3 are to be conducted; determine and change the number of locations, relocations, and types of operations, processes and materials to be used in carrying out all City functions including, but not limited to, the right to contract for or subcontract any work or operations of the City; to assign work to and schedule employees in accordance with requirements as determined by the City and to establish and change work schedules and assignments upon reasonable notice; establish and modify productivity and performance programs and standards; discharge, suspend, demote, reprimand, withhold salary increases and benefits, or otherwise discipline employees for cause; establish reasonable employee performance standards including, but not limited to, quality, and quantity standards; and to require compliance therewith; take all necessary actions to carry out its mission in emergencies; and exercise complete control and discretion over its organization and the technology of performing its work. The City Council on its own behalf and on behalf of the City, hereby retains and reserves unto itself all rights, power, authority, duty, responsibility, and obligations confirmed on and vested in it by the laws and Constitution of the State of California and the United States of America.
Neither party is waiving their right to bargain or meet or confer over the impacts of the City’s exercise of such rights enumerated above, to the extent required by the MMBA and all governing and relevant laws.
ARTICLE 4: DEFINITIONS
Anniversary Date.
The date upon which a person is appointed to a position or as modified according to City Employee Handbook. The date determines eligibility for a salary step increase except as modified according to City Employee Handbook.
Benefits or Benefit Package.
City-paid Insurance, paid leaves, holidays, and other non-salary items which are part of the compensation paid to any employee.
City.
The City of St. Helena, California.
City Manager.
The City Manager of the City of St. Helena, California, or their designee.
City Service.
All positions in all departments and agencies of the City that are subject to control and regulation by the City Council of the City of St. Helena.
Classification.
The action of assigning a position to a class, that is, a particular type of employment in the City
4 Service designed to include all positions having duties and responsibilities sufficiently similar so that the same requirements as to education, experience, knowledge, and ability may be required of incumbents and the same schedule or compensation may fairly be made to apply.
Compensation.
The salary, wages, allowances, and all other forms of valuable consideration earned by or paid to any employee by reason of their service in a Position, but not including reimbursement for expenses incurred in the course of employment. See Employee Handbook Rule 3.
Continuous Service.
Length of uninterrupted employment (including holidays and authorized paid or unpaid leave, but not including other periods of leave without pay or times on suspension, in a regular position) that is measured from the effective date of appointment until separation.
City Council.
The City Council of the City of St. Helena.
Department Head.
The individuals designated as the administrative head of a City department. A member of the managerial staff of the City, consisting of the City Manager, the Assistant City Manager, the Fire Chief, the Police Chief, the Administrative Services Director, the Director of Public Works, the Community Development Director, the City Clerk, the Community Services Director .
Emergency.
Emergency shall include an event that damages or continues to threaten damage to the public health, safety, welfare, or property and shall include but not be limited to the following:
• The repair or clearance of streets necessary for continued access to properties, including street sweeping.
• The repair of public utility facilities.
• The repair of City equipment necessary to maintain public safety services. • Activities associated with natural or man-made catastrophe. • Ongoing investigation, surveillance, or similar police activities and the obtaining and serving of search warrants.
• Shortage of personnel necessary to maintain public safety services.
5 Employee.
A person legally occupying a full-time Position or office in the City Service that is listed in Article 2, and receiving compensation for services, other than an independent contractor. Employee and Full-Time Employee have the same meaning as used in this MOU.
Fitness for Duty.
See Employee Handbook Rule 9, Section 9.15.
Full-Time Employee.
An employee who regularly works a full-time 40-hour or 56-hour schedule per week.
Holidays.
See Employee Handbook Rule 9, Section 9.1.
Job Description.
A formal account of an employee’s responsibilities in regards to their classification and position.
Layoff Procedure.
See Employee Handbook Rule 11, Section 11.2.
Non-Probationary Employee.
An employee who has successfully completed the Probationary Period.
Non-Safety Employee.
An employee not part of the Firefighter (Firefighter, Fire Engineer, Fire Captain) series.
Position.
A specific office or employment provided by the budget, whether occupied or vacant, of limited term or regular term, and requiring the performance of certain duties and responsibilities assigned or delegated by the Appointing Authority.
Probationary Employee.
An employee who has not yet completed a prescribed Probationary Period.
Probationary Period.
A period to be considered an integral part of the examination, recruiting, testing, and selection process during which an employee is required to demonstrate fitness for the position to which the employee is appointed by actual performance of the duties of the position, and during which an employee may be rejected from the position without cause and without right of appeal.
Safety Employee.
An employee in a classification of the Firefighter series (Firefighter, Fire Engineer, Fire Captain).
6 Salary Range.
The range of salary rates for a class; the classifications may be paid on an hourly or salaried basis, as applicable, and the term “salary” is utilized as a general term for cash compensation paid either an hourly or salaried basis.
Salary Rate.
The dollar amount of each step in a salary range, or the flat dollar amount for a class not having a salary range.
Salary Step.
The minimum through maximum salary increments of a salary range.
Salary Upon Appointment.
See Employee Handbook Rule 3, Section 3.1.
Standby.
A period or condition which requires that an employee be able to readily report to work and be prepared to undertake work tasks. This will normally include either remaining available by telephone or otherwise arranging for the immediate and convenient notification of an emergency condition and being prepared to immediately report to the site of the emergency.
Step Increases.
See Employee Handbook Rule 3, Section 3.3.
Supervisor.
The mid-management staff of the City to include the designated assistant to a Department Head or the head of a sub-department or division of a department.
Title.
The name applied to a Classification or to each Position included in the Classification.
Workday.
One calendar day during which an employee is normally scheduled to work. If the employee is engaged in shift work that begins on one calendar day and ends on the following day, only one workday is denoted.
The City Employee Handbook has additional definitions. Where differences exist between the Employee Handbook and this MOU, the MOU language shall prevail.
7 ARTICLE 5: WORK HOURS/WORK SCHEDULE
A. WORK HOURS.
1. The current scheduled workweek for full-time Firefighter, Fire Engineer, and Fire Captain is 56 average scheduled duty hours per week, which approximates 2,912 hours per year.
2. The current scheduled workweek for full-time Non-Safety employees is 40 hours per week, which is 2,080 hours per year.
3. Pursuant to Article 3(B) the City may change the work hours at any time, with 30 days’ notice. In the event of a change, the City agrees meet or confer over the impacts of the City’s exercise of such rights, to the extent required by the MMBA and all governing and relevant laws.
B. WORK SCHEDULE.
The current duty schedule for the classifications of Firefighter, Engineer, and Fire Captain is a “48-96” work schedule consisting of two (2) consecutive, uninterrupted, 24-hour shifts, followed by four (4) consecutive 24-hour days off with three (3) platoons known as A, B, and C shifts. Employees working the “48-96” work schedule shall report for duty at 0700 hours and go off duty at 0700, forty-eight (48) hours later. “Shift” means twentyfour (24) hours and “tour” means forty-eight (48) hours. An example of the “48-96” work schedule is as follows:
Example Duty Schedule (regular shift personnel):
"X" denotes tour of duty.
"O" denotes off duty.
XXOOOOXXOOOOXXOOOOXXOOOO
1. The current “48-96” schedule has an FLSA pay period cycle of 14-days. Overtime refers to hours worked that exceed 106 hours in a designated 14-day work period.
Overtime hours are paid at a premium rate of time and one half the regular rate of pay as required by the FLSA.
2. The current work schedule for Non-Safety employees is a 40-hour work week consisting of either a Monday through Friday 8-hour workday with weekends off, or a 9/80 Flex Schedule.
3. The work schedule may be changed in the event of an emergency.
4. Pursuant to Article 3(B) the City may make a permanent change to the work schedule at any time, with 30 days’ notice. In the event of a change, the City
8 agrees meet or confer over the impacts of the City’s exercise of such rights, to the extent required by the MMBA and all governing and relevant laws.
C. FLEX SCHEDULE (Non-Safety Employees).
1. Eligibility.
A Flex Schedule is available to Fire Inspectors in order to allow them time during the workweek to accomplish tasks which do not require public contact (i.e., outside of the 8:00 a.m. to 5:00 p.m. public hours).
The Flex Schedule is voluntary, and subject to agreement by the employee and approval by the Department Head. Except in cases of emergency, the Department Head must provide at least 30 days’ notice to terminate an employee’s Flex Schedule.
The Flex Schedule will not impact the accrual of vacation, Sick Leave or other benefits. Vacation time or Sick Leave time will be deducted at the number of hours per day for those days which the leave is taken. For example, if an employee is absent on a day the employee was scheduled to work nine (9) hours, nine (9) hours of leave time shall be deducted, and if the employee is absent on a day the employee was scheduled to work eight (8) hours, eight (8) hours of leave time shall be deducted.
2. 9/80 Schedule and Workweek.
Employees on a 9/80 schedule are scheduled to work eight (8) nine-hour days, one (1) eight-hour day, and will have one (1) day off every two weeks.
The scheduled one (1) day off every two weeks shall be either Monday or Friday as approved by the Department Head, but must be consistent from week to week.
Employees cannot change or flex their scheduled one (1) day off, unless the change is intended to be permanent and approved by the City.
For all employees working a 9/80 schedule, their workweek shall begin exactly four (4) hours into their eight (8) hour shift on the day of the week which constitutes their alternating day off. For example, for an employee scheduled to work from 8:00 a.m. – 6:00 p.m. with every other Friday off, the workweek shall begin at noon on Friday, and end at noon the following Friday.
Employees Scheduled with Every other Friday Off.
During a two-week cycle, an employee working the 9/80 Flex Schedule will work nine hours per day Monday through Thursday and eight hours on Friday the first week. During the second week, the employee will work nine hours per day Monday through Thursday and be off on Friday.
9 For FLSA forty hour per week determination, the 9/80 Flex Schedule workweek begins four hours into the employee’s eight-hour shift.
In those instances where a holiday falls on the Friday Off, the preceding workday shall be a day off with holiday pay. Holiday pay is computed at the rate of eight hours. In order for an employee to be paid for nine hours when a holiday is observed on a scheduled nine-hour work day, the employee must make up the additional one hour of pay by either (1) using one hour of vacation or compensatory time off; or (2) working one additional hour on a scheduled work day during the same workweek that includes the day the holiday is observed.
Additionally, working the make-up hour, as described in this paragraph, shall not entitle the employee to overtime under the following paragraph.
Employees working a 9/80 Flex Schedule shall be entitled to overtime for hours worked in excess of nine hours per day Monday – Thursday and in excess of eight hours on Friday. Employees will also receive overtime for all hours worked over 40 hours in each workweek (as defined above), in accordance with the FLSA.
Employees Scheduled with Every Other Monday Off
During a two-week cycle, an employee working the 9/80 Flex Schedule will work eight hours on Monday and nine hours per day Tuesday through Friday the first week. During the second week, the employee will be off on Monday and work nine hours per day Tuesday through Friday.
For FLSA forty hour per week determination, the 9/80 Flex Schedule workweek begins four (4) hours into the employee’s eight (8) hour shift.
In those instances where a holiday falls on the Monday-Off, the subsequent work day shall be a day off with holiday pay. Holiday pay is computed at the rate of eight hours. In order for an employee to be paid for nine hours when a holiday is observed on a scheduled nine-hour work day, the employee must make up the additional one hour of pay by either (1) using one hour of vacation or compensatory time-off; or (2) working one additional hour on a scheduled work day during the same work week that includes the day the holiday is observed.
Additionally, working the make-up hour, as described in this paragraph, shall not entitle the employee to overtime under the following paragraph.
Employees working a 9/80 Flex Schedule shall be entitled to overtime for hours worked in excess of eight hours on Monday and in excess of nine hours per day Tuesday – Friday. Employees will also receive overtime for all hours worked over 40 hours in each workweek (as defined above), in accordance with the FLSA.
D. MEAL BREAKS (Non-Safety Employees).
Full-Time Employees are scheduled a period of between 30 and 60 minutes,
10 generally in the middle of the workday, during which they are free to eat a meal or do personal errands. Unless directed otherwise, employees are not paid for this time and are free to leave the workplace.
E. REST BREAKS (Non-Safety Employees).
For each four (4) hours of work, conditions permitting, employees are granted a fifteen (15) minute rest break during which they may engage in personal conversations, move about, and otherwise “take a break” from the normal duties of their assignments. This time will be paid by the City as part of the workday.
ARTICLE 6: PERSONNEL MATTERS
A. PROBATIONARY PERIOD AND APPLICABILITY OF FIREFIGHTERS BILL OF RIGHTS ACT.
1. Probationary Period (Safety Employees).
Safety Employees covered by this Program shall serve a probationary period of eighteen (18) months. Probationary employees may be terminated without cause. As required by the Firefighters Bill of Rights Act, employees who have passed the probationary period shall be covered by the provisions of the Act, and the applicable disciplinary procedures for such employees is covered in established City policies.
Probationary Period (Non-Safety Employees).
Non-Safety Employees covered by this Program shall serve a probationary period of twelve (12) months. Probationary employees may be terminated without cause. Employees who have passed the probationary period shall be covered by the applicable disciplinary procedures in established City policies and this MOU, but not the Firefighters Bill of Rights Act.
2. Termination During Probationary Period.
If at any time prior to successful completion of the Probationary Period the City Manager determines that it is in the best interest of the City to terminate the employment of the Probationary Employee, it will be their discretion to do so without further justification. Probationary Employees are not entitled to the Disciplinary and Appeal Procedures set forth in Article 14 of this MOU and may be terminated at will, with or without notice.
3. Extension of Probationary Period.
If it appears that the employee will not successfully complete the prescribed Probationary Period, the City Manager also has the discretion of extending the Probationary Period once for an additionalsix months, if the City Managerfeels it is in the best interest of the City to do so.
11 4. Promotional Probationary Period:
The length of probationary period for employees promoted to a position in a higher class shall be twelve (12) months beginning with the date of appointment to the new class. If employee is rejected during promotional probationary period, they have a conditional right of return to prior position pursuant to Section 6.4 of Employee Handbook.
B. EMPLOYEE EVALUATIONS.
Each employee shall be evaluated no less than annually by their Supervisor, according to a system approved by the City Manager. Each employee’s evaluation shall be reviewed with the employee by the Department Head, after which the employee is expected to sign the evaluation. Signing the evaluation does not indicate agreement with that evaluation, and the employee may submit reasonable comments in explanation or rebuttal to its contents. After review by the City Manager, employee evaluations, including reasonable material submitted by the employee, will be placed in the employee’s personnel file. A satisfactory or above evaluation must be obtained before each promotion, Classification upgrade, or step increase is granted.
ARTICLE 7: EMPLOYEE COMPENSATION
A. WAGES.
The wages for Employees covered by this agreement are set forth in Exhibit B, attached to this MOU.
B. BILINGUAL PAY.
Bilingual pay for fluency in both English and Spanish will be paid to employees who are routinely and consistently assigned to communicate in Spanish or to provide translation for City business by communicating in Spanish. For employees who are certified as fluent in both written and verbal Spanish language, bilingual pay will be five percent (5%) of the designated employee’s base rate of pay. For employees who are certified as fluent only in verbal Spanish language, bilingual pay will be two and one-half percent (2.5%) of the designated employee’s base rate of pay. Only designated employees certified by the City as fluent in both English and Spanish are eligible for this additional pay.
C. OUT-OF-CLASS PAY.
It may be necessary for Fire Captains, Fire Engineers, and Firefighters to work out-of-class as assigned by the Fire Chief separate from their assigned positions during emergency calls or complex incidents as determined by the Fire Chief or when the Fire Chief is not available to manage the incident or in the case when the Fire Chief is on vacation or in the case of staffing availability. In the case when any of these situations arise, the employee acting in the out-of-class assignment shall receive out-of-class pay of five percent (5%) of the employee's base wage rate for any assignment longer than two hours.
12 This time shall be recorded on the employee's time sheet and designated as out-of-class on the submitted time sheet. This designation and hours worked in this capacity shall be verified by the Fire Chief or his designee.
D. LONGEVITY PAY.
Longevity pay shall be provided to each permanent employee on the employee’s fifth anniversary of continuous employment at the rate of two and one-half percent (2.5%) of rate of pay. At the employee’s tenth anniversary, the longevity increment shall be increased to a total of five percent (5%) of rate of pay, at the fifteenth anniversary a total of seven and one-half percent (7.5%) of rate of pay, and at the twentieth anniversary, a total of ten percent (10%) of rate of pay.
E. OVERTIME PAY.
Employees shall be entitled to overtime pay in accordance with the requirements of applicable law for hours worked.
F. WORK PERIOD.
1. In accordance with Section 7(k) of the Fair Labor Standards Act (FSLA), the work period established by the City for Firefighter, Fire Engineer, and Fire Captain is a 14-day 106- hour work period.
2. The work period established by the City for non-safety employees is a 7-day 40-hour work period.
G. FLSA OVERTIME.
Pursuant to Section 7(k) of FSLA, the City agrees to compensate all firefighters for hours worked above the fifty-three hours per week at the normal overtime rate of pay (time and one-half) regardless of whether employees are on any type of paid leave.
The City agrees to compensate Non-Safety employees for overtime as stated in Article 5(C)(2) above.
Pursuant to Article 3(B) the City may change the Work Period at any time, with 30 days’ notice. In the event of a change, the City agrees meet or confer over the impacts of the City’s exercise of such rights, to the extent required by the MMBA and all governing and relevant laws.
H. OVERNIGHT STANDBY PAY.
In the discretion of the Fire Chief when standby coverage is required, Employees may sign up for overnight standby coverage. Employees signing up for overnight standby coverage will receive a stipend based on their rank within the department. Firefighters will receive $50 per overnight standby assignment. Engineers and officers will receive $75 per overnight standby assignment. The Stipend is paid in addition to hours worked during standby assignment.
13 I. COST OF LIVING ADJUSTMENT (COLA).
Wages paid and any special compensation shall be in accordance with the most recent applicable resolution adopted by the City Council, and any amendments thereto. Such resolutions are hereby incorporated as part of this MOU and are available from the City Clerk.
a. Effective July 1, 2026, each step in the salary schedule for all classifications shall be increased by a three percent (3%) Cost of Living Allowance.
J. HOLIDAY PAY ON HOLIDAYS.
In lieu of holiday time off, Safety employees shall receive additional holiday compensation on a prorated basis on each paycheck, for a total of twenty-six (26) paychecks annually, for ninety-six (96) hours equivalent to twelve (12) recognized City holidays at 11.2 hours per day. Member’s compensation for the holidays shall be computed in the same fashion as is the rate of pay for vacation.
a. Holiday hours shall be earned as follows:
• 11.2 hours per each holiday times twelve (12) recognized City holidays for a total of 134.4 hours of holiday compensation to be averaged over twenty-six (26) paychecks annually.
b. When required to work on a holiday, non-safety employees shall be paid twice the rate of pay at which the employee would be paid on a non-holiday. This section is not applicable to Standby Pay since call-out is not a normal designated workday.
K. HOLIDAYS (Non-Safety employees).
1. Holidays
The following holidays shall be recognized for all Non-Safety employees:
New Year's Day (January 1st)
Martin Luther King Day (Third Monday in January)
President's Day (Third Monday in February)
Memorial Day (Last Monday in May)
Juneteenth (June 19th)
Independence Day (July 4th)
Labor Day (First Monday in September)
Veteran's Day (November 11th)
Thanksgiving Day (Fourth Thursday in November)
Friday after Thanksgiving
Christmas Eve Day (December 24th)
Christmas Day (December 25th)
14 2. Exceptions.
When a holiday falls on a Saturday, the preceding Friday shall be deemed holiday. When a holiday falls on a Sunday, the following Monday shall be deemed a holiday. When Christmas Eve falls on a Friday, the preceding Thursday shall be deemed a holiday. When Christmas day falls on a Monday, the following Tuesday shall be deemed a holiday. When Christmas falls on a Thursday, the following Friday shall be a holiday in lieu of Christmas Eve Day
3. Observance.
Except for emergency services, all City offices shall be closed on recognized holidays established by Council resolution or ordinance.
4. Holiday Pay
Full-Time Employees shall receive full pay provided they are employed and in a paid status on the first working day prior to and following the holiday.
ARTICLE 8: TIME OFF AND LEAVES OF ABSENCE
A. VACATION LEAVE (Safety employees).
Firefighters, Fire Engineers, and Fire Captains shall accumulate vacation in accordance with the following vacation entitle schedule:
Years of Continuous Service Vacation Hours Earned/Year
1-5 years 112
6th year 168
7th year 179
This pattern continues until 224 hours per year is reached. On the employee’s 25th anniversary and every five years thereafter, an additional 11.2 hours will be awarded on that year.
B. VACATION ACCRUAL (Safety employees).
Employees shall begin earning vacation upon the first day of employment. Vacation leave time shall be accrued as it is earned; odd fractions rounded to the nearest tenth. Vacation time shall not be taken until earned and shall be subject to other provisions of this agreement. When an employee is on a leave without pay status, the employee shall not be entitled to earn vacation.
For purposes of calculating vacation earned upon termination, the employee’s final accrual will be prorated, based on the days worked in the employee’s last month of employment. Upon termination of an employee’s service with the City, the employee shall be paid a lump sum for all earned vacation not taken, at the employee’s hourly rate
15 then in effect.
Employees will not earn additional vacation leave once their accrued vacation balance has reached 360 hours.
C. VACATION USAGE (All employees).
An employee may not use vacation until the employee has completed six months of City service in the position. An employee may take vacation at a time approved by the Fire Chief. It is the policy of the City that employees take their normal provided vacation leave each year. Vacation shall be taken in minimum increments of two hours.
D. VACATION LEAVE (Non-Safety employees).
1. Rate of Accrual or Award.
Employees shall accrue or be awarded vacation pay based on their years of Continuous Employment at the following rates:
a. Less than five years of Continuous Employment: Full-Time Employees earn vacation at the rate of ten days per year. Vacation accrues on a monthly basis (six hours and forty minutes per month).
b. After five years of Continuous Employment with the City, Full-Time Employees will accrue vacation at the rate of fifteen days per year; after six years, sixteen days; after seven years, seventeen days; eight years, eighteen days; nine years, nineteen days; and ten years, twenty days per year.
c. After twenty-five years of Continuous Employment with the City, Full-Time Employees will earn one additional day of vacation each year and continue to earn one additional day of vacation every five years thereafter.
E. PERSONAL CONVENIENCE HOLIDAYS.
1. Except for the calendar year they are hired, on January 1st of each year, Firefighters, Fire Engineers, and Fire Captains earn 22.4 hours of Personal Convenience Holidays for use during that calendar year,. The hours must be used by the end of the calendar year and does not accrue. After five years of service, employees earn 56 hours of Personal Convenience Holidays.
2. Each Non-Safety employee shall be eligible for two (2) Personal Convenience Holidays of eight (8) hours each per year. After five years of Continuous Employment, nonsafety employees shall be eligible for an additional three (3) Personal Convenience Holidays each year. Personal Convenience Holidays are granted on January 1st of each year and must be used prior to the end of the calendar year and will not accrue.
They may be taken at the employee's convenience, subject to the Department Head's approval. These Personal Convenience Holidays shall not incur additional expense to the City, e.g., causing another employee to work overtime, etc. Each Personal Convenience Holiday must be taken as a full day off. Employees do not receive
16 Personal Convenience Holidays during the calendar year in which they are hired.
F. SICK LEAVE.
1. Safety employees shall accrue sick leave at 11.2 hours per month. a. Upon initial hire into SHPFA, new full-time Safety employees will receive the equivalent to 10 pay periods of annual Sick leave accrual into their Sick leave account. Annual accrual of 11.2 hours per month will begin on the 11th pay period of employment, prorated for the remainder of their first year of employment.
2. Non-safety employees shall accrue and use sick leave in accordance with City of St.
Helena Personnel/Administrative Sick Policy and the provisions of this Article. The provisions of this Article 8(F) shall supersede any inconsistent provisions of the Sick Leave.
G. FAMILY CARE.
To the extent required by law, sick leave may be used to care for ill family members.
H. BEREAVEMENT LEAVE.
The City shall allow regular full-time employees to take up to five (5) days of bereavement leave, upon the death of a family member (spouse, child, parent, sibling, grandparent, grandchild, domestic partner, or parent-in-law).
Days of bereavement leave do not need to be consecutive; Bereavement leave must be completed within three (3) months of the date of the death; Employee shall be entitled to no less than five (5) days of leave; The employee may elect to use any accrued and unused paid leave that is otherwise available to them for bereavement leave (e.g., paid vacation, personal leave, accrued and available sick leave, or compensatory time off, etc.).
The City may request that the employee provide documentation of the death if requested within thirty (30) days of the first day of leave. Documentation includes, but is not limited to, a death certificate, a published obituary, or written verification of death, burial, or memorial services from a mortuary, funeral home, burial society, crematorium, religious institution, or governmental agency.
The City shall maintain the confidence of any employee requesting bereavement leave.
I. JURY OR WITNESS DUTY.
Employees shall be granted a leave of absence with full pay for jury duty; subpoena of the employee as a witness; or attendance in court resulting from the employee’s official duties as assigned by the City Manager. Any compensation received by the employee for the above, except for travel reimbursement, shall be promptly remitted to the City by the
17 employee.
J. PREGNANCY DISABILITY LEAVE.
Leave for Pregnancy, Childbirth and Related Medical Conditions (California Government Code Section 12945):
In addition to leave authorized by Article 8, eligible employees may take leave based on pregnancy, childbirth, or related medical conditions pursuant to California Government Code Section 12945. Generally, this leave should not exceed six (6) weeks for a normal pregnancy, childbirth, or related conditions, but may be taken for a period of up to a total of four (4) months if the employee is disabled due to pregnancy, childbirth, or other medical conditions. The need for leave beyond six (6) weeks due to disability shall be verified in writing by the employee’s physician. The employee may use accrued leave balances during leave taken pursuant to this Section. If the period of leave exceeds the employee’s accrued leave balances, the balance of the leave shall be taken as unpaid leave.
K. CFRA AND FMLA LEAVE.
The Employee Handbook addresses leave rights under the federal Family and Medical Leave Act and the California Family Rights Act (also referred to as the California Medical Leave Act).
L. INDUSTRIAL ACCIDENT LEAVE.
The City shall provide paid leave and benefits consistent with the State’s Worker’s Compensation laws and California Labor Code Section 4850.
M. LEAVE OF ABSENCE WITHOUT PAY.
Upon the written request of any employee, the City Manager may approve in writing a leave of absence without pay for a period up to thirty (30) calendar days. Except in the cases of illness or maternity, an employees' request for Leave Without Pay shall be submitted to the City Manager, accompanied by a recommendation or an explanation from the manager as to how an adequate level of service can be maintained during their absence. Such leave may be extended up to one calendar year by action of the City Council.
N. MILITARY LEAVE.
An employee called to active duty in any reserve component of the Armed Forces of the United States or the National Guard shall be granted a leave of absence for the duration of said active duty. Any full-time employee on a military leave of absence shall be compensated as outlined in the City’s Employee Handbook if the employee provides proper documentation from the Commanding Officer concerning their active duty; or, if the employee is a Commanding Officer, with a copy of the order to report to active duty and any applicable extension orders.
18 O. COMPENSATORY TIME OFF.
Notwithstanding the provisions of this section, fire employees may be granted compensatory time off for overtime credit, at the discretion of the Fire Chief and with due regard to the wishes of the employee. Compensatory time off may be accumulated up to a maximum of one hundred twenty (120) hours.
ARTICLE 9: OTHER BENEFITS
A. UNIFORMS.
Safety employees shall receive an annual uniform allowance of $1,200. The uniform allowance will be paid out proportionately with each of the twenty-six (26) paychecks.
The City shall provide uniforms to employees in the classification of Fire Inspector. The Department shall establish and administer uniform standards, including the number and type of uniform items issued and replacement practices.
ARTICLE 10: HEALTH, DENTAL, LIFE AND DISABILITY INSURANCE A. GENERAL PROVISIONS:
1. The City will pay the full cost of the employee’s enrollment in City offered health insurance plan to cover both the employee and the employee’s dependents. The City will pay the full cost of enrollment in City offered plans for dental coverage for the employee and their dependents. When an employee commences work with the City, the effective date of coverage of their benefits distribution selection shall be established by the individual carrier. In most cases, coverage begins the first of the month following date of hire.
2. Employees will choose from available insurance programs and/or health and welfare plans at the time of hire or as carriers allow during Open Enrollment periods.
Dependent coverage may be added or deleted between Open Enrollment periods subject to conditions imposed by the selected carriers.
3. Employees who are eligible for Employer-sponsored medical insurance and who voluntarily decline such coverage during open enrollment because they are covered under another group medical insurance plan may elect to receive an opt-out stipend of three hundred dollars ($300) per month.
a. Employee must provide satisfactory proof of coverage under another plan (spouse, significant other, domestic partner, parent, etc.), with the exception of employees covered under any governmental/state medical care program like Medi-Cal, who are not eligible to receive the stipend. b. Employee may elect to “opt-out” of dental and vision at any time without
19 proof of alternate coverage (stipend does not apply to dental and vision). c. The monthly stipend will not increase if electing to “opt-out” of additional plans.
d. It is the employee’s responsibility to inform Human Resources immediately if and when they will no longer be eligible or covered under an alternate medical plan.
e. In the event a qualifying event triggers an employee to lose alternate coverage, employee will be re-enrolled under St. Helena’s medical plan. f. If an employee loses alternate coverage and is re-enrolled in the City’s plan, their monthly stipend will end immediately.
g. Stipends will be paid the month following election (if elected January 1, stipend will be included in first payroll check of February) and are taxable as income (regular payroll taxes apply).
B. LIFE INSURANCE.
The City will provide term life insurance for each Safety employee in the amount of $50,000.
The City will provide term life insurance for each Non-Safety employee in the amount of $25,000.
Employees may elect to increase the value of their life insurance policy by $20,000 at their own expense. Employees opting for the additional coverage will have the cost of that coverage deducted from their pay.
C. SHORT-TERM DISABILITY INSURANCE.
The City will pay for the employee’s cost to participate in the State Disability Insurance (SDI) program.
D. VISION CARE.
The City will pay for vision care benefits, for the employee and all dependents through the City’s vision insurance plan.
ARTICLE 11: RETIREMENT BENEFITS
A. CALPERS.
Employees are provided retirement benefits under the California Public Employee Retirement System (CalPERS).
1. Safety Employees
Tier One. Employees Hired Before July 1, 2012 (Tier One Classic Members) This section 3.1 (including subsections) shall apply to employees hired by the City of
20 St. Helena in full-time safety positions with CalPERS membership before July 1, 2012. • 1/2 at 55 Pension Formulas: The “1/2 @ 55” retirement program will be available to members covered by this Section.
• Final Compensation Based On 36-Months: For the purposes of determining a retirement benefit, final compensation for members covered by this Section 3.1 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service as required by Government Code Section 20037.
• Required Member Contributions:
Members covered shall pay, through payroll deduction, the full 10.1% member contribution for the Safety Group.
PEPRA. 2% at 57 For Members Hired On or After January 1, 2013 and Not Qualified For Reciprocity (Not a Classic Member):
• This Section (including subsections) shall apply to members who were hired as fulltime employees eligible for CalPERS membership on or after January 1, 2013, and who do not qualify for pension reciprocity (not a Classic Member) as stated in Government Code Section 7522.02(c).
• 2% at 57 Pension Formulas: The “2% @ 57” retirement program will be available to members covered by this Section 3.3.
• Final Compensation Based On 36-Months: For the purposes of determining a retirement benefit, final compensation for members covered by this Section 3.3 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service as required by Government Code Section 7522.32.
• Required Member Contributions:
Required 50% of Normal Costs: As required by Government Code Section 7522.04(g), effective January 1, 2013, members covered by this Section 4.3 shall pay, through payroll deduction, fifty percent (50%) of normal costs.
2. Non-Safety Employees
Tier One 2% at 55 Retirement Program – Employees Hired Before July 1, 2012 (Tier 1 Classic Members)
This Tier One Section (including subsections) shall apply to employees hired before July 1, 2012:
a. 2% at 55 Pension Formula
The “2% @ 55” retirement program will be available to employees covered by
21 this Section.
b. Final Compensation Based On 12-Month Period
For the purposes of determining a retirement benefit, final compensation for employees covered by this Section 1 shall mean the highest twelve (12) consecutive month period as specified in Government Code Section 20042. c. Required Employee Contributions
• Member Contribution
Employees covered by this Tier One Section shall continue to pay, through payroll deduction, the full 7.0% member contribution. • Pension Cost Sharing
Effective January 9, 2016, employees covered by this Section 1 shall pay, through payroll deduction, the full 7.0% member contribution and an additional 1% of PERSable compensation toward the City’s required contribution for a total contribution of 8% toward the normal cost of pension benefits as permitted by Government Code Section 20516.
Tier Two: 2% at 60 Retirement Program for Employees Hired On or After July 1, 2012, and Before January 1, 2013, and Employees Qualified for Reciprocity (Tier Two Classic Members)
This Tier Two Section (including subsections) shall apply to employees hired on or after July 1, 2012, and before January 1, 2013. In addition, this Section 2 (including subsections) shall apply to employees hired on or after January 1, 2013, who are qualified for pension reciprocity as stated in Government Code Section 7522.02(c) and related CalPERS reciprocity (Classic Member) requirements:
A. 2% at 60 Pension Formula
The “2% @ 60” retirement program will be available to employees covered by this Section 2.
B. Final Compensation Based On 36-Month Period
For the purposes of determining a retirement benefit, final compensation for employees covered by this Section 2 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service.
C. Required Employee Contributions
• Member Contribution
22 Employees covered by this Tier Two Section shall continue to pay, through payroll deduction, the 7.0% member contribution. • Pension Cost Sharing
Effective the first full pay period in January 2016, employees covered by this Section 2 shall pay, through payroll deduction, the full 7.0% member contribution and an additional 1% of PERSable compensation toward the City’s required contribution for a total contribution of 8% toward the normal cost of pension benefits as permitted by Government Code Section 20516.
Tier Three: 2% at 62 PEPRA Retirement Tier Required For Employees Hired On or After January 1, 2013 and Not Qualified For Reciprocity (Not a Classic Member) This Tier Three Section (including subsections) shall apply to employees who were hired on or after January 1, 2013, and who do not qualify for pension reciprocity (not a Classic Member) as stated in Government Code Section 7522.02(c).
a. 2% at 62 Pension Formula
The “2% @ 62” retirement program will be available to employees covered by this Tier Three Section.
b. Final Compensation Based On 36-Month Period
For the purposes of determining a retirement benefit, final compensation for employees covered by this Section 2 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service.
c. Required Employee Contributions
i. Required 50% of Normal Costs
As required by Government Code Section 7522.30, effective January 1, 2013, employees covered by this Section 3 shall pay, through payroll deduction, fifty percent (50%) of normal costs.
ii. Pension Cost Sharing
Effective the first day of the first full pay period in January 2016, in addition to paying 50% of normal costs as described above, employees covered by this Section 3 shall pay, through payroll deduction, an additional 1.0% of PERSable compensation toward the City’s normal cost of pension benefits as permitted by Government Code Section 20516.
23 3. Converting Sick Leave Balance.
An employee who retires may convert their unused sick leave balance to service credit as provided by Government Code Section 20965.
4. Other Options Included In CalPERS Contract.
Employees shall be eligible for other options included in the City’s contract with CalPERS applicable to safety employees as stated in that contract, and allowed by law.
5. Implementation of Internal Revenue Code Section 414(h)(2).
As permitted by Internal Revenue Code Section 414(h)(2) and Government Code Section 20516, each employee shall pay, through payroll deductions, the PERS contributions described in this Article 11 with state and federal income tax on the PERS member contribution deferred to the extent permitted by Internal Revenue Code, 26 USC Section 414(h)(2).
6. All Provisions Subject to Requirements of Law.
The City is required to comply with all requirements of law governing the CalPERS retirement program, including, but not limited to eligibility and reporting requirements. In implementing this MOU and related practices, the City will comply with the requirements of law, and those legal requirements prevail over any inconsistent prior practices or prior resolutions.
B. 401(A) MONEY PURCHASE PLAN
CITY CONTRIBUTION TO FULL-TIME PEPRA AND FULL-TIME CLASSIC SHPFA SAFETY EMPLOYEES.
The 401(a) Money Purchase Plan benefit established by the parties as consideration in lieu of a prior salary adjustment shall continue as follows:
1. The City shall make a four percent (4%) pre-tax base salary contribution to the 401(a) Money Purchase Plan account of each full-time PEPRA and full-time Classic Safety member each pay period, up to the annual limit under IRC §415(c).
2. These contribution limits are inclusive of the contributions of the City, which also includes any contributions of the City or employee to any other 401(a) accounts the full-time PEPRA and Classic safety employees hold with the City or other entities related to the City that meet IRS requirements.
3. Because the City contribution is derived from base salary, the City’s dollar contribution to each full-time PEPRA member’s and full-time Classic member’s 401(a) Money Purchase Plan account shall increase with any increase to the full-time PEPRA and fulltime Classic base salary, subject to the contribution limits set forth above.
4. In no event will the City’s contribution exceed four percent (4%) of the full-time members’ pre-tax base salary.
5. No employee contribution will be permitted to the employee’s 401(a) Money Purchase
24 Plan account.
6. This provision shall be in addition to the current retirement formula through CalPERS, 2%@57 (PEPRA) and ½@55 (Classic).
C. DEFERRED COMPENSATION PLAN (457).
The City offers a Deferred Compensation Plan under which employees may designate portions of their salaries to be deferred for tax purposes. The City will equally match an employee’s deferred compensation contribution, not-to-exceed seventy-five dollars ($75.00) per month. Employees may elect to make traditional (pre-tax) and/or ROTH (posttax) contributions to the plan, up to the maximum allowed, under IRS rules.
If the City increases the Deferred Compensation monthly employer contribution applicable to any other represented employee bargaining unit for the term of this MOU, employees covered herein shall receive the same monthly contribution effective on the same date.
D. RETIREMENT HEALTH SAVINGS (RHS) PLAN.
The City agrees to establish an RHS Plan through MissionSquare. The plan will be voluntary and contributions will be made by members as allowed under IRS rules.
E. SOCIAL SECURITY PAYMENT.
Employee contributions for Social Security are the responsibility of the employee and will not be reimbursed by the City.
ARTICLE 12: TRAINING AND PROFESSIONAL GROWTH
A. TUITION REIMBURSEMENT.
The City of St. Helena encourages professional growth which is beneficial to both the City and the employees. The City will provide reimbursements for employees up to $3,500 per fiscal year for the cost of books and tuition incurred for which the employee earns college credits for classes taken in pursuit of an academic degree from an accredited college or university, which would promote professional development within City of St. Helena employment. The program is voluntary.
B. SPECIALIZED SCHOOLS AND TRAINING.
Individual Full-Time employees will be reimbursed for up to $750.00 per year in educational expenses for job-related courses. The total amount reimbursed to all employees in the unit represented by the Association through this program will not exceed $4,500.00 per year, subject to the City Manager’s determination that courses and training are job-related. This provision does
25 not include payment of fees or tuition for course work taken in pursuit of an academic degree.
The program is voluntary.
1. Courses in A and B above require pre-approval prior to the date of enrollment in the course of study to ensure the expense is eligible under the MOU.
2. The combined amount of reimbursement for sections A and B shall not exceed $3,500 per year per employee.
To promote continued development of skills, knowledge, and abilities among the Employee, the Fire Chief may grant time off to employee(s) for educational leave. Such leave may be received in order to attend professional, technical, or managerial workshops, courses, conferences, conventions, seminars, or related activities. The cost of attendance at these activities, including travel, per diem, registration, tuition, materials or other reasonable costs, are legitimate City expenditures as provided for in the annual City Budget.
ARTICLE 13: BENEFITS ON SEPARATION
Upon separation from employment, all benefits provided by the City to an employee shall be terminated with the following exceptions:
A. COBRA CONTINUATION.
An employee leaving City employment may be entitled to certain insurance coverage opportunities, at employee’s expense, under the federally mandated COBRA Program and California counterpart. Employee will receive notice of COBRA options and must timely elect benefit continuation.
B. CONTINUATION OF CERTAIN INSURANCE POLICIES.
Upon retirement from City service, an employee enrolled immediately preceding retirement in an insurance program (other than life insurance) maintained orsponsored by the City, may continue to be enrolled in such program subject to the conditions of the applicable insurance plan and set forth below.
1. Conditions.
a. That continued enrollment hasthe approval of the insurance company concerned. b. Enrollment will cease at such time as the City terminates or converts an insurance program.
c. The retired employee shall be responsible for the entire premium and shall either regularly reimburse the City for the full premium payment or make payments directly to the insurance company.
26 ARTICLE 14: ADDITIONAL DUTIES
See Exhibit A.
ARTICLE 15: GRIEVANCE PROCEDURE
A. GRIEVANCE DEFINED.
A grievance is a formal allegation by a member of the Association or by the Association on behalf of a member, regarding an alleged violation of a specific provision of this MOU during itsterm, excluding all City ordinances, resolutions, rules and regulations, the subject of which are not specifically covered by the provisions of this MOU. This grievance procedure shall not apply to discipline, performance evaluations, layoff, demotion, reprimand, transfer, denial of reinstatement or denial of step increase. This grievance procedure shall be the exclusive means of resolving contract grievances of employees covered by this MOU.
B. PROCEDURE.
1. Step 1: Informal Discussion.
Within ten (10) calendar days of the occurrence or when they become aware of an act in dispute an employee shall discuss it with their immediate Supervisor, who shall investigate and attempt to resolve the matter. The Supervisor shall give the employee an oralreply within five (5) calendar days afterthe discussion.
If the employee is not satisfied with the response, they may proceed to Step 2.
2. Step 2: Department Head Determination.
Any dispute not resolved at Step 1 may be submitted to the Department Manager in writing within ten (10) calendar days after the Supervisor’s response in Step 1. The written statement should cite the specific provision of this MOU in dispute. A copy of the written statement shall be provided to the affected employee’s immediate Supervisor. Within five (5) calendar days thereafter, a meeting shall be scheduled with the employee and the Department Head who shall attempt to resolve the matter. The Department Head shall give the employee a written reply within five (5) calendar days after such meeting. If the employee is not satisfied with the response, they may proceed to the next step.
3. Step 3: City Manager Review.
27 Any dispute not resolved at Step 2 may be submitted in writing to the City Manager, with copies of the Step 2 response, within five (5) calendar days after the Department Manager’s response. The City Manager shall provide written confirmation of receipt of the dispute to the employee, and shall schedule a meeting within five (5) calendar days, to discuss the matter with the employee.
After consideration of the facts, the City Manager shall give a written decision to the employee within ten (10) calendar days after the meeting.
4. Step 4: City Council Review.
The decision of the City Manager may be appealed to the City Council for review if the grievance remedy sought has a value exceeding $25,000. In such event the employee may request a hearing before the City Council. Such request for hearing must be submitted in writing within fifteen (15) days of receipt of the City Manager’s decision and shall include in detail the facts giving rise to the general grievance and all supporting documentation necessary for City Council consideration. Management shall calendar on the City Council Agenda such request and supporting documentation within thirty (30) days. The matter may be heard in open or closed session as permitted by law. The City Council shall have the following options: (1) refuse to hear the appeal; (2) make a decision on the documentation submitted; or (3) hold a hearing after which they shall make a decision.
The decision of the City Council shall be final.
C. DEADLINES.
Failure to timely initiate a grievance or timely advance it properly to the next level shall constitute a waiver of the grievance, However, the partiesmay mutually agree to extend any of the above deadlinesin writing, for example in the event of an involved party’s prolonged illness or in response to other unavoidable circumstances.
ARTICLE 16: RESIGNATION, TERMINATION AND DISCIPLINARY ACTION A. RESIGNATION.
An employee wishing to separate from service to the City in good standing shall file with the Department Head, at least two (2) weeks prior to leaving City service, a written resignation stating the effective date and reasons for leaving. The resignation shall be forwarded to the Personnel Office with a Personnel Action Form. Failure to give two (2) weeks’ notice shall be entered upon the service record of the employee and may be cause for denying future employment by the City. The resignation of an employee who fails to give the required notice shall be reported immediately to the Human Resources Division by the Department Head.
28 B. EXIT INTERVIEW.
Any person leaving City employment shall have the opportunity for an exit interview. The purpose of the interview shall be to allow the City to receive, and the employee the opportunity to provide, the employee’s candid observation of City employment in order to help improve personnel management and departmental functioning. Such interviews normally shall be conducted no earlier than fifteen (15) days prior to nor more than fifteen (15) days later than the employee’s effective date of retirement or termination of employment.
C. DISCIPLINARY AUTHORITY.
A Full-Time Employee may be disciplined or discharged by their Department Head but shall have the right to appeal the discipline or discharge for final determination by the City Manager as set forth below.
D. PROBATIONARY EMPLOYEES.
In accordance with the City’s policy on Probationary Employees, Probationary Employees are not entitled to the Disciplinary Procedures or Appeal rights set forth in this Article 14.
Probationary Employees are at-will employees and may be disciplined or terminated at-will, without notice and without cause. The City has no obligation to limit its reasons for discipline or termination to those set forth in Subparagraph H. The City’s willingness to discipline or terminate an employee in accordance with this Article 14 does not alter the at-will status of the Probationary Employee’s employment.
E. DISCIPLINARY ACTIONS.
For employees who have passed the probationary period the City generally will apply principles of progressive discipline in response to actions constituting cause for discipline that reasonably are subject to remediation. However, the City may discipline employees without progression, up to and including termination, in instances where the City reasonably determines that the action at issue is sufficiently serious and/or remediation is not appropriate.
The following are appropriate disciplinary actions that may be taken as corrective measures.
1. Reprimand.
An employee may be reprimanded by their Supervisor, Department Head, or the City Manager. A reprimand may be either verbal or written. A note may be made of a verbal reprimand and placed in the employee’s personnel file, and a written reprimand will be placed in the employee’s personnel file. Grounds for reprimand include, but are not limited to, those listed in Subparagraph H below. Reprimands are not subject to Discipline Procedures and the right to Appeal. However, the employee hasthe righttomeetwiththe Supervisor/DepartmentHeadwho issued the reprimand before the reprimand is placed in the employee’s personnel file. The
29 employee may also rebut the reprimand by providing a written statement which will be included in the employee’s personnel file along with the written reprimand.
2. Suspension.
An employee may be suspended by their Department Head. Suspension may be imposed for disciplinary purposes or may be imposed pending investigation and possible discharge. While the matter is being investigated, employee shall continue to receive salary and benefits. Suspension shall be for a fixed period of time. Grounds for suspension include, but are not limited to, those listed in Subparagraph H below.
Suspension of Full-Time Employees who have completed their Probationary Period is subject to Discipline Procedures and the right to Appeal.
3. Reduction in Salary.
A Department Head may reduce the salary of an employee for disciplinary reasons, provided that such reduction shall be to a step or percentage within the salary range of the Classification held by the employee. A new Anniversary date (for purpose of salary increases only) shall be established as of the effective date of the reduction in salary, unless the reduction is for a specified period of time, in which case the Anniversary date would not change, or unless otherwise recommended by the Department Head. Reductionsin salary of Full-Time Employees who have completed their Probationary Period are subjectto Discipline Procedures and the rightto Appeal.
4. Demotion.
A Department Head may demote an employee for disciplinary reasons to any Classification with a lower salary, provided the employee meets the minimum qualifications for the lower-level class. The employee shall not be eligible for promotion for a period of six (6) months unless otherwise recommended by the Department Head. Disciplinary demotions of Full-Time Employees who have completed their Probationary Period are subject to Discipline Procedures and the right to Appeal.
5. Dismissal.
A Department Head may dismiss an employee for Cause, assetforth in Subparagraph H, below. Dismissal of Full-Time Employees who have completed their Probationary Period is subject to Discipline Procedures and the right to Appeal.
F. DISCIPLINARY PROCEDURE (Safety Employees).
30 1. Initial Inquiry.
An alleged violation of policy, procedure, rules, regulations, directives, orders, or laws there shall be an inquiry by the employee’s Supervisor or other designated investigator before the employee may be subject to discipline for the violation. The scope and formality level of the inquiry may vary based on the applicable circumstances. Upon completion, there shall be a written report ofthe conclusions made. A formal investigation report should also include the employee’s statement, the specific violations, all available facts related to the alleged violation(s), and statements of witnesses, if any. When a supervisor, Administrative Services Director, or other City manager conducts the inquiry, they may also recommend appropriate discipline. Based on the information received in the investigation, the Supervisor shall determine appropriate disciplinary action except where a Department Head level determination is required.
2. Notice of Proposed Discipline.
For discipline above the level of a written reprimand, the Supervisor shall provide written notice of the proposed disciplinary action to the affected employee. The notice of proposed discipline shall contain the following information:
a. A statement which clearly defines the intent to take action and the specific action to be taken;
b. The date the action is intended to take effect;
c. A statement of the rule(s) or regulation(s) that has/have allegedly been violated; d. A statement ofthe specific action, charge(s), and facts on which the proposed action is based;
e. Copies of the written materials, reports, and documents considered by the Department Head in their decision to impose the proposed action. f. Notice of the employee’s right to respond to the charges, verbally or in writing, to the Department Head within seven (7) calendar days of receipt of the Notice of Proposed Discipline. A statement that the failure to respond within the prescribed time period following receipt of the Notice of Proposed Discipline shall constitute a waiver of the right to respond and the proposed discipline will be imposed.
3. Proposed Discipline Deferred.
31 If the employee or designated representative requests the right to respond, either orally or in writing, the imposition of proposed discipline shall be deferred until after a predisciplinary (Skelly) hearing.
4. Pre-Disciplinary (Skelly) Hearing.
Where a written or oral response has been elected, the Department Head shall schedule, coordinate, and conduct a Pre-Disciplinary Hearing, which shall be audio recorded, within ten (10) calendar days of the employee’s request. The purpose of the hearing is for the employee to provide additional information and facts relevant to the alleged violation in order for the Department Head to have all the facts prior to making a final decision regarding the proposed disciplinary action. The employee may elect to have representation at the hearing. If the employee fails to appear at or provide a written statement for the Pre-Disciplinary Hearing, his or her right to appeal the proposed discipline is forfeited.
5. Notice of Disciplinary Action.
Within seven (7) working days of the Pre-Disciplinary Hearing, the Department Head will notify the affected employee with a written Notice of Disciplinary Action. The Disciplinary Action will have been made following a factual finding and review of all the information provided. If the Department Head determines notto impose any disciplinary action, they will notify the employee of this as well. The Notice of Disciplinary Action shall state the disciplinary action, the date it will take effect, and the employee’s right to appeal, if any. Disciplinary actions may be imposed prior to hearing the employee’s post Skelly Appeal hearing or other disciplinary hearing.
6. Paid Administrative Leave.
The Department Head shall have the right to put any employee on immediate paid administrative leave pending investigation and processing of any potential disciplinary action (as well as for other legitimate business purpose as determined in the discretion of the Department Head.)
7. Exclusions.
The provisions of this Article 14 shall not apply to reductions in pay which are part of a general plan to reduce salaries and wages or to eliminate positions, employee reclassifications, reprimand, transfers without loss of pay, performance evaluations, or economic layoffs. Nor do the provisions of this Article 14 apply to Probationary Employees.
32 DISCIPLINARY PROCEDURE (Non-Safety Employees).
1. Initial Investigation.
An alleged violation of policy, procedure, rules, regulations, directives, orders, or laws shall be investigated by the employee’s Supervisor or other designated investigator before the employee may be subject to discipline for the violation. The investigator shall complete a written report of
the investigation, including the employee’s statement, the specific violations, all available facts related to the alleged violation(s), and statements of witnesses, if any.
The investigator may recommend appropriate discipline. Based on the information received in the investigation, the Supervisor shall determine appropriate disciplinary action.
2. Notice of Proposed Discipline.
The Supervisor shall provide written notice of the proposed disciplinary action to the affected employee. The notice of proposed discipline shall contain the following information:
• A statement which clearly defines the intent to take action and the specific action to be taken;
• The date the action is intended to take effect;
• A statement of the rule(s) or regulation(s) that has/have allegedly been violated; • A statement of the specific action, charge(s), and facts on which the proposed action
• is based;
• Copies of the written materials, reports, and documents considered by the Department Head in his/her decision to impose the proposed action. • Notice of the employee’s right to respond to the charges, verbally or in writing, to the Department Head within seven (7) calendar days of receipt of the Notice of Proposed Discipline. A statement that the failure to respond within the prescribed time period following receipt of the Notice of Proposed Discipline shall constitute a waiver of the right to respond and the proposed discipline will be imposed.
3. Proposed Discipline Deferred.
If the employee or designated representative requests the right to respond, either orally or in writing, the imposition of proposed discipline shall be deferred until after a predisciplinary (Skelly) hearing.
33 4. Pre-Disciplinary (Skelly) Hearing.
Where a written or oral response has been elected, the Department Head shall schedule, coordinate, and conduct a Pre-Disciplinary Hearing within ten (10) calendar days of the employee’s request. The purpose of the hearing is for the employee to provide additional information and facts relevant to the alleged violation in order for the Department Head to have all the facts prior to making a final decision regarding the proposed disciplinary action. The employee may elect to have representation at the hearing. If the employee fails to appear at or provide a written statement for the PreDisciplinary Hearing, his or her right to appeal the proposed discipline is forfeited.
5. Notice of Disciplinary Action.
Within seven (7) working days of the Pre-Disciplinary Hearing, the Department Head will notify the affected employee with a written Notice of Disciplinary Action. The Disciplinary Action will have been made following a factual finding and review of all the information provided. If the Department Head determines not to impose any disciplinary action, he or she will notify the employee of this as well. The Notice of Disciplinary Action shall state the disciplinary action, the date it will take effect, and the employee’s right to appeal, if any. Disciplinary actions may be imposed prior to hearing the employee’s post Skelly Appeal hearing or other disciplinary hearing.
6. Paid Administrative Leave.
The Department Head shall have the right to put any employee on immediate paid administrative leave pending investigation and processing of any potential disciplinary action.
7. Exclusions.
The provisions of this Article 14 shall not apply to reductions in pay which are part of a general plan to reduce salaries and wages or to eliminate positions, employee reclassifications, reprimand, transfers without loss of pay, performance evaluations, or economic layoffs. Nor do the provisions of this Article 14 apply to Probationary Employees.
G. APPEAL (Safety Employees).
1. Right of Appeal.
An employee who has received a Notice of Disciplinary Action that provides for the right to appeal may, within fourteen (14) calendar days of its receipt, appeal the decision pursuant to the procedures set forth below. An employee who fails to appeal the
34 disciplinary action within the fourteen (14) day time period, forfeits their appeal and the disciplinary action shall be final and binding.
2. Procedure.
In order to Appeal the Disciplinary Action, the employee shall file with the City Manager a written answer to the charges contained in the Notice of Proposed Disciplinary Action and/or the Notice of Disciplinary Action and request the right to appeal the City’s disciplinary action (collectively, the “Request for Disciplinary Hearing”). Upon receipt of the Request for Disciplinary Hearing, the City Manager shall initiate the Appeal process.
3. Association-Sponsored Appeals - Appointment of Hearing Officer. a. The Disciplinary Hearing Officershall be selected jointly by the parties within fourteen (14) calendar days of receipt by the City Manager of the employee’s Request to Appeal.
b. If the parties are unable to mutually agree on a Hearing Officer within the fourteenday period, the City shall solicit a list of seven (7) neutrals from the State of California Mediation/Conciliation Service. After receipt of the list, the parties shall, with the City striking first, alternately strike arbitrators’ names from the list until one remains.
The parties shall make every effort to complete the striking process within ten (10) calendar days of receipt of the list from the State.
c. If the Hearing Officer selected declines appointment or is otherwise unavailable, a new list shall be requested as described above and the process repeated within the same time period, unless the parties can otherwise mutually agree on the selection of a Hearing Officer.
d. The cost of the Hearing Officer shall be shared equally, with fifty percent (50%) of the fee paid by the City and fifty percent (50%) of the fee paid by the Employee Association.
4. Pre-Hearing Matters.
The hearing shall be held at the earliest administratively convenient date, taking into consideration the availability of the Hearing Officer and the availability of counsel and witnesses. The hearing shall be private. The Hearing Officer may, prior to or during the hearing, grant a continuance for any reason the Hearing Officer believes to be important in order to reach a fair and proper decision. Neither party shall have ex parte communications with the Hearing Officer.
5. Conduct of the Hearing.
a. The hearing shall be conducted in the manner most conducive to the determination
35 of the truth. Both the City and the employee may be represented by legal counsel or may elect to proceed without counsel. The employee may choose to be represented by an Association representative.
b. The Hearing Officer shall determine the relevancy, weight, and credibility of the testimony and evidence. The Hearing Officer shall not be bound by the technical rules of evidence. The Hearing Officer shall base their findings on the preponderance of the evidence. The City shall have the burden of proof. c. Each side will be permitted an opening statement and closing argument. The City shallfirst presentits witnesses and evidence to sustain the charges and the employee will then present their witness(es) and evidence to rebut the charges. d. A court reporter will be retained by the City to make a transcript of the hearing. No audio or video tape recording will be permitted. The employee or their representative may obtain a copy of the transcript of the hearing upon request and at their own cost.
e. Each side will be allowed to examine and cross-examine witnesses, who shall testify under oath. The employee filing the appeal may be called and examined as if under cross-examination.
f. The Hearing Officer shall, if requested by either party, subpoena witnesses and/or require production of other relevant records or material evidence. The Hearing Officer may consider the records of any relevant prior disciplinary actions against the employee, as long as those actions are final.
6. Findings of the Hearing Officer.
After the conclusion of the hearing, the Hearing Officer shall prepare a recommended decision based on their findings of fact and application of law, and forward it to the City, the employee, and the Association. The recommended decision shall set forth which charges the Hearing Officer sustains or does not sustain and the reason(s) for the Hearing Officer’s decision.
7. Decision of the City Manager.
After receiving and considering the recommendation of the Hearing Officer, the City Manager may sustain or reject any or all of the charges filed against the employee. The City Manager may sustain, reject or modify the disciplinary action invoked against the employee. However, the City Manager may not increase the severity of the discipline originally invoked by the City. The City Manager’s decision shall be the final administrative step.
APPEAL (Non-Safety Employees).
36 1. Right of Appeal.
An employee who has received a Notice of Disciplinary Action that provides for the right to appeal may, within fourteen (14) calendar days of its receipt, appeal the decision pursuant to the procedures set forth below. An employee, who fails to appeal the disciplinary action within the fourteen (14) day time period, forfeits his or her appeal and the disciplinary action shall be final and binding.
2. Procedure.
In order to Appeal the Disciplinary Action, the employee shall file with the City Manager a written answer to the charges contained in the Notice of Proposed Disciplinary Action and/or the Notice of Disciplinary Action and request the right to appeal the City’s disciplinary action (collectively, the “Request to Arbitrate”). Upon receipt of the Request to Arbitrate, the City Manager shall initiate the Appeal process.
3. Appointment of Hearing Panel.
a. The Hearing Panel shall consist of one person selected by the City, one person selected by the Association, and a neutral chairperson selected jointly by the City and the Association. b. The neutral panel chairperson shall be selected jointly by the parties within fourteen (14) calendar days of receipt by the City Manager of the employee’s Request to Appeal. c. If the parties are unable to mutually agree on a neutral panel chairperson within the fourteen-day period, the City shall solicit a list of seven (7) neutrals from the State of California Mediation/Conciliation Service. After receipt of the list, the parties shall, with the City striking first, alternately strike arbitrators’ names from the list until one remains. The parties shall make every effort to complete the striking process within ten (10) calendar days of receipt of the list from the State. d. If the neutral selected declines appointment or is otherwise unavailable, a new list shall be requested as described above and the process repeated within the same time period, unless the parties can otherwise mutually agree on the selection of a neutral chairperson.
b. The cost of the neutral chairperson shall be shared equally, with fifty percent (50%) of the fee paid by the City and fifty percent (50%) of the fee paid by the Employee.
4. Pre-Hearing Matters.
The hearing shall be held at the earliest administratively convenient date, taking into consideration the availability of the panel members and the availability of counsel and
37 witnesses. The arbitration hearing shall be private. The panel may, prior to or during the hearing, grant a continuance for any reason the panel believes to be important in order to reach a fair and proper decision. Neither party shall have ex parte communications with the neutral panel chairperson.
5. Conduct of the Hearing.
a. The hearing shall be conducted in the manner most conducive to the determination of the truth. Both the City and the employee may be represented by legal counsel or may elect to proceed without counsel. The employee may choose to be represented by an Association representative.
b. The panel shall determine the relevancy, weight, and credibility of the testimony and evidence. The panel shall not be bound by the technical rules of evidence. The panel shall base its finding on the preponderance of the evidence. The City shall have the burden of proof. c. Each side will be permitted an opening statement and closing argument. The City shall first present its witnesses and evidence to sustain the charges and the employee will then present his/her witness(es) and evidence to rebut the charges. d. A court reporter will be retained by the City to make a transcript of the hearing. No audio or video tape recording will be permitted. The employee or his/her representative may obtain a copy of the transcript of the hearing upon request and at his/her own cost. e. Each side will be allowed to examine and cross-examine witnesses. The employee filing the appeal may be called and examined as if under cross-examination. f. The panel shall, if requested by either party, subpoena witnesses and/or require production of other relevant records or material evidence. The panel may consider the records of any relevant prior disciplinary actions against the employee, as long as those actions are final.
6. Findings of the Panel.
After the conclusion of the hearing, the hearing panel shall prepare a recommended decision based on its findings of fact and application of law, and forward it to the City, the employee, and the Association. The recommended decision shall set forth which charges the panel sustains or does not sustain and the reason(s) for the panel’s decision. The panel’s findings and recommended decision must be supported by a majority of the panel members (i.e., at least two panel members must agree on each finding or recommendation).
38 7. Decision of the City Manager.
After receiving and considering the recommendation of the hearing panel, the City Manager may
sustain or reject any or all of the charges filed against the employee. The City Manager may sustain, reject or modify the disciplinary action invoked against the employee. However, the City Manager may not increase the severity of the discipline originally invoked by the City.
H. REASONS FOR REPRIMAND, DISCIPLINE, DEMOTION, SUSPENSION, OR DISCHARGE.
The following are examples of sufficient cause to warrant disciplinary action. However, cause to discipline an employee is not limited to these reasons alone:
• Absence without prior approval or excessive tardiness. • Use of, or being under the influence of, illegal drugs or alcohol while on City business, or during work hours, or while representing the City. • Violation of the City’s anti-discrimination, anti-harassment policies and/or workplace violence policies.
• Failure to maintain any employment qualification, including but not limited to driver’s license or other certifications.
• Theft, pilferage, or misuse of City property.
• Falsification of public records.
• Dishonesty.
• Disorderly or immoral conduct.
• Incompetence.
• Failure to meet expected performance standards.
• Neglecting to perform expected job duties.
• Inability to perform the essential duties of the job (with reasonable accommodation, if required by law).
• Insubordination or willful or disobedience.
• Negligence or willful damage to public property or the personal property of another employee.
• Fraud in securing employment.
• Discourteous treatment of the public or other employees. • Conviction of a felony (including pleas of guilty and nolo contendere), or a conviction of a misdemeanor (including pleas of guilty) where the misdemeanor conviction is related to the position held. • Violation of any reasonable regulation, policy, rule, SOP, or order.
39 • Failure to maintain satisfactory working relationships with supervisors, employees, contractors, or the public.
• Interference with the work performance of others.
• Acceptance of bribes or extortion.
• Acceptance of any gift, reward, or other form of compensation in addition to regular compensation for performance of official duties other than as provided for by written City policy.
• Illegal gambling on City property or during working hours.
ARTICLE 17: LAYOFF PROCEDURE
The procedures set forth in the City of St. Helena Layoffs and Furloughs Policy shall apply during the term of this MOU.
ARTICLE 18: SEPARABILITY
Notwithstanding any provisions of this MOU to the contrary, in the event that any Article or Subsections thereof ofthis MOUshall be declared invalid by any Court of competentjurisdiction or by any applicable State or Federal law or regulation, or shall a decision by any Court of competent jurisdiction or any applicable State or Federal law or regulation diminish the benefits provided by this MOU or impose additional obligations on the City, the parties shall meet and confer or negotiate on the Articles and Subsections thereof affected. All other provisions of this MOU shall continue in full force and effect.
ARTICLE 19: TERM AND COMPLETION OF NEGOTIATIONS
Following approval by the City and the Association and ratification by the City Council, the term of this MOU shall commence on July 1, 2026 and shall expire on June 30, 2027.
During the term of this Agreement, the Association and the City agree that neither party shall be obligated to meet and confer with respect to any subject or matter covered by this Agreement, except as follows:
• The parties agree to meet and confer on any mandatory subjects of bargaining which have the potential to affect wages, hours, and other terms and conditions of employment (as defined by the MMBA), any City-proposed changes to the SHPFA job descriptions, Employee Handbook and/or related policies and procedures; • The parties may mutually agree to meet and confer on any topic.
ARTICLE 20: SIGNATURES
This Memorandum of Understanding has been ratified and adopted pursuant to the recommendation of the following representatives:
40 ST. HELENA PROFESSIONAL FIRE FIGHTERS ASSOCIATION
Richard Reed, Labor Negotiator
__________________________________________
Tyler Neiburger, President
__________________________________________
Aaron Mix, Vice President
CITY OF ST. HELENA
Approved by the City Council by Resolution Number 2026-________ Aaron Slater, Labor Negotiator
__________________________________________
Mandy Kellogg, Administrative Services Director
41 EXHIBIT A
Additional Duties (Safety Employees)
Visibility Triangle
Upon identification, Association members will take photos of any visibility triangle issues and educate responsible parties for resolution, as well as notify the appropriate department/personnel as applicable. In no event are members required to address previously approved permits which have become out of compliance with the visibility triangle.
Sidewalk Blocked Access and Safety Hazards
In the course of travel within the City, responding to calls for service, or by community member concern, Association members will identify safety hazards relative to sidewalk access and conditions, contact and educate the responsible owners, as well as coordinate with other Fire Personnel for additional compliance needed.
Red Curb Requests
Fire Department personnel will become the first level of request evaluation after submission from the public. The Fire Department’s decision and response will then be forwarded to the Fire Inspector for authorization to the next approving department. The Senior Captain can sign off on the Department’s response only in the Fire Inspector’s absence.
Property Maintenance Safety Hazards
In the course of travel within the City, responding to calls for service, or by community member concern, Association members identifying fire safety hazards will notice the property owners and enforce compliance in accordance with the City Municipal Code.
Vegetation Management
Upon identification of hazardous vegetation deemed a nuisance, Association members will notice the property owners and enforce compliance in accordance with the City Municipal Code.
42 EXHIBIT B
Wages
43 EXHIBIT C
Temporary Vacation Accrual Cap Adjustment
For the first six (6) months of the new MOU term commencing July 1, 2026, the City will temporarily increase the annual Vacation accrual cap from 360 to 440 hours for Fire Captains only. The temporary cap will remain in place until the end of the MOU term, at which time Article 8(B) will be back in effect and affected Captains will not earn additional vacation if their accrued vacation balance is at or above 360 hours.
Position Timebase* A B C D E
Dispatcher Annual 73,649 77,332 81,198 85,258 89,521
Monthly 6,137 6,444 6,767 7,105 7,460
Hourly 35.41 37.18 39.04 40.99 43.04
Property & Evidence Technician Annual 73,649 77,332 81,198 85,258 89,521 Monthly 6,137 6,444 6,767 7,105 7,460
Hourly 35.41 37.18 39.04 40.99 43.04
Records Supervisor Annual 88,407 92,827 97,469 102,342 107,459 Monthly 7,367 7,736 8,122 8,529 8,955
Hourly 42.50 44.63 46.86 49.20 51.66
Police Officer Trainee Annual 61,069 64,122 67,328 70,695 74,229 Monthly 5,089 5,344 5,611 5,891 6,186
Hourly 29.36 30.83 32.37 33.99 35.69
Police Officer Annual 102,771 107,909 113,305 118,970 124,918 Monthly 8,564 8,992 9,442 9,914 10,410
Hourly 49.41 51.88 54.47 57.20 60.06
Sergeant Annual 123,374 129,543 136,020 142,821 149,962 Monthly 10,281 10,795 11,335 11,902 12,497
Hourly 59.31 62.28 65.39 68.66 72.10
(1) Longevity Pay - Employees are eligible to receive longevity based on continuous years of employment according to the dates and rates below:
5 years - 2.5% of base salary
10 years - 5.0% of base salary
15 years - 7.5% of base salary
20 years - 10% of base salary
(3) POST Certificates - Additional monthly salary compensation shall be received by an employee attaining certificates, as follows:
POST Intermediate Certificate - $250.00
POST Advanced Certificate - $400.00
POST Records Supervisor Certificate - $150.00
(4) Special Assignment Pay:
Motorcycle Officer, Range Master or Reserve Coordinator - $200.00 per month Field Training Officers or Communication Training Officers - 7% of their daily salary, per day, while assigned to the trainee Canine, Officer Investigator Position, and School Resource Officer - 3% of base salary Police Service Dog Handler - $376.41 per pay period
(6) Uniform Allowance - Employees shall receive uniform allowance as follows:
Sworn Personnel - $1,250.00
Dispatch and CSO Personnel - $1,000.00
riding gloves (1 cold weather and 1 warm set) and Protective eyeglasses (not to exceed $150.00) Bicycle Patrol - Gloves, Helmet, Padded Shorts, Padded Pants, Protective Eyeglasses, Pedal Retention Devices, and Inclement Weather Clothing *Annual time base payrate is rounded up to the nearest whole dollar, while all other time base payrates are rounded to the nearest cent. (2) Bilingual Pay - Employees who are certified as fluent in both written and verbal Spanish language will receive a 5% pay differential that is added to the employee's base salary. Employees determined to be able to communicate in Spanish at a level adequate for law enforcement purposes will receive incentive pay of an additional $150.00 per month.
(5) Holiday Pay - Full-time employees will accrue 3.69 hours per pay period, which will be paid out each pay period at the employee's current hourly rate.
Motorcycle Officers - 1 pair of Police motorcycle boots, 2 pairs of Police motorcycle pants, 1 Police motorcycle leather jacket, 2 sets of CITY OF ST. HELENA PUBLICLY AVAILABLE SALARY SCHEDULE
Police Officers Association
Approved and Adopted August 11, 2026
Effective July 1, 2026
FY 2026-2027
Steps
ATTACHMENT 7
Position Timebase* A B C D E
Dispatcher Annual 73,649 77,332 81,198 85,258 89,521
Monthly 6,137 6,444 6,767 7,105 7,460
Hourly 35.41 37.18 39.04 40.99 43.04
Property & Evidence Technician Annual 73,649 77,332 81,198 85,258 89,521 Monthly 6,137 6,444 6,767 7,105 7,460
Hourly 35.41 37.18 39.04 40.99 43.04
Records Supervisor Annual 88,407 92,827 97,469 102,342 107,459 Monthly 7,367 7,736 8,122 8,529 8,955
Hourly 42.50 44.63 46.86 49.20 51.66
Police Officer Trainee Annual 61,069 64,122 67,328 70,695 74,229 Monthly 5,089 5,344 5,611 5,891 6,186
Hourly 29.36 30.83 32.37 33.99 35.69
Police Officer Annual 103,799 108,989 114,438 120,160 126,168 Monthly 8,650 9,082 9,537 10,013 10,514
Hourly 49.90 52.40 55.02 57.77 60.66
Sergeant Annual 124,608 130,838 137,380 144,249 151,461 Monthly 10,384 10,903 11,448 12,021 12,622
Hourly 59.91 62.90 66.05 69.35 72.82
(1) Longevity Pay - Employees are eligible to receive longevity based on continuous years of employment according to the dates and rates below:
5 years - 2.5% of base salary
10 years - 5.0% of base salary
15 years - 7.5% of base salary
20 years - 10% of base salary
(3) POST Certificates - Additional monthly salary compensation shall be received by an employee attaining certificates, as follows:
POST Intermediate Certificate - $250.00
POST Advanced Certificate - $400.00
POST Records Supervisor Certificate - $150.00
(4) Special Assignment Pay:
Motorcycle Officer, Range Master or Reserve Coordinator - $200.00 per month Field Training Officers or Communication Training Officers - 7% of their daily salary, per day, while assigned to the trainee Canine, Officer Investigator Position, and School Resource Officer - 3% of base salary Police Service Dog Handler - $376.41 per pay period
(6) Uniform Allowance - Employees shall receive uniform allowance as follows:
Sworn Personnel - $1,250.00
Dispatch and CSO Personnel - $1,000.00
riding gloves (1 cold weather and 1 warm set) and Protective eyeglasses (not to exceed $150.00) Bicycle Patrol - Gloves, Helmet, Padded Shorts, Padded Pants, Protective Eyeglasses, Pedal Retention Devices, and Inclement Weather Clothing *Annual time base payrate is rounded up to the nearest whole dollar, while all other time base payrates are rounded to the nearest cent. (2) Bilingual Pay - Employees who are certified as fluent in both written and verbal Spanish language will receive a 5% pay differential that is added to the employee's base salary. Employees determined to be able to communicate in Spanish at a level adequate for law enforcement purposes will receive incentive pay of an additional $150.00 per month.
(5) Holiday Pay - Full-time employees will accrue 3.69 hours per pay period, which will be paid out each pay period at the employee's current hourly rate.
Motorcycle Officers - 1 pair of Police motorcycle boots, 2 pairs of Police motorcycle pants, 1 Police motorcycle leather jacket, 2 sets of CITY OF ST. HELENA PUBLICLY AVAILABLE SALARY SCHEDULE
Police Officers Association
Approved and Adopted August 11, 2026
Effective January 1, 2027
FY 2026-2027
Steps
ATTACHMENT 8
Position Timebase* A B C D E
Office Assistant Annual 55,864 58,657 61,590 64,670 67,903 Monthly 4,655 4,888 5,133 5,389 5,659
Hourly 26.86 28.20 29.61 31.09 32.65
Library Associate I Annual 56,761 59,599 62,579 65,708 68,994 Monthly 4,730 4,967 5,215 5,476 5,749
Hourly 27.29 28.65 30.09 31.59 33.17
Maintenance Worker I Annual 61,462 64,535 67,762 71,150 74,708 Buildings & Streets; Parks & Trees Monthly 5,122 5,378 5,647 5,929 6,226 Hourly 29.55 31.03 32.58 34.21 35.92
Library Associate II Annual 62,466 65,590 68,869 72,313 75,928 Monthly 5,206 5,466 5,739 6,026 6,327
Hourly 30.03 31.53 33.11 34.77 36.50
Recreation Coordinator Annual 64,404 67,624 71,005 74,555 78,283 Monthly 5,367 5,635 5,917 6,213 6,524
Hourly 30.96 32.51 34.14 35.84 37.64
Permit Technician I Annual 66,759 70,097 73,602 77,282 81,147 Planning; Building Monthly 5,563 5,841 6,134 6,440 6,762 Hourly 32.10 33.70 35.39 37.16 39.01
Accounting Technician I Annual 67,004 70,354 73,871 77,565 81,443 Monthly 5,584 5,863 6,156 6,464 6,787
Hourly 32.21 33.82 35.52 37.29 39.16
Administrative Assistant Annual 67,034 70,386 73,905 77,601 81,481 Monthly 5,586 5,866 6,159 6,467 6,790
Hourly 32.23 33.84 35.53 37.31 39.17
Maintenance Worker II Annual 67,606 70,986 74,536 78,263 82,176 Buildings & Streets; Parks & Trees Monthly 5,634 5,916 6,211 6,522 6,848 Hourly 32.50 34.13 35.83 37.63 39.51
Senior Library Associate Annual 68,681 72,116 75,721 79,507 83,483 Monthly 5,723 6,010 6,310 6,626 6,957
Hourly 33.02 34.67 36.40 38.22 40.14
Maintenance Worker I Annual 70,511 74,036 77,738 81,625 85,706 Underground Utilities Monthly 5,876 6,170 6,478 6,802 7,142 Hourly 33.90 35.59 37.37 39.24 41.20
Librarian I Annual 70,755 74,293 78,007 81,908 86,003
Monthly 5,896 6,191 6,501 6,826 7,167
Hourly 34.02 35.72 37.50 39.38 41.35
Steps
CITY OF ST. HELENA PUBLICLY AVAILABLE SALARY SCHEDULE
St. Helena Employee Association - Miscellaneous Group
Approved and Adopted August 11, 2026
Effective July 1, 2026
FY 2026-2027
ATTACHMENT 9
Position Timebase* A B C D E
Plant Operator in Training Annual 72,036 75,638 79,420 83,391 87,560 Water; Wastewater Monthly 6,003 6,303 6,618 6,949 7,297 Hourly 34.63 36.36 38.18 40.09 42.10
Human Resources Technician (5) Annual 72,929 76,576 80,404 84,425 88,646 Monthly 6,077 6,381 6,700 7,035 7,387
Hourly 35.06 36.82 38.66 40.59 42.62
Permit Technician II Annual 73,429 77,100 80,955 85,003 89,253 Planning; Building Monthly 6,119 6,425 6,746 7,084 7,438 Hourly 35.30 37.07 38.92 40.87 42.91
Accounting Technician II Annual 73,706 77,391 81,261 85,324 89,590 Monthly 6,142 6,449 6,772 7,110 7,466
Hourly 35.44 37.21 39.07 41.02 43.07
Executive Assistant Annual 73,744 77,431 81,303 85,368 89,636 Monthly 6,145 6,453 6,775 7,114 7,470
Hourly 35.45 37.23 39.09 41.04 43.09
Lead Maintenance Worker Annual 74,373 78,092 81,996 86,096 90,401 Buildings & Streets; Parks & Trees Monthly 6,198 6,508 6,833 7,175 7,533 Hourly 35.76 37.54 39.42 41.39 43.46
Engineering Technician I Annual 75,332 79,099 83,054 87,206 91,567 Monthly 6,278 6,592 6,921 7,267 7,631
Hourly 36.22 38.03 39.93 41.93 44.02
Administrative Records Assistant Annual 77,328 81,195 85,254 89,517 93,993 Monthly 6,444 6,766 7,105 7,460 7,833
Hourly 37.18 39.04 40.99 43.04 45.19
Maintenance Worker II Annual 77,568 81,447 85,519 89,795 94,285 Underground Utilities Monthly 6,464 6,787 7,127 7,483 7,857 Hourly 37.29 39.16 41.11 43.17 45.33
Librarian II Annual 77,824 81,715 85,801 90,091 94,595
Monthly 6,485 6,810 7,150 7,508 7,883
Hourly 37.42 39.29 41.25 43.31 45.48
Environmental Services Technician I Annual 79,935 83,932 88,129 92,535 97,162 Monthly 6,661 6,994 7,344 7,711 8,097
Hourly 38.43 40.35 42.37 44.49 46.71
Permit Technician III Annual 80,775 84,813 89,054 93,507 98,182 Planning; Building Monthly 6,731 7,068 7,421 7,792 8,182 Hourly 38.83 40.78 42.81 44.96 47.20
Senior Accounting Technician Annual 81,071 85,125 89,381 93,850 98,543 Monthly 6,756 7,094 7,448 7,821 8,212
Hourly 38.98 40.93 42.97 45.12 47.38
Steps
Position Timebase* A B C D E
Engineering Technician II Annual 82,860 87,003 91,354 95,921 100,717 Monthly 6,905 7,250 7,613 7,993 8,393
Hourly 39.84 41.83 43.92 46.12 48.42
Plant Operator I Annual 82,884 87,028 91,380 95,949 100,746 Water; Wastewater Monthly 6,907 7,252 7,615 7,996 8,396 Hourly 39.85 41.84 43.93 46.13 48.44
Assistant Planner Annual 85,907 90,203 94,713 99,448 104,421 Monthly 7,159 7,517 7,893 8,287 8,702
Hourly 41.30 43.37 45.53 47.81 50.20
Lead Maintenance Worker Annual 85,321 89,587 94,066 98,770 103,708 Underground Utilities Monthly 7,110 7,466 7,839 8,231 8,642 Hourly 41.02 43.07 45.22 47.49 49.86
Senior Librarian Annual 85,601 89,881 94,375 99,094 104,049 Monthly 7,133 7,490 7,865 8,258 8,671
Hourly 41.15 43.21 45.37 47.64 50.02
Recreation Supervisor Annual 87,866 92,260 96,872 101,716 106,802 Monthly 7,322 7,688 8,073 8,476 8,900
Hourly 42.24 44.36 46.57 48.90 51.35
Environmental Services Technician II Annual 87,924 92,320 96,936 101,783 106,872 Monthly 7,327 7,693 8,078 8,482 8,906
Hourly 42.27 44.38 46.60 48.93 51.38
Junior Engineer Annual 88,555 92,983 97,632 102,514 107,639 Monthly 7,380 7,749 8,136 8,543 8,970
Hourly 42.57 44.70 46.94 49.29 51.75
Plant Operator II Annual 91,131 95,688 100,472 105,496 110,771 Water; Wastewater Monthly 7,594 7,974 8,373 8,791 9,231 Hourly 43.81 46.00 48.30 50.72 53.26
Senior Engineering Technician Annual 91,147 95,704 100,489 105,514 110,789 Monthly 7,596 7,975 8,374 8,793 9,232
Hourly 43.82 46.01 48.31 50.73 53.26
Associate Planner Annual 94,495 99,220 104,181 109,390 114,860 Monthly 7,875 8,268 8,682 9,116 9,572
Hourly 45.43 47.70 50.09 52.59 55.22
Human Resources Analyst (6) Annual 96,943 101,790 106,879 112,223 117,834 Monthly 8,079 8,482 8,907 9,352 9,820
Hourly 46.61 48.94 51.38 53.95 56.65
Administrative Analyst Annual 97,830 102,722 107,858 113,251 118,913 Public Works Financial Analyst Monthly 8,153 8,560 8,988 9,438 9,909 Hourly 47.03 49.39 51.85 54.45 57.17
Steps
Position Timebase* A B C D E
Buildings & Streets Superintendent Annual 98,104 103,010 108,160 113,568 119,247 Parks & Trees Superintendent Monthly 8,175 8,584 9,013 9,464 9,937 Hourly 47.17 49.52 52.00 54.60 57.33
Plant Operator III Annual 100,683 105,717 111,002 116,553 122,380 Water; Wastewater Monthly 8,390 8,810 9,250 9,713 10,198 Hourly 48.41 50.83 53.37 56.03 58.84
Assistant Engineer Annual 102,280 107,394 112,764 118,402 124,322 Monthly 8,523 8,950 9,397 9,867 10,360
Hourly 49.17 51.63 54.21 56.92 59.77
Underground Utilities Superintendent Annual 103,052 108,204 113,614 119,295 125,260 Monthly 8,588 9,017 9,468 9,941 10,438
Hourly 49.54 52.02 54.62 57.35 60.22
Associate Civil Engineer Annual 112,517 118,143 124,050 130,253 136,765 Monthly 9,376 9,845 10,338 10,854 11,397
Hourly 54.09 56.80 59.64 62.62 65.75
Chief Plant Operator Annual 121,083 127,137 133,494 140,168 147,177 Water; Wastewater Monthly 10,090 10,595 11,124 11,681 12,265 Hourly 58.21 61.12 64.18 67.39 70.76
(1) Longevity Pay - Employees are eligible to receive longevity based on continuous years of employment according to the dates and rates below:
5 years - 2.5% of base salary
10 years - 5.0% of base salary
15 years - 7.5% of base salary
20 years - 10% of base salary
(4) Certification Pay - $100.00 per month for each governmental certificate or licensing as follows:
"Operator Cross-certification" (Class I or above) for employees assigned to the Water Treatment Plant or Wastewater Treatment Plant.
Playground Inspection Certification for employees in the Parks Division.
Wastewater Collections Certificate for employees in the Wastewater Collections/Sewer Division. (5) Certification Pay - $200.00 per month for each governmental certificate or licensing as follows:
A necessary pesticide certificate for Public Works employees responsible for pesticide application programs for the City.
Certification for back-flow prevention devices for Public Works employees.
Arborist Certificate for employees in the Parks Division.
Class B Drivers License.
(6) Confidential Pay - 3% pay differential added to the employee's base salary. *Annual time base payrate is rounded up to the nearest whole dollar, while all other time base payrates are rounded to the nearest cent.
Steps
(2) Bilingual Pay - Employees who are certified as fluent in both written and verbal Spanish language will receive a 5% pay differential that is added to the employee's base salary. Employees who are certified as fluent only in verbal Spanish language will receive a 2.5% pay differential that is added to the employee's base salary. (3) Standby Pay - Shall be paid at a rate of $525.00 per week to those employees in the Public Works Department who are required to be on Standby for an entire week
Position Timebase (6) A B C D E
Full-time Fire Department Positions
Fire Inspector Annual 93,633 98,315 103,231 108,392 113,812 Monthly 7,803 8,193 8,603 9,033 9,484
Hourly 45.02 47.27 49.63 52.11 54.72
Firefighter (1) (4) (5) Annual 94,120 98,826 103,767 108,956 114,403 Monthly 7,843 8,235 8,647 9,080 9,534
Hourly 32.32 33.94 35.63 37.42 39.29
Engineer (1) (4) (5) Annual 102,638 107,770 113,159 118,816 124,757 Monthly 8,553 8,981 9,430 9,901 10,396
Hourly 35.25 37.01 38.86 40.80 42.84
Captain (1) (4) (5) Annual 112,926 118,572 124,501 130,726 137,262 Monthly 9,410 9,881 10,375 10,894 11,439
Hourly 38.78 40.72 42.75 44.89 47.14
(1) Annual and Monthly salaries are based on a 56-hour work period with a total of 2,912 hours worked annually. (2) Longevity Pay - Employees are eligible to receive longevity based on continuous years of employment according to the dates and rates below:
5 years - 2.5% of base salary
10 years - 5.0% of base salary
15 years - 7.5% of base salary
20 years - 10% of base salary
(5) Uniform Allowance - Employees shall receive uniform allowance in the amount of $1,200 divided evenly amongst 26 pay periods. (6) Annual time base payrate is rounded up to the nearest whole dollar, while all other time base payrates are rounded to the nearest cent. (3) Bilingual Pay - Employees who are certified as fluent in both written and verbal Spanish language will receive a 5% pay differential that is added to the employee's base salary. Employees who are certified as fluent only in verbal Spanish language will receive a 2.5% pay differential that is added to the employee's base salary. (4) Holiday Pay - Full-time employees will accrue 3.69 hours per pay period, which will be paid out each pay period at the employee's current hourly rate.
CITY OF ST. HELENA PUBLICLY AVAILABLE SALARY SCHEDULE
St. Helena Professional Firefighters Association
Approved and Adopted August 11, 2026
Effective July 1, 2026
FY 2026-2027
Steps
ATTACHMENT 10
Agenda Report to the City Council
Agenda Section: CONSENT ITEMS
Department: Administrative Services Department
DATE: August 11, 2026
FROM: Mandy Kellogg, Director of Administrative Services SUBJECT: Proposed Approval of a Resolution:
(1) Approving Amendments to the Unrepresented Compensation Program for a One-year period Commencing on July 1, 2026 and expiring on June 30, 2027; and
(2) Adopting and Approving the Publicly Available Pay Schedules in Accordance with the Requirement of California Code of Regulations, Title 2, Section 570.5, for classifications covered under the Unrepresented Compensation Program and certain Part-time classifications.
RECOMMENDED
ACTION:
Staff recommends approval of the attached resolution.
PREVIOUS COUNCIL
ACTION:
None.
STATEMENT OF THE
PURPOSE:
The purpose is to approve amendments to the Unrepresented Program and approve and adopt salary schedules for
Unrepresented classifications, which includes Mid-Management, Executive, and Part-time staff, effective July 1, 2026.
FINANCIAL IMPACT: The total financial impact of the salary and benefit adjustments is approximately $156,100. The total increase has been included in the Fiscal Year 2026-27 Operating Budget adopted by City Council on June 10, 2025.
CEQA DETERMINATION: Not a CEQA Project (CEQA Guidelines §15378) BACKGROUND:
In addition to three represented collective bargaining groups, the City of St. Helena has one group of unrepresented employees, which includes Mid-Management, Executive, and Parttime classifications.
The City maintains an Unrepresented Compensation Program to define and periodically update compensation and benefits for the Mid-Management and Executive classifications. The existing Unrepresented Compensation Program expired on June 30, 2026.
DISCUSSION:
The Unrepresented Compensation Program defines compensation and benefits for midmanagement and executive classifications. There are currently 17 budgeted positions within these classifications.
The attached program reflects changes with the following key components:
• Term – The contract is for a one-year term, effective July 1, 2026 through June 30, 2027.
• Annual Cost of Living Adjustment (COLA) – 3% COLA effective July 1, 2026. • Out-of-Class Pay – Increase from up to 5.0% to 10.0% with City Manager approval under the Pay for Performing Partial Duties of Higher Class section. • Medical Insurance Opt-Out Stipend – Employees eligible for Employer-sponsored medical insurance and who voluntarily decline such coverage during open enrollment because they are covered under another group medical insurance plan may receive an opt-out stipend of $300 per month.
• Holiday Leave – Remove Cesar Chavez Birthday – March 31st as an approved holiday and add Juneteenth – June 19th as an approved holiday.
• NEW Section – Add Flexible Work Schedules language.
• Vacation Leave – Add language to give the City Manager authority to increase the vacation cap from 280 hours on a case-by-case basis.
• Executive Leave – Add language to give the City Manager authority to authorize an additional 40 hours of Executive Leave on July 1st for those classifications that are currently only receiving 40 hours of Executive Leave on January 1st on a case-by-case basis.
• Other Benefits – Replace one-time $25 health club membership with flexible annual wellness reimbursement up to $500 and reduce Charity Event reimbursement from $750 annually to $250 annually.
The updates to the Unrepresented Compensation Program are provided as Attachment 1 (redlined version) and Attachment 2 (clean version). Additional amendments have been incorporated throughout the document to clarify existing practices and improve overall language consistency.
Salary Schedules
The City of St. Helena contracts with the California Public Employees Retirement System (CalPERS) to provide retirement benefits for its employees. As a public employer, the City must abide by the Government Code when establishing and reporting employee compensation. The California Code of Regulations (CCR) Title 2, Section 570.5 provides that each pay schedule meets the following requirements:
• Has been duly approved and adopted by the employer’s governing body in accordance with requirements of applicable public meeting laws.
• Identifies the position title for every employee position. • Shows the pay rate for each classification.
• Indicates the time base for each pay rate.
• CalPERS uses the City’s pay schedules to determine final compensation and to calculate retirement benefits for the City’s employees. Inaccurate pay schedules could negatively impact an employee’s final retirement calculation or delay receipt of the appropriate retirement compensation.
Based on salary adjustments outlined in the Unrepresented Compensation Program, it is necessary to adopt new salary schedules for Fiscal Year 2026-27 effective July 1, 2026 (Attachments 3–5). In addition, staff proposed an increase for the part-time classifications that is equivalent to the recommendations in MOUs to ensure the part-time salaries are in-line with the rest of the organization.
ENVIRONMENTAL REVIEW:
None.
GOAL:
Goal 6: Improve Employee Recruitment, Retention, & Morale ATTACHMENTS:
1. Resolution - Unrepresented Updates and Salary Schedule Adoption
2. Attachment 1 - Unrepresented Compensation Program - Redline Version
3. Attachment 2 - Unrepresented Compensation Program - Clean Version
4. Attachment 3 - FY27 MidManagement Salary Schedule Effective 7.1.2026
5. Attachment 4 - FY27 Executive Salary Schedule Effective 7.1.2026
6. Attachment 5 - FY27 Part-time.Extra Help Salary Schedule Effective 7.1.2026
CITY OF ST. HELENA
RESOLUTION NO. 2026-__
Resolution of the City Council of the City of St. Helena:
(1) Approving an Amendment to the Unrepresented Compensation Program for a One-year period Commencing on July 1, 2026 and expiring on June 30, 2027
(2) Adopting and Approving the Publicly Available Pay Schedules in Accordance with the Requirement of California Code of Regulations, Title 2, Section 570.5, for classifications covered under Unrepresented Compensation Program, and certain Parttime Classifications.
RECITALS
A. The Unrepresented Compensation Program expires on June 30, 2025; and B. The amendments to the Unrepresented Compensation Program are included in Attachment 1 and Attachment 2; and
C. The City of St. Helena contracts with the California Public Employee Retirement System (“CalPERS”) to provide retirement benefits for its employees; and D. Pursuant to California Code of Regulations, Title 2, Section 570.5, CalPERS requires governing bodies of local agencies contracting with CalPERS to approve and adopt a publicly available pay schedule in accordance with public meeting laws; and E. On August 11, 2026, via this resolution City Council is ratifying one-year agreements with the members covered under the Unrepresented Compensation Program which includes an increase to base salary for each of the classifications, as well as certain part-time classifications; and
F. Staff updated the pay scale with an effective date of July 1, 2026.
RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:
1. The City Council hereby approves and incorporates by reference the attached Unrepresented Compensation Program for the period July 1, 2026 - June 30, 2027; and
2. That the City of St. Helena Publicly Available Salary Schedule which includes a revised salary schedule for classifications covered by the Unrepresented Compensation Program, and certain part-time classifications and contained in Attachment 3, Attachment 4, and Attachment 5 are hereby approved and adopted in accordance with the requirements of California Code of Regulations, Title 2, Section 570.5; and
3. That the revised City of St. Helena Publicly Available Salary Schedule makes no changes to the salary schedules for other classifications; and
4. That the City of St. Helena Publicly Available Salary Schedule will be posted on the City’s website and will be made available for public inspection for not less than five years.
Approved at a Regular Meeting of the St. Helena City Council on August 11, 2026, by the following vote:
Mayor Paul Dohring:
Vice Mayor Deasy:
Council Member Barak:
Council Member Diaz:
Council Member Spadarotto:
APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Andrew Bradley, City Clerk
UNREPRESENTED COMPENSATION PROGRAM
Twelfth Amendment
Approved on August 11, 2026June 24, 2025
Effective July 1, 20265 to June 30, 20276
Original Adoption DateAdopted: March 8, 2016
First Amendment: June 24, 2016
Second Amendment: September 13, 2016
Third Amendment: June 27, 2017
Fourth Amendment: May 8, 2018
Fifth Amendment: October 8, 2019
Sixth Amendment: October 22, 2019
Seventh Amendment: July 14, 2020
Eighth Amendment: October 13, 2020
Ninth Amendment (inadvertently numbered as Eighth): February 9, 2021 Tenth Amendment: February 8, 2022
ATTACHMENT 1
CITY OF ST. HELENA
UNREPRESENTED EMPLOYEE COMPENSATION PROGRAM
SECTION 1: INTRODUCTION
Section 1.1 Employee Definitions
Section 1.2 Purpose of the Unrepresented Employee
Compensation Program
Section 1.3 Employees Covered
Section 1.4 Exempt Status of Management Employees Covered SECTION 2: EMPLOYMENT CONTRACTS
SECTION 3: EMPLOYEE SALARY COMPENSATION
Section 3.1 Annual Salary Adjustments
Section 3.2 Salary Schedule
Section 3.3 Confidential Pay Differential
Section 3.4 Bi-lingual Pay
Section 3.5 Out-of-Class Pay
Section 3.6 Longevity Pay
SECTION 4: RETIREMENT BENEFITS
Section 4.1 Tier One: Pension Formulas
Section 4.2 Tier Two: Pension Formulas
Section 4.3 Tier Three: PEPRA Pension Formulas
Section 4.4 Cost Sharing Implementation – All Tiers
Section 4.5 Converting Sick Leave Balance
Section 4.6 Other Options Included in CalPERS Contract
Section 4.7 Implementation of Internal Revenue Code Section 414(h)(2)
Section 4.8 All Provisions Subject to Requirements of Law SECTION 5: INSURANCE BENEFITS
Section 5.1 General Provisions
Section 5.2 Medical Waiver
Section 5.32 Life Insurance
Section 5.43 Short-term Disability
Section 5.54 Vision Care
SECTION 6: ALTERNATIVE WORK SCHEDULE
SECTION 7: HOLIDAYS
SECTION 87: VACATION LEAVE
Section 87.1 Vacation Entitlement
Section 87.2 Vacation Accrual
Section 87.3 Vacation usage
SECTION 98: EXECUTIVE LEAVE
SECTION 109: OTHER LEAVES OF ABSENCE
Section 109.1 Sick Leave
Section 109.2 Family Care
Section 109.3 Bereavement Leave
Section 109.4 Industrial Accident Leave
Section 109.5 Miscellaneous Leave With Pay
Section 109.6 FLMA and CFRA Leaves
Section 109.7 Leave for Pregnancy, Childbirth and Related Medical Conditions
Section 109.8 Leave of Absence Without Pay
Section 109.9 Military leave
SECTION 110: TRAINING AND PROFESSIONAL GROWTH
Section 110.1 Professional Seminars and Training
Section 110.2 Professional Membership Fees
Section 110.3 College Tuition Reimbursement
SECTION 121: OTHER BENEFITS
Section 121.1 Vehicle Allowance for Unrepresented Employees Section 121.2 Deferred Compensation Plan
Section 121.3 Retirement Health Savings (RHS) Plan
Section 121.4 Flexible Wellness AllowanceHealth Club Membership Section 121.5 Sick Leave Payout
Section 121.6 St. Helena Charity Based Events
Section 121.7 Uniform Allowance
SECTION 132 : TERMINATION ALLOWANCE
Section 132.1 Severance Pay
Section 132.2 Allowance Schedule
SECTION 1: INTRODUCTION
All provisions of this resolution only apply to At-will Executive Management, MidManagement, and Confidential employees (together “Employees”) as defined herein.
1.1 Employee Definitions:
At-Will Executive Management Employee – an employee who serves at the will of the City Manager and who has responsibility for formulating, administering, and/or managing City policies and programs. In the City, this would typically be department heads.
Mid-Management Employee – an employee whose position is just below the department heads or City Manager and is responsible for managing a distinct responsibility area. MidManagers are in regular City service and are not at-will.
Confidential Employee – a Mid-Management employee, who in the course of his or her duties, has access to confidential information relating to the City’s administration of employer-employee relations. This access may include instances of an occasional but critical nature or due to the employee whose position requires the incumbent to provide direct administrative support to a manager who has such access.
1.2 Purpose of the Unrepresented Employee Compensation Program:
For At-Wwill Executive Management, Mid-Management, and Confidential employees (together “Employees”), this resolution is adopted to promote the development of a stronger, more effective Management Team, not merely for purposes of employeremployee relations but also as a means of recognizing outstanding management performance in all public service areas. These general purposes may be achieved through several means, notably: training, more effective communication among departments, and clear identification of goals and objectives. Also inherent in such a program is the means of retaining good department heads and mid-managers and strengthening the managers (if any) who’s effectiveness and performances fall short of reasonable levels of expectation. This resolution is also referred to herein as the “Unrepresented Program.” This resolution sets forth all of the compensation and benefits for the positions set forth in section 1.3.
1.3 Employees Covered:
Employees covered under this program shall include the following:
A. At-Will Executive Management
Director of Administrative Services
Assistant City Manager
Director of Community Development
Director of Community Services
Deputy City Manager
Fire Chief
Police Chief
Director of Public Works
City Clerk
B. Mid-Management
Assistant Director of Public Works
Chief Building Official
Deputy Director of Community Services
Library Manager
Police Lieutenant
Management Analyst
Project Manager
Public Works Assistant Operations Manager
Public Works Operations Manager
Senior Management Analyst (Non-Confidential)
Senior Planner
Senior Engineer
C. Confidential
Administrative Services Manager
Assistant Administrative Services Director
Assistant to the City Manager
Finance Manager
Human Resources Manager
Program Manager
Senior Management Analyst
Additional job classes may be added to the Unrepresented Program from time to time, based upon the creation of additional City departments/divisions, the addition of new positions, or by the reclassification of existing positions to either At-Wwill Management, Mid- Management, or Confidential based upon the nature of the work.
1.4 Exempt Status of Employees Covered:
The City has reviewed the salaries and duties of the Employees covered under the Unrepresented Program and has determined that these employees are exempt from the overtime provisions of the federal Fair Labor Standards Act.
SECTION 2: EMPLOYMENT CONTRACTS
The Executive Management employees as designated in Section 1.3(A) shall be “At- Will” employees, and shall enter into an employment contract, confirming the “At- Will” status of the employee and setting forth any special pay or benefits such as severance pay.
Employment contracts with all At-Wwill Executive Management employees will be approved by the City Manager, or, in the case of the City Manager’s employment contract, approved by the Council, pursuant to the terms of the City of St. Helena Municipal Code, authorizing the City Manager to appoint all At-Wwill Executive Management employees except the City Attorney.
SECTION 3: EMPLOYMEE SALARY COMPENSATION
3.1 Annual Salary Adjustment:
Effective July 1, 20265, all bargaining unit members shall receive a Cost of Living (COLA) increase of three (3) percent.
3.2 Salary Schedule:
The salary ranges for Employees covered by this Unrepresented Compensation Program are set forth in Exhibit 1, attached to this resolution, and made a part hereof by reference.
3.3 Confidential Pay Differential:
Each Confidential employee will receive a 3% pay differential to be added to the employee’s base pay. This 3% pay differential will not be added to the salary range for that job class. If at any time that a currently designated Confidential employee who receives the confidential differential is deemed to be Non-Confidential, the 3% confidential differential will cease at that time, and the City will take appropriate steps to reclassify the position.
3.4 Bilingual Pay:
Bilingual pay for fluency in both English and Spanish will be paid to employees who are routinely and consistently assigned to communicate in Spanish or to provide translation for City business by communicating in Spanish. For employees who are certified as fluent in both written and verbal Spanish language, bilingual pay will be five percent (5%) of the
designated employee’s base salary. For employees who are certified as fluent only in verbal Spanish language, bilingual pay will be two and one-half percent (2.5%) of the designated employee’s base salary. Only designated employees certified by the City as fluent in both English and Spanish are eligible for this additional pay.
3.5 Out-Of-Class Pay
Pay for Performing Full Duties of Higher Class: When, because of the absence of a Department Head, Executive Management, Mid-Management, or Confidential personnel, an Employee performs substantially all of the functions (full-time) of a higher Classification, the Employee will receive an increase of ten percent (10%) of his/her base wage. The increase will be effective after the third (3rd) week of the assumption of those duties and continue during the period those duties are being performed by the employee on a full-time basis. Out-Of-Class-Pay must be pre-approved, in writing, by the City Manager, and will be reportable to CalPERS as special compensation to the extent permitted by CalPERS rules and regulations.
Pay for Performing Partial Duties of Higher Class: When an Employee is temporarily assigned to perform substantial functions of a higher classification for at least a period of one month, but does not perform those additional duties on a full-time basis and/or the Employee assigned to the position normally responsible for the duties is not absent, the City Manager has the discretion to provide an increase of up to tenfive percent (105%) of the Employee’s normal base wage effective on the first day of assumption of the substantial additional duties and continuing until the City Manager determines that the assignment of the additional duties ceases. This additional pay is provided at the City Manager’s sole discretion and must be pre-approved in writing. Under current CalPERS rules and regulations, this pay for performing partial duties of the higher class is not reportable special compensation.
3.6 Longevity Pay
Longevity pay shall be provided to each permanent employee starting with the employee’s fifth anniversary of continuous employment at the rate of two and one-half percent (2.5%) of rate of pay.
SECTION 4: RETIREMENT BENEFITS
Management Employees are provided retirement benefits under the California Public Employee Retirement System (CalPERS) as described in this Section 4.
4.1 Tier One: 2% at 55 Retirement Program (Miscellaneous Group) and 3% at 50 (Safety Group) – Employees Hired Before July 1, 2012 (Tier One Classic Members) This section 4.1 (including subsections) shall apply to miscellaneous employees hired before July 1, 2012.
4.1.1 2% at 55 or 3% at 50 Pension Formulas: The “2% @ 55” (for miscellaneous employees) or “3% @ 50” (for safety employees) retirement programs will be available to members covered by this Section 4.1.
4.1.2 Final Compensation Based On 12-Month Period: For the purposes of determining a retirement benefit, final compensation for members covered by this Section 4.1 shall mean the highest twelve (12) consecutive month period as specified in Government Code Section 20042.
4.1.3 Required Member Contributions:
4.1.3.1 Members covered by this Section 4.1 shall continue to pay, through payroll deduction, the full 7.0% member contribution for Miscellaneous Group and 9.0% member contribution for the Safety Group.
4.1.3.2 Miscellaneous Member Pension Cost Sharing:
Beginning on the effective date of the amendment to the CalPERS contract providing for cost sharing (estimated date, Spring 2016), miscellaneous members covered by this Section 4.1 shall pay, through payroll deduction, the full 7.0% employee contribution plus an additional 1% of compensation earnable toward the City’s costs for a total contribution of 8% toward the normal cost of pension benefits as permitted by Government Code Section 20516.
4.2 Tier Two: 2% at 60 Retirement Program (Miscellaneous Group) or 3% at 55 (Safety Group) for Members Hired On or After July 1, 2012, and Before December 31, 2012, and Unit Members Qualified for Reciprocity (Tier Two Classic Members):
This Section 4.2 (including subsections) shall apply to members hired on or after July 1, 2012, and before January 1, 2013. In addition, this Section 4.2 shall apply to members hired on or after January 1, 2013, who are qualified for pension reciprocity as stated in Government Code Section 7522.02(c) and related CalPERS reciprocity (Classic Member) requirements:
4.2.1 2% at 60 or 3% at 55 Pension Formulas: The “2% @ 60” (for miscellaneous) or “3% @ 55” (for safety) retirement programs will be available to members covered by this Section 4.2.
4.2.2 Final Compensation Based On 36-Month Period: For the purposes of determining a retirement benefit, final compensation for members covered by this Section 4.2 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service.
4.2.3 Required Member Contributions:
4.2.3.1 Employees covered by this Section 4.2 shall continue to pay, through payroll deduction, the full 7.0% member contribution for Miscellaneous Group and 9.0% member contribution for the Safety Group.
4.2.3.2 Miscellaneous Member Pension Cost Sharing: Beginning on the effective date of the amendment to the CalPERS contract providing for cost sharing (estimated date, Spring 2016), miscellaneous employees covered by this Section 4.2 shall pay, through payroll deduction, the full 7.0% member contribution plus an additional 1% of compensation earnable towards the City’s costs for a total contribution of 8% toward the normal cost of pension benefits as permitted by Government Code Section 20516.
4.3 Tier Three: 2% at 62 PEPRA Retirement Tier (Miscellaneous Group) or 3% at 57 (Safety Group) is Required For Members Hired On or After January 1, 2013 and Not Qualified For Reciprocity (Not a Classic Member):
This Section 4.3 (including subsections) shall apply to members who were hired on or after January 1, 2013, and who do not qualify for pension reciprocity (not a Classic Member) as stated in Government Code Section 7522.02(c).
4.3.1 2% at 62 or 3% at 57 Pension Formulas: The “2% @ 62” (for miscellaneous) or “3% @ 57” (for safety) retirement programs will be available to members covered by this Section 4.3.
4.3.2 Final Compensation Based On 36-Months: Effective January 1, 2013, for the purposes of determining a retirement benefit, final compensation for members covered by this Section 4.3 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service as required by Government Code Section 7522.32.
4.3.3 Required Member Contributions
4.3.3.1 Required 50% of Normal Costs: As required by
Government Code Section 7522.04(g), effective January 1, 2013, members covered by this Section 4.3 shall pay, through payroll deduction, fifty percent (50%) of normal costs.
4.3.3.2 Miscellaneous Member Pension Cost Sharing:
Beginning on the effective date of the amendment to the CalPERS
contract providing for cost sharing (expected Spring of 2016), in addition to paying 50% of normal costs as described above, employees covered by this Section 4.3 shall pay, through payroll deduction, an additional 1.0% of pensionable compensation toward the City’s cost of pension benefits as permitted by Government Code Section 20516.
4.4 Cost Sharing Implementation – All Tiers:
CalPERS mandates an election of employees, separate from adoption of this resolution, to provide for this cost sharing pursuant to Government Code Section 20516. As soon as practicable, the City will initiate the contract amendment process for miscellaneous employee cost sharing. Upon completion of the City’s amendment to the CalPERS contract, miscellaneous member contributions will be made pursuant to Government Code Section 20516, Member Cost Sharing of Additional Benefits. The City will consider cost sharing for the Fire Chief at a future date.
4.5 Converting Sick Leave Balance:
An employee who retires may convert his/her unused sick leave balance to service credit as provided by Government Code Section 20965. Any accrued unused sick leave credit that is paid out at termination will not be available for conversion to service credit.
4.6 Other Options Included In CalPERS Contract:
Employees shall be eligible for other options included in the City’s contract with CalPERS as stated in that contract, and allowed by law.
4.7 Implementation of Internal Revenue Code Section 414(h)(2):
As permitted by Internal Revenue Code Section 414(h)(2) and Government Code Section 20516, each employee shall pay, through payroll deductions, the PERS contributions described in this Article 11 with state and federal income tax on the PERS member contribution deferred to the extent permitted by Internal Revenue Code, 26 USC Section 414(h)(2).
4.8 All Provisions Subject to Requirements of Law:
The City is required to comply with all requirements of law governing the CalPERS retirement program, including, but not limited to eligibility and reporting requirements. In implementing this Unrepresented Compensation Program Resolution and related practices, the City will comply with the requirements of law, and those legal requirements prevail over any inconsistent prior practices or prior resolutions.
SECTION 5: INSURANCE BENEFITS
5.1 General Provisions:
The City will pay the full cost of the employee’s health insurance plan to cover both the employee and the employee’s dependents. The City will pay the full cost for dental coverage for the employee and her/his dependents. When an employee commences work with the City, the effective date of coverage of his/her benefits distribution selection shall be established by the individual carrier. In most cases, coverage begins the first of the month following date of hire. Employees will choose from available insurance programs and/or health and welfare plans at the time of hire or as carriers allow during Open Enrollment periods. Dependent coverage may be added or deleted between Open Enrollment periods subject to conditions imposed by the selected carriers.
5.2 Medical Waiver:
Employees who are eligible for Employer-sponsored medical insurance and who voluntarily decline such coverage during open enrollment because they are covered under another group medical insurance plan may elect to receive an opt-out stipend of three hundred dollars ($300) per month.
5.2.1 Employee must provide satisfactory proof of coverage under another plan (spouse, significant other, domestic partner, parent, etc.), with the exception of employees covered under any governmental/state medical care program like Medi-Cal, who are not eligible to receive the stipend.
5.2.2 Employee may elect to “opt-out” of dental and vision at any time without proof of alternate coverage (stipend does not apply to dental and vision).
5.2.3 The monthly stipend will not increase if electing to “opt-out” of additional plans.
5.2.4 It is the employee’s responsibility to inform Human Resources immediately if and when they will no longer be eligible or covered under an alternate medical plan.
5.2.5 In the event a qualifying event triggers an employee to lose alternate coverage, employee will be re-enrolled under St. Helena’s medical plan.
5.2.6 If an employee loses alternate coverage and is re-enrolled in the City’s plan, their monthly stipend will end immediately.
5.32 Life Insurance:
The City will provide term life insurance for each employee, not to exceed $50,000.
Employees may elect to increase the value of their life insurance policy by $30,000 at their own expense for a total policy value of $80,000. Employees opting for the additional coverage will have the cost of that coverage deducted from their pay.
5.43 Short-term Disability Insurance:
The City will pay for the employee’s cost to participate in the State Disability Insurance (SDI) program.
5.5 5.4 Vision Care:
The City will pay for vision care benefits, for the employee and all dependents through VSP Vision Care Insurance.
SECTION 6: ALTERNATIVE WORK SCHEDULE
The City Manager, with the recommendation of the applicable Department Head, may approve an employee to work an alternative work schedule consisting of either a 9/80 or 4/10 schedule, based on the operational needs of the City.
Employees on a 9/80 schedule shall work eight (8) nine-hour days and one (1) eight-hour day over a two-week period, with one (1) regularly scheduled day off every other week.
Employees on a 4/10 schedule shall work four (4) ten-hour days each workweek with one (1) regularly scheduled day off each week.
The regularly scheduled day off shall be either Monday or Friday, as approved by the Department Head and City Manager, and shall remain consistent unless a permanent change is approved.
If a City-observed holiday falls on an employee's regularly scheduled day off, the employee shall observe the holiday on the preceding workday for a Friday day off or the following workday for a Monday day off. Holiday pay shall be limited to eight (8) hours.
Employees whose regular work schedule exceeds eight (8) hours on the observed holiday may, use accrued leave or adjust their work schedule during the applicable work period to account for the additional hours.
Alternative work schedules are subject to the operational needs of the City and may be modified or discontinued at any time by the City Manager.
SECTION 76: HOLIDAYS
All Unrepresented employees shall receive 12 paid holidays per year, as follows:
Holiday Day Observed
New Year’s Day January 1
Martin Luther King, Jr. Birthday 3rd Monday in January
President’s Day 3rd Monday in February
Cesar Chavez Birthday March 31st
Memorial Day Last Monday in May
Juneteenth June 19th
Independence Day July 4th
Labor Day 1st Monday in September
Veteran’s Day November 11th
Thanksgiving Day 4th Thursday in November
Day after Thanksgiving Friday Following Thanksgiving
Christmas Eve Day December 24th
Christmas Day December 25th
It is the intent of this resolution that all full-time employees receive 12 paid holidays regardless of their assigned workweek. When a holiday falls on a Saturday, the preceding Friday shall be deemed a holiday. When a holiday falls on a Sunday, the following Monday shall be deemed a holiday. When an employee is required to work on a holiday, s/he may select another day as holiday leave with pay during the fiscal year with the consent of the City Manager.
Floating Holidays: Except for the calendar year they are hired, on January 1st of each year, employees earn 16 hours of floating holiday for use during that calendar year, taken in at least 8-hour increments. The hours must be used by the end of the calendar year and does not accrue. After five years of service, employees earn 40 hours of floating holiday.
SECTION 87: VACATION LEAVE
87.1 Vacation Entitlement:
Employees shall accumulate vacation in accordance with the following vacation entitlement schedule:
Years of
Continuous Service
Vacation Days
Earned/Year
1 – 5 years 10
6th year 15
7th year 16
This pattern continues until 20 days per year is reached. On the employee’s 25th anniversary and every five years thereafter, one additional day will be awarded on that year.
87.2 Vacation Accrual:
Employees shall begin earning vacation upon the first day of employment. Vacation leave time shall be accrued as it is earned; odd fractions rounded to the nearest tenth. Vacation time shall not be taken until earned and shall be subject to other provisions of this resolution. When an employee is on a leave without pay status, s/he shall not be entitled to earn vacation.
For purposes of calculating vacation earned upon termination, the employee’s final accrual will be prorated, based on the days worked in the employee’s last month of employment. Upon termination of an employee’s service with the City, s/he shall be paid a lump sum for all earned vacation not taken, at the employee’s hourly rate then in effect.
An employee who was a member of the unrepresented compensation program before May 8, 2018 may accrue a maximum of 380 vacation hours. An employee who is hired or promoted into an unrepresented compensation position on or after May 8, 2018 may accrue a maximum of 280 vacation hours.
Vacation Accrual Exception. The City Manager may, at their sole discretion, authorize a temporary increase to the maximum vacation accrual for an employee whose maximum accrual is 280 hours when the employee has been unable to use accrued vacation due to workload, operational requirements, staffing needs, or other circumstances determined by the City Manager to be in the best interest of the City. The City Manager shall determine the amount and duration of any temporary increase, and such approval shall not establish a precedent or entitlement for future exceptions.
87.3 Vacation Usage:
An employee may take vacation at a time approved by the employee’s direct supervisor, or, in the case of the City Manager, after notification of the City Council. It is the policy of the City that employees take their normal provided vacation leave each year.
Employees should not be earning vacation leave once their accrued vacation balance has reached 380/280 hours. All employees who have accrued at least 380/280 hours of vacation shall expend at least 80 hours of vacation leave per calendar year with at least 40 hours being consecutive.
SECTION 98: EXECUTIVE LEAVE
In recognition of the extra hours required to perform at the level of management, including attendance at numerous meetings outside normal working hours and the fact that
employees who are exempt from FLSA are not compensated for overtime work, the following executive leave policy shall be implemented:
Each FLSA-exempt, unrepresented employee may receive up to five (5) days Executive Leave annually at the discretion of the City Manager provided on January 1st of each year. On January 1st of each year, all hours not taken in the prior year will be lost unless an extension of time is granted by the City Manager. Additionally, at-will executive staff, the Assistant Administrative Services Director, the Assistant Public Works Director, and the Assistant to the City Manager unrepresented employees may receive up to another five (5) days Executive Leave annually at the discretion of the City Manager provided on July 1st of each year, and all hours not taken by December 31st of the same year will be lost unless an extension of time is granted by the City Manager.
Newly hired employees shall have Executive Leave awarded to them in the following prorated manner:
If the employee is hired from:
January – March 40 hours awarded on the date of hire
April – June 30 hours awarded on the date of hire
July – September 20 hours awarded on the date of hire, 40 hours additional at-will
October – December 10 hours awarded on the date of hire, 20 hours additional at-will
SECTION 109: OTHER LEAVES OF ABSENCE
109.1 Sick Leave:
Employees shall accrue and use sick leave in accordance with City of St. Helena Personnel/Administrative on Sick Leave.
109.2 Family Care:
Except as otherwise required by state or federal law, sick leave may be used to care for the employee’s child, spouse, or domestic partner who is incapacitated by a serious health condition as defined by state of federal Law. Sick leave utilized for Family Care shall not exceed forty-eight (48) hours per occurrence. 109.3 Bereavement Leave:
Leave with pay up to 3 days per year in state/5 days out of state shall be granted by the City Manager to employees in case of the death of spouse or domestic partner regardless of gender, parent or step-parent, grand-parent, child, or stepchild, brother or sister, parent-in-law, brother/sister-in-law, son/daughter-in-law, or any relative in the immediate household of the employee. Bereavement leave shall not be charged against any accumulated leave. Additional time off (vacation, executive leave) may be taken if approved by the City Manager.
109.4 Industrial Accident Leave:
The City shall provide paid leave and benefits consistent with the State’s Worker’s Compensation laws.
109.5 Miscellaneous Leave With Pay:
Employees shall be granted a leave of absence with full pay for jury duty; subpoena of the employee as a witness; or attendance in court resulting from the employee’s official duties as assigned by the City Manager. Any compensation received by the employee for the above, except for travel reimbursement, shall be promptly remitted to the City by the employee.
109.6 Leave Pursuant to the Family and Medical Care Leave Act and the California Family Rights Act:
Employees shall be entitled to take leave in response to the birth or adoption of a child, or the placement of a child with the employee for foster care; the employee’s own serious health condition, or to care for a child, parent or spouse of the employee who has a serious health condition; for a “qualifying exigency” arising from the foreign deployment of the employee’s spouse, son, daughter, or parent with the Armed Forces; or to care for a servicemember with a serious injury or illness if the employee is the servicemember’s spouse, son, daughter, parent or next of kin, as specified in the federal Family and Medical Care Leave Act (FMLA) and the California Family Rights Act (Government Code Section 12945.2). Employees may use their accrued leave balances during such leave.
If the period of leave exceeds the employer’s accrued leave balances, the employee shall take the balance of the leave as unpaid leave.
109.7 Leave for Pregnancy, Childbirth and Related Medical Conditions (California Government Code Section 12945):
In addition to leave authorized by Section 9.6, eligible employees may take leave based on pregnancy, childbirth, or related medical conditions pursuant to California Government Code Section 12945. Generally, this leave should not exceed six (6) weeks for a normal pregnancy, childbirth, or related conditions, but may be taken for a period of up to a total
of four (4) months if the employee is disabled due to pregnancy, childbirth, or other medical conditions. The need for leave beyond six (6) weeks due to disability shall be verified in writing by the employee’s physician. The employee may use accrued leave balances during leave taken pursuant to this Section. If the period of leave exceeds the employee’s accrued leave balances, the balance of the leave shall be taken as unpaid leave.
109.8 Leave of Absence Without Pay:
Upon the written request of any employee, the City Manager may approve in writing a leave of absence without pay for a period up to thirty (30) calendar days. Except in the cases of illness or maternity, an employees' request for Leave Without Pay shall be submitted to the City Manager, accompanied by a recommendation or an explanation from the manager as to how an adequate level of service can be maintained during her/his absence. Such leave may be extended up to one calendar year by action of the City Council.
109.9 Military Leave:
An employee called to active duty in any reserve component of the Armed Forces of the United States or the National Guard shall be granted a leave of absence for the duration of said active duty. Any full-time employee on a military leave of absence shall be compensated as outlined in the City’s Personnel Policies Manual if the employee provides proper documentation from the Commanding Officer concerning their active duty; or, if the employee is a Commanding Officer, with a copy of the order to report to active duty and any applicable extension orders.
SECTION 110: TRAINING AND PROFESSIONAL GROWTH
110.1 Professional Seminars and Training:
To promote continued development of skills, knowledge, and abilities among the Employee, the City Manager may grant time off to employee(s) for educational leave.
Such leave may be received in order to attend professional, technical, or managerial workshops, courses, conferences, conventions, seminars, or related activities. The cost of attendance at these activities, including travel, per diem, registration, tuition, materials or other reasonable costs, are legitimate City expenditures as provided for in the annual City Budget.
110.2 Professional Membership Fees:
Most At-Wwill Executive Management, Mid-Management, and Confidential personnel are expected to maintain membership in appropriate professional organizations. These memberships serve to acquaint the City with the current state-of-the-art in these professional areas by means of publications and special activities. The City will include the costs of these membership fees in the respective department budgets, subject to approval by the City Manager.
110.3 College Tuition Reimbursement:
An employee who is taking courses in a field related to his/her employment may receive reimbursement for tuition and/or materials up to $3,500 per year of the reasonable cost for books and tuition per fiscal year.
SECTION 121: OTHER BENEFITS
121.1 Vehicle Reimbursement:
Covered employees to a far greater extent than most other City employees are required to travel throughout the City and the County to fulfill their job requirements. This travel is frequently required outside of normal working hours. In recognition of this employment requirement, the City may provide either the use of a City vehicle or pay an auto allowance of $200 per month. In addition, if travel is required by the employee in his/her personal vehicle beyond the County line, mileage shall be reimbursed at the same rate as set by the IRS.
121.2 Deferred Compensation Plan:
Employees may elect payroll deductions in an amount permissible under IRS regulations, to be placed in a deferred compensation program administered at no cost to the City. To the extent allowed by law, such monies deposited would become tax deferred and would be subject to income taxation in the year they are withdrawn from the deferred compensation program. The City shall match up to $200 per month to the employee’s contribution into the City’s deferred compensation program. Employees may elect to make traditional (pre-tax) and/or ROTH (post-tax) contributions to the plan, up to the maximum allowed, under IRS rules.
121.3 Retirement Health Savings (RHS) Plan:
The City agrees to establish an RHS Plan through MissionSquare. The plan will be voluntary and contributions will be made by members as allowed under IRS rules. 121.4 Health Club MembershipFlexible Wellness Allowance:
The City will pay a one-time membership fee of $25.00 towards employee enrollment in a health clubs. The City shall provide eligible employees with a wellness allowance of up
to $500 per fiscal year to support activities, services, or equipment that promote the employee's health and well-being. Eligible expenses may include, but are not limited to, fitness center memberships, exercise classes, recreational sports fees, wellness programs, fitness equipment, and other health-related expenses as approved by the City Manager or their designee.
121.5 Sick Leave Payout:
11.5.1 Payout upon separation, the City will pay out 50% of accrued sick leave for an employee who was an unrepresented compensation member before May 8, 2018. A new City employee who is hired into an unrepresented compensation position on or after May 8, 2018 will not be eligible for any sick leave pay out.
121.5.2 Retirees conversion, upon meeting REMIFs retiree eligibility to participate in retiree benefits, an employee who was an unrepresented compensation member before May 8, 2018, will have the option of using 100% of their accrued sick leave towards health premiums. A new City employee who is hired into an unrepresented compensation position on or after May 8, 2018 will not be eligible to convert any of their accrued sick leave towards health premiums. 121.5.3 The City will not pay the employee upon separation in good standing from the City employment for unused sick leave accrued on or after July 1, 2020. No new sick leave hours will be eligible for the conversion or payout benefits described 12 in Section 11.4 of the Program beginning July 1, 2020. Those employees who had accrued hours eligible for this benefit on or before June 30, 2020 will have such eligible hours placed into a separate bank and will be permitted to convert them in accordance with the provisions of Section 11.4. 121.6 St. Helena Charity Based Events:
In recognition of the importance of being engaged with the St. Helena community, Unrepresented Employees are eligible to be reimbursed for charity event tickets related to their employment. To be eligible for reimbursement, the event must be held within the County of Napa and directly benefit the St. Helena community. Event tickets may be purchased only for the employee up to a total reimbursable amount of $7250.00 per calendar year.
121.7 Uniform Allowance:
Sworn Personnel that are members of the unrepresented compensation program shall receive an annual uniform allowance in the amount of $1,250. The Uniform Allowance will be paid twice a year: in December and June, in equal amounts.
SECTION 132: TERMINATION ALLOWANCE
132.1 Severance Pay:
In order to foster job security within a professional climate, At-Wwill Executive Management employees who receive no protection from the City’s Personnel System may be entitled to severance pay when they are discharged from the City service. AtWwill Management employees terminated for cause are not eligible for severance benefits.
132.2 Allowance Schedule:
At-Wwill Executive Management employees shall generally be entitled to two (2) months’ salary, excluding fringe benefits. All specific severance pay terms and conditions must be included in the employee’s Employment Contract, as noted in section 2 (Employment Contracts). In no event shall an employee receive a severance that is greater than the employee’s salary multiplied by the number of months left on the unexpired term of the employee’s employment contract, and all severance provisions shall comply with all other requirements of law.
UNREPRESENTED COMPENSATION PROGRAM
Approved on August 11, 2026
Effective July 1, 2026 to June 30, 2027
Original Adoption Date: March 8, 2016
ATTACHMENT 2
CITY OF ST. HELENA
UNREPRESENTED EMPLOYEE COMPENSATION PROGRAM
SECTION 1: INTRODUCTION
Section 1.1 Employee Definitions
Section 1.2 Purpose of the Unrepresented Employee
Compensation Program
Section 1.3 Employees Covered
Section 1.4 Exempt Status of Management Employees Covered SECTION 2: EMPLOYMENT CONTRACTS
SECTION 3: EMPLOYEE SALARY COMPENSATION
Section 3.1 Annual Salary Adjustments
Section 3.2 Salary Schedule
Section 3.3 Confidential Pay Differential
Section 3.4 Bi-lingual Pay
Section 3.5 Out-of-Class Pay
Section 3.6 Longevity Pay
SECTION 4: RETIREMENT BENEFITS
Section 4.1 Tier One: Pension Formulas
Section 4.2 Tier Two: Pension Formulas
Section 4.3 Tier Three: PEPRA Pension Formulas
Section 4.4 Cost Sharing Implementation – All Tiers
Section 4.5 Converting Sick Leave Balance
Section 4.6 Other Options Included in CalPERS Contract
Section 4.7 Implementation of Internal Revenue Code Section 414(h)(2)
Section 4.8 All Provisions Subject to Requirements of Law SECTION 5: INSURANCE BENEFITS
Section 5.1 General Provisions
Section 5.2 Medical Waiver
Section 5.3 Life Insurance
Section 5.4 Short-term Disability
Section 5.5 Vision Care
SECTION 6: ALTERNATIVE WORK SCHEDULE
SECTION 7: HOLIDAYS
SECTION 8: VACATION LEAVE
Section 8.1 Vacation Entitlement
Section 8.2 Vacation Accrual
Section 8.3 Vacation usage
SECTION 9: EXECUTIVE LEAVE
SECTION 10: OTHER LEAVES OF ABSENCE
Section 10.1 Sick Leave
Section 10.2 Family Care
Section 10.3 Bereavement Leave
Section 10.4 Industrial Accident Leave
Section 10.5 Miscellaneous Leave With Pay
Section 10.6 FLMA and CFRA Leaves
Section 10.7 Leave for Pregnancy, Childbirth and Related Medical Conditions
Section 10.8 Leave of Absence Without Pay
Section 10.9 Military leave
SECTION 11: TRAINING AND PROFESSIONAL GROWTH
Section 11.1 Professional Seminars and Training
Section 11.2 Professional Membership Fees
Section 11.3 College Tuition Reimbursement
SECTION 12: OTHER BENEFITS
Section 12.1 Vehicle Allowance for Unrepresented Employees Section 12.2 Deferred Compensation Plan
Section 12.3 Retirement Health Savings (RHS) Plan
Section 12.4 Flexible Wellness Allowance
Section 12.5 Sick Leave Payout
Section 12.6 St. Helena Charity Based Events
Section 12.7 Uniform Allowance
SECTION 13 : TERMINATION ALLOWANCE
Section 13.1 Severance Pay
Section 13.2 Allowance Schedule
SECTION 1: INTRODUCTION
All provisions of this resolution only apply to At-will Executive Management, MidManagement, and Confidential employees (together “Employees”) as defined herein.
1.1 Employee Definitions:
At-Will Executive Management Employee – an employee who serves at the will of the City Manager and who has responsibility for formulating, administering, and/or managing City policies and programs. In the City, this would typically be department heads.
Mid-Management Employee – an employee whose position is just below the department heads or City Manager and is responsible for managing a distinct responsibility area. MidManagers are in regular City service and are not at-will.
Confidential Employee – a Mid-Management employee, who in the course of his or her duties, has access to confidential information relating to the City’s administration of employer-employee relations. This access may include instances of an occasional but critical nature or due to the employee whose position requires the incumbent to provide direct administrative support to a manager who has such access.
1.2 Purpose of the Unrepresented Employee Compensation Program:
For At-Will Executive Management, Mid-Management, and Confidential employees (together “Employees”), this resolution is adopted to promote the development of a stronger, more effective Management Team, not merely for purposes of employeremployee relations but also as a means of recognizing outstanding management performance in all public service areas. These general purposes may be achieved through several means, notably: training, more effective communication among departments, and clear identification of goals and objectives. Also inherent in such a program is the means of retaining good department heads and mid-managers and strengthening the managers (if any) who’s effectiveness and performances fall short of reasonable levels of expectation. This resolution is also referred to herein as the “Unrepresented Program.” This resolution sets forth all of the compensation and benefits for the positions set forth in section 1.3.
1.3 Employees Covered:
Employees covered under this program shall include the following:
A. At-Will Executive Management
Director of Administrative Services
Assistant City Manager
Director of Community Development
Director of Community Services
Deputy City Manager
Fire Chief
Police Chief
Director of Public Works
City Clerk
B. Mid-Management
Assistant Director of Public Works
Chief Building Official
Deputy Director of Community Services
Library Manager
Police Lieutenant
Management Analyst
Project Manager
Public Works Assistant Operations Manager
Public Works Operations Manager
Senior Management Analyst (Non-Confidential)
Senior Planner
Senior Engineer
C. Confidential
Administrative Services Manager
Assistant Administrative Services Director
Assistant to the City Manager
Finance Manager
Human Resources Manager
Program Manager
Senior Management Analyst
Additional job classes may be added to the Unrepresented Program from time to time, based upon the creation of additional City departments/divisions, the addition of new positions, or by the reclassification of existing positions to either At-Will Management, Mid- Management, or Confidential based upon the nature of the work.
1.4 Exempt Status of Employees Covered:
The City has reviewed the salaries and duties of the Employees covered under the Unrepresented Program and has determined that these employees are exempt from the overtime provisions of the federal Fair Labor Standards Act.
SECTION 2: EMPLOYMENT CONTRACTS
The Executive Management employees as designated in Section 1.3(A) shall be “At-Will” employees, and shall enter into an employment contract, confirming the “At-Will” status of the employee and setting forth any special pay or benefits such as severance pay.
Employment contracts with all At-Will Executive Management employees will be approved by the City Manager, or, in the case of the City Manager’s employment contract, approved by the Council, pursuant to the terms of the City of St. Helena Municipal Code, authorizing the City Manager to appoint all At-Will Executive Management employees except the City Attorney.
SECTION 3: EMPLOYMEE SALARY COMPENSATION
3.1 Annual Salary Adjustment:
Effective July 1, 2026, all bargaining unit members shall receive a Cost of Living (COLA) increase of three (3) percent.
3.2 Salary Schedule:
The salary ranges for Employees covered by this Unrepresented Compensation Program are set forth in Exhibit 1, attached to this resolution, and made a part hereof by reference.
3.3 Confidential Pay Differential:
Each Confidential employee will receive a 3% pay differential to be added to the employee’s base pay. This 3% pay differential will not be added to the salary range for that job class. If at any time that a currently designated Confidential employee who receives the confidential differential is deemed to be Non-Confidential, the 3% confidential differential will cease at that time, and the City will take appropriate steps to reclassify the position.
3.4 Bilingual Pay:
Bilingual pay for fluency in both English and Spanish will be paid to employees who are routinely and consistently assigned to communicate in Spanish or to provide translation for City business by communicating in Spanish. For employees who are certified as fluent in both written and verbal Spanish language, bilingual pay will be five percent (5%) of the designated employee’s base salary. For employees who are certified as fluent only in verbal Spanish language, bilingual pay will be two and one-half percent (2.5%) of the designated employee’s base salary. Only designated employees certified by the City as fluent in both English and Spanish are eligible for this additional pay.
3.5 Out-Of-Class Pay
Pay for Performing Full Duties of Higher Class: When, because of the absence of a Department Head, Executive Management, Mid-Management, or Confidential personnel, an Employee performs substantially all of the functions (full-time) of a higher Classification, the Employee will receive an increase of ten percent (10%) of his/her base wage. The increase will be effective after the third (3rd) week of the assumption of those duties and continue during the period those duties are being performed by the employee on a full-time basis. Out-Of-Class-Pay must be pre-approved, in writing, by the City Manager, and will be reportable to CalPERS as special compensation to the extent permitted by CalPERS rules and regulations.
Pay for Performing Partial Duties of Higher Class: When an Employee is temporarily assigned to perform substantial functions of a higher classification for at least a period of one month, but does not perform those additional duties on a full-time basis and/or the Employee assigned to the position normally responsible for the duties is not absent, the City Manager has the discretion to provide an increase of up to ten percent (10%) of the Employee’s normal base wage effective on the first day of assumption of the substantial additional duties and continuing until the City Manager determines that the assignment of the additional duties ceases. This additional pay is provided at the City Manager’s sole discretion and must be pre-approved in writing. Under current CalPERS rules and regulations, this pay for performing partial duties of the higher class is not reportable special compensation.
3.6 Longevity Pay
Longevity pay shall be provided to each permanent employee starting with the employee’s fifth anniversary of continuous employment at the rate of two and one-half percent (2.5%) of rate of pay.
SECTION 4: RETIREMENT BENEFITS
Management Employees are provided retirement benefits under the California Public Employee Retirement System (CalPERS) as described in this Section 4.
4.1 Tier One: 2% at 55 Retirement Program (Miscellaneous Group) and 3% at 50 (Safety Group) – Employees Hired Before July 1, 2012 (Tier One Classic Members) This section 4.1 (including subsections) shall apply to miscellaneous employees hired before July 1, 2012.
4.1.1 2% at 55 or 3% at 50 Pension Formulas: The “2% @ 55” (for miscellaneous employees) or “3% @ 50” (for safety employees) retirement programs will be available to members covered by this Section 4.1.
4.1.2 Final Compensation Based On 12-Month Period: For the purposes of determining a retirement benefit, final compensation for members covered by this Section 4.1 shall mean the highest twelve (12) consecutive month period as specified in Government Code Section 20042.
4.1.3 Required Member Contributions:
4.1.3.1 Members covered by this Section 4.1 shall continue to pay, through payroll deduction, the full 7.0% member contribution for Miscellaneous Group and 9.0% member contribution for the Safety Group.
4.1.3.2 Miscellaneous Member Pension Cost Sharing:
Beginning on the effective date of the amendment to the CalPERS contract providing for cost sharing (estimated date, Spring 2016), miscellaneous members covered by this Section 4.1 shall pay, through payroll deduction, the full 7.0% employee contribution plus an additional 1% of compensation earnable toward the City’s costs for a total contribution of 8% toward the normal cost of pension benefits as permitted by Government Code Section 20516.
4.2 Tier Two: 2% at 60 Retirement Program (Miscellaneous Group) or 3% at 55 (Safety Group) for Members Hired On or After July 1, 2012, and Before December 31, 2012, and Unit Members Qualified for Reciprocity (Tier Two Classic Members):
This Section 4.2 (including subsections) shall apply to members hired on or after July 1, 2012, and before January 1, 2013. In addition, this Section 4.2 shall apply to members hired on or after January 1, 2013, who are qualified for pension reciprocity as stated in Government Code Section 7522.02(c) and related CalPERS reciprocity (Classic Member) requirements:
4.2.1 2% at 60 or 3% at 55 Pension Formulas: The “2% @ 60” (for miscellaneous) or “3% @ 55” (for safety) retirement programs will be available to members covered by this Section 4.2.
4.2.2 Final Compensation Based On 36-Month Period: For the purposes of determining a retirement benefit, final compensation for members covered by this Section 4.2 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service.
4.2.3 Required Member Contributions:
4.2.3.1 Employees covered by this Section 4.2 shall continue to pay, through payroll deduction, the full 7.0% member contribution
for Miscellaneous Group and 9.0% member contribution for the Safety Group.
4.2.3.2 Miscellaneous Member Pension Cost Sharing:
Beginning on the effective date of the amendment to the CalPERS contract providing for cost sharing (estimated date, Spring 2016), miscellaneous employees covered by this Section 4.2 shall pay, through payroll deduction, the full 7.0% member contribution plus an additional 1% of compensation earnable towards the City’s costs for a total contribution of 8% toward the normal cost of pension benefits as permitted by Government Code Section 20516.
4.3 Tier Three: 2% at 62 PEPRA Retirement Tier (Miscellaneous Group) or 3% at 57 (Safety Group) is Required For Members Hired On or After January 1, 2013 and Not Qualified For Reciprocity (Not a Classic Member):
This Section 4.3 (including subsections) shall apply to members who were hired on or after January 1, 2013, and who do not qualify for pension reciprocity (not a Classic Member) as stated in Government Code Section 7522.02(c).
4.3.1 2% at 62 or 3% at 57 Pension Formulas: The “2% @ 62” (for miscellaneous) or “3% @ 57” (for safety) retirement programs will be available to members covered by this Section 4.3.
4.3.2 Final Compensation Based On 36-Months: Effective January 1, 2013, for the purposes of determining a retirement benefit, final compensation for members covered by this Section 4.3 shall mean the highest annual average pensionable compensation earned during thirty-six (36) consecutive months of service as required by Government Code Section 7522.32.
4.3.3 Required Member Contributions
4.3.3.1 Required 50% of Normal Costs: As required by
Government Code Section 7522.04(g), effective January 1, 2013, members covered by this Section 4.3 shall pay, through payroll deduction, fifty percent (50%) of normal costs.
4.3.3.2 Miscellaneous Member Pension Cost Sharing:
Beginning on the effective date of the amendment to the CalPERS contract providing for cost sharing (expected Spring of 2016), in addition to paying 50% of normal costs as described above, employees covered by this Section 4.3 shall pay, through payroll deduction, an additional 1.0% of pensionable compensation toward the City’s cost of pension benefits as permitted by Government Code Section 20516.
4.4 Cost Sharing Implementation – All Tiers:
CalPERS mandates an election of employees, separate from adoption of this resolution, to provide for this cost sharing pursuant to Government Code Section 20516. As soon as practicable, the City will initiate the contract amendment process for miscellaneous employee cost sharing. Upon completion of the City’s amendment to the CalPERS contract, miscellaneous member contributions will be made pursuant to Government Code Section 20516, Member Cost Sharing of Additional Benefits. The City will consider cost sharing for the Fire Chief at a future date.
4.5 Converting Sick Leave Balance:
An employee who retires may convert his/her unused sick leave balance to service credit as provided by Government Code Section 20965. Any accrued unused sick leave credit that is paid out at termination will not be available for conversion to service credit.
4.6 Other Options Included In CalPERS Contract:
Employees shall be eligible for other options included in the City’s contract with CalPERS as stated in that contract, and allowed by law.
4.7 Implementation of Internal Revenue Code Section 414(h)(2):
As permitted by Internal Revenue Code Section 414(h)(2) and Government Code Section 20516, each employee shall pay, through payroll deductions, the PERS contributions described in this Article 11 with state and federal income tax on the PERS member contribution deferred to the extent permitted by Internal Revenue Code, 26 USC Section 414(h)(2).
4.8 All Provisions Subject to Requirements of Law:
The City is required to comply with all requirements of law governing the CalPERS retirement program, including, but not limited to eligibility and reporting requirements. In implementing this Unrepresented Compensation Program Resolution and related practices, the City will comply with the requirements of law, and those legal requirements prevail over any inconsistent prior practices or prior resolutions.
SECTION 5: INSURANCE BENEFITS
5.1 General Provisions:
The City will pay the full cost of the employee’s health insurance plan to cover both the employee and the employee’s dependents. The City will pay the full cost for dental coverage for the employee and her/his dependents. When an employee commences work with the City, the effective date of coverage of his/her benefits distribution selection shall be established by the individual carrier. In most cases, coverage begins the first of
the month following date of hire. Employees will choose from available insurance programs and/or health and welfare plans at the time of hire or as carriers allow during Open Enrollment periods. Dependent coverage may be added or deleted between Open Enrollment periods subject to conditions imposed by the selected carriers.
5.2 Medical Waiver:
Employees who are eligible for Employer-sponsored medical insurance and who voluntarily decline such coverage during open enrollment because they are covered under another group medical insurance plan may elect to receive an opt-out stipend of three hundred dollars ($300) per month.
5.2.1 Employee must provide satisfactory proof of coverage under another plan (spouse, significant other, domestic partner, parent, etc.), with the exception of employees covered under any governmental/state medical care program like Medi-Cal, who are not eligible to receive the stipend.
5.2.2 Employee may elect to “opt-out” of dental and vision at any time without proof of alternate coverage (stipend does not apply to dental and vision).
5.2.3 The monthly stipend will not increase if electing to “opt-out” of additional plans.
5.2.4 It is the employee’s responsibility to inform Human Resources immediately if and when they will no longer be eligible or covered under an alternate medical plan.
5.2.5 In the event a qualifying event triggers an employee to lose alternate coverage, employee will be re-enrolled under St. Helena’s medical plan.
5.2.6 If an employee loses alternate coverage and is re-enrolled in the City’s plan, their monthly stipend will end immediately.
5.3 Life Insurance:
The City will provide term life insurance for each employee, not to exceed $50,000.
Employees may elect to increase the value of their life insurance policy by $30,000 at their own expense for a total policy value of $80,000. Employees opting for the additional coverage will have the cost of that coverage deducted from their pay.
5.4 Short-term Disability Insurance:
The City will pay for the employee’s cost to participate in the State Disability Insurance (SDI) program.
5.5 Vision Care:
The City will pay for vision care benefits, for the employee and all dependents through VSP Vision Care Insurance.
SECTION 6: ALTERNATIVE WORK SCHEDULE
The City Manager, with the recommendation of the applicable Department Head, may approve an employee to work an alternative work schedule consisting of either a 9/80 or 4/10 schedule, based on the operational needs of the City.
Employees on a 9/80 schedule shall work eight (8) nine-hour days and one (1) eight-hour day over a two-week period, with one (1) regularly scheduled day off every other week.
Employees on a 4/10 schedule shall work four (4) ten-hour days each workweek with one (1) regularly scheduled day off each week.
The regularly scheduled day off shall be either Monday or Friday, as approved by the Department Head and City Manager, and shall remain consistent unless a permanent change is approved.
If a City-observed holiday falls on an employee's regularly scheduled day off, the employee shall observe the holiday on the preceding workday for a Friday day off or the following workday for a Monday day off. Holiday pay shall be limited to eight (8) hours.
Employees whose regular work schedule exceeds eight (8) hours on the observed holiday may, use accrued leave or adjust their work schedule during the applicable work period to account for the additional hours.
Alternative work schedules are subject to the operational needs of the City and may be modified or discontinued at any time by the City Manager.
SECTION 7: HOLIDAYS
All Unrepresented employees shall receive 12 paid holidays per year, as follows:
Holiday Day Observed
New Year’s Day January 1
Martin Luther King, Jr. Birthday 3rd Monday in January
President’s Day 3rd Monday in February
Memorial Day Last Monday in May
Juneteenth June 19th
Independence Day July 4th
Labor Day 1st Monday in September
Veteran’s Day November 11th
Thanksgiving Day 4th Thursday in November
Day after Thanksgiving Friday Following Thanksgiving
Christmas Eve Day December 24th
Christmas Day December 25th
It is the intent of this resolution that all full-time employees receive 12 paid holidays regardless of their assigned workweek. When a holiday falls on a Saturday, the preceding Friday shall be deemed a holiday. When a holiday falls on a Sunday, the following Monday shall be deemed a holiday. When an employee is required to work on a holiday, s/he may select another day as holiday leave with pay during the fiscal year with the consent of the City Manager.
Floating Holidays: Except for the calendar year they are hired, on January 1st of each year, employees earn 16 hours of floating holiday for use during that calendar year, taken in at least 8-hour increments. The hours must be used by the end of the calendar year and does not accrue. After five years of service, employees earn 40 hours of floating holiday.
SECTION 8: VACATION LEAVE
8.1 Vacation Entitlement:
Employees shall accumulate vacation in accordance with the following vacation entitlement schedule:
Years of
Continuous Service
Vacation Days
Earned/Year
1 – 5 years 10
6th year 15
7th year 16
This pattern continues until 20 days per year is reached. On the employee’s 25th anniversary and every five years thereafter, one additional day will be awarded on that year.
8.2 Vacation Accrual:
Employees shall begin earning vacation upon the first day of employment. Vacation leave time shall be accrued as it is earned; odd fractions rounded to the nearest tenth. Vacation time shall not be taken until earned and shall be subject to other provisions of this resolution. When an employee is on a leave without pay status, s/he shall not be entitled to earn vacation.
For purposes of calculating vacation earned upon termination, the employee’s final accrual will be prorated, based on the days worked in the employee’s last month of employment. Upon termination of an employee’s service with the City, s/he shall be paid a lump sum for all earned vacation not taken, at the employee’s hourly rate then in effect.
An employee who was a member of the unrepresented compensation program before May 8, 2018 may accrue a maximum of 380 vacation hours. An employee who is hired or promoted into an unrepresented compensation position on or after May 8, 2018 may accrue a maximum of 280 vacation hours.
Vacation Accrual Exception. The City Manager may, at their sole discretion, authorize a temporary increase to the maximum vacation accrual for an employee whose maximum accrual is 280 hours when the employee has been unable to use accrued vacation due to workload, operational requirements, staffing needs, or other circumstances determined by the City Manager to be in the best interest of the City. The City Manager shall determine the amount and duration of any temporary increase, and such approval shall not establish a precedent or entitlement for future exceptions.
8.3 Vacation Usage:
An employee may take vacation at a time approved by the employee’s direct supervisor, or, in the case of the City Manager, after notification of the City Council. It is the policy of the City that employees take their normal provided vacation leave each year.
Employees should not be earning vacation leave once their accrued vacation balance has reached 380/280 hours. All employees who have accrued at least 380/280 hours of vacation shall expend at least 80 hours of vacation leave per calendar year with at least 40 hours being consecutive.
SECTION 9: EXECUTIVE LEAVE
In recognition of the extra hours required to perform at the level of management, including attendance at numerous meetings outside normal working hours and the fact that employees who are exempt from FLSA are not compensated for overtime work, the following executive leave policy shall be implemented:
Each FLSA-exempt, unrepresented employee may receive up to five (5) days Executive Leave annually at the discretion of the City Manager provided on January 1st of each year. On January 1st of each year, all hours not taken in the prior year will be lost unless an extension of time is granted by the City Manager. Additionally, unrepresented employees may receive up to another five (5) days Executive Leave annually at the discretion of the City Manager provided on July 1st of each year, and all hours not taken by December 31st of the same year will be lost unless an extension of time is granted by the City Manager.
Newly hired employees shall have Executive Leave awarded to them in the following prorated manner:
If the employee is hired from:
January – March 40 hours awarded on the date of hire
April – June 30 hours awarded on the date of hire
July – September 20 hours awarded on the date of hire, 40 hours additional
October – December 10 hours awarded on the date of hire, 20 hours additional
SECTION 10: OTHER LEAVES OF ABSENCE
10.1 Sick Leave:
Employees shall accrue and use sick leave in accordance with City of St. Helena Personnel/Administrative on Sick Leave.
10.2 Family Care:
Except as otherwise required by state or federal law, sick leave may be used to care for the employee’s child, spouse, or domestic partner who is incapacitated by a serious health condition as defined by state of federal Law. Sick leave utilized for Family Care shall not exceed forty-eight (48) hours per occurrence.
10.3 Bereavement Leave:
Leave with pay up to 3 days per year in state/5 days out of state shall be granted by the City Manager to employees in case of the death of spouse or domestic partner regardless of gender, parent or step-parent, grand-parent, child, or stepchild, brother or sister, parent-in-law, brother/sister-in-law, son/daughter-in-law, or any relative in the immediate household of the employee. Bereavement leave shall not be charged against any accumulated leave. Additional time off (vacation, executive leave) may be taken if approved by the City Manager.
10.4 Industrial Accident Leave:
The City shall provide paid leave and benefits consistent with the State’s Worker’s Compensation laws.
10.5 Miscellaneous Leave With Pay:
Employees shall be granted a leave of absence with full pay for jury duty; subpoena of the employee as a witness; or attendance in court resulting from the employee’s official
duties as assigned by the City Manager. Any compensation received by the employee for the above, except for travel reimbursement, shall be promptly remitted to the City by the employee.
10.6 Leave Pursuant to the Family and Medical Care Leave Act and the California Family Rights Act:
Employees shall be entitled to take leave in response to the birth or adoption of a child, or the placement of a child with the employee for foster care; the employee’s own serious health condition, or to care for a child, parent or spouse of the employee who has a serious health condition; for a “qualifying exigency” arising from the foreign deployment of the employee’s spouse, son, daughter, or parent with the Armed Forces; or to care for a servicemember with a serious injury or illness if the employee is the servicemember’s spouse, son, daughter, parent or next of kin, as specified in the federal Family and Medical Care Leave Act (FMLA) and the California Family Rights Act (Government Code Section 12945.2). Employees may use their accrued leave balances during such leave.
If the period of leave exceeds the employer’s accrued leave balances, the employee shall take the balance of the leave as unpaid leave.
10.7 Leave for Pregnancy, Childbirth and Related Medical Conditions (California Government Code Section 12945):
In addition to leave authorized by Section 9.6, eligible employees may take leave based on pregnancy, childbirth, or related medical conditions pursuant to California Government Code Section 12945. Generally, this leave should not exceed six (6) weeks for a normal pregnancy, childbirth, or related conditions, but may be taken for a period of up to a total of four (4) months if the employee is disabled due to pregnancy, childbirth, or other medical conditions. The need for leave beyond six (6) weeks due to disability shall be verified in writing by the employee’s physician. The employee may use accrued leave balances during leave taken pursuant to this Section. If the period of leave exceeds the employee’s accrued leave balances, the balance of the leave shall be taken as unpaid leave.
10.8 Leave of Absence Without Pay:
Upon the written request of any employee, the City Manager may approve in writing a leave of absence without pay for a period up to thirty (30) calendar days. Except in the cases of illness or maternity, an employees' request for Leave Without Pay shall be submitted to the City Manager, accompanied by a recommendation or an explanation from the manager as to how an adequate level of service can be maintained during her/his absence. Such leave may be extended up to one calendar year by action of the City Council.
10.9 Military Leave:
An employee called to active duty in any reserve component of the Armed Forces of the United States or the National Guard shall be granted a leave of absence for the duration of said active duty. Any full-time employee on a military leave of absence shall be compensated as outlined in the City’s Personnel Policies Manual if the employee provides proper documentation from the Commanding Officer concerning their active duty; or, if the employee is a Commanding Officer, with a copy of the order to report to active duty and any applicable extension orders.
SECTION 11: TRAINING AND PROFESSIONAL GROWTH
11.1 Professional Seminars and Training:
To promote continued development of skills, knowledge, and abilities among the Employee, the City Manager may grant time off to employee(s) for educational leave.
Such leave may be received in order to attend professional, technical, or managerial workshops, courses, conferences, conventions, seminars, or related activities. The cost of attendance at these activities, including travel, per diem, registration, tuition, materials or other reasonable costs, are legitimate City expenditures as provided for in the annual City Budget.
11.2 Professional Membership Fees:
Most At-Will Executive Management, Mid-Management, and Confidential personnel are expected to maintain membership in appropriate professional organizations. These memberships serve to acquaint the City with the current state-of-the-art in these professional areas by means of publications and special activities. The City will include the costs of these membership fees in the respective department budgets, subject to approval by the City Manager.
11.3 College Tuition Reimbursement:
An employee who is taking courses in a field related to his/her employment may receive reimbursement for tuition and/or materials up to $3,500 per year of the reasonable cost for books and tuition per fiscal year.
SECTION 12: OTHER BENEFITS
12.1 Vehicle Reimbursement:
Covered employees to a far greater extent than most other City employees are required to travel throughout the City and the County to fulfill their job requirements. This travel is frequently required outside of normal working hours. In recognition of this employment requirement, the City may provide either the use of a City vehicle or pay an auto allowance
of $200 per month. In addition, if travel is required by the employee in his/her personal vehicle beyond the County line, mileage shall be reimbursed at the same rate as set by the IRS.
12.2 Deferred Compensation Plan:
Employees may elect payroll deductions in an amount permissible under IRS regulations, to be placed in a deferred compensation program administered at no cost to the City. To the extent allowed by law, such monies deposited would become tax deferred and would be subject to income taxation in the year they are withdrawn from the deferred compensation program. The City shall match up to $200 per month to the employee’s contribution into the City’s deferred compensation program. Employees may elect to make traditional (pre-tax) and/or ROTH (post-tax) contributions to the plan, up to the maximum allowed, under IRS rules.
12.3 Retirement Health Savings (RHS) Plan:
The City agrees to establish an RHS Plan through MissionSquare. The plan will be voluntary and contributions will be made by members as allowed under IRS rules.
12.4 Flexible Wellness Allowance:
. The City shall provide eligible employees with a wellness allowance of up to $500 per fiscal year to support activities, services, or equipment that promote the employee's health and well-being. Eligible expenses may include, but are not limited to, fitness center memberships, exercise classes, recreational sports fees, wellness programs, fitness equipment, and other health-related expenses as approved by the City Manager or their designee.
12.5 Sick Leave Payout:
11.5.1 Payout upon separation, the City will pay out 50% of accrued sick leave for an employee who was an unrepresented compensation member before May 8, 2018. A new City employee who is hired into an unrepresented compensation position on or after May 8, 2018 will not be eligible for any sick leave pay out.
12.5.2 Retirees conversion, upon meeting REMIFs retiree eligibility to participate in retiree benefits, an employee who was an unrepresented compensation member before May 8, 2018, will have the option of using 100% of their accrued sick leave towards health premiums. A new City employee who is hired into an unrepresented compensation position on or after May 8, 2018 will not be eligible to convert any of their accrued sick leave towards health premiums.
12.5.3 The City will not pay the employee upon separation in good standing from the City employment for unused sick leave accrued on or after July 1, 2020.
No new sick leave hours will be eligible for the conversion or payout benefits described 12 in Section 11.4 of the Program beginning July 1, 2020. Those employees who had accrued hours eligible for this benefit on or before June 30, 2020 will have such eligible hours placed into a separate bank and will be permitted to convert them in accordance with the provisions of Section 11.4.
12.6 St. Helena Charity Based Events:
In recognition of the importance of being engaged with the St. Helena community, Unrepresented Employees are eligible to be reimbursed for charity event tickets related to their employment. To be eligible for reimbursement, the event must be held within the County of Napa and directly benefit the St. Helena community. Event tickets may be purchased only for the employee up to a total reimbursable amount of $250.00 per calendar year.
12.7 Uniform Allowance:
Sworn Personnel that are members of the unrepresented compensation program shall receive an annual uniform allowance in the amount of $1,250. The Uniform Allowance will be paid twice a year: in December and June, in equal amounts.
SECTION 13: TERMINATION ALLOWANCE
13.1 Severance Pay:
In order to foster job security within a professional climate, At-Will Executive Management employees who receive no protection from the City’s Personnel System may be entitled to severance pay when they are discharged from the City service. At-Will Management employees terminated for cause are not eligible for severance benefits.
13.2 Allowance Schedule:
At-Will Executive Management employees shall generally be entitled to two (2) months’ salary, excluding fringe benefits. All specific severance pay terms and conditions must be included in the employee’s Employment Contract, as noted in section 2 (Employment Contracts). In no event shall an employee receive a severance that is greater than the employee’s salary multiplied by the number of months left on the unexpired term of the employee’s employment contract, and all severance provisions shall comply with all other requirements of law.
Position Timebase* A B C D E
Management Analyst Annual 101,024 106,076 111,379 116,948 122,796 Monthly 8,419 8,840 9,282 9,746 10,233
Hourly 48.57 51.00 53.55 56.23 59.04
Senior Management Analyst Annual 110,469 115,992 121,792 127,881 134,275 Monthly 9,206 9,666 10,149 10,657 11,190
Hourly 53.11 55.77 58.55 61.48 64.56
Public Works Assistant Operations Manager Annual 117,875 123,769 129,957 136,455 143,278 Monthly 9,823 10,314 10,830 11,371 11,940
Hourly 56.67 59.50 62.48 65.60 68.88
Recreation Manager Annual 118,722 124,658 130,891 137,435 144,307 Monthly 9,893 10,388 10,908 11,453 12,026
Hourly 57.08 59.93 62.93 66.07 69.38
Senior Planner Annual 130,641 137,173 144,032 151,233 158,795 Monthly 10,887 11,431 12,003 12,603 13,233
Hourly 62.81 65.95 69.25 72.71 76.34
Project Manager Annual 130,641 137,173 144,032 151,233 158,795 Monthly 10,887 11,431 12,003 12,603 13,233
Hourly 62.81 65.95 69.25 72.71 76.34
Public Works Operations Manager Annual 130,641 137,173 144,032 151,233 158,795 Monthly 10,887 11,431 12,003 12,603 13,233
Hourly 62.81 65.95 69.25 72.71 76.34
Chief Building Official Annual 145,012 152,262 159,875 167,869 176,263 Monthly 12,084 12,689 13,323 13,989 14,689
Hourly 69.72 73.20 76.86 80.71 84.74
Deputy Director of Community Services - Library Annual 145,647 152,930 160,576 168,605 177,035 Monthly 12,137 12,744 13,381 14,050 14,753
Hourly 70.02 73.52 77.20 81.06 85.11
Senior Civil Engineer Annual 146,300 153,615 161,296 169,361 177,829 Monthly 12,192 12,801 13,441 14,113 14,819
Hourly 70.34 73.85 77.55 81.42 85.49
Lieutenant Annual 147,758 155,146 162,903 171,048 179,600 Monthly 12,313 12,929 13,575 14,254 14,967
Hourly 71.04 74.59 78.32 82.23 86.35
Assistant Director of Public Works Annual 157,011 164,862 173,105 181,760 190,848 Monthly 13,084 13,738 14,425 15,147 15,904
Hourly 75.49 79.26 83.22 87.38 91.75
CITY OF ST. HELENA PUBLICLY AVAILABLE SALARY SCHEDULE
Mid-Management Exempt
Approved and Adopted August 11, 2026
Effective July 1, 2026
FY 2026-2027
Steps
ATTACHMENT 3
Position Timebase* A B C D E
Confidential Positions
Management Analyst (1) Annual 101,024 106,076 111,379 116,948 122,796 Monthly 8,419 8,840 9,282 9,746 10,233
Hourly 48.57 51.00 53.55 56.23 59.04
Senior Management Analyst (1) Annual 110,469 115,992 121,792 127,881 134,275 Monthly 9,206 9,666 10,149 10,657 11,190
Hourly 53.11 55.77 58.55 61.48 64.56
Assistant to the City Manager (1) Annual 128,623 135,054 141,807 148,898 156,342 Monthly 10,719 11,255 11,817 12,408 13,029
Hourly 61.84 64.93 68.18 71.59 75.16
Human Resources Manager (1) Annual 132,348 138,965 145,913 153,209 160,870 Monthly 11,029 11,580 12,159 12,767 13,406
Hourly 63.63 66.81 70.15 73.66 77.34
Program Manager (1) Annual 135,701 142,487 149,611 157,091 164,946 Monthly 11,308 11,874 12,468 13,091 13,745
Hourly 65.24 68.50 71.93 75.52 79.30
Finance Manager (1) Annual 141,697 148,782 156,221 164,032 172,234 Monthly 11,808 12,398 13,018 13,669 14,353
Hourly 68.12 71.53 75.11 78.86 82.80
Assistant Director of Administrative Services (1) Annual 152,193 159,802 167,793 176,182 184,991 Monthly 12,683 13,317 13,983 14,682 15,416
Hourly 73.17 76.83 80.67 84.70 88.94
(1) Confidential Pay - 3% pay differential added to the employee's base salary. *Annual time base payrate is rounded up to the nearest whole dollar, while all other time base payrates are rounded to the nearest cent. (3) Longevity Pay - Longevity pay shall be provided to each permanent employee starting with the employee’s fifth anniversary of continuous employment at the rate of two and one-half percent (2.5%) of rate of pay.
Steps
(2) Bilingual Pay - Employees who are certified as fluent in both written and verbal Spanish language will receive a 5% pay differential that is added to the employee's base salary.
Employees who are certified as fluent only in verbal Spanish language will receive a 2.5% pay differential that is added to the employee's base salary.
Position Timebase* A B C D E
City Clerk Annual 132,114 138,720 145,656 152,938 160,585 Monthly 11,009 11,560 12,138 12,745 13,382
Hourly 63.52 66.69 70.03 73.53 77.20
Deputy City Manager Annual 157,105 164,960 173,208 181,869 190,962 Monthly 13,092 13,747 14,434 15,156 15,913
Hourly 75.53 79.31 83.27 87.44 91.81
Directory of Community Services Annual 176,318 185,134 194,391 204,111 214,316 Monthly 14,693 15,428 16,199 17,009 17,860
Hourly 84.77 89.01 93.46 98.13 103.04
Director of Administrative Services Annual 176,361 185,179 194,438 204,160 214,368 Monthly 14,697 15,432 16,203 17,013 17,864
Hourly 84.79 89.03 93.48 98.15 103.06
Director of Community Development Annual 196,324 206,140 216,447 227,270 238,633 Monthly 16,360 17,178 18,037 18,939 19,886
Hourly 94.39 99.11 104.06 109.26 114.73
Director of Public Works Annual 196,324 206,140 216,447 227,270 238,633 Monthly 16,360 17,178 18,037 18,939 19,886
Hourly 94.39 99.11 104.06 109.26 114.73
Fire Chief Annual 200,856 210,899 221,444 232,516 244,142 Monthly 16,738 17,575 18,454 19,376 20,345
Hourly 96.57 101.39 106.46 111.79 117.38
Police Chief Annual 209,567 220,045 231,047 242,600 254,730 Monthly 17,464 18,337 19,254 20,217 21,227
Hourly 100.75 105.79 111.08 116.63 122.47
Assistant City Manager Annual 209,281 219,745 230,732 242,268 254,382 Monthly 17,440 18,312 19,228 20,189 21,198
Hourly 100.62 105.65 110.93 116.48 122.30
City Manager Annual 254,417 292,580 336,467
Monthly 21,201 24,382 28,039
Hourly 122.32 140.66 161.76
*Annual time base payrate is rounded up to the nearest whole dollar, while all other time base payrates are rounded to the nearest cent. (2) Longevity Pay - Longevity pay shall be provided to each permanent employee starting with the employee’s fifth anniversary of continuous employment at the rate of two and one-half percent (2.5%) of rate of pay.
(1) Bilingual Pay - Employees who are certified as fluent in both written and verbal Spanish language will receive a 5% pay differential that is added to the employee's base salary.
Employees who are certified as fluent only in verbal Spanish language will receive a 2.5% pay differential that is added to the employee's base salary.
CITY OF ST. HELENA PUBLICLY AVAILABLE SALARY SCHEDULE
Executive Management - Department Heads
Approved and Adopted August 11, 2026
Effective July 1, 2026
FY 2026-2027
Steps
ATTACHMENT 4
Position Timebase* A B C D E
Part-time Classifications
Casual Worker I Hourly 18.78 19.72 20.70 21.74 22.82
Casual Worker II Hourly 19.71 20.70 21.73 22.82 23.96
Casual Worker III Hourly 23.72 24.91 26.15 27.46 28.83
Casual Worker IV Hourly 30.26 31.77 33.36 35.03 36.78
Casual Worker V Hourly 38.60 40.53 42.56 44.69 46.92
Position Timebase* A B C D E
Part-time Firefighter Classifications
Firefighter Hourly 32.32 33.94 35.63 37.42 39.29
Engineer Hourly 35.25 37.01 38.86 40.80 42.84
Captain Hourly 38.78 40.72 42.75 44.89 47.14
Assistant Chief Hourly 40.87 42.91 45.06 47.31 49.68
Position Timebase*
Extra Help Classifications
Technical Associate Hourly 26.86 - 70.76
.
Professional Associate Hourly 48.57 - 91.75
Executive Associate Hourly 63.52 - 122.30
Position
Elected Positions
Mayor (1) Annual 18,000
Vice Mayor (1) Annual 11,400
Council Member (1) Annual 11,400
Planning Chairperson (1) Annual 1,200
Planning Vice Chairperson (1)
Planning Commissioner (1)
(1) Salaries do not have a scale.
*Annual time base payrate is rounded up to the nearest whole dollar, while all other time base payrates are rounded to the nearest cent.
Definitions:
Technical Associate
On a part‐time, limited‐term or extra‐help basis and under general supervision, provides temporary technical or para‐professional support for a variety of city offices.
Professional Associate
On a part‐time, limited‐term or extra‐help basis and under general supervision, provides temporary professional support for a variety of city offices.
Executive Associate
On a part‐time, limited‐term or extra‐help basis, provides temporary executive level support for a variety of city offices.
Steps
Part‐time and Extra Help positions are limited to 999 hours annually. Salaries for PERS retired annuitants must meet PERS requirements and are limited to 960 hours. If a PERS retired annuitant is performing part‐time services for a position identified on the City’s Salary Schedule for full‐time positions, the City pays the employee an hourly rate based on the Salary Schedule for full‐time positions. Consult Human Resources for assistance in determining the appropriate hourly rates for part ‐time, limited‐term, extra‐help or retired annuitants.
CITY OF ST. HELENA PUBLICLY AVAILABLE SALARY SCHEDULE
Part-time, Extra-Help, and Elected Officials
Approved and Adopted August 11, 2026
Effective July 1, 2026
FY 2026-2027
Steps
ATTACHMENT 5
Agenda Report to the City Council
Agenda Section: CONSENT ITEMS
Department: Public Works Department
DATE: August 11, 2026
FROM: Eric Janzen, Asst. PW Director
SUBJECT: Consideration and Adoption of the Napa Countywide Active Transportation Plan
RECOMMENDED
ACTION:
Staff recommends City Council approve the attached Resolution and adopt the Napa Countywide Active Transportation Plan.
PREVIOUS COUNCIL
ACTION:
None
STATEMENT OF THE
PURPOSE:
To adopt the Napa Countywide Active Transportation Plan.
FINANCIAL IMPACT: None
CEQA DETERMINATION: Exempt pursuant to Public Resources Code (PRC) §21080.20 BACKGROUND:
The Napa Countywide Active Transportation Plan (AT Plan) serves as a comprehensive update to the prior Countywide Bicycle Plan (2019) and Countywide Pedestrian Plan (2016).
New and innovative approaches to active transportation policy and infrastructure, as well as changes in law necessitate periodic updates to ensure that planned improvements align with local and regional goals, and to better compete for limited funding to support the build-out of the active transportation network.
The AT Plan also helps the City maintain eligibility for funding opportunities benefiting active transportation and road safety improvement projects.
With extensive input from the community and deep guidance from stakeholder agencies, the AT Plan establishes a vision for walking, bicycling and other non-automotive transportation options such as e-bikes and e-scooters throughout the county. The Plan documents the existing environment, presents a thoughtful set of recommended projects and other strategies, and includes an achievable implementation plan to make active transportation safer, more accessible, and more convenient for residents and visitors to the region.
DISCUSSION:
NVTA has engaged in extensive outreach with St. Helena residents, our Active Transportation and Sustainability Committee (ATSC), and the City Council.
Throughout 2025, in partnership with Public Works, NVTA conducted public outreach, gathering public comments via online survey and in-person at community events including the St. Helena Farmer's Market and the Harvest Festival.
On October 1, 2025, NVTA presented the development roadmap for the AT Plan to the Active Transportation and Sustainability Committee (ATSC). ATSC provided comments which were incorporated into the Plan.
On October 28, 2025, NVTA presented the development roadmap for the AT Plan to Council.
Council and the public provided comments which were incorporated into the AT Plan.
The draft AT Plan was published for public review on February 18, 2026.
The draft AT Plan was presented to the Active Transportation and Sustainability Committee (ATSC) on April 1, 2026. ATSC provided additional comments and these comments were incorporated into the AT Plan by NVTA staff prior to adoption by the NVTA Board on April 15, 2026.
The final AT Plan was presented to the Active Transportation and Sustainability Committee (ATSC) on June 3, 2026. ATSC provided additional comments. Unfortunately, these comments were issued too late to be incorporated into the AT plan during this cycle. Fortunately, there will be opportunities to include the ATSC comments at a future date to be determined.
Public Works Staff have reviewed the final AT Plan and find it to be consistent with the comments received prior to April 15, 2026, our community's needs, and the City's other adopted transportation plans. Public Works recommends the City Council adopt the Napa Countywide Active Transportation Plan.
ENVIRONMENTAL REVIEW:
Exempt pursuant to Public Resources Code (PRC) §21080.20 GOAL:
Goal 2: Improve Infrastructure & Further Environmental SustainabilityGoal 5: Enhance Quality of Life
ATTACHMENTS:
1. Resolution - Adopt Countywide AT Plan a
2. Napa Countywide AT Plan_Final_2026-04-10
3. Public Comment - Carlotta Sainato, Napa County Bicycle Coalition
CITY OF ST. HELENA
RESOLUTION NO. 2026-
Consideration and Adoption of the Napa Countywide Active Transportation Plan
RECITALS
A. The Napa Valley Transportation Authority has prepared the Napa Countywide Active Transportation Plan (AT Plan); and
B. The AT Plan serves as a comprehensive update to the prior Countywide Bicycle Plan (2019) and Countywide Pedestrian Plan (2016); and
C. The AT Plan has been prepared in partnership with the City of St. Helena; and D. NVTA has engaged in extensive outreach with St. Helena residents, our Active Transportation and Sustainability Committee (ATSC), and the City Council; and E. The AT Plan maintains City eligibility for funding opportunities benefiting active transportation and road safety improvement projects; and F. The Public Works Director has reviewed the final AT Plan and finds it to be consistent with the public comments received, the community's needs, and the City's other adopted transportation plans.
RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:
1. Approves the Resolution Adopting the Napa Countywide Active Transportation Plan.
Approved at a regular meeting of the St. Helena City Council on August 11, 2026 by the following vote:
Mayor Dohring: __________
Vice Mayor Deasy: __________
Council Member Barak: __________
Council Member Spadarotto: __________
Council Member Diaz: __________
APPROVED: ATTEST:
_____________________________ ___________________________ Paul Jamison Dohring, Mayor Andrew Bradley, City Clerk
Napa Countywide
Active Transportation Plan
Final Plan | April 2026
i
Acknowledgments
Jurisdiction Partners
City of Calistoga
Derek Raynor
Greg Desmond
David Fradelizio
City of St. Helena
Joe Leach
Maya DeRosa
Eric Janzen
Jackie O’Neal
Town of Yountville
John Ferons
Aaron Hecock
Rosalba Ramirez
City of Napa
Julie Lucido
Farid Javandel
Lorien Clark
City of American Canyon
Erica Ahmann Smithies
Brent Cooper
County of Napa
Steve Lederer
Juan Arias
Leigh Sharp
Graham Wadsworth
Project Team
Napa Valley Transportation Authority
Diana Meehan
Planning and Programming Manager
Patrick Band
Senior Program Planner
GHD
Todd Tregenza
Emily Shandy
Holly Murphy
Zach Porteous
Sarah Glick
Toole Design
Lauren Pepe
Circlepoint
Regina Merrill
ii
Table of Contents
Chapter 1 Introduction ......................................................................................................................................1 Napa Countywide.......................................................................................................................... 1 Purpose of this Plan ...................................................................................................................... 3 Vision Statement........................................................................................................................... 5 Goals and Objectives..................................................................................................................... 7 Chapter 2 Existing Active Transportation Environment..........................................................................9 Demographics............................................................................................................................... 9 Travel Behavior............................................................................................................................ 10 Bicycle and Pedestrian Facilities.................................................................................................. 13 Existing Active Transportation Network ...................................................................................... 18 Chapter 3 Community Engagement ............................................................................................................51 Communication Tools and Engagement Activities ...................................................................... 51 Key Findings from Community Engagement............................................................................... 55 Chapter 4 Needs Assessment .......................................................................................................................56 Bicycle Connectivity .................................................................................................................... 56 Community Priorities.................................................................................................................. 58 Developing the Active Transportation Network .......................................................................... 59 Chapter 5 Countywide Recommendations ................................................................................................61 Proposed Bicycle Network .......................................................................................................... 61 Proposed Pedestrian Network .................................................................................................... 80 Recommended Policies and Programs........................................................................................ 99 Chapter 6 Implementation Plan .................................................................................................................105 Bicycle Network Prioritization................................................................................................... 105 Estimated Project Benefits........................................................................................................ 124 Unit Cost Assumptions.............................................................................................................. 127 Funding Opportunities.............................................................................................................. 128 Chapter 7 City of Calistoga ..........................................................................................................................131 Demographics........................................................................................................................... 131 Travel Behavior.......................................................................................................................... 132 Key Community Destinations.................................................................................................... 133 Existing Bicycling and Walking Environment............................................................................. 133 Needs Assessment.................................................................................................................... 137 Recommendations.................................................................................................................... 140 Implementation Plan................................................................................................................. 145 Chapter 8 City of St. Helena........................................................................................................................150 Demographics........................................................................................................................... 150
iii
Travel Behavior.......................................................................................................................... 151 Key Community Destinations.................................................................................................... 151 Existing Bicycling and Walking Environment............................................................................. 152 Needs Assessment.................................................................................................................... 156 Recommendations.................................................................................................................... 160 Implementation Plan................................................................................................................. 165 Chapter 9 Town of Yountville......................................................................................................................170 Demographics........................................................................................................................... 170 Travel Behavior.......................................................................................................................... 171 Key Community Destinations.................................................................................................... 172 Existing Bicycling and Walking Environment............................................................................. 172 Needs Assessment.................................................................................................................... 176 Recommendations.................................................................................................................... 179 Implementation Plan................................................................................................................. 184 Chapter 10 City of Napa................................................................................................................................. 187 Demographics........................................................................................................................... 187 Travel Behavior.......................................................................................................................... 188 Key Community Destinations.................................................................................................... 188 Existing Bicycling and Walking Environment............................................................................. 189 Needs Assessment.................................................................................................................... 199 Recommendations.................................................................................................................... 206 Implementation Plan................................................................................................................. 217 Chapter 11 City of American Canyon ........................................................................................................ 225 Demographics........................................................................................................................... 225 Travel Behavior.......................................................................................................................... 226 Key Community Destinations.................................................................................................... 227 Existing Bicycling and Walking Environment............................................................................. 227 Needs Assessment.................................................................................................................... 232 Recommendations.................................................................................................................... 235 Implementation Plan................................................................................................................. 240 Chapter 12 County of Napa.......................................................................................................................... 245 Demographics........................................................................................................................... 245 Travel Behavior.......................................................................................................................... 246 Existing Bicycling and Walking Environment............................................................................. 247 Needs Assessment.................................................................................................................... 264 Recommendations.................................................................................................................... 275 Implementation Plan................................................................................................................. 293
iv
Appendices
Appendix A – Countywide Project, Policy, and Program Review Appendix B – Community Engagement Summary
Appendix C – Bicycle Level of Traffic Stress Methodology and Bicycle Connectivity Appendix D – Treatment Toolkit
Appendix E – Bicycle Network Recommendations
Appendix F – Potential Induced Demand & VMT Reduction
v
Table of Figures
Figure 2.1: Napa Countywide Age...............................................................................................................................9 Figure 2.2: Napa Countywide Household Income.................................................................................................... 10 Figure 2.3: Napa Countywide Means of Transportation to Work............................................................................. 11 Figure 2.4: Napa Countywide Trip Length ................................................................................................................ 11 Figure 2.5: Napa Countywide Existing Bicycle Facilities ........................................................................................... 19 Figure 2.6: City of Calistoga Existing Bicycle Facilities .............................................................................................. 20 Figure 2.7: City of St. Helena Existing Bicycle Facilities ............................................................................................ 21 Figure 2.8: Town of Yountville Existing Bicycle Facilities........................................................................................... 22 Figure 2.9: City of Napa Existing Bicycle Facilities.................................................................................................... 23 Figure 2.10: City of Napa – Northwest Existing Bicycle Facilities.............................................................................. 24 Figure 2.11: City of Napa – Northeast Existing Bicycle Facilities .............................................................................. 25 Figure 2.12: City of Napa – South Existing Bicycle Facilities..................................................................................... 26 Figure 2.13: City of American Canyon Existing Bicycle Facilities............................................................................... 27 Figure 2.14: County of Napa – Northwest Existing Bicycle Facilities ........................................................................ 28 Figure 2.15: County of Napa – Northeast Existing Bicycle Facilities......................................................................... 29 Figure 2.16: County of Napa – Central West Existing Bicycle Facilities..................................................................... 30 Figure 2.17: County of Napa – Central East Existing Bicycle Facilities...................................................................... 31 Figure 2.18: County of Napa – South Existing Bicycle Facilities................................................................................ 32 Figure 2.19: County of Napa – West Pueblo Existing Bicycle Facilities..................................................................... 33 Figure 2.20: County of Napa – Southeast Napa Islands Existing Bicycle Facilities.................................................... 34 Figure 2.21: County of Napa – Napa / American Canyon Existing Bicycle Facilities.................................................. 35 Figure 2.22: City of Calistoga Existing Pedestrian Facilities ...................................................................................... 37 Figure 2.23: City of St. Helena Existing Pedestrian Facilities .................................................................................... 38 Figure 2.24: Town of Yountville Existing Pedestrian Facilities................................................................................... 39 Figure 2.25: City of Napa Existing Pedestrian Facilities............................................................................................ 40 Figure 2.26: City of Napa – Northwest Existing Pedestrian Facilities........................................................................ 41 Figure 2.27: City of Napa – Northeast Existing Pedestrian Facilities ........................................................................ 42 Figure 2.28: City of Napa – South Existing Pedestrian Facilities............................................................................... 43 Figure 2.29: City of American Canyon Existing Pedestrian Facilities......................................................................... 44 Figure 2.30: County of Napa – Rutherford and Oakville Existing Pedestrian Facilities............................................. 45 Figure 2.31: County of Napa – Angwin Existing Pedestrian Facilities....................................................................... 46 Figure 2.32: County of Napa – Deer Park Existing Pedestrian Facilities.................................................................... 47 Figure 2.33: County of Napa – Silverado Resort Existing Pedestrian Facilities ......................................................... 48 Figure 2.34: County of Napa – West Pueblo Existing Pedestrian Facilities............................................................... 49 Figure 2.35: County of Napa – Southeast Napa Islands Existing Pedestrian Facilities.............................................. 50 Figure 4.1: Bicyclist Comfort Typology ..................................................................................................................... 57 Figure 4.2: Example of Connectivity Analysis........................................................................................................... 58 Figure 5.1: Napa Countywide Proposed Bicycle Network ........................................................................................ 63 Figure 5.2: City of Calistoga Proposed Bicycle Network ........................................................................................... 64 Figure 5.3: City of St. Helena Proposed Bicycle Network ......................................................................................... 65 Figure 5.4: Town of Yountville Proposed Bicycle Network........................................................................................ 66
vi
Figure 5.5: City of Napa Proposed Bicycle Network ................................................................................................. 67 Figure 5.6: City of Napa – Northwest Proposed Bicycle Network ............................................................................ 68 Figure 5.7: City of Napa – Northeast Proposed Bicycle Network ............................................................................. 69 Figure 5.8: City of Napa – South Proposed Bicycle Network .................................................................................... 70 Figure 5.9: City of American Canyon Proposed Bicycle Network.............................................................................. 71 Figure 5.10: County of Napa – Northwest Proposed Bicycle Network ..................................................................... 72 Figure 5.11: County of Napa – Northeast Proposed Bicycle Network...................................................................... 73 Figure 5.12: County of Napa – Central West Proposed Bicycle Network ................................................................. 74 Figure 5.13: County of Napa – Central East Proposed Bicycle Network ................................................................... 75 Figure 5.14: County of Napa – South Proposed Bicycle Network............................................................................. 76 Figure 5.15: County of Napa – West Pueblo Proposed Bicycle Network.................................................................. 77 Figure 5.16: County of Napa – Southeast Napa Islands Proposed Bicycle Network................................................. 78 Figure 5.17: County of Napa – Napa / American Canyon Proposed Bicycle Network .............................................. 79 Figure 5.18: City of Calistoga Proposed Pedestrian Network ................................................................................... 81 Figure 5.19: City of St. Helena Proposed Pedestrian Network ................................................................................. 82 Figure 5.20: Town of Yountville Proposed Pedestrian Network................................................................................ 83 Figure 5.21: City of Napa Proposed Pedestrian Network ......................................................................................... 84 Figure 5.22: City of Napa – Northwest Proposed Pedestrian Network .................................................................... 85 Figure 5.23: City of Napa – Northeast Proposed Pedestrian Network ..................................................................... 86 Figure 5.24: City of Napa – South Proposed Pedestrian Network ............................................................................ 87 Figure 5.25: City of American Canyon Proposed Pedestrian Network ..................................................................... 88 Figure 5.26: County of Napa – Rutherford and Oakville Proposed Pedestrian Network .......................................... 89 Figure 5.27: County of Napa – Angwin Proposed Pedestrian Network .................................................................... 90 Figure 5.28: County of Napa – Deer Park Proposed Pedestrian Network ................................................................ 91 Figure 5.29: County of Napa – Silverado Resort Proposed Pedestrian Network ...................................................... 92 Figure 5.30: County of Napa – West Pueblo Proposed Pedestrian Network............................................................ 93 Figure 5.31: County of Napa – Southeast Napa Islands Proposed Pedestrian Network........................................... 94 Figure 5.32: Crossing Treatments by Intersection Type............................................................................................ 97 Figure 5.33: FHWA Step Guide................................................................................................................................. 98 Figure 6.1: City of Calistoga Near-Term Bicycle Network ....................................................................................... 107 Figure 6.2: City of St. Helena Near-Term Bicycle Network ..................................................................................... 108 Figure 6.3: Town of Yountville Near-Term Bicycle Network.................................................................................... 109 Figure 6.4: City of Napa Near-Term Bicycle Network ............................................................................................. 110 Figure 6.5: City of Napa – Northwest Near-Term Bicycle Network......................................................................... 111 Figure 6.6: City of Napa – Northeast Near-Term Bicycle Network.......................................................................... 112 Figure 6.7: City of Napa – South Near-Term Bicycle Network ................................................................................ 113 Figure 6.8: City of American Canyon Near-Term Bicycle Network.......................................................................... 114 Figure 6.9: County of Napa Near-Term Bicycle Network ........................................................................................ 115 Figure 6.10: County of Napa – Northwest Near-Term Bicycle Network ................................................................. 116 Figure 6.11: County of Napa – Northeast Near-Term Bicycle Network .................................................................. 117 Figure 6.12: County of Napa – Central West Near-Term Bicycle Network.............................................................. 118 Figure 6.13: County of Napa – Central East Near-Term Bicycle Network ............................................................... 119 Figure 6.14: County of Napa – South Near-Term Bicycle Network......................................................................... 120 Figure 6.15: County of Napa – West Pueblo Near-Term Bicycle Network .............................................................. 121 Figure 6.16: County of Napa – Southeast Islands Near-Term Bicycle Network ...................................................... 122
vii
Figure 6.17: County of Napa – Napa / American Canyon Near-Term Bicycle Network........................................... 123 Figure 7.1: City of Calistoga Age Distribution ......................................................................................................... 131 Figure 7.2: City of Calistoga Household Income..................................................................................................... 131 Figure 7.3: City of Calistoga Means of Transportation to Work.............................................................................. 132 Figure 7.4: City of Calistoga Trip Length................................................................................................................. 132 Figure 7.5: City of Calistoga Existing Bicycle Facilities ............................................................................................ 135 Figure 7.6: City of Calistoga Existing Pedestrian Facilities ...................................................................................... 136 Figure 7.7: City of Calistoga Bicycle Level of Traffic Stress...................................................................................... 138 Figure 7.8: City of Calistoga Proposed Bicycle Network ......................................................................................... 142 Figure 7.9: City of Calistoga Proposed Pedestrian Network ................................................................................... 143 Figure 7.10: City of Calistoga Near-Term Bicycle Projects ...................................................................................... 147 Figure 8.1: City of St. Helena Age Distribution ....................................................................................................... 150 Figure 8.2: City of St. Helena Household Income................................................................................................... 150 Figure 8.3: City of St. Helena Means of Transportation to Work............................................................................ 151 Figure 8.4: City of St. Helena Trip Length ............................................................................................................... 151 Figure 8.5: City of St. Helena Existing Bicycle Facilities .......................................................................................... 154 Figure 8.6: City of St. Helena Existing Pedestrian Facilities .................................................................................... 155 Figure 8.7: City of St. Helena Level of Bicycle Traffic Stress.................................................................................... 157 Figure 8.8: City of St. Helena Proposed Bicycle Network ....................................................................................... 162 Figure 8.9: City of St. Helena Proposed Pedestrian Network ................................................................................. 163 Figure 8.10: City of St. Helena Near-Term Bicycle Projects .................................................................................... 167 Figure 9.1: Town of Yountville Age Distribution ..................................................................................................... 170 Figure 9.2: Town of Yountville Household Income ................................................................................................. 170 Figure 9.3: Town of Yountville Means of Transportation to Work .......................................................................... 171 Figure 9.4: Town of Yountville Trip Length (2025 Travel Behavior Study)............................................................... 171 Figure 9.5: Town of Yountville Existing Bicycle Facilities......................................................................................... 174 Figure 9.6: Town of Yountville Existing Pedestrian Facilities................................................................................... 175 Figure 9.7: Town of Yountville Bicycle Level of Traffic Stress.................................................................................. 177 Figure 9.8: Town of Yountville Proposed Bicycle Network...................................................................................... 181 Figure 9.9: Town of Yountville Proposed Pedestrian Network................................................................................ 182 Figure 9.10: Town of Yountville Near-Term Bicycle Projects................................................................................... 185 Figure 10.1: City of Napa Age Distribution............................................................................................................. 187 Figure 10.2: City of Napa Household Income......................................................................................................... 187 Figure 10.3: City of Napa Means of Transportation to Work.................................................................................. 188 Figure 10.4: City of Napa Trip Length..................................................................................................................... 188 Figure 10.5: City of Napa Existing Bicycle Facilities................................................................................................ 191 Figure 10.6: City of Napa – Northwest Existing Bicycle Facilities............................................................................ 192 Figure 10.7: City of Napa – Northeast Existing Bicycle Facilities ............................................................................ 193 Figure 10.8: City of Napa – South Existing Bicycle Facilities................................................................................... 194 Figure 10.9: City of Napa – Existing Pedestrian Facilities ....................................................................................... 195 Figure 10.10: City of Napa – Northwest Existing Bicycle Facilities.......................................................................... 196 Figure 10.11: City of Napa –Northeast Existing Pedestrian Facilities ..................................................................... 197 Figure 10.12: City of Napa – South Existing Pedestrian Facilities........................................................................... 198 Figure 10.13: City of Napa Bicycle Level of Traffic Stress........................................................................................ 200 Figure 10.14: City of Napa – Northwest Bicycle Level of Traffic Stress................................................................... 201
viii
Figure 10.15: City of Napa – Northeast Bicycle Level of Traffic Stress.................................................................... 202 Figure 10.16: City of Napa – South Bicycle Level of Traffic Stress .......................................................................... 203 Figure 10.17: City of Napa Proposed Bicycle Network ........................................................................................... 208 Figure 10.18: City of Napa – Northwest Proposed Bicycle Network ...................................................................... 209 Figure 10.19: City of Napa – Northeast Proposed Bicycle Network ....................................................................... 210 Figure 10.20: City of Napa – South Proposed Bicycle Network.............................................................................. 211 Figure 10.21: City of Napa Proposed Pedestrian Network ..................................................................................... 212 Figure 10.22: City of Napa – Northwest Proposed Pedestrian Network ................................................................ 213 Figure 10.23: City of Napa – Northeast Proposed Pedestrian Network ................................................................. 214 Figure 10.24: City of Napa – South Proposed Pedestrian Network........................................................................ 215 Figure 10.25: City of Napa Near-Term Bicycle Projects.......................................................................................... 219 Figure 10.26: City of Napa – Northwest Near-Term Bicycle Projects...................................................................... 220 Figure 10.27: City of Napa – Northeast Near-Term Bicycle Projects ...................................................................... 221 Figure 10.28: City of Napa – South Near-Term Bicycle Projects............................................................................. 222 Figure 11.1: City of American Canyon Age Distribution ......................................................................................... 225 Figure 11.2: City of American Canyon Household Income ..................................................................................... 226 Figure 11.3: City of American Canyon Means of Transportation to Work .............................................................. 226 Figure 11.4: City of American Canyon Trip Length ................................................................................................. 227 Figure 11.5: City of American Canyon Existing Bicycle Facilities............................................................................. 229 Figure 11.6: City of American Canyon Existing Pedestrian Facilities....................................................................... 231 Figure 11.7: City of American Canyon Bicycle Level of Traffic Stress...................................................................... 233 Figure 11.8: City of American Canyon Proposed Bicycle Network ......................................................................... 237 Figure 11.9: City of American Canyon Proposed Pedestrian Network ................................................................... 238 Figure 11.10: American Canyon Near-Term Bicycle Projects.................................................................................. 242 Figure 12.1: County of Napa Age Distribution........................................................................................................ 245 Figure 12.2: County of Napa Household Income ................................................................................................... 245 Figure 12.3: County of Napa Means of Transportation to Work ............................................................................ 246 Figure 12.4: County of Napa Trip Length................................................................................................................ 246 Figure 12.5: County of Napa Existing Bicycle Facilities........................................................................................... 248 Figure 12.6: County of Napa – Northwest Existing Bicycle Facilities ...................................................................... 249 Figure 12.7: County of Napa – Northeast Existing Bicycle Facilities....................................................................... 250 Figure 12.8: County of Napa – Central West Existing Bicycle Facilities................................................................... 251 Figure 12.9: County of Napa – Central East Existing Bicycle Facilities.................................................................... 252 Figure 12.10: County of Napa – South Existing Bicycle Facilities............................................................................ 253 Figure 12.11: County of Napa – West Pueblo Existing Bicycle Facilities................................................................. 254 Figure 12.12: County of Napa – Southeast Napa Islands Existing Bicycle Facilities................................................ 255 Figure 12.13: County of Napa – Napa / American Canyon Existing Bicycle Facilities.............................................. 256 Figure 12.14: County of Napa – Rutherford and Oakville Existing Pedestrian Facilities ......................................... 258 Figure 12.15: County of Napa – Angwin Existing Pedestrian Facilities................................................................... 259 Figure 12.16: County of Napa – Deer Park Existing Pedestrian Facilities................................................................ 260 Figure 12.17: County of Napa – Silverado Resort Existing Pedestrian Facilities ..................................................... 261 Figure 12.18: County of Napa – West Pueblo Existing Pedestrian Facilities........................................................... 262 Figure 12.19: County of Napa – Southeast Napa Islands Existing Pedestrian Facilities.......................................... 263 Figure 12.20: County of Napa Bicycle Level of Traffic Stress.................................................................................. 266 Figure 12.21: County of Napa – Northwest Bicycle Level of Traffic Stress............................................................. 267
ix
Figure 12.22: County of Napa – Northeast Bicycle Level of Traffic Stress .............................................................. 268 Figure 12.23: County of Napa – Central West Bicycle Level of Traffic Stress.......................................................... 269 Figure 12.24: County of Napa – Central East Bicycle Level of Traffic Stress............................................................ 270 Figure 12.25: County of Napa – South Bicycle Level of Traffic Stress..................................................................... 271 Figure 12.26: County of Napa – West Pueblo Bicycle Level of Traffic Stress .......................................................... 272 Figure 12.27: County of Napa – Southeast Napa Islands Bicycle Level of Traffic Stress ......................................... 273 Figure 12.28: County of Napa – Napa / American Canyon Bicycle Level of Traffic Stress....................................... 274 Figure 12.29: County of Napa Proposed Bicycle Network...................................................................................... 277 Figure 12.30: County of Napa – Northwest Proposed Bicycle Network ................................................................. 278 Figure 12.31: County of Napa – Northeast Proposed Bicycle Network .................................................................. 279 Figure 12.32: County of Napa – Central West Proposed Bicycle Network ............................................................. 280 Figure 12.33: County of Napa – Central East Proposed Bicycle Network ............................................................... 281 Figure 12.34: County of Napa – South Proposed Bicycle Network......................................................................... 282 Figure 12.35: County of Napa – West Pueblo Proposed Bicycle Network.............................................................. 283 Figure 12.36: County of Napa – Southeast Napa Islands Proposed Bicycle Network............................................. 284 Figure 12.37: County of Napa – Napa / American Canyon Proposed Bicycle Network .......................................... 285 Figure 12.38: County of Napa – Rutherford and Oakville Proposed Pedestrian Network ...................................... 286 Figure 12.39: County of Napa – Angwin Proposed Pedestrian Network ................................................................ 287 Figure 12.40: County of Napa – Deer Park Proposed Pedestrian Network ............................................................ 288 Figure 12.41: County of Napa – Silverado Resort Proposed Pedestrian Network .................................................. 289 Figure 12.42: County of Napa – West Pueblo Proposed Pedestrian Network........................................................ 290 Figure 12.43: County of Napa – Southeast Napa Islands Proposed Pedestrian Network....................................... 291 Figure 12.44: County of Napa Near-Term Bicycle Projects..................................................................................... 295 Figure 12.45: County of Napa – Northwest Near-Term Bicycle Network ............................................................... 296 Figure 12.46: County of Napa – Northeast Near-Term Bicycle Network ................................................................ 297 Figure 12.47: County of Napa – Central West Near-Term Bicycle Network............................................................ 298 Figure 12.48: County of Napa – Central East Near-Term Bicycle Network ............................................................. 299 Figure 12.49: County of Napa – South Near-Term Bicycle Network....................................................................... 300 Figure 12.50: County of Napa – West Pueblo Near-Term Bicycle Network ............................................................ 301 Figure 12.51: County of Napa – Southeast Napa Islands Proposed Bicycle Network............................................. 302 Figure 12.52: County of Napa – Napa / American Canyon Near-Term Bicycle Network......................................... 303
x
Table of Tables
Table 1.1: Napa AT Plan Goals and Objectives.............................................................................................................7 Table 2.1: Travel Between Jurisdictions (2025 Travel Behavior Study) ..................................................................... 12 Table 2.2: Napa Countywide Existing Bicycle Facility Mileage.................................................................................. 18 Table 2.3: Napa Countywide Existing Pedestrian Facility Mileage............................................................................ 36 Table 3.1: NVTA-Hosted Community Meetings........................................................................................................ 53 Table 3.2: Community Meetings and Events Attended by NVTA .............................................................................. 53 Table 5.1: Napa Countywide Proposed Bicycle Network Mileage ............................................................................ 62 Table 5.2: Napa Countywide Proposed Pedestrian Network Mileage ...................................................................... 80 Table 5.3: Caltrans DIB 94 Crosswalk Location Guidance ......................................................................................... 95 Table 5.4: Engineering Policies and Programs.......................................................................................................... 99 Table 5.5: Education and Engagement Policies and Programs ............................................................................... 102 Table 5.6: Encouragement Policies and Programs.................................................................................................. 103 Table 5.7: Evaluation Policies and Programs .......................................................................................................... 104 Table 6.1: Prioritization Metrics............................................................................................................................. 106 Table 6.2: Near-Term Bicycle Project List ............................................................................................................... 106 Table 6.3: Top 20 Block Groups – Sidewalk Project Estimated GHG Emissions Reductions.................................... 126 Table 6.4: Unit Cost Assumptions........................................................................................................................... 127 Table 7.1: City of Calistoga Existing Bicycle Facility Mileage................................................................................... 133 Table 7.2: City of Calistoga Existing Pedestrian Facility Mileage............................................................................. 133 Table 7.3: City of Calistoga Low Stress Connectivity............................................................................................... 139 Table 7.4: City of Calistoga Proposed Bicycle Network Mileage ............................................................................. 141 Table 7.5: City of Calistoga Proposed Pedestrian Network Mileage ....................................................................... 141 Table 7.6: City of Calistoga Near-Term Bicycle Project List..................................................................................... 146 Table 7.7: City of Calistoga Near-Term Bicycle Project Benefits.............................................................................. 149 Table 8.1: City of St. Helena Existing Bicycle Network Mileage .............................................................................. 152 Table 8.2: City of St. Helena Existing Pedestrian Facility Mileage........................................................................... 153 Table 8.3: City of St. Helena Low Stress Connectivity............................................................................................. 158 Table 8.4: City of St. Helena Proposed Bicycle Network Mileage ........................................................................... 160 Table 8.5: City of St. Helena Proposed Pedestrian Network Mileage ..................................................................... 161 Table 8.6: City of St. Helena Near-Term Bicycle Project List ................................................................................... 166 Table 8.7: City of St. Helena Near-Term Bicycle Project Benefits............................................................................ 169 Table 9.1: Town of Yountville Existing Bicycle Network Mileage ............................................................................ 172 Table 9.2: Town of Yountville Existing Pedestrian Facility Mileage ......................................................................... 173 Table 9.3: Town of Yountville Low Stress Connectivity ........................................................................................... 178 Table 9.4: Town of Yountville Proposed Bicycle Network Mileage ......................................................................... 180 Table 9.5: Town of Yountville Proposed Pedestrian Network Mileage ................................................................... 180 Table 9.6: Town of Yountville Near-Term Bicycle Project List.................................................................................. 184 Table 9.7: Town of Yountville Near-Term Bicycle Project Benefits.......................................................................... 186 Table 10.1: City of Napa Existing Bicycle Network Mileage.................................................................................... 189 Table 10.2: City of Napa Existing Pedestrian Facilities Mileage .............................................................................. 189 Table 10.3: City of Napa Low Stress Connectivity................................................................................................... 204
xi
Table 10.4: City of Napa Study Corridors ............................................................................................................... 206 Table 10.5: City of Napa Bicycle Network Mileage................................................................................................. 207 Table 10.6: City of Napa Pedestrian Network Mileage........................................................................................... 207 Table 10.7: City of Napa Near-Term Bicycle Project List......................................................................................... 218 Table 10.8: City of Napa Near-Term Bicycle Project Benefits ................................................................................. 224 Table 11.1: City of American Canyon Existing Bicycle Network Mileage ................................................................ 227 Table 11.2: City of American Canyon Existing Pedestrian Facility Mileage ............................................................. 230 Table 11.3: City of American Canyon Low Stress Connectivity............................................................................... 234 Table 11.4: City of American Canyon Proposed Bicycle Network Mileage ............................................................. 236 Table 11.5: City of American Canyon Proposed Pedestrian Network Mileage ....................................................... 236 Table 11.6: City of American Canyon Near-Term Bicycle Project List ..................................................................... 241 Table 11.7: City of American Canyon Near-Term Bicycle Project Benefits.............................................................. 244 Table 12.1: County of Napa Existing Bicycle Network Mileage............................................................................... 247 Table 12.2: County of Napa Existing Pedestrian Facility Mileage ........................................................................... 257 Table 12.3: County of Napa Low Stress Connectivity ............................................................................................. 265 Table 12.4: County of Napa Proposed Bicycle Network Mileage............................................................................ 275 Table 12.5: County of Napa Proposed Pedestrian Mileage .................................................................................... 276 Table 12.6: County of Napa Near-Term Bicycle Project List.................................................................................... 294 Table 12.7: County of Napa Near-Term Bicycle Project Benefits............................................................................ 305
1 Chapter 1
Introduction
Located in the northern San Francisco Bay region,
Napa County is renowned worldwide as a premier
winemaking region and cherished locally as a vibrant
place to live, work, and visit. In addition to the many wineries and restaurants, the county offers a wide
variety of outdoor recreation opportunities including
mountain biking, hiking, swimming, and more. The
region’s mild climate makes it a year-round
destination for outdoor activities and makes active
transportation an attractive option for most of the
year.
With input from the community and guidance from
stakeholder agencies, this Napa Countywide Active
Transportation Plan (AT Plan) captures a vision for
walking, bicycling and other non-automotive
transportation options such as e-bikes and escooters throughout the county over the next 25 years. The AT Plan documents the existing
environment and presents a thoughtful set of
recommended projects and other strategies to make
active transportation safer, more accessible, and
more convenient for residents and visitors to the
region. The AT Plan provides an achievable
implementation framework to complete the
proposed strategies by 2050.
Napa Countywide
Napa County has a total population of 136,070
residents. There are five incorporated jurisdictions
within Napa County, all located along the
north/south spine formed by State Route (SR) 128 /
SR 29 in the western portion of the county. From
north to south, they are the City of Calistoga, the
City of St. Helena, the Town of Yountville, the City of Napa, and the City of American Canyon.
Unincorporated areas outside these jurisdictions are
dominated by vineyards along the valley floor and a
mix of forests, grazing land, and open spaces in the
mountains to the east and west. Several small
residential communities are located throughout the
unincorporated County of Napa, including Deer Park,
Angwin, Pope Valley, Carneros, and Circle Oaks,
among others.
The eastern portion of the county is dominated by
foothills and the Vaca Range mountains, which
include Lake Berryessa, a popular recreational
destination and major reservoir for Solano County.
The Mayacamas Range runs along the western edge
of the County, separating the Napa and Sonoma
valleys.
2 City of Calistoga
The City of Calistoga covers approximately 2.5 square
miles and has a population of 5,159 residents.
Calistoga is located in the northern part of the Napa
Valley at the junction of SR 29 and SR 128. Calistoga
is a walkable small town, made up of a vibrant main
street set within pedestrian-oriented neighborhoods
and surrounded by wineries, vineyards, and other
agricultural lands.
City of St. Helena
St. Helena is a town of 5,378 residents and covers
5.6 square miles. The city is centrally located in the
heart of the upper Napa Valley. St. Helena is bisected
by SR 29 (also known as Main Street) and
surrounded agricultural uses. The community stands
out in the Valley for its unique historic character.
Major economic drivers in St. Helena include
agriculture, winemaking, tourism, and education.
Town of Yountville
The Town of Yountville is approximately 1.5 square
miles and has a population of 3,396 residents. The
town is located halfway between Napa and St.
Helena along SR 29. The Yountville Veterans Home is
a focal point in the town and accounts for between
one-quarter and one-third of the Town’s population.
Yountville began as an agricultural settlement
surrounded by fields and vineyards, and it remains
small and compact to this day.
City of Napa
The City of Napa is the county seat and the largest
city in the county, with a population of 78,816
residents and an area of 18.4 square miles. Highway
29 runs north/south through the City with other
major highways (SR 12, 121, 221) crossing the City
and providing access to nearby communities and the
greater region. The community offers a multitude of
options for entertainment, dining, cultural and
recreational experiences; quaint and historic
neighborhoods; an active and historic Downtown;
and access to recreation, nature, and the Napa River.
City of American Canyon
The City of American Canyon is approximately 6.5
square miles and has a population of 21,698
residents. The city is located in southern Napa
County along SR 29, in the world-famous Napa Valley
wine growing region and in close proximity to the
San Francisco Bay.
American Canyon serves as a wine processing hub;
and is a vibrant and diverse community. Because of
its strategic location at the southern end of Napa
County and with easy access to state and interstate
highways, American Canyon’s industrial district is
home to millions of square feet of wine processing,
bottling storage, and shipping space.
County of Napa
The unincorporated areas of the county are
predominantly rural, characterized by wineries,
vineyards, open space, and hills. Small communities
and neighborhoods in the county including Angwin,
Lake Berryessa, Rutherford, Oakville, and Silverado
are linked primarily by two-lane rural roadways and
state routes. There are approximately 21,623
residents in the unincorporated areas.
3 Purpose of this Plan
The Napa Valley Transportation Authority (NVTA) is
the county transportation agency (CTA) and oversees
both short- and long-range transportation planning
in Napa County. NVTA works closely with the County,
Town, and Cities to improve streets, highways,
transit, bikeways, and pedestrian facilities.
Since the development of the 2016 Countywide
Pedestrian Plan and the 2019 Countywide Bicycle
Plan, Napa Countywide’s population has grown,
transportation demand has changed, and active
transportation best practices have been updated.
NVTA has developed this Countywide AT Plan to
address these changes and reflect the current
regional transportation priorities. This AT Plan is the culmination of more than a year of community
engagement, technical analysis, and stakeholder
input to update and consolidate prior countywide
pedestrian and bicycle planning efforts into one
document.
By developing this countywide AT Plan, NVTA
provides a framework for consistency in bicycle and
pedestrian facilities, policies, and programs across all jurisdictions, supporting both formula and
discretionary funding of infrastructure and
programs.
Planning Context
This Countywide AT Plan helps NVTA do its part to
implement and achieve the goals, guiding principles,
and targets set forth by local, regional, and statewide planning documents. The planning process began
with a thorough screen of all planning efforts
relevant to active transportation in Napa County,
which ultimately informed the development of
countywide infrastructure recommendations,
programs, and policies. The goal of the screen was to
develop a framework of policies that provide
consistency throughout the region, while also
responding to the unique needs of local jurisdictions.
Below is a list of the programs and policies reviewed
for the AT Plan. See Appendix A for the complete
project, policy, and program consistency screen.
Statewide Plan
» Toward an Active California (2017)
Regional Plans
» Metropolitan Transportation Commission (MTC)
Plan Bay Area 2050 (2024)
» NVTA Vision Zero Plan (2023)
» Advancing Mobility 2045 (2021; update
underway)
» Caltrans District 4 Bicycle Plan (2025) and
Pedestrian Plan (2021)
» SR 29 Comprehensive Multimodal Corridor Plan
(CMCP, 2020)
» NVTA Napa Countywide Bicycle Plan (2019)
» Napa County Bicycle Coalition: Napa County Safe
Routes to School Program Published Reports
(2018-2022)
» NVTA Napa Countywide Pedestrian Master Plan
(2016)
4 Local Plans and Reports
Local plans and reports that inform this plan include
General Plans, Local Road Safety Plans, and Active
Transportation Plans.
» City of Calistoga
− Calistoga General Plan (2014)
− Calistoga Active Transportation Plan (2014)
» City of St. Helena
− St. Helena 2040 General Plan (2019)
» Town of Yountville
− Envision Yountville General Plan (2019)
» City of Napa
− City of Napa Local Road Safety Plan (LRSP,
2022)
− Napa 2040 General Plan (2022)
» City of American Canyon
− City of American Canyon Local Road Safety
Plan (LRSP, 2022)
− Broadway District Specific Plan (2019)
» County of Napa
− Napa County Local Road Safety Plan (LRSP,
2022)
− Napa County General Plan (2008)
In addition, this plan is coordinated with several
concurrent, ongoing projects and planning efforts to
align recommendations:
» NVTA Accessible Transportation Needs
Assessment (2025)
» NVTA Travel Behavior Study (2025)
» NVTA Community Based Transportation Plan
(2025)
» City of St. Helena Streets Master Plan
(anticipated 2026)
» City of American Canyon General Plan 2040
(2025)
Organization of this Plan
Chapters 1-6 present countywide analysis, findings,
and recommendations for active transportation.
Chapters 7-12 present individual Active
Transportation Plans intended to be adopted by each
of the five Cities/Town and the County. These
individual chapters focus on the existing conditions,
analysis, and recommendations for each jurisdiction.
After the chapters, six appendices are provided,
expanding on and addressing topics discussed
throughout the AT Plan.
5 Vision Statement
A countywide vision statement and subsequent goals
and objectives were developed to guide the planning
process and the recommendations made by this
plan. The vision statement was developed by NVTA
and was informed by current and past planning
efforts, existing transportation needs, and input from
the community and local jurisdictions.
The vision is the basis for the goals and objective
outlined below, which ultimately guided the analysis
conducted and development of recommendations.
These goals prioritize safety and connectivity, while
also addressing equity, accessibility, sustainability,
and infrastructure maintenance and project
accountability.
“Napa County will be an active transportation-friendly
community with a connected and comfortable network
designed for all ages and abilities.
This comprehensive active transportation network will provide residents and visitors with safe, convenient, and enjoyable access to destinations throughout Napa County and beyond, supporting everyday commuting, non-work trips, and
recreation, and promoting a high quality of life.”
Vision Zero
In 2023, NVTA adopted a Vision Zero Plan, which
aims to eliminate traffic related deaths and serious
injuries by 2030. The AT Plan is one tool NVTA can
use to achieve this goal. As compared to the Vision
Zerio Plan, The AT Plan provides a wider range
recommendations specific to pedestrians, bicyclists,
and other non-motorized users. The analysis
conducted to develop this plan, and the subsequent
infrastructure and policy recommendations, are all
guided by the vision of a safe active transportation
network that supports the region’s most vulnerable
road users.
Vehicle Miles Traveled Reduction
Encouraging active travel and reducing vehicle miles
traveled (VMT) is key to achieving regional climate
and sustainability goals. Advancing Mobility 2045
sets four goals related to sustainability:
» Reduce greenhouse gas emissions by 19 percent
per capita
» Reduce vehicle miles traveled by 15 percent per
capita
» Increase work trips made by bicycling or walking
to 10 percent mode share
» Maintain or increase transit ridership
People are typically willing to walk up to one halfmile, and willing to bike up to two miles. The AT Plan explores opportunities for mode shift for these
“short trips” by recommending active transportation
near key destinations where it is feasible to walk or
bike.
6 All Ages and Abilities
Providing comfortable active transportation facilities
for all users, regardless of age and ability, is key for reducing reliance on driving and increasing active
travel. While a portion of the population are
uninterested in riding a bicycle under any condition,
a majority of people are “interested but concerned”,
meaning they may want to ride a bicycle, but feel
uncomfortable riding with or adjacent to high-speed,
high-volume traffic.
1 These riders, which comprise
between 50 and 60 percent of the population,
typically prefer riding in off-street pathways, on
lower volume streets, or in conditions where their
interactions with motor vehicles are limited. The
vision statement guides the AT Plan to support these
riders in an effort to encourage bicycling in Napa
County. Perceived safety or comfort riders
experience on a given road can be measured by
Level of Traffic Stress (LTS). LTS considers a variety of factors that may impact a bicyclist’s experience,
including whether a bicycle facility is present, how
wide it is, the speed and volume of adjacent vehicle
traffic, and more. A complete LTS analysis can be
found in Chapter 4 Needs Assessment.
1 Jennifer Dill and Nathan McNeil, “Revisiting the Four Types of Cyclists: Findings from a National Survey,” Transportation Research Record:
Journal of the Transportation Research Board, 2587: 90-99, 2016.
7 Goals and Objectives
The following goals and objectives outlined in Table 1.1 were developed to advance the vision statement and aim to achieve vision zero, reduce vehicle miles traveled, and provide an active transportation network for all ages and abilities.
Table 1.1: Napa AT Plan Goals and Objectives
Goal Objective
Goal 1: Safety
Improve safety for all users of the transportation system, especially vulnerable road users (those who use active
transportation).
Objective 1.1
Reduce level of traffic stress (LTS) on the bicycle
network by using LTS as a tool for facility design. For example, if a facility scores LTS 3 or 4 (high stress), use design to reduce to a low stress score of LTS 1 or 2.
Objective 1.2
Improve safety for vulnerable users by enhancing
roadway crossings, particularly intersections on the High Injury Network.
Objective 1.3
Achieve the Vision Zero goal of zero severe injuries and fatalities by 2035.
Goal 2: Equity & Accessibility
Develop an active transportation network that supports all ages and abilities and prioritize access for underserved communities.
Objective 2.1
Strive for a bicycle network that is comfortable for the “interested but concerned” bicyclist by implementing
new and enhanced low-stress facilities on the primary
network.
Objective 2.2
Prioritize funding for new and enhanced bicycle and
pedestrian infrastructure for underserved communities,
including communities where people rely on active and
public transportation as their primary modes.
Objective 2.3
Upgrade all pedestrian facilities to be ADA- and
PROWAG-compliant so that users with disabilities can
comfortably use the network.
Goal 3: Connectivity
Efficiently implement a connected network that allows
active transportation users to directly access key
destinations without interruption.
Objective 3.1
Prioritize gap closures in the active transportation
network over new infrastructure that does not connect
to the existing network.
Objective 3.2
Identify opportunities to use quick-build techniques to get projects on the ground in shorter timelines, and to test treatments before installing fixed infrastructure.
8 Goal Objective
Goal 4: Sustainability &
Mode Shift
Invest in complementary programs to reduce greenhouse
gas emissions and increase active transportation mode
share.
Objective 4.1
Partner with local businesses to create robust
Transportation Demand Management programs that
support the local economy while reducing VMT and
greenhouse gas emissions.
Objective 4.2
Achieve a countywide active transportation mode
share2 of 10% by 2050
Goal 5: Maintenance Evaluation &
Data Collection
Support the longevity of the active transportation network through maintenance and evaluation.
Objective 5.1
Develop and implement a maintenance program that
includes all facilities within the public right-of-way, including shared facilities, dedicated active
transportation facilities, and amenities.
Objective 5.2
Utilize pre/post data collection to evaluate project
success, including metrics such as volume, speed, mode, as well as qualitative community feedback.
Objective 5.3
Maintain a publicly accessible record of past and
planned active transportation projects and priorities.
2 Mode share is defined as the percentage of total trips taken using a given type of transportation (e.g. transit, single occupancy vehicle) for any purpose (work, shopping, recreation, etc.) that begin and/or end in Napa County. Active transportation includes but is not limited to those trips that occur by walking, bicycling, e-bike, scooter, or other human-powered and battery-electric assisted mobility devices.
9 Chapter 2
Existing Active
Transportation Environment
This chapter presents a review of existing conditions
for active transportation throughout Napa County.
Understanding the current environment establishes
a foundation for recommended facilities, policies,
and programs, and documents a baseline against
which future progress can be measured. Existing
facilities are also important for understanding
ongoing maintenance obligations to ensure a safe
and accessible network.
Demographics
The following demographic information is based on
American Community Survey (ACS) 2023 five-year
estimates.
Age
Communities of all ages benefit from a connected
and accessible active transportation network. People
who are introduced to walking, bicycling and transit
at a younger age are more likely to use active modes
of travel in adulthood, contributing to active
lifestyles. Active lifestyles are linked to many physical and mental benefits such as cardiovascular health,
improved mental health, and for areas, can form a
large sense of community. Figure 2.1 shows the age
distribution of Napa County residents. The median
age is 42.8 years old, though 28% of the population
are under 25.
Figure 2.1: Napa Countywide Age
16%
12%
12%
13%
13%
14%
12%
9%
0% 5% 10% 15% 20%
Under 15 years
15 to 24 years
25 to 34 years
35 to 44 years
45 to 54 years
55 to 64 years
65 to 74 years
75 years and over
10 Income
Figure 2.2 shows household income for Napa
County. Napa County has a median household
income (MHI) of $108,970, slightly higher than the
state of California’s MHI of $96,334. The California
low-income level for a family of 3 (average
household size in Napa County is approximately 2.66
people) is $29,657 annually. Around 12 percent of
Napa County households fall below the federal
poverty level. Lower-income community members
are more likely to rely on active transportation and
transit as opposed to car travel. Providing adequate
active transportation will support connectivity for
these residents.
Figure 2.2: Napa Countywide Household
Income
Travel Behavior
Travel behavior data is based on American
Community Survey (ACS) 2023 five-year estimates,
as well as excerpted from the 2025 NVTA Travel
Behavior Study (TBS).
According to the TBS, there are fewer Napa County
residents and fewer Napa County based employees
in 2025 than there were in 2018. Napa County is
exporting fewer and importing more workers, and
more residents are working from home. The TBS
reports that traffic passing through Napa County has
increased, while trips that enter and leave Napa
County from nearby regional (inter-county trips)
have decreased. Internal Napa County trips have
increased by 5%.
Typically, people are willing to walk up to one halfmile or bicycle up to two miles to their destinations.
Short driving trips under two miles present the
potential for mode shift, or the opportunity to
encourage active travel instead of driving. There may
be potential for mode shift among shorter trips
within jurisdictions, or between cities along regional
routes like the Vine Trail.
Mode Share
Figure 2.3 provides an overview of commute mode
share in Napa County for workers 16 years and older.
Mode share data was sourced from the American
Community Survey (ACS) five-year estimates for
2016 and 2023. The data does not include non-work
trips.
Most Napa County residents drive to work, either
alone or by carpooling. Since 2016, more residents
are working from home, likely due to the Covid-19
pandemic, and fewer residents are driving alone or
carpooling to work.
Though 13 percent of all workers who live in Napa
County work from home and do not have a
commute, there may be opportunities to increase
active travel for non-work and recreational trips.
Trip Length
Figure 2.4 shows average trip length for weekday
and weekend trips from the 2025 Travel Behavior
Study. About a quarter of trips in Napa County are
under 2 miles—focusing on improving active
transportation infrastructure for these trips could
increase rates of walking and bicycling.
9%
13%
24%
19%
13%
22%
0% 5% 10% 15% 20% 25% 30%
Below $25,000
$25,000 -$49,999
$50,000 - $99,999
$100,000 - $149,999
$150,000 - $199,999
$200,000 or more
11 Figure 2.3: Napa Countywide Means of Transportation to Work Figure 2.4: Napa Countywide Trip Length
76%
12%
1% 1%
4%
1%
6%
71%
10%
1% 1% 3% 1%
13%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Drove alone Carpooled Public
transportation
Bicycle Walked Other Worked at home
Percent of Workers 16 and Over
2016
2023
11%
16%
26%
16%
14%
7%
3%
8%
10%
15%
26%
17%
16%
8%
4%
5%
0% 5% 10% 15% 20% 25% 30%
0-1 mile
1-2 miles
2-5 miles
5-10 miles
10-20 miles
20-30 miles
30-40 miles
40+ miles
Percent of Trips
Average Weekday Trip Length Average Weekend Trip Length
12 Travel Between Jurisdictions
The TBS also provides information about travel
between jurisdictions. Table 2.1 shows where trips
begin and end for each jurisdiction. In American
Canyon, Calistoga, and the City of Napa, most trips
end in the same jurisdiction where they started.
Trips that begin in St. Helena, Yountville, or the
unincorporated County of Napa are more likely to
end in a different jurisdiction.
Transit
While this chapter details the existing pedestrian and
bicycle facilities, NVTA recognizes that transit is a key component to the active transportation network.
Transit riders rely on the active transportation
network to travel to and from their transit stop,
often referred to as “first- and last-mile connectivity.” The Vine is the county’s bus system and is operated
by NVTA. The Vine is comprised of local routes
serving the City of Napa and adjacent areas, and
regional routes that connect residents and visitors to
the Up Valley Communities (Calistoga, St. Helena,
and Yountville) as well as the Bay Area. Local
jurisdictions also feature their own fixed and ondemand transit services. The transit network expands how far pedestrians, bicyclists, and other
non-motorized users can travel, connecting them to
regional destinations.
Transit mode share for commuters comprises 1% of
all trips, through NVTA recognizes transit is also used for non-work trips. Bolstering the active
transportation network near transit stops and along
key routes would improve first- and last-mile
connectivity and encourage transit mode shared for
commuting, non-work trips, and recreation.
Table 2.1: Travel Between Jurisdictions (2025 Travel Behavior Study) Destination
American
Canyon Calistoga City of Napa County of Napa St. Helena Yountville Trips originating in American Canyon
76% <1% 17% 6% <1% 1%
Trips originating in Calistoga
1% 60% 5% 23% 10% <1%
Trips originating in the City of Napa
2% <1% 87% 9% 1% 1%
Trips originating in the County of Napa
5% 4% 39% 39% 10% 3%
Trips originating in St. Helena
1% 6% 16% 28% 46% 2%
Trips originating in Yountville
3% 1% 39% 20% 5% 31%
13 Bicycle and Pedestrian Facilities
Bikeways
In California, dedicated bicycle facilities are categorized into one of four “classes” based on the amount of separation they offer from traffic. Some classes have variations within them that can improve bicyclist comfort or respond to different roadway contexts. For more information on bicycle and pedestrian facilities, see Appendix D:
Treatment Toolkit.
Shared-Use Paths (Class I)
A shared-use path is a two-way facility physically
separated from motor vehicle traffic and used by
bicyclists, pedestrians, and other non-motorized
users. Shared-use paths can be located in an
independent alignment, such as a greenbelt or
abandoned railroad, or constructed adjacent to a
roadway.
Shared-use Path (Class I)
Separated Bikeways (Class IV)
Separated bikeways or bike lanes are a dedicated
bikeway facility type that combines the user
experience of a shared-use path with the on-street
infrastructure of a conventional bike lane. They are
physically separated from motor vehicle traffic by
curbs, bollards, parked cars, or other vertical
elements, and are distinct from the sidewalk.
Separated bike lanes can be constructed at sidewalk
grade, roadway grade, or an intermediate grade
between the sidewalk and street. Separated bike
lanes can be designed to serve one-way bicyclist
traffic or two-way bicyclist traffic.
Separated Bikeway (Class IV)
14 Bicycle Lanes (Class II)
Bike lanes provide an exclusive space for bicyclists in the roadway. Bike lanes are delineated with lines and
symbols on the roadway surface. Bike lanes are for
one-way travel and are normally provided in both
directions on two-way streets or on one side of a
one-way street. Bicyclists may leave the bike lane as
necessary to make turns, pass other bicyclists, avoid
debris, or other potential conflicts or hazards, or to
properly position themselves for other necessary
movements.
Bicycle Lane (Class II)
Buffered Bicycle Lanes (Class II)
Buffered bike lanes are created by painting a buffer
zone between the bike lane and the adjacent travel
lane. Buffers are typically used between bike lanes
and motor vehicle travel lanes to increase bicyclists’
comfort. However, buffers can also be painted in the
“door zone” between the right edge of the bike lane
and the parking lane in locations with high parking
turnover to discourage bicyclists from riding too
close to parked vehicles.
Buffered Bicycle Lane (Class II)
15 Urban Bicycle Routes (Class III)
Urban bike routes are neighborhood streets where
the travel lane is shared between bicyclists and
motorists. Urban bicycle routes are designed for
lower speeds and average daily traffic below 3,000
vehicles. These facilities may be marked with
sharrow pavement markings and bicycle signage to
alert drivers that they are sharing the road with nonmotorized users.
Bicycle Boulevards (Class III)
Like bicycle routes, bicycle boulevards are designed
for bicyclists to ride with vehicle traffic. However,
they emphasize slow vehicle speeds and are often
located on quitter, residential streets. Traffic calming treatments are often employed on bicycle
boulevards to slow traffic, including speed humps,
traffic diverters, pavement markings, and more.
Bicycle Boulevard (Class III)
16 Rural Bicycle Routes (Class III)
In rural areas, rural bicycle routes are applicable on
roadways with posted speed limits of less than 35
mph.
3 Bicyclists are instructed to share the lane with
vehicle traffic or ride in the shoulder. This type of
facility is typical where dedicated bikeways either will not fit on the street or would not be appropriate
given the surrounding context.
Rural Bicycle Route (Class III)
Unclassified Bicycle Routes
Unclassified bike routes are rural roadways popular
with recreational bicyclists that have no dedicated
bike facilities and posted speed limits of 35 mph or
greater. The high posted speed limits preclude these
roads from being Bicycle Routes, but a designation
acknowledges that bicyclists use these roads.
3 SB 1216: https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202320240SB1216 Bicycle Parking
Bicycle parking enhances the effectiveness of bicycle
networks by providing locations for the secure
storage of bicycles at the end of a trip. Sometimes
called visitor parking, short-term parking is intended
for shorter stays at locations such as shops,
recreational facilities, businesses, and other
institutions. Bicycle parking requires far less space
than automobile parking; in fact, ten bicycles can
typically park in the area needed for a single car.
Long-term bike parking is intended for residents in
multi-unit buildings, workers, transit users, and
others not attending to their bicycle for longer
periods of time (generally two hours or longer).
Typically used for long-term bicycle parking, bicycle
lockers are secure, locked boxes that store a single
bicycle. Bicycle lockers are concentrated in the City
of Napa, but they are also available in Calistoga,
Yountville, and American Canyon.
BikeLink cards grant users access to long-term
bicycle parking lockers. In some cases, larger housing
or commercial sites may have dedicated indoor bike
rooms or other long-term bicycle storage options.
Bicycle parking locations shown in maps throughout
this plan were mapped utilizing Survey 123, an
online GIS-based data collection platform. Volunteer
data collectors were recruited by the Napa County
Bicycle Coalition and trained on data collection by
NVTA staff. Volunteers contributed many dozens of
hours identifying existing bike parking locations
throughout Napa County and collecting information
about the type of parking and compliance with bike
parking best practices.
Pedestrian Facilities
Sidewalks
Sidewalks play a critical role in the character,
function, enjoyment, and accessibility of
neighborhoods, main streets, and other community
destinations. In addition to providing space for
17 pedestrians separated from motor vehicles,
sidewalks also accommodate street trees and other
plantings, stormwater infrastructure, streetlights,
and bicycle parking.
Sidewalks vary by street type and expected
pedestrian activity. Sidewalks along downtown
corridors may be wider to accommodate window
shopping, higher pedestrian volumes, and street
amenities like benches and trash receptacles, while
neighborhood sidewalks are often narrower. Other
characteristics that may impact sidewalk width
include building scale, character of the surrounding
environment, or available right-of-way.
Marked Crosswalks
Legal crosswalks exist at all locations where
sidewalks meet the roadway, regardless of whether
pavement markings are present. Drivers are legally
required to yield to pedestrians at intersections,
even when there are no pavement markings for
crosswalks.
Providing marked crosswalks communicates to
drivers that pedestrians may be present and helps
guide pedestrians to locations where they should
cross the street. In addition to pavement markings,
crosswalks may include signals/beacons, warning
signs, and raised platforms.
Marked Crosswalks
Unmarked Crosswalks
Even when no marked crosswalk is present,
pedestrians have the right-of-way to cross at most
intersections. This is known as an unmarked
crosswalk. Unmarked crosswalks are part of the
pedestrian network and are frequently used by
pedestrians when no other crossing infrastructure is
present.
Unmarked crosswalks are appropriate along streets
with minimal levels of traffic. However, marked
crosswalks and crossing enhancements should be
considered where at key crossing locations on
streets with more than minimal levels of traffic.
Curb Ramps
Curb ramps transition pedestrian from the sidewalk
to the street. Curb ramps improve accessibility
specifically for people with disabilities, but benefit all pedestrians, including those pushing strollers,
grocery carts, suitcases, or bicycles. Curb ramps
should meet requirements defined by Right-of-Way
Accessibility Guidelines (PROWAG), including proper
slopes, grade breaks, side treatments, and
detectable warning surfaces. In reality, many curb
ramps throughout Napa County may not meet all
PROWAG requirements.
Crossing Enhancements
Safety at crossing locations may be enhanced
through a variety of physical infrastructure
measures, lighting, signage, and policy. Many of
these crossing enhancements already exist in parts
of the county or are being considered for
implementation. For more information, see
Appendix D: Treatment Toolkit.
» Rectangular rapid flashing beacons (RRFB) and
pedestrian hybrid beacons (PHB): alert drivers to
pedestrian activity at midblock crossings, or at
intersections where traffic signals or stop signs
are not present
» Pedestrian scale lighting: typically, shorter than
roadway-scale light fixtures, lamps are installed
along corridors to illuminate walkways or at
intersections to enhance crossing safety at night
or in low-light conditions
» Daylighting: restricts parking within 20-feet of a
crossing location to improve sightlines (required
in California under AB 1330).