Camarillo City Council
AGENDA REPORT
Date: February 11, 2026
To: Honorable Mayor and City Councilmembers
From: Greg Ramirez, City Manager
Submitted by: Mitchell Cameron, Director of Administrative Services/Chief Innovation Officer
Subject: Award of Contract to NEXGEN for Enterprise Asset Management (EAM) Software No. 2026-8 and Implementation Services No. 2026-7 and Award Professional Services Agreement 2026-2 to Berry, Dunn, McNeil and Parker for EAM Implementation Project Management
BACKGROUND
Enterprise asset management (EAM) is a centralized system used to track, maintain, and plan the full lifecycle of City-owned assets, including facilities, vehicles, equipment, and infrastructure. Currently, the City does not have a coordinated, enterprise-wide system with standardized workflows to manage assets consistently across departments and divisions. As a result, asset data, maintenance practices, and reporting vary by function, limiting visibility, consistency, and long-term planning.
Many cities within the County have already implemented EAM and some are now in various stages of optimizing or replacing earlier, legacy EAM platforms. As a result, the City is in a unique position to benefit from the experience, lessons learned, and best practices of neighboring agencies that have already undergone initial EAM implementations. This timing allows the City to leverage advancements in EAM technology, modern integration capabilities, and improved implementation approaches, while avoiding common challenges encountered in earlier deployments, positioning the City with a future-ready solution.
On October 9, 2024, the City Council awarded CC Agreement No. 2024-182 to Berry, Dunn, McNeil, and Parker LLC (BerryDunn) for assistance with requirements gathering and selection of an EAM system.
BerryDunn worked with staff across multiple departments to conduct requirements- gathering sessions and document current-state processes, resulting in a comprehensive
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set of functional and technical requirements. BerryDunn then assisted with development of the Request for Proposal (RFP), evaluation criteria, and scoring methodology to ensure an objective and defensible process.
The RFP was issued in PlanetBids on March 20, 2025, and the City received 12 responsive proposals.
The evaluation process included initial compliance review, written proposal scoring based on functional fit, technical capabilities, implementation approach, and cost, followed by live vendor demonstrations. BerryDunn facilitated evaluation workshops where cross- departmental staff teams scored vendors against documented requirements and assessed system usability, configurability, and alignment with City operations.
Based on this comprehensive evaluation, NEXGEN Asset Management Inc. (NEXGEN) scored highest overall and was identified as the preferred vendor. BerryDunn subsequently supported contract negotiations to confirm scope clarity, implementation assumptions, deliverables, and cost structure.
DISCUSSION
Benefits of EAM
EAM systems are widely recognized as a practical tool for helping cities better understand, maintain, and invest in their infrastructure. Guidance from the American Public Works Association (APWA) emphasizes that when agencies have reliable, centralized asset data, they are better positioned to protect existing infrastructure, plan capital investments, and make informed decisions that balance cost, risk, and service delivery.
APWA reports that preventive asset management measures provide nearly twice the return on investment compared to corrective repairs or full asset replacement, because it is significantly less expensive to maintain infrastructure before failures occur than to respond after the fact. For City operations, this means shifting effort away from emergency repairs and unplanned work and toward timely, lower-cost maintenance that extends asset life and reduces disruption to services.
In addition to cost benefits, EAM systems support meaningful staff time savings by replacing manual, fragmented, and paper-based processes with standardized workflows and centralized data. Industry guidance notes that managing asset information across spreadsheets, hard-copy files, or disconnected systems limits the ability to analyze trends and requires significant staff time to compile, verify, and reconcile. An EAM system reduces this administrative burden by automating work order tracking, inspections, maintenance history, and reporting, allowing staff to spend less time searching for information and more time using data to improve outcomes.
As asset and maintenance data becomes more reliable and easier to access, staff time can be redirected toward higher-value activities such as identifying recurring issues, evaluating maintenance effectiveness, improving workflows, and supporting data-driven Award Agreements to NEXGEN and BerryDunn
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capital planning. Asset management strengthens risk awareness and performance understanding by providing consistent metrics for condition, criticality, and lifecycle cost.
This data supports more informed decisions related to capital reserves, rate adjustments, and pursuit of external funding and grants.
Overall, an EAM system helps connect daily maintenance activities to broader City goals by improving data quality, reducing manual effort, and enabling better analysis. APWA identifies asset management as a key tool to protect public investments, improve transparency, and ensure infrastructure spending delivers measurable service and performance outcomes. For the City, this means staff time and resources can be increasingly focused on planning, improvement, and informed decision-making rather than data collection and reconciliation. While implementation and licensing costs are significant, these costs should be considered in the context of long-term operational efficiency and infrastructure stewardship. Centralized asset data and preventive maintenance practices reduce reliance on emergency repairs, extend asset life, and support more accurate capital planning. Over time, these outcomes help avoid higher costs associated with deferred maintenance, unplanned failures, and premature asset replacement.
NEXGEN Asset Management
Staff recommends that City Council award Agreement No. 2026-8 to NEXGEN for EAM software licensing and Agreement No. 2026-7 for related implementation services.
NEXGEN’s cloud-based EAM platform is designed to centralize asset inventory, condition assessment, and lifecycle management, while improving preventive and predictive maintenance through integrated work order management, analytics, and reporting tools.
The solution includes mobile functionality to support field staff with real-time access to work orders, offline capabilities for areas with limited connectivity, and GIS-enabled asset mapping for spatial visualization and planning.
NEXGEN's scope of work includes configuration of the EAM system to reflect the City's asset classes, maintenance practices, and departmental workflows; migration of existing asset and maintenance data from current systems; comprehensive system testing including user acceptance testing; end-user and administrator training; and go-live deployment support.
A critical component of the implementation is integration with key City systems to eliminate duplicate data entry, improve data accuracy, and enhance operational efficiency. Planned integrations include ESRI ArcGIS for spatial data and mapping, Naviline ERP and Utility Billing for financial and customer data, SeeClickFix for community-reported service requests, Laserfiche for document management, Microsoft Active Directory for more secure user authentication, and GeoTab fleet telematics for vehicle asset data.
Following go-live, NEXGEN will provide a defined post-deployment support period including weekly office hours and on-demand technical assistance to promote system stabilization, address early adoption challenges, and support optimization as staff become familiar with the platform. The agreement structures the implementation as a Award Agreements to NEXGEN and BerryDunn
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core scope with defined costs, while identifying optional modules and future integrations separately to provide flexibility as the City's needs evolve and the system matures.
City Council Agreement No. 2026-8 includes 5 years of subscription-based software licensing that begins at system go-live and provides unlimited user access to the EAM platform, supporting broad adoption across all departments and staff levels without per- user cost constraints.
Annual licensing costs are structured to increase by three percent (3%) in years 2 to 5, providing predictable cost escalation while allowing the City to scale system usage without incurring additional licensing fees. This structure supports long-term operational flexibility and enterprise-wide adoption.
Project and Change Management
On July 8, 2024, staff was authorized to solicit bids and issued a Request for Proposal (RFP) for development of a Technology Modernization Plan. Nine bids were received and evaluated using qualifications, references, staffing, schedule, and scope of work criteria.
After interviews with shortlisted firms, BerryDunn was selected for its extensive experience and strong alignment with the City’s needs.
Per the scope of the RFP, staff is recommending continuing the partnership with BerryDunn. Given the size and complexity of an EAM implementation, spanning process redesign, data conversion, system integrations, testing, training, and organizational change, staff recommends approval of Agreement No. 2026-2 in the amount of $564,400 plus a two-month contingency for unforeseen expenses for a total not to exceed amount of $626,800 for professional project management services during EAM implementation and go-live.
Under this agreement, BerryDunn would serve as the City’s project management lead in coordination with City staff and NEXGEN, providing structured oversight of schedule, scope, budget, risks, and deliverables. Services include development and maintenance of the implementation work plan; facilitation of governance and steering committee activities; coordination across departments and vendors; monitoring contract compliance; and supporting key implementation workstreams such as data conversion, integrations, testing, and go-live readiness.
BerryDunn’s scope also includes change management support to help ensure successful adoption of the new system. This includes development and execution of a Change Management Plan addressing stakeholder engagement, communications, training coordination, and readiness activities, as well as oversight support for user acceptance testing and training efforts. BerryDunn’s services are intended to provide the City with dedicated expertise and capacity to manage implementation risks, maintain momentum, and support staff through transition to the new system.
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FISCAL IMPACT
Funds for EAM implementation, software licensing and professional project management services are included in the Information Systems Administration budget, Account No. 530-5330-453.32-01. Subsequent implementation and project management costs and annual software licensing fees will be included in their respective annual budgets.
Estimated annual costs are illustrated in the table below:
Term Year Project
Management
CC 2026-2
Implementation
CC 2026-7
Software
Licensing
CC 2026-8
Total
Current FY $141,100 $241,546 $- $382,646
Year 1 $423,300 $1,278,709 $200,000 $1,902,009
Year 2 $- $- $216,300 $216,300
Year 3 $- $- $222,790 $222,790
Year 4 $- $- $229,472 $229,472
Year 5 $- $- $236,357 $236,357
15%
Contingency
$62,400 $228,038 $165,737 $456,175
Total $626,800 $1,748,293 $1,270,656 $3,645,746
CITY COUNCIL STRATEGIC PLAN FY 2025/26
This item supports the City Council’s Strategic Plan Goal and Objective 5.2 Technology and City Facilities – Expand and upgrade technology infrastructure to improve network connectivity, digital services, and operational efficiency and 5.3 Implement technology solutions that enhance transparency, public access, and service delivery including expanded digital engagement tools.
CEQA DETERMINATIONS
City staff has determined, in accordance with Section 15061(b)(3) of the California Environmental Quality Act (CEQA) Guidelines, that EAM implementation, software licensing and professional project management services are not subject to CEQA review because it can be seen with certainty that there is no possibility that EAM implementation, Award Agreements to NEXGEN and BerryDunn
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software licensing and professional project management services may have a significant effect on the environment.
RECOMMENDATION
1. Find EAM implementation, software licensing and professional project management services exempt from review under the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of the CEQA Guidelines; and
2. Authorize the City Manager to execute Professional Services Agreement 2026-2 with BerryDunn for professional project management services in the amount of $564,400 including a two-month contingency for a total agreement authorization of $626,800; and
3. Authorize the City Manager to execute Professional Services Agreement 2026-7 with NEXGEN for EAM implementation in the amount of $1,520,255 including 15% contingency for a total amount of $1,748,293; and
4. Authorize the City Manager to execute Software License Agreement 2026-8 with NEXGEN for EAM software in the amount of $1,104,919 including 15% contingency for a total agreement authorization of $1,270,656; and
5. Authorize the City Manager to negotiate and execute future agreements and amendments with NEXGEN for EAM implementation services and software licensing so long as the annual software licensing increases do not exceed 3% annually.
6. Authorize the City Manager to negotiate and execute future agreements and amendments with BerryDunn for professional project management up to the authorized amount.
ATTACHMENTS
1. Professional Service Agreement 2026-2 with Berry, Dunn, McNeil and Parker
2. Professional Service Agreement 2026-7 with NEXGEN Asset Management Inc.
3. Software License Agreement 2026-8 with NEXGEN Asset Management Inc.
REFERENCE MATERIALS – AVAILABLE FOR REVIEW AT CITY HALL None