Agenda packet, regular meeting — St. Helena City Council, August 25, 2026 (part 3 of 3)

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

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receive the report within the ninety (90) day period, the owner is in violation of this Code, and the community development director may send the owner a notice of violation and allow the owner another thirty (30) days to submit the report. If the owner fails to submit the report within the thirty (30) day period, the community development director may enforce this provision in accordance with applicable law. [Removed to Reduce Constraints]
109. Building and Safety.
a. Building Code Compliance. Must Comply With Building Code. ADUs and JADUs shall be constructed in compliance with applicable building standards in effect at the time of permit issuance, consistent with State law. Subject to subsection (E)(10)(b) of this section, all ADUs and JADUs must comply with all local building code requirements. [State Law Required; clarified] b. No Change of Occupancy. Construction of an ADU does not constitute a Group R occupancy change under the local building code, as described in California Building Code Section 310, unless the chief building official makes a written finding based on substantial evidence in the record that the construction of the ADU could have a specific, adverse impact on public health and safety.

Nothing in this subsection (EF)(109)(b) prevents the city from changing the occupancy code of a space that was uninhabitable space or that was only permitted for nonresidential use and was subsequently converted for residential use in accordance with this section.

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ii. The primary dwelling was substantially damaged or destroyed by an event referenced in the Governor’s state of emergency proclamation.
iii. The ADU has been issued construction permits and has passed all required inspections.
i.iv. The ADU is not attached to the primary dwelling. [State Law Required]
G. F. Specific ADU Requirements. The following requirements apply only to Class 2 ADUs approved under subsection (E)(2) above. This subsection (G) does not apply to Class 1 ADUs or JADUs approved under subsection (E)(1) above.ADUs that require an ADU permit under subsection (D)(2) of this section: [Clarification / Reorganization]

1. Maximum Size.
a. The maximum size of a detached or attached ADU subject to this subsection G F is eight hundred fifty (850) square feet for a studio or onebedroom unit and one thousand two hundred (1,2000) square feet of interior livable space. for a unit with two bedrooms. No more than two bedrooms are allowed. [Local Policy Choice – Increased to State Law maximum] b. An attached ADU that is created on a lot with an existing primary dwelling is further limited to fifty percent (50%) of the floor area of the existing primary dwelling.
c. Application of other development standards in this subsection G F, such as FAR or lot coverage, might further limit the size of the ADU, but no application of the percent-based size limit in subsection (G F)(1)(b) above or of an FAR, maximum gross floor area, front setback, lot coverage limit, or open-space requirement may require the ADU to be less than eight hundred (800) square feet of interior livable space. [State Law Required]

2. Gross Floor Area. No ADU may cause the total gross floor area of the underlying zone to be exceeded, except that this standard shall not be applied to preclude an ADU of at least eight hundred (800) square feet of interior livable space as required by State law.with the provision that all lots may have an ADU up to 800 square feet. [Local Objective Standard]

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3. Lot Coverage. No ADU subject to this subsection F may cause the total lot coverage of the lot to exceed the maximum lot coverage for the zoning district in which the ADU is proposed as established in Table 17.16.030(B), Development Standards—Residential Zoning Districts, subject to subsection (G F)(1)(c), above. [Local Objective Standard]

4. Setbacks.
a. ADUs that are subject to this subsection (G F) must conform to 4-foot side and rear setbacks. ADUs that are subject to this subsection (G F) must conform to the front setback as required by the underlying zoning district, subject to subsection (G F)(1)(c), above. [Local Objective Standard] b. No setback is required for an ADU that is subject to this subsection (G F) if the ADU is constructed in the same location and to the same dimensions as an existing, nonconforming, enclosed structure. [Planning Commission Recommendation / State Law Consistency]

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

6. Parking.
a. No off-street parking is required for an ADU. [Local Policy Choice – Implements Practical Effect of Planning Commission Recommendation] a. Generally. One off-street parking space is required for each ADU. The parking space may be provided in setback areas or as tandem parking, as defined by subsection (C) of this section.
b. Exceptions. No parking under subsection (F)(6)(a) of this section is required in the following situations:
i. The ADU is located within one-half mile walking distance of public transit, as defined by subsection (C) of this section.
ii. The ADU is located within an architecturally and historically significant historic district.

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iii. The ADU is part of the proposed or existing primary residence or an accessory structure under subsection (D)(2)(a) of this section. iv. When on-street parking permits are required but not offered to the occupant of the ADU.
v. When there is an established car share vehicle stop located within one block of the ADU.
vi. When the permit application to create an ADU is submitted with an application to create a new single-family or new multifamily dwelling on the same lot, provided that the ADU or the lot satisfies any other criteria listed in subsection (F)(6)(b)(i) through (v), of this section.
b. c. No Replacement. When a garage, carport, covered parking structure, or uncovered parking space is demolished in conjunction with the construction of an ADU or converted to an ADU, those off-street parking spaces are not required to be replaced. [State Law Required]

7. Architectural Requirements. The following objective standards apply to ADUs:
a. The materials and colors of the exterior walls, roof, and windows and doors must be the same as those of the primary dwelling. [Removed to Reduce Constraints]
b. The roof slope must match that of the dominant roof slope of the primary dwelling. The dominant roof slope is the slope shared by the largest portion of the roof. [Removed to Reduce Constraints]
c. The exterior lighting shall be limited to fully-shielded and downwarddirected, except as otherwise required by applicable building, fire, or electrical code except as otherwise required by applicable building, fire, or electrical code. must be limited to down-lights or as otherwise required by the zoning, building, or fire code. [Local Objective Standard]
d. The ADU shall have a separate exterior entrance.must have an independent exterior entrance, apart from that of the primary dwelling. [State Law Required; clarified]

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e. The interior horizontal dimensions of an ADU must be at least 10 feet wide in every direction, with a minimum interior wall height of seven feet. [Removed to Reduce Constraints / regulated by building code]
f. No window or door of the ADU may have a direct line of sight to an adjoining residential property. Each window and door must either be located where there is no direct line of sight or screened using fencing, landscaping, or privacy glass to prevent a direct line of sight. [Removed to Reduce Constraints] g. All windows and doors in an ADU less than 30 feet from a located four (4) feet or closer to a side or rear property line that is not adjacent to a public rightof-way line must either be (for windows) shall utilize clerestory with the bottom of the glass at least six feet above the finished floor, or (for windows and doors) utilize frosted or obscure glass. [Local Objective Standard / Reduced Constraints]

8. Historical Protections. An ADU that is on real property a lot that is listed in the California Register of Historic Resources must shall be located entirely behind the rear-most exterior wall of the primary dwelling and directly behind the primary dwelling. so as to not be visible from any public right-of-way. [Local Objective Standard]

9. Allowed Stories. No ADU subject to this subsection (F) may have more than one story, except that an ADU that is attached to the primary dwelling may have the stories allowed under subparagraph (E)(2)(d) The number of stories of an ADU shall be consistent with the applicable height limits of this section. [Clarification / Reorganization]
H. G. Fees Utilities. The following requirements apply to all ADUs that are approved under subsections (D)(1) or (D)(2), above. ADUs and JADUs shall be adequately served by water and sewer utilities. Existing water and sewer utilities may be required to be repaired, replaced, or upgraded based on their capacity and condition, in accordance with Sections 13.04.075 and 13.20.075 of this Code and applicable State law. Where existing water or sewer service is determined to be adequate, an ADU or JADU may connect to the existing service in accordance with applicable Public Works standards.

I. H. Fees. The following requirements apply to all ADUs and JADUs that are approved under subsection (DE)(1) or (DE)(2) of this section:

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1. Impact Fees.
a. No impact fee is required for an ADU that is seven hundred fifty (750) square feet or less of interior livable space or a JADU containing five hundred (500) square feet or less of interior livable space in size. For purposes of this subsection (GI)(1), “impact fee” means a fee under the Mitigation Fee Act (Gov.

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

2. Utility Fees. Utility connection requirements, connection fees, capacity charges, and other applicable utility fees for ADUs and JADUs shall be governed by Title 13 of this Code and applicable State law. [Fee Limitations - State Law Required; Connection Requirements – Local Policy Choice] Except as described in subsection (G)(2)(a) of this section, converted ADUs on a single-family lot that are created under subsection (D)(1)(a) of this section are not required to have a new or separate utility connection directly between the ADU and the utility, nor is a connection fee or capacity charge required.

Except as described in subsection (G)(2)(a) of this section, all ADUs and JADUs that are not covered by subsection (G)(2)(b) of this section require a new, separate utility connection directly between the ADU and the utility for any utility that is provided by the city. All utilities that are not provided by the city are subject to the connection and fee requirements of the utility provider. i. The connection is subject to a connection fee or capacity charge that is proportionate to the burden created by the ADU, based on either the floor area or the number of drainage-fixture units (DFU) values, as defined by the Uniform Plumbing Code, upon the water or sewer system. ii. The portion of the fee or charge that is charged by the city may not exceed the reasonable cost of providing this service.

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J. Nonconforming Zoning Code Conditions, Building Code Violations, and Unpermitted Structures. [State Law Required]

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

2. Unpermitted ADUs or JADUs Constructed Before 2020.
a. Permit to Legalize. As required by state law, the city may not deny a permit to legalize an existing but unpermitted ADU or JADU that was constructed before January 1, 2020, if denial is based on either of the following grounds:
i. The ADU or JADU violates applicable building standards; or ii. The ADU or JADU does not comply with the state ADU or JADU law or this section.
b. Exemptions.
i. Notwithstanding subsection (HJ)(2)(a) of this section, the city may deny a permit to legalize an existing but unpermitted ADU or JADU that was constructed before January 1, 2020, if the city makes a finding that correcting a violation is necessary to comply with the standards specified in Health and Safety Code section 17920.3.
ii. Subsection (HJ)(2)(a) of this section does not apply to a building that is deemed to be substandard in accordance with California Health and Safety Code Section 17920.3.

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ORDINANCE NO.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ST. HELENA AMENDING SECTION 17.22.030 (ACCESSORY DWELLING UNITS) OF TITLE 17 (ZONING) OF THE ST. HELENA MUNICIPAL CODE TO UPDATE REGULATIONS

FOR ACCESSORY DWELLING UNITS AND JUNIOR ACCESSORY DWELLING UNITS (ZOA 26-001), AND FINDING THE ACTION STATUTORILY EXEMPT FROM CEQA UNDER PUBLIC RESOURCES CODE SECTION 21080.17
WHEREAS, the City of St. Helena, California (“City”) is a municipal corporation, duly organized under the constitution and laws of the State of California; and WHEREAS, the Planning and Zoning Law authorizes cities to act by ordinance to provide for the creation and regulation of accessory dwelling units (“ADUs”) and junior accessory dwelling units (“JADUs”); and
WHEREAS, in recent years, the California Legislature has adopted multiple amendments to State ADU law that limit local authority to regulate ADUs and JADUs and require local ordinances to remain consistent with State law; and WHEREAS, the City desires to amend Section 17.22.030 (Accessory Dwelling Units) of Title 17 (Zoning) of the St. Helena Municipal Code (“SHMC”) to update the City’s ADU and JADU regulations; and
WHEREAS, the proposed ordinance updates definitions, application processing procedures, ADU and JADU classifications, development standards, utility provisions, fee provisions, and provisions related to nonconforming conditions, building code violations, and unpermitted ADUs and JADUs; and
WHEREAS, on April 21, 2026, the Planning Commission held a duly noticed study session to review a draft ordinance, receive public comment, and provide feedback to staff regarding proposed amendments to SHMC Section 17.22.030; and WHEREAS, following the April 21, 2026 study session, staff revised the proposed ordinance to respond to Planning Commission and public input, coordinate with the Public Works Department regarding utility standards, and improve consistency, clarity, and administration of the ordinance; and
WHEREAS, on July 7, 2026, the Planning Commission held a duly noticed public hearing to consider Zoning Ordinance Amendment ZOA 26-001 and, following consideration of the staff report, proposed ordinance, written and oral public comments, and the entire record, adopted Resolution No. PC2026-014 recommending that the City Council adopt ZOA 26-001 with modifications and find the action statutorily exempt from CEQA under Public Resources Code Section 21080.17; and
WHEREAS, the Planning Commission recommended modifications to: (1) remove the words “nonconforming” and “enclosed” from Section 17.22.030(G)(4)(b) to maintain

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consistency with State law; and (2) modify the definition of “public transit” to include rideshare as a form of microtransit for local code purposes, while clarifying that the locally expanded definition would not apply to provisions authorizing additional building height; and
WHEREAS, after consideration of the Planning Commission’s recommendation, staff analysis, and the local transit conditions within St. Helena, the City Council desires to recognize qualifying microtransit service for purposes of the additional transit-related ADU height allowance; and
WHEREAS, the City gave public notice of the public hearing before the City Council for the proposed ordinance in accordance with applicable law; and WHEREAS, all other legal prerequisites to the adoption of this ordinance have occurred.

NOW, THEREFORE, The City Council of the City of St. Helena does hereby ordain as follows:

Section 1: Recitals
The Recitals set forth above are true and correct and are incorporated into this Ordinance.

Section 2: Amendment to SHMC Section 17.22.030.

Section 17.22.030 (Accessory Dwelling Units) of Title 17 (Zoning) of the St. Helena Municipal Code is hereby amended in its entirety to read as set forth in Exhibit A, attached hereto and incorporated herein by reference.

Section 3: Severability.

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

Section 4: General Plan.

The City Council hereby finds that the adoption of the Ordinance is consistent with the General Plan as a matter of law under Government Code section 66314(c).

Section 5: HCD Submittal.

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In accordance with Government Code sections 66326 and 66333.5, the City Clerk is directed to submit a copy of this Ordinance to the California Department of Housing and Community Development within 60 days of adoption.

Section 6: CEQA.

This Ordinance was assessed in accordance with the authority and criteria contained in the California Environmental Quality Act (“CEQA”), the State CEQA Guidelines, and the environmental regulations of the City. The City Council finds that this Ordinance is statutorily exempt from CEQA pursuant to Public Resources Code Section 21080.17, which provides that CEQA does not apply to the adoption of an ordinance by a city or county implementing Article 2 of Chapter 13 of Division 1 of Title 7 of the California Government Code, California’s ADU law, which also regulates JADUs.

Section 7: Notice and Effective Date.

This Ordinance was duly noticed to the public. This Ordinance shall take effect and be enforced within thirty (30) days from and after the date of its adoption by the City Council at a second reading and shall be posted and published in accordance with the California Government Code.

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

Helena City Council on the 25th day of August, 2026, and was adopted at a regular meeting of the St. Helena City Council on the ___ day of ____________, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED ATTEST
________________________________ ________________________________ Paul Jamison Dohring, Mayor Andrew Bradley, City Clerk
Attachments:

EXHIBIT A, Section 17.22.030 Accessory Dwelling Units

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Exhibit A. Microtransit Alternative, Clean Copy
SHMC 17.22.030. Accessory Dwelling Units
A. Purpose. The purpose of this section is to allow and regulate accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs) consistent with Chapter 13 of Division 1 of Title 7 of the California Government Code (Gov. Code Sections 66310 et seq.) as may be amended from time to time.

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

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

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

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

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

C. Definitions. As used in this section, terms are defined as follows:

1. “Accessory dwelling unit” or “ADU” means an attached or a detached residential dwelling unit that provides complete independent living facilities for one or more persons and is located on a lot with a proposed or existing primary residence. An accessory dwelling unit also includes the following:
a. An efficiency unit, as defined by Section 17958.1 of the California Health and Safety Code; and
b. A manufactured home, as defined by Section 18007 of the California Health and Safety Code.

2. “Accessory structure” means a structure that is accessory and incidental to a dwelling located on the same lot.

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3. “Complete independent living facilities” means permanent provisions for living, sleeping, eating, cooking, and sanitation on the same parcel as the single-family or multifamily dwelling is or will be situated.

4. “Efficiency kitchen” means a kitchen that includes each of the following:
a. A cooking facility with appliances.
b. A food preparation counter and storage cabinets that are of a reasonable size in relation to the size of the JADU.

5. “Junior accessory dwelling unit” or “JADU” means a residential unit that satisfies all of the following:
a. Is no more than five hundred (500) square feet of interior livable space in size;
b. Is contained entirely within an existing or proposed single-family structure.

An enclosed use within the residence, such as an attached garage, is considered to be part of and contained within the single-family structure; c. Includes its own separate sanitation facilities or shares sanitation facilities with the existing or proposed single-family structure;
d. If the unit does not include its own separate bathroom, then it contains an interior entrance to the main living area of the existing or proposed single-family structure in addition to an exterior entrance that is separate from the main entrance to the primary dwelling;
e. Includes an efficiency kitchen, as defined in this subsection (C).

6. “Interior livable space” means a space in a dwelling intended for human habitation, including living, sleeping, cooking, eating, or sanitation. Interior livable space includes bedrooms, bathrooms, kitchens, laundry rooms, closets, and interior stairs. For purposes of this section, interior livable space is measured as the floor area within the finished interior surfaces of the enclosing walls of the ADU or JADU and does not include garages, unfinished attics, crawl spaces, exterior balconies, decks, porches, patios, or similar unenclosed areas.

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7. “Living area” means the interior habitable area of a dwelling unit, including basements and attics, but does not include a garage or any accessory structure.

8. “Nonconforming zoning condition” means a physical improvement on a property that does not conform with current zoning standards.

9. “Passageway” means a pathway that is unobstructed, clear to the sky, and extends from a street to one entrance of the ADU or JADU.

10. “Proposed dwelling” means a dwelling that is the subject of a permit application and that meets the requirements for permitting.

12. “Tandem parking” means that two or more automobiles are parked on a driveway or in any other location on a lot, lined up behind one another.

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

1. Ministerial Approval. Applications for accessory dwelling units and junior accessory dwelling units shall be considered ministerially, without discretionary review or a public hearing, consistent with State ADU Law. Every ADU and JADU requires a building permit.

2. Completeness Review. Within fifteen (15) business days of receiving an application for an accessory dwelling unit or junior accessory dwelling unit, the City shall determine whether the application is complete.

If the application is incomplete, the City shall provide the applicant with a written notice identifying all information necessary to complete the application. The notice shall include a complete list of incomplete items and a description of how the application can be made complete, as required by Government Code Section 66317.

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If the City does not provide written notice of incompleteness within fifteen (15) business days, the application shall be deemed complete for purposes of this section.

3. Resubmittal of Incomplete Applications. If an application is determined to be incomplete, the applicant may submit the additional information identified in the City’s written notice.

Upon resubmittal, the City shall determine whether the resubmitted application has remedied all incomplete items identified in the City’s written notice. The City shall not require the resubmitted application to include an item that was not identified in the initial written notice of incompleteness, consistent with Government Code Section 66317.

4. Action on Application. The City shall approve or deny an application for an accessory dwelling unit or junior accessory dwelling unit within sixty (60) days from the date the City receives a complete application, or from the date the application is deemed complete under this section, as applicable.

If the application to create or serve an ADU or JADU is submitted with an application to create a new single-family or multifamily dwelling on the lot, the City may delay acting on the ADU or JADU application until the City approves or denies the application for the new single-family or multifamily dwelling, provided that the ADU or JADU application shall be considered ministerially, without discretionary review or a public hearing.

If the applicant requests a delay, the sixty (60)-day period shall be tolled for the period of the requested delay.

To the extent applicable, the time periods set forth herein shall be interpreted in a manner consistent with the Permit Streamlining Act and State ADU law.

5. Basis for Denial. An application for an ADU or JADU may be denied only if the proposed unit does not comply with applicable objective standards in this section or other objective standards that the City is authorized to apply under State ADU law.

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Any denial shall be in writing and shall include a full set of comments identifying the defective or deficient items and describing how the application may be remedied.

6. Appeals. If an application for an ADU or JADU is determined to be incomplete or is denied, the applicant may appeal the determination in writing to the Planning Commission. The appeal shall be considered and decided within the timeframes required by Government Code Section 66317. No other local appeal shall apply to ministerial decisions under this section.

7. Processing Fees. The City may charge fees for the processing of applications for ADUs and JADUs, as established by resolution of the City Council and set forth in the City’s adopted fee schedule. Any such fees shall be limited to the reasonable cost of providing the service and shall be imposed in accordance with applicable State law.

8. Concurrent Review of Demolition. A demolition permit for an existing structure that is to be replaced with an accessory dwelling unit shall be reviewed concurrently with the application for the accessory dwelling unit and shall be issued in conjunction with the permit for the accessory dwelling unit. The City shall not require a demolition permit to be issued separately from the accessory dwelling unit permit.

E. Classes.

1. Class 1: State-Mandated ADUs and JADUs. Class 1 ADUs and JADUs are approved under Government Code section 66323. If an ADU or JADU complies with each of the general requirements in subsection (F) below, it is allowed in each of the scenarios provided in this subsection (E)(1). An ADU and JADU approved under subsection (E)(1)(a) may be combined with an ADU approved under subsection (E)(1)(b), and ADUs approved under subsection (E)(1)(c) may be combined with ADUs approved under subsection (E)(1)(d). a. Converted on Lot with Single-Family: One ADU as described in this subsection (E)(1)(a) and one JADU on a lot with a proposed or existing single-family dwelling on it, where the ADU or JADU:

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i. Is either: within the space of a proposed single-family dwelling; within the existing space of an existing single-family dwelling; or (in the case of an ADU only) within the existing space of an accessory structure, plus up to 150 additional square feet if the expansion is limited to accommodating ingress and egress; and ii. Has exterior access that is independent of that for the singlefamily dwelling; and iii. Has side and rear setbacks sufficient for fire and safety, consistent with applicable State standards; and
iv. The JADU complies with the requirements of Government Code sections 66333 through 66339.5 including but not limited to requirements related to size, owner-occupancy, and efficiency kitchen facilities.
b. Limited Detached on Lot with Single-Family: One detached, newconstruction ADU on a lot with a proposed or existing single-family dwelling, if the detached ADU satisfies each of the following limitations:
i. The side- and rear-yard setbacks are at least four feet. ii. The total floor area is 800 square feet of interior livable space or smaller.
iii. The peak height of an ADU shall not exceed the applicable height limit in subsection (F)(2) and shall be measured consistent with the City’s standard definition of building height, provided that this method does not preclude compliance with State-required height allowances.
c. Converted on Lot with Multifamily: One or more ADUs within portions of existing multifamily dwelling structures that are not used as livable space, including but not limited to storage rooms, boiler rooms, passageways, attics, basements, or garages, if each converted ADU complies with state building standards for dwellings. Under this subsection (E)(1)(c), at least one converted ADU is allowed within an

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existing multifamily dwelling, up to a quantity equal to 25 percent of the existing multifamily dwelling units.
d. Limited Detached on Lot with Multifamily: No more than two detached ADUs on a lot with a proposed multifamily dwelling, or up to eight detached ADUs on a lot with an existing multifamily dwelling, if each detached ADU satisfies all of the following:
i. The side- and rear-yard setbacks are at least four feet. If the existing multifamily dwelling has a rear or side yard setback of less than four feet, the city will not require any modification to the multifamily dwelling as a condition of approving the ADU. ii. The peak height of an ADU shall not exceed the applicable height limit in subsection (F)(2), and shall be measured consistent with the City’s standard definition of building height. iii. If the lot has an existing multifamily dwelling, the quantity of detached ADUs does not exceed the number of primary
dwelling units on the lot.

F. General ADU and JADU Requirements. The following requirements apply to all Class 1 and Class 2 ADUs and JADUs:

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

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2. Height.
a. Except as otherwise provided by subsection (F)(2)(b) and (F)(2)(c) below, a detached ADU created on a lot with an existing or proposed single family or multifamily dwelling unit may not exceed 16 feet in height. b. A detached ADU may be up to 18 feet in height if it is created on a lot with an existing or proposed single family or multifamily dwelling unit that is located within one-half mile walking distance of a Public transit stop, as defined in subsection (C)(11). The maximum height of the ADU may be increased up to two additional feet in height (for a maximum of twenty (20) feet) to accommodate a roof pitch that is aligned with the roof pitch of the primary dwelling unit.
c. A detached ADU created on a lot with an existing or proposed multifamily dwelling that has more than one story may not exceed 18 feet in height. d. An ADU that is attached to the primary dwelling may not exceed 25 feet in height or the height limitation imposed by the underlying zone that applies to the primary dwelling, whichever is lower. Notwithstanding the foregoing, ADUs subject to this subsection (F)(2)(d) may not exceed two stories. e. For purposes of this subsection (F)(2), height shall be measured consistent with the City’s standard definition of building height.

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

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

5. No Separate Conveyance. Except as otherwise provided in Government Code Section 66341, no ADU or JADU may be sold or otherwise conveyed separately

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from the lot and the primary dwelling (in the case of a single-family lot) or from the lot and all of the dwellings (in the case of a multifamily lot).

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

7. Owner Occupancy.
a. ADUs. ADUs are not subject to an owner-occupancy requirement. b. JADUs.
i. Generally. As required by state law, JADUs are generally subject to an owner-occupancy requirement. A natural person with legal or equitable title to the property must reside on the property, in either the primary dwelling, ADU, or JADU, as the person’s legal domicile and permanent residence.
ii. Exceptions. The owner-occupancy requirement in this subsection (F)(7)(b) does not apply in either of the following situations:
a) The JADU has separate sanitation facilities (i.e., does not share sanitation facilities with the existing primary dwelling unit structure).
b) The property is entirely owned by another governmental agency, land trust, or housing organization.

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

9. Building and Safety.
a. Building Code Compliance. ADUs and JADUs shall be constructed in compliance with applicable building standards in effect at the time of permit issuance, consistent with State law.
b. No Change of Occupancy. Construction of an ADU does not constitute a Group R occupancy change under the local building code, as described in California Building Code Section 310, unless the chief building official makes a written finding based on substantial evidence in the record that the construction of the ADU could have a specific, adverse impact on public health and safety.

Nothing in this subsection (F)(9)(b) prevents the city from changing the occupancy code of a space that was uninhabitable space or that was only

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permitted for nonresidential use and was subsequently converted for residential use in accordance with this section.

G. Specific ADU Requirements. The following requirements apply only to Class 2 ADUs approved under subsection (E)(2) above. This subsection (G) does not apply to Class 1 ADUs or JADUs approved under subsection (E)(1) above.

1. Maximum Size.
a. The maximum size of a detached or attached ADU subject to this subsection G is one thousand two hundred (1,200) square feet of interior livable space.
b. An attached ADU that is created on a lot with an existing primary dwelling is further limited to fifty percent (50%) of the floor area of the existing primary dwelling.
c. Application of other development standards in this subsection G, such as FAR or lot coverage, might further limit the size of the ADU, but no application of the percent-based size limit in subsection (G)(1)(b) above or of an FAR, maximum gross floor area, front setback, lot coverage limit, or open-space

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requirement may require the ADU to be less than eight hundred (800) square feet of interior livable space.

3. Lot Coverage. No ADU subject to this subsection G may cause the total lot coverage of the lot to exceed the maximum lot coverage for the zoning district in which the ADU is proposed as established in Table 17.16.030(B), Development Standards—Residential Zoning Districts, subject to subsection (G)(1)(c), above.

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

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

6. Parking.
a. No off-street parking is required for an ADU.
b. No Replacement. When a garage, carport, covered parking structure, or uncovered parking space is demolished in conjunction with the construction of an ADU or converted to an ADU, those off-street parking spaces are not required to be replaced.

7. Architectural Requirements. The following objective standards apply to ADUs:

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a. The exterior lighting shall be limited to fully-shielded and downwarddirected, except as otherwise required by applicable building, fire, or electrical code.
b. The ADU shall have a separate exterior entrance.
c. All windows located four (4) feet or closer to a side or rear property line that is not adjacent to a public right-of-way line shall either be clerestory windows with the bottom of the glass at least six feet above the finished floor or utilize frosted or obscure glass.

8. Historical Protections. An ADU that is on a lot listed in the California Register of Historic Resources shall be located entirely behind the rear-most exterior wall of the primary dwelling and directly behind the primary dwelling.

9. Allowed Stories. The number of stories of an ADU shall be consistent with the applicable height limits of this section.

H. Utilities. ADUs and JADUs shall be adequately served by water and sewer utilities.

Existing water and sewer utilities may be required to be repaired, replaced, or upgraded based on their capacity and condition, in accordance with Sections

13.04.075 and 13.20.075 of this Code and applicable State law. Where existing water or sewer service is determined to be adequate, an ADU or JADU may connect to the existing service in accordance with applicable Public Works standards.

I. Fees. The following requirements apply to ADUs and JADUs approved under subsection (E)(1) or (E)(2) of this section, as applicable:

1. Impact Fees.
a. No impact fee shall be imposed on an ADU that is seven hundred fifty (750) square feet or less of interior livable space or a JADU containing five hundred (500) square feet or less of interior livable space. For purposes of this subsection (I)(1), “impact fee” means a fee under the Mitigation Fee Act (Gov. Code Section 66000(b)) and a fee under the Quimby Act (Gov. Code Section 66477). “Impact fee” does not include a connection fee or capacity charge for water or sewer service.
b. Any impact fee imposed on an ADU containing more than seven hundred fifty (750) square feet of interior livable space shall be charged proportionately in relation to the square footage of the primary dwelling unit (e.g., the floor area of

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the ADU, divided by the floor area of the primary dwelling, times the typical fee amount charged for a new dwelling).

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

2. Unpermitted ADUs or JADUs Constructed Before 2020.
a. Permit to Legalize. As required by state law, the city may not deny a permit to legalize an existing but unpermitted ADU or JADU that was constructed before January 1, 2020, if denial is based on either of the following grounds:
i. The ADU or JADU violates applicable building standards; or ii. The ADU or JADU does not comply with the state ADU or JADU law or this section.
b. Exemptions.
i. Notwithstanding subsection (J)(2)(a) of this section, the city may deny a permit to legalize an existing but unpermitted ADU or JADU that was constructed before January 1, 2020, if the city makes a finding that correcting a violation is necessary to comply with the standards specified in Health and Safety Code section 17920.3.
ii. Subsection (J)(2)(a) of this section does not apply to a building that is deemed to be substandard in accordance with California Health and Safety Code Section 17920.3.

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Annotated Redline Ordinance - Alternative Microtransit Option For Reference Only; Not Proposed for Codification

17.22.030 Accessory Dwelling Units.

A. Purpose. The purpose of this section is to allow and regulate accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs) in compliance, California Government Code Sections 65852.2 and 65852.22. consistent with Chapter 13 of Division 1 of Title 7 of the California Government Code (Gov. Code Sections 66310 et seq.) as may be amended from time to time. [State Law Required] B. Effect of Conforming. An ADU or JADU that conforms to the standards in this section will not be:

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

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

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

1. “Accessory dwelling unit” or “ADU” means an attached or a detached residential dwelling unit that provides complete independent living facilities for one or more persons and is located on a lot with a proposed or existing primary residence. An accessory dwelling unit also includes the following:
a. 1. An efficiency unit, as defined by Section 17958.1 of the California Health and Safety Code; and

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b. 2. A manufactured home, as defined by Section 18007 of the California Health and Safety Code.

2. “Accessory structure” means a structure that is accessory and incidental to a dwelling located on the same lot.

4. “Efficiency kitchen” means a kitchen that includes each of the following:

1. a. A cooking facility with appliances.

2. b. A food preparation counter and storage cabinets that are of a reasonable size in relation to the size of the JADU. [State Law Required]

5. “Junior accessory dwelling unit” or “JADU” means a residential unit that satisfies all of the following:

1. a. Is no more than five hundred (500) square feet of interior livable space in size; [State Law Required]

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

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

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

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

5. e. Includes an efficiency kitchen, as defined in this subsection (C).; and [State Law Required]

6. “Interior Llivable space” means a space in a dwelling intended for human habitation, including living, sleeping, cooking, eating, or sanitation. Interior livable

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space includes bedrooms, bathrooms, kitchens, laundry rooms, closets, and interior stairs. For purposes of this section, interior livable space is measured as the floor area within the finished interior surfaces of the enclosing walls of the ADU or JADU and does not include garages, unfinished attics, crawl spaces, exterior balconies, decks, porches, patios, or similar unenclosed area. [Additional Language Added for Clarity- Based on HCD Glossary]

7. “Living area” means the interior habitable area of a dwelling unit, including basements and attics, but does not include a garage or any accessory structure.

8. “Nonconforming zoning condition” means a physical improvement on a property that does not conform with current zoning standards.

9. “Passageway” means a pathway that is unobstructed, clear to the sky, and extends from a street to one entrance of the ADU or JADU.

10. “Proposed dwelling” means a dwelling that is the subject of a permit application and that meets the requirements for permitting.

11. “Public transit” means a location where the public may access shared transportation services available to the general public, including fixed-route services such as buses and trains, as well as demand-responsive or microtransit services, including door-to-door or flexible-route services operated by or on behalf of a public agency, such as the Vine Shuttle. For purposes of this chapter, public transit includes, but is not limited to, major transit stops and high-quality transit corridors as defined in Public Resources Code Section 21155. [State Law Required with Local Policy Choice - Expanded Definition to include “Microtransit”] “Public transit” means a location, including, but not limited to, a bus stop or train station, where the public may access buses, trains, subways, and other forms of transportation that charge set fares, run on fixed routes, and are available to the public. [State law required]

12. “Tandem parking” means that two or more automobiles are parked on a driveway or in any other location on a lot, lined up behind one another.

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

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[Note: This section implements State-mandated ADU processing requirements, including timelines established by Government Code Section 66317 as amended by SB 543. Selected provisions are labeled for clarity]

1. Building Permit Only. If an ADU or JADU complies with each of the general requirements in subsection (e) below, it is allowed with only a building permit in the following scenarios:
a. Converted on single-family lot: one ADU as described in this subsection and one JADU on a lot with a proposed or existing single-family dwelling on it, where the ADU or JADU:
i. Is either: within the space of a proposed single-family dwelling; within the existing space of an existing single-family dwelling; or (in the case of an ADU only) within the existing space of an accessory structure, plus up to one hundred fifty (150) additional square feet. For purposes of this subsection, “within the existing space” includes a structure that is constructed in the same location and to the same dimensions. ii. Has exterior access that is independent of that for the single-family dwelling.
iii. Has side and rear setbacks sufficient for fire and safety, as dictated by applicable building and fire codes.
iv. The JADU complies with requirements of California Government Code Section 66333–66339.
b. Limited Detached on single-family lot: one detached, new-construction ADU on a lot with a proposed or existing single-family dwelling (in addition to any JADU that might otherwise be established on the lot under subsection (D)(1)(a) of this section), if the detached ADU satisfies the following limitations:
i. The side and rear yard setbacks are at least four feet. ii. The total floor area is eight hundred (800) square feet or smaller. iii. The peak height above grade does not exceed the applicable height limit in subsection (E)(2) of this section.

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

2. Process and Timing.
a. An ADU permit is considered and approved ministerially, without discretionary review or a hearing.
b. The city must approve or deny an application to create an ADU or JADU within sixty (60) days from the date that the city receives a completed application. If the city has not approved or denied the completed application within sixty (60) days, the application is deemed approved unless either:
i. The applicant requests a delay, in which case the sixty (60) day time period is tolled for the period of the requested delay; or

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ii. When an application to create an ADU or JADU is submitted with a permit application to create a new single-family or multifamily dwelling on the lot, the city may delay acting on the permit application for the ADU or JADU until the city acts on the permit application to create the new singlefamily or multifamily dwelling, but the application to create the ADU or JADU will still be considered ministerially without discretionary review or a hearing. c. If the city denies an application to create an ADU or JADU, the city must provide the applicant with comments that include, among other things, a list of all the defective or deficient items and a description of how the application may be remedied by the applicant. Notice of the denial and corresponding comments must be provided to the applicant within the sixty (60) day time period established by subsection (D)(3)(b) of this section.
d. A demolition permit for a detached garage that is to be replaced with an ADU is reviewed with the application for the ADU and issued at the same time. [Clarification / Reorganization]

If the City does not provide written notice of incompleteness within fifteen (15) business days, the application shall be deemed complete for purposes of this section. [State Law Required]

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3. Resubmittal of Incomplete Applications. If an application is determined to be incomplete, the applicant may submit the additional information identified in the City’s written notice.

If the applicant requests a delay, the sixty (60)-day period shall be tolled for the period of the requested delay.

To the extent applicable, the time periods set forth herein shall be interpreted in a manner consistent with the Permit Streamlining Act and State ADU law. [State Law Required]

Any denial shall be in writing and shall include a full set of comments identifying the defective or deficient items and describing how the application may be

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remedied. [State Law Required]

1. Class 1: State-Mandated ADUs and JADUs. Class 1 ADUs and JADUs are approved under Government Code section 66323. If an ADU or JADU complies with each of the general requirements in subsection (F) below, it is allowed in each of the scenarios provided in this subsection (E)(1). An ADU and JADU approved under subsection (E)(1)(a) may be combined with an ADU approved under subsection (E)(1)(b), and ADUs approved under subsection (E)(1)(c) may be combined with ADUs approved under subsection (E)(1)(d). [State Law Required]
a. Converted on Lot with Single-Family: One ADU as described in this subsection (E)(1)(a) and one JADU on a lot with a proposed or existing single-family dwelling on it, where the ADU or JADU:

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i. Is either: within the space of a proposed single-family dwelling; within the existing space of an existing single-family dwelling; or (in the case of an ADU only) within the existing space of an accessory structure, plus up to 150 additional square feet if the expansion is limited to accommodating ingress and egress; and ii. Has exterior access that is independent of that for the singlefamily dwelling; and iii. Has side and rear setbacks sufficient for fire and safety, consistent with applicable State standards
iv. The JADU complies with the requirements of Government Code sections 66333 through 66339.5 including but not limited to requirements related to size, owner-occupancy, and efficiency kitchen facilities. [Clarification / Reorganization]
b. Limited Detached on Lot with Single-Family: One detached, newconstruction ADU on a lot with a proposed or existing single-family dwelling, if the detached ADU satisfies each of the following limitations:
i. The side- and rear-yard setbacks are at least four feet. ii. The total floor area is 800 square feet of interior livable space or smaller.
iii. The peak height of an ADU shall not exceed the applicable height limit in subsection (F)(2) and shall be measured consistent with the City’s standard definition of building height, provided that this method does not preclude compliance with State-required height allowances. [Clarification – rules of measurement method]
c. Converted on Lot with Multifamily: One or more ADUs within portions of existing multifamily dwelling structures that are not used as livable space, including but not limited to storage rooms, boiler rooms, passageways, attics, basements, or garages, if each converted ADU complies with state building standards for dwellings. Under this subsection (E)(1)(c), at least one converted ADU is allowed within an

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2. Class 2: Locally Regulated. Class 2 ADUs are approved under Government Code sections 66314–66322. Except for Class 1 ADUs and JADUs approved under subsection (E)(1) above, all ADUs are subject to the standards set forth in subsections (F) and (G), as applicable [State Law Required / Clarification] F. E. General ADU and JADU Requirements. The following requirements apply to all Class 1 and Class 2 ADUs and JADUs:

1. Zoning.
a. An ADU subject only to a building permit under subsection (D)(1) above A Class 1 ADU approved under subsection (E)(1) may be created on a lot in a residential or mixed-use zone. [Clarificaton / Reorganization] b. An ADU subject to an ADU permit under subsection (D)(2) above A Class 2 ADU approved under subsection (E)(2) may be created on a lot that is zoned to allow single-family dwelling residential use or multifamily dwelling residential use. [Clarification / Reorganization]

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

2. Height.
a. Except as otherwise provided by subsection (EF)(2)(b) and (EF)(2)(c) below, a detached ADU created on a lot with an existing or proposed single family or multifamily dwelling unit may not exceed 16 feet in height. [State Law Required]
b. A detached ADU may be up to 18 feet in height if it is created on a lot with an existing or proposed single family or multifamily dwelling unit that is located within one-half mile walking distance of a major transit stop or high quality transit corridor, as those terms are defined in Section 21155 of the Public Resources Code Public transit stop, as defined in subsection (C)(11). , and tThe maximum height of the ADU may be increased up to two additional feet in height (for a maximum of twenty (20) feet) if necessary to accommodate a roof pitch on the ADU that is aligned with the roof pitch of the primary dwelling unit. [State Law Required; modified for clarity. Local policy choice: added definition of Microtransit]
c. A detached ADU created on a lot with an existing or proposed multifamily dwelling that has more than one story above grade may not exceed 18 feet in height.
d. An ADU that is attached to the primary dwelling may not exceed 25 feet in height or the height limitation imposed by the underlying zone that applies to the primary dwelling, whichever is lower. Notwithstanding the foregoing, ADUs subject to this subsection (F E)(2)(d) may not exceed two stories. e. For purposes of this subsection (FE)(2), height shall be measured consistent with the City’s standard definition of building height. is measured from existing legal grade or the level of the lowest floor, whichever is lower, to the peak of the structure. [Clarification / Local Policy Choice]

3. Fire Sprinklers.
a. Fire sprinklers are required in an ADU if sprinklers are required in the primary residence.

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b. The construction of an ADU does not trigger a requirement for fire sprinklers to be installed in the existing primary dwelling. [State Law Required]

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

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

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

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a) The JADU has separate sanitation facilities (i.e., does not share sanitation facilities with the existing primary dwelling unit structure).
b) The property is entirely owned by another governmental agency, land trust, or housing organization. [State Law Required]

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

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the JADU in violation of the recorded restrictions or abatement of the illegal unit. [State Law Required]

9. Rent Reporting. In order to facilitate the city’s obligation to identify adequate sites for housing in accordance with Government Code Sections 65583.1 and 66330, the following requirements must be satisfied:
a. With the building permit application, the applicant must provide the community development director with an estimate of the projected annualized rent that will be charged for the ADU or JADU.
b. Within ninety (90) days after each January 1 following issuance of the building permit, the owner must report the actual rent charged for the ADU or JADU during the prior year. If the community development director does not receive the report within the ninety (90) day period, the owner is in violation of this Code, and the community development director may send the owner a notice of violation and allow the owner another thirty (30) days to submit the report. If the owner fails to submit the report within the thirty (30) day period, the community development director may enforce this provision in accordance with applicable law. [Removed to Reduce Constraints]
109. Building and Safety.
a. Building Code Compliance. Must Comply With Building Code. ADUs and JADUs shall be constructed in compliance with applicable building standards in effect at the time of permit issuance, consistent with State law. Subject to subsection (E)(10)(b) of this section, all ADUs and JADUs must comply with all local building code requirements. [State Law Required; clarified] b. No Change of Occupancy. Construction of an ADU does not constitute a Group R occupancy change under the local building code, as described in California Building Code Section 310, unless the chief building official makes a written finding based on substantial evidence in the record that the construction of the ADU could have a specific, adverse impact on public health and safety.

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10. Certificate of Occupancy Timing.
a. Generally. No certificate of occupancy for an ADU or JADU may be issued before the certificate of occupancy is issued for the primary dwelling unit. [State Law Required]
b. Limited Exception for State-declared Emergencies. Notwithstanding subsection (F)(10)(a) above, a certificate of occupancy for an ADU may be issued before a certificate of occupancy for the primary dwelling if each of the following requirements are met:
i. The county is subject to a proclamation of a state of emergency made by the California Governor on or after February 1, 2025. ii. The primary dwelling was substantially damaged or destroyed by an event referenced in the Governor’s state of emergency proclamation.
iii. The ADU has been issued construction permits and has passed all required inspections.
i.iv. The ADU is not attached to the primary dwelling. [State Law Required]
G. F. Specific ADU Requirements. The following requirements apply only to Class 2 ADUs approved under subsection (E)(2) above. This subsection (G) does not apply to Class 1 ADUs or JADUs approved under subsection (E)(1) above.ADUs that require an ADU permit under subsection (D)(2) of this section: [Clarification / Reorganization]

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c. Application of other development standards in this subsection G F, such as FAR or lot coverage, might further limit the size of the ADU, but no application of the percent-based size limit in subsection (G F)(1)(b) above or of an FAR, maximum gross floor area, front setback, lot coverage limit, or open-space requirement may require the ADU to be less than eight hundred (800) square feet of interior livable space. [State Law Required]

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

6. Parking.
a. No off-street parking is required for an ADU. [Local Policy Choice – Implements Practical Effect of Planning Commission Recommendation]

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a. Generally. One off-street parking space is required for each ADU. The parking space may be provided in setback areas or as tandem parking, as defined by subsection (C) of this section.
b. Exceptions. No parking under subsection (F)(6)(a) of this section is required in the following situations:
i. The ADU is located within one-half mile walking distance of public transit, as defined by subsection (C) of this section.
ii. The ADU is located within an architecturally and historically significant historic district.
iii. The ADU is part of the proposed or existing primary residence or an accessory structure under subsection (D)(2)(a) of this section. iv. When on-street parking permits are required but not offered to the occupant of the ADU.
v. When there is an established car share vehicle stop located within one block of the ADU.
vi. When the permit application to create an ADU is submitted with an application to create a new single-family or new multifamily dwelling on the same lot, provided that the ADU or the lot satisfies any other criteria listed in subsection (F)(6)(b)(i) through (v), of this section.
b. c. No Replacement. When a garage, carport, covered parking structure, or uncovered parking space is demolished in conjunction with the construction of an ADU or converted to an ADU, those off-street parking spaces are not required to be replaced. [State Law Required]

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b. The roof slope must match that of the dominant roof slope of the primary dwelling. The dominant roof slope is the slope shared by the largest portion of the roof. [Removed to Reduce Constraints]
c. The exterior lighting shall be limited to fully-shielded and downwarddirected, except as otherwise required by applicable building, fire, or electrical code except as otherwise required by applicable building, fire, or electrical code. must be limited to down-lights or as otherwise required by the zoning, building, or fire code. [Local Objective Standard]
d. The ADU shall have a separate exterior entrance.must have an independent exterior entrance, apart from that of the primary dwelling. [State Law Required; clarified]
e. The interior horizontal dimensions of an ADU must be at least 10 feet wide in every direction, with a minimum interior wall height of seven feet. [Removed to Reduce Constraints / regulated by building code]
f. No window or door of the ADU may have a direct line of sight to an adjoining residential property. Each window and door must either be located where there is no direct line of sight or screened using fencing, landscaping, or privacy glass to prevent a direct line of sight. [Removed to Reduce Constraints] g. All windows and doors in an ADU less than 30 feet from a located four (4) feet or closer to a side or rear property line that is not adjacent to a public rightof-way line must either be (for windows) shall utilize clerestory with the bottom of the glass at least six feet above the finished floor, or (for windows and doors) utilize frosted or obscure glass. [Local Objective Standard / Reduced Constraints]

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be consistent with the applicable height limits of this section. [Clarification / Reorganization]
H. G. Fees Utilities. The following requirements apply to all ADUs that are approved under subsections (D)(1) or (D)(2), above. ADUs and JADUs shall be adequately served by water and sewer utilities. Existing water and sewer utilities may be required to be repaired, replaced, or upgraded based on their capacity and condition, in accordance with Sections 13.04.075 and 13.20.075 of this Code and applicable State law. Where existing water or sewer service is determined to be adequate, an ADU or JADU may connect to the existing service in accordance with applicable Public Works standards.

I. H. Fees. The following requirements apply to all ADUs and JADUs that are approved under subsection (DE)(1) or (DE)(2) of this section:

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J. Nonconforming Zoning Code Conditions, Building Code Violations, and Unpermitted Structures. [State Law Required]

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ii. Subsection (HJ)(2)(a) of this section does not apply to a building that is deemed to be substandard in accordance with California Health and Safety Code Section 17920.3.

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ORDINANCE NO.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ST. HELENA AMENDING SECTION 13.04.075 OF TITLE 13 OF THE ST. HELENA MUNICIPAL

CODE TO ESTABLISH REQUIREMENTS FOR THE EVALUATION, CONTINUED

USE, REPAIR, REPLACEMENT, AND UPGRADE OF PRIVATE WATER SERVICE

LATERALS, AND FINDING THAT THE ACTION IS NOT SUBJECT TO THE

CALIFORNIA ENVIRONMENTAL QUALITY ACT PURSUANT TO CEQA
GUIDELINES SECTIONS 15060(c)(2) AND 15060(c)(3)
WHEREAS, the City of St. Helena, California (“City”) is a municipal corporation, duly organized under the constitution and laws of the State of California; and WHEREAS, Title 13 of the St. Helena Municipal Code (“SHMC”) establishes regulations governing the City’s water system, including water service connections and private water service infrastructure; and
WHEREAS, SHMC Section 13.04.075 establishes property-owner responsibility for the inspection, maintenance, repair, and replacement of private water service laterals; and
WHEREAS, the City desires to amend Section 13.04.075 to establish clearer standards for determining whether an existing water service lateral and meter have adequate capacity and are in acceptable condition to serve existing and proposed development; and
WHEREAS, where an existing water service lateral, meter, or other private water service component does not meet applicable requirements, the proposed ordinance requires repair, replacement, or upgrade of the deficient component to the extent necessary to comply with applicable City standards; and WHEREAS, the proposed ordinance establishes criteria for evaluating existing water service when specified development activity is proposed and allows continued or expanded use of an existing water service where adequate capacity and compliance with applicable City standards are demonstrated; and
WHEREAS, the proposed amendments are intended to provide clear and consistently administered water-service requirements while allowing continued use of existing infrastructure where that infrastructure is demonstrated to be adequate; and WHEREAS, the amendment is being considered in coordination with amendments to SHMC Section 17.22.030 governing ADUs and JADUs so that detailed water-service requirements are administered under Title 13 rather than duplicated within the City’s zoning regulations; and
WHEREAS, the City Council has considered the staff report, the proposed ordinance, all written and oral public testimony, and the entire record associated with the proposed amendment; and

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WHEREAS, the City gave public notice of the public hearing before the City Council for the proposed ordinance in accordance with applicable law; and WHEREAS, all other legal prerequisites to the adoption of this ordinance have occurred.

NOW, THEREFORE, The City Council of the City of St. Helena does hereby ordain as follows:

Section 1: Recitals
The Recitals set forth above are true and correct and are incorporated into this Ordinance.

Section 2: Amendment to SHMC Section 13.04.075.

Section 13.04.075 (Property owner’s obligation to maintain, repair and replace private water laterals) of Title 13 of the St. Helena Municipal Code is hereby amended in its entirety to read as set forth in Exhibit A, attached hereto and incorporated herein by reference.

Section 3: Severability.

Section 4: CEQA.

The City Council finds that this Ordinance is not subject to the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines Sections 15060(c)(2) and 15060(c)(3). Adoption of this Ordinance will not result in a direct or reasonably foreseeable indirect physical change in the environment and does not constitute a project as defined by CEQA Guidelines Section 15378.

Section 5: Notice and Effective Date.

This Ordinance was duly noticed to the public. This Ordinance shall take effect and be enforced within thirty (30) days from and after the date of its adoption by the City

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

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

Helena City Council on the 25th day of August, 2026, and was adopted at a regular meeting of the St. Helena City Council on the ___ day of ____________, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED ATTEST
________________________________ ________________________________ Paul Jamison Dohring, Mayor Andrew Bradley, City Clerk
Attachment:

Exhibit A - Section 13.04.075, Property owner’s obligation to maintain, repair and replace private water laterals

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EXHIBIT A.

SHMC 13.04.075.

Property owner’s obligation to maintain, repair and replace private water laterals.

A. Each property owner shall, at the property owner’s expense, inspect, maintain in good working order, repair and replace, as necessary, the private water service, including any portions that may lie within the public right-of-way, so that it does not cause or contribute to any water overflow from either the private water lateral or the public water main. The private water lateral shall be free of displaced joints, open joints, root intrusion, substantial deterioration of the line, cracks, leaks, inflow, infiltration of extraneous water, fats, oils and grease, sediment deposits or any other similar conditions, defects or obstructions likely to cause or contribute to blockage of the water lateral or the public water main.

B. Each property shall be served by a water service and meter of adequate capacity to serve the existing and proposed uses on the property. The adequacy of the water service lateral and meter size shall be determined by engineering calculations that account for available system pressure and existing and proposed demands, including any required fire-flow or fire-sprinkler demand.

The requirements of this subsection apply when a property owner proposes:

1. Demolition of an existing structure and construction of a new structure;

2. Remodeling of an existing structure that affects fifty percent (50%) or more of the square footage of the existing structure;

3. A project where the estimated construction cost exceeds one hundred thousand dollars ($100,000); or

4. Expansion of the functional use of a property by creating additional floor area including a detached accessory dwelling unit (ADU).

When this subsection applies:
i. The existing water service shall be inspected and engineering calculations shall be provided demonstrating that the existing water service lateral and meter are adequately sized to serve the existing and proposed uses on the property, including any required fire-flow or fire-sprinkler demand; ii. The existing water service shall be free of any components containing galvanized steel or lead materials;
iii. Where the existing water service lateral and meter are adequately sized and comply with the material requirements of this subsection, continued

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and expanded use of the existing water service shall be permitted. An additional structure, including a detached Accessory Dwelling Unit (ADU), may connect to the existing water service at a point between the meter and the point of connection to the primary structure;
iv. Where the existing water service connection does not meet the requirements of this subsection, repair, replacement, or upgrade of the deficient component shall be required; and
v. The Director of Public Works may approve an alternative means of compliance with the repair, replacement, or upgrade requirements of this subsection where the applicant demonstrates, based on engineering calculations or other documentation acceptable to the City, that the alternative provides adequate water service capacity and complies with applicable City standards.

C. Private water laterals are not part of the public water service system. The private water laterals are the property of the property owner and are not part of the public water service system. Nothing in this chapter shall be interpreted as changing the private nature of the private water laterals or incorporating them into the public water service system.

D. Each property owner is responsible for obtaining encroachment permits necessary to maintain, repair, or replace any portion of their private water services within the public right-of-way.

E. Each property owner shall maintain, repair, and replace their private water services according to the standards set forth in the city’s municipal code. (Ord. 24-1 § 3)

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Redline Ordinance, For Reference Only
SHMC 13.04.075
Property owner’s obligation to maintain, repair and replace private water laterals.

The requirements of this subsection apply when a property owner proposes:

1. Demolition of an existing structure and construction of a new structure;

2. Remodeling of an existing structure that affects fifty percent (50%) or more of the square footage of the existing structure;

3. A project where the estimated construction cost exceeds one hundred thousand dollars ($100,000); or

4. Expansion of the functional use of a property by creating additional floor area including a Detached Accessory Dwelling Unit (ADU).

When this subsection applies:
i. The existing water service shall be inspected, and engineering calculations shall be provided demonstrating that the existing water service lateral and meter are adequately sized to serve the existing and proposed uses on the property, including any required fire-flow or firesprinkler demand; ii. The existing water service shall be free of any components containing galvanized steel or lead materials;

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iii. Where the existing water service lateral and meter are adequately sized and comply with the material requirements of this subsections, continued and expanded use of the existing water service isshall be permitted. An additional structure, including a detached Accessory Dwelling Unit (ADU), may connect to the existing water service at a point between the meter and the point of connection to the primary structure;
iv. Where the existing water service connection does not meet the requirements of this subsection, repair, replacement, or upgrade of the deficient component shall be required; and
v. The Director of Public Works may approve an alternative means of compliance with the repair, replacement, or upgrade requirements of this subsection where the applicant demonstrates, based on engineering calculations or other documentation acceptable to the City, that the alternative provides adequate water service capacity and complies with applicable City standards.

BC. Private water laterals are not part of the public water service system. The private water laterals are the property of the property owner and are not part of the public water service system. Nothing in this chapter shall be interpreted as changing the private nature of the private water laterals or incorporating them into the public water service system.

CD. Each property owner is responsible for obtaining encroachment permits necessary to maintain, repair, or replace any portion of their private water services within the public right-of-way.

DE. Each property owner shall maintain, repair, and replace their private water services according to the standards set forth in the city’s municipal code. (Ord. 24-1 § 3)

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ORDINANCE NO.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ST. HELENA AMENDING SECTION 13.20.075 OF TITLE 13 OF THE ST. HELENA MUNICIPAL

CODE TO ESTABLISH REQUIREMENTS FOR THE EVALUATION, CONTINUED

USE, REPAIR, AND REPLACEMENT OF PRIVATE SEWER LATERALS, AND

FINDING THAT THE ACTION IS NOT SUBJECT TO THE CALIFORNIA

ENVIRONMENTAL QUALITY ACT PURSUANT TO CEQA GUIDELINES SECTIONS 15060(c)(2) AND 15060(c)(3)
WHEREAS, the City of St. Helena, California (“City”) is a municipal corporation, duly organized under the constitution and laws of the State of California; and WHEREAS, Title 13 of the St. Helena Municipal Code (“SHMC”) establishes regulations governing the City’s sewer system, including sewer service connections and private sewer laterals; and
WHEREAS, SHMC Section 13.20.075 establishes property-owner responsibility for the inspection, maintenance, repair, and replacement of private sewer laterals; and WHEREAS, the City desires to amend Section 13.20.075 to establish clearer standards for determining whether an existing private sewer lateral and its connection to the public sewer are in acceptable condition to serve existing and proposed development; and
WHEREAS, the proposed ordinance establishes criteria for evaluating existing private sewer laterals when specified development activity is proposed and allows continued or expanded use of an existing private sewer lateral where its condition and compliance with applicable City standards are demonstrated; and WHEREAS, where an existing private sewer lateral, connection to the public sewer, or other private sewer service component does not meet applicable requirements, the proposed ordinance requires repair or replacement of the deficient component to the extent necessary to comply with applicable City standards; and WHEREAS, the proposed amendments are intended to provide clear and consistently administered sewer-service requirements while allowing continued use of existing infrastructure where that infrastructure is demonstrated to be adequate; and WHEREAS, the amendment is being considered in coordination with amendments to SHMC Section 17.22.030 governing ADUs and JADUs so that detailed sewer-service requirements are administered under Title 13 rather than duplicated within the City’s zoning regulations; and
WHEREAS, the City Council has considered the staff report, the proposed ordinance, all written and oral public testimony, and the entire record associated with the proposed amendment; and

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NOW, THEREFORE, The City Council of the City of St. Helena does hereby ordain as follows:

Section 1: Recitals
The Recitals set forth above are true and correct and are incorporated into this Ordinance.

Section 2: Amendment to SHMC Section 13.20.075.

Section 13.20.075 (Property Owner’s Obligation to Maintain, Repair and Replace Private Sewer Laterals) of Title 13 of the St. Helena Municipal Code is hereby amended to read as set forth in Exhibit A, attached hereto and incorporated herein by reference.

Section 3: Severability.

Section 4: CEQA.

Section 5: Notice and Effective Date.

This Ordinance was duly noticed to the public. This Ordinance shall take effect and be enforced within thirty (30) days from and after the date of its adoption by the City

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

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

Helena City Council on the 25th day of August, 2026, and was adopted at a regular meeting of the St. Helena City Council on the ___ day of ____________, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED ATTEST
________________________________ ________________________________ Paul Jamison Dohring, Mayor Andrew Bradley, City Clerk
Attachment:

Exhibit A - Section 13.20.075, Property Owner’s Obligation to Maintain, Repair and Replace Private Sewer Laterals.

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EXHIBIT A.

13.20.075
Property owner’s obligation to maintain, repair and replace private sewer laterals.

A. Each property owner shall, at the property owner’s expense, inspect, maintain in good working order, repair and replace, as necessary, the private sewer lateral, including any portions that may lie within the public right-of-way, so that it does not cause or contribute to any sewer overflow from either the private sewer lateral or the public sewer service system. The private sewer lateral shall be free of displaced joints, open joints, root intrusion, substantial deterioration of the line, cracks, leaks, inflow, infiltration of extraneous water, fats, oils and grease, sediment deposits or any other similar conditions, defects or obstructions likely to cause or contribute to blockage of the sewer lateral or the public sewer service system.

B. Private Sewer Laterals Not Part of Public Sewer Service System. The private sewer laterals are the property of the property owner and are not part of the public sewer service system. Nothing in this chapter shall be interpreted as changing the private nature of the private sewer laterals or incorporating them into the public sewer service system.

C. Each property owner is responsible for obtaining encroachment permits necessary to maintain, repair, or replace any portion of their private sewer lateral within the public right-of-way.

D. Each property owner shall maintain, repair, and replace their private sewer lateral up to but excluding the connection fitting installed in the public sewer. Replacement of a private sewer constructed on public property shall comply with the standards set forth in the St. Helena standard sewer construction details and specifications. (Ord. 24-3 § 4) E. Evaluation of Existing Private Sewer Lateral for Development.

The requirements of this subsection apply when a property owner proposes:

1. Demolition of an existing structure and construction of a new structure containing plumbing fixtures;

2. Remodeling of an existing structure containing plumbing fixtures that affects fifty percent (50%) or more of the square footage of the existing structure;

3. A project with an estimated cost exceeding one hundred thousand dollars ($100,000); or

4. Expansion of the functional use of a property by creating additional floor area including a detached Accessory Dwelling Unit (ADU).

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When this subsection applies, the existing private sewer lateral and its connection to the public sewer shall be inspected by closed-circuit television (CCTV), and a report documenting the condition of the lateral and connection shall be submitted to the City.

Continued and expanded use of the existing private sewer lateral shall be permitted where the inspection demonstrates that the lateral:
i. Is free of holes, significant cracks, separations, offsets, root intrusion, or other defects that impair its function;
ii. Has a minimum inside diameter of four (4) inches;
iii. Is constructed of material acceptable under applicable City standards; iv. Has a properly located and accessible cleanout; and v. Is connected to the public sewer by a manufactured connection or other connection approved by the City.

An ADU, JADU, or other additional structure may connect to the existing or improved private sewer lateral at a location outside the public right-of-way that is accessible by a cleanout and approved by the Director of Public Works.

Where the existing private sewer lateral or its connection to the public sewer does not meet the requirements of this subsection, repair or replacement of the deficient lateral, connection, or other private sewer service component shall be required to the extent necessary to meet applicable City standards.

An alternative to the repair or replacement requirements of this subsection shall be permitted where CCTV inspection, engineering documentation, or other information demonstrates that the alternative provides adequate wastewater service and complies with applicable City standards.

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Redline Ordinance; For Reference Only

13.20.075
Property owner’s obligation to maintain, repair and replace private sewer laterals.

C. Each property owner is responsible for obtaining encroachment permits necessary to maintain, repair, or replace any portion of their private sewer lateral within the public right-of-way.

The requirements of this subsection apply when a property owner proposes:

1. Demolition of an existing structure and construction of a new structure containing plumbing fixtures;

2. Remodeling of an existing structure containing plumbing fixtures that affects fifty percent (50%) or more of the square footage of the existing structure;

3. A project with an estimated cost exceeding one hundred thousand dollars ($100,000); or

4. Expansion of the functional use of a property by creating additional floor area including a detached Accessory Dwelling Unit (ADU).

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Outlook
Public Comment - Aug. 25, 2026 Item 11.1
From Joshua Devore <[email protected]>
Date Mon 8/24/2026 2:37 PM
To Public Comment <[email protected]>
Some people who received this message don't often get email from [email protected]. Learn why this is important
I write briefly in my personal capacity, and not on behalf of any client, regarding proposed section B of SHMC 13.04.075 and section E of SHMC 13.20.075, on the August 25, 2026 Agenda as part of Item

11.1. For example, Section E of SHMC 13.20.075 is proposed to state:

E. Evaluation of Existing Private Sewer Lateral for Development.

The requirements of this subsection apply when a property owner proposes:

1. Demolition of an existing structure and construction of a new structure containing plumbing fixtures;

2. Remodeling of an existing structure containing plumbing fixtures that affects fifty percent (50%) or more of the square footage of the existing structure;

3. A project with an estimated cost exceeding one hundred thousand dollars ($100,000); or

4. Expansion of the functional use of a property by creating additional floor area including a detached Accessory Dwelling Unit (ADU).

Subsection 3, and to some extent subsection 4, appear to lack any nexus to the required sewer inspection. While subsections 1 and 2 appear to have some connection to a potential increase in sewer lateral usage, as written neither subsections 3 or 4 appear to have any connection whatsoever to wastewater flows.

As written, for example, a roof or window replacement project could trigger a sewer inspection under subsection 3 and, if required, a costly potential replacement, even where the submitted project had no connection to the sewer usage. Subsection 4, meanwhile, is vague as the expansion of the "functional use of a property" might, or might not, have some connection to wastewater usage.

Proposed Section B of SHMC 13.04.075 is largely identical relating to water service rather than sewer, and has the same issues.

In both cases, Subsection 3 should be deleted in its entirety or rewritten to require a nexus to water or wastewater use. A project with no nexus to water and/or sewer usage cannot be subjected to expensive unrelated analysis, especially as a condition of a ministerial approval.

Subsection 4 should likewise be rewritten to clarify that the expansion of "functional use" includes a material expansion of water or wastewater use.

Sincerely,
Josh Devore

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1355 Grove Court

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Outlook
Comment for Tomorrows City Council Meeting
From MARY STEPHENSON <[email protected]>
Date Mon 8/24/2026 4:37 PM
To Andrew Bradley <[email protected]>; City Clerk <[email protected]> Hi Andrew - sorry to be so late in getting this in. Could you please add this to Section 11/1 regarding the ordinances changes affecting ADUs?
TO: St Helena Mayor and City Council Members
RE: 11.1 Revised Ordinances Affecting the Development of ADUs in St Helena The City and the community are beginning to understand that we need an aggressive multi-faceted housing strategy to provide a diverse range of housing for individuals and families making $50K to $250K so that they can live here and contribute to our community. Doing this within the confines of the State’s housing mandates takes strength and ingenuity.

These new ordinances will remove the barriers for building ADUs on existing residential properties which will provide opportunities to create reasonably priced ADU rental units adding value to the property and providing local workers a place to live. I would like to commend Leza and her staff for recommending this code change on a timely basis. I would also like to thank them for involving and listening to the community as they developed this plan.

Now for a brief commercial: These changes will also allow St Helenians to take advantage of the Napa County ADU Forgivable Loan program which provides forgivable loans between $60,000 and $105,000 (depending on unit size). The loan is fully forgiven over a 5-year period if the unit is rented to incomequalified tenants at 80% of the Area Median. So a single person earning up to $98,000 annually could be the renter.

The county launched a trial of this program in 2024. It was so successfully it is now a permanent program available county wide and funded through TOT revenue. I believe there have been 32 loans funded to date with many more in the pipeline.

I know of just one homeowner in St Helena who used the program to build a one-bedroom ADU that it is currently rented to a postal worker who can now walk to work. Homeowners can use the ADU for family members (like adult children or aging parents) as long as the occupant meets the income qualification. This is a win win win for the homeowner, the renter and our community.

The county has made this simple for everyone. They have contracted with experts to provide technical and estimating assistance and they handle all administration. Napa cities are encouraged to add an additional

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incentive, which could take the form of permit fee reductions, to generate more local interest, and I would like to see St Helena consider this as a part of the housing strategy currently in development. You can learn about the County program on their website.

To some, this may seem like a drop in the bucket and therefore not worth the effort. But if St Helena could have 3 rental ADUs built each year for the next five years, there would be 15 new housing units spread across our community. It took over ten years to build 8 units at Brenkle Court and six years to complete 10 units at Gamble Grove. So 15 deed-restricted units in five years is indeed worth the effort.

Again, kudos to St Helena city officials and staff for taking the first step to making ADUs available for incremental housing in our town. I hope many homeowners in our community will take advantage of these revisions and the County program. Thank you.

Mary Stephenson
2683 Chablis Court
707 849 2583

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Outlook
re: 11.1 ADU Ordinance
From Ryan O'Connell <[email protected]>
Date Mon 8/24/2026 7:22 PM
To Public Comment <[email protected]>
Some people who received this message don't often get email from [email protected]. Learn why this is important TO: St. Helena Mayor and City Council Members
RE: 11.1 Revised Ordinances Affecting the Development of ADUs in St Helena - "Planning Commission Recommendations" vs. "ALTERNATIVE" We are writing to oppose the ADU ordinance adopted by a split vote of the planning commission on July 7th, and instead urge the city council to adopt the ordinance alternative proposed by city staff on the same date.

The city of St. Helena has a wonderful opportunity before it to promote the development of more ADUs and more affordable ADUs. The city staff proposed an excellent ordinance on July 7th.

The clear message from the April study session was that staff, the Planning Commission, and the public were aligned: the ordinance as proposed is great, and it could go even farther to promote affordability and remove barriers to ADU construction.

Staff returned with an ordinance that does exactly that, and we urge the City Council to adopt the ALTERNATIVE ordinance as proposed by staff.

Regarding the two changes adopted by the planning commission with only 3 votes:
1: Reducing affordability of ADUs by limiting height - The state allows ADUs to be 2 feet taller if a property is located close to good public transit. 18 feet instead of 16 feet. This extra couple of feet makes a big difference in affordability because you can fit in a real second floor sometimes (although it's still a much smaller structure than your typical 25-ft 2 story home). St Helena has first class public transit with door to door micro transit options and those should allow people to have that modest 2 foot bump. Please adopt the original staff proposal to allow this 2 foot bump. 2: Increasing the range of quality transit to include privately owned rideshare companies - We have no position on this. If the city council wants to retain this measure, that is fine as it loosely improves affordability of ADUs. However, we feel

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we should point out that this idea was never agendized before going to the Planning Commission, and this hearing is the first time the public will be able to speak on it.

Regards,
Ryan O'Connell
Napa Solano For Everyone

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Outlook
RE: Public comment re: 11.1 8/25/26 city council
From Michelle Covell <[email protected]>
Date Tue 8/25/2026 3:07 PM
To Andrew Bradley <[email protected]>
I forgot the disclaimer.

The opinions expressed herein are mine individually and are not intended to represent the official position of the City of St. Helena or the St. Helena Planning Commission.

Michelle Liu Covell
From: Michelle Covell <[email protected]>
Sent: Tuesday, August 25, 2026 2:51 PM
To: Andrew Bradley <[email protected]>
Subject: Public comment re: 11.1 8/25/26 city council
Good evening, Council.

I am speaking as a resident and not representing the City of St. Helena or the Planning Commission.

I’m asking for clarification about process.

From my very first Planning Commission meeting, I understood that the Planning Commission does not make policy. It was repeated over and over in my right ear.

I also understood that the Council and Commission are limited to discussing and acting on properly agendized items.

It was pointed out in a public comment tonight, that the rideshare item was not agendized for the Planning Commission.

Yet that discussion now appears to have resulted in an item coming before you, based on input from what appears to be one individual.

The item itself is moot. It is the process I am more interested in.

I’d like to understand:

If this becomes policy, has it gone through the appropriate process, including proper notice and opportunity for public input?
And ultimately, who is responsible for the checks and balances? Who determines when the rules have not been followed, and who enforces them?
I’m not asking these questions to challenge anyone.

I’m asking because process matters, particularly when policy is being created.

I am finding more and more that process is there for a reason.

And it is important to ask questions when process feels like it is not followed.

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Thank you.

Resident,
Michelle Liu Covell

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Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administrative Services Department
DATE: August 25, 2026
FROM: Mandy Kellogg, Director of Administrative Services SUBJECT: Approval of a Resolution 1. Appointing Susan Casey as Interim Director of Administrative Services pursuant to Government Code section 21221(h), effective August 31, 2026; and 2. Approving an Interim Employment Agreement with Susan Casey for service as Interim Director of Administrative Services.

RECOMMENDED
ACTION:

Staff recommends approval of the attached resolution.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
PURPOSE:

The purpose of this action is to appoint Susan Casey as the Interim Director of Administrative Services to provide executive leadership, oversight, and continuity of operations within the Administrative Services Department during the transition and reorganization of the Department and while the City conducts its recruitment and selection process for the permanent position or positions that will assume the functions and responsibilities currently assigned to the Director of Administrative Services.

FINANCIAL IMPACT: Funding for the Director of Administrative Services position that was previously approved in the FY 2026-27 Operating Budget will be used to fund the interim appointment. Therefore, there is no additional financial impact.

CEQA DETERMINATION: Not a CEQA Project (CEQA Guidelines §15378) BACKGROUND:

The Administrative Services Department provides centralized support and oversight for key internal City functions, including Finance, Human Resources, Information Technology, and Risk Management. The Director of Administrative Services currently provides executive oversight of these functions and is responsible for ensuring effective fiscal management, personnel administration, technology services, and risk management. In addition, Section 2.24 of the City’s Municipal Code establishes the position of Director of Finance/Treasurer, and pursuant to Resolution No. 2021-19, the duties and responsibilities of that position were

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assigned to the Director of Administrative Services without additional compensation.

The City’s Municipal Code establishes the position of Director of Finance/Treasurer, and pursuant to a 2021 City Council resolution, the duties and responsibilities of that position were assigned to the Director of Administrative Services without additional compensation.

The current Director of Administrative Services will vacate the position on August 28, 2026.

Given the immediate nature of this transition and the breadth of responsibilities assigned to the position, temporary executive leadership is necessary to:
• Maintain continuity of critical administrative, financial, and operational funtions; • Provide stability, direction, and oversight for Administrative Services staff; • Ensure continued oversight of Finance/Treasury, Human Resources, IT, and Risk Management functions;
• Support implementation of the Interim Strategic Plan and Framework and maintain organizational continuity during the transition, and;
• Provide the City with sufficient time to evaluate and implement the planned reorganization of the Administrative Services Department, including the allocation of the functions and responsibilities currently assigned to the Director of Administrative Services; and
• Allow adequate time for the City to undertake an active recruitment, selection and onboarding process for the permanent position or positions that will assume functions and responsibilities of the Director of Administrative Services position.

The proposed interim arrangement will provide the City with experienced executive leadership, specialized skills, and continuity of operations during this transition and reorganization. The appointment will allow the City to maintain critical services while it proceeds with the recruitment and selection process for the permanent position or positions established to perform the functions currently assigned to the Director of Administrative Services.

DISCUSSION:

The City wishes to appoint Susan Casey as the Interim Director of Administrative Services.

The proposed interim appointee brings extensive local government executive and administrative services experience, including service as interim city manager and assistant city manager/administrative services director for the City of Sonoma, Administrative Services Director for the City of American Canyon, and Administrative Services Director for the MoragaOrinda Fire District. Susan's experience includes direct oversight of finance, human resources, information technology, and risk management, with responsibility for budgeting and financial reporting, labor relations, recruitment, organizational management, technology services, and risk management. Since 2023, Susan has also provided services to public agencies in the areas of financial management, human resources, organizational effectiveness, executive recruitment, and fiscal sustainability.

Given that the Finance/Treasurer duties and responsibilities codified at Section 2.24 of the City’s Municipal Code were assigned to the Director of Administrative Services position by

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Resolution 2021-19, those duties are included within the responsibilities of the Interim Director of Administrative Services appointment and will be performed by Susan Casey without additional compensation.

Susan Casey is a CalPERS retiree. Accordingly, the City must comply with applicable statutory requirements governing the employment of CalPERS retirees. Government Code section 21221(h) permits a governing body to appoint a CalPERS retiree to a vacant position on an interim basis, subject to applicable statutory requirements and limitations.

Upon the effective separation of the current Director of Administrative Services on August 28, 2026, the position will become vacant. The City intends to use the interim appointment to maintain continuity of critical City operations while it evaluates and implements the reorganization of the Administrative Services Department and undertakes an active recruitment and selection process for the permanent position or positions that will assume the functions and responsibilities currently assigned to the Director of Administrative Services.

The City is taking appropriate preparatory and recruitment-related steps during this transition, including developing and refining the organizational structure, responsibilities, qualifications, and recruitment materials for the permanent position or positions. These efforts are intended to facilitate a timely and active recruitment process while allowing the City to complete the departmental reorganization and ensure that the permanent organizational structure appropriately meets the City’s operational needs.

Council action is required to adopt a resolution appointing Susan Casey as Interim Director of Administrative Services pursuant to Government Code section 21221(h) and approving the related interim employment agreement.

Susan Casey will be compensated at a rate of $103.06 per hour, which is equal to the hourly rate for the departing Director of Administrative Services and is not less than the minimum, nor in excess of the maximum, paid by the City to other employees performing comparable duties as listed on the City's publicly-available pay schedule. Such compensation shall be the sole compensation for services under the attached agreement (Attachment 2). The City shall not provide vacation, holiday pay, or other employment benefits available to employees in the regular service of the City, except for worker’s compensation coverage or benefits required by state or federal law.

Approval of the proposed resolution and interim employment agreement will provide the City with experienced executive leadership and continuity of operations during a critical transition period, maintain effective oversight of essential administration functions, and provide the City adequate time to complete its departmental reorganization and conduct an active recruitment and selection process for the permanent position or positions that will assume the functions and responsibilities of the current Director of Administrative Services.

ENVIRONMENTAL REVIEW:

None.

GOAL:

Goal 7: Enhance Organizational Effectiveness

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ATTACHMENTS:

1. Staff Report - Interim Director Appointment (BBK Revised)-c1

2. Attachment 1 - Resolution Appointing Susan Casey as Interim Director of Administrative Services During Vacancy

3. Attachment 1 - Resolution Appointing Susan Casey as Interim Director of Administrative Services During Vacancy (BBK Revised)-c1

4. Attachment 1 - Resolution Appointing Susan Casey as Interim Director of Administrative Services During Vacancy (BBK Revised - Clean)-c1

5. Attachment 2 - Interim Employment Contract

6. Attachment 2 - Interim Employment Contract (BBK Revised)-c1

7. Attachment 2 - Interim Employment Contract (BBK Revised - Clean)-c1

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Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Administrative Services Department
DATE: August 25, 2026
FROM: Mandy Kellogg, Director of Administrative Services SUBJECT: Approval of a Resolution 1. Appointing Susan Casey as Interim Director of Administrative Services/Treasurer pursuant to Government Code section 21221(h), effective August 31, 2026; and 2. Approving an Interim Employment Agreement with Susan Casey for service as Interim Director of Administrative Services/Treasurer.

RECOMMENDED
ACTION:

Staff recommends approval of the attached resolution.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
PURPOSE:

The purpose of this action is to appoint Susan Casey as the Interim Director of Administrative Services/Treasurer to provide executive leadership, and oversight, and continuity of operations within of the Administrative Services Department during the transition and reorganization of the Department until a new Director is hired.and while the City conducts its recruitment and selection process for the permanent position or positions that will assume the functions and responsibilities currently assigned to the Director of Administrative Services.

FINANCIAL IMPACT: Funding for the Director of Administrative Services/Treasurer position that was previously approved in the FY 2026-27 Operating Budget will be used to fund the interim appointment.

Therefore, there is no additional financial impact.

CEQA DETERMINATION: Not a CEQA Project (CEQA Guidelines §15378) BACKGROUND:

The Administrative Services Department provides centralized support and oversight for key internal City functions, including Finance, Human Resources, Information Technology, and Risk Management. The Director of Administrative Services/Treasurer currently provides executive oversight of these functions and is responsible for overseeing ensuring effectivethe City’s fiscal management, personnel administration, technology services, and risk

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management functions. In addition, Section 2.24 of the City’s Municipal Code establishes the position of Director of Finance/Treasurer, and pursuant to Resolution No. 2021-19, the duties and responsibilities of that position were assigned to the Director of Administrative Services without additional compensation.

The current Director of Administrative Services/Treasurer will be vacateing the position on August 28, 2026. Given the immediate nature of this transition and the breadth of responsibilities assigned to the roleposition, temporary executive leadership support is necessary to:
• Maintain continuity of critical administrative, and financial, and operational funtions operations;
• Provide stability, and direction, and oversight for Administrative Services staff; • Ensure continued oversight of Finance/Treasury, Human Resources, IT, and Risk Management functions;
• Help to Support implementation of the Interim Strategic Plan and Framework and maintain organizational continuity during the transitionwhile preparing a foundation for the new hire, and;
• Provide the City with sufficient time to evaluate and implement the planned reorganization of the Administrative Services Department, including the allocation of the functions and responsibilities currently assigned to the Director of Administrative Services; and
• Allow adequate time for the City to undertake an active recruitment, selection and onboarding of a process for the permanent Directorposition or positions that will assume functions and responsibilities of the Director of Administrative Services position.

The proposed interim arrangement will provide the City with experienced executive leadership, specialized skills, and continuity of operations during thise transition period to ensure continuity in operations and reorganization. The appointment will allow the City to maintain critical services while it proceeds with the recruitment and selection process for the permanent position or positions established to perform the functions currently assigned to the Director of Administrative Services
DISCUSSION:

The City wishes to appoint Susan Casey as the Interim Director of Administrative Services/Treasurer. The proposed interim appointee brings extensive local government executive and administrative services experience, including service as iInterim Ccity Mmanager and Aassistant Ccity Mmanager/Aadministrative Sservices Ddirector for the City of Sonoma, Administrative Services Director for the City of American Canyon, and Administrative Services Director for the Moraga-Orinda Fire District. Susan's experience includes direct

Page 398 of 473 ends

oversight of Ffinance, Hhuman Rresources, Iinformation Ttechnology, and Rrisk Mmanagement, with responsibility for budgeting and financial reporting, labor relations, recruitment, organizational management, technology services, and risk management. Since 2023, Susan has also provided consulting services to public agencies in the areas of financial management, human resources, organizational effectiveness, executive recruitment, and fiscal sustainability.

Given that the Finance/Treasurer duties and responsibilities codified at Section 2.24 of the City’s Municipal Code were assigned to the Director of Administrative Services position by Resolution 2021-19, those duties are included within the responsibilities of the Interim Director of Administrative Services appointment and will be performed by Susan Casey without additional compensation.

Because the interim incumbent Susan Casey is a retired annuitant receiving CalPERS benefitsretiree. Accordingly, the City must comply with specific applicable statutory requirements governing the employment of CalPERS retirees. under the Government Code section 21221(h) permits a governing body to appoint a CalPERS retiree to a vacant position on an interim basis, subject to applicable statutory requirements and limitations.

Upon the effective separation of the current Director of Administrative Services/Treasurer on August 28, 2026, the Director of Administrative Services/Treasurer position will become vacant. At that time, Government Code section 21221(h) authorizes the appointment of a retired annuitant to a vacant position on an interim basis, subject to statutory limitations. The City intends to use the interim appointment to maintain continuity of critical City operations while it evaluates and implements the reorganization of the Administrative Services Department and undertakes an active recruitment and selection process for the permanent position or positions that will assume the functions and responsibilities currently assigned to the Director of Administrative Services.

Council action is required to adopt a resolution ratifying the appointingment Susan Casey of the retired annuitant as Interim Director of Administrative Services/Treasurer pursuant to Government Code section 21221(h) and approving an the related interim employment agreement pursuant to section 21221(h).

Susan Casey will be compensated at a rate of $103.06 per hour, which is equal to the hourly rate for the departing Director of Administrative Services/Treasurer, therefore and is not less than the minimum, nor in excess of the maximum, paid by the City to other employees performing comparable duties as listed on the City's publicly-available pay schedule. Such

Page 399 of 473 ends

compensation shall be the sole compensation for services under the attached agreement (Attachment 2). The City shall not pay forprovide vacation, or holidays pay, nor any other job employment benefits available to an employees in the regular service of the City, except for Wworker’s Ccompensation Insurance coverage or benefits required by state or federal law.

Approvaling of the proposed recommended resolution and interim employment agreement will provide the City with experienced executive leadership and ensure continuity of operations leadership within the City during a critical transition period, maintain effective oversight of essential administration functions, and provide service levels to the public, and allow the City adequate time to complete its departmental reorganization and conduct an active recruitment and selection process for the permanent position or positions that will assume the functions and responsibilities of the current Director of Administrative Servicesplan for permanent leadership succession.

ENVIRONMENTAL REVIEW:

None.

GOAL:

Goal 7: Enhance Organizational Effectiveness
ATTACHMENTS:

1. Attachment 1 - Resolution Appointing Susan Casey as Interim Director of Administrative Services During Vacancy

2. Attachment 2 - Interim Employment Contract

Page 400 of 473 ends

1 83578.00009\44897379.1
RESOLUTION NO. ___
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ST.

HELENA APPOINTING SUSAN CASEY AS INTERIM DIRECTOR

OF ADMINISTRATIVE SERVICES PURSUANT TO
GOVERNMENT CODE SECTION 21221(h)
WHEREAS, Government Code section 21221(h) addresses the temporary employment of retirees in accordance with the Public Employees’ Retirement Law, as administered by the California Public Employees’ Retirement System (CalPERS), and permits the City Council to appoint a retired annuitant to a vacant position requiring specialized skills during recruitment for a permanent appointment, and provides that such appointment will not subject the retired person to reinstatement from retirement or loss of benefits so long as it is a single appointment that does not exceed 960 hours in a fiscal year; and
WHEREAS, the position of Director of Administrative Services is vacant effective August 31, 2026 due to the separation of the incumbent; and WHEREAS, during the recruitment, selection and final employment of a permanent Director of Administrative Services, the City Council desires to appoint Susan Casey as an interim appointment retired annuitant to the vacant position of Director of Administrative Services under Government Code section 21221(h), effective August 31, 2026 to provide the leadership, managerial and organizational skills necessary to manage the City of St. Helena effectively and efficiently; and WHEREAS, Susan Casey has an extensive background in managing, directing, and overseeing operations of a City with approximately 20 years of experience in municipal leadership overseeing Finance and Human Resources operations as both an Administrative Services Director and an Assistant City Manager; and WHEREAS, an appointment under Government Code section 21221(h) requires an active, publicly posted recruitment for a permanent replacement; and WHEREAS, the City of St. Helena will begin the active recruitment process for a permanent Director on August 31, 2026 by posting an opening for the Director of Administrative Services position on the City of St. Helena’s website at https://www.cityofsthelena.gov/7007Current-Job-Opportunities, and began to accept applications for the vacancy; and
WHEREAS, this recruitment will be active until the City of St. Helena fills the vacant position; and
WHEREAS, it is understood by the City of St. Helena and Susan Casey that she will be appointed and serve as Director of Administrative Services on an interim basis,

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2 83578.00009\44897379.1
under Government Code section 21221(h); and
WHEREAS, this Government Code section 21221(h) appointment shall only be made once and therefore will end on the date immediately preceding the date on which the permanent appointment to the vacant position of Director of Administrative Services commences employment or, if earlier, on the date that this appointment is terminated by the City of St. Helena or Susan Casey; and
WHEREAS, it is understood by the City of St. Helena and Susan Casey that the combined total hours to be served by Susan Casey in any fiscal year, for all positions and for all CalPERS employers combined, including her role as Interim Director Administrative Services Development for the City of St. Helena, shall not exceed the 960-hour limitation set forth in California Government Code Sections Section 7522.56(d) and 21221(h); and WHEREAS, the compensation paid to retirees cannot be less than the minimum nor exceed the maximum monthly base salary paid to other employees performing comparable duties, divided by 173.333 to equal the hourly rate; and WHEREAS, the hourly rate for the Director of Administrative Services position is $103.06 per hour; and
WHEREAS, the hourly rate paid to Susan Casey for her services as Director of Administrative Services on an interim basis is $103.06 per hour, which is not less than the minimum or in excess of the maximum hourly rate paid to other employees performing comparable duties, subject to any subsequent adjustment to the payrate as adopted by the City Council and reflected on a publicly available pay schedule; and WHEREAS, Susan Casey has not and will not receive any other benefit, incentive, compensation in lieu of benefit or any other form of compensation in addition to the hourly pay rate; and
WHEREAS, the entire employment agreement between Susan Casey and the City of St. Helena has been reviewed by this body and is attached hereto as Exhibit A; and WHEREAS, pursuant to Government Code section 7522.56(e)(1), Susan Casey must certify in writing to the City of St. Helena, upon accepting an offer of employment, that he has not received any unemployment insurance compensation arising out of prior employment with a public employer that is subject to section 7522.56 during the 12-month period preceding the effective date of this appointment.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of St.

Helena, California as follows:

Section 1. The City Council has considered the full record before it, which may

Page 402 of 473 ends

3 83578.00009\44897379.1
include but is not limited to such things as the staff report, testimony by staff and the public, and other materials and evidence submitted or provided to it. Furthermore, the recitals set forth above are found to be true and correct and are incorporated herein by reference.

Section 2. Susan Casey has the specialized skills needed to perform the work required of fulfill the responsibilities of the vacant position of Director of Administrative Services on an interim basis until a permanent Director is appointed and thereafter begins her service, unless sooner terminated by the City of St. Helena or Susan Casey.

Section 3. The City Council hereby appoints Susan Casey as Director of Administrative Services on an interim basis effective August 31, 2026 pursuant to the authority provided under Government Code section 21221(h), during the recruitment, selection and employment of a permanent Director to provide the critically needed, specialized skills necessary to manage the City of St. Helena.

Section 4. The employment agreement with Susan Casey, a copy of which is incorporated herein as Exhibit A, is approved by the City Council, effective August 31, 2026.

Section 5. The Mayor is authorized to execute said agreement on behalf of the City of St. Helena, with such technical amendments as may be deemed appropriate by the Mayor and City Attorney.

The foregoing Resolution was adopted at a regular public meeting of the City Council of the City of St. Helena, California held on the 25th day of August 2026, by the following vote:

Page 403 of 473 ends

1 83578.00009\44897379.1
RESOLUTION NO. ___
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ST.

HELENA APPOINTING SUSAN CASEY AS INTERIM DIRECTOR

OF ADMINISTRATIVE SERVICES PURSUANT TO
GOVERNMENT CODE SECTION 21221(h)
WHEREAS, Government Code section 21221(h) addresses the temporary employment of retirees in accordance with the Public Employees’ Retirement Law, as administered by the California Public Employees’ Retirement System (CalPERS), and permits the City Council to appoint a retired annuitant to a vacant position requiring specialized skills during recruitment for a permanent appointment, and provides that such appointment will not subject the retired person to reinstatement from retirement or loss of benefits so long as it is a single appointment that does not exceed 960 hours in a fiscal year; and
WHEREAS, the position of Director of Administrative Services is shall be vacant effective August 31, 2026 due to the upcoming separation of the incumbent; and WHEREAS, at its August 25, 2026 meeting, the City Council will consider the proposed reorganization of the Administrative Services Department, which, if approved, would restructure the Department’s functions and responsibilities into two new departments, the Finance Department and the Human Resources and Information Technology Department, and would allocate the functions, authority and responsibilities currently assigned to the Director of Administrative Services position between the Director of Finance and the Human Resources and Information Technology Officer; and WHEREAS, during the recruitment, selection and final employment of a permanent Director of Administrative ServicesFinance and Human Resources and Information Technology Officer, the City Council desires to appoint Susan Casey as an interim appointment retired annuitant to the then vacant position of Director of Administrative Services under Government Code section 21221(h), effective August 31, 2026 to provide the leadership, managerial and organizational skills necessary to manage the City of St.

Helena Department of Administrative Services effectively and efficiently until completion of the reorganization process; and
WHEREAS, Susan Casey has an extensive background in managing, directing, and overseeing operations of a City with approximately 20 years of experience in municipal leadership overseeing Ffinance and Hhuman Rresources operations as both an Aadministrative Sservices Ddirector and an Aassistant Ccity Mmanager; and WHEREAS, an appointment under Government Code section 21221(h) requires an active, publicly posted recruitment for a permanent replacement; and WHEREAS, the City of St. Helena will begin the active recruitment process for a

Page 404 of 473 ends

2 83578.00009\44897379.1
permanent Director on August 31, 2026 by posting an opening for the Director of Administrative Services position on the City of St. Helena’s website at https://www.cityofsthelena.gov/7007Current-Job-Opportunities, and began to accept applications for the vacancy; and
WHEREAS, the City is undertaking and intends to continue undertaking appropriate and good-faith efforts to initiate and conduct an active recruitment process for the permanent positions of Director of Finance and Human Resources/Information Technology Officer, including taking such interim and preparatory steps as may be necessary or appropriate to facilitate and document the recruitment process during the transition and reorganization of the Administrative Services Department; and WHEREAS, this recruitment will be active until the City of St. Helena fills the vacant position; and
WHEREAS, it is understood by the City of St. Helena and Susan Casey that she will be appointed and serve as Director of Administrative Services on an interim basis, under Government Code section 21221(h); and
WHEREAS, this Government Code section 21221(h) appointment shall only be made once and therefore will end on the date immediately preceding the date on which the permanent appointment to the to the position or positions established by the City to succeed the vacant Director of Administrative Services position commence(s) employment, vacant position of Director of Administrative Services commences employment or, if earlier, on the date that this appointment is terminated by the City of St.

Helena or Susan Casey; and
WHEREAS, it is understood by the City of St. Helena and Susan Casey that the combined total hours to be served by Susan Casey in any fiscal year, for all positions and for all CalPERS employers combined, including her role as Interim Director Administrative Services Development for the City of St. Helena, shall not exceed the 960-hour limitation set forth in California Government Code Sections Section 7522.56(d) and 21221(h); and WHEREAS, the compensation paid to retirees cannot be less than the minimum nor exceed the maximum monthly base salary paid to other employees performing comparable duties, divided by 173.333 to equal the hourly rate; and WHEREAS, the hourly rate for the Director of Administrative Services position is $103.06 per hour; and
WHEREAS, the hourly rate paid to Susan Casey for her services as Director of Administrative Services on an interim basis is $103.06 per hour, which is not less than the minimum or in excess of the maximum hourly rate paid to other employees performing comparable duties, subject to any subsequent adjustment to the payrate as adopted by the City Council and reflected on a publicly available pay schedule; and

Page 405 of 473 ends

3 83578.00009\44897379.1
WHEREAS, Susan Casey has not and will not receive any other benefit, incentive, compensation in lieu of benefit or any other form of compensation in addition to the hourly pay rate; and
WHEREAS, the entire employment agreement between Susan Casey and the City of St. Helena has been reviewed by this body and is attached hereto as Exhibit A; and WHEREAS, pursuant to Government Code section 7522.56(e)(1), Susan Casey must certify in writing to the City of St. Helena, upon accepting an offer of employment, that he has not received any unemployment insurance compensation arising out of prior employment with a public employer that is subject to section 7522.56 during the 12-month period preceding the effective date of this appointment.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of St.

Helena, California as follows:

Section 1. The City Council has considered the full record before it, which may include but is not limited to such things as the staff report, testimony by staff and the public, and other materials and evidence submitted or provided to it. Furthermore, the recitals set forth above are found to be true and correct and are incorporated herein by reference.

Section 2. Susan Casey has the specialized skills and experience necessary needed to perform, on an interim basis, the work required of fulfill the functions and responsibilities currently assigned of to the vacant position of Director of Administrative Services and to provide continuity of operations during the City’s transition and reorganization of the Administrative Services Department, pending the City’s recruitment and appointment of on an interim basis until a permanent successor to perform such functions, whether in the position of Director of Administrative Services or in one or more successor positions established by the City, Director is appointed and thereafter begins her service, unless sooner terminated by the City of St. Helena or Susan Casey.

Section 3. The City Council hereby appoints Susan Casey as Director of Administrative Services on an interim basis effective August 31, 2026 pursuant to the authority provided under Government Code section 21221(h), to provide the City with critically needed specialized skills and continuity of operations during the transition and reorganization of the Administrative Services Department and while the City undertakes during the recruitment, selection and employment of a permanent appointee or appointees to perform the functions and responsibilities of the Director of Administrative Services position or any successor positions established by the City.Director to provide the critically needed, specialized skills necessary to manage the City of St. Helena.

Section 4. The employment agreement with Susan Casey, a copy of which is incorporated herein as Exhibit A, is approved by the City Council, effective August 31,

Page 406 of 473 ends

4 83578.00009\44897379.1
2026.

Section 5. The Mayor City Manager is authorized to execute said agreement on behalf of the City of St. Helena, with such technical amendments as may be deemed appropriate by the Mayor City Manager and City Attorney.

The foregoing Resolution was adopted at a regular public meeting of the City Council of the City of St. Helena, California held on the 25th day of August 2026, by the following vote:

Mayor Dohring: __________
Vice Mayor Deasy: __________
Councilmember Barak: __________
Councilmember Diaz: __________
Councilmember Spadarotto: __________
APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Andrew Bradley, City Clerk
Commented [IS1]: For any appointment to a
vacant position below the City Manager
position, this clause normally refers to the
direct supervisor. Here it would be the CM,
unless the City prefers to have the Mayor take
this role.

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1 RESOLUTION NO. ___
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ST.

HELENA APPOINTING SUSAN CASEY AS INTERIM DIRECTOR

OF ADMINISTRATIVE SERVICES PURSUANT TO
GOVERNMENT CODE SECTION 21221(h)
WHEREAS, Government Code section 21221(h) addresses the temporary employment of retirees in accordance with the Public Employees’ Retirement Law, as administered by the California Public Employees’ Retirement System (CalPERS), and permits the City Council to appoint a retired annuitant to a vacant position requiring specialized skills during recruitment for a permanent appointment, and provides that such appointment will not subject the retired person to reinstatement from retirement or loss of benefits so long as it is a single appointment that does not exceed 960 hours in a fiscal year; and
WHEREAS, the position of Director of Administrative Services shall be vacant effective August 31, 2026 due to the upcoming separation of the incumbent; and WHEREAS, at its August 25, 2026 meeting, the City Council will consider the proposed reorganization of the Administrative Services Department, which, if approved, would restructure the Department’s functions and responsibilities into two new departments, the Finance Department and the Human Resources and Information Technology Department, and would allocate the functions, authority and responsibilities currently assigned to the Director of Administrative Services position between the Director of Finance and the Human Resources and Information Technology Officer; and WHEREAS, during the recruitment, selection and final employment of a permanent Director of Finance and Human Resources and Information Technology Officer, the City Council desires to appoint Susan Casey as an interim appointment retired annuitant to the then vacant position of Director of Administrative Services under Government Code section 21221(h), effective August 31, 2026 to provide the leadership, managerial and organizational skills necessary to manage the Department of Administrative Services effectively and efficiently until completion of the reorganization process; and WHEREAS, Susan Casey has an extensive background in managing, directing, and overseeing operations of a City with approximately 20 years of experience in municipal leadership overseeing finance and human resources operations as both an administrative services director and an assistant city manager; and WHEREAS, an appointment under Government Code section 21221(h) requires an active, publicly posted recruitment for a permanent replacement; and

Page 408 of 473 ends

2 WHEREAS, the City is undertaking and intends to continue undertaking appropriate and good-faith efforts to initiate and conduct an active recruitment process for the permanent positions of Director of Finance and Human Resources/Information Technology Officer, including taking such interim and preparatory steps as may be necessary or appropriate to facilitate and document the recruitment process during the transition and reorganization of the Administrative Services Department; and WHEREAS, it is understood by the City of St. Helena and Susan Casey that she will be appointed and serve as Director of Administrative Services on an interim basis, under Government Code section 21221(h); and
WHEREAS, this Government Code section 21221(h) appointment shall only be made once and therefore will end on the date immediately preceding the date on which the permanent appointment to the to the position or positions established by the City to succeed the vacant Director of Administrative Services position commence(s) employment, Director of Administrative Services commences employment or, if earlier, on the date that this appointment is terminated by the City of St. Helena or Susan Casey; and
WHEREAS, it is understood by the City of St. Helena and Susan Casey that the combined total hours to be served by Susan Casey in any fiscal year, for all positions and for all CalPERS employers combined, including her role as Interim Director Administrative Services Development for the City of St. Helena, shall not exceed the 960-hour limitation set forth in California Government Code Sections Section 7522.56(d) and 21221(h); and WHEREAS, the compensation paid to retirees cannot be less than the minimum nor exceed the maximum monthly base salary paid to other employees performing comparable duties, divided by 173.333 to equal the hourly rate; and WHEREAS, the hourly rate for the Director of Administrative Services position is $103.06 per hour; and
WHEREAS, the hourly rate paid to Susan Casey for her services as Director of Administrative Services on an interim basis is $103.06 per hour, which is not less than the minimum or in excess of the maximum hourly rate paid to other employees performing comparable duties, subject to any subsequent adjustment to the payrate as adopted by the City Council and reflected on a publicly available pay schedule; and WHEREAS, Susan Casey has not and will not receive any other benefit, incentive, compensation in lieu of benefit or any other form of compensation in addition to the hourly pay rate; and
WHEREAS, the entire employment agreement between Susan Casey and the City of St. Helena has been reviewed by this body and is attached hereto as Exhibit A; and

Page 409 of 473 ends

3 WHEREAS, pursuant to Government Code section 7522.56(e)(1), Susan Casey must certify in writing to the City of St. Helena, upon accepting an offer of employment, that he has not received any unemployment insurance compensation arising out of prior employment with a public employer that is subject to section 7522.56 during the 12-month period preceding the effective date of this appointment.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of St.

Helena, California as follows:

Section 2. Susan Casey has the specialized skills and experience necessary to perform, on an interim basis, the functions and responsibilities currently assigned to the position of Director of Administrative Services and to provide continuity of operations during the City’s transition and reorganization of the Administrative Services Department, pending the City’s recruitment and appointment of a permanent successor to perform such functions, whether in the position of Director of Administrative Services or in one or more successor positions established by the City, , unless sooner terminated by the City of St. Helena or Susan Casey.

Section 3. The City Council hereby appoints Susan Casey as Director of Administrative Services on an interim basis effective August 31, 2026 pursuant to the authority provided under Government Code section 21221(h), to provide the City with critically needed specialized skills and continuity of operations during the transition and reorganization of the Administrative Services Department and while the City undertakes the recruitment, selection and employment of a permanent appointee or appointees to perform the functions and responsibilities of the Director of Administrative Services position or any successor positions established by the City..

Section 4. The employment agreement with Susan Casey, a copy of which is incorporated herein as Exhibit A, is approved by the City Council, effective August 31, 2026.

Section 5. The City Manager is authorized to execute said agreement on behalf of the City of St. Helena, with such technical amendments as may be deemed appropriate by the City Manager and City Attorney.

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4 The foregoing Resolution was adopted at a regular public meeting of the City Council of the City of St. Helena, California held on the 25th day of August 2026, by the following vote:

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83578.00009\44897457.1
-4-

AGREEMENT FOR

INTERIM DIRECTOR OF ADMINISTRATIVE

SERVICES
THIS AGREEMENT is made and entered into this 31st day of August 2026 by and between the City of St. Helena ("CITY") and Susan Casey ("EMPLOYEE"). In consideration of the mutual covenants and agreements set forth herein, the Parties agree as follows:

RECITALS
This Agreement is made and entered into with respect to the following facts:

A. CITY will have a vacancy at the position of Director of Administrative Services as of August 31, 2026 due to the separation of the incumbent.

B. While it recruits for a permanent Director of Administrative Services, CITY seeks to engage EMPLOYEE on an interim basis to serve in the position of Interim Director of Administrative Services in accordance with the terms set forth in this Agreement; and C. EMPLOYEE desires to accept employment as Interim Director of Administrative Services in consideration of and subject to the terms, conditions and benefits set forth in this Agreement; and
D. EMPLOYEE represents that she is a retired annuitant of CalPERS within the meaning of Government Code §§ 7522.56 and 21221(h) ("Statutes") and acknowledges that her compensation is statutorily limited as provided in Government Code § 2122l(h). EMPLOYEE acknowledges that she can work up to 960 hours, collectively, for the CITY, a State agency or other CalPERS contracting agencies (collectively "CalPERS Agencies") during the CITY's 2026-2027 fiscal year. EMPLOYEE represents that she has not received unemployment compensation from any CalPERS Agencies during the 12-month period preceding the effective date of thisAgreement.

EMPLOYEE further represents that her CalPERS retirement date became effective prior to the 180- day period preceding the effective date of this Agreement; and E. CITY has determined that it is necessary to hire EMPLOYEE, a retired annuitant, because the position of Interim Director of Administrative Services requires special skills, and EMPLOYEE, by virtue of her experience has those special skills.

NOW, THEREFORE, CITY and EMPLOYEE, in consideration of the mutual covenants and agreements herein contained, agree as follows:

1. DESIGNATION OF INTERIM DIRECTOR OF ADMINISTRATIVE
SERVICES.

In accordance with City Resolution No. _______, EMPLOYEE is appointed Interim Director of Administrative Services of the CITY under the terms of this Agreement.

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83578.00009\44897457.1
-4-
h

2. POSITION AND DUTIES. EMPLOYEE has been appointed by the City Council as Interim Director of Administrative Services of the City to perform, on a basis set forth below, the duties and functions pertaining to the Interim Director of Administrative Services position, and to perform other legally permissible duties and such functions as the City Manager shall from time-totime assign. The City Manager shall have the authority to determine the specific duties and functions, which EMPLOYEE shall perform under this Agreement and the means and manner by which EMPLOYEE shall perform those duties and functions. EMPLOYEE agrees to devote all of his business time, skill attention, and best efforts to the discharge of the duties and functions assigned to her by the City Manager.

3. TERM, TERMINATION AND AT-WILL STATUS.

A. This Agreement shall become effective on the later of either August 31, 2026, or the date executed by both EMPLOYEE and the City Manager. EMPLOYEE shall commence the performance of her duties as the Interim Director of Administrative Services on August 31, 2026, or at such later date as the parties hereto shall agree in writing.

B. This Agreement shall expire as of the first of the following to occur: (i) the date a permanent Director of Administrative Services employed by CITY commences work for CITY; or (ii) upon EMPLOYEE working her 960th hour for all CalPERS Agencies during fiscal year 2026-2027 or her 960th hour in any subsequent fiscal year; or (iii) upon termination of the Agreement by either EMPLOYEE or CITY as provided below.

C. EMPLOYEE acknowledges that she is an at-will, temporary employee of CITY who shall serve at the pleasure of the City Council at all times during the period of her service hereunder and shall be subject to termination by the City Manager at any time without advance notice and without cause. The terms of CITY's personnel rules, policies, regulations, procedures, ordinances, and resolutions regarding City management personnel (collectively "Personnel Policies"), as they may be amended or supplemented from time to time, shall not apply to EMPLOYEE, and nothing in this Agreement is intended to, or does, confer upon EMPLOYEE any right to any property interest in continued employment, or any due process right to a hearing before or after a decision by the City Manager to terminate EMPLOYEE’s employment. Nothing contained in this Agreement shall in any way prevent, limit or otherwise interfere with the right of CITY to terminate the services of EMPLOYEE and nothing in this Agreement shall prevent, limit or otherwise interfere with the right of EMPLOYEE to resign at any time from this position with CITY.

Payments will be made on regularly scheduled City payroll dates, and shall be subject to all applicable payroll taxes and withholdings. Such compensation shall be the sole compensation for Employee’s services under this Agreement. The City shall not pay for vacation or holidays, nor shall EMPLOYEE be entitled to any other job benefits available to an employee in the regular service of the City, except for Worker’s Compensation Insurance coverage or

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benefits required by state or federal law.

5. NOTICE. Notices required pursuant to this Agreement shall be given by personal service upon the party to be notified or by delivery of same to the custody of the United States Postal Service, or its lawful successor, postage prepared and addressed as follows:

CITY
City of St. Helena
1088 College Avenue
St. Helena, CA 94574

EMPLOYEE
Susan Casey
Address on File in HR

6. HOURS OF WORK. EMPLOYEE shall devote the time necessary to adequately perform her duties as Interim Director of Administrative Services. The parties anticipate that EMPLOYEE will work a sufficient number of hours per week allocated between regular business hours and hours outside of regular business hours including, without limitation, attendance at regular and special City Council meetings, community events and other CITY functions as the City Council may direct. However, in no event shall EMPLOYEE be required to work in excess of 960 hours in fiscal year 2025-2026 and 960 hours per each subsequent fiscal year for CITY, including hours worked for other CalPERS Agencies during such fiscal years. EMPLOYEE will comply with all applicable CalPERS regulations governing employment after retirement, including the recordation and reporting of all hours worked for CITY to CalPERS as may be required. CITY shall assist in any such reporting obligations to CalPERS. Additionally, EMPLOYEE shall keep CITY continually appraised of any hours worked by EMPLOYEE for other CalPERS Agencies during the term of this Agreement.

8. WAIVER. No waiver of any provision of this Agreement shall be deemed or shall constitute a waiver of any other provision whether or not similar, nor shall any such waiver constitute a continuing or subsequent waiver of the same provision. No waiver shall be binding, unless executed in writing by the party making the waiver.

9. CONFLICT OF INTEREST. Employee agrees that during the term of this Agreement, she will not maintain any financial interest or engage in any other contract employment, occupation, work, endeavor or association, whether compensated or not, that would in any way conflict with, or impair Employee’s ability to perform the duties described in this Agreement. Any work performed for the City outside the terms of this Agreement must be approved in advance in writing by the City Manager.

10. STATUTORY REQUIREMENTS. This Agreement shall be deemed to incorporate by reference the provisions of Sections 53243 et seq. of the Government Code, as those provisions may be amended or renumbered.

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portion or provision hereof is held to be unconstitutional, invalid, or unenforceable, the remainder of this Agreement or portion thereof shall be deemed severable and shall be effective and shall remain in full force and effect.

CITY OF ST. HELENA
By: Date:

James McCann, Interim City Manager

EMPLOYEE

By: Date:

Susan Casey

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AGREEMENT FOR

INTERIM DIRECTOR OF ADMINISTRATIVE

RECITALS
This Agreement is made and entered into with respect to the following facts:

A. CITY will have a vacancy at the position of Director of Administrative Services as of August 31, 2026 due to the separation of the incumbent.

B. While the CITY transitions and reorganizesthe Administrative Services Department and undertakes an active recruitment and selection process for the permanent position or positions that will assume the functions and responsibilities currently assigned to the Director of Administrative Services, CITY seeks to engage EMPLOYEE on an interim basis to serve as Director of Administrative Services in accordance with the terms set forth in this AgreementWhile it recruits for a permanent Director of Administrative Services, CITY seeks to engage EMPLOYEE on an interim basis to serve in the position of Interim Director of Administrative Services in accordance with the terms set forth in this Agreement; and C. EMPLOYEE desires to accept employment as Interim Director of Administrative Services in consideration of and subject to the terms, conditions and benefits set forth in this Agreement; and
D. EMPLOYEE represents that she is a retired annuitant of CalPERS within the meaning of Government Code §§ 7522.56 and 21221(h) ("Statutes") and acknowledges that heris compensation is statutorily limited as provided in Government Code § 2122l(h). EMPLOYEE acknowledges that she can work up to 960 hours, collectively, for the CITY, a State agency or other CalPERS contracting agencies (collectively "CalPERS Agencies") during the CITY's 2026-2027 fiscal year. EMPLOYEE represents that she has not received unemployment compensation from any CalPERS Agencies during the 12-month period preceding the effective date of thisAgreement.

EMPLOYEE further represents that heris CalPERS retirement date became effective prior to the 180-day period preceding the effective date of this Agreement; and E. CITY has determined that it is necessary to hire EMPLOYEE, a retired annuitant, because the position of Interim Director of Administrative Services requires special skills, and EMPLOYEE, by virtue of her experience has those special skills.

NOW, THEREFORE, CITY and EMPLOYEE, in consideration of the mutual covenants and agreements herein contained, agree as follows:

1. DESIGNATION APPOINTMENT BY OF INTERIM CITY MANAGERCITY

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h
COUNCIL. In accordance with City Resolution No. _______, EMPLOYEE is appointed Interim Director of Administrative Services of the CITY under the terms of this Agreement.

2. POSITION AND DUTIES. EMPLOYEE has been appointed by the City Council as Interim Director of Administrative Services of the City to perform, on a basis set forth below, the duties and functions pertaining to the Interim Director of Administrative Services position, and to perform other legally permissible duties and such functions as the City Manager shall from time-totime assign. The City Manager shall have the authority to determine the specific duties and functions, which EMPLOYEE shall perform under this Agreement and the means and manner by which EMPLOYEE shall perform those duties and functions. EMPLOYEE agrees to devote all of heris business time, skill attention, and best efforts to the discharge of the duties and functions assigned to her by the City Manager.

3. TERM, TERMINATION AND AT-WILL STATUS.

B. This Agreement shall expire upon as of the first to occur of the following to occur: (i) the date a permanent appointee or appointees to the position or positions established by CITY to assume the functions and responsibilities currently assigned to the Director of Administrative Services commences employment with CITYDirector of Administrative Services employed by CITY commences work for CITY; or (ii) upon EMPLOYEE working her 960th hour for all CalPERS Agencies during fiscal year 2026-2027 or her 960th hour in any subsequent fiscal year; or (iii) upon termination of thise Agreement by either EMPLOYEE or CITY as provided below.

C. EMPLOYEE acknowledges that she is an at-will, temporary employee of CITY who shall serve at the pleasure of the City Council at all times during the period of her service hereunder and shall be subject to termination by the City Council at any time without advance notice and without cause. The terms of CITY's personnel rules, policies, regulations, procedures, ordinances, and resolutions regarding City management personnel (collectively "Personnel Policies"), as they may be amended or supplemented from time to time, shall not apply to EMPLOYEE, and nothing in this Agreement is intended to, or does, confer upon EMPLOYEE any right to any property interest in continued employment, or any due process right to a hearing before or after a decision by the City Manager to terminate EMPLOYEE’s employment. Nothing contained in this Agreement shall in any way prevent, limit or otherwise interfere with the right of CITY to terminate the services of EMPLOYEE and nothing in this Agreement shall prevent, limit or otherwise interfere with the right of EMPLOYEE to resign at any time from this position with CITY.

Commented [IS1]: Upon reflection, as drafted, clause (ii) is ambiguous and could be read as making the agreement
itself expire when the Ms. Casey reaches 960 hours, rather than simply recognizing the statutory annual limit on retiredannuitant service.

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Payments will be made on regularly scheduled City payroll dates, and shall be subject to all applicable payroll taxes and withholdings. Such compensation shall be the sole compensation for Employee’s services under this Agreement. The City shall not pay for vacation or holidays, nor shall EMPLOYEE be entitled to any other job benefits available to an employee in the regular service of the City, except for Worker’s Compensation Insurance coverage or benefits required by state or federal law.

CITY
City of St. Helena
1088 College Avenue
St. Helena, CA 94574

EMPLOYEE
Susan Casey
[Address on File in HR]

6. HOURS OF WORK. EMPLOYEE shall devote the time necessary to adequately perform her duties as Interim Director of Administrative Services on an interim basis. The parties anticipate that EMPLOYEE will work a sufficient number of hours per week allocated between regular business hours and hours outside of regular business hours including, without limitation, attendance at regular and special City Council meetings, community events and other CITY functions as the City Council may direct. The parties anticipate that EMPLOYEE will work the hours reasonably necessary to perform the duties and responsibilities of the Interim Director of Administrative Services, including hours during and, as necessary, outside of the CITY’s regular business hours, to address operational needs, attend meetings, and perform other CITY-related functions consistent with the duties of the position. EMPLOYEE’s work schedule and hours shall be coordinated with the City Manager or designee. However, in no event shall EMPLOYEE be required to work in excess of 960 hours in a fiscal year 2025-2026 and 960 hours per each subsequent fiscal year for CITY, including hours worked for other CalPERS Agencies during such fiscal years. EMPLOYEE will comply with all applicable CalPERS regulations governing employment after retirement, including the recordation and reporting of all hours worked for CITY to CalPERS as may be required. CITY shall assist in any such reporting obligations to CalPERS. Additionally, EMPLOYEE shall keep CITY continually appraised of any hours worked by EMPLOYEE for other CalPERS Agencies during the term of this Agreement.

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the City outside the terms of this Agreement must be approved in advance in writing by the City Manager.

11. ENTIRE AGREEMENT. This Agreement constitutes the entire Agreement of the parties considering the subject matter hereof and all prior agreements or understanding, oral or written, are hereby merged herein. This Agreement shall not be amended in any way except by a writing expressly purporting to be such an amendment, signed, and acknowledged by both of the parties thereto. If any portion or provision hereof is held to be unconstitutional, invalid, or unenforceable, the remainder of this Agreement or portion thereof shall be deemed severable and shall be effective and shall remain in full force and effect.

CITY OF ST. HELENA
By: Date:

James McCann, Interim City Manager

EMPLOYEE

By: Date:

Susan Casey

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-4-

AGREEMENT FOR

INTERIM DIRECTOR OF ADMINISTRATIVE

RECITALS
This Agreement is made and entered into with respect to the following facts:

A. CITY will have a vacancy at the position of Director of Administrative Services as of August 31, 2026 due to the separation of the incumbent.

B. While the CITY transitions and reorganizesthe Administrative Services Department and undertakes an active recruitment and selection process for the permanent position or positions that will assume the functions and responsibilities currently assigned to the Director of Administrative Services, CITY seeks to engage EMPLOYEE on an interim basis to serve as Director of Administrative Services in accordance with the terms set forth in this Agreement; and C. EMPLOYEE desires to accept employment as Interim Director of Administrative Services in consideration of and subject to the terms, conditions and benefits set forth in this Agreement; and
D. EMPLOYEE represents that she is a retired annuitant of CalPERS within the meaning of Government Code §§ 7522.56 and 21221(h) ("Statutes") and acknowledges that her compensation is statutorily limited as provided in Government Code § 2122l(h). EMPLOYEE acknowledges that she can work up to 960 hours, collectively, for the CITY, a State agency or other CalPERS contracting agencies (collectively "CalPERS Agencies") during the CITY's 2026-2027 fiscal year. EMPLOYEE represents that she has not received unemployment compensation from any CalPERS Agencies during the 12-month period preceding the effective date of thisAgreement.

EMPLOYEE further represents that her CalPERS retirement date became effective prior to the 180- day period preceding the effective date of this Agreement; and E. CITY has determined that it is necessary to hire EMPLOYEE, a retired annuitant, because the position of Director of Administrative Services requires special skills, and EMPLOYEE, by virtue of her experience has those special skills.

NOW, THEREFORE, CITY and EMPLOYEE, in consideration of the mutual covenants and agreements herein contained, agree as follows:

1. APPOINTMENT BY CITY COUNCIL. In accordance with City Resolution No. _______, EMPLOYEE is appointed Interim Director of Administrative Services of the CITY under the terms of this Agreement.

2. POSITION AND DUTIES. EMPLOYEE has been appointed by the City Council

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as Interim Director of Administrative Services of the City to perform, on a basis set forth below, the duties and functions pertaining to the Director of Administrative Services position, and to perform other legally permissible duties and such functions as the City Manager shall from time-to-time assign. The City Manager shall have the authority to determine the specific duties and functions, which EMPLOYEE shall perform under this Agreement and the means and manner by which EMPLOYEE shall perform those duties and functions. EMPLOYEE agrees to devote all of her business time, skill attention, and best efforts to the discharge of the duties and functions assigned to her by the City Manager.

3. TERM, TERMINATION AND AT-WILL STATUS.

B. This Agreement shall expire upon the first to occur of the following: (i) the date a permanent appointee or appointees to the position or positions established by CITY to assume the functions and responsibilities currently assigned to the Director of Administrative Services commences employment with CITY; or (ii) termination of this Agreement by either EMPLOYEE or CITY as provided below.

C. EMPLOYEE acknowledges that she is an at-will, temporary employee of CITY who shall serve at the pleasure of the City Council at all times during the period of her service hereunder and shall be subject to termination by the City Council at any time without advance notice and without cause. The terms of CITY's personnel rules, policies, regulations, procedures, ordinances, and resolutions regarding City management personnel (collectively "Personnel Policies"), as they may be amended or supplemented from time to time, shall not apply to EMPLOYEE, and nothing in this Agreement is intended to, or does, confer upon EMPLOYEE any right to any property interest in continued employment, or any due process right to a hearing before or after a decision by the City Manager to terminate EMPLOYEE’s employment. Nothing contained in this Agreement shall in any way prevent, limit or otherwise interfere with the right of CITY to terminate the services of EMPLOYEE and nothing in this Agreement shall prevent, limit or otherwise interfere with the right of EMPLOYEE to resign at any time from this position with CITY.

4. COMPENSATION. CITY agrees to pay to EMPLOYEE for services rendered under this Agreement, the hourly rate of one hundred three dollars and six cents ($103.06). The City has confirmed that this hourly rate is not less than the minimum, nor in excess of the maximum, paid by the City to other employees performing comparable duties as listed on the City’s publicly-available pay schedule (monthly salary divided by 173.333 to equal an hourly rate). Payments will be made on regularly scheduled City payroll dates, and shall be subject to all applicable payroll taxes and withholdings. Such compensation shall be the sole compensation for Employee’s services under this Agreement. The City shall not pay for vacation or holidays, nor shall EMPLOYEE be entitled to any other job benefits available to an employee in the regular service of the City, except for Worker’s Compensation Insurance coverage or benefits required by state or federal law.

5. NOTICE. Notices required pursuant to this Agreement shall be given by

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personal service upon the party to be notified or by delivery of same to the custody of the United States Postal Service, or its lawful successor, postage prepared and addressed as follows:

CITY
City of St. Helena
1088 College Avenue
St. Helena, CA 94574

EMPLOYEE
Susan Casey
[Address on File in HR]

6. HOURS OF WORK. EMPLOYEE shall devote the time necessary to adequately perform her duties as Director of Administrative Services on an interim basis. . The parties anticipate that EMPLOYEE will work the hours reasonably necessary to perform the duties and responsibilities of the Interim Director of Administrative Services, including hours during and, as necessary, outside of the CITY’s regular business hours, to address operational needs, attend meetings, and perform other CITYrelated functions consistent with the duties of the position. EMPLOYEE’s work schedule and hours shall be coordinated with the City Manager or designee. However, in no event shall EMPLOYEE be required to work in excess of 960 hours in a fiscal year, including hours worked for other CalPERS Agencies during such fiscal years. EMPLOYEE will comply with all applicable CalPERS regulations governing employment after retirement, including the recordation and reporting of all hours worked for CITY to CalPERS as may be required. CITY shall assist in any such reporting obligations to CalPERS.

Additionally, EMPLOYEE shall keep CITY continually appraised of any hours worked by EMPLOYEE for other CalPERS Agencies during the term of this Agreement.

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CITY OF ST. HELENA
By: Date:

James McCann, Interim City Manager

EMPLOYEE

By: Date:

Susan Casey

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Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Office of the City Manager
DATE: August 25, 2026
FROM: James McCann, Interim City Manager
SUBJECT: Adoption and Implementation Framework for the Interim Strategic Plan: Building the Groundwork for Long-Term Organizational Transformation

RECOMMENDED
ACTION:

Staff recommends that the City Council provide direction on and/or accept the Interim Strategic Plan and 6-Month Implementation Framework, authorize staff to initiate immediate quick-start operational and organizational adjustments, and direct staff to return to the City Council for future budget amendments, class specification/salary schedule updates, and consulting agreements as required.

PREVIOUS COUNCIL
ACTION:

On January 14, 2025, the City Council directed staff to bring an informational item back to the City Council on enhancing efficiency and improving processes.

On January 28, 2025, the City Council was presented with a staff report listing actions staff had already undertaken to enhance efficiency and improve processes, and recommended the City utilize a consultant to explore additional opportunities for efficiency and business transformation. (Item 13.2 -
https://sthelenaca.portal.civicclerk.com/event/850/files/agenda/873) An RFP was released on March 28, 2025, with responses due by April 25, 2025.

On June 10, 2025, City staff recommended Matrix Consulting Group complete the study for $90,000. City Council asked to re-interview the top two consultants (Matrix Consulting Group and Blackberg Group) before making a decision. (Item13.1 -
https://sthelenaca.portal.civicclerk.com/event/879/files/agenda/902) On July 22, 2025, the City Council approved an agreement with Blackberg Group to conduct the study for $100,000. (Item 10.3 - https://sthelenaca.portal.civicclerk.com/event/884/files/agenda/907) On May 19, 2026, Blackberg Group presented their final report and City Staff let the City Council know they would come back with an implementation framework in August 2026. (Item 6.1 -
https://sthelenaca.portal.civicclerk.com/event/1630/files/agenda/1738)

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STATEMENT OF THE
PURPOSE:

The purpose of this report is to lay out an aggressive 6-month operational roadmap designed to clear administrative friction, standardize workflows, and stabilize fiscal and staffing structures across the organization. Serving as a "Temporary North Star," this interim framework completes critical groundwork and prepares an execution-ready onboarding package for incoming governance and executive leadership following the November 2026 election and the hiring of a new City Manager.

FINANCIAL IMPACT: While a significant portion of the proposed implementation can be offset through salary savings generated by vacant or restructured positions, the full execution of the plan will require targeted investments. Implementing the Efficiency Study’s recommendations is a direct investment in the City's long-term operational health. While salary savings from re-aligned positions will offset a portion of these costs, full implementation will require a more robust financial commitment to specialized consulting, software integrations, and critical supervisory roles.
• Salary Savings & Neutral Adjustments: Restructuring
leadership roles in Administrative Services, Community
Services, and Public Works will generate immediate salary savings to help fund some of the specialized positions. • Budget Adjustments & Offsets: Staff will return to the City Council as needed during midcycle budget adjustments and/or via standalone actions to formalize necessary appropriations. • Consulting & Specialized Technical Services: To meet the aggressive timeline, external consultants will be required to audit Standard Operating Procedure (SOP) gaps, conduct
enterprise technology interoperability assessments, execute the Fraud, Waste, and Abuse audit, and oversee IT strategy and integration review.
• Position & Salary Classification Review: If newly created or modified titles cannot be accommodated within existing job classifications and/or salary schedules, staff will bring updated position descriptions, classifications, and revised salary schedules to the City Council for formal approval.

CEQA DETERMINATION: Not a CEQA Project (CEQA Guidelines §15378) BACKGROUND:

Following the comprehensive Efficiency and Business Transformation Study conducted by the Blackberg Group, the City of St. Helena identified significant diagnostic needs across systems, staffing, and internal controls. Attempting a comprehensive, multi-year strategic overhaul immediately would be premature due to scheduled near-term leadership transitions.

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The City stands at a critical juncture:
• Elections: November 2026 will bring the election of a new Mayor and up to two City Council members.
• Executive Leadership: Active recruitments are underway and starting soon for a permanent City Manager and a Director of Finance/Treasurer. • Operational Friction: Unclear position responsibilities, understaffed operational divisions, missed opportunities, subpar work, and risk exposure lead to employee burnout, delayed project execution, and diminished public service quality.

Rather than delaying progress, this Interim Strategic Plan acts as a foundational quick-start.

Analogous to a residential construction project, this phase focuses on "laying the foundation" (standardizing workflows, evaluating controls, and clarifying job descriptions) so that the incoming permanent leadership can immediately "order supplies and begin construction" on a multi-year strategic plan starting in 2027.

The findings of the Blackberg Group’s Efficiency and Business Transformation Study provided a clear and candid diagnosis of our operational gaps. The City has taken these findings to heart, recognizing that meaningful organizational progress requires facing these challenges directly rather than maintaining the status quo. However, successfully executing these recommendations will require a realistic, well-paced approach. While there may be a desire to move faster or dive immediately into long-term initiatives, the reality of an upcoming leadership transition, including the onboarding of a new Mayor, City Council members, and executive staff, requires a measured interim strategy. This framework strikes the proper balance by stabilizing operations now without overreaching before permanent leadership is seated.

DISCUSSION:

1. Strategic Framing & Execution Realities
o Aggressive Timeline & Short Operational Window: Staff has a very narrow window to execute these initial milestones alongside the current City Council, Interim City Manager, and incoming Interim Director of Finance. Rapid execution is critical to deliver an organized baseline prior to permanent executive staff hires and the November 2026 election.
o Recruitment & Capacity Dependencies: Timeline targets are heavily dependent on the City’s ability to recruit, hire, and fill key technical and operational roles. o Reliance on Consultants: Given current internal bandwidth limits and hiring timelines, third-party subject-matter experts will be utilized for high-priority items such as SOP auditing, software integration roadmaps, and internal control reviews.
o Taking Study Lessons to Heart & Investment Realities: The Efficiency Study made it clear that to build a resilient, high-performing organization, the City must make targeted, robust investments in key operational areas. Achieving long-term efficiency is not simply a matter of doing more with less; it requires strategically

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investing in modern technology systems, core infrastructure, third-party technical expertise, and proper staffing levels.
o Pacing Implementation Amid Leadership Transition: While there is understandable enthusiasm to move into full execution immediately, staff must navigate the practical limitations of an organization in transition. This 6-month interim framework establishes necessary operational foundations without prematurely locking incoming executive leadership or the future City Council into long-term policy choices.

2. Six Revised Core Goals
o The 6-Month Framework organizes operational priorities across six core goals:

1. Organization Needs (Systems, SOPs, & Tech Interoperability): Transition from institutional memory to documented, digital workflows. Perform an organization-wide SOP inventory (Months 1–2), conduct a software interoperability audit (Months 2–4), deploy a cloud SOP/policy repository (Month 4), and map the Top 25 business processes (Months 3–6).

2. Organizational Structure, Strategic Hiring, & Organizational Health:

Realign key departments, launch priority recruitments, conduct "meet and confer" sessions with labor bargaining units as needed, and launch employee cross-training.

3. Fiscal Health, Governance, & Fraud/Waste/Abuse Prevention: Issue request and receive proposals for an independent fraud, waste, and abuse assessment (Month 1), audit core purchasing/AP workflows, and bring midcycle budget updates to City Council (Months 5–6).

4. Capital Improvement Program (CIP) & Infrastructure Excellence:

Implement and document aggressive water main flushing protocols, launch a discolored water bill credit program, build a public/internal CIP tracking dashboard, and transition Public Works to preventive work-order schedule.

5. Land Use, Housing Strategy, & Economic Development: Map permit turnaround times, hold City Council consensus workshops on housing, the Downtown Specific Plan (DSP), water neutrality, and Urban Limit Line (ULL) / Sphere of Influence (SOI) options.

6. Standards, Resident Focus, & Communications: Publish City customer service standards, launch an employee field-empowerment initiative to resolve issues directly onsite, deploy a public Key Performance Indicator (KPI) dashboard, and host a community meeting series.

3. Departmental Realignment Highlights
o To establish role clarity and address capacity deficits, the plan proposes specific departmental restructuring:
▪ Department of Finance & Department of HR/IT: Split Administrative Services into a dedicated Department of Finance (requiring a Director of Finance with CPA credentials) and a Department of Human Resources/Information Technology.
▪ Department of Community Services: Split Library and Parks and Recreation into dedicated individual departments.
▪ Department of Parks & Recreation: Move the current "Parks and Trees"

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Division out of Public Works and integrate it under Parks & Recreation as a pilot program to streamline maintenance requests, accelerate feedback loops, and improve park upkeep.
▪ Public Works & Office of CIP: Remove the Assistant Director position and establish a dedicated Office of Capital Improvement Projects (CIP) led by a CIP Manager to focus exclusively on project execution. Remove the Deputy City Manager/Operations and replace with an Operations Manager. Professional Engineer (PE) licensure is recommended for the CIP Manager and highly desirable for the Operations Manager. ▪ Community Development: Consolidate standalone permit technician functions in Building and Planning into a shared Permit Technician position to improve applicant processing times.
▪ Office of the City Manager: Create a Management Analyst position to build capacity across all departments, support CIP/Public Works initiatives, evaluate shared services, assist with Regional Climate Action and Adaptation Plan (RCAAP) implementation, and serve as a regional liaison.

4. Post-Election Transition & Onboarding Package
o In 1Q2027, the interim phase culminates in the delivery of an Executive Onboarding Package for the seated Mayor, City Council, and incoming City Manager. This package will include the completed digital SOP library, software interoperability roadmap, completed fraud audit baseline, stabilized and realigned staffing structures, and land use/infrastructure feasibility analyses, enabling immediate launch of the permanent 2027–2030 Strategic Plan.

ENVIRONMENTAL REVIEW:

None.

GOAL:

Goal 1: Strengthen Financial Sustainability
Goal 2: Improve Infrastructure & Further Environmental Sustainability Goal 3: Pursue Water Security & Sustainable Management of Water Resources Goal 4: Provide Effective Community Information & Opportunities for Engagement Goal 5: Enhance Quality of Life
Goal 6: Improve Employee Recruitment, Retention, & Morale Goal 7: Enhance Organizational Effectiveness
Goal 8: Implement Capital Improvement Plans (CIP) Projects Miscellaneous/Other ATTACHMENTS:

1. Presentation - Interim Strategic Plan

2. Interim Strategic Plan and Framework

3. Public Comment - Elaine de Man

4. Public Comment - Kelly Wheaton

5. Public Comment - Daniel Hale

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Interim
Strategic
Plan:

Building the
Groundwork for
Long-Term
Transformation
and 6-Month
Implementation
Framework
Jim McCann
Interim City Manager
4/29/20XX

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Strategic Context and
Framework.

Establishing operational
stability, modernization, and
customer-centric focus as a
“Temporary North Star” ahead
of 2026 leadership transitions

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Three-Phase
Roadmap
Foundational Interim Plan
Months 1 – 6: Inventory SOPs, conduct fraud/waste audit, initiate strategic hiring, selective reorganization, assess and align technology, and execute water quality priority initiatives.

Government Transition
Nov 2026 – 1Q2027: Support municipal election, onboard new Mayor, Council, City Manager, Finance Director/Treasurer, HR Officer, and other key staff.

Long-Term Strategic Plan
1Q2027 Onward: Launch full multi-year Strategic Plan, execute capital projects, and maintain continuous KSA/KPI-driven operational improvements.

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6 Goals
4 1. Systems and Procedures

2.Organizational Structure

3.Fiscal Health and Governance

4.CIP and Infrastructure

5.Land Use and Housing

6.Standards and Services

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Goal 1: Systems and Procedures
5 Transition from institutional memory reliance to
standardized digital workflows. Operating without
centralized SOPs creates single-point-of-failure risks and service friction.

Expected Outcome: A secure, searchable cloud SOP
repository and cross-platform automated data syncing
across finance, permitting, and public works systems.

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Goal 2: Organizational Structure
6 Capacity and Workplace Health
Address long-standing capacity deficits through strategic recruiting, job classification updates, and organizational realignment to optimize municipal service delivery.

Establishing clear reporting hierarchies and filling pivotal roles ensures project execution velocity, reduces burnout, and improves public responsiveness.

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Goal 2: Organizational Structure
7 Administrative Services Finance
Human Resources/IT
Community Services Parks and Recreation
Library
Parks and Recreation Takes on Public Works’
“Parks and Trees” Division
Public Works CIP
Operations
Office of the City Manager Adds Management Analyst

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Goal 3: Fiscal Health and Governance
8 Fraud, Waste, and Abuse Prevention
Conduct a comprehensive external evaluation of
financial workflows, internal controls, systems, and
protocols to eliminate single-point risk and protect public funds and facilitate internal financial services.

Action Items: Retain audit consultant, update
AP/Purchase Order/Payroll procedures, present fiscal
and quarterly financial/budget performance reports to
Council, and present midcycle budget adjustments.

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Goal 4: CIP and Infrastructure
9 Water Quality Priority:

Top Priority: Eliminate frequent discolored water incidents.

Evaluate options for system flushing, main cleaning, proactive communications, and billing credit framework.

CIP Focused Division and Dashboard:

Establish a CIP focused division with a CIP Manager. Create public and internal tracking dashboard for major capital project progress.

Preventive Maintenance:

Transition Public Works to computerized work-order tracking software.

Council Reporting:

Deliver water clarity metrics and infrastructure project status.

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Goal 5: Land Use and Housing
10 Permitting Speed:

Map entitlement and building permit workflows to eliminate bottlenecks and reduce turnaround times.

Council Policy Workshops:

Hold consensus study sessions on affordable housing and land use strategies, Downtown Specific Plan, and water neutrality policies.

Urban Limit Line (ULL) and Sphere of Influence (SOI) Feasibility:

Analyze legal, environmental, and procedural options for potential ULL and SOI adjustments.

Streamlined Portals:

Launch standardized checklists, online submission tracking, and clear review timelines for applicants.

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Goal 6: Standards and Service
11 24-Hour Standards:

Establish clear response time protocols,
engagement expectations, and empower frontline
staff for rapid field problem-solving.

Public KPI Dashboard:

Launch an online quarterly performance dashboard
tracking city service metrics and response times.

Resident Engagement:

Standardize public notice formats, monthly
manager updates, and town hall community outlets.

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6-Month Roadmap and Timeline
12 Months 1 and 2:

SOP Inventory, Fraud Audit Scope, Begin Reorganization
Strategy & Recruitment, Water Flushing & Customer Response Standards.

Months 3 and 4:

Tech Interoperability Assessment, Top 25 Process Mapping, Land Use Workshops, & Onboarding of Strategic Hires.

Month 5 and 6:

Fiscal Health Audit Report, Midcycle Budget Adjustments, Permitting Portals & CIP Dashboard.

November 2026 to 1Q2027:

Municipal Election, Executive Onboarding Package & Launch Permanent Strategic Plan.

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Questions and Discussion

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1 | Page
CITY OF ST. HELENA
INTERIM STRATEGIC PLAN AND 6-MONTH

IMPLEMENTATION FRAMEWORK
Building the Groundwork for Long-Term
Transformation
Contents
EXECUTIVE SUMMARY AND STRATEGIC CONTEXT ..........................................................4 FOUNDATIONAL INTERIM PHASE ............................................................................4 GOVERNANCE TRANSITION POINT .........................................................................4 PERMANENT STRATEGIC PLAN EXECUTION.............................................................5 The “Temporary North Star” Metaphor.........................................................................5 SECTION 1: CORE GOALS AND INTERIM STRATEGIC FRAMEWORK...................................5 GOAL 1: ORGANIZATION NEEDS (SYSTEMS, PROCEDURES, SOPs, AND INTEGRATIONS)5 Strategic Objective.................................................................................................5 Basis for Our Approach...........................................................................................6 Expected Outcome ................................................................................................6 Action Items and Timelines.....................................................................................6 GOAL 2: ORGANIZATIONAL STRUCTURE, STRATEGIC HIRING AND ORGANIZATIONAL HEALTH ....................................................................................................................7 Strategic Objective.................................................................................................7 Basis for Our Approach...........................................................................................7 Expected Outcome ................................................................................................7 Action Items and Timelines.....................................................................................7 GOAL 3: FISCAL HEALTH, GOVERNANCE AND FRAUD/WASTE/ABUSE PREVENTION......8 Strategic Objective.................................................................................................8 Basis for Our Approach...........................................................................................8 Expected Outcome ................................................................................................8 Action Items and Timelines.....................................................................................8

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GOAL 4: CAPITAL IMPROVEMENT PROGRAM (CIP) AND INFRASTRUCTURE EXCELLENCE ................................................................................................................................9 Strategic Objective.................................................................................................9 Basis for Our Approach...........................................................................................9 Expected Outcome ................................................................................................9 Action Items and Timelines.....................................................................................9 GOAL 5: LAND USE, HOUSING STRATEGY AND ECONOMIC DEVELOPMENT................10 Strategic Objective...............................................................................................10 Basis for Our Approach.........................................................................................10 Expected Outcome ..............................................................................................11 Action Items and Timelines...................................................................................11 GOAL 6: STANDARDS, RESIDENT FOCUS AND COMMUNICATIONS ............................11 Strategic Objective...............................................................................................11 Basis for Our Approach.........................................................................................11 Expected Outcome ..............................................................................................12 Action Items and Timelines...................................................................................12 SECTION 2: IMPLEMENTATION ROADMAP AND GOVERNANCE SCHEDULE ....................12 Executive Summary and Strategic Architecture..........................................................12 FOUNDATIONAL IMPLEMENTATION PHASE (Months 1 – 6) ......................................13 GOVERNANCE TRANSITION POINT (Nov 2026 – 1Q2027)........................................13 PERMANENT STRATEGIC PLAN EXECUTION (1Q2027 Onward)................................13 Schedule and Deliverables Matrix .............................................................................13 Executive Onboarding Package Structure (1Q2027 Hand-Off Deliverable)....................17 ATTACHMENT 1: Department Realignment....................................................................18 Administrative Services/Finance...............................................................................18 • Current.........................................................................................................18 • New .............................................................................................................18 • Staffing Recommended .................................................................................18 • Notes ...........................................................................................................18

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Community Services (Library and Parks and Recreation) ............................................18 • Current.........................................................................................................18 • New .............................................................................................................19 • Staffing Recommended .................................................................................19 • Notes ...........................................................................................................19 Public Works ...........................................................................................................19 • Current.........................................................................................................19 • New .............................................................................................................20 • Staffing Recommended .................................................................................20 • Notes ...........................................................................................................20 Community Development ........................................................................................21 • Current.........................................................................................................21 • Staffing Recommended .................................................................................21 • Notes ...........................................................................................................21 Office of the City Manager........................................................................................21 • Current.........................................................................................................21 • Staffing Recommended .................................................................................21 • Notes ...........................................................................................................22

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EXECUTIVE SUMMARY AND STRATEGIC CONTEXT
The City of St. Helena is standing at a critical operational and governance threshold.

Following the completion of the comprehensive Efficiency and Business Transformation Study by the Blackberg Group, the City recognizes the necessity of translating diagnostic recommendations into actionable organizational progress.

Strategic Intent and Objective The primary strategy of this report is to establish efficiency, customer-centric focus, and modernization across all City operations. While a strategy defines our destination: setting the target for modernized systems, streamlined service delivery, and fiscal transparency; the rest of this document is designed to serve as the tactical plan detailing how the City will achieve those objectives and reach the destination.

Attempting a full-scale, multi-year strategic overhaul immediately would be premature, as the City is preparing for significant leadership transitions. These include the election of a new Mayor and up to two City Council Members in November 2026, alongside the recruitment and onboarding of a permanent City Manager and Director of Finance/Treasurer. This Interim Strategic Plan and Implementation Framework bridges that gap, laying the immediate groundwork, removing operational friction, and establishing standardized processes so that incoming leadership inherits a modernized, efficient, and stable organization ready for long-term execution. Once these near-term transitions are complete and the foundational framework is established, the City can begin constructing its comprehensive multi-year strategic plan.

FOUNDATIONAL INTERIM PHASE
(Current Preparation – 6-Month Quick Start
• SOP Inventory and Technology Platform Assessment
• Fraud, Waste, and Abuse Evaluation and Protocol Setup • Create Implementation Steering Committee
• Strategic Hiring, Position Clarity, and Organizational Adjustments • Essential Budget, CIP, Land Use, and Communications Standards ▼▼

GOVERNANCE TRANSITION POINT
(November 2026 – 1Q2027)
• November 2026 Municipal Election
• Onboarding of New City Manager
• Onboarding of New Director of Finance/Treasurer
• Onboarding of New Human Resources and Information Officer • Onboarding and transition of additional positions across departments ▼▼

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PERMANENT STRATEGIC PLAN EXECUTION
(1Q2027 – Launch and Multi-Year Plan)
• “Order Supplies and Begin Construction”
• Comprehensive Multi-Year Capital and Policy Roadmap
• “Ongoing Interior Improvements and System Maintenance” The “Temporary North Star” Metaphor
This Interim Strategic Plan functions as a temporary “North Star” while the City actively selects its long-term compass. It is designed to accomplish the groundwork, clear operational friction, establish foundational Standard Operating Procedures (SOPs), align technology platforms, and stabilize fiscal and staffing structures.

Analogous to a residential construction project, this interim phase represents:

1. Laying the Foundation: Performing assessments, standardizing workflows, conducting fraud, waste, and abuse reviews, adjusting organizational structure, and clarifying position responsibilities so the foundation is level, sound, and secure.

2. Ordering Supplies and Starting Construction (1Q2027 Onward): Once the new City Manager, Director of Finance/Treasurer, Mayor, and Council are seated, the governance team takes the tools and materials established in this framework to construct the comprehensive multi-year Strategic Plan.

3. Interior Improvements and Ongoing Maintenance: Refining long-term community programs, fine-tuning service levels, and maintaining operational health through continuous Key Performance Indicator (KPI) tracking and SOP iterations.

SECTION 1: CORE GOALS AND INTERIM STRATEGIC

FRAMEWORK
The interim framework restructures organizational priorities across six revised core goals.

Each goal addresses root-cause operational needs identified in the Blackberg Group study while setting up measurable deliverables for the incoming executive team.

GOAL 1: ORGANIZATION NEEDS (SYSTEMS, PROCEDURES, SOPs,

AND INTEGRATIONS)
Strategic Objective
Transition the City from an organization reliant on institutional memory and fragmented software to an operational model driven by documented, standardized, and integrated business processes.

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Basis for Our Approach
Operating without written SOPs, with incomplete and/or out-of-date SOPs, and SOPs that are not in a centralized and searchable location creates systemic vulnerability, singlepoint-of-failure dependencies on individual staff, inconsistent service delivery, and heightened risk. Documenting workflows and ensuring City software systems communicate directly with one another eliminates duplicate data entry, reduces processing lag, and ensures operational continuity during staff turnover.

Expected Outcome
A centralized, searchable digital SOP repository housing clear workflows for all core departmental operations, supported by software systems that automatically sync data across financial, permitting, and public works platforms.

Action Items and Timelines
• Action 1.1: Complete Organization-Wide SOP Inventory
o Details: Catalog all existing formal and informal Standard Operating Procedures across every department.
o Timeline: Months 1–2
• Action 1.2: Engage Outside Consulting to Review and Identify SOP Gaps o Details: Retain specialized external consulting support to audit inventoried SOPs, pinpoint high-risk process gaps, create/update SOPs for best practices, and draft standardized templates for updated procedure authoring.
o Timeline: Months 2–3
• Action 1.3: Technology Platform Interoperability Assessment o Details: With a consultant, perform a technical audit of existing enterprise software (e.g., financial management, permitting, work-order systems, GIS) to identify bottlenecks and integration opportunities to build a roadmap for cross-platform communication.
o Timeline: Months 2–4
• Action 1.4: Establish Centralized Digital SOP and Policy Library o Details: Deploy a secure, searchable cloud repository housing all standardized administrative policies, SOPs, and departmental workflows. o Timeline: Month 4
• Action 1.5: Draft Core SOP Updates and Process Mapping o Details: Document and map the Top 25 critical business processes across administration, finance, public works, and community development. o Timeline: Months 3–6

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GOAL 2: ORGANIZATIONAL STRUCTURE, STRATEGIC HIRING AND

ORGANIZATIONAL HEALTH
Strategic Objective
Clarify job classifications, address long-standing capacity deficits across key departments through strategic recruiting, organizational/departmental restructuring, strengthening workplace governance, and fostering a culture of employee retention and wellness.

Basis for Our Approach
Unclear position responsibilities, understaffed operational divisions, missed opportunities, subpar work, and risk exposure lead to employee burnout, delayed project execution, and diminished public service quality. Establishing role clarity and filling pivotal technical and operational vacancies, while making strategic restructuring choices enables the City to execute infrastructure and planning initiatives more efficiently and effectively while respecting labor obligations. This strategy is illustrated by proposed organizational changes within the Departments of Community Services and Public Works. Reorganizing the “Parks and Trees”Division under the Department of Parks and Recreation as a pilot project could help to optimize maintenance workflows, accelerate feedback loops, shorten response times, and improve overall parks and trees care.

Expected Outcome
Revise organization and departmental structures, update position descriptions (where needed), create clear organizational structures in high-demand departments. Complete recruitments for priority operational roles and have meet-and-confer discussions with bargaining groups where needed.

Action Items and Timelines
• Action 2.1: Establish Position Clarity and Classifications o Details: Review and update job descriptions, reporting hierarchies, departmental structures, and operational scope for critical functional roles. (see ATTACHMENT 1 – Department Realignment)
o Timeline: Months 1–3 (Ongoing as needed)
• Action 2.2: Execute Strategic Hiring Plan
o Details: Launch targeted recruitment campaigns for high-priority technical and supervisory vacancies. (see ATTACHMENT 1)
o Timeline: Months 1–3
• Action 2.3: Labor Relations Engagement and Meet and Confer o Details: Initiate formal, transparent dialogue and required “meet and confer” sessions with recognized employee bargaining groups regarding proposed staffing restructuring, operational realignment, and workload distributions. o Timeline: Months 1–5 (Ongoing as needed)

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• Action 2.4: Implement Cross-Training and Continue Leadership Development Programs
o Details: Roll out structured cross-training matrices for operational staff to eliminate single-point-of-failure vulnerabilities and continue to coordinate with other Napa County jurisdictions for supervisory development workshops.
o Timeline: Months 3–6
• Action 2.5: Conduct Workplace Health and Organizational Culture Assessment o Details: Deploy anonymous employee engagement evaluations to baseline workplace satisfaction, team trust, and burnout factors to inform incoming executive management.
o Timeline: Months 4–5
GOAL 3: FISCAL HEALTH, GOVERNANCE AND

FRAUD/WASTE/ABUSE PREVENTION
Strategic Objective
Reinforce internal financial controls, conduct proactive risk assessments, optimize resource utilization, and align budget expectations and execution with baseline operational requirements.

Basis for Our Approach
Sound financial stewardship requires robust preventive controls, systematic audits, and transparent reporting. Initiating independent fraud, waste, and abuse assessment establishes clean fiscal practices and provides the incoming City Manager and Director of Finance with an audited, highly reliable framework.

Expected Outcome
Enhanced internal control protocols, completed preliminary fraud, waste, and abuse reviews, streamlined financial processing workflows, and stabilized baseline budget reporting.

Action Items and Timelines
• Action 3.1: Draft Scope for Independent Fraud, Waste, and Abuse Assessment o Details: Draft scope and retain expert external Fraud, Waste, and Abuse assessment to evaluate internal controls and risk points. o Timeline: Month 1
• Action 3.2: Retain Consultant and Initiate Internal Control Investigation/Review o Details: Execute contract with selected audit consultant to review procurement, cash handling, contract management, and payroll procedures. o Timeline: Months 2–4
• Action 3.3: Streamline Core Financial Processing Workflows

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o Details: Audit accounts payable, purchase order processing, and payroll workflows to eliminate redundant supervisory signoffs while maintaining strict fiscal compliance.
o Timeline: Months 3–5
• Action 3.4: Finalize Fiscal Health Report and Prevention Protocol Implementation
o Details: Present consultant findings on internal controls and policy recommendations to City Council; implement immediate administrative adjustments.
o Timeline: Months 5–6
• Action 3.5: Midcycle Budget Adjustments
o Details: Include recommendations of Finance Committee as determined to be appropriate by the City Council and additional requirements to implement current interim plan to implement the Efficiency and Business Transformation study.
o Timeline: Months 5–6
GOAL 4: CAPITAL IMPROVEMENT PROGRAM (CIP) AND

INFRASTRUCTURE EXCELLENCE
Strategic Objective
Accelerate execution of approved CIP projects, improve public utility performance, systematically address water quality operational challenges (e.g., eliminating discolored water incidents), and enhance maintenance tracking.

Basis for Our Approach
Infrastructure integrity directly governs resident satisfaction and community trust. Water system discolored events and deferred maintenance indicate a need for standardized operational protocols, systematic record keeping, strengthened situational awareness, aggressive problem solving, preventive flushing regimens, and transparent CIP execution metrics.

Expected Outcome
Measurable reduction in water quality complaints, enhanced situational awareness, proactive communication, discolored water root cause(s) identification and solution regime, established utility flushing and pipe cleaning schedules for the City water supply, updated CIP tracking dashboards, accelerated capital project timelines, and a water bill credit program.

Action Items and Timelines
• Action 4.1: Water Quality Operational Protocol Optimization

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o Details: Complete a comprehensive assessment of root causes behind discolored water and implement an actionable resolution plan to reduce and eliminate discolored water instances over time. Maintain systematic progress through aggressive water main flushing, pipe cleaning, water treatment plant optimization, and continuous distribution monitoring.

Additionally, establish proactive customer notification templates for potential discolored water events and launch a dedicated water bill credit program for affected residents.
o Timeline: Months 1–3 (Immediate priority)
• Action 4.2: Infrastructure Project Performance and Tracking Dashboard o Details: Establish a public-facing and internal tracking matrix monitor ongoing CIP projects against budget, timeline, and milestones. o Timeline: Months 2–4
• Action 4.3: Public Works Preventive Maintenance Schedule Formalization o Details: Shift public works utility operations from reactive repairs to a structured preventive maintenance schedule utilizing computerized work order tracking.
o Timeline: Months 3–5
• Action 4.4: Utility and Infrastructure Progress Report to Council o Details: Deliver a comprehensive status report detailing water system reliability, water clarity metrics, and major capital infrastructure status updates and completion rates.
o Timeline: Month 6
GOAL 5: LAND USE, HOUSING STRATEGY AND ECONOMIC

DEVELOPMENT
Strategic Objective
Formulate a clear Council-driven land use direction, build consensus on urban growth boundaries, optimize permit processing times, revise water neutrality policy, complete the Downtown Specific Plan (DSP), and incentivize balanced economic development.

Basis for Our Approach
Unpredictable permitting and ambiguous Council directed policies regarding affordable housing, housing growth, and economic development stifle private investment and impede state housing mandate compliance. Completing the Downtown Specific Plan and establishing predictable application processing rules and studying Sphere of Influence (SOI) and Urban Limit Line (ULL) expansion options establishes a transparent framework for future planning decisions.

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Expected Outcome
Streamlined permit processing protocols, a clear policy Roadmap for evaluating the Sphere of Influence and Urban Limit Line, housing and economic development strategy consensus, and enhanced applicant-facing direction, expectations, and workflows.

Action Items and Timelines
• Action 5.1: Permitting Process Mapping and Speed Improvement Study o Details: Conduct end-to-end mapping of entitlement and building permit workflows to eliminate bottlenecks.
o Timeline: Months 1–3
• Action 5.2: Council Land Use and Housing Strategy Consensus Workshops o Details: Facilitate targeted policy study sessions with the City Council to define explicit directives regarding affordable housing targets, mixed-use growth, economic development expectations through the Downtown Specific Plan, water neutrality policy, and interest in Sphere of Influence and Urban Limit Line adjustments.
o Timeline: Months 2–4
• Action 5.3: Urban Limit Line Policy and Expansion Feasibility Study o Details: Research, outline, and analyze legal, environmental, and procedural requirements for potential future adjustments to the Urban Limit Line to unlock suitable housing sites, commercial development, and relieve stress on the presently identified opportunity sites.
o Timeline: Months 3–6
• Action 5.4: Launch Streamlined Application Processes
o Details: Deploy standardized application checklists, clear submittal guidelines, and online tracking to provide homeowners, developers, and business owners with transparent processing horizons.
o Timeline: Month 5–6
GOAL 6: STANDARDS, RESIDENT FOCUS AND COMMUNICATIONS
Strategic Objective
Elevate City customer service, institute clear service delivery standards, increase use of targeted digital communication channels, and rebuild community confidence through proactive transparency.

Basis for Our Approach
Residents experience City governance through day-to-day interactions and public information clarity. Setting measurable response benchmarks and improving targeted communications transforms community perception and ensures constructive civic discourse.

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Expected Outcome
Published service standards, increased targeted communications, structured complaintresponse tracking, enhanced two-way engagement, and routine progress communications.

Action Items and Timelines
• Action 6.1: Define and Publish City Customer Service Standards o Details: Establish organization-wide standards governing inquiry response times (e.g., 24-hour response to phone calls and emails), public notice protocols, and professional etiquette to ensure timely, helpful, and constructive communication. Simultaneously launch a problem-solving initiative that empowers field staff with the autonomy to resolve resident concerns on-site without administrative delays.
o Timeline: Months 1–2
• Action 6.2: Targeted Communication and Information Delivery Updates o Details: Update public digital portals to ensure easy access to key information. Utilize tools for targeted communications on specific topics to community that has opted-in to receive communications.
o Timeline: Months 1–4
• Action 6.3: Deploy Quarterly Progress and KPI Dashboard o Details: Launch a simplified visual dashboard on the City website communicating key performance metrics and progress on infrastructure projects.
o Timeline: Months 3–4
• Action 6.4: Standardize Public Meeting and Community Engagement Outlets o Details: Establish consistent formatting for Council updates, monthly administrative briefs, and proactive social media communications regarding City operations. Create a community meeting series to engage in topics of interest and to create a forum for regular two-way communication. o Timeline: Months 4–6
SECTION 2: IMPLEMENTATION ROADMAP AND

GOVERNANCE SCHEDULE
Executive Summary and Strategic Architecture
This framework acts as the City’s temporary “North Star,” clearing operational friction, mapping processes, and stabilizing fiscal controls so incoming executive leadership and newly elected officials inherit a fully modernized organization.

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FOUNDATIONAL IMPLEMENTATION PHASE (Months 1 – 6)
• Complete SOP Inventory and Central Cloud Library (Goal 1) • Department Restructuring and Strategic Recruitment (Goal 2) • Fraud, Waste, and Abuse Audit and Financial Controls (Goal 3) • CIP Dashboard and Water Discolored Resolution (Goal 4) • Permit Workflow Mapping and Housing/Land Use (Goal 5) • Customer Service Standards and Public Dashboard (Goal 6) ▼▼
GOVERNANCE TRANSITION POINT (Nov 2026 – 1Q2027)
• Municipal Elections (Mayor and Council Seats)
• Onboarding Permanent City Manager and Finance Director • Hand-off of 5-Part Executive Onboarding Package
▼▼
PERMANENT STRATEGIC PLAN EXECUTION (1Q2027 Onward)
• Step 1: Council Visioning and Strategic Priority Workshop • Step 2: Match Operational Foundations to New Vision
• Step 3: Draft and Adopt Multi-Year Permanent Strategic Plan • Step 4: Execute Capital/Policy Roadmaps and Track KPIs Schedule and Deliverables Matrix
Phase and Timeline
Integrated
Operational and
Governance Tasks
Strategic Goal
Alignment
Primary
Deliverables and
Council Action
Items
Months 1 and 2
(Quick-Start and
Baseline)
SOP Inventory: Call
out all
formal/informal
operational
guidelines across
departments.

Restructuring and
Hiring: Review job
descriptions;
launch priority
recruiting; begin
bargaining group
“meet and confer”
sessions; start
Departmental
Goal 1: SOPs and
Integrations
Goal 2: Workforce
Health
Goal 3: Fiscal
Stewardship
Goal 4: CIP
Excellence
Goal 5: Land Use
and Permitting
Adoption of Interim
Implementation
Strategy.

Steering Committee
operationalization
confirmed.

Organization-wide
SOP inventory
complete.

Presentation of
Customer Service
Standards.

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Realignments (e.g.,
Parks/Trees pilot
under Parks and
Rec, CIP Manager
division).

Fiscal Risk Scope:

Draft scope and
retain consultant for
Fraud, Waste, and
Abuse assessment.

Water Quality
Action: Execute
optimized flushing,
pipe cleaning, and
monitoring to
address discolored
water; develop
proactive
notifications and
water bill credit
program.

Permitting and
Service: Launch
permit turnaround
study; draft
customer service
response standards
(24-hr benchmarks)
and empower staff
field problemsolving.

Goal 6: Resident
Focus
Fraud, Waste, and
Abuse audit
contract executed.

Month 3
(Process Mapping
and Consensus)
Workflow Mapping:

Document/map Top
25 critical business
processes.

Tech and Fiscal
Review: Initiate
enterprise software
interoperability
assessment; audit
Goal 1: Business
Mapping
Goal 2: Culture
Assessment
Goal 3: Workflow
Optimization
Q1 Implementation
Progress Report to
Council.

Presentation of Top
25 mapped core
business processes.

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AP/payroll
workflows to
eliminate redundant
handoffs.

Policy Workshops:

Hold Council
consensus sessions
on Housing targets,
Downtown Specific
Plan, Sphere of
Influence (SOI), and
Urban Limit Line
(ULL).

Culture and Public
Metrics: Conduct
anonymous
employee
engagement/health
survey; launch
public KPI
dashboard.

Preventive
Maintenance:

Transition Public
Works tasks to
computerized
maintenance
tracking.

Goal 4: Utility
Tracking
Goal 5: Strategic
Consensus
Goal 6: Public
Metrics
Live demonstration
of public KPI
dashboard.

Summary of
Housing, Land Use,
SOI, and ULL study
sessions.

Month 4
(Integration and
Consolidation)
Cloud Repository:

Deploy centralized,
searchable digital
SOP and policy
library.

Workforce Growth:

Launch supervisory
development
modules and crosstraining matrices.

Goal 1: Knowledge
Centralization
Goal 2: Workforce
Capability
Goal 3: Preliminary
Audit
Goal 4: System
Transparency
Delivery of
Technology
Interoperability
Assessment Report.

Council review and
recommendations
on Water Bill Credit
Program options.

Operational launch
of centralized cloud
SOP repository.

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Audit Progress:

Receive preliminary
Fraud, Waste, and
Abuse audit
findings.

Public
Engagement:

Integrate water
quality metrics into
public dashboard;
establish
community meeting
series plan.

ULL Analysis:

Initiate formal
planning evaluation
for SOI/ULL
expansion.

Goal 5: Growth
Options
Goal 6: Civic
Engagement
Month 5
(Optimization and
Refinement)
Audit Finalization:

Finalize Fraud,
Waste, and Abuse
report; implement
internal control
updates and
midcycle budget
adjustments.

Permit Portal:

Launch streamlined
housing/building
application portal
and checklists.

Maintenance
Schedule: Finalize
utility preventive
maintenance
schedules.

Staff Training:

Conduct staff
training on
Goal 1: Software
Roadmap
Goal 3: Audit
Governance
Goal 4:

Infrastructure
Baseline
Goal 5: Permitting
Speed
Goal 6: Quality
Service
Mid-Term Fiscal
Health and Audit
Report presentation
to Council.

Strategic Staffing
and Labor Relations
(Meet and Confer)
progress briefing.

Infrastructure
Performance and
Water Quality
(discolored water
resolution) briefing.

SOI and ULL
Expansion
Feasibility Analysis
briefing.

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customer
communication
standards.

Month 6
(Transition and
Onboarding)
Executive Package
Assembly:

Consolidate digital
SOPs, tech plans,
staffing blueprints,
and land use data.

Final Reports:

Submit final utility
water quality
performance report
and ULL expansion
feasibility study.

Executive
Onboarding: Deliver
onboarding briefings
with completed
documents to new
City Manager and
Director of
Finance/Treasurer.

Goal 1: Knowledge
Handoff
Goal 2: Transition
Readiness
Goal 3: Audited
Controls
Goal 4: Utility Proof
Goal 5: Feasibility
Handoff
Goal 6: Transition
Reporting
Final 6-Month
Implementation
Evaluation and
formal SOP library
sign-off.

Formal delivery of
Executive
Onboarding
Package.

Convening of
Council Visioning
Workshop to initiate
post-election 2027–
2030 Strategic Plan.

Executive Onboarding Package Structure (1Q2027 Hand-Off Deliverable)
Upon completion in 1Q2027, the permanent executive leadership (City Manager and Finance Director) will receive a pre-packaged operational foundation designed for immediate strategic deployment:
• SOP and Business Process Library: Centralized digital database containing the Top 25 mapped business workflows.
• Technology Interoperability Master Plan: Comprehensive evaluation of enterprise systems (GIS, work-orders, financial software) detailing integration pathways. • Fiscal Governance Audit and Internal Controls: Complete Fraud, Waste, and Abuse audit findings alongside modernized payroll/AP workflow procedures. • Staffing and Classification Blueprint: Updated position descriptions, bargaining group statuses, and operational organization charts across all departments. • Land Use and Infrastructure Baseline Data: Historic water clarity metrics, CIP project tracking dashboards, permitting speed metrics, and the ULL/SOI expansion feasibility analysis.

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ATTACHMENT 1: Department Realignment
Administrative Services/Finance
• Current
o Department of Administrative Services
 Director of Administrative Services oversees:
• Finance
• Human Resources
• Risk Management
• Utility Billing
• New
o Department of Finance
 Finance
 Utility Billing
o Department of Human Resources/Information Technology
 Human Resources
 Information Technology
 Risk Management
• Staffing Recommended
o Department of Finance
 Director of Finance (CPA) – NEW/MODIFIED POSITION
 Finance Manager (1)
 Accounting Techs (4 to 5)
o Department of Human Resources/Information Technology
 Human Resources and Information Technology Officer –

NEW/MODIFIED POSITION
 HR and Risk Management Tech – MODIFIED POSITION
 IT Manager/Strategist (Consultant)
• Notes
o New Department of Finance would include at least one staff member with a CPA
o Cost savings from transitioning away from Director of Administrative Services would be used to create Director of Finance/Treasurer and Human Resources/Information Technology Officer positions, however additional funds may be needed to fully fund positions.
o Additional funds would be needed to create the IT Manager/Strategist consultant. This position would also oversee the City’s contract with APEX.

Community Services (Library and Parks and Recreation)
• Current
o Director of Community Services

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19 | Page
 Parks and Recreation Supervisor
• Parks and Recreation Full and Part-Time Staff
 Deputy Director of Community Services – Library
• Library Staff Full and Part-Time Staff
• New
o Department of Parks and Recreation
 Parks and Recreation Programs
 Parks and Recreation Maintenance (moved from Public Works) o Library Department
• Staffing Recommended
o Department of Parks and Recreation
 Director of Parks and Recreation – MODIFIED POSITION
• Parks and Recreation Supervisor (Programs)
o Parks and Recreation Full and Part-Time Staff
• Parks and Trees Supervisor (Maintenance)
o Parks and Trees Maintenance Full-Time Staff
o Library Department
 Director of Library – MODIFIED POSITION
• Library Staff Full and Part-Time Staff
• Notes
o The cost savings from removing the Director of Community Services and Deputy Director of Community Services – Library positions when creating separate departments would be used for hiring director of each. o Parks and Trees Maintenance moves the current Parks and Trees Division and its staff from the Department of Public Works to the Department of Parks and Recreation as a pilot program. If in the future funds are available there would be an additional opportunity to hire a higher-level certified arborist or provide additional specific arborist training to current staff arborists so they can achieve higher-level certifications.
o Library Department may benefit from an additional staff member in the future if funds are available.

Public Works
• Current
o Director of Public Works/City Engineer/Assistant City Manager  Assistant Director of Public Works
• Project Managers
• Environmental Technician
• Administrative and Financial Staff
 Deputy City Manager/Operations
• Parks and Trees
• Government Buildings and Streets

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20 | Page
• Water Treatment
• Wastewater Treatment
• Underground Utilities
• New
o Director of Public Works/City Engineer/Assistant City Manager  Management Analyst and/or Financial Analyst – MODIFIED POSITION  Office of Capital Improvement Projects – NEW DIVISION • CIP Manager
o Project Managers
 Operations Manager
• Government Buildings and Streets
• Water Treatment
• Wastewater Treatment
• Underground Utilities
• Environmental Services
• Staffing Recommended
o Director of Public Works/City Engineer
 Management Analyst and/or Financial Analyst – MODIFIED POSITION  Office of Capital Improvement Projects – NEW DIVISION • CIP Manager – MODIFIED POSITION
o Project Managers (3)
 Operations Manager
• Government Buildings and Streets
• Water Treatment
• Wastewater Treatment
• Underground Utilities
• Environmental Services
• Notes
o There would be some salary savings that could allow for additional staffing to complete projects and maintenance with the removal of the Assistant Director of Public Works and/or Deputy City Manager – Public Works Operations positions. Additional funds may be needed to fully fund positions.
o This removes the current Assistant Director of Public Works and replaces the position with a CIP Manager in a newly created office that only works on CIP.

Current project manager positions remain.
o The Operations Division would continue to oversee its various divisions, however the Parks and Trees Division would be overseen by the Department of Parks and Recreation as a pilot program.
o The City prefers candidates with a Professional Engineer (PE) license for both roles. Recommending it for the CIP Manager and listing it as highly desirable for the Operations Manager.

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Community Development
• Current
o Director of Community Development
 Building Division
• Chief Building Officer
• Permit Technician I
• Contracted Services
 Planning Division
• Senior Planner
• Assistant Planner
• Permit Technician III
• Contracted Services
 Code Enforcement
• All (also assisted by Fire and Police Departments)
• Staffing Recommended
o Director of Community Development
 Building Division
• Chief Building Officer
• Permit Technician (shared)
• Contracted Services
 Planning Division
• Senior Planner
• Assistant Planner
• Permit Technician (shared)
• Contracted Services
 Code Enforcement
• All (also assisted by Fire and Police Departments)
• Notes
o The basic structure remains the same, however the current separate permit technician roles that are housed separately in the Building and Planning Divisions will be merged into a single position.

Office of the City Manager
• Current
o City Manager
 Program Manager
• City Clerk, Public Information Officer, Special Projects  Administrative Analyst
• City Clerk, City Manager Scheduling
• Staffing Recommended
o City Manager

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 Program Manager
• City Clerk, Public Information Officer, Special Projects  Administrative Analyst
• City Clerk, City Manager Scheduling
 Management Analyst
• Notes
o Establishing a Management Analyst position in the Office of the City Manager provides capacity across all City departments. This role will be assigned to special projects, bolster Public Works and CIP initiatives, evaluate and explore shared-services opportunities, assist with Regional Climate Action and Adaptation Plan (RCAAP) implementation, and serve as the City liaison to local and regional committees regional boards.

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Outlook
Agenda Item 13.2
From Elaine de Man <[email protected]>
Date Sat 8/22/2026 2:29 PM
To Public Comment <[email protected]>
Re: Interim Strategic Plan and 6-Month Implementation Framework Dear Mayor Dohring and Members of the City Council:

I am writing as a St. Helena resident, and not in my capacity as a member of the Parks & Recreation Commission, to comment on the proposed Interim Strategic Plan and 6-Month Implementation Framework.

Personally, I am encouraged by the proposed reorganization of the Parks and Trees Division —that is, moving Parks and Trees from Public Works into Parks & Recreation, with a new Parks and Trees Supervisor overseeing maintenance.

I am particularly optimistic that the Strategic Plan itself also recognizes the need for higherlevel arboricultural expertise. However, it states that, “if funds become available,” there would be an opportunity to “hire a higher-level certified arborist or provide additional specific arborist training to current staff arborists so they can achieve higher-level certifications.” I respectfully urge the Council not to leave this as a future possibility.

As the City reorganizes the Parks and Trees Division and reviews job descriptions and responsibilities, I believe this is the right time to establish the professional qualifications we want for the person with lead responsibility for St. Helena’s urban forest.

Specifically, I encourage the City to consider requiring an ISA Certified Urban Forest Professional (CUFP), or an equivalent advanced urban-forestry credential, for the City’s lead arboricultural position.

As I am sure you are aware, urban forestry encompasses much more than pruning and maintaining individual trees. Advanced professional expertise can inform tree selection and placement, urban forest planning, tree inventories, risk assessment, species selection, longterm maintenance and replacement, and the management of trees as a connected community resource.

That additional expertise has huge implications for St. Helena and our investments in our public trees—from trees in our parks and on City property, to our street trees and the newly replanted Elm Tunnel—as the choices we make today will affect the appearance, environmental benefits, maintenance costs and value of these trees for decades.

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St. Helena’s urban forest is also part of its identity and public image. Well-chosen, healthy, well-maintained trees contribute to the character and attractiveness of our community.

Conversely, poor tree selection, inadequate maintenance, or the loss of mature trees represents not only an aesthetic loss and a loss to our reputation, but also a loss of a public investment that can take decades to replace.

So, rather than waiting for funding to become available at some unspecified point in the future, let’s establish the higher level of professional expertise we want our City to have now, and either hire the expertise we need or make sure our existing staff has the opportunity to obtain the training and resources necessary to reach that standard—and is encouraged to do so —sooner rather than later.

Thank you,
Elaine de Man

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Outlook
Agenda Item 13.2
From Kelly Wheaton <[email protected]>
Date Sat 8/22/2026 3:30 PM
To Public Comment <[email protected]>
Dear Mayor Dohring, City Council Members and Jim McCann, It is not often I get to write to you with such positive comments, but the staff members who have put together the Interim Strategic Plan and 6 month Implementation Framework deserve a heart felt round of applause. While I do not know which staff members were involved I am very impressed with this work output. Not only has it succinctly incorporated the recommendations of the Blackberg Study it has done so in a clear and specific way. BRAVO!
In a mere 22 pages this Plan accomplishes everything the citizens could hope for. "The primary strategy of this report is to establish efficiency,customer-centric focus, and modernization across all City operations. While a strategy defines our destination: setting the target for modernized systems, streamlined service delivery, and fiscal transparency; the rest of this document is designed to serve as the tactical plan detailing how the City will achieve those objectives and reach the destination." YES! Goal 1: "Transition the City from an organization reliant on institutional memory and fragmented software to an operational model driven by documented, standardized, and integrated business processes." "Catalog all existing formal and informal Standard Operating Procedures across every department"
Goal 2: "Clarify job classifications, address long-standing capacity deficits across key departments through strategic recruiting, organizational/departmental restructuring, strengthening workplace governance, and fostering a culture of employee retention and wellness." "Review and update job descriptions, reporting hierarchies, departmental structures, and operational scope for critical functional roles." Goal 3: "Reinforce internal financial controls, conduct proactive risk assessments, optimize resource utilization, and align budget expectations and execution with baseline operational requirements." "Draft scope and retain expert external Fraud, Waste, and Abuse! assessment to evaluate internal controls and risk points" Goal 4: Accelerate execution of approved CIP projects, improve public utility performance, systematically address water quality operational challenges (e.g., eliminating discolored water incidents), and enhance maintenance tracking."
Goal 5: "Formulate a clear Council-driven land use direction, build consensus on urban growth boundaries, optimize permit processing times, revise water neutrality policy, complete the Downtown Specific Plan (DSP), and incentivize balanced economic development." Goal 6: "Elevate City customer service, institute clear service delivery standards, increase use of targeted digital communication channels, and rebuild community confidence through proactive transparency." Add City Hall Open Hours! I also support the Department Realignment.

Awesome Roadmap.

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Well done!
Kelly Wheaton
[email protected]

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Council members,
The Council essentially asked Interim City Manager McCann to “come back to us with your thoughts.” Given that direction, I think Jim did excellent work. He listened, tailored his recommendations to the Blackberg findings, and developed a thoughtful and convincing six-month framework. Thanks Jim and staff for your earnest work.

The problem is simply that the correct jumping-off point was not established.

This is precisely why the distinction between Council direction and administrative execution matters.

We have asked the City Manager to develop the strategy before the Council has established the direction.

The fundamental question is:

Who establishes that North Star?
I believe that responsibility belongs to the City Council.

This is not simply a conceptual exercise. The City Managers’ interim plan proposes organizational restructuring, new and reconfigured positions, consulting agreements, software investments, and future budget and classification changes and does it robustly and with specific detail.

The plan is described as a “Temporary North Star” and is intended not to bind the incoming Council or permanent City Manager. I believe that is a thoughtful concept and is a critical consideration. But “interim” decisions create substantial momentum and commit substantial resources.

Once positions are created, contracts entered into, systems selected and organizational structures changed, establishing or furnishing direction after the fact becomes considerably more difficult.

In effect, creating the organizational architecture first and then asking the incoming Council to govern within it constrains the choices available to the very Council that is supposed to establish the City's strategic direction.

So I would ask the Council to take the first step:

Begin with an open study session. Discuss the Blackberg report. Include the public and representatives and recommendations of the Finance Committee and Water/Wastewater Committee.

Then establish the priorities. Define the outcomes. Decide what St. Helena is trying to accomplish and what it is willing to prioritize. Then give the City Manager the clear direction necessary to execute those priorities, with accountability, timelines and measurable results.

That would put things in the correct order and, more importantly, demonstrate that we are actually addressing the critical governance problem Blackberg identified rather than inadvertently reproducing it.

Thank you,
Daniel Hale

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Agenda Report to the City Council
Agenda Section: NEW BUSINESS
Department: Admin
DATE: August 25, 2026
FROM: Mandy Kellogg, Director of Administrative Services SUBJECT: Approval of Resolution Authorizing Recruitment for One Police Officer and Authorizing the City Manager to Recruit for Vacant Positions Based on Organizational Needs.

RECOMMENDED
ACTION:

Staff recommends approval of the attached resolution.

PREVIOUS COUNCIL
ACTION:

March 11, 2025 - Hiring Freeze on all Vacant Positions

STATEMENT OF THE
PURPOSE:

The purpose is to obtain authorization to recruit for a Police Officer position that will become vacant at the end of the month, lift the hiring freeze on vacant positions, and authorize the City Manager to evaluate vacancies as they occur and approve recruitment based on organizational needs and the continuation of essential City operations and services.

FINANCIAL IMPACT: Funding for the position was previously approved in the FY 2025- 26 and FY 2026-27 Biennial Budget. Therefore, there is no additional financial impact.

CEQA DETERMINATION: Not a CEQA Project (CEQA Guidelines §15378) BACKGROUND:

On January 28, 2025, Council Member Barak requested an item be placed on a future agenda to discuss and consider issuing a temporary freeze on all new hires, salary increases not contractually obligated, reclassifications and discretionary spending until the City's financial situation is clarified, and sustainable funding solutions are in place to address the deficits.

Additionally, the direction proposed that the City Council would retain authority to approve exceptions on a case-by-case basis when such actions are deemed critical for public safety, legal compliance or liability or other urgent needs at the council's discretion where delaying action would result in significant harm to the City or its residents.

On March 11, 2025, staff prepared a staff report and presentation addressing Council Member Barak's request and made recommendations based on existing vacancies at the time of the

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report. City Council adopted recommendations outlined in the Staff Report 12.3, subject to a "meet and confer" process with represented employee bargaining groups, while incorporating the core provisions of the original motion, instituting a temporary hiring freeze as follows:

1. A temporary freeze on all new hires, except for positions recommended for immediate hiring in the staff report.

2. All other vacant positions will remain frozen unless the Council approves an exception based on clear justification.

DISCUSSION:

Police Officer Recruitment
The Police Department is currently authorized for nine Police Officer positions within the existing Operations Budget, which includes one School Resource Officer. This staffing level is structured to provide adequate 24/7 coverage by assigning two officers per 12- hour shift.

Maintaining two officers on duty at all times is the minimum threshold necessary to ensure officer safety, timely response to service calls, and overall community protection. Since the prior authorization to fill vacancies was granted, one Police Officer position will become vacant at the end of this month. Without timely recruitment, the Department would be required to rely on overtime and shift adjustments to cover staffing gaps, which may increase operational costs from overtime, contribute to staff fatigue, and impact the ability to sustain response times.

Prompt recruitment is therefore necessary to preserve the Department’s minimum staffing levels and ensure consistent public safety services to the community.

Hiring Freeze
As part of the City’s efforts to manage expenditures and address fiscal constraints, a hiring freeze was implemented for vacant positions. While the hiring freeze has provided an additional level of expenditure control, maintaining a blanket freeze may limit the City’s ability to respond efficiently to changing operational and service needs.

Staff recommends lifting the hiring freeze and authorizing the City Manager to evaluate positions as they become vacant on a case-by-case basis. The City Manager would assess the continued need for the position, available funding, workload and service impacts, and overall organizational priorities before authorizing recruitment. This approach maintains appropriate fiscal oversight while providing the flexibility necessary to address critical staffing needs and ensure continuity of essential City services.

Approval of this action would not require that every vacant position be filled. Instead, it would reaffirm the City Manager's authority to determine when recruitment is warranted based on the City’s operational needs and available resources.

ENVIRONMENTAL REVIEW:

None.

GOAL:

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Goal 6: Improve Employee Recruitment, Retention, & Morale Goal 7: Enhance Organizational Effectiveness
ATTACHMENTS:

1. Resolution Recruitment Authorization

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CITY OF ST. HELENA
RESOLUTION NO. 2026 -
Resolution Authorizing Recruitment for One Police Officer and Authorizing the City Manager to Recruit for Vacant Positions Based on Organizational Needs.

RECITALS
A. On January 28, 2025, Council Member Barak requested an item be placed on a future agenda to discuss and consider issuing a temporary freeze on all new hires; and B. Additionally, proposing that the City Council would retain authority to approve exceptions on a case-by-case basis when such actions are deemed critical for public safety, legal compliance or liability or other urgent needs at the council's discretion where delaying action would result in significant harm to the City or its residents; and C. On March 11, 2025 City Council adopted the hiring freeze pleacing a temporary hiring freeze on all new hires and all other vacant positions will remain frozen unless Council approves an exception based on clear justification; and D. Since the prior authorization to fill vacancies was granted, one Police Officer position will become vacant at the end of this month; and
E. In order to meet day-to-day operational needs, staff requested authorization to recruit for one Police Officer; and
F. As part of the City’s efforts to manage expenditures and address fiscal constraints, a hiring freeze was implemented for vacant positions; and G. Staff recommends lifting the hiring freeze and authorizing the City Manager to evaluate positions as they become vacant on a case-by-case basis; and H. The City Manager would assess the continued need for the position, available funding, workload and service impacts, and overall organizational priorities before authorizing recruitment; and
I. This action reaffirms the City Manager's authority to determine when recruitment is warranted based on the City’s operational needs and available resources.

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

1. Authorizes the City Manager to direct staff to recruit for one Police Officer.

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2. Lift the hiring freeze and reaffirm the City Manager's authority to determine when recruitment is warranted based on the City’s operational needs and available resources.

Approved at a Regular Meeting of the St. Helena City Council on August 25, 2026, by the following vote:

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St. Helena City CouncilAugust 25, 2026

St. Helena City Council
August 25, 2026