J.1- Blue Folder — Redondo Beach City Council, February 6, 2024

BLUE FOLDER ITEM
Blue folder items are additional back up material to administrative reports and/or public comments received after the printing and distribution of the agenda packet for receive and file.

CITY COUNCIL MEETING
FEBRUARY 6, 2024
J.1 PUBLIC PARTICIPATION ON NON-AGENDA ITEMS
• PUBLIC COMMUNICATIONS

Cell: 415-260-8130 | Fax: 415-704-3193
[email protected]| www.redondo.org
Please note that email correspondence with the City of Redondo Beach, along with attachments, may be subject to the California Public Records Act, and therefore may be subject to disclosure unless otherwise exempt. The City of Redondo Beach shall not be responsible for any claims, losses or damages resulting from the use of digital data that may be contained in this email.

KEEP PEOPLE INTERESTED | KEEP PEOPLE INVOLVED | KEEP PEOPLE INFORMED | KEEP PEOPLE INSPIRED 7 HR Digital Transformation Part 1 SOW - Workflow Automation & Process Transparency • Risk Management Activities
o Workers Compensation (300 D-hours)
▪ Three Categories (Property Damage, Trip & Fall, Personal injury) • Employees (Forms & Guides)
o Report an Injury
o File a Claim Workflow
o Return to Work Workflow
• Managers (Forms & Guides)
o Submit an Employee Injury
▪ Report a Fraud (Forms & Guides)
• Submit a Fraud Report
o Anti-Harassment Policy (40 H-hours)
o Substance Abuse Policy (40 H-hours)
o Personal Vehicle Use Policy (40 H-hours)
o Policy Review (TBD H-Hours)
▪ Review all current employee policies and refresh (see what can be included in Part 1 and what will move to Part 2)
▪ Develop and/or modify policies & procedures (a recurring annual project) • Employee OnBoarding Documentation (50 D-hours)
o Review current workflow
o Format documentation for e-sign and e-file
o Design new workflow
• New Employee Orientation Documentation (50 D-hours)
o Review current workflow
o Format documentation for e-sign and e-file
o Design new workflow
• Employee Offboarding Documentation (50 D-hours)
o Review current workflow
o Format documentation for e-sign and e-file
o Design new workflow
• Employment Verification (50 D-hours)
o Review current workflow (Current workflow has an SLA of at least 5-7 business days) o Format documentation for e-sign and e-file
o Design new workflow
HR Digital Transformation Part 1 - Proposed BRR (If added to 2023-2024 and above completed by June 2024) o FY23-24 HR BRR Restoring Risk Manager vs Cost/Benefit of CCC SOW ▪ FY 2023-24 HR BRR Cost/Benefit of restoring Risk Manager KEEP PEOPLE INTERESTED | KEEP PEOPLE INVOLVED | KEEP PEOPLE INFORMED | KEEP PEOPLE INSPIRED 8 • Minimum cost of $215,000 per year (salary only; significantly higher with retirement, benefits, and fringe)
• Additional layer in claim process supply chain where support via City’s risk pool (PRISM) team of experienced risk management consultants is sufficient to handle the current volume even with its highly administrative components • Narrow scope for only Workers Comp Claims investigations that requires more on the part of the impacted employee and the insurance carrier than that of the city administrator
o
▪ HR BRR Cost/Benefit of CCC SOW
• Risk Management One-time fee not to exceed $215,000
o Recurring savings YOY as new infrastructure costs absorbed by existing personnel and technology (Docusign, Box)
o CCC Bill Rates
▪ Developer: $250/hr
• 500 Hours ($125,000)
▪ HR Consultant: $200/hr
• 120 Hours ($24,000)
• Automated infrastructure will support the current volume (40-50) of claims and is scalable enough to mitigate peak claim volume (69)
• Automated infrastructure will reduce the manual effort and paper produced • Updated infrastructure (hybrid self-service) provides a roadmap for effective organizational design & headcount planning

KEEP PEOPLE INTERESTED | KEEP PEOPLE INVOLVED | KEEP PEOPLE INFORMED | KEEP PEOPLE INSPIRED 1 Illegal Substance Use/Abuse
The City of Redondo Beach is concerned about the use of alcohol, marijuana, illegal drugs or controlled substances as it affects the workplace. Use of these substances, whether on or off the job can detract from an employee's work performance, efficiency, safety, and health, and seriously impair City operations. In addition, the use or possession of these substances on the job constitutes a potential danger to the welfare and safety of other employees and exposes City of Redondo Beach to the risks of property loss or damage, or injury to other persons.

The following rules and standards of conduct apply to all employees while on City property, at work, or working on City business. The following are strictly prohibited by City policy:
• Use or being under the influence of alcohol;
• Being under the influence of, or impaired by, an illegal or controlled substance or marijuana while on the job.
• Using or possessing illegal or controlled substances, alcohol or marijuana while on the job (including the illegal use of prescription drugs and possessing drug paraphernalia) • Distributing, selling, or purchasing of an illegal or controlled substance, alcohol or marijuana while on the job.

Violation of these rules and standards of conduct will not be tolerated. The City of Redondo Beach also may bring the matter to the attention of appropriate law enforcement authorities.

In order to enforce this policy, the City of Redondo Beach reserves the right to conduct searches of City property and implement other measures necessary to deter and detect abuse of this policy.

An employee's conviction on a charge of illegal sale or possession of any controlled substance while off City property will not be tolerated because such conduct, even though off duty, reflects adversely on the City of Redondo Beach. In addition, the City of Redondo Beach must keep people who sell or possess controlled substances off the City’s premises in order to keep the controlled substances themselves off the premises.

The City of Redondo Beach will encourage and reasonably accommodate employees with alcohol, marijuana or drug dependencies to seek treatment and/or rehabilitation. Employees desiring such assistance should request a treatment or rehabilitation leave. The City of Redondo Beach is not obligated, however, to continue to employ any person whose performance of essential job duties is impaired because of drug, alcohol or marijuana use. Additionally, employees who are given the opportunity to seek treatment and/or rehabilitation, but fail to successfully overcome their dependency or problem, will not automatically be reemployed or be given a second opportunity to seek treatment and/or rehabilitation. This policy on treatment and rehabilitation is not intended to affect the City of Redondo Beach's treatment of employees who violate the regulations described previously. Rather, rehabilitation is an option for an employee who acknowledges a chemical dependency and voluntarily seeks treatment to end that dependency.

KEEP PEOPLE INTERESTED | KEEP PEOPLE INVOLVED | KEEP PEOPLE INFORMED | KEEP PEOPLE INSPIRED 2 Zero Tolerance: Harassment, Discrimination and Retaliation The City of Redondo Beach is an equal opportunity employer committed to providing a work environment free of harassment, discrimination, retaliation, and disrespectful or other unprofessional conduct based on but not limited to:
• Race (including traits historically associated with race, including, but not limited to, hair texture and protective hairstyles)
• Religion (including religious dress and grooming practices) • Color
• Sex/gender (including pregnancy, childbirth, breastfeeding or related medical conditions), sex stereotype, gender identity/gender expression/transgender (including whether or not you are transitioning or have transitioned,) and sexual orientation • National origin
• Ancestry
• Physical or mental disability
• Medical condition
• Genetic information/characteristics
• Marital status/registered domestic partner status
• Age (40 and over)
• Sexual orientation
• Military or veteran status
• Any other basis or activity protected by federal, state or local law or ordinance or regulation The City of Redondo Beach prohibits discrimination, harassment, disrespectful or unprofessional conduct based on the perception that anyone has any of those characteristics or is associated with a person who has or is perceived as having any of those characteristics. In addition, the City of Redondo Beach prohibits retaliation against individuals who raise complaints of discrimination or harassment or who participate in workplace investigations.

Harassment Prevention
The City of Redondo Beach's policy prohibiting harassment applies to all persons involved in the operation of the City of Redondo Beach. The City of Redondo Beach prohibits harassment, disrespectful or unprofessional conduct by any employee of the City of Redondo Beach, including supervisors, managers and co-workers. The City of Redondo Beach's anti-harassment policy also applies to vendors, customers, independent contractors, unpaid interns, volunteers, persons providing services pursuant to a contract and other persons with whom you come into contact while working.

Prohibited harassment, disrespectful or unprofessional conduct includes, but is not limited to, the following behavior:
• Verbal conduct such as epithets, derogatory jokes or comments, slurs or unwanted sexual advances, invitations, comments, posts or messages;
• Visual displays such as derogatory and/or sexually oriented posters, photography, cartoons, drawings or gestures;
• Physical conduct including assault, unwanted touching, intentionally blocking normal movement or interfering with work because of sex, race or any other protected basis; KEEP PEOPLE INTERESTED | KEEP PEOPLE INVOLVED | KEEP PEOPLE INFORMED | KEEP PEOPLE INSPIRED 3 • Threats and demands to submit to sexual requests or sexual advances as a condition of continued employment, or to avoid some other loss and offers of employment benefits in return for sexual favors; • Retaliation for reporting or threatening to report harassment; and • Communication via electronic media of any type that includes any conduct that is prohibited by state and/or federal law or by City policy.

Sexual harassment does not need to be motivated by sexual desire to be unlawful or to violate this policy. For example, hostile acts toward an employee because of their gender can amount to sexual harassment, regardless of whether the treatment is motivated by sexual desire.

Prohibited harassment is not just sexual harassment but harassment based on any protected category.

Non-Discrimination
The City of Redondo Beach is committed to compliance with all applicable laws providing equal employment opportunities. This commitment applies to all persons involved in City operations. The City of Redondo Beach prohibits unlawful discrimination against any job applicant, employee or unpaid intern by any employee of the City of Redondo Beach, including supervisors and coworkers.

Pay discrimination between employees of the opposite sex or between employees of another race or ethnicity performing substantially similar work, as defined by the California Fair Pay Act and federal law, is prohibited.

Pay differentials may be valid in certain situations defined by law. Employees will not be retaliated against for inquiring about or discussing wages. However, the City of Redondo Beach is not obligated to disclose the wages of other employees.

Anti-Retaliation
The City of Redondo Beach will not retaliate against you for filing a complaint or participating in any workplace investigation or complaint process, and will not tolerate or permit retaliation by management, employees or co-workers.

Personal Use Vehicle Policy: Employees who are required to Drive Employees whose job duties require them to drive a City vehicle or their own vehicles for City business will be required to show proof of current valid driving license, vehicle registration, and proof of insurability under the KEEP PEOPLE INTERESTED | KEEP PEOPLE INVOLVED | KEEP PEOPLE INFORMED | KEEP PEOPLE INSPIRED 4 City’s policy or current effective insurance coverage before the first day of employment.

The City of Redondo Beach participates in a system that regularly checks state Department of Motor Vehicles (DMV) records of all employees who are required to drive as part of their job.

If an employee is required to drive as part of their job, the City retains the right to transfer to an alternative position, suspend, or terminate an employee whose license is suspended or revoked, or who fails to maintain personal automobile insurance coverage or who is uninsurable under CITY's policy.

The City of Redondo Beach is not responsible for injury or accidents for travel to or from work or a volunteer assignment. Employees who drive their own vehicles on City business will be reimbursed at the current IRS mileage reimbursement rate.

Personal Use Vehicle Policy: Cell Phone Use
In the interest of the safety of our employees and other drivers and pedestrians on the road, City of Redondo Beach employees are prohibited from using cell phones (including all smart phones) or other wireless communication devices (including laptops and tablets) while driving on City business and/or City time. This prohibition includes any use of the cell phone or other wireless communications device, such as answering or placing calls, engaging in conversations, texting, Web browsing or using any smart phone application while driving.

If your job requires that you keep your cell phone or other wireless communication device turned on while you are driving, you must use a hands-free, voice-operated device at all times. Under no circumstances should employees place phone calls while operating a motor vehicle while driving on City business and/or City time.

Violating this policy is a violation of law and a violation of City rules.

Employees found to be in violation of this policy shall be subject to disciplinary action, up to and including dismissal. If a provision of this policy conflicts with any provision of a valid Memorandum of Understanding (MOU) between the City of Redondo Beach and a recognized employee organization, the provision of the MOU that conflicts with the provision of these Policies shall apply to employees who are covered by the MOU. 1 Reference Data
Introduction..................................................................................................................................................2 Candidate Experience...................................................................................................................................2 Administer employee personnel transactions and input all HR-related payroll changes into MUNIS including new hires...................................................................................................................................2 Candidate Experience...................................................................................................................................2 Coordinate recruitment, selection, and pre-employment testing and activities for all full time and part time vacancies cannot be effectively accomplished by ghosting candidates...........................................2 Customer Experience ...................................................................................................................................3 Administer DOT drug testing is one of many items listed that imply more work than what is actually done. .........................................................................................................................................................3 Employee Experience...................................................................................................................................3 Develop, Administer, and modify City Administrative Policies and Procedures (double dipping hours as have this activity placed in Core Services and Projects)...........................................................................3 Preparing the Organization for the Future..................................................................................................7 Service Awards (All employees want to be acknowledged and appreciated), Employee Wellness, and Modernizing Redondo Beach HR filing and Administrative Practices ......................................................7 2 Introduction
High performing HR organizations are responsible for key components of an employer brand – candidate experience, employee experience, customer experience (interactions with employees, vendors, public, unions, etc.), and preparing the organization for the future. The below represent key observations of deficiencies in the execution of Redondo Beach HR Core Functions antithetical to the City’s commitment to providing the finest services to enhance the quality of life for those who live, work, visit and play in our community. These deficiencies impact public safety in my view as any one of these impact our primary safety practitioners – firefighters, first responders, police department from recruitment through retirement.

Candidate Experience
Administer employee personnel transactions and input all HR-related payroll changes into MUNIS including new hires
• MUNIS (payroll system) integrates with NEOGov (applicant system) so data can be ported over and link created for new hire to input the deficit of personal information to ensure prompt pay etc.

Candidate Experience
Coordinate recruitment, selection, and pre-employment testing and activities for all full time and part time vacancies cannot be effectively accomplished by ghosting candidates •
3 Customer Experience
Administer DOT drug testing is one of many items listed that imply more work than what is actually done.
• This can be a custom report out of the HRIS or Payroll System or a standardized template and take at most three clicks & efaxed or emailed to the vendor (5 minutes max per employee) There are a number of items listed as “administer” or “manage” where the vendor actually does all of the work and we can mitigate any of the steps required from City employees through simple automations.
•
Employee Experience
Develop, Administer, and modify City Administrative Policies and Procedures (double dipping hours as have this activity placed in Core Services and Projects) Adopted: FY2022-2023 (1173 hrs) (4 HC (6,240 working hours (missing an approved role of HR Manager which would add 2080 working hours)
Adopted: FY 2023-2024 (1416 hrs) (4 HC (6,240 working hours (missing an approved role of HR Manager which would add 2080 working hours)
• Begin negotiations with miscellaneous bargaining units using class and comp study findings by December 2023 (100 hours)
• Work with Financial Services & Information Systems departments and City-wide timekeeping staff to implement electronic timekeeping and streamlining payroll processing for all employees by June 2024 (320 hours)
• Develop and/or modify critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy, Substance Abuse Policy and Personal Vehicle Use Policies by June 2024 (226 hours)
4 • Encourage employee engagement through modification and improvement of existing Service Awards Program and other employee led engagement programs in conjunction with employee events committee by June 2024 (200 hours)
• Continue to manage and implement City participation in Public Risk Innovation Solutions and Management (PRISM (formerly CSAC)) risk pool programs by June 2024 (150 hours) • Review available new hire pre-screening medical providers as well as review procedures and medical exam profiles for compliance with updated legal requirements by June 2024 (90 hours) • Research customer service training options and implement City-wide customer service training by June 2024 (100 hours)
• Provide ongoing assistance to the Library Department with the continued development of the City’s volunteer program to ensure legal compliance and City-wide coordination by June 2024 (80 hours)
• Provide ongoing assistance to the City Manager’s office with updates to the City’s Communications Plan by June 2024 (150 hours)
Adopted: FY2021-2022 (1373 hrs) (4 HC (6,240 working hours (missing an approved role of HR Manager which would add 2080 working hours)
Adopted: FY 2022-2023 (1173 hrs) (4 HC (6,240 working hours (missing an approved role of HR Manager which would add 2080 working hours)
• Receive and provide results of targeted classification and compensation study by October 2022 (100 hours)
• Work with Financial Services & Information Systems departments and City-wide timekeeping staff to implement electronic timekeeping and streamlining payroll processing for all employees by June 2023 (438 hours)
• Develop and/or modify critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy, Substance Abuse Policy and Personal Vehicle Use Policies by June 2023 (236 hours)
• Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2023 (219 hours)
• Continue to manage and implement City participation in California State Association of Counties (CSAC) risk pool committees and programs by June 2023 (180 hours) Adopted: FY2020-2021 (1373 hrs) (3 HC (6,240 working hours) Adopted: FY 2021-2022 (1073 hrs) (4 HC (6,240 working hours (missing an approved role of HR Manager which would add 2080 hours))
• Work with Financial Services & Information Systems departments and City-wide timekeeping staff to implement Executime electronic timekeeping and streamlining payroll processing for all employees by June 2022 (438 hours)
• Develop and/or modify critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy, Substance Abuse Policy and Personal Vehicle Use Policies by June 2022 (236 hours)
• Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2022 (219 hours)
Adopted: FY2019-2020 (1830 hrs) (4 HC (6,240 working hours (missing an approved role of HR Manager which would add 2080 hours))
Adopted: FY 2020-2021 (1373 hrs) (3 HC: 6,240 reducing team working hours by 2080) 5 • Work with Financial Services & Information Systems departments and City-wide timekeeping staff to implement Executime electronic timekeeping and streamlining payroll processing for all employees by June 2021 (438 hours)
• Continue to facilitate ongoing worksite wellness programs for full time employees in conjunction with Beach Cities Health District by June 2021 (300 hours) • Develop and/or modify critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy, Substance Abuse Policy and Personal Vehicle Use Policies by June 2021 (236 hours)
• Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2021 (219 hours)
• Continue to manage and implement City participation in California State Association of Counties (CSAC) risk pool committees and programs by June 2021 (180 hours) Adopted: FY2018-2019 (2400 hrs) (5 HC: 10,400 team working hours) Adopted: FY 2019-2020 (1830 hrs) (4 HC: 8,320 team working hours) • Work with Financial Services & Information Systems departments and City-wide timekeeping staff to implement a dual calculation system for FLSA overtime vs MOU overtime for all nonexempt employees, in conjunction with a streamlined system for regular payroll processing for all employees by June 2020 (630 hours)
• Continue to implement and oversee City-wide wellness “pilot program” for full time employees in conjunction with Beach Cities Health District by June 2020 (400 hours) • Develop and/or modify critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy, Substance Abuse Policy and Personal Vehicle Use Policies by June 2020 (300 hours)
• Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2020 (300 hours)
• Continue to manage and implement City participation in California State Association of Counties (CSAC) risk pool committees and programs by June 2020 (200 hours) Adopted: FY2017-2018 (3550 hours) (5 HC: 10,400 team working hours) Adopted: FY2018-2019 (2400 hours) (5 HC: 10,400 team working hours) • Work with Financial Services & Information Systems departments and City-wide timekeeping staff to implement a dual calculation system for FLSA overtime vs MOU overtime for all nonexempt employees, in conjunction with a streamlined system for regular payroll processing for all employees by June 2019 (1200 hours)
• Continue to implement and oversee City-wide wellness “pilot program” for full time employees in conjunction with Beach Cities Health District by June 2019 (400 hours) • Develop and/or modify critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy, Substance Abuse Policy and Personal Vehicle Use Policies by June 2019 (300 hours)
• Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2019 (300 hours)
• Continue to manage and implement City participation in California State Association of Counties (CSAC) risk pool committees and programs by June 2019 (200 hours) Adopted: FY2016-2017 (1300 hours) (5 HC: 10,400 team working hours) Adopted: FY2017-2018 (3550 hours) (5 HC: 10,400 team working hours) 6 • Facilitate implementation/transition to new membership in California State Association of Counties (CSAC-EIA) risk pool by June 2018 (250 hours)
• Facilitate transition to Employee-Paid PERS Member Contributions for Safety Groups including associated contract amendments and payroll changes by June 2018 (200 hours) • Transition to CalPERS Health Insurance for employees and retirees following completion of the meet and confer process (no timeline) (2,000 hours)
• Continue to implement and oversee City-wide wellness “pilot program” for full time employees in conjunction with Beach Cities Health District by June 2018 (300 hours) • Continue to work with Financial Services Department to streamline payroll processing through MUNIS, including training of City-wide departmental timekeeping staff by June 2018 (560 hours) • Modify continuous Police officer recruitment and selection program from quarterly to biannually by June 2018 (240 hours)
Adopted: FY2015-2016 (945 hours) (5 HC: 10,400 team working hours) Adopted: FY2016-2017 (1300 hours) (5 HC: 10,400 team working hours) • Continue development and modification of critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy and Substance Abuse Policy by June 2017 (200 hours)
• Evaluate participation in alternative employee health insurance programs, to control costs while continuing to provide a high level of coverage by June 2017 (200 hours) • Review and evaluate participation in workers’ compensation Alternative Dispute Resolution (ADR) Program to reduce costs by June 2017 (200 hours)
• Develop and implement a city-wide Wellness Program by June 2017 (100 hours) • Continue to work with the Financial Services Department to streamline payroll processing through MUNIS, including training of City-wide departmental timekeeping staff by June 2017 (80 hours)
• Continue evaluation of City’s participation in the Independent Cities Risk Management Authorities (ICRMA) risk pool, and make recommendation regarding alternative by November 2016 (220 hours)
• Maintain implementation of continuous police office recruitment and selection program through June 2017 (300 hours)
Adopted: FY2014-2015 (416 hours) (5 HC: 10,400 team working hours) Adopted: FY2015-2016 (945 hours) (5 HC: 10,400 team working hours) • Identify and update critical outdated administrative policies and procedures by June 2016 (200 hours)
• Implement and monitor AB1522 Healthy Families Healthy Workplace Act requirements by September 2015 (80 hours)
• Develop and implement a city-wide Wellness Program by June 2016 (25 hours) • Work with the Financial Services Department to streamline payroll processing through MUNIS (100)
• Review and modernize HR’s internal filing and general administrative practices by June 2016 (170)
• Work with the Financial Services Department to implement Affordable Care Act monitoring requirements by December 2015 (220 hours)
• Work with the City Attorney’s Office to evaluate City’s ICRMA participation and make recommendation for future participation by December 2015 (50) 7 • Complete staff work to assist with the update of the City’s webpage by June 2016 (100 hours) Preparing the Organization for the Future
Service Awards (All employees want to be acknowledged and appreciated), Employee Wellness, and Modernizing Redondo Beach HR filing and Administrative Practices • Encourage employee engagement through modification and improvement of existing Service Awards Program and other employee led engagement programs in conjunction with employee events committee by June 2024 (200 hours)
• Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2023 (219 hours)
• Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2022 (219 hours)
• Continue to facilitate ongoing worksite wellness programs for full time employees in conjunction with Beach Cities Health District by June 2021 (300 hours as a project but has not moved to Core Activities. Has this been disbanded?)
• Continue to implement and oversee City-wide wellness “pilot program” for full time employees in conjunction with Beach Cities Health District by June 2020 (400 hours) • Continue to implement and oversee City-wide wellness “pilot program” for full time employees in conjunction with Beach Cities Health District by June 2019 (400 hours) • Review and modernize HR’s internal filing and general administrative practices by June 2016 (170) (This is never mentioned again for the next 8 years. Was this addressed or abandoned? If abandoned, why?)
From: Mark Nelson (Home Gmail)
To: CityClerk
Subject: Public Comment - GPAC Meeting and City Council Date: Wednesday, January 31, 2024 1:07:51 PM
Attachments: image.png
CAUTION: Email is from an external source; Stop, Look, and Think before opening attachments or links.

Nick Biro is a $16K per month paid advocacy consultant to BCHD. He should have been removed from GPAC and not allowed to advocate for BCHD at the City during any period of time that he was the chair of GPAC.

From: Mark Nelson (Home Gmail)
To: Planredondo; CityClerk; Michael Webb; Robert W. Lundy; [email protected] Subject: Public Comment GPAC and City Council
Date: Wednesday, January 24, 2024 4:35:36 PM
CAUTION: Email is from an external source; Stop, Look, and Think before opening attachments or links.

If it were to become public knowledge that CenterCal had elected the Chair of the RB GPAC to head its real estate development Properties Committee, and hired the Chair of the RB GPAC for about $200,000 annually to advocate on behalf of CenterCal at the City of Redondo Beach, few people, if any, would be surprised. And the GPAC chair would be out immediately for conflict of interest.

Given that BCHD did in fact contract the GPAC chair and that BCHD has paid him hundreds of thousands of dollars, how can the GPAC Chair be allowed to be bought out by BCHD? The Chair, Biro, must be removed and barred from advocacy at the City of Redondo Beach.

From: Mark Nelson (Home Gmail)
To: Communications; CityClerk; [email protected]; [email protected]; City Council; Garth Meyer; info; Tyler Evains; Holly J. Mitchell; [email protected]; Robert W. Lundy; [email protected]
Subject: Public Comment on BCHD 5PM Board Session 1-24-24 Date: Thursday, January 25, 2024 8:09:33 PM
CAUTION: Email is from an external source; Stop, Look, and Think before opening attachments or links.

Public comment to all agencies and electeds in the addressing line When the District "took" the land for the Prospect campus, the District asserted to the Court that it was empowered to build a hospital for the "Residents who reside" in the District. While the hospital received incidental non-resident usage, it was sized exclusively for the District residents.

Today, BCHD is moving toward a SUPERMAJORITY of non-resident services in direct contradiction to the most contemporaneous information available after the voter approval.

BCHD has lost or disposed of the language that was approved, but the District clearly demonstrated in its filing with the Superior Court that it was limited to Residents, and in fact, those who reside in the District.

BCHD's Powerpoint from January 24th was complete with the addition of "for all" after each sentence. Why is that?
Perhaps because BCHD Covid tested 84% non-residents according to LA County statistics (a supermajority of non-residents)
BCHD's consultant MDS's Table 3-3 provides likely tenants for that assisted living BY ZIP CODE. 80% of the tenant target group are in the non-resident zipcodes (a supermajority of non-residents)
BCHD's proposed PACE facility of 400 enrollees (per Cain) will be 95% non-residents, as only 1 in 1000 seniors uses PACE, and the District residents have only 16,000 seniors (a supermajority of non-residents).

BCHD's current allcove center is 91% non-resident service area as it is required to service SPA8 from Avalon to Long Beach (a supermajority of non-residents) BCHD can no longer be allowed to use the assets, rents and tax dollars of the District residents for SUPERMAJORITY non-resident services by willful design. This isn't incidental use of the facilities by non-residents. The non-residents are primary reason for the development of the RCFE, PACE, and allcove.

From: Mark Nelson (Home Gmail)
To: CityClerk; info; [email protected]; Holly J. Mitchell Subject: Public Comment on Letter to Editor
Date: Thursday, January 25, 2024 8:20:07 PM
CAUTION: Email is from an external source; Stop, Look, and Think before opening attachments or links.

The letter below is clearly in error. BCHD is planning to build an allcove facility for a 91% non-resident service area according to its SPA8 contract.

BCHD's proposed 100% private PMB LLC assisted living facility is 80% non-resident, based on BCHD's MDS Exhibit 3-3 that outlines expected tenancy by zip code.

BCHD continues to propose a PACE facility that will be for up to 95% non-residents. PACE is used by only 1 in 1000 seniors, and the 3 beach cities have only 16,000 seniors, or 16 needed PACE enrollees.

In short, BCHD is developing for a supermajority non-resident service base, and depositing 100% of the damages in Redondo Beach while it exports 80-95% of the benefits.

FACTS MATTER, and the writer below is without FACTS.

Mark Nelson
Redondo Beach
3+ Year BCHD CWG Member
Health zone
Dear ER:

The New York Times recently featured a series on how families “die broke” trying to help aging parents. Recently my 90-year-old mother-in-law, who has paid a pretty penny to live in a lovely retirement community, was denied skilled nursing because there simply was no room available. It is also front-page news that loneliness is epidemic, and our teenagers are experiencing a mental health crisis. The Beach City Health District is working hard to address these issues in our community with much success. That is why it is astounding to me that an erroneous limitation on their zoning was snuck into the Redondo Beach’s General Plan updates. It seems the wants of a few are dominating the needs of the community. If the city of Redondo Beach cannot work with BCHD then they simply cannot work with anybody. Clearly being on the cover of the LA Times for “nasty” politics has not deterred the Redondo Council Majority from continuing to push for outdated, expensive, activism that doesn’t represent the majority of residents.

Marie Walsh Puterbaugh
Redondo Beach
From: Mark Nelson (Home Gmail)
To: PRR; Michael Webb; CityClerk; Planning Redondo; Planredondo Subject: Re: CPRA - zoning
Date: Monday, February 5, 2024 3:18:03 PM
CAUTION: Email is from an external source; Stop, Look, and Think before opening attachments or links.

Thanks. Interesting how BCHD believes that it should have the ability to allow a 100% private company (PMB LLC) to place 300,000 sqft on a 3 acre leasehold. That's an FAR of about 2.5 and simply OUTRAGEOUS. Since the development is limited to the leasehold, it cannot claim any other campus space in its FAR computation.

Public Comment: RB City Council, Planning Department, GPAC Membership, City Attorney On Mon, Feb 5, 2024 at 3:04 PM PRR <[email protected]> wrote:

Dear Mr. Nelson,
Please see below (in red) for the District’s response to your public records request received 1/24/24 that reads:

Provide all BCHD documents explaining errors in the RB General Plan regarding District zoning.

Please see responsive document attached.

Please note that if records you are seeking do not exist, BCHD has no obligation to create new records, or to obtain records from other sources, unless those sources are considered “prepared, owned, used by, or retained by” by the District.

If you believe we have not correctly interpreted your request, please resubmit your request with a description of the identifiable record or records that you are seeking.

Please note that the District may not respond to questions or comments included with your request that are not themselves requests for identifiable public records under the California Public Records Act. The lack of response by the District to any such questions or comments, including follow-up questions and comments, is not an indication of the District’s position on any topic or item, and should not be presented as such to any person.

Thank you.

From: Mark Nelson (Home Gmail)
Sent: Wednesday, January 24, 2024 3:55 PM
To: PRR <[email protected]>
Cc: Planning Redondo <[email protected]>
Subject: CPRA - zoning

EXTERNAL EMAIL - CAUTION
Provide all BCHD documents explaining errors in the RB General Plan regarding District zoning.

Health zone
Dear ER:

That is why it is astounding to me that an erroneous limitation on their zoning was snuck into the Redondo Beach’s General Plan updates. It seems the wants of a few are dominating the needs of the community. If the city of Redondo Beach cannot work with BCHD then they simply cannot work with anybody. Clearly being on the cover of the LA Times for “nasty” politics has not deterred the Redondo Council Majority from continuing to push for outdated, expensive, activism that doesn’t represent the majority of residents.

Marie Walsh Puterbaugh
Redondo Beach

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Redondo Beach City CouncilFebruary 6, 2024

Redondo Beach City Council
February 6, 2024