Los Altos Hills City Council
July 18, 2024

Town of Los Altos Hills 11359.000.000
Matadero Creek Bank Stabilization and Restoration Project March 29, 2024 REQUEST FOR CHANGE ORDER Latest Revision July 3, 2024

1. Additional review from the California Department of Transportation related to the project Encroachment Permit. We updated the wall design to meet current 2022 standards after our 2018 permit expired based on permit delays from the RWQCB. During the bidding phase, the wall was also redesigned to expedite construction this year using more readily available lagging materials. ($15,000)

2. Time spent working with the Town of Los Altos Hills Open Space Committee and Regional Water Quality Control Board on finding a suitable site for off-site mitigation and preparation of an off-site mitigation monitoring plan and deed restrictions. ($35,000)

3. Additional review time associated with renewing the expired USACE permit, which included a new requirement to perform a cultural resources analysis of the site. ($11,000)

4. Additional time spent on completing the CDFW Streambed Alteration Agreement for the project. CDFW required the original biological assessment to be completely updated and the Town to completely reapply for an agreement in early 2023. ($33,000).

5. We set up a contract with Native Coast Nursery in Santa Cruz and have pre-paid to have certain plans at the off-site mitigation area grown in advance so that the contractor is not responsible to obtain the plants after the contract is awarded. This will ensure that the quantity of plants needed for the project is avaiable at the time of construction. ($2,000) Note in our original proposal that NEPA compliance was not required as originally anticipated, and therefore, approximately $25,300 was not used under the original scope.

Task 2: Construction Management and Testing and Observation during Construction We understand the Town would like us to perform construction management services, testing and observation (T&O), and provide biological monitoring for this project. Biological monitoring will be performed by Live Oak Associates as a subconsultant to ENGEO We propose the following.

1. Attend pre-construction meeting with selected contractor.

2. Provide pre-construction biological surveys per our anticipated Streambed Alteration Agreement from the California Department of Fish and Wildlife

3. Coordinate with Caltrans Inspection Staff.

4. Assume at least ½-time observation of all work associated with the project as soon as work commences.

5. Provide concrete testing of pier structures.

6. Provide on-site biological monitoring for California Red Legged Frog and other species of concern for project agreements with United States Fish and Wildlife Service and the California Department of Fish and Wildlife.

7. Perform quantity tracking of materials to verify contractor quantities.

8. Discuss performance of contractor work with Town staff before payment for contractor services is rendered.

9. Write a letter to the Town of Los Altos Hills stating that all work has been conducted in conformance with our recommendations.

10. Prepare pre- and post-project documentation in accordance with the 401-water quality certification from the project for the San Francisco Bay Regional Water Quality Control Board.

Town of Los Altos Hills 11359.000.000
Matadero Creek Bank Stabilization and Restoration Project March 29, 2024 REQUEST FOR CHANGE ORDER Latest Revision July 3, 2024

We assume the heavy construction at the Matadero Creek project site will occur in mid-September and will last approximately 3 weeks. We assume 1 week of construction and planting at the off-site project in Byrne Preserve in December. Lastly, there will be some periodic checks of plant performance during the first year through December 2025. We suggest the following fee based on these assumptions.

1. Pre-construction meetings and coordination with Caltrans inspection staff = $6,000

2. Pre-consturction biological surveys and relocation of rats nests = $20,000

3. Matadero Creek on-site project engineering support – 4 weeks at $9,000/week = $36,000

4. Matedero Creek on-site project biological monitoring = 4 weeks at $7,000 week = $28,000

5. Byrne Preserve off-site project – 1 week at $9,000/week = $9,000

6. Periodic landscape maintenance coordination - $10,000

7. Final Letter for Caltrans = $3,500
Our total estimated fee is $112,500
Task 3: Post-Construction Monitoring
The RWQCB, USACE, and CDFW require post-construction monitoring reports of the off-site mitigation piece to verify that performance is met for on- and off-site plants planted as part of the project. They also require inspection of the rock structures proposed at the on-site location. We suggest setting up a budget of $10,000 per year for the 3- to 5-year portions of the 5-year monitoring period after project completion to cover these reporting items for a total of $30,000.

The Town may opt to perform this monitoring in house.

FEE
We propose to provide the above-described scope of services for the fees itemized in the table below.

TABLE 1: Fee Estimate

TASK SCOPE OF SERVICE FEE
1 Complete Permitting, Plans, Specifications, and Estimates and Bidding $70,700 2 Construction Management and T&O during Construction $112,500 3 Post-Construction Monitoring (off-site mitigaition) $30,000 TOTAL $213,200
Additional services requested by you that are not outlined in this agreement, such as attendance at project meetings and preparation of letters, will be charged on a time-and-expense basis.

Please let us know if you would like us to provide an estimate for any additional services.

REQUEST FOR CHANGE ORDER
ENGEO's liability for damage due to professional negligence, acts, errors, omissions, breach of contract and consequential damages will be limited by Client to an amount not to exceed an aggregate limit of one million dollars or ENGEO’s fee, whichever is greater, regardless of the legal theory under which such liability is imposed.

Town of Los Altos Hills 11359.000.000
Matadero Creek Bank Stabilization and Restoration Project March 29, 2024 REQUEST FOR CHANGE ORDER Latest Revision July 3, 2024

If the above scope of services and fee are acceptable, please issue a change order to our current contract as our authorization to proceed. We can begin our services upon receipt of an executed agreement.

If you have any questions or comments, please contact us.

Sincerely,
ENGEO Incorporated
Jonathan Buck Robert H. Boeche
Associate Principal
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CONTRACTING SERVICES AGREEMENT BETWEEN

THE TOWN OF LOS ALTOS HILLS AND
ENGEO
THIS AGREEMENT for Contracting services is made by and between the Town of Los Altos Hills Town") and ENGEO (" Contractor") (together referred to as the " Parties") as of July 16 , 2014 ( the Effective Date"),
Section 1. SERVICES. Subject to the terms and conditions set forth in this Agreement, Contractor shall provide to Town the services described in the Scope of Work attached as Exhibit A , and incorporated herein, at the time and place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, the Agreement shall prevail.

1. 1 Term of Services. T1e term of this Agreement shall begin on the Effective Date and shall end on
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and Contractor shall complete the work descdbed in Exhibit A on or before that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to Contractor to complete the services required by this Agreement shall not affect the Town' s right to terminate the Agreement, as referenced in Section 8.

1. 2 Standard of Performance. Contractor shall perform all services required pursuant to this Agreement according to the standards observed by a competent practitioner of the profession in which Contractor is engaged.

1. 3 Assignment of Personnel. Contractor shall assign only competent personnel to perform services pursuant to this Agreement. In the event that Town, in its sole discretion, at any time during the term of this Agreement, desires the reassignment of any such persons, Contractor shall, immediately upon receiving notice from Town of such desire of Town, reassign such person or persons.

1. 4 Time. Contractor shall devote such time to the performance of services pursuant to this Agreement as may be reasonably necessary to meet the standard of performance provided in Section 1. 1 above and to satisfy Contractor' s obligations hereunder.

1. 5 Public Works Requirements. The services described in Exhibit A constitute a public works within the definition of Section 1720( a)( 1) of the California Labor Code. As a result, Contractor is required to comply with the provisions of the Labor Code applicable to public works, to the extent set forth in Exhibit C. Contractor shall waive, indemnify, hold harmless, and defend Town concerning any liability arising out of Labor Code Section 1720 et seq.

Section 2. COMPENSATION, Town hereby agrees to pay Contractor a sum not to exceed 199,800.00, notwithstanding any contrary indications that may be contained in Contractor's proposal, for services to be performed and reimbursable costs incurred under this Agreement. In the event of a conflict between this Agreement and Contractor' s proposal, attached as Exhibit A, regarding the amount of compensation, the Agreement shall prevail. Town shall pay Contractor for services rendered pursuant to Contracting Services Agreement between
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this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from Town to Contractor for services rendered pursuant to this Agreement. Contractor shall submit all invoices to Town in the manner specified herein. Except as specifically authorized by Town in writing, Contractor shall not bill Town for duplicate services performed by more than one person.

Contractor and Town acknowledge and agree that compensation paid by Town to Contractor under this Agreement is based upon Contractor' s estimated costs of providing the services required hereunder, including salaries and benefits of employees and subcontractors of Contractor, Consequently, the parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/ or annuities to which Contractor and. its employees, agents, and subcontractors may be eligible. Town therefore has no responsibility for such contributions beyond compensation required under this Agreement.

2. 1 Invoices. Contractor shall submit invoices, not more often than once a month during the term of this Agreement, based on the cost for services performed and reimbursable costs incurred prior to the invoice date. Invoices shall contain the following information:

Serial identifications of progress bills; i. e., Progress Bill No. 1 for the first invoice, etc.;
The beginning and ending dates of the billing period;
A Task Summary containing the original contract amount, the amount of prior billings, the total due this period, the balance available under the Agreement, and the percentage of completion;
At Town' s option, for each work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the work, the hours spent by each person, a brief description of the work, and each reimbursable expense;
The total number of hours of work performed under the Agreement by Contractor and each employee, agent, and subcontractor of Contractor performing services hereunder as well as a separate notice when the total number of hours of work by Consultant and any individual employee, agent, or subcontractor of Consultant reaches or exceeds eight hundred ( 800) hours, which shall include an estimate of the time necessary to complete the work described in Exhibit A; The amount and purpose of actual expenditures for which reimbursement is sought;
The Contractor' s signature;

2. 2 Monthly Payment. Town shall make monthly payments, based on invoices received, for services satisfactorily performed, and for authorized reimbursable costs incurred. Town shall have 30 days from the receipt of an invoice that complies with all of the requirements above to pay Contractor.
2, 3 Final Payment. Town shall pay the last 10% of the total sum due pursuant to this Agreement within 60 days after completion of the services and submittal to Town of a final invoice, if all services required have been satisfactorily performed.

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0 2. 4 Total Payment. Town shall pay for the services to be rendered by Contractor pursuant to this Agreement. Town shall not pay any additional sum for any expense or cost whatsoever incurred by Contractor in rendering services pursuant to this Agreement.

Town shall make no payment for any extra, further, or additional service pursuant to this Agreement.

In no event shall Contractor submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entire Agreement, unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment.

2.5 Hourly Fees. Fees for work performed by Contractor on an hourly basis shall not exceed the amounts shown on the compensation schedule attached hereto as Exhibit 8.

2.6 Reimbursable Expenses. Reimbursable expenses are specified below, and shall not exceed $ 0. 00 Expenses not listed below are not chargeable to Town. Reimbursable expenses are included in the total amount of compensation provided under this Agreement that shall not be exceeded.

2. 7 Payment of Taxes. Contractor is solely responsible for the payment of employment taxes Incurred under this Agreement and any similar federal or state taxes. Contractor represents and warrants that Contractor is a resident of the State of California in accordance with California Revenue & Taxation Code Section 18662, as may be amended, and is exempt from withholding. Contractor accepts sole responsible for verifying the residency status of any subcontractors and withhold taxes from non- California subcontractors as required by law.
2, 8 Payment upon Termination. In the event that the Town or Contractor terminates this Agreement pursuant to Section 6, the Town shall compensate the Contractor for all outstanding costs and reimbursable expenses incurred for work satisfactorily completed as of the date of written notice of termination. Contractor shall maintain adequate logs and timesheets to verify costs incurred to that date.

2. 9 Authorization to Perform Services. The Contractor is not authorized to perform any services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator.

Section 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Contractor shall, at its sole cost and expense, provide all facilities and equipment that may be necessary to perform the services required by this Agreement.

Section 4. INSURANCE REQUIREMENTS. Before beginning any work under this Agreement, Contractor, at its own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance listed below against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by the Contractor and its agents, representatives, employees, and subcontractors. Consistent with the following provisions, Contractor shall Contracting Services Agreement between
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provide proof satisfactory to Town of such insurance that meets the requirements of this section and under forms of insurance satisfactory in all respects, and that such insurance is in effect prior to beginning work to the Town. Contractor shall maintain the insurance policies required by this section throughout the term of this Agreement. The cost of such insurance shall be included in the Contractor' s bid. Contractor shall not allow any subcontractor to commence work on any subcontract until Contractor has obtained all insurance required herein for the subcontractor(s) and provided evidence that such insurance is in effect to Town.

Verification of the required insurance shall be submitted and made part of this Agreement prior to execution. Contractor shall maintain all required Insurance listed herein for the duration of this Agreement.

4. 1 Workers' Compensation. Contractor shall, at its sole cost and expense, maintain Statutory Workers' Compensation Insurance and Employer's Liability Insurance for any and all persons employed directly or indirectly by Contractor. The Statutory Workers' Compensation Insurance and Employer' s Liability Insurance shall be provided with limits of not less than $ 1, 000, 000.00 per accident. In the alternative, Contractor may rely on a selfinsurance program to meet those requirements, but only if the program of self-insurance complies fully with the provisions of the California Labor Code. Determination of whether a self- insurance program meets the standards of the Labor Code shall be solely in the discretion of the Contract Administrator. The insurer, if insurance is provided, or the Contractor, if a program of self-insurance is provided, shall waive all rights of subrogation against the Town and its officers, officials, employees, and volunteers for loss arising from work performed under this Agreement.

4.2 Commercial General and Automobile Liability Insurance.

4. 2. 1 General requirements. Contractor, at its own cost and expense, shall maintain commercial general and automobile liability insurance for the term of this Agreement in an amount not less than $ 1, 000, 000.00 per occurrence, combined single limit coverage for risks associated with the work contemplated by this Agreement. If a Commercial General Liability Insurance or an Automobile Liability form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. Such coverage shall include but shall not be limited to, protection against claims arising from bodily and personal injury, including death resulting therefrom, and damage to property resulting from activities contemplated under this Agreement, including the use of owned and non- owned automobiles.

4. 2. 2 Minimum scope of coverage. Commercial general coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 ( most recent edition) covering comprehensive General Liability on an occurrence' basis. Automobile coverage shall be at least as broad as Insurance Services Office Automobile Liability form CA 0001 ( most recent edition), Code 1 any auto). No endorsement shall be attached limiting the coverage.

4. 2. 3 Additional requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy:

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0 a. The Insurance shall cover on an occurrence or an occurrence basis, and not on a claims-made basis,
b. Town, its officers, officials, employees, and volunteers are to be covered as insureds as respects: liability arising out of work or operations performed by or on behalf of the Contractor; or automobiles owned, leased, hired, or borrowed by the Contractor.
c. For any claims related to this Agreement or the work hereunder, the Contractor' s insurance covered shall be primary insurance as respects the Town, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the Town, its officers, officials, employees, or volunteers shall be excess of the Contractor' s insurance and shall not contribute with it.
d. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be canceled by either party, except after 30 days' prior written notice has been provided to the Town.

4. 3 Professional Liability Insurance.

4. 3. 1 General requirements. Contractor, at its own cost and expense, shall maintain for the period covered by this Agreement professional liability insurance for licensed professionals performing work pursuant to this Agreement in an amount not less than $ 4, 000, 000. 00 covering the licensed professionals' errors and omissions. Any deductible or self-insured retention shall not exceed $ 150,000.00 per claim.

4.3. 2 Claims- made limitations. The following provisions shall apply if the professional liability coverage is written on a claims- made form:
a. The retroactive date of the policy must be shown and must be before the date of the Agreement.
b. Insurance must be maintained and evidence of insurance must be provided for at least five years after completion of the Agreement or the work, so long as commercially available at reasonable rates. c. If coverage is canceled or not renewed and it is not replaced with another claims-made policy form with a retroactive date that precedes the date of this Agreement, Contractor must purchase an extended period coverage for a minimum of five years after completion of work under this Agreement.

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d. A copy of the claim reporting requirements must be submitted to the Town for review prior to the commencement of any work under this Agreement.

4. 4 All Policies Requirements.

4. 4.1 Acceptability of insurers. All insurance required by this section is to be placed with insurers with a Bests' rating of no less than A: VII. 4,4.2 Verification of coverage. Prior to beginning any work under this Agreement, Contractor shall furnish Town with complete copies of all policies delivered to Contractor by the insurer, including complete copies of all endorsements attached to those policies. All copies of policies and endorsements shall show the signature of a person authorized by that insurer to bind coverage on its behalf. If the Town does not receive the required insurance documents prior to the Contractor beginning work, it shall not waive the Contractor' s obligation to provide them. The Town reserves the right to require complete copies of all required insurance policies at any time.

4.4. 3 Deductibles and Self-Insured Retentions. Contractor shall disclose to and obtain the written approval of Town for the self-insured retentions and deductibles before beginning any of the services or work called for by any term of this Agreement. At the option of the Town, either: the insurer shall reduce or eliminate such deductibles or self- insured retentions as respects the Town, its officers, employees, and volunteers; or the Contractor shall provide a financial guarantee satisfactory to the Town guaranteeing payment of losses and related investigations, claim administration and defense expenses. Further, if any insurance policy includes a self-insured retention that must be paid by a named insured as a precondition of the insurer's liability, or which has the effect of providing that payments of the self-insured retention by others, including additional insureds or insurers do not serve to satisfy the self-insured retention, such provisions must be modified by special endorsement so as to not apply to the additional insured coverage required by this agreement so as to not prevent any of the parties to this agreement from satisfying or paying the self-insured retention required to be paid as a precondition to the Insurer' s liability. Additionally, the certificates of insurance must note whether the policy does or does not include any self-insured retention and also must disclose the deductible.

4. 4.4 Wasting Policies. No policy required by this Section 4 shall include a " wasting' policy limit( i. e, limit that is eroded by the cost of defense).

4. 4.5 Waiver of Subrogation. Contractor hereby agrees to waive subrogation which any insurer or contractor may require from vendor by virtue of the payment of any loss. Contractor agrees to obtain any endorsements that may be necessary to affect this waiver of subrogation.

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The Workers' Compensation policy shall be endorsed with a waiver of subrogation in favor of the entity for all work performed by the Contractor, its employees, agents, and subcontractors.

4.4.6 Subcontractors. Contractor shall include all subcontractors as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.

4. 5 Remedies. In addition to any other remedies Town may have if Contractor fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, Town may, at its sole option exercise any of the following remedies, which are alternatives to other remedies Town may have and are not the exclusive remedy for Contractor' s breach:

Obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement;
Order Contractor to stop work under this Agreement or withhold any payment that becomes due to Contractor hereunder, or both stop work and withhold any payment, until Contractor demonstrates compliance with the requirements hereof; and/ or Terminate this Agreement.

Section 5. INDEMNIFICATION AND CONTRACTOR' S RESPONSIBILITIES.

Contractor shall indemnify, defend with counsel acceptable to Town, and hold harmless Town and its officers, officials, employees, agents and volunteers from and against any and all liability, loss, damage, claims, expenses, and costs ( including without limitation, attorneys fees and costs and fees of litigation) collectively, " Liability") of every nature arising out of or in connection with Contractor' s negligent performance of the Services or its failure to comply with any of its obligations contained in this Agreement, except such Liability caused by the sole negligence or willful misconduct of Town.

Contractor's aggregate liability hereunder shall be limited by Town to$ 4, 000,000. 00 regardless of the legal theory under which such liability is imposed,
The Contractor' s obligation to defend and indemnify shall not be excused because of the Contractor' s inability to evaluate Liability or because the Contractor evaluates Liability and determines that the Contractor is not liable to the claimant. The Contractor must respond within 30 days, to the tender of any claim for defense and indemnity by the Town, unless this time has been extended by the Town. If the Contractor fails to accept or reject a tender of defense and indemnity within 30 days, in addition to any other remedy authorized by law, so much of the money due the Contractor under and by virtue of this Agreement as shall reasonably be considered necessary by the Town, may be retained by the Town until disposition has been made of the claim or suit for damages, or until the Contractor accepts or rejects the tender of defense, whichever occurs first.

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With respect to third party claims against the Contractor, the Contractor waives any and all rights of any type to express or implied indemnity against the Indemnitees.

Notwithstanding the forgoing, to the extent this Agreement is a " construction contract" as defined by California Civil Code Section 2782, as may be amended from time to time, such duties of Contractor to indemnify shall not apply when to do so would be prohibited by California Civil Code Section 2782.

In the event that Contractor or any employee, agent, or subcontractor of Contractor providing services under this Agreement is determined by a court of competent judsdiction or the California Public Employees Retirement System ( PERS) to be eligible for enrollment in PERS as an employee of Town, Contractor shall indemnify, defend, and hold harmless Town for the payment of any employee and/ or employer contributions for PERS benefits on behalf of Contractor or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of Town.

Section 6. STATUS OF CONTRACTOR.

6. 1 Independent Contractor. At all times during the term of this Agreement, Contractor shall be an independent contractor and shall not be an employee of Town. Town shall have the right to control Contractor only insofar as the results of Contractor' s services rendered pursuant to this Agreement and assignment of personnel pursuant to Subparagraph 1. 3; however, otherwise Town shall not have the right to control the means by which Contractor accomplishes services rendered pursuant to this Agreement. Notwithstanding any other Town, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Contractor and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any and all claims to, any compensation, benefit, or any incident of employment by Town, including but not limited to eligibility to enroll in the California Public Employees Retirement System PERS) as an employee of Town and entitlement to any contribution to be paid by Town for employer contdbutions and/ or employee contributions for PERS benefits.

6. 2 Contractor Not an Agent. Except as Town may specify in writing, Contractor shall have no authority, express or implied, to act on behalf of Town in any capacity whatsoever as an agent. Contractor shall have no authority, express or implied, pursuant to this Agreement to bind Town to any obligation whatsoever.

Section 7. LEGAL REQUIREMENTS.

7. 1 Governing Law. The laws of the State of California shall govern this Agreement.

7. 2 Compliance with Applicable Laws. Contractor and any subcontractors shall comply with all laws applicable to the performance of the work hereunder.

7. 3 Other Governmental Regulations. To the extent that this Agreement may be funded by fiscal assistance from another governmental entity, Contractor and any subcontractors Contracting Services Agreement between
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shall comply with all applicable rules and regulations to which Town is bound by the terms of such fiscal assistance program.

7. 4 Licenses and Permits, Contractor represents and warrants to Town that Contractor and its employees, agents, and any subcontractors have all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required to practice their respective professions. Contractor represents to Town that Contractor and its employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their respective professions. In addition to the foregoing, Contractor and any subcontractors shall obtain and maintain during the term of this Agreement valid Business Licenses from Town.

7. 5 Nondiscrimination and Equal Opportunity. Contractor shall not discriminate, on the basis of a person' s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Contractor under this Agreement. Contractor shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of Contractor thereby.

Contractor shall include the provisions of this Subsection in any subcontract approved by the Contract Administrator or this Agreement.

Section 8. TERMINATION AND MODIFICATION.

8. 1 Termination. Town may cancel this Agreement at any time and without cause upon written notification to Contractor.

Contractor may cancel this Agreement upon 30 days' written notice to Town and shall include in such notice the reasons for cancellation.

In the event of termination, Contractor shall be entitled to compensation for services performed to the effective date of termination; Town, however, may condition payment of such compensation upon Contractor delivering to Town any or all documents, photographs, computer software, video and audio tapes, and other materials provided to Contractor or prepared by or for Contractor or the Town in connection with this Agreement.

8. 2 Extension. Town may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Subsection 1. 1. Any such extension shall require a written amendment to this Agreement, as provided for herein. Contractor understands and agrees that, if Town grants such an extension, Town shall have no obligation to provide Contractor with compensation beyond the maximum amount provided for in this Contracting Services Agreement between
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Agreement. Similarly, unless authorized by the Contract Administrator, Town shall have no obligation to reimburse Contractor for any otherwise reimbursable expenses incurred during the extension period.

8. 3 Amendments. The parties may amend this Agreement only by a writing signed by all the parties.

8. 4 Assignment and Subcontracting. Town and Contractor recognize and agree that this Agreement contemplates personal performance by Contractor and is based upon a determination of Contractor's unique personal competence, experience, and specialized personal knowledge. Moreover, a substantial inducement to Town for entering into this Agreement was and is the professional reputation and competence of Contractor.

Contractor may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator. Contractor shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the Contract Administrator.

8. 5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between Town and Contractor shall survive the termination of this Agreement.

8. 6 Options upon Breach by Contractor. If Contractor materially breaches any of the terms of this Agreement, Town' s remedies shall included, but not be limited to, the following:

8. 6. 1 Immediately terminate the Agreement;

8. 6. 2 Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Contractor pursuant to this Agreement;

8. 6. 3 Retain a different Contractor to complete the work described in Exhibit A not finished by Contractor; or

8. 6. 4 Charge Contractor the difference between the cost to complete the work described in Exhibit A that is unfinished at the time of breach and the amount that Town would have paid Contractor pursuant to Section 2 if Contractor had completed the work.

Section 9. KEEPING AND STATUS OF RECORDS.

9. 1 Records Created as Part of Contractor' s Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Contractor prepares or obtains 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 upon termination of the Agreement. It is understood and agreed that the documents and other materials, including but not limited to those described Contracting Services Agreement between
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above, prepared pursuant to this Agreement are prepared specifically for the Town and are not necessarily suitable for any future or other use. Town and Contractor agree that, until final approval by Town, all data, plans, specifications, reports and other documents are confidential and will not be released to third parties without prior written consent of both parties.

9. 2 Contractor' s Books and Records. Contractor shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services or expenditures and disbursements charged to the Town under this Agreement for a minimum of 3 years, or for any longer period required by law, from the date of final payment to the Contractor to this Agreement. 93 Inspection and Audit of Records. Any records or documents that Section 9. 2 of this Agreement requires Contractor to maintain shall be made available for inspection, audit, and/ or copying at any time during regular business hours, upon oral or written request of the Town. Under California Government Code Section 8546. 7, if the amount of public funds expended under this Agreement exceeds $ 10, 000. 00, the Agreement shall be subject to the examination and audit of the State Auditor, at the request of Town or as part of any audit of the Town, for a period of 3 years after final payment under the Agreement.

Section 10 MISCELLANEOUS PROVISIONS.

10. 1 Attorneys' Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing party shall be entitled to reasonable attorneys' fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose.

10. 2 Venue. In the event that either party brings any action against the other under this Agreement, the parties agree that trial of such action shall be vested exclusively in the state courts of California in the County of Santa Clara or in the United States District Court for the Northern District of California.

10. 3 Severability. If a court of competent jurisdiction finds or rules that any provision of this Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so adjudged shall remain in full force and effect. The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement.

10. 4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement.

10. 5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the parties.

Contracting Services Agreement between
Town of Los Altos Hills and ENGEO Page 11 of 14

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10. 6 Use of Recycled Products. Contractor shall prepare and submit all reports, written studies and other printed material on recycled paper to the extent it is available at equal or less cost than virgin paper.

10. 7 Conflict of Interest. Contractor may serve other clients, but none whose activities within the corporate limits of Town or whose business, regardless of location, would place Contractor in a " conflict of interest," as that term is defined in the Political Reform Act, codified at California Government Code Section 81000 et seq.

Contractor shall not employ any Town official in the work performed pursuant to this Agreement. No officer or employee of Town shall have any financial interest in this Agreement that would violate California Government Code Sections 1090 et seq.

Contractor hereby represents that it is not now, nor has it been in the previous 12 months, an employee, agent, appointee, or official of the Town. If Contractor was an employee, agent, appointee, or official of the Town in the previous twelve months, Contractor represents that it did not participate in any manner in the forming of this Agreement.

Contractor understands that, if this Agreement is made in violation of Government Code§ 1090 of seq., the entire Agreement is void and Contractor will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and Contractor will be required to reimburse the Town for any sums paid to the Contractor. Contractor understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of Govemment Code § 1090 and, if applicable, will be disqualified from holding public office in the State of California.

10. 8 Solicitation. Contractor agrees not to solicit business at any meeting, focus group, or interview related to this Agreement, either orally or through any written materials.

10. 9 Contract Administration. This Agreement shall be administered by Richard Chiu Jr.

Contract Administrator). All correspondence shall be directed to or through the Contract Administrator or his or her designee.

10. 10 Notices. Any written notice to Contractor shall be sent to:

Jonathan Buck
ENGEO
2010 Crow Canyon Place, Suite 250
San Ramon, CA 94583
Any written notice to Town shall be sent to:

Richard Chiu Jr.

Public Works Department
26379 Fremont Road
Los Altos Hills, CA 94022

10. 11 Professional Seal. Where applicable in the determination of the contract administrator, the first page of a technical report, first page of design specifications, and each page of Contracting Services Agreement between
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The Parties have executed this Agreement as of the Effective Date.

TOWN OF LOS ALTOS HILLS CONTRACTOR
C—ctin ocS T
Carl Cahill, City Manager
Attest: Vv\ o elTavti, Asseo IAac-t
Deborah Padovan, Town Clerk
Approved as to Form:

Steven T. Mattas, Town Attorney
1070873. 1
Contracting Services Agreement between
Town of Los Altos Hills and ENGEO Page 14 of 14

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construction drawings shall be stamped/ sealed and signed by the licensed professional responsible for the report/design preparation. The stamp/seal shall be in a block entitled Seal and Signature of Registered Professional with report/design responsibility," as in the following example.

Seal and Signature of Registered Professional with
report/design responsibility.

10. 12 Integration. This Agreement, including the scope of work attached hereto and incorporated herein as Exhibits A, B, and C represents the entire and integrated agreement between Town and Contractor and supersedes all prior negotiations, representations, or agreements, either written or oral.

Exhibit A Scope of Services
Exhibit B Payment Schedule
Exhibit C Public Works Requirements

10. 13 Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement.

SIGNATURES ON FOLLOWING PAGE!
Contracting Services Agreement between
Town of Los Altos Hills and ENGEO Page 13 of 14

RESOLUTION 18- 14

A RESOLUTION OF THE CITY COUNCIL OF THE TOWN OF

LOS ALTOS HILLS AWARDING A CONTRACT TO PROVIDE DESIGN,

BIDDING AND CONSTRUCTION SUPPORT SERVICES FOR THE

MATADERO CREEK REPAIR PROJECT
WHEREAS, the City Engineer of the Town of Los Altos Hills did, duly examine and consider the proposals submitted for providing design, bidding and construction support services for the Matadero Creek Repair Project in Los Altos Hills, California; and WHEREAS, the City Engineer recommends that the contract for said project be awarded to ENGEO in an amount not to exceed $ 195, 800; and
WHEREAS the Public Works Director recommends the allocation of $ 19, 000 forro' p ect J
contingency;
NOW, THEREFORE; BE IT RESOLVED by the City Council of the Town of Los Altos Hills that:

1. The City Manager is hereby authorized and directed to execute a contract to the abovenamed firm on behalf of the Town of Los Altos Hills.

2. The Public Works Director is hereby authorized to approve potential contract change orders in an amount not to exceed$ 19, 000.

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 May, 2014 by the following vote:

AYES: Radford, Corrigan, Harpootlian, Larsen, Waldeck
NOES: None
ABSTAIN: None
ABSENT: None
BY:

John Radford, Mayor
ATTEST:

Deborah Padovan, City Clerk
Resolution 18- 14 Page 1

EXHIBIT A

SCOPE OF SERVICES
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Exhibit A

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Proposal for Professional Services
Matadero Creek Bank Repair
WRA is experienced in the application of federal and state wetland and endangered species regulations and trained in the habitat evaluation methods and survey protocols used by resource agencies. WRA routinely conducts a broad range of plant and wildlife habitat evaluations, habitat/ species monitoring and wetland and riparian studies. The firm provides complete services in the evaluation, planning, implementation, and monitoring of wetland and endangered species habitat restoration and mitigation projects.

WRA has successfully completed dozens of similar creek restoration projects over the years.

WRA works of the front end of the project by identifying the environmental constraints in the project area for which permits will he necessary and that ultimately shape the project design.

WRA then works with engineers and fluvial geomorphologists in developing a biologically suitable restoration design that reduces environmental impacts while restoring the functions and values of the natural system. WRA' s landscape architects work with our biologists in preparing planting and irrigation drawings that are designed to be successful while integrating with the natural surroundings. Our intimate knowledge of agency requirements and familiarity with their staff help streamline the regulatory permitting process saving on time and money. WRA' s experienced wildlife biologists hold the necessary permits to assist with construction monitoring when sensitive wildlife species are of concern.

Note that with the exception of land surveying( which is optional), ENGEO and WRA will cover all tasks listed in this proposal which leads to a more streamlined communication process in the complex permitting, design, construction and post- construction phases of the project.

4. SCOPE OF SERVICES
We have prepared this scope- of-work for the proposed Matadero Creek Repair and Enhancement Project based on our understanding of project as described by our discussions with you and the recommendations prepared by WRECO dated June 4, 2013. We would appreciate the opportunity to revisit this proposal after discussions with you for applicability of any items included in this scope of work. We have listed several items as optional depending on whether the goals of the project can be met based on provision of the service.

We have included in our proposal what we consider to be the most likely alternative to be permitted based on our experience working with the United States Army Corps Engineers USACE) and the Regional Water Quality Control Board ( RWQCB) when considering the Least Environmentally Damaging Practicable Alterative ( LEDPA) criteria used by these agencies in consideration of project applications. However, based on our review of the WRECO document, other alternatives that may be less expensive may also be presented to these agencies at the time of consultation. If any of these less expensive alternatives are considered to meet the LEDPA criteria, this proposal could be revised. Based on our review of the WRECO document, the most likely alternative to meet the LEDPA requirement that appeals to be feasible from an engineering perspective is the soldier pile and lagging alternative with buried rock toe protection and including additional biotechnical measures at the toe of slope as depicted below.

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For purposes of this proposal, we also assume a full NEPA/ CEQA permitting sequence.

However, NEPA may not be required, depending on which funding source is selected for the project.

Task 1: Review of Existing Documents and Coordinate Meetings with USACE ENGEO and WRA expect to spend a modest amount of time reviewing the existing documents for the project, including technical studies and conceptual plans, as well as, any other relevant information needed to perform the tasks described below. We also expect to attend several coordination meetings during the course of the project. We recommend the project attend a preproject kickoff coordination meeting at the United States Army Corps of Engineers ( USACE) Office in San Francisco which is open to new projects to discuss with that agency as well as the United States Fish and Wildlife Service ( USFWS) and the California Department of Fish and Wildlife ( CDFW). These meetings occur on a monthly basin and are recommended to discuss any concerns from resource agency officials before CEQA/ NEPA processes commence.

Task 2: Baseline Topographic Survey (optional)
We can provide a baseline topographic survey of the reaches of creek where improvements are proposed if this information has not already been obtained by Ruggeri- Jensen-Azar ( RJA) as described in the WRECO document. This work may be delegated outside of ENGEO depending on the complexity required to tie into existing survey documentation or we may work with RSA to update the topo based on a final design, which would be the most economical approach.

Task 3: NEPA Categorical Exclusion with Technical Studies/ Memorandums ( optional) The project will be subject to NEPA if any federal funding is used to implement the proposed creek improvements. The following optional scope of work is proposed pursuant to Caltrans Local Assistance Procedures Manual. If a different federal funding source is used the level of NEPA analysis may change as well. If that is the case, we will submit a revised scope of work for those tasks.

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Task 3a — Caltrans Field Review and Preliminary Environmental Study ( PES) Form WRA will assist the Town in the preparation a PES form for the project The purpose of the PES form is to establish the level of environmental review and technical documentation required for federally- funded projects overseen by Caltrans. For the preparation of a PES form, basic information about the project is reviewed such as location, extent of the proposed work area, nature of construction, and documented occurrences of sensitive environmental resources, Final determination of the necessary NEPA environmental document and technical studies will be made upon the completion of the PES form and signatures by Caltrans. WRA will attend one Field Review meeting with Caltrans and the Town and other key personnel.

Task 3b— NEPA Documents ( CatEx and Technical Reports/ Memorandums) Caltrans Local Assistance Procedures Manual ( LAPM) lists the types of projects that require a Categorical Exclusion with technical studies under 23 CFR 771 ( c), 23 CFR 771 ( d), and Appendix A of the Section 6004 MOU. These types of projects include but are not limited to:
bridge rehabilitation, reconstruction or replacement; bicycle and pedestrian lanes, paths and facilities; emergency repairs; and replacement, modification, or repair of culverts or other drainage facilities. The following sample scope of services is based on the assumption that this NEPA level of environmental review would be required by Caltrans.

NEPA Categorical Exclusion
NEPA defines 40 CFR 1508. 4 - Categorical Exclusion as " a category of [federal] actions that does not individually or cumulatively have a significant effect on the human environment for which neither an environmental assessment nor an environmental impact statement is required." WRA staff will prepare a Categorical Exclusion for the project in conformance with Section 6. 6 of the LAPM. As a part of the process, WRA will assist in the preparation of the required Categorical Exclusion technical reports and memorandums in accordance with the format and content requirements outlined in Caltrans' Standard Environmental Reference ( SER). The level of detail and types of technical reports or memos ( or a " discussion in the Environmental Document only") will ultimately depend on the project description and location, subject to a final determination by Caltrans.

WRA will coordinate with the Town and Caltrans to complete the Categorical Exclusion process as detailed in the LAPM. Following the internal review of the technical reports and memos, the process includes the following steps:

Forward technical reports to Caltrans District Local Assistance Engineer( DLAE).

Caltrans reviews technical reports and provides comments if necessary. o If District technical specialists determine that any of the technical reports are not complete, they will document any comments in writing and submit them to the District Senior Environmental Planner ( SEP) ( or designee). When District technical specialists determine that the technical reports are complete and ready for resource/ regulatory review( if applicable), they will inform the District SEP.

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o District SEP then prepares a transmittal letter, email, or documentation of telephone conversation or meeting( if applicable) with Local Assistance summarizing all comments received from District technical specialists and provides a copy to the DLAE.

When all technical reports and memos are determined to be complete and sufficient, District SEP then initiates informal/formal consultation with appropriate resource and regulatory agencies.

When resource and regulatory agency action is complete, WRA will prepare the NEPA Categorical Exclusion form and provide to Caltrans District SEP for signature and to determine whether conclusions of the technical studies and the results of consultation indicate that the action qualifies for the Categorical Exclusion.

Further Caltrans verification is required as well as additional signatures.

Compliance with NEPA completed and project can commence with final design.

NEPA Technical Reports and Memorandums
Based on the final conclusions of the PES form, WRA will prepare several technical studies and memos needed to perform an environmental analysis of the project that satisfies NEPA and Caltrans requirements; this information will also be used in the CEQA analysis to the maximum extent feasible. The specific typo of technical report required for a given project is determined by the review of basic project information completed as part of the PES form task, but may include documentation regarding biological resources, noise, traffic, air and noise; water quality and hydrology, visual resources, archaeological resources, and potential effects to community planning.

Most of these documents can be prepared by WRA in-house. Depending on the types and/ or level of detail of technical studies required, it is possible that WRA may have to retain subconsultants that specialize in disciplines such as cultural resources, traffic, air quality, and noise, WRA would also rely on the project engineer, geologist and hydrologist to assist with some of the technical studies ( e. g., Location Hydraulic Study, right- of-way technical memorandum, etc.). A brief overview of commonly applicable report types is provided below.

Biological Resources
The most common types of biological resources documentation required for federally-funded projects are the Natural Environment Study ( NES) and the Biological Assessment ( BA). The NES is required if the project will take place in areas supporting sensitive biological resources, such as wetlands, streams, and riparian areas, and evaluates the whole of the potential effects to biological resources for a project. If a project is determined to have only a minimal effect on biological resources, a NES —Minimal Impact may be appropriate. A BA is required if a project has the potential to effect plant or wildlife species that are listed under the federal Endangered Species Act. Consultation with Caltrans biological resources staff and/ or federal wildlife resource agencies is often required to finalize and obtain a determination of the type of documentation required.

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Cultural Resources
The primary technical studies and consultations required for cultural resources are an archaeological resources study, historic properties study, and consultation with Native American tribes. The first step in completing these studies is the identification of the Area of potential Effect( APE). The results of these studies are summarized as part of the Historic Property Survey Report ( HPSR). Documentation supporting the HPSR may vary depending on the project location and potential to affect historic and cultural resources, but most often include the Archaeological Survey Report ( ASR) and Historic Resources Evaluation Report ( HRER). If the project is found to have the potential to effect cultural resources, a Finding of Effect( FOE) must be completed and filed.

Visual Resources
Assessment of visual resources is completed by review of the Caltrans Visual Impact Assessment( VIA) Guide. If necessary, evaluation of visual resources may require preparation of a visual simulation, prepared by WRA using advanced computer graphics simulation software.

Water Quality
En most cases, water quality is assessed through the completion of a Water Quality Assessment Report ( WQAR) using the Caltrans WQAR template. The primary purpose of the WQAR is to fulfill the requirements of NEPA, and provide information, to the extent possible, for the National Pollution Discharge Elimination System ( NPDES) permitting for stormwater discharge.

Depending on the location and characteristics of the project, itis possible that Caltrans will only require a Water Quality Memorandum instead of a WQAR. The Water Quality Memorandum would address they key issues listed above but not in the level of detail and format required by Caltrans for a WQAR. The WQAR will be completed by ENGEO.

Noise and Vibration Assessment
If necessary, a noise technical memorandum may be prepared to address construction noise and operational noise. The noise technical memorandum would identify " sensitive receptors" ( such as schools or residential areas), document ambient noise levels, quantify noise and vibration from project construction, quantify any potential changes in traffic noise, assess noise and vibration impacts, evaluate temporary and permanent impacts, and propose mitigation. This level of analysis is very seldom anticipated for federally- funded projects, and most often is required for projects involving a large amount of pile driving.

Air Quality/ Greenhouse Gas Assessment
For many smaller federally funded projects, Caltrans will not require documentation for air quality and greenhouse gas emissions because these projects are often exempt from these requirements. If required, an Air Quality Memorandum would be prepared based on Caltrans report requirements in format and would address the FHWA/ Caltrans requirements and well as local CEQA criteria. This memorandum would address construction air quality impacts, such as from dust and naturally occurring asbestos, and would quantify greenhouse gas emissions to develop an assessment of the project' s potential effects on climate change.

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Land Use and Community Impacts
Land use and community impacts required to be addressed by Caltrans include, but are not limited to, construction hours, traffic management and detours, and documentation of public outreach. If necessary, WRA will prepare a memorandum identifying any community impacts resulting from the proposed project and provide appropriate mitigation measures. The need for and extent of this type of documentation would be assessed as part of the PES form task, in consultation with Caltrans staff.

From time to time, other documentation, such as a Section 4( f) de minimus Findings Memorandum, information to support findings for hazardous substances and materials, environmental justice issues, and land use evaluations may be encountered. WRA has the ability to complete these additional documents, and will do so if required; however, they are only seldom required for the types of projects anticipated under this scope of work and so are not reviewed in detail here.

Location Hydraulic Study
ENGEO will complete a location hydraulic study which will likely be required to demonstrate that the project will not impact 100- year water surface elevation upon implementation. The Study will be completed in accordance with the Local Assistance Procedures Manual (LAPM) Task 4: Wetland Delineation/ Biological Resources Assessment WRA will perform a wetland delineation to determine the jurisdiction of the United States Army Corps of Engineers ( Corps) under the Clean Water Act. The delineation field work will be conducted during the site visit for Task 1. WRA will take sample points where any wetlands are located and prepare data sheets using the Corps' authorized format. WRA will also document the ordinary high water mark for aquatic features lacking wetland vegetation. WRA will prepare a map that shows the extent of the Corps' jurisdiction and a brief letter report that describes the methods, sample point data, and results of the delineation. WRA will prepare a draft report for review by the client, as well as a final report incorporating any comments provided by the client.

Once approved for submittal, WRA will submit the delineation report and request that the Corps verify the work. This typically requires a site visit for the Corps to verify the extent of their jurisdiction, and the cost of this task includes time for one WRA staff member to attend the field verification. If the Corps requires any modifications to the delineation, a final map incorporating the requested changes will be prepared. In some cases, additional information will be requested by the Corps or may be needed to justify specific circumstances related to the site, Additional site visits are not included in this scope of work or budget estimate unless otherwise specified.

A Biological Resources Assessment (BRA) evaluates existing sensitive biological resources on a site and provides a review of conditions, impacts, and mitigation that may be required by the Town in the project environmental review process required under CEQA. WRA will produce a BRA existing conditions letter report summarizing conditions at the Town of Los Altos Hills project area and any potential impacts and required mitigation resulting from the stream bank stabilization project.

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Matadero Creek Bank Repair
Our approach for conducting the assessment of the basin area consists of the following:

Prior to the site visit, a search of the California Department of Fish and Wildlife' s ( CDFW; formerly the California Department of Fish and Game) California Natural Diversity Data Base ( CNDDB), the California Native Plant Society' s ( CNPS) Inventory of Rare and Endangered Plants, and the United States Fish and Wildlife Service ( USFWS) county and quadrangle lists will be conducted to determine which sensitive species and/ or critical habitat have been documented in the vicinity of the Project Area. Based on this search and a review of other CDFG lists and publications, a list of special- status species with potential to occur on site will be generated.

Following the preliminary site research, a site visit by a WRA biologist will be undertaken to assess conditions in the Project Area. The Project Area will be traversed on foot and the habitats present will be assessed to determine suitability for special- status wildlife and plant species. Potential impacts to sensitive habitats and special- status species related to project construction will be the focus of the site evaluation; however, any potential indirect impacts resulting from the project will also be assessed.

The results of the preliminary site research and the ground- based site assessment will be prepared as brief letter report. The purpose of the letter report is to provide an analysis of any potential biological constraints that occur or have the potential to occur in the Project Area.

Potential use of the site by any special- status species will be ranked as no potential, unlikely, moderate, or high depending upon the suitability of the habitat or proximity of any known records uncovered in the database search. If any sensitive habitats are observed on the site, a map of these features will be provided. If appropriate, other potential biological regulatory issues will be addressed, including local sensitive habitat and species policies and local tree ordinances.

General avoidance and minimization measures for any potential impacts that could occur as a result of a project will be discussed. This document will he used in the permit applications as required by environmental regulatory agencies.

Based on the limited nature of potential impacts related to the project, it is assumed that compensatory mitigation will not be required by the agencies. Although unlikely, if the agencies require compensatory mitigation for potential impacts, WRA will work with the client and agencies to develop such measures. This work will be covered under a separate scope of work and budget.

We recommend that the Task 4 be completed prior to circulation of a CEQA document. It is required for resource agency permitting.

Task 6: Review of Hydrologic and Geotechnical Studies and Basis of Design Report Based on our preliminary review of calculations and conceptual plans we anticipate a conceptual design which would be included in the resource agency applications and CEQA documents. The engineering analysis will include:

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A Hydrologic Engineering Center- River Analysis System( HEC- RAS) model of the proposed creek modifications assumed to be based upon previous studies in order determine the 100- year water surface elevation for the most likely repair scenario.

Verification of rock sizing at the toe of slope.

Preliminary geotechnical design of the soldier pile and lagging wall with tiebacks, based on previous information collected for the project.

The calculations will be signed by both a Professional Geotechnical and Civil Engineer licensed in the State of California.

Given our experience with the RWQCB and other state and federal agencies that review creek improvement projects, we expect that the design ofthe channel will be rigorously reviewed and that supporting documentation will be absolutely essential if the intent of the Town of Los Altos Hills is to intervene on the creek bank. We expect this report will have schematic 30% design recommendations that, if approved, will form the basis of design.

Task 6: CEQA
WRA will prepare an Administrative Draft Initial Study for the proposed project utilizing the Appendix G Thresholds of Significance from the current version of the State CEQA Guidelines, as well as any Town- approved Thresholds of Significance. The Initial Study will evaluate the potentially significant impacts of the proposed project as the project relates to the 17 environmental topics in the Environmental Checklist Form of the State CEQA Guidelines.

The analysis in the Initial Study will consider information contained in existing technical reports and documents related to similar projects ( if applicable), relevant regulations and policies, and other applicable information obtained through the research efforts of WRA staff.

Based on the conclusions of the Initial Study, it is anticipated the project will qualify for a Mitigated Negative Declaration ( MND) and that an Environmental Impact Report( EIR) will not be required. WRA can " front load" the project description with design features that self-mitigate any significant impacts of the project, thus qualifying the project for a Negative Declaration instead of a MND and also precluding the need for a CEQA Mitigation Monitoring and Reporting Program. WRA will submit three ( 3) copies of the Administrative Draft Initial Study to the Town for first review and comment.

WRA will address all of the Town' s comments on the Administrative Draft Initial Study. It is assumed that the comments from the Town will be consolidated into one set, which will aid the team in completing the documents in the most timely and efficient manner. WRA will prepare one copy of a Screencheck Draft Initial Study that the Town can review to confirm that all comments have been addressed.

Upon approval of the Screencheck Draft Initial Study and Mitigated Negative Declaration, WRA will reproduce additional copies of the Draft Initial Study and Negative Declaration for the Town' s use during the 30- day public review period. Additionally, WRA will coordinate with the March 21, 2014 11 - ENGCO
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Town in providing web- ready documents for publication on the Town' s website if needed. WRA will produce and circulate the Notice of Intent ( NOT), as well as any other CEQA noticing requirements, including the Notice of Completion ( NOC) to the State Clearinghouse, if necessary. WRA will submit three ( 3) hard copies and one ( 1) electronic copy of the revised Draft Initial Study/ Negative Declaration to the Town within one ( 1) week from receipt of Town' s comments. WRA will reproduce up to thirty( 30) copies of the Draft Initial Study for the public review circulation period and will assume responsibility of circulating the documents to applicable agencies and interested parties.

Following completion of the 30- day public review period, WRA will informally respond to agency and public comments submitted on the Initial Study/ Negative Declaration. The extent of work necessary to complete the Final Initial Study/ Negative Declaration is contingent upon the number and nature of public comments received after the Draft Initial Study/ Negative Declaration is circulated. WRA assumes the Town will be responsible for the preparation and filing the Notification of Determination ( NOD) with the San Mateo County Clerk within five days of project approval as well as payment of all required filing fees.

Up to two meetings for the CEQA task have been included in our budget for Task 6. Attendance at public hearings is not proposed but can be included if required.

Task 7: Agency Permitting
The USACE regulates the placement of fill and dredging within areas determined to be Waters of the U. S. Based on a preliminary review of aerial photographs of the Project Area and discussions about the project with the project engineer, a Corps Section 404 permit will likely be necessary. The Regional Water Quality Control Board ( RWQCB) must certify the use of the Corps 404 permit and will process a 401 Water Quality Certification for the project. In addition, for any wetlands or jurisdictional areas found to not fall under Corps jurisdiction, the RWQCB will likely claim these areas as " waters of the State" and will require an analysis of potential impacts to these features.

Based on the information gathered during the BRA and delineation site assessment, WRA will prepare Clean Water Act Section 404 and 401 permit applications. Both applications will be prepared in draft form and submitted to the client for review prior to submission to the agencies.

After the applications have been reviewed by the client, WRA will incorporate any changes requested by the client and then submit the applications to the USACE and the RWQCB.

Specific actions related to the two permits are discussed in the sections below.

The CDFW regulates impacts to streams, creeks, and lakes under Section 1602 of the Fish and Game Code, Impacts to these features generally require application for a Section 1602 Lake and Streambed Alteration Agreement. Given that the Westside Basin supports wetland and riparianlike habitat around its margin, the CDFW would likely claim the feature under their jurisdiction as potential wildlife habitat. For all of the permit applications, WRA will work with the project engineer to ensure that the necessary project description and schematic engineering plans are provided to adequately portray the project to the regulatory agencies.

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Task 7a: USACE Section 404 Permit
Assuming that the wetland and/ or stream impact area is likely less than 0. 5 acre ( or less than 300 linear feet), the project may qualify for the Nationwide Permit ( NWP) program. The most appropriate NWP for the project will be determined based on the details of the project and discussions with the project engineer. The Section 404 application form will address potential impacts to Corps jurisdiction and the necessary permit requirements, including:

Basic notification requirements as to site location, project description, and type and amount of fill in potentially jurisdictional areas.

Appropriate plan and cross sectional view figures that show proposed impacts to jurisdictional areas.

Calculated areas and volume of proposed fill within jurisdictional areas.

Determination that the project site does not have any endangered species or critical habitat.

Proposed compensatory mitigation ( on- site or off-site).

Wetland delineation with request for verification by the Corps.

Brief statement concerning alternatives investigated to avoid or minimize impacts to wetlands.

WRA will calculate the impacts to areas within the Corps' jurisdiction and prepare associated GIS figures that show these areas. WRA will fill out the appropriate paperwork for the Section 404 application and will serve as the client' s agent during the Corps permitting process.

The Corps frequently requests additional site visits or to discuss the proposed project and its potential impacts on areas within their jurisdiction— WRA will manage this portion of the project to ensure timely appropriation of the permit and will conduct all site visits with the Corps. As noted for Task 2, this scope includes time for one field verification site visit with the Corps. Additional site visits, if required by the agencies, will be covered under a separate scope of work and budget.

Task 7b: RWQCB Section 401 Certification
As noted above, the RWQCB must certify the use of the Corps 404 permit and will process a 401 Water Quality Certification for the project. In addition to identifying areas of Corps jurisdiction, WRA will identify potential " waters of the State" subject to RWQCB jurisdiction and will quantify potential impacts to these areas. WRA will produce GIS figures showing areas of RWQCB jurisdiction and associated impacts and will prepare an application for the Section 401 Certification.

Similar to the process with the Corps, WRA will serve as the client' s agent for all interactions with the RWQCB. WRA will work with the project team and regulators to assure that all necessary information is made available for the application. WRA will attend one site visit with the RWQCB to assess the project impacts, if requested by the RWQCB. Additional site visits or other out- of- scope will covered under a separate scope of work and budget.

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Matadero Creek Bank Repair
Task 7c: CDFW Section 1602 Agreement
Assuming the CDFW exerts jurisdiction over the basin, a 1602 Lake and Streambed Alteration Agreement( LSAA) will be needed for the project. The LSAA covers maintenance activities with the potential to alter a stream- or lake- bed or— bank, in addition to potential wildlife habitat on their margins. The LSAA application includes much of the same infomration as the previous two permits in addition to an environmental questionnaire. WRA will complete the application materials and act as the Town' s agent during the project to make sure the CDFW has all of the project information needed.

Task 7th USFWS Section 7
Our initial analysis suggests that multiple federally listed wildlife species live in aquatic habitats in the vicinity of the Project Area. Therefore, the Corps may request formal endangered species consultation with the USFWS. If formal consultation is requested, WRA will prepare a Section 7 Biological Assessment( BA) for the project and will help facilitate the consultation process with the Corps and the USFWS. The BA will be based on data collected during the BRA and delineation site visit and will describe the suitability of on- site habitat conditions for the federally listed species known from the vicinity, as well as any potential impacts which may occur to these species as a result of the project, and any mitigation measures recommended to offset potential impacts.

This task includes budget for one site visit, if requested by the USFWS. This site visit would be in addition to the site visits associated with Task I and Task 2. This task also includes budget for up to two phone or in- person meetings with Corps or USFWS personnel to discuss potential impacts and proposed mitigation.

Task 8: Planting Plan
If requested by the federal and state agencies, a ENGEO will prepare a revegetation plan in CAD that shows a typical planting palette in areas where plants are proposed to be propagated. These are typically prepared in support of a Creek Restoration and Monitoring Plan to demonstrate to the agencies that the final creek design wilt provide native riparian habitat with comparable functions and values as similar creeks in the area. Information included on a planting plan includes species to be planted at what cross sectional elevations along the creek bank, spacing requirements, plant sizes, caging needs, and hydroseeding requirements.

Task 9: Improvement Plan Set, Technical Specifications and Cost Estimate We anticipate that a final set of improvement plans can be prepared based on topographic survey information from the preliminary plan for the creek restoration approved by the RWQCB, the USACE and the CDFW per the Technical Studies and Planting Plan performed in Tasks 5 and 8.

Technical specifications will also be furnished describing materials and installation procedures.

We will also prepare an engineer' s cost estimate based on material installation costs we have encountered in the last two years for similar projects. The purpose of the plans, technical specifications and cost estimates will be to provide a complete set of bid documents for the final design of the creek.

March 21, 2014 14- ENGEO
Expect Excellence--

ISO
Proposal for Professional Services
Matadero Creek Bank Repair
Task 10: Construction Support
After issuance of the bid package, we anticipate providing the following services associated with the project.

Interpret plans and specifications and/ or inclusion of addenda during the bidding process.

Attend pre- construction conference with selected contractor.

Provide testing, observation and biological support services during the time of construction as required, including training of on- site construction personnel for biologic issues.

Respond to Requests for Information ( RFIs) during construction.

Provide a letter to the Town stating that the construction has been performed in general conformance with our recommendations.

We have estimated a price assuming a 4- week construction schedule with 2- engineering site visits per week and 1 biologist visit per week.

WRA will suggest that full-time monitoring by a qualified biologist will not be needed during the construction of this project. Instead, the Agencies often allow a qualified biologist to train the construction foreman to conduct morning site inspections to ensure that no listed species have moved into the project area during the preceding evening. However, if the agencies determine as part of the mitigation requirements that full- time monitoring by a qualified biologist is required, WRA can conduct the monitoring during the construction phase of the project.

Task 10 is estimated at approximately $ 12, 000, although we this price would need to be revisited after permits have been issued to ensure that an on- site biologist is not required during construction.

Task 11: Post-Construction Monitoring
Typically, the RWQCB, the USACE and the CDFW require 5- 10 years of monitoring after creek intervention projects are completed to ensure that all success criteria in the permits issued have been met. We have not included an exact price for this item as. However, for budgeting purposes, we estimate that it can be performed for approximately$ 4,000 per year for 7 years. We can work with you to limit the amount of our time spent on post- construction monitoring.

March 21, 2014 15 ENGEO
Expect Excellence

h

EXHIBIT B

COMPENSATION SCHEDULE
Contracting Services Agreement between
Town of Los Altos Hills and ENGEO Page 1 of 1
Exhibit B

V
Proposal for Professional Services
Matadero Creek Bank Repair

8. FEE PROPOSAL
We estimate to following costs for the project based on the task item listed in the Scope of Services Section:

Task Fee
Task 1: Review ofExisting Documents and Coordination Meetings 4, 000 Task 2: Baseline Topographic Survey* 5, 000
Task 3: NEPA* 60, 000
Task 4: Wetlands Delineation/ Biological Assessment 7, 000 Task 5: Hydraulic Study and Final Basis of Design Calculations 6, 000 Task 6: CEQA 24, 000
Task 7: Agency Consultation( Includes RWQCB, USACE, CDFW and USFWS*) $ 25, 000 Task 8: Planting Plan 3, 300
Task 9: Improvement Plan Set, Technical Specifications and Cost Estimate 23, 500 Task 10: Construction Support 14, 000
Task 11: Post- Construction Monitoring 28, 000
Total 199, 800
Optional Items
We estimate the cost of construction for the most likely alternative at$ 350, 000.

Marchis21, Revised July 147, 7, 2014 16- G CNGEOC
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I

EXHIBIT C

PROVISIONS REQUIRED FOR PUBLIC WORKS CONTRACTS
PURSUANT TO CALIFORNIA LABOR CODE SECTION 1720 ET SEQ.

HOURS OF WORK:

A. In accordance with California Labor Code Section 1810, 8 hours of labor in performance of the services described in Exhibit A shall constitute a legal day' s work under this contract.

B. In accordance with California Labor Code Section 1811, the time of service of any worker employed in performance of the services described in Exhibit A is limited to eight hours during any one calendar day, and forty hours during any one calendar week, except in accordance with California Labor Code Section 1815, which provides that work in excess of eight hours during any one calendar day and forty hours during any one calendar week is permitted upon compensation for all hours worked in excess of eight hours during any one calendar day and forty hours during any one calendar week at not less than one-and- one-half times the basic rate of pay.

C. The Contractor and its subcontractors shall forfeit as a penalty to the Town $ 25 for each worker employed in the performance of the services described in Exhibit A for each calendar day during which the worker is required or permitted to work more than 8 hours in any one calendar day, or more than 40 hours in any one calendar week, in violation of the provisions of California Labor Code Section 1810 and following.

WAGES:

A. In accordance with California Labor Code Section 1773. 2, the Town has determined the general prevailing wages in the locality in which the services described in Exhibit A are to be performed for each craft or type of work needed to be as published by the State of Califomia Department of Industrial Relations, Division of Labor Statistics and Research, a copy of which is on file in the Town Public Works Office and shall be made available on request. The Contractor and subcontractors engaged in the performance of the services described in Exhibit A shall pay no less than these rates to all persons engaged in performance of the services described in Exhibit A.

B. In accordance with Labor Code Section 1775, the Contractor and any subcontractors engaged in performance of the services described in Exhibit A shall comply Labor Code Section 1775, which establishes a penalty of up to $ 50 per day for each worker engaged in the performance of the services described in Exhibit A that the Contractor or any subcontractor pays less than the specified prevailing wage. The amount of such penalty shall be determined by the Labor Commissioner and shall be based on consideration of the mistake, inadvertence, or neglect of the Contractor or subcontractor in failing to pay the correct rate of prevailing wages, or the previous record of the Contractor or subcontractor in meeting applicable prevailing wage Contracting Services Agreement between
Town of Los Altos Hills and ENGEO Page 1 of 3
Exhibit C

4 obligations, or the willful failure by the Contractor or subcontractor to pay the correct rates of prevailing wages. A mistake, inadvertence, or neglect in failing to pay the correct rate of prevailing wages is not excusable if the Contractor or subcontractor had knowledge of their obligations under the California Labor Code. The Contractor or subcontractor shall pay the difference between the prevailing wage rates and the amount paid to each worker for each calendar day or portion thereof for which each worker was paid less than the prevailing wage rate. If a subcontractor worker engaged in performance of the services described in Exhibit A is not paid the general prevailing per diem wages by the subcontractor, the Contractor is not liable for any penalties therefore unless the Contractor had knowledge of that failure or unless the Contractor fails to comply with all of the following requirements:

1. The contract executed between the Contractor and the subcontractor for the performance of part of the services described in Exhibit A shall include a copy of the provisions of California Labor Code Sections 1771, 1775, 1776, 1777. 5, 1813, and 1815.

2. The Contractor shall monitor payment of the specified general prevailing rate of per diem wages by the subcontractor by periodic review of the subcontractor's certified payroll records.

3. Upon becoming aware of a subcontractor' s failure to pay the specified prevailing rate of wages, the Contractor shall diligently lake corrective action to halt or rectify the failure, including, but not limited to, retaining sufficient funds due the subcontractor for performance of the services described in Exhibit A.

4. Prior to making final payment to the subcontractor, the Contractor shall obtain an affidavit signed under penalty of perjury from the subcontractor that the subcontractor has paid the specified general prevailing rate of per diem wages for employees engaged in the performance of the services described in Exhibit A and any amounts due pursuant to California Labor Code Section 1813,
C. In accordance with California Labor Code Section 1776, the Contractor and each subcontractor engaged in performance of the services described in Exhibit A shall keep accurate payroll records showing the name, address, social security number, work, straight time and overtime hours worked each day and week, and the actual per diem wages paid to each journeyman, apprentice, worker, or other employee employed in performance of the services described in Exhibit A. Each payroll record shall contain or be verified by a written declaration that it is made under penalty of perjury, stating both of the following:

1. The information contained in the payroll record is true and correct.

2. The employer has complied with the requirements of Sections 1771, 1811, and 1815 for any work performed by the employer' s employees on the public works project.

Contracting Services Agreement between
Town of Los Altos Hills and ENGEO Page 2 of 3
Exhibit C

S
The payroll records required pursuant to California Labor Code Section 1776 shall be certified and shall be available for inspection by the Owner and its authorized representatives, the Division of Labor Standards Enforcement, the Division of Apprenticeship Standards of the Department of Industrial Relations and shall otherwise be available for inspection in accordance with California Labor Code Section 1776.

D. In accordance with California Labor Code Section 1777. 5, the Contractor, on behalf of the Contractor and any subcontractors engaged in performance of the services described in Exhibit A, shall be responsible for ensuring compliance with California Labor Code Section 1777. 5 governing employment and payment of apprentices on public works contracts.

E. In case it becomes necessary for the Contractor or any subcontractor engaged in performance of the services described in Exhibit A to employ for the services described in Exhibit A any person in a trade or occupation ( except executive, supervisory, administrative, clerical, or other non manual workers as such) for which no minimum wage rate has been determined by the Director of the Department of Industrial Relations, the Contractor shall pay the minimum rate of wages specified therein for the classification which most nearly corresponds to services described in Exhibit A to be performed by that person. The minimum rate thus furnished shall be applicable as a minimum for such trade or occupation from the time of the initial employment of the person affected and during the continuance of such employment.

Contracting Services Agreement between
Town of Los Altos Hills and ENGEO Page 3 of 3
Exhibit C

TOWN OF LOS ALTOS HILLS July 18, 2024
Staff Report to the City Council
SUBJECT: DESIGNATION OF A VOTING DELEGATE AND AN ALTERNATE VOTING DELEGATE TO THE 2024 LEAGUE OF CALIFORNIA CITIES ANNUAL CONFERENCE OCTOBER 16-18, 2024
FROM: Arika Miller, City Clerk ABM
APPROVED: Peter Pirnejad, City Manager PP
RECOMMENDATION: That the City Council should:

Appoint Council Member Linda Swan as a voting delegate and City Manager Peter Pirnejad as an alternate voting delegate at the 2024 League of California Cities Annual Conference scheduled for October 16-18, 2024, in Long Beach, California.

BACKGROUND:

The League of California Cities/Cal Cities Annual Conference will be held on October 16-18, 2024 at the Long Beach Convention Center in Long Beach, CA. An important part of the Annual Conference is the Annual Business Meeting during the General Assembly on Friday, October 18, 2024. The General Assembly is an important opportunity where city officials can directly participate in the development of Cal Cities policy.

DISCUSSION:

At this meeting, Cal Cities membership considers and acts on resolutions that establish Cal Cities policy. This meeting is an opportunity for city/town officials to directly participate in the development of Cal Cities policy, a key part of the legislative effectiveness of Cal Cities.

Resolutions approved by the General Assembly become Cal Cities policy.

In order to vote at the Annual Business Meeting, the City Council must designate by City Council action, a delegate and up to two alternate voting delegates to attend the meeting and represent the Town. The designee must be a registered attendee of the conference. In order to cast a vote, at least one voter must be present at the business meeting and in possession of the voting delegate card. As Council Member Swan and City Manager Pirnejad are registered and scheduled to attend the conference, they have been designated as voting members. No other council member is registered for the conference.

Following City Council action, the City Clerk will submit to Cal Cities the required Voting Delegate/Alternate Form.

Staff Report to City Council Page 2
League of California Cities Voting Delegate
July 18, 2024
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. 2024-25 CITY COUNCIL WORK PLAN
The report is for transparency and was not specified in the City Council’s 2024-25 work plan.

FISCAL IMPACT:

There is no fiscal impact to selecting a voting delegate.

ATTACHMENTS:

1. Annual Conference Voting Procedures

2. 2024 Annual Conference Voting Delegate Form

1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org General Assembly Voting Guidelines

1. One City One Vote. Each member city has a right to cast one vote on matters pertaining to Cal Cities policy.

2. Designating a City Voting Representative. Prior to the Cal Cities Annual Conference and Expo, each city council may designate a voting delegate and up to two alternates; these individuals are identified on the voting delegate form provided to the Cal Cities Credentials Committee.

3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick up the city's voting card at the voting delegate desk in the conference registration area. Voting delegates and alternates must sign in at the voting delegate desk. Here they will receive a special sticker on their name badge and thus be admitted to the voting area at the General Assembly.

4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates (or alternates), and who have picked up their city’s voting card by providing a signature to the credentials committee at the voting delegate desk, may sign petitions to initiate a resolution.

5. Voting. To cast the city's vote, a city official must have in their possession the city's voting card and voting tool; and be registered with the credentials committee. The voting card may be transferred freely between the voting delegate and alternates but may not be transferred to another city official who is neither a voting delegate nor alternate.

6. Voting Area at General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

7. Resolving Disputes. In case of dispute, the credentials committee will determine the validity of signatures on petitioned resolutions and the right of a city official to vote at the General Assembly.

ITEM 7K, ATTACHMENT 1

CITY: Town of Los Altos Hills
2024 ANNUAL CONFERENCE VOTING

DELEGATE/ALTERNATE FORM
Please complete this form and return it to Cal Cities office by Wednesday, September 25, 2024. Forms not sent by this deadline may be submitted to the Voting Delegate Desk located in the Annual Conference Registration Area. Your city council may designate one voting delegate and up to two alternates.

To vote at the General Assembly, voting delegates and alternates must be designated by your city council. Please attach the council resolution as proof of designation. As an alternative, the Mayor or City Clerk may sign this form, affirming that the designation reflects the action taken by the council.

Please note: Voting delegates and alternates will be seated in a separate area at the General Assembly. Admission to this designated area will be limited to individuals (voting delegates and alternates) who are identified with a special sticker on their conference badge. This sticker can be obtained only at the voting delegate desk.

1. VOTING DELEGATE
Name: Linda Swan
Title: Council Member

2. VOTING DELEGATE - ALTERNATE
Name: Peter Pirnejad
Title: City Manager
Email: [email protected]
Email: [email protected]

3. VOTING DELEGATE - ALTERNATE
Name:

Title:

Email: _____________________________

ATTACH COUNCIL RESOLUTION DESIGNATING VOTING DELEGATE AND ALTERNATES OR ATTEST: I affirm that the information provided reflects action by the city council to designate the voting delegate and alternate(s).

Name: Arika Miller Email: [email protected]
Mayor or City Clerk: ________________________ Date: __________ Phone: ________________ (circle one) (signature) ITEM 7K, ATTACHMENT 2

ITEM 8A

TOWN OF LOS ALTOS HILLS

MEMORANDUM
DATE: July 18, 2024
TO: Los Altos Hills City Council
FROM: Cody Einfalt, Assistant to the City Manager
APPROVED: Peter Pirnejad, City Manager
RE: Mid-Year Status Update on 2024 City Council Work Plan BACKGROUND:

On January 23, 2024, the Los Altos Hills City Council held a priority setting session for the 2024-25 calendar years. To prepare for this meeting, Town staff worked with Dan Rich from the Renee Public Management Group (RPMG) and Frank Benest to hold multiple meetings with the Councilmembers and staff to understand their priorities. These interviews revealed that the same focus areas identified in 2021, 2022, and 2023 still resonated with the Council and were to be used in planning for 2024 and 2025.

Through this process, the Council adopted a set of priorities for the upcoming calendar year. The full report on the 2024-25 priorities can be seen in Attachment 1.

The priorities for 2024-2025 are organized into four focus areas:
o Maintaining Quality of Life and Community Character
o Promoting Public Safety
o Increasing Effective Service Delivery & Governance
o Protecting & Maintaining Infrastructure
Understanding the Work Plan
Within each focus area, key projects or initiatives have been identified that Town staff have been working on throughout the year. Each project includes details such as a summary of the key outcome, when those outcomes are estimated to be completed by quarter, impact to the budget, the lead department, and Town Committee involvement. Many of the priorities in the matrix are multi-year projects, meaning the progress of staff is measured by meeting milestones along the way, rather than the completion of the project itself.

It should be noted that the adopted workplan represents the high-level priorities and not the day-to-day activities of staff. These, “above the water line,” projects make up the portion of staff time that is not taken up by the normal duties of running the Town. Consider the analogy of an iceberg where the vast majority of ice is under the water. These “below the CE
PP

Memo to City Council Page 2
Update on 2024-25 Work Plan
July 18, 2024
water line” projects include things such as meeting management, maintaining our public assets, reviewing and processing building and planning applications, managing park and recreation activities, managing our finances, preparing for council, committee and commission meetings, and other activities.

On the other hand, above the water line projects are those projects that are not routine or regular, are highly visible, and result in a focused council, staff, and community input to gather information, review facts and render decisions. These projects include the rise of residential burglaries, updating the Housing Element, improving employee retention, building pathways, etc. Generally speaking, the below the water line projects (i.e. day-today tasks) take the vast majority of staff time leaving 10-20% of staff time to manage these above the water line projects identified in the 2024-25 council priorities.

The adopted 2024-25 workplan represents staff’s projected capacity for the 2024-25 calendar years. The intended outcome of the January 23, 2024, goal setting session was to come away with a plan that the Council can agree represents their collective policy priorities and does not exceed staff’s capacity. This memo services to update the Council on the status of the workplan. Notwithstanding the projects identified in the council’s twoyear work plan and the additional day-to-day activities, invariably other priorities come up and staff must either reprioritize their workload, absorb the addition, or somehow extend their capacity to get it done.

DISCUSSION:

Progress Report on the Adopted City Council Workplan for 2024-25 In the four focus areas, the adopted workplan identifies 61 projects/initiatives. Some of the projects are multi-year endeavors.

The table below summarizes the status of the 61 milestones as of July 18, 2024. A full status report can be found in Attachment 2.

LEGEND Total
✓
Complete 8 Projects
P
In progress 35 Projects
S
Scheduled 3 Projects
Ø Project yet to be started 14 Projects
Projects removed from Work Plan 1 Project
Below is a list of every project on the workplan and the status.

Memo to City Council Page 3
Update on 2024-25 Work Plan
July 18, 2024
Status on Work Plan Items
Quality of Life and Community Character
Community Building through Town-wide Events and Activities (In Progress) Town events promote community engagement, improve quality of life, and contribute to the overall well-being of all residents. As of recently, the Town has successfully hosted the 4th of July Parade, the Town Picnic, and the Pathways Run/Walk. Upcoming events include Movie Night at the Park, Hoedown, and Touch a Truck. Our mission is to offer a variety of events to ensure there is something for everyone in our community.

Housing Element Program (In Progress)
State law requires municipalities to update their General Plan Housing Elements every 8 years, following the publication of the updated Regional Housing Needs Allocation (RHNA), which establishes the total amount of housing in a region that is required to be developed within the 8-year planning period. Besides facilitating long-term planning within the Town, this also serves as an opportunity to ensure that the Municipal Code is up to date regarding the numerous pieces of legislation that are adopted in Sacramento every year. In addition to the simple narrative about what the Town’s housing obligations are, the Housing Element also includes an Implementation Program that outlines the various tools, policies, and activities the Town will undertake to meet its share of the RHNA.

In January 2023 the Town adopted the 6th Cycle Housing Element, which was subsequently certified by the State Dept of Housing and Community Development (HCD). The Implementation Program included 60 distinct items that would help the Town achieve its RHNA obligations, ranging from simple practices at the front counter and providing information on the Town’s website to contributing to regional programs promoting affordable housing. The Housing Element will be in effect for the 8 year planning period from 2023 through 2031. Some of the implementation programs won’t be due until much later in the process, a number of them have deadlines within the first two years of the planning period, and several of the programs require ongoing or recurring review and reporting. Of the 60 programs, approximately 20% have been completed, some of which have then shifted to ongoing or annual review. The Multi-Family Zoning, Objective Design Standards, and associated CEQA documentation constitute the biggest implementation program, and they are under way with a due date of Q1, 2026. The next update to Council on this item will be on July 18, 2024.

Promote Public Safety
Public Safety (In Progress)
Residential burglaries continue to be an important topic in Los Altos Hills. With the support of the City Council, the Town has increased patrols with the Santa Clara County Office of the Sheriff by authorizing overtime, increased the amount of private security officers in Town through the services of PalAmerican (formally Genesis), and continued to fund the Town’s ALPR system with Flock. Overtime hours have been increased as well during vacation times

Memo to City Council Page 4
Update on 2024-25 Work Plan
July 18, 2024
so that resident do not need to worry about their homes when leaving Town. In terms of contracts, the agreement with the County Sheriff was extended for two years, the PalAmerican contract was extended for another year, and the agreement with Flock runs through March of 2025. Through these combined efforts, the rate of residential burglaries has decreased.

Emergency Preparedness (In Progress)
Staff is working with the Emergency Preparedness and Response Committee to revise and update the Town’s emergency documents and plans. These include the Town’s Emergency Operations Plan and supporting appendices and annexes specific to different types of disaster events. One of those plans is the Evacuation Annex which will be updated along with the Safety Element for the Town. Town staff is also in the process of working with the Los Altos Hills Fire District to schedule another Town-wide table-top emergency drill for stakeholders in the area scheduled for early 2025.

To increase the reliability of internet communications in Town, staff has completed work on installing a fully redundant internet service provider (ISP) to Ton Hall. Staff now has access to internet through AT&T and Comcast Fiber. Furthermore, staff is working with the EPRC to install a third internet connection to Town Hall through satellite connection (Star Link).

Complete Safety Element (In progress)
The preparation of the Safety Element is on-going at this time. Due to a municipality’s proximity to hazardous conditions or activities, including areas with elevated wildfire risk, an update to the Housing Element automatically requires an update to the municipality’s General Plan Safety Element. When the Town contracted to update the Housing Element, a scope of work was also included to update the Safety Element. The Housing Element has been adopted and certified, but one of the key Implementation Programs for the Housing Element is the adoption and application of the aforementioned multi-family residential zoning designation. As such, the multi-family zoning and particularly its application to the Town’s identified multi-family sites will inform the identification of evacuation areas and routes. Because of this, the adopted Housing Element has established high-level data regarding potential evacuation needs and processes, which will be further refined as the multi-family zoning is adopted and applied. This more precise data will then facilitate the completion of the Safety Element.

Engage with a consultant to prepare an Emergency Communication Notification Study in consultation with EPRC and CC (In Progress)
The City Council has acknowledged the need for a Town-wide study to be conducted on how emergency notifications could be distributed to residents in the event of a full evacuation of the Town. Staff has engaged the Emergency Response and Preparedness Committee to start planning how the Town should approach this project. The Committee has been given the task to conduct preliminary research and will return to staff with recommendations on how to proceed. Staff expects to hear back from the Committee by the end of Q4 2024.

Memo to City Council Page 5
Update on 2024-25 Work Plan
July 18, 2024
Increase Effective Service Delivery and Governance
TRAKiT & eTRAKiT Upgrades (In Progress)
Community Development is implementing several upgrades to the permitting system. The beginning of July marked the kickoff of five of the nine sub-items. Four of the items have already been completed, including:
• Digital plan storage, including creating a new file naming convention to aid in tracking plan reviews.
• eTrakit electronic building application submittals, which shorten the time between application and permit reviews.
• eTrakit automated scheduling for building inspections, which has been integrated into all building permits.
• Trakit fee schedule indexing to help create itemized receipts.

Other items in progress include upgrades to the permitting system, which will be completed by September and are currently undergoing final user testing. GIS integration for faster sourcing of critical project data and data validation had a kickoff meeting the first week of July and will run over the next six months. Another part of the GIS project, concentrated on expanding available datasets in the GIS, will start toward the end of the GIS integration project.

Additional upgrades focus on contractor state license verification and data calls from the Contractor’s State Licensing Board website, to enhance account creation and license management for contractors. This has not started yet but will be scheduled with the consultant in July. Trakit Automated Scheduling (online or phone app) had its kickoff meeting the first week of July and will depend on the contractors' efforts for implementation, which is scheduled for the 4th quarter of this year.

Land Use Element Updates (Not Yet Started)
Unlike the Safety Element, an update to the Housing Element does not statutorily trigger an update to the Land Use Element. That being said, the various elements of a General Plan are required to be internally consistent, and an update to the Housing Element could trigger a need to update the Land Use Element to reflect the updated Housing details. In the case of the Town, the creation and then application of the aforementioned Multi-Family Zoning details will necessitate updates to the Land Use Element, to ensure that the Land Use Element does properly reflect the updated housing data resulting from the updated Housing Element. This item has not been formally scheduled yet, but will necessarily follow the completion of the new Multi-Family zoning designation.

GIS Updates (Yet to be Started)
Community Development is working with multiple vendors to integrate additional datasets from various sources into the existing GIS system. The new data will help staff and the public find parcel-specific information and support other technology and software to produce custom planning and permitting information, aiding the public through the planning and

Memo to City Council Page 6
Update on 2024-25 Work Plan
July 18, 2024
permitting application processes. This expands on the work with the permitting system and helps introduce information required as part of the housing element implementation. This work is ongoing and has varying milestones tied to the housing element schedule.

Historic Preservation Process Update (In Progress)
This item was requested by the Town’s History Committee with support from the Community Development Department. The Town’s historic preservation efforts have been fairly vigorous, but not codified and updated to reflect current practice and preferences, not to mention the recent staff turnover within the Community Development Department. The update to the Town’s historic preservation efforts as envisioned by the History Committee would entail amendments to the General Plan and the Los Altos Hills Municipal Code. Specifically, the amendments would more clearly and robustly establish Goals and Policies within the General Plan that would support consideration of historic preservation of properties, homes, and other landmarks both natural (heritage tree) and manmade (a barn, a bridge, etc.). The programs that would implement the Goals and Policies would then be codified within the Municipal Code and establish criteria for review of development proposals, and steps to be taken to preserve the historic significance of a structure or site. Members of the History Committee have been preparing draft versions of the General Plan updates for staff to review, and as the process is refined, a schedule for completion will be established.

Impact Fees Assessment (Yet to be Started)
As part of its financial management strategies and best practices, the town reviews existing impact fees every five years to ensure they remain in line with the impact caused by development and the cost to the town to mitigate those impacts. Existing impact fees are used to maintain stormwater drainage, pathways, and park and recreation facilities.

Additional new impacts to the town may be identified, requiring an analysis to determine if a new fee would be appropriate. This ensures that residents are not burdened with costs resulting from development. New impacts could include costs related to public safety, street maintenance, or affordable housing stock management. The impact fee assessment will follow the cost allocation plan, user fee study, and fee audit, and is slated for some time in 2025 after the other studies are completed.

Heat Pump Rebates (In Progress)
As part of the town’s Climate Action Plan and the community’s goal of reducing greenhouse gas emissions, the town sponsors rebates for heat pump water heaters, heat pump space heaters, induction cooktops and ranges, and electric clothes dryers when installed to replace natural gas appliances. This has been initiated and is ongoing.

Electrification Assessments (In Progress)
Similar to the Heat Pump Rebates, and as part of the town’s Climate Action Plan and the community’s goal of reducing greenhouse gas emissions, the town sponsors a Home Electrification Assessment Program, covering the costs for homeowners. These assessments help homeowners identify solutions for transitioning their homes off natural gas. This has been initiated and is ongoing.

Memo to City Council Page 7
Update on 2024-25 Work Plan
July 18, 2024
Reach Codes 2023 (Completed)
The town has long prioritized environmental sustainability. Over the years, the efforts of the Town Council, committees, and staff have enabled the town to focus on smart growth policies. The 2023 Reach Code efforts focused on promoting "zero NOx" equipment in new home construction and substantial remodels. A policy that was one of the first in the nation and is now being adopted in other parts of the country. This policy was adopted and implemented in the 1st quarter of 2024.

Reach Codes 2025 (Yet to be Started)
Following the 2023 Reach Codes efforts, the 2025 Reach Codes will aim to incorporate smart growth policies into other planning and building regulations. Specific areas of focus have yet to be defined but could include changes to existing or new regulations for water conservation measures, standards for the wildland-urban interface related to wildfire protection and prevention, and other sustainable and energy efficiency measures. The Environmental Initiatives Committee has begun to study options for water conservation, while staff has developed approaches to mitigate wildfire risks. These measures are scheduled to be included in the third and fourth quarters of 2025 with the new adoption of the 2025 Building Code Standards.

Leaf Blower Regulation Implementation (Complete)
The Town adopted a leaf blower ordinance that regulate the deciles that these land maintenance tools make throughout the Town. Postcards were sent out to residents alerting them to this new regulation and a Town website was created for people to look up information online. Currently the Town’s contract Code Enforcement Officer is working with the County Sheriff’s Office to respond to complaints and enforce the Town ordinance.

Deposit/Permit Tracking Report (In Progress)
Similar to the Impact Fees Assessment, the town reviews deposit balances, their management, and policies affecting deposits and their implementation. During ongoing reviews of the permitting system, errors were observed in the current reporting tools that highlight over-reported deposit balances, which need to be addressed.

Permit Fee Audit (Yet to be Started)
As part of the financial audit in 2021, Community Development identified the need to assess the impact of the accounting methodologies associated with the implementation of the 2020 fee schedule. This study has not been started and will follow the New Building Permit Fee Schedule.

Cost of Service Study (Yet to be Started)
Similar to the Impact Fees Assessment, the town reviews the cost allocation of city overhead among individual departments every five years. This ensures that departments continue to pay an equitable portion of the overhead costs and that this burden is accounted for in the fees for services, preventing the general fund and other community services from bearing undue costs. The cost allocation plan (i.e., Cost of Service Study),

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Update on 2024-25 Work Plan
July 18, 2024
user fee study (i.e., New Building Permit Fee Schedule), and Permit Fee Audit will be linked so that as one study is completed, the others can begin. The Finance & Investment Committee and staff are scheduled to review proposals in July, with the project kickoff in August. The anticipated completion of all three studies is the end of the 4th quarter of 2024, but this is highly dependent on stakeholder coordination, and the completion date may vary if additional analysis is needed.

New Building Permit Fee Schedule (Yet to be Started)
Similar to the Impact Fees Assessment, the Town reviews user fees for planning, building, and engineering every five years to ensure they remain in line with the cost of providing the service. This study has not been started and will follow the Cost of Services Study.

PV Permit Streamlining - Solar App Plus (In Progress)
SOLAR APP+ is a standardized plan review software designed to conduct compliance checks and process building permit approvals for eligible rooftop solar systems. Its implementation is mandated by the state to be in place by September 30, 2024. The town is in the process of establishing the Solar APP+ permitting requirement with County Fire, setting up testing and sample user groups, and finalizing registration requirements with the providers of Solar APP+. The project is on schedule.

Green House Gas Inventory (In Progress)
Similar to the Reach Codes, and as part of the Town’s Climate Action Plan (CAP) and the community’s goal of reducing greenhouse gas (GHG) emissions, the town inventories GHG emissions yearly to assess the effectiveness of initiatives and regulations, such as the 2023 Reach Codes aimed at reducing GHG emissions to achieve CAP goals. The inventory and analysis are then compiled into a report to guide future goal setting. The 2023 inventory is complete and is with the Environmental Initiatives Committee for review and reporting later this year.

FY 2024-2026 Two-Year Budget (Complete)
This year, the Town transitioned to a two-year budget to allow staff more bandwidth during the year rather than focusing on the budget as frequently as in past budget cycles. The budget process kicked off in February this year and was adopted at the June 20 meeting. The new budget takes effect July 21. Staff plans to start work on the 5-year CIP reconciliation followed by efforts to connect with the City Council next June in 2025 for an update to the two-year budget.

FY 2024-25 Annual Financial Report (Scheduled)
Every year the Town conducts an Annual Financial Report report for the previous fiscal year.

These reports help maintain transparency in how the Town uses taxpayer funds. The Town assembles these reports in compliance with the Government Finance Officer’s Association standards and has year after year received awards of excellence. Town staff will begin working on this report soon.

Memo to City Council Page 9
Update on 2024-25 Work Plan
July 18, 2024
FY 2025-26 Annual Financial Report (Scheduled)
Every year the Town conducts an Annual Financial Report for the previous fiscal year. These reports help maintain transparency in how the Town uses taxpayer funds. The Town assembles these reports in compliance with the Government Finance Officers Association standards and has year after year received awards of excellence. Town staff will begin working on this report soon.

Financial Policies (Not yet Started)
The Town had intended to review and update all of its financial policies such as investment, financial and other policies that dictate our process and timing to improve financial transparency and document the process to preserve institutional knowledge. This item has been delayed until we hire a permanent Finance Director to the Roll.

Maximize functions of ERP system and change to online payment (In Progress) As part of the town’s enterprise-wide financial system improvements, we have been working on expanding our electronic payment services. Recently, the town has focused on payments in its online permitting system (eTRAKiT) for planning applications, engineering, and building permits. As the town continues to offer more services through this system, residents or their representatives will be able to manage the entire process, including payments, from anywhere with internet access.

The town currently sets a transaction limit of $15,000 to minimize the impact of surcharges.

However, as the capacity of these systems grows, we will look to remove the current cap. This evaluation will be incorporated as part of the cost of service and user fee studies addressed in other items of the work plan.

Explore an Agenda Management System (In-Progress)
CivicClerk is the framework that we are now utilizing for our agenda management system, and it has proven to be an extremely helpful instrument for the Clerk's Office. It is planned that during the third quarter, the Clerk's Office will make greater use of the features offered by CivicClerk. This will enable Department Heads to immediately upload staff reports and supporting paperwork to CivicClerk.

Explore Public Records Act Responsive Software (Completed) The NextRequest system was implemented in Q1 of 2024. This software helps the Town streamline public records requests and maintain compliance with the Public Records Act. 2024 General Municipal Election (In-Progress)
This year, there will be three seats open on the City Council, and each one will be for a term that will end in December of 2028. On July 15, qualifying will begin, and it will end on August 9 of this year. In the event that an incumbent does not meet the requirements, the position will be extended by one week. Both the procurement of supplies and the hiring of advisors have been completed.

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Update on 2024-25 Work Plan
July 18, 2024
This year we will have 3 available seats for City Council for a term expiring in December 2028.

Qualifying will begin July 15 and conclude on August 9. If an incumbent doesn’t qualify, then it will be opened one additional week. Supplies have been ordered and consultants have been engaged.

Annual records review 2X per year (In Progress)
This project was completed December 2023 with records that reached the retention date being destroyed in Q1 2024. We will start this process for the next set of records that reached the retention date in Q4 2024.

Create Fellowship Program (Removed)
The City Council identified a need for additional staff to help progress the Town’s goals and day-to-day operations of staff. Initially this was envisioned as a Management Fellow position, however after staff analyzed the amount of work that could be assigned to this person, onboarding a Management Analyst instead made the most sense. A new Management Analyst position was approved in the two-year budget cycle and recruitment for this role began on July 1.

AI Use Policy (Complete)
In February the Town adopted its first A.I. Use Policy. The city Council has acknowledged the benefit that A.I. technology can bring to the Town and reinforced this position with a strong policy to guide the Town in how it will use the platform. Town staff worked closely with the Technology Committee to write the policy and the Town has since been a benchmark for other jurisdictions across California as these other municipalities look to adopt their own polices.

Continue Employee Enhancement & Retention Program + Onboarding new employees (In-Progress)
Attracting and retaining employees is as important as ever for public agencies. The City Council acknowledges the fact that without a talented staff, their goals cannot progress. So far this year staff has worked with outside consultants to review workplace culture and make amendments to the employee handbook, work from home, flexible schedules, stay interviews, employee training/development efforts, development conversations, and other efforts to make Los Altos Hills an employer of choice.

IT Managed Services RFP (In Progress)
The Town does not have an IT support team in-house, but rather contracts for this service with a third-party vendor. The Town’s current agreement is expiring for IT Managed Services and staff has been administering an RFP for to find quality vendors. Town staff has worked closely with the Technology Committee to create the RFP, assemble a rating sheet, and review the bids received. The award of the contract is scheduled for the July 18 City Council meeting.

Complete Organizational Assessment (Complete)
The original intent of this effort was to review the Town’s organizational structure, distribution of workload between departments, and operational efficiency. This work was completed and

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Update on 2024-25 Work Plan
July 18, 2024
the re-balancing of staffing throughout the various departments of the Town and the effort is now complete and reflected in the adopted budget, organizational chart, and personnel allocations.

Upgrade Phone System (In Progress)
The Town’s current phone system needs upgrading due to support for the system terminating relatively soon. Town staff has been working with the current IT Managed Services provider to collect proposals for the new system. The new system will be located in the cloud and allow staff to have more options for residents calling into Town Hall such as a phone tree and call forwarding. This project should be completed in the next few months.

Internal Purchasing Policy (Not Yet Started)
The original effort was intended to distinguish between the various types of purchasing threshold to improve transparency to the public as well as standardize organizational operations and defensibility of our purchasing process to the public. The effort will commence once we have a full-time lead of our Finance Department Conduct a satisfaction survey of Planning/ Development services in the past three years (Not Yet Started)
There have been questions raised about performance within the Community Development Department, and as part of the effort to improve customer service, we will be conducting surveys of people who have engaged with Community Development over the past three years to identify areas of improvement and determine the best practices the Department can adopt to improve our ability to provide excellent service to the residents of the Town.

Protect and Maintain Infrastructure
Summerhill Avenue Pathway - Phases 2 & 3 (In Progress)
The scope of the Summerhill Pathway Project is to install a 5’ wide on-road path spanning approximately 2,300 linear feet between El Monte Road and Magdalena Avenue. The on-road path between El Monte Road and Nicole Lane has been installed. For the remaining pathway from Nicole Lane to Magdalena Avenue, staff is continuing to work with the County of Santa Clara County for an encroachment permit for construction of the proposed paths along County right-of-way. The Town also needs additional pathway easement from one property on Summerhill Avenue. The design is 95% complete due to a screening or privacy issue at one property that still needs to be addressed. Construction of the remaining path is anticipated in 2025.

Fremont-Redwood Grove Path (In Progress)
The scope of the Fremont to Redwood Grove Path project involves constructing an off-road path for a safer pedestrian route between Fremont Road and Redwood Grove/Shoup Park.

Currently, people climb down or up a steep hill to travel between Fremont Road and Redwood Grove. Redwood Grove is entirely within the City of Los Altos jurisdiction. Town staff is continuing to work with the City of Los Altos for an agreement and design for this connecting route. Los Altos may require the Town to construct a stairway connecting to an existing set of

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Update on 2024-25 Work Plan
July 18, 2024
stairs on the hill instead of a path. Once an agreement is in place, the design and construction would take approximately a year.

Pathway Fee Nexus Study (In Progress)
The Town hired Matrix Consulting Group to conduct a pathway fee nexus study. A draft of the pathway fee study has been prepared and presented to the Finance and Investment (FIC) and Pathways Committees. Both committees approved the methodology of how the new pathway impact fee was established and recommended it for Council consideration and approval. FIC recommended adding a Consumer Price Index (CPI) factor to the fee to account for increase in costs. Staff plans to present the draft study to the Planning Commission in September before taking the item to Council for consideration in Q4 2024.

Middle Fork to Maple Leaf Court Path (In Progress)
Council directed staff to update the Master Path Plan (MPP) to include the proposed Middle Fork Lane to Maple Leaf Court Path. Changes to the MPP is considered an amendment to the Town’s General Plan. This public hearing item was scheduled for the May 2024 Planning Commission meeting. However, due to research needed to respond to an opposition letter from the attorney of a property owner on Middle Fork Lane, the public hearing has been pushed to the August 1 Planning Commission meeting. Once a recommendation is made by the Planning Commission, staff will schedule the item for a public hearing at the subsequent Council meeting in Q3 or Q4 of 2024.

Work with the Pathways Committee to reprioritize the order of pathways to be worked on throughout the year (In Progress)
Staff has staked the three priority path segments identified by the Pathways Committee. The three segments are Deer Creek Extension to Natoma, Dawn Ridge to Hilltop and Old Page Mill to Christopher Lane. Staff has identified that all three segments will take multiple years to complete due to pathways being in creeks and in Caltrans property. The first two segments will require environmental studies and permits from the State Water Board, Army Corp of Engineers, and California Department of Fish and Wildlife. Staff will continue to work on these priority segments, but all segments have long project durations (minimum 2 to 3 years) and high price tags, which require creating separate individual capital projects. Staff will also work with the Pathways Committee to come up with pathway segments that can be quickly constructed in-house this year.

Fleet & Equipment Procurement (Not Yet Started)
This project is on hold with the new budget set to be approved. It may be restarted in FY 25- 26 or FY 26-27. In the meantime, staff will try to repair and maintain older equipment to last longer.

Continue Replacement of Road Signage across the Town (In Progress) This project was set up to update the Town’s signage to current CA MUTCD standards.

Currently, most of the Town’s signage is out of compliance with the new standards. This project includes new hardware, signs and posts when needed. Town maintenance staff has

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Update on 2024-25 Work Plan
July 18, 2024
replaced over 1/3 of all street name signs and hardware in town. Current estimated completion of the street name sign section is Q4 2024, then continuing work on regulatory and warning signs.

Asset Management for Storm Drain System (Not Yet Started) As part of the Annual Storm Drain Improvement Program, staff will look to updating and adding the Town’s storm drainage infrastructure system to the GIS application to improve asset management and correct deficiencies before failures. This work will start in Q2 of 2025 and be completed by Q4 of 2025.

Annual Pavement Rehabilitation and Drainage Improvement (In Progress) The Annual Road Rehabilitation Program is an ongoing capital program for maintenance and improvements to Town streets for safety and functionality. The bid opening for the 2024 Pavement Rehabilitation project was on June 20, 2024, and the Town received one bid.

Fortunately, bid is under the Engineer’s Estimate and the project budget. Staff will present the bid result to the City Council and recommend awarding the construction contract at the July City Council meeting. The project will be completed by Q4 2024.

Annual Storm Drain Improvements Program (Not Yet Started) The Annual Storm Drain Improvements Program is an ongoing capital program for maintenance and improvements of Town’s storm drain infrastructure. Staff will inspect the storm drain system and prepare bid documents in Q4 2024 and advertise for bid in Q2 2025.

The project will be completed by Q3 2025.

Heritage House Remodel (In Progress)
The Heritage House remodel will focus on ADA and multi-use improvements to this Town building. The path of travel and other building elements of the Heritage House will be improved for ADA accessibility. Furthermore, the remodel will allow the house to be used as a meeting and activity space for the seniors, committee members, and staff. The scope will include replacing the gas furnace and water heater with a heat pump and electric water heater. Certain historical elements of the house will be preserved such as the vestibule, casework, sliding door, and flooring. Staff is aiming to complete design and construction documents for Council approval in Q3 2024 and start construction in Q4 2024 due to hard deadlines for the $400,000 Community Development Block Grant (CDBG). The deadline for CDBG funding reimbursement is April 2025.

Corporation Yard Improvements (In Progress)
Currently, the Public Works maintenance staff use their office area on the second floor of the Corporation Yard as a makeshift locker room. They also share one unisex restroom with a shower on the second floor. The Locker Room project at the Corporation yard aims to construct an adequate locker room facility by combining and upgrading the existing restroom and the office space. During the design process, it was discovered that an ADA restroom may be required on the first floor for accessibility. A gender-neutral restroom with a shower is also

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Update on 2024-25 Work Plan
July 18, 2024
proposed as part of the project, which may require additional budget. Pending on the project budget, construction could start in Q4 of 2024.

Staff is also working on completing the Master Plan Study for the Corporation Yard building to assess existing conditions, evaluate needs, and make short- and long-term recommendations on maintenance and improvements needed. The Master Plan Study is being coordinate with the locker room improvements. The Corporation Yard priorities identified include an assessable restroom, staff locker room, additional storage, electrical upgrade, emergency power, and more. Staff will be presenting the Master Plan Study at the July 18, 2024, Council Meeting as an informational item.

Sewer Rehabilitation and Repair (In Progress)
The Annual Sewer Rehabilitation repairs or replaces priority sanitary sewer segments with significant defects each year to maintain uninterrupted conveyance of wastewater and to prepare sanitary sewer overflows. The 2023 sewer rehab project is currently in progress and will be completed by summer 2024. Staff is also working with a consultant to develop a more comprehensive and systematic asset management program for the Town’s sanitary sewer system to better prioritize sewer project segments for the annual sewer program and develop a five-year project list. Staff is looking to implement the sewer asset management program by Q3 2024 and develop the 2024 Sewer Rehabilitation project to start construction by Q4 2024.

Matadero Creek Erosion (In Progress)
This project aims to repair the erosion along Matadero Creek next to Page Mill Road near Berry Hill Court with the construction of a soldier pile wall and other improvements to the creek bed. The project site is within the Caltrans right-of-way, but Town has maintenance responsibilities. The Town obtained necessary approvals from regulatory agencies and Caltrans. The construction bids for the project are due on July 2, 2024. Once the lowest responsible bidder is established, staff will request the Council to award the construction contract. Construction is anticipated to start in August/September 2024 and be completed by the end of the year. If the bids do not come in within range we may need to reject all bids, re-engineer the project, and go back out for bid.

As a permanent mitigation measure for the work in the creek, the Water Board has required an extensive off-site mitigation measure at Byrne Preserve involving planting over 500 plants at 848 linear feet of tributary area to Moody Creek. Horse exclusion fencing would be required in certain riparian areas for plant establishment. The mitigation measure work will be going out to bid in August and depending on bids, the work is anticipated to start in December 2024.

Undergrounding Utilities - El Monte Rule 20A (In Progress) On June 24, a construction contract was awarded to Phoenix Electric, the lowest responsible and responsive bidder, for the project. The project team has been working on reviewing submittals and establishing a start date for construction. Due to the availability of Phoenix’s crew, they may not be able to start construction until August. Town staff is continuing to work with Phoenix to expedite the construction schedule as much as possible. If the construction starts in August, the joint trench portion of the project may not be completed until Q2 of 2025,

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Update on 2024-25 Work Plan
July 18, 2024
depending on weather conditions. Once the joint trench work is completed, utility companies will take approximately a year to underground their overhead facilities underground.

Civic Center Improvements – Obtain Direction from Council (Completed) The current goals of the Civic Center improvements project are to increase workspace for Town staff, address community needs, and renovate the aging Parks & Recreational building for better programing use. In February 2024, Council selected a concept design option to renovate the Parks and Recreation building as well as the interior of Town Hall to include more workspaces. Due to heavy staff workload, the design phase of the project has not been included in the 2024-2025 City Council Work Plan. Staff will look into starting the design phase of the project in 2025 or 2026.

Council Chamber HVAC (In Progress)
Staff obtained multiple quotes from HVAC contractors to replace the three furnace units in the Council Chamber with heat pump units. All quotes came in above the $60k, which would require staff preparing plans and specifications for an informal bid. Due to the heavy workload and re-prioritization from the Council of the Public Works staff in 2024, the project will be deferred to 2025 or 2026.

Town Hall Electrical Panel Upgrade (In Progress)
Town Hall is the center of all operations for the Town. It also servers as the Emergency Operation Center in times of Emergency. A few years ago, the Town received a grant from the California Office of Emergency Management to upgrade the Town’s back-up generator to battery back-up power. Along with this upgrade, the Town’s electrical panel was upgraded to allow for increased power usage for electric vehicles and any possible future expansion of Town Hall. This project is scheduled to be completed in Q3 of 2024 Town Hall Facility Security Camera Upgrade (In Progress) All three of the Town’s major properties: Town Hall, Corporation Yard, and Westwind Community Barn require their security cameras to be updated. Due to the anticipated cost of this project, staff recommends completing one location per year. Staff has already began soliciting vendors for quotes to upgrade these facilities and will come back to Council at a later date with a proposal once a recommendation has been reached.

Council Chambers Audio/Video Upgrade (Completed)
In our post-pandemic environment, virtual involvement in Town meetings has become a normal part of doing business. To bring the Town’s Council Chambers up to speed on these technological advances, the City Council approved a project to upgrade the AV system to allow for state-of-the-art hybrid meeting technology. The project was completed Q1 of 2024.

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Update on 2024-25 Work Plan
July 18, 2024
Purissima Park Improvement Program (Scheduled)
In FY2024-25, the Purissima Park Improvements, an ongoing capital program, will look to replace or repair the existing fencing for fields P2 and P4 and seal coat and restripe park the parking lot by Q4 2024.

Westwind Community Barn Improvement (Project Yet to be Started) In FY2024-25, the Westwind Barn improvement, an ongoing capital program, will focus on repairing and replacing the lower arena and paddock fencing. The sprinkler/irrigation system for the lower arena to control dust and preserve the bedding material in optimal condition for horses will also need to be repaired or replaced. Additional storm drainage improvement work may be needed to address water puddling, erosion, and ground destabilization.

Depending on the budget available for the project, minor improvements are needed to the barn’s electrical system and the restroom. Staff is anticipating to complete the work by Q2 2025.

Progress on Additional Council Projects Not on the 2024-25 Priority Workplan As staff made progress on the priorities identified in the workplan, several other projects arose needing staff’s attention. The table below represents additional projects taken on by staff so far this year. Bandwidth for these projects became available from reprioritizing or progressing other priorities at a faster rate than was originally anticipated.

Projects Department QUARTER OF

COMPLETION STATUS
Broadband

1. Funding Agreement with LAHCF

2. Installation of Fiber
Public Works 1. Q4 2024

2. Q4 2026 P
Launching the “With” Community App CMO Q3 P
Recruitment for Senior Planner CDD Q3 P
Recruitment for Public Works Inspector Public Works Q3 P Recruitment for Finance Director CMO Q2 ✓
Charter City/RPTT Study Session CMO Q2 ✓
Public Safety Town Hall CMO Q2 ✓
This has been an exceptionally productive year thanks to the clear policy direction of the Council and the continued support and defense of staff resources so we can stay focused on Council and staff priorities. As we start to prepare for next year we hope to build on the trust and collaboration we have built over this last year and look for the Council and communities continued support going into 2025.

Memo to City Council Page 17
Update on 2024-25 Work Plan
July 18, 2024
Albeit this has been a supremely successful year, in staff's opinion the workload has truly stretched staff up to, and in some cases beyond, their capacity. We have also seen an increase in invoices from our consultants that we engage as the workload exceeds our capacity and we contract out work. The challenge for both the Council and staff, in the coming year will be to set realistic expectations and agree to a policy to reprioritize Council, committee, and staff projects when new projects come online.

The Council has adopted a two-step process that ensures new projects get discussed and acted on by the Council which could result in re-prioritization and additional funding requests.

ATTACHMENTS:

1. January 23, 2024 Work Plan Report

2. Midyear Update of the 2024-25 City Council Work Plan

2024-25 PRIORITY SETTING SESSION

SUMMARY REPORT
Town of Los Altos Hills
Prepared by:

Dan Rich –
Renne Public
Management Group

1 2024-25 Priority Setting Session
Introduction
The City Council of Los Altos Hills conducts an Annual Priority Setting workshop to provide direction to staff on priorities for the coming two years, and to hear from the public on their interests related to priorities for the Town and its residents. The Priority Setting process ensures that Council, Committees, and staff are all aligned on where time and resources should be focused. The 2024-25 Priority Setting Session was held on January 23 in the Council Chamber, with Mayor Mok presiding over the public meeting.

City Manager Peter Pirnejad and members of the executive team were present at the meeting, which was facilitated by Dan Rich from the Renne Public Management Group (RPMG). Ultimately, a Work Plan with 61 projects, including a number of projects being redefined, deferred, or removed, was endorsed by the City Council and is attached as Exhibit A to this report. A summary of the session follows.

Background
Planning for the session began long before the actual meeting on January 23. Given the multi-year nature of many of the projects, and the impact of this process on staff, it was decided to develop a two-year Work Plan for the first time. The effort started in early September with the help of Frank Benest, ICMA Executive Leader, who worked with staff to build and facilitate a process to collect and consider all the priorities from the various stakeholders. This effort was followed by the City Manager meeting with all of the City’s standing committees to discuss the process and ask them to develop a list of desired priority projects for 2024-25. Concurrently, Dan Rich held one-on-one meetings with each member of the Council to discuss their priorities for the two-year cycle. Staff then went through an organized process to determine the proposed priorities, including two half-day work sessions. In doing so, they considered mandates and carryover items from 2023, as well as new items identified by Council, Committees, and staff. Using all that input, staff developed the proposed 2024-25 Work Plan.

2 On January 11, the City Council held a special meeting to hear from the Planning Commission and standing committees on their 2023 accomplishments and proposed 2024-25 priorities. Then, at the January 23
rd session, staff presented a recommended two-year Work Plan with 63 projects, categorized in the following four Value Areas (similar to those in 2022 and 2023):
· Maintain Quality of Life and Community Character
· Promote Public Safety
· Increase Effective Service Delivery and Governance
· Protect and Maintain Infrastructure
The recommended work plan incorporated 17 of the items proposed by standing committees – and 25 others can be worked on by the committees without staff time or funding from the Town; an additional 3 are “just do it” items and will be done but not shown on the Work Plan. The presentation also included 8 “Parking Lot” items – projects suggested by Council that were desired but there were not sufficient resources to undertake, as well as the 12 items from committees that could not be taken on.

Agenda
The agenda for the priority setting session was as follows:
· Introductory Comments
· Agenda Overview
· Recommended 2024-25 Work Plan
· Council Questions and Initial Discussion
· PUBLIC COMMENTS
· Identify Possible Changes to the Work Plan
· LUNCH
· Discussion of Items NOT on the Work Plan
· PUBLIC COMMENTS
· Discuss and Vote on Changes to the 2024-25
Work Plan
· Staff Huddle
· Recap and Next Steps

3 Ground Rules
After introductory comments by the City Manager, Dan Rich from RPMG reviewed the agenda and reintroduced the following suggested ground rules which were similar to those used in 2023:
· All voices matter
· Actively listen with intention and respect
· Be constructive when providing feedback or asking questions · Recognize common interests and seek consensus
· Focus on high-level goals, not the day-to-day operations · Enjoy the day
Guiding Principles
In 2023, staff created and presented “foundational principles” to the Council; they were designed to acknowledge the importance of prioritizing specific work efforts, ensure clarity of roles, and to focus staff work on the Council’s priorities. The Council supported these again for 2023. For the current cycle, they were modified and shortened slightly, without changing the intent, and called Guiding Principles. Council adopted the following:
· Day-to-day operations take up 85-95% of organizational capacity · If everything is a priority, nothing is a priority; only extraordinary or critical items should be added to the list mid-cycle. If new items are added, changes to the adopted plan are likely to be necessary.
· Upcoming budget allocations need to be aligned with the Council’s Priority Policies and the related key projects
· The Council’s role is to provide strategic direction and policy guidance, approving budget and staffing resources
· Management’s role is to implement the Council’s adopted Work Plan while recommending resources needed, identifying reasonable timelines, achieving key milestones, noting constraints and recommending adjustment along the way
Following endorsement of the Principles, a new “Two-Step” process for Committees to add items mid-cycle was outlined and discussed (the same process applies to Councilmembers), where first Council would give a simple yes/no to considering the item, and if yes, then staff would return (step 2) with a report explaining the implications (drop, defer other items, cost, etc.). After some dialogue and clarification, Council supported this idea.

Dan Rich then briefly discussed some of the trends appearing across the local government landscape, such as recruitment and retention issues, aging infrastructure and climate change adaptation. The purpose of this overview was to provide a high-level awareness of the Town’s workload within the greater landscape of new and ongoing issues impacting all local government in California.

4 The following nine items were identified and
discussed by Council after lunch, with another
opportunity for public input before the Council voted
on them:
· Historic Landmark Designations
· Pathway on Page Mill /Via Feliz
· Christopher Lane Pathway
· Expand Emergency Communication
Notification Study
· Green Sheets Study Session
· Lobbying Efforts
· Continue Broadband Efforts
· Establish Charitable Fund
· ‘Our Town’ – Increase to Four Issues
Review of the 2024-25 Work Plan
The City Manager provided a recap of the 2023 Council priorities and achievements (60 milestones completed) and then went through a detailed presentation of the proposed 2024-25 Work Plan and how it was developed, walking through the recommended projects in each of the four Value Areas, the parking lot items (those that can’t be taken on at this time), and the committee requested projects.

The City Manager noted that the proposed Work Plan included 63 projects, many of which are mandated or carryover items; 29 are new for the upcoming cycle. 17 of the projects in the plan came from the committees and another 28 will be worked on, so 79% of what they prioritized will be acted on in the coming two years.

Council Dialogue and Public Comments
After initial questions and a general discussion of the proposed Work Plan, public comments were solicited. The consultant then facilitated a multi-step process for the Council to consider possible deletions or additions to the work plan, including a review of the “parking lot” and committee items not proposed to be worked on. First, Council provided direction to delete the water conservation item and take a light approach to enforcing the leaf blower ordinance to emphasize education and corrective action. On the Fremont/Redwood Grove path item, Council suggested waiting for the attorneys to talk and see if agreement can be reached before taking further action. Council then discussed items they were interested in considering for addition to the Work Plan prior to a lunch break.

5 Changes made to the 2024-25 Work Plan
After Council discussion of the nine items noted on the previous page, members voted with a colored “dot” system, with one dot having a #1 to indicate that member’s top priority. The voting led to two items receiving majority support for addition to the Work Plan.

The meeting was then recessed briefly so staff could confer on what tradeoffs would need to be made in order to incorporate the items Council wished to add. After staff discussion, the following changes were recommended:

Items Removed

1. Fremont / Redwood Grove Path – Report back after attorney discussions

2. Water Conservation

3. Expand Firewise Program – Ask Fire District to take the lead Items Added

1. Pathways - Review appropriate design and alignment for Pathway on Page Mill/Via Feliz with the Pathways Committee as well as Old Page Mill to Christopher Lane once an easement is obtained

2. Emergency Communication Notification Study – Engage a consultant to prepare a study in consultation with EPRC and Council
Deferrals

1. “Improve Pathway System – Key Projects” – staff will work with the Pathways Committee to reprioritize the order of pathways to be worked on throughout the year

2. Tabletop Emergency Preparedness Drill
Exhibit A is the updated 2024-25 Work Plan with these changes incorporated.

6 Staff will begin working on the projects in the Work Plan and will seek budgetary funding for specific items as necessary during the 2024-26 Budget Process. Staff will also update the City Council on the status of each project within the plan at the regularly scheduled City Council meeting in approximately 6 months. As noted earlier, there is a “two-step” process for new items to be added during the year.

And next January, a review and fine tuning of the two-year Work Plan will be undertaken by the Council.

The Council priority setting session concluded at approximately 2:45 after a recap and discussion of next steps by the City Manager.

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 6/28/2024
Objective Design StandardsZoning Ordinance (Multi‐Family) CEQAInclusionary Housing / Feasibility
ADU Ordinance UpdateEmergency Shelter/LBNC/Residential CareOrdinance UpdateDensity Bonus Ordinance and Incentives for ELIsBy‐right Approval Ordinance
Farmworker and Employee Housing
OrdinanceStreamline Committee Review Process ‐
Ordinance UpdateStory Pole Policy ‐ Ordinance UpdateGrading Ordinance Update SB 35 and SB 330 Application Streaming
Procedure
No Net Loss Monitoring
Pre‐approved ADU Plans
Education, Outreach, and InformationExchange for housing resources LEGEND
✓ Complete
P In progress
S Scheudled
Ø Project yet to be started
* Legally Mandated/Directed by Council
$
$150K
Host a diverse and robust set of special
events/programing that brings thecommunity together
CRC
P&R
* $
$500K
Housing Element Programs
PC
EDPC
Community Building through Town‐wide Events
and Activities Community
Services
P CDD
P
VALUE/PRIORITY AREA: Maintain Quality of Life and Community Character POLICY VALUE STATEMENT: Better leverage healthy relationships with community members and maintain rural atmosphere in Town Mandated/
Budget KEY PROJECTS/INITIATIVES KEY OUTCOME COMMITTEE INVOLVEMENT LEAD DEPARTMENT STATUS

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 6/28/2024
$*
$50K
Complete Safety Element Have a completed GP Element P CDD EPRC $*
$60K‐$90K
Engage with a consultant to prepare an
Emergency Communication Notification Study in
consultation with EPRC and CC
Emergency Communications Study

P CMO EPRC
LEGEND
✓ Complete
P In progress
S Scheudled
STATUS
PP CMO
$
$30K
Decrease the amount of burglaries in Town
Keep the Town Safe and prepared for
emergencies (staff training and update plans)
Public Safety
EPRC
VALUE/PRIORITY AREA: Promote Public Safety
POLICY VALUE STATEMENT: Maintain the high level of public safety in the Town.

Mandated/
Budget KEY PROJECTS/INITIATIVES COMMITTEE INVOLVEMENT KEY OUTCOME LEAD DEPARTMENT CMO Tech
Emergency Preparedness

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 6/28/2024
* $
$25k
Land Use Element Updates Increased accuracy and efficiency from Planning Staff; satisfaction of HCD
requirements
Ø CDD PC
*
GIS Updates Increased accuracy and efficiency from
Planning Staff; satisfaction of HCD
requirements
Ø CDD
Historic Preservation Process Update Increased transparency and effectiveness of Planning and Building staff regarding historicpreservation efforts P CDD History $
$20K
Impact Fees Assessment Complete an assessment of current impact fees as the basis to assess whether new or
revised fees are warranted Ø CDD FIC
$
$10K
Heat Pump Rebates Promote the use of heat pumps P CDD EIC $
$10K
Electrification Assessments Promote electrification of homes

P CDD EIC
Reach Codes 2023 Adopt new reach codes for 2023 Code Cycle ✓ CDD EIC VALUE/PRIORITY AREA: Increase Effective Service Delivery & Governance POLICY VALUE STATEMENT: Advance Town operations to better serve the community Mandated/ Budget KEY PROJECTS/INITIATIVES KEY OUTCOME COMMITTEE INVOLVEMENT LEAD DEPARTMENT STATUS $
$130K
Increased efficiency from Planning andBuilding Staff
TRAKiT & eTRAKiT Upgrades
P CDD

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 6/28/2024
Reach Codes 2025 Adopt new reach codes for 2025 Code Cycle ØCDD EIC Leaf Blower Regulation Implementation Enforce Town's new leaf blower regulations ✓ CDD EIC Deposit/Permit Tracking Report Track Deposit accounts for building, planning and public works PCDD FIC
$
$20K
Permit Fee Audit Study Audit Building Permit Fees and issues refunds if necessary ØCDD FIC
$
$20K
Cost for Service Study Complete a Cost for Service Study which is the basis to evaluation new fees Ø ASD / CDD FIC
$
$20K
New Building Permit Fee Schedule Update the Town's Building Fee Schedule in line with the new COS Study Ø ASD / CDD FIC
* PV Permit Streamlining ‐ Solar App Plus Streamline the PV Permitting process PCDD EIC $
$17K
Green House Gas Inventory Complete a Green House Gas Inventory to track GHG Emissions PCDD EIC
FY 2024‐2026 Two‐Year Budget
FY 2025‐26 Annual Financial Report Financial Reporting Award *
$
$50K
$
$50K
*
$
$20K
FY 2024‐25 Annual Financial Report
Budget for the Town with Award
Financial Reporting Award
FIC
FIC
✓
S
Financial Policies
Maximize functions of ERP system and changeto online payment Internal ControlInternal Control
Ø
PASD
FICFIC
ASD

ASDASDASD
S

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 6/28/2024
AI Use Policy Prepare staff to use AI in work ✓ CMO Tech $
$150K IT Managed Services RFP
Maintain our IT systems P CMO Tech
$
~$50K
Upgrade Phone System Increase efficiency from staff P CMO Internal Purchasing Policy Internal purchasing policy for goods, services, and public works projects Ø ASD FIC
Conduct a satisfaction survey of Planning/
Development services in the past three years
Conduct a satisfaction survey of Building and
Planning review process to identify neededareas of improvement Ø CDD
LEGEND
✓ Complete
P In progress
Complete Organizational Assessment Increase efficiency from staff ✓ CMO $
$80K
Create Fellowship Program Year Round Additional Help
Continue Employee Enhancement & Retention
Program + Onboarding new employees
Maintain Employees
CMO
P CMO
$
$40K
$
$20K
Streamline the agenda process
2024 General Municipal Election Run a successful election Maintain the records according to the records
retention scheduleAssist in responding to PRA’s in a timely manner. PRA’s have increased in recent years. $$6K
Annual records review 2X per year
Explore Public Records Act Responsive Software
Explore an Agenda Management System
ClerkClerkClerk
P Clerk Tech
✓ Tech
PP

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 6/28/2024
S Scheudled

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 6/28/2024
*$
$100K‐$300K
Fremont‐Redwood Grove Path Report back to the council on the agreement between the City of LA and the Town of LAH P Public Works Pathways Update the pathway fee
Develop Long‐Term Pathways Improvement
Plan
Summerhill Avenue Pathway ‐ Phases 2 & 3 Construct Summerhill Pathway *$
$100‐150K
VALUE/PRIORITY AREA: Protect & Maintain Infrastructure
POLICY VALUE STATEMENT: Maintain and expand Town assets through new technology and processes Mandated/ Budget KEY PROJECTS/INITIATIVES KEY OUTCOME COMMITTEE INVOLVEMENT Pathways
LEAD

DEPARTMENT
Public Works
STATUS
P
Pathway Fee Nexus Study
Public Works
Miscellaneous Pathways ‐ Build offroad and
roadside pathways priortizied by the Pathways
Committee such as Deer Creek Extension to
Natoma, Dawn Ridge to Hllltop, Zappenity
Public Works
PP
*
*$
$50K‐$300K Pathways
Middle Fork to Maple Leaf Court Path Construct Middle Fork to Maple Leaf Court Path
Work with the Pathways Committee to reprioritize
the order of pathways to be worked on
throughout the year
FIC / Pathways

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 6/28/2024
*
~$30K
Continue Replacement of Road Signage across the
Town
Meet State’s reflective code requirement P Public Works $
$100K
Asset Management for Storm Drain System To be able to better maintain and improve storm drainage system Ø Public Works
Purchase and install a Conex container for
additional storage space needed
, g p, pp y
Court to Central Drive, Moody to Altamont,
and Burke Lane to Robelda for offroad paths;
and Robleda Road, Magdelena Avenue,
Fremont Road, and west side of Manuella
Road for roadside pathways; Review
appropriate design and alignment for Pathway
on Page Mill /Via Feliz (easy half which dead‐
ends into private property) with Pathways
Committee and Old Page Mill to Christopher
Lane Path once easement is obtained
P
Ø
P
Ø
P
Fleet & Equipment Procurement
History/
Emergency
Preparedness and
Response
Public Works
$
$150K
Public Works
$
$250K
*$
$400K
Heritage House Remodel
Replace 20+ year old pickup trucksImprove Heritage House for multi‐purpose use Public WorksPublic WorksPublic Works
*$
$300K‐$900K
Corporation Yard Improvements
*$
Annual Storm Drain Improvements Program
Annual Pavement Rehabilitation and Drainage
Improvement
2024 & 2025 Street Repair Project
Pathways
Maintenance and improvements of Town’s SD
infrastructure

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 6/28/2024
Master Plan for Corp Yard Building
Complete Matadero Creek Erosion ProjectMitigation Measures for the Matadero Creek Erosion Project
* Council Chamber HVAC Finalize recommendation and obtain direction from Council P Public Works Environmental Initiative
*
Town Hall Electrical Panel Upgrade Upgrade Main Electrical Panels for Town Hall with Battery Backup System P
City
Manager/Public
Works
Environmental
Initiative
Council Chambers Audio/Video Upgrade Council Chambers A/V Upgrade ✓ City Clerk/Public Works Tech *
Locker Room Improvements
Sewer Rehabilitation and Repair 2024 & 2025 Sewer CIP Public Works PP
Town Hall
Subcommittee/ PC
*
Finalize recommendation and obtain direction
from Council; Increased workspace for Town
Staff to address community needs
Matadero Creek
Public Works
Undergrounding Utilities ‐ El Monte Rule 20A Finalize design and construction for the El Monte Fire Station Undergrounding Project
(Rule 20A)
Public Works Underground Subcommittee
PP
✓
Civic Center Improvements ‐ Obtain Direction from
Council
Public WorksPublic Works $ $100K
Town Hall Facility Security Camera Upgrade Bring all Town facility secuity systems under one platform City Manager
Westwind Community Barn facility
improvements
Westwind Community Barn Improvement
Purissima Park Improvement Program Purissima Park Improvements Public Works Public Works
P
S
Ø

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 6/28/2024
LEGEND
✓ Complete
P In progress
S Scheudled
Ø Project yet to be started

ITEM 8B
TOWN OF LOS ALTOS HILLS July 18, 2024
Staff Report to the City Council
SUBJECT: INFORMATIONAL UPDATE ON THE CORPORATION YARD

MASTER PLAN STUDY
FROM: WooJae Kim, Public Works Director WK
APPROVED: Peter Pirnejad, City Manager PP
RECOMMENDATION: That the City Council receive an informational update on the Corporation Yard Master Plan Study.

BACKGROUND:

As adopted in the Operating and Capital Budgets for FY2024-2025 and FY2025-2026 (FY2025 & FY2026 Budget), the Corporation Yard Master Plan Study is a capital project aimed to identify and analyze the existing conditions and space/program needs of the Corporation Yard and prioritize future improvements.

The Corporation Yard is the main operations facility for the Public Works maintenance staff. It is located at 27400 Purissima Road adjacent to the 280 Freeway and Purissima Park. The site contains the Corporation Yard facility along with a permanent storage canopy, material lay down space, fueling station, and bioswale areas. The Corporation Yard facility is a two-story barn style building with 4,735 square feet of floor area. The lower level is primarily used for maintenance equipment and materials storage. The upper level houses two offices, a restroom, a street sign storage area, and general Town storage.

In 2012, a seismic retrofit of the facility was performed to include floor reinforcing, shear walls, and diaphragm retrofits.

DISCUSSION:

In February 2024, the Town retained The KPA Group to perform the Corporation Yard Master Plan Study. The KPA Group first surveyed the existing conditions of the Corporation Yard building and site for a Facility Condition Assessment (FCA) to evaluate the current life cycles of existing components. The FCA findings are included in the Master Plan Study document, which can be viewed on the Town’s webpage at https://www.losaltoshills.ca.gov/579/City-Council-Meeting-Documents. The overall condition of the Corporation Yard was determined to be average with only two critical items identified for immediate attention, which were the aging windows and cracked bathroom sink that require repair or replacement. There were several building components categorized to be in poor condition, which are summarized below:
- Aging exterior doors, not weatherproof

Staff Report to City Council Page 2
Corporation Yard Master Plan Study – Informational Update July 18, 2024
- Exterior lighting and furnishings
- Interior flooring materials require maintenance
- Interior stairs
- Bathroom fixtures
- Outdated HVAC system
- Outdated Electrical panel and interior lights
The KPA Group then interviewed staff to evaluate space and program needs. Here is a list of the key items identified through the study:
- Maintenance staff locker room
- Accessible bathroom downstairs
- More storage space
- Electrification of the facility
- Sufficient power for electrification of the building and electric tools - Vehicle electric charging stations
- Emergency power
- Full-service sign shop
The Master Plan Study document compiles all the analysis, needs and space assessment, and methodology of the study and provides recommendations for future maintenance and capital improvements for the Corporation Yard. The recommendations include data on existing life cycles for each type of equipment and building, the potential cost for improvements, and timeline for projects. Staff will attempt to address items identified in the Master Plan Study through maintenance operations when possible. The larger items, such as the electrification of the facility, centralized controls for HVAC, upgrade of the electrical systems, emergency power, relocation of the fueling station, full-service sign shop, and modifications to building layouts would be addressed as capital improvements and require funding as approved by Council.

Staff plans to utilize the Master Plan document to further plan, budget, and prioritize maintenance and future capital projects. Staff will seek Council input and approvals for improvements as needed. Future projects related to the Corporation Yard will be proposed as part of the “Corporation Yard Improvements” capital project. In the adopted FY2025 & FY2026 Budget, $100,000 of CIP/General Fund has been approved for the Corporation Yard Improvements project. Through the project, staff plans to purchase and install a Conex box on the Corporation Yard site for additional storage and address other items in critical or poor conditions as identified in the Master Plan Study.

The Corporation Yard Locker Room project is a separate capital project as adopted in the FY2025 & FY2026 Budget. The project is in the design phase, and staff anticipates construction to start by early 2025.

Staff Report to City Council Page 3
Corporation Yard Master Plan Study – Informational Update July 18, 2024
ENVIRONMENTAL REVIEW:

This action is a class 1 categorical exclusion per Article 19 (Categorical exclusions) section 15301(a) Existing facilities of the California Environmental Quality ACT (CEQA) guidelines.
2024-25 CITY COUNCIL WORK PLAN
This project is identified on the 2024-25 City Council Work Plan under “Protect and Maintain Infrastructure” for Corporation Yard Improvements to prepare a Master Plan for the Corporation Yard Building.

FISCAL IMPACT
There is no fiscal impact for this informational update. Future capital projects from the Master Plan Study will be included in the Corporation Yard Improvements capital project as approved by the City Council
Report Prepared by: Astha Khanal, Assistant Engineer

ITEM 10A
TOWN OF LOS ALTOS HILLS July 18, 2024
Staff Report to the City Council
_____________________________________________________________________________

SUBJECT: COUNCIL DISCUSSION AND STAFF DIRECTION ON HOW TO DISPERSE

THE COMMUNITY SERVICE GRANT FUND AMONG NEW NON-PROFITS

FROM: Arika Miller, City Clerk ABM
APPROVED: Peter Pirnejad, City Manager PP
______________________________________________________________________________ RECOMMENDATION: That the City Council:

Provide direction on the disbursement of the $40,000 Community Service Grant Fund among a range of newly recommended non-profit organizations.

BACKGROUND:

The Town of Los Altos Hills has allocated $40,000 in a Community Service Grant for donations to support local nonprofit organizations that contribute to the welfare and enrichment of our community. The following organizations were chosen based on their proven track record and alignment with community needs.

DISCUSSION:

The City Council has discussed how to disperse the Community Service Grant Fund to community organizations in past years. The specific dollar amount for each recipient is up to the discretion of the Council. We are seeking direction on the dispersal of the totality of $40,000 among newly recommended nonprofit organizations.

We have included a chart below highlighting the Council’s donations over the previous four budget cycles for reference.
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Four-Year Comparison Actual Actual Actual Budget Actual 3/31/2024
Budget
Proposal
Budget
Plan
Department Spending
Distribution to be determined 40,000 40,000
Community Health Awareness
Council 16,550 120,200 34,000 36,040 34,040 - -
Friends of Deer Hollow Farms 5,000 5,000 6,000 5,000 5,000 - - Hidden Villa 10,000 100,000 10,000 10,000 10,000 - -
Los Altos Chamber of
Commerce 5,000 15,000 5,000 5,000 5,000 - -
Community Services Agency 5,000 - 25,000 25,000 25,000 - - NCLA 11,339 6,308 - 5,000 - - -

Staff Report to City Council
Community Service Grant Fund Discussion
July 18, 2024
Los Altos Community
Foundation 5,000 - 5,000 5,000 5,000 - -
Food Program through County - - - 5,000 - - -

Included below is a list of the ten (10) recommended nonprofit’s missions and impacts. 2024-25 Recommended Nonprofit Organizations
Nonprofit Name Mission Impact
California Partnership
to End Domestic
Violence (Bay Area
Region)
The California Partnership to End
Domestic Violence promotes the
collective voice of a diverse
coalition of organizations and
individuals, working to eliminate
all forms of domestic violence. As
an advocate for social change, we
advance our mission by shaping
public policy, increasing
community awareness, and
strengthening our members’
capacity to work toward our
common goal of advancing the
safety and healing of victims,
survivors and their families.

The California Partnership to End
Domestic Violence (the
Partnership) is California’s
recognized domestic violence
coalition, representing over 1,000
survivors, advocates,
organizations, and allied
individuals across the state.

Working at the local, state, and
national levels for nearly 40 years,
the Partnership has a long track
record of successfully passing
over 200 pieces of legislation on
behalf of domestic violence
victims and their children.

Community Services
Agency (CSA)
Provides social services, emergency
assistance, and case management to
low-income individuals and
families in Mountain View, Los
Altos, and Los Altos Hills.

CSA serves as a vital resource for
residents facing economic
hardship, offering essential
support services to stabilize and
improve their quality of life.

Hope's Corner
Offers meals, showers, and support
services to homeless and lowincome individuals in Mountain View, including residents from Los
Altos and Los Altos Hills.

Provides essential daily necessities
and support to vulnerable
populations, fostering community
compassion and dignity.

Los Altos/Los Altos
Hills Joint Volunteer
Awards Committee
The committee is organized jointly
by the City of Los Altos and the
Town of Los Altos Hills as a nonprofit effort to recognize volunteers who have benefited these two
communities. The recognition is
during an annual luncheon in
December.

The Committee is charged with
seeking and requesting
applications from various
organizations and persons for
nominations for the potential
awardees, selecting the awardees
to be recognized, organizing the
Recognition Luncheon, and
presenting the awards at the
Recognition Luncheon.

Staff Report to City Council
Community Service Grant Fund Discussion
July 18, 2024
Peninsula Bridge
Supports low-income students in
Los Altos and surrounding areas
through academic enrichment
programs and support from middle
school through high school.

Bridges educational gaps and
empowers students from
underserved communities to
achieve academic success and
pursue higher education.

Rotary Club of Los
Altos
Engages in charitable activities and
community service projects locally
and internationally.

Enhances community well-being
through initiatives that promote
education, health, and economic
development, aligning with global
Rotary values of service above
self.

Los Altos Community
Foundation
Supports local nonprofits and
community initiatives through
grants and programs aimed at
enhancing the quality of life in Los
Altos and Los Altos Hills.

Facilitates collaborative efforts
and sustainable solutions to
address community needs,
fostering a vibrant and inclusive
environment.

JustREAD
Provides literacy support and
tutoring services to students in
Mountain View and Los Altos,
focusing on those from low-income
families.

Empower students with essential
literacy skills and academic
support, narrowing educational
disparities and promoting lifelong
learning.

Los Altos Educational
Foundation (LAEF)
Raises funds to support educational
programs and initiatives in the Los
Altos School District, benefiting
students in Los Altos and Los Altos
Hills.

Enhances educational
opportunities and resources for
students, ensuring equitable access
to high-quality education and
enriching school experiences.

Pacific Clinics (FKA
CHAC)
Offers children, youth, adults, and
families behavioral health, early
education, and support services in
schools, around the community,
and at home.

Will provide outpatient mental
health and crisis support services
in the region as well as operating
the Family Resource Centers in
Mountain View and Sunnyvale.

They will continue to provide onsite counseling support in the Mountain View Whisman,
MVLA, and Sunnyvale school
districts.

Staff Report to City Council
Community Service Grant Fund Discussion
July 18, 2024
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. 2024-2025 CITY COUNCIL WORK PLAN:

This action is not specifically identified in the 2024 City Council Work Plan and falls into the day-to-day operations of the Town.

FISCAL IMPACT:

Approval of this action will disperse the $40,000 Community Grant Fund currently adopted in the FY24-25 budget. When staff returns to Council to discuss the FY25-26 budget update to the 2- year budget Council may weigh on disbursement for that year.

2 …a leader in revolutionizing learning for all students Save the environment. Please don't print this email unless you really need to. 

Erik Walukiewicz, Asst. Superintendent
Los Altos School District
201 Covington Road
Los Altos, CA 94024
Dear Erik,
June 14, 2024
10440 Pioneer Blvd Suite 5iSanta Fe Springs, Ca 90670i310-202-8284i800-540-9290iFAX 310-202-8325 It is once again the time of the year when many agencies are formulating their budgets for the coming fiscal year. Toward that end, please allow this letter to serve as confirmation of our interest in extending our agreement for Crossing Guard Services through the 2024-2025 fiscal year.

As you may know hiring challenges have impacted all sectors of the labor market, across the nation. Our post-COVID workforce continues to transform from a traditionally older workforce to a younger workforce. The expectations of this younger workforce continues to require higher wages and in some cases more hours to sustain themselves. Consequently, our employee turnover rate continues to increase dramatically impacting our advertising, recruitment and training costs.

Additionally, effective in April of this year Governor Newsom signed into law AB1228. This law increases the minimum wage for all Fast-Food employees in California to $20.00 per hour. We anticipate this will have a direct impact on our workforce. We will need to offer competitive wages in light of AB1228 to retain and effectively recruit employees.

For these reasons, as well as cost increases in some segments of our business, we must appeal for an increase in our hourly billing wage for the upcoming 2024-2025 fiscal year. To facilitate the calculation of the 2024-2025 annual cost of your Crossing Guard program, we have developed and included with this letter a Client Worksheet. This Worksheet details the new hourly billing rate and the overall estimated program cost, based on the number of sites and the hours worked at each site.

While we remain committed to providing a safe, cost-effective and professional School Crossing Guard Program we hope you will find this new pricing acceptable. If you have any questions or need additional information, please contact Claudia Than at (800) 540-9290. Take care.

Sincerely,
Baron Farwell,
General Manager
ITEM 10A, SUPPLEMENT 1A

All City Management Services Inc.

Billing Rate for 2024 - 2025: $ 48.91
KEY:

Summer School
3 180 540 $48.91 = $26,411.40
1 Sites at 3.00 hrs per day days/yr X Hourly Billing Rate 540.00 $26,411.40
For sites with one regularly scheduled early release day/week, use 144 regular days and 36 minimum days Year Round Calendar
For schools with no regularly scheduled early release days, use 240 regular days For schools with Summer School sessions use 19 days
Sites with traditional calendar:

Total Hrs/day X
It is once again the time of the year when many agencies are formulating their budgets for the coming fiscal year. Toward that end, please allow this letter to serve as confirmation of our interest in extending our agreement for Crossing Guard Services Client Worksheet 2024 - 2025
Department:

Los Altos School District
1003504
201 Covington Road
For sites with no regularly scheduled early release days, use 180 regular days Traditional Calendar:

Los Altos, CA 94024

TOTAL PROJECTED HOURS TOTAL ANNUAL PROJECTED COST

1 AGREEMENT FOR CROSSING GUARD SERVICES
This AGREEMENT FOR CROSSING GUARD SERVICES (the “Agreement”) is dated June 14, 2024 and is between the LOS ALTOS SCHOOL DISTRICT (hereinafter called the "District"), and ALL CITY MANAGEMENT SERVICES, INC., a California corporation (hereinafter called the "Contractor").

WITNESSETH
The parties hereto have mutually covenanted and agreed as follows:

1. This Agreement is for a period which commences on or around July 1, 2024 and ends on June 30, 2025 and for such term thereafter as the parties may agree upon by written amendment to this contract. Service shall begin on a best availability basis until such a time as Contractor has hired, trained and deployed Crossing Guards to all sites requested by the District. Contractor shall assume liability for only those sites agreed to by both Contractor and the District by written amendment stating effective date of assignment.

2. The Contractor will provide personnel equipped and trained in appropriate procedures for crossing pedestrians in marked crosswalks. Such personnel shall be herein referred to as a “Crossing Guard”.

Contractor will perform criminal background checks and confirm employment eligibility through EVerify on all prospective personnel. The Contractor is an independent contractor and the Crossing Guards to be furnished by it shall at all times be its employees and not those of the District.

3. The District’s representative in dealing with the Contractor shall be designated by the Los Altos School District.

4. The District shall determine the locations where Crossing Guards shall be furnished by the Contractor. The Contractor shall provide at each designated location personnel properly trained as herein specified for the performance of duties as a Crossing Guard. The Contractor shall provide supervisory personnel to see that Crossing Guard activities are taking place at the required places and times, and in accordance with the terms of this Agreement.

5. The Contractor shall maintain adequate reserve personnel to be able to furnish alternate Crossing Guards in the event that any person fails to report for work at the assigned time and location and agrees to provide immediate replacement.

6. In the performance of its duties the Contractor and all employees of the Contractor shall conduct themselves in accordance with the conditions of this Agreement and all applicable laws of the state in which the Services are to be performed.

7. Persons provided by the Contractor as Crossing Guards shall be trained in all applicable laws of the state in which the Services are to be performed pertaining to general pedestrian safety in school crossing areas.

ITEM 10A, SUPPLEMENT 1B

2 8. Crossing Guard Services (the “Services”) shall be provided by the Contractor at the designated locations on all days in which school is in session in the area under District’s jurisdiction. The Contractor also agrees to maintain communication with the designated schools to maintain proper scheduling.

9. The Contractor shall provide all Crossing Guards with apparel by which they are readily visible and easily recognized as Crossing Guards. Such apparel shall be uniform for all persons performing the duties of Crossing Guards and shall be worn at all times while performing said duties. This apparel must be appropriate for weather conditions. The Contractor shall also provide all Crossing Guards with hand-held Stop signs and any other safety equipment which may be necessary.

10. The Contractor shall at all times provide workers' compensation insurance covering its employees and shall provide and maintain liability insurance for Crossing Guard activities. The Contractor will provide to the District a Certificate of Insurance naming the District and its officials, officers and employees as additional insureds. Such insurance shall include commercial general liability with a combined single limit of not less than $1,000,000.00 per occurrence and in aggregate for property damage and bodily injury. Such insurance shall be primary with respect to any insurance maintained by the District and shall not call on the District's insurance contributions. Such insurance shall be endorsed for contractual liability and personal injury and shall include the District, its officers, agents and interest of the District. Such insurance shall not be canceled, reduced in coverage or limits or non-renewed except after thirty (30) days written notice has been given to the District.

11. Contractor agrees to defend, indemnify and hold harmless the District, its officers, employees, agents and representatives, from and against any and all actions, claims for damages to persons or property, penalties, obligations or liabilities (each a “Claim” and collectively, the “Claims”) that may be asserted or claimed by any person, firm, entity, corporation, political subdivision or other organization arising out of the sole negligent acts or omissions, or willful misconduct, of Contractor, its agents, employees, subcontractors, representatives or invitees. a) Contractor will defend any action or actions filed in connection with any of said claims, damages, penalties, obligations or liabilities and will pay all costs and expenses including attorney's fees incurred in connection herewith.
b) In the event the District, its officers, agents or employees is made a party to any action or proceeding filed or prosecuted against Contractor for such damages or other claims arising out of or in connection with the sole negligence of Contractor hereunder, Contractor agrees to pay District, its officers, agents, or employees, any and all costs and expenses incurred by the District, its officers agents or employees in such action or proceeding, including, but not limited to, reasonable attorney's fees.
c) In the event that a court determines that liability for any Claim was caused or contributed to by the negligent act or omission or the willful misconduct of District, liability will be apportioned between Contractor and District based upon the parties’ respective degrees of culpability, as determined by the court, and Contractor’s duty to indemnify District will be limited accordingly.

d) Notwithstanding anything to the contrary contained herein, Contractor’s indemnification obligation to District for Claims under this Agreement will be limited to the maximum

3 combined aggregate of Contractor’s general liability and umbrella insurance policies in the amount of $5,000,000 (Five Million Dollars).

12. Either party shall have the right to terminate this Agreement by giving sixty (60) days written notice to the other party.

13. The Contractor shall not have the right to assign this Agreement to any other person or entity except with the prior written consent of the District.

14. The District agrees to pay the Contractor for the Services rendered pursuant to this Agreement the sum of Forty-eight Dollars and Ninety-one Cents ($48.91) per hour, per Crossing Guard during the term. Based on a minimum of one (1) site and upon a projected (540) hours of service the cost shall not exceed Twenty-six Thousand, Four Hundred and Eleven Dollars ($26,411.00) per year, unless Contractor fails to perform service.

15. Payment is due within thirty (30) days of receipt of Contractor’s properly prepared invoice.

16. Contractor may request a price increase during the term as a result of any legally-mandated increases in wages or benefits imposed in the state or municipality in which the Services are to be performed and to which Contractor’s employees would be subject. Contractor shall provide District with 60 days-notice of its request to increase pricing. District agrees to review and respond to said notice within 30 days of receipt.

17. The District shall have an option to renew this Agreement. In the event this Agreement is extended beyond the end of the term set forth above, the compensation and terms for the Services shall be established by mutual consent of both parties.
18 This Agreement constitutes the complete and exclusive statement of the agreement among the parties with respect to the subject matter hereof and supersedes all prior written or oral statements among the parties, including any prior statements, warranties, or representations. This Agreement is binding upon and will inure to the benefit of the parties hereto and their respective heirs, administrators, executors, successors, and assigns. Each party hereto agrees that this Agreement will be governed by the law of the state in which the Services are to be performed, without regard to its conflicts of law provisions. Any amendments, modifications, or alterations to this Agreement must be in writing and signed by all parties. There will be no presumption against any party on the ground that such party was responsible for preparing this Agreement or any part of it. Each provision of this Agreement is severable from the other provisions. If any provision of this Agreement is declared invalid or contrary to existing law, the inoperability of that provision will have no effect on the remaining provisions of the Agreement which will continue in full force and effect. [SIGNATURES FOLLOW ON NEXT PAGE]

4 IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year written below.

DISTRICT CONTRACTOR

Los Altos School District All City Management Services, Inc.

By_____________________________ By______________________________ Signature D. Farwell, Corporate Secretary
_____________________________
Print Name and Title
Date____________________________ Date____________________________

ITEM 10B
TOWN OF LOS ALTOS HILLS July 18, 2024
Staff Report to the City Council
SUBJECT: RESOLUTION AUTHORIZING AWARD OF THE INFORMATION

TECHNOLOGY MANAGED SERVICES AND AUTHORIZE THE CITY

MANAGER TO ENTER INTO A THREE-YEAR AGREEMENT WITH

EATON & ASSOCIATES
FROM: Cody Einfalt, Assistant to the City Manager CE
APPROVED: Peter Pirnejad, City Manager PP
RECOMMENDATION: That the City Council should:

1. Approve a resolution authorizing award of the Information Technology Managed Services; and

2. Approve the City Manager to execute a three-year agreement with Eaton & Associates to provide Information Technology Managed Services to the Town BACKGROUND:

In November 2021, Redwood City notified the Town that they were unable to renew the agreement for IT Services. The Town had used the services of Redwood City since 2008. Redwood City had provided IT Services to several neighboring jurisdictions, including the Town of Portola Valley, but the City made a shift to terminate their contracted services post pandemic. Staff reached out to Portal Valley to recommend sharing IT Services, however Portola Valley chose to pursue their own IT Services.

In early 2022 the Town began searching for an interim provider for IT Managed Services. On March 16, 2022, Redwood City and the Technology Committee reviewed proposals from Eaton & Associates and Stepford, Inc and both reviewing parties came to the same conclusion to recommended Eaton & Associates for the Town’s IT Services for 1 year before doing a formal RFP.

On April 21, 2022, the Town approved an agreement for IT Managed Services with Eaton & Associates for a 1-year contract not to exceed $153,000. Staff also conducted and developed a 3- year IT Strategic Plan to support the goals of the City Council and re-evaluate the Town’s technology needs.

Through the remaining months of 2022, Town Staff worked with the Technology Committee to compile an RFP to be released in early 2023. On March 20, 2023, the RFP was published with responses due to the Town in late April 2023. The initial timeline was to award the contract for IT Managed Services in May of 2023 before the 1-year contract with Eaton & Associates expired, however due to issues in the bid process the bids were rejected and the RFP was terminated. As an

Staff Report to City Council Page 2
RFP for IT Services
July 18, 2024
interim solution, an additional one-year extension was added to Eaton & Associates contract and staff began revising and restarting the RFP process.

To assistant the Town in the second RFP process, Staff onboarded the services of consultant group Baker Tilly, LLP who has experience guiding jurisdictions throughout California through RFPs, specifically for IT Managed Services.

In late 2023 the Technology Committee formed a subcommittee tasked to participate in the second iteration of the IT Managed Services RFP. Rajiv Bhateja, Ameesh Divatia, and George Lee were appointed to this Subcommittee. Baker Tilly, Town Staff, and the Technology Subcommittee met several times in the later months of 2023 and early 2024 to revise the RFP documents and discuss the bid process.

The subcommittee reviewed all the documents of the RFP, including the Scope of Services outline, and submitted recommendations on the content and process to staff. Staff reviewed the recommendations with the consultants and incorporated the suggestions into the RFP process. On March 21, 2024, the City Council authorized the advertisement of the RFP.

Staff used the following timeline for the RFP:

Proposed - Tentative RFP Schedule Date
Release RFP Monday, March 25, 2024
Deadline to Submit Intent to Propose Statement Monday, April 8, 2024 Onsite Vendor Walkthrough Tuesday, April 16, 2024
Deadline to Submit Proposer Questions Thursday, April 18, 2024 Response to Questions Tuesday, April 23, 2024
Proposals Due Friday, May 3, 2024
City Review May 6 to May 14, 2024
City Reference Checks Week of May 20
City Interviews Week of July 1st 2024
Vendor Award / Contract Process July 18, 2024 City Council Meeting Transition (if applicable) TBD
DISCUSSION:

Staff received responses from 11 vendors who submitted an intent to propose, and 6 ultimately submitted proposals.

A panel of three different groups was assembled to review the proposals:
- Staff Panel: Assistant to the City Manager & Assistant Community Development Director - Committee Panel: IT Subcommittee
- External Panel: Darren Numoto, Chief Information Officer for the City of Palo Alto

Staff Report to City Council Page 3
RFP for IT Services
July 18, 2024
The panel viewed all 6 proposals and ranked each proposal based on their responses and reference checks. The top two vendors with the highest score were invited to a formal interview to dive deeper into the services they could provide the Town.

Based on the interview process, staff recommends continuing the partnership with Eaton & Associates. This decision was made for the company’s experience, knowledge and expertise, help desk availability, qualifications, strong government references, local office, and continuity for the staff.

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 Monday-Friday 6:00 AM - 6:00PM end user support for staff workstations via chat, phone, and email with web ticketing system. Additionally, VIP users will receive 24x7x365 help desk support. 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.). 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-year Strategic Plan, which was assembled by staff and the Technology Committee. The additional service costs will be budgeted annually. Any major projects will be brought to the City Council for approval.

Staff Report to City Council Page 2
RFP for IT Services
July 18, 2024
Eaton and Associates have demonstrated exceptionally with respect to the diligence and strides they have made in the execution of the 3-year IT Strategic Plan. They have demonstrated they have the skills, abilities and technical aptitude to navigate the Town through the world of IT.

Considering where the Town came from, the challenges and hurdles Eaton has overcome in the execution of said plan, demonstrates their commitment to the Town’s success. Their credibility is measured in the success of their accomplishments. Not only have they been able to execute but staff feels they would be the right partner to keep us on a trajectory that will help the Town complete 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 the Town’s current operational needs would be a major impediment to business operations and will affect staff’s ability to do work safely, securely, and effectively.

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. 2024-25 CITY COUNCIL WORKPLAN:

The IT Managed Services contract was identified as one of the goals under the Value/Priority Area named Increase Effective Service Delivery & Governance in the Council adopted Workplan.

FISCAL IMPACT:

Staff negotiated with Eaton and Associates and is recommending a three-year contract with the following do not exceed limits:
- Year 1: $164,280.00
- Year 2: $164,280.00
- Year 3: $167,280.00
There are funds within the adopted 2024-25 fiscal year to accommodate this contact. At the end of the third year, staff has the opportunity to either renegotiate or go out to bid once more.

ATTACHMENTS:

1. Resolution

2. Proposed Agreement

ITEM 10B, ATTACHMENT 1
RESOLUTION xx-24

RESOLUTION AUTHORIZING AWARD OF THE INFORMATION TECHNOLOGY

MANAGED SERVICES AND AUTHORIZE THE CITY MANAGER TO ENTER INTO

A THREE-YEAR AGREEMENT WITH EATON & ASSOCIATES
WHEREAS, the contract between the Town of Los Altos Hills and the current IT Managed Services is set to expire; and
WHEREAS, at the March 21, 2024 City Council meeting, the City Council authorized staff to issue a request for proposal (RFP) for IT Managed Services; and WHEREAS, on May 3, 2024, the Town received proposals from six IT Vendors; and WHEREAS, based on the interview process, staff recommends continuing the partnership with Eaton & Associates. This decision was made for the company’s experience, knowledge and expertise, help desk availability, qualifications, strong government references, local office, and continuity for the staff; and
WHEREAS, Town staff is recommending to City Council to award a three-year agreement for IT Managed Services to Eaton & Associates for a total amount with the following not to exceed limits:
- Year 1: $164,280.00
- Year 2: $164,280.00
- Year 3: $167,280.00
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 18th day of July 2024 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

BY: _______________________________
Stan Mok, Mayor
ATTEST:
______________________________
Arika Miller, City Clerk

Town of Los Altos Hills Page 1 of 5
Short form
Updated 4/26/22

AGREEMENT
THIS AGREEMENT is made and entered into on the 18 day of July, 2024 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:

IT Managed Services for the Town of Los Altos Hills.

2. EXHIBITS. The following attached exhibits are hereby incorporated into and made a part of this Agreement:

A: Proposal from CONTRACTOR dated May 3rd, 2024
B: Pricing Sheet dated July, 9, 2024

3. TERMS. The services and/or materials furnished under this Agreement shall commence 08/01/24 and shall be completed by 06/30/27, 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 per year as specified below:
- Year 1: $164,280.00
- Year 2: $164,280.00
- Year 3: $167,280.00
TOWN will pay CONTRACTOR 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 hourly rates included in Exhibit B from CONTRACTOR and will be paid through the Capital Improvement Project (CIP) fund.
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.
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.

Town of Los Altos Hills Page 2 of 5
Short form
Updated 4/26/22

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 Page 3 of 5
Short form
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 seven (7) days written notice to CONTRACTOR. Monies owed for work satisfactorily completed shall be paid to CONTRACTOR within 14 days of termination. 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, nonexclusive 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

Town of Los Altos Hills Page 4 of 5
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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 Cody Einfalt, Assistant to the City Manager 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 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: CONTRACTOR:

Cody Einfalt
Assistant to the City Manager
Town of Los Altos Hills By:
26379 Fremont Road Signature Date
Los Altos Hills, CA 94022
Print name, Title
TOWN OF LOS ALTOS HILLS:

By:

Peter Pirnejad, City Manager Date

Town of Los Altos Hills
Managed Services Proposal
Proposal to Provide IT Managed Services
May, 3rd 2024
Prepared by:

Eaton & Associates
20 N. Railroad Ave
San Mateo, CA 94401
Contact: John Eaton
Phone: (415) 238-2600
Prepared for:

The Town of Los Altos Hills
26379 Fremont Road
Los Altos Hills, CA 94022
Attn: Cody Einfalt
Phone: (650) 947-2508

EXHIBIT A

2 Table of Contents
Eaton & Associates Executive Summary .................................................................................. 5 Qualifications and References................................................................................................. 8 Scope of Services 1 – General Support................................................................................... 10 Skills and Expertise ........................................................................................................................ 11 Continuing Education and Training ................................................................................................ 12 Chief Technology Officer (CTO) Support......................................................................................... 12 Scope of Services 3 – Base Services ....................................................................................... 13 Procurement.................................................................................................................................. 13 Project Management and Delivery................................................................................................. 14 Documentation.............................................................................................................................. 14 Asset Management........................................................................................................................ 14 Change Management..................................................................................................................... 15 Account Administration ................................................................................................................. 16 Service Level Metrics ..................................................................................................................... 17 Service Level Objectives, Availability, and Response Times............................................................ 18 KPIs Tracked and Reported ............................................................................................................ 19 Scope of Services 4 – Desktop and Server Services................................................................. 21 Help Desk and NOC Management .................................................................................................. 21 Desktop Hardware and Software Support...................................................................................... 25 Desktop Application Services......................................................................................................... 26 Third-Party Support ....................................................................................................................... 26 Microsoft Server Administration and Security................................................................................ 26 Storage, Backup, and Disaster Recovery......................................................................................... 27 Scope of Services 5 – Network and Security Services ............................................................. 28 24x7x365 Network and Security Management............................................................................... 28 Network Diagrams and Documentation ......................................................................................... 29 Implementation Plan ............................................................................................................ 30 Required Resources .............................................................................................................. 30 E&A Proposer Questionnaire ................................................................................................ 30 Cross-Training of E&A Staff ............................................................................................................ 30 Continuous Improvement of Service Delivery ................................................................................ 30

3 Collaboration and Vendor Escalation ............................................................................................. 31 After-Hours Support ...................................................................................................................... 31 Continuous Education on State and Federal Legislation ................................................................. 31 E&A Project Services............................................................................................................. 32 Firewall Refresh............................................................................................................................. 32 Mobile Device Management (MDM) Deployment.......................................................................... 33 Single Sign On (SSO) Deployment................................................................................................... 34 Summary and Conclusion .................................................................................................. 35 Attachment A: Staff Qualifications ....................................................................................... 36 Senior Technical Engineer.............................................................................................................. 37

4 May 3, 2024
Dear Town of Los Altos Hills,
Please find enclosed our response to your RFP for IT Managed Services, issued March 25th 2024.

Eaton and Associates (E&A) is a California-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, training, and contingency staffing services to California public and private entities of all sizes and industries for the last 35 years. E&A is also a preferred vendor in the City and County of San Francisco’s Technology Store since 2003 and is currently the primary IT support provider for several similar organizations, including the Towns of Hillsborough and Los Altos Hills County Fire District and the Cities of Belmont and Burlingame.

As an experienced IT company, we can provide technical services for a wide variety of needs, including:

We are creative and flexible in our design of IT solutions, and experienced delivering high-quality products and services to our partners within their budget and timeframe. We have a team of experts 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 offer a full suite of IT services and would welcome the opportunity to work with the Town of Los Altos Hills as a trusted IT partner.

We have reviewed the Professional Services Agreement and accept it without exception. We can confirm that E&A meets or exceeds the insurance requirements. 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
• Project Management
• Self-paced and instructor lead trainings
• Virtual Server implementation and support
• Data Center build-outs and moves
• IT Infrastructure services
• Managed Services and Cybersecurity Services
• Workstation Imaging and Deployment services
• Office 365 deployments and migrations
• Desktop and infrastructure support
• Network and Wi-Fi Deployments

5 Eaton & Associates Executive Summary
Founded in 1989, E&A has been providing IT Support services continuously for 35 years. We are unique among MSPs, with decades of experience evolving with the ever-changing landscape of technology and delivering reliable support to a wide range of industries.

Our ability to successfully complete IT enhancement projects alongside IT managed support services ensures that the Town of Los Altos Hills will benefit from the best new technologies, as they are tested and proven.

We work with several local governments in the Bay Area, which allows us to share knowledge and best practices while preserving full privacy of sensitive organizational data. We are able to identify credible cybersecurity attacks and quickly communicate to other organizations who may be targeted by malicious actors. A recent example where our partners benefitted greatly from our collective knowledge is the onslaught of government spoofing cyberattacks that began in 2023 and accelerated through the start of 2024 (Sources: FBI; CISA). We were able to alert our partners and protect against the highly sophisticated, nationwide hacking attempt.

E&A gives you everything you need to build and maintain a robust, secure, highly performative IT environment. Our Help Desk and NOC Support teams keep your organization running, our Professional Services team will help your organization grow and adapt to ever-changing technological requirements, and our Procurement team always finds the most cost-effective solution to achieve your organizational goals.

Our proposal includes:
ü 24x7x365 Network Infrastructure Support (Firewalls, Switches, Servers, Access Points) ü Extended Business Hours Help Desk Support (6AM-6PM PT) ü On-Site Infrastructure Maintenance
ü Strategic Planning Services
ü Onboarding/Offboarding Workflows
ü Backup and Disaster Recovery Testing Services
ü Attendance at Town Council Meetings and EOC activations These services are briefly summarized in the paragraphs below and elaborated upon in the following Scope of Services sections.

Terms of proposal:
ü 36-month (3-Year) Elevate-IT® Managed Services Agreement o Optional 4th Year
o Optional 5th Year
.

6 The Town of Los Altos Hills will primarily receive support from our team located in the San Francisco Bay Area, headquartered in San Mateo.

Our local presence ensures timely support for Los Altos Hills, and our relationships with distributors enable us to deliver cutting-edge IT solutions and industry best practices. E&A is currently resolving one claim related to work performed by a contractor that should be resolved this year. We take pride in our long-term employee and client retention, demonstrating our commitment to maintaining a positive workplace culture and building enduring relationships with our team members and partners. No public agencies have terminated their contract with E&A within the last 4 years.

The Qualifications and References section will provide more detail about our experience providing IT Managed Services for local governments, along with the external reviews and certifications we complete to continuously advance our qualifications and abilities.

E&A takes pride in delivering a comprehensive range of IT services that goes beyond everyday operational support. We are fully qualified and prepared to provide the services outlined in the Los Altos Hills IT Managed Services RFP, including:
24x7x365 Infrastructure Support
Experience peace of mind with E&A’s 24x7 infrastructure monitoring which includes proactive, remote maintenance through real-time network monitoring, and onsite engineer dispatch should your network need immediate in-person
attention. Our Network Operation Center (NOC) is well
staffed and utilizes the most up-to-date IT best practices and methodologies.

Extended Business Hours Help Desk Support (6AM–6PM PT, Monday–Friday) Experience our interactive and engaging Help Desk Team for personalized support designed to complement both individual team members and the Town of Los Altos Hills organization overall. Our Help desk is committed to delivering outstanding customer service and technical support while fostering connections with the Los Altos Hills staff members.

With a wealth of expertise, our Help Desk Team offers:
• End-user support accessible via phone, email, and chat. • Optional inclusion of Webroot endpoint protection (antivirus) at no extra cost. • Optional inclusion of a remote access module at no additional charge. • Automated escalations for VIPs within the Town of Los Altos Hills, typically comprising 1-2% of the total supported users.
• Comprehensive documentation of all supported workstations and endpoint devices. • Management of workstation patching, encompassing security patches, bug fixes, updates, and more.
• Real-time insights into ticket metrics and agent performance via our online portal.

7 Eaton & Associates is flexible and capable of providing support beyond regular business hours, ensuring minimal disruption to the workflow of the Town of Los Altos Hills. For instance, server patches are typically executed after-hours, with these scheduled after-hours support activities included in our E&A Elevate-IT® service at no additional cost. Please refer to Section 4 below for a detailed overview of our approach to after-hours, weekend, and holiday support.

Strategic Planning Services
As your trusted IT partner, we ensure technology is in sync with your organizational objectives.

In the fast-paced world of technology, our team thrives when it comes to keeping up with the latest trends and providing guidance to our clients to seamlessly integrate technology that fits their organizational needs. With decades of experience supporting government organizations, E&A comprehends the significance of ongoing enhancement to boost performance, security, and compliance. Our strategic services encompass regularly scheduled check-in meetings, quarterly business reviews, IT roadmaps, and equipment lifecycle management.

Onboarding & Offboarding Workflow
E&A provides a streamlined onboarding process for new Town of Los Altos Hills employees, ensuring a smooth transition into their new roles. Similarly, we offer a swift and efficient offboarding procedure for individuals leaving the organization. Our aim is to enhance productivity by ensuring a consistent computer setup for the diverse range of new hires in your organization. Furthermore, our clear and standardized offboarding process safeguards your organization's critical systems and confidential information.

Disaster Recovery Testing
Maintaining business continuity relies on robust data backups and data recovery testing. At E&A, we prioritize data recovery by thoroughly assessing and testing existing backups and Disaster Recovery Systems. We deliver reports, recommend essential adjustments, and upon approval from your organization, our team swiftly implements the reviewed and approved adjustments. In the absence of establish backup and disaster recovery policies, E&A will work collaboratively to assist in implementing new backup and disaster recovery policies.

8 Qualifications and References
We are uniquely positioned as a full-service IT solutions provider with over 30 years of experience working with local governments, managing ongoing support, successfully completing IT projects, and providing advanced security services. We were founded in the San Francisco Bay Area and have since expanded across California, with offices in the Central Coast and Southern California.

E&A proudly demonstrates our commitment to cybersecurity excellence with SOC II Compliance and CJIS Clearance. It is important for our team members and organization to uphold the highest level of professionalism and adopt the latest cybersecurity best practices.

Through a combination of regular awareness training and advanced security tools, we protect our partners data with several layers of cyber-protection.

E&A References:

1. City of Burlingame
Helen Yu-Scott
Finance Director
(650) 558-7222
[email protected]

2. Town of Hillsborough
William Li
Senior Management Analyst
(650) 375-7438
[email protected]

3. City of Belmont
Jason Eggers
IT Manager
(650) 598-4206
[email protected]

4. Los Altos Hills County Fire
District
J. Logan
General Manager
650-947-7254
[email protected]
Qualification Highlights:
ü Substantial experience providing the exact
services requested by the Town of Los Altos Hills.
ü Customer Satisfaction exceeding 95%
ü Proactive support approach to prevent issues, not
simply react to them.
ü SOC II Compliance and CJIS Clearance.
ü Extensive server, network and data center project
experience.
ü Local presence in Silicon Valley with a variety of
experience and connections.
ü Been in business 35 years, with 30+ years of
experience working with local governments.
ü Experience supporting public libraries and their
specialized systems.
ü Experienced technical team and dedicated account
manager.
ü 24/7/365 monitoring of network and server
infrastructure.
ü Extended support hours of 6am to 6pm PT
ü Friendly, professional staff who will serve as an
extension of the Town of Los Altos Hills’s team.

9 Our normal business hours are 8AM to 5PM PT, Monday to Friday. However, our Help Desk covers extended business hours from 6:00 AM to 6:00 PM PT, Monday through Friday, to accommodate individuals who work earlier or later hours.

Network and cybersecurity monitoring runs 24x7x365 to protect your organization at all times.

As the current IT services provider for the Town, we would provide a continuation of support with zero impact to ongoing operations.

The main staff members who will be assigned to this account are:
• Gabrielle Nelson, Account Manager
• Andrew Thakkar, Project Manager
• Dion Nelson, Help Desk Manager
• Michael Peace, Systems/Network Engineer
• Mohamed Shalabi, CIO/CTO
Attachment A includes detailed resumes for the team who will be supporting the Town, with names, qualifications, experience, and licenses held.

The section “Base Services – Scope of Services 3” below provides an Escalation Contact Chart to communicate with additional contacts at E&A regarding technical, financial, procurement, or executive matters.

10 Scope of Services 1 – General Support
E&A Elevate-IT® Managed Services is perfectly aligned with the requirements outlined in the Town of Los Altos Hills’ RFP. We are a technology-neutral company, meaning we
support all hardware and software platforms to create and deploy the most cost-effective solutions possible.

E&A supports desktop computers and applications, including vendor escalation management for issues beyond routine
troubleshooting and remediation. We provide 24x7x365
support of physical and virtual servers and can confidently support the Windows- and Linux-based servers in the LAH environment. We also provide 24x7x365 support of the network infrastructure, including devices like switches and firewalls to monitor traffic for performance and security.

Our 24x7x365 server and network monitoring includes comprehensive cybersecurity measures to protect the LAH infrastructure, such as regular patching of OS, firmware, and applications to ensure that the Town continuously receives the latest security updates.

Elevate-IT® Managed Services includes a suite of strategic planning functions. We will assist the Town of Los Altos Hills in planning and preparing for a cybersecurity audit based on the best-practices outlined by the CISA, FBI, and State of California. Throughout the term of this agreement, E&A will conduct quarterly vulnerability scans, compile reports for LAH, and implement remediation measures. The goal of these cybersecurity audits is to protect against possible cyberattacks, including ransomware and DDOS.

Elevate-IT® also includes annual Cyber Insurance Preparation, guiding LAH through the process of reporting to the agency and satisfying the insurance and legal requirements. Our experience in cyber-protection and cyber-insurance allows us to identify areas of optimization that may reduce insurance premiums while simultaneously providing a stronger cyber-defense.

11 Your dedicated Account Manager will conduct Quarterly Business Reviews (QBRs) to report on support performance and recommend technological upgrades to the Town as needed. E&A Elevate-IT® goes beyond traditional Help Desk support, implementing preventative maintenance measures and identifying areas of improvement that could enhance performance, security, and reliability. We serve as an extension of your organization, providing our expertise and preparing technology roadmaps and budget forecasts. Ultimately, the Town will act as the final decision maker for any proposed upgrades, and E&A will implement the vision as directed.

Skills and Expertise
We are experts in network virtualization and cloud migrations. As requested, E&A will undertake a study to evaluate how elements of the Town’s IT infrastructure can be migrated to the cloud. We are experienced conducting cost-benefit analyses for different platforms and identifying ideal size/processing power requirements to optimize costs. Cloud platforms, when utilized correctly, can provide significant enhancements to security, performance, ease-of-use, and overall scalability of the environment.

Elevate-IT® support includes a team of technical staff, project managers, and account managers who are knowledgeable and trained to carry out this Scope of Services. Our technical staff includes desktop and server engineers, systems and network engineers, and cybersecurity engineers to support the current and future infrastructure, along with a Chief Technology Officer (CTO) to serve as the senior engineer, strategist, and technology consultant to the Town.

The Town’s dedicated Account Manager will act as the main point of contact between organizations, providing ongoing status updates and regular reports regarding IT support. E&A will also provide a dedicated Project Manager to share tools, techniques, and resources to support the successful delivery of approved IT enhancement projects.

12 Elevate-IT® also includes a built-in malware protection tool (anti-virus and anti-spam) with our Remote Support agent on all LAH workstations. We also install remote monitoring and malware protection on servers, firewalls, and other network devices to provide comprehensive cybersecurity protection. Any additional third-party software tools that may be beneficial for the Town will be identified during our regular cybersecurity audits, and the Town will have final decision-making authority for any new procurements or licenses.

E&A conducts thorough acceptance testing, including documentation of procedures and results, to ensure new processes and technologies can be integrated into the Town’s environment without interruption. It is important to identify potential conflicts between applications, software, or hardware platforms along with potential security vulnerabilities prior to the deployment of a new process or solution. E&A will present the acceptance testing documents to the Town for final review.

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.

All E&A technical resources are trained and have in-depth knowledge on cybersecurity. E&A takes pride and is committed to ongoing security awareness training and delivering a comprehensive cybersecurity administration offering. We ensure the proactive management and protection of our clients’ digital assets, implementing robust strategies to mitigate risks and secure sensitive information. From continuous risk assessments and real-time monitoring to advanced network and endpoint security solutions, we tailor our services to meet the evolving threats of the digital landscape.

In addition to these measures, we emphasize multi-layered defense, integrating NextGen intrusion detection, advanced firewalls, and sophisticated encryption for data security. Our approach includes rigorous identity and access management with regular audits for compliance with industry standards. Leveraging threat intelligence and adaptive strategies, we are equipped to anticipate, respond to, and recover from security incidents promptly, ensuring minimal impact on operations and maintaining a strong cybersecurity posture for our clients.

Chief Technology Officer (CTO) Support
E&A’s approach is collaborative and adaptable. Our seasoned CTO assists clients with a variety of needs, ensuring each receives the attention necessary to meet their objectives effectively. Our CTO is hands on and works closely with all Systems/Network Engineers, Help Desk Engineers, and the NOC team to efficiently manage technical tasks. Experience and versatility allows our CTO to determine the best relationship with clients, providing leadership where it is needed most.

13 Scope of Services 3 – Base Services
Elevate-IT® Support includes our specialized IT
procurement with close industry partnerships; project
management and delivery with a dedicated Project
Manager; account administration, management, and
reporting with a dedicated Account Manager; asset
management; and change management services.

E&A will manage and deliver projects with an elevated
level of professionalism and skill to ensure timeliness and cost-effectiveness. Our Project Managers are PMP®
Certified to ensure the highest level of expertise.

Procurement
With our strong industry relationships, we provide competitive quotes for technology that consistently beat MSRP, giving the Town of Los Altos Hills the most fitting and cost-effective solutions possible. Serving as an extension of your organization, we provide full transparency to ensure the Town understands the “why” behind each selected project and new procurement.

E&A will manage warranty and license renewals for LAH, obtaining quotes from vendors and reviewing the terms and conditions of the Town’s maintenance and support agreements. We will follow all Town purchasing policies in the preparation of quotes, and the Town will act as the final decision maker for any hardware or software purchases.

Our procurement services encompass a wide range of technology including, but not limited to, networking and security equipment; servers and storage devices; backup hardware and software; end-user computing equipment such as laptops, desktops, tablets, and mobile devices; Microsoft, Adobe, and other frequently used software products; and miscellaneous IT equipment and accessories. Elevate-IT® support includes full staging and configuration of newly purchased technology, along with warehousing and logistics services to efficiently manage equipment storage and distribution.

We maintain a detailed Asset Management database that will be updated with serial numbers, warranties, and expiration dates for all new hardware and software purchases. This Asset Management information will be reflected in the annual Tech Audit. E&A will also assist the Town in adhering to the Governmental Accounting Standards Board (GASB) Statement No. 96 regarding subscription-based IT arrangements. E&A will coordinate with the Town’s Finance Department to ensure the Town is compliant with all relevant standards.

14 Project Management and Delivery
Project Management and Delivery is included in the E&A Elevate-IT® base fee for all in-scope projects related to this Agreement (e.g., network discovery and remediation, remote support agent rollout, support portal creation with documentation and asset-tracking database). E&A is also available to complete projects outside the scope of normal support (e.g., firewall refresh, MDM deployment, SSO deployment) with our PMP® Certified Project Managers and dedicated Project Engineers. We utilize a consistent methodology to scope, budget, schedule, and deploy all projects to ensure successful delivery.

With 30+ years supporting local governments, E&A understands the processes required to successfully deliver IT enhancement projects in the public sector. The Town’s point of contact will have regularly scheduled project check-ins with both the Project Manager and Account Manager to discuss progress in-depth, plan next steps, provide feedback or adjustments to align projects with the Town’s expectations. E&A’s Project Manager tracks each phase of the project closely until completion.

Even for projects outside the scope of normal Elevate-IT® support, we will provide a detailed Basis of Design document that includes a project rationale, scope, criteria, assumptions, constraints, budget, and timeline. E&A understands and accepts the Town’s ability to complete projects internally and/or submit for outside bids. As a full-service IT provider, E&A is qualified and capable of completing these IT-enhancement projects and seamlessly integrating new solutions with the rest of the supported environment.

E&A will conduct Quarterly Business Reviews and Annual Technology Audits with the Town to review important items, frequently recurring support requests, and lifecycle management for IT hardware and software. We will provide a project roadmap for the Town of Los Altos Hills with items prioritized with critical tasks first, followed by projects in sequential order in alignment with the Town’s multi-year strategic plan.

Documentation
Clear documentation is essential to managing modern IT environments. E&A maintains an internal knowledge base and document repository for each of our partners, fully encrypted and access-controlled for security. Our documentation includes device configurations, backup files, OS/firmware/application version control, standard operating procedures (SOPs), organization-specific frequently asked questions (FAQs), vendor contact lists, and self-service support tools for basic troubleshooting.

Asset Management
Elevate-IT® includes asset management services: physical inventory, asset receiving, asset tracking, software license management, asset cascading and disposal E&A takes a sophisticated approach to Asset Management. We go above and beyond the basic requirements of documenting and tracking inventory by working with our partners to proactively improve their IT network and more accurately predict their current and future IT-related costs.

15 For complete transparency, E&A provides monthly report of all devices we are currently supporting. Devices that are “stale” are highlighted for client review to determine if the device should remain on the Town’s network or be removed.

E&A will provide comprehensive Asset Management Services for the Town, including:
ü Physical inventory of workstations, server and network equipment ü Software license management, including what software is installed on each workstation ü Asset tracking and lifecycle management as devices are retired and new devices are added to the environment
ü Assistance with data destruction and hardware repurposing and recycling Change Management
E&A understands the importance of managing change to minimize disruption to endusers. Our support includes a proven Change Management methodology to support the Town, including required inputs and outputs, roles and responsibilities, and communication requirements. We will identify any areas where specific policies, procedures, or regulations must be followed.

We utilize a Change Management procedure that details requested work, proposed remediation, and a rollback plan. This documentation is completed by the appropriate E&A resource and shared to the Los Altos Hills Point of Contact for their review. A signature of approval is required prior to scheduling and beginning the necessary work.

Beyond the initial documentation, our change management process is structured to minimize disruption and maximize efficiency. Once approved, we implement changes in a controlled environment, often staging them first to assess impact and effectiveness where possible.

Our CJIS Cleared engineers are experienced commissioning and decommissioning hardware in compliance with the DOJ/FBI policies.

Regular updates are provided throughout the implementation phase, ensuring all stakeholders are informed and any concerns are promptly addressed. Admin and end-user acceptance testing will be included as part of the change management process, as appropriate.

16 Account Administration
E&A will provide a dedicated Account Manager (AM) for the Town of Los Altos Hills to maintain a high level of service and accurate reporting on our performance.

The Town’s dedicated AM will provide regular status updates, ticket reports, SLO reports, Quarterly Business Reviews (QBRs), and annual Technology Audits. We customize our reporting cadence based on the preferences of our partners and will satisfy the Town’s requirement of bi-weekly meetings and monthly ticket reports.

Our detailed ticket reports include a summary of all tickets opened, closed, or worked on during the month—including Response and Resolution Time statistics and a status update for active tickets. Help Desk tickets or reported incidents that have been open for more than three days can be escalated by the Town for immediate resolution. These open items will also be included in biweekly meetings and monthly ticket reports as High Priority items.

Every user has the opportunity to evaluate their experience with support through an optional survey upon ticket completion, and the Customer Satisfaction reports are included in our reviews with the Town. E&A will also attend the Town’s IT meetings and facilitate bi-weekly IT status update meetings to maintain the highest level of communication and clarity.

Serving as an extension of your organization, we provide full transparency into our internal team and a table of escalation contacts is provided below:

Area Level Title Name Phone Location Technical
1st Help Desk Manager Dion Nelson (415) 521-1320 SLO, CA 2nd Account Manager Gabrielle Nelson (415) 366-8397 SLO, CA 3rd CTO / Director of I.T. Mohamed Shalabi (415) 400-7662 San Mateo, CA 4th CEO John Eaton (415) 400-7661 SLO, CA
Financial
1st Account Manager Gabrielle Nelson (415) 366-8397 San Mateo, CA 2nd Controller Heather Sander 415-299-8641 SLO, CA
3rd CFO Patricia Eaton 415-299-8641 SLO, CA
Procurement
1st On-Site Tech Engineer TBD TBD On Campus
2nd Account Manager Gabrielle Nelson (415) 366-8397 San Mateo, CA 3rd VP Operations James Finley 415-400-7665 San Mateo, CA 4th CEO John Eaton 415-400-7661 San Mateo, CA
Table 3. Escalation Contact List
We are experienced conducting Annual Technology Audits to report on the current state of all hardware, software, licenses, vendors, diagrams, and governance procedures. We will provide recommendations for improvements, innovation, new technology that would improve the Town’s services, with a particular focus on new sustainability projects as requested.

17 The Town’s dedicated Account Manager will serve as a single point-of-contact for all aspects of support delivery including problem management, problem resolution, request tracking, escalation management, and dispatch. Through regular weekly and monthly check-ins and Quarterly Business Reviews (QBRs), we provide detailed reports to assess the support success rate and our commitment to service level objectives.

There will be no onboarding transition period, as the Town is currently onboarded with E&A.

Service Level Metrics
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 (defined by that incident’s urgency and impact), respond to incidents in order of priority, and ultimately resolve incidents as quickly as possible, sometimes by way of escalating to increasingly higher level resources. The two tables below show our Incident Priority matrix and SLO Response Times.

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 noncritical 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 nonbusiness 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.

18 Service Level Objectives, Availability, and Response Times The table below outlines the SLO response times for all incidents – based on priority level (as described above) – whether they are generated by system alert/failure or by end-user request.

When submitting a ticket, users receive an immediate automated confirmation of receipt. Our highly responsive Help Desk engineers will then contact the user within our outlined “Acknowledgement” response time. We value open communication and provide regular status updates to ensure all stakeholders stay informed. If an incident cannot be resolved immediately (e.g., new equipment is required), then a Resolution Plan will be created within the outlined SLOs. For incidents that cannot be resolved remotely, E&A will dispatch an onsite engineer at no additional charge.

Action P1
Critical
P2
Important
P3
Normal
P4
Low
Availability- NOC 24x7x365 24x7x365 24x7x365 24x7x365
Availability- Helpdesk 24x7x365 Extended
Business
Hours
Extended
Business
Hours
Extended
Business
Hours
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
E&A is committed to delivering excellent customer service and we take pride in resolving issues within the outlined SLOs. While there may be occasional challenges, such as a delay in receiving replacement equipment, our reputation for responsive, timely resolutions is reflected in our 95% average customer satisfaction scores.

Our E&A Elevate-IT® Support surpasses the conventional break-fix support model by offering proactive assistance. Scheduled maintenance sessions for servers and workstations, coupled with routine system testing and backups, significantly minimize the occurrence of critical issues. E&A will continue to collaborate closely with the Town to implement high-availability and redundant systems to strengthen the infrastructure and limit P1 incidents.

Trends or concerns that could result in issues are discussed regularly along with potential solutions, which could include a technical solution, updated documentation and/or training. This information is included in regular reports with your dedicated Account Manager.

19 KPIs Tracked and Reported
Eaton & Associates provides continuous communication via scheduled meetings with Town of Los Altos Hills staff along with monthly reporting of key metrics to measure success. We measure SLO’s through our ticketing system as well as offer randomized email feedback in our ticketing software. Some key performance indicators (KPIs) that we track are: Average Time to Ticket Resolution, Average First Response Time, Closing Ticket Rates, First Call Resolution, Network uptime and speed history and Customer Satisfaction rating (CSAT).

We also present and gather additional performance metrics 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 E&A escalation contacts and full access to Eaton & Associates leadership if needed
• Monthly ticket reporting with analysis
• User feedback emails at the completion of tickets
Additionally, E&A monitors all clients’ requests in real-time using a client accessible dashboard to ensure Service Level Objectives (SLO) are within the outlined metrics. Dashboards are shared internally with engineers, Account Managers, as well externally with clients for full transparency. See the two images below for an example of this support tracking portal.

Examples of KPIs tracked and reported in the scope of Elevate-IT® Managed Services include but are not limited to:
• Average Time to Ticket Resolution
• Average First Response Time
• Opening / Closing Ticket Rates
• Mean Time to Resolve
• Average Tickets and help time per customer.
• First Call Resolution
• Potential IT Issues prevented.
• Network uptime and speed history
• Network inventory and important device statistics
• Time to complete Root Cause Analysis
• Customer Satisfaction rating
• Comparison to industry numbers

20 Image 1. The above example presents a user's perspective of the client-facing dashboard, showcasing all tickets, both current and historical, for the current year.

Image 2. The above example presents an internal Engineer perspective of the open ticket dashboard, showcasing all currently open tickets.

Note: both images above are illustrative examples of the system and do not disclose client data.

21 Scope of Services 4 – Desktop and Server Services
E&A Elevate-IT® Support satisfies all requirements
outlined in “Scope of Services 4” of the RFP for IT
Managed Services. As a full-service IT company, E&A
will provide Extended Business Hours Help Desk support
(6AM-6PM PT) that includes remote monitoring and
maintenance activities, and application support for the Town’s desktops and 24/7 support of physical and virtual servers. Maintenance activities on servers are done after business hours to minimize user disruption.

The Town’s dedicated Account Manager will serve as a
single point-of-contact for all aspects of support delivery including problem management, problem resolution,
request tracking, escalation management, and dispatch.

Through regular weekly and monthly check-ins and Quarterly Business Reviews (QBRs), we provide detailed reports to assess the support success rate and conformance to service level objectives.

E&A provides our partners with a comprehensive Knowledge Base for centralized access essential documents, training materials, and self-service support tools. All Town users will be able to access their individual portal to view ticket history, organizational FAQs, and self-service support resources. The Town’s IT administrators will be given access to view the full ticket history for the entire organization, network diagrams, security assessment documents, inventory lists, and other detailed resources.

We provide top-tier technical expertise and customer service. Our friendly, highly responsive engineers go above and beyond to ensure the Town’s users have a seamless technology experience across the diverse departments.

Help Desk and NOC Management
Our team is committed to providing unparalleled support, and our consultative and educational engineers redefine the support experience. E&A has developed an easy-to-use system for getting support via email, phone, or chat. Many of our clients submit tickets via the Remote Support agent installed on their machines, conveniently accessible on the desktop’s toolbar. The support request is then assigned to an Engineer based on priority and nature of the issue.

We go beyond quick fixes, offering tailored solutions that not only address current issues but empower end users with the knowledge to navigate future issues as seamlessly as possible. With a proactive approach to prevent high impact critical technical issues, our support team acts as an extension of your team while ensuring uninterrupted efficiency and long-term success.

Below is a sample of our documentation on how end-users receive support and a flowchart illustrating how E&A processes tickets.

22 Image 3. The provided example is a document intended for distribution within the organization to seek technical support from the E&A support team during the agreed-upon business hours.

Manage-IT® Help Desk Services
We make IT easy & predictable so you can focus on running your business.

Eaton & Associates, an AIXTEK company ● www.EatonAssoc.com 20 North Railroad Ave. ● San Mateo, CA 94401● Phone: 415.282.1188 ● Fax: 415.282.1108 Getting Technical Support
Your technical support team is ready and excited to help answer your technology questions MondayFriday 6:00 AM – 6:00 PM PST. To ensure we can support you as efficiently as possible, we have made it easy to connect with a technical resource in ways that are convenient for you.

Always reach out to our support team for help with issues such as the following:
• Computer & network troubleshooting
• Resetting your password
• Accidentally deleted files/folders
• Virus/malware removal
• Smartphone & tablet configuration
• Software installations
• Setting file and folder permissions
• Creating user accounts and groups
Call our support team directly at phone number: (415) 216-0483.

The team is ready to take your calls Monday-Friday 6:00 AM - 6:00 PM PST.

Chat directly with one of our support team members.

Click the chat icon in your system tray to reach support.

Then click “Help Desk Chat” to start a chat session.

Please be patient while the chat module is “Loading...” Mac:

Windows:

Email your non-urgent requests to [email protected].

Note: Email requests are considered low impact. Please allow up to 24-hours for an initial response.

23 Image 4. E&A Elevate-IT® internal workflow for responding to support tickets.

24 E&A will provide Extended Business Hours Help Desk support (6AM-6PM PT, Monday-Friday) that includes remote monitoring and maintenance activities, and application support for the Town’s desktops. Help Desk Services for Los Altos Hills Staff include:
ü Extended Business Hours Help Desk (Monday-Friday 6:00AM – 6:00 PM) ü Contact support via chat, phone, and email
ü Live portal for users to track ticket progress and history ü Documented inventory of all supported workstations and endpoint devices ü Workstation patch management (including security patches, bug fixes, updates, etc.) ü Regularly updated Frequently Asked Questions resource, reflective of ongoing training topics and technical support provided.
ü 24/7 support for P1 tickets.

Note: E&A can provide 24/7 support for all Help Desk tickets should this be desired in the future.

Elevate-IT® support also includes 24/7 support of servers and network devices. Maintenance activities on servers and network devices are done after business hours to minimize any disruption and on workstations as possible, as they need to be on and connected to the network.

Our experienced Network Operations Center (NOC) team will continue to provide the Town with essential network monitoring and maintenance services. This comprehensive support service is included in E&A Elevate-IT® at no additional charge and operates during evenings, weekends, and holidays.
ü 24x7x365 monitoring & maintenance of network appliances, including but not limited to firewalls, routers, servers, controllers, switches and access points. ü Asset tracking for all supported network appliances and networking gear (i.e., devices connected to the network via Ethernet or Wi-Fi connections) ü Critical and zero-day patches are applied promptly to avoid potential cyber security threats.
ü Proactive patch management (including security patches, bug fixes, updates, etc.) ü After-Hours NOC verifies the success of automated updates and manually administers additional updates or patches during after-hours maintenance windows as necessary ü Updated asset inventory after every patch, project, and new device deployment ü Defined escalation processes.
ü Keep the same support dates for recurring server and workstation maintenance.

25 Eaton & Associates will provide 24/7 support to all the Town server(s) and backup devices, ensuring best practices are being followed regarding:
ü Data backup, malware protection and ransomware prevention. ü Proactive monitoring and updating of critical security systems, including firmware, Operating System (OS), and third-party software.
ü Setting up alerts and thresholds for notifications.
ü Security audits on shared folder and admin account access. ü Hardware and software diagnostics, upgrades and repairs. ü Lifecyle planning, including roadmaps and budgets.

Our support teams possess extensive knowledge of the Town’s infrastructure, enabling them to promptly tackle emergencies, conduct system maintenance, troubleshoot unexpected challenges, escalate issues, and arrange on-sites as needed.

Eaton & Associates will manage all aspects of Help Desk service delivery for the Town as a single point of contact, including all problem resolution (Tier 1, 2, and 3); service request tracking via live portal; problem management; call escalation management; dispatch; knowledge management; self-help via internal knowledge base and organizational FAQs; self-service support tools; new employee onboarding and training on the help desk workflow; team and project management for services provided to the Town; performance management and customer satisfaction reporting to ensure the highest level of service delivery; VIP users to escalate tickets within the support portal; IT alerts and alarms; and regular reports on service level performance and adherence to the SLOs.

With a proven track record of long-term clients, our dedication to exceptional customer service speaks for itself. We will provide regular reports on customer service delivery, including ticket response and resolution times and satisfaction scores.

Desktop Hardware and Software Support
Our approach to Help Desk is rooted in friendly, educational, and highly responsive support.

E&A’s expert engineers with swiftly address any workstation hardware and software issues, including desktops, laptops, and peripheral devices. We will provide troubleshooting and remediation services for the Town in accordance with the SLOs outlined.

Elevate-IT® goes above and beyond traditional break-fix models of support, implementing preventative maintenance measures and strategic technology refreshes to ensure the Town’s infrastructure remains up-to-date and optimized for performance and security.

Moves, adds, and changes for supported desktop hardware and software is included in E&A’s Elevate-IT® Managed Services. Our support includes staging, preparation, and warehousing storage of new devices to efficiently manage all aspects of desktop installation.

E&A is experienced supporting Emergency Operations Center (EOC) environments to ensure network connectivity for internet and phone lines.

26 Desktop Application Services
Our skilled engineers will provide comprehensive troubleshooting for all Town applications, including connectivity and security. E&A will efficiently manage electronic software distribution, integration and testing, machine images, and application patches to provide robust security and adhere to consistent governance procedures for desktop application systems.

Elevate-IT® includes anti-malware (anti-virus and anti-spam) on all supported workstations. E&A will also manage application access and connectivity for users’ laptops, tablets, iPads, and mobile devices.

Third-Party Support
E&A Elevate-IT® includes third-party support for business applications used by the Town. This includes working with vendors to complete basic support, such as account setup, data access, and application connectivity, along with vendor escalation management for complex support issues.

The dedicated Account Manager and technical staff will communicate with the Town of Los Altos Hills and their technical vendors to resolve any issues that we cannot resolve directly.

Working together, we can determine the root cause of an issue and work with the appropriate parties to develop and implement a resolution.

Working with third-party partners, E&A will serve as the 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. We will also follow up with third-party vendors and the Town of Los Altos Hills staff to ensure issues are resolved successfully and changes are communicated to all stakeholders.

For additional security, we also ensure third-party applications follow appropriate implementation plans, including rollback criteria along with Testing/User Acceptance and project management documentation are developed.

Microsoft Server Administration and Security
Elevate-IT® support includes the maintenance of all aspects of Microsoft server security, troubleshooting, incident management, virus and malware protection, access control, and auditing.

E&A will provide administrative support for the entire Office 365 productivity suite. This includes but is not limited to:
ü On-boarding and off-boarding of team members
ü Deployment (individually or mass) of Office applications ü Maintain or create Azure (Entra) Directory Sync tool
ü Troubleshoot and repair any Microsoft Office productivity suite issues ü Office 365 procurement and license management
ü Migration from other platforms, such as Exchange or Google, to O365 (as a project)

27 Storage, Backup, and Disaster Recovery
E&A's Backup, Restore, and Disaster Recovery (BRDR) methodology is meticulously designed to ensure the resilience and continuity of our clients' operations. We advocate for a dual approach in data backup, utilizing both local and cloud replications to safeguard against a range of potential risks.

Our strategy includes VM-level and file-level backups, ensuring comprehensive coverage of all critical data. To validate the reliability of our backup solutions, we regularly conduct random test restores. This practice not only ensures the integrity of the backups but also keeps our recovery processes fine-tuned and ready for any scenario. Furthermore, our disaster recovery plans undergo rigorous 'lights-out' testing, a method that simulates real-world disaster conditions to evaluate the effectiveness and readiness of our recovery procedures.

Understanding that each client's needs are unique, we closely collaborate to determine their Recovery Point Objective (RPO) and Recovery Time Objective (RTO). This collaborative approach allows us to align our BRDR strategies with their specific business objectives, ensuring that recovery processes are both efficient and cost-effective.

We categorize data based on its criticality, creating tiered backup solutions that prioritize essential data while still protecting less critical information. Our process includes a meticulous approval mechanism for the outcomes of random test restores, ensuring that clients are always in the loop and confident in the robustness of their BRDR plan.

By integrating these strategies, E&A delivers a comprehensive and adaptive BRDR solution that not only protects data but also supports the overall resilience and success of our clients' businesses.

28 Scope of Services 5 – Network and Security Services
Eaton & Associates will provide 24x7x365 management and monitoring of the Town of Los Altos Hills’ network
infrastructure, including advanced cybersecurity protection.

Our experienced team will provide network engineering,
administration, maintenance, and projects services for the Town.

E&A will be responsible for creating or consolidating Virtual Local Area Networks (VLANs); setting up alerts and
notification thresholds for firewalls switches, routers, and access points; managing and troubleshooting Wi-Fi related issues; installing and updating anti-malware software on network devices; and implementing comprehensive
governance policies and procedures. We will monitor all communication through the Town’s network, ensuring optimal performance and security.

Elevate-IT® includes regular vulnerability scans, review of results, and remediation of any potential weaknesses. Through regular checkin meetings, Quarterly Business Reviews, and Annual Technology Audits, E&A will provide recommendations for equipment upgrades and replacements.

Our strategic and consultative team will deliver technology roadmaps and budgets that allow the Town to efficiently manage their IT budget.
24x7x365 Network and Security Management
Elevate-IT® security management and administration include the maintenance of all aspects of information security, incident management, firewall services, intrusion protection, penetrating services, system security, and auditing for the Town’s network.

E&A has a detailed understanding of the Town’s current environment. We work to continuously identify areas for improvement, including new capabilities and enhanced security measures. Our documentation captures all essential details of the network, such as vLANs and device configurations.

Network and security management also includes the maintenance of firewalls, routers, switches, and VPNs. We collaborate closely with the Town to provide feedback and recommend areas of
improvement. Our expertise allows us to efficiently support the Town’s network while scoping, testing, and deploying ITenhancement projects.

29 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:
ü Management of Remote Access Systems (VPN, RDS, or others.) ü E&A will provide centralized updating of security patches and firmware ü Endpoint protection, including malware and patching
ü Periodic vulnerability scans with any issues resolved ü Intrusion detection and prevention, via a 3rd party or by our staff. While we can and do regular Intrusion detection scans, it is a best practice to have a 3rd party verify the results at least annually.
ü Ransomware prevention and mitigation
ü End user training on how to avoid common IT security pitfalls (optional as a project) Eaton & Associates will continue to regularly consult with the Town of Los Altos Hills about common threats and best practices to mitigate security threats.

Network Diagrams and Documentation
E&A maintains detailed network diagrams and documentation in our secure internal knowledge base, including topology maps, configuration files, and backups. We continuously update our documentation as changes are made to the IT environment. The Town’s designated IT contact will have real-time visibility of this information through the secure user portal, and your dedicated Account Manager will provide reports monthly, quarterly, and annually.

E&A seeks to continuously enhance Los Altos Hill’s cybersecurity posture by deploying a comprehensive security suite, including a Security Information and Event Management (SIEM) tool, for detailed application and network monitoring. As cyber-threats become more sophisticated, it is critical to safeguard the Town’s infrastructure and sensitive data. Leveraging our cybersecurity experts, we gather and analyze data from diverse IT sources to offer a holistic view of the Town’s security landscape, enabling real-time threat detection and response through data correlation. E&A aims to continue to deliver a customized strategy to strengthen the Town’s security posture while proactively addressing risks and optimizing operational efficiency.

30 Implementation Plan
As the current IT services provider, there are no onboarding/transition costs or processes associated with E&A’s Elevate-IT® support. This is advantageous for the Town both financially and operationally. Support can continue uninterrupted, maintenance can continue as scheduled, and users will not be required to learn additional workflows.

Within the first 100 days of the new agreement, to continue to ensure the Town’s systems are secure and stable, we will conduct a fresh vulnerability scan to review the current state of the IT infrastructure with the Town’s administrative team.

Required Resources
E&A requests a space to work while onsite (e.g., desk or office).

E&A also requires continued physical access to facilities, including network closets, and administrative access to servers, controllers, and supported platforms.

E&A Proposer Questionnaire
Below you will find our responses to questions in Section 8F of the RFP.

Cross-Training of E&A Staff
Our internal knowledge base enables efficient cross-training of engineers. New engineers are trained on SOPs and support guidelines, then trained on the organizations they will be supporting.

This detailed, encrypted knowledge base is accessible to our engineers to familiarize themselves with the Town’s environment, processes, and preferences. It is also accessible to select users from the Town.

Continuous Improvement of Service Delivery
Eaton & Associates' commitment to continuous improvement in service delivery is demonstrated through our structured approach. We conduct regular performance evaluations with our Account Manager and Help Desk Manager, benchmarking against predefined Service Level Objectives (SLOs) and Key Performance Indicators (KPIs). Complementing this, we actively solicit client feedback via customer satisfaction (CSAT) surveys, enabling us to promptly address areas for improvement. Our decision-making is guided by data, empowering us to make informed adjustments and improvements to our services.

We prioritize the continuous training and development of our team members, ensuring they possess the skills needed to deliver exceptional support. Simultaneously, we optimize our processes to enhance efficiency and elevate the end-user experience. Additionally, we integrate innovative technologies to augment our support services and overall performance. Through these

31 cohesive strategies, Eaton & Associates is dedicated to providing a service offering that continuously improves throughout our partnership.

Collaboration and Vendor Escalation
Elevate-IT® provides thorough vendor escalation management for VOIP, ISP, and other systems. Your Town's dedicated Account Manager will bridge communication between the Town and its technical vendors. They will also facilitate coordination with E&A technical resources to resolve any issues we cannot resolve directly. Together, we'll identify the root cause and collaborate with relevant parties to implement a solution.

E&A will collaborate with the Town’s third-party service providers to provide the highest level of technology support. We will schedule coordinate communication and follow up with third party vendors and the Town’s staff to ensure issue are resolved successfully.

After-Hours Support
Eaton & Associates offers 24x7x365 server and network monitoring. After-hours Help Desk support includes handling priority 1 issues by our Network Operations Center (NOC) team, with urgent escalations directed to our on-call Engineering team for immediate resolution. Usersubmitted tickets that are priority 2, 3, and 4 and do not require emergency escalation will be fielded during the next business day. E&A can provide 24x7 Help Desk services for some or all of the Town’s devices should this be desired in the future; however, this is typically not needed.

Additionally, the Town of Los Altos Hills has selected recurring dates for monthly server and workstation maintenance, which will continue. Server maintenance is typically scheduled afterhours to minimize disruption to the Town of Los Altos Hills’s users during normal business hours. E&A also automates maintenance updates and patches, ensuring that all updates and patches are efficiently applied on these specified dates. NOC verifies the success of automated updates and manually administers additional updates or patches during after-hours maintenance windows as necessary. Critical and zero-day patches are applied promptly to avoid potential cyber security threats.

This comprehensive support service is included in E&A Elevate-IT® at no additional charge and operates during evenings, weekends, and holidays. The after-hours support team possesses extensive knowledge of the client's infrastructure, enabling them to promptly tackle emergencies, conduct system maintenance, troubleshoot unexpected challenges, escalate issues, and arrange on-sites as needed.

The proactive maintenance strategy aims to keep all systems consistently updated and patched, thereby minimizing the amount of priority 1 issues while bolstering the Town of Los Altos Hills's overall security posture.

Continuous Education on State and Federal Legislation
E&A is committed to staying informed about state and federal legislation related to information technology that may impact our government clients, and police departments. We utilize several channels to monitor legislative changes, such as professional networks, industry-leading

32 newsletters, and published listservs. We keep our clients informed of relevant information through timely communication.

We meet the highest standards in CJIS compliance by adopting a remote monitoring and management platform with auditing, supervised remote sessions, user control, and continuous annual training for our engineering team. Our engineers undergo background checks and Live Scans to meet the most recent CJIS requirements.

Additionally, when the stipulated requirement for government entities to migrate to a .gov domain was brought to our attention, we promptly updated our knowledge base. We then contacted clients with the applicable departments and provided them with all the necessary details and a roadmap to ensure a smooth transition.

E&A Project Services
E&A is unique among IT MSPs in our ability to successfully scope and implement complex technology projects. Our PMP® Certified Project Managers will provide the Town with detailed design documents, including budget and timeline, and track projects closely through completion.

We are confident that our team can guide the Town through IT enhancement projects, including the anticipated projects described in the RFP. Below are brief descriptions of our implementation plan for the firewall refresh, MDM deployment, and SSO deployment projects:

Firewall Refresh
Project Overview:

The project aims to replace the current, out of support, SonicWall appliance with a dual firewall solution, choosing between SonicWall or Meraki. This upgrade introduces NextGen functionalities like Intrusion Detection System (IDS), Intrusion Prevention System (IPS), content filtering, and SDWAN capabilities, significantly enhancing network security and performance.

Key Action Items
• Conduct a needs assessment to determine the most suitable security system solution (SonicWall or Meraki) based on the current and future network demands. • Design a redundant firewall architecture to ensure high availability and load balancing. • Implement NextGen functionalities: IDS, IPS, content filtering, and SDWAN to bolster security and network efficiency.
• Establish an upgraded VPN connectivity tool (with a SonicWall upgrade), or implement a new VPN connectivity tool such as the Cisco Secure Connect Client (in the case of Cisco Meraki firewalls)
• Train staff on the upgraded/newly implemented VPN solution. • Provide as-built documentation including network diagrams and a network document listing all the security, and network address translation rules.

33 Anticipated Costs Areas
• Hardware, service agreement, and software licensing
o E&A has included pricing for a SonicWall Refresh and a Meraki Upgrade • Professional services for installation, configuration, and implementation • Project management, training, and documentation
The estimated project costs shown in Appendix B are for budgetary purposes only. Final pricing for each project is defined with a formal of Statement of Work.

Mobile Device Management (MDM) Deployment
Project Overview:

This project involves integrating Microsoft Intune within the existing O365 environment to streamline device and application management across the organization. Intune will enable centralized control over devices and apps, enhancing security and compliance.

Key Action Items
• Review the current O365 setup and assess requirements for Intune integration including licenses, security certificates, and compliance policies • Configure Intune policies for device management, security, and compliance including password policies, geo-location, remote-wipe, and Data Loss Prevention (DLP) policies • Configure enrollment groups, and integrate it with Azure security groups • Conduct training sessions for end-users on the new MDM procedures, and how end-users can reach out to us for support
Anticipated Cost Areas
• Microsoft MDM Software licensing (dependent on current licenses/subscription scheme) • Professional services for installation, configuration, and implementation • Project management, training, and documentation
The estimated project costs shown in Appendix B are for budgetary purposes only. Final pricing for each project is defined with a formal of Statement of Work.

34 Single Sign On (SSO) Deployment
Project Overview:

This project focuses on establishing Azure as the central Identity Provider (IP) for cloud applications, including the implementation of Single Sign-On (SSO). It will also integrate Azure with the existing on-premises Active Directory (AD) and RADIUS server for WiFi connectivity, creating a seamless identity management solution across on-premises and cloud environments.

Key Action Items
• Evaluate the current identity management setup and design an Azure-based solution. • Implement Azure AD as the central identity provider for cloud apps. • Set up SSO for cloud applications, enhancing user experience and security. • Integrate Azure AD with the on-premises AD and RADIUS server, ensuring unified identity management.

Anticipated Cost Areas
• Microsoft Azure P2 Software licensing (dependent on current licenses/subscription scheme)
• Professional services for installation, configuration, and implementation (depended on the total number of cloud/on-prem applications to be integrated with SSO) • Project management, training, and documentation
The estimated project costs shown in Appendix B are for budgetary purposes only. Final pricing for each project is defined with a formal of Statement of Work.

35 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 and a half 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
• Implemented Multi-factor Authentication
• IT Policies Revision & Implementation
• Improved email security and deliverability via deployment of DKIM, DMARC, and ATP
• Replaced Ruckus Controller
• Server Upgrades
• Built an image for machine rollout
• Centralized Licenses
• Implemented life-cycle management process
• Implemented continuous maintenance and back up Schedule • Expanded the Town’s network to the Corp Yard and Purissima Park • Completed a Server Refresh
• Collaborated with AT&T for a redundant ISP and to transfer phone lines from an old circuit to a new circuit
• Completed a network closet refresh
E&A will continue to strengthen the Town’s IT infrastructure in alignment with the Three-Year Strategic Plan. We pride ourselves on our excellent technical resources, as well as our account 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.