6 other field users. However, Little League shall be permitted to charge appropriate rental fees from Fields users who use Little League’s equipment, including scoreboards, bases, balls, portable safety screens, field preparation tools and equipment, pitching machines, batting cages and other secured practice areas.
Little League is not required by this Agreement to rent any of its equipment.
Little League shall provide its equipment use rental fee schedule to Town on an annual basis. Little League shall provide written notification to the City Manager or their designee within 48 hours of any equipment rental to a third party. Town shall permit Little League to operate the concession/multipurpose building during scheduled Little League Fields use or other use as expressly authorized in writing by the Town. Such an operation shall not be considered a sublet. All unaffixed items contained within the concession/multipurpose building that are not the property of the Town shall be the property and responsibility of Little League.
K. Modifications. Little League shall not make any modification, alteration, or improvement to the Premises without prior written consent by the City Manager or their designee. Consent shall not be unreasonably withheld, except that any dispute under this Section may be submitted to the City Council for final resolution. After completion of approved changes by Little League, Little League shall provide to Town approved as-built drawings, if applicable.
L. Improvements. All affixed improvements on the Premises, including but not limited to any affixed improvements constructed by Little League, are and shall remain the property of Town, even at the termination of this agreement.
M. Locks. Little League shall place no locks or other barriers to entry on any portion of Premises without prior approval by Town and provide Town copies of all keys or other entry mechanisms.
N. Conditional Use Permit. Little League agrees to abide by and ensure that all participants in its activities abide by all terms of Conditional Use Permit #58-04- CUP. Requests for changes to the Conditional Use Permit must be made during the annual review.
V. Hold Harmless. To the fullest extent allowed by law, Little League hereby releases and agrees to indemnify, defend and hold harmless Town, its officers, agents and employees from any all demands, claims or liability of any nature, which may arise out of or occur by reason of any act or omission on its part, or the part of any of its employees, contractors, subcontractors, agents or representatives use or their use of the Fields, including costs and reasonable attorney fees, in providing the defense to any claim arising therefrom, including any use of the Fields not allowed under this Agreement but sanctioned by the Little League, (including use of the Premises for purposes of accessing the Fields) all except to the extent the claim arises from the gross negligence or willful misconduct of the Town, its officers, agents or employees. Little League also agrees to require any contract with it contractors or subcontractors to contain a provision requiring that the contractor or subcontractor indemnify, defend and hold harmless Little League and Town and their officers, agents and employees from any and all demands, claims or
7 liability of any nature which may arise out of or occur by reason of any act of omission on the contractor or subcontractor’s part, or the part of any of its employees, contractors, subcontractors, agents or representatives in furtherance of or related to the contract with Little League.
VI. Insurance.
1. General Liability Insurance. Little League shall also procure and maintain at all times during the term of this Agreement, General Liability Insurance covering Little League and Town for any liability arising out of the use of, or occurring in, on, or about the Fields. The policy shall be subject to a limit for each occurrence of at least two million dollars ($2,000,000) naming as an additional insured, Town and its officers, employees and agents. If a general aggregate limit is used, it shall be at least twice the required limit ($4,000,000). The Insurer(s) shall agree that its policy is Primary Insurance and that it shall be liable for the full amount of any loss up to and including the total limit of liability without right of contribution from any other insurance covering Town.
2. Inclusion of Town as an additional insured shall not in any way affect its rights with respect to any claim, demand, suit, or judgment made, brought or recovered against Little League. Said policy shall protect Little League and Town in the same manner as though a separate policy had been issued to each; but nothing in said policy shall operate to increase the Insurer’s liability as set forth in the policy beyond the amount or amounts shown or to which the Insurer would be liable if only one interest had been named as an insured.
3. Little League shall deliver to Town a Certificate of Insurance and endorsements which shall indicate compliance with the insurance requirements of this paragraph and shall stipulate that thirty (30) days advance written notice of cancellation or material change shall be given to Town.
4. Upon execution of this Agreement, and at all times during this Agreement, Town and Little League’s contractors and subcontractors entering onto the Fields shall have in full force and effect, at their sole expense, for the joint benefit of the contractors, Little League and Town, liability insurance in which Town and Little League are named as additionally insured. The insurance required thereunder shall be in the amount of at least one million dollars ($1,000,000) combined limit for bodily injury and property damage, shall be carried by insurers authorized to transact business in California, and shall be primary as to Town and Little League and noncontributory with any insurance which may be carried by Town or Little League. The insurance policy shall have a 30-day notification to Town and
8 Little League before any change in the policy or cancellation. Little League shall keep a current certificate of insurance from its contractors and subcontractors on file with the Town at all times.
VII. Non-Discrimination. No discrimination shall be made in the employment of persons under this agreement because of race, color, national origin, age, ancestry, religion, sexual orientation, or sex of such person.
VIII. Interest of Little League. It is understood and agreed that this Agreement is not a contract of employment or partnership. At all times, Little League shall be deemed to be an independent contractor, and is not authorized to bind Town to any contracts or other obligations. In executing this agreement, Little League certifies that no one who has or will have any financial interest under this agreement is an officer or employee of Town.
IX. This Agreement shall not be assigned or transferred without the written consent of Town.
No changes or amendments of any kind are authorized without the written consent of Town’s City Manager and shall not be effective unless agreed to in writing by both Town and Little League.
This agreement shall not become effective until its approval and execution by Town. In witness whereof, the parties have executed this agreement effective the day and year first written above.
Los Altos American Little League, Inc. dba
Los Altos/Los Altos Hills Little League Town of Los Altos Hills By: By:
President Mayor
Approved as to Form:
By:
City Attorney
Attest:
By:
City Clerk
9 5385616.1
Town of Los Altos Hills
Athletic Field Use Policy
Mission Statement & Facilities
Purissima Park is a public facility owned and operated by the Town of Los Altos Hills. It is free to use on a drop‐in basis. The Town schedules leagues, events and activities on the Park’s fields. To exclusively reserve a field for an activity, the Town issues a field use permit.
Purissima Park is located at 27400 Purissima Road in Los Altos Hills. Facilities within the park include four baseball diamonds, three with 60’ basepaths and one with a 90’ basepath, a basketball court, a playground, picnic tables, a concessions building and a new restroom. The southern end of the park contains a 180’ x 90’ riding arena, a 20’ x 20’ round pen, four holding pens, tie‐racks and a wash rack for use by the equestrian community.
Rules of Use
1. All trash, including ground litter, created by the user or participants, shall be placed in proper receptacles.
2. The Applicant and/or the Applicant’s organization will reimburse the Town for any damage caused by the applicant or members of the applicant's organization to Town property, facilities, and/or equipment during the rental period which is caused by the applicant or members of the applicant’s organization.
3. Permitted users are to restrict their use to only use those fields specifically reserved and paid for, as designated on their Field Reservation Permit. Other fields may be scheduled by other groups and may not be available. Permitted users are advised to always carry their Field Reservation Permit in case there is a question as to who has priority/reservation for the use of the field or court area.
4. In the event of an emergency, necessary maintenance, an unsafe condition or Attachment 4
a conflict with Town activities, the Town reserves the right to cancel a previously approved reservation. When possible, alternate facilities will be provided.
5. A permitted user shall not distribute any handbills or circulars or post, place, or erect any bills, notices, papers, or advertising devices or matters of any kind.
6. A permitted user shall not make or kindle a fire for any purpose or to in any manner transport fire or any burning substance, except in designated picnic areas where fireplaces are provided therefore, or, in such designated fireplaces, to leave any fire or live coals un‐extinguished and unattended.
7. It is unlawful for any person to discard, throw, or drop any lighted match, cigar, cigarette, or any other burning substance within a park.
8. Individuals are not allowed to camp, lodge, occupy sleeping bags, or sleep between the hours of 12am and 6am in a Town park.
9. Permitted users shall not place trash generated or accumulated outside the park in trash receptacles provided by the Town.
10. It is unlawful for any person to drive, propel, or operate any motor vehicle in any public park, preserve, or other public area (except on the roads or streets designated for vehicular traffic) within the Town, except as provided within section 12.1‐02 of the Municipal Code.
11. No person owning or harboring any dog shall allow or permit such dog, whether licensed or not, to be upon a public street, sidewalk, park, school ground, public place or upon any unenclosed lot or land except when held under leash by an able‐bodied person.
12. Complaints from surrounding neighborhood residents as to noise level, litter and debris, and disregard for use of parking regulations could result in cancellation of your reservation and denial of future use.
13. The use of outdoor sound amplification is not allowed without a written request to the Town for review, and then approval by the City Council at a publicly noticed hearing. The amplified sound, if approved by the City Council, shall be for a period not to exceed four (4) hours per day between the hours of 8am to 5:30pm
14. Violations of the rules and regulations during the rental period will result in a written warning issued to the group or organization of record. A second written warning will result in forfeiture of facility use for ninety (90) days from the date of the second warning. A third written warning will result in
forfeiture of facility use for one year from the date of the third warning. A second and third warning will result in forfeiture of the $250 field deposit.
Turf Preservation
15. A refundable damage deposit of $250 is required for all athletic field reservations.
16. Field use, especially sports practices, should be conducted in such a way that play will take place on different sections of the turf. Groups shall rotate use of areas and, when possible, stay off of fringe or bare areas to limit erosion and further damage.
17. Groups shall replace turf divots at the end of each day.
18. Do not use fields during or after heavy rain, or when wet or muddy.
Consequences for not abiding by this rule shall include the loss of your field use permit and/or fines at the Town’s discretion.
19. Field closures and conditions shall be updated by 1pm on the field use hotline: 650‐947‐2518.
20. Soccer, lacrosse and football practices are NOT to be held on the infield area of a softball or baseball diamond.
21. Remove all equipment at the conclusion of use each day. This includes soccer goals. No equipment (soccer goals, batting cages, pitching screens, etc.) is allowed to be left on Town property without written approval from the Town.
22. Do not overcrowd fields by scheduling multiple games in areas reserved.
Allow a safe distance between fields for safe passage of spectators and participants.
23. Athletic fields may be lined prior to use. A water soluble spray paint specifically designed for use on athletic fields is the only permitted means of lining a field. The burning of lines with chemicals or cutting lines into turf areas is not allowed.
24. Report emergencies and hazards (broken water lines, gushing sprinkler heads, etc. to the Town of Los Altos Hills (650‐947‐2518) and/or to the Purissima Hills Water District (650‐948‐1217) who will call‐out appropriate maintenance personnel. When you make the call, be prepared to fully identify yourself, your location, the specific nature of the emergency and where it is so that the appropriate personnel will be notified and can come prepared with the proper repair equipment.
25. Driving or parking cars, motorcycles, or other motorized vehicles on turf areas is not allowed without written permission from the Town.
Reservations
26. Parties interested in reserving a field must submit a completed Field Reservation Request form to the Los Altos Hills Parks and Recreation Department. Call (650) 947‐2518 to check on facility availability or to make a reservation.
27. Reservation forms are available at Town Hall and on the Town’s website:
www.losaltoshills.ca.gov/parks‐and‐recreation
28. Requests will be classified and handled on a first‐come, first served basis once the Town’s schedule and the LAH/LA Little League’s schedule have been received.
29. A responsible party (18 years of age or older) or an organization representative must complete the reservation form.
30. Reservation forms must be completed and received at the Parks Reservation office no later than 10 calendar days prior to the reservation date.
31. The Parks and Recreation Department will issue a field use permit within 72 hours after all the fees and paperwork (including the required insurance certificates) have been submitted AND the field use request has been approved.
32. The Supervisor of Parks and Recreation will approve or deny all field reservation requests.
33. Failure to pay fees or submit the required paperwork will result in a denial of the request.
34. In‐season sports will take priority over out of season sports (i.e. baseball in spring/summer; soccer and football in the fall/winter).
35. The Parks and Recreation Department reserves the right to cancel reservations. If this occurs the rental group will receive a refund.
36. The Parks & Recreation Department or duly appointed representative must be notified immediately if a field or fields reserved by your group are no longer needed or if there is a change in your playing schedule.
37. Cancellations by the applicant must be made in writing, email or fax and received by the Parks and Recreation Department at least 14 calendar days in advance of the use date in order to receive a refund. If it rains on the date of a reservation, a full refund is available, providing the applicant calls the Parks and Recreation Department the next working day to report the rainout.
38. Permits/reservations cannot be transferred, assigned, or sub‐let to any other group or organization for any reason.
39. All users must make photocopies of their field reservation form. It shall be carried by each coach, manager or representative. They must show it upon request of any person or group.
40. When the Town asks a permitted user for field space that a group has reserved, the permitted group must respond to the Town within 72 hours after the Town has requested a field use status report. The Town may re‐ assign the field space in question if a response is not received within this 72 hour frame.
41. Field use priority is awarded on the following basis:
TYPE I: Programs and activities of the Town of Los Altos Hills TYPE II: Los Altos/Los Altos Hills Little League as per contractual agreement with the Town of Los Altos Hills
TYPE III: Los Altos Hills based non‐profit organizations, including but not limited to youth and/or adult athletic leagues, girl scouts and boy scouts, church groups, service clubs, civic associations and Town Residents.
TYPE IV: Los Altos Hills based for‐profit organizations TYPE V: Non‐Los Altos Hills based non‐profit organizations and private individuals, businesses, and organizations.
TYPE VI: Non‐Los Altos Hills based for‐profit businesses and organizations Fees
42. Athletic field use fees are as follows:
TYPE I: No Charge
TYPE II: As determined by contract between the Town and Little League TYPE III: $20/hour
TYPE IV: $30/hour
TYPE V: $40/hour
TYPE VI: $50/hour
43. A refundable damage deposit of $250 is required for all athletic field reservations.
44. The Town reserves the right to deduct from the damage deposit all additional charges relating to, but not limited to, janitorial services, maintenance/repair services, staff time, or emergency services that were required as a result of your use.
45. Refunds of security/damage deposits may be fully or partially withheld for any of the following reasons: damage to facility, misuse of the facility, inadequate cleanup by applicant, requiring additional custodial/staff time/services after your use and misrepresentation of the type of event held, or group/individual actually using the facility.
46. If additional fees due exceed the amount of deposit, applicant will be billed for the balance. Payment will be due within thirty (30) days of date of invoice.
47. Deposits, less any applicable additional charges, will be processed through the Town's Finance Department and returned to the applicant by mail within 30 days of the date of their event.
48. It is the applicant's responsibility to keep the Parks and Recreation Department informed of any contact information changes.
Liability/Insurance
49. The applicant shall be responsible for any and all damage to the Town’s premises, equipment, and property caused by the applicant and/or the applicant’s party. If after an activity, additional maintenance is required (in excess of normal services/time), the applicant will be charged accordingly by the Town.
50. The Town is not responsible for accidents, injuries or loss of or damage to individual property.
51. The applicant will be held responsible for all actions, behavior and damages caused by his/her guests/attendees.
52. To receive a use permit for this facility, users shall file with the Town a certificate of insurance before commencing use. The insurance requirements are as follows:
a. General liability and property damage combined $1,000,000.00 per occurrence including comprehensive form, personal injury, broad form personal damage, contractual and premises/operation, all on an occurrence basis. If an aggregate limit exists, it shall apply separately or be no less than two (2) times the occurrence limit.
b. Prior to commencement of services, insurance coverage must be evidenced by a properly executed certificate of insurance and it shall name "The Town of Los Altos Hills, its elective and appointed officers, employees, and volunteers, as additional insureds."
c. NOTICE OF CANCELLATION: The City requires 30 days written notice of cancellation. Additionally, the notice statement on the certificate should not include the wording "endeavor to" or "but failure to mail such notice shall impose no obligation or liability of any kind upon the company, its agents or representatives.”
d. To prevent delay and insure compliance with the requirements of the specifications, the insurance certificates and endorsements must be returned to:
Contact Information:
Town of Los Altos Hills
26379 Fremont Road, Los Altos Hills, CA 94022
650‐947‐2518
[email protected]
1 City Council Special Meeting Minutes
May 25, 2023
Town of Los Altos Hills
City Council Special Meeting Minutes
Wednesday, May 31, 2023
Council Chambers, 26379 Fremont Road, Los Altos Hills, California Mayor Swan called the meeting to order at 6:02 pm
CALL TO ORDER (6:00 P.M.)
A. Roll Call
Present: Mayor Linda Swan, Vice Mayor Stanley Q. Mok, Councilmember Lisa Schmidt, Councilmember George Tyson, Councilmember Kavita Tankha
Absent: None
Staff: City Manager Peter Pirnejad, City Attorney Steve Mattas, Administrative Services Director Sarina Revillar, Public Works Director/City Engineer WooJae Kim, Community Services Manager Sarah Robustelli, Interim Assistant to the City Manager Cody Einfalt, , City Clerk Deborah Padovan B. Pledge of Allegiance
1. PUBLIC COMMENT (PUBLIC COMMENT IS LIMITED TO ITEMS THAT ARE
THE SUBJECT OF THE SPECIAL MEETING)
There were no public comments.
2. CONSENT CALENDAR
MOTION MADE AND SECONDED: Councilmember Schmidt moved to approve the Consent Calendar. The motion was seconded by Councilmember Tyson.
MOTION PASSED 5-0:
AYES: Swan, Mok, Schmidt, Tankha Tyson
NOES: None
ABSTAIN: None
RECUSE: None
ABSENT: None
A. Authorizing the Mayor to Sign a Letter to Sheriff Robert Jonsen Expressing Support for Automated License Plate Reader Information Sharing Policy (Staff: C. Einfalt) B. Rejection of Claim of Alex Fit-Florea (Staff: D. Padovan) DRAFT
Attachment 5
2 City Council Special Meeting Minutes
May 25, 2023
3. STUDY SESSION
A. Receive Staff Report, Consider Public Comments, and Provide Feedback Relative to the Future of Purissima Park with Respect to Los Altos/Los Altos Hills Little League Agreement (Staff: S. Robustelli)
City Manager Peter Pirnejad introduced the topic.
Community Services Supervisor Sarah Robustelli presented the staff report.
Council asked questions of staff and received responses.
Steve Apfelberg, Los Altos, provided information on how often the fields are used by Little League.
Nate Blair, Los Altos Hills Finance and Investment Committee, provided information about the cost structure for Little League. Looking at the maintenance crew hours and the cost that we bear as the town for that staff, relative to what we are billing the league. Those costs are in line with the analysis.
Mayor Swan would like to see a more enhanced version of the cost breakdowns. How much is this actually costing the Town. The staff report said that the budget estimates $45,000 in revenue from Little League in the charges for services, which results in the general fund support of $102,000.
Council discussion ensued.
Nick French, Los Altos Hills, said that our fields are the envy of the community. Everyone in Los Altos and Los Altos Hills looks at our ballparks and is jealous of how nice they are. Why are we here? Who is spearheading this conversation? As we have talked before, we have already been down this road before, and it feels redundant. What are the alternatives uses for the ballparks? Etta Granbery, Los Altos, said please do not turn the park into a dog park and keep it as a little league park.
David Rock, Los Altos, said he was the past president of Los Altos/Los Altos Hills Little League and in addition to bearing the brunt of the maintenance costs, the little league provides a service by providing baseball fields for the youths on the four fields. Los Altos Hills kids also get to use Los Altos City fields. That is a service that everyone forgets when looking at enrollment numbers. Palo Alto Unified School District granted the deed to Los Altos Hills and it was supposed to be used for recreation.
DRAFT
3 City Council Special Meeting Minutes
May 25, 2023
Lori McKinney, Los Altos Hills, said she is the current president of the Little League. It has been an important part of her family’s life; it’s our sense of community. She requested that the contract be completed so they can make some improvements to the fields.
David Park, Los Altos Hills, spoke in support of the little league. There are no other fields like Purissima; there is energy and magic in these fields.
Patrick Carey, Los Altos Hills, this little league pre-dates this town as it was incorporated in 1953. This is part of the history of the town. There is a cost for making changes to the town.
Melina Carey, Los Altos Hills, said that she grew up in Los Altos and she loves the little league. Having her children able to play at Purissima Park is incredible. Her kids use the playground, which is very safe. They love to work with the community to create a space that is truly a community space. We do need to think about additional costs, but not make changes for trends.
Parker French, Los Altos Hills, spoke in support of the fields David Yamamoto, Pinewood School, when you come to a great park, it is inspiring. The facility is inclusive of kids of all ages. The league is currently growing and it starts with the little kids.
The City Council now allowed individuals to cede their time.
Nick French, Los Altos Hills, said that if we are really looking for alternative use, we have other facilities that we can look at. Perhaps using the native garden/orchard. Talk about an area that doesn't provide income for the town. Purissima Park is the single most used facility in the Town.
Lori McKinney, Los Altos Hills, asked about the contract. She would like to have that determined. Will it be one year? Three years? Revenue is going to the Town. They contributed $30,000 to the concession building.
Council discussion ensued. There was Council consensus directing staff to proceed with a three-year contract between the Town and Los Altos/Los Altos Hills Little League.
3. ADJOURN
The meeting was adjourned at 7:54 p.m.
DRAFT
4 City Council Special Meeting Minutes
May 25, 2023
Respectfully submitted,
Deborah Padovan
City Clerk
DRAFT
Los Altos Hills Community Facilities Needs
Assessment
FINAL REPORT OCTOBER 20, 2022
Attachment 6
Los Altos Hills, California | Community Facilities Needs Assessment ii Acknowledgments
Los Altos Hills City Council
George Tyson, Mayor
Stanley Q. Mok
Kavita Tankha
Linda G. Swan, Vice Mayor
Lisa H. Schmidt
Executive Leadership Team
Peter Pirnejad, City Manager
Sarina Revillar, Administrative Services Director
Oscar Antillon, Public Works Director
Sofia Mangalam, Planning and Building Director
Project Manager
Sarah Robustelli, Community Services Manager
Consulting Team
www.migcom.com
The Community of Los Altos Hills
A sincere thank you to the community participants in this process including the many members of the commissions and committees, as well as the attendees of community engagement activities held specifically for this process.
Los Altos Hills, California | Community Facilities Needs Assessment iii Table of Contents
Acknowledgements ........................................................................................ ii Introduction ................................................................................................... 1 Process and Methodology .............................................................................. 1 Process............................................................................................................... 1 Methodology...................................................................................................... 2 Findings .......................................................................................................... 4 Town Hall ........................................................................................................... 4 Community Center and Indoor Space................................................................. 5 Outdoor Community Space ................................................................................ 5 Recreation Events and Programs........................................................................ 6 Recommendations ......................................................................................... 7 Community Center and Indoor Space................................................................ 8 Next Steps ...................................................................................................... 9 In Progress.......................................................................................................... 9 Pending Decisions............................................................................................... 9 Final Thoughts.................................................................................................... 9
Los Altos Hills, California | Community Facilities Needs Assessment 1 Introduction
As Los Altos Hills emerges from the global COVID-19 pandemic, the City Council prioritized answering a set of questions regarding the kinds of spaces the Town should provide to its residents. These questions originated before we all retreated to our homes, engaged in social distancing, and isolated to decrease the risk to our friends and neighbors. In the meanwhile, the pandemic has changed our ways of doing business, gathering, and making decisions in our community. Responding to this challenge, the Council directed staff, in January 2022, to reach out, listen, and report on the community’s current perspectives about community facilities. Town staff partnered with MIG, a consulting firm with broad experience in community engagement and the specific challenges of public facilities, to design a listening process that would clarify the needs of the community ahead of any formal direction and without a specific proposal on the table. Over 700 participants ultimately provided their thoughts about four major topics:
• Community Center/Indoor Space,
• Outdoor Space,
• Town Hall Space, and
• Recreation Events and Activities.
This report summarizes the themes that emerged from many individuals. We are confident that the themes presented here represent the broad perspectives of Los Altos Hills residents.
Process and Methodology
Process
The process designed by MIG is laid out visually in Figure 1. This process is built around two main features, multiple input methods that allow many different ways to hear from the community and extensive outreach efforts to make sure that as many residents as possible have a chance to be involved.
Figure 1: Community Facilities Needs Assessment Process Over six (6) months, using both digital and in-person engagement tools, the project team spoke to each of 16 Committees and Commissions, conducted resident interviews, benchmarked similar agencies, interviewed staff, collected comments using a digital comment form, held two (2) town hall meetings, utilized social media and email outreach, posted signs in a variety of town-wide events and sent
Los Altos Hills, California | Community Facilities Needs Assessment 2 multiple mailers to each household. This has been an unprecedented community outreach effort and engagement exercise that we hope will set new practices and expectations for all involved.
In a parallel effort, the Town of Los Altos Hills engaged FlashVote, an online survey firm, to conduct three surveys to assess the level of interest across the following topics: indoor facility space, outdoor community space, and recreational programming. More information about these surveys can be found in Appendix C.
Initially, this process was framed as listening and reporting. At an interim update to the City Council in June, MIG was asked to also provide recommendations based on the information collected and the team’s professional experience.
Methodology
The purpose of the Community Facilities Needs Assessment project was primarily to listen to the community in multiple ways to gather a more complete understanding of the community’s perspectives.
Before we could listen, we had to capture the attention of residents by both going to engaged people and community events as well as drawing people into scheduled open forums where they could contribute their thoughts. The extensive outreach methods, detailed below, directed interested participants to opportunities such as the Open Houses and digital comment form; ensured that residents were aware of the process. Highlights of the efforts to engage community members are listed below. • Each resident received three (3) direct mailers on Town Surveys (postcard and Activity Guide) and Town Hall Meetings (postcard) the total is estimated at 9,000 impressions. • At the following Town events: Earth Day Celebration, Pathways Run/Walk, Town Picnic, 4th of July Parade, and Movie Night at the Park, signage was displayed instructing people how to provide digital input based on attendance staff estimates a total of 3,400 impressions. • One (1) ad was taken out in the Town Crier and five (5) in Daily Post for a total of 191,500 impressions.
• The Town website and social media including Nextdoor, Twitter, Facebook, and Instagram were used to push out information throughout the process for an estimate of 10,000 impressions. • Staff presented to Town Committees/Commissions and provided feedback for a total of 100 impressions.
• Staff sent direct emails to stakeholder groups: Committee/Commission members, Los Altos Hills Horsemen’s Association (LAHHA), Los Altos/Los Altos Hills Little League, Victoria Dye Equestrian, and Pinewood for a total of 175 impressions.
• An email blast was sent to over 2,900 emails.
Town Staff estimates the community engagement efforts totaled about 217,000 impressions (the total number of views) between March and August. This extensive effort resulted in 762 total participants in the Community Facilities Needs Assessment process which included those that participated in the three digital surveys. Details of the outreach methods are included in Appendix B: Community Outreach.
Los Altos Hills, California | Community Facilities Needs Assessment 3 The focus of these outreach methods was to direct people to two broad and open opportunities for feedback on any of the topics this project explored. These were the Town Hall Meetings and the individual input form. Many of the outreach efforts included reminders to sign up for the community surveys (FlashVote). Meanwhile, Town staff and the consulting team conducted a series of other events that allowed people who were already engaged in these topics (through individual or committee/commission work) to provide detailed feedback. Table 1 summarizes the number of activities and total participants in the process.
Table 1: Methods of Community Engagement and Participants Method Number of Activities Participant Total
Community Interviews 9 15
Individual input form 1 40
Town staff interviews 7 7
Town Hall Meetings 2 37
Committee and Commission Input 16 100
FlashVote Surveys1 3 563
Total Participants All Methods 38 762
Details of each of these methods are provided in Appendix C: Methods and Documentation. This appendix also includes additional work completed during the process to compare the Town Hall space to nearby, similar cities.
To summarize the varied input across these methods, the consulting team used the results to develop themes, representing perspectives that emerged multiple times across multiple methods. Appendix A includes the complete worksheet describing each theme, with specifics if they were noted by community members. The frequency that a particular theme was mentioned was rated on a low/medium/high scale based on the number of times and the number of methods it was mentioned in.
An idea mentioned one (1) or two (2) times or in only one method was rated low, while themes that were mentioned across nearly all methods or were ranked highest in survey responses were rated high.
The final piece of data in the supporting document is each method where the theme was mentioned.
1 FlashVote surveys were conducted on a parallel track to this project and results were considered in the development of the themes.
Los Altos Hills, California | Community Facilities Needs Assessment 4 Findings
The following is a summary of the findings by major themes developed from the community engagement results. The four categories of these themes were determined based on the existing types of community facilities and the questions initially posed by the City Council.
These four top-level categories are:
• Town Hall Space,
• Community Center and Indoor Space,
• Outdoor Space, and
• Recreation Events and Activities.
Each category is summarized below, including the main themes for each. The complete list of themes is included in Appendix A: Theme Matrix.
Town Hall
Input about space for Town business in Town Hall was somewhat limited in comparison to indoor and outdoor space conversations. The community did not have as much to say about the amount or quality of workspace in Town Hall, and as a result, none of the themes in this category reached the threshold for high frequency. However, there is an interplay between the themes that developed around Town Hall space and those related to indoor space, and – to a lesser extent – outdoor space. For example, using extra space or time in existing Town Hall spaces emerged from both community interviews and the FlashVote surveys.
Five themes surfaced as the most mentioned. Each of these was rated medium frequency. • Digital transitions will allow more use of existing space • Add workstations to create flexibility and space for needed positions • Bring teams together for efficiency and collaboration • Provide direction so that staff can optimize space
• Digitize storage where possible and move physical storage off-site While all of these came up in multiple interviews with Town staff, the digital transition theme was mentioned across many community interviews, individual comments, and several committee & commission statements. Specific comments about this theme included many mentions of the ongoing pandemic proving that we can do many meetings digitally. Other digital transitions mentioned include archiving, plan check activities, work-from-home options, and the need to support these with appropriate technology.
Comments around adding workstations and bringing teams together shared a common thread that limitations of the existing buildings, even after adaptations during the pandemic, are creating inefficiencies within and between teams. A key point made multiple times was that while the existing
Los Altos Hills, California | Community Facilities Needs Assessment 5 staff can fit in the current configuration, there is no room to fill needed staff positions or to house temporary help.
Community Center and Indoor Space
This category was separated from the Town Hall input by focusing (here) on the indoor space needs for community gatherings that are not primarily about the business of running the Town. Committee and Commission meetings, public meetings for Town projects, and individual meetings with staff are covered in the Town Hall Space category For in this category, three themes emerged at a high-frequency level, with a fourth at the medium frequency, included here to understand the counter-point. • Provide new indoor community space at a new site
• Online meetings and private homes are important meeting spaces • Heritage house should be better utilized
• Heritage House is not the space community members need (medium frequency) Details of these four themes included a strong voice for not taking away or replacing any of the facilities that already exist. The theme noting the importance (especially since the beginning of the COVID-19 pandemic) of online meetings and private residences for informal and organized gatherings was often paired with the sentiment that no additional indoor space is needed. That message on its own also came up as a medium-frequency theme.
Many of the methods revealed a current practice, and most often satisfaction with, using facilities in nearby communities. Some ideas offered up included partnering with local institutions (specifically Los Altos, Foothill College, and the school district) to improve or increase access for Los Altos Hills residents.
Outdoor Community Space
Key themes of responses around outdoor space in Los Altos Hills were as follows:
• Complete the pathways system
• Create a place for regular day-to-day community gathering The pathways system is a clear priority in the community; one of the City Council priorities (already funded) is to complete ten (10) pathway segments. Many residents throughout the process noted the different functions this system serves, including exercise, socializing, and some transportation.
The second need is a place for gathering. Specific comments included recognizing the isolation of young children, their parents, and the elderly members of the community. Other themes build on this idea, noting that youth need safe spaces to gather and that existing outdoor sites are designed for specific/limited uses (baseball and equestrian facilities). Purisima Park is specifically referenced in two themes. It is clear the site is an opportunity, since the Town already owns it and uses it for outdoor recreation, while also recognizing the challenges of the site. The other Purissima Park theme reflects the
Los Altos Hills, California | Community Facilities Needs Assessment 6 desire to retain the current uses (primarily baseball). The community perspectives here reflect a discussion in the outdoor space themes about not needing to give up one thing to have another.
The low-frequency themes defined by the team are capturing individual ideas about improvements.
While there were many ideas overall, most of them were unique and only mentioned one or two times.
One of these was the idea of creating an outdoor meeting space that could supplement indoor conference rooms. This theme overlaps with both Indoor Space and Town Hall Space categories and was mentioned a limited number of times.
Recreation Events and Programs
While Recreation Events and Programs were not a focus of the MIG questioning in earlier interviews and Town Hall Meetings. City staff collected specific input on Recreation Events and Programs in the third FlashVote Survey as they are closely related to the available facilities. A useful finding of this effort is that forty-six percent (46%) (the largest group of respondents) believe the Town has the right number of events, indicating support for a continued level of effort here. Across several activities, the community indicated that the current recreation program offerings are limited. Furthermore, there is support, shown in the FlashVote survey, for continuing to offer (28%) or even expanding (20%) programming.
Taken together the direction offered is to continue to develop the Town’s program offerings to serve a broader audience. The full results of the FlashVote survey can be found on the Town website here:
http://losaltoshills.ca.gov/549/Town-Surveys.
Los Altos Hills, California | Community Facilities Needs Assessment 7 Recommendations
At the request of the City Council, at the June 16, 2022 meeting, MIG is providing a set of recommendations about how the Town could move forward with the information about Town Hall and related themes about Community Center and Indoor Space. These recommendations represent MIG analysis of the situation based on extensive community input from Los Altos Hills as well as experience with community facilities across the United States. MIG recognizes that the team’s perspective has limits and that local priorities, emerging opportunities, and available resources will also play an important role in any Council decisions about these topics.
Town Hall
Proceed with an expansion of Town Hall
to support adequate working space and
amenities for professional staff and
Town volunteer committee members
and commissioners. This expansion
should focus on bringing and keeping
functional teams together and
encouraging collaboration.
Maintain the current amount of dedicated conference room space and upgrade all conference rooms to support high-quality hybrid (digital and in-person) meetings. Meeting facilitation practices will also need consideration to ensure accessibility and equity for both in-person and remote participants.
Enhance flexibility within Town Hall by embracing digital transitions. Both archiving and working storage of records and large format materials such as plan sets should be digitized to enhance access by staff at their desks or in a remote working location. Workstation technology and digital services will require rethinking individual working spaces, with a priority on screen, rather than desk, space.
Town Hall Recommendations
• Proceed with an expansion of Town Hall
• Maintain the current amount of dedicated
conference room space
• Enhance flexibility within Town Hall by
embracing digital transitions
Los Altos Hills, California | Community Facilities Needs Assessment 8 Community Center and Indoor Space
New Indoor or outdoor community space
should be additive. The process of
finding a new location(s) to avoid
replacing existing facilities is a longerterm process that will require continuing to monitor available properties that
would be accessible to the largest
number of Los Altos Hills residents. The
Town should explore all opportunities to
share land or community facilities
(including those not owned by the Town)
to make the most efficient use of public
funding.
All long-term costs should be considered for new facilities. Increasing the land and facilities owned and/or operated by the Town, even if the cost of construction is funded by donation/legacy giving, will increase the ongoing operational expenses of the Town. Managing additional facilities may require new staff, putting additional pressure on limited working space. At the size and scale of facility that seems appropriate for Los Altos Hills residents, these costs should not be considered 100% recoverable in fees for use.
Community Center and Indoor Space
Recommendations
• New Indoor or outdoor community space
should be additive
• Maintain current amount of conference room
space
• Support high-quality hybrid (digital and inperson) meetings • All long-term costs should be considered for
new facilities
Los Altos Hills, California | Community Facilities Needs Assessment 9 Next Steps
In Progress
At the completion of this report, Town Staff has already begun using the input from the community to guide actions that do not require further Council guidance. For example, the Town recently initiated conversations with Gardner Bullis regarding outdoor community space and is currently discussing programming with Foothill College, and has programming scheduled with the City of Los Altos later this year. Another high-frequency theme that staff is moving forward, based on earlier council direction, is the completion of the pathways system, which is clearly a priority in Los Altos Hills.
There are also projects in progress that will increase the indoor community space options for Los Altos Hills.
1. Retrofit to the Concession Building at Purissima Park, which is scheduled to start by the end of this year, funded by a Proposition 68 grant.
2. Upgrade to the Heritage House, which is in alignment with the findings as the space is not currently functional as an EOC and could be optimal for an indoor community space.
The completion of these projects will impact the overall need and should be incorporated into future thinking on this topic.
Pending Decisions
As of August 2022, the City Council was still deliberating on the direction for future expansion or modification of Town Hall. At the August City Council meeting, further information was requested from staff about the current working space in Town Hall. Staff is following up on the request for personal tours of Town Hall and providing further information as requested.
Final Thoughts
This process represents a different approach to community engagement than Los Altos Hills has previously taken. Proactively asking and listening to the full range of perspectives, rather than presenting a proposal that appears fully developed. Early and iterative conversations with the community on important topics can reduce the contention surrounding projects and improve efficiency in their implementation.
Los Altos Hills, California | Community Facilities Needs Assessment Los Altos Hills Community Facilities Needs
Assessment: Appendix A
OCTOBER 2022
Los Altos Hills, California | Community Facilities Needs Assessment This page intentionally blank.
Los Altos Hills Community Facilities Needs Assessment: Appendix A Theme Matrix Top level groupings, based on the
project goals to identify needs for
indoor, outdoor, working space, andhelp answer the question of movingforward with Town Hall expansion Short statement of what should happen: clearly state
position in as few words as possible
Elaborating on the short statement, clarifying whatthis includes Quotes, specifics mentioned such as groups, facilities, etc.
Category Theme Description Specifics
Town Hall Space
Digital transitions will allow more use of existing
space
Various changes are impacting the amount of space
needed to service the community. The City could
invest much less money to get a good outcome ifthese options are properly supported.
Work‐from‐home, digital archiving, digital plan check and front counter services, hybrid meetings, less need for desk space, more need for monitors.
Town Hall Space
Add workstations to create flexibility and space forneeded positions There are existing staff positions (mostly temporary or contracted) that cannot be accomodated in the
existing space. Some staff positions are on hold until
additional workstations can be created
Unfilled positions, Temporary project support (consultants), IT consultant, Intern/seasonal help
Town Hall Space
Bring teams together for better efficiency and
collaboration Planning Tech; City Manager/Cody; Finance/HR/IT and supervisor Town Hall Space Provide direction so that staff can otimize space Pending direction from Council puts a hold on efforts
to optimize what we have.
Town Hall expansion/working space; community space; major projects; programming
Town Hall Space
Digitize storage where possible and move physical
storage off‐site
Taking up limited space with archival materials orlarge‐format materials.
Paper submittals in planning, engineers working with/storing plan sets in office, digital archiving system needed
Town Hall Space
Town Hall should primarily serve running the Town
government
There is not adequate space or buffering from
neighbors to expand the function and use of this sitebeyond the running of the Town government.
Appropriate uses: office space for Town employees,Council/committee/commission meetings, front desk Town Hall Space Add maintenance staff to serve any new facility space Increases in Town facility space, reductions incontracting resources, or buying power due to increased costs, will require additional public worksmaintenance staff (who will then need additionalworking space) Reliance on contractors has reduced the number of public staff(and working space) needed; costs are increasing (specificallystreet sweeping due to prevailing wages) Town Hall Space Improve working amenities and spaces
Employees deserve and expect quality working spaces
and supporting amenities.
Informal gathering space; improved kitchen; maternity or lactaction space
Indoor Community Space Provide new indoor community space at a new site A new facility on a new site should not take away fromexisting facilities.
Design any space for multi‐generational use. Large groups do not have a space to easily gather in LAH. Flexible spaces withamenities/hookups needed.
Indoor Community Space
Online meetings and private homes are importantmeeting spaces 75% of respondents have attended a zoom or other online meeting while between 38‐45% have attended an in‐personmeeting Indoor Community Space Heritage house should be better utilized This building is (currently) not serving any purpose
well. Improvements should be made to allow use ofthis building Needs: modernization; exterior should stay as‐is. History of Los Altos Hills needs to both be properly stored and displayed
Los Altos Hills Community Facilities Needs Assessment: Appendix A Theme Matrix Top level groupings, based on the
project goals to identify needs for
indoor, outdoor, working space, andhelp answer the question of movingforward with Town Hall expansion Short statement of what should happen: clearly state
position in as few words as possible
Category Theme
Town Hall Space
Digital transitions will allow more use of existing
space
Town Hall Space
Add workstations to create flexibility and space forneeded positions Town Hall Space
Bring teams together for better efficiency and
collaboration
Town Hall Space Provide direction so that staff can otimize space Town Hall Space
Digitize storage where possible and move physical
storage off‐site
Town Hall Space
Town Hall should primarily serve running the Town
government
Town Hall Space Add maintenance staff to serve any new facility space Town Hall Space Improve working amenities and spaces
Indoor Community Space Provide new indoor community space at a new site Indoor Community Space
Online meetings and private homes are important
meeting spaces
Indoor Community Space Heritage house should be better utilized Low/Med/High frequency, thresholdsdescribed in "Definitions" sheet of this workbook
Frequency of Mentions
Community
Interviews
Individual Input
Form
Town Staff
Townhall
Meetings
Committees&
Commissions
Flashvote
Survey
Community
Comparisons
Past
Community
Efforts
Medium
‐ ‐‐ ‐
Medium
‐‐ ‐ ‐‐ ‐
Medium
‐‐ ‐‐‐‐ ‐
Medium
‐‐ ‐‐‐‐
Medium
‐‐ ‐ ‐‐ ‐
Low
‐‐‐‐‐ ‐
Low
‐‐ ‐‐‐‐ ‐
Low
‐ ‐‐‐
High
‐ ‐‐ ‐
High
‐ ‐‐ ‐‐
High
‐ ‐‐ ‐
Checkmarks for specific methods this theme emerged from
Los Altos Hills Community Facilities Needs Assessment: Appendix A Theme Matrix Top level groupings, based on the
project goals to identify needs for
indoor, outdoor, working space, andhelp answer the question of movingforward with Town Hall expansion Short statement of what should happen: clearly state
position in as few words as possible
Elaborating on the short statement, clarifying whatthis includes Quotes, specifics mentioned such as groups, facilities, etc.
Category Theme Description Specifics
Indoor Community Space Heritage house is not the space we need This building does not have a direct connection to LAH
history, is not easily adaptable for public use
Indoor Community Space Use facilities in surrounding communities There are many high‐quality facilities in the
neighboring communities that can be used by LAH
residents.
Facilities mentioned multiple times: Los Altos Community Center, Foothill College, Country Club. 42% of survey respondents use facilities in nearby communities for indoor gatherings
Indoor Community Space
Utilize or Expand Foothill College or Los Altos School
District facilities
Sharing facilities that exist is a more cost‐effective and practical tactic
Foothill College presents a good example for a public‐private partnership and an opportunity for LAH to utilize. School facilities are already a focus of families in the community
Indoor Community Space Explore alternative funding
Additional community space should not be built with
City funds needed for other purposes.
Legacy giving should be a key source of funding for future indoor community space.
Indoor Community Space
Use extra space/time in existing Town Hall for
community gatherings
Shared facilities have worked well in the past, with theright scheduling existing Town Hall could bemaximized for community gatherings. 20% of Survey respondents thought some additional space, butnot a stand‐alone building is needed Indoor Community Space The Town should have high quality public spaces The multiple uses of some spaces make for a poorexperience for all users.
Sharing working space with community uses (Parks and
Recreation building) is disruptive during the work day; Using spaces designed for meetings to hold fitness programs
Indoor Community Space No additional indoor community space is needed 47% of Indoor Survey respondents indicated they probably wouldn't use a new indoor facility. 38% indicated "I don't think LAH needs additional community space"
Outdoor Community Space Complete the pathways system
Pathways system offers most of what we need for
outdoor space and is an important part of thecommunity amenities Existing pathway plan is fully funded and will be implementedover time. Pathways were used by 86% of survey respondents Outdoor Community Space
Create a place for regular day‐to‐day community
gathering
Several parts of the community, particularly mothersof young children and older adults, are relatively isolated in their large lot neighborhoods and would
benefit from a place to gather outdoors
The shape and walkability of the town make many specificlocations difficult. Places with social seating (facing each other/movable rather than benches), swings and play features, regular programming. Shade, seating and open areas for play were the highest response for needed park amenities
Outdoor Community Space Existing outdoor facilities have limited uses Outdoor space is mostly specialized for particular usesand audiences, how can the Town accommodate newuses? Baseball, equestrian uses do not reflect the full range of interestsin the community.
Outdoor Community Space Retain all baseball fields at Purisima Park Baseball fields are a unique facility that LAH offers to the larger community. Particularly the full size 90'
basepath field
Should not be an either‐or conversation with other
features/facilities
Los Altos Hills Community Facilities Needs Assessment: Appendix A Theme Matrix Top level groupings, based on the
project goals to identify needs for
indoor, outdoor, working space, andhelp answer the question of movingforward with Town Hall expansion Short statement of what should happen: clearly state
position in as few words as possible
Category Theme
Indoor Community Space Heritage house is not the space we needIndoor Community Space Use facilities in surrounding communitiesIndoor Community Space Utilize or Expand Foothill College or Los Altos School
District facilities
Indoor Community Space Explore alternative fundingIndoor Community Space Use extra space/time in existing Town Hall for
community gatherings
Indoor Community Space The Town should have high quality public spaces Indoor Community Space No additional indoor community space is needed Outdoor Community Space Complete the pathways systemOutdoor Community Space Create a place for regular day‐to‐day community
gathering
Outdoor Community Space Existing outdoor facilities have limited uses Outdoor Community Space Retain all baseball fields at Purisima Park Low/Med/High frequency, thresholdsdescribed in "Definitions" sheet of this workbook
Frequency of Mentions
Community
Interviews
Individual Input
Form
Town Staff
Townhall
Meetings
Committees&
Commissions
Flashvote
Survey
Community
Comparisons
Past
Community
Efforts
Checkmarks for specific methods this theme emerged from Medium
‐ ‐‐‐ ‐
Medium
‐‐ ‐ ‐‐
Medium
‐‐ ‐‐‐ ‐
Medium
‐‐ ‐‐ ‐
Medium
‐‐‐ ‐
Medium
‐ ‐‐‐‐ ‐
Medium
‐‐ ‐‐
High
‐
High
‐‐ ‐
Medium
‐‐ ‐ ‐
Medium
‐ ‐‐ ‐
Los Altos Hills Community Facilities Needs Assessment: Appendix A Theme Matrix Top level groupings, based on the
project goals to identify needs for
indoor, outdoor, working space, andhelp answer the question of movingforward with Town Hall expansion Short statement of what should happen: clearly state
position in as few words as possible
Elaborating on the short statement, clarifying whatthis includes Quotes, specifics mentioned such as groups, facilities, etc.
Category Theme Description Specifics
Outdoor Community Space Purisima presents opportunities and challenges Purisima park may have the space to serve the
community but displacement of existing facilities/usesand the cost to develop are perceived as large barriers. Proximity to the highway is not ideal for gathering space Outdoor Community Space Youth need safe space to gather in LAH Like other age groups, youth in LAH must go to nearby
cities and towns for programs, activities, or gatheringplaces. Youth are less likely to be able to travel to other facilities Outdoor Community Space No additional outdoor space is needed 22‐25% of Outdoor Survey respondents indicated no new spaces are needed.
Outdoor Community Space Use outdoor facilities in nearby communities There are many outdoor facilities available for use by
Town residents
Parks, open spaces, trails, and schools NOT in Los Altos Hills weresecond only to homes/yards in use over the past 12 months.
Outdoor Community Space Specific improvement suggestions for existing spaces A number of individual ideas have been suggested in
this process. This theme collects them for future
consideration
Performance space (perhaps with headphones to keep noise levels low), improvements to dog park, pickleball court, place/activities for teens, coffee shop/cart, community garden, shade structures
Outdoor Community Space Create an outdoor meeting space To supplement indoor conference rooms, an outdoor
meeting space could be created on the Town Hall
grounds Space for around 15 people, with benches and shade Recreation Events and Activities Continue offering organized activities Town park and recreation classes as well as groups or
clubs organized by others are popular
Indoor Facility Survey question about activities you or your family would like to attend: the highest responses (around 45% each) were club or group meetings, park and recreation classes andtraining/educational meetings.
Recreation Events and Activities
Continue broad focused community events at about
the same level
Events with a focus on the entire community such as
the Town Picnic and 4th of July Parade.
74% of Recreation Programming survey participants indicated at least one event they have attended; 54% indicated attending the Town Picnic specifically. 45% of survey respondents think the Town is offering about the right amount of events.
Recreation Events and Activities Town recreation classes are limited Indoor space and outdoor facilities limits the range
and reach of programs
49% of Recreation Programming survey respondents have notattended any category of recreation programming offered by theTown. 9% say there may be too many Town recreation programs,while 28% say about the right amount and 20% suggest more classes be offered.
Recreation Events and Activities
Increase notification and communication aboutrecreation events and programs Feeling unaware of what is offered or available. Individual comments in Recreation Programming survey
Los Altos Hills Community Facilities Needs Assessment: Appendix A Theme Matrix Top level groupings, based on the
project goals to identify needs for
indoor, outdoor, working space, andhelp answer the question of movingforward with Town Hall expansion Short statement of what should happen: clearly state
position in as few words as possible
Category Theme
Outdoor Community Space Purisima presents opportunities and challengesOutdoor Community Space Youth need safe space to gather in LAH Outdoor Community Space No additional outdoor space is needed Outdoor Community Space Use outdoor facilities in nearby communitiesOutdoor Community Space Specific improvement suggestions for existing spaces Outdoor Community Space Create an outdoor meeting spaceRecreation Events and Activities Continue offering organized activities Recreation Events and Activities
Continue broad focused community events at about
the same level
Recreation Events and Activities Town recreation classes are limited Recreation Events and Activities
Increase notification and communication aboutrecreation events and programs Low/Med/High frequency, thresholdsdescribed in "Definitions" sheet of this workbook
Frequency of Mentions
Community
Interviews
Individual Input
Form
Town Staff
Townhall
Meetings
Committees&
Commissions
Flashvote
Survey
Community
Comparisons
Past
Community
Efforts
Checkmarks for specific methods this theme emerged from Medium
‐‐ ‐‐
Medium
‐ ‐‐
Medium
‐‐‐ ‐‐
Medium
‐‐ ‐ ‐‐
Low
‐ ‐ ‐
Low
‐‐ ‐‐
High
‐‐ ‐‐ ‐‐
High
‐‐‐‐‐ ‐‐
Medium
‐ ‐‐ ‐‐
Low
‐‐‐‐‐ ‐‐
Los Altos Hills Community Facilities Needs Assessment: Appendix A Theme Matrix ‐ Freqency Definitions Frequency of Mentions Description of Ranking Details
Low
Limited evidence that this perspective is shared
by very many people
No more than two references to this perspective
across activities
Medium
Shared perspective across multiple people or
groups
Raised in a minimum of three different methods,
raised in multiple interviews, or in the second
highest group of survey responses
High
Reflected in many forms of input or received
strong support in survey
Raised in many or most of the methods of input or
in the highest response grouping in a survey
question
Los Altos Hills, California | Community Facilities Needs Assessment Community Facilities Needs Assessment
Appendix B: Community Outreach
OCTOBER 2022
1 Los Altos Hills, California | Community Facilities Needs Assessment Community Outreach
This appendix summarizes the community outreach activities conducted as part of the Needs Assessment and their outcomes.
In addition to the postcards mailed directly to every household in Los Altos Hills, The Town also posted meeting information to its website and distributed it via email lists and social media. Table B-1 summarizes these outreach efforts.
Table B-1: Outreach Efforts by Date, Channel, and Focus Date Channel Town Hall
Meeting
Survey Input
Form
6/17/2022 City Manager's Weekly Report
6/21/2022 Email Parks and Recreation Committee
6/21/2022 Twitter
6/21/2022 Nextdoor
6/21/2022 Facebook
6/22/2022 Email History Committee
6/23/2022 Twitter
6/23/2022 Emails to City Council to forward to
constituents
6/23/2022 Nextdoor
2 Los Altos Hills, California | Community Facilities Needs Assessment Date Channel Town Hall
Meeting
Survey Input
Form
6/24/2022 City Manager's Weekly Report
6/24/2022 Email Environmental Initiatives
Committee
6/28/2022 Email Pathways Committee
6/29/2022 Email Community Relations Committee
7/1/2022 City Manager's Weekly Report
7/4/2022 4th of July Parade
7/5/2022 Twitter
7/5/2022 Facebook
7/5/2022 Nextdoor
7/6/2022 Nextdoor
7/7/2022 Ad in the Daily Post
7/7/2022 Email Emergency Preparedness and
Response Committee
7/8/2022 City Manager's Weekly Report
11-Jul-22 Ad in the Daily Post
7/13/2022 Ad in the Daily Post
7/15/2022 Ad in the Daily Post
7/15/2022 City Manager's Weekly Report
7/16/2022 Twitter
7/17/2022 Ad in the Daily Post
3 Los Altos Hills, California | Community Facilities Needs Assessment Date Channel Town Hall
Meeting
Survey Input
Form
7/18/2022 Email Los Altos Hills Horseman’s
Association
7/18/2022 Nextdoor
7/19/2022 Email Los Altos/Los Altos Hills Little
League
7/19/2022 Email Town Mailing List of 2,969
7/19/2022 Facebook
7/19/2022 Email Victoria Dye Equestrian
7/19/2022 Email Pinewood
7/22/2022 City Manager's Weekly Report
7/26/2022 Facebook
7/27/2022 Nextdoor
7/29/2022 Nextdoor
7/29/2022 City Manager's Weekly Report
8/1/2022 Survey #3 launched: Recreational Events
and Programming
8/5/2022 Movie Night at the Park event
8/5/2022 City Manager's Weekly Report
4 Los Altos Hills, California | Community Facilities Needs Assessment Figure B-1: Summary of Impressions
Los Altos Hills, California | Community Facilities Needs Assessment Los Altos Hills Community Facilities Needs
Assessment: Appendix C
OCTOBER 2022
1 Los Altos Hills, California | Community Facilities Needs Assessment Methods Documentation
This appendix incudes the supporting material for methods used in the Community Facilities Needs Assessment process. This includes:
• Details of dates and names of interviews (community and staff) • Notes from Town Hall Meetings
• Individual Input form responses
• Committee and Commission Formal Input
• Working Space Community Comparison Results
The intent is not to connect individual responses to input points, rather to provide the next level of detail under the Themes Matrix. For this reason, names attached to individual comments have been removed by the consulting team.
Staff Interviews
With 26.2 full time employees, key LAHS staff were interviewed to find out how work needs had changed from the COVID-19 pandemic and how they anticipated additional staff would change that situation. The following Town staff were interviewed in May 2022:
• Deborah Padovan
• Michael Schloetter
• Oscar Antillon
• Peter Pirnejad
• Sarah Robustelli
• Sarina Revillar
• Sofia Mangalam
The results of these interviews were integrated into the themes presented in Appendix A.
Community Interviews
MIG conducted interviews with community members, individually or in pairs, in order to capture important and unique perspectives. Each interview lasted up to an hour and were guided by a flexible set of questions. These interviews were held one-on-one with no City staff presence. The following individuals were interviewed in May 2022:
• Allan Epstein
• Duffy Price
• Rajiv Bhateja
• Scott Vanderlip
• John Swan
• Ying Liu
• Bridget Morgan
• Courtenay Corrigan
• Jitze Couperus
• Mehda Rishi
• Vrinda Bhandarkar
• Jim Waschura
1 Los Altos Hills, California | Community Facilities Needs Assessment • Bob Elson
• Mark Breier
• Birgitta Indaco
The results of these interviews were integrated into the themes presented in Appendix A.
Town Hall Meetings
Two town hall meetings were held in May and July of 2022. These meetings provided a brief summary of input received and work completed, mainly focusing on asking discussion questions that built a deeper understanding of the ideas and issues that the Town should be aware of. Community input was captured live on a digital whiteboard.
Outreach specific to these meetings included postcards mailed out to residents advertising both meeting dates and included scannable codes to register for the zoom meeting. The Town also posted meeting information to its website and distributed it via email lists and social media.
The first town hall was held on Tuesday, May 31, 2022, and had approximately 27 attendees (including Town staff and representatives). Discussion at the meeting centered around possible options for indoor space and the lack of community gathering space in the Town as well as concerns about further developing or modifying Purisima park to accommodate community facilities.
The second town hall was held on Wednesday, July 20, 2022, and had approximately 21 attendees (including Town staff and representatives). The discussion at the second meeting focused in on the indoor facilities in/near Town residents commonly use and management of outdoor spaces.
An additional 40 community members provided their comments on the individual input forms that were available online following the town halls. The online form asked the following questions intended to mirror the discussion at the town halls:
• What needs do you see in the community for more, less, or different indoor spaces? • What needs do you see in the community for more, less, or different outdoor spaces? • Do you have any suggestions or concerns to inform this exploration? Notes from each of these meetings were taken on a digital whiteboard and are included below.
COMMUNITY FACILITIES
NEEDS ASSESSMENT
COMMUNITY CONVERSATION MAY 31, 2022
INDOOR
OUTDOOR
Has the Town
considered buying
more land?
What do we want and
how are we funding it?
Joint venture with
residents
What is the cost?
How important is it to
provide an indoor
space? Park and picnic
areas are missing from
Town
house adjacent to town
hall could be removed
and a building built that
can be used for these
needs
Keep Purisima fields
open for Little
League
Vulnerable outdoor
areas (town ring,
heritage house) are
pressured to change
uses
If staff need more
space, meet those
needs with new land
new Los Altos Rec
Center
Options for more
space?
More shade in the
dog park near the
baseball field
Security concerns,
many people use
Town's paths
Is this an issue being
considered?
Baseball is America’s game and I can see why some
are emotional about maintaining the baseball field in
town. However the town and its residents have
changed over the last 50 years. Today a majority of
the kids, including teenagers and young adults play
sports other than baseball. We do not have any
facilities for other sports in town and so I would like to see our sporting facilities be more multi-sport
rather than a single sport. The schools that do use
these baseball fields have majority of the kids from
outside our town so that should not be a good
criteria to consider. We need to move with the time
and build for the future rather than hang on to the
past.
Lack of community
gathering space in
Town
Gathering spaces would
be best placed near
other uses that draw
people (coffee shop)
Drop in coffee shops
(Palo Alto)?
Purisima Park has
picnic tables and
many benches
Give high priority to
the maintenance and
preservation of
pathways
Keep fields where
they are, are a great
community benefit
Could get rid of one of
the small ball fields and
add play area +
structure and indoor
space for gathering
Usage analysis for ball
fields, is there a better
way to use this space
that still maintains the
fields?
bicyclists use Town,
look at adding bike
repair kiosk. added
amenity for visitors and
residents
Indoor meeting space
with kitchen and floor
space suitable for
programs (dancing,
crafts, etc.)
Currently play structure,
basketball court, and
parcourse at Purissima
Fields adjacent to 280, may
not be ideal for highway
noise
Is there interest in a
community garden
(keeping in mind
water restrictions)?
Could a park be
established at Byrne
Preserve? Location is
more ideal than areas
adjacent to 280
Town is spread out,
most residents need
to drive or bike to
parks
Purissima is great for baseball
oriented activites, consider
adding more uses to meet
evolving or changing interests:
basketball hoops, goals,
pickleball
Lack of parking at
Purisima means
outdoor space is not
very useful
Teens need a place to
hang out, would be great
to provide a place in
Town (skatepark, ping
pong tables, etc.)
Performance space,
consider using
headphones to avoid
noise conflicts with
nearby residents
pathway system is a
key part of living in
LAH. maintaining this
is important
QUESTIONS
COMMUNITY FACILITIES
NEEDS ASSESSMENT
COMMUNITY CONVERSATION JULY 20, 2022
INDOOR
OUTDOOR
Don't understand the hertitage
house. Doesn't seem to have
look and feel of any other house
in Los Altos Hills. Could we
replace with something that
better meets our needs?
Per current facilities - I
especially enjoy/visit the
rotating art galleries in Town
Hall. I appreciate the town
sharing various types of
public art in LAH.
Could we build
housing for town
staff?
Designated areas for children
and seniors, outdoor spaces
for recreation and socializing
(tennis, pools, parks). Need
more spaces for kids and
families to hang out.
Will more classes on various
topics be offered if there are
add'l facilities? Are current
facilities like the Chamber
bldg. being used for educ.
programs?
Explore ability to use
facilities at Foothill
College (pool, exercise,
meeting rooms)?
My family would
prefer a coffee and
pastry shop over
town facilities.
Pathways are highly
used. Invest money in
pathways
All comments I have heard from residents so far is that they do not need more community space in town hall.
Many residents are supportive of office space for staff. But the desire to provide a larger community space in Town Hall seems to be driven by a couple of council members.
Residents are wary of the cost, maintenance expenses and overhead of such, likely rarely used, indoor space.
We've heard a lot more about the need for outdoor space.
But that doesn't enable elected officials to point to a monument as their legacy?
Provide access for Los
Altos Hills residents at
Foothill College to use
facilities (specifically
indoor)
Poop removal
services on pathways.
Bldg on the Pathways suggestion ….
There are very few places to park &
walk the various pathways unless
one lives in a neighborhood and can
walk over. It would be great to have
parking near Edith Pk & some of the
larger pathways. :-)
The city Council has
approved every
pathway to be built
on pathways map
Make community
spaces
multigenerational
Los Altos Hills
residents pay a
premium to use Los
Altos facilities
(specifically indoor)
Clean up of creek
sides to remove
poison oak and
mosquitos.
Please implement a
program to eliminate
stink weed now,
October is too late
Current dog park is
underutilized due to
steepness. Accommodate
separate areas for small and
big dogs. A place to
socialize as well.
Need greater than
99% uptime electricity
Like to see the overhead wiring
reduced in LAH. many of the
secondary wires are no longer
used/ needed. They were for old
landlines & cable TV. Removing
of wires would improve
appearance.
stinkwort removal has been
a constant focus of our
beloved Open Space
Committee each year, in
concert with Town
Maintenance
Can we partner with City of Palo Alto
to make better and shared use of
Foothill Park, Byrne Park, etc? We
could use their picnic areas, they
could use the barn facility. Both are
underutilized currently, but are such
valuable resources.
Improve cell service
along Moody, an
emergency egress
route.
Focus on fire
mitigation; ensure
tree crowns do not
touch or cross roads.
Focus on fire
mitigation; ensure
tree crowns do not
touch or cross roads.
3 Los Altos Hills, California | Community Facilities Needs Assessment Working Space Comparisons
The project team, including Town staff and consultant team, completed a comparison of similar cities on the basis of working space in their primary equivalent to Town Hall. Comparison jurisdictions included the towns of Portola Valley, Hillsborough, and Woodside and the cities of Los Altos and Monte Sereno.
From this research and analysis, MIG and Town staff identified the needs for working space resulting from future staffing changes and existing constraints.
Table C-1 includes the population, size of the main administration building, and the number of employees in that building was collected for four similar communities. Based on these figures, the consulting team calculated a square foot per employee to each city as a comparable figure. Los Altos Hills falls roughly in the middle of this set of comparison communities for square footage per employee at 330. It should be noted that the existing space at Town Hall is fully allocated and has no room to accommodating additional temporary or permanent staff, contractors, interns or other workers that would need short- or long-term workspace. Therefore, the survey does not account for growth or flex space that is necessary.
Table C- 1: Comparisons of Working Space
City Population* City Hall Sq Ft Number of
Employees in
building
Sq Ft/ Employee
Portola Valley 4,568 5,9001 13 454
Monte Sereno 3,511 3,2002 9 355
Los Altos Hills 8,496 6,9403 21 330
Hillsborough 11,608 6,800 30 226
Woodside 5,593 4,055 21 193
Notes:
1: Estimate from floor plan
2: Includes City council chambers (all others do not)
3: Includes Parks and Recreation Building
* Population 2020 American Community Survey 5-Year Estimates
4 Los Altos Hills, California | Community Facilities Needs Assessment Commission and Committee Input
Community facility needs and preferences were discussed by many Town committees and commissions during the spring and summer of 2022. Included as an agenda item during a regular meeting, the following Town organizations discussed whether current facilities met their existing or future operations needs. Each committee or commission was asked to approve a motion explaining their perspective as a group. Individual members were encouraged to provide comments on the individual comment form.
Table C- 2: Committe and Commision Input
Committee/Commission Motion
Community Relations Committee The Town has adequate indoor and outdoor spaces for our needs.
Emergency Preparedness and
Response Committee
Committee Member Stewart moved that the
committee is aware there is a general need in Town for
meeting space for committees; the committee
expressed concerns about EOC, and antenna needs, for
example at the La Cresta water tank, and have specific
technical concerns that the committee isn’t ready to
address in any detail for facilities that are not
necessarily buildings, such as radios, storage caches,
communication systems. The motion was seconded by
Committee Member Basiji.
Environmental Design & Protection
1) Indoor space needs for meetings of 15 people with
adequate chairs and table space for large plans
including storage of plans 2) renovated native garden 3) suggests an outdoor space at Town Hall near the native
garden/heritage house for Committees to meet outside
for 15 people for enough benches and shade.
Environmental Initiatives Sasha moved that we have no new indoor and outdoor space requirements, April 2nd, Unanimous support.
Finance & Investment The Town has adequate indoor for their meetings and would like to reassess this after COVID has settled.
1 Los Altos Hills, California | Community Facilities Needs Assessment Committee/Commission Motion
History
Indoor Space:
• For annual or semi-annual presentations for 150
attendees similar to Council Chambers that have been
used in the past. We need technical support for
presentations including video and audio.
• For accessible storage for artifacts, records, and
historical photographs to be stored and displayed
• For secure storage of records, historical photographs, and artifacts.
• Meeting space for monthly meetings that allows
hybrid meetings.
• Working space for photo and document scanners and
document preservation and several computers.
Outdoor Space:
• Indoor/outdoor reception space for gathering
such as the Heritage Oak tree reception space used in
the past.
• Indoor/outdoor reception space which includes
access to kitchen facilities
Joint Community Volunteer Service
Awards
The Town has adequate indoor and outdoor spaces for
our needs.
Library Commission Requesting more time to make a recommendation to assess needs.
Open Space
Need a space to meet once a month, preferably during
daytime to accommodate up to 15 people with audio
visual support, twice a year community educational
meeting, native plant demonstration around town hall.
Committee feels that Town Hall and West wind barn
are sufficient.
Parks and Recreation
Both new indoor space and outdoor space are needed,
at a new location other than the baseball field and
town hall.
1. The new community space should be
designed for multigenerational uses and provide
a space for town residents to meet and gather.
2. Prioritize and explore legacy giving
funding sources for the new community spaces.
2 Los Altos Hills, California | Community Facilities Needs Assessment Committee/Commission Motion
Pathways
Indoor Space:
a. Conference room, 9 PWC + 10 LAH residents (what
we originally had pre-COVID and meeting at the back
table in the Council Chambers)
b. Two Screens with easy internet access
c. Need once a month
d. Storage of PWC material such as banner, easel, etc.
e. Support equipment for Zoom meetings: Mics, great
internet, good lighting
(Hybrid Mtgs in future)
Outdoor Space:
a. Pathways (money to complete system)
Planning Commission
Planning Commission prioritize any requirements for
keeping town staff and facilities commensurate with
services that we must provide to the residents.
Public Art
The PAC moves that the Town create a new dedicated
indoor public art space for the creation of artwork. The intention of this is they want a room that is always
available for painting, dancing, pottery, etc. The PAC
moves that the Town create an outdoor public park
space for parent child creativity, a space to display
community art, and a high-tech/interactive outdoor
space.
Senior Commission At this time there are no unmet needs at this current point, but we may have more as time progresses.
Youth Commission
Indoor: More Community Spaces for Study Space,
Tutoring, Game room. Outdoor: Water fountains and
benches, Playground expansion and shad structure at
Purissima, Restroom at Edith Park.
Technology Committee No need for additional indoor/outdoor space from the Technology Committee.
3 Los Altos Hills, California | Community Facilities Needs Assessment FlashVote Survey Results
The Town had contracted with Flashvote to survey a sample of a voluntary panel of Los Altos Hills residents regarding use, preferences, and needs for indoor facility space, outdoor community space, and recreational programming. These surveys were conducted on a parallel track alongside this Needs Assessment process in the spring of 2022. These results helped form a starting point for conversations around community facilities but were not part of the Needs Assessment project. Results of the FlashVote surveys can be viewed here: http://losaltoshills.ca.gov/549/Town-Surveys.
Individual Input Form
Throughout the process, an online input form was available for those unable to attend the meetings.
This allowed individual perspectives and wider participation for those with time constraints. The comments collected are presented on the following pages.
Table C-3: Individual Input Form Responses Los Altos Hills Community Facilities Needs Assessment Timestamp What needs do you see in the community for more, less or different INDOOR spaces? What needs do you see in the community for more, less or different OUTDOOR spaces? Do you have any suggestions or concerns to inform this exploration? 5/23/2022 18:50:10 Too early to predict what post‐Covid needs are Pathway usage seems to be increasing. Improving and completing the pathway system is a high priority for me. Seems premature, but it is especially hard to argue for more indoor space when we are meeting via Zoom. 5/31/2022 12:40:52
I really like the idea of a room/lounge area for seniors, with newspapers, reading chairs, coffee and cookies available.
Also where regular speakers could be engaged for stimulating conversations.
Families with young children could likely use a park with swing sets and the like, in safe playgrounds with good footing. While I aplaud the efford made regarding our existing dog park, I think another, better planned one would be a fangtastic addition to our community.
My concerns would be more about safe parking to accommodatge such facilities. (The overflow parking adjacent to our current Purissima Park along Purissima Road can be a bit worrying.) 5/31/2022 23:17:45 Community meeting room
*offer more movie nights ; provide once a month outdoor music performances ‐ families could bring chairs, picnic blankets, etc. Please retain the Purissima Fields for Little League; update the play structure and the basketball court there. 6/1/2022 10:10:37
The current indoor spaces are adequate for the community. However, better allocation in the large Council Chambers for meetings should be considered. Perhaps a sliding room divider could be implemented to temporarily create more town committee meeting areas.
The Town's pathways and open spaces are WONDERFUL. The recent upgrades by Grassroots Ecology have vastly improved the open space areas. I would like to see better use of the Little League Fields for the entire LAH community.
Currently this area is used only a portion of the year by a limited number of residents. 6/2/2022 14:18:55 Indoor conference room with kitchen‐like attachment Nothing different. The baseball fields at Purissima Park are a gem and are used regularly 9‐10 months per year. I encourage you to keep Purissima Park as is with the exception of exploring artificial turf for the infield of P2. Artificial turf would reduce water and maintenance needs and costs. Also, it would enable the field to be adjusted toaccommodate the size dimension rules for more ages of youth baseball. 6/2/2022 14:19:14
Keep all of the Little League fields. Nearly 400 children use these fields, and those in Los Altos, throughout the year.
The kids really love it!
6/2/2022 15:18:57 ‐
The baseball fields at Purissima have been a boon to both Los Altos Hills and the neighboring community. There's been a wonderfully collaborative relationship in the use of fields in both Los Altos and Los Altos Hills to support the hundreds and hundreds of families that keep their kids active and involved through baseball.
It would be worth considering a bit of an upgrade on the field facilities ‐ specifically, rebuilding the dugouts, repainting the wood around the park, and possibly investing in camera technology that would allow the upper‐level games to be broadcast via livestream by families elsewhere (making the fields an even greater destination for tournaments andinter‐league play).
When my wife and I first moved to the area, long before we had kids, we happened to drive by Purissima Park. I commented to my wife "wow ‐ what lucky kids get to play at these fields?". The fields were, as they are today, in great condition overall. But offering so many fields of different sizes in such a picturesque area was truly unique and stunning. Fast forward ~8 years, and the answer to my question was "my kids, and all of their friends".
Purissima Park is a gem not just because of the fields, but the community they foster. And having the four fields Los Altos Hills currently does is vital to developing and maintaining that community. Take a stop by the fields any Saturday, Monday or Wednesday during the season and you'll see younger kids running around the fields after their games, watching their older siblings or playing on the playground near the Snack Shack, while parents chat in the bleachers. This is in large part possible because of the wide variety of age groups the fields can serve ‐ there's a placefor older and younger children to play.
My most significant recommendation is to retain the four fields at a single site, allowing kids of multiple ages to play at the same location, ensuring kids can "grow up" at Purissima.
Reducing the number of fields, if that were to be considered, will mean that younger children would lose the opportunity to play baseball in Purissima, while putting a greater burden on families who have children playing at multiple sites (usually dozens of families a season have kids of multiple age groups that all currently play at Purissima).
It also means there would be even less practice space for the remaining levels. It erodes the community that's thrived at Purissima for decades.
I recognize that coming from Los Altos, this is a decision best made by those that live within the Los Altos Hills community's borders. But given how tightly interwound our communities are, and believing that the intention behind any potential changes would be to foster a better sense of community, I humbly suggest that you likely already have what you're seeking at Purissima.
6/5/2022 9:13:52 Same as current Purissima baseball fields are good but more safe parking would be great! 6/8/2022 16:54:01
We need more work stations at Town Hall. Also one more conference room would be great as we only have two at the present moment. Maybe a smaller conference call room would be great as well for individual zoom calls.
A larger outdoor eating/hangout space at Town Hall would be nice. Would like it to be shaded. The current eating area behind Parks and Rec is quite loud when the building AC is running and is not very appealing.
More work stations for staff, one more large conference room (holds 6‐8 people comfortably, one small conference room (2‐4 people), larger less noisy outdoor shaded space at Town Hall. 6/8/2022 18:55:25
I think there should be more indoor space for community members to have meetings if they need to have a central meeting place (i.e. neighborhood watch, committee meetings, one‐on‐one meetings). I also see the need for there to be more private/enclosed office space for staff, councilmembers, or anyone to take a call or zoom.
There is also the fact that the planning and engineering departments are very squished together and it would be easier if they had more space to review plans near their desk. I like the idea of having an indoor/outdoor rentable space for the public. see above. 6/8/2022 21:26:29 Conference/meeting rooms, better office space configuration6/9/2022 11:26:52 Another small conference room at Town Hall. Convert Heritage House Some type of Community meeting room that can be rented out.....Ideally located at Purissima Park A multi‐use field for soccer, field hockey, football, etc. Do a sites analysis of Purissima Park to determine space availability 6/10/2022 11:45:20 no needs. we have plenty of space. we need more pathways. 6/21/2022 11:49:52 space for committee meetings and community events more sport options like basketball, pickle ball, skate board Any suggestions should be aligned with our Town’s environmental priorities. For example, no new turf. 6/22/2022 10:32:44
i think indoor space is adequate. We are a small town so don't need square footage to exceed town resident needs. I think town council chambers could be expanded, if needed, and make more a multi‐purpose room. Seems it is a lot of space for just council meetings seems the riding arena at purissima park is highly under‐utilized and can be reallocated for other community purposes i think town should focus on long‐term planning such as undergrounding utilities for fire safety 6/22/2022 19:16:08 Creating Pickleball courts in an outdoor location.
Pickleball is quickly growing in popularity and is a great way to stay active and connect with neighbors. It is a great community building activity.
6/23/2022 11:34:16 maybe a classroom space. our committee has been moved around and wish we could still use the rec building reopen the path to downtown in Edith Park. I ve used it for 50 year‐end no problem. 6/24/2022 15:14:39 no need for more indoor space less water intensive grass at Purissima Park 6/24/2022 17:09:07 This is a small town and the existing indoor space available at Town Hall meets our needs just fine Continue building out the pathways system Not sure why a small group in this town are pushing so hard for more developed indoor and outdoor recreational space. The vast majority of people in this town seem to think it is an unnecessary expense 6/25/2022 7:27:38 No need No need Feels like deja vu. Like the town is trying to survey their way into building something, anything. 6/27/2022 9:14:29 more community space none surveys and community engagement are a great avenue to get information.7/9/2022 20:45:43 Not at this time 7/16/2022 2:12:59 Warm water swimming pool Warm water swimming pool and regular pool for adult and children use Many of us are built out and cannot build a private pool. Private clubs are very expensive for people who only want to swim. Also, a warm water pool would be attractive to older residents as well as little ones learning to swim.
Table C-3: Individual Input Form Responses Los Altos Hills Community Facilities Needs Assessment Timestamp What needs do you see in the community for more, less or different INDOOR spaces? What needs do you see in the community for more, less or different OUTDOOR spaces? Do you have any suggestions or concerns to inform this exploration? 7/19/2022 12:27:03 Less indoor spaces, more outdoor spaces. More family oriented spaces. Would love a playground in the town somewhere and family friendly parks. Playgrounds and spaces for young families 7/19/2022 13:54:52
I think because of COVID better, more inclusive outdoor spaces are the way forward, or indoor/outdoor spaces with fully retractable glass sliders for significant air flow. In my opinion outdoor family play space is a higher priority.
Our town needs family play space desperately. Other than the tiny playground at Purissima Park. There is no family play space. To develop a stronger central community, playgrounds and family play space are essential.
I believe a partnership with the LASD to significantly upgrade Gardner Bullis school’s playground and outdoor space (think picnicking, better basketball courts, soccer field, kickball, swings, outdoor stage, potential for a running track, etc.) is a possible way forward. The school is connected to the pathway system, families already use the space regularly, an enhanced environment at the school would also attract local families to our one public neighborhood school creating lifelong friendships (parents + kids alike) strengthening our long term community. Plus, the city would not have to spend funds acquiring a new property. I would love to see this kind of out of the box thinking to create recreational opportunities for the entire community.
7/19/2022 14:25:44 Indoor space for seniors needs for connection socialization hobbies, Space for kids to do various activities and especially the unique barn area! 7/19/2022 14:35:32
Public outdoor pool. The only real public pool available in LA/LAH is the one on Foothill College, but even that one is very flakey and not operational. Swimming is one of the healthiest sports out there and can accommodate most ages.
Pool can be also used for recreational summer events, which I believe will add to the culture of the town. 7/19/2022 14:51:40 None None No
7/19/2022 16:18:29 Provide Pickle Ball Space No
7/19/2022 16:30:52 I would love to see Pickleball courts added! 7/19/2022 16:53:20
The building needs a full kitchen with double ovens and at least four burners. A warming drawer would also be useful for events. The kitchen should have easy access to inside and outside. Picnic tables in the apricot orchard. A container for dog waste on the path, away from the buildings. 7/19/2022 17:39:09 I'd like to see a community pool.
7/19/2022 19:46:37 There is good enough space right now Love the baseball fields. Keep them please. LOVE the pathways as well and the barns Long time resident who lives the rural feel this town has. 7/20/2022 1:55:27 More flexible use outdoor spaces
Due to COVID concerns, there is a lack of outdoor venues. We also need shady play spaces for children. Since the community uses the Gardner Bullis campus during off hours, the city should help partner for campus improvements. 7/20/2022 8:50:47
What we have is reasonable. Los Altos Hills is supposed to be a community with relatively little government, and if anything government has grown to be larger that it might be.
What we have is reasonable. It is possible that one of the little league fields could be developed into a public park, but with all residents having at least an acre there is less need for public parks than in most communities. N/A 7/20/2022 10:51:08 More large spaces for meetings and children, adult and senior classes. More park spaces with or without equipment. Explore LAH open spaces that are not being used. 7/20/2022 12:59:50 Large room for meetings , activities, parties, concerts, ?weddings? none 7/20/2022 14:04:58 I'm not sure Not interested in anything extravagant or expensive 7/20/2022 18:37:33 Traditional Kids Park (below 10 years) where neighbor hood kids spend time together with parents or grand parents. Level3 EV charging stations 7/20/2022 19:14:00 I am unsure. I am unsure. Not at this time
Table C-3: Individual Input Form Responses Los Altos Hills Community Facilities Needs Assessment Timestamp
5/23/2022 18:50:105/31/2022 12:40:525/31/2022 23:17:45
6/1/2022 10:10:376/2/2022 14:18:556/2/2022 14:19:146/2/2022 15:18:57 6/5/2022 9:13:52
6/8/2022 16:54:016/8/2022 18:55:256/8/2022 21:26:296/9/2022 11:26:52 6/10/2022 11:45:206/21/2022 11:49:526/22/2022 10:32:446/22/2022 19:16:086/23/2022 11:34:166/24/2022 15:14:396/24/2022 17:09:07 6/25/2022 7:27:386/27/2022 9:14:297/9/2022 20:45:437/16/2022 2:12:59 Relationship(s) to Los Altos Hills (check all that apply) Do you currently sit on any Los Altos Hills formal committees or commissions? (check all that apply) Are there any other groups that you identify with? I live in Los Altos Hills Pathways CommitteeI live in Los Altos Hills, I visit or use Town‐owned facilities or parks No, I don't sit on any formal committee or commission Los Altos Hills Horsemens. Westwind Barn.
I live in Los Altos Hills, I visit or use Town‐owned facilities or parks No, I don't sit on any formal committee or commission Los Altos/Los Altos Hlls Little League Board member I live in Los Altos Hills, I visit or use Town‐owned facilities or parks Open Space Committee Pathways I work in Los Altos Hills, I live in a neighboring community, I visit or use Town‐owned facilities or parks No, I don't sit on any formal committee or commission Los Altos & Los Altos Hills Little League I live in a neighboring community, I visit or use Town‐owned facilities or parks No, I don't sit on any formal committee or commission I live in a neighboring community, I visit or use Town‐owned facilities or parks No, I don't sit on any formal committee or commission Los Altos & Los Altos Hills Little League I live in a neighboring community, I visit or use Town‐owned facilities or parks No, I don't sit on any formal committee or commission Los Altos Little League I work for the Town of Los Altos Hills, I visit or use Town‐owned facilities or parks No, I don't sit on any formal committee or commission I work for the Town of Los Altos Hills No, I don't sit on any formal committee or commission Town Staff I work for the Town of Los Altos Hills No, I don't sit on any formal committee or commission I work for the Town of Los Altos Hills, I visit or use Town‐owned facilities or parks No, I don't sit on any formal committee or commission I live in Los Altos Hills Environmental Initiatives CommitteeI live in Los Altos Hills, I visit or use Town‐owned facilities or parks Open Space Committee Valley Water, Grassroots Ecology, Green Foothills, Peninsula Watersheds I live in Los Altos Hills, I work in Los Altos Hills No, I don't sit on any formal committee or commission I live in Los Altos Hills No, I don't sit on any formal committee or commission Folks who want to stay physically fit and active I live in Los Altos Hills, I visit or use Town‐owned facilities or parks Open Space Committee calif native plant society. CNPS I live in Los Altos Hills, I visit or use Town‐owned facilities or parks Environmental Initiatives Committee, Open Space Committee Valley Water I live in Los Altos Hills Environmental Initiatives Committee I live in Los Altos Hills Environmental Initiatives Committee, Technology Committee Young homeowners I work in Los Altos Hills Finance & Investment Committee, Technology Committee no I live in a neighboring community Library Commission Peninsula Volunteers, Inc.
I live in Los Altos Hills No, I don't sit on any formal committee or commission Los Altos Hills Club, Los Altos Newcomers Club
Table C-3: Individual Input Form Responses Los Altos Hills Community Facilities Needs Assessment Timestamp
7/19/2022 12:27:037/19/2022 13:54:527/19/2022 14:25:447/19/2022 14:35:327/19/2022 14:51:407/19/2022 16:18:297/19/2022 16:30:527/19/2022 16:53:207/19/2022 17:39:097/19/2022 19:46:37 7/20/2022 1:55:277/20/2022 8:50:47
7/20/2022 10:51:087/20/2022 12:59:507/20/2022 14:04:587/20/2022 18:37:337/20/2022 19:14:00 Relationship(s) to Los Altos Hills (check all that apply) Do you currently sit on any Los Altos Hills formal committees or commissions? (check all that apply) Are there any other groups that you identify with? I live in Los Altos Hills No, I don't sit on any formal committee or commission I live in Los Altos Hills No, I don't sit on any formal committee or commission I work in Los Altos Hills, I live in a neighboring community, I visit or use Town‐owned facilities or parks No, I don't sit on any formal committee or commission I live in a neighboring community, I visit or use Town‐owned facilities or parks No, I don't sit on any formal committee or commission no I live in Los Altos Hills No, I don't sit on any formal committee or commission No I live in Los Altos Hills No, I don't sit on any formal committee or commission No I live in Los Altos Hills No, I don't sit on any formal committee or commission LA Library volunteer I live in Los Altos Hills, I visit or use Town‐owned facilities or parks No, I don't sit on any formal committee or commission Slow Food South Bay I live in Los Altos Hills, I work in Los Altos Hills Emergency Communications Committee Emergency Preparation and Response Committee, CERT I live in Los Altos Hills No, I don't sit on any formal committee or commission No I live in Los Altos Hills No, I don't sit on any formal committee or commission Gardner Bullis parent I live in Los Altos Hills Community Relations Committee None involved with the Town I live in Los Altos Hills, I visit or use Town‐owned facilities or parks No, I don't sit on any formal committee or commission I was on the Education committee for many years.
I live in Los Altos Hills, I visit or use Town‐owned facilities or parks Planning Commission, Environmental Design & Protection Committee, Open Space Committee, Pathways Committee, Public Art Committee
what about past activities in and for the Ihave been a volunteer for 50 years?and Dave has been on Finance and library comm.
I live in Los Altos Hills No, I don't sit on any formal committee or commission Residents against SB 9 I live in Los Altos Hills No, I don't sit on any formal committee or commission I live in Los Altos Hills, I work in Los Altos Hills
Environmental Initiatives Committee, Finance & Investment Committee, Parks & Recreation Committee, Technology Committee
TOWN OF LOS ALTOS HILLS June 15, 2023
Staff Report to the City Council
______________________________________________________________________________ RE: RESOLUTION APPROVING AMENDMENT NO. 11 TO THE
AGREEMENT FOR CITY ATTORNEY AND OTHER LEGAL
SERVICES BETWEEN MEYERS NAVE AND THE TOWN OF LOS
ALTOS HILLS
FROM: Peter Pirnejad, City Manager
______________________________________________________________________________ RECOMMENDATION: That the City Council:
Adopt the attached resolution approving Amendment No. 11 to the Agreement for City Attorney and other legal services between Meyers Nave and the Town of Los Altos Hills.
BACKGROUND AND ANALYSIS:
Meyers Nave and Steve Mattas have served as City Attorney since 2002. The last amendment to the Meyers Nave agreement was approved in April 2022. Meyers Nave has requested that the City Council consider an amendment to their agreement with the Town to increase the general services retainer and special services hourly rates paid by the Town. The General City Attorney Services retainer is proposed to increase from $12,950 per month to $13,465 per month, a four percent increase. The rates for special services for labor and personnel issues, sewer, stormwater, solid waste, telecommunications services and special services approved by the City Manager are proposed to increase from $350 to $370 per hour. The cost recovery and litigation rates are proposed to increase from a range of $380-$420 per hour to $400-$440 per hour based on billing attorney category. The proposed rate for paralegal work is increasing from $175 to $185 per hour. All of these adjustments would be effective as of July 1, 2023.
The proposed rate adjustments are 4% for the monthly retainer for general services and approximately 5% for land use, cost recovery, litigation, and special services as defined in the current contract. The proposed increases are reasonable and are in line with the annual increase in the CPI less food and energy (4.7%) and below the CPI for all items which showed an annual increase of 6.1% in the last year.
2023 CITY COUNCIL STRATEGIC PRIORITIES:
This item was not identified in the 2023 City Council Work Plan.
ENVIRONMENTAL REVIEW:
The proposed project does not qualify as a “Project” as defined in California Government Code Section 15378(b) of the California Environmental Quality Act (CEQA).
AGENDA ITEM #4.N
P.P.
Staff Report
Amendment No. 11 to City Attorney Agreement
June 15, 2023 Page 2
FISCAL IMPACT:
The proposed 4% increase to the monthly retainer was accounted for in the FY23-24 Budget.
The increase to the hourly rates can be accommodated within the proposed FY 23-24 budget.
ATTACHMENTS:
1. Resolution
2. Contract Amendment No. 11
5382747.1
Resolution -23 Page 1
RESOLUTION -23
A RESOLUTION OF THE CITY COUNCIL OF THE
TOWN OF LOS ALTOS HILLS APPROVING AMENDMENT NO. 11 TO THE AGREEMENT
FOR CITY ATTORNEY SERVICES BETWEEN MEYERS NAVE AND THE TOWN OF LOS
ALTOS HILLS
WHEREAS, the City Council has previously approved a professional service agreement with Meyers Nave and ten amendments to that agreement;
WHEREAS, the City Council and Meyers Nave desire to further amend that agreement; NOW, THEREFORE, the City Council of the Town of Los Altos Hills does hereby approve Amendment No. 11 to the Agreement for City Attorney Services between Meyers Nave and the Town of Los Altos Hills and also authorizes the City Manager to execute Amendment No. 11 on behalf of the Town.
The above and foregoing resolution was passed and adopted by the City Council of the Town of Los Altos Hills at a special meeting held on the 15th day of June 2023 by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
By:_________________________________
Linda G. Swan, Mayor
ATTEST:
______________________________
Deborah L. Padovan, City Clerk
5382725.1
Attachment 1
1 AMENDMENT NO. 11 TO AGREEMENT FOR CITY ATTORNEY SERVICES
BETWEEN MEYERS NAVE AND THE TOWN OF LOS ALTOS HILLS
Whereas, on August 31, 2002, the Town of Los Altos Hills (“TOWN”) and Meyers Nave (“MEYERS NAVE”) entered into the Agreement for City Attorney Services Between the Town of Los Altos Hills and Meyers Nave (“Agreement”); Whereas, Amendment No. 1 to the Agreement was approved in 2006; and, Whereas, Amendment No. 2 to the Agreement was approved in 2007; and, Whereas, Amendment No. 3 to the Agreement was approved in 2008; and, Whereas, Amendment No. 4 to the Agreement was approved in 2010; and, Whereas, Amendment No. 5 to the Agreement was approved in 2011; and, Whereas, Amendment No. 6 to the Agreement was approved in 2012; and, Whereas, Amendment No. 7 to the Agreement was approved in 2013; and, Whereas, Amendment No. 8 to the Agreement was approved in 2015; and, Whereas, Amendment No. 9 to the Agreement was approved in 2018; and Whereas, Amendment No. 10 to the Agreement was approved in 2022; and Now, therefore, the parties hereby agree as follows:
1. Section 3 of the Agreement is hereby amended to read as follows:
“3. Legal Fees. TOWN shall pay MEYERS NAVE $13,465 per month of basic general counsel services as defined herein. This amount shall be inclusive of photocopy, postage, fax and travel costs for travel to and from City Council and Commission meetings.
Such basic general counsel services include the following:
• Attend all regular and special meetings of the City Council, City Council study sessions, and certain Planning Commission meetings as necessary. During those meetings, provide advice and opinions with respect to all legal matters; • Attend meetings of other boards, committees or staff of the Town as deemed necessary and appropriate, or as requested by the City Council or City Manager, at which time provide advice and opinions with respect to all legal matters; • Provide legal advice, consultation and training to the City Manager and the Town staff regarding Town operations and policies to minimize risks and Attachment 2
2 potential liability, thereby protecting the fiscal interests of the Town and improving the delivery of municipal services;
• Provide research, preparation or review of ordinances, resolutions, agreements and contracts, budgets, written opinions and advice letters, emails, agendas and other documents pertaining to Town business, and examine for legal sufficiency all documents that Town staff may submit for review including, but not limited to Town services, elections, land use, open meeting laws, code enforcement, public records, health and safety, and legislative procedures; • Provide legal services required in connection with (1) the routine acquisition of land or easements, (2) property disposals, (3) public improvements, (4) easement dedications, (5) right-of-way abandonment, (6) enforcement of Town Codes, and (7) land use, zoning regulations and building standards except where such services are part of land use cost recovery as set forth in the Special Services section;
• Advise the City Council, agents and Town staff on all general legal matters pertaining to the Town, including the enforcement and interpretation of State and local laws and codes. The City Attorney shall use good faith efforts to provide routine legal advice and consultation to Town staff on a “same day” basis via email, telephone, or in-person meetings, or correspondence; • Render advice and assistance in the administration of the Town’s general liability risk management and insurance programs;
• Keep the Council and City Manager informed of the status of all litigations involving the Town;
• Provide written opinions when requested by City Manager or Council members;
• Provide consultation with individual City Council members on questions regarding Town legal matters;
• When approved by the City Council or City Manager, communicate with members of the public and/or press regarding Town operations and activities of a legal nature;
• Hire and supervise activities of any legal counsel for matters requiring specialized skills or when a conflict of interests exists and makes the City Attorney’s representation of the Town inappropriate.
For specialized legal services including labor and personnel issues, telecommunications issues, enterprise fund work (e.g. sewer and storm water), and special
3 services beyond the level of basic general services set forth herein and as approved by the City Manager or City Council, TOWN will pay MEYERS NAVE $370 per hour for attorneys. For legal work associated with land use applications or sewer reimbursement agreements which are subject to cost recovery by the Town, and all litigation, except tort litigation coordinated through ABAG, TOWN will pay MEYERS NAVE $440 per hour for Senior Principals and Senior Of Counsel, $400 per hour for Principals, Of Counsel, and Associates. Paralegal work associated with these specialized services will be billed at the $185 per hour.”
2. Except as amended herein, all other terms of the Agreement shall remain in full force and effect.
3. This Amendment No. 11 shall take effect as of July 1, 2023.
TOWN OF LOS ALTOS HILLS
Date: __________________________________
By: __________________________________
Peter Pirnejad, City Manager
Approved as to form:
_________________________________
Special Counsel for Town of Los Altos Hills
MEYERS NAVE
Date: _________________________________
By: _________________________________
Steven Mattas, Senior Principal
5382679.1
TOWN OF LOS ALTOS HILLS Staff Report to the City Council June 15, 2023 ________________________________________________________________________ SUBJECT: RESOLUTION AUTHORIZING AWARD OF THE INFORMATION
TECHNOLOGY MANAGED SERVICES AND AUTHORIZE THE
CITY MANAGER TO ENTER INTO A TWO-YEAR AGREEMENT
WITH EATON & ASSOCIATES FOR FISCAL YEARS 2023-2025
WITH AN AMOUNT NOT TO EXCEED $305,400 WITH AN
OPTION TO EXTEND TWO ADDITIONAL YEARS
FROM: Sarina Revillar, Administrative Services Director APPROVED: Peter Pirnejad, City Manager
RECOMMENDATION: That the City Council:
1. Resolution authorizing award of the Information Technology Managed Services.
2. Approve the City Manager to execute an agreement with Eaton & Associates to provide Information Technology Managed Services to the Town for the fiscal year 2023-2025 with an amount not to exceed $305,400 with an option to extend for two additional years; or
3. Select another vendor; or
4. Reject all the bids, engage with a neutral third-party consultant to prepare another RFP to change the scope of services and make a selection that is more cost conscious and authorize staff to enter into a one-year contract extension with Eaton & Associates for IT Managed Services at the current cost of the existing contract at $152,604 a year.
BACKGROUND:
The Town has contracted with Redwood City for information technology (IT) services since May 2008. These services include preserving the Town’s technological infrastructure, supporting enterprise resource planning and software application, maintaining a reliable and secure network environment, and enhancing Town services. In August 2021, Redwood City IT indicated to the staff that they would no longer be able to continue providing IT managed services due to their upcoming staff shortage from retirements, and they do not plan to fill these vacancies to avoid any additional long-term liabilities. The staff engaged with Jonathan Reichental & Associates and Eaton & Associates to develop a 3-year IT Strategic Plan to support the goals of the City Council.
The City Council and the Technology Committee also were part of the 3-year IT Strategic Plan
Eaton & Associates played an integral role in developing the 3-year IT Strategic Plan by measuring the cost and determining the priority of the upgrades and technology enhancements. In Eaton’s first year, they have completed the following in parallel to day-to-day support:
AGENDA ITEM #5.A
S.R.
P.P.
Staff Report to City Council Page 2
IT Services Agreement
June 15, 2023
System Maintenance Project
Replaced UPS and added environmental sensors
Upgraded the Firewall to improve security
Implemented Multi-factor authentication
IT Policies Revision and Implementation
Deployment of DKIM, DMARC, and ATP
Replace Ruckus Controller
Server upgrades
Build an image for laptop rollout
Assisted with deployment of security cameras in Town Hall parking lot Assisted with E-wasting and Degaussing hard drives
Continuous maintenance and back up schedule
Eaton has presented to the Town Staff and the Technology Committee to keep all parties informed of tasks/projects that they have completed and answered any questions. Eaton has expressed to the staff that customer service is always their priority and has encouraged them to fill out their surveys after their helpdesk tickets have been resolved.
Eaton takes pride in providing top notch customer service and encourages feedback to help them improve their processes.
DISCUSSION:
The Request for Proposal was developed by Redwood City with input from the Technology Committee. The Town released the RFP documents on Monday, March 20, 2023. There were 11 vendors who submitted intent to propose, and the Town received 7 proposals. After the staff and the Technology Committee reviewed the proposals based on the selection criteria specified in the RFP and according to the Municipal Code 2-4.04, which doesn’t require selecting the lowest bid. Staff has selected Eaton & Associates is as the best qualified for the IT Managed Services for the company’s experience, knowledge and expertise, qualifications, government references, local office, and continuity for the staff. The Technology Committee met on June 1 (Attachment 3) and discussed the Summary of bids from the IT Vendors (Attachment 4).
The contract will provide 24x7x365 support and management of the Town’s systems and infrastructure, advanced network security, and cybersecurity monitoring and management. In addition, it will assist in evaluating and recommending the technology that will meet the needs of the Town and the community.
Eaton & Associates proposal and pricing are attached to the Town agreement (Attachment 2). A summary of the three key services areas are listed below:
Desktop and Server Services: Contractor will provide helpdesk services from MondayFriday 6:00 AM - 6:00PM end user support for staff workstations via chat, phone, and email with web ticketing system. Documented inventory of all supported workstations and endpoint devices. PC workstation patch management for Windows-based Operating Systems and certain applications (including security patches, bug fixes, updates, etc.).
Staff Report to City Council Page 3
IT Services Agreement
June 15, 2023
Regularly updated Frequently Asked Questions resource for Town of Los Altos Hills staff, reflective of ongoing training topics and technical support provided.
Network and Security Services: 24x7x365 monitoring & maintenance of physical and virtual servers, network appliances, including but not limited to firewalls, routers, servers, domain controllers, switches, access points. Documented inventory of all supported physical and virtual servers, network appliances and networking gear (devices connected to the network via Ethernet or Wi-Fi connections); continually evolving with updates after every project. Defined escalation process. Windows server patch management for Windows-based Operating Systems and certain applications (including security patches, bug fixes, updates, etc.)
Strategic Planning and Services: Quarterly Business Review meetings to review the following: service reports with Client, including trend analysis, hardware and software end of warranty and/or end of life concerns, IT roadmaps (based on Client’s budget/spend parameters), The total number of devices managed, hardware/software procurement and life cycle management, and in-house onboarding workflow for all new hires.
Out-of-scope services include items related to implementing new infrastructure, new software systems, or solutions. The Town will work with Eaton & Associates to plan and approve an annual work plan in accordance with the 3-5 year Strategic Plan. The additional service costs will be budgeted annually. Any major projects will be brought to the City Council for approval. Staff recommends a contingency amount be placed in the budget to cover unplanned projects and services that typically arise for most city agencies.
Eaton and Associates have performed exceptionally with respect to the diligence and strides they have made in the execution of the IT Strategic Plan. Although we are in year one and still have at least 2 years until we will be substantially completed with this plan, they have demonstrated they have the skills, abilities and technical aptitude to navigate us through the process. Considering where we came from, the challenges and hurdles Eaton has overcome in the execution of said plan, demonstrates their commitment to our success. Their credibility is measured in the success of their accomplishments. We feel their ability to execute is a reference we can put great weight behind. Not only have they been able to execute but we feel they would be the right partner to keep us on a trajectory that will help us realize the remainder of the strategic plan. To move to another vendor that cannot demonstrate they can continue to deliver and implement the strategic plan as well as meet our current operational needs would be a major impediment to our business operations and will affect our ability to do our work safely, securely, and effectively.
Based on the Technology Committee discussion of June 1st, Eaton & Associates and Stepford are considered the front runners of awarding the IT Managed Services. A year ago, Stepford did not have favorable references surrounding customer service and that was a requirement when we selected Eaton & Associates. Staff and the Technology Committee were both in favor of awarding Eaton & Associates the contract and felt they would be the better vendor to improve the Town’s infrastructure. Eaton has performed outstanding customer service and takes pride in always ensuring open communication with the staff.
Staff Report to City Council Page 4
IT Services Agreement
June 15, 2023
ENVIRONMENTAL REVIEW:
This action does not qualify as a “Project” as defined in California Government Code Section 15378(b) of the Guidelines for California Environmental Quality Act. 2023 CITY COUNCIL WORK PLAN:
Advertise and Award contract for IT Services was identified as one of the goals under the Value/Priority Area named Increase Effective Service Delivery & Governance in the Council adopted 2023 Work Plan.
FISCAL IMPACT:
Funding for year 1 in the amount of $105,060 and year 2 $111,060 and optional on-site hours not to exceed $44,640 for each year. The Proposed FY2023-24 Operating and Capital Improvement Plan Budget includes year 1 for IT Managed Services and optional on-site hours with an additional $25,000 contingency for planned or unforeseen projects related to the 3-5 Strategic Plan. Year 2 of the contract will be included in FY2024-25 Operating Budget.
ATTACHMENTS
1. Resolution
2. Agreement Eaton & Associates
3. Technology Committee Minutes-June 1, 2023
4. IT Managed Services RFP Bid Comparison
Attachment 1
RESOLUTION xx-23
RESOLUTION AUTHORIZING AWARD OF THE INFORMATION TECHNOLOGY
MANAGED SERVICES AND AUTHORIZE THE CITY MANAGER TO ENTER INTO
A TWO-YEAR AGREEMENT WITH EATON & ASSOCIATES FOR FISCAL YEARS 2023-2025 WITH AN AMOUNT NOT TO EXCEED $305,400 WITH AN OPTION TO
EXTEND TWO ADDITIONAL YEARS
WHEREAS, the contract between the Town of Los Altos Hills and the current IT Managed Services is set to expire on June 30, 2023; and
WHEREAS, at the March 16, 2023 City Council meeting, the City Council authorized staff to issue a request for proposal (RFP) for the FY2023-24 Annual IT Managed Services; and WHEREAS, on April 21, 2023, the Town received proposals from seven IT Vendors; and WHEREAS, Town staff is recommending to City Council to award a two-year agreement (Attachment A) for IT Managed Services for Fiscal Years 2023-2025 to Eaton & Associates for a total amount not to exceed $216,120 and an amount not to exceed $89,280 for on-site services; and
WHEREAS, before the end of the agreement, staff would return to City Council with a recommendation to either extend the services for two additional years or issue a new RFP to hire a new vendor depending on the performance of Eaton & Associates; and WHEREAS, the City Council of the Town of Los Altos Hills has read and considered that certain Agreement between the Town and Eaton & Associates fiscal year 2023-2025; and NOW THEREFORE, the City Council of the Town of Los Altos Hills does hereby authorize the City Manager on behalf of the Town to execute the Agreement between the Town of Los Altos Hills and Eaton & Associates.
The above and foregoing Resolution was passed and adopted by the City Council of the Town of Los Altos Hills at a regular meeting held on the 15th day of June 2023 by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
BY: _______________________________
Linda Swan, Mayor
ATTEST:
______________________________
Deborah Padovan, City Clerk
1 Town of Los Altos Hills
Managed Services Proposal
Prepared by:
Eaton & Associates
20 N. Railroad Ave
San Mateo, CA 94401
Contact: John Eaton
Phone: (415) 238-2600
Proposal to Provide IT Managed Services
April 21st, 2023
Prepared for:
The Town of Los Altos Hills
26379 Fremont Rd
Los Altos Hills, CA 94022
Attn: Sarina Revillar
[email protected]
Attachment A to Resolution
Town of Los Altos Hills – Eaton & Associates - Elevate-IT® Managed Services Proposal 2 April 21, 2023
Dear Town of Los Altos Hills,
Please find enclosed our response to your RFP request for IT Managed Services.
Eaton and Associates (E&A) is a San Mateo County-based, woman-owned business that was established in 1989 by its current owners, husband, and wife, John and Patricia Eaton. E&A offers the undeniable advantage of having the principals, regularly involved in the daily activities and projects of their company and in direct contact with their clients.
E&A has been delivering IT managed services, procurement, and contingency staffing services to the Bay Area public and private entities of all sizes and industries for the last 33 years. E&A is also a preferred vendor in the City and County of San Francisco’s Technology Store since 2003 and has worked with similar clients, including the Town of Hillsborough and San Mateo County.
As an experienced IT company, we can provide technical services for a wide variety of needs, including:
We are creative, flexible, and we strive to deliver high-quality products and services to our clients within their budget and timeframe. We have an experienced team who can help with any of your technical project needs. Our internal consultants and technical engineers are local and available for immediate dispatch if needed. We understand the health and safety concerns around COVID-19 and our staff is trained and equipped to follow the guidelines established by the CDC and the San Mateo County Health Officer while serving our clients.
We would welcome the opportunity to continue our work with the Town of Los Altos Hills in successfully providing a complete managed services solution. As requested, E&A guarantees our proposal will be valid for 120 days.
If you have any questions or would like additional information, please do not hesitate to contact us.
Main Phone: (415) 282-1188
Cell Phones – John: 415-238-2600 Patricia: 415-308-8158 Fax: (415) 282-1108
Email: [email protected] or [email protected]
20 North Railroad Ave, San Mateo CA, 94401
Web: www.eatonassoc.com
Sincerely,
John Eaton
CEO/Owner
Eaton & Associates
Patricia Eaton
CFO/Owner
Eaton & Associates
• Network and Wi-Fi Deployments
• Disaster recovery planning
• Technical staff augmentation
• Virtual Server implementation and support
• Project Management
• IT Infrastructure services
• Managed Services
• Cybersecurity and Data Protection
• Workstation Imaging and Deployment services
• Office 365 deployments and migrations
• Desktop and infrastructure support
3 Table of Contents
Eaton & Associates - Background ..............................................................................................................4 Town of Los Altos Hills’s RFP - Submission Requirements.........................................................................5 IT Managed Services - Scope and Offerings...............................................................................................9 Eaton & Associates - Approach..................................................................................................................9 Eaton & Associates - Help Desk Support .................................................................................................12 Summary and Conclusion ........................................................................................................................29 Senior Technical Engineer.......................................................................................................................31 CTO and Senior Network Engineer.........................................................................................................32
4 Eaton & Associates - Background
Thank you for considering Eaton & Associates (E&A) as
your IT solution provider. We strive to be a reliable,
long-term technology partner and trust that you will find our team to be friendly, proactive, flexible, strategic, and attentive to your needs.
We have been serving the Bay Area since 1989 and
have extensive experience working with a wide variety
of organizations. We take great pride in providing IT
services to our customers in the educational, non-profit, government sectors, and in industries such as biotech,
hospitality, advertising, design, banking and more.
Over the past 33 years, we have delivered diverse IT
services in addition to network monitoring and
maintenance (a.k.a. Managed Services). Eaton &
Associates has the vision, experience, and technical
expertise to understand and evaluate your
organization’s needs and provide you with the most
fitting, cost-effective solution.
We specialize in hardware and software consulting,
sales, maintenance, and training for technical and nontechnical users. We are experts in network design, virtualization and management as well as provide
uninterrupted network flow for a cross-platform
environment. Our Engineers and staff have certifications from leading industry partners including Cisco/Meraki,
HP/Aruba, Microsoft, VMware, Citrix, HP, Dell,
Compellent, Apple, PMI and others. Additionally, we
follow PMP and ITIL project management
methodologies to ensure our projects are successfully
completed with top customer satisfaction.
We would value an opportunity to become your
organization’s trusted IT partner. Thank you for
your consideration.
Benefits of Partnering with
Eaton & Associates
§ 35+ team members supporting your
organization.
§ We are your end-to-end, comprehensive
IT Services Partner.
§ Our engineering team has an extensive
and overlapping knowledge base.
§ We have an open-door policy and
welcome customers to join us for
meetings and demos.
§ We can design, build, stage and test
equipment at our facility before
installing it on your premises.
§ We can handle your procurement and
inventory management.
§ We can handle your repairs.
§ We can help you hire engineering and
project management staff for temporary
and permanent placements.
5 Town of Los Altos Hills’s RFP - Submission Requirements 8a. Proposers shall submit an electronic copy via email of the proposal by 4:00 PM on April 21, 2023, signed by the firm’s authorized agent to the RFP Project Manager with subject title “IT Managed Services”. The proposal must be received before the specified time. Late proposals will not be considered. All questions, proposals, and comments must be submitted in writing via email only to:
Sarina Revillar, RFP Project Manager Email: [email protected] An electric copy of the Proposal with the title “IT Managed Services” has been signed by an authorized agent of Eaton & Associates and submitted in advance of the deadline.
8b. Vendors are required to clearly identify any limitations or exceptions to the requirements defined in this RFP, including but not limited to the City’s Professional Services Agreement. Alternative approaches will be given consideration if the approach clearly offers increased benefit to Town.
Eaton & Associates has read, understands, and has no exceptions to the requirements as presented in the RFP or the City’s Professional Services Agreement. 8c. Town is not responsible for non-receipt or mis-delivery, and it is the Proposer’s responsibility to ensure we have received their communication.
Eaton & Associates understands it is Eaton & Associates responsibility to ensure the Town received our communication.
8d. Interested parties shall not directly contact any City staff member or appointed or elected officials.
All responses to questions will be in writing via email and will be provided to all who have registered their intent to propose.
Eaton & Associates has read, understands, and agrees.
8e. Submission Requirements – Proposals may be in PDF or MS Word format. The cost proposal shall be in Excel spreadsheet format.
8e1. Table of Contents
8e2. Title Page: Shall include the subject of the proposal, the proposing company’s name and postal address, the name, email address, and telephone numbers of a contact person, the date of the proposal, and signature of a duly authorized official representing the vendor.
6 8e2a. Proposals shall be signed and dated by an authorized officer with a guarantee that the proposal will be valid for a minimum of 120 days.
Our proposal includes the requested information, has been signed by an officer of Eaton & Associates and is valid for 120 days.
8e2b. Statement of acknowledgement that the “Appendix C – Professional Services Agreement” have been reviewed and accepted with or without exception. If exceptions are identified, those items must be identified and listed along with requested modifications to the agreement. If no exceptions are noted, the City will assume that the Proposer can perform all tasks and services without reservation or qualification to the agreement.
Eaton & Associates has reviewed “Appendix C – Professional Services Agreement” and accepts all terms of the agreement without exception. E&A will be happy to resign the document should the Town prefer as part of the new agreement.
Executive Summary 8e3a. Company Background (number of years actively providing professional services for technology services, location of office from which service will be provided, company’s normal business hours [PST] for office-providing services) Executive Summary
E&A is pleased to provide our entire portfolio of services that goes beyond the specific requirements of the RFP. As a full IT shop, E&A is uniquely positioned to offer not only Managed Services but also access to our Professional Services team for IT projects and our procurement team to handle all your IT purchasing requirements- including logistics and warehousing. We provide our clients with a comprehensive suite of IT services as a single point of contact for all their IT needs.
Core Services Highlights include:
Our proposal Includes
24x7x365 Infrastructure Support (Firewalls, Switches, Servers, Access Points) Experience peace of mind with E&A’s 24X7 infrastructure monitoring which includes remote proactive maintenance, real-time network monitoring, and onsite engineer dispatch in cases where your network needs immediate in-person attention. Los Altos Hills will be able to utilize the most up-to-date best practices and methodologies through our well-staffed Network Operation Center (NOC).
Ö 24x7x365 Infrastructure Support
Ö Remote Help Desk 6AM-6PM
Ö On-site Network Maintenance
Ö Strategic Planning and Services
Ö Onboarding Offboarding
Ö Procurement and Logistics
7 Custom Help Desk- Business Hours (6:00 AM - 6:00 PM Pacific Monday-Friday) The E&A Help Desk team provides an engaging and personalized experience that will complement not only the individual members at Los Altos Hills, but also the overall organization. We strive to build relationships with your staff by providing world-class customer service and IT support.
The E&A Help Desk team is able to provide the following:
o Business hours end-user support via phone and email with web ticketing system. o No additional charge for on-site visits to resolve priority 1 issues that cannot be resolved remotely.
o Webroot end point protection included at no additional cost (optional). o Remote Access Module included at no additional cost
o Documented inventory of all supported workstations and endpoint devices. o Workstation patch management for Windows-and Mac based Operating Systems and certain applications (including security patches, bug fixes, updates, etc.).
Scheduled On-Site Network Maintenance & Emergency Dispatch E&A will enhance the Town of Los Altos Hills overall IT infrastructure by conducting scheduled maintenance along with regularly scheduled on-site visits in addition to emergency on-site dispatch services.
Strategic Planning and Services
As your IT partner we strive to enhance your organization’s security posture and overall infrastructure as well as support the Town’s goals and initiatives. E&A staff stays up to date with the latest technology and advises our clients on how to prepare and integrate new technology that is best suited for their organization. Strategic services include quarterly business reviews, regularly scheduled check-in calls, IT Project Roadmaps, and lifecycle management for hardware and software.
Onboarding & offboarding workflow for new hires
Standardization for both onboarding and offboarding will be included in the Managed Services offering. Our team will ensure all end-user configurations are consistent, as well as provide an efficient workflow for quickly and accurately off-boarding end-users for security reasons.
Disaster Recovery Testing & Maintenance
Data backups and testing is a vital step to ensure business continuity. E&A will evaluate and test your existing Disaster Recovery System, report the results, and provide recommendations according to findings. Additionally, E&A has a dedicated NOC team to monitor and complete maintenance alerts, push out patch updates, and respond to critical alerts.
8 The above Executive Summary provides the highlights that will be discussed in further detail throughout the proposal.
Years of providing IT services: 33 Years
Location of our primary office: 20 N Railroad Ave, San Mateo, CA 94401 General Business Hours: Monday- Friday 8:00 AM to 5:30 PM (Please note Eaton & Associates is flexible and
can support customers outside of these hours.)
8e3b. Description of any claims, lawsuits, or legal settlements the vendor has had in the past and/or those that are currently pending.
Eaton & Associates has no claims, lawsuits, or legal settlements in the past or any currently pending.
8e4. Qualifications and References
8e4a. The firms’ qualifications and experience performing similar projects.
Since 1989, Eaton & Associates has provided IT services to corporations and local government agencies. The E&A team of Account Managers, Project Managers, and IT Engineers contribute extensive experience providing IT services that range from consulting, troubleshooting, ticket management, as well as project and fiscal planning.
E&A has been a preferred IT procurement vendor with the City and County of San Francisco since 2003 and has provided varied IT services and equipment to the County of San Mateo since 2005. Additionally, E&A is currently providing Managed Services to several government agencies, various schools, churches, as well as banks and small to large corporations.
Eaton and Associates - References
E&A Managed Services client with computers, networks, and servers under support, similar to what the Town of Los Altos Hills is requesting.
Bishop O’Dowd
High School
Romeo Baldeviso
[email protected]
Town of
Hillsborough
William Li
[email protected]
City of Burlingame Helen Yu-Scott
[email protected]
9 8e4b. A list of the proposed staff members who will be assigned to this project and their qualifications
Proposed Staff Members
The technical team will be comprised of the following:
• Gabrielle Nelson – Customer Sales Rep and Account Manager • Michael Peace – Systems and Network Engineer
• Amr ElAzhary – On-site Engineer
• Dion Nelson – Help Desk Manager
• Mohamed Shalabi – Chief Technology Officer and Director of IT E&A reserves the right to substitute another staff member or equivalent if a role changes during the duration of this contract.
IT Managed Services - Scope and Offerings
Eaton & Associates - Approach
8e5. Approach - Proposer must include in their response its approach to providing efficient and effective IT support services. Include proposed administrative procedures, areas of responsibility, and a discussion of service delivery such as method of contact and assignments, etc. Proposers shall provide descriptions of their approach to the following:
At Eaton & Associates, our goal is to be your organization’s trusted, tactical, and strategic, advising technology partner. Together, we can leverage technology to improve and enhance your organization and the experience of those you serve.
See below for some of the ways we can work alongside your team:
• Directives/Initiatives – road mapping, setting tone & evangelizing • Dedicated Professional Services Team (e.g., project work) • Tactical-to-Strategic guidance (e.g., secure site-to-site connectivity) • Defined escalation processes
• Real-time documentation and knowledge base
• Regularly updated FAQ resources for your staff
• 24x7x365 Network monitoring & maintenance
• Help Desk support and services
• Proactive technology support
• Infrastructure design and build out
• Employee onboarding & off-boarding workflows (e.g., setting up equipment, accounts and access)
10 • On-site technology coaching for staff
• Support and repair of workstations
• Mobile device management (e.g., laptops, phones, and tablets) • Virtual CIO Services (e.g., forward looking planning and advice) • Quarterly Business Reviews
• Vendor management of VoIP, ISP & software
• Procurement & logistic services (imaging, staging, warehousing services) • IT inventory tracking with access for your admin staff • Ticketing system for filing and tracking support requests Eaton & Associates can provide a wide range of IT solutions to better serve the Town of Los Altos Hills. Our Account Managers and Engineers are experienced professionals well-versed in customer service and certified in most name brand IT products.
E&A offers 4 main categories of services: Professional Services, Managed Services, Procurement and Logistics and IT Staffing.
• Professional Services. We have numerous certifications and related experience in a wide variety of areas, including but not limited to:
o Server and storage technologies
o Wired and wireless networks
o Server, desktop and storage virtualization
o Microsoft technologies, including Active Directory (AD), Exchange, and Windows server and desktop operating systems
o IT strategic planning, security, documentation, and implementation
11 o Project management and vendor management
o Data Center design, planning and operations, including equipment relocation and consolidation
o Business Continuity Planning and Disaster Recovery planning • Managed Services. Through our Elevate-IT managed services, we offer an integrated set of IT solutions that meet a wide variety of strategic IT needs. o 24/7 remote monitoring and help desk support for servers, network devices, services, and applications
o Automated patch management and endpoint security for servers and desktops o Monthly or quarterly security and access privilege reviews, including Intrusion Detection and Intrusion Prevention reviews.
o Local and cloud-based back-ups, including integrated disaster recovery • Procurement and Logistics. We are authorized resellers for most standard and specialized IT products used in local government.
o We can provide local warehousing, staging and configuration o As your technology partner, we can offer procurement options that can be leveraged to shorten procurement timelines
o With decades of experience, our dedicated team of inside sales reps and procurement staff understand government procurement processes • IT Staffing. We offer staff augmentation, contract, and direct hire services in a wide range of IT specializations.
o Application, database and website design and development o Quality assurance and end user testing
o Document and content management systems
o Electronic collaboration tools
o Social media solutions
12 8e5a. Help Desk Support
Eaton & Associates - Help Desk Support
E&A will provide Elevate-IT® Network Monitoring and Maintenance and Help Desk Services to the Town of Los Altos Hills – in accordance with this Statement of Work (SOW) and the Master Agreement – in the form of the services outlined below:
• Dedicated Account Manager
Eaton & Associates will provide a dedicated Account Manager for the Town of Los Altos Hills
• 24x7x365 Server and Network Monitoring and Maintenance. o 24x7x365 monitoring & maintenance of physical and virtual servers, network appliances, including but not limited to firewalls, routers, servers, domain controllers, switches, access points.
o Documented inventory of all supported physical and virtual servers, network appliances and networking gear (devices connected to the network via Ethernet or Wi-Fi connections); continually evolving with updates after every project.
o Defined escalation process.
o Windows server patch management for Windows-based Operating Systems and certain applications (including security patches, bug fixes, updates, etc.) • Help Desk Services for Town of Los Altos Hills Staff and Users. o Business Hours (Monday-Friday 6:00 AM - 6:00PM) end user support for Town of Los Altos Hills staff workstations via chat, phone, and email with web ticketing system.
o Documented inventory of all supported workstations and endpoint devices. o PC workstation patch management for Windows-based Operating Systems and certain applications (including security patches, bug fixes, updates, etc.).
o Regularly updated Frequently Asked Questions resource for Town of Los Altos Hills staff, reflective of ongoing training topics and technical support provided.
o E&A can provide 24/7 support should this be desired in the future for some or all users.
• Strategic Planning and Services.
Quarterly Business Review meetings to review:
o Review of service reports with Client, including trend analysis o Hardware and software end of warranty and/or end of life concerns o IT roadmaps (based on Client’s budget/spend parameters) o Ad hoc projects/proposals as they arise for Client
13 o Total number of devices managed
o Hardware/software procurement and life cycle management. o In-house onboarding workflow for all new hires
• Vendor escalation management for VoIP and ISP partners, including working with them in the event that we need their help resolving an issue reported to E&A. o Eaton & Associates Account Manager and technical staff communicate with the Town of Los Altos Hills and their technical vendors to resolve vendorspecific issues o Working together, we can determine the root cause of an issue and work with the appropriate parties to develop and implement a solution o Schedule and coordinate communication between third party platforms and an E& A technical resource as needed
o Ensure appropriate testing plans and project management documentation is created
o Be the Town of Los Altos Hills’s technical Subject Matter Expert (SME) to ensure the Town’s technical environment is both understood and configured appropriately to support the VoIP, ISP or any other desired technology o Follow up with third party vendors and the Town of Los Altos Hills staff to ensure the issue was resolved successfully.
• Procurement and Logistics Services.
Eaton & Associates is available to provide competitive quotes and procure technology equipment such as:
o Networking and security equipment.
o Server, storage and backup hardware and software
o End-user computing equipment, such as laptops, desktops, tablets and other mobile devices
o Miscellaneous IT equipment and accessories.
o Staging and warehousing of purchased technology equipment prior to delivery.
8e5b. Help Desk Availability and Response Times
In an effort to align E&A’s Elevate-IT® service delivery offering with industry best practices – specifically the “Service Operation” standards outlined by the Information Technology Infrastructure Library (ITIL®). E&A has developed a number of processes governed by a Service Level Matrix ("SLM") and a set of Service Level Objectives ("SLOs") to identify incidents (i.e., alerts and/or events), define each incident's priority level (based on the urgency and impact of that incident), respond to incidents in order of priority, and ultimately resolve incidents as quickly as possible.
14 Incident Priority Definition
P1 – Critical Typically, an emergency incident affecting all or most users and that is halting the use of critical “line of business” applications and/or access to the network.
Examples: Email server(s) not sending/receiving email, Internet connection down, database server appears offline, etc.
P2 – Important Likely affecting multiple users and impairing access to one or more critical business applications, though, not resulting in a complete stoppage of work.
Examples: Slow/intermittent Internet connectivity, backup failures, imminent server crash due to lack of hard disk space, etc.
P3 – Normal Typically affecting between 1 and 5 users and generally non-critical in nature.
Workarounds are likely available. Examples: User cannot print to a network printer, user’s domain account locked due to unsuccessful password entries, a user has deleted an email by accident and wants it restored, etc.
P4 – Low The problem affects no more than a few users and is typically non-business impacting. Workarounds available. Examples: User has some “dead pixels” on her monitor, user application displaying persistent error messages with no impact to use of the application, occasional static heard on a particular VoIP phone, etc.
15 8e5c. Service-Level Metrics
The table below outlines the SLOs for all incidents – based on priority level (as described above) – whether they are generated by system alert/failure or by end-user request.
Action P1 – Critical P2 –
Important
P3 – Normal P4 – Low
Availability- NOC 24x7x365 24x7x365 24x7x365 24x7x365
AvailabilityHelpdesk24x7x365 24x7x365 24x7x365 24x7x365 Acknowledgement 15 minutes 15 minutes 30 minutes 30 minutes Status Updates 30 minutes 2 hours 8 hours 12 hours
Resolution Plan < 4 hours < 8 hours < 8 hours/NBD < 3 days 8e5d. After-Hours Support
Desktop support performed by Eaton & Associates outside of normal business hours (i.e.., on weekends or holidays) will be billed at the appropriate overtime rates.
Overtime rates are calculated as follows:
Service Type Service Delivery Rate
Regular Service 8 hours Monday - Friday Standard Hourly Rate After Hours Service
9th to 12th hours Monday – Friday
After 6pm Monday – Friday
All hours Saturday, Sunday
1.5 times Hourly Rate
Extended AfterHours Service13th and more, Holidays 2.0 times Hourly Rate *Network and Server support 24X7X365 is included in our pricing without additional charges.
Above rates apply to desktop support only.
8e5e. Support Tracking
Eaton & Associates uses an interactive ticketing system that tracks each ticket from submission to completion. The system serves as the central communication hub between our Help Desk and the Town of Los Altos Hills users. This system can be as granular as monitoring a single ticket and scalable as providing weekly, monthly, and quarterly ticket metric reports.
Additionally, this system includes analytics such as, tracking service level agreements, customer satisfaction, types of tickets submitted, etc.
16 8e5f. Desktop Applications Support
Eaton & Associates provides support for a variety of desktop applications for Mac and PC users. We provide Tier 1, 2, and 3 support for our customers, and should the issue require vendor escalation, our Help Desk team will work with the user and application vendor to resolve.
Examples of applications and vendors Eaton & Associates support include but are not limited to the following:
8e5g. Server (intel based) Support
Eaton & Associates will provide 24/7 support to all the Town’s server(s), including but is not limited to:
• Setting up alerts and thresholds for notifications
• Security audits on shared folder access
• Proactive monitoring and updating of critical security and Operating System (OS) patches
• Hardware and software diagnostics and repairs
• Ensuring best practices are being followed regarding data backup, malware protection and ransomware prevention
• Lifecyle planning, including roadmaps and budgets
17 8e5h. Office 365 Administration
Eaton & Associates will provide administrative support for the entire Office 365 productivity suite.
This includes but is not limited to the following:
• On-boarding and off-boarding of team members
• Deployment (individually or mass) of Office applications • Maintain (or create) Azure Directory Sync tool
• Troubleshoot and repair any MS Office productivity suite issues • Office 365 procurement and license management
• Migration from other platforms, such as Exchange or Google, to O365 (as a project) 8e5i. Network Administration
Eaton & Associates will provide 24/7 management and monitoring of the network infrastructure. This includes but is not limited to:
• Creation or consolidation of Virtual Local Area Networks (VLANs) • Set up alerts and notification thresholds for switches, routers, and access points • Manage and troubleshoot Wi-Fi related issues
• Provide annual vulnerability scans and results
• Recommendations and roadmaps for equipment upgrades and replacement 8e5j. Security Administration
Eaton & Associates fully understands the importance of cyber security and will provide 24/7/365 cyber security monitoring and management. This includes but is not limited to:
• Management of Remote Access Systems (VPN, RDS, or others.) • E&A will provide a centralized security patches/updates and firmware • Endpoint protection, including malware and patching
• Intrusion detection and prevention
• Ransomware prevention and mitigation
• End user training on how to avoid common IT security pitfalls (optional as a project) Eaton & Associates will also continuously consult with the Town of Los Altos Hills about common threats and best practices to mitigate security threats. 8e5k. Managed Services Technology
As a Managed Service Provider, Eaton & Associates is familiar will all technologies that enable best in class performance. While our team tests and recommends certain technologies, we translate business requirements to technical requirements and look for the best solution to meets our customers’ needs and budget.
18 The Help Desk team and Engineers are trained to provide email, phone, and chat communication, as well as provide secure remote access as required. Our suite of tools allows us to document our client’s environment, manage tickets, generate real-time reporting, and provide ongoing security assessment of the environment. 8e5l. Staffing
Eaton & Associates has an experienced team of in-house Help Desk Engineers, Systems and Networking Engineers, as well as a dedicated NOC team. E&A’s range of technical resources will ensure around the clock coverage for network monitoring and all priority one issues, as well as day-to-day technical support and IT-related projects.
As we provide national and international support for our clients, we have access to resources that allow us to quickly scale up as required. We have a rigorous screening and onboarding process to ensure all our technical resources are knowledgeable, responsive, and communicate clearly when on the phone, in email or in chat.
Additionally, we have a staffing & recruitment team. While this service is not included in our proposal, our team has the resources and experience to assist the Town of Los Altos Hills with a variety of staffing needs, as well as ensure the Eaton & Associates team is properly staffed. 8e5l1. Describe skills and expertise of all staff to be assigned to account.
With Eaton & Associates, Los Altos Hills has access to a team of highly qualified professionals.
As a range of IT issues arise, the E&A team is able to respond appropriately and within the agreed upon service level objectives. Through the partnership, E&A will provide the Town with a dedicated Account Manager. The Account Manager will conduct regular check-ins to track open items, solicit feedback, and escalate urgent concerns. In addition to technical staff, E&A is able to provide a Project Manager as needed to ensure IT-related projects are scheduled and completed efficiently.
The following team members have been named to service the Town of Los Altos Hills. E&A reserves the right to substitute other engineers or subconsultants for these individuals if one or more of these roles change during the duration of this contract.
For complete details, please see Attachment A – Staff Qualifications at the end of this document.
Proposed Staff Members
The technical team will be comprised of the following:
• Gabrielle Nelson – Customer Sales Rep and Account Manager • Andrew Thakkar – Project Manager
• Michael Peace – Systems and Network Engineer
• Amr ElAzhary – On-site Engineer
• Dion Nelson – Help Desk Manager
• Mohamed Shalabi – Chief Technology Officer and Director of IT
19 E&A reserves the right to substitute another staff member or equivalent if a role changes during the duration of this contract.
8e5l2. Describe how staff receives continuing education and training.
Eaton & Associates provides ongoing learning opportunities for continued education and technical certifications to our staff. This is accomplished through internal knowledge transfer, formalized training opportunities, and technology certification processes established as industry standards.
Training is provided to our staff in person, online and via self-study formats. As IT is ever changing, training is a part of every-day operations here at E&A. 8e5l3. Describe the skills and expertise of information security staff to be assigned to account Eaton & Associates’ Technical Security staff are fully equipped to meet the needs of Los Altos Hills. Technical Security staff maintains the latest certifications and training levels in all Industry Standard Security platforms and Technologies. IT Security is a key component of our business.
We have extensive experience with:
• End-point security
• Mobile device security management
• Multi-factor authentication
• Secure access planning and implementation
• Security patching of end-user devices
• Servers and networking equipment
• Wireless networking security
• Malware and ransomware prevention and mitigation
• Data backup and retention
• Intrusion detection and mitigation
• End-user trainings to help prevent phishing attacks.
8e5m. Proposer must also list any resources, assistance, or other items expected to be provided by City (computer, office, etc.)
Eaton & Associates does not require office space, computers, or telephone resources from the Town of Los Altos Hills. On-site Engineers are provided with an E&A laptop and have access to remote meeting tools, such as Microsoft Teams, Zoom or Ring Central. E&A is flexible and can use the Town of Los Altos Hills’s preferred method of communication. 8e6. All proposers must respond to the following items:
20 8e6a. What would the first 100 days at the Town look like? Eaton & Associates currently supports the Town of Los Altos Hills. Therefore, IT services will be able to continue without disruption to the Town. We appreciate the opportunity to continue to provide the Town with IT support, as well as making updates to the Town’s infrastructure and security posture. E&A plans to continue to use internal tools to track open projects and upcoming projects, which align with the Town’s Strategic Plan.
In parallel with providing day-to-day support for the Town, here are some examples of projects the E&A team has completed for Los Altos Hills:
§ System Maintenance Project
§ Replace UPS and add environmental sensors
§ Upgraded the Firewall to improve security
§ Implemented Multi-factor Authentication
§ IT Policies Revision & Implementation
§ Improved email security and deliverability via deployment of DKIM, DMARC, and ATP
§ Replace Ruckus Controller
§ Server Upgrades
§ Built an image for machine rollout
§ Centralized Adobe and Bluebeam Licenses
§ Assisted with Deployment of Security Camera
§ Assisted with E-wasting and Degaussing Hard drives
§ Continuous Maintenance and Back up Schedule
8e6a1. Include description of how proposer will transfer applicable knowledge from the current providers to the proposer’s staff and implement their services as a part of Town operations.
Eaton & Associates currently supports the Town of Los Altos Hills and appreciates the opportunity to continue our partnership. The E&A team has access to tools that assist with retrieving information that was missed during the initial knowledge transfer. Additionally, the E&A team has contacts from the Town’s previous IT Provider should we discover gaps in the original knowledge transfer.
8e6b. Describe the ideal working relationship from your perspective.
The ideal working relationship is based on strong and consistent communication, trust, and knowledge. IT issues will be addressed professionally and expeditiously as they occur. We see our goal as providing not only day-to-day operational support but IT guidance and planning with a focus on security. We appreciate feedback from all levels to ensure that our mutual goals are met, expectations are aligned, and we update our processes and procedures as required to provide the best possible services to the Town.
21 8e6c. How does your company attract and maintain qualified staff? Eaton & Associates has been in business for 33 years and has several staff members who have been with the organization for over 20 years. As a family business, we are very selective in whom we hire and strive to be a desirable place to work. This includes flexibility in a work/life balance, being treated professionally and with respect, offering opportunities to learn and grow and providing competitive compensation and benefits.
8e6d. If additional resources are needed, how does you company scale up? Eaton & Associates has been helping our clients with their IT staffing needs for over 10 years.
This expertise and extensive contacts make it easy for the E&A team to scale up quickly, should it be either additional resources for our core services or for specialized services. We also work with several national groups to help us with resources either locally or to support our out of state clients.
Eaton & Associates has a wide variety of clients ranging in size from small Private Sector entities with just a few users, to large multi-departmental Public Sector agencies. Here are a few statistics about our client base that reflect our ability to scale:
• Total number of public sector clients: 50+, including multiple City and County of San Francisco Departments such as Department of Public Health, Public Utilities Commission, SF Port, SF Arts Commission, SF Rent Board, SF War Memorial, SF Rec and Park, SF DCYF, SF DPW, SF Planning and SF Department of Technology, County of San Mateo and others
• Total number of public sector transportation clients: 3, San Francisco International Airport, SF MTA/MUNI and WETA
8e6e. Provide an organizational chart for your company.
22 8e6f. Describe how the proposer works with the other service providers (Public Safety, Phone Vendor, Council Chambers Video/Audio support).
Eaton & Associates will work diligently with current service providers as required for the IT needs of the Town of Los Altos Hills. E&A provides complete end-user and network support to the Public Safety Department both remotely and on-site for a Towns near Los Altos Hills. This support includes, but is not limited to, workstation application support, printer support and network connectivity support. The E&A team stays within guidelines of FBI security policies and procedures as well as has security cleared Help Desk and on-site Engineers. Whether on an IT Project or in support of ongoing Managed Service needs, Eaton & Associates will work to maintain data security, positive integration, knowledge transfer, organizational legacy continuity between ALL partners in this effort. We will act as your IT representative in interactions with third party agencies as requested and required by the needs of this RFP. 8e6g. If proposal includes a per-unit cost for managed services explain what is specifically included under managed services and what is not included.
Our pricing is unit based for workstations, servers, network devices, and mobile devices. Our detailed pricing spreadsheet is included as part of Appendix B. We will confirm quantities each month to reflect increases or decreases in the quantities of the supported devices. All devices included in Appendix B are included under the full managed services support as outlined. 8e6h. Describe how the end users will be serviced for all hours as well as specific information regarding off-hour requests (i.e., evenings, weekends, and holidays).
Eaton & Associates will have the Town of Los Altos Hills covered with 24x7x365 Server and Network Monitoring & Maintenance along with Business Hours Help Desk Services for Staff.
Our team will monitor the Town of Los Altos Hills 24X7X365 and alert the designated staff if an issue occurs and dispatch and Engineer onsite as needed.
Our Help Desk team will provide support during business hours as requested by the Town of Los Altos Hills. Eaton & Associates understands there will be times when users need afterhours support. Should that occur, we have a team of on-call staff that will troubleshoot with end-users through to resolution. Please note that afterhours support rates may apply for desktop support.
• 24x7x365 Network Monitoring and Maintenance.
o 24x7x365 monitoring & maintenance of physical and virtual servers, network appliances, including but not limited to firewalls, routers, servers, domain controllers, switches, access points.
o Documented inventory of all supported network appliances and networking gear (devices connected to the network via Ethernet or Wi-Fi connections); continually evolving with updates after every project.
o Defined escalation process.
o Windows server patch management for Windows-based Operating Systems and certain applications (including security patches, bug fixes, updates, etc.)
23 • Business Hours Help Desk Services for Town of Los Altos Hills Staff and Users. o Business Hours (Monday-Friday 6:00AM- 6:00PM) end user support for Town of Los Altos Hills staff workstations via chat, phone, and email with web ticketing system.
o Documented inventory of all supported workstations and endpoint devices. o PC workstation patch management for Windows-based Operating Systems and certain applications (including security patches, bug fixes, updates, etc.). Apple OS based devices are also under support, should they be added to the environment.
o Regularly updated Frequently Asked Questions (FAQ) resource for Town of Los Altos Hills staff, reflective of ongoing training topics and technical support provided.
o We will support server-side print queues, end user with printer issues and coordinate with the Town of Los Altos Hills’s managed printer vendor(s) on a best effort basis. Our proposal does not include printer repairs or consumables.
Eaton & Associates can provide 24/7 Help Desk services for some or all of the Town’s devices, however, this is typically not needed. Should this be desired in the future, it can be added to our SOW.
8e6i. What is the process for customer service escalations and remediation? In the event the Town of Los Altos Hills needs to escalate a technical, financial, procurement, or another matter to E&A and the Account Manager is unreachable, or the preference is to speak with a different individual, please see the below escalation chart for escalation contacts.
Problem Level Title Name Phone Technical
1st Help Desk Escalation Dion Nelson (415) 521-1320
2nd Account Manager Gabrielle Nelson (415) 366-8397
3rd Dir. Managed Services/CTO Mohamed Shalabi (415) 400-7662 4th CEO John Eaton (415) 400-7661
Financial
1st Account Manager Gabrielle Nelson (415) 366-8397
2nd Controller Heather Sanders (415) 299-8641
3rd CFO Patricia Eaton (415) 299-8641
Procurement
1st On-Site Tech Engineer Michael Peace (415) 481-0924
2nd Account Manager Gabrielle Nelson (415) 366-8397
3rd VP Operations James Finley (415) 400-7665
4th CEO John Eaton (415) 400-7661
24 8e6j. How does the vendor measure and monitor customer service and provide monthly reports on customer service delivery?
To measure customer service and customer satisfaction, Eaton & Associates uses a continual formal communication via scheduled meetings with key Town of Los Altos Hills staff along with consistent reporting to measure success. The E&A team monitors daily ticket dashboard for live ticket updates for open or stale tickets as well as the team’s average response time.
Additionally, E&A pulls monthly and quarterly reports to review with clients to discuss strengths and areas that may need improvement. We also monitor customer satisfaction through completed surveys automatically sent to users once their ticket is closed. Customer feedback and data drives decisions made by the E&A team to constantly improve our service offering.
E&A monitors customer service and customer satisfaction performance is by:
• Quarterly Business Reviews with key Town of Los Altos Hills staff • Regularly scheduled check-in meetings with key Town of Los Altos Hills staff • Clear set of Eaton contacts and full access to Eaton & Associates leadership if needed • Monthly ticket reporting with analytics
• Quarterly ticket reporting with analytics
• Live ticket dashboard
• User feedback emails at the completion of tickets
• Customer Satisfaction Surveys
FIGURE 1 - SAMPLE SCREENSHOT WITH REAL-TIME KPI DATA
25 8e6k. Describe your firm’s approach to providing efficient and effective IT support services. Include proposed administrative procedures, areas of responsibility, and a discussion of service delivery such as method of contact and assignments.
E&A has developed an easy-to-use system for getting support via email, phone, or chat. The majority of our clients submit tickets via email and the request is then assigned for remote or for on-site resolution based on priority and nature of the issue. Priority 1 issues get immediate attention, including regular reporting until the issue is resolved.
In addition, the Town has access to the live Portal where tickets are tracked, and tickets can be escalated if the normal SLO does not apply to that issue. 8e6l. Describe your experience in supporting a hybrid workforce (i.e., City workforce can work from City location as well as remotely)
Eaton & Associates has always supported dynamic organizations where there are various mix of onsite and remote staff. During the most recent years, we have seen that drastically change and shift to a much larger percentage of remote workers. Our experience and use of technology has proven that our team can fully support our customers through these rapid shifts and ever-changing office configurations without interruption.
8e6m. Describe your experience assisting municipal government organizations in creating/maintain strategic technology workplans.
E&A has over 30 years of experience working with Local Governments, including providing support, security services, strategic planning, installing wired and wireless networks and server virtualization and support. We have decades of experience supporting departments with the City and County of San Francisco and are currently providing managed services for the Town of Hillsborough and the Cities of Burlingame and Belmont. 8e6m1. Describe your experience aiding in developing budgets for municipal governments.
During our Quarterly Business Reviews, we will discuss recommended projects or upgrades, prioritize projects and include budget information. Also, E&A will provide annual technology road maps, including IT budgets as part of our services.
Additionally, E&A creates and continuously tracks projects on the Town’s roadmap and Strategic Plan. We provide our government clients with projects we plan to complete as well as with budgeting estimates for fiscal planning.
8e6m2. Describe your firm’s approach to project management.
At E&A we leverage the Project Management Institutes (PMI) standards. We have developed extensive templates that we use as a starting point for project charters, communication plans, issue tracking logs, risk mitigation, Gantt charts, RACI diagrams, etc. The templates and our experience allow us to quickly get appropriate documentation for IT projects in place.
26 In addition, we have PMP Certified project managers on staff with significant experience successfully implementing a wide variety of IT projects. 8e6m3. Describe how the firm will educate the Town on new technology (i.e., products or services).
This is an area where E&A can add substantial value as we provide our clients with ongoing strategic knowledge of IT related technologies and best practices. As your IT partner, we are fortunate to work with diverse organizations which enables our team to interact and have handon experience with a variety of technologies and products. This enables our team to act as a hub of IT related information allowing our team to give sound and practical advice when it comes to technology and your organization.
When we introduce a new technology, such as Office 365 or an Operating System upgrade, such as Window 10 to Windows 11, we set up a series of end user trainings that are recorded for future access, as well as basic documentation to help the users acclimate. We can also set up knowledgebase articles to provide quick answers to the most common questions.
We also recommend annual training on security best practices, which is typically self-paced computer-based learning.
8e7. Response to Appendix A Scope of Services
Eaton & Associates has read, understands, and agrees to all scope of services listed in Appendix A Scope of Services with the following clarifications:
• If work is required that is not specifically addressed in the RFP and our response, it may be a project with a separate SOW and budget.
8e7a. Appendix A Section 1 Base Services
Eaton & Associates read, understands, and agrees to provide all the requested services outlined in Appendix A
27 8e7b. Appendix A Section 2 Desktop and Server Services Eaton & Associates read, understands, and agrees to provide all the requested services outlined in Appendix A
8e7c. Appendix A Section 3 Network and Security Services Eaton & Associates read, understands, and agrees to provide all the requested services outlined in Appendix A
8e7d. Implementation project plan with a timeline to describe how the proposer will transition services from current provider.
Eaton & Associates has included the transition plan in section 8e6a 8e8. Project Services – In Appendix B the proper cost spreadsheet the City asks for pricing on possible projects. Describe below how you would implement the following projects (each of them would be separate projects):
Eaton & Associates has included a brief project description below and corresponding information in the pricing spreadsheet. A detailed scope of work will be provided upon award of the contract.
8e8a. Develop and implement a plan to migrate Town’s on-premises Exchange 2019 to Office365- Government (includes Email, Security, User training, Admin Training).
Short Project Description: Complete Office365 Readiness Assessment, Onsite Discover, and Planning; Prepare environment for an Office365 Deployment; Deploy and Configure Active Director Federation services to enable single sign on; Migration and Cutover; Post Deployment Support, User and Administrative training.
As the Town of Los Altos Hills current IT Support Vendor, we confirmed that all on-prem Microsoft Exchange services had already been migrated to Office 365. However, had that not been the cause, E&A would perform a complete discovery of the on-prem Exchange infrastructure, setup and configured a new O365 tenant, perform an Active Directory sync, and migrate all mailboxes, public folders, and security rules.
28 8e9. Appendix B Cost Sheet
8e9a. A cost sheet showing any and all charges for performing the services in the proposed scope of work
Eaton & Associates has read, understands, and agrees. Information and pricing details provided in Appendix B attachment submitted.
8e9b. Support Services – Indicate the level and nature of support available Action P1 – Critical P2 –
Important
P3 – Normal P4 – Low
Availability- NOC 24x7x365 24x7x365 24x7x365 24x7x365
AvailabilityHelpdesk24x7x365 24x7x365 24x7x365 24x7x365 Acknowledgement 15 minutes 15 minutes 30 minutes 30 minutes Status Updates 30 minutes 2 hours 8 hours 12 hours
Resolution Plan < 4 hours < 8 hours < 8 hours/NBD < 3 days 8e10. The proposal shall be signed by an individual, partner, officer, or officers authorized to execute legal documents on behalf of the vendor.
Eaton & Associates has provided a signed proposal as requested. 7a. Project Management
7a1. Proposer is expected to provide an Account Manager for the City. The Account Manager is expected to interface with the City’s designated technology liaison and management and become the main contact for the City for the duration of the project.
Eaton & Associates agrees to provide a dedicated Account Manager as the main point of contact for the duration of the project.
7a2. Project implementation will be coordinated with City schedules to minimize any disruptions to normal operations.
Eaton & Associates has extensive experience with coordinating and scheduling projects for local government agencies to minimize downtime. The E&A team has a pager-duty and NOC team that is capable of completing after-hours maintenance and projects as needed.
29 7b. Transition Plan and Implementation Schedule
7b1. Town expects the new IT provider’s transition plan to have limited impact on ongoing operations. Vendor is expected to have experience in this area and to provide City with a detailed plan to accomplish the transition from the current IT support provider to the new IT support provider, with minimized disruption to staff.
There will be no impact on the Town as E&A currently supports Los Altos Hill’s IT. 7b2. All documentation, installation, reports, and materials must be provided to Town prior to commencement of installation, followed by submission of any Moves, Adds, Changes (MAC).
Eaton & Associates has read, understands, and agrees to provide all documentation, installation, reports and materials to the Town of Los Altos Hills prior to the commencement of installation.
7b3. Proposer will be expected to interface as needed with City's telecommunication and Internet providers for any necessary changes during the transition.
Eaton & Associates has extensive experience working with telecommunication and Internet providers for local governments and understands and agrees to this requirement.
Summary and Conclusion
Eaton & Associates values being the trusted IT Partner for the Town of Los Altos Hills and appreciates the opportunity to continue the partnership. During our year of partnership, in addition to day-to day IT support, some of the completed project highlights are:
§ System Maintenance Project
§ Replaced UPS and added environmental sensors
§ Upgraded the Firewall to improve security
§ Implemented Multi-factor Authentication
§ IT Policies Revision & Implementation
§ Improved email security and deliverability via deployment of DKIM, DMARC, and ATP
§ Replace Ruckus Controller
§ Server Upgrades
§ Built an image for machine rollout
§ Centralized Adobe and Bluebeam Licenses
§ Assisted with Deployment of Security Camera
§ Assisted with E-wasting and Degaussing Hard drives
§ Continuous Maintenance and Back up Schedule
E&A plans to continue to strengthen the Town’s IT infrastructure in alignment with the Strategic Plan. We pride ourselves on our excellent technical resources, as well as our account
30 and project managers who will continue to support the Town of Los Altos Hills.
Eaton & Associates is proposing to continue delivering the services listed below:
• Help Desk and Desktop Application Support
• 24/7/365 Network Support and Administration
• 24/7/365 Managed Server Support
• Mobile Device Management
• Office 365 Administration
• Network Administration
• Security Administration
• Protection from malware and ransomware
• Managed Services Technology
• Monthly Reports and Quarterly Business Reviews
• vCIO Services for IT planning and budgeting
Eaton & Associates is pleased to be considered to continue being the Town’s trusted advising technology partner. Together, our organizations can utilize technology to improve and enhance the experience of all team members and those you serve.
31 Attachment A-Staff Qualifications
Michael Peace Senior Technical Engineer
PROFESSIONAL SKILLS
Business
A positively motivated and highly skilled technical
engineer with excellent organizational, leadership and
people skills. Eleven years of IT engineering experience with a record of accomplishment in providing excellence in technical service and support.
Specializing in building trust with stakeholders at all levels of the organization. Able to identify and capture opportunities for improvement and enhancement while
managing fluid environments.
Technical
Virtualization:
• AWS, Citrix: XenApp/XenServer, VMware, Hyper-V
• Desktop as a Service (Horizon View)
• Establishing and Maintaining virtualization
environments in various operating systems
Networking:
• Administration: (Active Directory, Exchange, DNS,
DHCP)
• Networking: (TCP/IP, VPN, LAN, WLAN, WAN)
• Managing SSL Certs
• AWS, Citrix: XenApp/XenServer, VMware, Hyper-V
• Establishing and Maintaining virtualization
environments in various operating systems
• Troubleshoot and Support: POS, Windows (XP,
VISTA, 7), Mac OS X, iPhone, Android, platforms
Hardware/Software:
• Managed migration projects to transition technical
environments
• Installing 3rd party applications (Both server and
client-based apps)
• Repairing, trouble shooting, diagnosing, installing,
maintaining, and configuring various types of
computer systems.
• Software Implementation: Windows, MS Office
(Word, Excel, Power Point, Access, Outlook)
• Server Operating Systems: (Windows Server 2008
R2, 2012, and 2016)
• SQL Management Studios
HIGHLIGHTS/CERTIFICATIONS
Ø MCPS: Microsoft Certified Professional
Ø Network+
Ø Group Policy • Content Filtering • OSI Model
Ø LAN/WLAN • Vulnerability Testing • Wireless
Ø Cabling/Topologies • PKI • Routing Protocols
Ø Exchange Server • Firewalls • TCP/IP Suite
Ø Active Directory • Smoothwall • DNS
Ø Window Server • IPSec • DHCP
Ø Infrastructure Design • Access Control • Network
Troubleshooting
Ø Disaster Recovery • VPN (ping, traceroute, netstat,
etc.)
Ø RADIUS
Ø Cisco, Meraki and Aruba experience
Ø Palo Alto network and security experience
PROFESSIONAL EXPERIENCE
As part of Eaton & Associates’ Sales and Professional
Services team, Michael is an experienced Systems
Engineer, working with clients ranging from small and
medium business to large government entities. In this role, he directly participates in projects varied from the Network upgrades to specific IT system deployments.
Michael has provided technical engineering services for his clients to include Project Management, Systems and
Network Administration, Server Migrations, Exchange to
Office 365 migrations, Additional tasks have included
installation and support of Active Directory, DHCP, DNS, ADFS, iSCSI, NPS, AWS, MS Clustering, SCCM, Cisco
Meraki MX Firewalls, MS Switches and MR Access
Points and IP Telephony
Prior to joining the Eaton team, Michael has enjoyed a
successful and broad set of experience providing technical engineering and related support services in the IT field.
32 Mohamed Shalabi CTO and Senior Network Engineer
PROFESSIONAL SKILLS
Business
A highly successful and driven technical leader, with a 10-year solid record of accomplishment in establishing
vendor relations and supporting existing organizations in achieving high levels of IT performance and growth.
Specializing in relationship building with stakeholders, high level strategic planning and quickly identifying
opportunities for improvement while managing everchanging environments. • Data reporting & interpretation
• SLA & SPI setting & management
• IT project management
• Change & risk management
• Strategic IT planning
Technical
Cloud:
• Amazon Web Services
• Microsoft Azure
• Rackspace
• OpenStack
Virtualization:
• VMWare ESX/vSphere
• Microsoft Hyper
• Desktop as a Service (Horizon View)
Networking:
• Cisco Switching and Routing
• HP Switching and Routing
• Cisco/Meraki WLAN
Data Continuity:
• Disaster recovery planning & testing
• Data backup & recovery strategies
• Access management & controls
Scripting:
• PowerShell
CERTIFICATIONS/MEMBERSHIPS
Ø CISCO Certified Network Associate (CCNA)
Ø VMWare Certified Associates 6 – VCA-DCV6
Ø AWS Certified Solution Architect – AWS-ASA
Ø Microsoft Certified Professional - MCP
PROFESSIONAL EXPERIENCE
Mr. Shalabi as part of the Eaton & Associates Managed
Services staff, performs technical & business duties for a wide array of small-medium size businesses
He was project manager responsible for Robert Stephen
Consulting, INC Virutal-2-Virtual infrastructure migration efforts focusing service deliveries and venialities, and full documenting changes in Eaton’s cloud-based
documentation system.
Mohamed was the lead network engineer responsible for
developing an overhaul of Ronald McDonald House in San
Francisco networking infrastructure including the
implementation of highly available VMWare cluster, as
well as a full migration from on-premise Exchange
communication platform to cloud-based Microsoft Office
365.
Mr. Shalabi has performed project management and
technical duties in Lennon BPO office re-location,
overseeing infrastructure, desktop, and wireless
connectivity tasks and performance
While implementing a full managed services
infrastructure, Mohamed was the primary onsite IT staff member for the Contemporary Jewish Museum (CJM) in
San Francisco. In this role he supported CJM’s IT
infrastructure and end-user support in a mixed
Windows/Mac/Linux environment including business
data/voice/desktop administration.
33 David Smart Senior Technical Engineer
PROFESSIONAL SKILLS
Business
A dynamic and highly skilled technical
engineer with excellent organizational,
leadership and people skills. 15 years of IT
experience with a record of accomplishment in
providing excellence in technical service and
support.
Specializing in building rapport with
stakeholders and end-users. Able to identify and
capture opportunities for improvement and
enhancement while managing fluid
environments.
Technical
Virtualization:
• AWS, VMware, Hyper-V
• Establishing and Maintaining
virtualization environments in various
operating systems
Networking:
• Administration: (Active Directory,
Exchange, DNS, DHCP)
• Networking: (TCP/IP, VPN, LAN,
WLAN, WAN)
• Managing SSL Certs
• Troubleshoot and Support:
Hardware/Software:
• Managed migration projects
• Installing 3rd party applications
• Configuring and implementing various
types of computer systems.
• Software Implementation: Windows, MS
Office (Word, Excel, Power Point,
Access, Outlook)
• Server Operating Systems: (Windows
Server 2008 R2, 2012, and 2016)
HIGHLIGHTS/CERTIFICATIONS
Ø Office 365 and Gsuite
Ø Group Policy • Content Filtering • OSI Model
Ø LAN/WLAN • Vulnerability Testing • Wireless
Ø Cabling/Topologies • PKI • Routing Protocols
Ø Exchange Server • Firewalls • TCP/IP Suite
Ø Active Directory • DNS
Ø Window Server • IPSec • DHCP
Ø Infrastructure Design • Access Control •
Network Troubleshooting
Ø Disaster Recovery • VPN (ping, traceroute,
netstat, etc.)
Ø Cisco, Meraki experience
Ø Palo Alto network and security experience
Ø VMWare and HyperV
PROFESSIONAL EXPERIENCE
As part of Eaton & Associates’ Professional Services
team, David is an experienced Systems Engineer, working with clients ranging from small and medium business to
large government entities. In this role, he directly
participates in projects varied from Network upgrades to specific IT system deployments.
David has provided technical engineering services for his clients to include Project Management, Systems and
Network Administration, Server Migrations, Exchange
and Office 365 management, Additional tasks have
included installation and support of Active Directory,
DHCP, DNS, AWS, MS Clustering, SCCM, Cisco Meraki
MX Firewalls, MS Switches and MR Access Points and
IP Telephony.
AGREEMENT
THIS AGREEMENT is made and entered into on the 15th day of June, 2023 by and between the TOWN OF LOS ALTOS HILLS (hereinafter referred to as "TOWN") and Eaton & Associates (hereinafter referred to as "CONTRACTOR"). In consideration of their mutual covenants, the parties hereto agree as follows:
1. CONTRACTOR. Shall provide or furnish the following specified services and/or materials:
Exhibit A
2. EXHIBITS. The following attached exhibits are hereby incorporated into and made a part of this Agreement:
Proposal from CONTRACTOR dated June 6, 2023
3. TERMS. The services and/or materials furnished under this Agreement shall commence July 1, 2023 and shall be completed by June 30, 2025, with an option to extend two additional years unless terminated pursuant to Section 5(f).
4. COMPENSATION. For the full performance of this Agreement:
a. TOWN shall pay CONTRACTOR an amount not to exceed Two Hundred and Sixteen Thousand and One Hundred and Twenty dollars and 00 cents ($216,120) for IT Managed Services and an option for on-site services not to exceed Eighty Nine Thousand and Two Hundred Eighty dollars 00 cents ($89,280) within thirty (30) days following receipt of invoice and completion/delivery of services/goods as detailed in Sections 1, 2, and 3 of this Agreement and only upon satisfactory delivery/completion of goods/services in a manner consistent with professional/industry standards for the area in which CONTRACTOR operates.
TOWN is not responsible for paying for any work done by CONTRACTOR or any subcontractor above and beyond the not to exceed amount without written prior approval from the contract administrator in Section 5(h). Any special projects will adhere to the below hourly rate:
Resource Rate
Workstation/Desktop Support EnQineer $95-$135/hour
Server/Network EnQineer $155-$235/hour
Architect/CTO $235-$265/hour
Project ManaQer $150-$175/hour
b. Town shall not reimburse for any of CONTRACTOR's costs or expenses to deliver any services/goods. Town shall not be responsible for any interest or late charges on any payments from Town to CONTRACTOR.
Town of Los Altos Hills
Short form
Updated 4/26/22
Attachment 2
c. CONTRACTOR is responsible for monitoring its own forces/employees/agents/ subcontractors to ensure delivery of goods/services within the terms of this Agreement. TOWN will not accept or compensate CONTRACTOR for incomplete goods/services.
5. GENERAL TERMS AND CONDITIONS.
a. HOLD HARMLESS. CONTRACTOR agrees to indemnify, defend and hold harmless the TOWN, its officers, agents and employees from any and all demands, claims or liability of personal injury (including death) and property damage of any nature, caused by or arising out of the performance of CONTRACTOR under this Agreement. With regard to CONTRACTOR'S work product, CONTRACTOR agrees to indemnify, defend and hold harmless the TOWN, its officers, agents and employees from any and all demands, claims or liability of any nature to the extent caused by the negligent performance of CONTRACTOR under this Agreement. b. INSURANCE. CONTRACTOR shall file with the TOWN a certificate of insurance before commencing any services under this Agreement as follows:
i. WORKERS COMPENSATION INSURANCE: Minimum statutory limits. ii. COMMERCIAL GENERAL LIABILITY AND PROPERTY DAMAGE
INSURANCE: General Liability and Property Damage Combined. $2,000,000.00 per occurrence including comprehensive form, personal injury, broad form personal damage, contractual and
premises/operation, all on an occurrence basis. If an aggregate limit exists, it shall apply separately or be no less than two (2) times the occurrence limit.
iii. AUTOMOBILE INSURANCE: $1,000,000.00 per occurrence. iv. ERRORS AND OMISSIONS INSURANCE: $2,000,000.00 aggregate. v. NOTICE OF CANCELLATION: The City requires 30 days written notice of cancellation. Additionally, the notice statement on the certificate should not include the wording "endeavor to" or "but failure to mail such notice shall impose no obligation or liability of any kind upon the company, its agents or representatives."
vi. CERTIFICATE OF INSURANCE: Prior to commencement of services, evidence of insurance coverage must be shown by a properly executed certificate of insurance and it shall name "The Town of Los Altos Hills, its elective and appointed officers, employees, and volunteers" as additional insureds.
vii. To prevent delay and ensure compliance with this Agreement, the insurance certificates and endorsements must be submitted to:
Town of Los Altos Hills Short fonn
Updated 4/26/22
Town of Los Altos Hills
26379 Fremont Road
Los Altos Hills, CA 94022
c. NON-DISCRIMINATION. No discrimination shall be made in the employment of persons under this Agreement because of the race, color, national origin, age, ancestry, religion or sex of such person.
d. INTEREST OF CONTRACTOR. It is understood and agreed that this Agreement is not a contract of employment and does not create an employer-employee relationship between the TOWN and CONTRACTOR. At all times CONTRACTOR shall be an independent contractor and CONTRACTOR is not authorized to bind the TOWN to any contracts or other obligations without the express written consent of the TOWN. In executing this Agreement, CONTRACTOR certifies that no one who has or will have any financial interest under this Agreement is an officer or employee of TOWN. e. CHANGES. This Agreement shall not be assigned or transferred without advance written consent of the TOWN. No changes or variations of any kind are authorized without the written consent of the City Manager. This Agreement may only be amended by a written instrument signed by both parties. f. TERMINATION. This Agreement may be terminated by TOWN upon sixty (60) days written notice to CONTRACTOR. Monies owed for work satisfactorily completed shall be paid to CONTRACTOR after the Town has received full documentation of procedures, status and access credentials, at termination of the contract.
g. RECORDS. All reports, data, maps, models, charts, studies, surveys, calculations, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that are prepared or obtained pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the TOWN. CONTRACTOR hereby agrees to deliver those documents to the TOWN at any time upon demand of the TOWN. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the TOWN and are not necessarily suitable for any future or other use. Failure by CONTRACTOR to deliver these documents to the TOWN within a reasonable time period or as specified by the · TOWN shall be a material breach of this Agreement. TOWN and CONTRACTOR agree that until final approval by TOWN, all data, plans, specifications, reports and other documents are preliminary drafts not kept by the TOWN in the ordinary course of business and will not be disclosed to third parties without prior written consent of both parties. All work products submitted to the TOWN pursuant to this Agreement shall be deemed a "work for hire." Upon submission of any work for hire pursuant to this Agreement, and acceptance by the TOWN as complete, nonTown of Los Altos Hills Shortfonn
Updated 4/26122
exclusive title to copyright of said work for hire shall transfer to the TOWN. The compensation recited in Section 4 shall be deemed to be sufficient consideration for said transfer of copyright. CONTRACTOR retains the right to use any project records, documents and materials for marketing of their professional services. h. CONTRACT ADMINISTRATION. The TOWN hereby designates Sarina Revillar, Administrative Services Director and the City Manager as Contract Administrator for this agreement. The CONTRACTOR shall only take direction regarding the services provided under this Agreement from the Contract Administrator.
Furthermore, CONTRACTOR agrees that the Contract Administrator shall be included in any meeting, teleconference or written communication between any Town representative including Committee members and the CONTRACTOR. The TOWN may modify the Contract Administrator at any time upon providing written notice to the CONTRACTOR.
i. ENTIRE AGREEMENT. This Agreement represents the entire agreement between the Parties. Any ambiguities or disputed terms between this Agreement and any attached Exhibits shall be interpreted according to the language in this Agreement and not the Exhibits.
6. INVOICING. Send all invoices to the contract coordinator at the address below.
This Agreement shall become effective upon its approval and execution by TOWN. In witness whereof, the parties have executed this Agreement the day and year first written above.
CONTRACT COORDINATOR and
representative for TOWN:
Sarina Revillar
Administrative Services Director
Town of Los Altos Hills
26379 Fremont Road
Los Altos Hills, CA 94022
Town of Los Altos Hills
Shortfonn
Updated 4/26/22
CONTRACTOR:
By:
Sig ture D te
·Jo~v\ 6.-\--oV\ 1 Ci;O
Print name, Title
TOWN OF LOS ALTOS HILLS:
By:
Peter Pirnejad, City Manager Date
1 Wed, June 1, 2023
Technology Standing Committee
Meeting Minutes
Committee meetings are held in-person. As a courtesy, and in compliance with applicable state law, staff and members of the public may participate in the meeting in person at Town Hall or virtually via Zoom Video Conference.
To attend the meeting in person: Town Council Chambers, 26379 Fremont Road, Los Altos Hills, CA 94022
To provide Public Comment in person: Members of the public wishing to speak are requested to raise their hand during the time for public comment.
To participate via Zoom Video Conference, please use the meeting information below:
If you wish to submit a public comment during the meeting, please use the following information.
Before speaking, please identify yourself by name and where you reside.
Members of the public may participate and provide public comments in person or online meetings as follows: https://us02web.zoom.us/j/84031233243?pwd=alJuaGRpeDBqSnd0QXF0eFFhZ1V2UT09 Meeting ID: 840 3123 3243 Passcode: 673521 +16699006833,,84031233243# US (San Jose) Before speaking, please identify yourself by name and where you reside.
Note: All votes shall be made by roll call and individual votes will be stated in the minutes
1. Roll Call; Committee Membership
a. Members:
Rajiv Bhateja Chair, William Coughran Vice Chair, Ameesh Divatia, Ron Haley, Annie Ju, George Lee b. Associate Members: Andreas Bibl, John Swan
c. Council Liaison: Stan Mok
2. Public Comment (up to 3 minutes each)
3. Approval of prior meeting minutes (10 min to here)
4. Nomination and Motion for Associate Member Lew Jamison
5. Re-assessment of bids submitted in response to IT Services RFP (40 min)
6. Review of Town Picnic plans (10 min)
7. Lower cost options for minimal AV system upgrades (15 min)
8. Power resiliency options (15 min)
9. Adjourn
DRAFT
Attachment 3
2 1. Roll Call
Members present:
• Rajiv Bhateja
• Ameesh Divatia
• Ron Haley
• John Swan
• Bill Coughran
• George Lee (5:45 pm)
Member of the public: Neil Katin
Gabrielle Nelson, Mohammad Shalaby, John Eaton, Eaton & Associates Council Liaison: Stan Mok
Town Staff: Sarina Revillar
2. Approval of Minutes: 5/10/2023 Meeting
Motion Approve minutes
Moved by: Ron
Seconded: John
Roll Call: Yes No Abstain
Ameesh X
Rajiv X
John X
Bill X
Ron X
Passes
unanimously
3. Discussion about IT proposal
a. Committee discussed the proposals in detail
b. Eaton justifies their proposal that as more comprehensive c. Stepford’s proposal is lower in price so needs to be considered Motion:
Motion Technology Committee resolves to ask Eaton for a ‘best and final’ offer and we check references for Stepf0rd and make a recommendation to Town Council
Moved by: Rajiv
Seconded: John
Roll Call: Yes No Abstain
Ameesh X
Rajiv X
John X
Bill X
Ron X
George X
Passes
unanimously
4. Update for AV Upgrade project
DRAFT
3 a. Meeting tomorrow at Town Hall
b. Serina
i. $50K design
ii. $450K equipment
iii. Request to reduce the budget
c.Rajiv
i. Need to know what is broken
d.Serina
i. Comcast franchise fees
ii. PEG fees – Govt communications
1. $2,500 a quarter
iii. Use the franchise fees + PEG fees for upgrades
5. LAH Town Picnic planning
Motion Form an ad-doc committee for A/V – Ameesh, George Moved by: Annie
Seconded: Rajiv
Roll Call: Yes No Abstain
Ameesh X
Rajiv X
George X
Annie X
Passes
unanimously
6. Adjourn
DRAFT
HOURLY RATES All About IT ComputerLand Eaton & Assoc PACE Sharp Bus Sys SMS DataCtr Stepford 1st yr Hours/month Onsite support $150.00 $125.00 $155.00 $200.00 $165.00 $145.00 $160.00 24 required Project work $65.00 $200.00 $155.00 $200.00 $165.00 $181.25 $160.00 3 est After hours support $150.00 $187.50 $0.00 $250.00 $245.00 $0.00 $225.00 2 est MANAGED SERVICES ($ per month)
Onsite support (24 hrs* Onsite Hourly Rate) $3,600.00 $3,000.00 $3,720.00 $4,680.00 $3,960.00 $2,625.00 $3,840.00 Desktop/User Device Support (9-5 M-F ex hol) $1,600.00 $4,725.00 $2,650.00 $4,275.00 $3,375.00 $1,865.00 Network/Devices mgmt & support $0.00 $4,060.00 $6,105.00 $6,460.00 $3,662.00 $2,880.00 MONTHLY COST (sum of above 3 rows) $5,200.00 $11,785.00 $12,475.00 $15,415.00 $10,870.00 $9,662.00 $8,585.00 YEAR 1 COST $62,400.00 $141,420.00 $149,700.00 $184,980.00 $130,440.00 $115,944.00 $103,020.00 YEAR 2 COST INCREASE $0.00 $0.00 $6,000.00 $0.00 $0.00 $0.00 $0.00 Non-recurring costs (transition), NRC [1st yr only] $0.00 $11,785.00 $0.00 $0.00 $11,220.00 $3,600.00 $0.00 2-YEAR TOTAL COST $124,800.00 $282,840.00 $305,400.00 $369,960.00 $260,880.00 $231,888.00 $206,040.00 COMMENTS No municipal
customers. No
Bay Area
presence
(need to hire)
Incumbent
provider
High bidder No Increase in
Year 3.
Need additional
backup appliance:
$10000, Physical
sensor: $1400
No increase in
Year 3
$6,910.00
Attachment 4
From: Rajiv Bhateja
To: City Council
Subject: Technology Committee Input on IT Services Vendor Date: Wednesday, June 14, 2023 9:47:01 PM
Respected City Council Members,
The Technology Committee has completed its final review of the bids submitted via the RFP process.
We have done a lot of due diligence including interviewing vendors, assessing their expertise, responsiveness, experience with municipal customers and customer references.
Below is the motion approved unanimously by the committee:
The Technology Committee resolves to recommend that the Town accept the Stepford proposal resulting in savings of $100,000 over two years to the Town for providing IT services.
Further details are below for your reference.
Respectfully,
Rajiv
========================================================================== Summary of Input from the Technology Committee
· The Technology Committee evaluated bids from All About IT, ComputerLand, Eaton & Associates, PACE, Sharp Business Systems, SMS Datacenter and Stepford · All About IT was by far the low bidder ($62.4K/yr) but they lacked municipal clientele and did not have a local (Bay Area) presence
· Of the other bids we focused on Eaton and Stepford, having eliminated other vendors for various factors including cost
· Stepford serves several Bay Area cities & towns (Colma, Millbrae, Woodside, Portola Valley) and public agencies
(Central County Fire Department, Menlo Park Fire Department, Mid Peninsula Water District, North County Fire Authority,
Purissima Hills Water District, West Valley Sanitation District, Woodside Fire Protection District)
· We checked Stepford’s customer references and they have been superior, both technically and as someone to do business with [see Stepford Reference Checks below] · Eaton’s (discounted) bid is $149.7K for year 1, and $155.7K for year two. (We do not have a projection for year 3.)
Stepford’s bid is $103K flat for 3 years. They have waived transition costs given a 2- year contract.
· Thus, Stepford is 2/3 the cost Eaton ($206K vs $305K) over 2 years and would save the town ~$100K over 2 years and over $150K over 3 years
· Given that both companies are judged fully capable, the major considerations are transition impact and cost.
· Transition is primarily done between vendors. The impact on staff consists of getting a contract done and using the new phone and email for support.
Stepford has indicated that it plans to have someone onsite for the first week to ensure a smooth transition at no cost to the town.
· Stepford is perfectly capable of executing on the IT Strategic Plan put together by Reichental & Associates
· The premise of an RFP process is the use of objective criteria to identify the vendor who best meets our needs.
· The Technology Committee believes that Stepford will well meet the needs of the Supplemental No. 1
AGENDA ITEM #5.A
Distributed 6/15/23
town at a savings of $50,000 per year vs. Eaton
· The savings could be utilized for additional IT projects or other town priorities · The committee unanimously recommends Stepford as the IT vendor of choice Stepford Reference Checks
1. Mike Sung, Finance Director, City of Millbrae
Had Stepford for 6+ years (before he got there)
Stable provider
Never had a surprise bill
Responsive for customer support
Pro-active about cybersecurity
System maintenance is transparent
No unscheduled/unexpected downtime
2. Phil Witt, GM, Purissima Hills Water District
Had Stepford for 13 years
Very happy with them
Example: Current servers are at the end of life, so upgrading Stepford implementing new servers: moving to cloud
Stepford’s hosting offer had a very good price: $3200. Amazon was $5200.
Security is well-implemented and already in place.
Example: Quickbooks upgrade situation
Needed to upgrade software but hardware wasn’t updated yet (budget constraints).
Stepford helped out by hosting files on their own servers, providing a no-cost stepping stone.
This was handled in days.
Cloud-based files are hosted in an offsite datacenter.
Q. How has backup/recovery worked (recover deleted file, etc.)? A. Recovery has been seamless (hours).
Open ticket responsiveness? Ticketing system is effective. Stepford is very responsive.
Billing surprises?
No surprises with billing. No unexpected charges -- if anything it's the other way around.
Example: Stepford upgraded PHWD boardroom to hybrid.
PHWD budgeted: $10K budget, Stepford completed at $8K
Deployed 65-inch monitor, voice-following camera. Has a scaler (fits image to TV).
All phones are VOIP, managed by Stepford
Stepford works very well with various agencies and vendors.
They build personal relationships with customers.
Owners visit and check in regularly (quarterly).
Stepford gave PHWD a tour of their office and offsite facilities.
They have emergency backup power at their offsite.
They exceed grand jury requirements for cybersecurity.
Experienced with ransomware protections.
3. Pak Lin, Treasurer, Town of Colma (formerly Town of LAH) Stepford has provided IT Services to Colma, 10+ years
Do enjoy working with them
Bosses/owners are very responsive. Usually within a day. Communicate very well.
Polite and respectful.
They are a team, so have multiple resources to access.
Troubleshooting:
Really good people on staff.
Billing:
Never had a situation of unexpected charge. Very transparent.
For renewals/upgrades like firewall, antivirus, etc., they provide a PO and ask town to authorize
Never had any bill for any extras.
They are budget-sensitive, looking for ways to save the town money.
They ask if the work can be done when they come onsite (to save town $).
During COVID town’s needs changed. Stepford was willing to alter the contract to help the town stay within budget.
Onsite: 4 times/month (weekly schedule), 4 hour chunks
Very flexible in working with the town
They handle Public Records Request email scans as part of routine support. [After hours expenses are due to the police department’s needs.] Cybersecurity: up to date on new products. Provide town with recommendations.
They do security and redundancy audits. Work with the customer on adoption timing.
Staff turnover:
Some during COVID but not that many. Usually get the same people.
Support queue responsiveness: based on importance.
System failures?
No issues. They replicate server data locally & offsite.
Have multiple offsite backups.
Had 1 major interruption (server was old). Resolved very efficiently.
This was during COVID, not their fault (MSFT issue).
Stepford provides the town with weekly and monthly status by system: red, yellow, green.
TOWN OF LOS ALTOS HILLS June 15, 2023
Staff Report to the City Council
SUBJECT: RESOLUTION APPROVING AND ADOPTING A TRAVEL
POLICY
FROM: Sarina Revillar, Administrative Services Director APPROVED: Peter Pirnejad, City Manager
RECOMMENDATION: That the City Council:
Approve a Resolution to adopt a Travel Policy.
BACKGROUND:
The Town currently does not have a Travel Policy. A Travel Policy is a set of guidelines and rules established to govern employees traveling for business purposes. The policy outlines the Town’s expectations and procedures related to travel expenses, booking accommodations and transportation, and ensuring the safety and well-being of employees while traveling.
DISCUSSION:
The policy identifies the Town’s preferred methods for booking flights, hotels, and other travel arrangements. It outlines the process for obtaining approval before traveling and provides guidelines on eligible expenses and the process for reimbursement. Required travel documentation is outlined in the policy for recordkeeping requirements for employees to maintain during their travels.
ENVIRONMENTAL REVIEW:
This action does not qualify as a “Project” as defined in California Government Code Section 15378(b) of the Guidelines for California Environmental Quality Act. 2023 CITY COUNCIL WORK PLAN:
Creating a Travel Policy was identified as one of the goals under the Value/Priority Area named Increase Effective Service Delivery & Governance in the Council adopted 2023 Work Plan.
FISCAL IMPACT:
There is no fiscal impact to approve the Travel Policy.
AGENDA ITEM #6.A
S.R.
P.P.
Staff Report to City Council Page 2
Travel Policy
June 15, 2023
ATTACHMENTS:
1. Resolution
RESOLUTION xx-23
A RESOLUTION OF THE CITY COUNCIL OF THE TOWN OF LOS ALTOS HILLS
APPROVES THE TRAVEL POLICY
WHEREAS, the Travel Policy sets guidelines and rules to govern employees traveling for business purposes; and
WHEREAS, the Town’s preferred methods for booking flights, hotels, and other travel arrangements; and
WHEREAS, the Town will allow international or out-of-state travel for any event or activity with the Department Head, City Manager and City Council approving international travel and the Department Head and City Manager approving out-of-state travel; and WHEREAS, the City Council can travel internationally or out-of-state as long as approved at a City Council meeting; and
WHEREAS, the Town’s required travel documentation is outlined in the Travel policy (Attachment A); and
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the Town of Los Altos Hills approves the Travel Policy.
The above and foregoing Resolution was passed and adopted by the City Council of the Town of Los Altos Hills at a special meeting held on 15th day of June 2023 by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
BY: _______________________________
Linda Swan, Mayor
ATTEST:
______________________________
Deborah Padovan, City Clerk
Attachment 1
ATTACHMENT A
Town of Los Altos Hills June 2023
Travel Policy 1
TRAVEL AND EXPENSE POLICY
PURPOSE
Town travel should be for business and training purposes that is of value to the Town and its residents.
All expenses incurred while on Town business should constitute reasonable and practical use of public funds. When traveling, employees shall choose the most efficient, direct and economical travel options available.
POLICY
The purpose of this policy is to establish business travel guidelines for Town employees that are fair, accountable, and transparent. This policy addresses the criteria for Town payment of travel expenses and/or advances incurred by the Town employee.
I. GENERAL GUILDELINES
A. Authorized expenses shall include, but are not limited to, authorized business expenses incurred while engaging and/or participating in the following activities and/or events, which meet the criteria listed below:
1. The seminar, meeting, function, certification training or conference is mandatory or necessary to accomplish key Town or employee goals and objectives. Such activities include, but are not limited to:
a. Participating in and attending meetings of regional, state and national organizations whose activities affect the Town’s interests. b. Attending educational seminars designed to improve skill and information levels.
c. Attending business meetings, functions of local civic or community organizations where there is a clear nexus between the event and Town employee duty, i.e., not purely social events.
ATTACHMENT A
Town of Los Altos Hills June 2023
Travel Policy 2
2. If the training location requires an overnight stay, efforts should be made to ensure no local option is available. Government rates should be used when available. Attendance at conferences and travel time to and from the conference must receive prior approval from the employee's supervisor. If the employee is eligible for overtime or compensatory time accrual during the travel time and conference event, wages will be calculated in accordance with FLSA requirements. Lodging at conference sponsored or group rate discount are to be utilized.
3. Registration fees will be fully paid by the Town via check (as the preferred method of payment) or credit card (if check is not viable). Any discounts offered for early registration or attendance by additional people should be obtained whenever possible.
4. International travel for any event or activity requested by staff requires Department Head, City Manager and City Council approval while out-of-state travel for any event or activity shall be authorized first by the department head and then by the City Manager.
5. Any City Council members requesting out-of-state travel or international travel for any event or activity shall be approved at a City Council meeting.
B. The following are examples, but not all inclusive, of personal expenses for which the Town will not reimburse the employee, even when incurred in conjunction with approved reimbursable expenses:
• Expenses incurred as a result of supplemental personal travel. • Political or charitable contributions or events.
• Family or companion expenses, including those related to child or pet care. • Entertainment expenses
• Meals for any person other than the employee.
• Non-mileage personal automobile expenses, including repairs, traffic citations, insurance, or gasoline.
• Personal losses incurred while on Town business.
• Inaccurate receipts that are greater than the reimbursable cost of the item. • Alcohol
C. Payments for travel and expenses may be requested as an advance, prepayment, or reimbursement of appropriate expenses for lodging, food, transportation, and incidental expenses. Reimbursement of expenses may be made only for Town employees; no reimbursement is allowed for non-employees accompanying the attendee.
ATTACHMENT A
Town of Los Altos Hills June 2023
Travel Policy 3
D. All reimbursement claims or advances for travel and expenses (including registration) shall be accompanied by sufficient supporting documentation including original receipts, copies of registration forms, invoices, cancelled checks or notation for any receipts that are lost.
E. All claims for travel and expenses shall be signed by the employee’s supervisor and Department Head or his/her designee.
II. TRANSPORTION
A. Airfare
1. Use of air, train, private automobile, or other mode of transportation shall be selected based on the least expensive option for the Town. Government and group rates should be used when available.
2. Transportation costs to and from the authorized destination will not exceed advance purchase economy class airfare unless such fare is not available. Employees shall inquire as to any government discount the airline may provide. The Town will not pay for upgrades (e.g. seat upgrades or early boarding options) without prior approval from the City Manager or his/her designee.
B. Automobile
1. Town vehicles should be used whenever possible (no more than 1 day conferences) by employees who are not receiving auto allowance. No allowance or reimbursement for transportation is authorized when a City vehicle is used (except for road toll fees).
2. No allowance or reimbursement for transportation is authorized when a Town vehicle is used.
3. When two (2) or more employees are traveling by vehicle, the employees should make every effort to travel together.
4. Automobile mileage will be reimbursed at the rate set by the Internal Revenue Service (IRS) in effect at the time of travel and will be reimbursed for the distance between home and the destination or work and the destination, whichever is less. Finance shall be responsible for determining the applicable rate at the time of travel. This amount does not include bridge and road tolls, which are reimbursable at actual rates. Any employee in a management position who receives a vehicle allowance is not eligible for mileage reimbursement. Mileage reimbursement should be submitted within thirty (30) days of travel.
ATTACHMENT A
Town of Los Altos Hills June 2023
Travel Policy 4
5. If a personal vehicle is used to and from the airport, the actual mileage will be reimbursed. Parking at the airport will be reimbursed or a shuttle to and from the airport.
It is encouraged that the cheaper of the two options be used.
6. The necessity for a rental car must be established and authorized in advance by the City Manager or his/her designee. Only economy car models may be rented unless the upgrade is provided at no additional cost to the Town. Prepaid gas is not to be selected, but optional insurance is required and will be reimbursed. The employee is required to notify the Town’s Risk Manager and their supervisor, immediately, in the event of any incident or accident related to the rental vehicle. If and when available a police report should also be obtained if involved in a vehicle accident. When 2 or more employees are attending the same training, the rental vehicle, if approved, should be shared.
C. Taxis/Shuttles
1. Whenever possible, hotel courtesy buses or local shuttle services should be used.
Taxi service or Ride Share should be used only when no other convenient, less costly transportation is available.
III. LODGING
A. No lodging expenses incurred by employees within a 50-mile radius will be reimbursed unless there are extenuating circumstances and approved prior by City Manager or his/her designee approval.
B. Lodging expenses may be prepaid directly to the hotel or reimbursed. Prepayment or reimbursement will be limited to single occupant room rates. Lodging reimbursement shall not exceed conference hotel cost or host group rate with the exception the lodging is not available. No reimbursement will be made when lodging is at a family/friend’s residence.
IV. MEAL COSTS
A. The Town will reimburse meal expenses with a detailed valid receipt. In addition, when an employee attends a conference which includes a meal, the employee is not inclined to eat what is provided at the conference or the time of day the meal is provided the Town will reimburse the employee.
V. MISCELLANEOUS EXPENSES
A. Expenses related to Town business will be reimbursed for actual telephone, fax, parking expenses, tolls, tipping, taxi, hotel wireless charges, or other reasonable expenses.
Miscellaneous expenses must be itemized, and receipts must be provided. Where receipts are not available, a signed declaration of expenditures may be accepted by the Administrative Services Director or designee at their discretion.
ATTACHMENT A
Town of Los Altos Hills June 2023
Travel Policy 5
B. Incidental expenses incurred for fees and tips given to porters, baggage carriers and hotel staff will be reimbursed up to the General Service Administration (GSA) limit (currently at $5 per day).
C. Personal expenses (e.g. shoe shine, in-room entertainment, personal phone calls, traffic fines, etc.) are not reimbursable.
D. If a personal side trip is planned, the Town will reimburse not more than the advance purchase economy class airfare to and from the original destination. Any additional costs related to personal travel will not be reimbursed by the Town.
E. If a companion accompanies an employee, only the business cost incurred by the employee will be reimbursed. All costs incurred in addition to the employee costs will not be reimbursed by the Town.
VI. BUSINESS MEETING EXPENSES
A. The itemized meal receipts shall include the amount of the expense, the date and place of the expense, the business purpose, and who attended the business meeting.
B. Meals will only be reimbursed for the cost(s) of the eligible item on the meal receipt.
Overcharged amounts will not be reimbursed.
C. Meal reimbursement should be submitted within 30 business days of the meeting.
PROCEDURE
Employee
1. Discuss planned travel and expenses with immediate supervisor.
2. Obtain prior authorization for any nonstandard expenses (i.e., rental car, travel by air, etc.) by filling out the Travel Authorization form located in :/common/LAH forms.
3. Submit requests for registration and any advances or prepaid items within the standard disbursement time period.
4. Within 30 business days after the employee’s return from a trip, a Statement of Travel Expenses (travel and expense report) must be filed with the Finance Division complete with the proper signing authority. The form is located in:\common\LAH forms.
5. All Statement of Travel Expenses shall include copies of documentation of previous prepayments or advances made, including registration, airfare, hotel, training agenda, etc.
ATTACHMENT A
Town of Los Altos Hills June 2023
Travel Policy 6
Finance
1. Receives completed Statement of Travel Expenses from department.
2. Reviews requested prepayments, advances and reimbursements related to travel. Checks the budget for consistency with budgeted funds.
3. Process Statement of Travel Expenses and provides payment for advances, prepayments or reimbursements.
_______________________
Peter Pirnejad, City Manager
June 2023
1 TOWN OF LOS ALTOS HILLS June 15, 2023
Staff Report to the City Council
SUBJECT: RESOLUTION APPROVING AND ADOPTING THE TOWN OF LOS
ALTOS HILLS FINANCIAL POLICY
FROM: Sarina Revillar, Administrative Services Director APPROVED: Peter Pirnejad, City Manager
RECOMMENDATION: That the City Council:
Adopt resolution and approve the Town of Los Altos Hills Financial Policy.
BACKGROUND:
A government financial policy refers to the set of strategies, decisions, and actions taken by a government to manage its finances and achieve specific economic objectives. Formally adopted financial policies assist elected officials and staff in saving time and energy in making financial decisions, promoting public confidence, and the development of fiscal management practices.
The primary goals of a government financial policy include maintaining fiscal sustainability, promoting economic growth, managing public debt, and ensuring the efficient allocation of resources. During the interim audit conducted in March 2023, the auditor recommended the Town establish a financial policy to include the capitalization of assets and leases.
DISCUSSION:
This policy will be reviewed annually during the Annual Comprehensive Financial Reporting (ACFR) process to ensure conformance with the Town’s goals and objectives and compliance with any changes in regulations or standards. The Finance & Investment Committee will include the review of this policy as part of their annual work plan. The FIC reviewed the draft Financial Policy at their June 9, 2023 committee meeting and made suggested changes to staff. (Attachment 3).
ENVIRONMENTAL REVIEW:
This action does not qualify as a “Project” as defined in California Government Code Section 15378(b) of the Guidelines for California Environmental Quality Act.
AGENDA ITEM #6.B
Distributed 6/12/23
S.R.
P.P.
Staff Report to City Council Page 2
Financial Policy
June 15, 2023
2 2023 CITY COUNCIL WORK PLAN:
Creating a Financial Policy was identified as one of the goals under the Value/Priority Area named Increase Effective Service Delivery & Governance in the Council adopted 2023 Work Plan.
FISCAL IMPACT:
There is no fiscal impact for adopting this policy.
ATTACHMENTS
1. Resolution
2. FIC Agenda
3. FIC Redline of the Financial Policy
RESOLUTION xx-23
A RESOLUTION OF THE CITY COUNCIL OF THE TOWN OF LOS ALTOS HILLS
APPROVES FINANCIAL POLICY
WHEREAS, financial policy refers to the set of strategies, decisions, and actions taken by the Town to manage its finances and achieve specific economic objectives; and WHEREAS, assists elected officials and staff in saving time and energy in making financial decisions, promoting public confidence, and the development of fiscal management practices; and WHEREAS, the FIC will review the Financial Policy annually during the Annual Comprehensive Financial Reporting (ACFR) process and include in their annual work plan; and NOW, THEREFORE, BE IT RESOLVED, by the City Council of the Town of Los Altos Hills approves and adopts the Financial Policy (Attachment A).
The above and foregoing Resolution was passed and adopted by the City Council of the Town of Los Altos Hills at a special meeting held on 15th day of June 2023 by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
BY: _______________________________
Linda Swan, Mayor
ATTEST:
______________________________
Deborah Padovan, City Clerk
Attachment 1
Finance and Investment Committee Special Meeting Agenda ZOOM Teleconference call - instructions below
Friday, June 9, 2023, 4:00 p.m. Council Chambers
Committee Meetings are held in person. As a courtesy, and in compliance with applicable state law, staff and members of the public may participate in the meeting in person at Town Hall or via Zoom Video Conference.
To attend the meeting in person: City Council Chambers Conference Room, 26379 Fremont Road, Los Altos Hills, CA 94022
To provide Public Comment in person: Members of the public wishing to speak are requested to raise their hand during the time for public comment.
To provide Public Comment in the meeting via Zoom: please follow the instructions below:
If you wish to submit a public comment during the meeting, please use the following information. Before speaking, please identify yourself by name and where you reside.
The Committee meeting will be held via zoom from the following location (Council Chambers – see above):
Zoom address:
https://us02web.zoom.us/j/84026953737?pwd=SUxxVytkL3h5ODgvdENnNnVWSC91Zz09 Meeting ID: 840 2695 3737
Passcode: 94022
Phone Number: +1 669 900 6833 US (San Jose)
1. Roll call (introduction of guests in audience, if any)Introductions:
2. Approval of minutes – FIC Meeting, Monday, May 8, 2023.
3. Nomination of Chris Nam as Associate Member of FIC
4. Review of Reserve Policy and Calculations
5. Review of Financial Policy
6. Report on Finance activities of interest – Sarina Revillar
7. Report on recent town activities of interest- City Manager Pirnejad
8. Report on recent Council activities of interest – Mayor Swan
9. Next FIC meeting: TBD
10.Topics for future meetings including: Workers comp rates; Review of long-term capital plans and related policies; Review Finance Department quarterly report on financial controls; Accounting policy review
11. Presentations from the floor
12. Adjournment
Attachment 2
Notice to the Public
Any writings or documents provided to the Finance and Investment Committee regarding any item on the open session portion of the agenda will be made available for public inspection at the Town Clerk’s office, 26379 Fremont Road, Los Altos Hills during normal business hours.
Distribution:
Public posting by Deborah Padovan
Email distribution by Deborah Padovan to Committee members and other invited attendees:
Linda Swan Tyson (Mayor), Peter Pirnejad, (Town Manager), Committee Members: Nathan Blair, Allan Epstein, Cheryl Evans, Kjell Karlsson, Jim Lai (Associate Member), Frank Lloyd (Associate Member), Susan Mason, Christopher Nam (prospective associate member), Medha Rishi (associate member), Michele Raffin, Roddy Sloss,
Attachments (correspond to agenda item #):
2. Draft Minutes for Monday May 8, 2023 meeting
4. Draft Reserve policy (Clean Version) (Redlined Version) (Reserve Policy Calcs)
5. Draft Financial policy
Town of Los Altos Hills June 2023
Financial Policy 1
The Town of Los Altos Hills Financial Policy
This document establishes policies and practices for the Town of Los Altos Hills that provides financial information and manages its financial resources. As well as establishing and maintaining prudent fund balance levels, financial reporting, and investment policies that are in accordance with State Law. Formally adopted financial policies assist elected officials and staff in saving time and energy in making financial decisions, promoting public confidence, and the development of sound fiscal management practices.
In contrast to larger public agencies, the Town of Los Altos Hills is a small town as measured by geography, population, staff, the absence of commercial businesses, and employees who perform fire, policing, water, and sewer services (which are provided by independent third parties.) It has a volunteer, resident elected, five-member Council who are subject to term limits and operates under a Council – City Manager form of government. Town has many volunteer resident committees appointed by Town Council to limited terms, who advise the Council on financial matters, recreation and hospitality events, land development, technology and environmental issues. Town staff perform planning and building functions, financial functions, maintenance of pathways, and contract for policing, trash removal, street maintenance, legal services, electronic recordkeeping, and recurring specialty services such as review of resident submitted building plans, town news media, treasury, insurance, and other occasional specialty needs.
While these policies will be updated intermittently, they provide the basic framework for many of the financial decisions that will be addressed by the Town. Support long-term planning and enhance the Town’s effectiveness.
This policy will be reviewed annually during the ACFR process to ensure conformance with the Town’s goals and objectives and compliance with any changes in regulations or standards. In conjunction with the annual policy review, the Administrative Services Director will include updated calculated thresholds, review of use and replenishment of the reserves, and any anticipated changes to be included in the annual ACFR preparations.
FINANCIAL CONTROLS
Collection of revenues and disbursement of costs and expenses is performed by Town finance staff. An independent audit is performed annually along with the publication of an annual financial report. in accordance with GASB (Governmental Accounting Standard Board) , that includes a description of the Town’s accounting policies (in footnote 1.) An annual or biennial budget is prepared following a format recommended by the Government Financial Officers Attachment 3
Town of Los Altos Hills June 2023
Financial Policy 2
Association (GFOA) and prepared by Town Staff for presentation to Town Council after review by the Town’s Finance and Investment Committee. With exception of personnel records, Town records are public and are public information available upon request.
Investments
Most of the Town’s funds are maintained, invested, and managed by independent third parties who report monthly and quarterly to the Town Council who, in turn, delegate some of the review responsibility to Staff and the Town’s Finance and Investment Committee. Investments are made in compliance with the Town’s Investment policy which is reviewed annually by the Town’s Finance and Investment Committee.
Financial records
The collection of receipts is recorded and reviewed by Town staff before being deposited in the Town’s bank accounts. Disbursements are prepared by the responsible Town staff, reviewed by Town finance staff, and signed by two independent check signers who are either senior employees or Council members. Bank reconciliations are prepared monthly. Other records are maintained and independently backed up offsite.
Specialty third party financial service providers
Payroll is independently prepared and processed by a third-party specialty service. Employee benefits are managed by responsible third-party health care providers, pension benefit managers, and related periodic reports are reviewed by Staff, the Town’s Finance and Investment Committee and Town Council. Liability insurance services are provided by a Joint Powers Authority who report annually, and town staff attend periodic meetings in an oversight role.
Electronic records are maintained offsite by an independent service. Physical asset inventories are conducted annually by Town staff and reviewed as part of the Town’s annual financial audit.
The Town maintains employee fidelity insurance purchased from its Joint Powers Authority provider.
Overall controls
The foregoing briefly describes a web of interrelated services performed periodically on annual, quarterly, and monthly cycles. In addition, reserves are provided for several financial risks subject to review by the Town’s Finance and Investment Committee and Town Council. The Town’s employees develop and maintain job descriptions and procedures the objective of which is to enable smooth transition when employee turnover occurs. Compensation surveys are used to assist management and Council in maintaining competitive compensation. Despite its small size, the Town maintains records, produces financial reports, and utilizes financial controls that are comparable to those performed and maintained by larger governmental agencies.
Town of Los Altos Hills June 2023
Financial Policy 3
This policy is reviewed and assessed by the Town’s staff, the Finance & Investment Committee, and elected officials and will also be updated annually, if necessary, to reflect any changes within the requirements.
This document discusses the important elements of financial management at the Town of Los Altos Hills, in an all-in-one format and organized into the following areas of discussion:
General Financial Principles Cash Management
Operating Budget Debt Management
Revenues Capitalization Assets
Expenditures Financial Reporting
Capital Improvement Program
GENERAL FINANCIAL PRINCIPLES
It is the overall policy of the Town of Los Altos Hills to:
Provide financial information in a relevant, thorough, timely fashion, and in a format that effectively communicates financial status to City Council, citizens, and Town employees. Manage its financial resources in a responsible and planned manner. Establish and maintain prudent fund balance levels.
Maintain financial reporting in compliance with current governmental accounting standards. Promote and implement a relevant and strong system of internal financial controls to manage significant risks and monitor the reliability and integrity of financial and operating reporting. Promote constructive and proactive financial decision making. Integrate long-term operating and capital resources planning. Allow for uncertainties and maintain a posture of financial flexibility. Develop programs in a manner that supports the City’s long-term ability to cover costs and provide the level and quality of service required by its citizens. Managing debt responsibility.
Establish and maintain investment policies in accordance with State law.
Town of Los Altos Hills June 2023
Financial Policy 4
OPERATING BUDGET
The budget will be adopted by the City Council no later than June 30th of each year. The City Manager may develop and present an annual or biennial budget.
A balanced provisional operating budget will be presented to City Council for review and adoption with total projected expenditures not exceeding estimated revenues not taking into account the overhead allocations. Should it be necessary, the City Council may approve a planned use of accumulated fund balances in prior years for inclusion in the budget.
Funds may not be expended for a new fiscal year until the budget for that fiscal year has been adopted by the City Council.
One-time revenue sources are not to be relied on to fund ongoing operations.
Budgetary control is maintained at the fund level:
The City Manager may make budget transfers between departments or programs if those changes do not increase overall appropriations within any one given fund. Transfers between funds, overall increases in fund appropriations and overall increases in project budgets can only be made through the City Council action. Transfers between departments should be reported to the City Council as part of the budget update process, either at mid-year or at the proposal of a new budget term.
Department heads are held directly responsible and accountable for developing and managing their operational budgets. Their level of control is held at the department level.
Departments that operate programs among different funds are limited to the appropriate levels within any one fund. Any contracts made during the fiscal year that have not been completed at year-end, the remaining balance due on the contract must be included in the following budget cycle.
Operating expenditures appropriations not spent during the fiscal year lapse at year-end, except for:
o Encumbrances or commitments, as in the form of finalized Purchase Orders, made during the fiscal year that have not been completed at year-end. o Appropriations for capital improvement projects and ongoing grants with a life cycle beyond one year.
Governmental funds use the modified accrual basis of accounting while proprietary and fiduciary fund types are budgeted on a full accrual basis of accounting. The Annual Comprehensive Financial Report (ACFR) presents the Town’s finances on a generally accepted accounting principles (GAAP) basis and the Town’s budget is prepared in conformance with these standards.
Town of Los Altos Hills June 2023
Financial Policy 5
The Town budget must comply with the annual determination of the Town’s appropriation limit calculated in accordance with Article XIIB of the Constitution of the State of California and adopt an annual resolution to this effect.
REVENUES
The Town will seek out, apply for, and effectively administer federal, state, and other grants that address the Town’s current operating and capital priorities.
Operating departments are to review existing fees periodically and recommend adjustments to fees, as necessary, to reflect changing direct and indirect costs of providing such services.
Independent user-fee studies should be performed and updated periodically (three to five years) to ensure the proper balance of costs and service charges. The Town should strive to cover the full cost of providing non-tax and discretionary fee-based service operations except to the extent that the City Council approves defined subsidy levels by program area.
Operating departments are to periodically review public services to identify and determine those appropriate for fee collection.
Enterprise operations will be self-supporting and shall reimburse the General Fund for any and all material and services provided on their behalf.
EXPENDITURES
Expenditures are to be budgeted and controlled to not exceed estimated revenues plus the approved and planned use of fund balances accumulated in prior years.
The Town will conduct a mid-year financial status review to determine if projected revenues and expenditures meet budgeted levels. If an operating deficit is projected at year-end, the Town should evaluate the need for immediate corrective and/or mitigating actions, including operating or capital expenditures reduction and /or activate the use of established contingency balances.
The deferral of essential and scheduled operational expenditures into the following fiscal year or the use of short-term loans and transfers to balance the budget should be avoided.
CAPITAL IMPROVEMENT PLAN
The Town will develop and maintain a five-year capital improvement project plan (CIP) to be updated annually in conjunction with the operating budget. The CIP should reflect the current and changing needs of the community as well as enhance the community’s quality of life.
Town of Los Altos Hills June 2023
Financial Policy 6
CASH MANAGEMENT
The Financial and Investment Committee will review the Town’s Investment Policy annually and make recommendations to the City Council when appropriate.
The City Manager may assign the Administrative Services Director the responsible of investing Town funds in accordance with the Investment Policy. The City Manager may assign the Administrative Services Director to present to the City Council quarterly investment reports presenting a summary of the portfolio status and compliance with the conditions set forth in the Investment Policy.
DEBT MANAGEMENT
The Town should plan the use of debt in a manner that sustains financing payments at manageable levels. The Town will seek to maintain a high credit rating through sound financial practices as a basis for minimizing borrowing costs. The Town will make every effort to use pay-as-you-go financing for capital improvement projects. Debt financing for a project can be used if the overall project’s cost exceeds anticipated available resources and/or if financing terms are favorable. The Town will monitor all forms of debt annually in conjunction with the budget preparation process and report concerns and remedies, if necessary, to the City Council. The Town will diligently monitor its compliance with bond covenants.
The Town will not issue long-term debt to finance current operations. Debt financing should only be used for long-term capital improvement projects with a useful life exceeding the term of the financing and for which the project revenues or specific identified revenue sources are sufficient to service the long-term debt.
The Town may use a lease-purchase method of financing for equipment if the lease rates are more favorable than the Town’s expected overall investment rate of return.
The Town will not incur general obligation indebtedness for public improvements which exceed in aggregate 15% of the assessed value of all real and personal property of the Town as specified in the California Government Code Section 43605.
CAPITALIZATION ASSETS and LEASES
The Town’s operations require the purchase and construction of certain assets that are used over a long-term period to provide services to the community. To facilitate the proper recording of these assets, the department has established the following procedure.
Acquisition
The acquisition of capital assets is planned in the Town’s budget on an annual basis. Public projects are budgeted in lump sums based on recommendation from the City Manager. The City Manager
Town of Los Altos Hills June 2023
Financial Policy 7
oversees the various components of the public project to ensure overall budget compliance. Under direction from the City Manager, the Public Works Director has the authority to make necessary changes from the authorized plans, provided the project will not exceed the approved budget. With the exception of public works projects, the acquisition of all other capital assets may be managed by the Administrative Services Director under the direction of the City Manager.
Accounting & Tracking
It is the Finance department’s policy to record staff time, supplies, services, and applicable overhead to public projects. Public projects are budgeted in distinct capital project funds and tracked by unique account numbers. All costs required to acquire a public project are recorded to the respective account number.
The Administrative Services Director maintains a register of capital assets that is in conformance with generally accepted accounting principles. The register records the asset’s identification (e.g., name, vehicle identification, etc.), year of acquisition, acquisition cost, useful life, Depreciation Schedule
Capital assets are categorized into one of several categories, each with estimated useful lives. The Finance Director determines the useful life of each item based on historical practice and input from the appropriate department head where necessary. Assets are classified as “capital assets” on the Town’s financial statements and include any tangible goods with an acquisition cost of $25,000 or more and a useful life greater than three years. Depreciation/amortization will be recorded on a straight-line basis (effective rate of interest method for leases) over the following estimated useful lives:
Infrastructure 20 to 50 years
Structures and improvements 10 to 30 years
Vehicles 5 to 10 years
Equipment 3 to 10 years
Leases term of the leases
Disposal of Capital Assets
At the discretion of the City Manager, an obsolete or unused capital asset may be recommended for disposed at any time. The Administrative Services Director is responsible for ensuring the disposal of the assets is in accordance with the Municipal Code.
Leases
The Town is to record the depreciation of equipment, buildings and facilities, infrastructure, and leases as follows and in line with internally established capitalization guidelines:
Capitalization Thresholds
o Land purchases at any value
o Equipment - $25,000
o Buildings and facility improvements - $100,000
o Leases - $100,000
Town of Los Altos Hills June 2023
Financial Policy 8
The interest rate used for GASB 87 leases is the commercial real estate secured loan rate as of July 1st of the commencement year of the lease if there is not an explicit interest rate in the lease agreement.
FUND BALANCE
This policy is intended to ensure that the Town has sufficient cash flow to meet current and future needs and provide transparency to its residents by establishing fund reserve targets for each of the Town’s governmental funds. Reserve funds are needed to provide funding for planned and unplanned events. Planned events include, but are not limited to, (1) accumulating balances to fund operating and capital needs; (2) debt service obligations; and (3) funding for employee-related pension and other post-employment benefits. Unplanned events include, but are not limited to, (1) accounting for revenue shortfalls; (2) unanticipated expenses; and (3) paying for unforeseen emergency events.
Adequate fund reserves are of value to: (1) provide working capital to fund operating needs; (2) provide a financial cushion for dealing with unanticipated financial needs and emergencies; and (3) are a component of achieving favorable credit ratings which can help reduce the costs of issuing debt. This policy designates specific reserve accounts. For each reserve, this policy specifies the reserve purpose, the threshold amount, allowable uses of reserves, and replenishment of the reserve. This policy establishes committed and assigned reserves. Committed or Assigned reserves may be established, changed, applied, and deleted by Council resolution. Committed reserves may be used for one or more limited activities noted in the purpose or usage of the reserve. Assigned reserves are not limited to one single activity and may be used for any Town specific activity described in the purpose or usage of the reserve.
FUND BALANCE CLASSIFICATIONS
To set forth the Town’s policy for establishing and maintaining fund reserve targets for each of the Town’s governmental funds. Fiscal reserves provide working capital for operations and maintenance activities, funding for IT, vehicle, and equipment needs, fulfillment of legal, regulatory, and contractual obligations and mitigation of risk and liability exposures.
The Town is required to reclassify fund balances into the following five categories to comply with the Governmental Accounting Standards Board Statement (GASB) No. 54, Fund Balance, and Governmental Fund Types.
NonSpendable: This is a portion of fund balance not available for appropriations by its nature or external restriction. Examples are inventories, prepaid expense and loans to other agencies.
Restricted: The restricted portion of the fund balance is subject to externally enforceable legal restrictions. Examples are Gas Tax revenues and grant proceeds.
Town of Los Altos Hills June 2023
Financial Policy 9
Committed: The committed portion of the fund balance is constrained by the limitations imposed through formal City Council action. Only formal City Council action can remove or modify a previously committed amount.
Unassigned: The Unassigned portion of fund balance is that remaining after the nonspendable, the restricted, the committed, and the assigned fund balances are identified and recorded. The general fund is the only fund that reports a positive unassigned fund balance.
Assigned: The assigned portion of the fund balance is established for intended use by either the City Council or its designee, such as the City Manager. No formal City Council action is needed to remove the intended use. GAAP required reserves, such as the Oher Post-Employment Benefits (OPEB) reserve, belong to this category.
Order of Utilization
The Town will use GASB’s definitions of fund balance for the annual financial reports (audits) and for all other financial reporting. For all financial planning purposes, the term Budgetary Fund Balance will be used and will include any portion of the fund balance that is available for appropriation. Portions of the fund balance not available for appropriations will be identified as follows.
The Town shall strive to use the most restricted fund balances prior to utilizing those that are less restricted. This policy establishes the order of use of unrestricted resources as follows:
Nonspendable (if funds become spendable)
Restricted
Committed
Assigned
Unassigned
FINANCE REPORTING
A system of effective internal controls will be maintained that ensures only properly authorized expenditures, recordings of financial transactions, and accounting entries are executed. Along with providing management information and meeting reporting requirements.
Accounting and Finance Responsibilities
Management’s discussion and analysis (MD&A). MD&A should introduce the basic financial statements and provide an analytical overview of the government’s financial activities. Each basic financial statement should include:
A. Government-wide financial statements, consisting of a statement of net assets and a statement of activities.
B. A series of statements that focus on information about the government’s major governmental and enterprise funds, including its blended component units.
Town of Los Altos Hills June 2023
Financial Policy 10
Annual Audit
It is the Town’s goal to maintain accounting records, processes, and procedures in such a manner as to receive an unmodified audit opinion. The responsibility for the accuracy of the information and the completeness and fairness of the presentation, including all disclosure, rests on the Town’s management.
An annual financial audit will be performed by an independent public accounting firm familiar with municipal government activities. The independent auditor will issue an audit opinion to be included in the Town’s Annual Comprehensive Financial Report (ACFR). The ACFR is composed into three major sections: providing introductory, financial, and statistical information about the Town of Los Altos Hills.
The independent auditor’s report is presented as the first out of three components of the financial section of this report.
Management’s discussion and analysis (MD&A) presents a comparative analysis of current to prior year results, changes in financial position, financial highlights, trends and disclosure of any known significant events or decisions that affect the financial condition of the Town. MD&A immediately follows the independent auditor’s report and provides a narrative introduction, overview, and analysis of the basic statement.
Accounting During a Disaster
The Finance Department is responsible for the Town's participation in disaster assistance funding. Breaking down responsibilities into four main sections, (1) Compensation and Claims Unit, (2) Cost and Purchasing Unit, (3) Time Keeping Unit, and the (4) Recovery Unit. Ensuring that the Finance Department continues to assist staff, elected officials, and the Town in saving time and energy when making financial decisions, promoting public confidence, and the development emergency management.
In the case of an emergency all reimbursements that are based on disaster related expenses should be recorded by each department. Each department is responsible for keeping thorough, accurate and complete records regarding all expenses that are incurred as a latter result of a declared disaster. Without proper documentation, requests for reimbursement will be denied.
TOWN OF LOS ALTOS HILLS June 15, 2023
Staff Report to the City Council
SUBJECT: RESOLUTION AUTHORIZING THE TOWN OF LOS ALTOS
HILLS TO PARTICIPATE IN THE EMPLOYMENT RISK
MANAGEMENT AUTHORITY (ERMA) – EMPLOYEE
PRACTICES LIABILITY (EPL)
FROM: Sarina Revillar, Administrative Services Director APPROVED: Peter Pirnejad, City Manager
RECOMMENDATION: That the City Council:
1. Resolution authorizing the City Manager to ERMA for Employee Practices Liability Insurance through 2025.
BACKGROUND:
The Employment Risk Management Authority (ERMA) is a statewide joint powers authority designed to provide broad coverage and tailored loss prevention services to reduce the employment practices liability (EPL) exposures of California public entities. ERMA begin providing coverage and loss prevention services to California public entities July 1, 1999.
The program covers over 200 public entities throughout the state of California. ERMA provides loss prevention services to minimize the EPL exposure of its members. On June 5, 2023, the ERMA Board met and approved the Town of Los Altos Hills to join through 2025.
The potential EPL claims include financial damages, legal defense costs, and potential harm to an organization’s reputation. Updating the City Council’s Employee Handbook and retaining membership for a minimum of 3 years is a requirement of membership.
The City Attorney’s office recommended we join ERMA and has experience working with them. The City of Los Altos, Town of Woodside, Town of Atherton, to name a few, are agencies that are part of the ERMA Board.
DISCUSSION:
To mitigate liability, it is important to implement proactive measures such as developing and enforcing clear policies and procedures, training and education, effective complaint and investigation procedures, and legal compliance. By implementing these proactive measures, organizations can minimize the risk of EPL claims and create a positive work environment that promotes fairness, equality, and respect for all employees.
AGENDA ITEM #6.C
S.R.
P.P.
Staff Report to City Council Page 2
ERMA-EPL
June 15, 2023
ENVIRONMENTAL REVIEW:
This action does not qualify as a “Project” as defined in California Government Code Section 15378(b) of the Guidelines for California Environmental Quality Act. 2023 CITY COUNCIL WORK PLAN:
This action is not part of the 2023 City Council Work Plan.
FISCAL IMPACT:
The Town selected the Self-Insured Retention of $75,000 that has a cost of approximately $23,000 for the first year, which is include in the FY2023-24 Operating Budget.
ATTACHMENTS:
1. Resolution
RESOLUTION XX-23
RESOLUTION AUTHORIZING THE TOWN OF LOS ALTOS HILLS TO
PARTICIPATE IN THE EMPLOYMENT RISK MANAGEMENT AUTHORITY (ERMA) – EMPLOYEE PRACTICES LIABILITY (EPL)
WHEREAS, the Employment Risk Management Authority (ERMA) began in July 1999 providing coverage and loss prevention services to California public entities; and WHEREAS, ERMA provides loss prevention services to minimize the EPL exposure of its members; and
WHEREAS, the City of Los Altos, Town of Woodside, and Town of Atherton, to name a few, are agencies that are part of the ERMA board and membership; and WHEREAS, on June 5, 2023, the ERMA board of directors met and approved the Town of Los Altos Hills to join membership; and
WHEREAS, ERMA required as part of membership, the Town update their City Council’s Employee Handbook and retain membership through 2025; and NOW, THEREFORE, BE IT RESOLVED, by the City Council of the Town of Los Altos Hills approves to participate in the Employment Risk Management Authority (ERMA) and update the City Council’s Employee Handbook and retain membership through 2025 as part of the ERMA membership.
The above and foregoing Resolution was passed and adopted by the City Council of the Town of Los Altos Hills as a special meeting held on 15th of June, 2023 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
BY: __________________________
Linda Swan, Mayor
ATTEST:
________________________
Deborah Padovan, City Clerk
Attachment 1
TOWN OF LOS ALTOS HILLS June 15, 2023
Staff Report to the City Council
________________________________________________________________________ SUBJECT: RESOLUTION REQUESTING THE SANTA CLARA COUNTY TAX
COLLECTOR TO COLLECT DELINQUENT SEWER CHARGES AND
FY2023-24 SEWER SERVICE CHARGES FOR BOTH THE PALO
ALTO AND LOS ALTOS SEWER BASINS
FROM: WooJae Kim, Public Works Director
APPROVED: Peter Pirnejad, City Manager
_______________________________________________________________________ RECOMMENDATION: That the City Council:
Adopt a resolution (Attachment 1) requesting the Santa Clara County Tax Collector to collect delinquent sewer charges and FY2023-24 sewer service charges per the sewer tax roll (Attachment 2).
BACKGROUND:
The Town’s annual sewer service charges are assessed through the sewer tax roll levied on properties connected to the Town’s sewer system. The sewer tax is an essential funding mechanism that supports the Town’s operation, maintenance, and improvement of the sewer infrastructure for both Palo Alto and Los Altos Sewer Basins.
DISCUSSION:
On May 25, 2022, the City Council adopted Resolution No. 59-22 (Attachment 3) setting the annual sewer services charges per single-family equivalent dwelling unit (EDU). For the sewer tax roll, a single-family house is assessed as one EDU, while an accessory dwelling unit (ADU) is assessed at 0.5 EDU. the Town’s annual sewer service charge for FY2023-24 set by the resolution is $1,742 per EDU.
Through NBS Government Finance Group, staff has prepared the FY2023-24 sewer tax roll. These fees are paid through the Santa Clara County property tax bills. The Santa Clara County Tax Collector requires a Council resolution each year with the tax roll requesting that these fees be collected through the County’s tax billing and collection system.
ENVIRONMENTAL REVIEW:
This action being considered does not constitute a “project” as defined in California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b) as it has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect change in the environment.
AGENDA ITEM #7.A
Corrected and Posted 6/14/23
W.K.
P.P.
Staff Report to City Council Page 2
FY2023-24 Sewer Tax Roll
June 15, 2023
2023 CITY COUNCIL WORK PLAN:
This action is not identified on the 2023 City Council Work Plan.
FISCAL IMPACT:
Approval of this action will result in collection of approximately $3.55 million in revenue for the Town’s Sewer Fund in FY2023-24.
ATTACHMENTS:
1. Resolution
2. FY2023-24 Sewer Tax Roll
3. Resolution 59-22
RESOLUTION NO. ________________
RESOLUTION OF THE CITY COUNCIL OF THE TOWN OF LOS ALTOS HILLS
REQUESTING THE SANTA CLARA COUNTY TAX COLLECTOR TO
COLLECT DELINQUENT SEWER CHARGES AND FY 2023-24 SEWER
SERVICE CHARGES FOR BOTH THE PALO ALTO AND LOS ALTOS SEWER BASINS
WHEREAS, on May 25, 2022, the City Council set the annual sewer service charge for both the Palo Alto and Los Altos Sewer Basins through the adoption of Resolution No. 59-22; and,
WHEREAS, a schedule, including assessor parcel numbers and amount to be collected has been prepared; and
WHEREAS, the Santa Clara County Tax Collector requires an adopted resolution of the City Council prior to enrollment of the sewer service charges on the property tax bill.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the Town of Los Altos Hills approves the schedule of charges incorporated into this Resolution by reference as Attachment 2 to the Staff Report for this Resolution, and requests the Santa Clara County Tax Collector to collect delinquent sewer charges and the 2023-24 sewer service charges.
Los Altos Hills, CA 94022
The above and foregoing Resolution was passed and adopted by the City Council of the Town of Los Altos Hills at a regular meeting held on the 15th day of June 2023 by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
BY: _______________________________
Linda G. Swan, Mayor
ATTEST:
______________________________
Deborah L. Padovan, City Clerk
Attachment 1
Town of Los Altos Hills
Los Altos Hills Sewer Service Charge
Final Billing Detail Report for Fiscal Year 2023/24
Property ID Situs Address EDU
Current Sewer
Charge Prorated Charge Total
175-03-004 25935 ESTACADA DR 1.00 $1,742.00 $0.00 $1,742.00 175-03-005 25955 ESTACADA DR 1.00 1,742.00 0.00 1,742.00 175-03-006 14650 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-03-007 14690 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-03-008 14696 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-03-009 14700 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-03-011 14710 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-03-013 14840 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-03-014 14844 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-03-023 14677 SALTAMONTES WAY 1.00 1,742.00 0.00 1,742.00 175-03-026 25900 SPRINGHILL DR 1.00 1,742.00 0.00 1,742.00 175-03-039 14701 SALTAMONTES WAY 1.00 1,742.00 0.00 1,742.00 175-03-041 14735 SALTAMONTES WAY 1.00 1,742.00 0.00 1,742.00 175-03-042 14846 MANUELA RD 1.00 1,742.00 0.00 1,742.00 175-03-043 14848 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-03-044 14619 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-03-045 26000 SCARFF WAY 1.00 1,742.00 0.00 1,742.00 175-03-047 26026 SCARFF WAY 1.50 2,613.00 0.00 2,613.00 175-03-048 14850 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-03-049 14780 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-03-050 25905 ESTACADA DR 1.00 1,742.00 0.00 1,742.00 175-03-051 14790 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-03-052 25838 SPRINGHILL RD 1.50 2,613.00 0.00 2,613.00 175-04-003 25851 ESTACADA WAY 1.00 1,742.00 0.00 1,742.00 175-04-006 25875 ESTACADA WAY 1.00 1,742.00 0.00 1,742.00 175-04-007 25881 ESTACADA DR 1.00 1,742.00 0.00 1,742.00 175-04-008 14660 SALTAMONTES WAY 1.00 1,742.00 0.00 1,742.00 175-04-011 14575 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-04-012 14555 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-04-013 14554 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-04-014 14576 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-04-016 14555 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-04-018 25835 ESTACADA DR 1.00 1,742.00 0.00 1,742.00 175-04-019 25861 ESTACADA WAY 1.00 1,742.00 0.00 1,742.00 175-04-020 25871 ESTACADA WAY 1.00 1,742.00 0.00 1,742.00 175-04-021 14690 SALTAMONTES WAY 1.00 1,742.00 0.00 1,742.00 175-04-022 25811 ESTACADA DR 1.00 1,742.00 0.00 1,742.00 175-05-001 14511 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-05-004 14405 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-05-005 14380 MANUELLA RD 1.50 2,613.00 0.00 2,613.00 175-05-006 14440 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 1 of 47 06/14/2023 11:37:17AM Attachment 2
Town of Los Altos Hills
Los Altos Hills Sewer Service Charge
Final Billing Detail Report for Fiscal Year 2023/24
Property ID Situs Address EDU
Current Sewer
Charge Prorated Charge Total
175-05-007 14470 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-05-008 14510 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-05-009 14330 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-05-010 14350 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-05-011 14360 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-05-014 14410 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-05-015 14440 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-05-016 14470 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-05-017 14520 DE BELL RD 1.00 1,742.00 0.00 1,742.00 175-05-018 14525 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-05-019 14495 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-05-020 14460 MIRANDA CT 1.50 2,613.00 0.00 2,613.00 175-05-021 14431 MIRANDA CT 1.00 1,742.00 0.00 1,742.00 175-05-022 14423 MIRANDA CT 1.00 1,742.00 0.00 1,742.00 175-05-023 14415 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-05-028 14317 MIRANDA WAY 1.00 1,742.00 0.00 1,742.00 175-05-030 14355 MIRANDA WAY 1.00 1,742.00 0.00 1,742.00 175-05-031 14329 MIRANDA WAY 1.50 2,613.00 0.00 2,613.00 175-06-003 25720 CARADO CT 1.50 2,613.00 0.00 2,613.00
175-06-004 25727 CARADO CT 1.00 1,742.00 0.00 1,742.00
175-06-005 25755 CARADO CT 1.00 1,742.00 0.00 1,742.00
175-06-006 25777 CARADO CT 1.00 1,742.00 0.00 1,742.00
175-06-007 14500 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-06-008 14520 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-06-009 14530 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-06-011 14560 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-08-002 14300 MIRANDA RD 1.50 2,613.00 0.00 2,613.00 175-08-011 25691 LA LANNE CT 1.00 1,742.00 0.00 1,742.00 175-08-012 25721 LA LANNE CT 1.50 2,613.00 1,420.26 4,033.26 175-08-015 25600 LA LANNE CT 1.00 1,742.00 0.00 1,742.00 175-08-019 14410 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-08-020 14370 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-08-021 14320 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-10-017 14160 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-10-018 14120 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-10-019 14000 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-21-075 26173 RANCHO MANUELLA LN 1.00 1,742.00 0.00 1,742.00 175-21-084 14565 MANUELLA RD 1.50 2,613.00 0.00 2,613.00 175-21-088 14469 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-21-089 26007 RANCHO MANUELLA LN 1.00 1,742.00 0.00 1,742.00 175-21-090 26000 RANCHO MANUELLA LN 1.00 1,742.00 0.00 1,742.00 Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 2 of 47 06/14/2023 11:37:18AM
Town of Los Altos Hills
Los Altos Hills Sewer Service Charge
Final Billing Detail Report for Fiscal Year 2023/24
Property ID Situs Address EDU
Current Sewer
Charge Prorated Charge Total
175-21-091 26120 RANCHO MANUELLA LN 1.00 1,742.00 0.00 1,742.00 175-21-092 26140 RANCHO MANUELLA LN 1.50 2,613.00 0.00 2,613.00 175-21-094 26180 RANCHO MANUELLA LN 1.00 1,742.00 0.00 1,742.00 175-21-095 26169 RANCHO MANUELLA LN 1.00 1,742.00 0.00 1,742.00 175-21-096 14412 KINGSLEY AVE 1.00 1,742.00 0.00 1,742.00 175-21-098 26650 SNELL CT 1.00 1,742.00 0.00 1,742.00
175-21-102 26228 SCARFF WAY 1.50 2,613.00 0.00 2,613.00 175-21-103 26135 ALTADENA DR 1.00 1,742.00 0.00 1,742.00 175-21-105 26160 RANCHO MANUELLA LN 1.00 1,742.00 0.00 1,742.00 175-21-107 26640 SNELL AVE 1.00 1,742.00 0.00 1,742.00
175-21-110 14400 KINGSLEY AVE 1.00 1,742.00 0.00 1,742.00 175-21-111 26131 ALTADENA DR 1.00 1,742.00 0.00 1,742.00 175-21-113 14545 MANUELLA RD 1.00 1,742.00 0.00 1,742.00 175-21-114 14411 KINGSLEY AVE 1.00 1,742.00 0.00 1,742.00 175-22-009 25893 W FREMONT RD 1.00 1,742.00 0.00 1,742.00 175-22-012 14127 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-22-013 25879 W FREMONT RD 1.50 2,613.00 0.00 2,613.00 175-22-014 25885 W FREMONT RD 1.00 1,742.00 0.00 1,742.00 175-22-016 14185 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-22-017 14161 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-22-018 14271 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-22-020 25889 W FREMONT RD 1.00 1,742.00 0.00 1,742.00 175-22-021 25891 W FREMONT RD 1.00 1,742.00 0.00 1,742.00 175-22-023 14141 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-22-024 14241 MIRANDA RD 1.00 1,742.00 0.00 1,742.00 175-23-006 13970 LA PALOMA RD 1.00 1,742.00 0.00 1,742.00 175-23-007 26070 W FREMONT RD 1.50 2,613.00 0.00 2,613.00 175-23-008 26052 W FREMONT RD 1.00 1,742.00 0.00 1,742.00 175-23-022 25541 W FREMONT RD 1.00 1,742.00 0.00 1,742.00 175-23-023 25531 W FREMONT RD 1.00 1,742.00 0.00 1,742.00 175-23-028 13840 CICERONE LN 1.00 1,742.00 0.00 1,742.00 175-23-031 13811 CICERONE LN 1.00 1,742.00 0.00 1,742.00 175-23-035 13981 FREMONT PINES LN 1.50 2,613.00 474.89 3,087.88 175-23-036 13961 FREMONT PINES LN 1.00 1,742.00 0.00 1,742.00 175-23-037 13920 FREMONT PINES LN 1.00 1,742.00 0.00 1,742.00 175-23-038 13936 FREMONT PINES LN 1.00 1,742.00 0.00 1,742.00 175-23-039 13964 FREMONT PINES LN 1.50 2,613.00 1,373.55 3,986.54 175-23-043 13900 FREMONT PINES LN 1.00 1,742.00 0.00 1,742.00 175-23-046 13855 FREMONT PINES LN 1.00 1,742.00 0.00 1,742.00 175-23-047 13871 ROBLEDA RD 1.00 1,742.00 0.00 1,742.00 175-23-048 13867 ROBLEDA RD 1.00 1,742.00 0.00 1,742.00 Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 3 of 47 06/14/2023 11:37:18AM
Town of Los Altos Hills
Los Altos Hills Sewer Service Charge
Final Billing Detail Report for Fiscal Year 2023/24
Property ID Situs Address EDU
Current Sewer
Charge Prorated Charge Total
175-23-049 13888 FREMONT PINES LN 1.50 2,613.00 0.00 2,613.00 175-23-050 13851 FREMONT PINES LN 1.00 1,742.00 0.00 1,742.00 175-23-053 13800 LA PALOMA RD 1.00 1,742.00 0.00 1,742.00 175-23-054 13810 LA PALOMA RD 1.00 1,742.00 0.00 1,742.00 175-23-055 13977 CAMPO VISTA LN 1.00 1,742.00 0.00 1,742.00 175-23-056 13901 CAMPO VISTA LN 1.00 1,742.00 0.00 1,742.00 175-23-057 13941 CAMPO VISTA LN 1.00 1,742.00 0.00 1,742.00 175-23-058 13831 CAMPO VISTA LN 1.50 2,613.00 0.00 2,613.00 175-23-059 13833 CAMPO VISTA LN 1.00 1,742.00 0.00 1,742.00 175-23-061 13890 LA PALOMA RD 1.00 1,742.00 0.00 1,742.00 175-23-062 13870 LA PALOMA RD 1.00 1,742.00 0.00 1,742.00 175-23-065 13928 LA PALOMA RD 1.00 1,742.00 0.00 1,742.00 175-23-066 13930 LA PALOMA RD 1.00 1,742.00 0.00 1,742.00 175-23-067 13818 LA PALOMA RD 1.00 1,742.00 0.00 1,742.00 175-23-068 13820 LA PALOMA RD 1.00 1,742.00 0.00 1,742.00 175-23-069 13938 LA PALOMA RD 1.00 1,742.00 0.00 1,742.00 175-23-070 13940 LA PALOMA RD 1.50 2,613.00 838.48 3,451.48 175-23-072 13870 CICERONE LN 1.00 1,742.00 0.00 1,742.00 175-23-073 13841 ROBLEDA RD 1.50 2,613.00 0.00 2,613.00 175-23-074 13880 CAMPO VISTA LN 1.50 2,613.00 0.00 2,613.00 175-23-075 13902 CAMPO VISTA LN 1.50 2,613.00 0.00 2,613.00 175-24-004 26990 ORCHARD HILL LN 1.00 1,742.00 0.00 1,742.00 175-24-005 26980 ORCHARD HILL LN 1.00 1,742.00 0.00 1,742.00 175-24-008 26050 QUAIL LN 1.00 1,742.00 0.00 1,742.00
175-24-009 26080 QUAIL LN 1.00 1,742.00 0.00 1,742.00
175-24-010 26010 QUAIL LN 1.50 2,613.00 0.00 2,613.00
175-24-011 25980 QUAIL LN 1.00 1,742.00 0.00 1,742.00
175-24-012 26000 QUAIL LN 1.00 1,742.00 0.00 1,742.00
175-24-022 26060 NEW BRIDGE DR 1.00 1,742.00 0.00 1,742.00 175-24-023 26040 NEW BRIDGE DR 1.00 1,742.00 0.00 1,742.00 175-24-024 26050 NEW BRIDGE DR 1.00 1,742.00 0.00 1,742.00 175-24-025 26010 NEW BRIDGE DR 1.00 1,742.00 0.00 1,742.00 175-24-026 26000 NEW BRIDGE DR 1.00 1,742.00 0.00 1,742.00 175-24-027 26020 NEW BRIDGE DR 1.00 1,742.00 0.00 1,742.00 175-24-029 26005 NEW BRIDGE DR 1.50 2,613.00 227.31 2,840.30 175-24-030 26075 NEW BRIDGE DR 1.00 1,742.00 0.00 1,742.00 175-24-031 26065 NEW BRIDGE DR 1.00 1,742.00 0.00 1,742.00 175-24-032 26055 NEW BRIDGE DR 1.00 1,742.00 0.00 1,742.00 175-24-033 26045 NEW BRIDGE DR 1.00 1,742.00 0.00 1,742.00 175-24-036 26901 BEATRICE LN 1.00 1,742.00 0.00 1,742.00 175-24-037 26927 BEATRICE LN 1.50 2,613.00 0.00 2,613.00 Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 4 of 47 06/14/2023 11:37:18AM
Town of Los Altos Hills
Los Altos Hills Sewer Service Charge
Final Billing Detail Report for Fiscal Year 2023/24
Property ID Situs Address EDU
Current Sewer
Charge Prorated Charge Total
175-24-038 26939 BEATRICE LN 1.00 1,742.00 0.00 1,742.00 175-24-039 26966 BEATRICE LN 1.00 1,742.00 0.00 1,742.00 175-24-041 26932 BEATRICE LN 1.00 1,742.00 0.00 1,742.00 175-24-042 26900 BEATRICE LN 1.00 1,742.00 0.00 1,742.00 175-24-043 26905 ORCHARD HILL LN 1.00 1,742.00 0.00 1,742.00 175-24-044 26925 ORCHARD HILL LN 1.00 1,742.00 0.00 1,742.00 175-24-045 26955 ORCHARD HILL LN 1.00 1,742.00 0.00 1,742.00 175-24-046 26965 ORCHARD HILL LN 1.00 1,742.00 0.00 1,742.00 175-24-049 26970 ORCHARD HILL LN 1.00 1,742.00 0.00 1,742.00 175-24-050 26960 ORCHARD HILL LN 1.50 2,613.00 0.00 2,613.00 175-24-053 26930 ORCHARD HILL LN 1.00 1,742.00 0.00 1,742.00 175-24-054 26117 TODD LN 1.00 1,742.00 0.00 1,742.00
175-24-055 26089 TODD LN 1.00 1,742.00 0.00 1,742.00
175-24-056 26063 TODD LN 1.00 1,742.00 0.00 1,742.00
175-24-057 26035 TODD LN 1.50 2,613.00 0.00 2,613.00
175-24-059 26005 TODD LN 1.00 1,742.00 0.00 1,742.00
175-24-060 25980 TODD LN 1.00 1,742.00 0.00 1,742.00
175-24-061 26018 TODD LN 1.00 1,742.00 0.00 1,742.00
175-24-062 26062 TODD LN 1.50 2,613.00 0.00 2,613.00
175-24-063 26096 TODD LN 1.00 1,742.00 0.00 1,742.00
175-24-064 26985 ORCHARD HILL LN 1.00 1,742.00 0.00 1,742.00 175-24-065 26030 NEW BRIDGE DR 1.00 1,742.00 0.00 1,742.00 175-24-066 26940 ORCHARD HILL LN 1.00 1,742.00 0.00 1,742.00 175-24-067 26070 NEW BRIDGE DR 1.00 1,742.00 0.00 1,742.00 175-25-006 13651 OLD ALTOS RD 1.00 1,742.00 0.00 1,742.00 175-25-012 13750 ROBLEDA RD 1.00 1,742.00 0.00 1,742.00 175-25-013 13770 ROBLEDA RD 1.00 1,742.00 0.00 1,742.00 175-25-016 13860 ROBLEDA RD 1.50 2,613.00 0.00 2,613.00 175-25-017 25461 W FREMONT RD 1.00 1,742.00 0.00 1,742.00 175-25-020 13850 TEMPLETON PL 1.00 1,742.00 0.00 1,742.00 175-25-023 25099 W FREMONT RD 1.00 1,742.00 0.00 1,742.00 175-25-027 26854 ROBLEDA CT 1.00 1,742.00 0.00 1,742.00 175-25-028 26860 ROBLEDA CT 1.00 1,742.00 0.00 1,742.00 175-25-029 26786 ROBLEDA CT 1.00 1,742.00 0.00 1,742.00 175-25-030 26792 ROBLEDA CT 1.00 1,742.00 0.00 1,742.00 175-25-034 26755 ROBLEDA CT 1.00 1,742.00 0.00 1,742.00 175-25-035 26787 ROBLEDA CT 1.00 1,742.00 0.00 1,742.00 175-25-039 26761 ROBLEDA CT 1.00 1,742.00 0.00 1,742.00 175-25-041 13800 TEMPLETON PL 1.00 1,742.00 0.00 1,742.00 175-25-042 13826 TEMPLETON PL 1.00 1,742.00 0.00 1,742.00 175-25-043 13838 TEMPLETON PL 1.00 1,742.00 0.00 1,742.00 Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 5 of 47 06/14/2023 11:37:18AM