved Resolution 2019-166, authorizing a funding agreement with NVT A in an amount not to exceed $241,000, including a commitment to help fund future project shortfalls under Section 1 (d) of the agreement.
•FY24 - On January, 24 2023, City Council approved Amendment #1, increasing the City's contribution by $79,250 (total: $320,250).
-On March 16, 2023, City Council approved Amendment #2, increasing the City's contribution by $133,000 (total: $453,250).
•FY25 - On March 26, 2024, City Council approved Amendment #3, increasing the City's contribution by $140,000 to a new total not-to-exceed amount of $593,250. •FY26 - Project is in the warranty phase, with St. Helena's share of FY2025-26 cost overruns totaling $361,000.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 593,250 361,000 954,250
3150 - Construction Management 0
3160 - Construction Contract 0
3170 - Contingency 0
EXPENDITURE TOTALS 593,250 361,000 954,250

FUNDING SOURCES
101-General Fund 593,250 361,000 954,250
FUNDING TOTALS 593,250 361,000 954,250
33 Agenda Item #13.4.

Pavement Restoration FY 26 Design/FY 27 Construction
Project No: R26-79
Category Streets
Project Select Streets
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Design
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

Rehabilitate streets citywide by implementing various surface treatments, including slurry seal, micro-surfacing, and asphalt overlays. These treatments will extend pavement life, improve roadway conditions, and enhance safety for motorists, cyclists, and pedestrians.

Key project components include:
•Street rehabilitation across select locations based on priority needs identified in the updated Pavement Management Plan.
•Curb ramp upgrades where necessary to ensure ADA (Americans with Disabilities Act) compliance. •Utilization of Measure T funding for project implementation.

The project will follow a two-phase approach:
--Design Phase: FY26
--Construction Phase: FY27
PROJECT NOTES:
•FY24 - The City Council adopted the updated street rehabilitation list per Resolution 2023-163 (December 12, 2023). -Budget based on Measure T projection.
-Design Anticipated in FY26 Q2, bid process expected in Q3. •FY25 - Construction scheduled to begin in FY27 Q1.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26
3110 - Design 136,500
3150 - Construction Management
3160 - Construction Contract
3170 - Contingency
EXPENDITURE TOTALS 136,500

FUNDING SOURCES
240-Measure T/U 136,500
FUNDING TOTALS 136,500
34 PROJECT
2026-27 2027-28 2028-29 2029-30 TOTAL
136,500
136,500 136,500
1,000,000 1,000,000
100,000 100,000
1,236,500 1,373,000
1,236,500 1,373,000
1,236,500 1,373,000
Agenda Item #13.4.

Pavement Restoration FY 27 Design/FY 28 Construction
Project No: R27-79
Category Streets
Project Select Streets
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Future
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

Rehabilitate streets citywide by implementing various surface treatments, including slurry seal, micro-surfacing, and asphalt overlays. These treatments will extend pavement life, improve roadway conditions, and enhance safety for motorists, cyclists, and pedestrians.

Key project components include:
•Street rehabilitation across select locations based on priority needs identified in the updated Pavement Management Plan.
•Curb ramp upgrades where necessary to ensure ADA (Americans with Disabilities Act) compliance. •Utilization of Measure T funding for project implementation.

The project will follow a two-phase approach:
--Design Phase: FY27
--Construction Phase: FY28
PROJECT NOTES:
•FY24 - The City Council adopted the updated street rehabilitation list per Resolution 2023-163 (December 12,2023). -Budget based on Measure T projection.
-Design Anticipated in FY27 Q2, bid process expected in Q3. •FY25 - Construction scheduled to begin in FY28 Q1.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26
3110 - Design
3150 - Construction Management
3160 - Construction Contract
3170 - Contingency

EXPENDITURE TOTALS

FUNDING SOURCES
240-Measure T/U

FUNDING TOTALS
35 PROJECT
2026-27 2027-28 2028-29 2029-30 TOTAL
145,300 145,300
145,300 145,300
1,060,000 1,060,000
102,000 102,000
145,300 1,307,300 1,452,600
145,300 1,307,300 1,452,600
145,300 1,307,300 1,452,600
Agenda Item #13.4.

Pavement Restoration FY 28 Design/FY 29 Construction
Project No: R28-79
Category Streets
Project Select Streets
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Future
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

Rehabilitate streets citywide by implementing various surface treatments, including slurry seal, micro-surfacing, and asphalt overlays. These treatments will extend pavement life, improve roadway conditions, and enhance safety for motorists, cyclists, and pedestrians.

Key project components include:
•Street rehabilitation across select locations based on priority needs identified in the updated Pavement Management Plan.
•Curb ramp upgrades where necessary to ensure ADA (Americans with Disabilities Act) compliance. •Utilization of Measure T funding for project implementation.

The project will follow a two-phase approach:
--Design Phase: FY28
--Construction Phase: FY29
PROJECT NOTES:
•FY24 - The City Council adopted the updated sheet rehabilitation list per Resolution 2023-163 (December 12,2023). -Budget based on Measure T projection.
-Design anticipated in FY28 Q2, bid process expected in Q3. •FY25 - Construction scheduled to begin in FY29 Q1.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26
3110 - Design
3150 - Construction Management
3160 - Construction Contract
3170 - Contingency

EXPENDITURE TOTALS

FUNDING SOURCES
240-Measure T/U

FUNDING TOTALS
36 PROJECT
2026-27 2027-28 2028-29 2029-30 TOTAL
153,700 153,700
153,700 153,700
1,122,010 1,122,010
107,590 107,590
153,700 1,383,300 1,537,000
153,700 1,383,300 1,537,000
153,700 1,383,300 1,537,000
Agenda Item #13.4.

Pavement Restoration FY 29 Design/FY 30 Construction
Project No: R29-79
Category Streets
Project Select Streets
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Future
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

Rehabilitate streets citywide by implementing various surface treatments, including slurry seal, micro-surfacing, and asphalt overlays. These treatments will extend pavement life, improve roadway conditions, and enhance safety for motorists, cyclists, and pedestrians.

Key project components include:
•Street rehabilitation across select locations based on priority needs identified in the updated Pavement Management Plan.
•Curb ramp upgrades where necessary to ensure ADA (Americans with Disabilities Act) compliance. •Utilization of Measure T funding for project implementation.

The project will follow a two-phase approach:
--Design Phase: FY29
--Construction Phase: FY30
PROJECT NOTES:
•FY24 - The City Council adopted the updated sheet rehabilitation list per Resolution 2023-263 (December 12,2023). -Budget based on Measure T projection.
-Design anticipated in FY29 Q2, bid process expected in Q3. •FY25 - Construction scheduled to begin in FY30 Q1.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26
3110 - Design
3150 - Construction Management
3160 - Construction Contract
3170 - Contingency

EXPENDITURE TOTALS

FUNDING SOURCES
240-Measure T/U

FUNDING TOTALS
37 PROJECT
2026-27 2027-28 2028-29 2029-30 TOTAL
162,000 162,000
162,000 162,000
1,190,000 1,190,000
112,000 112,000
162,000 1,464,000 1,626,000
162,000 1,464,000 1,626,000
162,000 1,464,000 1,626,000
Agenda Item #13.4.

Pavement Restoration FY 30 Design/FY 31 Construction
Project No: R30-79
Category Streets
Project Select Streets
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 741-5014-
STATUS: Future
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

Rehabilitate streets citywide by implementing various surface treatments, including slurry seal, micro-surfacing, and asphalt overlays. These treatments will extend pavement life, improve roadway conditions, and enhance safety for motorists, cyclists, and pedestrians.

Key project components include:
•Street rehabilitation across select locations based on priority needs identified in the updated Pavement Management Plan.
•Curb ramp upgrades where necessary to ensure ADA (Americans with Disabilities Act) compliance. •Utilization of Measure T funding for project implementation.

The project will follow a two-phase approach:
--Design Phase: FY30
--Construction Phase: FY31
PROJECT NOTES:
•FY24 - The City Council adopted the updated sheet rehabilitation list per Resolution 2023-263 (December 12,2023). -Budget based on Measure T projection.
-Design anticipated in FY30 Q2, bid process expected in Q3. •FY25 - Construction scheduled to begin in FY31 Q1.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 172,000 172,000
3150 - Construction Management 0
3160 - Construction Contract 0
3170 - Contingency 0
EXPENDITURE TOTALS 172,000 172,000

FUNDING SOURCES
240-Measure T/U 172,000 172,000
FUNDING TOTALS 172,000 172,000
38 Agenda Item #13.4.

Category Summary Report
FY2025-26 to FY2029-30
3 -Water
Exp/Enc as Continued
of 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTALS

PROJECT TITLE
W-101 Tank 2 Rehabilitation 115,684 930,125 1,045,809
W-108 Lower Reservoir Rehab 246,379 224 50,000 296,603
W-109 Bell Canyon Intake Tower 1,517,142 18,289 5,000,000 6,535,431 Replacement
W-35 Bell Canyon Reservoir 29,714 70,286 100,000
Improvements
W-80 Dwyer Road Booster (Pump 900,000 900,000
Station)
W-85 Bell Canyon Valve House 99,907 475,703 575,610
Replacement
W-86 Spring Mountain Pressure 138,073 100,000 3,515,968 3,754,041 Zone Improvements (Holmes
Tank Upgrade)
W-91 Bell Canyon Creek Flow
Measurement
W18- WTP Condition Assessment 289,937 289,937
111
W18- Water System SCADA 404,344 533,327 937,671
113 Improvements
W18- Replace Mains <6" in 5,570 310,136 327,702 338,189 349,011 1,330,608 118 Diameter
W18- Bell Canyon Phreatic Surface 100,092 100,092
120 Monitoring & Assessment
W21-01 Kearney and Andrea Water 818,540 1,005,645 1,824,185 Main Replacement
W24-01 Water Distribution Fire Flow 254,394 57,762 156,000 468,156 Improvements
W24-02 Napa lntertie Pump Station 2,522,780 10,597,220 13,120,000 (Rutherford) Replacement
W24-03 ArcGIS Infrastructure 7,582 45,611 53,193
Development
W24-04 Retrofit/Deploy SMART water 2,156,399 103,831 5,000 2,265,230 meters
W24-05 PFAS Sampling Project
W24-06 Risk and Resilience 160,965 160,965
Assessment Report
Implementation
W24-07 Cyber-Security 53,655 53,655
Implementation
W24-08 Safe Yield Policy & Water 80,650 69,350 150,000
Neutrality Policy Update
W24-09 Emergency Repairs to Water 1,067,624 212,070 1,279,694 Infrastructure to address
discolored water
W24-10 Water System Hydraulic 199,638 12,562 212,200
Model Update
W24-11 Bell Canyon Dam DSOD 200,303 150,000 100,000 750,000 2,017,684 3,217,987 Analysis/Improvements
W24-12 Disinfection By Products 52,500 379,288 391,425 823,213 Project
W25-01 Napa lntertie Pipeline 446,200 6,092,269 6,538,469 Replacement
W25-02 Water Treatment Plant 37,073 1,662,927 7,400,084 9,100,084 Transmission Main
Replacement
W25-03 Water Management Plan 284,573 284,573
39 Agenda Item #13.4.

W25-91 Bell Canyon Creek Flow
Measurement
W26-01 Water Treatment Plant
Microgrid/SCADA Upgrades
W26-02 Asset Management &
Computerized Maintenance
& Management System
Development/Implementation
W29-01 Water Treatment Plant
(Water Treatment Plant
Rehabilitation)
W29-02 PWRR-1 yr 6-10 Water Main
Annual Replacement
Program Allowance

PROJECT FUNDING SOURCES
421 Go Bonds
561 Water Rate Revenues
763 Water Capital Improvement -
Bond
763 Water Capital Improvement
763 Water Capital Improvement -
Grant/lnteragency Fund
764 Water Impact Fees
999 Un identified
Category Summary Report
FY2025-26 to FY2029-30
3 -Water
Exp/Enc as Continued
of 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29
50,000
100,000 200,000 2,300,000
22,575 110,099
5,900,000
239,157 246,810
8,522,393 8,598,817 7,834,001 16,373,561 6,513,245 16,744,030 360,056 367,898 797,702 544,189 349,011
1,514,439 401,706
5,988,873 6,228,989 6,836,299 13,529,372 5,925,077 1,287,571 510,952 224
1,600,000 200,000 667,000
148,073
1,633,000 239, 157 15,456,459
8,522,393 8,598,817 7,834,001 16,373,561 6,513,245 16,744,030 40 2029-30 TOTALS
50,000
2,600,000
132,674
2,500,000 8,400,000
485,967
2,500,000 67,086,047
2,418,856
1,916,145
39,796,181
511,176
2,467,000
148,073
2,500,000 19,828,616
2,500,000 67,086,047
Agenda Item #13.4.

Tank 2 Rehabilitation
Project No: W-101
Category Water
Project APN 022-420-019
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Design
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Tank 2 Rehabilitation Project involves critical maintenance of Tank 2 located at the Lower Reservoir to ensure its structural integrity, water quality performance, and regulatory compliance. This project includes: - Interior sandblasting and coating to restore corrosion protection. -Sanitization and disinfection of the tank to meet public health and drinking water standards. -Improvements that extend the operational lifespan of the tank and protect stored water from contamination.

This rehabilitation was identified as a high-priority need in the Water Rate Study and Integrated Utility Master Plan.

PROJECT NOTES:
•FY24 - Project included in the proposed Water Rate Study, with a scheduled delivery timeline for design and construction.
-Budget reflects updated cost estimates due to escalation. •FY25 - City issue a Professional Services Agreement (PSA) in FY25 Q1 for design and preparation of construction bid documents.
-Construction tentatively scheduled for FY25 Q2-Q3, pending completion of design and environmental review. -Exp/Enc expenditures reflect design work completed under the original project between FY16-FY22. •FY26 - Construction is currently scheduled for FY26 Q2-Q3, based on adjusted delivery timelines and bond funding allocations.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 115,684 61,125 176,809
3150 - Construction Management 118,000 118,000
3160 - Construction Contract 686,000 686,000
3170 - Contingency 65,000 65,000
EXPENDITURE TOTALS 115,684 930,125 1,045,809

FUNDING SOURCES
763-Water Capital Improvement - Bond 115,684 930,125 1,045,809 FUNDING TOTALS 115,684 930,125 1,045,809
41 Agenda Item #13.4.

Lower Reservoir Rehab
Project No: W-108
Category Water
Project APN 009-131-013
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Ongoing
PRIORITY: Medium
PROJECT PURPOSE & DESCRIPTION:

The Lower Reservoir Rehabilitation Project addresses safety and operational needs at the Lower York Creek Dam in compliance with requirements from the California Division of Safety of Dams (DSOD). The project is focused on improving dam safety and infrastructure reliability through the following key activities: repair of the 12-inch diameter gate in the outlet tower, repair of the 24-inch diameter spillway gate, geotechnical investigation and slope stability analysis to evaluate dam integrity, seismic stability assessment of the intake tower to meet updated safety standards, and surveying and rehabilitation of the 12-inch diameter low-level outlet pipe to restore full operational capacity. This project is essential for maintaining regulatory compliance, ensuring public safety, and extending the life of the City's water storage infrastructure.

PROJECT NOTES:
•Resolution 2019-149 Approved Amendment #1 with Mead & Hunt for design-related services in the amount of $27,000.
•FY24 - Project included in the GO Bond allocation ($620,000 total across multiple water projects):
-W-85 Bell House Valve Replacement - $470,000 (Tranche 2, FY27) -W18-120 Bell Canyon Phreatic Surface Monitoring -$100,000 (Tranche 1, FY24) -W-108 Lower Reservoir Rehab - $50,000 (Tranche 2, FY27) •FY25 - Additional budget added in response to a DSOD compliance letter requiring further analysis and corrective actions.
•FY26 - Pending DSOD response/direction.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 246,379 224 246,603
3160 - Construction Contract 45,000 45,000
3170 - Contingency 5,000 5,000
EXPENDITURE TOTALS 246,379 224 50,000 296,603

FUNDING SOURCES
421-Go Bonds 50,000 50,000
763-Water Capital Improvement 246,379 224 246,603
FUNDING TOTALS 246,379 224 50,000 296,603
42 Agenda Item #13.4.

Bell Canyon Intake Tower Replacement
Project No:

Category
Project
Location:

W-109
Water
Bell Canyon Reservoir (APN 021-420-
019)
Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Design
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Bell Canyon Intake Tower Replacement Program is a critical infrastructure initiative to address compliance requirements issued by the California Department of Water Resources Division of Safety of Dams (DSOD). The existing intake tower at Bell Canyon Reservoir is non-compliant and poses a risk of enforcement action, including permit suspension or revocation. Key components of the project include: -Design and construction of a new intake tower. -Environmental review and permitting. -Construction management and contingency planning to support delivery of a complex, regulatory-driven capital improvement.

Failure to complete the project would jeopardize the City's permitted use of Bell Canyon Reservoir.

PROJECT NOTES:

PW has designated this project as high priority due to the significant regulatory risk.

Debt financing is anticipated, and the project was included in the Utility Rate Study for long-term funding planning.
•FY24 - Project added to CIP and delivery timeline established in the proposed Rate Study. •FY25 - Resolution 2024-089 (Adopted June 11, 2024) - Added funding to the project scope. Authorized execution of the Professional Services Agreement (PSA) for design. Increased the total project budget from $3.3 million to $6.0 million (pre-06/30/2024 expenses excluded). -Project is being coordinated with W-85 (Bell House Valve Replacement) for shared construction planning. •FY26 - Design completion anticipated in FY26 02.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 1,317,142 1,317,142
3120 - Environmental/Planning 200,000 200,000
3150 - Construction Management 509,145 509,145
3160 - Construction Contract 4,000,000 4,000,000
3170 - Contingency 18,289 490,855 509,144
EXPENDITURE TOTALS 1,517,142 18,289 5,000,000 6,535,431

FUNDING SOURCES
561-Water Rate Revenues 290,168 290,168
763-Water Capital Improvement - Bond 1,226,974 18,289 5,000,000 6,245,263 FUNDING TOTALS 1,517,142 18,289 5,000,000 6,535,431
43 Agenda Item #13.4.

Bell Canyon Reservoir Improvements
Project No:

Category
Project
Location:

W-35
Water
410 Crystal Springs Rd. (APN 021-420-
019)
Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Nearly complete
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Bell Canyon Reservoir Improvements Project focuses on restoring water storage capacity at the Bell Canyon Reservoir through dredging and sediment removal. Over time, sediment accumulation has reduced the reservoir's storage volume, and this project aims to return the facility to its original design capacity.

PROJECT NOTES:
•FY24 - A bathymetric survey was completed, and an analyzation volume of accumulated sediment. •FY25 - Final capacity analysis and technical report scheduled for completion in FY25 03. •FY26 - The Water Management Plan (CIP No. W25-03) will evaluate the long-term value and priority of improvements at Bell Canyon, including potential dredging or alternative storage enhancements.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 29,714 70,286 100,000
EXPENDITURE TOTALS 29,714 70,286 100,000

FUNDING SOURCES
561-Water Rate Revenues 29,714 70,286 100,000
FUNDING TOTALS 29,714 70,286 100,000
44 Agenda Item #13.4.

Dwyer Road Booster (Pump Station)
Project No:

Category
Project
Location:

W-80
Water
Between St. Helena, Napa, and
Calistoga: Dwyer Rd.

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Delayed; dependent on City of Napa
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Dwyer Road Booster (Pump Station) project is a regional water infrastructure initiative shared between the Cities of St. Helena, Napa, and Calistoga. Located along Dwyer Road, the facility is critical for pumping water northward (up-valley) to ensure consistent system pressure, reliability, and redundancy for all three participating agencies.

The total project cost is estimated at 6 to 7 million, with St. Helena's cost share currently estimated at 10%.

PROJECT NOTES:

City of Napa Agreement C2009 119 and Resolution 2009-109 (September 22, 2009) authorized joint funding for preliminary analysis and design, split equally between Napa, St. Helena, and Calistoga.

City of Napa Agreement C2011 215 (October 4, 2011) confirmed Napa as administrator of design scope and responsibilities. St. Helena and Calistoga agree to support this effort and reimburse Napa according to the cost share allocation included in this agreement. Design funding capped at $270,000 ($90,000 each city unless amended).

City of St. Helena Resolution 2014-23 (April 22, 2014) authorized the City of Napa to apply for grant/loan funds on behalf of the three cities for project delivery.
- A cost share agreement for the construction is not in place. May 18, 2022, PW states the estimated cost is $7,000,000 with a 10% cost share by the City of St. Helena. Additionally, Napa has applied for a grant which, if awarded, would lower the St. Helena contribution.
•FY24 - Construction cost share agreement is still pending. St Helena's placeholder contribution is $900,000, pending grant award and final cost apportionment.
•FY25 - budget continued.
•FY26 - City of Napa is currently advancing design and environmental documentation, contingent upon state/federal funding eligibility.
-Budget carried forward through FY26 to maintain funding availability.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 1234 - Placeholder 900,000
EXPENDITURE TOTALS 900,000

FUNDING SOURCES
763-Water Capital Improvement - Bond 900,000
FUNDING TOTALS 900,000
45 PROJECT
TOTAL
900,000
900,000
900,000
900,000
Agenda Item #13.4.

Bell Canyon Valve House Replacement
Project No: W-85
Category Water
Project APN 021-420-019
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Design
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Bell House Valve Replacement Project is a critical safety and infrastructure upgrade mandated by the California Division of Safety of Dams (DSOD). The project involves the replacement of the existing valve at the Bell Canyon Reservoir to ensure the City can safely and effectively control water releases during an emergency. Key elements of the project include: replacing the aging valve system to ensure reliable operation during DSOD-mandated drawdowns, preventing the uncontrolled draining of Bell Canyon Reservoir, which could occur if the existing valved failed to close, and supporting emergency preparedness and compliance with DSOD safety standards.

PROJECT NOTES:
•Project to be bid concurrently with the Intake Tower Improvements project GIP No. W-109. •Originally estimated for construction in FY22; later identified as a high-priority project per Public Works update on May 17, 2022.
•$49,029.88 in prior recorded labor (pre-FY13) is tracked in Springbrook and excluded from the current budget. •FY24 -Project included in the GO Bond allocation ($620,000 total across multiple water projects):
-W-85 Bell House Valve Replacement - $470,000 (Tranche 2, FY27) -W18-120 Bell Canyon Phreatic Surface Monitoring -$100,000 (Tranche 1, FY24) -W-108 Lower Reservoir Rehab - $50,000 (Tranche 2, FY27) •FY25 - Project advanced to FY26 (from FY27) to address regulatory urgency. - Funding increases and PSA executed per Resolution 2024-089 adopted June 11, 2024. •FY26 - anticipate completion of design FY26Q2. Moved funding from FY27 to FY26.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 3110 - Design 99,907 25,703
3150 - Construction Management 30,000
3160 - Construction Contract 390,000
3170 - Contingency 30,000
EXPENDITURE TOTALS 99,907 475,703

FUNDING SOURCES
421-Go Bonds 470,000
763-Water Capital Improvement - Bond 99,907 5,703
FUNDING TOTALS 99,907 475,703
46 PROJECT
2029-30 TOTAL
125,610
30,000
390,000
30,000
575,610
470,000
105,610
575,610
Agenda Item #13.4.

Spring Mountain Pressure Zone Improvements (Holmes Tank Upgrade) Project No: W-86
Category Water
Project APN 009-131-029 & 019
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Pending
PRIORITY: Medium
PROJECT PURPOSE & DESCRIPTION:

The Spring Mountain Pressure Zone Improvements Project (Holmes Tank Upgrade) aims to improve system pressure, reliability, and operational efficiency by upgrading and integrating the Holmes and Elmhurst water delivery systems in the Spring Mountain area.

PROJECT NOTES:

Original funding not available. The city submitted a MMGP application but later was withdrawn due to ineligibility.
•FY24 - Project scope and schedule were included in the proposed Water Rate Study for project delivery. •FY25 - Project budget updated to reflect cost escalation identified in the rate study. The need for the project is pending validation via CIP No. W24-10 (Water System Hydraulic Model Update), which will provide updated hydraulic modeling data.
•FY26 - Design funds planned to engage a consultant in FY 26 Q1-Q2 to evaluate upgrade alternatives, such as additional pipe network construction.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 138,073 100,000 246,470 484,543
3150 - Construction Management 435,000 435,000
3160 - Construction Contract 2,500,000 2,500,000
3170 - Contingency 334,498 334,498
EXPENDITURE TOTALS 138,073 100,000 3,515,968 3,754,041

FUNDING SOURCES
763-Water Capital Improvement - Bond 100,000 3,515,968 3,615,968 764-Water Impact Fees 138,073 138,073
FUNDING TOTALS 138,073 100,000 3,515,968 3,754,041
47 Agenda Item #13.4.

Bell Canyon Creek Flow Measurement
Project No: W-91
Category Water
Project APN 021-420-019 & 012
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Pending
PRIORITY: Medium
PROJECT PURPOSE & DESCRIPTION:

The Bell Canyon Creek Flow Measurement Project is required to establish compliance with DSOD regulations.

The project involves the design, permitting, and construction of a flow measurement structure in Bell Canyon Creek, located downstream of the Bell Canyon Reservoir.

PROJECT NOTES:
•FY25 - This project was reinstated after being inactive for several years, it is required by DSOD to meet ongoing operational compliance requirements.
-A new project was created (W25-91) to accurately account for current and future expenditures.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 0
3160 - Construction Contract 0
EXPENDITURE TOTALS 0

FUNDING SOURCES
561-Water Rate Revenues 0
FUNDING TOTALS 0
48 Agenda Item #13.4.

WTP Condition Assessment
Project No:

Category
Project
Location:

W18-111
Water
Louis Stralla Water Treatment Plant
(APN 021-420-019)
Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Nearly complete
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Water Treatment Plant (WTP) Condition Assessment is a comprehensive evaluation of the Louis Stralla Water Treatment Plant to identify short-and long-term capital and operational needs. This foundational study will guide future improvements and investment planning to ensure the plant continues to operate reliably, safely, and in compliance with regulatory standards.

PROJECT NOTES:
•FY24 - Project included in the proposed Water Rate Study. -Resolution 2023-146 adopted by City Council on November 14, 2023, authorized award of the PSA and additional funds to proceed.
•FY25 - Completion of the assessment report is anticipated FY25 Q3. •FY26 - Final report expected by Fy25 Q4, with development of a formal WTP CIP in FY26 Q2.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 289,937 289,937
EXPENDITURE TOTALS 289,937 289,937

FUNDING SOURCES
763-Water Capital Improvement - Bond 289,937 289,937
FUNDING TOTALS 289,937 289,937
49 Agenda Item #13.4.

Water System SCADA Improvements
Project No: W18-113
Category Water
Project Citywide
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Ongoing
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Water System SCADA Improvements Project involves citywide upgrades to the Supervisory Control and Data Aquisition (SCADA) system used to monitor and control the City's water infrastructure. The project focuses on integrating pump stations and treatment components into a centralized platform that enhances real-time system visibility, automation, and remote operations. Key components include: -Power and instrumentation upgrades at critical pump station and water facility sites. -Expansion and integration of SCADA control panels, sensors, and communications infrastructure. -Centralized monitoring to improve system reliability, efficiency, and emergency response.

This project modernizes the City's water system management and supports proactive operations and maintenance practices.

PROJECT NOTES:
•FY23 - Project name updated from "SCADA Improvements - Rutherford & Holmes" to reflect its expanded citywide scope.
•FY24 - Included in the Water Rate Study, with a proposed schedule for project delivery. -Funding authorized via: -Resolution 2023-154 (November 28, 2023) $154,366; -Resolution 2024-099 (June 25, 2024) $227,578.
•FY25 - SCADA improvements at the WTP expected to be completed by FY25 Q3. •FY26 - Final systemwide SCADA integration expected to be completed by FY26 02.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 3110 - Design 20,000
3150 - Construction Management 15,000
3160 - Construction Contract 404,344 440,000
3170 - Contingency 58,327
EXPENDITURE TOTALS 404,344 533,327

FUNDING SOURCES
763-Water Capital Improvement - Bond 404,344 533,327
FUNDING TOTALS 404,344 533,327
50 PROJECT
2029-30 TOTAL
20,000
15,000
844,344
58,327
937,671
937,671
937,671
Agenda Item #13.4.

Replace Mains <6" in Diameter
Project No: W18-118
Category Water
Project Various locations in St. Helena
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Design/Construction
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Replace Mains <6" in Diameter Project is a multi-year, citywide water infrastructure initiative aimed at replacing undersized water mains (less than 6 inches in diameter) to improve system capacity, fire flow, and water quality. The project is based on priorities outlined in the Integrated Utility Master Plan (IUMP) and is structured as an annual replacement program, delivering one project per year over multiple years.

PROJECT NOTES:
•FY24 - Project scope and delivery plan included in the proposed Rate Study. - Prioritized water main replacements outlined for Years 1-5 in the Integrated Utility Master Plan. - Funding included in GO Bond Tranche 2 (FY27) and Tranche 3 (FY30) at $720,000 per tranche to support phased implementation.
•FY26 - Additional segments to be replaced in FY26.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 37,885 39,324 40,583 41,881 159,673
3150 - Construction Management 37,885 39,324 40,583 41,881 159,673 3160 - Construction Contract 5,570 202,795 216,284 223,204 230,348 878,201 3170 - Contingency 31,571 32,770 33,819 34,901 133,061
EXPENDITURE TOTALS 5,570 310,136 327,702 338,189 349,011 1,330,608

FUNDING SOURCES
421-Go Bonds 5,570 310,136 327,702 338,189 349,011 1,330,608 FUNDING TOTALS 5,570 310,136 327,702 338,189 349,011 1,330,608 51 Agenda Item #13.4.

Bell Canyon Phreatic Surface Monitoring & Assessment
Project No: W18-120
Category Water
Project APN 021-420-019
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Completed
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Bell Canyon Phreatic Surface Monitoring and Assessment project was initiated in response to new safety requirements from the California Division of Safety of Dams (DSOD) following the 2017 Oroville Dam incident.

The project involves the installation and assessment of instrumentation to monitor the phreatic (groundwater) surface within the Bell Canyon Dam Structure. This effort contributes to the overall safety and operational integrity of the City's water storage system.

PROJECT NOTES:
•FY24 - Project included in the GO Bond allocation ($620,000 total across multiple water projects):
-W-85 Bell House Valve Replacement - $470,000 (Tranche 2, FY27) -W18-120 Bell Canyon Phreatic Surface Monitoring -$100,000 (Tranche 1, FY24) -W-108 Lower Reservoir Rehab - $50,000 (Tranche 2, FY27) •FY25 - Purchase Orders 15232 (issued August 31,2023) and 15222 (issued February 7, 2024) were executed to fulfill DSOD requirements.
- Project activities are coordinated with CIP No. W24-11 (Bell Canyon DSOD Analysis/Improvements), which includes additional investigations and improvements related to dam safety and monitoring. •FY26 - Submission of Work Plan for DSOD review completed FY25Q2. Future work to be performed under W24-11.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 99,536 99,536
3180 - CIP Overheads 556 556
EXPENDITURE TOTALS 100,092 100,092

FUNDING SOURCES
421-Go Bonds 100,092 100,092
FUNDING TOTALS 100,092 100,092
52 Agenda Item #13.4.

Kearney and Andrea Water Main Replacement
Project No: W21-01
Category Water
Project Kearney and Andrea
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Completed
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Kearney and Andrea Water Main Replacement Project addressed critical infrastructure needs by replacing undersized and aging 4-inch water mains on two key residential streets: -Kearney street, between Hillview Place and Adams Street, and Andrea Avenue, between Kearney Street and Oak Avenue.

The project improves water flow, pressure, and system reliability, while also supporting fire protection needs and reducing the risk of main breaks and service disruptions.

Project scope includes: -Full replacement of existing water mains. -Upgrades to service laterals and valves. - Construction management and inspection.

PROJECT NOTES:

Project was previously on hold (since February 2021) due to exhausted consulting budget.

Final plans were completed by Green Valley Engineering, under contract FY2021-013, which included design, construction documents, and specifications.
•FY 23 - Public Works requested an updated construction estimate and moved construction to FY24, cost estimate was escalated by ~10% from prior planning figures. •FY24 - Project included in the Fy24 Water Rate Study.
-Construction awarded per Resolution 2024-030 (March 12,2024 ). •FY25 - NOC presented to City Council on October 22, 2024. -Budget was reconciled to reflect actual expenditures, and project is now marked "Completed" Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 52,019 111,716 163,735
3150 - Construction Management 110,339 110,339
3160 - Construction Contract 740,181 606,954 1,347,135
3170 - Contingency 26,340 176,636 202,976
EXPENDITURE TOTALS 818,540 1,005,645 1,824,185

FUNDING SOURCES
561-Water Rate Revenues 46,283 46,283
763-Water Capital Improvement - Bond 772,257 1,005,645 1,777,902 FUNDING TOTALS 818,540 1,005,645 1,824,185
53 Agenda Item #13.4.

Water Distribution Fire Flow Improvements
Project No: W24-01
Category Water
Project Citywide
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Ongoing
PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Water Distribution Fire Flow Improvements Project is a multi-phase, citywide initiative to improve fire suppression capabilities by replacing undersized water distribution mains. As recommended in the 2021 Integrated Utility Master Plan (IUMP), the project will replace approximately 4,900 linear feet (0.9 miles) of 6- inch or smaller diameter pipelines with larger-diameter pipes to meet current fire flow standards and support public safety. This project significantly enhances the reliability and performance of the City's water distribution system in support of emergency response and fire protection.

PROJECT NOTES:
•FY24 - $1.5M included in GO Bond funding, with $572,000 pending specific allocation. - Tranche 1 Projects (FY23/24): PWFF-3 Vintage Ave Loop ($20k), PWFF-6 Crane ($142k), PWFF-8 Pine St ($65k), PWFF-9 Fulton ($85k); in-house design.
- Tranche 2 Projects (FY26/27): PWFF-4 El Bonita ($50k), PWFF-5 Charter Oak ($76k), PWFF-10 6" Hydrant laterals ($15k), PWFF-11 4" Hydrant laterals ($15k).
-Tranche 3 Projects (FY29/30): PWFF-1 Zinfandel ($144k), PWFF-2 Inglewood Ave ($55k), PWFF-7 Spring St ($261k)
•FY25 - Design Professional Services Agreement for Tranche 1 projects authorized per Resolution 2024-037 on March 26,2024.
•FY26 - Development of subsequent phases of PWFF improvements for FY26Q2 construction pending preliminary feedback on Hydraulic Model, W24-10.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 3110 - Design 55,692 2,000
3150 - Construction Management 15,000 5,000
3160 - Construction Contract 159,078 42,762 141,000
3170- Contingency 39,468 8,000
3180- CIP Overheads 156
EXPENDITURE TOTALS 254,394 57,762 156,000

FUNDING SOURCES
421-Go Bonds 254,394 57,762 156,000
FUNDING TOTALS 254,394 57,762 156,000
54 PROJECT
TOTAL
57,692
20,000
342,840
47,468
156
468,156
468,156
468,156
Agenda Item #13.4.

Napa lntertie Pump Station (Rutherford) Replacement
Project No:

Category
Project
Location:

W24-02
Water
Rutherford Pump Station, 1851 St
Helena Hwy.

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Coordinating with Design Engineer for updated proposal PRIORITY: High
PROJECT PURPOSE & DESCRIPTION:

The Napa lntertie Pump Station (Rutherford) Replacement Project involves the construction of a permanent pump station to replace the existing temporary structure located at 1851 St. Helena Hwy. This facility is a critical water supply asset that supports regional water conveyance between the City of Napa and St. Helena.

PROJECT NOTES:
•FY24 - Project includes design and construction of a permanent pump station to support long-term operations.

Total estimated project cost: $13.1 M.
-Awarded 1.5M in DWR grant funding through advocacy by Senator Bill Dodd. •FY25 - Budget updated to reflect escalated construction values and projected Water Bond Funding. -Reinstituted 50% PG&E cost share for design elements.
-Plan to execute updated PSA in FY25 Q2.
•FY26 - Authorization of full design anticipated in FY25 Q4.

Exp/Enc as
of Continued
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 3110 - Design 2,522,780
3150 - Construction Management 637,220
3160 - Construction Contract 9,000,000
3170 - Contingency 960,000
EXPENDITURE TOTALS 2,522,780 10,597,22
0 FUNDING SOURCES
763-Water Capital Improvement - Bond 1,022,780 1,287,571 763-Water Capital Improvement -
1,500,000 Grant/lnteragency Fund
999-Unidentified 9,309,649
FUNDING TOTALS 2,522,780 10,597,22
0 55

PROJECT
TOTAL
2,522,780
637,220
9,000,000
960,000
13,120,000
2,310,351
1,500,000
9,309,649
13,120,000
Agenda Item #13.4.

ArcGIS Infrastructure Development
Project No: W24-03
Category Water
Project Citywide
Location:

Responsible Public Works
Department:

EXPENDITURE ACCOUNTS: 763-5030-
STATUS: Ongoing
PRIORITY: Medium
PROJECT PURPOSE & DESCRIPTION:

The ArcGIS Infrastructure Development Project supports the acquisition, setup, and integration of Esri's ArcGIS platform for use in water system mapping, asset management, and long-term capital planning. This project will enable the City to develop a centralized geospatial data system of water infrastructure and support the integration of modern operational tools. Project components include: Purchase and initial configuration of ArcGIS software licenses, data acquisition, digitization, and spatial integration of the City's existing water system records, assets, development of internal dashboards, field apps, and asset management tools. The project is part of a joint implementation effort with the wastewater utility (Project No. S24-03).

This project aligns with the recommendations of the Integrated Utility Master Plan (Chapter 7 & Appendix C) and supports modernization of utility operations.

PROJECT NOTES:
•FY24 - Project included in the Integrated Utility Master Plan, budget is shared with Sewer CIP S24-03. •FY25 - Budgets updated to reflect escalated costs based on the 2024 Rate Study. •FY26 - Most baseline data layers have been developed in coordination with hydraulic model consultants. -Next steps include an in-field validation survey to confirm data accuracy and prepare for mobile deployment and analytics integration.

Exp/Enc as
of Continued PROJECT
EXPENDITURES 2/28/2025 Approp. 2025-26 2026-27 2027-28 2028-29 2029-30 TOTAL 3110 - Design 7,582 45,611 53,193
EXPENDITURE TOTALS 7,582 45,611 53,193

FUNDING SOURCES
763-Water Capital Improvement - Bond 7,582 45,611 53,193 FUNDING TOTALS 7,582 45,611 53,193
56 Agenda Item #13.4.