Agenda packet — Los Altos City Council, June 28, 2022 (part 1 of 3)

CITY COUNCIL MEETING -

AMENDED
AGENDA
7:00 PM - Tuesday, June 28, 2022
via Videoconference and In Person
Please Note: Per California Executive Order N-29-20, the City Council will meet via Telephone/Video Conference Only.

Telephone:1-253-215-8782 / Webinar ID: 829 9831 4865
https://losaltosca-gov.zoom.us/j/82998314865?pwd=T1dnS0l5bDB1NVhXR2ZIL2ZpeTluZz09 Passcode: 741231
TO PARTICIPATE VIA VIDEO: We have moved to ZOOM! Members of the public will need to have a working microphone on their device and must have the latest version of ZOOM installed (available at https://zoom.us/download). To request to speak, please use the “Raise hand” feature located at the bottom of the screen under the Reactions Icon.

TO PARTICPATE VIA TELEPHONE: Members of the public may also participate via telephone by calling the number listed above. To request to speak, press *9 on your telephone.

TO SUBMIT WRITTEN COMMENTS: Prior to the meeting, comments on matters listed on the agenda may be emailed to [email protected]. Emails sent to this email address are sent to/received immediately by the City Council. Please include a subject line in the following format:

PUBLIC COMMENT AGENDA ITEM ## - MEETING DATE
Correspondence submitted in hard copy/paper must be received by 2:00 PM on the day of the meeting to ensure distribution prior to the meeting. Correspondence received prior to the meeting will be included in the public record. .

Public testimony will be taken at the direction of the Mayor, and members of the public may only comment during times allotted for public comments.

AGENDA

CALL MEETING TO ORDER

ESTABLISH QUORUM

PLEDGE ALLEGIANCE TO THE FLAG
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REPORT ON CLOSED SESSION

SPECIAL ITEMS
A. Proclamation of the Mayor recognizing July is Parks Make Life Better Month B. Retiring Police Chief Andy Galea Proclamation

CHANGES TO THE ORDER OF THE AGENDA

PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA
Members of the audience may bring to the Council's attention any item that is not on the agenda. Speakers are generally given two or three minutes, at the discretion of the Mayor. Please be advised that, by law, the City Council is unable to discuss or take action on issues presented during the Public Comment Period. According to State Law (also known as “The Brown Act”) items must first be noted on the agenda before any discussion or action.

C. PUBLIC COMMENTS (Added 6/30/22)

CONSENT CALENDAR
These items will be considered by one motion unless any member of the Council or audience wishes to remove an item for discussion. Any item removed from the Consent Calendar for discussion will be handled at the discretion of the Mayor.

1. Minutes: Approve Minutes of the City Council Regular Meeting of June 14, 2022. (A Rodriguez)

2. Adopt CalRecycle Local Assistance Grant: Approve Resolution 2022- __ authorizing the City Manager to accept the grant funding from the State of California in the amount of up to $44,027 to be used for SB 1383 outreach and education in the next two fiscal years (A. Fairman)

3. Project Acceptance: Annual Street Resurfacing and City Alley Resurfacing Project: Adopt Resolution No. 2022-XX FY20/21 re Annual Street Resurfacing and City Alley Resurfacing Project (TS-01001, TS-01003, TS-01004, and TS-01009); consider finding that the project is exempt from review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301 (M. Lee)

4. Project Acceptance: Fremont Avenue Pavement Rehabilitation: Adopt Resolution No. 2022- ____: Accept the Fremont Avenue Pavement Rehabilitation Project TS-01056, Federal Project STPL-5309(019); consider finding the project exempt from review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301 (M. Lee)

5. Approve Professional Services Agreement Amendment No. 3 with NBS: Authorize the City Manager to execute Amendment No. 3 on behalf of the City with NBS in the amount of $22,000 to provide administration of the sewer service charge for FY2021-22 (T. Nguyen)

6. Approve Financial System Purchase: Authorize the purchase of a Cloud-Based Enterprise Resource Planner (ERP) from Tyler Technologies, Inc., a Delaware corporation, pursuant to the Cooperative Purchasing Contract, for an initial amount of $347,002, and $99,436 annually 2 6/28/2022 CITY COUNCIL MEETING - AMENDED AGENDA Page 3 of 4 thereafter for an initial term of five years and a total of $844,182, inclusive of annual maintenance over the five-year term (J. Furtado)

7. Award of Contract for Custodial Cleaning Services: Authorize the City Manager to execute an agreement with IMPEC Group for custodial cleaning services in the amount of $394,380 for fiscal year 22/23 on behalf of the City (M. Hernandez)

8. FY 21/22 Final Budget and FY 22/23 Mid Term Budget: Adopt Resolution 2022-__ FY 22-26 Capital Projects; Adopt Resolution 2022-__ FY 23 Midterm Operating Budget; Adopt Resolution 2022-__ FY 23 Utility User Tax Rate; Adopt Resolution 2022-__ FY 23 Transient Occupancy Tax Rate; Adopt Resolution 2022-__ FY 22 Park in Lieu Fund Appropriation; Adopt Resolution 2022- __ FY 2021/22 Final Operating Budget Resolution (J. Furtado)

9. Wireless Telecommunications Facilities Ordinance: Adopt an Ordinance Of The Los Altos City Council Amending Los Altos Municipal Code Chapter 11.12 And Adding Chapter 14.82 Relating To Wireless Telecommunications Facilities And Utility Infrastructure Setting New Locational Requirements And Revising Development Standards.

10. Youth Commission Appointments: Accept the Youth Commission Interview Subcommittee appointment recommendations and make recommended appointments to the Los Altos Youth Commission (A. Rodriguez)

PUBLIC HEARINGS

11. 355 1st St LLC: Consider approval of Proposed Four-Story Multiple-Family Residential Project at 355,365,371,373 First Street; adopt mitigated negative declaration for project (S. Gallegos)

DISCUSSION ITEMS

12. This item has been removed from the Agenda
Open Government Policy: Review and provide direction accordingly

13. Council Legislative Subcommittee Update And Potential Council Action: Receive update from the City Council Legislative Subcommittee; discuss pending legislation including, but not limited to AB 2053, AB 2097, AB 2221, AB 2625, AB 2164, AB 1944, AB 2011, AB 2181, SB 897, SB 922, SB 930, SB 932, & SB 1067

INFORMATIONAL ITEMS ONLY

14. Tentative Council Calendar

COUNCIL/STAFF REPORTS AND DIRECTIONS ON FUTURE AGENDA ITEMS

ADJOURNMENT
(Council Norms: It will be the custom to have a recess at approximately 9:00 p.m. Prior to the recess, the Mayor shall announce whether any items will be carried over to the next meeting. The established hour after which no new items will be started is 11:00 p.m. Remaining items, however, may be considered by consensus of the Council.)
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SPECIAL NOTICES TO THE PUBLIC
In compliance with the Americans with Disabilities Act, the City of Los Altos will make reasonable arrangements to ensure accessibility to this meeting. If you need special assistance to participate in this meeting, please contact the City Clerk 72 hours prior to the meeting at (650) 947-2610.

Agendas Staff Reports and some associated documents for City Council items may be viewed on the Internet at http://www.losaltosca.gov/citycouncil/online/index.html.

All public records relating to an open session item on this agenda, which are not exempt from disclosure pursuant to the California Public Records Act, and that are distributed to a majority of the legislative body, will be available for public inspection at the Office of the City Clerk’s Office, City of Los Altos, located at One North San Antonio Road, Los Altos, California at the same time that the public records are distributed or made available to the legislative body.

If you wish to provide written materials, please provide the City Clerk with 10 copies of any document that you would like to submit to the City Council for the public record. 4 5
Agenda Item # A.
6 Agenda Item # B.

From: Kacey Fitzpatrick
To: Public Comment
Subject: Vote NO on draft Military Equipment Use Policy Date: Tuesday, June 28, 2022 5:29:02 PM
Dear Honorable Mayor, Vice-Mayor, and Councilmembers,
I want to express that I strongly do not support the approval of our draft Military Equipment Use policy as is. We can do better.

The policy as proposed does not safeguard the public’s welfare, safety, civil rights, and civil liberties, so it should not be approved.

The policy leaves too many loopholes for the usage of military equipment in any capacity.

We can do better.

I specifically want to see prohibited use cases for every piece of military equipment so that we can minimize injuries and fatalities in our community.

Now is the time to take a strong and clear stand. We have an opportunity with the passage of AB481, for our Police Department and our City to be thoughtful in the creation of a new Military Equipment Use policy. I would like to see complete reconsideration of how we invest in creating peace and safety in our community. We can do better.

Thank you for your consideration of this matter.

Sincerely,
Kacey
--
Kacey Fitzpatrick
151 Mountain View Ave.

Los Altos, CA 94024
7 Agenda Item # C.

CITY COUNCIL MEETING

MINUTES
7:00 PM - Tuesday, June 14, 2022
via Videoconference

CALL MEETING TO ORDER
At 7:00 p.m. Mayor Enander called the meeting to order.

ESTABLISH QUORUM
PRESENT: Council Members Fligor, Lee Eng, Weinberg, Vice Mayor Meadows and Mayor Enander
ABSENT: None

PLEDGE ALLEGIANCE TO THE FLAG
Mayor Enander led the pledge of allegiance.

REPORT ON CLOSED SESSION
No Closed Session - Nothing to report.

Mayor Enander informed everyone that Item 12 will not be addressed at tonight’s meeting.

CHANGES TO THE ORDER OF THE AGENDA
No changes were requested.

PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA
Jim Fenton, Rajatsuri, and Jeanine Valadez spoke on items not on the agenda.

SPECIAL ITEMS
A. Juneteenth Proclamation
Mayor Enander presented the Juneteenth Proclamation.

CONSENT CALENDAR

1. Minutes: Approve Minutes of the City Council Regular Meeting of May 24, 2022. (A Rodriguez)

2. Reject Bid for Annual Storm Drain Improvements on Milverton Road: Authorize the City Manager to reject the bid received for the Milverton Road Storm Drain Improvements Project, Project CD-01012, request the design consultant to reevaluate the project plans and specifications, and rebid the project (T. Nguyen)
8 Agenda Item # 1.
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3. SB-1 Road Repair and Accountability Act Resolution: Adopt Resolution No 2022-XX, identifying street maintenance projects to be funded by Senate Bill 1 (SB-1) Road Repair and Accountability Act; find the adoption of the resolution exempt pursuant to California Environmental Quality Act Guidelines Section 15301 (Existing Facilities) (G. Watanabe)

4. Approve Contract: Authorize the City Manager to execute an agreement on behalf of the City with Alta Planning + Design in an amount not to exceed $154,814 to provide additional Safe Routes to Schools consulting services for the Transportation Division of the Engineering Services Department. (M. Lee)

5. Appointments to Remaining Term for Santa Clara County Cities Association Board of Directors: Appoint Mayor Enander to the Santa Clara County Cities Association Board of Directors and Vice Mayor Meadows as Alternate

6. Emergency Declaration Resolution: Adopt a Resolution extending the declaration of a local emergency due to the COVID-19 pandemic

7. Contract Amendment: Complete Streets Master Plan: Authorize the City Manager to execute Amendment #3 for Professional Services Agreement with Alta Planning + Design for Complete Streets Master Plan and find that the execution of Amendment #3 is exempt from review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Sections 15061, 15262, 15301, 15304 and 15322 (M. Lee)
Council Member Fligor requested Item 5 to be removed from the Consent Calendar and asked a clarifying question on Item 2.

Following a motion by Council Member Lee Eng, seconded by Vice Mayor Meadows, Items 1-4, 6 and 7 were approved 5-0 with the following roll call vote:

AYES: Council Member Fligor, Lee Eng, Weinberg, Vice Mayor Meadows, Mayor Enander
NOES: None
ABSENT: None
ABSTAIN: None
Regarding Item 5, Council Member Fligor requested to be the appointed as the primary representative to remaining term for Santa Clara County Cities Association Board of Directors followed by Council discussion.

The following members of the public commented: Pete Dailey, and Jeanine Valadez.

Council Member Lee Eng moved to make the appointment to the remaining term for Santa Clara County Cities Association Board of Directors as presented, seconded by Mayor Enander.

A substitute motion was made by Council Member Weinberg to appoint Council Member Fligor to the remaining term for Santa Clara County Cities Association Board of Directors, seconded by Council Member Fligor.
9 Agenda Item # 1.
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A second substitute motion was made by Vice Mayor Meadows to appoint Council Member Fligor to the remaining term for Santa Clara County Cities Association Board of Directors to a date uncertain and allow the City Manager and City Attorney to bring this item back to the Council when a certain matter reaches a full resolution, seconded by Mayor Enander. Council Member Fligor requested a friendly amendment, which was accepted, to have this Item brought back to the Council when all related matters were resolved. Motion passed 4-1 with the following roll call vote:

AYES: Council Members Lee Eng, Weinberg, Vice Mayor Meadows, Mayor Enander NOES: Council Member Fligor
ABSENT: None
ABSTAIN: None

PUBLIC HEARINGS

8. Hold the Public Hearing, Consider Resolution No. 2022-__: Adopt a Resolution approving Sewer Service Charges for FY 2022/23, and Consider a Finding that the Adoption of the Resolution Is Exempt from Review under the California Environmental Quality Act (“CEQA”) Pursuant to CEQA Guidelines Section 15273 (A. Fairman)
Aida Fairman, Engineering Services Manager, presented to the Council.

There was no public comment.

Following a motion by Council Member Weinberg, seconded by Council Member Fligor, the Resolution approving Sewer Service Charges for FY 2022/23, and Finding that the Adoption of the Resolution Is Exempt from Review under the California Environmental Quality Act (“CEQA”) Pursuant to CEQA Guidelines Section 15273 was passed 5-0 with the following roll call vote:

AYES: Council Members Fligor, Lee Eng, Weinberg, Vice Mayor Meadows, Mayor Enander
NOES: None
ABSENT: None
ABSTAIN: None

9. FY 2021/22 Budget Appropriations: Review and Approve Final Adjustments to FY 21/22 Budget appropriations (J.Furtado)
John Furtado, Finance Director, presented to Council.

The following members of the public commented: Roberta Phillips, and Jeanine Valadez.

Council Member Fligor moved, seconded by Vice Mayor Meadows, to increase the budget for legal fees by $1,000,000 from $2,500,000 to $3,500,000. Motion passed 5-0 with the following roll call vote:

AYES: Council Members Fligor, Lee Eng, Weinberg, Vice Mayor Meadows, Mayor Enander
NOES: None
ABSENT: None
ABSTAIN: None
10 Agenda Item # 1.
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Council Member Fligor moved, seconded by Council Member Weinberg, to provide $38,000 in funding, from Park in Lieu funds, to participate in a feasibility study for a new live theater located in downtown Los Altos. Motion passed 3-2 with the following roll call vote:

AYES: Council Members Fligor, Weinberg, Vice Mayor Meadows NOES: Council Member Lee Eng, Mayor Enander
ABSENT: None
ABSTAIN: None
Vice Mayor Meadows moved, seconded by Council Member Weinberg, to approve the rest of the financial adjustment as presented by staff passed. Motion passed 5-0 with the following roll call vote:

AYES: Council Members Fligor, Lee Eng, Weinberg, Vice Mayor Meadows, Mayor Enander
NOES: None
ABSENT: None
ABSTAIN: None
Mayor Enander moved, seconded by Council Member Lee Eng, to ask staff to return at the June 28, 2022 Regular Council meeting with a final resolution incorporation all changes as indicated tonight for the FY 21/22 Budget appropriations. Motion passed 5-0 with the following roll call vote:

AYES: Council Members Fligor, Lee Eng, Weinberg, Vice Mayor Meadows, Mayor Enander
NOES: None
ABSENT: None
ABSTAIN: None

10. Proposed FY 2022/23 Mid-Term Budget: Approve the following actions:

A. Approve the FY 2022/23 Mid-Term Budget; and
B. Adopt Resolution No. 2022-__ establishing the FY 2022-23 Appropriations Limit; and C. Adopt Resolution No. 2022-__ setting certain fees and charges to be collected in FY 2022/23; and D. Adopt Resolution No. 2022-__ approving the FY 2022/23 Pay Schedule Gabe England, City Manager and John Furtado, Finance Director, presented to Council.

Vice Mayor Meadows, Council Members Lee Eng, Fligor, Weinberg, and Mayor Enander asked clarifying questions to Mr. Furtado and Mr. Engeland to which they responded.

At 9:49 pm, Mayor Enander called a for a recess and returned the meeting back to order at 10:10 pm.

The following members of the public commented: Roberta Phillips.

Council Member Weinberg moved, seconded by Mayor Enander, to adopt a Resolution establishing the FY 2022-23 Appropriations Limit. Motion passed 5-0 with the following roll call vote:
11 Agenda Item # 1.
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AYES: Council Members Fligor, Lee Eng, Weinberg, Vice Mayor Meadows, Mayor Enander
NOES: None
ABSENT: None
ABSTAIN: None
Council Member Weinberg moved, seconded by Mayor Enander, to adopt a Resolution setting certain fees and charges to be collected in FY 2022/23. Motion passed 5-0 with the following roll call vote:

AYES: Council Members Fligor, Lee Eng, Weinberg, Vice Mayor Meadows, Mayor Enander
NOES: None
ABSENT: None
ABSTAIN: None
Mayor Enander moved, seconded by Council Member Weinberg, to adopt a Resolution approving the FY 2022/23 Pay Schedule. Motion passed 5-0 with the following roll call vote:

AYES: Council Members Fligor, Lee Eng, Weinberg, Vice Mayor Meadows, Mayor Enander
NOES: None
ABSENT: None
ABSTAIN: None
Mayor Enander moved, seconded by Council Member Lee Eng, to request staff to bring back the discussed changes as a Resolution on the June 28, 2022 Regular Meeting to formally adopt the FY 22/23 budget including the specified allocations. Motion passed 5-0 with the following roll call vote:

AYES: Council Members Fligor, Lee Eng, Weinberg, Vice Mayor Meadows, Mayor Enander
NOES: None
ABSENT: None
ABSTAIN: None

11. Wireless Telecommunications Facilities Ordinance and Design Guidelines:

Approve Resolution 2022-__, Wireless Telecommunications Facilities Adopting a Negative Declaration in compliance with CEQA; and
Approve Ordinance 2022-__, Wireless Telecommunications Facilities Locational Standards, as recommended by the Planning Commission with additional modifications per City Council discussion on April 12 and May 10, 2022; and
Approve Resolution 2022-__, Wireless Telecommunications Facilities Design Guidelines, as recommended by the Planning Commission with additional modifications per City Council discussion on April 12 and May 10, 2022.

Lloyd Zola, Principal at Metis Environmental, presented to the Council. Attorney Deborah Fox, with Meyers Nave, explained to Council the final changes made to attachment 2 and 3 of the staff report. 12 Agenda Item # 1.
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Council Members Lee Eng, Fligor and Mayor Enander asked clarifying questions to Mr. Zola.

The following members of the public commented: Roberta Phillips.

City Attorney Houston provided a legal summary of the matters for consideration and an overview of the credentials of the expert team that worked on this item.

Council Members Weinberg, Fligor, Vice Mayor Meadows, and Mayor Enander provided additional comments.

Mayor Enander moved, seconded by Council Member Fligor, to approve a Resolution regarding Wireless Telecommunications Facilities Adopting a Negative Declaration in compliance with CEQA as presented.

Motion passed 4-1 with the following roll call vote:

AYES: Council Members Fligor, Weinberg, Vice Mayor Meadows, Mayor Enander NOES: Council Member Lee Eng
ABSENT: None
ABSTAIN: None
Mayor Enander moved, seconded by Council Member Lee Eng, to introduce and waive further reading to the Ordinance amending Los Altos Municipal Code Chapter 11.12 and adding Chapter 14.82 relating to Wireless Telecommunications Facilities and Utility Infrastructure setting new locational requirements and revising development standards as amended and reviewed. Motion passed 3-2 with the following roll call vote:

AYES: Council Members Fligor, Lee Eng, Mayor Enander
NOES: Council Member Weinberg, Vice Mayor Meadows
ABSENT: None
ABSTAIN: None
Mayor Enander moved, seconded by Council Member Lee Eng, to approve a Resolution on Wireless Telecommunications Facilities Design Guidelines, as recommended by the Planning Commission with additional modifications per City Council discussion on April 12 and May 10, 2022. Motion passed 5-0 with the following roll call vote:

AYES: Council Members Fligor, Lee Eng, Weinberg, Vice Mayor Meadows, Mayor Enander
NOES: None
ABSENT: None
ABSTAIN: None
Mayor Enander moved, seconded by Council Member Weinberg, to direct staff to work with the contracted experts to rigorously review and amend as needed the permit application for wireless facilities.

Council Member Lee Eng made a friendly amendment to include ‘rigorously’ as part of the motion, which was accepted. Motion passed 5-0 with the following roll call vote:
13 Agenda Item # 1.
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AYES: Council Members Fligor, Lee Eng, Weinberg, Vice Mayor Meadows, Mayor Enander
NOES: None
ABSENT: None
ABSTAIN: None

DISCUSSION ITEMS

12. AB 481 Military Equipment Use Policy: Review the Los Altos Police Department Draft Policy 709 and provide modifications as needed (K. Krauss)

INFORMATIONAL ITEMS ONLY

14. Tentative Council Calendar

COUNCIL/STAFF REPORTS AND DIRECTIONS ON FUTURE AGENDA ITEMS Council Member Weinberg requested for a Flag Raising Policy to be brought back to Council.

Council Member Lee Eng requested a future agenda item to discuss the City’s policy around funding nonprofits and outside organizations, the 1% Art Ordinance Funding and discuss creating a Housing Fund.

Council Members Lee Eng and Fligor shared their interest in attending the League of CA Cities 2022 Annual Conference.

Council Member Lee Eng gave a report on CalWater’s efforts around water conservation and how to address water drought and shortage.

Council Members Fligor, Lee Eng, and Mayor Enander shared that they met the City’s summer Interns.

ADJOURNMENT
Meeting adjourned at 1:18 a.m.
__________________________
Anita Enander MAYOR
ATTEST:
_____________________________________
Angel Rodriguez, INTERIM CITY CLERK
14 Agenda Item # 1.

Reviewed By:

City Manager City Attorney
GE
Finance Director
JH JF

AGENDA REPORT SUMMARY
Meeting Date: June 28, 2022
Subject Resolution 2022- __: Authorize the City Manager to accept the grant funding from the State of California in the amount of up to $44,027 to be used for SB 1383 outreach and education in the next two fiscal years Prepared by: Aida Fairman, Engineering Services Manager Reviewed by: Jim Sandoval, Engineering Services Director Approved by: Gabriel Engeland, City Manager
Attachment:

A. Resolution 2022-___
Initiated by:

City Staff
Previous Council Consideration:

February 22, 2022
Fiscal Impact:

The grant will increase available funds by $44,027 for SB 1383 outreach and education and other SB 1383 implementation needs over a two-year period from FY 2022-23 to FY 2023-2024.

Environmental Review:

Not applicable
Policy Question for Council Consideration:
 Does the City Council wish to accept the grant from CalRecycle for SB 1383 outreach and education?
15 Agenda Item # 2.

Subject: Resolution 2022- __: Authorize the City Manager to accept the grant funding from the State of California in the amount of up to $44,027 to be used for SB 1383 outreach and education in the next two fiscal years
June 28, 2022 Page 2
Summary:
 In September 2016, Governor Jerry Brown signed into law SB 1383 organic waste diversion regulations, and in November 2020, the California Department of Resources Recycling and Recovery (CalRecycle) finalized SB 1383 regulations.  SB 1383 requires the City to adopt an enforceable ordinance(s) that requires businesses and residents to recycle their organic waste and comply with other requirements of the regulation.
 In November 2021, the City of Los Altos Municipal Code was updated to include requirements to comply with the State’s goal of reducing organic waste disposal by 75% by 2025.
 In November 2021, the City of Los Altos Municipal Code was updated to include an ordinance to recover edible food to comply with the State’s goal of reducing edible food disposal by 20% by 2025.
 The Department of Resources Recycling and Recovery (CalRecycle) is administering a one-time grant program meant to provide aid in the implementation of regulations adopted by CalRecycle pursuant to Chapter 395, Statutes of 2016 and SB170 Budget Act of 2021.

This non-competitive grant program provides funding to local jurisdictions to assist with the implementation of regulatory requirements associated with SB 1383.  In January 2022, the State of California invited all jurisdictions in California to apply for a Local Assistance Grant for SB 1383 implementation. The City applied and was granted the funds. The State increased the funding amount from an estimated $41,038 to $44,027.

Staff Recommendation:

Adopt Resolution 2022-___ authorizing the City Manager to accept the CalRecycle Local Assistance Grant
16 Agenda Item # 2.

ATTACHMENT A
Resolution No. 2022-__ Page 1
RESOLUTION NO. 2022-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALTOS

TO ACCEPT LOCAL ASSISTANCE GRANT FUNDING FROM CALRECYCLE WHEREAS, pursuant to Public Resources Code sections 48000 et seq., 14581, and 42021.1(g), the Department of Resources Recycling and Recovery (CalRecycle) has established the SB 1383 Local Assistance Grant to make payments to qualifying jurisdictions; and
WHEREAS, the City of Los Altos requires City Council approval to accept grants; NOW THEREFORE, BE IT RESOLVED, that the City Council of the City of Los Altos hereby authorizes the City Manager to accept $44,027 in funding for SB 1383 implementation, which is anticipated to be spent on community outreach and education.

I HEREBY CERTIFY that the foregoing is a true and correct copy of a Resolution passed and adopted by the City Council of the City of Los Altos at a meeting thereof on the 28th day of June 2022 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________
Anita Enander, MAYOR
Attest:
_____________________________
Angel Rodriguez, INTERIM CITY CLERK
17 Agenda Item # 2.

Reviewed By:

City Manager City Attorney
GE
Finance Director
JH JF

AGENDA REPORT SUMMARY
Meeting Date: June 28, 2022
Subject: Consider Adoption of Resolution No. 2022-XX FY20/21 Re: Project Acceptance of Annual Street Resurfacing and City Alley Resurfacing Project (TS-01001, TS-01003, TS-01004, and TS-01009); consider finding that the project is except from review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301
Prepared by: Gaku Watanabe, Assistant Engineer
Reviewed by: Jim Sandoval, Engineering Services Director Approved by: Gabriel Engeland, City Manager
Attachments:

A. Resolution No. 2022-XX
B. Project Map
Initiated by:

City Council CIP Projects TS-01001, TS-01003, TS-01004, and TS-01009 Previous Council Consideration:

May 11, 2021
Fiscal Impact:

The table below summarizes the final cost of the project.

Project Item Project Budget Final Costs
Construction $ 2,068,666.92 $ 2,068,666.92
Construction Contingency (15%) $ 310,300.04 $ 310,098.79 Inspection $ 82,516.00 $ 82,505.75
Printing/Advertising/Mailing/Misc. $ 10,000.00 $ 810.66 Total Cost: $ 2,471,482.96 $ 2,462,082.12
Total savings between construction and contingency of $9,400.84 will be forwarded to the FY21/22 project budget for Annual Street Resurfacing Project (TS-01001). 18 Agenda Item # 3.

The acceptance of the work is categorically exempt from review under the California Enviromental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301(c) (Existing Facilities) in that the project consists of the operation, repair, and maintenance of existing facilities such as streets.

Also, the projectinvolves negligible or no expansion of existing or former use, and none of the circumstaces stated in CEQA Guidelines Section 15300.2 applies.

Summary:
 The construction contract was awarded to G. Bortolotto & Co. on May 11, 2021.  The project is complete. Staff recommends the City Council accept the project.

Staff Recommendation:

Adopt Resolution No. 2022-XX accepting completion of the Fiscal Year 2020/21 Annual Street Resurfacing Project and authorize the Engineering Services Director to record a Notice of Completion as required by law.

Purpose
Accept the project as complete.

Background
Annual Street Resurfacing Project (TS-01001), Annual Street Slurry Seal Project (TS-01004), and Annual City Alley Resurfacing Project (TS-01009) are dedicated to repairing and maintaining asphalt concrete (AC) roadways and alleyways in the City. The Annual Street Striping Project (TS-01003) is also part of the pavement management program dedicated to maintaining striping and pavement markings on City streets. This year, these four projects were combined into one large project named “Annual Street Resurfacing and City Alley Resurfacing”. This project completed resurfacing treatments on various street segments and alleyways selected for resurfacing in coordination with the City’s pavement management program by performing localized pavement damage repairs (digouts), overlaying the entire roadway segments with asphalt-concrete or a protective seal coat called “microsurfacing.” This project also included signage and striping improvements on Eastwood Drive, Campbell Avenue, and Fremont Avenue.

Discussion/Analysis
19 Agenda Item # 3.

Subject: Project Acceptance - Resolution No. 2022-___ FY20/21 Annual Street Resurfacing and City Alley Resurfacing Project (TS-01001, TS-01003, TS-01004, and TS01009) June 28, 2022 Page 3
The project was completed in accordance with the contract plans and specifications and complies with the Standard Specifications of the City of Los Altos. The final cost of the construction contract with G. Bortolotto & Co is $ 2,378,765.71. All work was completed and is acceptable.

Recording of the Notice of Completion shortens the time for subcontractors and material providers to file stop payment notices on the project and triggers the timeline to release withheld retention in accordance with state prompt payment laws. Attachment 2 is the proposed resolution of acceptance.

When a public works project is completed and the City’s engineering staff determines that the work is acceptable, then the acceptance of the work by the City Council is a quasi-ministerial act such that the City Council must accept the work absent clear evidence that the work was not performed in conformance with the contract.

Recommendation
Adopt Resolution No. 2022-XX accepting completion of the Fiscal Year 2020/21 Annual Street Resurfacing Project and authorize the Engineering Services Director to record a Notice of Completion as required by law, and find that the Council’s action in adopting the resolution is exempt from review under CEQA pursuant to CEQA Guidelines Section 15301(c). 20 Agenda Item # 3.

ATTACHMENT A
Resolution No. 2022-___ Page 1
RESOLUTION NO. 2022-_____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALTOS

ACCEPTING COMPLETION AND DIRECTING THE ENGINEERING SERVICES

DIRECTOR TO FILE A NOTICE OF ACCEPTANCE OF COMPLETION OF THE FISCAL YEAR 2020/21 ANNUAL STREET RESURFACING AND CITY ALLEY RESURFACING PROJECT TS-01001, TS-01003, TS-01004, AND TS-01009 WHEREAS, the Los Altos Engineering Services Director has filed with the City Clerk of Los Altos an Engineer's Certificate for the completion of all work provided within and pursuant to the contract between said City and G. Bortolotto & Co., dated June 28, 2021; and WHEREAS, it appears to the satisfaction of this City Council that work under said contract has been fully installed and completed as provided in said contract and the plans and specifications therein referred to.

NOW THEREFORE, BE IT RESOLVED, that the City Council of the City of Los Altos hereby authorizes the following:

1. That acceptance of completion of said work is hereby made and ordered; and

2. That the Engineering Services Director is directed to execute and file for recording with the County Recorder of the County of Santa Clara, Notice of Acceptance of Completion thereof, as required by law.

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________
Anita Enander, MAYOR
Attest:
_____________________________
Angel Rodriguez, INTERIM CITY CLERK
21 Agenda Item # 3.
22 Agenda Item # 3.

Reviewed By:

City Manager City Attorney
GE
Finance Director
JH JF

AGENDA REPORT SUMMARY
Meeting Date: June 28, 2022
Subject Consider adoption of Resolution No. 2022-____: Accept the Fremont Avenue Pavement Rehabilitation Project TS-01056, Federal Project STPL-5309(019); consider finding the project exempt from review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301
Prepared by: Gaku Watanabe, Assistant Engineer
Reviewed by: Jim Sandoval, Engineering Services Director Approved by: Gabriel Engeland, City Manager
Attachments:

1. Project Map
A. Resolution No. 2022-___
Initiated by:

City Council CIP Project TS-01056
Previous Council Consideration:

July 11, 2017; July 9, 2019; June 22, 2021; November 9, 2021 Fiscal Impact:

Construction was completed with total spending of $1,555,064.09 at the time of this report.

Project Item Project Budget Final Cost
Design and Engineering $ 170,000.00 $ 152,192.03
Construction $ 1,173,476.35 $ 1,173,476.35
Construction Contingency (15%) $ 176,021.45 $ 113,791.90 Inspection $ 185,193.00 $ 53,862.58
Construction Management (ongoing) $ 240,784.56 $ 58,985.60 Printing/Advertising/Mailing/Misc. $ 10,000 $ 2,755.63
Estimated Total Cost $ 1,955,475.36 $ 1,555,064.09
Funds Available Budget Remaining after Project
One Bay Area Grant (OBAG) $ 336,000 $ 0
23 Agenda Item # 4.

Subject: Resolution No. 2022-___: Accept the Fremont Avenue Pavement Rehabilitation Project TS-01056, Federal Project STPL-5309(019)
June 28, 2022 Page 2
CIP Funds TS-01056 $ 1,750,000 $ 588,541.51
ESD Operating Budget* $ 70,000 $ 12,394.40
Total Project Budget $ 2,156,000.00 $ 600,935.91
$600,935.91 remaining from CIP TS-01056 will be returned to TS-01056. *Engineering Services Department operating budget is still under use. Remaining funds from this budget will be returned to operating budget for professional services.

Environmental Review:

The acceptance of the work is categorically exempt from review under the California Enviromental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301(c) (Existing Facilities), in that the project consists of the operation, repair, and maintenance of existing facilities such as streets.

Also, the project involves negligible or no expansion of existing or former use, and none of the circumstances stated in CEQA Guidelines Section 15300.2 applies.

Summary:
 The City received a One Bay Area Grant (OBAG) in the amount of $336,000 for the construction phase of the Fremont Avenue Pavement Rehabilitation Project – Grant Road to Steven Creek in 2017.
 CIP Project TS-01056 was approved in 2017.
 On February 25, 2021, the Authorization to Proceed with construction was received from the California Department of Transportation (Caltrans) for the OBAG fund (Federal project number: STPL-5309(019)).
 City advertised and awarded the contract to Interstate Grading & Paving, Inc.  Construction began in October 2021 and was completed in March 2022.  The project is complete. Staff recommends the City Council to accept the Project.

Purpose
Accept CIP Project TS-01056 as completed.

Background
Fremont Avenue Pavement Rehabilitation, Project TS-01056, was dedicated to resurfacing Fremont Avenue with asphalt concrete (AC) from Grant Road to easterly the City Limit near Stevens Creek. This project was partially funded by a federal grant, One Bay Area Grant (OBAG), in the amount of $336,000. In February 2021, the City received the Authorization to Proceed with the construction phase from the California Department of Transportation (Caltrans) which oversees the release of the federal grant.
24 Agenda Item # 4.

Subject: Resolution No. 2022-___: Accept the Fremont Avenue Pavement Rehabilitation Project TS-01056, Federal Project STPL-5309(019)
June 28, 2022 Page 3
The scope of work of the project included repairing failed AC pavement sections using the Cold In-Place Recycling method, allowing recycled pavement material to be used for the base layer.

The City also implemented complete street signage and striping improvements as part of the project, adding buffered green bike lanes and crosswalks.

Discussion/Analysis
Project TS-01056 was completed in accordance with the contract plans and specifications and complies with the Standard Specifications of the City of Los Altos. The final cost of the construction contract with Interstate Grading & Paving was $1,287,268.25. All work was completed and is acceptable. When a public works project is completed and the City’s engineering staff determines that the work is acceptable, then the acceptance of the work by the City Council is a quasi-ministerial act such that the City Council must accept the work absent clear evidence that the work was not performed in conformance with the contract.

Staff Recommendation:

Adopt Resolution No. 2022-___ accepting the Fremont Avenue Pavement Rehabilitation Project TS-01056, Federal Project STPL-5309(019), and authorize the Engineering Services Director to record a notice of completion as required by Law.
25 Agenda Item # 4.

ATTACHMENT A
Resolution No. 2022-__ Page 1
RESOLUTION NO. 2022-__

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALTOS

ACCEPTING COMPLETION AND DIRECTING THE ENGINEERING SERVICES

DIRECTOR TO FILE A NOTICE OF ACCEPTANCE OF COMPLETION OF THE

FREMONT AVENUE PAVEMENT REHABILITATION PROJECT, FEDERAL PROJECT STPL-5309(019)
WHEREAS, the Los Altos Engineering Services Director has filed with the City Clerk of Los Altos an Engineer's Certificate for the completion of all work provided within and pursuant to the contract between said City and Interstate Grading & Paving, Inc., dated June 28, 2021; and
WHEREAS, it appears to the satisfaction of this City Council that work under said contract has been fully installed and completed as provided in said contract, and the plans and specifications therein referred to.

NOW THEREFORE, BE IT RESOLVED, that the City Council of the City of Los Altos hereby authorizes the following:

1. That acceptance of completion of said work is hereby made and ordered; and

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________
Anita Enander, MAYOR
Attest:
_____________________________
Angel Rodriguez, INTERIM CITY CLERK
26 Agenda Item # 4.

Reviewed By:

City Manager City Attorney
GE
Finance Director
JH JF

AGENDA REPORT SUMMARY
Meeting Date: June 28, 2022
Subject Amendment No. 3 to Professional Services Agreement with NBS for Annual Administration of Sewer Service Charges for FY 2021-2022 Prepared by: Thanh Nguyen, Senior Civil Engineer
Reviewed by: Aida Fairman, Engineering Services Manager James Sandoval, Engineering Services Director
Approved by: Gabriel Engeland, City Manager
Attachment:

A. Resolution
Initiated by:

Staff
Previous Council Consideration:

None
Fiscal Impact:

The following action will cost $22,000 for Amendment No. 3 for sewer service charges administration.
- Breakdown of funds to be used:
o $22,000 Sewer Fund
- Amount already included in approved budget: Y
- Amount above budget requested: 0
Environmental Review:

Not applicable - Categorically Exempt pursuant to CEQA Section 15061(b)(3). It can be seen with certainty that the contract amendment will not pose a significant effect on the physical environment, and none of the circumstances in CEQA Guidelines Section 15300.2 applies.

Policy Question(s) for Council Consideration:
 Not applicable
27 Agenda Item # 5.

Subject: Amendment No. 3 to Professional Services Agreement with NBS for Annual Administration of Sewer Service Charges
June 28, 2022 Page 2
Summary:
 The amendment to the existing agreement with NBS causes the total contract value to exceed the $100,000 limit, which requires authorization by City Council  The sewer service charge, as imposed by the Los Altos Municipal Code Chapter 10.12, must be annually administered for all parcels served by the Los Altos sewer system  The sewer service charge provides revenue to the Los Altos Sewer Fund Staff Recommendation:

Authorize the City Manager to execute Amendment No. 3 on behalf of the City with NBS in the amount of $22,000 to provide administration of the sewer service charge for FY2021-2022 28 Agenda Item # 5.

Subject: Amendment No. 3 to Professional Services Agreement with NBS for Annual Administration of Sewer Service Charges
June 28, 2022 Page 3
Purpose
Authorize the City Manager to execute Amendment No. 3 on behalf of the City with NBS in the amount of $22,000 to provide administration of the sewer service charge for FY2021-22.

Background
Administration of the Sewer Service Charge includes various tasks such as the calculation of charges for each parcel served by the Los Altos sanitary sewer system, annual report of charges, notice of adjustment mailed to all applicable parcels, and County secured roll review. The annual sewer service charge provides revenue to the Los Altos Sewer Fund, which is used to fund the City’s sanitary sewer programs including routine maintenance, CIP projects for infrastructure improvements, inspection programs, and payments for wastewater treatment.

Discussion/Analysis
On July 12, 2017, the City of Los Altos entered into an agreement in the amount of $99,790 with NBS to perform the Sewer Rate Structure Analysis, the Administration of the Proposition 218 Process, and the Annual Administration of the City of Los Altos Sewer Service Charge.

Amendment No. 1 was executed on December 17, 2019, in the amount of $27,518.50 for an additional year of sewer service charge administration. Amendment No. 2, executed on November 6, 2020, added $26,515.50 for annual sewer service charge administration. However, this amount is not sufficient to cover the services for FY 2021-22 and the budget rollovers from FY2020-21.

Therefore, Amendment No. 3 is needed in the amount of $22,000 to cover the budget shortfall for NBS’ professional services for the annual sewer service charge administration through FY2022. NBS has satisfactorily performed the Annual Sewer Service Charge Administration for the City of Los Altos for over four years.

Recommendation
The staff recommends authorizing the City Manager to execute an amendment on behalf of the City with NBS in the amount of $22,000 to provide administration of the sewer service charge through FY2022.
29 Agenda Item # 5.

Attachment A
Resolution No. 2022-XX Page 1
RESOLUTION NO. 2022-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALTOS AUTHORIZING THE CITY MANAGER TO EXECUTE AMENDMENT NO. 3

TO THE AGREEMENT WITH NBS IN THE AMOUNT NOT TO EXCEED
$22,000 FOR THE ANNUAL ADMINISTRATION OF SEWER SERVICE

CHARGES
FOR FISCAL YEAR 2021-22
WHEREAS, pursuant to Chapter 10.12 of Los Altos Municipal Code, the City of Los Altos imposes a Sewer Service Charge upon parcels connected to the sewer system; and WHEREAS, pursuant to section 5473 of the California Health & Safety Code, the City Council has elected to annually collect the Sewer Service Charge on the property tax roll; and
WHEREAS, pursuant to CEQA Section 15061(b)(3), this amendment is exempt from environmental review as it can be seen with certainty that the contract amendment will not pose a significant effect on the physical environment, and none of the circumstances in CEQA Guidelines Section 15300.2 applies; and
WHEREAS, NBS has satisfactorily performed the Annual Sewer Service Charge Administration for the City of Los Altos for over four years.

NOW THEREFORE, BE IT RESOLVED, that the City Council of the City of Los Altos hereby
Authorizes the City Manager to execute Amendment No. 3 to the agreement with NBS in the amount of $22,000 for the Annual Administration of Sewer Service Charges for FY 2021-22.

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________
Anita Enander, MAYOR
Attest:
_____________________________
Angel Rodriguez, INTERIM CITY CLERK
30 Agenda Item # 5.

AGENDA REPORT SUMMARY

Reviewed By:

City Manager City Attorney
GE
Finance Director
JH JF
Meeting Date: June 28, 2022
Subject: Authorize the purchase of a cloud-based Enterprise Resource Planner (ERP) from Tyler Technologies, Inc.

Prepared by: John Furtado, Finance Director
Approved by: Gabriel Engeland, City Manager
Attachment(s):
1 – Cost Proposal Tyler Technology
2 – Scope of Work Document
Initiated by:

Staff
Previous Council Consideration:

None
Fiscal Impact:

The total contract amount for Council approval is $347,002, plus an additional annual maintenance fee of $99,436. The implementation funds will come from the Information Technology Fund which was funded with $350,000 of ARPA funding. The Annual Maintenance fees will be covered by the elimination of currently used ERP and Payroll processing systems.

Environmental Review:

Not applicable
Policy Question(s) for Council Consideration:
 Does the Council wish to Approve the implantation of a new ERP system? Summary:
 The City currently uses several nonintegrated systems for Financial Management, such as Financial Enterprise for Accounting, ADP for Payroll, and Excel worksheets for budgeting, these multiple systems cause information flow delays and data that is not always reliable, besides the above the current financial system is antiquated and lacks proper technical support, thus making the financial management of the city challenging.  The Financial Commission reviewed the proposal at their June 20th meeting and unanimously voted to recommend that the city council approve the purchase of the new ERP system.
31 Agenda Item # 6.

Subject: Authorize the purchase of a cloud-based Enterprise Resource Planner (ERP) from Tyler Technologies, Inc
June 28, 2022 Page 2
Staff Recommendation:

In accordance with The City of Los Altos Purchasing Policy "Cooperative Purchasing Programs," authorize the purchase of a Cloud-Based Enterprise Resource Planner (ERP) from Tyler Technologies, Inc., a Delaware corporation, pursuant to the Cooperative Purchasing Contract, for an initial amount of $347,002, and $99,436 annually thereafter for an initial term of five years and a total of $8,44,182, inclusive of annual maintenance over the five-year term.

Purpose
To Authorize the Purchase of a new ERP System.

Background
The City of Los Altos had been using a financial system named IFIS from SunGard for many years, this firm was acquired by Superion who recommended an upgrade to Finance Enterprise in 2019. This system acts as the cities accounting system, while payroll is processed in ADP and Budgets are produced using excel. Since the City started using these systems (IFIS & Finance Enterprise), the companies owning these systems and providing support to City staff have been subject to several mergers and acquisitions of various companies, from Sungard, to Superion, to the City's current vendor Central Square.

It has become increasingly obvious that Central Square does not have the staff or capability to successfully upgrade the City's current operating systems in ways the City now requires. These systems are also unable to support the features that the City is pursuing. There are several cities that are replacing the above systems with Tyler Technologies.

It is staff's recommendation to move its operating platform to an online / Cloud-based presence where the City can better serve the internal departments as well as regulatory and other agencies that require timely reporting.

Additionally, the city currently uses ADP to process time management, HR and Payroll functions these systems are not integrated to the Financial system dues creating a lot of additional work and reconciliations between the systems, to compound the problems, budgets are developed in excel and are highly suspectable to errors.

Based on these facts, staff recommends the City invest in an Enterprise Resource Planner (ERP). In light of the Cybersecurity and Ransomware concerns, it is further recommended the City invest in a cloud based system that is centrally located, securely accessible, and has a history of demonstrated success. 32 Agenda Item # 6.

Subject: Authorize the purchase of a cloud-based Enterprise Resource Planner (ERP) from Tyler Technologies, Inc
June 28, 2022 Page 3
An ERP is business process management software that allows the City to use a system of integrated applications to manage all of its internal and external business functions and operations and to automate many back-office functions related to technology, services, and development. ERP software will allow the City to integrate many facets of its operations
On November 30, 2021, staff recommended the City Council program funding for a multi-year project to develop and implement a new ERP system for the City, with an estimated cost of $350,000. The recommended budget of $350,000, was approved and included in the 2022/2023 Fiscal Year Information Technology Fund budget.

Discussion/Analysis
The City's Finance Department reviewed and requested demonstrations of various financial systems review the various ERP systems used by other public agencies and decided to bring forward a citywide demonstration with Tyler Technologies for Tyler Munis. On December 6th Stakeholders from all departments were invited to review the ERP system demonstration, staff had many questions that were satisfactorily answered by the vendor’s presenters.

On April 7th the Subcommittee of the Financial commission were invited a demonstration of Tyler Munis, The Subcommittee members had many questions and concerns that were addressed during that meeting and a verbal report was presented to the full Financial Commission at their April 25th meeting.

Staff investigated with other agencies to determine which vendors those agencies selected for their ERP system, and the process used to make their selection. It was through this effort that staff found the vast majority of public agencies moving to a new ERP system had selected Tyler Technologies, Inc., (Tyler). Tyler provides integrated information management solutions and services for the public sector with a focus on local governments in the United States. Munis, Tyler's government financial management product, includes modules for financial management, capital projects, purchase orders and contract tracking, procurement, budgeting, human resources, and Payroll functionality with state and Federal reporting out of the box.

The company was founded in 1966 and is headquartered in Plano, Texas and is the largest software company in the nation solely focused on providing software and technology services to public sector agencies including cities, counties, states, and school districts. Tyler's software is widely used by other cities within California, including Pleasanton, Walnut Creek, Benicia, Rohnert Park, Hayward, Santa Barbara, Victorville, Covina, Davis, Encinitas, Redding, Lakewood, Oxnard, Simi Valley, Rancho Mirage, Santa Monica, Pasadena, Temecula, and many others.

Pursuant to the provisions of the cities purchasing policy, the City Council may authorize the acquisition of the ERP system through a joint power or other cooperative purchasing programs. The City's Finance Director as worked with the Assistant City Manager and risk manager and reviewed the request and concurs that leveraging the purchasing power and extensive evaluation of the national Sourcewell cooperative contract 10515-TTI with Tyler complies with the City's 33 Agenda Item # 6.

Subject: Authorize the purchase of a cloud-based Enterprise Resource Planner (ERP) from Tyler Technologies, Inc
June 28, 2022 Page 4
procurement requirements. Combined with the additional due diligence performed by Staff, utilization of the Sourcewell cooperative contract would likely be less expensive and more efficient than what we could obtain independently.

Employing the Sourcewell Cooperative Contract allowed staff to formally evaluate Tyler's products.

Many City staff were requested to assess Tyler's Munis Finance System, to verify these operating systems will provide the service and support they require. The evaluation included the IT Division.

The proposed Tyler Munis system will displace existing software packages that create data silos, with a shared program with a single pane of glass view into the operation. This will allow the City to utilize the combined departmental resources to make decisions based on real-time data. The proposed Tyler software will replace existing software programs used by Finance and all the other city departments.

In addition to various databases and spreadsheets, the following software programs will be replaced by the ERP: Financial Enterprise (Finance), ADP (Payroll), E-Tools (CALPERS reporting), and Consultants to prepare regulatory reports on payroll, CAPERS, and state (Finance). 34 Agenda Item # 6.
2021-281872-R1C3B0 Page 1
Quoted By: Kyle M. Johnson
Quote Expiration: 04/20/22
Quote Name: City of Los Altos-ERP-Munis
Quote Description: 2-1-22 City of Los Altos, CA v.2
Saas Term 5.00
Sales Quotation For:

City of Los Altos
1 N San Antonio Rd
Los Altos CA 94022-3000
Phone: +1 (650) 947-2760
Tyler SaaS and Related Services
Description Qty Imp. Hours Annual Fee
Financial Management
Accounting/GL 1 112 $ 18,597
Accounts Payable 1 32 $ 5,312
Bid Management 1 24 $ 2,031
Budgeting 1 48 $ 5,312
Capital Assets 1 40 $ 4,473
Cash Management 1 32 $ 3,059
Contract Management 1 24 $ 2,019
eProcurement 1 24 $ 3,059
Project & Grant Accounting 1 32 $ 3,585
Purchasing 1 80 $ 7,727
Human Resources Management
ExecuTime Time & Attendance - Up to 150 Employees 1 80 $ 7,566 ExecuTime Time & Attendance Mobile Access 1 0 $ 3,003
Human Resources & Talent Management 1 88 $ 4,584
Payroll w/ESS 1 168 $ 5,590
Revenue Management
35 Agenda Item # 6.
2021-281872-R1C3B0 Page 2
Accounts Receivable 1 64 $ 3,907
General Billing 1 32 $ 2,593
Document Management
Tyler Content Manager SE 1 32 $ 7,796
Data Insights
Munis Analytics & Reporting w Executive Insights 1 80 $ 13,019 Additional
Tyler ReadyForms Processing (including Common Form Set) 1 0 $ 4,380 Integrations
DocuSign Signature Service - Annual Fee 1 16 $ 8,000
Sub-Total: $ 115,612
Less Discount: $ 16,186
TOTAL 1008 $ 99,426
Professional Services
Description Quantity Unit Price Extended Price Maintenance Go Live Assistance 160 $ 195 $ 31,200 $ 0
HCM Accelerated Timeline 400 $ 163 $ 65,200 $ 0
Project Management 200 $ 163 $ 32,600 $ 0
Conversions $ 43,600 $ 0
Onsite Implementation 264 $ 195 $ 51,480 $ 0
Remote Implementation 744 $ 163 $ 121,272 $ 0
TOTAL $ 345,352 $ 0
3rd Party Hardware, Software and Services
Description Qty Unit Price
Unit
Discount Total Price
Unit
Maint/SaaS
Unit
Maint/SaaS
Discount
Total
Maint/SaaS
Tyler Secure Signature System with 2 Keys 1 $ 1,650 $ 0 $ 1,650 $ 0 $ 0 $ 0 36 Agenda Item # 6.
2021-281872-R1C3B0 Page 3
TOTAL $ 1,650 $ 0
Summary One Time Fees Recurring Fees
Total Tyler Software $ 0 $ 0
Total Annual $ 0 $ 99,426
Total Tyler Services $ 345,352 $ 0
Total Third-Party Hardware, Software, Services $ 1,650 $ 0 Summary Total $ 347,002 $ 99,426
Contract Total $ 844,132
Estimated Travel Expenses excl in Contract Total $ 27,000 Unless otherwise indicated in the contract or amendment thereto, pricing for optional items will be held For six (6) months from the Quote date or the Effective Date of the Contract, whichever is later.

Customer Approval: Date:

Print Name: P.O.#:

All Primary values quoted in US Dollars
Detailed Breakdown of Conversions (Included in Summary Total) Description Qty Unit Price Unit Discount Extended Price Accounting/GL
AC - Actuals up to 3 years 1 $ 1,000 $ 0 $ 1,000
AC - Budgets up to 3 years 1 $ 1,000 $ 0 $ 1,000
AC Standard COA 1 $ 2,000 $ 0 $ 2,000
Accounts Payable
AP - Checks up to 5 years 1 $ 2,200 $ 0 $ 2,200
AP - Invoice up to 5 years 1 $ 2,800 $ 0 $ 2,800
37 Agenda Item # 6.
2021-281872-R1C3B0 Page 4
AP Standard Master 1 $ 1,200 $ 0 $ 1,200
Capital Assets
CA - History 1 $ 1,000 $ 0 $ 1,000
CA Std Master 1 $ 2,000 $ 0 $ 2,000
Contract Management
Contracts 1 $ 3,000 $ 0 $ 3,000
General Billing
GB Std CID 1 $ 1,000 $ 0 $ 1,000
Payroll/HR
HR Human Resources - Certifications 1 $ 1,400 $ 0 $ 1,400 HR Human Resources - Education 1 $ 1,400 $ 0 $ 1,400
HR Human Resources - PM Action History up to 5 years 1 $ 1,400 $ 0 $ 1,400 HR Human Resources - Position Control 1 $ 1,400 $ 0 $ 1,400 HR Human Resources - Recruiting 1 $ 1,400 $ 0 $ 1,400
PR Payroll - Accrual Balances 1 $ 1,500 $ 0 $ 1,500
PR Payroll - Accumulators up to 5 years 1 $ 1,400 $ 0 $ 1,400 PR Payroll - Check History up to 5 years 1 $ 1,200 $ 0 $ 1,200 PR Payroll - Deductions 1 $ 1,800 $ 0 $ 1,800
PR Payroll - Earning/Deduction Hist up to 5 years 1 $ 2,500 $ 0 $ 2,500 PR Payroll - Standard 1 $ 2,000 $ 0 $ 2,000
PR Payroll - State Retirement Tables 1 $ 1,400 $ 0 $ 1,400 Project and Grant Accounting
PG - Actuals up to 3 years 1 $ 1,000 $ 0 $ 1,000
PG - Budgets up to 3 years 1 $ 1,000 $ 0 $ 1,000
PGA Standard 1 $ 2,000 $ 0 $ 2,000
Purchasing
Purchase Orders - Standard 1 $ 1,800 $ 0 $ 1,800
Purchasing - Standard 1 $ 1,800 $ 0 $ 1,800
38 Agenda Item # 6.
2021-281872-R1C3B0 Page 5
TOTAL $ 43,600
Optional Tyler SaaS and Related Services
Description Qty Imp. Hours Annual Fee
Financial Management
Quatred Asset Scanning Interface 1 16 $ 1,368
Human Resources Management
ExecuTime Advance Scheduling Mobile Access 1 0 $ 2,352
ExecuTime Advanced Scheduling - Up to 150 Employees 1 64 $ 9,410 Recruiting 1 16 $ 974
Revenue Management
Tyler Cashiering 1 40 $ 6,729
Civic Services
MyCivic Bundle 1 44 $ 8,000
Data Insights
Socrata Capital Projects Explorer 1 0 $ 6,000
Socrata Open Finance 1 0 $ 12,000
Integrations
Munis General Ledger API Toolkit 1 24 $ 4,558
Subscription Fees
ACFR Statement Builder 1 32 $ 6,070
Recurring Services
Tyler Detect 1 0 $ 15,000
TOTAL: 236 $ 72,461
Optional Professional Services
39 Agenda Item # 6.
2021-281872-R1C3B0 Page 6
Description Quantity Unit Price Extended Price Maintenance Install Fee - Socrata Capital Projects Explorer 1 $ 1,600 $ 1,600 $ 0 Install Fee - Socrata Open Finance 1 $ 3,200 $ 3,200 $ 0 Install Fee - Tyler Detect 1 $ 1,000 $ 1,000 $ 0
P-Card Import Format 1 $ 5,500 $ 5,500 $ 0
Onsite Implementation 64 $ 195 $ 12,480 $ 0
Remote Implementation 172 $ 163 $ 28,036 $ 0
TOTAL $ 51,816 $ 0
Optional 3rd Party Hardware, Software and Services
Description Qty Unit Price
Unit
Discount
Total Price
Unit
Maint/SaaS
Unit
Maint/SaaS
Discount
Total
Maint/SaaS
Cash Drawer 1 $ 260 $ 0 $ 260 $ 0 $ 0 $ 0
Hand Held Scanner - Model 1950GSR 1 $ 450 $ 0 $ 450 $ 0 $ 0 $ 0 Hand Held Scanner Stand 1 $ 30 $ 0 $ 30 $ 0 $ 0 $ 0
Koa Hills - Data Conversion Assistance - Finance 1 $ 25,800 $ 0 $ 25,800 $ 0 $ 0 $ 0 Koa Hills - Data Conversion Assistance - HCM 1 $ 13,980 $ 0 $ 13,980 $ 0 $ 0 $ 0 Koa Hills - Tyler Hosted Data Archive Module -
Financials Professional Services 1 $ 11,340 $ 0 $ 11,340 $ 0 $ 0 $ 0 Koa Hills - Tyler Hosted Data Archive Module - HCM
Professional Services 1 $ 8,160 $ 0 $ 8,160 $ 0 $ 0 $ 0 Pattern Stream Automated Document System - SaaS 1 $ 0 $ 0 $ 0 $ 14,372 $ 0 $ 14,372 Printer (TM-S9000) 1 $ 1,623 $ 0 $ 1,623 $ 0 $ 0 $ 0
TOTAL $ 61,643 $ 14,372
Tyler Annual Discount Detail (Excludes Optional Products) 40 Agenda Item # 6.
2021-281872-R1C3B0 Page 7
Description Annual Fee
Annual Fee
Discount Annual Fee Net
Data Insights
Munis Analytics & Reporting w Executive Insights $ 13,019 $ 1,823 $ 11,196 Additional
Tyler ReadyForms Processing (including Common Form Set) $ 4,380 $ 613 $ 3,767 Financial Management
Accounting/GL $ 18,597 $ 2,604 $ 15,993
Accounts Payable $ 5,312 $ 744 $ 4,568
Bid Management $ 2,031 $ 284 $ 1,747
Budgeting $ 5,312 $ 744 $ 4,568
Capital Assets $ 4,473 $ 626 $ 3,847
Cash Management $ 3,059 $ 428 $ 2,631
Contract Management $ 2,019 $ 283 $ 1,736
eProcurement $ 3,059 $ 428 $ 2,631
Project & Grant Accounting $ 3,585 $ 502 $ 3,083
Purchasing $ 7,727 $ 1,082 $ 6,645
Revenue Management
Accounts Receivable $ 3,907 $ 547 $ 3,360
General Billing $ 2,593 $ 363 $ 2,230
Integrations
DocuSign Signature Service - Annual Fee $ 8,000 $ 1,120 $ 6,880 Human Resources Management
ExecuTime Time & Attendance - Up to 150 Employees $ 7,566 $ 1,059 $ 6,507 ExecuTime Time & Attendance Mobile Access $ 3,003 $ 420 $ 2,583 Human Resources & Talent Management $ 4,584 $ 642 $ 3,942 Payroll w/ESS $ 5,590 $ 783 $ 4,807
Document Management
Tyler Content Manager SE $ 7,796 $ 1,091 $ 6,705
TOTAL $ 115,612 $ 16,186 $ 99,426
41 Agenda Item # 6.
2021-281872-R1C3B0 Page 8
Comments
Tyler's quote contains estimates of the amount of services needed, based on our preliminary understanding of the scope, level of engagement, and timeline as defined in the Statement of Work (SOW) for your project. The actual amount of services required may vary, based on these factors.

Tyler's pricing is based on the scope of proposed products and services contracted from Tyler. Should portions of the scope of products or services be altered by the Client, Tyler reserves the right to adjust prices for the remaining scope accordingly.

Unless otherwise noted, prices submitted in the quote do not include travel expenses incurred in accordance with Tyler's then-current Business Travel Policy.

Tyler's prices do not include applicable local, city or federal sales, use excise, personal property or other similar taxes or duties, which you are responsible for determining and remitting. Installations are completed remotely but can be done onsite upon request at an additional cost.

In the event Client cancels services less than two (2) weeks in advance, Client is liable to Tyler for (i) all non-refundable expenses incurred by Tyler on Client's behalf; and (ii) daily fees associated with the cancelled services if Tyler is unable to re-assign its personnel.

Implementation hours are scheduled and delivered in four (4) or eight (8) hour increments.

Tyler provides onsite training for a maximum of 12 people per class. In the event that more than 12 users wish to participate in a training class or more than one occurrence of a class is needed, Tyler will either provide additional days at then-current rates for training or Tyler will utilize a Train-theTrainer approach whereby the client designated attendees of the initial training can thereafter train the remaining users.

As a new Tyler client, you are entitled to a 30-day trial of the Tyler Detect cybersecurity service. Please reference https://www.tylertech.com/services/tyler-detect for more information on the service and contact [email protected] to initiate the trial.

Tyler Content Manager SE includes up to 1TB of storage. Should additional storage be needed it may be purchased as needed at an annual fee of $5,000 per TB.

The SaaS fees for products that are not named users are based on 32 concurrent users. Should the number of concurrent users be exceeded, Tyler reserves the right to re-negotiate the SaaS fees based upon any resulting changes in the pricing categories.

Standard Project Management responsibilities include project plan creation, initial stakeholder presentation, bi-weekly status calls, updating of project plan task statuses, and go-live planning activities. 42 Agenda Item # 6.
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For the avoidance of doubt, Tyler Detect is a subscription service, not SaaS.Notwithstanding the foregoing language, payment of annual subscription fees for Tyler Detect commence on the availability of the service. Tyler Detect services will renew automatically for additional one (1) year terms, and subsequent subscription fees are due annually in advance on the anniversary of the availability date at our then-current rates.Pricing is based on client's current network size as defined by their entity size. Any material increases of network size may result in additional fees being assessed for the Tyler Detect service upon renewal.The quoted Tyler Detect amount does not include monitoring of student devices nor analysis of student network traffic. Tyler can quote an additional fee for these services.

Tyler's form library prices are based on the actual form quantities listed, and assume the forms will be provided according to the standard Munis form template. Any forms in addition to the quoted amounts and types, including custom forms or forms that otherwise require custom programming, are subject to an additional fee. Please also note that use of the Tyler Forms functionality requires the use of approved printers as well. You may contact Tyler's support team for the most current list of approved printers. Any forms included in this quote are based on the standard form templates provided. Custom forms, additional forms and any custom programming are subject to additional fees not included in this quote. The additional fees would be quoted at the time of request, generally during the implementation of the forms. Please note that the form solution provided requires the use of approved printers. You may contact Tyler's support team for the most current list of approved printers.

Tyler Secure Signature System includes digitizing two signatures, additional charges will apply for additional signatures.

Financial library includes: standard A/P check, standard EFT/ACH, standard Purchase order, standard Contract, 1099M, 1099INT, 1099S, 1099NEC and 1099G.

DocuSign Signature Service refers to the interface between Tyler software and DocuSigns services. It does not include or take the place of DocuSigns proprietary products. Clients are required to provide certain DocuSign account information for implementation and to maintain its DocuSign account in order to use the interface. Clients who do not have a current DocuSign account can email [email protected] for more information or to begin the process of obtaining an account.

General Billing library includes: standard invoice, standard statement, standard general billing receipt and standard miscellaneous receipt.

Personnel Actions Forms Library includes: standard Personnel Action form - New and standard Personnel Action Form - Change.

Each API Toolkit or Connector comes with 8 free hours of API Development Consulting hours. Each API Bundle comes with 16 free API Development Consulting hours. Additional hours can be purchased beyond this standard offering. 43 Agenda Item # 6.
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Payroll library includes: standard PR check, standard direct deposit, standard vendor from payroll check, standard vendor from payroll direct deposit, W2, W2c, ACA 1095B, ACA 1095C and 1099 R.

Additional required hardware will be purchased by the client directly through Quatred.

In the event Client acquires from Tyler any edition of Tyler Content Manager software other than Enterprise Edition, the license for Content Manager is restricted to use with Tyler applications only. If Client wishes to use Tyler Content Manager software with non-Tyler applications, Client must purchase or upgrade to Tyler Content Manager Enterprise Edition. 44 Agenda Item # 6.

City of Los Altos, CA
SOW from Tyler Technologies, Inc.
2/1/2022
Presented to:

City of Los Altos, CA
1 N San Antonio Road
Los Altos, CA 94022-3000
Contact:

Katharina Howard
Email: [email protected]
One Tyler Drive, Yarmouth, ME 04096
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Table of Contents
PART 1: EXECUTIVE SUMMARY...............................................................................................................1 Project Overview............................................................................................................................. 1 Introduction ........................................................................................................................................ 1 Project Goals....................................................................................................................................... 1 Methodology....................................................................................................................................... 1 PART 2: PROJECT FOUNDATION .............................................................................................................3 Project Governance ......................................................................................................................... 3 Project Scope Control ...................................................................................................................... 4 Managing Scope and Project Change ................................................................................................. 4 Change Control ................................................................................................................................... 4 Change Request Management............................................................................................................ 4 Acceptance Process ......................................................................................................................... 6 Roles and Responsibilities................................................................................................................ 6 Tyler Roles & Responsibilities............................................................................................................. 6 Tyler Executive Manager............................................................................................................. 7 Tyler Implementation Manager.................................................................................................. 7 Tyler Project Manager................................................................................................................. 7 Tyler Implementation Consultant............................................................................................... 8 Tyler Sales ................................................................................................................................... 8 Tyler Technical Services.............................................................................................................. 8 Tyler SaaS Technicians ................................................................................................................ 9 Los Altos Roles & Responsibilities....................................................................................................... 9 Los Altos Executive Sponsor........................................................................................................ 9 Los Altos Steering Committee..................................................................................................... 9 Los Altos Project Manager........................................................................................................ 10 Los Altos Functional Leads........................................................................................................ 11 Los Altos Power Users............................................................................................................... 12 Los Altos End Users................................................................................................................... 12 Los Altos Technical Lead ........................................................................................................... 12 Los Altos Change Management Lead........................................................................................ 13 PART 3: PROJECT PLAN........................................................................................................................... 14 Project Stages.................................................................................................................................14 Initiate and Plan ................................................................................................................................ 15 Initial Coordination ................................................................................................................... 15 Project/Phase Planning ............................................................................................................. 16 46 Agenda Item # 6.

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Infrastructure Planning ............................................................................................................. 17 Stakeholder Meeting................................................................................................................. 18 Intentionally left blank.............................................................................................................. 19 Control Point 1: Initiate & Plan Stage Acceptance.................................................................... 19 Assess & Define................................................................................................................................. 19 Solution Orientation.................................................................................................................. 19 Current & Future State Analysis................................................................................................ 20 Conversion Assessment ............................................................................................................ 21 Intentionally left blank.............................................................................................................. 22 Intentionally left blank.............................................................................................................. 22 Control Point 2: Assess & Define Stage Acceptance................................................................. 22 Prepare Solution ............................................................................................................................... 23 Initial System Deployment........................................................................................................ 23 Configuration ............................................................................................................................ 24 Process Refinement .................................................................................................................. 25 Conversion Delivery .................................................................................................................. 27 Intentionally left blank.............................................................................................................. 28 Intentionally left blank.............................................................................................................. 28 Control Point 3: Prepare Solution Stage Acceptance................................................................ 28 Production Readiness ....................................................................................................................... 29 Solution Validation.................................................................................................................... 29 Go-Live Readiness..................................................................................................................... 30 End User Training...................................................................................................................... 31 Control Point 4: Production Readiness Stage Acceptance........................................................ 32 Production......................................................................................................................................... 32 Go-Live ...................................................................................................................................... 32 Transition to Client Services...................................................................................................... 34 Post Go-Live Activities............................................................................................................... 35 Control Point 5: Production Stage Acceptance......................................................................... 35 Close.................................................................................................................................................. 36 Phase Closeout.......................................................................................................................... 36 Project Closeout........................................................................................................................ 37 Control Point 6: Close Stage Acceptance.................................................................................. 38 General Assumptions......................................................................................................................38 Project............................................................................................................................................... 38 Organizational Change Management............................................................................................... 39 Resources and Scheduling ................................................................................................................ 39 Data................................................................................................................................................... 39 Facilities............................................................................................................................................. 40 Glossary .........................................................................................................................................41 PART 4: APPENDICES ............................................................................................................................... 44 Conversion .....................................................................................................................................44 47 Agenda Item # 6.

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Munis Conversion Summary ............................................................................................................. 44 Accounting COA ........................................................................................................................ 44 Accounting - Actuals.................................................................................................................. 44 Accounting - Budgets................................................................................................................ 44 Accounts Payable Master.......................................................................................................... 44 Accounts Payable - Checks........................................................................................................ 44 Accounts Payable - Invoices...................................................................................................... 44 Capital Assets Master................................................................................................................ 44 Contracts................................................................................................................................... 45 General Billing CID..................................................................................................................... 45 Payroll ....................................................................................................................................... 45 Payroll - Deductions.................................................................................................................. 45 Payroll – Accrual Balances......................................................................................................... 45 Payroll – Accumulators ............................................................................................................. 45 Payroll – Check History ............................................................................................................. 45 Payroll – Earning/Deduction Hist.............................................................................................. 45 Payroll – Certifications.............................................................................................................. 46 Payroll – Education ................................................................................................................... 46 Payroll – Position Control.......................................................................................................... 46 Payroll – PM Action History ...................................................................................................... 46 Payroll – Recruiting ................................................................................................................... 46 Payroll – State Retirement Tables............................................................................................. 46 Project Grant Accounting.......................................................................................................... 46 Project Grant Accounting - Actuals........................................................................................... 46 Project Grant Accounting – Budget .......................................................................................... 46 Purchase Orders........................................................................................................................ 46 Additional Appendices................................................................................................................47 Intentionally left blank...................................................................................................................... 47 Project Timeline..........................................................................................................................48 ERP Project Timeline ......................................................................................................................... 48 Socrata Project Plan.......................................................................................................................... 48 Intentionally left blank...................................................................................................................... 49 48 Agenda Item # 6.

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Part 1: Executive Summary
Project Overview
Introduction
Tyler Technologies (“Tyler”) is the largest and most established provider of integrated software and technology services focused solely on the public sector. Tyler’s end-to-end solutions empower public sector entities including local, state, provincial and federal government, to operate more efficiently and connect more transparently with their constituents and with each other. By connecting data and processes across disparate systems, Tyler’s solutions transform how clients gain actionable insights that solve problems in their communities.

Project Goals
This Statement of Work (“SOW”) documents the methodology, implementation stages, activities, and roles and responsibilities, and project scope listed in the Investment Summary of the Agreement between Tyler and the Los Altos (collectively the “Project”).

The overall goals of the project are to:
 Successfully implement the contracted scope on time and on budget  Increase operational efficiencies and empower users to be more productive  Improve accessibility and responsiveness to external and internal customer needs  Overcome current challenges and meet future goals
Methodology
This is accomplished by the Los Altos and Tyler working as a partnership and Tyler utilizing its depth of implementation experience. While each Project is unique, all will follow Tyler’s six-stage methodology. Each of the six stages is comprised of multiple work packages, and each work package includes a narrative description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix.

Tailored specifically for Tyler’s public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the Los Altos’s complexity and organizational needs. 49 Agenda Item # 6.

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The methodology adapts to both single-phase and multiple-phase projects.

To achieve Project success, it is imperative that both the Los Altos and Tyler commit to including the necessary leadership and governance. During each stage of the Project, it is expected that the Los Altos and Tyler Project teams work collaboratively to complete tasks. An underlying principle of Tyler’s Implementation process is to employ an iterative model where the Los Altos’s business processes are assessed, configured, validated, and refined cyclically in line with the project budget. This approach is used in multiple stages and work packages as illustrated in the graphic below.

The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to complete the Project efficiently and effectively.
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Part 2: Project Foundation
Project Governance
Project governance is the management framework within which Project decisions are made. The role of Project governance is to provide a decision-making approach that is logical, robust, and repeatable. This allows organizations to have a structured approach for conducting its daily business in addition to project related activities.

This section outlines the resources required to meet the business needs, objectives, and priorities for the Project, communicate the goals to other Project participants, and provide support and guidance to accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change Control review and authority, and Organizational Change Management activities. Throughout the Statement of Work Tyler has provided RACI Matrices for activities to be completed throughout the implementation which will further outline responsibilities of different roles in each stage. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & Plan Stage.

The chart below illustrates an overall team perspective where Tyler and the Los Altos collaborate to resolve Project challenges according to defined escalation paths. If project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the Los Altos Steering Committee become the escalation points to triage responses prior to escalation to the Los Altos and Tyler executive sponsors. As part of the escalation process, each Project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The Los Altos and Tyler executive sponsors serve as the final escalation point. 51 Agenda Item # 6.

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Project Scope Control
Managing Scope and Project Change
Project Management governance principles contend that there are three connected constraints on a Project:
budget, timeline, and scope. These constraints, known as the “triple constraints” or project management triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the work performed to deliver a product, service or result with the specified features and functions, while time is simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle, the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased, cost and time to complete will also need to increase. The Project and executive teams will need to remain cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this triangle is included here, showing the connection of each item and their relational impact to the overall Scope.

A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level of flexibility to incorporate approved changes. Scope and changes within the project will be managed using the change control process outlined in the following section.

Change Control
It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new constraints or opportunities are discovered). This Project is being undertaken with the understanding that Project scope, schedule, and/or cost may need to change to produce optimal results for stakeholders.

Changes to contractual requirements will follow the change control process specified in the final contract, and as described below.

Change Request Management
Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the change will be brought to the attention of the Steering Committee and an assessment of the change will occur. While such changes may result in additional costs and delays relative to the schedule, some changes may result in less cost to the Los Altos; for example, the Los Altos may decide it no longer needs a deliverable originally defined in the Project. The Change Request will include the following information:
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 The nature of the change.
 A good faith estimate of the additional cost or associated savings to the Los Altos, if any.  The timetable for implementing the change.
 The effect on and/or risk to the schedule, resource needs or resource responsibilities.

The Los Altos will use its good faith efforts to either approve or disapprove any Change Request within ten (10) Business Days (or other period as mutually agreeable between Tyler and the Los Altos). Any changes to the Project scope, budget, or timeline must be documented and approved in writing using a Change Request form. These changes constitute a formal amendment to the Statement of Work and will supersede any conflicting term in the Statement of Work.
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Acceptance Process
The implementation of a Project involves many decisions to be made throughout its lifecycle. Decisions will vary from higher level strategy decisions to smaller, detailed Project level decisions. It is critical to the success of the Project that each Los Altos office or department designates specific individuals for making decisions on behalf of their offices or departments.

Both Tyler and the Los Altos will identify representative project managers. These individuals will represent the interests of all stakeholders and serve as the primary contacts between the two organizations.

The coordination of gaining Los Altos feedback and approval on Project deliverables will be critical to the success of the Project. The Los Altos project manager will strive to gain deliverable and decision approvals from all authorized Los Altos representatives. Given that the designated decision-maker for each department may not always be available, there must be a designated proxy for each decision point in the Project.

Assignment of each proxy will be the responsibility of the leadership from each Los Altos department. The proxies will be named individuals that have the authorization to make decisions on behalf of their department.

The following process will be used for accepting Deliverables and Control Points:
 The Los Altos shall have five (5) business days from the date of delivery, or as otherwise mutually agreed upon by the parties in writing, to accept each Deliverable or Control Point. If the Los Altos does not provide acceptance or acknowledgement within five (5) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Tyler deems the Deliverable or Control Point as accepted.
 If the Los Altos does not agree the Deliverable or Control Point meets requirements, the Los Altos shall notify Tyler project manager(s), in writing, with reasoning within five (5) business days, or the otherwise agreed-upon timeframe, not to be unreasonably withheld, of receipt of the Deliverable.  Tyler shall address any deficiencies and redeliver the Deliverable or Control Point. The Los Altos shall then have two (2) business days from receipt of the redelivered Deliverable or Control Point to accept or again submit written notification of reasons for rejecting the milestone. If the Los Altos does not provide acceptance within two (2) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Tyler deems the Deliverable or Control Point as accepted.

Roles and Responsibilities
The following defines the roles and responsibilities of each Project resource for the Los Altos and Tyler. Roles and responsibilities may not follow the organizational chart or position descriptions at the Los Altos, but are roles defined within the Project. It is common for individual resources on both the Tyler and Los Altos project teams to fill multiple roles. Similarly, it is common for some roles to be filled by multiple people.

Tyler Roles & Responsibilities
Tyler assigns a project manager prior to the start of each Phase of the Project (some Projects may only be one Phase in duration). Additional Tyler resources are assigned as the schedule develops and as needs arise. 54 Agenda Item # 6.

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Tyler Executive Manager
Tyler executive management has indirect involvement with the Project and is part of the Tyler escalation process. This team member offers additional support to the Project team and collaborates with other Tyler department managers as needed to escalate and facilitate implementation Project tasks and decisions.  Provides clear direction for Tyler staff on executing on the Project Deliverables to align with satisfying the Los Altos ’s overall organizational strategy.
 Authorizes required Project resources.
 Resolves all decisions and/or issues not resolved at the implementation management level as part of the escalation process.
 Acts as the counterpart to the Los Altos ’s executive sponsor.

Tyler Implementation Manager
 Tyler implementation management has indirect involvement with the Project and is part of the Tyler escalation process. The Tyler project managers consult implementation management on issues and outstanding decisions critical to the Project. Implementation management works toward a solution with the Tyler Project Manager or with Los Altos management as appropriate. Tyler executive management is the escalation point for any issues not resolved at this level.  Assigns Tyler Project personnel.
 Provides support for the Project team.
 Provides management support for the Project to ensure it is staffed appropriately and staff have necessary resources.
 Monitors Project progress including progress towards agreed upon goals and objectives.

Tyler Project Manager
 The Tyler project manager(s) provides oversight of the Project, coordination of Tyler resources between departments, management of the Project budget and schedule, effective risk, and issue management, and is the primary point of contact for all Project related items. As requested by the Los Altos, the Tyler Project Manager provides regular updates to the Los Altos Steering Committee and other Tyler governance members. Tyler Project Manager’s role includes responsibilities in the following areas:

Contract Management
 Validates contract compliance throughout the Project.  Ensures Deliverables meet contract requirements.
 Acts as primary point of contact for all contract and invoicing questions.  Prepares and presents contract milestone sign-offs for acceptance by the Los Altos project manager(s).
 Coordinates Change Requests, if needed, to ensure proper Scope and budgetary compliance.

Planning
 Delivers project planning documents.
 Defines Project tasks and resource requirements.
 Develops initial Project schedule and Project Management Plan. 55 Agenda Item # 6.

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 Collaborates with the Los Altos project manager(s) to plan and schedule Project timelines to achieve on-time implementation.

Implementation Management
 Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.  Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.
 Establishes risk/issue tracking/reporting process between the Los Altos and Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to the Los Altos any items that may impact the outcomes of the Project.  Collaborates with the Los Altos ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.
 Collaborates with the Los Altos ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the Los Altos and Tyler, in understanding the goals, objectives, status, and health of the Project.

Resource Management
 Acts as liaison between Project team and Tyler manager(s).  Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  Provides direction and support to Project team.
 Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.
 Assesses team performance and adjusts as necessary.
 Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks.

Tyler Implementation Consultant
 Completes tasks as assigned by the Tyler project manager(s).  Documents activities for services performed by Tyler.  Guides the Los Altos through software validation process following configuration.  Assists during Go-Live process and provides support until the Los Altos transitions to Client Services.  Facilitates training sessions and discussions with the Los Altos and Tyler staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review and error resolution assistance.

Tyler Sales
 Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed.

Tyler Technical Services
 Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers. 56 Agenda Item # 6.

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 Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products.

Tyler SaaS Technicians
 Sets up Tyler-hosted servers.
 Provides maintenance of hosted server hardware, operating system, and software upgrades.  Provides IT-related services for server environment.
 Provides remote technical assistance and tracks issues.  Provides system management and disaster recovery services within hosting services.  Performs Tyler software upgrades through coordination with the Los Altos.

Los Altos Roles & Responsibilities
Los Altos resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles.

Los Altos Executive Sponsor
The Los Altos executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the Los Altos steering committee, project manager(s), and functional leads to make critical business decisions for the Los Altos.
 Champions the project at the executive level to secure buy-in.  Authorizes required project resources.
 Actively participates in organizational change communications.

Los Altos Steering Committee
The Los Altos steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the Los Altos project manager and Project through participation in regular internal meetings. The Los Altos steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The Los Altos steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.
 Attends all scheduled steering committee meetings.
 Provides support for the project team.
 Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.
 Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areas:
o Cost
o Scope
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o Schedule
o Project Goals
o Los Altos Policies
o Needs of other client projects
Los Altos Project Manager
The Los Altos shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The Los Altos Project Manager should communicate decisions and commitments to the Tyler project manager(s) in a timely and efficient manner. When the Los Altos project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The Los Altos project manager(s) are responsible for reporting to the Los Altos steering committee and determining appropriate escalation points.

Contract Management
 Validates contract compliance throughout the project.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning
 Reviews and accepts project planning documents.
 Defines project tasks and resource requirements for the Los Altos project team.  Collaborates in the development and approval of the project schedule.  Collaborates with Tyler project manager(s) to plan and schedule project timelines to achieve on-time implementation.

Implementation Management
 Tightly manages project budget and scope.
 Collaborates with Tyler project manager(s) to establish a process and approval matrix to ensure that scope changes and budget (planned versus actual) are transparent and handled effectively and efficiently.
 Collaborates with Tyler project manager to establish and manage a schedule and resource plan that properly supports the project schedule as a whole and is also in balance with scope and budget.  Collaborates with Tyler project manager(s) to establish risk and issue tracking and reporting process between the Los Altos and Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to Tyler any items that may impact the outcomes of the project.  Collaborates with Tyler project manager(s) to establish key business drivers and success indicators that will help to govern project activities and key decisions to ensure a quality outcome of the project.  Routinely communicates with both the Los Altos staff and Tyler, aiding in the understanding of goals, objectives, current status, and health of the project by all team members.  Manages the requirements gathering process and ensure timely and quality business requirements are being provided to Tyler.

Resource Management
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 Identifies and coordinates all Los Altos resources across all modules, phases, and activities including data conversions, forms design, hardware and software installation, reports building, and satisfying invoices.
 Provides direction and support to project team.
 Builds partnerships among the various stakeholders, negotiating authority to move the project forward.
 Manages the appropriate assignment and timely completion of tasks as defined.  Assesses team performance and takes corrective action, if needed.  Provides guidance to Los Altos technical teams to ensure appropriate response and collaboration with Tyler Technical Support Teams to ensure timely response and appropriate resolution.  Owns the relationship with in-Scope 3rd party providers and aligns activities with ongoing project tasks.
 Ensures that users have appropriate access to Tyler project toolsets as required.  Conducts training on proper use of toolsets.
 Validates completion of required assignments using toolsets.

Los Altos Functional Leads
 Makes business process change decisions under time sensitive conditions.  Communicates existing business processes and procedures to Tyler consultants.  Assists in identifying business process changes that may require escalation.  Contributes business process expertise for Current & Future State Analysis.  Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.
 Validates that necessary skills have been retained by end users.  Provides End Users with dedicated time to complete required homework tasks.  Acts as an ambassador/champion of change for the new process and provide business process change support.
 Identifies and communicates any additional training needs or scheduling conflicts to the Los Altos project manager.
 Actively participates in all aspects of the implementation, including, but not limited to, the following key activities:
o Task completion
o Stakeholder Meeting
o Project Management Plan development
o Schedule development
o Maintenance and monitoring of risk register
o Escalation of issues
o Communication with Tyler project team
o Coordination of Los Altos resources
o Attendance at scheduled sessions
o Change management activities
o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance
o Decentralized end user training
o Process testing
o Solution Validation
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Los Altos Power Users
 Participate in project activities as required by the project team and project manager(s).  Provide subject matter expertise on the Los Altos business processes and requirements.  Act as subject matter experts and attend Current & Future State Analysis sessions as needed.  Attend all scheduled training sessions.
 Participate in all required post-training processes as needed throughout project.  Test all application configuration to ensure it satisfies business process requirements.  Become application experts.
 Participate in Solution Validation.
 Adopt and support changed procedures.
 Complete all deliverables by the due dates defined in the project schedule.  Demonstrate competency with Tyler products processing prior to Go-live.  Provide knowledge transfer to the Los Altos staff during and after implementation.  Participate in conversion review and validation.

Los Altos End Users
 Attend all scheduled training sessions.
 Become proficient in application functions related to job duties.  Adopt and utilize changed procedures.
 Complete all deliverables by the due dates defined in the project schedule.  Utilize software to perform job functions at and beyond Go-live.

Los Altos Technical Lead
 Coordinates updates and releases with Tyler as needed.  Coordinates the copying of source databases to training/testing databases as needed for training days.
 Coordinates and adds new users, printers and other peripherals as needed.  Validates that all users understand log-on process and have necessary permission for all training sessions.
 Coordinates interface development for Los Altos third party interfaces.  Develops or assists in creating reports as needed.
 Ensures on-site system meets specifications provided by Tyler.  Assists with software installation as needed.
 Extracts and transmits conversion data and control reports from the Los Altos’s legacy system per the conversion schedule set forth in the project schedule.

Los Altos Upgrade Coordination
 Becomes familiar with the software upgrade process and required steps.  Becomes familiar with Tyler’s releases and updates.
 Utilizes Tyler resources to stay abreast of the latest Tyler releases and updates, as well as the latest helpful tools to manage the Los Altos’s software upgrade process.  Assists with the software upgrade process during implementation.  Manages software upgrade activities post-implementation.  Manages software upgrade plan activities.
 Coordinates software upgrade plan activities with Los Altos and Tyler resources.  Communicates changes affecting users and department stakeholders. 60 Agenda Item # 6.

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 Obtains department stakeholder acceptance to upgrade production environment.

Los Altos Change Management Lead
 Validates that users receive timely and thorough communication regarding process changes.  Provides coaching to supervisors to prepare them to support users through the project changes.  Identifies the impact areas resulting from project activities and develops a plan to address them proactively.
 Identifies areas of resistance and develops a plan to reinforce the change.  Monitors post-production performance and new process adherence. 61 Agenda Item # 6.

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Part 3: Project Plan
Project Stages
Work Breakdown Structure
The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called “Stages” and the second level components are called “Work Packages”. The work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a “Control Point”, confirming the work performed during that stage of the Project has been accepted by the Los Altos. *Items noted with an asterisk in the graphic above relate to specific products and services. If those products and services are not included in the scope of the contract, these specific work packages will be noted as “Intentionally Left Blank” in Section 6 of the Statement of Work. 62 Agenda Item # 6.

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Initiate and Plan
The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a foundation for the Project by identifying and establishing sequence and timing for each Phase as well as verifying scope for the Project. This stage will be conducted at the onset of the Project, with a few unique items being repeated for the additional Phases as needed.

Initial Coordination
Prior to Project commencement, Tyler management assigns project manager(s). Additional Project resources will be assigned later in the Project as a Project schedule is developed. Tyler provides the Los Altos with initial Project documents used to gather names of key personnel, their functional role as it pertains to the Project, as well as any blackout dates to consider for future planning. the Los Altos gathers the information requested by the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to ensure transfer of vital information from the sales process prior to scheduling a Project Planning Meeting with the Los Altos’s team. During this step, Tyler will work with the Los Altos to establish the date(s) for the Project and Phase Planning session.

Objectives:
 Formally launch the project.
 Establish project governance.
 Define and communicate governance for Tyler.
 Identify Los Altos project team.

STAGE 1 Initial Coordination
Tyler Los Altos
RACI MATRIX KEY:

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Inputs Contract documents
Statement of Work
Outputs/Deliverables Completed initial project documents Project portal
Work package assumptions:
 Project activities begin after the agreement has been fully executed.

Project/Phase Planning
Project and Phase planning provides an opportunity to review the contract, software, data conversions and services purchased, identify applications to implement in each Phase (if applicable), and discuss implementation timeframes.

During this work package Tyler will work with the Los Altos to coordinate and plan a formal Project planning meeting(s). This meeting signifies the start of the Project and should be attended by all Los Altos Project team members and the Tyler Project Manager. The meeting provides an opportunity for Tyler to introduce its implementation methodology, terminology, and Project management best practices to the Los Altos’s Project Team. This will also present an opportunity for project managers and Project sponsors to begin to discuss Project communication, metrics, status reporting and tools to be used to measure Project progress and manage change.

Tyler will work with the Los Altos Project Team to prepare and deliver the Project Management Plan as an output of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will describe how the project will be executed, monitored, and controlled.

During project planning, Tyler will introduce the tools that will be used throughout the implementation. Tyler will familiarize the Los Altos with these tools during project planning and make them available for review and maintenance as applicable throughout the project. Some examples are Solution validation plan, issue log, and go-live checklist.

STAGE 1 Project/Phase Planning
Tyler Los Altos
RACI MATRIX KEY:

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Schedule and
conduct planning
session(s)

A R I C C I
Develop Project
Management Plan A R I C C I
Develop initial
project schedule A R I I I I I I C C I I C I
Inputs Contract documents
Statement of Work
Guide to Starting Your Project
Outputs / Deliverables Acceptance Criteria [only] for Deliverables Project Management Plan Delivery of document
Project Operational Plan Delivery of document
Initial Project Schedule Los Altos provides acceptance of schedule based on resource availability, project
budget, and goals.

Work package assumptions:
 Los Altos has reviewed and completed the Guide to Starting Your Project document.

Infrastructure Planning
Procuring required hardware and setting it up properly is a critical part of a successful implementation. This task is especially important for Tyler-hosted/SaaS deployment models. Tyler will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. Tyler will install Licensed Software on application server(s) or train the Los Altos to install License Software. The Los Altos is responsible for the installation and setup of all peripheral devices.

Objectives:
 Ensure the Los Altos’s infrastructure meets Tyler’s application requirements.  Ensure the Los Altos’s infrastructure is scheduled to be in place and available for use on time.

STAGE 1 Infrastructure Planning
Tyler Los Altos
RACI MATRIX KEY:

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Provide Infrastructure
Requirements and Design
Document

A R C C I I
Initial Infrastructure
Meeting A R C C C C
*Schedule SaaS
Environment Availability A R C I
*Schedule Hardware to
be Available for
Installation

I I A R C
Schedule Installation of
All Licensed Software A R C I I
Infrastructure Audit A R C I C
Inputs 1. Initial Infrastructure Requirements and Design Document Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables

1. Completed Infrastructure Requirements
and Design Document
Delivery of Document

2. Infrastructure Audit System Passes Audit Criteria
Stakeholder Meeting
Communication of the Project planning outcomes to the Los Altos Project team, executives and other key stakeholders is vital to Project success. The Stakeholder meeting is a strategic activity to inform, engage, gain commitment, and instill confidence in the Los Altos team. During the meeting, the goals and objectives of the Project will be reviewed along with detail on Project scope, implementation methodology, roles and responsibilities, Project timeline and schedule, and keys to Project success.

Objectives:
 Formally present and communicate the project activities and timeline.  Communicate project expectations.

STAGE 1 Stakeholder Meeting
Tyler Los Altos
RACI MATRIX KEY:

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Review Stakeholder
Meeting Presentation I C A R C
Perform Stakeholder
Meeting Presentation I A R I I I I C I I I I I I
Inputs Agreement
SOW
Project Management Plan
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Stakeholder Meeting Presentation
Work package assumptions:
 None
Intentionally left blank.

Control Point 1: Initiate & Plan Stage Acceptance
Acceptance criteria for this stage includes completion of all criteria listed below.

Note: Advancement to the Assess & Define stage is not dependent upon Tyler’s receipt of this stage acceptance.

Initiate & Plan Stage Deliverables:
 Project Management Plan
 Initial Project Schedule
Initiate & Plan stage acceptance criteria:
 All stage deliverables accepted based on acceptance criteria previously defined  Project governance defined
 Project portal made available to the Los Altos
 Stakeholder meeting complete
Assess & Define
The Assess & Define stage will provide an opportunity to gather information related to current Los Altos business processes. This information will be used to identify and define business processes utilized with Tyler software. The Los Altos collaborates with Tyler providing complete and accurate information to Tyler staff and assisting in analysis, understanding current workflows and business processes.

Solution Orientation
The Solution Orientation provides the Project stakeholders a high-level understanding of the solution functionality prior to beginning the current and future state analysis. The primary goal is to establish a foundation for upcoming conversations regarding the design and configuration of the solution. 67 Agenda Item # 6.

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Tyler utilizes a variety of tools for the Solution Orientation, focusing on Los Altos team knowledge transfer such as: eLearning, documentation, or walkthroughs. The Los Altos team will gain a better understanding of the major processes and focus on data flow, the connection between configuration options and outcome, integration, and terminology that may be unique to Tyler’s solution.

Objectives:
 Provide a basic understanding of system functionality.  Prepare the Los Altos for current and future state analysis.

STAGE 2 Solution Orientation
Tyler Los Altos
RACI MATRIX KEY:

The Los Altos and Tyler will evaluate current state processes, options within the new software, pros and cons of each based on current or desired state and make decisions about the future state configuration and processing. This may occur before or within the same timeframe as the configuration work package. The options within the new software will be limited to the scope of this implementation and will make use of standard Tyler functionality.

The Los Altos will adopt the existing Tyler solution wherever possible to avoid project schedule and quality risk from over customization of Tyler products. It is the Los Altos’s responsibility to verify that in-scope requirements are being met throughout the implementation if functional requirements are defined as part of the contract. The following guidelines will be followed when evaluating if a modification to the product is required:
 A reasonable business process change is available.
 Functionality exists which satisfies the requirement.  Configuration of the application satisfies the requirement.  An in-scope modification satisfies the requirement.
68 Agenda Item # 6.

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Requirements that are not met will follow the agreed upon change control process and can have impacts on the project schedule, scope, budget, and resource availability.

STAGE 2 Current & Future State Analysis
Tyler Los Altos
RACI MATRIX KEY:

A R C C C I I I I I
Inputs Los Altoscurrent state documentation
Solution Orientation completion
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Documentation that describes future-state
decisions and configuration options to support
future-state decisions.

Delivery of document
Work package assumptions:
 Los Altos attendees possess sufficient knowledge and authority to make future state decisions.  The Los Altos is responsible for any documentation of current state business processes.  The Los Altos can effectively communicate current state processes.

Conversion Assessment
Data Conversions are a major effort in any software implementation. Tyler’s conversion tools facilitate the predictable, repeatable conversion process that is necessary to support a successful transition to the Tyler system. The first step in this process is to perform an assessment of the existing (“legacy”) system(s), to better understand the source data, risks, and options available. Once the data has been analyzed, the plan for data conversion is completed and communicated to the appropriate stakeholders.

Objectives:
69 Agenda Item # 6.

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 Communicate a common understanding of the project goals with respect to data.  Ensure complete and accurate source data is available for review/transfer.  Map the data from the source to the Tyler system.
 Document the data conversion/loading approach.

STAGE 2 Data Conversion Assessment
Tyler Los Altos
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Extract Data from
Source Systems I C A R
Review and Scrub
Source Data I I I A R C I
Build/Update Data
Conversion Plan R C C C I I I I
Inputs Los Altos Source data
Los Altos Source data Documentation (if available)
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Data Conversion Plan built/updated Los Altos Acceptance of Data Conversion Plan, if Applicable
Work package assumptions:
 Tyler will be provided with data from the Legacy system(s) in a mutually agreed upon format.  Tyler will work with the Los Altos representatives to identify business rules before writing the conversion.
 Los Altos subject matter experts and resources most familiar with the current data will be involved in the data conversion planning effort.

Intentionally left blank.

Control Point 2: Assess & Define Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below. 70 Agenda Item # 6.

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Note: Advancement to the Prepare Solution Stage is dependent upon Tyler’s receipt of the Stage Acceptance.

Assess & Define Stage Deliverables:
 Documentation of future state decisions and configuration options to support future state decisions.  Modification specification document.
 Assess & Define Stage Acceptance Criteria:
 All stage deliverables accepted based on criteria previously defined.  Solution Orientation is delivered.
 Conversion data extracts are received by Tyler.
 Data conversion plan built.

Prepare Solution
During the Prepare Solution stage, information gathered during the Initiate & Plan and Assess & Define stages will be used to install and configure the Tyler software solution. Software configuration will be validated by the Los Altos against future state decisions defined in previous stages and processes refined as needed to ensure business requirements are met.

Initial System Deployment
The timely availability of the Tyler Solution is important to a successful Project implementation. The success and timeliness of subsequent work packages are contingent upon the initial system deployment of Tyler Licensed Software on an approved network and infrastructure. Delays in executing this work package can affect the project schedule.

Objectives:
 All licensed software is installed and operational.
 The Los Altos can access the software.

STAGE 3 Initial System Deployment (Hosted/SaaS)*
Tyler Los Altos
RACI MATRIX KEY:

A R I C
71 Agenda Item # 6.

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Included
Environments
Install Licensed
Software on Los
Altos Devices (if
applicable)

I C A R
Tyler System
Administration
Training (if
applicable)

A R I C
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Licensed Software is Installed on the Server(s) Software is accessible Licensed Software is Installed on Los Altos
Devices (if applicable)
Software is accessible
Installation Checklist/System Document System Passes
Infrastructure Design Document (C&J – If
Applicable)
Work package assumptions:
 The most current available version of the Tyler Licensed Software will be installed.  The Los Altos will provide network access for Tyler modules, printers, and Internet access to all applicable Los Altos and Tyler Project staff.

Configuration
The purpose of Configuration is to prepare the software product for validation.

Tyler staff collaborates with the Los Altos to complete software configuration based on the outputs of the future state analysis performed during the Assess and Define Stage. The Los Altos collaborates with Tyler staff iteratively to validate software configuration.

Objectives:
 Software is ready for validation.
 Educate the Los Altos Power User how to configure and maintain software.  Prepare standard interfaces for process validation (if applicable).

STAGE 3 Configuration
Tyler Los Altos
72 Agenda Item # 6.

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RACI MATRIX KEY:

A R I I I
Complete Los Altos
configuration tasks
(where applicable)

I C A R C
Standard interfaces
configuration and
training (if applicable)

A R C I C C C
Updates to Solution
Validation testing plan C C A R C C
Inputs Documentation that describes future state decisions and configuration options to support future state decisions.

Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Configured System N/A
Work package assumptions:
 Tyler provides guidance for configuration options available within the Tyler software. The Los Altos is responsible for making decisions when multiple options are available.

Process Refinement
Tyler will educate the Los Altos users on how to execute processes in the system to prepare them for the validation of the software. The Los Altos collaborates with Tyler staff iteratively to validate software configuration options to support future state.

Objectives:
 Ensure that the Los Altos understands future state processes and how to execute the processes in the software.
 Refine each process to meet the business requirements.  Validate standard interfaces, where applicable.
 Validate forms and reports, where applicable.
73 Agenda Item # 6.

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STAGE 3 Process Refinement
Tyler Los Altos
RACI MATRIX KEY:

I C A R C
Refine
configuration (Tyler
Responsible)

A R I I I
Validate interface
process and results I C C A R C C
Update Los Altosspecific process
documentation (if
applicable)

I C A R C
Updates to
Solution Validation
testing plan

C C A R C C
Inputs Initial Configuration
Documentation that describes future state decisions and configuration options to support future state decisions.

Solution validation test plan
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Updated solution validation test plan
Completed Los Altos-specific process
documentation (completed by Los Altos)
Work package assumptions:
 None
74 Agenda Item # 6.

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Conversion Delivery
The purpose of this task is to transition the Los Altos’s data from their source (“legacy”) system(s) to the Tyler system(s). The data will need to be mapped from the legacy system into the new Tyler system format. A wellexecuted data conversion is key to a successful cutover to the new system(s).

With guidance from Tyler, the Los Altos will review specific data elements within the system and identify / report discrepancies. Iteratively, Tyler will collaborate with the Los Altos to address conversion discrepancies.

This process will allow for clean, reconciled data to transfer from the source system(s) to the Tyler system(s).

Reference Conversion Appendix for additional detail.

Objectives:
 Data is ready for production (Conversion).

STAGE 3 Data Delivery & Conversion
Tyler Los Altos

RACI MATRIX
KEY:

A C R I I I
75 Agenda Item # 6.

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Populate data
crosswalks/code
mapping tool

I C C A R C
Iterations:

Conversion
Development

A C R I I
Iterations:

Deliver
converted data

A R I I I
Iterations:

Proof/Review
data and
reconcile to
source system

C C C A R C C
Inputs
Data Conversion Plan
Configuration
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Code Mapping Complete / Validated N/A
Conversion Iterations / Reviews Complete Conversion complete, verified, and ready for final pass
Work package assumptions:
 The Los Altos will provide a single file layout per source system as identified in the investment summary.
 The Los Altos subject matter experts and resources most familiar with the current data will be involved in the data conversion effort.
 The Los Altos project team will be responsible for completing the code mapping activity, with assistance from Tyler.

Intentionally left blank.

Control Point 3: Prepare Solution Stage Acceptance
Acceptance criteria for this Stage includes all criteria listed below in each Work Package.

Note: Advancement to the Production Readiness Stage is dependent upon Tyler’s receipt of the Stage Acceptance.

Prepare Solution Stage Deliverables:
 Licensed software is installed.
 Installation checklist/system document.
 Updated solution design document (Socrata only).
76 Agenda Item # 6.

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 Prioritized data sets for review in Tyler system (Socrata only).  Conversion iterations and reviews complete.

Prepare Solution Stage Acceptance Criteria:
 All stage deliverables accepted based on criteria previously defined.  Software is configured.
 Solution validation test plan has been reviewed and updated if needed.

Production Readiness
Activities in the Production Readiness stage will prepare the Los Altos team for go-live through solution validation, the development of a detailed go-live plan and end user training. A readiness assessment will be conducted with the Los Altos to review the status of the project and the organizations readiness for go-live.

Solution Validation
Solution Validation is the end-to-end software testing activity to ensure that the Los Altos verifies all aspects of the Project (hardware, configuration, business processes, etc.) are functioning properly, and validates that all features and functions per the contract have been deployed for system use.

Objectives:
 Validate that the solution performs as indicated in the solution validation plan.  Ensure the Los Altos organization is ready to move forward with go-live and training (if applicable).

STAGE 4 Solution Validation
Tyler Los Altos
RACI MATRIX KEY:

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Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Solution Validation Report Los Altos updates report with testing results Work package assumptions:
 Designated testing environment has been established.
 Testing includes current phase activities or deliverables only.

Go-Live Readiness
Tyler and the Los Altos will ensure that all requirements defined in Project planning have been completed and the Go-Live event can occur, as planned. A go-live readiness assessment will be completed identifying risks or actions items to be addressed to ensure the Los Altos has considered its ability to successfully Go-Live. Issues and concerns will be discussed, and mitigation options documented. Tyler and the Los Altos will jointly agree to move forward with transition to production. Expectations for final preparation and critical dates for the weeks leading into and during the Go-Live week will be planned in detail and communicated to Project teams.

Objectives:
 Action plan for go-live established.
 Assess go-live readiness.
 Stakeholders informed of go-live activities.

STAGE 4 Go-Live Readiness
Tyler Los Altos
RACI MATRIX KEY:

A R I I I I C C I I I I I
Develop Go-Live checklist A R C C C C I C C
Final system
infrastructure review
(where applicable)

A R C C
78 Agenda Item # 6.

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Inputs Future state decisions
Go-live checklist
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Updated go-live checklist Updated Action plan and Checklist for go-live delivered to the Los Altos
Work package assumptions:
 None
End User Training
End User Training is a critical part of any successful software implementation. Using a training plan previously reviewed and approved, the Project team will organize and initiate the training activities.

Tyler Led: Tyler provides training for all applicable users. One or multiple occurrences of each scheduled training or implementation topic will be covered.

Tyler will provide standard application documentation for the general use of the software. It is not Tyler’s responsibility to develop Los Altos specific business process documentation. Los Altos-led training labs using Los Altos specific business process documentation if created by the Los Altos can be added to the regular training curriculum, enhancing the training experiences of the end users.

Objectives:
 End users are trained on how to use the software prior to go-live.  The Los Altos is prepared for on-going training and support of the application.

STAGE 4 End User Training
Tyler Los Altos
RACI MATRIX KEY:

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Configured Tyler System
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
End User Training Los Altos signoff that training was delivered Work package assumptions:
 The Los Altos project team will work with Tyler to jointly develop a training curriculum that identifies the size, makeup, and subject-area of each of the training classes.  Tyler will work with the Los Altos as much as possible to provide end-user training in a manner that minimizes the impact to the daily operations of Los Altos departments.  The Los Altos will be responsible for training new users after go-live (exception—previously planned or regular training offerings by Tyler).

Control Point 4: Production Readiness Stage Acceptance
Acceptance criteria for this stage includes all criteria listed below. Advancement to the Production stage is dependent upon Tyler’s receipt of the stage acceptance.

Production Readiness stage deliverables:
 Solution Validation Report.
 Update go-live action plan and checklist.
 End user training.

Production Readiness stage acceptance criteria:
 All stage deliverables accepted based on criteria previously defined.  Go-Live planning session conducted.

Production
Following end user training the production system will be fully enabled and made ready for daily operational use as of the scheduled date. Tyler and the Los Altos will follow the comprehensive action plan laid out during Go-Live Readiness to support go-live activities and minimize risk to the Project during go-live. Following golive, Tyler will work with the Los Altos to verify that implementation work is concluded, post go-live activities are scheduled, and the transition to Client Services is complete for long-term operations and maintenance of the Tyler software.

Go-Live
Following the action plan for Go-Live, defined in the Production Readiness stage, the Los Altos and Tyler will complete work assigned to prepare for Go-Live.

The Los Altos provides final data extract and Reports from the Legacy System for data conversion and Tyler executes final conversion iteration, if applicable. If defined in the action plan, the Los Altos manually enters any data added to the Legacy System after final data extract into the Tyler system. 80 Agenda Item # 6.

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Tyler staff collaborates with the Los Altos during Go-Live activities. The Los Altos transitions to Tyler software for day-to day business processing.

Some training topics are better addressed following Go-Live when additional data is available in the system or based on timing of applicable business processes and will be scheduled following Go-Live per the Project Schedule.

Objectives:
 Execute day to day processing in Tyler software.
 Los Altos data available in Production environment.

STAGE 5 Go-Live
Tyler Los Altos
RACI MATRIX KEY:

A C R I C C C
Proof final converted
data, if applicable C C C A R C
Complete Go-Live
activities as defined in
the Go-Live action plan

C C C A R C I C
Provide Go-Live
assistance A R C C I C C I C I C
Inputs Comprehensive Action Plan for Go-Live
Final source data (if applicable)
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Data is available in production environment Los Altos confirms data is available in production environment
Work package assumptions:
 The Los Altos will complete activities documented in the action plan for Go-Live as scheduled. 81 Agenda Item # 6.

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 External stakeholders will be available to assist in supporting the interfaces associated with the GoLive live process.  The Los Altos business processes required for Go-Live are fully documented and tested.  The Los Altos Project team and subject matter experts are the primary point of contact for the end users when reporting issues during Go-Live.
 The Los Altos Project Team and Power User’s provide business process context to the end users during Go-Live.
 The Tyler Go-Live support team is available to consult with the Los Altos teams as necessary.  The Tyler Go-Live support team provides standard functionality responses, which may not be tailored to the local business processes.

Transition to Client Services
This work package signals the conclusion of implementation activities for the Phase or Project with the exception of agreed-upon post Go-Live activities. The Tyler project manager(s) schedules a formal transition of the Los Altos onto the Tyler Client Services team, who provides the Los Altos with assistance following GoLive, officially transitioning the Los Altos to operations and maintenance.

Objectives:
 Ensure no critical issues remain for the project teams to resolve.  Confirm proper knowledge transfer to the Los Altos teams for key processes and subject areas.

STAGE 5 Transition to Client Services
Tyler Los Altos
RACI MATRIX KEY:

I I A I I R I I C C C
Review long term
maintenance and
continuous
improvement

A R C C C
Inputs Open item/issues List
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Client Services Support Document
82 Agenda Item # 6.

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Work package assumptions:
 No material project issues remain without assignment and plan.

Post Go-Live Activities
Some implementation activities are provided post-production due to the timing of business processes, the requirement of actual production data to complete the activities, or the requirement of the system being used in a live production state.

Objectives:
 Schedule activities that are planned for after Go-Live.  Ensure issues have been resolved or are planned for resolution before phase or project close.

STAGE 5 Post Go-Live Activities
Tyler Los Altos
RACI MATRIX KEY:

A R C C C C I C C I C C
Determine resolution
plan in preparation for
phase or project close
out

A R C C C I C C I C
Inputs List of post Go-Live activities
Outputs /
Deliverables
Acceptance Criteria [only] for
Deliverables
Updated issues log
Work package assumptions:
 System is being used in a live production state.

Control Point 5: Production Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below:
83 Agenda Item # 6.

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 Advancement to the Close stage is not dependent upon Tyler’s receipt of this Stage Acceptance.  Converted data is available in production environment.

Production Stage Acceptance Criteria:
 All stage deliverables accepted based on criteria previously defined.  Go-Live activities defined in the Go-Live action plan completed.  Client services support document is provided.

Close
The Close stage signifies full implementation of all products purchased and encompassed in the Phase or Project. The Los Altos transitions to the next cycle of their relationship with Tyler (next Phase of implementation or long-term relationship with Tyler Client Services).

Phase Closeout
This work package represents Phase completion and signals the conclusion of implementation activities for the Phase. The Tyler Client Services team will assume ongoing support of the Los Altos for systems implemented in the Phase.

Objectives:
 Agreement from Tyler and the Los Altos teams that activities within this phase are complete.

STAGE 6 Phase Close Out
Tyler Los Altos
RACI MATRIX KEY:

I A R I I C
Hold post phase review
meeting A R C C C C C C C C C
Release phasedependent Tyler project
resources

A R I I
Participants Tyler Los Altos
Project Leadership Project Manager
Project Manager Project Sponsor(s)
Implementation Consultants Functional Leads, Power Users, Technical Leads
84 Agenda Item # 6.

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Technical Consultants (Conversion, Deployment,
Development)
Client Services
Inputs Contract
Statement of Work
Project artifacts
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Final action plan (for outstanding items)
Reconciliation Report
Post Phase Review
Work package assumptions:
 Tyler deliverables for the phase have been completed.

Project Closeout
Completion of this work package signifies final acceptance and formal closing of the Project.

At this time the Los Altos may choose to begin working with Client Services to look at continuous improvement Projects, building on the completed solution.

Objectives:
 Confirm no critical issues remain for the project teams to resolve.  Determine proper knowledge transfer to the Los Altos teams for key processes and subject areas has occurred.
 Verify all deliverables included in the Agreement are delivered.

STAGE 6 Project Close Out
Tyler Los Altos
RACI MATRIX KEY:

I A R I I C
85 Agenda Item # 6.

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Release Tyler project
resources

A R I I
Inputs Contract
Statement of Work
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Post Project Report Los Altos acceptance; Completed report indicating all project Deliverables and
milestones have been completed
Work package assumptions:
 All project implementation activities have been completed and approved.  No critical project issues remain that have not been documented and assigned.  Final project budget has been reconciled and invoiced.  All Tyler deliverables have been completed.

Control Point 6: Close Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below.

Close Stage Deliverables:
 Post Project Report.

Close Stage Acceptance Criteria:
 Completed report indicating all Project deliverables and milestones have been completed.

General Assumptions
Tyler and the Los Altos will use this SOW as a guide for managing the implementation of the Tyler Project as provided and described in the Agreement. There are a few assumptions which, when acknowledged and adhered to, will support a successful implementation. Assumptions related to specific work packages are documented throughout the SOW. Included here are general assumptions which should be considered throughout the overall implementation process.

Project
 Project activities will begin after the Agreement has been fully executed.  The Los Altos Project Team will complete their necessary assignments in a mutually agreed upon timeframe to meet the scheduled go-live date, as outlined in the Project Schedule.  Sessions will be scheduled and conducted at a mutually agreeable time.  Additional services, software modules and modifications not described in the SOW or Agreement will be considered a change to this Project and will require a Change Request Form as previously referenced in the definition of the Change Control Process. 86 Agenda Item # 6.

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 Tyler will provide a written agenda and notice of any prerequisites to the Los Altos project manager(s) ten (10) business days or as otherwise mutually agreed upon time frame prior to any scheduled onsite or remote sessions, as applicable.  Tyler will provide guidance for configuration and processing options available within the Tyler software. If multiple options are presented by Tyler, the Los Altos is responsible for making decisions based on the options available.
 Implementation of new software may require changes to existing processes, both business and technical, requiring the Los Altos to make process changes.  The Los Altos is responsible for defining, documenting, and implementing their policies that result from any business process changes.

Organizational Change Management
Unless otherwise contracted by Tyler, Los Altos is responsible for managing Organizational Change. Impacted Los Altos resources will need consistent coaching and reassurance from their leadership team to embrace and accept the changes being imposed by the move to new software. An important part of change is ensuring that impacted Los Altos resources understand the value of the change, and why they are being asked to change.

Resources and Scheduling
 Los Altos resources will participate in scheduled activities as assigned in the Project Schedule.  The Los Altos team will complete prerequisites prior to applicable scheduled activities. Failure to do so may affect the schedule.
 Tyler and the Los Altos will provide resources to support the efforts to complete the Project as scheduled and within the constraints of the Project budget.  Abbreviated timelines and overlapped Phases require sufficient resources to complete all required work as scheduled.
 Changes to the Project Schedule, availability of resources or changes in Scope will be requested through a Change Request. Impacts to the triple constraints (scope, budget, and schedule) will be assessed and documented as part of the change control process.  The Los Altos will ensure assigned resources will follow the change control process and possess the required business knowledge to complete their assigned tasks successfully. Should there be a change in resources, the replacement resource should have a comparable level of availability, change control process buy-in, and knowledge.
 The Los Altos makes timely Project related decisions to achieve scheduled due dates on tasks and prepare for subsequent training sessions. Failure to do so may affect the schedule, as each analysis and implementation session is dependent on the decisions made in prior sessions.  The Los Altos will respond to information requests in a comprehensive and timely manner, in accordance with the Project Schedule.
 The Los Altos will provide adequate meeting space or facilities, including appropriate system connectivity, to the project teams including Tyler team members.  For on-site visits, Tyler will identify a travel schedule that balances the needs of the project and the employee.

Data
 Data will be converted as provided and Tyler will not create data that does not exist.  The Los Altos is responsible for the quality of legacy data and for cleaning or scrubbing erroneous legacy data.
87 Agenda Item # 6.

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 Tyler will work closely with the Los Altos representatives to identify business rules before writing the conversion. The Los Altos must confirm that all known data mapping from source to target have been identified and documented before Tyler writes the conversion.  All in-scope source data is in data extract(s).
 Each legacy system data file submitted for conversion includes all associated records in a single approved file layout.
 The Los Altos will provide the legacy system data extract in the same format for each iteration unless changes are mutually agreed upon in advance. If not, negative impacts to the schedule, budget and resource availability may occur and/or data in the new system may be incorrect.  The Los Altos Project Team is responsible for reviewing the converted data and reporting issues during each iteration, with assistance from Tyler.
 The Los Altos is responsible for providing or entering test data (e.g., data for training, testing interfaces, etc.)
Facilities
 The Los Altos will provide dedicated space for Tyler staff to work with Los Altos resources for both onsite and remote sessions. If Phases overlap, Los Altos will provide multiple training facilities to allow for independent sessions scheduling without conflict.
 The Los Altos will provide staff with a location to practice what they have learned without distraction. 88 Agenda Item # 6.

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Glossary
Word or Term Definition
Acceptance Confirming that the output or deliverable is suitable and conforms to the agreed upon criteria.

Accountable The one who ultimately ensures a task or deliverable is completed; the one who ensures the prerequisites of the task are met and who delegates the work to those responsible. [Also see RACI]
Application A computer program designed to perform a group of coordinated functions, tasks, or activities for the benefit of the user.

Application Programming Interface (API) A defined set of tools/methods to pass data to and received data from Tyler software products
Agreement This executed legal contract that defines the products and services to be implemented or performed.

Business Process The practices, policy, procedure, guidelines, or functionality that the client uses to complete a specific job function.

Business Requirements Document A specification document used to describe Client requirements for contracted software modifications.

Change Request A form used as part of the Change Control process whereby changes in the scope of work, timeline, resources, and/or budget are documented and agreed upon by participating parties.

Change Management Guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success & outcomes
Code Mapping [where applicable] An activity that occurs during the data conversion process whereby users equate data (field level) values from the old system to the values available in the new system. These may be one to one or many to one. Example: Old System [Field = eye color] [values = BL, Blu, Blue] maps to New Tyler System [Field = Eye Color] [value = Blue].

Consulted Those whose opinions are sought, typically subject matter experts, and with whom there is two-way communication. [Also see RACI]
Control Point This activity occurs at the end of each stage and serves as a formal and intentional opportunity to review stage deliverables and required acceptance criteria for the stage have been met.

Data Mapping [where applicable] The activity determining and documenting where data from the legacy system will be placed in the new system; this typically involves prior data analysis to understand how the data is currently used in the legacy system and how it will be used in the new system.

Deliverable A verifiable document or service produced as part of the Project, as defined in the work packages.

Go-Live The point in time when the Client is using the Tyler software to conduct daily operations in Production.

Informed Those who are kept up-to-date on progress, often only on completion of the task or deliverable, and with whom there is just one-way communication. [Also see RACI]
89 Agenda Item # 6.

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Infrastructure The composite hardware, network resources and services required for the existence, operation, and management of the Tyler software.

Interface A connection to and potential exchange of data with an external system or application. Interfaces may be one way, with data leaving the Tyler system to another system or data entering Tyler from another system, or they may be bi-directional with data both leaving and entering Tyler and another system.

Integration A standard exchange or sharing of common data within the Tyler system or between Tyler applications
Legacy System The software from which a client is converting.

Modification Custom enhancement of Tyler’s existing software to provide features or functions to meet individual client requirements documented within the scope of the Agreement.

On-site Indicates the work location is at one or more of the client’s physical office or work environments.

Organizational Change The process of changing an organization's strategies, processes, procedures, technologies, and culture, as well as the effect of such changes on the organization.

Output A product, result or service generated by a process.

Peripheral devices An auxiliary device that connects to and works with the computer in some way. Some examples: scanner, digital camera, printer.

Phase A portion of the Project in which specific set of related applications are typically implemented. Phases each have an independent start, Go-Live and closure dates but use the same Implementation Plans as other Phases of the Project. Phases may overlap or be sequential and may have different Tyler resources assigned.

Project The delivery of the software and services per the agreement and the Statement of Work. A Project may be broken down into multiple Phases.

RACI A matrix describing the level of participation by various roles in completing tasks or Deliverables for a Project or process.

Individuals or groups are assigned one and only one of the following roles for a given task: Responsible (R), Accountable (A), Consulted (C), or Informed (I).

Remote Indicates the work location is at one or more of Tyler’s physical offices or work environments.

Responsible Those who ensure a task is completed, either by themselves or delegating to another resource. [Also see RACI]
Scope Products and services that are included in the Agreement. 90 Agenda Item # 6.

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Solution The implementation of the contracted software product(s) resulting in the connected system allowing users to meet Project goals and gain anticipated efficiencies.

Stage The top-level components of the WBS. Each Stage is repeated for individual Phases of the Project.

Standard Software functionality that is included in the base software (offthe-shelf) package; is not customized or modified.

Statement of Work (SOW) Document which will provide supporting detail to the Agreement defining Project-specific activities, services, and Deliverables.

System The collective group of software and hardware that is used by the organization to conduct business.

Test Scripts The steps or sequence of steps that will be used to validate or confirm a piece of functionality, configuration, enhancement, or Use Case Scenario.

Training Plan Document(s) that indicate how and when users of the system will be trained relevant to their role in the implementation or use of the system.

Validation (or to validate) The process of testing and approving that a specific Deliverable, process, program, or product is working as expected.

Work Breakdown Structure (WBS) A hierarchical representation of a Project or Phase broken down into smaller, more manageable components.

Work Package A group of related tasks within a project. 91 Agenda Item # 6.

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Part 4: Appendices
Conversion
Munis Conversion Summary
Accounting COA
 Chart of Accounts segments, objects, character codes, project codes (if applicable), organization codes (if applicable), control accounts budget rollups, fund attributes, due to/due from accounts  Requires the use of a Tyler provided spreadsheet for design and entry of the data to be converted Accounting - Actuals
 Summary account balances
 Up to 3 years
Accounting - Budgets
 Original budget, budget adjustments, revised budget summaries for accounts  Up to 3 years
Accounts Payable Master
 Vendor Master file including names, addresses, SSN/FID, contacts, phone numbers  Multiple remittance addresses
 Year-to-date 1099 amounts
Accounts Payable - Checks
 Check header data including vendor, warrant, check number, check date, overall check amount, GL cash account and clearing information
 Check detail data including related document and invoice numbers for each check  Up to 5 years
Accounts Payable - Invoices
 Invoice header data containing general information for the invoice  Invoice detail data containing line-specific information for the invoice  Up to 5 years
Capital Assets Master
 Asset description, status, acquisition quantity, date and amount, codes for asset class, subclass, department, custodian, flags for capitalization and depreciation, estimated life, serial number, model, model year, depreciation method, life-to-date depreciation amount, last depreciation date, disposal information (if any), purchase information, if any (vendor, PO, Invoice) 92 Agenda Item # 6.

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Contracts
 Contract header detail with many fields available to convert including fiscal year and period, vendor number, department code, description, enforcement method code, dates for award, approval, entry and expiration, retention information, user-defined type and review codes, status code, user id for entry and approver. Additional fields are also available. A balance forward contract amount is converted, if original amount is required there will be an additional charge and contracts, po’s and invoices must be converted together.

General Billing CID
 Customer information
Payroll
 Payroll Employee Master data including data such as name, address, SSN, legacy employee ID, date of birth, hire date, activity status (such as active/inactive), leave/termination code and date, phone(s), eaddress, marital status, gender, race, personnel status (such as full-time, part-time, etc.), highest degree, advice-delivery (print/email/both) and check location, plus primary group, job, location, and account information
Payroll - Deductions
 Employee Deductions - including employee ID, deduction codes, tax information, and direct deposit information
Payroll – Accrual Balances
 Employee Accrual Balances including Vacation, Holiday, and other Leave balances  Start of year balance, earned to date, used to date
Payroll – Accumulators
 YTD, QTD, MTD amounts for employee pay and deductions  Needed for mid-calendar-year go-live
 May not be needed if converting earnings/deductions history  Up to 5 years
Payroll – Check History
 Up to 5 years, additional years must be quoted. We convert amounts for earnings and deductions in employee check history, check number and date.

Payroll – Earning/Deduction Hist.
 Up to 5 years, additional years must be quoted. Earning and deduction history broken down my individual codes (earnings and deduction) and amounts per pay period, the detail of these lines, sums the check history in opt 4.
93 Agenda Item # 6.

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Payroll – Certifications
 Certification area and certification type codes, certification number and effective date, expiration date, and required-by date, codes for certification level and subjects Payroll – Education
 Codes, for institution, type of degree, and area(s) of study Payroll – Position Control
 Position, description, status, job code, bargaining group, location, number of employees allowed for each, FTE percentage, GL account, and max/min grade and step Payroll – PM Action History
 A variety of Personnel actions, such as job or salary changes and dates these events occurred.  Up to 5 years
Payroll – Recruiting
 Application requisition applicant master data, plus applicant references, certifications, education, skills, tests, work history, and interviews
Payroll – State Retirement Tables
 Specific state-required data, plus related service years information, when appropriate  Needed for some states
Project Grant Accounting
 Segments, account strings and fund string allocation table  Requires the use of a Tyler provided (Chart of Accounts) spreadsheet for design and entry of the data to be converted
Project Grant Accounting - Actuals
 Summary project ledger string balances. If linking to GL, must be converted at the same time.  Up to 3 years
Project Grant Accounting – Budget
 Original project ledger budget amounts. If linking to GL, must be converted at the same time.  Up to 3 years
Purchase Orders
 Open purchase orders header data including vendor, buyer, date, accounting information, etc.  Open purchase orders detail data including line item descriptions, quantities, amounts, etc. 94 Agenda Item # 6.

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Additional Appendices
Intentionally left blank.
95 Agenda Item # 6.

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Project Timeline
ERP Project Timeline
The Project Timeline establishes a target start and end date for each Phase of the Project. The timeline needs to account for resource availability, business goals, size and complexity of the Project, and task duration requirements. These will be reviewed and adjusted, if needed, during the Initiate and Plan Stage. Refer to the Project Stages section of this SOW for information on work packages associated with each stage of the implementation.

The following dates may be revised based on the date the Agreement is signed and further refined during the course of the project. Tyler requires up to forty-five (45) days to move from Agreement signing to the Initiate & Plan Stage.

Phase Functional Areas Modules Start Date Go-Live
Date
1 Chart of
Accounts
● Chart of Accounts
● General Ledger (limited)
July 2022 October
2022
2 Human Capital
Management
● Payroll w/ ESS July 2022 January
2023
System Wide ● Munis Analytics & Reporting
o Tyler Reporting Services
o Munis Office
o HUB
● Tyler Forms Processing
● Tyler Content Manager SE
2a HCM and
ExecuTime
● HR & Talent Management
● Recruiting
● ExecuTime Time and Attendance
January
2023
July 2023
3 Financials ● Accounting/General Ledger
● Accounts Payable
● Bid Management
● Budgeting
● Capital Assets
● Cash Management
● Contract Management
● Purchasing w/ e-procurement
● Project
April 2023 April
2024
96 Agenda Item # 6.

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Socrata Project Plan
Socrata Project Plan
Week
1 2 3 4 5 6 7 8 9 10 11 12
Initiate and Plan
Assess and Define
Prepare Solution
Production Readiness
Production
Close
Intentionally left blank.
97 Agenda Item # 6.

Reviewed By:

City Manager City Attorney
GE
Finance Director
JH JF

AGENDA REPORT SUMMARY
Meeting Date: June 28, 2022
Subject Award of Contract for Custodial Cleaning Services of City Buildings, Gymnasiums, Park Trash Cans and Park Restrooms
Prepared by: Manny A. Hernandez, Maintenance Services Director Approved by: Gabriel Engeland, City Manager
Attachment(s):

1. Resolution
Initiated by:

Staff
Previous Council Consideration:

None
Fiscal Impact:

The following project / action will cost $394,380
- Breakdown of funds to be used :
o $394,380 General Fund
- Amount already included in approved budget: Yes
- Amount above budget requested: 0
Environmental Review:

Categorically Exempt pursuant to CEQA section 15301 – Existing Facilities Policy Question(s) for Council Consideration:
 None
Summary:
 Custodial cleaning services are an important aspect of a healthy work environment and inviting public spaces
 IMPEC rated the highest and was selected through a competitive RFP process  Payments for janitorial services will not exceed $394,380 for FY 22/23 98 Agenda Item # 7.

Subject: Title
Date Page 2
 IMPEC Group has provided custodial services to the City for the last five years and staff feels their work is above satisfactory
Staff Recommendation:

Authorize the City Manager to execute an agreement with IMPEC Group for custodial cleaning services in the amount of $394,380 for fiscal year 22/23 on behalf of the City.

Purpose
Award maintenance services contract for custodial cleaning services of City facilities and parks to IMPEC Group
Background
The City has been in a contract for custodial cleaning services with IMPEC Group for the last five years. With the completion of their five-year agreement with the City, staff advertised a request for proposal (RFP) for custodial services in April 2022. On May 19, 2022 the RFP for custodial services closed and four (4) complete proposals were received from custodial service companies.

The four proposals were rated and IMPEC Group rated the highest. Their pricing proposal was also one of the lowest.

Discussion/Analysis
Custodial services are an important aspect of a healthy work environment and inviting public spaces. The City contracts custodial services for the cleaning of the buildings, park facilities and litter control within parks. This use of contracted custodial maintenance works in conjunction with City Maintenance staff as an efficient way to properly upkeep City facilities. This proper upkeep of City facilities benefits City employees and the public.

Work is performed at the following locations, with scopes of custodial services tailored to each unique location on daily, weekly, monthly and quarterly timeframes.  City Hall
 Police Department/Rear Parking IT & PD Annex
 Municipal Services Center
 Grant Park Facilities
 Los Altos Community Center
 Garden House
 Underground & Youth Center (As needed)
 San Antonio Club
 Gymnasiums (Blach & Egan)
 City Park Restrooms and Trash Cans
99 Agenda Item # 7.

Subject: Title
Date Page 3
IMPEC Group has worked with the City of Los Altos for the last five years and staff feels they have performed above average during this time. They have worked well with staff in making schedule adjustments as well as providing special services whenever needed. Custodial service complaints have been minimal during their current agreement. They are familiar with the facilities in the agreements scope of work, so the transition into the new agreement will be seamless. The agreement with IMPEC Group for custodial services will be for one year with amendments up to four additional years, pending quality service and pricing increases in future years.

Recommendation
Authorize the City Manager to execute an agreement on behalf of the City with IMPEC Group in the amount of $394,380 for fiscal year 22/23 to provide custodial cleaning services to City buildings, gymnasiums, park trash cans and park restrooms. 100
Agenda Item # 7.

Resolution No. 2022-XX Page 1
ATTACHMENT 1
RESOLUTION NO. 2022-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALTOS

AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT ON BEHALF OF THE CITY WITH IMPEC GROUP IN THE AMOUNT OF $394,380

FOR CUSTODIAL CLEANING SERVICES OF CITY BUILDINGS, PARK FACILITIES AND PARK TRASH AND LITTER CONTROL.

WHEREAS, the City utilizes contract services for custodial cleaning of its buildings, park facilities, and park trash cans and litter control; and WHEREAS, custodial services are an important aspect of a healthy work environment and inviting public spaces. Proper upkeep of City facilities through an effective use of contracted services benefits City employees and the public; and WHEREAS, the city has selected IMPEC Group through competitive process as the highest rated proposal submitted; and
WHEREAS, IMPEC Group has satisfactorily performed custodial cleaning services for the City over the last five years.

NOW THEREFORE, BE IT RESOLVED, that the City Council of the City of Los Altos hereby authorizes the City Manager to execute an agreement with IMPEC Group for custodial cleaning services in the amount of $394,380 for fiscal year 22/23 on behalf of the City.

I HEREBY CERTIFY that the foregoing is a true and correct copy of a Resolution passed and adopted by the City Council of the City of Los Altos at a meeting thereof on the ___ day of ____, 2022 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________
Anita Enander, MAYOR
Attest:
_____________________________
Angel Rodriguez, INTERIM CITY CLERK
101
Agenda Item # 7.

Resolution No. 2022-XX Page 2
ATTACHMENT 1 102
Agenda Item # 7.

Reviewed By:

City Manager City Attorney
GE
Finance Director
JH JF

AGENDA REPORT SUMMARY
Meeting Date: June 28th,
2022
Subject Adoption of proposed FY 21/22 Final Budget and FY 22/23 Mid Term Budget Prepared by: John Furtado, Finance Director
Approved by: Gabriel Engeland, City Manager
Attachment(s):

1. Attachment 1 – FY 22-26 Capital Projects Resolution

2. Attachment 2 – FY 23 Midterm Operating Budget Resolution

3. Attachment 3 – FY 23 Utility User Tax Rate Resolution

4. Attachment 4 – FY 23 Transient Occupancy Tax Rate Resolution

5. Attachment 5 – FY 22 Park in Lieu Fund Appropriation Resolution

6. Attachment 6 - FY 2021/22 Final Operating Budget Resolution Initiated by:

Staff
Previous Council Consideration:

June 1, 2021, April 12, 2022, June 14, 2022
Fiscal Impact:

Budget revisions details as discussed and presented during the June 14th Public hearings Environmental Review:

Not applicable
Policy Question(s) for Council Consideration:
 Does the Council wish to adopt The FY 21/21 Final Budget and the FY 22/23 Mid Term Budget as discussed during the June 14th, 2022, Public hearings with recommended changes?
103
Agenda Item # 8.

Subject: Adoption of proposed FY 21/22 Final Budget and FY 22/23 Mid Term Budget Date June 28th 2022 Page 2
Summary/ Background:

On June 1, 2021, the City Council approved the 2021-2023 Biennial Operating Budget. On April 12th, 2022, the City Council approved the FY 21/22 Mid-Year Budget. On June 14th,2022, at a public hearing staff presented the Final FY 21/22 Budget and the FY 22/23 Midterm budgets for councils review and discussion
It is the norm of the City of Los Altos to approve any budgetary changes to the fiscal year in progress as well as to adopt the second year of the biennial budget prior to June 30th of the first year.

Staff Recommendation:

I. Approve the FY 21/22 Final Budget and the FY 22/23 Mid-Term Budget with the recommended changes made at the June 14th,2022, Public hearing.

Discussion/Analysis
Staff presented the Final FY 21/22 Budget for councils’ review and discussion on June 14th, 2022.

The City Council voted to approve the FY 21/22 recommended changes as presented and directed staff to return at the June 28th meeting with the relevant resolutions to adopt the FY 22 Final budget.

The city council also received the FY 23 Midterm Budget report and presentation, Council approved all the recommended updates to the FY 23 Budget and recommended the addition of $50,000 be appropriated for community promotion to be paid to Community Services Agency (CSA)
Council further directed staff to return at the June 28th meeting with the relevant resolutions to adopt the Mid-term Budget with the suggested changes.
104
Agenda Item # 8.

CITY OF LOS ALTOS
RESOLUTION NO. 2022-xx

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALTOS ADOPTING THE REVISED FY 2022-26 FIVE-YEAR CAPITAL

IMPROVEMENT PROGRAM
WHEREAS, the Council has reviewed the FY 2022-26 REVISED Capital Improvement Program at a public hearing session held on June 14, 2022; and WHEREAS, modifications and/or adjustments identified in the aforementioned public meetings are incorporated within the five-year CIP before the Council.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Los Altos hereby:

1. Adopts the FY 2022-26 Revised Five-Year Capital Improvement Program submitted as presented for those respective fiscal years; and appropriate funds, for all respective funds, for those CIP projects identified within the FY 2022/23; and

2. Authorizes the City Manager to proceed with those FY 2022/23 projects identified for implementation or the commencement of planning for them.

AYES: NONE
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE
___________________________
Anita Enander, MAYOR
Attest:
_____________________________
Angel, Rodriquez, Interim CITY CLERK
105
Agenda Item # 8.

CITY OF LOS ALTOS
RESOLUTION NO. 2022-xx

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALTOS ADOPTING THE FY 22-23 MIDTERM OPERATING BUDGET
WHEREAS, it has been determined that the adoption of a Midterm Operating Budget is an effective and prudent management tool; and
WHEREAS, the Council has reviewed the FY 2022-23 Mid Term Operating Budget at a public hearing held on June 14th, 2022; and
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Los Altos hereby determines that:

1. The City of Los Altos FY 2022-23 Midterm Operating Budget has been presented and reviewed by City Council with regard to the approval of estimated revenues, appropriations, capital projects, and transfers for all City funds in accordance with adopted Financial and Investment Policies; and

2. City programs, services, and activities will be provided and maintained within the confines of this Financial Plan/Biennial Operating Budget in a manner consistent with adopted Financial Policies; and

4. This budget includes the maintenance of an Operating Reserve of 20%

5. Encumbrances (obligated contract commitments), active capital improvement projects, and active grant awards that have not been completed or received at the end of each fiscal year shall be carried forward and re-appropriated into the next fiscal year.

AYES: NONE
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE
___________________________
106
Agenda Item # 8.

Anita Enander, MAYOR
Attest:
_____________________________
Angel, Rodriquez, Interim CITY CLERK
107
Agenda Item # 8.

CITY OF LOS ALTOS
RESOLUTION NO. 2022-xx

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALTOS REAFFIRMING THE FY 2022-23 UTILITY USERS’ TAX RATE
WHEREAS, the rate of tax for each of the Utility Users Taxes imposed in Section 3.40.070,

3.40.090, and 3.40.110, of the Los Altos Municipal Code, does hereby remain fixed and levied at a maximum of 3.5 percent until further action of the City Council; and WHEREAS, the Los Altos Municipal Code requires that each year, following the adoption of the City’s budget, the City Council will determine the rate to be charged for the Utility Users Tax and shall set that rate in an amount not to exceed the rate authorized by the ordinance; and
WHEREAS, the City Council adopted the budget at a public hearing session held on June 14, 2022.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Los Altos hereby authorizes:

1. The rate of tax for each of the utility user’s taxes imposed in Sections 3.40.070,

3.40.090, and 3.40.110, of the Los Altos Municipal Code does hereby remain fixed and levied at a maximum of 3.5 percent until further action of the City Council; and

2. Maintain this rate to fund general governmental operational expenses as necessary.

AYES: NONE
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE
___________________________
Anita Enander, MAYOR
Attest:
_____________________________
Angel, Rodriquez, Interim CITY CLERK
108
Agenda Item # 8.

CITY OF LOS ALTOS
RESOLUTION NO. 2022-xx

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALTOS REAFFIRMING THE FY 2022-23 TRANSIENT OCCUPANCY TAX RATE WHEREAS, on Tuesday, November 6, 2018, the voters approved an increase in the Transient Occupancy Tax from 11% to a maximum of 14%.

WHEREAS, the Los Altos Municipal Code requires that each year, following the adoption of the City’s budget, the City Council will determine the rate to be charged for the Transient Occupancy Tax, and shall set that rate in an amount not to exceed the rate authorized by the ordinance; and
WHEREAS, the City Council adopted the budget at a public hearing session held on June 14, 2022.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Los Altos hereby authorizes the following:

1. Adopt the Transient Occupancy Tax of 14% pursuant to Section 3.36.020; and

2. Maintain this rate to fund general governmental operational expenses as necessary.

AYES: NONE
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE
___________________________
Anita Enander, MAYOR
Attest:
_____________________________
Angel, Rodriquez, Interim CITY CLERK
109
Agenda Item # 8.

CITY OF LOS ALTOS
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALTOS

AUTHORIZING THE CITY MANAGER TO ALLOCATE PARK IN LIEU FUNDS IN AN AMOUNT NOT TO EXCEED $38,000 FOR THE DEVELOPMENT OR STUDY OF A

DOWNTOWN THEATER IN CERTAIN DESIGNATED LOCATIONS WITHIN THE CITY AND AMENDING THE FY22 OPERATING BUDGET FOR THE PARK IN LIEU FUND
WHEREAS, The City Council finds that the Park in Lieu fees may be used for the purpose of developing new or rehabilitating existing park or recreational facilities such as the commissioning of a feasibility study of a downtown theater in certain designated locations within the City because:
(1) the neighborhood in which the fees are to be expended has fewer than three (3) acres of park area per 1,000 members of the City; (2) it reasonably foreseeable that City residents will use the proposed park and recreational facilities where the fees are being used; (3) the use of the fees is consistent with the following: (a) the City’s adopted General Plan, Open Space, Conservation & Community Facilities Element, Policy 9.2: Work with private developers to offer cultural activities within the community, such as a community theater and cinema; (b) the City’s adopted Downtown Vision Plan(DTVP), Section 3, The Community’s Vision: Utilizing existing parking plazas in a manner that enhances the village character while also meeting the working, living, entertainment, and hospitality desire of the community; (c) DTVP, Section 4, Land Use: San Antonino Road District: Envisioned attributes include: Performing arts theater, a central entertainment venue for the community; (d) DTVP, Section 4, Land Use: Opportunity Sites: Entertainment: A live thereafter is identified on Parking Plaza 2. This use would be both a daytime and evening draw from the community and elsewhere that would support complementary businesses, such as pre-event dining; and (e) DTVP, Section 9, Implementation: Phase 3: Long-Term: Construct live theater (Parking Plaza 2); and (4) the fees are used in compliance Los Altos Municipal Code Section 13.24.010.

WHEREAS, it is the desire of the City Council to conduct a feasibility study of a downtown theater in certain designated locations within Los Altos; and WHEREAS, on June 14, 2022, at a public hearing City Council authorized increasing the current FY 2022 operating budget by $38,000 to be appropriated from the Park in Lieu funds to be used for a feasibility study of a downtown theater in certain designated locations within Los Altos; and
NOW, THEREFORE, the City Council of the City of Los Altos, California, does resolve as follows:

1. The City Manager is authorized to execute an amendment to the Operating Budget to increase appropriations in an amount not to exceed $38,000 to be used for a feasibility study of a downtown theater in certain designated locations within Los Altos.

2. The City Manager is also authorized to take such further actions as may be necessary to amend the Operating budget.

3. The FY22 Park in Lieu Funds shall be amended such that the FY22 appropriation in the Operating Budget is increased by $38,000 to be used for a feasibility study of a downtown theater in certain designated locations within Los Altos. 110
Agenda Item # 8.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Los Altos hereby authorizes the City Manager to amend the Park in Lieu appropriations by an amount not to exceed $38,000 and amend the Operating budget to reflect this increased expenditure.

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________
, MAYOR
Attest:
_______________________________
, CITY CLERK
111
Agenda Item # 8.

CITY OF LOS ALTOS
RESOLUTION NO. 2022-xx

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALTOS ADOPTING THE FY 21-22 FINAL OPERATING BUDGET
WHEREAS, the Council has reviewed the FY 2021-22 Final Operating Budget at a public hearing held on June 14th, 2022; and
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Los Altos hereby determines that:

1. The City of Los Altos FY 2021-22 Final Operating Budget has been presented and reviewed by City Council with regard to the approval of adjustments to estimated revenues, appropriations, capital projects, and transfers for all City funds in accordance with adopted Financial and Investment Policies; and

3. Funds are deemed appropriated for those purposes and in amounts contained in said Financial Plan/ Operating Budget and the City Manager is authorized to approve appropriations and transfers of these funds to the extent allowed by law and Financial Policies in implementing the work programs incorporated within the adopted budget; and
I HEREBY CERTIFY that the foregoing is a true and correct copy of a Resolution passed and adopted by the City Council of the City of Los Altos at a meeting thereof on the 28th day of June 2022 by the following vote:

AYES: NONE
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE
___________________________
Anita Enander, MAYOR
Attest:
_____________________________
Angel, Rodriquez, Interim CITY CLERK
112
Agenda Item # 8.

Reviewed By:

City Manager City Attorney
GE JH

AGENDA REPORT SUMMARY
Meeting Date: June 28, 2022
Subject Wireless Telecommunications Facilities Ordinance and Design Guidelines Prepared by: Gabriel Engeland, City Manager
Attachment(s):

1. Resolution 2022-__, Wireless Telecommunications Facilities CEQA Resolution as approved

2. Ordinance 2022-__, Wireless Telecommunications Facilities Locational Standards as introduced

3. Resolution 2022-__, Wireless Telecommunications Facilities Design Guidelines as approved Initiated by:

City Council
Fiscal Impact:

None
Environmental Review:

Negative Declaration. A Negative Declaration was approved on June 14, 2022.

Summary Background:
 The technology for wireless telecommunications facilities is moving away from large, powerful towers that are very visually intrusive to smaller, less powerful facilities that are less visually intrusive. As a result, a greater number of wireless telecommunications facilities are needed to provide coverage.
 A draft CEQA resolution, locational standards, and design guidelines were reviewed by the City Council and public hearings were held on April 12, May 10, and June 14, 2022.

In addition, the Planning Commission held public hearings on March 3, 2022 and March 17, 2022, resulting in the recommendations presented to the City Council on April 12, 2022.
113
Agenda Item # 9.

Subject: Wireless Telecommunications Facilities Ordinance and Design Guidelines

June 21, 2022 Page 2
 The Ordinance and Design Guidelines considered and approved by the City Council regulate wireless facilities on the basis of aesthetics, traffic safety, noise, and other criteria. However, due to federal preemption, the proposed Ordinance and Design Guidelines do not regulate the placement of wireless facilities based on the environmental effects of radio frequency (“RF”) emissions that comply with FCC regulations. Neither do the proposed Ordinance and Design Guidelines require or prohibit any specific type of technology, also consistent with the limitations imposed on the City based on federal preemption
 On June 14, 2022, the City Council took the following actions:
o Approved Resolution 2022-__, adopting CEQA findings and a Negative Declaration (Attachment 1);
o Introduced Ordinance 2022-__, setting forth locational standards for Wireless Telecommunications Facilities (Attachment 2); and
o Adopted Resolution 2022-__, setting forth Design Guidelines for Wireless Telecommunications Facilities (Attachment 3).

Staff Recommendation:

1. Adopt Ordinance 2022-__, Wireless Telecommunications Facilities Locational Standards, as introduced by the City Council on June 14, 2022.

Purpose
The overarching intent of the Ordinance and Design Guidelines is to balance the need to provide for a reasonable range of potential sites for the location of wireless telecommunications throughout the City while preserving its essential wooded, small community character and its inherent aesthetic quality. The proposed Ordinance and Design Guidelines achieve this by minimizing the visual and physical effects of wireless telecommunications facilities through appropriate location, siting, design, and visual screening of facilities; encouraging the installation of wireless telecommunications facilities at locations where other such facilities already exist; and providing for the installation of wireless facilities so as to minimize potential adverse impacts to Los Altos.

Proposed locational standards and design guidelines are intended to better reflect the community’s land use and address advancements in wireless telecommunications technology that is trending away from large, powerful, and very visually intrusive towers and “macro” facilities to smaller, less powerful, and less visually intrusive small wireless facilities. 114
Agenda Item # 9.

Subject: Wireless Telecommunications Facilities Ordinance and Design Guidelines

June 21, 2022 Page 3
Background
Current regulation of wireless telecommunications facilities within the City of Los Altos is provided in two documents:
 City of Los Altos Resolution No. 2019-35, Design and Siting Guidelines and Standards for Wireless Facilities, which provides design guidelines and locational standards for the installation of wireless facilities within the City.
 City of Los Altos Municipal Code Chapter 11.12, Wireless Facilities, which addresses wireless telecommunications facility permit requirements and sets forth standard conditions of approval for such facilities.

The City adopted Resolution No. 2019-35 and Municipal Code Chapter 11.12 in August 2019 following a City Council study session and several public hearings, at which stakeholders discussed wireless and other infrastructure deployment issues; reviewed potential local regulatory responses to the recent changes in federal law in the FCC orders; and expressed their design and locational preferences, practical and safety concerns, aesthetic concerns, policy views and the essential local values that make Los Altos a unique community.

Ordinance 2022-___ repeals Resolution No. 2019-35 in total, replacing it with the locational standards in Ordinance 2022-___ and the Design Guidelines in Resolution 2022-__. In addition to adding Chapter 14.85 to the Municipal Code, Ordinance 2022-___ makes specified revisions to Municipal Code Chapter 11.12.

Discussion/Analysis
Starting with the Planning Commission’s recommendations, the City Council undertook detailed review of wireless facilities locational standards and design guidelines on April 12, May 20, and June 14, 2022.

On June 14, 2022, the City Council approved Resolution 2022-__, adopting CEQA findings and a Negative Declaration (Attachment 1). The City Council also introduced Ordinance 2022-__, setting forth locational standards for Wireless Telecommunications Facilities (Attachment 2).

Because a previously adopted ordinance had been codified as Municipal Code Chapter 14.82, the wireless telecommunications facilities ordinance has been renumbered as Chapter 14.85 in all attachments. Finally, on June 14, 2022, the City Council adopted Resolution 2022-__, setting forth design guidelines for Wireless Telecommunications Facilities (Attachment 3). 115
Agenda Item # 9.

Subject: Wireless Telecommunications Facilities Ordinance and Design Guidelines

June 21, 2022 Page 4
Having introduced Ordinance 2022-__ on June 14, 2022, staff has brought the Ordinance back to the City Council for formal adoption. The Ordinance and Design Guidelines would become effective 30 days after adoption. Resolution No. 2019-35 will remain in effect until the effective date of the Ordinance.
5118798.2
116
Agenda Item # 9.
1 Adopted June 14, 2022
RESOLUTION NO. 2022-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS

ALTOS MAKING FINDINGS ADOPTING A NEGATIVE

DECLARATION UNDER THE CALIFORNIA ENVIRONMENTAL

QUALITY ACT
WHEREAS, the City of Los Altos is proposing revisions to its existing standards for development of wireless telecommunications facilities, including a new wireless ordinance to regulate the permissible location of wireless facilities along with revisions to Municipal Code Chapter 11.12 modifying permit requirements; and
WHEREAS, the City also proposes to expand existing development standards and design guidelines and preferences for wireless telecommunications facilities; and WHEREAS, the City prepared an Initial Study in accordance with the requirements of the California Environmental Quality Act (CEQA) (Public Resources Code § 21000 et seq.) and the CEQA Guidelines (14 California Code of Regulations, Title 14 Chapter 3, Section 15000 et seq.); and
WHEREAS, the Initial Study determined that no significant environmental impacts would result from adoption of the proposed wireless telecommunications ordinance and design guidelines (“Project”); and
WHEREAS, the City issued a Notice of Intent to Adopt a Notice of Declaration (Notice of Intent) on January 26, 2022; and
WHEREAS, the Initial Study/Negative Declaration was made available for a 30- day public review period beginning on January 26 and ending on February 24, 2022; and WHEREAS, written comments were received during the 30-day public review period and are set forth in Attachment A; and
WHEREAS, none of the information contained in the written comments received during the 30-day public review period presented substantial evidence that the proposed wireless telecommunications ordinance and design guidelines would have a significant effect upon the environment; and
WHEREAS, on March 3 and March 17, 2022, the Planning Commission conducted public hearings on the proposed wireless telecommunications ordinance, design guidelines, and Negative Declaration, at which time interested persons and organizations had an opportunity to testify and provide comments; and
WHEREAS, the Planning Commission reviewed and considered the proposed Negative Declaration as required by CEQA Guidelines Section 15074(a); and Attachment 1
117
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2 Adopted June 14, 2022
WHEREAS, on March 17, 2022 following the conclusion of its public hearings, the Planning Commission recommended that the City Council approve the Negative Declaration provided as Attachment B to this Resolution; and
WHEREAS, on April 12, May 10, and June 14, 2022, the City Council conducted public hearings on the proposed wireless telecommunications ordinance, design guidelines, and Negative Declaration, at which time interested persons and organizations had an opportunity to testify and provide comments; and
WHEREAS, the City Council reviewed and considered the proposed Negative Declaration as required by CEQA Guidelines Section 15074(a); NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Los Altos that the above recitals are true and correct and are incorporated herein by reference as if set forth in full; and
BE IT FURTHER RESOLVED that, based upon the information contained in the Initial Study and provide at Planning Commission and City Council hearings, the City Council of the City of Los Altos hereby adopts the following findings for the Project in compliance with CEQA, the CEQA Guidelines, and the City’s procedures for implementing CEQA. The City finds, on the basis of the whole record, that there is no substantial evidence that the Project will have a significant effect on the environment:

Aesthetics.

Wireless telecommunications facilities permitted by the proposed locational standards would be mounted on existing buildings or on poles (either existing, replacement, or new) subject to detailed design guidelines that minimize the visual intrusiveness of these facilities. Building-mounted wireless telecommunications facilities would not be permitted to add to the height or bulk of buildings. Pole-mounted wireless telecommunications facilities could, when mounted on an existing or replacement pole, increase the overall height of the pole and, although underground installation of equipment is the preferred design solution, proposed design guidelines permit equipment to be placed in an above-ground enclosure or pole mounted when underground installation is not feasible. However, pole-mounted facilities would not have the bulk to significantly impact long-distance views and while they may be visible, would be required to have the least visually intrusive design feasible. Thus, potential adverse aesthetic effects within the City would be less than significant.

Agriculture and Forestry Resources.

There are no lands within the City shown as Prime Farmland, Unique Farmland, or Farmland of Statewide Importance on maps prepared pursuant to the Farmland Mapping and Monitoring Program of the California Resources Agency. Lands within the City are identified as “Urban and Built-up Land” on the California Department of Conservation’s Santa Clara County Important Farmlands Map 2016. There are no 118
Agenda Item # 9.
3 Adopted June 14, 2022
Williamson Act parcels or forest or commercial agricultural land within the City. Thus, there would be no impact to Agricultural and Forestry Resources.

Air Quality.

Wireless telecommunications facilities permitted by proposed development standards and design guidelines would be consistent with the Bay Area’s 2017 Clean Air Plan. The proposed development standards and design guidelines do not involve the construction of any homes, businesses, or other uses that would result in population growth or long-term increase in mobile or stationary source air pollutant emissions.

Installation of wireless telecommunications facilities would occur intermittently, at various different locations, and would typically involve installation of a new pole, replacement of an existing utility pole, addition of wireless telecommunications equipment to an existing pole, or mounting of equipment on a building or rooftop. Such installation activities would be small in scale and not involve major grading or construction activities. No net increase in long-term air pollutant emissions would result and there would be no cumulatively considerable contribution to any cumulative air quality impact during construction or ongoing operations. Thus, potential adverse air quality effects within the City would be less than significant.

Biological Resources.

Wireless telecommunications facilities associated with the proposed development standards and design guidelines would occur within roadway rights-ofway or within existing development sites (roof- and building-mounted facilities). No riparian habitat areas or other sensitive natural communities would be disturbed and no modification of habitat supporting any species identified as a candidate, sensitive, or special-status species in local or regional plans, policies, or regulations, or by the California Department of Fish and Wildlife or the U.S. Fish and Wildlife Service would result. Thus, there would be no impact to Biological Resources.

Cultural Resources.

Proposed design guidelines require that any roof- or building mounted facility retain the architectural character of the structure. Thus, a substantial adverse change in the significance of a historical resource pursuant to CEQA Guidelines §15064.5 would not occur. While it is unlikely that installation of a wireless telecommunications facility would necessitate disturbance of soils below those that were previously disturbed by construction of existing roadways, utilities, and buildings, in the event of an unanticipated discovery during installation of a wireless telecommunications facility, the proposed Ordinance requires ground-disturbing activities to be halted until a Cityapproved qualified consulting archaeologist assesses the significance of the find according to CEQA Guidelines §15064.5. If any find is determined to be a unique 119
Agenda Item # 9.
4 Adopted June 14, 2022
archaeological resource, the City and the consulting archaeologist would determine the appropriate measures to be taken. All archaeological resources recovered would be subject to scientific analysis, professional museum curation, and documentation according to current professional standards. Thus, potential adverse cultural resource effects within the City would be less than significant.

Energy Resources.

Installation of wireless telecommunications facilities would use construction equipment and techniques that are typical for utility facilities installations (polemounted) and building construction (building- and roof-mounted) throughout the state.

Nighttime construction activities requiring lighting would be avoided unless needed to address safety or traffic movement concerns on a temporary basis. Operation of wireless telecommunications facilities would consume energy at rates typical of such facilities throughout the state. No wasteful, inefficient, or unnecessary consumption of energy resources would therefore result. Thus, potential adverse energy resource effects within the City would be less than significant.

Geology and Soils.

No active faults traverse the City and there is therefore no potential for the primary hazard of ground rupture. Installations of wireless telecommunications facilities would be required to meet the most current California Building Code standards required at the time of construction to reduce the potential for substantial adverse effects related to geologic, groundshaking, and soils conditions. In addition, erosion control measures required under Provision C.3 of the applicable Municipal Regional Stormwater Permit would be required to be implemented to reduce potential construction-related erosion impacts. It is unlikely that installation of a wireless telecommunications facility would necessitate ground disturbance of soils below that were which was previously disturbed by construction of existing roadways and buildings. However, in the event of an unanticipated discovery during project construction, ground-disturbing activities would be halted until a qualified paleontologist meeting the Society of Vertebrate Paleontology (SVP) Standards determines their significance, and, if significant, supervises their collection for curation.

Thus, potential adverse geology and soil effects within the City would be less than significant.

Greenhouse Gas Emissions.

Installation of wireless telecommunications facilities would result in emissions of greenhouse gases (GHGs) from the operation of construction equipment, as well as transport of materials and construction workers to and from sites. The installation period for a wireless telecommunication facility ranges in time from a few hours for minor upgrades (e.g., replacement of antennas) to a few weeks for erection of new or replacement poles for pole-mounted facilities. Installation activities would be subject to applicable BAAQMD best management practices. Operation of wireless 120
Agenda Item # 9.
5 Adopted June 14, 2022
telecommunications facilities would not add to the existing inventory of residential, business, or other uses that would generate ongoing greenhouse gas emissions within Los Altos. Once completed, a facility would require very few trips per month for maintenance and monitoring of facility operations. Thus, potential adverse greenhouse gas emissions effects within the City would be less than significant.

Hazards and Hazardous Materials.

Installation of wireless telecommunications facilities would include routine use of hazardous materials in the form of paints, solvents, and other common materials containing potentially toxic substances. With the exception of a few facilities that might have backup generators, wireless telecommunications facilities are not associated with the use, transport, storage, or disposal of hazardous materials during ongoing operations. All potentially hazardous materials would be contained, stored, and used in accordance with manufacturers’ instructions and transported and handled in compliance with applicable standards and regulations.

Radiofrequency (RF) radiation emanates from antennas on wireless telecommunications facilities and is generated by the movement of electrical charges in the antenna. The energy levels it generates are not great enough to ionize, or break down, atoms and molecules, and is thus known as “non-ionizing” radiation.

The Federal Communications Commission (FCC) is the government agency responsible for the authorization and licensing of facilities such as wireless telecommunications facilities that generate RF radiation. For guidance in health and safety issues related to RF radiation, the FCC relies on other agencies and organizations for guidance, including the EPA, FDA, the National Institute for Occupational Safety and Health (NIOSH) and OSHA, which have all been involved in monitoring and investigating issues related to RF exposure.

The FCC has developed and adopted guidelines for human exposure to RF radiation using the recommendations of the National Council on Radiation Protection and Measurements (NCRP) and the Institute of Electrical and Electronics Engineers (IEEE), with the support of the EPA, FDA, OSHA and NIOSH. According to the FCC, both the NCRP exposure criteria and the IEEE standard were developed by expert scientists and engineers after extensive reviews of the scientific literature related to RF biological effects. The exposure guidelines are based on thresholds for known adverse effects, and they incorporate appropriate safety margins.

Section 704 of the Telecommunication Act of 1996 preempts local governments from regulating wireless facilities on the basis of RF safety or health effects when such facilities comply with FCC RF emissions standards, and specifically states that “[n]o State or local government or instrumentality thereof may regulate the placement, construction, and modification of personal wireless service facilities on the basis of the environmental effects of radio frequency emissions to the extent that such facilities comply with the Commission’s regulations concerning such emissions.” Accordingly, 121
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6 Adopted June 14, 2022
compliance with FCC RF emissions standards constitutes substantial evidence of a less than significant environmental impact. (See 47 U.S.C. § 332(c) (7)(B)(iv).) Because all facilities that might be approved pursuant to the proposed wireless telecommunications facilities development standards and design guidelines are required to operate under federally mandated limits on RF radiation and are exclusively regulated by the FCC in this respect, the City of Los Altos is preempted from regulating the placement or construction of facilities based on RF emissions and must therefore rely on the FCC’s regulations to address the environmental effects of RF emissions.

While it is possible that an application could be submitted to the City requesting installation of a wireless telecommunications facility on a site that is included on a list of hazardous materials sites, the large majority of such sites within Los Altos have been remediated and installation of a wireless telecommunication facility would not create a significant hazard to the public or the environment. As a standard condition of approval for sites included on a list of hazardous materials sites compiled pursuant to Government Code §65962.5 that have yet to be investigated or remediated, the City would require that such investigation be completed along with any required remediation before approving a permit for installation of a wireless telecommunication facility.

The City of Los Altos is not located within a Very High Fire Hazard Severity Zone as delineated on California Department of Forestry and Fire Protection (CAL FIRE) State Responsibility Area and Local Responsibility Area maps (State Responsibility Area (SRA) Viewer (arcgis.com)). The City is largely developed and only portions of the area west of the I-280 freeway are located near wildland areas that would be susceptible to fire. Such areas are not identified in proposed development standards and design guidelines as a permitted location for wireless telecommunications facilities. All wireless facilities installations would be required to comply with applicable code requirements to ensure fire safety.

Accordingly, potential adverse hazards and hazardous waste effects within the City would be less than significant.

Hydrology and Water Quality.

Wireless telecommunications facilities do not require the use of water during ongoing operations. Installation activities could require minimal watering for ground disturbance required for a new or replacement pole. Such activities would have a very small footprint and limited duration and would thus not adversely affect groundwater supplies or recharge. BMPs would be implemented during installation to minimize erosion. Due to their small footprint and dispersion from each other, the minor increase in impervious surface area (generally less than 6.25 square feet) that might result from installation of a new or replacement pole for a wireless telecommunication facility would not be great enough to alter existing drainage patterns or cause off-site flooding. 122
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Land Use and Planning.

Proposed development standards and design guidelines specifically prohibit wireless telecommunications facilities from interfering with vehicular, bicycle, and pedestrian movement. As a result, there is no potential for these development standards and design guidelines to result in dividing an established community. No significant impacts were determined to result from the proposed development standards and design guidelines for wireless telecommunications facilities, including impacts associated with inconsistencies with adopted planning policies.

Mineral Resources.

Wireless telecommunications facilities would be located within existing public rights-of-way and utility easements or on existing buildings within developed sites.

There would, therefore, be no direct or indirect effects on the availability of any mineral resources by restricting access to a resource recovery site or substantially depleting the reserves of any known resources in the region.

Noise.

Noise from wireless telecommunications facilities would be limited to installation of facilities (ranging in time from a few hours for minor upgrades (e.g., replacement of antennas) to a few weeks for erection of new or replacement poles for pole-mounted facilities) and occasional use of cooling equipment or an emergency generator at discreet locations. Installation of wireless telecommunications facilities will be required to comply with City noise standards, which specify:
 Permitted construction hours;
 Interior and exterior noise standards by zoning district for daytime and nighttime hours; and
 Prohibited acts relative to noise, including maximum noise levels at affected properties and hours during which construction is permitted. The noise ordinance allows for increases in noise related to construction activities during permitted construction hours.

While installation of wireless telecommunications facilities may generate temporary groundborne vibration and groundborne noise from the operation of construction equipment, the type of equipment typically used during installations only generates localized groundborne vibration and groundborne noise that could be perceptible only in the immediate vicinity of the project site and would not be sufficient to cause damage to adjacent structures.

Population and Housing.

Proposed development standards and design guidelines for wireless telecommunications facilities would not involve the construction of any homes, businesses, or other uses that would directly result in population growth, nor would 123
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such standards and guidelines remove a barrier to growth or induce additional unplanned development.

Public Services.

Proposed development standards and design guidelines for wireless telecommunications facilities would not increase the level of needed public services and would not result in the need for new or physically altered facilities because wireless communication facilities do not normally require public services.

Recreation.

Proposed development standards and design guidelines for wireless telecommunications facilities would not generate an increase in demand for parks or require construction or expansion of new park facilities since no residential uses are proposed and no increase in population would result.

Transportation.

Proposed wireless communication facilities would temporarily generate vehicle traffic at installation sites, which would last no more than a few weeks for a new or replacement pole or as little as a few hours for antenna replacement. Following installation, traffic would return to pre- installation levels with the exception of one to two site maintenance visits per month for each facility. Because no new population would be generated, proposed development standards and design guidelines would not generate any increase in transit, bicycle, or pedestrian travel.

Tribal Cultural Resources.

Pursuant to the requirements of AB 52, the City of Los Altos informed the Tamien Nation regarding the wireless telecommunications ordinance and design guidelines on January 20, 2022 and provided the Nation with the opportunity for consultation regarding potential impacts on Tribal Cultural resources. No request for such consultation was made by the Tamien Nation.

Utilities and Service Systems.

Proposed development standards and design guidelines for wireless telecommunications facilities would not generate an increase in population due to increased residential or business uses and would not consume water or generate wastewater or solid waste on an ongoing basis. Only minor amounts of water would be used on a temporary basis during installation of individual wireless telecommunications facilities. While wireless telecommunications facilities require electrical power, they do not draw sufficient power so as to require new or improved energy facilities. Where wireless telecommunications facilities are proposed on existing electrical poles, addition of wireless equipment or replacement of a pole may be required. 124
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Wildfire.

Los Altos has an adopted Emergency Preparedness Plan identifying potential risks, facilities and resources relied upon in the event of a catastrophe, and persons responsible for implementation. Wireless telecommunications facilities would be located within existing public rights-of-way and utility easements, as well as on existing buildings within previously developed sites, and would not, therefore, impair implementation of or physically interfere with the City’s Emergency Preparedness Plan.

In the event future construction activities require work to be performed in a roadway, appropriate traffic control plans would be prepared in conjunction with an encroachment permit.

BE IT FURTHER RESOLVED that the City Council of the City of Los Altos adopts the Negative Declaration contained below based on these findings.

APPROVED AND ADOPTED at a regular meeting of the City Council this 14th day of June, 2022.
________________________________
Anita Enander
Mayor, City of Los Altos
__________________________
Attest: Angel Rodriguez
City Clerk
125
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Attachment A
Written Comments on the
Proposed Negative Declaration
Received during the Public Review Period
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Agenda Item # 9.

Sincerely,
Los Altos Resident
Ed Nieda
Ave.
128
Agenda Item # 9.

From: Melissa Smith
To: Los Altos Planning Commission
Cc: City Council; Gabriel Engeland
Subject: No Cell Towers Near Homes & Schools
Date: Monday, February 14, 2022 11:27:14 AM
Dear City of Los Altos Planning Commission,
I have learned from the City of Los Altos website that the city is currently seeking to change the wireless emergency ordinance that was put into place in 2019. I implore the City to stay as true to the original ordinance as possible and ensure we don’t have cell towers placed close to schools and homes. While some residents have expressed valid health concerns of placing cell towers so close to our schools and homes, I understand the City is unable to take these concerns into account due to Federal laws. However, there are other issues I’d like the City to consider including visual blight, noise, safety and property values.

Visual blight: The City’s utility poles are visually unappealing. I don’t want to increase the unsightliness with cell towers on the tops of these poles, not to mention a refrigerator’s worth of equipment hanging to the side.