Agenda packet — Yountville City Council, November 21, 2023

Town of Yountville
6550 Yount Street
Yountville, CA 94599
Meeting Packet
Tuesday, November 21, 2023
3:00 PM
Town Hall Council Chambers
Town Council
Mayor Margie Mohler
Vice Mayor Eric Knight
Council Member Hillery Bolt Trippe
Council Member Robin McKeeCant
Council Member Pam Reeves
The Town of Yountville is committed to complying with the Americans with Disabilities Act (ADA) and other similar federal and state laws in all respects. If, as an attendee or participant in this meeting, or in meetings on a regular basis, you will need special assistance beyond what is provided, the Town will provide reasonable accommodations for you. Individuals who need auxiliary aids or services for effective communication or participation in programs and services of the Town of Yountville are invited to make their needs and preferences known by contacting the Town Clerk at (707) 9448851 at least 72 hours prior to the meeting. This notice is available in accessible alternate formats from the ADA Coordinator.

MEETING SCHEDULE AND HOW TO VIEW AGENDA
Meeting Schedule and Location: The Town Council meets on the first and third Tuesday of the month at 3:00 and services of the Town of Yountville are invited to make their needs and preferences known by contacting the Town Clerk at (707) 9448851 at least 72 hours prior to the meeting. This notice is available in accessible alternate formats from the ADA Coordinator.

MEETING SCHEDULE AND HOW TO VIEW AGENDA
Meeting Schedule and Location: The Town Council meets on the first and third Tuesday of the month at 3:00 p.m. in Town Council Chambers, located at 6550 Yount Street, Yountville, California, 94599.

How to View the Agenda: The Agenda and associated staff reports may be viewed online by visiting the Town’s website at www.townofyountville.com/meetings and clicking on HTML Agenda.

How to Watch the Meeting: The Town Council and other Town Legislative Bodies’ meetings can be watched live in three different ways:

On the Town’s Streaming Media Player at www.townofyountville.com/livevideo.

On the Town’s YouTube Channel at www.townofyountville.com/youtube.

On local cable TV Channel 28.

PROVIDING PUBLIC COMMENT
Members of the public are welcome to attend the Town Council meetings to provide public comment in person.

Members of the public may also submit public comment online via the Town’s public comment email address [email protected]. Please, include in the subject line “COMMENT TO COUNCIL”. Any written testimony submitted by 4:00 p.m. the Monday before the meeting will be shared with the Council Members electronically and will be added to the record. Any Public Comment received after the 4:00 p.m. deadline will be added to the record after the Town Council meeting has concluded.

HOW TO APPEAL
A person who is dissatisfied with a decision of the Town Council may have the right to a review of the decision by a Court. California Code of Civil Procedure Section 1094.5 and 1094.6 generally limits the time within which a decision of the Town Council may be judicially challenged. If a person challenges a decision in Court, he or she may be limited to raising only those issues raised at the Public Meeting described in this notice, or in written correspondence delivered to the Town Council at, or before, the Public Meeting.

1. CALL TO ORDER; CONVENE REGULAR MEETING 3:00 P.M.

2. ROLL CALL

3. PLEDGE OF ALLEGIANCE

4. ADOPTION OF AGENDA

5. COUNCIL MEMBER ANNOUNCEMENTS

6. PROCLAMATIONS AND RECOGNITIONS NONE

7. NONAGENDA PUBLIC COMMENT
Members of the public are entitled to speak for 5 minutes per speaker on matters of municipal concern not on the agenda, during consideration of that portion of the meeting agenda entitled “Public Comment” when the Mayor calls that item.

However, the Mayor has the discretion to limit speaking time when it is reasonable under the circumstances, including when there are many items on the agenda or a high volume of members of the public who intend to speak. The Mayor also has the discretion to extend the time to speak. The Mayor shall limit or extend speaking time in a consistent manner that is not based on the content or viewpoint of the speech. The Council may; however, briefly respond to statements made or questions posed by the public, ask for clarification from staff, refer the matter to staff, request staff to report back on the matter, or request staff to place the matter on a future agenda.

Members of the public may also submit Public Comment on matters of municipal concern not on the agenda via email at [email protected].

A. PC Donald Wetherell
ygyg
written correspondence delivered to the Town Council at, or before, the Public Meeting.

1. CALL TO ORDER; CONVENE REGULAR MEETING 3:00 P.M.

2. ROLL CALL

3. PLEDGE OF ALLEGIANCE

4. ADOPTION OF AGENDA

5. COUNCIL MEMBER ANNOUNCEMENTS

6. PROCLAMATIONS AND RECOGNITIONS NONE

Members of the public may also submit Public Comment on matters of municipal concern not on the agenda via email at [email protected].

A. PC Donald Wetherell

8. CONSENT CALENDAR
A. Adopt Resolution Number 234237 Approving a Professional Services Agreement with PM Design Group, Inc. for the Certified Access Specialist review of the Town’s currently adopted ADA SelfEvaluation and Transition Plan for a contract amount of $73,000 and authorizing the Town Manager to execute the agreement.

B. Adopt Resolution Number 234238 Approving Revised Parttime Salary Schedule Implementing Increased Minimum Wage Requirement Effective January 1, 2024.

C. Appoint two (2) individuals to the Affordable and Workforce Housing Oversight Committee in the Lodging and NonDesignated Business Categories with a term of office to commence immediately and expiring on October 1, 2025.

D. Continue the Emergency Declaration for the Town of Yountville Recycled Water Transmission Main Repair pursuant to Yountville Municipal Code 3.32.390.

E. Receive and file October 2023 Monthly Financial Report.

9. GUEST PRESENTATIONS NONE

10. PUBLIC HEARINGS NONE

11. ADMINISTRATIVE / REGULAR ITEMS
A. Consider adoption of Resolution Number 234239 Approving reclassification of the Finance Director/Treasurer position to Administrative Services Director including new job description and new employment agreement; ratify the appointment of Celia King to the position; and introduce and waive the first reading of Ordinance Number 23525 Reclassifying the Finance Director/Treasurer position to Administrative Services Director and updating the Yountville Municipal Code to reflect the reclassification.

B. Discuss and Consider Approving Resolution Number 234240 Adopting the 2023 – 2028 Yountville Parks and Recreation Master Plan.
waive the first reading of Ordinance Number 23525 Reclassifying the Finance Director/Treasurer position to Administrative Services Director and updating the Yountville Municipal Code to reflect the reclassification.

B. Discuss and Consider Approving Resolution Number 234240 Adopting the 2023 – 2028 Yountville Parks and Recreation Master Plan.

C. Consider Approving Argument in Favor of Measure U (Increase of Appropriations (Gann) Limit) for the March 5, 2024 Special Municipal Election.

D. Consider and Discuss Approving the Proposed Town Council Meeting Calendar for Calendar Year 2024, Approving Closing Town Offices for Winter Break Holidays in 2023 and 2024, and Approving Request to Cancel the Town Council Regular Meetings scheduled for December 19, 2023 and January 2, 2024.

12. STAFF PRESENTATIONS AND INFORMATIONAL REPORTS

13. COUNCIL EXTERNAL MEETING REPORTS

14. ADJOURNMENT
Adjourn to the Town Council Special Meeting Tuesday, December 5, 2023 at 1:00 p.m., being held in Town Council Chambers located at 6550 Yount St.

I certify that a copy of this Town Council Agenda was posted at a location freelyaccessible to the public at Yountville Town Hall, 6550 Yount Street within the Town of Yountville, the Friday before the meeting. /s/Eddy Gomez, Town Clerk
From: Donald Wetherell
To: Public Comment
Subject: [EXTERNAL] Re: Comments to Council
Date: Monday, November 20, 2023 3:12:09 PM
This email was sent from a sender outside of your organization. Please be wary opening any attachments or following any links from this email. Please remember we will not send automated emails without warning or explanation.

Dear Town Council,
I sent an email on November 6th and spoke the following day in front of the council. I presented my concerns regarding the Residential Rental Registration Ordinance. I have not heard from anyone on the City Council. I would like to meet with the council at a future date.

Is this possible?
Don Wetherell
On Mon, Nov 6, 2023 at 10:38 PM Donald Wetherell <[email protected]> wrote:

Dear Town Council,
I am writing to the mayor, council and town manager to publicly disagree with the mandatory fee placed on homeowners who are renting their home in the Town of Yountville. I received a letter this week notifying me I was in violation of the “Residential Rental Registration Ordinance”.

I am writing to express my deep concern and disagreement with the city ordinance that imposes a fee for renting out my home. As a homeowner and a resident of Yountville, I believe this ordinance is unjust and burdensome for several reasons.

First and foremost, this fee seems to unfairly target responsible homeowners who choose to rent out their property. As responsible owners, we have been diligent in renting for 12-month lease agreements and not using Airbnb or short-term rentals. Many of us have invested significant time and resources into maintaining and improving our homes, and the ability to rent them out helps offset the costs of ownership.

Imposing additional fees feels like a disincentive for responsible homeownership.

Moreover, this ordinance is negatively affecting the local economy. By discouraging residents from offering their homes as long-term rentals, it reduces full-time residents and the revenue generated from those residents at local grocery stores and restaurants. Yountville has many homes that are 2nd and 3rd homes from Bay area families. These folks do not live in Yountville as full-time residents thus they are not contributing to the businesses in Yountville like a full-time resident (full-time renter) would.

From what I understand the $90 yearly fee is to help curtail residents from using Airbnb and short-term rentals. How does this thought process work? It’s just another way to penalize the responsible owners renting their homes for long-term rentals and letting the owners who are doing VRBOstyle rentals get away with illegal renting. We currently rent our condo for $3400. It would be 100% advantageous for me to illegally rent to tourists. If I were to just offer weekend rentals I could double that $3400 and make a minimum of $6000 per month. Instead, I follow the laws and only rent to full-time residents and I am rewarded with a ridiculous $90 fee. Classic California politics, reward bad behavior and make the responsible citizens suffer.

I kindly request that you and the rest of the City Council reconsider this ordinance and its impact on homeowners like myself. I believe that a more balanced approach, such as fair regulations could achieve the city's objectives without unfairly burdening responsible residents.

I would appreciate the opportunity to discuss this matter further or provide additional information to support my argument.

Thank you for your attention to this issue, and I hope that you will take the concerns of homeowners into consideration when reviewing this ordinance.

Don Wetherell
139 Vineyard Circle
Yountville, Ca

Town of Yountville
Staff Report
6550 Yount Street
Yountville, CA 94599
Agenda Item #: 8A
Yountville Town Council Staff Report
DATE: November 21, 2023
TO: Mayor and Town Council
FROM: John Ferons, Public Works Director
PREPARED BY: Rosalba Ramirez, Deputy Public Works Director

RECOMMENDATION
Adopt Resolution Number 23-4237 Approving a Professional Services Agreement with PM Design Group, Inc. for the Certified Access Specialist review of the Town’s currently adopted ADA Self-Evaluation and Transition Plan for a contract amount of $73,000 and authorizing the Town Manager to execute the agreement.

DISCUSSION/BACKGROUND
Resolution Number 15-3285 of the Town Council adopted the Town’s Self Evaluation and Transition Plan (SETP). That plan was prepared pursuant to federal ADA requirements whereby the Town is obligated to conduct a comprehensive evaluation of the Town’s physical facilities, public policies, and public programs for equal accessibility for all members of the public. The adoption of Resolution Number 15-3285 determined that the Town’s ADA Self-Evaluation and Transition Plan was complete and acceptable for implementation, directed staff to provide for phased implementation of SETP improvements as approved by the Council during the Capital Improvement Program (CIP) budgeting process, and became effective in full force upon its adoption August 4, 2015.

The adopted SETP guides the Town to develop barrier removal solutions to provide access to all public facilities to all individuals and sets forth specific projects necessary to be completed over a predicted schedule. Along that schedule, each of those projects are integrated into the Capital Improvement Program via the annual budget process. Two of the locations identified in the SETP and integrated into the CIP are Three Weirs Park and Forrester Park, publicly owned lands within the Washington Park neighborhood. Each of those locations were identified as needing ADA Accessible Parking Stalls with the Three Weirs Park location also needing ADA improvements to the path to the bridge connected to the Hopper Creek Path System. As such those locations were integrated into the CIP as Community Project CP-0018; Forrester Park/Three Weirs Park ADA Improvements funded which is currently funded by grant funds specific to the ADA improvements.

As part of the CIP process specific to this project, Town staff has conducted various stakeholder meetings to present the project to the neighborhood and others who may be interested in the project. Those meetings consisted of three public workshops and a Parks and Recreation Advisory Committee meeting. From those meetings, the Town received suggestions regarding the design of the proposed improvements based on the community input. Subsequently, revisions were made to the design intended to satisfy the concerns of the residents while still meeting the intent of the ADA SETP and accessibility to all.

However, as that project was going through the public engagement process, it became apparent that the Washington Park community has concerns about the need to implement this project at these two locations given other similar facilities located elsewhere in Town. As a result, on March 30th, Town Council received an email communication from members of the public in opposition to the ADA parking at Forrester Park and requesting the Town conduct a thorough investigation into the ADA “comparable facilities” provision in the “compliance standards”. This request is based on their group’s interpretation that the Town Attorney “could not emphatically determine that there were not comparable facilities available that would negate the need for ADA parking at Forrester Park and such a determination would require an analysis performed by an ADA Access Specialist.” The group further opined that this analysis, specifically for Forrester Park, is in their determination, the essential next step prior to expending capital improvement funds and energy on a project that may or may not be required at the Forrester Park location.

In response, Town Council requested and received an informational report at their August 1, 2023, Town Council meeting to discuss the current SETP along with ADA accessibility requirements town-wide as part of the specific discussion regarding the Three Weirs and Forrester Park ADA project. That presentation by Ernest Wuethrich, CASp Accessibility Program Manager for PM Design, stated that the Town’s adopted SETP was prepared by a reputable specialist and the measures therein are applicable based on the information available. Any revisions or deviations from that plan would require a thorough and detailed analysis of the adopted SETP along with the Town’s current policy, programs, and facilities.

At the meeting, Town Staff requested direction from Town Council regarding the existing ADA Transition Plan and accessibility at the proposed project sites and how the need may relate to other similar existing public facilities. Town Council then provided the following direction to staff:
• Create an assessment analysis with an accessibility expert and consultant to analyze all the parks in Town, including parking and program accessibility.
• Update or evaluate the ADA transition plan based on the assessment. • Pursue improvements to the ramp portion at Three Weirs Park and research if the grant would cover the cost of the improvements.
• Inspect the pathway area between Finnel Road and Yount Street before the Three Weirs Bridge for possible physical hazards.

Based on the direction provided by Council, staff created the following scope of work for the accessibility review of the town facilities by a Certified Access Specialist (CASp):

1. Conduct accessibility surveys specific to the following public park facilities:
• Yountville Community Park
• Vineyard Park
• Forrester Park
• Three Weirs Park
• Van de Leur Park
• Toyon Terrace Tot Lot
• Veterans Memorial Park
• Bardessono Park
• Hopper Creek Pocket Park
• Oak Circle Park
• Hopper Creek Path Yount Street to Champagne Drive

2. Evaluate Public Parking Facilities specific to the locations identified above.

3. Review the parks and recreation activity guide as well as the existing programs and activities provided at each location. The distinction of the program in terms of ADA accessibility and program in terms of recreational activity must be clearly defined.

4. The review of parks, Parking and Programs should evaluate the current level of program accessibility in comparison to the state and federal requirements of the ADA Act including:
• Review and analyze information provided by Town staff, • Review current Town policies,
• Evaluate the Town’s baseline condition for sidewalks and curb ramps in the public right of way. • Evaluate recreation facilities for accessibility compliance. • List parks, programs, facilities, and activities that are not accessible and those that are accessible. • Provide a list of locations that may not need accessibility in comparable facilities elsewhere in Town to satisfy the Town’s federal ADA obligations.

5. Develop Facility Reports for each site, detailing each item found to be in noncompliance. The reports will become the property of the Town of Yountville for future reference and update as needed.

6. Prepare an addenda to the existing Self Evaluation and Transition Plan to include the following:
• Review of findings of re-evaluation of programs, policies, facilities, and activities at each public park.
• Identify barriers and prioritize solutions.
• Recommend new policies.

7. Prepare and present a presentation of findings and a Questions and Answer session for Town Staff and Town Council to clarify information and finalize the process.

Staff received a complete proposal from Certified Access Specialist consultant PM Designs and is recommending Adoption of Resolution Number 23-4237 Approving a Professional Services Agreement with PM Design Group, Inc. for the Certified Access Specialist review of the Town’s currently adopted ADA SelfEvaluation and Transition Plan for a contract amount of $73,000 and authorizing the Town Manager to execute the agreement.

ENVIRONMENTAL REVIEW
Exempt per California Environmental Act (CEQA) Guideline, Section 15061(b)(3)

FISCAL IMPACT
Is there a Fiscal Impact? Yes
Is it Currently Budgeted? Yes
Where is it Budgeted? CP-0018 50-6000-5400
Is it Mandatory or Discretionary? Discretionary
Is there a Staff Resource Impact? Nominal

Briefly Explain Relationship to Strategic Plan Goal and Objective. The Town hosted multiple public meetings inviting the public engaging residents to provide input into the ADA improvements in Washington Park to enhance their quality of life in Yountville. The Town’s ADA Self-Evaluation Plan and commitment to accessibility improvements ensure the quality of life provided by the Town does not discriminate and applies to all residents of all range of ability.

Town of Yountville
Resolution Number 23-4237

APPROVING A PROFESSIONAL SERVICES AGREEMENT WITH PM DESIGN GROUP, INC. FOR THE CERTIFIED ACCESS SPECIALIST REVIEW OF THE TOWN’S CURRENTLY ADOPTED ADA SELF-EVALUATION, AND TRANSITION PLAN FOR A CONTRACT AMOUNT OF $73,000 AND AUTHORIZING THE TOWN MANAGER TO EXECUTE THE AGREEMENT.

Recitals
A. At the August 1, 2023 Town Council meeting, the Council discussed and provided direction to staff to evaluate the existing ADA Transition Plan and public facilities.

B. Town staff created a scope of work to have a Certified Access Specialist (CASp) with PM Designs complete this evaluation.

C. PM Designs provided proposal and quote for the work in the amount of $73,000.

D. Staff recommend approving the professional services agreement with PM Designs for the accessibility review of the existing Town facilities as listed and the Town of Yountville Transition Plan in the amount of $73,000.

Now, therefore the Town Council of the Town of Yountville does resolve as follows:

1. Adopt the resolution authorizing the execution of a professional services agreement with PM Designs for the evaluation of the Town's existing ADA Transition Plan and public facilities in the amount of $73,000.

2. The Resolution is hereby adopted and becomes effective and in full force immediately upon adoption.

PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Yountville, State of California, held on this 21st day of November by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________
Margie Mohler , Mayor
ATTEST:
_____________________
Eddy Gomez; Town Clerk
PM DESIGN GROUP, INC.
2455 Bennett Valley Road, Suite A-102
Santa Rosa, CA 95404
PM Design Group proposal for Town of Yountville Public Parks Project number: TBD Page 1 of 7

PROPOSAL FOR PROFESSIONAL ACCESSIBILITY SERVICES
October 25, 2023
Rosalba Ramirez
Town Of Yountville
Deputy Public Works Director
6550 Yount St
Yountville, CA 94599
707.944.8851
Project: Accessibility Consulting for Town of Yountville Transition Plan Amendment Dear Ms Ramirez,
We are pleased to present the following proposal for professional accessibility services for the above referenced project. With more than 30 years of experience in the architecture and engineering industry, we have a strong track record of providing high-quality services to clients. Licensed in all 50 states with 12 offices nationwide, we provide services across the U.S. and can scale to meet resource needs.

I. GENERAL PROJECT DESCRIPTION
PM Design Group, Inc. (PMDG) and its consultant(s) will provide professional services as outlined in this agreement for the Town Of Yountville (Owner). This work will hereinafter be described as the “Project”.

Services will be based upon criteria and guidelines as described below.

A. Existing Conditions
Basis: Town of Yountville Transition Plan and Draft Description of Work letter received 9/7/23.

Site Conditions: Existing public parks identified in the Draft Description of Work B. Requested Project Scope
Professional accessibility consulting to review programmatic access at the Town of Yountville’s public parks, amending the existing transition plan dated August 2015 II. ACESSIBILITY SERVICES
A. Accessibility Surveys of Public Parks
PMDG and its consultant(s) will review existing parks for compliance with applicable standards. This will require Town provided dates of construction and alterations to the parks:
i. Surveys may include (but not necessarily be limited to) accessible routes, sports fields, drinking fountains, public bathrooms, playgrounds, picnic tables, general public site features, PM Design Group proposal for Town of Yountville Public Parks Project number: TBD Page 2 of 7
accessible parking spaces, ramps, curb ramps serving the park, and sidewalks serving the route between public parking, drop-off locations, public transportation stops, and the park. ii. Parks to be reviewed include:
a. Yountville Community Park
b. Vineyard Park
c. Forrester Park
d. Three Weirs Park
e. Van de Leur Park
f. Toyon Terrace Tot Lot
g. Veterans Memorial Park
h. Bardessono Park
i. Hopper Creek Pocket Park
j. Oak Circle Park
k. Hopper Creek Path Yount Street to Champagne Drive
B. Determination of Program Access
With staff participation and feedback, programs provided at each park will be identified and reviewed. The review of parks and their programs will evaluate current level of program accessibility to those required by Title II of the ADA. This will include:
i. Review and analysis of information provided by Town staff ii. Create a list of programs, activities and services provided at each park site, prior to conducting site surveys
iii. Review of current Town policies
iv. Compile a list of programs and activities held at public parks that are not accessible and those that are accessible.
v. Provide recommendations for meeting programmatic access at comparable facilities elsewhere in Town to satisfy the Town’s Program Access obligations. vi. In meeting with Town staff, and using the facility survey and report for each park site, conduct a transition planning session to identify access barriers that will be addressed administratively and those that will be addressed by structural barrier removal. For those items that will be addressed by structural barrier removal, the transition plan report will include the following:
a. Severity of barrier
b. Priority for removal
c. Responsible person/department
d. Schedule for barrier removal
e. Estimated cost for barrier removal (GC onboard to assist in these estimates?) f. Identification of funding source
g. Column for tracking progress to be updated at minimum on an annual basis C. Meetings with Staff
In-person meetings with staff will be required at Town Hall, onsite, or virtually as required. This includes:
i. Kickoff meeting with Public Works Staff (in person)
ii. Review meeting with Town Staff to determine applicable programs provided by the Town and if they are facilitated at a park location (online – prior to site surveys) iii. Progress meeting with Public Works Staff (online)
iv. Final review meeting with Public Works Staff (in person) v. Presentation of findings to the Town Council (in person) PM Design Group proposal for Town of Yountville Public Parks Project number: TBD Page 3 of 7
D. Project Deliverable
The deliverables for this scope of work will include:
i. PDF copy of the accessibility survey findings including reference maps, pictures, and barrier summary of found deficiencies (one survey/report per park) ii. PDF copy of the Program Access findings report. This will be delivered as a stand-alone section that can be used to amend the existing Transition Plan. iii. PowerPoint presentation for Town Council
III. PROPOSAL EXCLUSIONS
The following services are excluded from this proposal.

A. PMDG can provide any of these items as additional services:
i. Review of third-party architect/engineer design solutions ii. As-built building/site surveys
iii. Design sketches for items that require architectural consideration iv. If a cost estimate is desired as part of Item II.B.vi.e, a third party cost estimator will be required, and is not included as part of base fee.

IV. PROPOSAL ASSUMPTIONS
A. Once PMDG has started a phase, our work will continue through to completion of the phase. Starting and stopping work throughout the project could incur additional costs and based on our workload at the time of re-start, could also affect project time frame.

B. Our proposal is valid for one (1) year. If portions of the scope of work outlined above have not begun one year after the date of this proposal, certain terms and conditions including but not limited to costs and project time frame are subject to change at PMDG’s discretion.

V. OWNER PROVIDED PREREQUISITES
To perform the work under this proposed agreement in a complete, proper, and timely manner, we will require the Owner to provide timely decisions and furnish any of the following items that may be required for the Project:
i. Access to the site for accessibility survey (initial visit and follow-up visit for backcheck) ii. Record drawings of park plans if available
iii. Coordination of town agencies and staff by Public Works VI. FEES
Contract Type: Fixed fee excluding reimbursable

SCOPE OF WORK COST
Accessibility Consulting
Kickoff Meetings and Due Dilligence $4,000
Determination of Applicable Programs $4,000
Park Surveys and Report Generation $46,500
Progress Meeting and Transition Plan Amendment $14,000
Finalization of Reports and Presentation to Staff $4,500 Our BASE fee for services: $73,000
PM Design Group proposal for Town of Yountville Public Parks Project number: TBD Page 4 of 7
VII. PAYMENT SCHEDULE
Our fee for the above services will be invoiced monthly based on an estimate of the project's percent completion and in accordance with the attached service agreement. In addition to the amount listed, payment will be required for any outstanding Owner approved Additional Service Requests (ASR’s).

If our Proposal meets with your approval, please sign at the end of the Service Agreement, and return for our files. Thank you for the opportunity to provide a proposal for services.

PM Design Group proposal for Town of Yountville Public Parks Project number: TBD Page 5 of 7

SERVICE AGREEMENT BETWEEN OWNER AND ARCHITECT
Project Location: Town of Yountville Public Parks
Rosalba Ramirez of Town of Yountville hereinafter referred to as the Owner, and Pedro McCracken Design Group, Inc., dba: PM Design Group, hereafter referred to as the Architect, agree as follows:

Section 1. Architects Responsibilities
Architect shall provide architectural, engineering, and consulting services for the Project as described in this Agreement and in Architects proposal ("proposal") to Owner dated, 10/24/23, and attached and incorporated by referenced as though fully set forth herein. Such attachment is only for the purpose of describing the scope of services and no other terms or conditions of such proposal are incorporated by such reference.

In the event of any conflict between this agreement and the proposal, the terms of this agreement shall govern.

Architect shall perform its services with a standard of care consistent with that of other design professionals (architects, engineers, and consultants) practicing in the same or similar locality under the same or similar circumstances. Architect shall perform its services as expeditiously as is consistent with such professional skill and care and the orderly progress of the Project. Architect will coordinate and contract with subconsultants (see “proposal” for listed consultants under Architect’s responsibility).

Section 2. Owners Responsibilities
The Owner shall provide all known and/or reasonably known information about the objectives, schedule, constraints, and existing conditions of the Project to Architect. The Owner shall provide decisions and furnish required information as expeditiously as necessary for the orderly progress of the project. Architect is entitled to rely on the accuracy and completeness of the Owner's information.

The Owner shall employ a Contractor, experienced in the type of Project to be constructed and to perform the construction of the project.

Section 3. Use of Documents
Drawings, specifications, and other documents prepared by Architect belong to and are the work product of Architect unless agreed upon in writing. Said documents are provided to the Owner for the Owner's sole and exclusive use with respect to the Project that is the subject of this contract. Architect will maintain file copies of any documents, drawings, and/or other materials as required by law or the standards of professional practice.

Upon completion of the Project, provided that Owner has performed its obligations under this Agreement, Architect grants to the Owner a license to use the aforementioned documents as a reference for maintaining, marketing, or selling the project. Use of the documents in the design or construction of another project is expressly prohibited. Likewise, should Owner rely on said documents for purposes of altering the Project at any time after completion of the project, Owner agrees to indemnify Architect from all costs and expenses related to claims arising from the Owner's use of the documents without retaining Architect to advise, consult, or otherwise provide professional services attendant to the alterations of the project.

Owner's use of the project documents in a manner inconsistent with the terms set forth herein may expose Owner and Architect to unanticipated liability. In the event of said inconsistent use by Owner, Owner agrees to defend, indemnify, and hold Architect harmless from all costs, attorney's fees, claims, lawsuits, liabilities, or damages arising from the unauthorized use of the documents.

Section 4. Termination, Suspension or Abandonment
In the event of termination, suspension or abandonment of the Project by the Owner, Architect shall be compensated for all services performed.

The Owner's failure to make payments in accordance with the terms set forth in this agreement, inclusive of proposal, shall be considered substantial nonperformance and sufficient cause for Architect to suspend or terminate its services. Architect shall provide notice to the Owner of its intent to suspend or terminate services in writing via electronic or regular mail to the email or postal address provided in this contract. Owner will have seven (7) days to cure the payment deficiency before Architect formally suspends or terminates its services.

Architect may terminate this Agreement after providing written notice to Owner via electronic or regular mail to the email or postal address provided in this contract if the Project is suspended for more than 90 days or if Owner substantially fails to perform in accordance with the terms of this agreement.

Section 5. Governing Law
This Agreement shall be governed by the laws of the state and jurisdiction in which the project is located.

Section 6. Assignment
Absent written consent from Architect, Owner is expressly precluded from assigning this contract to a third party. Should Owner improperly assign its rights under the Contract to a third party, Architect will retain all of the rights and benefits afforded to it pursuant to this contract including its right to compensation for the services performed. Moreover, Owner remains obligated to defend, indemnify, and hold Architect harmless from all costs, attorney's fees, claims, lawsuits, liabilities, and damages arising from or in connection with the design, construction, or enforcement of this contract.

Section 7. Contract Type
Contract type is identified on proposal.

Fixed Fee Excluding Reimbursable Expenses
Architect will invoice Owner based on the Scope of Work item and phase and the cost indicated as outlined on proposal plus any expenses incurred with a 10% mark-up for expenses.

Fixed Fee Including Reimbursable Expenses
Architect will invoice Owner based on the Scope of Work item and phase and the cost indicated as outlined on proposal. Reimbursable expenses are included in the base cost. Permit fees are not included in reimbursable costs.

Time and Material
Architect will invoice Owner based on actual hours worked times the hourly rate plus any expenses incurred with a 10% mark-up for expenses. (Reference Section 17). Proposal costs are provided as a budget estimate only. Actual costs will be based on actual work, which may be higher or lower than the budget estimate indicates.

PM Design Group proposal for Town of Yountville Public Parks Project number: TBD Page 6 of 7
Section 8. Payment Terms and Invoicing
Payment terms shall be made as outlined on proposal.

Architect's invoices which are in excess of any retainers are due within 30 (thirty) days from invoice date. A late charge of 1.5% per month shall be charged for invoice(s) not paid within 45 (forty-five) days from invoice date.

If invoice(s) become past due over 60 (sixty) days, from invoice date, Architect shall have the unilateral and unequivocal right to suspend performance of services under this agreement and withhold its instruments of service without liability for delay or for consequential or other damages which may result therefrom.

In the event Owner fails to pay Architect in full for services rendered, Architect has the right to any lien rights, collections, or attorney services it may have pursuant to all applicable provisions of the law, which include all costs of collection including but not limited to interest, agency collection fees and any attorney fees, if incurred.

Owner may not deduct, setoff, or otherwise withhold payment for services rendered in accordance with this Agreement. Any such claim for a deduction, setoff, or discount, must be pursued separately and in accordance with the mediation and arbitration provisions set forth herein.

In the event that the project is canceled or terminated prior to phase completion, a fixed fee contract for the phase terminated or canceled will be converted to a time and materials contract for the purposes of calculating any refunds or additional fees due.

Section 9. Insurance
Architect shall carry and maintain at its own cost all liability insurance during the term of this Agreement for damages arising from the provision of services by Architect:

A. Worker's Compensation and Employer Practices Liability insurance to the fullest extent required by law; B. Comprehensive General Liability Insurance $2M each occurrence; $4M aggregate C. Umbrella Excess Liability Insurance $5M
D. Comprehensive Automobile Liability Insurance covering owned, non-owned, and leased vehicles. $1M E. Professional Liability Insurance $2M each claim, $2M aggregate.

Section 10. Indemnification and Limitation of Liability In accordance with and in addition to any other indemnification provision contained in this agreement, and to the fullest extent permissible under State law, Owner expressly agrees to defend, indemnify, and hold Architect harmless from any claims, lawsuits, liabilities, and damages including attorney's fees, that may be asserted against Architect by any other representative, owners consultant (except Architects own consultants), contractor, subcontractor, material supplier or design professional involved with this Project or related to any services rendered under the Contract insofar as said claims, lawsuits, liabilities or damages are not caused by the negligence or intentional misconduct, error or omission of Architect.

In addition to any liability or obligation of Architect to the Owner that may exist under any other provision of this Agreement or by statute or otherwise, Architect shall defend, indemnify and hold harmless Owner from and against any all damages, costs, claims, attorney's fees, or liabilities which the Owner may sustain as a result of Architects negligence, error, omission or any infringement of any copyright, patent, or other property right resulting from the use or adoption of any designs, plans, drawings, or specifications furnished by Architect.

In the event that project requires environmental, geotechnical, land survey or dry utility sub-consultant services, these services can be included in the scope of services for coordination and payment by architect; however, owner agrees to defend, indemnify, and hold Architect harmless from liability arising from the work performed by these sub-consultant services. Architect will coordinate these services on behalf of the owner as a convenience to the owner.

The Architect and their consultants shall be responsible only for its own performance and work product and shall not be responsible for any delays, damages or costs to the extent they are caused by others, including but not limited to the Owner or Owners design consultants, contractors or material suppliers.

Section 11. Mediation and Arbitration
To the extent that a dispute arises between Architect and Owner related to or arising from this agreement, Architect and Owner agree that as a condition precedent to initiating arbitration, the parties will first attempt to resolve any dispute with the assistance of a mutually agreed upon mediator in the venue where a lawsuit could properly be filed. The parties shall share the expense of the mediation equally and will bear their own costs and attorney's fees with respect to the preparation for and attendance at mediation.

In the event that a resolution cannot be reached at the mediation, both parties agree to binding arbitration with a single arbitrator and pursuant to JAMS Construction Arbitration Rules. The cost of the arbitration will be shared equally by both parties. The prevailing party will be entitled to an award of costs and fees as determined by the Arbitrator.

Section 12. Use of Electronic Media
Copies of documents that may be relied upon by Owner are limited to the printed copies (also known as “hard copies” or “electronically printed PDF”) that are signed and sealed by Architect. Files in electronic media format or text, data, graphic or other types that are furnished by Architect to Owner which are not signed and sealed are only for convenience of Owner. Any conclusions or information obtained or derived from electronic files which are not “signed and sealed” (including native CAD files) will be at the user’s sole risk. When transferring documents in electronic media format, Architect makes no representations as to long-term compatibility, usability, or readability of documents resulting from the use of software application packages, operating systems or computer hardware differing from those in use by Architect at the beginning of this assignment.

Section 13. Specification of Materials
The Owner understands and agrees that products or building materials, which are permissible under current building codes and ordinances, may, at some future date, be banned or limited in use in the construction industry because of presently unknown hazardous characteristics. The Owner agrees that if any such product or material specified for this project shall, at any future date, be suspected or discovered to be a health or safety hazard, then the Owner agrees to waive all claims against the Architect, and to indemnify, defend and hold them harmless from any damage, liability or cost, including reasonable attorney's fees, arising in any way from the specification or use of any such product or material, excepting only those damages, liabilities or costs attributed to the sole negligence or willful misconduct of the Architect.

PM Design Group proposal for Town of Yountville Public Parks Project number: TBD Page 7 of 7
Section 14. Construction Observation
Owner acknowledges that periodic construction observation is strongly advised in order to minimize issues during construction due to changed conditions, conditions not previously known, conflicts among trades, errors or omissions by Contractors, designers or suppliers or others. Should the Architect not be retained to review construction, or should review of construction be unduly restricted, the Owner agrees to waive all claims against the Architect, and to indemnify, defend and hold the Architect harmless from any damage, liability or cost, including reasonable attorney's fees, to the extent allowable by law, and resulting in any way from problems during or after construction that allegedly result from work by the Architect.

Constructability issues shall be reported in writing to the Architect immediately upon discovery. Owner and Architect shall endeavor to work together to resolve all issues as expeditiously as possible.

Section 15. Opinions of Construction Cost
When included in Architect’s scope of services, opinions or estimates of probable construction cost are prepared on the basis of Architect’s experience and qualifications and represent Architect’s judgment as a professional generally familiar with the industry. However, since Architect has no control over the cost of labor, materials, equipment or services furnished by others, over contractor’s methods of determining prices, or over competitive bidding or market conditions, Architect cannot and does not guarantee that proposals, bids, or actual construction cost will not vary from Architect’s opinions or estimates or probable construction cost.

Section 16. Force Majeure
Neither party shall be deemed in default of the Agreement to the extent that any delay or failure in the performance of its obligations results from any cause beyond its reasonable control and without its negligence.

Section 17. Hourly Rates and Reimbursable Costs

PERSONNEL HOURLY RATE
President.............................................................................$200 Vice President.....................................................................$185 Regional Manager...............................................................$175 Program Manager, Sr. Project Manager..............................$175 CASp – Accessibility Program Manager .............................$170 Project Manager..................................................................$170 Asst. Project Manager, Sr. Job Captain ..............................$160 Job Captain.........................................................................$160 CAD Manager, Asst. CAD Manager, Drafter.......................$145 Project Coordinator.............................................................$135 Municipal Research and Permitting ....................................$100 Clerical/Administrator..........................................................$100

REIMBURSABLES
Travel, Subsistence & Misc. Expenses.............................cost + 10% Permit Fees ......................................................................cost + 10% Outside Reproduction Services .......................................cost + 10% Overnight Mail & Delivery ................................................cost + 10% Subcontracted Services ...................................................cost + 10% Mileage (IRS Published Rates) ........................................cost + 10% Each year we evaluate our current rate schedules. Rates may be modified based on employment market conditions, inflation, or other factors. We reserve the right to modify hourly billing rates based on these factors. Rate modifications only affect T&M contracts or potential additional service agreements.

IN WITNESS WHEREOF, the parties have executed this Agreement to be effective as of the date below.

Town of Yountville PM Design Group, Inc.

Click or tap here to enter text.
_____________________________________________
Owners Printed Name / Title
Ernest Wuethrich, CASp – Program Manager
_____________________________________________
PM Design Group Representative Printed Name / Title
_____________________________________________
Owners Signature ________________________________
PM Design Group Representative Signature
Click or tap here to enter text.
_____________________________________________
Date
10/25/23
_____________________________________________
Date
Town of Yountville
Staff Report
6550 Yount Street
Yountville, CA 94599
Agenda Item #: 8E
Yountville Town Council Staff Report
DATE: November 21, 2023
TO: Mayor and Town Council
FROM: Celia King, Finance Director
PREPARED BY: Celia King, Finance Director

RECOMMENDATION
Adopt Resolution Number 23-4238 Approving Revised Part-time Salary Schedule Implementing Increased Minimum Wage Requirement Effective January 1, 2024.

DISCUSSION/BACKGROUND
The Town Manager oversees the Classification Plan for all Town employees and shall make recommendations to the Council from time to time when changes are deemed necessary.

California Labor Code section 1182.12 requires the state to determine annually if the minimum wage rate should be adjusted for inflation. This year, although the relevant consumer price index (CPI) increased 6.16 percent, the provisions of section 1182.12 limited the minimum wage increase to 3.5 percent. The annual cost-of-living increase to the state’s minimum wage is part of a law enacted in 2016, SB3. That law phased in a $15 per hour minimum wage over a six-year period and the town met that requirement in 2022. In 2023, the state increased minimum wage to $15.50.

The state is now mandating that California’s minimum wage increase to $16.00 per hour for all employers as of January 1, 2024. The revised part-time salary schedule included at the end of this staff report reflects the implementation of this mandatory minimum wage increase.

Also included with this staff report as an attachment is a press release from the State of California Department of Industrial Relations requiring this increase.

It is important to reflect the wage increase across the board to all part-time positions in order to remain competitive while recruiting.

ENVIRONMENTAL REVIEW
Not Applicable

FISCAL IMPACT
Is there a Fiscal Impact? Yes Budgeted? Yes
Where is it Budgeted? Amongst appropriate departments.

Is it Mandatory or Discretionary? Mandatory
Is there a Staff Resource Impact? Nominal

STRATEGIC PLAN GOAL
Is item Identified in Strategic Plan? Yes
If yes, Identify Strategic Goal and Objective. Exceptional Town Services and Staff; Responsible Fiscal Policy.

Briefly Explain Relationship to Strategic Plan Goal and Objective. Exceptional Town Services and Staff:

The Town supports its talented staff who deliver high quality municipal programs and services while maintaining public infrastructure for the benefit of the community. Responsible Fiscal Policy: The Town maintains its fiscal health through policies designed to maximize economic opportunities, manage expenses, and ensure prudent reserves.

Town of Yountville
Resolution Number 23-4238

APPROVING REVISED PART-TIME SALARY SCHEDULE IMPLEMENTING INCREASED MINIMUM WAGE REQUIREMENT EFFECTIVE JANUARY 1, 2024.

Recitals
A. The Town Manager oversees the Classification Plan for all Town employees and shall make recommendations to the Council from time to time when changes are deemed necessary.

B. The revised part-time salary schedule reflects implementation of the mandatory minimum wage increase requirement that is scheduled to take effect on January 1, 2024.

C. California Labor Code section 1182.12 requires the state to determine annually if the minimum wage rate should be adjusted for inflation. This year, although the relevant consumer price index (CPI) increased 6.16 percent, the provisions of section 1182.12 limited the minimum wage increase to 3.5 percent. The annual cost-of-living increase to the state’s minimum wage is part of a law enacted in 2016, SB3.

D. The Part Time Salary Schedule has been updated to reflect this increase. It is important reflect the wage increase across the board to all part-time positions in order to remain competitive while recruiting.

Now therefore, the Town Council of the Town of Yountville does resolve as follows:

1. Approve revised part-time salary schedule implementing increased Minimum Wage requirement and increase to Maintenance Assistant salary range, effective January 1, 2024.

2. The Resolution is hereby adopted and becomes effective and in full force immediately upon adoption.

PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Yountville, State of California, held on this 21st day of November 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
__________________
Margie Mohler, Mayor
ATTEST:
_____________________
Eddy Gomez, Town Clerk

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Town of Yountville
Staff Report
6550 Yount Street
Yountville, CA 94599
Agenda Item #: 8C
Yountville Town Council Staff Report
DATE: November 21, 2023
TO: Mayor and Town Council
FROM: Eddy Gomez, Town Clerk
PREPARED BY: Eddy Gomez, Town Clerk

RECOMMENDATION
Appoint two (2) individuals to the Affordable and Workforce Housing Oversight Committee in the Lodging and Lodging or Business Categories with a term of office to commence immediately and expire on October 1, 2025.

DISCUSSION/BACKGROUND
During the November 2018 election, Yountville voters approved Measure S “An Ordinance of the People of the Town of Yountville Increasing the Transient Occupancy Tax by One Percent to Fund Programs and Services Related to Workforce and Affordable Housing. The Committee’s annual duties include:
• Review revenue receipts and expenditure funds.
• Review status of the programs and services, including the portion of programs and services funded with a combination of Measure S Funds and funds from other sources or accounts. • Prepare a report and make a presentation to the Town Council regarding Measure S Funds and the revenue receipts and expenditures and status of the programs and services.

Measure S Funds can only be used for programs and services related to affordable and workforce housing.

The proceeds may be spent locally within Yountville, and/or with specific appropriation by the Yountville Town Council they could be used to support an eligible regional affordable or workforce housing program or related services within Napa County. The measure does not bind the Town Council to use the proceeds for a specific housing project, development initiative or services, but allows for the Town Council to make the determination as to how best to appropriate Measure S Funds consistent with the restrictions on their use.

The Measure S Oversight Committee is a Town Council-appointed resident and business representative committee comprised of five (5) local residents and business community members and is comprised as follows:
• Three (3) Yountville Community Residents
• One (1) Yountville Lodging Business Representative*
• One (1) Yountville Non-designated Business Representative* Recruitment
This recruitment has been ongoing due to two vacancies being unfilled in the Lodging Business and NonDesignated Business representative category.

As of November 1, 2023, the Town has received two applications for the vacancies. The applications received are from:
• Alain Negueloua – Remington Hotels
• Robert V. Stout – Resident
The Town Council Handbook, Chapter II, Section Boards, Commissions, and Committee appointments state that “In the event the number of applicants equals the number of vacancies, the Town Council may waive the interviews and make the appointments based on the applicant's qualifications. This allows the Town Council to promptly fill available positions while ensuring all selected candidates meet the qualifications for their respective roles.”
Staff also requests the Town Council waive the bylaws and appoint resident Robert V. Stout in the NonDesignated Business category to fill the Commission fully. It is important to note that one of the current members owns a business and lives in the Town but applied and was appointed under the resident category thus providing the Committee with two members with business ties in the Town.

ENVIRONMENTAL REVIEW
Exempt per California Environmental Act (CEQA) Guideline, Section 15061(b)(3)

FISCAL IMPACT
Is there a Fiscal Impact? No
Is it Currently Budgeted? N/A
Where is it Budgeted? N/A
Is it Mandatory or Discretionary? Discretionary
Is there a Staff Resource Impact? Nominal

Briefly Explain Relationship to Strategic Plan Goal and Objective. The voters approved Measure S in November 2018 and the Town Council has implemented the Committee. The Town Council recognizes a vast and largely untapped reservoir of talent that exists among the Yountville community and encourages citizen participation to help govern the Town.

Town of Yountville
Committee Application Form
Personal Contact Information Has Been Redacted
First Name:

Alain
Middle Initial: Last Name:

Negueloua
Home Address: Home Address Line 2:

City:

Napa
State:

CA
Postal Code:
94558
Primary Phone: Alternate Phone: Email Address:

AFFORDABLE AND WORKFORCE HOUSING OVERSIGHT COMMITTEE
Lodging Property
Employer:

Job Title:

Interests & Experiences
Do you currently live in Yountville? No
Are you a Yountville Business Owner?
Are you registered to vote in Yountville? No
Why do you want to serve on this Board, Commission, or Committee? To make a contribution and be a part of the workforce housing solution to the Town of Yountville where I work overseeing the operations of both Bardessono Hotel & Spa and Hotel Yountville.

What do you perceive is the role of this Board, Commission, or Committee? To provide oversight and review of expenditures and to make recommendations to Town Council regarding the expenditures.

How would you represent the interests of the community? I operate two businesses in The Town of Yountville representing the interests of our, associates, the community, guests, and ownership.

What strengths/expertise/special skills would you bring to the Board, Commission, or Committee?
I have been in the hospitality industry for almost 40 years and as a General Manager for 24 years living and working in communities in California, New York, and Massachusetts.

I have a good understanding of business, and community relations. I also have been serving as a Board of Director for Visit Napa Valley since July 2018 You can find my resume at www.linkedin.com/in/alainnegueloua
Please describe your previous community service and volunteer experience.

Serving on the Board of Directors for Visit Napa Valley Volunteered at Napa Valley CanDo Served on the Board of Directors for Massachusetts Lodging Association Organized and executed many charity fund raising events from supporting clothing and food drives to supporting organizations such as ParentsCAN, and Share Our Strength No Kid Hungry Campaign.

Anything else you would like to tell us?
NA
Name, Addresses and Phone numbers of three (3) individuals familiar with your background (Please do not use council members as references).

Read & Agreed to Application Disclosures? Certified/Agreed Date: 2023-10-13 Signature: Alain Negueloua
Town of Yountville
Committee Application Form
Personal Contact Information Has Been Redacted
First Name:

Robert
Middle Initial:

V
Last Name:

Stout
Home Address: Home Address Line 2:

City:

Yountville
State:

CA
Postal Code:
94599
Primary Phone: Alternate Phone: Email Address:

AFFORDABLE AND WORKFORCE HOUSING OVERSIGHT COMMITTEE
Resident
Employer:

Job Title:

Interests & Experiences
Do you currently live in Yountville? Yes
Are you a Yountville Business Owner? No
Are you registered to vote in Yountville? Yes
Why do you want to serve on this Board, Commission, or Committee? I think that one of the more pressing issues facing California today is providing more affordable housing for it's residents. The State has required all municipalities to do their part to alleviate this. Finding funding is a major issue in this quest. Yountville, by passing Measure S, has provided for an ongoing source of funds to assist us in doing our part to help in resolving this problem.

What do you perceive is the role of this Board, Commission, or Committee? The Committee's role is to: A. Monitor and report to the Town Council on the revenues generated by Measure S B. To help ensure that projects and appropriations made by Council are for eligible affordable and/or workforce housing, C. Most importantly, are projects and appropriations the best use of the these monies that are consistent with the restrictions on their use.

How would you represent the interests of the community? I've lived in Yountville for seven years. I'm one of 20 plus volunteers (mostly Yountville residents) at the Welcome Center. I'm an Ambassador for and on the Board of the Yountville Chamber of Commerce. I am a veteran and have volunteered at the Veteran's Home. Rita and I get out a lot and have met many the staff at the tasting rooms and restaurants in town. I believe that gives me a good base of folks to talk to and, more importantly, listen to our residents hopes and concerns related to housing and the town's future.

What strengths/expertise/special skills would you bring to the Board, Commission, or Committee?
I have spent most of my life working for cities and counties as an auditor, a consultant or the governments chief financial officer. I understand how democracy works.

Preparing annual budgets requires knowing how to work with various with competing interests and concerns to achieve consensus on a final plan that can be adopted by the governing body. The amount of and placement of affordable and workforce housing has proved to be very contentious. I believe the knowledge and skills I have acquired over the years could be very valuable as Yountville moves forward on these issues.

Please describe your previous community service and volunteer experience.

I've mentioned several above, but I'm also on the Yountville Goodwill Coalition. I'm on the Board of the Bocce Club and the Friends of the Yountville Library. In previous lives, I was a member of the Fifth Connecticut Regiment (a revolutionary war reenactment group) and a Docent at the Keeler Tavern Museum in Ridgefield, Connecticut.

Anything else you would like to tell us?
I love this town. Moving here was one of the best decisions we've ever made. I will do anything I can to keep it as just a little piece of heaven.

Name, Addresses and Phone numbers of three (3) individuals familiar with your background (Please do not use council members as references).

Read & Agreed to Application Disclosures? Certified/Agreed Date: 24 October 2023 Signature: Robert V Stout
Town of Yountville
Staff Report
6550 Yount Street
Yountville, CA 94599
Agenda Item #: 8D
Yountville Town Council Staff Report
DATE: November 21, 2023
TO: Mayor and Town Council
FROM: John Ferons, Public Works Director
PREPARED BY: John Ferons, Public Works Director

RECOMMENDATION
Continue the Emergency Declaration for the Town of Yountville Recycled Water Transmission Main Repair pursuant to Yountville Municipal Code 3.32.390

DISCUSSION/BACKGROUND
Pursuant to Town of Yountville Municipal Code 3.32.390, Town Staff shall continue to make reports to Town Council at each regularly scheduled Town Council meeting until the emergency action is terminated by the Town Council. Town Council heard an Administrative Report at the February 21, 2023, Council meeting and determined the need to declare the emergency.

As a reminder, the Town owns and operates a Recycled Water Transmission Main that delivers treated wastewater to the golf course and various vineyard pond customers located on both the east and west sides of the Napa River. That transmission main is a 6-inch PVC pipe that traverses the floor of the Napa Valley from the treatment plant on the west side of the valley to various recycled water customers located on the east side of the valley. It was installed in 1977 and has been in continuous use since its inception. In one location the pipe crosses underneath the Napa River in a direct bury format, it is not installed within a casing pipe or encased in any protective concrete. It is at this location, underneath the Napa River, that a leak has been discovered.

Update:

1. The temporary river crossing remains in service delivering recycled water to the customers on the east side of the Napa River.

2. Now that harvest is completed in the region where the pipe is located, the project Geotechnical is now scheduling seismic refraction testing to further the directional boring portion of the design work. In the two weeks since the last update, some of the vineyard property owners have confirmed schedule and location for the testing.

Staff is working to receive all prior to the Geotech mobilizing and implementing the testing.

3. Town staff, the civil engineering consultant and environmental consulting firm continue design efforts on the preferred alignment.

4. Emergency status remains in place to help to assist and ensure all adequate funding sources are available.

ENVIRONMENTAL REVIEW
CEQA Cat Ex Class 1, Existing Facilities

FISCAL IMPACT
Is there a Fiscal Impact? No
Is it Currently Budgeted? Yes
Where is it Budgeted? WW-0042; 63-4518-5100; Recycled Water Transmission Main Repair Is it Mandatory or Discretionary? Mandatory
Is there a Staff Resource Impact? Nominal

STRATEGIC PLAN GOAL
Is item Identified in Strategic Plan? Yes
If yes, Identify Strategic Goal and Objective. Exceptional Town Services and Staff: The Town supports its talented staff who deliver high quality municipal programs and services while maintaining public infrastructure for the benefit of the community. Responsible Fiscal Policy: The Town maintains its fiscal health through policies designed to maximize economic opportunities, manage expenses, and ensure prudent reserves.

Briefly Explain Relationship to Strategic Plan Goal and Objective. The Town’s Recycled Water Program is critical infrastructure for the benefit of the community. The Recycled Water Transmission Main is necessary for the delivery of recycled water to our contract customers. A quick response facilitated by declaring an emergency is responsible fiscally because it reduces the time and cost associated with performing the repair which will reduce the Town’s exposure to any fines for regulatory non-compliance.

Town of Yountville
Staff Report
6550 Yount Street
Yountville, CA 94599
Agenda Item #: 8E
Yountville Town Council Staff Report
DATE: November 21, 2023
TO: Mayor and Town Council
FROM: Celia King, Finance Director
PREPARED BY: Kyle Batista, Financial Analyst
RECOMMENDATION:

Receive and file October 2023 Monthly Financial Report

DISCUSSION/BACKGROUND
The monthly financial reports are presented to provide a summary overview of revenues and expenses of the Town’s major funds: General Fund, Capital Projects Fund, Water and Wastewater Enterprise Funds.

See below for the October 2023 financial report.

October 2023 – 33.3% of the Fiscal Year
TOT collections included in the October 2023 monthly financial report are applicable to July through September 2023 TOT, covering 25% of the fiscal year.

Sales tax receipts lag 2½ - 3 months behind the actual collection period. Reported sales tax amounts are applicable to July and August sales tax revenues, or 16.7% of the fiscal year.

Larger allocations of property taxes are generally not received until November or December, after the first installment has been collected by Napa County.

Interest Income for the first quarter of Fiscal Year 2023/24 was higher than expected as reflected in the General Fund Investment Earnings amount and the Water and Wastewater Funds Interest Income accounts.

As stated in prior monthly finanical reports, General Fund department expenditures that appear to be higher than the percent of budget to date are because of payments that are due at the beginning of the fiscal year, such as a portion of the Chamber of Commerce contract, premiums for Liability and Worker’s Compensation Insurance, and expenditures related to the Parks & Recreation Summer Camp Program.

These expenditure accounts are leveling out as expected.

Water and Wastewater Enterprise Funds revenues and expenditures are on track with expected amounts.

The expected $2,000,000 Federal Grant revenue budgeted in Fund 63 Wastewater Capital Joint Treatment Capital Fund is applicable to the USDA low interest loan that the Town is pursuing for the Joint Treatment Plant Modifications project. The expected $1,000,000 Miscellaneous Revenue budgeted in the same fund is applicable to the $1,000,000 Emergency Recycled Water Transmission Main Repair Project that the Town is anticipating to be covered by Town property damage insurance.

ENVIRONMENTAL REVIEW
Exempt per California Environmental Act (CEQA) Guideline, Section 15061(b)(3)

FISCAL IMPACT
Is there a Fiscal Impact? Yes
Is it Currently Budgeted? Yes
Where is it Budgeted? Various Departments
Is it Mandatory or Discretionary? Discretionary
Is there a Staff Resource Impact? Nominal

STRATEGIC PLAN GOAL
Is item Identified in Strategic Plan? Yes
If yes, Identify Strategic Goal and Objective. Responsible Fiscal Policy: The Town maintains its fiscal health through policies designed to maximize economic opportunities, manage expenses, and ensure prudent reserves.

Briefly Explain Relationship to Strategic Plan Goal and Objective. Monthly budget and actual revenue and expense reports provide timely information and financial transparency. Timely financial information can help control costs by guiding policy and spending decisions.

TOWN OF YOUNTVILLE

MONTHLY FINANCIAL REPORT
October 31, 2023
General Fund Revenues
The following is a summary of General Fund revenue by major category as of October 31, 2023.

October is 33.3% of the Fiscal Year:

Revenues: Budget* Actual Variance % of Budget Note
Property Taxes 2,431,280 44,061 (2,387,219) 1.8% Note 1 Sales Taxes 1,695,000 256,547 (1,438,453) 15.1% Note 2
Other Taxes 164,000 - (164,000) 0.0%
Transient Occupancy Tax 7,775,000 2,796,632 (4,978,368) 36.0% Note 3 Investment Earnings 45,000 42,060 (2,940) 93.5%
Licenses & Permits 155,250 69,305 (85,945) 44.6%
Fines & Forfeitures 4,000 6,454 2,454 161.4%
Rents & Concessions 350,197 96,874 (253,323) 27.7%
Intergovernmental 205,000 96,747 (108,253) 47.2%
Parks & Recreation Fees 322,550 122,536 (200,014) 38.0% Charges for Services 184,600 50,465 (134,135) 27.3%
Impact Fees - - - 0.0%
Miscellaneous 123,445 29,363 (94,082) 23.8%
Other Sources - - - 0.0%
Total 13,455,322 3,611,045 (9,844,277) 26.8%
Transfers: Budget Actual Variance % of Budget Note
Tourist Imp. Dist. (Fund 22) 12,958 4,743 (8,215) 36.6% Total 12,958 4,743 (8,215) 36.6%
Note 1: Property taxes are generally not received until December, after the first installment has been collected by Napa County.

Note 2: Sales tax receipts lag 2½ - 3months behind the actual collection period.

Note 3: TOT is due one month after the collection period and received within 30 days after the collection period.

TOWN OF YOUNTVILLE

MONTHLY FINANCIAL REPORT
October 31, 2023
WATER CAPITAL IMPROVEMENT FUND (60) Budget Actual Variance % of Budget Revenues - System Replacement Fees 147,600 47,535 (100,065) 32.2% Impact Fees - 0.0%
Interest Income 4,500 3,916 (584) 87.0%
Transfers from General Fund (01) - 0.0%
Transfers from Wtr Op Fund (61) - 0.0%
Total Revenues 152,100 51,451 (100,649) 33.8%
Capital Improvement (60-4500) 344,043 19,830 (324,214) 5.8% Total Expenses 344,043 19,830 (324,214) 5.8%
Net Operating Income/(Loss) (191,943) 31,621 223,565
WATER OPERATING ENTERPRISE FUND (61) Budget Actual Variance % of Budget Revenues - Utilities 1,667,000 650,091 (1,016,909) 39.0% Interest Income 3,500 3,765 265 107.6%
Transfer-Water Subsidy (01) 6,000 - (6,000) 0.0%
Total Revenues 1,676,500 653,856 (1,022,644) 39.0%
O & M Expenses (61-4505) 774,932 214,610 (560,323) 27.7% Water Purchases (61-4507) 1,063,296 363,352 (699,944) 34.2% Total Expenses 1,838,228 577,962 (1,260,266) 31.4%
Net Operating Income/(Loss) (161,728) 75,894 237,622
WASTEWATER OPERATING ENTERPRISE FUND (62) Budget Actual Variance % of Budget Revenues - Utilities 2,531,000 1,005,500 (1,525,500) 39.7% Interest Income 7,500 5,986 (1,514) 79.8%
Transfer-Wastewater Subsidy (01) 6,000 - (6,000) 0.0%
Total Revenues 2,544,500 1,011,486 (1,533,014) 39.8%
-
WW Collection (62-4510) 512,580 146,531 (366,049) 28.6% WW Treatment (62-4515) 1,702,024 459,321 (1,242,703) 27.0% Transfer to Capital (63/64) 500,000 - (500,000) 0.0%
Total Expenses 2,714,604 605,852 (2,108,752) 22.3%
Net Operating Income/(Loss) (170,104) 405,634 575,738
JOINT TREATMENT CAPITAL FUND (63) Budget Actual Variance % of Budget Federal Grant 2,000,000 - (2,000,000) 0.0%
Miscellaneous Revenue 1,000,000 250,000 (750,000) 25.0% System Replacement Fees 240,000 79,130 (160,870) 33.0%
Revenues Capital Recovery Vets 50,000 50,000 - 100.0%
Interest Income 25,000 31,454 6,454 125.8%
Transfer from Wastewater Operating (62) 50,000 - (50,000) 0.0% Total Revenues 3,365,000 410,584 (2,954,416) 12.2%
WW Joint Treatment Plant (63-4518) 4,716,484 226,030 (4,490,454) 4.8% Total Expenses 4,716,484 226,030 (4,490,454) 4.8%
Net Operating Income/(Loss) (1,351,484) 184,554 1,536,038 WASTEWATER UTILITY CAPITAL FUND (64) Budget Actual Variance % of Budget Transfer from WW Operating (62) 450,000 - (450,000) 0.0% Impact Fees - - - 0.0%
Interest Income 6,000 4,269 (1,731) 71.2%
Total Revenues 456,000 4,269 (451,731) 0.9%
-
WW Capital Improvement (64-4519) 1,069,651 8,096 (1,061,554) 0.8% Transfer to Debt Service (55) 30,043 30,043 - 100.0%
Total Expenses 1,099,694 38,139 (1,061,554) 3.5%
Net Operating Income/(Loss) (643,694) (33,870) 609,824
Town of Yountville
Staff Report
6550 Yount Street
Yountville, CA 94599
Agenda Item #: 11A
Yountville Town Council Staff Report
DATE: November 21, 2023
TO: Mayor and Town Council
FROM: Brad Raulston, Town Manager
PREPARED BY: Brad Raulston, Town Manager
RECOMMENDATION:

Consider adoption of Resolution Number 23-4239 Approving reclassification of the Finance Director/Treasurer position to Administrative Services Director including new job description and new employment agreement; ratify the appointment of Celia King to the position; and introduce and waive the first reading of Ordinance Number 23-525 Reclassifying the Finance Director/Treasurer position to Administrative Services Director and updating the Yountville Municipal Code to reflect the reclassification.

DISCUSSION/BACKGROUND
In accordance with the Yountville Municipal Code, the Town Manager is responsible for the administration of the Town’s personnel system, including the maintenance of the Town’s employee Classification Plan. The Classification Plan is a listing of approved positions, a salary schedule of the ranges and steps for each position, and Job Descriptions that detail the requirements of each position. All three elements are administrated by the Town Manager and approved by the Town Council. Part of the duties of the Town Manager is to recommend changes to the personnel system for Council consideration.

The Town Manager has been assessing and evaluating the Town’s current organizational structure and identifying potential areas of improvement in the current staffing model.

After reviewing the current Finance Director/Treasurer position with a focus on the implementation of Town Council goals and future needs of day-to-day Town operations, the Town Manager recommends that this position be expanded into the Administrative Services Director classification. The reclassified Administrative Services Director classification will fulfill all the duties of the Finance Director/Treasurer as described in the Town of Yountville Municipal Code and will additionally manage the Administrative Services Department, which is composed of the Finance, Human Resources, and Risk Management divisions. Per the Town’s Personnel Rules, reclassification is appropriate when the assigned duties of a position have been materially changed. A new job description reflecting the proposed job duties and assignments performed by the Administrative Services Director has been drafted and copies of both the current and proposed job descriptions are included for the Town Council to review.

The reclassification of the Finance Director/Treasurer position necessitates an amendment to the Town’s Municipal Code because that position title is referenced throughout the Code. Ordinance Number 23-525 would add section 2.28.050 to the Town’s Municipal Code, which would clarify that all references in the code to “Finance Director/Treasurer,” “Finance Director,” and/or “Treasurer,” also mean “Administrative Services Director.” Section 2.28.050 would also clarify that the Administrative Services Director exercises all powers and duties of the Finance Director/Treasurer.

Like the Finance Director position, the Administrative Services Director position will be an At-Will position and subject to the conditions of employment as set forth in the Administrative Services Director's employment agreement. The Town Manager has appointed Celia King, the incumbent in the Finance Director position, to this proposed position of Administrative Services Director. Attached to the resolution accompanying this staff report are: (1) the new employment agreement for Celia King as Exhibit “A”, and (2) the new job description for Administrative Services Director as Exhibit “B”.

Along with this reclassification, the Town Manager recommends an increase in salary, to adequately compensate the incumbent for an increase in duties, of 5% over the current Finance Director's salary as shown below:

Current Finance Director monthly Salary - Entry Control Point Top $12,424.46 $13,804.77 $17,462.77
Proposed Administrative Services Director monthly Salary - Entry Control Point Top $13,045.68 $14,495.01 $18,335.91
The incumbent in this position is presently assigned to the top of the Finance Director salary range and would be assigned to the top of the proposed new range for the Administrative Services Director position. The additional cost for this change in salary at the top of the range is $10,478 per year.

This additional cost would be covered by increasing the Administrative Services Director position allocation to administrative functions within the Town Manager’s Department budget, and utilizing available salary savings generated by the current vacancy in the Deputy Director of Human Resources/IT position.

ENVIRONMENTAL REVIEW
Not Applicable

FISCAL IMPACT
Is there a Fiscal Impact? Yes
Is it Currently Budgeted? Yes
Where is it Budgeted?
Is it Mandatory or Discretionary? Discretionary
Is there a Staff Resource Impact? Nominal

Briefly Explain Relationship to Strategic Plan Goal and Objective. The proposed modification to the Finance Director position would optimize this position, and thus promote more streamlined and practical duties for the position.

Town of Yountville
Resolution Number 23-4239

APPROVING RECLASSIFICATION OF THE FINANCE DIRECTOR/TREASURER TO

ADMINISTRATIVE SERVICES DIRECTOR INCLUDING NEW JOB DESCRIPTION AND NEW

EMPLOYMENT AGREEMENT, AND RATIFYING THE APPOINTMENT OF CELIA KING TO THE POSITION.

Recitals
A. WHEREAS, pursuant to Yountville Municipal Code section 2.08.030, subd. A., the Town Manager may recommend to the Town Council reorganization of officers, departments or divisions as may be indicated in the interests of the efficient, effective and economical conduct of the Town’s business; and pursuant to Yountville Personnel Rules and Policies Section 6.G.1., the Town Manager oversees the Classification Plan for all Town employees and shall make recommendations to the Town Council from time to time when changes are deemed necessary; and B. WHEREAS, the Town Manager has reviewed the current Finance Director position and determined that reclassification to Administrative Services Director is appropriate; and C. WHEREAS, the Town Manager recommends that the Administrative Services Director salary range be established at 5% above the current Finance Director salary range; and D. WHEREAS, Yountville Municipal Code section 2.28.010 authorizes the Town Manager to appoint a Finance Director; and
E. WHEREAS, the Town Manager has appointed Celia King to the position of Administrative Services Director effective November 21, 2023 and pursuant to a written Employment Agreement; and F. WHEREAS, Yountville Municipal Code section 2.08.030, subd. A., requires the Town Council to ratify the Town Manager’s appointment of the Finance Director.

Now therefore, the Town Council of the Town of Yountville does resolve as follows:

1. The position of Finance Director/Treasurer is hereby reclassified to Administrative Services Director.

2. The Town Council hereby ratifies the appointment by the Town Manager of Celia King to the position of Administrative Services Director effective November 21, 2023 and approves the Employment Agreement attached hereto as Exhibit “A”.

3. The Town Council hereby approves and adopts the job description attached hereto as Exhibit “B”.

4. The following monthly salary range is established for the Administrative Services Director position and incorporated into the Monthly Salary Schedule:

Effective November 21, 2023 Entry Control Point Top
$13,045.68 $14,495.01 $18,335.91

5. The Town Clerk shall attest and certify to the passage and adoption of this Resolution, and it shall become effective immediately upon its approval.
2 Resolution Number 23-4239
PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Yountville, State of California, held on this 21st day of November, 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
__________________
Margie Mohler, Mayor
ATTEST:
_____________________
Eddy Gomez, Town Clerk
3 Resolution Number 23-4239
Exhibit “A”

EMPLOYMENT AGREEMENT

BETWEEN THE TOWN OF YOUNTVILLE AND CELIA KING

ADMINISTRATIVE SERVICES DIRECTOR

RECITAL
The Town Manager has selected Celia King (hereafter, “Director”) to serve as Administrative Services Director of the Town of Yountville (hereafter, the “Town”) effective November 21, 2023 and Celia King accepts such employment subject to approval of this employment agreement (hereafter, this “Agreement”). Accordingly, the parties agree as follows:

AGREEMENT

1. Effective Date
This Agreement shall become effective on November 21, 2023, and after it has been executed by Director and the Town Manager.

2. Term of Employment
Pursuant to the Town Personnel Rules and Policies, Director serves at the pleasure of the Town Manager and on an “at will” basis and has no property interest in or right to her continued employment during the term of this Agreement, subject to the terms and provisions of this Agreement as set forth below. This Agreement will remain in full force and effect until one of the parties terminates it as provided in this Agreement.

3. Duties; Hours of Work
A. Director shall perform those functions and duties specified by State law, the Yountville Municipal Code, any applicable job description, and by direction of the Town Manager. Director shall perform such duties in accordance with the highest professional and ethical standards of the Director position. Director shall not engage in any activity, which is, or which may become, incompatible with the Town of Yountville or office of Director, as provided for by federal, state, and local law. During the term of this Agreement, Director shall be exclusively employed by the Town, unless prior authorization otherwise is received from the Town Manager, which authorization will not be unreasonably withheld.

B. Director shall maintain a regular work schedule consistent with that approved for other management employees of the Town. Director’s duties may require more than eight (8) hours per day 4 Resolution Number 23-4239
and/or forty (40) hours per week, and may also include time outside normal office hours such as attendance at Town Council and board and commission meetings. Director is an exempt employee under the Fair Labor Standards Act and shall not be entitled to additional compensation for such time.

4. Compensation
A. Director shall receive an annual base salary of $220,031 payable in equal semi-monthly payments to be made at the same time as other employees are paid.

B. Director’s compensation shall be reviewed with the Town Manager at least annually in connection with the annual review required by section 14 below or at other times as may be determined by Town Manager. Merit based salary increases for Director are at the sole discretion of the Town Manager during the term of this Agreement, dependent on the quality of job performance by Director as determined by the Town Manager and the Town’s fiscal condition.

C. Salary increases are based on merit only and may be revoked in the event Director receives an unsatisfactory evaluation, either at the annual evaluation or at any additional evaluation completed by the Town Manager. If the Town Manager revokes a salary increase based on an unsatisfactory evaluation, Director’s salary shall be decreased to an appropriate step as determined by the Town Manager.

D. The Town Manager may, on an annual basis, award special performance one-time cash bonuses not to exceed $3,000. These one-time cash bonuses may be given any time during the year provided the Director received at least a Standard rating on her last evaluation. Such one-time cash bonuses are not considered pensionable compensation.

E. Director will be responsible for 100% of the employee contribution to the California Public Employees Retirement System (“PERS”), which, for those employees classified as “miscellaneous” employees under PERS, is currently 8% for “classic” PERS members and subject to change.

5. Health Insurance
A. Town shall contribute an amount equal to 100% of the cost of the Kaiser Health plan provided to Director through the PERS Health program. The cost shall be determined for each insurance coverage type as currently defined by PERS Health Program: employee only, employee and one (1) dependent, and employee and two (2) plus dependents. Any balance owed by the employee for a plan selected which costs more than the contribution provided for by the Town shall be deducted by use of payroll deduction upon effective date of health benefits. The Town will pay full cost of dental plan available through the Town for Director and dependents.

B. Director may elect not to receive health coverage from the Town. If Director elects not to receive health coverage from the Town, she will be required to sign a release form and will thereafter receive monthly payments equal to five hundred dollars ($500) per month of health coverage reimbursement. From time-to-time, said amount will be adjusted as set forth in this Agreement. 5 Resolution Number 23-4239

6. Life Insurance
Town shall provide term life insurance in the amount of Director’s base salary not to exceed $150,000.

Such life insurance shall be provided through the same insurance company providing life insurance to other Town employees, or by another insurer acceptable to Town.

7. Administrative Leave
Director shall devote her full time to this position and shall not be eligible for any overtime compensation. In lieu of any overtime compensation, Director shall receive eighty (80) hours per year as reimbursement for attending evening and weekend meetings and other events requiring representation of the Town.

Hereafter, by June 30 of each year, Director may cash out any available balance of Administrative Leave. Any remaining balance will expire on July 1 of each year, and will not carry over.

8. Annual Vacation Leave
Director is subject to the Town Personnel Rules and Policies regarding the accumulation of vacation time and payment for unused vacation time upon separation.

9. Other Leaves and Benefits
Town shall afford Director such other benefits as are provided to other management employees of the Town on the same terms as provided to those employees except as otherwise expressly provided herein.

10. Automobile Allowance
In recognition of the fact that the Director’s normal duties require frequent use of an automobile, Director shall receive $200 per month as an automobile allowance.

11. Residency
Director and Town mutually agree that it is desirable for Director to live within close proximity to the Town of Yountville Town Hall to fully and effectively execute Director’s duties under this Agreement, the Yountville Municipal Code, any applicable job description, and other applicable federal, state, and local law. Director hereby agrees to and shall, for the duration of this Agreement, establish and maintain her primary residence within a 30-minute travel time to and from Yountville Town Hall located at 6550 Yount Street, Yountville, CA 94559.

12. Professional Memberships & Meetings; Other Expenses Town recognizes that certain expenses of a non-personal and job-related nature may be incurred by Director. Town agrees to reimburse Director for reasonable expenses which are authorized by the Town budget, approved of in advance by the Town Manager, and which are supported by expense receipts, statements, or personal affidavits, and audited in like manner as other demands against the 6 Resolution Number 23-4239
Town.

13. Retirement Program and Deferred Compensation
Town shall provide the same PERS retirement benefits to Director as are received by other employees of the Town who are classified as “classic” employees under PERS. “Classic” PERS members (i.e., those members not defined as “new members” under PEPRA) will receive retirement benefits calculated at a benefit formula of 2.7% at age 55. Town shall match Director up to 7% of base salary per month into a deferred compensation plan.

14. Annual Performance Evaluation
The Town Manager shall evaluate Director’s performance at least once annually. The Town Manager and Director shall annually develop mutually agreed performance goals and criteria which the Town Manager shall use in reviewing Director’s performance in the following year. It shall be Director’s responsibility to initiate this review each year. Director will be afforded an adequate opportunity to discuss each evaluation with the Town Manager.

15. Indemnification
Town shall defend, hold harmless and indemnify Director against any claim, demand, judgment, or action of any type or kind arising within the course and scope of Director’s employment to the extent required by Government Code Sections 825 and 995.

16. Other Terms and Conditions of Employment
A. The Town Manager may from time to time fix other terms and conditions of employment relating to the performance of Director, provided such terms and conditions are not inconsistent with or in conflict with the provision of this Agreement, the Yountville Municipal Code, or other applicable law.

B. The provisions of the Town’s Personnel Rules and Regulations (“Rules”) applicable to other management employees of the Town shall apply to Director, except that if the specific provisions of this Agreement conflict with the Rules, the terms of this Agreement shall prevail.

Without limiting the generality of the exception noted in the previous sentence, however, no provision of the Rules or this Agreement shall confer upon Director a property right in her employment or a right to be discharged only upon cause. Director is an at-will employee serving at the pleasure of the Town Manager and may be dismissed at any time with or without cause, subject only to the provisions of this Agreement.

C. Director shall be exempt from paid overtime compensation and from Social Security taxes other than the mandatory Medicare portion of such taxes.

17. Termination
A. Director is not part of the competitive (classified) service and therefore is an at-will 7 Resolution Number 23-4239
employee. As an at-will employee, Director may be terminated with or without cause, and without advance notice.

B. If Director is terminated by the Town Manager without cause, Director, after termination and upon executing a claim waiver and release of liability, will be entitled to three months of severance pay at Director’s base salary rate. The severance pay will be paid at the time of separation from Town employment.

C. If Director is terminated by the Town Manager for cause, Director is not entitled to any severance pay whether or not advance notice is provided. If Director is terminated for cause, Director must be given notice of the cause and supporting evidence. Director is entitled to meet with the Town Manager at which time Director may reply orally and/or in writing to the cause and supporting evidence. The meeting is not an evidentiary hearing. There is no right to appeal the Town Manager’s decision.

The Town Manager’s decision is final. For purposes of this Agreement, the term “for cause” shall include any of the following:
(i) use of alcohol or drugs that impedes performance of duties; (ii) conviction of a felony or misdemeanor involving moral turpitude (a plea or verdict of guilty or a conviction following a plea of nolo contendere is deemed a conviction for this purpose);
(iii) a proven claim of either sexual harassment or abuse of employees in violation of law or adopted Town policy;
(iv) willful and repeated failure to carry out the lawful directives or policy decisions of the Town Council or the Town Manager; or
(v) willful abandonment of the position or continued and unexcused absence from duty.

D. Director may voluntarily terminate employment, by resignation or retirement or some similar other manner, at any time during the term of this Agreement, subject to at least 30 days’ written notice by Director to the Town Manager, unless the Town Manager and Director agree otherwise. In such case, Town shall have no further obligation to provide payments and benefits, including severance benefits, upon the effective date of termination of employment, other than payment of accrued vacation leave or other payments required by law.

E. Notwithstanding any other provision of this Section 17 to the contrary, the Town Manager shall not terminate Director without cause for a period of 120 days following his or her appointment as the Town Manager. The purpose of this Subsection 17.E. is to allow a newlyappointed Town Manager sufficient time to observe the actions and abilities of Director in the performance of her duties under this Agreement, any applicable job description, and other applicable federal, state, and local law. After the expiration of the 120-day period, there shall be no limitation on the Town Manager’s ability to terminate Director without cause in accordance with this Agreement. 8 Resolution Number 23-4239
Nothing in this Subsection 17.E. shall limit the authority of the Town Manager to terminate Director for cause, or the authority of Director to voluntarily terminate employment, in accordance with this Agreement.

18. Compliance With Law
This Agreement is subject to all applicable provisions of federal and state law, the provisions of the Yountville Municipal Code, and to any other ordinances, rules, and regulations of the Town applicable to the Director.

19. General Provisions
A. This Agreement constitutes the entire agreement between the parties. Town and Director hereby acknowledge that they have neither made nor accepted any other promise or obligation with respect to the subject matter of this Agreement.

B. If any provision or any portion of this Agreement is held to be unconstitutional, invalid or unenforceable, the remainder of the Agreement shall be deemed severable and shall not be affected and shall remain in full force and effect.

C. Any notice to Town pursuant to this Agreement shall be given in writing, either by personal service or by registered or certified mail, postage prepaid, addressed as follows:

Town Manager
Town of Yountville 6550 Yount Street
Yountville, CA 94599
With a courtesy copy to the Town Attorney at the following address or the address then shown in the records of the Town for the Town Attorney:

Gary B. Bell, Esq.

Yountville Town Attorney
420 Sierra College Drive, Ste. 140 Grass Valley, CA 95945-5091.

Any notice to Director shall be given in a like manner, and, if mailed, shall be addressed to Director at the address then shown in Town’s personnel records. For the purpose of determining compliance with any time limit stated in this Agreement, a notice shall be deemed to have been duly given (a) on the date of delivery, if served personally, or (b) on the second calendar day after mailing, if mailed.

D. Venue for any disputes arising from or relating to this Agreement shall lie in the Superior Court of California for the County of Napa. If an action at law or in equity is necessary to enforce or interpret this Agreement, the prevailing party shall be entitled to reasonable and actual attorneys’ fees and costs with respect to the action.

E. A waiver of any of the terms and conditions of this Agreement shall not be construed as a general waiver and either party shall be free to enforce any term or condition of this Agreement 9 Resolution Number 23-4239
with or without notice to the other notwithstanding any prior waiver of that term or condition.

20. Amendments
This represents the entire agreement between the parties. Amendments to this agreement may be made at such times as approved by the Town Manager and Director and shall be in writing.

TO EFFECTUATE THIS AGREEMENT, the parties have caused their duly authorized representatives to execute this Agreement on the dates set forth below.

DIRECTOR:
_______________________________
Celia King
Dated: ______________________
APPROVED AS TO FORM:
_______________________________
Gary B. Bell, Town Attorney
Dated: ______________________
TOWN:
_______________________________
Brad Raulston, Town Manager
Dated: ______________________
ATTEST:
_______________________________
Eddy Gomez, Town Clerk
Dated: ______________________
Resolution Number 23-4239
327768.1

EXHIBIT B

TOWN OF YOUNTVILLE

JOB DESCRIPTION
Administrative Services Director

DEFINITION
Under general administrative direction, plans, organizes, manages, and provides administrative oversight for all functions and activities of the Administrative Services Department including Finance, Human Resources and Risk Management. and serves as Finance Director as described by the Town of Yountville Municipal Code. Coordinates activities with other Town officials, departments, outside agencies, organizations, and the public. Provides complex staff support to the Town Council and Town Manager, and performs related duties as assigned.

DISTINGUISHING CHARACTERISTICS
The Administrative Services Director is responsible for establishing, interpreting, and carrying out overall Town and departmental policies and programs; is expected to independently perform the full scope of administrative, analytical, and management duties for the Administrative Services Department which is composed of the following divisions: Finance, Human Resources, and Risk Management. This classification is distinguished from the next higher-level classification of Town Manager in that the latter has overall responsibility for administering the Town’s operations.

SUPERVISION RECEIVED AND EXERCISED
Receives direction and supervision from the Town Manager and policy direction from the Town Council.

Exercises direct and indirect supervision over professional, technical, and administrative support staff.

EXAMPLE OF DUTIES
Duties may include, but are not limited to, the following:
• Manages the full scope of all Finance Division services and activities including treasury, ledgers, payroll, payables, receivables, utility billing, and purchasing. • Manages the full scope of all Human Resources Division services and activities including recruitment, selection and placement, training and development, labor relations, contract negotiations and arbitration, personnel records maintenance, and the administration of the classification and compensation systems. • Prepares financial reports and oversees annual independent audit of Town's financial transactions. • Manages the development and implementation of Administrative Services Department goals, objectives, policies, and priorities for each assigned service area; establishes, within Town policy, appropriate service and staffing levels; allocates resources accordingly. • Plans, directs, and coordinates, through subordinate level managers/staff, the Administrative Services Department’s work plan, assigns projects, and programmatic areas of responsibility; reviews, and Resolution Number 23-4239
327768.1
evaluates work methods, and procedures; meets with management staff to identify, and resolves problems.
• Assures compliance with Town policies, contracts, and ordinances, as well as Federal, State, and local Human Resources Management regulations.
• Continuously monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures; assesses and monitors workload, administrative and support systems, and internal reporting relationships; identifies opportunities for improvement; directs the implementation of changes. • Represents the Administrative Services Department to other Town departments, elected officials, and outside agencies.
• Selects, trains, motivates, and evaluate Administrative Services Department personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures.
• Manages and participates in the development and administration of the Administrative Services Department budget; directs the forecast of additional funds needed for staffing, equipment, materials, and supplies; directs the monitoring and approval of expenditures; directs the preparation and implementation of budgetary adjustments as necessary.
• Coordinates Administrative Services Department activities with those of other departments and outside agencies and organizations; provides staff assistance to the Town Manager and Town Council; prepares and presents staff reports and other correspondence.
• Participates in Town’s financial activities; assumes significant responsibilities during the Town’s annual budgetary process; provides a variety of financial reports for the Town Manager; prepares revenue estimates; maintains capital, and operational budget.
• Prepares for and assists in bargaining unit contract negotiations, grievances, and arbitration; administers the provisions of existing employee contracts and agreements; advises staff regarding provisions of contracts and agreements.
• Directs the administration of the classification and compensation plan; establishes job specifications and salary ranges for positions; initiates and conducts wage and benefit surveys; analyzes, evaluates, and makes recommendations on proposed job classifications.
• Directs the recruitment, interviewing, testing, selection, and placement of all employees; establishes and administers the performance evaluation program; administers promotion, transfer, and separation procedures of employees.
• Oversees and administers employee disciplinary policies and procedures; provides assistance to staff on disciplinary issues and actions to be taken; administers formal grievance procedure; participates in hearings and assists management staff in preparing and processing responses to grievances. • Directs the preparation of personnel and employment reports to Federal and State agencies and the Town Council.
• Directs the preparation and maintenance of personnel rules, records, reports, employee handbooks, orientation manuals, and other related documents and publications. • Directs the Department’s training and development program. • Oversees administration of Risk Management programs and policies, including processing, coordination and record keeping of property damage, public liability, and worker’s compensation claims; oversees the Resolution Number 23-4239
327768.1
maintenance of all insurance and self-insurance policies; develops and implements risk management policies and procedures; serves as Town’s representative to self-insurance joint powers authorities as required.
• Attends and participates in professional group meetings and stays abreast of new trends and innovations in the field of finance, human resources and risk management. • Serves as the designated Town Treasurer with responsibility for investment of Town funds consistent with Town policies.
• In the absence of the Town Manager, may assume the responsibility of the Town Manager as needed. • Assists with the Town’s response to emergency situations as a part of the Town’s Emergency Operations Center (EOC) staff.
• Performs related duties as required.

MINIMUM QUALIFICATIONS
Knowledge of:
• Advanced principles and practices of public administration, including organization, functions, and problems of municipal government
• Advanced principles of modern governmental accounting, public finance, and fiscal planning • Advanced internal control procedures, management information systems • Office automation, and computerized financial applications • Payroll, and accounts payable functions
• Budgetary, accounting, and reporting systems, GAAFR, GAAP and GASB • Advanced principles and practices of municipal budget preparation and administration • Principles and practices of public sector Human Resources administration including recruitment, selection, classification, compensation, benefits administration, and employee and labor relations • Principles and practices of wage and salary benefit administration, job analysis, labor negotiations, and conducting employee investigations
• Principles and practices of public sector risk management • Methods of report preparation and presentation
• Principles and practices of program development and administration • Principles and practices of strategic planning, organization, management, supervision, training, and performance evaluation
• Principles of effective public relations and interrelationships with community groups and agencies, private businesses and firms, and other levels of government
• Advanced methods and techniques of research and statistical analysis • Applicable federal, state, and local laws, codes, regulations, and statutes Ability to:
• Provide effective leadership and coordinate the activities of assigned areas of responsibilities • Develop and administer Town-wide and departmental goals, objectives, and procedures • Analyze and define problems, identify, and evaluate alternative solutions, project consequences of proposed actions, and implement recommendations in support of goals • Manage and direct a comprehensive public sector Human Resources management program • Effectively administer Risk Management activities for the Town • Analyze and assess programs, policies, and operational needs and make appropriate adjustments • Identify and respond to sensitive community and organizational issues, concerns, and needs • Plan, organize, direct, and coordinate the work of assigned staff • Delegate authority and responsibility
• Select, supervise, train, and evaluate staff
• Research, analyze, and evaluate new service delivery methods and techniques Resolution Number 23-4239
327768.1
• Oversee and participate in classification and compensation functions and apply classification and compensation principles to the organization and staffing of the agency • Develop, implement and maintain an effective and efficient employee recruitment, selection, and retention program; review and resolve employee grievances in accordance with labor agreements • Administer contract services
• Negotiate and resolve complex issues
• Make effective public presentations
• Participate effectively in labor negotiations
• Interpret and present Town personnel programs and policies to employees and the public • Prepare clear and concise administrative and financial reports • Prepare and administer large and complex budgets
• Interpret and apply applicable Federal, State, and local policies, laws, and regulations; Communicate clearly and concisely, both orally and in writing;
• Establish and maintain effective working relationships with those contacted in the course of work.

Education: Equivalent to a bachelor’s degree from an accredited college or university with major course work in finance, business or public administration, human resources management, or a closely related field. A master’s degree in a related field is highly desirable.

Experience: Six years of increasingly responsible public administrative, financial management and operations, or human resources and labor relations experience, including two years of management and supervisory responsibility.

TOOLS AND EQUIPMENT USED
Operate an office computer and a variety of word processing, spreadsheet and other software applications.

PHYSICAL DEMANDS
The physical demands described here are representative of those that must be met any an employee to successfully perform the essential functions of this job in compliance with the American with Disabilities Act (ADA) requirements. On a case-by-case basis, reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Work is performed mostly in office setting. Handeye coordination is necessary to operate computers, and various pieces of office equipment.

While performing the duties of this job, the employee is occasionally required to stand; walk; use hands to finger, handle feel or operate objects, tools, or controls; and reach with hands and arms. The employee is occasionally required to sit; climb or balance; stoop, kneel, crouch, or crawl; talk or hear; and smell. The employee must occasionally lift and/or move up to 25 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus.

WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this position. The noise level in the work environment is usually quiet to moderate but can be noisy due to existing office configuration. Because the working environment is in a public administrative setting, the incumbent works with frequent deadlines, constant interruptions and, at times, impatient and irate customers.

SELECTION GUIDELINES
Resolution Number 23-4239
327768.1
Formal application, rating of education and experience; oral interview and reference check; job related tests may be required.

The duties listed above are intended only as illustrations of the various types of work that may be performed.

The omission of specific statements of duties does not exclude them from the position if the work is similar, related, or logical assignment to the position.

This position description does not constitute an employment agreement between the Town of Yountville and any employee and is subject to change by the Town as the needs of the Town and requirements of the position change, in accordance with applicable MOU provisions.

Approval:

Town Manager
Effective Date: ________________

Revision History:

Version: _______________________ Effective Date:

Town of Yountville
Ordinance Number 23-525

AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF YOUNTVILLE

RECLASSIFYING THE FINANCE DIRECTOR/TREASURER POSITION TO ADMINISTRATIVE SERVICES DIRECTOR AND UPDATING THE TOWN’S

MUNICIPAL CODE TO REFLECT THE RECLASSIFICATION
WHEREAS, Yountville Municipal Code section 2.28.010 establishes the office of Finance Director/Treasurer and Yountville Municipal Code section 2.28.020 establishes the powers and duties of the office of Finance Director/Treasurer; and WHEREAS, pursuant to Yountville Municipal Code Section 2.08.030, the Town Manager may recommend to the Town Council reorganization of officers, departments or divisions as may be indicated in the interests of the efficient, effective and economical conduct of the Town’s business; and pursuant to Yountville Personnel Rules and Policies Section 6.G.1., the Town Manager oversees the Classification Plan for all Town employees and shall make recommendations to the Town Council from time to time when changes are deemed necessary; and
WHEREAS, the Town Manager has reviewed the current Finance Director/Treasurer position and determined that reclassification to Administrative Services Director is appropriate; and
WHEREAS, the Town Council now wishes to amend the Yountville Municipal Code to implement this change.

Now, therefore, the Town Council of the Town of Yountville does ordain as follows:

SECTION 1. CODE AMENDMENT: Yountville Municipal Code section 2.28.050 is hereby added to read as follows:

2.28.050 Administrative Services Director
All references in this code to “Finance Director/Treasurer,” “Finance Director,” and/or “Treasurer,” shall also mean “Administrative Services Director.” The Administrative Services Director shall exercise all powers and duties of these positions enumerated in this code and/or in policies, resolutions, or procedures adopted by the Town Council.

SECTION 2. CEQA: The Town Council has considered all of the evidence in the record, including the staff reports, the testimony received during the meeting on the matter held by the Town Council, and hereby determines that this Ordinance is exempt from review under the California Environmental Quality Act (CEQA). Pursuant to section 15061(b)(3) of the CEQA Guidelines, CEQA applies only to projects which have the potential for causing a significant effect on the environment. This Ordinance will not result in a Ordinance Number 23-525
significant foreseeable environmental impact.

SECTION 3. SEVERABILITY: If any section, subsection, sentence, clause, phrase, or portion of this Ordinance is for any reason held to be invalid or unconstitutional by the final decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The Town Council declares that it would have adopted this Ordinance, and each section, subsection, sentence, clause, phrase or portion thereof, irrespective of the fact that any one or more sections, subsections, phrases or portions might be declared invalid or unconstitutional.

SECTION 4. EFFECTIVE DATE: This Ordinance shall take effect 30 days after final adoption.

SECTION 5. CERTIFICATION: The Town Clerk shall certify to the passage and adoption of this Ordinance and shall give notice of its adoption as required by law.

Within 15 days from the date of passage of this ordinance, the Town Clerk shall post a copy of the ordinance in accordance with California Government Code in at least three public places in the Town.

INTRODUCED by the Town Council at a regular meeting held on the 21st day of November, 2023.

PASSED AND ADOPTED by the Town Council at a regular meeting held on the ___ day of __________, 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
__________________
Margie Mohler, Mayor
ATTEST:
_____________________
Eddy Gomez, Town Clerk
APPROVED AS TO FORM:
______________________
Gary B. Bell, Town Attorney
Ordinance Number 23-525
I, Eddy Gomez, TOWN CLERK of the Town of Yountville, California, do hereby certify that the foregoing was regularly introduced and placed upon its first reading at a regular meeting of the Town Council on the 21st day of November 2023. That thereafter said Ordinance was duly adopted and passed at a regular meeting of the Town Council on the ___ day of __________ 2023.
by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
_____________________
Eddy Gomez, Town Clerk
Town of Yountville
Staff Report
6550 Yount Street
Yountville, CA 94599
Agenda Item #: 11B
Yountville Town Council Staff Report
DATE: November 21, 2023
TO: Mayor and Town Council
FROM: Samantha Holland, Parks & Recreation Director
PREPARED BY: Samantha Holland, Parks & Recreation Director

RECOMMENDATION
Discuss and Consider Approving Resolution Number 23-4240 Adopting the 2023 – 2028 Yountville Parks and Recreation Master Plan.

DISCUSSION/BACKGROUND
In fiscal year 2021-22, the Town began a Parks and Recreation Master Planning process. After analysis of the cost-benefit of having an outside consultant firm complete the full plan, staff proposed a longer but lower cost process of hiring a consultant for the public outreach, survey and data analysis but handling the rest of the plan in-house. Over the next two years, staff worked to complete the plan and with the assistance of two contract consultants for RGS to facilitate the public input process and data analysis are bringing the draft plan before you this evening for consideration of adoption.

The Plan was on the Parks and Recreation Advisory Commission agenda formally twice. It received unanimous approval from the Parks and Recreation Advisory Commission at the September meeting. The Commission considered if the recommendations accurately reflected the public feedback from the survey results and consultant reports. Does the time frame and prioritization seem reasonable and appropriate? Are the recommendations connected to the General Plan appropriately? Is there anything missing? This public meeting was one of six opportunities for formal public involvement. The draft plan was available to the public for 60 days to comment on via email, in person, or by phone as well as at two Parks and Recreation Advisory Commission meetings.

WHY HAVE A PLAN?
The plan is a tool for a longer-range strategy for the creation, optimization and maintenance of our community assets and programs. Unlike some Master Plans, Yountville’s does not focus on one park or program but rather the overview of the system, documenting where it stands today and plans for our future. The outcome is a framework for improving and evolving parks and recreation facilities, programs, and services to best serve the residents of Yountville.

The benefits of a Master Plan include:
• Building credibility, support and consensus from community members and stakeholders. • Informing citizens about needs and community assets.
• Identifying capital improvement goals and fiscal requirements. • Positioning the Town for alternative funding opportunities like grants. • Guiding decisions about facilities, infrastructure, programs and services. • Developing recommendations and an implementation strategy to continue moving forward.

When drafting the plan, staff took into consideration already existing plans and documents including the Town’s general plan, the Climate Action Plan and ADA Accessibility Plan as well as our existing Capital Improvement Plan. The goal was to have a flexible, cost-effective, achievable, and useful document that included many opportunities for public input and involvement along the way.

WHAT IS IN THE PLAN DOCUMENT?
• Information on the benefits of Parks and Recreation
• Inventory of Existing Programs, Parks and Facilities
• General Plan Considerations
• Needs Assessment Overview and Analysis
• Recommendations and Implementation Plan
• Inventory of Historical Documents for Reference
A time-consuming part of the work was to research, capture and document historical information for future planning and reference. This part of the process took considerable time and effort to collect and analyze the records and assemble them in an easy-to-navigate webpage and referenced in the plan document for ease of use in the future. The inventory is included as an appendix in the document as well as being available online at https://townofyountville.com/336/Historical-Documents.

Of course, another major part of the plan was to take the pulse of our community. We hired two RGS consultants to facilitate the Community input and visioning process with a goal of finding out how Parks and Recreation in Yountville are viewed by our residents and what the unmet wants and needs there may be.

In May of 2022 a public survey was released online and in paper form. The survey was open through Mid-August of 2022 and we collected 186 responses with 78% from Yountville residents. In September of 2022, a community meeting was held with 48 individuals in attendance providing additional and more focused feedback. Below is a work cloud that was generated from the question, “What are the Top Five Most Important Items in the Survey Results?”.

From the Survey and Public Meeting, staff were provided analysis and statistics on the results from the consultants that we then adapted into a series of recommendations into three categories. 1. Parks and Facilities 2. Programs, Events and Services 3. Policies The grid format in the plan identifies the recommendations, estimated timeframe, notes, connection to the General Plan, estimated cost and staffing impacts.

The “PLAN” includes the following recommendations.

Implementation includes Near Term (0-2 Years), Medium Term (3-4 Years) and Long Term (5+ Years) and Other (ongoing or unknown). Cost estimates are [$- Under $25,000; $$- 25,000-75,000; $$$- 75,000 – 150,000; $$$$ - 150,000+] and FTE= Full Time Equivalent.

WHAT HAPPENS AFTER THE PLAN IS ADOPTED?
Staff will begin making a workplan working through the recommendations. This could include budget and capital improvement plan proposals, specific community surveys, policy recommendations and program changes over the next five years. Depending on the specific recommendation, the process may include bringing items forward to the Parks and Recreation Advisory Commission and Town Council as necessary for decision making and approval.

Some Near-Term items may already be in progress. Other items noted as Long Term may be modified or proposed for shorter term solutions on a trial basis based on community interest and need and as opportunities arise. Although the plan estimates time frame, it remains fluid to be able to adapt to changes and opportunities.

The plan should be updated every 5 years. The framework and history of the plan can be updated as needed with the main emphasis being on the public input portion of the plan.

ENVIRONMENTAL REVIEW
Not Applicable

FISCAL IMPACT
Is there a Fiscal Impact? No
Is it Currently Budgeted? No
Where is it Budgeted? N/A
Is it Mandatory or Discretionary? Discretionary
Is there a Staff Resource Impact? Yes

STRATEGIC PLAN GOAL
Is item Identified in Strategic Plan? Yes
If yes, Identify Strategic Goal and Objective. Engaged Residents: The Town embraces our residents' commitment to community as seen through volunteerism, civic engagement, and public participation that enhances the quality of life in Yountville. Quality of Life: The Town enhances the livability of Yountville by providing well-maintained public facilities, parks, and trails, and quality programs and events. Visionary Leadership: The Town's leadership maintains an open-minded, forward-thinking decision-making process. We value engagement and participation from all members of the community as we work together to create policies and plan for the future.

Briefly Explain Relationship to Strategic Plan Goal and Objective.

The Parks and Recreation Master Planning process engaged our residents and businesses in a process to provide guidance and input into the future. Strategically and thoughtfully planning for the future of Parks and Recreation in Yountville assists in maintaining and providing a high quality of life for our residents and visitors.

By planning for the future, we are visionary leaders working together for the best possible Yountville.

Town of Yountville
Resolution Number 23-4240

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF YOUNTVILLE ADOPTING THE 2023-2028 PARKS AND RECREATION MASTER PLAN ___________________________________________________________________________ Recitals
A. The Town of Yountville entered a Parks and Recreation Master planning process in fiscal year 2021/22 with the goal of creating a five-year strategy document for the creation, optimization, and maintenance of our community assets and programs.

B. The Yountville Parks and Recreation Master Plan is structured to focus on the whole system, documenting where it stands today and plans for the future. The outcome is a framework for improving and evolving parks and recreation facilities, programs, and services to best serve the residents of Yountville.

C. The benefits of a Master Plan include:
a. Building credibility, support and consensus from community members and stakeholders.
b. Informing citizens about needs and community assets. c. Identifying capital improvement goals and fiscal requirements. d. Positioning the Town for alternative funding opportunities like grants. e. Developing recommendations and an implementation strategy to continue moving forward.

D. The plan document contains information on the benefits of Parks and Recreation; an inventory of our existing programs parks and facilities; general plan considerations; needs assessment and analysis; recommendations and implementation plan; and an inventory of historical documents for reference.

E. Staff presented the draft plan to the Parks and Recreation Advisory Commission in July and September of 2023. The Commission unanimously approved the plan to move forward to the Town Council for adoption at their September 2023 meeting.

Now, therefore, the Town Council of the Town of Yountville does resolve as follows:

1. Adopts the 2023-2028 Parks and Recreation Master Plan and directs staff to begin the process of implementing the plan as appropriate.

2. The Resolution is hereby adopted and becomes effective and in full force immediately upon adoption.

Resolution Number 23-4240
PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Yountville, State of California, held on this 21st day of November 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________
Margie Mohler, Mayor
ATTEST:
_____________________
Eddy Gomez, Town Clerk
1 2
3 ACKNOWLEDGEMENTS
We would like to thank the residents, staff, commissioners, council members, community groups and consultants who gave their time and expertise to the development of this plan.

TOWN COUNCIL 2023
Marjorie Mohler, Mayor
Eric Knight, Vice Mayor
Robin McKee-Cant, Council Member
Pamela Reeves, Council Member
Hilary Bolt Trippe, Council Member
PARKS AND RECREATION ADVISORY COMMISSION 2022-23
Carol Shirmang, Chair
Alan Tenscher, Vice Chair
Kathy Ainsworth, Commissioner
Vincent Courtney, Commissioner
David Damico, Commissioner
PARKS AND RECREATION ADVISORY COMMISSION 2021-22
Carol Shirmang, Chair
Alan Tenscher, Vice Chair
Christopher Ray, Commissioner
David Means, Commissioner
Kathy Ainsworth, Commissioner

TOWN STAFF
Brad Raulston, Town Manager
Steve Rogers, Town Manager (Retired)
Samantha Holland, Parks and Recreation Director
John Ferons, Public Works Director
Rosalba Ramirez, Deputy Public Works Director
Jennifer Carvalho, Recreation Supervisor
Garrett Kuehle Recreation Coordinator
Taylor Solis, Recreation Coordinator
Stacy Diaz, Administrative Assistant
4 CONSULTANTS
Chris Sliz, Regional Government Services
Gary Peterson, Regional Government Services
5 TABLE OF CONTENTS
EXECUTIVE SUMMARY ……………………………………..7
INTRODUCTION ………………………………………………..8 - 13
Community and Geography
Planning Process
THE BENEFITS OF PARKS AND RECREATION …….14 - 16
Personal
Community
Economic
Environmental
EXISTING PROGRAMS, PARKS AND FACILITIES ….17 - 41
Parks & Recreation Department and Programs
Park System Overview
Trail and Path System Overview
Recreation Facilities Overview
GENERAL PLAN CONSIDERATIONS …………………….38 - 53
NEEDS ASSESSMENT ………………………………………….39 - 61
Public Participation
Analysis
Public Meetings
RECOMMENDATIONS …………………………………………62 - 65
IMPLEMENTATION …………………………………………….66

APPENDIX
A. INVENTORY OF HISTORICAL DOCUMENTS …..67 – 72
B. DOG PARK HISTORICAL INFORMATION ……….73
C. COMMUNITY POOL REPORT ………………………..74 - 88
6 EXECUTIVE SUMMARY

PURPOSE
The Town of Yountville desired an inclusive process to evaluate community needs and to document the history and assess the current conditions of the Town’s parks and recreation facilities and programs while planning for the future. The Town of Yountville prides itself on having a well maintained and popular park and trail system as well as a popular community center. This plan will be the first of its kind for Yountville.

A large portion of the staff time spent on this project went to the research and analysis of records dating back to the early 1980’s. With a goal of creating a living document that can now be updated every 5-8 years to include the most recent history and progress, careful attention was placed on this portion of the document.

To ensure that the public outreach and survey piece of the plan was done objectively, the Town contracted with ILG Consultants to draft the survey, conduct the public outreach, and compile the results and recommendations data. The consultants also planned and held the in-person outreach session and presented the results to the Parks and Recreation Advisory Commission and presented a final report.

Utilizing the public input and needs assessment to plan for the next 5 years while also acknowledging that overall, our services and facilities are well liked and valued by our community is gratifying and exciting. Parks and Recreation is a nimble department. We adapt and update with the changing needs of our community. We feel The Yountville Parks and Recreation mission “To Provide Healthy and CostEffective Opportunities for Community Connection” is more relevant than ever. With this plan, we focus on the future and how can best serve our Yountville Community. 7 INTRODUCTION

COMMUNITY AND GEOGRAPHY
Nestled in the heart of the Napa Valley among vineyards between the Mayacamas Mountains and the Napa River is the Town of Yountville. The Town is approximately 1.6 square miles and has 1,606 households, 8.14 miles of paved streets, 15 acres of Parks and Open Space, 3.6 miles of pathways, and 2 acres of Public Facility Grounds. The Town also has an 8,000 square foot Town Hall Office Building, a 20,000 square foot Community Center & Library, and also owns the 7,000 Post Office Building and the adjacent 7,500 square foot Sheriff Substation.
(Map: United States Census Bureau, 2021)
8 DEMOGRAPHICS
The referenced 2020 census data, ₁ the population of Yountville is 3,001 residents with a median age of

60.4 and a median income of $65,519. 8% of residents live below the poverty line.

AGE RANGE ESTIMATED

POPULATION

PERCENTAGE

POPULATION
Under 5 79 2.7%
5 – 17 246 8.4%
18 - 64 1,277 43.8%
65 and older 1,314 45.1%
Medium Age is 60.4
Yountville’s population is made up of approximately 48% male and 52% female resident.

86.6% of Yountville’s Population is reported as white, 9.6% Hispanic or of Latino Origin, 1.4% Asian, 1% Black or African American, 1.2 % other races/ethnicities.

Per the census data, Yountville has 332 Veteran Residents. Of those 298 are male and 34 are female.

12.4% in World War II, 42% serving in the Vietnam War, 26.5% in the Korean War, 12% in the first Gulf War and 7.35% in the second Gulf War. All the Veterans included in the data are aged 55 and above. 9 From the CalVet Yountville Master Plan ₂ released January 2023, the home is budgeted for 876 beds/residents but is currently housing under 500 residents. In recent years, the home has experienced a dramatic drop in the Domiciliary residents which is currently hovering just above 300/492 budgeted residents.

The Master plan shows 28/48 budgeted Residential Care residents, Intermediate Care at 42/105 budgeted, and Skilled Nursing at 180/231 budgeted. The report also sites that 1% of residents are ages 50 – 60, 13% ages 61-70, 40% ages 71-80, 32% ages 81-90 and 14% ages 91+.

1 (Department of Veterans Affairs, 2023)
10 HOME OWNERSHIP
As of the 2021 ABAG Data, Yountville has 1,353 housing units (2021 ABAG Data). This includes the mobile home communities of Rancho de Napa and Bella Vista with 310 units, 107 multi-Family 2 – 4 Units, 102 Multi-Family 5+ Units and 835 Single Family Units. These numbers do not include beds at the Veterans Home or the Napa Valley Adventist Retirement Estate.

Yountville has 462 registered rental units out of the 1,353 units leaving 891 units as owner occupied. We can make the reasonable assumption that most rental units have long term tenants due to Yountville’s regulations on short term rentals. Rentals in Yountville must be for a minimum of 30 days.

Yountville also has a significant number of second homeowners. It can be difficult to quantify how many spend 50% of less of their time in Yountville. Second-home ownership can change the landscape of a community with more transient visits and fewer full-time inhabitants that would use parks and recreation services.

FUTURE DEMOGRAPHICS
The US Census Bureau estimates that Yountville will see a growth rate of approximately 1.41% (50 residents) each year and estimates a growth of 4.3% since 2020 data was compiled (150 Residents). The Yountville Veterans Home 2020 and 2023 Master Plans note employee housing development as a potential future project. If housing on the site should come to fruition in the long-term future, Yountville could potentially see a major population increase.
(Citation: U.S. Census Bureau (2021). American Community Survey 5-year estimates. Retrieved from Census Reporter Profile page for Yountville, CA Urban Cluster , n.d.) 11 THE PLANNING PROCESS
The Town Council approved staff to begin this process in the 2021-22 Budget approval. Although there are many qualified consultant firms available, the cost of a consultant facilitated plan seemed unreasonable for the size and scope of Yountville so staff would be taking on a large part of collecting information and drafting the actual plan.

A major goal of the plan was to research, capture and document historical information for future planning and reference. We achieved this by utilizing a part time specialist to spend time researching the Town’s electronic files looking for resolutions, minutes and documentation that related to parks and recreation since the Town’s incorporation and sometimes, even documentation that pre-dates official incorporation. The documentation was assembled and put into a “living list” with live links to the original documents in the Town’s document management system (Laserfiche). Link to webpage. Appendices A also contains the list.
12 Another main goal is taking the pulse of and hearing how the community sees Parks and Recreation in Yountville to plan and position us for the future. The Town Council approved a budget to recruit a firm to handle the public outreach and survey portion of the plan. This allowed the community to feel comfortable giving open and honest feedback and allowing consultants to tabulate and analyze the data collected in a report. The report provided by the consultants was then be used by staff to draft the forward-looking portion of the plan. This part of the process is further outlined in the Community Needs Assessment section of the plan.

THE BENEFITS

OF PARKS
13 AND RECREATION
Parks and Recreation services are often cited as one of the most important factors in surveys questioning how livable communities are. Public Parks provide gathering spaces for families and social groups, as well as for individuals of all ages and economic status, regardless of the ability to pay for access.

Recreational programs and events assist in creating opportunities for the community to gather and individuals to have a sense of belonging and importance.

PERSONAL BENEFITS
➢ Parks and Recreation Facilities are places that people go to get healthy and stay fit. ➢ According to the Center for Disease Control and Prevention, creating, improving, and promoting places to be physically active can improve individual and community health and result in a 25% increase of residents who exercise at least three times per week. ➢ In studies, visits to parks show a significant reduction in stress, lowered blood pressure, and perceived physical health.
➢ Parks and Recreation Programs provide places for health and well-being that are accessible to persons of all ages and abilities.
➢ Recreation programs encourage social interaction, improve concentration, increase personal confidence and self-awareness, and reduce feelings of depression and anxiety. ➢ Offer opportunities for local teens and young adults to enter the workforce for the first time. ➢ Provide important volunteer opportunities for all ages to remain connected to their community through service.
14 COMMUNITY BENEFITS
➢ Parks are a tangible reflection of the quality of life in a community. They provide identity for citizens and are a major factor in the perception of quality of life in a community. ➢ Access to Parks and Recreation opportunities has been strongly linked to reductions in crime and to reduced juvenile delinquency.
➢ Parks provide a sense of public pride and
cohesion.
➢ Parks and Recreation provides an
important connection to the community
during emergencies including providing
shelters, testing and vaccination centers
and spaces for vulnerable populations.

ENVIRONMENTAL BENEFITS
➢ Parks and protected public lands are
proven to improve water quality, protect groundwater, prevent flooding, improve the quality of the air we breathe, provide vegetative buffers to development, produce habitat for wildlife, and provide a place for children and families to connect with nature and recreate outdoors together.
➢ Parks lower ground temperatures with tree canopy, clean water, reduce flooding and contribute to healthier air.
➢ Trees and vegetation in parks help reduce air pollution directly by removing pollutants and reducing air temperature.
15 ECONOMIC BENEFITS
➢ Public Parks nationwide are responsible for $200 billion in annual economic activity. (NRPA) ➢ Parks improve the local tax base and increase property values. ➢ Parks and Recreation generate money for the local economy. ➢ Local parks and recreation agencies in the United States generated $218 billion in economic activity and supported more than 1.3 million jobs in 2019. (NRPA) o Preliminary data suggest that parks and recreation’s economic impact held resilient during the early days of the COVID-19 pandemic, as local parks’ operations and capital spending $225 billion in economic activity and supporting 1.25 million jobs in 2020. ➢ The outdoor recreation economy, which includes local parks and recreation, accounted for $373.3 billion of 2020 U.S. Gross Domestic Product (GDP), or 1.8 percent of the U.S. economy. (NRPA)
➢ The more than 10,000 local park and recreation agencies across the United States employ more than 160,000 full-and hundreds of thousands part-time and seasonal park and recreation professionals. (NRPA)
➢ Parks and Recreation provides important out of school time care for families ensuring parents can continue working and businesses can continue operating. ➢ Parks and Recreation is the leading source of first jobs for youth and young adults.

16 EXISTING PROGRAMS, PARKS, AND FACILITIES
Yountville is home to 15 acres of Parks and Open Space, 3.6 miles of paths and trails and a 20,000 square foot Community Center and Library facility. The Town operates programs within the Community Center serving over 1,000 people each week in programs and events as well as operating as a reliable stop for a public restroom and information. We also offer year-round community events serving over 12,000 people in our parks.

There are more than 10,000 park and recreation agencies, providing parks, trails, and other public outdoor and indoor spaces in nearly every city, town, and county across the United States.

Reported by the National Park and Recreation Association, the typical park and recreation agency has:
o One Park for every 2,232 residents
o One playground for every 3,750 residents
o One recreation center for every 31,239 residents
o One community center for every 29,036 residents
o One senior center for every 59,603 residents
How does Yountville compare?
o One Park for every 375 Residents
o One playground for every 1,000 residents
o No “Rec Center”
o One community center for our 3,001 residents also operates as a Rec and Senior Center. o No stand alone “Senior Center”

PROGRAMS
When the Yountville Community Center opened to the Public in December of 2009, the team started with a blank slate to build it into the hub of community activity that was desired and discussed over a decade of planning. At opening, we offered 16 programs/events/classes each month for a total of 26 hours per week. In 2020, prior to the COVID-19 Pandemic changed the landscape of our work, we were offering 52 classes/events/programs each month totaling 108 hours of programming each week.

In 2010, the department served approximately 16,000 people in programs and events annually. Revenue in Fiscal Year 2010 was $59,077. In 2019, we served over 46,000 people and our revenues were over $500,000. While the COVID-19 pandemic changed how we served our community for a few years, in 2022 we saw a return to more normalcy and in 2023 we are experiencing a full recovery in programs, events, services and rentals to show increased numbers over 2019. 17 We offer programs and events in six core areas:

1. Youth/Teen
Youth programming is mostly focused on our successful Day Camp Program, Camp Y-Ville. Camp is offered during
traditional school breaks including Spring Break, Summer Break, Thanksgiving and Winter Break. Camp is offered for a total 13 weeks each year and serves 70 campers each week.

The Camp program historically operated out of the Elementary School property up until the school closed in 2020. Camp YVille now operates out of the Yountville Community Center.

We also offer several specialty classes each year that are targeted to or include youth & teens including painting classes and karate. Special events that are Youth and Family focused are also offered each year, which we will go into more detail on under Community Events.

In 2023, we established our first formal Counselor in Training program that provides leadership training and volunteer experience for tweens and teens ages 12 – 15. This program will continue year-round as well as a Leader in Training Program.
18 2. Adults
Because of our demographics, Adult Programs make up most of our offerings at the Community Center during the Fall, Winter, and Spring. The Golden Ticket program began in the Fall of 2016 after it was presented to the Town Council during the 2016-17 budget process as a new program offering that would be offered to residents at a low membership rate but would need to be subsidized to be successful. The Council was fully supportive, and we have grown from offering 15 classes and having 68 members in the Fall of 2016 to offering 46 classes and having over 160 members.

We continue to offer classes for all aged adults, not just those 50 and older. We have been lucky to maintain a decade long relationship with Jazzercise Napa Valley who offers classes 7 days a week at the center. We also work with contract class instructors to offer Yoga, Zumba, Art, and other fee-based classes that are open to all adults.
19 3. Sports
The Parks and Recreation Department had a long history of offering youth sports. As the Town’s demographics have changed over the past decades, we have adapted and discontinued offering youth sports leagues (Basketball and Soccer) and pivoted more towards adult sports interests.

Our successful Mini Sports Programs, which serve children ages 3 – 5 are still offered year-round.

Currently, we offer Open Gym Pickleball two nights a week and on Friday mornings and Open Gym Basketball two nights a week. The gym is also open for drop-in play anytime during normal business hours when the space is available. We also offer a Corn Hole League in the Spring, Summer, and Fall. Partnering with the Pickleball steering committee, we also offering 3-5 Pickleball clinics each year typically geared towards beginners.

Our Parks and Recreation team works closely with the volunteer Pickleball Steering Committee to program the outdoor courts at Vineyard Park for structured playtime as well as to set policies and rules for the courts. We also work with the Steering Committee to plan clinics for beginners as well as higher level players. Pickleball continues to be a popular sport and is evolving to include a younger demographic bringing different needs and interests. 20 4. Community Events
Yountville has many long-standing traditions and events that the Parks and Recreation Department has worked to maintain and evolve over the years. We view Community Events as a way for all residents to have the option of gathering to celebrate and be a part of the community without the barrier of cost. Our goal is to provide events that are accessible and inclusive for everyone in our community.

In 2023, the Parks and Recreation Department is offering 36 free and 3 paid events for the Community.

Free Events
• New Year Step Challenge
• Valentine’s Day with Bouchon
• Egg Dyeing
• Egg Hunt
• Shred/E Waste Recycling
• Town Wide Yard Sale
• Town Wide Clean Up
• Art, Sip & Stroll
• Pride Celebration
• Movies in the Park (3)
• Music in the Park (7)
• 4
th of July Festival
• 9-11 Memorial
• Yountville Days
• Halloween Carnival
• Turkey Hunt
• Town & Tree Lighting
• Holiday Bingo
• Visits with Santa
• Art Receptions (5)
• Other Art Events (4)
• 8 Weeks of Summer (8)
Paid Events
• Residents Bash ($15)
• Camp Out ($25 per site)
• Holiday Movie Night ($10)
We found through experience and surveying our residents that Community Events are one of the top things they value about being a resident of Yountville. Events provide a reason and space for residents to gather. We have partners that assist us in making these events a success. Our partners include the Chamber of Commerce, Yountville Arts, the Napa County Library, Upper Valley Disposal Services, the Kiwanis Club of Yountville and many Yountville businesses. 21 5. Excursions
Our Excursion Program plans trips for our residents to travel outside of the Napa Valley safely and easily without having to drive and find parking etc. We attend shows, sports
games and visit museums and other interesting sites. We typically offer 8 excursions each year. Our excursions
provide the ticket or entry into the activity as well as luxury ADA accessible bus transportation and staff concierges to make sure everyone is safe and comfortable while on our trips. We offer snacks and drinks on the bus and go the extra mile to make sure our guests are well taken care of.

6. Arts
The Yountville Arts Commission brings many program and event offerings to the Town through the facilitation of the Parks and Recreation Department. Yountville Arts was founded in 2009 as a volunteer committee to provide vision, leadership, inspiration and support to artists and their art in Yountville. It has since evolved to a 7-member Commission with the Park & Recreation Department working as the support staff.

Coming from a humble, grassroots beginning, Yountville Arts has expanded its annual offerings to include six Gallery Shows, the largest Visual Arts Event in the Napa Valley (Art, Sip & Stroll), many Literary Events, a thirty-six sculpture Art Walk with an average of six rotations each year and more projects on the horizon.
22 PARKS

YOUNTVILLE COMMUNITY PARK
Yountville Community Park is located on the
north end of Town adjacent to the Yountville
Pioneer Cemetery. This 2.03 Acre Park draws
visitors and residents alike to the lush
landscaping, multi age playground, restrooms,
and picnic facilities.

The land that is now Yountville Park was originally owned by George Yount and was sold to the Christian Disciples of Christ Church in 1959. The Disciples built their first brick and mortar church in California there. Yountville Park is home to a bell at the South End of the Park adjacent to site 4. The bell was cast in 1848 and hung from 1854-1896 in the Pioneer Christian Church. When the church was demolished, the bell was rescued by Senator C.L. LaRue. It was then presented by the Ellis McLanahan Family to the Native Daughters of the Golden West for installation at the original church site, which is the South end of Yountville Park. The Bell was installed into the brick monument and dedicated by the George C. Yount Parlor No. 322 Native Daughters of the Golden West on September 15, 1984.

Yountville Community Park land was previously
owned by the County of Napa when in 1965, Napa
County transferred the property to the “City” of
Yountville for development. This was proceeding the
County’s intent to sell off the property as surplus in
1966. Upon agreement to transfer the property to the
“City” of Yountville, the “City” agreed to never
develop the parcel except for public purposes.

Yountville Community Park currently has a playground with both a 3-5 and 5-12 age group play structures, 4 picnic sites, 2 restroom facilities with 6 total stalls, and 3 water fountains with bottle filling stations. The park has 81 street parking spaces on Washington, Lincoln and Jackson Streets. 16 parking spaces located on Washington Street are designated parking spaces for Restoration Hardware (RH) as part of a development agreement which improved all the parking on the west side of the park. 23 The park is currently used for its reservable picnic sites, drop in/day use and for Special Events throughout the year. Special Events currently held in the park include Rock the Ride, the Walk to End Alzheimer’s, the Napa Humane Society Walk for Animals, the Crush Challenge Bike Event as well as Parks and Recreation Community Events that include Yountville Days, Movies in the Park, and the Egg Hunt.

From July 1, 2022 – May 1, 2023, Yountville Community Park had 90 picnic site reservations for private group use. In that time, we had 9 Special Events held in the park. Administratively, staff works to ensure that we limit back-to-back events or large events. Our goal is to try and mitigate ongoing impacts to the residents and businesses in the area while also supporting our communities desire for events. All special events are required to alert neighboring homes and businesses of an upcoming event and that notification includes information on who to call if there are issues. In 2022-23, we did not have any calls.

It is important to note that even though Yountville Community Park sees a large number of reservations for picnic spaces as well as some special events, the park always remains open to the public for use. We are not able to accurately capture the number of people using the park in each day for drop in use, but we do know that Yountville Community Park is our most utilized facility.

VETERANS MEMORIAL PARK
Veterans Memorial Park is located on the south end
of Town in between Highway 29 and Washington
Street. This 3.65 Acre Park is popular with residents
for its bocce courts, sand volleyball court and ample
shaded areas with grass and picnic tables.

Throughout the park visitors will find
acknowledgements to our Veterans within the
design as well as with a sculpture the Town
commissioned during the park renovation in 2017
titled “Faces of Freedom”.

The parcel of land was part of the original property
of the Veterans Home. When the Yountville Highway
29 bypass was constructed in 1959, the parcel was split from the original land mass belonging to the Veterans Home. The home deeded the parcel to the Town of Yountville for the land to be used by the community and not sold for profit.
24 In documentation, once the Town took ownership, the park was referred to as Charles See Park for a short time due to a significant contribution from the Charles See Foundation in 1974. Veterans Memorial Park was renamed in 1976 by the Town Council to recognize the Veterans who reside in the Town and the overall service and sacrifice of all Veterans as well as to pay homage to the land being part of the original Veterans Home property.

Two bocce and one sand volleyball court were presented as a design in 1991 and were constructed in 1991-92. The restroom facility was designed and built in 1993-94. In 2002, two additional bocce courts were designed and built. Between 2002- 2004 two phases of the path system were designed and built creating a walkway around the park. In 2007, an addition onto the restroom took place to create a women’s and men’s restroom. Several other improvement projects occurred over the years up until the major renovation in 2017.

The park went under a massive renovation in 2017 after a public planning process. The renovation included the construction of an amphitheater at the north end as well as the addition of rock walls surrounding the plaza and the integration of several tributes to our Veterans. These include medallions in the concrete plaza, an inscribed marble inlay at the park entrance from Washington and California and the commissioned sculpture “Faces of Freedom”.

Veterans Park has become a center for many of our community wide events including the very popular Yountville Summer Concert Series which takes place on Sunday afternoons from June – September. It is also the home of our popular Yountville Bocce League which is independently run by the Yountville Bocce Association. The Town and Yountville Bocce have historically shared costs of court improvements including lighting and play surfaces and the league uses the courts at no cost for their season. The Town also reserves the courts and adjacent picnic areas through our court and picnic site reservation program with fees for Yountville residents and Non-Residents.
25 VINEYARD PARK
Vineyard Park is located on Oak Circle in the southern
third of the Town. At the end of the street where the
housing development ends and the vineyards begin,
Vineyard Park is a hidden gem. This 2.5 acre park is
considered a neighborhood park and was dedicated
during the Vineyards Subdivision development. The
developer of the subdivision constructed the tennis
courts and what was a small playground area as
directed in the development plan and final approval of
the parcel map for the subdivision originally approved
January 27, 1981. In 1986, the Town Council formally
named the park Oak Circle Park.

At the time of opening, the park included two tennis courts, a small playground and open space grass.

The park went through a period of locking the tennis courts and giving keys to those who registered and paid a fee and keys were only offered to residents. In 1993, restrooms were added to the park. In 1997, the path system through the park was designed and built and the courts were refinished. In 2000, the Town entered into an agreement with a landscape architect to design improvements for the park which took place in 2002 when new playground equipment and play surface were installed. In 2007, the basketball court was refurbished.

The tennis courts were resurfaced again in 2011 and the facility had a major renovation in 2018. In 2015, the Town received a request to try out a “new” sport called Pickleball at the Community Center Gym.

This evolved into taping temporary court lines and purchasing temporary nets in the gym and eventually on one of the tennis courts at Vineyard Park.

The 2018 renovation included one regulation tennis court and four regulation pickleball courts. The contract
required raising the courts with the installation of a 6” post tensioned concrete slab and 2 layers of vapor barrier as well as installing additional drainage to alleviate ground water infiltration issues. Also included was new fencing and redesigned ADA ramps. The Council approved adding
the SportMaster ProCushion surface which was an
upgrade option to enhance comfortable usability for all ages. The project also funded five pieces of outdoor fitness equipment that was installed by Town staff. The park reopened on October 18, 2018. 26 In 2019 due to complaints from neighboring residents, “Acoustifence” was installed on three sides of the courts to mitigate noise impacts. The area was not accustomed to the level of use the courts were having with the popularity of pickleball and the difference in sound between a tennis ball and racket and a pickleball and paddle. The neighbors and players were satisfied with the solution.

The park continues to see a high level of use by Yountville residents and those traveling to the area from Napa and up Valley cities for Pickleball or tennis court use. In 2023, we have 7 programmed time slots on the pickleball courts for players or differing levels. Highest use days are
estimated to see 50-60 players.

In 2020, the Parks and Recreation Advisory Commission
approved the phase 2 plan for finishing the development of Vineyard Park. Staff are currently applying for grant funding for the project, and it is slated to be funded for a Capitol Improvement Project in 2023/24. This project is designed to continue the walking path around the southwest side of the courts and develop a picnic and seating area along with a new access gate and bleachers for the pickleball courts. With grant funding, the project could also potentially include replacement of the single stall restroom, additional landscape design and installation as well as additional outdoor fitness equipment.

TOYON TERRACE TOT LOT
Toyon Terrace Tot Lot is located on Larkspur
Street near the corner of Heather Street. The
neighborhood was developed in 1974 and the
.16-acre park was built as part of the
subdivision. The small park is located between
two homes and currently has amenities
appropriate for toddlers. The park underwent
complete rehab in 1997. The last update of this
park was in 2015 when the play surface was
repaired around the spring mounted amenities to meet regulations. 27 VAN DE LEUR PARK
Van De Leur Park is located on Washington Street between Webber and Humboldt. This .28-acre park holds a plethora of history that is outlined in the many plaques and inscribed paths within the park. The park was named after the Van de Leur family who were Irish emigrants that settled in Yountville in the 1870’s and was the site of the Yountville Fire House built by Napa County in 1929. The fire department operated on an all-volunteer basis until 1963 when the County took over operations with paid firefighters.

In 1998, the Town and Napa County entered into an agreement for the construction of a new fire station on Solano and transfer the park parcel to the Town when the construction was completed, which occurred in July 2000. In 2002, a consultant was hired to facilitate a master plan of the “Old Fire Station Park”. This included assessing the site and conducting public meetings to conduct a needs assessment and present a design that addressed pedestrian circulation, accessibility and drainage issues paying special attention to the history of the site and its significance to the Town.

The park went under construction in 2003 and reopened to the public in the Spring of 2004. The parcel was rezoned from Old Town Historic to Parks and Playfields in December 2003. At that same meeting, the Council approved the first step in making Jefferson Street adjacent to the park one way to allow onstreet parking to be developed.

The bronze sculpture was commissioned as part of the park development project. In July 2003 the Council approved Larry C. Shank to create and install the bronze sculpture for $20,000. The sculpture would be mounted on the pedestal in the fountain just as you see it today. The proposed sculpture was said by the artist to be “A volunteer fireman-farmer caught in the moment when he has come from the vineyard, grabbed his fire helmet, coat and ax and is rushing off to join his fellow volunteers to fight a fire”. The Council approved the project to develop the park in August 2003and included an amendment of $100,000 for the sculpture and PG&E undergrounding to be included bringing the project total to $245,000.
28 The rich history of the park is maintained
today with many plaques as well as some of
the original rose bushes planted by Martha
Van De Leur in the 1920’s. Martha planted the
rose garden as a gift to the residents of
Yountville and our staff take great care in
maintaining those original rose bushes that
remain, over 100 years later. The park path
also includes path plaques with information about George Yount, the Van de Leur Family and the Native American tribe of the Caymus Band of the Wappo Tribe.

The Park was planned for passive use and that continues today. It has a meandering walkway with history and now art throughout, two picnic benches and five seating benches around the fountain. The park has mature trees providing lush shade and grass to enjoy. You will often find visitors there enjoying their Bouchon goods and the occasional marriage ceremony. The path through the park also acts as the connecting sidewalk to the crosswalk at Webber.

FORRESTER PARK
Forrester Park is located on Redwood Drive in the Washington Park Subdivision and is a neighborhood park. The subdivision was completed in 1998. The .86-acre park lies between homes on the north and south side, Redwood Drive on the west and a walking path and Vineyards to the east. At present, there is a play structure geared towards 5 – 12-year-olds with rubber safety surface as well as passive benches and a water fountain.

The park also connects to the eastern pathway system and is home to one of the donated “Little Loaning Libraries”.

The most recent updates to the park were 2013 when the
concrete path system was updated and then in 2015 when the play structure was replaced with an updated structure as well as the rubber surface under the structure replaced the bark.

The use of this park is mostly neighborhood residents as it is not easily seen or accessible by visitors. 29 THREE WEIRS PARK
Three Weirs Park is located on Forrester Drive in the Washington Park Subdivision. The passive open space .17-acre park was created as part of the flood control efforts for Hopper Creek. The raised grass hill acts as the third weir to prevent flooding from the creek. The park also has a connecting path and access to the pedestrian bridge over Hopper Creek. The park has two seating benches and trash receptacles.

BARDESSONO PARK
As part of the development of the Bardessono Hotel &
Spa, the park was built and dedicated to the community
as a passive .10-acre park space with a path and
pedestrian trail between Yount Street, Heritage Way and Finnell Road. The park was developed by Yountville
Investors, LLC and the Town reimbursed them for those
improvements totaling $100,000 when the parcel was
transferred into Town ownership in 2009.

The space was unnamed until 2018 when a formal
naming request was approved to rename the space
Bardessono Family Park. The land was previously owned by the Bardessono Family and due to their significant civic and community development contributions, the Council approved the naming and dedication.

The Park is the home to Chaos Pamplona, a 30’ sculpture gifted to the Town as well as a walking path. 30 HOPPER CREEK POCKET PARK
Hopper Creek Pocket Park is located on Washington
Street between Hopper Creek and the current French
Laundry Gardens. The Hopper Creek pedestrian bridge on
Washington leads into the .10-acre park as a continuation of the sidewalk. The park contains Art Walk Sculptures as well as a picnic bench, trash, and recycling receptacles and a “Little Lending Library”.

OAK CIRCLE PARK
Oak Circle Park is located just over the creek in the Oak Circle neighborhood. The property was undeveloped
open space since the building out of the neighborhood
was complete in the 1980’s. In 2015, the Town hired a
landscape designer to create a design for the .23-acre
space that included parking and a passive park with
drought tolerant landscaping and tables. Construction
began and was completed in the spring of 2016.

The site has 9 on-street parking spaces that assist with overflow parking from the adjacent businesses mainly used by staff. In 2019, the Town finalized easements that allowed for the path continuance from Rancho de Napa, behind the Westamerica bank and Ad Hoc Restaurant and continues on a new pedestrian bridge over Hopper Creek. This path project and pedestrian bridge was completed in 2021. 31 PATHS AND TRAILS
The Town is home to over 3.6 miles of walking and biking paths. These 3.6 miles are part of a long-term commitment by Town leadership to create a pedestrian friendly community. Discussions on path and trail construction and funding date back to the early 1980’s at the Town Council level. In April of 1982, the Town Council established criteria for the routing and construction of bikeways in the Town of Yountville and outlined key projects. These included a regional trail west of Highway 29, a regional trail to connect the Town to the larger County system, a system of local pathways intended to be Class 3 (Identified by signage only) for shared pedestrian and bicycle use.

Many of the projects outlined in the 1982 plan were accomplished and included:
➢ A separate pedestrian path connecting the Veterans Home to the Town. ➢ A multi-use path on the east side of Highway 29 behind the “Vintage 1870” Properties. ➢ A multi-use path along Hopper Creek from Finnell Road to Yount Street alongside the school property.
➢ A pedestrian path along Hopper Creek from Oak Leaf Court to Oak Circle. ➢ A multi-purpose path along Hopper Creek behind “Yountville Inn” with an east-west connection to Washington Street.
32 ➢ A pedestrian path along the east end of the Washington Park neighborhood. Connecting Forrester Lane, Forrester Park and Lande Way.
➢ A short pedestrian path that connects Yount Street to Jefferson Street along the boundary of the cemetery.

The 1992 General Plan addressed pedestrian-bicycle paths with the Circulation element. Policy statements included:
- Link residential areas to commercial and community facilities - Combine bicycle and pedestrian routes along Hopper Creek - Create pedestrian links to open space surrounding the Town - Where possible, separate paths from vehicular traffic In July of 2003, the Town Council adopted the first formal Pathways Plan. The Pathways plan outlined priorities and projects, establishing design and construction standards and policies for future development of paths and trails.
http://documents.townofyountville.com/WebLink/DocView.aspx?id=10982&searchid=10a88a95-9a4a4127-adc9-a068024ac608&dbid=0&repo=Yountville Path classifications used in the plan are based on the State of California Department of Transportation and Bikeway Planning and Design Manual:

Class I – Multi Purpose Path Provides a completely separated right of way for the exclusive use of bicycles and pedestrians with crossflow minimized.

Class II – Bike Lane Provides a striped lane for one-way bike travel on a street or highway.

Class III – Bike Route Provides for shared use of bicycles with moto vehicle traffic.

The 2003 plan outlined several areas for path and trail improvements and linkage:

Class I – Multi Purpose Path
➢ Completion of a multi-purpose path along the east side of Highway 29 from Webber to Washington Square. (Completed Vine Trail portion)
➢ Additional multi-purpose paths along Hopper Creek.
o Southerly town limits to Yountville Inn. (Completed)
o Mission Drive to Oak Circle (Completed)
o Bardessono Property (Completed)
33 ➢ Community Hall Pathway (Completed)
Class II – Bike Lanes
➢ Yountville Cross Road (Completed)
➢ Finnell Road (Completed)
➢ California Drive from Washington to Veterans Home Grounds (Completed) ➢ Washington Street north of Webber (Completed)
➢ Yount Street north of Starkey (Completed)
➢ Madison Street (Completed)
➢ Yount Mill Road (Completed to Town Limit)
➢ Solano Avenue (Completed)
Class III – Bike Route
➢ Yount Street between Washington and Starkey
➢ Washington Street south of Town to Webber
➢ A north-south bike route that connects the neighborhoods on the east side of Town beginning at Mulberry and running northeasterly along Heather, Heritage, Vista, Redwood and Stags View.

Many easements have been negotiated over the years for the expansion and connectivity of the path system. These include the 1984 easement for the school path, as well as easements with the Ad Hoc, Rancho de Napa and Westamerica Bank properties for the Hopper Creek path expansion. 34 PARK AMENITY INVENTORY
The following inventory was completed in March of 2023.

YOUNTVILLE COMMUNITY PARK

ITEM QUANTITY
Toddler Swing Set 1
Toddler Play Structure 1
Web Structure 1
Play Structure 1
Swing Set 1
Climbing Hut 1
Playground Surface 1
Grills 4
Crushed Granite in Picnic Areas 4
Trash and Recyling Containers 13 Sets
Drinking Fountain/Bottle Filler 2
Bike Racks 1
Electrical Outlets 17
Light Poles 10
Restroom Facility 1 (North) 1
Restroom Facility 2 (South) 1
Wood Picnic Tables 14
Other Picnic Tables 2
Benches 3
Mutt Mitt Dispenser 1
Ev Chargers 2
Van De Leur Park

ITEM QUANTITY
Picnic Benches Wood 2
Picnic Benches other 0
Benches 3
Trash and Recycling Containers 1
Light Poles 4
Fountain 1
Bridge 1
Pump House 1
Mutt Mitt Dispenser 1
Oak Circle Park

ITEM QUANTITY
Concrete Plaza 1
Game Tables 2
Trash and Recyling Containers 1
Benches 2
Bike Racks 2
Light Poles 0
Mutt Mitt Dispenser 1
Picnic Tables 3

VETERANS MEMORIAL PARK

ITEM QUANTITY
Bocce Courts 4
Grills 2
Trash and Recyling Containers 8
Drinking Fountain/Bottle Filler 2
Bike Racks 7
Electrical Outlets 5
Light Poles 3
Restroom Facility 1
Wood Picnic Tables 13
Other Picnic Tables 1
Benches 2
Shade Structures 2
Concrete Plaze 1
Game Tables 2
Court Lights 3
Storage Shed 1
Volleyball Court 1
Mutt Mitt Dispenser 2
EV Chargers 2
35 Forrester Park

ITEM QUANTITY
Picnic Benches Wood 1
Picnic Benches other 2
Benches 2
Trash and Recycling Containers 1
Light Poles 1
Water Fountain 1
Play Structure 1
Playground Surface 1
Mutt Mitt Dispenser 2
Little Lending Library 1
Bike Rack 1
Toyon Tot Lot

ITEM QUANTITY
Picnic Benches Wood 0
Picnic Benches other 1
Benches 2
Trash and Recycling Containers 2
Light Poles 0
Play Structure (Toddler) 1
Playground Surface 1
Mutt Mitt Dispenser 1
Baby Swing 1
Ride On Spring Toys 2
Three Weirs Park

ITEM QUANTITY
Benches 2
Mutt Mitt Dispenser 1
Trash/Recyling 1
Vineyard Park

ITEM QUANTITY
Exercise Equipment 5
Basketball Court 1/2 Court
Picnic Benches Wood 2
Picnic Benches other 0
Benches 2
Grills 1
Water Fountain/Bottle Filler 1
Pickleball Courts 4
Tennis Courts 1
Trash and Recycling Containers 1
Exercise Mat Surface 1
Light Poles 0
Restroom 1
Mutt Mitt Dispenser 1
Bike Rack 5
Outdoor Table Tennis Table 1
Bardessono Park

ITEM QUANTITY
Trash/Recyling 1
Mutt Mitt Dispenser 1
Hopper Creek Park

ITEM QUANTITY
Picnic Benches Wood 0
Picnic Benches other 1
Benches 0
Trash and Recycling Containers 1
Light Poles 0
Mutt Mitt Dispenser 1
Little Lending Library 1
36 COMMUNITY FACILITIES

YOUNTVILLE COMMUNITY CENTER
The Yountville Community Center in its current form opened to the public in late 2009 after a year and a half long construction and renovation project. This was the culmination of over a decade of community input and planning.

Historical documents show that in 1978, a Community Hall Commission was formed by the Town Council.

The 7-member Commission presented bylaws for how they would run and rent the Hall. The directive was that “The Community Hall was intended for a meeting place for groups or organizations of residents meeting to provide educational, recreational, or cultural service to the community. The facility is also intended to be made available on a reservation fee basis to groups and individuals for social, cultural, or recreational activities.” The Community Hall at that time had a main hall and stage, a conference room, and a kitchen.

Original fee schedule for rentals 1978
37 Historical documents show that a remodel was planned for the building that included it be brought up to current seismic retrofit requirements, new ADA restrooms and updated to meet fire code in 1986. It appears the project was completed in 1988 and a Grand Reopening Celebration took place.

In 1988, a time capsule was placed in the frontage of the Community Hall to be opened on the 100th anniversary of town (February 4, 2065). Documents show the approving Council would like the 2065 Council to properly celebrate the Towns 100th anniversary and reopen the time capsule.

Map of location of time capsule
In 1993, the Chamber entered into a three-year agreement to rent a portion of the Community Hall for $1,200 per year for their offices. That same year, a bid was awarded for the Yountville Community Hall Patio project. The patio project was completed in 1995.

The Town hired a consultant to do a Community Facilities Study in 1998. That study identified priorities and made recommendations for improvements to Town Wide Community Facilities.

One of the top priorities of the plan study was to develop a master plan for improvement and expansion of the Community Hall site to meet the communities identified needs including a multiuse room, art room and additional community gathering spaces. 38 The Town then hired another consultant to assist in creating a Master Plan for the Community Hall site. That plan ended up being the guide for the Community Center project that would open to the public almost a decade later. In the plan documents the goals included:
• Creating a center that functions as the Town’s family room – with indoor and outdoor spaces to gather, have chance encounters, linger, feel welcome, comfortable and safe. • Serve as a hub for Yountville, the point at which many activities come together to connect.
• Exude Yountville’s “Classy informality”.
• Be accessible and inviting to all.
• Provide for unmet community needs.
• Be cost efficient and revenue generating without excluding community use. • Be flexible, multipurpose, realistic and forward looking.

The plan outlined acquisition of two pieces of property to make it a reality, the Vintage Laundry Property, south of the historic Community Hall and north of the post office (Current Community 39 Center/Library Building) and 3 acres of property north of the Community Hall (The Bardessono Park and Hotel today). Fast forward to today and we can see that the negotiations to purchase the Bardessono property were not fruitful. The plan estimated construction costs to be just over $5 million not including land acquisition costs, (1999 costs).

In 2003, voters passed by a super majority vote an advisory ballot measure Proposition B, agreement to the use of two percent (2%) of the Town’s TOT Tax collections to fund a “Community Center Project”. Ballot Language stated, “Proposition B / Advisory Measure” Advisory Vote Only. This proposition does not increase taxes. If Proposition C is approved and the Town’s Transient Occupancy Tax (Hotel Tax) is increased from 10%-12%, should the additional revenue be used for the Town’s Community Center Project? The votes were 813 Yes and 389 No.

In 2006-2007, a Master Development plan for the
site was drafted and brought forward. Around the
same time, it appears the town purchased the lot
south of the Community Hall and the Post office.

The funding mechanism for the project would be
the Transient Occupancy Tax. The Town Council
approved a contract with Siegal and Strain
Architects for the preparation of the final design
and construction documents of the projects. The
project scope was the 2.75-acre Town Block that
before reconfiguration of the Y Stop area was
located at 6516 Yount Street (Now 6516
Washington Street).

The development would include a new Community Center Building; wood-framed-two story to house a community room, library branch, entry lounge, art, room, small office and other services spaces and had to meet the structural requirements of an emergency shelter. A new Town Square, a new Entry Drive, a renovated Community Hall, a new BBQ patio and picnic lawn, a new trash enclosure, post office fencing, expanded and improved parking lot and a fence buffer for the Ivy Court neighbors. It was also to include a number of sustainable features including a geothermal heating and cooling system, photovoltaic panels, skylights, efficient and sustainably harvested framing, subsurface landscape irrigation, selection of durable and sustainable building and site materials and Low to No VOC interior materials.

On January 3, 2008, the Town Council adopted by resolution to establish a maximum debt service bond with an annual payment not to exceed amount that was estimated to be 2% of the 40 expected TOT ($669,000) and approving the
plans and specifications for the Community
Center and Town Center Site Master Plan and
authorized to solicit bids.

The project was awarded on May 20, 2008, with
a total cost estimated including cost of bond
issuance totaling $12,555,642. The Town had
sourced funds totaling $12,371,000. The center
reopened in November 2009 with a ribbon cutting
event for the community.

The project wasn’t without its opponents. Some community members felt that a public building of this size for Yountville was too much. That the cost outweighed the benefit even though visitors would be paying for it. That no one was going to use it. Here we are, 14 years later and seeing over 1,000 people each week in our
programs, events and classes. This does not
include visitors to the library facility or those
who come in to use the restrooms or get
information.

We believe the center is meeting the goals set
over 25 years ago and then reaffirmed as the
project moved forward. “To create a center
that functions as the Town’s family room –
with indoor and outdoor spaces to gather,
have chance encounters, linger, feel
welcome, comfortable and safe. Serve as a
hub for Yountville, the point at which many
activities come together to connect.”
41 GENERAL PLAN CONSIDERATIONS
Yountville General Plan
Chapter 8.2 Open Space, Parks, and Scenic Resources
42 43
44 https://myyountville.maps.arcgis.com/apps/SimpleViewer/index.html?appid=cc5181e96b3b45f 0b784c50875856afd
45 46
47 48
49 50
51 52
53 COMMUNITY NEEDS ASSESSMENT

PUBLIC PARTICIPATION
The Town of Yountville is undertaking a Park and Recreation Master Plan to determine changes or areas of improvement to programming and facilities.

Town staff has recognized from the beginning that community outreach and input are essential to the success of this planning effort. Therefore, to accomplish this part of the planning process, the Town contracted with Regional Government Services (RGS) to gather information from stakeholders to guide the development of this important effort.

The process of engaging the community started in May of 2022 with the development and release of an informational survey (Appendix A). The survey, which ran until August 2022, was used to inform, gather information and support a community-wide meeting to add additional thoughts and ideas to be included in the master plan.

Combined, these elements will ensure that the final Park and Recreation Master Plan for the Town of Yountville are in alignment with community needs and desires.

ANALYSIS

SURVEY DESIGN AND SUMMARY
RGS carefully designed the survey in consultation with staff to ensure that the right questions were being asked to elicit the information needed to support the master plan development. The survey was distributed for completion both electronically and on paper.

A summary of the results was prepared to present at the community meeting and is available in Appendix B. In addition, a complete set of responses is available in Appendix C.

Surveys were completed by 186 individuals, with 78% being Yountville residents, 16% being unincorporated county residents, and 2% being from St. Helena.

The 186 surveys returned represent a 7% margin of error. The margin of error means how many percentage points your results will differ from the real population value. It is denoted as a tiny percentage allowed for in case of miscalculation. In this survey, the 7% margin of error gives a 95% accuracy rating to the questions answered and is considered statistically valid.

The survey was divided into questions focused on parks and facilities and addressing programs and services.

Information was gathered with both multiple choice/forced ranking questions (e.g., Which of the following programs and services are the most valuable to you and your family? Check all that apply) and open-ended questions (e.g., What classes or events would you like to see offered that are not offered currently?) Up to twenty people responded to the open-ended questions.
54 Parks and Facilities:

The favorite park or facility used by citizens was determined by analyzing the total reported daily and weekly visits.

Using this methodology, the top parks visited were identified as Veteran's Memorial Park (52%), Yountville Community Park (54%), and the Yountville Community Center (41%). These percentages were well above all other parks and facilities.

When asked which parks and facilities they visited most frequently, those who completed the survey provided answers consistent with the initial findings, with the notable inclusion of Vineyard Park and Bardessono Park.

When asked specifically in an open-ended question, why these parks were favorites, park aesthetics, activities, and convenience of location were themes that emerged in survey responses.

Considerations for identifying favorite parks included passive use (open space, aesthetics), walking distance, and playground equipment.

When respondents were asked what they would keep the same or improve in parks and facilities, themes included a dog park, better access to resources for citizens, and more programming facilities for children and families. In addition, respondents would keep park and facility maintenance and programming the same.

When asked about barriers to using parks and facilities, participants noted that nothing stopped them or that personal time was a limitation. The lack of a dog park was also identified as a barrier to use.

Programs and Services:

A wide range of responses was received by survey participants when they were asked about programs and services that were most valuable to them.

Overall, Golden Ticket programs and services were highly valued (79%), along with exercise and programs like arts, crafts, and music. Education programs were also valuable, along with children's programs, gardening, excursions, wine and food, and table games.

Community events like music in the park (78%), Town and tree lighting (76%), and residents' bash (64%) were also included as valuable.

When asked what programs respondents would like to see more of, themes in their responses included excursions, more events, open gym time, and an effort to target wider audiences.

Participants also responded to the question, "what are programs and services we want but are not currently offered?" replies included access to a swimming pool, children's programs, family-friendly events, and more exercise classes.

Barriers to using programs and services included "nothing" as a response (34%), inconvenient times and locations (23%), and a lack of familiarity with programs (17%).
55 PUBLIC MEETINGS
Public Meeting Design and Summary
The meeting at the Yountville Community Center on September 26 was attended by over 40 individuals who generated a large amount of information and data.

This portion of the report describes the public meeting process and analyzes the data collected in the public meeting. All responses generated from the community meeting are included in Appendix D.

The process used for the public meeting is a modified version of the World Café Model. This process, developed by Juanita Brown, allows participants to engage each other through a range of questions designed to address a specific topic. This process was selected for its energetic and conversational style that builds on the natural cross-pollinating and idea-sharing that happens among groups of individuals who are provided with the opportunity to focus their best thinking.

The process was also selected as a structure that prevents single groups or individuals from dominating the conversation and generates significant amounts of information.

Before the Café, invitations were distributed through various means including newspapers, social media, e-mail, and word of mouth. The focus of the outreach effort was to gather a wide range of individuals with multiple perspectives about park and recreation facilities and programs. The success of this effort was demonstrated by the attendance of participants representing the population of Yountville.

The meeting began with a presentation of relevant information gleaned from the community survey that preceded the public forum. (Appendix B).

Once the information was presented, four different questions focused on this information were provided to groups of participants seated at round tables.

Twenty minutes were allotted for each question with an assigned scribe capturing information. The information generated from the four questions was posted in galleries that were visible to everyone.

After each question, participants were asked to move to a different table and sit with other participants whom they had not met. Once introductions were made, the next question was offered, and conversations began again.

The questions posed and the answers given will be used to report on outcomes from this process. Each question will also include a "word cloud”. Word clouds are a visual representation of the information collected that allows for a quick interpretation of the highlights and priorities in each question. The more times a single word is used, the larger it appears in the graphic. 56 Question 1. What did you hear? After hearing the presentation on the survey outcomes, what stood out for you? What are the top five most important items? Several positive responses were provided to this question regarding the quality and quantity of services the Parks and Recreation Staff provided.

Changes in programs spoke to the need for more youth programs, which raised questions about the demand for these kinds of programs for younger segments as the senior population is most prevalent.

Other programmatic needs spoke to a need to create flexible hours for those who work, more programs for men, and more programs focused on different segments of the population (teens, singles, couples, etc.). Others referenced group activities focused on specific areas of active interest, including tennis and cycling. More outdoor exercise programs were also referenced.

In terms of facilities, multiple references were made, identifying the need for access to swimming pools (7) and dog parks (17) as a high priority. In addition, some reference was made to past efforts to locate dog parks in the city and the challenge of locating this type of facility in acceptable areas.

The swimming pool was referred to as existing but not accessible.

Finally, some questions were asked about the validity of the survey and whether it was genuinely representative of community demographics. Several requests for more demographics were also made.

Following is the word cloud for this question.
57 Question 2. What have we missed? In terms of improving providing park and recreation programs, services, and facilities communication, what do we need to do more of? Several comments regarding facilities included mile markers for walking trails, trail markers, historical markers, (7) and shade shelters (4) at parks.

Programmatically, many comments focused on programs that could attract veterans from nearby facilities to participate. Several comments also identified more excursions (4 mentions), music (5), movies (5), and other popular community events as desirable and not captured in the survey information.

Comments about lowering the cost of Golden Ticket programs or subsidizing the cost of programs were received (5). After-hours programs were also identified as desirable (4). These comments also included staff availability during off hours as being helpful.

Some participants also requested that educational programs be offered on Zoom (3). Participants also identified a balance between age-appropriate and gender-inclusive and parent-children programs as desirable (9).

Following is the word cloud for this question.
58 Question 3. What are the top three to five actions I believe matter most in serving our community from a park and recreation perspective?
In this question, participants were asked to identify specific actions that should take place to address areas of interest expressed by survey respondents and meeting participants.

Prioritizing activities to favor residents was suggested (2), along with a sliding scale for program payments and free program access for seniors (3).

Developing a drop-in" center that included card and board games and computer access with staff support was also a desirable action (2).

More information on park and recreation services was suggested, along with the publication of maps that showed parks, available services at the parks, and trails in and around the community (3).

Strong encouragement was given to support the status of park maintenance.

Following is the word cloud associated with this document. 59 Question 4. What are the themes and patterns you see running through the information that has been collected?
In this question, participants were asked to leave their tables and view the entire body of information generated through the meeting. The data was posted in galleries covering several square feet with approximately 25 pages of flip charts. Next, participants were asked to identify the overarching themes and patterns in the information. This final question was debriefed with the whole room, with all participants hearing all answers.

Beyond those items previously identified, participants also identified themes associated with the importance of community gatherings and events for all population segments.

Themes expressing great appreciation for Park and Recreation staff and the amazing community of Yountville were present, along with a desire to supplement staff with volunteers.

The word cloud for this question follows.
60 A final question was presented to participants asking them to comment on the meeting using a single word. Words used included fun, informative, dynamic, and helpful.

The Yountville Community Process was successful in several ways. First, the meeting allowed community members to become familiar with the developing Park and Recreation Master Plan and provide significant input that will be incorporated into the final outcomes. This gathering also allowed the community members and associated staff to have their work viewed and validated by the community.

The meeting also clarified the vision and values that the broader community has for developing, maintaining, and sustaining Park and Recreation facilities and programs. This community input process is an excellent example of how a community benefits when an open, well-planned, well-attended meeting supports citizen involvement in creating a viable future Town of Yountville. 61 RECOMMENDATIONS
Using the data received during the public input process, the list of recommendations has been compiled for future analysis and potential placement into future budgets and Capitol Improvement plans. Based on the evaluation and outreach process, this Master Plan identifies 16 recommendations to focus on in the following areas: Parks and Facilities, Programs/Events/Services and Policies. We will outline recommendations into the Near Term (0 - 2 Years), Medium Term (3 – 4 Years) and Long Term (5+ years) and other (ongoing or to be addressed in a larger project).

We also include a rating of potential overhead cost for implementation and a rating of staffing impacts.

These ratings are estimates and until a project comes forward in the CIP or other budgeting process, a more refined estimate would be unknown. Staffing Impacts are estimated in addition to our current level of staffing and based on long term impacts, not short-term construction or implementation of the project.
[$- Under $25,000; $$- 25,000-75,000; $$$- 75,000 – 150,000; $$$$ - 150,000+] FTE= Full Time Equivalent

PARKS AND FACILITIES
Recommendation Time
Frame
Notes Connection to
General Plan
Cost Staffing
Impacts
Maintain high level of
maintenance in parks
and public spaces.

Ongoing Community feedback
clearly reflected a high
value for the level of
maintenance in our parks
and facilities among
respondents.

OS-1, 1a Maintain
Parks and Playfields
OS-2.2.2a Hopper
Creek Path
OS-2.2b Trails and
Pathways
Current
Expense
$$$$
Currently 3
FTE
Development of a Dog
Run/ Dog Exercise Park
Medium
Term-Long
Term
This project is dependent
on finding a suitable site.

The process of evaluating
existing Town owned
property for development
has occurred previously. A
site could not be decided
on. Given that it has been a
decade since the idea was
explored and undecided,
the process of exploration
could be considered again.

Information on the
historical work done is
included in APPENDIX B.

OS-1.2 New
Development
$$-$$$$ Additional
Maintenance
staff
estimated at
.05 - .20 FTE
depending
on project
size and
scope
62 Access to a Swimming
Pool
Other Progress would be
contingent on finding a
partner site in Town for
residents to access and/or a
site to develop access to a
pool of some kind.

A white paper completed
on the operations of the
Community Pool located at
the Veterans Home is
included in APPENDIX C for
historical reference.

OS-1.1b Joint Use
Agreements & OS-1.1c
Water Play
$-$$$$ Varies based
on scope
Mile Markers on Trails
and Paths
Near Term This project is currently
being worked on by the
Parks & Recreation
Department and Upper
Valley Blue zones as the
Yountville Marque Project.

OS-2.2b Trails and
Pathways
$ 0 FTE Long
Term
Shade Structures in
picnic, park and facility
areas
Near Term
– Medium
Term
The Town Council adopted
a budget that includes
funding for improving
shade options for the
Community Center Plaza as
well as a shade structure for
the Yountville Park picnic
site 1 in the 2023-24 CIP
Budget. Staff will assess and
make recommendations for
other sites in need of shade
structures and include
them in future CIP planning.

OS-1, 1a Maintain
Parks and Playfields
$$$$ over
time
0 FTE Long
Term
Comprehensive Park
and Trails Map
Near Term This project is already in
process with Upper Valley
Blue Zones as part of the
Yountville Marque Project.

The map will be updated as
needed with future
changes.

OS-1, 1a Maintain
Parks and Playfields
$ 0 FTE Long
Term
Plaza Improvements at
the Yountville
Community Center
Near Term The Town Council adopted
a budget in 2023-24 that
includes shade solutions for
the plaza as well as funding
for new seating and tables
for the plaza to encourage
more year-round use.

OS-1, 1a Maintain
Parks and Playfields
$ 0 FTE Long
Term
63 Access to a Fitness
Facility/Gym
Long Term Yountville historically had a
private membership-based
gym that closed in 2017.

Residents must travel to
Napa to visit a gym with
workout equipment. The
Parks and Recreation
Department does offer a
wide array of fitness classes
but does not have a set
space for stationary fitness
equipment indoors. In
Vineyard Park, the Town
currently offers 6 pieces of
stationary fitness
equipment for open use. A
grant application has been
submitted to add an
additional 3-4 pieces of
equipment.

QL-1 Maintain a high
quality of life in
Yountville
$ - $$$$ Dependent
on project
scope and
required
staffing.

PROGRAMS, EVENTS AND SERVICES
Recommendation Time
Frame
Notes Connection to
General Plan
Cost Staffing
Impacts
Maintain High Level
of Programming and
Events provided
through Parks and
Recreation
Ongoing Community
feedback clearly
reflected the high
importance of and
need for recreation
programming and
community events
among
respondents.

QL-1 Maintain a
high quality of life in
Yountville & QL-2
Promote arts and
culture in Yountville
Current
expense
$$$$
Currently 9.9
FTE with Part
Time included
5 Full Time &

4.9 FTE of Part
Time staffing.

Drop in use area for
games and activities
at Community Center
Near
Term
Staff to survey and
research interests.

Staff will analyze
space and ability.

QL-1 Maintain a
high quality of life in
Yountville & QL-2
Promote arts and
culture in Yountville
$ 0 FTE Long
Term
Additional Youth and
Family Programming
Near
Term
Staff to survey and
research interests
and add/change
programming
accordingly.

QL-1 Maintain a
high quality of life in
Yountville & QL-2
Promote arts and
culture in Yountville
$ Dependent on
programming.

Estimated .10
FTE Part Time
64 Additional
Community Events
Near
Term
Staff to survey and
research interests
and add/change
programming
accordingly.

QL-1 Maintain a
high quality of life in
Yountville & QL-2
Promote arts and
culture in Yountville
$-$$ Dependent on
Programming
Multi-Generational
Programs
(Adult/Child)
Near
Term
Staff to survey and
research interests
and add/change
programming
accordingly.

QL-1 Maintain a
high quality of life in
Yountville & QL-2
Promote arts and
culture in Yountville
$ Dependent on
Programming
Programming to
serve a more diverse
audience.

Near
Term
Staff to survey and
research interests
and add/change
programming
accordingly.

QL-1 Maintain a
high quality of life in
Yountville
$ Dependent on
Programming
Programs that attract
Veterans Home
Residents
Near
Term
Staff to survey and
research interests
and add/change
programming
accordingly.

QL-1 Maintain a
high quality of life in
Yountville & QL-2
Promote arts and
culture in Yountville
$ Dependent on
Programming
Programs for working
adults held after work
hours.

Near
Term
Staff to survey and
research interests
and add/change
programming
accordingly.

QL-1 Maintain a
high quality of life in
Yountville & QL-2
Promote arts and
culture in Yountville
$ Dependent on
Programming

POLICIES
Recommendation Time
Frame
Notes Connection to
General Plan
Cost Staffing
Impacts
Resident Sliding
Scale of Pricing
Near
Term –
Medium
Term
Staff to research
programs, options, and
impacts. Receive input
from Commission and
Council. Propose future
policies as progress is
made.

QL-1 Maintain a
high quality of life
in Yountville & QL-2
Promote arts and
culture in
Yountville
$$ Unknown
Free Programs for
Seniors
Near
Term –
Medium
Term
Staff to research
programs, options, and
impacts. Receive input
from Commission and
Council. Propose future
policies as progress is
made.

QL-1 Maintain a
high quality of life
in Yountville & QL-2
Promote arts and
culture in
Yountville
$$ Unknown
65 IMPLEMENTATION
As outlined, the recommendations include projects and policy changes that staff has placed in categories to be examined in the near term (0 - 2 Years), Medium Term (3 – 4 Years) and Long Term (5+ years) and other (ongoing or to be addressed in a larger project). In some cases, the overall cost to implement a project will dictate when it moves forward. For example, some capital projects will wait until funding is allocated from the General Fund, Capital Fund or if grant funds can be accessed, while others can be assessed and potentially implemented in the near or medium term.

As part of the longer-term Capital Improvement Plan, larger projects will be planned for over a 5 or moreyear span and could also potentially be implemented in phases. This would be in addition to capital costs for already planned for equipment replacements or maintenance. With new development recommendations like the Dog Park, consideration will also have to be made for Operations and Maintenance which could have ongoing budget impacts.

Because Yountville is mostly built out, implementation of some recommendations of the plan will largely depend on opportunities that arise as those developments move forward. There are areas of potential development within the Town limits that could be of interest in the future. Program, Events, Service, and Policy recommendations we would consider near or medium term requiring less financial investment but need to be prioritized for staff, Commission and Council time for more in depth exploration as well as budgeting.
66 APPENDIX
A. INVENTORY OF HISTORICAL DOCUMENTS
Site/Location Title Date Link Notes
Unknown Purchase of CE Property 27-May65N/A N/A
Yountville
Community Park
Transfer of Land from Napa
County
1-Jun-65 Resolution 55 Council Directed staff
to write to the County
to transfer the land.

Veterans Memorial
Park
Adoption of Site Plan for the
"California Drive Park and
agreement"
14-Sep76Resolution List 0226
through 0319
Noted on Resolution
Inventory Only. No
original documents
found.

Veterans Memorial
Park
Resolution certifying California
Dr. Park as consistent with
City's park and recreation plan
26-Apr77Resolution List 0226
through 0319
N/A
Community Center Establishing a YC Hall
Commission
14-Mar78Minutes March 14, 1978 N/A
Community Center Regulations for Operation of
the Community Hall
12-Sep78Resolution 404 N/A
Community Center Establishing Handicapped
Parking in Front of CH
28-Aug79Resolution 430 N/A
Community Center Amending Regulations 13-Jan81Resolution 466 N/A Unknown Approving Tentative priority
plan for expenditure of Ca
Parklands Act of 1980
10-Feb81Resolution 470 -
February 10, 1981
N/A
Community Center Amending Regulations 10-Nov81Resolution 530 - January 11, 1983
N/A
Community Center Amending Regulations 27-Jul-82 Resolution 513 - July 27, 1982
N/A
Unknown - May be
Veterans Park
Accepting Phase I construction
of Charles B See Park and NOC
26-Oct82Resolution 522-A N/A
Community Center Amending Regulations 11-Jan83Resolution 530 - January 11, 1983
N/A
Veterans Memorial
Park
Naming Town Park Located at
California Drive
22-Feb83Resolution 535 -
February 22, 1983
N/A
Community Center Amending Regulations 8-Mar-83 N/A N/A
Community Center Amending Regulations 26-Apr83N/A N/A
Community Hall Repair and Remodel Needs 1-May84Council Report - May 2, 1984
N/A
67 Veterans Home
Pool
Agreement 1-May84Council Report - May 2,
1984
N/A
Various "No dogs, cats or other" 1-Jun-85 Notice of Special Council Meeting - June 11, 1985
Authorization to install
signs stating "No dogs,
cats or other animals
allowed in Park"
Community Hall Remodel Building Floor Plan 28-Oct86Minutes October 28, 1986
N/A
Vineyard Park Naming Vineyard Park 28-Oct86Resolution 679 - October 28, 1986
N/A
Vineyard Park Policy for Vineyard Park Tennis
Courts
28-Jun88Resolution 727 - June
28, 1988
N/A
Community Center Amending Budget for the
Grand Opening of the
Community Hall
23-Aug88Resolution 732 - August
23, 1988
N/A
Yountville Park Special Projects Budget
Adjustment
11-Oct88Resolution 735 -
October 11, 1988
N/A
Community Center Establishing Rental Fees 11-Oct88Resolution 736 - October 11, 1988
N/A
Community Center Time Capsule 20-Jun89Resolution 771 - June 20, 1989
Open 100th
Anniversary of Town
February 4, 2065
Community Center NOC- Hall Parking 14-Aug90Resolution 813 - August 14, 1990
N/A
Community Center Re-establishing Community
Hall Commission
13-Nov90Resolution 825 -
November 13, 1990
N/A
ALL General Plan Review 9-Apr-91 Minutes - April 9, 1991 N/A Veterans Park Robert Meyers Presented
layouts for Bocce Ball and
Volleyball Court at Veterans
Park for Council Approval
9-Apr-91 Minutes - April 9, 1991 N/A
Community Center Lease Agreement with
Chamber
9-Feb-93 Resolution 946-93 -
February 9, 1993
N/A
Community Center Bid Picnic Shelter and
Restrooms
23-Mar93Resolution 951-93 -
March 23, 1993
N/A
Veterans Park Authorizing architect for
Veterans Memorial Park
Restrooms
27-Apr93Resolution 958-93 -
April 27, 1993
N/A
Vintage Park? Accepting Restrooms 27-Apr93Resolution 959-93 - April 27, 1993
N/A
Veterans Park Restroom Design Approval 1-Jun-93 N/A N/A Community Center Award Patio Project 8-Jun-93 Resolution 970-93 - June 8, 1993
N/A
Veterans Memorial
Park
NOC- Restrooms 11-Jan94Resolution 1009-94 -
January 11, 1994
N/A
Community Center Rules and Regulations 14-Jun94Resolution 1033-94 - June 14, 1994
N/A
68 Community Center NOC- Patio Project 12-Sep95Resolution 1151-95 - September 12, 1995
N/A
Community Center Amending Fee Schedule 11-May96Resolution 1196-96 - May 11, 1996
N/A
Oak Leaf Court Park
Imp
NOC- Restrooms 21-Jan97Resolution 1291-97 -
January 21, 1997
N/A
Vineyard Park Tennis Court Repave 22-Apr97Resolution 1320-97 - April 22, 1997
N/A
Vineyard Park Plans and Specs Path Imp. 13-May97Resolution 1327-97 - May 13, 1997
N/A
Vineyard Park Award - Path Imp 10-Jun97Resolution 1340-97 - June 10, 1997
N/A
Vineyard Park NOC- Path Imp 25-Nov97N/A N/A
Van de Leur Park N/A 10-Feb98N/A Originally site of fire station. New fire
station on Solano
completed in 7/2000.

Master Plan
Yountville Park Award of Bid- Restroom Site
Work
26-May98Resolution 1459-98 -
May 26, 1998
N/A
Yountville Park Award of Bid - Restrooms
Building
28-Jul-98 Resolution 1487-98 -
July 28, 1998
N/A
Community Center Community Hall Master Plan
Consultant Agreement
11-Aug98N/A N/A
Vineyard Park Tennis Court Policy 20-Apr99N/A N/A
Community Hall Approval of Master Plan 1-Sep-99 N/A N/A Community Center Acceptance of Final Site Plan 21-Sep99Resolution 1674-99 - September 21, 1999
N/A
Community Center Adopting Fees, Rules and
Regulations
5-Oct-99 Resolution 1682-99 -
October 5, 1999
N/A
Community Center Fee Waiver Policy 20-Jun00N/A N/A
Community Center Chamber of Commerce Lease 3-Oct-00 Resolution 1795-00 - October 3, 2000
N/A
Vineyard Park Improvement Project 5-Dec-00 Resolution 1823-00 - December 5, 2000
N/A
Community Center Agreement for Consultant for
Community Hall Expansion
Project
20-Feb01Resolution 1851-01 -
February 20, 2001
N/A
Community Center Fees, Rules, Regulations,
Deposit
4-Mar-01 N/A N/A
Veterans Memorial
Park
Park and Bocce Court Imp 15-Jan02Resolution 1939-02 -
January 15, 2002
N/A
Vineyard Park Imp Project 5-Feb-02 Resolution 1947-02 - February 5, 2002
N/A
69 Veterans Memorial
Park
Bocce Court Reservation 5-Mar-02 Resolution 1958-02 -
March 5, 2002
N/A
Veterans Memorial
Park
Award of Bid - Bocce Court
Project
2-Apr-02 N/A N/A
Vineyard Park NOC- Project 25-Jun02Resolution 1984-02 - June 25, 2002
N/A
Veterans Memorial
Park
NOC- Project 25-Jun02Resolution 1986-02 -
June 25, 2002
N/A
Van de Leur Park Preparation of Master Plan 6-Aug-02 Resolution 2001-02 - August 6, 2002
N/A
Van de Leur Park Master Plan for Park
Resolution 2078-03
21-Jan03Minutes - January 21,
2002
Lee Hart Requested
naming the park after
Martha Van de Leur
Van de Leur Park Naming of Park 3-Mar-03 N/A N/A
Community Center Fees, Rules, Regulations,
Deposit
3-Mar-03 Agenda Packet / Staff
Report - March 3, 2003
N/A
Van de Leur Park Award of Bid 1-Jul-03 Agenda Packet / Staff Report - July 1, 2003
N/A
Van de Leur Park VDL Park Sculpture 5-Aug-03
Agenda Packet / Staff
Report - August 5, 2003
N/A
Van de Leur Park Artist Larry Shank presented
Firefighter Sculpture to Council
1-Sep-03 N/A Council directed staff
to get public input.

Van de Leur Park Land Use - Reso 2179-03 1-Dec-03 Staff Report - December 1, 2003
Rezoned Parcel 036-
052-001 from Old
Town Historic to Parks
and Playfields.

All Amending the Parks and
Playfields Summary or the GP
2-Dec-03 Agenda Packet / Staff
Report - December 2,
2003
N/A
Community Center Improvements 6-Jan-04
Agenda Packet / Staff
Report - January 6, 2004
N/A
Community Center Fees, Rules, Regulations,
Deposit
20-Apr04Resolution 2224-04 N/A
Veterans Memorial
Park
Award of Bid Pathway 1-Jun-04 Agenda Packet / Staff
Report - June 1, 2004
N/A
Veterans Memorial
Park
Award of Bid - Trellis Project 6-Jul-04 Agenda Packet / Staff Report - July 6, 2004
N/A
Veterans Memorial
Park
Path Phase II 5-Oct-04 Agenda Packet / Staff
Report - October 5,
2004
N/A
Community Center Fees, Rules, Regulations,
Deposit
5-Apr-05 Resolution 2339-05 N/A
Community Center Naming of Community Hall
Kitchen "Barbara's Kitchen" for
Barbara Dulinksy
5-Apr-05 Resolution 2340-05 to
2395-05
N/A
70 All Park Use Guidelines and Fees 18-Apr06Agenda Packet / Staff Report - April 18, 2006
N/A
Community Center Master Development Plan 22-May07Agenda Packet / Staff Report - May 22, 2007
N/A
Bardessono Park Passive Public Park Design
Review
5-Jul-07 N/A N/A
Forrester Park NOC- Path Replacement 5-Jul-07 Resolution 2584-07 - July 5, 2007
N/A
Vineyard Park NOC- Basketball Court 5-Jul-07 Resolution 2590-01-01 - July 17, 2007
N/A
Veterans Memorial
Park
NOC- Restrooms Addition 7-Aug-07 Resolution 2596-07 -
August 7, 2007
N/A
Community Center Town Center Project Design
Review
16-Oct07Minutes October 16,
2007
N/A
Bardessono Park Direction from Council on
Design
1-Nov-07 Agenda Packet / Staff
Report - November 20,
2007
Passive and low
maintenance park
transitioning from
hotel to Town Center
Project. Discussed who
maintains what?
Community Center Town Center Project Plans and
Specs
3-Jan-08 Agenda Packet / Staff
Report - January 3, 2008
N/A
Community Center Award of Construction 20-May08Agenda Packet / Staff Report - May 20, 2008
N/A
All Establishing Park and
Community Services
Commission
8-Nov-08 N/A N/A
Bardessono Park Acceptance and Dedication 17-Mar09Resolution 2768-09 - March 17, 2009
N/A
All PCSC Bylaws 2-Jun-09
Resolution 2792-09 -
June 2, 2009
N/A
All Naming Policy 6-Jul-09 N/A N/A
Yountville
Community Park
Playground Equipment 6-Oct-09 N/A N/A
Community Center Naming of Reading Room for
Lou Jefferson
31-Aug10Resolution 2907-10 -
August 31, 2010
N/A
All Establishing and increased Park
Rental Fees
7-Sep-10 RResolution 2909-10 -
September 7, 2010
N/A
Vineyard Park Tennis Court Repaving Project 18-Oct11Resolution 2992-11 - October 18, 2011
N/A
Veterans Memorial
Park
Path Project 1-Nov-11 Resolution 2998-11 -
November 1, 2011
N/A
Vineyard Park Path Project 1-Nov-11 Resolution 2998-11 - November 1, 2011
N/A
All Establishing Park Reservation
Guidelines
7-Nov-11 N/A N/A
71 Community Center Chair Replacement 7-Aug-12 Resolution 3048-12 - August 7, 2012
N/A
Community Center Marketing Plan 7-Aug-12 N/A N/A
Van de Leur Park Undergrounding Project
Reimbursement
4-Dec-12 Resolution 3078-12 -
December 4, 2012
N/A
? Gametime Contract? 2-Dec-14 Resolution 3217-14 -
December 2, 2014
N/A
Yountville
Community Park
Drainage Improvements 2-Dec-14 Resolution 3218-14 -
December 2, 2014
N/A
Yountville
Community Park
Conceptual Plan 21-Apr15Resolution 15-3254 -
April 21, 2015
N/A
Oak Circle Park Plans and Spec 6-Oct-15 Resolution 15-3296 - October 6, 2015
N/A
Oak Circle Park Award 1-Dec-15
Resolution 15-3311 -
December 1, 2015
N/A
Forrester Park Removal of Valley Oak 1-Dec-15 Minutes December 1, 2015
N/A
Veterans Memorial
Park
Conceptual Plan and tree
removal
2-Feb-16
Resolution 16-3323 -
February 2, 2016
N/A
All Amending General Plan Open
Space/Park
21-Jun16Resolution 16-3350 -
June 21, 2016
N/A
Veterans Memorial
Park
Plans and Specs 2-Aug-16 Resolution 16-3361 -
August 2, 2016
N/A
Veterans Memorial
Park
Award of Bid 20-Sep16Ordinance 16-3373 -
September 20, 2016
N/A
Yountville
Community Park
Long Term Lease for Parking
with RH - Not adopted
7-Feb-17 Minutes February 7,
2017
N/A
Veterans Memorial
Park
NOC 1-Aug-17 N/A N/A
Community Center Lease Revenue Bonds to fund
Town Center
19-Sep17N/A N/A
Veterans Memorial
Park
Sculpture 7-Nov-17 Resolution 17-3441 -
November 7, 2017
N/A
Vineyard Park Plans and Specs, Court
Improvement Project
6-Mar-18 Resolution 18-3460 -
March 6, 2018
N/A
Bardessono Park Naming Bardessono Family
Park
17-Apr18Minutes April 17, 2018 N/A
Vineyard Park Award of Bid 1-May18Resolution 18-3484 - May 1, 2018
N/A
Vineyard Park NOC 6-Nov-18 Resolution 18-3518 -
November 6, 2018
N/A
Community Center Emergency Generator plans
and specs
2-Apr-19 Resolution 19-3544 -
April 2, 2019
N/A
Community Center Emergency Generator Contract 7-May19Resolution 19-3550 - May 7, 2019
N/A
72 Yountville
Community Park
Establishing Underground
Utility Zone
4-Jun-19 Resolution 19-3560 -
June 4, 2019
N/A
All Plans and Specs for Parking
Improvements, Timed Parking
1-Oct-19 Resolution 19-3584 -
October 1, 2019
N/A
Community Center NOC - Emergency Generator 7-Jan-20 Resolution 20-3961 - January 7, 2020
N/A
Yountville
Community Park
Parking Lease with Restoration
Hardware
5-May20Resolution 20-3987 -
May 5, 2020
N/A
Vineyard Park Sound Deadening Materials 4-Aug-20 Resolution 20-4006 - August 4, 2020
N/A
All Self Locking Systems for Park
Restrooms
20-Oct20Resolution 20-4018 -
October 6, 2020
N/A
Yountville
Community Park
North Restrooms Project 6-Apr-21 Resolution 21-4046 N/A Van de Leur Park Reopens as a Park Spring 2004 22-Jun04Resolution 2239-04 - June 22, 2004
N/A
Yountville
Community Park
Plaque Request for Former
Town Clerk Frances Emilie Field

N/A N/A N/A
73 B. DOG PARK HISTORICAL INFORMATION
The Community conversation, Commission and Council work around the topic of a Dog Park dates back in document research to November of 2005 and potentially before. In 2008 there were discussions again, and several meetings were held with ideas for a location but there was no resolution to the siting issue.

At that time, the Town Council direction was to have the newly forming Commission Services Commission explore the idea.

In May of 2010, staff brought an update to the Council sharing many months of work by the Commission to engage the community, research potential locations and approve criteria for which it would base its recommendations. The goal was to seek further Council direction on the project. The Council voted unanimously to stop the process of evaluation and potential construction of a dog park at the May 18, 2010 meeting. The specific concerns outlined in the meeting minutes were the potential cost, the lack of an appropriate site and the size of the park to accommodate all dogs.

Although the further exploration of a site and design of a dog park stopped at that time, the idea has continued to be brought up by residents in surveys and questionnaires. Most recently, the dog park item was the most mentioned request when respondents were asked what they would change or add to the park system in the master plan survey.

Documentation and public comment speakers and letters were split amongst those wanting a dog park in town and those who did not. Given this occurred over a decade ago, the process of exploration on this subject could be reopened.
74 C. COMMUNITY POOL HISTORICAL INFORMATION
Yountville Community Pool
Report
Presented to Council
January 2019
75 HISTORY
The Town of Yountville entered into an agreement with the California Department of Veterans Affairs in 2005 for the use and improvement of the Community Swimming Pool which is located on the Veterans Home of California property. The contract allowed the State and Town to work together to design, construct, operate and maintain the facility and provided a long term agreement for operations to the Town. The term of the agreement was for 20 years terminating May 28, 2025. Prior to this, the Town ran programming at the Pool dating back to the early 80’s while the Veterans Home was responsible for all maintenance.

In the agreement, the State agreed that the Towns contribution of capital improvements, maintenance, staffing and benefits to the Veteran Member of the Town was considered fair market value and charged rent of $1 per year for the facility. The Veterans Home is responsible for paying for all utility bills including water, electricity, sewer, gas and garbage.

Upon entering into the agreement, the Town agreed to pay 90% of the cost of needed improvements with the State paying 10%. At the time, the improvements were estimated to cost $750,000. The project included removal and replacement of pool drains, repair to fiberglass pool liner, replacement and adding of surface skimmers, demo and replacement of surrounding concrete, demo and construction of new wading pool, remodel and expansion of pool building, demo and replacement of fencing, parking lot surface and landscaping. After the final designs of the project were completed, the bid process resulted in receiving 4 bids all more than double the engineer’s estimate.

The bids were rejected and Town staff began working on the project internally handling all project management and contracting subs to complete the project. Public Works staff completed many parts of the project including excavation, plumbing, electrical, roofing, finish carpentry and cleanup of the site and other needs were contracted out. The project was completed for $1,380,000.00.

The pool was scheduled to open in June 2006 but opened only partially in July 2006. The concession area and children’s activity wading pool were not able to open in 2006 due to permitting issues. A formal opening was held on May 19, 2007 with the first season for the full operational facility opening May 26, 2007.
76 HOURS OF OPERATION
From 2010 to 2017, hours of operation have stayed consistent. In 2013 we began offering private swim lessons which cut back on the Senior/Veterans Swim time by 2 hours per week (Saturday Mornings). Community Swim has stayed consistent as well as resident and family swim times.

In 2018, we modified the schedule due to issues staffing the pool. Hours were reduced and swim lessons were only offered for one modified session.

Activity 2018 2017 2016 2015* 2014 2013 2012 2011 2010
Senior/Veteran
Swim
5 10 10 10 10 10 12 12 12
Community Swim 20 24 24 24 24 24 24 24 24
Resident Swim 2 2 2 2.5 2.5 2.5 2.5 2.5 1.5
Family Swim 2 2 2 2.5 2.5 2.5 2.5 2.5 2.5
Swim Lessons *0 12 13 12 12 12 10 10 10
Aqua Aerobics 0 0 0 0 1 0 0 0 0

TOTAL HOURS

PER WEEK
29 50 51 51 52 51 51 51 50
* Added one limited session of Swim Lessons 4 hours per week for two weeks. 77 USAGE DATA
Staff has compiled statistical data dating back to 2010. We analyzed the hours of operation, participation numbers, revenue and expenses in order to better understand the trends.

Activity 2018 2017 2016 2015* 2014 2013 2012 2011 2010
Senior/Veteran
Swim
558 311 510 705 520 577 613 469 515
Residents -
Community
Swim
724 609 1,163 847 907 1,014 625 697 670
Non-ResidentsCommunity
Swim
776 1,840 4,485 4,978 5,063 4,206 3,808 3,523 3,748
Camp Visits 832 816 809
Passes 1,705 1,185 769 1,899 1,571 2,129 2,006 1,397 1,390 Res. & Family
Swim Night
412 132 430 268 157 232 347 328 240
TOTAL 5,007 4,856 8,166 8,941 8,494 8,158 7,603 7,009 7,104 *In summer 2015, the NVUSD had one additional week of summer vacation. 0 2500
5000
7500
2018 2017 2016 2015
Snr/Vet Residents Non-Res
Camp Pass Holder Res./Fam
Usage Data
78 NON-RESIDENT UTILIZATION
Community Pool usage numbers were strong in 2010, then dipped until 2013-14, topping at just under 9,000 visitors in 2015. This increase in 2015 was due to the extension of the Napa Valley Unified School District which added a week to the summer break.

In 2017, we saw a strong decline in non-resident users. This could be attributed to the City of Napa returning to a regular open swim schedule as our largest decline in population were nonresidents during community swim. The decline in this area continued into 2018 serving 1,000 less non-residents. Camp visits are grouped into this Non-Resident Utilization chart.

RESIDENT UTILIZATION
Over the past 9 years, the average visits by residents to the Pool is 1,337 per season. The lowest years were 2017 and 2018. Part of the dip in 2018 can be attributed to the shorter schedule for Community Swim when we were closed on Sundays. The lowest utilization was in 2017 were we saw 920 visits during the season. The visits from Yountville Residents have varied between 20% and 34% of our total utilization numbers. 1337
5437
Residents Non-Residents
Utilization Average over 9 Year Span
79 REVENUE AND EXPENSES
Over the past 9 years, the subsidy of pool operations by the general fund has varied between 53% and 78%. The average across the last 9 years is 61.5%. The variance is due to various capital projects and fluctuation in revenue the most being in 2018 when we only offered one modified swim lesson session.

The dollar amount subsidized per visit over the past nine years has varied between $7.82 - $21.72.

Pool
RevenueSeason
2018 2017 2016 2015* 2014 2013 2012 2011 2010
Entrance Fees $11,549 $17,118 $20,622 $26,157 $20,075 $16,009 $18,169 $14,024 $14,154 Family /
Couples
Passes
$3,331 $8,175 $9,323 $9,353 $10,407 $10,104 $8,374 $12,687 $1,278 Camps /
Parties
$5,161 $2,540 $5,271 $4,134 $5,206 $4,789 $3,236 $3,520 $3,574 Swim Lesson
Revenues
$1,442 $17,158 $15,514 $18,654 $14,836 $14,277 $14,590 $14,046 $12,388 Jr. Lifeguard
Program
$0 $0 $825 N/A $858 $869 $313 $870 $290
Snack Bar $3,771 $4,222 $5,818 $7,444 $6,400 $5,921 $6,397 $7,294 $7,229 Total $25,254 $49,213 $57,373 $65,742 $57,782 $52,059 $51,079 $51,824 $46,238 * 2015 Season had one extra week of NVUSD summer vacation. 80 *Estimated Year End ** Estimated based on scheduling changes continuing for summer 2019 season Season **FY
2018/19
FY
2017/18
FY
2016/17
FY
2015/16
FY
2014/15
FY
2013/14
FY
2012/13
FY
2011/12
FY
2010/11
Expenses
during
season
$86,000 $107,200 $107,720 $95,578 $87,964 $87,964 $89,549 $88,057 $94,178 All
Expenses
$126,000 *$154,724 $145,388 $147,513 $124,225 $128,710 $134,821 $124,263 $116,989 Revenue $28,000 $49,231 $57,573 $65,742 $57,782 $52,059 $51,823 $51,823 $46,238 Subsidy $98,000 $105,493 $87,815 $81,771 $66,443 $76,652 $82,998 $72,440 $70,751 81 FACILITY & CAPITAL IMPROVEMENTS
As described in the history section of this report,
the Town entered into the agreement in 2005 to
take over maintenance and operations of the pool
for 20 years. The Town is responsible for the
annual and ongoing maintenance of the pool and
as such, costs occur year round for a percentage
of the full time staff allocations, year round
maintenance and operations. The pool facility
also has a large number of infrastructure needs
and systems that must have regular maintenance
and replacement at the end of the life cycle or as
issues occur.

In fiscal year 2019-2020, it is estimated that
$275,000 in capital improvements will need to be
made of which the most expensive would be the resurfacing of the large pool. The resurfacing could potentially be deferred another year but will need to occur within the next two. Several costly items have been deferred including the painting of the exterior of the onsite building that includes the locker rooms, mechanical rooms and offices scheduled for 2018 as well as recommended replacement of the pool heaters in 2018-19. These two items are estimated to cost $48,000. By the end of our lease agreement with the Veterans Home in 2025 funding needed for capital projects estimated at $346,400. This is taking into consideration the typical life span of the facilities mechanical and structural inventory and does not include any unforeseen issues arising.

As with every facility that serves the public, upkeep and regular maintenance is very important.

Not only do we pride ourselves on having well maintained facilities for our residents and visitors and have the duty of adequately maintaining the Town’s investment, we also have to ensure safety at all times. With an aquatics facility, the concerns around safety and the potential risks are much higher. All of the processes, mechanics and procedures that go into ensuring safe water quality contribute to a much higher cost of maintenance than a typical building. Also, the environment in which these systems work (wet, cold and intermittent use) contribute to a shorter than normal lifespan.
82 The following page shows inventory of the systems and infrastructure, the estimate replacement dates and lifespan as well as costs. Please note the estimated costs of as of 2018-19 and could increase in future years.

Upcoming Pool Infrastructure
Projects

PROJECT
Estimated
Replacement Year LIFESPAN
ESTIMATED COST as
of 2018
Building Painting 2018 5 Years $ 18,000.00
Drain Replacement 2018 5 Years $ 6,500.00
Large Pool Resurfacing 2019 10 Years $ 200,000.00
Furniture Replacement Each Year 3-5 Years $ 3,000.00
Over Six
Years
Parking Lot Resurface 2020 5 Years $ 7,500.00
Enduro Vac Stinger Pool Sweep 2020 7 Years $ 8,000.00
Chlorine Feed Pumps #1 & 2 2021 3 Years $ 4,500.00
Chlorine Tank N/A N/A $ -
High Pressure CO2 Tank Leased $ -
Triton II Sand Filter 2032 35 Years $ 1,200.00
EKO CO2 Injector Pump/Controllers
#1&2 2019 10 Years $ 3,400.00
Lochinvar Large Pool Heater 2019 10 Years $ 30,000.00
Lochinvar Small Pool Heater 2019 10 Years
Will Replace
both heaters
with one
EKO Large Sand Filter 2032 35 Years $ 10,500.00
Variable Speed Drive for Pool Pumps #1 2024 8 years $ 3,000.00 Variable Speed Drive for Pool Pumps #2 2024 8 years $ 3,000.00 Variable Speed Drive for Pool Pumps #3 2021 8 years $ 3,000.00 Variable Speed Drive for Pool Pumps #4 2021 8 years $ 3,000.00 Backflush Pump 2023 8 Years $ 1,000.00
US Filter Strantrol Controllers with PH
and CL2 sensors #1 & #2 2020 3 Years $ 1900.00
Palin Photometer 9 Chemical Tester 2021 5 years $ 400.00 In Line Strainer Baskets #1 As Needed $ 500.00
In Line Strainer Baskets #2 As Needed $ 500.00
In Line Strainer Baskets #3 As Needed $ 500.00
In Line Strainer Baskets #4 As Needed $ 500.00
TDH of 65 for Main Pool Pump 2027 10 Years $ 5,000.00
TDH of 83 For Dew Prop Feature Pump 2026 10 Years $ 3,500.00 TDH of 65 for Wader Pool Pump 2026 10 Years $ 3,500.00
83 TDH of 80 for Fountain Feature Pump 2026 10 Years $ 3,500.00

ESTIMATED EXPENSES THRU
LEASE
2019-2020 $ 275,300.00
2020-2021 $ 10,900.00
2021-2022 $ 17,900.00
2022-2023 $ 12,900.00
2023-2024 $ 29,400.00
TOTAL $346,400.00

NAPA COUNTY AREA FACILITY INVENTORY
Around the Valley, various Public Pools exist. These include:
• The City of Napa operates seasonal aquatics programs at Redwood Middle and Napa High School pools. From 2012 - 2017, the City of Napa offered free recreational swim on limited days during the summer at only Napa High. Without a regular schedule, the options for Napa residents to use the public pools was minimal. In 2017, they resumed a regular schedule offering recreation swim 5 days a week. They have consistently offered the same swim lessons schedule throughout the years. The Napa High Pool consists of a large lap pool and a smaller, shallow pool.
• The St. Helena Community Pool which is housed at the High School and operated by the St. Helena Unified School District. It opened to the public in 2015. The pool is operated year round but limited to Lap Swim and Swim Team efforts from November – May. During the summer, open swim is offered 6 days a week, along with lessons and camps as well as water aerobics and free community swim days. The pool is a large lap pool.
• The Calistoga Community Pool was a grassroots effort over 20 years to raise money and build the complex. It opened in 2009 and currently operates 7 days a week seasonally from April – September offering Lap Swim, Aerobics, Rec Swim and Swim Team programs. The pool consists of a large lap pool with diving board along with a large shallow depth pool.
• The American Canyon Phillip West Aquatics Complex is open year round although programming October – April is limited to swim teams, lap swim, lessons and water aerobics. During the school district summer, the pool is open 7 days a week and then weekends into October.
84 In Yountville, the Community Pool operated at the Veterans Home is the only true public pool which allows all visitors entry. Housing associations in town that have pool facilities available to their residents include the Vintage Home Owners Association, Rancho de Napa, Bella Vista Estates, Cross Roads Condominiums, Hopper Creek Condominiums, and Vista Condominiums. These associations make up 443 housing units of the total 1,300 housing units in Yountville. This total does not include the Veterans Home. There are 41 private residential pools in Yountville leaving the total number of housing units unserved by a private or association pool at 816.

For visitors and guests staying in local hotels, the Vintage House, Hotel Villagio, Hotel Yountville, Napa Valley Lodge, North Block Hotel and the Bardessono all have on site pools.

CURRENT & FUTURE CHALLENGES

STAFFING
Over the past several years, staff has shared that recruiting and retaining qualified lifeguards, swim instructors and pool management staff has been difficult. We have consistently seen a drop in the number of applicants since 2015 with our lowest recruitment being in 2017. We luckily had a returning Pool Manager in 2017 that helped us to carry the season through with an almost entirely new group of new lifeguards. In 2018, many of those guards returned for year two with us but we lost our Pool Manager and had no one to fill that position. After a thorough and extensive recruitment offered no applicants, the Town was lucky to have a full time staff person that could temporarily step in to oversee the pool for the season but the impacts of reassigning the Recreation Supervisors duties elsewhere in our already slim department were felt and this is not a sustainable option.

It is not shocking that we have a difficult time recruiting and sustaining staff in these roles. A Lifeguard is a trained first responder that must complete a 24-hour training course, pass a skills assessment and physical agility test prior to certification. These certifications have to be renewed every two years. Yountville operates a seasonal pool and relies on typically high school and college aged staff people to fill these roles. Having several years of lifeguard experience is a requirement of being a Pool Manager as is current certification. All the Pool Managers that Town has employed over the past 9 years have come up through the ranks in Yountville into the Manager role.
85 Nationwide studies and data are showing us that less and less high school students are seeking after school and summer jobs but instead look for things that further their education and college readiness with a goal of looking good “on paper” for college applications. If they are taking jobs, the plethora of service industry positions paying similar and many times higher wages, requiring less responsibility and no certification as well as offering evening hours create a very competitive environment.

We have begun our recruitment for a Pool Manager for the 2019 season. If a Pool Manager is not found, we may be able to operate the pool on a limited basis focusing on Community Swim times. This plan is based on third year lifeguards returning for another season and showing capability to move into a lead role. This, paired with a scaled down role of training and oversite by Full Time Parks and Recreation staff could limp the operation of the pool by for the season.

INFRASTRUCTURE
As shown on pages 6 and 7, considerable infrastructure needs are coming before the end of the lease. These costs will contribute to an even higher rate of subsidy to operate the seasonal pool through the 2024 season with maintenance until May 2025. The Department of Veterans Affairs is currently auditing all of their lease agreements and we anticipate a meeting to discuss this in early 2019. The current lease does not include terms for cost sharing of maintenance or future infrastructure needs although for the 2005 facility renovation, the Veterans Home did contribute 10% or $113,000.

RESIDENT/NON RESIDENT SERVICES
As you know, many of the Parks and Recreation Departments events, programs and services rely on non-resident participation to keep them viable. For example, the Camp Y-Ville Program is offered during school breaks to serve Yountville Residents who have no other child care options in town for their school aged children while also welcoming non-residents who assist in recovering the basic costs and allow to program to succeed without a high rate of subsidy from the General Fund. Our excursion program offers exciting trips for our residents but we often need a minimum of 30 - 40 to make the trip viable and recover the costs of transportation, so allowing non-residents to participate makes the trip happen.

When analyzing the programs and services we offer, we look at several things. Do our residents want or need it? Is it something that serves a broad range of interests or is it specialized? Is 86 someone else offering it? Is it budgeted? Does the cost allow us to price it for success and recover costs? If it doesn’t recover costs, does the subsidy benefit our residents and still allow us to meet our budget goals?
A direct example of using this philosophy is the Golden Ticket Program. We used surveys and community meetings to understand we had an underserved population. We tried a few things and gained more information before presenting the Town Council with a proposal in the budget process for a program that would be subsidized by the General Fund. In turn, the programs goal was to serve many Yountville Residents in a way that we weren’t currently, increase utilization of the Community Center by our residents and provide important physical and mental health building activities to our aging population.

The Yountville Community Pool can be assessed in this same way. The level of subsidy for the Community Pool based on all visitors varies from year to year due to capital projects and facility needs.

FUTURE SUBSIDY ESTIMATES
These estimates consider flat revenue and slightly increased operating expenses based on the hope for a Pool Manager and estimated increases in salary and benefits of 5% each year. The average per visit subsidy is based on flat attendance numbers from 2018. 2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Revenue $30,000 $30,000 $30,000 $30,000 $30,000 Estimated Operating Expense - $130,000 -$135,000 -$141,750 -148,837 -$156,278 Estimated Capital Expenses - $275,300 -$10,900 -$17,900 -$12,900 -$29,400 Total Subsidy -$375,300 -$115,900 -$129,650 -$131,737 $155,678 Average Per Visit Subsidy $74.96 $23.15 $25.89 $26.31 $31.09

VETERANS HOME
The Town was notified that the State has a team evaluating all the leases currently in place at the home including the Pool. The outcome of those evaluations and any plans for change is not yet known.

The Town Manager met with the Home Administrator to share information and get any feedback on pool operations. Although the Administrator did not share information about the outcome of the lease evaluation, he did share he was not surprised by the statistics we were sharing about utilization of the pool nor the future costs.
87 OPTIONS TO CONSIDER
The three options that staff can see considering:

1. Attempt to keep the facility open seasonally as we have historically and as staffing levels allow.

2. Request from the Veterans Home the ability to sublease or contract out operations of the pool. This is currently not outlined in the current lease agreement as it states “The Town shall be responsible for hiring and supervising the pool staff that will provide all services for the safe operation of the pool during all hours of its operation. The Town shall control and determine the performance of Town personnel including but not limited to performance and discipline.”

3. Request to cancel the lease and return the facility back over to the Veterans Home.

4. Any other suggestions brought forward by the Council.

Options 1 and 2 do not eliminate the costs of the immediate and longer term maintenance needed to continue operations. Looking at decreasing operating hours as a cost savings produces little savings. For example, if we proposed a Tuesday, Thursday, Saturday and Sunday schedule of just 20 hours per week, it would equate to a staffing cost savings of $11,000. While not insignificant, the big costs and impacts to the budget revolve around the infrastructure maintenance and projects that are coming.

If a contractor could be found and be interested in taking over operations, the Town would still be responsible for overseeing maintenance and infrastructure.

In discussing how to move forward, the staff is looking for input from the Council.

Note: The Council approved canceling the lease and turning the facility back over to the Veterans Home based on the lease terms presented, use data and future costs. 88 Parks and Recreation Department
6516 Washington Street
Yountville, CA 94599
(707) 944-8712
Town of Yountville
Staff Report
6550 Yount Street
Yountville, CA 94599
Agenda Item #: 11C
Yountville Town Council Staff Report
DATE: November 21, 2023
TO: Mayor and Town Council
FROM: Gary Bell, Town Attorney
PREPARED BY: Eddy Gomez, Town Clerk

RECOMMENDATION
Consider Approving Argument in Favor of Measure U (Increase of Appropriations (Gann) Limit) for the March 5, 2024 Special Municipal Election.

DISCUSSION/BACKGROUND
At the October 17, 2023 Town Council Meeting, Council adopted Resolution Number 23-4233 Calling for the Holding of a Special Municipal Election to be held on Tuesday, March 5, 2024, for the Submission to the Voters of One Question Related to Measure U (Increase in Appropriations (Gann) Limit) and Requesting the Board of Supervisors of Napa County to Consolidate and Render Specified Services to the Town Relating to the Conduct of the Statewide Primary Election to be held on March 5, 2024.

In addition, Council directed staff to prepare an Argument in Favor of Measure U (Increase of Appropriations (Gann) Limit). Arguments must be submitted to the Town Clerk by December 15, 2023 at 5:00 p.m. The text box below is the language that will appear on the March ballot.

Proposed Ballot Measure U – Increase in Appropriations (Gann) Limit “To fully utilize TOT and sales tax generated from visitors for public services, parks & recreation, police and fire emergency programs, shall the appropriations limit set by Article 13B of the California Constitution be increased by $3,000,000 and the growth in TOT for each year commencing fiscal year 2022/2023 through fiscal year 2026/2027? By approving this appropriation limit, no new taxes are created nor will any existing tax be increased.”
Yes
No
Ballot Arguments
Resolution Number 23-4233 adopted by the Town Council provides for participation and deadlines for the submittal of arguments and rebuttals should either be submitted. The following information is provided for primary arguments and rebuttals:
a. Printed arguments shall be titled either "Argument In Favor Of Measure U” or “Argument Against Measure U.” Arguments in favor of or in opposition to any measure may not exceed 300 words in length and shall be filed at the office of the Yountville Town Clerk, 6550 Yount Street, Yountville, California, not later than Friday, December 15, 2023 at 5:00 p.m. b. Printed rebuttal arguments shall be titled either "Rebuttal; Argument In Favor Of Measure” and "Rebuttal Argument Against Measure”. Rebuttal arguments for any measure may not exceed 250 words in length and shall be filed with the Office of the Yountville Town Clerk, 6550 Yount Street, Yountville, California, not later than Friday, December 22, 2023 at 5:00 p.m. c. If more than one argument for or more than one argument against any Town measure is submitted, the Town Clerk shall select one of the arguments in favor and one argument against the measure, as set forth in Elections Code section 9287.

Staff requests Town Council discuss the presented primary Argument in Favor of Measure U, recommend any changes, determine which Council Members will sign (no more than five signatures), and authorize the primary Argument in Favor of Measure U to be signed and submitted to the Town Clerk no later than December 15, 2023 at 5:00 p.m.

ATTACHMENTS
• Argument in Favor of Measure U (Draft)

ENVIRONMENTAL REVIEW
Exempt per California Environmental Act (CEQA) Guideline Section 15061(b)(3)

FISCAL IMPACT
Is there a Fiscal Impact? Yes
Is it Currently Budgeted? N/A
Where is it Budgeted? N/A
Is it Mandatory or Discretionary? Mandatory
Is there a Staff Resource Impact? Yes

STRATEGIC PLAN GOAL
Is item Identified in Strategic Plan? Yes
If yes, Identify Strategic Goal and Objective. Visionary Leadership: The Town's leadership maintains an openminded, forward-thinking decision-making process. We value engagement and participation from all members of the community as we work together to create policies and plan for the future.

Briefly Explain Relationship to Strategic Plan Goal and Objective. By submitting Measure U to Town voters, the Council provides residents of the Town to participate in decision-making process of Town business. 328485.1

MEASURE U
Argument in Favor of Measure U
The California Constitution requires that we ask voters for permission to spend tax revenues above a pre-determined limit, even when those tax revenues have previously been approved. In 2003 Yountville voters approved a transient occupancy tax (TOT) paid by visitors to the Town's hotel lodging. TOT and sales tax revenue fund the Town's general services including law enforcement, fire and emergency medical services, parks and recreation programming, streets, sidewalks, Yountville BeeBus, flood and drainage projects, and the Town's Capital Improvement Program among others.

Measure U only authorizes the Town of Yountville to continue using already collected tax dollars to continue funding these services. Yountville voters have approved a similar measure every time it was placed on the ballot dating back to 1985. (2018, 2014, 2010, 2006, 2003, 1999, 1992, 1990, 1988, and 1985). This measure increases the appropriations limit by $3,000,000 and will be adjusted annually by the increase in TOT revenue generated locally each year commencing fiscal year 2022/2023 through fiscal year 2026/2027.

This proposed measure does not increase or raise your taxes.

A YES vote on Measure U allows the Town to continue to use these funds.

A NO vote on Measure U requires the Town to return these funds in accordance with state law.

If this measure is not approved, the Town will lose the ability to use the already approved revenue collected from TOT and sales tax. The State requires your approval to keep these taxes in Yountville otherwise they will be redistributed in accordance with state law. Measure U allows the Town to continue to use these revenues (without increasing local taxes) for services which make a difference in the quality of life for all Yountville residents.

Join the Yountville Town Council in their unanimous support of Measure U by voting YES.

Yountville Town Council
Margie Mohler, Mayor
Eric Knight, Vice-Mayor
Hillery Bolt Trippe, Council Member
Robin McKee-Cant, Council Member
Pam Reeves, Council Member
328485.1

STATEMENT THAT ARGUMENT IS

TRUE AND CORRECT
All arguments/rebuttal arguments concerning measures shall be accompanied by this form to be signed by each author(s). Author(s) names and titles listed will be listed and printed in the Voter’s Information Pamphlet in the order provided below and will appear as indicated below.

The undersigned author (s) of the:

Argument in Favor of (300 words) Rebuttal to the Argument in Favor of (250 Words) Argument Against (300 words) Rebuttal to the Argument Against (250 words) Ballot Measure letter at the
Name of Election
Election for
Jurisdiction (name of district)
to be held on , 20 , hereby state that such argument is true and correct to the best of his/her/their knowledge and belief.

1. Signature of Individual voter eligible to vote

4. Signature of Individual voter eligible to vote
Print Name to Appear in Voter’s Information Pamphlet Print Name to Appear in Voter’s Information Pamphlet (Optional) Print title to appear under name

2. Signature of Individual voter eligible to vote
(Optional) Print title to appear under name

5. Signature of Individual voter eligible to vote
Print Name to Appear in Voter’s Information Pamphlet Print Name to Appear in Voter’s Information Pamphlet (Optional) Print title to appear under name (Optional) Print title to appear under name

3. Signature of Individual voter eligible to vote
Print Name to Appear in Voter’s Information Pamphlet
328485.1
(Optional) Print title to appear under name
Town of Yountville
Staff Report
6550 Yount Street
Yountville, CA 94599
Agenda Item #: 11D
Yountville Town Council Staff Report
DATE: November 21, 2023
TO: Mayor and Town Council
FROM: Brad Raulston, Town Manager
PREPARED BY: Eddy Gomez, Town Clerk

RECOMMENDATION
Consider and Discuss Approving the Proposed Town Council Meeting Calendar for Calendar Year 2024, Approving Closing Town Offices for Winter Break Holidays in 2023 and 2024, and Approving Request to Cancel the Town Council Regular Meetings scheduled for December 19, 2023 and January 2, 2024.

DISCUSSION/BACKGROUND
In anticipation of the end of the 2023 calendar year, Town staff are proposing a draft schedule to accommodate the regular first and third Tuesday meetings throughout the year, with a few adjustments to account for holidays and other considerations. In addition to the meeting calendar, staff is also considering the closure of Town offices to the public during the winter holidays week in both 2023 and 2024. The following is an overview of the proposed calendar and office closure:

Regular Meetings:

Town Council meetings will be held on the first and third Tuesday of each month, as is customary.

Canceled Meetings:

The second meeting in August (August 20, 2024) and the first meeting in September (September 3, 2024) are proposed to be canceled to provide a legislative break.

Special meetings may be scheduled throughout the year as needed. Advance notice will be given to all council members and relevant stakeholders.

Holiday Adjustments:

Meetings that fall after recognized holidays will be rescheduled as needed based on agenda items requiring Council action. Potential adjusted dates are as follows:

January 15, 2024
February 19, 2024
April 2, 2024
November 11, 2024
Christmas Week Office Closure:

In addition to the meeting calendar, staff is recommending the closure of Town offices to the public during the Winter Holiday break in 2023 (December 27 through December 29) and 2024 (December 23, 26 and 27). This closure is intended to allow staff members to observe the holidays and engage in necessary year-end activities.

Essential services will continue to operate, and public notices will be provided well in advance to inform residents about any potential impacts.

Approving reclassification of the Finance Director/Treasurer position to Administrative Services Director including new job description and new employment agreement; ratify the appointment of Celia King to the position.

Request to Cancel the Town Council Regular Meetings for December 19, 2023 and January 2, 2024:

Town staff also requests approval to cancel the Town Council Regular Meetings scheduled for December 19, 2023, and January 2, 2024.

ENVIRONMENTAL REVIEW
Exempt per California Environmental Act (CEQA) Guideline, Section 15061(b)(3)

FISCAL IMPACT
Is there a Fiscal Impact? No
Is it Currently Budgeted? N/A
Where is it Budgeted? N/A
Is it Mandatory or Discretionary? Discretionary
Is there a Staff Resource Impact? Nominal

STRATEGIC PLAN GOAL
Is item Identified in Strategic Plan? Indirectly
If yes, Identify Strategic Goal and Objective. Visionary Leadership: The Town's leadership maintains an openminded, forward-thinking decision-making process. We value engagement and participation from all members of the community as we work together to create policies and plan for the future.

Briefly Explain Relationship to Strategic Plan Goal and Objective. By planning all Council meetings in advance, the Council, staff and public can plan accordingly preparing for all Town Council meetings held for the year.

Yountville City CouncilNovember 21, 2023

Yountville City Council
November 21, 2023