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2022-09-06 CC Agenda PacketAGENDA
EL SEGUNDO CITY COUNCIL
REGULAR MEETING
TUESDAY, SEPTEMBER 6, 2022
5:00 PM CLOSED SESSION
6:00 PM OPEN SESSION
CITY COUNCIL CHAMBER
350 MAIN STREET, EL SEGUNDO, CA 90245
Drew Boyles, Mayor
Chris Pimentel, Mayor Pro Tern
Carol Pirsztuk, Council Member
Scot Nicol, Council Member
Lance Giroux, Council Member
Tracy Weaver, City Clerk
Matthew Robinson, City Treasurer
Executive Team
Darrell George, City Manager
Barbara Voss, Deputy City Manager
Jaime Bermudez, Police Chief
Michael Allen, Community Development Dir.
Aly Mancini, Recreation, Parks & Library Dir
Scott Kim, Acting IT Director
Mark Hensley, City Attorney
Joe Lillio, Chief Financial Officer
Deena Lee, Fire Chief
Rebecca Redyk, HR Director
Elias Sassoon, Public Works Dir.
MISSION STATEMENT:
"Provide a great place to live, work, and visit."
VISION STATEMENT:
"Be a global innovation leader where big ideas take off
while maintaining our unique small-town character."
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The City Council, with certain statutory exceptions, can only take action upon properly
posted and listed agenda items. Any writings or documents given to a majority of City
Council regarding any matter on this agenda that the City received after issuing the
agenda packet are available for public inspection in the City Clerk's Office during normal
business hours. Such documents may also be posted on the City's website at
www.elsegundo.org and additional copies will be available at the City Council meeting.
Unless otherwise noted in the agenda, the public can only comment on City -related
business that is within the jurisdiction of the City Council and/or items listed on the
agenda during the Public Communications portions of the Meeting. Additionally,
members of the public can comment on any Public Hearing item on the agenda during
the Public Hearing portion of such item. The time limit for comments is five (5) minutes
per person.
Those wishing to address the City Council are requested to complete and submit to the
City Clerk a "Speaker Card" located at the Council Chamber entrance. You are not
required to provide personal information in order to speak, except to the extent
necessary for the City Clerk to call upon you, properly record your name in meeting
minutes and to provide contact information for later staff follow-up, if appropriate.
In compliance with the Americans with Disabilities Act, if you need special
assistance to participate in this meeting, please contact the City Clerk's Office at
310-524-2305. Notification 48 hours prior to the meeting will enable the City to
make reasonable arrangements to ensure accessibility to this meeting.
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5:00 PM CLOSED SESSION — CALL TO ORDER / ROLL CALL
PUBLIC COMMUNICATION — (RELATED TO CITY BUSINESS ONLY — 5-MINUTE
LIMIT PER PERSON, 30-MINUTE LIMIT TOTAL) Individuals who have received value
of $50 or more to communicate to the City Council on behalf of another, and employees
speaking on behalf of their employer, must so identify themselves prior to addressing
City Council. Failure to do so shall be a misdemeanor and punishable by a fine of $250.
While all comments are welcome, the Brown Act does not allow City Council to take
action on any item not on the agenda. City Council and/or City Manager will respond to
comments after Public Communications is closed.
SPECIAL ORDERS OF BUSINESS
RECESS INTO CLOSED SESSION: City Council may move into a closed session
pursuant to applicable law, including the Brown Act (Government Code Section
§54960, et seq.) for purposes of conferring with City's Real Property Negotiator; and/or
conferring with City Attorney on potential and/or existing litigation; and/or discussing
matters covered under Government Code Section §54957 (Personnel); and/or
conferring with City's Labor Negotiators.
CONFERENCE WITH CITY'S LABOR NEGOTIATOR (GOV'T CODE §54957.6): -3-
MATTER(S)
Employee Organizations: Fire Fighters Association (FFA), Police Officers
Association (POA), and Supervisory Professional Employee Association
(SPEA).
Representative: Irma Moisa Rodriquez, City Manager, Darrell George, and Human
Resources Director, Rebecca Redyk.
6:00 PM — CONVENE OPEN SESSION — CALL TO ORDER / ROLL CALL
INVOCATION — Pastor Chris Stewart, The Bridge
PLEDGE OF ALLEGIANCE — Council Member Giroux
SPECIAL PRESENTATIONS
1. Holly Mitchell - Los Angeles County Supervisor
2. Recognition of Sgt. Brandon Browning for Graduating from the Sherman Block
Supervisory Leadership Institute
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PUBLIC COMMUNICATIONS — (RELATED TO CITY BUSINESS ONLY — 5 MINUTE
LIMIT PER PERSON, 30 MINUTE LIMIT TOTAL) Individuals who have received value
of $50 or more to communicate to the City Council on behalf of another, and employees
speaking on behalf of their employer, must so identify themselves prior to addressing
the City Council. Failure to do so shall be a misdemeanor and punishable by a fine of
$250. While all comments are welcome, the Brown Act does not allow Council to take
action on any item not on the agenda. The Council will respond to comments after
Public Communications is closed.
CITY MANAGER FOLLOW-UP COMMENTS
Hyperion Treatment Plant
Recreation Park Utilization Metrics
A. PROCEDURAL MOTIONS
Read All Ordinances and Resolutions on the Agenda by Title Only
Recommendation -
Approval
B. CONSENT
3. City Council Meeting Minutes
Recommendation -
1. Approve Regular and Special City Council meeting minutes of August 16,
2022.
4. Warrant Demand Register for July 4, 2022 through August 14, 2022
Recommendation -
Ratify payroll and employee benefit checks; checks released early due to
contracts or agreements; emergency disbursements and/or adjustments;
and, wire transfers.
2. Approve Warrant Demand Register numbers 1A, 2A, 213, 3A, 313 and 4A:
warrant numbers 3041387 through 3041988, and 9002562 through
9002626.
3. Alternatively, discuss and take other action related to this item.
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5. Agreement with Tec-Refresh, Inc. to Purchase Palo Alto Networks Cyber
Security Firewall
Recommendation -
Authorize the City Manager to execute a one-year hardware and
subscription agreement with Tec-Refresh, Inc. for $178,699.95 to
provide cyber security protection for fiscal year 2022-23.
2. Alternatively, discuss and take other action related to this item.
6. Notice of Completion of the Emergency Repair of the Pool Heaters at the
El Segundo Wiseburn Aquatics Center
Recommendation -
1. Adopt a motion, by four -fifths vote, to determine there is no longer a need
to continue the emergency actions approved under Resolution No. 5343.
2. Accept the El Segundo Wiseburn Aquatics Center Heater Repair Project
No. PW 22-14 by Knorr Systems International as complete.
3. Authorize the City Clerk to file a Notice of Completion in the County
Recorder's Office.
4. Alternatively, discuss and take other action related to this item.
7. Downtown El Segundo Sidewalk Power Washing Maintenance Agreement
Recommendation -
Authorize the City Manager to execute a standard Maintenance Contract
for one year (plus two optional one-year extensions) with Western Indoor
Environmental Services in the annual amount of $49,980 for the
Downtown El Segundo Sidewalk Power Washing Project ENG 23-02, and
authorize an additional $10,020 for contingencies.
2. Alternatively, discuss and take other action related to this item.
8. Ordinance Amending El Segundo Municipal Code Chapter 5-8 to
Implement State Assembly Bill 1276 Regulating Single -Use Foodware
Accessories and Standard Condiments and Designate the City as the
Associated Enforcement Agency
Recommendation -
1. Waive second reading and adopt the proposed Ordinance.
2. Alternatively, discuss and take other action related to this item.
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9. Agreement with Impex Technologies to Purchase a Nutanix License
Renewal and Support Services
Recommendation -
1. Authorize the City Manager to execute an agreement with Impex
Technologies to purchase a Nutanix license renewal and support
services for $67,966.49 to maintain the City's technical infrastructure.
2. Alternatively, discuss and take other action related to this item.
C. PUBLIC HEARINGS
10. Resolution Adopting Vehicle Miles Travelled Thresholds of Significance
for Purposes of Analyzing Transportation Impacts under the California
Environmental Quality Act
Recommendation -
1. Adopt a resolution establishing Vehicle Miles Travelled ("VMT") thresholds
of significance for purposes of analyzing transportation impacts under the
California Environmental Quality Act ("VMT Policy").
2. Alternatively, discuss and take other action related to this item.
D. STAFF PRESENTATIONS
11. Grant Award from Chevron U.S.A., Inc. in the Amount of $75,000 to
Support Economic Development within the City of El Segundo
Recommendation -
1. Authorize the City Manager to accept grant funds in the amount of
$75,000 for Economic Development.
2. Appropriate grant funding to the Economic Development Grant Account
702-221-2401-1281.
3. Alternatively, discuss and take other action related to this item.
12. Main Street / Imperial Highway Monument Sign
Recommendation -
1. Provide feedback and direction to staff regarding the recommended two
conceptual design options and authorize staff to proceed with advancing
the selected option.
2. Alternatively, discuss and take other action related to this item.
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13. Implementation of Reorganization of City Departments
Recommendation -
1. Adopt a resolution which will establish basic monthly salary ranges
reflecting the revised titles for the job classifications of Director of
Community Development and Director of Recreation, Parks, and Library.
2. Introduce and waive the first reading of an ordinance amending the El
Segundo Municipal Code to reflect revised names of certain departments
and positions.
3. Direct staff to schedule the ordinance's second reading for September
20, 2022 or as soon thereafter it may be considered.
4. Alternatively, discuss and take other action related to this item.
14. City of El Segundo FY 2022-2026 Strategic Plan
Recommendation -
1. Adopt the FY 2022-2026 Strategic Plan.
2. Alternatively, discuss and take other action related to this item.
15. Update on the Citv's Homeless Outreach Program
Recommendation -
1. Receive and file presentation.
2. Alternatively, discuss and take other action related to this item.
E. COMMITTEES, COMMISSIONS AND BOARDS PRESENTATIONS
16. Diversity, Equity and Inclusion Committee Local Economy Report
Recommendation -
1. Receive and file the Diversity, Equity and Inclusion Committee Local
Economy Report.
2. Direct staff to work with the Diversity, Equity and Inclusion Committee to
implement recommended activities.
3. Alternatively, discuss and take other action related to this item.
F. REPORTS - CITY CLERK
G. REPORTS - CITY TREASURER
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17. Investment Portfolio Report for June, 2022
Recommendation -
1. Receive and file the Investment Portfolio Report dated June 2022.
2. Alternatively, discuss and take other action related to this item.
H. REPORTS — COUNCIL MEMBERS
COUNCIL MEMBER GIROUX
COUNCIL MEMBER NICOL
COUNCIL MEMBER PIRSZTUK
MAYOR PRO TEM PIMENTEL
MAYOR BOYLES
I. REPORTS - CITY ATTORNEY
J. REPORTS/FOLLOW-UP - CITY MANAGER
CLOSED SESSION
The City Council may move into a closed session pursuant to applicable law, including
the Brown Act (Government Code Section §54960, et seq.) for the purposes of
conferring with the City's Real Property Negotiator; and/or conferring with the City
Attorney on potential and/or existing litigation; and/or discussing matters covered under
Government Code Section §54957 (Personnel); and/or conferring with the City's Labor
Negotiators.
REPORT OF ACTION TAKEN IN CLOSED SESSION (if required)
MEMORIALS
F-3 03 Lei I101!1►vil41!kl
POSTED:
DATE: September 1, 2022
TIME: 5:00 PM
BY: Tracy Weaver, City Clerk
Page 8 of 238
{.,rVoy City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: City Manager Follow-up Comments
Item Number:
TITLE:
• Hyperion Treatment Plant
• Recreation Park Utilization Metrics
RECOMMENDATION:
FISCAL IMPACT:
BACKGROUND:
DISCUSSION:
CITY STRATEGIC PLAN COMPLIANCE:
PREPARED BY:
Tracy Weaver, City Clerk
REVIEWED BY:
Darrell George, City Manager
APPROVED BY:
Page 9 of 238
City Manager Comments
September 6, 2022
Page 2 of 2
ATTACHED SUPPORTING DOCUMENTS:
None
Page 10 of 238
{.,rVoy City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: Procedural Motions
Item Number:
TITLE:
Read All Ordinances and Resolutions on the Agenda by Title Only
RECOMMENDATION:
FISCAL IMPACT:
1_[81',,0]:00]ki113
DISCUSSION:
CITY STRATEGIC PLAN COMPLIANCE:
PREPARED BY:
Tracy Weaver, City Clerk
REVIEWED BY:
APPROVED BY:
ATTACHED SUPPORTING DOCUMENTS:
None
Page 11 of 238
MEETING MINUTES OF THE EL SEGUNDO CITY COUNCIL
TUESDAY, AUGUST 16, 2022
CLOSED SESSION — Mayor Boyles called to order at 4:30 PM due to lack of quorum at
4.00 PM
ROLL CALL
Mayor Boyles -
Present
Mayor Pro Tern Pimentel -
Absent
Council Member Pirsztuk -
Present
Council Member Nicol -
Present
Council Member Giroux -
Present
PUBLIC COMMUNICATION — (Related to City Business Only — 5-minute limit per
person, 30-minute limit total) None
SPECIAL ORDER OF BUSINESS:
Mayor Boyles announced that Council would be meeting in closed session pursuant to
the items listed on the Agenda.
CONFERENCE WITH LEGAL COUNSEL — ANTICIPATED LITIGATION (INITIATION
OF LITIGATION)
Initiation of litigation pursuant to Government Code §54956.9(d)(4): -1- matter
CONFERENCE WITH CITY'S LABOR NEGOTIATOR (GOV'T CODE §54957.6): -4-
MATTER(S)
Employee Organizations: Fire Fighters' Association (FFA), Police Officers'
Association (POA), Supervisory Professional Employee Association (SPEA) and
Police Support Services Employee Association (PSSEA).
Agency Designated Representative: Irma Moisa Rodriquez, City Manager,
Darrell George, and Human Resources Director, Rebecca Redyk
Adjourned at 5:55 PM
OPEN SESSION — Mayor Boyles called to order at 6:02 PM
(The Special meeting was opened and will run concurrently with the regular open
session)
Mayor Boyles - Present
Mayor Pro Tern Pimentel - Absent
Council Member Pirsztuk - Present
EL SEGUNDO CITY COUNCIL MEETING MINUTES
AUGUST 16, 2022
PAGE 1
Page 12 of 238
Council Member Nicol - Present
Council Member Giroux - Present
INVOCATION — Pastor Rob McKenna, The Bridge Church
PLEDGE OF ALLEGIANCE — Council Member Pirsztuk
SPECIAL PRESENTATIONS:
1. Proclamation "2022 Beach Cities Relay for Life Day" will be read at a future
meeting.
2. Darrell George, City Manager introduced Aly Mancini, the new Recreation, Parks
and Library Director.
3. Commendation read by Council Member Giroux recognizing Mark Bloom, Gold
Medal Winner at the 2022 Maccabiah Games for Padel.
PUBLIC COMMUNICATIONS — (Related to City Business Only — 5-minute limit per
person, 30-minute limit total)
Melissa Moore, El Segundo Unified School District Superintendent, commented and
approves of item #D15.
Tracey Miller-Zarneke, resident, supports item #D14, #E16 and #D15.
Ryan Baldino, resident, suggested the City withdraw the City Cannabis Initiative.
CITY MANAGER FOLLOW-UP COMMENTS:
A. Read all Ordinances and Resolutions on the Agenda by Title Only.
MOTION by Council Member Giroux, SECONDED by Council Member Pirsztuk to read
all ordinances and resolutions on the agenda by title only. MOTION PASSED BY
UNANIMOUS VOICE VOTE. 4/0
B. CONSENT:
4. Approve Regular City Council meeting minutes of June 21, 2022, Special City
Council meeting minutes of July 19, 2022 and July 26, 2022.
(Fiscal Impact: None)
5. Approve warrants demand register for May 30, 2022 through July 3, 2022,
number 23A, 23B, 24A, 24B and 25A, warrant numbers 3040967 through
3041386, and 9002528 through 9002561. Ratify Payroll and employee benefit
Checks; Checks released early due to contracts or agreement; Emergency
disbursements and/or adjustments; and, Wire transfers.
(Fiscal Impact: $15,203,837.99 ($2,568,393.24 in check warrants and
$12,635,444.75 in wire warrants))
EL SEGUNDO CITY COUNCIL MEETING MINUTES
AUGUST 16, 2022
PAGE 2
Page 13 of 238
6. Accept the Police Department Women's Bathroom Remodel Project by Corral
Construction as complete and authorize the City Clerk to file a Notice of
Completion with the County Recorder's Office. Project No. PW 22-02.
(Fiscal Impact: $157,151.24, included in the adopted FY 2021-22 budget)
7. Authorize the City Manager to execute a Standard Public Works Contract No.
XXX with Pardess Air, Inc. in the amount of 222,000.00 for the Police
Department rooftop chiller unit replacement project, with an additional
$33,000.00 contingency fund for potential unforeseen conditions and associated
work. Project No. PW 22-09.
(Fiscal Impact: $350,000, included in adopted FY 2022/23 budget)
8. Adopt Resolution No. 5354 acknowledging receipt of the annual state mandated
inspection compliance report which reflects the El Segundo Fire Department has
not been able to conduct 100% of inspections of certain structures as required by
California Health and Safety Code §§ 13146.2 and 13146.3.
(Fiscal Impact: None)
9. Approve Resolution No. 5355 to continue the City's utilization of relaxed
teleconferencing requirements under the Brown Act.
(Fiscal Impact: None)
10. Approve a reimbursable Professional Service Agreement ('PSA") No. XXX with
Eyestone-Jones Environmental, LLC, not to exceed $456,190 for CEQA analysis
and preparation of an EIR and authorize the City Manager to sign the agreement
in a form approved by the City Attorney.
(Fiscal Impact: The project proponent for the 888 N Douglass Specific Plan
project has entered into a reimbursement agreement with the City, whereby all
City costs for processing the project applications, including environmental review
services provided by Eyestone-Jones Environmental, LLC, are reimbursed by the
project applicant. Therefore, the PSA will have no fiscal impact on the City's
General Fund.)
11. Receive and file staff's report regarding the status of the emergency repairs
needed to address the failure of pool heaters at the El Segundo Wiseburn
Aquatics Center and adopt a motion, by four -fifths vote, to determine the need to
continue the emergency actions approved under Resolution No. 5343.
(Fiscal Impact: $185,000, included in the adopted FY 2022/23 budget)
12. Approve an amendment to Agreement No. 5778 with Clifton Larson Allen LLP to
exercise the contract option to renew the agreement for one-year and for an
additional $68,600 to increase the total contract amount to $249,173 (four-year
period) for audit services and authorize the City Manager to execute amended
agreement.
(Fiscal Impact: $68,600, included in adopted FY 2022/23 budget)
MOTION by Council Member Giroux, SECONDED by Council Member Pirsztuk
approving Consent Agenda items 4 (as amended), 5, 6, 7, 8, 9, 10, 11, and 12.
MOTION PASSED BY UNANIMOUS VOTE. 4/0
EL SEGUNDO CITY COUNCIL MEETING MINUTES
AUGUST 16, 2022
PAGE 3
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C. PUBLIC HEARINGS: None
D. STAFF PRESENTATIONS: (Moved forward item #D15)
15. Renewal of Joint Use Agreements with El Segundo Unified School District
(Fiscal Impact: It is anticipated that the City of El Segundo's In -kind contribution
to supporting the services within the agreements is estimated to be $944,190 as
shown in Exhibit A of Attachment A)
Council discussed the possibility of postponing the item for more clarification or only
approving the agreements for one year. Council requested redlines in order to
understand changes made to the agreements.
Barbara Voss, Deputy City Manager and Dr. Melissa Moore, ESUSD Superintendent
discussed the major changes to the agreements.
Darrell George, City Manager advised the item will be brought back to the September 6,
2022 Council meeting with a more detailed staff report and clarification on the
agreements.
E. COMMITTEES, COMISSIONS AND BOARDS PRESENTATIONS: (Moved
forward item #E18)
18. El Segundo Senior Citizens Housing Corporation Board's State of the Union
Presentation on Park Vista and Associated Proposed Actions.
(Fiscal Impact: The fiscal impact to Park Vista's net operating budget as a result
of the Board's proposed 2% to 3% increase to parking rates and rental rates,
immediately or phased, are outlined in the attached Financial Scenario
Comparisons)
Paul Lanyi, Senior Citizens Housing Corporation Board's Chair and Joe Lillio, Chief
Financial Officer gave a presentation.
Council discussion
Council consensus to receive and file the presentation.
D. STAFF PRESENTATIONS:
13. Establish the Senior Planner and Associate Planner Classifications, and Adopt
Classification Specifications, Examination Plans and Salary Ranges
(Fiscal Impact: None)
Rebecca Redyk, Human Resources Director reported on the item.
Council discussion
EL SEGUNDO CITY COUNCIL MEETING MINUTES
AUGUST 16, 2022
PAGE 4
Page 15 of 238
MOTION by Council Member Pirsztuk, SECONDED by Council Member Nicol
approving establishment of the Senior Planner and Associate Planner classifications,
adopting the classification specifications and examination plans for the Senior Planner
and Associate Planner positions. MOTION PASSED BY UNANIMOUS VOTE. 4/0
Mark Hensley, City Attorney read the resolution by title only;
RESOLUTION NO. 5356
A RESOLUTION ESTABLISHING BASIC MONTHLY SALARY RANGE FOR FULL
TIME JOB CLASSIFICATIONS
MOTION by Council Member Pirsztuk, SECONDED by Council Member Giroux
adopting Resolution No. 5356. MOTION PASSED BY UNANIMOUS VOICE VOTE. 4/0
16. Update of City Committees, Commissions and Boards
(Fiscal Impact: The proposed recommendations will result in expenditure/budget
savings, reduced duplication of effort, more efficient use of staff time, and
improved implementation of the City's Strategic Plan)
Portland Bates, Management Analysts, reported on the item.
Council discussion
In approving the proposed updates, Council requested the following also be included or
amended;
• Committee members may be removed from the committee if they have 3 or more
absences.
• Each CCB to give a brief update of the committee once a year at a Council
meeting
• Annual joint meeting with Council, leading up the Strategic Plan Session.
• 3-year terms for all CCB's, with the exception of Planning Commission and
Library Board, which require 4-year terms.
• May remove a member with or without cause for conduct.
• Members must live, work, or attend school in the City of El Segundo
• Remove the sentence "individuals vested in the arts" from the Arts and Culture
Committee requirements.
• Bring back to Council for approval all dates and times each CCB will meet.
• City of El Segundo employees are not able to serve on a CCB.
• Work Plans/Goals will be set for each CCB during the Strategic Planning
Session.
MOTION by Council Member Pirsztuk, SECONDED by Council Member Nicol
approving the proposed updates (see amendments above) to the El Segundo's
Committees, Commissions and Boards bylaws to make them uniform, require all
members of CCB's to attend training with the City/Deputy City Attorney on Rules of
Parliamentary Procedure and Code of Conduct, approve the name change from the
EL SEGUNDO CITY COUNCIL MEETING MINUTES
AUGUST 16, 2022
PAGE 5
Page 16 of 238
Public Works Committee to the Environmental Committee (as amended), and approve
the Diversity, Equity, and Inclusion Committee meeting time change from 4:30 PM to
6.00 PM. MOTION PASSED BY UNANIMOUS VOICE VOTE. 4/0
(At Mayor Boyles direction, item #D14 was moved to after item #D16)
14. Ordinance Amending El Segundo Municipal Code Chapter 5-8 to Implement
State Assembly Bill 1276 Regulating Single -Use Foodware Accessories and
Standard Condiments and Designate the City as the Associated Enforcement
Agency
(Fiscal Impact: None)
Mark Hensley, City Attorney reported on the item.
Council discussion
Mark Hensley, City Attorney, read by title only;
ORDINANCE NO. 1638
AN ORDINANCE AMENDING EL SEGUNDO MUNICIPAL CODE TITLE 5, CHAPTER
8 TO IMPLEMENT ASSEMBLY BILL 1276 REGARDING SINGLE -USE FOODWARE
ACCESSORIES AND STANDARD CONDIMENTS AND DESIGNATE THE CITY AS
ASSOCIATED ENFORCEMENT AGENCY.
Council Member Giroux introduced Ordinance No. 1638. Second reading and possible
adoption set for the next regular City Council meeting on September 6, 2022.
E. COMMITTEES, COMISSIONS AND BOARDS PRESENTATIONS:
17. MOVED TO THE SEPTEMBER 6, 2022 CITY COUNCIL MEETING
Diversity, Equity, and Inclusion Committee Local Economy Report.
(Fiscal Impact: There will be direct and indirect fiscal impacts to the City's
General Fund, including staff time and possibly funds for additional business
community engagement activities. These costs will likely be absorbed in the FY
2022-2023 General Fund Budget. If there are greater financial needs, staff will
return to City Council for separate budget appropriation requests)
18. Moved forward on the agenda
F. REPORTS — CITY CLERK —
G. REPORTS — CITY TREASURER —
Council Member Giroux — Mentioned although Council was on break, staff was
not and complimented staff on the presentations for this evening, stating they
were well done.
EL SEGUNDO CITY COUNCIL MEETING MINUTES
AUGUST 16, 2022
PAGE 6
Page 17 of 238
Council Member Nicol — Passed
Council Member Pirsztuk — Mentioned school starts next week, therefore,
everyone driving near or around schools please drive with caution and watch for
children on bikes, especially e-bikes.
Mayor Pro Tern Pimentel — Absent
Mayor Boyles — Passed
REPORTS — CITY ATTORNEY — Passed
J. REPORTS/FOLLOW-UP — CITY MANAGER — Announced the heaters at the El
Segundo Wiseburn Aquatics Center are fixed and up and running.
MEMORIALS — Brenda Marie Garibaldi and Dave Atkinson
Adjourned at 8:02 PM
Tracy Weaver, City Clerk
EL SEGUNDO CITY COUNCIL MEETING MINUTES
AUGUST 16, 2022
PAGE 7
Page 18 of 238
SPECIAL MEETING MINUTES OF THE EL SEGUNDO CITY COUNCIL
TUESDAY, AUGUST 16, 2022
(Ran concurrently with the regular open session meeting)
OPEN SESSION — Mayor Boyles called to order at 6:02 PM
ROLL CALL
Mayor Boyles -
Present
Mayor Pro Tern Pimentel -
Absent
Council Member Pirsztuk -
Present
Council Member Nicol -
Present
Council Member Giroux -
Present
PUBLIC COMMUNICATION — (Related to City Business Only — 5-minute limit per
person, 30-minute limit total) See regular minutes of 8-16-2022 for comments.
STAFF PRESENTATION:
1. Consideration and possible action to approve a revised resolution to be sent to
the Los Angeles County Registrar-Recorder/County Clerk office to notify that the
citizen's initiative has been withdrawn by the sole proponent, Ms. Spiker and to
remove the measure from the November 8, 2022 General Municipal Election.
Mark Hensley, City Attorney, presented the item
Council discussion
Mark Hensley, City Attorney, read by title only;
RESOLUTION NO. 5357
A RESOLUTION OF THE CITY COUNCIL OF CITY OF EL SEGUNDO
CONFIRMING A PROPONENT'S REQUESTED WITHDRAWAL OF A
CITIZEN INITIATIVE FROM THE CITY'S NOVEMBER 8, 2022 GENERAL
MUNICIPAL ELECTION BALLOT AND THE SUBMISSION OF UP TO
THREE BALLOT MEASURES FOR SUCH ELECTION BALLOT.
MOTION by Council Member Giroux, SECONDED by Council Member Pirsztuk
approving Resolution No. 5357. MOTION PASSED BY UNANIMOUS VOICE VOTE. 4/0
Adjourned at 8:02 PM
Tracy Weaver, City Clerk
EL SEGUNDO CITY COUNCIL SPECIAL MEETING MINUTES
AUGUST 16, 2022
PAGE 1
{.,rVoy City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: Consent
Item Number: BA
TITLE:
Warrant Demand Register for July 4, 2022 through August 14, 2022
RECOMMENDATION:
Ratify payroll and employee benefit checks; checks released early due to
contracts or agreements; emergency disbursements and/or adjustments; and,
wire transfers.
2. Approve Warrant Demand Register numbers 1A, 2A, 2B, 3A, 313 and 4A: warrant
numbers 3041387 through 3041988, and 9002562 through 9002626.
3. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
The warrants presented were drawn in payment of demands included within the FY
2022-2023 Adopted Budget. The total of $15,813,685.55 ($3,767,560.23 in check
warrants and $12,046,125.32 in wire warrants) are for demands drawn on the FY 2022-
2023 Budget.
BACKGROUND:
California Government Code Section 37208 provides General Law cities flexibility in
how budgeted warrants, demands, and payroll are audited and ratified by their
legislative body. Pursuant to Section 37208 of the California Government Code,
warrants drawn in payments of demands are certified by the City's Chief Financial
Officer and City Manager as conforming to the authorized expenditures set forth in the
City Council adopted budget need not be audited by the City Council prior to payment,
but may be presented to the City Council at the first meeting after delivery.
In government finance, a warrant is a written order to pay that instructs a federal, state,
county, or city government treasurer to pay the warrant holder on demand or after a
specific date. Such warrants look like checks and clear through the banking system like
Page 23 of 238
Warrant Demand Register
September 6, 2022
Page 2 of 2
checks. Warrants are issued for payroll to individual employees, accounts payable to
vendors, to local governments, and to companies or individual taxpayers receiving a
refund.
Q 6*9111*4 :s] ki I
The attached Warrants Listing delineates the warrants that have been paid for the
period identified above. The Chief Financial Officer certifies that the listed warrants
were drawn in payment of demands conforming to the adopted budget and that these
demands are being presented to the City Council at its first meeting after the delivery of
the warrants.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 5: Champion Economic Development and Fiscal Sustainability
Objective 5B: El Segundo approaches its work in a financially strategic and responsible
way.
PREPARED BY:
Wei Cao, CPA, CPFO, Management Analyst
REVIEWED BY:
Joseph Lillio, Chief Financial Officer
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
1.
Register 1 a Summary
2.
Register 2a Summary
3.
Register 2b Summary
4.
Register 3a Summary
5.
Register 3b Summary
6.
Register 4a Summary
Page 24 of 238
CITY OF EL SEGUNDO
WARRANTS TOTALS BY FUND
3041387 - 3041498
DATE OF APPROVAL: AS OF 0711 W1 2
9002562 - 9002590
001 GENERALFUND
908,803.39
003 EXPENDABLE TRUST FUND -OTHER
19,931,00
104 TRAFFIC SAFETY FUND
-
106 STATE GAS TAX FUND
104.98
108 ASSOCIATED RECREATION ACTIVITIES FUND
-
109 ASSET FORFEITURE FUND
125.00
110 MEAURE"R"
111 COMM_ DEVEL BLOCK GRANT
25,175,00
112 PROP'A"TRANSPORTATION
-
114 PROP"C"TRANSPORTATION
-
11S AIR QUALITY INVESTMENT PROGRAM
116 HOME SOUND INSTALLATION FUND
-
117 HYPERION MITIGATION FUND
-
lie TDA ARTICLE 3- SB 821 BIKEWAY PUNO
-
119 MTA GRANT
-
120 C.O.P.S. FUND
-
121 FEMA
122 L.A.W,A, FUND
-
123 PSAP PROPERTY TAX PUBLIC SAFETY
-
124 FEDERAL GRANTS
18,320.00
125 STATE GRANT
4,858.46
126 AIP CUPA PROGRAM OVERSIGHT SURCHARGE
323.30
127 MEAURE"M"
-
126 S0-1
129 CERTIFIED ACCESS SPECIALIST PROGRAM
-
130 AFFORDABLE HOUSfNG
-
131 COUNTY S70RM WATER PROGRAM
-
202 ASSESSMENT DISTRICT 473
-
aul CAPITAL 40PROVEMENT FUND
18,501.00
302 INFRASTRUCTURE REPLACEMENT FUND
-
405 FACILITIES MAINTENANCE
-
So1 WATER UTILITY FUND
21.369.75
502 WASTEWATER FUND
19,207.25
503 GOLF COURSE FUND
-
505 SOLID WASTE FUND
-
601 EQUIPMENT REPLACEMENT
-
602 LIABILITY INSURANCE
2,421,58
603 WORKERS COMP_ RESERVFJINSURANCE
209.40
701 RETIRED EMP. NSURANCE
-
702 EXPENDABLE TRUST FUND -DEVELOPER FEES
87.60
704 CULTURAL DEVELOPMENT
222,85
708 OUTSIDE SERVICES TRUST
17,154.70
TOTAL WARRANTS
S 1,056 631,26
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
Informalton on actual expenditures is available in the Oimelor of Finance's office in the
CAy of El Segundo.
t certify as to the accuracy of 1ha Demands and the availability of fund far payment thereof.
Far Approval: Regular C000S held for City council authorization to release.
CODES:
VOID CHECKS DUE TO ALIGNMENT:
N!A
R = Cmrlpulef generated Checks for ap non-emergencyfurgency payments for materials, supplies
and
services in support of City Operations
VOID CHECKS DUE TO $NCORRECT CHECK DATE:
For Ratification.
A - Payroll and Emp€ogee Benefit checks
VOID CHECKS DUE TO COMPUTER SOFTWARE ERROR:
AP - U = Computer generated Early Release disbursements andfor adjustments appmved by the City
Manager. Such as: payments for uldity services, petty cash and employee [ravel expense
NOTES
relmburseme0%. various refunds. Contract employee services Consistent with current contractual
agreements, instances where prompt payment discounts can be obtained or late payment penalties
can be avoided or when a situation arises that the City Manager approves.
H = Ilandwdtten Early Release disbursements andior adjustments approved by the City Manager.
CHIEF FINANCIAL OFFICER CITY MANAGER
DATE: HATE:
�
7—rz Z
11
REGISTER 9 1a
Page 25 of 238
CITY OF EL SEGUNDO
PAYMENTS BY WIRE TRANSFER
07/04/22 THROUGH 07/10/22
Date
Payee
7/7/2022
Cal Pers.
7/7/2022
Cal Pers
7/7/2022
IRS
7/8/2022
Employment Development
7/8/2022
Employment Development
7/8/2022
Mission Square
7/8/2022
Mission Square
7/8/2022
ExpertPay
06/27/22-07103/22
Workers Comp Activity
06/27/22-07/03/22
Liability Trust - Claims
06/27122-07/03/22
Retiree Health Insurance
DATE OF RATIFICATION: 07/11/22
TOTAL PAYMENTS BY WIRE:
Certified as to the accuracy of the wire transfers by:
eputy City Treasurer II
�L�g Z/,-
Chief Financial O icer
City Manager
DescrtpL
-••• -"--O'R'11'lll'9'
1,290-39 EFT Retirement Safet Police-PEPRA New 25021 from 6/18/ 2
Y- 22-7101/22
574,725.64 EFT Health Insurance Payment
14,340A3 Federal941 Deposit
5,220.65 State SDI payment
63,292.25 State PIT Withholding
82,000.83 457 payment Vantagepoint
300.00 IRA payment Vantagepoint
1,675.84 EFT Child support payment
45,706.97 SCRMA checks issued, less Swiss Re check reimbursement
- Claim checks issued/(voided)
- Health Reimbursment checks issued
788,553.00
P -/ IIba�
Date
Date
Date
Information on actual expenditures is available in the City Treasurer's Office of the City of El Segundo.
788,553.00
PACity TreasurerMire TransferslWire Transfers 07-01-21 to 6-30-22 7/11/2022 111
Page 26 of 238
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Page 27 of 238
CITY OF EL SEGUNDO
WARRANTS TOTALS BY FUND
3041499 - 3041584 DATE OF APPROVAL: AS OF 08102122
001 GENERAL FUND 363,601124
W3 ExPENDABL.E TRUST FSINO - OTHER 15,000,00
104 TRAFFIC SAFETY FUND -
100 STATE GAS TAX FUND 3.420.00
108 ASSOCIATED RECRF.ATtON ACTIVITIES FUND -
109 ASSET FORFEITURE FUND 1,211.96
Ila MEAURE"R- -
ill COMM. DEVEL. BLOCK GRANT -
112 PROP"A"TRANSPORTATION 752.34
714 PROP"C"TRANSPORTATION -
116 AIR QUALITY INVESTMENT PROGRAM
116 HOME SOUND INSTALLATION FUND
Ill HYPERK)N MITIGATICN FUND -
116 TDA ARTICLE 3- SB 6218IKEWAY FUND -
119 MTA GRANT -
120 C,OP.S. FUND -
121 FEMA
122 L.A.WA FUND -
123 PSAF PROPERTY TAx PURL€C SAFETY -
124 FEDERAL GRANTS -
125 STATE GRANT -
126 A/P CUPA PROGRAM OVERSIGHT SURCHARGE -
127 MEAURE'M" 11,190,00
126 58-1
129 CERTIFIED ACCESS SPECIALIST PROGRAM -
130 AFFORDABLE HOUSING -
131 COUNTY STORM WATER PROGRAM -
202 ASSESSMENT DISTRICT#73 -
301 CAPITAL IMPROVEMENT FUND 1.918.44
302 INFRASTRUCTURE REPLACEMENT FUND
405 FACILITIES MAINTENANCE -
501 WATER UTILITY FUI40 37,619.63
502 WASTEWATER FUND 6.423.72
503 GOLF COURSE FUND -
605 SOLID WASTE FUND 55 045,24
601 EQUIPMENT REPLACEMENT -
602 LIABILITY INSURANCE -
603 WORKERS COMP, RESERVEANSURANCE 393.91
701 RETIRED EMP, INSURANCE -
102 EXPENDAOLE TRUST FUND - DEVELOPER FEES 800,97
704 CULTURAL DEVELOPMENT 294.08
708 QUTSUE SERVICES TRUST
TOTAL WARRANTS 5 50},366,53
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
€nformatian on acluai expenditures is available in the Director of Finance's office in She
City o1 El Segundo.
I certify as to She accuracy of the Demands and the availability of fund for Payment thereof,
Pot Approval Regular cheeks held far City Catae6l 3ulh06z8fieo to release,
CODES: VOID CHECKS DUE TO ALIGNMENT:
NIA
R = Computer generated checks for all non-emargencyfargency payments for materials, supplies and
services in support of City Operations
VOID CHECKS DUE TO INCORRECT CHECK DATE;
For Ratlficalion.
A = Payroll and Employee Beneni checks VOID CHECKS DUE TO COMPUTER SOFTWARE ERROR:
AP - U = Computergeperaled Early Release disbursements Srldlar adjustments approved by the City
Manager. Such as, payments tun utdily services, petty cash and employee travel expense NOTES
reimbursements, various refunds, contract employee services consistent with curtest contractual
agreements. iostances where prompt payment discounts can be obtained or hate payment penalties [ s
can be avoided or when a situation arises that the City Manager approves. i3. �( L 'G
H = Handwritten Eady Release disbursements anima adjustments oppmved by the City Manager,
CHIEF FINANCIAL OFFICER CITY MANAGER
DATE: GATE:
REGISTER # 2a
Page 28 of 238
CITY OF EL SEGUNDO
PAYMENTS BY WIRE TRANSFER
07/11/22 THROUGH 07/17/22
Date
Payee
Descriptiart
7/11/2022
IRS
278,802.05
Federal941 Deposit
7/11/2022
West Basin
2,222,704.75
H2O payment
7/12/2022
Cal Pers
5,353.30
Survivor Billing Employer Contributions
7/13/2022
Cal Pers
367,983.00
FY2022-2023 Unfunded Acc'd Liab-Mist Classic 27
7/13/2022
Cal Pers
341,962,00
FY2022-2023 Unfunded Acc'd Liab-Police 1st Tier 28
7/13/2022
Cal Pers
594.00
FY2022-2023 Unfunded Acc'd Liab-Police 2nd Tier 30169
7/13/2022
Cal Pers
3,540.00
FY2022-2023 Unfunded Acc'd Liab-Police PEPRA 25021
7/13/2022
Cal Pers
2,643.00
FY2022-2023 Unfunded Acc'd Liab-Fire PEPRA 25020
7/13/2022
Cal Pers
303,935.00
FY2022-2023 Unfunded Acc'd Liab-Fire Classic 30168
7/13/2022
Cal Pers
13,541,24
EFT Retirement Safety-Fire-PEPRA New 25020
7/13/2022
Cal Pers
28,490.12
EFT Retirement Safety-Police-PEPRA New 25021
7/13/2022
Cal Pers
47,765.74
EFT Retirement Misc - PEPRA New 26013
7/13/2022
Cal Pers
36,087,89
EFT Retirement Misc - Classic 27
7/13/2022
Cal Pers
61,593.71
EFT Retirement Safety Police Classic - 1st Tier 28
7/13/2022
Cal Pers
53,536.41
EFT Retirement Safety Fire- Classic 30168
7/13/2022
Cal Pers
5,899.66
EFT Retirement Sfty Police Classic-2nd Tier 30169
07/04/22-07/10122
Workers Comp Activity
28,597.00
SCRMA checks issued, less Swiss Re check reimbursement
07/04/22-07/10/22
Liability Trust - Claims
52,394.65
Claim checks issued/(voided)
07/04/22-07/10/22
Retiree Health Insurance
5,358.46
Health Reimbursment checks issued
5/5/2022
Retiree Health Insurance
5,662,91
Health Reimbursment checks issued
3,866,444.89
DATE OF RATIFICATION: 07118122
TOTAL PAYMENTS BY WIRE:
Certified as to the accuracy of the wire transfers by:
b,
`puty City Treasurer II Date
Chief Financial O icer Date
orj
City Mana4lier Date
Information on actual expenditures is available in the City Treasurer's Office of the City of El Segundo.
3,866,444.89
P:1City TreasurerlWire TransferslWire Transfers 07.01-22 to 6.30-23 7119/2022 1/1
Page 29 of 238
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Page 30 of 238
CITY OF EL SEGUNDO
WARRANTS TOTALS BY FUND
3041565 - 3041692
DATE OF APPROVAL: ASU8r02122
9002591
.OF
001 GENERALFUND
200,277.06
003 EXPENDABLE TRUST FUNp-OTHER
-
1D4 TRAFFIC SAFETY FUND
-
106 STATE GAS TAX FUND
6,104.43
108 ASSOCIATED RECREATION ACTivll`i:s FUNp
109 ASSET FORFEITURE FUND
2.719.48
110 MEAURE'W
-
ill COMM. DEVEL. BLOCK GRANT
-
112 PROP-;V TRANSPORTATION
-
114 PROP"C"TRANSPORTATION
-
116 AIR QUALITY INVESTMENT PROGRAM
-
Ila HOME SOUND INSTALLATION FUND
117 HYPERION MITIGATION FUND
-
116 TOA ARTICLE 3 - 513 821 BIKEWAY FUND
-
118 MTAGRANT
12D C.O.P. S. FUND
-
121 FEMA
I= LAW.A_FUND
-
127 PSAF PROPERTY TAX PUBLIC SAFETY
124 FEDERAL GRANTS
-
126 STATE GRANT
9.028.64
126 AlP CUPA PROGRAM OVER&GHT SURCHARGE
25,152.16
127 MFAURE'M'
990.00
128 SB-1
129 CERTIFIED ACCESS SPECfALIST PROGRAM
-
Ix AFFORDABLE HOusING
-
131 COUNTY STORM WATER PROGRAM
18,051.00
202 ASSESSMENT DISTRICT 673
-
301 CAPITAL IMPROVEMENT FUND
102,415,95
302 INFRASTRUCTURE REPLACEMENT FUND
-
405 FACIL€TIES MAENTENANCE
-
501 WATER UTILITY FUND
37,50667
502 WASTEWATER FUND
8,486.03
503 GOLF COURSE FUND
-
W5 SOLID WASTE FUND
-
Sol EQUIPMENT REPLACEMENT
-
602 LIABILITY INSURANCE
WAS
403 WORKERS COMP, RESERVEANSURANCE
20.30
701 RET€REDEMP_ INSURANCE
-
702 EXPENDABLE TRUST FUND -DEVELOPER FEES
550.00
704 CULTURAL DEVELOPMENT
6.44
708 OUTSIDE SERVICES TRUST
13,545.00
TOTAL WARRANTS
$ 430,863,61
STATE OF CALEFORMA
COUNTY OF LOS ANGELES
Wormabon an actual experMilures is available in She Director of Finance's office in she
City W EI Segundo.
I certify as to the accuracy of the Demands and the availability of fund for payment thereof.
For Approval: Regular Checks held for City count authorization la release.
CODES;
VOID CHECKS DUE TO ALIGNMENT:
NIA
R = Computer generaled checks for all non-emesgencylurgency payments for materials, supplies
and
services in support of City Operations
VOID CHECKS DUE TO INCORRECT CHECK DATE:
For Ralifmaruan:
A = Payroll and Employee Benefit checks
VOID CHECKS DUE TO COMPUTER SOFTWARE ERROR:
AP - U = Computer generated Early Release dislaesement8 and/or adjustments approved by the
CBy
Manager. Such as: payments for WIRY services, petty cash and employee travel expense
NOTES
reimbursements, various retuoda, contract employee services consistent with current contractual
agreements, instances where prompt payment discas<nts can be oblained or We payment penalties
can be avoided orwhen a silualion arises that the City Manager approves,
H e Handwritten Early Release disb ement arldrar adjustments approved by iho City Manager,
CHIEF FINANCIAL OFFICER
CITY MANAGER f�^'�-"��=�'
6�
DATE:
DATE:
REGISTER * 2b
Page 31 of 238
CITY OF EL SEGUNDO
PAYMENTS BY WIRE TRANSFER
07118/22 THROUGH 07/24122
Date Payee
7122/2022 Mission Square
7/22/2022 Mission Square
7/22/2022 ExpertPay
07/11/22-07/17/22 Workers Comp Activity
07/11/22-07117/22 Liability Trust - Claims
07/11/22-07/17122 Retiree Health Insurance
DATE OF RATIFICATION: 07125/22
TOTAL PAYMENTS BY WIRE:
C ified as to the accuracy of the wire transfers by:
puty City Treasurer II
Chief Financi Officer
City Manager
Description
63,161.01 457 payment Vantagepoint
300.00
IRA payment Vantagepoint
2,720.76
EFT Child support payment
34,154.42
SCRMA checks issued, less Swiss Re check reimbursement
22,603.70
Claim checks issued/(voided)
-
Health Reimbursment checks issued
122, 939.89
0;7-12 fl—L.ZV,7,�
Date
?- - -
Date
Date
—2 —72—
Information on actual expenditures is available in the City Treasurer's Office of the City of El Segundo.
122,939.89
PACity TreasurerMire TransferslWire Transfers 07-01-22 to 6-30-23 7/25/2022 111
Page 32 of 238
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Page 33 of 238
CITY OF EL SEGUNDO
WARRANTS TOTALS BY FUND
3041693 - 3041747
DATE OF APPROVAL: Al OF OOlIV72
9OD2592 - W02596
o0l GPNERALFUND
339.771,22
003 EXPENDABLE TRUST FUND -OTHER
1,50D.00
104 TRAFFIC SAFETY FUND
-
105 STATE GAS TAX FUND
2,285.00
lob ASSOCIATED RECREATION ACTIVITIES FUND
-
109 ASSET FORFEITURE FUND
-
110 MEAURE'R"
III COMM. REVEL. BLOCK GRANT
-
112 PROP"A"7RANSPOR7AT*N
-
114 PROP'C•TRANSPORTATION
82,128A8
115 AIR QUALI7Y INVES71.1ENT PROGRAM
-
116 HOME SOUND INSTALLATION FUND
-
117 HYPERION MITIGATION FUND
ITS TDA ARTICLE 3- SS 821 RIKEWAY FUND
119 MTA GRANT
-
120 C.O.P.a FUND
-
121 FEMA
122 L.A.W.A FUND
123 PSAF PROPERTY TAX PuWc SAFETY
124 FEDERAL GRANTS
-
125 STATE GRANT
126 A/P CUPA PROGRAM OVERSIGHT SURCHARGE
121 MEAURE'W
-
128 SB-I
129 CERTIFIED ACCESS SPECIALIST PROGRAM
130 AFFORDABLE HOUSING
-
131 COUNTY STORM WATER PROGRAM
17,875.05
202 ASSESSMENT DISTWCT#73
301 CAPITAL IMPROVEMENT FUND
11.124.00
302 INFRASTRUCTURE REPLACEMENT FUND
-
40S FACILITIES MAINTENANCE
Sol WATER UTILITY FUND
2.740.70
502 WASTEWATER FUND
25,60o.0O
503 GOLF COURSE FUND
1,602.30
605 SOLID WASTE FUND
-
601 EQUIPMENT REPLACEMENT
-
002 LIABILITY INSURANCE
1.092.20
Sol WORKERS COMP, RE5ERVOINSURANCE
229.00
701 RETIRED EMP. INSURANCE
702 EXPENDABLE TRUST FUND- DEVELOPER FEES
-
704 CULTURAL DEVELOPMENT
-
700 OUTSIDE SERVICES TRUST
TOTAL WARRANTS
S
487046,9i
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
Information on actual expervlilUMS is available In She blreclor of Finance's office in the
City of EI Segundo.
I cerlify, as to the accuracy of the Demands and the availability of fund for payment thereof_
For Approval: Regular Checks held for City council euthorizabon to release_
CODES.
VOID CHECKS RUE TO ALIGNMENT:
N/A
R = COmpLinr generated checks for all non•emergencyiurgency payments for materials. supplies and
services in supped of City Operations
VOID CHECKS DUE TO INCORRECT CHECK DATE:
For Ralificallan:
A = Payr0A and Employee Benefit checks
VOID CHECKS DUE TO COMPUTER SOFTWARE ERROR:
AP - U = Campulergeneraled Eady Release disbursements andfor adjustments approved by the City
Manager. Such as: payments for UlPily services, pelty cash and employee travel expense NOTES
reimbursements, various refunds, contract employee servicas consistent with current contractual
agreements, instances where prompt paymaM discounts can be obtained or late payment penalties
can be avoided or when a sflualion arises that the City Manager approves.
H = Handwritten Early ReIe.d.sburs
l
/ep�ergOs an adjustments approved vetl the City Manager.
CHIEF FINANCIAL OFFICER L+" CITY MANAGER
DATE: �. �q i/� DATE:
Rgul TER M Oa
Page 34 of 238
CITY OF EL SEGUNDO
PAYMENTS BY WIRE TRANSFER
07/25/22 THROUGH 07/31/22
- Date,..—
P—ALee_.
7/25/2022
IRS
7/25/2022
Employment Development
7/25/2022
Employment Development
7/26/2022
ICRMA
7/27/2022
Cal Pers
7/27/2022
Cal Pers
7/27/2022
Cal Pers
7/27/2022
Cal Pers
7/27/2022
Cal Pers
7/27/2022
Cal Pers
7/27/2022
Cal Pers
7/29/2022
CA Infrastructure Bank
07/18/22-07/24/22
Workers Comp Activity
07118/22-07/24/22
Liability Trust - Claims
07/18/22-07124/22
Retiree Health Insurance
DATE OF RATIFICATION: 0811/22
TOTAL PAYMENTS BY WIRE:
Certified as to the accuracy of the wire transfers by
ifrputy City Tr e urer II
Chief Financial fficer
City Manager
Description
274,313.62
Federal 941 Deposit
4,939.58
State SDI payment
63,559.74
State PIT Withholding
2,556,150.83
Annual Insurance Premium payment
63,898.29
EFT Retirement Safety Police Classic -1 st Tier 28
51,680.91
EFT Retirement Safety Fire- Classic 30168
48,151,39
EFT Retirement Misc - PEPRA New 26013
36,916.20
EFT Retirement Misc - Classic 27
28,744.98
EFT Retirement Safety- Police-P E PRA New 25021
13,528.60
EFT Retirement Safety-Fire-PEPRA New 25020
6,483,19
EFT Retirement Sfty Police Classic-2nd Tier 30169
446,346.52
Semi Annual Infrastructure payment
44,713.29
SCRMA checks issued, less Swiss Re check reimbursement
13,206.40
Claim checks issued/{voided}
-
Health Reimbursment checks issued
3,652,633.54
®�47�(
Dat
-
Date
-z--2--Z
Date
Information on actual expenditures is available in the City Treasurer's Office of the City of El Segundo,
3,652,633.54
PAGity TreasurerlWire TransferMire Transfers 07-01-22 to 6-30-23 8/1/2022Pa1/1
ge 35 of 238
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Page 36 of 238
CITY OF EL SEGUNDO
WARRANTS TOTALS BY FUND
30417AS 3041845
DATE OF APPROVAL: AS OF OOIIW22
9OG2596 - 9002624
001 GENERAL FUND
291.777.41
003 EXPENDABLE TRUST FUND - OTHER
2,000.00
104 TRAFFIC SAFETY FUND
-
ID6 STATE CAS TAX FUND
5,222.57
Ina ASSOCIATED RECREATION ACTIVITIES FUND
-
109 ASSET FORFEITllRe FUND
110 MEAURE"R`
-
ill COMM. REVEL. BLOCK GRANT
-
112 PROP"A"TRANSPORTATION
2.755.04
114 PROP"C"TRANSPORTATION
-
115 AIR CUALITY INVESTMENT PROGRAM
-
116 HOME SOUND INSTALLATION FUND
-
ill HYPERION MITIGATION FUND
67.94
11E TDA ARTICLE 3- SB 921 BIKEWAY FUND
-
l18 MTA GRANT
120 Co. P_5. FUND
121 FEMA
122 L.A,W.A. FUND
-
123 PSAF PRCPERTY TAX PUBLIC SAFE7Y
-
124 FEDERAL GRANTS
-
$25 STATE GRANT
0,50
T26 A/P CUPA PROGRAM OVERSIGHT SURCHARGE
334AZ
127 MEAURE'kV
-
126 SS-1
129 CERTIFIED ACCESS SPECIALIST PROGRAM
-
130 AFFORDABLE HOUSING
-
131 COUNTY STORM WATER PROGRAM
-
202 ASSESSMENT DISTRICT 073
-
301 CAPITAL IMPROVEMENT FUND
-
302 ENFRASTRLICTURE REPLACEMENT FUND
-
405 FACILITIES MAINTENANCE
-
3al WATER UTILITY FUND
335,763.13
502 WASTEWATER FUND
4,905.95
503 GOLF COURSE FUND
505 SOLID WASTE FUND
-
601 ECUIPMENT REPLACEMENT
-
602 LIABILITY INSURANCE
46,35
603 WORKERS COMP, RESERVEnNSURANCE
246.11
701 RE71REOEMP. INSURANCE
-
702 EXPENDABLE TRUST FUND -DEVELOPER FEES
3,800,Ca
704 CULTURAL DEVELOPMENT
129.73
708 OUTSIDE SERVICES TRUST
TOTAL WARRANTS
§
648,083.11
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
Information 00 actual expend twes is evallable In the Director of Finance's office in the
City of El Segundo,
I certify as la the Utufacy of the Demands and the avallab➢ ily of fund for payment thereof.
For Apprnval: Regutar checks heEd for City council autharization to retease.
CODES:
VOID CHECKS DUE TO ALIGNMENT:
NfA
R = Computer generated checks for all non•emergencyfurgency payments for materials, supplies
and
services In support of City Operations
VOID CHECKS DUE TO INCORRECT CHECK DATE:
For fRatificatian:
Am Payroll and Employee Benefit checks
VOID CHECKS DUE TO COMPUTER SOFTWARE ERROR:
AP • U - Computer generated Early ReIC96e disbursements and/or adjustments approved by the City
Manager Such as: payments for ulllity services, petty cash and emptoyea travel expense NOTES
reimbursements, various refunds, contract employee services consistent Vrilh cuneltt contractual
agreements, instances where prompt payment discounts can be obtained or late payment penal0es
can be avoided or when a situation arises that the City Manager approves.
H = Handwrillen Early Rele a disbu amahis andlor adIuslmems approved by the City Manager.
CHIEF FINANCIAL OFFICER " CITY MANAS1 O
DATE: DATE: ! i 1-2
ROIAIERN3b
Page 37 of 238
CITY OF EL SEGUNDO
PAYMENTS BY WIRE TRANSFER
08/01/22 THROUGH 08/07/22
Date
813/2022
8/3/2022
8/3/2022
8/3/2022
8/5/2022
8/5/2022
8/5/2022
8/5/2022
8/5/2022
07/25122-07131 /22
07/25/22-07/31 /22
07/25/22-07/31122
Pa ee Description
Unum 211.30 Lon .. g Term Care Premium -July ....... ........—
Unum
Cal Pers
Cal Pers
Mission Square
Mission Square
Mission Square
Mission Square
ExpertPay
Workers Comp Activity
Liability Trust - Claims
Retiree Health Insurance
DATE OF RATIFICATION: 0811/22
TOTAL PAYMENTS BY WIRE:
Certified as to the accuracy of the wire transfers by:
Treasury & Customer dervices Manager
Chief Financial icer
,—�,QjQo A",, r\
City Manager
211.30
Long Term Care Premium - August
9,571.77
Replacement Benefit Contributions
3,806.01
Replacement Benefit Contributions
63,448,96
457 payment Vantagepoint
2,076,92
401(a) payment Vantagepoint
2,278,50
401(a) payment Vantagepoint
300.00
IRA payment Vantagepoint
2,720.76
EFT Child support payment
42,623.59
SCRMA checks issued
-
Claim checks issued/(voided)
6,749.44 Health Reimbursment checks issued
133,998.55
Date
Date
Date
Information on actual expenditures is available in the City Treasurer's Office of the City of El Segundo.
133,998.55
R: City TreasurerlWire TransferslWire Transfers 07-01-22 to 6-30-23 8/8/2022 1/1
Page 38 of 238
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Page 39 of 238
CITY OF EL SEGUNDO
WARRANTS TOTALS BY FUND
3041846 - 3041988
DATE OF APPROVAL: AS 69ra6122
9002625 - 9002625
001 GENERAL FUND
307,389.68
003 EXPENDABLE TRUST FUND -OTHER
2,670.00
104 TRAFFIC SAFETY FUND
-
106 STATE GAS TAX FUND
2.29
104 ASSOCIATED RECREATION ACTIVITIES FUND
-
loll ASSET FORFEITURE FUND
4,322,99
lie MEAURE"R"
-
III COMM. DEVEL BLOCK GRANT
-
112 PROP•A'TRANSPORTATION
58,84000
114 PROP"C"TRANSPORTATION
-
115 AIR QUALITY INVESTMENT PROGRAM
-
716 HOME SOUND INSTALLATION FUND
-
117 HYPERON MITIGA7 ON FUND
-
118 TDA ARTICLE 3- SR 971 aIKEWAY FUND
-
119 MTA GRANT
-
120 C.O.P.S. FUND
605.16
121 FFMA
122 L.A.W.A. FUND
-
123 PSAF PROPERTY TAX PUBLIC SAFETY
-
124 FEDERAL GRANTS
-
125 STATE GRANT
-
126 A/P CUPA PROGRAM OVERSIGHT SURCHARGE
4AS
127 MEAURE"M"
-
12C SB 1
129 CERTIFIFU ACCESS SPECIALIST PROGRAM
130 AFFORDABLE HOUSJNG
-
131 COUNTY STORM WATER PROGRAM
1,078.00
202 ASSESSMENT DISTRICT 473
-
301 CAPITAL IMPROVEMENT FUND
87,835.33
307 iNFRASIRUCTURE REPLACEMENT FUND
-
405 FACILITIES MAINTENANCE
-
501 WATER UT€LITY FUND
23,442.57
502 WASTEWATER FUND
32,992 BB
503 GOLF COURSE FUND
s05 SOLID WASTE FUND
-
601 ECUOMENT REPLACEMENT
-
602 LIABILITY INSURANCE
1.06
603 WORKVRSCOMP_ RESERVEPNSURANCE
468.57
701 RE7MED EMP, INSURANCE
-
702 EXPENDABLE TRUST FUND •DEVELOPER FEES
96,846.00
704 CULTURAL DEVELOPMENT
29,050.14
708 OUTSIDE SERVICES TRUST
TOTAL WARRANTS
8
643,146.71
STATE OF CALEFORNiA
COUNTY OF LOS ANGELES
Information on Actual expenditures is avaitahlc in the Director at Finance'$ office in the
City of El Segundo.
I ca[1dy as to the accuracy of the Demands and the availability of fund for payment thereof.
For ApprovaL Regular checks held for City council authon2ation to release_
CODES:
VOID CHECKS DUE TO ALIGNMENT;
NIA
R x Computer generated cracks for all non-emergency/urgency payments for materials, suppiles and
services in supper of City Operations
VOID CHECKS DUE TO INCORRECT CHECK DATE:
For Radgcaaen:
A = Paymll and Employee BeneFa checks
VOID CHECKS DUO TO COMPUTER SOFTWARE ERROR:
AP - U ¢ Computer generated Early Release disbursements and/or adjustments appmvad by the City
Manager. Such A& payments for ulilhy services, petty rash and employee [ravel expense NOTES
felmbufsemenls. various refunds, contract employee services consistent with current contractual
agreements, Instances where prompt payment discounts can be obtained of tale payment pana€tie5
can be avoided or when a situation asses that the City Manager approves.
H = HandwNUen Early ReE se disburs a 1s a r adjustments approved by the City Manager.
CHIEF FINANCIAL OFFICER CITY MANAGER /
RATE: DATE:
REGISTER 0 4a
Page 40 of 238
CITY OF EL SEGUNDO
PAYMENTS BY WIRE TRANSFER
08/08/22 THROUGH 08/14/22
Date
Egee
8/8/2022
IRS
277,191.27
8/8/2022
Employment Development
4,930.14
8/8/2022
Employment Development
63,240.28
8/9/2022
Cal Pers
577,611.90
8/10/2022
West Basin
2,176,430.88
8/12/2022
Cal Pers
59,713.84
8/12/2022
Cal Pers
50,999.95
8/12/2022
Cal Pers
48,264.29
8/12/2022
Cal Pers
37,003.24
8/12/2022
Cal Pers
28,828.60
8/12/2022
Cal Pers
14,263.40
8/12/2022
Cal Pers
5,899.66
8/12/2022
Cal Pers
1,750.00
08/01/22-08/07/22
Workers Comp Activity
54,429.66
08/01122-08/07/22
Liability Trust - Claims
80,998,34
08/01/22-08/07/22
Retiree Health Insurance
-
3,481, 555.45
DATE OF RATIFICATION: 08115/22
TOTAL PAYMENTS BY WIRE:
Certified as to the accuracy of the wire transfers by:
L
eputy City Treasurer Il Date
Chief Fi racial O er Date
City Manager Date
Description
Federal941 Deposit
State SDI payment
State PIT Withholding
EFT Health Insurance Payment
H2O payment
EFT Retirement Safety Police Classic - 1st Tier 28
EFT Retirement Safety Fire- Classic 30168
EFT Retirement Misc - PEPRA New 26013
EFT Retirement Misc - Classic 27
EFT Retirement Safety-Police-PEPRA New 25021
EFT Retirement Safety- Fi re-PEPRA New 25020
EFT Retirement Sfty Police Classic-2nd Tier 30169
GASB 68 Reporting Sevices Fee
SCRMA checks issued
Claim checks issued/(voided)
Health Reimbursment checks issued
Information on actual expenditures is available in the City Treasurer's Office of the City of El Segundo.
3,481,555.45
R\City TreasurerlWire TransferslWire Transfers 07-01-22 to 6-30-23 8/15/2022 1/1
Page 41 of 238
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Page 42 of 238
{.,rVoy City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: Consent
Item Number: B.5
TITLE:
Agreement with Tec-Refresh, Inc. to Purchase Palo Alto Networks Cyber Security
Firewall
RECOMMENDATION:
1. Authorize the City Manager to execute a one-year hardware and subscription
agreement with Tec-Refresh, Inc. for $178,699.95 to provide cyber security
protection for fiscal year 2022-23.
2. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
The cost for hardware, implementation services, and a one-year subscription is
178,699.95 . These costs are included in the FY 2022-23 Information Technology
Equipment Replacement Budget.
Amount Budgeted: $178,699.95
Additional Appropriation: None.
Account Number(s): 601-400-2505-8108 Equipment Replacement
BACKGROUND:
On February 17, 2015, the City Council approved the purchase of a Palo Alto Enterprise
Network firewall. Since then, the firewall has come to an end of life. The new firewall is
required to keep the City's growing computer network fast, safe, and reliable. After
researching top firewall technology providers, the staff selected to evaluate market
leader Palo Alto Networks. Staff also evaluated Cisco Systems as the City utilizes their
products for most other network equipment. However, based on initial vendor
presentations, it became apparent that Cisco's solution would not meet the City's
needs.
Page 43 of 238
Palo Alto Networks Enterprise Firewall from Tec-Refresh, Inc.
September 6, 2022
Page 2 of 2
DISCUSSION:
The goal is to provide the City with next -generation firewall protection. El Segundo IT
will implement new Palo Alto firewall that will minimize constant attacks and automatic
morphing by identifying threats, collecting telemetry, policy, and changes to reduce the
chances of error.
Palo Alto Networks' software identifies and protects user identity by employing next -
generation firewall protection to block access to known phishing sites, and stop users
from submitting corporate credentials to known sites. Filters URLs will be used to
protect organizations against web -based threats such as phishing, malware, and
command -and -control. This firewall protection will allow the City to stay ahead of any
emerging threats, see and secure the entire enterprise.
Tec-Refresh, a full -service IT solutions provider, will supply the hardware and move the
configuration from the old firewall to the new Palo Alto Network firewall.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 4: Develop and Maintain Quality Infrastructure and Technology
Objective 4A: El Segundo's physical infrastructure supports an appealing, safe and
effective community.
Objective 4B: El Segundo's technology supports effective, efficient, and proactive
operations.
PREPARED BY:
Darlene Fennell, ITSD Project Manager, Consultant
REVIEWED BY:
Scott Kim, Information Technology Services Manager
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
1. Tec-Refresh, Inc. Quote #1615946
2. Palo Alto Networks White Pages
Page 44 of 238
teOrefresh
ADDRESS
Scott Kim
City of El Segundo
350 Main St
El Segundo, CA 90245
United States
SHIP DATE
08/26/2022
Tec-Refresh, Inc.
10 Stevens St, #190
Andover, MA 01810 US
909.693.4010
accounting@tec-refresh.com
http://www.tec-refresh.com
SHIP TO
Scott Kim
City of El Segundo
350 MAIN ST
EL SEGUNDO, CA 90245-3813 US
SHIP VIA
EMAIL/GROUND
AMOUNTACTIVITY --WW RATE
PAN-PA-3430 2 29,305.00 58,610.00T
Palo Alto Networks PA-3430 with redundant AC power
supplies
PAN-PA-3430-DNSHA2 2 6,000.00 12,000.00
PA-3430, DNS security subscription, for one (1)
device in an HA pair, 1 vear (12 months) term.
PAN-PA-3430-WF-HA2
2
6,000.00
12,000.00
PA-3430, Wild Fire subscription, for one (1)
device in an HA pair, 1 year (12 months) term.
PAN-PA-3430- ADVURL-HA2
2
9,230.00
18,460.00
PA-3430, Advanced URL Filtering
subscription, for one (1) device in an HA pair, 1 year
(12 months) term.
PAN-PA-3430-ATPHA2
2
9,230.00
18,460.00
Advanced Threat Prevention subscription for device in
an HA pair year 1, PA-3430
PAN-SVC-PREMUSG- 3430
2
9,688.00
19,376.00
For US Government accounts only. Premium support
year 1, PA-3430
PAN-PA-3430-IOTDRDL- HA2
2
13,763.00
27,526.00
PA-3430, IoT subscription, does not require data lake,
for one (1) device in an HA pair, 1 year (12 months)
term.
TR-PROSERV-PAN-1
1
2,500.00
2,500.00
Palo Alto Networks and Tec-Refresh - Palo Alto
Networks Firewall physical installation and
configuration migration from existing Palo Alto Firewall
TR-PROSERV-PAN-2
1
4,000.00
4,000.00
Palo Alto Networks and Tec-Refresh - Palo Alto
Networks Firewall IoT Subscription setup and
implementation. (one) firewall or HA pair.
Contract Number: 7-17-70-40-05
NASPO Master Contract Number: AR2472
Contract Term: 09/15/17 — 09/15/26
National Intergovernmental Purchasing Alliance
Contract: R191902
Contract Period: Through April 30, 2025
SUBTOTAL
172,932.00
TAX
5,567.95
SHIPPING
200.00
Page 45 of 238
Accepted By
Accepted Date
Page 46 of 238
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capable of identifying new threats, devices, and more without relying on fingerprinting or
signatures. It must continuously update the machine learning models by analyzing data using
unlimited cloud compute. It must continuously collect telemetry and recommend policy and
configuration changes to reduce risk and reduce chances of error.
by Palo Alto Networks j Palo Alto Networks ML-Powered Next -Generation Firewall Feature Overview j Write Paper
Page 48 of 238
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Confidently lead digital transformation with the world's first
AIL -Powered Next -Generation Firewall proactively securing
your organization. Embrace machine learning to deliver the
industry's only inline malware and phishing prevention to stop
unknown threats as they reach your network Automatically
reprogram your network with zero -delay signature updates for
all other threats. Provide accurate signatureless identification
of all unmanaged internet-of-things (ioT) devices. Use telem-
etry to optimize security policy and eliminate breaches due to
misconfiguration, Adopt a consistent, integrated, and best -in -
class network security platform available in physical, virtual,
containerized, and cloud -delivered form factors --all managed
centrally.
The Foundation of a Network
Security Strategy
Our Next43eneraticn7 Firewalls inspect all traffic, including all
applications, threats, and content, and tie that traffic to the user,
regardless of location or device type. The user, application, and
content —the elements that run your business —become inte-
gral components of your enterprise security policy. As a result,
you can align securitywith your business policies as well as write
rules that are easy to understand and maintain.
User Application Content Device
t=Mare'•. Core elements of network security
Identify Users and Protect
User Identity
User-11)" technology enables our Next -Generation Firewalls
to identify users in all locations, no matter their device type
or operating system. Visibility into application activity —
based on users and groups, instead of IP addresses —safely
enables applications by aligning usage with business re-
quirements. You can define application access policies based
on users or groups of users. For example, you can allow only
IT administrators to use tools such as Secure Shell, Telnet,
and File Transfer Protocol. Policy follows users no matter
where they go —headquarters, branch office, or home —and
across any devices they may use. Plus, you can use custom
or predefined reporting options to generate informative
reports on user activities.
However, the issue of user identity goes beyond user -based
policy and reporting. Protecting user identity is equally
important. Phishing and use of stolen credentials were the
top two threat action types across the 1,774breaches investi-
gated for Verizon's 2019 Data Breach Investigations Report.'
Attackers use stolen credentials to gain access to organiza-
tions' networks, where they find valuable applications and
data they can steal. To prevent credential -based attacks, our
Next -Generation Firewalls:
• Block access to known phishing sites via URL, Littering,
using the latest global threat intelligence that stops the
vast majority of unknown file- and web -based threats in-
stantly, and the rest in seconds, to protect users from at-
tempts to steal their credentials.
Stop users from submitting corporate credentials to
unknown sites, protecting them from targeted attacks that
use new, unknown phishing sites to go undetected.
• Allowyou to enforce multi -factor authentication (MFA) for
any application you deem sensitive, including legacy appli-
cations that do not lend themselves easily to MFA. This pro-
tects you if an adversary already possesses stolen credentials.
You can use this capability with the identity vendor of your
choice, including Ping Identity, Okta, RSA, and Duo Security.
• Automate responses that adapt and follow user behavior
via Dynamic User Groups (DUGS). Whether a user's cre-
dentials are compromised or you need to provide tem-
porary access to users, DUGS enable you to leverage user
behavior data from (tortes XDR-, user and entity behav-
ior analytics (UEBA), and security information and event
management (SIEM) systems to automatically enforce se-
curity policies in real time.
Safely Enable Applications
Users are accessing diverse application types, including SaaS.
Some of these apps are sanctioned by your organization;
some are tolerated, though not mandatory to carry out your
business-, and the rest must not be allowed since they increase
risk. App-11)- technology on our Next -Generation Firewalls
accurately identifies applications in all traffic passing through
the network, including applications disguised as authorized
traffic, using dynamic ports, or trying to hide under the veil
of encryption. App-ID allows you to understand and control
applications and their functions, such as video streaming
versus chat, upload versus download, screen -sharing versus
remote device control, and so on.
SaaS application characteristics allow you to understand
application usage. For example, you can identify which
SaaS applications accessed from your organization lack the
required certifications or have a history of data breaches.
You can allow access to sanctioned enterprise accounts on
SaaS applications, such as Microsoft 365TM, while block-
ing access to unsanctioned accounts, including personal/
consumer accounts.
1 "2019 Data Breach Investigations Report," Verizon, May 2o19, i!E.z1�.s eEii,.r,rks �,_rizuFi.cnE3�,�rr,c�:,i r,>;rrix,rts '�rz�Ei...r1&] a %e Ai ,mons-rt�ix,ri.hd€.
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�•.•,,. Page 49 of 238
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allowing you to stitch together data from across all parts
of your network to increase visibility as well as accelerate
incident investigation and response. The automated cor-
relation engine uses machine learning to eliminate manu-
al correlation tasks and surface threats that would other-
wise be lost in the noise.
• Reporting: You can use our standard reports or create custom
versions to render the data to suit your specific requirements.
All reports can be exported to CSV or PDF format as well as
executed and emailed on a schedule.
• Threat hunting: With the collective insight from thousands
of global enterprises, service providers, and governments,
AutoFocus provides unprecedented visibility into unknown
threats. Integration of AutoFocus into PAN -OS speeds up
threat analysis and hunting workflows without requiring
additional specialized resources.
Natively Integrated SD -WAN
As businesses increasingly move applications to the cloud, they
are actively adopting software -defined wide area networks
(SD -WAN) to increase bandwidth as well as improve user ex-
perience in branch and retail locations. However, SD -WAN
brings many challenges, such as subpar security, poor perfor-
mance, and complexity.
Palo Alto Networks enables you to adopt an end -to -end
SD -WAN architecture with natively integrated, world -class
security and networking. You can simplify your SD -WAN
deployment by leveraging Next -Generation Firewalls as
your edge devices in the branch, eliminating the need to add
a dedicated SD -WAN appliance. Use Prisma Access as your
SD -WAN hub and interconnect to minimize latency as well
as ensure reliable performance on your network. Consum-
ing Prisma Access as a service is the simplest way to enable
SD -WAN for your organization.
Alternatively, you can follow a do-it-yourself model by us-
ing Next -Generation Firewalls as hub devices. To use this
model, simply enable our SD -WAN subscription on your
Next -Generation Firewalls.
paloaltw 3000 Tannery Way
Santa Clara, CA 95054
N9YMlOANi
Main, +1.408.753.4000
Sales: +1.866.320.4788
Support; +7.866.898.9087
wwvw. palaa Itonetworks.com
Palo Alto Networks supports multiple SD -WAN deployment
options, including mesh and hub -and -spoke. Whichever you
select, our tight integration allows you to manage security and
SD -WAN on a single intuitive interface.
Why Palo Alto Networks
Next -Generation Firewalls?
Our ML-Powered Next -Generation Firewalls empower you
to stay ahead of new emerging threats, see and secure your
entire enterprise, including IoT, and support speed and error
reduction with automatic policy recommendations.
More than 70,000 customers in more than 150 countries have
adopted our prevention -focused architecture. We've been
recognized as a Leader in Gartner's Magic Quadrant® for
Network Firewalls eight times in a row, and our €irewalls have
received a Recommended rating from NSS Labs —the highest
rating NSS Labs offers.
Welcome to the era of intelligent security —protecting your
enterprise from the threats of tomorrow.
Here are some helpful resources to get you started:
Want to learn more about our Next -Generation Firewalls?
Visit our Secure the Network page.
Ready to get your hands on our Next -Generation
Firewalls? Take an Ultiniate Test Drive.
Looking to build a prevention -oriented architecture into
your business? Take a Prevention Posture Assessment.
Ready to see what's on your network right now? Request
a free Security Lifecycle Review to gain unprecedent-
ed visibility into the threats and risks present in your
environment.
Q 2o2o Palo Alto Networks, Inc. Palo Alto Networks is a registered trademark
of Palo Alto Networks. A list of our trademarks can be found at https: Jjwww.
paloattonetworks.com/company/trademarks.html. All other marks mentioned
herein may be trademarks of their respective companies. palo-alto- networks -
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Page 50 of 238
> STRATA
With Policy Optimizer, you can strengthen security by clos-
ing dangerous policy gaps left by legacy firewall policies.
Policy Optimizer helps your security team easily replace leg-
acy rules with intuitive, application -based policies. Because
App-ID--based rules are easy to create, understand, and
modify as business needs evolve, they minimize configura-
tion errors that leave you vulnerable to data breaches. These
policies strengthen security and take significantly less time
to manage.
Secure Encrypted Traffic Without
Compromising Privacy
Users spend almost all of their time on encrypted websites
and appiications.a Unfortunately, attackers use encryption to
hide threats from security devices.
Our Next -Generation Firewalls use policy. -used dee ryption
to allow security professionals to decrypt malicious traffic,
including traffic using TLS 1.3 and/or HTTPS/2, yet pre-
serve user privacy and predictable performance. Flexible
controls allow you to leave traffic encrypted if it is sensi-
tive —for instance, if it is associated with shopping, mili-
tary, healthcare, or government websites. You can prevent
users from accessing websites that use self -signed, en-
trusted, or expired certificates. You can also block access
if a website is using unsafe TLS versions or weak cipher
suites. To preserve user privacy, you can define decryption
exclusions by policy and additionally allow users to opt out
of decryption for specific transactions that may contain
personal data. The rest of your traffic can be decrypted and
secured. If you're unsure where to start, you can use our
Next -Generation Firewalls to gain full visibility into the
details of all encrypted connections.
Support for hardware security modules allows you to man-
age digital keys securely. Perfect Forward Secrecy ensures
the compromise of one encrypted session does not lead to
the compromise of multiple encrypted sessions.
%W10
At least 89 % of tinge spent At least 79'/ o€ pages
on pages that use HTTPS are loaded on HTTPS
Growing prevalence of web encryption
Detect and Prevent Advanced
Threats
Cyberattacks have increased in volume and sophistication,
now using advanced techniques to transport attacks or ex-
ploits through network security devices and tools. This
challenges organizations to protect their networks with-
out increasing their security teams' workloads or hinder-
ing business productivity. Seamlessly integrated with the
industry -leading Next -Generation Firewall platform, our
cloud -delivered security subscriptions coordinate intel-
ligence and provide protections across all attack vectors,
eliminating the coverage gaps that disparate network secu-
rity tools create. Take advantage of market -leading capabil-
ities with the consistent experience of a platform, and secure
your organization against even the most advanced and eva-
sive threats.
Threat Prevention goes beyond typical intrusion prevention
system (IPS) technology to inspect all traffic for threats —
regardless of port, protocol, or encryption —and automat-
ically block known vulnerabilities, malware, exploits, spy -
ware, and command and control (C2), Customers can import,
sanitize, manage, and completely automate workflows to
rapidly apply IPS signatures in popular formats such as Snort
and suricata®, further adding to our leading threat coverage.
URL Filtering protects organizations against web -based
threats such as phishing, malware, and command -and -
control. Inline machine learning identifies and prevents new
and unknown malicious websites instantly, before they can
be accessed by users. Web security rules are an extension of
your Next -Generation Firewall policy, reducing complexity
by giving you a single policy set to manage.
WildFire'" malware prevention service leverages cloud -
based malware detection and multiple analysis techniques
to identify and protect against unknown file -based threats
while resisting attacker evasion techniques. With its unique
real-time signature streaming capability, WildFire ensures
your organization is protected against previously unknown
threats within seconds after they are first discovered. In an
industry first, WildFire deploys intine machine learning mod-
ules on your Next -Generation Firewalls to identify as well as
prevent new and unknown file -based threats, protecting users
before a threat can even enter your network.
DNS Security applies predictive analytics, machine learn-
ing, and automation to block attacks that use DNS. Tight
integration with the Next -Generation Firewall gives you
2."Google Transparency Report: HTTPS encryption on the web," Google, accessed May 2020, i it,p. "it ratr,12goo,;;e;oi2i/€;: hi-.��it.
paloalto• by Palo Alto Networks I Palo Alto Networks IAA -Powered Next -Generation Firewall Feature overview I White Paper 3
......., Page 51 of 238
S T R ATA
automated protections, prevents attackers from bypassing
security measures, and eliminates the need for independent
tools or changes to DNS routing. Comprehensive analytics al-
low deep insights into threats and empower security person-
nel with the context to optimize their security posture.
IoT Security is the industry's first complete IoT security
solution., delivering a machine learning based approach to
discover all unmanaged devices, detect behavioral anom-
alies, recommend policy based on risk, and automate
enforcement without the need for additional sensors or in-
frastructure. This unique combination of IoT visibility and
the Next -Generation Firewall enables context -aware net-
work segmentation to reduce risk exposure and applies our
leading security subscriptions to keep IoT and IT devices
secure from all threats.
Machine learning
Dynamic analysis
.
fi
Static analysis S
Flash
Archive
Network Endpoint
Shared Threat Intelligence
Organizations rely on threat intelligence from multiple
sources to provide the widest visibility into unknown threats.
Unfortunately, ingesting such high volumes of data leaves
businesses struggling to aggregate, correlate, validate, and
glean insights to share information and enforce protections
across their networks. WildFire quickly detects unknown
threats, maintains shared intelligence from a global commu-
nity, and automatically delivers protections to enforcement
If a customer's Next -Generation Firewall or endpoint
in Singapore encounters a suspicious file, that file is
sent to WildFire for advanced analysis. The results of
the analysis, including verdicts and protections, are
then automatically sent to the customer in Singapore
as well as all other WildFire customers worldwide.
Bare metal analysis
<%> Dynamic unpacking
Network traffic profiling
Recursive analysis
KCK.
0 Malware, URLs, DNS, Auto-C2
Updated within seconds, globally
T.
Prevent patient zero with Inline ML
Cloud 40+ partners
Figure 3. Shared threat intelligence across the ecosystem
� ' pa oalto . ' by Palo Alto Networks l Palo Alto Networks ML-Powered Next -Generation Firewall Feature Overview � White Paper 4
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STRATA
points in seconds, alleviating the manual tasks of reversing
malware, sifting through large pools of data, and importing
intelligence. WildFire users receive integrated logs, malware
analysis reports, and visibility into malicious events through
their existing applications, including PAN -OS®, Panorama r '
lletwork security inmigoinent, AntoFocus contextual
threat intelligence service, CortexFm XSOAR, and Cortex
XDR. This enables security teams to rapidly review reports,
correlate observed network events, locate potential threats,
investigate, and respond.
In combination with WildFire, organizations can use AutoFocus
to home in on the most targeted threats with high relevance
and context. AutoFocus enables threat researchers to analyze
large amounts of intelligence gathered by WildFire as well as
correlate sample data and indicators of compromise (IOCs) with
additional human intelligence from our Unit 42 threat research
team in the form of tags. Together, WildFire and AutcFocus
provide a complete picture of unknown threats targeting your
organization and industry, allowing you to track adversary
movement, determine attacker intent, and quickly take action.
Zero Trust
Conventional security models operate on the outdated
assumption that everything inside an organization's net-
work can be trusted. These models are designed to protect
the perimeter. Meanwhile, threats that get inside the net-
work go unnoticed and are left free to compromise sensitive,
valuable business data. In the digital world, trust is nothing
but a vulnerability.
Zero `i'ru s t is a cybersecurity strategy that prevents data breach-
es. In Zero Trust, each step a user makes through the infrastruc-
ture must be validated and authenticated across all locations.
Our Next -Generation Firewalls directly align with Zero
Trust, including enabling secure access for all users irre-
spective of location, inspecting all traffic, enforcing pol-
icies for least -privileged access control, and detecting and
preventing advanced threats. This significantly reduces the
pathways for adversaries, whether they are inside or outside
your organization, to access your critical assets.
Single -Pass Architecture
Protection against the evolving threat landscape often
requires new security functions to be introduced. Palo
Alto Networks Next -Generation Firewalls are built on a
single -mass archiwcture, which offers predictable perfor-
mance and native integration —features that cannot be at-
tained by layering new capabilities on legacy architecture
that still works on IP addresses, ports, and protocols. Our
Next -Generation Firewalls perform full -stack, single -pass
inspection of all traffic across all ports, providing complete
context around the application, associated content, and user
identity to form the basis of your security policy decisions.
This architecture allows us to add innovative, new capabil-
ities easily —as we've already done with WildFire and, more
recently, IoT Security.
Flexible Deployment
Our Next -Generation Firewalls can be deployed in multiple
form factors:
PA -Series: A blend of power, intelligence, simplicity, and
versatility protects enterprise and service provider deploy-
ments at headquarters, data centers, and branches.
• ViVl-Series: Our Virtual Next -Generation Firewalls protect
your hybrid cloud and branch deployments by segmenting
applications and preventing threats.
Prisma" Access: Our secure access service edge (SASE)
offering delivers operationally efficient security globally
from the cloud.
You can choose one of these or a combination to match your re-
quirements by location, and manage all deployments centrally
through Panorama network security management.
Network Security Management
IT teams are stretched to the limit trying to manage today's
complex security deployments. Our Next -Generation
Firewalls help by making it easy to manage security as well
as visualize and interact with the data. Your administrators
can manage individual firewalls through a full -featured,
browser -based interface. Whether managing two firewalls
or large-scale deployments, you can use Panorama to obtain
centralized visibility, edit security policies, and automate
actions for all your firewalls in any form factor. The look and
feel of Panorama is identical to that of an individual fire-
wall's browser -based 'interface, making it easy to transition
from managing one firewall to managing thousands.
Role -based access control (RBAC) in Panorama, combined
with pre- and post -rules, allows you to balance centralized
supervision with the need for local policy editing and device
configuration flexibility. The Application Command Center
(ACC) and log management capabilities create a single pane
of glass for actionable visibility across multiple devices, no
matter where the devices are deployed. Additional support for
standards -based tools, such as Simple Network Management
Protocol (SNMP) and REST -based APIs, allows for easy inte-
gration with management tools you already use.
When required, the Panorama Interconnect plugin can link
multiple Panorama nodes to centralize configuration man-
agement and scale your unified view to tens of thousands of
firewalls.
Reporting and Logging
To identify, investigate, and respond to security incidents, the
Next -Generation Firewall platform provides:
• Cortex Data Lake: You have the flexibility to aggregate
logs, build workflows, and visualize your data either on -
premises or in the cloud -based Coi:tex Data Lake. Cortex
Data Lake offers cloud -based, centralized log storage
and aggregation for your hardware, software, and cloud -
delivered firewalls. It is secure, resilient, and scalable,
pP oalto - - by Palo Alto Networks j Palo Alto Networks ML-powered Next -Generation Firewal€ Feature Overview j White Paper 5
.• a..• Page 53 of 23:8
{:ICVoy
EL E UND
TITLE:
City Council Agenda Statement
Meeting Date: September 6, 2022
Agenda Heading: Consent
Item Number: B.6
Notice of Completion of the Emergency Repair of the Pool Heaters at the El Segundo
Wiseburn Aquatics Center
RECOMMENDATION:
Adopt a motion, by four -fifths vote, to determine there is no longer a need to
continue the emergency actions approved under Resolution No. 5343.
2. Accept the El Segundo Wiseburn Aquatics Center Heater Repair Project No. PW
22-14 by Knorr Systems International as complete.
3. Authorize the City Clerk to file a Notice of Completion in the County Recorder's
Office.
4. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
Wiseburn has provided the City with three checks in the amount of $40,000 each,
totaling $120,000, over the prior three fiscal years. Wiseburn was invoiced for the FY
2022-23 contribution of $40,000, bringing the total to $160,000 that Wiseburn has
contributed towards the replacement reserve account per the joint use agreement. The
$160,000 is placed in a reserve account in Fund 601 (Equipment Replacement Fund)
and needs to be reimbursed to the GF where the repair of the pool heater was
expensed.
Amount Budgeted: $185,000 (FY 2022-23 Budget)
Additional Appropriation: $160,000 to 001-300-0000-9601 (transfer -in to General Fund)
& $160,000 to 601-400-0000-9001 (transfer out from Equip. Replacement Fund).
Account Numbers: $185,000 (001-400-5213-6215): General Fund - Public Works Dept.
Wiseburn Aquatics Center Repair and Maintenance account
BACKGROUND:
Page 54 of 238
Notice of Completion of the Emergency Repair of the Pool Heaters at the El
Segundo Wiseburn Aquatics Center
September 6, 2022
Page 2 of 3
On June 7, 2022, the City Council adopted Resolution No. 5343 to declare an
emergency, under Public Contract Code §§ 1102, 20168, and 22050, due to the failure
of pool heaters at the Aquatics Center, and approve the award of a construction
contract with Knorr Systems International in the amount of $168,510, and $16,490 as
contingency funds, to make the necessary repairs.
DISCUSSION:
Subsequent to the award of the construction contract with Knorr Systems International,
staff met with the contractor at the direction of City Council to expedite this project. This
meeting resulted in procuring all the necessary parts in the United States (US) rather
than overseas and allowed the repairs to be completed nine weeks sooner than
previously anticipated. Two change orders also resulted for a total amount of
$16,002.21. The new parts for the heaters were installed the weeks of July 18th and
July 25th. However, it was noted that during the repair work, some debris was
discovered in the exterior heat exchange units, even though both the large and small
pool filters had been regularly maintained per manufacturer's recommendation. It was
decided that Y-Strainers should be installed on the supply side of the exterior exchange
units. The Y-Strainers were installed on August 12, 2022. Subsequently, the heaters
were activated and tested, and the project was completed on August 16, 2022.
Wiseburn School District has provided the City with annual payments, per the joint use
agreement, towards the aquatic pool replacement and repair reserve account over the
prior three fiscal years. Each payment was in the amount of $40,000, totaling $120,000.
The City invoiced Wiseburn for the $40,000 payment for FY 2022-23 in late August
2022. Wiseburn is expected to make this payment in September, bringing the total
contributed by Wiseburn towards the replacement reserve account to $160,000.
Staff finds that the underlying emergency declared under Resolution No. 5343 is
resolved and recommends that the City Council accept the project as complete, and
authorizes the City Clerk to file a Notice of Completion with the County Recorder's
Office.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 2: Support Community Safety and Preparedness
Objective: El Segundo is a safe and prepared city.
Page 55 of 238
Notice of Completion of the Emergency Repair of the Pool Heaters at the El
Segundo Wiseburn Aquatics Center
September 6, 2022
Page 3 of 3
Goal 4: Develop and Maintain Quality Infrastructure and Technology
Objective 4A: El Segundo's physical infrastructure supports an appealing, safe and
effective community.
Objective 413: El Segundo's technology supports effective, efficient, and proactive
operations.
PREPARED BY:
Cheryl Ebert, Senior Civil Engineer
REVIEWED BY:
Elias Sassoon, Public Works Director
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
PW 22-14 - Notice of Completion for Heater Repair Project
Page 56 of 238
Recording Requested by
and When Recorded Mail To:
City Clerk, City Hall
350 Main Street
El Segundo, CA 90245
NOTICE OF COMPLETION OF CONSTRUCTION PROJECT
Project Name: El Segundo Wiseburn Aquatics Center Heater Repair Project
Project No.: PW 22-14 Contract No. 6399
Notice is hereby given pursuant to State of California Civil Code Section 3093 et seq that:
1. The undersigned is an officer of the owner of the interest stated below in the property
hereinafter described.
2. The full name of the owner is: Wiseburn Unified School District
3. The full address of the owner is: 201 N. Douglas Street, El Segundo, CA, 90245
4. The nature of the interest of the owner is: Public Facilities
5. A work of improvement on the property hereinafter described was field reviewed by the
City Engineer on August 16, 2022. The work done was: repair of three pool heaters and
addition of three Y-Strainers
6. On September 6, 2022, City Council of the City of El Segundo accepted the work of this
contract as being complete and directed the recording of this Notice of Completion in the
Office of the County Recorder.
7. The name of the Contractor for such work of improvement was: Knorr Systems International
8. The property on which said work of improvement was completed is in the City of El
Segundo, County of Los Angeles, State of California, and is described as follows: El
Segundo Wiseburn Aquatics Center Heater Repair Project
9. The street address of said property is: 2240 E. Grand Avenue, El Segundo, CA, 90245
Dated:
Elias Sassoon
Public Works Director
VERIFICATION
I, the undersigned, say: I am the Director of Public Works/City Engineer of the City El Segundo, the
declarant of the foregoing Notice of Completion; I have read said Notice of Completion and know the
contents thereof; the same is true of my own knowledge.
I declare under penalty of perjury the foregoing is true and correct.
Executed on , 2022 at El Segundo, California. 90245
Elias Sassoon
Public Works Director
Page 57 of 238
{.,rVoy City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: Consent
Item Number: B.7
TITLE:
Downtown El Segundo Sidewalk Power Washing Maintenance Agreement
RECOMMENDATION:
Authorize the City Manager to execute a standard Maintenance Contract for one
year (plus two optional one-year extensions) with Western Indoor Environmental
Services in the annual amount of $49,980 for the Downtown El Segundo
Sidewalk Power Washing Project ENG 23-02, and authorize an additional
$10,020 for contingencies.
2. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
Included in FY 2022/23 Budget
Amount Budgeted: $60,000
Additional Appropriation: None
Account Number(s): 301-400-4202-5204 (Public Works - Street Maintenance)
BACKGROUND:
In recent years, the City Council and the business community, via the Chamber of
Commerce, have expressed their desire to have existing sidewalks well maintained and
cleaned frequently to enhance the beauty and cleanness of the downtown corridor. In
the past two years, the City conducted quarterly power washing of downtown sidewalks
and received positive feedback related to the cleanings.
The base bid scope of work for this project includes the power washing of sidewalks
along the following streets and limits quarterly-
-Main Street, between El Segundo Boulevard and Mariposa Avenue,
-Grand Avenue, between Concord Avenue and Eucalyptus Drive, and
-Richmond Street, between El Segundo Boulevard and Holly Avenue.
Page 58 of 238
Downtown El Segundo Sidewalk Power Washing Maintenance Agreement
September 6, 2022
Page 2 of 3
Spot power washing of sidewalks for specific localized areas was also included in the
scope of work and the bid.
Q 6*9111*4 :s] ki I
In accordance with the Public Contract Code and the City's Municipal Code (1-7-7),
informal bidding was conducted for this project and the City contacted three vendors for
quotes. By August 1, 2022, Public Works staff received and opened one bid (although
three vendors had been contacted), as follows:
Sidewalk Cleaning Contractor
Western Indoor Environmental Services
Property Prep
ShelterClean
Base Bid
$49,980 per year (4 times a year)
Unable to bid at this time
Unable to bid at this time
The two prospective bidders that were unable to bid at this time could not bid due to
their current workloads and staffing related issues. The lowest responsive and
responsible bidder for the base bid is Western Indoor Environmental Services, who has
previously completed similar work for the City of El Segundo to staff's full satisfaction.
Staff respectfully recommends City Council to authorize the City Manager to execute a
standard Maintenance Contract, for one year with two optional one-year extensions, in a
form approved by the City Attorney with Western Indoor Environmental in the amount of
$49,980 for the Downtown El Segundo Sidewalk Power Washing Project ENG 23-02,
and authorize an additional $10,020 for work related contingencies. With Council
approval of the agreement, the City would have the option to renew the contract for two,
additional one-year extensions, if the work is satisfactory to the City.
With the Council's approval, the work is estimated to commence in November with
quarterly cleanings thereafter.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 5: Champion Economic Development and Fiscal Sustainability
Objective 5A: El Segundo promotes economic growth and vitality for business and the
community.
Objective 5B: El Segundo approaches its work in a financially strategic and responsible
way.
PREPARED BY:
Cheryl Ebert, Senior Civil Engineer
Page 59 of 238
Downtown El Segundo Sidewalk Power Washing Maintenance Agreement
September 6, 2022
Page 3 of 3
REVIEWED BY:
Elias Sassoon, Public Works Director
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
None
Page 60 of 238
{.,rVoy City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: Consent
Item Number: B.8
TITLE:
Ordinance Amending El Segundo Municipal Code Chapter 5-8 to Implement State
Assembly Bill 1276 Regulating Single -Use Foodware Accessories and Standard
Condiments and Designate the City as the Associated Enforcement Agency
RECOMMENDATION:
1. Waive second reading and adopt the proposed Ordinance.
2. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
City enforcement costs will correspond to the level of enforcement the City deems
appropriate, although fine collection may mitigate such costs.
BACKGROUND:
On August 16, 2022, the City Attorney presented the attached staff report to the City
Council and public for consideration. The City Council approved the proposed
Ordinance for first reading and directed staff to schedule a second reading of the
ordinance for tonight's meeting.
DISCUSSION:
Government Code § 36934 requires two readings for the proposed Ordinance: one to
introduce and the second to adopt. If approved, the proposed Ordinance would become
effective 30 days after adoption.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 2: Support Community Safety and Preparedness
Page 61 of 238
Assembly Bill 1276 Ordinance
September 6, 2022
Page 2 of 2
Objective: El Segundo is a safe and prepared city.
PREPARED BY:
Joaquin Vazquez, Deputy City Attorney
REVIEWED BY:
Mark Hensley, City Attorney
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
1. AB 1276 Ordinance - Aug 16 2022 Staff Report First Reading
2. AB 1276 Single -Use Foodware Chapter 5-8 Ordinance 09-06-2022
Page 62 of 238
{.,rVoy City Council Agenda Statement
ELSEGUNDO Meeting Date: August 16, 2022
Agenda Heading: Staff Presentations
Item Number: D.14
TITLE:
Ordinance Amending El Segundo Municipal Code Chapter 5-8 to Implement State
Assembly Bill 1276 Regulating Single -Use Foodware Accessories and Standard
Condiments and Designate the City as the Associated Enforcement Agency
RECOMMENDATION:
1. Introduce and waive first reading of an Ordinance amending El Segundo
Municipal Code Chapter Chapter 5-8 to implement state Assembly Bill 1276
regulating single -use foodware accessories and standard condiments and
designate the City as the associated enforcement agency;
2. Direct staff to schedule the Ordinance for second reading on September 6, 2022
or as soon thereafter it may be considered; and
3. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
Introduction and first reading of the proposed Ordinance would have no significant fiscal
impact on the City's General Fund. City enforcement costs will correspond to the level of
enforcement the City deems appropriate, although fine collection may mitigate such
costs.
BACKGROUND:
On September 20, 2018, Governor Brown signed Assembly Bill ("AB") 1484 to prohibit
full -service restaurants from providing single -use plastic straws unless requested by a
customer. Building on AB 1484, Governor Newsom signed AB 1276 (attached) on
October 5, 2021 to require certain single -use food items to be provided to customers,
only upon request. Affected food facilities include operations that store, prepare,
package, serve, vend, or otherwise provide food for retail human consumption. Single -
use foodware accessories include all utensils; forks; spoons; knives; sparks; chopsticks;
straws; stirrers; splash sticks; cocktail sticks; condiment cups and packages; and other
PlRggol63 of 238
Ordinance Amending El Segundo Municipal Code Chapter 5-8
August 16, 2022
Page 2 of 3
items that are designed for one-time use and disposal. Standard condiments include
relishes, spices, sauces, confections, or seasonings that require no additional
preparation and are usually used on a food item after preparation, including ketchup,
mustard, mayonnaise, soy sauce, hot sauce, salsa, salt, pepper, sugar, and sugar
substitutes.
AB 1276's additional notable provisions include:
• Third -party food delivery platforms (e.g., Uber Eats and DoorDash) must provide
options on their platforms for consumers to affirmatively request single -use
foodware accessories;
• Health care facilities, residential care facilities, public and private school
cafeterias, and correctional institutions, are exempt from AB 1276's
requirements;
• The City must authorize an enforcement agency to enforce AB 1276's provisions;
and
• The first and second violations of the new requirements must result in a notice of
violation, and any subsequent violation of that section will constitute an infraction
punishable by a fine of twenty-five dollars ($25) for each day in violation, not to
exceed three hundred dollars ($300) annually.
On the part of the City, El Segundo Municipal Code ("ESMC") Chapter 5-8 (Single -Use
Plastics "Upon Request" Policy) —implemented via Ordinance No. 1612 in 2020-
11require certain businesses in the City of El Segundo follow an "upon request" policy for
single -use plastic products to reduce adverse environmental and public health impacts
associated with single -use plastics and to promote environmentally sustainable
practices." AB 1276 is broader and stricter than what the City has in place in ESMC
Chapter 5-8. For example, the state law restrictions include both foodware accessories
and "standard condiments," which may also not be provided unless requested. While
AB 1276 allows cities to impose stricter requirements than those in AB 1276, less
restrictive provisions, such as those in ESMC Chapter 5-8, are constitutionally
preempted.
DISCUSSION:
The proposed Ordinance would update ESMC Chapter 5-8 to implement AB 1276's
provisions and authorize the City to serve as the associated enforcement agency. It
enables the City Manager, or designee, to utilize any City department or departments to
serve in this enforcement capacity, including, without limitation, the Neighborhood
Preservation Division. The City may effectuate enforcement at its discretion and
authorize other agencies to carry out enforcement responsibilities via City Council
resolution. The City Staff, in coordination with the County, intends to publicize this new
requirement and post the information on the City Website.
PlRggel62 of 238
Ordinance Amending El Segundo Municipal Code Chapter 5-8
August 16, 2022
Page 3 of 3
CITY STRATEGIC PLAN COMPLIANCE:
Goal 2: Support Community Safety and Preparedness
Objective: El Segundo is a safe and prepared city.
PREPARED BY:
Joaquin Vazquez, Deputy City Attorney
REVIEWED BY:
Mark Hensley, City Attorney
APPROVED BY:
Darrell George, City Manager
ATTACHED SUPPORTING DOCUMENTS:
1. 20210AB1276_89
2. ES - AB 1276 Single -Use Foodware Chapter 5-8 Ordinance 08162022
PlRggol65 of 238
Assembly Bill No. 1276
CHAPTER 505
An act to amend Sections 42270 and 42271 of, to amend the heading of
Chapter 5.2 (commencing with Section 42270) of Part 3 of Division 30 of,
and to add Sections 42272 and 42273 to, the Public Resources Code, relating
to solid waste.
[Approved by Governor October 5, 2021. Filed with Secretary
of State October 5, 2021.]
LEGISLATIVE COUNSEL'S DIGEST
AB 1276, Carrillo. Single -use foodware accessories and standard
condiments.
Existing law prohibits a full -service restaurant, as specified, from
providing single -use plastic straws, as defined, to consumers unless requested
by the consumer, and places the duty to enforce this prohibition on specified
state and local health and environmental health officers and their agents.
Existing law specifies that the first and 2nd violations of these provisions
result in a notice of violation, and any subsequent violation is an infraction
punishable by a fine of $25 for each day the full -service restaurant is in
violation, but not to exceed an annual total of $300.
This bill would instead prohibit a food facility from providing any
single -use foodware accessory or standard condiment, as defined, to a
consumer unless requested by the consumer, as provided. The bill would
prohibit those items from being bundled or packaged in a way that prohibits
the consumer from taking only the item desired. The bill would authorize
a food facility to ask a drive -through consumer, or a food facility located
within a public airport to ask a walk-through consumer, if the consumer
wants a single -use foodware accessory in specified circumstances. The bill
would require a food facility using a third -party food delivery platform to
list on its menu the availability of single -use foodware accessories and
standard condiments and only provide those items when requested, as
provided. The bill would exclude from these requirements correctional
institutions, health care facilities, residential care facilities, and public and
private school cafeterias.
This bill would require a city, county, or city and county, on or before
June 1, 2022, to authorize an enforcement agency to enforce these
requirements. The bill would specify that the first and 2nd violations of
these provisions result in a notice of violation, and any subsequent violation
is an infraction punishable by a fine of $25 for each day in violation, but
not to exceed an annual total of $300. By creating a new crime and imposing
additional duties on local governing bodies, this bill would impose a
state -mandated local program.
89
PlRggol64 of 238
Ch. 505 —2
The California Constitution requires the state to reimburse local agencies
and school districts for certain costs mandated by the state. Statutory
provisions establish procedures for making that reimbursement.
This bill would provide that with regard to certain mandates no
reimbursement is required by this act for a specified reason.
With regard to any other mandates, this bill would provide that, if the
Commission on State Mandates determines that the bill contains costs so
mandated by the state, reimbursement for those costs shall be made pursuant
to the statutory provisions noted above.
The people of the State of California do enact as follows:
SECTION 1. The heading of Chapter 5.2 (commencing with Section
42270) of Part 3 of Division 30 of the Public Resources Code is amended
to read:
CHAPTER 5.2. SINGLE -USE FOODWARE ACCESSORIES AND CONDIMENTS
SEC. 2. Section 42270 of the Public Resources Code is amended to read:
42270. For purposes of this chapter, the following definitions apply:
(a) "Consumer" has the same meaning as in Section 113757 of the Health
and Safety Code.
(b) "Food facility" has the same meaning as in Section 113789 of the
Health and Safety Code.
(c) "Ready -to -eat food" has the same meaning as in Section 113881 of
the Health and Safety Code.
(d) "Single -use" means designed to be used once and then discarded,
and not designed for repeated use and sanitizing.
(e) "Single -use foodware accessory" means all of the following single -use
items provided alongside ready -to -eat food:
(1) Utensils, which is defined as forks, knives, spoons, and sporks.
(2) Chopsticks.
(3) Condiment cups and packets.
(4) Straws.
(5) Stirrers.
(6) Splash sticks.
(7) Cocktail sticks.
(f) "Standard condiment" means relishes, spices, sauces, confections, or
seasonings that require no additional preparation and that are usually used
on a food item after preparation, including ketchup, mustard, mayonnaise,
soy sauce, hot sauce, salsa, salt, pepper, sugar, and sugar substitutes.
(g) "Third -party food delivery platform" has the same meaning as in
Section 113930.5 of the Health and Safety Code.
SEC. 3. Section 42271 of the Public Resources Code is amended to read:
42271. (a) Except as provided in subdivisions (c) and (d), a food facility,
for on -premises dining or when using a third -party food delivery platform,
89
PlRggol65 of 238
Ch. 505
shall not provide any single -use foodware accessory or standard condiment
packaged for single use to a consumer unless the single -use foodware
accessory or standard condiment is requested by the consumer.
(b) Single -use foodware accessories and standard condiments packaged
for single use provided by food facilities for use by consumers shall not be
bundled or packaged in a manner that prohibits a consumer from taking
only the type of single -use foodware accessory or standard condiment desired
without also having to take a different type of single -use foodware accessory
or standard condiment.
(c) A food facility may ask a drive -through consumer if the consumer
wants a single -use foodware accessory if the single -use foodware accessory
is necessary for the consumer to consume ready -to -eat food, or to prevent
spills of or safely transport ready -to -eat food.
(d) A food facility that is located entirely within a public use airport, as
defined in Section 77.3 of Title 14 of the Code of Federal Regulations, may
ask a walk-through consumer if the consumer wants a single -use foodware
accessory if the single -use foodware accessory is necessary for the consumer
to consume ready -to -eat food, or to prevent spills of or safely transport
ready -to -eat food.
(e) (1) A third -party food delivery platform shall provide consumers
with the option to request single -use foodware accessories or standard
condiments from a food facility serving ready -to -eat food.
(2) If a food facility uses any third -party delivery platform for ready -to -eat
food, the food facility shall customize its menu with a list of available
single -use foodware accessories and standard condiments, and only those
single -use foodware accessories or standard condiments selected by the
consumer shall be provided by the food facility. If a consumer does not
select any single -use foodware accessories or standard condiments, no
single -use foodware accessory or standard condiment shall be provided by
the food facility for delivery of ready -to -eat food.
(f) Nothing in this section shall prohibit a food facility from making
unwrapped single -use foodware accessories available to a consumer using
refillable self-service dispensers that dispense one item at a time to allow
for single -use foodware accessories to be obtained.
(g) Nothing in this section shall prohibit a food facility from making
standard condiments available to a consumer using refillable self-service
dispensers to allow for standard condiments to be obtained. A food facility
that offers standard condiments is encouraged to use bulk dispensers for the
condiments rather than condiments packaged for single use.
(h) Nothing in this section shall prevent a city, county, city and county,
or other local public agency from adopting and implementing an ordinance
or rule that would further restrict a food facility or a third -party food delivery
platform from providing single -use foodware accessories or standard
condiments to a consumer.
(i) A food facility is encouraged, but not required, to take actions in
addition to the requirements of this section that support a goal of reducing
the use of and waste generated by all single -use food service products.
89
PlRggol66 of 238
C h. 505 —4
SEC. 4. Section 42272 is added to the Public Resources Code, to read:
42272. (a) On or before June 1, 2022, a city, county, or city and county
shall authorize an enforcement agency to enforce this chapter.
(b) The first and second violations of this chapter shall result in a notice
of violation, and any subsequent violation shall constitute an infraction
punishable by a fine of twenty-five dollars ($25) for each day in violation,
but not to exceed three hundred dollars ($300) annually.
SEC. 5. Section 42273 is added to the Public Resources Code, to read:
42273. This chapter does not apply to any of the following:
(a) Correctional institutions, which has the same meaning as in Section
7502 of the Penal Code.
(b) Health care facilities licensed pursuant to Article 1 (commencing
with Section 1250) of Chapter 2 of Division 2 of the Health and Safety Code
or facilities that are owned or operated by a health care service plan licensed
pursuant to Chapter 2.2 (commencing with Section 1340) of Division 2 of
the Health and Safety Code.
(c) Residential care facilities licensed pursuant to Division 2 (commencing
with Section 1200) of the Health and Safety Code.
(d) Public and private school cafeterias, as referenced in paragraph (1)
of subdivision (b) of Section 113789 of the Health and Safety Code.
SEC. 6. No reimbursement is required by this act pursuant to Section 6
of Article XIII B of the California Constitution for certain costs that may
be incurred by a local agency or school district because, in that regard, this
act creates a new crime or infraction, eliminates a crime or infraction, or
changes the penalty for a crime or infraction, within the meaning of Section
17556 of the Government Code, or changes the definition of a crime within
the meaning of Section 6 of Article XIII B of the California Constitution.
However, if the Commission on State Mandates determines that this act
contains other costs mandated by the state, reimbursement to local agencies
and school districts for those costs shall be made pursuant to Part 7
(commencing with Section 17500) of Division 4 of Title 2 of the Government
Code.
U
89
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ORDINANCE NO.
AN ORDINANCE AMENDING EL SEGUNDO MUNICIPAL CODE
TITLE 5, CHAPTER 8 TO IMPLEMENT ASSEMBLY BILL 1276
REGARDING SINGLE -USE FOODWARE ACCESSORIES AND
STANDARD CONDIMENTS AND DESIGNATE THE CITY AS
ASSOCIATED ENFORCEMENT AGENCY.
THE CITY COUNCIL OF THE CITY OF EL SEGUNDO DOES ORDAIN AS
FOLLOWS:
SECTION 1. Chapter 8 of Title 5 (Health and Sanitation) of the El Segundo
Municipal Code ("ESMC") to read as follows:
"Chapter 8
SINGLE -USE FOODWARE ACCESSORIES AND STANDARD CODIMENTS
5-8-1 Findings and Purpose.
This chapter is adopted in accordance with Article XI, § 7 to protect public health,
safety, and well-being by reducing the detrimental environmental and public
health impacts associated with single -use foodware and standard condiments
which contribute to litter in storm drains and the ocean and impose unseen costs
on consumers, taxpayers, and public entities. This chapter is adopted to
implement Assembly Bill ("AB") 1276's legal requirements restricting the use of
single -use foodware accessories and standard condiments.
5-8-2 Compliance with State Law.
It is unlawful to fail to comply with the provisions of California Public Resources Code
Division 30, Part 3, Chapter 5.2 (Single Use Foodware Accessories and Condiments), i.e.,
§ 42270, et seq., as may subsequently be amended.
5-8-3 Enforcement.
A. The City Council authorizes the City Manager, or designee, to utilize one or
more City departments enforce this chapter's provisions. The City Manager,
or designee, may establish regulations or administrative procedures or take
other reasonable actions to further this chapter's purposes.
B. The City Council may, by resolution, designate additional enforcement
agencies to enforce this chapter's provisions.
C. The first and second violations of this chapter will result in a notice of
violation without a fine. Any subsequent violation will constitute an infraction
punishable by a $25 fine for each day in violation, not to exceed $300
Page 1 of 3
Page 70 of 238
City of Ell Segundo
Ordinance No.
Page 2 of 3
annually.
D. Subject to Subsection C, and unless limited by law, the City may enforce this
chapter in accordance with this code's provisions and state law."
SECTION 2. Environmental Review. This Ordinance was reviewed pursuant to the
California Environmental Quality Act (Public Resources Code §§ 21000, et seq., "CEQA")
and the regulations promulgated thereunder (14 Cal. Code of Regulations §§15000, et
seq., the "CEQA Guidelines"). Based upon that review, this Ordinance is exempt from
further review pursuant to CEQA Guidelines §15061(b)(3) because it can be seen with
certainty that there is no possibility that the Ordinance may have a significant effect on
the environment. This Ordinance is also exempt from the requirements of CEQA pursuant to
CEQA Guidelines §§ 15307 and 15308 as actions taken by regulatory agencies to assure the
maintenance, restoration, enhancement of natural resources, or protection of the
environment.
SECTION 3. Electronic Signatures. This Ordinance may be executed with
electronic signatures in accordance with Government Code §16.5. Such electronic
signatures will be treated in all respects as having the same effect as an original signature.
SECTION 4. Construction. This Ordinance must be broadly construed to achieve
the purposes stated in this Ordinance. It is the City Council's intent that the provisions of
this Ordinance be interpreted or implemented by the City and others in a manner that
facilitates the purposes set forth in this Ordinance.
SECTION 5. Enforceability. Repeal or amendment of any provision of the ESMC
will not affect any penalty, forfeiture, or liability incurred before, or preclude prosecution
and imposition of penalties for any violation occurring before this Ordinance's effective
date. Any such repealed part will remain in full force and effect for sustaining action or
prosecuting violations occurring before the effective date of this Ordinance.
SECTION 6. Severability. If any part of this Ordinance or its application is deemed
invalid by a court of competent jurisdiction, the city council intends that such invalidity will
not affect the effectiveness of the remaining provisions or applications and, to this end,
the provisions of this Ordinance are severable.
SECTION 7. Recording. The City Clerk is directed to certify the passage and
adoption of this Ordinance; cause it to be entered into the city of El Segundo's book of
original ordinances; make a note of the passage and adoption in the records of this
meeting; and, within 15 days after the passage and adoption of this Ordinance, cause it
to be published or posted in accordance with California law.
SECTION 8. Execution. The Mayor, or presiding officer, is hereby authorized to
affix his signature to this Ordinance signifying its adoption by the City Council of the City
of El Segundo, and the City Clerk, or duly appointed deputy, is directed to attest thereto.
Page 71 of 238
City of Ell Segundo
Ordinance No.
Page 3 of 3
SECTION 9. Effectiveness. This Ordinance will take effect on the 30th day
following its final passage and adoption. It may be enforced commencing on January 1,
2022.
ORDINANCE NO. HAD ITS FIRST READING ON . ITS
SECOND READING ON , AND WAS DULY PASSED, APPROVED,
AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF EL SEGUNDO AT ITS
REGULAR MEETING OF
Drew Boyles, Mayor
ATTEST:
Tracy Weaver, City Clerk
APPROVED AS TO FORM:
MARK D. HENSLEY, CITY ATTORNEY
Joaquin Vazquez, Deputy City Attorney
Page 72 of 238
{.,rVoy City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: Consent
Item Number: B.9
TITLE:
Agreement with Impex Technologies to Purchase a Nutanix License Renewal and
Support Services
RECOMMENDATION:
Authorize the City Manager to execute an agreement with Impex Technologies to
purchase a Nutanix license renewal and support services for $67,966.49 to
maintain the City's technical infrastructure.
2. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
Included in the FY 2022-23 budget.
Amount Budgeted: $67,966.49
Additional Appropriation: No
Account Number(s): 001-400-2505-6217
BACKGROUND:
The Information Technology Systems Department (ITSD) is responsible for providing
the City with technology solutions, maintenance, and expertise, to support day to day
business operations, process improvement, data management, and strategic initiatives.
ITSD strives to ensure all of the City's technology users consistently receive the highest
level of customer service, which in turn results in high external customer satisfaction.
The ITSD is also responsible for long-range planning of systems in El Segundo.
The City's technical infrastructure consists of the hardware, software and services that
administer the management and operation of the enterprise business system. In 2019,
the City's technical infrastructure reached the end of its useful life and required
improvement to enhance operational performance by increasing the processing and
storage capacity of all city virtual desktops and on -premise enterprise applications like
Page 73 of 238
Agreement with Impex Technologies
September 6, 2022
Page 2 of 3
Eden, Laserfiche, Databases, etc. In 2019, the City contracted with Lanair (a value-
added reseller) to purchase a Nutanix license and support services to implement the
following upgrades (see attached 2019 Lanair - Nutanix staff report):
1. Replaced end of life Blade Servers, and storage
2. Expanded current storage capacity by replacing the existing storage area
networks (SAN)
3. Increased processing speed, storage, and memory
4. Handled advanced programs, consolidated data centers (City Hall and Police
Department)
5. Increased security
6. Increased the ability to manage both cloud and on premises applications
7. Enhanced disaster recovery capabilities
DISCUSSION:
Staff recommends approval for a one-year agreement with Impex Technologies (a
value-added reseller) to purchase a Nutanix license renewal and support services to
continue to maintain the City's technical infrastructure and enhance its capabilities for a
higher level of performance.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 4: Develop and Maintain Quality Infrastructure and Technology
Objective 4A: El Segundo's physical infrastructure supports an appealing, safe and
effective community.
Objective 413: El Segundo's technology supports effective, efficient, and proactive
operations.
PREPARED BY:
Carolyn Brewer, Administrative Assistant
REVIEWED BY:
Scott Kim, Information Technology Services Manager
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
1. Impex - Nutanix Quote
2. 2019 Lanair - Nutanix Staff Report
Page 74 of 238
Agreement with Impex Technologies
September 6, 2022
Page 3 of 3
Page 75 of 238
IMPEX Technologies, Inc.
880 Apollo Street, Suite 315
El Segundo, CA 90245
OFFICE 310-320-0280
FAX 310-320-0290
QUOTATION
QUOTE # ITIQ15407-01
DATE 07/21/2022
SALES REP Beth Gross
QUOTE TIO
Scott Kim
City of El Segundo
445 N. Douglas Street
El Segundo, California 90245
United States
3105242375
Scott Kim --City of El Segundo - Nutanix
12 Months Support (ITIQ15407)
1 R-SW-AOS-PRO-PRD
Subscription Renewal, Acropolis (AOS) Pro
$37,175,77 $37,175.77
Software License & Production Software
Support Service
Nutanix - R-SW-AOS-PRO-PRD
Start Date: 09/11/2022
End Date: 09/10/2023
Serial Number: 19SWO00106932
640 R-L-CORES-PRO-PRD
Subscription Renewal, Acropolis (ADS) Pro
$0.00 $0.00
Software License & Production Software
Support Service for 1 CPU core
Nutanix - R-L-CORES-PRO-PRD
Start Date: 09/11/2022
End Date: 09/10/2023
Serial Number: LIC-00781907
112 R-L-FLASHTiB-PROPR
Subscription Renewal, Acropolis (AOS) Pro
$0.00 $0.00
D
Software License & Production Software
Support Service for 1 TiB of flash
Nutanix - R-L-FLASHTB-PRO-PRD
Start Date: 09/11/2022
End Date: 09/10/2023
Serial Number: LIC-00781908
1 RS-HW-PRD-ST
2417 Production Level Short Term HW Support
$3,264.44 $3,264.44
Renewal for Nutanix HCI appliance
FOB POINT Origin
PAYMENT TERMS Net 30 Days, OAC
SHIP DATE
INSTALLATION Billable Upon Request
QUOTE VALID UNTIL30 Days
WARRANTY
Standard Mfg. Warranty
This document contains information that is proprietary, confidential or legally privileged. Any such information is intended only for use by the original recipient and
may not be used or relied upon by a third party. Please do not disseminate this proposal without the permission of IMPEX Technologies, Inc. This price quotation
does not constitute an offer by IMPEX Technologies to sell products, but is instead an invitation to issue a purchase order to IMPEX until the quotation valid date
on this price qu©tation. Such a purchase order will be subject to IMPEX's Standard Terms and Conditions of Sale.
I of 3
Page 76 of 238
Nutanix - RS-HW-PRD-ST
Start Date: 09/11/2022
End Date: 09/10/2023
Serial Number: 19SM3E300103
1 RS-HW-PRD-ST
24/7 Production Level Short Term HW Support
$3,264.44 $3,264A4
Renewal for Nutanix HCl appliance
Nutanix - RS-HW-PRD-ST
Start Date: 09/11/2022
End Date: 09/10/2023
Serial Number: 19SM3E300113
1 RS-HW-PRD-ST
24/7 Production Level Short Term HW Support
$3,264,44 $3,264,44
Renewal for Nutanix HCI appliance
Nutanix - RS-HW-PRD-ST
Start Date: 09/11/2022
End Date: 09/10/2023
Serial Number: 19SM3E300114
1 RS-HW-PRD-ST
2417 Production Level Short Term HW Support
$3,264,44 $3,264.44
Renewal for Nutanix HCl appliance
Nutanix - RS-HW-PRD-ST
Start Date: 09/11/2022
End Date: 09/10/2023
Serial Number: 19SM3E300115
1 RS-HW-PRD-ST
24/7 Production Level Short Terris HW Support
$3,264.44 $3,264,44
Renewal for Nutanix HCI appliance
Nutanix - RS-HW-PRD-ST
Start Date: 09/11/2022
End Date: 09/10/2023
Serial Number: 19SM3E300124
1 RS-HW-PRD-ST
24/7 Production Level Short Term HW Support
$3,264.44 $3,264.44
Renewal for Nutanix HCl appliance
Nutanix - RS-HW-PRD-ST
Start Date: 09/11/2022
End Date: 09/10/2023
Serial Number: 19SM3E300128
1 RS-HW-PRD-ST
24/7 Production Level Short Term HW Support
$3,264.44 $3,264.44
Renewal for Nutanix HCI appliance
Nutanix - RS-HW-PRD-ST
Start Date: 09/11/2022
End Date: 09/10/2023
Serial Number: 19SM3E300141
1 RS-HW-PRD-ST
24/7 Production Level Short Term HW Support
$1,722.47 $1,722.47
Renewal for Nutanix HCI appliance
Nutanix - RS-HW-PRD-ST
Start Date: 09/11/2022
End Date: 09/10/2023
Serial Number: 19SM58340319
FOB POINT Origin
SHIP DATE
QUOTE VALID UNTIL30 Days
PAYMENT TERMS Net 30 Days, OAC
INSTALLATION Billable Upon Request
WARRANTY Standard Mfg, Warranty
This document contains information that is proprietary, confidential or 4egally privileged. Any such information is intended only for use by the original recipient and
may not be used or relied upon by a third party. Please do not disseminate this proposal without the permission of IMPEX Technologies, Inc. This price quotation
does not constitute an offer by IMPEX Technologies to sell products, but is instead an invitation to issue a purchase order to IMPEX until the quotation valid date
on this price quotation. Such a purchase order will be subject to IMPEX's Standard Terms and Conditions of Sale.
2of3
Page 77 of 238
1 RS-HW-PRD-ST
2417 Production Level Short Term HW Support
$1,722,47
$1,722,47
Renewal for Nutanix HCI appliance
Nutanix - RS-HW-PRD-ST
Start Date: 09/11/2022
End Date: 09/10/2023
Serial Number: 19SM58340328
Scott Kim - City of El Segundo - Nutanix
License 12mo 1TB
Start Date: 09/11/2022
End Date: 09/10/2023
10 SW-FILES-AOS-1TiB-P
Subscription, Files Software License for
$317.52
$3,175.20
RD
Acropolis (AOS) Clusters only & Production
Software Support Service for 1 TiB of File data
stored
12 Terms in Months
Terms in Months
$0.00
$0.00
Scott Kim - City of Eli Segundo - Nvidia
License
50 712-VPC003+P2CMR1
GRID vPC SUMS, 1 CCU, RENEW, 1 Year
$26.39
$1,319,50
2
PAK ID: 051 MhuSy7jcuj3CLV5B0}m
NVIDIA Corporation - 712-VPC003+P2CMR12
Start Date: 10/27/2022
End Date: 10/26/2023
SubTotal
$67,966A9
Sales Tax
$0.00
FOB POINT Origin
SHIP DATE
QUOTE VALID UNTIL30 Days
TaT,4L $fi7,966 49
PAYMENT TERMS Net 30 Days, OAC
INSTALLATION Billable Upon Request
WARRANTY Standard Mfg. Warranty
This document contains information that is proprietary, confidential or legally privileged. Any such information is intended only for use by the original recipient and
may not be used or relied upon by a third party. Please do not disseminate this proposal without the permission of IMPEX Technologies, Inc. This price quotation
does not constitute an offer by IMPEX Technologies to sell products, but is instead an invitation to issue a purchase order to IMPEX until the quotation valid date
on this price quotation. Such a purchase order wilt be subject to IMPEX's Standard Terms and Conditions of Sale.
3 of 3
Page 78 of 238
EL SEGUNDO CITY COUNCIL MEETING DATE: August 6, 2019
AGENDA STATEMENT AGENDA HEADING: Consent Agenda
AGENDA DESCRIPTION:
Consideration and possible action to revise the previously approved Consent Agenda item No. 8
from the June 18, 2019, City Council agenda — The fiscal impact and fiscal year in the agenda
description were clerical errors and should have read "Consideration and possible action to
authorize the City Manager to execute a 3 year agreement with Lanair Group LLC to provide
hardware, software and professional services to implement the Storage Area Network and Blade
Systems
(Fiscal Impact: $904,665.00 FY 2018-19)"
RECOMMENDED COUNCIL ACTION:
1) Award a contract to Lanair Group LLC using a Federal government cooperative agreement,
General Services Administration (GSA) as an exemption to the City's formal bidding
requirements pursuant to El Segundo Municipal Code § 1-7-9(C), and authorize the City
Manager to execute a 3 year agreement with Lanair Group LLC, in a form approved by the City
Attorney, to purchase hardware, software, training and professional services for execution of the
technical infrastructure upgrade project.
2) Alternatively, discuss and take other action related to this item.
ATTACHED SUPPORTING DOCUMENTS:
1. Lanair Group LLC Price quote
2. Nutanix Statement of Work (SOW)
FISCAL IMPACT: $904,665.00;
The cost of $904,665.00: includes hardware and support, associated state tax and shipping costs ,
professional services, and costs for contingency for all products and services over the life of the
contract. The current Equipment Replacement budget will cover costs to be incurred during FY
2018-19. The subsequent years of maintenance costs will be included in future budgets.
Amount Budgeted: $1,000,000 for FY2018-19
Additional Appropriation: N/A
Account Number(s): 604-400-2505-8108 (Equipment Replacement Fund)
STRATEGIC PLAN:
Goal: 4 Develop Quality Infrastructure and Technology
Objective: A El Segundo's physical infrastructure supports and appealing, safe
and effective community.
B El Segundo's technology supports effective, efficient, and proactive
operations.
n
39
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ORIGINATED BY: Charles Mallory, Information Systems Director
REVIEWED BY: Charles Mallory, Information Systems Directo
APPROVED BY: Scott Mitnick, City Managew CPic r 6 r f�
BACKGROUND AND VENDOR SELECTION PROCESS:
The City of El Segundo (hereafter referred to as "the City") is in need of a refresh of components
of the technical infrastructure, as components have reached the end of their useful life. The
infrastructure consists of the hardware, software and services that administer the management and
operation of the enterprise business systems.
The replacements include the Blade Servers, which power 500 virtual desktops, 80 virtual servers,
document management, financial systems, and other business systems, and the Storage Area
Network (SAN) which is used to store all city data. Refreshing this technology and will supply
more processing and storage capacity. The Information Systems Department (ISD) recommends
purchasing more robust capabilities by upgrading these components into a hyper -converged
infrastructure (HCI) storage system that consolidates the multiple components into one.
The City's current legacy technical infrastructure has reached 80% capacity and is at the end of its
useful life cycle. With the advances in technology, an upgrade is necessary in order to increase
speed, the ability to run more advanced applications and databases, to increase security, and to
provide both on premises application and cloud management capabilities for our Software as a
Service (SAAS) applications. This project will refresh the City's aging technical infrastructure,
enhance operational performance by increasing the processing and storage capacity of all city
virtual desktops; on premise enterprise applications like Eden, Laserfiche, Exchange, etc. This
upgrade will also allow for more local and cloud -based disaster recovery options.
The legacy infrastructure which has hardware located in City Hall and the Police Department was
implemented approximately six to ten years ago, and has functioned sufficiently up to the
components exceeding their expected life. With the age of the City's technical infrastructure, there
have been significant developments that render our infrastructure less effective. Furthermore, the
maintenance/support resources for the current infrastructure have increased in cost as we have to
reach out to third party companies for support and used replacement parts.
El Segundo is the home for many companies that are making significant technological advances.
ISD staff recommends that the City should not only keep up with technology, but make similar
strides to maintain effectiveness of the technical infrastructure.
The Information Systems Department (ISD) is responsible for providing the City with technology
solutions, maintenance and expertise, to support day to day business operations, process
improvement, data management, and strategic initiatives as well. ISD strives to ensure all of the
City's technology users consistently receive the highest level of customer service, which in turn
results in high external customer satisfaction. The ISD is also responsible for long-range planning
of systems in El Segundo, and execution of this project will fulfill this responsibility and serve as
the City's next step into the future.
40
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The ISD selected Lainair Group, LLC as a GSA certified vendor under federal contract number:
GS-35F-0119Y. The contract was entered into on December 20, 2011 and is current through
December 19, 2021. Modification 1301 was made to the pricelist on March 15, 2018.
El Segundo's Technology Committee has reviewed staff s recommendations for the scope of work
and project deliverables and are in agreement that staffs proposal meets the project's objectives.
Project Objectives:
The objective of this project is to replace the technical infrastructure and its capabilities for higher -
level performance:
1. Provide next -generation replacements to the current infrastructure
2. Replace Blade Servers
3. Expand current storage capacity by replacing the existing storage area networks (SAN)
4. Increase processing speed, storage and memory.
5. Handle advanced programs
6. Consolidate data centers (City Hall and Police Department)
7. Increase security
8. Enhance user experience for internal and external customers
9. Increase the ability to manage both cloud and on premises applications
10. Enhance Disaster Recovery capabilities for both on premises and cloud data
This project is estimated to take approximately 3 — 6 months from the execution of the contract.
41
Page 81 of 238
Exhibit A
Project Services Division
Copyright© LANAIR Group, LLC. All rights reserved. No part of this
document may be reproduced or transmitted in any form or by any
means, electronic or mechanical, for any purpose, without written
permission from LANAIR Group, LLC.
Page 82 of 238
`� Executive Summary
GOALS
1. LANAIR will install a new Nutanix cluster to host the Clients server & VDI infrastructure at their HQ datacenter
2. LANAIR will use the current switching at the HQ datacenter for the new Nutanix cluster
3. LANAIR will install and configure VCenter to manage the ESXi environment
4. LANAIR will install and configure PRISM Central to manage the new Nutanix cluster
5. LANAIR will install and configure Nutanix Files on the new Nutanix cluster
6. LANAIR will migrate the Clients current file system to the new Nutanix File Server
7. LANAIR will migrate the clients existing server infrastructure to the new Nutanix cluster
8. LANAIR will upgrade the clients existing VDI infrastructure onto the new Nutanix cluster
9. LANAIR will upgrade the clients current Active Directory servers to Windows 2016 Server
BACKGROUND
1. The Client has existing switching for the new Nutanix clusters
2. The Client is currently running a VMware environment
3. The Client is currently running a VMware Horizon View VDI environment with Unidisk
4. The Clients current Domain Function Level is Windows 2008 R2
DESIGN NOTES
1. LANAIR will install, connect, and initialize a new Nutanix cluster
2. LANAIR will connect the new Nutanix cluster to the existing switching
3. LANAIR will upgrade the current VDI environment onto the new Nutanix cluster
4. LANAIR will migrate the current server infrastructure to the new Nutanix cluster
5. LANAIR will install and configure VCenter to manage the ESXi environment
6. LANAIR will install and configure PRISM Central to managing the new Nutanix cluster
7. LANAIR will install and configure Nutanix Files on the new Nutanix cluster
8. LANAIR will create new virtual Windows 2016 Standard servers as Active Directory Servers
9. LANAIR will configure Data Encryption within the new Nutanix cluster
SITES
1. HQ - 350 Main Street El Segundo, CA 90245
KEY DELIVERABLES
1. Onsite installation and configuration of the new Nutanix clusters at the HQ datacenter
2. Onsite installation of VMware on new Nutanix cluster at HQ site
3. Onsite installation and configuration of VCenter to manage the VMware environment
4. Onsite installation and configuration of PRISM Central for management of the new Nutanix cluster at the HQ
datacenter
5. Onsite installation and configuration of Nutanix Files on the new Nutanix cluster at the HQ datacenter
6. Onsite validation of the new Nutanix cluster at the HQ datacenter
7. Remote upgrade of the current VDI environment and migrate onto the new Nutanix cluster at the HQ datacenter
8. Remote migration of the current server infrastructure to the new Nutanix cluster at the HQ datacenter
9. Remote migrate FISMO, DNS and DHCP roles to new virtual Windows 2016 Server Standard Active Directory
servers
10. Remote cleanup of Active Directory
11. Remote install and configure Nutanix Data Encryption
43
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12. Remote provide up to 8 hours of As -Built Review on the installed systems
13. Provide the Client with Project Closeout documentation
44
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Nutanix NX-8235-G6-CTO Block $38,175.70 7 $267,229.90
NX-8035-G6 Series + 2 Nodes per 1 Block)
• 2x Intel Xeon 6148 Processor
. 4x 8TB 3.5" HDD
. 2x 3.84TB 3.5" SSD
. 24x 32GB DDR4 RAM
Nutanix 3yr PRD System Support for NX8035-G6 $4,342.60 14 $60,796.40
Nutanix NX-3155G-G6-CTO Block $84,213.69 2 $168,427.38
NX-3055G-G6 Series (1 Nodes per 1 Block)
. 2x Intel Xeon 6148 Processor
. 4x 8TB 3.5" HDD
. 2x 3.84TB 3.5" SSD
. 24x 32GB DDR4 RAM
. 2x NVIDIA P40 GPU Cards
Nutanix 3yr PRD System Support for NX3155G-G6 I $4,558.66 I 2 ' $9,117.32
Nutanix Files Analytics entitlement $0.00 1 $0.00
License Add On For Nutanix Files, File Analytics entitlement & Production
24/7 System support bundle for 3YR
License Add On For Nutanix Files Analytics entitlement $0.00 10 $0.00
License Add On For Nutanix Files, File Analytics entitlement & Production
24/7 System support bundle for Analyzing 1Ti13 of data stored on Nutanix
Files for 3YR
Subtotal:1 $505,571.00
Nutanix Nutanix Enterprise Cloud Administration Class $3,148.15 3 $9,444.45
Enterprise
Cloud
Administration
Enterprise Cloud Platform Administration 5.0 Customer Course
(Standalone Curriculum) DELIVERY: Instructor -led, 4 Day FOR
Subtotal:1 $9,444.45
45
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L0 Statement of work
PROJECT ADMINISTRATION
1. LANAIR will assign a technical lead to the project
2. LANAIR will coordinate and conduct a Project Discovery Meeting with the assigned technical lead to review the
project in detail, discuss the existing environment, gather information for Design, and discuss the initial
deployment timeline
3. LANAIR will conduct weekly project status calls throughout the Delivery Phases of the project and a weekly
technical review call during critical phases of the project
4. CLIENT will assign a business and a technical sponsor for the project
5. CLIENT agrees to grant LANAIR remote access to the environment for the purpose of remote configuration
during business hours utilizing the LANAIR secure CPS agent on an existing CLIENT server
PRE -INSTALLATION
1. Prior to the installation of equipment, LANAIR will conduct a health and performance check on the existing
systems as needed. Remediation of issues on existing system as a result of the health and performance
checks is outside of this project scope of work
2. LANAIR will conduct a Pre -Installation Readiness Meeting to verify environment readiness prior to any onsite or
remote work
3. The CLIENT will confirm rack space, outlets. power, cooling, cabling, and staff availability prior to any onsite
installation of equipment
4. The CLIENT will confirm available ports and configurations are in place on existing network to support the
connections from the equipment
5. The CLIENT will provide the re uired licensing and ISO's for the software that will be installed with the
equipment
ONSITE INSTALLATION
NUTANIX INSTALLATION
NUTANIX EQUIPMENT INSTALLATION
1. Unbox and mount Nutanix equipment in rack
2. Connect Node DATAports to top of rack switches with CLIENT provided cabling
3. Connect Node MGMT port to top of rack switches with CLIENT provided cabling
4. Connect power connections to CLIENT power distribution units
5. Power on installed Nodes
6. Install Nutanix Controller VM's on Nodes
NUTANIX CLUSTER CONFIGURATION
1. Connect to CLIENT LAN and detect Nutanix Nodes
2. Configure Network Settings and Hostnames from Pre -Script
3. Upload Acropolis Operating System (AOS)
4. Install Client provided Hypervisor OS on Nodes and apply patches
5. Apply Client provided hypervisor license keys
6. Create Nutanix cluster, configure vSwitches, and VLAN port groups
7. Apply administrative configuration (DNS, NTP, Syslog, AD, SNMP, SMTP)
8. Configure storage containers per Design Notes
9. Configure protection domains per Design Notes
10. Install and Configure Hypervisor Manager per Design Notes
11. Install and configure Data Encryption per Design notes
NUTANIX SYSTEM VALIDATION
1. Execute Nutanix Cluster Check
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2. Execute Nutanix Diagnostic Test
3. Verify Nutanix alerts received by Client
4. Verify Nutanix Pulse (call home)
NUTANIX SYSTEM AS -BUILT REVIEW
1. Review installed Hypervisor Manager access, settings, and management
2. Review virtual machine creation process
3. Review storage settings and management
4. Review network settings and management
REMOTE INSTALLATION
VIRTUAL TO VIRTUAL SERVER MIGRATION
1. LANAIR will migrate virtual servers from the same to same platform per Key Deliverables
2. LANAIR will migrate the virtual servers during business hours with CPU compatibility enabled on the new
cluster or after-hours by shutting down virtual servers by no later than 6PM Mon - Thurs
3. LANAIR will reboot virtual servers 1 week prior to the scheduled V2V start
ACTIVE DIRECTORY: MICROSOFT AD UPGRADE (MULTIPLE SERVERS)
1. LANAIR will update the existing systems if required to support the new Active Directory servers
2. LANAIR will install and configure new virtual servers in the new hypervisor environment as Microsoft 2016
Active Directory servers in the existing domain and forest
3. LANAIR will configure the DNS role on the new AD servers
4. LANAIR will configure the DNS role to forward non -authoritative DNS requests to ISP caching DNS servers
5. LANAIR will install the DHCP Server role on two new AD servers
6. CLIENT will configure the existing network systems to forward (relay) DHCP requests to the new DHCP server:
7. LANAIR will configure DHCP Failover between the two new AD servers
8. LANAIR will migrate the DHCP scopes from the current Windows DHCP server to the new DHCP failover pair
9. LANAIR will configure up to 10 new DHCP scopes on the new AD servers
10. LANAIR will configure the DHCP scope options to support the current systems
11. LANAIR will configure the DHCP server to be both AD and DNS integrated
12. LANAIR will install and configure Certificate Authority role
13. LANAIR will configure the new AD servers to utilize the IP addresses of the existing (old) AD servers if required
14. LANAIR will uninstall AD from the existing AD servers
15. LANAIR will raise the domain and forest functional level
16. LANAIR will remove the Active Directory Services and demote the existing Domain Controllers to Member
servers
17. LANAIR will migrate remaining services, data, and applications from the demoted AD servers and
decommission the legacy servers
NUTANIX FILE SERVER
1. LANAIR will install and configure 3 new Nutanix File Server clusters on the new Nutanix environment
o VDI
o PD
o CH
. LANAIR will customize the Nutanix File Server per specifications provided by Client
. _LANAIR will migrate the existing files and folders to the new Nutanix File Server
. LANAIR will config ure Nutanix File Server settings to match existi ng DNS and User settings
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VDI Migration
1. LANAIR will create the Windows based virtual machines for the VDI components
2. LANAIR will install SQL for the new VDI environment databases
3. LANAIR will install a KMS Server for the new VDI environment Microsoft licensing
4. LANAIR will install and configure 1 Windows based virtual machine or a virtual appliance for hypervisor
management
5. LANAIR will install the Horizon View Composer component
6. LANAIR will install and configure new Horizon View Connection and Unified Access Gateway servers per
design notes
7. LANAIR will create new Master Images for the new Citrix App Layering system
S. LANAIR will install up to 50 applications onto the Master Image
9. LANAIR will setup and configure Thinprint, if applicable
10. LANAIR will create desktop pools per design notes
11. LANAIR will create non -persistent and persistent desktops per design notes
12. LANAIR will install and configure a new file server for redirected user profile data including Documents and
Desktop
13. LANAIR will install and configure the profile management system forVDI
14. LANAIR will publish all the desktops from each pool for testing
15. LANAIR will install additional user applications and migrate users to the new VDI system
16. CLIENT will be responsible for supporting any end user support/devices not specified in the scope of work
17. CLIENT will be responsible for supporting any other systems/application not specified in the scope of work
18. CLIENT will provide the necessary ISO(s) for each VDI component
19. CLIENT will provide the necessary VDI and Microsoft KMS licenses
20. CLIENT will provide the necessary certificates to support the VDI installation
Nutanix Files Migration
1. LANAIR will migrate the existing files and folders to the new Nutanix Files server
2. LANAIR, though new VDI machines, will migrate end users to the new server
PROJECT CLOSEOUT
CLOSEOUT
1. LANAIR will provide the CUSTOMER with systems orientation on the installed systems. LANAIR also
recommends formal training on the installed systems separate from this scope of work
2. LANAIR will provide the CUSTOMER with a closeout package to include Project Closeout and Completed
Project Deliverables forms to be signed by CUSTOMER
3. LANAIR will provide the CUSTOMER with access to the installed systems after approval of all Project Closeout
documentation
CUSTOMER RESPONSIBILITIES
1. The CLIENT will complete any recommendations from health checks or post project observations reports
2. The CLIENT will deploy new backup solution agents to remaining servers needing protection
3. The CLIENT will complete new backup solution replication to the DR site
4. The CLIENT will configure the SRM fail over protection profiles and recovery plans for the new and existing
virtual servers.
5. The CLIENT will be responsible for configuring system maintenance to include monitoring systems, updates,
anti -virus, security policies, backups, etc
6. The CLIENT will obtain any necessary training from relevant vendors to ensure the ability to manage installed
systems
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THIS PAGE INTENTIONALLY LEFT BLANK
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`■ Out of Scope Items
The below items are excluded from this project scope of work unless otherwise stated in the above "IN SCOPE ITEMS"
section:
1. Any services, tasks or activities other than those specifically noted in this SOW.
2. Any LANAIR training or certification services not specifically described in this SOW.
3. Troubleshooting or remediation of any issues with existing systems or hardware
4. Network troubleshooting or tools -based remediation. The existing networking infrastructure and its supporting servic
are considered "healthy" for the duration of the delivery of the Services.
5. Identification of applications compatible with virtualization and analysis of interdependencies other than what is
outlined in the scope of work.
6. Software licensing not identified in the professional services or hardware quotes.
7. The project will involve As -Built Review, Proof of Concept, and Product Orientation on the newly configured system:
CLIENTswithout previous experience in the technology should not expect to become proficient as a result of the
Product Orientation. Proficiency can only be achieved through formal training and experience.
8. Performance and Regression testing of existing network infrastructure.
9. Regression testing of new infrastructure.
10. Testing or validating performance for remote site user workloads.
11. Configuration of Microsoft License Infrastructure
12. Performance and Scalability validation of existing server and network infrastructure.
13. Physical to virtual (P2V) conversions of existing environment unless stated in the Systems Configuration sections.
14. Application support including installation, de -installation, troubleshooting, and compatibility validation not detailed in
the Systems Configuration sections.
15. Consultation for configurations outside of the Key Deliverables section of this scope of work
16. LANAIR will assist client's Helpdesk Services in supporting workstations and end point devices.
17. Support for ISP related issues
18. CLIENT is responsible for all configurations on existing switches, firewall and networking equipment to support the
installation of the new equipment unless otherwise stated in the above Systems Configurations sections
19. CLIENT will be responsible for site readiness including server room, racks, power, and cooling for the new systems
SPECIAL NOTES
1. Prior to the start of this scope of work, CLIENT will indicate to LANAIR in writing a person to be the single point of
contact, according to project plan, to ensure that all tasks can be completed within the specified time period. All
Services communications will be addressed to such point of contact. Failure to do so might result in an increase in
project hours and/or length in schedule.
2. The CLIENT will obtain and provide project requirements, information, data, decisions and approvals within one
working day of the request, unless both parties agree to a different response time.
3. The CLIENT will ensure the LANAIR services personnel have reasonable access to the installation site, a safe
working environment, an adequate working space, and parking as required.
4. CLIENT is responsible for providing the necessary hardware, software, internet access, and facilities forthe
successful completion of the Services. Facilities and power must meet LANAIR's requirements for the products and
Services purchased.
5. During the term of this SOW, CLIENT is responsible for promptly notifying LANAIR in writing of any changes CLIEN
makes to its information technology environment that may impact LANAIR's delivery of the Services
6. CLIENT will maintain a backup of all data and programs on affected systems prior to LANAIR performing the Servic
and during the term of the SOW.
7. CLIENT will provide Domain Administrator access to the network and servers utilized in these Services.
8. CLIENT is responsible for troubleshooting, resolving, and servicing of issues with existing hardware including
warranty support
9. CLIENT will ensure deployment of connected and dependent systems prior to the start of the project
10. CLIENT will assign a Business sponsor to the project
11. CLIENT will ensure staff availability throughout the project schedule
12. CLIENT will grant LANAIR remote access to the network through the installation of LANAIR's CPS agent
13. CLIENT will be responsible for disposing of any decommissioned equipment.
50
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Nutanix Full Refresh - 3yr Option
Prepared by: Prepared for: Quote Information:
LANAIR Group, LLC City of El Segundo Quote #: 021273
Cadogan Price 350 Main Street Version: 3
877-LANAIR1 (526-2471) El Segundo, CA 90245 Delivery Date: 07/24/2019
Fax 323-908-7266 Charles Mallory Expiration Date: 07/31/2019
cprice@lanairgroup.com (310) 524-2300
cmallory@elsegundo.org
Quote Summary
Description
Nutanix Hardware, Software, Support $505,571.00
Education $9,444.45
LANAIR Professional Services $149,000.00
Subtotal: $664,015.45
Shipping: $2,475.00
Total: $666,490.45
Thank you for the opportunity to provide your organization with an Estimate from LANAIR Group, LLC.
Taxes, shipping, handling and other fees may apply. We reserve the right to cancel orders arising from pricing or other
errors.
Terms and Conditions are as follows:
1. The balance due for Hardware, Software, and Licensing, including any applicable sales tax, is due upon delivery.
2. The balance due for LANAIR Professional Services is due as follows:
a. Project Initiation/Admin: 5%
b. Pre-Installation/Discovery Phase: 5%
c. Design Phase: 10%
d. Installation/ Implementation Phase: 60%
e. Testing & Documentation Phase: 10%
f. Project Closeout Phase: 10%
3. LANAIR Group, LLC, reserves the right to require a 100% of the Estimate to undertake the project, depending on the
Customer's Credit Status.
4. Your signature below signifies acceptance to the above Terms and Conditions
City of El Segundo
Signature:
Name: Charles Mallory
Date:
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Agreement No.
ADDENDUM TO THE PROFESSIONAL SERVICE AGREEMENT
BETWEEN
THE CITY OF EL SEGUNDO AND
LANAIR GROUP, LLC
EXHIBIT "B"
PAYMENT SCHEDULE. CITY to pay CONSULTANT specified as follows:
1. HARDWARE/SOFTWARE/LICENSING/SUPPORT (Inclusive of Applicable Taxes)
Balance due for Hardware, Software, Licensing, and Support, including applicable sales tax, is due upon delivery.
2. PROFESSIONAL SERVICES
Based on the completion of the following identified Phases (see Statement of Work):
PHASE AMOUNT
1. Project Initiation/Admin: 5% of Professional Services $7,450
Deliverables
• Client Commitment
• Mobilization
2. Pre-Installation/Discovery Phase: 5% of Professional Services $7,450
Deliverables
• Detailed Discovery
• Health and Performance Check on Existing Systems
3. Design Phase: 10% of Professional Service $14,900
Deliverables
• Project Design
• Project Plan - Detailed
• Work Plan — Detailed
• Design Review Meetings
4. Installation/Implementation Phase: 60% of Professional Services $89,400
Deliverables
Onsite Installation
o Onsite Cluster Configuration
o Nutanix System Validation
o Nutanix System As -Built Review
o Requisite Meetings
• Remote Installation
o Virtual to Virtual Server Migration
o Active Directory— Microsoft AD Upgrade
■ Multiple Servers
o Nutanix File Server
o VDllntegration
o Nutanix Files Migration
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Agreement No.
Requisite Meetings
S. Testing & Documentation Phase: 10% of Professional Services $14,900
Deliverables
• Production Environment Delivered
• Systems Orientation
• Requisite Documentation
6. Project Closeout Phase: 10% of Professional Services
Deliverables
• CITY Acceptance
$14,900
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Exhibit 2
NUT,ANI :TM
The Enterprise Cloud Company
Scope of Work for Nutanix Services
@nutanix
Project Name "Project"
Nutanix and Horizon View Services
End User ("Customer")
City of El Segundo
Account Manager
Ben Choi
Advisory Owner
Ravi Boddapati
Scope Effective Date
TBD
Approval Status
Approved
Nutanix Project ID #
TBD
Nutanix Credits SO # s
1920
Version
1.0
Work Location(s) I El Segundo, CA; remote
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A�NI ' NUT..M
The Enterprise Cloud Company
TABLE OF CONTENTS
V@nutanix
1 INTRODUCTION........................................................................................................................3
1.1
Preface..............................................................................................................................................3
1.2
Term and Validity.............................................................................................................................3
1.3
Service Summary.............................................................................................................................3
2 GENERAL PROJECT ACTIVITIES...........................................................................................4
2.1.1
Pre-Engagement...........................................................................................................................4
2.1.2
Engagement Kickoff.....................................................................................................................4
2.1.3
Engagement Closeout..................................................................................................................4
3 SCOPE OF SERVICE................................................................................................................5
3.1
Work Package 1: Nutanix and Horizon View Services................................................................... 5
3.1.1
Phase 1: Platform Design and Deployment ..................................... Error! Bookmark not defined.
3.1.2
Phase 2: Migration Workshop and Validation............................................................................5
3.1.3
Phase 3: Workload Migration Assistance...................................................................................
6
3.1.4
Phase 4: Nutanix Horizon View Design Session........................................................................
7
3.1.5
Phase 5: VMware Horizon View Environment Build................................................................10
3.1.6
Phase 6: User Acceptance Testing...........................................................................................12
3.1.7
Phase 7: VDI Migration Assistance and Onboarding Support................................................13
3.1.8
Phase 8: Unidesk Application Migration Assistance...............................................................13
3.1.9
Phase 9: Project Close Out........................................................................................................14
3.2
Out of Scope...................................................................................................................................14
3.3
Instance List...................................................................................................................................16
4 RESPONSIBILITIES................................................................................................................17
4.1 Customer Responsibilities............................................................................................................17
4.2 Nutanix Responsibilities................................................................................................................19
4.2.1 Project Management..................................................................................................................19
4.2.2 Assumptions..............................................................................................................................19
4.2.3 Service Hours and Staffing........................................................................................................19
4.2.4 Acceptance Criteria....................................................................................................................19
5 Nutanix SERVICES FLEXIBLE CREDITS CONSUMPTION..................................................20
5.1 Credits Consumption.....................................................................................................................20
6.2 Travel and Expenses — Inclusive................................................................................................... 20
6 CHANGE MANAGEMENT.......................................................................................................21
7 SIGNATURE............................................................................................................................22
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1.
1.1
INTRODUCTION
Preface
The terms "Nutanix", "Customer", "Work Location", and "Scope Effective Date" have the
meanings indicated above. This Statement of Work ("SOW") is between Nutanix Inc.
("Nutanix") and City of El Segundo ("Customer").
wnutanix
The Services will be performed by Nutanix or its agents for the benefit of the Customer. For
clarity, the Services will be funded by pre -paid Service Credits ("Flexible Credits"). This
document has no bearing on any payment terms, as Flexible Credits are 100% pre -paid before
any Services commence.
1.2 Term and Validity
The term of this SOW shall begin on the Scope Effective Date and shall expire on (i) the earlier
of the date that Nutanix and Customer mutually terminate the SOW in writing or (ii) the
completion of Services and acceptance of any named deliverables in accordance with this
SOW within the defined Acceptance Period.
1.3 Service Summary
Nutanix will provide Professional Services Work Package, to achieve the solution as
specifically described herein (the "Services"), which include the following:
• Work Package 1: Nutanix and Horizon View Services
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2 GENERAL PROJECT ACTIVITIES
The following activities will be performed:
2.1.1 Pre -Engagement
Key Activities
• Initiate planning call with Customer and introduce the Nutanix Contact
• Review project timelines and physical logistics
• Review engagement scope
• Review prerequisites, including but not limited to, hardware delivery, software license
entitlement, access requests, and network configuration
• Identify key Customer Contact and overall project team
Deliverables
■ Pre -engagement planning call, covering key activities.
2.1.2 Engagement Kickoff
The Nutanix Contact will lead Customer project sponsors and stakeholders in an engagement
kickoff meeting to set the following expectations:
• the delivery approach and timelines
• the amount of time and effort required from the participants
■ the expected activities and work product
Objectives
• Introduce the Nutanix delivery team, roles and responsibilities
• Describe the project phases and goals
• Validate the project expectations
• Confirm scope from a process and/or tools perspective
■ Confirm that all prerequisites listed in the Pre -Engagement to the Customer project
checklist are met prior to engagement start.
Deliverables
• Kickoff meeting, kickoff presentation, resulting actions, and next steps.
2.1.3 Engagement Closeout
Nutanix will initiate a closeout meeting with the Customer, after all Services are delivered. The
closeout meeting may be remote or onsite.
Key Activities
• Review project activities
• Review Deliverables
• Present Milestone Completion Form ("MCF")
Deliverables
• Engagement closeout meeting, covering key activities and MCF presentation.
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44.*+^ � @nutanix
The Enterprise Cloud Company
3 SCOPE OF SERVICE
3.1 Work Package 1: Nutanix and Horizon View Services
Nutanix will migrate up to XXX workloads from customer's current Nutanix platform (source) to
new Nutanix Hyper Converged Platform (target). In addition, Nutanix will design and build a
Virtual Desktop Infrastructure (VDI) solution based on VMWare's Horizon View software for up
to 1000 end -users.
High level tasks include:
• Design and Deploy Net New Nutanix Infrastructure
• Conduct a migration workshop and develop a migration strategy and plan
• Execute server migration plan
• Design and build Horizon View based virtual desktop infrastructure on Nutanix
• Support for Customer Executed User Acceptance Testing
• Assist with VDI User migrations
Engagement success is contingent on Customer adherence to "Customer Responsibilities" as
stated in section 4.1 of this document as well as any applicable restrictions in product
documentation.
3.1.1 Phase 1: Plan, Design and Validate Nutanix Infrastructure
In this phase, Nutanix Will:
• Provide an Assessment Report which will be the input to Nutanix Infrastructure
Design
o Review Requirements
o Review Customer environment — Hypervisor Version, Number of Clusters
o Perform Architectural and Operational Review
o Document Findings and Recommendations
• Conduct a Design Workshop with Key Stakeholders to develop and document
Project Success Criteria.
• Validate Nutanix Infrastructure as per the approved design document
• Develop a Weekly Project Report Template
Outcome
• Project Success Criteria
• High-level Design for Nutanix Infrastructure
3.1.2 Phase 2: Migration Workshop and Validation
In this phase, Nutanix will:
■ Conduct a Migration Workshop to determine and document Project Success Criteria
and review the available migration options
• Validate migration approaches and techniques
• Create high level migration plan
o Review inventory of assets to be migrated
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o Map workloads into target Nutanix environment
o Group workloads into logical move waves
o Verify migration strategy for moving instances/data
o Account for current VMware configuration for Metro Protection
Develop initial migration guide
o Document Migration Plan
o Test migration process for 10 test virtual machines
Outcome
WC nutanix
• Project Success Criteria
o MS Word document that captures the critical success criteria that when met will
deem this project a success
• Migration Plan
o MS Excel document that captures all the information about workloads to be
migrated and groups them into waves.
• Migration Guide
o MS Word document that describes the tools, processes, and steps that will be
used to migrate individual workloads.
® 10 Test workloads successfully migrated
3.1.3 Phase 3: Workload Migration Assistance
Nutanix Services will provide outcome based remote migration assistance, which will be help
the customer migrate servers, as named in Section 3.3 Instance List.
This Phase will be delivered in `waves' as defined by the high-level Migration Plan developed
in Phase 1. Each wave will consist of workloads that we be migrated and cut -over to
production at the same time as a group. A wave cutover will be planned as per the project
schedule, with appropriate notice for each cutover. Each wave can have as many workloads
included in it as deemed necessary and reasonable by Nutanix and the Customer.
The Customer will actively participate in the migration cutover to manage their internal change
control process as well as their internal application owners, who will perform post -migration
application validation as part of wave migration execution. Any workloads that fail post -
migration application validation will be reverted to their original state and added to a future
migration wave, and lessons learned from previous attempts will be factored into future
migrations.
During the migration execution, some workloads may be decommissioned, turned off, or
removed from the migration plan for a variety of reasons. These workloads will be counted as
complete. The charges for a workload that is decommissioned is the same as the charges for
a workload that is migrated to the Nutanix Infrastructure.
Tasks
In this phase, Nutanix will:
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--------- --
Execute migration plan for a subset of virtual machines, as named in Section 3.3
Instance List.
o Review/Validate migration replication groups
o Initialize replication groups in a controlled manner, when/where replication
approach is required
o Collaborate with Customer technical and functional owners to schedule
migrations
o Migrate workloads from source to target environment hosted on Nutanix
o Validate migrated workload up to the successful virtual machine instance boot
o Apply virtual configuration changes, when necessary, to comply with Nutanix
recommended practices
Milestone Assumptions
■ Nutanix is responsible for tracking workload migration progress
• Customer is responsible for patching and preparation of the workload before migration
in accordance with best practices provided by Nutanix
• Customer is responsible to schedule and manage application owners who are required
to be available for post -migration cutover validation and testing.
• Customer to provide and execute user acceptance test plans for applications, including
application -specific test cases and appropriate resources (e.g. Application Owners) to
execute them.
• Migration is only for attached list of VM and Physical Instances listed in Section 3.3
Instance List
• Customer adheres to "Customer Responsibilities" stated below.
Milestone Deliverables
• Up to XXX workloads identified in Section 3.3 Instance List migrated from current Nutanix
environment to the New Nutanix Platform
3.1.4 Phase 4: Nutanix Horizon View Design Session
Nutanix Services will work with the Customer to conduct a design workshop for implementing
both Nutanix and VMware Horizon products. Nutanix will cover Horizon View and VMware App
Volumes for Apps and Desktop provisioning hosted on Nutanix with a single site configuration.
Tasks
Nutanix will conduct a workshop with the customer to review and discuss the following
topics:
o Determine and document success criteria for the VDI solution
o Gather Requirements
■ Discuss Detailed Use Cases, such as end user groups/populations
■ Discuss any specific Business driven requirements/goals
• E.g. Deployment time frame, engagement/alignment
■ Discuss any specific technical goals
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■ E.g. Performance, Recoverability, SLAs, etc.
o Review existing Desktop Virtualization Infrastructure Design — If Available
Suggested Design Topics, Design Elements
o Discuss the design and use of VMware vSphere and Horizon View in conjunction
with Nutanix best practices for these solutions.
o Scalability
■ Scaling vSphere Clusters, Pod Architectures
■ Scaling Control Plane Services
• E.g. vCenter, Horizon, Cloud Pod
■ Scaling Nutanix Clusters (Inter and Intra cluster)
o Resiliency
• Nutanix Platform Resiliency
■ vSphere Clusters
■ Control Plane HA/Clustering (Scale out vCenter, Horizon, Always on Point
of Care, load balancing via F5)
o Performance
■ VDI Instance Deployment/Cloning (E.g. VAAI, VCAI, Linked Clones)
■ Nutanix Storage Performance Architecture
o Manageability and Control Plane Architecture
■ Control Plane Architecture, Layout, Capabilities
■ Front end Services, Backend Databases
■ Lifecycle Management, Hypervisor Patching/Nutanix Integration
■ Nutanix Prism Element and Prism Central
■ Template Services (E.g. content catalog)
■ Live Migration, Shared Nothing Live Migration
o Data Protection and Recoverability
• Nutanix Data Protection, Snapshots, Replication
■ VMware Snapshots
■ VSS Integration, Application Aware Snapshots
o Compliance and Security
■ Nutanix CVM Security, STIG's
■ Control Plane Permissions Management
o Virtual Machine Design
• VM Templates for Various Use Cases
■ Resource Layouts (and associated impacts)
■ Supported OS's
■ Ingesting Instances (V2V, P2V)
o Virtual Network Design
■ Traditional Hypervisor Logical Networking
■ Distributed Logical Switching
■ Network Virtualization, as needed
o Storage Infrastructure
■ Nutanix Storage Backend, Containers, Storage Tech (Compression,
Dedupe, etc.)
■ Datastore Connectivity and Capabilities
o Platform Capabilities
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■ Discuss Nutanix Platforms
Discuss Impact on DC Environmental (Physical Plant)
o Network Infrastructure
■ Discuss Customer Network Infra, Compare/Contrast Nutanix integrations
o Discuss and define the success criteria that will be used to confirm the solution is
performing acceptably.
o Take into consideration that the design may be extendable in the future for
growth and additional location.
NOTE: Not all topics may be relevant to every single Customer situation. Most design
workshops take a distilled version of the following list and use it as a guideline of topics
to cover. These topics are intended to be topics to lead an organic, interactive design
discussions, based in the customer's business and technical requirements.
Workshop will be onsite, and all subsequent documentation and design work will be
done remotely
Assumptions
• Customer adheres to "Customer Responsibilities" stated below.
• Customer will be responsible for committing the necessary resources to participate in
the design workshops
• Customer will be responsible for providing data related to existing environment
architecture and design
• Customer will be responsible for assisting in requirements gathering by making
resources available from different teams and/or groups
• Any third -party tools recommended in this design will need to be purchased by the
Customer, at no cost to Nutanix
• Customer to provide user acceptance test plans for applications, including test cases
where relevant, and the resources to execute them.
• Review and provide feedback on customer's Security and Risk Assessment
Documentation via e-mail.
Deliverables
Requirements Document
o This MS Excel document will include a list of requirements that the VDI solution
is expected to satisfy
Project Success Criteria
o MS Word document that captures the critical success criteria that when met will
deem this VDI deployment a success
Solution Architecture and Design Documentation
o MS Word document that captures the complete VDI solution architecture and
design, including Nutanix, and VMWare Horizon View, specific to customer's
solutions.
o This document will include architectural diagrams (physical and logical views),
Nutanix architecture recommendations, VDI design and configuration
recommendations
• Solution Test Plan
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%r @nutanix
MS Excel document that enumerates solution level testing to verify as -designed
functionality. Note. This is not a replacement for end -user acceptance testing.
3.1.5 Phase 5: VMware Horizon View Environment Build
This phase will continue the delivery of the VDI infrastructure according to the design
detailed/developed in Nutanix Horizon View Design Session. Actual component installation will
vary based on design and requirements. At the end of this phase, Nutanix expects that the VDI
platform will be in a suitable state to be used for a subsequent managed production VDI
rollout.
Tasks
• Horizon View Build
o Build and test the Solution Architecture and
View Design Work Phase.
■ Install and Configure Horizon View environment
o Base configurations for a two -site Horizon
Design developed in Nutanix Horizon
View in a fault tolerant
configuration, including up to the items below.
■ Two (2) View Connection Servers per Site
■ One (1) View Composer Server per Site
■ Two (2) Unified Access Gateway (UAGs) or Security Servers per Site
■ One (1) Persona Management deployment per Site
■ Two (2) gold desktop/server images per Site
■ Two (2) F5 or NetScaler instances per Site
• One SQL AAG Cluster (2 servers) protected by VMware HA per Site
Appropriate SSL certificate configurations
Note: Some items may be determined unnecessary in the design phase.
• Deploy initial desktop pools
o One (1) non -persistent knowledge user desktop pool
o One (1) persistent admin desktop pool
■ Install and Publish up to 5 applications via Remote Desktop Services Host (RDSH) or
install up to two Windows templates with up to 5 applications each
• Recommend updates to desktop images provided by Customer to meet VDI best
practices. Nutanix will provide requisite documentation and up to 8 hours of
consultation to assist Customer with implementing these recommendations.
• Design policies for Horizon View to meet Customer security and user requirements.
Nutanix will provide requisite documentation to assist the Customer with implementing
these recommended policies through Customer's Active Directory Group Policies.
■ Design and deploy VMWare Horizon View App Volumes
Collect feedback from the test team, log defects, and perform remediation.
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• Execute Solution Test Plan deliverable from Nutanix Horizon View Design Session and
document results
• Verification of deployment against best practices
• Nutanix will assist with the application installation into the VMWare Horizon View Gold
image with up to (20) applications installed
• Update the Solution Architecture and Design document based on continuous
improvement feedback from system testing.
• Knowledge Transfer throughout natural project life -cycle
Assumptions
■ Customer adheres to "Customer Responsibilities" stated below.
• Customer will create and configure Microsoft server OS VMs required to support the
core VDI application components. Windows Server 2012R2 VMs will be created, joined
to domain, patched, and assigned IP addresses so that View components are ready to
be deployed
• Customer's end users are all on internal network with no remote access requirements or
configuration necessary
• Customer will provide SQL Server Table Space in either existing SQL Farm or will build
a SQL Server cluster to support as needed.
• Customer will build load balancer, firewall contexts, and DMZ related settings promptly
upon request
• Customer has space on existing infrastructure to build View infrastructure VMs before
the Nutanix hardware arrives
• Customer has network hardware configured and datacenter infrastructure ready for the
install of (3) Nutanix nodes at each site when hardware is delivered.
• Customer WAN bandwidth between sites is sufficient (not containing packet loss, jitter,
latency) for up to 500 concurrent sessions
• Customer is responsible for providing accurate information on:
o Applications required for end users
o Application requirements
o End user lists and groups
o Network configuration and diagrams
• Customer is responsible for providing high quality infrastructure services required for
Horizon View, vSphere and Nutanix, including but not limited to
o Active Directory
o DNS
o DHCP
o NTP
o SMTP Email server
o SNMP Monitoring
■ Per Customer Requirements:
o Technical assistance and knowledge transfer of best practices to end customer's
Desktop Support Team as they copy over the existing image from the PoC
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(Windows 7 x64 Pro VDI Image.) The image is based on end customer's security
requirements and includes 3rd party technical controls.
o Technical assistance and best practices relating to Customer developed Desktop
Security Controls, monitoring, and patching processes.
Provide all ISO image files including but not limited to:
o ESXi ISO
o vCenter Appliance
o Horizon View
o Windows 2012 R2
o Windows 7 or 10
• Customer will provide all software licenses and support agreements required to build
and operate the solution.
• Customer will provide a Microsoft KMS server for Microsoft licensing.
• Customer will provide SME related to:
o Customer's identity and access management solutions (AD) to assist with user
identity and group policy management.
o Networking and security
o Database environment
o Physical desktop team
• Customer will perform User Acceptance Testing after Nutanix System Tests are
complete
• Knowledge Transfer throughout natural project life -cycle
Deliverables
• Updated Solution Architecture and Design Document (As Built)
• System Test Summary Results
• Working VMWare Horizon View infrastructure complete as per scope and design.
3.1.6 Phase 6: User Acceptance Testing
Nutanix will assist and support Customer Executed User Acceptance Testing. The provider will
assist the Customer with User Acceptance Testing under the following guidelines.
The Customer will be responsible for the following activities:
• User Acceptance Testing definition, execution, and documentation
• Stakeholder communication required to conduct the UAT
• End -User support for UAT contributors
• Customers will identify key Customer Test Users and commit to a scheduled test period.
• System Administration, user onboarding, and desktop provisioning related to the UAT
Tasks
• UAT Support for up to 16 hours
• Troubleshoot solution issues provided by Customer's System Administrators
• Analysis relating to the success or failure of the UAT Success Criteria defined earlier in
this scope.
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Nutanix to resolve defects identified by Customer UAT in the Nutanix and Horizon View
configuration per milestone "VMWare Horizon View Environment Build".
Assuming that the success criteria that were established for the UAT are met, Nutanix expects
that the VDI platform will be in a suitable state to be used for a subsequent full rollout of the
remaining existing desktops.
Assumptions
• Customer adheres to "Customer Responsibilities" stated below.
• Nutanix will participate in any required security reviews and implement required system
hardening that is consistent with the design solution.
• Nutanix and Customer understand there will be Customer deployed and integrated
monitoring tools implemented to allow system admins to determine the health of the
Nutanix Hardware and VMWare Horizon View environment; and these will be used in
troubleshooting as needed
Deliverables
• Up to 16 hours of UAT support
3.1.7 Phase 7: VDI Migration Assistance and Onboarding Support
Nutanix will assist and support users as they commence use of the newly deployed virtual
desktop infrastructure.
Tasks
• Provide up to 80 hours post go -live on -site support to help troubleshoot issues as they
arise to be performed remotely over no more than 2 week period.
Assumptions
• Customer adheres to "Customer Responsibilities" stated below.
• Adequate network bandwidth exists between end users and data centers (e.g. no less
than 1 Gbps and no more than 100ms latency)
Deliverables
• Up to 80 hours of user onboarding support completed
3.1.8 Phase 8: Unidesk Application Migration Assistance
Nutanix will assist with appropriate VMware Horizon View and Citrix Unidesk Configuration to
test and validate up to 5 applications on the new Horizon View VDI platform.
Tasks
• Provide up to 80 hours consulting in support of Unidesk migration.
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Assumptions
• Customer adheres to "Customer Responsibilities" stated below.
• Adequate network bandwidth exists between end users and data centers (e.g. no less
than 1 Gbps and no more than 100ms latency) for Metro protection
Deliverables
• Up to 80 hours of Consulting
3.1.9 Phase 9: Project Close Out
Nutanix Services will finalize all documents and make them available to the customer as
project artifacts. Nutanix will conduct one (1) final capstone knowledge transfer workshop to
review all project artifacts and as -built infrastructure.
Tasks
Documentation (deliverables) Review
Knowledge Transfer
Project close out
Assumptions
• Customer adheres to "Customer Responsibilities" stated below.
• Customer will be available for close out tasks.
• Earlier in the project, knowledge transfer was completed through the natural course of
the project
Deliverables
• Knowledge Transfer session completed
• Project documentation delivered
• Project MCF signed off
3.2 Out of Scope
Customer acknowledges that the following activities are not included in the Services scope.
General out of scope items include are listed below. The Customer's specific environment may
include other out of scope items.
• Any services noted as optional without additional scope purchased, or otherwise
overridden by Nutanix in writing
• Any services, tasks, or activities other than those specifically noted in this service
description
• Procurement of any third -party hardware and software
• Physical or logical configuration of any component(s) not specifically noted in this
service description.
a. Specific configurations listed below:
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The Enterprise Cloud Company
W@nutanix
i. Microsoft failover clustering
ii. Migration onto Hyper-V, AHV clusters on Nutanix
iii. Filer/File level migration including end -user data file server and storage
provisioning and migration of user data onto this deployment
iv. Migration of source VM version unsupported on vSphere
v. Migrations without maintenance windows
vi. Migrations for systems with less than 1 Gbps end -to -end network
bandwidth
vii. Migration of Virtual Desktops, where updating broker registration or
desktop agent is required
viii. Migration of any VMs with Raw Device Mapping (RDM) storage
ix. P2V migrations of Active Directory Domain Controllers
1. Best practice is to build a new AD Domain Controller and leverage
native AD replication rather than P2V
x. Highly -available Horizon View deployment
1. Data Protection services for desktop and file services
A. Two Factor Authentication
xii. Support graphics intensive applications with NVIDIA GRID hardware
integration
xiii. Microsoft Active Directory Infrastructure (Domain Controllers, DNS,
DHCP, KMS, CA, etc) Horizon Policy integration
xiv. SSL Certificate configuration and acquisition
xv. Deploy on configure thin clients with connectivity
xvi. Post -deployment benchmark testing using Login VSI
xvii. Monitoring or Alerting Software outside of Nutanix and/or Horizon View
components (vRealize Operations, SCOM, Nagios, ArcSight, etc)
xviii. Configuration Management (e.g. SCCM, Puppet, Chef, etc).
xix. Antivirus solution design or build
xx. Network Infrastructure aside from F5/NetScaler and logical switching
within the Nutanix solution
• Transformation of VM configurations — Nutanix can provide best practice
recommendations and guidance, but manipulation of actual VM configurations is out of
scope
a. Best Practice for SQL on Nutanix dictates 1/0 be spread across multiple vDisks.
For this reason, we recommend a new SQL instance be created and data
restored from the source SQL server to the destination VM
Any guarantee, explicit or implied, of VDI desktop or Application performance. Nutanix
will optimize the platform as per Nutanix, VMware, and Microsoft recommended best
practices, however real -world users exercise applications and access data in a chaotic,
random manner, sometimes resulting in unpredictable performance and resource
utilization. Additionally, most organizations deploy more than a single use case in a VDI
environment. Real -world consumption patterns vary from organization to organization.
Before deploying any desktop workspace technology it is important to understand the
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The Enterprise Cloud Company
0 @nutanix
use -case resource requirements. Reference architecture workloads based on lab
testing may not precisely match real -world user workloads
3.3 Instance List
Nutanix will migrate up to XXX VM's, as named in the instance list below.
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NUTANI �TM
The Enterprise Cloud Company
4 RESPONSIBILITIES
4.1 Customer Responsibilities
The following responsibilities are the obligation of the Customer.
_anutanix
• The successful delivery of these Services and the conditions relating to Nutanix's
performance are dependent upon assumptions, which Nutanix has made in agreeing to
perform the Services, as set forth herein.
• If any of Customer's responsibilities are not performed or the assumptions prove to be
incorrect, it may cause delays to the project schedule, level of effort required, or
otherwise impact Nutanix's performance of the Services, and Nutanix will have no
liability to Customer or any third party with respect to its inability to perform the Services
resulting therefrom.
• Prior to the commencement of Services, Customer will indicate to Nutanix in writing a
person to be the single point of contact (the "Customer Contact"). The Customer
Contact will have the required authority to make project decisions and provide access to
stakeholders as necessary.
• The Customer Contact will have the authority to act for Customer in all aspects of the
Service including bringing issues to the attention of the appropriate persons within
Customer's organization and resolving conflicting requirements.
• The Customer Contact will ensure that any communication between Customer and
Nutanix, including any scope -related questions or requests, are made through the
Nutanix Contact in writing.
• Prior to the commencement of Services, Customer will provide technical points -of -
contact, who have a working knowledge of the enterprise components to be considered
during the Services ("Technical Contact(s)"). Nutanix may request that meetings be
scheduled with Technical Contact(s). It is the Customer's responsibility to ensure
technical personnel are made available within a reasonable timeframe for requested
meetings, document reviews, etc.
• Customer Contact, Technical Contact(s), and stakeholders attend the engagement
kickoff meeting as necessary.
• Customer Contact will distribute information internally to any missing Technical
Contacts and stakeholders in a timely manner.
• During the performance of Services, Customer is responsible for promptly notifying
Nutanix in writing of:
o Any changes Customer makes to its technical environment that may impact
Nutanix's delivery of the Services
o If Customer becomes aware that any of the assumptions set forth herein are
incorrect
Customer will maintain a backup of all data and programs on affected systems prior to
Nutanix performing the Services and during the term of the Services. Nutanix will have
no liability for loss or recovery of data, programs or loss of use of system(s) arising out
of or in connection with the Services provided hereunder. The Customer Contact will
obtain and provide project requirements, information, data, decisions and approvals
within a timely manner, as to not delay project delivery.
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The Enterprise Cloud Company
V@nutanix
• Customer will restrict access to information not related to the Services, including, but
not limited to, proprietary customer business/financial information and personally
identifiable information ("PII").
• Customer may be responsible for developing or providing documentation, materials and
assistance to Nutanix and agrees to do so in a timely manner. Nutanix shall not be
responsible for any delays in completing its assigned tasks to the extent that they result
from Customer's failure to provide such documentation, materials and assistance in a
timely manner.
• The Customer Contact will ensure the Nutanix personnel have reasonable and safe
access to the Work Location(s), a safe working environment, adequate office space,
and parking as required. Customer will provide any personal protective gear required
while Nutanix personnel are onsite.
• Customer will inform Nutanix of all access issues and security measures, and provide
access to all necessary hardware and facilities, including but not limited to Network
Access, Remote Access, and appropriate access credentials.
• Customer is responsible for providing all hardware, software, internet access, and
facilities for the successful completion of the Services, including but not limited to 3fd
party licensing, networking, facilities, and electrical power that meet Nutanix's
requirements for the products and Services purchased.
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NUTA.NI' TM
The Enterprise Cloud Company
4.2 Nutanix Responsibilities
If@nutanix
4.2.1 Project Management
Nutanix will provide project coordination tasks to the Customer which may be partly of fully
conducted remotely. The Project Manager will provide the following:
• Provide a single point of contact (the "Nutanix Contact") and accountability for
successful delivery of the Services
Coordinate with the Customer Contact
• Coordinate and facilitate kick-off, status, outcome review, and closeout meetings
■ Monitor and manage issues and escalations
• Provide written notification, which may include email, to Customer Contact for
completion of applicable Services.
4.2.2 Assumptions
The performance of Services hereunder assumes the following:
Nutanix will not perform the Services until a purchase order ("PO") for the Services is
received.
Upon receipt of fully executed SOW and a
Customer to begin Services scheduling.
PO, a Nutanix Project Manager will contact
The Services do not include the development of any intellectual property created solely
and specifically for Customer. Should intellectual property be created, Nutanix retains all
right, title and interest in and to such intellectual property.
4.2.3 Service Hours and Staffing
Nutanix provides Services between the hours of 8:00 AM and 5:00 PM local Customer time,
Monday through Friday, excluding normally observed holidays. Services provided outside
these times will be agreed -upon in writing by both parties, in advance and may be subject to
additional fees. Some Services may be delivered remotely, as appropriate.
4.2.4 Acceptance Criteria
Nutanix will inform Customer Contact in writing upon completion of Services and/or milestones.
Nutanix will provide Customer with a Milestone Completion Form ("MCF") to indicate
Customer's acceptance of the Services. Customer shall either accept or reject the Services
within five (5) business days ("Acceptance Period").
Customer must provide a detailed written notice of rejection specifying any non-conformance
for failure of the Services to meet the specifications set forth herein within the Acceptance
Period. Upon receipt of a rejection notice, Nutanix will respond promptly and make
commercially reasonable efforts to resolve such deficiencies within a reasonable period of
time.
Failure to provide written rejection of the Services within the Acceptance Period will result in an
automatic deemed acceptance and the Services shall be considered complete and closed.
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NUTANI :TM
The Enterprise Cloud Company
NUTANIX SERVICES FLEXIBLE CREDITS CONSUMPTION
V@nutanix
As Services are performed, Nutanix Services Flexible Credits ("Credits") will be consumed
from the Customer's Credits balance. Credits balance is not defined within this SOW. The
Services defined within this document will consume Credits as listed in Section 5.1.
5.1 Credits Consumption
.Milestone
Description
Credits consumed
1
Phase 1: Nutanix Design and Deployment
200
2
Phase 2: Server Migration Workshop and Planning
200
3
Phase 3a: Migration Execution — 50 Workloads complete
100
4
Phase 3b: Migration Execution — 50 Workloads complete
100
5
Nutanix Horizon View Design Session
200
6
VMWare Horizon View Environment Build
400
7
User Acceptance testing
240
8
View Migration Assistance and Onboarding Support
120
9
Unidesk Migration Assistance
240
10
Knowledge transfer and project closeout
120
Total Credits Consumed, FLEX-CST-CR
1920
5.2 Travel and Expenses — Inclusive
Travel and related expenses ("T&E") during the SOW Term that are deemed by Nutanix to be
necessary and customary in connection with the provision of the Services described herein at
the Work Location(s) specified are included in the Charges for Services.
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NUTANI ITN @nutanix
The Enterprise Cloud Company
6 CHANGE MANAGEMENT
Customer may request modification to the scope of Services upon written notice via a Change
Request form. The Change Request form is a document provided by the Nutanix Contact
outlining the requested changes.
The Change Request form shall describe the requested modifications in sufficient detail.
Customer will acknowledge within three (3) business days following the receipt of the
completed Change Request form, which will provide an estimate of the cost and scope impact
to complete the proposed modified Services.
Changes agreed pursuant to the Change Request will not be effective until mutually executed
by both parties, which may include issuance of additional payment.
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7
NUT-,► NI �TH
The Enterprise Cloud Company
SIGNATURE
if@nutanix
This SOW authorizes Nutanix to provide Customer with Services. The parties indicate their
acceptance of the terms outlined herein as of the SOW Effective Date by execution of this
SOW by their duly authorized representatives.
Nutanix Signature Block Customer Signature Block
SignatureT Signature
Printed
Printed
Title
Title
Date
Date
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Give} City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: Public Hearings
Item Number: C.10
TITLE:
Resolution Adopting Vehicle Miles Travelled Thresholds of Significance for Purposes of
Analyzing Transportation Impacts under the California Environmental Quality Act
RECOMMENDATION:
1. Adopt a resolution establishing Vehicle Miles Travelled ("VMT") thresholds of
significance for purposes of analyzing transportation impacts under the California
Environmental Quality Act ("VMT Policy").
2. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
There is no direct fiscal impact associated with the adoption of VMT thresholds for
evaluating transportation impacts. Any costs associated with the implementation of this
policy would be incorporated into the City's operational budget and/or paid by the
proponents of future development projects.
BACKGROUND:
Senate Bill ("SB") 743, signed into law in 2013, initiated an update to the CEQA
Guidelines to change how cities evaluate transportation impacts resulting from
proposed development projects. The Bill required that by July 2020, cities use a metric
known as VMT instead of the previous metric known as level of service ("LOS"), when
analyzing transportation impacts of new projects. Since 2020, staff has used the new
State VMT guidelines for evaluating projects, while it worked on a policy specific to El
Segundo's context.
In July 2020, the City entered into an agreement with Kimley-Horn and Associates, Inc.
("Kimley-Horn") to help develop a policy consistent with SB 743. Kimley-Horn completed
a draft policy earlier this year, and after working with staff to ensure the policy accounts
for El Segundo's vast residential, commercial and industrial uses, a final draft policy is
before the City Council for consideration and adoption. The discussion below briefly
Page 116 of 238
VMT Policy
September 6, 2022
Page 2 of 4
describes the new policy and its potential benefits.
DISCUSSION:
VMT Policy Goal
Prior to July 2020, transportation impact analyses focused on managing and relieving
traffic congestion and impacts upon intersections resulting from proposed development
projects. This had unintended impacts, including generating more vehicle travel,
encouraging sprawl, leading to longer commutes, and an array of environmental
impacts. The focus of SB 743 and the proposed policy is to reduce driving and shorten
the distances between destinations, which are accomplished through mixed uses,
higher densities, and more transit and/or alternative transportation investment. The
proposed VMT policy encourages this, so that vehicle miles traveled on individual
vehicle trips are reduced.
VMT Transportation Impact Evaluation Process
Under staff direction, Kimley-Horn drafted a policy that establishes a six -step
transportation impact evaluation process as follows:
Step 1 - Evaluate land use: Define the project description accurately, including the
type of uses and their square footage.
Step 2 - Screen for non -significant transportation impact: Compare the project to a
list of exempt project types. If the project falls under a certain exempt type, it is
screened out and no further evaluation of transportation impacts is required.
Step 3 - Determine significance threshold and methodology: Select the threshold of
significance applicable to the development project. For projects with no customer
component (such as residential, professional office, industrial, etc.) the threshold
used is VMT per service population (specifically 24.5 VMT per service population)
and for projects with a significant customer component (retail and other commercial
uses) the threshold is the net change in regional VMT. Once a threshold is selected,
a web -based planning tool developed by Kimley-Horn calculates the project's VMT. If
a project exceeds the VMT threshold of significance, then a more detailed analysis is
required.
Step 4 - Scope of Analysis Agreement. The fourth step involves establishing the
precise scope of the analysis. Before starting a VMT analysis, the City must review
and approve the exact scope of the analysis.
Step 5 - Analysis and Mitigation: During this step, the detailed analysis is completed
and, if mitigation measures are required, they are incorporated into the overall
transportation impact analysis.
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VMT Policy
September 6, 2022
Page 3 of 4
Step 6 - Mitigation Monitoring (if Required). On a project -by -project basis, staff will
monitor newly constructed development projects to ensure compliance with
mitigation measures.
The overall VMT analysis process is not substantially different from the traditional LOS
transportation impact analysis process, and the basic steps are the same. However,
there are two main differences between the new VMT process and the LOS process, as
follows:
1. The VMT policy uses vehicle miles traveled as the main metric, whereas the
traditional LOS impact analysis uses the number of vehicle trips generated; and
2. The VMT policy mitigation measures primarily aim to reduce vehicle trips and trip
lengths by increasing development density, promoting carpooling/ridesharing,
reducing parking, and increasing walking, biking, and use of transit. The traditional
transportation impact analysis mitigation measures instead aimed to accommodate
additional traffic and relieve congestion by making intersection improvements such
as additional turn lanes and signal timing adjustments and increasing the capacity of
streets to accommodate traffic by adding traffic lanes.
Benefits of VMT Policy
Overall, the proposed VMT Policy will have the following benefits:
• Allow more people to commute by biking and walking, which will have health
benefits that come from increased physical activity
• Reduce traffic fatalities, because people will generally drive less and drive
shorter distances
• Improve air quality from reduced vehicle emissions, including greenhouse gas
and particulate emissions from tires and brake debris
• Reduce commute times
• Help conserve land and open space by discouraging sprawl
• Reduce regional traffic congestion
CITY STRATEGIC PLAN COMPLIANCE:
Goal 1: Enhance Customer Service, Engagement, and Communication; Embrace
Diversity, Equity, and Inclusion
Objective 1A: El Segundo provides unparalleled service to internal and external
customers.
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VMT Policy
September 6, 2022
Page 4 of 4
Goal 5: Champion Economic Development and Fiscal Sustainability
Objective 5A: El Segundo promotes economic growth and vitality for business and the
community.
PREPARED BY:
Paul Samaras, AICP, Principal Planner
REVIEWED BY:
Michael Allen, AICP, Development Services Director
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
1. Exhibit 1 - Resolution
2. Exhibit 2 - VMT guidelines
Page 119 of 238
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL
SEGUNDO ADOPTING VEHICLE MILES TRAVELED (VMT)
THRESHOLDS OF SIGNIFICANCE FOR PURPOSES OF
ANALYZING TRANSPORTATION IMPACTS UNDER THE
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) AND
DETERMINING THAT ADOPTION OF THE VMT
THRESHOLDS IS NOT A PROJECT SUBJECT TO CEQA
REVIEW.
The City Council of the City of El Segundo does hereby resolve as follows:
SECTION 1: The City Council does hereby make the following findings of fact:
A. SB 743, which was signed into law in 2013 and codified in Public Resources
Code section 21099, required changes to the California Environmental
Quality Act (CEQA) Guidelines regarding the analysis of transportation
impacts. SB 743 changed the way transportation impacts are evaluated
under CEQA.
B. The Governor's Office of Planning and Research (OPR) was tasked to
amend the CEQA Guidelines to provide an alternative to the traditional
metric of level of service (LOS), which is based on automobile delay and
roadway capacity, in order to promote three statutory goals: 1) the reduction
of greenhouse gas (GHG) emissions; 2) the development of multimodal
transportation networks; and 3) a diversity of land uses. OPR concluded
that the use of Vehicle Miles Traveled (VMT) would adequately analyze a
project's transportation impacts while supporting all three statutory goals.
C. On December 28, 2018, the California Natural Resources Agency certified
and adopted the revised CEQA Guidelines, adding Section 15064.3 which
provides a new methodology for determining the significance of
transportation projects. VMT is now the metric for transportation analysis
under CEQA and LOS/automobile delay is no longer considered a
significant impact on the environment under CEQA. VMT exceeding an
applicable threshold of significance may indicate a significant impact.
D. The CEQA Guidelines make clear that the City has discretion to choose the
most appropriate methodology to evaluate a project's VMT, including
whether to express the change in absolute terms, per capita, per household,
or in any other measure.
E. In December 2018, OPR released the latest version of the Technical
Advisory for Evaluating Transportation Impacts in CEQA. The Technical
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Advisory provides technical recommendations regarding the
implementation of VMT analysis statewide in a document external to the
CEQA statute. As acknowledged by OPR, the Technical Advisory does not
alter lead agency's discretion in choosing thresholds of significance and the
most appropriate methodology for evaluating project impacts.
F. Beginning in 2020, the City began working with Kimley-Horn and
Associates, Inc. (Kimley-Horn) to prepare a VMT policy suitable for El
Segundo. These policy recommendations are included in SB 743
Implementation Guidelines, prepared by Kimley-Horn, and dated May 27,
2022 (Attachment A).
G. The City VMT policy relies on a variety of criteria to screen for potentially
significant VMT impacts. The screening criteria follow the recommendations
of OPR's Technical Advisory for Evaluating Transportation Impacts in
CEQA, and include: Small Projects; Local Service Commercial and Public
Facilities; Affordable Housing; Local Essential Services; Map -Based
Screening; and Redevelopment Projects.
H. The City VMT policy includes procedures for evaluating mixed -use projects
and redevelopment projects where the project replaces VMT-generating
land uses.
The City VMT policy specifies that for projects that don't meet the City VMT
policy screening criteria, a VMT analysis methodology, based data derived
from Replica, will be utilized to determine the VMT for a project. Replica is
a `Big Data' source that allows for a more accurate measurement of VMT
rather than an estimation that would be provided with a Travel Demand
Model (TDM).
J. Based on the application of the VMT impact analysis methodology, a land
use project involving residential, office, or other employment -based uses
would be considered to result in a significant VMT impact if the following
threshold is met: a land use project results in a significant VMT impact if the
project -generated VMT per service population exceeds the City Average
VMT per service population under existing baseline conditions. A land use
project involving retail or other customer -based uses would be considered
to result in a significant VMT impact if the following threshold is met: a land
use project results in a net regional increase in VMT.
K. The City Average VMT and net regional increase thresholds are
recommended as the most achievable reduction given El Segundo's unique
circumstances. The City of El Segundo is not a transit -rich area (with the
exception of three light rail stations in the east part of the City), and therefore
lacks the public transit system infrastructure, service, and operational
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Page 121 of 238
amenities to support many feasible transit -related measures to reduce and
mitigate VMT impacts to a level of insignificance. In addition, there is very
little relatively flat vacant land remaining in the City, and the City does not
have available land for the development of large mixed -use projects that
could substantially reduce and mitigate VMT impacts to a level of
insignificance.
L. The proposed thresholds and associated mitigation measures are
quantified using currently available best practices per the California Air
Pollution Control Officers Association (CAPCOA).
SECTION 2: In accordance with the California Environmental Quality Act (California
Public Resources Code §§ 21000, et seq., "CEQX) and CEQA regulations (14 California
Code of Regulations §§ 15000, et seq.), and CEQA Guideline Section 15378(b)(5), the
proposed Policy for Implementing VMT Guidelines is not a "project" under CEQA as it is
an administrative activity of government and will not result in a direct or indirect physical
change to the environment.
SECTION 3: Based upon oral and written testimony and other evidence received at the
public hearing held on the proposed Policy for Implementing VMT Guidelines, and upon
studies and investigations made by the City Council and on its behalf, the City Council
does further find as follows:
A. The adoption of the Policy for Implementing VMT Guidelines is consistent
with SB 743 and Section 15064.3 of the CEQA Guidelines.
SECTION 4: Action. Based on the information and findings set forth above, the City
Council approves and adopts the Policy for Implementing VMT Guidelines as set forth in
Exhibit A hereto, incorporated herein by this reference.
SECTION 5: The City Clerk will certify to the passage and adoption of this Resolution,
enter it in the City's book of original Resolutions, and make a record of this action in the
meeting's minutes.
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SECTION 6: Effective Date. This Resolution will take effect immediately upon adoption
and will remain effective unless repealed or superseded.
PASSED, APPROVED, AND ADOPTED this 6th day of September 2022.
Drew Boyles, Mayor
ATTEST:
Tracy Weaver, City Clerk
APPROVED AS TO FORM:
Mark Hensley, City Attorney
ATTEST:
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS
CITY OF EL SEGUNDO )
I, Tracy Weaver, City Clerk of the City of El Segundo, California, do hereby certify that
the whole number of members of the City Council of said City is five; that the foregoing
Resolution No. was duly passed, approved, and adopted by said City Council,
at a regular meeting of said Council held on the 6t" day of September, 2022, approved
and signed by the Mayor, and attested to by the City Clerk, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Tracy Weaver, City Clerk
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DRAFT SB 743 Implementation Guidelines
City of El Segundo
May 27, 2022
Background
In 2013, SB 743 was signed into law by California Governor Jerry Brown with a goal of reducing
Greenhouse Gas (GHG) emissions, promoting the development of infill land use projects and multimodal
transportation networks, and to promote a diversity of land uses within developments. One significant
outcome resulting from this statue is the removal of automobile delay and congestion, commonly
known as level of service (LOS), as a basis for determining significant transportation impacts under the
California Environmental Quality Act (CEQA).
The Governor's Office of Planning and Research (OPR) selected Vehicle Miles Traveled (VMT) as the
principal measure to replace LOS for determining significant transportation impacts. VMT is a measure
of total vehicular travel that accounts for the number of vehicle trips and the length of those trips. OPR
selected VMT, in part, because jurisdictions are already familiar with this metric. VMT is already used in
CEQA to study other potential impacts such as GHG, air quality, and energy impacts and is used in
planning for regional Sustainable Communities Strategies (SCS).
VMT also allows for an analysis of a project's impact throughout the jurisdiction rather than only in the
vicinity of the proposed project allowing for a better understanding of the full extent of a project's
transportation -related impact. It should be noted that SB 743 does not disallow an agency to use LOS for
other planning purposes outside the scope of CEQA.
Land Use Projects
The City has developed an approach to identify transportation impacts under CEQA for land -use that
aligns with guidance provided within the OPR Technical Advisory on Evaluating Transportation Impacts
in CEQA (2018). While the OPR guidance related to SB 743 has been a helpful introduction to using VMT
to evaluate projects, it does not provide a complete solution. There are a multitude of complex practical
issues that are not addressed by the OPR guidance. OPR Guidance does not specifically address land
uses beyond residential, office and retail, and it provides latitude on some elements of implementation.
In response to this, a specific series of analysis steps for SB 743 project evaluation have been developed
to clarify requirements and reduce potential confusion. Exhibit 1 provides a graphical representation of
this analysis process.
SB 743 Implementation
May 2022
Page 124 of 238
Table of Contents
Background...................................................................................................................................................1
LandUse Projects..........................................................................................................................................1
Step1: Evaluate Land Use Type................................................................................................................4
Step 2: Screen for Non -Significant Transportation Impact.......................................................................4
Step 3: Significance Threshold and Methodology....................................................................................
8
VMT Thresholds of Significance............................................................................................................ 9
SketchPlanning Tool...........................................................................................................................
10
Step 4: Scope of Analysis Agreement.....................................................................................................10
Step 5: Analysis and Mitigation...............................................................................................................
10
Step 6: Mitigation Monitoring............................................................................................................
11
TransportationProjects..............................................................................................................................
11
Screen for Non -Significant Transportation Impact.................................................................................12
Significance Threshold and Methodology...............................................................................................13
Appendix A — VMT Analysis Methodology..................................................................................................
14
Appendix B—Transportation Demand Measures.......................................................................................16
SB 743 Implementation
May 2022
Page 125 of 238
Exhibit 1— Process for CEQA VMT Analysis for Land Use Projects
Fw
LA
• Evaluate land use
• Screen for non-signifcant transportation impact
• Determine significance threshold and methodology
• Scope of Analysis Agreement
• Analysis and Mitigation
• Mitigation Monitoring (if Required)
SB 743 Implementation
May 2022
Page 126 of 238
Step 1: Evaluate Land Use Type
During the initial step the land use projects will need to be evaluated for the following considerations:
■ Land use type. For the purposes of analysis, the Institute of Transportation Engineers (ITE) land
use codes serve as the basis of land use definitions. Although it is recognized that VMT
evaluation tools and methodologies are typically not fully sensitive to some of the distinctions
between some ITE categories, the use of ITE land use codes is useful for maintaining consistency
across analyses, determining trip generation for other planning level tools, and maintaining a
common understanding of trip making characteristics amongst transportation professionals and
City staff. The ITE land use code is also used as an input into the sketch planning tool.
■ Mixed Use. If there are multiple distinct land uses within the project (residential, office, retail,
etc.), they will be required to be analyzed separately unless they are determined to be
insignificant to the total VMT. Mixed use projects are permitted to account for internal capture
which depending on the methodology may require a distinct approach not covered in this
documentation.
■ Redevelopment projects. As described under the Non -Significant Screening Criteria section,
redevelopment projects which have lower VMT than the existing on -site use can be determined
to have a non -significant impact.
Step 2: Screen for Non -Significant Transportation Impact
The purpose of this step is to determine if a presumption of a non -significant transportation impact can
be made on the facts of the project. The guidance in this section is primarily intended to avoid
unnecessary analysis and findings that would be inconsistent with the intent of SB 743. A detailed CEQA
transportation analysis will not be required for land use elements of a project that meet the screening
criteria shown in Exhibit 2. If a project is mixed use in nature, only those elements of the project that do
not comply with the elements in Exhibit 2 would require further evaluation to determine transportation
significance for CEQA purposes.
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Exhibit 2 —Screening Criteria
Small Projects' Project is presumed to cause a less -than -significant impact if it would:
This applies to projects Generate less than 110 trips per day per the ITE Manual or other
with low trip acceptable source determined by City of El Segundo
generation per existing
Unless:
CEQA exemptions.
Note that this includes Be inconsistent with the Sustainable Communities Strategy as
any land use type determined by the City of El Segundo
(residential, office,
open space,
neighborhood parks,
etc.)
Projects Near High Project is presumed to cause a less -than -significant impact if it would:
Quality Transit'
■ Be within a %2 mile of an existing major transit stop3
High quality transit
Unless:
provides a viable
option for many to 0 Have a Floor Area Ratio (FAR) of less than 0.75; or
replace automobile
trips with transit trips Includes more parking, excluding on -street parking, for use by
resulting in an overall residents, customers, or employees of the project than required by
reduction in VMT. the City of El Segundo zoning code; or
■ Be inconsistent with the Sustainable Communities Strategy as
determined by the City of El Segundo; or
■ Replaces affordable residential units with a smaller number of
moderate- or high -income residential units
Local -Serving Retail4 Project is presumed to cause a less -than -significant impact if it would
include:
The introduction of
new Local -serving A local serving retail development as determined by the City of El
retail has been Segundo5
determined to reduce
VMT by shortening
2018 OPR Guidance, page 12
2018 OPR Guidance, page 13
s Pub. Resources Code, § 21064.3 ("Major transit stop' means a site containing an existing rail transit station, a ferry terminal served by either a
bus or rail transit service, or the intersection of two or more major bus routes with a frequency of service interval of 15 minutes or less during the
morning and afternoon peak commute periods.").
'2018 OPR Guidance, page 16
s Local -serving retail is where no single on -site store exceeds 50,000 square feet and its customer base is the surrounding area that were
previously making trips further away to a store offering similar products.
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"xhi
• • Criteria
ScrP_P_ning Criteria OPR Guida
trips that will occur out Unless:
of necessity (groceries,
other essentials, etcThe nature of the service is regionally serving as determined by the
City of El Segundo
Affordable Housing6 Project is presumed to cause a less -than -significant impact if it would:
Lower -income Provide a high percentage of affordable housing, as determined by
residents make fewer the City of El Segundo
trips on average,
Unless:
resulting in lower VMT
overall. The percentage of affordable housing is determined by the City of El
Segundo to not be high in relation to the residential element of a
project
Local Essential
Project is presumed to cause a less -than -significant impact if it would:
Service'
■ Include a building that is less than 50,000 square feet; and
As with Local -Serving
0 Land Use is:
Retail, the introduction
of new Local Essential
Day care center; or
Services shortens non-
Public K-12 School; or
discretionary trips by
putting those goods
Police or Fire facility; or
and services closer to
0 Hospital and clinics; or
residents, resulting in
an overall reduction in
Medical/Dental office building; or
VMT.
Government offices (in -person services such as post office,
library, and utilities)
Unless:
■ The nature of the service is regionally serving, as determined by the
City of El Segundo
' 2018 OPR Guidance, page 14. As described, "Evidence supports a presumption of less than significant impact for a 100 percent affordable
residential development (or the residential component of a mixed -use development) in infill locations. Lead agencies may develop their own
presumption of less than significant impact for residential projects (or residential portions of mixed -use projects) containing a particular amount
of affordable housing, based on local circumstances and evidence."
' Based on assumption that, like local -serving retail, the addition of necessary local in -person services will reduce VMT given that trips to these
locations will be made irrespective of distance given their non -discretionary nature.
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Exhibit 2 —Screening Criteria
Map -Based Screening Project is presumed to cause a less -than -significant impact if it would:
This method
Be located in an area of development that is under the threshold as
eliminates the need for
shown on a screening map as allowed by City of El Segundo
complex analyses, by
allowing existing VMT
Unless:
data to serve as a basis
Represent significant growth as to substantially change regional
for the screening
travel patterns as determined by the City of El Segundo
smaller developments.
Note that screening is
limited to residential
and office projects
utilizing the maps.
Redevelopment
Project is presumed to cause a less -than -significant impact if it would:
Projects$
■ Replaces an existing VMT-generating land use and does not result in
Projects with lower
a net overall increase in VMT
VMT than existing on-
site uses, can under
Unless:
limited circumstances,
■ The project replaces an existing VMT-generating land use and results
be presumed to have a
in a net overall increase in VMT; or
non -significant impact.
In the event this
■ The existing land use has been vacant for more than 2 years
screening does not
apply, projects should
be analyzed as though
there is no existing
uses on site (project
analysis cannot take
credit for existing
VMT).
s 2018 OPR Guidance, Page 18
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Step 3: Significance Threshold and Methodology
The purpose of this step is to determine the threshold of significance for application to a land use
project. Significance thresholds are based on land use type, broadly categorized as efficiency and net
change metrics. Efficiency metrics include VMT/Capita, Work VMT/employee, and VMT/Service
Population. Service population is defined as the total number of employees and residential population.
As described in Exhibit 3, "Net Change" refers to the net change in regional VMT. "Net Change" is used
for elements that include a significant customer base, such as commercial uses, although it can extend
to a variety of uses that have similar characteristics as shown in Exhibit 3.
Exhibit 3 - Significance Threshold Criteria and Methodology
Example Land Use Residential, Professional Office,
Industrial
Example VMT Thresholds VMT per service population
Customer Component
Allowable Methods
Non -Significant Screening Criteria,
The City of El Segundo Sketch
Planning Tool, Travel Demand
Model
Retail, Hotel, Sports Venue
Region VMT change
Yes
Non -Significant Screening
Criteria, Travel Demand Model
For projects with a significant customer base, it is typically appropriate to separately calculate the
change in VMT related to the customers and employees separately unless the customer base is minimal
in nature. Under the circumstances in which the project has a significant customer base, first you would
evaluate the total difference in regional VMT resultant from the customer base. Then you would
calculate the difference in VMT resultant from employees using the following formula:
(number of employees) x (estimated VMT/employee — threshold VMT/employee)
The threshold of significance for projects with a significant customer base will accordingly correspond to
the "Net Change" threshold as described in Exhibit 3. Under these circumstances, you would also use
"Net Change" when evaluating the outcomes of mitigations as well. If a project includes a mixture of
land use types (mixed -use), each element of the project should be evaluated separately for the purposes
of clarity.
For non -typical land use projects, the project applicant will need to work with the City to determine
which metric and methodology should be used for analyzing the project's VMT impact.
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VMT Thresholds of Significance
The thresholds of significance, as they relate to the City of El Segundo, are summarized in Exhibit 4.
Exhibit 4 - VMT Thresholds of Significance Evaluation Method
Land Use old of Significance Evaluation Method
Residential
The existing daily VMT per service population for the City of El
Segundo based on data from Replica
Office
The existing daily VMT per service population for the City of El
Segundo based on data from Replica
Retail Net increase in total daily VMT
Based on these criteria the VMT thresholds of significance shown in Exhibit 5 have been established.
The thresholds shown in Exhibit 5 are based on data obtained from Replica10 representing conditions on
a typical weekday in the fall of 2019 (September through November). The thresholds are calculated
using the El Segundo citywide average.
Exhibit 5 - VMT Thresholds of Significance, Threshold Basis, and Data Source
Residential 24.5 VMT/Service
Population
Office 24.5 VMT/Service
Population
Retail Net regional change
Other 24.5 VMT/Service
Employment Population
Other
Net regional change
Customer
The existing VMT per service population for City of El
Segundo based on data from Replica
The existing VMT per service population for the City
of El Segundo based on data from Replica
Using the City of El Segundo as the basis and Replica
as the data source
The existing VMT per service population for the City
of El Segundo based on data from Replica
Using the City of El Segundo as the basis and Replica
as the data source
Note that the inclusion of "Other Employment" and "Other Customer" refers to all other service and
goods providers that are not included in the basic office/retail categories. Examples of "Other
Employment" include industrial uses such as warehouses and distribution centers. Examples of "Other
Customer" include hotels, event spaces, post offices, and wineries.
" Replica (www.replicahq.com) is an online big data aggregator that provides trip information throughout the United States. Information
includes origin and destination, trip purpose, mode, and other characteristics.
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Based on improvements to methods and data there will be periodic updates to the numerical threshold
values shown, however the relative approach for calculating them should remain the same. Therefore,
the information provided in the table above will be updated periodically and the project applicant
should confirm with City staff as to which values are current.
Sketch Planning Tool
The City of El Segundo has developed a sketch planning tool for use in SB 743 land use project analysis.
The purpose of the tool is to calculate VMT for a land use project. The source data of the tool was
developed from Replica using the methodology described in Appendix A. As with any sketch planning
tool, there are distinct limitations in terms of its application including limits on the type and size of
development that it can be applied to. Note that it is anticipated that the tool will continue to evolve in
response to methodological changes adopted by the City and as such it is important that the most
current version of the tool be utilized. Broadly, the sketch planning tool provides the following
information:
■ Institute of Transportation Engineers (ITE) Trip Generation
■ VMT Threshold Analysis
■ Greenhouse Gas (GHG) Estimation
■ Transportation Demand Management (TDM) Evaluation
The VMT Analysis methodology is summarized in Appendix A.
Step 4: Scope of Analysis Agreement
Prior to undertaking VMT analysis, a scope compliant with the City of El Segundo's requirements should
be prepared and submitted for approval. Given the potential complexities of some uses, particularly
those not identified as residential, retail, or office, an agreement regarding the threshold and
methodology is important to avoid analysis that is not compliant with the City of El Segundo's
requirements.
Step 5: Analysis and Mitigation
During this step the analysis agreed to under Step 4 should be completed. Relevant documentation
providing enough detail that assumptions are clearly understandable, and methods that can be
replicated should be provided along with the results of the VMT analysis for the proposed project.
If a significant transportation impact is identified, feasible mitigation measures to avoid or reduce the
impact must be identified. CEQA requires that the mitigation measures are included in the project's
environmental assessment. OPR provides a list of potential measures to reduce VMT but gives the lead
agency full discretion in the selection of mitigation measures.
The type and size of the project will determine the most appropriate mitigation strategies for VMT
impacts. For large projects such as general plans or specific plans, VMT mitigations should concentrate
on the project's density and land use mix, site design, regional policies, and availability of transit, bicycle,
and pedestrian facilities. For smaller projects such as an individual development project, VMT
mitigations will typically require the preparation of a transportation demand management (TDM)
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program. A TDM program is a combination of strategies to reduce VMT. The program is created by an
applicant for their land use project based on a list of strategies agreed to with the City of El Segundo.
The City of El Segundo has developed a list of potential TDM strategies appropriate for their jurisdiction
and what magnitude of VMT reduction could be achieved. The selection process was guided by the
California Air Pollution Control Officers Association (CAPCOA) recommendations found in the January
2022 publication Handbook for Analyzing Greenhouse Gas Emission Reductions, Assessing Climate
Vulnerabilities, and Advancing Health and Equity. The area context of the City of El Segundo also
influenced the type of TDM strategies that were selected.
Appendix B summarizes available TDM strategies along with the maximum VMT reduction, applicable
land use application, and complementary strategies. The City of El Segundo's sketch planning tool
includes the TDMs summarized in Appendix B.
If feasible mitigation measures cannot be identified to mitigate the project's impact, a Cumulative
analysis will be required. A land development project or transportation project that can be sufficiently
mitigated to not have a significant impact under Baseline Plus Project conditions would not be required
to undertake Cumulative analysis.
If Cumulative analysis is determined to be required, the Cumulative analysis should consider the effect
of any planned mitigation measures identified during the Baseline analysis even if those mitigation
measures do not fully mitigate the impact. If the Cumulative conditions analysis also results in a finding
of a significant impact with previously identified mitigation measures, this Cumulative impact shall result
in a finding of a significant and unavoidable impact and must therefore be called out in the project's EIR
and subject to a Finding of Overriding Consideration.
Step 6: Mitigation Monitoring
As required by CEQA, the City of El Segundo will require ongoing mitigation monitoring and reporting.
The specifics of this will be developed on a project basis.
Transportation Projects
Depending on the specific nature of a transportation project; it can alter trip patterns, trip lengths, and
even trip generation. Research has determined that capacity -enhancing projects can and often do
increase VMT. This phenomenon is commonly referred to as "induced demand". While methods are
generally less developed for the analysis of induced demand compared to other areas of transportation
analysis, there is still the need to quantify and understand its impact to the transportation system
considering the requirements of SB 743.
Similarly to land use projects, the approach to transportation project analysis closely aligns with the
2018 OPR Guidance. In terms of analysis, the analyst should first determine whether the transportation
project has been prescreened and determined to have a non -significant impact as described in the
following section.
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Screen for Non -Significant Transportation Impact
The following non -significant impact examples are provided directly from the 2018 OPR Guidance14:
■ Rehabilitation, maintenance, replacement, safety, and repair projects designed to improve the
condition of existing transportation assets (e.g., highways; roadways; bridges; culverts;
■ Transportation Management System field elements such as cameras, message signs, detection,
or signals; tunnels; transit systems; and assets that serve bicycle and pedestrian facilities) and
that do not add additional motor vehicle capacity
■ Roadside safety devices or hardware installation such as median barriers and guardrails
■ Roadway shoulder enhancements to provide "breakdown space," dedicated space for use only
by transit vehicles, to provide bicycle access, or to otherwise improve safety, but which will not
be used as automobile vehicle travel lanes
■ Addition of an auxiliary lane of less than one mile in length designed to improve roadway safety
■ Installation, removal, or reconfiguration of traffic lanes that are not for through traffic, such as
left, right, and U-turn pockets, two-way left turn lanes, or emergency breakdown lanes that are
not utilized as through lanes
■ Addition of roadway capacity on local or collector streets provided the project also substantially
improves conditions for pedestrians, cyclists, and, if applicable, transit
■ Conversion of existing general-purpose lanes (including ramps) to managed lanes or transit
lanes, or changing lane management in a manner that would not substantially increase vehicle
travel
■ Addition of a new lane that is permanently restricted to use only by transit vehicles
■ Reduction in number of through lanes
■ Grade separation to separate vehicles from rail, transit, pedestrians or bicycles, or to replace a
lane in order to separate preferential vehicles (e.g., HOV, HOT, or trucks) from general vehicles
■ Installation, removal, or reconfiguration of traffic control devices, including Transit Signal
Priority (TSP) features
■ Installation of traffic metering systems, detection systems, cameras, changeable message signs
and other electronics designed to optimize vehicle, bicycle, or pedestrian flow
■ Timing of signals to optimize vehicle, bicycle, or pedestrian flow
■ Installation of roundabouts or traffic circles
■ Installation or reconfiguration of traffic calming devices
■ Adoption of or increase in tolls
14 2018 OPR Guidance, Page 20
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■ Addition of tolled lanes, where tolls are sufficient to mitigate VMT increase
■ Initiation of new transit service
■ Conversion of streets from one-way to two-way operation with no net increase in number of
traffic lanes
■ Removal or relocation of off-street or on -street parking spaces
■ Adoption or modification of on -street parking or loading restrictions (including meters, time
limits, accessible spaces, and preferential/reserved parking permit programs)
■ Addition of traffic wayfinding signage
■ Rehabilitation and maintenance projects that do not add motor vehicle capacity
■ Addition of new or enhanced bike or pedestrian facilities on existing streets/highways or within
existing public rights -of -way
■ Addition of Class I bike paths, trails, multi -use paths, or other off -road facilities that serve
nonmotorized travel
■ Installation of publicly available alternative fuel/charging infrastructure
■ Addition of passing lanes, truck climbing lanes, or truck brake -check lanes in rural areas that do
not increase overall vehicle capacity along the corridor
Significance Threshold and Methodology
For projects that increase roadway capacity and are not identified under the Non -Significant Screening
Criteria in the prior section, the significance criterion should be change in regional VMT. A finding of a
significant impact would be determined if a transportation project results in a net increase in regional
VMT.
Project types that would likely lead to a measurable and substantial increase in vehicle travel generally
include those that:
■ Add through lanes on existing or new highways, including general purpose lanes, HOV lanes,
peak period lanes, auxiliary lanes, or lanes through grade -separated interchanges.
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Appendix A — VMT Analysis Methodology
While Travel Demand Models (TDMs) are broadly considered to be amongst the most accurate of
available tools to assess regional and sub -area VMT, based on a review of the data for El Seguno, it was
decided that Replica would be used instead to assess VMT. This decision was primarily due to the fact
that using a Big Data source (Replica) allows for a more accurate measurement of their VMT rather than
an estimation that would be provided with a TDM. Replica uses anonymized cell phone data combined
with or sources of location -based data such as credit card transactions to estimate trips down to the
network link and Census block group level. The data used for this analysis is based on the average
weekdays occurring between September and November 2019 to remove the influence of COVID. Each
trip recorded includes the distance of the trip, the length (in seconds) of the trip, the mode used (drive
alone, passenger, transit, walk, bike, other), the travel purpose (work, school, home, shopping, eating,
etc.), the origin type (home, work, shopping, food, etc.), the time of day, the origin block group, and the
destination block group. To determine a threshold for the City of El Segundo, trips arriving or departing
from the 5-County SCAG region (Ventura, Los Angeles, Orange, San Bernardino, and Riverside) were
included.
land lJse nata
The number of residents and workers within each block group that comprises the City of El Segundo, as
well as for the five counties included in the region, were taken from data provided by the US Census for
2019. 2019 was chosen to match the year that the trips were collected from Replica and used to develop
the VMT thresholds for the City.
Person Trips. Vehicle Occupancv. Trip Distance
To determine the average trip distance and occupancy for the City of El Segundo, as well as the 5-County
region, the total trips were refined to only include trips that either started from home or work. The trips
were refined further to isolate only those trips that occurred within an automobile rather than by
another mode such as transit or biking, as required by State guidelines. Two trip types remain within the
Replica data, private auto trips and carpool trips. Replica trips are person trips rather than vehicle trips
and private auto trips are defined as trips made by someone driving a vehicle, excluding passengers.
Carpool trips are defined as trips across the network by people who were passengers within a private
auto.
Within the analysis period that included data from more than one Thursday in October 2019, there were
31,727 private auto trips and 8,960 carpool trips traveling from work or home within the City of El
Segundo. During the same period, there were 20,300,645 private auto trips and 8,248,321 carpool trips
traveling from work or home for the five counties. As all trips were person trips, the occupancy was
calculated by dividing the total number of trips by the number of private auto trips as these trips
represent one vehicle per driver. This resulted in a calculated occupancy of 1.28 persons per vehicle for
the City of El Segundo and 1.42 persons per vehicle for the five counties. The total distance traveled by
these trips was 638,165 miles for the City of El Segundo and 222,124,979 for the five counties. This
resulted in an average trip distance of 15.7 miles for the City of El Segundo and 11.8 miles for the five
counties.
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VMT by Service Population
The calculated occupancy information was used to estimate the average VMT per Service Population for
the City of El Segundo and the 5-County region. The total service population within El Segundo (91,104)
and the 5-County region (26,965,277) were multiplied by two to account for the fact that Replica only
provides one-way trip information and divided by the occupancy to determine the total number of
vehicle trips, resulting in 142,083 total trips for the City of El Segundo and 38,066,811 total trips for the
5-County region. This was then multiplied by the average commute trip distance calculated previously,
resulting in a total daily VMT of 2,228,529 for the City of El Segundo and 448,435,408 for the 5-County
region. The total daily VMT was then divided by the total service population (residents + workers) to
calculate an average daily VMT per Service Population of 24.5 for the City of El Segundo and 16.6 for the
5-County region. It should be noted that only two of the fourteen block groups that comprise the City of
El Segundo's boundary have a higher VMT per Service Population than the El Segundo citywide average
while five of the fourteen block groups have a higher VMT per Service Population than the 5-County
regional average. As noted previously, the City's VMT per Service Population threshold is set at the El
Segundo citywide average of 24.5 VMT per Service Population.
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Appendix B—Transportation Demand Measures
City of El Segundo
TDM
Transportation
VMT
Measure
Demand
Management
Description
TDM Type
Max VMT
Reduction
Reduction
#
Measure
yp
Type
Land Use Strategies
This measure would reduce
project VMT in the study area
relative to the same project
sited in a non -transit -oriented
Provide Transit-
development (TOD) location.
1
Oriented
TOD refers to projects built in
Infrastructure
20%
Commute
Development (T-
compact, walkable areas that
3)
have easy access to public
transit, ideally in a location with
a mix of uses, including
housing, retail offices, and
community facilities.
This measure requires below
market rate (BMR) housing.
Integrate
BMR housing providing greater
2
Affordable
opportunity for lower income
Infrastructure
20%
All
Housing (T-4)
families to live closer to job
centers and achieve a
jobs/housing match near
transit.
Trip Reduction Programs
This measure will implement a
mandatory CTR program with
employers. CTR programs
Implement
discourage single -occupancy
Commute Trip
vehicle trips and encourage
3
Reduction
alternative modes of
Incentive
20%
Commute
Program -
transportation such as
Mandatory (T-6)
carpooling, taking transit,
walking, and biking, thereby
reducing VMT and GHG
emissions.
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City of El Segundo
TDM
Transportation
VMT
Measure
Demand
Management
Description
TDM Type
Max VMT
Reduction
Reduction
#
Measure
Type
yp
This measure will implement a
marketing strategy to promote
the project site employer's CTR
program. Information sharing
Implement
and marketing promote and
4
Commute Trip
educate employees about their
Incentive
4.0%
Commute
Reduction
travel choices to the
Marketing (T-7)
employment location beyond
driving such as carpooling,
taking transit, walking, and
biking, thereby reducing VMT
and GHG emissions.
This measure will implement a
ridesharing program and
5
Ridesharing
establish a permanent
Incentive
4.0%
Commute
Program (T-8)
transportation management
association with funding
requirements for employers.
This measure will provide
subsidized or discounted, or
free transit passes for
employees and/or residents.
Subsidized
Reducing the out-of-pocket
6
Transit Program
cost for choosing transit
Incentive
1.2%
Commute
(T-9)
improves the competitiveness
of transit against driving,
increasing the total number of
transit trips and decreasing
vehicle trips.
This measure will install and
Provide End -of-
maintain end -of -trip facilities for
7
Trip Bicycle
employee use. End -of -trip
Infrastructure
0.7%
Commute
Facilities (T-10)
facilities include bike parking,
bike lockers, showers, and
personal lockers.
This measure will implement an
employer -sponsored vanpool
Employer-
service. Vanpooling is a flexible
8
Sponsored
form of public transportation
Incentive
20%
Commute
Vanpool (T-11)
that provides groups of 5 to 15
people with a cost-effective and
convenient rideshare option for
commuting.
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City of El Segundo
TDM
Transportation
VMT
Measure
Demand
Management
Description
TDM Type
Max VMT
Reduction
Reduction
#
Measure
Type
yp
This measure will price onsite
parking at workplaces.
Price Workplace
Because free employee
9
Parking
parking is a common benefit,
Incentive
20%
Commute
(T-12)
charging employees to park
onsite increases the cost of
choosing to drive to work.
This measure will require
project employers to offer
employee parking cash -out.
Employee
Cash -out is when employers
10
Parking Cash-
provide employees with a
Incentive
o
12 /o
Commute
Out
choice of forgoing their current
(T-13)
subsidized/free parking for a
cash payment equivalent to or
greater than the cost of the
parking space.
Parking or Road Pricing / Management
This measure will reduce the
total parking supply available at
a residential project or site.
Limit Residential
Limiting the amount of parking
11
Parking Supply
available creates scarcity and
Incentive
13.7%
All
(T-15)
adds additional time and
inconvenience to trips made by
private auto, thus
disincentivizing driving as a
mode of travel.
This measure will unbundle, or
Unbundle
separate, a residential project's
12
Residential
parking costs from property
Incentive
15.7%
All
Parking Costs
costs, requiring those who wish
(T-16)
to purchase parking spaces to
do so at an additional cost.
Neighborhood Design
This measure will increase the
Pedestrian
sidewalk coverage to improve
13
Network
pedestrian access. Providing
Infrastructure
5%
All
Improvement (T-
sidewalks and an enhanced
18)
pedestrian network encourages
people to walk instead of drive.
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City of El Segundo
TDM
Transportation
VMT
Measure
Demand
Management
Description
TDM Type
Max VMT
Reduction
Reduction
#
Measure
yp
Type
This measure will construct or
improve a single bicycle lane
Construct or
facility (only Class I, II, or IV)
14
Improve Bike
that connects to a larger
Infrastructure
0.6%
All
Facility (T-19-A)
existing bikeway network.
Providing bicycle infrastructure
helps to improve biking
conditions within an area.
Construct or improve a single
bicycle boulevard that connects
Construct or
to a larger existing bikeway
Improve Bike
network. Bicycle boulevards
15
Boulevard (T-
are a designation within Class
Infrastructure
°
0.2 /o
All
19-B)
III Bikeway that create safe,
low -stress connections for
people biking and walking on
streets.
Transit Strategies
This measure will implement
transit -supportive treatments
Transit-
on the transit routes serving the
Supportive
plan/community. Transit-
16
Roadway
supportive treatments
Infrastructure
0.2%
All
Treatments
incorporate a mix of roadway
(T 27)
infrastructure improvements
and/or traffic signal
modifications to improve transit
travel times and reliability.
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{.,rVoy City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: Staff Presentations
Item Number: D.11
TITLE:
Grant Award from Chevron U.S.A., Inc. in the Amount of $75,000 to Support Economic
Development within the City of El Segundo
RECOMMENDATION:
1. Authorize the City Manager to accept grant funds in the amount of $75,000 for
Economic Development.
2. Appropriate grant funding to the Economic Development Grant Account 702-221-
2401-1281.
3. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
$75,000 Revenue for the Economic Development Grant Account 702-221-2401-1281
7_[81:(r]:A1l1►113
Staff applied for a grant from the Chevron Social Investment Partnership Program which
makes available financial resources in the form of competitive grants for investment
within the communities where Chevron maintains operations. The application was
submitted to support the City of El Segundo Economic Development Program. The
purpose of the program is to retain, expand and attract new businesses and create jobs
in El Segundo with an emphasis on attracting new industries to the city.
DISCUSSION:
The Chevron Social Investment Partnership Program has approved the grant
application and will award the City of El Segundo a grant in the amount of $75,000.00.
Page 143 of 238
Chevron U.S.A., Inc. Grant
September 6, 2022
Page 2 of 2
This is the ninth time El Segundo has been awarded grant funding from Chevron. City
Council previously accepted grants in the amount of $200,000 in 2013, $175,000 in
2014, $200,000 in 2015, $185,000 in 2016, $125,000 in 2017, $125,000 in 2018,
$110,000 in 2019, $100,000 in 2020, and $75,000 in 2021.
A one-time $75,000 payment will be made to the City of El Segundo tendered by check.
Staff recommends that these funds be utilized to support the following marketing and
branding goals:
• Enhance long-term economic stability and employment opportunities through
business attraction and industry diversification.
• Support business retention through pro -active, Citywide economic development
assistance.
• Evolve exciting destination and tourism marketing efforts (hotel, retail,
restaurants, arts/culture, and recreation).
• Continue and enhance marketing and branding efforts with focus on commercial
and industrial business attraction.
Staff requests Council to formally authorize the City Manager to accept grant funds in
the amount of $75,000 to support economic development within the City of El Segundo.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 1: Enhance Customer Service, Diversity, Equity, Inclusion & Communication
Objective A: El Segundo provides unparalleled service to internal and external customers
Goal 5: Champion Economic Development and Fiscal Sustainability
Objective A: El Segundo promotes economic growth and vitality for businesses and the community
PREPARED BY:
Cristina Reveles, Economic Development Coordinator
REVIEWED BY:
Barbara Voss, Deputy City Manager
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
None
Page 144 of 238
{:ICVoy
EL E UND
TITLE:
Main Street / Imperial Highway Monument Sign
RECOMMENDATION:
City Council Agenda Statement
Meeting Date: September 6, 2022
Agenda Heading: Staff Presentations
Item Number: D.12
Provide feedback and direction to staff regarding the recommended two
conceptual design options and authorize staff to proceed with advancing the
selected option.
2. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
Funding for this project was included in the Adopted FY 2020-2021 CIP Fund Budget as
follows:
Amount Budgeted: $450,000 ($150,000 General Fund & $300,000 Cultural Arts Fund)
Design: $72,110
Current Balance: $376,000
Additional Appropriation: None
Account Number(s): 301-400-8203-8214 (City Gateway Entry Project)
BACKGROUND:
On January 18, 2022, City Council authorized staff to execute a Professional Services
Agreement with Hirsch & Associates, Inc. to prepare the design of the Main Street /
Imperial Highway Monument Entry Feature and authorized staff to remove the existing
signage at the Main Street and Imperial Highway intersection. By the end of January,
Public Works staff had removed the signs at the site intersection (see attachment).
Additionally, Hirsch & Associates, Inc. investigated the site and prepared two concepts
for this entry feature. The designer was asked to provide a design that is reflective of El
Segundo's small-town charm, beach orientation, ties into the evolving nature of the
Downtown area, and connects to the historic El Segundo High School, Library Park, and
Library Park sites.
Page 145 of 238
Main Street / Imperial Highway Monument Entry Feature Project
September 6, 2022
Page 2 of 3
DISCUSSION:
The two concepts presented herein are summarized as follows:
• The Character of El Segundo concept. This concept is inspired by industrial
design and materials where the abstract graphic images are cut into steel or
aluminum panels. This design touches on many of the features that come
together to form the character of El Segundo from the past, present, and future.
The estimated construction cost for this option is $440,000.
• The Old Time Postcard Inspiration concept. This concept is inspired by the
creative tourist industry marketing of the past. This bold, clean, and modern
design will be a stand -out statement -piece in the landscape, inviting visitors to
explore all that the city has to offer. The estimated construction cost for this
option is $420,000.
The conceptual drawings and renderings for these two design options are provided as
an attachment.
The staff is asking for the City Council's feedback on the two presented options, and is
requesting direction from the City Council on which option is to be further developed for
the final design for this project.
With the City Council's direction, the final design is estimated to be completed by
December 2022.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 4: Develop and Maintain Quality Infrastructure and Technology
Objective 4A: El Segundo's physical infrastructure supports an appealing, safe and
effective community.
Objective 413: El Segundo's technology supports effective, efficient, and proactive
operations.
Goal 5: Champion Economic Development and Fiscal Sustainability
Objective 5A: El Segundo promotes economic growth and vitality for business and the
community.
Objective 513: El Segundo approaches its work in a financially strategic and responsible
way.
PREPARED BY:
Page 146 of 238
Main Street / Imperial Highway Monument Entry Feature Project
September 6, 2022
Page 3 of 3
Cheryl Ebert, Senior Civil Engineer
REVIEWED BY:
Elias Sassoon, Public Works Director
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
1. Main & Imperial Monument —Removal of Existing Signage
2. Character of El Segundo Concept
3. Old Time Postcard Concept w Greetings
Page 147 of 238
Main Street / Imperial Highway Monument Entry Feature Project
Photo of Existing Signage
Page 148 of 238
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CHARACTER OF EL SEGUNDO GATEWAY SIGN
Inspired by industrial design and materials, this abstract graphic gateway sign will be a stand -out statement piece in the landscape, drawing people in to take a closer look. The abstract
graphic images cut into the steel or aluminum panels touch on many of the facets that come together to form the character of El Segundo. Inspiration was drawn from the past and
present in the ecology of place, Tongva artifacts, community and agriculture, refinery and aerospace industries, current technology, and the unknown future. Holes drilled in the sign
near the early aerospace symbols can be filled with rivets by community participants or city employees that wish to be involved with the sign construction. An interpretive sign can be
positioned near the gateway sign to provide passers-by with more information on the symbolism found in the sign and their significance to the City. Small white LED light strips can be
mounted on the back of the laser cut panels to provide a wash of bright light along the face of the wall. Linear, color -changing LED lights can then be mounted at the face of the sign to
create a wash of color for an exciting and dynamic look. The gateway plant palette can emphasize the beach -like feel utilizing decomposed granite surfacing combined with ornamental
grasses, Coastal Buckwheat, Silver Lupine and other drought tolerant planting as a support element for the sign without competing with it.
Weathering Steel Panels Mounted on Concrete Wall
Local Ecology & Tongva Tribe
Refineries, Agricultural History New Technology Potential Future -
and Aerospace Industry Aerospace Circuit Board Our Imaginations and Beyond
INSPIRATION
A f
Main Street & Imperial Highway Gateway Monument - Character of El Segundo Inspiration
City of El Segundo, California 6-1-2022
HIRSCH & ASSOCIATES, INC.
LANDSCAPE ARCHITECTURE & PLANNING
2221 EAST WINST N Rom). SurrE A
ANAHEIM. CALrrORN IA 92906
PHONE 714-776-4za4o F'AX7t4-7764;�95
WWW. HA;L NDARCH.GOM LA# i 710
Page 150 of 238
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Page 152 of 238
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LANDSCAPE RECOMMENDATIONS
Main Street & Imperial Highway Gateway Monument - Proposed Gateway Sign Layout
City of El Segundo, California 6-1-2022
i
Decomposed Granite
Permeable Paving
HIRSCH & ASSOCIATES, INC.
LANDSCAPE ARCHITECTURE & PLANNING
2221 EAST WINSTON ROAD, SUITE A
ANAHEIM. CALIFORNIA 92806
PRONE 714,776,4340 FAx 71 4'776-4395
WWW. HAILANDARCH.COM LA#1710
Page 154 of 238
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WITH MURAL PAINTING
REFINERIES
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AEROSPACE FUTURE TECHNOLOGY
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LARGE FORMAT MODERN GATEWAY SIGN OPTIONS INSPIRED BY OLD TIME POSTCARDS
51
Inspired by the creative tourist industry marketing of the past and bold, clean, modern design, this graphic gateway sign will be a stand -out statement piece in the landscape
inviting visitors down the street and enticing them to explore all that the City of El Segundo has to offer. The decorative artwork within the lettering can provide motion, color,
and texture while visually depicting the character of El Segundo's beach city, natural habitat, refinery and aerospace industries, and the future technologies. The base can
have a wood -look boardwalk appeal surrounded by a swathe of decomposed granite "beach sand" that will allow for an up -close exploration of the artwork. Each recessed
letter can be lit with a white LED light strip embedded within its perimeter to accent the colorful artwork within each letter. Grasses, Coastal Buckwheat, Silver Lupine, and
other drought tolerant plantings can support the "beach" feel of the gateway and provide visual interest with color and texture without competing with the sign.
INSPIRATION
t - Main Street & Imperial Highway Gateway Monument - Old Time Postcard Inspiration
` City of El Segundo, California 6-17-2022
HIRSCH & ASSOCIATES, INC.
LANDSCAPE ARCHITECTURE & PLANNING
22E 1 EA WI N6710N ROAD, SurrE A
ANAHEIM. CALIFORN IA 92606
PriONQ 7 1 4-77C�434p FAx 7 14-776-4895
W .HAILANDARCH.COh1 LA3t1710
Page 155 of 238
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Page 157 of 238
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LOCATION FOR NEW
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SCALE: 1" = 20'-0"
Seaside Buckwheat- Eriogonum latifolium
Mass Planting -
Ornamental Grasses
Silver Lupine-Lupinus albifrons
Decorative Cobble with
Metal Edging
LANDSCAPE RECOMMENDATIONS
Main Street & Imperial Highway Gateway Monument - Proposed Gateway Sign Layout
City of El Segundo, California 6-1-2022
i
Decomposed Granite
Permeable Paving
HIRSCH & ASSOCIATES, INC.
LANDSCAPE ARCHITECTURE & PLANNING
2221 EAST WINSTON ROAD, SUITE A
ANAHEIM. CALIFORNIA 92806
PHONE 714,776,4340 FAx 71 4'776-4395
WWW. HAILANDARCH.COM LA#1710
Page 159 of 238
{.,rVoy City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: Staff Presentations
Item Number: D.13
TITLE:
Implementation of Reorganization of City Departments
RECOMMENDATION:
Adopt a resolution which will establish basic monthly salary ranges reflecting the
revised titles for the job classifications of Director of Community Development
and Director of Recreation, Parks, and Library.
2. Introduce and waive the first reading of an ordinance amending the El Segundo
Municipal Code to reflect revised names of certain departments and positions.
3. Direct staff to schedule the ordinance's second reading for September 20, 2022
or as soon thereafter it may be considered.
4. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
Funding for the proposed actions was incorporated in the Adopted FY 2022-23 Citywide
Budget. No new funding is needed for this fiscal year.
BACKGROUND:
In response to the Adopted FY 2022-23 Budget approved by City Council on June 21,
2022 which included the initial revised names of certain departments and positions, as
follows:
Recreation. Parks. and Library Department (name cha
The name of the former "Community Services Department" was changed to
"Recreation, Parks, and Library Department" to reflect the merger of the Parks Division
from the Public Works Department with the Community Services Department, which
includes the Recreation and Library Divisions. The reorganized department structure is
Page 160 of 238
Implementation of Reorganization of City Departments
September 6, 2022
Page 2 of 3
now comprised of three divisions: 1) Recreation, 2) Parks and 3) Library.
Community Development Department (name change)
The name of the former "Development Services Department" was changed to
"Community Development Department" to better align with industry standards for
building, planning, and neighborhood preservation services provided.
DISCUSSION:
In alignment with the new Department names, the titles of the job classifications of the
Department Directors also require revision as described below:
Director of Community Development
The former Development Services Department is under the direction of the Director of
Development Services. Staff recommends revising the current title to Director of
Community Development Department. The salary range and "at -will" status in the
Executive Management group would remain unchanged. Funding for this position is
included in the Adopted FY 2022-2023 General Fund Budget.
Director of Recreation, Parks, and Library
The former Community Services Department is under the direction of the Director of
Community Services. Staff recommends revising the current title to Director of
Recreation, Parks, and Library. The salary range and "at -will" status in the Executive
Management group would remain unchanged. Funding for this position is included in
the Adopted FY 2022-23 General Fund Budget.
To implement the above actions, modifications are needed to City's Municipal Code to
comply with City's personnel policies and practices, as set forth in the proposed
ordinance. The ordinance also calls for the name changes to apply to existing City
resolutions and agreements. The proposed resolution will establish basic monthly salary
ranges reflecting the revised titles for the job classifications of Director of Community
Development and Director of Recreation, Parks, and Library.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 1: Enhance Customer Service, Engagement, and Communication; Embrace
Diversity, Equity, and Inclusion
Objective 1A: El Segundo provides unparalleled service to internal and external
customers.
Page 161 of 238
Implementation of Reorganization of City Departments
September 6, 2022
Page 3 of 3
Objective 1 B: El Segundo's engagement with the community ensures excellence.
Goal 3: Develop as a Choice Employer and Workforce
Objective: El Segundo is a city employer of choice and consistently hires for the future,
with a workforce that is inspired, world -class and engaged, demonstrating increasing
stability and innovation.
PREPARED BY:
Rebecca Redyk, Human Resources Director
REVIEWED BY:
Rebecca Redyk, Human Resources Director
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
1. Resolution Establishing Basic Salary Ranges
2. Ordinance Amending Municpal Code
Page 162 of 238
RESOLUTION NO.
A RESOLUTION ESTABLISHING BASIC MONTHLY SALARY RANGES
FOR FULL TIME JOB CLASSIFICATIONS
The City Council of the City of El Segundo does resolve as follows:
SECTION 1: The City Council approves the following basic salary ranges:
Classification Salary Range
Director of Community Development $13,581 - $17,700 Monthly
Director of Recreation, Parks, and Library $13,415 - $16,098 Monthly
SECTION 2: Authority. The City Manager or his designee is authorized to take any steps
necessary in order to effectuate this Resolution.
SECTION 3: Construction. This Resolution must be broadly construed in order to achieve
the purposes stated in this Resolution. It is the City Council's intent that the provisions of
this Ordinance be interpreted or implemented by the City and others in a manner that
facilitates the purposes set forth in this Resolution.
SECTION 4: Severability. If any part of this Resolution or its application is deemed invalid
by a court of competent jurisdiction, the City Council intends that such invalidity will not
affect the effectiveness of the remaining provisions or applications and, to this end, the
provisions of this Ordinance are severable.
SECTION 5: The City Clerk is directed to certify the adoption of this Resolution; record
this Resolution in the book of the City's original resolutions and make a minute of this
adoption of the Resolution in the City Council's records and the minutes of this meeting.
SECTION 6: This Resolution is effective September 6, 2022 and will remain effective
unless repealed or superseded.
PASSED AND ADOPTED this 6t" day of September, 2022.
Drew Boyles,
Mayor
Page 163 of 238
ATTEST:
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES 1 SS
CITY OF EL SEGUNDO
I, Tracy Weaver, City Clerk of the City of El Segundo, California, do hereby certify that
the whole number of members of the City Council of said City is five; that the foregoing
Resolution No. was duly passed and adopted by said City Council, approved and
signed by the Mayor, and attested to by the City Clerk, all at a regular meeting of said
Council held on the day of , 2022, and the same was so passed and adopted
by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Tracy Weaver, City Clerk
APPROVED AS TO FORM:
Mark D. Hensley, City Attorney
Page 164 of 238
ORDINANCE NO.
AN ORDINANCE AMENDING THE EL SEGUNDO MUNICIPAL CODE TO
REFLECT CHANGES TO THE CITY'S INTERNAL ORGANIZATION,
INCLUDING REVISED NAMES OF CERTAIN DEPARTMENTS AND
CLASSIFICATIONS.
THE CITY COUNCIL OF THE CITY OF EL SEGUNDO DOES ORDAIN AS
FOLLOWS:
SECTION 1. The City Council finds and determines as follows:
A. On August 16, 2022, the City Council approved a revised City organization
chart which made changes to the names of certain departments and
positions.
B. The City Council desires to adopt this ordinance memorializing the changes
within the City's Code.
SECTION 2. El Segundo Municipal Code ("ESMC") § 1-6-3 is amended in its
entirety to read as follows:
1-6-3: CITY DEPARTMENTS:
Effective , 2022 the organization of City government consists of the
following departments:
City Administration
Community Development Department
Finance Department
Fire Department
Human Resources Department
Information Technology Systems Department
Police Department
Public Works Department
Recreation, Parks, and Library Department"
SECTION 3. ESMC § 1-6-5 is amended in its entirety to read as follows:
Page 165 of 238
City of El Segundo
Ordinance No.
Page 2 of 4
1-6-5 DEPARTMENT HEADS:
For purposes of this chapter and expanding the coverage of initiative Ordinance
No. 586, pursuant to its § 19, effective , the term "department head"
includes:
Assistant City Manager
Chief Financial Officer
Chief of Police
City Manager
Deputy City Manager
Director of Community Development
Director of Human Resources
Direct of Information Technology Services
Director of Public Works
Director of Recreation, Parks, and Library
Fire Chief"
SECTION 4. Throughout the remainder of the ESMC and for all City resolutions and
contracts, all references to the following departments or directors are amended as follows:
Current Titles
Shall be changed:
"Development Services
"Community Development
Department," "Planning,
Department"
Building and Safety
Department," "Planning and
Building Department,"
"Community, Economic and
Development Services
Department,"
"Community Services
"Recreation, Parks, and
Department," "Recreation
Library Department"
and Parks Department"
"Director of Development
"Director of Community
Services," "Director of
Development"
Planning, Building and
Safety," "Director of
Planning and Building
Safety," "Director of
Page 166 of 238
City of El Segundo
Ordinance No.
Page 3 of 4
Community, Economic and
Planning and Building
Safety," "Community,
Economic and Development
Services Director," "Director
of Community, Economic
and Development Services"
"Director of Community
"Director of Recreation,
Services," "Recreation and
Parks, and Library"
Parks Director"
SECTION 5. Validity of Previous Code Sections. If this entire Ordinance or its application
is deemed invalid by a court of competent jurisdiction, any repeal of the ESMC or other
regulation by this Ordinance will be rendered void and cause such ESMC provision or
other regulation to remain in full force and effect for all purposes.
SECTION 6. Enforceability. Repeal or amendment of any previous Code Sections does
not affect any penalty, forfeiture, or liability incurred before, or preclude prosecution and
imposition of penalties for any violation occurring before this Ordinance's effective date.
Any such repealed part will remain in full force and effect for sustaining action or
prosecuting violations occurring before the effective date of this Ordinance.
SECTION 7. Severability. If any part of this Ordinance or its application is deemed invalid
by a court of competent jurisdiction, the City Council intends that such invalidity will not
affect the effectiveness of the remaining provision or application and, to this end, the
provisions of this Ordinance are severable.
SECTION 8. The City Clerk, or her duly appointed deputy, is directed to certify the
passage and adoption of this Ordinance; cause it to be entered into the City of El
Segundo's book of original ordinances; make a note of the passage and adoption in the
records of this meeting; and, within fifteen (15) days after the passage and adoption of
this Ordinance, cause it to be published or posted in accordance with California law.
SECTION 9. Construction. This Ordinance must be broadly construed to achieve the
purposes stated in this Ordinance. It is the City Council's intent that the provisions of this
Ordinance be interpreted or implemented by the City and others in a manner that
facilitates the purposes set forth in this Ordinance.
SECTION 10. Environmental Review. This Ordinance was reviewed pursuant to the
California Environmental Quality Act (Public Resources Code §§ 21000, et seq., "CEQA")
and the regulations promulgated thereunder (14 Cal. Code of Regulations §§15000, et
seq., the "CEQA Guidelines"). Based upon that review, this Ordinance is exempt from
Page 167 of 238
City of El Segundo
Ordinance No.
Page 4 of 4
further review pursuant to CEQA Guidelines §15061(b)(3) because it can be seen with
certainty that there is no possibility that the Ordinance may have a significant effect on
the environment.
SECTION 11. Recording. The City Clerk is directed to certify the passage and adoption
of this Ordinance; cause it to be entered into the City's book of original ordinances; make
a note of the passage and adoption in the records of this meeting; and, within 15 days
after the passage and adoption of this Ordinance, cause it to be published or posted in
accordance with California law.
SECTION 12. Execution. The Mayor, or presiding officer, is hereby authorized to affix his
signature to this Ordinance signifying its adoption by the City Council of the City of El
Segundo, and the City Clerk, or duly appointed deputy, is directed to attest thereto.
SECTION 13. Electronic Signatures. This Ordinance may be executed with electronic
signatures in accordance with Government Code §16.5. Such electronic signatures will
be treated in all respects as having the same effect as an original signature.
SECTION 14. Effective Date. This Ordinance will take effect on the 30th day following its
final passage and adoption.
ORDINANCE NO. HAD ITS FIRST READING ON , ITS
SECOND READING ON , AND WAS DULY PASSED, APPROVED,
AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF EL SEGUNDO AT ITS
REGULAR MEETING OF
Drew Boyles, Mayor
ATTEST:
Tracy Weaver, City Clerk
APPROVED AS TO FORM:
Mark D. Hensley, City Attorney
Page 168 of 238
Give} City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: Staff Presentations
Item Number: D.14
TITLE:
City of El Segundo FY 2022-2026 Strategic Plan
RECOMMENDATION:
1. Adopt the FY 2022-2026 Strategic Plan.
2. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
Implementation of the FY 2022-2026 Strategic Plan will be considered and prioritized in
the annual Citywide budget each fiscal year.
BACKGROUND:
The City of El Segundo's strategic planning process was a collaboration between
Management Partners, City leadership, staff and the community which began by holding
an Executive Team kickoff meeting on January 24, 2022. City Council interviews took
place from January 27, 2022 to February 1, 2022, and City staff went through data
gathering in February 2022 in order to provide information for the next series of
meetings. The series of meetings continued with the Executive Team Workshop, which
was held on March 9, 2022. Staff received recommendations from the Executive Team
Workshop and the City's CCBs, to inform the City Council Strategic Planning Workshop
on April 12th, 2022. The community and staff were encouraged to attend and participate
in the open City Council Strategic Planning Workshop session. During this session, City
Council and staff discussed any changes to the goals and objectives that need to be
revised or new ones added to the plan. The City Council also discussed the Council's
priorities for the next year. The analysis was used to help update the strategic plan
document itself, as well as the associated work plan. Based on decisions at these
planning sessions, the goals, objectives and activities were either confirmed or updated
and incorporated into the strategic planning document.
Page 169 of 238
FY 2022-2026 Strategic Plan
September 6, 2022
Page 2 of 7
DISCUSSION:
This Strategic Plan is a roadmap to guide the work of the City of El Segundo for the
four-year period FY 2022-23 through FY 2025-26. The Plan articulates the vision,
mission, and values of the City and establishes a set of goals, priorities and strategies
for the future. The plan will be reviewed annually and updated periodically as we
accomplish our priorities.
Mission (No Change)
Provide a great place to live, work, and visit.
Vision (No Change)
Be a global innovation leader where 'big ideas take off' while maintaining our unique
small-town character.
Values and Culture
The values of the Strategic Plan were updated as follows to be more concise and direct.
Values:
Service. We work to provide exceptional services and continuously improve our
practices and processes.
Ethics. We are accountable and responsible for our actions, transparent in our
process, and follow professional standards.
Collaboration. We work as "one team" on behalf of our community.
Culture: (No Change)
El Segundo strives to create a working culture of:
Innovation
Support and recognition
Leadership by example
Proactive action
Problem -solving - getting to yes
Engaging the community
Page 170 of 238
FY 2022-2026 Strategic Plan
September 6, 2022
Page 3 of 7
Top Ten Priorities
The City Council identified ten new priorities that are intended to convey the Council's
collective top areas of focus for the first two years of the Strategic Plan FY 2022-23 and
FY 2023-24.
1. Enhance our proactive community engagement program to educate and inform
the public about City services, programs and issues.
2. Conduct an analysis to include a response coverage study to determine the best
and most cost effective model for the Fire Department.
3. Address quality of life issues pertaining to homelessness, graffiti, noise and other
concerns.
4. Determine optimal staffing levels required to deliver unparalleled City services
and ensure Council policies are fully implemented.
5. Identify parking solutions throughout the community.
6. Implement the capital improvement plan for parks, recreation, City facilities,
library and Park Vista Senior Living Facility.
7. Encourage progress in the development of the Smoky Hollow Business Zone.
8. Conduct a long-term financial analysis to identify ways to maximize and enhance
fiscal sustainability from a variety of sources to support City services.
9. Identify opportunities for new revenues, enhancement of existing revenues, and
exploration of potential funding options to support unfunded capital
improvements and deferred maintenance to address the aging infrastructure
throughout the City.
10. Develop a robust approach to connecting businesses to each other and
conducting proactive outreach to grow our business community.
Five Broad Goals:
Goals 1,3, and 4 have been revised as follows:
1. Enhance Customer Service, Diversity, Equity, Inclusion and Communication
2. Support Community Safety and Preparedness
3. Promote a Quality Workforce Through Teamwork
4. Develop and Maintain Quality Infrastructure and Technology
5. Champion Economic Development and Fiscal Sustainability
Page 171 of 238
FY 2022-2026 Strategic Plan
September 6, 2022
Page 4 of 7
Each goal includes a list of implementation strategies. Strategies were either continued
from the previous Strategic Plan, or newly added. The new strategies are identified
below.
1. Enhance Customer Service, Diversity, Equity, Inclusion and Communication:
New Strategies:
• Enhance our proactive community engagement program to educate and inform
the public about City services, programs, and issues.
• Implement the City Council approved recommendations from the Diversity,
Equity and Inclusion (DEI) Committee reports to City Council.
2. Support Community Safety and Preparedness:
New Strategies:
• Clearly define our disaster preparedness program to ensure the City is prepared
for a variety of disasters, including our facilities and staff.
• Implement the recommendations approved by the City Council in the Diversity,
Equity and Inclusion Committee (DEI) Public Safety Report.
• Conduct an analysis to include a response coverage study to determine the best
and most cost-effective response model for the fire department.
• Ensure the police services are provided in a cost-effective manner, including
meeting unfunded state mandates.
• Develop a long-term strategy to hold large-scale, neighboring municipal
operations accountable for environmental violations that place the quality of life
and health of the residents and businesses at risk.
• Address quality of life issues pertaining to homelessness, graffiti, noise and other
concerns.
3. Promote a Quality Workforce Through Teamwork and Organizational
Efficiencies:
New Strategies:
• Review and update the key performance indicators (KPI) to ensure the ones
being used can be tracked with data and the results used make improvement
decisions.
• Implement the recommendations approved by the City Council in the Diversity,
Equity and Inclusion Committee (DEI) Citywide Organization Report.
• Support initiatives designed to improve the overall health, wellness and safety of
employees.
Page 172 of 238
FY 2022-2026 Strategic Plan
September 6, 2022
Page 5 of 7
• Provide training to employees to ensure they are able to perform their jobs
safely, including carrying out their emergency response roles in the event of a
disaster.
• Determine optimal staffing levels required to deliver unparalleled City services
and ensure Council policies are fully implemented.
• Develop a workplan to institute a records management program and related
systems.
• Enhance the use of the Intranet as a one -stop site for employee information and
services.
4. Develop and Maintain Quality Infrastructure and Technology:
New Strategies:
• Initiate a comprehensive update to the General Plan.
• Identify parking solutions throughout the community.
• Implement the capital improvement plan for parks, recreation, City facilities,
library, and Park Vista Senior Living Facility.
• Examine options regarding the expansion of the fiber infrastructure within El
Segundo for economic development purposes.
• Update the Technology Master Plan with a new prioritized list for funding and
implementation.
• Implement a new ERP/HRIS (enterprise resource planning/human resources
information system) to improve efficiency and transparency.
• Implement technologies to enhance customer service while maintaining a human
connection in the delivery of City services.
• Expand the new agenda management program that will automate processes for
Commissions, Committees and Boards (CCBs).
• Pursue collaboration with the City and County of Los Angeles to beautify the
entryways into El Segundo, to include parking lot and beach.
5. Champion Economic Development and Fiscal Sustainability:
New Strategies:
• Facilitate the move of the LA Chargers headquarters to El Segundo.
• Encourage progress in the development of the Smoky Hollow Zone.
• Collaborate with South Bay cities to spur innovation, promote problem solving
and create cost savings.
• Engage in a dialogue about housing east of Pacific Coast Highway, while
preserving the R-1 zone.
• Update land use regulations to encourage development and entitlement projects
(including the Downtown Specific Plan, Housing Element and other planning
Page 173 of 238
FY 2022-2026 Strategic Plan
September 6, 2022
Page 6 of 7
documents).
• Conduct a long-term financial analysis to identify ways to maximize and enhance
fiscal sustainability from a variety of sources to support City services.
• Develop a robust approach to connecting businesses to each other and
conducting proactive outreach to grow our business community.
• Sponsor, coordinate and launch a private -public incubator program.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 1: Enhance Customer Service, Engagement, and Communication; Embrace
Diversity, Equity, and Inclusion
Objective 1A: El Segundo provides unparalleled service to internal and external
customers.
Objective 1 B: El Segundo's engagement with the community ensures excellence.
Goal 2: Support Community Safety and Preparedness
Objective: El Segundo is a safe and prepared city.
Goal 3: Develop as a Choice Employer and Workforce
Objective: El Segundo is a city employer of choice and consistently hires for the future,
with a workforce that is inspired, world -class and engaged, demonstrating increasing
stability and innovation.
Goal 4: Develop and Maintain Quality Infrastructure and Technology
Objective 4A: El Segundo's physical infrastructure supports an appealing, safe and
effective community.
Objective 413: El Segundo's technology supports effective, efficient, and proactive
operations.
Goal 5: Champion Economic Development and Fiscal Sustainability
Objective 5A: El Segundo promotes economic growth and vitality for business and the
community.
Objective 513: El Segundo approaches its work in a financially strategic and responsible
way.
Page 174 of 238
FY 2022-2026 Strategic Plan
September 6, 2022
Page 7 of 7
PREPARED BY:
Portland Bates, Sr. Analyst
REVIEWED BY:
Darrell George, City Manager
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
Strategic Plan —June 2022
Page 175 of 238
Iff
CITY OF EL SEGUNDO
STRATEGIC PLAN
FY 2022-23 THROUGH FY 2025-26
JUNE 2022
119
NCO RPORATED
J N 18, 1917EGA 11
TABLE OF CONTENTS
CityCouncil............................................................................................................................................................ 1
ExecutiveSummary............................................................................................................................................... 2
StrategicPlan Overview......................................................................................................................................... 3
Vision, Mission and Values................................................................................................................................... 4
Opportunitiesand Challenges.............................................................................................................................. 5
Multi -Year Goals.................................................................................................................................................... 6
TopCity Council Priorities...................................................................................................................................... 7
Goal 1: Enhance Customer Service, Diversity, Equity, Inclusion and Communication .......................................... 8
Goal 2: Support Community Safety and Preparedness......................................................................................... 9
Goal 3: Promote a Quality Workforce Through Teamwork and Organizational Efficiencies ................................ 10
Goal 4: Develop and Maintain Quality Infrastructure and Technology............................................................... 12
Goal 5: Champion Economic Development and Fiscal Sustainability.................................................................. 14
ProgressReports................................................................................................................................................. 16
Conclusions......................................................................................................................................................... 17
Attachment A - Highlights of Accomplishments.................................................................................................. 18
Attachment B - Technology Projects and Needs.................................................................................................. 19
age
CITY COUNCIL
PAGE I
DREW BOYLES , CHRIS PIMENTEL
MAYOR MAYOR PRO TEM
CAROL PIRSZTUK
COUNCILMEMBER
L-11
._
SCOT NICOL
COUNCILMEMBER
LANCE GIROUX
COUNCILMEMBER
EL SEGUNDO STRATEGIC PLAN FY 2022-23 THROUGH FY 2025-26 JUNE 2022
EXECUTIVE SUMMARY
The Strategic Plan sets the path for the City of El Segundo for the next four
STRATEGIC PLANNING
years, covering the period FY 2022-23 through FY 2025-26.
GUIDANCE PROVIDED BY:
It builds upon our previous Strategic Plan which the City Council updated in
2020. Much has happened since then, including a pandemic, changes in the
• City Council
economy, a tight labor market, new state mandates, rising housing costs, and
more.
• Tracy Weaver
City Clerk (Elected)
Our strategic planning began with each memberofCityCouncil being interviewed
to learn about their priorities; a gap analysis conducted with City departments;
• Darrell George
an environmental scan prepared by City staff; input from the City's committees,
City Manager
commissions, and boards, and a City Council workshop conducted on April 12,
• Barbara Voss
2022.
Deputy City Manager
Our Strategic Plan is focused on achieving our vision, which is:
• Joseph Lillio
Be a global innovation leader "where big ideas take off' while maintaining our
Chief Financial Officer
unique small-town character.
• Michael Allen
Community Development Director
• Aly Mancini
Recreation, Parks, and Library Director
• Jaime Bermudez
Police Chief
• Deena Lee
Fire Chief
• Rebecca Redyk
Human Resources Director
• Elias Sassoon
Public Works Director
The Strategic Plan has five multi -year goals:
• Enhance customer service, diversity, equity, inclusion and communication.
• Support community safety and preparedness .
• Promote a quality workforce through teamwork and organizational
efficiencies.
• Develop and maintain quality infrastructure and technology
• Champion economic development and fiscal sustainability.
Our work relies on collaboration with others, and we are dedicated to being
good partners and service providers.
Success of the City of El Segundo will always rely on a team effort.
Respectfully,
�jUa.nnQQQ %�
Darrell George
City Manager
STRATEGIC PLAN OVERVIEW
r
TA _1
The Strategic Plan is a living
document, featuring a framework
that is adjusted based on the
current needs of the community.
VISION,
MISSION AND
GOALS
PROGRESS
REPORTING
STRATEGIES
V131
MULTI YEAR
GOALS
COUNCIL
PRIORITIES
PAGE 3
EL SEGUNDO STRATEGIC PLAN FY 2022-23 THROUGH FY 2025-26
JUNE 2022
VISION. MISSION AND VALUES
M
Be a global innovation leader 'where big ideas take off' while
maintaining our unique small-town character.
Provide a great place to live, work and visit.
Service. We work to provide exceptional services and continuously improve
our practices and processes.
Ethics. We are accountable and responsible for our actions, transparent in our
processes, and follow professional standards.
Collaboration. We work as "one team" on behalf of our community.
age
OPPORTUNITIES & CHALLENGES
Opportunities
• Attracting new technology businesses through
access to land, employees, and transportation
• Repositioning existing buildings
• Attracting corporate headquarters
• Increasing commercial development
• Providing space for creative office campuses
• Attracting young professionals and families
• Determining the future of the east side of El
Segundo
Challenges
• Increasing costs of goods and services
• Growing unfunded infrastructure and
maintenance needs
• Meeting housing needs for all income levels
• Increasing unfunded state mandates
• Engaging the community more in emergency
preparedness
• Recruiting and retaining employees
• Determining the future of the east side of El
Segundo
• Reducing commercial office vacancy rates in light
of modified work schedules and remote work
Major Factors Since Adoption of Last Strategic Plan
Significant changes have occurred since the most recent Strategic Plan was adopted by the City Council in
2020. Key factors are shown below. Highlights of accomplishments are shown in Attachment A.
age
MULTI=YEAR GOALS
1k J
The Strategic Plan has five multi -year goals. Each goal
has an associated set of strategies for achievement
over the life of the Strategic Plan. Each goal has been
updated during this process to reflect plans for the next
four years.
Goal 1: Enhance Customer Service, Diversity, Equity,
Inclusion and Communication
Goal 2: Support Community Safety and Preparedness
Goal 3: Promote a Quality Workforce through
Teamwork and Organizational Efficiencies
Goal 4: Develop and Maintain Quality Infrastructure
and Technology
Goal 5: Champion Economic Development and Fiscal
Sustainability
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TOP CITY COUNCIL PRIORITIES
The City Council determined it's top priorities during a strategic planning session held on April 12, 2022. The
priorities are intended to convey the Council's collective top areas of focus for the first two years of the Strategic
Plan. FY 2022-23 and FY 2023-24. The Goal and Strategy references in the left-hand column correspond to those
listed in subsequent pages.
• Enhance our proactive community engagement program to educate and inform the
public about City services, programs and issues.
GOAL 2, STRATEGY E ' Conduct an analysis to include a response coverage study to determine the best and
most cost-effective model for the Fire Department.
• Address quality of life issues pertaining to the homeless, graffiti, noise and other
concerns.
GOAL 3, STRATEGY G Determine optimal staffing levels required to deliver unparalleled City services and
ensure Council policies are fully implemented.
• Identify parking solutions throughout the community.
GOAL 4, STRATEGY H Implement the capital improvement plan for parks, recreation, City facilities, library
and Park Vista senior living facility.
• Encourage progress in the development of the Smoky Hollow business zone.
GOAL S. STRATEGY H Conduct a long-term financial analysis to identify ways to maximize and enhance
fiscal sustainability from a variety of sources to support City services.
• Identify opportunities for new revenues, enhancement of existing revenues, and
exploration of potential funding options to support unfunded capital improvements
and deferred maintenance to address the aging infrastructure throughout the City.
GOAL S. STRATEGY K • Develop robust approach to connecting businesses to each other and conducting
proactive outreach to grow our business community.
A
i A
• \/ ,�� • • O
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GOAL l: ENHANCE CUSTOMER SERVICE, DIVERSITY
EQUITY, INCLUSION AND COMMUNICATION
Strategic Direction
City Council and staff are committed to creating an environment that is inclusive and supportive of the
community and encourages engagement. Staff are proactive problem solvers who strive to understand the
needs of our customers and offer innovative solutions to address challenges.
Strategic Direction
• El Segundo provides unparalleled service to all
customers.
• El Segundo's engagement with the community
ensures excellence.
.ng
New Strategic
Strategies
F I
• Prior
Strategic Plan
A. Enhance our proactive community engagement program to educate
✓
and inform the public about City services, programs, and issues.
B. Implement the City Council -approved recommendations from the
Diversity, Equity and Inclusion (DEI) Committee reports to City Council.
C. Institute process streamlining and automation for permitting, online
24-hour services, customer service -oriented practices and providing
materials online.
D. Completethe remodel of the development services and business services
center for increased customer service (concierge) and efficiency.
E. Adopt and implement Livability Action Plan and obtain the "Age -Friendly
City" designation from the American Association of Retired Persons
(AARP).
age
GOAL 2: SUPPORT COMMUNITY SAFETY AND
PREPAREDNESS
Strategic Direction
El Segundo is readyto respond to any public safety incident through training, planning, and regional collaboration.
Objective
El Segundo is a safe and prepared
community.
Strategies
Continuing
from Prior
New Strategic
Plan Item
A. Address quality of life issues pertaining to homelessness, graffiti, noise,
Strategic Plan
✓
crime, air quality and other concerns.
B. Conduct an analysis to include a response coverage study to determine
✓
the best and most cost-effective response model forthe Fire Department.
C. Develop a long-term strategy to hold large-scale neighboring municipal
operations accountable for environmental violations that place the
quality of life and health of residents and businesses at risk.
D. Clearly define our disaster preparedness program to ensure the City is
prepared for a variety of disasters, including our facilities and staff.
E. Implement the recommendations approved by City Council in the
Diversity, Equity, and Inclusion Committee (DEI) Public Safety Report.
F. Increase community awareness for emergency preparedness;
significantly increase the number of people who are prepared for
disaster and involved in the Community Emergency Response Team
✓
(CERT) services.
G. Complete and implement the Fire Department's accreditation process.
H. Ensure that police services are provided in a cost-effective manner,
✓
including meeting unfunded state mandates.
age
GOAL 3: PROMOTE A QUALITY WORKFORCE THROUGH
TEAMWORK AND ORGANIZATIONAL EFFICIENCIES
Strategic Direction
El Segundo's ability to provide quality programs and services depends on our ability to attract and retain the
best staff. We provide for the safety of our employees. We inspire and engage our workforce by encouraging
innovation and celebrating success. We plan for the future through meaningful training, mentoring, and
development programs that promote thoughtful succession planning for key positions.
Objective
El Segundo is an employer of choice a
consistently hires for the future, with a workfoi
that is inspired, world -class, engaged a
innovative.
Continuing
New Strategic
Strategies
from Prior
Strategic Plan
Plan Item
A. Determine optimal staffing levels required to deliver unparalleled City
✓
services and ensure City Council policies are fully implemented.
B. Institute methods to improve our competitive edge to hire and retain
top quality staff.
C. Institute methods of understanding employees' interests and needs
regarding training, job satisfaction, and engagement to aid in employee
development, retention and succession planning.
D. Implement the recommendations approved by the City Council in the
Diversity, Equity, and Inclusion Committee (DEI) Citywide Organization
Report.
age
GOAL 3: PROMOTE A QUALITY WORKFORCE THROUGH
TEAMWORK AND ORGANIZATIONAL EFFICIENCIES
Strategic Direction
El Segundo's ability to provide quality programs and services depends on our ability to attract and retain the
best staff. We provide for the safety of our employees. We inspire and engage our workforce by encouraging
innovation and celebrating success. We plan for the future through meaningful training, mentoring, and
development programs that promote thoughtful succession planning for key positions.
Objective
El Segundo is an employer of choice a
consistently hires for the future, with a workfoi
that is inspired, world -class, engaged a
innovative.
Continuing
New Strategic
Strategies
from Prior
Strategic Plan
Plan Item
A. Determine optimal staffing levels required to deliver unparalleled City
✓
services and ensure City Council policies are fully implemented.
B. Institute methods to improve our competitive edge to hire and retain
top quality staff.
C. Institute methods of understanding employees' interests and needs
regarding training, job satisfaction, and engagement to aid in employee
development, retention and succession planning.
D. Implement the recommendations approved by the City Council in the
Diversity, Equity, and Inclusion Committee (DEI) Citywide Organization
Report.
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GOAL 4: DEVELOP AND MAINTAIN QUALITY
INFRASTRUCTURE AND TECHNOLOGY
Strategic Direction
El Segundo's small-town charm is due in large part to our beautiful tree -lined streets, award -winning parks,
and well -maintained public facilities. Protecting and investing in our physical infrastructure assets is vital for
the well-being of our community. We perform preventive maintenance and seek opportunities to enhance and
replace existing assets to improve efficiency and safety.
El Segundo's physical infrastructure supports'
an inviting and safe community.
El Segundo's technology supports effective
efficient and proactive operations.
Continuing
New Strategic
Strategies
from Prior
Strategic Plan
Plan Item
A. Identify parking solutions throughout the community.
✓
B. Implement the capital improvement plan for parks, recreation, City
facilities, library, and Park Vista senior living facility.
C. Examine options regarding the expansion of the fiber infrastructure
within El Segundo for economic development purposes.
D. Initiate a comprehensive update to the General Plan.
E. Implement a new ERP/HRIS (enterprise resources planning/human
resource information system) to improve efficiency and transparency.
F. Complete the Park Place extension project.
G. Renovate the indoor swimming facility, the Plunge.
age
StrategieA
MMME6
Continuing
from Prior
New Strategic
Plan Item
H. Determine the future of the Teen Center.
Strategic Plan
✓
I. Implement El Segundo Boulevard improvements (to include multi -
modal approaches, roadway rehabilitation, new bike lanes, Americans
with Disabilities Act ramps and sidewalks, and landscaping).
J. Adopt and implement the Recreation and Parks Master Plan guided by
✓
community engagement data, and a commitment to equity.
K. Offer convenient, integrated on -demand transportation services for
cost efficiency and reliability, and encourage the use of Metro rideshare.
L. Update the Technology Master Plan with a new prioritized list for funding
and implementation (see Attachment B).
M. Implement technologies to enhance customer service while maintaining
a human connection in the delivery of City services
N. Implement the geographic information system (GIS) roadmap that will
provide software access to basic property information and relevant
documents.
O. Expand the new agenda management program to automate processes
for Commissions, Committees and Boards (CCBs).
P. Pursue collaboration with the City and County of Los Angeles to beautify
the entryways into El Segundo to include parking lot and beach.
0101
Elul
age
9W
:A Rol
F. Facilitate the move of the LA Chargers headquarters in El Segundo.
G. Encourage progress in the development of the Smoky Hollow business
zone.
H Collaborate with South Bay cities to spur innovation, promote problem
solving and create cost savings.
I. Identify areas within the community that are appropriate for housing,
including senior living facilities, while preserving the R-1 zone.
J. Engage in a dialogue about housing east of Pacific Coast Highway, while
preserving the R-1 zone.
K. Update land use regulations to encourage development and entitlement
projects (including the Downtown Specific Plan, Housing Element and
other planning documents).
L. Update the Administrative Code on business licenses, as well as an
update to the Municipal Code which will require City Council to consider
a future ballot initiative to effect changes.
dSb
amsh
I
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GOAL 5: CHAMPION ECONOMIC DEVELOPMENT AND
FISCAL SUSTAINABILITY
Strategic Direction
City Council and staff work collaboratively to develop a balanced budget while proactively taking steps to build
strong reserves, prepare for the future through long-term financial planning, and provide the highest quality
services for the community. Our economic development focus is one of maximizing the resources of both
public and private sectors to promote business, investment, and economic growth. Deliberate leadership and
strategic action position the City of El Segundo to continue to be a global innovation leader where big ideas
take off, while maintaining our unique small-town character.
Objective 0
• El Segundo promotes economic growth and
vitality for businesses and the community.
• El Segundo approaches its work in a financially
strategic and responsible way.
A. Conduct a long-term financial analysis to identify ways to maximize and
enhance fiscal sustainability from a variety of sources to support City
services.
B. Develop a robust approach to connecting businesses to each other and
✓
conducting proactive outreach to grow our business community.
C. Implement the goals and objectives of the Economic Development
Program aimed at industry diversification, business attraction,
retention, expansion, and promoting the City as a tourist destination.
D. Identify opportunities for new revenues, enhancement of existing
revenues, and exploration of potential funding options to support
unfunded capital improvements and deferred maintenance to address
the aging infrastructure throughout the City.
E. Sponsor, coordinate and launch a private -public incubator program.
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PROGRESS UPDATES
Implementation Action Plan
An Implementation Action Plan will accompany the Strategic Plan as
a management tool. It will contain the starting year and lead person
assigned for each strategy. Timelines may be adjusted based on
chaning priorities, budget and personnel availability.
Reporting
Progress reports on the overall Strategic Plan will be provided twice a
year to the City Council. Periodic status reports on specific items will
also be provided.
9�9
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CONCLUSION PAGE 17
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UM0 EL SEGUNDO STRATEGIC PLAN FY 2022-23 THROUGH FY 2025-26 JUNE 2022
ATTACHMENT A - HIGHLIGHTS OF ACCOMPLISHMENTS
PAGE IS
ny Accomplishments since 2020
• Effective multi -pronged pandemic response
• Support of businesses through the pandemic
• Strong financial position and policies; issuance of pension obligation bond; Topgolf revenue allocation
policy approved
• Development and approval of a five-year water and wastewater rate plan to ensure fiscal sustainability
in the enterprise funds
• Changes in policing approach since 2016, handled social justice issues well
• Streets continue to be well -maintained within resources available
• Approval of conceptual design of The Plunge
• Approved settlement agreement with Los Angeles World Airports and City of Los Angeles for significant
improvements to Imperial Highway medians and north parkways including enhanced stormwater
improvements and streamlined through one office
• Developed and implemented award winning economic development initiatives in response to the
pandemic
• Enhanced public communications through multiple channels, including social media, website email and
community cable
• Fourth annual Net Promoter Score (NPS) survey for residents and businesses completed
• Established and maintained an All -Hazard Incident Management Team (IMT) for disaster response
• Proactive recruitment of police positions with monthly police officer testing
• Partnered with Kaiser Permanente to bring wellness programs to City employees and recognized as a
"Wellness Champion" in 2021
• Launched employee training series as part of diversity, equity and inclusion efforts
• Approval of Electric Vehicle (EV) Charge Ready Program grant from Southern California Edison for four
EV chargers at Richmond and Franklin parking lot in downtown
• Implemented significant technology enhancements
• Art in public places revenue received and allocated
er Strategic Plan Items Well Underway
• Implementation of new building and planning permitting system
• Remodel of the Community Development Services Center for "one -stop" customer service
• Update of the Housing Element, which involves goals and policies related to a range of housing types
including senior living facilities and others
• Construction of Topgolf
• Design of Park Place
• Development impact fee study
• Downtown Specific Plan update
• Recreation and park needs assessment next steps.
* Lj�" EL SEGUNDO STRATEGIC PLAN FY 2022-23 THROUGH FY 202S-26 JUNE 2022
o
�SEcQ�� '.g- 195 •'
ATTACHMENT B - TECHNOLOGY PROJECTS AND NEEDS
Introduction
The following table contains a list of technology that are either underway or have been initially identified as
important for productivity improvements or customer service. Any projects not currently underway or funded
are listed as those to be prioritized as part of an updated Technology Master Plan as noted in Goal 4. The items
to be considered as part of Technology Master Plan are not intended to be a comprehensive or complete list.
They represent the items at this time to be priorities for productivity and customer service.
Strategies
Currently
Status
To be Considered as
Underway
part of Technology
Master Plan
1. Complete the implementation of the new building and planning
✓
permitting system
2. Develop Citywide fiber optic strategy land install WiFi in all critical
✓
facilities.
3. Upgrade the network and Cyber Security System
✓
4. Continue to evaluate the geographic information system (GIS)
✓
strategy
5. Implement paperless goals; implement records management and
✓
retention schedule to reduce digital and physical records
6. Upgrade asset management and facility maintenance system
✓
7. Develop an enterprise data management strategy and continued
cloud roadmap - business information dashboards (Smart Cities)
8. Provide security camera and door system for City facilities and
✓
structures
9. Begin upgrade assessments to replace the City Enterprise Resource
Planning (ERP) and HR system (Eden - end of life sin 2027
10. Implement a contract and insurance management system
✓
11. Automate the request for proposals and bidding process.
✓
12. Implement an automated library management system.
✓
age
Give} City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: Staff Presentations
Item Number: D.15
TITLE:
Update on the City's Homeless Outreach Program
RECOMMENDATION:
1. Receive and file presentation.
2. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
N/A
BACKGROUND:
The Police Department currently assigns a Sergeant and two Community Lead Officers (CLO) to
address quality of life issues in the City, including homelessness.
DISCUSSION:
This presentation will provide City Council with an update on activities related to
homelessness in the City and other services provided by the CLO unit.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 2: Support Community Safety and Preparedness
Objective: El Segundo is a safe and prepared city.
PREPARED BY:
Julissa Solano, Management Analyst
REVIEWED BY:
Jaime Bermudez, Police Chief
Page 197 of 238
Homeless Outreach Program
September 6, 2022
Page 2 of 2
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
None
Page 198 of 238
City Council Agenda Statement
Cirvey Meeting Date: August 16, 2022
ELSEGUNDO Agenda Heading: Committees, Commissions and Boards
Presentations
Item Number: E.7
TITLE:
Diversity, Equity and Inclusion Committee Local Economy Report
RECOMMENDATION:
1. Receive and file the Diversity, Equity and Inclusion Committee Local Economy
Report.
2. Direct staff to work with the Diversity, Equity and Inclusion Committee to
implement recommended activities.
FISCAL IMPACT:
There will be direct and indirect fiscal impacts to the City's General Fund, including staff
time and possibly funds for additional business community engagement activities.
These costs will likely be absorbed in the FY 2022-2023 General Fund Budget. If there
are greater financial needs, staff will return to City Council for separate budget
appropriation requests.
BACKGROUND:
At its June 16, 2020 meeting, City Council directed staff to establish a new Diversity,
Equity, and Inclusion (DEI) Committee to address El Segundo residents' concerns about
local racial diversity issues, inclusion, police policy, experiences at local schools, and
other matters.
City Council asked the DEI Committee to focus on the following study topics:
1. Citywide Organization (including a review of City government policies, practices,
training, diversity, etc.)
2. Public Safety (including a review of Police Department policies, practices,
training, diversity, and future direction)
Page 199 of 238
DEI Committee Local Economy Report
August 16, 2022
Page 2 of 2
3. Community at Large (including a review of city demographic data, history, trends,
etc.)
4. Local Economy (including a review of private sector diversity policies, practices,
training, etc.)
The DEI Committee established four subcommittees to research each of the study
topics above and report findings and recommendations to City Council.
DISCUSSION:
The attached DEI Committee Local Economy Report includes a summary of research
conducted, actions taken, key findings, and recommendations for City Council's
consideration.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 1: Enhance Customer Service, Engagement, and Communication; Embrace
Diversity, Equity, and Inclusion
Objective 1A: El Segundo provides unparalleled service to internal and external
customers.
Objective 1 B: El Segundo's engagement with the community ensures excellence.
PREPARED BY:
Diversity, Equity and Inclusion Committee - Local Economy Subcommittee
REVIEWED BY:
Barbara Voss, Deputy City Manager
Portland Bates, Management Analyst
APPROVED BY:
Diversity, Equity and Inclusion Committee
ATTACHED SUPPORTING DOCUMENTS:
1. Diversity, Equity and Inclusion Committee - Local Economy Report
Page 200 of 238
City of El Segundo
Diversity, Equity & Inclusion Committee
Local Economy Report
August 16, 2022
City Strategic Plan
The DEI Local Economy Subcommittee has completed its evaluation of the local economy. This report includes
several recommendations for City Council's consideration, in accordance with Goal 1 of the City's strategic plan.
Goal 1. Enhance Customer Service, Engagement and Communications;
Embrace Diversity, Equity, and Inclusion
The evaluations and recommendations that are presented in this Local Economy Subcommittee report align
with the City of El Segundo's Strategic Plan by adhering to the following Strategic Plan objectives:
Strategic Plan Objectives
• El Segundo provides unparalleled service to all customers.
• El Segundo's engagement with the community ensures excellence.
Realizing these Strategic Plan objectives will support the City's efforts to attract and retain businesses that
innovate in the DEI space, which will lead to a more diverse population of residents along with a more
prosperous business community.
Overview
1. Local Economy Subcommittee: Overview & Takeaways
2. Local Economy Learnings, Highlights, & Recommendations
A. Talent Acquisition
B. Representation & Training
C. Corporate Culture/Community Outreach
D. Opportunities to Partner & Promote Local Business Leaders
3. Conclusion & Next Steps
Page 201 of 238
Diversity, Equity & Inclusion
Local Economy Report
June 21, 2022
DEI Local Economy Subcommittee: Overview & Takeaways
When we analyze various marginalized communities, we notice an emphasis on social disruption and change.
Yet, many would argue that the economic effects of racism, sexism, homophobia, etc., are far more pervasive
and long lasting. Upward economic mobility is difficult for all; and moreover, members of the aforementioned
demographics tend to be less likely to break the proverbial "glass ceiling."
Therefore, it is prudent to conduct a review of the local economy here in El Segundo to ascertain what best
practices are being utilized so that the City can review and enact these measures to help all employees reach
their personal and career goals.
This report includes the results, actions and recommendations from the Public Safety Subcommittee's review
over the past year.
AREAS OF FOCUS
1. Review of El Segundo private sector employer DEI best practices with recommendations on how the
City organization could emulate and implement these Best Management Practices (BMPs).
2. Increase awareness in the region of El Segundo's commitment to Diversity, Equity, and inclusion
through panel forums and other activities, highlighting local companies who are leaders in the space.
Sub -committee next steps: To identify potential challenges that could dissuade either new businesses
from being established in El Segundo or existing companies moving to the City.
KEY TAKEAWAYS
El Segundo has a vibrant business community with several companies that are making positive strides
towards hiring and retaining diverse talent.
2. Diversity is a core element of focus for the El Segundo Economic Development Corporation.
3. The lack of adequate housing and childcare continue to pose challenges towards attracting more
employees who would like to work and live in El Segundo.
Page 2 of 7
Page 202 of 238
Diversity, Equity & Inclusion
Local Economy Report
June 21, 2022
Local Economy Learnings, Highlights & Recommendations
A. Talent Acquisition
What did we learn?
• One of the biggest challenges employers face is a lack of access to a diverse talent pool.
• El Segundo has several employers who are making great strides.
• Diversity and inclusion in talent acquisition must be emphasized and prioritized from the CEO down to
the various hiring managers and human resources officers.
AT&T
Voted a top company for talent acquisition - women of color by Diversity Inc.; focus on recruiting diverse talent
including people of color, veterans, women and people with disabilities; Offer free business certifications,
internship programs and innovation challenges for underrepresented groups (AT&T, n.d.).
Chevron
Emphasis on partnerships with historically Black colleges and Universities specifically for STEM. Partner with
diversity associations such as the National Society of Black Engineers (NSBE), the American Indian Science and
Engineering Society (AISES), the Society of Hispanic Professional Engineers (SHPE), Great Minds in STEM,
Society of Women Engineers (SWE), INROADS, and the National Action Council for Minorities in Engineering
(NACME) to develop programs that will help provide internship and full-time opportunities for students. Also
Diversity Scholarship Program through seven partner orgs, and work with SEEK (Summer Engineering
Experience for Kids) to increase elementary school students aptitude in STEM (Chevron Products Company,
n.d.).
NEXT STEPS
1. Work with Citywide Organization Subcommittee to continue to explore and analyze the recruiting
avenues being utilized by the City to attract top employees from all backgrounds.
Page 3 of 7
Page 203 of 238
Diversity, Equity & Inclusion
Local Economy Report
June 21, 2022
B. Representation & Training
What did we learn?
• Several of El Segundo's top employers are more diverse than the employee population in Los Angeles
County.
• Training is critical to make sure all employees have the necessary skills to thrive in a diverse workforce.
• Unconscious Bias training at the City of El Segundo can be used as a gateway to explore deeper DEI
topics.
Los Angeles Times
• Assistant managing editor for culture / talent building tailored mentorship and training offerings for
staff.
• All executive leaders attended four -week (virtual) training: Becoming an Anti -Racist Leader, Strategies
and Action Steps for a More Inclusive Workplace (Dr. Harper/Dr. Walden).
• All managers assigned six -part online training on Inclusion for Managers, 98% complete.
• All managers in newsroom/business areas undertaking mandatory recruitment and unconscious bias
training.
• All managers across the organization underwent mandatory performance management training in
Spring 2020.
• All other employees taking live, facilitated training "The Art of Inclusive Communication" from National
Conflict Resolution Center (Los Angeles Times, n.d.).
NEXT STEPS
1. Review 2022 demographics for the City of El Segundo organization and compare to previous years to
see how it is trending.
2. Work with Citywide Organization Subcommittee to explore and recommend additional training
opportunities for employees at all levels.
Page 4 of 7
Page 204 of 238
Diversity, Equity & Inclusion
Local Economy Report
June 21, 2022
C. Corporate Culture/Community Outreach
What did we learn?
• A corporate culture that allows for minority workers to be given access to promotions, paid equally and
empowering them to share their experiences without retaliation can create a sense of belonging
among employees of underrepresented communities (Gonzales, n.d.).
• Culture extends outside of the company by seeking to purchase and partner with supply chains owned
by women and people of color (Chevron - $650M goods and services purchased from either female or
minority owned businesses).
• Employers who embrace a strong DEI culture look to make sure every employee is valued in the
organization (Mattel 100% pay equity across ethnicity and gender).
The Aerospace Corporation
• Extremely impressive culture focused on DEI.
• Advocated for the employees with a groundbreaking meeting with ESPD in 2021.
• Steve Isakowitz, CEO of The Aerospace Corporation, sets the tone with brilliant top -down leadership
focused on DEI (also a big DEI advocate in the El Segundo Economic Development Corporation).
• Committee for Equality made up of senior leadership is held accountable for progressing Aero's DEI
goals.
• The Aerospace Corporation holds forums for safe space conversations and has employee resource
groups.
• The Aerospace Corporation invests in programs that will aim to increase mentorships and sponsorships,
and to nurture Black talent; K-12 STEM Outreach and Community Outreach programs will focus on
nurturing young talent in traditionally underserved communities, while increasing community
engagement and dialogue (The Aerospace Corporation, n.d.).
NEXT STEPS
1. Work with Citywide Organization Subcommittee to explore establishing a committee similar to the
Committee for Equality with senior leadership at the City.
Work with Public Safety Committee to promote ESPD's open door policy with employers to discuss
further partnerships to enhance public safety community relations.
Page 5 of 7
Page 205 of 238
Diversity, Equity & Inclusion
Local Economy Report
June 21, 2022
D. Opportunities to Partner and Promote Local Business Leaders
"Leadership Conversations" Panel Discussion July 15, 2021
I'm sitting here today as a representative of the United States military because I wholeheartedly believe, and 1
believe that history shows that initiatives and programs that we instill about Diversity and Inclusion makes us a
stronger organization... without diversity at SMC we fail our mission; and that's unacceptable to us.
General John Thompson
On July 15, 2021, our El Segundo DEI Committee Chair, Shad McFadden moderated a panel discussion with
Steve Isakowitz, CEO of the Aerospace Corporation and Lieutenant General John Thompson, Commander of US
Space Force - Space Systems Command.
The hour-long conversation started with Mr. Isakowitz and General Thompson giving thorough and in-depth
definitions of diversity. They both stressed that to "win" in either the public or private space it is critical to
foster a diverse environment that allows for the growth of every employee. General Thompson continued with
urging all leaders to engage in the uncomfortable conversations that help grow awareness.
The conversation then pivoted to specific initiatives to foster the growth of DEI in the workspace. Mr. Isakowitz
talked about strategic initiatives:
• Recruitment (committing to recruiting in diverse areas)
• Retention (making sure all employees feel valued at the organization)
• Representation (being able to see themselves in the senior management of the company)
• Community Outreach (connecting outside the walls to promote DEI efforts)
• Education and Training (focus on Unconscious Bias)
The conversation ended with how the City could partner with local businesses that embrace DEI and both
panelists stressed that the City could be a powerful conduit to be a platform for discussion and sharing best
practices in the space.
These discussions provide a powerful opportunity to brand El Segundo as the leader in DEI in the South Bay and
in Southern California. They allow for our local business leaders to demonstrate what has been working for
their organizations and why El Segundo is the place to make diversity thrive.
I attended your Diversity, Equity, and Inclusion Journey presentation yesterday on behalf of the Federal Air
Marshal Service and Assistant Supervisory Air Marshal in Charge Alana Bell. I wanted to extend my gratitude for
hosting such a great event. The speakers had some really profound and innovative programs and ideas, as well
as the City of El Segundo. 1 have worked with TSA and the Air Marshals over the last couple of years to help
expand our D&I programs and this was a very educational hour for me to listen in. If there's a way to get a copy
of the recorded session to share with our workforce, I would greatly appreciate it.
We are proud to be professional members of the El Segundo community and 1 hope there are further
opportunities to partner on initiatives moving forward. Thank you again and please find our contact information
below.
Julie Comeau
Assistant Federal Security Director Law Enforcement - Department of Homeland Security
Page 6 of 7
Page 206 of 238
Diversity, Equity & Inclusion
Local Economy Report
June 21, 2022
NEXT STEPS
1. Host DEI-themed discussions that are happening throughout Southern California.
Conclusion & Next Steps
The DEI Local Economy subcommittee seeks to move towards working with the City to execute on its
recommendations. Additionally, the committee would like to explore and make recommendations to alleviate
some of the potential barriers employers and employees have when considering El Segundo as a destination.
NEXT STEPS
1. Work with Citywide Organization to explore business mentorship and scholarship opportunities.
2. Continue dialogue with the El Segundo Economic Development Corporation to identity potential
opportunities for collaboration.
3. Work with Community at Large Subcommittee to explore the impact of the lack of housing supply and
childcare resources on diversity in the city.
SUMMARY OF RECOMMENDATIONS
TOPIC
ACTION ITEM
1.
Talent Acquisition
Create a diversity tab on www.elsegundo.org with a
video with council members, city manager, and other
key stakeholders with a theme of valuing diversity.
2.
Representation & Training
Given the increasing number of seniors in the
workforce, work with the City of El Segundo to explore
training opportunities regarding multi -generational
teams, possibly in partnership with the Age -Friendly
City designation effort that is currently underway.
3.
Representation & Training
Add links between HR to DEI Committee page(s) on
the City's website.
4.
Corporate Culture/Community
Review with Citywide Organization the viability of a
Outreach
City of El Segundo employee in-house sessions)/focus
group(s).
5.
Opportunities to Partner and
City of El Segundo set a goal to host one panel
Promote Local Business Leaders
discussion and/or presentations on DEI topics in the
workplace which would feature businesses large and
small that embrace DEI.
Page 7 of 7
Page 207 of 238
{.,rVoy City Council Agenda Statement
ELSEGUNDO Meeting Date: September 6, 2022
Agenda Heading: Reports - City Treasurer
Item Number: G.17
TITLE:
Investment Portfolio Report for June, 2022
RECOMMENDATION:
1. Receive and file the Investment Portfolio Report dated June 2022.
2. Alternatively, discuss and take other action related to this item.
FISCAL IMPACT:
None
BACKGROUND:
The Treasury Department provides an Investment Portfolio Report presented to City
Council on a quarterly basis. This current report includes the status of Treasury
investment activities and related economic indicators as of June, 2022.
DISCUSSION:
See attached Investment Portfolio Report.
CITY STRATEGIC PLAN COMPLIANCE:
Goal 5: Champion Economic Development and Fiscal Sustainability
Objective 513: El Segundo approaches its work in a financially strategic and responsible
way.
PREPARED BY:
Matthew Robinson, City Treasurer
Page 208 of 238
Presentation of Investment Portfolio Report for June, 2022
September 6, 2022
Page 2 of 2
REVIEWED BY:
Matthew Robinson, City Treasurer
APPROVED BY:
Barbara Voss, Deputy City Manager
ATTACHED SUPPORTING DOCUMENTS:
June 2022 Portfolio Report
Page 209 of 238
CITY OF
ELSEGUNDO
City of El Segundo
Investment Portfolio Report
June 2022
Certified By:
City Treasurers Office
CITY OF
ELSEGUNDO
Portfolio
--ME r
Portfolio Summary
As of June 2022
Portfolio Type / Security Type
Liquidity
Reserve
$41,363,442
$40,000,000
a,
$35,120,278
d
$20,000,000
�
$7,971,635
$9,488,523
$12,269,700
$6,055,733
$6,233,931
$0
$974,000
$41,363,442
$40,000,000
a
$35,120,278
m
$20,000,000
m
$10,125,108
$12,432,567
$8,121,518
$6,445,349
$0IE$6,055,733
$971,032
40.00%
34.62%
2939 /°
30.00%
m
0
~ 20.00%
0
A
10.27%
10.00%
5.07%
6.67%
7.94%
5.22 %
0.00%111L---a
0.82%
r
2.35
2
1.59
1.47
1.40
a
0.96
1
0
0.00
0.00
0.00
2.98%
2.98%
v 3.00%
a
2.65%
2.63%
>
rn
2.27%
¢' 2.00%
1.14 %
0.99%
1.00%
3
0.45%
0.00
CAMP-JPAP
Cash
LAIF
Government
Medium Term Notes
Municipal Bonds
Negotiable Certificates of
U.S. Treasuries
Deposit
Security Type
CAMP-JPAP
Cash
Government
LAIF
Medium Term Notes
Municipal Bonds
Negotiable Certificates of Deposit
U.S. Treasuries
Page 212 of 238
Investments by Security Type
As of June 2022
U.S. Treasuries
Kl-fiahlc $974,000
Medium Term Not
$9,488,523
sh
5,733
Security Type
CAMP -JPAP
Cash
Government
LAIF
Medium Term Notes
Municipal Bonds
Negotiable Certificates of Deposit
U.S. Treasuries
Page 213 of 238
Reserve Portfolio Ladder by Quarter
As of June 2022
$15,000,000
$14,000,000
$13,000,000
$12,000,000
$11,000,000
$10,000,000
$9,000,000
w
$8,000,000
m
a
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
$4,990,00(
r
7
Tote l
Quarter
■ Q1
Q2
Q3
Q4
Total
Page 214 of 238
Investments by Maturity Date
As of June 2022
$41,363,442
$40,000,000
$35,120,278
$35,000,000
$30,000,000
$25,000,000
a
Y
N
$20,000,000
$15,000,000
$10,000,000
$6,055,733
$5,000,000
6 d
$0
Cash LAIF
$6,556,349
$2,972,870
$11,300,910
$1,500,200 =$1735= M
CAMP - JPAP < 30 Days 31 to 90 Days 91 to 180 Days 181 to 365 Days 1 to 2 Years
$8,466,561
$4,405,255
2to3Years 3to4Years 4to5Years
Page 215 of 238
Portfolio
As of June 2022
PortfolioTy.. Security Type
Issuer
CUSIP
Days to Maturity
Coupon
Par Value
Market Value
Book Value
UnrealizedP/L
Liquidity Cash
Bank
Cash
1
0.45%
$6,055,733
$6,055,733
$6,055,733
$0
LAIF
LAIF
LAIF
1
0.99%
$41,363,442
$41,363,442
$41,363,442
$0
CAMP-JPAP
CAMP-JPAP
CAMP-JPAP
1
1.14%
$35,120,278
$35,120,278
$35,120,278
$0
Reserve Government
F H L M C
FEDERAL AGRI MTG CORP
FEDERAL FARM CREDIT B
FEDERAL HOME LOAN BKS
TENNESSEE VALLEY AUTH
3137EAENS
31422BPQ7
3133EKSN7
3133EKVE3
3130A1XJ2
3130ASE96
3130ASH77
880591ER9
354
2.76%
$1,000,000
$997,650
$1,017,080
($19,430)
510 1.65% $500,000 $491,000 $499,884
($8,884)
361 1.79% $1,000,000 $988,280 $998,607
19 1.85% $1,000,000 $1,000,150 $999,900
($10,327)
$250
715 2.89% $2,000,000 $1,992,820 $2,089,405
1,093 3.20% $1,000,000 $999,830 $990,123
729 3.56% $1,000,000 $1,004,150 $1,000,000
($96,585)
$9,707
$4,150
808 2.89% $500,000 $497,755 $526,520
($28,765)
Medium Term Notes
AMAZON COM INC
APPLE INC
ASTRAZENECA FINANCE L
BANK OF AMERICA CORP
BERKSHIRE HATHAWAY IN
CIGNACORP
CITIGROUP INC
COCA COLA CO THE
ESTEE LAUDER CO INC
GOLDMAN SACHS GROUP I
INTERCONTINENTAL EXCH
JOHNS HOPKINS HEALTH
MEAD JOHNSON NUTRITIO
MORGAN STANLEY
ORACLE CORP
STRYKER CORP
TOYOTA MOTOR CREDIT C
UNITED PARCEL SERVICE
UNITEDHEALTH GROUP IN
WAL MARTSTORES INC
023135AJ5
037833AK6
04636NAA1
06051GFX2
084670BR8
12SS23AGS
172967KNO
191216CL2
29736RANO
38141GXJ8
45866FAD6
478111AB3
582839AH9
61746BDZ6
68389XBL8
863667AH4
89236TCQ6
911312BT2
91324PDN9
931142DU4
152
2.50%
$500,000
$500,070
$499,990
$80
307 2.41% $500,000 $497,110 $480,685
$16,425
1,428 1.33% $500,000 $452,315 $501,040
($48,725)
1,389 3.59% $500,000 $487,125 $554,155
($67,030)
258 2.75% $500,000 $499,945 $513,756
($13,811)
1,234 4.12% $500,000 $500,550 $564,210
($63,660)
1,401 3.52% $500,000 $482,935 $550,715
($67,780)
799 1.79% $500,000 $488,475 $493,865
($5,390)
885 2.07% $500,000 $484,095 $501,600
($17,505)
1,006 3.57% $500,000 $490,125 $545,605
($55,480)
1,250 3.79% $500,000 $494,960 $557,000
($62,040)
319 2.79% $145,000 $143,728 $141,068
$2,661
1,234 4.08% $500,000 $505,095 $565,170
($60,075)
1,307 3.93% $500,000 $492,425 $561,240
($68,815)
442 2.44% $500,000 $492,165 $492,550
($385)
1,220 3.44% $500,000 $491,165 $548,175
($57,010)
13 2.80% $500,000 $500,050 $490,620
$9,430
794 2.25% $500,000 $487,840 $504,105
($16,265)
1,264 3.71% $500,000 $498,685 $560,625
($61,940)
168 2.35% $500,000 $499,665 $498,935
$730
Municipal Bonds
CONNECTICUTST B
CONNECTICUT ST TXBL S
GOODRICH MI AREA SCH
HOUSTON TX REF SER B
LA QUINTA CA REDEV AG
NEW YORK NY TXBL FISC
ONTARIO CA INTERNATIO
OREGON ST DEPTADMINI
TULSA CNTY OKLA INDPT
20772JL75
20772KGNB
382406PY6
4423315T7
5042013CL4
64966QCA6
683042AJ4
68607VT47
899593MG9
32
2.77%
$500,000
$500,340
$508,400
($8,060)
655 3.05% $1,000,000 $998,000 $1,064,850
($66,850)
305 2.73% $300,000 $299,091 $304,584
($5,493)
610 1.99% $1,000,000 $979,850 $1,006,410
($26,560)
63 2.92% $1,000,000 $1,000,950 $1,007,590
($6,640)
763 2.19% $1,000,000 $972,490 $1,003,750
($31,260)
1,050 2.94% $500,000 $492,620 $538,090
($45,470)
641 2.84% $500,000 $495,535 $510,125
($14,590)
702 2.63% $500,000 $495,055 $501,550
($6,495)
Negotiable Certificates of Deposit
1ST SECURITY BANK OF
ABACUS FEDERAL SAVING
ALLEGIANCE BNKTEXAS
ALMA BKASTORIA NEW Y
33625CCP2
00257TBF2
01748DAX4
020080BLO
761
2.05%
$245,000
$238,557
$245,000
($6,444)
764 2.05% $245,000 $238,537 $245,000
($6,463)
91 2.15% $245,000 $245,211 $245,000
$211
804 1.81% $245,000 $236,861 $245,000
($8,139)
Page 216 of 238
Portfolio
As of June 2022
PortfolioTy.. Security Type Issuer
CUSIP
Days to Maturity
Reserve Negotiable Certificates of Deposit AMERICAN ST BK SIOUX
BALBOA THRIFT LN ASSN
BANK MIDWEST SPIRIT L
BANK OF NEW ENGLAND
BANK3
CITADEL FED CR UN EXT
COMMERCE BKGENEVAMI
COMMERCIAL BK HARROGA
DENVER SVGS BK IOWA
DISCOVER BANK
EAGLE BANK
ENCORE BK LITTLE ROCK
ENERBANK USA SALT LAK
ENTERPRISE BANK PA
FIRST BK HIGHLAND PK
029728BA9
05765LAY3
063615BP2
06426KBE7
06653LAJ9
17286TAGO
20056QRZ8
20143PDX5
249398BT4
2546726Y9
27002YEJ1
29260MAM7
29278TMN7
29367RKT2
319141JC2
666
384
57
693
260
973
727
349
356
33
110
410
510
686
124
FIRST FMRSBKTRCONV
320165JKO
797
FIRST NATIONAL BANKO
32112UDMO
551
FIRST PREMIER BANK
33610RRF2
77
FIRSTST BK BUXTON ND
33648RAZ2
432
GENOA BKG CO OHIO
37234809
762
GRAND RIV BK GRANDVIL
38644ABP3
764
HORIZON BK WAVERLY NE
44042TBQ6
425
INDUSTRIAL COMLBKCH
45581EAX9
365
KNOX TVA EMPL CREDIT
499724AD4
426
KS STATEBANK MANHATTA
50116CBFS
321
LAFAYETTE FED CR UN R
S0625LAE3
454
LIVE OAK BANKING COMP
538036GU2
881
MAINSTREET BANK
56065GAG3
666
MID MO BKSPRINGFIELD
59541KBV8
748
MORGAN STANLEY BK N A
61690UPF1
883
MORGAN STANLEY PVT BK
61760AYR4
651
NEIGHBORS FCU BATON R
64017AAM6
455
PARK VIEW FCU HARRISO
70087TAA3
68
PLAINS ST BKTEX
726547BK7
722
POPPY BK SANTA ROSA C
73319FAF6
992
PREFERRED BANK LA CAL
740367HPS
778
RAYMOND JAMES BANK NA
75472RAUS
914
RIA FED CR UN
749622ALO
544
RIVERBANK POCAHONTAS
76857AAB7
354
SPRING BK BRONX NY
849430AS2
70
STONE BK MTN VIEW ARK
86158RAV1
277
UBS BANK USA
90348JCR9
334
ULTIMABKMINN WINGER
90385LCR8
90
UPPER PENNISUA STATE
91630PASO
911
2.53%
2.07%
3.04%
2.68%
0.91%
1.73%
2.34%
2.46%
2.26%
2.30%
2.54%
2.02%
1.83%
2.63%
2.15%
1.81%
1.79%
2.00%
1.68%
2.00%
2.05%
1.71%
3.29%
3.24%
2.31%
3.29%
1.92%
2.63%
1.95%
2.01%
2.82%
3.29%
1.80%
2.34%
1.17%
2.06%
1.92%
2.52%
2.36%
2.00%
3.08%
3.14%
3.09%
1.82%
Par Value Market Value
$245,000
$241,871
$245,000
$242,873
$245,000
$245,483
$245,000
$242,278
$245,000
$242,462
$245,000
$234,323
$245,000
$240,313
$245,000
$244,218
$245,000
$243,653
$245,000
$245,130
$245,000
$245,502
$245,000
$242,518
$245,000
$240,864
$245,000
$242,119
$245,000
$245,196
$245,000
$236,940
$245,000
$240,181
$245,000
$245,098
$245,000
$241,323
$245,000
$238,299
$245,000
$238,537
$231,000
$228,997
$245,000
$246,054
$245,000
$245,877
$200,000
$199,382
$245,000
$245,982
$245,000
$236,560
$245,000
$242,303
$245,000
$238,196
$245,000
$237,128
$245,000
$243,285
$245,000
$245,970
$245,000
$245,000
$245,000
$240,372
$245,000
$230,572
$245,000
$238,400
$245,000
$236,190
$245,000
$242,940
$245,000
$243,917
$245,000
$245,093
$245,000
$246,203
$245,000
$245,960
$245,000
$245,777
$245,000
$235,646
Book Value Unrealized P/L
$245,000 ($3,129)
$245,000 ($2,127)
$245,000 $483
$245,000 ($2,722)
$245,000 ($2,538)
$245,000 ($10,677)
$245,000 ($4,687)
$245,000 ($782)
$245,000 ($1,348)
$245,000 $130
$245,000 $502
$245,000 ($2,482)
$245,000 ($4,136)
$245,000 ($2,881)
$245,000 $196
$245,000 ($8,061)
$245,000 ($4,819)
$245,000 $98
$245,000 ($3,677)
$245,000 ($6,701)
$245,000 ($6,463)
$227,867 $1,130
$245,000 $1,054
$245,000 $877
$199,700 ($318)
$245,000 $982
$245,000 ($8,440)
$245,000 ($2,697)
$245,000 ($6,804)
$245,000 ($7,872)
$245,000 ($1,715)
$245,000 $970
$245,000 $0
$245,000 ($4,628)
$245,000 ($14,428)
$245,000 ($6,600)
$245,000 ($8,810)
$245,000 ($2,060)
$245,000 ($1,083)
$245,000 $93
$245,000 $1,203
$245,000 $960
$245,000 $777
$245,000 ($9,354)
Page 217 of 238
Portfolio
As of June 2022
PortfolioTy.. Security Type Issuer
CUSIP
Days to Maturity
Coupon
Par Value
Market Value
Book Value
UnrealizedP/L
Reserve Negotiable Certificates of Deposit WASHINGTON FEDERAL
938828BJ8
785
2.11%
$245,000
$238,586
$245,000
($6,414)
WELLS FARGO BANK NA
9497631396
694
2.68%
$245,000
$242,268
$245,000
($2,732)
WELLS FARGO NATL BK W
94949SAF2
183
1.85%
$245,000
$244,696
$245,000
($304)
U.S. Treasuries U S TREASURY BILL
912796XS3
350
2.98%
$1,000,000
$974,000
$971,032
$2,968
Page 218 of 238
CITY OF
ELSEGUNDO
Transactions
--ME r
Transactions
Prior 3 Months as of June 2022
Year of
KINVA
Page 220 of 238
Interest Received
As of June 2022
Transaction Date
2021
2022
Grand Total
Category
Q3 04
01 Q2
$1,209,896
$1,000,000
INTEREST
$S0o,000
$99,046 $100,678
$110,991 $107,714 $139,674
$86 087 $82,929
$117,918 $108,038 $167,927
$47,507
$41,387
$0
$11,150,000
$10,000,000
MATURED
$5,000,000
$2,225,000
$2,280,000
$1,745,000
$990,000 $745,000
$245,000 $245,000
$500,000 $490,000 $245,000
$995,000
$445,000
$0
$0
($1,000,000)
PURCHASED
($2,000,000)
($3,000,000)
($2,961,154)
($2,961,154)
July August September
I October November December
I January February March
I April May June
I Total
Category
INTEREST
MATURED
PURCHASED
Page 221 of 238
CITY OF
ELSEGUNDO
Compliance
Asset Class Compliance
As of June 2022
Security Type
In Compliance?
Max Weight
Weight
Par Value
Book Value
Market Value
Cash
Y
100%
5.07%
$6,055,733
$6,055,733
$6,055,733
LAIF
Y
100%
34.62%
$41,363,442
$41,363,442
$41,363,442
CAMP-JPAP
Y
30%
29.39%
$35,120,278
$35,120,278
$35,120,278
Government
Y
100%
6.67%
$8,000,000
$8,121,518
$7,971,635
Medium Term Notes
Y
15%
7.94%
$9,645,000
$10,125,108
$9,488,523
Municipal Bonds
Y
10%
5.22%
$6,300,000
$6,445,349
$6,233,931
Negotiable Certificates of Deposit
Y
30%
10.27%
$12,436,000
$12,432,567
$12,269,700
U.S. Treasuries
Y
100%
0.82%
$1,000,000
$971,032
$974,000
Totals
100.00%
$119,920,453
$120,635,027
$119,477,242
Page 223 of 238
Rating Compliance
As of June 2022
Security Type Issuer
CUSIP
S&P Rating
Moody Rating
In Compliance?
Market Value
Medium Term Notes AMAZON COM INC
02313SAJS
AA
Al
Y
$500,070
APPLEINC
037833AK6
AA+
AAA
Y
$497,110
ASTRAZENECA FINANCE L
04636NAAl
A-
A3
Y
$452,315
BANK OF AMERICA CORP
06051GFX2
A-
A2
Y
$487,125
BERKSHIRE HATHAWAY IN
084670BR8
AA
AA2
Y
$499,945
Veight
Maximum %of Portfolio
0.42%
3.00%
0.42%
3.00%
0.38%
3.00%
0.41%
3.00%
0.42%
3.00%
CIGNACORP 12SS23AGS A- BAA1 Y $500,550 0.42% 3.00%I
CITIGROUP INC
172967KNO
BBB+
A3
Y
COCA COLA CO THE
191216CL2
A+
Al
Y
ESTEE LAUDER CO INC
29736RANO
A+
Al
Y
GOLDMAN SACHS GROUP I
38141GXJ8
BBB+
A2
Y
INTERCONTINENTAL EXCH
45866FAD6
A-
A3
Y
JOHNS HOPKINS HEALTH
478111AB3
AA-
AA2
Y
MEAD JOHNSON NUTRITIO
582839AH9
A-
A3
Y
MORGAN STANLEY
61746BDZ6
A-
Al
Y
ORACLE CORP
68389XBL8
BBB
BAA2
Y
STRYKER CORP
863667AH4
BBB+
BAA1
Y
TOYOTA MOTOR CREDIT C
89236TCQ6
A+
Al
Y
UNITED PARCEL SERVICE
911312BT2
A
A2
Y
UNITEDHEALTH GROUP IN
91324PDN9
A+
A3
Y
WAL MART STORES INC
931142DU4
AA
AA2
Y
Municipal Bonds CONNECTICUT ST B
20772JL75
A+
AA3
Y
CONNECTICUT STTXBL S
20772KGN3
A+
AA3
Y
GOODRICH MI AREA SCH
382406PY6
AA
N/A
Y
HOUSTON TX REF SER B
4423315T7
AA
AA3
Y
LA QUINTA CA REDEV AG
50420BCL4
AA-
N/A
Y
NEW YORK NYTXBL FISC
64966QCA6
AA
AA2
Y
ONTARIO CA INTERNATIO
683042AJ4
AA
N/A
Y
OREGON ST DEPT ADM I N I
68607VT47
AAA
AA2
Y
TULSA CNTY OKLA I NDPT
899593MG9
N/A
AA2
Y
U.S. Treasuries U S TREASURY BILL
912796X53
N/A
N/A
Y
$482,935
0.40%
3.00%
$488,475
0.41%
3.00%
$484,095
0.41%
3.00%
$490,125
0.41%
3.00%
$494,960
0.41%
3.00%
$143,728
0.12%
3.00%
$505,095
0.42%
3.00%
$492,425
0.41%
3.00%
$492,165
0.41%
3.00%
$491,165
0.41%
3.00%
$500,050
0.42%
3.00%
$487,840
0.41%
3.00%
$498,685
0.42%
3.00%
$499,665
0.42%
3.00%
$500,340
0.42%
5.00%
$998,000
0.84%
5.00%
$299,091
0.25%
5.00%
$979,850
0.82%
5.00%
$1,000,950
0.84%
5.00%
$972,490
0.81%
5.00%
$492,620
0.41%
5.00%
$495,535
0.41%
5.00%
$495,055
0.41%
5.00%
$974,000
0.82%
3.00%
Page 224 of 238
CITY OF
ELSEGUNDO
LAI F
13
12
11
10
9
8
C
E
c
0
0
a
a 5
4
3
2
1
0
LAI F Apportionment Rates
As of June 2022
1979 1984 1989 1994 1999 2004 2009 2014 2019
Date
Page 226 of 238
LAIF Diagnostics
As of June 2022
Jun 1,19 Sep 1,19 Dec 1,19 Mar 1,20 Jun 1,20 Sep 1,20 Dec 1,20 Marl, 21 Jun 1,21 Sep 1,21 Dec 1,21 Mar 1,22 Jun 1,22
Date (Daily Rates)
Measure Names
Average Maturity
Daily
Quarter to Date
Page 227 of 238
CITY OF
ELSEGUNDO
City Cash Flows
$17,000,000
$16,000,000
$15,000,000
$14,000,000
$13,000,000
$12,000,000
$11,000,000
$10,000,000
m $9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
Rolling 13-Month Cash Flow Analysis
As of June 2022
Measure Names
$16,673,956 0 Credits
Debits
.,436
$5,160,915
June2021 August2021 October2021 December2021 February2022 Apri12022 June2022
Month of Date
Page 229 of 238
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0 ..................
($2,000,000)
> ($2,468,8
($4,000,000)
($6,000,000)
($8,000,000) ($7,520,1
($10,000,000)
($12,000,000)
($14,000,000)
($16,000,000) ($15,333,461)
July
Net Change in Cash by Year
As of June 2022
$9,692,177
August September October November December January February March April May
Month
June
744
;91)
Years
This Year
Last Year
Two Years Ago
Page 230 of 238
Historic Drawdowns
As of June 2022
Measure Names
$21,769,866 Delta Cash
Rolling 12-Month Cumulative Drawdown
$20,000,000
$16,979,291
$17,052,791 $16,948,871
$17,762,456
$15,585,731
6,351,446
$15,676,236 $15,792,747
$16,109,241
$15,000,000
*
15,462,119
$14,032,868 $14,840,702
14,761,324
$13,373,290
$13,414,296 $131861,191
$12,094,066
$11,850,289
$1 ,063,937
$10,000,000
$10,021,393
$10,389,932
$9,444,192 $9,589,722 $8,865,921
$10,784,866
$8,550,295 $9,131,765 $9,692,17
$6,740,588 $7,749,892 8,007,816
$6,802,738
$5,329,544 $6,198,611
$5,497,816
$5,976,411 $6,178,113 7,136,971
$5,765,409
$5,067,055
$4,851,651
$5,000,000
$3,952,705 $3,893,993
$ ,372,399
�
_
$2,952,653 $3,304,431
$4,143,573 $3,715,617
$2,784,224
3,759,255
>
$2,729,214
$3,30 ,584
$2,012,203
$598, 4 $737,577
$1, 9,657
$0
.____._... .......
.........
$17,938
_...._ -
_.....$990,291
( ,071,301) 419,231 ,
($638,326) ($688,897) ($953,953)
($398,052)
($1,493,637)
($2,849,212)
($2,296,277) 2,759,684) ( 2,745,298)
($2,628,379) ($2,468,809)
($3,489,461) ($3,977,017)
($3733,785)
,
($2,906,612) ($2,927,208)
($3,312,421)
($3,298,079)
($5,000,000)
($4,483,630)
($4,180,579)
($4,012,919)
($7,520,128)
($10,000,000)
($9,659,128) ($9,780,664)
($10,751,520)
($15,000,000)
($15,333,461)
2013 2014
2015
2016 2017 2018 2019 2020 2021
2022
Date
Page 231 of 238
CITY OF
ELSEGUNDO
Economic Environment
3.00%
2.80%
2.60%
2.40%
2.20%
2.00%
1.80%
a 1.60%
m
o!
1.40%
1.20%
1.00%
0.80%
0.60%
0.40%
0.20%
0.00%
0.65%
0.19%
0.09%
0.06%
1 Month 2 Month
U.S. Treasury Yield Curve
As of June 2022
0.62%
0.31%
0.10%
0.05%
3 Month
- ___,0.20%
u.0
6Month 1Year
0.53%
0.43%
0.35%
:0.23%.
0.17%
2 Year 3 Year
5 Year
Month
June 2021
September2021
December2021
March 2022
June 2022
Page 233 of 238
3.50%
3.00%
2.50%
2.00%
a
m
1.50%
1.00%
0.50%
0.00%
U.S. Treasury Maturity Through Time
As of June 2022
3.60%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Date
Measure Names
1 Month
2 Month
3 Month
6 Month
1Year
2 Year
3 Year
5 Year
Page 234 of 238
4.5
4.0
3.5
3.0
2.5
:2 2.0
1.5
1.0
0.5
0.0
-0.5
-1.0
10-Year Minus 3-Month Treasury Yield Spread
As of June 2022
1984 1989 1994 1999
Date
2004 2009 2014 2019
Page 235 of 238
15.00%
14.00%
13.00%
12.00%
11.00%
10.00%
9.00%
8.00%
7.00%
w
m
6.00%
5.00%
4.00%
3.00 %
2.00%
1.00%
0.00%
-1.00%
-2.00%
Unemployment vs Inflation
As of June 2022
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Date
Measure Names
Inflation Pct
Unemployment Pct
Page 236 of 238
5-Year Breakeven Inflation Prediction
As of June 2022
3.5 �
♦1
i�
3.0 St
2.5
2.0
1.st
r
E
° 1.0
f0 . Li
• • � ,jt�
C
Y 0.5 A 1'
m
0.0
m
.j
-0.5
-1.0 !
4
-1.5
-2.0
-2.5
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Date
Page 237 of 238
CITY OF
ELSEGUNDO
I certify that this report accurately reflects all pooled investments and it is in conformity with the investment policy as
approved by the City Council on 6/1/18. A copy of this policy is available in the office of the City Clerk. The investment
program herein shown provides sufficient cash flow liquidity to meet the next six months estimated expenditures.
Sources for the valuations are as follows:
Federal Agency Issues, Treasury Securities and Miscellaneous Securities: Union Bank, the custodial agent for the City
of El Segundo.
Detailed information on all purchase and sale transactions follows the Investment Portfolio Details section.
Matthew Robinson, City Treasurer Date
d
