more focus, clear priorities

Saint Helena sits in one of the most fire-prone regions in California. Pat will empower the Fire Chief to communicate more directly with citizens about how prepared we are for future fires and what we can do to make our City and our homes safer.

• Transparent risk analysis  and phased prevention initiatives
• Expand defensible space evaluations and assistance programs
• Strengthen mutual aid agreements CalFire and neighboring jurisdictions
• Annual public reporting on fire preparedness benchmarks and budgets
• Informed balancing of long-term safety versus run-away expense

In Napa Valley, the Fire Department deserves a special place among city departments

Water is the lifeblood of Saint Helena — for residents, agriculture, and our local wine/dining/hospitality economy.  Pat assign a named individual to "own" the water problem.  That person will be given the resources and organizational "clout" to get things done:

• Within 30 days find and report to the council and the public the basic dimensions of the
• Within 60 days, propose multiple solutions to the City Council to get the City through triage phase to an acceptable water quality level.  Those solutions will include budgets, schedules, and  success metrics and ongoing annual service standards for subsequent years
• Within 120 days , present to the City Council and the public long-range plan options to bring the City's water supply, water quality, and wastewater treatment up to levels consistent with the City's expectations and property values.
• Transparent public reporting on water quality and supply levels

This work will be matched by a commitment to call the Council to VOTE promptly on each of these steps in turn.

Saint Helena is clearly under financial pressure but public reaction to the situation has been mixed because too many versions of "the numbers" are floating around.  The City Council's most important decision in 2026 will be the hiring of a new City Manager, because he or she will be responsible for tightening up the City's financial controls, and preparing the City's annual and multi-year budgets for public input  and City Council approval.   The budget work that needs to be done ASAP includes:

• Validation of the current chart of accounts and addition of key operating metrics
• Establishment of "One Truth" accounting with no-less-than quarterly reconciliations of actual results to budget, and simultaneous updating of full-year financial forecasts
• Special attention to revenue forecasting, comparative benchmarking, highlighting of deferred and hidden liabilities, and plain-language reporting
• Training of the whole City Council -- even the Mayor -- on interpreting civic finance documents and current civic accounting best practices.  We can use a Finance Committee for specific tasks, but we need to upgrade basic civic finance literacy throughout City government and among concerned citizens.

The key commitment here is to live within our means while investing in what matters.

Many of Saint Helena's most urgent problems today are the result of poor or absent planning yesterday. As we stabilize the City's finances and improve its management we must get back to PRO-ACTIVE planning.

• For fire, earthquake, drought and other environmental risks
• For adapting housing prices driven by past and present economic booms.  Past tech booms created the boutique winery and second home trends we live with today.  The AI boom will cause an even bigger repeat.
• For adapting to the real housing needs of our workers and the  unfunded housing mandates coming from Sacramento.  Prior planning reduces NIMBYism
• For building a downtown that serves our citizens, our Valley and our visitors
• For adapting to the future of the Wine business that supports so much agriculture and hospitality employment for us.

Pro-active planning can preserve the best of Saint Helena and increase its future prosperity.