Agenda packet, first session — Malibu City Council, October 23, 2023 (part 2 of 6)

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CHE &7< 69.1> =;1>067:4 :78 :8@1>9/0/7? /7A5><= ;5>;6010 6G 4/:B/4/9< :005C18 B< <65 /7 :7 :441?18 /7 :7< 34:/C 6> =05/9= 9.:9 :406 =/705>18 3679>:39=H >1:067:B41 :996>71<0M :441?10 :7< 053. /7G>/7?1C179 6> @/64:9/67 G110 :78 713100:>< 4/9/?:9/67 12;17010 6G :769.1>M0 36;<>/?.9H =9/941= 6> =046?:7= /7 /735>>18 B< 6> G6> : ;:>9< 69.1> 9.:7 :7 <65> =:8@1>9/01C179=D /705>18 E/44 B1 811C18 96 B1 8:C:?10 B13:501 6G =;1>067:4 /7A5><=H ;>6@/818 9.:9L Q! I1,+&%., I1 "%.'# J1. I1$%&1%$ @8G% C#E '/:B/4/9< 96 053. ;:>9< G6>H 6> G6> 9.1 9+,'1%,,%,
3609 6GH 9.:9 ;:>9<M0 81G1701 .:0 :406 =F1>067:4 :78 :8@1>9/0/7? /7A5><= 3:5018 B< :7 B117 :005C18 B< <65 /7 9.1 0:C1 6GG1701 36CC/9918 B< :7 /705>18 E.601 =/705>18 3679>:39=K :78 B50/7100 /0L C E N53. :996>71<0M G110 :78 4/9/?:9/67 CDE &8@1>9/0/7?H =B>6:83:09/7?= 6> ;5B4/0./7?K 12;17010 :>1 G6> 81G1701 6G 9.:9 ;:>9< ;> @D RR RH DS !"#$ %&' %)*+',')- ./0'1/234 5617*/48 9,, )2:&3- )'-')+'08 F:?1 O 6G PQ ./;,<0'- ;674)2:&3'0 1*3')2*, 6=(./-<)*/;' >')+2;'- ?==2;'@ ./;8 A23& 23- 7')12--26/8 !""#$ %&' )#*#$&' '%&+%'%,-
!" ./0123132 45 6/7/5813132 9437/37 4: 3/;75<=1>132? 45 13 <3@ A<@ 5/0B436132 74? 45 A/C017/0 :45 47D/50E 45 <00/00132 7D/ /::/970 4:? FB4==;7<370FG #" &3 %37/53/7 0/<59D? <99/00? 9437/37 45 $% &'(
0/5H19/ B54H16/5G FI/5043<= <36 <6H/5710132 13J;5@F <510132 4;7 4:K L4A/H/5? 7D10 /M9=;0143 64/0 347 <BB=@ 74 )" N<5? 139=;6132 ;36/9=<5/6 45 91H1= A<5E I<5<25<BD0 '% )"? !" <36 #" 4: 7D/ 6/:1317143 4:
!" N<5=1O/ <97143 C@ < 81=17<5@ :459/? 139=;6132 FB/5043<= 13J;5@FG <97143 13 D136/5132 45 6/:/36132 <2<1307 <3
P45 7D/ B;5B40/0 4: 7D10 /M9=;0143K <97;<= 45 /MB/97/6 <77<9O? C@ <3@ )" 5/<7132 <36 B546;9132 9455/0B436/39/ 24H/538/37? 04H/5/123 45 47D/5 <;7D4517@ A5177/3 13 7D/ 9436;97 4: @4;5 C;013/00? ;0132 81=17<5@ B/50433/= 45 47D/5 <2/370E 45 C;==/7130? :13<391<= 45 <33;<= 5/B4570? 45 #" %30;55/97143? 5/C/==143? 5/H4=;7143? ;0;5B/6 3/A0=/77/50 <C4;7 @4;5 24460? B546;970 45 B4A/5? 45 <97143 7<O/3 C@ 24H/538/37<= 0/5H19/0 A1== 347 C/ 943016/5/6 7D/ <;7D4517@ 13 D136/5132 45 6/:/36132 <2<1307 C;013/00 4: B;C=10D132E <36 <3@ 4: 7D/0/G
!" ,D/ B=<9132 4: :5<8/0? C456/50 45 =13O0? 45 *% +,-$./0/123 5$667,/0'1/$, <6H/5710132? :45 @4; 45 47D/50 <3@AD/5/ 43
FI/5043<= <36 <6H/5710132 13J;5@F <510132 4;7 4: 7D/ %37/53/7 A1== 347? C@ 170/=:? C/ 943016/5/6 <3@ <97;<= 45 <==/2/6 H14=<7143 4: <3@ =<A 7D<7 7D/ C;013/00 4: <6H/5710132? FC54<69<07132F 5/0751970 45 B54D1C170 7D/ 0/36132? 75<308177132 45 B;C=10D132G 45 610751C;7132 4: F;304=1917/6 9488;319<7143FG
8% 9.201($,/0 5:'1($$6- ;( <7..21/, <$'(3- =% >002-- ;( ?/-0.$-7(2 ;@ 5$,@/32,1/'. ;( FI/5043<= <36 <6H/5710132 13J;5@F <510132 4;7 4: A2(-$,'. B,@$(6'1/$, <3 /=/9754319 9D<75448 45 C;==/713 C4<56 7D/ FI/5043<= <36 <6H/5710132 13J;5@F <510132 4;7 4: 130;5/6 D4070 45 4A30? 45 4H/5 AD19D 7D/ <3@ <99/00 74 45 6109=40;5/ 4: <3@ B/5043Q0 45 130;5/6 /M/5910/0 943754=G 452<31><7143Q0 943:16/371<= 45 B/5043<= .% +,'71:$(/C23 +-2 ;@ >,$1:2(D- E'62 ;( 13:458<7143G
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FI/5043<= <36 <6H/5710132 13J;5@F <510132 4;7 4: )" FI/5043<= <36 <6H/5710132 13J;5@F <510132 4;7 7D/ ;3<;7D451>/6 ;0/ 4: <347D/5Q0 3<8/ 45 4: 7D/ <97;<= 45 <==/2/6 B5/0/39/ 45 <97;<=? B546;97 13 @4;5 /R8<1= <665/00? 648<13 3<8/ 45 <==/2/6 45 7D5/<7/3/6 610B/50<= 4: <0C/0740? 8/7<7<2? 45 <3@ 47D/5 0181=<5 7<97190 74 810=/<6 <0C/0740 :1C/50 45 B546;970 9437<13132 <347D/5Q0 B47/371<= 9;0748/50G <0C/0740? B54H16/6 7D<7 7D/ FB/5043<= <36 6% A$..71/$, <6H/5710132 13J;5@F 10 9<;0/6 45 943751C;7/6 74 C@ 7D/ D<><564;0 B54B/571/0 4: <0C/0740G FI/5043<= <36 <6H/5710132 13J;5@F <510132 4;7 4:
7D/ <97;<=? <==/2/6 45 7D5/<7/3/6 6109D<52/? !" FI/5043<= <36 <6H/5710132 13J;5@F <510132 4;7 610B/50<=? 0//B<2/? 8125<7143? 5/=/<0/ 45 4: 7D/ <97;<= 45 <==/2/6 B5/0/39/ 45 <97;<=? /09<B/ 4: FB4==;7<370F <7 <3@ 718/G <==/2/6 45 7D5/<7/3/6 610B/50<= 4: <3@ 04=16? =1S;16? 2<0/4;0 45 7D/58<= 15517<37 45
,% A$..71/$,GH2.'123 9437<813<37? 139=;6132 084O/? H<B450? &3@ =400? 9407 45 /MB/30/ <510132 4;7 4: <3@K 0447? :;8/0? <9160? <=O<=10? 9D/819<=0 <36 A<07/? <36 7D<7 <5/ B<57 4: <3@ 9=<18 45 )" $/S;/07? 6/8<36? 456/5 45 07<7;745@ 45 F0;17F AD19D <=04 <==/2/0 <3@ FB/5043<= <36 5/2;=<745@ 5/S;15/8/37 7D<7 <3@ 130;5/6 45 <6H/5710132 13J;5@F 6/0951C/6 13 I<5<25<BD 47D/50 7/07 :45? 8431745? 9=/<3 ;B? 5/84H/? )" <C4H/G 9437<13? 75/<7? 6/74M1:@ 45 3/;75<=1>/? 45 13 <3@ A<@ 5/0B436 74? 45 <00/00 7D/ /::/970 #" &3@ =400? 9407 45 /MB/30/ <510132 4;7 4:
4:? FB4==;7<370FE 45 <3@K
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!""#$%$&'()*"(*%$&' .//0123 45 672 89/0:23 89 672 /.12 ;89/0:23 <=96:.<6;> ,- ?2 @8AA B.5C @867 :2/B2<6 6= .95 <A.81 @2 89F2/68D.62 =: /266A2C =: .95 ;/086; .D.89/6 .9 89/0:23 .- ,72 .AA2D.68=9/ 89 672 ;/086; .93 672 89E=:1.68=9 @2 32E293H @2 G9=@ .4=06 672 ;=<<0::29<2; =: =EE29/2 .:2 /0<7 67.6 9= <=9EA8<6 .BB2.:/ 6= 2I8/6 426@229
/- &AA 2IB29/2/ @2 89<0:J 672 8962:2/6/ =E 672 89/0:23 .93 672 8962:2/6/ =E 0- KB 6= LM 672 8932198622> CNOO E=: 672 <=/6 =E 4.8A 4=93/ :2P08:23 42<.0/2 =E .<<83296/ =: 6:.EE8< A.@ F8=A.68=9/ 1- ,72 8932198622 .93 672 89/0:23 ./G 0/ 6= .:8/89D =06 =E 672 0/2 =E .95 F278<A2 6= @78<7 <=930<6 .93 <=96:=A 672 32E29/2 =E 67.6 672 +=38A5 %9Q0:5 '8.48A865 =F2:.D2 .BBA82/J ?2 8932198622 .D.89/6 /0<7 ;/086; .93 .D:22 67.6 3= 9=6 7.F2 6= E0:98/7 672/2 4=93/J @2 <.9 .//8D9 672 /.12 <=09/2A 6= 32E293 672 89/0:23 .93 672 8932198622> .93 2- ,72 <=/6 =E 4=93/ 6= :2A2./2 .66.<71296/C 406 =9A5 E=: 4=93 .1=096/ @86789 672 .BBA8<.4A2 A8186 3- ,72 8932198622H =E 89/0:.9<2J ?2 3= 9=6 7.F2 6= E0:98/7 672/2 4,5 &D:22/ 89 @:8689D 6=H 4=93/J 4/5 ==B2:.62 @867 0/ 89 672 89F2/68D.68=9C
.- &AA :2./=9.4A2 2IB29/2/ 89<0::23 45 672 /266A21296 =: 32E29/2 =E 672 ;/086;> 89/0:23 .6 =0: :2P02/6 6= .//8/6 0/ 89 672 405 %11238.62A5 /293 0/ <=B82/ =E .95 89F2/68D.68=9 =: 32E29/2 =E 672 <A.81 =: ;/086;C 321.93/C 9=68<2/C /011=9/2/ =: A2D.A 89<A0389D .<60.A A=// =E 2.:989D/ 0B 6= LNOO . B.B2:/ :2<28F23 89 <=992<68=9 @867 672

3.5 42<.0/2 =E 6812 =EE E:=1 @=:GJ ;/086;>
1- &AA <=0:6 <=/6/ 6.I23 .D.89/6 672 89/0:23 89 672 425 *=68E5 .95 =672: 89/0:2: @7=/2 ;/086;J R=@2F2:C 672/2 B.51296/ 3= 9=6 89<A032 <=F2:.D2 8/ .F.8A.4A2 6= 672 8932198622> .66=:925/S E22/ =: .66=:925/S 2IB29/2/ 6.I23 .93
.D.89/6 672 89/0:23J 4.5 ==B2:.62 @867 0/ @867 :2/B2<6 6= 3- T:2Q03D1296 8962:2/6 .@.:323 .D.89/6 672 <==:389.689D =672: .BBA8<.4A2 89/0:.9<2 89/0:23 =9 67.6 B.:6 =E 672 Q03D1296 @2 B.5J %E .F.8A.4A2 6= 672 8932198622> .93 @2 1.G2 .9 =EE2: 6= B.5 672 .BBA8<.4A2 A8186 =E 465 T:=F832/ 0/ @867 @:86629 .067=:8U.68=9 6=H 89/0:.9<2C @2 @8AA 9=6 B.5 .95 B:2Q03D1296
4/5 !46.89 :2<=:3/ .93 =672: 89E=:1.68=9 8962:2/6 4./23 =9 67.6 B2:8=3 =E 6812 .E62: 672 :2A.623 6= 672 ;/086;> .93 =EE2:J
405 =930<6 .93 <=96:=A 672 32E29/2 =E 672 7- &AA 8962:2/6 =9 672 E0AA .1=096 =E .95 Q03D1296 8932198622 89 /0<7 ;/086;J 67.6 .<<:02/ .E62: 296:5 =E 672 Q03D1296 .93 42E=:2 @2 7.F2 B.83C =EE2:23 6= B.5C =: V= A=9D ./ 672 .4=F2 <=93868=9/ .:2 126C .66=:925/S 32B=/8623 89 <=0:6 672 B.:6 =E 672 Q03D1296 67.6 E22/ 89<0::23 45 0/ 89 672 32E29/2 =E 67.6 8/ @86789 672 .BBA8<.4A2 A8186 =E 89/0:.9<2J 8932198622C 92<2//.:5 A868D.68=9 2IB29/2/ 89<0::23 45 0/ .93 92<2//.:5 A868D.68=9 2IB29/2/ 89<0::23 45 ,72/2 B.51296/ @8AA 9=6 :230<2 672 A8186/ =E 672 8932198622 .6 =0: :2P02/6 @8AA 42 B.83 ./ 89/0:.9<2J V0BBA21296.:5 T.51296/J *=6@867/6.9389D 672 6- %E @2 32E293 .9 89/0:23 .D.89/6 . ;/086; .93 .9 B:=F8/8=9/ =E T.:.D:.B7 6-0-465 =E V2<68=9 8 W 8932198622 =E 672 89/0:23 8/ .A/= 9.123 ./ . B.:65 =F2:.D2/ W =F2:.D2 ( W +=38A5 %9Q0:5 &93 6= 672 ;/086;C @2 @8AA 32E293 67.6 8932198622 8E .AA =E T:=B2:65 X.1.D2 '8.48A865 =: T.:.D:.B7 6-1- =E 672 E=AA=@89D <=93868=9/ .:2 126H V2<68=9 8 W =F2:.D2/ W =F2:.D2 9 W T2:/=9.A /- ,72 ;/086; .D.89/6 672 8932198622 /22G/ &93 &3F2:68/89D %9Q0:5 '8.48A865C /0<7 B.51296/ @8AA

3.1.D2/ E=: @78<7 672 89/0:23 7./ .//0123 9=6 42 322123 6= 42 3.1.D2/ E=: ;4=38A5 89Q0:5;C 672 A8.48A865 =E 672 8932198622 89 . <=96:.<6 =: ;B:=B2:65 3.1.D2; =: ;B2:/=9.A 89Q0:5;C .93 @8AA 9=6 .D:221296 67. :230<2 672 A8186/ =E 89/0:.9<2J 6 8/ .9 ;89/0:23 <=96:.<6;> 0- ,78/ 89/0:.9<2 .BBA82/ 6= /0<7 A8.48A865 .//0123 !0: =4A8D.68=9 6= 32E293 .9 89/0:23S/ 8932198622 45 672 89/0:23> .93 6= B.5 E=: .66=:925/S E22/ .93 92<2//.:5 2- ,72 =4A8D.68=9 6= 32E293C =: 672 <=/6 =E 672 A868D.68=9 2IB29/2/ ./ V0BBA21296.:5 T.51296/ 32E29/2 =EC 67.6 8932198622 293/ @729H
C 7./ .A/= 4229
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"9$ BK@=6/@7E 51<1D/B 7= 6@=6/@7EP 9! #1:0 => 70/ >=88=?9CD 94 184= 1C 9C43@/5P " $ !?C/5G =::369/5 =@ 34/5 ;EI ! -=3@ B2=83C7//@ ?=@A/@4B =C8E ?098/ 6/@>=@<9CD 5379/4 @/817/5 7= 70/ :=C53:7 => E=3@ ;349C/44G "#$ $/C7/5 7=G 9C 70/ :1@/G :347=5E =@ =@ E=3@ B/<68=E//4BG =70/@ 701C /970/@ E=3@ :=C7@=8 =>G =@ =2/@ ?09:0 60E49:18 B/H/:3792/ =>>9:/@4B T9> E=3 1@/ 1C =@D1C9S179=C :=C7@=8 94 ;/9CD /H/@:94/5 >=@ 1CE =70/@ 701C 1 61@7C/@4096G F=9C7 2/C73@/ =@ 89<97/5 63@6=4/ ;EI 891;9897E :=<61CEU =@ E=3@ <1C1D/@4 T9> E=3 1@/ 1 E=3G 1CE => E=3@ B/<68=E//4BG B2=83C7//@ 89<97/5 891;9897E :=<61CEUG ;37 =C8E >=@ 1:74 ?=@A/@4BG 1CE 61@7C/@ =@ </<;/@ T9> E=3 1@/ ?9709C 70/ 4:=6/ => 70/9@ /<68=E</C7 ;E E=3 =@ 1 61@7C/@4096 =@ F=9C7 2/C73@/UG =@ 1CE ?098/ 6/@>=@<9CD 5379/4 @/817/5 7= 70/ :=C53:7 </<;/@ T9> E=3 1@/ 1 89<97/5 891;9897E => E=3@ ;349C/44M V=?/2/@G C=C/ => 70/4/ :=<61CEUM
B/<68=E//4B =@ B2=83C7//@ ?=@A/@4B 1@/ #! &CE 6/@4=C T=70/@ 701C E=3@ B/<68=E//B =@ 9C43@/54 >=@P B2=83C7//@ ?=@A/@BUG =@ 1CE =@D1C9S179=CG ?098/ "&$ B+=598E 9CF3@EB =@ B6/@4=C18 9CF3@EBP 1:79CD 14 E=3@ @/18 /4717/ <1C1D/@M " $ ,= E=3G 7= E=3@ 61@7C/@4 =@ </<;/@4 T9> 6! &CE 6/@4=C =@ =@D1C9S179=C 0129CD 6@=6/@ E=3 1@/ 1 61@7C/@4096 =@ F=9C7 2/C73@/UG 7/<6=@1@E :347=5E => E=3@ 6@=6/@7E 9> E=3 59/G 7= E=3@ </<;/@4 T9> E=3 1@/ 1 89<97/5 ;37 =C8EP
891;9897E :=<61CEUG 7= 1 :=JB/<68=E//B
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4. Other Insurance
If valid and collectible other insurance is available to the insured for a loss we cover under Coverages A
or B of this Coverage Part, our obligations are
limited as described in Paragraphs a. and b. below.

As used anywhere in this Coverage Part, other
insurance means insurance, or the funding of
losses, that is provided by, through or on behalf of:
(i) Another insurance company;
(ii) Us or any of our affiliated insurance companies,
except when the Non cumulation of Each
Occurrence Limit provision of Paragraph 5. of
Section Ill - Limits Of Insurance or the Non
cumulation of Personal and Advertising Injury
Limit provision of Paragraph 4. of Section Ill -
Limits of Insurance applies because the
Amendment - Non Cumulation Of Each
Occurrence Limit Of Liability And Non
Cumulation Of Personal And Advertising Injury
Limit endorsement is included in this policy;
(iii) Any risk retention group; or
(iv) Any self-insurance method or program, in
which case the insured will be deemed to be
the provider of other insurance.

Other insurance does not include umbrella
insurance, or excess insurance, that was bought
specifically to apply in excess of the Limits of
Insurance shown in the Declarations of this
Coverage Part.

As used anywhere in this Coverage Part, other
insurer means a provider of other insurance. As
used in Paragraph c. below, insurer means a
provider of insurance.
a. Primary Insurance
This insurance is primary except when
Paragraph b. below applies. If this insurance is
primary, our obligations are not affected unless
any of the other insurance is also primary.

Then, we will share with all that other insurance
by the method described in Paragraph c. below,
except when Paragraph d. below applies.
b. Excess Insurance
(1) This insurance is excess over:
(a) Any of the other insurance, whether
primary, excess, contingent or on any
other basis:
(i) That is Fire, Extended Coverage,
Builder's Risk, Installation Risk or
similar coverage for "your work";

COMMERCIAL GENERAL LIABILITY
(ii) That is insurance for "premises
damage";
(iii) If the loss arises out of the
maintenance or use of aircraft,
"autos" or watercraft to the extent
not subject to any exclusion in this
Coverage Part that applies to
aircraft, "autos" or watercraft;
(iv) That is insurance available to a
premises owner, manager or
lessor that qualifies as an insured
under Paragraph 4. of Section II -
Who Is An Insured, except when
Paragraph d. below applies; or
(v) That is insurance available to an
equipment lessor that qualifies as
an insured under Paragraph 5. of
Section II - Who Is An Insured,
except when Paragraph d. below
applies.
(b) Any of the other insurance, whether
primary, excess, contingent or on any
other basis, that is available to the
insured when the insured is an
additional insured, or is any other
insured that does not qualify as a
named insured, under such other
insurance.
(2) When this insurance is excess, we will
have no duty under Coverages A or B to
defend the insured against any "suit" if any
other insurer has a duty to defend the
insured against that "suit". If no other
insurer defends, we will undertake to do so,
but we will be entitled to the insured's rights
against all those other insurers.
(3) When this insurance is excess over other
insurance, we will pay only our share of the
amount of the loss, if any, that exceeds the
sum of:
(a) The total amount that all such other
insurance would pay for the loss in the
absence of this insurance; and
(b) The total of all deductible and selfinsured amounts under all that other insurance.
(4) We will share the remaining loss, if any,
with any other insurance that is not
described in this Excess Insurance
provision and was not bought specifically to
apply in excess of the Limits of Insurance
shown in the Declarations of this Coverage
Part.

COMMERCIAL GENERAL LIABILITY
C. Method Of Sharing
If all of the other insurance permits contribution
by equal shares, we will follow this method also.

Under this approach each insurer contributes
equal amounts until it has paid its applicable
limit of insurance or none of the loss remains,
whichever comes first.

If any of the other insurance does not permit
contribution by equal shares, we will contribute
by limits. Under this method, each insurer's
share is based on the ratio of its applicable limit
of insurance to the total applicable limits of
insurance of all insurers.
d. Primary And Non-Contributory Insurance If
Required By Written Contract
If you specifically agree in a written contract or
agreement that the insurance afforded to an
insured under this Coverage Part must apply on
a primary basis, or a primary and noncontributory basis, this insurance is primary to other insurance that is available to such insured
which covers such insured as a named insured,
and we will not share with that other insurance,
provided that:
(1) The "bodily injury'' or "property damage" for
which coverage is sought occurs; and
(2) The "personal and advertising injury'' for
which coverage is sought is caused by an
offense that is committed;
subsequent to the signing of that contract or
agreement by you.

5. Premium Audit
a. We will compute all premiums for this Coverage
Part in accordance with our rules and rates.
b. Premium shown in this Coverage Part as
advance premium is a deposit premium only. At
the close of each audit period we will compute
the earned premium for that period and send
notice to the first Named Insured. The due date
for audit and retrospective premiums is the date
shown as the due date on the bill. If the sum of
the advance and audit premiums paid for the
policy period is greater than the earned
premium, we will return the excess to the first
Named Insured.
c. The first Named Insured must keep records of
the information we need for premium
computation, and send us copies at such times
as we may request.

6. Representations
By accepting this policy, you agree:
a. The statements in the Declarations are
accurate and complete;
b. Those statements are based upon
representations you made to us; and
c. We have issued this policy in reliance upon
your representations.

The unintentional omission of, or unintentional error
in, any information provided by you which we relied
upon in issuing this policy will not prejudice your
rights under this insurance. However, this provision
does not affect our right to collect additional
premium or to exercise our rights of cancellation or
non renewal in accordance with applicable insurance
laws or regulations.

7. Separation Of Insureds
Except with respect to the Limits of Insurance, and
any rights or duties specifically assigned in this
Coverage Part to the first Named Insured, this
insurance applies:
a. As if each Named Insured were the only
Named Insured; and
b. Separately to each insured against whom claim
is made or "suit" is brought.

8. Transfer Of Rights Of Recovery Against Others
To Us
If the insured has rights to recover all or part of any payment we have made under this Coverage Part,
those rights are transferred to us. The insured must
do nothing after loss to impair them. At our request,
the insured will bring "suit" or transfer those rights
to us and help us enforce them.

9. When We Do Not Renew
If we decide not to renew this Coverage Part, we will
mail or deliver to the first Named Insured shown in
the Declarations written notice of the nonrenewal
not less than 30 days before the expiration date.

If notice is mailed, proof of mailing will be sufficient proof of notice.

SECTION V - DEFINITIONS

1. "Advertisement" means a notice that is broadcast or
published to the general public or specific market
segments about your goods, products or services
for the purpose of attracting customers or
supporters. For the purposes of this definition:
a. Notices that are published include material
placed on the Internet or on similar electronic
means of communication; and
b. Regarding websites, only that part of a website
that is about your goods, products or services
for the purposes of attracting customers or
supporters is considered an advertisement.

Page 16 of 21 ends

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and Canada.

You agree to maintain all required or
compulsory insurance in any such
country up to the minimum limits required
by local law. Your failure to comply with
compulsory insurance requirements will
not invalidate the coverage afforded by
this policy, but we will only be liable to the
same extent we would have been liable
had you complied with the compulsory
insurance requirements.
(4) It is understood that we are not an
admitted or authorized insurer outside the
United States of America, its territories
and possessions, Puerto Rico and
Canada. We assume no responsibility for
the furnishing of certificates of insurance,
or for compliance in any way with the
laws of other countries relating to
insurance.

G. WAIVER OF DEDUCTIBLE - GLASS
The following is added to Paragraph D.,
Deductible, of SECTION Ill - PHYSICAL
DAMAGE COVERAGE:

No deductible for a covered "auto" will apply to
glass damage if the glass is repaired rather than
replaced.

H. HIRED AUTO PHYSICAL DAMAGE - LOSS OF

USE - INCREASED LIMIT
The following replaces the last sentence of
Paragraph A.4.b., Loss Of Use Expenses, of
SECTION Ill PHYSICAL DAMAGE
COVERAGE:

However, the most we will pay for any expenses
for loss of use is $65 per day, to a maximum of
$750 for any one "accident".

I. PHYSICAL DAMAGE - TRANSPORTATION

EXPENSES - INCREASED LIMIT
The following replaces the first sentence in
Paragraph A.4.a., Transportation Expenses, of
SECTION Ill PHYSICAL DAMAGE
COVERAGE:

We will pay up to $50 per day to a maximum of
$1,500 for temporary transportation expense
incurred by you because of the total theft of a
covered "auto" of the private passenger type.

J. PERSONAL EFFECTS
The following is added to Paragraph A.4.,
Coverage Extensions, of SECTION Ill -
PHYSICAL DAMAGE COVERAGE:

COMMERCIAL AUTO
Personal Effects
We will pay up to $400 for "loss" to wearing
apparel and other personal effects which are:
(1) Owned by an "insured"; and
(2) In or on your covered "auto".

This coverage applies only in the event of a total
theft of your covered "auto".

No deductibles apply to this Personal Effects
coverage.

K. AIRBAGS
The following is added to Paragraph 8.3.,
Exclusions, of SECTION Ill - PHYSICAL
DAMAGE COVERAGE:

Exclusion 3.a. does not apply to "loss" to one or
more airbags in a covered "auto" you own that
inflate due to a cause other than a cause of "loss"
set forth in Paragraphs A.1.b. and A.1.c., but
only:
a. If that "auto" is a covered "auto" for
Comprehensive Coverage under this policy;
b. The airbags are not covered under any
warranty; and
c. The airbags were not intentionally inflated.

We will pay up to a maximum of $1,000 for any
one "loss".

L. NOTICE AND KNOWLEDGE OF ACCIDENT OR
LOSS
The following is added to Paragraph A.2.a., of
SECTION IV - BUSINESS AUTO CONDITIONS:

Your duty to give us or our authorized
representative prompt notice of the "accident" or
"loss" applies only when the "accident" or "loss" is
known to:
(a) You (if you are an individual);
(b) A partner (if you are a partnership);
(c) A member (if you are a limited liability
company);
(d) An executive officer, director or insurance
manager (if you are a corporation or other
organization); or
(e) Any "employee" authorized by you to give
notice of the "accident" or "loss".

M. BLANKET WAIVER OF SUBROGATION
The following replaces Paragraph A.5., Transfer
Of Rights Of Recovery Against Others To Us,
of SECTION IV BUSINESS AUTO
CONDITIONS:

CA T3 53 0817 © 2016 The Travelers Indemnity Company. All rights reserved. Page 3 of 4 Includes copyrighted material of Insurance Services Office, Inc. with its permission !""#$ %&' &)*!
! "#$%&'(# *' +,-./& *' +(012(#3 4-$,%&/ 5! 6575"85"7*549 8++*+: *+ *;7::7*5:
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<, 051=, 52> 913+7 .- 9,?.=,9> 0, @5> +5=, >1%0($?@(%/A ;,&#(B#(&(%/$/,1%A *# C#$DE; .- 5351247 52> :,94.2 .9 .93521A571.2 7. 7+, :8>"7*5 7F G <6:758:: 46"* >*5H7"7*5:B ,C7,27 9,DE19,6 .- >.E F> 5 09177,2 ?.2795?7 *+, E2127,271.25/ [email protected] .-; .9 E2127,271.25/ 4132,6 526 ,C,?E7,6 :91.9 7. 52> G5??16,27G ,99.9 12; 52> [email protected] 31=,2 F> >.E 4+5// 2.7 .9 G/.44G; :9.=16,6 7+57 7+, G5??16,27G .9 G/.44G :9,HE61?, >.E9 913+74 E26,9 7+14 124E952?,I 5914,4 .E7 .- .:,9571.24 ?.27,@:/57,6 F> J.0,=,9 7+14 :9.=141.2 6.,4 2.7 5--,?7 .E9 913+7 7. 4E?+ ?.2795?7I *+, 051=,9 5::/1,4 .2/> 7. 7+, ?.//,?7 566171.25/ :9,@1E@ .9 ,C,9?14, .E9 913+7 .- :,94.2 .9 .93521A571.2 6,413257,6 12 4E?+ ?52?,//571.2 .9 2.2K9,2,05/I ?.2795?7I
853, L .- L "#$% &'( &)*+(,()- ./0(1/234 5617*/48 9,, )2:'3- )(-()+(08 >4 "I I JK LM ./;,<0(- ;674)2:'3(0 1*3()2*, 6=!./-<)*/;( >()+2;(- ?==2;(@ ./;8 A23' 23- 7()12--26/ Travelers Property Casualty Co of America
UB9P402654
All CA Operations
06/01/2022
GMZ Engineering, Inc.

COMMERCIAL GENERAL LIABILITY
CG 20 341219
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

ADDITIONAL INSURED -LESSOR OF LEASED

EQUIPMENT-AUTOMATIC STATUS WHEN

REQUIRED IN LEASE AGREEMENT WITH YOU
This endorsement modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE PART
A. Section II - Who Is An Insured is amended to
include as an additional insured any person(s) or
organization(s) from whom you lease equipment
when you and such person(s) or organization(s)
have agreed in writing in a contract or agreement
that such person(s) or organization(s) be added as
an additional insured on your policy. Such
person(s) or organization(s) is an insured only with
respect to liability for "bodily injury", "property
damage" or "personal and advertising injury"
caused, in whole or in part, by your maintenance,
operation or use of equipment leased to you by
such person(s) or organization(s).

However, the insurance afforded to such
additional insured:

1. Only applies to the extent permitted by law;
and

2. Will not be broader than that which you are
required by the contract or agreement to
provide for such additional insured.

A person's or organization's status as an
additional insured under this endorsement ends
when their contract or agreement with you for such
leased equipment ends.

B. With respect to the insurance afforded to these
additional insureds, this insurance does not apply
to any "occurrence" which takes place after the
equipment lease expires.

C. With respect to the insurance afforded to these
additional insureds, the following is added to
Section Ill - Limits Of Insurance:

The most we will pay on behalf of the additional
insured is the amount of insurance:

1. Required by the contract or agreement you
have entered into with the additional insured;
or

2. Available under the applicable limits of
insurance;
whichever is less.

This endorsement shall not increase the
applicable limits of insurance.

CG 20 341219 © Insurance Services Office, Inc., 2018 Page 1 of 1

Page 1 of 2 ends

Agenda Item # 3.B.7.

Council Agenda Report
To: Mayor Uhring and the Honorable Members of the City Council Prepared by: Brandie Ayala, Administrative Analyst
Reviewed by: Rob DuBoux, Public Works Director/City Engineer Approved by: Steve McClary, City Manager
Date prepared: September 29, 2023 Meeting date: October 23, 2023 Subject: Amendment to Professional Services Agreement with 30 Three Sixty Public Finance, Inc.

RECOMMENDED ACTION: Authorize the Mayor to execute Amendment No. 1 to Professional Services Agreement with 30 Three Sixty Public Finance, Inc. to allow for a two-year extension of the existing agreement through October 12, 2025, for Assessment Engineering Services for the formation and administration of an assessment district for Civic Center Water Treatment Facility Phase Two (CCWTF Phase Two).

FISCAL IMPACT: No additional appropriation is required. Funding for this agreement is included in the Adopted Budget for FY 2023-24 in Account No. 310-9075-5100 (Civic Center Water Treatment Facility – Phase Two).

STRATEGIC PRIORITY: This item supports the Civic Center Water Treatment Facility - Phase Two (CCWTF) priority identified in the Adopted FY 2023-24 Strategic Priority Project List.

DISCUSSION: The design of CCWTF Phase Two project includes expanding the wastewater collection and recycled water system to include properties in Malibu Colony, the condominiums on Civic Center Way, HRL and a portion of the Serra Canyon neighborhood. In addition, the treatment plant will be expanded to treat the additional wastewater from these properties. The work also includes preparing a coastal development permit, construction plans, project specifications and cost estimates. The design was completed in February 2022.

Funding for Phase Two will include a low interest loan under the State Water Board Clean City Council Meeting
10-23-23
Item

3.B.7.

Page 2 of 2 ends

Agenda Item # 3.B.7.

Water State Revolving Fund Program (CWSRF). As a condition for this funding, the City will be required to form an assessment district for the repayment of the CWSRF loan, similar to what was created in CCWTF Phase One. On October 12, 2020, City Council approved a professional services agreement with 30 Three Sixty Public Finance, LLC for assessment engineering services relating to the formation and administration of an assessment district for CCWTF Phase Two. The scope of work under this agreement includes evaluating the total costs of the project, evaluating the special assessments and creating an assessment methodology for the properties in CCWTF Phase Two, and preparing all the documentation for forming of the assessment district.

The CCWTF Phase Two project is currently delayed due to a cultural resource discovery in the alignment of the pipeline. Staff is currently working with the State to develop a monitoring plan if additional resources are found during construction. This delay has an impact on 30 Three Sixty Public Finance’s agreement with the City. Their current agreement is set to expire October 12, 2023. Staff is requesting Council authorize the Mayor to execute Amendment No. 1 extending the term of the agreement for two additional years, terminating October 12, 2025. This agreement extension will allow the City to continue to work with 30 Three Sixty Public Finance on forming the assessment district for CCWTF Phase Two.

ATTACHMENTS: Amendment No. 1 to Agreement with 30 Three Sixty Public Finance AMENDMENT NO. 1 TO AGREEMENT
THIS AMENDMENT NO. 1 TO AGREEMENT is made and entered in the City of Malibu on October 23, 2023, by and between the CITY OF MALIBU, hereinafter referred to as City, and 30 Three Sixty Public Finance, Inc., hereinafter referred to as Consultant.

The City and the Consultant agree as follows:

R E C I T A L S
A. On October 12, 2020, the City entered into an Agreement with Consultant for formation and administration of an assessment district for Civic Center Water Treatment Facility Phase Two (the “Agreement”).

B. The City desires to amend the Agreement extending the term of the agreement and modifying the compensation schedule to reflect current rates, and Consultant has submitted a proposal for this purpose that is acceptable to the City.

NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows:

1. Section 2.0 – Term of Agreement, of the Agreement, is hereby extended to October 12, 2025.

2. Section 4.0 – Compensation for Services, of the Agreement, is hereby amended as set forth in Exhibit B attached hereto.

3. The Parties agree that this Amendment will be considered signed when the signature of a party is delivered physically or by facsimile transmission or scanned and delivered via electronic mail. Such facsimile or electronic mail copies will be treated in all respects as having the same effect as an original signature.

4. All terms and conditions of the Agreement not amended by this Amendment No. 1 remain in full force and effect.

This Agreement is executed on ______________________, at Malibu, California, and effective as of October 12, 2023.

CITY OF MALIBU:
____________________________________
STEVE UHRING, Mayor
ATTEST:
____________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
APPROVED AS TO FORM: CONSULTANT:
_____________________________________
TREVOR RUSIN, Interim City Attorney
Attachment 1
B-1

EXHIBIT B

COMPENSATION SCHEDULE
Consultant’s compensation for services is shown in Table 1 below.

TABLE 1

CONSULTING SERVICES FEES

TASK COMPENSATION
Phase 2 AD Formation
Time and materials not to exceed
$52,785 for services and
$5,000 for expenses
Phase 2 Supplemental Wastewater Treatment Plant
Load and Flow Research/Analysis (Optional)
Time and materials
up to $13,165
Phase 2 AD Administration
(Excluding Apportionments)
Annual fixed fee of $13,275 plus
expenses not to exceed $1,000
Phase 2 Assessment Apportionments Time and materials
up to $3,750
Total $88,975
Services for which compensation is based on the hourly rates in Table 2 below shall be invoiced monthly.

On or about the first two (2) weeks of each month during which such services are rendered hereunder, Consultant shall present to Client an invoice covering the current services performed and the reimbursable expenses incurred. Services for which compensation is based on a fixed fee shall be invoiced quarterly. On or about the first two (2) weeks of each quarter during which such services are rendered hereunder, Consultant shall present to Client an invoice in an amount equal to one-fourth of the annual fixed fee and the reimbursable expenses incurred. All invoices shall be paid by Client within thirty (30) days of the date of each invoice.

TABLE 2

HOURLY RATES

FIRM/PERSONNEL HOURLY RATE
Consultant
President $210
Associate $135
Subconsultant
Charles Greely $280
Jose Vargas $145
____________________________________
By: Mitch Mosesman
Title: President

Page 1 of 2 ends

Agenda Item # 3.B.8.

Council Agenda Report
To: Mayor Uhring and the Honorable Members of the City Council Prepared by: Kelsey Pettijohn, City Clerk
Approved by: Steve McClary, City Manager
Date prepared: October 10, 2023 Meeting date: October 23, 2023 Subject: Resolution Extending the Declaration of the COVID-19 Local Emergency
RECOMMENDED ACTION: Adopt Resolution No. 23-49 extending the declaration of the existence of a local emergency.

FISCAL IMPACT: There is no fiscal impact with the recommended action.

STRATEGIC PRIORITY: This item is part of the day-to-day operations identified in the Adopted FY 2023-24 Strategic Priority Project List.

DISCUSSION: An emergency exists when conditions are beyond the control of the services, personnel, equipment, and facilities of this City. The declaration is an acknowledgement of the need for the combined forces of other political subdivisions to combat.

In 2020 a severe acute respiratory illness caused by a novel (new) coronavirus, known as COVID-19, spread globally and rapidly, resulting in severe illness and death around the world. The World Health Organization classified COVID-19 as a global pandemic.

On March 4, 2020, California Governor Gavin Newsom declared a State of Emergency in response to the increased spread of COVID-19. The Governor’s declaration also suspended the requirement under Government Code Section 8630 for local government authorities to renew a state of local emergency every 60 days.

Additionally, on March 4, 2020, the Los Angeles County Board of Supervisors and the Department of Public Health all declared a local and public health emergency in response to increased spread of COVID-19 across the country and in Los Angeles City Council Meeting
10-23-23
Item

3.B.8.

Page 2 of 2 ends

Agenda Item # 3.B.8.

County. The President of the United States declared a federal emergency as a result of the spread of the COVID-19.

On March 14, 2020, the Director of Emergency Services of the City proclaimed the existence of a local emergency.

On March 16, 2020, the City Council adopted Resolution No. 20-14 ratifying the proclamation of the existence of a local emergency by the Director of Emergency Services.

On February 28, 2023, California Governor Gavin Newsom terminated the State of Emergency renewing the need for the City Council to review the need for continuing the local emergency at least every sixty (60) days, pursuant to Government Code Section 8630.

On April 10, 2023, the City Council adopted Resolution No. 23-15 extending the declaration of the existence of a local emergency.

On May 22, 2023, the City Council adopted Resolution No. 23-21 extending the declaration of the existence of a local emergency.

On July 10, 2023, the City Council adopted Resolution No. 23-36 extending the declaration of the existence of a local emergency.

On August 28, 2023, the City Council adopted Resolution No. 23-39 extending the declaration of the existence of a local emergency.

The COVID-19 emergency continues to evolve and State and Federal agencies continue to recommend social distancing to prevent the spread of COVID-19. The local state of emergency allows the City to continue emergency response programs, such as the Temporary Restaurant Recovery Program, that support social distancing and public safety during the ongoing emergency.

Government Code Section 8630 requires that the City Council review the need for continuing a local emergency at least once every 60 days until the City Council terminates the local emergency.

As such, City staff recommends adopting Resolution No. 23-49 extending the declaration of the existence of a local emergency. If adopted, the City Council will review, and as needed renew, this action at least every 60 days.

ATTACHMENTS:

1. Resolution No. 23-49
ATTACHMENT 1
RESOLUTION NO. 23-49

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MALIBU

EXTENDING THE DECLARATION OF THE EXISTENCE OF A LOCAL

EMERGENCY
The City Council of the City of Malibu does hereby find, order and resolve as follows:

SECTION 1. Recitals.

A. In 2020 a severe acute respiratory illness caused by a novel (new) coronavirus, known as COVID-19, spread globally and rapidly, resulting in severe illness and death around the world. The World Health Organization classified COVID-19 as a global pandemic.

B. On March 4, 2020, California Governor Gavin Newsom declared a State of Emergency in response to the increased spread of COVID-19. The Governor’s declaration also suspended the requirement under Government Code Section 8630 for local government authorities to renew a state of local emergency every 60 days.

C. Additionally, on March 4, 2020, the Los Angeles County Board of Supervisors and the Department of Public Health all declared a local and public health emergency in response to increased spread of COVID-19 across the country and in Los Angeles County. The President of the United States declared a federal emergency as a result of the spread of the COVID-19.

D. The City activated its Emergency Operations Center on March 12, 2020 and the Director of Emergency Services of the City proclaimed the existence of a local emergency on March 14, 2020.

E. On March 16, 2020, the City Council adopted Resolution No. 20-14 ratifying the proclamation of the existence of a local emergency by the Director of Emergency Services.

F. On February 28, 2023, California Governor Gavin Newsom terminated the State of Emergency renewing the need for the City Council to review the need for continuing the local emergency at least every sixty (60) days, pursuant to Government Code Section 8630.

G. On April 10, 2023, the City Council adopted Resolution No. 23-15 extending the declaration of the existence of a local emergency.

H. On May 22, 2023, the City Council adopted Resolution No. 23-21 extending the declaration of the existence of a local emergency.

I. On July 10, 2023 the City Council adopted Resolution No. 23-36 extending the declaration of the existence of a local emergency.

J. On August 28, 2023 the City Council adopted Resolution No. 23-39 extending the declaration of the existence of a local emergency.

Resolution No. 23-49

Page 2 of 2 ends

_____________________
K. The COVID-19 emergency continues to evolve and State and Federal agencies continue to recommend social distancing to prevent the spread of COVID-19.

L. The local state of emergency allows the City to continue emergency response programs, such as the Temporary Restaurant Recovery Program, that support social distancing and public safety during the ongoing emergency.

SECTION 2. The City Council has reviewed the staff report and conditions justifying the state of local emergency in the City and finds that the declaration of a local emergency remains valid and necessary.

SECTION 3. The local emergency shall be deemed to continue and exist until its termination is proclaimed by the City Council. As required by law, the City Council shall review the need to continue the state of emergency every 60 days until this resolution is terminated.

SECTION 4. The City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

PASSED, APPROVED, and ADOPTED this __th day of ____ 2023. _____________________________
STEVE UHRING, Mayor
ATTEST:
__________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
APPROVED AS TO FORM:
__________________________________
TREVOR RUSIN, Interim City Attorney

Page 1 of 2 ends

Agenda Item # 3.B.9.

Council Agenda Report
To: Mayor Uhring and the Honorable Members of the City Council Prepared by: Kristin Riesgo, Community Services Director Approved by: Steve McClary, City Manager
Date prepared: October 11, 2023 Meeting date: October 23, 2023 Subject: CalTrans Solstice Canyon Creek Beautification Project RECOMMENDED ACTION: Approve the recommendation from the Malibu Arts Commission to withdraw the City's involvement with the California Department of Public Transportation Solstice Canyon Creek Beautification Project.

FISCAL IMPACT: There is no fiscal impact associated with the recommended action.

STRATEGIC PRIORITY: This item is part of the day-to-day operations identified in the Adopted FY 2023-24 Strategic Priority Project List.

DISCUSSION: At the February 14, 2022 Regular meeting, the California Department of Transportation (CalTrans) gave a presentation on the Clean California Program Pacific Coast Highway Solstice Canyon Creek Public Art Proposal Community Engagement Project (Project). The Project included the replacement of the existing bridge and pedestrian culvert underpass to Dan Blocker State Beach and a public art component.

CalTrans requested assistance from the Malibu Arts Commission (Commission) to assist with the following,
• Engage with local artists and select the artwork for the Project • Select the medium and theme of the artwork
• Work with the selected artist to create the artwork on moveable panels or canvas • Coordinate the display, either all or a portion of the artwork, at a public location from 2023 to 2026
• Coordinate storage of the artwork until the end of the bridge construction in 2026 • Coordinate artwork transportation to the new culvert
• Coordinate artwork installation in the new culvert
City Council Meeting
10-23-23
Item

3.B.9.

Page 2 of 2 ends

Agenda Item # 3.B.9.

All art components, including the artist stipend, would be paid through a $225,000 grant from the Clean California Program.

Additionally, CalTrans requested the City to enter into a Maintenance Agreement, Transportation Art Agreement, and Artist Copyright Waiver.

The Malibu Arts Commission discussed the Project at the Regular meetings in April, May, and July 2022. At the August 23, 2022 Regular meeting, the Commission approved holding a Call for Artists, which opened on September 1, 2022.

At the October 25, 2022 Regular meeting, the Commission approved artist, Jules Muck, who planned to paint an original mural depicting ocean wildlife and coastal scenery. The Commission selected Ms. Muck due to her experience painting large-scale murals worldwide and her unique street art painting style.

From November 2022 to December 2022, Staff worked with CalTrans to review the Agreements related to the Project. On January 12, 2023, Staff met with CalTrans and notified the agency that the City of Malibu would not complete the maintenance on any portion of the Project due to liability, staff availability, and concerns regarding the City performing maintenance on State property.

On February 8, 2023, CalTrans determined they would alter the Maintenance Agreement and remove the City's responsibilities. Instead, CalTrans would collaborate with volunteers through the Adopt-A-Highway program to manage the maintenance.

On July 5, 2023, Staff received a draft Agreement from CalTrans, which removed the City from all maintenance responsibilities. The City Attorney's Office reviewed the Agreement and returned it to CalTrans on July 28, 2023. Over the past several months, Staff and the Commission Chair have communicated with CalTrans, requesting an update. CalTrans responded that the review process has taken longer than anticipated due to the City's request to remove the maintenance terms.

At the September 26, 2023 Regular meeting, the Commission discussed their concerns regarding the timeline, communication, and lack of Project advancement. The Commission recommended the City withdraw its involvement with the Project.

Staff notified CalTrans of the Commission's recommendation and the organization did not object to the withdraw. On October 11, 2023, CalTrans stated that the City would be responsible for all maintenance related to the Project, which aligns with the guidelines for the Clean California Grant Program.

ATTACHMENTS:

Caltrans Withdraw Letter
1 Kristin Riesgo
From: Sui, Hammer X@DOT <[email protected]>
Sent: Wednesday, October 11, 2023 3:33 PM
To: Kristin Riesgo; Chy, Vathana@DOT
Cc: Okereke, Godson@DOT
Subject: RE: Malibu - Solstice Art Project - Clean California (EA 07-38620) Good aŌernoon KrisƟn,
Thank you for sharing the Malibu Art Commission’s recommendaƟon to withdraw the SolsƟce Canyon Creek art proposal. Caltrans does not object to that recommendaƟon – absent of the city’s commitment on project specific maintenance agreement for the artwork, we concluded that the Clean California Program is unable to fund this project.

Although both sides made efforts towards delivering the art, we could not find alternaƟve soluƟons to the requirements.

I want to thank the city and the Art Commission.

Thank you,
Hammer Sui, PE
Clean California Program Manager
Caltrans District 7 Maintenance Division
213‐598‐9811 Cell
From: Kristin Riesgo <[email protected]>
Sent: Tuesday, October 10, 2023 3:17 PM
To: Chy, Vathana@DOT <[email protected]>
Cc: Sui, Hammer X@DOT <[email protected]>
Subject: Malibu ‐ Solstice Project
EXTERNAL EMAIL. Links/attachments may not be safe.

Vathana –
Thank you for the call today. Malibu City Council will review the Malibu Arts Commission's recommendaƟon to withdraw from the SolsƟce Canyon Project at the Regular meeƟng on Monday, October 23, 2023. Once the Council gives their direcƟon, I will provide you with an update.

Please let me know if you have any quesƟons.

Thank you,
KrisƟn Riesgo
Community Services Director
Office: (310) 456‐2489 ext. 350
23825 Stuart Ranch Road | Malibu, CA 90265

Page 1 of 2 ends

Agenda Item #3.B.10.

Council Agenda Report
To: Mayor Uhring and the Honorable Members of the City Council Prepared by: Mario Reyna, Information Systems Manager
Rob Houston, Interim Deputy City Manager
Reviewed by: Joseph D. Toney, Assistant City Manager
Approved by: Steve McClary, City Manager
Date prepared: September 21, 2023 Meeting date: October 23, 2023 Subject: Information Technology Strategic Plan Consultant Award RECOMMENDED ACTION: Authorize the Mayor to execute a Professional Services Agreement with SDI Presence LLC for information technology administrative services in an amount not to exceed $85,780.

FISCAL IMPACT: The contract award is a not to exceed cost of $85,780 and Funding for this agreement was included in the Adopted Budget for FY 2023-24 in account No. 602- 7060-5100 (Information Systems Professional Services).

STRATEGIC PRIORITY: This item supports the Information Technology Strategic Plan Implementation priority identified in the Adopted FY 2023-24 Strategic Priority Project List.

DISCUSSION:

The City of Malibu endeavors to provide efficient, effective, and timely customer service.

The City’s Information Technology (IT) team strives to provide the necessary technological hardware, software, and help to support that excellent customer service. In order to ensure that the City is providing the best possible customer service to its external and internal customers, and is well positioned to take advantage of emerging technologies, staff is seeking to engage a highly qualified information technology firm to conduct a comprehensive assessment of the City's current IT systems and business processes. A thorough assessment of the City’s cybersecurity systems, strategy, and execution will be an area of emphasis in the plan to ensure the City receives the most up to date best practice cybersecurity strategies. The consultant will assess the City’s IT infrastructure, City Council Meeting
10-23-23
Item

3.B.10

Page 2 of 2 ends

Agenda Item #3.B.10.
staffing, policies, and processes. From this assessment the firm will develop a strategic plan to address the City's current and future IT needs.

On June 30, 2023, the City of Malibu issued a Request for Proposals (RFP) for informational technology administrative services. The City received 11 responsive proposals. A selection panel reviewed the proposals and rated the submittals to determine how well each proposal captured the requirements of the RFP. The top three proposals from the initial review were invited to interview with the panel. The panel rated the interviewed firms and determined that SDI Presence is the most qualified for the Malibu IT Strategic Plan project. SDI provided an excellent understanding of the Malibu technology environment, provides a very experienced team to support the effort, has conducted an extensive list of southern California city strategic plans, and will provide these services at a reasonable price.

Staff recommend authorizing the Mayor to execute a professional services agreement with SDI Presence for information technology administrative services to develop the City's IT Needs Assessment and Strategy Plan.

ATTACHMENTS:

1. Agreement with SDI Presence LLC for the Strategic Plan

2. Strategic Plan RFP

3. SDI Proposal
Attachment #1

Request for Proposals for Information
Technology System Assessment and
Development of a Strategic Plan for The City
of Malibu
Date Issued: June 30, 2023
Proposals must be received no later than 4 pm on July 28, 2023, via email to:

City of Malibu
Attn: Mario Reyna, Information Systems Manager
[email protected]
Attachment #2

INTRODUCTION
The Information Systems (IS) Division of the City of Malibu requests proposals from qualified consultants to assess the City of Malibu's Systems and a strategic plan. At the end of this RFP, we expect that we will have greater visibility into the current state of The City of Malibu's Information Technology (IT) Systems as well as a roadmap for the future from the Strategic Plan to allow us to improve our division further as our business requirements necessitate. Analysis of our division would include our infrastructure, staffing, processes, applications, reporting, reliability, and performance metrics.

The City reserves the right to accept or reject any Proposals, alter the selection process, postpone the selection process for convenience at any time, and/or waive any defects.

This RFP shall not be deemed to create a binding contract or agreement between the City and the vendor. The vendor's personnel for this project shall be knowledgeable in their areas of expertise. The City reserves the right to select consultants without interviews; however, shortlisted firms may be invited to meet with the selection committee.

CITY OVERVIEW
The City of Malibu (City) is a coastal city in the northwestern portion of Los Angeles County, California, with a population of approximately 10,654. The City is host to around 15 million visitors a year. The City is a general law city incorporated under California law in 1991. It operates under the Council/Manager form of government, is considered a contract city, and offers a full range of municipal services. The five Members of the City Council are elected at-large. They serve staggered four-year terms, with the Mayor selected among the Councilmembers. The City spans approximately 21 miles of the Pacific Ocean coastline, extends inland less than a mile in most parts of that span, and slightly more than 2 miles at its widest span. The City currently has 97 full-time employees and 13.27 full-time equivalent part-time employees. The City, organized into seven departments, provides several services in-house, including management and administrative services, building safety, community services, environmental sustainability, planning, public works, and engineering. Police and Fire services are contracted out. The City's Adopted Fiscal Year 2022-2023 totals $89.8 million and includes General Fund annual expenditures for ongoing City operations of $44.2 million.

The City is comprised of the following departments:
• MANAGEMENT AND ADMINISTRATION DEPARTMENT: City Manager; Film Office; Finance and Accounting; Human Resources; Information Systems (IS); and Media and Communications
• CITY CLERK DEPARTMENT: Administration of City Council Meetings and Agendas; Compliance with Federal, State, and Local Statutes; Elections; Passport Acceptance; Public Records; and Student Intern Program
• COMMUNITY SERVICES DEPARTMENT: Community Classes, Programs, and Workshops; Parks and Facilities Management; Youth and Adult Sports; Senior Center; and Special Events
• ENVIRONMENTAL SUSTAINABILITY DEPARTMENT: Building Safety and Permits; Building Inspections; Coastal Engineering and Geology; Environmental Programs, including Clean Water, Energy, and Solid Waste Management; and Wastewater Management / Environmental Health
• PLANNING DEPARTMENT: Implementation of Local Coastal Program (LCP), General Plan, and Zoning Ordinance; Biology; Code Enforcement; Event Permits; Tobacco Retailer Registration; and View Restoration and Preservation • PUBLIC SAFETY DEPARTMENT: Emergency Preparedness; Fire Services; Law Enforcement; Lifeguards; and Animal Care and Control oversight. Police and Fire Services are provided by LA County – (The City of Malibu offers no Police or Fire IT)
• PUBLIC WORKS / ENGINEERING DEPARTMENT: Streets, storm drains, and other public infrastructure; Assessment Districts; Capital Improvement Projects; Floodplain Management; Plan Check and Permitting; and Storm Preparation The internal network consists of Firewalls, around 30 servers (physical and virtual), and switches. There are 310 end-user devices, around 120 desktops, including virtual machines, around 100 laptops, and about 90 company-issued phones. The City works from two main sites connected with a P2P VPN and supports remote workers with the SonicWall Global VPN. The City uses specific workflows to work with the public and ingest files, a process that needs to be reviewed for security improvements.

SCOPE OF WORK
The vendor's response shall demonstrate an understanding of the subject matter and describe an approach that will be taken to accomplish the services requested.

The overall objective of this project is to gain greater visibility into the current state of The City of Malibu's systems and a roadmap for the future from the Strategic Plan to allow us to improve our division further as our business requirements necessitate. Vendors shall document that vision, the resources likely required to support it, and any related recommendations in an IT Strategic Plan to set the direction for the City's use of technology for the next five years. At a minimum, the City anticipates the project may include the following activities; however, Vendors should propose the project plan and activities they feel will most effectively meet the objective.

I. Assessment of IT Infrastructure, Staffing Structure, Policies, and Processes The selected consultant will assess immediate, short-term, and long-term issues in the items described above. The City of Malibu IT Staff will then review these changes to inform decisions made to the existing systems. These changes also need to analyze the difficulty to implement, cost, and fit business objectives. Prioritize application and infrastructure requirements based on the City's future business needs and goals to provide the most optimal road map and evaluate alternative approaches for meeting those needs.

The assessment will include but not be limited to:
• Vulnerabilities in existing systems
• Risks of existing legacy systems
• Network Availability (Uptime/Access) and Data Backup Processes • Server and Network Infrastructure
• Current Network Layout
• Options for improving connectivity between and within City facilities • Preventive measures to avoid breaches and systems to proactively monitor our environment against known, unknown, or new threats
• Ability to recover from unauthorized access to the City's Systems • Active Directory ACLs and GPOs
• Current Usage of Technology by Staff and Options for Improvements • Existing Information Systems staffing resources, positions, roles, skills, and organization structure for current and projected business requirements • Direction and Vision of Information Systems
• Cybersecurity: current protections and remediations
• Current Logistical Process in Information Systems
• Other concerns or problem areas
Tasks that can be used to assess the City's Network:
• Interview Managerial/Administrative Staff, Information Systems Staff, and other stakeholders as needed
• Research, compare, and analyze current Information Systems Infrastructure • Acquire information from City staff and other stakeholders as required • Review procedures, existing IT Network Diagrams, and additional pertinent information
• Other processes or data as the consultant sees fit for the purpose Cybersecurity:

The City of Malibu also requests increased focus on the Cybersecurity of its Systems.

The Cyber Security Assessment shall include a detailed review of the areas listed below to address this concern. The vulnerability assessment and penetration test must cover multiple network points (External, Internal, etc.) After completion, the vendor will be expected to address each item listed below and summarize suggested remediation (if any).

1. Policies, procedures, and standards

2. Network Device Configurations (core, edge)

3. Network Architecture

4. Wireless Infrastructure and Configuration

5. Firewall Configuration
a. VPN Configuration
b. DMZ (Demilitarized Zone) Configuration

6. Server Environment and Configurations

7. VMware Virtual Environment

8. Data and Information Security

9. VOIP Environment and Configuration

10. Mobile Devices

11. Desktop and Laptop Configurations

12. Physical Security
Logistical Process/ Equipment Inventory:

The City of Malibu also requests that increased focus is placed on the logistical process of the Information Systems Division. Some critical areas for improvement include:
• Better visibility of assets and a general idea of their location • Strategies to track purchases from acquisition to retirement • Current restocking practices for all supplies and assets in the IS domain. • Improvements to report gathering to get critical information about current stock and Assets to decision makers.
• Inventory Control to better account for items used by city staff to proactively stock these items.

Following approval of the recommendations by the City, the consultant will write a strategic plan to implement the recommendations.

II. Information Systems Strategic Plan:

This Strategic Plan aims to build a roadmap that will lead the City in the improvement and development of the Information Systems Division. This roadmap will take place over several years and will be based on the consultant's recommendations from the assessment.

The City expects that this Strategic Plan will include but not be limited to:
• IT Structure and staffing appropriate for carrying out the strategy concerning the organization's size.
• Service and performance monitoring to show the metrics and service quality from the Information Systems Division.
• Updated documentation and procedures.
• Resources required for adherence to the plan as proposed. • The vision of the Information Systems Division.

References:

Please provide three references that will ideally be other City organizations for which you have completed Information Technology Strategic Plans.

Implementation Support:

The City may choose to have the selected consultant assist in implementing the IT Strategic Plan. This third phase is contingent upon the results of the assessment and IT Strategic Plan and thus will be developed upon completion of the first two phases of work.

The City has the right not to proceed with the implantation support phase with the selected consultant.

PROPOSAL PROCEDURE
Clarifications: The City will respond to requests for clarification to the RFP in written Addendum(s) as needed. Inquiries should be directed by email only to [email protected]. No verbal requests will be accepted, and all requests for clarification must be received by 5:00 pm on 07/13/2023.

Proposal Deadline: Submit an electronic copy (no paper submittals) of the complete proposal to:

Mario Reyna, IT Manager
[email protected]
City of Malibu
All proposals are due no later than July 21, 2023, at 4:00 pm.

Evaluation Criteria: Proposals will be evaluated based primarily on experience and performance in oral interviews. The City reserves the right to select consultants without interviews; however, shortlisted firms may be invited to meet with the selection committee.

The presentation portion of the interview will be limited to no more than 30 minutes, with up to another 30 minutes set aside for questions and answers. The presenters must include the person who will be engaged in the project.

Response Preparations: No reimbursement will be made by the City for costs incurred in preparing the response to this RFP. Submitted materials will not be returned and become the property of the City of Malibu.

Right to Reject Proposals: Submission of a proposal indicates acceptance by the firm of the conditions contained in this request for a bid unless clearly and expressly noted in the proposal submitted and confirmed in the agreement between the City of Malibu and the firm selected. The City of Malibu reserves the right to reject any or all bids without prejudice.

SDI Presence – LA | 6080 Center Dr, 6th Floor, Los Angeles, CA 90045 | www.sdipresence.com | Toll: 888.YOUR.SDI (888.968.7734) Proposal Prepared For:

City of Malibu, CA
Technology System Assessment and Development of a Strategic Plan July 28, 2023
Respectfully Submitted By:

Greta Davis
Vice President – Advisory Services
[email protected]
714.328.9954
Attachment #3
Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 1
Cover Letter
August 3, 2023
Mr. Mario Reyna
Information Systems Manager
23825 Stuart Ranch Road
Malibu, CA 90265
Re: Request for Proposal for Information Technology (IT) System Assessment and Strategic Plan Dear Mr. Reyna,
SDI Presence LLC (SDI) respectfully submits this proposal to the City of Malibu (City) in response to your request for the completion of an Information Technology (IT) System Assessment and development of an Information Technology Strategic Plan (ITSP). SDI provides management consulting services focused exclusively on assisting public sector agencies enhance their use of technology. Since 1999, SDI’s Advisory Services group has supported IT assessments, strategic and master plans, procurements, and implementation projects for nearly 200 clients. Our successful track record includes completing more than 90 IT Assessments and Strategic Plans for cities, counties, special districts, and State of California agencies.

Our prior experience with the City of Malibu on the IT Assessment and Strategic Plan projectin 2019-2020, as well as this depth of experience enables us to leverage our insight into the agency with respect to information technology use, challenges and needs. The proposed team brings a wealth of knowledge and extensive experience to the City, to provide an independent and objective assessment of the City’s IT organization, its operational competencies, and to develop an actionable and attainable IT Strategic Plan designed to help support the City’s technology and security needs into the future.

To complete this project, we will utilize a team of knowledgeable consultants who are experienced in conducting public sector agency IT assessments, cybersecurity assessments, and strategic plans. Our team includes senior IT leaders familiar with the challenges of running municipal IT service delivery organizations from small to large sized agencies, and have a long history of collaborating to successfully deliver projects like this one.

SDI will bring the City proven methodologies and tools based on public sector IT best practices that are closely aligned with industry standards, such as Information Technology Infrastructure Library’s (ITIL) and IT service management (ITSM)standards. SDI’s approach puts a priority on aligning our clients’ enterpriselevel business objectives and ongoing operational needs with theirIT investments and available resources.

If you have any questions about our proposal, project approach, or level of effort, please contact me at 714.328.9954 or at [email protected].

Greta Davis
Vice President – Advisory Services
SDI Presence LLC
Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 1

TABLE OF CONTENTS
SECTION 1 ORGANIZATION, CREDENTIALS, AND EXPERIENCE ............................................................................1 SDI PRESENCE LLC COMPANY BACKGROUND ................................................................................................................ 2 PROJECT TEAM....................................................................................................................................................... 7 SECTION 2 UNDERSTANDING OF THE SCOPE OF WORK.................................................................................... 12 PROPOSED WORK PLAN ......................................................................................................................................... 13 INFORMATION TECHNOLOGY STRATEGIC PLAN ............................................................................................................. 14 PHASE 1 – LISTEN ................................................................................................................................................. 15 PHASE 2 – PLAN................................................................................................................................................... 17 PHASE 3 – DELIVER ............................................................................................................................................... 20 SUMMARY OF APPROACH ....................................................................................................................................... 21 PROJECT STATUS REPORTS ...................................................................................................................................... 21 OPEN COMMUNICATION ........................................................................................................................................ 22 SECTION 3 PROFESSIONAL SERVICES AGREEMENT ........................................................................................... 22 SECTION 4 COMPLIANCE .................................................................................................................................. 22 SECTION 5 LITIGATION ..................................................................................................................................... 22 SECTION 6 FEES .................................................................................................................................................. 23 PROPOSED STRATEGIC PLAN COSTS ........................................................................................................................... 23 SECTION 7 TIMELINE ........................................................................................................................................ 23 PROPOSED SCHEDULE ............................................................................................................................................ 23 APPENDIX A - RESUMES....................................................................................................................................... 25 Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 1
Section 1 Organization, Credentials, and Experience
Summarize the company’s qualifications, credentials, and related experience.

Describe the company’s size, and indicate the principal, company officials, and other personnel assigned to work on behalf of the City.

Why should we select your firm?
SDI is an IT consultancy and managed services provider (MSP) that leverages its strong team presence to advance our clients to a secure digital enterprise. With a corporate resume extending more than twentyfive years, SDI delivers strategic managed services, IT consulting, and hybrid infrastructure solutions to optimize our clients’ technology environments.

SDI has been developing IT Strategic Plans for our clients during the entire 25 years of its history; SDI has completed over 90 IT Assessments and Strategic Plans for cities, counties, special districts, and State of California agencies.

The City seeks to partner with a consulting company that has vision and leadership in IT strategic planning. SDI brings the City the experience, expertise, and proven methods to help ensure project success. SDI has developed a comprehensive methodology designed specifically to meet the unique needs of organizations seeking to develop strategic technology plans. This methodology is based on our hands-on experience in working with public sector clients and continues to evolve as new best practices are identified.

SDI believes that a critical component of this project is to ensure that the stakeholders and staff impacted understand the trade-offs, resources, risks, and timelines associated with the project, and have appropriate expectations prior to, and throughout, the project life cycle. To accomplish this, SDI’s approach includes the following guiding principles:
 Focus on an open and collaborative process that encourages a consensus among the participants and a shared commitment to the successful completion of a comprehensive IT Strategic plan  Use a structured, proven approach to ensure comprehensive understanding of requirements and business needs at all levels of the City
 Strive to minimize disruption to daily City operations throughout the various processes by ensuring a well planned and executed project
 Fully identify and disclose the potential opportunities as well as the risks involved and provide realistic risk management and mitigation strategies
 Ensure that stakeholders and users have and maintain realistic expectations throughout the process SDI’s IT strategic planning methodology is built on our experience delivering services to California local government agencies for over 25 years. After the completion of each project, we debrief to determine what we can change to make the next plan we develop even better. This has benefited our clients by establishing a methodology that is proven and continues to evolve to meet the unique and changing needs of our public sector clients.

During the initial planning
phase, SDI will work with
the City’s stakeholders to
craft a project approach
and task resource plan that
takes full advantage of the
City’s resources and
expertise while minimizing
the impact on operations.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 2
A cornerstone of SDI’s methodology is the focus and emphasis on the involvement and interaction with the department users of technology and those setting the business direction for the City – providing a “voice of the customer” to the resulting ITSP. SDI will incorporate input from all users and stakeholders, up to and including the City’s elected officials (if desired), executive management, and the operating departments and divisions.

Because we value the involvement of all technology end users in the organization, SDI will be utilizing the time of staff throughout the organization during portions of the project activities. All staff will be asked to to attend a one-hour Project Kickoff meeting. Select users (as identified by the City’s Project Sponsor) will be asked to participate in a one-hour Workshop with SDI staff. The City’s IT staff will participate in individual or small group one-hour Workshops. City executives will be invited to participate in our Project Prioritization Workshop, which typically entails four hours. Finally, the City’s Project Sponsor will be asked to review draft documents prior to their finalization, which may total 6-8 hours.

SDI Presence LLC Company Background
SDI Presence LLC was first established in 2016, and currently employs over 300 staff throughout the United States. In November 2017 SDI joined forces with California-based NexLevel Information Technology, Inc., and the entire NexLevel consultant team transitioned to SDI. Our California-based West Coast Division includes consultants located throughout the state, with offices in Sacramento and Los Angeles.

SDI focuses on helping public sector clients assess, plan, implement, and manage complex business technology. Our full range of services are shown in Figure 1 below.

Figure 1: SDI Services
Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 3
SDI’s West Coast Division (formerly NexLevel) has worked with more than 200 state and local government agencies across eight states to complete IT Assessments, IT Strategic Plans, GIS Strategic Plans, Network Assessments, IT Service-Level Assessments, Policy/Procedure Documentation, Project Management Organization implementations, Feasibility Studies, and Request for Proposal (RFP) Development and Procurement Management efforts. In addition to our California local government experience, SDI also has significant planning, project management, and procurement experience working with the State of California for agencies such as California Highway Patrol, Department of Justice, Department of Motor Vehicles, Department of Corrections and Rehabilitation, Department of Child Support Services, and more.

SDI has the relevant experience and expertise to provide all of the services being requested by the City, and we are prepared to begin the project immediately. It is important to note that SDI has, and will continue to be, 100% independent from any technology solution provider. We pride ourselves on this independence and recognize that it is a critical attribute during the IT strategic planning process.

SDI is recognized throughout the State of California for our services supporting public sector agencies with IT strategic planning activities. This is evident not only by the number of successful projects and client references, but also because we are commonly asked by organizations such as California Society of Municipal Financial Officers (CSMFO) and Municipal Information Systems Association of California (MISAC) to present at their annual conferences and regional chapter groups. SDI has co-presented day long pre-conference sessions dedicated to IT Strategic Planning and ERP procurement and implementation and has also presented on the topics of IT sustainability, IT governance, and Cloud Computing. SDI has presented more than a dozen times to CSMFO and MISAC. The fact that we are continually invited to present at these important organization’s events speaks to our expertise and experience.

Experience
Members of the consultant team that SDI has proposed for this engagement have participated in numerous information technology assessments, strategic plans, procurements, and implementations for California municipalities and special districts. In the course of these projects, they have gained significant familiarity with many of the business applications supporting the City of Malibu, including the following listed in Figure 1 below:

Figure 1 – City of Malibu Application Familiarity
Product * Vendor Purpose Owner Department
Accela Granicus Agenda Management City Clerk
Adobe Adobe Electronic plan review Planning Department
BlueBeam Revu BlueBeam
Software
Electronic plan review Public Works Department
CivicHR CivicPlus Online applicant submission
and tracking
Management and
Administration
Department/HR Division
CivicReady CivicPlus Low-level citizen alerts Public Safety Department Community
Development
Database
IRIS Consulting Planning/Data Management Management and Administration
Department/IT Division
EverBridge EverBridge Critical event (disaster)
notification management
Public Safety Department
FlameMapper FlameMapper
LLC
Wildfire predictive analysis
and risk projection
Public Safety Department
The City directly
benefits from SDI’s
prior IT Assessment
experience with the
City of Malibu, as well
as extensive experience
with peer California
organizations.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 4
Product * Vendor Purpose Owner Department
GovClarity Digital Map
Products
Geographic Information
System
Management and
Administration
Department/IT Division
IWIMS Stone
Environmental
Inc
Environmental Health
Document Database
Environmental
Sustainability/Environmental
Health
OnBase Konica Minolta
Business
Solutions USA
Document
Imaging/Management
Management and
Administration
Department/IT Division
RecPro RecPro Software Recreation management Community Services Springbrook Springbrook
Software/AccelKKR
Financial, Human Resources
management
Management and
Administration
Department/Finance
Division
Webcasting Granicus On Demand Meeting Video
Management
Administrative Services/IT
Division
As shown in Figure 2 below, SDI has a strong record of accomplishment in providing technology consulting services for California public sector clients. This includes the successful completion of more than 90 IT Strategic Plans for public sector organizations in California. Detailed references are provided in the References section later in our proposal.

Figure 2: SDI CA Clients IT Strategic Plans IT Assessments IT Policies & Procedures ProjectManagementIT GovernanceDisaster RecoveryPlanningSystem Selection& ProcurementsOther ManagementConsulting Municipalities
Alameda, CA ✓ ✓ ✓
Anaheim, CA ✓ ✓ ✓
Belmont, CA ✓
Beverly Hills, CA ✓ ✓ ✓
Branson, MO ✓ ✓ ✓
Burbank, CA ✓ ✓
Burlingame, CA ✓ ✓
Carson City, NV ✓ ✓ ✓ ✓
Chino, CA ✓ ✓
Chino Hills, CA ✓ ✓ ✓
Concord, CA ✓ ✓
Coronado, CA ✓ ✓ ✓ ✓
Costa Mesa, CA ✓
Cupertino, CA ✓ ✓
Davis, CA ✓ ✓
El Segundo, CA ✓ ✓
Fairfield, CA ✓ ✓ ✓ ✓ ✓ ✓ ✓
Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 5
IT Strategic PlansIT AssessmentsIT Policies & ProceduresProjectManagementIT GovernanceDisaster RecoveryPlanningSystem Selection& ProcurementsOther ManagementConsulting Fremont, CA
✓✓✓
Fresno, CA
✓✓✓✓
Galt, CA
✓✓✓✓✓✓✓✓
Gilroy, CA
✓✓✓✓✓
Glendale, CA
✓✓✓✓✓
Half Moon Bay, CA
✓✓
Huntington Beach, CA
✓✓✓✓
Indio, CA
✓
Industry, CA
✓
Irvine, CA
✓✓✓✓✓
La Quinta, CA
✓✓✓
Laguna Beach, CA
✓✓
Long Beach, CA
✓✓✓
Los Angeles, CA
✓✓
Los Banos, CA
✓✓
Malibu, CA
✓✓
Manhattan Beach, CA
✓✓✓✓✓
Merced, CA
✓✓✓
Millbrae, CA
✓
Napa, CA
✓✓✓✓
Newport Beach, CA
✓✓✓
Novato, CA
✓✓✓✓
Ontario, CA
✓✓✓
Orange, CA
✓✓✓✓✓
Oxnard, CA
✓✓
Pasadena, CA
✓✓
Paso Robles, CA
✓✓✓
Petaluma, CA
✓
Pismo Beach, CA
✓✓✓
Pleasant Hill, CA
✓
Rancho Cordova, CA
✓✓✓
Rancho Palos Verdes, CA
✓✓✓✓
Redlands, CA
✓
Redondo Beach, CA
✓
Redwood City, CA
✓✓✓✓
Rohnert Park, CA
✓✓✓✓
San Luis Obispo, CA
✓✓✓✓
San Rafael, CA
✓✓✓✓✓✓
San Ramon, CA
✓✓
Santa Barbara, CA
✓
Santa Clara, CA
✓✓✓✓✓✓✓
Santa Cruz, CA
✓✓✓✓✓
Stockton, CA
✓✓✓✓✓
Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 6
IT Strategic PlansIT AssessmentsIT Policies & ProceduresProjectManagementIT GovernanceDisaster RecoveryPlanningSystem Selection& ProcurementsOther ManagementConsulting Suisun City, CA
✓✓
Sunnyvale, CA
✓
Vacaville, CA
✓
Ventura, CA
✓✓✓✓
Visalia, CA
✓✓✓
Vista, CA
✓✓✓✓✓
Walnut Creek, CA
✓✓✓✓
Watsonville, CA
✓✓✓✓
West Hollywood, CA
✓✓✓
Special Districts
Central Contra Costa Sanitation District
✓✓✓✓✓✓✓
Coachella Valley Water District
✓✓
Cosumnes Community Services District
✓✓
Cucamonga Valley Water District
✓
Chino Valley Independent Fire District
✓✓✓
Delta Diablo Sanitation District
✓✓✓
East Valley Water District
✓✓
Eastern Municipal Water District
✓
Inland Empire Utilities Agency
✓✓
Irvine Ranch Water District
✓
Lake Arrowhead Community Services District
✓
Las Virgenes Municipal Water District
✓✓✓✓
Monterey Regional Water P.C.A.
✓✓
Moulton Niguel Water District
✓✓✓✓✓✓✓
North Tahoe Public Utilities District
✓✓
Port of Los Angeles
✓✓
Rancho California Water District
✓ ✓ ✓ ✓
Riverside Co. Trans. Commission
✓
Sacramento Area Sewer District
✓
Sacramento Metropolitan Fire District
✓ ✓
Sacramento Municipal Utility District
✓
San Joaquin Council of Governments
✓
San Bernardino County Fire
✓
Santa Clara County Fire Department
✓ ✓
Santa Clara County Housing Authority
✓✓
Santa Clara Valley Water District
✓
Silicon Valley Clean Water
✓
Silicon Valley Power
✓ ✓ ✓ ✓
Southern CA Association of Governments
✓
South Tahoe Public Utility District
✓ ✓ ✓ ✓ ✓
West Basin Municipal Water District
✓✓✓
Zone 7 Water Agency
✓ ✓
Counties
Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 7 IT Strategic Plans IT Assessments IT Policies & Procedures Project Management IT Governance Disaster Recovery Planning System Selection & Procurements Other Management Consulting Douglas County, Nevada ✓ ✓
El Paso County, Texas ✓ ✓
Lane County, Oregon ✓ ✓
Placer County, CA ✓ ✓
Riverside County, CA ✓
San Benito County, CA ✓ ✓
San Diego County, CA ✓ ✓
Santa Clara County, CA ✓ ✓
Sonoma County, CA ✓ ✓
State of California
Assoc. of Regional Center Agencies ✓ ✓
CA Correctional Health Care Services ✓ ✓
California Highway Patrol ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Figure 3: Trusted by Neighboring Communities
Provide resumes, biographies, and information on the key personnel assigned to this work.

Project Team
For this project, SDI is proposing a team of highly qualified and experienced professionals with the proven ability to complete projects on time and within budget. SDI’s proposed team includes former local agency IT specialists with significant depth and expertise to address all aspects of this important project. The project team, as shown in Figure 4 on the following page, will dedicate sufficient time toward the Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 8
engagement to ensure that project schedules and deadlines are met. Resumes are included in Appendix A.

Figure 4: SDI Project Team
Greta Davis – Engagement Manager
Role: Ms. Davis will serve as the Delivery Executive, bringing her years of experience working with public agencies to support the City and the project team on this important project. Ms. Davis will provide management oversight and support to the SDI project team.

Biography: Ms. Davis has over 25 years of experience in all facets of financial, organizational, and operational consulting for local government clients. Ms. Davis has worked with over 250 local government agencies providing proven consulting services resulting in revenue enhancement from state and federal reimbursement, general fund subvention, and enterprise fund revenue recovery. The majority of her professional experience includes agency-wide revenue enhancement and cost of service analysis, financial plans, local governance and operational improvement strategies for local government agencies.

Lee Curtis – Strategic Planning Practice Lead and Project Manager Role: Mr. Curtis will serve as the Project Manager and provide as-needed project advisory subject matter expertise for all areas of the project.

Biography: Mr. Curtis is a senior level, hands-on executive with more than 40 years of experience in technology service and management consulting. He has been a top-tier manager with outstanding technology delivery skills and long-range project planning expertise. Mr. Curtis has provided executivelevel consulting to both the private and public sectors supporting a wide range of technology implementations. He is an experienced project manager, accomplished writer and a well-versed consultant providing in-depth technology assessments and innovative strategic plans to public sector clients.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 9
Mr. Curtis has served has CIO or IT Director for numerous organizations including the City of Indianapolis / Marion County IN, Dallas County TX, Butte County CA, Tulare County CA, Solano County CA, Douglas County NV, and the City of Rancho Cordova CA. Mr. Curtis has presented IT Strategic Planning sessions at the Municipal Information Systems Association of California (MISAC) annual conferences and in 2020 he presented a webinar on Strategic Planning to the Association of California Water Agencies (ACWA). Mr.

Curtis has participated in assessments and planning projects for numerous cities, counties, and special districts.

Rick Keyes, PMP – Project Consultant
Role: Mr. Keyes will provide subject matter expertise, including assisting with the identification and scoping of potential technology projects and providing assistance with development of project deliverables.

Biography: Mr. Keyes is a certified project management professional and joined SDI in 2010. He has more than 25 years of extensive information technology experience, including more than ten years in senior management positions in state government and nearly twenty years in program/project management and vendor management in demanding public-sector environments. During his career, Mr. Keyes has been responsible for the development and implementation of enterprise IT architecture, policies and strategies, management of all aspects of application development from conceptualization through implementation, training and support, and for the integration of all business/technology solutions regardless of whether developed in-house or by 3rd-party vendors.

Mike Allen – QA/QC/Subject Matter Expert
Role: Mr. Allen will assist with the Quality Assurance/Quality Control activities. He will lead the technical review of the IT Roadmap.

Biography: Mr. Allen has over 30 years of information technology experience within the public sector. Starting from a programming background at the City of Roseville and continuing as the IT Manager for the City of Visalia, he has municipal experience that is both broad and deep.

As a former MISAC state board member and with many years spent on various non-profit boards, he has witnessed the importance of meaningful communication skills. Extensive MISAC involvement in local chapter and state board events was very formative for Mr. Allen in establishing collaboration, organization, planning, and project skills. His career has focused on helping organizations implement complex technology solutions and effectively utilize technology to solve business problems through business process evaluation, IT strategic planning, information sharing, procurement assistance, requirements definition, technology contract management, IT portfolio management, and project management.

Technically, Mr. Allen specialized in network and security technologies encompassing wired, wireless, and fiberoptic network design, installation, and security within facility, campus, and muni-wide environments. With this extensive background, Mr. Allen is well qualified to discuss municipal finance, utility, permitting, public safety, geographic information systems, network design, wireless, and cyber-security systems, and processes. As a subject matter expert coupled with hands-on project management and implementation experience, Mr. Allen offers strong decision support, analytical, technical, facilitation, project management, communications, and program management skills.

Brian Ganley – Subject Matter Expert
Role: Mr. Ganley will provide subject matter expertise for all aspects of the project, including data gathering activities and IT organizational assessment. He will work closely with the District’s IT staff to understand the unique requirements of the District and work together to provide an effective technology continuity strategy.

Biography: Mr. Ganley is an experienced public sector information technology leader, focused on customer service, collaboration with stakeholders, strategic planning, and innovative technology solutions.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 10
Mr. Ganley is a hands-on technologist with strong cybersecurity, network, and infrastructure experience and technical skills. He was the Chief Information Officer for the County of Ventura where he was responsible for a technology staff of 180, supporting nearly 9,000 users and desktops, applications, and communications systems. Prior employment included the Chief Information Officer for the Los Angeles Police Department where he was responsible for leading the Information Technology Bureau, with a staff of 180, supporting 13,500 users and 8,000 desktops, with a budget of approximately $34 million. In addition, Mr. Ganley was the Chief Information Officer for the City of Glendale and the City of West Hollywood.

Jason Hennessey – Subject Matter Expert (Information Security) Role: Mr. Hennessey will provide subject matter expertise for all aspects of the project related to information and network security.

Biography: Mr. Hennessey’s professional background includes more than 20 years of computer system management for the Federal Government, Local Government agencies, and publicly and privately held firms. Mr. Hennessey is a Certified Information Systems Security Professional (CISSP), CJIS Local Agency Security Officer, and former Information System Security Officer (ISSO) for the United States Drug Enforcement Administration. Mr. Hennessey continues to provide community outreach, including presenting cybersecurity lectures to local professional organizations, online safety to youth groups, and maintaining affiliation with special interest groups dedicated to sharing intelligence and preventing hostile acts against the nation’s infrastructure.

Provide a list of three of the Consultant’s clients with contact information, including the names, titles, addresses, phone numbers, and email addresses of the appropriate persons at the client company that the City can contact regarding current or recent work assignments.

Reference 1
Name of Organization City of Brentwood
Address 150 City Park Way
Brentwood, CA 94513
Name of Contact Christine Andrews, Asst. Dir. Finance and Information Services
Telephone and Email (925) 516-5130
[email protected]
Date of Service 2021
Project Title IT Assessment & Technology Master Plan
Project Description
SDI completed a comprehensive assessment of the City’s technology operations and provided recommendations designed to improve overall service delivery. SDI also developed a Technology Master Plan, including GIS and fiber optics components, to guide the City’s future technology investments. The project launched in January 2021 and the final report was presented in August 2021.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 11
Reference 2
Name of Organization City of West Hollywood
Address
8300 Santa Monica Boulevard
West Hollywood, CA 90069
Name of Contact Eugene Tsipis, IT Manager
Telephone and Email
(323) 848-6399
[email protected]
Date of Service 2021
Project Title IT Assessment & Strategic Plan
Project Description
SDI is currently providing professional consultative services for an IT assessment and development of an IT Strategic Plan. Once complete, the Plan will enable the City to better allocate its information technology resources and to obtain greater benefits for its investments in information technology. The plan also provided a baseline to enable the City to effectively respond to new and/or changing requirements by proactively adapting processes, organization, and infrastructure.

Reference 3
Reference 4
Name of Organization City of Alameda
Address
950 West Mall Square
Alameda, CA 94501
Name of Contact Carolyn Hogg, IT Director
Telephone and Email (510) 747-7495
[email protected]
Project Title IT Assessment & Strategic Technology
Master Plan
Project Description
SDI provided professional consultant services for an IT assessment, IT Assessment Report, and development of a 3-year IT Strategic Plan, which included evaluation of their current Governance and IT organizational structure. SDI has also assisted the City with the procurement of a proven, commercial off the shelf ERP system and provided consulting support for the planning, analysis and oversight of a network based CENIC project.

Name of Organization City of Vista
Address
200 Civic Center Drive
Vista, CA 92084
Name of Contact Chris Mitchell, IT Manager
Telephone and Email
P: 760-643-5438
[email protected]
Project Title IT Assessment & Strategic Plan
Project Description
SDI recently completed an IT assessment and development of an IT Strategic Plan for the City. Since the time of completion, the City has contracted with SDI to assist with implementation of several of the Plan’s projects.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 12
Section 2 Understanding of the Scope of Work
The City seeks a partner to complete an Information Technology (IT) Systems Assessment as well as a Cybersecurity Assessment and develop a comprehensive Information Technology Strategic Plan. Our approach to IT Strategic Planning has three phases, illustrated below in Figure 5. This approach will provide the City with a comprehensive Information Technology Strategic Plan (ITSP), including a Cybersecurity Roadmap.

The team will follow a proven approach with three distinct phases:
• Listen
• Plan
• Deliver
This approach is designed specifically to meet the needs of organizations like the City that are seeking to develop an integrated IT strategic plan that can be used to guide technology initiatives for the next five years. It is important to note that the cornerstone of our approach is the focus and emphasis on the involvement and interaction with the department consumers of technology and those setting the business direction for the City – providing a Voice of the User to the resulting Information Technology Strategic Plan. The team will seek and incorporate input from all departmental technology consumers and stakeholders in the City’s operating departments and divisions.

Figure 5: Three Phase Information Technology Strategic Plan Methodology Conduct
Kickoff
Meeting
Develop
Project Portfolio
Publish IT
Assessment Report
Conduct IT
Assessment;
Develop Findings &
Recommendations
Draft & Final
Draft & Final
Draft & Final
Review
Documentation
IT Strategic
Plan
Report
Phase 1
Listen
Planning
Meeting
Conduct
IT and User
Interviews
Network
Assessment &
Oenetration Test
Perform
Business
Applications
Analysis
Publish
IT Assessment
Report
Phase 2
Plan
Conduct
Prioritization
Workshop
Publish
IT
Strategic Plan
Phase 3
Deliver
Project
Portfolio
Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 13
SDI is familiar with the challenges and issues that can arise in developing such plans and skilled in managing multiple, and sometimes conflicting, stakeholder visions, missions, goals, objectives, needs, and priorities. In addition, we are sensitive to the desires of elected and appointed officials and the public for transparency and open government. Our approach carefully considers project prioritization and includes processes to help manage competing priorities to ensure that our plans consider Citywide perspectives.

We pride ourselves on helping organizations develop plans that are realistic and attainable in terms of the available budget, resources, and time.

Proposed Work Plan
SDI has developed a comprehensive methodology designed specifically to meet the unique needs of organizations in need of IT strategic plans. This methodology is based on our hands-on experience working with a wide range of public sector clients and continues to evolve as the IT landscape changes and new requirements are identified.

While conducting information technology strategic plans for local governments over the last 25 years, SDI has observed that:
• Organizations do not always make the most effective use of their business applications or that issues with the implementation of the business application negatively impact greater and more efficient use of the technology.
• Individual business units – departments, divisions, offices, and teams – often make use of a wide array of ad-hoc databases and spreadsheets. These shadow systems are often developed and updated inconsistently and may not even be known to the IT organization or other business units.

As a result, similar items of data are stored and used by multiple business units. • The ubiquity of Cloud business applications has enabled business units to subscribe to these services, resulting in cost increases and multiple data storage locations.

As a result, local governments are spending more on business applications than is immediately apparent and receiving less value in return. SDI modified our planning methodology to enable the identification of opportunities for local governments to:
• Reduce their total cost of ownership (TCO) for business applications by eliminating redundant applications and reducing the use of redundant repositories of information. • Improve their return on investment and overall value for existing expenditures on business applications by focusing on the remediation of manual workarounds that may have been adopted. • Improve the delivery of services and decision making through the elimination of redundant data repositories including spreadsheets and ad-hoc databases. • Improve the availability of information to the public. • Improve data security and recovery through the consolidation of redundant and siloed business applications, etc.

In the paragraphs below, we highlight the high-level approach for each phase.

Phase One – Listen: Engaging Stakeholders. The team will work with the City to lay the foundation for the timely and successful completion of the Information Technology Strategic Plan, including Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 14
conducting planning and kickoff meetings with the objectives of engaging City Staff in the planning process and identifying key issues, concerns, and requirements; then moving on to completing IT and User interviews to gain insight and allow for the voice of the user community. The team will engage with City’s user community to identify opportunities to improve the quality, consistency, and sustainability of the technology services and products provided to the user community.

Phase Two – Plan: Analyzing the technical environment and brainstorming ideas. The team will conduct an IT Services Review to establish a baseline for technology services delivered to the City, as those services exist presently. The team will also work with the City’s user community to review current business processes with the objectives of identifying opportunities for improvement, the business applications used in support of the business processes, and any issues being encountered with the business applications. Based on that foundational understanding, the team will develop findings and recommendations that will be used to align and deliver technology services into the future, ensuring the IT organization is provided with the resources – staffing, skillsets, funding, and toolsets – necessary to execute the IT Strategic Plan.

Phase Three – Deliver: Establishing priorities. The team will work with the City to develop the Information Technology Strategic Plan, including the vision of the IS Division to help clarify and socialize the City’s desired direction, developing a portfolio of proposed strategic projects, and a highly collaborative implementation planning workshop in which the City’s decision-makers and stakeholders will help shape a plan for the implementation of the recommendations and initiatives.

Our approach is intended to ensure that the City has clear, transparent, and open discussions related to every finding, best practice, and recommendations throughout the project lifecycle. Our “No Surprises Guarantee” ensuresthat every ITSP is developed effectively and efficiently, for a deliverable of the highest quality.

Information Technology Strategic Plan
The Information Technology Strategic Plan needs to cover all aspects of the business to achieve an integrated and comprehensive technology strategy. It is important to note that the cornerstone of SDI’s methodology is the focus and emphasis on the involvement and interaction with the departmental consumers of technology and those setting the business direction for the City – ensuring the resulting IT Strategic Plan is influenced by the consumer’s needs. We will seek and incorporate input from all project stakeholders and employees, up to and including Executive Management and the City’s operating departments and divisions. Figure 6 on the following page illustrates the project phases and corresponding deliverables.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 15
Figure 6: Project Phases, Activities, and Deliverables
PHASE 1
LISTEN

1.1 – Conduct Project Planning Meeting

1.2 – Conduct Kickoff Meeting

1. – Conduct IT Interviews and review technical
documentation

1. – Conduct User Interviews
PHASE 2
PLAN

2.1 – Conduct IT Services Assessment

2.2 – Perform Infrastructure & Network Assessment

2. – Perform Business Application Analysis

2. – Develop IT Assessment Report
✓ Project Work Plan
✓ Kickoff Meeting Presentation
✓ Documents Request List
✓ Interview Preparation Guide
Project Approach: Phases and Tasks Deliverables
✓ IT Service Management Scorecard
✓ Infrastructure & Network Assessment
✓ Business Application Effectiveness Matrix
✓ IT Assessment Report
PHASE 3

DELIVER
.1 – Develop Project Portfolio
.2 – Conduct Prioritization Workshop
. – Publish IT Strategic Plan
✓ Project Portfolio
✓ Prioritization Workshop
✓ Draft and Final IT Strategic Plan
Phase 1 – Listen
During this phase, SDI’s goal is to define the client’s use of IT today – the current state – and establish a baseline for the development of the IT Strategic Plan. We validate our understanding, as well as that of the stakeholders, regarding the scope of work and the process for accomplishing the project’s overall objectives.

To accomplish this for the City, SDI will:
• Request and review relevant documentation
• Conduct interviews with City IT and department/division staff This phase includes Activities 1.1 – 1.4 and the associated deliverables, as described below.

Activity 1.1 – Conduct Planning Meeting
Description: SDI will conduct a virtual meeting with the City’s Project Sponsor and other key staff to complete a detailed review of the scope of work, project timeline, deliverables, project status reporting methods, project participants (i.e., Executive sponsor, subject matter experts, technical resources, etc.), and other administrative items to ensure a well-planned project. During this meeting, SDI will discuss the tools and templates that will be leveraged.

Activity 1.2 – Conduct Project Kickoff Meeting
Description: Since the project will have a city-wide impact, it is important to proactively communicate with all impacted staff to ensure a clear understanding of project goals and objectives, roles and responsibilities, approach, tasks, and timeline. The Kickoff Meeting also provides the opportunity to introduce the SDI team to the City staff and should involve senior level management and project sponsors to provide introduction of this City-wide endeavor. It is important that all City staff that will be involved in the project, regardless of their role, participate in the Project Kickoff meeting.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 16
Activity 1.3 – Conduct IT Interviews and Review Technical Documentation Description: SDI will conduct interviews with IT staff as part of its review to determine whether the IT infrastructure and support organization are prepared to support the future needs of the City. The interviews with IT personnel will allow for an open discussion regarding IT service delivery and the information technology needs of the City.

The IT interviews are usually conducted one-on-one and will focus on the following:
• What components of the City’s IT infrastructure and/or applications do you support? • What services do you provide to the user community and what are your service level goals? • What IT best practices are you using?
• What issues or challenges are you encountering?
• What projects or initiatives are you working on or are planned during the next 18-24 months? In addition, and to ensure alignment with the City’s business priorities, SDI will request and review available documentation including, but not limited to, the following items:
• City Goals, Business Plans, Budgets, and CIP
• Previous Related Assessments and Plans
• City Organizational Chart and Contact Information
• Technology Governance Agendas and Minutes
• In-Process or Planned Technology Project Documentation • IT Disaster Recovery and Business Continuity Plans
• Network Architecture Documentation
• IT Service Level Agreements and IT Performance Statistics or Activity Reports • Technology Vendor Listing and Agreements
• Existing policies for change management, physical and cybersecurity, email, acceptable use, patch management, social media
• Security baseline standards – servers, firewalls, routers, workstations • Incident response plans and procedures
• Network documentation and diagrams
Assumption: SDI will conduct up to three (3) interviews scheduled for 90 minutes or less.

Activity 1.4 – Conduct Department Interviews
Description: The development of the IT Strategic Plan is dependent on a comprehensive and realistic understanding of the City’s business objectives and priorities, how effectively the current applications meet the City’s requirements, and how the City desires to use information technology as a key enabler in supporting its business. This look ahead at innovation must consider that not only is technology evolving rapidly, but so are public expectations regarding timely and easy access to City services and information transparency. Through a series of workshops and interviews, SDI will document the City’s deployment of applications, the support of those applications, and plans for new or expanded software.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 17
SDI will facilitate a series of interviews with City stakeholders and department employees to provide a forum for input and feedback about the business applications they use (including the support for them), information technology limitations, and future needs and plans. SDI will conduct interview workshops with members of Management and Administration, City Clerk, Community Services, Environmental Sustainability, Planning, Public Safety, and Public Works/Engineering departments. We anticipate up to eight (8) interview sessions and will focus on the alignment of IT services with the City’s business needs and priorities. The interviews are an invaluable means of acquiring relevant and important information about the City’s priorities, business process analysis, workflow, and to provide the basis for recommendations of future technology services and support. SDI prefers to have its consultants conduct on-site, face-to-face interviews where feasible to ensure a thorough understanding of concerns and priorities.

Assumption: SDI will conduct up to 8 departmental interviews scheduled for 90 minutes or less.

Phase 2 – Plan
The objective of this phase is to gather input from City stakeholders relative to their use of core business applications, as well as the City’s vision and expectations for the future of technology use within the City.

SDI focuses on examining IT services provided by both the internal IT team and external service providers, as well as any formal IT Governance framework implemented and used by the City to provide technology services oversight. This 360-degree review builds on previous phases and tasks and provides a picture of the overall alignment of IT services, resources, and priorities with the business objectives of the City. This phase includes Activities 2.1 – 2.4 and the associated deliverables, as described on the following pages.

Activity 2.1 – Conduct IT Services Assessment
Six key operational dimensions are reviewed and compared against best practices for effective IT service delivery. Weaknesses in any one dimension can adversely influence the overall effectiveness of the organization. The following dimensions specific to the City’s IT Department are reviewed:
• Technology Governance - An examination of the current IT organization and review of its skills, staffing levels, and capability to support operation and maintenance of current and future systems. This includes a review of IT project management practices, planning activities, IT infrastructure refreshment, and the use of oversight committees. • Service Delivery - An inspection of the daily operation of the IT environment including budget, service metrics, maintenance, help desk, configuration management, change management and capacity management procedures.
• Business Application Software – A review of the processes and methods to support the City’s business software applications.
• Security - A high-level look at the use of software monitoring tools, virus protection procedures, physical hardware security, network vulnerability, passwords, data backup/recovery processes, physical and data security, integrity planning, network design, firewall placement, incident response, patch management, anti-virus protection and emergency operations. • Infrastructure - An overview of the network, servers, desktops, telephony, storage configurations, remote access functions, data storage, server management, and operational procedures.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 18
• Administration - A review of technology procurement processes, contract management, vendor management, software license management, budget/charge back management, and physical inventory processes.

Based on our IT review, interviews, operational dimension ratings, review of project management practices, and the governance framework, SDI will develop an overall IT Service Management Scorecard.

Activity 2.2 – Perform Infrastructure and Network Assessment Description: In coordination with City personnel, SDI will conduct a comprehensive Infrastructure and Network assessment. SDI’s infrastructure assessment includes the following three components: Inventory Management, Platform Management, and Cybersecurity Management. Each component of the assessment is further described below.

Inventory Management
SDI will deploy tools to begin initial discovery scans which will provide information and partial reporting used to deploy a host-based agent. SDI will deploy the host-based agent which will collect the information for an inventory report.

Platform Management
SDI will perform an assessment of the desktop operating systems, server operating systems, network configuration, virtualization platform(s), back-up, and storage systems. Results of these assessments will identify the current status of the IT infrastructure platform and opportunities for modernization and/or corrective measures.

Cybersecurity Management
SDI will perform assessments of current vulnerability management processes, intrusion protection mechanisms, endpoint security solutions, configuration management processes, and disaster/recovery planning. Results of these assessments will provide the status of the cybersecurity environment and identify opportunities for enhancements to improve the organization’s overall security posture.

SDI will review and evaluate existing internal vulnerability assessment/management processes; Review historical internal vulnerability assessment results (if available); Review historical recordkeeping and timeliness of remediation for high-risk findings (e.g. CVSS 3.x Critical/High); Review and evaluate historical external penetration testing results (if available); Review historical recordkeeping and timeliness of remediation for high-risk findings.

SDI will perform Internal Vulnerability Assessment: Perform automated, credentialed vulnerability scan of City’s internal computer endpoints; Perform automated, privilege-level vulnerability scan of City’s internal infrastructure devices; Perform PCI compliance scans on relevant internal computer endpoints; Collect results, analyze, and prioritize the discovered issues. Scope is limited to commercial off the shelf (COTS) products. Vulnerability remediation will be out of scope for this task.

Conduct an External Penetration Test: Conduct pre-test reconnaissance through open-source datasets and exploration of publicly-accessible information regarding systems, networks, and relationships; Perform an external penetration test to ascertain and identify vulnerabilities and weaknesses in external security for up to 5 external public IP addresses; Testing shall be non-disruptive if done during work hours; after-hours testing may be scheduled to target off-peak usage times to avoid potential interfere with network operations. Vulnerability Findings remediation will be out of scope for this task.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 19
Review and evaluation of existing network design based on current and accurate topology documentation (if available) and in collaboration with existing network engineer (or equivalent).

Review and provide recommendations for Active Directory ACLs and GPOs.

Activity 2.3 – Perform Business Applications Analysis
Description: The effective selection, implementation, and management of the business applications in the City’s Application Portfolio are critical components in attaining a high-level of staff productivity, costeffective service delivery, efficient business processes, and a positive return on the City’s technology investment. SDI will evaluate each of the City’s applications, determining, and rating the implementation, features, and functionality of the portfolio against current capabilities and user effectiveness, including processes and training.

As depicted in Figure 7 below, Business Application Analysis, SDI will plot each application into a matrix in one of four quadrants relative to its usability, viability, and how effectively the business application has been implemented in the City. The analysis of the effectiveness of the implementation considers whether the City is making the fullest possible use of the business application and whether the City has multiple business applications providing overlapping functionality. The analysis supports the development of recommendations to:
• Leverage business applications that are highly usable and viable, and that have been effectively implemented, including consolidating business applications that provide comparable functionality but that are less effective or viable.
• Reimplement business applications that are highly usable and viable but that have not been effectively implemented.
• Replace business applications that are no longer viable or that are constraining user effectiveness.

Figure 7: Business Application Analysis (Source: SDI)
Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 20
Activity 2.4 – Develop Assessment Report
Description: In this task, SDI will develop a set of findings resulting from our review of the information technology governance, infrastructure and support services within the City including a description of the finding, the priority level, and the recommendation (if applicable) associated with the remediation of the finding. Where necessary, SDI will develop recommendations to replace inefficient applications and equipment or implement different processes to increase efficiency; in addition, SDI will include recommendations related to current and optimal IT staffing and roles.

The recommendations developed by SDI will be based on our experience in working with municipalities within the State of California and with an emphasis on identification of activities that have high value and that can be accomplished, for the most part, with existing resources, or if necessary with the recommended resourcing.

Deliverables: Draft and Final Assessment Report
Phase 3 – Deliver
Ensuring that the City’s business and IT staff priorities are aligned can greatly enhance customer and employee satisfaction, empower teams, achieve business objectives, and ensure efficient use of resources in pursuit of City goals and priorities.

In Phase 3, Deliver, SDI works with the City to review and analyze the findings of previous phases to identify, analyze, and prioritize projects that need to be included in the IT Strategic Plan. SDI brings to the City proven methods and tools to ensure identified projects are well defined, understood by the stakeholders, and prioritized using agreed upon criteria.

During this task, SDI will develop a Project Portfolio for discussion and prioritization at the Project Prioritization Workshop. This workshop uses a multi-step process to arrive at a City-wide prioritization of identified projects that will provide the basis for a roadmap within the IT Strategic Plan.

This phase includes Activities 3.1 – 3.3 and the associated deliverables, as described below.

Activity 3.1 – Develop Project Portfolio
Description: SDI will develop a Project Portfolio containing projects identified through our information gathering process with City staff. For each project, SDI will document the name, description, benefits, cost, level of effort to implement, risk, and implementation period. The draft Project Portfolio will be distributed prior to the Prioritization Workshop so that attendees can review and be prepared for the Prioritization Workshop.

Activity 3.2 - Conduct Prioritization Workshop
Description: SDI believes we have many unique and proven methods to develop a successful IT Strategic Plan; however, this activity alone sets us apart from all our competitors. Our approach uses a multi-step prioritization methodology and tools that encourages staff participation and collaboration. The workshop is designed to help drive consensus to obtain City-wide prioritization of projects. The result of the workshop will be a prioritized list of projects assigned to a timeframe. In addition, the workshop is designed to identify IT Strategic Plan enabling factors which are defined as key elements that must be in Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 21
place or occur to allow the Plan to be a success. Examples of enabling factors could include training, staffing, budget, governance, project management, change management.

Activity 3.3 - Publish IT Strategic Plan
Description: SDI will incorporate work products from previous tasks as the foundation for the development of the City’s IT Strategic Plan. SDI will use this information, as well as other information provided by staff and independent research, to create a draft of the IT Strategic Plan and review it with the City. SDI will revise and update the IT Strategic Plan based on feedback from the City and will conduct a final technical and quality review of the final IT Strategic Plan before submission to the City’s executive team.

Deliverables: Draft and Final IT Strategic Plan
Optional Task 1 – Conduct Voice of the Customer Survey
Description: If requested to do so by the City, SDI will conduct a web-based survey to determine overall satisfaction in terms of IT service delivery and support. The survey will be available to all City technology consumers and provides an opportunity to obtain their input. Survey questions will cover the use and support of core business applications, level of satisfaction with the City’s technical environment, technology training opportunities, mobility and remote access to the communications network, and observations of what works well, necessary improvements, and future initiatives. Once the survey is concluded, SDI will prepare a Voice of the Customer Survey Report.

Optional Task 1 Deliverable(s): Draft and Final Voice of the Customer Survey, Voice of the Customer Survey Report.

Summary of Approach
Our Information Technology Strategic Planning approach can be simply described as a process consisting of three key steps to answer:
• Where are we now? Obtain a clear understanding of the current state of the City’s information technology environment including infrastructure, business applications, and the ability of the City to manage and deliver information technology services.
• Where do we need to be? Establish a shared vision of where the City’s information technology environment needs to be in the future, understanding that, even as the vision is developed, emerging trends in information technology and public expectations for access to the City’s information and services are continuing to evolve and change the requirements. • How do we get there? Create a documented series of steps to enable the City to transform its information technology environment from where it is currently to where it needs to be in the future.

Project Status Reports
The team will provide periodic briefings to the City, both written and oral, as to the status of the project.

Monthly project status reports will be submitted to the City, describing work completed, budget status, current schedule forecast compared to baseline, decision logs, and change management plans.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 22
Open Communication
The team sees effective communication as a critical component of long-term project success, going beyond the immediate completion of this project and enabling the City to realize the benefits from the findings and recommendations which will be delivered throughout the project. To this end, the team will develop and implement a communication plan which will govern how we will interact with the City’s participants including:
• Meetings between the Engagement Manager, Project Manager, and the City’s Project Manager and project sponsors.
• Business unit stakeholders, who will interact with the team during the business interview and workshop activities.
• The City’s IT Division staff, who will interact with the team while conducting the IT Division and security interviews.

Section 3 Professional Services Agreement
The selected provider must use and comply with the terms and conditions of the City’s standard Professional Services Agreement as provided in Attachment 1 of this RFP.

SDI accepts the terms and conditions of the City’s standard Professional Services Agreement as provided in Attachment 1 of the City’s RFP.

Section 4 Compliance
Provide a written statement that the Consultant shall comply with the California Labor Code pursuant to said regulations entitled: Federal Labor Standards provisions; Federal Prevailing Wage Decision; State of California Prevailing Wage Rates, and the City of Malibu’s Minimum Wage Ordinance respectively.

SDI shall comply with the California Labor Code pursuant to said regulations entitled: Federal Labor Standards provisions; Federal Prevailing Wage Decision; State of California Prevailing Wage Rates, and the City of Malibu’s Minimum Wage Ordinance respectively.

Section 5 Litigation
Firms are required to list past, current, or pending litigation resulting from professional services rendered over the past five years. If a court or an arbitrator rendered a decision, state the results.

There is no past, current or pending litigation against SDI resulting from professional services rendered over the past five years.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 23
Section 6 Fees
Provide a cost proposal for completion of the scope of work.

Proposed Strategic Plan Costs
The estimated hours, rate, travel expenses, and anticipated overall costs are detailed below in Figure 8 – Proposed Costs. Based on SDI’s experience and current understanding of the City’s desired scope of work, SDI commits to a not to exceed amount of $73,680 plus an estimated $6,500 travel expenses (actual expenses billed) for the project as described in this proposal. If the City desires to negotiate a different scope of work, SDI will be pleased to enter those negotiations for an open and transparent dialog.

Figure 8 – Proposed Costs
Category Estimated Hours Hourly Rate Subtotal Cost
Assessment of IT Infrastructure, Staffing
Structure, Policies and Processes
• Phase 1 and Phase 2 Assessment 240 $180 $42,040.00
• Infrastructure and Network
Assessment
92 $190 $17,480.00
Information Systems Strategic Plan
• Phase 3 – IS Strategic Plan 80 $180 $14,160.00
Total Not to Exceed Cost 412 $73,680.00
Estimated Travel Expenses Actual $6,500.00
Optional Items
• Voice of the Customer Survey 32 $175 $5,600.00
SDI invoices one month in arrears for actual travel expenses and services provided during that month.

Each invoice includes copies of receipts and an appropriate description of the work performed, listed by team member and date.

Section 7 Timeline
Provide a timeline for completing the scope of work, including a schedule of key milestones.

Proposed Schedule
The Proposed Schedule illustrated in Figure 9 on the next page is the team’s recommended high-level timeline based on our experience on similar projects. The team is flexible and can adapt to schedule changes to ensure all City Executives and Stakeholders are available and engaged in the entire planning process. Strategic plans that are built on a collaborative and inclusive process are more easily communicated and understood across the entire organization, leading to a higher likelihood of success.

Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 24
Proposal to City of Malibu, CA for
Information Technology (IT) System Assessment and Strategic Plan August 3, 2023 Page 25
Appendix A - Resumes

EXPERIENCE SUMMARY
Energetic and solution-oriented leader for the Advisory Services consulting delivery team.

Responsible for business development, staff leadership, client relations, quality assurance, and exceeding group billable targets and revenue goals. Offers over twentyfive years of experience in all facets of financial, organizational and operational consulting for local government clients.

PROFESSIONAL EXPERIENCE
SDI Presence
(01/2020 - Present)
Vice President
Provides leadership, engagement management, resource management, subject matter expertise for system procurement and implementation solutions, as well as business development and expansion opportunities.

PREVIOUS TO SDI
NBS
(11/2011 – 01/2020)
Associate Director
• Provide leadership to financial consulting group of consultants, including mentoring, training and skills development for continued improvement in local government consulting engagements.
o Leadership
o Project Management
o Business Development
Matrix
(09/2010 - 11/2011)
Practice Leader
• Provide administrative oversight of consulting team, provided senior level consulting and managed projects for successful completion for local government clients.
o Leadership
o Project Management
o Business Development

GRETA DAVIS
Engagement Manager

AREAS OF EXPERTISE
• Contract Management
• Resource Management
• Quality Assurance
• Project Management
• Business Development
• Problem Solving
• Client Relationships
• Teamwork
• Risk Management

CONNECT
ON LINKEDIN!

PROFESSIONAL EXPERIENCE CONTINUED
Maximus
(06/1999 - 09/2009)
Senior Manager
• Provide financial consulting to local government entities related to cost of services, operational improvement and revenue enhancement.
o Project Management
o Leadership, Training and development of junior consultants o Business Development
Revenue and Cost Specialists (formerly MSI)
(07/1992 - 06/1999)
Consultant/Partner
• Provide financial consulting to local government entities related to cost of services, operational improvement and revenue enhancement.
o Project Management
o Training and development of junior consultants
o Business Development
City of Loma Linda, City of La Mirada, and City of Cerritos (07/1983 - 06/1992)
Program Leader, Intern, Management Analyst
• Provide special project and program development, project/program analysis, review & reporting and budget preparation & analysis for local government.
o Program and project development, analysis and reporting o Budget preparation, monthly and annual analysis
o Grant tracking, reporting and program development

EDUCATION
University of California / 1990
• Bachelor of Arts in Social Science, Emphasis in Finance University of California / 1992
• Risk Management Certificate

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GRETA DAVIS

EXPERIENCE SUMMARY
Mr. Curtis is a senior level, hands-on executive with more than 40 years of experience in technology service delivery and management consulting. He has been a top-tier manager with outstanding technology delivery skills and long-range project planning expertise. Mr.

Curtis has provided executive-level consulting to both the private and public sectors supporting a wide range of technology implementations. He is an experienced project manager, accomplished writer and a well-versed consultant providing in-depth technology assessments and innovative strategic plans to public sector clients.

PROFESSIONAL EXPERIENCE
IT Assessment
Mr. Curtis has developed IT Assessments for clients that provide a comprehensive review of management and operation performance of the IT organization. These assessments evaluate the current use of IT best practices in six operational dimensions (IT Governance, Business Application Portfolio, Service Delivery, Security/Data Protection, Infrastructure, and Administration). The assessments also provide actionable recommendations for the improvement and effective operation of the IT organization to more effectively deliver services to consumers given available resources and priorities.
• City of Clovis, CA • Douglas County, NV
• City of Concord, CA • John Wayne Airport, CA
• City of Daly City, CA • Lane County, OR
• City of Fairfield, CA • North Tahoe Public Utility District, CA • City of Galt, CA • Sacramento Area Sewer District, CA • City of Rocklin, CA • Sacramento Metropolitan Fire, CA • City of San Clemente, CA
IT Assessment and Strategic Plan
Mr. Curtis has led or participated in technology service delivery assessments and strategic planning projects for the following public agencies. All of the projects involved performing a detailed assessment of the use and management of technology operations, identification of departmental technology needs, prioritization of identified projects, and the creation of a strategic implementation plan including timeframes and estimated costs.

LEE CURTIS
Project Manager and Project Advisor

AREAS OF EXPERTISE
• Project Management
• Requirements Definition
• Business Process Analysis
• Resource Planning
• IT Governance
• Technology Planning and
Assessments
• Strategic Plans
• Operational Assessments
• Project Prioritization
Workshop(s)
• IT Best Practices
• IT Portfolio Management
• IT Outsourcing Evaluation
• Feasibility Studies
• Disaster/Recovery Plans
• IT Policy/Procedure
Development
• Service Level Measurements
• Data Center Management
• RFP Development
• Proposal Writing
• Contract Negotiation
• Personnel Management
• P&L Administration

CONNECT
ON LINKEDIN!

PROFESSIONAL EXPERIENCE CONTINUED
• City of Alameda, CA
• City of Branson, MO
• City of Brentwood, CA
• City of Carson City, NV
• Central Contra Costa Water District, CA
• City of Cupertino, CA
• Cosumnes Community Services District, CA
• City of Gilroy, CA
• City of Los Banos, CA
• City of Manhattan Beach, CA
• City of Napa, CA
• City of Novato, CA
• City of Petaluma, CA
• City of Rancho Palos Verdes, CA
• City of Redwood City, CA
• City of San Luis Obispo, CA
• City of Santa Clara, CA
• City of Santa Cruz, CA
• City of Stockton, CA
• City of Visalia, CA
• City of Walnut Creek, CA
• Delta Diablo Sanitation District, CA
• El Paso County, TX
• Fresno Irrigation District
• Monterey One Water, CA
• Moulton Niguel Water District, CA
• Port of Los Angeles, CA
• Santa Clara County Housing Authority
• South Orange County Wastewater, CA
• South Tahoe Public Utility District, CA
• Union Sanitary District, CA
• Zone 7 Water Control Agency, CA
IT Roadmap
Mr. Curtis developed application software strategies that mapped the acquisition/upgrade of core business software.

These roadmaps were developed in concert with client user departments and included a comprehensive infrastructure analysis of hardware and support equipment requirements. The roadmaps were used to allocate client technology budgets to mission critical projects and provided a platform by which the IT organizations could effectively manage and utilize its resources to meet client business needs.
• California Highway Patrol, CA
• City of Belmont, CA
• City of Los Altos, CA
• City of Rancho Cordova, CA
• City of Temecula, CA
• Metropolitan Transportation Commission, CA
• Sacramento Area Sewer Districts, CA
Interim CIO
Mr. Curtis provided temporary senior IT management services to clients that were in an organizational transition due to retirements or position vacancies. Duties included personnel management, departmental application coordination with product vendors, tactical work plan development, day-to-day infrastructure oversight, and project planning/implementation. In addition, he worked closely with client Human Resource departments in the recruitment, selection, and transition to permanent management personnel. • City of Rancho Cordova, CA
• City of Stockton, CA
• Douglas County, NV
IT Organization Analysis
For several clients, Mr. Curtis performed an assessment of their IT organization and made recommendations for new or modified IT structures that provided increased efficiency for the delivery of service. These organizational evaluations

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LEE CURTIS

PROFESSIONAL EXPERIENCE CONTINUED
• City of Hayward, CA
• City of Huntington Beach, CA
• City of Orange, CA
• Tulare County, CA
Consulting and IT Management
Mr. Curtis has a vast background within IT management and technical consulting. He has worked with public entities his entire career and has held the following technical positions: Managing Consultant, Vice President for Software Implementation, CIO, IT Director, Systems Analyst, and Programmer/Analyst. He has deep experience in evaluating IT operations, making recommendations for operational improvements, and has managed the implementation of IT best practices for organizations large and small. Selected clients and employers include:
• Affiliated Computer Services, TX
• Butte County, CA
• City of Anaheim, CA
• City/County of Indianapolis/Marion County, IN
• Dallas County, TX
• Siskiyou County, CA
• Solano County, CA
• Southwest Marine, CA
• Systems & Computer Technology, PA
• Tooele County, UT
• University of Richmond, VA
• University of South Dakota, SD
• Wayne County Community College District, MI

EDUCATION
University of South Dakota
• Economics/Business Administration
Recent Presentations:
• MISAC Case Study Webinar, February 2021, “The Importance of IT Strategic Planning for Your Organization” • Association of California Water Agencies, July 2020, “IT Strategic Planning Overview” SKILLS

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LEE CURTIS

EXPERIENCE SUMMARY
Mr. Keyes is an information technology management professional with more than 30 years of experience in State and Local government. He has a proven success working with clients in the completion of Information Technology Strategic Plans and enterprise system procurements, including requirements definition, business process analysis, research of technical options, organizational change management, and the successful delivery of innovative solutions to support the goals of the organization. Mr. Keyes is extremely effective at building delivery teams to achieve organizational objectives and implement effective technology solutions.

PROFESSIONAL EXPERIENCE
ERP Procurement Project Experience
Mr. Keyes has managed the procurement process for several local agency Enterprise Resource Planning procurements. These projects entailed a multiphases approach, including a needs assessment and data gathering process from all areas of the agency, development of comprehensive requirements (Functional; Technical; Data Conversion; Integrations) and a Request for Proposal document, RFP issuance and monitoring, vendor response review and scoring oversight, an in-depth vendor evaluation process, and assistance with contract negotiations. Mr. Keyes participated in and / or managed the following ERP procurement projects:

CLIENTS
City of Fresno, CA City of Carson City, NV
City of Merced, CA City of Indio, CA
Cucamonga Valley Water District, Rancho
Cucamonga, CA
Las Virgenes Municipal Water District,
Calabasas, CA
Association of Regional Center Agencies,
Inc., CA
City of Glendale, CA
Coachella Valley Water District,
Coachella, CA
Association of Regional Center Agencies
(ARCA)
City of Redlands, CA City of Industry, CA
City of Santa Ana, CA

RICK KEYES, PMP
Subject Matter Expert

AREAS OF EXPERTISE
• Program/Project Management
• Project Prioritization
• Requirements Definition
• Business Process Analysis
• Project Plan Development &
Updates
• IT Governance
• Program Management Office
• Staff Planning & Management
• Talent Development
• Vendor/Contract Management
• End-User Training
• Information Technology Strategic
Plans
• Initiative Development
• Organizational Change
Management
• Operational Assessments
• Policy/Procedure Development
• IT Portfolio Management

CERTIFICATIONS
• Project Management
Professional (PMP)
• Prosci Change Practioner

CONNECT WITH RICK
ON LINKEDIN!

RICK KEYES, PMP

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PROFESSIONAL EXPERIENCE CONTINUED
ERP Implementation Project Management Experience
Mr. Keyes has provided project oversight, direct project management or PM support for the implementation of multiple local agencies’ Enterprise Resource Planning systems. These projects followed PMI standards and methodologies, including project monitoring and control during project execution, providing support for business process review and system configuration, providing support for conversion requirements development, providing support for User Acceptance Testing, completion of client readiness assessments, support for cutover planning and execution, and completion of a postimplementation evaluation. Mr. Keyes participated in and / or managed the following ERP implementation projects:

CLIENTS
City of Carson, CA City of Glendale CA
Las Virgenes Municipal Water District,
Calabasas, CA
City of Ontario, CA
City of Indio, CA City of Vernon, CA
LMS Procurement Project Experience
Mr. Keyes has managed the procurement process for several local agency Land Management System procurements. These projects also entailed a multi-phases approach, including a needs assessment and data gathering process from all areas of the agency, development of comprehensive requirements (Functional; Technical; Data Conversion; Integrations) and a Request for Proposal document, RFP issuance and monitoring, vendor response review and scoring oversight, an in-depth vendor evaluation process, and assistance with contract negotiations. Mr. Keyes participated in and / or managed the following LMS procurement projects:

CLIENTS
City of Fresno, CA City of Carson City, NV
City of Merced, CA City of Gilroy, CA
City of Glendale, CA City of West Hollywood, CA
City of Santee, CA City of Chino Hills, CA
City of Indio, CA City of Newport Beach, CA
City of Malibu, CA
LMS Implementation Project Management Experience
Mr. Keyes has provided or is currently providing project oversight, direct project management or PM support for the implementation of multiple local agency Land Management Systems. These projects also followed PMI standards and methodologies, including project monitoring and control during project execution, providing support for business process review and system configuration, providing

RICK KEYES, PMP

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support for conversion requirements development, providing support for User Acceptance Testing, completion of client readiness assessments, support for cutover planning and execution, and completion of a post-implementation evaluation. Mr. Keyes participated in and / or managed the following ERP implementation projects:

CLIENTS
City of Paso Robles, CA City of Glendale, CA
City of Gilroy, CA City of Chino Hills, CA
City of Santee, CA City of Vernon, CA
City of Indio, CA City of Yucaipa, CA
City of West Hollywood, CA
Additional Procurement Project Experience
Mr. Keyes has managed or supported the procurement process for multiple state and local agency software and/or software integration procurements. These projects also entailed a multi-phases approach, including a needs assessment and data gathering process from all areas of the agency, development of comprehensive requirements (Functional; Technical; Data Conversion; Integrations) and a Request for Proposal document, RFP issuance and monitoring, vendor response review and scoring oversight, an in-depth vendor evaluation process, and assistance with contract negotiations.

Mr. Keyes participated in and / or managed the following additional software and/or software integration procurement projects:

CLIENTS
City of Watsonville, CA Massachusetts School Building
Authority, Boston, MA
City of Orange, CA California Prison Health Care
Services, Sacramento, CA
City of Vista, CA
Information Technology Assessment and Strategic Planning Project Experience Mr. Keyes has managed or supported the completion of information technology assessments and strategic plans for several local entities. These projects encompass a review of six aspects of enterprise information technology service and support, including IT service delivery, IT infrastructure, business technology applications, IT security, IT administration, and technology governance. Mr. Keyes participated in and / or managed the following information technology assessments and strategic plan projects:

CLIENTS
City of Fresno, CA City of Rancho Palos Verdes, CA
City of Watsonville, CA City of Laguna Beach, CA

RICK KEYES, PMP

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City of Malibu, CA City of West Hollywood, CA
West Basin Municipal Water District,
Carson, CA
City of Burbank, CA
City of Temecula, CA
Organizational Change Management Lead, City of Ontario, CA Mr. Keyes served as the City’s contracted change management lead during the City’s Workday implementation project. During his tenure, he organized the City’s Change Champion Network and helped lay the foundation for the City’s Workday implementation, identifying and tracking change management topics and related communication strategies, and supporting the project’s Sponsor in preliminary preparations for implementation of the new system.

Interim IT Officer, City of Irvine, CA
Mr. Keyes served as the Interim Information Technology Manager following the resignation of the previous IT Manager. The City’s IT team provides support Citywide to department end-user including Administrative Services, Community Development, Community Services, Public Works, Police, City Clerk and City Manager.

Accomplishments included engagement of IT with the departments and improvement of customer service, updating of the City’s IT Strategy and Plan, engagement with multiple departments on initiation of long-deferred projects, oversight of improvements to both internal network and public facing infrastructure and the hiring of a permanent IT Manager for the City.

Patient Health Information Portal Project, California Correctional Health Care Services (CCHCS), Sacramento, CA
(07/2012 – 09/2013)
Project Manager
Managed a project which culminated in the implementation of a new healthcare portal including links to all CCHCS healthcare applications as well as the first enterprise-wide electronic, interactive medical form. Also assisted in the procurement of a planned Electronic Health Record (EHR) project, another multi-year, multi-million-dollar project that resulted in the implementation of a full electronic health record for the California Correctional Health Care system.

Unit Health Record (eUHR) Project, California Correctional Health Care Services (CCHCS), Sacramento, CA (11/2010 – 06/2012)
Project Manager
Responsible for managing a multi-year, multi-million-dollar project to convert the 33 California state prisons from paper health records to scanned images of those records. Managed solution vendor during application development effort and during setup of necessary infrastructure to ensure that specifications were met for both infrastructure and application performance. Managed the project to successful implementation in a first-in-theUnited States “big bang” implementation for this type of project – all sites on the same day. Within the first year, more than 20 million health records had been scanned into the new system.

EDUCATION
University of Wisconsin, Milwaukee / 1991
• Master of Science in Business Management

RICK KEYES, PMP

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University of Wisconsin, Madison / 1985
• Bachelor of Science in Economics

CERTIFICATIONS
Project Management Professional (PMP)
Prosci Change Management

EXPERIENCE SUMMARY
Mr. Allen has over 35 years of information technology experience within the public sector. With this extensive background, Mr. Allen is well qualified to address customer needs by providing deep municipal finance, utility, permitting public safety, geographic information systems, network design, cyber-security subject matter expertise coupled with hands-on project management and implementation experience. Mr. Allen offers SDI clients strong decision support, analytical, technical, facilitation, project management, communications, and program management skills, and with these skills has established a successful track record in supporting public agencies.

PROFESSIONAL EXPERIENCE
SDI Presence, LLC
(2017 - Present)
Managing Consultant
This role is focused on helping organizations implement complex technology solutions and effectively utilize technology to solve business problems through business process evaluation, IT strategic planning, information sharing, procurement assistance, requirements definition, technology contract management, IT portfolio management, and project management.

City of Visalia, CA
(July 1994 - December 2016)
Information Services Manager
Focused on city-wide technology initiatives, driving business value and technological innovation. Responsible for planning, implementing, and administering the technology budget within an internal service fund model. Provided appropriate technology and tools to ensure the highest business value and return on investment. Responsible for preparing and presenting staff reports, memos and presentations to various staff, IT Steering Committee, and City Council. Participated on labor negotiations team for two years. Evaluated, selected for hire, trained and disciplined staff, as well as managing all facets of a high-performance IT organization.

MISAC State Board Representative
(2010 – 2015)
Elected State Board Representative for the Central Chapter of Municipal Information Systems Association of California. Participated in strategies to more than double membership, organize conferences, and provide MISAC member value. Responsible for the first development of an inventory toolset used for providing Information

MICHAEL ALLEN
Managing Consultant

AREAS OF EXPERTISE
• Project Management
• IT Strategic Planning
• Procurement
• Network & Security Technology

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PROFESSIONAL EXPERIENCE CONTINUED
Technology metrics for members. Responsible for legislative activity and participation on the League of California Cities Administrative and Housing and Economic Development committees. Speaking engagements and presentations given at MISAC conferences, League of California Cities conference.

Visalia Rescue Mission, CA
(2009 – 2022)
Board Member and Chairperson
Involved in the organization and board member activities of this multi-million-dollar non-profit agency. This agency provides services, programs, and homeless shelter for men and women facing drug and alcohol addictions in the Visalia area. As a member of the Executive Management Team, I am intimately familiar with non-profit financial and organizational challenges, including staffing decisions, publicity, strategy development, and damage-control.

City of Roseville, CA
(1988 – 1994)
Senior Programmer Analyst
Responsibilities included network design, maintenance, and troubleshooting, staff supervision and workload delegation, and defining system and operational procedures. Lead technologist for the successful implementation of a new ERP system (full financials, payroll, human resources).

City of Roseville, CA
(1985 – 1988)
Programmer Analyst
Responsibilities included Utility system support and design, financial system support, and both micro and minicomputer support. Early development and innovation with mobile computing for Public Safety services. Implemented a new recreation scheduling and registration system.

EDUCATION
California State University, Sacramento, CA
• Bachelor of Science, Business

PROFESSIONAL ASSOCIATION
SKILLS
Municipal Information Systems Association of California (MISAC), Honorary Lifetime Member State Board Representative, December 2011 - 2016

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MICHAEL ALLEN

EXPERIENCE SUMMARY
Mr. Ganley is an experienced public sector information technology leader, focused on customer service, collaboration with stakeholders, strategic planning, and innovative technology solutions.

PROFESSIONAL EXPERIENCE
County of Ventura, Ventura, CA
(07/2018 – 07/2020)
Chief Information Officer
Responsible for the Information Technology Services Department, with a staff of 180, supporting nearly 9,000 users and desktops, applications, and communications systems.

Accomplishments include:
• Managed desktops and users including Sheriff, Fire, Library and Healthcare • Oversaw technical services, network, and applications divisions • Improved customer service processes and procedures and performance • Implemented regular customer service meetings with all customers • Managed public safety radio system
• Participated in regional fiber and broadband initiatives • Standardized and improved security posture for desktops, mobile and cloud-based applications
• Supported analog telephone systems into a modern voice over IP digital system • Supported mobile phones and devices
Los Angeles Police Department, Los Angeles, CA
(10/2017 – 07/2018)
Chief Information Officer
Responsible for leading the Information Technology Bureau, with a staff of 180, supporting 13,500 users and 8,000 desktops, with a budget of approximately $34 million, not including personnel. Accomplishments included:
• Presented to executives, stakeholders, City Council, and various Commissions • Instilled customer service and change management philosophy for Bureau • Managed infrastructure, security, application development, and radio systems • Continuous updates of “Top 10” project management and Strategic Plan • Directed ongoing implementation of Office 365 and Azure government cloud • Oversaw implementation of body worn cameras and in-car video systems • Implemented roll-out of 11,500 portable and 4,500 mobile radio replacements • Oversaw approximately 10,000 mobile phones and devices • Prepared for Windows 10 deployment and virtual desktop implementation Directed records management system upgrade

BRIAN GANLEY
Chief Information Officer

AREAS OF EXPERTISE
• Application and Infrastructure
Management
• Strategic Planning
• Budget Development
• Innovation and Process
Improvements
• Large Scale Project
Management
• Contract Negotiations and
Management
• Team Building

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PROFESSIONAL EXPERIENCE CONTINUED
City of Glendale, Glendale, CA
(05/2013 – 10/2017)
Chief Information Officer
Responsible for all technology functions and requirements of the organization, overseeing divisions for Infrastructure, Applications, and Wireless Communications. Led a staff of 49 with an annual budget of approximately $19 million.

Accomplishments included:
• Managed 2200 desktops and users in 14 line departments including Police, Fire, Library, and utility • Presented to executives, City Council, Civil Service Commission, Audit Committee, and others. • Oversaw infrastructure, applications, and radio divisions • Planned and implemented a departmental reorganization • Improved technology governance process and aligned with strategic goals and annual budget • Managed radio staff as lead agency for ICI regional radio system • Developed and implemented a technology strategic plan • Implemented regular customer service meetings with all stakeholders and customers • Oversaw Project 25 upgrade for the City’s 6 site, 14 channel digital trunked radio system • Completed a modernization of the Police Department data center • Upgraded bandwidth and technology for staff and public as part of Central Library remodel • Standardized and improved security for desktops, mobile and cloud based applications • Selected and implemented a Citywide open data dashboard including online calls for service • Oversaw a selection and current 3-5 year implementation of a $6 million finance and payroll system • Implemented a $2 million data center upgrade including virtualization, storage, and disaster recovery • Converged multiple analog telephone systems into a modern voice over IP digital system • Participated in utility modernization in collaboration with Glendale Water and Power City of West Hollywood, West Hollywood, CA
(03/2005 – 05/2013)
Systems Engineer II (04/1999 – 03/2000)
Information Technology Management Analyst (08/1998 – 04/1999) • Managed a staff of 6 and an annual budget of approximately $2.2 million • Responsible for development and budget of the City’s Technology Strategic Plan • Partnered with Los Angeles County agencies including Sheriff, Library, and Registrar-Recorder • Presented to executives, City Council, and various Boards and Commissions • Managed a successful financial system selection and implementation process • Oversaw the implementation of a land management and permitting system • Implemented and maintained a records management and document imaging system • Developed an electronic communications and litigation response policy • Implemented and maintained a 2 channel radio system for City staff • Oversaw development of a GIS strategic plan
• Received the Municipal Information Systems of California Excellence in Technology Practices award

EDUCATION
California State University, Northridge / 2001 University of Southern California / 1990 • Master of Public Administration • Bachelor of Science in Business Administration

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BRIAN GANLEY

EXPERIENCE SUMMARY
Professional background includes more than 20 years of computer system management Federal Government, Local Government, publicly and privately held firms. A Certified Information Systems Security Professional (CISSP), CJIS Local Agency Security Officer, and former Information System Security Officer (ISSO) for the United States Drug Enforcement Administration. Community outreach includes presenting cybersecurity lectures to local professional organizations, online safety to youth groups, and maintaining affiliation with special interest groups dedicated to sharing intelligence and preventing hostile acts against the nation’s infrastructure.

PROFESSIONAL EXPERIENCE
SDI Presence LLC
(2017 - Present)
Account Manager / Information Security Architect / Consultant Perform enterprise-level Information Technology and Information Security services for municipal and public safety organizations in the western United States, primarily focused in the Southern California region. Serve as the contracted account manager, INFOSEC subject matter expert, and technical lead for local government organizations, managing IT operations for multiple municipal departments.
• Account & Project Management: Consult with municipal leadership, internal staff, and outside vendors to identify, budget, develop, implement, and validate IT solutions to meet organizational objectives; leverage best-value procurement vehicles such as California Department of General Services, CMAS, and NASPO to ensure purchasing process conform to regulatory guidelines • Information Security: Develop and integrate continuous enhancements to clients’ layered security model, including, but not limited to, EDR/XDR, firewalls, network equipment, network/host-based antivirus, cloud-based email filtering, Microsoft Active Directory group policy configurations, and Microsoft/Office 365 parameters; manage continuous monitoring systems, conduct monthly vulnerability assessments, and coordinate corresponding remediation activities • Firewall Administration: Select, procure, configure, deploy, and perform ongoing administration and maintenance for multiple Palo Alto firewalls in FIPS + High Availability (HA), including Global Protect VPNs, multiple IPSec tunnels to partner agencies, URL filtering, Threat Prevention, and continuous monitoring and enhancements to rules/exceptions designed to protect IT operations • System Administration: Lead the system administration of servers, desktops, and mobile devices in a Microsoft Windows Active Directory environment Jason Hennessey
Subject Matter Expert (Information Security)

AREAS OF EXPERTISE
• Information Security
• Project Management
• CJIS Compliance Consulting
• NIST SP 800 Series Compliance
• Disaster Recovery
• Public Safety Operations
• Microsoft 365 Administration

CERTIFICATIONS
• CISSP® – Certified Information
Systems Security Professional
(DAWIA/IAM Level III)
• CJIS Level 4 Security
• CJIS Advanced Certification
• CJIS Local Agency Security
Officer (LASO)
• MCP – Microsoft Certified
Professional
• CompTIA Network+
• CompTIA A+

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PROFESSIONAL EXPERIENCE CONTINUED
• Disaster Recovery: Document disaster recovery planning; administer Veeam Backup and Replication to onpremises, cloud-based, and offline repositories; perform regular file level and virtual machine restorations to ensure system reliability; administer Pure Storage arrays and immutable snapshots to ensure rapid recovery capabilities
• Microsoft 365 Administration: Converted from legacy on-premises Microsoft Exchange to hybrid model, including Active Directory synchronization to Azure, leveraging a Microsoft Enterprise Agreement to ensure conformity to software licensing requirements and organizationally defined data retention policies • Public Safety Operations: Manage mobile data computers (MDC), secure NetMotion VPN connectivity to internal resources, support Computer Aided Dispatch and Records Management System (CAD/RMS); ensure compliance with CJIS/DOJ policies; connectivity to Sheriff’s Department for JDIC, CLETS, mnemonics, Live Scan, and other public safety related matters
United States Drug Enforcement Administration
(2008 - 2017)
Information System Security Officer / Information Security Analyst Served as the Information System Security Officer (ISSO) and resident information security (INFOSEC) subject matter expert for the United States Drug Enforcement Administration’s (DEA) El Paso Intelligence Center (EPIC), an internationally recognized law enforcement intelligence center comprised of over 25 agencies spanning Federal, State, and local law enforcement, Department of Defense, Intelligence Community, and international governmental organizations. • INFOSEC leadership: Performed enterprise-level information assurance management that included supervision of INFOSEC support staff, collaboration with Chief Information Officer to develop and implement INFOSEC solutions in alignment with strategic business/IT objectives, and performed daily management of INFOSEC projects that resulted in the organization’s repeated top ranking amongst 40Department of Justice (DOJ) component information systems
• Regulatory compliance: Evaluated information systems for compliance with the Federal Information Security Modernization Act (FISMA), National Institute of Standards and Technology (NIST) Special Publication 800-series standards and guidelines, Defense Information Systems Agency (DISA) Security Technical Implementation Guides (STIG), DOJ / DEA policies, and applicable Executive Orders; documented level of compliance and coordinated with IT management to develop and implement corrective measures or applicable risk mitigation strategies as necessary • System accreditation: Led the continuous Security Assessment and Authorization (A&A) / Certification and Accreditation (C&A) process, as defined in the NIST Risk Management Framework; compiled security assessment reports, documented Plan of Action and Milestones (POA&M) in DOJ’s Cyber Security and Assessment Management (CSAM) portal, produced System Security Plans, and prepared for submission to Authorizing Official to gain continuing Authorization to Operate (ATO)
• Budget and planning: Managed organizational INFOSEC budgeting to include human resource planning, hardware/software procurement and periodic refresh, operations and maintenance, and strategic planning • Vulnerability management: Performed vulnerability management processes through observation, automated assessment, and security audit and compliance tools [Intel/McAfee Vulnerability Manager; Tenable Nessus/SecurityCenter; Trustwave DbProtect] to identify configuration flaws and coordinate vulnerability remediation; developed the organization’s first Vulnerability Management Plan and established patch management/remediation timelines for US-CERT/vendor critical alerts

Page 2 ends

Jason Hennessey

PROFESSIONAL EXPERIENCE CONTINUED
• Continuous monitoring: Managed and maintained continuous monitoring and threat detection tools, including realtime intrusion prevention system / intrusion detection system (IPS/IDS) [Intel/McAfee], security information and event management (SIEM) [HP/ArcSight], endpoint lifecycle management system (ELMS) [IBM Tivoli/BigFix], and malware defenses
• Disaster planning and authoring: Led the organization’s Incident Response Team (IRT), primary author of Incident Response Plan (IRP) and Continuity of Operations Plan (COOP), contributing author of Information System Contingency Plan (ISCP), and in collaboration with organizational Chief of Staff and Chief Counsel, developed Memorandums of Understanding (MOU), and Interconnection Security Agreements (ISA) with partner agencies • Change control: Served as a member of the Configuration Control Board (CCB) and first-line adjudicator of proposed system changes; developer of the organization’s first Security Impact Assessment workflow to standardize risk and vulnerability assessments; coordinated with configuration management personnel to ensure adherence to secure configuration methodologies
• Identity and access control: Managed user account provisioning, multifactor authentication enforcement, and rollbased access controls designed to limit access to IT resources following the principles of least privilege and separation of duties
Computer Sciences Corporation
(2007 - 2008)
Network Administrator (Contract Assignment at U.S. Drug Enforcement Administration) Administered network hardware and infrastructure for 2000+ network drops supporting multiple high security networks.

Network hardware consisted of Cisco Catalyst switches, Cisco Integrated Services routers, McAfee Enterprise firewalls. • Participated in a data center upgrade and consolidation project that included architectural planning, infrastructure replacement, network asset refreshes, and documentation • Supervised the daily tasking and workload balancing of helpdesk operations supporting 500 on-site users and 32,000 web-based users ensuring compliance with established procedures and guidelines • Designed and produced weekly and monthly contract-deliverable reports detailing operations, system performance metrics, user trends, and prepared for submission to the organization’s Chief Information Officer The Home Depot, Inc.
(2001 - 2005)
System Administrator
Supported the organization’s western regional corporate office on a variety of platforms including Microsoft Windows Server 2000 / NT / Windows 2000 / 98; Mac OSX / OS9; Novell NetWare. • Planned and executed system deployment including installation, integration, configuration, testing and maintenance of server and workstation hardware, operating systems, applications, and peripherals • Conducted employee software training in a live environment, corporate classroom, and off-site for store-level personnel

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Jason Hennessey

EDUCATION
Park University, Parkville, MO
• Bachelor of Science Management/Computer Information Systems (Summa Cum Laude) Stanbridge College, Irvine, CA
• CCNA training, Microsoft MCSE training, and CompTIA A+ technician training programs

AFFILIATIONS
Security Clearance / Background Adjudication
• Previously cleared to the Top Secret / Sensitive Compartmented Information (TS/SCI) level International Information Systems Security Certification Consortium (ISC)2 • Member, 2010-Present
InfraGard El Paso Chapter
• Member, 2010-Present

Page 4 ends

Jason Hennessey

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Agenda Item # 3.B.11.

Council Agenda Report
To: Mayor Uhring and the Honorable Members of the City Council Prepared by: Alexis Brown, Deputy City Manager
Approved by: Steve McClary, City Manager
Date prepared: October 9, 2023 Meeting date: October 23, 2023 Subject: Agreement for Video Broadcast Services
RECOMMENDED ACTION: 1) Authorize the Mayor to execute Professional Services Agreement with Pegasus Studios to provide Video Broadcast Services for City meetings and other City events in the amount of $150,000; and 2) Appropriate $115,500 from the General Fund Undesignated Reserve to Account Number 100-7002-5100 (Media Operations, Professional Services).

FISCAL IMPACT: Initial funding for these services was included in the Adopted FY 2023- 24 Budget in Media Operations Professional Services, Account 100-7002-5100. The account has a budget of $65,000, with $34,500 initially available for broadcast services.

Additional appropriation is required for the full scope of services identified in the RFP. A request was reviewed and approved by the A&F Subcommittee during a Special Meeting on October 10, 2023, to allocate General Fund Undesignated Reserve funds in the amount of $115,500 to supplement the costs of the total agreement at a not-to exceed of $150,000 for FY 2023-24 (see table on page 2).

Funding for future fiscal years will be included in proposed budgets for the term of the agreement. The term of the agreement is for two years, with the option to extend for a third year.

STRATEGIC PRIORITY: This item is part of the day-to-day operations identified in the Adopted FY 2023-24 Strategic Priority Project List.

DISCUSSION: The City provides video and audio broadcasting for meetings that occur in the Malibu City Hall Council Chambers. This includes City Council meetings, Planning Commission meetings, School Board meetings, and other City events. The City Holds a minimum of 22 City Council meetings, 22 Planning Commission meetings, and hosts 5 to City Council Meeting
10-23-23
Item

3.B.11.

Page 2 of 2 ends

Agenda Item # 3.B.11.
6 school board meetings a year. Meetings range in duration from about two (2) to six (6) hours. Prospective bidders should be aware that the meeting duration is not set, and technicians will be required to complete the meeting regardless of the length.

The City of Malibu issued a Request for Proposals on July 24, 2023, to seek a qualified firm to provide video broadcasting services for City Meetings and other city events. The City recommends entering into an agreement with Pegasus Studios for the term of two (2) years, with the option to extend it for up to one year.

A breakdown of the annual ongoing and one-time fees is below:

Fees Schedule Services
Monthly Retainer $6,000.00 ($72,000
annually)
Management and Operations of Broadcast
Services. Includes coordination with City
Staff, Scheduling, Training, Reporting and
Documentation. Basic A/V Maintenance
and Channel Management. Two broadcast
Technicians per meeting.

On-Call Services (Not to Exceed $23,000
per year)
Broadcast Services for other City Boards
and Commissions.

On-Call Emergency Broadcast Services.

Optional Video Production & Public Service
Announcements of City Events
*Some on-call services may be subject to cost
recovery such as Broadcast Services for SMMUSD
School Board Meetings.

One-Time Costs (Not to Exceed)
$55,000.00
Digital Mapping and Completion of As-Built
Drawings for Broadcast Equipment.

Evaluation and Documentation of All AV
Equipment.

Recommendation of Replacement
Schedule and Equipment Phase Out.

ATTACHMENTS:

1. Agreement for Broadcast Services

2. Proposal by Pegasus Studios

3. RFP for Video Broadcast Services

AGREEMENT FOR PROFESSIONAL SERVICES
This Agreement is made and entered into as of November 1, 2023, by and between the City of Malibu (hereinafter referred to as the "City"), and Pegasus Studios (hereinafter referred to as "Consultant").

The City and the Consultant agree as follows:

R E C I T A L S
A. The City does not have the personnel able and/or available to perform the services required under this Agreement.

B. The City desires to contract out for consulting services for certain projects relating to Video Broadcast Services
C. The Consultant warrants to the City that it has the qualifications, experience and facilities to perform properly and timely the services under this Agreement.

D. The City desires to contract with the Consultant to perform the services as described in Exhibit A of this Agreement.

NOW, THEREFORE, the City and the Consultant agree as follows:

1.0 SCOPE OF THE CONSULTANT’S SERVICES. The Consultant agrees to provide the services and perform the tasks set forth in the Scope of Work, attached to and made part of this Agreement, except that, to the extent that any provision in Exhibit A conflicts with this Agreement, the provisions of this Agreement govern. The Scope of Work may be amended from time to time by way of a written directive from the City.

2.0 TERM OF AGREEMENT. This Agreement will become effective on November 1, 2023, and will remain in effect for a period of two years, with the option to extend up to one year thereafter from said date as agreed to by both parties or terminated by either party as provided herein.

3.0 CITY AGENT. The City Manager, or his or her designee, for the purposes of this Agreement, is the agent for the City; whenever approval or authorization is required, Consultant understands that the City Manager, or his or her designee, has the authority to provide that approval or authorization.

4.0 COMPENSATION FOR SERVICES. The City shall pay the Consultant for its professional services rendered and costs incurred pursuant to this Agreement in accordance with the Scope of Work’s fee and cost schedule. The cost of services shall be six thousand dollars ($6,000.00) per month, for a total amount not to exceed an annual cost of one thousand fifty dollars ($150,000.00). Payment Schedule is attached hereto as Exhibit B and incorporated herein. No additional compensation shall be paid for any other expenses incurred, unless first approved by the City Manager, or his or her designee.

Attachment #1
Agreement for Professional Services
Pegasus Studios

Page 2 of 14 ends

4.1 The Consultant shall submit to the City, by no later than the 10th day of each month, its bill for services itemizing the fees and costs incurred during the previous month.

The City shall pay the Consultant all uncontested amounts set forth in the Consultant's bill within 30 days after it is received.

5.0 CONFLICT OF INTEREST. The Consultant represents that it presently has no interest and shall not acquire any interest, direct or indirect, in any real property located in the City which may be affected by the services to be performed by the Consultant under this Agreement. The Consultant further represents that in performance of this Agreement, no person having any such interest shall be employed by it.

5.1 The Consultant represents that no City employee or official has a material financial interest in the Consultant’s business. During the term of this Agreement and/or as a result of being awarded this contract, the Consultant shall not offer, encourage or accept any financial interest in the Consultant’s business by any City employee or official.

5.2 If a portion of the Consultant’s services called for under this Agreement shall ultimately be paid for by reimbursement from and through an agreement with a developer of any land within the City or with a City franchisee, the Consultant warrants that it has not performed any work for such developer/franchisee within the last 12 months, and shall not negotiate, offer or accept any contract or request to perform services for that identified developer/franchisee during the term of this Agreement.

6.0 GENERAL TERMS AND CONDITIONS.

6.1 Termination. Either the City Manager or the Consultant may terminate this Agreement, without cause, by giving the other party thirty (30) days written notice of such termination and the effective date thereof.

6.1.1 In the event of such termination, all finished or unfinished documents, reports, photographs, films, charts, data, studies, surveys, drawings, models, maps, or other documentation prepared by or in the possession of the Consultant under this Agreement shall be returned to the City. If the City terminates this Agreement without cause, the Consultant shall prepare and shall be entitled to receive compensation pursuant to a close-out bill for services rendered and fees incurred pursuant to this Agreement through the notice of termination.

If the Consultant terminates this Agreement without cause, the Consultant shall be paid only for those services completed in a manner satisfactory to the City.

6.1.2 If the Consultant or the City fail to fulfill in a timely and proper manner its obligations under this Agreement, or if the Consultant or the City violate any of the covenants, agreements, or stipulations of this Agreement, the Consultant or the City shall have the right to terminate this Agreement by giving written notice to the other party of such termination and specifying the effective date of such termination. The Consultant shall be entitled to receive compensation in accordance with the terms of this Agreement for any work satisfactorily completed hereunder. Notwithstanding the foregoing, the Consultants shall not be relieved of liability for damage sustained by virtue of any breach of this Agreement and any payments due under this Agreement may be withheld to off-set anticipated damages.

6.2 Non-Assignability. The Consultant shall not assign or transfer any Agreement for Professional Services
Pegasus Studios

Page 3 of 14 ends

interest in this Agreement without the express prior written consent of the City.

6.3 Non-Discrimination. The Consultant shall not discriminate as to race, creed, gender, color, national origin, or sexual orientation in the performance of its services and duties pursuant to this Agreement, and will comply with all applicable laws, ordinances and codes of the Federal, State, County and City governments.

6.4 Insurance. The Consultant shall submit to the City certificates indicating compliance with the following minimum insurance requirements no less than one (1) day prior to beginning of performance under this Agreement. Consultant further agrees to comply with all provisions in the attached Exhibit C which is incorporated herein.

6.5 Indemnification.

To the fullest extent permitted by law, Consultant shall indemnify and hold harmless City and any and all of its officials, employees, agents, and/or volunteers (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs, and expenses, including attorney’s fees and costs, caused in whole or in part by the negligent or wrongful act, error or omission of Consultant, its officers, agents, employees or subconsultants (or any agency or individual that Consultant shall bear the legal liability thereof) in the performance of services under this Agreement. Consultant’s duty to indemnify and hold harmless City shall not extend to the City’s sole or active negligence or willful misconduct.

6.5.1. Duty to defend:

In the event the Indemnified Parties, individually or collectively, are made a party to any action, lawsuit, or other adversarial proceeding arising from the performance of the services encompassed by this Agreement, and upon demand by City, Consultant shall defend the Indemnified Parties at Consultant’s cost or at City’s option, to reimburse City for its costs of defense, including reasonable attorney’s fees and costs incurred in the defense of such matters to the extent the matters arise from, relate to or are caused by Consultant’s negligent acts, errors or omissions. Payment by City is not a condition precedent to enforcement of this provision. In the event of any dispute between Consultant and City, as to whether liability arises from the sole or active negligence or willful misconduct of the City or its officers, employees, or agents, Consultant will be obligated to pay for City’s defense until such time as a final judgment has been entered adjudicating the Indemnified Parties as solely or actively negligent or to have acted with willful misconduct. Consultant will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney’s fees, expert fees, and costs of litigation.

6.6 Compliance with Applicable Law. The Consultant and the City shall comply with all applicable laws, ordinances, and codes of the federal, state, county, and city governments, including, without limitation, Malibu Municipal Code Chapter 5.36 Minimum Wage.

6.7 Independent Contractor. This Agreement is by and between the City and the Consultant and is not intended, and shall not be construed, to create the relationship of agency, servant, employee, partnership, joint venture, or association, as between the City and the Consultant.

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6.7.1. The Consultant shall be an independent contractor and shall have no power to incur any debt or obligation for or on behalf of the City. Neither the City nor any of its officers or employees shall have any control over the conduct of the Consultant, or any of the Consultant’s employees, except as herein set forth, and the Consultant expressly warrants not to, at any time or in any manner, represent that it, or any of its agents, servants or employees are in any manner employees of the City, it being distinctly understood that the Consultant is and shall at all times remain to the City a wholly independent contractor and the Consultant's obligations to the City are solely such as are prescribed by this Agreement.

6.8 Copyright. No reports, maps or other documents produced in whole or in part under this Agreement shall be the subject of an application for copyright by or on behalf of the Consultant.

6.9 Legal Construction.
(a) This Agreement is made and entered into in the State of California and shall in all respects be interpreted, enforced, and governed under the laws of the State of California.
(b) This Agreement shall be construed without regard to the identity of the persons who drafted its various provisions. Each and every provision of this Agreement shall be construed as though each of the parties participated equally in the drafting of same, and any rule of construction that a document is to be construed against the drafting party shall not be applicable to this Agreement.
(c) The article and section, captions and headings herein have been inserted for convenience only and shall not be considered or referred to in resolving questions of interpretation or construction.
(d) Whenever in this Agreement the context may so require, the masculine gender shall be deemed to refer to and include the feminine and neuter, and the singular shall refer to and include the plural.

6.10 Counterparts. This Agreement may be executed in counterparts and as so executed shall constitute an agreement which shall be binding upon all parties hereto.

6.11 Final Payment Acceptance Constitutes Release. The acceptance by the Consultant of the final payment made under this Agreement shall operate as and be a release of the City from all claims and liabilities for compensation to the Consultant for anything done, furnished or relating to the Consultant’s work or services. Acceptance of payment shall be any negotiation of the City’s check or the failure to make a written extra compensation claim within ten (10) calendar days of the receipt of that check. However, approval or payment by the City shall not constitute, nor be deemed, a release of the responsibility and liability of the Consultant, its employees, sub-consultants and agents for the accuracy and competency of the information provided and/or work performed; nor shall such approval or payment be deemed to be an assumption of such responsibility or liability by the City for any defect or error in the work Agreement for Professional Services
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prepared by the Consultant, its employees, sub-consultants and agents.

6.12 Corrections. In addition to the above indemnification obligations, the Consultant shall correct, at its expense, all errors in the work which may be disclosed during the City’s review of the Consultant’s report or plans. Should the Consultant fail to make such correction in a reasonably timely manner, such correction shall be made by the City, and the cost thereof shall be charged to the Consultant.

6.13 Files. All files of the Consultant pertaining to the City shall be and remain the property of the City. The Consultant will control the physical location of such files during the term of this Agreement and shall be entitled to retain copies of such files upon termination of this Agreement.

6.14 Waiver; Remedies Cumulative. Failure by a party to insist upon the performance of any of the provisions of this Agreement by the other party, irrespective of the length of time for which such failure continues, shall not constitute a waiver of such party's right to demand compliance by such other party in the future. No waiver by a party of a default or breach of the other party shall be effective or binding upon such party unless made in writing by such party, and no such waiver shall be implied from any omissions by a party to take any action with respect to such default or breach. No express written waiver of a specified default or breach shall affect any other default or breach, or cover any other period of time, other than any default or breach and/or period of time specified. All of the remedies permitted or available to a party under this Agreement, or at law or in equity, shall be cumulative and alternative, and invocation of any such right or remedy shall not constitute a waiver or election of remedies with respect to any other permitted or available right of remedy.

6.15 Mitigation of Damages. In all such situations arising out of this Agreement, the parties shall attempt to avoid and minimize the damages resulting from the conduct of the other party.

6.16 Partial Invalidity. If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way.

6.17 Attorneys' Fees. The parties hereto acknowledge and agree that each will bear his/her or its own costs, expenses and attorneys' fees arising out of and/or connected with the negotiation, drafting and execution of the Agreement, and all matters arising out of or connected therewith except that, in the event any action is brought by any party hereto to enforce this Agreement, the prevailing party in such action shall be entitled to reasonable attorneys' fees and costs in addition to all other relief to which that party or those parties may be entitled.

6.18 Entire Agreement. This Agreement constitutes the whole agreement between the City and the Consultant, and neither party has made any representations to the other except as expressly contained herein. Neither party, in executing or performing this Agreement, is relying upon any statement or information not contained in this Agreement. Any changes or modifications to this Agreement must be made in writing appropriately executed by both the City and the Consultant.

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6.19 Notices. Any notice required to be given hereunder shall be deemed to have been given by depositing said notice in the United States mail, postage prepaid, and addressed as follows:

CITY: Steve McClary CONSULTANT: Robert Schwieger
City Manager Owner
City of Malibu Pegasus Studios
23825 Stuart Ranch Road 14275 Peach Hill Road
Malibu, CA 90265-4861 Moorpark, CA 93021
TEL (310) 456-2489 x 226 TEL (805) 222-0014
FAX (310) 456-2760

6.20 Warranty of Authorized Signatories and Acceptance of Facsimile or Electronic Signatures. Each of the signatories hereto warrants and represents that he or she is competent and authorized to enter into this Agreement on behalf of the party for whom he or she purports to sign. The Parties agree that this Contract, agreements ancillary to this Contract, and related documents to be entered into in connection with this Contract will be considered signed when the signature of a party is delivered physically or by facsimile transmission or scanned and delivered via electronic mail. Such facsimile or electronic mail copies will be treated in all respects as having the same effect as an original signature.

7.0 GENERAL TERMS AND CONDITIONS.

7.1 Disclosure Required. By their respective initials next to this paragraph, City and Consultant hereby acknowledge that Consultant is a “consultant” for the purposes of the California Political Reform Act because Consultant’s duties would require him or her to make one or more of the governmental decisions set forth in Fair Political Practices Commission Regulation 18700.3(a) or otherwise serves in a staff capacity for which disclosure would otherwise be required were Consultant employed by the City. Consultant hereby acknowledges his or her assuming-office, annual, and leaving-office financial reporting obligations under the California Political Reform Act and the City’s Conflict of Interest Code and agrees to comply with those obligations at his or her expense. Prior to consultant commencing services hereunder, the City’s Manager shall prepare and deliver to consultant a memorandum detailing the extent of Consultant’s disclosure obligations in accordance with the City’s Conflict of Interest Code.

City Initials ______
Consultant Initials ______

7.2 Disclosure not Required. By their initials next to this paragraph, City and Consultant hereby acknowledge that Consultant is not a “consultant” for the purpose of the California Political Reform Act because Consultant’s duties and responsibilities are not within the scope of the definition of consultant in Fair Political Practice Commission Regulation 18700.3(a) and is otherwise not serving in staff capacity in accordance with the City’s Conflict of Interest Code.

City Initials ______
Consultant Initials ______
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This Agreement is executed on _____________________, at Malibu, California, and effective as of November 1, 2023.

PEGASUS STUDIOS:
_______________________________
ROBERT SCHWIEGER, Owner
CITY OF MALIBU:
___________________________________
STEVE UHRING, Mayor
ATTEST:
___________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
APPROVED AS TO FORM:
___________________________________
TREVOR RUSIN, Interim City Attorney
10/10/2023
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EXHIBIT A

SCOPE OF WORK
[Consultant’s Proposal]
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EXHIBIT B

PAYMENT SCHEDULE
Our cost proposal includes a flat rate to cover all of your broadcast service needs as well as optional hourly rates for as-requested services. All costs will be billed monthly.

A. Broadcast Services: $6,000 per month
• Administrative services and management. Includes coordination with city staff, scheduling, consultation, training, reporting and documentation. • Basic A/V maintenance and troubleshooting. Coordination with staff and subcontractors for maintenance and repair issues.
• Channel schedule management.
• Two (2) Broadcast Technicians for all regularly scheduled City Council and Planning Commission meetings.
• Two (2) Broadcast Technicians for all special City Council and Planning Commission meetings.
o Technicians will arrive two (2) hours prior to the meeting start.

B. Hourly Rates for Additional Services:
• Broadcast Services for the SMMUSD school board meetings: $90 hour o One (1) Broadcast Technician for all regularly scheduled SMMUSD school board meetings. Four (4) hour minimum charge. Technician will arrive two (2)hours prior to the meeting start.
• Broadcast Services for other Board or Commission meetings: $90 hour o For meetings other than the City Council and Planning Commission. One (1)Broadcast Technician. Four (4) hour minimum charge. Technician will arrive two (2) hours prior to the meeting start.
• Extended services rate: $125 hour
o For on-call services, emergency broadcast services with less than 24 hours notice or maintenance services as requested.
• Videography: $300 per hour, with a four (4) hour minimum o Includes one (1) videographer, one (1) 4k resolution camera, tripod and audio kit. • Photography: $300 per hour, with a four (4) hour minimum o Aerial drone videography or photography: $500 per hour • Editing and post production: $125 per hour
• Live streaming: $800 per hour
o Includes a two-person crew, multi-camera production, fully equipped live streaming mobile production studio for streaming to Zoom/YouTube and a recorded version delivered the day of production. Requires a 5 hour minimum as we need to be on site at least 3 hours prior to production to set up.

C. Operations & Maintenance of Equipment
• Troubleshooting and Repair (as needed): $200 per hour, with a four (4) hour minimum. • Digital Mapping of Broadcast System: Onetime fee not to exceed $30,000.

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• Third Party Support Services: Not to exceed $30,000
D. Optional Turnkey Video Production:
• Stand-alone video production option: $7,500
Each shoot day will include a six (6) hour block for set up, production and breakdown and will result in one (1) video per shoot. Edited videos typically run 3-5 minutes in length.

In the lead up to the production day we will work with city staff to identify topics of interest and create a script and a production schedule. We’ll meet with staff or talent via Zoom to review final details before the production and then schedule the shoot.

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EXHIBIT C

INSURANCE LANGUAGE
Without limiting Consultant’s indemnification of City, and prior to commencement of work and/or services under this Agreement, Consultant shall obtain, provide, and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form satisfactory to City.

General Liability Insurance. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.

Automobile Liability Insurance. Consultant shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned, or rented vehicles, in an amount not less than 1,000,000 combined single limit for each accident.

Professional Liability (Errors & Omissions) Insurance. Consultant shall maintain professional liability insurance that covers the Services to be performed in connection with this Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this agreement and Consultant agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this agreement.

Workers’ Compensation Insurance. Consultant shall maintain Workers’ Compensation Insurance (statutory limits) and Employer’s Liability insurance (with limits of at least $1,000,000).

Consultant shall submit to Agency, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of City, its officers, agents, employees, and volunteers.

OTHER PROVISIONS OR REQUIREMENTS
Proof of Insurance. Consultant shall provide certificates of insurance and required endorsements to City as evidence of the insurance coverage required herein. Insurance certificates and endorsements must be approved by City’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with City for the contract period and any additional length of time required thereafter. City reserves the right to require complete, certified copies of all required insurance policies, at any time.

Duration of Coverage. Consultant shall procure and maintain for the contract period, and any additional length of time required thereafter, insurance against claims for injuries to persons or damages to property, or financial loss which may arise from or in connection with the Agreement for Professional Services
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performance of the Work hereunder by Consultant, their agents, representatives, employees, or subconsultants.

Primary/Noncontributing. Coverage provided by Consultant shall be primary and any insurance or self-insurance procured or maintained by City shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of City before the City’s own insurance or self- insurance shall be called upon to protect it as a named insured.

City’s Rights of Enforcement. In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary, and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement.

Acceptable Insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the City’s Risk Manager.

Waiver of Subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or appointed officers, agents, officials, employees, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City and shall require similar written express waivers and insurance clauses from each of its subconsultants.

Enforcement of Contract Provisions (Non Estoppel). Consultant acknowledges and agrees that any actual or alleged failure on the part of the City to inform Consultant of non-compliance with any requirement imposes no additional obligations on the City nor does it waive any rights hereunder.

Requirements Not Limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Consultant maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

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Notice of Cancellation. Consultant agrees to oblige its insurance agent or broker and insurers to provide the City with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage. If any of the Consultant’s insurers are unwilling to provide such notice, then Consultant shall have the responsibility of notifying the City immediately in the event of Consultant’s failure to renew any of the required insurance coverages, or insurer’s cancellation or non-renewal.

Additional Insured Status. General liability, automobile liability, and umbrella/excess liability insurance policies shall provide or be endorsed to provide that City and its officers, officials, employees, agents, and volunteers shall be additional insureds under such policies.

Prohibition Of Undisclosed Coverage Limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.

Separation of Insureds. A severability of interests’ provision must apply for all additional insureds ensuring that Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.

Pass Through Clause. Consultant agrees to ensure that its subconsultants, subcontractors, and any other party who is brought onto or involved in the project/service by Consultant (hereinafter collectively “Subcontractor”), provide the same minimum insurance coverage and endorsements required of Consultant under this Agreement. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. However, in the event Consultant’s Subcontractor cannot comply with this requirement, which proof must be submitted to the City, Consultant may still be able to utilize the Subcontractor provided Consultant shall be required to ensure that its Subcontractor provide and maintain insurance coverage and endorsements sufficient to the specific risk of exposure involved with Subcontractor’s scope of work and services, with limits less than required of the Consultant, but in all other terms consistent with the Consultant’s requirements under this Agreement. This provision does not relieve the Consultant of its contractual obligations under the Agreement and/or limit its liability to the amount of insurance coverage provided by its subcontractors. This provision is intended solely to provide Consultant with the ability to utilize a Subcontractor who may be otherwise qualified to perform the work or services but may not carry the same insurance limits as required of the Consultant under this Agreement given the limited scope of work or services provided by the subcontractor. Consultant agrees that upon request, all agreements with Subcontractors, and others engaged in the project and/or services, will be submitted to City for review.

City’s Right to Revise Specifications. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days’ advance written notice of such change. If such a change results in substantial additional costs to the Consultant, the City and Consultant may renegotiate the Consultant’s compensation.

Self-Insured Retentions. Any self-insured retentions must be declared to and approved by the City. City reserves the right to require that self-insured retentions be eliminated, lowered, or Agreement for Professional Services
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Malibu City CouncilOctober 23, 2023

Malibu City Council
October 23, 2023