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10/10/2023CITY OF GRAND TERRACE CITY COUNCIL AGENDA ● OCTOBER 10, 2023 Council Chambers Regular Meeting 6:00 PM Grand Terrace Civic Center ● 22795 Barton Road Teleconference Location 6:00 PM Tahoe Beach & Ski Club ● 3601 Lake Tahoe Blvd, South Lake Tahoe, CA 96150 City of Grand Terrace Page 1 COMMENTS FROM THE PUBLIC The public is encouraged to address the City Council on any matter posted on the agenda or on any other matter within its jurisdiction. If you wish to address the City Council, please complete a Request to Speak card located at the front entrance and provide it to the City Clerk. Speakers will be called upon by the Mayor at the appropriate time and each person is allowed three (3) minutes speaking time. If you would like to participate telephonically and speak on an agenda item, you can access the meeting by dialing the following telephone number and you will be placed in the waiting room, muted until it is your turn to speak: *67 1-669-900-9128 Enter Meeting ID: 88082825703 Password: 415647 The City wants you to know that you can also submit your comments by email to ccpubliccomment@grandterrace-ca.gov. To give the City Clerk adequate time to print out your comments for consideration at the meeting, please submit your written comments prior to 5:00 p.m.; or if you are unable to email, please call the City Clerk’s Office at (909) 954-5207 by 5:00 p.m. If you wish to have your comments read to the City Council during the appropriate Public Comment period, please indicate in the Subject Line “FOR PUBLIC COMMENT” and list the item number you wish to comment on. Comments that you want read to the City Council will be subject to the three (3) minute time limitation (approximately 350 words). Pursuant to the provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future City Council meeting. PLEASE NOTE: Copies of staff reports and supporting documentation pertaining to each item on this agenda are available for public viewing and inspection at City Hall, 1st Floor Lobby Area and 2nd Floor Reception Area during regular business hours and on the City’s website www.grandterrace-ca.gov. For further information regarding agenda items, please contact the office of the City Clerk at (909) 954-5207, or via e-mail at dthomas@grandterrace-ca.gov. Any documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection in the City Clerk’s office at City Hall located at 22795 Barton Road during normal business hours. In addition, such documents will be posted on the City’s website at www.grandterrace-ca.gov. AMERICANS WITH DISABILITIES ACT In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk’s Office, (909) 954-5207 at least 48 hours prior to the advertised starting time of the meeting. This will enable the City to make reasonable arrangements to ensure accessibility to this meeting. Later requests will be accommodated to the extent feasible [28 CFR 34.102.104 ADA Title II]. Agenda Grand Terrace City Council October 10, 2023 City of Grand Terrace Page 2 CALL TO ORDER Convene City Council Invocation Pledge of Allegiance AB 2449 Disclosures Remote participation by a member of the legislative body for just cause or emergency circumstances. Roll Call Attendee Name Present Absent Late Arrived Mayor Bill Hussey    Mayor Pro Tem Doug Wilson    Council Member Sylvia Rodriguez-Robles    Council Member Jeff Allen    Council Member Kenneth J. Henderson    A. REORDERING OF, ADDITIONS TO, OR REMOVAL OF ITEMS FROM THE AGENDA B. SPECIAL PRESENTATIONS New Employee Introductions C. CONSENT CALENDAR The following Consent Calendar items are expected to be routine and noncontroversial. They will be acted upon by the City Council at one time without discussion. Any Council Member, Staff Member, or Citizen may request removal of an item from the Consent calendar for discussion. 1. Waive Full Reading of Ordinances on Agenda DEPARTMENT: CITY CLERK 2. Approval of Minutes – Regular Meeting – 09/26/2023 DEPARTMENT: CITY CLERK Agenda Grand Terrace City Council October 10, 2023 City of Grand Terrace Page 3 3. Approval of the August-2023 Check Register in the Amount of $659,112.11 RECOMMENDATION: Approve the Check Register No. 08312023 in the amount of $659,112.11 as submitted, for the month ending August 31, 2023. DEPARTMENT: FINANCE 4. Treasurer's Report as of June 30, 2023 RECOMMENDATION: Receive and file the Treasurer's Report for the period ending June 30, 2023. DEPARTMENT: FINANCE 5. Measure I Capital Project Needs Analysis for Fiscal Years 2024-2025 through 2028- 2029 RECOMMENDATION: ADOPT “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE, STATE OF CALIFORNIA, ADOPTING A FIVE-YEAR MEASURE I CAPITAL PROJECT NEEDS ANALYSIS FOR FISCAL YEARS 2024-2025 THROUGH 2028-2029” DEPARTMENT: PUBLIC WORKS D. PUBLIC COMMENT This is the opportunity for members of the public to comment on any items not appearing on the regular agenda. Because of restrictions contained in California Law, the City Council may not discuss or act on any item not on the agenda, but may briefly respond to statements made or ask a question for clarification. The Mayor may also request a brief response from staff to questions raised during public comment or may request a matter be agendized for a future meeting. E. PUBLIC HEARINGS - NONE F. UNFINISHED BUSINESS - NONE Agenda Grand Terrace City Council October 10, 2023 City of Grand Terrace Page 4 G. NEW BUSINESS 6. Approval of an Information Technology Management Services Agreement RECOMMENDATION: Approval of an Information Technology Management Services Agreement Between the City of Grand Terrace and Onsite Computing, Inc. DEPARTMENT: CITY MANAGER 7. City Council Policies and Procedures RECOMMENDATION: 1) Adopt revisions to the City of Grand Terrace Council Procedures to become effective immediately; and 2) Authorize the City Attorney to update, re-organize, and provide a restated version of the Council Procedures for consideration at a future meeting. DEPARTMENT: CITY ATTORNEY H. REQUESTS FOR FUTURE AGENDA ITEMS BY CITY COUNCIL Pursuant to City Council policy set forth in the 2030 Vision and 2014 ‐2020 Strategic Plan, if a City Council Member is interested in a task or project that will require more than one hour of staff time to complete, the item will be agendized to ask the City Council if time should be spent on preparing a report on the proposed item. In accordance with this policy, this is the opportunity for City Council Members to request that an item be placed on a future agenda and authorize staff to prepare an agenda report. To ensure compliance with the Brown Act, the request shall be submitted to the City Manager at least one week in advance of the meeting so that the topic can be included on the agenda under this section. In order for any listed item to be placed on a future agenda, the City Council must act by formal motion (i.e., requires a motion and a second) to direct the City Manager to place the item on a future agenda. Pursuant to the requirements of the Brown Act, no other items may be considered other than those listed below. 1. Review All Ordinances Adopted Prior to 2013 for Possible Modification Requested by: Mayor Bill Hussey I. CITY COUNCIL COMMUNICATIONS Council Member Kenneth J. Henderson Council Member Jeff Allen Agenda Grand Terrace City Council October 10, 2023 City of Grand Terrace Page 5 Council Member Sylvia Robles Mayor Pro Tempore Doug Wilson Mayor Bill Hussey J. CITY MANAGER COMMUNICATIONS K. CLOSED SESSION - NONE L. ADJOURN The Next Regular City Council Meeting will be held on Tuesday, October 24, 2023 at 6:00 PM. Any request to have an item placed on a future agenda must be made in writing and submitted to the City Clerk’s office and the request will be processed in accordance with Council Procedures. CITY OF GRAND TERRACE CITY COUNCIL MINUTES ● SEPTEMBER 26, 2023 Council Chambers Regular Meeting 6:00 PM Grand Terrace Civic Center ● 22795 Barton Road City of Grand Terrace Page 1 CALL TO ORDER Bill Hussey, Mayor convened the Regular Meeting of the City Council for Tuesday, September 26, 2023, at 6:00 p.m. Invocation The Invocation was led by Mayor Pro Tem Doug Wilson. Pledge of Allegiance The Pledge of Allegiance was led by City Attorney, Adrian Guerra. AB 2449 Disclosures None. Attendee Name Title Status Arrived Bill Hussey Mayor Present Doug Wilson Mayor Pro Tem Present Sylvia Rodriguez-Robles Council Member Present Jeff Allen Council Member Absent Kenneth J. Henderson Council Member Absent Konrad Bolowich City Manager Present Adrian Guerra City Attorney Present Debra Thomas City Clerk Present Christine Clayton Finance Director Present A. REORDERING OF, ADDITIONS TO, OR REMOVAL OF ITEMS FROM THE AGENDA The Special Presentation was placed after Public Comment. C.2 Packet Pg. 6 Mi n u t e s A c c e p t a n c e : M i n u t e s o f S e p 2 6 , 2 0 2 3 6 : 0 0 P M ( C o n s e n t C a l e n d a r ) Minutes Grand Terrace City Council September 26, 2023 City of Grand Terrace Page 2 B. CONSENT CALENDAR RESULT: APPROVED [UNANIMOUS] MOVER: Sylvia Rodriguez-Robles, Council Member SECONDER: Bill Hussey, Mayor AYES: Bill Hussey, Doug Wilson, Sylvia Rodriguez-Robles ABSENT: Jeff Allen, Kenneth J. Henderson 1. Waive Full Reading of Ordinances on Agenda 2. Approval of Minutes – Special Meeting Workshop – 09/12/2023 APPROVE THE SPECIAL MEETING WORKSHOP MINUTES FOR SEPTEMBER 12, 2023 3. Approval of Minutes – Regular Meeting – 09/12/2023 APPROVE THE REGULAR MEETING MINUTES FOR SEPTEMBER 12, 2023 4. Award of Contract for the Capital Improvement Project (CIP 2024-1) 1. APPROVE A CHANGE ORDER TO THE CONTRACT WITH GOODMAN & ASSOCIATES FOR ADDITIONAL WORK FOR 2023-24 CAPITAL IMPROVEMENT PROGRAM (CIP) PROJECT 2024-1 IN THE AMOUNT OF $20,000. 2. AUTHORIZE THE CITY MANAGER TO EXECUTE THE CHANGE ORDER SUBJECT TO CITY ATTORNEY APPROVAL AS TO FORM. 5. Community Benefit Fund Grant Award to Christ the Redeemer Catholic Church in the Amount of $310.00 APPROVE THE COMMUNITY BENEFIT FUND GRANT APPLICATION FROM CHRIST THE REDEEMER CATHOLIC CHURCH IN THE AMOUNT OF $310.00 TO SUPPORT THE CHRIST THE REDEEMER CAR SHOW C. PUBLIC COMMENT Bobbie Forbes, Grand Terrace expressed her concern regarding the residents at JC Wallace House. D. SPECIAL PRESENTATIONS Chancellor Diana Rodriguez from the San Bernardino Community College District gave a PowerPoint presentation on the Economic Impact the College District has on the community. C.2 Packet Pg. 7 Mi n u t e s A c c e p t a n c e : M i n u t e s o f S e p 2 6 , 2 0 2 3 6 : 0 0 P M ( C o n s e n t C a l e n d a r ) Minutes Grand Terrace City Council September 26, 2023 City of Grand Terrace Page 3 E. PUBLIC HEARINGS 1. Public Hearing and Adoption of Resolution Relating to Rate Increases for Solid Waste Collection Services and Authorization of Estimated Rate Increases for Solid Waste Services for a Five Year Period Commencing October 1, 2023 through July 1, 2027 Not to Exceed More Than Ten Percent of the Previous Year’s Rates. Shanita Tillman, Senior Management Analyst gave the staff report and PowerPoint presentation for this item. Mayor Hussey opened the public hearing at 6:35 p.m. PUBLIC COMMENT Debra Thomas, City Clerk announced that the City received five (5) resident protest letters opposing the rate increase. Mayor Hussey closed the public hearing at 6:36 p.m. Adrian Guerra, City Attorney announced for the record that five (5) protests do not constitute a fifty-plus-one majority of parcels in the City. 1. CONDUCT A PUBLIC HEARING TO CONSIDER ADOPTION OF RATE INCREASES FOR SOLID WASTE, RECYCLING, DISPOSAL SERVICE & WASTE COLLECTION) RATE INCREASE 2. ADOPT A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE, CALIFORNIA APPROVING AN INCREASE IN SOLID WASTE, RECYCLING, DISPOSAL SERVICE & WASTE COLLECTION) RATE INCREASE AND AUTHORIZATION OF ESTIMATED RATE INCREASES FOR SOLID WASTE SERVICES FOR A FIVE YEAR PERIOD COMMENCING OCTOBER 1, 2023 THROUGH JULY 1, 2027 NOT TO EXCEED MORE THAN TEN PERCENT OF THE PREVIOUS YEAR’S RATES. RESULT: APPROVED [UNANIMOUS] MOVER: Doug Wilson, Mayor Pro Tem SECONDER: Sylvia Rodriguez-Robles, Council Member AYES: Bill Hussey, Doug Wilson, Sylvia Rodriguez-Robles ABSENT: Jeff Allen, Kenneth J. Henderson F. UNFINISHED BUSINESS - NONE G. NEW BUSINESS - NONE C.2 Packet Pg. 8 Mi n u t e s A c c e p t a n c e : M i n u t e s o f S e p 2 6 , 2 0 2 3 6 : 0 0 P M ( C o n s e n t C a l e n d a r ) Minutes Grand Terrace City Council September 26, 2023 City of Grand Terrace Page 4 H. REQUESTS FOR FUTURE AGENDA ITEMS BY CITY COUNCIL - NONE I. CITY COUNCIL COMMUNICATIONS Council Member Sylvia Robles Council Member Rodriguez-Robles announced the passing of William B. Harrison, Jr. co-founder and publisher of El Chicano. Mayor Pro Tempore Doug Wilson Nothing to Report. Mayor Bill Hussey Nothing to Report. J. CITY MANAGER COMMUNICATIONS Konrad Bolowich, City Manager announced the following: • Saturday, September 30, 2023, Historical & Cultural Activities Committee Country Fair beginning at 9:00 a.m. located at the Barton Road Professional Plaza. K. CLOSED SESSION - NONE L. ADJOURN Mayor Hussey adjourned the Regular Meeting of the City Council in memory of William B. Harrison, Jr. at 6:45 p.m. The Next Regular City Council Meeting will be held on Tuesday, October 10, 2023, at 6:00 p.m. _________________________________ Bill Hussey, Mayor _________________________________ Debra L. Thomas, City Clerk C.2 Packet Pg. 9 Mi n u t e s A c c e p t a n c e : M i n u t e s o f S e p 2 6 , 2 0 2 3 6 : 0 0 P M ( C o n s e n t C a l e n d a r ) AGENDA REPORT MEETING DATE: October 10, 2023 Council Item TITLE: Approval of the August-2023 Check Register in the Amount of $659,112.11 PRESENTED BY: Christine Clayton, Finance Director RECOMMENDATION: Approve the Check Register No. 08312023 in the amount of $659,112.11 as submitted, for the month ending August 31, 2023. 2030 VISION STATEMENT: This staff report supports Goal #1, “Ensuring Our Fiscal Viability”, through the continuous monitoring of expenditure budgets, allocations, and operational costs. BACKGROUND: The check register for the month of August-2023 has been prepared in accordance with Government Code §37202 and is hereby submitted for City Council’s approval. The check register lists all vendor payments for the respective month, along with a brief description of the type of goods or services purchased and the account code(s) associated with each payment. The check registers list all payments made to vendors and employee reimbursements during the month of August-2023. The attached index to the Check Register is a guideline account list only and is not intended to replace the comprehensive chart of accounts used by the City and Grand Terrace Successor Agency. Expenditure account number formats are XX-XXX-XXX [Fund-Department-Account]. Expenditures may be made from trust/agency accounts (Fund 23-XXX-) or temporary clearing accounts which do not have a budgetary impact. DISCUSSION: CHECK REGISTER A total of $659,112.11 in accounts payable checks and/or wires were issued during the period for services, reimbursements, supplies, and contracts and are detailed in the individual monthly register. Below is a table that lists payments larger than $10,000 for the month of August-2023. C.3 Packet Pg. 10 Payments larger than $10,000: Check No. Payee Description Amount 80388 ALESHIRE & WYNDER LLP JUN 2023 LEGAL SERVICES $22,932.83 80396 ELEAZAR ENGINEERING INC INSTALLATION OF FITNESS EQUIPMENT AND REPLACED DAMAGED CATCH BASIN $34,978.90 80400 LOMA LINDA HEAT AND AC INC PURCHASE OF AC UNIT FOR THE LIBRARY $23,567.00 80407 SB COUNTY SHERIFF FY2023-24 CAL-ID ASSESSMENT FEE $15,389.56 80441 RIVERSIDE HIGHLAND WATER JUN-JUL 2023 WATER USAGE $13,628.67 80442 SB COUNTY SHERIFF AUG 2023 LAW ENFORCEMENT SERVICES $205,858.00 80452 HARDY & HARPER INC CIP 2023-1 STREET REHABILITATION PROJECT PYMT #1 $113,609.19 80454 MICHAEL BAKER INTERNATIONAL MAY 2023 ON-CALL STAFFING FOR PLANNING DEPT $12,887.52 80455 WILLDAN JUN 2023 SVCS FOR BARTON RD CIP 2023-01, MAY 2023 PLAN CHECK/INSPECTION AND BUILDING & SAFETY SVCS $10,778.00 80460 LOMA LINDA HEAT AND AC INC AC UNIT INSTALLATION $12,031.00 7235947 SO CAL EDISON JUL 2023 ENERGY USAGE $20,834.01 17234867 CA PUB EMPLOYEES RETIRE SYSTEM AUG 2023 PERS HEALTH INSURANCE $21,307.94 17257810 CA PUB EMPLOYEES RETIRE SYSTEM SEP 2023 PERS HEALTH INSURANCE $22,066.57 TOTAL PAYMENTS LARGER THAN $10,000 $529,869.19 PAYROLL Payroll costs for the month: Pay Per. Period Start Period End Pay Date Amount AUG-23 29 From 07/22/2023 to 08/04/2023 08/10/2023 $52,150.70 30 From 08/05/2023 to 08/18/2023 08/24/2023 $51,679.76 $103,830.46 FISCAL IMPACT: All disbursements (including payroll) were made in accordance with the approved budget for Fiscal Year 2023-24 in the amount of: C.3 Packet Pg. 11 Description Amount AUG-23 Check Register $659,112.11 Payroll $103,830.46 $762,942.57 ATTACHMENTS: • FY2023-24 Check Register Account Index (PDF) • Aug Check Register (PDF) APPROVALS: Christine Clayton Completed 09/19/2023 8:34 AM Finance Completed 09/19/2023 8:34 AM City Manager Completed 09/29/2023 1:12 PM City Council Pending 10/10/2023 6:00 PM C.3 Packet Pg. 12 CITY OF GRAND TERRACE FY2023-24 GRAND TERRACE CIVIC CENTER 22795 BARTON ROAD GRAND TERRACE, CA 92313 CHECK REGISTER Account Index Bill Hussey, Mayor Doug Wilson, Mayor Pro Tem Sylvia Rodriguez-Robles, Council Member Jeff Allen, Council Member The Grand Terrace City Council meets on the Second and Fourth Tuesday of each month at 6:00 pm. City of Grand Terrace Check Register Index Kenneth Henderson, Council Member C.3.a Packet Pg. 13 At t a c h m e n t : F Y 2 0 2 3 - 2 4 C h e c k R e g i s t e r A c c o u n t I n d e x ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f Fund Dept Acct No.Fund Name No.Department Cost Center No.General Account Numbers 09 CHILD CARE FUND 110 CITY COUNCIL 110 SALARIES/WAGES 10 GENERAL FUND 120 CITY MANAGER 115 OVERTIME 11 STREET FUND 125 CITY CLERK 120 COUNCIL STIPENDS 12 STORM DRAIN FUND 140 FINANCE 138 MEDICARE / SUI 13 PARK FUND 160 CITY ATTORNEY 139 EMPLOYEES' BENEFIT PLAN 14 AB 3229 COPS FUND 172 BUILDING & SAFETY 140 RETIREMENT 15 AIR QUALITY IMPROVEMENT FUND 175 PUBLIC WORKS 142 HEALTH/LIFE INSURANCE 16 GAS TAX FUND 180 COMMUNITY EVENTS 143 WORKERS' COMPENSATION 17 TRAFFIC SAFETY FUND 185 RENTAL INSPECTION PROGRAM 210 OFFICE EXPENSE 18 TRANS. DEV. ACT (T D A FUND)187 ENFORCEMENT PROGRAM 211 POSTAGE & MAILING 19 FACILITIES DEVELOPMENT FUND 190 NON-DEPARTMENTAL 220 SPECIAL DEPARTMENTAL EXP 20 MEASURE I FUND 195 FACILITIES MAINTENANCE 230 ADVERTISING 21 WASTE WATER DISPOSAL FUND 370 PLANNING & DEVELOPMENT SVCS 235 COMMUNICATIONS 22 COMMUNITY DEV. BLOCK GRANT 380 MGT INFORMATION SYSTEMS 238 UTILITIES 25 SPRING MOUNTAIN RANCH FUND 410 LAW ENFORCEMENT 240 RENTS & LEASES 26 LSCPG/ LGHTG ASSESSMENT DIST.411 ASSET FORFEITURES 244 CUSTODIAL SERVICES 32 S/A CAPITAL PROJECTS FUND 430 RECREATION SERVICES 245 MAINT BLDG GRNDS EQUIPMNT 36 S/A 2011 TABS BOND PROCEEDS 441 CHILD CARE - NUTRITION GRANT 246 MAINT/OPER OF EQUIPMNT 45 CIP - COMMERCE WAY 445 CHILD CARE - TINY TOTS 250 PROFESSIONAL SERVICES 46 CIP - STREET IMPROVEMENTS 446 CHILD CARE - AFTER SCHOOL 251 BANKING SERVICE CHARGES 47 CIP - BARTON RD. BRIDGE PROJECT 447 CHILD CARE - PRE-SCHOOL 252 ROAD MAINTENANCE 48 CIP - CAPITAL PROJECTS FUND 450 PARKS MAINTENANCE 254 STREET SWEEPING 49 CIP - PARKS 461 COMMUNITY GRANTS 255 CONTRACTUAL SERVICES 50 CAPITAL PROJECT BOND PROCEEDS 500 AIR QUALITY PROGRAMS 256 ANIMAL SHELTERING SVCS 52 HOUSING AUTHORITY 510 STREET & SIGNAL LIGHTING 260 INSURANCE & SURETY BONDS 61 COMMUNITY BENEFITS FUND 573 LINE MAINTENANCE 265 MEMBERSHIPS & DUES 62 LIGHT UP GRAND TERRACE FUND 600 ZONE 1 13364 CANAL -TERR PINES 268 TRAINING 63 ILLEGAL FIREWORKS FUND 601 ZONE 3 TRACT 14471 PICO & ORIOLE 270 TRAVEL/CONFERENCES/MTGS 64 PUBLIC SAFETY FUND 602 ZONE 2 14264 FORREST CITY PHASE II 271 MILEAGE 65 SENIOR BUS PROGRAM FUND 603 ZONE 4 TRACT 17766 GREENBRIAR 625 NPDES 66 CAL RECYCLE GRANT 604 ZONE 5 TRACT 18793 PALOMINO 631 STORM DRAIN MAINTENANCE 67 PUBLIC EDUC & GOVT ACCESS (PEG)605 ZONE 6 TRACT 18071 JADEN 801 PLANNING COMMISSION 68 40TH YR CELEBRATION FUND 606 ZONE 7 TRACT 18604 TESORO/VAN BUREN 804 HISTORICAL & CULTURAL COMM. 69 COMMUNITY DAY FUND 625 NPDES 311 FACILITY IMPROVEMENTS 70 FIXED ASSED/EQUIP REPL FUND 631 STORM DRAIN MAINTENANCE 570 WASTEWATER TREATMENT 73 ACTIVE TRANS PRGM (ATP) GRANT 700 CAPITAL OUTLAY 400 OTHER COMMUNITY GRANTS 74 HIGHWAY SFTY IMPV PRGM (HSIP)705 EVERY 15 MINUTES 601 ELECTRICAL VEHICLE STATIONS 75 EMER MGMT PREP GRANT (EMPG)801 PLANNING COMMISSION 700 COMPUTER EQUIPMENT 76 ENHANCED INFRA FIN DIST (EIFD)804 HISTORICAL & CULTURAL COMMITTEE 701 CAPITAL IMPROVEMENT OTHER 77 SO CAL INCENTIVE PROJECT (SCIP)805 SENIOR CITIZENS PROGRAM 705 VEHICLES 90 COVID-19 EMERGENCY FUND 808 EMERGENCY OPERATIONS PROG.998 OVERHEAD COST ALLOCATION 95 DOG PARK ENDOWMENT FUND 999 TRANSFERS 999 TRANSFERS OUT C.3.a Packet Pg. 14 At t a c h m e n t : F Y 2 0 2 3 - 2 4 C h e c k R e g i s t e r A c c o u n t I n d e x ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f CITY OF GRAND TERRACE FY2023-24 GRAND TERRACE CIVIC CENTER 22795 BARTON ROAD GRAND TERRACE, CA 92313 MONTHLY CHECK REGISTER For the Period Ending August 31, 2023 Bill Hussey, Mayor Doug Wilson, Mayor Pro Tem Sylvia Rodriguez-Robles, Council Member Jeff Allen, Council Member Kenneth Henderson, Council Member The Grand Terrace City Council meets on the Second and Fourth Tuesday of each month at 6:00 pm. C.3.b Packet Pg. 15 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # HINES REIMBURSABLE SUNNY DAYS LLC Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total 80388 08/03/2023 ALESHIRE AND WYNDER LLP 77545 JUN 2023 LEGAL SERVICES - GENERAL 07/26/2023 E 10-160-250-000-000 10,000.00 10,000.00 76933 JUN 2023 LEGAL SERVICES - LITIGATION 07/26/2023 E 10-160-250-100-000 8,804.00 8,804.00 76935 JUN 2023 LEGAL SERVICES - REAL ESTATE 07/26/2023 E 10-160-250-000-000 2,340.00 2,340.00 76936 JUN 2023 LEGAL SERVICES - REFUSE 07/26/2023 E 10-160-250-100-000 1,144.00 1,144.00 77546 JUN 2023 LEGAL SERVICES - 07/26/2023 B 23-515-53-00 585.00 585.00 76932 JUN 2023 LEGAL SERVICES - 07/26/2023 B 10-015-61-00 59.83 59.83 22,932.83 80389 08/03/2023 FAMILY SERVICE ASSOCIATION 06-2023-300405S JUN 2023 CDBG - SR CENTER COORDINATOR 07/27/2023 E 22-425-312-000-000 2,597.52 2,597.52 06-2023-300405E JUNE 2023 CDBG SR CENTER PROGRAMS 07/27/2023 E 22-425-305-000-000 284.08 284.08 06-2023-300604 JUNE 2023 CDBG SR CENTER PROGRAMS 07/27/2023 E 22-425-305-000-000 260.35 260.35 3,141.95 C.3.b Packet Pg. 16 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total PHOTOCOPIER SERVICES 9009448785 PHOTOCOPIER SERVICES PLANNING DEPT LUIS GARDEA ALARM SYSTEM 80390 08/03/2023 KONICA MINOLTA BUS. SOLUTIONS 9009449271 04/15/23-05/14/23 CITYWIDE 07/26/2023 E 10-190-212-000-000 207.56 207.56 06/15/23-07/14/23 CITYWIDE 07/25/2023 E 10-190-212-000-000 207.56 207.56 415.12 80391 08/03/2023 LOMA LINDA HEAT AND A C INC 10263366 FY2022-23 HVAC SERVICES 06/26/2023 E 10-195-257-000-000 805.00 805.00 805.00 80392 08/03/2023 MICHAEL BAKER INTERNATIONAL 1185993 JUNE 2023 ON-CALL STAFFING FOR 07/26/2023 E 10-370-250-000-000 7,226.05 7,226.05 7,226.05 80393 08/03/2023 CALIFORNIA BUILDING OFFICIALS 16565 CALBO EDUCATION WEEK REGISTRATION -07/27/2023 E 10-172-270-000-000 430.00 430.00 430.00 80394 08/03/2023 CHAMPION FIRE SYSTEMS INC 67867 FY2023-24 ANNUAL TEST OF FIRE 07/28/2023 E 10-195-246-000-000 2,895.00 2,895.00 2,895.00 80395 08/03/2023 DENTAL HEALTH SERVICES 2334490 AUG 2023 EMPLOYEE PAID DENTAL INS 07/16/2023 B 10-022-70-00 461.95 461.95 461.95 C.3.b Packet Pg. 17 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total AT PETTA PARK AND PRESTON SENIOR CENTER VETERANS PARKS FREEDOM PARK FOR DOG PARK 80396 08/03/2023 ELEAZAR ENGINEERING INC 80-5 INSTALLATION OF FITNESS EQUIPMENT 07/27/2023 E 92-805-246-000-000 26,028.90 26,028.90 81-2 REPLACE DAMAGED CATCH BASIN 07/28/2023 E 10-631-255-000-000 8,950.00 8,950.00 34,978.90 80397 08/03/2023 EZ SUNNYDAY LANDSCAPE 5422 WEED ABATEMENT AT LOT ON BARTON 07/27/2023 E 10-187-257-000-000 310.00 310.00 310.00 80398 08/03/2023 FIREMASTER 0001092864 FY2023-24 HYDROTEST SERVICES FOR 07/20/2023 E 10-805-245-000-000 2,577.50 2,577.50 2,577.50 80399 08/03/2023 FRUIT GROWERS SUPPLY 92399850 FY2023-24 IRRIGATION SUPPLIES FOR 07/19/2023 E 10-450-245-000-000 121.20 121.20 92401518 FY2023-24 IRRIGATION SUPPLIES FOR 07/27/2023 E 10-450-245-000-000 47.43 47.43 92399809 FY2023-24 IRRIGATION SUPPLIES 07/19/2023 E 10-450-245-000-000 27.45 27.45 196.08 C.3.b Packet Pg. 18 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total - NEW CITY CHURCH AT RICHARD ROLLINS PARK 80400 08/03/2023 LOMA LINDA HEAT AND A C INC 9899866 PURCHASE OF AC UNIT FOR THE LIBRARY 08/01/2023 E 70-195-700-001-000 23,567.00 23,567.00 23,567.00 80401 08/03/2023 NEW CITY CHURCH 08012023 COMMUNITY BENEFIT FUND REIMBURSEMENT 08/01/2023 E 61-461-100-000-000 1,999.78 1,999.78 1,999.78 80402 08/03/2023 NEW WORLD PLUMBING INC 1146 PLUMBING REPAIRS FOR RESTROOMS 07/29/2023 E 10-450-245-000-000 700.00 700.00 700.00 80403 08/03/2023 ODP BUSINESS SOLUTIONS LLC 318138029001 FY2023-24 OFFICE SUPPLIES 07/14/2023 E 10-190-210-000-000 86.17 86.17 86.17 80404 08/03/2023 PAY PLUS SOLUTIONS INC 31297 AUG 2023 CALPERS INSIGHT E-TOOLS PAY 08/01/2023 E 10-140-255-000-000 515.81 515.81 515.81 C.3.b Packet Pg. 19 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total TO JUL 2023 - FREEDOM PARK 80405 08/03/2023 PETTY CASH 08022023 REPLENISH PETTY CASH MAR 2023 08/02/2023 E 10-110-270-000-000 193.20 E 10-120-220-000-000 200.00 E 10-172-270-000-000 44.57 E 10-185-250-000-000 270.00 E 10-185-272-000-000 6.00 E 10-190-210-000-000 48.00 E 10-190-220-000-000 48.00 E 65-425-220-000-000 10.00 819.77 819.77 80406 08/03/2023 SYLVIA ROBLES JUL2023 SR MED REIMBJUL2023 SR MEDICARE REIMBURSEMENT 07/20/2023 E 10-110-142-000-000 164.90 164.90 164.90 80407 08/03/2023 SB COUNTY SHERIFF 23471 FY2023-24 CAL-ID ASSESSMENT FEE 07/26/2023 E 10-410-258-000-000 15,389.56 15,389.56 15,389.56 80408 08/03/2023 SITEONE LANDSCAPE SUPPLY 132638912-001 FY2023-24 IRRIGATION SUPPLIES 07/20/2023 E 10-450-245-000-000 153.00 153.00 132879782-001 FY2023-24 IRRIGATION SUPPLIES 07/27/2023 E 10-450-245-000-000 33.70 33.70 186.70 80409 08/03/2023 T MOBILE JUL23 TMOBILE JUN-JUL 2023 BACKUP INTERNET SERVICE 07/21/2023 E 10-380-250-000-000 31.15 31.15 31.15 C.3.b Packet Pg. 20 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total MAINTENANCE FEES COLLECTIONS FOR JUNE 2023 PROCESSING FEES 80410 08/03/2023 TIME WARNER CABLE 0153825072323 SR CENTER INTERNET - HSD3 - JUL-AUG 2023 07/23/2023 E 10-805-238-000-000 99.99 99.99 99.99 80411 08/03/2023 UNDERGROUND SERVICE ALERT 720230306 AUG 2023 MONTHLY DATABASE 08/01/2023 E 16-900-220-000-000 71.25 71.25 71.25 80412 08/10/2023 CITY OF COLTON 06132023 SEWER 07/01/2021 - 04/25/2023 DELINQ SEWER 06/13/2023 B 23-302-90-00 2,273.89 B 23-303-90-00 4,955.98 7,229.87 7,229.87 80413 08/10/2023 COLTON PUBLIC UTILITIES FEB23-MAR23 GT SEWERFEB 23 - MAR 23 GT SEWER COMM 07/31/2023 E 10-190-238-000-000 562.51 562.51 562.51 80414 08/10/2023 DATA TICKET INC 153692 GRAND TERRACE - STREET SWEEPING 07/21/2023 E 10-140-255-000-000 103.10 103.10 103.10 80415 08/10/2023 HDL SOFTWARE LLC SIN029849 JUN 2022 BUSINESS LICENSE 06/30/2023 E 10-140-250-000-000 300.00 300.00 300.00 C.3.b Packet Pg. 21 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total PHOTOCOPIER SERVICES (46) POLYCOM VVX 450 PHONES FOR MALE STRAY CAT FOR STRAY KITTEN 80416 08/10/2023 KONICA MINOLTA BUS. SOLUTIONS 9009449272 05/15/23-06/14/23 CITYWIDE 07/26/2023 E 10-190-212-000-000 214.49 214.49 214.49 80417 08/10/2023 8X8 INC 3968762 AUG 2023 SERVICE CHARGE FOR 08/01/2023 E 10-190-235-000-000 1,321.69 1,321.69 1,321.69 80418 08/10/2023 ANIMAL EMERGENCY CLINIC 217419 JULY 2023 EMERGENCY VET SERVICES 07/05/2023 E 10-185-250-000-000 290.00 290.00 217420 JULY 2023 EMERGENCY VET SERVICES 07/05/2023 E 10-185-250-000-000 80.00 80.00 370.00 80419 08/10/2023 ARROWHEAD CREDIT UNION JUL2023 VISA JUL-AUG 2023 VISA CHARGES 08/02/2023 E 10-190-272-000-000 2,218.81 E 10-370-210-000-000 149.90 2,368.71 2,368.71 80420 08/10/2023 AT AND T AUG 2023 AT&T AUG 2023 AT&T 08/01/2023 E 10-190-235-000-000 1,885.17 E 10-450-235-000-000 354.32 E 10-805-235-000-000 672.52 E 10-808-235-000-000 694.76 3,606.77 3,606.77 C.3.b Packet Pg. 22 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total (4) YARD SALE SIGNS CITY COUNCIL & PLANNING COMMISSION 1ST READING GRIFFIN PARK ON LOT 22737 BARTON ROAD 80421 08/10/2023 ELIZABETH BARRERA 08012023 REFUND YARD SALE SIGN DEPOSITS FOR 08/01/2023 B 23-515-22-00 40.00 40.00 40.00 80422 08/10/2023 BENSON PRODUCTIONS 1600 JULY 2023 VIDEOGRAPHER SERVICES FOR 07/26/2023 E 67-380-250-000-000 900.00 900.00 900.00 80423 08/10/2023 CITY NEWSPAPER GROUP 3314 GT 08/03/2023 ORDINANCE NO. 350 - 08/01/2023 E 10-125-230-000-000 133.20 133.20 3313 GT 08/03/2023 REQUEST FOR PROPOSAL 08/01/2023 E 10-125-230-000-000 116.55 116.55 249.75 80424 08/10/2023 EYEMED FIDELITY SECURITY LIFE 165883709 AUG 2023 EMPLOYEE PAID VISION INS 07/21/2023 B 10-022-71-00 82.29 82.29 82.29 80425 08/10/2023 EZ SUNNYDAY LANDSCAPE 5418 REMOVAL OF TREE WITH STUMP IN 07/19/2023 E 10-450-255-000-000 1,080.00 1,080.00 5433 GENERAL CLEANUP, WEED ABATEMENT 08/03/2023 E 10-187-257-000-000 400.00 400.00 1,480.00 C.3.b Packet Pg. 23 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total (3) YARD SALE SIGNS RICHARD ROLLINS PARK LIBRARY/COMMUNITY ROOM 80426 08/10/2023 ALEXIS FONSECA 08072023 REFUND YARD SALE SIGN DEPOSITS FOR 08/07/2023 B 23-515-22-00 30.00 30.00 30.00 80427 08/10/2023 FRUIT GROWERS SUPPLY 92402807 IRRIGATION SUPPLIES FOR PARKS 08/02/2023 E 10-450-245-000-000 11.57 11.57 11.57 80428 08/10/2023 DENISSE GONZALEZ 08012023 REFUND DEPOSIT FOR RESERVATION AT 08/01/2023 B 23-515-22-00 50.00 50.00 50.00 80429 08/10/2023 NICHOLAS HARTZELL 08072023 REFUND YARD SALE SIGN DEPOSITS FOR 08/07/2023 (1) YARD SALE SIGN B 23-515-22-00 10.00 10.00 10.00 80430 08/10/2023 HDL COREN CONE SIN030146 JUL-SEP 2023 PROPERTY TAX SERVICES 07/27/2023 E 10-140-250-000-000 2,381.46 2,381.46 2,381.46 80431 08/10/2023 HONEYWELL INTERNATIONAL 5264281996 DIAGNOSE AC #2 ABOVE THE 07/27/2023 E 10-195-246-000-000 1,976.55 1,976.55 1,976.55 80432 08/10/2023 WILLIAM HUSSEY AUG 2023 BH HLTHAUG 2023 BH HLTH REIMBURSEMENT 08/06/2023 E 10-110-142-000-000 305.08 305.08 305.08 C.3.b Packet Pg. 24 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total (5) YARD SALE SIGNS CIVIC CENTER AND PARKS (3) YARD SALE SIGNS 80433 08/10/2023 INLAND BUSINESS FORMS 35249 BUSINESS CARDS FOR TABATHA BAREFIELD 08/01/2023 E 10-175-210-000-000 49.96 49.96 49.96 80434 08/10/2023 LOMA LINDA HEAT AND A C INC 10520281 FY2023-24 HVAC SERVICES 07/27/2023 E 10-195-257-000-000 360.00 360.00 360.00 80435 08/10/2023 CLAUDIA MARIN 07262023 REFUND YARD SALE SIGN DEPOSITS FOR 07/26/2023 B 23-515-22-00 50.00 50.00 50.00 80436 08/10/2023 JOROME MOORE JR 08022023 FELLOWSHIP AT CITY HALL 08/02/2023 E 10-120-220-000-000 320.00 320.00 320.00 80437 08/10/2023 MORAN JANITORIAL SERVICES LLC 2216 JUL 2023 JANITORIAL SERVICES FOR 08/02/2023 E 10-195-245-000-000 1,304.00 E 10-450-245-000-000 1,325.00 2,629.00 2,629.00 80438 08/10/2023 PRECISION CABLING SERVICES 1738 CABLING INSTALLTION FOR PLAN PRINTER 08/03/2023 E 10-380-250-000-000 439.35 439.35 439.35 80439 08/10/2023 ESTELA RAMIREZ 08072023 REFUND YARD SALE SIGN DEPOSITS FOR 08/07/2023 B 23-515-22-00 30.00 30.00 30.00 C.3.b Packet Pg. 25 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total RICHARD ROLLINS PARK WATER CO. 80440 08/10/2023 TAMARA RANDOLPH 07282023 REFUND DEPOSIT FOR RESERVATION AT 07/28/2023 B 23-515-22-00 50.00 50.00 50.00 80441 08/10/2023 RIVERSIDE HIGHLAND WATER CO JUN-JUL2023 RHWC05/25/2023-07/24/2023 RIVERSIDE HIGHLAND 08/04/2023 B 10-015-60-00 69.20 E 10-175-238-000-000 461.17 E 10-190-238-000-000 1,286.90 E 10-450-238-000-000 8,473.13 E 10-805-238-000-000 2,715.52 E 26-600-239-000-000 118.59 E 26-601-239-000-000 336.28 E 26-605-238-000-000 167.88 13,628.67 13,628.67 80442 08/10/2023 SB COUNTY SHERIFF 23551 AUG 2023 LAW ENFORCEMENT SERVICES 08/03/2023 E 10-410-255-000-000 3,125.00 E 10-410-256-000-000 189,400.00 E 14-411-256-000-000 13,333.00 205,858.00 205,858.00 80443 08/10/2023 SITEONE LANDSCAPE SUPPLY 133080415-001 IRRIGATION SUPPLIES FOR FREEDOM PARK 08/02/2023 E 10-450-245-000-000 157.18 157.18 157.18 C.3.b Packet Pg. 26 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total CITY HALL & SENIOR CENTER RENTAL GRIFFIN PARK CIVIC CENTER CIVIC CENTER SENIOR CENTER RICHARD ROLLINS PARK 80444 08/10/2023 SPARKLETTS 9637116 080123 JUL2023 BOTTLED WATER SERVICES FOR 08/01/2023 E 10-190-238-000-000 315.78 E 10-805-238-000-000 186.63 502.41 16179154 072923 AUG 2023 WATER FILTRATION SYSTEM 07/29/2023 E 10-190-238-000-000 92.00 92.00 594.41 80445 08/10/2023 TERMINIX 436009169 JUL 2023 GOPHER CONTROL FOR 07/31/2023 E 10-450-245-000-000 157.00 157.00 436007153 JUL 2023 GOPHER CONTROL FOR 07/31/2023 E 10-195-245-000-000 122.00 122.00 436006976 JUL 2023 PEST CONTROL SVCS FOR 07/31/2023 E 10-195-245-000-000 111.40 111.40 436008512 JUL 2023 PEST CONTROL SVCS FOR 07/31/2023 E 10-805-245-000-000 107.00 107.00 436009148 JUL 2023 GOPHER CONTROL FOR DOG PARK 07/31/2023 E 10-450-245-000-000 77.00 77.00 436009159 JUL 2023 GOPHER CONTROL FOR 07/31/2023 E 10-450-245-000-000 77.00 77.00 651.40 C.3.b Packet Pg. 27 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total (3) YARD SALE SIGNS CITATION # 00216 PROJECT PAY APP #2 80446 08/10/2023 THE PIN CENTER 0723147 COGT SMALL LOG LAPEL PIN Y-6166 R1 07/31/2023 E 10-125-210-000-000 670.00 670.00 670.00 80447 08/10/2023 TIME WARNER CABLE 0228510072523 CITY HALL INTERNET - JUL-AUG 2023 07/25/2023 E 10-190-238-000-000 329.98 329.98 329.98 80448 08/10/2023 VERIZON WIRELESS 9940419565 ALPR CARD LINE CHARGES JUN-JUL 2023 07/23/2023 E 10-190-235-000-000 190.05 190.05 190.05 80449 08/10/2023 DOUG WILSON JUL-DEC2023 DW HLTHJUL-DEC2023 DW HLTH REIMBURSEMENT 08/01/2023 E 10-110-142-000-000 989.40 989.40 989.40 80450 08/10/2023 MAYRA ZAVALZA 08042023 REFUND YARD SALE SIGN DEPOSITS FOR 08/04/2023 B 23-515-22-00 30.00 30.00 30.00 80451 08/16/2023 FRANK AUDI 08162023 REFUND DUPLICATE PAYMENT FOR 08/16/2023 R 10-500-05 50.00 50.00 50.00 80452 08/16/2023 HARDY AND HARPER INC 49616 CIP 2023-1 STREET REHABILITAION 07/26/2023 E 94-175-257-000-000 113,609.19 113,609.19 113,609.19 C.3.b Packet Pg. 28 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total GRAND TERRACE PYMT 1 GRAND TERRACE PYMT 2 PLANNING DEPT BARTON ROAD CIP 2023-01 BUILDING & SAFETY 80453 08/16/2023 HOLIDAY OUTDOOR DECOR 00013049 STREET ORNAMENTS FOR LIGHT UP 08/08/2023 E 62-120-220-000-000 7,034.90 7,034.90 00013586 STREET ORNAMENTS FOR LIGHT UP 08/08/2023 E 62-120-220-000-000 534.50 534.50 7,569.40 80454 08/16/2023 MICHAEL BAKER INTERNATIONAL 1183448 MAY 2023 ON-CALL STAFFING FOR 06/27/2023 E 10-370-250-000-000 12,887.52 12,887.52 12,887.52 80455 08/16/2023 WILLDAN 00418801 JUN 2023 PROFESSIONAL SERVICES FOR 07/28/2023 E 94-175-257-000-000 8,253.00 8,253.00 002-28637 MAY 2023 PLAN CHECK/ INSPECTION SVCS 05/05/2023 E 10-172-250-100-000 1,355.00 1,355.00 002-28848 MAY 2023 PROFESSIONAL SERVICES FOR 06/01/2023 B 23-510-86-00 520.00 B 23-515-61-00 650.00 1,170.00 10,778.00 C.3.b Packet Pg. 29 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total SHIRTS FOR CITY HALL STAFF SHIRTS FOR CITY HALL STAFF (5) YARD SALE SIGNS JEFF ALLEN 80456 08/16/2023 COMPUTERIZED EMBROIDERY CO INC 52664 EMBROIDERY OF CITY LOGO ON 08/09/2023 E 10-190-220-000-000 143.55 143.55 52665 EMBROIDERY OF CITY LOGO ON 08/09/2023 E 10-190-220-000-000 26.10 26.10 169.65 80457 08/16/2023 JARROD DOWDEN 08152023 REFUND YARD SALE SIGN DEPOSIT FOR 08/15/2023 B 23-515-22-00 50.00 50.00 50.00 80458 08/16/2023 INLAND BUSINESS FORMS 35260 #10 REGULAR ENVELOPES 08/08/2023 E 10-190-210-000-000 242.77 242.77 35270 BUSINESS CARDS - COUNCIL MEMBER 08/14/2023 E 10-110-210-000-000 49.96 49.96 292.73 80459 08/16/2023 INLAND EMPIRE LANDSCAPE INC 41280 IRRIGATION REPAIRS AT SUSAN PETTA PARK 07/31/2023 E 92-805-246-000-000 325.00 325.00 325.00 80460 08/16/2023 LOMA LINDA HEAT AND A C INC 9899865 INSTALLATION OF AC UNIT FOR THE LIBRARY 08/01/2023 E 70-195-700-001-000 12,031.00 12,031.00 12,031.00 C.3.b Packet Pg. 30 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total PLANNING DEPT (2) YARD SALE SIGNS ROLLINS PARK SHLTR A+B 07/22/2023 ROLLINS PARK MAINTENANCE 22147728 MAINTENANCE 80461 08/16/2023 MICHAEL BAKER INTERNATIONAL 1187406 JUL 2023 ON-CALL STAFFING FOR 08/11/2023 E 10-370-250-000-000 3,323.13 3,323.13 3,323.13 80462 08/16/2023 MICHAEL RAYA 08162023 REFUND YARD SALE SIGN DEPOSIT FOR 08/16/2023 B 23-515-22-00 20.00 20.00 20.00 80463 08/16/2023 ANA RUSTRIAN 08152023 REFUND PARK DEPOSIT FOR RICHARD 08/15/2023 B 23-515-22-00 100.00 100.00 100.00 80464 08/16/2023 SITEONE LANDSCAPE SUPPLY 133100255-001 COUPLING FOR VETERAN'S FREEDOM PARK 08/02/2023 E 10-450-245-000-000 3.64 3.64 3.64 80465 08/16/2023 SO CAL LOCKSMITH 57261 SCHALLER TAILPIECE FOR RICHARD 08/01/2023 E 10-450-245-000-000 8.70 8.70 8.70 80466 08/16/2023 ST FRANCIS ELECTRIC 22147729 JUL 2023 RESPONSE TRAFFIC SIGNAL 07/31/2023 E 16-510-255-000-000 1,276.50 1,276.50 JUL 2023 ROUTINE TRAFFIC SIGNAL 07/31/2023 E 16-510-255-000-000 557.55 557.55 1,834.05 C.3.b Packet Pg. 31 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total BULLETIN SUBSCRIPTION AUG-SEP 2023 AUG-SEP 2023 CITY HALL CLEANING 80467 08/16/2023 TERMINIX 436300772 JUL 2023 GOPHER CONTROL FOR PICO PARK 07/21/2023 E 10-450-245-000-000 147.00 147.00 147.00 80468 08/16/2023 THOMSON REUTERS WEST 848828770 AUG 2023 QUINLAN ZONING 08/04/2023 E 10-370-265-000-000 82.00 82.00 82.00 80469 08/16/2023 TIME WARNER CABLE 0262246080323 RICHARD ROLLINS PARK INTERNET - 08/03/2023 E 10-450-238-000-000 319.98 319.98 0007245080723 SR CTR CABLE INTERNET BLDG 3 -08/07/2023 E 10-805-238-000-000 285.69 285.69 605.67 80470 08/16/2023 UNITED RENTALS 222692821-001 RENTAL FOR SCISSOR LIFT FOR 07/31/2023 E 10-195-245-000-000 253.54 253.54 253.54 80471 08/16/2023 WILLDAN 002-29530 JUL 2023 PLAN CHECK/ INSPECTION SVCS 08/07/2023 E 10-172-250-100-000 2,090.00 2,090.00 2,090.00 C.3.b Packet Pg. 32 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total BLEEDING KIT CODE ENFORCEMENT MATTERS (4) YARD SALE SIGNS 80472 08/24/2023 A STORAGE PLACE 09/01/2023 - B3334SEP RENT FOR UNIT B3334 08/17/2023 E 10-140-241-000-000 362.00 362.00 09/01/2023 - B15 SEP RENT FOR UNIT B15 08/17/2023 E 10-140-241-000-000 174.00 174.00 536.00 80473 08/24/2023 CITY NEWSPAPER GROUP 3111 GT 07.13.2023 HEARING NOTICE AED 07/11/2023 E 10-125-230-000-000 499.50 499.50 3464 GT 08.17.2023 ORD. NO. 350 - 2ND READING 08/15/2023 E 10-125-230-000-000 133.20 133.20 632.70 80474 08/24/2023 COLTON PUBLIC UTILITIES MAR23-MAY23 GT SEWERMAR 23 - MAY23 GT SEWER COMM 08/17/2023 E 10-190-238-000-000 587.50 587.50 587.50 80475 08/24/2023 DAPEER ROSENBLIT AND LITVAK 21825 JUL 2023 LEGAL FEES FOR MUNICIPAL 07/31/2023 E 10-160-250-100-000 720.00 720.00 720.00 80476 08/24/2023 DENTAL HEALTH SERVICES 2350268 SEP 2023 EMPLOYEE PAID DENTAL INS 08/16/2023 B 10-022-70-00 430.85 430.85 430.85 80477 08/24/2023 LUIS ESCONTRIAS 08212023 REFUND YARD SALE SIGN DEPOSIT FOR 08/21/2023 B 23-515-22-00 40.00 40.00 40.00 C.3.b Packet Pg. 33 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total RICHARD ROLLINS PARK VALUATION FEE 2023-4755 VALUATION FEE GATEWAY SPECIFIC PLAN PHOTOCOPIER SERVICES FOR GATEWAY SPECIFIC PLAN 80478 08/24/2023 DENISSE GONZALEZ 08012023 REFUND DEPOSIT FOR RESERVATION AT 08/01/2023 B 23-515-22-00 50.00 50.00 50.00 80479 08/24/2023 GOVINVEST INC 2023-4772 FY23 GASB 75 ROLL-FORWARD 08/21/2023 E 10-140-250-000-000 2,250.00 2,250.00 FY2023-24 GASB 68 ACCOUNTING 08/16/2023 E 10-140-250-000-000 1,000.00 1,000.00 3,250.00 80480 08/24/2023 INTERWEST CONSULTING GROUP 90232 JUL 2023 PROFESSIONAL SERVICES FOR 08/17/2023 B 23-515-60-00 1,760.00 1,760.00 1,760.00 80481 08/24/2023 KONICA MINOLTA 42915535 AUG-SEP 2023 RENT FOR (2) PHOTOCOPIERS 08/02/2023 E 10-190-212-000-000 260.32 260.32 43044793 AUG-SEP 2023 RENT FOR ADDITIONAL 08/22/2023 E 10-190-212-000-000 142.92 142.92 403.24 80482 08/24/2023 LILBURN CORPORATION 23-0837 JUL 17TH - AUG 13TH 2023 PROFESSIONAL 08/17/2023 B 23-515-33-00 2,452.50 2,452.50 2,452.50 C.3.b Packet Pg. 34 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total ASSEMBLY AND LIGHT MANUFACTURING SERVICES FOR BRSP 80483 08/24/2023 LINCOLN NATIONAL LIFE INSURANC LCLN SEP 2023 SEP 2023 LIFE/AD&D/DEP LIFE/WI/LTD 09/01/2023 B 10-022-66-00 667.64 E 10-120-142-000-000 35.26 E 10-125-142-000-000 16.79 E 10-140-142-000-000 28.58 E 10-172-142-000-000 17.36 E 10-175-142-000-000 30.29 E 10-185-142-000-000 17.02 E 10-370-142-000-000 3.04 E 10-450-142-000-000 13.50 E 16-175-142-000-000 9.15 E 65-425-142-000-000 6.53 845.16 845.16 80484 08/24/2023 LYNN MERRILL 24-1 JUL 2023 NPDES SUPPORT SERVICES 08/15/2023 E 10-625-255-000-000 1,970.35 1,970.35 1,970.35 80485 08/24/2023 MICHAEL BAKER INTERNATIONAL 1188189 JUL 2023 PROFESSIONAL SERVICES FOR 08/21/2023 B 23-515-53-00 7,372.12 7,372.12 1183478 FEB-MAY 2023 PROFESSIONAL 06/27/2023 B 23-510-39-00 2,292.50 2,292.50 9,664.62 80486 08/24/2023 ODP BUSINESS SOLUTIONS LLC 326102013001 FY2023-24 OFFICE SUPPLIES - BREAKROOM 08/09/2023 E 10-190-210-000-000 76.14 76.14 76.14 C.3.b Packet Pg. 35 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total WATER CO ACCIDENT INSURANCE ACCIDENT INSURANCE 80487 08/24/2023 RIVERSIDE HIGHLAND WATER CO JUL-AUG FS 07/24/2023-08/16/2023 RIVERSIDE HIGHLAND 08/16/2023 E 10-190-238-000-000 53.89 53.89 53.89 80488 08/24/2023 SYLVIA ROBLES AUG2023 SR MED REIMBAUG2023 SR MEDICARE REIMBURSEMENT 08/23/2023 E 10-110-142-000-000 164.90 164.90 164.90 80489 08/24/2023 STATEWIDE SAFETY SYSTEMS 13011126 SIGNS FOR CANAL ST AND MT VERNON 08/10/2023 E 94-175-229-000-000 1,602.53 1,602.53 1,602.53 80490 08/24/2023 TEAMSTERS LOCAL 1932 025 SEP 2023 EMPLOYEE PAID MEMBERSHIP DUES 08/16/2023 B 10-022-72-00 441.34 441.34 441.34 620781 08/01/2023 AMERICAN FIDELITY ASSURANCE CO D620781 AUG 2023 - EMPLOYEE CANCER & 08/01/2023 B 23-250-20-00 239.68 239.68 239.68 632263 08/31/2023 AMERICAN FIDELITY ASSURANCE CO D632263 SEP 2023 - EMPLOYEE CANCER & 09/01/2023 B 23-250-20-00 239.68 239.68 239.68 2190309 08/07/2023 SO CA GAS COMPANY JUL2023 GAS SERVICESJUL 2023 GAS SERVICES 08/07/2023 E 10-190-238-000-000 345.13 E 10-805-238-000-000 82.98 428.11 428.11 C.3.b Packet Pg. 36 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total ACH 1002423292 AND SCHEDULES 7235947 08/08/2023 SO CA EDISON COMPANY JUL 2023 EDISON JUL 2023 ENERGY USAGE 08/01/2023 E 10-172-238-000-000 330.88 E 10-175-238-000-000 330.89 E 10-190-238-000-000 10,515.21 E 10-450-238-000-000 1,593.15 E 16-510-238-000-000 7,713.51 E 26-600-238-000-000 74.93 E 26-601-238-000-000 60.88 E 26-602-238-000-000 84.29 E 26-603-238-000-000 14.05 E 26-604-238-000-000 64.41 E 26-605-238-000-000 51.81 20,834.01 20,834.01 17234867 08/01/2023 CA PUB EMPLOYEES RETIRE SYSTEM 08012023 HPERS AUG 2023 PERS HEALTH INSURANCE 08/01/2023 B 10-022-61-00 3,218.60 E 10-120-142-000-000 2,163.42 E 10-125-142-000-000 757.60 E 10-140-142-000-000 2,256.40 E 10-172-142-000-000 1,515.21 E 10-175-142-000-000 2,727.37 E 10-185-142-000-000 741.19 E 10-190-142-000-000 3,853.51 E 10-370-142-000-000 757.60 E 10-450-142-000-000 1,666.73 E 16-175-142-000-000 909.12 E 65-425-142-000-000 741.19 21,307.94 21,307.94 17250802 08/09/2023 CALPERS 17250802 2023 GASB 68 FEES FOR REPORTS 08/07/2023 E 10-190-280-000-000 1,050.00 1,050.00 1,050.00 C.3.b Packet Pg. 37 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total ACH 1002444578 DATE 08/24/2023 DATE 08/10/2023 #1002442575 17257810 08/30/2023 CA PUB EMPLOYEES RETIRE SYSTEM 09012023 HPERS SEP 2023 PERS HEALTH INSURANCE 09/01/2023 B 10-022-61-00 3,220.17 E 10-120-142-000-000 2,163.34 E 10-125-142-000-000 757.58 E 10-140-142-000-000 2,256.31 E 10-172-142-000-000 1,515.15 E 10-175-142-000-000 2,727.27 E 10-185-142-000-000 1,498.74 E 10-190-142-000-000 3,853.51 E 10-370-142-000-000 757.58 E 10-450-142-000-000 1,666.67 E 16-175-142-000-000 909.09 E 65-425-142-000-000 741.16 22,066.57 22,066.57 17260695 08/30/2023 PUBLIC EMPLOYEES RETIREMENT PAYDTE 08242023 PERSRETIREMENT CONTRIBUTIONS FOR PAY 08/24/2023 B 10-022-62-00 8,144.73 8,144.73 8,144.73 17261566 08/28/2023 PUBLIC EMPLOYEES RETIREMENT PAYDTE 08102023 PERSRETIREMENT CONTRIBUTIONS FOR PAY 08/10/2023 B 10-022-62-00 8,010.19 8,010.19 8,010.19 17273273 08/28/2023 CALPERS 457 PLAN PAYDATE 08102023 457EFT PAYMENT CALPERS ACH CONFIRM 08/10/2023 B 10-022-63-00 1,965.00 B 10-022-64-00 147.93 2,112.93 2,112.93 C.3.b Packet Pg. 38 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total #1002444790 17275028 08/30/2023 CALPERS 457 PLAN PAYDATE 08242023 457EFT PAYMENT CALPERS ACH CONFIRM 08/24/2023 B 10-022-63-00 2,085.00 B 10-022-64-00 147.93 2,232.93 2,232.93 90998434 08/07/2023 WEX BANK 90998434 JUL-AUG 2023 VEHICLE FUEL CHEVRON 08/06/2023 E 10-172-272-000-000 90.00 E 10-175-272-000-000 1,614.78 E 10-185-272-000-000 128.00 E 65-425-272-000-000 223.19 2,055.97 2,055.97 268819176 08/29/2023 VERIZON WIRELESS 9940881459 JUL-AUG 2023 MONTHLY PHONE CHARGES 08/01/2023 E 10-140-235-000-000 51.18 E 10-172-235-000-000 51.18 E 10-175-235-000-000 753.17 E 10-185-235-000-000 199.39 E 10-805-238-000-000 760.40 E 65-425-235-000-000 51.18 1,866.50 1,866.50 C.3.b Packet Pg. 39 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total 474377029 08/11/2023 US BANK JUL2023 CAL CARDJUL-AUG 2023 CAL CARD CHARGES 08/07/2023 E 10-110-210-000-000 OFFICE SUPPLIES 136.77 E 10-110-270-000-000 CONFERENCE 555.25 E 10-120-220-000-000 MTRLS & SUPPLIES 857.53 E 10-120-270-000-000 CONFERENCE 99.75 E 10-125-210-000-000 OFFICE SUPPLIES 100.54 E 10-140-210-000-000 OFFICE SUPPLIES 35.45 E 10-172-218-000-000 MTRLS & SUPPLIES 152.24 E 10-172-270-000-000 CONFERENCE 26.11 E 10-172-272-000-000 VEHICLE MAINT 139.45 E 10-175-210-000-000 OFFICE SUPPLIES 29.23 E 10-175-218-000-000 MTRLS & SUPPLIES 7.04 E 10-175-220-000-000 MTRLS & SUPPLIES 122.51 E 10-175-230-000-000 COMMUNICATION 60.62 E 10-175-272-000-000 VEHICLE MAINT 31.85 E 10-185-219-000-000 MTRLS & SUPPLIES 21.15 E 10-185-272-000-000 VEHICLE MAINT 78.31 E 10-190-210-000-000 OFFICE SUPPLIES 6.44 E 10-190-211-000-000 POSTAGE 429.43 E 10-190-220-000-000 MTRLS & SUPPLIES 441.00 E 10-190-272-000-000 VEHICLE MAINT 50.63 E 10-195-245-000-000 MTRLS & SUPPLIES 482.49 E 10-195-246-000-000 MTRLS & SUPPLIES 663.39 E 10-450-210-000-000 OFFICE SUPPLIES 51.38 E 10-450-245-000-000 MTRLS & SUPPLIES 86.88 E 10-450-246-000-000 MTRLS & SUPPLIES 496.25 E 10-450-710-000-000 MTRLS & SUPPLIES 168.09 E 62-120-220-000-000 LIGHT UP GT MTG 110.00 Total Checks:659,112.11 E 65-425-220-000-000 MTRLS & SUPPLIES 53.88 E 65-425-272-000-000 BUS MAINT 493.57 5,987.23 5,987.23 C.3.b Packet Pg. 40 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) Invoice # Check Register CITY OF GRAND TERRACE As of 8/31/2023 Check #Date Vendor Invoice Description Inv. Date Amount Paid Check Total Christine Clayton, Finance Director City of Grand Terrace IN ACCORDANCE WITH CALIFORNIA GOVERNMENT CODE SECTION 37202, I HEREBY CERTIFY THAT, TO THE BEST OF MY KNOWLEDGE, THE AFORE LISTED CHECKS FOR PAYMENT OF CITY LIABILITIES HAVE BEEN AUDITED BY ME AND ARE ACCURATE, NECESSARY AND APPROPRIATE EXPENDITURES FOR THE OPERATION OF THE CITY. I FURTHER CERTIFY, TO THE BEST OF MY KNOWLEDGE, THAT THE CITY HAS AVAILABLE FUNDS FOR PAYMENT THEREOF. C.3.b Packet Pg. 41 At t a c h m e n t : A u g C h e c k R e g i s t e r ( A u g u s t - 2 0 2 3 C h e c k R e g i s t e r i n t h e A m o u n t o f $ 6 5 9 , 1 1 2 . 1 1 ) AGENDA REPORT MEETING DATE: October 10, 2023 Council Item TITLE: Treasurer's Report as of June 30, 2023 PRESENTED BY: Christine Clayton, Finance Director RECOMMENDATION: Receive and file the Treasurer's Report for the period ending June 30, 2023. 32030 VISION STATEMENT: This staff report supports Goal #1, “Ensuring Our Fiscal Viability”, through the continuous monitoring of actual cash on hand, receipts and disbursements incurred throughout the fiscal year. BACKGROUND: The Treasurer’s Report of funds held as cash or invested by the City should be provided to the governing body periodically. DISCUSSION: The purpose of the Treasurer’s Report is to provide the governing body with the following information: • Current cash position of the City. • Identify where all cash is held and, if invested, provide information regarding the Book Value, PAR Value, Market Value, yield, and maturity: ▪ Book Value is the value of an asset as it is listed in the City’s balance sheet or statement of financial position. The book value of the City’s cash is the amount listed in the City’s bank statement as of June 30, 2023, and recorded in the City’s financial system. ▪ PAR value or face value is the value listed on an invested stock or bond. Had the City invested the cash in stocks or bonds, the PAR value would be the current value of the stocks or bonds. ▪ Market value of an investment is the amount that someone will pay for it now or the sale price. The investment value calculates what the investment will earn and likely will be worth in the future. Had the City invested the cash in stocks or bonds, the investment would have both a PAR value and a Market value. ▪ Yield describes the amount in cash (in percentage terms) in the form of interest or dividends received from an investment in stocks or bonds. C.4 Packet Pg. 42 ▪ Maturity or maturity date refers to the payment date of a financial instrument (stock, bond, certificate of deposit (CD) at which point the principal (and all remaining interest) is due to be paid. ▪ The attached Treasurer’s Report as of June 30th indicates book, PAR, and market value of total cash and investments. • Show that there are sufficient cash resources to make economic commitments for the next six months. One way the governing body can monitor the fiscal condition of the City is to review the cash position. The common benchmark to do this is to compare the current quarter to the prior quarter and the current quarter to the same quarter in the prior fiscal year. For the Treasurer’s Report of June 30, 2023, the quarter summary would be compared to March 31, 2023, and the annual summary would be compared to June 30, 2022. Information on the benefits of these two cash reporting comparison periods is provided below: Quarterly Change in Cash Position: This compares the cash position at the end of a quarter to the end of the prior quarter. The cyclical nature of revenues to the City versus the relatively constant nature of expenditures is shown in a quarterly comparison. An example of this would be property tax revenue of which the majority is received in December and May versus monthly labor and utility costs. Generally, the cash position tends to decrease in the first and second quarters of a fiscal year and to increase in the third and fourth quarters. One-time revenues such as bond proceeds may also be easier to highlight first in a quarterly change report. City of Grand Terrace CHANGE IN TREASURY POSITION Fiscal Year-to-Date Compared to Previous Quarter Table 1 Description Mar 31, 2023 Jun 30, 2023 $ Change % Chg Total Cash and Investments $14,739,530 $14,906,396 $166,866 1.13% Funds with Fiscal Agent $0 $0 $0 Total $14,739,530 $14,906,396 $166,866 1.13% • As shown in Table 1 above, the Cash & Investments Report indicates an increase of approximately $167 thousand. Below are the causes for the increase (revenue receipts) or decrease (expenditure disbursements) in the City’s cash balance: ➢ Receipt of Property Tax payments of $1.83M ➢ Receipt of Sales Tax of $667K ➢ Payment of $730K to San Bernardino County Sheriffs ➢ Payment of $1.6M for CIP pavement rehabilitation C.4 Packet Pg. 43 City of Grand Terrace CHANGE IN TREASURY POSITION Fiscal Year-to-Date Compared to Previous Year (Same Quarter) Table 2 Description Jun 30, 2022 Jun 30, 2023 $ Change % Chg Total Cash and Investments $13,418,628 $14,906,396 $1,487,768 11.09% Funds with Fiscal Agent $0 $0 $0 0% Total $13,418,628 $14,906,396 $1,487,768 11.09% ▪ As shown in Table 2, the current cash position compared to a year ago on June 30, 2022, increased by approximately $1.5 million. The increase in cash for the quarter ending June 2023 compared to June 2022 was a result of the second payment of the American Recovery Plan Act Funds of approximately $1.5 million. Cash Balance by Fund City of Grand Terrace CASH BALANCE by FUND As of June 30, 2023 Table 3 Fund Fund Title Cash Balances City 09 CHILD CARE CENTER FUND $0 10 GENERAL FUND $5,885,494 11 STREET FUND $724,119 12 STORM DRAIN FUND $292,422 13 PARK FUND $94,819 14 SLESF (AB3229 COPS) $29,278 15 AIR QUALITY IMPROVEMENT FUND $83,897 16 GAS TAX FUND $80,100 17 TRAFFIC SAFETY FUND $23,923 19 FACILITIES FUND $179,830 20 MEASURE "I" FUND $640,427 21 WASTEWATER DISPOSAL FUND $1,613,232 22 CDBG ($31,182) 23 REFUNDABLE DEPOSITS TRUST FUND $841,893 25 SPRING MOUNTAIN RANCH $979,352 26 LNDSCP & LGTG ASSESSMENT DIST $145,029 45 COMMERCE WAY PROJECT $812,534 46 CAPITAL IMPROVEMENTS - STREETS ($554,147) 47 CAP.PRJ. BARTON/COLTON BRIDGE ($24,859) 49 CAPITAL PROJECTS FUND- PARKS $43,209 52 HOUSING AUTHORITY $1,344,308 56 ROAD MAINT & REHAB ACCT FUND $829,311 61 COMMUNITY BENEFITS FUND $72,352 C.4 Packet Pg. 44 City of Grand Terrace CASH BALANCE by FUND As of June 30, 2023 Table 3 Fund Fund Title Cash Balances 62 LIGHT UP GRAND TERRACE ($7,424) 63 GT ILLEGAL FIREWORKS ENFORCEMENT ($2,276) 64 PUBLIC SAFETY FUND $22,141 65 SENIOR BUS PROGRAM FUND ($124,847) 66 CAL RECYCLE GRANT $21,243 67 PUBLIC, EDUCATIONAL& GOVT ACCESS $133,997 69 COMMUNITY DAY FUND ($7,177) 70 EQUIPMENT REPLACEMENT RESERVE FUND ($27,663) 74 HIGHWAY SFTY IMPROV PRGRM GRANT ($67,306) 75 EMER MGMT PREP GRANT (EMPG) FUND ($7,157) 76 ENHANCED INFRA FIN DIST (EIFD) FUND ($10,368) 85 NATIONAL OPIOID SETTLEMENT FUND $7,558 90 COVID-19 EMERGENCY FUND $0 91 SB CNTY COVID-19 ALLOC FUND $0 92 CDBG COVID-19 FUND ($19,441) 93 COVID-19 SB CNTY INFRA ALLOC FND $0 94 AMERICAN RESCUE PLAN ACT (ARPA) FUND $872,515 95 DOG PARK ENDOWMENT FUND $19,908 TOTAL CITY $14,909,044 Successor Agency 31 S/A RDA OBLIGATION RETIREMENT FUND $0 32 S/A CAPITAL PROJECTS FUND $0 33 S/A DEBT SERVICE FUND ($4,000) 34 S/A LOW-INCOME HOUSING FUND $0 36 2011 TABS A & B BOND PROCEEDS $1,352 37 S/A CRA PROJECTS TRUST $0 TOTAL SUCCESSOR AGENCY ($2,648) TOTAL CASH AND INVESTMENTS $14,906,396 The table below and the attached Treasurer’s Report also show that the City of Grand Terrace (less Successor Agency funds) can meet its expenditure requirements for the next six months and that sufficient funds are available to meet its operating needs. CITY OF GRAND TERRACE CASH AND INVESTMENT REPORT AGAINST ADOPTED BUDGET As of June 30, 2023 Table 4 C.4 Packet Pg. 45 Description Amount Total Cash and Investments, City $14,909,044 FY2022-23 Adopted Budget $14,216,068 Less: Successor Agency Budget ($0) Net, City budget $14,216,068 Cash required for six (6) months: ($14,216,068 / 2) $7,108,034 At a cash balance of $14,909,044, the City has sufficient cash to cover operating expenditures for a six-month period. As stated earlier in the report, the cash balances shown above are as of a certain date in time, specifically, June 30, 2023. FISCAL IMPACT: The purpose of the Treasurer’s Report is to provide information regarding the current cash and investment position of the City to the Community Redevelopment Agency. There is no fiscal impact on receiving and filing the report. ATTACHMENTS: • Treasurer's Report- June 2023 (PDF) APPROVALS: Christine Clayton Completed 09/29/2023 10:04 AM Finance Completed 09/29/2023 10:05 AM City Manager Completed 09/29/2023 1:15 PM City Council Pending 10/10/2023 6:00 PM C.4 Packet Pg. 46 City of Grand Terrace & Successor Agency to the CRA of Grand Terrace Cash & Investment Report June 30, 2023 City Successor Agency Total PAR Market Yield (in %)Maturity California Asset Management Program $4,337,990 $4,337,990 $4,337,990 $4,565,301 5.240%N/A Multi-Bank Securities, Inc $2,047,191 $2,047,191 $2,047,191 $2,143,409 4.700%N/A State Treasurer- LAIF: City Account $2,970,686 $2,970,686 $2,970,686 $3,064,767 3.167%N/A State Treasurer- LAIF: Successor Agency $106,813 $106,813 $106,813 $110,195 3.167%N/A TOTAL FUNDS IN INVESTMENT POOLS $9,355,867 $106,813 $9,462,680 $9,462,680 $9,883,672 US BANK - Safekeeping- First American Treasury Fund $1,221 $1,221 $1,221 $1,221 0.01%N/A Bank of America - Savings Acct. - Insured $50,321 $50,321 $50,321 $50,326 0.01%N/A TOTAL FUNDS OTHER INVESTMENTS $51,542 $0 $51,542 $51,542 $51,547 TOTAL INVESTMENTS $9,407,409 $106,813 $9,514,221 $9,514,221 $9,935,219 Bank of America - Gen. Operating Acct. - Collateralized $5,015,162 $375,728 $5,390,890 $5,390,890 $5,390,890 0.000%N/A CitiEscrow Client Checking Acct. (Data Ticket)$1,284 $1,284 $1,284 $1,284 0.000%N/A Bank of America - Successor Agency Acct. - Insured $0 $0 $0 $0 0.000%N/A TOTAL CASH $5,016,446 $375,728 $5,392,174 $5,392,174 $5,392,174 INVESTMENTS $9,407,409 $106,813 $9,514,221 $9,514,221 $9,935,219 CASH $5,016,446 $375,728 $5,392,174 $5,392,174 $5,392,174 TOTAL CASH & INVESTMENTS $14,423,855 $482,541 $14,906,396 $14,906,396 $15,327,393 CASH WITH FISCAL AGENT (RESERVE FUNDS) U.S. Bank - First American Treasury Obligations 2011A TABS $0 $0 $0 $0 $0 0.00%N/A U. S. Bank - First American Treasury Obligations 2011B TABS $0 $0 $0 $0 $0 0.00%N/A TOTAL FUNDS WITH FISCAL AGENT $0 $0 $0 $0 $0 TOTAL CASH, INVESTMENTS & CASH WITH FISCAL AGENT $14,423,855 $482,541 $14,906,396 $14,906,396 $15,327,393 96.76%3.24%100.00% C.4.a Packet Pg. 47 At t a c h m e n t : T r e a s u r e r ' s R e p o r t - J u n e 2 0 2 3 ( T r e a s u r e r ' s R e p o r t a s o f J u n e 3 0 , 2 0 2 3 ) AGENDA REPORT MEETING DATE: October 10, 2023 Council Item TITLE: Measure I Capital Project Needs Analysis for Fiscal Years 2024-2025 through 2028-2029 PRESENTED BY: Shanita Tillman, Senior Management Analyst RECOMMENDATION: ADOPT “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE, STATE OF CALIFORNIA, ADOPTING A FIVE-YEAR MEASURE I CAPITAL PROJECT NEEDS ANALYSIS FOR FISCAL YEARS 2024-2025 THROUGH 2028-2029” 2030 VISION STATEMENT: This staff report supports Goal #2 "Maintain Public Safety" by investing in improvements to public infrastructure. BACKGROUND: Measure I, first approved by San Bernardino County voters in 1989, authorizes the San Bernardino Associated Governments (“SANBAG”), acting as the San Bernardino County Transportation Authority (SBCTA) to impose a one-half of one cent retail sales and use tax. Measure I revenue is exclusively allocated for authorized transportation improvements and traffic management programs per SBCTA Ordinance No. 04-01 and Ordinance No. 89-1. In 2004, San Bernardino County voters approved an extension of Measure I through 2040. The SBCTA administers Measure I revenue and is responsible for ensuring that funds are used in accordance with various plans and policies. Measure I funds are allocated based on the Measure I 2010-2040 Ordinance and Expenditure Plan and the Strategic Plan policies which includes disbursements to local jurisdictions applying for revenue from the Valley Major Street and Freeway Interchange Programs. The administration of Measure I is different between the Valley and the Mountain/Desert areas. The County was divided into six “subareas” with distinct expenditure plans and policies. Additionally Measure I has a return-to-source provision so that revenue collected within a subarea can only be used in that subarea. The City of Grand Terrace is included within the Valley subarea. The City Council approved the Master Agreement with SBCTA in May 2010, in order to participate in Measure I. The Measure I Strategic Plan mandates that local jurisdictions annually adopt a Five- Year Capital Project Needs Analysis (CPNA)which projects expenditures of funds C.5 Packet Pg. 48 through the Valley Major Street and Freeway Interchange Programs over a five-year period. This document outlines project or program needs by fiscal year, including funding sources, amounts, and appropriate project phasing. The SBCTA staff utilizes these submissions, along with SBCTA departmental data, for a cash-flow analysis essential to executing the Measure I Strategic Plan. DISCUSSION: Both the Measure I Strategic Plan and Expenditure Plan necessitate local jurisdictions seeking Valley Major Street - Arterial Program funding to annually adopt and update the Five-Year CPNA. Since last year’s approval there has been no development on the project listed below but it is a continued project that is expected to have progression beginning in 2024. The proposed CPNA identifies a single project, subject to Arterial Program funding availability, which enhances traffic capacity and operations within the City: Extend Commerce Way from 900’ north of De Berry St to Main St, expanding from 0 to 4 lanes. Staff recommends the City Council pass a resolution approving the updated Five-Year Measure I Capital Projects Needs Analysis for Fiscal Years 2025-2029. FISCAL IMPACT: The City will allocate $1,000,000 from development impact fees over five years for Commerce Way's design and construction, with an additional request of $1,973,128.55 in Measure I funds, representing 40% of project costs. This is essential to secure Measure I - Arterial Program funds. The CPNA is subject to annual updates. If development impact fee revenue falls short, alternative funding, project delays, or scope adjustments may be necessary. Future CPNA revisions will be reported to SBCTA. ATTACHMENTS: • CPNA Resolution (DOCX) • 2025-2029 CPNA (DOCX) APPROVALS: Shanita Tillman Completed 09/28/2023 11:17 AM Finance Completed 09/28/2023 1:53 PM City Manager Completed 09/29/2023 1:13 PM City Council Pending 10/10/2023 6:00 PM C.5 Packet Pg. 49 01247.0001/926682.1 10/4/2023 RESOLUTION NO. 2023- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE, STATE OF CALIFORNIA, ADOPTING A FIVE-YEAR MEASURE I CAPITAL PROJECT NEEDS ANALYSIS FOR FISCAL YEARS 2024-2025 THROUGH 2028-2029 WHEREAS, San Bernardino County voters approved passage of Measure I in November 2004, authorizing San Bernardino Associated Governments (“SANBAG”), acting as the San Bernardino County Transportation Authority (“Authority”), to impose a one cent retail transactions and use tax applicable in the incorporated and unincorporated territory of the County of San Bernardino; and WHEREAS, revenue from the tax can only be used for transportation improvement and traffic management programs authorized in the Expenditure Plan and Strategic Plan set forth in Ordinance No. 04-1 and Ordinance No. 89-1 of the Authority, which includes disbursements to local jurisdictions applying for revenue from the Valley Major Street and Freeway Interchange Programs; and WHEREAS, the Expenditure Plan and Strategic Plan require each local jurisdiction applying for revenue from the Valley Major Street and Freeway Interchange Programs to annually adopt and update a Five-Year Capital Project Needs Analysis, which projects expenditures of funds through the Valley Major Street and Freeway Interchange Programs over a five-year period; and WHEREAS, as the City applies for funds through the Valley Major Street and Freeway Interchange Programs, the City Council now wishes to adopt the a Five-Year Capital Project Needs Analysis for Fiscal Year 2024-2025 through 2028-2029. NOW, THEREFORE, THE CITY COUNCIL OF GRAND TERRACE DOES RESOLVE, DETERMINE, FIND AND ORDER AS FOLLOWS: SECTION 1. The Recitals set forth above are true and correct and are incorporated herein by this reference. SECTION 2. The City Council of the City of Grand Terrace, State of California, hereby adopts the Measure I, Five-Year Capital Project Needs Analysis for Fiscal Year 2024-2025 through 2028-2029, a copy of which is attached hereto, as Exhibit “A”. SECTION 3. The City Clerk is hereby authorized and directed to forward a certified copy of this Resolution to the SBCTA. C.5.b Packet Pg. 50 At t a c h m e n t : 2 0 2 5 - 2 0 2 9 C P N A ( F i v e Y e a r M e a s u r e I C P N A U p d a t e ) 01247.0001/926682.1 10/4/2023 PASSED, APPROVED AND ADOPTED by the City Council of the City of Grand Terrace, California at a regular meeting held on the 10th day of October 2023. ___________________________ Bill Hussey Mayor ATTEST: ____________________________ Debra L. Thomas City Clerk APPROVED AS TO FORM: ____________________________ Adrian R. Guerra City Attorney C.5.b Packet Pg. 51 At t a c h m e n t : 2 0 2 5 - 2 0 2 9 C P N A ( F i v e Y e a r M e a s u r e I C P N A U p d a t e ) AGENDA REPORT MEETING DATE: October 10, 2023 Council Item TITLE: Approval of an Information Technology Management Services Agreement PRESENTED BY: Konrad Bolowich, City Manager RECOMMENDATION: Approval of an Information Technology Management Services Agreement Between the City of Grand Terrace and Onsite Computing, Inc. 2030 VISION STATEMENT: This staff report supports Goal #4, Develop and Implement Successful Partnerships by working collaboratively with other Public Sector agencies to facilitate the delivery of services benefiting, youth, seniors, and our community. BACKGROUND: On August 22, 2017, the City Council awarded an Information Systems Support Agreement to its current Information Technology Management Service provider, Onsite Computing, Inc. (Onsite) for a period of five (5) years. That contract has expired, and the City has been working with Onsite on a month-to-month basis since. DISCUSSION: Onsite has been providing Information Technology Management Services to Grand Terrace for the past several years. The services provided by Onsite’s IT staff include: 1. Coordination, performance and provision of hardware and software installation and general information systems support; 2. Provide evaluation, maintenance and troubleshooting of City personal computers, printers, scanners, and telephone syst4em; implement corrective solutions when necessary; 3. Administer and coordinate user access and control in the Cit’s databases; 4. Provide orientation for new users, provide technical support to existing users on the correct operation of personal computers, network communications devices and telephones; 5. Install new or relocate existing PC hardware and software as requested by Grand Terrace; 6. Perform preventative maintenance on the City’s personal computers, network communications devices and telephone system; and G.6 Packet Pg. 52 7. Continuously evaluate and recommend web technologies to enhance current information technologies. Due to the expiration of the current contract with Onsite, staff felt it prudent to solicit proposals/quotes from other firms. The City received six (6) bids as follows: Vendor Monthly Proposed Amount Annual Proposed Amount 1. Optiva IT, LLC $8,625 $103,500 2. Apex Technology Management $10,418 $125,016 3. D1 Networks $250 per hour $250 per hour 4. SDI Presence $9,613 $115,362 5. Greystone Technology $7,100 $85,200 6. Onsite Computing, Inc. $9,766 $117,192 As shown above, D1 Networks was non-responsive as the Request for Proposal requested a quote for a flat monthly/annual rate for services. Apex Technology Management rate was too high. Optiva IT, LLC and Greystone Technologies quotes were low, however, staff support to be assigned to the City had minimal years of experience. SDI Presence’ quote was less than Onsite’s, however, they are located in Los Angeles and staff believes that physical response times will be hindered. Onsite is located in Corona and its response time is quick and their knowledge of the City’s systems is comprehensive. Staff recommends that the City Council approve the agreement with the incumbent Information Technology Management Services provider, Onsite Computing, Inc. FISCAL IMPACT: The award of the contract agreement to Onsite Computing, Inc. totaling $117,192 (monthly charge of $9,766.00) as outlined in their attached proposal, is included in the FY 2023-24 Adopted Budget in account 10-380-250-000-000. ATTACHMENTS: • Request for Proposal - ITMS (PDF) • Optiva IT, LLC Proposal (PDF) • Apex Technology Management Proposal (PDF) • D1 Networks Proposal (PDF) • SDI Presence Proposal (PDF) • Greystone Technology Proposal (PDF) • Onsite Computing Proposal (PDF) • (GT) Onsite Computing Agreement for Contract Services (PDF) G.6 Packet Pg. 53 APPROVALS: Konrad Bolowich Completed 10/03/2023 2:20 PM Finance Completed 10/03/2023 4:03 PM City Manager Completed 10/05/2023 11:45 AM City Council Pending 10/10/2023 6:00 PM G.6 Packet Pg. 54 REQUEST FOR PROPOSALS INFORMATION TECHNOLOGY MANAGEMENT SERVICES RELEASE DATE: August 3, 2023 RESPONSE DUE: September 14, 2023 G.6.a Packet Pg. 55 At t a c h m e n t : R e q u e s t f o r P r o p o s a l - I T M S ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) City of Grand Terrace Information Technology Management Services August 3, 2023 Page 2 of 11 REQUEST FOR PROPOSAL (RFP) FOR INFORMATION TECHNOLOGY MANAGEMENT SERVICES GENERAL INFORMATION The City of Grand Terrace, State of California, is interested in contracting with an experienced professional information services firm to provide the City with information technology management services in the area of network analysis and technical support, systems support, computer operations support, PC desktop technical support, software integration support, and IT policy and procedure development. The required services and performance conditions are described in the Scope of Work. BACKGROUND The City of Grand Terrace, population of 13,331, is a unique community within the Inland Empire. The City’s borders touch both Riverside and San Bernardino Counties. It is situated off the I-215 freeway, between the I-10 and 60 freeways, encompassing an area of approximately 3.6 square miles. Grand Terrace is known for its exceptional quality of life, including safe neighborhoods, clean streets, and pristine parks. For more information about the City of Grand Terrace visit www.grandterrace-ca.gov. The City seeks Information Technology Management Services to deliver services more efficiently and effectively to our staff and citizens. The City’s entire “hands-on” IT staffing (client help desk support, desktop technician support, network administration, and security, system administration and security, applications development, applications maintenance, database administration, and specific project development, implementation, and support) is outsourced. The City is interested in receiving responsive and competitive proposals from experienced and qualified firms to provide information technology management services; specifically, in the areas of desktop technician support, network analysis and administration, software support, and computer operations. Following is a description of the technical environment, contractor staffing, qualifications, and performance expectations. INSTRUCTIONS TO APPLYING FIRMS A. Examination of Proposal Documents By submitting a proposal, the prospective firm represents that it has thoroughly examined and become familiar with the services required under this RFP and that it can deliver quality services to the City in a creative, cost-effective & service-oriented manner. G.6.a Packet Pg. 56 At t a c h m e n t : R e q u e s t f o r P r o p o s a l - I T M S ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) City of Grand Terrace Information Technology Management Services August 3, 2023 Page 3 of 11 B. Interested Parties List To ensure that all interested parties receive all information related to this RFP, including, but not limited to, responses to questions, clarifications, and addenda, all interested parties may email their contact information to Konrad Bolowich, City Manager, at kbolowich@grandterrace-ca.gov. Failure to email contact information does not exclude a vendor from submitting a bid; however, it may result in a vendor not receiving critical information. The City is not responsible for information that is not received by vendors that do not email their contact information and request to be added to the Interested Parties List. C. Questions/Clarifications Please direct any questions regarding this RFP to Debra Thomas, City Clerk, via e-mail at dthomas@grandterrace-ca.gov. Questions must be received by 5:00 p.m. on Thursday, August 31, 2023. D. Submission of Bid Proposals All bid proposals shall be submitted to: City of Grand Terrace Office of the City Clerk 22795 Barton Road Grand Terrace, CA 92313 Proposals must be delivered no later than Thursday, September 14, 2023. All proposals received after that time will be returned to the submitter unopened. The prospective firm shall submit the original (unbound), and one (1) digitized copy of its bid proposal in a sealed envelope, addressed as noted above, bearing the firm’s name and address and clearly marked: “CITY OF GRAND TERRACE RFP - INFORMATION TECHNOLOGY MANAGEMENT SERVICES” E. Withdrawal of Proposals A firm may withdraw its proposal at any time before the due date for submission of proposals as provided in the RFP by delivering a written request for withdrawal signed by, or on behalf of the prospective firm. G.6.a Packet Pg. 57 At t a c h m e n t : R e q u e s t f o r P r o p o s a l - I T M S ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) City of Grand Terrace Information Technology Management Services August 3, 2023 Page 4 of 11 F. Rights of City of Grand Terrace This RFP does not commit the City to enter into a contract, nor does it obligate the City to pay for any costs incurred in the preparation and submission of proposals or in anticipation of a contract. The City reserves the right to: 1) Make the selection based on its sole discretion; 2) Reject all proposals without prejudice; 3) Issue subsequent Requests for Proposal; 4) Postpone opening for its own convenience; 5) Remedy technical errors in the Request of Proposal process; 6) Approve or disapprove the use of particular sub-contractors; 7) Negotiate with any, all, or none of the prospective firms; 8) Solicit best and final offers from all or some of the prospective firms; 9) Accept other than the lowest offer; and/or 10) Waive informalities and irregularities in the proposal process. G. Contract Type It is anticipated that a standard agreement contract will be signed after City Council review and approval of the recommended firm. H. Collusion By submitting a proposal, each prospective firm represents and warrants that; its proposal is genuine and not deceptive or collusive or made in the interest of, or on behalf of any person not named therein; that the prospective firm has not directly, induced, or solicited any other person to submit a deceptive proposal or any other person to refrain from submitting a proposal; and, that the prospective firm has not in any manner sought collusion to secure any improper advantage over any other person submitting a proposal. CURRENT TECHNICAL ENVIRONMENT The City will provide opportunities for interested bidders to do a site inspection and review the existing environment. It is incumbent upon the bidder to assess the scope of the existing environment. The City of Grand Terrace’s technical environment consists of approximately three (3) sites, five (5) servers, thirty (30) workstations, as well as several network appliances, systems, and software applications as follows: 1. Cloud Services • Eden Financial Windows Server 2019 • Primary Domain Controller Windows Server 2019 G.6.a Packet Pg. 58 At t a c h m e n t : R e q u e s t f o r P r o p o s a l - I T M S ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) City of Grand Terrace Information Technology Management Services August 3, 2023 Page 5 of 11 • Backup Domain Controller Windows Server 2019 • Virtual Firewall/Router/PN • Cloud Backup Services 2. Flat Rate IT Services Plan • Surface Pro’s (5) • Three (3) Additional Laptops • AWS archiving services 1000GB Video Storage • Microsoft Email Security Services • Service Plan for up to 50 workstations/Laptops/Servers/Users • Unlimited Remote and phone support M-F 8am-5pm • Unlimited Onsite support M-F 8am-5pm • Office 365 Business Premium Suite up to 40 users • Cloud and local backup imaging of servers 2TB • Enterprise antivirus software for servers and pcs • VolP phone system administrator support • Security camera system support • Monthly onsite maintenance services • Ticketing system with client Portal • Priority response to service requests • Remote monitoring and alerting agent • VCIO advisory service and consultations • Deployment of any software updates, as required • Vendor management of telco, internet provider, printers, etc. • Virus definition and anti-spyware monitoring • System and security software patch management • Hardware and software inventory and asset tracking • Data backup monitoring and management • Router, firewall, and remote access management • Tablet and smartphone support • Proposal review and purchasing assistance • Hourly discounts on special projects • After-hours support provided at discounted rates 3. IT Services Plan • Office 365 Business Suite 2019 • Surface Pro’s – 5 • Surface Pro – Full Mage Backup and Disaster Recovery with Cloud – 5 • Monthly AWS/Amazon Cloud Hosting of Traffic System Server w/SQL Software, Backups and Security - 1 • Advanced Email filtering for viruses and phishing - 54 • Security Awareness Training and Testing with Dark Web Monitoring and Alerting - 1 G.6.a Packet Pg. 59 At t a c h m e n t : R e q u e s t f o r P r o p o s a l - I T M S ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) City of Grand Terrace Information Technology Management Services August 3, 2023 Page 6 of 11 • Advanced Network Performance/Traffic Monitoring - 6 • Penetration Testing & Network Scanning for files containing passwords on the network - 1 • 24/7 SOC Log Monitoring for Threats – Monitors Router, Active Directory, SOPHOS, and others - 54 • SOPHOS Advanced Endpoint Protection with XDR and AI – Provides Encryption, Internet Sec, Port Security - 53 • Office 365 Backup – Outlook, SharePoint, and OneDrive - 54 SCOPE OF SERVICES A. CITY TO PROVIDE 1. The City will provide training in regard to the City’s office, procurement, policies, and behavior standards. 2. The City is responsible for purchasing new equipment and planned replacements. B. FIRM TO PROVIDE 1. The Firm should provide adequate backup staffing resources to address major & immediate problems, staffing irregularities, and planned significant upgrades. The Firm should have advanced-level technical resources, or consultants, available to guide and support the on- site technicians & relevant city staff when complex and significant problems arise. C. MINIMUM PERFORMANCE EXPECTATIONS The Firm – General The Firm is expected to: • Provide timely, professional and effective services, work harmoniously with City staff and other city contractors, conduct regular status and information meetings, provide regular and timely reports on outstanding issues, work accomplished, and general network health, and make recommendations on improving City processes. • Provide enforcement of all City policies relating to the use of information technology resources. Desktop Support Desktop Support Technicians are expected to resolve Client/caller-generated trouble calls in a professional and efficient manner. Additionally, they will work on special project/task assignments as necessary: to setup and configure new PCs; to maintain current version levels of desktop software; to install, upgrade or troubleshoot software; to conduct hardware and software inventories; to do minor hardware installations and modifications on existing PCs and other related tasks. G.6.a Packet Pg. 60 At t a c h m e n t : R e q u e s t f o r P r o p o s a l - I T M S ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) City of Grand Terrace Information Technology Management Services August 3, 2023 Page 7 of 11 • Desktop Support Technicians will provide desktop support for all problems and project calls to diagnose, upgrade, install, fix, adjust, and general problem resolution during the hours of 7:00 am to 6:00 pm Monday through Friday. • Desktop Support Technicians will respond (call acknowledging assignment of call) to the Client/caller, resolution/diagnosis according to prioritization. • Desktop Support Technician will make an appointment with the Client/caller to address the Client/caller support needs at a mutually agreed upon time. • Desktop Support Technician will call the Client/Caller if an appointment cannot be kept or will be delayed. • Client/Caller will be apprised of problem status during the entire problem resolution cycle in a timely manner, by the end of the activity service day. • Desktop Support Technicians will give the Client opportunity to test the system while they are present once the problem is resolved if at all possible. For long-term problems, the Client to be notified weekly of progress until resolved/closed. • Desktop Support Technicians will document all actions taken on each call into the tracking system before they leave for the day, on the day that the activity took place whether the call is complete or not. • The Firm’s staff is expected to provide their own transportation between City sites during their support activities. Computer Operations The City’s servers are expected to function 24 hours per day with very minimal unplanned service interruptions occurring between 7:00 am and 6:00 pm. Execution of scheduled batch runs, and processes include: • Review all process logs for normal execution and performance. • Preparation of reports and outputs for distribution on the next regular workday. • Review of security logs and unusual activity. • Performing backups, backup rotations, and restores of all systems, servers, and network equipment. • Maintaining filing, organizing, storing, and status reporting on all operation and network activity records and reports. • Monitoring and reporting the status of servers (disk allocations, etc.). • Monitoring and reporting on the status of the network. • Logging activity event entries into Operations Activity Log. • Cleaning and organizing Computer Room. • Checking on versions of software that require updates. • Maintaining process and operational documentation for Operations and Network Groups. • Maintaining inventory of supplies. • Keeping and maintaining records on hardware assets: PCs, Servers, Network equipment, etc., Acquisition date, Warranty date, maintenance agreement location, maintenance, and repair contact number. • Keeping and maintaining records on software assets: PCs, Servers, Databases, Applications, OS, etc. • Preparing and maintaining a Disruption Plan. G.6.a Packet Pg. 61 At t a c h m e n t : R e q u e s t f o r P r o p o s a l - I T M S ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) City of Grand Terrace Information Technology Management Services August 3, 2023 Page 8 of 11 Network and Systems Support The Network and Systems Support function is expected to provide all the necessary network and system technical expertise to the City to have its systems and network operate efficiently and effectively. Network and Systems staff hours are normally 7:00 am to 6:00 pm Monday through Thursday. However, they are expected to work after hours and on weekends as necessary to resolve problems, install updates, and perform testing so as not to impact normal production activities of the City. The Network and Systems Support activities are expected to be the standard activities for a similar-sized City IT operation. They are generally described as follows: • Network is defined to include all City switches, hubs, routers, bridges, repeaters, firewalls, servers, etc. • Maintenance and installation of network cabling outside of the computer room is NOT part of this proposal. • Network and network device performance monitoring, diagnostics, and tuning. • Network and network device configuration and version updates to keep within two versions of current. • Network and network device configuration management and record keeping. • Network, network device, and server capacity monitoring and planning. • Network, network device, and systems security administration and record keeping consistent with City policies. • Firewall monitoring for intrusion attempts, attacks, viruses, etc. • Firewall configuration and version updates. • Server OS configuration and version updates to keep within two versions of current. • Network intrusion and Virus software management (keeping current updates and versions). • Coordination and cooperation with other City service providers. Communication and Analysis The Firm is expected to have an effective communication rapport with the City, providing valuable, accurate information in a timely manner. Proficient writing skills are essential, and firm’s analysis should be thorough. PROPOSED TERM OF CONTRACT The proposed term of the contract is three years, with options for two one-year extensions at the City’s discretion. SCHEDULE FOR SELECTION RFP available August 3, 2023 Pre-Bid Walkthrough August 24, 2023 Deadline for submittal of questions: August 31, 2023 Staff response to questions: September 7, 2023 G.6.a Packet Pg. 62 At t a c h m e n t : R e q u e s t f o r P r o p o s a l - I T M S ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) City of Grand Terrace Information Technology Management Services August 3, 2023 Page 9 of 11 Deadline for submittal of Proposal September 14, 2023 Agreement presented to Council for review & award October 10, 2023 PROPOSER QUALIFICATIONS 1. The City requires proposals submitted by primary firms only. The prime firm will have completed and exclusive responsibility for satisfying all City conditions and requirements at all times during the life of the agreement. Any subcontractors mentioned in the RFP and/or used in the implementation of the Agreement will have no formal relationship with the City. 2. All proposed subcontractors must be identified by name with a description of the work they will provide. Any subcontractors change proposed after the submittal date can only be made with prior approval of the City. 3. Prime firm must be responsible for at least half the annual value of the proposed work consistent with the scope of work as noted in the proposal. 4. Prime firm must have experience in providing similar work in at least two similar organizations. 5. Close cooperation and productive working relationships between all parties are essential to the City. If there are irresolvable difficulties in the relationships between parties that impact service delivery to the City, either or both parties’ contract will be terminated. METHOD OF SELECTION AND NOTICES A review team appointed by the City Manager will evaluate the information provided in the submitted proposals using the following criteria as a guideline: • Completeness and Comprehensiveness. • Responsiveness to City’s issues. • Potential to benefit the City. • Innovative approach. • Cost effectiveness. • Quality of proposed staff. INFORMATION TO BE SUBMITTED Prospective Firms must submit one (1) unbound, one (1) complete bound and one digital copy of their proposal. Include Chapter 1 with a Proposal Summary: This Chapter shall discuss the highlights, key features, and distinguishing points of the Proposal. A separate sheet shall include all the contact people on the Proposal and how to communicate with them. Limit this Chapter to a total of three (3) pages including the separate sheet with contact personnel. Include Chapter 2 on Profile of the Proposing Firm(s): This Chapter shall include a brief description of the Firm’s size as well as the proposed local organizational structure. Specifically, the City is interested in the potential for a long-term service relationship that would include financial stability. Include a discussion on the Firm’s financial stability, G.6.a Packet Pg. 63 At t a c h m e n t : R e q u e s t f o r P r o p o s a l - I T M S ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) City of Grand Terrace Information Technology Management Services August 3, 2023 Page 10 of 11 capacity, and resources. If applicable, include all other firms participating in this Proposal, including similar information about the firm/subcontractors. Additionally, this section shall include a listing of any lawsuit and/or subcontractors litigation and the result of that action resulting from (a) any public project undertaken by the Firm or by its subcontractors where litigation is still pending or has occurred within the last five years or (b) any type of project where claims or settlements were paid by the Firm or its insurers within the last five years. Include Chapter 3 on Qualifications of the Firm: This Chapter shall include a brief description of the Firm’s and sub-contractor’s qualifications and previous experience on similar or related projects. Provide a description of pertinent project experience with other public municipalities (maximum of four) and private sector (maximum of two) that includes a summary of the work performed, the total project cost, the percentage of work the Firm was responsible for, the period over which the work was completed, and the name, title, and phone number of clients to be contacted for references. Give a brief statement of the Firm’s adherence to the schedule and budget for each project. Include Chapter 4 on Work Plan: In this Chapter, present a well-conceived service plan. This section of the proposal shall establish that the Firms understanding of the City’s objectives and work requirements and the Firm’s ability to satisfy those objectives and requirements. Describe the proposed approach for addressing the required service, outlining the approach that would be undertaken in providing the requested services. Include a timetable for transition to full operation. Describe related service experience by both the Firm and any subcontractors in similar work. Please describe the role, extent of services (number of people used or saved, engagement duration, and contract value). Provide standard written operating procedures that cover the normal industry standard activities for Desktop Technicians, Network Administration and Security, Computer Operations and any other activities proposed by the Firm. Include Chapter 5 on Project Staffing: In this Chapter, discuss how the Firm would propose to staff this project. Firm’s key project team members shall be identified by name, specific responsibilities on the project and their qualifications. An organizational chart for the project team and resumes for key Firm’s personnel shall be included. Key Firm personnel will be an important factor considered by the Review Team or Committee. There can be no change of key personnel once the proposal is submitted, without prior approval of City. Include Chapter 6 on Proposed Innovations: The Firm may also suggest technical or procedural innovations that have been used successfully on other engagements and that may provide the City with better service delivery. In this Chapter discuss any ideas, innovative approaches, or specific new concepts included in the Proposal that would provide benefit to the City’s assessment of the Proposal. Focus primarily on cost-saving or efficiency- enhancing innovations. Include any performance- measuring matrix proposals as well. G.6.a Packet Pg. 64 At t a c h m e n t : R e q u e s t f o r P r o p o s a l - I T M S ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) City of Grand Terrace Information Technology Management Services August 3, 2023 Page 11 of 11 Include Chapter 7 on Proposal Costs Sheet and Rates: In this Chapter include the proposed costs to provide the services desired. Include any other cost and price information that would be contained in a potential agreement with the City. In addition, include the costs for extra after-hours services or any other services that are considered optional additions. G.6.a Packet Pg. 65 At t a c h m e n t : R e q u e s t f o r P r o p o s a l - I T M S ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal For: INFORMATION TECHNOLOGY MANAGEMENT SERVICES Prepared For: Konrad Bolowich, City Of Grand Terrace Prepared By: Steve Diaz, Optiva IT, LLC August 10th, 2023 G.6.b Packet Pg. 66 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) City Of Grand Terrace Office Of The City Clerk 22795 Barton Road Grand Terrace, CA 92313 RE: RFP for Information Technology Management Services Dear City Of Grand Terrace, We are pleased to present this comprehensive proposal for Information Technology Management Services, tailored to meet the unique needs and objectives of City Of Grand Terrace. At Optiva IT, LLC, we understand the critical role that technology plays in today's business landscape and are committed to providing strategic IT solutions that drive operational efficiency, enhance security, and support your growth. Sincerely, Steve Diaz CEO, Optiva IT, LLC Optiva IT, LLC 222 N.Mountain AVE #103-A, Upland CA 91786 March 28, 2018 G.6.b Packet Pg. 67 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Table of Contents Cover Letter 1.0 Proposal Narrative 3 4 6 1.1 Contact People 8 3.0 Qualifications of the Firm 2.0 Firm Size 2.3 Lawsuit Listings 2.1 Proposed Organizational Structure 2.2 Financial Stability 3.1 Project Experience 3.2 Client Reference 11 4.0 Work Plan 4.1 Proposed Approach 4.2 Standard Written Operating Procedures 4.3 Related Service Experience 4.2 Standard Written Operating Procedures 4.4 Transition to Full Operation 16 5.0 Organizational Chart 5.1 Project Team Responsibilities 17 6.0 Proposed Innovations 18 7.0 Proposed Costs and Rates G.6.b Packet Pg. 68 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 1. Executive Summary: At [Optiva IT, LLC, we offer a full spectrum of Information Technology Management Services designed to optimize your IT infrastructure, streamline processes, and ensure your technology aligns with your business goals. Our experienced team will work closely with your organization to assess, plan, implement, and maintain technology solutions that deliver measurable results. 2. Scope of Services: Our comprehensive IT Management Services include but are not limited to: • IT Infrastructure Assessment: A thorough evaluation of your existing IT infrastructure to identify strengths, weaknesses, and opportunities for enhancement. • Strategic IT Planning: Developing a customized IT roadmap that aligns with your business objectives, ensuring technology investments support your long-term vision. • Network and Security Solutions: Implementing robust security measures, including firewalls, encryption, and intrusion detection, to safeguard your digital assets. • Cloud Computing and Virtualization: Designing and deploying scalable cloud solutions that enhance flexibility, reduce costs, and increase accessibility. • Hardware and Software Management: Procurement, installation, and maintenance of hardware and software resources, optimizing performance and minimizing downtime. • 24/7 Help Desk Support: Providing reliable and responsive technical support to address issues and ensure uninterrupted operations. • Data Backup and Disaster Recovery: Developing comprehensive data backup and recovery strategies to mitigate risks and ensure business continuity. 3. Benefits of Choosing [Your Company Name]: By partnering with [Your Company Name], you can expect: • Proven expertise in IT management, demonstrated through successful projects and satisfied clients. • A dedicated team committed to understanding your unique needs and tailoring solutions accordingly. • Cutting-edge technology solutions that leverage the latest industry trends and best practices. • Enhanced operational efficiency, reduced downtime, and improved employee productivity. • Peace of mind knowing your data and systems are secure and compliant with industry regulations. 4. Cost-Effective Solutions: Our pricing is competitive and designed to provide maximum value for your investment. We offer flexible payment options and will work closely with you to ensure our services align with your budget. 4 1.0 Proposal Narrative G.6.b Packet Pg. 69 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 5 1.1 Contact People: Steve Diaz - IT Consultant & Founder Office 909-906-1847Direct 909-434-6071 Email steve@optivait.com Herman Cakir - Senior Engineer Office 909-906-1845 Direct 909-638-6380 Email herman@optivait.com Julio Mendoza - Cybersecurity SpecialistOffice 909-906-1114 Direct 909-906-1846 Email julio@optivait.com Steven Cohen - Tier 3 Tech Office 909-906-1114 Direct 909-927-8344Email steve@optivait.com Anthony Arreola - Tier 2 Tech Office 909-906-1114 Direct 909-342-6817 Email anthony@optivait.com Rodrigo Lucatero - Tier 1 Tech/ Customer Success Office 909-906-1114 Direct 909-906-5501 Email rodrigo@optivait.com Gary Jimenez - Tier 1 Tech/ Customer Success Office 909-906-1114 Direct 909-966-4628 Email gary@optivait.com Helpdesk Support Line Office 909-906-1114 Email support@optivait.comwww.optivait.com G.6.b Packet Pg. 70 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 6 2.0 Firm Size Firm Size: The size of Optiva IT, LLC is a small based Technology company with a total of Six Employees ranging in different tier levels. Optiva IT, LLC is rapidly growing internally and we currently have great systems in place that allows us to oversee and manage medium sized to larger firms. 2.1 Proposed Organizational Structure: Executive Leadership: Steve Diaz-CEO/Founder: Sets the company's vision, strategy, and overall direction. •Herman Cakir-COO (Chief Operating Officer): Oversees day-to-day operations and ensures efficient delivery of services. 2.Practice Areas/Departments: •Julio Mendoza-Technology Consulting: provide expertise in various technology domains, such as, systems integration, cloud services, and cybersecurity. 3.Consultant Roles: •Steve Diaz- Senior Consultant: Lead client projects, provide strategic guidance, and mentor junior team members. 4.Client Engagement: •Herman Cakir-Account Manager: Build and maintain relationships with clients, understand their needs, and ensure project success. •Rodrigo/Gary-Client Teams: Cross-functional teams assigned to specific clients or projects, consisting of consultants from different practice areas. 5.Support Functions: •Rodrigo/Gary-IT Helpdesk Support Tier 1: Manages internal technology infrastructure, equipment, and software. •Anthony- IT Helpdesk Support Tier 2: Handles more complex day-to-day IT tasks. •Steven Cohen-IT Helpdesk Support Tier 3: Handles and troubleshoots more enterprise complex network issues. •Julio Mendoza- Cybersecurity: Monitors networks to make sure they are safe from external threats. G.6.b Packet Pg. 71 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 7 1.Revenue Growth: Optiva IT, LLC Consistent and healthy revenue growth over time has helped us attract clients and delivering valuable IT Management services. 2.Profitability: Optiva IT, LLC positive net income and healthy profit margins have been essential for sustaining operations, reinvesting in Technology and business, and managing financial obligations. 3.Client Diversity: A broad and diverse client base has helped Optiva IT, LLC reduce the risk associated with depending heavily on a small number of clients. 4.Long-Term Contracts: Having long-term contracts or ongoing retainer agreements with clients has helped provide Optiva IT, LLC a steady stream of revenue and improve predictability. 5.Cash Flow Management: Effective management of cash flow has been number one for Optiva IT, LLC it ensures that the company has enough liquidity to cover operational expenses, investments, and potential downturns. 6.Debt Management: A manageable level of debt and a strong credit profile for Optiva IT, LLC has contributed to financial stability and flexibility. 7.Operational Efficiency: Efficient resource allocation for Optiva IT, LLC and cost control, and productivity improvements contribute to overall financial health. 8.Market Demand and Trends: Being aligned with current market demands and trends in technology and consulting services has driven growth and stability for Optiva IT, LLC. 9.Client Satisfaction and Retention: High client satisfaction rates and long-lasting relationships has lead Optiva IT, LLC to repeat business and referrals. 10.Adaptability: Optiva IT, LLC ability to adapt to changing market conditions and shifts in client needs has been crucial for maintaining revenue streams. 11.Reserve Funds: Maintaining reserve funds has helped Optiva IT, LLC weather unexpected financial challenges. 2.2 Financial Stability: G.6.b Packet Pg. 72 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 2.3 Lawsuit Listings: Optiva IT, LLC has not had any lawsuits or litigations ever. 1.Technical expertise:Optiva IT, LLC has a strong foundation in various IT disciplines, including networking, cybersecurity, cloud computing, hardware, software, and infrastructure management. 2.Experience: Optiva IT, LLC has demonstrated experience in providing IT services to businesses across different industries. 3.Client References: Optiva IT, LLC has established positive Google client testimonials and references that vouch for the company's reliability, technical proficiency, and customer service. 4.Range of Services: Optiva IT, LLC has an array of IT services such as network management, cybersecurity, data backup and recovery, software management, hardware support, cloud solutions, and more. 5.Skilled Workforce: Optiva IT. LLC has qualified and experienced IT professionals, including technicians, engineers, cybersecurity experts, who can provide specialized support as needed. 6.Proactive Approach: Optiva IT, LLC has the ability to offer proactive IT monitoring, maintenance, and issue resolution to prevent problems before they disrupt business operations. 7.Security Focus: Optiva IT, LLC has a commitment to implementing strong cybersecurity measures, data protection protocols, and compliance with relevant regulations. 8.Scalability: Optiva IT, LLC has the ability to support businesses of various sizes, from small startups to larger enterprises, with scalable IT solutions that adapt to changing needs. 3.0 Qualifications of the Firm 8 G.6.b Packet Pg. 73 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 9 9.Communication Skills: Optiva IT, LLC is Effective in communication with clients, both in technical and non-technical terms, to ensure clients understand their IT needs and solutions. 10.Vendor Partnerships: Optiva IT, LLC has established Partnerships with reputable technology vendors and suppliers, ensuring access to high-quality hardware, software, and services. 11. Continuing Learning: Optiva IT, LLC has demonstrated commitment to ongoing professional development, attending industry conferences, training programs, and staying updated with the latest IT trends and best practices. 3.1 Project Experience: 1. Client Experience 1: Optiva IT, LLC has taken on Allegiance Steam Academy and has provided Information Technology Management services since 2018. The school originally started with 420 students and 55 staff members and today the school has 900 students and over 100 staff members. We have been managing all the end point devices, cybersecurity, hardware, software support, boots on the ground and a full- time helpdesk environment for staff to call into when needed. Optiva IT, LLC has grown with the school and was awarded their secondary school in Fontana with great IT Management services. We recently met their goal of having all the tech in place by August 14th. We implemented the topology, the access points through out the school, we setup their PA system, VOIP phone system and deployed the firewall and switches. The budget for the Fontana school project with hardware and labor was 65k and ongoing information Technology management services for both schools on a monthly basis is $11,025. 2. Client Experience 2: Optiva IT, LLC took on RedWhite&Bloom back in November 2022. This came in as a referral from another public company we support with managed IT. Optiva IT, LLC was awarded the contract because of our proven track record. We started off with RedWhite&Bloom with about 150 seats and it has now grown to over 200 seats in less than a year. We provide support for their offices in Michigan, Florida, San Diego & Canada. We offer them full managed IT services, Helpdesk, Cybersecurity, software and hardware support and also provide boots on the ground when needed. The initial handoff from their prior IT company did not go well so we were left as a company to basically rebuild the tech. The original project work to get them stabilized would have costed them around 100k but with getting creative on our end we were able to complete the project at around 65k. The current monthly for managed IT for RedWhite&Bloom is $20,600 and growing. G.6.b Packet Pg. 74 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 10 3.2 Client Reference: Allegiance Steam Academy Contact: Sebastian Cognetta 909-626-831-2531 Email: Sebastian.cognetta@asathrive.org RedWhite&Bloom Contact: Carrie Magee 647-588-7603 Email: carrie.magee@redwhitebloom.com G.6.b Packet Pg. 75 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 11 4.0 Work Plan 1.Needs Assessment and Strategy Development: •Conduct a thorough assessment of the city's existing IT infrastructure, systems, and processes to identify strengths, weaknesses, opportunities, and threats. •Engage with key staff, including city officials, department heads, to understand their IT needsand priorities. •Develop a comprehensive IT strategy aligned with the city's goals, focusing on areas such as digital transformation, cybersecurity, and operational efficiency. 2.Infrastructure Modernization: •Upgrade outdated hardware and software systems to ensure optimal performance and compatibility. •Implement cloud-based solutions to enable scalability, cost-efficiency, and remote access tocity services. •Establish redundant and resilient network architecture to minimize downtime and ensure continuity of services. 3.Data Security and Privacy: •Develop and enforce robust cybersecurity policies to protect sensitive citizen data and critical infrastructure from cyber threats. •Implement regular security assessments, penetration testing, and vulnerability management to identify and mitigate potential risks. •Provide training and awareness programs for city employees to ensure they understand andfollow security best practices. 4.IT Governance and Project Management: •Set up an IT governance framework that defines roles, responsibilities, and decision-makingprocesses for IT initiatives. •Implement project management methodologies to ensure IT projects are delivered on time, within budget, and with the desired outcomes. •Regularly review and prioritize IT projects based on their alignment with the city's strategic goalsand available resources. 5.Training and Support: •Provide ongoing training to city employees on using new technologies, applications, andsystems effectively. •Establish a dedicated IT helpdesk to provide timely support and assistance to both employees and executives. 6.Performance Measurement and Continuous Improvement: •Define key performance indicators (KPIs) to measure the effectiveness of IT management services and their impact on city operations. •Regularly monitor and analyze data to identify areas for improvement and make data-driven decisions. •Continuously refine the IT strategy based on feedback, technological advancements, andchanging city needs. G.6.b Packet Pg. 76 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 12 7.Disaster Recovery and Business Continuity: •Develop comprehensive disaster recovery and business continuity plans to ensure the city's ITservices can quickly recover from disruptions. •Regularly test and update these plans to address emerging threats and changes in technology. 4.1 Proposed Approach: 1.Pre-Onboarding Preparation: •Gather Information: Collect detailed information about the city of Grand Terraceexisting IT infrastructure, systems, processes, and pain points. •Establish Communication Channels: Set up communication channels for regular updates, discussions, and issue resolution. This can include email, messaging apps,project management tools, and video conferencing.2.Develop an Onboarding Plan: •Customize the Plan: Tailor the onboarding plan to the specific needs of the city of Grand Terrace. Outline the timeline, tasks, and milestones for a successful transition. •Task Breakdown: Break down the onboarding process into manageable tasks.Include tasks such as network assessment, software installations, data migration,and user training. •Prioritize Tasks: Identify critical tasks that need to be addressed first to ensure minimal disruption to the client's operations.3.Network Assessment and Documentation: •Assess Infrastructure: Conduct a thorough assessment of the client's ITinfrastructure, including hardware, software, networking, security measures, andconfigurations. •Document Systems: Create comprehensive documentation of the city of Grand Terrace existing systems, network architecture, security protocols, andconfigurations.4.Transition and Setup: •Install Tools: Install any necessary remote monitoring and management (RMM) tools, security software, and other applications required by Optiva IT, LLC. •Configure Security: Implement security measures such as firewalls, antivirussoftware, intrusion detection, and data encryption to protect the City of GrandTerrace's systems and data.5.Data Migration and Backup: •Data Migration: If required, assist the city of Grand Terrace in migrating their data to the new systems or platforms. Ensure data integrity and minimize downtime duringthis process. •Backup Strategy: Set up regular data backup and recovery procedures to protectagainst data loss and ensure business continuity.6.User Training and Support: •End-User Training: Provide training to the client's employees on using the newsystems, tools, and applications. •Support Setup: Educate staff at the city of Grand Terrace to reach out withquestions or issues utilizing our helpdesk, ticketing system, or direct contact with the Optiva IT, LLC team. G.6.b Packet Pg. 77 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 13 7. Testing and Quality Assurance: •Testing Phase: Conduct thorough testing of the new systems and configurations to identify any issues, bugs, or compatibility problems. •Quality Assurance: Ensure that Optiva IT, LLC meet the agreed-uponperformance standards and align with the city of Grand Terrace’s requirements.8. Communication and Feedback: •Regular Updates: Maintain open communication with the city of Grand Terrace throughout the onboarding process. Provide regular updates on progress andaddress any concerns promptly. •Collect Feedback: Seek feedback from the City of Grand Terrace regarding their experience during the onboarding process. 9. Post-Onboarding Review: •Review Meeting: Hold a post-onboarding review meeting with the city of Grand Terrace to assess the success of the onboarding process. Discuss any remaining concerns and plan for ongoing support and improvements. •Adjustment and Improvement: Based on feedback and lessons learned, make necessaryadjustments. 4.2 Standard Written Operating Procedures: Operating Procedures for Desktop Technicians 10.User Support: •How to receive and log user support requests. •Troubleshooting common desktop and software issues. •Escalation procedures for complex problems.11.Hardware and Software Setup: •Standard procedures for setting up new desktops, laptops, and peripherals. •Installation and configuration of software applications. •License tracking and compliance.12.Maintenance and Upgrades: •Regular maintenance tasks for optimizing desktop performance. •Guidelines for hardware upgrades and replacements. •Software patching and updates.13.Data Management: •Backing up and restoring user data. •Guidelines for data transfer and migration. •Data security practices, including encryption and access controls.14.Remote Support: •Procedures for providing remote assistance to users. •Remote desktop access and troubleshooting.15.Documentation: •How to maintain accurate records of support requests, solutions, and user interactions. •Creating and updating user manuals and troubleshooting guides. G.6.b Packet Pg. 78 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 14 Operating Procedures for Network Administration 1.Network Infrastructure: •Configuration and management of routers, switches, and firewalls. •IP address allocation and subnetting. •VLAN setup and management. 2.Network Monitoring: •Monitoring network traffic and performance. •Detecting and addressing network bottlenecks and issues. •Setting up alerts and notifications. 3.Network Security: •Firewall configuration and rule management. •Intrusion detection and prevention systems (IDPS). •VPN setup and management for secure remote access. 4.Network Maintenance: •Regular backups of network configurations. •Firmware updates for network devices. •Network topology documentation. 5.User Access and Authentication: •User account management, including creation, modification, and deletion. •Implementation of strong password policies. •Two-factor authentication setup. 6.Disaster Recovery and Redundancy: •Backup and recovery procedures for network infrastructure. •Redundancy and failover configurations. Operating Procedures for Cybersecurity 1.Security Policies and Cybersecurity: •Overview of the organization's cybersecuirty policies and guidelines. •Compliance with industry standards (e.g., GDPR, HIPAA). •Data Classification and handling procedures. 2. Vulnerability Management: •Regular vulnerability scanning and assessment. •Patch management and updates. •Handling critical vulnerabilities.3. Incident Response: •Procedures for detecting, reporting, and responding to securtiy incidents. •Chain of command and communication during incidents. •Data breach containment and notification. G.6.b Packet Pg. 79 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 4. Access Control: •User access management and role-based permissions. •Privileged account management. •Access review processes.5. Security Awareness Training: •Educating employees about cybersecurity best practices. •Conducting phishing awareness campaigns.6. Network Segmentation: •Segregating sensitive systems and data from the main network. •Microsegmentation for enhanced security.7. Encryption and Data Protection: •Encryption protocols for data at rest and in transit. •Procedures for encrypting sensitive information.8. Security Audits and Assessments: •Conducting regular security audits and assessments. •Compliance audits and reporting.9. Documentation and Reporting: •Incident reports and documentation. •Security metrics and reporting to management. 4.3 Related Service Experience: •Optiva IT, LLC is a professional Managed IT service provider with a proven track record in delivering fast reliable IT services for some of the bestcompanies in the Inland Empire and all over the world. Our experience inonboarding clients time after time will ensure we properly can manageand maintain the key objectives in the RFP. We live and breath IT so we will make sure the City of Grand Terrace is well taken care of. 4.4 Transition to Full Operation: •The handoff of IT services really depends on the prior IT company orinternal IT department. If the tech was managed and documented properly then the transition to full operation can be quick and instant. If we run into legacy hardware and software and nothing was managed properly with poor documentation, then it can take a few weeks to implement newsoftware and equipment and up to3-6 months to stabilize the company network infrastructure. 15 G.6.b Packet Pg. 80 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 16 CCEEOO SStteevvee DDiiaazz SD SD HHeerrmmaann CCaakkiirr SeSennioiorr EEnngginineeeerr HC HC CCyybbeerrSSeeccuurriittyy JJuulliio o MMeendondozzaa JM JM TTiieerr 33 TTeecchh SStteevveen n CCoheohenn SC SC AAnntthhoonnyy AArrrreeoollaa TTiieerr 22 TTeecchh AA AA RRooddrriiggoo LLuuccaatteerroo TTiieerr 11 TTeecchh RL RL TTiieerr 11 TTeecchh GGaarryy JJiimmeenneezz GJ GJ Optiva IT Organizational Chart 5.0 Organizational Chart 5.1 Project Team Responsibilities: Tier 1 Tech: Provide helpdesk support for most issues related to desktop software, hardware and peripherals. Tier 2 Tech: Resolve complex issues requiring detailed systems and applications knowledge that have been escalated from Tier 1. Tier 3 Tech: Troubleshoot complex software and hardware issues, including all network equipment. Senior Engineer: Install, configure, and maintain network systems including firewalls, switches and servers. Cybersecurity: Implementing security policies and systems to protect against malicious attacks by phishing, spoofing, malware and viruses. G.6.b Packet Pg. 81 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 17 1.Cloud Computing Adoption: Transitioning to cloud-based infrastructure and services can improve scalability, flexibility, and cost-efficiency for IT systems and applications. 2.Cybersecurity Enhancements: Strengthening cybersecurity measures through advanced threat detection, real-time monitoring, and incident response protocols to protect sensitive city data and infrastructure. 3.Data Analytics and Insights: Implementing data analytics tools to gain actionable insights from city data, which can support better decision-making and more effective resource allocation. 4.Digital Transformation of Services: Digitizing and streamlining city services, such as permitting, licensing, and payment processing, to provide residents and businesses with more convenient and efficient interactions with the city. 5.IoT Integration: Utilizing Internet of Things (IoT) devices and sensors to collect real-time data for various purposes, such as traffic management, waste management, and environmental monitoring. 6.Remote Work and Collaboration Tools: Enhancing remote work capabilities for city employees by providing secure access to work systems and fostering collaboration through video conferencing and digital workspace solutions. 7.AI and Automation: Exploring the use of artificial intelligence (AI) and automation for tasks like customer service chatbots, data analysis, and predictive maintenance of city infrastructure. 8.Smart Infrastructure Management: Leveraging technology to monitor and manage city infrastructure, such as roads, bridges, and utilities, to improve maintenance efficiency and reduce downtime. 9.Blockchain for Security and Transparency: Exploring blockchain technology for secure and transparent record-keeping in areas like property transactions, identity verification, and supply chain management. 10.Training and Skill Development: Investing in continuous training and skill development for IT staff to ensure they are equipped to handle emerging technologies and effectively manage IT operations. These are just some general ideas for innovations in IT management services that the City of Grand Terrace might consider. 6.0 Proposed Innovations G.6.b Packet Pg. 82 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 18 7.0 Proposed Costs and Rates Role Hourly Rate Quantity Total Cost $125 45 $5,625 Managed IT per a server $200 5 $1,000 Network infrastructure Support per month $99 0 $2,000 Hourly DiscountedRate per project $0 After HoursEmergency Service per hour $99 For 36 months $310,500 Total Cost: $310,500 Managed IT per a device $2,000 0 G.6.b Packet Pg. 83 At t a c h m e n t : O p t i v a I T , L L C P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) MANAGED IT SERVICES PROPOSAL City of Grand Terrace RFP Managed IT Services Debra Thomas, City Clerk Office of the City Clerk 22795 Barton Road Grand Terrace, CA 92313 dthomas@grandterrace-ca.gov Submitted by: Apex Technology Management, LLC Redding | Chico | Sacramento | Los Angeles Federal I.D. Number: 68-0423495 310 Hemsted Dr., Suite 300 Redding, CA 96002 George Passidakis | Director of Sales and Marketing gpassidakis@apex.com 9/14/2023 G.6.c Packet Pg. 84 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 2 of 46 Proposal for City of Grand Terrace Table of Contents Chapter 1: Proposal Summary ...................................................................................................................................................................... 3 Proposal Summary ....................................................................................................................................................................................................................................... 4 Contacts ........................................................................................................................................................................................................................................................... 5 Chapter 2: Profile of the Proposing Firm .................................................................................................................................................... 6 Overview .......................................................................................................................................................................................................................................................... 7 Proposed Local Organizational Structure ................................................................................................................................................................................... 10 Firms Financial Stability, Capacity, and Resources.................................................................................................................................................................. 10 Lawsuits and Subtractors Litigation .............................................................................................................................................................................................. 10 Chapter 3: Qualifications of the Firm ......................................................................................................................................................... 11 Certifications ................................................................................................................................................................................................................................................ 12 Licenses / Authorized Service Provider Statuses ............................................................................................................................................................................ 13 References .............................................................................................................................................................................................................................................. 14 Chapter 4: Work Plan.................................................................................................................................................................................. 18 Understanding ............................................................................................................................................................................................................................................. 19 Approach, Timing and Work Program of Engagement Team - Total Support Platinum .................................................................................................. 19 Virtual Chief Information Officer (vCIO) ...................................................................................................................................................................................... 20 Remote IT Monitoring & Management (RMM) .......................................................................................................................................................................... 21 Remote Help Desk Support .............................................................................................................................................................................................................. 22 On-Site Support .................................................................................................................................................................................................................................... 23 Project Services ..................................................................................................................................................................................................................................... 23 Customer Satisfaction Surveys ........................................................................................................................................................................................................ 24 Remediation, Stabilization & Transformation........................................................................................................................................................................... 24 Support Tracking .................................................................................................................................................................................................................................. 25 Microsoft/Office 365 Administration ............................................................................................................................................................................................ 25 Network Administration ..................................................................................................................................................................................................................... 25 Reports ..................................................................................................................................................................................................................................................... 26 Anticipated Timeline – Service Delivery ..................................................................................................................................................................................... 26 Security Administration ..................................................................................................................................................................................................................... 28 Cybersecurity Management (Apex Security Essentials) ......................................................................................................................................................... 29 Operating Procedures ............................................................................................................................................................................................................................... 30 Chapter 5: Project Staffing .......................................................................................................................................................................... 32 Key Personnel .............................................................................................................................................................................................................................................. 33 Managed IT Organizational Structure ................................................................................................................................................................................................ 35 Security Organizational Structure ........................................................................................................................................................................................................ 36 Chapter 6: Proposed Innovations ............................................................................................................................................................. 37 Proposed Innovations ............................................................................................................................................................................................................................... 38 Chapter 7: Proposal Costs Sheet and Rates ............................................................................................................................................ 39 Proposal Summary ........................................................................................................................................................................................ 41 Proposal Summary ..................................................................................................................................................................................................................................... 42 Contact Information ............................................................................................................................................................................................................................ 42 Appendix A: Business License ................................................................................................................................................................... 43 Business License ......................................................................................................................................................................................................................................... 44 G.6.c Packet Pg. 85 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 3 of 46 Proposal for City of Grand Terrace Chapter 1: Proposal Summary 1 G.6.c Packet Pg. 86 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 4 of 46 Proposal for City of Grand Terrace Proposal Summary 9/14/2023 Debra Thomas, City Clerk City of Grand Terrace Dear Debra and City staff, Following this letter, you will find Apex Technology Management’s proposal for Total Support Platinum Managed IT Services. As a Managed Service Provider leader that has been serving clients for over 31 years, we have built a proven process with remarkable success providing all of the services highlighted in the following pages to numerous clients, including many in our largest vertical space, the Municipal Government and Public Sector space. We are able to provide all of the services set forth in the RFP. We are dedicated and passionate about our client’s success: • Unique amongst Managed Service Providers, our Public Sector Division is led by former Assistant Chief of Police, Marc Coopwood. Marc’s 27+ years of experience working in Municipal Government will lead our relationship with the City. • Our remote help desk is staffed by 20+ technicians. • We answer the phone in an average of 17 seconds or less. It is important to us that our clients talk to a real person every time they call our office. Our clients have provided many 5-Star Google reviews. We encourage you to search for Apex on Google and read our amazing reviews. • One quarterly on-site maintenance visit by your Lead Engineer and vCIO is included with our Total Support Platinum plan. • We are committed to maintaining a Client-Obsessed company culture. Your success is our mission. • With 500+ years of combined IT experience and 150+ Industry Certifications, we provide you with the best team to find the best solutions for your organization. • Our team of 51 Managed Services Staff and 25 Managed Security Staff will ensure the best possible service for the organization. We will assign the appropriate team members to the organization for day-to-day support. • Monday – Friday 8:00AM - 5:00 PM help desk operating hours (excluding holidays) with 24/7 emergency support for the servers and staff computers. • As requested in the RFP, unlimited in-scope on-site support in included in our support plan. • A full suite of Cybersecurity options is available from CYBER74, our Advanced Cybersecurity Division. If the City of Grand Terrace decides to partner with Apex, you will have more than just an IT vendor. You will have a trusted partner, friend, and a team whose goal is to make sure that the City is successful for many years to come. Apex understands the services to be performed and will make a positive commitment to provide the services specified in the RFP within the time frames listed. We will give the City of Grand Terrace the same level of service that we give all of our clients. This level of service is what we are known for in the industry and can be clearly seen in our references, reviews, testimonials, and extensive history. Based on our history, and expertise with similar organizations, we believe Apex will be the best qualified team to perform this engagement. Thank you for the opportunity to introduce Apex Technology Management and provide this proposal for Managed IT Services. I look forward to discussing our proposal with you further. George Passidakis, Director of Sales, and Marketing gpassidakis@apex.com | 530-248-1015 | www.apex.com Apex Technology Management (a California Limited Liability Company) Federal and State Taxpayer Identification Number: 68-0423495 Redding HQ - 310 Hemsted Dr. Suite 300 Redding, CA 96002 G.6.c Packet Pg. 87 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 5 of 46 Proposal for City of Grand Terrace Contacts George Passidakis, Director of Sales, and Marketing gpassidakis@apex.com | 530.248.1015 Parker Smyth, Business Development Specialist Psmyth@apex.com | 530.248.1026 G.6.c Packet Pg. 88 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 6 of 46 Proposal for City of Grand Terrace Chapter 2: Profile of the Proposing Firm 2 G.6.c Packet Pg. 89 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 7 of 46 Proposal for City of Grand Terrace Overview Apex Technology Management, LLC is more than capable of providing all the requested services in the RFP. On the following pages you will find details on the history of Apex, our skills, and certifications. Who We Are Since 1991, Apex has been providing enterprise-class Managed IT & Cybersecurity services to municipal governments and special districts. Passionate about providing best-in-class service to our clients, we are committed to continuously investing in the architecture, design, and security of our technology solutions. Why Apex • Recognized as a Top Tier U.S. based Industry Leader in Security, Operational Maturity, Transformation and Satisfaction, Apex has been providing enterprise-class services to Public Sector and small and midsized businesses for over 30 years. • We are committed to maintaining a Client-Obsessed company culture. Your success is our mission. • With 500+ years of combined IT experience and 150+ Industry Certifications, we can provide you with the best team to find the appropriate solutions for your organization. • We answer the phone. It is important to us that our clients talk to real humans every time they call our office. Our California based Help Desk has 24/7 availability for emergencies with local experts. Years in Business 31 5000+ Endpoints Managed Help Desk Support 24/7 Seconds: Average time to Speak to a Live Technician 17 Star Google Review Rating 5 98 Percent: Customer Retention 4000+ Projects Completed Industry Certifications 150+ Years of Combined Industry Experience 500+ G.6.c Packet Pg. 90 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 8 of 46 Proposal for City of Grand Terrace A New Charter Technologies Company At New Charter Technologies, we are a family of operating companies coming together to share best practices, resources, and capabilities. Through building this at scale, we will create a caliber of business the IT industry has not yet seen. We are on a path to be the most respected Pure-Play MSP in North America. We propel our clients into the digital world by harnessing the power of emerging technologies to align technology to their strategic and operation initiatives. The Launch of New Charter Technologies: New Charter Technologies was born in September of 2019. Mitch Morgan, CEO of New Charter, partnered with private equity firm, Oval Partners, to align the vision and propel the idea into a reality. Four founding partners—PennComp, ActiveCo, Apex, and DCG—came together, setting the stage for fast-growth years to follow. The Equity Partnership Model signifies long-term trust, strategy, collaboration, and relationships. Serving over 20 cities in North America through our 21 Partners G.6.c Packet Pg. 91 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 9 of 46 Proposal for City of Grand Terrace Highlights of our Experience • Former Beverly Hills Assistant Chief of Police, Marc Coopwood leading as VP of Public Sector • Named one of the Top 5 Managed Service Providers for Government & Education in 2023 • Twenty (20) Technical Staff Team Members with current CJIS and CLETS Security Training • Specializing in fully Managed IT Services programs for Public Sector entities throughout California • Operates an Advanced Cybersecurity Division with dedicated team members and a live SOC (Security Operations Center) to ensure our clients have the best protection in place. • Awarded #256 in the “Top 500” of all Managed IT Service Providers in the world. • 31 Years in Business, Providing Managed IT Services • 95+ Managed Service Clients • 20+ Managed Public Sector Clients • 17 Seconds: Average time to speak to a Live Technician • 24/7 Helpdesk Support • 5000+ Endpoints Managed • 4000+ Projects Completed • 51 Managed Services Full Time Employees • 25 Security Services Full Time Employees • 30 Technical Support • 20 Administrative, Sales, Marketing, and Finance Apex Technology Management has provided varying levels of IT support for numerous Municipal Government entities over its 31+ year history. Some of our current Municipal Government clients include the City of Martinez, City of Clayton, Town of Tiburon, City of Dixon, City of Rio Vista, County of Tehama, City of Red Bluff, City of Lakeport, Shasta Mosquito Vector Control District, Shasta Regional Transportation Agency, Merced County Association of Governments, Modoc County Transportation Commission, and many others. We provide managed IT service for 95+ organizations (approximately 5,000 endpoints) and provide periodic/project/consultation support for many more. G.6.c Packet Pg. 92 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 10 of 46 Proposal for City of Grand Terrace Proposed Local Organizational Structure Please see page 33 of the RFP for a breakdown of key staff that will be managing the account, and page 35 of the RFP for an organizational chart of the entire organization. Our Irvine and Santa Ana based New Charter offices are close by and will be able to dispatch technical resources as needed. Firms Financial Stability, Capacity, and Resources Apex Technologies Management, LLC, a New Charter company, uses a centralized cloud-based enterprise resource planning (ERP) system, Microsoft Dynamics Business Central, for all financial transactions. The platform is interfaced with our other customer and operational management systems allowing for a more comprehensive internal control environment. Standardized systems, workflows and procedures are the backbone of our internal controls, particularly with regard to capturing financial transactions. In concert with the systems we employ, our procedures reinforce robust internal control A hierarchical system of oversight, review and approval avoid and/or mitigate segregation of duty conflicts. Senior management are the final stage of oversight & approval. We adhere to Generally Accepted Accounting Principles (GAAP) are audited by a third-party audit firm. On page 35 of the RFP, you can see an organizational chart containing all financial staff members. Lawsuits and Subtractors Litigation None G.6.c Packet Pg. 93 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 11 of 46 Proposal for City of Grand Terrace Chapter 3 : Qualifications of the Firm 3 G.6.c Packet Pg. 94 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 12 of 46 Proposal for City of Grand Terrace Certifications Our technicians hold over 150+ IT industry certifications, including a variety of key specializations: Microsoft Certs held by Apex Engineers 6 MCP (Microsoft Certified Professionals) 5 MCSA (Microsoft Certified Systems Administrator) 3 MCSA (Microsoft Certified Solutions Associate) 3 MCSE (Microsoft Certified Systems Engineer) 5 MCSE (Microsoft Certified Solutions Expert) 5 MCITP (Microsoft Certified IT Professional) 1 MCDST (Microsoft Certified Desktop Support Tech.) 1 MCT (Microsoft S Certified Technician) 18 MCTS (Microsoft Certified Technology Specialist) CISCO Certs held by Apex Engineers 6 CCNA (Cisco Certified Network Associate) 3 CCNP (Cisco Certified Network Professional) 1 CCENT (Cisco Certified Entry Network Technician) 1 CCDP (Cisco Certified Design Professional) 1 CCDA (Cisco Certified Design Associate) 1 CTSS (Cisco Technical Sales Specialist) 1 CMNA (Cisco Meraki Network Associate) Citrix Certs held by Apex Engineers 1 CCE-V (Citrix Certified Engineer – Virtualization) 1 CCEE (Citrix Certified Enterprise Engineer) 4 CCA (Citrix Certified Administrator-XenApp 6.5) VMware Certs held by Apex Engineers 2 VCP (VMware Certified Professional) 6.5 1 VCT (VMware Certified Technician) 1 VTPA (Virtualization Tech Post-Sales Accreditation) 1 VMware vSphere Systems Design 2 VSP (VMware Sales Professional) COMPTIA Certs held by Apex Engineers 2 COMPTIA A+, 2 COMPTIA Network+, 2 COMPTIA Security+ OTHER Certifications and/or Training … DELL, SonicWALL, Nimble Storage, Veeam, NUANCE/Dragon, 3Com, CJIS / CLETS, CWNT, CISSP, CWSP, CWDP, CWAP, CWNE, CWNT, Office 365, Payment Card Industry (PCI) CISSP - Certified Information Systems Security Professional CMMC-AB RPO G.6.c Packet Pg. 95 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 13 of 46 Proposal for City of Grand Terrace Licenses / Authorized Service Provider Statuses Apex Technology Management holds authorized service provider status with many industry-leading technology vendors such as: - Microsoft (Gold Partner) - Cisco Premier Integrator Partner (including Meraki) - VMware - Dell/EMC - Hewlett-Packard - SonicWall - And many others G.6.c Packet Pg. 96 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 14 of 46 Proposal for City of Grand Terrace References Reference No. 1 City of Martinez 525 Henrietta St Martinez, CA 94553 Service Began: June 2022 Contact: Nick Villasenor, IT Manager 925.372.3535 nvillasenor@cityofmartinez.org Total Project Cost: $10,341.16 / MRR + various projects Percentage of work Apex was responsible for: 100% Summary of Work Performed: The City of Martinez is on a Total Support Gold Plan, and a Tungsten Complete Managed Security Plan. The City of Martinez has benefited from our comprehensive range of services, including a Technology & Cybersecurity Assessment, Information Technology Plan Development, ongoing IT support/MSP Services, and Managed Security Services. These projects have significantly enhanced their technology infrastructure and cybersecurity measures, ensuring a safe and secure environment that supports their scalable services. Statement of Firm’s adherence to the schedule and budget: Our firm successfully adhered to the schedule and budget as planned. Reference No. 2 City of Fillmore 250 Central Avenue Fillmore, CA 93015 Service Began: September 2022 Contact: Erika Herrera-Terriquez, Assistant City Manager 805.946.1712 eherrera@fillmoreca.gov Total Project Cost: $8,496 / MRR + various projects Percentage of work Apex was responsible for: 100% Summary of Work Performed: The City of Fillmore is on a Total Support Gold Agreement. Since taking over one year ago, Apex has stabilized the network and now provides the city with 24x7 help desk support. In the first year, Apex has completed a few projects. A SCADA Server Hardware refresh, and a Microsoft 365 upgrade, implementing advanced security services. Apex is currently in the middle of a third project to restructure the entire city network, building efficiency, centralization and increasing the cities security posture. The project includes centralized, consolidated hardware (server, switches, firewall) at City Hall, SharePoint deployment and major network improvements. Statement of Firm’s adherence to the schedule and budget: Our firm successfully adhered to the schedule and budget as planned. G.6.c Packet Pg. 97 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 15 of 46 Proposal for City of Grand Terrace Reference No. 3 Town of Tiburon 1505 Tiburon Blvd Tiburon, CA 94920 Service Began: 2021 Contact: Patrick Kerslake, Operations Manager, Department of Public Works 415.435.7399 pkerslake@townoftiburon.org Total Project Cost: $13,020.64 / MRR + various projects Percentage of work Apex was responsible for: 100% Summary of Work Performed: Total Support Gold agreement. Apex handles all of the IT and Cybersecurity for the Town of Tiburon. They were recently onboarded and would have timely feedback on the transition process. Besides the ongoing IT management, monitoring, help desk, support, and maintenance, we are also providing our “Defense-in- Depth” Cybersecurity service. Statement of Firm’s adherence to the schedule and budget: Our firm successfully adhered to the schedule and budget as planned. Reference No. 4 City of Red Bluff 555 Washington St. Red Bluff, CA, 96080 Service Began: 2006-2010, 2015 - Present Contact: Kyle Sanders, Police Chief 530.527.3131 ksanders@rbpd.org Total Project Cost: $22,575.09 / MRR + various projects Percentage of work Apex was responsible for: 100% Summary of Work Performed: The City of Red Bluff is on a Total Support Platinum plan with Apex. Apex previously held their I.T. contract from 2006 until 2010, when they tried out a “cheaper” I.T. provider. The City returned to Apex Technology for support in January 2015. Red Bluff Police Chief Kyle Sanders can describe to you his experience of the difference between “cheaper” I.T. and the type of service provided by Apex Technology Management. Since January of 2015, Apex has done a Server consolidation/migration/upgrade project, networking improvements, monitoring, help desk and ongoing support and maintenance for the City of Red Bluff. Statement of Firm’s adherence to the schedule and budget: Our firm successfully adhered to the schedule and budget as planned. G.6.c Packet Pg. 98 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 16 of 46 Proposal for City of Grand Terrace Reference No. 5 Sacramento Steps Forward Service Began: February 2021 Contact: Roseanne Lopez, Chief Administrative Officer (916) 952-9968 rlopez@sacstepsforward.org Total Project Cost: $9,566.50 / MRR + various projects Percentage of work Apex was responsible for: 100% Summary of Work Performed: Sacramento Steps Forward is on a Total Support Gold Plan. Apex has completed several projects for Sacramento Steps Forward, including refreshing the technology inventory, deploying a comprehensive security suite across the organization, and performing a major infrastructure overhaul. Statement of Firm’s adherence to the schedule and budget: Our firm successfully adhered to the schedule and budget as planned. Reference No. 6 Mountain Valleys Health Center Service Began: 2007 Contact: Brandon Watkins, Chief Financial Officer (530) 999-0194 bwatkins@mountainvalleys.org Total Project Cost: $27,752.75 / MRR + various projects Percentage of work Apex was responsible for: 100% Summary of Work Performed: Mountain Valleys has been a Total Support Platinum client since 2007. Apex provides all IT services for MVHC, including but not limited to, network monitoring, help desk support, maintenance, IT project management, strategic planning, and IT budgets. In addition to a number of small IT projects, Apex has recently completed a server consolidation project and an MS365 migration for MVHC. We are now working on a major infrastructure upgrade project as well as an EHR system (Electronic Health Record) replacement. Statement of Firm’s adherence to the schedule and budget: Our firm successfully adhered to the schedule and budget as planned. G.6.c Packet Pg. 99 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 17 of 46 Proposal for City of Grand Terrace What Our Clients Say We are committed to maintaining a Client-Obsessed company culture. Your success is our mission. For additional insight, you can hear what a few of our clients’ have to say in these video testimonials at www.apex.com/videofeedback. Or search for us on Google and read the reviews from client staff members. With over 45 reviews, all of which are 5-stars, it is easy to see how our clients feel about our customer-service-obsessed company culture! G.6.c Packet Pg. 100 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 18 of 46 Proposal for City of Grand Terrace Chapter 4 : Work Plan 4 G.6.c Packet Pg. 101 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 19 of 46 Proposal for City of Grand Terrace Understanding Apex understands the services being requested in the RFP and is confident that our services will go above and beyond what is being asked. Municipal Government is our largest vertical market, as evidenced by our “Top 5 Government & Education MSP’s” in the nation award, shown on page 12 of the RFP. Apex services over 20 public sector clients and understands the service level requirements of the City of Grand Terrace. We will give the City the same level of service we are known for in the industry. Approach, Timing and Work Program of Engagement Team - Total Support Platinum Based on the information from the RFP, we have determined our Total Support Platinum Plan will best serve the City of Grand Terrace. Our Award-Winning, comprehensive, Managed Services consists of four (4) key elements that all work together to provide the premium service requested in this RFP. 1. Virtual Chief Information Officer (vCIO) 2. Remote IT Monitoring & Management (RMM) 3. Remote Help Desk Support 4. On-Site Support Apex’s Total Support Platinum plan provides unparalleled service via these 4 key elements: 1. Virtual Chief Information Officer (vCIO) Your vCIO is a strategic-level IT Director, dedicated to your organization’s successful use of technology in accomplishing your goals. 2. Remote IT Monitoring & Management (RMM) Enterprise-level IT support tools allowing us to provide 24/7 proactive monitoring, alerting, and patching of your network. 3. Remote Help Desk Support Unlimited (in-scope) Remote Help Desk support hours are included in your monthly plan. Apex operates a California- based, full-time, fully staffed Help Desk with Level I, Level II, and Level III technicians. 4. On-Site Support Unlimited (in-scope) Remote and On-Site support hours are included in the monthly plan. In scope support would cover management and troubleshooting of any technology currently deployed in the city, such as workstations, servers, and network equipment. Out-of-scope work such as setup and deployment of new servers, major movement of equipment, and projects, would be quoted separately as a project at discounted rates. (Listed in the Cost of Services section) One (1) Proactive Quarterly on-site maintenance visit by your Lead Engineer and vCIO is included with our Total Support Platinum plan. G.6.c Packet Pg. 102 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 20 of 46 Proposal for City of Grand Terrace Virtual Chief Information Officer (vCIO) The Virtual Chief Information Officer is one of the greatest benefits of being a Total Support Client with Apex. The VCIO is a strategic-level IT Director, dedicated to your organization’s successful use of technology in accomplishing your goals. • Strategic IT Planning and Budgeting assistance (5-Year) • Needs Analysis and Solution Evaluation and Recommendations • Regular meetings with Management team & Monthly Executive Reports • Project Planning and Management assistance (together with our full-time Project Manager) • Relationship Management, Service escalations & personalized care • IT Policies, Procedures, Standards Development, Procurement and Purchasing • IT Resource Management (licensing, inventories, warranties, etc.) • Coordination and Management of third- party technology vendors G.6.c Packet Pg. 103 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 21 of 46 Proposal for City of Grand Terrace Remote IT Monitoring & Management (RMM) As highlighted previously, a key aspect of Apex’s service is proactive monitoring, alerting, and patching of the client’s network. Apex installs a small software agent on the client’s supported devices, which monitors over 75 different metrics around the clock. Most IT issues will be automatically detected early by this enterprise-class IT Remote Monitoring & Management (RMM) software. When a monitoring alert is triggered, it automatically generates a Help Desk service ticket in our fully integrated CRM, Ticketing, and IT management software, ConnectWise. The Help Desk then fulfills their role in addressing IT issues (described on the next page). We also manage and apply all Microsoft Operating System patches. G.6.c Packet Pg. 104 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 22 of 46 Proposal for City of Grand Terrace Remote Help Desk Support • For your direct staff support, Apex Technology Management operates a California based, full-time, fully staffed Help Desk. • The Remote Help Desk performs the vast majority of Apex’s day-to-day IT support • The Help Desk has 24/7/365 availability for emergencies. It is fully staffed from 8:000am-5:00pm, Monday-Friday, excluding holidays. Outside of these hours, your calls, emails, and alerts are answered by a LIVE person, and on-call technicians will respond according to issue urgency/priority. Apex serves a wide range of clients that require robust 24/7 support such as Municipal Governments, Public Safety, Non-Profits, and Healthcare. • Service tickets can be created by phone, email, or Client Web Portal. A Toll-Free Number is Available: 1-800-310- 2739 • A client who calls Apex’s Help Desk on the phone is speaking with a live technician in an average of 17 seconds. The technicians log in to the caller’s system remotely and address their IT issues. Escalation is available to Level II and Level III technicians and/or on-site technicians as needed. • Tickets are also automatically created by our monitoring software. Monitoring software-generated tickets are immediately prioritized by our full-time Help Desk scheduling coordinator and assigned to a technician for resolution. • Using Remote Monitoring and Management software, our Help Desk technicians manage all Microsoft operating system updates and security patches and automate recurring maintenance tasks. • All Apex technicians fully document all service notes into our ticketing software, ConnectWise. Service tickets are visible in the Client Web Portal and are available for reports or future reference. • The Help Desk maintains full documentation of the client’s network and equipment configurations, inventory, licensing, etc. in the ConnectWise knowledge base—easily accessible when needed. Using industry-best IT management tools, our technicians can address over 95% of IT issues remotely. For the other 5% of the time, there’s On-Site Support G.6.c Packet Pg. 105 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 23 of 46 Proposal for City of Grand Terrace On-Site Support With Apex’s enterprise-class remote Help Desk support in place, the vast majority of the Client’s IT needs will be addressed remotely (typically over 95%). However, there are those periodic issues that do require a technician’s physical, on-site presence. If a particular IT job requires on-site technician service—Apex, has you covered! Our team will work with City of Grand Terrace staff to determine if they are able to address the on-site issue. If Apex is needed on-site, a local area Apex technician can be dispatched to take care of the issue. Unlimited (In‐Scope) On‐Site Support is included for the City. Management and support of technology that is already deployed at the City is considered in‐scope. Any out‐of‐scope work, such as setup and deployment of new servers, major movement of equipment, and other projects would be billed separately from the proposed monthly plan at discounted rates. (Listed in the cost sheet section). One Proactive Quarterly on-site maintenance visit by your Lead Engineer and vCIO is included with our Total Support Platinum plan. They are also available at any time via phone, email, Zoom or Teams. Additional on-site support as needed is available. Our Irvine and Santa Ana based New Charter offices are close by and will be able to dispatch technical resources as needed. Project Services Our Total Support plans include the ongoing maintenance and support of your existing IT infrastructure, hardware, software, etc. Any work outside of that (e.g., installation of new/additional/replacement servers, network equipment, software solutions, etc.) would be considered “projects.” Projects will be quoted, submitted, approved, and billed separately from the proposed monthly support agreement. As part of our initial “onboarding” process, Apex technicians will also conduct our own Initial IT assessment of the Client’s network. This assessment may provide additional insights to be considered for implementation. Recognizing that budget constraints are normal for public agencies, the VCIO will recommend project solutions that meet your budget constraints, while still maintaining a safe, secure, and stable network that is guided by IT industry best practices. G.6.c Packet Pg. 106 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 24 of 46 Proposal for City of Grand Terrace Customer Satisfaction Surveys Besides communicating with your vCIO, on-site technician, Help Desk, and other Apex staff, you have some special ways of communicating with Apex about how well we are meeting your needs: Ticket Surveys: Upon completion of every Apex service ticket, a customer service survey email is emailed to the user who initiated the ticket. These quick, 5-question surveys provide an excellent opportunity for Apex to be held accountable for our service levels by those who matter most—the clients themselves! While the industry average is to receive roughly 3-4% of these surveys back, Apex receives an unprecedented 13% of our surveys back, with an overall client satisfaction score of 99.5%! Remediation, Stabilization & Transformation Apex becomes intimately familiar with the Client’s organizational culture, mission, values, policies and procedures and we integrate. Our goal is to move away from a “vendor” relationship and become the Client’s own IT department. Remediation projects are completed to eliminate any recurring issues and replace aging/at-risk infrastructure. The IT environment is stabilized, secured, and standardized. Opportunities to transform the Client’s organization are sought. A longer-term Strategic IT Plan is created that will turn IT into a tool that advances the organizations mission and vision moving into the future. G.6.c Packet Pg. 107 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 25 of 46 Proposal for City of Grand Terrace Support Tracking Approved City IT staff will have full access to view all tickets submitted by the organization, their status, and can escalate tickets if desired. This is done through a web portal to our ticketing tool ConnectWise. Reports are available as needed. As addressed in the section “Customer Satisfaction Surveys,” after each ticket is completed, a survey is sent to the City Staff Member who submitted the ticket rating the professionalism, friendliness, and satisfaction of the experience. Microsoft/Office 365 Administration Apex Technology Management is a Microsoft Gold Partner. The majority of Apex Clients use Microsoft 365 or Office 365, and Apex has extensive experience with its' management. Including but not limited to: • Account & User Management • Storage Solutions • Two Factor Authentication • Security Protocols • Deployment of Office 365 • Updates and Upgrades • Migrations Network Administration Apex is fully capable of supporting the City of Grand Terrace network. We have expertise in all aspects of network management, with most of our staff having extensive network certifications. For more information, please see page 12 of the RFP. G.6.c Packet Pg. 108 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 26 of 46 Proposal for City of Grand Terrace Reports Apex will have reports, statistics, and ticketing portals available to the City at all times. Through our ticketing and monitoring systems, the City of Grand Terrace management will have the ability to access an online portal where they can view all open and historical tickets created by the City, as well as the ability to escalate issues if necessary. Your assigned VCIO is available at all times during normal business hours and will work closely with City staff to ensure they are being serviced properly and to provide management with reports, budgets, and IT updates when requested. Your VCIO is available to attend management level meetings to review the reports and be available for any questions and discussions surrounding the City of Grand Terrace environment. We strive to go above and beyond just an IT vendor for the City, we are here as a part of the team. G.6.c Packet Pg. 109 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 27 of 46 Proposal for City of Grand Terrace Anticipated Timeline – Service Delivery Apex utilizes a formal transition and onboarding process. Our dedicated project manager will oversee all aspects and provide communication to key client stakeholders. Support can begin immediately; but, only after the first 30-60 days will key support systems and documentation be in place to provide the full Total Support Experience. Estimated Transition Timeline Information Technology Management and Support Services Task Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Transition/Handoff with Outgoing Vendor Rollout of Monitoring Agents & Alerts Profile IT Assessment & Network Documentation Initial VCIO Meeting with Key Stakeholders On-Site Technician Orientation to Client IT Network Present IT Assessment Findings Budget/Approval of IT Remediation Items Integration of On-Site Tech into Client Environment Apex Orientation IT Asset Inventory, Warranties, & Licensing Identify & Eliminate Recurring IT Issues Begin IT Remediation Projects Begin Monthly VCIO Reports Initial IT Budget Planning Develop IT Budgets Implement IT Policies, Procedures and Standards Complete Recommended IT Remediation Projects Get IT Operations to "Safe, Secure & Stable" State Identify Future Transformational IT Opportunities Develop Strategic IT Plan G.6.c Packet Pg. 110 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 28 of 46 Proposal for City of Grand Terrace Security Administration The need for organizations to protect their information has grown exponentially due to recent developments in the sophistication and frequency of cyber-attacks. At its very core, a security breach strips organizations, customers and employees of their identities, intellectual property, privacy, reputation, and monetary assets. With the increase in data threats and their resulting impacts, there is a demand for tangible reassurance about the security of data from all involved parties. To address the growing Cybersecurity threat, in 2019, Apex created an Advanced Cybersecurity Division, which has now grown into a national Cybersecurity provider, Cyber74. Cyber74 takes the defense in depth approach so that our clients receive complete and dynamic cybersecurity solutions that are extraordinarily strong and dependable. As an option, we can offer Managed Cybersecurity services and/or Penetration Testing to safeguard your organization on a day-to-day basis. These Managed Security Services can be used with any MSP as the ultimate level of protection. Below is a high-level overview: CISO-LED STRATEGIC CYBERSECURITY MANAGEMENT The annual Cyber74 Risk Assessment formulates your 12-month security road- map. Your virtual Chief Information Security Officer leads monthly check-ins to assess, update, and drive accountability to your strategic plan. INCIDENT READINESS The Cyber74 incident response team is on alert 24/7 to act in the event of a suspicious alert, reported threat, or known breach. SEVEN VECTORS OF PROTECTION Network | Human | Cloud | Application Identity | Perimeter | Endpoint Cyber74 technology, people, and processes layer together to protect seven key functional areas of your organization, provide a multi-layer defense, and uphold the highest standards for information security and cyber liability insurance. TUNGSTEN CORE SECURITY ENGINE All elements of Cyber74 protection report into the centralized Tungsten Core Security Engine. Advanced SIEM technology aggregates the most critical data in our Security Operations Center (SOC) where cybersecurity specialists monitor activity in your cyber ecosystem 24/7/365. G.6.c Packet Pg. 111 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 29 of 46 Proposal for City of Grand Terrace Cybersecurity Management (Apex Security Essentials) We understand the importance of protecting your organization's critical data and applications from unauthorized access. That is why we offer Zero Trust Application and Storage Control as part of our Cyber Security Management Services. This approach to security is designed to minimize the risk of data breaches and other cyber threats by ensuring that all access to your organization's applications and data is authorized and authenticated, regardless of where the access request originates. Our Zero Trust Application and Storage Control solution includes advanced access controls, such as role-based access controls and multifactor authentication, to ensure that only authorized users have access to your organization's critical data and applications. We also provide real-time monitoring and threat detection capabilities to identify and respond to any potential security incidents quickly. MDR Managed Detection and Response (MDR) is a critical component of any comprehensive Cyber Security Management Services program. We offer MDR solutions that provide real-time monitoring and threat detection capabilities to protect your organization's endpoints from advanced cyber threats such as malware, ransomware, and phishing attacks. Our MDR solution utilizes advanced behavioral analytics and machine learning algorithms to identify and respond to potential security incidents in real-time. We also provide proactive threat hunting services to identify and address potential security risks before they can cause any damage to your organization's systems or data. Multifactor Authentication Multifactor Authentication is a key element of our Cyber Security Management Services program. This security measure provides an additional layer of protection against unauthorized access to your organization's critical systems and data. Our Multifactor Authentication solution utilizes technologies such as hardware tokens or utilization of the organization’s current mobile devices to ensure that only authorized users have access to your organization's critical data and applications. We also provide continuous monitoring and reporting capabilities to identify and address potential security risks in real-time. Security & Awareness Training We believe that employee training and awareness are critical to the success of any Cyber Security Management Services program. That is why we offer comprehensive security and awareness training programs designed to educate your employees on the latest threats and best practices for protecting your organization's systems and data. Our training programs cover a wide range of topics, including password management, phishing awareness, social engineering, and data privacy. We also provide ongoing training and support to ensure that your employees remain up to date on the latest threats and best practices. Password Manager A secure password policy and protocol is a fundamental component of any Cyber Security Management Services program. We also offer a Password Manager solution that provides secure password storage and management capabilities to help ensure that your organization's critical data and applications are protected against unauthorized access. Our Password Manager solution utilizes advanced encryption technologies to secure passwords and other sensitive information and provides easy-to-use tools for managing and sharing passwords securely. We also provide ongoing monitoring and reporting capabilities to help identify and address potential security risks in real-time. G.6.c Packet Pg. 112 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 30 of 46 Proposal for City of Grand Terrace Dark Web Monitoring Dark Web monitoring for businesses is the process of searching for, tracking, and verifying certain information on the dark web. This can be done using a combination of human analysts and specialized software that analyzes data that is harvested in the places on the dark web where information is trafficked. Our Dark Web Monitoring ensures the greatest amount of protection with 24/7/365 human and machine-powered monitoring of businesses and personal credentials, including domains, IP addresses, and email addresses. At Apex, we use the leading Dark Web Monitoring program which includes comprehensive data, seamless integration into ticketing and CRM platforms, and it deploys in minutes. Ringfencing Ringfencing controls what applications are able to do once they are running. By limiting what software can do, ringfencing can reduce the likelihood of an exploit being successful or an attacker. Ringfencing allows you to control how applications can interact with other applications. Under normal operations, all applications permitted on an endpoint or server can access all data that the operating user can access. This means if the application is compromised, the attacker can use the application to steal or encrypt files. Ringfencing allows you to remove file access permissions for applications that do not need access and even remove network or registry permissions. When you first deploy Ringfencing, your device will automatically be aligned with the default software policies. These policies are then automatically applied to a list of known applications such as Microsoft Office, PowerShell, or Zoom. The aim of the default policies is to provide a baseline level of protection for all endpoints. Each of these policies can easily be manipulated to fit any environment at any time. Operating Procedures Apex is capable of providing the services outlined in the RFP, including the Desktop Support, Computer Operations, and Network and Systems Support sections. Apex staff follow a structured system in order to address our clients’ needs appropriately. Tickets come in through either Phone Calls, Emails, or through our website, and are either handled live or scheduled through our full-time scheduling coordinator. Our ticketing system and staff overview ensure that no tickets are left un-solved, and we adhere to our SLA for our clients. Desktop Support: Our Desktop Technicians are well-versed in industry-standard practices. When clients reach out for assistance, whether through phone calls, emails, or our website, our efficient ticketing system ensures that no request goes unanswered. Tickets are promptly assigned, tracked, and resolved by our highly skilled team. We prioritize client satisfaction by adhering to our Service Level Agreements (SLAs) and strive to meet or exceed them consistently. Network Administration and Security: Our technicians are equipped with the knowledge and experience to manage your network infrastructure effectively. They follow best practices in network administration and security to ensure the integrity, availability, and confidentiality of your data. We employ a proactive approach to identify and mitigate security risks while maintaining optimal network performance. G.6.c Packet Pg. 113 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 31 of 46 Proposal for City of Grand Terrace Computer Operations: Our team oversees the seamless functioning of your systems. We handle routine tasks, system monitoring, ensure backups are happening, and maintain your systems to keep your operations running smoothly. Our procedures are aligned with industry standards to minimize downtime and maximize system reliability. Additional Activities Proposed by the Firm: We understand that each client's needs may vary, and we are fully adaptable to accommodate any additional activities or customized requirements as proposed by the Firm. Our agile approach and experienced staff allow us to tailor our services to meet your specific needs, ensuring that you receive a tailored solution that aligns perfectly with your objectives. G.6.c Packet Pg. 114 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 32 of 46 Proposal for City of Grand Terrace When you first deploy Ringfencing, your device will automatically be aligned with the default software policies. These policies are then automatically applied to a list of known applications such as Microsoft Office, PowerShell, or Zoom. The aim of the default policies is to provide a baseline level of protection for all endpoints. Each of these policies can easily be manipulated to fit any environment at any time. Chapter 5: Project Staffing 5 G.6.c Packet Pg. 115 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 33 of 46 Proposal for City of Grand Terrace Key Personnel There are several key roles within Apex that serve our clients. Our technicians hold over 150+ IT industry certifications, including 47+ Microsoft Certifications, 14+ CISCO Certifications, 6+ Citrix Certifications, 7+ VMware Certifications, 6+ CompTIA Certifications, as well as certifications in DELL, SonicWALL, Nimble Storage, Veeam, NUANCE/Dragon, 3Com, CJIS / CLETS, CWNT, CISSP, CWSP, CWDP, CWAP, CWNE, CWNT, Office 365, Payment Card Industry (PCI), CISSP - Certified Information Systems Security Professional, and CMMC-AB RPO. IMPORTANT NOTE: If selected, during onboarding, we will determine the specific details of your environment and create a project team with the best qualified staff members from our team of 50+ employees. Our goal is to assign staff based on specific technology vendors in use at each client. Marc Coopwood | VP, Public Sector Marc joined Apex Technology Management in 2021 after serving 27+ years in the Public Sector. His most recent position being the Assistant Chief of Police in Beverly Hills, CA. Through his years of Public Sector experience, Marc brings a unique viewpoint and skillsets which allow us to serve our Municipal Government clients in many ways never seen before in the MSP IT and Cybersecurity space. Professional Highlights • Assistant Chief of Police, Beverly Hills (retired) • Police Captain, City of Sacramento (1994 - 2017) • President, California Peace Officers’ Association (2017 - 2019) • Master’s degree, Emergency Services Administration (CSULB) • F.B.I. National Academy Graduate (Class #253) • P.O.S.T. Command College (Class #57) • Senior Management Institute for Police (Class #63) Kurt MacArthur | Project Manager & Managed Services Supervisor Kurt brings with him years of experience in project management. Kurt has been with Apex for over 10 years, and through that time effectively managed and increased the efficiency of our help desk and project workflow. Kurt plans, schedules, and coordinates all out-of-scope projects, manages Total Support rollouts / onboarding, oversees the productivity of the Managed Services department ensures best practices and procedures are being followed and maintained, sets targeted KPIs and metrics for the team to adhere to in order to meet departmental goals, facilitates career advancement of the technical team, works closely with our Professional Services team to ensure strong communication and hand offs to the Managed Services team, and addresses all client concerns and frustrations to maintain an excellent level of customer satisfaction. Professional Highlights • Citrix CCA XENApp 6.5 • COMPTIA Network+ • MCTS - Windows 7 Configuration Brent Nosek | Senior Engineer III, Government Team Lead Brent has worked in the information technology field for over 15 years and has been with Apex for eight of those years. With a Bachelor of Science in Computer Network Management, and a wide range of IT Certifications, he is an expert in IT and client management. Professional Certifications Include • Microsoft Certified Solutions Expert: O365, Win Server 2012, Messaging, Productivity, Business Productivity (Server 2012 & Exchange 2016) G.6.c Packet Pg. 116 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 34 of 46 Proposal for City of Grand Terrace • Microsoft Specialist – Designing and Deploying Microsoft Exchange Server 2016 • CCNA – Cisco Certified Network Administration • SonicWALL – Sales Engineer Accreditation • MCSA – Microsoft Certified Systems Administrator • MCP – Microsoft Certified Professional • MCTS – Microsoft Certified Tech Specialist: windows 8 • CJIS/CLETS certified • VMware, Hyper-V, VEEAM, Axcient, RDS • SonicWALL SMA • Exchange 2007/2010/2013/2016/ O365 David Kamins | Virtual Chief Information Officer (vCIO) David joined Apex Technology Management in 2021. He has brought over 20+ years of experience in business management. David’s primary focus has been on assisting clients with their Digital Transformations and day-to-day IT Management. Professional Highlights • 8 years in the Tech Industry for MSP • Managed the IT for over 50 different organizations • 20 Government Agency Clients Supported • Current President Golden Valley Health Centers Foundation • Current Board Member United Cerebral Palsy of San Joaquin • Past President Kiwanis Club of Greater Merced Gustavo Mastroianni | Director of Security Programs, Cyber74 With over 16 years in IT, and 4 in Cybersecurity, Gustavo is recognized as industry leader, having spoken for several years at the Wi-Fi Trek Conference and Co-Founding the Mobility Brazil Community where he is responsible for running a mobility-focused conference. Additionally, he assists as a professor at Simpson University, teaching Cybersecurity. Gustavo continuously oversees our clients’ cybersecurity programs and ensures our clients have a strong and proactive cyber security posture. Professional Certifications Include: • Certified Information Systems Security Professional (CISSP) • CCNA Security and Wireless • CCNP SP and R&S • GIAC Security Essentials (GSEC) G.6.c Packet Pg. 117 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 35 of 46 Proposal for City of Grand Terrace Managed IT Organizational Structure G.6.c Packet Pg. 118 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 36 of 46 Proposal for City of Grand Terrace Security Organizational Structure G.6.c Packet Pg. 119 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 37 of 46 Proposal for City of Grand Terrace Chapter 6: Proposed Innovations 6 G.6.c Packet Pg. 120 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 38 of 46 Proposal for City of Grand Terrace Proposed Innovations We recognize the importance of continuous improvement and innovation in delivering efficient and cost-effective IT services. We are committed to providing the City of Grand Terrace with the best possible service delivery and, where appropriate, suggesting technical or procedural innovations that align with industry best practices. Our approach to innovation and performance measurements are as follows: Comprehensive Assessment and Planning: Our onboarding process involves a thorough assessment of the City's existing IT environment. This assessment not only serves as a baseline but also helps us identify opportunities for improvement. Upon completion of the assessment, our Virtual Chief Information Officer (VCIO) will collaborate with your team to develop a well-planned, budgeted, and proactive remediation plan. This plan will include a 3–5-year technology roadmap, aligning the City's IT infrastructure with industry best standards and practices. Ongoing Innovation and Recommendations: As our partnership with the City develops, our commitment to innovation continues. We actively seek opportunities to enhance efficiency, reduce costs, and improve service delivery. While we may not have specific innovations to propose in this initial proposal, we assure you that our team will proactively identify and recommend innovative solutions as they arise. These recommendations will be based on our experience, best practices, and a deep understanding of the City's unique needs and objectives. We view our partnership with the City as a dynamic and evolving collaboration, where together, we can identify and implement innovative solutions that drive efficiency, reduce costs, and ultimately contribute to the City's success. We look forward to the opportunity to work closely with your team to deliver exceptional IT services and drive positive change. G.6.c Packet Pg. 121 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 39 of 46 Proposal for City of Grand Terrace Chapter 7: Proposal Costs Sheet and Rates 7 G.6.c Packet Pg. 122 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 40 of 46 Proposal for City of Grand Terrace Pricing Breakdown: One-Time Transition and Onboarding Fee: $ 6,500.00* • Evaluation on transition of services from the previous provider • Initial Network Assessment and Prioritized Remediation Recommendations • Installation of monitoring agents on all covered devices • Creating the client’s monitoring and alerting profile • On-site labeling and photo/video network reference documentation • Documentation of client inventory and system configurations into RMM Tools • Technical team training and familiarization with client’s IT environment • Includes all travel costs for the onboarding Total Support Platinum: $ 9,560.00/month* • Assigned Virtual Chief Information Officer and full strategic IT Management Services • Remote Monitoring and Management (RMM) Tools, 24/7 Monitoring, Patching/Updates • Unlimited In-Scope Remote Help Desk Support • Unlimited In‐Scope On‐Site Help Desk Support • Unlimited (in‐scope) On‐Site support hours are included in the monthly plan. In scope support would cover management and troubleshooting of any technology currently deployed in the City, such as workstations, servers, and network equipment. Out‐of‐scope work such as setup and deployment of new servers, major movement of equipment, and projects, would be quoted separately as a project at discounted rates. (Listed below) • One Quarterly on-site maintenance visit by your Lead Engineer and vCIO is included with our Total Support Platinum plan. They are also available at any time via phone, email, Zoom or Teams. Additional on-site support as needed is available. On- site support beyond the included hours is billable separately from the proposed monthly cost, at our Platinum Discounted hourly rates. Apex Security Essentials: $ 858.00/month • Ring Fencing - Zero Trust Dark Web Monitoring • MDR (Managed Endpoint Detection & Response) Password Manager • Multifactor Authentication Security & Awareness Training with Phishing Campaigns Based on 52 total devices. (12 servers and 40 workstations) Additional devices will add $16.50/month each Platinum Discounted Hourly Rates for Out-of-Scope Work: • Level 1 Technician: $120.00 Level 2 Technician: $140.00 • Level 3 Technician: $165.00 Projects Rate: $165.00 *Notes: • Prices quoted above include up to twelve (12) Servers and up to forty (40) staff workstations and laptops. Additional Servers can be added at any time for $350.00 per server/per month. Additional Workstations or Laptops can be added at any time for $110.00 per workstation/per month. During onboarding, the actual number of Servers and Workstations will be determined and reconciled. The monthly Total Support Platinum charge will be updated to reflect that. • Special Projects, Monthly subscriptions and/or Cloud service charges would be billed separately. For example: Anti-virus, Office 365, MFA, Security & Awareness training, Email SPAM Filtering, cloud backups etc. Costs for these can be provided if necessary. This also includes the Penetration Testing mentioned in the RFP, once onboarded, we will be able to provide more accurate costs for these services. G.6.c Packet Pg. 123 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 41 of 46 Proposal for City of Grand Terrace Proposal Summary PS G.6.c Packet Pg. 124 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 42 of 46 Proposal for City of Grand Terrace Proposal Summary It is our sincere belief that Apex Technology Management offers unparalleled IT skill, expertise, and customer service. Apex has the unique blend of training, certifications, skill sets, and real-world Public Sector IT experience to successfully provide the required IT support services the City of Grand Terrace is seeking. This includes the essential and emergency services that require a 24/7 response. Our approach includes best-in-the-industry tools, and all the key personnel necessary to ensure the best possible ongoing IT service, and a smooth and successful relationship. Apex will proactively monitor all included servers, workstations, and network devices. This is a proven approach that will result in a robust, enterprise-class, “Corporate IT Department” level of support for a reasonable budget. Based on the information from the RFP and questions answered, we are confident the City of Grand Terrace will benefit from the ongoing IT Services managed by our experienced team at Apex. The combination of our VCIO, IT Managed Services, Remote and On-Site Support, and Remote Monitoring & Maintenance will provide you with an enterprise level of IT service. The result of this proposed plan and partnership with Apex Technology Management will be a stable, dependable, and well- performing technology environment that delivers maximum value to the City of Grand Terrace. Thank you again for reviewing this proposal. We are grateful for the potential opportunity to serve you, and we look forward to hearing back from you! Contact Information George Passidakis Director of Sales and Marketing Apex Technology Management gpassidakis@apex.com 530.248.1015 G.6.c Packet Pg. 125 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 43 of 46 Proposal for City of Grand Terrace Appendix A: Business License A G.6.c Packet Pg. 126 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 44 of 46 Proposal for City of Grand Terrace Business License As requested in the Q&A period, a copy of Apex Technology Management, LLC’s business license has been attached below. G.6.c Packet Pg. 127 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 45 of 46 Proposal for City of Grand Terrace G.6.c Packet Pg. 128 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Apex Technology Management Page 46 of 46 Proposal for City of Grand Terrace City Of Redding: G.6.c Packet Pg. 129 At t a c h m e n t : A p e x T e c h n o l o g y M a n a g e m e n t P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net September 14, 2023 City of Grand Terrace 22795 Barton Rd. Grand Terrace, CA 92313 Subject: Proposal for Information Technology Consulting Support Services Dear City of Grand Terrace, We are pleased to present our comprehensive proposal for Information Technology Consulting Support Services, as per the requirements outlined in the RFP document dated August 3, 2023. D1 Networks, a distinguished managed services provider with over 16 years of experience, is well-prepared to meet the City's IT support needs with the utmost professionalism and precision. At D1 Networks, we have established a strong track record of delivering exceptional IT solutions. Our core principles of timely communication, specialized expertise, and unwavering professionalism have earned us a reputation as an industry leader. With a keen understanding of the critical role of cybersecurity and regulatory compliance, we prioritize these aspects in our service portfolio. Our successful history, marked by numerous accomplishments and glowing client testimonials, underscores our commitment to delivering outstanding service. Our financial stability, commitment to transparency, and expertise in addressing challenges position us to exceed your expectations. We appreciate the opportunity to be considered for this significant project and are enthusiastic about the possibility of partnering with the City of Grand Terrace. We eagerly await the opportunity to demonstrate our capabilities and provide unmatched IT support services. Sincerely, Stefan Tan Client Experience Manager, D1 Networks G.6.d Packet Pg. 130 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net Table of Contents: 1. Proposal Summary.……………………………………………………………………...…..Page 3 • Point of Contact Information…………………………………………………………..Page 4 2. Profile of the Proposing Firm…………………..…………………………………………...Page 5 3. Qualification of the Firm……………………………………………………………………..Page 5 4. Work Plan……….………………………………………………………………………….....Page 9 5. Project Staffing...……………………………………………………………………………..Page 12 6. Proposed Innovation………………………………………………………………………...Page 13 7.Proposal Cost and Rates…………………………………………………………………....Page 15 8. Conclusion…………………………………………………...……….………………………Page 17 G.6.d Packet Pg. 131 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net 1. Proposal Summary: D1 Networks is honored to present this comprehensive proposal in response to Request for Proposal Information Technology Management Services thoughtfully issued by the City of Grand Terrace. With a distinguished history of over 16 years in delivering a comprehensive Managed IT and Security solutions, D1 Networks stands as the paragon of excellence, well-poised to serve as your trusted partner in Information Technology Consulting Support Services. Our steadfast commitment to excellence, unwavering dedication to professionalism, and tailored solutions underscore our unwavering commitment to fulfilling the City's unique IT support needs. G.6.d Packet Pg. 132 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net Point of Contact Information: Eddie Darmawan (CEO / The Cyber Hygienist): As the Fractional Chief Technology Officer, Eddie will take on the responsibility of collaborating with the City of Grand Terrace to develop a Technology Roadmap, Technology Budget, and more. Email: eddie@d1networks.net Phone: (714) 733-7130 Satya Trioputra (Senior IT Specialist): Will supervise both onsite support engineers and remote help desk support, ensuring the resolution of all service issues and proper handling of service tickets. Email: satya@d1networks.net Phone: (714) 733-7124 Stefan Tan (Client Experience Manager) and Chad Bommer (Contract Manager): Will deliver technology milestones and timelines, generate reports, hold monthly technology meetings, Support the city of Grand Terrace in Vendor Management, and overseeing technology projects, transistions, migration and deployments. Email: Stefan@d1networks.net Phone: (714) 733-7120 Email: chad@d1networks.net Phone: (951) 903-3660 G.6.d Packet Pg. 133 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net 2. Profile of the Proposing Firm: About Us: D1 Networks, located at 13925 City Center Drive, Suite 200, Chino Hills, CA 91709, is a reputable and reliable provider of Managed IT and Cybersecurity Solutions with a track record of serving clients in the Southern California. As a trusted partner, we understand the diverse needs and challenges faced by businesses and public sector organizations, making us well-equipped to provide tailored IT solutions. 3. Qualification of the Firm: Why D1 Networks: At D1 Networks, we firmly believe that our comprehensive Managed IT Solution, coupled with our Advanced Security Solution encompassing four key service delivery components, is perfectly positioned to safeguard, maintain, drive your technology needs for Information Technology Management Services. D1 Networks’ four key service delivery components: 1. You can count on a 24x7 Proactive management for your network and systems to ensure a healthy, stable, and secure infrastructure. Continuous monitoring and synchronized workflows, combined with our state-of-the-art ticketing system, allows for around the clock protection for your business and immediate alerting when your technology requires attention. 2. Our 2-Ring live answer service desk, boasting a 90% first call resolution rate, will ensure that you get the Rapid Support and Resolution when you need it. Our exceptional help desk team embodies our core company culture of Service-First mentality, Humbly Confident attitude, and an Always-Reliable character trait. So don’t hesitate to call in for any technical questions. 3. The D1 Networks Advanced Security Solution component will add layers to strengthen the protection of your business technology inside and out. Equipped with a Threat hunting AI-driven platform, our 24x7 live security Operations Center (SOC) team will be on the offense of Cyber threats that can potentially affect your business. The state-of-the-art Security Information Event Management (SIEM) solution will provide our SOC team the capabilities to proactively review real-time threat alerts and event that occur within your critical network devices and web applications. 4. As your fractional Chief Technology Officer, we can help provide Expert Strategic Advisory and curate a technology roadmap with budget that aligns with your business goals. Technology is always changing as are user policy requirements. We’ll equip you and your employees with cybersecurity policies and training required to stay productive, compliant, and safe. G.6.d Packet Pg. 134 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net Additionally, choosing us as your partner offers a myriad of compelling reasons: Proven Track Record of Excellence: With over 16 years of dedicated service in the IT industry, D1 Networks has consistently demonstrated its commitment to excellence. We have successfully completed numerous projects for a diverse range of clients, including public and private sector organizations, attaining a remarkable track record of success. Our extensive experience underscores our ability to deliver outstanding IT solutions that align seamlessly with your needs. Local Presence: Our physical location at 13925 City Center Drive, Suite 200, Chino Hills, CA 91709, situates us as a local partner with a deep understanding of the regional landscape and its unique technology requirements. We are well-versed in the specific challenges and opportunities that organizations in the Greater Chino area, including Grand Terrace, face, allowing us to provide tailored solutions that directly address local concerns. Expertise and Specialization: D1 Networks is dedicated exclusively to Information Technology Consulting Support Services. This focused approach allows us to concentrate our expertise, resources, and energy solely on delivering top-tier IT solutions. By specializing in this field, we have honed our skills and knowledge, ensuring that we remain at the forefront of industry trends, best practices, and emerging technologies. Unwavering Commitment: At D1 Networks, we uphold an unwavering commitment to professionalism, integrity, and client satisfaction. Our team understands that your success is our success, and we prioritize your needs above all else. This commitment is ingrained in our company culture and drives our every action, ensuring that we consistently exceed your expectations. Customized Solutions: We recognize that every organization, including the City of Grand Terrace, has unique IT support needs. At D1 Networks, we don't believe in one-size-fits-all solutions. Instead, we offer fully customized packages designed to fit your organization's size, budget, and specific requirements. Our solutions are tailored to meet your unique challenges and objectives, ensuring that you receive the most value from our services. Predictable Costs: With D1 Networks, you can count on predictable costs 24/7. Our flat-rate fee structure covers all necessary IT services, ensuring that you won't face unexpected costs during network downtimes or server failures. This predictability allows you to budget effectively, knowing that your IT expenses are under control. Enhanced Productivity: Our round-the-clock monitoring and proactive support prevent IT issues before they disrupt your operations. This approach ensures that your organization experiences uninterrupted productivity, allowing you to focus on your core mission and goals without worrying about technology-related interruptions. Local Support and Availability: We pride ourselves on being available whenever you need us, even during holidays. Our local support team is ready to respond promptly to your IT support requests, providing onsite assistance when required and remote support when possible. Our G.6.d Packet Pg. 135 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net commitment to availability ensures that you can rely on us to keep your IT infrastructure running smoothly. Choosing D1 Networks as your partner for Information Technology Consulting Support Services means choosing a local, experienced, and dedicated team that places your organization's success at the forefront. We look forward to the opportunity to demonstrate our expertise and deliver IT solutions that drive your organization's growth and efficiency. For inquiries, further discussions, and to explore how D1 Networks can address your specific IT support needs, please contact us at (714) 733-7120 or via email at stefan@d1networks.net. Experience and References: D1 Networks takes immense pride in our successful track record of delivering top-tier IT solutions to a diverse range of clients in both the public and private sectors. Our extensive experience spans over 16 years, and our commitment to excellence has resulted in numerous satisfied clients. Below are some notable references that exemplify our dedication to providing exceptional IT services: Managed IT Services References Client’s Company Name: Superior Duct Fabrication Client Address: 1667-1683 Mt. Vernon Avenue, Pomona, CA 91768 Contact’s Person: Branden Avila, Director of Technology Contact’s Telephone: (951) 214-8774 Contact’s email: bavila@sdfab.com Scope of Service: Managed IT Services & Helpdesk Support, Managed Security, Managed Backup Disaster Recovery, 4 locations (2-California, 1-Nevada,1-Arizona) Client Status: Active Client / 2016 to Present Client’s Company Name: United Transmission Exchange Client Address: 24147 E. 6th Street, San Bernandino, CA 92410 Contact’s Person: Karen Mason, Owner & CEO Contact’s Telephone: (800) 527-1637 Contact’s email: Kmason@utxchange.com Scope of Service: Managed IT Services & Helpdesk support, Managed Security, Managed Backup Disaster Recovery Client Status: Active Client / 2017 to Present Client’s Company Name: Premier Tile and Marble G.6.d Packet Pg. 136 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net Client Address: 15000 S. Main Street, Gardena, CA 90248 Contact’s Person: Greg Games, Owner & President Contact’s Telephone: (310) 516-1712 ext. 101 Contact’s email: ggames@premiertile.com Scope of Service: Managed IT Services & Helpdesk Support, Managed Security, Managed VoIP Solution Client Status: Active Client / 2017 to Present Client’s Company Name: Law Office of Jennifer F. Novak Client Address: 500 Silver Spur Rd. #206, Rancho Palos Verdes, CA 90275 Contact’s Person: Jennifer F. Novak, Attorney Contact’s Telephone: (310) 693-0775 Contact’s email: novak@jfnovaklaw.com Scope of Service: Managed IT Services & Helpdesk Support, Managed Security, Managed Backup Disaster Recovery Client Status: Active Client / 2020 to Present Our enduring relationships with these esteemed clients underscore our proven ability to consistently deliver high-quality IT services tailored to meet their unique needs. These engagements encompass a variety of IT solutions, including network infrastructure management, Cybersecurity, and IT support. Our references are available to provide insights into their experiences working with D1 Networks. They can vouch for our professionalism, expertise, and our unwavering commitment to delivering exceptional IT solutions. Please feel free to reach out to them to gain a deeper understanding of our capabilities and the value we bring to our clients. At D1 Networks, we understand that the success of any IT project is measured by the satisfaction of our clients. We are confident that our track record and references speak volumes about our ability to deliver outstanding results for the City of Grand Terrace. G.6.d Packet Pg. 137 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net 4. Work Plan: Introduction Purpose: The primary objective of this proposal is to present D1 Networks' Comprehensive Managed IT Solution and Advanced Security Solution tailored to meet the specific needs of the City of Grand Terrace. This proposal outlines the scope of IT consulting support services that we aim to provide, emphasizing transparency, cost-effectiveness, and enhanced security measures. Scope: D1 Networks will offer a range of IT consulting support services covering the assessment, strategic planning, project management, helpdesk support, cybersecurity measures, and more. Our goal is to ensure the seamless operation of critical IT components while aligning IT strategies with the City’s overarching goals. Objective: The ultimate objective of this proposal is to forge a collaborative partnership with the City of Grand Terrace, delivering a tailored IT solution that not only addresses immediate needs but also sets the foundation for sustainable growth and adaptability in an ever-evolving technological landscape. Understanding Assessment: D1 Networks will conduct an in-depth assessment of the City’s existing IT infrastructure, taking into account current needs, future goals, and potential areas for enhancement. This analysis will serve as the cornerstone for developing a bespoke IT strategy. Personnel Interviews: To gain valuable insights into the specific expectations and requirements of the City, D1 Networks will engage in interviews with key personnel. This collaborative approach ensures that our solutions are precisely aligned with the City’s vision. Proposed Approach General IT Support: D1 Networks commits to providing uninterrupted support for critical IT components, ensuring their continuous operation and minimizing potential disruptions. Strategic Planning and Oversight: G.6.d Packet Pg. 138 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net Our strategic planning service will involve a comprehensive analysis of the City’s goals, followed by the development of an IT roadmap that directly aligns with these objectives. Project Management: D1 Networks will oversee all IT projects, from inception to completion, utilizing robust project management practices to ensure on-time and within-budget delivery. Helpdesk Support: Our dedicated helpdesk support staff will be available round-the-clock to address any IT-related queries or issues promptly. Procurement Assistance: D1 Networks will assist in the procurement of hardware and software, leveraging our industry expertise to secure cost-effective solutions that meet the City’s specific requirements. Reporting Standard: Regular reporting on crucial IT metrics will be provided, offering transparency and accountability in our service delivery. Cybersecurity Measures: D1 Networks will implement a multi-layered cybersecurity approach, safeguarding critical systems from evolving threats and ensuring the integrity of sensitive data. Remote Work Support: Our solution will include robust support for remote work arrangements, enabling seamless collaboration regardless of physical location. Project Readiness for Transitions: D1 Networks will employ meticulous planning and execution to ensure smooth transitions, minimizing disruptions during any changes in IT infrastructure or operations. External Penetration Testing Coordination: We will coordinate external penetration testing to identify vulnerabilities and proactively address potential security risks. Timetable for Transition to Full Operation D1 Networks will provide a detailed timetable outlining key milestones and timelines for the transition to full operation of IT support services. This timetable will be developed in close consultation with the City to ensure alignment with their operational requirements and goals. G.6.d Packet Pg. 139 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net Conclusion In conclusion, D1 Networks' Comprehensive Managed IT Solution and Advanced Security Solution are meticulously designed to address the City of Grand Terrace’s unique IT needs and goals. Our approach prioritizes transparency, efficiency, and security, setting the stage for a collaborative and enduring partnership. We look forward to the opportunity to contribute to the City’s technological advancement and growth. G.6.d Packet Pg. 140 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net 5. Project Staffing: Our distinguished team comprises seasoned professionals who collectively bring a wealth of experience and expertise to ensure the successful execution. Each key team member plays a critical role in delivering exceptional results: Eddie Darmawan (CEO / The Cyber Hygienist): As the Chief Executive Officer of D1 Networks, Eddie Darmawan is the driving force behind our strategic approach. With a career marked by extensive experience in strategic planning, client satisfaction, and IT roadmaps, Eddie excels in promoting technology utilization and enhancing internal IT staff efficiency. His people-oriented leadership style ensures that our team remains aligned with our client's objectives, fostering a collaborative and goal-driven environment. Satya Trioputra (Senior IT Specialist): Satya Trioputra, a certified Cisco network professional, serves as our Senior IT Specialist. With over a decade of hands-on experience in network infrastructure design and support, Satya is well-versed in handling complex network environments and ensuring their security. His technical prowess and deep understanding of IT systems make him an invaluable asset to our team. Stefan Tan (Client Experience Manager): Stefan Tan, holding a Bachelor of Arts degree from the University of California, Riverside, leads our Client Experience efforts. His role involves enhancing business processes to improve efficiency and coordination of projects. Stefan's analytical skills and commitment to ensuring a seamless client experience align perfectly with the City's goals for this project. Chad Bommer (Contract Manager): Chad Bommer, with his expertise in contract law, negotiation, and risk management, serves as our Contract Manager. Chad's meticulous attention to detail and strategic approach to contract execution ensure that all aspects of our agreements are well-managed and meet the City's requirements. His role is instrumental in maintaining project integrity and compliance. Our team's collective knowledge, diverse skill set, and unwavering commitment to excellence make them an invaluable asset to D1 Networks. With their leadership and expertise, we are confident in our ability to meet and exceed the City of Grand Terrace's expectations, ensuring the success of our partnership. G.6.d Packet Pg. 141 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net 6. Proposed Innovation: In our pursuit of delivering an exceptional Managed IT and Advanced Security solution for the city of Grand Terrace, we not only aim to meet the city's requirements but also bring forth innovative approaches and technical enhancements that will elevate service delivery, enhance efficiency, and drive cost savings. We understand the importance of continuous improvement and adaptation to the evolving technological landscape, and as such, we propose the following innovations that will benefit the city's assessment of our Proposal. Transparent Cost Structure and Predictive Analytics: Innovation: We propose implementing a transparent cost structure that provides the city with a clear breakdown of expenses related to Managed IT and Advanced Security services. This approach will enable the city to understand where their budget is allocated, facilitating better financial planning and resource allocation. Benefits: This innovation ensures that the city can make informed decisions about resource allocation, optimizing its IT investments. We will also incorporate predictive analytics to anticipate future IT needs and costs, allowing for proactive budget adjustments. Customized Service Levels and Performance Metrics: Innovation: We understand that the city's IT needs may vary across departments. To address this, we propose tailoring service levels and performance metrics for each department or office within the city, ensuring that resources are allocated efficiently. Benefits: This approach enhances efficiency by aligning IT services with specific departmental requirements. It allows for precise performance measurement, enabling the city to track the effectiveness of IT investments and make data-driven decisions. Cybersecurity Threat Intelligence Integration: Innovation: Our solution includes the integration of real-time threat intelligence feeds and AI- driven security analytics. This innovation will empower the city to proactively detect and respond to emerging cyber threats. Benefits: By staying ahead of cyber threats, the city can mitigate potential breaches and data losses, ultimately saving on potential costs associated with security incidents and safeguarding sensitive information. Automation and AI-Driven IT Management: Innovation: We propose the adoption of advanced automation and AI technologies to streamline IT management processes. This includes automated system updates, patch management, and predictive maintenance. G.6.d Packet Pg. 142 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net Benefits: Automation reduces manual labor, leading to significant cost savings and improved efficiency. It also enhances system reliability, reducing downtime and improving overall productivity. User Training and Awareness Programs: Innovation: In addition to technical solutions, we will implement ongoing user training and awareness programs to educate city employees about cybersecurity best practices. Benefits: Well-informed users are a crucial line of defense against cyber threats. This innovation helps reduce the risk of security incidents and associated costs. Continuous Improvement Framework: Innovation: We propose the establishment of a continuous improvement framework that includes regular performance assessments and feedback loops with the city. Benefits: This approach ensures that the city's IT services evolve with changing needs and technology trends, maximizing the value of their IT investments. Cost Optimization Dashboard: Innovation: We will provide the city with a cost optimization dashboard that allows real-time monitoring of IT expenditure and suggests cost-saving measures. Benefits: This tool empowers the city to proactively identify and implement cost-saving opportunities, ensuring that the IT budget is used efficiently. In conclusion, our proposed innovations are designed to not only meet the city of Grand Terrace's current IT and security needs but also to position the city for future success. These innovations focus on cost-saving and efficiency-enhancing strategies while also ensuring transparency, adaptability, and proactive security measures. We look forward to working collaboratively with the city to implement these innovations and deliver outstanding Managed IT and Advanced Security services. G.6.d Packet Pg. 143 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net 7. Cost Proposal: At D1 Networks, we understand the importance of a transparent and flexible compensation structure that aligns with the City of Grand Terrace's requirements. Our proposed compensation structure is designed to ensure clarity, predictability, and cost-effectiveness while providing the City with the exceptional IT support it needs. D1 Networks Comprehensive Managed IT Solution and Advanced Security Solution Monthly Cost: $250.00* per user per month This price was formulated based on the information provided in the RFP *We suggest an annual price adjustment based on the percentage increase in the CPI as published by the Bureau of Labor Statistics. This package includes, but not limited to, the following services: • Unlimited 8x5 Help Desk Support • Unlimited Onsite support • Network Management (Servers, Switches, Firewall, Router, PN) • Device Management and Device lifecycle management • Microsoft 365 Business Premium (Per User) • Microsoft 365 email backup and Security (Per User) • Endpoint Detection and Response / Managed Detection and Response / Extended Detection and Response, Threat-Hunting solution (Per Device) • Password management solution (Per User) • Fractional Chief Technology Officer • Pen Testing and Risk Assessments • Device vulnerability Scanning • Security awareness Training • Vendor Management • Monthly Technology Meeting and Reports • Quarterly Businss (Technology) Review Meeting • And More Our fee schedule is tailored to match the scope of work outlined in our Proposal/Scope of Work. It includes the following components: Hourly Billing Rate: We offer competitive hourly billing rates for our services, including desktop support, network support, and remote support. These rates are in line with industry standards and reflect our commitment to providing cost-effective solutions. Hourly Billing Rate for Overtime Services: Our overtime rate is $300.00* per hour for services rendered outside regular hours, including weekends and holidays, when not tied to a specific project. G.6.d Packet Pg. 144 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net Project-Specific After-Hours Rate: If a project necessitates a unique scope of work, the after- hour, weekend and holiday rate may be incorporated as applicable *We suggest an annual price adjustment based on the percentage increase in the CPI as published by the Bureau of Labor Statistics. Flexibility and Negotiation: While we have provided a comprehensive compensation proposal, we understand that the City may require some level of flexibility in finalizing pricing. We are open to negotiation and discussion to ensure that the compensation structure aligns with both parties' expectations and allows us to deliver optimal value. Fixed Fee Basis: Our compensation proposal is presented on a fixed fee basis. This approach is inclusive of all expenses, ensuring that there are no hidden costs or unexpected financial burdens. The fixed fee structure provides the City with peace of mind, knowing that the agreed-upon compensation covers all aspects of the services we provide.. We look forward to the opportunity to discuss and finalize the compensation details to create a mutually beneficial partnership that prioritizes the City's needs while maintaining financial transparency and accountability. D1 Networks' cost proposal is tailored to provide comprehensive support, including onsite services, hardware/software procurement, and strategic planning. Our pricing is competitive and aligns with the City's budgetary considerations. D1 Networks is at the forefront of addressing cybersecurity challenges across diverse industries. Our comprehensive expertise allows us to tailor our approach to the unique security concerns of each sector. We pride ourselves on assisting industry leaders in overcoming these challenges, ensuring their digital assets and operations remain protected. In the realm of Government & Education, we recognize the complex threat landscape faced by local governments and educational institutions. Geopolitical tensions, remote work dynamics, and the rise of ransomware groups have heightened vulnerabilities. Our proactive strategies, combining people, automation, and consolidation, empower government bodies to transition from reactive security measures to robust cyber resilience. Similarly, we work closely with educational institutions to raise awareness and implement strong cybersecurity measures that shield against the rising tide of cyber threats. Our commitment is to deliver outstanding value while maintaining financial transparency and accountability. We look forward to the opportunity to work collaboratively with the City to finalize the compensation structure that best serves your requirements. G.6.d Packet Pg. 145 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) D1 Networks || 13925 City Center Drive, Chino Hills, CA 91709 || 714-988-3493 www.d1networks.net || service@d1networks.net 8. Conclusion: D1 Networks is genuinely excited about the prospect of partnering with the City of Grand Terrace. Our unwavering commitment to excellence, strategic planning, and responsive support is geared towards ensuring that the City's IT infrastructure not only meets but exceeds expectations in the years to come. We understand that the technology landscape is ever-evolving, and we are eager to bring our 16 years of expertise to the table. Our tailored solutions and dedication to technological excellence align seamlessly with the City's objectives. For any inquiries, further discussions, or to move forward with this partnership, please do not hesitate to contact us at Stefan@d1networks.net. We are here to address any questions or concerns you may have and to facilitate a smooth transition towards a successful collaboration. Thank you for considering D1 Networks for this significant endeavor. We eagerly await the opportunity to demonstrate our capabilities and provide unparalleled IT support to the City of Grand Terrace. Sincerely, Stefan Tan Client Experience Manager D1 Networks G.6.d Packet Pg. 146 At t a c h m e n t : D 1 N e t w o r k s P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) SDI Presence – LA | 6080 Center Dr, 6th Floor, Los Angeles, CA 90045 | www.sdipresence.com | Toll: 888.YOUR.SDI (888.968.7734) I th Proposal Prepared For: City of Grand Terrace Information Technology Management Services September 14, 2023 Respectfully Submitted By: Phil Danie Senior Vice President pdanie@sdipresence.com 949-836-3351 G.6.e Packet Pg. 147 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page i TABLE OF CONTENTS Chapter 1. Proposal Summary ........................................................................................................1 Chapter 2. SDI Profile .....................................................................................................................3 Chapter 3. SDI Qualifications ..........................................................................................................8 Chapter 4. Work Plan ................................................................................................................... 13 Chapter 5. Project Staffing ........................................................................................................... 32 Chapter 6. Proposed Innovations ................................................................................................. 47 Chapter 7. Proposal Costs Sheet and Rates ................................................................................... 53 Appendix A West Coast Client List .................................................................................................. 57 G.6.e Packet Pg. 148 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 1 Chapter 1. Proposal Summary SDI enthusiastically presents this proposal for Information Technology Management Services to the City of Grand Terrace (City). Our proposal is intended to demonstrate the commitment of SDI to provide exceptional services as defined in the City’s RFP, with an unmatched focus on responsive services, customer attention, and continuous innovation across categories listed in the scope of work. CITY OF GRAND TERRACE: DRIVING IT TRANSFORMATION TO SUPPORT MUNICIPAL EXCELLENCE AND THE GROWING TECHNOLOGY EXPECTATIONS OF ITS CITIZENS AND BUSINESS COMMUNITY SDI understands the City is interested in partnering with an experienced and qualified firm to provide information technology management services; specifically, in the areas of desktop technician support, network analysis and administration, software support, and computer operations. THE SDI TEAM: UNMATCHED MUNICIPAL IT EXPERTISE AND SERVICE EXCELLENCE With 25+ year resume of government IT management consulting and managed services, SDI has a proven resume to assist the City with achieving its desired future state. IT Managed Services for local government technology environments is the core of SDI’s business, and our ITIL-centered service model delivers responsive services coupled with continuous innovation. SDI compliments its service delivery organization with municipal consulting expertise. SDI’S COMPREHENSIVE APPROACH DELIVERS INCREMENTAL VALUE ACROSS CATEGORIES Over the past 25 years supporting municipal clients’ IT environments, SDI has developed an integrated delivery framework proven to provide excellent results. MUNICIPAL TECHNOLOGY EXPERTISE DEDICATED TO THE CITY GRAND TERRACE At the core of our advocacy stands SDI’s commitment to being present for the City. We are committed to promoting a positive and rewarding environment by being present for our team, City staff, and the community. Our presence for the City goes well beyond just our on-site staff. The City will have access to the highest levels of SDI with clear, effective, and responsive escalation paths. And our customer relationship management program SDIALIGN ensures continuous involvement from SDI’s top leadership. If awarded the contract, SDI would like to negotiate the agreement. G.6.e Packet Pg. 149 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 2 Contact List Phil Danie Senior Vice President pdanie@sdipresence.com 949-836-3351 Kris Head Project Manager khead@sdipresence.com 949-370-4534 G.6.e Packet Pg. 150 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 3 Chapter 2. SDI Profile SDI Presence LLC (SDI) 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 25+-year corporate resume, SDI delivers strategic managed services, IT consulting, and hybrid infrastructure solutions to optimize our clients’ technology environments. SDI is a certified Minority Business Enterprise (MBE), with a portfolio of clients that includes some of the nation’s largest airports, utilities, commercial real estate portfolios, and government agencies. SDI delivers a deep technical presence through a local delivery model to achieve customer confidence and success. SDI is headquartered in Chicago, Illinois with regional offices in Anaheim, Los Angeles, and Sacramento, California; Atlanta, Georgia; and Dallas Fort-Worth, Texas. We have over 300 employees. Our employees average 15 years of experience. SDI’s core services include: SDI offers a broad technical skill set to our clients, offering deep expertise in each stage of the traditional or cloud-based systems lifecycle. SDI brings a well-rounded team of professional business consultants, certified technicians and years of mission-critical IT experience to each of our client engagements. SDI Snapshot: • Headquartered in Chicago • 25+ Years IT Consulting/Managed Services Experience • 300+ Business Professionals • Financial Stability: - 2022 Revenue - $86M - Backed by Private Equity Firm - Abry Partners with $5B under management • Corporate Plus® Member of the National Minority Supplier Development Council (NMSDC) G.6.e Packet Pg. 151 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 4 Unmatched Technical & Industry Expertise SDI teams bring executive presence and diverse perspective to our clients’ most complex projects. Our team of professionals bring previous experience gained from running large IT operations and multimillion- dollar IT projects. Together, the SDI Team has an extensive history of running complex, 24×7 mission-critical IT environments that demand both a broad and deep IT expertise and unwavering commitment to performance excellence – from a comprehensive IT Assessment for a local municipality, to enterprise cybersecurity remediation at a utility, to a 24x7x365 IT managed services program across a large city transit authority. We bring industry subject matter expertise, technical certifications and methodologies, and a desire to make a positive impact at our clients. Presence. For Our Clients, Colleagues and Community. Our commitment to presence fosters confidence and connectivity with value creation that is unmatched in our space. Every day, the SDI Team’s presence is demonstrated by constantly and consistently being: ♦ Focused: in giving our full attention and energy to our shared goals and the task at hand. ♦ Alert: of industry trends, technical opportunities, and potential risks. ♦ Mindful: as we listen, engage and communicate – to inform our decisions and better outcomes. ♦ Invested: professionally, personally, and economically in our work. ♦ Local: in our physical energy to build deep relationships and provide outstanding support. ♦ YOU: taking the time to care for ourselves and our significant others. Industry Certifications SDI holds an extensive range of certifications from industry associations, leading product manufacturers, and government agencies. Combined with a solid track record of successful system implementations and impressive client portfolio, our accreditations speak to our ability to equip your organization with exceptional technology. ♦ ACMP (Association of Change Management Professionals) ♦ Agile Certified Practitioner ♦ CompTIA: A+, I-Net, Network+, Project+, Security+, Server+ ♦ Certified Business Analyst Professional (CBAP) ♦ Certified Computer Professional (CCP) ♦ Certified Information Systems Auditor (CISA) ♦ Certified Information Systems Security Professional (CISSP) G.6.e Packet Pg. 152 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 5 ♦ Certified Public Accountant (CPA) ♦ Committee on National Security Systems certifications ♦ Geographic Information Systems Professional (GISP) Manufacturer Certifications ♦ Check Point Certified Security Engineer (CCSE) ♦ Cisco Certified Internetwork Expert – Routing and Switching (CCIE) ♦ Cisco Certified Network Associate – Data Center (CCNA) ♦ Cisco Certified Network Professional (CCNP) ♦ Citrix Certified Professional – Networking (CCP-N) ♦ Dell Certified SE ♦ Firetide Mesh Engineer ♦ Genetec Omnicast Certification ♦ Microsoft Certified Professional (MCP) ♦ VMware Certified Associate List of Staff Certifications Certification No. of Staff with Each Certification Certification No. of Staff with Each Certification AWS SAA 1 IIT Excel 2 Business Analyst Cert 3 IIT SQL 2 Certiport IC3 Core 1 InfoSec CCFE 1 CIJS Level 4 Security 4 ISACA CISA 2 Cisco CCDA 6 ISC2 CISSP 3 Cisco CCDP 4 ITIL Release and Control 1 Cisco CCIE R & S 3 ITIL v3 Foundation 13 Cisco CCIE R & S 1 ITIL v3 Intermediate CSI 1 Cisco CCNA Data Center 1 ITIL v3 Intermediate SD 1 Cisco CCNA General 11 ITIL v3 Intermediate SO 1 Cisco CCNA R & S 6 ITIL v3 Intermediate SS 1 Cisco CCNA Security 5 Juniper JNCIS-FWV 1 Cisco CCNA Voice 1 Kronos TeleStaff Accrd1 2 Cisco CCNA Wireless 3 Kronos TeleStaff Accrd2 3 Cisco CCNP 6 Kronos Timekeeper 1 Cisco CCNP R&S 5 LEAN Mfg Prod 1 G.6.e Packet Pg. 153 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 6 Cisco CCNP Security 1 Lean Six Sigma LSSBB 5 Cisco DCUCS 1 Lenel Cert Assoc 1 Citrix CCA 1 Microsoft Azure Admin 2 Citrix CCAA 1 Microsoft MCAS 1 Citrix CCA-N 1 Microsoft MCDST 1 Citrix CCEA 1 Microsoft MCP 6 Citrix CCEE 1 Microsoft MCSA 5 Citrix CCP-N 1 Microsoft MCSE 6 Citrix CCP-V 1 Milestone XProtect Advncd 4 Citrix CCSE 1 Novell CNE 2 CMRP-Main & Reliability 1 Oracle 9 DBA 1 Compellent Storage Admin 2 OSHA 30hr Construction 2 CompTIA A+ 19 Palo Alto Cert Ntk 1 CompTIA Network+ 3 PMI ACP 1 CompTIA Security+ 3 PMI PMP 20 CRL -Reliability Leader 2 Prosci Change Management 2 Dell DCSE 1 Rutgers Certifd Govt CIO 1 Dell Desktops 4 SANS GAIC 1 DePaul Univ PM Cert 1 SCRUM CSM 4 EMC InfoStorage Assoc v2 1 SCRUM CSPO 1 Epic ECSM 1 SMRP CMRP 1 Firetide DFS Cert 3 SNIA SCSE 1 Firetide Intro Wireless 1 SNIA SCSP 1 Fluidmesh Fluidity Lvl 3 1 SNOW ADMIN 4 FluidMesh Level 3 Inst 2 SNOW IMP-HR 1 HP Desktop/Laptop Hw 2 SNOW IMP-ITSM 3 HP Printers 2 SPLK Core Power User 1 IIBA CBAP 1 SPLK Core User 1 Financial Stability SDI’s revenue for 2022 was $82.7M. Investment Partner In April 2021, SDI secured a minority investment from Abry Partners, a Boston-based sector focused private equity firm with $5B under management. Abry brings over 30 years of experience in the technology market, and its portfolio of companies includes over 20 IT professional services, cybersecurity and managed services firms. The investment will fund the firm's continued growth and provide access to deeper human and capital resources and IT solutions to better serve our clients. David Gupta maintains controlling ownership and his role as CEO, and the strong culture of SDI continues in its commitment to G.6.e Packet Pg. 154 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 7 community including impactful supplier diversity, mentoring of peer MBEs, educating the IT workforce of tomorrow, and consistent philanthropic involvement. Litigation SDI does not have any pending litigation. We also have not had any litigation in the past five years. G.6.e Packet Pg. 155 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 8 Chapter 3. SDI Qualifications SDI focuses on helping public sector clients assess, plan, implement, and manage complex business technology. SDI brings leadership, executive presence, and diverse perspective to our clients’ most complex projects. SDI’s consultants bring experience gained from running large IT operations and multimillion-dollar IT projects and having held prior positions with Tier One consultancies. Our consultants include former CIOs, CFOs, Utility General Managers, Community Development Directors, and Assistant City Managers. SDI builds on these gained insights when working with our clients, taking the time to understand a client’s specific situation and needs, developing robust plans to address those needs within the situational boundaries, and delivering solutions that are on specification, on time, and within budget. Project Experience 1 Client: City of Arcadia Start/End Date: 2017 to Present Contact: Wilson Luo – IT Manager Phone Number: (626) 574-5489 Email: wluo@ArcadiaCA.gov Project Cost: $432,000 Percentage of Work: 100% Prime Adherence to Schedule/ Budget On time/within budget Project Description SDI provides annual IT support for all City departments. A sampling of projects includes firewall upgrades at both the City and Police Department, each site with redundant application-layer firewalls, interconnected and configured to leverage modern information security capabilities. Migrated from legacy on-premises email and office productivity software to Microsoft’s Office 365 for US Government Community (GCC) services. Modernized virtualization platforms and added capacity-optimized all-flash storage arrays to provide reliable high-speed access to critical data systems. Deployed industry-leading backup and recovery solutions to ensure continued availability of data, leveraging both on-site and cloud-based repositories. Established Active Directory Federation Services (ADFS), providing secure Single Sign-On (SSO) capabilities with trusted partner organizations (e.g., Los Angeles County Sheriff’s Department, Los Angeles Courts). Designed and configured network DMZ to segment public-facing data/services from internal resources. Performed desktop asset refresh throughout all City departments and decommissioned unsupported server equipment and operating systems. GIS services include O&M of ArcGIS server, ArcGIS desktop, and collaboration with Los Angeles County GIS team for shared services. G.6.e Packet Pg. 156 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 9 Project Experience 2 Client: City of Laguna Beach, Public Safety Start/End Date: 2007 to Present Contact: Kristen Berry Phone Number: (949) 497-0399 Email: kberry@lagunabeachcity.net Project Cost: $1,000,000 Percentage of Work: 100% Prime Adherence to Schedule/Budget On time/within budget Project Description SDI provides annual IT support for the Police Department, Fire Department, and Marine Safety. SDI provides a 24/7/365 Help Desk, daily on-site technician(s), emergency call back and additional, as- needed IT Support from highly trained and experienced SDI team members such as system engineers, network engineers, infosec specialists and project management. GIS Services include installation, maintenance, and support of ArcGIS platform. A sampling of projects includes CAD/RMS system deployment, dispatch center remodel, 911 phone system replacement, Emergency Operations Center setup, network infrastructure upgrades, computer deployments, MDC replacement, and mobile video system replacement. One notable project was an extensive city-wide closed-circuit video surveillance solution utilizing secure WiFi, and fixed network assets, with all feeds channeled to a highly responsive back-end storage and retrieval solution. The end result provides the local police and fire department with high definition, pan-tilt-zoom (PTZ) cameras with the ability to monitor, record, and provide video evidence for the downtown and rural fire hazard areas around the city perimeter. Project Experience 3 Client: City of Los Alamitos Start/End Date: 2011 to Present Contact: Ron Noda – Director of Development Services Phone Number: 562-431-3538, ext. 500 Email: RNoda@cityoflosalamitos.org Project Cost: $100,000 Percentage of Work: 100% Prime Adherence to Schedule/Budget On time/within budget Project Description SDI provides annual IT support for all City departments. A sampling of projects include CAD/RMS installation, configuration, and deployment; city-wide WIFI deployment; migration from physical to virtualized server environment; implemented Veeam virtual backup solution; deployed capacity- optimized all-flash network storage; Laserfiche deployment; VOIP implementation; Emergency Operations Center upgrades; Incode finance software upgrades; migration to Exchange Online. G.6.e Packet Pg. 157 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 10 Project Experience 4 Client: City of Glendora Start/End Date: 2022 to Present Contact: Sam Robbin – IT Manager Phone Number: (626) 852-4888 Email: SRobbin@cityofglendora.org Project Cost: $2,032,000 Percentage of Work: 100% Prime Adherence to Schedule/Budget On time/within budget Project Description SDI provides IT support for all City departments. In the short time SDI has been involved, the number of open helpdesk tickets has dramatically decreased while the response times have increased. SDI is also in the process of redesigning the City’s network layout while improving security. SDI is also in the planning stages of reducing hardware and budget while increasing reliability. Additional projects include disaster recovery redesign, ERP implementation, deployment system for Police MDCs and desktops, and CAD/RMS upgrades. Project Experience 5 Client: City of La Verne Start/End Date: 2019 to Present Contact: J.R. Ranells Phone Number: (909)596-8710 Email: jranells@lcityoflaverne.org Project Cost: $1,402,440 Percentage of Work: 100% Prime Adherence to Schedule/Budget On time/within budget Project Description SDI provides annual IT support for all City departments. A sampling of projects includes firewall upgrades at both the City and Police Department, each site with redundant application-layer firewalls, interconnected and configured to leverage modern information security capabilities. Migrated from legacy on-premises email and office productivity software to Microsoft’s Office 365 for US Government Community (GCC) services. Modernized virtualization platforms and added capacity-optimized all-flash storage arrays to provide reliable high-speed access to critical data systems. Deployed industry-leading backup and recovery solutions to ensure continued availability of data, leveraging both on-site and cloud-based repositories. Established Active Directory Federation Services (ADFS), providing secure Single Sign-On (SSO) capabilities with trusted partner organizations. Designed and configured network DMZ to segment public-facing data/services from internal resources. Performed desktop asset refresh throughout all City departments and decommissioned unsupported server equipment and operating systems. G.6.e Packet Pg. 158 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 11 Reference 6 Client: City of Westminster Start/End Date: 2022 to Present Contact: Darin Lenyi – Chief of Police Phone Number: (714) 548-3708 Email: dlenyi@westminster-ca.gov Project Cost: $1,000,000 Percentage of Work: 100% Prime Adherence to Schedule/Budget On time/within budget Project Description SDI provides IT support for all City departments, augmenting organizational IT staff for routine operations, collaborating with outside vendors for enterprise applications, and in a consultancy capacity for special projects. A sampling of notable activities includes assessment of existing layered information security systems and the development of recommendations to improve security posture; reviews of server virtualization infrastructure and development of upgrade/modernization procedures that support continuous system availability; establish multi-factor authentication solution including special provisions for Police Department critical bypass events; assist with ongoing virtual desktop infrastructure (VDI) modernization initiatives and recommend best-value hardware replacement equipment; test/validate existing disaster recovery solution and implement configuration adjustments as needed; develop and deploy Windows Deployment Services (WDS) solution to streamline asset recovery/refresh initiatives; establish Microsoft System Center Configuration Manager (SCCM) for application deployment; redesign Active Directory and Group Policy settings to ensure adherence to generally accepted best practices. Ongoing projects include collaboration with existing third-party enterprise resource planning (ERP) and enterprise application solution providers to modernize legacy systems and better leverage newly available system performance enhancements; custom software development initiatives to enhance public reporting systems to better align with regulatory authorities and public disclosure requirements; implementation of continuous monitoring and periodic vulnerability assessment solutions. G.6.e Packet Pg. 159 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 12 Municipal Client Highlights Trusted by Neighboring Communities G.6.e Packet Pg. 160 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 13 Chapter 4. Work Plan Understanding SDI has reviewed the City’s Scope of Services understands that the City desires an experienced and qualified IT managed services partner to provide information technology management services; specifically, in the areas of desktop technician support, network analysis and administration, software support, and computer operations. SDI has reviewed the City of Grand Terrace’s objectives as stated in the RFP and have mapped them to the corresponding Service Delivery Model below. Each Service Delivery Activity follows proven processes and plans to meet each of the City’s objectives. SDI will deliver all services requested in the City’s RFP Scope of Work. SDI’s West Coast Division has worked with 190+ local government agencies to provide IT Managed Services, custom software development, complete IT/Network Assessments, IT/GIS Master Plans, IT Service Level Assessments, Policy/Procedure Development, Project Management, Technology Procurement and Selection, and Implementation Support. Our West Coast Client List is presented in Appendix A. Our experience includes providing IT managed services to a major city that includes data center services, end-user computing services (includes end-user hardware/software deployment, maintenance, and management), data network services (including ongoing infrastructure upgrades and deployment), help desk services, cross-functional services, and special projects. G.6.e Packet Pg. 161 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 14 Approach, Timing and Work Program of Engagement Team Approach In the case of the City of Grand Terrace, SDI’s transition to the City’s IT managed services provider should be a seamless process. We suggest that our assigned technician shadow the City’s contract IT personnel for an agreed upon interval so that all pertinent institutional knowledge is shared with our personnel. The primary role of the technician is to build and maintain a trusting relationship with the City employees while providing daily technical support, user guidance, O&M, and develop and maintain system documentation. Moreover, the technician will serve as the first line for problem documentation, analysis, troubleshooting, and serve as a liaison to additional SDI resources as needed. SDI will provide a virtual Chief Information Officer (vCIO) to provide strategic planning and oversight of the City’s IT resources. The vCIO will identify industry trends for the delivery of Information Technology Managed Services and identify solutions to support the City’s strategic goals and objectives. The vCIO’s goal will be to strengthen the cost-effectiveness, quality, and productivity of the City of Grand Terrace’s IT services using current technological expertise, including maintenance of the City’s computer network, planning for short-term and long-term IT goals, and the provision of excellent customer service. SDI will provide a blend of resources with exceptional knowledge and experience providing all-inclusive IT support for governmental agencies. This blend of resources is comprised of a virtual Chief Information Officer (vCIO), Network Engineer, Systems Engineer, Certified Security Specialist, Field Technician, and Account Manager. SDI can also provide additional resources such as Project Manager, Database Administrator, Software Engineer, GIS Analyst, and Subject Matter Experts as needed. First 100 Days - Implementation Project Plan and Timeline for Transition of Services from Current Provider. As an established IT Managed Service Provider specializing in municipal and public safety IT operations, SDI begins all new client engagements with a multi-step approach designed to identify the current state of an organization’s IT operations. This process assists the SDI Team in the development of an agreed- upon desired state and to produce a gap analysis to identify a path to transition from the current to the desired state. This approach is an essential component of new client engagement as it is an opportunity to discover overlooked vulnerabilities, recommend updated practices, policies, and procedures, and to establish a new baseline of security and risk. In the case of the City of Grand Terrace, the transition from incumbent to SDI should be a seamless process. We propose shadowing the incumbent for an agreed upon interval so that all pertinent institutional knowledge is passed onto our personnel in a professional and efficient manner. As many organizations remain dependent on legacy operating systems and/or applications, SDI’s initial assessment will evaluate the entire enterprise, identify items that are susceptible to exploitation, recommend compensating controls to help reduce risk, and make recommendations for modernization. On the following page is a Project Timeline (Work Plan) of the first four-weeks action items for the IT Assessment and transition from the incumbent provider. The duration of performance for delivery of the Comprehensive Technology Plan and Policy is 45 days after the IT Assessment is completed. G.6.e Packet Pg. 162 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 15 Week 1 ♦ Engage the City’s IT staff and current service provider to ensure maximum knowledge transfer ♦ Evaluate current service provider’s remote access and reconfigure in accordance with the City’s preference ♦ Consult with City representatives/stakeholders to record observed obstacles and identify future IT goals and objectives ♦ Perform discovery scan and produce preliminary hardware/operating system inventory ♦ Identify highly vulnerable desktop assets and begin emergency risk mitigation planning ♦ Provide week-one report to the designated City representative that includes: o Preliminary observations o Preliminary inventory report o Request for approval to proceed with desktop emergency risk mitigation actions Week 2 ♦ Begin desktop emergency risk mitigation actions ♦ Identify highly vulnerable server assets and begin emergency risk mitigation planning ♦ Begin deployment of the host-based agent(s) to perform continuous monitoring and improve the accuracy of: o Hardware inventory and operating system identification o Applications and associated versions, patch levels, and document deficiencies ♦ Provide week-two report to the designated City representative that includes: o Progress of desktop emergency risk mitigation actions o Updated and expanded preliminary inventory report G.6.e Packet Pg. 163 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 16 Week 3 ♦ Continue the desktop emergency risk mitigation actions ♦ Continue assessment of server assets and emergency risk mitigation planning ♦ Evaluate network configuration and security and begin risk mitigation planning ♦ Continue deployment of the host-based agent(s) to perform continuous monitoring and improve the accuracy of inventory ♦ Provide week-three report to the designated City representative that includes: o Progress of emergency risk mitigation actions o Updated and expanded preliminary inventory report o Request for approval to proceed with server asset emergency risk mitigation actions Week 4 ♦ Continue desktop emergency risk mitigation actions ♦ Begin server asset emergency risk mitigation actions ♦ Begin limited assessment of virtualization platform(s) ♦ Provide month-end report to the designated City representative that includes: o Summary of desktop, server, and network risk-mitigation actions o Complete inventory report o Summary of help desk tickets including response time and final disposition Long-term IT Assessment and IT Business Strategy Development The primary goal is the deliverable of a current Technology Assessment and the development of a long- term IT Business Strategy. It is during the first 4-weeks of evaluation, risk analysis, emergency mitigation actions, updates, and patching that form the foundation of the IT Assessment and Business Strategy. The results of the tasks outlined in the previous graph will work in tandem with SDI engineers as they provide ongoing IT generalized support and prepare the Comprehensive Technology Plan and Policy. Much of the discovery will naturally follow as a result of the IT support services offered along with findings during daily operations. Comprehensive Technology Plan and Policy Approximately 75 days after SDI initiates the system study for the City of Grand Terrace, SDI will produce and deliver a comprehensive report for City management that includes the baseline snapshot information, summary of stakeholder discussions, and recommendations for short-term corrective measures and long- term solutions targeting optimal IT operations to meet organizational objectives. In summary, this report will help support the development of a guide for system management services and serve as supporting documentation to develop the IT Technology Assessment and Strategic Business Plan. Note that recommendations may also include reduction or expansion of specific hardware/software platforms, modifications to currently employed technologies, and augmentation/training for staff. The report will enable SDI management and City leadership to develop a Project Plan and Outline (PPO). The PPO will be the baseline for the overall project engagement and will identify resources required from both sides. Specific milestones will be determined through which stakeholders can assess project progress, mitigate identified issues needing immediate attention, help manage organizational change, and G.6.e Packet Pg. 164 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 17 manage change orders as necessary. Note that initial corrective measures will provide the decommissioning of unsupported platforms as a security measure. Desktop Support On day 1, SDI will assume full responsibility for the City’s helpdesk. SDI will publish a single call number for accessing the helpdesk and become a single point of contact for all City IT related calls. All City incidents will be directed to the helpdesk and all calls will be logged and entered into the ticketing system. All incidents will be handled and tracked according to the agreed upon event handling SLAs and will follow the City’s escalation procedures. All tickets will be tracked by the helpdesk agent that received the initial contact. In the event the incident gets escalated elsewhere within the City’s IT, the helpdesk agent will be accountable for proper closure of any ticket and follow up with the end user. SDI will provide detailed reports capturing details such as, speed to answer, time to close tickets, tickets and calls in wait queues, number of open/closed tickets, and root causing analysis. The detail of each of these reports will vary and have dependencies on the current PBX and tool capabilities. SDI will work with the City on ways to minimize the number of tickets and FTEs required supporting the helpdesk. This can be accomplished with self-help and FAQ configurations that will give users the ability to be more self- sufficient. SDI will enhance the level of helpdesk and end users services to the City by applying the experience we have captured by supporting helpdesk services for numerous public agencies in California and throughout the United States. We will apply our Helpdesk Best Practices guided by ITIL framework that will eliminate repeat tickets, streamline complexities, add additional training to existing helpdesk agents, provide for more proactive responses to issues, and provide better end user satisfaction. SDI has as its goal to support the City in a professional, effective manner with a proven process to meet SLAs and customer expectations. Representative Incident Management Process Flow There are many implementation models for the helpdesk process depending on the client needs, culture, and tools available. Based on our experience, SDI understands the City’s requirements for helpdesk support and has customized our proven Helpdesk support process to meet the City’s needs as shown in the following Process Map. G.6.e Packet Pg. 165 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 18 Co n t a c t SD I H e l p D e s k 3rd Pa r t y D i s p a t c h Es c a l a t i o n T B D Ci t y o f G r a n d Te r r a c e 1.Receives Request 2.Incident Created 4.Engineer Contacts User 7.Help Desk Updates and Closes Ticket 5.Engineer Resolves Issue Can issue be resolved by Level 2? 10.Escalation Engineer decision process Yes No 11. Network/Manufacturer/3rd Party 12.Engineer Resolves Issue and calls service desk Yes Change Control Needed? 13.Change Control Process 6.Engineer updates ticket and calls CHWD Service Desk No Yes Close Ticket, send survey 8.User receives auto-notification that ticket is resolved or phone call. Survey emailed. Help Desk Process Flow Is issue resolved? Can Help Desk Resolve?Yes Dispatch 3. Searches Knowledgebase No Explanation of Process Flow Diagram Step 1: A) Helpdesk receives call from user. The Agent will review the helpdesk troubleshooting script with the caller to determine what service is required or if a quick solution can be provided. B) All calls, faxes, e-mails, voicemails, self-service web tickets, or SNMP Alerts to the helpdesk will generate a ticket that will include: • Problem description • Contact name and phone number • Results of basic helpdesk troubleshooting script to determine type of service • Service ticket is generated detailing as much information as possible to document the request C) Helpdesk will determine what service is required and assign the ticket to the appropriate category: • User account administration handled by the helpdesk • Basic Microsoft support • IMAC work • Desktop, Server or Network Support (depending on the type of service required) G.6.e Packet Pg. 166 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 19 • Exception Process to the City • Helpdesk will update escalation information as directed Step 2: Using pre-define scripts, the helpdesk routes the ticket to appropriate support team. Step 3: Helpdesk administers user account request or other helpdesk support and closes ticket. Step 4: Helpdesk contacts appropriate support team with: • Ticket # • Customer contact, phone, location • Problem description • Urgency (SLA) Step 5: The Engineer reviews ticket information and contacts the user. Updates ticket as needed. • Determines if it can be supported via the phone • Determines if a desk-side visit is required • Updates ticket as needed Step 6: The engineer determines if he can resolve the problem, reassign to Level 2 or another group, or escalate. Steps 7: If assigned Engineer cannot resolve issue: • Engineer notifies helpdesk • Helpdesk updates ticket and assigns to next level • Ticket is set to “high” priority • Manager is contacted within 1 hour • Escalated per the City’s procedures Step 8: Engineer resolves ticket. Step 9: Support engineer updates ticket with problem resolution and notifies the helpdesk. Step 10: Helpdesk closes ticket and sends out the Customer Satisfaction Survey. Step 11: Escalation Process includes notification of support manager and/or the City. G.6.e Packet Pg. 167 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 20 Step 12: In the City’s Exceptions Process, the City directs the helpdesk on how to handle the exception. Helpdesk updates the ticket and continues the process. Helpdesk Services Responsibility Matrix Helpdesk Services The following activities highlight selected major functions that SDI shall provide under the Helpdesk Services Statement. 1. Provide and publish a single point of contact for the City’s users to contact the helpdesk. 2. Utilize the City’s ticket tracking system to open, log, track details of, route, and close problems and service requests. 3. Provide Level 1 support to the City users. 4. Coordinate Level 2 and Level 3 support whether provided by Contractor or City. 5. Manage priority identifications and escalations. 6. Utilize the City’s helpdesk management software to facilitate reporting that differentiates between multiple calls reporting the same problem and new (unique) calls. 7. Utilize the City’s helpdesk management software to facilitate trending analysis of helpdesk calls including volumes, resolution levels and explanations for deviations from norm, and to provide trend analysis on types of problems reported. This shall include providing methods of how reporting statistics were calculated. 8. Administer the City’s customer satisfaction surveys based on your timetables and priorities. 9. Proactively communicate to the City’s users, relevant information regarding Information Systems issues including planned downtime of systems, production problems and unplanned problems. 10. Work collaboratively with the City to identify and manage exceptions to desktop standards as specified by the City. 11. Report on response and resolution times of Level 2 and Level 3 support. This shall include providing methods of how reporting statistics were calculated. 12. Oversee coordination of standard training solutions as identified by the City, technology vendors, and Contractor. 13. Implement and maintain a helpdesk operation for the City that provides staffed coverage Monday to Friday 7:00 AM PST to 6:00 PM PST, with v-mail, email, fax and escalation procedures during non-staffed hours. G.6.e Packet Pg. 168 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 21 14. Accept calls pertaining to all of the services provided under the contract. 15. Utilize the City’s helpdesk management software to facilitate searching historical service requests (problem tickets) and problem resolutions. 16. Contact the City’s users to provide problem status appropriate to the severity level of the problem. 17. Follow the City’s approved escalation procedures for severity level adjustments and problem ticket resolution. 18. Provide a problem management corrective action process whereby repetitive problem tickets of a similar nature are cleared or eliminated as quickly as possible and escalating staff issues to the appropriate manager for resolution. 19. Work with the City’s IT staff to reduce the overall resolution time for problem tickets. 20. Be responsible for contacting the City’s staff via paging, email, voicemail, and conference calls as required by the severity of the problem. Provide regular reports to assist leadership and managers to effectively allocate resources and measure team performance. 21. Maintain network connectivity for Helpdesk Services. 22. Utilize the City’s VRU (Voice Response Unit) for direction of helpdesk services calls. 23. Maintain the City’s problem ticketing system, for all of IS, including without limitation training staff on how to use the system, making system modifications as needed. 24. Maintain an escalation contact list of all IT staff and management with applications supported and contact numbers. 25. Maintain appropriate database information that encompasses all problem management activities maintained by the helpdesk. 26. Provide education of helpdesk staff on all new product upgrades or implementations by working with project teams prior to implementation to production and access by the City’s users. 27. Train new helpdesk staff on the IS environment at the City, and on applications. 28. Manage first contact with the City’s users via telephone, email, and the Intranet subject to the limitations of the City’s technology. 29. Interact with users in a professional, efficient and service-oriented manner, consistently. 30. Document, publish and maintain helpdesk procedures. 31. Create ticket-tracking codes for service requests and problems. 32. Utilize ticket-tracking system to expedite management of helpdesk calls. 33. Open, log, prioritize and monitor progress of inquiries. 34. Query the user for all relevant information concerning the inquiry, including, without limitation, the City’s employee identification, username, user location/department, user phone number, inquiry severity, expected time of user call back from helpdesk and description of request/problem. 35. Verify that no ticket already exists for the inquiry before opening a new ticket. G.6.e Packet Pg. 169 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 22 36. Perform inquiry problem and service request management in accordance with handling requirements. 37. Re-route misdirected calls. 38. Establish a process for establishing identity of the caller prior to exercising any security related functions. 39. Perform password reset functions. 40. Escalate problems in accordance with the City’s escalation procedures. 41. Maintain and report inquiry statistics. 42. Produce and provide ticket inventory and status reports. 43. Provide ticket tracking system access to authorized City and Contractor Users. 44. Perform quarterly trend analysis on helpdesk inquiries. 45. Identify areas requiring attention (changes to process, additions to service provided, training recommendations, etc.) 46. Implement actions items. 47. Review requests for conformity to hardware and software standards as specified by the City. 48. Work orders are to be initially logged by helpdesk team and then transferred to Desktop Services for completion. 49. Exception to Desktop Standards Management. 50. Develop customer satisfaction survey, measurement method, distribution schedule and procedures. G.6.e Packet Pg. 170 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 23 Desktop Application Support SDI directly supports or coordinates with external third-party vendors to support, numerous applications central to municipal and public safety operations. These programs include, but are not limited to: Microsoft Office and 365, ERP, Esri ArcGIS, Laserfiche, HDL, Computer Aided Dispatch/Records Management System (CAD/RMS), NetMotion Mobility, BlueCheck, Coplink, 2FA, in-car video systems, body-worn video systems, surveillance systems, numerous desktop applications, and many enterprise- level antivirus solutions. SDI supports access to Justice Data Interface Controller (JDIC), Electronic Suspected Child Abuse Report System (E-SCARS), LACRIS, ESCARS, Verdugo Fire Dispatch, and electronic Probable Cause determinations/declarations (ePCD). SDI has transitioned several clients from a version-based Microsoft Office model to software as a service with subscription-based Office 365, including Microsoft-hosted Exchange email solutions and SharePoint Online. This model of advanced hosted email simplifies management and helps protect information with advanced features such as anti-malware, anti-spam filtering, data loss prevention, and disaster recovery. Server Support SDI’s server support methodology is integrated within the overall endpoint management practices described on the following pages in the Managed Services Technology section. In general, SDI typically furnishes clients with an Information Technology Service Management solution to increase the efficiency and effectiveness of the entire service offering. This host-based continuous monitoring agent, installed on each computer endpoint, conducts environmental data collection and provides a centralized IT management portal. SDI encourages clients to maintain manufacturer hardware warranty support on mission critical systems. While SDI will perform initial assessments of hardware problems as well as basic upgrades (RAM, storage, controller cards), on-site technicians generally defer to manufacturer warranty coverage for hardware failures. Services management such as Active Directory, DHCP, DNS, Group Policy, Print and Document Services, IIS, Windows Deployment Services, and Windows Server Update Services are all managed as a part of the core operations for all environments. SDI will implement a monthly patch management schedule for server operating systems wherein select non-critical servers will receive operating system and application patches as a part of a test group. In the event these servers experience problems with the patches, a rollback process will be enacted. If no problems are identified, the patches will be applied to the remaining servers. Office 365 Administration SDI is a Microsoft Gold Partner meeting Microsoft’s high standard of technical performance, service quality, and customer care. SDI has numerous employees with Microsoft certifications. Procurement SDI has assisted other municipal clients in the region with the procurement of Microsoft licensed products by leveraging existing Enterprise Agreements previously negotiated by larger organization(s) to obtain favorable pricing not typically available to smaller local government organizations. G.6.e Packet Pg. 171 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 24 Modernization SDI has transitioned several clients from a version-based Microsoft Office model to software as a service with subscription-based Office 365 hosted on Microsoft 365 Government Community Cloud (GCC), including Microsoft-hosted email solutions, Active Directory/Azure synchronization, OneDrive, SharePoint Online, Teams, and more. This model of advanced hosted email and collaboration tools simplifies management and helps protect information with advanced features such as anti-malware, anti-spam filtering, data loss prevention, and disaster recovery. Examples of local clients for which SDI has coordinated recent Microsoft modernization projects include: ♦ City of Arcadia – Completed conversion from on premises Exchange and version-based office productivity suite to Microsoft 365, including Active Directory replication to Azure, enterprise application single sign on (SSO) with third party solution providers, Active Directory Federated Services (ADFS) authentication for Los Angeles County Sheriff’s Department and Los Angeles Courts. ♦ City of Alhambra Fire Department – Completed conversion from on premises Exchange and version-based office productivity suite to Microsoft 365, including Active Directory replication to Azure. ♦ West Cities Police Communications (West-Comm) – Completed conversion from on premises Exchange and version-based office productivity suite to Microsoft 365, including Active Directory replication to Azure. ♦ City of Alhambra Police Department – In progress conversion from on premises Exchange and version-based office productivity suite to Microsoft 365, including Active Directory replication to Azure, Active Directory Federated Services (ADFS) authentication for Los Angeles County Sheriff’s Department. ♦ City of Los Alamitos – in progress conversion to Microsoft 365, Azure and Exchange portions completed; in progress for office productivity, SharePoint, and OneDrive. Administration SDI performs conversions/migrations for Microsoft 365 as well as ongoing management of existing 365 environments. Typical administration begins with the information management policy development and configuration for new environments, or policy assessment in collaboration with organizational stakeholders for existing environments. Examples of policy considerations vary widely from on-premises only office productivity suites. Examples of policies applicable to SharePoint and OneDrive are provided below. Similar controls are configurable within the Exchange and Teams administrative sections of the Microsoft 365 portal. Data Sharing – control sharing at the organization level. ♦ Anyone – Users can share files and folders using links that don’t require sign-in. ♦ New and existing guests – Guests must sign in or provide a verification code. ♦ Existing guests – Only guests already in your organization’s directory. ♦ Only people in your organization – No external sharing allowed. Access control – Restrict how users are allowed to access content. ♦ Unmanaged devices – Restrict access from devices that aren’t compliant or joined to a domain. ♦ Idle session sign-out – Automatically sign out users from inactive browser sessions. ♦ Network location – Allow access only from specific IP addresses. G.6.e Packet Pg. 172 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 25 ♦ Apps that don’t use modern authentication – Block access from Office 2010 and other apps that can’t enforce device-based restrictions. While more granular controls may be configured to allow differing levels of sharing for individuals or organizational groups, these are all important considerations that should be included within a comprehensive data management policy. SDI configures municipal client hosted environments within the Microsoft 365 Government Community Cloud (GCC) which provides compliance with federal requirements for cloud services, including FedRAMP High, Defense Federal Acquisition Regulations Supplement (DFARS), and requirements for criminal justice and federal tax information systems (CJI and FTI data types). SDI typically recommends municipal clients elect the use of Microsoft’s Office 365 Government G3 licensing that includes the following applications and services: Office Applications and Services ♦ Word ♦ Exchange ♦ Excel ♦ OneDrive ♦ PowerPoint ♦ SharePoint ♦ Outlook ♦ Teams ♦ Publisher ♦ Access Alternative licensing models include the G5 level which adds audio conferencing, cloud-based PBX, and other advanced features. When practical, SDI may also recommend cost saving initiatives such as G1 licensing for web-only email for limited-use accounts while still retaining access to the above-listed services. Integration of these services into an organization is typically coupled with Azure Active Directory wherein local Active Directory accounts are synchronized with Microsoft’s cloud-based Azure database, thereby supporting identity management for hosted services, single sign on (SSO) for third-party application authentication, and multifactor authentication. Services features and policy development is typically performed in a collaborative manner, often necessitating examination of the data sharing capabilities within the 365 application and services lineup. Security Administration SDI adheres to a multilayered model to ensure our own organization, as well as connections to our clients’ systems, follow industry leading and nationally recognized information security frameworks. While the term best security practices may be an ever-moving target, our practices go beyond organizational policies and security awareness training. Notable approaches include, but are not limited to: ♦ Identity Management & Access Control via industry-leading multifactor authentication (MFA) solutions. ♦ Vulnerability management and continuous monitoring of all IT systems. ♦ Secure remote access with virtual private network (VPN) tunnels. ♦ Access to internal and client resources follow the principle of least privilege. o Vulnerability management and continuous monitoring of all IT systems. G.6.e Packet Pg. 173 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 26 o Secure remote access with virtual private network (VPN) tunnels. o Access to internal and client resources follow the principle of least privilege. While this is a sampling of proprietary internal controls, client system information security recommendations typically include a robust layering that may include many or all of the following: ♦ Border Protection o Internet service provider (ISP) monitoring o Distributed denial of service (DDoS) Protection o CISA penetration testing o Third-party penetration testing o Email filtering ♦ Network Protection/Firewall Segmentation o GeoFencing o Intrusion prevention/detection system (IPS/IDS) o Malicious address/blacklist blocking o Threat management/exploit protection o Layer 7 application control ♦ Extended Detection and Response (XDR) o Continuous monitoring and automated artificial intelligence (AI) response o Endpoint anti-virus/anti-malware management o Phishing email testing and assessment o URL filtering o Vulnerability assessment and remediation ♦ Disaster Recovery o Rapid access to on and off-site data backups o Encrypted data snapshots on shared data repositories o Preconfigured server recovery templates and desktop device images o Rapid software deployment capabilities ♦ Insider Threat Management o User access controls o Least privilege o User training G.6.e Packet Pg. 174 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 27 SDI’s Certified Security Professionals have performed penetration testing for many satisfied clients. SDI will coordinate annual external penetration testing with the selected vendor. Network Administration SDI manages numerous firewalls from manufacturers such as Palo Alto, Cisco, Fortinet, Sonicwall; site-to- site VPNs (e.g., Los Angeles County Sheriff, Verdugo Fire Dispatch), and remote-access VPNs leveraged for both border security and internal segmentation at several sites. Additionally, we have migrated several clients to Palo Alto application-layer/next-generation firewalls (NGFW) to provide a more unified threat management platform that includes application-layer visibility to increase understanding of application traffic, expanded traffic control options beyond blunt allow/deny, reduction of threat vectors, improved performance and security, and simplified management. Network infrastructure monitoring and alerting is typically performed using a mixed on-premises and cloud-based network monitoring tool to perform continuous monitoring of network devices and traffic. This fee-based tool provides a real-time view of the City’s network, including all networked devices and detailed interconnections. This service provides: ♦ A real-time view of the City’s network, including all the devices and interconnections ♦ A real-time inventory of all the technology on the City’s network ♦ Automated backups of network infrastructure configurations ♦ 24/7 proactive infrastructure monitoring and alerting ♦ Automated troubleshooting tools and secure remote access to the City’s infrastructure devices ♦ Performance reports G.6.e Packet Pg. 175 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 28 Managed Services Technology SDI typically furnishes clients with an Information Technology Service Management (ITSM) solution to increase the efficiency and effectiveness of the entire service offering. This ITSM employs a host-based continuous monitoring agent, installed on each computer endpoint, to conduct environmental data collection and centralize IT management. This highly configurable agent improves the efficiency of IT management through: ♦ Centralized remote administration, support, and power management ♦ Customized continuous monitoring and alerting ♦ Operating system patch-level monitoring and management ♦ Endpoint status reporting and alerting ♦ Inventory tracking The monitoring and alerting feeds into the helpdesk ticket and resolution tracking component, thereby automating the tracking of system-generated alerts. Desktop endpoint management services typically include setup and configuration of desktops; ongoing hardware diagnostics and support of all desktops, printers, and other peripherals; maintenance of operating system and application patch levels in accordance with agreed-upon outage schedules; installation, upgrades, and troubleshooting of software as required; maintenance of accurate hardware and software inventories; performance of minor hardware installations and modifications on IT equipment. Server endpoint management services typically include the same as desktop endpoints with the addition of administration of server-based file systems to ensure that access to organizational data is secure and available for authorized users/groups, administration of Active Directory, enterprise application support. Typical monthly patch management schedules include select users and systems that receive the operating system and application patches as a part of a test group. In the event these users experience problems with the patches, a rollback process will be enacted. If no problems are identified, the patches are applied to the remaining workstations. Computer Replacement and Repairs SDI will conduct the following as part of its IT Managed Services for the City. ♦ Monitoring, updating, patching, and break/fix activities for network equipment, servers, virtual servers, computers, printers, copiers, scanners, computer peripherals, telephones, internet services, network services, and software; and like-for-like equipment replacements. ♦ After procurement, deploy all computers and related peripherals. ♦ Create and configure all virtual equipment and appliances, including desktops, servers, and appliances, whether hosted or on City-owned physical servers, including operating system upgrades. ♦ Replacement of any “like for like” equipment. ♦ Other maintenance activities as required to ensure the City’s operations are not affected by issues related to computer hardware, software, services, and related equipment. ♦ Perform other duties as required. G.6.e Packet Pg. 176 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 29 Software/Hardware Procurement SDI provides our clients with experienced and qualified consultants that manage the procurement and selection process. The procurement services we provide include: ♦ Request for Proposals (RFPs) ♦ Potential Vendor Lists and Pre-RFP Release Notifications ♦ Vendor Proposal Evaluation Process ♦ Proof-of-Concept (POC) Scripts ♦ Negotiation Strategies ♦ Board/Council Presentations ♦ Provide equipment and software standards and specifications ♦ Obtain quotes from competitively bid vehicle (Ex. CMAS) ♦ Confirm eligibility for warranty coverage and utilize warranty whenever possible ♦ Confirm quality and authenticity of purchased or warrantied items and labor ♦ Coordinate repair/replacement of equipment and software to ensure as little disruption as possible ♦ Thorough testing of new equipment or software prior to placing into production ♦ Ensure prompt resolution of IT product or software defects SDI provides clients with the following procurement features: ♦ Extensive procurement and selection experience to help ensure a successful procurement ♦ Extensive experience with developing RFPs that help insulate procurements from protest ♦ Extensive experience with developing RFP cost templates that ensure apples-to-apples comparison of vendor pricing ♦ Extensive experience with developing proposal evaluation processes to ensure clients select the best value solutions ♦ Extensive project management experience to ensure clients consider and appropriately plan schedule, scope, and resource requirement Guarantee - Service Level Matrix and Response Times SDI shall follow industry best practices, specifically the "Service Operation" standards outlined by the Information Technology Infrastructure Library (ITIL). Contractor shall use processes governed by a Service Level Matrix ("SLM") and a set of Service Level Objectives ("SLOs") to identify incidents (i.e., alerts and/or events), define each incident's priority level (defined by that incident's urgency and impact), respond to incidents in order of priority, and ultimately resolve incidents as quickly as possible. G.6.e Packet Pg. 177 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 30 Service Type Service Delivery Regular Service 7:00 AM to 6:00 PM, Monday - Friday 11 Hours of Service Help Desk hours are defined as 7:00 AM to 6:00 PM, Monday through Friday except for City holidays. Network support 24X7X365 is included in pricing without additional charges. After Hours Service 10 to 24 hours of service Monday – Friday All hours Saturday, Sunday and City holidays. Desktop support performed by SDI outside the normal business hours, on weekends or holidays will be billed at the normal hourly rates. Table 1 - Service Level Metrics / Objectives P1 – Critical P2 – Urgent P3 – High/Normal P4 – Low Metric Objective Objective Objective Objective Availability – Network Support Operations 24x7x365 24x7x365 24x7x365 24x7x365 Availability – Helpdesk 24x7x365 24x7x365 24x7x365 Regular Service Hours Acknowledgement 15 minutes 15 minutes 60 minutes 120 minutes Status Updates 30 minutes 2 hours 8 hours 12 hours Resolution Plan < 4 hours < 8 hours < 8 hours/NBD < 3 days Resolution Time 90% resolved in less than 4 hours 90% resolved in less than 8 hours 75% resolved in less than 16 business hours 75% resolved in less than 1 week Table 2- Priority Levels Incident Priority Definition P1 – Critical Typically, an emergency incident affecting all or most users and that is halting the use of critical "line of business" applications and/or access to the network or a data/security breach. Examples: Email server(s) not sending/receiving email, Internet connection down, database server appears offline, etc. P2 – Urgent Likely affecting multiple users and impairing access to one or more critical business applications, though, not resulting in a complete stoppage of work. Examples: Slow/intermittent Internet connectivity, backup failures, imminent server crash due to lack of hard disk space, etc. G.6.e Packet Pg. 178 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 31 P3 - High/Normal Typically affecting between 1 and 5 users and generally non-critical in nature. Workarounds are likely available. Examples: User cannot print to a network printer, user's domain account locked due to unsuccessful password entries, a user has deleted an email by accident and wants it restored, etc. P4 - Low The problem affects no more than a few users and is typically non-business impacting. Workarounds available. Examples: User has some "dead pixels" on her monitor, user application displaying persistent error messages with no impact to use of the application, occasional static heard on a particular VoIP phone, etc. G.6.e Packet Pg. 179 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 32 Chapter 5. Project Staffing Proposed Staff and Qualifications Name Role on Project Responsibility Phil Danie vCIO Main contact responsible for the technical review of licensed products, hardware/software platforms, backbone, performance, and operational stability. Member of the Transition Team. Jason Hennessey Information Security Account Manager Responsible for the technical review of licensed products, hardware/software platforms, backbone, performance, and operational stability as well as the technical review and documentation of Infosec practices, procedures, and policies. Responsible for ensuring terms of the contract are being met. Primary contact for this project. Member of the Transition Team. Carlo Rosero Network Engineer Responsible for all networking design, implementation, diagnostics and repairs. Installation and configuration of all networking equipment. Member of the Transition Team. Chris Cao Systems Engineer Responsible for system design, implementation, diagnostics and repairs. Installation and configuration of all system components. Member of the Transition Team. Jake Ovalle Level II Technician Provide daily technical support, user guidance, O&M, and develop and maintain system documentation. Serve as the first line for problem documentation, analysis, troubleshooting, and serve as a liaison to additional SDI resources as needed. Other duties as assigned. Member of the Transition Team. Staff to Support the Account SDI proposes a proven team with extensive IT managed services experience supporting cities, counties, utilities, and other special districts. This team provides deep expertise in municipal IT service delivery best practices, as well as with the technologies that support every department. Our team brings more than just technology expertise; we bring an understanding of the core business and operational functions that are at the core of our clients’ mission. Phil Danie, Senior Vice President, vCIO Mr. Danie has been involved in Orange County Public Safety technology since 2000, when he worked as a technical resource for the Orange County Sheriff Department. He is the principal of several Orange County owned technology businesses, specializing in Information Technology Management, software engineering and development, and technology consulting. G.6.e Packet Pg. 180 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 33 Jason Hennessey, Technical Platform and Security Lead, Account Manager Mr. Hennessey’s professional background includes 20 years of computer system management for privately held firms, publicly held Fortune 500 & 100 firms, and the United States Government. Mr. Hennessey holds a Bachelor of Science degree in Computer Information Systems, the globally recognized CISSP® (Certified Information Systems Security Professional) credential, and industry certifications from Microsoft® and CompTIA®. Before joining SDI, Mr. Hennessey served as an Information System Security Officer (ISSO) for the United States Drug Enforcement Administration (DEA), where he managed the information security program for the DEA’s El Paso Intelligence Center. Having spent more than 15 years supporting the public sector, Mr. Hennessey maintains an active security clearance. He has completed numerous training sessions regarding information security governance, common government/workplace policies, and anti-discrimination practices. Carlo Rosero, Network Engineer Mr. Rosero has over 10 years of IT experience. He is an organized, detail oriented professional with broad information technology support and service skills. He has a proven ability to effectively manage multiple projects in a fast-paced environment. Chris Cao, Senior System Administrator Mr. Cao has over 25 years of experience in information technology. He is an expert with a wide variety of servers, storage, VMware virtualization and Microsoft Windows operating system and applications. Jake Ovalle, Technician – Level II Mr. Ovalle is an IT Specialist with talent for Networking and Desktop support. He has a strong knowledge of Windows 10 and Peripheral devices. He is communicative and team-oriented with proficiency in ServiceNow ticketing system. Resumes are provided at the end of this section. G.6.e Packet Pg. 181 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 34 City of Grand Terrace Phil Danie Senior Vice President vCIO Jason Hennessey Information Security Account Manager Carlo Miguel Rosero Network Engineer Chris Cao System Engineer Jake Ovalle Level II Technician G.6.e Packet Pg. 182 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) EXPERIENCE SUMMARY Mr. Danie’s professional background includes more than 20 years of Information Technology expertise delivering innovative solutions to Municipal and Public Safety organizations throughout Orange County and Los Angeles County, California. As the principal of several technology businesses specializing in information technology management, software engineering, and technology consulting, Mr. Danie brings significant leadership and technical expertise required for project management and technical solution delivery. PROFESSIONAL EXPERIENCE SDI Presence LLC (formerly Scientia Consulting Group) (2006 - Present) Senior Technical Analyst/Senior Vice President Deliver contracted Information Technology Service Management (ITSM) solutions and project management to municipal and public safety organizations. Lead software engineering and software development teams to produce enterprise-grade applications and solutions for clients. Participate in regional public sector consortiums to promote information sharing and solution delivery. • Virtualization implementations and upgrades with VMware ESXi/vSphere (4.x - 7.x) • Virtual Desktop Infrastructure (VDI) deployments with VMware Horizon • Next Generation Firewall (NGFW) setup, migrations, and management • Email solutions and migrations for Microsoft Exchange (2010 – 365) • Windows Deployment Services (WDS) configuration and management • LaserFiche document management solutions (7 - 11) • Database installation, upgrades, and management with Microsoft SQL (2000-2019) • Enterprise storage deployments and iSCSI and Fibre Channel configuration • Computer Aided Dispatch/Records Management System (CAD/RMS) implementations • 911 Dispatch Center build-outs and upgrades • Emergency Operations Center (EOC) design and build out • Surveillance system, in-car video, body-worn video system deployment • Enterprise Resource Planning (ERP) import/export integrations • Develop and deploy innovative local/campus/microwave Wi-Fi solutions • System administration of Microsoft 365, Azure, Windows/Linux systems • Network engineering with multiple network equipment manufacturers • Create RFP/RFQ/ RFI for municipal and public safety organizations Phil Danie Senior Vice President AREAS OF EXPERTISE •Project Management •Server & Desktop Virtualization •Enterprise Storage Solutions •Azure and AWS Cloud Services •Video Management Systems •Firewall Management •CAD/RMS Systems •Wireless Network Solutions •Cybersecurity •System Administration G.6.e Packet Pg. 183 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) PROFESSIONAL EXPERIENCE CONTINUED Orange County Sheriff’s Department Computer Deductions Inc. (2000 - 2007) Technical System Analyst • Maintain connectivity for over 200 patrol and 150 investigative mobile data computers (MDCs ) throughout the county using WLAN and WWAN • NetMotion administrator • Build custom Images with fully automated scripts • CA DOJ CLETS certified • EMC Storage certifications • Unisys certified • Manage EMC Storage Equipment • Responsible for all SAN connectivity • Integrated Law and Justice CJIS project to assess all Orange County law enforcement agencies and ensure compliance and ability for expansion. EDUCATION University of Houston/ 1999 • Accounting Saddleback College / 2001-2002 • .NET Framework programming • SQL Database Admin SKILLS SKILLS Database/Language/Tools Basic HTML, Basic SQL, Identity Management Systems, Video Management Systems, Work Order Management Systems, Office 365, VB .Net, C# .Net Software AutoCAD, Hexagon Public Safety Products, Motorola Public Safety Products, Central Square Public Safety Applications, Security and Access Control Applications, VMware ESXi, VMware vCenter, VMware vSphere, VMware Horizon, InTIme, Telestaff, IAPro, 911 phone systems, various call recording products, SOMA Global and Mark43 CAD/RMS systems. Operating Systems All modern Microsoft and Linux platforms Network Firewalls – Palo Alto, Cisco, Fortinet, SonicWall Switching & Routing – Cisco, Dell, HP Page 2 Phil Danie G.6.e Packet Pg. 184 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 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 Account Manager / Information Security Architect 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+ CONNECT ON LINKEDIN! G.6.e Packet Pg. 185 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) PROFESSIONAL EXPERIENCE CONTINUED • Disaster Recovery: Document disaster recovery planning; administer Veeam Backup and Replication to on- premises, 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 40 Department 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 Jason Hennessey G.6.e Packet Pg. 186 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) PROFESSIONAL EXPERIENCE CONTINUED • Continuous monitoring: Managed and maintained continuous monitoring and threat detection tools, including real- time 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 roll- based 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 Page 3 Jason Hennessey G.6.e Packet Pg. 187 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 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 Jason Hennessey G.6.e Packet Pg. 188 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) EXPERIENCE SUMMARY Over 10 years of IT experience. Organized, detail oriented professional with broad information technology support and service skills. Proven ability to effectively manage multiple projects in a fast-paced environment. PROFESSIONAL EXPERIENCE SDI Presence: Shared Services (03/2023 - Present) Network Engineer Responsible for installing, configuring, troubleshooting, and maintaining network infrastructure components such as network switches, routers, wireless access points, and peripherals at SDI’s client sites. Respond to network alarms and outages, dispatch to remote sites for troubleshooting and repairs as well as document network infrastructure, resolve trouble tickets, and document the root cause of network issues. PREVIOUS TO SDI Nowcom Corporation/Westlake Financial Services/Hankey Investment (02/2019 - 03/2023) Senior Network Engineer • Migrated and built Nowcom Corp Las Vegas, El Segundo and LA data center • Redesigned Nowcom network and Westlake network with dynamic routings • Performed python and ansible playbook for verifying network changes • Resolved escalated issues • Led network engineering projects • Developed network automation script using python v3 and Ansible playbooks • Deployed Liveaction Network performance monitoring tool and host Nowcom Global Services (01/ 2018 - 01/2019) Network Engineer • Managed and designed Cisco Meraki, Aruba, Ruckus wireless system compling with PCI security standards • Managed Palo Alto firewall administration/configuration for business compliance • Updated Network Diagram for NGS-PH and HIC Site • Managed upgrade of SSLVPN Appliance for HIC Site • Configured changes for NGS-PH and HIC site for management compliance • Oversaw network implementation during bandwidth upgrade of third-party ISP • Installed HP stack Switches for different company floor • Administered VMware for PH site CARLO ROSERO Network Engineer AREAS OF EXPERTISE •Microsoft Applications •Cisco Hardware •Oracle Database •Palo Alto Network •VMWare •SD-WAN Deployment •Google Cloud Platform CERTIFICATIONS •Amazon Web Services Solutions Architect-Associate •Cisco Certified Network Associate •Cisco Certified Network Professional Enterprise Infrastructure/Routing and Switching •Cisco Certified Specialist – Enterprise Advanced Infrastructure Implementation •Cisco Certified Specialist – Enterprise Core •Cisco Certified Design Engineer (CCDE) •Cisco Certified Design Expert •Cisco Certified Interwork Expert-Security and Routing & Switching CONNECT ON LINKEDIN! G.6.e Packet Pg. 189 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) PROFESSIONAL EXPERIENCE CONTINUED HKT Teleservices – PCCW Global (05/2017 - 01/2018) Customer Engineer - Network • Maintained and managed the IP/MPLS backbone • Provisioned services – IP, MPLS, GIA, MRS, satellite, transmission, wireless • Performed network testing for transmission links • Developed low-level network designs • Deployed client/network services (remote/onsite) • Supported turn up of IP/MPLS circuits • Provided Tier 2 support for Network Operations in solving escalated fault tickets • Accenture (04/2014 – 03/2016) IT Operation Associate, Lifecycle Engineer, Network Engineer Planned, implemented, supported, and designed LAN/WAN/WLAN network solutions for major enterprise clients of Accenture. The key function included consulting on moderate to complex problems associated with designing technical engineering solutions for either internal products or customer solutions. Part of the role was to provide the knowledge in handling and building network from scratch in line with the latest global practices. • Migrated 30k devices from Cisco switches/routers and Vodaphone routers to Juniper SRX Router and HP Switches • Facilitated technical training for team members to ensure readiness for process compliance and implementations • Validated circuits (WAN ) were passing IP traffic and confirms Layer 1 to Layer 3 (Provider's Edge and Customer Edge) connectivity for the hardware and access which implements different line coding, framing techniques and WAN access technology(MPLS) with various speed of T1/E1, T3/E3, OC3 and Ethernet • Supported a 24x7 environment region • Utilized open-source jumpbox • Managed customer firewall, routers, and switches EDUCATION Mapua Institute of Technology • Bachelor of Science in Electronics & Communication Engineering SKILLS SKILLS Palo Alto Network, VMWare, Cisco Hardware, Dell Power Connect Switches, HP Switches, Network Design, LAN/WAN Page 2 CARLO ROSERO G.6.e Packet Pg. 190 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) EXPERIENCE SUMMARY IT Specialist with over 25+ years of experience in information technology. Expert with a wide variety of servers, storage, VMware virtualization and Microsoft Windows operating system and applications. PROFESSIONAL EXPERIENCE Multiple Agencies - Los Angeles and Orange County (06/2021 - Present) Senior System Administrator Provide technical and customer support to multiple agencies within Los Angeles and Orange County. Setup, configure, install, troubleshoot, and manage VMware servers and Microsoft Windows servers. Manage Pure storage, Barracuda backup and email, Microsoft Office 365, Exchange Online, Active Directory, Veeam, VMware VDI. AD migration from Windows Server 2008 R2 to Windows Server 2016\2019. Data migration from SharePoint online to file server. Desktop Support for end users. Prior to SDI Orange County Sheriff’s Department (03/1990 - 06/2021) Supported Dell\EMC VNX5700 storage array, Dell\EMC Unity 300 storage array, EMC Isilon NAS arrays, EMC Avamar, EMC DPS, Brocade fiber switches, Dell & HP Servers, HP Blades & enclosures, VMware vSphere & ESXi (6.0, 5.0, & 4.0), Install, configure, manage, allocate resources for all VMware virtualized servers. Install and setup new Microsoft servers on physical and virtual environment. Virtualize physical servers to virtual servers. Applied security patches to servers monthly when patches are released from Microsoft. Patch all ESXi servers and vSphere when critical notifications are released by VMware. Patch storage arrays during off hours to minimize impact to the users when vulnerabilities\fixes have been detected. Manage training environment @ training facility which consists of a VMware environment, Active Directory server and 30 Windows 10 student workstations. Managed departmental file servers and Network Access Shares (NAS) for users’ home directories and file shares. Managed Dell servers and storage used for Genetec video surveillance. Assist backup administrator with restoration of files to file servers and shares. Modify user accounts access in Active Directory. Request for hardware quotes from Dell, HP, VARs, and other vendors. Troubleshoot and co-ordinate with vendors to replace defective hardware. Troubleshoot and resolve Microsoft and VMware errors. Oversee 9 Desktop Support staff and 8 Help Desk staff. Delegating and assigning their task for Service Request tickets that have been placed in the open queue daily. Check their status on service requests that have been currently assigned to them Chris Cao Senior System Administrator AREAS OF EXPERTISE •CISCO UCS •BASA 200 Brocade Associate SAN Administrator •Unity Deep Dive •VMware Horizon •Site Recovery Manager Configure, Install Manager •Isilion Administration and Management •VNX Unified Storage Management •Microsoft Windows Server Training Course •SAN Management CERTIFICATIONS •Microsoft Windows Server CONNECT ON LINKEDIN! G.6.e Packet Pg. 191 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) PROFESSIONAL EXPERIENCE CONTINUED Worked in Inmate Records which is within the county jails for a period of 5 years as a supervisor overseeing staff in Records and maintaining the computer equipment for the local area network within the Central Jail Complex. EDUCATION Fullerton Junior College/1989 • Criminal Law – 12 units SKILLS SKILLS Database/Language/Tools Office 365, Veeam, Exchange Online, Active Directory, SharePoint Software Public Safety Products, Public Safety Applications, Security and Access Control Applications Operating Systems Windows and Workstation/Server Hardware Workstation/Server and Peripherals Page 2 Chris Cao G.6.e Packet Pg. 192 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) EXPERIENCE SUMMARY IT Specialist with talent for Networking and Desktop support. Strong knowledge of Windows 10 and Peripheral devices. Communicative and team-oriented with proficiency in ServiceNow ticketing system. Proven history of excellence meet team, individual and management objectives. PROFESSIONAL EXPERIENCE SDI Shared Services (1/2023 - Present) Senior Field Technician Supports and maintains both administrative and instructional computers, software, and networks, including the repair of all technology-related equipment. Provide on-site assistance to install, maintain, test, and repair systems and networks. Assist users/departments in implementing requests or proposals and in determining information systems needs assessments. PRIOR TO SDI Moog (02/2021 – 04/2021) Desktop Support Technician • Proficient in network protocols, DHCP, DNS and SMPT • Installed and configured printers and scanners, resetting default device passwords to prevent cyber attacks • Managed customer issues from start to finish according to documented SLA’s • Updated and reconfigured existing and new computers with current software and operating systems • Maintained inventory of IT supplies by checking and documenting levels regularly Chipton-Ross (04/2018 – 07/2020) Network Administrator • Installed and supported hardware and software, including desktops, servers, and printers • Analyzed and resolved hardware, software, and network issues • Monitored system upgrades, including patches, service packs, hot fixes ,and new configurations JAKE OVALLE Senior Field Technician AREAS OF EXPERTISE •Desktop Support •Network Infrastructure Support •Preventive and Corrective Maintenance •Quality Assurance •Customer Service CERTIFICATIONS •Cisco CCNA CONNECT ON LINKEDIN! G.6.e Packet Pg. 193 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) PROFESSIONAL EXPERIENCE CONTINUED Taco Bell Corporate (11/2017 – 04/2018) Help Desk Analyst I • Served as level 1 support for all Taco Bell locations - corporate owned as well as franchised. • Assisted local area managers with daily tasks such as: inventory, man hours, training, personal information all through the E-restaurant application • Troubleshot POS systems (registers) hardware and application issues United States Navy (11/2012 – 11/2016) Aviation Maintenance Technician • Updated logs, wrote reports and maintained permanent records • Oversaw preventive, predictive, and corrective maintenance to maintain equipment readiness • Delivered training, mentored, and motivated junior team members to accomplish challenging workloads • Recorded all maintenance performance in aircraft logbooks and completed other paperwork requirements as needed EDUCATION Southern California Institute of Technology • Bachelor of Science in Computer and Information Systems Security SKILLS SKILLS Install, configure, maintain and troubleshoot Windows OS (2012-2016), Ethernet wiring; TCP/IP networks, IPv4 and IPv6. LAN/WAN, DHCP, DNS, IIS, AD, GPO, Remote Management, VPN, Hyper-V, and Exchange Server. Experience with Fortinet Firewall, and applications including MS Office suite. Page 2 JAKE OVALLE G.6.e Packet Pg. 194 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 47 Chapter 6. Proposed Innovations Cloud Services Cloud Advisory Services Comprehensive professional services deliver a low-risk and cost- efficient path to the cloud, addressing cost controls, managing and securing data, and long-term optimization across the enterprise: ♦ Assess your Office 365 Secure Cloud Score ♦ IT strategic assessment with IT maturity evaluation ♦ Assess your organization’s cloud readiness ♦ Build your cloud migration strategy Cloud Professional Services SDI executes an efficient migration to your preferred cloud, managing project schedule, budget, and technical and change management services while minimizing downtime and disruption to your business. Cloud Managed Services One of the major blocks for strategic cloud migration and management is affordability of in-house talent. SDI will manage your hybrid multi-cloud infrastructure on your behalf, seamlessly meeting all required SLAs while driving continuous innovation. The SDI Cloud Management Platform SDI’s integrated cloud management platform provides a single-pane-of-glass view hybrid multi-cloud environment to seamlessly manage your workloads. The single portal allows you more transparency, cost- efficiency, and flexibility across CSPs and your data center. Software/Application Development SDI has an in-house, full-stack software development team and has been building custom applications for clients for over 20 years. The SDI team has experience developing both complete stand-alone systems and major enhancements to client systems. SDI has extensive experience with migrating data for government agencies as well building integrations for disparate applications to improve efficiencies and workflows, share data, and improve data integrity. G.6.e Packet Pg. 195 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 48 Cyber Security Counter Attacks SDI’s approach incorporates established cybersecurity standards along with Center for Internet Security (CIS) Controls™ to deliver a continuous cybersecurity program. SDI solutions help form and execute an organization’s security plan, along with managed services for ongoing security support. SDI has tactical and strategic solutions to counterattack cybersecurity threats. TACTICAL STRATEGIC CISO - Staff Augmentation IT Risk Assessment Vulnerability Assessment Security Policy Review and Guidance Penetration Testing Security Architecture Review Ongoing Monitoring and Response Security Program Maturity Assessment Security Awareness Training Security Incident Response Planning Physical Security Controls SDI’s cybersecurity solutions help reduce risk, improve compliance, and ensure ongoing improvements to the client’s cybersecurity posture. SDI’s Cybersecurity team are Certified Information Systems Security Professionals, Certified Ethical Hackers, Certified Government Chief Information Officer, Military Veterans, and CISO of the CIA experience. SDI’s experience with mitigating and reducing cybersecurity attacks includes providing security as a service with our cybersecurity teams and our solutions. Our cybersecurity counter attacks strategy includes prevention, detection, and remediation. With most of our engagements, we conduct a cybersecurity risk assessment, establish network access controls, ensure that firewalls are managed and updated with best practices, provide MDR/EDR services, create a patch management schedule, continuously monitor network traffic, coordinate, and plan vulnerability scanning and penetration testing, build an incident response plan, examine the physical security of the organization, and overall reduce the attack surface. By completing these activities, SDI can slowdown or reduce the impact of a cyber threat through layers of security measures, awareness of pre-attacks, and the ability to mitigate and shutdown potential breaches from occurring. Cyber Security Use Cases ♦ Enterprise Vulnerability Assessment, remediation, and ongoing management, reducing threats and potential issues to systems used by a $1 Billion tollway system (4 million+ customers, 2.5 million transactions per day) ♦ Enterprise Vulnerability Assessment for a Major Municipal Utility (4 million+ customers), including corporate and SCADA networks and user susceptibility ♦ Comprehensive managed security services for a Major City (20,000 desktops and 1400 servers), including firewall implementation, network management, audit remediation, mobile asset encryption, internal communications, policies, and procedures ♦ Network security services, cyber incident response plans, antivirus management and remediation planning for an agency exposition authority (2,100 endpoints for 7,000+ users) ♦ Evaluation, selection, and implementation of cybersecurity awareness training platforms for multiple municipalities to maintain Department of Justice compliance and insurance eligibility G.6.e Packet Pg. 196 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 49 Examples of innovative solutions SDI has deployed at other cities include: ♦ Virtualization migration/upgrades – virtualize EOL physical servers and upgrade existing virtualization environments to current versions to better leverage fault tolerant features for critical services. ♦ Virtual Desktop Infrastructure (VDI) – As many municipal clients have already adopted VMware virtualization for server operating systems, VDI “thin client” technology may be a natural progression towards streamlined desktop management, minimization of help desk support calls, and reduction of long-term asset refresh expenditures. ♦ High speed storage – deploy ultra-fast, all-flash storage arrays to house virtualized operating systems, providing data compression and deduplication to significantly extend the usable capacity beyond the actual physical capacity. ♦ Cloud Computing – leverage potential cost-saving aspects of converting portions of the client’s IT environment to cloud computing technologies, leveraging advancements made by Microsoft in Office 365 and SharePoint back-end office platforms. ♦ Next generation firewalls – deployment of redundant, high-availability firewalls providing enhanced network traffic visibility and Infosec features. ♦ Wireless technologies – evaluate existing point-to-point wireless technologies versus telephone private lines for site-to-site connectivity. ♦ Virtual Private Network (VPN) – estimate potential cost saving aspects of converting any existing T1 or private circuits to VPNs across lower-cost internet service providers. ♦ Disaster recovery – design and implement enhanced back-up and disaster recovery processes to include a hybrid platform (local storage combined with cloud computing). ♦ Network enhancements – evaluate the benefits of migrating networking and server infrastructures to a 10Gb network if not already in place. Project Management SDI project managers follow SDI’s disciplined Project Management Methodology, SDIPATH, aligned with the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK). Our methodology provides a defined, systematic process for proactively managing the interrelated set of project activities and tasks required for successful project execution while minimizing risk, which maximizes value for our clients and ensures that the scope of work is completed to our clients’ satisfaction. SDI’s approach also encompasses soft skill activities such as relationship building, communications, and change management. The following diagram presents an overview of the SDIPATH project management life cycle, and value to our clients at each stage. G.6.e Packet Pg. 197 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 50 SDIPATH Project Management Life Cycle The SDI approach is comprehensive to deliver results at every stage. Our approach is tailored, so that we work collaboratively with our clients to adapt our project management practices fitting each client’s environment and individual project requirements. Our approach is also inclusive, in that we work with our clients to ensure that all key stakeholders are involved in core activities and communications, including all stakeholders across multiple departments, business units or operating companies, and other client vendors when applicable. The following diagram depicts SDI’s Project Management, Delivery, and Control Processes. G.6.e Packet Pg. 198 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 51 SDIALIGN Program Prioritizing Personal Connection to Ensure Client Success. Buyers of technology today demand steady service - no interruptions, no delays, no excuses. SDI believes that the key to a sustainable, secure technology environment is a solid client-partner relationship, with open communication channels, honest feedback, and mutual respect. To secure this level of trust, SDI has developed the SDIALIGN program. Our SDIALIGN Team meets with our client teams every quarter to collect feedback on our performance, reliability, and customer service. SDI’s proactive SDIALIGN program is structured to identify issues before problems occur, with our SDIALIGN Team providing independent and unbiased oversight and results reporting on client engagements. The SDIALIGN Team is empowered to enforce SDI’s commitment to Presence in every client engagement. The SDIALIGN Program includes: ♦ Case studies for key accounts, showing measurable milestones - what gets measured gets done. ♦ Face-to-face visits with clients to review project plans. ♦ Detection of process-related issues and communicating measurable action plans for resolution. ♦ Feedback to SDI senior management, who are committed to resolving client issues and objections. ♦ Improvement plan if a skills gap were to be identified. ♦ Notification to client of issue resolution and follow-up activities. ♦ A direct channel to the Office of the Chief Executive Officer that encourages SDI clients to express concerns. SDI maintains a full-time quality management team staffed with Quality Advisors with Project Management Institute-certified Project Management Professionals (PMP) experienced in quality control for projects and support contracts. During projects and support contracts, they monitor the procedures and process and advise team members on best practices. The quality management procedures and processes are based on industry best practices and are implemented with defined deliverables and review procedures based upon the length of the project or support contract. The quality advisor, in conjunction with the support contract manager, determines the frequency of the quality reviews. At each agreed upon interval of the project or support contract, a deliverable is produced and submitted to a peer review process by various stakeholders and the personnel responsible for standards and quality assurance. These reviews have two objectives: (1) to verify that the documents and other deliverables produced meet requirements standards and best practices; and (2) to find and resolve errors and/or omissions that could slip through the various support contract phases. SDI’s extensive review procedures eliminate most errors at their source and guarantee well-managed, well-monitored projects and support contracts. Should it be required, independent quality audits are conducted. Should scorecards from regularly scheduled reviews indicate the need for it, intervention, diagnosis, corrective action, and monitoring are delivered to correct any non-compliance to quality standards set for the support contract. G.6.e Packet Pg. 199 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 52 Also, SDI will maintain an Issues Log to ensure that all quality management action items are assigned, monitored, and resolved. Issues could include the need to improve support activities, obtain copies of documents, resolve scheduling conflicts, or manage resource constraints. The log is part of the support contract documentation and is also reviewed during status meetings and Governance meetings as warranted. SDI’s IT Innovation Hub – Building the IT Service Desk of the Future The 11,000 square feet IT Innovation Hub provides IT managed services that are client-oriented and responsive, drive client innovation, and empower our diverse community. SDI delivers SLA-based IT support services that include advanced application and infrastructure support, legacy infrastructure migration, cybersecurity, and cloud services. Designed with ITIL-compliant support processes, the Hub is designed to support both virtual and on-site operations. It features SDI’s IT service desk operations that are at the center of SDI’s remote technology support programs. The Hub manages 6500 Level 1 and 2 service calls per month with a 39 second call queue and less than 1% abandonment rate; while providing customer-friendly desktop, network, server, and security support. Most importantly, SDI’s Innovation Hub is centered around delivering SDI’s signature presence for our clients, colleagues, and community. G.6.e Packet Pg. 200 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 53 Chapter 7. Proposal Costs Sheet and Rates SDI will invoice the City on a monthly basis for services delivered the prior month. Payment terms are 30 days. The monthly payment schedule shall include the agreed upon Scope of Work hours and, if applicable, any additional agreed upon contract hourly work for that period. If the monthly actual Scope of Work Hours total is less than the agreed upon Scope of Work Hours then the City shall be invoiced for actual Scope of Hours worked. SDI recommends a Managed Services Information Technology solution for the City of Grand Terrace. Included in this section is a cost breakdown for an IT Managed Services solution for a 22 hours/week (88 hrs./mo.) on-site and as well as an hourly rate table for additional resources. If the City prefers an alternate delivery model and/or staffing level commitments, SDI can accommodate adjustments to the technical resources allocated in this proposal. Managed Services Information Technology Solution A new client Engagement and Transition (E&T) fee will be charged at the one-time rate of $5,250.00. The Monthly ongoing Commitment Rate for 22 hours/week on-site/remote is $9,176.00. Traditionally, the E&T fee enables the SDI team to apply additional key resources for the first 100 days of a new client engagement contract as described in SDI’s RFP proposal, Chapter 4; Approach, Timing and Work Program of Engagement Team; First 100 Days - Implementation Project Plan and Timeline for Transition of Services from Current Provider. The table below shows our monthly costs. Please refer to the Staffing Plan section for an explanation of the personnel positions and hours dedicated to the managed services solution options. Item Cost Engagement and Transition fee (one-time) $5,250.00 Monthly ongoing Commitment Rate, 22 hrs./wk. One IT Technician – 16 hrs./wk. on-site/remote, High-Level Resources - 6 hrs./wk on-site/remote. $9,176.00 monthly $115,362.00 Year 1, Includes one Time E&T Fee Kasyea – Ticketing and Agent Included Auvik – Essential License Included SentinelOne Endpoint Security Software $45 per device per year - *additional option Cloud Object Storage for Storage Snapshots $28 per TB per month - *additional option Cloud Backup Storage $99 per TB per month - *additional option The cost proposal table above was prepared using a combination of the resources identified in the hourly rate table on the following page. In the event additional resources are requested or required for mutually agreed upon special projects, the hourly rates in the SDI Hourly Rate Table will be applied. Below is a five-year, annualized cost for our services incorporating a typical 5% annual increase. 22 Hours per week On-Site/Remote Year 1 (2024) Year 2 (2025) Year 3 (2026) Year 4 (2027) Year 5 (2028) $115,362.00 $115,618.00 $121,398.00 $127,468.00 $133,842.00 G.6.e Packet Pg. 201 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 54 SDI Hourly Rate Table Please use this table for determining staff augmentation hourly rates. Position Hourly Rate Technician (Level I) $74.00 Technician (Level II) $78.00 Technician (Level III) $87.00 System Engineer I $98.00 System Engineer II $112.00 System Engineer III $121.00 Software Developer I $95.00 Software Developer II $115.00 Software Developer III $137.00 SQL DBA $139.00 GIS Analyst $124.00 Project Manager $146.00 Network Engineer $148.00 Certified Security Specialist $165.00 Software Architect $167.00 Subject Matter Expert $185.00 vCIO $195.00 Annual adjustments to these hourly rates will incorporate a 5% increase. SDI retains the right to increase hourly rates in accordance with the U.S. Bureau of Labor Statistics, Riverside-San Bernardino-Ontario, CA, all urban consumers CPI table. At the time of the contract’s yearly renewal date, the CPI for the previous 12-months will be utilized to determine the CPI. If the CPI is greater than 5%, SDI may increase rates to match the CPI increase for the given period. Hours/Days When Normal Service is Available: SDI will match the City of Grand Terrace’s service hours Monday through Friday, 7:00 AM – 6:00 PM. SDI will provide on-site personnel based on the City’s preferred days of service. Additional days for special projects or meetings, are to be agreed upon by both parties via a Scope of Work and billed using the rate table above. We also understand the need for emergency service 24 hours a day, 7 days a week, and there is no additional rate for such services. The same hourly rates apply to any time of day, or day of the week, including holidays and declared emergencies. Travel/Trip Charges (if any): None G.6.e Packet Pg. 202 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 55 Rate(s) for After Hours Work: The same hourly rates apply to any time of day, or day of week, including holidays and declared emergencies. Rate(s) on Weekends and Holidays: Same as above. Any alternate pricing structures (such as block of hours): Hours may be purchased as a block for specified projects. Staffing Plan 22 Hours/Week – 88 Hours/Month On-Site or Remote SDI will provide 1 (one) Level-II Technician on-site/remote at the City of Grand Terrace, 16 (sixteen) hours per week each – 64 (Sixty-Four) hours per month (avg.), excluding 10 (ten) typically observed holidays and occasional provisions for 2 (two) weeks of SDI employee paid time off (PTO), for a total of 768 (Seven Hundred Sixty-Eight) hours per year. In the event services are required on days that fall within this holiday/PTO provision, adequate staffing will be provided and SDI employee holiday/PTO usage will shift to alternate days to accommodate the City’s needs but will not to exceed the 768 (Seven Hundred Sixty- Eight) hours cap unless mutually agreed upon. SDI will provide high level resources (vCIO, account manager, system engineer, network engineer, and security specialist) as needed for a cumulative total of 6 (Six) hours per week, 24 (Twenty-Four) hours per month onsite or remote. The Level-II Technician and high-level resource hours total for this option equals 22 (Twenty-Two) hours/week, 88 (Eighty-Eight) hours/month. Kaseya and Auvik (Essential License) included in this option, a $6,288/yr. value. Help Desk Support during City Hall normal business hours is included in the managed services quote. We have many municipal clients and we understand the need for 24/7/365 support in cases of emergencies. We are on call 24-hours a day, 7-days a week, SDI is committed to providing the outstanding services expected by our clients. The primary role of the technicians is to build and maintain a trusting relationship with the City employees while providing daily technical support, user guidance, O&M, and develop and maintain system documentation. Moreover, the technicians will serve as the first line for problem documentation, analysis, troubleshooting, and serve as a liaison to additional SDI resources as needed. The account manager, Jason Hennesey, will serve as the general point of contact for project planning, specialized resource allocation, and escalation. G.6.e Packet Pg. 203 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 56 Pricing assumptions: The City of Grand Terrace will be responsible for funding all costs associated with the purchase, lease, and subscriptions of all current and future IT System Infrastructure. Together with the City of Grand Terrace, SDI will help to maintain a responsive problem resolution system and build forward-looking, comprehensive technology plans and policies with the City’s stakeholders. G.6.e Packet Pg. 204 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 57 Appendix A West Coast Client List Below is a list of SDI’s clients on the West Coast. IT S t r a t e g i c P l a n s IT A s s e s s m e n t s IT P o l i c i e s & Pr o c e d u r e s Pr o j e c t Ma n a g e m e n t IT G o v e r n a n c e Di s a s t e r R e c o v e r y Pl a n n i n g Sy s t e m S e l e c t i o n & P r o c u r e m e n t s Ot h e r M a n a g e m e n t Co n s u l t i n g Municipalities Alameda, CA    Rancho Santa Margarita, CA   Anaheim, CA    Arcadia, CA   Belmont, CA  Beverly Hills, CA    Branson, MO    Burbank, CA   Burlingame, CA   Carson, 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        Fontana, CA  Fremont, CA    Fresno, CA     Galt, CA         Glendora, CA   Gilroy, CA      Glendale, CA      Half Moon Bay, CA   Huntington Beach, CA     Indio, CA   Industry, CA  Irvine, CA      La Quinta, CA    Laguna Beach, CA   La Verne, CA   Long Beach, CA    Los Angeles, CA   G.6.e Packet Pg. 205 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 58 IT S t r a t e g i c P l a n s IT A s s e s s m e n t s IT P o l i c i e s & Pr o c e d u r e s Pr o j e c t Ma n a g e m e n t IT G o v e r n a n c e Di s a s t e r R e c o v e r y Pl a n n i n g Sy s t e m S e l e c t i o n & P r o c u r e m e n t s Ot h e r M a n a g e m e n t Co n s u l t i n g 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 Cucamonga, CA   Rancho Palos Verdes, CA     Redlands, 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      Santee, CA   Scottsdale, AZ  Stockton, CA      Suisun City, CA   Sunnyvale, CA  Vacaville, CA  Ventura, CA     Visalia, CA    Vista, CA      Walnut Creek, CA     Watsonville, CA     West Covina, CA    West Hollywood, CA    Yucaipa, CA  Special Districts Central Contra Costa Sanitation District        G.6.e Packet Pg. 206 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 59 IT S t r a t e g i c P l a n s IT A s s e s s m e n t s IT P o l i c i e s & Pr o c e d u r e s Pr o j e c t Ma n a g e m e n t IT G o v e r n a n c e Di s a s t e r R e c o v e r y Pl a n n i n g Sy s t e m S e l e c t i o n & P r o c u r e m e n t s Ot h e r M a n a g e m e n t Co n s u l t i n g Chino Valley Independent Fire District    Citrus Heights Water District  Coachella Valley Water District   Cosumnes Community Services District   Cucamonga Valley Water District  Delta Diablo Sanitation District    East Valley Water District   Eastern Municipal Water District  Elsinore Valley Municipal Water District   Helix Water District    Lake Arrowhead Community Services  Las Virgenes Municipal Water District     Los Angeles County Employees Retirement  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     Solano County Transit (SolTrans)  Southern CA Association of Governments  South Tahoe Public Utility District      West Basin Municipal Water District    Zone 7 Water Agency   Counties 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   G.6.e Packet Pg. 207 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Proposal to City of Grand Terrace for Information Technology Management Services September 14, 2023 Page 60 IT S t r a t e g i c P l a n s IT A s s e s s m e n t s IT P o l i c i e s & Pr o c e d u r e s Pr o j e c t Ma n a g e m e n t IT G o v e r n a n c e Di s a s t e r R e c o v e r y Pl a n n i n g Sy s t e m S e l e c t i o n & P r o c u r e m e n t s Ot h e r M a n a g e m e n t Co n s u l t i n g State of California Assoc. of Regional Center Agencies   CA Correctional Health Care Services   California Highway Patrol         G.6.e Packet Pg. 208 At t a c h m e n t : S D I P r e s e n c e P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) CONFIDENTIAL & PROPRIETARY | EXPIRES 30 DAYS FROM PROPOSAL DATE RFP RESPONSE IT MANAGEMENT SERVICES CITY OF GRAND TERRACE Prepared by Jacob Lieber JLieber@greystonetech.com Date September 12, 2023 The Most Effective IT. Period. G.6.f Packet Pg. 209 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services CHAPTER ONE Environment Quality: The best technical ability the market has to offer Greystone is a Top IT Employer for 8 years running. This is our #1 focus and our deepest differentiator. We hire, retain, and develop our teams uniquely and better. With over 140 team members you get access to deep talent in all areas of IT. With a small, dedicated team you get consistent, familiar, tailored, and context-oriented service. User Experience: Greystone’s focus on making service “Effortless” Greystone has oriented our service model around the concept that the number one measure of successful service is the amount of effort you and your team must expend to get the outcome you need. We measure Customer Effort Scores in key interactions to ensure that you are truly engaged in an experience that no one else is built to deliver. We look forward to sharing with you all the ways we have built this into our model. Our focus on elevated VIP service, best-in-class SLAs, and exceptional user interaction are hallmarks of our success. Strategic Partnership: A strategic program, not just a person Most IT professionals can spot technical inefficiencies but lack the fundamental skills to connect business needs all the way through to the execution of solutions. Our strategic program, facilitated by a business- level resource, brings the entire journey into view. We keep the strategy on track and updated. Greystone employs a team of Strategic Client Success Managers, a skillset not common in the IT market. We not only facilitate the strategic plan, we also manage it through the entire execution. Security: A common-sense approach to controlling the chaos Our Common-Sense Cybersecurity FrameworkTM and alignment with the NIST framework underlines our comprehensive approach. Greystone is SOC II compliant. However, we recognize that our security expertise is only as valuable as our ability to apply it to business situations. We bring business decisions to the table, ensure you have a clear view of your security roadmap, and partner with you to make sure you have every bit of information needed to make clear business decisions. G.6.f Packet Pg. 210 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services We give you the best of both worlds There are benefits to building an internal IT team and benefits to outsourcing IT. Greystone is the only solution that provides the benefits of both. You are supported primarily by a small team of three who know your business and people very closely. Our 100+ team members provide a comprehensive IT solution including off-hours coverage, subject matter experts, overflow service, and a user training team. This unique structure provides deep solutions with scale and maturity. We prioritize actions over words IT is notorious for falling short of expectations. Whether it’s an individual user experience or a large-scale product, Greystone has built a structure that addresses the common pitfalls. All the ways we do this cannot be explained in a single letter, but we look forward to further discussion about the unique opportunity we have together. Service Approach Greystone’s unique service model connects you right away with the person most capable of solving your issue. You’re assigned a dedicated team of technicians who handle the majority of your issues. This dedicated team is supported by the rest of our organization. You get the feel of an in-house team with the redundancies and maturity of a large organization. Greystone is a full stack IT Services provider. Our Managed IT team consists of over 115 technicians with a wide range of technical expertise. Our focus is on providing a stable infrastructure and day-to-day support for your users. G.6.f Packet Pg. 211 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services Contact Information: Darren Somo - Director of Business Development - Contact for proposal questions DSomo@greystonetech.com, 949.301.9042 Matthew Lemus - Director of MIT SoCal - Contact for support or technical questions MLemus@greystonetech.com, 949.749.8185 Jacob Lieber - Sales Administrator – Contact for proposal questions JLieber@greystonetech.com, 970.372.2486 G.6.f Packet Pg. 212 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services CHAPTER TWO Number of years in the market: Greystone was founded 23 years ago by Peter Melby and Jesse Armstrong based on their shared vision of how to change the IT industry for the better. When did you first start providing similar solutions: Greystone has focused on providing the most effective IT since our founding in 2001. We began offering flat-fee IT management programs in 2005 and quickly became an industry leader in innovating a new approach to IT. We added development services, our client success team, specialized project teams, and our 24/7 coverage in the years that followed. Number of employees in technical support: 115 of our 145+ employees work in various aspects of technical support. Number of employees in account management: We don’t believe in Account Management so we built something better. Greystone assigns a dedicated Client Success Manager who focuses on understanding and ensuring client satisfaction, facilitating strategic planning, simplifying your service experience with Greystone, and deepening the relationship between our organizations over time. Client Success Managers are not sales focused. We employee seven CSMs across the organization. Notable acquisitions: We have led the creation of a nationwide investment partnership for MSPs called New Charter Technologies. We now have a partnership of twenty-one like-minded IT service organizations across the country to assist in supporting nationwide needs. Financial Information: Greystone has operated with strong fiscal responsibility, positive cash flow, and sustainable profitability. Our partnership with New Charter Technologies brings further financial stability with the backing of Oval Partners. G.6.f Packet Pg. 213 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services Previous year net income: Net income is positive. Additional Firms participating in this proposal: Greystone Technology is not utilizing subcontractors as a part of this RFP. We are the sole contractor in this bid. Lawsuits: Greystone Technology has not had any lawsuits within the last 5 years, and there is no current or pending litigation against Greystone Technology. G.6.f Packet Pg. 214 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services CHAPTER THREE What type of general expertise can you provide in key technology areas? Greystone is a full stack IT Services provider. Our Managed IT team consists of over 115 technicians with a wide range of technical expertise. Our focus is on providing a stable infrastructure and day-to-day support of your users. We provide: • Technical Consultants – Team leaders and mentors for Technical Engineers. Individually, they have many years of IT experience. Generally, the people in this role would be the equivalent of an IT Manager in a small internal IT department and have L3+ capabilities. They are focused on relationships, technology strategy, and higher-level technical support. • Technical Engineers - Team members with 2+ years IT experience. They are well versed in day-to- day needs including user and desktop support. • We are a Microsoft Gold partner with extensive knowledge of Microsoft technologies at all levels. • We are well versed in Apple technologies including Mac OS and iOS. • We work extensively with cloud technologies including Microsoft 365 and Azure, Google Workspace, and many other public and private cloud solutions. • We utilize industry tools and best practices for patching, AV and backups. References and Statement of Work: We have selected three of our clients within the public sector that best reflect the City of Grand Terrace’s IT needs. All three of the selected clients currently utilize our TotalCare Managed IT services which is our all encompassing IT solution in which we manage all aspects of their technology. Further details are available upon request. City of Federal Heights 2380 W. 90th Ave., Federal Heights, CO 80260 United States Tim Weitzman – Finance Director – 303.412.3531 - tweitzman@fedheights.org Centennial Water and Sanitation District 62 Plaza Drive Highlands Ranch, CO 80129 United States Zach Cartaya – Director of Finance - 720.240.4940 - zcartaya@highlandsranch.org Fort Collins Loveland Water District 5150 Snead Drive Fort Collins, CO 80525 United States Eric Dowdy – IT Manager – 970.290.1710 - edowdy@fclwd.com G.6.f Packet Pg. 215 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services CHAPTER FOUR Service Structure: Greystone has offices in Denver, Ft. Collins, Boulder, New Jersey, Santa Ana, and San Diego. The majority of our technicians work 8am-5pm M-F, and we also employ a team that works around the clock to help fill in gaps and ensure we have 24/7 coverage. In addition, we work closely with a 3rd party 24x7 NOC and SOC to further our visibility and response to network, security, and server issues. We will assign a local Technical Consultant (TC), Client Success Manager (CSM) and at least one Technical Engineer (TE) to your account. The Technical Consultant and Technical Engineer will work extensively with your team on a day-to-day basis maintaining and optimizing systems and providing user support. When a user submits a ticket, usually by email, our system recognizes the sender’s domain and assigns it to the correct Company in our ticketing system. This in turn immediately notifies both the TC and TE. They work together to determine who is most capable of resolving the issue based on context, skillset, and availability. This means the person who takes the ticket initially is going to be capable of resolving it efficiently and we avoid any escalation related delays. Our technicians work to provide a meaningful response to all user tickets within 30 minutes. Escalations are rare at Greystone, but we take your urgency into account and will work to prioritize tickets based on your requests and our knowledge of what’s important in your business. Should you need to escalate, it can be requested by replying to your ticket, or calling our service desk at 949-600-6161. We will first attempt to escalate within the primary team, then to their consultant group that have clients with similar needs. Then if necessary to our wider team of over 115 technicians. This all happens within minutes of the request. Service Priorities 1 Urgent Issue: Multiple Impacts. Issues creating negative business impact for multiple users are usually rooted in a system issue. Diagnosing and resolving these issues are Greystone’s top priority. Greystone understands there is no response fast enough for a system-wide, business-impacting, issue. We reprioritize critical team members the moment such an issue comes to light. While the resolution time cannot be guaranteed, our team will work toward immediate resolution. Response process When a multiple impact issue is detected through monitoring or user notification, team members and our Shared Services team work together to prioritize the most critical resources for resolution. Service Metrics: Meaningful Response: 15 minutes On-site dispatch: Immediate when needed. Team members reprioritized immediately for resolution as quickly as possible. G.6.f Packet Pg. 216 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services 2. Urgent Issue: Individual Impact. We understand that urgent individual user issues impact business critically. We provide efficient resolution through the teamwork of your individual team members and our Shared Services team. Response process When a user has an urgent issue, your team is alerted as well as our Service Coordinators. Service Metrics: Meaningful Response: 30 minutes On-site dispatch: Immediately upon escalation 3. Routine Issue: No immediate business impact. Routine issues are still critical, and we work to schedule resolution at a time that will minimize the impact on your operations. Response process: Routine issues with no immediate impact will be resolved urgently by your team, or our 24/7 team. With the exception of instances where they require on-site work. In those cases, your team and our service coordinators will confirm a scheduled time at the user’s convenience. Service Metrics Choose a scheduled time within 30 minutes. Onboarding: The foundations of a successful partnership are built during our onboarding. We invest the time and resources to make your onboarding a complete success. Led by our Client Success team, your onboarding experience will be the result of having successfully onboarded over 350 clients. Our onboarding process ensures that your business goals, outcomes, and values are considered. After those aspects are all meticulously mapped out we work to tailor our onboarding process to those needs. We know how to make onboarding a painless, almost enjoyable experience. Highlights: • The process is executed by a dedicated Onboarding team that specializes in ensuring a successful support launch. • We hold stakeholder interviews with key team members to introduce our IT strategy framework that incorporates your business goals, outcomes, and values. • We enroll our 24/7 support team to handle and/or assist with any IT issues during the transition period. • We hold twice-per-week success calls with your Client Success Manager to ensure positive progress during onboarding. • We perform our initial security review with Greystone Directors and your dedicated support team to immediately prioritize imperative security initiatives. • We create a first draft runbook for key business technology procedures and processes. • We begin creating thorough documentation of your technical environment and review this with you to ensure validity, security, and continuity. • We develop, test, and implement your custom support portal. G.6.f Packet Pg. 217 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services • We perform thorough testing and validation of all agents implemented during onboarding. • We provide heightened 24/7 technical support for Executives. • We deliver the first draft Annual IT Roadmap and Expense Plan. CHAPTER FIVE Staffing: With Greystone’s TotalCare Managed IT services you get a dedicated support team comprised of a technical consult, a technical engineer, and a client success manager. Resumes: See attached pdf’s for resumes of proposed support team. Technical Consultant: Nick Heidbreder Technical Engineer: Andrew A. Conner Client Success Manager: Marirtza Delatorre G.6.f Packet Pg. 218 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services CHAPTER SIX Differentiators in Greystone’s Service: Greystone has oriented our service model around the concept that the number one measure of successful service is the amount of effort you and your team must expend to get the outcome you need. We measure Customer Effort Scores to ensure that you are truly engaged in an experience that no one else is built to deliver. We look forward to sharing with you all the ways we have built this into our model. Our focus on elevated VIP service, best-in-class SLAs, and exceptional user interaction are hallmarks of our success. We have combined this service approach with our innovative service model, which we call our upside- down service model. What is the upside-down service model: You’ve probably encountered a service experience where you’ve bounced around before landing with the right person to solve your problem. It’s frustrating, time-consuming, an overall headache to deal with, and it’s exactly how traditional IT service works. That’s why we turned the IT Services structure upside down. What makes it upside down? When you submit a support ticket, your request immediately goes to the person on your dedicated team with the most technical expertise and extensive knowledge of your business. From there, it can be addressed by them, or it can be delegated to other team members who are equipped to provide a solution. It’s like having a technology quarterback that understands your business’ technology needs. The results? Faster resolution times and long-lasting technology success. Proposal Summary: Greystone Technology is your ideal choice for the requested IT support services. With 23 years of experience, PMI-endorsed project management, and a unique service model, we stand out as the qualified provider for your IT needs. 1. Comprehensive Approach: Greystone employs PMI-certified Project Managers who seamlessly integrate waterfall and scrum methodologies. Our initial assessment ensures efficient resource allocation, scheduling, and risk management, guaranteeing on-time, on-budget project delivery. 2. TotalCare Managed IT Services: Through TotalCare, we offer 24/7 support, covering Desktop Applications, Servers, Workstations, and Network Administration. Our team of technical experts ensures uninterrupted system performance and security, and our upside-down support model provides an effortless experience when addressing support requests. G.6.f Packet Pg. 219 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services 3. Robust Cybersecurity: Our managed cybersecurity training, premier endpoint detection, and standard security package bolstered by Security Awareness Training and on-demand SOC services provide the protection you need. 4. Strategic Planning: Quarterly "blueprint" meetings with dedicated client success managers facilitate strategic planning, aligning your IT with long-term objectives. 5. Procurement Efficiency: Our stand-alone Procurement department handles sourcing, orders, and warranties at no extra cost. 6. Expertise and Success: With references from City of Federal Heights, Centennial Water and Sanitation District, and Fort Collins Loveland Water District, our extensive experience speaks for itself. 7. Transparent Pricing: Our competitive pricing model and efficient service delivery ensure value for your investment. 8. Vendor Management: We include vendor management in our TotalCare IT services providing a comprehensive support solution. G.6.f Packet Pg. 220 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services CHAPTER SEVEN MONTHLY SERVICES TotalCare Standard TotalCare - Complete IT Management $7,100 Unlimited User Support Management & Monitoring Strategic Planning Vendor Support Standard Security Management Support included for: Workstations 50 $100 each additional Servers 9 $200 each additional Locations - Primary 1 $150 each additional Locations - Remote 1 $150 each additional Premier Security Premier Endpoint Security 59 Included ONE-TIME SERVICES Included Price Total TotalCare Implementation 1 $7,100 $7,100 Total Cost Monthly: $7,100 One Time: $7,100 Implementation bill date: TotalCare service start and initial bill date: All service provided before TotalCare service start date aside from onboarding tasks will be billed at $150/hr Implementation and first month's service fees due prior to managed services start date G.6.f Packet Pg. 221 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services Service Times & Holidays All times (24 / 7 / 365) Monitoring of critical elements of all servers, workstations, and network connectivity Business Hours (M-F, 8am-5pm PST, Holidays* Excluded) Onsite Support Levels 1,2,3 Included Remote Support Levels 1,2,3 Included Off Hours (M-F, 6am-8am, 5pm-10pm PST / Weekends, 8am-10pm PST, Holidays* Excluded) Onsite Support Levels 1,2,3 $150/hr. Remote Support Levels 1,2,3 Included Holidays* Onsite Support All Levels $250/hr. Remote Support All Levels $250/hr. All Other Times Onsite Support All Levels $150/hr. Remote Support All Levels $150/hr. *GREYSTONE OBSERVES THE FOLLOWING EIGHT HOLIDAYS: New Year’s Day January 1st (or the following weekday) Memorial Day Last Monday in May Independence Day July 4th (or the following weekday) Labor Day First Monday in September Thanksgiving Day Fourth Thursday in November Day after Thanksgiving Fourth Friday in November Christmas Eve December 24th (or the following weekday) Christmas Day December 25th (or the following weekday) G.6.f Packet Pg. 222 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services What is The Most Effective IT? 1 Complete IT Every IT solution requires five unique skillsets. Greystone’s complete IT management services bring all five working in concert to ensure complete coverage. 2 Upside-down Service Greystone’s unique service model connects you right away with the person most capable of solving your issue. 3 Common Sense Cybersecurity Cybersecurity has gotten complicated. We simplify it into a series of business decisions to give you all the tools you need to protect your organization. 4 The Top IT Employer Greystone is proud to be named Colorado’s top IT employer for seven years in a row. We hire, develop, and grow the best. 5 Effortless Experience Effective IT needs minimal invest minimal effort to getting the full value you need. You deserve better than traditional IT offers. G.6.f Packet Pg. 223 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) G.6.f Packet Pg. 224 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services Our full suite of services IT Support & Management • Consistent support from your assigned team • Guaranteed response & availability • Unlimited support model • 24/7/365 Monitoring • Quarterly IT Blueprint • Shared or Full-time onsite support Cybersecurity Management • Common Sense Security Assessment • Patching, Monitoring, AV, DNS filtering • Security Awareness Training • Advanced Endpoint Protection • SIEM • On-demand SOC Services IT Projects • Infrastructure design & implementation • Cloud services design & implementation • Asset refresh • Office 365/SharePoint, Google Docs • Security risk mitigation • Office move IT Consulting & Assessments • Foundational IT Maturity Assessment • Infrastructure roadmap • Architecture & design • Strategic plan development • CIO services • Shared or full-time onsite support Web & App Development • Platform integration • WordPress development • SharePoint • iOS app development • Android app development • Managed web hosting User Training • Weekly classroom training sessions • Custom training development & delivery • Security training, Office 365, etc. • Online custom LMS • Managed Training (unlimited courses online and in person G.6.f Packet Pg. 225 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services PEOPLE & USER SUPPORT Greystone was founded on the belief & practice that people are the users of technology and should be the primary focus of the service experience. Our objective is working toward an Effortless Experience for you. We focus on bringing context and consistency to you and your users in our mission to provide the most effective IT. Period. Remote and On-site Support for Users, Computers, and Network Standard business hours – 8am – 5pm EST Remote Emergency Support Off hours – 6am - 8am / 5pm – 10pm EST (Mon-Fri) Weekend support- 8am / 10pm EST Smartphone / Mobile Device Support for Common Email Platforms iOS, Android and Windows devices Top-down Issue Management First response by top tier support State of the Art Trouble Ticketing Report issues by phone/email/web and track progress online Advanced Remote Support Tools Efficient join-session access to all workstations & servers DETAILS: G.6.f Packet Pg. 226 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services MONITORING & MANAGEMENT Managing your system means more than just fixing what is broken. Our System Administration processes focus on ensuring that nothing breaks. Our 24x7x365 monitoring system generates immediate alerts for critical system issues that allow us to act before the problem impacts your employees and your business. 24x7x365 System Health Monitoring for all PC, Mac, and Server devices We monitor servers, workstations, network equipment, internet connectivity, and more Onboarding & Offboarding Management Device setup, user management, system setup Automated Trouble Ticket Generation Monitoring alerts automatically opens tickets in our ticketing system that can be tracked online Critical Services Automatically Restarted Automatic remediation of routine system issues Immediate Alerts to Critical System Outages We are alerted to critical outages 24 hours a day Weekly Proactive Maintenance Maintenance routine for servers and workstations ensuring optimal performance and reducing risk Network Operation Center (NOC) 24x7x365 coverage and escalation support DETAILS: G.6.f Packet Pg. 227 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services STRATEGIC PLANNING (QUARTERLY) With Greystone, you engage in consistent strategic meetings with you dedicated team. We call these our Blueprints. We start with the creation of The Blueprint – our eight-part documented technology plan. The initial Blueprint session brings your Greystone consultant together with the key members of your team to discuss each element. Client Success Focused Strategy Meetings Creating and maintaining your IT Blueprint Business Vision & Growth Plan We work to understand current state and desired state, with a focus on how to achieve those goals Strategic Technology Use Plan We make sure the key aspects of your operation are supported by the best and most cost-effective technology Service Standards and Expectations We document the specifics of the IT service process so your entire staff will understand how to get the best support Disaster Response Plan We document the procedures to follow in the case of simple data loss, complete data loss, and a total disaster Vendor Management Plan We track contact information and procedures for each vendor relationship Asset Management Plan / Asset Tracking We create an asset lifecycle plan and manage the replacement and repair of every piece of hardware Quarterly IT Objectives We identify the top three forward thinking initiatives for the quarter DETAILS: G.6.f Packet Pg. 228 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services VENDOR SUPPORT A small business works with many technology-related vendors. But without a vendor management layer, the individual vendors will not work as a cohesive technology team. As your IT partner, we will communicate with all specified vendors and manage any gaps in communication and responsibility. Internet Service Providers Examples include: Comcast, CenturyLink Telephony Support Vendors Examples include: CenturyLink, Integra, Phone.com Copier / Fax / Scanner Vendors Examples include: Ricoh, Xerox, Lewan Line of Business Software Vendors Examples include: Chameleon, Intuit, Salesforce, MS Dynamics Custom Software Vendors Industry or business-specific custom tools Security Vendors Managed security providers and security consultants DETAILS: G.6.f Packet Pg. 229 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services STANDARD BACKUP Standard Backup provides cloud backup and replication for your On-Premise and cloud server infrastructure. We encrypt and transmit backups directly to the cloud. In the case that your data is lost or compromised, we can restore from readily available images. Direct to cloud backups monitored and maintained by Greystone Appropriate storage available for server System State and File based backups System State and File based backups Your server images can be restored from the cloud to existing or new hardware Hourly off-site backup to regionally appropriate private cloud data centers Encrypted data (256-bit) is sent off site to private cloud Management and issue resolution Backups are monitored and failures are addressed automatically Bi-Weekly verification of image integrity Server snapshots are booted and recorded bi-weekly Cloud File Retention 28 days of hourly backups, and 12 archived monthly backups DETAILS: G.6.f Packet Pg. 230 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services PREMIER ENDPOINT SECURITY MANAGEMENT Premier Endpoint Security is a complete software and service solution that detects, mitigates and remediates threats, all with the support of an experienced 24x7 Security Operations Center (SOC) service and your Greystone service teams. Incident response from Security Operations Team Remote Security Operations Center (SOC) monitors, detects, and responds to identified threats, suspicious events, and detected attacks. The team uses the monitoring and remediation tools to prevent, limit, and recover from malicious incidents. Next-gen threat detection and remediation tools SentinelOne software agents incorporate Autonomous Endpoint Protection (AEP) with threat identification and remediation technology. Includes one license of SentinelOne per subscribed endpoint AI-based self-healing technology SentinelOne’s patented Behavioural AI fuels ActiveEDR, surgically reversing and removing any malicious activity. DETAILS: G.6.f Packet Pg. 231 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services STANDARD SECURITY MANAGEMENT Security Management ensures proactive planning in cybersecurity beginning with policy consulting to ensure prevention and response preparation. Common Sense Security Standards Ensuring security policies remain updated and relevant to current security landscape and compliance Antivirus, Spyware & Malware Software and Management We provide the anti-virus and anti-spyware software to ensure updates occur on time Spam Protection and E-mail Protection Service Optional spam filtering removes SPAM and viruses from e-mail before they reach your server Software Update Management Management of software patches, service packs, and other updates for supported software Security Awareness Training Test and train your team with simulated phishing attacks and online education DNS-level traffic filtering Cloud-based DNS filtering to prevent visits to malicious sites Security briefings Communication regarding active threats and protection actions DETAILS: G.6.f Packet Pg. 232 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services Addendum: Additional Available Services This addendum serves to inform you of additional services that we offer but are not included in the above quoted price. While our Pricing Summary covers all the previously specified services, we want to make you aware of these optional services should you require them. Premier Strategy Premier Network Security Management These additional services are outlined on the following two pages and can be provided upon request. They will be subject to separate pricing. If you wish to include either of these services in your support agreement, please let us know and we will provide a quote. If you have any questions or need further information about these services, please let us know and we’ll be happy to assist you. G.6.f Packet Pg. 233 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services PREMIER STRATEGY With Greystone, you engage in consistent strategic meetings on either a bi-weekly or monthly cadence. We start with the creation of an annual strategic charter. Our premier strategy is lead by our Client Success Managers (CSM), these experts work to help guide technology within your organization and to make sure the right expertise is available to you at the right time. Client Success Focused Strategy Meetings Creating and maintaining your IT charter Strategic Technology Use Plan We make sure the key aspects of your operation are supported by the best and most cost-effective technology Service Standards and Expectations We document the specifics of the IT service process so your entire staff will understand how to get the best support Yearly planning Focusing on yearly budget, vendor RFP’s and simplifying your technology needs. Service analytics Single Pane KPI dashboards can help understand a large amount of data into actionable reports. Monthly or biweekly strategy meetings Focusing on action-oriented responses moving your IT support and IT strategy forward Annual kick-off Align you IT goals with your company needs, Specific calendar or fiscal years as applicable DETAILS: G.6.f Packet Pg. 234 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services PREMIER NETWORK SECURITY MANAGEMENT Advanced security management focused on custom security policies, in depth monitoring, a dedicated security engineer, and a 24x7 Security Operations Center to remediate any security issues. On-site data collection device (provided by Greystone) Aggregates data points for greater security intelligence and response Security Information and Event Management (SIEM) Internal and external scanning of threats and vulnerabilities, behaviour analysis and threat intelligence Dedicated Security Engineer and 24x7x365 SOC Remediation and active prevention actions anytime a threat is detected Real-time alerting to security events Faster and more accurate detection of phishing, ransomware, brute force, DDoS and data breaches Cloud monitoring – common services including Office 365, Salesforce.com, etc. Detects events such as geo-based and simultaneous logins, brute force attacks and data loss Security Management Reporting Demonstrates compliance to internal and external regulations and requirements DETAILS: G.6.f Packet Pg. 235 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) TotalCare – IT Services Support Team Resumes Following are the resumes for the support team as outlined in Chapter Five. G.6.f Packet Pg. 236 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Nick Heidbreder NHeidbreder@greystonetech.com My objectfve is to obtain a role within an organizatfon that will utflize my passion, knowledge, skill set, and experience to accomplish goals and improve the current environment. I am looking for a company that will provide me with opportunitfes for growth in which I can educate others and lead by example. Skills: • Vast Technological Experience • Physical Installatfons • Critfcal Thinking • Problem Solving • Persistent • Works well with various personalitfes •Customer Service Etfquette •Team Player •Helpful •Resourceful •Highly Motfvated Certfficatfons and Training: •Microsoft SOC Analyst SC-200 2023 •SentfnelOne Tech Accreditatfon 201 2022 •ITIL 4 Foundatfon 2021 •Azure AZ-900 2020 •ExtremeWireless Cloud ECS and EDS 2020 •Fortfnet NSE 1,2,3 2020 •DATTO Ransomware BootCamp 2019 •Acronis Backup Engineer ACE 2019 •SOLARWINDS Backup specialist 2018 •CompTIA Security + 2013 Proficient Working Knowledge in the Following Technologies: DATTO, ACRONIS, ITGLUE, CONNECTWISE MANAGE AND AUTOMATE, AUVIK, WEBROOT, SOLARWINDS N-ABLE, SYNOLOGY, AUTOTASK, DELL, HP, VMWARE, AZURE, EXTREME NETWORKS, FORTINET, SONICWALL, JUNIPER, CISCO MERAKI, PALO ALTO, LINUX, M365, ELASTICSEARCH, CROWDSTRIKE, SENTINELONE, ESXI, VEEAM, NESSUS, OPSMANAGER, TRUENAS, 8X8, ZFS, POWERSHELL, EXCHANGE, INTUNE, WINDOWS365, AVD, MIMECAST, PROOFPOINT, KNOWBE4,CYLANCE, SERVICE NOW, ZSCALER Employment History Greystone Technologies – April 2023 – Present Role: Technical Consultant •Implementatfon, Deployment and maintenance of Azure app and desktops •Install and troubleshoot networking equipment such as switches and routers. •Implement Troubleshoot and document EDR’s and RMM’s such as Datto and SentfnelOne County of Orange - December 2022 - January 2023 Role: Senior Cybersecurity Analyst •Reviewed County SOC playbooks, policy, and procedures and suggested improvements •Troubleshootfng Cylance EDR, policy, deployments, and implementfng mobile security •Leading teams during CASB vendor assessment and implementatfon project TechStrata – October 2019 - December 2022 Role Senior Systems Engineer •Designed BCDR systems, documented, assembled installed and preformed annual validatfon testfng •Implemented ConnectWise Manage and Automate client onboarding with detailed SOP documentatfon •Installed various servers, workstatfon and appliances on VMware ESXi 7.0.3, Hyper-V and Azure Cloud platiorms with event monitoring and log analytfcs for ongoing maintenance and troubleshootfng •Performed network security assessments and compiled reports for with remediatfon strategies for clients •Configured MFA, API integratfon, and automated email alertfng for all vendor applicatfons such as Microsoft 365 G.6.f Packet Pg. 237 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Andrew A. Conner AConner@greystonetech.com Greystone Technology (Santa Ana, CA) Level 1 Service Technician Jan 2023 - Present •Address client issues through to resolution •Maintain documentation •Assist in office needs such as kitchen supplies •Make client site visits as needed IT Responsive (Santa Ana, CA) Service Deliver Coordinator Nov. 2021– Jan 2023 •Manage In coming calls and service tickets •Manage the flow of service tickets •Prepare Service Deliver reports Good Culture (Irvine, CA) Marketing and Customer Relations Asst. July 2019 – Current •Brand Ambassador Support •Shipping Management •Email and Phone Customer relations •Special projects as assigned •Trade Show support •Inventory Manageent The Frida Cinema, Theater and Marketing Director (Santa Ana, Ca) Nov. 2017 – Sept 2018 Managed facility operations Managed Facebook and Instagram account with 30K+ followers Managed employees(3)/volunteers(60+) Managed all theater rentals and contracts for theater rentals Oversaw marketing initiatives that grew theater attendance 3StepDiet - Marketing Assistant, (Irvine, CA) September 2016 – June 2017 Implemented marketing campaigns to launch product line Managed/created Facebook and Instagram social media accounts and content Basic graphic design and page layout Created innovative marketing ideas to expand company reach The Princeton Review – Operations Associate. (Irvine, CA) October 2005 – Sept 2016 Staffing teachers and proctors for High School programs Operations Manager for SAT/ACT/SAT Subject/AP classroom courses and Practice Testing programs. Scheduled and executed training for new hires Marketing experience developing and maintaining sales leads Public speaking, sales presentations, customer service Education: Bachelor’s Degree in English May 2005 - Bachelor’s degree in English with an emphasis in Creative Writing from Sonoma State University (Rohnert Park, CA). Skills - Google IT Support Cert, Word, Excel, and Outlook. AS400, Oracle, Plateau systems, UPS shipping management software, basic Illustrator, Photoshop, public speaking, and extensive customer service experience. G.6.f Packet Pg. 238 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Maritza De La Torre Mdelatorre@greystonetech.com Work Experience Client Success Manager Greystone Technology November 2022- Present •Cultivate strong relationships with clients as a strategic partner to guide them through relevant technology recommendations in order to optimize performance and increase growth. •Work effectively with clients during the initial onboarding process, meet during quarterly strategy meetings and assist with key project initiatives. •Provide reporting to clients to assess network and security risks with a personalized success plan utilizing the latest technology solutions. •Collaborate with service leaders to ensure client initiatives are effectively supported. •Help advocate and facilitate resources to execute a client’s short and long-term company goals. •Sustain business growth and profitability by maximizing value. Account Manager Allstate Insurance October 2016 to November 2022 •Analyzing and assessing data to strategically implement procedures to achieve daily, monthly and quarterly goals. •Providing consumer, sales and inventory reports to identify and manage risk on a quarterly basis. •Cultivating relationships with commercial accounts as a trusted advisor to ensure retention. •Provide adequate liability coverage for specialized commercial projects. •Responsible for training new employees in both sales and service in person and online •Handling all escalations for claims, and account management. •Manage the company’s social media accounts and assist in creating new campaigns. Sales Assistant Manager Levi Strauss & Co. July 2013 to October 2016 •Utilizing CRM’s to help configure and track inventory, sales and production. •Designing and implementing operation procedures to increase efficiency within departments. •Developing project plans to help exceed Sale goals. •Providing seminars for team members to implement an authentic experience to consumers. Operations Manager La MRI Center - Los Angeles, CA January 2012 to December 2013 •Ensuring operations are aligned with daily practices and compliant with HIPPA regulations. •Maintaining confidential records in a secure database •Handling accounts receivable and payable •Inputting data and analyzing reports to ensure the office is on track to achieving goals. •Scheduling appointments with medical personnel and patients G.6.f Packet Pg. 239 At t a c h m e n t : G r e y s t o n e T e c h n o l o g y P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Request for Proposal for Information Technology Management Services September 13, 2023 Konrad Bolowich City of Grand Terrace 22795 Barton Rd, Grand Terrace, CA 92313 Onsite Computing, Inc. 160 W. Foothill Parkway, Suite 105-29 Corona, CA 92882 951.444.9500 www.onsitecomputing.net G.6.g Packet Pg. 240 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 2 | 26 Table of Contents Chapter 1: Proposal Summary……………………………………………………...……………...3 Contact Sheet……………………………………………………………………………….…4 Chapter 2: Company Profile ………………………………………………………….…………….5 Why Onsite Computing is the Best Choice…………………………………………………5 Local Presence………………………………………………………………………………...5 Subcontractors and Participating Firms…………………………………………….……….5 Experience in the Field……………………………………………………………….……….6 3rd Party Vendor Relationships……………………………………………………….………6 Chapter 3: Qualifications of the Firm……………………………………………………...………7 Diversified Experience………………………………………………………………......…….7 Public Municipality: Riverside County LAFCO……………………………………..……….7 Public Municipality: Orange County LAFCO………………………………………..………8 Public Municipality: City of Grand Terrace………………………………………….……….9 Private Sector: US Continental……………………………………………………….……....9 Private Sector: Walden Family Services…………………………………………….……...10 Chapter 4: Work Plan………………………………………………………………………….….….12 Standard Written Operating Procedures…………………………………………………....13 Chapter 5: Project Staffing………………………………………………………………………….17 Chapter 6: Proposed Innovations………………………………………………………………….25 Chapter 7: Proposal Cost Sheet and Rates………………………………………………………26 Other Costs…………………………………………………………………………………….26 G.6.g Packet Pg. 241 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 3 | 26 Chapter 1: Proposal Summary Dear Mr. Bolowich: Onsite Computing, Inc. is a Certified Small Business Disabled Veteran Business Enterprise. With 22 years of experience serving California and the Inland Empire’s organizations, IT needs. We are delighted to respond to the City of Grand Terrace/CoGT's request for a proposal. With our six-year relationship of dedicated service to the City of Grand Terrace, we are well-equipped to meet and exceed your expectations. Methodology and Approach: At Onsite Computing, we adhere to industry best practices for IT support services, assessments, strategic planning, and project implementations. Our approach is customized to suit the specific needs of each client in a pragmatic manner. Full Service: Our team boasts a diverse range of professionals proficient in IT infrastructure, cybersecurity, cloud solutions, IT best practices, and all facets of organizational IT. Not only are they highly experienced and certified in IT, but they are also adept in customer service and communication—critical elements for delivering top-tier support services. Commitment to Excellence: Onsite Computing is unwavering in our commitment to providing timely and high-quality IT support for CoGT's IT infrastructure as we have already demonstrated. This directly aligns with the scope of work outlined in the RFP document. Our track record over the past six years demonstrates our dedication to maintaining CoGT's network systems, implementing new technologies, conducting routine maintenance and updates, and providing technical consulting expertise to end-users and management staff to ensure smooth operations. In Conclusion: We take pride in the strong partnership we have cultivated with the city over the past six years. We are fully committed to upholding our outstanding service and support standards, guaranteeing that CoGT's IT infrastructure will continue to remain efficient, stable, secure, and aligned with your objectives. With a new three-year agreement, we are happy to provide a new reduced cost of $9,766/month for all your IT support needs, all while maintaining the same level of IT services and security offerings while also expanding the time of coverage from 7 a.m. to 6 p.m. (See chapter 7 for full details.) We eagerly anticipate the opportunity to delve deeper into our proposal and address any questions or concerns. For any questions or clarifications about this proposal, please feel free to contact me at 951.444.9500 or via email at frankb@onsitecomputing.net. Additional information can be found on our website at onsitecomputing.net. We are grateful for the continued privilege of serving CoGT as one of our valued clients. Sincerely, Frank Barbarossa President / CEO Onsite Computing, Inc. G.6.g Packet Pg. 242 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 4 | 26 Onsite Computing, Inc. Contact Sheet Frank Barbarossa, President, and CEO 951.444.9500 Ext.101 frankb@onsitecomputing.net JohnPaul Jones, Account Manager for the City of Grand Terrace 951.444.9500 Ext.110 johnpaulj@onsitecomputing.net Kristin Barbarossa, CFO and Administration 951.444.9500 Ext. 102 kristinb@onsitecomputing.net Eric Turner, Project Manager and Cloud Architect 951.444.9500 Ext. 107 erict@onsitecomputing.net Jeremy Hasart, Disaster Recovery Manager and Seniors Systems Engineer 951.444.9500 Ext. 104 jeremyh@onsitecomputing.net Ryan Halldorson, Senior Engineer for the City of Grand Terrace 951.444.9500 Ext. 108 ryanh@onsitecomputing.net Dylan Cuberly. Security Manager 951.444.9500 Ext. 103 dylanc@onsitecomputing.net Gabe Segura, Service Desk Manager 951.444.9500 Ext. 105 gabes@onsitecomputing.net G.6.g Packet Pg. 243 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 5 | 26 Chapter 2: Company Profile Why Onsite Computing is the Best Choice Locally Based – Our California Inland Empire based operations can react quickly to on-site service demands or requests without the need for travel from remote areas. We have staff working locally every day and are always available to support our clients. Stable, Strong, and Growing – We have been a financially stable, profitable, and well-established firm serving businesses, government, and non-profits for over 22 years. We continue growing in both the addition of personnel, as well as the expansion of new office locations. Quality of Experience of Our Consultants – The Onsite Computing team is made up of 18 staff members with more than 150 years of combined experience in IT. Small Business Disabled Veteran Business Enterprise Onsite Computing Services and Solutions include: • Cybersecurity • Cloud Solutions • Audio and Video Engineering • Surveillance cameras support • Information security • VoIP Phone Systems • Business Continuity Planning • Virtualization • Network Security • Email and Spam Protection • Security Training and Testing • Microsoft Office 365 • Vendor Management • Project management • Website Management • Compliance Services and Audits • Backup and Disaster Recovery • Managed IT Services • IT Consulting • Data and Phone Cabling Local Presence We have a local presence in Riverside County, San Bernardino County, Los Angeles County, and San Diego County. We have multiple engineers local to the City of Grand Terrace in the cities of Corona, Riverside, San Bernardino, Upland, and Lake Elsinore Subcontractors and Participating firms Onsite Computing operates with a highly diverse team and chooses not to subcontract with other firms or individuals. There are no open legal matters with subcontractors nor have there been any in the 22 years. In addition, there have been no open legal matters with clients or former clients in the last 22 years. G.6.g Packet Pg. 244 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 6 | 26 Experience in the Field Onsite Computing has the experience of over two decades of working with a diverse clientele including government agencies, non-profit organizations, and businesses of all sizes by providing them with managed and comanaged technology services, and assistance with IT- related projects. Onsite Computing has found success in providing solutions that are both cost- effective and efficient while promoting elevated levels of operational efficiency and security. There is a strong understanding that the City of Grand Terrace’s mission includes serving the citizens within the community and that a strong and reliable IT infrastructure is critical to supporting the city’s management and decision-making, as well as its everyday operations. The partnership that exists between Onsite Computing and the City of Grand Terrace has become an integral resource in helping the city's mission to provide valuable services to its community. The team at Onsite Computing also recognizes that not all organization executives are versed in the latest technology issues, security, and opportunities. Therefore, deliverables are created and implemented from a business-management perspective that allows the layperson the ability to understand the technology issues, strategies, and potential solutions required to make more informed business decisions. Technology should be utilized as a tool to meet the organization’s business objectives and help strive for increased growth and success; the team at Onsite Computing does not believe in applying technology just for technology's sake. While the City of Grand Terrace’s mission is to support its community by providing critical service, Onsite Computing strives to provide clients with practical cost-effective that meet their individual requirements. Third-Party Vendor Relationships The following includes a list of top technology companies that Onsite Computing has extensive experience and partnerships with: • Microsoft Partner • Office 365 Partner • Veeam Partner • Ingram Micro Partner • Mimecast Partner • SOPHOS Partner • HPE Partner • Dell Partner Direct • Amazon AWS Select Tier Partner • CISCO Partner • Sentinel One Partner • SonicWALL G.6.g Packet Pg. 245 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 7 | 26 Chapter 3: Qualifications of the Firm Diversified Experience Onsite Computing has worked with multiple local government agencies either as a managed IT service provider or through standalone projects to help strengthen their IT infrastructure. Over the years several organizations have sought the assistance of Onsite Computing to help make them more operationally efficient in addition to maintaining or establishing critical compliance requirements to keep their agencies secure. Onsite Computing employs a diverse team of skilled professionals who contribute to maintaining client infrastructure in a wide range of industries such as Healthcare, Financial Services, Non-Profit organizations, Industrial Manufacturing, and local government. Riverside County LAFCO Elizabeth Valdez, Commission Clerk 951.369.0631 LAFCO of Riverside County has been a long-time client of Onsite Computing since 2011 and retains its services for managed IT support as well as IT projects and security. Onsite Computing has implemented safeguards to their IT environment including advanced endpoint protection, advanced email filtering, and patch management. Additionally, LAFCO has relied on Onsite Computing’s team of experts to make informed recommendations on infrastructure upgrades to both workstations and servers to successfully maintain and improve operational efficiency. Currently, Riverside County LAFCO and Onsite Computing are working together to improve and elevate their existing server infrastructure into the AWS cloud. This project involves migrating their existing file management system, Laserfiche, as well as their application server to the cloud. While budgetary confinements have been strict, Onsite Computing has been utilizing its resources to provide valuable grant information to the organization to help mitigate budgetary limitations to fund the additional $15,600 in yearly cloud cost. In addition to the above-listed project, there have been multiple smaller projects in which Onsite Computing has played a pivotal role. From 2015 to June of 2023 Onsite Computing has completed multiple different projects for Riverside County LAFCO including multiple hardware upgrades, Laserfiche Server Migration, Office Space move, Security Upgrades, and new workstations totaling more than $23,000. All the following projects have been completed within the time provided in the Scope of Work and on budget. 2015 Server Migration – Upgraded their legacy server infrastructure into new Windows 2012 servers to maintain compliance requirements and operational efficiency. The total cost of this project was approximately $6,000. 2016 Laserfiche Migration – Upgraded the existing Laserfiche application and migrated it onto a new server to improve operational efficiency and reliability. The total cost of this project was approximately $1100. G.6.g Packet Pg. 246 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 8 | 26 2018 Office Space Migration – In 2018, LAFCO of Riverside relocated from its previous office location to a new one. Onsite Computing ensured that all IT infrastructure was safely transported and established at the new location and that appropriate cabling was installed to support the new workspace. The total cost of this project was approximately $5,600. 2020 Security Upgrade – During the 2020 COVID-19 pandemic, security became an increasingly greater concern for the Riverside County LAFCO due to new work-from-home and remote work requirements. LAFCO opted to increase its cybersecurity coverage by implementing more frequent audits, advanced endpoint protection, and VPN connections to the office. The total cost of this project was approximately $1000 for the setup and added $345 in recurring quarterly revenue. 2022 Switch Upgrade – In 2022, LAFCO undertook multiple different projects to improve its network infrastructure within the office. The first of these projects was a switch upgrade which cost approximately $1300. 2022 VoIP Migration and Installation – Soon after the completion of the switch upgrade LAFCO migrated over to a VoIP phone system which yielded hundreds of dollars in savings annually and provided a more effective and flexible phone system to their users. The approximate cost of this project was $1200. 2023 New High-Spec Workstations – In June of 2023 LAFCO approached Onsite Computing for recommendations on two new workstations that could manage high-demand workloads without experiencing major performance drawbacks. Onsite Computing provided a recommendation to LAFCO and facilitated the order, initial setup, delivery, and configuration of the devices for their users. The overall cost of this project was approximately $7,400. 2023 Advanced Email Filtering – In August of 2023 LAFCO migrated from their existing email filtering provider, Barracuda, to Mimecast. This change was made to support a strong security culture within LAFCO with a far superior product. The project was completed within the timeline outlined and has since yielded better analytics to some more of the common threats that are attempting to gain access to their infrastructure. Orange County LAFCO Cheryl Carter-Benjamin, Commission Clerk/Office Manager 714.640.510 In 2015 Riverside County LAFCO partnered with Onsite Computing to help assist the Orange County branch of LAFCO with sourcing a new website and content management system that better supported their needs. Onsite Computing assisted in the evaluation and selection process of the new website developer by conducting detailed research on available providers in the area who could support this request and meet the regulatory requirements. In addition, Onsite Computing also supported Orange County LAFCO during the interview process. Onsite Computing diligently reviewed the candidates and consulted Orange County LAFCO on choosing the best candidate for their new website and Content Management System. This work was completed at an hourly rate. G.6.g Packet Pg. 247 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 9 | 26 City of Grand Terrace Konrad Bolowich, City Manager and Debra Thomas, City Clerk 951.954.5207 The City of Grand Terrace has retained the services of Onsite Computing for the last 6 years and has gone through multiple operation upgrades including the modernization of its IT landscape. In the last 6 years, the City of Grand Terrace has improved its cyber resilience while also improving fault tolerance and ensuring high availability of services in the event of a disaster or outage. 2020 IPAD Deployment – In November 2020, the City of Grand Terrace purchased additional IPAD resources for one of the senior centers supported by the city. Onsite Computing helped set up these devices and ensured that they were not only functional but secure. The total cost of this project was $17,500 and was completed on time and within budget. 2020 Wi-Fi in the Parks – Onsite Computing has also participated in making Wi-Fi more widely available in public areas. In December 2020, Onsite Computing supported the City of Grand Terrace in making Wi-Fi more available at their public parks. The overall cost of this project was $14,000. This project was completed on time and on budget. 2022 Upgrade to VoIP Phone System – The City of Grand Terrace had their phone system upgraded to a new VoIP phone in September of 2022 which resulted in a total cost of $5,000. This project removed their old phone system and provided them with a low-cost, dependable, and flexible phone system in comparison to their outdated analog lines. 2023 Traffic Management Server Migration – In June 2023 Onsite Computing completed the migration of critical transportation infrastructure at a cost of $6,265. This was taken on in partnership with the traffic system’s primary vendor, SWARCO, to ensure full functionality of all key features of the traffic system. This project was completed within budget and more than 30 days ahead of schedule due to the successful communication and efforts of the Onsite Computing team and SWARCO. With the assistance of Onsite Computing, the City of Grand Terrace has elevated its security by upgrading critical infrastructure including servers, switches, access points, and workstations. Onsite Computing has also employed device management services for the city which have further secured the individual devices utilized by the city in the event one should be lost or stolen. US Continental Dave Hoover, Vice-President Technical Services 951-808-8888 Ext. 245 US Continental Marketing has been a multinational client of Onsite Computing’s since 2013. Onsite Computing has taken on multiple different projects with US Continental ranging from infrastructure upgrades to implementation of security applications and systems, to the opening of a new building. Onsite Computing provides a wide range of services monthly to US Continental including but not limited to managed support services, security training, and device maintenance totaling over $76,000 annually. G.6.g Packet Pg. 248 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 10 | 26 2020 Workstation Deployment – At the start of 2020, US Continental requested a large deployment of additional devices to support their growing team. US Continental requested an additional 20 workstations to be deployed within a short time window. The total cost of these devices was over $20,000 and were completed on time and within the budget. 2021 Compliance and Security Overhaul – In 2021 US Continental sought to improve its Cybersecurity and threat protection by upgrading multiple items in its current security package. Onsite Computing deployed SOPHOS Advanced EDR with Intercept X as well as multiple auditing tools to help ensure that US Continental is kept safe and secure from outside threats. Onsite Computing worked with US Continental and helped align the needs for enhanced security while staying within the budgetary limitations. The overall cost at the time of this project was $6300 and was deployed on time and within budget. 2022-2023 Network Infrastructure Upgrade – From the end of 2022 to April 2023 Onsite Computing worked on a network infrastructure project which would modernize their existing infrastructure while allowing for communication between their 3 Corona locations. While being local to each other the locations were in separate geographical areas resulting in communication issues with the server infrastructure at their primary location. This project required their switches and firewalls to be upgraded to be able to provide secure and reliable connections between the buildings. This project cost approximately $67,000 and was completed on budget and within the period provided in the scope of work. Walden Family Services Sue Evans, COO 951.204.8299 In June 2023 Walden Family Services, a large non-profit agency that specializes in social work and adoption services, signed a contract with Onsite Computing to provide them with Managed IT Services, Managed Security Services, and support for their growing infrastructure and team. Walden Family Services has five locations in Riverside County, San Bernardino County, San Diego County, and Los Angeles County. Onsite Computing supports a team of approximately one hundred users as well as over 110 different devices. July 2023 Endpoint Security Upgrades – In July 2023, Walden Family Services sought to improve their security and elected to upgrade their new security package with Onsite Computing to include advanced security and web filtering as well as more frequent and thorough auditing for HIPAA compliance. Onsite Computing deployed additional security resources and helped harden their infrastructure by deploying advanced security measures and ensuring that their information, employees, and devices were kept secure This project generated an additional $1,200 in recurring monthly revenue. July 2023 Advanced E-mail Filtering Deployment – At the end of July 2023, Walden Family Services' legacy email encryption service was set to lapse. Onsite Computing advised a more well-rounded email encryption service that performed the functions that were required and met the compliance requirements being put in place by the federal government, state government, and the local counties that they serve. This encryption service was deployed on time and on budget and was a noticeable difference in their security landscape. G.6.g Packet Pg. 249 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 11 | 26 August 2023 Migration from On-Premises to AWS Cloud – In August 2023 Onsite Computing approached Walden Family Services about upgrading their existing server infrastructure to remain compliant with compliance regulations. Onsite Computing provided multiple options to upgrade their infrastructure including on-premises solutions and AWS cloud- based solutions. Walden Family Services elected to upgrade their entire server infrastructure to the cloud due to the higher availability of their critical files while also allowing for more improved agility for their expanding team. In addition to the technical work being provided, Onsite Computing has leveraged its resources to help assist Walden Family Services in finding applicable grants to support the deployment and long-term maintenance of this upgrade. G.6.g Packet Pg. 250 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 12 | 26 Chapter 4: Work Plan Onsite Computing maintains the ability to deploy its resources in an expedient fashion using automation and effective communication within its team and key stakeholders. Seeing as the City of Grand Terrace currently utilizes Onsite Computing’s Services as a managed service provider deployment time would be immediate with no downtime or transition time involved. Onsite Computing understands the city's need for a dedicated team of IT professionals well versed in multiple different disciplines of the field. The Onsite Computing team of professionals includes a support team of project management, security, cloud solution specialists, and knowledgeable service technicians. The team at Onsite Computing appreciates the opportunity to respond to your Request for Quotation (RFQ) for IT services. As the current outsourced IT company for the past six years, the team has built a strong and successful partnership with the City of Grand Terrace. As your current service provider, Onsite Computing is delighted to hear that you are highly pleased with the work, the team of technicians, response time, customer service, budget consciousness, uptime of your IT infrastructure, and cybersecurity protections. Onsite Computing is committed to continuing to provide exceptional service and support to meet the City's objectives and requirements. 1. Understanding of the City’s Objectives and Work Requirements: Onsite Computing has a deep understanding of the City's objectives and work requirements, having been your trusted IT partner for the past six years. During this time, the Onsite Computing team has worked closely with your team to align the services provided with your specific goals, ensuring that the proposed IT solutions are tailored to meet your unique needs. 2. Proposed Approach: Onsite Computing’s approach to providing IT services for the City of Grand Terrace will remain consistent with the proven and successful methods that have been utilized in the last 6 years. It includes: a. Proactive IT Management: Continued proactive management of your IT infrastructure to maximize uptime, efficiency, and security. This approach emphasizes regular maintenance, updates, and security monitoring. b. Responsive Support: Onsite Computing’s dedicated team maintains high standards of customer service and rapid response times. The team will continue to be available 24/7 to address any IT issues promptly. c. Budget Consciousness: The Onsite Computing team understands the importance of fiscal responsibility. Onsite Computing’s unique approach to supporting clients includes cost-effective IT solutions that align with your budget while maintaining high-quality service delivery. d. Cybersecurity Protections: Onsite Computing's dedicated team of security professionals will remain vigilant in safeguarding your IT assets from cyber threats. As threats continue to evolve so will the cybersecurity measures that are deployed to stay ahead of emerging risks. G.6.g Packet Pg. 251 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 13 | 26 3. Transition Timetable: Given Onsite Computing’s long-standing relationship with the City of Grand Terrace, there is no need for a transition period. The tools and systems utilized to support the City of Grand Terrace are already deployed, fully operational, and have been providing uninterrupted IT services for the past six years. This transition will seamlessly continue the dedicated support that has been provided to the city without any disruption. 4. Related Service Experience: Onsite Computing has 22 years of experience in providing IT services and innovative solutions to organizations with similar sizes, budgets, security needs, and diverse needs such as CoGT. Over the past six years, our team has consistently delivered exceptional service to the city, and we hope to continue to build on our relationship. 5. Standard Written Operating Procedures: Onsite Computing has meticulously documented standard operating procedures that cover the normal industry standard activities for Desktop Technicians, Network Administration and Security, Computer Operations, and any other activities outlined in the RFQ. These procedures adhere to industry best practices and are regularly updated to reflect the latest technologies, security protocols, and best practices. Standard Operating Procedures Purpose The purpose of this Standard Operating Procedure (SOP) is to outline the best practices and procedures for delivering efficient and effective IT support services to the City of Grand Terrace. This SOP aims to ensure the highest level of customer satisfaction while maintaining the security and integrity of IT systems. Scope This SOP covers all aspects of IT support services provided by the outsourced IT department to the City of Grand Terrace, including but not limited to: • Desktop and laptop support • Software application support • Mobile device support • Network connectivity issues • Hardware and peripheral troubleshooting • IT service requests, incidents, and problems • User training and communication • Network support • Server support • Backup and Disaster Recovery • Cloud Infrastructure • Cybersecurity • VoIP Phone Support • Vendor Management Responsibilities Outsourced IT Department: Responsible for delivering IT support services according to this SOP, meeting agreed-upon service level agreements (SLAs), and maintaining a highly skilled support team. The City IT Liaison: Acts as a point of contact between the outsourced IT department and the city government, facilitates communication, and ensures the city's IT needs are met. G.6.g Packet Pg. 252 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 14 | 26 End Users: Responsible for reporting IT issues promptly, providing clear information about problems, and following IT support procedures. Procedures Service Request • Users submit service requests through the designated ticketing system, service portal, or by email to support@onsitecomputing.net • Each service request is categorized based on the nature of the request (e.g., hardware, software, network, server). • Service requests are triggered and prioritized according to predefined SLAs. Incident Management • Incidents are reported to the IT department through the same ticketing system or email. • Incidents are classified based on severity (e.g., critical, high, medium, low). • High-severity incidents are addressed with top priority, while lower-severity incidents are managed based on SLAs. Problem Resolution • IT support staff follow established troubleshooting procedures, using knowledge bases and best practices to resolve incidents and problems efficiently. • Complex issues that cannot be resolved promptly are escalated to higher-level support or specialized teams. • Solutions and workarounds are documented for future reference. Network Support • Network-related incidents and problems are addressed promptly, with a specific focus on minimizing network downtime. • Network performance monitoring tools are used to proactively detect and address issues. • Configuration changes and upgrades are carefully planned and documented to avoid disruptions. Any of these types of changes will be coordinated with the City and performed after normal work hours to minimize any disruption. Server Support • Server-related incidents, problems, and maintenance tasks are performed with minimal disruption to services. • Weekly server health checks are conducted to identify and address potential issues proactively. • Changes to server configurations are thoroughly documented and communicated to relevant stakeholders. G.6.g Packet Pg. 253 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 15 | 26 User Training and Communication • Monthly online user training and email phishing testing/training are conducted to keep the city staff up to date on IT security best practices and to test/train them to minimize the risk of the staff falling victim to a phishing scam and as part of compliance requirements. • Clear and concise communication is maintained throughout the support process to manage user expectations and provide updates on incident status. This is done an advanced ticketing system that logs all interactions and communication with the city staff and vendor partners. Backup and Disaster Recovery • Comprehensive backup procedures specify the frequency and methods of data backup, with a focus on critical systems and data. Full image backups are performed on all servers weekly with incremental performed daily. Daily checks on backups are performed and any non-successful, errors, or nonreporting are addressed daily by a trained backup technician. • Monthly test restores of backup and disaster recovery plans are performed to ensure data recoverability and minimize downtime during unforeseen events. • Backups are maintained for on-premises servers locally for 60 days and in the cloud for 12 months. • Business continuity plans outline procedures for maintaining essential city services during IT disruptions. • Disaster Recovery Playbooks are written and reviewed on an annual basis or during any large change to infrastructure. Changes to personnel are updated in real-time to provide the most up-to-date information for key stakeholders and members of the disaster recovery team. Documentation and Knowledge Management • Comprehensive documentation is securely maintained for all IT systems, configurations, and procedures, including network, server documentation, vendors, contacts, cloud, and anything IT-related. • A centralized knowledge base is continuously updated with troubleshooting guides, FAQs, and best practice documents. • Documentation ensures consistency and efficiency in resolving network and server-related issues. Performance Metrics and Reporting • Key performance indicators (KPIs) specific to network and server support are defined to measure effectiveness and efficiency. These indicators are created based off industry best practices and compliance requirements. • Reports are generated on a regular basis, analyzing network and server KPIs, SLA adherence, and the overall health of these critical systems. • Reports are shared with the City IT Liaison for review and improvement discussions. This is performed during regular quarterly meetings or as requested by the city. Security and Compliance G.6.g Packet Pg. 254 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 16 | 26 • IT support staff adhere to strict security protocols, ensuring the confidentiality, integrity, and availability of network and server data. • Compliance with local, state, and federal regulations and standards is maintained for both network and server environments. • Security incidents affecting these systems are promptly reported and addressed. Change Management • All changes to network and server configurations are documented, tracked, and carefully managed. • Change management procedures ensure that changes are reviewed, approved, tested, and implemented with minimal disruption to network and server services. Continuous Improvement • Regular post-incident and post-problem reviews are conducted for network and server- related issues to identify areas for improvement in processes, documentation, and configurations. • Feedback from end users and system administrators is actively sought and used to enhance network and server support services. • The dedicated team at Onsite Computing is always working to stay up to date with current security threats and emerging technologies. In addition to staying up to date the team also continuously maintains industry certifications and training. • Annual Disaster Recovery and Business Continuity playbook scenarios and reviews are conducted to ensure that all the documented information is up to date, applicable, and can be successfully implemented in the event of a disaster or interruption of services. G.6.g Packet Pg. 255 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 17 | 26 Chapter 5: Project Staffing The personnel selected for this engagement are experts in their given disciples, chosen according to the specific needs of this client. This team works as an integrated team providing a diverse set of skills to support the City of Grand Terrace with all its IT Support needs. Detailed resumes for each member listed below are found on the following pages. G.6.g Packet Pg. 256 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 18 | 26 Frank Barbarossa President, Onsite Computing, Inc. Frank Barbarossa is the founder and president of Onsite Computing, Inc., and has over 30 years of experience in the information technology arena. At Onsite Computing, Inc., Frank drives the organization’s strategic growth, partnership development, and oversees the talented and enthusiastic staff. He is an individual with outstanding qualities and a personal drive to provide great insight into the needs, goals, and objectives of his clients. His leadership is evident in the partner/vendor relationship as he asks critical questions that directly affect the success of his customers. Frank is also engaged with various community organizations throughout the Inland Empire. He has previously served on the board for non-profit organizations. Giving back to his community is essential to him, and he takes pride in his ability to provide IT services to multiple Inland Empire non-profit organizations. Highlights • Founder and President of Onsite Computing, Inc.,22 years • Served on the board of the Corona-Norco United Way, 4 years • Served on the board of Corona Friends Church, 3 years • IT Operations Manager for Corning Inc., 2 years • IT Systems Manager for 3 Day Blinds, Inc., 3 years • United States Army Veteran, Middle East, Honorably Discharged, Active 3 years • Managed hundreds of IT projects with hundreds of organizations Credentials, Degrees, and Affiliations • Bachelor of Science in Management of Information Technology from CSUSB • Microsoft Certified Professional Certifications • Amazon/AWS Business Professional • Member of the International Association of Microsoft Channel Partners SoCal • Member InfraGard/FBI Protection for Critical Infrastructures LA Chapter Specialties • Assessments, Strategy, and Planning • Staff and Budget Management • Cybersecurity and Compliance • Disaster Recovery and Business Continuity Planning • IT Operations Management • Cloud Infrastructure • Vendor Negotiations and Management • Process Improvements G.6.g Packet Pg. 257 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 19 | 26 JohnPaul Jones Operation Manager JohnPaul Jones is a highly focused and experienced Account Manager with a strong background in account management, software, and hardware support, with an emphasis on customer satisfaction. JohnPaul’s 10 years of experience in the IT field has sharpened his skills in leadership, analysis, and problem-solving. As an account manager, JohnPaul strives to provide excellent customer service and to maintain strong, long-lasting client relationships. In addition to his experience in IT JohnPaul has obtained an advanced education in the field of Cybersecurity through DeVry University as well as multiple certifications through various agencies including AWS, CompTIA, and Google. Highlights • Lead point of contact for all customer management matters • Monitoring and managing the performance of a team of account executives • Communicating the progress of monthly/quarterly initiatives to internal and external stakeholders • Maintaining and updating administrative systems accurately • Delivering client-focused solutions to customer needs • Researching a client’s business strategies, markets, competitive landscape, and operating methods • Ensures timely and successful delivery of our solutions according to customer needs and objectives. • Assists with challenging client requests or issues escalations as needed. • Development of standard operating procedures and Policies Credentials, Degrees, and Affiliations • Master’s Degree, Information Systems Management, Information Security • Microsoft Software Support Professional • Amazon/AWS Cloud Practitioner • Amazon/AWS Migration Ambassador • CompTIA A+ Certification • Google Support Professional • Lean Six Sigma Green Belt Specialties • Customer service • Problem mitigation • Cloud business solutions • Strategic planning • Vendor negotiations and management • Global Risk and Compliance • Security and Compliance Audits G.6.g Packet Pg. 258 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 20 | 26 Eric Turner Project Manager / Cloud Solutions Architect / Senior Systems and Network Engineer Eric Turner has over 25 years of experience in the information technology arena. His interdisciplinary experience has given him a unique understanding of the interrelationship between IT infrastructures and the applications they support. It has also afforded him firsthand experience demonstrating the benefits of project management and system development life cycles for infrastructure-related projects. Mr. Turner’s dual roles as a Project Manager and Senior Network and Systems Engineer provide clients with a resource of tremendous experience who understand interdepartmental and vendor relationships and their management. Highlights • Design, migration, and implementation of network solutions • Enterprise-level projects upgrading Fiber, Ethernet, Switches, and POE Switches • Administration of small-to-enterprise-level networks • Migration of MS Exchange from 2003 to 2019 • Wireless Solutions, including CISCO, Meraki, EnGenius, and Unifi networks • Virtualized hundreds of servers in both office and data centers using Hyper-V and VMware Credentials, Degrees, and Affiliations • CCNA – Routing/Switching • ITIL 2011 • AWS Business Professional • AWS Technical Professional • AWS Solutions Architect Specialties • Software - Migration of AD, MS Exchange, SharePoint to Office365 • AWS migration solutions • Virtualization Implementations • Disaster Recovery Planning and Testing • IT Operations Management • Network Design and Configuration • Project Management • Assessments, Strategy, and Planning • Process Improvements • Cloud Design, Cost, and Implementation Architecture • Implementation of Hyper-Converged Infrastructure • Wireless Network Deployment • IT Infrastructure Oversight, Design, Procurement, and Implementation • Strategic Planning G.6.g Packet Pg. 259 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 21 | 26 Jeremy Hasart Disaster Recovery Manager, Systems Architect, and Senior Systems Engineer Jeremy Hasart has 20 years of industry experience and has been with Onsite Computing for 17 years. Working so long for an MSP has earned him diverse experience with hundreds of technology systems. With the insight he brings, he can design and support a wide variety of technologies and information systems. Jeremy is a talented and dedicated technician who can be counted on in any situation. Jeremy can work with clients at any level to deliver a tailored solution with superior customer service. Highlights • Network Design, Procurement, Implementation, and Oversight • Cybersecurity • Disaster Recovery • Assessments, Strategy, and Planning • Quality Control • Automation • Audio and Video Systems • Conference Rooms Credentials, Degrees, and Affiliations • Associate of Science: Computer Programming, Riverside Community College • Amazon/AWS Solutions Architect • CompTIA A+ Certification • Certificate: Java Programming • Certificate: C++ Programming • Ethical Hacking CEH-P1 • CompTIA Security+ CMP-S1 • Cisco Network Devices CIS-ND1 Specialties • Active Directory • SQL Server • Cloud Technologies • Windows Servers • Accounting Software • Management Software • Reporting Software • Networking and Routing • VMWare Server • Scripting and Programming • Virtualization • Conferencing Equipment • Audio Visual Equipment • Automation • Network Design • Server Design • Workflow Development • Security • Backup and Recovery • Disaster Recovery • Exchange Server • IIS Server • Domain Name Systems • SSL Certificates • Phone Systems • VPN G.6.g Packet Pg. 260 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 22 | 26 Ryan Halldorson Senior IT Engineer/Security Engineer Ryan Halldorson is a highly resourceful, purposeful leader with information systems deployment and management experience. With over 7 years of experience in the IT field has sharpened his skills in client relations, analysis, and problem solving. Through close collaboration and clear communication, any challenge is manageable. Highlights • IT project planning, and implementation • Design, migration, and implementation of network solutions • Enterprise-level projects upgrading Fiber, Ethernet, Switches, and POE Switches • Managing and Maintaining Linux-based AWS Instances • Deployment and Management of a variety of VoIP Systems • Group Policy Authoring and Deployment • SharePoint/Teams/OneDrive Migration and Implementation Specialist • Wireless Solutions, including CISCO, Meraki, EnGenius, and Unifi networks. Credentials, Degrees, and Affiliations • Master of Information Technology Management • Amazon/AWS Cloud Practitioner • Amazon/AWS SysOps Administrator • CompTIA Cloud+ • CompTIA Linux+ • CompTIA Security+ • CompTIA Network+ Specialties • Software: Microsoft AD, Microsoft 365 Administration • AWS Cloud Design and Implementations • Disaster Recovery Planning and Testing • Microsoft 365 Subject Matter Expert • Network Design and Configuration • Virtualization Implementations • Application and Database Server Migration (Sage, Eden, QuickBooks, etc.) • Systems Integration • IT Infrastructure Design, Procurement, and Implementation • Wireless Network Deployment • IT Security • Process Improvements • Cloud Computing G.6.g Packet Pg. 261 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 23 | 26 Dylan Cuberly Security Manager Dylan Cuberly is a professional and reliable Security Analyst who has 12 years of experience in the information technology arena. In his current role, he works inter-departmentally to identify and correct flaws in our clients’ security systems, solutions, and programs while recommending specific measures that can improve the client’s security posture. He plays a vital role in keeping an organization’s proprietary and sensitive information secure. Highlights and Proficiencies • Monitoring security access • Conducting security assessments through vulnerability testing and risk analysis • Perform both internal and external security audits. • Analyzing security breaches to identify the root cause. • Continually updating Onsite’s incident response and disaster recovery plans • Verifying the security of third-party vendors and collaborating with them to meet security requirements. • Researching emerging cybersecurity vulnerabilities Credentials, Degrees, and Affiliations • Bachelor of Science in Information Technology, Cal State Fullerton • CompTIA A+ Certified • Security Professional Certification Specialties • Cybersecurity • Ethical Hacking • Intrusion prevention • Computer forensics • Reverse engineering • SIEM • Kali Linux • Python, C++, PowerShell • AWS Cloud G.6.g Packet Pg. 262 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 24 | 26 Gabe Segura Service Desk Manager Gabe Segura is a successful IT professional with over 7 years of experience in developing, implementing, and managing client services. As a service desk manager, he oversees the timely delivery of quality service to clients by managing service desk personnel and developing policies and procedures governing how to troubleshoot IT issues, including identification, documentation, distribution, and resolution. Highlights • Monitors and manages the service desk. • Provide guidance to resolve support issues. • Project Planning and Implementation • Screens and triages calls and tickets to set priorities according to severity. • Ensures customer service is timely and accurate daily. • Follow-up with clients to identify areas of improvement. • Set specific customer service standards. • Establishes best practices through the entire technical support process. Credentials, Degrees, and Affiliations • React Certified through the Sabio Coding Bootcamp • Certified by the Academy of Radio and TV Broadcasting Specialties • Cybersecurity • Service Desk/IT Support • Information Systems • Information Technology • Customer Service • Python, PowerShell • SQL Database G.6.g Packet Pg. 263 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 25 | 26 Chapter 6: Proposed Innovations Through partnerships with AWS and Ingram Micro, Onsite Computing has expanded its list of services to include grant research to support the funding of projects and services for local government and non-profit organizations. In doing so a treasure trove of potential funding has been uncovered to support needed upgrades as well as existing expenses for both services and infrastructure. Through these new partnerships, multiple annual grant opportunities have been identified for the City of Grand Terrace which they could take advantage of to help manage existing cybersecurity costs while also improving their fault tolerance by migrating critical infrastructure to the cloud. Mobile Device Management/MDM is another critical innovation that should be deployed in the City of Grand Terrace. Mobile Device Management is a critical compliance requirement that has been put in place by the state of California to help maintain the security of government organizations. Mobile Device Management can be applied to multiple devices in use by the city such as the 17 tablets at the senior center as well as the Apple phones in use by the employees of the city. Mobile Device Management allows for a device to be tracked, wiped remotely, receive critical patches and updates, and managed for suspicious activity. Additionally, in the event a phone should be lost, damaged, or stolen a backup can be restored from the previous phone. Implementing Mobile Device Management provides a cost-effective way for the cities to provide users with a cell phone that is securely maintained without having to provide employees a cell phone stipend. Smart Cities are the way of the future. Smart city initiatives include a variety of distinct factors such as smart traffic control systems, interconnected street cameras, citywide internet, and AI support for emergency services. There are dozens of grants available on an annual basis to help support the deployment and maintenance of critical infrastructure such as the traffic system which was moved to the cloud earlier this year. • Smart Traffic Sensors – Can accurately determine regular traffic patterns and when there are signs that traffic is occurring in certain areas. It is also able to adjust traffic patterns to better support a more consistent flow of traffic. • Smart Camera Systems – Allow for interconnected camera systems which can help in multiple diverse ways including the monitoring of pedestrian traffic, analysis of temperatures in fire zones providing advanced warning to a potential fire, and additional layers of security in school zones ensuring that children are protected. • Emergency Services – Smart cities have the ability for various systems to talk to one another and analyze the current situation. This can have a positive impact in which the speed to an emergency is responded to such as the rerouting of traffic and guiding first responders on the fastest and safest route. These innovations will help the City of Grand Terrace by improving the quality of life for its citizens through technical advancement. In addition to improving the quality of life for the residents and organizations that operate within the City of Grand Terrace, it gives the city a reputation of being a modern forward-thinking high-tech city. G.6.g Packet Pg. 264 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) Information Technology Management Services Page 26 | 26 Chapter 7: Proposal Cost Sheet and Rates Description of Services Qty Rate Amount Plan Professional IT Service Plan for up to 58 workstations/Laptops/Servers/Users UNLIMITED REMOTE and phone support M-F 7am-6pm UNLIMITED ONSITE support M-F 7am-6pm Audio/Video Broadcast and Conferencing System Support for City Council Equipment Office 365 Business Premium Suite up to 40 users Cloud and local backup imaging of servers 2TB Enterprise antivirus software for servers and pcs VoIP phone system administrator support Security camera system support Monthly onsite maintenance services Ticketing system with client Portal Priority response to service requests Remote monitoring and alerting agent VCIO advisory service and consultations Deployment of any software updates, as required Vendor management of telco, internet provider, printers, etc. Virus definition and anti-spyware monitoring System and security software patch management Hardware and software inventory and asset tracking Data backup monitoring and management Router, firewall and remote access management Tablet and smartphone support Proposal reviews and purchasing assistance 1 $5,000.00 $5,000.00 Partial Monthly Cloud Server Hosting Eden Financial Windows Server 2019 Primary Domain Controller Windows Server 2019 Backup Domain Controller Windows Server 2019 Virtual Firewall/Router/VPN Cloud Backup Services 1 $450.00 $450.00 Microsoft Email Security Service 6 $9.00 $54.00 Surface Pro's - Full Image Backup and Disaster Recovery with Cloud 5 $12.00 $60.00 Surface Pro's - Office 365 Business Suite 2019 5 $15.00 $75.00 AWS archiving services 1000GB Video Storage 1 $39.00 $39.00 Monthly AWS/Amazon Cloud Hosting of Traffic System Server w/SQL Software, Backups, and Security 1 $1,268.00 $1,268.00 Security Awareness Training and Testing with Dark Web Monitoring and Alerting 1 $300.00 $300.00 Advanced Email filtering for Viruses and Phishing 54 $13.00 $702.00 Advanced Network Performance/Traffic Monitoring - Covers Managed Switches, Router, Wireless Controller 6 $20.00 $120.00 Office 365 Backup - Outlook, SharePoint, and OneDrive 54 $7.00 $378.00 24/7 SOC Log Monitoring for Threats - Monitors Router, Active Directory, SOPHOS, and Others 54 $12.00 $648.00 SOPHOS Advanced Endpoint Protection with XDR and AI - Provides Encryption, Internet Sec, Port Security 53 $9.00 $477.00 Penetration Testing & Network Scanning for files containing passwords on the network – Quarterly 1 $195.00 $195.00 Total Monthly Recurring Amount $9,766.00 Other Costs • Onsite after-hours’ support is billed at $156/ hour, 2-hour minimum. • Remote after-hours’ support is billed at $132/hour. • Each additional supported Workstation/Laptop/Server/User will be billed @$85/month. G.6.g Packet Pg. 265 At t a c h m e n t : O n s i t e C o m p u t i n g P r o p o s a l ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 AGREEMENT FOR CONTRACT SERVICES By and Between CITY OF GRAND TERRACE and ONSITE COMPUTING, INC. for INFORMATION TECHNOLOGY MANAGEMENT SERVICES G.6.h Packet Pg. 266 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -2- AGREEMENT FOR CONTRACT SERVICES BY AND BETWEEN THE CITY OF GRAND TERRACE AND ONSITE COMPUTING, INC. FOR INFORMATION TECHNOLOGY MANAGEMENT SERVICES This AGREEMENT FOR INFORMATION TECHNOLOGY MANAGEMENT SERVICES (herein “Agreement”) is made and entered into this 10th day of October 2023, by and between the CITY OF GRAND TERRACE, a California municipal corporation (“City”) and ONSITE COMPUTING, INC., a California stock corporation (“Consultant”). City and Consultant are sometimes hereinafter individually referred to as “Party” and hereinafter collectively referred to as the “Parties.” RECITALS A. City has sought, by issuance of a Request for Proposals, the performance of the services defined and described particularly in Article 1 of this Agreement. B. Consultant, following submission of a proposal or bid for the performance of the services defined and described particularly in Article 1 of this Agreement, was selected by the City to perform those services. C. Pursuant to the City of Grand Terrace Municipal Code, City has authority to enter into and execute this Agreement. D. Parties desire to formalize the selection of Consultant for performance of those services defined and described particularly in Article 1 of this Agreement and desire that the terms of that performance be as particularly defined and described herein. OPERATIVE PROVISIONS NOW, THEREFORE, in consideration of the mutual promises and covenants made by the Parties and contained herein and other consideration, the value and adequacy of which are hereby acknowledged, the parties agree as follows: ARTICLE 1. SERVICES OF CONSULTANT 1.1 Scope of Services. In compliance with all terms and conditions of this Agreement, the Consultant shall provide those services specified in the “Scope of Services” attached hereto as Exhibit “A” and incorporated herein by this reference, which may be referred to herein as the “services” or “work” hereunder. As a material inducement to the City entering into this Agreement, Consultant represents and warrants that it has the qualifications, experience, and facilities necessary to properly perform the services required under this Agreement in a thorough, competent, and professional manner, and is experienced in performing the work and services contemplated herein. Consultant shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all services described herein. Consultant covenants that it shall follow the highest professional standards in performing the work and services required hereunder and that all materials will be both of good G.6.h Packet Pg. 267 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -3- quality as well as fit for the purpose intended. For purposes of this Agreement, the phrase “highest professional standards” shall mean those standards of practice recognized by one or more first- class firms performing similar work under similar circumstances. 1.2 Consultant’s Proposal. The Scope of Service shall include the Consultant’s scope of work or bid which shall be incorporated herein by this reference as though fully set forth herein. In the event of any inconsistency between the terms of such proposal and this Agreement, the terms of this Agreement shall govern. 1.3 Compliance with Law. Consultant shall keep itself informed concerning, and shall render all services hereunder in accordance with, all ordinances, resolutions, statutes, rules, and regulations of the City and any Federal, State or local governmental entity having jurisdiction in effect at the time service is rendered. 1.4 Licenses, Permits, Fees and Assessments. Consultant shall obtain at its sole cost and expense such licenses, permits and approvals as may be required by law for the performance of the services required by this Agreement. Consultant shall have the sole obligation to pay for any fees, assessments and taxes, plus applicable penalties and interest, which may be imposed by law and arise from or are necessary for the Consultant’s performance of the services required by this Agreement, and shall indemnify, defend and hold harmless City, its officers, employees or agents of City, against any such fees, assessments, taxes, penalties or interest levied, assessed or imposed against City hereunder. 1.5 Familiarity with Work. By executing this Agreement, Consultant warrants that Consultant (i) has thoroughly investigated and considered the scope of services to be performed, (ii) has carefully considered how the services should be performed, and (iii) fully understands the facilities, difficulties and restrictions attending performance of the services under this Agreement. If the services involve work upon any site, Consultant warrants that Consultant has or will investigate the site and is or will be fully acquainted with the conditions there existing, prior to commencement of services hereunder. Should the Consultant discover any latent or unknown conditions, which will materially affect the performance of the services hereunder, Consultant shall immediately inform the City of such fact and shall not proceed except at Consultant’s risk until written instructions are received from the Contract Officer. 1.6 Care of Work. The Consultant shall adopt reasonable methods during the life of the Agreement to furnish continuous protection to the work, and the equipment, materials, papers, documents, plans, studies and/or other components thereof to prevent losses or damages, and shall be responsible for all such damages, to persons or property, until acceptance of the work by City, except such losses or damages as may be caused by City’s own negligence. G.6.h Packet Pg. 268 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -4- 1.7 Further Responsibilities of Parties. Both parties agree to use reasonable care and diligence to perform their respective obligations under this Agreement. Both parties agree to act in good faith to execute all instruments, prepare all documents and take all actions as may be reasonably necessary to carry out the purposes of this Agreement. Unless hereafter specified, neither party shall be responsible for the service of the other. 1.8 Additional Services. City shall have the right at any time during the performance of the services, without invalidating this Agreement, to order extra work beyond that specified in the Scope of Services or make changes by altering, adding to or deducting from said work. No such extra work may be undertaken unless a written order is first given by the Contract Officer to the Consultant, incorporating therein any adjustment in (i) the Contract Sum for the actual costs of the extra work, and/or (ii) the time to perform this Agreement, which said adjustments are subject to the written approval of the Consultant. Any increase in compensation of up to ten percent (10%) of the Contract Sum or $25,000, whichever is less; or, in the time to perform of up to one hundred eighty (180) days, may be approved by the Contract Officer. Any greater increases, taken either separately or cumulatively, must be approved by the City Council. It is expressly understood by Consultant that the provisions of this Section shall not apply to services specifically set forth in the Scope of Services. Consultant hereby acknowledges that it accepts the risk that the services to be provided pursuant to the Scope of Services may be more costly or time consuming than Consultant anticipates and that Consultant shall not be entitled to additional compensation therefor. City may in its sole and absolute discretion have similar work done by other consultants. No claims for an increase in the Contract Sum or time for performance shall be valid unless the procedures established in this Section are followed. 1.9 Special Requirements. Additional terms and conditions of this Agreement, if any, which are made a part hereof are set forth in the “Special Requirements” attached hereto as Exhibit “B” and incorporated herein by this reference. In the event of a conflict between the provisions of Exhibit “B” and any other provisions of this Agreement, the provisions of Exhibit “B” shall govern. ARTICLE 2. COMPENSATION AND METHOD OF PAYMENT. 2.1 Contract Sum. Subject to any limitations set forth in this Agreement, City agrees to pay Consultant the amounts specified in the “Schedule of Compensation” attached hereto as Exhibit “C” and incorporated herein by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed One Hundred Seventeen Thousand One Hundred Ninety-Two Dollars ($117,192.00) (the “Contract Sum”), unless additional compensation is approved pursuant to Section 1.8. G.6.h Packet Pg. 269 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -5- 2.2 Method of Compensation. The method of compensation may include: (i) a lump sum payment upon completion; (ii) payment in accordance with specified tasks or the percentage of completion of the services, less contract retention; (iii) payment for time and materials based upon the Consultant’s rates as specified in the Schedule of Compensation, provided that (a) time estimates are provided for the performance of sub tasks, (b) contract retention is maintained, and (c) the Contract Sum is not exceeded; or (iv) such other methods as may be specified in the Schedule of Compensation. 2.3 Reimbursable Expenses. Compensation may include reimbursement for actual and necessary expenditures for reproduction costs, telephone expenses, and travel expenses approved by the Contract Officer in advance, or actual subcontractor expenses of an approved subcontractor pursuant to Section 4.5, and only if specified in the Schedule of Compensation. The Contract Sum shall include the attendance of Consultant at all project meetings reasonably deemed necessary by the City. Coordination of the performance of the work with City is a critical component of the services. If Consultant is required to attend additional meetings to facilitate such coordination, Consultant shall not be entitled to any additional compensation for attending said meetings. 2.4 Invoices. Each month Consultant shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month in a form approved by City’s Director of Finance. By submitting an invoice for payment under this Agreement, Consultant is certifying compliance with all provisions of the Agreement. The invoice shall detail charges for all necessary and actual expenses by the following categories: labor (by sub-category), travel, materials, equipment, supplies, and sub-contractor contracts. Sub-contractor charges shall also be detailed by such categories. Consultant shall not invoice City for any duplicate services performed by more than one person. City shall independently review each invoice submitted by the Consultant to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. Except as to any charges for work performed or expenses incurred by Consultant which are disputed by City, or as provided in Section 7.3, City will use its best efforts to cause Consultant to be paid within forty-five (45) days of receipt of Consultant’s correct and undisputed invoice; however, Consultant acknowledges and agrees that due to City warrant run procedures, the City cannot guarantee that payment will occur within this time period. In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Consultant for correction and resubmission. Review and payment by City for any invoice provided by the Consultant shall not constitute a waiver of any rights or remedies provided herein or any applicable law. 2.5 Waiver. Payment to Consultant for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Consultant. G.6.h Packet Pg. 270 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -6- ARTICLE 3. PERFORMANCE SCHEDULE 3.1 Time of Essence. Time is of the essence in the performance of this Agreement. 3.2 Schedule of Performance. Consultant shall commence the services pursuant to this Agreement upon receipt of a written notice to proceed and shall perform all services within the time period(s) established in the “Schedule of Performance” attached hereto as Exhibit “D” and incorporated herein by this reference. When requested by the Consultant, extensions to the time period(s) specified in the Schedule of Performance may be approved in writing by the Contract Officer but not exceeding one hundred eighty (180) days cumulatively. 3.3 Force Majeure. The time period(s) specified in the Schedule of Performance for performance of the services rendered pursuant to this Agreement shall be extended because of any delays due to unforeseeable causes beyond the control and without the fault or negligence of the Consultant, including, but not restricted to, acts of God or of the public enemy, unusually severe weather, fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, wars, litigation, and/or acts of any governmental agency, including the City, if the Consultant shall within ten (10) days of the commencement of such delay notify the Contract Officer in writing of the causes of the delay. The Contract Officer shall ascertain the facts and the extent of delay, and extend the time for performing the services for the period of the enforced delay when and if in the judgment of the Contract Officer such delay is justified. The Contract Officer’s determination shall be final and conclusive upon the parties to this Agreement. In no event shall Consultant be entitled to recover damages against the City for any delay in the performance of this Agreement, however caused, Consultant’s sole remedy being extension of the Agreement pursuant to this Section. 3.4 Term. Unless earlier terminated in accordance with Article 7 of this Agreement, this Agreement shall continue in full force and effect for three (3) years from the date hereof, with options for two (2) one-year extensions at the City’s discretion. ARTICLE 4. COORDINATION OF WORK 4.1 Representatives and Personnel of Consultant. The following principals of Consultant (“Principals”) are hereby designated as being the principals and representatives of Consultant authorized to act in its behalf with respect to the work specified herein and make all decisions in connection therewith: Frank Barbarrosa President (Name) (Title) G.6.h Packet Pg. 271 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -7- It is expressly understood that the experience, knowledge, capability and reputation of the foregoing principals were a substantial inducement for City to enter into this Agreement. Therefore, the foregoing principals shall be responsible during the term of this Agreement for directing all activities of Consultant and devoting sufficient time to personally supervise the services hereunder. All personnel of Consultant, and any authorized agents, shall at all times be under the exclusive direction and control of the Principals. For purposes of this Agreement, the foregoing Principals may not be replaced nor may their responsibilities be substantially reduced by Consultant without the express written approval of City. Additionally, Consultant shall utilize only competent personnel to perform services pursuant to this Agreement. Consultant shall make every reasonable effort to maintain the stability and continuity of Consultant’s staff and subcontractors, if any, assigned to perform the services required under this Agreement. Consultant shall notify City of any changes in Consultant’s staff and subcontractors, if any, assigned to perform the services required under this Agreement, prior to and during any such performance. 4.2 Status of Consultant. Consultant shall have no authority to bind City in any manner, or to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless such authority is expressly conferred under this Agreement or is otherwise expressly conferred in writing by City. Consultant shall not at any time or in any manner represent that Consultant or any of Consultant’s officers, employees, or agents are in any manner officials, officers, employees or agents of City. Neither Consultant, nor any of Consultant’s officers, employees or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Consultant expressly waives any claim Consultant may have to any such rights. 4.3 Contract Officer. The Contract Officer shall be the City Manager, or such person as may be designated by the City Manager. It shall be the Consultant’s responsibility to assure that the Contract Officer is kept informed of the progress of the performance of the services and the Consultant shall refer any decisions which must be made by City to the Contract Officer. Unless otherwise specified herein, any approval of City required hereunder shall mean the approval of the Contract Officer. The Contract Officer shall have authority, if specified in writing by the City Manager, to sign all documents on behalf of the City required hereunder to carry out the terms of this Agreement. 4.4 Independent Contractor. Neither the City nor any of its employees shall have any control over the manner, mode or means by which Consultant, its agents or employees, perform the services required herein, except as otherwise set forth herein. City shall have no voice in the selection, discharge, supervision or control of Consultant’s employees, servants, representatives or agents, or in fixing their number, compensation or hours of service. Consultant shall perform all services required herein as an independent contractor of City and shall remain at all times as to City a wholly independent contractor with only such obligations as are consistent with that role. Consultant shall not at any time or in any manner represent that it or any of its agents or employees are agents or employees of City. City shall not in any way or for any purpose become or be deemed to be a partner of G.6.h Packet Pg. 272 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -8- Consultant in its business or otherwise or a joint venturer or a member of any joint enterprise with Consultant. 4.5 Prohibition Against Subcontracting or Assignment. The experience, knowledge, capability and reputation of Consultant, its principals and employees were a substantial inducement for the City to enter into this Agreement. Therefore, Consultant shall not contract with any other entity to perform in whole or in part the services required hereunder without the express written approval of the City. In addition, neither this Agreement nor any interest herein may be transferred, assigned, conveyed, hypothecated or encumbered voluntarily or by operation of law, whether for the benefit of creditors or otherwise, without the prior written approval of City. Transfers restricted hereunder shall include the transfer to any person or group of persons acting in concert of more than twenty five percent (25%) of the present ownership and/or control of Consultant, taking all transfers into account on a cumulative basis. In the event of any such unapproved transfer, including any bankruptcy proceeding, this Agreement shall be void. No approved transfer shall release the Consultant or any surety of Consultant of any liability hereunder without the express consent of City. ARTICLE 5. INSURANCE AND INDEMNIFICATION 5.1 Insurance Coverages. The Consultant shall procure and maintain, at its sole cost and expense, in a form and content satisfactory to City, during the entire term of this Agreement including any extension thereof, the following policies of insurance which shall cover all elected and appointed officers, employees and agents of City: (a) General Liability Insurance (Occurrence Form CG0001 or equivalent). A policy of comprehensive general liability insurance written on a per occurrence basis for bodily injury, personal injury and property damage. The policy of insurance shall be in an amount not less than $1,000,000.00 per occurrence or if a general aggregate limit is used, then the general aggregate limit shall be twice the occurrence limit. (b) Worker’s Compensation Insurance. A policy of worker’s compensation insurance in such amount as will fully comply with the laws of the State of California and which shall indemnify, insure and provide legal defense for the Consultant against any loss, claim or damage arising from any injuries or occupational diseases occurring to any worker employed by or any persons retained by the Consultant in the course of carrying out the work or services contemplated in this Agreement. (c) Automotive Insurance (Form CA 0001 (Ed 1/87) including “any auto” and endorsement CA 0025 or equivalent). A policy of comprehensive automobile liability insurance written on a per occurrence for bodily injury and property damage in an amount not less than $1,000,000. Said policy shall include coverage for owned, non-owned, leased, hired cars and any automobile. (d) Professional Liability. Professional liability insurance appropriate to the Consultant’s profession. This coverage may be written on a “claims made” basis, and must include G.6.h Packet Pg. 273 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -9- coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to services performed under this Agreement. The insurance must be maintained for at least 5 consecutive years following the completion of Consultant’s services or the termination of this Agreement. During this additional 5-year period, Consultant shall annually and upon request of the City submit written evidence of this continuous coverage. (e) Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall include all of the requirements stated herein. (f) Additional Insurance. Policies of such other insurance, as may be required in the Special Requirements in Exhibit “B”. 5.2 General Insurance Requirements. All of the above policies of insurance shall be primary insurance and shall name the City, its elected and appointed officers, employees and agents as additional insureds and any insurance maintained by City or its officers, employees or agents may apply in excess of, and not contribute with Consultant’s insurance. The insurer is deemed hereof to waive all rights of subrogation and contribution it may have against the City, its officers, employees and agents and their respective insurers. Moreover, the insurance policy must specify that where the primary insured does not satisfy the self-insured retention, any additional insured may satisfy the self-insured retention. All of said policies of insurance shall provide that said insurance may not be amended or cancelled by the insurer or any party hereto without providing thirty (30) days prior written notice by certified mail return receipt requested to the City. In the event any of said policies of insurance are cancelled, the Consultant shall, prior to the cancellation date, submit new evidence of insurance in conformance with Section 5.1 to the Contract Officer. No work or services under this Agreement shall commence until the Consultant has provided the City with Certificates of Insurance, additional insured endorsement forms or appropriate insurance binders evidencing the above insurance coverages and said Certificates of Insurance or binders are approved by the City. City reserves the right to inspect complete, certified copies of and endorsements to all required insurance policies at any time. Any failure to comply with the reporting or other provisions of the policies including breaches or warranties shall not affect coverage provided to City. All certificates shall name the City as additional insured (providing the appropriate endorsement) and shall conform to the following “cancellation” notice: CANCELLATION: SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATED THEREOF, THE ISSUING COMPANY SHALL MAIL THIRTY (30)-DAY ADVANCE WRITTEN NOTICE TO CERTIFICATE HOLDER NAMED HEREIN. G.6.h Packet Pg. 274 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -10- [to be initialed] ______________ Consultant Initials City, its respective elected and appointed officers, directors, officials, employees, agents and volunteers are to be covered as additional insureds as respects: liability arising out of activities Consultant performs; products and completed operations of Consultant; premises owned, occupied or used by Consultant; or any automobiles owned, leased, hired or borrowed by Consultant. The coverage shall contain no special limitations on the scope of protection afforded to City, and their respective elected and appointed officers, officials, employees or volunteers. Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability. Any deductibles or self-insured retentions must be declared to and approved by City. At the option of City, either the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects City or its respective elected or appointed officers, officials, employees and volunteers or the Consultant shall procure a bond guaranteeing payment of losses and related investigations, claim administration, defense expenses and claims. The Consultant agrees that the requirement to provide insurance shall not be construed as limiting in any way the extent to which the Consultant may be held responsible for the payment of damages to any persons or property resulting from the Consultant’s activities or the activities of any person or persons for which the Consultant is otherwise responsible nor shall it limit the Consultant’s indemnification liabilities as provided in Section 5.3. In the event the Consultant subcontracts any portion of the work in compliance with Section 4.5 of this Agreement, the contract between the Consultant and such subcontractor shall require the subcontractor to maintain the same policies of insurance that the Consultant is required to maintain pursuant to Section 5.1, and such certificates and endorsements shall be provided to City. 5.3 Indemnification. To the full extent permitted by law, Consultant agrees to indemnify, defend and hold harmless the City, its officers, employees and agents (“Indemnified Parties”) against, and will hold and save them and each of them harmless from, any and all actions, either judicial, administrative, arbitration or regulatory claims, damages to persons or property, losses, costs, penalties, obligations, errors, omissions or liabilities whether actual or threatened (herein “claims or liabilities”) that may be asserted or claimed by any person, firm or entity arising out of or in connection with the negligent performance of the work, operations or activities provided herein of Consultant, its officers, employees, agents, subcontractors, or invitees, or any individual or entity for which Consultant is legally liable (“indemnitors”), or arising from Consultant’s or indemnitors’ reckless or willful misconduct, or arising from Consultant’s or indemnitors’ negligent performance of or failure to perform any term, provision, covenant or condition of this Agreement, and in connection therewith: (a) Consultant will defend any action or actions filed in connection with any of said claims or liabilities and will pay all costs and expenses, including legal costs and attorney’s fees incurred in connection therewith; G.6.h Packet Pg. 275 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -11- (b) Consultant will promptly pay any judgment rendered against the City, its officers, agents or employees for any such claims or liabilities arising out of or in connection with the negligent performance of or failure to perform such work, operations or activities of Consultant hereunder; and Consultant agrees to save and hold the City, its officers, agents, and employees harmless therefrom; (c) In the event the City, its officers, agents or employees is made a party to any action or proceeding filed or prosecuted against Consultant for such damages or other claims arising out of or in connection with the negligent performance of or failure to perform the work, operation or activities of Consultant hereunder, Consultant agrees to pay to the City, its officers, agents or employees, any and all costs and expenses incurred by the City, its officers, agents or employees in such action or proceeding, including but not limited to, legal costs and attorney’s fees. Consultant shall incorporate similar indemnity agreements with its subcontractors and if it fails to do so Consultant shall be fully responsible to indemnify City hereunder therefore, and failure of City to monitor compliance with these provisions shall not be a waiver hereof. This indemnification includes claims or liabilities arising from any negligent or wrongful act, error or omission, or reckless or willful misconduct of Consultant in the performance of professional services hereunder. The provisions of this Section do not apply to claims or liabilities occurring as a result of City’s sole negligence or willful acts or omissions, but, to the fullest extent permitted by law, shall apply to claims and liabilities resulting in part from City’s negligence, except that design professionals’ indemnity hereunder shall be limited to claims and liabilities arising out of the negligence, recklessness or willful misconduct of the design professional. The indemnity obligation shall be binding on successors and assigns of Consultant and shall survive termination of this Agreement. 5.4 Sufficiency of Insurer. Insurance required by this Agreement shall be satisfactory only if issued by companies qualified to do business in California, rated “A” or better in the most recent edition of Best Rating Guide, The Key Rating Guide or in the Federal Register, and only if they are of a financial category Class VII or better, unless such requirements are waived by the Risk Manager of the City (“Risk Manager”) due to unique circumstances. If this Agreement continues for more than 3 years duration, or in the event the risk manager determines that the work or services to be performed under this Agreement creates an increased or decreased risk of loss to the City, the Consultant agrees that the minimum limits of the insurance policies may be changed accordingly upon receipt of written notice from the Risk Manager. ARTICLE 6. RECORDS, REPORTS, AND RELEASE OF INFORMATION 6.1 Records. Consultant shall keep, and require subcontractors to keep, such ledgers, books of accounts, invoices, vouchers, canceled checks, reports, studies or other documents relating to the disbursements charged to City and services performed hereunder (the “books and records”), as shall be necessary to perform the services required by this Agreement and enable the Contract G.6.h Packet Pg. 276 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -12- Officer to evaluate the performance of such services. Any and all such documents shall be maintained in accordance with generally accepted accounting principles and shall be complete and detailed. The Contract Officer shall have full and free access to such books and records at all times during normal business hours of City, including the right to inspect, copy, audit and make records and transcripts from such records. Such records shall be maintained for a period of three (3) years following completion of the services hereunder, and the City shall have access to such records in the event any audit is required. In the event of dissolution of Consultant’s business, custody of the books and records may be given to City, and access shall be provided by Consultant’s successor in interest. Notwithstanding the above, the Consultant shall fully cooperate with the City in providing access to the books and records if a public records request is made and disclosure is required by law including but not limited to the California Public Records Act. 6.2 Reports. Consultant shall periodically prepare and submit to the Contract Officer such reports concerning the performance of the services required by this Agreement as the Contract Officer shall require. Consultant hereby acknowledges that the City is greatly concerned about the cost of work and services to be performed pursuant to this Agreement. For this reason, Consultant agrees that if Consultant becomes aware of any facts, circumstances, techniques, or events that may or will materially increase or decrease the cost of the work or services contemplated herein or, if Consultant is providing design services, the cost of the project being designed, Consultant shall promptly notify the Contract Officer of said fact, circumstance, technique or event and the estimated increased or decreased cost related thereto and, if Consultant is providing design services, the estimated increased or decreased cost estimate for the project being designed. 6.3 Ownership of Documents. All drawings, specifications, maps, designs, photographs, studies, surveys, data, notes, computer files, reports, records, documents and other materials (the “documents and materials”), including any electronic documents and materials, prepared by Consultant, its employees, subcontractors and agents in the performance of this Agreement shall be the property of City and shall be delivered to City in a format of the City’s choice upon request of the Contract Officer or upon the termination of this Agreement, and Consultant shall have no claim for further employment or additional compensation as a result of the exercise by City of its full rights of ownership use, reuse, or assignment of the documents and materials hereunder. Any use, reuse or assignment of such completed documents for other projects and/or use of uncompleted documents without specific written authorization by the Consultant will be at the City’s sole risk and without liability to Consultant, and Consultant’s guarantee and warranties shall not extend to such use, reuse or assignment. Consultant may retain copies of such documents for its own use. Consultant shall have the right to use the concepts embodied therein. All subcontractors shall provide for assignment to City of any documents or materials prepared by them, and in the event Consultant fails to secure such assignment, Consultant shall indemnify City for all damages resulting therefrom. Moreover, Consultant with respect to any documents and materials that may qualify as “works made for hire” as defined in 17 U.S.C. § 101, such documents and materials are hereby deemed “works made for hire” for the City. G.6.h Packet Pg. 277 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -13- 6.4 Confidentiality and Release of Information. (a) All information gained or work product produced by Consultant in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Consultant. Consultant shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the Contract Officer. (b) Consultant, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the Contract Officer or unless requested by the City Attorney, voluntarily provide documents, declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered “voluntary” provided Consultant gives City notice of such court order or subpoena. (c) If Consultant, or any officer, employee, agent or subcontractor of Consultant, provides any information or work product in violation of this Agreement, then City shall have the right to reimbursement and indemnity from Consultant for any damages, costs and fees, including attorney’s fees, caused by or incurred as a result of Consultant’s conduct. (d) Consultant shall promptly notify City should Consultant, its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed there under. City retains the right, but has no obligation, to represent Consultant or be present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Consultant. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. ARTICLE 7. ENFORCEMENT OF AGREEMENT AND TERMINATION 7.1 California Law. This Agreement shall be interpreted, construed and governed both as to validity and to performance of the parties in accordance with the laws of the State of California. Legal actions concerning any dispute, claim or matter arising out of or in relation to this Agreement shall be instituted in the Superior Court of the County of San Bernardino, State of California, or any other appropriate court in such county, and Consultant covenants and agrees to submit to the personal jurisdiction of such court in the event of such action. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in the County of San Bernardino, State of California. 7.2 Disputes; Default. In the event that Consultant is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Consultant for any work performed after the date of default. Instead, the City may give notice to Consultant of the default and the reasons G.6.h Packet Pg. 278 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -14- for the default. The notice shall include the timeframe in which Consultant may cure the default. This timeframe is presumptively thirty (30) days, but may be extended, though not reduced, if circumstances warrant. During the period of time that Consultant is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of default. If Consultant does not cure the default, the City may take necessary steps to terminate this Agreement under this Article. Any failure on the part of the City to give notice of the Consultant’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement. 7.3 Retention of Funds. Consultant hereby authorizes City to deduct from any amount payable to Consultant (whether or not arising out of this Agreement) (i) any amounts the payment of which may be in dispute hereunder or which are necessary to compensate City for any losses, costs, liabilities, or damages suffered by City, and (ii) all amounts for which City may be liable to third parties, by reason of Consultant’s acts or omissions in performing or failing to perform Consultant’s obligation under this Agreement. In the event that any claim is made by a third party, the amount or validity of which is disputed by Consultant, or any indebtedness shall exist which shall appear to be the basis for a claim of lien, City may withhold from any payment due, without liability for interest because of such withholding, an amount sufficient to cover such claim. The failure of City to exercise such right to deduct or to withhold shall not, however, affect the obligations of the Consultant to insure, indemnify, and protect City as elsewhere provided herein. 7.4 Waiver. Waiver by any party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision or a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work or services by Consultant shall not constitute a waiver of any of the provisions of this Agreement. No delay or omission in the exercise of any right or remedy by a non-defaulting party on any default shall impair such right or remedy or be construed as a waiver. Any waiver by either party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this Agreement. 7.5 Rights and Remedies are Cumulative. Except with respect to rights and remedies expressly declared to be exclusive in this Agreement, the rights and remedies of the parties are cumulative and the exercise by either party of one or more of such rights or remedies shall not preclude the exercise by it, at the same or different times, of any other rights or remedies for the same default or any other default by the other party. 7.6 Legal Action. In addition to any other rights or remedies, either party may take legal action, in law or in equity, to cure, correct or remedy any default, to recover damages for any default, to compel G.6.h Packet Pg. 279 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -15- specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain any other remedy consistent with the purposes of this Agreement. Notwithstanding any contrary provision herein, Consultant shall file a statutory claim pursuant to Government Code Sections 905 et. seq. and 910 et. seq., in order to pursue a legal action under this Agreement. 7.7 Termination Prior to Expiration of Term. This Section shall govern any termination of this Contract except as specifically provided in the following Section for termination for cause. The City reserves the right to terminate this Contract at any time, with or without cause, upon written notice to Consultant. In addition, the Consultant may terminate this Contract for cause, upon sixty (60) days’ advance written notice to City. Upon receipt of any notice of termination, Consultant shall immediately cease all services hereunder except such as may be specifically approved by the Contract Officer. Except where the Consultant has initiated termination, the Consultant shall be entitled to compensation for all services rendered prior to the effective date of the notice of termination and for any services authorized by the Contract Officer thereafter in accordance with the Schedule of Compensation or such as may be approved by the Contract Officer, except as provided in Section 7.3. In the event the Consultant has initiated termination, the Consultant shall be entitled to compensation only for the reasonable value of the work product actually produced hereunder. In the event of termination without cause pursuant to this Section, the terminating party need not provide the non-terminating party with the opportunity to cure pursuant to Section 7.2. 7.8 Termination for Default of Consultant. If termination is due to the failure of the Consultant to fulfill its obligations under this Agreement, City may, after compliance with the provisions of Section 7.2, take over the work and prosecute the same to completion by contract or otherwise, and the Consultant shall be liable to the extent that the total cost for completion of the services required hereunder exceeds the compensation herein stipulated (provided that the City shall use reasonable efforts to mitigate such damages), and City may withhold any payments to the Consultant for the purpose of set-off or partial payment of the amounts owed the City as previously stated. 7.9 Attorney’s Fees. If either party to this Agreement is required to initiate or defend or made a party to any action or proceeding in any way connected with this Agreement, the prevailing party in such action or proceeding, in addition to any other relief which may be granted, whether legal or equitable, shall be entitled to reasonable attorney’s fees. Attorney’s fees shall include attorney’s fees on any appeal, and in addition a party entitled to attorney’s fees shall be entitled to all other reasonable costs for investigating such action, taking depositions and discovery and all other necessary costs the court allows which are incurred in such litigation. All such fees shall be deemed to have accrued on commencement of such action and shall be enforceable whether or not such action is prosecuted to judgment. G.6.h Packet Pg. 280 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -16- ARTICLE 8. CITY OFFICERS AND EMPLOYEES: NON-DISCRIMINATION 8.1 Non-liability of City Officers and Employees. No officer or employee of the City shall be personally liable to the Consultant, or any successor in interest, in the event of any default or breach by the City or for any amount which may become due to the Consultant or to its successor, or for breach of any obligation of the terms of this Agreement. 8.2 Conflict of Interest. Consultant covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Consultant’s performance of services under this Agreement. Consultant further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the Contract Officer. Consultant agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement. 8.3 Covenant Against Discrimination. Consultant covenants that, by and for itself, its heirs, executors, assigns, and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry or other protected class in the performance of this Agreement. Consultant shall take affirmative action to insure that applicants are employed and that employees are treated during employment without regard to their race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry or other protected class. 8.4 Unauthorized Aliens. Consultant hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act, 8 U.S.C.A. §§ 1101, et seq., as amended, and in connection therewith, shall not employ unauthorized aliens as defined therein. Should Consultant so employ such unauthorized aliens for the performance of work and/or services covered by this Agreement, and should any liability or sanctions be imposed against City for such use of unauthorized aliens, Consultant hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorney’s fees, incurred by City. ARTICLE 9. MISCELLANEOUS PROVISIONS 9.1 Notices. Any notice, demand, request, document, consent, approval, or communication either party desires or is required to give to the other party or any other person shall be in writing and either served personally or sent by prepaid, first-class mail, in the case of the City, to the City Manager and to the attention of the Contract Officer (with her/his name and City title), City of Grand G.6.h Packet Pg. 281 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -17- Terrace, 22795 Barton Rd, Grand Terrace, CA 92313, and in the case of the Consultant, to the person(s) at the address designated on the execution page of this Agreement. Either party may change its address by notifying the other party of the change of address in writing. Notice shall be deemed communicated at the time personally delivered or in seventy-two (72) hours from the time of mailing if mailed as provided in this Section. 9.2 Interpretation. The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either party by reason of the authorship of this Agreement or any other rule of construction which might otherwise apply. 9.3 Counterparts. This Agreement may be executed in counterparts, each of which shall be deemed to be an original, and such counterparts shall constitute one and the same instrument. 9.4 Integration; Amendment. This Agreement including the attachments hereto is the entire, complete and exclusive expression of the understanding of the parties. It is understood that there are no oral agreements between the parties hereto affecting this Agreement and this Agreement supersedes and cancels any and all previous negotiations, arrangements, agreements and understandings, if any, between the parties, and none shall be used to interpret this Agreement. No amendment to or modification of this Agreement shall be valid unless made in writing and approved by the Consultant and by the City Council. The parties agree that this requirement for written modifications cannot be waived and that any attempted waiver shall be void. 9.5 Severability. In the event that any one or more of the phrases, sentences, clauses, paragraphs, or sections contained in this Agreement shall be declared invalid or unenforceable by a valid judgment or decree of a court of competent jurisdiction, such invalidity or unenforceability shall not affect any of the remaining phrases, sentences, clauses, paragraphs, or sections of this Agreement which are hereby declared as severable and shall be interpreted to carry out the intent of the parties hereunder unless the invalid provision is so material that its invalidity deprives either party of the basic benefit of their bargain or renders this Agreement meaningless. 9.6 Warranty & Representation of Non-Collusion. No official, officer, or employee of City has any financial interest, direct or indirect, in this Agreement, nor shall any official, officer, or employee of City participate in any decision relating to this Agreement which may affect his/her financial interest or the financial interest of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any State or municipal statute or regulation. The determination of “financial interest” shall be consistent with State law and shall not include interests found to be “remote” or “noninterests” pursuant to Government Code Sections 1091 or 1091.5. G.6.h Packet Pg. 282 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 -18- Nor shall any such officer or employee participate in any decision relating to the Agreement which affects her/his financial interest or the financial interest of any corporation, partnership or association in which (s)he is, directly or indirectly, interested, in violation of any State statute or regulation, including but not limited to the Political Reform Act (Government Code Sections 81000, et seq.) Consultant warrants and represents that it has not paid or given, and will not pay or give, to any third party including, but not limited to, any City official, officer, or employee, any money, consideration, or other thing of value as a result or consequence of obtaining or being awarded any agreement. Consultant further warrants and represents that (s)he/it has not engaged in any act(s), omission(s), or other conduct or collusion that would result in the payment of any money, consideration, or other thing of value to any third party including, but not limited to, any City official, officer, or employee, as a result of consequence of obtaining or being awarded any agreement. Consultant is aware of and understands that any such act(s), omission(s) or other conduct resulting in such payment of money, consideration, or other thing of value will render this Agreement void and of no force or effect. Consultant’s Authorized Initials _______ 9.7 Corporate Authority. The persons executing this Agreement on behalf of the parties hereto warrant that (i) such party is duly organized and existing, (ii) they are duly authorized to execute and deliver this Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally bound to the provisions of this Agreement, and (iv) the entering into this Agreement does not violate any provision of any other Agreement to which said party is bound. This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the parties. [SIGNATURES ON FOLLOWING PAGE] G.6.h Packet Pg. 283 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 19 IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the date and year first-above written. CITY: City of Grand Terrace, a municipal corporation _____________________________________ Bill Hussey, Mayor ATTEST: _____________________________________ Debra Thomas, City Clerk APPROVED AS TO FORM: ALESHIRE & WYNDER, LLP _____________________________________ Adrian R. Guerra, City Attorney CONSULTANT: Onsite Computing, Inc. By: _________________________________ Name: Frank Barbarossa Title: President By: _________________________________ Name: Title: Address: 160 W. Foothill Parkway Suite 105-29 Corona, CA 92882 Two corporate officer signatures required when Consultant is a corporation, with one signature required from each of the following groups: 1) Chairman of the Board, President or any Vice President; and 2) Secretary, any Assistant Secretary, Chief Financial Officer or any Assistant Treasurer. CONSULTANT’S SIGNATURES SHALL BE DULY NOTARIZED, AND APPROPRIATE ATTESTATIONS SHALL BE INCLUDED AS MAY BE REQUIRED BY THE BYLAWS, ARTICLES OF INCORPORATION, OR OTHER RULES OR REGULATIONS APPLICABLE TO CONSULTANT’S BUSINESS ENTITY. G.6.h Packet Pg. 284 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT STATE OF CALIFORNIA COUNTY OF SAN BERNARDINO On __________, 2023 before me, ________________, personally appeared ________________, proved to me on the basis of satisfactory evidence to be the person(s) whose names(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument. I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. Signature: _____________________________________ OPTIONAL Though the data below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent reattachment of this form. CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT INDIVIDUAL CORPORATE OFFICER _______________________________ TITLE(S) PARTNER(S) LIMITED GENERAL ATTORNEY-IN-FACT TRUSTEE(S) GUARDIAN/CONSERVATOR OTHER_______________________________ ______________________________________ SIGNER IS REPRESENTING: (NAME OF PERSON(S) OR ENTITY(IES)) _____________________________________________ _____________________________________________ ___________________________________ TITLE OR TYPE OF DOCUMENT ___________________________________ NUMBER OF PAGES ___________________________________ DATE OF DOCUMENT ___________________________________ SIGNER(S) OTHER THAN NAMED ABOVE A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy or validity of that document. G.6.h Packet Pg. 285 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT STATE OF CALIFORNIA COUNTY OF SAN BERNARDINO On __________, 2023 before me, ________________, personally appeared ________________, proved to me on the basis of satisfactory evidence to be the person(s) whose names(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument. I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. Signature: _____________________________________ OPTIONAL Though the data below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent reattachment of this form CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT INDIVIDUAL CORPORATE OFFICER _______________________________ TITLE(S) PARTNER(S) LIMITED GENERAL ATTORNEY-IN-FACT TRUSTEE(S) GUARDIAN/CONSERVATOR OTHER_______________________________ ______________________________________ SIGNER IS REPRESENTING: (NAME OF PERSON(S) OR ENTITY(IES)) _____________________________________________ _____________________________________________ ___________________________________ TITLE OR TYPE OF DOCUMENT ___________________________________ NUMBER OF PAGES ___________________________________ DATE OF DOCUMENT ___________________________________ SIGNER(S) OTHER THAN NAMED ABOVE A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy or validity of that document. G.6.h Packet Pg. 286 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 B-1 EXHIBIT “A” SCOPE OF SERVICES I. Consultant will perform the following Services: Description of Services Qty Rate Amount Plan Professional IT Service Plan for up to 58 workstations/Laptops/Servers/Users UNLIMITED REMOTE and phone support M-F 7am-6pm UNLIMITED ONSITE support M-F 7am-6pm Audio/Video Broadcast and Conferencing System Support for City Council Equipment Office 365 Business Premium Suite up to 40 users Cloud and local backup imaging of servers 2TB Enterprise antivirus software for servers and pcs VoIP phone system administrator support Security camera system support Monthly onsite maintenance services Ticketing system with client Portal Priority response to service requests Remote monitoring and alerting agent VCIO advisory service and consultations Deployment of any software updates, as required Vendor management of telco, internet provider, printers, etc. Virus definition and anti-spyware monitoring System and security software patch management Hardware and software inventory and asset tracking Data backup monitoring and management Router, firewall and remote access management Tablet and smartphone support Proposal reviews and purchasing assistance Ongoing $5,000.00 per month $5,000.00 per month Partial Monthly Cloud Server Hosting Eden Financial Windows Server 2019 Primary Domain Controller Windows Server 2019 Backup Domain Controller Windows Server 2019 Virtual Firewall/Router/VPN Cloud Backup Services Ongoing $450.00 per month $450.00 per month Microsoft Email Security Service 6 users $9.00 per month $54.00 per month Surface Pro's - Full Image Backup and Disaster Recovery with Cloud 5 users $12.00 per month $60.00 per month Surface Pro's - Office 365 Business Suite 2019 5 users $15.00 per month $75.00 per month AWS archiving services 1000GB Video Storage Ongoing $39.00 per month $39.00 per month Monthly AWS/Amazon Cloud Hosting of Traffic System Server w/SQL Software, Backups, and Security Ongoing $1,268.00 per month $1,268.00 per month Security Awareness Training and Testing with Dark Web Monitoring and Alerting Ongoing $300.00 per month $300.00 per month Advanced Email filtering for Viruses and Phishing 54 users $13.00 per month $702.00 per month Advanced Network Performance/Traffic Monitoring - Covers Managed Switches, Router, Wireless Controller 6 users $20.00 per month $120.00 per month Office 365 Backup - Outlook, SharePoint, and OneDrive 54 users $7.00 per month $378.00 per month 24/7 SOC Log Monitoring for Threats - Monitors Router, Active Directory, SOPHOS, and Others 54 users $12.00 per $648.00 per G.6.h Packet Pg. 287 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 B-2 month month SOPHOS Advanced Endpoint Protection with XDR and AI - Provides Encryption, Internet Sec, Port Security 53 users $9.00 per month $477.00 per month Penetration Testing & Network Scanning for files containing passwords on the network - Quarterly Quarterly $195.00 per month $195.00 per month Total Monthly Recurring Amount $9,766.00 Other Costs • Onsite after-hours’ support is billed at $156/ hour, 2-hour minimum. • Remote after-hours’ support is billed at $132/hour. • Each additional supported Workstation/Laptop/Server/User will be billed at $85/month. II. As part of the Services, Consultant will prepare and deliver tangible work products to the City as may be required by the City from time to time. III. In addition to the requirements of Section 6.2, during performance of the Services, Consultant will keep the City appraised of the status of performance by delivering the status reports as may be required by the City from time to time. IV. All work product is subject to review and acceptance by the City, and must be revised by the Consultant without additional charge to the City until found satisfactory and accepted by City. V. Consultant will utilize its employees to accomplish the Services, which includes, but is not limited to, Consultant’s IT Helpdesk Technicians, Project Managers, Service Desk Manager, Account Manager, Security Analysts, Senior Engineers, and such other Consultant employees as may be necessary to accomplish the Services. Additionally, Consultant will utilize the following employees to accomplish the Services: A. JohnPaul Jones, Account Manager B. Eric Turner, Project Manager and Cloud Architect C. Jeremy Hasart, Disaster Recovery Manager and Senior Systems Engineer D. Ryan Halldorson, Senior Engineer E. Dylan Cuberly, Security Manager F. Gabe Segura, Service Desk Manager G.6.h Packet Pg. 288 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 B-3 EXHIBIT “B” SPECIAL REQUIREMENTS (Superseding Contract Boilerplate) G.6.h Packet Pg. 289 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 C-1 EXHIBIT “C” SCHEDULE OF COMPENSATION I. Consultant shall perform the Services in Exhibit “A” at the monthly rates provided in Section I of Exhibit “A”. II. The City will compensate Consultant for the Services performed upon submission of a valid invoice. Each invoice is to include: A. Line items for all personnel describing the work performed, the number of hours worked, and the hourly rate. B. Line items for all materials and equipment properly charged to the Services. C. Line items for all other approved reimbursable expenses claimed, with supporting documentation. D. Line items for all approved subcontractor labor, supplies, equipment, materials, and travel properly charged to the Services. III. The total compensation for the Services under this Agreement shall not exceed $9,766.00 per month as provided in Section 2.1 of this Agreement. G.6.h Packet Pg. 290 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) 01247.0001/926653.1 9/28/2023 D-1 EXHIBIT “D” SCHEDULE OF PERFORMANCE I. Consultant shall perform all Services timely in accordance with the schedule as approved in writing by the Contract Officer. II. The Contract Officer may approve extensions for performance of the services in accordance with Section 3.2. G.6.h Packet Pg. 291 At t a c h m e n t : ( G T ) O n s i t e C o m p u t i n g A g r e e m e n t f o r C o n t r a c t S e r v i c e s ( A p p r o v a l o f I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t S e r v i c e s A g r e e m e n t ) AGENDA REPORT MEETING DATE: October 10, 2023 Council Item TITLE: City Council Policies and Procedures PRESENTED BY: Adrian Guerra, City Attorney RECOMMENDATION: 1) Adopt revisions to the City of Grand Terrace Council Procedures to become effective immediately; and 2) Authorize the City Attorney to update, re-organize, and provide a restated version of the Council Procedures for consideration at a future meeting. 2030 VISION STATEMENT: This staff report supports City Council Goal #5, “Engaging in Proactive Communication” by establishing policies and procedures for meetings of the City Council to promote community participation and promoting orderly meetings. BACKGROUND: The City Council adopted the “City of Grand Terrace Council Procedures” (“Council Procedures”) on August 10, 2006. These procedures were later revised on January 13, 2015, June 25, 2019, May 25, 2021, and September 27, 2022. At a Special Meeting held on September 12, 2023, the City Council conducted a workshop to review and discuss possible revisions to the Council Procedures. The City Council provided direction to staff to make various revisions thereto. The Council Procedures, incorporating the proposed revisions, are now ready for City Council review, consideration, and approval if acceptable. DISCUSSION: The City Council requested revisions on the following issues: • Changes to the process whereby City Council members may request items on a future agenda; and • Addition of text addressing clapping and booing; and • Addition of procedure whereby the City Council, as a whole, may determine extensions to the 3 minute limitation for public comments; and • Identification of the attending member of the San Bernardino County Sheriff’s Department as Sergeant of Arms; and • Addition of a provision specifying that the Mayor should be the point person on citizen engagement; and G.7 Packet Pg. 292 • Addition of a provision that no request for funds shall be placed on consent calendar; and • Clarify that Public Comment shall be the first item on agenda and include a subheading for Rules of Decorum. The proposed revisions to the Council Procedures and reasons therefore are summarized below. Topic Current Text Proposed Text Future Agenda Items (Section 2.1 d.) Requests for Future Agenda Items by City Council. The agenda shall contain a section entitled “Requests for Future Agenda Items by City Council.” If a City Council Member is interested in a task or project that will require more than one hour of staff time to complete, the City Council Member shall submit the item to the City Manager and the item shall be agendized in this section to ask the City Council if time should be spent on preparing a report on the proposed item. To ensure compliance with the Brown Act, all item requests shall be submitted to the City Manager at least one week in advance of the meeting so that the item can be included on the agenda under this section. In order for any listed item to be placed on a future agenda for substantive discussion, the City Council must act by formal motion (i.e., requires a motion and a second) to direct the City Manager to place the item on a future agenda. Pursuant to the requirements of the Brown Act, no other items may be considered other than those listed in this section. Requests for Future Agenda Items by City Council. At this time, the City Council may propose items for discussion and/or action at a future duly agendized City Council meeting. A consensus of a majority of the quorum is required to place an item on a future agenda. Reasons for Revisions: • Simplifies Process • Provides greater flexibility for City Council to make requests for issues that may come up after the agenda is posted. G.7 Packet Pg. 293 Topic Current Text Proposed Text Clapping and Booing (Section 4.4.b) b. Disorderly behavior under subsection (a) may include, but is not limited to, the following: 1. Speaking without being recognized by the Presiding Officer. 2. Continuing to speak after the allotted time has expired. 3. Speaking on an item at a time not designated for discussion by the public of that item. 4. Throwing objects. 5. Speaking on an issue that is not within the jurisdiction of the City Council. 6. Attempting to engage the audience rather than the City Council. 7. Refusing to modify conduct after being advised by the Presiding Officer that the conduct is disrupting the meeting or disobeying any other lawful order of the Presiding Officer or a majority of the City Council b. Disorderly behavior under subsection (a) may include, but is not limited to, the following: 1. Speaking without being recognized by the Presiding Officer. 2. Continuing to speak after the allotted time has expired. 3. Speaking on an item at a time not designated for discussion by the public of that item. 4. Throwing objects. 5. Clapping, booing, or making any other noises that disrupt the meeting. 6. Speaking on an issue that is not within the jurisdiction of the City Council. 7. Attempting to engage the audience rather than the City Council. 8. Refusing to modify conduct after being advised by the Presiding Officer that the conduct is disrupting the meeting or disobeying any other lawful order of the Presiding Officer or a majority of the City Council. Reasons for Revisions: • Clarifies that clapping, booing, or making other disruptive noises falls under the term “disruptive behavior” and subject to enforcement. G.7 Packet Pg. 294 Topic Current Text Proposed Text Extension of Time Limitation on Public Comment (Section 5.2) TIME LIMITATION - Any public member addressing the Council shall limit his or her address to three (3) minutes. The Chair or a Council Member may move to extend the time limitation which shall be extended upon a majority vote of the Council. When any group of persons wishes to address the Council on the same subject matter, it shall be proper for the Chair to request that a spokesperson be chosen to represent the group, so as to avoid unnecessary repetition. A speaker may not yield time to another speaker. No revisions necessary. Suggestions for consideration: • Maximum time limit for an extension. • Maximum number of extensions per speaker Sergeant of Arms (Section 4.9) The Council may, from time to time, appoint a Sergeant-at- Arms and, if requested, he or she shall attend the meetings of the Council. The assigned Deputy of the San Bernardino County Sheriff’s Department who attends the City Council Meeting is designated the Sergeant of Arms. Reasons for Revisions: • Officially identifies who is designated the Sergeant of Arms Mayor as Point Person for Citizen Engagement Currently not addressed. Recommend that the City Council adopt a separate resolution to address this point because this is a greater policy issue regarding the role of the Mayor versus a policy or procedure relating to how a meeting is conducted by the City Council G.7 Packet Pg. 295 Topic Current Text Proposed Text No Request for Funds on Consent Calendar (Section 2.b) Currently not addressed. Consent Calendar. Consent Calendar items are considered by Council to be routine and noncontroversial and will all be enacted by one motion in the form listed. There will be no separate discussion of these items prior to the time the Council votes on the motion to adopt unless members of the Council, Staff, or the public request specific items be removed from the Consent Calendar for separate action. The Check Register will routinely appear on the Consent Calendar. Any Council Member may request that an item be removed from the Consent Calendar. Removed items will be heard immediately after approval of the remaining items on the Consent Calendar or later in the meeting. If a Council Member removes an item from the Consent Calendar, then he or she shall have the responsibility to make a motion on the item (e.g., a motion to approve, deny, continue, etc.). No request for funds from the City may be considered on Consent Calendar. Reason for revision: • Any appropriation of funds should be discussed and not just approved without discussion on Consent. G.7 Packet Pg. 296 Topic Current Text Proposed Text Public Comment Section Changes (Section 2.1 c) Public Comment. This is the opportunity for members of the public to comment on any items not appearing on the regular agenda. Because of restrictions contained in California Law, the City Council may not discuss, or act on, any item not on the agenda, but may briefly respond to statements made or ask a question for clarification. The Chair may also request a brief response from staff to questions raised during public comment or may request a matter be agendized for a future meeting. Public Comment. This is the opportunity for members of the public to comment on any items not appearing on the regular agenda. Because of restrictions contained in California Law, the City Council may not discuss, or act on, any item not on the agenda, but may briefly respond to statements made or ask a question for clarification. The Chair may also request a brief response from staff to questions raised during public comment or may request a matter be agendized for a future meeting. Public Comment shall be placed on the agenda immediately after conducting Roll Call. Reason for revision: Incorporates new policy from City Council to have public comment early in the meeting. Below are additional minor revisions for consideration recommended by the City Attorney’s office based on a review of the Council Procedures: Topic Current Text Proposed Text Future Agenda Items Requests from the Public (Section 2.2) REQUESTS FOR FUTURE AGENDA ITEMS BY THE PUBLIC. Any request to have an item placed on a future agenda must be made in writing and submitted to the City Clerk’s office and the request will be processed in accordance with Council Procedures. REQUESTS FOR FUTURE AGENDA ITEMS BY THE PUBLIC. Any request to have an item placed on a future agenda must be made in writing and submitted to the City Clerk’s office. and the request will be processed in accordance with Council G.7 Packet Pg. 297 Topic Current Text Proposed Text The City Clerk will provide copies of the request to Council Members prior to the next Council meeting; however, it is the City Manager's, or majority of Council's, discretion whether to place the item on the next regular Agenda. Procedures. The City Clerk will provide copies of the request to Council Members prior to the next Council meeting; however, it is the City Manager's, or majority of Council's, discretion whether to place the item on the next regular Agenda. Reason for revisions: • Eliminates redundancy because procedure is stated immediately below proposed deletion. Mayor’s Authority to Sign Resolutions of Support (Section 3.6) AUTHORITY TO SIGN RESOLUTIONS OF SUPPORT. The Mayor is authorized to respond to requests for support by the League of California Cities and the California Joint Powers Insurance Authority of its position on legislation before the legislature or the voters with a signed resolution and/or letter, on behalf of the City Council, without a formal vote of the City Council. Prior to signing the aforementioned resolution and/or of support, the request for support from League of California Cities and/or the California Joint Powers Insurance Authority will be distributed to all members of the City Council. Unless the Mayor or City Manager receives a request from a Council member to place the request for support on a council agenda within Recommend deletion for two reasons. First, the City Council has adopted separate Resolutions to address this process. Second, this provision does not fall within the scope of this document, i.e. it is not a procedure for conducting a meeting. G.7 Packet Pg. 298 Topic Current Text Proposed Text seventy-two hours of the aforementioned documents being sent, the Mayor shall sign the resolution/letter and cause it to be returned to the League of California Cities and/or the California Joint Powers Insurance Authority. Posting of Agendas (Section 2.1 a.) Posting. The Agenda will be posted in three public places designated by Council for such purpose and will be available for public review at City Hall at least 72-hours prior to the commencement of regular meetings. All Agenda packet material will be available for review at City Hall and at Council Chambers. The designated public places for posting the agenda are the Civic Center, Library and the Senior Center. Recommend deleting this section. First, this is not a procedure for conducting the actual meeting. Second, this is already governed by the Brown Act. Third, City practices have changed as to location of posting. If the City Council is agreeable to the above-referenced changes, the City Council may adopt the revisions to the text of the Council Policies, which is attached hereto. These revisions would take place immediately. In addition to the revisions provided above, the City Attorney is recommending the preparation of an Amended and Restated Council Procedures for consideration at a future meeting. The City Attorney found that: 1. Many of the provisions are redundant with the Brown Act, which is the state body of law governing the conduct of public meetings by local agencies. Because these provisions are already set forth in state law and mandated for compliance by the City, there really is no need to regurgitate the exact same provisions in our local procedures. Maintaining them in the Council Procedures would also require the City to regularly update the document to reflect any changes in law. 2. The document needs to be updated to reflect current practices. As an example, Section II, and specifically Section 2.1, discuss the Order of Business listed on the agenda. However, if you compare the standard agenda format (for this meeting for example) with the list identified in G.7 Packet Pg. 299 Section 2.1, Section 2.1 does not address many of the items on our current agenda format. Section 2.1, among many other sections in the document, should be amended and re-written to reflect current practice. 3. Many sections in the document are misplaced and re-organization is recommended for a more useful document. As an example, Section 2.1 a – governing posting of the agenda – is placed under Order of Business. The posting of the agenda (which is recommended to be removed from the document) is not an item of business to be discussed during the meeting. This is just one of several examples where items are placed in an improper location. Conclusion The City Attorney recommends that the City Council: 1. Adopt revisions to the City of Grand Terrace Council Procedures, attached hereto, to become effective immediately; and 2. Authorize the City Attorney to update, re-organize, and provide a restated version of the Council Procedures for consideration at a future meeting FISCAL IMPACT: None. ATTACHMENTS: • Comparison Report Grand Terrace Council Procedures (2023)-1(DOCX) • Modified Document Grand Terrace Council Procedures (2023)(DOCX) APPROVALS: Adrian Guerra Completed 10/05/2023 8:53 AM City Manager Completed 10/05/2023 11:50 AM City Council Pending 10/10/2023 6:00 PM G.7 Packet Pg. 300 City of Grand Terrace Council Procedures Adopted August 10, 2006 Revised 01/13/2015, 06/25/2019, 05/25/2021, 09/27/2022, and 10/10/23 & Revised September 27, 2022 G.7.a Packet Pg. 301 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) TABLE OF CONTENTS MEETINGS 1.1 Regular Meetings ............................................................................................. 4 1.2 Adjourned Meetings ......................................................................................... 4 1.3 Special Meetings ............................................................................................. 4 1.4 Emergency Meetings ....................................................................................... 4 1.5 Closed Sessions-Matters of Discussion ........................................................... 4 1.6 Closed Session-Report of Action/Statement of Reasons ................................. 5 1.7 Quorum ........................................................................................................... 5 1.8 Meeting End Time ........................................................................................... 5 ORDER OF BUSINESS 2.1 Agenda ..................................................................................................................... 5 2.2 Requests for Future Agenda Items by the Public …. ....................................... 7 2.3 Call to Order…… ............................................................................................. 7 2.4 Roll Call ........................................................................................................... 7 2.5 Absence of City Clerk ...................................................................................... 7 2.6 Preparation/Approval of Minutes ...................................................................... 8 2.7 Public Hearings................................................................................................ 8 2.8 Resolutions. ............................................................................................................. 9 2.9 Ordinances ............................................................................................................... 9 2.10 Urgency Ordinances (Emergency .................................................................. 10 2.11 Consideration of Items not on the City Council Agenda ................................. 10 2.12 Adjournment ........................................................................................................... 10 III PRESIDING OFFICER 3.1 Presiding Officer .............................................................................................. 10 3.2 Participation of Presiding Officer ...................................................................... 11 3.3 Question (Motion) to be Stated ........................................................................ 11 3.4 Signing of Document ....................................................................................... 11 3.5 Maintenance of Order ...................................................................................... 11 3.6 Authority to Sign Resolutions of Support ......................................................... 11 IV RULES, DECORUM, AND ORDER 4.1 Points of Order ................................................................................................. 11 4.2 Decorum and Order - Council Members .......................................................... 12 4.3 Decorum and Order – Employees.................................................................... 12 4.4 Decorum and Order – Public ........................................................................... 12 4.5 Personal Interest .............................................................................................. 14 4.6 Limitation of Debate ......................................................................................... 14 4.7 Dissent and Protest ......................................................................................... 14 4.8 Procedures and Rule ....................................................................................... 14 4.9 Sergeant at Arms............................................................................................. 14 4.10 Meeting Disruptions ....................................................................................... 14 4.11 Enforcement .................................................................................................. 14 V ADDRESSING THE COUNCIL 5.1 Manner of Addressing the Council .................................................................. 20 5.2 Time Limitation ............................................................................................... 21 G.7.a Packet Pg. 302 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 5.3 Addressing the Council After Motion is Made ................................................. 21 5.4 Written Communication ................................................................................... 21 VI MOTIONS 6.1 General Procedure of Acting on Agenda Items ............................................. 21 6.2 Processing of Motions. .................................................................................... 22 6.3 Division of Motion ........................................................................................... 22 6.4 Order of Motions ............................................................................................. 22 6.5 Particular Motions, Purpose, and Criteria ........................................................ 22 VII VOTING 7.1 Voting Procedure ............................................................................................. 23 7.2 Voting ....................................................................................................................... 23 7.3 Failure to Vote ................................................................................................. 23 7.4 Reconsideration ............................................................................................... 24 VIII ROSENBERG’S RULES OF ORDER ........................................................................ 25 G.7.a Packet Pg. 303 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 4 I MEETINGS The Ralph M. Brown Act, commencing at Government Code Section 54950 et seq., (“Brown Act”) governs the meetings of the City Council. Except for very limited circumstances, the Brown Act requires that all City Council meetings be conducted in open session. 1.1 REGULAR MEETINGS. The Regular City Council Meetings are held on the second and fourth Tuesday of every month, beginning at 6:00 p.m. 1.2 ADJOURNED MEETINGS. Any regular or adjourned meeting may be adjourned to a time, place, and date certain, but not beyond the next regular meeting. 1.3 SPECIAL MEETINGS. A special meeting may be called at any time by the Presiding Officer of the legislative body of a local agency, or by a majority of the members of the legislative body, by delivering written notice to each member of the legislative body and to each local newspaper of general circulation and radio or television station requesting notice in writing. The notice shall be delivered personally, by fax or e-mail or by any other means and shall be received at least 24-hours before the time of the meeting as specified in the notice. The call and notice shall specify the time and place of the special meeting and the business to be transacted or discussed. No other business shall be considered at these meetings by the legislative body. The written notice may be dispensed with as to any member who at, or prior to, the time the meeting convenes files with the clerk or secretary of the legislative body a written waiver of notice. The waiver may be given by telegram, fax or e-mail. The written notice may also be dispensed with as to any member who is actually present at the meeting at the time it convenes. The call and notice shall be posted at least 24 hours prior to the special meeting in a location that is freely accessible to members of the public. 1.4 EMERGENCY MEETINGS. In the case of an emergency situation involving matters upon which prompt action is necessary due to the disruption or threatened disruption of public facilities, a legislative body may hold an emergency meeting without complying with either the 24-hour notice requirement or the 24-hour posting requirement of Government Code Section 54956, or both of the notice and posting requirements. 1.5 CLOSED SESSIONS - MATTERS OF DISCUSSION. Any matter proposed to be considered in closed session must appear on the posted agenda unless added on an emergency basis in the same manner as required for items on the open agenda. Closed session item descriptions shall generally comply with Government Code Section 54954.5. Following the conclusion of closed session, any action taken shall be reported in open session if required by Government Code Section 54957.1. All meetings of the Council shall be open to the public; however, the Council may hold Closed Sessions, from which the public may be excluded, for consideration of the following subjects: G.7.a Packet Pg. 304 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 5 a. Pending litigation; b. Threatened or anticipated litigation against the local agency; c. Commencement of litigation; d. Real estate negotiations; e. Public Employment; and f. Labor Negotiations 1.6 CLOSED SESSIONS - REPORT OF ACTION/STATEMENT OF REASONS. Any matter proposed to be considered in closed session must appear on the posted agenda unless added on an emergency basis in the same manner as required for items on the open agenda. Closed session item descriptions shall generally comply with Government Code Section 554954.5. Following the conclusion of closed session, any action taken shall be reported in open session if required by Government Code Section 54957.1. Prior to, or after, a Closed Session, the Council shall state the general reason, or reasons, for the Closed Session. The Council may consider only those items covered in the statement. 1.7 QUORUM. A majority of the Council (three members) shall be sufficient to conduct business. In the absence of a majority of the Council Members from a regular or adjourned meeting, the City Clerk may declare the meeting adjourned to a stated day and hour. Motions may be passed by a 2-1 vote if only three Members are present. However, the following matters require a minimum of three affirmative votes: a. Ordinances (emergency/urgency ordinances require four affirmative votes); b. Resolutions; c. Orders for payment of money; d. Selection of Officers (exclusive of Presiding Officer). 1.8 MEETING END TIME. Except as to matters discussed in closed session in compliance with the Brown Act, City Council meetings shall conclude at 10:00 P.M. If the City Council desires to continue after 10:00 P.M., then a motion may be made to extend the meeting after 10:00 P.M., provided that such a motion shall specify the proposed meeting end time and shall require a second (e.g., “I move to extend the meeting end time to 11:00 P.M.”). This motion shall require approval of a majority of the City Council members then voting in order to pass. II ORDER OF BUSINESS 2.1 AGENDA. The order of business of Council meetings will be listed in the Agenda prepared by the City Clerk. The Council will follow the order of business in the prepared Agenda; items of general, or special, interest may be taken out of order by the Chair or by a majority vote of the Council. G.7.a Packet Pg. 305 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 6 a. Posting. The Agenda will be posted in three public places designated by Council for such purpose and will be available for public review at City Hall at least 72-hours prior to the commencement of regular meetings. All Agenda packet material will be available for review at City Hall and at Council Chambers. The designated public places for posting the agenda are the Civic Center, Library and the Senior Center. b.a. Consent Calendar. Consent Calendar items are considered by Council to be routine and noncontroversial and will all be enacted by one motion in the form listed. There will be no separate discussion of these items prior to the time the Council votes on the motion to adopt unless members of the Council, Staff, or the public request specific items be removed from the Consent Calendar for separate action. The Check Register will routinely appear on the Consent Calendar. Any Council Member may request that an item be removed from the Consent Calendar. Removed items will be heard immediately after approval of the remaining items on the Consent Calendar or later in the meeting. If a Council Member removes an item from the Consent Calendar, then he or she shall have the responsibility to make a motion on the item (e.g., a motion to approve, deny, continue, etc.). No request for funds from the City may be considered on Consent Calendar. c.b. Public Comment. This is the opportunity for members of the public to comment on any items not appearing on the regular agenda. Because of restrictions contained in California Law, the City Council may not discuss, or act on, any item not on the agenda, but may briefly respond to statements made or ask a question for clarification. The Chair may also request a brief response from staff to questions raised during public comment or may request a matter be agendized for a future meeting. Public Comment shall be placed on the agenda immediately after conducting Roll Call. d.c. Requests for Future Agenda Items by City Council. The agenda shall contain a section entitled “Requests for Future Agenda Items by City Council.”At this time, the City Council may propose items for discussion and/or action at a future duly agendized City Council meeting. A consensus of a majority of the quorum is required to place an item on a future agenda. If a City Council Member is interested in a task or project that will require more than one hour of staff time to complete, the City Council Member shall G.7.a Packet Pg. 306 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 7 submit the item to the City Manager and the item shall be agendized in this section to ask the City Council if time should be spent on preparing a report on the proposed item. To ensure compliance with the Brown Act, all item requests shall be submitted to the City Manager at least one week in advance of the meeting so that the item can be included on the agenda under this section. In order for any listed item to be placed on a future agenda for substantive discussion, the City Council must act by formal motion (i.e., requires a motion and a second) to direct the City Manager to place the item on a future agenda. Pursuant to the requirements of the Brown Act, no other items may be considered other than those listed in this section. e.d. Public Comment on Agenda Items. Members of the public will be given an opportunity to address items on the agenda, before action is taken on the items, by filing out a speaker card indicating their desire to speak on a specific agenda item. f.e. City Council Communications. This section shall be placed at the end of the Council Agenda, but immediately before the “City Manager Communications” section. This is an opportunity for the Mayor and Council Members to report on their activities and the actions of the Committees upon which they sit and to bring a matter to the attention of the full Council and staff. When a Council Member travels at the City’s expense serving as a representative of the City at a committee meeting or conference, the Council Member must provide an update report on that activity at the next Council meeting. Any matter that was considered during the public hearing portion is not appropriate for discussion in this section of the agenda. NO ACTION CAN BE TAKEN AT THIS TIME. g.f. City Manager Communications. This is an opportunity for the City Manager to make any City-related announcements to the Council and members of the public. 2.2 REQUESTS FOR FUTURE AGENDA ITEMS BY THE PUBLIC. Any request to have an item placed on a future agenda must be made in writing and submitted to the City Clerk’s office and the request will be processed in accordance with Council Procedures. 2.2 The City Clerk will provide copies of the request to Council Members prior to the next Council meeting; however, it is the City Manager's, or majority of Council's, discretion whether to place the item on the next regular Agenda. 2.3 CALL TO ORDER. The meeting of the Council shall be called to order by the Chair or, in his/her absence, the Vice Chair. (See Section 3.1 for absence of Chair and Vice Chair.) In the absence of all Council Members, the City Clerk shall call the meeting to order and declare the same adjourned to a stated day and hour. The meetings will be opened with invocation and the Pledge of Allegiance. Formatted: Justified, Right: 0.08", Outline numbered + Level: 2 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0.07" + Indent at: 0.57", Tab stops: 0.57", Left G.7.a Packet Pg. 307 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 8 2.4 ROLL CALL. A roll call of Chair and Council Members will be conducted by the City Clerk, who enters the names of those present and those absent in the Minutes. 2.5 ABSENCE OF CITY CLERK. If the City Clerk is absent from a Council meeting, the Deputy City Clerk acts in the Clerk's behalf. If there is no Clerk or Deputy present, the Chair shall appoint a Council Member to serve as City Clerk Pro Tempore (Gov’t Code § 36804). 2.6 PREPARATION/APPROVAL OF MINUTES. It is the City Clerk's responsibility to maintain a record (Minutes) of Council meetings. The Clerk shall have exclusive responsibility for preparation of the Minutes, and any directions for changes in the Minutes may be made only by Council action. In order to maintain a full and true Minute record, the Minutes shall consist of a clear and concise statement of each and every Council action including motions made and the vote thereon. Items may be included if considered to be particularly relevant or otherwise necessary by the Clerk. Action Minutes will be taken of all City Council meetings (Regular, Special; Emergency) by the City Clerk, or designee. Any Council Member may request a statement be included in the Minutes by indicating "for the record." The Minutes shall also include hyperlinks to allow access to staff reports, attachments and any presentation materials (e.g., PowerPoint presentations) presented to the City Council. 2.7 PUBLIC HEARINGS. It is the policy of the Council to assure that the due process rights of all persons are protected during City hearings. A “quasi-judicial” hearing is a hearing that requires a higher level of procedural due process because of the potential impact on life, liberty or property). Usually, quasi-judicial hearings involve a single parcel of land and apply facts and evidence in the context of existing law. Findings must be stated to explain the evidentiary basis for the Council’s decision. The following procedure is suggested for conducting public hearings in which there is an applicant (e.g., land use applications: a. Chair states the Public Hearing Item. b. Announcement of any ex parte communications, conflicts of interest, and/or recusals. c. Staff Presentation and recommendation on the Public Hearing Item. d. Council asks questions of Staff. e. Open the Public Hearing. 1. Applicant’s presentation on the Public Hearing Item. G.7.a Packet Pg. 308 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 9 2. Council asks questions of the Applicant. 3. Public Testimony in favor and against the Public Hearing Item. 4. Applicant’s rebuttal. f. Close the Public Hearing. g. Council deliberates on the Public Hearing item. h. Council votes. The following procedure is suggested for conducting public hearing in which there is no applicant (e.g., a City-initiated change to the Development Code): a. Chair states the Public Hearing Item. b. Announcement of any ex parte communications, conflicts of interest, and/or recusals. c. Staff Presentation and recommendation on the Public Hearing Item. d. Council asks questions of Staff. e. Open the Public Hearing to allow public testimony in favor and against the Public Hearing Item. f. Close the Public Hearing. g. Council deliberates on the Public Hearing Item. h. Council votes on the item. Council Members should also refrain from asking questions or, in any way, interfere with the “public testimony” portion of the Public Hearing section. 2.8 RESOLUTIONS Resolutions Not Prepared in Advance of a City Council meeting: When a resolution has not been prepared in advance of a City Council meeting, the procedure shall be to instruct the City Attorney to prepare a resolution for presentation at the next Council Meeting. Urgency Resolutions: In matters of urgency, a resolution may be presented verbally, with specific instructions to the City Attorney and staff for written preparation of the urgency resolution. After the resolution has been verbally stated, the resolution may be adopted by three affirmative votes. Urgency resolutions shall be avoided except when absolutely necessary. 2.9 ORDINANCES G.7.a Packet Pg. 309 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 10 Consent Calendar Agenda Item #1, on the City Council agenda shall waive full reading of all ordinances on the City Council agenda. Council will approve the introduction, or first reading, of the ordinance, by title only and if approved, the adoption and second reading will be scheduled for the following Council meeting. The first reading of a proposed ordinance will be placed under the “New Business” or “Public Hearing” sections of the agenda pursuant to applicable law. The second reading of a proposed ordinance will be placed on the Consent Calendar except as otherwise required by applicable law. With the exception of urgency (emergency) ordinances, no ordinance shall be adopted by the Council on the date of introduction, nor within five days thereafter, nor at any time other than a regular or adjourned regular meeting. An ordinance must be adopted, at its second reading, by at least three affirmative votes, and becomes effective 30 days thereafter (an urgency ordinance requires a minimum of four affirmative votes and becomes effective immediately, Ref: Sec. 2.10). If an ordinance is altered after first reading, a motion for an amended first reading is required. The ordinance shall not be considered for adoption until five days thereafter. Correction of a typographical or clerical error does not constitute alteration of the ordinance. 2.10 URGENCY ORDINANCES (EMERGENCY). An ordinance which is necessary to go into effect immediately and requires a four-fifths vote to do so. It is required, however, to be on the regular posted City Council agenda. 2.11 CONSIDERATION OF ITEMS NOT ON THE CITY COUNCIL AGENDA. No matters, other than those appearing on the Agenda, will be acted upon by the City Council, except matters which are deemed to be of an emergency nature requiring action prior to the next regular meeting and which arose after the posting of the Agenda. Adding such items requires a four-fifths vote of the City Council. 2.12 ADJOURNMENT. Adjournment of the meeting to the next regular meeting does not require a motion. A motion is required to adjourn a meeting to an adjourned meeting specifying the date, time, and place of said adjourned meeting. III PRESIDING OFFICER 3.1 PRESIDING OFFICER. The Chair shall be the Presiding Officer at all meetings of the Council. In the absence of the Chair, the Vice Chair shall preside. In the absence of both the Chair and Vice Chair, the Council shall elect a temporary G.7.a Packet Pg. 310 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 11 Presiding Officer to serve until the arrival of the Chair or Vice Chair, or until adjournment. The terms "Presiding Officer," "Mayor," and "Chair" shall be used interchangeably within this manual. 3.2 PARTICIPATION OF PRESIDING OFFICER. The Presiding Officer is, primarily, responsible for the conduct of the meeting; may move, second, and debate from the Chair, subject only to such limitations of debate as are imposed on all Council Members; and shall not be deprived of any such rights and privileges. 3.3 QUESTION (MOTION) TO BE STATED. The Presiding Officer shall verbally restate each motion immediately prior to calling for the vote. Following the vote, the City Clerk shall announce whether the motion carried or was defeated. In cases where the action of the Council may be unclear for those in the audience, the Chair shall summarize the action of the Council before proceeding to the next item of business. 3.4 SIGNING OF DOCUMENT. Subject to Council policy, the Chair shall sign ordinances, resolutions, and contracts approved by the Council at meetings at which he/she is in attendance. In the event of his/her absence, the Vice Chair shall sign all such documents approved and adopted by Council. 3.5 MAINTENANCE OF ORDER. The Chair is responsible for the maintenance of order and decorum at all times. No person shall be allowed to speak who has not first been recognized by the Chair. All questions and remarks shall be addressed to the Chair. 3.6 AUTHORITY TO SIGN RESOLUTIONS OF SUPPORT. The Mayor is authorized to respond to requests for support by the League of California Cities and the California Joint Powers Insurance Authority of its position on legislation before the legislature or the voters with a signed resolution and/or letter, on behalf of the City Council, without a formal vote of the City Council. Prior to signing the aforementioned resolution and/or of support, the request for support from League of California Cities and/or the California Joint Powers Insurance Authority will be distributed to all members of the City Council. Unless the Mayor or City Manager receives a request from a Council member to place the request for support on a council agenda within seventy-two hours of the aforementioned documents being sent, the Mayor shall sign the resolution/letter and cause it to be returned to the League of California Cities and/or the California Joint Powers Insurance Authority. IV RULES, DECORUM, AND ORDER 4.1 POINTS OF ORDER. The Presiding Officer shall determine all Points of Order subject to the right of any Council Member to appeal to the Council. If any appeal G.7.a Packet Pg. 311 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 12 is taken, the question shall be in the following form: “Shall the decision of the Presiding Officer be sustained?" In this event, a majority vote shall govern and conclusively determine such question of order. G.7.a Packet Pg. 312 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 13 4.2 DECORUM AND ORDER – COUNCIL MEMBERS 1. Every Council Member desiring to speak shall address the Presiding Officer and, upon recognition by the Presiding Officer, shall confine himself/herself to the question under debate. 2. Every Council Member desiring to question the administrative staff shall address questions to the City Manager or City Attorney, who shall be entitled to either answer the inquiry or designate a member of staff for that purpose. 3. A Council Member who is recognized to speak by the Presiding Officer shall not be interrupted except in the following circumstances: (i) a point of order is raised by another Council Member; or (ii) the recognized Council Member yields to questions from another Council Member. 4. A Council Member who is called to order while speaking shall cease speaking until the question of order is determined. If ruled to be not in order, the Council Member shall remain silent or shall alter the remarks so as to comply with rules of the Council. 5. The Chair and Council Members shall accord the utmost courtesy to each other, to City employees, and to the public appearing before the Council and shall refrain at all times from rude and derogatory remarks, reflections as to integrity, abusive comments, and statements as to motives and personalities. 6. Any Council Member may move to require the Chair to enforce the rules, and the affirmative vote of a majority of the Council shall require the Chair to so act. 4.3 DECORUM AND ORDER – EMPLOYEES. Members of the Administrative staff and employees of the City shall observe the same rules of procedure and decorum applicable to members of the Council. The City Manager shall ensure that all City Employees observe such decorum. Any Staff member, including the City Manager, desiring to address the Council shall first be recognized by the Chair. All remarks shall be addressed to the Chair, and not to anyone individual Council Member or public member. 4.4 DECORUM AND ORDER – PUBLIC. The City Council, elected by the public, must be free to discuss issues confronting the City in an orderly environment. a. Any member of the public who engages in disorderly behavior that actually disrupts, disturbs or otherwise impedes the orderly conduct of any City Council meeting shall, upon an order by the Presiding Officer or a majority of the City Council, be barred from further audience before the City Council during that meeting, pursuant to the provisions of subsection (c), below. b. Disorderly behavior under subsection (a) may include, but is not limited to, the following: G.7.a Packet Pg. 313 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 14 1. Speaking without being recognized by the Presiding Officer. 2. Continuing to speak after the allotted time has expired. 3. Speaking on an item at a time not designated for discussion by the public of that item. 4. Throwing objects. 5. Clapping, booing, or making any other noises that disrupt the meeting. 5.6. Speaking on an issue that is not within the jurisdiction of the City Council. 6.7. Attempting to engage the audience rather than the City Council. 7.8. Refusing to modify conduct after being advised by the Presiding Officer that the conduct is disrupting the meeting or disobeying any other lawful order of the Presiding Officer or a majority of the City Council c. Enforcement. The rules of conduct while addressing the City Council set forth above shall be enforced in the following manner: 1. Call to order and warning to desist. Whenever practicable, the Presiding Officer or a majority of the City Council shall give a warning to the person who is breaching the rules of conduct to be orderly and to comply with the rules of conduct hereunder. Such a warning shall articulate the rule of conduct being violated and the manner in which the person must comply. A warning shall not be necessary when it would not be effective under the circumstances, including when, but not limited to, the disturbance is such that the warning cannot be heard above the noise, or the conduct of the person or persons constitutes an immediate threat to public safety, such as the throwing of objects or specific threats of harm and the apparent, present ability to carry out such threats. A warning shall also not be necessary when an individual violates the rules of conduct more than once during a Council meeting, or continuously violates the rules of conduct Council meeting after Council meeting. 2. Order barring person from meeting. A person who engages in disorderly behavior shall be barred from the remainder of that council meeting by the Presiding Officer or a majority of the City Council when that person: (i) continues the disorderly behavior after receiving a warning pursuant to subsection (c)(1); (ii) ceases the disorderly behavior upon receiving a warning pursuant to subsection (c)(1), but later in the same council meeting resumes such disorderly behavior; or (iii) engages in disorderly behavior and no warning is practicable under the circumstances, pursuant to subsection (c)(1). The continuation of disorderly behavior after receiving a warning, repeated disorderly behavior during a Council meeting, disorderly behavior at Council meeting after Council meeting, or disorderly behavior that is so significant that a warning cannot be given, G.7.a Packet Pg. 314 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 15 constitutes the type of behavior that actually disrupts, disturbs or otherwise impedes the orderly conduct of a City Council meeting. 3. Removal. If the person barred from the meeting does not voluntarily remove him/herself upon being instructed to do so by the Presiding Officer or a majority of the City Council, the Presiding Officer or the majority of the City Council may direct the sergeant-at-arms to remove that person from the Council Chamber. 4.5 PERSONAL INTEREST - No Council Members prevented from voting by legal conflict of interest shall remain at the Council dais during the debate and vote on any such matter. In the event of such conflict, the Council Members shall state for the record the basis for the conflict of interest and leave the Council dais prior to the commencement of discussion of the issue. 4.6 LIMITATION OF DEBATE - No Council Member shall be allowed to speak more than once upon anyone subject until every other Council Member choosing to speak has spoken. Merely asking a question or making a suggestion is not considered as speaking. 4.7 DISSENT AND PROTEST - Any Council Member shall have the right to express dissent from, or protest to, any action of the Council and request that the reason be entered into the Minutes. 4.8 PROCEDURES AND RULES - In a rule to govern a point of procedure, Rosenberg’s Rules of Order shall govern, unless there is a conflict between the rules set forth herein in Sections 1.1 through 7.4, at which point Sections 1.1 through 7.4 shall govern. 4.9 SERGEANT AT ARMS – The Council may, from time to time, appoint a Sergeant- at-Arms and, if requested, he or she shall attend the meetings of the Council. 4.9 SERGEANT AT ARMS – The assigned Deputy of the San Bernardino County Sheriff’s Department who attends the City Council Meeting is designated the Sergeant of Arms. 4.10 MEETING DISRUPTIONS – In the event that there is a disruption that results in the Council not being able to conduct its business, the Chair may immediately recess the meeting for a defined period of time. In the event that the disruption continues in a manner that prevents the Council from conducting its business after reconvening, then the Chair may order the Sergeant-at-Arms to remove the disruptive members of the public from the Council Chambers. 4.11 ENFORCEMENT – In order for the public to maintain a reasonable modicum of reliance upon the rules and regulations of a civil administration whose purpose it is to provide necessary services and protect the freedom of the governed, it is necessary for elected and appointed representatives to conduct the public business in accordance with established oaths, protocols, standards, policies, G.7.a Packet Pg. 315 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 16 rules, resolutions, and laws. While ordered discussion and debate is a necessary product of communication between the public and their representatives to ensure the needs of the community are properly served, no real purpose may be served in an atmosphere of chaos. Therefore, the violation of civil administration, albeit the nature of which is largely self-enforced, must carry certain consequences to remind parties that disorder contravenes progress and the fruit that proper behavioral procedure yields. a. For the purposes of this Section 4.11, the following definitions apply unless context dictates otherwise: “Legislative Body” shall mean the City Council, its boards, commissions, and committees as applicable. “Member” shall mean a member of the Legislative Body as applicable. b. Oath of Office Tradition dictates the espousal of certain conventions that bear historical and moral significance in the hearts of generations. Oaths are intended to impress upon the mind of the swearer a sense of gravity appurtenant to vesting oneself in selfless service for the benefit of others. The following Oath of Office is consistent with that provided under Article XX of the California Constitution and is in similar form to that which has been voiced since the First United States Congress of 1789, and fulfills the spirit of Article VI of the United States Constitution and the Judiciary Act of 1789. “I, ___________, do solemnly swear (or affirm) that I will support and defend the Constitution of the United States and the Constitution of the State of California against all enemies, foreign and domestic; that I will bear true faith and allegiance to the Constitution of the United States and the Constitution of the State of California; that I take this obligation freely, without any mental reservation or purpose of evasion; and that I will well and faithfully discharge the duties upon which I am about to enter, so help me God.” The phrase “so help me God” in the above shall be optional. Failure to state the phrase “so help me God” shall not affect an individual’s ability to hold office. c. Acceptable Code of Conduct Incident to the Oath of Office is an Acceptable Code of Conduct, because to simply swear to defend is insufficient. A Member cannot be responsible for that which he or she is not aware. Cohesive conduct and order among Members are necessary elements of parliamentary procedure when conducting public business. When conducting business under color of authority, or representing their Legislative Body in general, Members shall comply with the Acceptable Code of Conduct which requires Members to do the following: G.7.a Packet Pg. 316 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 17 1. Read and examine the agenda, agenda packet materials, appurtenant reference documents, and exhibits in preparation for the public meeting. 2. Respect the order of the agenda and meeting format. 3. Perform to the best of my ability to represent the interests of his or her constituents. 4. Maintain an impartial and open mind throughout the process. 5. Recuse himself or herself in the event of conflicts of interest. 6. Contribute his or her best effort to maintain order and foster trust. 7. Speak in restrained tones to encourage civility. 8. Address a topic only when granted the floor by the Chair. 9. Restrict his or her comments to the subject at hand. 10. Avoid discussion on topics that have not been noticed on the agenda. 11. Exercise common courtesy and decorum when dealing with fellow Members, City staff, and the general public. 12. Avoid bullying, pursing personal attacks, engaging in character assassination, or indulging in verbal insults against his or her colleagues, staff or the public. 13. Support freedom of expression that is absent disruptive intent. 14. Attend all necessary meetings and workshops. 15. Provide proper advance notice in the event of an emergency that might affect his or her ability to attend meetings. 16. Foster participation in the process, facilitate discussion, and promote good decision making. 17. Form a basic understanding of correct parliamentary procedure and operate subject to the premise that the majority rules. 18. Proceed efficiently, fairly, and effectively. 19. Respect the chain of authority and refuse to circumvent the City Manager. G.7.a Packet Pg. 317 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 18 20. Comply with all laws, including the laws of the City of Grand Terrace. d. Censure of Legislative Body Members 1. General A violation of any condition of office as specified within the Oath of Office, the Acceptable Code of Conduct, or established protocols, standards, policies, rules, resolutions, and laws, by any sitting Member, shall constitute grounds for progressively stronger admonishment, ultimately leading to public censure by the City Council. However, it should be noted that the aim of admonishment is not punitive. The aim of admonishment is to enable good people to pause and reflect. Therefore, a Member may not be made the subject of a motion for censure vote without first being given notice of the violation and an opportunity to correct the violation, if it can reasonably be corrected. For the purposes of participation in local governance, one must assume the best in each other, and a common foundation constitutes the best path to civil and productive discourse. In order to model unity, as well as civility, Members should treat each other and members of the public with dignity and respect. 2. Who May file a Statement of Charges A sitting City Council member may initiate corrective action regarding the behavior of a fellow sitting City Council member by initiating the censure process described in this Section 4.11. Furthermore, a sitting City Council member may initiate corrective action by the censure process described in this Section 4.11 against any sitting member of any City board, commission, or committee. For example, a sitting City Council member may initiate corrective action against a sitting member of the City’s Planning Commission/Site and Architectural Review Board. However, members of City boards, commissions, or committees may not initiate any corrective action pursuant to this Section X against any City Council members, because such boards, commission, and committees are subordinate to the City Council. 3. Censure Procedure Procedures. Censure of a Member shall proceed as follows: (i) Opportunity to Correct. To initiate the process, a charging Member shall first provide a charged Member notice of the alleged violation. The charged Member shall be provided an opportunity to correct such alleged violation, if it can reasonably be corrected. (ii) Statement of Charges. If the charged Member does not correct G.7.a Packet Pg. 318 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 19 the alleged violation, then a Statement of Charges shall be prepared and delivered by the charging Member to the charged Member, with a conformed copy delivered concurrently to the City Clerk and other Members. The charging Member shall also concurrently provide a proof of service of the Statement of Charges to the charged Member, the City Clerk, and other Members. In the case of a City Council member delivering a Statement of Charges to a Member of a City board, commission, or committee, then such Statement of Charges and proof of service shall be delivered to the charged Member, the City Clerk, other City Council members, and other members of the relevant board, commission, or committee. A proper Statement of Charges shall be served as provided above a minimum of 10 days prior to the meeting when the motion for censure shall be made, and shall include: A. The specifics of the violation (including the rule, regulation, law, etc. that was violated), and B. A statement of the date, place, and time of the occurrence, and C. A description of the unsatisfactory behavior. (iii) Response to Statement of Charges. The charged Member may respond to the Statement of Charges in writing within seven (7) days after delivery of the Statement of Charges by delivering it to the charging Member, with a conformed copy delivered concurrently to the City Clerk and other Members. The charged Member shall also concurrently provide a proof of service of the Response to Statement of Charges to the charging Member, City Clerk and other Members. In the case of a City Council member delivering a Statement of Charges to a Member of a City board, commission, or committee, then such response and proof of service shall be delivered to the charging Member, the City Clerk, other City Council members, and other members of the relevant board, commission, or committee. The charged Member may also choose to defer a written response in favor of a verbal response at the hearing on the motion for censure. Nothing herein shall prevent a charged Member to respond both in writing and at the hearing on the motion for censure. (iv) Hearing of Motion for Censure. The motion for censure shall be heard at the first regular meeting of the City Council ten (10) days after the Statement of Charges is served upon the charged Member and City Clerk. A continuance is allowed only if any City Council member is absent. The hearing shall adhere to the following the general process: G.7.a Packet Pg. 319 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 20 A The Chair (or, if absent or is the charged Member, then the Vice Chair) shall conduct the hearing in open session. B The charging Member shall read the Statement of Charges and may present witnesses and evidence. C The charged Member may rebut and may present witnesses and evidence. D Members of the public may comment on the Statement of Charges and any witnesses and evidence presented. E The remaining City Council members may address/comment on the charges. F A motion for censure may be made. G The City Council deliberates on the motion for censure and votes on the same. Motion for Censure - Consideration and Passage. Motion for censure passage requires a majority vote of the City Council in open session. If the Statement of Charges includes multiple charges, then the City Council may consider and vote upon each charge individually. If the motion for censure or a particular charge fails to obtain a majority vote, no new motion on the same grounds may be commenced against the same Member for a period of one (1) year. If the motion for censure passes, then the motion for censure and Statement of Charges shall become a part of the public record and record of proceedings. The motion for censure and Statement of Charges shall be disclosable pursuant to the California Public Records Act. Request for Defense or Indemnification. When evaluating a request for defense or indemnification made by a censured Member in litigation arising from the censured conduct, the record of the censure shall be considered by the City Council, but shall not be determinative. Failure of the City Council to censure the conduct of a Member does not constitute waiver of the City Council’s right to refuse to indemnify or defend the Member in an action. 4. Grounds for Censure The basis for a motion of censure under this Section 4.11 may include, but are not limited to, the following acts by a Member: (i) Serial unexcused absences of three or more from his or her regular Legislative Body meetings. G.7.a Packet Pg. 320 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 21 (ii) Violating laws and regulations relating to conflicts of interest. (iii) Actions taken against established Legislative Body policy or the Grand Terrace 2030 Vision (as may be amended). (iv) Harassment. (v) Creating a hostile work environment. (vi) Any violation of federal, State, or local laws, rules, regulations, or ordinances, including applicable laws relating to conflict of interest and any City laws, rules, regulations, or ordinances. (vii) Violation of the Acceptable Code of Conduct or the Oath of Office. e. Removal from Office 1. City Council While City Council members may censure one another as provided above, the City Council may not remove a sitting Council Member from office. State law provides the sole mechanisms for removal from office for City Council members. These include: (i) A Recall Petition submitted by members of the public pursuant to Cal Const. Art II, §19 and Elections Code Sections 11000- 11386. (ii) The seat becomes vacant pursuant to Government Code Section 1770. (iii) Quo Warranto proceedings pursuant to Code of Civil Procedure Section 803 brought or authorized by the Attorney General to challenge the right to hold a particular office (this can work in tandem with Government Code Section 1770). (iv) Removal proceedings pursuant to Government Code Section 3060 for certain kinds of misconduct (initiated by grand jury/district attorney). 2. Appointed Members of City Boards, Commissions, and Committees Members of City boards, commissions, and committees who are appointed by the City Council serve at the pleasure of the City Council and may be removed at any time, with or without cause, by the City Council. Without limitation, the City Council may use any of the Grounds for Censure (including violations of the Acceptable Code of Conduct) set forth above as a basis for removal with cause. G.7.a Packet Pg. 321 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 22 V ADDRESSING THE COUNCIL 5.1 MANNER OF ADDRESSING THE COUNCIL - Any person desiring to address the Council shall fill out a request to speak form and wait to be recognized by the Chair, and after being recognized shall proceed to the podium, or microphone. Such persons are requested to state for the record his or her name and address. Remarks are to be limited to the subject under discussion. 5.2 TIME LIMITATION - Any public member addressing the Council shall limit his or her address to three (3) minutes. The Chair or a Council Member may move to extend the time limitation which shall be extended upon a majority vote of the Council. When any group of persons wishes to address the Council on the same subject matter, it shall be proper for the Chair to request that a spokesperson be chosen to represent the group, so as to avoid unnecessary repetition. A speaker may not yield time to another speaker. 5.3 ADDRESSING THE COUNCIL AFTER MOTION IS MADE - After a motion has been made, no person shall address the Council without securing permission by a majority consensus of the Council. 5.4 WRITTEN COMMUNICATION - Unless specifically requested otherwise, the City Manager is authorized to receive and open all mail addressed to the City Council and take any immediate administrative action required between Council meetings, which does not require specific Council action. Any communication requiring Council action will be reported to the Council at the next possible meeting, together with a report and recommendation of the City Manager. VI MOTIONS 6.1 GENERAL PROCEDURE OF ACTING ON AGENDA ITEMS – The following procedure is suggested for Council’s consideration non-Public Hearing Agenda Items: a. Chair states the Item to be considered. b. Announcement of any ex parte communications, conflicts of interest, and/or recusals. c. Staff Presentation and recommendation on the Item. d. Council asks questions/clarifications of Staff. G.7.a Packet Pg. 322 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 23 e. Open Public Comments for the Item. f. Close Public Comments for the Item. g. At Council’s direction, City Manager and/or Staff respond to any questions from Public Comment. h. Chair asks, “Do I have a motion?” i. If a motion is made, Chair asks “Do I have a second?” j. If there is a motion and a second, then Council proceeds with deliberation. k. After deliberation, the Council votes on the item. 6.2 PROCESSING OF MOTIONS - When a motion is made and seconded, it shall be restated by the Presiding Officer before debate. A motion shall not be withdrawn by the mover without the consent of the Council Member seconding it and the approval of Council. 6.3 DIVISION OF MOTION - If a motion contains two or more divisible propositions, the Chair may, and upon request of a Council Member shall (unless appealed by another Council Member), divide the motion. 6.4 ORDER OF MOTIONS - When multiple motions are before the body, the last motion is voted on first. Non-Debatable Motions: a. Adjourn, b. Recess c. Fix the time to adjourn Super Majority Votes: (2/3 vote required) a. Limit debate b. Close nominations c. Object to the consideration of an item d. Suspend the rules e. Reconsider – (A member of the majority of the previous vote must motion at the same or next meeting.) 6.5 PARTICULAR MOTIONS, PURPOSE, AND CRITERIA 1. Motion to Adjourn: Purpose - To terminate a meeting. Debatable or Amendable - No, except a motion to adjourn to another time is debatable and amendable as to the time to which the meeting is to be G.7.a Packet Pg. 323 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 24 2. Motion to Refer to Commission, Committee, or Staff: Purpose - To refer the question before the Council to a commission, committee, or to the City Staff for the purpose of investigating or studying the proposal and to make a report back to the Council. If the motion fails, discussion or vote on the question resumes. Debatable or Amendable -Yes. 3. Motion to Amend: Purpose - To modify or change a motion that is being considered by the Council so it will express more satisfactorily the will of the members. If there are two amendments, the second amendment is voted upon first if it carries, it automatically cancels the first amendment, and the vote is taken on the amended motion. An amendment motion relating to a different matter shall not be in order. Debatable or Amendable - Yes. 4. Postpone Indefinitely: Purpose - To prevent further discussion and voting on the main motion. If the motion fails, discussion and voting on the main motion resumes. If it passes, the subject of main motion shall not be brought up again for the remainder of the meeting. Debatable or Amendable - It is debatable but not amendable. 5. Main Motion: Purpose - The primary proposal or question before the Council for discussion and decision. Debatable or Amendable - Yes. VII VOTING 7.1 VOTING PROCEDURE - Motions will be adopted by either electronic voting system, voice or roll call vote. The results of the vote shall be entered in full in the minutes. 7.2 VOTING - Every ordinance, resolution, and payment of money requires three affirmative votes. Emergency ordinances require four affirmative votes. Unless otherwise required by law, all other actions of the Council require a majority vote of the Council Members present. 7.3 FAILURE TO VOTE - Every Council Member should vote unless disqualified for a personal conflict of interest. G.7.a Packet Pg. 324 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 25 Self-disqualification, without cause, which results in a tie vote shall be avoided; but no Council Member shall be forced to vote. A Council Member who abstains shall, in effect, consent that a majority of the quorum may act for him or her. Tie votes shall be lost motions and may be reconsidered. 7.4 RECONSIDERATION - After motion and vote by the Council, such action may be reconsidered or rescinded only in the following manner: Reconsideration: A motion to set aside a vote (to reconsider) on a main motion shall always be in order at the same meeting or at the next regular Council meeting following the action. The motion can be made by any Council Member who voted affirmatively on the matter. If the motion to reconsider passes, the effect thereof is to overrule and cancel the prior action and rehear the original subject. Lost Motion: A lost motion is one that fails to receive the necessary number of votes to carry. Tie votes result in a lost motion. A tie vote which has resulted from there being present less than a full Council shall be automatically reconsidered at the next Council meeting at which all members are present. Lost motions may be renewed at any subsequent Council meeting. To revive a lost motion at the same meeting, the proper action is a motion to reconsider (discussed above). G.7.a Packet Pg. 325 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 25 25 01247.0001/927490.1 01247.0001/927490.2 Rosenberg’s Rules of Order REVISED 2011 Simple Rules of Parliamentary Procedure for the 21st Century By Judge Dave Rosenberg VIII ROSENBERG'S RULES OF ORDER G.7.a Packet Pg. 326 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 26 26 01247.0001/927490.1 01247.0001/927490.2 2 Introduction The rules of procedure at meetings should be simple enough for most people to understand. Unfortunately, that has not always been the case. Virtually all clubs, associations, boards, councils and bodies follow a set of rules — Robert’s Rules of Order — which are embodied in a small, but complex, book. Virtually no one I know has actually read this book cover to cover. Worse yet, the book was written for another time and for another purpose. If one is chairing or running a parliament, then Robert’s Rules of Order is a dandy and quite useful handbook for procedure in that complex setting. On the other hand, if one is running a meeting of say, a five-member body with a few members of the public in attendance, a simplified version of the rules of parliamentary procedure is in order. Hence, the birth of Rosenberg’s Rules of Order. What follows is my version of the rules of parliamentary procedure, based on my decades of experience chairing meetings in state and local government. These rules have been simplified for the smaller bodies we chair or in which we participate, slimmed down for the 21st Century, yet retaining the basic tenets of order to which we have grown accustomed. Interestingly enough, Rosenberg’s Rules has found a welcoming audience. Hundreds of cities, counties, special districts, committees, boards, commissions, neighborhood associations and private corporations and companies have adopted Rosenberg’s Rules in lieu of Robert’s Rules because they have found them practical, logical, simple, easy to learn and user friendly. This treatise on modern parliamentary procedure is built on a foundation supported by the following four pillars: 1. Rules should establish order. The first purpose of rules of parliamentary procedure is to establish a framework for the orderly conduct of meetings. 2. Rules should be clear. Simple rules lead to wider understanding and participation. Complex rules create two classes: those who understand and participate; and those who do not fully understand and do not fully participate. 3. Rules should be user friendly. That is, the rules must be simple enough that the public is invited into the body and feels that it has participated in the process. 4. Rules should enforce the will of the majority while protecting the rights of the minority. The ultimate purpose of rules of procedure is to encourage discussion and to facilitate decision making by the body. In a democracy, majority rules. The rules must enable the majority to express itself and fashion a result, while permitting the minority to also express itself, but not dominate, while fully participating in the process. Establishing a Quorum The starting point for a meeting is the establishment of a quorum. A quorum is defined as the minimum number of members of the body who must be present at a meeting for business to be legally transacted. The default rule is that a quorum is one more than half the body. For example, in a five-member body a quorum is three. When the body has three members present, it can legally transact business. If the body has less than a quorum of members present, it cannot legally transact business. And even if the body has a quorum to begin the meeting, the body can lose the quorum during the meeting when a member departs (or even when a member leaves the dais). When that occurs, the body loses its ability to transact business until and unless a quorum is reestablished. The default rule, identified above, however, gives way to a specific rule of the body that establishes a quorum. For example, the rules of a particular five-member body may indicate that a quorum is four members for that particular body. The body must follow the rules it has established for its quorum. In the absence of such a specific rule, the quorum is one more than half the members of the body. The Role of the Chair While all members of the body should know and understand the rules of parliamentary procedure, it is the chair of the body who is charged with applying the rules of conduct of the meeting. The chair should be well versed in those rules. For all intents and purposes, the chair makes the final ruling on the rules every time the chair states an action. In fact, all decisions by the chair are final unless overruled by the body itself. Since the chair runs the conduct of the meeting, it is usual courtesy for the chair to play a less active role in the debate and discussion than other members of the body. This does not mean that the chair should not participate in the debate or discussion. To the contrary, as a member of the body, the chair has the full right to participate in the debate, discussion and decision-making of the body. What the chair should do, however, is strive to be the last to speak at the discussion and debate stage. The chair should not make or second a motion unless the chair is convinced that no other member of the body will do so at that point in time. The Basic Format for an Agenda Item Discussion Formal meetings normally have a written, often published agenda. Informal meetings may have only an oral or understood agenda. In either case, the meeting is governed by the agenda and the agenda constitutes the body’s agreed-upon roadmap for the meeting. Each agenda item can be handled by the chair in the following basic format: G.7.a Packet Pg. 327 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 27 27 01247.0001/927490.1 01247.0001/927490.2 First, the chair should clearly announce the agenda item number and should clearly state what the agenda item subject is. The chair should then announce the format (which follows) that will be followed in considering the agenda item. Second, following that agenda format, the chair should invite the appropriate person or persons to report on the item, including any recommendation that they might have. The appropriate person or persons may be the chair, a member of the body, a staff person, or a committee chair charged with providing input on the agenda item. Third, the chair should ask members of the body if they have any technical questions of clarification. At this point, members of the body may ask clarifying questions to the person or persons who reported on the item, and that person or persons should be given time to respond. Fourth, the chair should invite public comments, or if appropriate at a formal meeting, should open the public meeting for public input. If numerous members of the public indicate a desire to speak to the subject, the chair may limit the time of public speakers. At the conclusion of the public comments, the chair should announce that public input has concluded (or the public hearing, as the case may be, is closed). Fifth, the chair should invite a motion. The chair should announce the name of the member of the body who makes the motion. Sixth, the chair should determine if any member of the body wishes to second the motion. The chair should announce the name of the member of the body who seconds the motion. It is normally good practice for a motion to require a second before proceeding to ensure that it is not just one member of the body who is interested in a particular approach. However, a second is not an absolute requirement, and the chair can proceed with consideration and vote on a motion even when there is no second. This is a matter left to the discretion of the chair. Seventh, if the motion is made and seconded, the chair should make sure everyone understands the motion. This is done in one of three ways: 1. The chair can ask the maker of the motion to repeat it; 2. The chair can repeat the motion; or 3. The chair can ask the secretary or the clerk of the body to repeat the motion. Eighth, the chair should now invite discussion of the motion by the body. If there is no desired discussion, or after the discussion has ended, the chair should announce that the body will vote on the motion. If there has been no discussion or very brief discussion, then the vote on the motion should proceed immediately and there is no need to repeat the motion. If there has been substantial discussion, then it is normally best to make sure everyone understands the motion by repeating it. Ninth, the chair takes a vote. Simply asking for the “ayes” and then asking for the “nays” normally does this. If members of the body do not vote, then they “abstain.” Unless the rules of the body provide otherwise (or unless a super majority is required as delineated later in these rules), then a simple majority (as defined in law or the rules of the body as delineated later in these rules) determines whether the motion passes or is defeated. Tenth, the chair should announce the result of the vote and what action (if any) the body has taken. In announcing the result, the chair should indicate the names of the members of the body, if any, who voted in the minority on the motion. This announcement might take the following form: “The motion passes by a vote of 3-2, with Smith and Jones dissenting. We have passed the motion requiring a 10-day notice for all future meetings of this body.” Motions in General Motions are the vehicles for decision making by a body. It is usually best to have a motion before the body prior to commencing discussion of an agenda item. This helps the body focus. Motions are made in a simple two-step process. First, the chair should recognize the member of the body. Second, the member of the body makes a motion by preceding the member’s desired approach with the words “I move … ” A typical motion might be: “I move that we give a 10-day notice in the future for all our meetings.” The chair usually initiates the motion in one of three ways: 1. Inviting the members of the body to make a motion, for example, “A motion at this time would be in order.” 2. Suggesting a motion to the members of the body, “A motion would be in order that we give a 10-day notice in the future for all our meetings.” 3. Making the motion. As noted, the chair has every right as a member of the body to make a motion, but should normally do so only if the chair wishes to make a motion on an item but is convinced that no other member of the body is willing to step forward to do so at a particular time. The Three Basic Motions There are three motions that are the most common and recur often at meetings: The basic motion. The basic motion is the one that puts forward a decision for the body’s consideration. A basic motion might be: “I move that we create a five-member committee to plan and put on our annual fundraiser.” G.7.a Packet Pg. 328 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 28 28 01247.0001/927490.1 01247.0001/927490.2 The motion to amend. If a member wants to change a basic motion that is before the body, they would move to amend it. A motion to amend might be: “I move that we amend the motion to have a 10-member committee.” A motion to amend takes the basic motion that is before the body and seeks to change it in some way. The substitute motion. If a member wants to completely do away with the basic motion that is before the body, and put a new motion before the body, they would move a substitute motion. A substitute motion might be: “I move a substitute motion that we cancel the annual fundraiser this year.” “Motions to amend” and “substitute motions” are often confused, but they are quite different, and their effect (if passed) is quite different. A motion to amend seeks to retain the basic motion on the floor, but modify it in some way. A substitute motion seeks to throw out the basic motion on the floor, and substitute a new and different motion for it. The decision as to whether a motion is really a “motion to amend” or a “substitute motion” is left to the chair. So if a member makes what that member calls a “motion to amend,” but the chair determines that it is really a “substitute motion,” then the chair’s designation governs. A “friendly amendment” is a practical parliamentary tool that is simple, informal, saves time and avoids bogging a meeting down with numerous formal motions. It works in the following way: In the discussion on a pending motion, it may appear that a change to the motion is desirable or may win support for the motion from some members. When that happens, a member who has the floor may simply say, “I want to suggest a friendly amendment to the motion.” The member suggests the friendly amendment, and if the maker and the person who seconded the motion pending on the floor accepts the friendly amendment, that now becomes the pending motion on the floor. If either the maker or the person who seconded rejects the proposed friendly amendment, then the proposer can formally move to amend. Multiple Motions Before the Body There can be up to three motions on the floor at the same time. The chair can reject a fourth motion until the chair has dealt with the three that are on the floor and has resolved them. This rule has practical value. More than three motions on the floor at any given time is confusing and unwieldy for almost everyone, including the chair. When there are two or three motions on the floor (after motions and seconds) at the same time, the vote should proceed first on the last motion that is made. For example, assume the first motion is a basic “motion to have a five-member committee to plan and put on our annual fundraiser.” During the discussion of this motion, a member might make a second motion to “amend the main motion to have a 10- member committee, not a five-member committee to plan and put on our annual fundraiser.” And perhaps, during that discussion, a member makes yet a third motion as a “substitute motion that we not have an annual fundraiser this year.” The proper procedure would be as follows: First, the chair would deal with the third (the last) motion on the floor, the substitute motion. After discussion and debate, a vote would be taken first on the third motion. If the substitute motion passed, it would be a substitute for the basic motion and would eliminate it. The first motion would be moot, as would the second motion (which sought to amend the first motion), and the action on the agenda item would be completed on the passage by the body of the third motion (the substitute motion). No vote would be taken on the first or second motions. Second, if the substitute motion failed, the chair would then deal with the second (now the last) motion on the floor, the motion to amend. The discussion and debate would focus strictly on the amendment (should the committee be five or 10 members). If the motion to amend passed, the chair would then move to consider the main motion (the first motion) as amended. If the motion to amend failed, the chair would then move to consider the main motion (the first motion) in its original format, not amended. Third, the chair would now deal with the first motion that was placed on the floor. The original motion would either be in its original format (five-member committee), or if amended, would be in its amended format (10-member committee). The question on the floor for discussion and decision would be whether a committee should plan and put on the annual fundraiser. To Debate or Not to Debate The basic rule of motions is that they are subject to discussion and debate. Accordingly, basic motions, motions to amend, and substitute motions are all eligible, each in their turn, for full discussion before and by the body. The debate can continue as long as members of the body wish to discuss an item, subject to the decision of the chair that it is time to move on and take action. There are exceptions to the general rule of free and open debate on motions. The exceptions all apply when there is a desire of the body to move on. The following motions are not debatable (that is, when the following motions are made and seconded, the chair must immediately call for a vote of the body without debate on the motion): Motion to adjourn. This motion, if passed, requires the body to immediately adjourn to its next regularly scheduled meeting. It requires a simple majority vote. Motion to recess. This motion, if passed, requires the body to immediately take a recess. Normally, the chair determines the length of the recess which may be a few minutes or an hour. It requires a simple majority vote. Motion to fix the time to adjourn. This motion, if passed, requires the body to adjourn the meeting at the specific time set in the motion. For example, the motion might be: “I move we adjourn this meeting at midnight.” It requires a simple majority vote. G.7.a Packet Pg. 329 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 29 29 01247.0001/927490.1 01247.0001/927490.2 Motion to table. This motion, if passed, requires discussion of the agenda item to be halted and the agenda item to be placed on “hold.” The motion can contain a specific time in which the item can come back to the body.“I move we table this item until our regular meeting in October.” Or the motion can contain no specific time for the return of the item, in which case a motion to take the item off the table and bring it back to the body will have to be taken at a future meeting. A motion to table an item (or to bring it back to the body) requires a simple majority vote. Motion to limit debate. The most common form of this motion is to say, “I move the previous question” or “I move the question” or “I call the question” or sometimes someone simply shouts out “question.” As a practical matter, when a member calls out one of these phrases, the chair can expedite matters by treating it as a “request” rather than as a formal motion. The chair can simply inquire of the body, “any further discussion?” If no one wishes to have further discussion, then the chair can go right to the pending motion that is on the floor. However, if even one person wishes to discuss the pending motion further, then at that point, the chair should treat the call for the “question” as a formal motion, and proceed to it. When a member of the body makes such a motion (“I move the previous question”), the member is really saying: “I’ve had enough debate. Let’s get on with the vote.” When such a motion is made, the chair should ask for a second, stop debate, and vote on the motion to limit debate. The motion to limit debate requires a two-thirds vote of the body. Note: A motion to limit debate could include a time limit. For example: “I move we limit debate on this agenda item to 15 minutes.” Even in this format, the motion to limit debate requires a two- thirds vote of the body. A similar motion is a motion to object to consideration of an item. This motion is not debatable, and if passed, precludes the body from even considering an item on the agenda. It also requires a two-thirds vote. Majority and Super Majority Votes In a democracy, a simple majority vote determines a question. A tie vote means the motion fails. So in a seven-member body, a vote of 4- 3 passes the motion. A vote of 3-3 with one abstention means the motion fails. If one member is absent and the vote is 3-3, the motion still fails. All motions require a simple majority, but there are a few exceptions. The exceptions come up when the body is taking an action which effectively cuts off the ability of a minority of the body to take an action or discuss an item. These extraordinary motions require a two- thirds majority (a super majority) to pass: Motion to limit debate. Whether a member says, “I move the previous question,” or “I move the question,” or “I call the question,” or “I move to limit debate,” it all amounts to an attempt to cut off the ability of the minority to discuss an item, and it requires a two-thirds vote to pass. Motion to close nominations. When choosing officers of the body (such as the chair), nominations are in order either from a nominating committee or from the floor of the body. A motion to close nominations effectively cuts off the right of the minority to nominate officers and it requires a two-thirds vote to pass. Motion to object to the consideration of a question. Normally, such a motion is unnecessary since the objectionable item can be tabled or defeated straight up. However, when members of a body do not even want an item on the agenda to be considered, then such a motion is in order. It is not debatable, and it requires a two-thirds vote to pass. Motion to suspend the rules. This motion is debatable, but requires a two-thirds vote to pass. If the body has its own rules of order, conduct or procedure, this motion allows the body to suspend the rules for a particular purpose. For example, the body (a private club) might have a rule prohibiting the attendance at meetings by non-club members. A motion to suspend the rules would be in order to allow a non-club member to attend a meeting of the club on a particular date or on a particular agenda item. Counting Votes The matter of counting votes starts simple, but can become complicated. Usually, it’s pretty easy to determine whether a particular motion passed or whether it was defeated. If a simple majority vote is needed to pass a motion, then one vote more than 50 percent of the body is required. For example, in a five-member body, if the vote is three in favor and two opposed, the motion passes. If it is two in favor and three opposed, the motion is defeated. If a two-thirds majority vote is needed to pass a motion, then how many affirmative votes are required? The simple rule of thumb is to count the “no” votes and double that count to determine how many “yes” votes are needed to pass a particular motion. For example, in a seven-member body, if two members vote “no” then the “yes” vote of at least four members is required to achieve a two-thirds majority vote to pass the motion. What about tie votes? In the event of a tie, the motion always fails since an affirmative vote is required to pass any motion. For example, in a five-member body, if the vote is two in favor and two opposed, with one member absent, the motion is defeated. Vote counting starts to become complicated when members vote “abstain” or in the case of a written ballot, cast a blank (or unreadable) ballot. Do these votes count, and if so, how does one count them? The starting point is always to check the statutes. In California, for example, for an action of a board of supervisors to be valid and binding, the action must be approved by a majority of the board. (California Government Code Section 25005.) Typically, this means three of the fi e members of the board must vote affir matively in favor of the action. A vote of 2-1 would not be sufficient. A vote of 3-0 with two abstentions would be sufficient. In general law cities in G.7.a Packet Pg. 330 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 30 30 01247.0001/927490.1 01247.0001/927490.2 California, as another example, resolutions or orders for the payment of money and all ordinances require a recorded vote of the total members of the city council. (California Government Code Section 36936.) Cities with charters may prescribe their own vote requirements. Local elected officials are always well-advised to consult with their local agency counsel on how state law may affect the vote count. After consulting state statutes, step number two is to check the rules of the body. If the rules of the body say that you count votes of “those present” then you treat abstentions one way. However, if the rules of the body say that you count the votes of those “present and voting,” then you treat abstentions a different way. And if the rules of the body are silent on the subject, then the general rule of thumb (and default rule) is that you count all votes that are “present and voting.” Accordingly, under the “present and voting” system, you would NOT count abstention votes on the motion. Members who abstain are counted for purposes of determining quorum (they are “present”), but you treat the abstention votes on the motion as if they did not exist (they are not “voting”). On the other hand, if the rules of the body specifically say that you count votes of those “present” then you DO count abstention votes both in establishing the quorum and on the motion. In this event, the abstention votes act just like “no” votes. How does this work in practice? Here are a few examples. Assume that a five-member city council is voting on a motion that requires a simple majority vote to pass and assume further that the body has no specific rule on counting votes. Accordingly, the default rule kicks in and we count all votes of members that are “present and voting.” If the vote on the motion is 3-2, the motion passes. If the motion is 2-2 with one abstention, the motion fails. Assume a five-member city council voting on a motion that requires a two-thirds majority vote to pass, and further assume that the body has no specific rule on counting votes. Again, the default rule applies. If the vote is 3-2, the motion fails for lack of a two-thirds majority. If the vote is 4-1, the motion passes with a clear two-thirds majority. A vote of three “yes,” one “no” and one “abstain” also results in passage of the motion. Once again, the abstention is counted only for the purpose of determining quorum, but on the actual vote on the motion, it is as if the abstention vote never existed — so an effective 3-1 vote is clearly a two-thirds majority vote. Now, change the scenario slightly. Assume the same five-member city council voting on a motion that requires a two-thirds majority vote to pass, but now assume that the body DOES have a specific rule requiring a two-thirds vote of members “present.” Under this specific rule, we must count the members present not only for quorum but also for the motion. In this scenario, any abstention has the same force and effect as if it were a “no” vote. Accordingly, if the votes were three “yes,” one “no” and one “abstain,” then the motion fails. The abstention in this case is treated like a “no” vote and effective vote of 3-2 is not enough to pass two-thirds majority muster. Now, exactly how does a member cast an “abstention” vote? Any time a member votes “abstain” or says, “I abstain,” that is an abstention. However, if a member votes “present” that is also treated as an abstention (the member is essentially saying,“Count me for purposes of a quorum, but my vote on the issue is abstain.”) In fact, any manifestation of intention not to vote either “yes” or “no” on the pending motion may be treated by the chair as an abstention. If written ballots are cast, a blank or unreadable ballot is counted as an abstention as well. Can a member vote “absent” or “count me as absent?” Interesting question. The ruling on this is up to the chair. The better approach is for the chair to count this as if the member had left his/her chair and is actually “absent.” That, of course, affects the quorum. However, the chair may also treat this as a vote to abstain, particularly if the person does not actually leave the dais. The Motion to Reconsider There is a special and unique motion that requires a bit of explanation all by itself; the motion to reconsider. A tenet of parliamentary procedure is finality. After vigorous discussion, debate and a vote, there must be some closure to the issue. And so, after a vote is taken, the matter is deemed closed, subject only to reopening if a proper motion to consider is made and passed. A motion to reconsider requires a majority vote to pass like other garden-variety motions, but there are two special rules that apply only to the motion to reconsider. First, is the matter of timing. A motion to reconsider must be made at the meeting where the item was first voted upon. A motion to reconsider made at a later time is untimely. (The body, however, can always vote to suspend the rules and, by a two-thirds majority, allow a motion to reconsider to be made at another time.) Second, a motion to reconsider may be made only by certain members of the body. Accordingly, a motion to reconsider may be made only by a member who voted in the majority on the original motion. If such a member has a change of heart, he or she may make the motion to reconsider (any other member of the body — including a member who voted in the minority on the original motion — may second the motion). If a member who voted in the minority seeks to make the motion to reconsider, it must be ruled out of order. The purpose of this rule is finality. If a member of minority could make a motion to reconsider, then the item could be brought back to the body again and again, which would defeat the purpose of finality. If the motion to reconsider passes, then the original matter is back before the body, and a new original motion is in order. The matter may be discussed and debated as if it were on the floor for the first time. G.7.a Packet Pg. 331 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 31 31 01247.0001/927490.1 01247.0001/927490.2 Courtesy and Decorum The rules of order are meant to create an atmosphere where the members of the body and the members of the public can attend to business efficiently, fairly and with full participation. At the same time, it is up to the chair and the members of the body to maintain common courtesy and decorum. Unless the setting is very informal, it is always best for only one person at a time to have the floor, and it is always best for every speaker to be first recognized by the chair before proceeding to speak. The chair should always ensure that debate and discussion of an agenda item focuses on the item and the policy in question, not the personalities of the members of the body. Debate on policy is healthy, debate on personalities is not. The chair has the right to cut off discussion that is too personal, is too loud, or is too crude. Debate and discussion should be focused, but free and open. In the interest of time, the chair may, however, limit the time allotted to speakers, including members of the body. Can a member of the body interrupt the speaker? The general rule is “no.” There are, however, exceptions. A speaker may be interrupted for the following reasons: Privilege. The proper interruption would be,“point of privilege.” The chair would then ask the interrupter to “state your point.” Appropriate points of privilege relate to anything that would interfere with the normal comfort of the meeting. For example, the room may be too hot or too cold, or a blowing fan might interfere with a person’s ability to hear. Order. The proper interruption would be,“point of order.” Again, the chair would ask the interrupter to “state your point.” Appropriate points of order relate to anything that would not be considered appropriate conduct of the meeting. For example, if the chair moved on to a vote on a motion that permits debate without allowing that discussion or debate. Appeal. If the chair makes a ruling that a member of the body disagrees with, that member may appeal the ruling of the chair. If the motion is seconded, and after debate, if it passes by a simple majority vote, then the ruling of the chair is deemed reversed. Call for orders of the day. This is simply another way of saying, “return to the agenda.” If a member believes that the body has drifted from the agreed-upon agenda, such a call may be made. It does not require a vote, and when the chair discovers that the agenda has not been followed, the chair simply reminds the body to return to the agenda item properly before them. If the chair fails to do so, the chair’s determination may be appealed. Withdraw a motion. During debate and discussion of a motion, the maker of the motion on the floor, at any time, may interrupt a speaker to withdraw his or her motion from the floor. The motion is immediately deemed withdrawn, although the chair may ask the person who seconded the motion if he or she wishes to make the motion, and any other member may make the motion if properly recognized. Special Notes About Public Input The rules outlined above will help make meetings very public- friendly. But in addition, and particularly for the chair, it is wise to remember three special rules that apply to each agenda item: Rule One: Tell the public what the body will be doing. Rule Two: Keep the public informed while the body is doing it. Rule Three: When the body has acted, tell the public what the body did. G.7.a Packet Pg. 332 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 32 32 01247.0001/927490.1 01247.0001/927490.2 1400 K Street, Sacramento, CA 95814 (916) 658-8200 | Fax (916) 658-8240 www.cacities.org To order additional copies of this publication, call (916) 658-8200. $10 © 2011 League of California Cities. All rights reserved. Printed on recycled paper. G.7.a Packet Pg. 333 At t a c h m e n t : C o m p a r i s o n R e p o r t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) - 1 ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) City of Grand Terrace Council Procedures Adopted August 10, 2006 Revised 01/13/2015, 06/25/2019, 05/25/2021, 09/27/2022, and 10/10/23 G.7.b Packet Pg. 334 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) TABLE OF CONTENTS MEETINGS 1.1 Regular Meetings ............................................................................................. 4 1.2 Adjourned Meetings ......................................................................................... 4 1.3 Special Meetings ............................................................................................. 4 1.4 Emergency Meetings ....................................................................................... 4 1.5 Closed Sessions-Matters of Discussion ........................................................... 4 1.6 Closed Session-Report of Action/Statement of Reasons ................................. 5 1.7 Quorum ........................................................................................................... 5 1.8 Meeting End Time ........................................................................................... 5 ORDER OF BUSINESS 2.1 Agenda ..................................................................................................................... 5 2.2 Requests for Future Agenda Items by the Public …. ....................................... 7 2.3 Call to Order…… ............................................................................................. 7 2.4 Roll Call ........................................................................................................... 7 2.5 Absence of City Clerk ...................................................................................... 7 2.6 Preparation/Approval of Minutes ...................................................................... 8 2.7 Public Hearings................................................................................................ 8 2.8 Resolutions. ............................................................................................................. 9 2.9 Ordinances ............................................................................................................... 9 2.10 Urgency Ordinances (Emergency .................................................................. 10 2.11 Consideration of Items not on the City Council Agenda ................................. 10 2.12 Adjournment ........................................................................................................... 10 III PRESIDING OFFICER 3.1 Presiding Officer .............................................................................................. 10 3.2 Participation of Presiding Officer ...................................................................... 11 3.3 Question (Motion) to be Stated ........................................................................ 11 3.4 Signing of Document ....................................................................................... 11 3.5 Maintenance of Order ...................................................................................... 11 3.6 Authority to Sign Resolutions of Support ......................................................... 11 IV RULES, DECORUM, AND ORDER 4.1 Points of Order ................................................................................................. 11 4.2 Decorum and Order - Council Members .......................................................... 12 4.3 Decorum and Order – Employees.................................................................... 12 4.4 Decorum and Order – Public ........................................................................... 12 4.5 Personal Interest .............................................................................................. 14 4.6 Limitation of Debate ......................................................................................... 14 4.7 Dissent and Protest ......................................................................................... 14 4.8 Procedures and Rule ....................................................................................... 14 4.9 Sergeant at Arms............................................................................................. 14 4.10 Meeting Disruptions ....................................................................................... 14 4.11 Enforcement .................................................................................................. 14 V ADDRESSING THE COUNCIL 5.1 Manner of Addressing the Council .................................................................. 20 5.2 Time Limitation ............................................................................................... 21 5.3 Addressing the Council After Motion is Made ................................................. 21 5.4 Written Communication ................................................................................... 21 G.7.b Packet Pg. 335 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) VI MOTIONS 6.1 General Procedure of Acting on Agenda Items ............................................. 21 6.2 Processing of Motions. .................................................................................... 22 6.3 Division of Motion ........................................................................................... 22 6.4 Order of Motions ............................................................................................. 22 6.5 Particular Motions, Purpose, and Criteria ........................................................ 22 VII VOTING 7.1 Voting Procedure ............................................................................................. 23 7.2 Voting ....................................................................................................................... 23 7.3 Failure to Vote ................................................................................................. 23 7.4 Reconsideration ............................................................................................... 24 VIII ROSENBERG’S RULES OF ORDER ........................................................................ 25 G.7.b Packet Pg. 336 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 4 I MEETINGS The Ralph M. Brown Act, commencing at Government Code Section 54950 et seq., (“Brown Act”) governs the meetings of the City Council. Except for very limited circumstances, the Brown Act requires that all City Council meetings be conducted in open session. 1.1 REGULAR MEETINGS. The Regular City Council Meetings are held on the second and fourth Tuesday of every month, beginning at 6:00 p.m. 1.2 ADJOURNED MEETINGS. Any regular or adjourned meeting may be adjourned to a time, place, and date certain, but not beyond the next regular meeting. 1.3 SPECIAL MEETINGS. A special meeting may be called at any time by the Presiding Officer of the legislative body of a local agency, or by a majority of the members of the legislative body, by delivering written notice to each member of the legislative body and to each local newspaper of general circulation and radio or television station requesting notice in writing. The notice shall be delivered personally, by fax or e-mail or by any other means and shall be received at least 24-hours before the time of the meeting as specified in the notice. The call and notice shall specify the time and place of the special meeting and the business to be transacted or discussed. No other business shall be considered at these meetings by the legislative body. The written notice may be dispensed with as to any member who at, or prior to, the time the meeting convenes files with the clerk or secretary of the legislative body a written waiver of notice. The waiver may be given by telegram, fax or e-mail. The written notice may also be dispensed with as to any member who is actually present at the meeting at the time it convenes. The call and notice shall be posted at least 24 hours prior to the special meeting in a location that is freely accessible to members of the public. 1.4 EMERGENCY MEETINGS. In the case of an emergency situation involving matters upon which prompt action is necessary due to the disruption or threatened disruption of public facilities, a legislative body may hold an emergency meeting without complying with either the 24-hour notice requirement or the 24-hour posting requirement of Government Code Section 54956, or both of the notice and posting requirements. 1.5 CLOSED SESSIONS - MATTERS OF DISCUSSION. Any matter proposed to be considered in closed session must appear on the posted agenda unless added on an emergency basis in the same manner as required for items on the open agenda. Closed session item descriptions shall generally comply with Government Code Section 54954.5. Following the conclusion of closed session, any action taken shall be reported in open session if required by Government Code Section 54957.1. All meetings of the Council shall be open to the public; however, the Council may hold Closed Sessions, from which the public may be excluded, for consideration of the following subjects: G.7.b Packet Pg. 337 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 5 a. Pending litigation; b. Threatened or anticipated litigation against the local agency; c. Commencement of litigation; d. Real estate negotiations; e. Public Employment; and f. Labor Negotiations 1.6 CLOSED SESSIONS - REPORT OF ACTION/STATEMENT OF REASONS. Any matter proposed to be considered in closed session must appear on the posted agenda unless added on an emergency basis in the same manner as required for items on the open agenda. Closed session item descriptions shall generally comply with Government Code Section 554954.5. Following the conclusion of closed session, any action taken shall be reported in open session if required by Government Code Section 54957.1. Prior to, or after, a Closed Session, the Council shall state the general reason, or reasons, for the Closed Session. The Council may consider only those items covered in the statement. 1.7 QUORUM. A majority of the Council (three members) shall be sufficient to conduct business. In the absence of a majority of the Council Members from a regular or adjourned meeting, the City Clerk may declare the meeting adjourned to a stated day and hour. Motions may be passed by a 2-1 vote if only three Members are present. However, the following matters require a minimum of three affirmative votes: a. Ordinances (emergency/urgency ordinances require four affirmative votes); b. Resolutions; c. Orders for payment of money; d. Selection of Officers (exclusive of Presiding Officer). 1.8 MEETING END TIME. Except as to matters discussed in closed session in compliance with the Brown Act, City Council meetings shall conclude at 10:00 P.M. If the City Council desires to continue after 10:00 P.M., then a motion may be made to extend the meeting after 10:00 P.M., provided that such a motion shall specify the proposed meeting end time and shall require a second (e.g., “I move to extend the meeting end time to 11:00 P.M.”). This motion shall require approval of a majority of the City Council members then voting in order to pass. II ORDER OF BUSINESS 2.1 AGENDA. The order of business of Council meetings will be listed in the Agenda prepared by the City Clerk. The Council will follow the order of business in the prepared Agenda; items of general, or special, interest may be taken out of order by the Chair or by a majority vote of the Council. G.7.b Packet Pg. 338 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 6 a. Consent Calendar. Consent Calendar items are considered by Council to be routine and noncontroversial and will all be enacted by one motion in the form listed. There will be no separate discussion of these items prior to the time the Council votes on the motion to adopt unless members of the Council, Staff, or the public request specific items be removed from the Consent Calendar for separate action. The Check Register will routinely appear on the Consent Calendar. Any Council Member may request that an item be removed from the Consent Calendar. Removed items will be heard immediately after approval of the remaining items on the Consent Calendar or later in the meeting. If a Council Member removes an item from the Consent Calendar, then he or she shall have the responsibility to make a motion on the item (e.g., a motion to approve, deny, continue, etc.). No request for funds from the City may be considered on Consent Calendar. b. Public Comment. This is the opportunity for members of the public to comment on any items not appearing on the regular agenda. Because of restrictions contained in California Law, the City Council may not discuss, or act on, any item not on the agenda, but may briefly respond to statements made or ask a question for clarification. The Chair may also request a brief response from staff to questions raised during public comment or may request a matter be agendized for a future meeting. Public Comment shall be placed on the agenda immediately after conducting Roll Call. c. Requests for Future Agenda Items by City Council. At this time, the City Council may propose items for discussion and/or action at a future duly agendized City Council meeting. A consensus of a majority of the quorum is required to place an item on a future agenda. d. Public Comment on Agenda Items. Members of the public will be given an opportunity to address items on the agenda, before action is taken on the items, by filing out a speaker card indicating their desire to speak on a specific agenda item. e. City Council Communications. This section shall be placed at the end of the Council Agenda, but immediately before the “City Manager Communications” section. This is an opportunity for the Mayor and Council Members to report on their activities and the actions of the Committees G.7.b Packet Pg. 339 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 7 upon which they sit and to bring a matter to the attention of the full Council and staff. When a Council Member travels at the City’s expense serving as a representative of the City at a committee meeting or conference, the Council Member must provide an update report on that activity at the next Council meeting. Any matter that was considered during the public hearing portion is not appropriate for discussion in this section of the agenda. NO ACTION CAN BE TAKEN AT THIS TIME. f. City Manager Communications. This is an opportunity for the City Manager to make any City-related announcements to the Council and members of the public. 2.2 REQUESTS FOR FUTURE AGENDA ITEMS BY THE PUBLIC. Any request to have an item placed on a future agenda must be made in writing and submitted to the City Clerk’s office. The City Clerk will provide copies of the request to Council Members prior to the next Council meeting; however, it is the City Manager's, or majority of Council's, discretion whether to place the item on the next regular Agenda. 2.3 CALL TO ORDER. The meeting of the Council shall be called to order by the Chair or, in his/her absence, the Vice Chair. (See Section 3.1 for absence of Chair and Vice Chair.) In the absence of all Council Members, the City Clerk shall call the meeting to order and declare the same adjourned to a stated day and hour. The meetings will be opened with invocation and the Pledge of Allegiance. 2.4 ROLL CALL. A roll call of Chair and Council Members will be conducted by the City Clerk, who enters the names of those present and those absent in the Minutes. 2.5 ABSENCE OF CITY CLERK. If the City Clerk is absent from a Council meeting, the Deputy City Clerk acts in the Clerk's behalf. If there is no Clerk or Deputy present, the Chair shall appoint a Council Member to serve as City Clerk Pro Tempore (Gov’t Code § 36804). 2.6 PREPARATION/APPROVAL OF MINUTES. It is the City Clerk's responsibility to maintain a record (Minutes) of Council meetings. The Clerk shall have exclusive responsibility for preparation of the Minutes, and any directions for changes in the Minutes may be made only by Council action. In order to maintain a full and true Minute record, the Minutes shall consist of a clear and concise statement of each and every Council action including motions made and the vote thereon. Items may be included if considered to be particularly relevant or otherwise necessary by the Clerk. Action Minutes will be taken of all City Council meetings (Regular, Special; Emergency) by the City Clerk, or designee. Any Council Member may request a statement be included in the Minutes by indicating "for the record." G.7.b Packet Pg. 340 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 8 The Minutes shall also include hyperlinks to allow access to staff reports, attachments and any presentation materials (e.g., PowerPoint presentations) presented to the City Council. 2.7 PUBLIC HEARINGS. It is the policy of the Council to assure that the due process rights of all persons are protected during City hearings. A “quasi-judicial” hearing is a hearing that requires a higher level of procedural due process because of the potential impact on life, liberty or property). Usually, quasi-judicial hearings involve a single parcel of land and apply facts and evidence in the context of existing law. Findings must be stated to explain the evidentiary basis for the Council’s decision. The following procedure is suggested for conducting public hearings in which there is an applicant (e.g., land use applications: a. Chair states the Public Hearing Item. b. Announcement of any ex parte communications, conflicts of interest, and/or recusals. c. Staff Presentation and recommendation on the Public Hearing Item. d. Council asks questions of Staff. e. Open the Public Hearing. 1. Applicant’s presentation on the Public Hearing Item. 2. Council asks questions of the Applicant. 3. Public Testimony in favor and against the Public Hearing Item. 4. Applicant’s rebuttal. f. Close the Public Hearing. g. Council deliberates on the Public Hearing item. h. Council votes. The following procedure is suggested for conducting public hearing in which there is no applicant (e.g., a City-initiated change to the Development Code): a. Chair states the Public Hearing Item. b. Announcement of any ex parte communications, conflicts of interest, and/or recusals. c. Staff Presentation and recommendation on the Public Hearing Item. d. Council asks questions of Staff. G.7.b Packet Pg. 341 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 9 e. Open the Public Hearing to allow public testimony in favor and against the Public Hearing Item. f. Close the Public Hearing. g. Council deliberates on the Public Hearing Item. h. Council votes on the item. Council Members should also refrain from asking questions or, in any way, interfere with the “public testimony” portion of the Public Hearing section. 2.8 RESOLUTIONS Resolutions Not Prepared in Advance of a City Council meeting: When a resolution has not been prepared in advance of a City Council meeting, the procedure shall be to instruct the City Attorney to prepare a resolution for presentation at the next Council Meeting. Urgency Resolutions: In matters of urgency, a resolution may be presented verbally, with specific instructions to the City Attorney and staff for written preparation of the urgency resolution. After the resolution has been verbally stated, the resolution may be adopted by three affirmative votes. Urgency resolutions shall be avoided except when absolutely necessary. 2.9 ORDINANCES Consent Calendar Agenda Item #1, on the City Council agenda shall waive full reading of all ordinances on the City Council agenda. Council will approve the introduction, or first reading, of the ordinance, by title only and if approved, the adoption and second reading will be scheduled for the following Council meeting. The first reading of a proposed ordinance will be placed under the “New Business” or “Public Hearing” sections of the agenda pursuant to applicable law. The second reading of a proposed ordinance will be placed on the Consent Calendar except as otherwise required by applicable law. With the exception of urgency (emergency) ordinances, no ordinance shall be adopted by the Council on the date of introduction, nor within five days thereafter, nor at any time other than a regular or adjourned regular meeting. An ordinance must be adopted, at its second reading, by at least three affirmative votes, and becomes effective 30 days thereafter (an urgency ordinance requires a minimum of four affirmative votes and becomes effective immediately, Ref: Sec. 2.10). If an ordinance is altered after first reading, a motion for an amended first reading G.7.b Packet Pg. 342 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 10 is required. The ordinance shall not be considered for adoption until five days thereafter. Correction of a typographical or clerical error does not constitute alteration of the ordinance. 2.10 URGENCY ORDINANCES (EMERGENCY). An ordinance which is necessary to go into effect immediately and requires a four-fifths vote to do so. It is required, however, to be on the regular posted City Council agenda. 2.11 CONSIDERATION OF ITEMS NOT ON THE CITY COUNCIL AGENDA. No matters, other than those appearing on the Agenda, will be acted upon by the City Council, except matters which are deemed to be of an emergency nature requiring action prior to the next regular meeting and which arose after the posting of the Agenda. Adding such items requires a four-fifths vote of the City Council. 2.12 ADJOURNMENT. Adjournment of the meeting to the next regular meeting does not require a motion. A motion is required to adjourn a meeting to an adjourned meeting specifying the date, time, and place of said adjourned meeting. III PRESIDING OFFICER 3.1 PRESIDING OFFICER. The Chair shall be the Presiding Officer at all meetings of the Council. In the absence of the Chair, the Vice Chair shall preside. In the absence of both the Chair and Vice Chair, the Council shall elect a temporary Presiding Officer to serve until the arrival of the Chair or Vice Chair, or until adjournment. The terms "Presiding Officer," "Mayor," and "Chair" shall be used interchangeably within this manual. 3.2 PARTICIPATION OF PRESIDING OFFICER. The Presiding Officer is, primarily, responsible for the conduct of the meeting; may move, second, and debate from the Chair, subject only to such limitations of debate as are imposed on all Council Members; and shall not be deprived of any such rights and privileges. 3.3 QUESTION (MOTION) TO BE STATED. The Presiding Officer shall verbally restate each motion immediately prior to calling for the vote. Following the vote, the City Clerk shall announce whether the motion carried or was defeated. In cases where the action of the Council may be unclear for those in the audience, the Chair shall summarize the action of the Council before proceeding to the next item of business. 3.4 SIGNING OF DOCUMENT. Subject to Council policy, the Chair shall sign ordinances, resolutions, and contracts approved by the Council at meetings at which he/she is in attendance. In the event of his/her absence, the Vice Chair G.7.b Packet Pg. 343 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 11 shall sign all such documents approved and adopted by Council. 3.5 MAINTENANCE OF ORDER. The Chair is responsible for the maintenance of order and decorum at all times. No person shall be allowed to speak who has not first been recognized by the Chair. All questions and remarks shall be addressed to the Chair. 3.6 AUTHORITY TO SIGN RESOLUTIONS OF SUPPORT. The Mayor is authorized to respond to requests for support by the League of California Cities and the California Joint Powers Insurance Authority of its position on legislation before the legislature or the voters with a signed resolution and/or letter, on behalf of the City Council, without a formal vote of the City Council. Prior to signing the aforementioned resolution and/or of support, the request for support from League of California Cities and/or the California Joint Powers Insurance Authority will be distributed to all members of the City Council. Unless the Mayor or City Manager receives a request from a Council member to place the request for support on a council agenda within seventy-two hours of the aforementioned documents being sent, the Mayor shall sign the resolution/letter and cause it to be returned to the League of California Cities and/or the California Joint Powers Insurance Authority. IV RULES, DECORUM, AND ORDER 4.1 POINTS OF ORDER. The Presiding Officer shall determine all Points of Order subject to the right of any Council Member to appeal to the Council. If any appeal is taken, the question shall be in the following form: “Shall the decision of the Presiding Officer be sustained?" In this event, a majority vote shall govern and conclusively determine such question of order. G.7.b Packet Pg. 344 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 12 4.2 DECORUM AND ORDER – COUNCIL MEMBERS 1. Every Council Member desiring to speak shall address the Presiding Officer and, upon recognition by the Presiding Officer, shall confine himself/herself to the question under debate. 2. Every Council Member desiring to question the administrative staff shall address questions to the City Manager or City Attorney, who shall be entitled to either answer the inquiry or designate a member of staff for that purpose. 3. A Council Member who is recognized to speak by the Presiding Officer shall not be interrupted except in the following circumstances: (i) a point of order is raised by another Council Member; or (ii) the recognized Council Member yields to questions from another Council Member. 4. A Council Member who is called to order while speaking shall cease speaking until the question of order is determined. If ruled to be not in order, the Council Member shall remain silent or shall alter the remarks so as to comply with rules of the Council. 5. The Chair and Council Members shall accord the utmost courtesy to each other, to City employees, and to the public appearing before the Council and shall refrain at all times from rude and derogatory remarks, reflections as to integrity, abusive comments, and statements as to motives and personalities. 6. Any Council Member may move to require the Chair to enforce the rules, and the affirmative vote of a majority of the Council shall require the Chair to so act. 4.3 DECORUM AND ORDER – EMPLOYEES. Members of the Administrative staff and employees of the City shall observe the same rules of procedure and decorum applicable to members of the Council. The City Manager shall ensure that all City Employees observe such decorum. Any Staff member, including the City Manager, desiring to address the Council shall first be recognized by the Chair. All remarks shall be addressed to the Chair, and not to anyone individual Council Member or public member. 4.4 DECORUM AND ORDER – PUBLIC. The City Council, elected by the public, must be free to discuss issues confronting the City in an orderly environment. a. Any member of the public who engages in disorderly behavior that actually disrupts, disturbs or otherwise impedes the orderly conduct of any City Council meeting shall, upon an order by the Presiding Officer or a majority of the City Council, be barred from further audience before the City Council during that meeting, pursuant to the provisions of subsection (c), below. b. Disorderly behavior under subsection (a) may include, but is not limited to, the following: G.7.b Packet Pg. 345 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 13 1. Speaking without being recognized by the Presiding Officer. 2. Continuing to speak after the allotted time has expired. 3. Speaking on an item at a time not designated for discussion by the public of that item. 4. Throwing objects. 5. Clapping, booing, or making any other noises that disrupt the meeting. 6. Speaking on an issue that is not within the jurisdiction of the City Council. 7. Attempting to engage the audience rather than the City Council. 8. Refusing to modify conduct after being advised by the Presiding Officer that the conduct is disrupting the meeting or disobeying any other lawful order of the Presiding Officer or a majority of the City Council c. Enforcement. The rules of conduct while addressing the City Council set forth above shall be enforced in the following manner: 1. Call to order and warning to desist. Whenever practicable, the Presiding Officer or a majority of the City Council shall give a warning to the person who is breaching the rules of conduct to be orderly and to comply with the rules of conduct hereunder. Such a warning shall articulate the rule of conduct being violated and the manner in which the person must comply. A warning shall not be necessary when it would not be effective under the circumstances, including when, but not limited to, the disturbance is such that the warning cannot be heard above the noise, or the conduct of the person or persons constitutes an immediate threat to public safety, such as the throwing of objects or specific threats of harm and the apparent, present ability to carry out such threats. A warning shall also not be necessary when an individual violates the rules of conduct more than once during a Council meeting, or continuously violates the rules of conduct Council meeting after Council meeting. 2. Order barring person from meeting. A person who engages in disorderly behavior shall be barred from the remainder of that council meeting by the Presiding Officer or a majority of the City Council when that person: (i) continues the disorderly behavior after receiving a warning pursuant to subsection (c)(1); (ii) ceases the disorderly behavior upon receiving a warning pursuant to subsection (c)(1), but later in the same council meeting resumes such disorderly behavior; or (iii) engages in disorderly behavior and no warning is practicable under the circumstances, pursuant to subsection (c)(1). The continuation of disorderly behavior after receiving a warning, repeated disorderly behavior during a Council meeting, disorderly behavior at Council meeting after Council meeting, or disorderly behavior that is so significant that a warning cannot be given, G.7.b Packet Pg. 346 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 14 constitutes the type of behavior that actually disrupts, disturbs or otherwise impedes the orderly conduct of a City Council meeting. 3. Removal. If the person barred from the meeting does not voluntarily remove him/herself upon being instructed to do so by the Presiding Officer or a majority of the City Council, the Presiding Officer or the majority of the City Council may direct the sergeant-at-arms to remove that person from the Council Chamber. 4.5 PERSONAL INTEREST - No Council Members prevented from voting by legal conflict of interest shall remain at the Council dais during the debate and vote on any such matter. In the event of such conflict, the Council Members shall state for the record the basis for the conflict of interest and leave the Council dais prior to the commencement of discussion of the issue. 4.6 LIMITATION OF DEBATE - No Council Member shall be allowed to speak more than once upon anyone subject until every other Council Member choosing to speak has spoken. Merely asking a question or making a suggestion is not considered as speaking. 4.7 DISSENT AND PROTEST - Any Council Member shall have the right to express dissent from, or protest to, any action of the Council and request that the reason be entered into the Minutes. 4.8 PROCEDURES AND RULES - In a rule to govern a point of procedure, Rosenberg’s Rules of Order shall govern, unless there is a conflict between the rules set forth herein in Sections 1.1 through 7.4, at which point Sections 1.1 through 7.4 shall govern. 4.9 SERGEANT AT ARMS – The assigned Deputy of the San Bernardino County Sheriff’s Department who attends the City Council Meeting is designated the Sergeant of Arms. 4.10 MEETING DISRUPTIONS – In the event that there is a disruption that results in the Council not being able to conduct its business, the Chair may immediately recess the meeting for a defined period of time. In the event that the disruption continues in a manner that prevents the Council from conducting its business after reconvening, then the Chair may order the Sergeant-at-Arms to remove the disruptive members of the public from the Council Chambers. 4.11 ENFORCEMENT – In order for the public to maintain a reasonable modicum of reliance upon the rules and regulations of a civil administration whose purpose it is to provide necessary services and protect the freedom of the governed, it is necessary for elected and appointed representatives to conduct the public business in accordance with established oaths, protocols, standards, policies, rules, resolutions, and laws. While ordered discussion and debate is a necessary product of communication between the public and their representatives to ensure G.7.b Packet Pg. 347 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 15 the needs of the community are properly served, no real purpose may be served in an atmosphere of chaos. Therefore, the violation of civil administration, albeit the nature of which is largely self-enforced, must carry certain consequences to remind parties that disorder contravenes progress and the fruit that proper behavioral procedure yields. a. For the purposes of this Section 4.11, the following definitions apply unless context dictates otherwise: “Legislative Body” shall mean the City Council, its boards, commissions, and committees as applicable. “Member” shall mean a member of the Legislative Body as applicable. b. Oath of Office Tradition dictates the espousal of certain conventions that bear historical and moral significance in the hearts of generations. Oaths are intended to impress upon the mind of the swearer a sense of gravity appurtenant to vesting oneself in selfless service for the benefit of others. The following Oath of Office is consistent with that provided under Article XX of the California Constitution and is in similar form to that which has been voiced since the First United States Congress of 1789, and fulfills the spirit of Article VI of the United States Constitution and the Judiciary Act of 1789. “I, ___________, do solemnly swear (or affirm) that I will support and defend the Constitution of the United States and the Constitution of the State of California against all enemies, foreign and domestic; that I will bear true faith and allegiance to the Constitution of the United States and the Constitution of the State of California; that I take this obligation freely, without any mental reservation or purpose of evasion; and that I will well and faithfully discharge the duties upon which I am about to enter, so help me God.” The phrase “so help me God” in the above shall be optional. Failure to state the phrase “so help me God” shall not affect an individual’s ability to hold office. c. Acceptable Code of Conduct Incident to the Oath of Office is an Acceptable Code of Conduct, because to simply swear to defend is insufficient. A Member cannot be responsible for that which he or she is not aware. Cohesive conduct and order among Members are necessary elements of parliamentary procedure when conducting public business. When conducting business under color of authority, or representing their Legislative Body in general, Members shall comply with the Acceptable Code of Conduct which requires Members to do the following: 1. Read and examine the agenda, agenda packet materials, appurtenant reference documents, and exhibits in preparation for the public G.7.b Packet Pg. 348 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 16 meeting. 2. Respect the order of the agenda and meeting format. 3. Perform to the best of my ability to represent the interests of his or her constituents. 4. Maintain an impartial and open mind throughout the process. 5. Recuse himself or herself in the event of conflicts of interest. 6. Contribute his or her best effort to maintain order and foster trust. 7. Speak in restrained tones to encourage civility. 8. Address a topic only when granted the floor by the Chair. 9. Restrict his or her comments to the subject at hand. 10. Avoid discussion on topics that have not been noticed on the agenda. 11. Exercise common courtesy and decorum when dealing with fellow Members, City staff, and the general public. 12. Avoid bullying, pursing personal attacks, engaging in character assassination, or indulging in verbal insults against his or her colleagues, staff or the public. 13. Support freedom of expression that is absent disruptive intent. 14. Attend all necessary meetings and workshops. 15. Provide proper advance notice in the event of an emergency that might affect his or her ability to attend meetings. 16. Foster participation in the process, facilitate discussion, and promote good decision making. 17. Form a basic understanding of correct parliamentary procedure and operate subject to the premise that the majority rules. 18. Proceed efficiently, fairly, and effectively. 19. Respect the chain of authority and refuse to circumvent the City Manager. 20. Comply with all laws, including the laws of the City of Grand Terrace. G.7.b Packet Pg. 349 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 17 d. Censure of Legislative Body Members 1. General A violation of any condition of office as specified within the Oath of Office, the Acceptable Code of Conduct, or established protocols, standards, policies, rules, resolutions, and laws, by any sitting Member, shall constitute grounds for progressively stronger admonishment, ultimately leading to public censure by the City Council. However, it should be noted that the aim of admonishment is not punitive. The aim of admonishment is to enable good people to pause and reflect. Therefore, a Member may not be made the subject of a motion for censure vote without first being given notice of the violation and an opportunity to correct the violation, if it can reasonably be corrected. For the purposes of participation in local governance, one must assume the best in each other, and a common foundation constitutes the best path to civil and productive discourse. In order to model unity, as well as civility, Members should treat each other and members of the public with dignity and respect. 2. Who May file a Statement of Charges A sitting City Council member may initiate corrective action regarding the behavior of a fellow sitting City Council member by initiating the censure process described in this Section 4.11. Furthermore, a sitting City Council member may initiate corrective action by the censure process described in this Section 4.11 against any sitting member of any City board, commission, or committee. For example, a sitting City Council member may initiate corrective action against a sitting member of the City’s Planning Commission/Site and Architectural Review Board. However, members of City boards, commissions, or committees may not initiate any corrective action pursuant to this Section X against any City Council members, because such boards, commission, and committees are subordinate to the City Council. 3. Censure Procedure Procedures. Censure of a Member shall proceed as follows: (i) Opportunity to Correct. To initiate the process, a charging Member shall first provide a charged Member notice of the alleged violation. The charged Member shall be provided an opportunity to correct such alleged violation, if it can reasonably be corrected. (ii) Statement of Charges. If the charged Member does not correct the alleged violation, then a Statement of Charges shall be prepared and delivered by the charging Member to the charged G.7.b Packet Pg. 350 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 18 Member, with a conformed copy delivered concurrently to the City Clerk and other Members. The charging Member shall also concurrently provide a proof of service of the Statement of Charges to the charged Member, the City Clerk, and other Members. In the case of a City Council member delivering a Statement of Charges to a Member of a City board, commission, or committee, then such Statement of Charges and proof of service shall be delivered to the charged Member, the City Clerk, other City Council members, and other members of the relevant board, commission, or committee. A proper Statement of Charges shall be served as provided above a minimum of 10 days prior to the meeting when the motion for censure shall be made, and shall include: A. The specifics of the violation (including the rule, regulation, law, etc. that was violated), and B. A statement of the date, place, and time of the occurrence, and C. A description of the unsatisfactory behavior. (iii) Response to Statement of Charges. The charged Member may respond to the Statement of Charges in writing within seven (7) days after delivery of the Statement of Charges by delivering it to the charging Member, with a conformed copy delivered concurrently to the City Clerk and other Members. The charged Member shall also concurrently provide a proof of service of the Response to Statement of Charges to the charging Member, City Clerk and other Members. In the case of a City Council member delivering a Statement of Charges to a Member of a City board, commission, or committee, then such response and proof of service shall be delivered to the charging Member, the City Clerk, other City Council members, and other members of the relevant board, commission, or committee. The charged Member may also choose to defer a written response in favor of a verbal response at the hearing on the motion for censure. Nothing herein shall prevent a charged Member to respond both in writing and at the hearing on the motion for censure. (iv) Hearing of Motion for Censure. The motion for censure shall be heard at the first regular meeting of the City Council ten (10) days after the Statement of Charges is served upon the charged Member and City Clerk. A continuance is allowed only if any City Council member is absent. The hearing shall adhere to the following the general process: A The Chair (or, if absent or is the charged Member, then G.7.b Packet Pg. 351 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 19 the Vice Chair) shall conduct the hearing in open session. B The charging Member shall read the Statement of Charges and may present witnesses and evidence. C The charged Member may rebut and may present witnesses and evidence. D Members of the public may comment on the Statement of Charges and any witnesses and evidence presented. E The remaining City Council members may address/comment on the charges. F A motion for censure may be made. G The City Council deliberates on the motion for censure and votes on the same. Motion for Censure - Consideration and Passage. Motion for censure passage requires a majority vote of the City Council in open session. If the Statement of Charges includes multiple charges, then the City Council may consider and vote upon each charge individually. If the motion for censure or a particular charge fails to obtain a majority vote, no new motion on the same grounds may be commenced against the same Member for a period of one (1) year. If the motion for censure passes, then the motion for censure and Statement of Charges shall become a part of the public record and record of proceedings. The motion for censure and Statement of Charges shall be disclosable pursuant to the California Public Records Act. Request for Defense or Indemnification. When evaluating a request for defense or indemnification made by a censured Member in litigation arising from the censured conduct, the record of the censure shall be considered by the City Council, but shall not be determinative. Failure of the City Council to censure the conduct of a Member does not constitute waiver of the City Council’s right to refuse to indemnify or defend the Member in an action. 4. Grounds for Censure The basis for a motion of censure under this Section 4.11 may include, but are not limited to, the following acts by a Member: (i) Serial unexcused absences of three or more from his or her regular Legislative Body meetings. (ii) Violating laws and regulations relating to conflicts of interest. G.7.b Packet Pg. 352 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 20 (iii) Actions taken against established Legislative Body policy or the Grand Terrace 2030 Vision (as may be amended). (iv) Harassment. (v) Creating a hostile work environment. (vi) Any violation of federal, State, or local laws, rules, regulations, or ordinances, including applicable laws relating to conflict of interest and any City laws, rules, regulations, or ordinances. (vii) Violation of the Acceptable Code of Conduct or the Oath of Office. e. Removal from Office 1. City Council While City Council members may censure one another as provided above, the City Council may not remove a sitting Council Member from office. State law provides the sole mechanisms for removal from office for City Council members. These include: (i) A Recall Petition submitted by members of the public pursuant to Cal Const. Art II, §19 and Elections Code Sections 11000- 11386. (ii) The seat becomes vacant pursuant to Government Code Section 1770. (iii) Quo Warranto proceedings pursuant to Code of Civil Procedure Section 803 brought or authorized by the Attorney General to challenge the right to hold a particular office (this can work in tandem with Government Code Section 1770). (iv) Removal proceedings pursuant to Government Code Section 3060 for certain kinds of misconduct (initiated by grand jury/district attorney). 2. Appointed Members of City Boards, Commissions, and Committees Members of City boards, commissions, and committees who are appointed by the City Council serve at the pleasure of the City Council and may be removed at any time, with or without cause, by the City Council. Without limitation, the City Council may use any of the Grounds for Censure (including violations of the Acceptable Code of Conduct) set forth above as a basis for removal with cause. V G.7.b Packet Pg. 353 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 21 ADDRESSING THE COUNCIL 5.1 MANNER OF ADDRESSING THE COUNCIL - Any person desiring to address the Council shall fill out a request to speak form and wait to be recognized by the Chair, and after being recognized shall proceed to the podium, or microphone. Such persons are requested to state for the record his or her name and address. Remarks are to be limited to the subject under discussion. 5.2 TIME LIMITATION - Any public member addressing the Council shall limit his or her address to three (3) minutes. The Chair or a Council Member may move to extend the time limitation which shall be extended upon a majority vote of the Council. When any group of persons wishes to address the Council on the same subject matter, it shall be proper for the Chair to request that a spokesperson be chosen to represent the group, so as to avoid unnecessary repetition. A speaker may not yield time to another speaker. 5.3 ADDRESSING THE COUNCIL AFTER MOTION IS MADE - After a motion has been made, no person shall address the Council without securing permission by a majority consensus of the Council. 5.4 WRITTEN COMMUNICATION - Unless specifically requested otherwise, the City Manager is authorized to receive and open all mail addressed to the City Council and take any immediate administrative action required between Council meetings, which does not require specific Council action. Any communication requiring Council action will be reported to the Council at the next possible meeting, together with a report and recommendation of the City Manager. VI MOTIONS 6.1 GENERAL PROCEDURE OF ACTING ON AGENDA ITEMS – The following procedure is suggested for Council’s consideration non-Public Hearing Agenda Items: a. Chair states the Item to be considered. b. Announcement of any ex parte communications, conflicts of interest, and/or recusals. c. Staff Presentation and recommendation on the Item. d. Council asks questions/clarifications of Staff. e. Open Public Comments for the Item. G.7.b Packet Pg. 354 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 22 f. Close Public Comments for the Item. g. At Council’s direction, City Manager and/or Staff respond to any questions from Public Comment. h. Chair asks, “Do I have a motion?” i. If a motion is made, Chair asks “Do I have a second?” j. If there is a motion and a second, then Council proceeds with deliberation. k. After deliberation, the Council votes on the item. 6.2 PROCESSING OF MOTIONS - When a motion is made and seconded, it shall be restated by the Presiding Officer before debate. A motion shall not be withdrawn by the mover without the consent of the Council Member seconding it and the approval of Council. 6.3 DIVISION OF MOTION - If a motion contains two or more divisible propositions, the Chair may, and upon request of a Council Member shall (unless appealed by another Council Member), divide the motion. 6.4 ORDER OF MOTIONS - When multiple motions are before the body, the last motion is voted on first. Non-Debatable Motions: a. Adjourn, b. Recess c. Fix the time to adjourn Super Majority Votes: (2/3 vote required) a. Limit debate b. Close nominations c. Object to the consideration of an item d. Suspend the rules e. Reconsider – (A member of the majority of the previous vote must motion at the same or next meeting.) 6.5 PARTICULAR MOTIONS, PURPOSE, AND CRITERIA 1. Motion to Adjourn: Purpose - To terminate a meeting. Debatable or Amendable - No, except a motion to adjourn to another time is debatable and amendable as to the time to which the meeting is to be G.7.b Packet Pg. 355 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 23 2. Motion to Refer to Commission, Committee, or Staff: Purpose - To refer the question before the Council to a commission, committee, or to the City Staff for the purpose of investigating or studying the proposal and to make a report back to the Council. If the motion fails, discussion or vote on the question resumes. Debatable or Amendable -Yes. 3. Motion to Amend: Purpose - To modify or change a motion that is being considered by the Council so it will express more satisfactorily the will of the members. If there are two amendments, the second amendment is voted upon first if it carries, it automatically cancels the first amendment, and the vote is taken on the amended motion. An amendment motion relating to a different matter shall not be in order. Debatable or Amendable - Yes. 4. Postpone Indefinitely: Purpose - To prevent further discussion and voting on the main motion. If the motion fails, discussion and voting on the main motion resumes. If it passes, the subject of main motion shall not be brought up again for the remainder of the meeting. Debatable or Amendable - It is debatable but not amendable. 5. Main Motion: Purpose - The primary proposal or question before the Council for discussion and decision. Debatable or Amendable - Yes. VII VOTING 7.1 VOTING PROCEDURE - Motions will be adopted by either electronic voting system, voice or roll call vote. The results of the vote shall be entered in full in the minutes. 7.2 VOTING - Every ordinance, resolution, and payment of money requires three affirmative votes. Emergency ordinances require four affirmative votes. Unless otherwise required by law, all other actions of the Council require a majority vote of the Council Members present. 7.3 FAILURE TO VOTE - Every Council Member should vote unless disqualified for a personal conflict of interest. G.7.b Packet Pg. 356 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 24 Self-disqualification, without cause, which results in a tie vote shall be avoided; but no Council Member shall be forced to vote. A Council Member who abstains shall, in effect, consent that a majority of the quorum may act for him or her. Tie votes shall be lost motions and may be reconsidered. 7.4 RECONSIDERATION - After motion and vote by the Council, such action may be reconsidered or rescinded only in the following manner: Reconsideration: A motion to set aside a vote (to reconsider) on a main motion shall always be in order at the same meeting or at the next regular Council meeting following the action. The motion can be made by any Council Member who voted affirmatively on the matter. If the motion to reconsider passes, the effect thereof is to overrule and cancel the prior action and rehear the original subject. Lost Motion: A lost motion is one that fails to receive the necessary number of votes to carry. Tie votes result in a lost motion. A tie vote which has resulted from there being present less than a full Council shall be automatically reconsidered at the next Council meeting at which all members are present. Lost motions may be renewed at any subsequent Council meeting. To revive a lost motion at the same meeting, the proper action is a motion to reconsider (discussed above). G.7.b Packet Pg. 357 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 25 01247.0001/927490.2 Rosenberg’s Rules of Order REVISED 2011 Simple Rules of Parliamentary Procedure for the 21st Century By Judge Dave Rosenberg VIII ROSENBERG'S RULES OF ORDER G.7.b Packet Pg. 358 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 26 01247.0001/927490.2 2 Introduction The rules of procedure at meetings should be simple enough for most people to understand. Unfortunately, that has not always been the case. Virtually all clubs, associations, boards, councils and bodies follow a set of rules — Robert’s Rules of Order — which are embodied in a small, but complex, book. Virtually no one I know has actually read this book cover to cover. Worse yet, the book was written for another time and for another purpose. If one is chairing or running a parliament, then Robert’s Rules of Order is a dandy and quite useful handbook for procedure in that complex setting. On the other hand, if one is running a meeting of say, a five-member body with a few members of the public in attendance, a simplified version of the rules of parliamentary procedure is in order. Hence, the birth of Rosenberg’s Rules of Order. What follows is my version of the rules of parliamentary procedure, based on my decades of experience chairing meetings in state and local government. These rules have been simplified for the smaller bodies we chair or in which we participate, slimmed down for the 21st Century, yet retaining the basic tenets of order to which we have grown accustomed. Interestingly enough, Rosenberg’s Rules has found a welcoming audience. Hundreds of cities, counties, special districts, committees, boards, commissions, neighborhood associations and private corporations and companies have adopted Rosenberg’s Rules in lieu of Robert’s Rules because they have found them practical, logical, simple, easy to learn and user friendly. This treatise on modern parliamentary procedure is built on a foundation supported by the following four pillars: 1. Rules should establish order. The first purpose of rules of parliamentary procedure is to establish a framework for the orderly conduct of meetings. 2. Rules should be clear. Simple rules lead to wider understanding and participation. Complex rules create two classes: those who understand and participate; and those who do not fully understand and do not fully participate. 3. Rules should be user friendly. That is, the rules must be simple enough that the public is invited into the body and feels that it has participated in the process. 4. Rules should enforce the will of the majority while protecting the rights of the minority. The ultimate purpose of rules of procedure is to encourage discussion and to facilitate decision making by the body. In a democracy, majority rules. The rules must enable the majority to express itself and fashion a result, while permitting the minority to also express itself, but not dominate, while fully participating in the process. Establishing a Quorum The starting point for a meeting is the establishment of a quorum. A quorum is defined as the minimum number of members of the body who must be present at a meeting for business to be legally transacted. The default rule is that a quorum is one more than half the body. For example, in a five-member body a quorum is three. When the body has three members present, it can legally transact business. If the body has less than a quorum of members present, it cannot legally transact business. And even if the body has a quorum to begin the meeting, the body can lose the quorum during the meeting when a member departs (or even when a member leaves the dais). When that occurs, the body loses its ability to transact business until and unless a quorum is reestablished. The default rule, identified above, however, gives way to a specific rule of the body that establishes a quorum. For example, the rules of a particular five-member body may indicate that a quorum is four members for that particular body. The body must follow the rules it has established for its quorum. In the absence of such a specific rule, the quorum is one more than half the members of the body. The Role of the Chair While all members of the body should know and understand the rules of parliamentary procedure, it is the chair of the body who is charged with applying the rules of conduct of the meeting. The chair should be well versed in those rules. For all intents and purposes, the chair makes the final ruling on the rules every time the chair states an action. In fact, all decisions by the chair are final unless overruled by the body itself. Since the chair runs the conduct of the meeting, it is usual courtesy for the chair to play a less active role in the debate and discussion than other members of the body. This does not mean that the chair should not participate in the debate or discussion. To the contrary, as a member of the body, the chair has the full right to participate in the debate, discussion and decision-making of the body. What the chair should do, however, is strive to be the last to speak at the discussion and debate stage. The chair should not make or second a motion unless the chair is convinced that no other member of the body will do so at that point in time. The Basic Format for an Agenda Item Discussion Formal meetings normally have a written, often published agenda. Informal meetings may have only an oral or understood agenda. In either case, the meeting is governed by the agenda and the agenda constitutes the body’s agreed-upon roadmap for the meeting. Each agenda item can be handled by the chair in the following basic format: G.7.b Packet Pg. 359 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 27 01247.0001/927490.2 First, the chair should clearly announce the agenda item number and should clearly state what the agenda item subject is. The chair should then announce the format (which follows) that will be followed in considering the agenda item. Second, following that agenda format, the chair should invite the appropriate person or persons to report on the item, including any recommendation that they might have. The appropriate person or persons may be the chair, a member of the body, a staff person, or a committee chair charged with providing input on the agenda item. Third, the chair should ask members of the body if they have any technical questions of clarification. At this point, members of the body may ask clarifying questions to the person or persons who reported on the item, and that person or persons should be given time to respond. Fourth, the chair should invite public comments, or if appropriate at a formal meeting, should open the public meeting for public input. If numerous members of the public indicate a desire to speak to the subject, the chair may limit the time of public speakers. At the conclusion of the public comments, the chair should announce that public input has concluded (or the public hearing, as the case may be, is closed). Fifth, the chair should invite a motion. The chair should announce the name of the member of the body who makes the motion. Sixth, the chair should determine if any member of the body wishes to second the motion. The chair should announce the name of the member of the body who seconds the motion. It is normally good practice for a motion to require a second before proceeding to ensure that it is not just one member of the body who is interested in a particular approach. However, a second is not an absolute requirement, and the chair can proceed with consideration and vote on a motion even when there is no second. This is a matter left to the discretion of the chair. Seventh, if the motion is made and seconded, the chair should make sure everyone understands the motion. This is done in one of three ways: 1. The chair can ask the maker of the motion to repeat it; 2. The chair can repeat the motion; or 3. The chair can ask the secretary or the clerk of the body to repeat the motion. Eighth, the chair should now invite discussion of the motion by the body. If there is no desired discussion, or after the discussion has ended, the chair should announce that the body will vote on the motion. If there has been no discussion or very brief discussion, then the vote on the motion should proceed immediately and there is no need to repeat the motion. If there has been substantial discussion, then it is normally best to make sure everyone understands the motion by repeating it. Ninth, the chair takes a vote. Simply asking for the “ayes” and then asking for the “nays” normally does this. If members of the body do not vote, then they “abstain.” Unless the rules of the body provide otherwise (or unless a super majority is required as delineated later in these rules), then a simple majority (as defined in law or the rules of the body as delineated later in these rules) determines whether the motion passes or is defeated. Tenth, the chair should announce the result of the vote and what action (if any) the body has taken. In announcing the result, the chair should indicate the names of the members of the body, if any, who voted in the minority on the motion. This announcement might take the following form: “The motion passes by a vote of 3-2, with Smith and Jones dissenting. We have passed the motion requiring a 10-day notice for all future meetings of this body.” Motions in General Motions are the vehicles for decision making by a body. It is usually best to have a motion before the body prior to commencing discussion of an agenda item. This helps the body focus. Motions are made in a simple two-step process. First, the chair should recognize the member of the body. Second, the member of the body makes a motion by preceding the member’s desired approach with the words “I move … ” A typical motion might be: “I move that we give a 10-day notice in the future for all our meetings.” The chair usually initiates the motion in one of three ways: 1. Inviting the members of the body to make a motion, for example, “A motion at this time would be in order.” 2. Suggesting a motion to the members of the body, “A motion would be in order that we give a 10-day notice in the future for all our meetings.” 3. Making the motion. As noted, the chair has every right as a member of the body to make a motion, but should normally do so only if the chair wishes to make a motion on an item but is convinced that no other member of the body is willing to step forward to do so at a particular time. The Three Basic Motions There are three motions that are the most common and recur often at meetings: The basic motion. The basic motion is the one that puts forward a decision for the body’s consideration. A basic motion might be: “I move that we create a five-member committee to plan and put on our annual fundraiser.” G.7.b Packet Pg. 360 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 28 01247.0001/927490.2 The motion to amend. If a member wants to change a basic motion that is before the body, they would move to amend it. A motion to amend might be: “I move that we amend the motion to have a 10-member committee.” A motion to amend takes the basic motion that is before the body and seeks to change it in some way. The substitute motion. If a member wants to completely do away with the basic motion that is before the body, and put a new motion before the body, they would move a substitute motion. A substitute motion might be: “I move a substitute motion that we cancel the annual fundraiser this year.” “Motions to amend” and “substitute motions” are often confused, but they are quite different, and their effect (if passed) is quite different. A motion to amend seeks to retain the basic motion on the floor, but modify it in some way. A substitute motion seeks to throw out the basic motion on the floor, and substitute a new and different motion for it. The decision as to whether a motion is really a “motion to amend” or a “substitute motion” is left to the chair. So if a member makes what that member calls a “motion to amend,” but the chair determines that it is really a “substitute motion,” then the chair’s designation governs. A “friendly amendment” is a practical parliamentary tool that is simple, informal, saves time and avoids bogging a meeting down with numerous formal motions. It works in the following way: In the discussion on a pending motion, it may appear that a change to the motion is desirable or may win support for the motion from some members. When that happens, a member who has the floor may simply say, “I want to suggest a friendly amendment to the motion.” The member suggests the friendly amendment, and if the maker and the person who seconded the motion pending on the floor accepts the friendly amendment, that now becomes the pending motion on the floor. If either the maker or the person who seconded rejects the proposed friendly amendment, then the proposer can formally move to amend. Multiple Motions Before the Body There can be up to three motions on the floor at the same time. The chair can reject a fourth motion until the chair has dealt with the three that are on the floor and has resolved them. This rule has practical value. More than three motions on the floor at any given time is confusing and unwieldy for almost everyone, including the chair. When there are two or three motions on the floor (after motions and seconds) at the same time, the vote should proceed first on the last motion that is made. For example, assume the first motion is a basic “motion to have a five-member committee to plan and put on our annual fundraiser.” During the discussion of this motion, a member might make a second motion to “amend the main motion to have a 10- member committee, not a five-member committee to plan and put on our annual fundraiser.” And perhaps, during that discussion, a member makes yet a third motion as a “substitute motion that we not have an annual fundraiser this year.” The proper procedure would be as follows: First, the chair would deal with the third (the last) motion on the floor, the substitute motion. After discussion and debate, a vote would be taken first on the third motion. If the substitute motion passed, it would be a substitute for the basic motion and would eliminate it. The first motion would be moot, as would the second motion (which sought to amend the first motion), and the action on the agenda item would be completed on the passage by the body of the third motion (the substitute motion). No vote would be taken on the first or second motions. Second, if the substitute motion failed, the chair would then deal with the second (now the last) motion on the floor, the motion to amend. The discussion and debate would focus strictly on the amendment (should the committee be five or 10 members). If the motion to amend passed, the chair would then move to consider the main motion (the first motion) as amended. If the motion to amend failed, the chair would then move to consider the main motion (the first motion) in its original format, not amended. Third, the chair would now deal with the first motion that was placed on the floor. The original motion would either be in its original format (five-member committee), or if amended, would be in its amended format (10-member committee). The question on the floor for discussion and decision would be whether a committee should plan and put on the annual fundraiser. To Debate or Not to Debate The basic rule of motions is that they are subject to discussion and debate. Accordingly, basic motions, motions to amend, and substitute motions are all eligible, each in their turn, for full discussion before and by the body. The debate can continue as long as members of the body wish to discuss an item, subject to the decision of the chair that it is time to move on and take action. There are exceptions to the general rule of free and open debate on motions. The exceptions all apply when there is a desire of the body to move on. The following motions are not debatable (that is, when the following motions are made and seconded, the chair must immediately call for a vote of the body without debate on the motion): Motion to adjourn. This motion, if passed, requires the body to immediately adjourn to its next regularly scheduled meeting. It requires a simple majority vote. Motion to recess. This motion, if passed, requires the body to immediately take a recess. Normally, the chair determines the length of the recess which may be a few minutes or an hour. It requires a simple majority vote. Motion to fix the time to adjourn. This motion, if passed, requires the body to adjourn the meeting at the specific time set in the motion. For example, the motion might be: “I move we adjourn this meeting at midnight.” It requires a simple majority vote. G.7.b Packet Pg. 361 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 29 01247.0001/927490.2 Motion to table. This motion, if passed, requires discussion of the agenda item to be halted and the agenda item to be placed on “hold.” The motion can contain a specific time in which the item can come back to the body.“I move we table this item until our regular meeting in October.” Or the motion can contain no specific time for the return of the item, in which case a motion to take the item off the table and bring it back to the body will have to be taken at a future meeting. A motion to table an item (or to bring it back to the body) requires a simple majority vote. Motion to limit debate. The most common form of this motion is to say, “I move the previous question” or “I move the question” or “I call the question” or sometimes someone simply shouts out “question.” As a practical matter, when a member calls out one of these phrases, the chair can expedite matters by treating it as a “request” rather than as a formal motion. The chair can simply inquire of the body, “any further discussion?” If no one wishes to have further discussion, then the chair can go right to the pending motion that is on the floor. However, if even one person wishes to discuss the pending motion further, then at that point, the chair should treat the call for the “question” as a formal motion, and proceed to it. When a member of the body makes such a motion (“I move the previous question”), the member is really saying: “I’ve had enough debate. Let’s get on with the vote.” When such a motion is made, the chair should ask for a second, stop debate, and vote on the motion to limit debate. The motion to limit debate requires a two-thirds vote of the body. Note: A motion to limit debate could include a time limit. For example: “I move we limit debate on this agenda item to 15 minutes.” Even in this format, the motion to limit debate requires a two- thirds vote of the body. A similar motion is a motion to object to consideration of an item. This motion is not debatable, and if passed, precludes the body from even considering an item on the agenda. It also requires a two-thirds vote. Majority and Super Majority Votes In a democracy, a simple majority vote determines a question. A tie vote means the motion fails. So in a seven-member body, a vote of 4- 3 passes the motion. A vote of 3-3 with one abstention means the motion fails. If one member is absent and the vote is 3-3, the motion still fails. All motions require a simple majority, but there are a few exceptions. The exceptions come up when the body is taking an action which effectively cuts off the ability of a minority of the body to take an action or discuss an item. These extraordinary motions require a two- thirds majority (a super majority) to pass: Motion to limit debate. Whether a member says, “I move the previous question,” or “I move the question,” or “I call the question,” or “I move to limit debate,” it all amounts to an attempt to cut off the ability of the minority to discuss an item, and it requires a two-thirds vote to pass. Motion to close nominations. When choosing officers of the body (such as the chair), nominations are in order either from a nominating committee or from the floor of the body. A motion to close nominations effectively cuts off the right of the minority to nominate officers and it requires a two-thirds vote to pass. Motion to object to the consideration of a question. Normally, such a motion is unnecessary since the objectionable item can be tabled or defeated straight up. However, when members of a body do not even want an item on the agenda to be considered, then such a motion is in order. It is not debatable, and it requires a two-thirds vote to pass. Motion to suspend the rules. This motion is debatable, but requires a two-thirds vote to pass. If the body has its own rules of order, conduct or procedure, this motion allows the body to suspend the rules for a particular purpose. For example, the body (a private club) might have a rule prohibiting the attendance at meetings by non-club members. A motion to suspend the rules would be in order to allow a non-club member to attend a meeting of the club on a particular date or on a particular agenda item. Counting Votes The matter of counting votes starts simple, but can become complicated. Usually, it’s pretty easy to determine whether a particular motion passed or whether it was defeated. If a simple majority vote is needed to pass a motion, then one vote more than 50 percent of the body is required. For example, in a five-member body, if the vote is three in favor and two opposed, the motion passes. If it is two in favor and three opposed, the motion is defeated. If a two-thirds majority vote is needed to pass a motion, then how many affirmative votes are required? The simple rule of thumb is to count the “no” votes and double that count to determine how many “yes” votes are needed to pass a particular motion. For example, in a seven-member body, if two members vote “no” then the “yes” vote of at least four members is required to achieve a two-thirds majority vote to pass the motion. What about tie votes? In the event of a tie, the motion always fails since an affirmative vote is required to pass any motion. For example, in a fiv e-member body, if the vote is two in favor and two opposed, with one member absent, the motion is defeated. Vote counting starts to become complicated when members vote “abstain” or in the case of a written ballot, cast a blank (or unreadable) ballot. Do these votes count, and if so, how does one count them? The starting point is always to check the statutes. In California, for example, for an action of a board of supervisors to be valid and binding, the action must be approved by a majority of the board. (California Government Code Section 25005.) Typically, this means three of the fi e members of the board must vote affir matively in favor of the action. A vote of 2-1 would not be sufficient. A vote of 3-0 with two abstentions would be sufficient. In general law cities in G.7.b Packet Pg. 362 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 30 01247.0001/927490.2 California, as another example, resolutions or orders for the payment of money and all ordinances require a recorded vote of the total members of the city council. (California Government Code Section 36936.) Cities with charters may prescribe their own vote requirements. Local elected officials are always well-advised to consult with their local agency counsel on how state law may affect the vote count. After consulting state statutes, step number two is to check the rules of the body. If the rules of the body say that you count votes of “those present” then you treat abstentions one way. However, if the rules of the body say that you count the votes of those “present and voting,” then you treat abstentions a different way. And if the rules of the body are silent on the subject, then the general rule of thumb (and default rule) is that you count all votes that are “present and voting.” Accordingly, under the “present and voting” system, you would NOT count abstention votes on the motion. Members who abstain are counted for purposes of determining quorum (they are “present”), but you treat the abstention votes on the motion as if they did not exist (they are not “voting”). On the other hand, if the rules of the body specifically say that you count votes of those “present” then you DO count abstention votes both in establishing the quorum and on the motion. In this event, the abstention votes act just like “no” votes. How does this work in practice? Here are a few examples. Assume that a five-member city council is voting on a motion that requires a simple majority vote to pass and assume further that the body has no specific rule on counting votes. Accordingly, the default rule kicks in and we count all votes of members that are “present and voting.” If the vote on the motion is 3-2, the motion passes. If the motion is 2-2 with one abstention, the motion fails. Assume a five-member city council voting on a motion that requires a two-thirds majority vote to pass, and further assume that the body has no specific rule on counting votes. Again, the default rule applies. If the vote is 3-2, the motion fails for lack of a two-thirds majority. If the vote is 4-1, the motion passes with a clear two-thirds majority. A vote of three “yes,” one “no” and one “abstain” also results in passage of the motion. Once again, the abstention is counted only for the purpose of determining quorum, but on the actual vote on the motion, it is as if the abstention vote never existed — so an effective 3-1 vote is clearly a two-thirds majority vote. Now, change the scenario slightly. Assume the same five-member city council voting on a motion that requires a two-thirds majority vote to pass, but now assume that the body DOES have a specific rule requiring a two-thirds vote of members “present.” Under this specific rule, we must count the members present not only for quorum but also for the motion. In this scenario, any abstention has the same force and effect as if it were a “no” vote. Accordingly, if the votes were three “yes,” one “no” and one “abstain,” then the motion fails. The abstention in this case is treated like a “no” vote and effective vote of 3-2 is not enough to pass two-thirds majority muster. Now, exactly how does a member cast an “abstention” vote? Any time a member votes “abstain” or says, “I abstain,” that is an abstention. However, if a member votes “present” that is also treated as an abstention (the member is essentially saying,“Count me for purposes of a quorum, but my vote on the issue is abstain.”) In fact, any manifestation of intention not to vote either “yes” or “no” on the pending motion may be treated by the chair as an abstention. If written ballots are cast, a blank or unreadable ballot is counted as an abstention as well. Can a member vote “absent” or “count me as absent?” Interesting question. The ruling on this is up to the chair. The better approach is for the chair to count this as if the member had left his/her chair and is actually “absent.” That, of course, affects the quorum. However, the chair may also treat this as a vote to abstain, particularly if the person does not actually leave the dais. The Motion to Reconsider There is a special and unique motion that requires a bit of explanation all by itself; the motion to reconsider. A tenet of parliamentary procedure is finality. After vigorous discussion, debate and a vote, there must be some closure to the issue. And so, after a vote is taken, the matter is deemed closed, subject only to reopening if a proper motion to consider is made and passed. A motion to reconsider requires a majority vote to pass like other garden-variety motions, but there are two special rules that apply only to the motion to reconsider. First, is the matter of timing. A motion to reconsider must be made at the meeting where the item was first voted upon. A motion to reconsider made at a later time is untimely. (The body, however, can always vote to suspend the rules and, by a two-thirds majority, allow a motion to reconsider to be made at another time.) Second, a motion to reconsider may be made only by certain members of the body. Accordingly, a motion to reconsider may be made only by a member who voted in the majority on the original motion. If such a member has a change of heart, he or she may make the motion to reconsider (any other member of the body — including a member who voted in the minority on the original motion — may second the motion). If a member who voted in the minority seeks to make the motion to reconsider, it must be ruled out of order. The purpose of this rule is finality. If a member of minority could make a motion to reconsider, then the item could be brought back to the body again and again, which would defeat the purpose of finality. If the motion to reconsider passes, then the original matter is back before the body, and a new original motion is in order. The matter may be discussed and debated as if it were on the floor for the first time. G.7.b Packet Pg. 363 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 31 01247.0001/927490.2 Courtesy and Decorum The rules of order are meant to create an atmosphere where the members of the body and the members of the public can attend to business efficiently, fairly and with full participation. At the same time, it is up to the chair and the members of the body to maintain common courtesy and decorum. Unless the setting is very informal, it is always best for only one person at a time to have the floor, and it is always best for every speaker to be first recognized by the chair before proceeding to speak. The chair should always ensure that debate and discussion of an agenda item focuses on the item and the policy in question, not the personalities of the members of the body. Debate on policy is healthy, debate on personalities is not. The chair has the right to cut off discussion that is too personal, is too loud, or is too crude. Debate and discussion should be focused, but free and open. In the interest of time, the chair may, however, limit the time allotted to speakers, including members of the body. Can a member of the body interrupt the speaker? The general rule is “no.” There are, however, exceptions. A speaker may be interrupted for the following reasons: Privilege. The proper interruption would be,“point of privilege.” The chair would then ask the interrupter to “state your point.” Appropriate points of privilege relate to anything that would interfere with the normal comfort of the meeting. For example, the room may be too hot or too cold, or a blowing fan might interfere with a person’s ability to hear. Order. The proper interruption would be,“point of order.” Again, the chair would ask the interrupter to “state your point.” Appropriate points of order relate to anything that would not be considered appropriate conduct of the meeting. For example, if the chair moved on to a vote on a motion that permits debate without allowing that discussion or debate. Appeal. If the chair makes a ruling that a member of the body disagrees with, that member may appeal the ruling of the chair. If the motion is seconded, and after debate, if it passes by a simple majority vote, then the ruling of the chair is deemed reversed. Call for orders of the day. This is simply another way of saying, “return to the agenda.” If a member believes that the body has drifted from the agreed-upon agenda, such a call may be made. It does not require a vote, and when the chair discovers that the agenda has not been followed, the chair simply reminds the body to return to the agenda item properly before them. If the chair fails to do so, the chair’s determination may be appealed. Withdraw a motion. During debate and discussion of a motion, the maker of the motion on the floor, at any time, may interrupt a speaker to withdraw his or her motion from the floor. The motion is immediately deemed withdrawn, although the chair may ask the person who seconded the motion if he or she wishes to make the motion, and any other member may make the motion if properly recognized. Special Notes About Public Input The rules outlined above will help make meetings very public- friendly. But in addition, and particularly for the chair, it is wise to remember three special rules that apply to each agenda item: Rule One: Tell the public what the body will be doing. Rule Two: Keep the public informed while the body is doing it. Rule Three: When the body has acted, tell the public what the body did. G.7.b Packet Pg. 364 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e ) 32 01247.0001/927490.2 1400 K Street, Sacramento, CA 95814 (916) 658-8200 | Fax (916) 658-8240 www.cacities.org To order additional copies of this publication, call (916) 658-8200. $10 © 2011 League of California Cities. All rights reserved. Printed on recycled paper. G.7.b Packet Pg. 365 At t a c h m e n t : M o d i f i e d D o c u m e n t G r a n d T e r r a c e C o u n c i l P r o c e d u r e s ( 2 0 2 3 ) ( C i t y C o u n c i l P o l i c i e s a n d P r o c e d u r e s U p d a t e )