Yountville Sun 2026 Candidate Questionnaire

Part 2 includes questions 6 – 8

Dear Yountville Sun Readers,

Following are the questions the Yountville Sun asked via email, and unedited answers received from each of the seven candidates that were qualified to run the morning of Sept. 17.

Each candidate received the same questions on the same day, at the same time, and was asked to reply to confirm receipt of the questionnaire. The responses were due no later than 7 p.m. on Sept. 23 and all seven original candidates that met the filing deadline replied.

Candidates received 13 questions; the three incumbents received an additional question. Word limits for each question were listed.

The answers are listed in rolling alphabetical order by the last name each respondent:

Jessi Bugden – Office of Council Member
Matthew Chrzanowski – Office of Council Member
Robin McKee – Office of Council Member
Marjorie Mohler – Office of Mayor
Joe Tagliaboschi – Office of Mayor
Hillery Bolt Trippe – Office of Council Member
Jill Turner – Office of Council Member

6. Yountville’s hotels, restaurants, wineries and other hospitality businesses generate economic activity and tax revenue, yet also raise issues such as parking, traffic and noise. Do you believe Yountville currently has a balance between tourism and residential quality of life? When those interests conflict, what principles should guide the Town Council’s decisions?

Hillery Bolt Trippe – Office of Council Member

I believe Yountville has reached a good balance between tourism and residential life. The best parts of Yountville, its charm, beautiful parks, artwork, and restaurants are enjoyed equally by both residents and visitors. The town has enacted effective ordinances to protect the interests of residents such as requiring stringent employer /employee parking plans, clear rules on business, residential and construction noise, and a robust process to consider new or revised use permits where businesses seek to expand or change operations. The Zoning and Design Review Board is effective in evaluating projects and proposals from a design and operational perspective that looks to maintain the charm of Yountville for residents and visitors.

When campaigning in 2022, I said the residents are “first among equals” in terms of town stakeholders. I continue to view this as a guiding principle when considering competing interests.

Jill Turner – Office of Council Member

After 28 years in Yountville, I believe we have generally achieved a good balance between a thriving hospitality industry and residents’ quality of life. It is mandatory to protect both.

Like it or not, hospitality has been a powerful engine of Yountville’s success – supporting our economy, enhancing the town’s desirability, and contributing to property values and essential services.

The numbers are compelling. Yountville’s top 10 taxpayers (all in hospitality) account for 43.1% of the tax base. For 2025–26, transient occupancy tax is projected to generate 59% of General Fund revenue; property tax, 18%; and sales tax, 12% (and 71% of sales-tax revenue is tourism-related).

But tourism should work in concert with the community, not overwhelm it.

The World Travel & Tourism Council advocates sensible guidelines of successful destination stewardship: plan collaboratively and in advance, measure resident satisfaction, use better data, diversify tourism across seasons and locations, reinvest tourism revenues into local communities, and prepare for future challenges before they emerge.

Those makes sense to me.

Our goal shouldn’t be choosing between a successful visitor economy and quality of life. It should be preserving the charm and character residents value while sustaining the economic engine that helps make Yountville exceptional.

Jessi Bugden – Office of Council Member

Overall, I think Yountville has a workable balance between tourism and residential quality of life, but it’s not something we can take for granted. If Yountville is to continue to flourish into the future, it is vital that the town supports its local businesses. We are lucky to have so many amazing restaurants and businesses in Yountville — a rarity for a town of our size. Tourism helps to support those businesses and ensure they can stay open for all residents to enjoy as well.

With that being said, tourism revenue doesn’t mean much to a resident who can’t park near their own house or can’t safely cross the street during peak season. So just as with housing, we should encourage steady economic growth in town without giving up what makes Yountville so charming in the first place.

Matthew Chrzanowski – Office of Council Member

Yountville does not have to choose between being a successful destination and being a great place to live. The Town Council’s responsibility is to make those two things reinforce one another. A healthy tourism economy needs a healthy residential community.

Tourism and residential quality of life are not inherently competing goals. Hospitality is fundamental to Yountville’s economy and finances. Tourism revenue directly supports residential quality of life. Likewise, our community, services, and infrastructure support our economy. Yountville has benefited enormously from hospitality and a positive working relationship between the residents and private enterprises requires constant attention.

Residents deserve use and enjoyment of their community. Businesses need the ability to operate successfully. Conflicts need to be mitigated at their source and decisions need to be made based on actual impacts and data.

Ultimately, a healthy hospitality economy needs a healthy residential community.

Robin McKee – Office of Council Member

Yountville is blessed to have strong tourism even while the wine industry is showing signs of struggle. That means we’re doing something right. But we can’t rest on our laurels – if we want people to stay overnight here, we must keep our town attractive and welcoming for visitors. I believe there’s a balance currently, yes. I also believe the balance needs to be upheld and managed carefully, and that marketing funds should be focused on attracting visitors mid-week and during our slow winter season. The goal is twofold: to support our businesses and see that they’re successful, year-round, and to ensure our TOT revenue remains strong.

As far as noise goes, council has enforced a noise ordinance for businesses located near homes. It should continue to monitor and listen to the public. For traffic and parking, workforce housing with onsite parking could reduce pressure on our community, since vehicles will stay home. Another local attraction that could be revisited and perhaps rehomed is our bike rental business. Having it in the center of town puts riders in harm’s way. Perhaps we could look at other possibilities for safety’s sake and to reduce congestion along Washington Street.

Marjorie Mohler – Office of Mayor

My goal is to maintain a healthy balance where tourism supports the community without overwhelming it. Yountville’s success has always depended on preserving the qualities that attract visitors in the first place: walkability, beauty, safety, and small-town character.

When conflicts arise, the Town Council should seek solutions that support businesses while protecting residents’ quality of life. In the long run, preserving Yountville’s character is not only good for residents, but also essential to sustaining our visitor economy.

I would like to ensure Yountville remains both a wonderful place to visit and an exceptional place to call home.

Joe Tagliaboschi – Office of Mayor

It is less about commercial and residential balance and more about managing the quality of life in our community while managing activity that helps our businesses thrive. We don’t have to look very far to see the negative financial consequences of a city that creates challenges for businesses to thrive. Lost revenues from hotel and sales tax would quickly lead to major challenges maintaining infrastructure, municipal services and recreational programs. Our property taxes do not cover even our fire and law enforcement services, not to mention infrastructure maintenance that has been a top priority in town for decades. We don’t want to experience dangerous, potholed streets or dirty drinking water because of a lack of funding generated mainly by our business sector. Parking and noise impacts from a variety of activities – some from business and some from recreational activities – have been addressed by past councils, and that practice should continue to help insulate our residential neighborhoods.

7. With the hiring of Heather Abrams, Yountville is entering a new period of town management. What should the new town manager’s top priorities be? What should the relationship between the Town Council and town manager look like? Is the town manager a “leader” for the council or does the manager work for the council and the town? Where should council oversight end and the manager’s responsibility for day-to-day operations begin?

Jill Turner – Office of Council Member

The Town Council Handbook makes the chain of accountability clear: The town manager reports to the mayor and Town Council, who are accountable to Yountville’s citizens. Let’s not reinvent the wheel; their responsibilities are already defined. Overall, “Town services are guided by the council and implemented by the town manager and staff.”

The council is responsible to: 1) Establish community-wide goals that address short and long-range needs; 2) Formulate actionable policies that shape town operations; 3) Provide quality services within available resources; 4) Connect town staff with the community.

Among top responsibilities, the town manager serves as the town’s administrative leader, implements council-set policies, and manages day-to-day operations of all town functions.

The council’s leading priority is “Re-evaluating the Yountville Commons & Workforce Housing.” While a newly elected council may refine priorities, this consequential project will undoubtedly remain central.

Online sources recommend these priorities for a new town manager, which make sense to me: 1. Build relationships with council, staff, and community; 2. Choose change carefully. 3. Know and articulate consistent values. 4. Spend time and resources wisely. 5. Balance internal and externals needs.

Bottom line: The council sets direction. The town manager leads implementation. Both are accountable for results.

Jessi Bugden – Office of Council Member

The manager’s top priorities should be restoring financial discipline and rebuilding trust after the Commons process, making sure future major decisions have a real budget before real money gets spent, and improving how the town communicates with residents.

As for the relationship, the town manager works for the council, and by extension, the town, not the other way around. The council’s job is to set policy direction, the manager’s job is to run the day-to-day operations, which implement that direction.

Matthew Chrzanowski – Office of Council Member

One of the most important responsibilities of the Town Council is to trust the professional staff we hire to do their jobs. Heather Abrams was selected because of her experience and judgement. I would give her the opportunity to learn Yountville, work with department directors and staff, and determine where her attention is most needed.

The council’s role is to set policy, establish priorities, approve the budget, amongst other things. The manager’s role is to lead the organization, manage the staff, and determine how those policies are carried out.

I do not see the town manager as the leader of the council. She is a professional partner and advisor to the council while also serving as the leader of Yountville’s staff.

A good government requires clear roles. The council’s role is to provide direction and vision. We should support our staff, trust their expertise, and give them the room to do their best work for Yountville.

Robin McKee – Office of Council Member

As CEO, Ms. Abrams’ top priorities will be to manage the town and staff, and to ensure Yountville continues to be sound financially, with her strong experience managing operating budgets and capital improvement programs. In corporate terms, the council is like a board of directors. The board sets the vision. Ms. Abrams is the CEO who executes the vision within the parameters of what’s possible.

With regards to the relationship between Town Council and the town manager, it should look much as it did with the last three town managers. Council is responsible for setting policy based on public input and feedback. The town manager is responsible for making it happen in an order, and in a way, that makes sense for the town.

I have asked to initiate a review process that includes feedback from direct reports. This kind of 360-degree review is normal practice in corporations. I think it should be implemented here as well.

I expect Ms. Abrams will be responsive and available for our residents and that she will offer her professional advice to council members when seeking input on ideas – regardless of who sits on the council.

Marjorie Mohler – Office of Mayor

I see the town manager’s role as straightforward. The council sets priorities and policy, and the town manager provides professional leadership to implement those priorities efficiently and effectively.

I believe the new town manager’s top priorities should be maintaining Yountville’s strong financial position, supporting town staff, ensuring high-quality public services, and helping facilitate constructive public engagement on major issues facing the community.

The town manager is a professional leader of the organization but ultimately works for the council and the residents it represents. Success depends on clear roles, mutual respect, open communication, and accountability.

The council should focus on policy and long-term priorities, while the town manager should have responsibility for daily operations and administration.

Joe Tagliaboschi – Office of Mayor

The town manager works for and should support the Town Council. The town manager should not dictate the council’s behavior, priorities or decision-making. The role includes managing department heads and staff in order to execute the council’s approved budgets and policies, and helping make sure laws and regulations are followed. The town manager has direct reporting lines with department heads and should work collaboratively with all staff to provide high-quality municipal services, programs and customer service for the public. Ms. Abrams’ top priorities should include introducing herself and her professional experience to town staff to start building working relationships and understanding of the town’s finances and services. She also should engage with residents (already scheduled), the Veterans Home administration, and our business leaders. The role requires professional and respectful behavior that is in the best interests of our community and not solely town council members.

Hillery Bolt Trippe – Office of Council Member

The first task of Ms. Abrams is to get to know the concerns and priorities of the town staff, the council, residents and businesses. Near term issues include the water rate review, the YES property, labor negotiations with the town staff “bargaining units,” and consideration of a Rest Stabilization Ordinance.

The town manager is the CEO of the town who, working with Yountville’s excellent staff, has accountability for running the town ‘s day to day operations. It is difficult when individual council members have different concerns and views. Here the town manager should work with the mayor to have important decisions discussed in a public council meeting. It should not be resolved by a town manager’s informal “head count” of the council views or resolved by what the town manager sees as the best option.

It is key that the town manager be forthcoming in answering questions and providing information and context. Having five “bosses” is not an easy job, but I have confidence that Ms. Abrams will approach important issues with an open mind in a way that is responsive to council members.

8. Residents have raised concerns about government transparency with some members of the current council and about not being brought into major decisions before substantial planning or expenditures have already taken place. What specifically would you change, if anything, about when and how the town involves residents in major policy and spending decisions? What information or public records should the town make more readily available without requiring residents to submit California Public Records Act requests?

Jessi Bugden – Office of Council Member

I’ve heard this concern from residents directly, and I share it. Before any major spending commitment or policy direction is finalized, residents should get a public presentation and a real comment period while the options are still genuinely open, not after contracts are signed.

Matthew Chrzanowski – Office of Council Member

I want to distinguish between transparency and public engagement. In my experience, our town staff has done an excellent job maintaining detailed records and making information available. When I have had questions or could not find something, I have politely asked staff and consistently received the information I was looking for. I think they deserve recognition for that work.

Government should be transparent about its decisions, finances, and deliberations to the fullest extent allowed by law. Where I believe we can improve is bringing residents into major policy discussions earlier, before substantial planning has occurred or a direction appears predetermined.

For significant projects, I would favor a clear, structured process. Identify the problem, engage residents early, develop alternatives, explain costs and tradeoffs, and show how public input influenced the proposal before the council makes a decision. This process needs to be meaningful while having clear deadlines and decision points.

We need to support the staff already doing this work while continuing to make participation and information even more accessible.

Robin McKee – Office of Council Member

The council conducts the town’s business including major projects, openly at the dais. Every resident signed up for emails, or following the town on social media channels, has full access to agendas. The public is always welcome at Town Hall where we discuss agenda items ad nauseam, especially items where decisions are being made. Meetings are also viewable online during and afterwards.

Regarding the Commons communication, I’d asked former manager Raulston numerous times for a dedicated webpage with reporting that offered more than FAQ. The town tried to communicate but, clearly, not well enough. All information is available on the town’s website, but that requires residents to know where and how to navigate, and that’s too complicated, so a visible project dashboard with the budget, spending, contracts, amendments, schedules, and timeline for decisions, would be a welcome tool. Or at least we could have this information readily available on worksheets.

Our methods for publicizing upcoming agendas clearly aren’t sufficient, especially if we use the Commons as an example. As a council member, when I receive an agenda, I send it out to everyone I know who could possibly have an interest. That extends the reach. All council members should participate in the efforts to communicate agendas and key decisions that are on them. We have to do outreach on the community’s behalf to ensure they’re following along and weighing in on important decisions.

Marjorie Mohler – Office of Mayor

Yountville already conducts its business in public through Brown Act meetings, posted agendas, online records, and public access to information. I believe the key opportunity is earlier community engagement on major issues, ensuring residents have a meaningful voice before significant planning or expenditure takes place.

As for public records, I would continue looking for ways to make project updates, budgets, contracts, studies, and other key documents easier to find on the town’s website. For significant projects and spending decisions, I would encourage involving residents earlier in the process. The goal is to be a government that is not only transparent, but also accessible, responsive, and easy for residents to engage with.

Joe Tagliaboschi – Office of Mayor

The council and staff should faithfully execute laws and regulations as required. Achieving that always should include robust discussions on proposed actions, as well as related budgets and expenditures. As a former public works director, and city manager, my policy has been and will continue to be as mayor to not only to follow the rules of the law, but also its intent. That means I will not settle for the bare minimum to comply. That means even when not required, it is prudent to get multiple bids and requests for proposals for small and large projects or purchases. This is good policy and practice to make sure we are spending public funds appropriately. We should publicly acknowledge mistakes if we make them, learn from them, and own the results. Only then can we serve the public efficiently and effectively. The additional benefit is that it will renew public trust in town leadership.

Regarding public records and transparency, all actions taken by the council that involve spending tax dollars should be disclosed in open public meetings. Employment of the town manager and town attorney are the responsibility of the Town Council. Details and circumstances related to the hiring or termination of either of those positions should also be disclosed to the public. The only exception is due to legally required privacy restrictions.

Hillery Bolt Trippe – Office of Council Member

I share many of the concerns voiced by the public about how the Commons process was conducted by the Town Council. After the election, the council has the opportunity to re-envision the project, possibly incorporating some steps already accomplished, but with a foundation of clear information and thorough analysis of options. Working with town stakeholders and presenting their feedback in a transparent and timely way to the council will lead to a more successful outcome. I have provided in questions 2 and 4 specific ideas on the process.

A meaningful and effective process requires close council attention and the expertise of the town manager and staff. The process needs to be based on objective, clear, and complete information provided in a timely way so that the public can digest the complex issues. Major steps of any process require a specific agendized discussion by the council with an adequate opportunity for the council to ask questions of experts. So, for example, in the first effort, there was never any analysis and public discussion by the council of the specific advantages or disadvantages of working with an experienced affordable housing developer. Instead, it became an embedded assumption in the process that the town would finance and develop the project. A process leading to success entails careful and public evaluation of a range of options after developing identifiable objectives for the development.

Jill Turner – Office of Council Member

Two recent issues underscore why transparency and public accountability matter in Yountville.

First, Yountville Commons. On February 17, I attended the presentation unveiling the proposed $91 million project. Like many residents, I was dismayed by its scope, cost, and pace expressed by the town manager toward approval. I voiced my concerns in writing and have attended every Town Council meeting since.

Among the key issues, the proposed spending level and accelerated timeline raised serious questions. Ultimately, the referendum helped slow the process. Why was that level of public intervention required?

Second, the former town manager’s severance. Despite his apparent resignation, he received a reported severance package exceeding $250,000. His June 2023 employment agreement provided for accrued vacation upon voluntary resignation – not 10 months’ severance. The public deserves access to the final resignation agreement and a clear explanation of why this hefty payment was made with no obvious reason.

These examples highlight a broader need: Taxpayers should not have to file California Public Records Act requests to find essential information about major decisions and how their money is spent.

Contracts, agreements, financial commitments, and major project updates should be readily accessible online – AND easy to find.

One viable solution: a regularly updated town webpage highlighting the 10–20 most important developments from each council or staff meeting, including financial decisions, contracts, policies, and project milestones.

Transparency means more than making information available upon request. It means making important information easy to find, understand, and evaluate – before major decisions are made.

Parts 1 and 3 can be found online here:

Yountville Sun 2026 Candidate Questionnaire – Part 1

Yountville Sun 2026 Candidate Questionnaire – Part 3