Priorities

AS OF NOW, I HAVE THREE KEY PRIORITIES:

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1. Rethink the Yountville Commons project

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Let me be clear: I support the “what” and “who” of this project—that is, the workforce and affordable housing for people who work in Yountville. I do not agree with the “where,” “when,” “how,” and “how much” of what has been proposed so far.

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As we move forward, I believe we should:

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• Develop a Comprehensive Business Plan​. It is essential that we prepare a comprehensive business plan for the Yountville Commons project before making major financial or development commitments. The plan should establish -- or review -- clear objectives, strategies, tactics, financial assumptions, responsibilities, and timelines for each major component of the project. It should address, at a minimum:

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--  Consumer and stakeholder research — What does the market actually want and need?

--  State and local requirements — What regulations, funding requirements, and approvals will apply?

--  CEQA and environmental considerations — What studies, approvals, costs, and risks should be anticipated?

--  Site and location analysis — Which locations best meet the project’s objectives, and why?

--  Legal and regulatory implications — What potential liabilities, restrictions, and obligations should the Town understand?

--  Design and architectural recommendations — What should the project look like, how should it function, and what should it cost?

--  Developer vs. contractor model — What approach provides the best combination of expertise, accountability, risk management, and value for the Town?

--  Financial analysis — What are the realistic development, operating, financing, and lifecycle costs? What are the potential revenues and funding sources?

--  Long-term operations and property management — Who will manage the property, how will it be maintained, and what ongoing financial obligations will the Town assume?

--  Project risks and contingencies — What could go wrong, what would it cost, and how can those risks be mitigated?

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The business plan should also identify key assumptions and unanswered questions and show how each will be validated before the Town moves forward.

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Importantly, the process of developing the plan will inevitably raise additional questions. That is a feature, not a flaw. Better to identify the difficult questions now—when we still have the ability to change course—than to discover them after the Town has committed substantial public resources.

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The goal should be simple: do the homework first, understand the risks and economics, and make decisions based on facts rather than assumptions.​

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• Revisit our assumptions. Start with market research. Who exactly are the workers we are trying to serve? What housing do they want and need? What can they afford? What would actually help them live in Yountville—including services, amenities, and parking? Such questions are simply Marketing 101: understand the customer before designing the product.

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• Look seriously at alternative locations. We should aggressively investigate other potential sites and approaches—including the Veterans Home property, the Catholic Church parcel, partnerships or credits with other communities, and other possibilities. (See Yountville map, from Ottomaps.com) I know people say these options have already been considered and won’t work. Maybe. But I say let’s look again.​

• Expand our vision. Let’s imagine how stakeholders of all ages might enjoy and benefit from this rare parcel in the middle of town—truly, the “Heart of Yountville.” Let’s think more creatively and longer-term -- not in terms of two years for this project, but of 20 years.

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This is a once-in-a-generation opportunity—and responsibility. Let’s rethink what’s possible, and let's make sure we get it right.

2. Generate New Interest and Excitement for Yountville

Yountville cannot assume that what has worked in the past will automatically work in the future.

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The wine industry is changing. Vineyards are being removed throughout the region, while wine sales and consumption have declined significantly. Should we be concerned that, as vineyards and wine-country acreage shrink, the appeal of the bucolic Wine Country could be at risk as well?

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At the same time, the town of Napa is experiencing a remarkable resurgence, with new restaurants, shops, development, and energy. Since we arrived in 1998, Napa has always been “up and coming.” Today, Napa feels like it’s here.

Yountville needs to think creatively about how we remain "The Heart of the Napa Valley"—for residents, workers, businesses, and visitors.

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A couple of ideas:

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• Revisit the Mustard Festival. For well over a decade, the Napa Valley Mustard Festival was enormously popular and generated enthusiasm for Yountville. Begun in 1993, it eventually grew into a three-month event with activities in Yountville and throughout the valley. It ended in 2011 after accumulating approximately $200,000 in debt, losing key sponsor funding, and facing declining economic conditions and changing tourism patterns following the late-2000s recession. (See 2006 poster, from Catoga.com)​

Are those circumstances still applicable today? Or is it worth revisiting an event that was once so popular with residents and visitors?

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• Expand the Christmas markets. European Christmas markets demonstrate how a well-developed seasonal event can become a major visitor attraction while creating opportunities for local businesses. This past December, we revisited Strasbourg, France, where I had studied years ago; we experienced firsthand how vibrant, popular, and prosperous these traditions can become. (See photos)

Let’s think how Yountville could expand its holiday and other seasonal events while generating new excitement during traditionally slower periods.

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These are ideas—not finished plans. My larger point is that Yountville should think proactively about creating energy, attracting people, supporting businesses, and giving all residents more reasons to enjoy our town.

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3. Engage ALL of Yountville’s Stakeholders

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Yountville is more than its residents.

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It includes our businesses, workers, veterans, property owners, visitors, and others who have a stake in the town’s success. All of these voices matter. We should find better ways to hear from all of them—not simply when a major project is already well underway.

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Let’s move beyond the platitude of “listening to residents” and actually do it.

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Ask people what they want. Ask what they don’t want. Ask what they value and what they would change. Then hear the answers and act on what we learn.

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I would start with the Veterans Home, which represents a significant part of our community and is an important—and often overlooked—stakeholder.​

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IN SUMMARY

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I’m running because I believe Yountville has enormous strengths—and enormous opportunities.

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I’m not running because I have all the answers. I’m running because I have relevant experience at a time when it can be valuable—and because I’m willing to ask the questions, find the answers, listen to input, examine the facts, and think differently when circumstances call for it.

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We have a rare and exciting opportunity to shape Yountville’s next chapter. Let’s rethink what possible, and let's get it right.

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