Agenda packet — Colton City Council, September 1, 2026 (part 3 of 3)

Colton, CA
Tyler Technologies, Inc. Page | 8
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.
 Conducts periodic Status Calls with City Project Manager. Status Calls will occur every two weeks until 60 days prior to go live and then will occur every week. Status Reports will be delivered within 24 hours of each Status Call.
 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.
 Provides Status Reports which include completed tasks, overdue tasks, upcoming tasks, and issues.

Additionally provides a detailed project phase budget reconciliation. Reports will be posted to the project Portal site at least one business day prior to the status meeting for which it applies for City review.
 Posts session agendas to the Project Portal site not less than two weeks prior the session delivery date.

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.  Deliver calendar invitations at least ten (10) business days before each scheduled session.  For every onsite/remote session Tyler will deliver a site report including a summary of covered topics, agenda items not covered, session attendees, assigned homework, decisions made, new or relevant issues and support tickets summaries including ticket number. Site report will be posted to the project Portal within one week of the conclusion of the session.

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Tyler Technologies, Inc. Page | 9
 Escalates risks, action items, and issues to the Tyler project manager(s).

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).  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.

Tyler Data Experts
 Validates that customer data files are in proper format.  Develops customized conversion programs, as necessary, to convert Legacy System data into the Tyler database for production use according to defined mapping.  Provides error Reports on unsupported data conditions and the merging or normalization of data fields.
 Assists the City with understanding and interpreting error Reports.  Performs changes and corrections to customized conversion programs as the City completes the data review.
 Provides conversion consulting and mapping assistance.

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.  Has the authority to approve or deny changes impacting the following areas:
o Cost
o Scope
o Schedule
o Project Goals

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Tyler Technologies, Inc. Page | 10
o City Policies
o Needs of other client projects
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 recommend approval or denial of changes impacting the following areas:
o Cost
o Scope
o Schedule
o Project Goals
o City Policies
o Needs of other client projects
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 recommends approval of 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.

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 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.
 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.

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Tyler Technologies, Inc. Page | 12
 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
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.

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 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.
 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.

Work Breakdown Structure (WBS)

1. Initiate &
Plan

2. Assess &
Define

3. Prepare
Solution

4. Production
Readiness 5. Production 6. Close

1.1 Initial
Coordination

2.1 Solution
Orientation

3.1 Initial System
Deployment

4.1 Solution
Validation

5.1 Go Live

6.1 Phase Close
Out

1.2 Project/Phase
Planning

2.2 Current & Future
State Analysis

3.2 Configuration

4.2 Go Live
Readiness

5.2 Transition to
Client Services

6.2 Project Close
Out

1.3 Infrastructure
Planning

2.3 Modification
Analysis

3.3 Process
Refinement

4.3 End User
Training

5.3 Post Go Live
Activities

1.4 Stakeholder
Meeting

2.4 Conversion
Assessment

3.4 Conversion
Delivery

1.5 GIS Planning*

2.5 Data Assessment

3.5 Data Delivery

3.6 Modifications*

*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 “This work package is not applicable” 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 Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
Department Heads
End Users
Technical 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 Working 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:

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.

Go Live Checklist Delivery of document
Issue Log Provide access to the Issue Log within the
Project Portal

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. Tyler will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. The City is responsible for the installation, setup and maintenance 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:

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Tyler Technologies, Inc. Page | 18
Schedule
Environment
Availability

A R C I

Inputs Initial Infrastructure Requirements

Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Completed Infrastructure Requirements Delivery of Requirements

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 Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
U )
Department Heads
End Users
Technical 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

Inputs Agreement
SOW
Project Management Plan

Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Stakeholder Meeting Presentation

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Work package assumptions:
 None
This work package is not applicable.

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:
 Working initial project documents (6.1.1)
 Project Management Plan (6.1.2)
 Initial Project Schedule (6.1.2)
 Project Operational Plan (6.1.2)
 Go Live Checklist and Issue Log (6.1.2)
 Completed Infrastructure Requirements (6.1.3)
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.

Objectives:

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 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 Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
U )
Department Heads
End Users
Technical 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
Tyler City

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RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
U )
Department Heads
End Users
Technical 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
Review future state
decisions and
configuration options

I I I A R C I
Incorporate any
revisions to the
decisions to the
decisions and/or
configuration
options.

A R I C I I

Inputs City current state documentation
Solution Orientation completion

Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
The Solution Design Document which consist
of current-state, future-state decisions and
configuration options.

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.

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This work package is not applicable.

Data Assessment
Given the completion of the Current & Future State Analysis, the Data Assessment will provide the implementation team the design for data delivery prior to configuration. The data Assessment will also allow the Tyler and the City teams to identify the data that will be configured within the Tyler System. The team will develop and map out dataset structures to ensure that data is structured in a way that allows maximum utility.

The teams will review any existing data publish and metadata standards for the City’s current data program to determine any necessary adjustments or configuration needs. Finally, the implementation team develops data workflows to map data from the source system(s) into the Tyler system, discussing any additional data requirements as needed.

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 performs the data mappings. If the source data is from a third-party, the City is responsible for mapping the data from the source to the Tyler system.

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 Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
U )
Department Heads
End Users
Technical Leads
Extract Data from
Tyler Source Systems A R I C
Extract Data from
third-party Source
Systems

I C C A C R
Complete Data
Analysis/Mapping A R C C I C C I
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)

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Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Data Conversion Plan built/updated (if
applicable}
City Acceptance of Data Conversion Plan, if
Applicable
Solution Design Document updated (if
applicable)
City acceptance of Solution Design
Document

Work package assumptions:
 If the source data is a Tyler system Tyler's Data Experts extract and map the data into the standard Enterprise ERP conversion format. If the source data is from a third-party, the City 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.

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.

Document the data conversion/loading approach.

STAGE 2 Data Conversion Assessment
Tyler City
RACI MATRIX KEY:

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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

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.

Assess & Define Stage Deliverables:
 Updated Solution Design Document – which includes 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.

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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 Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
Users)
Department Heads
End Users
Technical Leads
Prepare hosted
environment A R I C
Install Licensed
Software for
Included
Environments

A R I C
Install Licensed
Software on City
Devices (if
applicable)

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

A R I C
Order peripheral
hardware (if
applicable)

I A R 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

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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
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
U )
Department Heads
End Users
Technical 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

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Configured System
Updated Solution Design Document that
describes future state decisions and
configuration options to support future state
decisions.

Work package assumptions:
 Tyler provides guidance for configuration options available within the Tyler software based on industry best practices. 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.

STAGE 3 Process Refinement
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
Users)
Department Heads
End Users
Technical 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

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Validate interface
process and results I C C A R C C
Update City-
specific 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
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 well- executed 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.

Load Data
for Testing
Pull Data &
Conversion
Balancing
Reports
Map
Conversion
Write & Run
Conversion
Program
Validate
Data
Conversion
Reviews
Completed
Final
Conversion
Report &
Correct
Errors

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

STAGE 3 Data Delivery & Conversion
Tyler City

RACI MATRIX
KEY:

A C R I I I
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
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.

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 The City project team will be responsible for completing the code mapping activity, with assistance from Tyler.

This work package is not applicable.

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.
 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.  Software is accessible
 Code mapping complete / validated
 Conversion complete, verified, and ready for final pass 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

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RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
U )
Department Heads
End Users
Technical Leads
Prepare test scripts A R C C C C C C
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
follow-up on issues A R C C C C

Inputs Solution Validation plan
Completed work product from prior stages (configuration, business process, etc.)

Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Solution Validation Report City updates report with testing results All tickets/issues identified during solution
validation are documented and resolved or
have planned resolutions.

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.

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

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
U )
Department Heads
End Users
Technical 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
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

Inputs Accepted Solution Validation Report
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:

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 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 Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
U )
Department Heads
End Users
Technical Leads
Update training plan A R C C I C
End User training (Tyler-
led) A R C C C I C C C
Train-the-trainer A R C C C I C
End User training (City-
led) C C A R I C C C

Inputs Training Plan
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/or checklist.
 End user training.

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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 Go- Live 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.

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:

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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.  External stakeholders will be available to assist in supporting the interfaces associated with the Go- Live 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 Go- Live.

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

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RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
U )
Department Heads
End Users
Technical 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

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

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RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
U )
Department Heads
End Users
Technical 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.  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).

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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 Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
U )
Department Heads
End Users
Technical 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 phase-
dependent 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
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

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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 Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
U )
Department Heads
End Users
Technical 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
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.

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 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.  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 based on industry best practices. 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.

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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.  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.)

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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]

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Infrastructure The composite hardware, network resources and services required for the existence, operation, and management of the Tyler software.

Interface A connection to and potential exchange of data with an external system or application. Interfaces may be one way, with data leaving the Tyler system to another system or data entering Tyler from another system, or they may be bi-directional with data both leaving and entering Tyler and another system.

Integration A standard exchange or sharing of common data within the Tyler system or between Tyler applications
Legacy System The software from which a client is converting.

Modification Custom enhancement of Tyler’s existing software to provide features or functions to meet individual client requirements documented within the scope of the Agreement.

On-site Indicates the work location is at one or more of the client’s physical office or work environments.

Organizational Change The process of changing an organization's strategies, processes, procedures, technologies, and culture, as well as the effect of such changes on the organization.

Output A product, result or service generated by a process.

Peripheral devices An auxiliary device that connects to and works with the computer in some way. Some examples: scanner, digital camera, printer.

Phase A portion of the Project in which specific set of related applications are typically implemented. Phases each have an independent start, Go-Live and closure dates but use the same Implementation Plans as other Phases of the Project. Phases may overlap or be sequential and may have different Tyler resources assigned.

Project The delivery of the software and services per the agreement and the Statement of Work. A Project may be broken down into multiple Phases.

RACI A matrix describing the level of participation by various roles in completing tasks or Deliverables for a Project or process.

Individuals or groups are assigned one and only one of the following roles for a given task: Responsible (R), Accountable (A), Consulted (C), or Informed (I).

Remote Indicates the work location is at one or more of Tyler’s physical offices or work environments.

Responsible Those who ensure a task is completed, either by themselves or delegating to another resource. [Also see RACI]
Scope Products and services that are included in the Agreement.

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Solution The implementation of the contracted software product(s) resulting in the connected system allowing users to meet Project goals and gain anticipated efficiencies.

Stage The top-level components of the WBS. Each Stage is repeated for individual Phases of the Project.

Standard Software functionality that is included in the base software (off- the-shelf) package; is not customized or modified.

Statement of Work (SOW) Document which will provide supporting detail to the Agreement defining Project-specific activities, services, and Deliverables.

System The collective group of software and hardware that is used by the organization to conduct business.

Test Scripts The steps or sequence of steps that will be used to validate or confirm a piece of functionality, configuration, enhancement, or Use Case Scenario.

Training Plan Document(s) that indicate how and when users of the system will be trained relevant to their role in the implementation or use of the system.

Validation (or to validate) The process of testing and approving that a specific Deliverable, process, program, or product is working as expected.

Work Breakdown Structure (WBS) A hierarchical representation of a Project or Phase broken down into smaller, more manageable components.

Work Package A group of related tasks within a project.

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Part 4: Appendices
Conversion
Enterprise ERP Conversion Summary
Accounting
Accounting - Actuals
 Summary account balances
 Up to 5 years
Accounting - Budgets
 Original budget, budget adjustments, revised budget summaries for accounts  Up to 5 years
Accounts Payable
Vendors
 Vendor Master file including names, addresses, SSN/FID, contacts, phone numbers  Multiple remittance addresses
 Year-to-date 1099 amounts
Accounts Payable - Checks
 Check header data including vendor, warrant, check number, check date, overall check amount, GL cash account and clearing information
 Check detail data including related document and invoice numbers for each check  Up to 5 years
Accounts Payable - Invoices
 Invoice header data containing general information for the invoice  Invoice detail data containing line-specific information for the invoice  Up to 5 years
Inventory
 General master data includes item, description, commodity code, purchase vendor and date, date received, GL information, hazard code, etc. Location master includes item, location, bin, various quantities (on-hand, last, committed, standard purchase, re-order), lead time; count, count date, and variance; GL information; plus many accumulator buckets (MTD/YTD/SOY/SOM/LY received /issued /adjusted /cost /value), etc. FIFO data includes item, location, date, qty-received, unit cost, and quantity on hand.

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Purchase Orders
 Open purchase orders header data including vendor, buyer, date, accounting information, etc.  Open purchase orders detail data including line-item descriptions, quantities, amounts, etc.  Closed purchase orders detail data, up to 5 years, including line-item descriptions, quantities, amounts, etc.

Additional Appendices
This work package is not applicable.

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Project Timeline
ERP Project Timeline
The Project Timeline establishes a target duration for each phase of the project. The timeline needs to account for resource availability, business goals, size and complexity of the project, and task duration requirements. These will be reviewed and adjusted, if needed, during the Initiate and Plan Stage. Refer to the Project Stages section of this SOW for information on work packages associated with each stage of the implementation. Durations may be revised when the Agreement is signed and further reﬁned during the project.

Eden to Enterprise ERP project start dates are dependent on wave availability. Waves are a common implementation start month for a group of Eden clients. Each wave has a designated number of slots available for clients to sign up – once those slots are full you must choose an alternate wave with availability. A signed agreement is required to reserve your spot in a speciﬁc wave.

Phase Functional Area(s) Modules Duration
1 Financials

• Accounting
• Accounts Payable
• Budgeting
• Inventory
• Inventory Mobile
• Project & Grant Accounting
• Purchasing
12 months
or as deﬁned in the Project Plan
and mutually agreed upon
System Wide • Enterprise Analytics &
Reporting
• Enterprise Forms
• Content Manager Core
Included in Phase 1
This work package is not applicable.

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1 Exhibit F
Tyler’s Proposal

Tyler’s Proposal is incorporated herein by reference.

REMAINDER OF PAGE INTENTIONALLY LEFT BLANK

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1 Exhibit G
Client’s RFP

Client’s RFP is incorporated herein by reference.

REMAINDER OF PAGE INTENTIONALLY LEFT BLANK

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2023-632128-R3K6Q8 Page 1

Quoted By: Chris Deroche
Quote Expiration: 09/30/26
Quote Name: City of Colton-ERP-EERP (RFP)
Quote Description: EERP FIN 8.13.26
Saas Term 5.00
Sales Quotation For: Shipping Address:

City Of Colton
650 N La Cadena Dr
Colton CA 92324-2853
Tyler SaaS and Related Services
Description Qty Imp. Hours Annual Fee
Financial Management
Accounting 1 228 $ 59,818.00
Accounts Payable 1 68 $ 17,620.00
Budgeting 1 84 $ 17,620.00
Inventory 1 84 $ 16,865.00
Inventory Mobile 1 16 $ 4,580.00
Project & Grant Accounting 1 68 $ 12,048.00
Purchasing 1 196 $ 29,756.00
Content Management
Content Manager Core includes Onboarding 1 64 $ 20,310.00 Data Insights
Enterprise Analytics and Reporting 1 128 $ 24,283.00
Additional
Enterprise Forms Processing Software (including Common Form Set) 1 0 $ 12,431.00 Sub-Total: $ 215,331.00

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Less Discount: $ 35,560.00
TOTAL 936 $ 179,771.00
Professional Services
Description Quantity Unit Price Ext Discount Extended Price Maintenance COA Import Hours 16 $ 225.00 $ 1,808.00 $ 1,792.00 $ 0.00 Conversions – See Detailed Breakdown Below $ 17,100.00 $ 0.00 Project Management 188 $ 225.00 $ 0.00 $ 42,300.00 $ 0.00 Onsite Implementation 252 $ 225.00 $ 0.00 $ 56,700.00 $ 0.00 Remote Implementation 684 $ 225.00 $ 0.00 $ 153,900.00 $ 0.00 TOTAL $ 271,792.00 $ 0.00
3rd Party Hardware, Software and Services
Description Qty Unit Price
Unit
Discount Total Price
Unit
Maint/SaaS
Maint/SaaS
Discount
Total
Maint/SaaS
Barcode Printer Kit 1 $ 1,445.00 $ 0.00 $ 1,445.00 $ 145.00 $ 0.00 $ 145.00 Barcode Scanner - TC27 Rugged Mobile Scanning
Device 1 $ 1,895.00 $ 0.00 $ 1,895.00 $ 190.00 $ 0.00 $ 190.00 TOTAL $ 3,340.00 $ 335.00
Summary One Time Fees Recurring Fees
Total Tyler License Fees $ 0.00 $ 0.00
Total SaaS $ 0.00 $ 179,771.00
Total Tyler Services $ 271,792.00 $ 0.00
Total Third-Party Hardware, Software, Services $ 3,340.00 $ 335.00

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Summary Total $ 275,132.00 $ 180,106.00
Contract Total $ 1,174,322.00
Estimated Travel Expenses excl in Contract
Total $ 18,190.00
Client’s purchase of the items listed above is subject to the Comments below Unless otherwise indicated in the contract or amendment thereto, pricing for optional items will be held For six (6) months from the Quote date or the Effective Date of the Contract, whichever is later.

Customer Approval: Date:

Print Name: P.O.#:

All Primary values quoted in US Dollars
Detailed Breakdown of Conversions (Included in Summary Total) Description Qty Unit Price Unit Discount Extended Price Financials
Accounting 1 $ 7,000.00 $ 3,500.00 $ 3,500.00
Accounts Payable 1 $ 13,000.00 $ 6,500.00 $ 6,500.00
Inventory 1 $ 6,200.00 $ 3,100.00 $ 3,100.00
Purchase Orders 1 $ 8,000.00 $ 4,000.00 $ 4,000.00
TOTAL $ 17,100.00
Optional Tyler SaaS and Related Services
Description Qty Imp. Hours Annual Fee
Financial Management
Assets Mobile 1 16 $ 4,580.00
Capital Assets 1 84 $ 16,865.00
Cash Management 1 52 $ 12,271.00

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Contract Management 1 36 $ 7,620.00
eProcurement (Vendor Access and Punch-Out) 1 40 $ 10,270.00 Standard Fuel Interface - SeeComments 1 36 $ 2,498.00
Priority Based Budgeting
Priority Based Budgeting - Base (3 Departments) 1 104 $ 30,000.00 Human Resources Management
Employee Expense Reimbursement 1 72 $ 6,831.00
Human Resources & Talent Management 1 88 $ 5,260.00
Payroll with Employee Access 1 360 $ 7,654.00
Recruiting 1 16 $ 1,229.00
Time & Attendance w Mobile Access - Up to 500 Employees 1 144 $ 19,668.00 Civic Services
Enterprise Service Requests 1 80 $ 9,002.00
My Civic 1 88 $ 12,640.00
Revenue Management
Accounts Receivable 1 148 $ 14,675.00
Cashiering 1 72 $ 22,098.00
General Billing 1 84 $ 8,018.00
Resident Access 1 96 $ 13,430.00
Enterprise Asset Management
Asset Maintenance & Performance - Per User 12 388 $ 14,280.00 Recurring Services
Content Manager Additional Storage 1 0 $ 5,000.00
Additional
ACFR Statement Builder 1 72 $ 11,060.00
DocuSign Signature Service - Annual Fee 1 16 $ 8,295.00 GIS 12 8 $ 2,808.00
Integrations
API Toolkit Bundle 1 48 $ 25,959.00
Subscription Fees
Fraud, Risk & Compliance 1 0 $ 15,000.00

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Sub-Total: $ 287,011.00
Less Discount: $ 3,000.00
TOTAL: 2148 $ 284,011.00
Optional Professional Services
Description Quantity Unit Price Ext. Discount Extended Price Maintenance Capital Assets Import Hours 24 $ 225.00 $ 0.00 $ 5,400.00 $ 0.00 Payroll Deductions Import Hours 24 $ 225.00 $ 0.00 $ 5,400.00 $ 0.00 Position Control Import Hours 20 $ 225.00 $ 0.00 $ 4,500.00 $ 0.00 Priority Based Budgeting - Project Management Base 12 $ 255.00 $ 0.00 $ 3,060.00 $ 0.00 Report Building - Billed as Incurred 80 $ 225.00 $ 0.00 $ 18,000.00 $ 0.00 State Retirement Tables Import Hours 20 $ 225.00 $ 0.00 $ 4,500.00 $ 0.00 Conversion – See Detailed Breakdown Below $ 47,000.00 $ 0.00 Project Management 448 $ 225.00 $ 0.00 $ 100,800.00 $ 0.00 Onsite Implementation 576 $ 225.00 $ 0.00 $ 129,600.00 $ 0.00 Remote Implementation 1572 $ 225.00 $ 0.00 $ 353,700.00 $ 0.00 TOTAL $ 671,960.00 $ 0.00
Optional 3rd Party Hardware, Software and Services
Description Qty Unit Price
Unit
Discount Total Price
Unit
Maint/SaaS
Maint/SaaS
Discount
Total
Maint/SaaS
Barcode Printer Kit 1 $ 1,445.00 $ 0.00 $ 1,445.00 $ 145.00 $ 0.00 $ 145.00 Barcode Scanner - TC27 Rugged Mobile Scanning
Device 1 $ 1,895.00 $ 0.00 $ 1,895.00 $ 190.00 $ 0.00 $ 190.00 Cash Drawer 1 $ 275.00 $ 0.00 $ 275.00 $ 0.00 $ 0.00 $ 0.00 Hand Held Scanner - Model 1960GSR 1 $ 475.00 $ 0.00 $ 475.00 $ 0.00 $ 0.00 $ 0.00 Hand Held Scanner Stand 1 $ 65.00 $ 0.00 $ 65.00 $ 0.00 $ 0.00 $ 0.00 Pattern Stream Automated Document System -
Implementation 80 $ 185.00 $ 0.00 $ 14,800.00 $ 0.00 $ 0.00 $ 0.00 Pattern Stream Automated Document System -
SaaS 1 $ 0.00 $ 0.00 $ 0.00 $ 22,320.00 $ 0.00 $ 22,320.00 Printer (TM-S9000II) 1 $ 1,660.00 $ 0.00 $ 1,660.00 $ 0.00 $ 0.00 $ 0.00

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Third Party Verification Services 1 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 TOTAL $ 20,615.00 $ 22,655.00
Optional Conversion Details (Prices Reflected Above)
Description Quantity Unit Price Discount Total
Enterprise Asset Management
Asset Maintenance 1 $ 21,500.00 $ 0.00 $ 21,500.00
Human Resources Management
Human Resources Management 1 $ 14,300.00 $ 0.00 $ 14,300.00 Revenue Management
General Billing 1 $ 11,200.00 $ 0.00 $ 11,200.00
TOTAL $ 47,000.00
Tyler Annual Discount Detail (Excludes Optional Products) Description
Imp.

Hours Annual Fee
Annual Fee
Discount Annual Fee Net
Financial Management
Accounting 228 $ 59,818.00 $ 15,553.00 $ 44,265.00
Accounts Payable 136 $ 17,620.00 $ 4,581.00 $ 13,039.00 Budgeting 84 $ 17,620.00 $ 4,581.00 $ 13,039.00
Inventory 84 $ 16,865.00 $ 0.00 $ 16,865.00
Inventory Mobile 16 $ 4,580.00 $ 0.00 $ 4,580.00
Project & Grant Accounting 68 $ 12,048.00 $ 0.00 $ 12,048.00 Purchasing 196 $ 29,756.00 $ 7,737.00 $ 22,019.00
Content Management
Content Manager Core includes Onboarding 64 $ 20,310.00 $ 0.00 $ 20,310.00 Data Insights
Enterprise Analytics and Reporting 128 $ 24,283.00 $ 0.00 $ 24,283.00 Additional

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Enterprise Forms Processing Software (including Common
Form Set) 0 $ 12,431.00 $ 3,108.00 $ 9,323.00
TOTAL 936 $ 215,331.00 $ 35,560.00 $ 179,771.00
Comments
Tyler's quote contains estimates of the amount of services needed, based on our preliminary understanding of the scope, level of engagement, and timeline as defined in the Statement of Work (SOW) for your project. The actual amount of services required may vary, based on these factors.

Tyler's pricing is based on the scope of proposed products and services contracted from Tyler. Should portions of the scope of products or services be altered by the Client, Tyler reserves the right to adjust prices for the remaining scope accordingly.

Unless otherwise noted, prices submitted in the quote do not include travel expenses incurred in accordance with Tyler's then-current Business Travel Policy.

Tyler's prices do not include applicable local, city or federal sales, use excise, personal property or other similar taxes or duties, which you are responsible for determining and remitting. Installations are completed remotely but can be done onsite upon request at an additional cost.

In the event Client cancels services less than four (4) weeks in advance, Client is liable to Tyler for (i) all non-refundable expenses incurred by Tyler on Client's behalf; and (ii) daily fees associated with the cancelled services if Tyler is unable to re-assign its personnel.

The Implementation Hours included in this quote assume a work split effort of 70% Client and 30% Tyler.

Implementation Hours are scheduled and delivered in four (4) or eight (8) hour increments.

Tyler provides onsite training for a maximum of 12 people per class. In the event that more than 12 users wish to participate in a training class or more than one occurrence of a class is needed, Tyler will either provide additional days at then-current rates for training or Tyler will utilize a Train-the-Trainer approach whereby the client designated attendees of the initial training can thereafter train the remaining users.

As a new Tyler client, you are entitled to a 14-day or a 30-day trial of the Managed Detection and Response cybersecurity service. Please reference https://www.tylertech.com/services/tyler-detect for more information on the service and contact [email protected] to initiate the trial.

Tyler currently supports the following identity providers (IdP's) for use with Tyler back-office solutions: Microsoft Active Directory through Azure AD, ADFS or Okta AD agent, Google Cloud Identity, Okta, and Identity Automation Rapid Identity. Any requirement by you to use an IdP not supported by Tyler will require additional costs, available upon request.

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Content Manager Core includes up to 1TB of storage. Should additional storage be needed it may be purchased as needed at an annual fee of $5,000 per TB.

Financial library includes: standard A/P check, standard EFT/ACH, standard Purchase order, standard Contract, 1099M, 1099INT, 1099S, 1099NEC and 1099G.

Standard Project Management responsibilities include project plan creation, initial stakeholder presentation, bi-weekly status calls, updating of project plan task statuses, and go-live planning activities.

Accounting conversion includes: Actuals (total balances only) up to 5 years, Budgets (total balances only) up to 5 years Accounts Payable conversion includes: Standard - Vendors, Remit Addresses, 1099 Amounts, Check History(Header, Detail) - up to 5 years, Invoices (Header, Detail) - up to 5 years
Purchase Orders conversion includes: Standard - Open POs, Closed POs - up to 5 years In the event Client acquires from Tyler any edition of Content Manager software other than Enterprise Edition, the license for Content Manager is restricted to use with Tyler applications only. If Client wishes to use Content Manager software with non-Tyler applications, Client must purchase or upgrade to Content Manager Enterprise Edition.

Inventory conversion includes: Standard - Master
All hardware related to Assets Mobile and Inventory Mobile will be under a standard maintenance plan which starts when they are shipped.

This includes replacement of your current hardware if it cannot be fixed through the standard helpdesk process.

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Optimal Technology Guidance

Proposal for
ERP Implementation Project
Management Oversight
July 17, 2026
Client Locations
Coast-to-Coast

Practice Locations
California
Illinois
Texas
North Carolina

800.806.3080
www.clientfirstcg.com

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OPTIMAL TECHNOLOGY GUIDANCE

California • Illinois • Texas • North Carolina • 800.806.3080 • Fax 888.478.0495 2 | 43

July 17, 2026
Stacey Dabbs
Finance Director
City of Colton
650 N La Cadena Drive
Colton, CA 92324
Re: Proposal for ERP Implementation Project Management Oversight Dear Ms. Dabbs:

ClientFirst appreciates the opportunity to present its proposal to the City of Colton for ERP Implementation Project Management Oversight. Our consultants have experience in project management and oversight of implementation projects, including numerous ERP implementations.

We believe the primary differentiators between ClientFirst and other similar firms include the following:
 Experience – ClientFirst's professional consultants are experienced in local government systems implementation projects. We do not use trainees or unqualified consultants to support our clients.  Adaptable Methodology – Our implementation methodology is proven, thorough, and adaptable, helping us better meet our clients' needs. We tailor our method to meet the implementation situation without sacrificing quality, increasing risk, or incurring unnecessary costs.  Track Record of Success – While a third of systems implementation projects reportedly fail, and another third produce disappointing results, our success rate is high. We help our clients achieve the results they expect.

Our clients say we excel in these areas:
 Client Satisfaction
 Value for Services
 Risk Mitigation
 Communication and Visibility
 Thoroughness of Methodology
 Quality of Results
 Experienced Consultants
If you have any questions, please contact us at 951.739.7989 or via email at [email protected] for additional information. We appreciate the opportunity to serve the City of Colton.

Sincerely,
David W. Krout, CPA (inactive)
Partner
Management Consulting Practice Leader

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Table of Contents
METHODOLOGY AND APPROACH .......................................... 5 Industry Implementation Background and Risk Issues ......................................................... 6 Approach ............................................................................................................................... 8 Methodology for Decision-Making ..................................................................................... 11 Conceptual Plan ................................................................................................................... 11 Roles and Responsibilities ................................................................................................... 12 Project Hours Allocation (Work Plan/Schedule) ................................................................. 15 WORK PLAN, SCHEDULE, AND FEES ..................................... 16 Project Initiation/Coordination and Recurring Project Oversight ...................................... 17 Additional "As-Needed" Activities....................................................................................... 19 Fees ..................................................................................................................................... 21 Project Start ......................................................................................................................... 22 Scope Changes and Management ....................................................................................... 22 Payment Terms.................................................................................................................... 22 Additional Services/Purchases by Other Seeking Public Agencies ..................................... 22 PROJECT TEAM ............................................................... 23 Team Member Roles ........................................................................................................... 24 FIRM OVERVIEW ............................................................. 29 Enterprise Applications Consulting Practice Profile ............................................................ 30 Government Technology ..................................................................................................... 31 Local Presence and Practice Locations ................................................................................ 31 Business Management Approach ........................................................................................ 31 Practical Recommendations ................................................................................................ 31 True Independence ............................................................................................................. 31 National Recognition ........................................................................................................... 31 Industry Recognition ........................................................................................................... 32 Diversified Experience ......................................................................................................... 33 Integrated Technology Solutions Groups ............................................................................ 33

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Integrated Technology Services .......................................................................................... 34 Areas of Expertise ................................................................................................................ 35 Consultants' Collective Experience ..................................................................................... 36 REFERENCES .................................................................. 37 GOVERNMENT AGENCY CASE STUDIES .................................. 39

CITY OF RANCHO MIRAGE PUBLISHED DIGITAL
TRANSFORMATION ARTICLE ........................................... 43

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Methodology and Approach
ERP Implementation Project Management Oversight

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The following section describes project organization,
roles and responsibilities, and escalation issue
processes. Our methodology is designed to keep the
project on track with a best-practices approach that
helps ensure a successful implementation and
mitigates risk.

Methodol ogy and Approa ch

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Industry Implementation Background and Risk Issues
Enterprise Systems Implementation Findings – Independent Sources A recent customer survey shows that Enterprise Implementation Projects:[1]  Have only a 7% chance of on-time implementation
 It will likely cost more than estimated
 Will likely deliver unsatisfying results (only 21% will realize half or more of the expected benefits)  Have a 50% chance that users will use the applications Another recent customer survey shows that:
 Only 32% of projects are on time and within budget, deliver all required features and functions, and achieve measurable business and stakeholder benefits
 Approximately 44% of projects are "challenged" (late, over budget, and/or with fewer than the required features and functions)
 24% of these projects failed (were canceled before completion or were delivered and never used) Reasons for the problems:[1]
 Nearly 40% of those surveyed said that a "lack of employee buy-in and executive support" was the biggest challenge
 One-third identified "lack of internal expertise" as a problem A recent KPMG survey of 252 organizations found that:
 69% of project failures are due to a lack of and/or improper implementation of project management methodologies, including:
 Inadequate project management: 32%
 Lack of communication: 20%
 Lack of familiarity with the scope and complexity of project management: 17% The Gartner Group
 "… more than 80 percent of IT projects are conceived and funded in a fragmented manner, with little overall planning."
CFO Magazine
 "Perhaps an even more serious problem [than troubled IT projects] — and one that is even more impossible to measure — involves IT projects misaligned with organizational strategy. Even if these projects succeed… they can be fiascos that consume massive quantities of money, talent, and time unless they truly help the organization."
Our Experience
We have provided project management and implementation assistance for many projects throughout our careers. Some of the issues we have encountered include:
 People Issues
 Executive and/or user commitment and support

1 Panorama Group, Based on a survey of more than 1,300 online respondents and focus group participants who had implemented ERP within the last three years.

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 Resistance to change (e.g., process changes, new ways of doing things, etc.)  Providing the right people with enough time when needed  Overestimation of people's abilities, availability, and/or support needs  Challenged third-party support (i.e., under-qualified, compromised, agendas, availability, conflicting commitments, Go-Live syndrome, etc.)
 Project Management Issues
 Under-qualified PM resources (i.e., knowledge, experience, etc.)  Inadequate planning (i.e., project requirements, bad estimates of time, people, and budget)  Poor communication (i.e., unclear goals and objectives, improper expectations, timely project information, etc.)
 Poor project monitoring and controlling (i.e., scope, production, cost, and velocity)  Inadequate product training and knowledge transfer
 Inadequate product testing
 Conflicting duties and reports (i.e., objectivity, loyalty, etc.)  Lack of time (i.e., regular job vs. project duties — the focus should be on enterprise project responsibilities)
 Systems Issues
 Software functionality (i.e., wrong system, missing components, etc.)  Systems performance (e.g., undersized servers, communications equipment, etc.)  Infrastructure issues and failures (i.e., incompatibility with other systems' components)

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Approach
Project Management Office Defined
Project Management Office (PMO), as defined by the Project Management Institute (PMI), is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.

Project management is accomplished through the appropriate application and integration of 42 project- related processes comprising the five process groups of (1) initiating, (2) planning, (3) executing, (4) monitoring and controlling, and (5) closing.

PMO typically includes:
 Identifying and documenting project requirements
 Addressing the needs, concerns, and expectations of the stakeholders  Balancing competing project constraints, including scope, quality, schedule, budget, resources, and risk
To be successful, tasks must be done in the proper order, as skipping steps, re-sequencing, or lack of focus all reduce the chances of success. Creativity may be allowed within the general structure, but it is based on specific circumstances.

Organization Structure
The following PMO information is a guide. Every project is unique, and the method must be tailored to the situation, people, time, money, scope, and other constraints.

An enterprise implementation is not a technology project. It invests in an "organizational transformation and process improvement" project.

Technology can help enable and accelerate transformation, but it cannot cause transformation.

Project Initiation
The components of Project Initiation are outlined below:
 Project Organization
 Stakeholder Identification
 Develop Project Charter
 The Project Charter provides a clear, shared understanding and authorization to complete the project. It includes:
▪ A statement of business needs and objectives
▪ An agreement on the deliverables
▪ An overview of the plan to accomplish the project on time and within budget ▪ Clear accountability for realizing the benefits
▪ Relevant metrics
▪ An effective benefits realization process
▪ Project Kick-Off meeting
▪ Defined PMO roles
Project Planning
 Confirm Project Scope, Deliverables, Work Plan, Resources, and Budget  Plan for:
 Project Governance
 Quality Assurance

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 Risk Mitigation
 Project Communication and Information Management
 Project Reporting
 Project Document
 Project Team
 Organizational Change Management
 Post-Implementation Support
Project Monitoring, Controlling, and Reporting
 Scope Management
 Work Plan and Production Monitoring and Management
 Budget Monitoring
 Quality Assurance Management
 Application Design and Configuration
 Infrastructure Deployment
 Training and Knowledge Transfer
 Data Conversion
 Reports, Queries, Forms, and Analytics
 Interfaces and Integrations
 Modifications and Enhancements
 Testing and Systems Validation
 Documentation Production
 Deliverables Assurance
Additional Project Monitoring, Controlling, and Reporting Responsibilities  Risk Management and Mitigation
 Project Communication and Information Management
 Status Reporting
 Status Meetings
 Information Repository and Sharing
 Project Team Management
 Change and Issue Management
 Post-Implementation Support Readiness
 Organizational Change Management
Project Completion and Assessment
 Post-Implementation Assessment (optional)
 Support, Growth, and Maintenance Planning

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SAMPLE: Project Management and Oversight Organization Chart

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Methodology for Decision -Making
Below, we have included the methodology that we use for escalation. Change orders can present challenges, so we have included a brief overview of our recommended approach.

Escalation Process
The escalation chain below provides sufficient time (given the specific circumstances) at each level for the designated individual(s) to determine a resolution before escalating the issue to the next level. Our firm also assists at these levels, including background and, in some cases, potential resolution options.  Level 1 – Implementation Functional Area Leads
 Level 2 – Project Management Team (Vendor, District Project Manager, ClientFirst Project Technical Advisor)
 Level 3 – Project Executive Sponsor
The City must document the specific issue by email, written memo, or letter if a third party or the vendor addresses it. The email, memo, or letter should be addressed to the individual at the next level.

Following this protocol will help ensure that communication is received effectively and that no time is lost due to misunderstandings about the issue being escalated.

Change Order Process
Evaluating and approving the proposed change will require the final review and approval of the Project Sponsor, Executive Sponsor, and/or the Project Committee (or all of the above, based on City policy).

Such changes will likely significantly impact project scope, time, and/or cost.

Conceptual Plan
Project Background
The City requires assistance with project implementation services, coordination, communication, and advisory tasks to implement the new ERP system. In this role, ClientFirst will perform project implementation assistance services as an extension of the IT division.

A multi-phased implementation is expected to take 12-18 months and include multiple modules and professional services performed by the vendor project team. At a high level, for each module, the following steps will be required: design, design documentation, setup, configuration, data conversion, data conversion testing, user acceptance, end-user training, Go Live, and post-Go Live support.

Reporting requirements will also be included.

The City Project Manager will lead the City team. The City's Functional Leads serve as co-project managers and coordinators for implementing software modules within their areas of expertise. The selected vendor will provide a project manager to coordinate all vendor tasks. The Vendor Project Manager will primarily interface with the City Project Manager and Functional Leads.

ClientFirst Technology Consulting will provide project implementation assistance and long-range project continuity. The ClientFirst methodology and approach are detailed in this proposal.

In the Approach section, we describe the typical project implementation assistance process and the organization required for a project of this scope.

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Roles and Responsibilities
One of the most important aspects of successful implementation is allocating sufficient resources across the team. Implementing an enterprise (multi-department system) is incredibly time-consuming, requiring significant commitment to IT and the departmental user community. ClientFirst will supplement the City's Project Manager, users, and some IT tasks to reduce the hours normally required by City staff. The ClientFirst implementation assistance team will be working closely with department users on their implementation tasks. By working closely with the user community, this effort will significantly reduce the hours departmental users typically spend on custom work by approximately 50- 75%.

Project Team Role Key Responsibilities
Executive Sponsor (City)  Establish and communicate the target vision and goals for the project
 Secure pre-implementation buy-in from management
and users
 Secure senior management (department heads)
commitment to the implementation of resources
 Attend monthly meetings, as necessary
 Update policies as needed
 Approve escalation procedures
Project Manager/Coordinator (City)  Work in conjunction with the Vendor Project Manager and the ClientFirst Project Management/Oversight
Manager
 Co-manage project plans, resources, schedules, budgets, and deliverables with the Vendor Project Manager
 Communication planning
 Communicate project information to users and
management
 Coordinate internal customer project activities
 Escalate issues that require management decisions
 Manage the transition from system development to
operational support
 Track open City and vendor tasks
 Generate a Project Status Report for the Project
Management implementation team
 Prepare for and participate in the vendor's periodic
Project Management implementation status meetings
 Distribute Project Management implementation team
meeting minutes
 Prepare for and facilitate internal City staff meetings  Distribute internal City status meeting minutes
 Help resolve delayed tasks
 Review and approve escalation procedures
 Review and approve test plans
 Communicate training plans
 Review and approve Go Live plans
 Communicate Go Live plans

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Project Team Role Key Responsibilities
Project Management/Oversight
Manager (ClientFirst)
 Work in conjunction with the Vendor Project Manager
and City Project Manager as a liaison
 Prepare for and participate in the vendor project kick-off meeting
 Assist with communication planning
 Attend vendor discovery needs assessment workshops
 Assist with tracking, escalating, and documenting issues that require management decisions
 Assist with the tracking of open City and vendor tasks  Prepare for and participate in the vendor's periodic
implementation status meetings
 Review vendor status meeting reports
 Prepare for and participate in internal City status
meetings
 Prepare for and participate in post-internal City staff debriefs with the City Project Manager
 Assist the City Project Manager with the preparation of period status summary reports
 Prepare and present monthly status reports to the City Project Manager and Executive Team
 Escalate issues that require management decisions
 Help resolve delayed tasks
 Provide subject-matter expertise for implementation,
conversions, integrations, and related activities.
 Mediate escalation issues between the City and the
vendor
 Assist with the review of the testing plans
 Assist with the review of the training plans
 Assist with project communications

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Project Team Role Key Responsibilities
Functional Area/Module Lead (City)  Provide recommendations on automating business processes and workflow
 Perform system and workflow setup assistance
 Test and document the results of system usability,
integration, imported data, and workflow from the
user's perspective
 Lead project within functional area user groups
 Build department workbooks
 Assist with system setup decisions
 Assist with data mapping for conversion
 Gather and provide department forms/reports
 Participating in business process reviews
 Assist with the development of testing and training plans  Provide/assist with end-user training
 Support end-users during early and ongoing operations  Design and test security roles and document testing
results
 Help develop testing scripts
 Produce desk procedures
 Attend bi-weekly team meetings
 Attend meetings scheduled by the vendor project
manager
 Identify and document any scope changes
 Assisting IT in capturing screenshots and reports for data conversion verification

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Project Hours Allocation (Work Plan/Schedule)
The components of an implementation work plan vary, so we have separated the work plan into three groups, summarized below.

Project Initiation/Coordination
The "Project Initiation Component" of the proposed Project Implementation Services is a set of defined step/task deliverables.

Recurring Project Assistance
"Recurring Project Assistance" activities represent an average weekly number of hours for project implementation service deliverable activities. We will bill for these weekly hours cumulatively monthly.

The City will assign its Implementation Project Manager, its primary lead project implementation resource. To assist, ClientFirst will augment the City's Project Manager by monitoring and overseeing the project process and providing subject-matter expertise and advisory services. ClientFirst responsibilities would include:
 Using our experience to assist, make recommendations, and counsel the City's Project Manager and Implementation Project Team as they maneuver through and conduct their implementation activities
 Observing and reporting any anomalies, risks, or red flags that may harm the project schedule, project/system quality, or financial budget
 Providing recommended action plans to resolve or mitigate any of the above anomalies, risks, or red flags
 If requested, mediating disputes or disagreements between the vendor and the City  Making any other observations or recommendations that may improve implementation  Acting as an observer in any performance or acceptance testing The following pages include tables containing the detailed steps/activities for each work plan component.

Additional As-Needed Activities (optional)
"Additional As-Needed Activities" represent optional services that our firm will or can deliver if needed and approved by the City. This list of activities is provided as a summary of services and is not meant to limit any other activities or services you may wish us to perform.

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The work plan and schedule are detailed in the
following section, showing the steps and associated
hours per consultant in a concise, easy-to-use format
that our clients say they appreciate.

Work Pla n, Sche dule, a nd Fee s

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Project Initiation/Coordination and Recurring Project Oversight Activity
ERP Project Implementation Assistance Services
Project Initiation/Coordination
Description: These Project Initiation activities are a set of defined step/task deliverables. These activities will be conducted at the beginning of each Project Phase. The activities defined below will be invoiced as they are fulfilled.
1 Project Coordination and Planning - Work with the City Project Manager to finalize the project management plan and arrange communications, logistics, and support . 2 Develop/Review Baseline Project Documents and Plans - Review or develop a baseline of the project plan, including the following:

Scope Definition
Statement of Work
Project Team (PMO - Project Management Office) Staffing and Operation Guidelines Resources w/ Roles and Responsibilities
Project Timeline/Schedule
Project Budget
Subsidiary Plans as needed (Change Management, Training, Data Conversion, Interfaces, Modifications, Technology Requirements, etc.)
Risk Matrix Dashboard
3 Vendor Project Kick-Off Meeting - Participate in the Vendor Project Kick-Off Meeting with the Vendor, City stakeholders, and City Project Team members.
4 Vendor Discovery Needs Assessment Process - Attend vendor discovery module walkthroughs, assessment, and analysis workshops (as-is/to-be) and assist with the review of vendor deliverables.

Recurring Project Oversight
Description: These "Recurring Project Oversight" activities represent an average weekly number of hours for the deliverables defined below. Our firm's policy is to bill monthly as the project proceeds. We will review and present progress billing to the City every quarter. The average billing is for the project to date. Suppose the estimated average billing for the remainder of the project should exceed the weekly average presented below.

In that case, we will promptly notify the City, and the two parties will agree on how to proceed with future billings.

Periodic Activities - These typically occur weekly, though frequency may vary based on project status at any point in the implementation schedule and on agreed-upon vendor arrangements. 5 Vendor Status Meeting - Participate in the vendor's periodic status meeting as an advocate for the City and:

Ask questions to clarify and make suggestions as necessary Assist and support the City in presenting its points
Note points of interest or concern from meeting discussion/outcomes (ClientFirst to email notation to City Project Manager, as necessary)
6 Review Vendor Status Report - Review the Vendor's post-status meeting report and provide comments. (ClientFirst to email comments to City Project Manager, as necessary) 7 Periodic Internal City Status Meetings - Support the City Project Manager, prepare for and attend the periodic Internal City status meeting to include:

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Activity
ERP Project Implementation Assistance Services

Status Meeting Agenda Preparation - Support the City Project Manager in preparing the Status Meeting Agenda using the provided ClientFirst template. This will include a review of the agenda by ClientFirst and the City Project Manager's finalization and distribution of the agenda .

Internal City Project Status Meeting - Participate and support the City Project Manager by attending the periodic status meeting with Functional/Module Leads and any Project Team Staff as needed . The main ClientFirst tasks in this meeting are to:

Assist the City Project Manager in ensuring the tasks/next steps assigned to the Vendor and the City from the previous Vendor's Status Meeting have been achieved.

Assist the City Project Manager in discussing any issues or items that have occurred or been experienced since the previous Vendor's Status Meeting.

Assist the City Project Manager in presenting upcoming tasks and deliverables, including any control points/ milestones that require acceptance/sign-off by the City. This will also include identifying individuals/parties assigned to these tasks.

Review any relevant risks, concerns, and other observations that may affect the timeline or budget or impact the potential success of any upcoming task/event. 8 Project Manager/ClientFirst Debrief - A post-Internal Status Meeting debrief between the City Project Manager and ClientFirst to sync up on project status, upcoming tasks, activities, and responsibilities , and discuss options for risk mitigation and issue resolution. 9 Periodic Status Summary Report (Memo) - Support the City Project Manager in preparing the Status Memo using the ClientFirst-provided template. This Status Memo will include a summary of observations and recommendations as an outcome of the Internal Status Meeting and Post-Status Meeting Debrief. 10 Weekly Project Oversight/Management Assistance Activities - General assistance, including miscellaneous oversight activities and email communications. Also, provide a vendor invoice review (if/or as necessary).

Monthly Activities - Note: Monthly hours below are displayed in "weekly equivalents" for calculation purposes. 11 Monthly Status Summary Report (Memo) - Provide the City with a monthly status report memo, including:

A list of critical milestones completed
Status of the project schedule (ahead, on schedule, or behind) with relative notation Status of project budget (under, on budget, or over) with relative notation Comments and recommendations related to any observed anomalies, red flags, or obvious risks that may hurt the project schedule, the quality of project deliverables, or the budget List of critical upcoming project steps with any necessary preparation recommendations 12 Monthly Project Briefing - Monthly meetings, as necessary, with the City Project Manager and Executive Team to present the monthly status report.

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Additional "As -Needed " Activities
Activity
ERP System Project Implementation Services
Additional As-Needed Activities
Additional As-Needed Activities (Time & Materials)
Description: These "Additional Activities" represent services ClientFirst can or will deliver if/when needed.

Although numbered, the activities are not sequential and do not fully represent all the services that can be provided.

Business Processes and Workflows
1 Conduct review meetings/workshops with the City to document business workflows and identify configuration improvements to improve system utilization.

System Configuration
2 Hands-on assistance with system configuration and configuration validation. 3 Hands-on assistance with public portal configuration and configuration validation.

Data Conversion
4 Hands-on assistance with data conversion.
5 Hands-on assistance in legacy data clean-up or scrubbing. 6 Hands-on assistance in data conversion validation.

Testing
7 Assist with hands-on testing of existing and/or new configurations, migrated data, integrations, etc.

Interface/Integration
8 Develop Interface/Integration design documents and advise on delivery and testing schedules.

Modifications/Enhancements
9 Develop Modification/Enhancement design documentation.

Reporting
10 Identify and document all unique custom reporting requirements and identify the tools (Advanced Search, Merge Document, SSRS, Vendor analytics application) and means by which these reports will be generated.

Project Quality Control and Acceptance Testing
11 Execute acceptance test plan reviews.
12 Cutover hour-by-hour planning.

Go-Live Readiness Review and Cutover Planning
13 Vendor Readiness Review Demonstration
14 Acceptance Test Completion
15 Cutover Plan Finalization
16 End-user Training Plan and Custom Documentation/Materials Go-Live and Issue Resolution
17 Hands-on Go-Live preparations
18 After Go-Live support
Project Closeout
19 Project Closure - Final issue resolutions. Monthly team meetings may be desirable post-Go-Live. 20 Project Closure Report - Final accounting, future recommendations, and lessons learned.

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Activity
ERP System Project Implementation Services
Additional As-Needed Activities
Post-Implementation Review
21 Conduct lessons learned sessions one month after Go-Live. 22 Conduct post-implementation interviews and workshops (6-12 months after Go-Live). 23 Provide a post-implementation Review Report highlighting fulfillment, gaps, and closure strategies.

Executive Communication
24 As necessary, provide updates and presentation meetings to elected officials and monthly briefing meetings.
25 Assist the City's Public Information Officer in preparing communications to the media, elected officials, other outside agencies, and community members related to the system implementation, as deemed appropriate by the City Executive Stakeholders.

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Fees
Our fees are based on actual project time at our standard rates. Our fee estimate is based on the scope, approach, and work plan(s) outlined in this proposal. Our estimated fees are based on the current project schedule. Should the project be delayed or extended, our fees may change. If City staff change significantly during a project, our fees may change based on the additional work required to maintain project continuity. Additional days or hours required by the City will be approved in advance and billed at the agreed hourly rate. A summary of the fees is outlined in the tables below.

ERP Implementation Technical Project Management Estimate Cost Category Comments Budgetary
Estimates
Project Initiation/
Coordination and
Recurring Project
Oversight
Implementation of resource planning.

Chart of Accounts development assistance.

Defined steps and task deliverables are completed at the beginning of each implementation phase.

Recurring project management oversight.
$132,600
Additional "As-Needed
Activities"
Optional - These items depend on the City's needs and will only be delivered with the City's prior confirmation and approval.
• Business Process and Workflow Workshops
• System Configuration
• Data Conversion
• Testing
• Integrations
• Modifications/Enhancements
• Reporting
• Project Quality Control and Acceptance Testing
• Go-Live Readiness Review and Cutover Planning
• Go-Live and Issue Resolution
• Project Closeout
• Post-Implementation Review
To be delivered only
upon the agency's
request
TOTAL
12-Month Budgetary Estimate $132,600
Note: The City will need additional funding if additional months are required or if project management or implementation assistance from ClientFirst is needed.

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Summary Rates
Consultant Level Hourly Rate
Project Director/Partner $225
Project Manager/Implementation Assistance $210
Project Start
We can begin the initial activities for this project, such as project coordination and scheduling, within 1-2 weeks of finalizing an agreement for this proposal.

Scope Changes and Management
Alternative scope changes and fee adjustments are possible and depend on specific project needs, staff resources, and capabilities. Minor changes to the scope and methodology outlined above will not affect our fees.

If the nature or scope of our work changes significantly during the project, we will discuss the matter and its effect on our fees and obtain written approval before proceeding.

Payment Terms
We invoice monthly as work proceeds. ClientFirst will provide a detailed accounting of all consulting time and expenses on the invoice. Payments are due within 30 days of receipt, payable by check or ACH.

Additional Services/Purchases by Other Seeking Public Agencies ClientFirst acknowledges that other public agencies may seek to "piggyback" under the same terms and conditions of a resulting similar services contract and/or purchases being offered in this contract or proposal. ClientFirst can agree to or decline contract piggybacks on a case-by-case basis. ClientFirst agrees to extend the same pricing, terms, and conditions as stated in this contract or proposal to every political entity, special district, and related non-profit. It is understood that other entities should make purchases in their own names, make payments, and be directly liable to ClientFirst. The agency shall not be involved or responsible for ClientFirst for other entities' purchases.

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Project Team
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The personnel selected for this engagement are
experts in their respective disciplines, chosen to meet the specific needs of this project, and work as an
integrated team to provide end-to-end consulting and
support services. Detailed profiles for each Project
Team member are found in this section.

Proje ct Team

Alicia Burns
Project Implementation
Assistance
Janet Federico
Project Implementation
Assistance
David Krout
Managing Partner
City of Colton
Project Manager
Jamie Shell
Project Director / Manager

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Team Member Roles
Project Director / Manager – Jamie Shell
The Project Director oversees client relationships and directs high-level project activities and general project coordination. This individual is typically a partner or senior manager within the firm. This individual is important in quality control and assurance (QA). In this QA role, this person regularly reviews project status and deliverables.

Jamie Shell (former municipal Finance Director) has 29 years of public sector experience, including 10 years in local government finance. He has successfully managed and implemented projects for over 50 public-sector agencies throughout the United States. He will serve as the Project Director.

Project Implementation Technical Advisors – Janet Federico / Alicia Burns / Maria Perperidis
Janet Federico has over 20 years of IT experience and over 12 years of experience with government agency software implementations. She has experience in developing functional and technical requirements, conducting gap analysis, performing system analysis, designing, specifying, unit and system testing, implementing, planning execution, documenting lessons learned, and documenting systems.

Alicia Burns has over 15 years of experience implementing ERP systems across private and public sectors, with expertise in planning, business process analysis, testing, and training. She started as a payroll functional lead and later worked with major distributors and government clients, using Agile methodologies to ensure clear communication and client involvement. Alicia's tenure at a government enterprise software provider has strengthened her ability to assess business needs, track project flow, and deliver high-quality solutions that exceed client expectations.

City-Assigned Project Manager(s)/Coordinator(s)
The City will also assign a Project Manager to work with the ClientFirst Project Implementation Technical Advisors. This person will also be responsible for coordinating City resources during the project and ensuring that City responsibilities are fulfilled per the project schedule and work plan.

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Jamie T. Shell, PMP
Director, Enterprise Applications Consulting
Jamie Shell has over 25 years of public sector experience, including 10 years working in local government finance (Finance Director) and over 15 years assisting local governments with various information technology needs. He specializes in working with organizations to identify their strategic, organizational, application, and functional requirements and to determine which systems and/or specific applications are a proper fit for both the agency and the vendor.

Jamie's background in local government finance, project management, and software implementation has enabled him to work collaboratively with C-level executives, agency/department heads, and staff to maximize technology utilization.

Having worked in government and as an enterprise software provider, Jamie brings a unique understanding of the perspectives of both the agency and software vendors.

Highlights
 Former Municipal Finance Director
 Served as President of the Eastern Kansas Government Finance Officers Association (2005)
 Former manager of Client Services with one of the largest government ERP vendors
 Former manager of Professional Services with another major government ERP vendor
 Successfully managed onsite and remote projects for over 50 public-sector agencies throughout the United States
Agency Experience
City of Alpharetta
City of Atlanta
City of Barrie
City of Batavia
City of Battle Ground
City of Bentonville
City of Branson
City of Carlsbad
City of Cathedral City
City of Cedar Hill
City of Chattanooga
City of Clovis
City of Coronado
City of Dubuque
City of East Point
City of Edmonton
City of Elgin
City of Elmhurst
City of Emporia
City of Evanston
City of Farmers Branch
City of Flagstaff
City of Fort Collins
City of Gallup
City of Glendora
City of Grand Rapids
City of Henderson
City of High Point
City of Hoover
City of Hutto
City of Indianapolis/ Marion County
City of Kansas City
City of Medford
City of Memphis
City of Mesa
City of Miami
City of Minden
City of Naperville
City of New Port Richey
City of Newark
City of Norco
City of Novato
City of Oviedo
City of Pacifica
City of Palm Desert
City of Pearland
City of Petaluma
City of Piedmont
City of Pismo Beach
City of Port Angeles
City of Poulsbo
City of Prescott
City of Richmond
City of Salinas
City of San Bernardino
City of Simi Valley
City of St. Petersburg
City of South Gate
City of Stockton
City of Tracy
City of Tulare
City of Tyler
City of Vacaville
City of West Covina
City of West Hollywood
City of West Lafayette
City of West Sacramento
City of Wilmington
City of Wilton Manors
City of Woodside
County of Clermont
County of Cook
County of Denton
County of Douglas
County of Kauai
County of Lassen
County of Mendocino
County of Nassau
County of New Castle
County of Plumas
County of Ramsey
County of San Juan
County of San Mateo
Town of Cary
Town of New Canaan
Town of Isle of Palms
Town of Prescott Valley
Town of Vail
Town of Windsor
Village of Lincolnwood
State of New Jersey
State of New Mexico, California State
Auditor's Office
California State Controller's Office
California Office of Emergency Services
Province of Nova Scotia
State of Hawaii Campaign Spending
Commission
State of Massachusetts Comptroller's
Office
State of Maine Treasurer's Office
State of New Mexico
Administrative Office of
Courts
State of Rhode Island
Treasurer's Office
State of Virginia Dept
of Rail & Public
Transportation
Ewing Marion Kauffman Foundation
Castaic Lake Water Agency
Coachella Valley MVCD
Coachella Valley Water
District
Commodities Futures
Trading Commission
Cucamonga Valley Water
District
East Bay Regional Park District
Four Rivers Sanitation Authority
Los Angeles Community Development
Authority
Las Virgenes Water District
Riverside County Sheriff's Department
TrueNorth Educational Cooperative
Union Sanitary District
West County Wastewater District
Jurupa CSD

CREDENTIALS, DEGREES, AND

AFFILIATIONS
 Project Management
Professional (PMP)
 Bachelor of Science in Business
Administration and Accounting
– Missouri Western State
University

SPECIALTIES
 Certified Prosci Change
Management Practitioner
 Business Process Reviews
 Applications Requirements
Definition
 Enterprise Applications
Architecture
 Current System Needs Analysis
and Improvement
 New Software Selection
Assistance
 Technology Master Planning
 Project Management and
Oversight
 Conversion Assistance and
Planning
 Contract Reviews and
Negotiations

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Janet Federico, MBA
Management Consultant
Janet Federico has over 25 years of information technology experience, including 15 years of experience with software implementations for local and federal government agencies. Her in-depth experience in software configuration, business analysis, and user needs assessment enables her to oversee project implementations of both standard and customized software successfully.

Skilled in all facets of the project life cycle for application software, she has experience in functional and technical requirements development, gap analysis, system analysis, design, specifications, unit and system testing, implementation planning and execution, lessons learned, and system documentation.

Janet also has over six years of experience working with organizations to identify their strategic, organizational, application, and functional requirements, and to determine which systems and/or specific applications are a proper fit for both the agency and the vendor.

Additionally, having worked for a leading local government enterprise software provider, Janet brings a strong understanding of software implementation, consulting, process knowledge, and functional knowledge, along with an understanding of customers' needs and concerns throughout and post-implementation.

Highlights
 Multi-phased agency-wide software implementations
 Extensive knowledge of business and technical processes pertaining to enterprise applications
Agency Experience
City of Bartlesville
City of Batavia
City of Bentonville
City of Carlsbad
City of Cathedral City
City of Cedar Hill
City of Clovis
City of Coronado
City of Corvallis
City of Decatur
City of Emporia
City of Farmers Branch
City of Fort Smith
City of Glendora
City of High Point
City of Highland Park
City of Hutchinson
City of Hutto
City of Menlo Park
City of Mountain View
City of Newark
City of Norco
City of Pacifica
City of Patterson
City of Piedmont
City of Salinas
City of San Bernardino
City of Simi Valley
City of South Gate
City of Tracy
City of Tulare
City of Tulsa
City of West Sacramento
City of Whittier
City of Wichita
City of Wilton Manors
City of Windsor
City of Wisconsin Springs
City of Wood Dale
Town of Whittier
Town of Windsor
Town of Woodside
Village of Hinsdale
Village of Orland Park
County of Champaign
County of Collin
County of Denton
County of Douglas
County of Lassen
County of Mendocino
County of Minnehaha
County of St. Joseph
Coachella Valley Mosquito
Vector Control District
East Bay Regional Park District
El Toro Water District
Jurupa Community School
District
Los Angeles County
Development Authority
Las Virgenes Water District
County of Lassen
County of Mendocino
Riverside Co Sheriff's Dept
State of Texas (DFPS)

CREDENTIALS, DEGREES, AND

AFFILIATIONS
 Master of Business Administration –
Ellis College
 Bachelor of Science in Applied
Management – Kaplan University

SPECIALTIES
 Project Management
 Conversion, Interface Planning, and
Implementation Support
 Understanding of public sector
departmental operations and
application systems
 Workflow analysis and mapping
 Business Process Redesign
 System Configuration and Training
 Test and Go Live Plan Creation

I just wanted to say that I thought the
training sessions were very informative and
clear, and I learned a lot from it. I
appreciate your time spent to train us.

Thank you so much!
—Account Clerk
CA Municipality

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Alicia Burns, PMP, CSP -PO
Management Consultant
Alicia Burns has over 15 years of experience implementing ERP systems for the private and public sectors. Her education and experience in implementation have enabled her to develop expertise in implementation planning, business process analysis and consulting, system analysis and design, user acceptance testing planning and assistance, end-user training planning, go-live planning, and technical and functional specifications.

Alicia's implementation career began as a payroll functional lead on the client side of an ERP implementation for a company with 6,000 employees spread across multiple states. She transitioned from full-time software implementation for a major private enterprise distributor to supporting the public sector thereafter.

As she is skilled in Agile project management methodologies, Alicia values client involvement and open communication about projects. She can navigate through the twists that a software implementation can bring.

Alicia's tenure at a major government enterprise software provider enables her to assess business needs, track project flow, and assist clients in developing best-practice solutions.

Alicia is committed to delivering high-quality work that meets or exceeds client expectations.

Highlights
 Multi-phased ERP application implementations
 In-depth knowledge of various payroll/HR platforms
 Well-versed in Agile project management methodologies Agency Experience
City of Alameda
City of Burlingame
City of Carlsbad
City of Cathedral City
City of Coronado
City of Diamond Bar
City of Dublin
City of Emporia
City of Farmers Branch
City of Fontana
City of Fountain Valley
City of Gilroy
City of Great Falls
City of Hanford
City of High Point
City of Independence
City of Lancaster
City of Lemoore
City of Long Beach
City of Long Beach Harbor
City of Nampa
City of Oxnard
City of Petaluma
City of Piedmont
City of Plumas
City of Port Hueneme
City of Redlands
City of Richland
City of Richmond
City of Rohnert Park
City of San Bernardino
City of Simi Valley
City of South Gate
City of Tulare
City of Yorba Linda
Town of Windsor
Village of Park Forest
County of Denton
County of Douglas
County of Lassen
County of Mendocino
County of Plumas
East Side Union High School
District
Muskogee Creek Nation
Muskogee Creek Nation
Tribal Health
Maricopa Association of
Governments
San Diego Association of
Governments
Desert Water Agency
Helix Water District
Las Virgenes Water District
Santa Margarita Water
District
San Bernardino Municipal
Water District
Golden Gate Bridge,
Highway, and
Transportation District

CREDENTIALS, DEGREES, AND

AFFILIATIONS
 Bachelor of Science Information
Technology Management – Cal State
East Bay
 Bachelor of Science Business
Operations and Resource
Management Cal State – East Bay
 Project Management Professional
(PMP) – PMI
 Certified Scrum Professional –
Product Owner (CPOSP) – Six Sigma
 Certified Scrum Master

SPECIALTIES
 Project Management
 Business Process Review
 Implementation planning
 Go-live planning
 Best Practice
 Creative Solutions

Just wanted to take a minute to send
appreciation for all of Alicia’s assistance
during the payroll year-end close. I couldn’t
have done it without her help.
—Deputy Chief Executive Officer
CA Municipality

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David W. Krout, CPA ( In a ct ive)
Partner – Enterprise Applications Consulting Practice Leader David Krout brings nearly 30 years of experience partnering with more than 150 local governments to address a wide range of information technology needs. He specializes in working with organizations to identify their strategic, organizational, application, and functional requirements to determine which systems and applications are a proper fit for both the agency and the vendor.

Mr. Krout's unique and diverse background in business management, accounting, and management consulting has enabled him to collaborate with C-level executives and department staff from a practical business-management perspective to maximize their technology utilization.

With experience working at a leading local government enterprise software provider, Mr.

Krout offers a unique understanding of consulting, client advocacy, and vendor relationships to the collaboration between the agency and solution providers.

Highlights
 Served on the National Committee for Information Technology for the Institute of Management Accountants
 Former President, Institute of Management Accountants, Inland Empire Chapter  Former Government IT Consulting Manager for RSM McGladrey, the nation 's fifth- largest CPA and consulting firm
 Featured speaker for the Texas Association of IT Managers (TAGITM), Municipal Information Systems Association of California (MISAC), and California Society of Municipal Finance Officers (CSMFO), among others
 Project lead with public-sector agencies throughout the United States Agency Experience
City of Albany
City of Batavia
City of Bloomington
City of Brentwood
City of Brisbane
City of Burbank
City of Burlington
City of Camarillo
City of Carlsbad
City of Cathedral City
City of Cedar Hill
City of Chico
City of Chino
City of Clovis
City of Colton
City of Corona
City of Coronado
City of Dana Point
City of Dublin
City of Emporia
City of Farmers Branch
City of Foster City
City of Gastonia
City of Healdsburg
City of Hemet
City of High Point
City of Highland Park
City of Hutto
City of Indio
City of La Habra
City of La Puente
City of Laguna Niguel
City of Lake Forest
City of Larkspur
City of Lomita
City of Manassas Park
City of Menlo Park
City of Mission Viejo
City of Mountain View
City of Murrieta
City of Newark
City of Novato
City of Pacifica
City of Palm Desert
City of Palmdale
City of Pelham
City of Petaluma
City of Piedmont
City of Rancho Mirage
City of Redlands
City of Rialto
City of Riviera Beach
City of Rosemead
City of St. Helena
City of Salisbury
City of San Bernardino
City of San Gabriel
City of San Jacinto
City of San Leandro
City of Sandpoint
City of Shawnee
City of Sierra Madre
City of Simi Valley
City of South Gate
City of Tracy
City of Tustin
City of West Covina
City of West Des Moines
City of West Sacramento
City of Whittier
City of Wilton Manors
City of Windsor
County of Buncombe
County of Butte
County of Denton
County of Douglas
County of Lassen
County of Mendocino
County of Orange
County of Plumas
County of Riverside
County of San Bernardino
Town of Danville
Town of Groton
Town of Hillsborough
Town of Truckee
Town of Windsor
Town of Woodside
Village of Glencoe
Village of Lincolnwood
Village of Northfield
Village of Oswego
Village of Park Forest
Village of River Forest
Coachella Valley MVCD
East Bay Regional Park District
El Toro Water District
Four Rivers Sanitation Authority
Jurupa Community Services
District
Los Angeles Community
Development Authority
Las Virgenes Municipal Water
District
Mesa Water District
Midpeninsula Regional Open
Space District
Ramona Municipal
Water District
Rincon del Diablo Water
District
Riverside County
Sheriff's Office
Rosamond Community
Services District
Salisbury-Rowan
Utilities
San Bernardino
Municipal Water
Walnut Valley Water
District
West County
Wastewater District
Western Municipal Water District
Castaic Lake Water Agency
Castro Valley Sanitary District
Cucamonga Valley Water District
Gastonia Water & Power
Glendale Water and Power

CREDENTIALS, DEGREES, AND

AFFILIATIONS
 Certified Public Accountant (CPA)
(Inactive)
 Bachelor of Science in Business
Administration and Accounting
– CSU San Bernardino

SPECIALTIES
 Technology Assessment and
Planning
 Enterprise Systems Architecture
 Business Process Reviews
 Current System Needs Analysis
and Improvement
 New Systems Procurement
Management
 Project Management and
Oversight
 Contract Reviews and
Negotiations
It has been absolutely key to this project
that ClientFirst, especially Dave, knows
the governmental environment, its
limitations and its opportunities.
—Director of Administrative Services
CA Municipality

(Inactive)

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Our consultants have assisted local governments with
innovative technology solutions with ClientFirst for
over 22 years, bringing many more years of experience
in this field. Our risk-averse technology planning and
the quality of service we provide our clients have
resulted in numerous long-term business relationships.

Our subject-matter experts offer a range of technology
services that clients often leverage to resolve specific issues.

Firm Overview
ClientFirst was extremely knowledgeable,
and I felt I have learned more from my
work with ClientFirst than anyone else I’ve
worked with in that capacity. I haven’t met
anyone else who’s even close to ClientFirst
in their level of expertise.
—Director of Administrative Services
CA Municipality

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Enterprise Applications Consulting Practice Profile
ClientFirst's enterprise applications consulting team has been conducting these specific types of assessments, process reviews, procurements, and implementation assistance for over 20 years.

ClientFirst leverages this experience to the client's advantage through a unique approach to software selection, which
considers the vendor's perspective while working with clients to navigate the complexities of software assessment,
selection, contract negotiation, and implementation.

We identify an organization's strategy, organizational, application, and functional requirements—specific to the client's business processes—to determine which solutions are the best fit for both customer and vendor. Our clients
appreciate the honesty and diligence with which we conduct our projects, and many clients continue relying on our services after their first project with us.

The level of risk and the probability of achieving a successful implementation are directly related to the amount of proper due diligence employed. At ClientFirst, we take every possible step to decrease this risk level through best practices.

Because of the level of due diligence that we require, software vendors welcome the opportunity to respond to our RFP documents, giving your organization a chance to find the best functionality fit by evaluating an adequate number of qualified vendor responses.

PROCESS RE IEWS
usiness ase nalysis
ssessment and ecommenda ons
rocess nalysis and Improvement

SOFTWARE SE ECTION
eature unc on equirements
Implementa on is ssessment
hange anagement
endor nalysis and valua on
ontract eview and ego a on

PROJECT O ERSI HT
Implementa on roject anagement
onversion ssistance
Integra on Interface ssistance

APP ICATIONS IMPRO EMENT
ssessment of urrent eeds aps
ssessment of eatures, Training, upport, epor ng Issues endor roposal eview emonstra on anagement
hange anagement
is ssessments
Applica ons Consul ng Services
From the beginning, I was impressed with
how inclusive the process has been. I’ve
never been associated with such a
collaborative, cooperative, and engaged
project. Outstanding process.
—City Manager
Software Selection
eneral edger
udge ng
roject ccoun ng
rant ccoun ng
ccounts eceivable
ash eceipts
urchasing eceiving
ids anagement
ontract anagement
ccounts ayable
i ed ssets
oans
pecial ssessments
inancial epor ng
d oc epor ng
usiness icensing
pplicant Trac ing
uman esources
mployee elf ervice
ene ts T rac ing
Time endance
ayroll
tudent Informa on ystems
I lanning
I lity illing
Ta illing
ac ow
ervice rders
or rders reventa ve
aintenance
Inventory anagement
leet anagement
lanning
ermi ng
Inspec on
ode nforcement
and arcel ddress anagement
omputer ided ispatch
ecords anagement
obile ompu ng
i en equest anagement
I
djudica on
ita on anagement
Applica ons E perience

Enterprise Applications Consulting

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Our consultants have assisted local governments with innovative technology solutions with ClientFirst for 22 years, bringing many more years of experience in this field. Our risk-averse technology planning and the quality of service we provide our clients have resulted in numerous long-term business relationships. We are confident that no other consulting firm focusing on local governments offers the wide range of IT services that we do.
overnment Technology
Focusing on local governments means we understand the industry's unique needs, processes, protocols, and political nuances. This understanding and experience ensure that our strategies and recommendations are practical. Our management team's career experience includes over 3,500 projects for more than 500 local government agencies.
ocal Presence and Practice ocations
We have a local presence with extensive experience in California and thousands of projects with hundreds of agencies nationwide.

Over 150 California Agencies Served
Business Management Approach
Not all government executives are aware of the latest technological issues and opportunities. Therefore, our approach and deliverables provide a business-management perspective that enables laypeople to understand the technology issues, strategies, and potential solutions required to make more informed business decisions.

Practical Recommendations
We believe in using technology to meet the agency's business objectives; we do not apply technology for its own sake. We are serious in our quest to provide clients with practical solutions that meet their requirements. Sometimes, the proper solution includes cutting-edge technology. However, a cost-effective and practical solution using proven technology is often the most beneficial.

True Independence
ClientFirst believes in practicing true independence. We do not resell products or maintain relationships that would result in add-on profit margins or referral fees. Our focus is on putting the client first by finding optimal solutions (i.e., the greatest value at the lowest competitive cost) to meet their needs.

National Recognition
Many of the industry's leading vendors recognize our consultants nationally for their work. They appreciate the fairness and objectivity we demonstrate when dealing with their organizations.

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Industry Recognition
CIO Review
ClientFirst has been featured in CIO Review as one of the "20 Most Promising Government Technology Solution Providers".

National Speakers
ClientFirst personnel have conducted educational sessions at national and local conferences, including CSMFO, MISAC, GFOA, and more.

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Diversified E perience
We have extensive experience with various organizations, technologies, and processing environments, and have worked with over 500 agencies on over 3,500 projects. In addition, we have significant market knowledge regarding software and hardware providers and are well-informed concerning vendor and industry developments.

Integrated Technology Solutions roups
Whatever the agency's technology needs, we offer a unique combination of experts in their respective disciplines to guide technology decisions, planning, implementation, and management. These experts are chosen to meet the specific needs of each project and work as an integrated team to provide end- to-end consulting and support services.

ssessment lanning
Incident esponse lans
isaster ecovery
rocurement anagement
ontract ego a ons
roject anagement
Technology lanning
entoring dvisory
Interim I
ontract ego a ons
roject anagement
Technology overnance
ssessment and er ca on
esign ayout
endor elec on
roject anagement
ocumenta on
ClientFirst Integrated Technology Solu ons roups
ill udits
ssessment lanning
esign
rocurements
arrier ervices greements
all enters

MANA EMENT CONS TIN

C BERSEC RIT TE ECOM

STR CT RED CAB IN
ssessment lanning
esign
ata anagement
evelopment
apping
IS
ublic ortals
ystem dministra on
ap nalysis
o ware elec on
Implementa on roject
anagement

COMM NIT DE E OPMENT

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Integrated Technology Services
Applications Consulting
Business Process Review
• Business Case Analysis
• Assessment and Recommendations
• Process Analysis and Improvement
Software Selection
• Feature / Function Requirements Definition
• Implementation Risk Assessment
• Change Management
• RFP Development
• Vendor Analysis and Evaluation
• Demonstration Facilitation
• Contract Review and Negotiation
• Implementation Project Management
• Ad Hoc Report-Writing Assistance
IT Infrastructure
Networking and Servers
• Assessment, Design, and Installation
• Replication and Redundancy Strategy
• Virtualization
• Cloud Computing
• Wireless
• Data Center Design
Disaster Recovery
• Risk Assessment and Business Impact Analysis
• Disaster Recovery Planning
• Hot-Site and Recovery Service Evaluation
• Storage Area Networking
• Backup Strategies and Design
Cybersecurity
• Assessment and Planning
• Applications and Hardware Security
• Cybersecurity Review
• Security Policy and Control Development
• Intrusion Testing
• Workshops and Training
• Compliance: NIST, NCCoE, PCI, CJIS, NEA/FERC
Structured Cabling System Design
• Assessment and Certification
• CADD Design and Layout
• RFP / Vendor Selection
• Project Management
• Documentation

Community Development
• Public Portals
• System Administration
• Gap Analysis
• Software Selection
• Implementation Project Management
Management Consulting
• Technology Strategic/Master Planning
• IT Assessment
• IT Staffing Assessment
• Process Improvement
• Procurement Assistance
• Contract Negotiation
• Project Management
• IT Governance Seminars
Telecommunications Consulting
• VoIP Readiness Review
• Systems Evaluation, Design, Specification, and
RFP Development
• Bill Audits (Cost Analysis and Negotiation)
• Telecom Expense Management (TEM)
• Credit / Refund Requests
• Strategic Planning
• Project Management
• Carrier Services Cost Analysis
• Operational and Workflow Review
• System Selection and Contract Negotiation
GIS
• Assessment and Planning
• Design
• Data Management
• Development
• Mapping
IT Staffing/Augmentation
• IT Staffing Assessment and Operational Review
• Interim IT Management
• Virtual CIO Service
• Supplemental IT Management Staffing

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Areas of E pertise
The consultants assigned to this engagement have direct experience in a broad range of products and services.

• Council
• Administration
• Building and Safety
• City Clerk
• Finance
• Fire
• Library
• Utility Billing
• Customer Service/Call
Centers
• Payroll
• Human Resources
• Planning
• Police
• Purchasing
• Public Works
• Parks and Recreation
• Engineering
• Geographic Information
System (GIS)
• Water
• Waste Water
• Sanitation
• Field Operations
• Laboratories
• Environmental Services
• Facilities
• Treatment Plants
• Fleet Management
• Engineering
• Warehousing
• SCADA
• Information Systems
• General Ledger
• Budgeting
• Project Accounting
• Grant Accounting
• Cash Receipts
• Purchasing and Receiving
• Bids Management
• Contract Management
• Accounts Payable
• Fixed Assets
• Loans
• Special Assessments
• Financial Reporting
• Business Licensing
• Applicant Tracking
• Human Resources
• Employee Self-Service
• Benefits Tracking
• Time and Attendance
• Payroll
• CIS and Utility Billing
• Customer Service / Call
Centers
• Backflow
• Service Orders
• Work Orders /
Preventative
Maintenance
• Inventory and Fleet
Management
• Planning, Permitting,
Inspection and Code
Enforcement
• Land/Parcel/Address
Management
• Computer-Aided Dispatch
(CAD)
• Records Management
• Mobile Computing
• Citizen Request
Management (CRM)
• Geographic Information
System (GIS)
• Adjudication
• Citation Management
• Database Management
• NIST / CIS Assessments
• PCI, CJIS, HIPAA
Compliance
• Security Roadmap
Development
Cybersecurity Insurance
Requirements
• Policy Development
• Disaster Recovery /
Incident Response
Tabletops Exercises
• Vulnerability Scanning
• DR / IR Plan Development
• Network Security Review
• Cybersecurity Tool
Selection
• Cybersecurity Audit
Remediation
• Cloud Security Review
• Cybersecurity Project
Management
• Microsoft Data Loss
Prevention / Purview
Assistance
• Microsoft 365 Security
Assistance
• Data Center Management
• Cable Infrastructure
• Wireless Systems
• Routers and Switches
• Server Installation,
Configuration and
Troubleshooting
• Network Troubleshooting
and Configuration
• Security Systems Support
• Network Management
• Event Monitoring
• Patch Management
• Inventory Management
• Licensing Management
• Software Distribution
• Remote Network and
Desktop Monitoring
IT Infrastructure
& Operations
Experience
Application Area
Experience
Department Area
Experience
Cybersecurity

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Consultants' Collective E perience
We understand that the experience of the individual consultants is a significant factor in hiring a firm to conduct the project on your behalf. Our consultants have extensive public-sector experience in their respective careers, including projects with the following agencies:

California
City of Albany
City of Azusa
City of Benicia
City of Big Bear Lake
City of Brentwood
City of Brisbane
City of Burbank
City of Calabasas
City of Camarillo
City of Carlsbad
City of Cathedral City
City of Cerritos
City of Chico
City of Chino
City of Clovis
City of Colton
City of Corona
City of Coronado
City of Covina
City of Dana Point
City of Downey
City of Dublin
City of Emeryville
City of Escondido
City of Fairfield
City of Foster City
City of Fountain Valley
City of Glendale
City of Glendora
City of Healdsburg
City of Hemet
City of La Habra
City of La Mesa
City of La Puente
City of Laguna Niguel
City of Larkspur
City of Lathrop
City of Lomita
City of Loomis
City of Marina
City of Menlo Park
City of Mission Viejo
City of Montclair
City of Moreno Valley
City of Mountain View
City of Murrieta
City of Newark
City of Norco
City of Novato
City of Pacific Grove
City of Pacifica
City of Palm Desert
City of Palmdale
City of Patterson
City of Petaluma
City of Piedmont
City of Pinole
City of Pismo Beach
City of Port Hueneme
City of Rancho Cucamonga
City of Rancho Mirage
City of Redlands
City of Rialto
City of Rohnert Park
City of Rosemead
City of Sacramento
City of Salinas
City of San Bernardino
City of San Clemente
City of San Gabriel
City of San Jacinto
City of San Leandro
City of San Pablo
City of San Rafael
City of Seal Beach
City of Sierra Madre
City of Simi Valley
City of South Gate
City of South Pasadena
City of South San Francisco
City of St. Helena
City of Sunnyvale
City of Temecula
City of Tracy
City of Tulare
City of Tustin
City of Upland
City of Vacaville
City of West Covina
City of West Sacramento
City of Whittier
City of Woodland
Town of Danville
Town of Hillsborough
Town of San Anselmo
Town of Truckee
Town of Windsor
Town of Woodside
Town of Yucca Valley
County of Butte
County of Lassen
County of Mariposa
County of Mendocino
County of Plumas
County of Riverside
County of San Bernardino
County of Tuolumne
County of Yolo
Riverside County Sheriff
Central County Fire
Hemet Library
Los Angeles County
Development Authority
Moraga-Orinda Fire District
Transportation Agency of
Monterey County
CA-NV American Water
Works Association
Castaic Lake Water Agency
Castro Valley Sanitary District
Coachella Valley Mosquito
Vector Control District
Cucamonga Valley Water
District
East Bay Regional Park
District
El Toro Water District
Fresno Irrigation District
Glendale Water and Power
Hayward Area Recreation
and Park District
Jurupa Community Services
District
Las Virgenes Water District
Livermore Area Recreation
and Park District
Mesa Water District
Midpeninsula Regional Open
Space District
Newhall County Water District
Novato Sanitary District
Palmdale Water District
Ramona Municipal Water
District
Rincon del Diablo Municipal
Water District
Rosamond Community
Services District
San Bernardino Municipal
Water
San Mateo Consolidated Fire
District
Southern California Coastal
Water Research
Sweetwater Authority
Tahoe City Public Utility
Union Sanitary District
Walnut Valley Water District
West County Wastewater
District
Western Municipal Water
District
Colton Joint Unified School
District
Fontana Unified School
District
Irvine Unified School District
Lake Elsinore Unified School
District
Menifee Unified School
District
Mountain View School District
Ohlone Community College
Palm Springs School District
Romoland School District
San Jose Community College
San Marino Unified School
District
University of California
Berkeley
University of California San
Francisco
Alabama
City of Pelham
Arizona
City of Prescott
County of Maricopa
Connecticut
City of Bristol
City of New Haven
Groton Police and
Communications Dispatch
Town of Groton
Florida
City of Cape Coral
City of Deerfield Beach
City of Dunedin
City of Fort Lauderdale
City of Pompano Beach
City of Port St. Lucie
City of Riviera Beach
City of Wilton Manors
Idaho
City of Sandpoint
Illinois
City of Bloomington
City of Champaign
City of Countryside
City of Crystal Lake
City of Highland Park
City of Joliet
City of Lake Forest
City of Moline
City of Morton Grove
City of Naperville
City of Oakbrook Terrace
City of Orland Park
City of Prospect Heights
City of Rock Island
City of Rockford
City of St. Charles
City of Waukegan
City of Wood Dale
Village of Arlington Heights
Village of Barrington Hills
Village of Bloomingdale
Village of Cary
Village of Glencoe
Village of Homewood
Village of Itasca
Village of Kenilworth
Village of Lake Barrington
Village of Libertyville
Village of Lincolnwood
Village of Lisle
Village of Matteson
Village of Morton Grove
Village of Norridge
Village of Northbrook
Village of Northfield
Village of Oak Brook
Village of Oak Park
Village of Orland Park
Village of Oswego
Village of Palos Park
Village of Park Forest
Village of River Forest
Village of Riverside
Village of South Barrington
Village of Westmont
Village of Wheeling
Town of Normal
County of Du Page
County of Peoria
County of Sangamon
County of Winnebago
Iowa
City of Ankeny
City of Bettendorf
City of Burlington
City of Cedar Rapids
City of Des Moines
City of New Hampton
City of West Des Moines
Collier County Board of
Commissioners
County of Johnson
County of Linn
Burlington Community School
District
Cedar Rapids Community
School District
Davenport School District
Dubuque Community School
District
Knoxville Community School
District
Mason City School District
North Scott School District
Des Moines Area Community
College
Cedar Falls Utilities
Kansas
City of Emporia
City of Shawnee
Michigan
University of Michigan
Lake Superior State
University
Minnesota
County of Anoka
Nevada
County of Douglas
County of Nye
Town of Pahrump
New York
City of Batavia
Village of Ossining
North Carolina
City of Burlington
City of Gastonia
City of High Point
City of Kinston
City of Mount Airy
City of Salisbury
Town of Southern Pines
Arc of Stanley County
County of Buncombe
County of Cabarrus
County of Davie
County of Orange
St. Augustine College
Wake Forest University
Eastern Band of Cherokee
Indians
Salisbury Rowan Utilities
Ohio
County of Cuyahoga
County of Montgomery
South Dakota
Rapid City Area Schools
Texas
City of Cedar Hill
City of Dallas
City of Farmers Branch
City of Hutto
City of Pflugerville
City of Sherman
City of University Park
County of Atascosa
County of Denton
Corpus Christi Fire
Highland Park Police and Fire
International Bank of
Commerce
Jacobs Project Management
Company
River Oaks Country Club
State Bank of Texas
University of Texas Health
Science Center
Westwood Country Club
Utah
Washington County School
District
Virginia
City of Manassas Park
Wisconsin
City of Appleton
City of Brookfield
City of Eau Claire
City of Hales Corner
City of Wauwatosa
City of West Allis
County of Brown
County of Kenosha
County of Milwaukee
County of Waukesha
HIDTA Milwaukee
Madison School District
Shorewood School District
Whitnall School District
West Allis School District

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OPTIMAL TECHNOLOGY GUIDANCE

We believe our clients are our best salespeople. The
references listed here are examples of clients with
similar needs. Each of these clients has retained our
services on multiple occasions. We pride ourselves on
client satisfaction and strive to build long-term
partnerships with our clients.

References

I would absolutely recommend ClientFirst to other
entities, and continue to hire them for our
projects.
—City Manager
CA Municipality
This is great. Thank you!
—City Director Economic Development and Open
Government
CA Municipality

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References

City of Carlsbad
1635 Faraday Ave., Carlsbad, CA 92008
Doug Kappel, Enterprise Applications Manager 760.602.2791 [email protected]
Maria Callandar, IT Director 760.602.2454
[email protected]
City of Petaluma
11 English Street, Petaluma, CA 94952
Ingrid Alverde, Director 707.778.4549
[email protected]
City of Coronado
1825 Strand Way, Coronado CA 92118
John Kim, Director of Administrative Services 619.522.7300 [email protected]
Mendocino County
501 Low Gap Road, Room 1010, Ukiah, CA 95482
Tony Rakes, IT Director, Deputy County Manager 707.234.6015 [email protected]

City of High Point
211 S Hamilton, High Point, NC 27261
Adam Ward, IT Services Director 336.683.3187
[email protected]

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Government Agency Case Studies
The following case studies feature California agencies that ClientFirst has worked with to transform their technology environments. These case studies began with Technology Master Planning. The city's technology governance and commitment at all levels, including its city councils, have since resulted in significant digital transformation that has improved internal business department processes, management decision-making, transparency, citizen services, and citizen engagement. Also, a sample Information Technology Plan, recently completed for another California municipality, is provided separately.

City of Rancho Mirage
Project Background
ClientFirst started with a citywide Technology Master Plan. We also jointly presented these transformation efforts at the annual conference of the California Society of Municipal Finance Officers (CSMFO). Also, see the attached published article on the City's digital transformation efforts, City of Rancho Mirage Published Digital Transformation Article.

The following projects have been included:
 Technology Master Planning
 IT Organization Improvement Assistance
 Enterprise Software Needs Assessment
 ERP Selection and Contract Negotiations
 Audio Visual System Design, RFP, and Implementation Oversight  Contract Management Process Review and Improvements
 Disaster Recovery Planning Services
 Cybersecurity Assessment and Risk Mitigation
 EDMS Needs Assessment Services
 Electronic Mail Implementation Consulting Services
 IT Management Mentoring and Advisory Services
 Wireless Network Design – Amphitheater, Library, Park Spaces  Network Improvement Vendor Procurement
 Work Order/Asset Management Preliminary Assessment
Description of Services Performed and Outcomes
ClientFirst developed a Technology Master Plan to address the City's desire to integrate and automate business applications securely. This project included working with an ongoing City Council sub- committee. ClientFirst presented the Plan to the Council, and the Council approved funding for it.

ClientFirst worked with City staff to upgrade technology infrastructure, improve resident connectedness, and enhance application improvements and integration. The Master Plan also included a comprehensive analysis of IT human resources to ensure the City had the resources to maintain existing technology, implement new technology projects, and maintain the environment to be put in place as part of the Technology Master Plan. A significant piece of the future IT organizational structure included increased business analyst talent to help implement and support critical enterprise applications.

ClientFirst assisted with the ERP system selection, which was concluded on time and within budget.

Departmental assistance was also provided for selecting a new Contract Administration system.

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Technical assistance was provided to develop a Disaster Recovery Plan. ClientFirst worked with Departments to develop a prioritized recovery plan that met the City's needs.

City of Piedmont
Project Background
ClientFirst began with a citywide Technology Master Plan and has continued to assist the City in digitally transforming its operations. Projects have included:
 Technology Plan development and successful funding
 Technology Plan management, annual plan updates, and Council updates on the status of the plan  Fiber optic system upgrades
 Ongoing Technology Governance Committee participation as their senior IT advisor  CAD/RMS vendor strategy and roadmap upgrade
 Wide-area network improvements
 Initial IoT wireless network deployment
 ERP software selection and business process improvements analysis  ERP software implementation project management
 Land Management Assessment & Improvement Plan
 Ongoing Land Management process improvements
 Cloud computing strategy analysis
 Public Safety Verizon Private Cloud analysis, implementation, and resiliency  Public Safety Scheduling and Time and Attendance Procurement Management  Cybersecurity Incident Response
 Telecommunications System Design and Procurement Management  Website constituent survey, redesign, and social media rollout  Coordination of 5G cellular tower, including Council briefings  Cybersecurity improvement and roadmap, and Cybersecurity Council briefings  Hyperconverged system selection and project oversight  Ongoing IT Strategic Advisory services
Description of Services Performed and Outcomes
Digital transformation has been a key strategy of the City of Piedmont's Council. This was initiated by selecting ClientFirst to develop a Technology Strategic Plan in conjunction with a Citizen Advisory Committee. Unsurprisingly, as a Bay Area community, the Citizen Advisory Committee has strong technologists, including the first US employee of Skype (now an "angel investor"). ClientFirst worked collaboratively with the Citizen Advisory Committee to develop and prioritize the Plan and then jointly presented the Plan and budget to the Council. ClientFirst continues to oversee the plan's implementation as the City's technology advisor, presenting ongoing updates to the Council.

ClientFirst is also the primary technology consultant for the City, assisting with implementing recommended initiatives, including best practices, departmental applications, smart technologies, civic engagement, IT infrastructure, day-to-day IT staffing and operations, cybersecurity, and communications.

Before the plan, the City's overall systems were largely siloed, legacy, and end-of-life. Some previously implemented systems were designed in a way that provided little opportunity to leverage the improved

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technology. Automation was limited, and resident services were mostly manual, with limited use of technology to automate business processes. Overuse of shadow systems and manual processes was still the norm.

Mendocino County
Project Background
ClientFirst started with a County-wide Technology Master Plan and Roadmap to digitally transform the County and its operations. The following projects have been included:
 Technology Plan development and funding
 Technology Plan management and semi-annual plan updates in conjunction with mid-year and annual Board of Supervisors budget workshops
 Initial risk mitigation projects to increase the resiliency of critical systems  Emergency Operations Center redesign and refresh of EOC technology and equipment (Phase 1 & 2)  Public Safety Cabling and Fiber Optic Improvements
 Public Safety and Radio Data Center Space Planning
 Detailed public safety county-wide radio assessment, cost analysis, and successful funding request  Fiber Optic Systems Upgrades
 Procurement Business Process Review and Improvements
 Cannabis Permit and Licensing Process Improvements Efficiency Study  Budgeting Process Improvements
 Point Arena Radio & Microwave Project Management (Improved Public Safety Radio Resiliency)  County-Wide Radio and Broadband Upgrade Project Management  Property Tax System Assessment and Project Restart
 Property Tax System Implementation Oversight
 Cannabis Permits & License Business Process Review and Improvements  Cannabis E-Permitting
 Cybersecurity Roadmap and Board Presentation
 Network Upgrade RFP & Project Management Assistance
 IT Strategic Advisory Services
 IT staffing and staff roadmap to support digital transformation and the Board's goal of increased efficiency

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Description of Services Performed and Outcomes
ClientFirst was initially engaged to develop a multi-year Technology Master Plan and Roadmap. The initial five-year plan is budgeted at over $20 million. The initial assessment also uncovered several high- risk areas. County management placed the project on hold but immediately allocated $605K to mitigate many high-risk items. ClientFirst provided oversight and project management services to implement these risk mitigation measures. The Board appropriated $1MM for Phase 1 projects and has subsequently appropriated over $1MM every six months for additional project work. ClientFirst provides oversight for approximately twenty-five Technology Master Plan projects. ClientFirst also manages the Master Plan budget and project portfolio, with project additions and subtractions based on Board and Executive Office priorities.

In addition to managing the Technology Master Plan, ClientFirst provides detailed project management and vendor selection assistance for various projects. Implementation assistance is provided to augment staff for critical or high-profile projects, such as E-Permitting (now implemented for about 65% of permit types), Cannabis business process improvements, public safety and emergency operations projects, the preparation and replacement of a fragile end-of-life tax system, and others.

Also, ClientFirst and Mendocino County jointly presented at the California Society of Municipal Finance Officers (CSMFO) on process improvements resulting from these digital transforming projects.

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City of Rancho Mirage Published Digital
Transformation Article
ClientFirst has assisted the City of Rancho Mirage with various Technology Projects, starting with a citywide Technology Master Plan and Roadmap to transform the City and its operations digitally. The City published the following article to showcase these digital transformation improvements. ClientFirst also jointly presented these transformation efforts at the annual California Society of Municipal Finance Officers (CSMFO) conference.

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Item: 8.

Staff Report

Meeting Date: September 1, 2026
To: City Council
From: Bill Smith, City Manager
Prepared By: Chad Blais, PW & Utility Services Director Item Name: Contract Award - Approve Contract for Z&K Consultants, Inc. for $275,000 annually for On-Call Inspection Services for Fiscal Years 2026-27 through 2027-28.

Recommended Action:

Award a professional services contract to Z&K Consultants, Inc in the amount of $275,000 annually for On-Call Inspection Services for Fiscal Year 2026-27.

Background:

The City of Colton utilizes a full-time internal Public Works and Utilities Inspector to monitor ongoing encroachment permit construction activities and street pavement projects. In December 2025, the Public Works and Utilities Inspector retired during the Christmas break and Public Works immediately initiated a recruitment process with Human Resources. In the interim, Public Works still had an immediate need for a full-time inspector to monitor ongoing construction work. Therefore, Public Works elected to reach out to three on-call inspection companies that were vetted through a request for qualifications (RFQ) review process in November 2025 and then authorized as approved on-call vendors by City Council in December 2025. The Public Works and utility Services Director met with multiple candidates from three companies and ultimately selected a candidate from Z&K Consultants, Inc. to provide full-time on-call inspection services until the City can fill the role with a permanent employee. City Council approved a professional services contract in March 2026 with Z&K Consultants, Inc. for an initial contract through June 30, 2026, with two one-year renewals.

The need to have an experienced and always available inspector overseeing and monitoring public and private contractors is a critical resource needed to support the ongoing construction activities in Colton. Human Resources has posted the existing Public Works and Utility Inspector position for recruitment but has been unable to secure a qualified candidate to fill the position. Human Resource and Public Works and Utility Services has recently revised the position to reduce the qualification requirements to see if the applicant pool might improve. In the meantime, due to the overall positive performance of the third-party inspector, Public Works

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and Utility Services has elected to continue with the professional services of Z&K Consultants, Inc. on an as-needed basis.

Issues/Analysis:

The original contract authorization by the City Council in the amount of $140,000 for FY 2025- 26 was recently determined by the Purchasing Department to not be eligible to authorize additional renewal year(s) due to clerical language issues in the recommendation to Council in the prior staff report in March 2026. Therefore, staff is bringing a new recommendation to City Council to approval a new professional services agreement with Z&K Consultants, Inc. for On- Call Inspection Services in an amount not to exceed $275,000 annually for fiscal year 2026-27 (with a one-year renewal option). This is not a lump sum contract and actual expenditures will be billed on an as-needed basis only. Staff would like to note Human Resources has advertised the inspector position again and we are actively trying to fill the position. If the City is successful in recruitment of an internal inspector then the services from Z&K Consultants would be either curtailed to certain projects that might be out of the scope of the experience of the internal inspector or eliminated all together.

Please note because Z&K Consultants previously participated in the original RFQ process for on-call inspection services in October 2025, the authorization to once again hire Z&K Consultants is being conducted under municipal code section 3.08.070 (G) - Bidding Requirements - Professional Services.

Fiscal Impacts:

City Council approval of the Z&K Consultants agreement establishes a not-to-exceed amount of $275,000 for Fiscal Year 2026–27. Sufficient appropriations are available within the capital project accounts identified in Exhibit A to support the anticipated inspection services. A purchase order will be established for the authorized amount, with actual costs charged to the applicable capital projects based on the inspection services performed for each project. The allocation among projects may vary from the estimates reflected in Exhibit A based on actual inspection needs as projects proceed to construction. Any renewal of the agreement will be subject to the terms of the agreement and the availability of sufficient appropriations for the applicable fiscal year.

Alternatives:

1. Provide alternative direction to staff.

Attachments:

1. Z&K Consultants Professional Services Agreement FY 26-27

2. Exhibit A - Inspector Funding Sources

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CITY OF COLTON

PROFESSIONAL SERVICES AGREEMENT

1. PARTIES AND DATE.

This Agreement is made and entered into this 1st day of September, 2026, by and between the City of Colton, a municipal corporation organized under the laws of the State of California, with its principal place of business at 650 North La Cadena Drive, Colton, California 92324 ("City") and Z&K Consultants, a Corporation in the State of California, with its principal place of business at 17130 Van Buren Blvd., #122, Riverside, CA 92504 ("Consultant"). City and Consultant are sometimes individually referred to herein as "Party" and collectively as "Parties."

2. RECITALS.

2.1 Consultant.

Consultant desires to perform and assume responsibility for the provision of certain professional consulting services required by the City on the terms and conditions set forth in this Agreement. Consultant represents that it is experienced in providing construction management inspection services to public clients, is licensed in the State of California, and is familiar with the plans of City.

2.2 Project.

City desires to engage Consultant to render such professional construction management and inspection services for various Public Works and Utilities projects ("Project") as set forth in this Agreement. Consultant understands that the City has entered into a Utility System Management Agreement, dated as of September 1, 2000, with the Colton Utility Authority (“CUA”) for the maintenance, management and operation of its Water Enterprise and Wastewater Enterprise (“CUA Management Agreement”). To the extent that this Agreement is deemed to be a "material contract" under the CUA Management Agreement, City enters into this Agreement on behalf of the CUA and subject to the terms of the CUA Management Agreement.

3. T
ERMS.

3.1 Scope of Services and Term.

3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all the labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional construction management and inspection services necessary for the Project ("Services"). The Services are more particularly described in Exhibit "A" attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the ex hibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations.

3.1.2 Term. The term of this Agreement shall be from July 1 , 2026 to June 30, 2027, unless earlier terminated as provided herein. The City shall have the unilateral option, at its sole discretion, to renew this Agreement automatically for no more than one (1) additional one- year terms (“Renewal Term”). If the City chooses to extend the Agreement, the City will provide written notice to the Consultant thirty (30) days prior to the end of the Agreement term. Consultant

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shall complete the Services within the term of this Agreement, and shall meet any other established schedules and deadlines.

3.2 Fees and Payments.

3.2.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit "C" attached hereto and incorporated herein by reference. The total compensation shall not exceed Two-Hundred Seventy Five Thousand Dollars ($275,000) annually without written approval of the City Council or City Manager as applicable. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement.

3.2.2 Payment of Compensation. Consultant shall submit to City a monthly invoice which indicates work completed and hours of Services rendered by Consultant. The invoice shall describe the amount of Services provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the invoice.

City shall, within 30 days of receiving such invoice, review the invoice and pay all non -disputed and approved charges thereon. If the City disputes any of Consultant's fees, the City shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth therein.

3.2.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by City, or included in Exhibit "C" of this Agreement.

3.2.4 Extra Work . At any time during the term of this Agreement, City may request that Consultant perform Extra Work. As used herein, "Extra Work" means any work which is determined by City to be necessary for the proper completion of the Project, but which the Parties did not reasonably anticipate would be necessary at the execution of this Agreement.

Consultant shall not perform, nor be compensated for, Extra Work without written authorization from the City.

Rate Increases. In the event that this Agreement is renewed pursuant to Section 3.1.2, there shall be no annual increase per the Consultant Fee Schedule through Fiscal Year 2027-28.

3.3 Responsibilities of Consultant.

3.3.1 Independent Contractor; Control and Payment of Subordinates . The Services shall be performed by Consultant or under its supervision. Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. City retains Consultant on an independent contractor basis and not as an employee.

Consultant retains the right to perform similar or different services for others during the term of this Agreement. Any additional personnel performing the Services under this Agreement on behalf of Consultant shall also not be employees of City and shall at all times be under Consultant's exclusive direction and control. Neither City, nor any of its officials, officers, directors, employees or agents shall have control over the conduct of Consultant or any of Consultant's officers, employees, or agents, except as set forth in this Agreement. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers'

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compensation insurance.

3.3.2 Schedule of Services. Consultant shall perform the Services expeditiously, within the term of this Agreement, and in accordance with the Schedule of Services set forth in Exhibit "B" attached hereto and incorporated herein by reference. Consultant represents that it has the p rofessional and technical personnel required to perform the Services in conformance with such conditions. In order to facilitate Consultant's conformance with the Schedule, City shall respond to Consultant's submittals in a timely manner. Upon request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services.

3.3.3 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the approval of City.

3.3.4 Substitution of Key Personnel . Consultant has represented to City that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval of City. In the event that City and Consultant cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause. As discussed below, any personnel who fail or refuse to perform the Services in a manner acceptable to the City, or who are determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project or a threat to the safety of persons or property, shall be promptly removed from the Project by the Consultant at the request of the City. The key personnel for performance of this Agreement are as follows: Crystal Fraire – President.

3.3.5 City's Representative. The City hereby designates Chad Blais – Public Works and Utility Services Director , or his/her designee, to act as its representative in all matters pertaining to the administration and performance of this Agreement ("City's Representative"). City's Representative shall have the power to act on behalf of the City for review and approval of all products submitted by Consultant but not the authority to enlarge the Scope of Work or change the total compensation due to Consultant under this Agreement. The City Manager shall be authorized to act on City's behalf and to execute all necessary documents which enlarge the Scope of Work or change the Consultant's total compensation subject to the provisions contained in Section 3. 2 of this Agreement. Consultant shall not accept direction or orders from any person other than the City Manager, City's Representative or his/her designee.

3.3.6 Consultant's Representative. Consultant hereby designates Crystal Fraire – President, or his/her designee, to act as its representative for the performance of this Agreement ("Consultant's Representative"). Consultant's Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant's Representative shall supervise and direct the Services, using his/her best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.

3.3.7 Coordination of Services. Consultant agrees to work closely with City staff in the performance of Services and shall be available to City's staff, consultants and other staff at all reasonable times.

3.3.8 Standard of Care; Performance of Employees. Consultant shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards

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generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants that all e mployees and subconsultants shall have sufficient skill and experience to perform the Services assigned to them. Finally, Consultant represents that it, its employees and subconsultants have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, and that such licenses and approvals shall be maintained throughout the term of this Agreement.

As provided for in the indemnification provisions of this Agreement, Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant's failure to comply with the standard of care provided for herein. Any employee of the Consultant or its sub-consultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by the Consultant and shall not be re -employed to perform any of the Services or to work on the Project.

3.3.9 Period of Performance. Consultant shall perform and complete all Services under this Agreement within the term set forth in Section 3.1.2 above (“Performance Time”).

Consultant shall also perform the Services in strict accordance with any completion schedule or Project milestones described in Exhibits “A” or “B” attached hereto, or which may be separately agreed upon in writing by the City and Consultant (“Performance Milestones”). Consultant agrees that if the Services are not completed within the aforementioned Performance Time and/or pursuant to any such Project Milestones developed pursuant to provisions of this Agreement, it is understood, acknowledged and agreed that the City will suffer damage.

3.3.10 Laws and Regulations ; Employee/Labor Certification. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with Services. If Consultant performs any work knowing it to be contrary to such laws, rules and regulations, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall defend, indemnify and hold City, its officials, directors, officers, employees, agents, and volunteers free and harmless, pursuant to the indemnification provisions of this Agreement, from any clai m or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations.

3.3.10.1 Employment Eligibility; Consultant . By executing this Agreement, Consultant verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Ac t of 1986, as may be amended from time to time. Such requirements and restrictions include, but are not limited to, examination and retention of documentation confirming the identity and immigration status of each employee of the Consultant.

Consultant also verifies that it has not committed a violation of any such law within the five (5) years immediately preceding the date of execution of this Agreement, and shall not violate any such law at any time during the term of the Agreement. Consultant shall avoid any violation of any such law during the term of this Agreement by participating in an electronic verification of work authorization program operated by the United States Department of Homeland Security, by participating in an equivalent federal work authorization program operated by the United States Department of Homeland Security to verify information of newly hired employees, or by some other legally acceptable method. Consultant shall maintain records of each such verification, and

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shall make them available to the City or its representatives for inspection and copy at any time during normal business hours. The City shall not be responsible for any costs or expenses related to Consultant’s compliance with the requirements provided for in Section 3.3.10 or any of its sub- sections.

3.3.10.2 Employment Eligibility; Subcontractors, Consultants, Sub- subcontractors and Subconsultants . To the same extent and under the same conditions as Consultant, Consultant shall require all of its subcontractors, consultants, sub-subcontractors and subconsultants performing any work relating to the Project or this Agreement to make the same verifications and comply with all requirements and restrictions provided for in Section 3.3.10.1.

3.3.10.3 Employment Eligibility; Failure to Comply . Each person executing this Agreement on behalf of Consultant verifies that they are a duly authorized officer of Consultant, and understands that any of the following shall be grounds for the City to terminate the Agreement for cause: (1) failure of Consultant or its subcontractors, consultants, sub- subcontractors or subconsultants to meet any of the requirements provided for in Sections

3.3.10.1 or 3.3.10.2; (2) any misrepresentation or material omission concerning compliance with such requirements (including in those verifications provided to the Consultant under Section

3.3.10.2); or (3) failure to immediately remove from the Project any person found not to be in compliance with such requirements.

3.3.10.4 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subconsultant, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non -discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City's Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.

3.3.10.5 Air Quality . To the extent applicable, Consultant must fully comply with all applicable laws, rules and regulations in furnishing or using equipment and/or providing services, including, but not limited to, emissions limits and permitting requirements imposed by the South Coast Air Quality Management District (SCAQMD) and/or California Air Resources Board (CARB). Although the SCAQMD and CARB limits and requirements are more broad, Consultant shall specifically be aware of their application to "portable equipment", which definition is considered by SCAQMD and CARB to include any item of equipment with a fuel - powered engine. Consultant shall indemnify City against any fines or penalties imposed by SCAQMD, CARB, or any other governmental or regulatory agency for violations of applicable laws, rules and/or regulations by Consultant, its sub-consultants, or others for whom Consultant is responsible under its indemnity obligations provided for in this Agreement.

3.3.10.6 Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Safety precautions, where applicable, shall include, but shall not be limited to: (A) adequate life protection and lifesaving equipment and procedures; (B) instructions in accident prevention for all employees and subconsultants, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety

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devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures.

3.3.11 Insurance.

Time for Compliance. Consultant shall not commence Work under this Agreement until it has provided evidence satisfactory to the City that it has secured all insurance required under this Section. In addition, Consultant shall not allow any subconsultant to commence work on any subcontract until it has provided evidence satisfactory to the City that the subconsultant has secured all insurance required under this Section.

3.3.11.2 Minimum Requirements. Consultant shall, at its expense, procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the Agreement by the Consultant , its agents, representatives, employees or subconsultants.

Consultant shall also require all of its subconsultants to procure and maintain the same insurance for the duration of the Agreement. Such insurance shall meet at least the following minimum levels of coverage:
(A) Minimum Scope of Insurance. Coverage shall be at least as broad as the latest version of the following: (1) General Liability : Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001); (2) Automobile Liability :

Insurance Services Office Business Auto Coverage form number CA 0001, code 1 (any auto); and (3) Workers’ Compensation and Employer’s Liability: Workers’ Compensation insurance as required by the State of California and Employer’s Liability Insurance. The policy shall not contain any exclusion contrary to the Agreement, including but not limited to endorsements or provisions limiting coverage for (1) contractual liability (including but not limited to ISO CG 24 26 or 21 29); or (2) cross liability for claims or suits by one insured against another. (B) Minimum Limits of Insurance. Consultant shall maintain limits no less than: (1) General Liability: $1,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability Insurance or other form with general aggregate limit is used including, but not limited to, form CG 2503, either the general aggregate limit shall apply separately to this Agreement/location or the general aggregate limit shall be twice the required occurrence limit; (2) Automobile Liability: $1,000,000 per accident for bodily injury and property damage; and (3) Workers’ Compensation and Employer’s Liability: Workers’ Compensation limits as required by the Labor Code of the State of California. Employer’s Liability limits of $1,000,000 per accident for bodily injury or disease. Defense costs shall be paid in addition to the limits.
(C) Notices; Cancellation or Reduction of Coverage . At least fifteen (15) days prior to the expiration of any such policy, evidence showing that such insurance coverage has been renewed or extended shall be filed with the City. If such coverage is cancelled or materially reduced, Consultant shall, within ten (10) days after receipt of written notice of such cancellation or reduction of coverage, file with the City evidence of insurance showing that the required insurance has been reinstated or has been provided through another insurance company or companies. In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, the City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by the City will be

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promptly reimbursed by Consultant or the City may withhold amounts sufficient to pay premium from Consultant payments. In the alternative, the City may suspend or terminate this Agreement.

3.3.11.3 Professional Liability . Consultant shall procure and maintain, and require its sub- consultants to procure and maintain, for a period of five (5) years following completion of the Project, errors and omissions liability insurance appropriate to their profession. Such insurance shall be in an amount not less than $1,000,000 per claim, and shall be endorsed to include contractual liability. Defense costs shall be paid in addition to the limits.

3.3.11.4 Insurance Endorsements . The insurance policies shall contain the following provisions, or Consultant shall provide endorsements on forms supplied or approved by the City to add the following provisions to the insurance policies:
(A) General Liability. The general liability policy shall include or be endorsed (amended) to state that: (1) using ISO CG forms 20 10 and 20 37, or endorsements providing the exact same coverage, the City of Colton, its directors, officials, officers, employees, agents, and volunteers shall be covered as additional insured with respect to the Services or ongoing and completed operations performed by or on behalf of the Consultant, including materials, parts or equipment furnished in connection with such work; and (2) using ISO form 20 01, or endorsements providing the exact same coverage, the insurance coverage shall be primary insurance as respects the City, its directors, officials, officers, employees, agents, and volunteers, or if excess, shall stand in an unbroken chain of coverage excess of the Consultant’s scheduled underlying coverage. Any excess insurance shall contain a provision that such coverage shall also apply on a primary and noncontributory basis for the benefit of the City, before the City’s own primary insurance or self-insurance shall be called upon to protect it as a named insured. Any insurance or self -insurance maintained by the City, its directors, officials, officers, employees, agents, and volunteers shall be excess of the Consultant’s insurance and shall not be called upon to contribute with it in any way. Notwithstanding the minimum limits set forth in Section

3.3.11.2(B), any available insurance proceeds in excess of the specified minimum limits of coverage shall be available to the parties required to be named as additional insureds pursuant to this Section 3.3.11.4(A).
(B) Automobile Liability . The automobile liability policy shall include or be endorsed (amended) to state that: (1) the City, its directors, officials, officers, employees, agents, and volunteers shall be covered as additional insureds with respect to the ownership, operation, maintenance, use, loading or unloading of any auto owned, leased, hired or borrowed by the Consultant or for which the Consultant is responsible; and (2) the insurance coverage shall be primary insurance as respects the City, its directors, officials, offic ers, employees, agents, and volunteers, or if excess, shall stand in an unbroken chain of coverage excess of the Consultant’s scheduled underlying coverage. Any insurance or self -insurance maintained by the City, its directors, officials, officers, employees, agents, and volunteers shall be excess of the Consultant’s insurance and shall not be called upon to contribute with it in any way.

Notwithstanding the minimum limits set forth in Section 3. 3.11.2(B), any available insurance proceeds in excess of the specified minimum limits of coverage shall be available to the parties required to be named as additional insureds pursuant to this Section 3.3.11.4(B). (C) Workers’ Compensation and Employer’s Liability Coverage.

The insurer shall agree to waive all rights of subrogation against the City, its directors, officials, officers, employees, agents, and volunteers for losses paid under the terms of the insurance policy which arise from work performed by the Consultant.

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(D) All Coverages . Each insurance policy required by this Agreement shall be endorsed to state that: (A) coverage shall not be suspended, voided, reduced or canceled except after thirty (30) days (10 days for nonpayment of premium) prior written notice by certified mail, return receipt requested, has been given to the City; and (B) any failure to comply with reporting or other provisions of the policies, including breaches of warranties, shall not affect coverage provided to the City, its directors, officials, officers, employees, agents, and volunteers.

Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the City, its officials, officers, employees, agents and volunteers, or any other additional insureds.

3.3.11.5 Separation of Insureds; No Special Limitations; Waiver of Subrogation. All insurance required by this Section shall contain standard separation of insureds provisions. In addition, such insurance shall not contain any special limitations on the scope of protection afforded to the City, its directors, officials, officers, employees, agents, and volunteers.

All policies shall waive any right of subrogation of the insurer against the City, its officials, officers, employees, agents, and volunteers, or any other additional insureds, or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, its officials, office rs, employees, agents, and volunteers, or any other additional insureds, and shall require similar written express waivers and insurance clauses from each of its subconsultants.

3.3.11.6 Deductibles and Self -Insurance Retentions . Any deductibles or self-insured retentions must be declared to and approved by the City. Consultant shall guarantee that, at the option of the City, either: (1) the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects the City, its directors, officials, officers, employees, agents, and volunteers; or (2) the Consultant shall procure a bond guaranteeing payment of losses and related investigation costs, claims, and administrative and defense expenses.

3.3.11.7 Subconsultant Insurance Requirements . Consultant shall not allow any subconsultants to commence work on any subcontract relating to the work under the Agreement until they have provided evidence satisfactory to the City that they have secured all insurance required under this Section. If re quested by Consultant, the City may approve different scopes or minimum limits of insurance for particular subconsultants. The Consultant and the City shall be named as additional insureds on all subconsultants’ policies of Commercial General Liability using ISO form 20 38, or coverage at least as broad.

3.3.11.8 Acceptability of Insurers . Insurance is to be placed with insurers with a current A.M. Best’s rating no less than A:VIII, licensed to do business in California, and satisfactory to the City.

3.3.11.9 Verification of Coverage. Consultant shall furnish City with original certificates of insurance and endorsements effecting coverage required by this Agreement on forms satisfactory to the City. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf, and shall be on forms provided by the City if requested. All certificates and endorsements must be received and approved by the City before work commences. The City reserves the right to require complete, certified copies of all required insurance policies, at any time.

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3.3.11.10 Reporting of Claims. Consultant shall report to the City, in addition to Consultant’s insurer, any and all insurance claims submitted by Consultant in connection with the Services under this Agreement.

3.3.12 Water Quality Management and Compliance.

3.3.12.1 Storm Water Management . Storm, surface, nuisance, or other waters may be encountered at various times during the Services. Consultant hereby acknowledges that it has investigated the risk arising from such waters, and assumes any and all risks and liabilities arising therefrom.

3.3.12.2 Compliance with Water Quality Laws, Ordinances and Regulations. Consultant shall keep itself and all subcontractors, staff, and employees fully informed of and in compliance with all local, state and federal laws, rules and regulations that may impact, or be implicated by the performance of the Services including, wi thout limitation, all applicable provisions of the City’s ordinances regulating water quality and storm water; the Federal Water Pollution Control Act (33 U.S.C. § 1251, et seq.); the California Porter -Cologne Water Quality Control Act (Water Code § 13000 et seq.); and any and all regulations, policies, or permits issued pursuant to any such authority. Consultant must additionally comply with the lawful requirements of the City, and any other municipality, drainage district, or other local agency with jurisdiction over the location where the Services are to be conducted, regulating water quality and storm water discharges.

3.3.12.3 Standard of Care. Consultant warrants that all employees and subcontractors shall have sufficient skill and experience to perform the work assigned to them without impacting water quality in violation of the laws, regulations an d policies described in Section 3.2.12.2 of this Agreement. Consultant further warrants that it, its employees and subcontractors have or will receive adequate training, as determined by the City, regarding these requirements as they may relate to the Services.

3.3.12.4 Liability for Non-compliance.
(A) Indemnity: Failure to comply with laws, regulations, and ordinances listed in Section 3.3.12.2 of this Agreement is a violation of federal and state law.

Notwithstanding any other indemnity contained in this Agreement, Consultant agrees to indemnify and hold harmless the City, its officials, officers, agents, employees and authorized volunteers from and against any and all claims, demands, losses or liabilities of any kind or nature which the City, its officials, officers, agents, employees and authorized volunteers may sustain or incur for noncompliance with the laws, regulations, and ordinances listed above, arising out of or in connection with the Services, except for liability resulting from the sole established negligence, willful misconduct or active negligence of the City, its officials, officers, agents, employees or authorized volunteers.
(B) Defense: City reserves the right to defend any enforcement action or civil action brought against the City for Consultant’s failure to comply with any applicable water quality law, regulation, or policy. Consultant hereby agrees to be bound by, and to reimburse the City for the costs associated with, any settlement reached between the City and the relevant enforcement entity.
(C) Damages: City may seek damages from Consultant for delay in completing the Services caused by Consultant’s failure to comply with the laws,

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regulations and policies described in Section 3.3.12.2 of this Agreement, or any other relevant water quality law, regulation, or policy.

3.4 Labor Code Requirements.

3.4.1 Prevailing Wages. Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works" and "maintenance" projects. If the Services are being performed as part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. City shall provide Consultant with a copy of the prevailing rates of per diem wages in effect at the commencement of this Agreement. Consultant s hall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant's principal place of business and at the project site. It is the intent of the parties to effectuate the requirements of sections 1771, 1774, 1775, 1776, 1777.5, 1813, and 1815 of the Labor Code within this Agreement, and Consultant shall therefore comply with such Labor Code sections to the fullest extent required by law. Consultant shall defend, indemnify and hold the City, its officials, officers, employees, agents, and volunteers free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

3.4.2 Registration/DIR Compliance. If the Services are being performed on a public works project of over $25,000 when the project is for construction, alteration, demolition, installation, or repair work, or a public works project of over $15,000 when the project is for maintenance work, in addition to the foregoing, then pursuant to Labor Code sections 1725.5 and 1771.1, the Consultant and all subconsultants must be registered with the Department of Industrial Relations (“DIR”). Consultant shall maintain registration for the duration of the project and require the same of any subconsultants. This project may also be subject to compliance monitoring and enforcement by the DIR. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements, including the submission of payroll records directly to the DIR. Any stop orders issued by the Department of Industrial Relations against Consultant or any subconsultant that affect Consultant’s performance of services, including any delay, shall be Consultant’s sole responsibility. Any delay arising out of or resulting from such stop orders shall be considered Consultant caused delay and shall not be compensable by the City. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claim or liability arising out of stop orders issued by the Department of Industrial Relations against Consultant or any subconsultant.

3.4.3 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Worker's Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services.

3.5 Accounting Records.

3.5.1 Maintenance and Inspection. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal

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business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreemen t for a period of three (3) years from the date of final payment under this Agreement.

3.6 General Provisions.

3.6.1 Termination of Agreement.

3.6.1.1 Grounds for Termination. City may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Consultant shall be compensated only for those services which have been adequately rendered to City, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause.

3.6.1.2 Effect of Termination. If this Agreement is terminated as provided herein, City may require Consultant to provide all finished or unfinished Documents and Data and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request.

3.6.1.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.

3.6.2 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose:

Consultant: Z&K Consultants
17130 Van Buren Blvd, #122
Riverside, CA 92504
ATTN: Crystal Fraire - President
City: City of Colton
650 North La Cadena Drive
Colton, CA 92324
ATTN: Chad Blais – Public Works and Utility Services
Director
Such notice shall be deemed made when personally delivered or when mailed, forty -eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate not ice on the date actual notice occurred, regardless of the method of service.

3.6.3 Ownership of Materials and Confidentiality.

3.6.3.1 Documents & Data; Licensing of Intellectual Property . This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or

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sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to , physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). All Documents & Data shall be and remain the property of City, and shall not be used in whole or in substantial part by Consultant on other projects without the City’s express written permission. Within thirty (30) days following the completion, suspension, abandonment or termination of this Agreement, Consultant shall provide to City reproducible copies of all Documents & Data, in a form and amount required by City. City reserves the right to select the method of document reproduction and to establish where the reproduction will be accomplished. The reproduction expense shall be borne by City at the actual cost of duplication. In the event of a dispute regarding the amount of compensation to which the Consultant is entitled under the termination provisions of this Agreement, Consultant shall provide all Documents & Data to City upon payment of the undisputed amount. Consultant shall have no right to retain or fail to provide to City any such documents pending resolution of the dispute. In addition, Consultant shall retain copies of all Documents & Data on file for a minimum of fifteen (15) years following completion of the Project, and shall make copies available to City upon the payment of actual reasonable duplication costs. Before destroying the Documents & Data following this retention period, Consultant shall make a reasonable effort to notify City and provide City with the opportunity to obtain the documents.

3.6.3.2 Subconsultants. Consultant shall require all subconsultants to agree in writing that City is granted a non -exclusive and perpetual license for any Documents & Data the subconsultant prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or its subconsultants, or those provided to Consultant by the City.

3.6.3.3 Right to Use . City shall not be limited in any way in its use or reuse of the Documents and Data or any part of them at any time for purposes of this Project or another project, provided that any such use not within the purposes intended by this Agreement or on a pro ject other than this Project without employing the services of Consultant shall be at City’s sole risk. If City uses or reuses the Documents & Data on any project other than this Project, it shall remove the Consultant’s seal from the Documents & Data and indemnify and hold harmless Consultant and its officers, directors, agent s and employees from claims arising out of the negligent use or re- use of the Documents & Data on such other project. Consultant shall be responsible and liable for its Documents & Data, pursuant to the terms of this Agreement, only with respect to the condition of the Documents & Data at the time they are provided to the City upon completion, suspension, abandonment or termination. Consultant shall not be responsible or liable for any revisions to the Documents & Data made by any party other than Consult ant, a party for whom the Consultant is legally responsible or liable, or anyone approved by the Consultant.

3.6.3.4 Indemnification. Consultant shall defend, indemnify and hold the City, its directors, officials, officers, employees, volunteers and agents free and harmless, pursuant to the indemnification provisions of this Agreement, for any alleged infringement of any patent, copyright, trade secret, trade name, trademark, or any other proprietary right of any person or entity in consequence of the use on the Project by City of the Documents & Data, including any method, process, product, or concept specified or depicted.

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3.6.3.5 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents & Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of City, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use City's name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, tr ade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.

3.6.3.6 Confidential Information. The City shall refrain from releasing Consultant’s proprietary information ("Proprietary Information") unless the City's legal counsel determines that the release of the Proprietary Information is required by the California Public Records Act or other applicable state or federal law, or order of a court of competent jurisdiction, in which case the City shall notify Consultant of its intention to release Proprietary Information.

Consultant shall have five (5) working days after receipt of the Release Notice to give City written notice of Consultant's objection to the City's release of Proprietary Information. Consultant shall indemnify, defend and hold harmless the City, and its officers, directors, employees, and agents from and against all liability, loss, cost or expense (including attorney’s fees) arising out of a legal action brought to compel the release of Proprietary Information. City shall not release the Proprietary Information after receipt of the Objection Notice unless either: (1) Consultant fails to fully indemnify, defend (with City's choice of legal counsel), and hold City harmless from any legal action brought to compel such release; and/or (2) a final and non-appealable order by a court of competent jurisdiction requires that City release such information.

3.6.4 Cooperation; Further Acts . The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.

3.6.5 Indemnification.

3.6.5.1 To the fullest extent permitted by law, Consultant shall defend (with counsel of City’s choosing), indemnify and hold the City, its officials, officers, employees, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subconsultants or agents in connection with the performance of the Consultant’s Services, the Project or this Agreement, including without limitation the payment of all damages, expert witness fees and attorney’s fees and other related costs and expenses. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by Consultant, the City, its officials, officers, employees, agents, or volunteers.

3.6.5.2 If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful

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misconduct of the Consultant, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

3.6.6 Entire Agreement. This Agreement contains the entire Agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a writing signed by both parties.

3.6.7 Governing Law; Government Code Claim Compliance. This Agreement shall be governed by the laws of the State of California. Venue shall be in San Bernardino County.

In addition to any and all contract requirements pertaining to notices of and requests for compensation or payment for extra work, disputed work, claims and/or changed conditions, Consultant must comply with the claim procedures set forth in Government Code sections 900 et seq. prior to filing any lawsuit against the City. Such Government Code claims and any subsequent lawsuit based upon the Government Code claims shall be limited to those matters that remain unresolved after all procedures pertaining to extra work, disputed work, claims, and/or changed conditions have been followed by Consultant . If no such Government Code claim is submitted, or if any prerequisite contractual requirements are not otherwise satisfied as specified herein, Consultant shall be barred from bringing and maintaining a valid lawsuit against the City.

3.6.8 Time of Essence. Time is of the essence for each and every provision of this Agreement.

3.6.9 City's Right to Employ Other Consultants . City reserves right to employ other consultants in connection with this Project.

3.6.10 Successors and Assigns . This Agreement shall be binding on the successors and assigns of the parties.

3.6.11 Assignment or Transfer . Consultant shall not assign, hypothecate, or transfer, either directly or by operation of law, this Agreement or any interest herein without the prior written consent of the City. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer. To the extent that this Agreement is deemed to be a "material contract" under the CUA Management Agreement, Consultant has no right to terminate this Agreement, either with or without cause, based upon the existence or non- existence of the CUA Management Agreement . Therefore, if the CUA Management Agreement expires or terminates for any reason, Consultant shall remain fully obligated to perform under this Agreement on behalf of the CUA or another third party contracted by the CUA for the maintenance, management and operation of the Water Enterprise and/or Wastewater Enterprise.

3.6.12 Construction; References; Captions. Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days. All references to Consultant include all personnel, employees, agents, and subconsultants of Consultant, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, and volunteers except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of

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this Agreement.

3.6.13 Amendment; Modification. No supplement, modification, or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties.

3.6.14 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.

3.6.15 No Third-Party Beneficiaries . There are no intended third- party beneficiaries of any right or obligation assumed by the Parties.

3.6.16 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3.6.17 Prohibited Interests . Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Consultant further agrees to file, or shall cause its employees or subconsultants to file, a Statement of Economic Interest with the City’s Filing Officer as required under state law in th e performance of the Services. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

3.6.18 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.

3.6.19 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.

3.7 Subcontracting.

3.7.1 Prior Approval Required. Consultant shall not subcontract any portion of the work required by this Agreement, except as expressly stated herein, without prior written approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement.
[SIGNATURES ON NEXT PAGE]

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(BB&K 2018)
23152.06000\30453088.2 16

SIGNATURE PAGE TO

PROFESSIONAL SERVICES AGREEMENT BY AND

BETWEEN THE CITY OF COLTON AND Z&K

CONSULTANTS

CITY OF COLTON Z&K CONSULTANTS
a Corporation

By: ____________________________ By: _________________________ William R. Smith Crystal Fraire
City Manager President

Attest:

____ By: _________________________
Isaac T. Suchil Name:

City Clerk Title:

Recommended for Approval:

_________________________
Executive Director
Colton Utility Authority

Approved as to Form:

______________________________
Best Best & Krieger LLP
City Attorney

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(BB&K 2018)
23152.06000\30453088.2 17

EXHIBIT "A"

SCOPE OF SERVICES
Full scope of services are outlined in the City’s RFQ

Scope of Inspection Services (in-part)

Public Works and Utilities

• Provide part-time / full -time construction inspections with duties in accordance with the City of Colton Public Works and Utility Services Department policies and procedures.

• The inspector(s) will work under the direction of the Public Works and Utility Services Director or his/her designee.

• Inspectors shall be able to operate independently to manage multiple public capital projects and public/private encroachment permits related improvements in the public right-of-way.

• Ability to perform inspections as needed for construction work to ensure that construction complies with plans and specifications, and is in compliance with the plans, standards, specifications, special requirements, codes and regulations. This includes, but is not limited to:

i. Utility Infrastructure: potable water, sewer, and storm drain, including typical underground features such as pipelines, valves, hydrants, thrust blocks, services, manholes, catch basin, etc.

ii. Roadways: including typical consideration such as grade and alignment, curbing, sidewalks, striping, signage, street lights, markers, gutters, swales, driveway approaches, curb ramps, medians, traffic signs and signals, etc.

iii. Performing combination inspections and witness tests on construction projects to determine that all aspects of work (compaction testing, pressure testing, etc.) conform to all City Standards.

iv. Coordinate activities and schedules with utility companies, contractors, property owners, and other City Departments, resolve conflicts within the scope of authority.

v. Check for proper use and placement of traffic control devices to assure compliance with WATCH handbook or specific traffic control plan.

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(BB&K 2018)
23152.06000\30453088.2 18

General Requirements

• The keeping of proper inspection records and reports, photographs and videos, including but not limited to, all load tickets, weight tickets, certifications of compliance, submittals, shop drawings, materials reports, daily reports and other related documents received. Record, in the form of Daily Reports, all significant construction- related activities and events such as work is completed to provide a chronological and factual history of inspection on assigned construction projects. The Daily Reports shall be documented in the City’s work order program or one provided by the consultant. The selected consultant will be required to provide their own tablet or laptop to download the software and the City will provide training on use of the program.

• Participate in all pre-construction and construction meetings scheduled by either the City or the contractor.

• Prepare inspection notices of noncompliance and/or incorrect construction methods or materials found during inspections; confer with the City Engineer/Building Official and contractor or representative regarding construction methods and procedures as they relate to compliance with plans, specifications, and code.

• Maintain a record of non-complying items and follow up to achieve resolution of such items. Provide written correction notices via punch list process. All noncompliance comments and correction notices are to be recorded, maintained and tracked electronically in the City’s work order system.

• Issuance of correction notices are to be done in writing, in the required format/letterhead as provided by the City, and submitted via email to the proper representative of the contractor and the City Engineer/Building Official.

• The City works a 4-10 work schedule from Monday through Thursday from 7 am to 6 pm. The City does not provide inspections on Fridays or the weekend unless the City has an agreement with a contractor to perform said work. The City reserves the right to adjust the work schedule to Monday through Friday from 7 am to 4 pm.

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(BB&K 2018)
23152.06000\30453088.2 Exhibit “B”-1

EXHIBIT "B"

SCHEDULE OF SERVICES
The initial term (“Initial Term”) of this Agreement shall be from J uly 1, 2026 to June 30, 2027 , unless earlier terminated as provided herein. The term of this agreement may be renewed, upon mutual agreement, for up to one (1) additional twelve (12) month periods (“Renewal Term”).

If the City chooses to extend the Agreement, the City will provide written notice to the Consultant thirty (30) days before the end of the Agreement term. Consultant shall complete the Services within the term of this Agreement and shall meet any other established schedules and deadlines.

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(BB&K 2018)
23152.06000\30453088.2 Exhibit “C”-1

EXHIBIT "C"

COMPENSATION

See attached fee schedule from Z&K Consultants

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RATE SCHEDULE AND COST INFORMATION
October 9, 2025
Chad Blais, Public Works and Utility Services Director
City of Colton – Public Works and Utility Services Department 160 S. 10th Street, Colton, CA 92324
Subject: Rate Schedule and Cost Information – On-Call Professional Inspection Services (FY 2025–26 through 2027–28) Dear Mr. Blais,
Z&K Consultants, Inc. is pleased to provide the following Rate Schedule and Cost Information in response to the City of Colton’s RFQ for On-Call Professional Inspection Serv ices (FY 2025 –26 through 2027 –28). The rates reflect fully burdened hourly billing inclusive of wages, benefits, overhead, profit, and standard equipment. Rates are fixed hourly amounts designed for clarity and transparency, with no hidden costs, ensuring competitive, high-quality, and cost-effective services delivered by certified, experienced inspection professionals.

Z&K Rate Schedule:

Construction Inspector (Full-Time) ......................................................................................................................... $136.00 Senior Construction Inspector (Full-Time) .............................................................................................................. $139.00 Construction Inspector (Part-Time) ........................................................................................................................ $143.16 Senior Construction Inspector (Part-Time) ............................................................................................................. $146.32 Billing Structure and Conditions
• Firm Rates: All hourly rates shall remain fixed and unchanged for the initial three -year agreement term, in full accordance with the City’s contract provisions. Any optional extensions beyond the initial term will be subject to annual review for escalation, effective January 1 of each extension year, based on the Consumer Price Index (CPI) for the Los Angeles–Long Beach–Anaheim region, not to exceed the published Bureau of Labor Statistics (BLS) Index for All Urban Consumers.
• Discounted Full-Time Assignment Rates: Z&K recognizes the City’s need for flexibility in staffing and offers a 5% discounted rate for full -time inspection assignments (defined as 40 hours per week or more). This discount is already reflected in the 2025 Rate Schedule and will be applied to any designated full -time or extended -duration task order assignments.
• Reimbursable Expenses: No separate billing will occur for travel, administrative tasks, or incidental expenses. All such costs are incorporated into the proposed hourly rates, providing the City with a predictable, all-inclusive billing structure. • Compliance with Labor Standards : All classifications and rates comply with applicable California Labor Code, prevailing wage, and overtime requirements. Overtime rates are included for all eligible inspection classifications. • Validity Period: This rate proposal shall remain valid for a minimum of ninety (90) days foll owing submittal and for the entire three-year contract term upon award, unless otherwise amended by mutual written consent. • Task Orders and Billing : Project-specific scopes and budgets will be refined through individual task orders issued under the City’s master agreement. No work will commence until a written Notice to Proceed (NTP) and purchase order have been issued by the City.

Commitment to Cost -Effective, High-Quality Service | Z&K Consultants is committed to providing the City of Colton with professional inspection services that are responsive, reliable, and cost-conscious. Our billing structure is designed to deliver high value, maintain accountability, and minimize administrative overhead for the City. Our team will continue to manage all task order s in good faith, ensuring transparent communication, proper documentation, and consistent adherence to City standards and policies.

We appreciate the opportunity to support the City of Colton’s Capital Improvement Program and are committed to delivering responsive, cost-effective, and high-quality inspection services. Z&K Consultants values the City’s trust in this important on-call program and looks forward to partnering with your staff to ensure successful project delivery.

Sincerely,
Crystal Fraire, PE
President (Prin cipal-in-Charge)
17130 Van Buren Blvd. #122, Riverside, CA 92504
P (951) 310-7470 | [email protected]

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EXHIBIT A

LIST OF ELIGIBLE INSPECTOR FUNDING ACCOUNTS
FISCAL
YEAR PROJECT NAME GL ACCOUNT EST. BALANCE
FY-2026 Alley Pavement C & D east of Pennsylvannia 215-2625-6920-3890 40,000.00$ FY-2026 Alley Pavement 4th to Pennsylvania South of Valley 215-2626-6920-3890 64,000.00$ FY-2026 Alley Pavement 12th to 13th, east G & east F 215-2627-6920-3890 64,000.00$ FY-2026 Alley Pavement 12th to west end G st & F st 215-2628-6920-3890 64,000.00$ FY-2026 SW Rep-No of Citrus, Mt Vernon 2 Bordwell 215-2629-6920-3890 82,391.00$ FY-2026 Asphalt G&O-Glenwood-Westwood 2 Wild Can 212-2601-6150-3890 98,007.00$ FY-2026 Asphalt G&O-Westwood-Myrtlewood 2 Laurel 212-2602-6150-3890 106,700.00$ FY-2026 Asphalt G&O-Agua Mansa-Rancho to Walmart 212-2603-6150-3890 127,050.00$ FY-2026 Asphalt G&O-Riverside-Bustamant 2 Bridge 212-2604-6150-3890 133,650.00$ FY-2026 Asphalt G&O-Rancho-Valley to 10 WB ramp 212-2605-6150-3890 24,750.00$ FY-2026 Asphalt G&O-G-Rancho 2 West City Limit 212-2606-6150-3890 111,073.00$ FY-2026 Asphalt G&O-10th St -M St. to North end 212-2607-6150-3890 60,926.00$ FY-2026 Asphalt G&O-Fogg St.-5th to 8th St. 212-2608-6150-3890 192,966.00$ FY-2026 Asphalt G&O-8th St.- Fogg St. 2 Congress 212-2609-6150-3890 118,187.00$ FY-2026 Asphalt G&O-J St.- 3rd St 2 Pennsylvania 212-2610-6150-3890 78,645.00$ FY-2026 Asphalt G&O-N St.- 9th St. to 12th St. 212-2611-6150-3890 171,179.00$ FY-2026 Asphalt G&O-Olive-Rancho 2 City Limit 212-2612-6150-3890 40,838.00$ FY-2026 Asphalt G&O-Skyview Dr.-Mohave to End 212-2613-6150-3890 146,440.00$ FY-2026 Asphalt G&O-Holly-Hillcrest to Grant 218-2614-6150-3890 58,438.00$ FY-2026 Asphalt G&O-Monterey-Bothwell 2 Fairview 218-2615-6150-3890 21,813.00$ FY-2026 Asphalt G&O-Miller-Laurel to north end 218-2616-6150-3890 126,148.00$ FY-2026 C Street Landscaping Project 218-2617-6150-3890 180,000.00$ FY-2026 Traf Sig Improv - various streets 218-2618-6150-3890 450,000.00$ FY-2026 Traf Sig - Hunts Ln/Stewart/Harwick 218-2619-6150-3890 192,500.00$ FY-2026 FY 25/26 Citywide Slurry Seal Project 218-2620-6150-3890 150,000.00$ FY-2026 FY 25/26 Citywide Sidewalk/ADA Improve 218-2621-6150-3890 180,000.00$ FY-2026 City Wide Street and Traffic Improve 218-2622-6150-3890 59,346.00$ FY-2026 Traf Sig. Install-Fairway and Sperry 240-2630-6150-3890 250,000.00$ FY-2026 Asph G&O-Washington-RV Ctr 2 Mediterrane 240-2631-6150-3890 196,658.00$ FY-2026 Curb/gutter/ramp-San Ber-Pepper 2 Indigo 240-2632-6150-3890 320,000.00$ FY-2026 Traf Sig Install - Fairway and Sperry 249-2623-6150-3890 250,000.00$ FY-2026 Traf Sig Install-Hunts/Stewart/Harwick 249-2624-6150-3890 192,500.00$ FY-2027 FY-2027 Various CDBG St & Alley Improvement 215-2706-6920-3890 212,984.00$ FY-2027 FY-2027 Citywide SB-1 Funded St Paving 212-2701-6150-3890 1,508,342.00$ FY-2027 FY-2027 Various Measure I Funded Projects 218-2702-6150-3890 1,054,668.00$ FY-2027 North Mt. Vernon Ave Median Landscape 218-2703-6150-3890 120,000.00$ FY-2027 FY-2027 Citywide Slurry Seal Project 218-2704-6150-3890 150,000.00$ FY-2027 Citywide Street and Traffic Improvement 218-2705-6150-3890 89,488.00$ FY-2027 Water Main Line Replacement 521-8100-8106-3890 1,920,500.00$ FY-2027 Sewer Line Replacement 522-8200-8206-3890 1,112,050.00$ FY-2027 Wastewater Operations 522-8200-8204-3890 100,000.00$ FY-2027 Engineering 100-6150-6151-2350 100,000.00$

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Item: 9.

Staff Report

Meeting Date: September 1, 2026
To: City Council
From: Bill Smith, City Manager
Prepared By: Chad Blais, PW & Utility Services Director Item Name: Notice of Completion - Fire Station 214 Restroom Remodel Project by J. Pearce Builders, Inc.

Recommended Action:

1. Approve the execution and recordation of the Notice of Completion for the Fire Station 214 Restroom Remodel project completed by J. Peace Builders, Inc.

Background:

The Fire Station 214 Restroom Remodel project was located along Meadow Lane in the Cooley Ranch area. The fire station was built in 1989 and there has been no significant renovation since then. The scope of the Fire Station 214 Restroom Remodel Project includes installation of partitions, replacement of flooring and wall tiles, replacement fixtures such as sinks, shower valves/heads, toilets, vanity, faucets and lighting, and painting. Toilets and one shower stalls will meet American with Disabilities Act (ADA) standard.

Issues/Analysis:

On December 16, 2025, the City Council awarded a construction contract to J. Peace Builders, Inc. for the Fire Station 214 Restroom Remodel project in the amount of $121,500.00. There was one change order in the amount of $12,150.00. The total construction cost was $133,650 and is now complete.

Fiscal Impacts:

There is no additional fiscal impact associated with approving the Notice of Completion. The funding for this project comes from Account No. 605-6150-6211-4950-0000-000. The total project costs are as follows:

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CIP Salary $0.00
Construction Purchase
Order
$121,500.00
Change Order Purchase
Order
$12,150.00
Engineering Support $0.00
Legal Advertising $481.29
Notice of Exemption $50.00
TOTAL $134,181.29

Alternatives:

Provide alternative direction to staff.

Attachments:

1. Notice of Completion - Fire Station 214 Restroom Remodel, J. Peace Builders Inc

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RECORDING REQUESTED BY

AND WHEN RECORDED MAIL TO

Name: City of Colton

Street 650 N. La Cadena Drive
Address

City & Colton, California
State California
Zip 92324

SPACE ABOVE THIS LINE FOR RECORDER’S USE
Notice of Completion
NOTICE IS HEREBY GIVEN THAT:

1. The City of Colton is the owner of the interest or estate stated below in the property hereinafter described.

2. The full name of the undersigned is Victor Ortiz, P.E

3. The full address of the undersigned is 650 N. La Cadena Drive, Colton, CA 92324.

4. The nature of the title of the undersigned is City of Colton is the owner in fee, of a certain public improvement (E.G. owner in fee OR vender under contract of purchase OR lessee OR OTHER APPROPRIATE DESIGNATION).

5. The full names and full addresses of all persons, if any, who holds title with the undersigned as joint tenants or as tenants in common are:

Names Addresses

N/A N/A

6. The names of the predecessors in interest of the undersigned, if the property was transferred subsequent to the commencement of the work of improvement herein referred to are (OR IF NO TRANSFER WAS MADE, INSERT THE WORD “none”):

Names Addresses

N/A N/A

7. A work of improvements on the property hereinafter described was completed on JUNE 18, 2026.

8. The name of the original contractor, if any, for the work of improvement was J. PEACE BUILDERS, INC. The kind of work done or material furnished was the FIRE STATION 214 RESTROOM REMODEL.

9. The property on which the work of improvement was completed is in the CITY OF COLTON, County of SAN BERNARDINO, State of California, and is described as follows: 1151 S MEADOW LANE.

Dated: ________ ______________________________________(Signature) Victor Ortiz, P.E., City Engineer, City of Colton

VERIFICATION
I, the undersigned say:

I am the person who signed the foregoing notice. I have read the above notice and know its contents, and the facts stated therein are true of my own knowledge.

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

Executed at _______Colton_________, California, this _____________ day of ___________, 2026.

_______________________________________
Victor Ortiz, P.E., City Engineer, City of Colton

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Item: 10.

Staff Report

Meeting Date: September 1, 2026
To: City Council
From: Bill Smith, City Manager
Prepared By: Stacey Dabbs, Finance Director
Item Name: Resolution - Approve and Adopt a Resolution Approving the Write-off and Reconciliation of Uncollectible Accounts Receivable Balances For Fiscal Year Ending June 30, 2026, in the amount of $84,824.20, Resolution No. R-80-26.

Recommended Action:

Adopt Resolution No. R-80-2026 authorizing the write-off and reconciliation of $84,824.20 in uncollectible Electric Utility accounts receivable associated with Sun Oil Group for the fiscal year ended June 30, 2026.

Background:

As part of the City's fiscal year-end closing process, the Finance Department reviews outstanding accounts receivable to identify balances that are no longer reasonably collectible and should be removed from the City's receivable balances. Staff has identified one Electric Utility customer account totaling $84,824.20 that is considered uncollectible.

The Electric Utility annually budgets for anticipated uncollectible accounts based upon historical collection experience and known significant delinquent accounts. Staff also monitors larger commercial and industrial accounts when customers become significantly delinquent or when circumstances arise that may affect the City's ability to collect outstanding amounts.

The $84,824.20 balance addressed by this report relates to a single customer account and exceeds the City Manager's administrative authority for write-off. Accordingly, City Council authorization is required before the balance may be removed from the City's accounts receivable.

Issues/Analysis:

In September 2025, the City became aware that Sun Oil Group was experiencing financial difficulties after the customer failed to pay its annual solar true-up bill due in August 2025. City staff contacted the customer regarding the delinquent balance and made multiple efforts to obtain

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payment and avoid interruption of utility service.

During these efforts, the customer submitted several checks that were subsequently returned for non-sufficient funds. Upon notification from the City's bank that the payments had been returned, utility service was discontinued for nonpayment. Staff continued to work with the customer regarding the amounts necessary to resolve the delinquency and re-establish service; however, the required payments were not made.

The customer subsequently vacated the premises and is no longer operating at the location.

Based upon the unsuccessful collection efforts, the customer's cessation of operations, and the circumstances currently affecting collectibility, staff has determined that the remaining accounts receivable balance of $84,824.20 is no longer reasonably collectible and should be written off as part of the City's fiscal year-end accounting for the year ended June 30, 2026.

Consistent with the City's adopted policy governing the write-off of uncollectible accounts, authorization of a write-off is an accounting action and does not constitute forgiveness, waiver, release, or cancellation of the underlying debt. The write-off removes the amount from the City's active accounts receivable for accounting and financial reporting purposes; however, the obligation remains outstanding.

Accordingly, approval of the proposed write-off will not terminate the City's ability to pursue recovery of the amount owed. City staff will continue to pursue any appropriate and legally available means of collection, including referral to a collection agency or other collection efforts, as circumstances warrant. Any amounts subsequently recovered will be recorded by the City in accordance with applicable accounting procedures.

Approval of Resolution No. R-80-2026 will authorize Finance staff to complete the necessary accounting entry and reconcile the Electric Utility's accounts receivable as part of the City's FY2025-26 year-end closing process while preserving the City's ability to pursue future collection of the outstanding obligation.

Fiscal Impacts:

The proposed write-off will reduce the Electric Utility's accounts receivable by $84,824.20 and recognize the corresponding bad debt expense as part of the City's fiscal year-end accounting for the year ended June 30, 2026.

The write-off is an accounting adjustment associated with an existing receivable and does not require an additional cash expenditure by the City. Council authorization will allow Finance staff to complete the applicable year-end accounting entry prior to finalization of the City's FY2025- 26 financial records.

Any subsequent amounts recovered from the customer would be recorded by the City as revenue in accordance with applicable accounting procedures.

Alternatives:

Provide alternative direction to staff.

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Attachments:

1. Resolution R-80-2026 WRITE OFF OF UNCOLLECTIBLE ACCOUNTS

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RESOLUTION NO. R-80-2026

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COLTON TO

APPROVING THE WRITE-OFF AND RECONCILIATION OF

UNCOLLECTIBLE ACCOUNTS RECEIVABLE BALANCES FOR FISCAL
YEAR ENDING JUNE 30, 2026

WHEREAS; the City of Colton (“City”) has reviewed the accounts receivable balances; and,
WHEREAS, the significant effort has been put forth to collect all accounts receivable balances currently due; and,
WHEREAS, Sun Oil Group is no longer in business and has vacated the premises leaving a balance owed of $84,824.20 of uncollectable utility bills for Electric charges due to the City; and,
WHEREAS, the accounts and amounts listed below are deemed uncollectable.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF COLTON DOES HEREBY RESOLVE AS FOLLOWS:

Authorization is given for the write-off and reconciliation of uncollectible accounts receivable totaling $84,824.20 against the respective bad debt expense accounts, as follows:

Account 01951682 Sun Oil Group $ 84,824.20 Electric 520-1200-142

PASSED, APPROVED and ADOPTED this 1 st day of September, 2026

___________________________________
FRANK J. NAVARRO, MAYOR

ATTEST:

___________________________________

ISAAC SUCHIL, CITY CLERK

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Colton City CouncilSeptember 1, 2026

Colton City Council
September 1, 2026