Apple Valley City Council
May 10, 2022

APPLE VALLEY TOWN COUNCIL
AGENDA

Tuesday, May 10, 2022, 6:30 p.m.

Council Chamber

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The meeting will occur in the Council Chamber located at 14955 Dale Evans Parkway in Apple Valley, California.

This is an agenda for the scheduled meeting of the Town of Apple Valley.

This agenda contains a brief description of each item of business to be considered at today’s meeting. In accordance with the Brown Act, this meeting agenda is posted at least 72 hours prior to the regularly scheduled meeting. The agenda, its supporting documents and all writings received by the Town Council related to these items are public records and available for review during regular business hours in the Town Clerk’s office in the Town Council Chamber. The agenda and its supporting documents, along with live and archived video of the meeting, can be viewed online at http://www.applevalley.org. However, the online agenda may not include all available supporting documents or the most current version of documents.

Materials related to an item on this agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the Town Clerk’s Office at 14955 Dale Evans Parkway, Apple Valley, CA during normal business hours. Such documents are also available on the Town of Apple Valley website at www.applevalley.org subject to staff’s ability to post the documents before the meeting.

Items listed on the Consent Calendar are expected to be routine and non-controversial and, unless the Town Council directs that an item be held for further discussion, the entire Consent Calendar will be acted upon as the first item of business. If the Town Council directs that an item listed on the Consent Calendar be held for further discussion, the item will be addressed immediately after approval of the Consent Calendar.

In accordance with the Rules of Procedure, members of the public may address the Town Council on any item on the agenda and on any matter that is within the Town Council’s jurisdiction. To address the Town Council regarding an item, complete and submit the yellow card entitled Request to Speak.

Please indicate on the card whether you are speaking under Public Comments or on an item that is listed on the agenda and please list the item number.

When called, approach the podium and if desired, please state your name before giving your presentation. Speakers may address the Town Council for up to three (3) minutes. Speakers are to address the Town Council as a whole through the Presiding Officer. Comments to individual Council Members and/or staff are not permitted.

Individuals, who demonstrate disruptive conduct during Town Council meetings that prevent the Town Council from conducting its meeting in an orderly manner, are guilty of a misdemeanor as stated in PC403, disrupting a public meeting and are subject to removal from the chamber or arrest.

The Town of Apple Valley recognizes its obligation to provide equal access to those individuals with disabilities. Please contact the Town Clerk’s Office at (760) 240-7000 two working days prior to the scheduled meeting for any requests for reasonable accommodations.

Pages

1. Call to Order

2. Opening Ceremonies

2.1. Invocation
Pastor Green - Way of the Cross.

2.2. Pledge of Allegiance

2.3. Presentations

3. Public Comments

4. Councilmember Committee/Commission/Community Participation 6 Councilmembers to make brief reports on their participation on committees, boards, and commissions on the Town’s behalf since the last meeting.

Councilmembers may also make brief reports on their community participation.

No formal action will be taken.

5. Town Council Announcements

5.1. Suggested items for next Agenda

5.2. Time, Date & Place for Next Town Council Regular or Special Meeting A. Regular Meeting - May 24, 2022 - Council Chambers Regular Session at 6:30 p.m.

6. Town Council Consent Agenda
Recommended Motion:

To approve the Consent Calendar items numbered 6.1 - 6.10 as recommended.

6.1. APPROVAL OF MINUTES 8
That the Town Council approve the subject minutes as part of the consent agenda.

6.2. APRIL 2022 COMMERCIAL WARRANTS AND WIRE TRANSFER

SCHEDULES
13 That the Town Council receive, ratify, and file the Commercial Warrants and Wire Transfer Schedules as presented.

6.3. APRIL 2022 PAYROLL/BENEFITS WARRANTS SCHEDULE 30
That the Town Council receive, ratify and file the payroll/benefits warrants as presented.

6.4. ADOPT FISCAL YEAR 2022-2023 SB1 ROAD MANTENANCE AND

REHABILITATION ACCOUNT (RMRA) PROJECT LIST RESOLUTION
32 Adopt Resolution 2022-13 Identifying the project(s) to be funded by SB1 RMRA funding.

6.5. ACCEPTANCE OF WORK: TOWN WIDE SCHOOL ZONE TRAFFIC

CONTROL UPDATE PROJECT
38 Accept the work completed as part of the Town Wide School Zone Traffic Control Update project for a total contract cost of $79,780.00
A.

Direct the Town Clerk to file the Notice of Completion for the contract work.

B.

Direct the Finance Director to release the retained funds 30 days after the Notice of Completion has been filed, provided no claims are filed against the contractor.

C.

6.6. APPROVAL OF POWER CHARGE INDIFFERENCE ADJUSTMENT

VOLUNTARY ALLOCATION OF LONG-TERM RENEWABLE ENERGY

PORTFOLIO FROM SOUTHERN CALIFORNIA EDISON AND

AUTHORIZATION TO EXECUTE THE VOLUNTARY ALLOCATION

AGREEMENT ON BEHALF OF APPLE VALLEY CHOICE ENERGY
43 Approve the Power Charge Indifference Adjustment (PCIA) Voluntary Allocation of Long-Term Renewable Energy Portfolio from Southern California Edison (SCE) and Authorize the Town Manager to Execute the Voluntary Allocation Agreement on behalf of Apple Valley Choice Energy (AVCE).

6.7. ACCEPTANCE OF WORK: BEAR VALLEY ROAD WIDENING FROM

CENTRAL ROAD TO QUINNAULT ROAD
87 Accept the work completed as part of the Bear Valley Road Widening from Central Road to Quinnault Road project for a total contract cost of $461,231.39.

A.

Direct the Town Clerk to file the Notice of Completion for the contract work.

B.

Direct the Finance Director to release the retained funds 30 days after the Notice of Completion has been filed, provided no claims are filed against the contractor.

C.

6.8. AGREEMENT WITH TYLER TECHNOLOGIES, INC. FOR THE

UPGRADE TO ENTERPRISE ERP (MUNIS) AND BUSINESS

PROCESS AND IMPLEMENTATION SERVICES WITH SOFTWARE

AND SUPPORT SERVICES
92 That Council ratify the upgrade purchase of Enterprise ERP (Enterprise Resource Planning – Munis), including business process and implementation services from Tyler Technologies, Inc. (Tyler), in the amount of $945,553.00 with additional annual costs for on-going software services starting at $231,747.00, and authorize the Town Manager or designee to execute appropriate agreements and documentation.

6.9. THIRTY-THIRD AMENDMENT TO LAW ENFORCEMENT CONTRACT #94-798
197
Staff recommends that the Town Council approve the Thirty-Third Amendment to Law Enforcement Contract #94-798 for the period of July 1, 2022 through June 30, 2023 and authorize the Mayor or designee to process all documents required for the agreement.

6.10. ACCEPT GRANT REVENUE FROM THE EDWARD BYRNE

MEMORIAL JUSTICE ASSISTANCE GRANT PROGRAM
202
Accept grant revenue from the Edward Byrne Memorial Justice Assistance Grant Program in the amount of $34,706 for years 2020 and 2021 and authorize the Town Manager to execute award Agreements.

7. Public Hearings

7.1. A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF APPLE

VALLEY, CALIFORNIA, AMENDING AND ESTABLISHING SPECIFIED

FEES FOR TOWN SERVICES
287
Adopt Resolution No. 2022-14 a Resolution of the Town Council of the Town of Apple Valley, California, amending and establishing specified fees for Town services for Fiscal Year 2022-2023.

8. Business of the Council

8.1. vacancy on the PLANNING COMMISSION 400
Council Member Bishop to nominate: ____________ to the Town of Apple Valley Planning Commission.

9. Reports, Requests and Communications

10. Town Manager’s Comments & Legislative Update

11. Closed Session
Recommended Motion:

To Adjourn the regular meeting to move into Closed Session at TIME to discuss the following:

11.1. Closed Session 401
Conference with Legal Counsel – Anticipated Litigation – Significant exposure to litigation pursuant to Paragraph (2) of subdivision (d) of Section 54956.9: one or more potential cases.

A.

Conference with Legal Counsel – Anticipated Litigation – Initiation of litigation pursuant to Paragraph (4) of subdivision (d) of Section 54956.9: one or more potential cases.

B.

Conference with Real Property Negotiators – Pursuant to Government Code. Section 54956.8. Property: Apple Valley Ranchos Water Company (now Liberty Utilities (Apple Valley Ranchos Water) Corp.); Authority Negotiator: Town Manager; Negotiating Parties: Liberty Utilities Co., Liberty WWH, Inc., Algonquin Power & Utilities Corp., Park Water Company,
Western Water Holdings LLC, Tony Penna, General Manager, Apple Valley Ranchos Water Company; Under Negotiation:

Price and Terms of Payment.

C.

Conference with Legal Counsel – Existing Litigation – Pursuant to Paragraph (1) of subdivision (d) of Government Code
Section 54956.9, Case No.: CIVDS1600180 – Town of Apple Valley vs. Apple Valley Ranchos Water Company Et Al.

D.

Conference with Legal Counsel – Existing Litigation – Pursuant to Paragraph (1) of subdivision (d) of Section 54956.9; Name of Case: Grkikian v. Town of Apple Valley, San Bernardino
Superior Court, case no. CIVSB2128669.

E.

12. Adjournment
Recommended Motion:

To adjourn the meeting of the Apple Valley Town Council at TIME.

TOWN OF APPLE VALLEY

TOWN COUNCIL SERVING ON BOARDS, COMMITTEES & COMMISSIONS

CITIZEN ADVISORY COMMITTEES

HISTORICAL ADVISORY COMMITTEE (HAC)
Council Member Cusack
Meets every 2nd Tuesday of each month at 9:00 a.m.,
(location may vary)

SPECIAL ADVISORY COMMITTEES
DISASTER PREPAREDNESS*
Mayor - Chairman
Meets quarterly at 1:30 p.m., Town of Apple Valley
Conference Center - Development Services Building
14975 Dale Evans Parkway, Apple Valley.

TRAFFIC ADVISORY COMMITTEE (TAC)
Council Member Nassif
As needed.

Town Council Chambers

TOWN PERSONNEL COMMITTEE
Council Member Nassif
Mayor Pro Tem Bishop
Meets as Needed

PARK AND RECREATION ADVISORY COMMITTEE
Council Member Nassif
Council Member Emick

AD HOC COMMITTEES

APPLE VALLEY ROAD AD HOC COMMITTEE
Council Member Nassif

VILLAGE MERCHANTS AD HOC COMMITTEE
Council Member Emick

AGENCY - BOARDS/COMMITTEES &

COMMISSIONS

CALIFORNIA JOINT POWERS INSURANCE

AUTHORITY (CJPIA)
Council Member Nassif – Director
Exec. Committee meets every 4th Wednesday of each
month at 7:00 p.m., La Palma, CA.

HIGH DESERT CORRIDOR JOINT POWERS

AUTHORITY (HDCJPA)
Council Member Nassif – Director
Council Member Emick – Alternate
Meets every 2nd Thursday of each quarter at 2:00 p.m.
385 N. Arrowhead Ave, San Bernardino, CA

LEAGUE OF CALIFORNIA CITIES/DESERT

MOUNTAIN DIVISION (LOCC/DMD)
Council Member Nassif- Voting Delegate
Mayor Pro Tem Bishop – Alternate
Meets quarterly on the 4th Friday of every other month
at 10:00 a.m., rotating cities.

MOJAVE DESERT AIR QUALITY MANAGEMENT

DISTRICT (MDAQMD)
Mayor Leon-– Delegate
Council Member Emick – Alternate
Meets every 4th Monday of each month at 10:00 a.m.,
14306 Park Avenue, Victorville

MOJAVE DESERT AND MOUNTAIN RECYCLING

AUTHORITY
Council Member Cusack – Delegate
Mayor Pro Tem Bishop – Alternate
Meets quarterly on the 2nd Thursday February, May,
August and November at 10:00 a.m.
at the Materials Recovery Facility, 17000 Abbey Lane,
Victorville

SAN BERNARDINO COUNCIL OF GOVERNMENTS
(SBCOG)
Mayor Pro Tem Bishop - Board Member
Council Member Cusack – Alternate
Meets 1st Wednesday of each month at 10:00 a.m.,
1170 West 3rd St.

San Bernardino

SOLID WASTE ADVISORY TASK FORCE (SWAT)
Council Member Cusack – Committee Member
Julie Ryan - Alternate
Meets as needed on Wednesdays at 1:30 p.m.

Sam J. Racadio Library & Environmental Learning
Center Community Room 7863 Central Ave. Highland

VICTOR VALLEY ECONOMIC DEVELOPMENT

AUTHORITY (VVEDA)
(George Air Force Base Reuse Task Force)
Council Member Emick – Commissioner
Mayor Pro Tem Bishop – Alternate
Meets every 2nd Wednesday of each quarter at 5:00
p.m., SCLA

VICTOR VALLEY TRANSIT AUTHORITY (VVTA)
Council Member Emick – Representative
Mayor Leon - Alternate
Meets every 3rd Monday of each month at 9:30 a.m.,
Victorville City Hall

VICTOR VALLEY WASTE WATER RECLAMATION

AUTHORITY (VVWRA)
Council Member Nassif – Commissioner
Mayor Pro Tem Bishop – Alternate
Meets every 3rd Thursday at 7:30 a.m.

VVWRA Offices

APPLE VALLEY CHAMBER OF

COMMERCE

GOVERNMENTAL RELATIONS COMMITTEE
Mayor Pro Tem Bishop – Representative
Council Member Cusack – Alternate
*These Boards, Committees and
Commissions require the Mayor to serve
as the representative.

Town Council Agenda Report
Date: May 10, 2022
To: Honorable Mayor and Town Council
Subject: APPROVAL OF MINUTES

From: Douglas Robertson, Town Manager
Submitted by: La Vonda M-Pearson, Town Clerk
Town Clerk
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
That the Town Council approve the subject minutes as part of the consent agenda.

SUMMARY:

A. Regular Meeting April 26, 2022

1 Apple Valley Town Council

MINUTES
April 26, 2022, 6:30 p.m.

Council Chamber
Members Present: Council Member Curt Emick
Council Member Scott Nassif
Council Member Larry Cusack
Mayor Pro Tem Art Bishop
Mayor Kari Leon
_____________________________________________________________________

1. Call to Order
Mayor Leon called to order the regular session of the Apple Valley Town Council at 6:30 p.m.

2. Opening Ceremonies

2.1 Invocation
Joel Brantner - Church of the Valley

2.2 Pledge of Allegiance
The Pledge of Allegiance was led by Council Member Nassif.

2.3 Presentations

2.3.1 WASTE ENERGY PROGRAM PRESENTATION - DARRON

POULSEN - GENERAL MANAGER, VICTOR VALLEY

WASTEWATER RECLAMATION AUTHORITY

2.3.2 APPLE VALLEY CHOICE ENERGY 5 YEAR PRESENTATION -

GUY EISENBREY - INTERIM DIRECTOR OF PUBLIC WORKS

3. Public Comments
Richard Rorex, Apple Valley, commented on the decisions made by Sacramento legislator's that affect our local communities.

2 4. Councilmember Committee/Commission/Community Participation Councilmembers to make brief reports on their participation on committees, boards, and commissions on the Town’s behalf since the last meeting.

Councilmembers may also make brief reports on their community participation.

No formal action will be taken.

Council Member Emick commented on committee meetings and events that he attended.

Council Member Cusack commented on committee meetings and events that he attended.

Council Member Nassif commented on committee meetings and events that he attended.

Mayor Pro Tem Bishop commented on committee meetings and events that he attended.

Mayor Leon commented on committee meetings and events that she attended.

5. Town Council Announcements

5.1 Suggested items for next Agenda
Mayor Pro Tem Bishop discussed current legislation as it relates to Joshua trees. He asked that an update be provided to Council on this issue. He also commented on the effects of broadband to the community and issues relating to trash enclosures.

Council Member Emick suggested, with the consensus of the Town Council, that the Town declare June 4, 2022, as Chayce Beckham Day in the Town of Apple Valley.

5.2 Time, Date & Place for Next Town Council Regular or Special Meeting A. Regular Meeting - May 10, 2022 - Council Chambers Regular Session at 6:30p.m.

6. Town Council Consent Agenda
Mayor Leon announced that Agenda Item Number 6.2 would be pulled from the agenda.

Motion by: Council Member Emick
Seconded by: Council Member Cusack

3 To approve the Consent Calendar items numbered 6.1 and 6.3 as recommended.

Yes (5): Council Member Emick, Council Member Nassif, Council Member Cusack, Mayor Pro Tem Bishop, and Mayor Leon.

Carried (5 to 0)

6.1 APPROVAL OF MINUTES
That the Town Council approve the subject minutes as part of the consent agenda.

6.2 PULLED - AGREEMENT WITH TYLER TECHNOLOGIES, INC. FOR

THE UPGRADE TO ENTERPRISE ERP (MUNIS) AND BUSINESS

PROCESS AND IMPLEMENTATION SERVICES WITH SOFTWARE

AND SUPPORT SERVICES
This item was pulled from the agenda.

6.3 RESOLUTION DESIGNATING MAY 1 AS MOJAVE RIVER VALLEY

HORSEMEN'S ASSOCIATION APPRECIATION DAY
That the Town Council adopt resolution 2022-12, designating May 1 as Mojave River Valley Horsemen’s Association Day (MRVHA)

7. Public Hearings

8. Business of the Council

8.1 LOT SPLIT SUBDIVISION DISCUSSION
Receive and file or provide further direction to staff.

Orlando Acevedo, Assistant Town Manager, presented the staff report as filed with the Town Clerk.

Council Member Cusack spoke of his concern with lot splits and the need to make changes that would benefit property owners as well as the Town.

Christopher Watkins, Apple Valley, spoke on the excessive cost to do a lot split. He stated that he was in the property management industry and has a desire to build in the community. He also spoke on what is considered "too restrictive" when developing.

4 Tony Contreras, Apple Valley, spoke of purchasing land in the Town with a desire to split the lot. He also commented on the cost to complete a lot split.

A lengthy discussion ensued regarding the current ordinance, the need to review and make changes to the existing ordinance and wheher or not a general plan amendment would be required.

This was a receive and file item with direction given to staff. There was no action taken.

9. Reports, Requests and Communications

10. Town Manager’s Comments & Legislative Update
Orlando Acevedo, Assistant Town Manager, announced that Wednesday, April 27 was Administrative Professionals Day. He also announced upcoming events in the Town of Apple Valley.

11. Closed Session
None.

12. Adjournment
Motion by: Council Member Emick
Seconded by: Mayor Leon
To adjourn the meeting of the Apple Valley Town Council at 8:07 p.m.

Carried
Kari Leon, Mayor La Vonda M-Pearson, Town Clerk

Town Council Agenda Report
Date: May 10, 2022
To: Honorable Mayor and Town Council
Subject: APRIL 2022 COMMERCIAL WARRANTS AND WIRE TRANSFER

SCHEDULES

From: Douglas Robertson, Town Manager
Submitted by: Sydnie Harris, Director of Finance
Finance
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
That the Town Council receive, ratify, and file the Commercial Warrants and Wire Transfer Schedules as presented.

BACKGROUND
Pursuant to the Town’s Municipal Code the attached demands were presented by the departments, audited by the Finance Department and subsequent warrants/wire transfers were issued. All were found to be in conformity to Town policies and procedures and funds were budgeted or available to pay said demands. List of commercial warrants and wire transfers are now being presented to Council for approval.

SUMMARY
Commercial warrants were issued from April 1 through April 30, 2022 in the amount of $3,955,503.06 covering issued warrant #’s 151779 – 152295. Also, wire transfers were made from April 1 through April 30, 2022 in the amount of $0 The claims and/or demands covered by the attached list of warrants and wire transfers were audited as to the accuracy and availability of funds for payment thereof and said claims and/or demands are accurate, and the funds were available for payment thereof.

FISCAL IMPACT
517 Commercial Warrants were issued in the amount of $3,955,503.06 0 Wire Transfer payments were issued in the amount of $0

ATTACHMENTS
A. April Commerical Warrants
B. April Wire Transfer Schedule

Check # Date Vendor Description Check Total
151779 04/05/2022 021810 GREINES, MARTIN, STEIN LEGAL SERVICES 48.50 151780 04/06/2022 007796 360 FREESTYLE GYMNASTICS MARCH GYMNASTICS 347.20 151781 04/06/2022 008201 ABF PRINTS, INC. AVCE POSTCARDS 1,210.04 151782 04/06/2022 000096 ADSCOT PEST CONTROL INC. MONTHLY SERVICE 1,013.00 151783 04/06/2022 VOID VOID 0.00
151784 04/06/2022 000102 ALBERTSONS LLC SUPPLIES 45.97
151785 04/06/2022 002980 ALL GOOD DRIVING SCHOOL, INC. MARCH DRIVERS ED 186.20 151786 04/06/2022 021342 AMAZON CAPITAL SERVICES CERAMIC WATER DISPENSER 350.70 151787 04/06/2022 002297 APEX RENTALS EQUIPMENT RENTAL 182.63 151788 04/06/2022 008806 APPLE VALLEY PRINTING #9 REGULAR ENVELOPES 993.40 151789 04/06/2022 001864 APPLE VALLEY TIRE VEHICLE REPAIR 2,485.06 151790 04/06/2022 019613 AUS WEST LOCKBOX UNIFORMS 45.60 151791 04/06/2022 006701 AUTOMATED GATE SERVICES GATE REPAIR 375.00 151792 04/06/2022 001528 AVUSD FEBRUARY FINES AND FORFEITURES 266.37 151793 04/06/2022 000199 B B & K RECORDS ACT 112,352.50 151794 04/06/2022 023051 BANNER BANK ESCROW ACCOUNT 2007 2,500.00 151795 04/06/2022 002298 BEAR VALLEY ANIMAL HOSPITAL MISC. ANIMALS 2,447.10 151796 04/06/2022 003649 BECK OIL INC. FUEL 625.60
151797 04/06/2022 022593 BLUE DIAMOND MATERIALS COLD MIX 127.81 151798 04/06/2022 016864 DON BURNELL MARCH DOSHIN KAIKAN KARATE DO 90.30 151799 04/06/2022 018736 CACEO QUICK WEBINAR 38.00
151800 04/06/2022 002738 JOHN CAMARENA JULY 21 2022 DEPOSIT LATIN EXPRESS 300.00 151801 04/06/2022 022905 CANYON SPRINGS ENTERPRISES JESS RANCH LIFT STATION UPGRADES 47,500.00 151802 04/06/2022 000914 CAPITAL ONE SUPPLIES 290.47
151803 04/06/2022 003378 MARY ANNE CARROLL MARCH YOGA 516.00 151804 04/06/2022 000087 COUNTY OF SAN BERNARDINO TRASH LIENS 6,981.00 151805 04/06/2022 001216 COUNTY OF SAN BERNARDINO- ISD RADIOS 5,547.06 151806 04/06/2022 000347 DAILY PRESS NOTICE OF PUBLIC HEARING 2,784.82 151807 04/06/2022 000387 EDISON COMPANY 3/1/22 TO 3/31/22 4,402.50 151808 04/06/2022 018502 ENTERPRISE FLEET MANAGEMENT MULTIPLE UNITS 4,662.35 Town of Apple Valley
Commercial Warrants
Month of April 2022

151809 04/06/2022 000407 FEDEX SHIPPING 68.24
151810 04/06/2022 001169 FERGUSON ENTERPRISES LLC
#1350
PARTS 1,766.58
151811 04/06/2022 000679 G.A. OSBORNE PIPE & SUPPLY PARTS 401.12 151812 04/06/2022 008779 GLOBAL TOUR GOLF DRIVING RANGE BASKETS 304.65 151813 04/06/2022 000822 GOLDEN STATE WATER COMPANY 2/23/22 TO 3/23/22 78.92 151814 04/06/2022 003466 GROOVELABS LLC CHASE CONCERT 5,000.00 151815 04/06/2022 001558 HAAKER EQUIPMENT CO PARTS 452.55 151816 04/06/2022 018653 HASA INC. BULK CHEMICALS 1,581.84 151817 04/06/2022 023170 ANDREW HONY RENTAL REFUND 250.00 151818 04/06/2022 021301 JASON CHAIDEZ LANDSCAPE MAINTENANCE CONTRACT PW2021- 01 14,703.20
151819 04/06/2022 020279 JOHNSON CONTROLS CHILLER REPAIR 6,809.98 151820 04/06/2022 000168 LIBERTY UTILITIES 1/25/22 TO 3/28/22 5,101.41 151821 04/06/2022 002187 LINCOLN AQUATICS CHEMICALS 424.49 151822 04/06/2022 017237 LOGICALIS CISCO CLOUD 4,519.80 151823 04/06/2022 005351 LOWE'S (LAR) PARTS 138.66
151824 04/06/2022 022907 MILLER EQUIPMENT COMPANY, INC. AV RD WIDENING 226,422.06 151825 04/06/2022 002455 MOBILE OCCUPATIONAL SERVICES HARROWER 45.00 151826 04/06/2022 000634 BILL MOCHARNUK MARCH TENNIS 371.00 151827 04/06/2022 014284 JOLE MORTON MARCH SOUL SESSION 11.70 151828 04/06/2022 018836 MARIA MURO FEB & MAR AQUA ZUMBA 163.20 151829 04/06/2022 008742 MUSICSTAR/CREATIVE BRAIN CB CLASSES MARCH 238.00 151830 04/06/2022 010385 MELANIE MYERS MARCH ACTING 756.00 151831 04/06/2022 007673 MYONLINEBILL.COM MARCH SERVICES 2,267.24 151832 04/06/2022 000654 NAPA PARTS 82.25
151833 04/06/2022 002599 OFFICE DEPOT SUPPLIES 203.13
151834 04/06/2022 022913 OMNIS INCORPORATED PAVEMENT MANAGEMENT SYSTEM 30,880.00 151835 04/06/2022 008206 O'REILLY AUTO PARTS PARTS 64.76 151836 04/06/2022 002638 PLUMBERS DEPOT INC. REPAIR K2 724.33 151837 04/06/2022 008771 PRUDENTIAL OVERALL SUPPLY MATS 1,143.65 151838 04/06/2022 021425 HAILEY RICHLING MARCH TAP AND BALLET 1,144.80 151839 04/06/2022 011479 ROW TRAFFIC SAFETY, INC PARTS 3,873.78 151840 04/06/2022 000765 SAFELITE FULFILLMENT INC PARTS 293.36 151841 04/06/2022 000782 SAN BERNARDINO COUNTY AGREEMENT 14-59 62,130.00 151842 04/06/2022 018949 GEORGE W SCHNEIDER 5K PROCEEDS 3,208.87 151843 04/06/2022 010082 SIERRA GOLF MANAGEMENT, INC WILBUR ELLIS 5,847.35

151844 04/06/2022 023169 SO CAL ARBOR CARE INC. REMOVE PALO VERDE TREE 400.00 151845 04/06/2022 021174 STATES AND DOOR AND

HARDWARE
BROWN TONE 22.97
151846 04/06/2022 006291 SWRCB DIVISION OF WATER QUAL. WAIVER 200.00 151847 04/06/2022 001475 SHARI TAYLOR MARCH BATON 194.40 151848 04/06/2022 023072 TITUS INDUSTRIAL GROUP, INC MISC. WORK 2,409.35 151849 04/06/2022 000876 TYPE-SET-GO 2022 VOLLEYBALL SHIRTS 1,141.07 151850 04/06/2022 002855 U.S. BANK CORP. PMT SYSTEM MARCH CAL CARD PURCHASES 14,291.92 151851 04/06/2022 000884 UNDERGROUND SERVICE ALERT- MONTHLY SERVICE 344.95 151852 04/06/2022 001758 UNITED SITE SERVICES INC. WEEKLY SERVICE 501.44 151853 04/06/2022 000890 CHRIS URMSTON MARCH TAI CHI 208.20 151854 04/06/2022 000891 USA BLUEBOOK SMOKE CANDLE 270.02 151855 04/06/2022 000893 V.V.W.R.A. 16564 KASOTA RD 38,835.70 151856 04/06/2022 010504 VALLEY SCREENING & GRAPHICS MISC. ITEMS 183.79 151857 04/06/2022 016981 JONATHON VASQUEZ MARCH GRACIE JIU JIT SU 271.60 151858 04/06/2022 000900 VICTOR VALLEY ANIMAL NOVEMBER VOUCHERS 160.00 151859 04/06/2022 000909 VOYAGER MARCH FUEL 14,423.89
151860 04/06/2022 000923 WAXIE SANITARY SUPPLY SUPPLIES 609.06 151861 04/06/2022 021348 WINSUPPLY SUPPLIES 453.63
151862 04/06/2022 013692 WPONCALL WEBSITE MAINTENANCE 300.00 151863 04/06/2022 SPAY/NEUTER REFUND SPAY/NEUTER REFUND 40.00 151864 04/08/2022 021300 JACK & MARY GAINES 2022 MAKEUP WATER TRANSFER 2,800.00 151865 04/11/2022 TRASH REFUND TRASH REFUND 30.98
151866 04/11/2022 TRASH REFUND TRASH REFUND 54.47
151867 04/11/2022 TRASH REFUND TRASH REFUND 19.99
151868 04/11/2022 TRASH REFUND TRASH REFUND 27.65
151869 04/11/2022 TRASH REFUND TRASH REFUND 111.10
151870 04/11/2022 TRASH REFUND TRASH REFUND 22.36
151871 04/11/2022 TRASH REFUND TRASH REFUND 16.97
151872 04/11/2022 TRASH REFUND TRASH REFUND 22.22
151873 04/11/2022 TRASH REFUND TRASH REFUND 23.11
151874 04/11/2022 TRASH REFUND TRASH REFUND 3.54
151875 04/11/2022 TRASH REFUND TRASH REFUND 27.32
151876 04/11/2022 TRASH REFUND TRASH REFUND 775.56
151877 04/11/2022 TRASH REFUND TRASH REFUND 113.32
151878 04/11/2022 TRASH REFUND TRASH REFUND 25.89
151879 04/11/2022 TRASH REFUND TRASH REFUND 15.56
151880 04/11/2022 TRASH REFUND TRASH REFUND 25.92
151881 04/11/2022 TRASH REFUND TRASH REFUND 27.47

151882 04/11/2022 TRASH REFUND TRASH REFUND 125.04
151883 04/11/2022 TRASH REFUND TRASH REFUND 17.23
151884 04/11/2022 TRASH REFUND TRASH REFUND 17.38
151885 04/11/2022 TRASH REFUND TRASH REFUND 24.50
151886 04/11/2022 TRASH REFUND TRASH REFUND 24.19
151887 04/11/2022 TRASH REFUND TRASH REFUND 17.21
151888 04/11/2022 TRASH REFUND TRASH REFUND 119.64
151889 04/11/2022 TRASH REFUND TRASH REFUND 19.85
151890 04/11/2022 TRASH REFUND TRASH REFUND 28.45
151891 04/11/2022 TRASH REFUND TRASH REFUND 25.27
151892 04/11/2022 TRASH REFUND TRASH REFUND 99.98
151893 04/11/2022 TRASH REFUND TRASH REFUND 31.71
151894 04/11/2022 TRASH REFUND TRASH REFUND 104.55
151895 04/11/2022 TRASH REFUND TRASH REFUND 26.87
151896 04/11/2022 TRASH REFUND TRASH REFUND 27.99
151897 04/11/2022 TRASH REFUND TRASH REFUND 44.13
151898 04/11/2022 TRASH REFUND TRASH REFUND 5.70
151899 04/11/2022 TRASH REFUND TRASH REFUND 19.73
151900 04/11/2022 TRASH REFUND TRASH REFUND 447.17
151901 04/11/2022 TRASH REFUND TRASH REFUND 24.27
151902 04/11/2022 TRASH REFUND TRASH REFUND 26.66
151903 04/11/2022 TRASH REFUND TRASH REFUND 21.29
151904 04/11/2022 TRASH REFUND TRASH REFUND 176.05
151905 04/11/2022 TRASH REFUND TRASH REFUND 10.26
151906 04/11/2022 TRASH REFUND TRASH REFUND 25.21
151907 04/11/2022 TRASH REFUND TRASH REFUND 12.79
151908 04/11/2022 TRASH REFUND TRASH REFUND 18.17
151909 04/11/2022 TRASH REFUND TRASH REFUND 20.18
151910 04/11/2022 TRASH REFUND TRASH REFUND 19.64
151911 04/11/2022 TRASH REFUND TRASH REFUND 16.51
151912 04/11/2022 TRASH REFUND TRASH REFUND 25.82
151913 04/11/2022 TRASH REFUND TRASH REFUND 24.99
151914 04/11/2022 TRASH REFUND TRASH REFUND 25.57
151915 04/11/2022 TRASH REFUND TRASH REFUND 125.19
151916 04/11/2022 TRASH REFUND TRASH REFUND 22.93
151917 04/11/2022 TRASH REFUND TRASH REFUND 17.04
151918 04/11/2022 TRASH REFUND TRASH REFUND 30.50
151919 04/11/2022 TRASH REFUND TRASH REFUND 38.38
151920 04/11/2022 TRASH REFUND TRASH REFUND 28.44
151921 04/11/2022 TRASH REFUND TRASH REFUND 17.85

151922 04/11/2022 TRASH REFUND TRASH REFUND 22.09
151923 04/11/2022 TRASH REFUND TRASH REFUND 17.78
151924 04/11/2022 TRASH REFUND TRASH REFUND 28.88
151925 04/11/2022 TRASH REFUND TRASH REFUND 34.57
151926 04/11/2022 TRASH REFUND TRASH REFUND 52.62
151927 04/11/2022 TRASH REFUND TRASH REFUND 29.38
151928 04/11/2022 TRASH REFUND TRASH REFUND 24.42
151929 04/11/2022 TRASH REFUND TRASH REFUND 15.76
151930 04/11/2022 TRASH REFUND TRASH REFUND 22.66
151931 04/11/2022 TRASH REFUND TRASH REFUND 10.19
151932 04/11/2022 TRASH REFUND TRASH REFUND 19.85
151933 04/11/2022 TRASH REFUND TRASH REFUND 27.69
151934 04/11/2022 TRASH REFUND TRASH REFUND 18.30
151935 04/11/2022 TRASH REFUND TRASH REFUND 27.32
151936 04/11/2022 TRASH REFUND TRASH REFUND 77.66
151937 04/11/2022 TRASH REFUND TRASH REFUND 30.84
151938 04/11/2022 TRASH REFUND TRASH REFUND 12.17
151939 04/11/2022 TRASH REFUND TRASH REFUND 322.39
151940 04/11/2022 TRASH REFUND TRASH REFUND 27.66
151941 04/11/2022 TRASH REFUND TRASH REFUND 27.51
151942 04/11/2022 TRASH REFUND TRASH REFUND 113.32
151943 04/11/2022 TRASH REFUND TRASH REFUND 44.28
151944 04/11/2022 TRASH REFUND TRASH REFUND 23.73
151945 04/11/2022 TRASH REFUND TRASH REFUND 28.43
151946 04/11/2022 TRASH REFUND TRASH REFUND 148.96
151947 04/11/2022 TRASH REFUND TRASH REFUND 24.02
151948 04/11/2022 TRASH REFUND TRASH REFUND 31.64
151949 04/11/2022 TRASH REFUND TRASH REFUND 447.44
151950 04/11/2022 TRASH REFUND TRASH REFUND 25.89
151951 04/11/2022 TRASH REFUND TRASH REFUND 176.63
151952 04/11/2022 TRASH REFUND TRASH REFUND 18.87
151953 04/11/2022 TRASH REFUND TRASH REFUND 68.99
151954 04/11/2022 TRASH REFUND TRASH REFUND 22.96
151955 04/11/2022 TRASH REFUND TRASH REFUND 18.32
151956 04/11/2022 TRASH REFUND TRASH REFUND 11.51
151957 04/11/2022 TRASH REFUND TRASH REFUND 44.44
151958 04/11/2022 TRASH REFUND TRASH REFUND 22.27
151959 04/11/2022 TRASH REFUND TRASH REFUND 24.47
151960 04/11/2022 TRASH REFUND TRASH REFUND 20.00
151961 04/11/2022 TRASH REFUND TRASH REFUND 24.47

151962 04/11/2022 TRASH REFUND TRASH REFUND 21.49
151963 04/11/2022 TRASH REFUND TRASH REFUND 36.36
151964 04/12/2022 TRASH REFUND TRASH REFUND 15.51
151965 04/12/2022 TRASH REFUND TRASH REFUND 333.44
151966 04/12/2022 TRASH REFUND TRASH REFUND 12.81
151967 04/12/2022 TRASH REFUND TRASH REFUND 57.19
151968 04/12/2022 TRASH REFUND TRASH REFUND 10.37
151969 04/12/2022 TRASH REFUND TRASH REFUND 22.01
151970 04/12/2022 TRASH REFUND TRASH REFUND 93.75
151971 04/12/2022 TRASH REFUND TRASH REFUND 138.36
151972 04/12/2022 TRASH REFUND TRASH REFUND 21.56
151973 04/12/2022 TRASH REFUND TRASH REFUND 12.97
151974 04/12/2022 TRASH REFUND TRASH REFUND 13.88
151975 04/12/2022 TRASH REFUND TRASH REFUND 12.59
151976 04/12/2022 TRASH REFUND TRASH REFUND 12.01
151977 04/12/2022 TRASH REFUND TRASH REFUND 8.99
151978 04/12/2022 TRASH REFUND TRASH REFUND 11.85
151979 04/12/2022 TRASH REFUND TRASH REFUND 94.60
151980 04/12/2022 TRASH REFUND TRASH REFUND 11.93
151981 04/12/2022 TRASH REFUND TRASH REFUND 38.49
151982 04/12/2022 TRASH REFUND TRASH REFUND 223.72
151983 04/12/2022 TRASH REFUND TRASH REFUND 33.37
151984 04/12/2022 TRASH REFUND TRASH REFUND 46.55
151985 04/12/2022 TRASH REFUND TRASH REFUND 12.60
151986 04/12/2022 TRASH REFUND TRASH REFUND 50.88
151987 04/12/2022 TRASH REFUND TRASH REFUND 14.07
151988 04/12/2022 TRASH REFUND TRASH REFUND 12.59
151989 04/12/2022 TRASH REFUND TRASH REFUND 5.56
151990 04/12/2022 TRASH REFUND TRASH REFUND 82.66
151991 04/12/2022 TRASH REFUND TRASH REFUND 13.53
151992 04/12/2022 TRASH REFUND TRASH REFUND 12.10
151993 04/12/2022 TRASH REFUND TRASH REFUND 45.96
151994 04/12/2022 TRASH REFUND TRASH REFUND 77.57
151995 04/12/2022 TRASH REFUND TRASH REFUND 127.65
151996 04/12/2022 TRASH REFUND TRASH REFUND 10.37
151997 04/12/2022 TRASH REFUND TRASH REFUND 66.17
151998 04/12/2022 TRASH REFUND TRASH REFUND 843.91
151999 04/12/2022 TRASH REFUND TRASH REFUND 15.55
152000 04/12/2022 TRASH REFUND TRASH REFUND 14.16
152001 04/12/2022 TRASH REFUND TRASH REFUND 9.20

152002 04/12/2022 TRASH REFUND TRASH REFUND 38.38
152003 04/12/2022 TRASH REFUND TRASH REFUND 11.83
152004 04/12/2022 TRASH REFUND TRASH REFUND 73.64
152005 04/12/2022 TRASH REFUND TRASH REFUND 281.25
152006 04/12/2022 TRASH REFUND TRASH REFUND 98.91
152007 04/12/2022 TRASH REFUND TRASH REFUND 131.35
152008 04/12/2022 TRASH REFUND TRASH REFUND 59.65
152009 04/12/2022 TRASH REFUND TRASH REFUND 217.55
152010 04/12/2022 TRASH REFUND TRASH REFUND 127.84
152011 04/12/2022 TRASH REFUND TRASH REFUND 53.56
152012 04/12/2022 TRASH REFUND TRASH REFUND 21.10
152013 04/12/2022 TRASH REFUND TRASH REFUND 14.60
152014 04/12/2022 TRASH REFUND TRASH REFUND 17.85
152015 04/12/2022 TRASH REFUND TRASH REFUND 14.08
152016 04/12/2022 TRASH REFUND TRASH REFUND 13.02
152017 04/12/2022 TRASH REFUND TRASH REFUND 48.22
152018 04/12/2022 TRASH REFUND TRASH REFUND 37.39
152019 04/12/2022 TRASH REFUND TRASH REFUND 72.31
152020 04/12/2022 TRASH REFUND TRASH REFUND 41.96
152021 04/12/2022 TRASH REFUND TRASH REFUND 181.63
152022 04/12/2022 TRASH REFUND TRASH REFUND 13.63
152023 04/13/2022 TRASH REFUND TRASH REFUND 60.00
152024 04/13/2022 TRASH REFUND TRASH REFUND 9.16
152025 04/13/2022 TRASH REFUND TRASH REFUND 6.54
152026 04/13/2022 TRASH REFUND TRASH REFUND 25.85
152027 04/13/2022 TRASH REFUND TRASH REFUND 37.02
152028 04/13/2022 TRASH REFUND TRASH REFUND 41.68
152029 04/13/2022 TRASH REFUND TRASH REFUND 62.09
152030 04/13/2022 TRASH REFUND TRASH REFUND 73.20
152031 04/13/2022 TRASH REFUND TRASH REFUND 6.53
152032 04/13/2022 TRASH REFUND TRASH REFUND 10.71
152033 04/13/2022 TRASH REFUND TRASH REFUND 43.80
152034 04/13/2022 TRASH REFUND TRASH REFUND 11.58
152035 04/13/2022 TRASH REFUND TRASH REFUND 7.93
152036 04/13/2022 TRASH REFUND TRASH REFUND 9.79
152037 04/13/2022 TRASH REFUND TRASH REFUND 43.30
152038 04/13/2022 TRASH REFUND TRASH REFUND 8.67
152039 04/13/2022 TRASH REFUND TRASH REFUND 12.51
152040 04/13/2022 TRASH REFUND TRASH REFUND 177.07
152041 04/13/2022 TRASH REFUND TRASH REFUND 65.16

152042 04/13/2022 TRASH REFUND TRASH REFUND 7.76
152043 04/13/2022 TRASH REFUND TRASH REFUND 7.35
152044 04/13/2022 TRASH REFUND TRASH REFUND 67.84
152045 04/13/2022 TRASH REFUND TRASH REFUND 42.61
152046 04/13/2022 TRASH REFUND TRASH REFUND 6.77
152047 04/13/2022 TRASH REFUND TRASH REFUND 112.91
152048 04/13/2022 TRASH REFUND TRASH REFUND 216.17
152049 04/13/2022 TRASH REFUND TRASH REFUND 10.96
152050 04/13/2022 TRASH REFUND TRASH REFUND 36.32
152051 04/13/2022 TRASH REFUND TRASH REFUND 87.54
152052 04/13/2022 TRASH REFUND TRASH REFUND 112.18
152053 04/13/2022 TRASH REFUND TRASH REFUND 6.85
152054 04/13/2022 TRASH REFUND TRASH REFUND 11.66
152055 04/13/2022 TRASH REFUND TRASH REFUND 120.01
152056 04/13/2022 TRASH REFUND TRASH REFUND 9.25
152057 04/13/2022 TRASH REFUND TRASH REFUND 73.20
152058 04/13/2022 TRASH REFUND TRASH REFUND 56.45
152059 04/13/2022 TRASH REFUND TRASH REFUND 11.12
152060 04/13/2022 TRASH REFUND TRASH REFUND 183.24
152061 04/13/2022 TRASH REFUND TRASH REFUND 51.17
152062 04/13/2022 TRASH REFUND TRASH REFUND 12.42
152063 04/13/2022 TRASH REFUND TRASH REFUND 23.21
152064 04/13/2022 TRASH REFUND TRASH REFUND 10.82
152065 04/13/2022 TRASH REFUND TRASH REFUND 6.60
152066 04/13/2022 TRASH REFUND TRASH REFUND 68.99
152067 04/13/2022 TRASH REFUND TRASH REFUND 7.98
152068 04/13/2022 TRASH REFUND TRASH REFUND 8.75
152069 04/13/2022 TRASH REFUND TRASH REFUND 7.81
152070 04/13/2022 TRASH REFUND TRASH REFUND 9.16
152071 04/13/2022 TRASH REFUND TRASH REFUND 48.31
152072 04/13/2022 TRASH REFUND TRASH REFUND 61.79
152073 04/13/2022 TRASH REFUND TRASH REFUND 8.26
152074 04/13/2022 TRASH REFUND TRASH REFUND 8.67
152075 04/13/2022 TRASH REFUND TRASH REFUND 6.66
152076 04/13/2022 TRASH REFUND TRASH REFUND 8.98
152077 04/13/2022 TRASH REFUND TRASH REFUND 63.69
152078 04/13/2022 TRASH REFUND TRASH REFUND 61.79
152079 04/13/2022 TRASH REFUND TRASH REFUND 8.33
152080 04/13/2022 TRASH REFUND TRASH REFUND 13.78
152081 04/13/2022 TRASH REFUND TRASH REFUND 10.82

152082 04/13/2022 TRASH REFUND TRASH REFUND 13.26
152083 04/13/2022 008201 ABF PRINTS, INC. AVCE POST CARDS 233.22 152084 04/13/2022 000096 ADSCOT PEST CONTROL INC. MONTHLY SERVICE 290.00 152085 04/13/2022 023171 MATTHEW AHERN UNIFORMS EXPENSES REIMBURSEMENT 68.50 152086 04/13/2022 000102 ALBERTSONS LLC SUPPLIES 56.58
152087 04/13/2022 021342 AMAZON CAPITAL SERVICES RUBBER LATEX GLOVES 552.75 152088 04/13/2022 000143 APPLE VALLEY ANIMAL HOSPITAL SPAY/NEUTER VOUCHERS 75.00 152089 04/13/2022 013521 APPLE VALLEY CAR WASH FEBRUARY SERVICES 339.80 152090 04/13/2022 000154 APPLE VALLEY COMMUNICATION
INC
SECURITY SYSTEM DAMAGED DOOR 208.25
152091 04/13/2022 GENERAL PLAN REFUND GENERAL PLAN REFUND 27,198.41 152092 04/13/2022 001864 APPLE VALLEY TIRE VEHICLE REPAIR 1,576.57 152093 04/13/2022 019613 AUS WEST LOCKBOX UNIFORMS 45.60 152094 04/13/2022 000150 AVCOM SERVICES INC. TRANSACTIONS ALLOWES 1,622.80 152095 04/13/2022 000192 BATTERY MART BATTERIES 177.70
152096 04/13/2022 000193 RICHARD BATTISTA GRAFFITI REMOVAL 1,360.80 152097 04/13/2022 002298 BEAR VALLEY ANIMAL HOSPITAL MISC. DOG 928.00 152098 04/13/2022 000197 BEAR VALLEY PARTY RENTALS SIDEWALL 366.35 152099 04/13/2022 000204 BIG APPLE AUTO VEHICLE REPAIR 7,584.35 152100 04/13/2022 022987 BIG BEAR ELECTRIC, INC MATERIALS & TIME 3,334.02 152101 04/13/2022 021350 BURRTEC WASTE IND, INC. FOOD WASTE 2.93 152102 04/13/2022 000182 BURRTEC WASTE INDUSTRIES INC AS 628,277.54 152103 04/13/2022 018736 CACEO KH WEBINAR 80.00
152104 04/13/2022 015315 CALPINE ENERGY SERVICES LP MARCH 2022 SERVICES 215,875.00 152105 04/13/2022 000914 CAPITAL ONE SUPPLIES 311.83
152106 04/13/2022 000088 CHARLES ABBOTT ASSOCIATES BUILDING AND SAFETY 75,832.25 152107 04/13/2022 008693 COMMERCIAL AQUATIC SERVICES BULK CO2 180.28 152108 04/13/2022 000087 COUNTY OF SAN BERNARDINO CODE LIENS 681.00 152109 04/13/2022 013675 CREATING BRAND LEGACY RUN ART 2,229.15 152110 04/13/2022 002842 DOKKEN ENGINEERING BVR BRIDGE CONDITION ANALYSIS 39,862.17 152111 04/13/2022 000387 EDISON COMPANY 3/8/22 TO 4/5/22 6,048.15 152112 04/13/2022 SPAY/NEUTER REFUND SPAY/NEUTER REFUND 40.00 152113 04/13/2022 000407 FEDEX SHIPPING 93.36
152114 04/13/2022 012826 FLYERS ENERGY, LLC FUEL 1,644.65 152115 04/13/2022 000897 FRONTIER COMMUNICATIONS PHONE LINES 2,448.65 152116 04/13/2022 000679 G.A. OSBORNE PIPE & SUPPLY PARTS 293.41 152117 04/13/2022 SPAY/NEUTER REFUND SPAY/NEUTER REFUND 40.00 152118 04/13/2022 019580 GOVINVEST INC. ANNUAL LICESNCING FEE 6,500.00

152119 04/13/2022 000452 GRAINGER, INC. PARTS 309.04
152120 04/13/2022 001558 HAAKER EQUIPMENT CO PATCH TRUCK 1,677.74 152121 04/13/2022 000466 HARBOR FREIGHT TOOLS PARTS 135.72 152122 04/13/2022 009475 HESPERIA OUTDOOR POWER
EQUIP
PARTS 251.00
152123 04/13/2022 000488 HIGH DESERT LASER GRAPHICS WHITECLOUD BADGE 138.11 152124 04/13/2022 000520 IMPERIAL SPRINKLER SUPPLY PARTS 503.69 152125 04/13/2022 021301 JASON CHAIDEZ LANDSCAPE MAINTENANCE CONTRACT PW2021- 01 1,200.00
152126 04/13/2022 007034 KONICA MINOLTA COPIERS 6,051.88 152127 04/13/2022 006565 KONICA MINOLTA BUSINESS 2/25/22 TO 3/24/22 19.38 152128 04/13/2022 001240 LESLIE'S POOL SUPPLIES POOL SUPPLIES 91.17 152129 04/13/2022 000168 LIBERTY UTILITIES 2/2/22 TO 4/4/22 1,017.95 152130 04/13/2022 002187 LINCOLN AQUATICS PARTS 2,665.37 152131 04/13/2022 005351 LOWE'S (LAR) PARTS 61.36
152132 04/13/2022 006760 MERIDIAN URGENT CARE EXAMS 525.00 152133 04/13/2022 006275 MOJAVE DESERT & MOUNTAIN FEBRUARY 2022 MRF 23,138.18 152134 04/13/2022 005541 MOJAVE PAINT & BODY VEHICLE REPAIR 490.28 152135 04/13/2022 002368 MWI ANIMAL HEALTH MISC. ANIMAL MEDS 4,608.30 152136 04/13/2022 000654 NAPA PARTS 400.22
152137 04/13/2022 011959 NIEMELA PAPPAS & ASSOCIATES LEGISLATIVE AFFAIRS 3,000.00 152138 04/13/2022 002599 OFFICE DEPOT SUPPLIES 214.52
152139 04/13/2022 008771 PRUDENTIAL OVERALL SUPPLY MATS 712.34 152140 04/13/2022 000790 SAN BERNARDINO & RIVERSIDE ANNUAL SERVICE REFILL 280.00 152141 04/13/2022 012491 SCMAF MARCH INSURANCES 213.20
152142 04/13/2022 000787 SAN BERNARDINO COUNTY

SHERIFF'S DEPARTMENT
MARCH SERVICES 1,342,704.00
152143 04/13/2022 010082 SIERRA GOLF MANAGEMENT, INC TURF STAR INV 52,334.57 152144 04/13/2022 000809 SMART & FINAL SUPPLIES 172.18
152145 04/13/2022 018717 SPECTRUM 3/15/22 TO 4/14/22 6,425.03 152146 04/13/2022 007717 SPLATTERED INK, LLC POLOS AND HATS 502.18 152147 04/13/2022 000830 STANDARD ELECTRIC WORKS DRAIN CLEANERS 491.99 152148 04/13/2022 022142 THE ALTUM GROUP PROFESSIONAL FEES 675.00 152149 04/13/2022 20240 HWY 18 DEBRI REFUND 20240 HWY 18 DEBRI REFUND 1,005.57 152150 04/13/2022 000171 TOWN OF APPLE VALLEY APRIL SEWER SERVICES 3,040.62 152151 04/13/2022 000876 TYPE-SET-GO ASAP FLYERS 296.31 152152 04/13/2022 001758 UNITED SITE SERVICES INC. WEEKLY SERVICE 1,037.91 152153 04/13/2022 000893 V.V.W.R.A. SEWEAGE TREATMENT 277,475.58 152154 04/13/2022 001769 VERIZON WIRELESS 2/24/22 TO 3/23/22 7,191.91 152155 04/13/2022 000923 WAXIE SANITARY SUPPLY SUPPLIES 776.97

152156 04/13/2022 021348 WINSUPPLY SUPPLIES 499.09
152157 04/13/2022 023172 WWWT, INC EAGLE 750 675.00
152158 04/13/2022 008390 ZERO WASTE USA BAG OF 3200 650.19 152159 04/20/2022 021342 AMAZON CAPITAL SERVICES WHITE BOARDS 331.22 152160 04/20/2022 000126 AMERICAN COMPUTER SERVICE POSTAGE 12,991.17 152161 04/20/2022 010143 AMERICAN FIDELITY ASSURANCE APRIL PREMIUMS 5,857.06 152162 04/20/2022 000129 AMERICAN PLANNING ASSN. ANNUAL MEMBERSHIP 625.00 152163 04/20/2022 022268 AM-TEC TOTAL SECURITY INC SECURITY CAMERAS 33,916.90 152164 04/20/2022 002623 APPLE VALLEY LAWNMOWER PARTS 150.02 152165 04/20/2022 001864 APPLE VALLEY TIRE VEHICLE REPAIR 223.35 152166 04/20/2022 022593 BLUE DIAMOND MATERIALS COLD MIX 199.15 152167 04/20/2022 022598 BURRTEC WASTE INDUSTRIES, INC 20701 HWY 18 3,844.50 152168 04/20/2022 000914 CAPITAL ONE SUPPLIES 37.72
152169 04/20/2022 001347 CERTIFIED CREDIT REPORTING INC HENDERSON 34.00 152170 04/20/2022 000088 CHARLES ABBOTT ASSOCIATES GENE DICKINSON 35.00 152171 04/20/2022 008857 CHLIC-CHICAGO APRIL PREMIUMS 1,512.02 152172 04/20/2022 000387 EDISON COMPANY 3/11/22 TO 4/10/22 39,372.89 152173 04/20/2022 007634 ELIFEGUARD, INC LIFEGUARD SUPPLIES 2,087.84 152174 04/20/2022 000406 FARMER BROTHERS COFFEE COFFEE 303.52 152175 04/20/2022 004734 FAUST MEDIA SERVICES CC SHIRTS 3,148.44 152176 04/20/2022 023177 FHA SERVICES, INC BUSINESS ASSITANCE GRANT 50,000.00 152177 04/20/2022 011409 FIDELITY SECURITY LIFE INS / APRIL PREMIUMS 813.70 152178 04/20/2022 015305 FOREMOST INSURANCE MOBILE HOME INSURANCE 134.50 152179 04/20/2022 000679 G.A. OSBORNE PIPE & SUPPLY PARTS 43.61 152180 04/20/2022 021173 GOSS ENGINEERING, INC. MENDELL PARK RESTROOM 777.00 152181 04/20/2022 009475 HESPERIA OUTDOOR POWER
EQUIP
PARTS 559.68
152182 04/20/2022 000488 HIGH DESERT LASER GRAPHICS KRIEG NAME PLATE 39.15 152183 04/20/2022 000507 HOME DEPOT PARTS 106.50
152184 04/20/2022 023175 HOME DEPOT CREDIT SEVICES PARTS 78.54 152185 04/20/2022 000520 IMPERIAL SPRINKLER SUPPLY PARTS 276.86 152186 04/20/2022 000524 INLAND FAIR HOUSING & FEBRUARY DISBURSEMENT 886.66 152187 04/20/2022 006177 J. ALLISON CONSTRUCTION RRLP DISBURSEMENT 4,900.00 152188 04/20/2022 018442 KIEFER AQUATICS MISC SUPPLIES 1,624.00 152189 04/20/2022 006565 KONICA MINOLTA BUSINESS 3/7/22 TO 4/6/22 41.29 152190 04/20/2022 000168 LIBERTY UTILITIES 2/8/22 TO 4/8/22 25,782.30 152191 04/20/2022 015061 LOS RANCHOS OFFICE SPACE RENT 786.99 152192 04/20/2022 015206 MDG ASSOCIATES INC CDBG CAPITAL PROJECTS 6,910.25

152193 04/20/2022 020555 MERRELL JOHNSON COMPANIES BEAR VALLEY WIDENING 13,120.50 152194 04/20/2022 000635 MOJAVE BASIN AREA

WATERMASTER
2ND QUARTER 304.45
152195 04/20/2022 018484 NEW YORK LIFE APRIL PREMIUMS 745.04 152196 04/20/2022 002599 OFFICE DEPOT SUPPLIES 612.41
152197 04/20/2022 009276 PARS FEBRUARY 459.47
152198 04/20/2022 000710 PRECISION LOCK & SAFE LOCKS 78.26 152199 04/20/2022 018332 PRINCIPAL APRIL PREMIUMS 9,221.70 152200 04/20/2022 008771 PRUDENTIAL OVERALL SUPPLY MATS 415.55 152201 04/20/2022 005036 QUADIENT FINANCE USA, INC POSTAGE 3,005.00 152202 04/20/2022 000779 SAN BERNARDINO COUNTY 4TH QUARTER PAYMENT 21,892.07 152203 04/20/2022 000809 SMART & FINAL SUPPLIES 180.89
152204 04/20/2022 000825 SOUTHWEST GAS CORPORATION 3/12/22 TO 4/11/22 10,010.32 152205 04/20/2022 011408 TEXAS LIFE INSURANCE CO. APRIL PREMIUMS 1,138.90 152206 04/20/2022 017240 THE ECOHERO SHOW LLC VIRTUAL CLASSROOM PRESENTATION 550.00 152207 04/20/2022 003478 TURF STAR INC. PARTS 12.29
152208 04/20/2022 000876 TYPE-SET-GO VOLLEYBALLY SHIRTS 64.65 152209 04/20/2022 001758 UNITED SITE SERVICES INC. WEEKLY SERVICE 649.47 152210 04/20/2022 000166 VALLEYWIDE NEWSPAPERS LLC NOTICE OF ADOPTION 168.00 152211 04/20/2022 003324 JABEZ VARGAS REMIBURSEMENT TRAVEL EXP 57.06 152212 04/20/2022 022407 VICE VENDETTA FITNESS LLC BUSINESS ASSITANCE GRANT 4,805.64 152213 04/20/2022 001278 VULCAN MATERIALS COLD MIX 576.75 152214 04/20/2022 000923 WAXIE SANITARY SUPPLY SUPPLIES 1,046.19 152215 04/20/2022 014409 WHENTOWORK, INC 31-60 EMPLOYEES 360.00 152216 04/20/2022 008970 XYLEM WATER SOLUTIONS USA INC RENTAL 3,118.29 152217 04/20/2022 001154 YUNEX TRAFFIC TRAFFIC SIGNAL MAINTENANCE 7,294.98 152218 04/20/2022 008788 ZURICH NORTH AMERICA APRIL PREMIUMS 129.81 152219 04/27/2022 008201 ABF PRINTS, INC. AVCE POSTCARDS 1,375.66 152220 04/27/2022 001703 ALLIANT INSURANCE SERVICES LIQUOR LIABILITY COVERAGE BOOTS IN THE DESERT
2,103.00
152221 04/27/2022 001864 APPLE VALLEY TIRE VEHICLE REPAIR 1,422.40 152222 04/27/2022 023051 BANNER BANK ESCROW #2007 750.00 152223 04/27/2022 000193 RICHARD BATTISTA GRAFFITI REMOVAL 360.00 152224 04/27/2022 023182 BARY BRAND CIC MAY 5 500.00
152225 04/27/2022 001247 MICHAEL CADY RETIREE HEALTH REIMSUREMENT 271.88 152226 04/27/2022 022905 CANYON SPRINGS ENTERPRISES JESS RANCH LIFT STATION UPGRADES 14,250.00 152227 04/27/2022 000914 CAPITAL ONE SUPPLIES 171.95
152228 04/27/2022 000330 DENNIS CRON RETIREE HEALTH REIMSUREMENT 2,102.16 152229 04/27/2022 022495 PAMELA CUPP RETIREE HEALTH REIMSUREMENT 961.70

152230 04/27/2022 TRASH REFUND TRASH REFUND 231.12
152231 04/27/2022 002842 DOKKEN ENGINEERING SR18 AV RD DESIGN 27,765.02 152232 04/27/2022 000387 EDISON COMPANY 3/15/22 TO 4/12/22 422.92 152233 04/27/2022 022280 ENVIROMINE, INC. PLAN REVIEW 626.25 152234 04/27/2022 000407 FEDEX SHIPPING 92.62
152235 04/27/2022 000679 G.A. OSBORNE PIPE & SUPPLY PARTS 932.24 152236 04/27/2022 000452 GRAINGER, INC. PARTS 54.96
152237 04/27/2022 TRASH REFUND TRASH REFUND 86.28
152238 04/27/2022 000487 HIGH DESERT HOMELESS

SERVICES
3RD QUARTER 1,927.75
152239 04/27/2022 000520 IMPERIAL SPRINKLER SUPPLY PARTS 1,378.11 152240 04/27/2022 017146 ITSAVVY LLC JW CAMERAS 201.19
152241 04/27/2022 021301 JASON CHAIDEZ LANDSCAPE MAINTENANCE CONTRACT PW2021- 01 103.85
152242 04/27/2022 ADOPTION RETURN ADOPTION RETURN 72.00 152243 04/27/2022 018442 KIEFER AQUATICS AED V SHAPED 38.79 152244 04/27/2022 012804 KOA CORPORATION 2022 E&TS 996.00 152245 04/27/2022 022403 LORI LAMSON RETIREE HEALTH REIMSUREMENT 910.63 152246 04/27/2022 000168 LIBERTY UTILITIES 2/16/22 TO 4/18/22 1,253.16 152247 04/27/2022 017237 LOGICALIS JW CAMERAS 5,985.16
152248 04/27/2022 TRASH REFUND TRASH REFUND 73.05
152249 04/27/2022 005351 LOWE'S (LAR) PARTS 384.86
152250 04/27/2022 001708 KENNETH MARTIN RETIREE HEALTH REIMSUREMENT 231.68 152251 04/27/2022 TRASH REFUND TRASH REFUND 79.70
152252 04/27/2022 002622 TOM MCKEON RETIREE HEALTH REIMSUREMENT 298.06 152253 04/27/2022 TRASH REFUND TRASH REFUND 231.24
152254 04/27/2022 006760 MERIDIAN URGENT CARE COBURN 5.00 152255 04/27/2022 016065 MICHAEL BAKER INTERNATIONAL SCHOOL ZONE ANALYSIS 5,640.75 152256 04/27/2022 020574 CAROL MILLER RETIREE HEALTH REIMSUREMENT 508.17 152257 04/27/2022 001499 LANCE MILLER RETIREE HEALTH REIMSUREMENT 237.92 152258 04/27/2022 002455 MOBILE OCCUPATIONAL SERVICES JABEZ EXAMS 95.00 152259 04/27/2022 007007 MICHAEL MOLINARI RETIREE HEALTH REIMSUREMENT 521.35 152260 04/27/2022 023180 MONTANEZ PHOTOGRAPHY EASTER EGG. & BUNNY RUN PHOTOS 230.00 152261 04/27/2022 000654 NAPA PARTS 190.67
152262 04/27/2022 TRASH REFUND TRASH REFUND 209.82
152263 04/27/2022 002599 OFFICE DEPOT SUPPLIES 1,246.91 152264 04/27/2022 001155 PACIFIC PRODUCTS & SVC LLC PARTS 3,261.05 152265 04/27/2022 009804 PARSONS TRANSPORTATION
GROUP
SR18 & AV Rd Construction Management 19,947.41

152266 04/27/2022 021796 PLAYA SAFETY HISTORICAL LANDMARK 50.10 152267 04/27/2022 000710 PRECISION LOCK & SAFE KEYS 173.52 152268 04/27/2022 008771 PRUDENTIAL OVERALL SUPPLY MATS 484.04 152269 04/27/2022 004982 QUADIENT LEASING USA, INC. PD LEASE 1,142.94 152270 04/27/2022 000729 R&R PRODUCTS PARTS 1,404.54
152271 04/27/2022 011479 ROW TRAFFIC SAFETY, INC PARTS 3,066.63 152272 04/27/2022 TRASH REFUND TRASH REFUND 14.38
152273 04/27/2022 TRASH REFUND TRASH REFUND 49.98
152274 04/27/2022 016980 JONATHAN SETTLE GFOA CONFERENCE REIMBURSEMENT 397.46 152275 04/27/2022 002055 SHRED-IT, C/O STERICYCLE, INC SHREDDING 270.44 152276 04/27/2022 010082 SIERRA GOLF MANAGEMENT, INC SPECTRUM 20,668.12 152277 04/27/2022 022048 DAWN SIMMONS RETIREE HEALTH REIMSUREMENT 502.94 152278 04/27/2022 000814 KEVIN SMITH RETIREE HEALTH REIMSUREMENT 331.37 152279 04/27/2022 000841 STATE OF CALIFORNIA- D.O.J. FINGERPRINTS 1,136.00 152280 04/27/2022 TRASH REFUND TRASH REFUND 3.57
152281 04/27/2022 002184 STOVER SEED COMPANY POOL MAINTENANCE 1,787.80 152282 04/27/2022 022267 DIANNE SULZBERGER RETIREE HEALTH REIMSUREMENT 474.28 152283 04/27/2022 016089 SUPERIOR PAVEMENT MARKINGS
INC
SCHOOL AREA TC UPDATE 49,631.80
152284 04/27/2022 010155 SWANK MOTION PICTURES, INC SANTA CLAUSE 435.00 152285 04/27/2022 001332 TERRA NOVA PLANNING &

RESEARCH
HOUSING ELEMENT 7,510.88
152286 04/27/2022 001758 UNITED SITE SERVICES INC. WEEKLY SERVICE 1,149.72 152287 04/27/2022 000166 VALLEYWIDE NEWSPAPERS LLC NOTICE OF PUBLIC HEARING 122.50 152288 04/27/2022 000903 VICTOR VALLEY TRANSIT AUTH. BUS PASSES 1,485.00 152289 04/27/2022 000909 VOYAGER APRIL FUEL 18,600.43
152290 04/27/2022 001278 VULCAN MATERIALS COLD MIX 739.54 152291 04/27/2022 TRASH REFUND TRASH REFUND 167.45
152292 04/27/2022 000945 JAMES WHITE RETIREE HEALTH REIMSUREMENT 837.00 152293 04/27/2022 TRASH REFUND TRASH REFUND 130.79
152294 04/27/2022 TRASH REFUND TRASH REFUND 209.92
152295 04/28/2022 006177 J. ALLISON CONSTRUCTION DISBURSEMENT 1 22,800.00 517 Checks Total amount of checks: 3,955,503.06

Wire Reference Date Beneficiary Name Description Wire Total None

TOWN OF APPLE VALLEY

WIRE TRANSFERS
MONTH OF APRIL 2022

Town Council Agenda Report
Date: May 10, 2022
To: Honorable Mayor and Town Council
Subject: APRIL 2022 PAYROLL/BENEFITS WARRANTS SCHEDULE

From: Douglas Robertson, Town Manager
Submitted by: Sydnie Harris, Director of Finance
Finance
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
That the Town Council receive, ratify and file the payroll/benefits warrants as presented.

BACKGROUND
Per Section 3.16.040 through 3.18.030 were applicable: Every claim and demand for employee payments and benefits, upon approval by individual departments, was collected and audited for accuracy. Every claim was due and owing by the Town; Budgeted or otherwise appropriated funds are available to said claim; the claim contains the approval of other departments and officials as required.

SUMMARY
Pursuant to the Town’s Municipal Code, the register of demands shall be presented to the Town Council at the next regular meeting thereof after preparation. The Town Council may approve, conditionally or partially approve or reject such register of demands and in connection therewith consider the recommendations of the Town Manager and Director of Finance. Further, the State Government Code provides that Staff may process and pay prior to ratification by the Town Council, demands properly made in the ordinary course of business, the just obligations of the Town, such as routine salaries and wages, and other like expenditures for which there is an express budget appropriation, and in connection with which there is no dispute as to the obligation and amount being payable.

The Payroll / Benefits warrants issued from April 1 through April 30, 2022, in the amount of $783,829.86 net of voids, covering issued warrant #’s 67879-67965 and direct deposit advice #’s 9978875-9979284 are herewith submitted for approval.

FISCAL IMPACT

DATE TOTAL
04/01/2022 $253,029.05
04/15/2022 $258,835.48
04/29/2022 $271,965.33
TOTAL: $783,829.86
The payroll and benefit warrants issued, covering warrant #’s 67879 - 67965 and direct deposit advice #’s 9978875 – 9979284 inclusive, totaled $783,829.86. Sufficient funding is appropriated and available in such amounts necessary to cover the demands included herein.
.

Town Council Agenda Report
Date: May 10, 2022
To: Honorable Mayor and Town Council
Subject: ADOPT FISCAL YEAR 2022-2023 SB1 ROAD MANTENANCE AND

REHABILITATION ACCOUNT (RMRA) PROJECT LIST RESOLUTION
From: Douglas Robertson, Town Manager
Submitted by: Brad Miller, Town Engineer
Engineering
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
Adopt Resolution 2022-13 Identifying the project(s) to be funded by SB1 RMRA funding.

SUMMARY
Pursuant to the requirements of Senate Bill (SB1), each local jurisdiction receiving funds must submit a list of street maintenance projects each year to be eligible for Road Maintenance and Rehabilitation Account (RMRA) funds. Fiscal year 2022-2023’s RMRA allocation for the Town of Apple Valley is estimated to be $1,694,783.

BACKGROUND
On April 28, 2017, the Governor signed Senate Bill (SB) 1 (Beall, Chapter 5, Statutes of 2017), which is known as the Road Repair and Accountability Act of 2017. To address basic road maintenance, rehabilitation and critical safety needs on both the state highway and local streets and road system, SB 1: increases per gallon fuel excise taxes; increases diesel fuel sales taxes and vehicle registration fees; and provides for inflationary adjustments to tax rates in future years.

Beginning November 1, 2017, the State Controller (Controller) began depositing various portions of this new funding into the newly created Road Maintenance and Rehabilitation Account (RMRA). A percentage of this new RMRA funding will be apportioned by formula to eligible cities and counties pursuant to Streets and Highways Code (SHC) Section 2032(h) for basic road maintenance, rehabilitation, and critical safety projects on the local streets and roads system.

The goal of SB1 is to bring all streets up to an average pavement condition index of 80 (80 out of 100). Currently, the average pavement condition index for the town’s roads is

72. Per the SB1 guidelines, the Town’s Pavement Management System is the tool used to identify roadway segments for inclusion in RMRA funded projects.

For Fiscal Year 2022-2023, Engineering staff proposes the inclusion of three projects:

Navajo Road Roadway Repair which will repair large, transverse gaps on Navajo Road from Thunderbird Road to State Highway 18 in preparation for a future resurfacing project.

Resurfacing 2022-Cold Mix Overlay which will occur in the colder months and consists of applying cold mix asphalt to selected segments that require a heavier surface treatment than a micro-surface. The final project is the Central Road and Other Roads Chip Seal and Overlay project which is a Cooperative Agreement project with San Bernardino County. This project is a carryover from last fiscal year and includes segments shared by the Town and County.

FISCAL IMPACT
The Town’s anticipated revenue from SB1 for this fiscal year’s RMRA allocation is estimated to be is $1,694,783.

ATTACHMENTS

1. Resolution 2022-13

RESOLUTION NO. 2021-13

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF

APPLE VALLEY, CALIFORNIA, ADOPTING A LIST OF
PROJECTS FOR FISCAL YEAR 2022-23 FUNDED BY SB 1:

THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017
WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and Signed into law by the Governor in April 2017 to address the significant multi-modal transportation funding shortfalls statewide; and WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of the Town of Apple Valley are aware of the projects proposed for funding in the community and which projects have been completed each fiscal year; and WHEREAS, the Town of Apple Valley must adopt by resolution a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and
WHEREAS, the Town of Apple Valley, will receive an estimated $1,694,783.00 in RMRA funding in Fiscal Year 2022-2023 from SB 1; and
WHEREAS, this is the sixth year in which the Town of Apple Valley is receiving SB 1 funding and will enable the Town of Apple Valley to continue essential road maintenance and rehabilitation projects, safety improvements, repairing and replacing aging bridges, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and
WHEREAS, the Town of Apple Valley has undergone a robust public process to ensure public input into our community’s transportation priorities/project list; and WHEREAS, the Town of Apple Valley used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the community’s priorities for transportation investment; and WHEREAS, the funding from SB 1 will help the Town of Apple Valley maintain and rehabilitate residential, collector, and arterial roads throughout the Town of Apple Valley this year with similar projects into the future; and
WHEREAS, the 2018 California Statewide Local Streets and Roads Needs Assessment found that the Town of Apple Valley’s streets and roads are in an “at-risk” condition and this revenue will help us increase the overall quality of our road system and over the next decade will bring our streets and roads into a “good” condition; and

WHEREAS, the SB 1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety, investing in complete streets infrastructure, and using cutting-edge technology, materials and practices, will have significant positive co-benefits statewide.

NOW, THEREFORE BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF APPLE VALLEY AS FOLLOWS:

1. The foregoing recitals are true and correct.

2. The following list of newly proposed projects will be funded in-part or solely with Fiscal Year 2022-23 Road Maintenance and Rehabilitation Account revenues:

Project 1: Navajo Road Roadway Repair
The Project generally consists of providing the necessary labor, equipment, and materials to remove damaged asphalt and replace it with new hot mix asphalt on Navajo Road between Thunderbird Road and State Highway 18 in the Town of Apple Valley. Once complete, the segment will be micro-surfaced. The project will commence in April 2023 and be completed in June 2023. The useful life of the project area is estimated to be 7- 10 years.

Project 2: Resurfacing 2022 Cold Mix Overlay
The Project generally consists of providing necessary labor, equipment and materials for the application of SC-3000 cold mix asphalt, shoulder grading, and installing new thermoplastic striping on various street segments within the Town of Apple Valley. The project will commence in November 2022 and be completed no later than December 2022.

The useful life of the project area is estimated to be 10-12 years.

RESURFACING 2022-COLD MIX OVERLAY PROJECT SEGMENTS

STREET SEGMENT START SEGMENT END LENGTH
(LF)
Pauhaska Court Pauhaska Road East end 181.25
Pauhaska Road El Centro Road Nawakwa Road 1,020.00
El Centro Road Neenach Road Ocotilla Road 352.00
El Centro Road Central Road Nawakwa Road 1,254.00
El Centro Road Nawakwa Road Neeach Road 1,051.00
El Centro Court El Centro Road South end 150.85
Motnocab Road Nawakwa Road Pauhaska Road 410.00
Papago Road Mesquite Road Yucca Road 1,565.00
Mesquite Road Papago Road Waalew Road 2,685.00
Candlewood Road Papago Road Waalew Road 2,675.00
Century Plant Road Yucca Road Waalew Road 2,500.00
Joshua Road Yucca Road Waalew Road 2,100.00
Joshua Road North end Yucca Road 210.00

Yucca Road Papago Road 300' North of Valley
Crest Terrace 3,242.00
Mesquite Road Waalew Road South Road 1,920.00
Candlewood Road Waalew Road South Road 1,905.00
Century Plant Road Waalew Road South Road 1,900.00
El Centro Road Ocotilla Road Mesquite Road 645.00
El Centro Road Mesquite Road Candlewood Road 645.00
El Centro Road Candlewood Road Century Plant Road 645.00 El Centro Road Century Plant Road Joshua Road 645.00

5.25 Miles

3. The following previously proposed and adopted projects may also utilize Fiscal Year 2022- 2023 Road Maintenance and Rehabilitation Account revenues in their delivery. With the relisting of these projects in the adopted fiscal year resolution, the Town is reaffirming to the public and the State our intent to fund these projects with Road Maintenance and Rehabilitation Account revenues:

Project 3: San Bernardino County Central Road and Other Roads Chip Seal and Overlay Project.

The project is being performed under a Cooperative Agreement with the County of San Bernardino (County) and consists of applying a chip seal application to the existing road surface on each shared roadway segment and replacement of all existing traffic striping.

County forces will perform all the work involved in the project including project administration. The project began in July 2021 and be completed in June 2023. The useful life of the segments is estimated to be between 10-12 years.

CENTRAL ROAD AND OTHER ROADS CHIP SEAL AND OVERLAY COUNTY

STREET SEGMENT START SEGMENT END LENGTH (LF)
Dale Evans Parkway Johnson Road Interstate 15 17,323.30 Johnson Road Stoddard Wells
Road
Dale Evans
Parkway 3801.6
Central Road Corwin Road North 1.51 Miles 4012.8
Joshua Road State Route 18 Standing Rock
Road 4065.6
Joshua Road Standing Rock
Road Cahuilla Road 3854.4
Joshua Road Cahuilla Road South Road 1372.8
Joshua Road South Road Waalew Road 686.4
South Road Joshua Road Moccasin Road 739.2
Waalew Road Joshua Road Tiama Road 264
Yucca Road Waalew Road Valley Crest
Terrace 686.4
Yucca Road Valley Crest
Terrace North .04 Miles 105.6

Central Road Tussing Ranch
Road Bear Valley Cutoff 3960
Central Road Poppy Road Tussing Ranch
Road 1320
Kiowa Road Van Dusen Road Tussing Ranch
Road 2692.8
Ocotillo Way Kiowa Road East .99 Miles 2640
Joshua Road Las Tunas Drive Bear Valley Cutoff 1320

9.25 Miles
APPROVED AND ADOPTED by the Town Council of the Town of Apple Valley this 10th day of May 2022.

Kari Leon
Mayor
ATTEST:

La Vonda M-Pearson
Town Clerk

Town Council Agenda Report
Date: May 10, 2022
To: Honorable Mayor and Town Council
Subject: ACCEPTANCE OF WORK: TOWN WIDE SCHOOL ZONE TRAFFIC

CONTROL UPDATE PROJECT
From: Douglas Robertson, Town Manager
Submitted by: Brad Miller, Town Engineer
Engineering
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
That the Town Council:

A. Accept the work completed as part of the Town Wide School Zone Traffic Control Update project for a total contract cost of $79,780.00
B. Direct the Town Clerk to file the Notice of Completion for the contract work.

C. Direct the Finance Director to release the retained funds 30 days after the Notice of Completion has been filed, provided no claims are filed against the contractor.

BACKGROUND
In July of 2020, the Town awarded a Professional Services Agreement to Traffic Engineering Firm Michael Baker International to prepare a Local Roadway Safety Plan (LRSP) which will identify, analyze, and prioritize roadway improvements on local and rural roads. As a component of the LRSP, Michael Baker conducted a comprehensive study of each of the 17 school zones within the Town of Apple Valley to include all AVUSD and San Bernardino County schools as well as The Academy for Academic Excellence and Apple Valley Christian.

The analysis provided Town Staff with recommended updates to the signing and striping in each school zone to ensure compliance with the updated Manual on Uniform Traffic Control Devices (MUTCD). The deployment project was awarded to Superior Pavement Markings who completed the project on time and within budget.

ANALYSIS

Engineering staff inspected the project area and deemed the work to be complete and acceptable.

FISCAL IMPACT
Funding for this project has been appropriated in the adopted FY 2021-2022 budget using account 2021-5210-9207-0000.

ATTACHMENTS
A. Vicinity Map
B. Notice of Completion

Recording Requested by:

Town of Apple Valley
When Recorded mail to:

Town of Apple Valley
Town Clerk’s Office
14955 Dale Evans Parkway
Apple Valley, CA 92307
FOR RECORDER’S USE ONLY
Notice of Completion
This document is recorded at the request of and for the benefit of the Town of Apple valley, California, and is therefore exempt from the payment of the recording fee pursuant to Government Code Section 27383 and from the payment of the documentary transfer tax pursuant to Revenue and Taxation code 11922.

NOTICE IS HEREBY GIVEN, that

1. The undersigned, Norman B. Miller, is the duly appointed and qualified Town Engineer of the Town of Apple Valley, a municipal corporation of the State of California, and which is located within the County of San Bernardino, in said State, and the address of the undersigned is 14955 Dale Evans Parkway, Apple Valley, California 92307.

2. That on the 8
th day of March, 2022, and pursuant to approval of the Town Council of the said Town, the Town entered into a contract with Superior Pavement Markings, Inc., 5312 Cypress Street, Cypress, CA 90630 for the construction of the School Area Traffic Control Update Project in the Town of Apple Valley in accordance with the Town of Apple Valley's Plans and Specifications.

3. That all of the said work or improvement was located on various locations, APN’s unknown, within the Town of Apple Valley.

4. That all of the said work or improvement contemplated in and under said contract was completed, and accepted by Council action, on May 10, 2022.

5. That the Surety on the Performance Bond of said Contractor and the surety on the Labor and Material Bond of said Contractor, under said contract, was and is $79,780.00 and $79,780.00.

6. Owners - Town of Apple Valley.

7. Nature of Interest – In fee/easement.

The undersigned, being the first duly sworn, says: That he is the duly appointed and qualified Town Engineer of the Town of Apple Valley, the political subdivision of the state of California which conducted the proceedings for the improvement located at 14955 Dale Evans Parkway, in said Town, described or referred to in the foregoing Notice; and that he has read the foregoing "Notice of Completion;" and knows the contents thereof, and that the facts recited therein are true.

I certify under penalty of perjury the foregoing is true and correct.

Apple Valley, CA. May 10, 2022
Norman B. Miller, Town Engineer of the Town of Apple Valley, California

STATE OF CALIFORNIA )

COUNTY OF SAN BERNARDINO )
TOWN OF APPLE VALLEY )ss.

Town Council Agenda Report
Date: May 10, 2022
To: Honorable Mayor and Town Council
Subject: APPROVAL OF POWER CHARGE INDIFFERENCE ADJUSTMENT

VOLUNTARY ALLOCATION OF LONG-TERM RENEWABLE ENERGY

PORTFOLIO FROM SOUTHERN CALIFORNIA EDISON AND

AUTHORIZATION TO EXECUTE THE VOLUNTARY ALLOCATION

AGREEMENT ON BEHALF OF APPLE VALLEY CHOICE ENERGY

From: Douglas Robertson, Town Manager
Submitted by: Guy Eisenbrey, Interim Director of Public Works Public Works
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
Approve the Power Charge Indifference Adjustment (PCIA) Voluntary Allocation of LongTerm Renewable Energy Portfolio from Southern California Edison (SCE) and Authorize the Town Manager to Execute the Voluntary Allocation Agreement on behalf of Apple Valley Choice Energy (AVCE).

SUMMARY
The Power Charge Indifference Adjustment also known as the exit fee is designed to cover the difference in the market value of energy resources that were already contracted on a customer’s behalf by SCE and the cost of said resources. AVCE has an opportunity to accept voluntary allocations of Power Charge Indifference Adjustment eligible resources from SCE at the Market Price Benchmark. To secure these resources, the Town Council must approve a Voluntary Allocation Agreement

BACKGROUND
The PCIA is an exit fee charged by SCE to customers that choose another provider of electricity generation service through direct access or Community Choice Aggregators (CCA). The fee is designed to cover the difference in the market value of energy resources that were already contracted on a customer’s behalf by SCE and the cost of those resources. In the past, while CCA customers paid these above-market costs through the PCIA, CCAs were not able to count the PCIA resources in their portfolios.

In 2021, the California Public Utilities Commission (CPUC) ordered the Investor-Owned Utilities (IOUs) to offer CCAs voluntary allocations of PCIA-eligible renewable resources and to sell any unallocated resources through an annual market offer process.

AVCE now can accept voluntary allocations of PCIA-eligible renewable resources from SCE at the Market Price Benchmark, which is established by the current market price in any given year and is the same price used to set the renewable energy portion of the PCIA.

To secure the voluntary allocations, AVCE must participate in SCE’s enrollment process, which closes May 13, 2022, and then enter into a voluntary allocation agreement. A portion of the PCIA-eligible renewable energy resources includes long-term contracts of ten (10) years or greater. AVCE’s allocation is based on its most recent load forecast.

SCE provided AVCE with a list of contracts and an indicative forecast of each resource’s generation output that would be available to AVCE.

The long-term resources are comprised primarily of wind and solar and will help satisfy a portion of AVCE’s long-term renewable contracting requirement as mandated by Senate Bill 350. (SB 350). SB 350 requires that all load-serving entities, including CCAs, enter into long-term renewable energy contracts with energy delivery to begin by the 2021 – 2024 compliance period. AVCE will accept up to 30% of the offered allocation to complete its requirements under SB 350.

FISCAL IMPACT
Not to exceed $343,345 beginning in 2023 decreasing annually to $6,068 in 2042, for a total not to exceed amount of $4,401,282 over a twenty (20) year period. Sufficient revenues will be generated to cover expenses

ATTACHMENTS
Voluntary Allocation Agreement.

Voluntary Allocation Agreement
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Voluntary Allocation Agreement
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Town Council Agenda Report
Date: May 10, 2022
To: Honorable Mayor and Town Council
Subject: ACCEPTANCE OF WORK: BEAR VALLEY ROAD WIDENING FROM

CENTRAL ROAD TO QUINNAULT ROAD
From: Douglas Robertson, Town Manager
Submitted by: Brad Miller, Town Engineer
Engineering
Budgeted Item: Yes No N/A
That the Town Council:

A. Accept the work completed as part of the Bear Valley Road Widening from Central Road to Quinnault Road project for a total contract cost of $461,231.39.

B. Direct the Town Clerk to file the Notice of Completion for the contract work.

C. Direct the Finance Director to release the retained funds 30 days after the Notice of Completion has been filed, provided no claims are filed against the contractor.

BACKGROUND
Bear Valley Road, east of Central road, had a single travel lane in both directions.

Construction of a private development on the northeast corner of Central and Bear Valley is currently underway with a condition of approval to widen Bear Valley (adjacent to the parcel) to full width. To accommodate the smooth flow of traffic, the westbound lane of Bear Valley Road from Central Road to Quinnault Road was widened providing two travel lanes of westbound traffic from Central Road to the westerly Town limit.

ANALYSIS
Engineering staff inspected the project area and deemed the work to be complete and acceptable.

FISCAL IMPACT
Funding for this project has been appropriated in the adopted FY 2021-2022 budget using account 2021-5210-9561-0000.

ATTACHMENTS
A. Project Location
B. Notice of Completion

PROJECT LOCATION

Recording Requested by:

Town of Apple Valley
When Recorded mail to:

Town of Apple Valley
Town Clerk’s Office
14955 Dale Evans Parkway
Apple Valley, CA 92307
FOR RECORDER’S USE ONLY
Notice of Completion
This document is recorded at the request of and for the benefit of the Town of Apple valley, California, and is therefore exempt from the payment of the recording fee pursuant to Government Code Section 27383 and from the payment of the documentary transfer tax pursuant to Revenue and Taxation code 11922.

NOTICE IS HEREBY GIVEN, that

1. The undersigned, Norman B. Miller, is the duly appointed and qualified Town Engineer of the Town of Apple Valley, a municipal corporation of the State of California, and which is located within the County of San Bernardino, in said State, and the address of the undersigned is 14955 Dale Evans Parkway, Apple Valley, California 92307.

2. That on the 22nd day of February, 2022, and pursuant to approval of the Town Council of the said Town, the Town entered into a contract with Miller Equipment Company, 42836 8th Street, Lancaster, CA 93535 for the construction of the Bear Valley Road Widening from Central Road to Quinnault Road Project in the Town of Apple Valley in accordance with the Town of Apple Valley's Plans and Specifications.

3. That all of the said work or improvement was located on Bear Valley Road between Central Road and Quinnault Road, APN’s unknown, within the Town of Apple Valley.

4. That all of the said work or improvement contemplated in and under said contract was completed, and accepted by Council action, on May 10, 2022.

5. That the Surety on the Performance Bond of said Contractor and the surety on the Labor and Material Bond of said Contractor, under said contract, was and is $461,231.39 and $461,231.39.

6. Owners - Town of Apple Valley.

7. Nature of Interest – In fee/easement.

The undersigned, being the first duly sworn, says: That he is the duly appointed and qualified Town Engineer of the Town of Apple Valley, the political subdivision of the state of California which conducted the proceedings for the improvement located at 14955 Dale Evans Parkway, in said Town, described or referred to in the foregoing Notice; and that he has read the foregoing "Notice of Completion;" and knows the contents thereof, and that the facts recited therein are true.

I certify under penalty of perjury the foregoing is true and correct.

Apple Valley, CA. May 10, 2022
Norman B. Miller, Town Engineer of the Town of Apple Valley, California

STATE OF CALIFORNIA )

COUNTY OF SAN BERNARDINO )
TOWN OF APPLE VALLEY )ss.

Town Council Agenda Report
Date: May 10, 2022
To: Honorable Mayor and Town Council
Subject: AGREEMENT WITH TYLER TECHNOLOGIES, INC. FOR THE

UPGRADE TO ENTERPRISE ERP (MUNIS) AND BUSINESS

PROCESS AND IMPLEMENTATION SERVICES WITH SOFTWARE

AND SUPPORT SERVICES
From: Douglas Robertson, Town Manager
Submitted by: Brandon Cales, Innovation and Technology Officer Innovation and Technology
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
That Council ratify the upgrade purchase of Enterprise ERP (Enterprise Resource Planning – Munis), including business process and implementation services from Tyler Technologies, Inc. (Tyler), in the amount of $945,553.00 with additional annual costs for on-going software services starting at $231,747.00, and authorize the Town Manager or designee to execute appropriate agreements and documentation.

BACKGROUND
The Town of Apple Valley originally implemented Tyler Eden for Financials and Human Resources in 2008-09. Tyler Eden accomodated the Town's needs up until recent years.

With changes in available technologies, system and security best practices, as well as modernizations needed by the Town to continue to provide adequate and efficient services to the public and internal departments, this upgrade has become a necessity.

The current system has not received new features for the last several years and does not provide a friendly, easy to use web-based user interface. Tyler Enterprise ERP will provide a current web-based interface and automated functions for the Town's Financial Management, Human Resources Management, Revenue Management including Business License, Citizen Self Service, and Billing (General, Wastewater, and Solid Waste). The system will allow the Town to move towards a paperless environment, including timesheets, payroll, budget entry, and purchase orders, saving staff time and improving efficiencies with many internal processes, as well as implementing a new web portal for the public to pay bills, apply for jobs, and manage their business licenses.

The Department of Innovation and Technology (DIT) will be responsible for the project management and implementation of the Enterprise ERP, as well as coordination with Town departments to ensure all applicable business processes are thoroughly reviewed and accomodated within the system.

FISCAL IMPACT
This purchase is an upgrade to the Town's existing ERP, Tyler Eden, and will be funded by the Department of Innovation and Technology fiscal year 2021-22 mid-year budget adjustment approved by the Town Council on March 8, 2022. In accordance with the Town's Municipal Code section 3.12.280, this upgrade purchase does not require the bidding procedure process.

ATTACHMENTS
A. Tyler Munis Upgrade Quote.

B. Tyler SaaS Agreement.

Town of Apple Valley, CA
SOW from Tyler Technologies, Inc.
4/26/2022
Presented to:

Town of Apple Valley
14955 Dale Evans Pkwy
Apple Valley, CA 92307-3080
Contact:

Rich Boven
Email: [email protected]
One Tyler Drive, Yarmouth, ME 04096

Apple Valley, CA
Tyler Technologies, Inc. Page | i
Table of Contents
PART 1: EXECUTIVE SUMMARY ...............................................................................................................................1 Project Overview............................................................................................................................. 1 Introduction ........................................................................................................................................ 1 Project Goals....................................................................................................................................... 1 Methodology....................................................................................................................................... 1 PART 2: PROJECT FOUNDATION..............................................................................................................................3 Project Governance ......................................................................................................................... 3 Project Scope Control ...................................................................................................................... 4 Managing Scope and Project Change ................................................................................................. 4 Change Control ................................................................................................................................... 4 Change Request Management............................................................................................................ 4 Acceptance Process ......................................................................................................................... 6 Roles and Responsibilities................................................................................................................ 6 Tyler Roles & Responsibilities............................................................................................................. 6 Tyler Executive Manager............................................................................................................. 7 Tyler Implementation Manager.................................................................................................. 7 Tyler Project Manager................................................................................................................. 7 Tyler Implementation Consultant............................................................................................... 8 Tyler Sales ................................................................................................................................... 8 Tyler Technical Services.............................................................................................................. 8 City Roles & Responsibilities............................................................................................................... 9 City Executive Sponsor................................................................................................................ 9 City Steering Committee............................................................................................................. 9 City Project Manager ................................................................................................................ 10 City Functional Leads ................................................................................................................ 11 City Power Users....................................................................................................................... 12

Apple Valley, CA
Tyler Technologies, Inc. Page | ii
City End Users ........................................................................................................................... 12 City Technical Lead.................................................................................................................... 12 City Change Management Lead ................................................................................................ 13 PART 3: PROJECT PLAN............................................................................................................................................14 Project Stages.................................................................................................................................14 Initiate and Plan ................................................................................................................................ 15 Initial Coordination ................................................................................................................... 15 Project/Phase Planning ............................................................................................................. 16 Infrastructure Planning ............................................................................................................. 17 Stakeholder Meeting................................................................................................................. 18 Intentionally left blank.............................................................................................................. 19 Control Point 1: Initiate & Plan Stage Acceptance.................................................................... 19 Assess & Define................................................................................................................................. 19 Solution Orientation.................................................................................................................. 19 Current & Future State Analysis................................................................................................ 20 Conversion Assessment ............................................................................................................ 21 Intentionally left blank.............................................................................................................. 22 Intentionally left blank.............................................................................................................. 22 Control Point 2: Assess & Define Stage Acceptance................................................................. 22 Prepare Solution ............................................................................................................................... 23 Initial System Deployment........................................................................................................ 23 Configuration ............................................................................................................................ 24 Process Refinement .................................................................................................................. 25 Conversion Delivery .................................................................................................................. 27 Intentionally left blank.............................................................................................................. 28 Intentionally left blank.............................................................................................................. 28 Control Point 3: Prepare Solution Stage Acceptance................................................................ 28 Production Readiness ....................................................................................................................... 29 Solution Validation.................................................................................................................... 29

Apple Valley, CA
Tyler Technologies, Inc. Page | iii
Go-Live Readiness..................................................................................................................... 30 End User Training...................................................................................................................... 31 Control Point 4: Production Readiness Stage Acceptance........................................................ 32 Production......................................................................................................................................... 32 Go-Live ...................................................................................................................................... 32 Transition to Client Services...................................................................................................... 34 Post Go-Live Activities............................................................................................................... 35 Control Point 5: Production Stage Acceptance......................................................................... 35 Close.................................................................................................................................................. 36 Phase Closeout.......................................................................................................................... 36 Project Closeout........................................................................................................................ 37 Control Point 6: Close Stage Acceptance.................................................................................. 38 General Assumptions......................................................................................................................38 Project............................................................................................................................................... 38 Organizational Change Management ............................................................................................... 39 Resources and Scheduling ................................................................................................................ 39 Data................................................................................................................................................... 39 Facilities............................................................................................................................................. 40 Glossary .........................................................................................................................................41 PART 4: APPENDICES ................................................................................................................................................44 Conversion .....................................................................................................................................44 Enterprise ERP Conversion Summary ............................................................................................... 44 Accounting COA ........................................................................................................................ 44 Accounting - Actuals.................................................................................................................. 44 Accounting - Budgets................................................................................................................ 44 Accounts Payable Master.......................................................................................................... 44 Accounts Payable - Checks........................................................................................................ 44 Accounts Payable - Invoices...................................................................................................... 44 Purchase Orders........................................................................................................................ 44

Apple Valley, CA
Tyler Technologies, Inc. Page | iv
General Billing CID..................................................................................................................... 45 General Billing – Recurring Invoices.......................................................................................... 45 General Billing – Bills................................................................................................................. 45 Capital Assets Master................................................................................................................ 45 Payroll ....................................................................................................................................... 45 Payroll - Deductions.................................................................................................................. 45 Payroll – Accrual Balances......................................................................................................... 45 Payroll – Accumulators ............................................................................................................. 45 Payroll – Check History ............................................................................................................. 46 Payroll – Earning/Deduction Hist.............................................................................................. 46 Payroll – Recruiting ................................................................................................................... 46 Payroll – PM Action History ...................................................................................................... 46 Payroll – Position Control.......................................................................................................... 46 Utility Billing .............................................................................................................................. 46 Utility Billing –Services.............................................................................................................. 46 Utility Billing –Assessments ...................................................................................................... 46 Utility Billing –Consumption History ......................................................................................... 46 Utility Billing –Balance Forward AR........................................................................................... 47 Utility Billing – Work Orders ..................................................................................................... 47 Utility Billing –Backflow............................................................................................................. 47 Utility Billing –Budget Billing..................................................................................................... 47 Additional Appendices................................................................................................................48 Intentionally left blank...................................................................................................................... 48 Project Timeline..........................................................................................................................49 ERP Project Timeline ......................................................................................................................... 49 Data & Insights Project Plan..................................................................Error! Bookmark not defined.

Intentionally left blank...................................................................................................................... 49

Apple Valley, CA
Tyler Technologies, Inc. Page | 1
Part 1: Executive Summary
Project Overview
Introduction
Tyler Technologies (“Tyler”) is the largest and most established provider of integrated software and technology services focused solely on the public sector. Tyler’s end-to-end solutions empower public sector entities including local, state, provincial and federal government, to operate more efficiently and connect more transparently with their constituents and with each other. By connecting data and processes across disparate systems, Tyler’s solutions transform how clients gain actionable insights that solve problems in their communities.

Project Goals
This Statement of Work (“SOW”) documents the methodology, implementation stages, activities, and roles and responsibilities, and project scope listed in the Investment Summary of the Agreement between Tyler and the City (collectively the “Project”).

The overall goals of the project are to:
 Successfully implement the contracted scope on time and on budget  Increase operational efficiencies and empower users to be more productive  Improve accessibility and responsiveness to external and internal customer needs  Overcome current challenges and meet future goals
Methodology
This is accomplished by the City and Tyler working as a partnership and Tyler utilizing its depth of implementation experience. While each Project is unique, all will follow Tyler’s six-stage methodology. Each of the six stages is comprised of multiple work packages, and each work package includes a narrative description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix.

Tailored specifically for Tyler’s public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the City’s complexity and organizational needs.

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The methodology adapts to both single-phase and multiple-phase projects.

To achieve Project success, it is imperative that both the City and Tyler commit to including the necessary leadership and governance. During each stage of the Project, it is expected that the City and Tyler Project teams work collaboratively to complete tasks. An underlying principle of Tyler’s Implementation process is to employ an iterative model where the City’s business processes are assessed, configured, validated, and refined cyclically in line with the project budget. This approach is used in multiple stages and work packages as illustrated in the graphic below.

The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to complete the Project efficiently and effectively.

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Part 2: Project Foundation
Project Governance
Project governance is the management framework within which Project decisions are made. The role of Project governance is to provide a decision-making approach that is logical, robust, and repeatable. This allows organizations to have a structured approach for conducting its daily business in addition to project related activities.

This section outlines the resources required to meet the business needs, objectives, and priorities for the Project, communicate the goals to other Project participants, and provide support and guidance to accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change Control review and authority, and Organizational Change Management activities. Throughout the Statement of Work Tyler has provided RACI Matrices for activities to be completed throughout the implementation which will further outline responsibilities of different roles in each stage. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & Plan Stage.

The chart below illustrates an overall team perspective where Tyler and the City collaborate to resolve Project challenges according to defined escalation paths. If project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the City Steering Committee become the escalation points to triage responses prior to escalation to the City and Tyler executive sponsors. As part of the escalation process, each Project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The City and Tyler executive sponsors serve as the final escalation point.

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Project Scope Control
Managing Scope and Project Change
Project Management governance principles contend that there are three connected constraints on a Project:
budget, timeline, and scope. These constraints, known as the “triple constraints” or project management triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the work performed to deliver a product, service or result with the specified features and functions, while time is simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle, the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased, cost and time to complete will also need to increase. The Project and executive teams will need to remain cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this triangle is included here, showing the connection of each item and their relational impact to the overall Scope.

A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level of flexibility to incorporate approved changes. Scope and changes within the project will be managed using the change control process outlined in the following section.

Change Control
It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new constraints or opportunities are discovered). This Project is being undertaken with the understanding that Project scope, schedule, and/or cost may need to change to produce optimal results for stakeholders.

Changes to contractual requirements will follow the change control process specified in the final contract, and as described below.

Change Request Management
Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the change will be brought to the attention of the Steering Committee and an assessment of the change will occur. While such changes may result in additional costs and delays relative to the schedule, some changes may result in less cost to the City; for example, the City may decide it no longer needs a deliverable originally defined in the Project. The Change Request will include the following information:

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 The nature of the change.
 A good faith estimate of the additional cost or associated savings to the City, if any.  The timetable for implementing the change.
 The effect on and/or risk to the schedule, resource needs or resource responsibilities.

The City will use its good faith efforts to either approve or disapprove any Change Request within ten (10) Business Days (or other period as mutually agreeable between Tyler and the City). Tyler understands that certain Change Requests may require further approval of the Town Council of the Town of Apple Valley (“Town Council”). In such event that a Change Request may require approval of the Town Council, City shall endeavor to ensure that such requests are brought to the Town Council in a timely manner. Any changes to the Project scope, budget, or timeline must be documented and approved in writing using a Change Request form. These changes constitute a formal amendment to the Statement of Work and will supersede any conflicting term in the Statement of Work.

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Acceptance Process
The implementation of a Project involves many decisions to be made throughout its lifecycle. Decisions will vary from higher level strategy decisions to smaller, detailed Project level decisions. It is critical to the success of the Project that each City office or department designates specific individuals for making decisions on behalf of their offices or departments.

Both Tyler and the City will identify representative project managers. These individuals will represent the interests of all stakeholders and serve as the primary contacts between the two organizations.

The coordination of gaining City feedback and approval on Project deliverables will be critical to the success of the Project. The City project manager will strive to gain deliverable and decision approvals from all authorized City representatives. Given that the designated decision-maker for each department may not always be available, there must be a designated proxy for each decision point in the Project. Assignment of each proxy will be the responsibility of the leadership from each City department. The proxies will be named individuals that have the authorization to make decisions on behalf of their department.

The following process will be used for accepting Deliverables and Control Points:
 The City shall have five (5) business days from the date of delivery, or as otherwise mutually agreed upon by the parties in writing, to accept each Deliverable or Control Point. If the City does not provide acceptance or acknowledgement within five (5) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Tyler deems the Deliverable or Control Point as accepted.
 If the City does not agree the Deliverable or Control Point meets requirements, the City shall notify Tyler project manager(s), in writing, with reasoning within five (5) business days, or the otherwise agreed-upon timeframe, not to be unreasonably withheld, of receipt of the Deliverable.  Tyler shall address any deficiencies and redeliver the Deliverable or Control Point. The City shall then have two (2) business days from receipt of the redelivered Deliverable or Control Point to accept or again submit written notification of reasons for rejecting the milestone. If the City does not provide acceptance within two (2) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Tyler deems the Deliverable or Control Point as accepted.

Roles and Responsibilities
The following defines the roles and responsibilities of each Project resource for the City and Tyler. Roles and responsibilities may not follow the organizational chart or position descriptions at the City, but are roles defined within the Project. It is common for individual resources on both the Tyler and City project teams to fill multiple roles. Similarly, it is common for some roles to be filled by multiple people.

Tyler Roles & Responsibilities
Tyler assigns a project manager prior to the start of each Phase of the Project (some Projects may only be one Phase in duration). Additional Tyler resources are assigned as the schedule develops and as needs arise.

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Tyler Executive Manager
Tyler executive management has indirect involvement with the Project and is part of the Tyler escalation process. This team member offers additional support to the Project team and collaborates with other Tyler department managers as needed to escalate and facilitate implementation Project tasks and decisions.  Provides clear direction for Tyler staff on executing on the Project Deliverables to align with satisfying the City ’s overall organizational strategy.
 Authorizes required Project resources.
 Resolves all decisions and/or issues not resolved at the implementation management level as part of the escalation process.
 Acts as the counterpart to the City ’s executive sponsor.

Tyler Implementation Manager
 Tyler implementation management has indirect involvement with the Project and is part of the Tyler escalation process. The Tyler project managers consult implementation management on issues and outstanding decisions critical to the Project. Implementation management works toward a solution with the Tyler Project Manager or with City management as appropriate. Tyler executive management is the escalation point for any issues not resolved at this level.  Assigns Tyler Project personnel.
 Provides support for the Project team.
 Provides management support for the Project to ensure it is staffed appropriately and staff have necessary resources.
 Monitors Project progress including progress towards agreed upon goals and objectives.

Tyler Project Manager
 The Tyler project manager(s) provides oversight of the Project, coordination of Tyler resources between departments, management of the Project budget and schedule, effective risk, and issue management, and is the primary point of contact for all Project related items. As requested by the City, the Tyler Project Manager provides regular updates to the City Steering Committee and other Tyler governance members. Tyler Project Manager’s role includes responsibilities in the following areas:

Contract Management
 Validates contract compliance throughout the Project.  Ensures Deliverables meet contract requirements.
 Acts as primary point of contact for all contract and invoicing questions.  Prepares and presents contract milestone sign-offs for acceptance by the City project manager(s).  Coordinates Change Requests, if needed, to ensure proper Scope and budgetary compliance.

Planning
 Delivers project planning documents.
 Defines Project tasks and resource requirements.
 Develops initial Project schedule and Project Management Plan.

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 Collaborates with the City project manager(s) to plan and schedule Project timelines to achieve ontime implementation.

Implementation Management
 Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.  Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.
 Establishes risk/issue tracking/reporting process between the City and Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City any items that may impact the outcomes of the Project.
 Collaborates with the City ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.
 Collaborates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City and Tyler, in understanding the goals, objectives, status, and health of the Project.

Resource Management
 Acts as liaison between Project team and Tyler manager(s).  Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  Provides direction and support to Project team.
 Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.
 Assesses team performance and adjusts as necessary.
 Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks.

Tyler Implementation Consultant
 Completes tasks as assigned by the Tyler project manager(s).  Documents activities for services performed by Tyler.  Guides the City through software validation process following configuration.  Assists during Go-Live process and provides support until the City transitions to Client Services.  Facilitates training sessions and discussions with the City and Tyler staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review and error resolution assistance.

Tyler Sales
 Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed.

Tyler Technical Services
 Maintains Tyler infrastructure requirements and design document(s).

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 Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products.

City Roles & Responsibilities
City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles.

City Executive Sponsor
The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.
 Actively participates in organizational change communications.

City Steering Committee
The City steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.
 Attends all scheduled steering committee meetings.
 Provides support for the project team.
 Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.
 Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areas:
o Cost
o Scope
o Schedule
o Project Goals
o City Policies
o Needs of other client projects

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City Project Manager
The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Project Manager should communicate decisions and commitments to the Tyler project manager(s) in a timely and efficient manner. When the City project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City project manager(s) are responsible for reporting to the City steering committee and determining appropriate escalation points.

Contract Management
 Validates contract compliance throughout the project.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning
 Reviews and accepts project planning documents.
 Defines project tasks and resource requirements for the City project team.  Collaborates in the development and approval of the project schedule.  Collaborates with Tyler project manager(s) to plan and schedule project timelines to achieve on-time implementation.

Implementation Management
 Tightly manages project budget and scope.
 Collaborates with Tyler project manager(s) to establish a process and approval matrix to ensure that scope changes and budget (planned versus actual) are transparent and handled effectively and efficiently.
 Collaborates with Tyler project manager to establish and manage a schedule and resource plan that properly supports the project schedule as a whole and is also in balance with scope and budget.  Collaborates with Tyler project manager(s) to establish risk and issue tracking and reporting process between the City and Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to Tyler any items that may impact the outcomes of the project.  Collaborates with Tyler project manager(s) to establish key business drivers and success indicators that will help to govern project activities and key decisions to ensure a quality outcome of the project.  Routinely communicates with both the City staff and Tyler, aiding in the understanding of goals, objectives, current status, and health of the project by all team members.  Manages the requirements gathering process and ensure timely and quality business requirements are being provided to Tyler.

Resource Management
 Acts as liaison between project team and stakeholders.  Identifies and coordinates all City resources across all modules, phases, and activities including data conversions, forms design, hardware and software installation, reports building, and satisfying invoices.

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 Provides direction and support to project team.
 Builds partnerships among the various stakeholders, negotiating authority to move the project forward.
 Manages the appropriate assignment and timely completion of tasks as defined.  Assesses team performance and takes corrective action, if needed.  Provides guidance to City technical teams to ensure appropriate response and collaboration with Tyler Technical Support Teams to ensure timely response and appropriate resolution.  Owns the relationship with in-Scope 3rd party providers and aligns activities with ongoing project tasks.
 Ensures that users have appropriate access to Tyler project toolsets as required.  Conducts training on proper use of toolsets.
 Validates completion of required assignments using toolsets.

City Functional Leads
 Makes business process change decisions under time sensitive conditions.  Communicates existing business processes and procedures to Tyler consultants.  Assists in identifying business process changes that may require escalation.  Contributes business process expertise for Current & Future State Analysis.  Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.
 Validates that necessary skills have been retained by end users.  Provides End Users with dedicated time to complete required homework tasks.  Acts as an ambassador/champion of change for the new process and provide business process change support.
 Identifies and communicates any additional training needs or scheduling conflicts to the City project manager.
 Actively participates in all aspects of the implementation, including, but not limited to, the following key activities:
o Task completion
o Stakeholder Meeting
o Project Management Plan development
o Schedule development
o Maintenance and monitoring of risk register
o Escalation of issues
o Communication with Tyler project team
o Coordination of City resources
o Attendance at scheduled sessions
o Change management activities
o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance
o Decentralized end user training
o Process testing
o Solution Validation

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City Power Users
 Participate in project activities as required by the project team and project manager(s).  Provide subject matter expertise on the City business processes and requirements.  Act as subject matter experts and attend Current & Future State Analysis sessions as needed.  Attend all scheduled training sessions.
 Participate in all required post-training processes as needed throughout project.  Test all application configuration to ensure it satisfies business process requirements.  Become application experts.
 Participate in Solution Validation.
 Adopt and support changed procedures.
 Complete all deliverables by the due dates defined in the project schedule.  Demonstrate competency with Tyler products processing prior to Go-live.  Provide knowledge transfer to the City staff during and after implementation.  Participate in conversion review and validation.

City End Users
 Attend all scheduled training sessions.
 Become proficient in application functions related to job duties.  Adopt and utilize changed procedures.
 Complete all deliverables by the due dates defined in the project schedule.  Utilize software to perform job functions at and beyond Go-live.

City Technical Lead
 Coordinates updates and releases with Tyler as needed.  Coordinates the copying of source databases to training/testing databases as needed for training days.
 Coordinates and adds new users, printers and other peripherals as needed.  Validates that all users understand log-on process and have necessary permission for all training sessions.
 Coordinates interface development for City third party interfaces.  Develops or assists in creating reports as needed.
 Ensures on-site system meets specifications provided by Tyler.  Assists with software installation as needed.
 Extracts and transmits conversion data and control reports from the City’s legacy system per the conversion schedule set forth in the project schedule.

City Upgrade Coordination
 Becomes familiar with the software upgrade process and required steps.  Becomes familiar with Tyler’s releases and updates.
 Utilizes Tyler resources to stay abreast of the latest Tyler releases and updates, as well as the latest helpful tools to manage the City’s software upgrade process.  Assists with the software upgrade process during implementation.  Manages software upgrade activities post-implementation.  Manages software upgrade plan activities.

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 Coordinates software upgrade plan activities with City and Tyler resources.  Communicates changes affecting users and department stakeholders.  Obtains department stakeholder acceptance to upgrade production environment.

City Change Management Lead
 Validates that users receive timely and thorough communication regarding process changes.  Provides coaching to supervisors to prepare them to support users through the project changes.  Identifies the impact areas resulting from project activities and develops a plan to address them proactively.
 Identifies areas of resistance and develops a plan to reinforce the change.  Monitors post-production performance and new process adherence.

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Part 3: Project Plan
Project Stages
Work Breakdown Structure
The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called “Stages” and the second level components are called “Work Packages”. The work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a “Control Point”, confirming the work performed during that stage of the Project has been accepted by the City. *Items noted with an asterisk in the graphic above relate to specific products and services. If those products and services are not included in the scope of the contract, these specific work packages will be noted as “Intentionally Left Blank” in Section 6 of the Statement of Work.

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Initiate and Plan
The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a foundation for the Project by identifying and establishing sequence and timing for each Phase as well as verifying scope for the Project. This stage will be conducted at the onset of the Project, with a few unique items being repeated for the additional Phases as needed.

Initial Coordination
Prior to Project commencement, Tyler management assigns project manager(s). Additional Project resources will be assigned later in the Project as a Project schedule is developed. Tyler provides the City with initial Project documents used to gather names of key personnel, their functional role as it pertains to the Project, as well as any blackout dates to consider for future planning. The City gathers the information requested by the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to ensure transfer of vital information from the sales process prior to scheduling a Project Planning Meeting with the City’s team. During this step, Tyler will work with the City to establish the date(s) for the Project and Phase Planning session.

Objectives:
 Formally launch the project.
 Establish project governance.
 Define and communicate governance for Tyler.
 Identify City project team.

STAGE 1 Initial Coordination
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users) Department HeadsEnd UsersTechnical Leads Tyler project team is assigned A R C I I I I I I
City project team is assigned A I R I I I
Provide initial project
documents to the City A R C C I I
Gather preliminary information
requested I A R C C C C
Sales to implementation
knowledge transfer A R I I I I I
Create Project Portal to store
project artifacts and facilitate
communication
A R I

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Inputs Contract documents
Statement of Work
Outputs/Deliverables Completed initial project documents Project portal
Work package assumptions:
 Project activities begin after the agreement has been fully executed.

Project/Phase Planning
Project and Phase planning provides an opportunity to review the contract, software, data conversions and services purchased, identify applications to implement in each Phase (if applicable), and discuss implementation timeframes.

During this work package Tyler will work with the City to coordinate and plan a formal Project planning meeting(s). This meeting signifies the start of the Project and should be attended by all City Project team members and the Tyler Project Manager. The meeting provides an opportunity for Tyler to introduce its implementation methodology, terminology, and Project management best practices to the City’s Project Team. This will also present an opportunity for project managers and Project sponsors to begin to discuss Project communication, metrics, status reporting and tools to be used to measure Project progress and manage change.

Tyler will work with the City Project Team to prepare and deliver the Project Management Plan as an output of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will describe how the project will be executed, monitored, and controlled.

During project planning, Tyler will introduce the tools that will be used throughout the implementation. Tyler will familiarize the City with these tools during project planning and make them available for review and maintenance as applicable throughout the project. Some examples are Solution validation plan, issue log, and go-live checklist.

STAGE 1 Project/Phase Planning
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Schedule and
conduct planning
session(s)

A R I C C I

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Develop Project
Management Plan A R I C C I
Develop initial
project schedule A R I I I I I I C C I I C I
Inputs Contract documents
Statement of Work
Guide to Starting Your Project
Outputs / Deliverables Acceptance Criteria [only] for Deliverables Project Management Plan Delivery of document
Project Operational Plan Delivery of document
Initial Project Schedule City provides acceptance of schedule based on resource availability, project budget, and
goals.

Work package assumptions:
 City has reviewed and completed the Guide to Starting Your Project document.

Infrastructure Planning
Procuring required hardware and setting it up properly is a critical part of a successful implementation. This task is especially important for Tyler-hosted/SaaS deployment models. Tyler will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. Tyler will install Licensed Software on application server(s) or train the City to install License Software. The City is responsible for the installation and setup of all peripheral devices.

Objectives:
 Ensure the City’s infrastructure meets Tyler’s application requirements.  Ensure the City’s infrastructure is scheduled to be in place and available for use on time.

STAGE 1 Infrastructure Planning
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Provide Infrastructure
Requirements and Design
Document

A R C C I I
Initial Infrastructure
Meeting A R C C C C

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*Schedule SaaS
Environment Availability A R C I
*Schedule Hardware to
be Available for
Installation

I I A R C
Schedule Installation of
All Licensed Software A R C I I
Infrastructure Audit A R C I C
Inputs 1. Initial Infrastructure Requirements and Design Document Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables

1. Completed Infrastructure Requirements
and Design Document
Delivery of Document

2. Infrastructure Audit System Passes Audit Criteria
Stakeholder Meeting
Communication of the Project planning outcomes to the City Project team, executives and other key stakeholders is vital to Project success. The Stakeholder meeting is a strategic activity to inform, engage, gain commitment, and instill confidence in the City team. During the meeting, the goals and objectives of the Project will be reviewed along with detail on Project scope, implementation methodology, roles and responsibilities, Project timeline and schedule, and keys to Project success.

Objectives:
 Formally present and communicate the project activities and timeline.  Communicate project expectations.

STAGE 1 Stakeholder Meeting
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Create Stakeholder
Meeting Presentation I A R I I I I C I
Review Stakeholder
Meeting Presentation I C A R C
Perform Stakeholder
Meeting Presentation I A R I I I I C I I I I I I

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Inputs Agreement
SOW
Project Management Plan
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Stakeholder Meeting Presentation
Work package assumptions:
 None
Intentionally left blank.

Control Point 1: Initiate & Plan Stage Acceptance
Acceptance criteria for this stage includes completion of all criteria listed below.

Note: Advancement to the Assess & Define stage is not dependent upon Tyler’s receipt of this stage acceptance.

Initiate & Plan Stage Deliverables:
 Project Management Plan
 Initial Project Schedule
Initiate & Plan stage acceptance criteria:
 All stage deliverables accepted based on acceptance criteria previously defined  Project governance defined
 Project portal made available to the City
 Stakeholder meeting complete
Assess & Define
The Assess & Define stage will provide an opportunity to gather information related to current City business processes. This information will be used to identify and define business processes utilized with Tyler software.

The City collaborates with Tyler providing complete and accurate information to Tyler staff and assisting in analysis, understanding current workflows and business processes.

Solution Orientation
The Solution Orientation provides the Project stakeholders a high-level understanding of the solution functionality prior to beginning the current and future state analysis. The primary goal is to establish a foundation for upcoming conversations regarding the design and configuration of the solution.

Tyler utilizes a variety of tools for the Solution Orientation, focusing on City team knowledge transfer such as:
eLearning, documentation, or walkthroughs. The City team will gain a better understanding of the major processes and focus on data flow, the connection between configuration options and outcome, integration, and terminology that may be unique to Tyler’s solution.

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Objectives:
 Provide a basic understanding of system functionality.  Prepare the City for current and future state analysis.

STAGE 2 Solution Orientation
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Provide pre-requisites A R I I I I I
Complete pre-requisites A R C C
Conduct orientation A R I I I I I
Inputs Solution orientation materials
Training Plan
Current & Future State Analysis
The Current & Future State Analysis provides the Project stakeholders and Tyler an understanding of process changes that will be achieved with the new system.

The City and Tyler will evaluate current state processes, options within the new software, pros and cons of each based on current or desired state and make decisions about the future state configuration and processing. This may occur before or within the same timeframe as the configuration work package. The options within the new software will be limited to the scope of this implementation and will make use of standard Tyler functionality.

The City will adopt the existing Tyler solution wherever possible to avoid project schedule and quality risk from over customization of Tyler products. It is the City’s responsibility to verify that in-scope requirements are being met throughout the implementation if functional requirements are defined as part of the contract.

The following guidelines will be followed when evaluating if a modification to the product is required:
 A reasonable business process change is available.
 Functionality exists which satisfies the requirement.  Configuration of the application satisfies the requirement.  An in-scope modification satisfies the requirement.

Requirements that are not met will follow the agreed upon change control process and can have impacts on the project schedule, scope, budget, and resource availability.

STAGE 2 Current & Future State Analysis

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Tyler Technologies, Inc. Page | 21
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Current State process
review A R I I I C C C C C
Discuss future-state
options A R C C C C C C C C
Make future-state
decisions (non-COTS) C C C C C A R I C C
Document anticipated
configuration options
required to support
future state

A R C C C I I I I I
Inputs Citycurrent state documentation
Solution Orientation completion
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Documentation that describes future-state
decisions and configuration options to support
future-state decisions.

Delivery of document
Work package assumptions:
 City attendees possess sufficient knowledge and authority to make future state decisions.  The City is responsible for any documentation of current state business processes.  The City can effectively communicate current state processes.

Conversion Assessment
Data Conversions are a major effort in any software implementation. Tyler’s conversion tools facilitate the predictable, repeatable conversion process that is necessary to support a successful transition to the Tyler system. The first step in this process is to perform an assessment of the existing (“legacy”) system(s), to better understand the source data, risks, and options available. Once the data has been analyzed, the plan for data conversion is completed and communicated to the appropriate stakeholders.

Objectives:
 Communicate a common understanding of the project goals with respect to data.  Ensure complete and accurate source data is available for review/transfer.  If source data is a Tyler legacy system, Tyler will perform the data mappings. If source data is from a third party, client is responsible for mapping the data from the source to Tyler.

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 Document the data conversion/loading approach.

STAGE 2 Data Conversion Assessment
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Extract Data from
Source Systems I C A R
Review and Scrub
Source Data I I I A R C I
Build/Update Data
Conversion Plan R C C C I I I I
Inputs City Source data
City Source data Documentation (if available)
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Data Conversion Plan built/updated City Acceptance of Data Conversion Plan, if Applicable
Work package assumptions:
 If the source data is from a Tyler system Tyler's Conversion Engineers extract and map the data into the standard Munis conversion format. If the source data is from a third-party the client will provide Tyler with the data in a mutually agreed upon format.
 Tyler will work with the City representatives to identify business rules before writing the conversion.  City subject matter experts and resources most familiar with the current data will be involved in the data conversion planning effort.

Intentionally left blank.

Intentionally left blank.

Control Point 2: Assess & Define Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below.

Note: Advancement to the Prepare Solution Stage is dependent upon Tyler’s receipt of the Stage Acceptance.

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Assess & Define Stage Deliverables:
 Documentation of future state decisions and configuration options to support future state decisions.  Modification specification document.
 Assess & Define Stage Acceptance Criteria:
 All stage deliverables accepted based on criteria previously defined.  Solution Orientation is delivered.
 Conversion data extracts are received by Tyler.
 Data conversion plan built.

Prepare Solution
During the Prepare Solution stage, information gathered during the Initiate & Plan and Assess & Define stages will be used to install and configure the Tyler software solution. Software configuration will be validated by the City against future state decisions defined in previous stages and processes refined as needed to ensure business requirements are met.

Initial System Deployment
The timely availability of the Tyler Solution is important to a successful Project implementation. The success and timeliness of subsequent work packages are contingent upon the initial system deployment of Tyler Licensed Software on an approved network and infrastructure. Delays in executing this work package can affect the project schedule.

Objectives:
 All licensed software is installed and operational.
 The City can access the software.

STAGE 3 Initial System Deployment (Hosted/SaaS)*
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Prepare hosted
environment A R I C
Install Licensed
Software with
Initial Database on
Server(s) for
Included
Environments

A R I C

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Tyler Technologies, Inc. Page | 24
Install Licensed
Software on City
Devices (if
applicable)

I C A R
Tyler System
Administration
Training (if
applicable)

A R I C
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Licensed Software is Installed on the Server(s) Software is accessible Licensed Software is Installed on City Devices
(if applicable)
Software is accessible
Installation Checklist/System Document System Passes
Infrastructure Design Document (C&J – If
Applicable)
Work package assumptions:
 The most current available version of the Tyler Licensed Software will be installed.  The City will provide network access for Tyler modules, printers, and Internet access to all applicable City and Tyler Project staff.

Configuration
The purpose of Configuration is to prepare the software product for validation.

Tyler staff collaborates with the City to complete software configuration based on the outputs of the future state analysis performed during the Assess and Define Stage. The City collaborates with Tyler staff iteratively to validate software configuration.

Objectives:
 Software is ready for validation.
 Educate the City Power User how to configure and maintain software.  Prepare standard interfaces for process validation (if applicable).

STAGE 3 Configuration
Tyler City

Apple Valley, CA
Tyler Technologies, Inc. Page | 25
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Conduct configuration
training A R I C C
Complete Tyler
configuration tasks
(where applicable)

A R I I I
Complete City
configuration tasks
(where applicable)

I C A R C
Standard interfaces
configuration and
training (if applicable)

A R C I C C C
Updates to Solution
Validation testing plan C C A R C C
Inputs Documentation that describes future state decisions and configuration options to support future state decisions.

Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Configured System N/A
Work package assumptions:
 Tyler provides guidance for configuration options available within the Tyler software. The City is responsible for making decisions when multiple options are available.

Process Refinement
Tyler will educate the City users on how to execute processes in the system to prepare them for the validation of the software. The City collaborates with Tyler staff iteratively to validate software configuration options to support future state.

Objectives:
 Ensure that the City understands future state processes and how to execute the processes in the software.
 Refine each process to meet the business requirements.  Validate standard interfaces, where applicable.
 Validate forms and reports, where applicable.

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STAGE 3 Process Refinement
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Conduct process
training A R I C I C
Confirm process
decisions I C A R C I C
Test configuration I C A R C
Refine
configuration (City
Responsible)

I C A R C
Refine
configuration (Tyler
Responsible)

A R I I I
Validate interface
process and results I C C A R C C
Update Cityspecific process
documentation (if
applicable)

I C A R C
Updates to
Solution Validation
testing plan

C C A R C C
Inputs Initial Configuration
Documentation that describes future state decisions and configuration options to support future state decisions.

Solution validation test plan
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Updated solution validation test plan
Completed City-specific process
documentation (completed by City)
Work package assumptions:
 None

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Conversion Delivery
The purpose of this task is to transition the City’s data from their source (“legacy”) system(s) to the Tyler system(s). The data will need to be mapped from the legacy system into the new Tyler system format. A wellexecuted data conversion is key to a successful cutover to the new system(s).

With guidance from Tyler, the City will review specific data elements within the system and identify / report discrepancies. Iteratively, Tyler will collaborate with the City to address conversion discrepancies. This process will allow for clean, reconciled data to transfer from the source system(s) to the Tyler system(s). Reference Conversion Appendix for additional detail.

Objectives:
 Data is ready for production (Conversion).

STAGE 3 Data Delivery & Conversion
Tyler City

RACI MATRIX
KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Provide data
crosswalks/code
mapping tool

A C R I I I

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Populate data
crosswalks/code
mapping tool

I C C A R C
Iterations:

Conversion
Development

A C R I I
Iterations:

Deliver
converted data

A R I I I
Iterations:

Proof/Review
data and
reconcile to
source system

C C C A R C C
Inputs
Data Conversion Plan
Configuration
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Code Mapping Complete / Validated N/A
Conversion Iterations / Reviews Complete Conversion complete, verified, and ready for final pass
Work package assumptions:
 The City will provide a single file layout per source system as identified in the investment summary.  The City subject matter experts and resources most familiar with the current data will be involved in the data conversion effort.
 The City project team will be responsible for completing the code mapping activity, with assistance from Tyler.

Intentionally left blank.

Intentionally left blank.

Control Point 3: Prepare Solution Stage Acceptance
Acceptance criteria for this Stage includes all criteria listed below in each Work Package.

Note: Advancement to the Production Readiness Stage is dependent upon Tyler’s receipt of the Stage Acceptance.

Prepare Solution Stage Deliverables:
 Licensed software is installed.
 Installation checklist/system document.
 Updated solution design document (Data & Insights only).

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 Prioritized data sets for review in Tyler system (Data & Insights only).  Conversion iterations and reviews complete.

Prepare Solution Stage Acceptance Criteria:
 All stage deliverables accepted based on criteria previously defined.  Software is configured.
 Solution validation test plan has been reviewed and updated if needed.

Production Readiness
Activities in the Production Readiness stage will prepare the City team for go-live through solution validation, the development of a detailed go-live plan and end user training. A readiness assessment will be conducted with the City to review the status of the project and the organizations readiness for go-live.

Solution Validation
Solution Validation is the end-to-end software testing activity to ensure that the City verifies all aspects of the Project (hardware, configuration, business processes, etc.) are functioning properly, and validates that all features and functions per the contract have been deployed for system use.

Objectives:
 Validate that the solution performs as indicated in the solution validation plan.  Ensure the City organization is ready to move forward with go-live and training (if applicable).

STAGE 4 Solution Validation
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Update Solution
Validation plan A R C C C C
Update test scripts (as
applicable) C C C A R C
Perform testing C C C A R C
Document issues from
testing C C C A R C
Perform required followup on issues A R C C C C
Inputs Solution Validation plan
Completed work product from prior stages (configuration, business process, etc.)

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Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Solution Validation Report City updates report with testing results Work package assumptions:
 Designated testing environment has been established.
 Testing includes current phase activities or deliverables only.

Go-Live Readiness
Tyler and the City will ensure that all requirements defined in Project planning have been completed and the Go-Live event can occur, as planned. A go-live readiness assessment will be completed identifying risks or actions items to be addressed to ensure the City has considered its ability to successfully Go-Live. Issues and concerns will be discussed, and mitigation options documented. Tyler and the City will jointly agree to move forward with transition to production. Expectations for final preparation and critical dates for the weeks leading into and during the Go-Live week will be planned in detail and communicated to Project teams.

Objectives:
 Action plan for go-live established.
 Assess go-live readiness.
 Stakeholders informed of go-live activities.

STAGE 4 Go-Live Readiness
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Perform Readiness
Assessment I A R C C I C I I I I I I
Conduct Go-Live planning
session A R C C C C C C C
Order peripheral
hardware (if applicable) I A R C
Confirm procedures for
Go-Live issue reporting &
resolution

A R I I I I C C I I I I I
Develop Go-Live checklist A R C C C C I C C
Final system
infrastructure review
(where applicable)

A R C C

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Tyler Technologies, Inc. Page | 31
Inputs Future state decisions
Go-live checklist
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Updated go-live checklist Updated Action plan and Checklist for go-live delivered to the City
Work package assumptions:
 None
End User Training
End User Training is a critical part of any successful software implementation. Using a training plan previously reviewed and approved, the Project team will organize and initiate the training activities.

Train the Trainer: Tyler provides one occurrence of each scheduled training or implementation topic. City users who attended the Tyler sessions may train additional users. Additional Tyler led sessions may be contracted at the applicable rates for training.

Tyler will provide standard application documentation for the general use of the software. It is not Tyler’s responsibility to develop City specific business process documentation. City-led training labs using City specific business process documentation if created by the City can be added to the regular training curriculum, enhancing the training experiences of the end users.

Objectives:
 End users are trained on how to use the software prior to go-live.  The City is prepared for on-going training and support of the application.

STAGE 4 End User Training
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Update training plan A R C C I C
End User training (Tylerled) A R C C C I C C C
Train-the-trainer A R C C C I C
End User training (Cityled) C C A R I C C C
Inputs Training Plan

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List of End Users and their Roles / Job Duties
Configured Tyler System
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
End User Training City signoff that training was delivered Work package assumptions:
 The City project team will work with Tyler to jointly develop a training curriculum that identifies the size, makeup, and subject-area of each of the training classes.  Tyler will work with the City as much as possible to provide end-user training in a manner that minimizes the impact to the daily operations of City departments.  The City will be responsible for training new users after go-live (exception—previously planned or regular training offerings by Tyler).

Control Point 4: Production Readiness Stage Acceptance
Acceptance criteria for this stage includes all criteria listed below. Advancement to the Production stage is dependent upon Tyler’s receipt of the stage acceptance.

Production Readiness stage deliverables:
 Solution Validation Report.
 Update go-live action plan and checklist.
 End user training.

Production Readiness stage acceptance criteria:
 All stage deliverables accepted based on criteria previously defined.  Go-Live planning session conducted.

Production
Following end user training the production system will be fully enabled and made ready for daily operational use as of the scheduled date. Tyler and the City will follow the comprehensive action plan laid out during GoLive Readiness to support go-live activities and minimize risk to the Project during go-live. Following go-live, Tyler will work with the City to verify that implementation work is concluded, post go-live activities are scheduled, and the transition to Client Services is complete for long-term operations and maintenance of the Tyler software.

Go-Live
Following the action plan for Go-Live, defined in the Production Readiness stage, the City and Tyler will complete work assigned to prepare for Go-Live.

The City provides final data extract and Reports from the Legacy System for data conversion and Tyler executes final conversion iteration, if applicable. If defined in the action plan, the City manually enters any data added to the Legacy System after final data extract into the Tyler system.

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Tyler staff collaborates with the City during Go-Live activities. The City transitions to Tyler software for day-to day business processing.

Some training topics are better addressed following Go-Live when additional data is available in the system or based on timing of applicable business processes and will be scheduled following Go-Live per the Project Schedule.

Objectives:
 Execute day to day processing in Tyler software.
 City data available in Production environment.

STAGE 5 Go-Live
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Provide final source data
extract, if applicable C C A R
Final source data pushed
into production
environment, if
applicable

A C R I C C C
Proof final converted
data, if applicable C C C A R C
Complete Go-Live
activities as defined in
the Go-Live action plan

C C C A R C I C
Provide Go-Live
assistance A R C C I C C I C I C
Inputs Comprehensive Action Plan for Go-Live
Final source data (if applicable)
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Data is available in production environment City confirms data is available in production environment
Work package assumptions:
 The City will complete activities documented in the action plan for Go-Live as scheduled.

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 External stakeholders will be available to assist in supporting the interfaces associated with the GoLive live process.  The City business processes required for Go-Live are fully documented and tested.  The City Project team and subject matter experts are the primary point of contact for the end users when reporting issues during Go-Live.
 The City Project Team and Power User’s provide business process context to the end users during GoLive.  The Tyler Go-Live support team is available to consult with the City teams as necessary.  The Tyler Go-Live support team provides standard functionality responses, which may not be tailored to the local business processes.

Transition to Client Services
This work package signals the conclusion of implementation activities for the Phase or Project with the exception of agreed-upon post Go-Live activities. The Tyler project manager(s) schedules a formal transition of the City onto the Tyler Client Services team, who provides the City with assistance following Go-Live, officially transitioning the City to operations and maintenance.

Objectives:
 Ensure no critical issues remain for the project teams to resolve.  Confirm proper knowledge transfer to the City teams for key processes and subject areas.

STAGE 5 Transition to Client Services
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Transfer City to Client
Services and review
issue reporting and
resolution processes

I I A I I R I I C C C
Review long term
maintenance and
continuous
improvement

A R C C C
Inputs Open item/issues List
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Client Services Support Document

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Work package assumptions:
 No material project issues remain without assignment and plan.

Post Go-Live Activities
Some implementation activities are provided post-production due to the timing of business processes, the requirement of actual production data to complete the activities, or the requirement of the system being used in a live production state.

Objectives:
 Schedule activities that are planned for after Go-Live.  Ensure issues have been resolved or are planned for resolution before phase or project close.

STAGE 5 Post Go-Live Activities
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Schedule contracted
activities that are
planned for delivery
after go-live

A R C C C C I C C I C C
Determine resolution
plan in preparation for
phase or project close
out

A R C C C I C C I C
Inputs List of post Go-Live activities
Outputs /
Deliverables
Acceptance Criteria [only] for
Deliverables
Updated issues log
Work package assumptions:
 System is being used in a live production state.

Control Point 5: Production Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below:
 Advancement to the Close stage is not dependent upon Tyler’s receipt of this Stage Acceptance.

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 Converted data is available in production environment.

Production Stage Acceptance Criteria:
 All stage deliverables accepted based on criteria previously defined.  Go-Live activities defined in the Go-Live action plan completed.  Client services support document is provided.

Close
The Close stage signifies full implementation of all products purchased and encompassed in the Phase or Project. The City transitions to the next cycle of their relationship with Tyler (next Phase of implementation or long-term relationship with Tyler Client Services).

Phase Closeout
This work package represents Phase completion and signals the conclusion of implementation activities for the Phase. The Tyler Client Services team will assume ongoing support of the City for systems implemented in the Phase.

Objectives:
 Agreement from Tyler and the City teams that activities within this phase are complete.

STAGE 6 Phase Close Out
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Reconcile project budget
and status of contract
Deliverables

I A R I I C
Hold post phase review
meeting A R C C C C C C C C C
Release phasedependent Tyler project
resources

A R I I
Participants Tyler City
Project Leadership Project Manager
Project Manager Project Sponsor(s)
Implementation Consultants Functional Leads, Power Users, Technical Leads

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Technical Consultants (Conversion, Deployment,
Development)
Client Services
Inputs Contract
Statement of Work
Project artifacts
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Final action plan (for outstanding items)
Reconciliation Report
Post Phase Review
Work package assumptions:
 Tyler deliverables for the phase have been completed.

Project Closeout
Completion of this work package signifies final acceptance and formal closing of the Project.

At this time the City may choose to begin working with Client Services to look at continuous improvement Projects, building on the completed solution.

Objectives:
 Confirm no critical issues remain for the project teams to resolve.  Determine proper knowledge transfer to the City teams for key processes and subject areas has occurred.
 Verify all deliverables included in the Agreement are delivered.

STAGE 6 Project Close Out
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Conduct post project
review A R C C C C C C C C C
Deliver post project
report to City and Tyler
leadership

I A R I I C

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Release Tyler project
resources

A R I I
Inputs Contract
Statement of Work
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Post Project Report City acceptance; Completed report indicating all project Deliverables and milestones have
been completed
Work package assumptions:
 All project implementation activities have been completed and approved.  No critical project issues remain that have not been documented and assigned.  Final project budget has been reconciled and invoiced.  All Tyler deliverables have been completed.

Control Point 6: Close Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below.

Close Stage Deliverables:
 Post Project Report.

Close Stage Acceptance Criteria:
 Completed report indicating all Project deliverables and milestones have been completed.

General Assumptions
Tyler and the City will use this SOW as a guide for managing the implementation of the Tyler Project as provided and described in the Agreement. There are a few assumptions which, when acknowledged and adhered to, will support a successful implementation. Assumptions related to specific work packages are documented throughout the SOW. Included here are general assumptions which should be considered throughout the overall implementation process.

Project
 Project activities will begin after the Agreement has been fully executed.  The City Project Team will complete their necessary assignments in a mutually agreed upon timeframe to meet the scheduled go-live date, as outlined in the Project Schedule.  Sessions will be scheduled and conducted at a mutually agreeable time.  Additional services, software modules and modifications not described in the SOW or Agreement will be considered a change to this Project and will require a Change Request Form as previously referenced in the definition of the Change Control Process.

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 Tyler will provide a written agenda and notice of any prerequisites to the City project manager(s) ten (10) business days or as otherwise mutually agreed upon time frame prior to any scheduled on-site or remote sessions, as applicable.
 Tyler will provide guidance for configuration and processing options available within the Tyler software. If multiple options are presented by Tyler, the City is responsible for making decisions based on the options available.
 Implementation of new software may require changes to existing processes, both business and technical, requiring the City to make process changes.
 The City is responsible for defining, documenting, and implementing their policies that result from any business process changes.

Organizational Change Management
Unless otherwise contracted by Tyler, City is responsible for managing Organizational Change. Impacted City resources will need consistent coaching and reassurance from their leadership team to embrace and accept the changes being imposed by the move to new software. An important part of change is ensuring that impacted City resources understand the value of the change, and why they are being asked to change.

Resources and Scheduling
 City resources will participate in scheduled activities as assigned in the Project Schedule.  The City team will complete prerequisites prior to applicable scheduled activities. Failure to do so may affect the schedule.
 Tyler and the City will provide resources to support the efforts to complete the Project as scheduled and within the constraints of the Project budget.
 Abbreviated timelines and overlapped Phases require sufficient resources to complete all required work as scheduled.
 Changes to the Project Schedule, availability of resources or changes in Scope will be requested through a Change Request. Impacts to the triple constraints (scope, budget, and schedule) will be assessed and documented as part of the change control process.  The City will ensure assigned resources will follow the change control process and possess the required business knowledge to complete their assigned tasks successfully. Should there be a change in resources, the replacement resource should have a comparable level of availability, change control process buy-in, and knowledge.
 The City makes timely Project related decisions to achieve scheduled due dates on tasks and prepare for subsequent training sessions. Failure to do so may affect the schedule, as each analysis and implementation session is dependent on the decisions made in prior sessions.  The City will respond to information requests in a comprehensive and timely manner, in accordance with the Project Schedule.
 The City will provide adequate meeting space or facilities, including appropriate system connectivity, to the project teams including Tyler team members.
 For on-site visits, Tyler will identify a travel schedule that balances the needs of the project and the employee.

Data
 Data will be converted as provided and Tyler will not create data that does not exist.

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 The City is responsible for the quality of legacy data and for cleaning or scrubbing erroneous legacy data.
 Tyler will work closely with the City representatives to identify business rules before writing the conversion. The City must confirm that all known data mapping from source to target have been identified and documented before Tyler writes the conversion.  All in-scope source data is in data extract(s).
 Each legacy system data file submitted for conversion includes all associated records in a single approved file layout.
 The City will provide the legacy system data extract in the same format for each iteration unless changes are mutually agreed upon in advance. If not, negative impacts to the schedule, budget and resource availability may occur and/or data in the new system may be incorrect.  The City Project Team is responsible for reviewing the converted data and reporting issues during each iteration, with assistance from Tyler.
 The City is responsible for providing or entering test data (e.g., data for training, testing interfaces, etc.)
Facilities
 The City will provide dedicated space for Tyler staff to work with City resources for both on-site and remote sessions. If Phases overlap, City will provide multiple training facilities to allow for independent sessions scheduling without conflict.
 The City will provide staff with a location to practice what they have learned without distraction.

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Glossary
Word or Term Definition
Acceptance Confirming that the output or deliverable is suitable and conforms to the agreed upon criteria.

Accountable The one who ultimately ensures a task or deliverable is completed; the one who ensures the prerequisites of the task are met and who delegates the work to those responsible. [Also see RACI]
Application A computer program designed to perform a group of coordinated functions, tasks, or activities for the benefit of the user.

Application Programming Interface (API) A defined set of tools/methods to pass data to and received data from Tyler software products
Agreement This executed legal contract that defines the products and services to be implemented or performed.

Business Process The practices, policy, procedure, guidelines, or functionality that the client uses to complete a specific job function.

Business Requirements Document A specification document used to describe Client requirements for contracted software modifications.

Change Request A form used as part of the Change Control process whereby changes in the scope of work, timeline, resources, and/or budget are documented and agreed upon by participating parties.

Change Management Guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success & outcomes
Code Mapping [where applicable] An activity that occurs during the data conversion process whereby users equate data (field level) values from the old system to the values available in the new system. These may be one to one or many to one. Example: Old System [Field = eye color] [values = BL, Blu, Blue] maps to New Tyler System [Field = Eye Color] [value = Blue].

Consulted Those whose opinions are sought, typically subject matter experts, and with whom there is two-way communication. [Also see RACI]
Control Point This activity occurs at the end of each stage and serves as a formal and intentional opportunity to review stage deliverables and required acceptance criteria for the stage have been met.

Data Mapping [where applicable] The activity determining and documenting where data from the legacy system will be placed in the new system; this typically involves prior data analysis to understand how the data is currently used in the legacy system and how it will be used in the new system.

Deliverable A verifiable document or service produced as part of the Project, as defined in the work packages.

Go-Live The point in time when the Client is using the Tyler software to conduct daily operations in Production.

Informed Those who are kept up-to-date on progress, often only on completion of the task or deliverable, and with whom there is just one-way communication. [Also see RACI]