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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." 1 Page 1 of 238 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. 2 Page 2 of 238 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 3 Page 3 of 238 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. 0 Page 4 of 238 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. 5 Page 5 of 238 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. 0 Page 6 of 238 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 7 Page 7 of 238 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 Page 14 of 238 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 D 0 r y r -p 0 O > x Om 0O z C m z C.71 O O � O O 0 �:3 O 0 C W z m 0 m cn A A A -P- 4� CK)0 W N- 00000 - O 0 . Q n 5 (nm 3 E- w m ctz D'mro� 3 �' m (D m rt CD n 0 cQ T. K 3 a) m h su � m 0 m 0 0 0 C 7 A W O O -u €D -n -u E S. ' O Q to 0. a) �' m a w ,� ro D� a 3 N 0 0 Cl1 m _ N co m 01 Cn m —k A CD w m Cif co 0 A N) W WA O N N cp �1 �f s v W V W W 0 O -I N W, O Cr 0 N O A A N W 0o co —! M 0 Ut 1 (D (n N W -11 6) m O CD CD N N O Cn W N W CO N A W N N N N N N N N N N j m m 00[70C?[700000000 "O c'zOO>MmOmOOOOO G) c' 3 0 O n' C) O C— 0 C �C C C 3 �m3�M m 0?'c�3 c7-1� m 3.occ Coc X `t v 0 0 p 0 co � c �. CAI E r � -a oa,CD c`` �o `� m c n °' Q,m ZC� m Qm o � W CD @ m > mco00 cn a D M G70-�r m �nm m 70 co M z�� 2 a N0C: fl) Nmz m n0 x m z m z c m C/) o A W A po N C71 �! b �1 w 0 CD ••a r[ 0 C71 CD M CD W O — —+ (fl N 6) O N fp A O G7ti CSs N W W cn N cp Cn 'ry �1 0 N © oo (n N —1 p) — W A m 0 0 A Cif W JF. W C)) ..a W Ln 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 tp Q �A C7 CO a)) W N O N Q Q Q Q r- D 3(no flcfuwD O A7 �• (D �• N- CD E Z) (D N m = 0 to -° o > m 0 o m t z n z K 0 a mCD :C3 � m C m W w - w W � a W co (D �J �J (D m A 00 Ul � A Ln N A C7) 6) to N Da co (D W W A N N V O W PO W NNLJ W CJ)NNNNNNNNIV N—" — 0 .A AN — OQQQ •P - (D-JOI(n•A—�—+—� ;a.N W to" OQC7OC?OQC3OCDC>C) � vcum-u r-zoo>mmomoo�oo G) 53c_a (D uoaoaJlln=�-C)x,t'�'�' w C) C m is (D co 3 1 5' a > (I 0 �I 0 m Q to -0 c� m. 3 g c c=( (o 0 �'mm �'3o0a) wn G) r A ©,c Cl 'II � (D � ot7 C C) w � Z D Coo a) m a m o CD (cn z Z C) a➢ C m > m((1)D0 N �� o 0 O o �' m m Fn0>m m C:, CO W < m m z rQ`v -C z N N i1J N m M DO x x m z 0 m z c M m cn o N - • to W ) ti W A N _(Np CJ (D 6) W CD 4 —� A (D C, O— W oo 00 V O -F co W D) O (D �1 (D (D L" .A W O " N Un N 6) N 9) D. O O O 00 C) Ul m •W (A O �l N co O N W O) O O (a (D (D A. Jp N .A O N O Cn 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 n FAO 000)wN)- 0 i.71 C? O © 0 O N O O ro ro �, cg O D "1 T ;a 3 m 0 n OC X _0 m C os CDp m m z n z o cm iD rn M C N 0 Qrn N 0 ..x .,.a A b -4 OJ co cn N N -4 to w m W N N (D �i. � W ..+• [Tt C0 A O) N tC1 W W Ln 00 0) N N 0 CO Ch O O 0) 0o 0o N 00 b C r n 0 N N W W A• A. N --• 0 o a n A W 0 0 -omm-p 5s.=;,0 Q (D �. cz � ED W m D� CL 0 co Q Oho ON O co A 0) 0) to N O> (h A A (p p p 'V W 'V A N Ln O 0 m 0 rnNNNNNNNN jN-+- — (hA AN W Ns 0003OnnOpOpOOn0 i7 a(DC>rl.) rznODTmOmOOOOn G) cr � Q C 3 Qy D `G (J) 3 `C 'C �C m m_c:3 3 cvroroo m N CD v CO > D CD n:3 CL 3' 0 Q ro 0 to c �. G3 m r x CD c o�cn �� m z m °' z a) -ro 5.m o Mn ID Q -C� U3 n' 3 m z x>CA u, �� rron = O >m0 0° ID �u �C,nmm mvo(nuU) z M z k N-< 0 z{ D IQ m z 0 Q X u ;0O � m z K m z c m o A N— V N N OWo W N y (0 coo 0)ON0 0) A (0 4) CO D' CO �I Ch W CJ a) V --J N O (Jl o © (Uh b 00 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 cn J O4u A-4� A- 4u AC-n aOOOC] p C� ...a Q O D n C7;FJ Dm!5cU)m � mco � CD �ro m °1 C? m m 00 O O > > 0 m © v n x m O m m ate, z a � m o � z CD N �7co � C m m , z C cn cn A Can N © O ccn v cnn N � N A A ;Fi N tp0p W O CD 0 0 � O O c r- C'3 A ch N N W O O O O 4 W O O MNNNNNNNN jN—. — 0 OO©00000OQO000 "O O Q O J n N •-+ W N J C] ..a ..� r-zOO>TMr7mOOOOO cz w 'cn 3. *c c w ro rn o m «ro n 3 cL-cu w m G7 D 3 :3 a00wm cn m -rt T Z3 0 CO ro N m � m m Q m ro CL, m Z n —� y 00 m > mcni)©0 y G�O� rI m � m �or-m -c m z��m O m Fi 0 C --I - 0 O m O x x m -a m K z m 0 z -1 -a m o N A N N CO (Ii N CA W W p p N� N W a 4 0 4 N �I m W OD O 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 CD A CD W N OC7pp0 C)N O C] r D (D (D ac w CT :D 3 CD 0 ro v 3 m �' c) CD 0 � w 0 (D O D ° X m "{ 0 x w o' w C)O m vzi n z m 0 < ? c m n X m �' CA 0 m ca 6) A O W QJ OD ...a W W ..a (D W W AA [ND 9) 9D A�V N N A N 0) (n i Co C3 (D W W W -+ W 0 NNWW O O O M"K)NNNNNN_N_N-- " O 0 C? A W O C7 C? O 0 0 0 0 C:O O O O 0 C7 O C3 --+ C3 N -+ 1 W N --+. C7 i J vmcl-0 G7 cQ fl fD u0 0 0 a ...... w D2 < 3 0 CO �� ro `�2 = tr- z Q cfl 23 C o in-, :33 C w m@ O w�3--(0 a=DD-, C N D CO�,� (D 3 rL��'r O r- D D C w w _.(p a CLm zCD zn 0 n 0 ) m y. m m G} y m to # O mit --n m � m -n > 5' z M 00 Q) * m G) cr z m m 0 D O x m z o m z C m U O N N (D 3co\1 W OD > co 0 cofn NO m p O Qd W A W Cf� v W UWi 00 N -� CA V O V 0 C] O (A O C7 Cl C, (D CO 6) (VB ((n O (h��. 'w pAo O -Na j V C7c(! D 1 (0A " n ( D Cn ( 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 cn cnO Q A AP-P� NNW W CriNNNNNNNNNN,-+�� p fll A Ot" 0 Oo m W N-+ OC)C�C70 C?O ?.A. 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Q W (D A cR C.P 0 -4 N -� CA O Co O -� Cn �f CO (fl O 0 00 N O N 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 M �� a O d Y Lei � � � � O Ad m O m CL 'ep aloalto NRrwtlgxf Palo Alto Networks ML-Powered Next -Generation Firewall Feature Overview - fa c G:" of ..w:. k v 2: '...'a t — 8 Irl) r f S - s �'� R 's 2i - -tg � i T'"e c €` e r. z..,E s .g. 3 y ,..r . i � ,e .r .F. .. ,,•V 4 i t.,- a a - y i �F .,�3 r s` i "n ,i 'L. -' ` 7 3c e.3 rvi re, w. r3 1 i : �3 P` s a v" i" �+^s 3 i„ ` n � c3 "� i r,* s",� t i a {,� z ' e n , f c w g r5"� $ § r �,4,�� f 3 �a ebw `iu, �s s s a e ..i� 4 ,.% -�� 7 r r3 $ •-. A ,i £ 4,... d ...;+ v..-+: 9, e r ? tc d 3 9 t'� r t '—f a t'P�._a" ;�° ical s-_ciul i�-°•� P ILI .-S "'O �JC) o react . .�.. drv� e c ;tea pa cf e- a."s "3 'n ,ZA �' s 5+ `x' F' ? 3'� s your o . , � ;- �� a n d i 9 j r a R-i .�� ,� C1 The world needs a new type of firewall—one with machine learning and analytics at its core, 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 STRATA 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€. paloalto0 by Palo Alto Networks I Palo Alto Networks ML-Powered Next -Generation Firewall Feature overview I White Paper 2 �•.•,,. Page 49 of 238 STRATA 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 - ml -powered-ml-powe red -next-genera tion-fi rewa ll-feature -overview- wp-rot42o 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 ,'wo... Page 52 of 238 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 PlRggol60 of 238 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 Page 79 of 238 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 Page 80 of 238 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 Page 83 of 238 12. Remote provide up to 8 hours of As -Built Review on the installed systems 13. Provide the Client with Project Closeout documentation 44 Page 84 of 238 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 Page 85 of 238 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 46 Page 86 of 238 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 47 Page 87 of 238 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 48 Page 88 of 238 THIS PAGE INTENTIONALLY LEFT BLANK 49 Page 89 of 238 `■ 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 Page 90 of 238 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: 51 Page 91 of 238 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 52 Page 92 of 238 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 53 Page 93 of 238 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 Document Template: Nutanix Services: Scope of Work (SOW) Template —Flexible Credits Document Revision: Final v2 17 November 2016 Page 1 of 22 54 Page 94 of 238 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 Document Template: Nutanix Services: Scope of Work (SOW) Template —Flexible Credits Document Revision: Final v2 17 November2016 Page 2 of 22 55 Page 95 of 238 NUTANI �TM The Enterprise Cloud Company 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 Document Template: Nutanix Services: Scope of Work (SOW) Template — Flexible Credits Document Revision: Final v2 17 November 2016 Page 3 of 22 56 Page 96 of 238 NUTA,.NI arM The Enterprise Cloud Company @nutanix 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. Document Template: Nutanix Services: Scope of Work (SOW) Template — Flexible Credits Document Revision: Final v2 17 November 2016 Page 4 of 22 57 Page 97 of 238 NUTANI 4V 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 Document Template: Nutanix Services: Scope of Work (SOW) Template — Flexible Credits Document Revision: Final v2 17 November 2016 Page 5 of 22 58 Page 98 of 238 NUTANI fir. TM The Enterprise Cloud Company 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: Document Template: Nutanix Services: Scope of Work (SOW) Template —Flexible Credits Document Revision: Final v2 17 November 2016 Page 6 of 22 59 Page 99 of 238 NUTANI :TM The Enterprise Cloud Company @nutanix --------- -- 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 Document Template: Nutanix Services: Scope of Work (SOW) Template — Flexible Credits Document Revision: Final v2 17 November 2016 Page 7 of 22 60 Page 100 of 238 The Enterprise Cloud Company if@nutanix ■ 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 Document Template: Nutanix Services: Scope of Work (SOW) Template — Flexible Credits Document Revision: Final v2 17 November 2016 Page 8 of 22 61 Page 101 of 238 NUTANI AL TM The Enterprise Cloud Company V@nutanix ■ 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 Document Template: Nutanix Services: Scope of Work (SOW) Template —Flexible Credits Document Revision: Final v2 17 November 2016 Page 9 of 22 62 Page 102 of 238 NUTANI TM The Enterprise Cloud Company 111 %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. Document Template: Nutanix Services: Scope of Work (SOW) Template —Flexible Credits Document Revision: Final v2 17 November 2016 Page 10 of 22 63 Page 103 of 238 NUTANI TM The Enterprise Cloud Company 0 @nutanix • 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 Document Template: Nutanix Services: Scope of Work (SOW) Template —Flexible Credits Document Revision: Final v2 17 November 2016 Page 11 of 22 64 Page 104 of 238 NUTANI 1LTM The Enterprise Cloud Company V@nutanix (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. Document Template: Nutanix Services: Scope of Work (SOW) Template — Flexible Credits Document Revision: Final v2 17 November 2016 Page 12 of 22 65 Page 105 of 238 NUTANI :iM The Enterprise Cloud Company WCa)nutanix 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. Document Template: Nutanix Services: Scope of Work (SOW) Template —Flexible Credits Document Revision: Final v2 17 November 2016 Page 13 of 22 66 Page 106 of 238 The Enterprise Cloud Company 0 @nutanix 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: Document Template: Nutanix Services: Scope of Work (SOW) Template — Flexible Credits Document Revision: Final v217 November 2016 Page 14 of 22 67 Page 107 of 238 I��.l.!'T�.NI ALrM 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 Document Template: Nutanix Services: Scope of Work (SOW) Template — Flexible Credits Document Revision: Final v2 17 November 2016 Page 15 of 22 68 Page 108 of 238 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. Document Template: Nutanix Services: Scope of Work (SOW) Template —Flexible Credits Document Revision: Final v2 17 November 2016 Page 16 of 22 69 Page 109 of 238 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. Document Template: Nutanix Services: Scope of Work (SOW) Template — Flexible Credits Document Revision: Final v2 17 November 2016 Page 17 of 22 70 Page 110 of 238 NUTANI 1TM 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. Document Template: Nutanix Services: Scope of Work (SOW) Template —Flexible Credits Document Revision: Final v2 17 November 2016 Page 18 of 22 71 Page 111 of 238 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. Document Template: Nutanix Services: Scope of Work (SOW) Template —Flexible Credits Document Revision: Final v2 17 November 2016 Page 19 of 22 72 Page 112 of 238 5 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. Document Template: Nutanix Services: Scope of Work (SOW) Template —Flexible Credits Document Revision: Final v2 17 November 2016 Page 20 of 22 73 Page 113 of 238 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. Document Template: Nutanix Services: Scope of Work (SOW) Template —Flexible Credits Document Revision: Final v2 17 November 2016 Page 21 of 22 74 Page 114 of 238 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 Document Template: Nutanix Services: Scope of Work (SOW) Template — Flexible Credits Document Revision: Final v2 17 November 2016 Page 22 of 22 75 Page 115 of 238 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. Page 117 of 238 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. Page 118 of 238 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 1 of 4 Page 120 of 238 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 2of4 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. 3of4 Page 122 of 238 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 4of4 Page 123 of 238 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. SB 743 Implementation May 2022 Page 127 of 238 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. SB 743 Implementation May 2022 Page 128 of 238 "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. SB 743 Implementation May 2022 Page 129 of 238 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 SB 743 Implementation May 2022 Page 130 of 238 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. SB 743 Implementation May 2022 Page 131 of 238 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. SB 743 Implementation May 2022 Page 132 of 238 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) SB 743 Implementation May 2022 Page 133 of 238 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. SB 743 Implementation May 2022 Page 134 of 238 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 SB 743 Implementation May 2022 Page 135 of 238 ■ 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. SB 743 Implementation May 2022 Page 136 of 238 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. SB 743 Implementation May 2022 Page 137 of 238 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. SIB 743 Implementation May 2022 Page 138 of 238 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. SB 743 Implementation May 2022 Page 139 of 238 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. SB 743 Implementation May 2022 Page 140 of 238 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. SB 743 Implementation May 2022 Page 141 of 238 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. SB 743 Implementation May 2022 Page 142 of 238 {.,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 MORON rLJLA ram.{' M1 ` - - r+• w T}+FyLLE iI.� 11' ' � -i MAX 14' g, 7HIGH LETTERING 3'-8" to 6'-4" HIGH 'E' AND'S' ONLY LOWERCASE LETTERING LASER CUT 0 o PANEL oS QCONCRETE-LOOK — WALL 0 � 0 � . 54' 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 .. .04 L S P. '• au - At- .y �,. "• Opp -- - _ — -- - Esc• ._ -16 r .. � �' � � � fie%`!► f� 1,.+� `l A1� •�-� Page 152 of 238 I r 0� 0000-00 Fn IMPERIAL HWY a • � is c 30'-7" fiECOMNIEi4DATIONTO-.•,•.•.•.•.•• •�•.. ••• ••� R ..:.... ....... . . .............. . • ---ate--- : :.,�:__ •.:G'_ . • : •�. •. • . •. •. • . •. • _.��. • .: • • • .:_ • \\ :':-:-:-:-:':-:':-:-:-:-:':-:':-o:-:-:':-:' :':':-:':-:':-:':':-:-:-:� .....................a....Q.......�. LOCATION FOR NEW MULTI -TRUNK TREES IMPERIAL AVENUE PLAN VIEW LAYOUT- LINEAR OPTION DECOMPOSED GRANITE PERMEABLE. PAVING i i i i i GATEWAY SIGN i PLANTER AREA, TYPICAL W j W j � I ~ I N I Z a i i i i i CONCRETE MOW ! CURB, TYPICAL i i i i i DECORATIVE GRAVEL!! OR EXISTING ROCK ! WITH METAL EDGING 9 i TURF GRASS, i TYPICAL 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 PRONE 714,776,4340 FAx 71 4'776-4395 WWW. HAILANDARCH.COM LA#1710 Page 154 of 238 0 NATURE COMMUNITY rr ?' LARGE FORMAT ALUMINUM LETTERS WITH MURAL PAINTING REFINERIES �(:; 10 AEROSPACE FUTURE TECHNOLOGY `RAISED CONCRETE OR WOOD -LOOK DECK 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 � Kn. c ;y �, ► . � e� � �' .' ' ill t, '�'• r � F_+.� �� '� I�V i 1. + ` ;�. :lC��I��J�L�1�-1 �� _ :�„ __ - � -- — w "" - � I. �� ,.�_ - - �_-.�;__ _ - 1:1. .w �.. ..� _ ... ...,,.�'+r .. -. Fes.!-3"��, .: .. Ow a 54 EL .t Page 157 of 238 IMPERIAL HWY a • � is c 30'-7" fiECOMNIEi4DATIONTO-.•,•.•.•.•.•• •�•.. ••• ••� R ..:.... ....... . . .............. . • ---ate--- : :.,�:__ •.:G'_ . • : •�. •. • . •. •. • . •. • _.��. • .: • • • .:_ • \\ :':-:-:-:-:':-:':-:-:-:-:':-:':-o:-:-:':-:' :':':-:':-:':-:':':-:-:-:� .....................a....Q.......�. LOCATION FOR NEW MULTI -TRUNK TREES IMPERIAL AVENUE PLAN VIEW LAYOUT- LINEAR OPTION DECOMPOSED GRANITE PERMEABLE. PAVING i i i i i GATEWAY SIGN i PLANTER AREA, TYPICAL W j W j � I ~ I N I Z a i i i i i CONCRETE MOW ! CURB, TYPICAL i i i i i DECORATIVE GRAVEL!! OR EXISTING ROCK ! WITH METAL EDGING 9 i TURF GRASS, i TYPICAL 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 age 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 age 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. age 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 age 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. age 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 age CONCLUSION PAGE 17 _may. :1.�"k':: i�`Y �" 5 .�1. `�•.:R %!�F'�'' sue' "�.4 -..�••� .� ' .� � � K. �'i'y �f+. - <, r.Y, is . _ . Y J Kr.. � a!•: � �'� � ��6~. a s ,� 3; �_,� �� -' �.��'? . r.. - . pay:.-: �.�' ::��• - :�r `�, F"I. :., •".gip:" V.r • M -'. '^�P "wJ 7 �,rj •,'-_: ..:a• `.•:,r-`•�.. �� 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