Agenda Report to the City Council
Agenda Section: OLD BUSINESS
Department: Recreation
DATE: December 9, 2025
FROM: Mara Strickler, City Librarian
SUBJECT: Parks, Recreation & Trails Master Plan Preliminary Recommendations
RECOMMENDED
ACTION:
Provide feedback regarding key findings and preliminary recommendations presented by BluePoint Planning for
final draft of the Parks, Recreation and Trails Master Plan.
PREVIOUS COUNCIL
ACTION:
On January 28, 2025, City Council voted to approve
adoption of a Resolution authorizing the City Manager to execute a Professional Services Agreement with BluePoint Planning for parks and recreation master planning
services.
STATEMENT OF THE
PURPOSE:
Receive preliminary recommendation from BluePoint
Planning related to the Parks, Recreation & Trails master planning services.
FINANCIAL IMPACT: There are no financial impacts associated with this report.
BACKGROUND:
As a part of the adopted 2024-26 goals, City Council established the objective to complete a comprehensive Parks and Recreation master plan. The Parks & Recreation Commission expressed support for the plan and completion of the plan is established within the City Council's adopted 2024-2028 Capital Improvement Program.
Staff prepared and released a Request for Proposals to solicit responses from qualified firms in the Fall of 2024. The City received seven responses, all who met the minimum criteria and experience to provide parks and recreation master planning services. A review team consisting of Parks & Recreation staff, Public Works staff, and members from the Parks & Recreation Commission reviewed the submitted proposals. Firms were evaluated based on proposal response, firm expertise and project team composition, previous related work, ability to create a comprehensive and actionable plan unique to St. Helena, and overall price point.
After reviewing proposals, follow-up interviews, and reference checks, staff recommended and City Council voted to move forward with BluePoint Planning for Parks and Recreation Master Planning Services.
DISCUSSION:
The Parks, Recreation & Trails Master Plan is intended to evaluate existing conditions, identify unmet community needs, provide a strategy for development and maintenance Agenda Item #12.2.
of current/future parks, examine methods to improve parks and recreation programming, project future costs, and provide creative funding strategies, analyze service models, and consider opportunities for collaboration with other public and private entities. The scope of the work is broken down into five overarching components (listed below), with various sub-objectives within each component. Assess existing conditions, data collection, and review previous/current studies Conduct a community needs assessment
Foster community engagement and feedback
Develop recommendations, financial forecasts, and implementation/funding strategies
Develop and propose adoption of an actionable final master plan Foundational to the Master Plan is community participation program, which has included an Advisory Group, stakeholder interviews and group meetings, input from members of the Parks and Recreation Commission, internal staff work sessions, community visioning pop-ups at the Farmer's Market, the Summer Concert series and Harvest Festival, and two online surveys.
BluePoint Planning is in the process of completing the needs assessment and preliminary recommendations. The preliminary recommendations address existing parks and facilities, as well as potential new projects for consideration in the future based upon community need, population distribution, funding, and staff capacity. The presentation provided by BluePoint Planning will focus on community engagement used to assess community needs that have informed their preliminary recommendations and the next steps of the Parks, Recreation, & Trails Master Plan. Over the coming weeks their team will complete a prioritization process and implementation plan, based upon ongoing community input including City Council's, before providing a public review of the Master Plan and presentation to City Council in early 2026.
GOAL:
Goal 2: Improve Infrastructure & Further Environmental Sustainability Goal 5: Enhance Quality of Life
Goal 7: Enhance Organizational Effectiveness
Goal 8: Implement Capital Improvement Plans (CIP) Projects Miscellaneous/Other DOCUMENTS ATTACHMENTS:
Scope of Services
12.09.25_St. Helena_City Council Meeting
Agenda Item #12.2.
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Scope of Services
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CITY OF ST. HELENA - COMMUNITY SERVICES DEPARTMENT
REQUEST FOR PROPOSALS FOR PROFESSIONAL SERVICES:
Parks & Recreation Master Plan
DATE ISSUED: Saturday, September 21, 2024
DATE DUE: Friday, October 11, 2024 Sunday, October 20, 2024 CONTACT: Dave Jahns, Director of Community Services
[email protected] ; (707) 967-2798
The City is only accepting proposals electronically via email to [email protected] Only email’s sent to [email protected] will be considered as responsive to the request for proposals. Please include “Parks and Recreation Master Plan Proposal” and consultant’s name in the title. Emails sent to other City emails may be considered as nonresponsive and may not be reviewed Agenda Item #12.2.
TABLE OF CONTENTS
I. INTRODUCTION.....................................................................................................................................3 II. SOLICITATION........................................................................................................................................5 III. SCOPE OF WORK .................................................................................................................................5 IV. SCHEDULE .............................................................................................................................................8 V. PROPOSAL REQUIREMENTS AND FORMAT ...........................................................................................8 PART 1 | COVER LETTER/EXECUTIVE SUMMARY ...................................................................................9 PART 2 | EXPERIENCE AND QUALIFICATIONS OF CONTRACTOR/TEAM MEMBERS ..........................9 PART 3 | UNDERSTANDING OF PROJECT SCOPE & DETAILED WORK PLAN ......................................9 PART 4 | COMMITMENT TO EVENT BUDGET ..........................................................................................9 PART 5 | DELIVERY SCHEDULE AND TIMELINE .......................................................................................9 PART 6 | REFERENCE REVIEW ...............................................................................................................10 VI. PROPOSAL TERMS AND CONDITIONS................................................................................................10 EXAMINATION OF PROPOSAL MATERIALS .................................................................................10 ADDENDA INTERPRETATIONS.......................................................................................................10 DESIGNATED CONTACT ...............................................................................................................10 PUBLIC RECORDS .........................................................................................................................11 PROPOSAL COSTS ........................................................................................................................11 RESERVATION OF RIGHTS.............................................................................................................11 PRODUCT OWNERSHIP.................................................................................................................11 PROFESSIONAL SERVICES AGREEMENT ......................................................................................11 CAUSES FOR DISQUALIFICATION ................................................................................................11 Agenda Item #12.2.
I. INTRODUCTION
The City of St. Helena, California is located in the center of the world-famous wine growing Napa Valley, 65 miles north of San Francisco.
The area was settled in 1834 as part of General Vallejo’s land grant. The City of St. Helena was incorporated as a City on March 24, 1876, and reincorporated on May 14, 1889.
The City, from its inception, has served as a rural agricultural center. Over the years, with the growth and development of the wine industry, St Helena has become an important business and banking center for the wine industry. The City also receives many visitors as a result of the wine industry and the area’s scenic qualities. The City’s goal is to maintain a small-town atmosphere and to provide high quality services to its citizens.
The population of the City of St. Helena as of 2022 is 5,426. St. Helena is a full-service City and encompasses an area of five square miles and is a General Law city operating under the Council/Manager form of government with four council members elected at large and a directly elected mayor. The City Manager is responsible for the execution of Council adopted policies through various departments including Administrative Services, Community Development, Community Services (Parks & Rec and Library), Fire, Police, and Public Works.
St. Helena’s FY 2023/24 General Fund budget is $18.7 million with a total budget of $53.2 million which includes Capital Improvement Funds and Water and Wastewater Enterprise Funds.
The Newly formed (May 2024) Community Services Department encompasses parks & recreation, library services, arts and culture, grants, and community engagement. Parks maintenance is overseen by the Public Works Department, but works in close partnership with the Community Services Department and Parks and Recreation commission to deliver maintenance and upkeep services. Collectively the two departments oversee ten city parks, three small recreation facilities and a municipal public library. Below is an overview of the facilities and parks within the system:
Table 1.1 – Parks
Park Acres Overview
Crane Park 11.27 Lit tennis and pickleball courts,
bocce courts, group picnic areas,
playgrounds, little league baseball
fields, skate park, volleyball court,
walking paths, restrooms.
Jacob Meily Park 5.42 Athletic field, picnic area,
community garden, walking paths,
restrooms.
Lewis Station Park .13 “Pocket park” located on the
downtown core. Picnic tables,
benches, restroom
Lyman .89 Historic gazebo, picnic tables,
grassy areas, toddler playground,
Agenda Item #12.2.
restroom. Common community
event space
Mary Fryer .84 Picnic tables, play equipment,
walking path, pond area.
Mennen .17 Walking path, grassy areas,
barbecue amenities
Starr Baldwin Park .76 Mowed grass, picnic tables,
walking path.
Stephen C. McCullagh .14 Benches, play area, sandbox,
climbing structure
Stonebridge .75 Located along Napa River.
Passive park with scenic views.
Limited parking
Wappo 6.65 Walking loop, picnic areas, dog
park. Majority of park in a
“natural” state.
Trails and Open Spaces TBD Trails and Open Space Master Plan currently in draft state.
Review included as part of Scope
of Work.
Table 1.2 –Facilities
Facility Square Feet Description
Carnegie Building 5,267 SF Historically registered building.
Formerly housed the Library, and
later, the Parks and Recreation
Department. It is now used for
civic meetings
and recreation programming.
Parks and Recreation
Building
3,600 SF Former Teen Center. Currently the
location for Parks and Recreation
staff offices and fitness/martial arts
programs.
St. Helena Public
Library
17,606 SF Built in 1972, additions in 1992. Full
service municipal library.
Valley Oak Building 1,324 SF Former Head Start program
building. Located in Crane Park -
Currently used for summer camps
and after school programming.
In addition to the city-owned assets, the Community Services Department works in conjunction with various community partners, such as the local school district, to utilize facilities and deliver recreation and community programming. While these facilities are not considered part of the existing system, they should be considered for potential future programming and collaborative resources.
Agenda Item #12.2.
II. SOLICITATION
The City of St. Helena Community Services Department invites qualified firms to submit a response to the Request for Proposals for preparing and developing a comprehensive Parks and Recreation Master Plan. The City of St. Helena is committed to providing equitable access to parks, open space, community facilities and programs for all members of the community and this master plan will help us achieve our commitment.
The plan should create a roadmap for ensuring just and fair quantity, proximity, and connections to quality parks and open space, recreation and community facilities, and programs throughout the community now and into the future. The department’s leadership and staff is seeking a system-wide approach in order to develop goals, policies, guidelines and prioritize strategies based on current and future funding scenarios.
Additionally, the Parks Master Plan should identify unmet community needs, provide a strategy for development and maintenance of current/future parks, examine methods to improve parks and maximize use, evaluate maintenance costs, improve access for all, and consider opportunities for collaboration with other public and private entities.
The Master Plan will serve as a guiding document for the comprehensive park system, community facilities and related infrastructure, maintenance standards, service delivery, and program planning for the next decade plus.
Prospective consultants will be required to provide qualifications, proposed work plan, proposed schedule, references, insurance coverage, and other related items as part of the proposal submittal (Section V). The deadline for submitting proposals is Friday, October 11, 2024 III. SCOPE OF WORK
The Master Plan update will require a broad system assessment, including citywide evaluation and inventory of parks and community facilities, assessment of recreation and library programming, trail and open space resources, overall deficiencies, and opportunities. The scope of work represents the City’s best estimate of the work needed to accomplish the objectives for this project. The city is open to alternative approaches that may deviate from this scope to better meet project objectives.
Major tasks for this project should include, but not be limited to:
A) Data Collection and Assessment of Existing Conditions • Conduct a project kick-off meeting with City project team to confirm project requirements, project schedule and clarify roles, responsibilities, and expectations. • Review and incorporate findings from previous studies and reports (General Plan, Trails and Open Space Draft Plan, Downtown Specific Plan, City Council goals, SHAPE committee report, etc.) where appropriate. Plans will be provided by staff project team. • Conduct an inventory and assessment of all existing parks, community facilities, trails and open spaces, and accompanying amenities.
Agenda Item #12.2.
o This includes ten City parks, three small recreation buildings, a public library, a proposed trail system, and accompanying assets within each of those facilities. Shared community spaces (ex: school district) should be evaluated and considered for future programming opportunities.
• Review and analyze the existing Draft Trails and Open Space Master Plan. Provide recommendations, based on best practices, to move from draft into implementation phase. • Assess the Community Services Department’s current level of programs, services, and maintenance in relation to present and future goals, objectives and directives. • Review current parks maintenance services and assess how best to efficiently and effectively meet maintenance standards and future improvements/development. • Consider industry best practices and emerging parks and recreation trends and incorporate into the plan as appropriate
B) Community Needs Assessment
• Develop a community-wide needs assessment to identify community interests, needs, issues, and satisfaction related to parks, community facilities, programs, and events. • Collect and analyze information on park use, access, needs, improvements, operations, maintenance, land use trends to inform recommendations. • This assessment should be considered a baseline and one of several feedback tools utilized to determine needs, wants, and future enhancement or development. • The assessment shall be available to residents both in English and Spanish, electronically and in print form. The Consultant will be responsible for providing Spanish translation.
C) Community Outreach and Engagement
• Propose, create, and implement a comprehensive, equitable, and creative strategy for community engagement in the development of the Master Plan. • Strategy should include a variety of engagement methods including social media, City’s website, physical distribution, targeted discussions with community groups, individual stakeholder interviews, site-based community meetings, and/or any other creative methods to collect meaningful data.
• Meet monthly with a project steering committee composed of city staff, Parks and Recreation Commissioners, and members of the community to discuss progress and receive feedback. • Co-present a kick-off presentation, progress update, and final draft plan to the Parks and Recreation Commission. Other boards and commissions may be included as necessary. Final plan will be presented for adoption to the City Council.
• Work directly with the project team to implement outreach strategies through City channels.
D) Recommendations and Implementation Strategy
• Develop an action plan which includes recommended priorities, constraints, strategies, maintenance needs, appropriate staffing levels, anticipated costs, and funding mechanisms for short term (3 years), mid-term (5-7 years) and long term (10+ years) for the park system, open space, community facilities, programs, and amenities.
o Develop recommendations regarding enhancement, renovation, land acquisition, and/or development of parks, trails, open space, and community facilities.
Agenda Item #12.2.
o Develop recommendations for programs, events, and service levels within the Community Services Department, based on community feedback and best practices. o Develop recommendations for maintenance and operations of parks, trails and community facilities.
• Create a ranked list to identify the community’s top priorities that are supported by accurate cost estimates and realistic funding strategies.
• Identify areas of service shortfalls and opportunities for improvement utilizing emerging trends. • Provide the anticipated costs for development, rehabilitation, maintenance and administration of existing and potential future facilities and programs. • Develop a funding strategy and Identify alternative opportunities to support recommendations. • Examine and propose opportunities for partnerships with other City departments, community organizations, school districts, etc.
E) Development of Final Plan
• The Master Plan should be actionable – It is intended to be creative, challenging, yet achievable. • The Master Plan shall include an overview of the plan goals, methodology and intended use. • The Master Plan shall include a summary of existing conditions, inventory, and level of service analysis.
• The Master Plan shall include actionable recommendations as outlined in Section D of the Scope of Work.
• The Master Plan shall include a strategy that provides a prioritized “road map” for the enhancement, renovation, and/or development of parks, trails, open space, and community facilities
• The Master Plan shall include cost estimates for proposed enhancement/development and a funding strategy to support priorities and recommendations listed in the final plan. • The Master Plan shall include charts, graphs, maps, and other illustrative data as needed to support the plan and its presentation to the appropriate audiences. • Final Park and Recreation Master Plan is to be presented to both the Parks and Recreation Commission and City Council for required adoption.
F) Project Team and Expectations
• Project team will consist of consultant, core city staff team, and subconsultants as deemed necessary. A steering committee, consisting of city staff, Parks and Recreation Commissioners, and community members will be established to support the core project team • Consultant is responsible for management of the project timeline and budget, staff, and any subcontractors required to deliver the final plan.
• Participate in progress meetings with the project team as often as necessary, but not less than once per month until the final plan is approved.
• Provide bi-weekly progress updates.
• Attend, lead, and facilitate community meetings as deemed necessary. All materials for presentations and community meetings will be submitted to the project team for review and discussion prior to meeting.
Agenda Item #12.2.
IV. SCHEDULE
Responses to the RFP must be submitted to the City of St. Helena as outlined in this section.
Responses are due no later than
Sunday, October 20, 2024, AT 11:59 PM
Responses received after this date and time will not be considered.
PROPOSED SCHEDULE FOR THE REVIEW AND SELECTION PROCESS
AND DESIRED TIMELINES FOR DELIVERABLES
MILESTONE DATE TIME
Release RFP September 21, 2024
Virtual Information Session September 30, 2024 12:00 PM Question submittal deadline October 1, 2024 5:00 PM
Proposal due date October 11 20, 2024 11:59 PM
Tentative Finalists Interviews October 16 25 or 28 TBD
Award of Agreement Oct. November 2024 6:00 PM
The schedule may be modified and/or extended if necessary.
V. PROPOSAL REQUIREMENTS AND FORMAT
If interested in this RFP, please notify the Recreation Department by email at [email protected] so you may be added to the notification list for addendums. Failure to notify the Recreation Department could result in missing important and required information, and could result in disqualification.
A brief information session will be held via Zoom on September 30 at 12:00pm. This will be an opportunity for interested consultants to ask for clarification or questions directly of City Staff. If interested in participating please email [email protected] for the meeting invite.
All submittals must follow the format described in this section. Respondents are encouraged to submit clear and concise responses to the RFP. The City of St. Helena reserves the right to include or exclude any part of the submittals in the final agreement with the selected Contractor.
To be considered for selection, submittals must arrive electronically by the date and time specified in Section IV. Only email’s sent to [email protected] will be considered as responsive to the request for proposals. Emails sent to other City emails may be considered as non-responsive and may not be reviewed.
Submittals must include the following components in the order listed below:
Agenda Item #12.2.
Part 1: Cover Letter/Executive Summary
Part 2: Experience and Qualifications of Contractor/Team Members Part 3: Understanding of Event Scope
Part 4: Commitment to Budget & Detailed Work Plan
Part 5: Delivery Schedule and Timeline
Part 6: Proof of Insurance
Part 7: Reference Review
PART 1 | COVER LETTER/EXECUTIVE SUMMARY
In no more than three (3) pages, the Cover Letter and Executive Summary shall include:
1. The names of the key members of the consultant team.
2. The mailing address, telephone number, and the name of the main point of contact for the Consultant team.
3. A summary of the Consultant’s relevant experience and qualifications and the significant advantages to selecting the consultant.
4. An acknowledgement of receiving any addendum(s) to the RFP document sent out by the City.
PART 2 | EXPERIENCE AND QUALIFICATIONS OF CONSULTANT/TEAM MEMBERS Provide detail relating to the experience and qualifications of the members of the team, including an organizational chart showing all key personnel (including and proposed subcontractors) who will be assigned to this project. Submit brief resumes demonstrating the training, experience, and other qualifications of the key personnel who will be assigned to this project. Any other information that would assist the review team in understanding the team’s capacity to efficiently, creatively, and effectively and implement the master planning process.
PART 3 | UNDERSTANDING OF PROJECT SCOPE & DETAILED WORK PLAN Each respondent shall demonstrate its capacity to deliver professional master planning services.
Respondent should outline methodology and logistics capable of meeting the goals outlined in in the Scope of Work, as well as provide a proposed work plan for development and implementation of the project. Respondents should draw from previous experience and demonstrate competence to articulate how their capabilities are distinct, comprehensive, and add value.
PART 4 | COMMITMENT TO EVENT BUDGET
Consultant shall provide a total base fee for the project. Each responding Contractor shall include an acknowledgement that it can effectively deliver a comprehensive master plan within the budget indicated. Each respondent should clearly explain in this section the methods and process it will use to ensure the project is within budget and that the City will be getting the best value within the budgeted amount.
PART 5 | DELIVERY SCHEDULE AND TIMELINE
Discuss in this section the steps the Contractor team proposes to use. Clearly outline the delivery schedule and timeline. Specific dates should be used assuming an award to this RFP and an Agenda Item #12.2.
executed agreement in late October/Early November 2024. The goal is to have a plan drafted and adopted by Summer 2025. Indicate in the proposed scheduling the necessary involvement and various decision points required of the City. A detailed timeline or representation of the delivery timeline with pertinent milestones and events is required in this section.
PART 6 | INSURANCE
Please see Section7 of “Exhibit A - SAMPLE AGREEMENT FOR PROFESSIONAL SERVICES” for insurance requirement information.
PART 7 | REFERENCE REVIEW
The review team will conduct a background reference review of each respondent. Please include the following information for three (3) projects that the proposed contractor team worked on together:
• Name of the Project
• Name, title, and contact information for the client
• Project budget
• Date of completion of the Project
VI. PROPOSAL TERMS AND CONDITIONS
EXAMINATION OF PROPOSAL MATERIALS
The submission of a proposal shall be deemed a representation and warranty by the proponent that it has investigated all aspects of the RFP, that it is aware of the applicable facts pertaining to the RFP process and its procedures and requirements, and that it has read and understands the RFP. No request for modification of the provisions of the proposal shall be considered after its submission on the grounds the proponent was not fully informed as to any fact or condition.
ADDENDA INTERPRETATIONS
If it becomes necessary to revise any part of this RFP, a written addendum will be provided to each firm that requested to be added to the notification list and said addenda will be uploaded to the City website. The City of St. Helena is not bound by any oral representations, clarifications, or changes made in the RFP by the City or its agents, unless such clarifications or change is provided in written addendum from the City of St. Helena.
DESIGNATED CONTACT
For the purposes of this RFP, the City’s designated contact is Dave Jahns, Director of Community Services. Any questions concerning the scope of work and the selection process shall be directed to Mr. Jahns, at [email protected] . Any and all questions and responses concerning this RFP will only be accepted in writing, via email. All questions must be received by October 1, 2024.
Responses to questions will be posted on the City’s website, cityofsthelena.org/rfps, and will become part of the RFP. It is the contractor’s responsibility to check the website for updates.
Agenda Item #12.2.
PUBLIC RECORDS
This RFP document and all submittals in response thereto are public records. Prospective contractors are cautioned not to include any material into the proposal that is strictly proprietary in nature.
PROPOSAL COSTS
All costs associated with the preparation of RFP submittals shall be borne by the respondent. This RFP does not constitute any form of offer to contract.
RESERVATION OF RIGHTS
The City reserves the right, for any reason, to accept or reject any one or more proposals; to negotiate the terms and specifications of the proposal; to modify any part of the RFP; or issue a new RFP.
PRODUCT OWNERSHIP
Any documents resulting from the contract will be the property of the City.
PROFESSIONAL SERVICES AGREEMENT
All Proposers must identify in their proposal any terms and conditions of the sample Professional Service Agreement (Exhibit C) that they wish to negotiate. Insurance is required as outlined in Section 7 of the sample agreement.
CAUSES FOR DISQUALIFICATION
Any of the following may be considered cause to disqualify a proponent without further consideration:
o Evidence of collusion among proponents;
o Any attempt to improperly influence any member of the evaluation panel; o A proponent's default in any operation of a professional services agreement which resulted in termination of that agreement; and/or
o Existence of any lawsuit, unresolved contractual claim, or dispute between proponent and the City.
Agenda Item #12.2.
Submitted by:
BluePoint Planning
Main Office
2748 Adeline Street, Suite 3
Berkeley, CA 94703
Sonoma County Office:
21462 Bonita Terrace
Monte Rio, CA 95462
www.bluepointplanning.com
Proposal | October 20, 2024
City of St. Helena
Parks & Recreation
Master Plan
Agenda Item #12.2.
October 11, 2024
Re: RFP for the Parks & Recreation Master Plan
Dear Dave and Selection Committee Members:
On behalf of the BluePoint Planning Team, I am delighted to submit our proposal to assist St.
Helena with the preparation of a community-supported and implementable Parks & Recreation Master Plan that guides staff and elected officials in the coming years.
BluePoint Planning is a small, woman-owned firm that carefully chooses projects to pursue that are aligned with our capabilities, interests, and staffing. The St. Helena Parks & Recreation Master Plan project, with an emphasis on engagement and equity and the understanding that parks and their programming are the fabric that unites a community together make this effort a clear interest to us. As such, we are dedicated to providing the highest level of service, the time and resources to meet project deadlines, and more importantly, to act as an extension of your staff to create a Plan that will be a valuable resource and tool for the City.
Our full-service team has the experience and expertise to create a Master Plan grounded in St.
Helena’s values and sense of place, built upon widespread support from the community and stakeholders. BluePoint will work collaboratively and through an integrated and dynamic process with St. Helena’s project management team to create a long-term plan that is a guide and effective tool to reach your goals. We are committed to a process, project budget, and scope that aligns with your RFP and makes efficient use of resources, resulting in a lasting plan that exemplifies the culture and character of St. Helena.
The BluePoint Planning Team will be led by Mindy Craig, Principal-in-Charge and founder of BluePoint Planning, and Project Manager Lauren Schmitt, ASLA, AICP with support from Project Associate Allisia Sandoval and Senior Consultant Donna Legge. We are pleased that long-time partner Esther Mandeno of Digital Mapping Services will join us for this effort to provide GIS and database expertise. Together, we have a depth and breadth of experience working with parks and recreation agencies in California and around the country, as the qualifications and resumes within this proposal demonstrate. What sets us apart from our competitors is our holistic approach to planning that considers not just the physical requirements for parks but how recreation programming and policies work together to activate parks and facilities and how maintenance and operations support parks and programming to enable better and more fiscally sustainable services.
This acknowledges that BluePoint has received the addendum and revised RFP. Project Manager Lauren Schmitt attended the pre-proposal meeting, and we have downloaded and reviewed the Addendum, Q&A Document, and Informational Presentation.
BluePoint Planning
2748 Adeline Street, Suite 3
Berkeley, CA 94703
510.338.0373
www.bluepointplanning.com
Sonoma County Office:
21462 Bonita Terrace
Monte Rio, CA 95462
innovation. empathy. impact.
Agenda Item #12.2.
BluePoint Planning
2748 Adeline Street, Suite 3
Berkeley, CA 94703
510.338.0373
www.bluepointplanning.com
Sonoma County Office:
21462 Bonita Terrace
Monte Rio, CA 95462
innovation. empathy. impact.
As founder of BluePoint Planning and Principal-in-Charge, I am the key contact person for this proposal and will sign any contracts on behalf of the firm. Please contact me at mindy@bluepointplanning.com or by phone at 510-847-3665 if you have any questions or would like clarification on any aspect of our proposal.
I am excited about this project and the opportunity to apply our team’s professional expertise to your beautiful and dynamic city. We are ready to begin work immediately upon negotiating a contract, and are prepared to meet your target of completing the plan by Summer 2025.
Sincerely,
Mindy F. Craig
Principal, BluePoint Planning
Agenda Item #12.2.
Page IV | Proposal by BluePoint Planning
Cover letter
1. Cover Letter/ Executive Summary..................................................................................1
2. Experience and Qualifications of Contractor Team Members ...................................2.1 About BluePoint Planning ......................................................................................2.2 About Digital Maping Services ..............................................................................2.2 Team introduction ................................................................................................2.4 Organizational Chart .............................................................................................2.4 Team Resumes ......................................................................................................2.6
3. Understanding of Event Scope.....................................................................................3.1 Work Plan................................................................................................................3.2
4. Commitment to Budget................................................................................................4.1 Total Base Fee ........................................................................................................4.2 5 . Delivery Schedule and Timeline...................................................................................5.1 Timeline..................................................................................................................5.2
6. Reference Review..........................................................................................................6.1 Agenda Item #12.2.
2. Experience and Qualifications
Agenda Item #12.2.
2. Experience and Qualifications
About BluePoint Planning
BluePoint Planning is a mission-driven consulting
firm dedicated to doing impactful and meaningful
work with local, regional, and state governments
and non-profit and private organizations. Our team
is dedicated to helping clients and partners achieve
their goals and addressing complex and sticky
problems with innovative and forward-thinking
solutions. We specialize in complex, inclusive,
multi-stakeholder planning processes, providing
facilitative leadership, developing strategic
communications, and supporting our clients to
reach their goals.
Areas of Specialization
Parks, Recreation and Trails Planning
Parks, open spaces, trails and public lands provide
fundamental benefits and opportunities to address
and mitigate climate change while offering co-benefits of equity, health, wellness, and community recreation. BluePoint works with clients to identify
needs and explore how to leverage their lands and
facilities to provide the greatest support for the
community while finding multibenefit solutions that
can be funded. One of the most important services
we offer is integrated operations, maintenance
and revenue analysis of facilities, operations, and
programs. This lens ensures that big visions are
grounded in reality. Our master plans, strategic
plans, and implementation plans support vibrant
and equitable parks and recreation services.
Policy & Community Planning
BluePoint leads complex planning processes and
develops tailored plans to inspire and direct action
in a range of topic areas, including parks, open
space, climate, energy, parks, and community. We
focus on creating equitable and feasible planning
documents and tools that respond to the needs
of our clients, that are easy-to-understand, well
supported, and actionable. We bring this expertise
to parks and recreation planning, helping to align
master plans to other land use and community plan
documents.
BluePoint Corporate Information
Certified small, women-owned California
S-Corporation located in Berkeley, Alameda
County, founded in August 1, 2011.
Tax ID
45-452483884
Contact
Mindy Craig, Principal
[email protected]
direct line: 510.847.3665
2748 Adeline Street, Suite D, Berkeley, CA 94703
Digital Work Samples
To see work samples, please go to our website at:
https://www.bluepointplanning.com/deliverables
Agenda Item #12.2.
2. Experience and Qualifications
Implementing Strategies & Action
Plans
Big visions and broad goals are only as useful as the
ability to implement. BluePoint works with clients
and stakeholders to ensure that there is a clear
path to implement, helping to understand funding
and operational considerations, developing tools
to enable action, and outlining steps to move plans
forward. This includes work plans, operations plans,
revenue and funding analysis and prioritization and
phasing programs.
Facilitation, Engagement and Outreach
BluePoint is an expert in stakeholder process
design, facilitation, and equitable community
engagement and outreach programs. This includes
developing and executing community engagement
processes, designing outreach materials and
websites, and deploying social media and digital
tools.
Philosophical Approach
Our name, “BluePoint,” is inspired by our
philosophical approach, meaning doing blue-sky
thinking and then focusing on what is most
important. We specialize in complex and inclusive,
multi-stakeholder processes, providing comprehensive planning services, supported by facilitative leadership, strategic communications, and strong
client relationships.
An interactive & inclusive process.
As a small business, we work closely with our clients
through several key steps to tailor plans to their
particular needs. At the same time, we recognize
that a clear process and structure allows for
innovation and solid time and budget management.
In general our efforts follow the following 4 steps.
Step 1: Explore
• Listen to community members and stakeholders
• Share best practices
• Assess existing conditions
• Identify gaps, needs, and opportunities
Step 2: Build a Vision
• Develop a common foundation with community
and stakeholders
• Translate needs and opportunities into goals and
strategies
• Establish a framework for action
Step 3: Choose a Path
• Establish strategies and actions
• Understand important initiatives and policies
• Determine priorities and dependencies
Step 4: Focus
• Create an actionable plan
• Establish measurable outcomes
• Operationalize strategies
• Communicate ideas, initiatives, and purpose
Agenda Item #12.2.
2. Experience and Qualifications
How we work sets us apart
Feasible and Implementable. Starting with the
initial proposal, we set a path forward that ensures
we are creating a plan that can be implemented.
This includes considering the community, staff
and decision-makers role, optimizing the physical
assets, evaluating policies, and enabling programs.
Facilitative Leadership. We embrace an approach
called Facilitative Leadership, where the facilitator plays an active role in focusing and leading dialogues to a clear endpoint and action.
Advocate for Innovative Solutions. Innovative
solutions - whether incremental or disruptive
- come from multiple perspectives and the
unexpected collision of ideas. We advocate for
dynamic processes and teams that maximize the
potential for innovation and out-of-the-box ideas.
Translate Data into Decisions. We are strategic
communication experts - tailoring and honing
information to reach key audiences and engage
fully. We translate complex information and
technical language into easy-to-understand
materials and plans.
Embed Equity & Inclusion. We actively advocate for
and bring an equity perspective to each project,
embracing ongoing reflection and learning. We
assist clients in ensuring that their plans and
processes are inclusive and improve equitable
outcomes.
Integrated & Holistic Thinking. We take a systems
approach to our work, avoiding silos and conventional thinking. We help clients create multi-benefit initiatives that have broad support and feasibility.
Partner for Change. We help clients negotiate
complex issues, serving as your partner in engaging
internal and external stakeholders in processes that
lead to transformative action.
Park & Recreation Master Planning
Lake County Park Recreation and Trails Master
Plan, CA
Sonoma County Parks Climate Action and
Resilience Plan, CA
Missoula Parks, Recreation, Open Space and Trails
Plan, MT
Soledad Parks and Recreation Master Plan, CA
County of Mendocino Parks and Recreation Needs
Assessment and Recommendations, CA
Rio Linda Elverta Parks and Recreation District
Parks and Recreation Master Plan, CA
Loch Lomond Lake Recreation Area Study,
Santa Cruz, CA
Half Moon Bay Parks Master Plan, CA
Menlo Park Parks and Recreation Master Plan, CA
City of Monterey Parks and
Recreation Master Plan, CA
Burlingame Recreation Center and Operations
Strategic Planning, CA
Los Altos Parks and Recreation Department
Operations and Facilities Planning, CA
Treasure Island Community Facilities Master Plan,
San Francisco, CA
Pleasanton Youth Center Plan, CA
Pleasant Hill Parks and Recreation Planning, CA
• San Francisco Northern Waterfront Visioning, Fort
Mason, Presidio Trust, GGNRA, GGNPC, SF Parks,
San Francisco, CA
Point Reyes National Seashore Association
Strategic Plan, Point Reyes, CA
Prewett Family WaterPark & Center Feasibility &
Implementation Planning, Antioch, CA
Hamilton Community Facilities Master Plan,
Novato, CA
Community Facilities, Civic Center, and Park
Master Plan, Menlo Park, CA
Agenda Item #12.2.
2. Experience and Qualifications
Digital Mapping Services
Digital Mapping Solutions is a small firm specializing in GIS applications in parks and public land planning, natural resource management, wildland
fire planning and mitigation, stream and wetland
restoration, wetland delineations, water rights, and
sensitive species inventories. We are a consulting
firm committed to resolving client challenges using
geographic information systems, site-specific
information, and modeling. We also like to make
maps.
Owned and operated by Esther Mandeno, Digital
Mapping Solutions has provided GIS and GPS
services in the private and public sector since 2002.
We provide cartographic products (both print and
digital), spatial data management, and analytical
services. Working in the ESRI and AutoCAD Civil 3D
software environments, we can provide the data
and tools needed to meet your goals.
Services
Geospatial Analysis
Geographic information systems allows us to see
the landscape around us in a different light. From
surface analysis, network analysis, and geovisualization, allow DMS find the right path to the answers you need.
Fire Behavior Modeling
DMS provides fire behavior modeling (predicted
flame height, rate of spread, and much more) using
industry-standard tools such as ArcFuels, FARSITE
and FlamMap.
Other Services
Digital Mapping Solutions has used GPS technologies to map features out in the field. Allow us to capture your data for you, or help clean-up your
files.
DMS Story Mapping for the Claremont Canyon Conservancy
Agenda Item #12.2.
2. Experience and Qualifications
Team Introduction
BluePoint is proposing an integrated, efficient
and experienced team to complete all the tasks
identified in the RFP, led by Mindy Craig and Lauren
Schmitt, who will oversee the project and guide the
team to complete the scope of work on time and on
budget.
Mindy Craig, founding principal of BluePoint
Planning, will serve as Principal-in-Charge. She
has 25 plus years of experience in leading complex
planning processes, with strengths in parks and
recreation, public engagement and climate. She will
provide overall direction and strategic leadership.
Lauren Schmitt, ASLA, AICP, will serve as Project
Manger and day-to-day project contact. She brings
more than 25 years of experience as a project
manager and project leader, with a focus on participatory parks and recreation planning for cities, counties, special districts and non-profit organizations in California and around the country.
Key supporting team members include Project
Associate Allisia Sandoval, Senior Consultant
Donna Legge, and GIS specialist Esther Mandeno.
The Organizational chart below shows how our
team is structures and how we will interface and
interact with the City. Resumes for each key team
member follow, detailing education, experience and
other relevant qualifications.
Working with Us
Available & Responsive
This team is committed to this effort and will be
the individuals you will work with throughout the
project.
As a small, independently operated firm, most
of BluePoint’s work comes from existing clients
and referrals. We only pursue a small number of
parks and recreation projects each year that are
specifically aligned with our capabilities, passions
and availability. The St. Helena Parks and
Recreation Master Plan is one of those projects.
As such, we are dedicated to providing the highest
level of service, the time and resources to meet
project deadlines, and more importantly to act as an
extension of your staff to create a Plan that will be a valuable resource and tool for the City.
Agenda Item #12.2.
2. Experience and Qualifications
City of St. Helena
Mindy Craig,
Principal-in-Charge
Lauren Schmitt,
Project Manager
Administrative Support: Tranlsation services, printing, scheduling, project accounting Project Management
Mindy Craig
Lauren Shmitt
Allisia Sandoval
Existing Conditions
Assesment
Mindy Craig
Lauren Shmitt
Allisia Sandoval
Community and
Stakeholder Engagement
Mindy Craig
Lauren Shmitt
Allisia Sandoval
Community Needs
Assessment
Mindy Craig
Lauren Schmitt
Donna Legge
Draft Recommendations
Mindy Craig
Lauren Schmitt
Donna Legge
Implementation Strategy
Mindy Craig
Lauren Schmitt
Allisia Sandoval
Plan Document
Agenda Item #12.2.
2. Experience and Qualifications
Mindy Flynn
Craig
Principal-in-Charge
Mindy is the owner of
BluePoint Planning and
offers over 25 years of
experience providing
policy and community
planning, facilitation,
outreach and communications, services to
government organizations throughout California
and the United States. She is a frequent speaker
and presenter at conferences nationally. Mindy
provides technical planning capabilities with
extensive community and stakeholder engagement
and communication skills.
Mindy is a dedicated and passionate professional
interested and experienced in a range of areas
aligned with the requirements in this RFP. Her small
business has enabled her to be agile and work in
more sectors and areas than a typical firm. Her
projects vary from large-scale, state and regional
efforts with multiple subconsultants and partners
to smaller non-profits or small communities.
Mindy’s clients are generally government agencies,
where she acts as an extension of staff, offering
trusted expertise to assist on a broad range of
complex planning and policy projects. She provides
a balance of organizational capabilities and content
knowledge allowing for the most effective project
management.
For each project, Mindy helps her clients define the
challenges, issues and opportunities, and develop
a process to directly address and solve them.
Through strategic facilitation and leadership, Mindy
is able to build consensus with a broad spectrum of
constituents and stakeholders to create solutions
that are innovative, realistic and implementable.
Mindy offers a depth of knowledge about parks
and recreation facilities, trends and needs, along
with a broad understanding about economic
development, health and wellness, education and
sustainability. These concepts enrich each plan and
helps to engage the community in conversations
regarding park and recreation facilities in a larger
context. In addition, this more holistic perspective
helps to engage decision makers and creates a
strong framework for establishing the benefits and
needs for parks.
Areas of Expertise
• Comprehensive Parks, Trails and
Recreation Planning
• Recreation Programming
• Sports and Recreation Facility Development
• Facilitation & Community Involvement
• Feasibility & Needs Assessment
• Operations, Revenues, and Management
Analysis
Education
Bachelor of Arts, Social Science, Public Policy and
Social Change, University of California, Berkeley,
Graduated with High Honors.
Speaking Engagements
• CPRS Executive Summit “Master Planning – Your
Parks Roadmap to Success”, CPRS Executive
Summit, January 2024
• “Operating Parks Like A Business”, District 4,
California Parks and Recreation Society, Bay Area
Institute
• Training Session: CPRS Conference,
“Developing a Community Recreation Center”
• Training Session: CPRS Conference,
“Developing Compelling Graphics”
• Downtown Walkabilty...from Cars to Sidewalks,
Riverside, CA and Fort Worth, Texas
• Walkability as a Way of Life, Guadalajara, Mexico
Relevant Experience
All projects listed on page 2.4 and in the references
section were led by Mindy as hands-on principal.
Agenda Item #12.2.
2. Experience and Qualifications
Lauren Schmitt,
ASLA, AICP
Project Manager
A practicing landscape
architect and planner
for 25 years, Lauren
engages in parks and
recreation planning
projects at multiple
scales and from multiple perspectives, working
with a diverse range of client types including
special districts, regional agencies, cities, counties
and non-profits. Lauren’s curiosity and knack for
problem-solving lend themselves naturally to the
analysis and assessment of projects, enabling her
to ask the right questions from the outset and put
projects and organizations on a path to positive
outcomes. An intuitive process designer, she
engages stakeholders and community members
through participatory and inclusive approaches to
planning and design, finding common ground and
leading to strategic solutions that keep project
and community momentum moving forward.
Lauren left a multi-disciplinary planning and design
firm after a 19-year tenure as a firm principal and
practice leader. In late 2021, she began working
independently with BluePoint, renewing her
prior relationship with Mindy Craig forged during
their time working together prior to Mindy’s
establishment of BluePoint Planning.
Relevant Project Experience
Lake County Parks, Recreation and Trails Plan,
Lake County, California
Missoula Parks, Recreation, Open Space and Trails
Plan, Missoula, Montana
Burlingame Parks and Recreation Plan,
Burlingame, California
Regional and Rural Needs Assessment, Los
Angeles County, California
Treasure Island Community Facilities Needs
Assessment Update, San Francisco, California
Western Washington County Recreation
Roadmap, Washington County, Oregon
Cosumnes CSD Parks and Recreation Master Plan,
Elk Grove, California
Hueneme Parks Master Plan, Port Hueneme,
California
Sacramento Parks Plan, Sacramento, California
El Cajon 10-Minute Walk Plan, El Cajon, California
Burlingame Parks Plan, Burlingame, California
Santa Monica Parks and Recreation Needs
Assessment, Santa Monica, California
Sonoma County Integrated Parks Plan, Sonoma
County, California
Danville Parks and Arts Strategic Plan, Danville,
California
Cupertino Parks & Recreation System Master
Plan, Cupertino, California
Yucca Valley Parks Master Plan, Yucca Valley,
California
Twentynine Palms Parks Master Plan, Twentynine
Palms, California
Morgan Hill Bikeways, Trails, Parks and Recreation
Plan, Morgan Hill, California
Education
University of Washington, Seattle, WA – Master of
Landscape Architecture (MLA)
Smith College, Northampton, MA – Bachelor of
Arts (BA), Architecture and Urbanism
Selected Presentations
Presenter, Achieving Workplace Equity: Strategies
for Moving from Awareness to Power Shift, ASLA
National Conference (2022)
Speaker, River Access Walking Tour, Association of
Bicycle and Pedestrian Professionals Conference
(2019)
Presenter, “The Art of Community Engagement:
Lessons from the Frontlines,” AIA National
Convention (2017)
Presenter, “Data-Driven: Applied Tools for
Recreation Planning and Management,” SORP /
RMS Conference (2016)
Presenter, “Advanced Placemaking,” APA National
Conference (2015)
Agenda Item #12.2.
2. Experience and Qualifications
Allisia Sandoval
Project Associate
Allisia Sandoval is a
Project Associate with
BluePoint Planning
working on a range of
projects, from equitable
community outreach
and engagement to
regional and state energy planning. In her current
role, Allisia is responsible for the day-to-day
support, communication, and timely progression of
projects. Allisia offers support by managing project
timelines and schedules, producing draft deliverables of written documents, social media content, newsletter material, etc., regular communication,
and designing accessible and compelling materials
for public engagement activities.
Currently, Allisia is working with the City of
Campbell on the development of their Climate
Action Plan supporting community engagement,
supporting the stakeholder engagement on the
Santa Cruz Local Coastal Plan Update as well as
working with the City of Half Moon Bay and the
community to identify concerns around climate
hazards and strategize solutions in the Climate
Adaptation Plan. A large part of this effort is to
translate technical data into accessible material to
increase community outreach and engagement.
Allisia is currently working with West Los Angeles
Community College to support their update of
their Educational Master Plan. Allisia is working
closely with the college's Office of Institutional
Effectiveness to evaluate existing programs and
disciplines to evaluate forecasted program growth.
This methodology takes into consideration both
internal factors (ie. student demographics, and
enrollment) and external factors (i.e external
market and employment data) to paint a complete
picture and help guide decisions about future and
existing programs.
Other recent work includes assisting in the
redesign of BayREN’s Single Family Energy
Efficiency Program; and supporting marketing
efforts to improve water efficiency in the Bay Area
through BayREN’s Water Upgrades Save program.
Relevant Project Experience
• City of Soledad Parks and Recreation Master
Plan, Soledad, CA
• Los Angeles Community College District
Roadmap for Sustainability and Climate Action,
Los Angeles, CA
• St. Louis Sustainability and Climate Plan , St.
Louis, MI
• West Los Angeles College Educational Master
Plan, Los Angeles, CA
• Santa Cruz County Local Coastal Program,
Santa Cruz County, CA
• City of Campbell Climate Action and Adaptation
Plan, Campbell, CA
• City of Missoula Parks, Recreation Open Space
and Trails Plan, Missoula, MT
• Half Moon Bay Climate Adaptation Plan,
Half Moon Bay, CA
• I-REN 2023-2027 Organizational Strategic Plan,
Inland Empire, CA
• BayREN 2024 Single Family Energy Efficiency
Program Redesign, Bay Area, CA
• BayREN, Water Upgrades $ave Communications
and Marketing, Bay Area, CA
Prior Professional Work Experience
• Environmental Consultant, Grove Collaborative,
San Francisco, CA
• Administrative Support Specialist, University of
California, Berkeley, CA
Education
• Bachelor of Science in Conservation Resource
Studies with an emphasis in Environmental
Science and Economics, University of California,
Berkeley.
Agenda Item #12.2.
2. Experience and Qualifications
Donna Legge
Senior Consultant
Donna offers extensive
experience in the
profession of Parks and
Recreation Administration.
Donna is highly motivated,
innovative, resourceful,
organized and creative.
She has strong communication and leadership skills, with an emphasis in community engagement, responsiveness,
customer service, project management, strategic
planning, and program planning as outlined in her
work experience below. Donna is a member of
the California Parks and Recreation Society and
completed both NRPA Directors School in August
2014 and the Sonoma County Daily Acts Leadership
Institute in June 2019. Donna current is the Public
Relations Director for the Progressive Tribal Alliance
and Windsor Parks and Recreation Commissioner.
Recreation & Community Services
Director, City of Los Altos
Report directly to the City Manager. Oversee
operations of the Recreation Community Services
Department including the facilitation of an
operational and organizational assessment, reorganization, construction of a 38- million-dollar 24,000 square foot-Gold LEED equivalent Community
Center and modification of programs and services
during the COVID-19 pandemic. Prepare staff
reports and presentations for the Town Council
and serve as the liaison to the Parks and Recreation
Commission. Other Department commissions
include Senior and Library. Successfully lead staff
in producing goals and objectives, policies, and
procedures. Facilitated a dog park project. Budget:
$2.7 million. Size of Staff: 9 fulltime and 20 part-time staff
Parks and Recreation Director, Town of
Windsor
Report directly to the Town Manager. Oversee
operations of the Recreation Division, Parks
(155 acres) and Facilities (9 buildings/83,000
sq. ft.) Maintenance Division, Senior Center
and Aquatics Division, Landscape and Lighting
Assessment District Division, Park Development
Fund Division and Capital Improvement Projects.
Responsible for maintaining priorities, goals
and objectives, cost recovery targets, energy
efficiency programs, environmental sensibility
and strategic marketing. Prepare staff reports
and presentations for the Town Council, Parks
and Recreation Commission, Public Art Advisory
Commission and Senior Citizens Advisory Council.
Successfully lead staff in producing a variety of
signature community events utilizing community
partners and sponsorship programs. Established
the Windsor Parks and Recreation Foundation,
Town Green Community Garden, Windsor Wellness
Partnership and Hometown Heroes Military Banner
Program. Recognition of Hembree House Museum
as a historical landmark. Completed Parks and
Recreation Master Plan Update in 2017. Awarded
2018 Sonoma County Best of the Best for Music
Series. Budget: $7.4 million. Size of Staff: 20 fulltime and 50 part- time staff
Prior Professional Work Experience
• Recreation Director, El Dorado Hills Community
Services Distrcit
• Director of Parks and Recreation, City of Half
Moon Bay
• Recreation Services Supervisor, City of Sierra
Madre
• Recreation Services Supervisor, County of Los
Angeles
Agenda Item #12.2.
2. Experience and Qualifications
Esther Mandeno
Principal, Mapping and GIS Services,
Digital Mapping Solutions
Professional Summary
With over 15 years of experience in GIS data
management, map production, wildland fire
behavior modeling, and natural resource
management, Ms. Mandeno brings a wide breath
o skills and knowledge to any project. During her
time with California State Parks in the Lake Tahoe
Basin, she became a Burn Boss, using prescribed
fire to manage forests, before delving into the
Sierra District's GIS where she developed and
implemented a wide variety of data an map products
for land managers. She has extensive on-theground experience using Global Positioning Systems (GPS) to capture field data. Recently, she has
worked on fuel management plans for private land
owners as well as fire management plans for military
ranges. Ms. Mandeno can work on many levels to
assist any firm on wildland fire management plans. In
addition, to improve her performance, Ms. Mandeno
continues to learn new skills such as Python
scripting language to automate tasks and ESRI’s
Story Maps for public outreach.
Technical Skills
• ArcGIS ArcMap 10.x and ArcGIS Pro
• AutoDesk Civil 3D
• FARSITE
• FlamMap
• CorelDraw & Photo-Paint
• Adobe Acrobat Professional
• QGIS (Las Palmas edition)
• Global Mapper
• ArcGIS Online
• Python/ArcPy (limited)
Education
• 2000 MS Natural Resource Management, Fire
Ecology, University of Nevada, Reno
• 1992 BS Resource Science, University of California, Davis Experience
August 2013 - present, GIS Consultant, Digital
Mapping Solutions (self-employed) Working as
an independent consultant, Ms. Mandeno has
participated on a variety of projects. Key jobs are
highlighted below. Each shows an integration of
natural resource expertise and GIS skills to bring
crucial information together.
• Lake County Parks, Recreation and Trails Plan
• Missoula Park, Recreation, Open Space and Trails
Plan
• Mendocino County Parks Needs Assessment
• Community Wildfire Protection Plans - Fire Safe
Sonoma
• Fuel Project Maps - UC Berkeley Hill Campus
• Lot-Specific Fuel Management Plans - Santa
Lucia Preserve
• Biological Assessment Maps for the Diablo Fire
Safe Council
• Evacuation Assessment near the City of Ross
• Yosemite West Community-wide Fire Risk
Assessment
• Upper Mokelumne Watershed Assessment
Project
“She gets the job done quickly, is responsive to feedback, and keeps after the work until the job is finished to everyone’s satisfaction. She also learned lots of new things through our collaboration and was always willing to learn new skills and software along the way. She’s also upbeat and fun to work with, and I hope to have the opportunity to work with her again in the future. ~ Jim Stimac, Principal Geologist.
Agenda Item #12.2.
2. Experience and Qualifications
What Makes Us Different
1. Long-term relationships with our clients.
We do not pop in and out, we are there for our clients, making sure they are successful and that our deliverables help them do their work more effectively.
2. Parks are a passion, not just work.
When we start on a parks planning project, we want to not just look at them as a consultant, but to experience them as a user. We walk each trail, test out each park, and embed ourselves into the community as much as possible to
ensure authentic and deep understanding.
3. More than “Parks” - the connective link
for the community
We approach our parks and recreation projects recognizing that the role of parks and recreation is bigger than the traditional definition. We think about parks as a part of community health, a mechanism to help mitigate and
address climate issues, a space to create and support
community character, and an economic engine for
long-term community development and more.
4. Cohesive, long-term Team
Our team has been working together on parks and
recreation plans together for over a decade. BluePoint
Planning and DMS are aligned and compliment each other's skills to create a streamlined and powerhouse duo.
5. We are fun!
You will like working with us! We deliver on the project, but while doing it, we are able to manage and support you without stress, with a positive attitude, and a shared goal to make the effort a success.
Agenda Item #12.2.
3. Understanding of Scope
Agenda Item #12.2.
3. Understanding of Scope
Project Understanding
St. Helena is a scenic small town for the people
who call it home, and a popular tourist
destination, drawing people to local vineyards,
restaurants and the Greystone campus of
Culinary Institute of America. With its beautiful
downtown , its position on the Napa River, and its
existing parks and facilities, St. Helena has scenic
settings for its parks and recreation services.
This Parks and Recreation Master Plan comes at
a time when people are appreciating public parks
and recreation programs more than ever, but also
at time when local governments are feeling ever
more pressure from increased costs, funding
limitations and difficulty finding and retaining
staff. The planning process will help St. Helena
better understand its inventory of parks, facilities
and trails and the baseline of services, as well as
the resources of other providers. Through an
inclusive public process, St. Helena will develop
an understanding of community priorities and
needs, and create strategies to meet local parks,
recreation and trails demands and consider the
impacts and needs of visitors.
Perhaps the most important result will be an
implementation Plan with clear priorities to guide
operations, investments, and program and policy
development. The result needs to be a community-supported guiding document for parks and recreation services that will help City staff and
elected officials plan investments and guide
resources more equitably and strategically.
BluePoint’s Approach
Recreation as a Driver
The variety of parks, facilities and trails in this study will require the Team to understand the range of
recreation activities and settings not only within
the City’s parks but also on lands managed by other
agencies. The BluePoint Team understands that
parks and trails are not just a collection of physical
assets – rather, they provide settings for many
types of activities residents and visitors pursue for
recreation, health, wellness, exercise and many
other reasons.
We will address questions that help St. Helena
define its role and areas of focus. How does the
City’s land inventory and unique resources support
recreation? Can the City help to establish a balance
that will meet the recreation needs of the variety of
ages and abilities in the community? What are the
latest trends in recreation in Northern California
and nationally? How can the City leverage each
park’s unique character and amenities to serve
the residents and visitors? What other community
activities could occur at parks? What type of
enhancements can better serve the community?
How do the City’s parks compliment other
Agenda Item #12.2.
3. Understanding of Scope
public lands and parks, whether county, state
or federal? How can we ensure access from an
ADA perspective as well as from transportation
perspective?
Placemaking
We do not see parks as merely a collection of sports
fields and play equipment. St. Helena’s Parks and
Recreation system helps to define the city as a
special place and expresses the unique spirit of
the community. We develop park and facility plans
tailored to the community’s identity, priorities,
and specific recreation needs. Each Master Plan
expresses the unique priorities, issues, and
concerns of the community. St Helena’s Parks and
Recreation Master Plan should:
• Increase and enhance recreational opportunities;
• Respect and celebrate the cultural diversity of
the community;
• Build community resiliency through environmentally healthy design, improved connectivity and protection from extreme heat;
• Maximize partnerships and collaboration; and
• Ensure that parks and facilities are operated
and maintained effectively to optimize use,
longevity, and economic sustainability.
Assessing Community Needs
Understanding the community’s needs for the
types and function of parks and recreation facilities
and programs is instrumental for the success of the
new Parks and Recreation Master Plan. BluePoint’s
approach includes a mix of inputs, going beyond
traditional acres/1,000 quantity metrics to provide
a comprehensive evaluation tailored to each
community.
Our approach includes the following steps:
• Complete a digital inventory and assessment of
parks and facilities;
• Develop a profile of the City, local communities,
and population characteristics;
• Identify relevant comparables, best practices
and trends;
• Conduct public outreach and engagement
activities to understand the specifics of the
community needs;
• Develop goals and principles (including
definition of St. Helena’s roles and niches) to
guide decision making;
• Identify criteria, general standards and key
attributes desired by the community for parks,
recreation and trails; and
• Analyze facility, program and park data based
on the criteria and develop narrative and visual
tools to identify potential gaps, needs and
opportunities.
Agenda Item #12.2.
3. Understanding of Scope
System Sustainability
Sustainability applies not only to the resilience and
support of the environment, but also to the ongoing
health of the Parks and Recreation system. We will
focus on creating a viable plan that will:
• Establish areas where needs are currently well
met and describe actions required to maintain
the existing level of service into the long term;
• Identify areas where improved facilities or new
sites will enhance service or meet unmet needs;
• Evaluate operating and maintenance costs and
the potential for revenue generation to offset
costs;
• Understand how programming and operations
can be enhanced to help serve community needs
and meet Plan goals;
• Prioritize capital improvements needed to
enhance the system to desired levels of service
where gaps exist
We are committed to developing flexible and
forward-thinking plans that are adaptable to future
changing conditions, while ensuring that the plan
reflects current community priorities.
Engaging the Community
Our Team provides extensive expertise in engaging
stakeholders and community members in a
meaningful dialogue. Both local neighbors and the
broader community have a stake in the future of
the City’s parks and services and need to have a
voice in the recommendations. Our approach is
multi-layered and builds on past outreach and will
include multiple opportunities for community input
and engagement and for input from stakeholders,
staff and elected officials throughout the project.
In the work plan below, the Steering Committee
process is included in Task 1 and the broader
community engagement process is outlined in Task
2. Proposed Work Plan
BluePoint’s proposed work plan builds in the
tasks contained in the RFP, incorporating three
“engagement windows” that group on-the-ground
activities for efficient use of consultant time and
to build momentum for the process. The schedule
diagram in section 5 illustrates how we envision
the following tasks flowing over the timeline of the
project, to deliver a Plan for adoption within the
City’s desired timeframe.
Agenda Item #12.2.
3. Understanding of Scope
Task 1. Project Meetings and
Management
1.1 Project Kickoff Meeting
BluePoint will have an initial Zoom kickoff meeting
followed by an in-person meeting conducted in
conjunction with the site tour conducted in Task
2. During the initial call, we will review the scope
of work and schedule and clarify the requirements
for the project and plan for the parks tour and
associated activities. In addition, we will discuss
the details and logistics for public engagement so
that BluePoint can draft the public engagement and
outreach plan. We will also request all necessary
existing documents, studies, maps, studies,
etc. including identifying any missing data and
information necessary to proceed. We will also
review the timing and intent of project deliverables, identify, and discuss potential stakeholders to involve, and the overall approach to community
input.
1.2 Steering Committee Meetings (4)
Steering Committee Meetings will be in person,
scheduled in conjunction with other engagement
and field activities. These will typically be 2 to 2.5
hours long and allow for deep dives and working
sessions with the Steering Committee. We
anticipate the following topics for in-person team
meetings:
• Meeting 1: Project success factors, issues and
opportunities
• Meeting 2: Needs assessment, plan framework
• Meeting 3: Preliminary recommendations, prioritization process • Meeting 4: Administrative draft plan, adoption
process
While the RFP called for monthly meetings,
BluePoint finds that four meetings scheduled at
key decision points in the process are effective use
of Steering Committee members’ time, especially
for a Parks and Recreation planning process with
a quick timeline. Between meetings, Steering
Committee members will be asked to review
and comment materials, such as the Community
Engagement Plan, the Existing Conditions
Summary Report, and other deliverables. Steering
Committee members will also be asked to participate in community outreach activities outside of meetings, as well.
If needed, BluePoint and the City can extend one or
more biweekly coordination meetings (Task 1.3) and
hold an additional Zoom or Teams meeting with the
Steering Committee.
1.3 Biweekly Coordination Calls and Project
Management
The Project Team, led by Project Manager Lauren
Schmitt and including other team members as
needed, will hold biweekly coordination calls with
St. Helena’s Project Manager to keep the project
moving forward and to ensure timely response to
questions, review of materials. These meetings
will focus on the critical path to maintain the City’s
desired timeline. This task also includes time for
BluePoint’s ongoing budget, schedule, and scope
management to ensure that the project is delivered
on time and on budget. The activities in this task
allow for active management, to identify potential
approaches to incorporate any unforeseen course
corrections and changes as we progress while
remaining on time and on budget.
Missoula PROST Public Open House
Agenda Item #12.2.
3. Understanding of Scope
Task 2. Existing Conditions
Assessment
Task 2 focuses on developing a baseline
understanding of the parks, recreation programs,
and trails system and the City’s planning context.
This includes gathering data and information on
the City and City-provided assets and services,
as well as services or assets provided by other
agencies and organizations. It also includes a review
of relevant plans and studies, including the General
Plan, Trails and Open Space Draft Plan, Downtown
Specific Plan, and an analysis of demographics.
The task also incorporates field work time to
inventory and evaluate parks and trails, including
touring each park and meeting with park staff.
We will begin the assessment and developing the
inventory in this phase. The result of this task
will be an Existing Conditions Summary Report
that includes a detailed inventory, initial system
assessment, community profile, and other relevant
baseline data.
2.1 Parks and Recreation Facility Inventory &
Conditions Assessment
The following tasks will result in
the comprehensive inventory
and conditions assessment
called out in the RFP.
• Inventory and Database
Development. The BluePoint Team will review and
analyze data and review key
documents, materials, plans
and reports, and any other
relevant information. Using
City-provided information
and readily available mapping
and visual tools, the Team will
prepare a parks and facilities
inventory database and map.
• Parks Tour. We will tour the
City’s parks and facilities with
staff, to discuss issues, needs and opportunities
and begin the assessment process.
• Park and Facilities Assessment. Additional
field time is allotted to complete the inventory
assessment, including photo documentation
of site. Using an agreed upon rating system, we
will make a general assessment of the condition
of the facilities and amenities as it relates to
intended function and actual physical condition.
We typically use Survey 123 to conduct the field
work and link it to the database. We ground truth
the inventory and assess physical conditions;
opportunities and constraints; access, circulation and parking; function and aesthetics; and opportunities to incorporate sustainability This
information will be presented in a clear report
format that will be used throughout the process
and updated as necessary with additional details.
Pertinent information will be incorporated into
the Existing Conditions Summary Report.
2.2 Assessment of Recreation Programs
Recreation programs are essential to helping
to activate parks, support health and wellness,
Monterey Parks & Recreation MP Inventory
Agenda Item #12.2.
3. Understanding of Scope
and provide a range of services for community
members. BluePoint will identify St. Helena’s
current program areas and populations served,
and will identify other public, nonprofit and private
providers. We will consider potential revenue
generation opportunities and partner availability, as
well as national data on programming.
2.3 Demographics, Comparables, and Community
Profile
The BluePoint Team will review current and
projected population and demographic characteristics, incorporating population profile information drawn from the most relevant and current data,
and develop an analysis of relevant trends in parks
and recreation in similar communities. BluePoint
will work with the City to identify appropriate
comparable cities or park systems, within California
or with similar characteristics. We will identify up to five communities to evaluate. For each community,
we will gather information on the type, size,
amenities in its parks, major recreation facilities,
core program areas, user fees, and community
demographics. BluePoint has an existing database
of much of this information and will gather
additional information as needed. The comparable
information will be incorporated into the Existing
Conditions Summary Report.
2.4 Organizational and Staffing Review
BluePoint will evaluate the organizational structure
of the Community Services Department and
staffing for parks and recreation services. This
will include a review of the operating and capital
budgets, looking at expenditures and revenues.
BluePoint will also evaluate which funding sources
St. Helena is currently using for parks and
recreation services, and what additional funding
opportunities are available.
2.5 Existing Conditions Summary Report
The Existing Conditions Summary Report will
provide an informative and engaging review of the
existing parks, recreation, and trails system, frame
key issues, and serve as a foundation for the Needs
Assessment and subsequent Parks & Recreation
Master Plan. It will incorporate a summary of all
work completed in Task 2, including the review of
relevant plans, the park and facilities condition
assessment, the recreation program inventory,
the organizational assessment. demographic and
trends review, and comparables.
RLE Parks and Recreation Existing Conditions Report
TELL US ABOUT YOUR PARKS || CUÉNTANOS SOBRE SUS PARQUES HWY 84
WILLOW RD
WILLOW RD
HWY 101
VA PALO ALTO
MARKETPLACE PARK
• Open Play Field
• Playground
• Walking Path
WILLOW OAKS PARK
• Off-Leash Dog Area
• Open Play Field
• Playground
• Public Art
• Tennis Court
BURGESS PARK
• Baseball / Softball Diamond
• Little League Baseball Field
• Open Play Field
• Playground
• Soccer Field
• Tennis Court
KELLY PARK
• Basketball Court
• Parking
• Restrooms
• Soccer Field
• Synthetic Turf
• Tennis
• Track
EL CAMINO REAL
MIDDLEFIELD AVE
BAY RD
HAMILTON AVE
MENLO ATHERTON
HIGH
MID-PENINSULA
HIGH
BEDWELL BAYFRONT PARK
• Benches
• Bike Trail
• Drinking Fountain
• Natural Wooded Area
• Open Play Field
• Restrooms
• Trails
• Walking Path
Bilingual Outreach Material
Agenda Item #12.2.
3. Understanding of Scope
Task 3. Community Engagement
Community engagement activities will take place
throughout the process, with timing and specifics
refined during preparation of the Community
Engagement Plan in Task 3.1. The engagement
program will be multi-layered and interactive and
include both in-person and online opportunities to
participate. In-person activities led by BluePoint
will be grouped into several Engagement and Parks
Planning Windows that occur over the course of the
process, as shown in the schedule diagram.
3.1 Community Engagement Plan and Coordination
BluePoint will develop a community engagement
plan to direct and guide our efforts. The plan will be
developed after the kickoff meeting (Task 1.1) to
account for any refinements to the engagement
program included in this proposal. The plan will
define methods, tools, timing and specific roles and
responsibilities for BluePoint and the City. The Plan
will set goals and objectives, allowing us to measure
effectiveness and adjust the outreach program as
the project progresses.
3.2 Project Website and Collateral Materials
The BluePoint Team will create a project website,
with English and Spanish versions. This will serve
as the information hub for the project, and the
budget for this task also allows for periodic
content updates. In addition, as part of this task,
BluePoint will develop a set of outreach materials
to support the project. Depending on the final
Community Engagement Plan, this may include
meeting flyers, social media posts, short videos,
newsletter postings and similar. This effort will
include translation of these materials and provide
for simple updates for each engagement effort.
3.3 Community Needs Survey
The Team will develop an online Community Survey
that is distributed through existing City channels,
the website, and local neighborhood groups. While
an online survey does not provide a scientific level
of evaluation, it is an excellent way to engage a large audience in the discussion within the timeframe
identified for a reasonable cost. The Team will
develop a survey instrument that will gather
information about the community’s needs and
opportunities for City parks and recreation. We can
also develop flyers with a QR code and survey link
so that park visitors will be encouraged to respond
on mobile devices (when data service is available).
3.4 Key Informant Interviews
BluePoint will interview key stakeholders,
developing the list of interviewees with the City’s
Project Manager. These interviews allow for
confidential one-on-one feedback early in the
process. We recommend interviews with City
Council members, the City Manager, and any key
community leaders who may not speak as freely
in a small group meeting. By hearing directly from
decision-makers early on, we can ensure that the
Draft Parks & Recreation Master Plan addresses
their concerns and interests, leading to a smoother
adoption process.
3.5 Small Group Meetings
The BluePoint Team will hold a series of small group
listening sessions for different user groups and
special interests. These will occur earlier in the
project to allow for more in-depth feedback on
Bilingual project website. hmboutdoors.org
Agenda Item #12.2.
3. Understanding of Scope
recreation needs. Further, these early meetings
establish relationships with organizations who can
help to expand engagement for the entire project.
The Team will work with staff to determine the best
approach to engage and work with special interest
groups (Chamber of Commerce, Businesses,
Schools, Sports Groups, etc.) and key stakeholders
throughout the City. These small groups enable
broader engagement than using the survey alone.
The budget allows for a series of small group
meetings over two days to understand overarching
needs, issues, challenges and goals for City parks
and recreation.
3.6 Community Workshops (3)
The Team will work with the City to identify the
appropriate formats and locations for up to three
community workshops at key milestones. These
will not necessarily be a traditional 2-hour meeting
at City Hall – we will tailor the workshops to the
preferences of the St. Helena community and will
design each session to be interactive and engaging
with various ways to participate and to provide
input. For example, in Lake County, we popped up
at a library and on a busy day at the County administrative center for our second round of outreach, going where people were already gathering rather
than asking them to come to a meeting. In contrast,
residents of the City of Missoula turn out for
traditional meetings, so we offered an open house
format at the popular public library and attracted
120 participants. For a project in Half Moon Bay,
we designed a loteria input activity in Spanish and
English and took it out to the community. The City
will provide the location and send out notices to the
community. The BluePoint Team will develop the
agenda, meeting materials, presentation, and flyer,
and facilitate and documents the workshops.
Workshop #1 will be focused on developing a better
understanding of the community’s vision, goals and
needs for the City parks and recreation.
Workshop #2 will engage participants in a
discussion about the needs, gaps and opportunities for parks and recreation. Initial approaches and strategies will be presented as well as the initial goals and vision for the Plan.
Workshop #3 will focus on priorities and
recommendations for the Plan. It will be designed
to provide information and provide an interactive
forum for community members to express their
preferences, interest areas and priorities for
the Master Plan projects and
programs.
3.7 Parks & Recreation Commission
Updates (3)
As requested in the RFP,
BluePoint is including three
updates to the Parks &
Recreation Commission at the
beginning, middle and towards
the end of the process, co-presented with the City’s Project Manager. These meetings may
take place in-person or online,
depending on when they occur in
the process.
Community Workshop
Agenda Item #12.2.
3. Understanding of Scope
Task 4: Needs Assessment and
Preliminary Recommendations
Task 4 includes the Needs Assessment,
Master Plan Vision and Goals, and Preliminary
Recommendations, providing the building blocks
for the implementation strategy and Parks and
Recreation Master Plan document that will be
developed, refined and adopted during Tasks 5
and 6. This sequencing differs slightly from the
tasking outlined in the RFP to allow for iteration
and refinement of recommendations before
crafting the implementation strategy and Master
Plan document, leading to fewer revisions in the
adoption process.
4.1 Needs Assessment Summary Report
The BluePoint Team will provide a clear Needs
Assessment that brings together findings from
the Existing Conditions Summary Report, from
the community engagement process, and from
GIS-based park access analyses. This assessment
will look at needs today and project needs at the
planning horizon, based on population and land use
projections.
The Needs Assessment Summary Report will
identify gaps and needs for parks, recreation
facilities, trails, and recreation programs and
specifically address equity in service provision. It
will provide a basis from which to draft preliminary
recommendations. BluePoint will develop a
comprehensive Needs Assessment presentation
and summary that will be used with the Steering
Committee and Parks & Recreation Commission
and can be used by staff with other audiences.
4.2 Vision and Goals
Based on the community process and the Needs
Assessment, BluePoint will develop an overarching Vision and a set of Master Plan Goals to focus and direct the development of the Plan and
decision-making.
This vision will help to inform the level of service
for parks and recreation facilities, which new or
enhanced activities should be considered and
what, if any, new facilities should be developed. In
addition, BluePoint will develop a Plan Framework,
which will outline the key goal areas and key
directions for the recommendations.
4.3 Park and Facility Recommendations
Based on the work completed to date, BluePoint will
develop recommendations for each existing site,
for planned parks and facilities and for potential new
parks, trails and facilities. This will include planning level cost estimates to serve as a basis for the
capital improvement plan.
4.4 Recreation Program Recommendations
Community Visioning Activity
Agenda Item #12.2.
3. Understanding of Scope
BluePoint Team will prepare recommendations
for recreation programs, including a discussion of
Community Service’s role in program areas, key
partnerships for program provision, and revenue
generation.
4.5 Operations, Revenues and Management
Recommendations
The BluePoint team will prepare recommendations on how the City provides parks, recreation and trails services, addressing organizational
structure, staffing, operations and maintenance,
interdepartmental and interagency coordination,
and public communications. This section will
address questions including what is needed for
regular ongoing maintenance (mowing, waste
removal, restroom maintenance) and what the City
should budget for capital reinvestment in its parks,
facilities and trails assets.
Task 5: Prioritization Process and
Implementation Plan
Based on information received in prior tasks,
BluePoint will develop a prioritization process
that will be a tool both for regular updates the
implementation plan and for the evaluation of
projects and initiatives that may be proposed in
the future. We will apply the prioritization tool to
develop an implementation plan that identifies
short-, medium- and longer-term priorities.
5.1 Prioritization Process & Tool
BluePoint will develop a prioritization process and
tool tailored to St. Helena’s issues and needs. This
will include a set of criteria for scoring and assessing projects and initiatives, enabling the development
of an implementation plan and annual work plans.
Criteria may include:
• Community values and support
• Service gaps and unmet demand
• Protection of existing infrastructure or creation
of operating efficiencies
• Funding and partnership availability
• Internal staffing resources
• Potential revenue generation or economic
benefit
• Addressing equity gaps
Using the criteria, BluePoint will develop an
evaluation tool and process and test it. As part
of this task, we can invite Steering Committee
members to test the tool using the recommendations developed in Task 5.
5.2 Funding Opportunities
BluePoint will evaluate funding opportunities and
identify potential funding opportunities that the
City is currently not using or maximizing. The
funding opportunities memo will identify sources of
both capital and operations funding.
Half Moon Bay Recommendations
Half Moon Bay Recommendations
Agenda Item #12.2.
3. Understanding of Scope
5.3 Implementation and Phasing Plan
BluePoint will apply the prioritization criteria and
develop an implementation and phasing plan that
sequences plan recommendations into short-term,
medium-, and longer-term projects. address
short-term annual projects.
Task 6. Master Plan Report
In this task, BluePoint will take all the work
completed to date and develop the Master Plan
report, refine it based on staff, community, Parks &
Recreation Commission and City Council feedback,
and finalize it for adoption.
6.1 Administrative Draft Master Plan
BluePoint will develop the Administrative Draft
Parks, Recreation and Trails Master Plan for review
by City staff. The Administrative Draft Master Plan
will be in manuscript/Word format for easier review.
The review package will include sample pages for
the formatted Master Plan document developed
in Task 6.2 for review and approval by the City. The
body of the plan will be readable and usable, with
appendices for detailed information. This draft will
include the phasing plan and funding recommendations, providing a “road map” for action.
6.2 Public Review Draft Master Plan
BluePoint will incorporate comments on the
Administrative Draft and will prepare a layout
version of the Master Plan for public review. This
document will be in graphic design layout format
and include maps, graphics, and photographs.
BluePoint will provide web and print ready PDFs and
upload the draft to the project website. The Plan will
be designed for ease of use and to be graphically
engaging.
6.3 City Council Presentation
BluePoint will prepare a presentation for and
attend a City Council meeting with City staff during
the approval process. Presentations with staff
can be scheduled concurrently. This meeting will
occur after the Parks & Recreation Commission
recommends approval (the final meeting in Task 3.7)
6.4 Final Master Plan
After receiving comments on the Draft Plan,
BluePoint will incorporate changes and comments
to finalize the Master Plan. To close out the
project, BluePoint will provide high resolution and
web-ready PDFs that meet WCAG accessibility
standards. BluePoint will also transmit digital files of all text, graphics and maps, in formats compatible
with the City’s systems and software.
Loch Lomond Facility Recommendations
Agenda Item #12.2.
4. Commitment to Budget
Agenda Item #12.2.
4. Commitment to Budget
The following budget represents our estimated
costs for the scope of tasks outlined in our proposal
and described in the RFP. This is presented as a
not-to-exceed budget. As with all of our projects,
we anticipate working with the City to refine
and align the final budget, scope and timeline, if
selected.
Quality and Cost Control
BluePoint Planning uses several critical tools to
ensure that each product and process meets
and exceeds client expectations, and meets the
budget. First is guaranteed principal and senior level
involvement at every stage. This means products,
concerns or opportunities are not missed by junior
staff and can be acted on immediately. Second,
we use online project management software to
help manage and monitor projects both internally
and with subconsultants, providing real-time
information on schedule and budget. Finally, we
utilize fully integrated invoicing, time and expense
accounting software to streamline invoicing and
budget management. We believe that a combination
of person-to-person communication mixed with the
efficiency of electronic communication is the most
effective approach.
Customer Service
When a client contracts with BluePoint Planning,
they are guaranteed principal level involvement at
every stage - that is one of the greatest benefits
of working with a small firm. Mindy is available and
responsive and is committed to making sure we
get it right. Sometimes that means refining the
original scope or doing something a bit extra. We
keep in close contact to make sure any of these
changes and evolution of a project can be easily and
painlessly integrated into the existing budget and
work. The result is a quality product with which our
client is very happy.
Effective Communications
Communication is built into our budget. Ongoing
communication is a key part of cost and schedule
control. We always integrate ongoing communication and in-person project team meetings to ensure ongoing effective communications. We
also utilize email, video conference calls, and
electronic communication tools. In addition, we
employ several simple and free web tools including
DropBox, Google Calendar, and Google Docs to
seamlessly share documents, and keep the project
on track. We believe that a combination of person
to person communication mixed with the efficiency
of electronic communication is the most effective
approach.
Agenda Item #12.2.
Mendocino County Parks Needs Assessment | Budget 4. Commitment to Budget Task Total
Hours
Total Cost
hourly rate Hours @ $198 Hours @ $180 Hours @ $135 Hours @ $180 Hours @ $150 Hours @ $115 1: Project Meetings and Management
1.1 Project Kickoff Meeting 2 $396 3 $540 3 $405 $0 $0 $0 8 $1,341
1.2 Steering Committee Meetings (4) 12 $2,376 20 $3,600 20 $2,700 4 $720 $0 4 $460 60 $9,856
1.3 Biweekly Coordination Calls (25 30-minute calls) $0 25 $4,500 25 $3,375 $0 $0 $0 50 $7,875 Project Management and Administration $0 9 $1,620 $0 $0 $0 9 $1,035 18 $2,655 Subtotal Task 1 136 $21,727
2: Existing Conditions Assessment
2.1 Park and Recreation Facility Inventory & Condition Assessment
2.1.A Inventory and Database Development and Maps 1 $198 4 $720 $0 $0 16 $2,400 $0 21 $3,318
2.1.B Park Tours and Assessment 8 $1,584 8 $1,440 16 $2,160 $0 $0 1 $115 33 $5,299
2.1.C Inventory and Condition Report 1 $198 4 $720 8 $1,080 $0 $0 $0 13 $1,998
2.2 Assessment of Recreation Programs 1 $198 4 $720 4 $540 4 $720 $0 $0 13 $2,178
2.3 Demographics, Comparables, and Community Profile 1 $198 2 $360 8 $1,080 $0 $0 $0 11 $1,638
2.4 Organizational and Staffing Review 1 $198 8 $1,440 4 $540 4 $720 $0 $0 17 $2,898
2.5 Existing Conditions Summary Report 4 $792 4 $720 12 $1,620 4 $720 $0 $0 24 $3,852 Subtotal Task 2 132 $21,181
3: Community Engagement
3.1 Community Engagement Plan and Coordination 1 $198 1 $180 6 $810 $0 $0 $0 8 $1,188
3.2 Project Website and Collateral Materials 1 $198 1 $180 16 $2,160 $0 $0 $0 18 $2,538
3.3 Community Needs Online Survey 1 $198 2 $360 16 $2,160 $0 $0 $0 19 $2,718
3.4 Key Informant Interviews (8) $0 8 $1,440 $0 $0 $0 $0 8 $1,440
3.5 Small Group Meetings (3) 8 $1,584 2 $360 12 $1,620 $0 $0 $0 22 $3,564
3.6 Community Workshops (3) 15 $2,970 24 $4,320 24 $3,240 $0 $0 2 $230 65 $10,760
3.7 Parks & Recreation Commission Updates (3) 6 $1,188 12 $2,160 $0 $0 $0 1 $115 19 $3,463 Subtotal Task 3 159 $25,671
4: Needs Assessment and Preliminary Recommendations
4.1 Needs Assessment Summary Report 4 $792 20 $3,600 32 $4,320 4 $720 16 $2,400 $0 76 $11,832
4.2 Vision and Goals 1 $198 4 $720 4 $540 2 $360 $0 $0 11 $1,818
4.3 Park and Facility Recommendations 4 $792 8 $1,440 4 $540 $0 $0 $0 16 $2,772
4.4 Recreation Program Recommendations 4 $792 4 $720 8 $1,080 8 $1,440 $0 $0 24 $4,032
4.5 Operations, Revenue and Management Recommendations 4 $792 8 $1,440 8 $1,080 4 $720 $0 $0 24 $4,032 Subtotal Task 4 151 $24,486
5: Prioritization Process and Implementation Plan
5.1 Prioritization Process and Tool 1 $198 8 $1,440 8 $1,080 $0 $0 $0 17 $2,718
5.2 Funding Opportunities 1 $198 4 $720 12 $1,620 $0 $0 $0 17 $2,538
5.3 Implementation and Phasing Plan 4 $792 4 $720 8 $1,080 4 $720 $0 $0 20 $3,312 Subtotal Task 5 54 $8,568
6: Master Plan Report
6.1 Administrative Draft Master Plan 6 $1,188 18 $3,240 8 $1,080 2 $360 4 $600 $0 38 $6,468
6.2 Public Draft Master Plan 4 $792 8 $1,440 32 $4,320 $0 $0 $0 44 $6,552
6.3 City Council Meeting 6 $1,188 6 $1,080 $0 $0 $0 1 $115 13 $2,383
6.4 Final Master Plan 1 $198 4 $720 16 $2,160 $0 4 $600 $0 25 $3,678 Subtotal Task 6 120 $19,081
Professional Time Costs 103 $20,394 237 $42,660 314 $42,390 40 $7,200 40 $6,000 18 $2,070 698 $120,714 Direct Costs $4,000
Total Fee $124,714
Donna Legge Project Assistant
Senior
Esther Mandeno
DMS GIS Specialist
Mindy Craig
Principal in
Charge
Lauren Schmitt
Project Manager
Allisia Sandoval
Project Associate
Agenda Item #12.2.
5. Delivery Schedule and Timeline
Agenda Item #12.2.
5. Delivery Schedule and Timeline City of St. Helena Parks & Recreation Master Plan Initial Schedule & Process Draft & Final Master Plan Needs Assessment & Preliminary Recommendations Existing Conditions Assessment Month 1
2 3
4 5
6 7
8 9
Parks &
Recreation
Check In
Parks and
Recreation
Commission
Approval
Gather Data
Existing
Conditions
Set the Context
& Gather Information
• Parks & Recreation Facility
Inventory & Condition
Assessment
• Recreation Program Assessment
• Organizational and Sta� ng
Review
• Demographics, Trends &
Comparables
• EXISTING CONDITIONS
SUMMARY REPORT
Refi ned Recommendations
• Prioritization Process & Tools
• Funding Options
• Implementation and Phasing
Plan
• Administrative Draft
� DRAFT PARK & RECREATION
MASTER PLAN
Prioritization
Implementation
Develop Plan Framework
• Needs Assessment Summary
Report
• Vision & Goals
• Draft Recommendations
• PLAN FRAMEWORK
Needs &
Strategic
Direction
Final Parks &
Recreation
Master Plan
Workshop #2:
Strategies &
Opportunities
Workshop #3:
Draft Plan &
Priorities
Small Group
Meetings & Key
Informant Interviews
Engagement
Webpage/
Website
Community
Needs Survey
Digital
Strategies
Survey
Workshop #1:
Vision, Goals &
Needs
Steering
Committee # 1
Steering
Committee #3
Steering
Committee #4
Steering
Committee #2
Community
Engagement
Parks &
Recreation
Check In
Digital
Public
Draft
Project Team
Coordination
Key Decision Points
Agenda Item #12.2.
6. References
Agenda Item #12.2.
6. References
Lake County Park, Trails, and Recreation Plan
Lake County, CA | Completed July 2024 | Budget: $174,930 BluePoint develop Lake County, California’s
first parks, recreation and trails plan, presented
to the Board of Supervisors in May 2024. Lake
County is located in the northern California Coast
Range, surrounded by national forest lands and
centered on Clear Lake, the largest lake fully within
California. With fewer than 70,000 residents, the
County is a hub for outdoor recreation and wildlife/
birdwatching, a Dark Sky area, and a tourism
destination for the San Francisco Bay area.
The Master Plan was developed with robust
community engagement to ensure that the Plan
represents the needs and desires of community
members. A Steering Committee provided
guidance throughout the process, as did the Ad
Hoc Tribal Government Working Group (convened
with the County’s six federally recognized tribes)
and the Ad Hoc Trails Representatives Working
Group (convened with mountain biking, equestrian
and hiking stakeholders). The broader public
engagement process included in-person opportunities paired with online activities, including stakeholder focus groups, an online community
needs survey, a community visioning workshop, an
online visioning exercise, community prioritization
pop-ups, an online prioritization activity, and the
project website at https://www.lakecountyprt.
com/.
BluePoint developed an analysis of the planning
context, Existing Conditions Analysis, a Park
Inventory and Condition Assessment, and a
multi-layered Needs Assessment tailored to the
County’s context. In addition, BluePoint reviewed
existing General Plan policies and designed the
Master Plan to guide the General Plan update that
began in late 2023. As part of the scope, BluePoint
also conducted a staffing and operations analysis,
as well as a revenue analysis. These analyses were
the basis for developing recommendations within
the Master Plan for strategic hires, new sources of
revenue, and an approach to data collection and
management.
Client Contact
Lars Ewing, Public Services Director
County of Lake
(707) 262-1618
[email protected]
Agenda Item #12.2.
6. References
BluePoint Planning was
contracted to develop
the City of Half Moon
Bay’s Parks Master Plan
in partnership with
Gates & Associates.
After recovering from
a challenging time for
the City, it was ready to focus on creating updated
parks to serve the community and the large
number of visitors. The new Plan provides a strong
implementation tool linking to existing and current
planning efforts (including the General Plan and
the Bike and Pedestrian Plan), while embracing and
addressing changes in trends, demographics and
economic realities. The Parks Master Plan includes
an evaluation of existing parks, community needs,
and trends and provides priorities and recommendations for each existing park as well as new parks to meet the City’s needs for now and the future.
Half Moon Bay is characterized by an active and
involved community and the Parks planning process
included an extensive amount of engagement
including the development of a multi-lingual
website, community workshops, community
surveys and focus groups.
The Final Plan was approved in January 2019 and is
already informing implementation efforts.
Key Project Components
• Existing Conditions Analysis
• Community Needs Assessment and Trends
Assessment
• Land Acquisition Analysis
• Community Engagement: Workshops, Focus
Groups, Intercept Events
• Community Surveys, Website
• Policies and Recommendations
• Funding Recommendations
Half Moon Bay Parks Master Plan
City of Half Moon Bay, CA | Completed January 2019 | Budget: $139,410 “The plan is working. You
and BluePoint did so much
good here. I think about your
work often.”
Jill Ekas, HMB Community
Development Director
Client Contact
Jill Ekas, Community Development Director
City of Half Moon Bay
(831) 646-1739
[email protected]
Agenda Item #12.2.
6. References
BluePoint Planning worked over two years - with
a pause for Covid-19 - with the Rio Linda-Elverta
Recreation and Parks District to create a new
Master Plan to help guide the District’s growth and
ensure equitable provision of services in the new
and older areas of the community. The Plan was
developed by first undergoing a thorough inventory
and analysis of the existing parks and facilities,
developing a detail needs assessment, community
profile, and comparable analysis of similar districts.
Concurrent with this work, the Team conducted a
range of community engagement opportunities,
offering residents in-person and online options
to share their feedback, ideas, and priorities
for their local parks and recreation programs.
The community engagement consisted of a
project website that was updated at each stage,
conducting three community surveys, holding
four community workshops, and engaging with
residents at popular community events.
The Master Plan includes a District vision and
six goals that were reviewed by
the community, specific park
and recreation recommendations, future park considerations, and implementation guidelines.
Additionally, to address the
impacts that climate change is
already having on the community,
BluePoint developed a chapter of
nature-based solutions that could
be implemented throughout the
District, including multi-benefit
solutions to address extreme heat
and flooding.
The Master Plan was
approved in late fall of 2022.
Key Project Components
• Existing Conditions Analysis, Facilities and Needs
Assessment, and Inventory
• In-person and online community engagement
• Climate Adaptation Information
• Park-by-park recommendations
• Programming analysis
RLERPD Parks & Recreation Master Plan
Rio Linda-Elverta, CA | Complete November 2022 | Budget: $114,000 Client Contact
Mike Heller, General Manager
RLERPD
(916) 991-8110
[email protected]
Agenda Item #12.2.
6. References
BluePoint led the development of a parks needs
assessment and operational and management
analysis for Mendocino County Parks. The project
had a number of unique elements that required a
customized approach to address the wide variety of
parks the county manages, the distance between
them and implications for staffing, ongoing budget
constraints, as well as involving a passionate and
interested community.
The two resulting deliverables included an
extensive community, policy, programs, and
physical assets assessment, the development of a
vision and recommended approaches to improve
revenues, streamline and enhance management,
estimated capital and operational costs, and overall
approaches to increase activation for recreation.
BluePoint with partner Gates & Associates and
Digital Mapping Solutions completed a comprehensive park and facilities inventory, including creating detailed GIS mapping of all assets, trails,
and facilities for public maps for the parks, and an
analysis of critical risks, capital improvement costs
and operational deficiencies. Working with an Ad
Hoc Committee, we conducted an Operations,
Revenue and Management analysis of the parks
to inform future management models, budgets,
and staffing for the parks. This work included
community engagement and a planning website.
Key Project Components
• Existing Conditions Analysis, Facilities and Needs
Assessment, and Inventory
• Trails and Amenities Mapping and Assessment
• Best Practices Research
• Stakeholder Engagement
• Community Survey
• Park Vision, Improvements and Development
Recommendations
• Operations and Management Recommendations
County of Mendocino Parks Needs Assessment & Recommendations County of Mendocino, CA | Complete Spring 2022| Budget: $84,900 Client Contact
Janelle Rau, General Services Agency Director
Mendocino County Parks
[email protected]
(707) 234-6050
Agenda Item #12.2.
Parks & Recreation Advisory Group
July 10, 2025
City Council
December 9, 2025
St. Helena
Parks, Recreation,
& Trails
Master Plan
Agenda Item #12.2.
Update Council on the P&R Master Plan
Share Key Findings and Preliminary
Recommendations
Hear Council feedback
TONIGHT
Agenda Item #12.2.
PLANNING PROCESS
We are here!
Agenda Item #12.2.
COMMUNITY ENGAGEMENT – BY THE NUMBERS
3 meetings
to date
Community
Advisory Group
(+ upcoming Dec
10 meeting)
3 locations,
75+
participants
Visioning Pop-ups
14 Stakeholder
Interviews
239
responses to
Online Survey
(225 English, 14
Spanish)
211+
responses
Harvest Fest
Priorities Exercise
& online version
Agenda Item #12.2.
KEY ENGAGEMENT THEMES TO DATE
Parks are highly valued, but use is focused at only a few Broad interest in and support for walking, trails and pathways
More value from existing parks (e.g., seating, water) Desire for more community events and programs
Interest in expanding on partnerships and
collaboration
Water access – creeks, river and pool/splashpad
Climate response in the park system
Investment in what we have and maintaining it
Agenda Item #12.2.
PRT VISION
St. Helena parks, programs, and trails make
life better for all by enlivening the community,
supporting healthy people and parks, and
providing active and connected public places.
Agenda Item #12.2.
PRT GOALS
Establish a dynamic, welcoming,
and safe parks and trails network,
connecting people to each other
and to the community.
Connections
Create an active, healthy, and
socially vibrant city by activating
parks with culture, recreation, and
arts programming and events,
responding to St. Helena’s unique
community character and identity.
Livability
Leverage and foster lasting
partnerships to expand
collaboration, funding, services,
recreation programming, and
opportunities for the community.
Partnerships
Provide consistent and
sustainable stewardship of parks
and facilities through high-quality
and efficient landscaping,
maintenance, and operations.
Stewardship
Preserve land and cultivate
healthy ecosystems to enhance
community resilience and provide
access to nature.
Nature
Ensure that programs, services,
and public spaces embrace and
serve all users, highlighting
inclusivity, belonging and cultural
diversity.
Welcoming
Agenda Item #12.2.
KEY FINDINGS
Agenda Item #12.2.
Assessing
Community
Needs is
Multifaceted
Parks &
Recreation
Needs
Quantity,
Distribution
and Access
Comparables
and
Benchmarking
Community
Input and
Vision
Community
Profile and
Demographics
Trends
Quality of
Experience
Agenda Item #12.2.
NEEDS ASSESSMENT OVERVIEW
Citywide
opportunities that
connect the
community and
embraces the park
system as a whole
01 Park needs and gaps
identified from the
evaluation of park
quantity,
distribution, and
quality
02 Trail needs and
gaps, including
coordination with the
Streets Master Plan
03 Recreation facility
needs and gaps,
including
benchmarking with
NRPA data
04 Recreation
programming needs
and gaps, based on
community input and
the capacity of
existing parks and
facilities
05 Agenda Item #12.2.
IMPLEMENTATION FRAMEWORK Immediate Deliverable
• Can be
implemented
with existing staff
levels
• Timeline of less
than 1 year
• Less than 250K
in cost
Meets Our Vision
• Expands value of
existing assets
• Helps St. Helena
keeps pace with
growth
• Takes 3 years or
less to
implement
• Less than $8M
capital cost
Long
-Term Need
• Major effort
• 3+ year or multiphase
timeframe
• Requires major
new funding
source (e.g.,
new tax or
philanthropic
effort)
• $8M+ capital
cost
• Requires ongoing
staff time, once
implemented
(e.g, new special
event series)
• Maintenance
and stewardship
Ongoing Effort
of assets
Agenda Item #12.2.
EXAMPLE OF IMPLEMENTATION PROJECTS Immediate Deliverable Meets Our Vision • New special
events series
• Natural
resource
management
program
• Lyman Park
placemaking &
Downtown
Connections
• Planting and
vegetation
replacement at
select parks
• Programs
• Citywide
walking path
• Napa River
Walk
• Crane Park
picnic and play
area renovation
• New event
pavilion
• Wappo Park
Looped walking
path
• River overlook
• Wedding Venue
at Wappo
• Lyman Park
Interactive
Fountain
Plaza
• Hunt Street &
Lewis Station
Revision
• New
Recreation
Center
• Reservoir
Long
-Term Need
Ongoing Effort
Agenda Item #12.2.
Improve Street
Engagement, With
Pots, Seating and
Color
Establish a visual
connection from
Downtown to each
green space
Close Hunt Avenue to
make a permanent
pedestrian area linked to
an upgraded and
reenvisioned
Lewis Station Park
Redesign Lyman
Park with Splash
Pad, Seating,
Vibrant Elements Upgrade exterior of
Library and
connect with a
walking path to
Lyman
Downtown Economic/Tourism Development
Agenda Item #12.2.
Agenda Item #12.2.
REVENUE GENERATING ELEMENTS
Weddings
Parties/Quinceañeras
Corporate events and team building activities
Regional connection for regional bike destinations/camps/events Agenda Item #12.2.
OPPORTUNITIES MAP
*
New Park Opportunities
St. Helena Library Park
Napa River Walk Park
Hunt Ave Street Park
Reservoir Trail
Water Treatment Plant Trail
New Park or Joint Use Site (to serve Dean
York Lane gap area)
New Park (new development)
Recreation Center (new site, TBD)
Class I Trails (Streets Master Plan)
Napa River Trail
Sulphur Creek Trail
York Creek Trail
*
*
*
*
*
*
Agenda Item #12.2.
NEXT STEPS
Integrate feedback and hone priorities
Draft the Master Plan
Priorities
Funding and Costs
Operations
2-5 year implementation plan
February 2026
Agenda Item #12.2.
Parks & Recreation Advisory Group
July 10, 2025
City Council
December 9, 2025
St. Helena
Parks, Recreation,
& Trails
Master Plan
Agenda Item #12.2.
ADDITIONAL PRELIMINARY RECOMMENDATIONS
Agenda Item #12.2.
Lyman Park
St. Helena’s lively
and active
downtown hub
Agenda Item #12.2.
LYMAN PARK
• Add moveable
seating/games
• Add WIFI
• Add regular
programming
• Improve Main St. to
Railroad Ave
pathway
• Art installations
• Restroom
replacement
• Main St. gateway
and seating area
• Railroad Avenue
plaza and
interactive
fountain
Agenda Item #12.2.
Lewis Station
Redesigned and
connected to Hunt
Street as a
Downtown
Centerpiece
Agenda Item #12.2.
Library Grounds
Enhance the outdoor
space and increase
ability to have
recreation programs
indoors.
Half Moon Bay Library Park
Agenda Item #12.2.
Crane Park
St. Helena’s
community park
and hub for sports
activities
Agenda Item #12.2.
CRANE PARK
• Landscape,
pathway and
edges upgrade
• New shade
structure near
pickleball court
• Playground and
picnic area
renovation
• Restroom
replacement
• Replace Head
Start building
Agenda Item #12.2.
Wappo Park
St. Helena’s naturefocused community
park with wedding
venue
Agenda Item #12.2.
WAPPO PARK
• Collaboration with
local tribes on use
on interpretation
• Dog park upgrades
• Trail improvements
• Regular events
• Destination
nature play area
• Wedding/Event
Venue - Picnic
shelter upgrade
• Expanded trail
system
Agenda Item #12.2.
Jacob Meily Park
St. Helena’s
northside
community park
and gateway to
Sulphur Creek
Agenda Item #12.2.
JACOB MEILY PARK
• Riparian planting
along Sulphur
Creek
• Add nature play
elements
• Wayfinding signs
• Add a fitness zone
and reservable
picnic area
• Signorelli Barn
event space
Agenda Item #12.2.
Local-Serving Parks
Serve nearby residents
with green space
Contribute to St. Helena’s livability
Be easy to maintain
Create natural play spaces
Agenda Item #12.2.
Carnegie Building
A highly used
community facility for
meetings with an arts
and culture focus
Agenda Item #12.2.
Community
Center
Dedicated indoor
facility serving the
community's health &
wellness, teens, and
New Facility
community room
Agenda Item #12.2.
Napa River
Engagement
Overlooks
to enjoy the River
New Area/Path
Agenda Item #12.2.
QUESTIONS AND
DISCUSSION
Agenda Item #12.2.
Parks & Recreation Advisory Group
July 10, 2025
City Council
December 9, 2025
St. Helena
Parks, Recreation,
& Trails
Master Plan
Agenda Item #12.2.
Parks & Recreation Advisory Group
July 10, 2025
City Council
December 9, 2025
St. Helena
Parks, Recreation,
& Trails
Master Plan
Agenda Item #12.2.
PLANNING PROCESS
We are here!
Agenda Item #12.2.
COMMUNITY ENGAGEMENT – BY THE NUMBERS
3 meetings
to date
Community
Advisory Group
(+ upcoming Dec
10 meeting)
3 locations,
75+
participants
Visioning Pop-ups
14 Stakeholder
Interviews
239
responses to
Online Survey
(225 English, 14
Spanish)
211+
responses
Harvest Fest
Priorities Exercise
& online version
Agenda Item #12.2.
VISION FOR ST.
HELENA PARKS
St. Helena parks,
programs, and trails
make life better for all
by enlivening the
community,
supporting healthy
people and parks, and
providing active and
connected public
places.
Agenda Item #12.2.
PARKS, RECREATION & TRAILS MASTER PLAN GOALS
Establish a dynamic, welcoming,
and safe parks and trails network,
connecting people to each other
and to the community.
Connections
Create an active, healthy, and
socially vibrant city by activating
parks with culture, recreation, and
arts programming and events,
responding to St. Helena’s unique
community character and identity.
Livability
Leverage and foster lasting
partnerships to expand
collaboration, funding, services,
recreation programming, and
opportunities for the community.
Partnerships
Provide consistent and
sustainable stewardship of parks
and facilities through high-quality
and efficient landscaping,
maintenance, and operations.
Stewardship
Preserve land and cultivate
healthy ecosystems to enhance
community resilience and provide
access to nature.
Nature
Ensure that programs, services,
and public spaces embrace and
serve all users, highlighting
inclusivity, belonging and cultural
diversity.
Welcoming
Agenda Item #12.2.
KEY
FINDINGS
Agenda Item #12.2.
FINDINGS SUMMARY –COMMUNITY INSIGHTS
Highly valued by community, but focused on only a few
Broad interest in and support for walking, trails and pathways Desire to invest in what we have and maintain it
Need for more community events and programs
Interest in expanding on partnerships and collaboration Desire for more water access – creeks, river and pool/splashpad Parks can support a climate-friendly future
Agenda Item #12.2.
FINDINGS SUMMARY - CHALLENGES
Inconsistent investment in parks across the City
Lack activation and thoughtful design and amenities to interest people No cohesive approach to how to leverage parks - community or economic development
Insufficient flexibility, agility and adaptability to meet needs Insufficient staff capacity to meet community expectations Current finances limits the ability to capture opportunity and focus investments effectively
Agenda Item #12.2.
TRANSITIONING TO A VIBRANT AND CONNECTED SYSTEM
Enhance parks with
sense of place -
This is St. Helena!
Secure consistent and
reliable funding and
revenue stream
Leverage parks as critical
elements of City livability
and connect to downtown,
neighborhoods, and
tourism
Balance the investments
east and west
Embrace parks as more
than green spaces and
activate the in between
spaces of plazas,
sidewalks and
underutilized places
Bolster staff capacity to
build partnerships, capture
volunteer support, and to
deliver innovative and
creative programs and
events
Agenda Item #12.2.
IMPLEMENTATION FRAMEWORK Immediate Deliverable• Can be
implemented
with existing staff
levels
• Timeline of less
than 1 year
• Less than 250K
in cost
Meets Our Vision• Expands value of
existing assets
• Helps St. Helena
keeps pace with
growth
• Takes 3 years
or less to
implement
• Less than $8M
capital cost
Long
-Term Need• Major effort
• 3+ year or multiphase
timeframe
• Requires major
new funding
source (e.g.,
new tax or
philanthropic
effort)
• $8M+ capital
cost
• Requires ongoing
staff time, once
implemented
(e.g, new special
event series)
• Maintenance
and stewardship
Ongoing Effort
of assets
Agenda Item #12.2.
EXAMPLE OF IMPLEMENTATION PROJECTS Immediate Deliverable Meets Our Vision • New special
events series
• Natural
resource
management
program
• Maintenance
• Lyman Park
placemaking &
Downtown
connections
• Planting and
vegetation
replacement at
select parks
• Programs
• Citywide
walking path
• Napa River
Walk
• Crane Park
picnic and play
area renovation
• New event
pavilion
• Wappo Park
Looped walking
path
• River overlook
• Wedding Venue
at Wappo
• Lyman Park
Interactive
Fountain
Plaza
• Hunt Street &
Lewis Station
Revision
• New
Recreation
Center
• Reservoir
development
Long
-Term Need
Ongoing Effort
Agenda Item #12.2.
NEXT STEPS
Integrate feedback and hone priorities
Draft the Master Plan
Priorities
Funding and Costs
Operations
2-5 year implementation plan
Final Plan February 2026
Agenda Item #12.2.
Improve Street
Engagement, With
Pots, Seating and
Color
Establish a visual
connection from
Downtown to each
green space
Close Hunt Avenue to
make a permanent
pedestrian area linked to
an upgraded and
reenvisioned
Lewis Station Park
Redesign Lyman
Park with Splash
Pad, Seating,
Vibrant Elements Upgrade exterior of
Library and
connect with a
walking path to
Lyman
Downtown Economic/Tourism Development
Agenda Item #12.2.
Agenda Item #12.2.
Parks & Recreation Advisory Group
July 10, 2025
City Council
December 9, 2025
St. Helena
Parks, Recreation,
& Trails
Master Plan
Agenda Item #12.2.
Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Public Works
DATE: December 9, 2025
FROM: Mario Traverso, Project Manager
SUBJECT: Consideration and Adoption of a Resolution approving the Pavement Management Plan and approving the Measure
U 5-Year List of Projects
RECOMMENDED
ACTION:
Staff recommends approval of the attached Resolution.
PREVIOUS COUNCIL
ACTION:
The Pavement Management Plan strategy and scenarios
was presented to City Council on November 28, 2023, and the current plan was approved on December 12, 2023.
Measure T 5-Year list of projects approved on December
12, 2023. Measure U 5-Year list of projects was amended and approved on April 22, 2025.
STATEMENT OF THE
PURPOSE:
Consideration and Adoption of a Resolution approving the Pavement Management Plan and approving the Measure
U 5-Year List of Projects.
FINANCIAL IMPACT: No net fiscal impact. This request only provides for a project/project scope eligibility for funding and expenditure through Measure U. Actual fiscal impacts and
expenditures are authorized through subsequent Council
actions.
BACKGROUND:
The City of St. Helena owns, operates and maintains 25 miles of roadway within the City. The City's Pavement Management Plan (PMP) is a 5-year schedule which details our strategic approach to street maintenance and lists street segments which are scheduled for rehabilitation in a particular year. The PMP is updated on a biennial basis, with the last update occurring on December 12, 2023. The update is necessary to account for various considerations including changes to budget, priorities and schedules. The approved PMP becomes a foundation for surface improvement related project lists, which are submitted to various agencies who manage state and local funding. These agencies include, Napa Valley Transportation Authority (NVTA) who administers Measure U and the California Transportation Commission who administers various state tax disbursements.
The City's most significant revenue source is the Napa Countywide Road Maintenance Act, commonly known as Measure U (previously Measure T), which is a 25-year period half-cent sales tax to fund improvements and maintenance of under-funded local streets and roads as well as supporting multimodal transportation infrastructure. To be made Agenda Item #13.1.
eligible for Measure U funding and expenditure, a project list must be publicly vetted, supported by a resolution and obtain concurrence with the Napa Valley Transportation Authority Tax Authority Board. The development and approval of the project list, coincides with the development and approval of the PMP. The contents of the PMP prescribe the scope of the Pavement Restoration Projects listed on the Measure U List of Projects. The City's prior project list submittal and approval occurred in December 2023 with an update submitted in May 2025. This list of projects includes many streets Capital Improvement Program projects and the listing of street segments scheduled for restoration and maintenance treatments as defined by the City's PMP.
The listing of a project or street on the list only provides for the eligibility of Measure U funding, subsequent Council approvals are needed for the actual delivery and expenditure of the project. Council approval is also required to amend an existing project list. The City's updated 5-Year project list is due to the NVTA for approval by December 30, 2025.
DISCUSSION:
Since 2023, the overall pavement condition rating of the City has significantly improved as staff have endeavored to address the backlog of delayed projects and deferred maintenance needs. From late 2022 to the end of 2024, the City's pavement condition rating, or PCI (Pavement Condition Index) increased from 47/100 to 65/100. This is a significant increase, which transitioned the City from an overall rating of "Poor" to "Good" and earned the City the "Most Improved" agency designation out of agencies within the nine Bay Area Counties in 2025. This was a result of the strategic shift of the 2023 Pavement Management Plan (PMP) and the completion of significant pavement rehabilitation projects including Grayson, Pratt, Spring, Hunt, Silverado Trail and South Crane.
Generally, the City receives between $1.5 - $2 million dollars annually from Measure U and state taxes, which may be utilized to support a variety of transportation-related infrastructure improvements. Traditionally, the City spends between $1.0 - 1.5 million on its annual Pavement Restoration Project. In total, the recent improvement represents an estimated $5 million investment in the City's roads over the last three years. The $5 million expenditure includes an estimated $2 million in addition to the traditional expenditure, which was available as a result of no projects were delivered in Fiscal Year 2019-20 and Fiscal Year 2020-21.
Looking ahead, achieving a PCI of 75/100 (in calendar year 2026) and then 80/100 (in calendar year 2027) within the next two years is feasible. Multiple budget and target scenarios performed with the City's pavement management software suggests that it will take an additional $4 - $5 million investment into pavement restoration projects to achieve the 80/100 PCI. This represents an additional $2.1 million dollars over what the City "normally" expends on pavement restoration projects within the same time frame.
The budget and target scenarios also suggest that once a PCI of 80/100 is reached, an annual investment of only $0.5 million is needed to maintain it (i.e. pavement surfacing Agenda Item #13.1.
treatment projects). Our current PMP strategy is closely aligned with this trajectory already.
At the future time when only $0.5 million is needed to maintain an 80/100 PCI, significant funds become available as the City can shift away from significant expenditure on pavement restoration. Currently, most if not all of the alternative projects that are eligible to utilize the available funds are still in conceptual or planning phases such as projects found in the Streets Master Plan, the downtown sidewalks rehabilitation Phase 1B scope, or major connectivity projects such as the Adams Street or Oak Avenue bridges. If, or when, these projects become viable, the Council may reprioritize expenditures and shift funding away from pavement restoration in order to fund new projects.
Currently, the City is proceeding with major projects which will utilize significant Measure U funds including the Downtown Sidewalk Rehabilitation Project Phase 1A and the Oak Avenue Surface Rehabilitation Project, both expected to be completed by the end of 2026. Nevertheless, we recommend continuing with an aggressive approach to pavement restoration as funding allows.
The proposed PMP includes elements of the existing PMP, but it focuses on more significant overlay projects in the first two years and maintenance treatments in the remaining three years. This aligns with the overall target of achieving a PCI of 80/100 as well as considering the following:
The uncompleted project years of the 2023 PMP, including Year 3, Year 4 and Year 5, are incorporated to the proposed PMP to maintain delivery consistency. Planned and anticipated CIP projects and development projects which include utilities and pavement restoration are coordinated with the years they are anticipated.
Specific street segments are organized and modified to promote a balance of strategic localization, geographic equity and treatment types. The annual plan is reviewed, ensuring that the project scopes and budgets are feasible, and treatments are appropriate and adjustments are made.
Additionally, it is important to understand that the PMP will be subject to subsequent updates or revisions. This may be necessary in the following situations:
A project or street segment is delayed or accelerated from the anticipated year of construction.
It is determined that the utilities in the selected roadway segment need to be replaced.
Adoption of new projects.
A project delivery strategy or priority is updated.
Agenda Item #13.1.
Measure U is the significant funding source that has supported many roadway improvements and capital improvement projects in the City since 2016 including the following:
2016 - Charter Oak Avenue, Brown Street, Allison Avenue Area 2018 - Monte Vista, Grove Ct, Hunt Ave, El Bonita Ave, La Quinta Ave 2019 - Crinella Subdivision, Spring St, Money Way
2022 - College Ave, Voorhees Cir, Sections of Railroad Ave, Pratt Ave, Stockton St, Pope St
2023 - Grayson, Dowdell, Allyn, Silverado Trail, Pope Street Bridge, Pratt & Elmhurst Crossing Improvements, Kearney, Andrea
2024 - Spring, Hunt, Sylvaner Subdivision, Pratt, Birch, Edwards, Vidovich, Downtown Paver Repair Project
2025 - Edwards & Pope Crossing Improvements, S. Crane Avenue, Mariposa, Chiles, Signorelli, Church, Madrona, Fulton, Drainage at Spring Mountain Court Upcoming/Continuing Projects:
Downtown Sidewalk Improvements Project Phase 1A - Spring 2026 Construction
Active Transportation & Safe Routes to School - Continuous Implementation Oak Avenue Surface Rehabilitation - Summer 2026 Construction Measure U may be used to support a variety of transportation related projects; a list of eligible project types is provided in Attachment 3. Additional projects, or certain components of projects in the current CIP have been identified as eligible for Measure U expenditure and Staff will request periodic updates to the Measure U project list to include additional projects as they further develop. This year, the City has used Measure U to support a variety of staff operations including, crack sealing, storm water system maintenance, safety measure implementations, and staff time spent on a multitude of maintenance activities. In total, this new utilization of Measure U MOE funding is expected to offset $200k - $300k of internal expenditures that were otherwise funded by the General Fund.
Items in the proposed Measure U project list in Attachment 2, are comprised of two components: individual projects and the listing of Pavement Restoration Projects that will contain the general scope according to the PMP. A map PMP street segments is presented in Attachment 4.
Staff requests Council to approve the resolution confirming the proposed list. Upon approval, staff will submit the list to the Napa Valley Transportation Authority Tax Board for approval.
ENVIRONMENTAL REVIEW: None
Agenda Item #13.1.
GOAL:
Goal 2: Improve Infrastructure & Further Environmental Sustainability Goal 5: Enhance Quality of Life
Goal 8: Implement Capital Improvement Plans (CIP) Projects Miscellaneous/Other DOCUMENTS ATTACHMENTS:
Attachment 1 - Resolution PMP & Measure U Project List
Attachment 3 - Eligible Measure T Expenses
Attachment 2 - Measure U Five-Year List of Projects
Attachment 4 - Pavement Management Plan Exhibit
Agenda Item #13.1.
CITY OF ST. HELENA
RESOLUTION NO. 2025-
A RESOLUTION OF THE JURISDICTION OF CITY OF ST. HELENA
APPROVING PROJECTS UNDER MEASURE U PROGRAM AND
APPROVING THE PAVEMENT MANAGEMENT PLAN 5-YEAR LIST
OF STREETS.
RECITALS
A. On November 5, 2024 the voters of Napa County passed the Napa Valley Transportation Improvement Act, also known as Measure U, which continues a half cent transaction and use (sales) tax to provide supplemental funding for road maintenance as detailed in the Measure U Expenditure Plan; and B. The Napa Valley Transportation Authority (NVTA) is the designated agency that administers and oversees the Measure U revenues; and
C. The City of St. Helena is an eligible recipient of Measure U funds; and D. The tax proceeds will be used to pay for the projects outlined in the Measure U Expenditure Plan allocated to the County of Napa and the cities and town within Napa County (“Local Agencies”); and
E. Under the Measure U Expenditure Plan, Measure U funds are provided to the Local Agencies to be used for streets and roads projects as defined in the Measure U policies and procedures; and
F. The City of St. Helena has entered into a Master Agreement with NVTA that outlines procedures for Measure U expenditures; and
G. In accordance with the procedures, an approved project list is due to be submitted by December 30th, 2025 to NVTA to be made eligible for Measure U expenditures; and
H. The Measure U project list includes the Pavement Management 5-Year list of streets scheduled for Pavement Restoration; and
I. All Measure U projects will comply with the requirements under the California Environmental Quality Act (California Code Sections 21000 et seq.; as implemented through California Regulations Title 14, Chapter 3, Sections 15000 et seq.).
Agenda Item #13.1.
RESOLUTION
The City Council of the City of St. Helena hereby resolves as follows:
1. Approves the Pavement Management Plan 5-Year list of streets; and
2. Adopts the Five-Year Project List as set forth in Attachment; and
3. Authorizes staff to submit the project list to the Napa Valley Transportation Authority Tax Authority Board for approval.
Approved at a Regular Meeting of the St. Helena City Council on December 9, 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 Andrew Bradley, City Clerk
Agenda Item #13.1.
Examples of Measure T Uses
Activity Description
1 Street Operations/Admin
Overall management and daily operations of the streets maintenance divisions. General overhead and administration of the streets divisions. Division Manager and support staff are fully or partially paid through this key.
2 Street Drainage
Typical maintenance of existing street drainage facilities. This maintenance includes, but is not limited to, cleaning drain inlets, replacing/repairing damaged structures, various point repairs and routine maintenance on storm drain pipes. Furthermore, this key involves preventative maintenance on drainage structures as well as responding to localized flooding resulting from deferred maintenance issues.
Drainage improvements to remediate or eliminate traffic hazards in the right of way. 3 Street Maintenance, Rehabilitation and
Reconstruction
A variety of street rehabilitation including occurring within the road right of way, but not limited to, slurry seals, crack seals, chip seals, cape seals, micro-surfacing, fog seals, reconstruction, pothole repair, minor pavement potholing, overlays, erosion control, grading, utility work and other maintenance activities needed to ensure function of the roadway as well as other activities needed to support the roadway outside the travelled way but within the public right of way, including approaches to railroad crossings.
4 Stormwater Operations
This is a relatively new account (created in 2015) introduced to achieve compliance with the U.S. EPA NPDES permit. This key funds routine inlet cleaning and maintenance, storm drain cleaning and maintenance, trash assessments and various administrative tasks associated with permit compliance and contract management.
5 Signage
Staff assigned to the City’s sign shop and the various operational duties performed by the sign shop are covered under this key. Said duties include street sign installation and maintenance. MUTCD and municipality required markings and signs in the ROW.
6 Sidewalk Replacement Maintenance, rehabilitation and replacement of existing sidewalks, curb and gutter as well as other methods needed to ensure adequate sidewalks. This includes ADA access ramps as required by law. 7 Electrical Admin Overall management and daily operations of the electrical maintenance division. General overhead, administration and work activities of the electrical work. 8 Street Lighting Operational and engineering duties related to street lighting. New installation, replacement, repair and maintenance work related to lighting facilities, such as street lights, highway lighting. 9 Traffic Signals
Electrical support to municipalities' traffic signals, including basic electrical support, instillation of new signal heads and poles, synchronizing signal timing, and any other related electrical maintenance activities.
10 Striping
Installation of pavement markings, center lines, edge lines, curb paint, white, yellow and blue pavement delineators, bike lane striping and pavement markings. MUTCD and municipality required markings and signs in the ROW.
11 Traffic Calming Measures Speed humps, bulb outs, radar feedback signs and a variety of traffic control devices and materials to help create safe travel ways, and paths.
12 Urban Forest Management
Landscaping, trimming, removal, and re-planting of vegetation in the right of way. Hazardous and nuisance tree removal, Road side grass and brush mowing, Brush trimming and removal, vegetation growth control
13 Bicycle and Pedestrian Facilities
Bicycle and pedestrian maintenance, repair and construction within the street right of way. Includes crack seal, slurry seal, overlay, reconstruct, and remove and replace with a variety of materials including AC, and concrete.
14 Bridges and Culverts Facilities
Inspect, maintain, repair and replace various components of the bridge and bridge systems in the street and road right of way. Under the road drainage facilities inspections, maintenance, repair and replacement.
15 Salaries and Benefits
Employees in the street maintenance division, their supervisors, managers, and support staff (to the extent they work on street maintenance). This will include base pay, OT, part time salaries, and al related employee benefits.
16 Engineering Design This would include design for curb cuts, ramps, striping, and overlays, ADA review of streets, traffic calming, and any sort of street maintenance project requiring professional design support.
ATTACHMENT 7
NVTA-TA Agenda Item 10.2
April 18, 2018
Agenda Item #13.1.
Examples of Measure T Uses
Activity Description
17 Technology Support Software, computers, cell phones, etc. used in delivering projects. 18 Engineering Support
Street maintenance support, construction management, permit applications, procurement, project bidding, project management, project planning Examples include advertising, environmental review, printing, state/local permitting, speed testing, etc.
19 Materials Supplies used in street maintenance, rehabilitation and reconstruction, including, but not limited to:
signs, gravel, asphalt, barricades, paint, lumber, safety fencing, hardware, etc. Testing and inspecting. 20 Facilities and Engineering Dept. Supplies
Services in support of the employees and facilities used in the street maintenance division, including uniforms, boots, safety equipment, training, certifications, alarm system, office supplies, building maintenance, utilities, etc.
21 Contracting Services Contractors hired to complete street maintenance projects, including striping, crack sealing, slurry seals, overlays, patching and similar that are not City staff 22 Vehicles and Equipment
Fuel and maintenance of the street maintenance division fleet, to include replacement and addition of vehicles and equipment; Renting equipment for use in street maintenance projects, which could include tractors, lifts, and similar equipment; Purchase of small tools and equipment, and parts/maintenance, needed for street maintenance
23 General Liability Insurance General Liability insurance for street related losses. 24 Refuse Services Debris/trash removal, roadkill removal. 25 Safety/ Traffic Control Traffic control by municipality staff or contracted services. Guard rail installation, repair and maintenance.
26 Traffic Studies Traffic studies performed by either county staff or contract staff, necessary to complete street and road work.
27 Ditch cleaning Road side drainage facilities maintenance and repairs 28 Environmental Studies Environmental studies by contracted services, CEQA and NEPA support, necessary to complete street and road work.
Agenda Item #13.1.
Measure U - Napa Valley Transportation Improvement Act
Jurisdiction Name:Primary Contract #1 Email: Phone:Secondary Contract #2 Email: Phone:Fiscal Years Included: FY #1 2025-26 FY #2 2026-27 FY#3 2027-28 FY#4 2028-29 FY#5 2029-30Maintenance of Effort (MOE)Please provide the following information to establish MOE amount and to validate information:
24/25
295,500
Planned Measure U ExpendituresPlease provide Five (5) year planned local streets and road maintenance projects beginning in FY 2025-30 (add rows as needed):
Fiscal Year
Total
Project
Cost
Measure U
Funds
Other
Funds Length
Complete Streets
Project?
(Yes/No)
Is the Project Included in
the Countywide
Transportation Plan?
(Yes/No)
Is the Project in the
Jurisdiction's Capital
Improvement Plan?
(Yes/No)
Is the Project included in a
current Active Transportation,
Bicycle or Pedestrian Plans
(Yes/No)
FY25/26 $2,000,000 $2,000,000 2 Miles Yes YesFY25/26 $75,000 $75,000 YesFY25/26 $170,000 $500,000 Yes YesFY25/26 $50,000 $50,000 YesFY25/26 $295,500 $295,500 4 Miles YesFY25/26 $1,000,000 $1,000,000 YesFY26/27 $1,500,000 $1,500,000 2 Miles Yes YesFY26/27 $75,000 $75,000 YesFY26/27 $2,000,000 $1,500,000 $50,000 Yes YesFY26/27 $900,000 $900,000 Yes YesFY26/27 $50,000 $50,000 YesFY26/27 $360,000 $360,000 4 Miles YesFY27/28 $500,000 $500,000 2 Miles Yes YesFY27/28 $75,000 $75,000 YesFY27/28 $50,000 $50,000 YesFY27/28 $360,000 $360,000 4 Miles YesFY28/29 $500,000 $500,000 2 Miles Yes YesFY28/29 $75,000 $75,000 YesFY28/29 $50,000 $50,000 YesFY28/29 $360,000 $360,000 4 Miles YesFY29/30 $500,000 $500,000 2 Miles Yes YesFY29/30 $75,000 $75,000 YesFY29/30 $50,000 $50,000 YesFY29/30 $360,000 $360,000 4 Miles YesEquivalent Fund Class I / IV Multi-Purpose Paths:Please provide a five year list of multimodal projects (Class I or IV) beginning in FY 2025-30 (add rows as needed):
Fiscal Year
Total
Project
Cost
Funding
Source Length
Is the Project Included in
the Countywide
Transportation Plan?
(Yes/No)
Is the Project in the
Jurisdiction's Capital
Improvement Plan?
(Yes/No)
Is the Project included in a
current Active
Transportation, Bicycle or
Pedestrian Plans
(Yes/No)
FY26/27 $900,000 Measure U 2 Miles Yes Yes YesComment: Please provide any additional information to explaing your project list. E.g. This project list is the jurisdiction's CIP, the jurisdiction opted to include additional projects to have flexibility in completing a variety of projectsThe City is current in the process of developing a Streets Masterplan which will define new projects. This will materalize in FY26/27. We anticipate a restructure of the project list to accomidate these new projects. Our Pavement Restoration Projects incorporate significnat ATP, Bicycle and Pedestrian upgrades and facilites.
R30-79 Pavement Project Design PMP Designated Locations TBD TBD Note: The amount of a jurisdiction's annual bike expenditure must be a minimum of 7% of the anticipated revenue amount received from Measure U each year. Estimates by jurisdiction are shown on the table labeled "Measure U Revenue Estimates". Funding for Class I / IV Multi-use path projects that are funded by philanthropy, state discretionary funding or federal discretionary funding shall not count as part of the 7% expenditure obligation required to be eligible to receive Measure U revenues.
Most Recent FYTotal MOE:
1. Enter MOE Amounts Claiming:2. Enter Certified MOE Amount:
TBD
7/1/2029
Various LocationsPMP Designated LocationsVarious LocationsVarious Locations TBD
Various LocationsVarious LocationsPMP Designated LocationsPMP Designated Locations City Wide Active Transportation Maintenance Program, Equipment, Staff FutureFutureFuture
TBD Future
6/1/1930
TBD
6/1/2029
Future
Project Phase
(Design, ENV, PS&E, CON)
CON
Design
CONCONCON
Design
FutureFuture
DesignDesign
FutureFuture
Project Phase
(Design, ENV, PS&E,
CON)
Design
End
TBD
7/1/2026
12/1/2026
TBDTBDTBD
7/1/2026
TBDTBD
Start
7/26/2025
12/25/2025
1/1/20267/1/20257/1/20253/1/2026
Program / Project Type
VINETRAIL
12/1/2026
1/1/2027
TBDTBDTBD
6/1/2027
TBD
Project Location
Main St, Cross Town
Project Description
City Obligation
TBD
7/1/2027
TBD
Various Locations
End
12/1/2025
2/2/20266/1/20266/1/20266/1/20268/1/2026
Start
TBD
TBDTBD
6/1/2028
TBD
Annual Pavement Restoration Project
Location (Intersection, Mile
Marker, Length of Alignment,
etc)
PMP Designated LocationsPMP Designated LocationsMain Street, Pine to AdamsVarious LocationsVarious LocationsOak Ave, Madrona to MitchellPMP Designated LocationsPMP Designated Locations Main Street, Adams to Mitchell Cross TownVarious LocationsVarious LocationsPMP Designated LocationsPMP Designated Locations R29-79ATP/SRTSMOE / R27-03
Project Description
Annual Pavement Restoration Project Pavement Project Design Downtown Sidewalk Project Phase 1A City Wide Active Transportation Improvements Maintenance Program, Equipment, Staff Time Oak Avenue Surface Restoration Annual Pavement Restoration Project Pavement Project Design Downtown Sidewalk Project Phase 1B City Obligation City Wide Active Transportation Improvements Maintenance Program, Equipment, Staff Time Annual Pavement Restoration Project Pavement Project Design R24-02ATP/SRTSMOE / R27-03R28-79R29-79R26-79R27-79R18-81VINETRAILATP/SRTSMOE / R27-03R27-79R28-79ATP/SRTSMOE / R27-03 City Wide Active Transportation Improvements Maintenance Program, Equipment, Staff Time Annual Pavement Restoration Project Pavement Project Design City Wide Active Transportation Maintenance Program, Equipment, Staff Note: The list will serve as the five-year list of projects required for submittal by each jurisdiction as stated in the Measure U Ordinance. These will be projects that will be delivered, depending on available revenues and when revenues become available. Prior to any allocation, jurisdictions will also be required to submit all of the necessary documentation requested as evidence of a public hearing to ensure that the members of the public were able to comment on the proposed project list as well as a Resolution in support of the proposed project list.
FutureFutureFutureFutureFutureFutureFuture
7/1/2028
TBD
City of St. Helena
Mario Traverso
Mandy Kellog
[email protected]
[email protected] 707-968-2649
707-204-9084
Please note: Eligible expenses include local streets and roads maintenance and supporting infrastructure within the public right of way for pavement, sealing, overlays, reconstruction, associated infrastructure, as required, excluding any local revenues expended for the pupose of storm damage repair as verified by an independent auditor. One time allocations that have been expended for local streets and road maintenance, but which may not be available on an ongoing basis shall not be considered when calculating an Agency's annual maintenance of effort.
TBDTBDTBD
Program / Project Type
R25-79R26-79R18-81ATP/SRTSMOE / R26-03
Agenda Item #13.1.
Agenda Item #13.1.
Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Public Works
DATE: December 9, 2025
FROM: Ian Dale, Environmental Services Tech
SUBJECT: Consideration of a Resolution authorizing $25,000 of Hardship Assistance Funding for Backflow Prevention
Installation Requirements Following Detection Through
Smart Water Meters.
RECOMMENDED
ACTION:
Approve the attached resolution.
PREVIOUS COUNCIL
ACTION:
None.
STATEMENT OF THE
PURPOSE:
The City of St. Helena has completed citywide
implementation of Smart water meters capable of
providing enhanced consumption data, leak alerts, and
system monitoring. One of the additional benefits of
advanced metering technology is the ability to detect
backflow events through continuous flow-direction tracking at each service connection.
Backflow—defined as the undesirable reversal of water
flow from a private plumbing system back into the public water system—poses a risk of contamination and is strictly prohibited under state and local regulations, including City Municipal Code Chapter 13.08 and State Water Resources
Control Board Cross-Connection Control Policy Handbook.
FINANCIAL IMPACT: The total financial impact is an amount not-to-exceed $25,000 from GL 561-5000-2150.
Approval of the recommended resolution would allocate up to $25,000 from the Water Enterprise Fund for hardship
assistance. Funds would be replenished over time through customer repayment. Sufficient budget is currently
available within the Water Enterprise Fund to cover this project.
BACKGROUND:
Backflow occurs when water flows in the reverse direction from a private plumbing system back into the City’s potable water distribution system. This reverse flow can introduce contaminants such as irrigation water, chemicals, bacteria, or non-potable Agenda Item #13.2.
water into the drinking water supply. Even a single backflow event has the potential to compromise water quality and pose health risks to the community.
State and local regulations—including State Water Resources Control Board Cross Connection Control Policy Handbook and the City of St. Helena Municipal Code— require the installation of backflow prevention assemblies where actual or potential cross-connections exist. These assemblies prevent reverse flow by allowing water to move in only one direction: from the City’s system into the customer’s property.
The City’s newly implemented smart water meters significantly improve the identification of potential backflow conditions. Unlike traditional meters, which could not record directional flow, smart meters continuously track water movement and can detect anomalies indicating reverse flow. This proactive detection capability enables the City to respond quickly, notify affected customers, and ensure that appropriate backflow protection is installed in a timely manner.
Ensuring the installation of backflow prevention devices is essential to maintaining the integrity of the City’s drinking water. This program enhances system reliability, reduces risk to the public, and aligns with state-mandated backflow protection standards. The proposed hardship assistance fund further supports the City’s commitment to equitable compliance, allowing all customers—regardless of income level—to meet required safety standards.
DISCUSSION:
Detection of Backflow Through Smart Meter Technology
During routine monthly meter reads, the City’s smart meters flag when backflow is detected. City staff conduct a verification review to confirm the event and evaluate whether a backflow prevention device is required at the service connection.
Customer Notification
Once a backflow event is confirmed, the City issues a formal notification letter to the property owner (see Attachment 2). The letter explains:
A backflow event has been detected on the property.
Backflow is prohibited and must be addressed immediately to protect public health and the City’s drinking water system.
A backflow prevention device must be installed by a specified due date by a licensed plumber or contractor.
An initial inspection of installation and testing must be completed by City staff following completion.
This process ensures that customers are promptly informed and aware of the corrective actions required to remain in compliance.
Hardship Considerations
Agenda Item #13.2.
City staff recognize that installation of a backflow prevention device may create a financial burden for some customers, particularly low-income households or fixedincome residents.
To support compliance while maintaining equity, staff propose establishing a one-time Backflow Prevention Hardship Assistance Fund in the amount of $25,000. Customers demonstrating financial hardship would be eligible for assistance to cover installation costs. Assistance funds would be:
Provided upfront to the qualifying customer.
Repaid to the City over the course of 12 months through a surcharge on the customer’s monthly water/sewer bill.
Available until the fund is exhausted or Council provides further direction.
This program would enable timely installation while ensuring program cost recovery.
ENVIRONMENTAL REVIEW: Not applicable.
GOAL:
Goal 3: Pursue Water Security & Sustainable Management of Water Resources DOCUMENTS ATTACHMENTS:
Resolution Authorizing $25,000 of Hardship Assistance for Backflow Prevention Installation Requirements FY25.26
Attachment 2- Backflow Requirement Letter
Agenda Item #13.2.
CITY OF ST. HELENA
RESOLUTION NO. 2025-
APPROVAL OF A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF ST. HELENA (1) ESTABLISHING A
BACKFLOW PREVENTION HARDSHIP ASSISTANCE
FUND AND (2) AUTHORIZING AN AMOUNT NOT-TOEXCEED $25,000 FROM GL 561-5000-2150 WATER
ENTERPRISE FUND TO SUPPORT CUSTOMERS
REQUIRED TO INSTALL A BACKFLOW PREVENTION
DEVICE FOLLOWING SMART METER BACKFLOW
DETECTION.
RECITALS
A. The City of St. Helena has implemented citywide smart water metering technology that provides enhanced system monitoring, including the ability to detect reverse-flow occurrences indicative of backflow; and
B. Backflow poses a risk of contamination to the City’s potable water distribution system and is prohibited under state and local regulations, including the State Water Resources Control Board Cross Connection Control Policy Handbook and St. Helena Municipal Code Chapter 13.08; and
C. Upon confirmation of a backflow event, the City notifies affected property owners and requires installation of an approved backflow prevention device by a specified deadline; and
D. The cost of installing a backflow prevention device may create a financial hardship for certain customers, particularly low-income or fixed-income households; and E. The City desires to support equitable compliance with backflow requirements while safeguarding public health and water quality; and
F. Staff recommends establishing a Backflow Prevention Hardship Assistance Fund to support qualifying customers, with funds provided upfront and repaid to the City through a 12-month payment program applied to the customer’s water/sewer utility bill; and
G. The total recommended initial allocation for this program is an amount not-to-exceed $25,000 from the Water Enterprise Fund GL 561-5000-2150.
RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena hereby resolves as follows:
Agenda Item #13.2.
1. The above recitals are true and correct and are incorporated herein by this reference; and
2. The City Council authorizes the allocation of $25,000 from the Water Enterprise Fund 561-5000-2150 for this program.
3. That customers demonstrating financial hardship, as determined by criteria established administratively by the City Manager or designee, may receive funds to cover the cost of installing a required backflow prevention device.
4. That all funds disbursed under this program shall be repaid to the City over a 12- month period via charges applied to the customer’s monthly water/sewer utility bill.
5. That the City Manager or designee is authorized to administer the program, develop necessary procedures, and execute any documents required to implement the assistance program consistent with this resolution.
6. Fee is provided as follows:
Funding Details Fund GL Account Amount
Backflow Prevention
Hardship Assistance
Fund
Water Fund 561-5000-2150 $25,000.00
TOTAL $25,000.00
Approved at a Regular Meeting of the St. Helena City Council on December 9, 2025 by the following vote:
Mayor Dohring: __________
Vice Mayor Deasy: __________
Councilmember Barak: __________
Councilmember Spadarotto: __________
Councilmember Summers: __________
APPROVED: ATTEST:
_______________________ _______________________
Paul Jamison Dohring, Mayor City Clerk
Agenda Item #13.2.
City of St. Helena
Public Works Department
1088 College Ave. | St. Helena, CA 94574
(707) 967-2794 | cityofsthelena.gov
December 1, 2025
Customer
Street
City, State, Zip
RE: Property located at: XXXX St. Helena, CA
Subject: Notice of Required Backflow Prevention Device Installation Dear Customer:
The City of St. Helena is committed to providing clean and safe drinking water to all residents and businesses in accordance with the Safe Drinking Water Act and California Department of Drinking Water regulations.
During recent monitoring of the City’s water distribution system, your water meter at the abovereferenced property recorded an instance of backflow, which is the reverse flow of water from a private plumbing system into the public water supply. This condition poses a potential health risk and is strictly prohibited under State and St. Helena Municipal Code 13.08.30 regulations.
As a result, you are required to install an approved backflow prevention assembly on your water service connection by XXXX.
Next Steps:
1. Hire a licensed plumber or contractor certified to install backflow prevention devices. (see attached Certified Testers List for reference)
2. The device must comply with the City of St. Helena’s Cross-Connection Control Program standards (attached).
3. Schedule an inspection and testing of the backflow device by City staff. Test inspection fees are $150, please schedule and complete payment to Ian Dale 707-312-1372 or [email protected]
Failure to comply with this notice may result in water service interruption until the required protection is installed and verified.
If you are a tenant, it is your responsibility to notify the owner of this requirement.
Thank you for your cooperation for adhering to the backflow requirement of the City of St. Helena and State of California. If you have any questions, please contact me at [email protected] or by phone at (707) 312-1372.
Best Regards,
Agenda Item #13.2.
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Agenda Item #13.2.
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Agenda Item #13.2.
Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Public Works
DATE: December 9, 2025
FROM: Carlos Uribe, Assistant Public Works Operations Manager SUBJECT: Consideration and Adoption of a Resolution Authorizing the City Manager to Enter into a Lease-Purchase
Agreement with Enterprise Fleet Management to lease
Nine (9) New Operations Vehicles for the Public Works
and Community Services Departments and Purchase One
(1) New Operations Vehicle for Public Works for a total Not-to-Exceed Amount of $463,794, Including a 2%
Contingency, and to Lease Comparable Vehicles if the
Specified Models are Unavailable.
RECOMMENDED
ACTION:
Staff recommends approval of the attached resolution.
PREVIOUS COUNCIL
ACTION:
None.
STATEMENT OF THE
PURPOSE:
Authorize the purchase of one (1) new vehicle and the
leasing nine (9) new vehicles.
FINANCIAL IMPACT: The Financial Impact is a total not-to-exceed cost of $463,794, which includes a 2% contingency, over the
course of the 60-month lease period. The FY 2025-26
Operating Budget includes $398,972 in previously
authorized and encumbered funding for vehicle
replacements.
An additional $65,000 is available in budgeted capital
equipment GL accounts reserved for existing lease
payments. These funds will be released as a number of
the existing leases will be reaching end of term.
BACKGROUND:
In alignment with the City Council's adopted goal of enhancing infrastructure and environmental sustainability, staff has continued to refine the City's fleet management program by replacing old, costly/problematic vehicles and integrating alternative-fuel technologies into the municipal fleet. This effort reflects the City's commitment to maximizing operational efficiency while reducing environmental impacts.
City vehicles are among the most visible representations of municipal operations.
Maintaining a reliable and environmentally responsible fleet not only supports daily service delivery but also reflects positively on the City's stewardship of public resources.
Agenda Item #13.3.
The proposed vehicle replacements continue advancing these goals by aligning asset management needs with sustainability directives.
The City Council in 2019 directed staff to prioritize the acquisition of alternative-fueled vehicles whenever feasible. Since then, staff has evaluated vehicle needs across departments and assessed opportunities to incorporate electric and other low-emission vehicles into the fleet.
DISCUSSION:
This action will authorize the replacement of two (2) hybrid, three (3) gas, and one (1) electric vehicle. A number of existing vehicles exceeded their useful life or have become cost-prohibitive to repair. These units must be declared surplus and removed from service. Replacing them with more efficient vehicles will reduce repair downtime, reduce unproductive staff time, lower fuel consumption, and decrease the overall carbon footprint of the fleet. Given the City's fiscal challenges, leasing, rather than purchasing, provides a more cost-effective long-term fleet management strategy by reducing up front capital costs, smoothing annual expenses, and ensuring that high mileage units can be replaced more frequently before major repairs are needed. That said, it must be noted that the leasing of vehicles is being recommended as a fleet management strategy, instead of the preferred outright purchase of vehicles, because of the City's fiscal constraints. The purchase of vehicles is a more cost-effective way of managing the City's fleet costs especially given the practice of the City, like most public agencies, to hold on to vehicles for over 8 years. It is hoped that with greater budget stability, the city can return to the more prudent practice of purchasing vehicles instead of leasing them.
Staff continues to evaluate opportunities for full fleet electrification however, at this time, wide-spread integration of electric vehicles is not feasible. Current technology limitations coupled with the need for significant upgrades to the City's charging infrastructure prevent the immediate transition to an all-electric fleet. Staff is actively working with PG&E and third-party vendors to assess electrical capacity at City facilities, identify necessary improvements, and evaluate costs associated with the future of charging infrastructure. While these efforts will support long-term electrification goals, the replacement of several vehicles is required now in order to maintain to current service levels with Public Works Operations and Parks and Recreation.
Additionally, one previously assigned electric vehicle is being proposed to be replaced with a hybrid model. Over time, the current electric unit, specifically the GEM vehicle, has experienced significant operational limitations, including increased downtime due to mechanical failures, reduced battery capacity, and insufficient power output. These issues have been compounded by the age of the vehicle and the limited availability of replacement parts, which are no longer manufactured for this model. Its restricted load capacity and limited travel range have also prevented staff from efficiently transporting tools, materials, and equipment across multiple park sites, often requiring multiple trips or reliance on shared vehicles. This has reduced productivity and contributed to delays in daily maintenance tasks and response times.
Agenda Item #13.3.
To address these challenges, the department is recommending replacement of the existing electric model with a hybrid vehicle. A hybrid meets the City's alternative-fuel and sustainability requirements while providing improved performance, extended range, and greater hauling capability to support daily operations. This upgrade will ensure staff can reliably respond to community service requests, maintain park facilities, and support programs and events without disruption. The recommended hybrid vehicle will also help reduce ongoing repair costs, minimize downtime, and enhance the overall efficiency and quality of service delivery to the community.
VEHICLES TO BE REPLACED
Vehicle
Number Year Make Model Mileage
002 2008 Toyota Highlander
Hybrid 142,235
003 2008 Toyota Highlander
Hybrid 192,533
001 2019 Ford Explorer 120,100
008 2018 Ford Explorer 18,291
601 2003 GMC Savanna 85,688
*100 2024 Ford F-150 Hybrid 7,764
*209 2024 Ford F-150 Hybrid 20,483
*304 2024 Ford F-150 Hybrid 15,331
N/A 2010 Gem Car Electric N/A
*Vehicle Numbers 100, 209 and 304 will be reassigned to Public Works staff within the respective division, who currently do not have a vehicle. Vehicle Numbers 7,8 and 9 (below) are being proposed will take the place of 100, 209 and 304.
PROPOSED REPLACEMENTS - LEASED
Vehicle
No.
Replacement
Vehicle
Monthly
Payment Term Total Cost of 60-Month Lease
1 2026 Toyota Rav4
Hybrid 731.43 60 43,886
2 2026 Toyota Rav4
Hybrid 731.43 60 43,886
3 2026 Toyota Rav4
Hybrid 731.43 60 43,886
4 2026 Toyota Rav4
Hybrid 731.43 60 43,886
5 2026 Tacoma Hybrid 895.83 60 53,750
6 2026 Toyota Rav4
Hybrid 731.43 60 43,886
Agenda Item #13.3.
7 2026 Toyota Rav4
Hybrid 731.43 60 43,886
8 2026 Toyota Rav4
Hybrid 731.43 60 43,886
9 2026 Tacoma Hybrid 895.83 60 53,750
Vehicle
No.
Replacement
Vehicle Estimated Purchase Price
10 2026 Toyota Rav4
Hybrid 40,000
Total Financial Impact
Total Cost to Purchase 1 Vehicle 40,000
Total Cost to Lease 9 Vehicles 414,700
2% Contingency 9,094
Grand Total for 10 Vehicles $463,794
Due to ongoing market volatility, inflationary pressures, and limited vehicle availability, final pricing for the proposed acquisitions may be subject to change. The current budget includes only a modest 2% contingency, which may not be sufficient to absorb significant cost increases should they occur. If actual pricing exceeds the available budget, staff may need to reduce the total number of vehicles purchased to remain within authorized funding levels.
The City has a current contract with Enterprise for Fleet Management Services. As part of this agreement, Enterprise provides the City with Sourcewell pricing for vehicles, which complies with the City's purchasing policy and ensures the City receives the most competitive quotes.
Staff recommends leasing 9 hybrid vehicles and purchasing 1 hybrid vehicle, replacing 2 hybrid, 3 gas, and 1 electric vehicles.
ENVIRONMENTAL REVIEW: Not applicable.
GOAL:
Goal 1: Strengthen Financial Sustainability
Goal 6: Improve Employee Recruitment, Retention, & Morale Goal 7: Enhance Organizational Effectiveness
DOCUMENTS ATTACHMENTS:
Resolution V1
Agenda Item #13.3.
Active Enterprise Leases
2026 Toyota Rav 4 LE All Wheel Drive - Hybrid
2026 Toyota Tacoma Hybrid TRD SPort 4x4 Double Cab
Agenda Item #13.3.
CITY OF ST. HELENA
RESOLUTION NO. 2025-__
RESOLUTION AUTHORIZING THE CITY MANAGER TO ENTER
INTO A LEASE-PURCHASE AGREEMENT WITH ENTERPRISE
FLEET MANAGEMENT TO LEASE NINE (9) NEW OPERATIONS
VEHICLES FOR THE PUBLIC WORKS AND COMMUNITY
SERVICES DEPARTMENTS AND PURCHASE ONE (1) NEW
OPERATIONS VEHICLE FOR PUBLIC WORKS, IN AN AMOUNT
NOT-TO-EXCEED $463,794, INCLUDING A 2% CONTINGENCY,
AND TO LEASE COMPARABLE VEHICLES IF THE SPECIFIED
MODELS ARE UNAVAILABLE.
RECITALS
A. In 2019, City Council directed staff to prioritize the acquisition of alternativefueled vehicles whenever feasible; and B. Staff continues to refine the City’s fleet management program by replacing old, costly/problematic vehicles and integrating alternative-fuel technologies; and C. A number of existing vehicles exceed their useful life or have become costprohibitive to repair; and D. Given the City’s fiscal challenges, leasing provides a more cost-effective longterm fleet management strategy by reducing up front capital costs and ensuring high mileage units can be replaced more frequently before major repairs are needed; and E. Staff has identified nine (9) hybrid vehicles to lease and one (1) hybrid vehicle to purchase, to replace ten (10) vehicles currently in the fleet; and F. The City has an executed agreement with Enterprise for Fleet Management Services, and as a component of that agreement, Enterprise provides the City with Sourcewell pricing ensuring the City receives the most competitive quotes.
RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:
1. Authorizes the City Manager to enter into a lease-purchase agreement with Enterprise Fleet Management to lease nine (9) new operations vehicles for the Public Works and Community Services Departments and purchase one Agenda Item #13.3.
(1) new operations vehicle for Public Works, in an amount not-to-exceed $463,794, including a 2% contingency, and authorizes the City Manager to lease comparable vehicles if the specified models are unavailable.
2. Funding is as follows:
Description Fund GL Account Amount
FY25/26
Capital Equipment
592 – Equipment
Replacement 592-50-00-26-30 $398,972
While the total cost of the five-year lease is $463,494, the Equipment Replacement Fund (592) currently has $398,000 available, which is sufficient to purchase one vehicle outright and covers all but approximately $65,000 of the required lease payments over the 60-month term. The remaining lease costs will be funded through future budgeted line items that will not exceed the existing amounts already included in the FY 2025-26 and FY 2026-27 Operating Budgets.
As existing leases expire, fund capacity will continue to increase, ensuring adequate funding is available to carry forward the out-year commitments associated with this equipment.
Approved at a Regular Meeting of the St. Helena City Council on December 9, 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 Andrew Bradley, City Clerk
Agenda Item #13.3.
Unit No. Dept. Vehicle ID YMM Mos in Service Term Remaining Term 100 Utilities 27WSKX 2024 Ford F-150 16 60 44
209 Streets 27Z67T 2024 Ford F-150 16 60 44
304 Parks 283NMF 2024 Ford F-150 11 60 49
103 WTP 283NMN 2024 Ford F-150 13 60 47
300 Parks 283NMS 2024 Ford F-150 10 60 50
101 Utilities 283NMW 2024 Ford F-150 13 60 47
309 Parks 2846T5 2024 Ford F-350 9 60 51
201 Streets 284DJ9 2024 Ford F-450 10 60 50
001 WH PW Admin 22TBBM 2019 Ford Explorer 84 84 0
008 Building 22P7F6 2018 Ford Explorer 94 96 2
102 WTP 2878GS 2024 Toyota Tacoma 16 60 44
104 Utilities 23G6DZ 2020 Ford F-550 59 60 1
105 Utilities 22TMMZ 2019 Ford F-250 83 84 1
202 Streets 22TMM5 2019 Ford F-250 83 84 1
208 Streets 23G6FC 2020 Ford F-450 60 60 0
FD-Unit Fire 22RWCS 2018 Ford F-250 90 96 6
Agenda Item #13.3.
Prepared For: City of St. Helena Date 12/02/2025
Uribe, Carlos AE/AM SCL/JLT
Unit #
Year 2026 Make Toyota Model RAV4
Series LE 4dr All-Wheel Drive
Vehicle Order Type Ordered Term 60 State CA Customer# 579445 $ 33,946.50 Capitalized Price of Vehicle1
$0.00 * Sales Tax 0.0000% State CA
$ 478.29 * Initial License Fee
$ 0.00 Registration Fee
$ 300.00 Other: (See Page 2)
$ 0.00 Capitalized Price Reduction
$ 0.00 Gain Applied From Prior Unit
$ 0.00 * Security Deposit
$4.95 * Taxes
All language and acknowledgments contained in the signed quote apply to all vehicles that are ordered under this signed quote.
Order Information
Driver Name
Exterior Color (0 P) Ice Cap
Interior Color Black w/Fabric Seat Trim
Lic. Plate Type Exempt
GVWR 0
$ 34,246.50 Total Capitalized Amount (Delivered Price)
$ 462.33 Depreciation Reserve @ 1.3500%
$ 156.62 Monthly Lease Charge (Based on Interest Rate - Subject to a Floor) 2 $ 618.95 Total Monthly Rental Excluding Additional Services Additional Fleet Management
Master Policy Enrollment Fees
$ 0.00 Commercial Automobile Liability Enrollment
Liability Limit $0.00
$ 0.00 Physical Damage Management Comp/Coll Deductible 0 / 0 $ 59.14 Full Maintenance Program 3 Contract Miles 50,000 OverMileage Charge $ 0.0650 Per Mile Incl: # Brake Sets (1 set = 1 Axle) 0 # Tires 0 Loaner Vehicle Not Included $ 59.14 Additional Services SubTotal
$ 51.24 Tax 8.2500% State CA
$ 729.33 Total Monthly Rental Including Additional Services $ 6,506.70 Reduced Book Value at 60 Months
$ 400.00 Service Charge Due at Lease Termination
Quote based on estimated annual mileage of 10,000
(Current market and vehicle conditions may also affect value of vehicle) (Quote is Subject to Customer's Credit Approval)
Notes
Enterprise FM Trust will be the owner of the vehicle covered by this Quote. Enterprise FM Trust (not Enterprise Fleet Management) will be the Lessor of such vehicle under the Master Open - End (Equity) Lease Agreement and shall have all rights and obligations of the Lessor under the Master Open - End (Equity) Lease Agreement with respect to such vehicle.
Lessee must maintain insurance coverage on the vehicle as set forth in Section 11 of the Master Open-End (Equity) Lease Agreement until the vehicle is sold.
ALL TAX AND LICENSE FEES TO BE BILLED TO LESSEE AS THEY OCCUR.
Lessee hereby authorizes this vehicle order, and agrees to lease the vehicle on the terms set forth herein and in the Master Equity Lease Agreement. In the event Lessee fails or refuses to accept delivery of the ordered vehicle, Lessee agrees that Lessor shall have the right to collect damages, including, but not limited to, a $500 disposal fee, interest incurred, and loss of value.
LESSEE City of St. Helena
BY TITLE DATE
* INDICATES ITEMS TO BE BILLED ON DELIVERY.
1 Capitalized price of vehicle may be adjusted to reflect final manufacturer's invoice, plus a pre delivery interest charge. Lessee hereby assigns to Lessor any manufacturer rebates and/or manufacturer incentives intended for the Lessee, which rebates and/or incentives have been used by Lessor to reduce the capitalized price of the vehicle. 2 Monthly lease charge will be adjusted to reflect the interest rate on the delivery date (subject to a floor). 3 The inclusion herein of references to maintenance fees/services are solely for the administrative convenience of Lessee. Notwithstanding the inclusion of such references in this [Invoice/Schedule/Quote], all such maintenance services are to be performed by Enterprise Fleet Management, Inc., and all such maintenance fees are payable by Lessee solely for the account of Enterprise Fleet Management, Inc., pursuant to that certain separate [Maintenance Agreement] entered into by and between Lessee and Enterprise Fleet Management, Inc.; provided that such maintenance fees are being billed by Enterprise FM Trust, and are payable at the direction of Enterprise FM Trust, solely as an authorized agent for collection on behalf of Enterprise Fleet Management, Inc.
Open-End (Equity) Lease Rate Quote Quote No: 9406668
Printed On 12/02/2025 11:50:13 AM Page 1 of 6
Agenda Item #13.3.
Other Totals
Description (B)illed or (C)apped Price
Initial Administration Fee B $ 60.00
Courtesy Delivery Fee C $ 300.00
Total Other Charges Billed $ 60.00
Total Other Charges Capitalized $ 300.00
Other Charges Total $ 360.00
Open-End (Equity) Lease Rate Quote Quote No: 9406668
Printed On 12/02/2025 11:50:13 AM Page 2 of 6
Agenda Item #13.3.
VEHICLE INFORMATION:
2026 Toyota RAV4 LE 4dr All-Wheel Drive - US
Series ID: 4435
Pricing Summary:
INVOICE MSRP
Base Vehicle $10 $10.00 (Est.)
Total Options $0.00 $0.00 (Est.)
Destination Charge $0.00 $0.00
Total Price (Est.)
SELECTED COLOR:
Exterior: 040-(0 P) Ice Cap
Interior: 20-Black w/Fabric Seat Trim
SELECTED OPTIONS:
CODE DESCRIPTION INVOICE MSRP
040_02 (0 P) Ice Cap NA NA (Est.)
20_01 Black w/Fabric Seat Trim NC NC (Est.)
FB Fabric Seat Trim STD STD (Est.)
FE 50 State Emissions NA NA (Est.)
PAINT Monotone Paint Application STD STD (Est.)
STDEN Engine: 2.5L 4-Cylinder STD STD (Est.)
STDRD Radio: 10.5" Toyota Audio Multimedia w/6 Speakers STD STD (Est.) STDST Front Bucket Seats STD STD (Est.)
STDTN Transmission: Continuously Variable (CVT) STD STD (Est.) STDTR Tires: 235/65R17 as STD STD (Est.)
STDWL Wheels: 17" Dark Gray STD STD (Est.)
$10.00 $10.00
Open-End (Equity) Lease Rate Quote Quote No: 9406668
Printed On 12/02/2025 11:50:13 AM Page 3 of 6
Agenda Item #13.3.
CONFIGURED FEATURES:
Body Exterior Features:
Number Of Doors 4
Rear Cargo Door Type: liftgate
Driver And Passenger Mirror: power remote manual folding side-view door mirrors Spoiler: rear lip spoiler
Door Handles: body-coloured
Front And Rear Bumpers: body-coloured front and rear bumpers with black rub strip Body Material: galvanized steel/aluminum body material
Body Side Cladding: black bodyside cladding
Grille: black w/body-colour surround grille
Exhaust Tip: chrome tip exhaust
Convenience Features:
Air Conditioning automatic dual-zone front air conditioning Air Filter: air filter
Console Ducts: console ducts
Cruise Control: cruise control with steering wheel controls, Full-Speed Range Dynamic Radar Cruise Control (DRCC) adaptive Fuel Remote Release: mechanical fuel remote release
Power Windows: power windows with front and rear 1-touch down 1/4 Vent Rear Windows: power rearmost windows
Remote Keyless Entry: yes remote keyless entry
Illuminated Entry: illuminated entry
Integrated Key Remote: integrated key/remote
Auto Locking: auto-locking doors
Steering Wheel: steering wheel with manual tilting, manual telescoping Day-Night Rearview Mirror: day-night rearview mirror
Driver and Passenger Vanity Mirror: illuminated driver and passenger-side visor mirrors Emergency SOS: Safety Connect (1-year trial) emergency communication system Navigation System: navigation system
Front Cupholder: front and rear cupholders
Floor Console: full floor console with covered box
Overhead Console: mini overhead console with storage
Glove Box: glove box
Driver Door Bin: driver and passenger door bins
Seatback Storage Pockets: 1 seatback storage pockets
IP Storage: bin instrument-panel storage
Driver Footrest: driver's footrest
Retained Accessory Power: retained accessory power
Power Accessory Outlet: 2 12V DC power outlets
Entertainment Features:
radio AM/FM/HD/Satellite with seek-scan
Radio Data System: radio data system
Voice Activated Radio: voice activated radio
Speed Sensitive Volume: speed-sensitive volume
Steering Wheel Radio Controls: steering-wheel mounted audio controls Speakers: 6 speakers
Internet Access: Wi-Fi Connect with up to 2GB within 3-month trial internet access 1st Row LCD: 2 1st row LCD monitor
Wireless Connectivity: wireless phone connectivity
Antenna: integrated roof antenna
Lighting, Visibility and Instrumentation Features:
Headlamp Type reflector LED low/high beam headlamps
Auto-Dimming Headlights: Automatic High Beams (AHB) auto high-beam headlights Rear Window wiper: rear window wiper
Rear Window Defroster: rear window defroster
Tinted Windows: deep-tinted windows
Dome Light: dome light with fade
Printed On 12/02/2025 11:50:13 AM Page 4 of 6
Agenda Item #13.3.
Front Reading Lights: front reading lights
Ignition Switch: ignition switch light
Variable IP Lighting: variable instrument panel lighting Display Type: digital appearance
Exterior Temp: outside-temperature display
Low Tire Pressure Warning: low-tire-pressure warning
Trip Computer: trip computer
Trip Odometer: trip odometer
Lane Departure Warning: lane departure
Blind Spot Sensor: blind spot
Front Pedestrian Braking: front pedestrian detection
Forward Collision Alert: forward collision
Water Temp Gauge: water temp. gauge
Clock: digital clock
Systems Monitor: driver information centre
Rear Vision Camera: rear vision camera
Oil Pressure Warning: oil-pressure warning
Battery Warning: battery warning
Lights On Warning: lights-on warning
Key in Ignition Warning: key-in-ignition warning
Low Fuel Warning: low-fuel warning
Low Washer Fluid Warning: low-washer-fluid warning
Door Ajar Warning: door-ajar warning
Trunk Ajar Warning: trunk-ajar warning
Transmission Fluid Temperature Warning: transmission-fluid-temperature warning Safety And Security:
ABS four-wheel ABS brakes
Number of ABS Channels: 4 ABS channels
Brake Assistance: brake assist
Brake Type: four-wheel disc brakes
Vented Disc Brakes: front ventilated disc brakes
Daytime Running Lights: daytime running lights
Spare Tire Type: compact spare tire
Spare Tire Mount: spare tire mounted inside under cargo Driver Front Impact Airbag: driver and passenger front-impact airbags Driver Side Airbag: seat-mounted driver and passenger side-impact airbags Overhead Airbag: curtain 1st and 2nd row overhead airbag Knee Airbag: knee airbag
Occupancy Sensor: front passenger airbag occupancy sensor Height Adjustable Seatbelts: height adjustable front seatbelts Seatbelt Pretensioners: front seatbelt pre-tensioners
3Point Rear Centre Seatbelt: 3 point rear centre seatbelt Side Impact Bars: side-impact bars
Tailgate/Rear Door Lock Type: tailgate/rear door lock included with power door locks Rear Child Safety Locks: rear child safety locks
Ignition Disable: immobilizer
Panic Alarm: panic alarm
Tracker System: tracker system
Electronic Stability: electronic stability
Traction Control: ABS and driveline traction control
Front and Rear Headrests: manual adjustable front head restraints Rear Headrest Control: 3 rear head restraints
Break Resistant Glass: break resistant glass
Seats And Trim:
Seating Capacity max. seating capacity of 5
Front Bucket Seats: front bucket seats
Number of Driver Seat Adjustments: 6-way driver and passenger seat adjustments Reclining Driver Seat: manual reclining driver and passenger seats Driver Height Adjustment: manual height-adjustable driver and passenger seats Printed On 12/02/2025 11:50:13 AM Page 5 of 6
Agenda Item #13.3.
Driver Fore/Aft: manual driver and passenger fore/aft adjustment Front Centre Armrest Storage: front centre armrest
Rear Seat Type: rear manual reclining 60-40 split-bench seat Rear Folding Position: rear seat fold-forward seatback
Rear Seat Armrest: rear seat centre armrest
Leather Upholstery: cloth front and rear seat upholstery Door Trim Insert: cloth door panel trim
Headliner Material: full cloth headliner
Floor Covering: full carpet floor covering
Dashboard Console Insert, Door Panel Insert Combination: metal-look instrument panel insert, door panel insert, console insert Shift Knob Trim: urethane shift knob
Interior Accents: metal-look interior accents
Cargo Space Trim: carpet cargo space
Trunk Lid: plastic trunk lid/rear cargo door
Cargo Cover: roll-up cargo cover
Cargo Tie Downs: cargo tie-downs
Cargo Light: cargo light
Concealed Cargo Storage: concealed cargo storage
Standard Engine:
Engine 236-hp, 2.5-liter I-4 (hybrid regular gas)
Standard Transmission:
Transmission 2-speed CVT w/ OD and auto-manual
Printed On 12/02/2025 11:50:13 AM Page 6 of 6
Agenda Item #13.3.
Prepared For: City of St. Helena Date 12/02/2025
Uribe, Carlos AE/AM SCL/JLT
Unit #
Year 2026 Make Toyota Model Tacoma Hybrid
Series TRD Sport 4x4 Double Cab 5 ft. box
Vehicle Order Type Ordered Term 60 State CA Customer# 579445 $ 43,176.00 Capitalized Price of Vehicle1
$0.00 * Sales Tax 0.0000% State CA
$ 641.39 * Initial License Fee
$ 0.00 * Registration Fee
$ 300.00 Other: (See Page 2)
$ 0.00 Capitalized Price Reduction
$ 0.00 Gain Applied From Prior Unit
$ 0.00 * Security Deposit
$145.20 * Taxes
All language and acknowledgments contained in the signed quote apply to all vehicles that are ordered under this signed quote.
Order Information
Driver Name Unknown Driver
Exterior Color Ice Cap
Interior Color Boulder/Black w/Blue w/Fabric Seat Trim
Lic. Plate Type Exempt
GVWR 0
$ 43,476.00 Total Capitalized Amount (Delivered Price)
$ 586.93 Depreciation Reserve @ 1.3500%
$ 198.20 Monthly Lease Charge (Based on Interest Rate - Subject to a Floor) 2 $ 785.13 Total Monthly Rental Excluding Additional Services Additional Fleet Management
Master Policy Enrollment Fees
$ 0.00 Commercial Automobile Liability Enrollment
Liability Limit $0.00
$ 0.00 Physical Damage Management Comp/Coll Deductible 0 / 0 $ 43.04 Full Maintenance Program 3 Contract Miles 25,000 OverMileage Charge $ 0.0650 Per Mile Incl: # Brake Sets (1 set = 1 Axle) 0 # Tires 0 Loaner Vehicle Not Included $ 43.04 Additional Services SubTotal
$ 65.00 Tax 8.2500% State CA
$ 893.17 Total Monthly Rental Including Additional Services $ 8,260.20 Reduced Book Value at 60 Months
$ 400.00 Service Charge Due at Lease Termination
Quote based on estimated annual mileage of 5,000
(Current market and vehicle conditions may also affect value of vehicle) (Quote is Subject to Customer's Credit Approval)
Notes
Enterprise FM Trust will be the owner of the vehicle covered by this Quote. Enterprise FM Trust (not Enterprise Fleet Management) will be the Lessor of such vehicle under the Master Open - End (Equity) Lease Agreement and shall have all rights and obligations of the Lessor under the Master Open - End (Equity) Lease Agreement with respect to such vehicle.
Lessee must maintain insurance coverage on the vehicle as set forth in Section 11 of the Master Open-End (Equity) Lease Agreement until the vehicle is sold.
ALL TAX AND LICENSE FEES TO BE BILLED TO LESSEE AS THEY OCCUR.
Lessee hereby authorizes this vehicle order, and agrees to lease the vehicle on the terms set forth herein and in the Master Equity Lease Agreement. In the event Lessee fails or refuses to accept delivery of the ordered vehicle, Lessee agrees that Lessor shall have the right to collect damages, including, but not limited to, a $500 disposal fee, interest incurred, and loss of value.
LESSEE City of St. Helena
BY TITLE DATE
* INDICATES ITEMS TO BE BILLED ON DELIVERY.
1 Capitalized price of vehicle may be adjusted to reflect final manufacturer's invoice, plus a pre delivery interest charge. Lessee hereby assigns to Lessor any manufacturer rebates and/or manufacturer incentives intended for the Lessee, which rebates and/or incentives have been used by Lessor to reduce the capitalized price of the vehicle. 2 Monthly lease charge will be adjusted to reflect the interest rate on the delivery date (subject to a floor). 3 The inclusion herein of references to maintenance fees/services are solely for the administrative convenience of Lessee. Notwithstanding the inclusion of such references in this [Invoice/Schedule/Quote], all such maintenance services are to be performed by Enterprise Fleet Management, Inc., and all such maintenance fees are payable by Lessee solely for the account of Enterprise Fleet Management, Inc., pursuant to that certain separate [Maintenance Agreement] entered into by and between Lessee and Enterprise Fleet Management, Inc.; provided that such maintenance fees are being billed by Enterprise FM Trust, and are payable at the direction of Enterprise FM Trust, solely as an authorized agent for collection on behalf of Enterprise Fleet Management, Inc.
Open-End (Equity) Lease Rate Quote Quote No: 9393188
Printed On 12/02/2025 11:47:34 AM Page 1 of 6
Agenda Item #13.3.
Other Totals
Description (B)illed or (C)apped Price
Initial Administration Fee B $ 60.00
Transport to Client B $ 150.00
Courtesy Delivery Fee C $ 300.00
Total Other Charges Billed $ 210.00
Total Other Charges Capitalized $ 300.00
Other Charges Total $ 510.00
Open-End (Equity) Lease Rate Quote Quote No: 9393188
Printed On 12/02/2025 11:47:34 AM Page 2 of 6
Agenda Item #13.3.
VEHICLE INFORMATION:
2026 Toyota Tacoma Hybrid TRD Sport 4x4 Double Cab 5 ft. box - US Series ID: 7530
Pricing Summary:
INVOICE MSRP
Base Vehicle $43,281 $46,720.00
Total Options $0.00 $0.00
Destination Charge $1,595.00 $1,595.00
Total Price
SELECTED COLOR:
Exterior: 040-Ice Cap
Interior: 11-Boulder/Black w/Blue w/Fabric Seat Trim
SELECTED OPTIONS:
CODE DESCRIPTION INVOICE MSRP
040_01 Ice Cap NC NC
11_15 Boulder/Black w/Blue w/Fabric Seat Trim NC NC
FE 50 State Emissions NC NC
FE_ Fabric Seat Trim STD STD
PAINT Monotone Paint Application STD STD
STDAX 3.583 Axle Ratio STD STD
STDEN Engine: 2.4L 4-Cyl Turbocharged Hybrid I-FORCE MAX STD STD STDGV GVWR: 6,665 lbs STD STD
STDRD Radio: 8" Toyota Audio Multimedia STD STD
STDST Front Bucket Seats STD STD
STDTN Transmission: 8-Speed Automatic STD STD
STDTR Tires: 265/65R18 STD STD
STDWL Wheels: 18" TRD Sport Alloy STD STD
$44,876.00 $48,315.00
Open-End (Equity) Lease Rate Quote Quote No: 9393188
Printed On 12/02/2025 11:47:34 AM Page 3 of 6
Agenda Item #13.3.
CONFIGURED FEATURES:
Body Exterior Features:
Number Of Doors 4
Rear Cargo Door Type: tailgate
Driver And Passenger Mirror: power remote heated manual folding side-view door mirrors with turn signal indicator Door Handles: body-coloured
Front And Rear Bumpers: body-coloured front and rear bumpers with black rub strip Rear Step Bumper: rear step bumper
Front Tow Hooks: 1 front tow hooks
Box Style: regular composite
Body Material: galvanized steel/aluminum body material
: class IV trailering with harness, hitch
Paint Type: decal
Fender Flares: body-coloured fender flares
Grille: black grille
Convenience Features:
Air Conditioning automatic air conditioning
Air Filter: air filter
Cruise Control: cruise control with steering wheel controls, Full-Speed Range Dynamic Radar Cruise Control (DRCC) adaptive Fuel Remote Release: mechanical fuel remote release
Power Windows: power windows with front and rear 1-touch down Remote Keyless Entry: yes remote keyless entry
Illuminated Entry: illuminated entry
Integrated Key Remote: integrated key/remote
Auto Locking: auto-locking doors
Passive Entry: Smart Key proximity key
Steering Wheel: steering wheel with manual tilting, manual telescoping Day-Night Rearview Mirror: day-night rearview mirror
Auto-dimming Rearview Mirror: auto-dimming rearview mirror Driver and Passenger Vanity Mirror: illuminated auxiliary driver and passenger-side visor mirrors Emergency SOS: Safety Connect (up to 10-year trial subscription) emergency communication system Navigation System: Drive Connect Cloud Navigation (1-year trial subscription) navigation system with voice activation Front Cupholder: front and rear cupholders
Floor Console: full floor console with covered box
Overhead Console: mini overhead console with storage
Glove Box: locking glove box
Driver Door Bin: driver and passenger door bins
Rear Door Bins: rear door bins
Interior Concealed Storage: interior concealed storage
IP Storage: bin instrument-panel storage
Driver Footrest: driver's footrest
Retained Accessory Power: retained accessory power
Power Accessory Outlet: 2 12V DC power outlets
AC Power Outlet: 1 interior 120V AC power outlet
Entertainment Features:
radio AM/FM/HD/Satellite with seek-scan
Voice Activated Radio: voice activated radio
Speed Sensitive Volume: speed-sensitive volume
Steering Wheel Radio Controls: steering-wheel mounted audio controls Speakers: 6 speakers
Internet Access: Wi-Fi Connect with 30-day or up to 3GB trial subscription internet access TV Tuner: Destination Assist (1-year trial subscription) turn-by-turn navigation directions 1st Row LCD: 2 1st row LCD monitor
Wireless Connectivity: wireless phone connectivity
Antenna: integrated roof antenna
Lighting, Visibility and Instrumentation Features:
Headlamp Type projector beam LED low/high beam headlamps Printed On 12/02/2025 11:47:34 AM Page 4 of 6
Agenda Item #13.3.
Internally Adjustable Headlamps: manual-leveling headlights Auto-Dimming Headlights: Automatic High Beams (AHB) auto high-beam headlights Front Fog Lights: front fog lights
Cab Clearance Lights: cargo bed light
Front Wipers: variable intermittent wipers
Rear Window Defroster: rear window defroster
Tinted Windows: deep-tinted windows
Dome Light: dome light with fade
Front Reading Lights: front reading lights
Ignition Switch: ignition switch light
Variable IP Lighting: variable instrument panel lighting Display Type: digital/analog appearance
Tachometer: tachometer
Exterior Temp: outside-temperature display
Low Tire Pressure Warning: low-tire-pressure warning
Trip Computer: trip computer
Trip Odometer: trip odometer
Lane Departure Warning: lane departure
Blind Spot Sensor: blind spot
Front Pedestrian Braking: front pedestrian detection
Forward Collision Alert: forward collision
Water Temp Gauge: water temp. gauge
Clock: digital clock
Systems Monitor: driver information centre
Check Control: redundant digital speedometer
Rear Vision Camera: rear vision camera
Oil Pressure Warning: oil-pressure warning
Battery Warning: battery warning
Key in Ignition Warning: key-in-ignition warning
Low Fuel Warning: low-fuel warning
Door Ajar Warning: door-ajar warning
Brake Fluid Warning: brake-fluid warning
Transmission Fluid Temperature Warning: transmission-fluid-temperature warning Safety And Security:
ABS four-wheel ABS brakes
Number of ABS Channels: 4 ABS channels
Brake Assistance: brake assist
Brake Type: four-wheel disc brakes
Vented Disc Brakes: front and rear ventilated disc brakes Daytime Running Lights: daytime running lights
Spare Tire Type: full-size spare tire
Spare Tire Mount: underbody mounted spare tire w/crankdown Driver Front Impact Airbag: driver and passenger front-impact airbags Driver Side Airbag: seat-mounted driver and passenger side-impact airbags Overhead Airbag: curtain 1st and 2nd row overhead airbag Knee Airbag: knee airbag
Occupancy Sensor: front passenger airbag occupancy sensor Height Adjustable Seatbelts: height adjustable front seatbelts Seatbelt Pretensioners: front seatbelt pre-tensioners
3Point Rear Centre Seatbelt: 3 point rear centre seatbelt Side Impact Bars: side-impact bars
Tailgate/Rear Door Lock Type: manual tailgate/rear door lock Rear Child Safety Locks: rear child safety locks
Ignition Disable: immobilizer
Security System: security system
Panic Alarm: panic alarm
Tracker System: tracker system
Electronic Stability: electronic stability
Traction Control: ABS and driveline traction control
Printed On 12/02/2025 11:47:34 AM Page 5 of 6
Agenda Item #13.3.
Front and Rear Headrests: manual adjustable front head restraints AntiWhiplashFrontHeadrests: anti-whiplash front head restraints Rear Headrest Control: 3 rear head restraints
Seats And Trim:
Seating Capacity max. seating capacity of 5
Front Bucket Seats: front bucket seats
Number of Driver Seat Adjustments: 6-way driver and passenger seat adjustments Reclining Driver Seat: manual reclining driver and passenger seats Driver Lumbar: power 2-way driver and passenger lumbar support Driver Height Adjustment: manual height-adjustable driver and passenger seats Driver Fore/Aft: manual driver and passenger fore/aft adjustment Front Centre Armrest Storage: front centre armrest
Rear Seat Type: rear 60-40 split-bench seat
Rear Folding Position: rear seat flip forward cushion/seatback Leather Upholstery: cloth front and rear seat upholstery Door Trim Insert: cloth door panel trim
Headliner Material: full cloth headliner
Floor Covering: full carpet floor covering
Dashboard Console Insert, Door Panel Insert Combination: metal-look instrument panel insert, door panel insert, console insert Shift Knob Trim: leather/metal-look shift knob
LeatherSteeringWheel: leather steering wheel
Floor Mats: carpet front and rear floor mats
Interior Accents: metal-look interior accents
Standard Engine:
Engine 326-hp, 2.4-liter I-4 (hybrid regular gas)
Standard Transmission:
Transmission 8-speed automatic w/ OD and auto-manual
Printed On 12/02/2025 11:47:34 AM Page 6 of 6
Agenda Item #13.3.
2025 City of St. Helena
Fleet Recommendations
Agenda Item #13.3.
Proposed Vehicles To Be Replaced 2
Vehicle to be replaced: Current Mileage: Vehicle replacement suggested: Lease cost/yr Note:
2019 Ford Explorer 120,100 2026 Toyota Rav 4 hybrid $ 731.43 Commuter 2018 Ford Explorer 18,291 2026 Toyota Rav 4 hybrid $ 731.43 Green option
*2008 Toyota Highlander
Hybrid 142,235 2026 Toyota Rav 4 hybrid $ 731.43 High
mileage
*2008 Toyota Highlander
Hybrid 192,533 2026 Toyota Rav 4 hybrid(purchase)
$40,000
(est cost)
High
mileage
*2003 GMC Savanna (Van) 85,688 2026 Tacoma hybrid $895.83 Age/fuel cost
*2010 Gem Car N/A 2026 Toyota Rav 4 hybrid $731.43 Age
* To be Surplus
Agenda Item #13.3.
Proposed Vehicles To Be Reassigned
3 Vehicle to be reassigned: Vehicle replacement
suggested:
Lease
cost/mo
Designation of reassigned
vehicle:
2024 Ford F-150 hybrid
(Superintendent) commuter
2026 Toyota Rav 4 hybrid
commuter
$ 731.43 Reassigned in Parks
2024 Ford F-150 hybrid
(Superintendent) commuter
2026 Toyota Rav 4 hybrid
commuter
$ 731.43 Reassigned in Streets/
Government Building
2024 Ford F-150 hybrid
(Superintendent) commuter
2026 Toyota Rav 4 hybrid
commuter
$ 731.43 Reassigned in Utilities
2016 Ford F250 (Streets/Gov
Build) 2026 Tacoma hybrid $895.83
Stays in
Street/Government
Buildings and to be
downsized
Agenda Item #13.3.
4 Vehicle to be surplused
2003 Chevy passenger van
2003 Chevy passenger van
2008 Toyota Highlander Hybrid
2008 Toyota Highlander Hybrid
2012 Ford F-250
1999 Ford F-350
Proposed Vehicles To Be Surplused
Agenda Item #13.3.
5 Description Fund GL Account Amount
FY25/26
Capital Equipment
592- Equipment
Replacement 592-50-00-26-30 $398,972
-$463,494 total cost of 5 yr lease (Includes 2% Contingency) -$398,000 currently available in Equipment Replacement Fund Remaining $65K lease costs will be covered by future budgeted line items within the existing FY 2025-26 and FY 2026-27 Operating Budget amounts.
Funding
Agenda Item #13.3.
6 -Lease 9 new vehicles
-Purchase 1 new vehicle
-Replace:
-2 Hybrid vehicles
-3 Gas vehicles
-1 Electric vehicle
-Surplus 6 vehicles
Summary
Agenda Item #13.3.
7 Questions
Agenda Item #13.3.
Existing Leases
Unit No. Dept. YMM Mos in Service Term Remaining Term Monthly Lease 100 Utilities 2024 Ford F-150 16 60 44 1,183.72
209 Streets 2024 Ford F-150 16 60 44 1,250.82
304 Parks 2024 Ford F-150 11 60 49 1,167.45
103 WTP 2024 Ford F-150 13 60 47 1,137.89
300 Parks 2024 Ford F-150 10 60 50 1,175.00
101 Utilities 2024 Ford F-150 13 60 47 1,137.89
309 Parks 2024 Ford F-350 9 60 51 1,337.35
201 Streets 2024 Ford F-450 10 60 50 1,455.89
001 WH PW Admin 2019 Ford Explorer 84 84 0 32.49
008 Building 2018 Ford Explorer 94 96 2 73.78
102 WTP 2024 Toyota Tacoma 16 60 44 1,330.72
104 Utilities 2020 Ford F-550 59 60 1 2,348.98
105 Utilities 2019 Ford F-250 83 84 1 432.76
202 Streets 2019 Ford F-250 83 84 1 315.79
208 Streets 2020 Ford F-450 60 60 0 32.49
FD-Unit Fire 2018 Ford F-250 90 96 6 90.48
Total $14,503.50
Agenda Item #13.3.
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Agenda Item #13.3.
Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administration
DATE: December 9, 2025
FROM: Ethan Walsh, City Attorney
SUBJECT: Consideration of a Resolution: 1) Approving a First Amendment to the Employment Agreement with City
Manager Anil Comelo effective July 20, 2025, and 2)
Approving the Publicly Available Pay Schedule in
Accordance with the Requirement of California Code of
Regulations, Title 2, Section 570.5, for Executive
Management.
RECOMMENDED
ACTION:
Staff recommends approval of the attached resolution.
PREVIOUS COUNCIL
ACTION:
June 14, 2022 - Approval of Employment Agreement
November 14, 2023 - Approval of Performance Bonus and
Amended Employment Agreement
November 12, 2024 – Approval of Performance Bonus and
Amended Employment Agreement
STATEMENT OF THE
PURPOSE:
The purpose is to approve an amendment to the
employment agreement with City Manager Anil Comelo,
which amends the terms of the Agreement following
completion of the City Manager performance evaluation.
FINANCIAL IMPACT: The total Financial Impact is a reduction for Fiscal Year 2025-26 in the amount of $7,800.
BACKGROUND:
On June 14, 2022 the City Council approved an employment agreement with Mr. Anil Comelo effective July 26, 2022. Mr. Comelo’s employment agreement was amended on November 14, 2023, and amended again by a new employment agreement, which amended and replaced the prior employment agreement. That current employment agreement, effective July 26, 2024, provides that the City Council shall review and evaluate the performance of the City Manager, including eligibility for any discretionary, performance-based increase, at least once annually.
DISCUSSION:
The City Council recently completed its third performance evaluation of the City Manager, focusing on progress made over the past year toward achieving the City Council's established goals. The City Council acknowledges that, to effectively address the City's challenges, the City Manager must demonstrate decisive policy leadership and effectively organize efforts to implement the Council's goals and priorities in alignment with the City’s vision and mission.
Agenda Item #13.4.
Section 9(c) of Mr. Comelo’s employment agreement allows for a bonus of up to $10,000 when the City Manager surpasses the Council's defined performance objectives. While the Council’s review was favorable, Council has not indicated that it intends to grant a performance bonus based on the past year’s review.
The Council assigned an ad hoc subcommittee comprised of Councilmembers Barak and Summers to discuss potential amendments to the employment agreement with Mr.
Comelo. The proposed new terms (i.e., the terms that have changed from City Manager Comelo's prior Employment Agreement) are described below:
Salary Adjustments:
Under the City Manager’s existing employment agreement, he received an automatic seven percent (7%) increase, effective July 20, 2025, to his prior annual base salary of $287,830. Under the proposed amendment, effective July 20, 2025, Mr. Comelo would receive an increase of 3% to his prior base salary instead of the current contractually obligated 7%. Additionally, the agreement would be amended to eliminate the existing $10,000 FICA payment and $30,000 housing allowance and increase the City Manager’s annual base salary by $40,000 to $336,467.
The current salary range for the City Manager includes a minimum salary of $250,287 to maximum of $331,005. To effectuate the setting of the salary range it is necessary to amend the new salary schedule for Fiscal Year 2025-26 effective July 20, 2025. Staff is recommending that the range in the salary schedule be amended to increase the top end of the salary schedule to $336,467, consistent with the City Manager’s proposed new base salary.
ENVIRONMENTAL REVIEW:
None.
GOAL:
Goal 6: Improve Employee Recruitment, Retention, & Morale DOCUMENTS ATTACHMENTS:
First Amendment to Comelo Employment Agreement-c1
Resolution Approving First Amendment to City Manager Employment Agreement-c1 Executive Salary Schedule Efefctive 07.20.2025
Agenda Item #13.4.
83578.00000\44402395.1
FIRST AMENDMENT TO CITY MANAGER EMPLOYMENT AGREEMENT
Between the City of St. Helena and Anil Comelo
This First Amendment to Employment Agreement (“First Amendment”) is made and entered into by and between the City of St. Helena (“City”) and Anil Comelo (“Manager”) an individual, both of whom agree as follows:
RECITALS
WHEREAS, the City and Manager entered into an employment agreement (“Original Agreement”) effective July 21, 2024, to employ and appoint Employee as City Manager; and WHEREAS, the City and Employee desire to amend the Original Agreement to increase the Manager’s base salary from Three Hundred Seven Thousand Nine Hundred Eighty Dollars ($307,980) annually to Three Hundred Thirty-Six Thousand Four Hundred Sixty Seven Dollars ($336,467); and
WHEREAS, the City and Employee further desire to amend the Original Agreement to remove the Manager’s existing housing allowance of Thirty Thousand Dollars ($30,000), payable on July 26 annually, and to remove the City’s commitment to pay the employee share of federal payroll taxes required pursuant to Section 3101 of the Internal Revenue Code (“FICA withholdings”) on behalf of Manager in an amount not to exceed $10,000 annually; and WHEREAS, no other changes or modifications are requested and the Original Agreement shall otherwise remain in full force and legal effect.
AGREEMENT
The City and Manager hereby agree to amend the Original Agreement as follows:
1. Section 7.A of the Original Agreement is deleted in its entirety and replaced as follows:
“A. Manager's annual Base Salary shall be Three Hundred Thirty-Six Thousand Four Hundred Sixty-Seven Dollars ($336,467) effective July 20, 2025. Said amounts shall be payable in monthly or bi-weekly installments at the same time and in the same manner as other employees of the City are paid. Increases in Manager’s Base Salary may be effective at any time at the sole discretion of the City Council.”
2. Effective July 20, 2025, Section 14.B of the Original Agreement is deleted in its entirety, and the Manager shall no longer receive a housing allowance.
3. Effective July 20, 2025, Section 14.C of the Original Agreement is deleted in its entirety, and the City shall no longer pay the employee share of federal payroll taxes required pursuant to Section 3101 of the Internal Revenue Code (“FICA withholdings”) on behalf of Manager.
Agenda Item #13.4.