CONTRACT 6526 One Page Service Agreement CLOSEDAgreement No. 6526
Services Agreement
CONTRACTOR: li t hell PLbiic Affairs and Advtx:a:N OAT E MAILED October 18, 2022
Below you will find a checklist relating to Insurance and other requirements IfiKlt are required for doing business with the City of El
Segundo. Only those items checked -off are MANDATORY, however if your standard policies exceed the minimum requirements please
include_ Commercial general liability insurance must meet or exceed the requirements of ISO-CGL Form No. CG 00 011185 or
88. The amount of insurance set forth below will be a combined single limit per occurrence for bodily injury, personal injury, and property
damage for the po';cy coverage. Liability policies will be endorsed to name the City, its officials, and employees as "additional
insured's" under said insurance coverage and to state that such insurance Wit be deemed "primary" such that any other
insurance that may be carried by the City wig be excess thereto. Such insurance must be on an "occurrence," not a "claims
made," basis and will not be cancelable or subject to reduction except upon thirty (30) days prior written notice to the City.
Please find additional Terms and Conditions on the reverse side of this Services Agreement This is not a purchase order or an
authorization to begin work.
f on zehe nsi e GencraR Liability. including coverage for premises, produels and completed operations, independent contractors,
personal injury and contractual obligalions with combined single limits of coverage of at least �11000,000 per occurrence.
❑ p!g,Ligft including owned, non -owned and hired vehicles with at least:
❑ I',,000_000 per occurrence.
❑ 5'„00.000 ww 300.000 per occurrence
❑ As required by State Statutes A copy of your currert policy must be submitted naming yourself and or your company.
❑ 'carkers Corru gsatuon „tr�surgaggo, as required by State Statutes. (Not needed if Self-employed with no employees and
CONTRACTOR signs statement to this effect.)
❑ gus ness, LJcensg The CONTRACTOR shall agree to have a current City of El Segundo license on file at City ball or purchase
sa,d license (at no cost to the City).
❑ Permits;, Plans must be approved and permit(s) issued (ro fee) by the Planning and Building Safety if appropriate Call the
Planning Manager @ (310) 524-2340 if you have questions
❑ Copy ofofwvalki picture LD. (Drivers license etc_)
PLEASE NOTE: ALL APPLICABLE INFORMATION LISTED ABOVE MUST BE OBTAINED AND ON FILE, PIER TO THE ISSUANCE OF A CITY
PURCHASE ORDER BEING SENT TO YOU (VIA FAX OR HARD COPY) BY THE RISK MANAGEMPURCHASING AGENT, THUS AUTHORiM
COMMENCEMENT OF WORK FOR THE CITY.
Submitled by (complete all blanks): COLOR COPY REQUIRED BACK TO THE CITY
Ccmpany Name_ By (Print name & litle)
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faMtdhdl PLblic Affairs & Advocacy Marc ..eMitchel{
Ccmpany Street Address' Vendor s " r
1724 S:;reckeis Lane
City, State ZP Date signed r.
Redondo Beach, CA 90278
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Phone, FAX
310 560 2322
P i'r s Email address: I Vendor's VY� site:
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Mail original agreement and insurance to'. City of El Segundo — City Clerk 350 Main Street, Room 5, El Segundo, CA 90245.3813
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Agreement No. 6526
1.GENERALLY. The materials, supplies, or services (collectively, "Purchase')
covered by this services agreement and purchase order ("order') must be
furnished by Seller subject to all the terms and conditions contained in this order
which Seller, in accepting this order, agrees to be bound by and comply with in
all particulars. No other terms or conditions are binding upon the parties unless
subsequently agreed to in writing. Written acceptance or shipment of all or any
portion of the Purchase covered by this order constitutes unqualified acceptance
of all terms and conditions in this order. The terms of any proposal referred to in
this order are included and made a part of the order only to the extent it specified
the Purchase ordered, the price, and the delivery, and then only to the extent
that such terms are consistent with the terms and conditions of this order.
2.INSPECTION. The Purchase furnished must be exactly as specified in this
order, free from all defects in Seller's performance, design, workmanship, and
materials, and, except as otherwise provided, is subject to inspection and test by
City at all times and places, If, before final acceptance, any any Purchase is
found to be incomplete, or not as specified, City may reject it, require Seller to
correct it without charge, or require delivery of such Purchase at a reduction in
price that is equitable under the circumstances. If seller is unable or refuses to
correct such items within a time deemed reasonable by City, City may terminate
the order in whole or in part. Seller bears all risks as to rejected Purchases and,
in addition to any costs for which Seller may become liable to City under other
provisions of this order, must reimburse City for all transportation costs, other
related costs incurred, or payments to Seller in accordance with the terms of this
order for unaccepted Purchases. Notwithstanding City's acceptance of any
Purchase, Seller is liable for latent defects, fraud, or such gross mistakes as
constitute fraud.
3.CHANGES. City may make changes within the general scope of this order in
drawings and specifications for specially manufactured supplies, place of
delivery, method of shipment or packing of the order by giving notice to Seller
and subsequently confirming such changes in writing. If such changes affect the
cost of or the time required for performance of this order, an equitable
adjustment in the price or delivery or both must be made. No change by Seller is
allowed without City's written approval. Any claim by Seller for an adjustment
under this section must be made in writing within thirty (30) days from the date of
receipt by Seller of notification of such change unless City waives this condition
in writing. Nothing in this section excuses Seller from proceeding with
performance of the order as changed.
4. TERMINATION. City may terminate this order at any time, either verbally or in
writing, with or without cause. Should termination occur, City will pay Seller as
full performance until such termination the unit or pro rata order price for the
performed and accepted portion of the Purchase. City may provide written
notice of termination for Seller's default if Seller refuses or fails to comply with
this order. If Seller does not cure such failure within a reasonable time period, or
fails to perform the Purchase within the time specified (or allowed by extension),
Seller will be liable to City for any excess costs incurred by City.
5.TIE EXTENSION. City may extend the time for completion if, in City's sole
determination, Seller was delayed because of causes beyond Seller's control
and without Seller's fault or negligence. In the event delay was caused by City,
Seller's sole remedy is limited to recovering money actually and necessarily
expended by Seller because of the delay; there is no right to recover anticipated
profit.
&REMEDIES CUMULATIVE. City's rights and remedies under this order are not
exclusive and are in addition to any rights and remedies provided by law.
7.TITLE. Title to materials and supplies purchased under this order pass directly
from Seller to City upon City's written acceptance following an actual inspection
and City's opportunity to reject.
&PAYMENT. City will pay Seller after receiving acceptable invoices for
materials and supplies delivered and accepted or services rendered and
accepted. City will not pay cartage, shipping, packaging or boxing expenses
unless specified in this order. Drafts will not be honored.
9.INDEMNIFICATION. Seller agrees to indemnify and hold City harmless from
and against any claim, action, damages, costs (including, without limitation,
attorney's fees), injuries, or liability, arising out of the Purchase or the order, or
their performance. Should City be named in any suit, or should any claim be
brought against it by suit or otherwise, whether the same be groundless or not,
arising out of the Purchase or order, or their performance, Seller will defend City
(at City's request and with counsel satisfactory to City) and indemnify City for
any judgment rendered against it or any sums paid out in settlement or
otherwise. For ourposes of this section "City" includes City's officers, elected
officials, and employees. It is expressly understood and agreed that the
foregoing provisions will survive termination of this order. The requirements as
to the types and limits of insurance coverage to be maintained by Seller, and any
approval of such insurance by City, are not intended to and will not in any
manner limit or qualify the liabilities and obligations otherwise assumed by Seller
pursuant to this order, including, without limitation, to the provisions concerning
indemnification.
10.WARRANTY. Seller agrees that the Purchase is covered by the most
favorable commercial warranties the Seller gives to any customer for the same
or substantially similar supplies or services, or such other more favorable
warranties as is specified in this order. Warranties will be effective
notwithstanding any inspection or acceptance of the Purchase by City.
11.ASSIGNMENT. City may assign this order. Except as to any payment due
under this order, Seller may not assign or subcontract the order without City's
written approval. Should City give consent, it will not relieve Seller from any
obligations under this order and any transferee or subcontractor will be
considered Seller's agent.
12.INSURANCE. Seller must provide the insurance indicated on the face sheet
of this Services Agreement.
13.PERMITS. Seller must procure all necessary permits and licenses, and abide
by all federal, state, and local laws, for performing this order.
14.INDEPENDENT CONTRACTOR. City and Seller agree that Seller will act as
an independent contractor and will have control of all work and the manner in
which is it performed. Seller will be free to contract for similar service to be
performed for other employers while under contract with City. Seller is not an
agent or employee of City and is not entitled to participate in any pension plan,
insurance, bonus or similar benefits City provides for its employees. Any
provision in this order that may appear to give City the right to direct Seller as to
the details of doing the work or to exercise a measure of control over the work
means that Seller will follow the direction of the City as to end results of the work
only.
15.WAIVER. City's review or acceptance of, or payment for, work product
prepared by Seller under this order will not be construed to operate as a waiver
of any rights City may have under this Agreement or of any cause of action
arising from Seller's performance. A waiver by City of any breach of any term,
covenant, or condition contained in this order will not be deemed to be a waiver
of any subsequent breach of the same or any other term, covenant, or condition
contained in this order, whether of the same or different character.
16.INTERPRETATION. This Agreement was drafted in, and will be construed in
accordance with the laws of the State of California, and exclusive venue for any
action involving this agreement will be in Los Angeles County.
17. PREVAILING WAGES. If required by applicable state law including, without
limitation Labor Code §§ 1720 (as amended by AB 975 (2001)), 1771, 1774,
1775, and 1776, CONTRACTOR must pay its workers prevailing wage. It is
CONTRACTOR'S responsibility to interpret and implement any prevailing wage
requirements and CONTRACTOR agrees to pay any penalty or civil damage
resulting from a violation of the prevailing wage laws. In accordance with Labor
Code § 1773.2, copies of the prevailing rate of per diem wages are available
upon request from CITY's Engineering Division or the website for State of
California Prevailing wage determination at 119I flwww,dar,ca.4cvIDL f NPWD. A
copy of the prevailing rate of per diem wages must be posted at the job site.
18. CONSIDERATION. As consideration, CITY agrees to pay CONTRACTOR
for CONTRACTOR's services not to exceed a total of $27,500_ (Twenty -Seven
thousand, Five hundred Dollars) for the work. CITY will pay for work as specified
in the attached Exhibit "A," which is incorporated by reference.
Services to include:
Refer to attached Exhibit "A"
EXHIBIT
Agreement No. 6526
M.
Mitchell Public
Affairs & Advocacy
Pubilic Education Proposal for the City of
El Segundo Business License Tax Measure
MU=
Marc Mitchell
M PAA
marc mitchell - aa.com
310.5602322
8.22.2022
John Anderson
Pivotal Strategies
]Anderson@pivotalstrategies.com
818.288.5616
Agreement No. 6526
Darrell J. George
City Manager
City of El Segundo
Dear Mr. George:
Thank you for our conversation about the City's consideration to engage and educate its
residents about the Business License Tax Measure that the City Council has placed on
the November 8, 2022, ballot. We appreciated your time and the information you
provided, and we're hopeful to work with you and the City team on this important public
education project pivotal to the City's financial future.
Our team has the ballot measure, communications, and community engagement
expertise, coupled with the local knowledge, needed to effectively run El Segundo's ballot
measure public education program. We have a passion for working with and
strengthening cities. As professional educators and storytellers, we take complex or
controversial issues, simplify them, and create engaging communications programs to
educate diverse communities.
We can immediately become El Segundo's partner and launch a customized, integrated,
and if necessary, bilingual education program to ensure constituents understand all
aspects of the Business License Tax Measure.
Who We Are- About Marc Mitchell Public Affairs & Advocacy and Pivotal Strategies
At any time, you might find yourself facing a pivotal moment. How you engage a
community, the media, sway public opinion or protect your brand from a crisis can
determine whether you can successfully reach your goals. When you're facing these
types of moments, make sure you have the right team in place.
Marc Mitchell Public Affairs & Advocacy (MMPA), led by Marc Mitchell, moves ideas and
clients forward in a community to positively impact the quality of life for all Californians.
We've helped many local South Bay clients including Chevron, Servicon (High Security
Maintenance) and Top Golf improve access to local governments, pursue sensible
development and enhance essential neighborhood services for the community.
Pivotal Strategies, led by John Anderson, is a Los Angeles -based public affairs and public
relations firm. Our passionate and experienced team creates innovative solutions to solve
your complex challenges. We're storytellers that establish our clients as thought leaders
at the forefront of change through strategic communications, campaigns and issues
management and engagement programs.
Our team is made up of experts with the skills and experience necessary to meet the
City's needs. Marc and John will develop the program's strategic framework and provide
the city with the tools to communicate and educate the El Segundo community at large.
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Agreement No. 6526
Over the years, together we have built countless successful strategic communications
and community engagement programs to help cities, counties and other government
agencies create compelling narratives and engage communities on a wide range of
issues. No matter the size, location, or demographics of a city, we always customize our
education programs. From what messages should be communicated, to when and how,
our approach ensures the most effective communications' strategy possible.
We're pleased to submit the following information about how we would collaborate with
the city on this important matter.
Moving Forward Tca ether
Based on our conversation, the city has an important story to tell. Most of the current
language in the City's current Business License Tax (BLT) was developed in the 1940s,
60s, and 70s with the most recent minor revisions in the year 2000. The program has not
been critically revisited in over 50 years thus it does not capture the new business and
service models of today's diverse economy. Additionally, it offers a sale and use tax
credit to businesses to help offset the cost of the BLT. The current structure also allows
businesses to continue to use this credit without a sunset. The Sales Tax Credit (STC)
can also offset up to 100% of BLT owed by a business. This affects overall BLT revenue
by 10% annually equivalent to 1.5% of overall General Fund revenues. Thus, the potential
revenue to be generated by the both the BLT measure and the revision of the STC could
result in additional General Fund revenues of approximately $3.25 million annually for the
City of El Segundo.
To tell this story effectively, the city requires an integrated communications program
focusing on key points — why the city needs to modernize its business tax practices, the
City's strengths and challenges, and, most importantly, the effects on current and future
residents if the measure is passed or rejected by voters.
We'll create compelling messages and charge forward with meaningful actions, as we
launch a program to educate the public about the impacts of the Measure BT. These
efforts will begin as soon as possible and continue through Election Day.
Voters must understand the reasons why the Council made this decision, the measure's
accountability measures, and the tangible impacts the measure will have on their
community. More importantly, they must understand the effects of the proposed measure
on them, their families and businesses, and their quality of life.
Like all cities trying to educate constituents about a new program or potential revenue
measure, El Segundo will face challenges — competing measures at the County or state
level, potential stakeholder groups or outside entities attacking the measure as well as
potential voter apathy. These challenges are not reasons to stop the city from moving
forward; rather, these challenges highlight the need to have a robust communications
program.
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Agreement No. 6526
Our team prides ourselves on following the letter and spirit of communications
regulations. This includes following the rules that govern the type of messages that can
be communicated by a government entity for an education program. Our messages and
activities will be educational only, without any advocacy or spin. We believe that all
activities and messages should be reviewed by both the city team and the El Segundo
City Attorney and/or other legal counsel the city has to maintain the highest of ethical
standards.
We will take the city through every step of a ballot measure's public education lifecycle.
From Day 1, we'll be by your side providing the expert counsel cities have come to expect
from us.
Our activities will center on education and engagement to raise awareness among El
Segundo residents and businesses about the City's efforts to modernize its business tax
ordinance, and the additional General Fund revenue that may become available to
maintain and enhance City services.
The timing of our public education effort is critical. With all California voters receiving a
mail -in ballot, we need to make sure all messages are in the community through all
delivery methods by late -September through early October.
While the exact nature of our program will be created in partnership with the city, we've
included a list of likely tactics we'll employ during the program:
Kickoff Meeting: We'll schedule a virtual or in -person kickoff meeting to collectively
develop and agree on a strategic framework for moving forward. This meeting will
allow the complete team to become familiar with each other and establish a
communications flow with regularly scheduled check -in calls.
Message and Theme Development: One of the first but most important steps are
developing our program's foundational messages. We'll quickly develop the themes
and messages that will serve as the cornerstone for all public outreach and external
communication activities, ultimately creating a core message document from which all
written and verbal communications will be based. Note: these messages will be fluid,
meaning that as we receive feedback from the community, we'll amend our messages
to ensure they're consistently resonating with El Segundo's constituents.
• Brand Development: Each of our public education programs have a distinct brand,
something that will resonate with residents and business owners as being local and
authentic. Our brand development will rely on the City's seal/logo, colors, and design
standards, allowing our messages and materials to be seen as part of a unified voice
on the City's behalf.
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Agreement No. 6526
Materials Development: Based on our developed theme and messages, we'll create
a set of collateral materials to communicate with residents. These materials will have
the look and feel of other El Segundo materials and would be our primary tool to
disseminate messages to external audiences. Materials include the following:
o Talking points for any City employee that interacts with the public
o Fact sheet
o Frequently Asked Questions (FAQ) sheet
o Powerpoing for formal presentations
o Palm Card (for public events)
o Webpage content
o Measure information for inclusion in City monthly news lette r/e news
o Create content for city facility telephone hold message
o Utility bills insert language
o Direct mail: Prepare copy, design of first mailer, print and deliver to mail
house
o Message Dissemination: Our program includes disseminating educational
messages through the City's existing electronic and/or printed newsletters and utility
bill inserts to reach your constituents and enhance our educational efforts.
Additionally, we recommend El Segundo print out all publicly available materials and
place them in all City facilities. Based on our research, we have identified a monthly
City newsletter, a quarterly recreation newsletter, a what's happening enews, a library
newsletter, a water utility bill, and the Joslyn Center newsletter.
Community/Stakeholder Outreach: A comprehensive public education effort
involves consistent stakeholder engagement. These activities also play a critical role
in gaining valuable community feedback.
Staff collectively identify stakeholder organizations in the community to engage. We
believe the city already possesses a robust communications network of community
stakeholders. We will work with the city to augment this network with organizations
such as:
o Homeowners' associations
o Civic associations
o Chamber of Commerce
o Business groups
o Education groups
o Ecumenical entities
o Large businesses
We believe that City personnel are the most authentic voices for this public education
effort, and they should conduct any requested presentations and lead any community
meetings, with our assistance. Outreach responsibilities will be completed by key City
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Agreement No. 6526
staff who will engage by email/phone with all stakeholder groups within the city. This
outreach is to both provide our materials, and direct people to the measure's landing
page (see below for additional information on this), to get additional information, have
questions answered or to offer presentations by City staff. We'll also encourage
groups to share our information with their respective networks, allowing our messages
to organically spread throughout the community. We will prepare a PowerPoint for
use by staff for these presentations.
Online/Digital Communications: We'll complement our traditional outreach methods
with a robust online presence to reach the broadest audience of El Segundo residents.
The City's existing channels already have established brand recognition and
developed audiences among residents and business owners and distributing our
messages through these trusted channels will ensure a greater acceptance of our
messages and wider distribution.
o Website: Our team will work with the city to populate its existing website with
our approved messages and information. Based on our core messages and
materials, we'll create an online clearinghouse of information and messaging
that we'll drive people to through our traditional, electronic, and social media
activities.
o Social Media: As social media is a vital avenue to further educate the public
and share links to outreach materials and other resources, we'll create a social
media calendar and content for the City's existing social media channels. The
City of El Segundo has six different departments posting on social media and
it appears the strongest following on its general government Facebook, Twitter,
YouTube, Linkedln, and Instagram pages. Whenever possible, we will ensure
that social media content is visually interesting, incorporating graphic elements
and multimedia content. Ideally, video content could be produced by the in-
house El Segundo Media team. Especially effective could be an educational
panel discussion featuring key City staff members. This content could then be
imbedded on the educational website page.
o YouTube Channel: The City of El Segundo has a dedicated YouTube channel
entitled El Segundo Media that has over 3.35 thousand subscribers and
regularly uploads recordings of city meetings and a semi regular news show
called El Segundo News for viewers. We recommend the main city
spokespersons conduct a fact based, educational discussion on the city's
finances and why the city decided to put a measure before the voters after 40
years. It can also discuss how Measure BT could bring in over 3.25 million in
annual revenue and how that revenue could benefit all residents through
additional programs and services.
Media Relations: We know the city has existing relationships with area press such
as the El Segundo Herald. We stand ready to assist in any media relations needs to
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Agreement No. 6526
help frame the public dialogue on the City's terms and educate reporters who
frequently cover City business.
• Direct Mail: Mail is one of the most effective ways to directly engage registered voters
and deliver the program's messages. We recommend distributing at least two,
postcard size educational pieces to all residential addresses in the city to build
awareness about the measure and how funding could be used for the city. Sending
direct mail pieces — with the timing to be determined in collaboration with the city —
helps ensure the program's messages are retained by residents and remain top -of -
mind as they fill out their ballots.
• Council Meetings: To further engage the broader community, we recommend the
city agenize a regular update on Measure BT to update the council and community on
upcoming educational opportunities.
• Information Booths: We will work with City staff to identify highly attended
community events and meetings and create a calendar of events where staff should
plan to have a presence. These events allow residents to connect face-to-face with
City staff, receive material and ask questions. We have identified the following
potential events: the September 10th Firefighters Pancake Breakfast, the September
14th State of the City lunch @ 11:30 am, the Farmer's Market every Thursday
evening, and the upcoming Halloween Frolic.
Staying on the Same Pa e
Through regular team meetings and conference calls, we'll provide status updates on the
program, ensuring the timely completion of Master Calendar benchmarks. We will not
move forward with any steps without the explicit approval of the City's project lead(s). We
will also develop a Master Calendar/task list to drive our activities and provide the city
with a firm understanding of the deliverables in the days and weeks ahead.
As previously noted, we firmly believe that City personnel are the most authentic voices
for this public education effort. As such, we recommend that City staff conduct any
requested presentations, and lead any community meetings or events. Residents and
businesses value personal interactions with their city's leaders, and these meetings will
strengthen the City's position as responsive and accessible to constituents — a necessary
component to effectively communicate new policies and ideas.
Project Team
Our project team, led by Marc Mitchell of MMPA and John Anderson of Pivotal Strategies
have an unmatched expertise with innovative local revenue measures, vast experience
with public education and communications programs, and local knowledge — the three
key ingredients the City must have for this program to be effective. Collectively, we have
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Agreement No. 6526
decades of experience on the exact type of program El Segundo needs to engage and
educate its constituents.
Marc Mitchell will be the day-to-day Project Manager, and your primary point -of -contact.
Marc will manage all aspects of our portion of this project, including overseeing the
creation of all documents/materials, managing all community engagement, and ensuring
that we keep to the project timeline agreed upon by the City.
John Anderson, Vice President of Pivotal Strategies, will oversee the strategic framework
and implementation of this project. John has successfully managed numerous municipal
ballot measures ranging from sales tax, transient occupancy tax, in -lieu revenue
transfers, cannabis gross receipts tax and legalization, and election consolidation. With
his subject -matter expertise and history of coordinating public education efforts, John will
guide the program as strategic counsel.
Budge.
We are willing to scale our proposed activities based on the City's needs. We propose a flat fee
of $27,500 for our services described in the above scope of work.
Deliverable
Cost
Mess a a and theme development
$5,000
Development of public education material (fact sheets, FAQ,
website
$7,000
Social media content
$3,500
Community/stakeholder outreach/event attendance
$8,500
Brand development/graphic design support
Pro ram Total
$3,500
$27.500
We're excited about working with the staff to ensure that the City of El Segundo receives
the best possible program — one that will consistently educate the City's constituents and
ensure voters can make an informed decision in November 2022. We're looking forward
to your thoughts on this and, more importantly, to getting started.
Please contact Marc at (310) 560-2322 or by email at marc@,mitchelpaa.com with any
questions or if you need additional information. We're looking forward to hearing from you.
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Agreement No. 6526
Marc A. Mitchell
Mitchell Public Affairs & Advocacy
Principal
Mitchell Public Affairs & Advocacy - Full-time
Nov 2021 - Present - 10 mos
LA Basin - LA County - South Bay
Board of Directors
South Bay YMCA
May 2019 - Present - 3 yrs 4 mos
South Bay - Los Angeles County
Cerrell Associates
CERRELL 10 yrs 10 mos
Vice President
Jun 2014 - Nov 2021 • 7 yrs 6 mos
Greater Los Angeles Area
Director of Public Affairs
Feb 2011- Jun 2014.3yrs; 5mos
City of Redondo Beach
10 yrs 1 mo
Planning Commissioner
Sep 2011- Sep 2019.8yrs 1 mo
Public Works Commissioner
Sep 2009 - Sep 2011 - 2 yrs 1 mo
r%/A Legislative Coordinator
SEW 721
Apr 2003 - Jan 2011 • 7 yrs 10 mos
Agreement No. 6526
John Anderson
Vice President at Pivotal Strategies, Dad of Two, Fan of All Things UCLA
Vice President
Pivotal Strategies • Full-time
Mar 2022 - Present • 6 mos
Los Angeles, California, United States
Skills: Public Relations • Strategic Communications • Community Engagement • Stakeholder Relations
Digital Marketing
* Cerrell
11HRILL Full-time • 8 yrs 6 mos
Public Affairs Director
Jul 2021 - Mar 2022. 9 mos
Los Angeles County, California, United States
Public Affairs Manager
Jun 2019 - Jul 2021 • 2 yrs 2 mos
Los Angeles County, California, United States
Senior Account Executive
May 2018 - Jun 2019 - 1 yr 2 mos
Los Angeles County, California, United States
Account Executive
Oct 2015 - May 2018 • 2 yrs 8 mos
Los Angeles County, California, United States
Senior Account Coordinator
Aug 2014 - Oct 2015 - 1 yr 3 mos;
Los Angeles County, California, United States
Account Coordinator
Oct 2013 - Sep 2014 • 1 yr
Los Angeles, California, United States
10