Concord City Council
December 3, 2024

City of Concord, CA
Subaward Amount: $1 million
Project Completion Date: June 30, 2028
CFDA/Assistance Listing: 10.727 IRA Urban & Community Forestry FAIN: 24-CA-11132544-011
1 EXHIBIT A - SUBRECIPIENT AGREEMENT

USFS URBAN AND COMMUNITY FORESTRY GRANT

GROWING RESILIENCE THROUGH FORESTED COMMUNITY SCHOOLYARDS

THIS SUBRECIPIENT AGREEMENT
Section 501(c)(3) nonprofit corporation with its principal place of business at 23 Geary Street, San Francisco, CA 94108 , to the City of Concord, a California political subdivision with its principal place of business at 1950 Parkside Drive, Concord, CA 94519 ( Subrecipient

RECITALS
WHEREAS, with the passage of the Inflation Reduction Act in August 2022, the USDA Forest was authorized to receive $1.5 billion to invest in urban community forests across the country and, after a rigorous review of 842 applications, the USFS announced funding awards of $1.13 billion to 385 projects in all 50 states, territories, islands, and tribes in September 2023 (CFDA/Assistance Listing: 10.727 IRA Urban & Community Forestry); WHEREAS, TPL received a $10 million award from the USFS as a national pass-through cities, including the City of Concord, and other yet-to-be determined entities; WHEREAS, TPL is committed to investing no less than 80% of its $10 million USFS award in local projects, including the City of Concord
WHEREAS, the City of Concord has been allocated $1 million as a subrecipient to TPL from the USFS grant to protect, enhance, and expand existing urban tree canopy in disadvantaged and nature-deprived communities; to plant and maintain additional shade trees to reduce urban heat island effects including in parks and areas near schools; to promote resource conservations and sustainability; to promote community service volunteerism; and to advance and
WHEREAS, TPL and the City hereby enter into this Subrecipient Agreement to initiate the

City of Concord, CA
Subaward Amount: $1 million
Project Completion Date: June 30, 2028
CFDA/Assistance Listing: 10.727 IRA Urban & Community Forestry FAIN: 24-CA-11132544-011

City of Concord, CA
Subaward Amount: $1 million
Project Completion Date: June 30, 2028
CFDA/Assistance Listing: 10.727 IRA Urban & Community Forestry FAIN: 24-CA-11132544-011
2 NOW, THEREFORE, TPL and the Subrecipient agree to the following:

1. USFS Cooperative Agreement. All provisions of the Cooperative Agreement between TPL and the USFS, Federal Financial Assistance Award of Cooperative Agreement, 24-CA- 11132544-011, Between The Trust for Public Land and the USDA Forest Service, State, Private February 5, 2024 ,
apply to this Subrecipient Agreement, and the Cooperative Agreement is attached as Appendix A to this Agreement and incorporated herein.
a. The Subrecipient should note that following provisions in Attachment A of the Cooperative Agreement specifically apply to the Subrecipient:
i. Section I: Use of Forest Service Insignia
ii. Section M: Non-Discrimination Statement- Printed, Electronic, or Audiovisual Material
iii. Section S: Trafficking in Persons
iv. Section V: Eligible Workers
v. Section Z: Prohibition on Certain Telecommunications and Video Surveillance Services or Equipment
b. The Subrecipient must also adhere to the Whistleblower Notice at Attachment C of the Cooperative Agreement.

2. Subrecipient Information. Pursuant to 2 CFR 200.332(a)(1), the Subrecipient must complete and submit the requested information at Appendix B of this Agreement, which is incorporated herein.

3. Subrecipient Project. The Subrecipient shall use the subaward solely for the following project:

The City of Concord will protect, enhance, and expand existing urban tree canopy in disadvantaged and nature-deprived communities; to plant and maintain additional shade trees to reduce urban heat island effects including in parks and areas near schools; to promote resource conservations and sustainability; to promote community service volunteerism; and to advance equity for disadvantaged and underserved communities.

Upon execution of this Agreement, TPL and the Subrecipient shall work to refine the project scope and budget, if needed, to ensure that urban tree canopy is increased in disadvantaged

City of Concord, CA
Subaward Amount: $1 million
Project Completion Date: June 30, 2028
CFDA/Assistance Listing: 10.727 IRA Urban & Community Forestry FAIN: 24-CA-11132544-011

3 communities and to the extent possible, to increase tree canopy located at, in proximity to, or having a nexus to schools.

The Subrecipient must fully participate in the technical assistance and capacity-building tasks and objectives led by TPL and assist TPL with evaluation and communication plans and programs.

4. Term. The term of this Agreement commences on the Effective Date and ends on June 30, 2028.

5. Subrecipient
award. TPL hereby allocates to the Subrecipient a total award in the amount of $1 million . Subrecipient shall submit invoices and supporting documentation for reimbursable expenses to TPL no more than monthly to receive subaward payment. Invoices shall include the specified invoice period and outline expenses incurred in accordance with the proposed budget. Supporting documentation may include, but is not limited to, copies of contractor invoices.

Expenses undertaken by the Subrecipient prior to the execution of this Agreement are not eligible for reimbursement. However, TPL will consider expenses incurred in the 90-day period prior to execution of this Agreement on a case-by-case basis.

6. No Match Required. The 1:1 match ordinarily required by the USFS is waived pursuant to the provision of Public Law 117-169 (Inflation Reduction Act) and based on assurance from the Subrecipient that 100% of the project and subaward will benefit disadvantaged communities.

7. No Assignment. Neither party shall assign this Agreement, the subaward, the Subrecipient project, nor any rights or benefits accruing to it hereunder.

8. Federal Requirements. The Subrecipient acknowledges that it is subject to the same federal requirements as those that apply to TPL, which include but are not limited to OMB guidance in subparts A through F of 2 CFR Part 200, as adopted and supplemented by the USDA in 2 CFR Part 400 (adoption by USDA of the OMB guidance in 2 CFR 400 gives regulatory effect to the OMB guidance in 2 CFR 200). Notable federal requirements are as follows:

City of Concord, CA
Subaward Amount: $1 million
Project Completion Date: June 30, 2028
CFDA/Assistance Listing: 10.727 IRA Urban & Community Forestry FAIN: 24-CA-11132544-011

4 a. Federal Procurement. Because this is a subaward of Federal financial assistance, the Subrecipient is subject to the federal procurement requirements. Subrecipient shall provide documentation ensuring compliance with federal procurement requirements upon request by TPL. Subrecipient will not be reimbursed for activities not in compliance with 2 CFR 200.

b. Subaward Requirements, 2 CFR 200.331 through .333. The Subrecipient shall i. submit quantitative and qualitative project accomplishments for reporting periods ending June 30 and December 31 to a public-facing Impact Reporting Platform (instructions for project impact reporting shall be provided by USFS); ii. submit required financial and performance information and/or reports to TPL, and specifically an interim Federal Financial Report, Standard Form SF-425, to be submitted by July 15 and January 15 to TPL by the Subrecipient; iii. submit all required final financial and performance reports to TPL, and specifically a final Federal Financial Report, Standard Form SF-425, within 120 days of the end of the period of performance (October 31, 2028); iv. report subawards and executive compensation pursuant to 2 CFR Part 170, and as detailed in Attachment B of the Cooperative Agreement; v. provide TPL and its auditors with access to the Subrecipient's records and financial statements as necessary and for audit purposes; vi.
subaward is used for authorized purposes in compliance with this Agreement, and that subaward performance goals are achieved;
vii. abide by any TPL or USFS terms and conditions concerning closeout of the subaward (for USFS minimum requirements, see Cooperative Agreement, Attachment A, Forest Service Award Provisions at Section O, at page 9 of 19) c. Other Federal Requirements . The Subrecipient must abide by all other applicable federal laws, regulations and requirements, such as but not limited to health and safety regulations and minimum wage.

9. State and Local Requirements. The Subrecipient shall undertake and perform its project in strict compliance with applicable state and local laws, regulations and requirements.

10. No Liability. TPL, USFS, and the United States shall not be liable to the Subrecipient for any costs, damages, claims, liabilities, and judgments that arise in connection with the

City of Concord, CA
Subaward Amount: $1 million
Project Completion Date: June 30, 2028
CFDA/Assistance Listing: 10.727 IRA Urban & Community Forestry FAIN: 24-CA-11132544-011

5 performance of activities pursuant to this Agreement, including damage to any property owned by the Subrecipient or any third party.

11. Contacts. The individuals listed below are authorized to represent their organizations for matters related to this Agreement. Any revision to these organizational contacts requires notification to the other party.

TPL Contact: Linda Hwang
Senior Director, Strategy & Innovation
23 Geary Street, San Francisco, CA 94108
Telephone: 415-570-1571
Email: [email protected]

Subrecipient Contact: Kit P. Jory Sr
Parks/Medians/Urban Forestry Division Manager
Department of Public Works
1455 Gasoline Alley, Concord, CA 94519
Telephone: (925) 671-3385
Email: [email protected]

12. Notification. The Subrecipient shall immediately notify TPL of developments that have a significant impact on the activities supported under this subaward. Also, notification must be given in case of problems, delays or adverse conditions that materially impair the ability to meet the objectives of the subaward. This notification must include a statement of the action taken or contemplated, and any assistance needed to resolve the situation.

13. Acknowledgement/ Use of Logos. The Subrecipient shall acknowledge TPL and USFS support in any publications, audiovisuals, and electronic media developed as a result of this subaward.

Prior to the Subrecipient using TPL and/
such as a website, social media, printed publication, or audiovisual production, written (includes email) permission must be granted by TPL and/or USFS. (See Section I and Section M of Attachment A of the Cooperative Agreement for the Use of Forest Service Insignia and the USFS Nondiscrimination Statement that must be included in printed, electronic or audiovisual material).

City of Concord, CA
Subaward Amount: $1 million
Project Completion Date: June 30, 2028
CFDA/Assistance Listing: 10.727 IRA Urban & Community Forestry FAIN: 24-CA-11132544-011

6 14. Dispute Resolution. This Agreement anticipates that TPL and the Subrecipient will work together in good faith. In the event a dispute arises concerning this Agreement or the disputes arising between them as efficiently and cost effectively as possible. At all times, TPL and the Subrecipient will provide candid and timely disclosure of all relevant facts to facilitate negotiations, and each will assign appropriate representatives to meet and make good faith efforts to resolve the dispute. Should such efforts fail to resolve the dispute, the parties may engage a mutually agreed upon external third-party to facilitate a resolution to the dispute.

15. Termination. This subaward may be terminated, in whole or part pursuant to 2 CFR 200.340.

16. Modifications. This Agreement may be modified only by mutual consent of the parties, and by issuance of a written amendment signed by both parties hereto.

17. Authorized Representatives. By signature below, each party certifies that the individuals listed in this document as representatives of TPL and/or the Subrecipient are authorized to act on behalf of their respective entities.

18. Multiple Originals/Electronic Signatures. Electronic signatures of or on behalf of either party to this Agreement shall be effective for all purposes, including delivery, as an original. This Agreement may be executed in multiple originals, which shall be deemed to be one document.

IN WITNESS WHEREOF, the parties have executed this Subrecipient Agreement as of the Effective the Date first above set forth.

THE TRUST FOR PUBLIC LAND

By:_________________________________
Jim Obendorf
SVP, Chief Financial & Administrative Officer
23 Geary Street, Suite 1000
San Francisco, CA 94108

Date:_______________________________

SUBRECIPIENT: CITY OF CONCORD, CA

By: _________________________________
Valerie J. Barone
City Manager
1950 Parkside Drive
Concord, CA 94519

Date:_______________________________
4/4/2024
4/4/2024

City of Concord, CA
Subaward Amount: $1 million
Project Completion Date: June 30, 2028
CFDA/Assistance Listing: 10.727 IRA Urban & Community Forestry FAIN: 24-CA-11132544-011

Appendix A
Cooperative Agreement, 24-CA-11132544-011,
Between The Trust for Public Land and the USDA Forest Service, State, Private & Tribal February 5, 2024

City of Concord, CA
Subaward Amount: $1 million
Project Completion Date: June 30, 2028
CFDA/Assistance Listing: 10.727 IRA Urban & Community Forestry FAIN: 24-CA-11132544-011

Appendix B
Subrecipient Information, 2 CFR 200.332(a)(1)

In addition to the information that must be inserted below, the Subrecipient must complete and submit to TPL the AD-1048, Certificate Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion Lower Tier Covered Transactions (available at https://www.usda.gov/sites/default/files/documents/ad-1048.pdf) and FS-1500-22, Financial Capability Questionnaire
(https://www.fs.usda.gov/Internet/FSE_DOCUMENTS/stelprd3834433.docx) forms to TPL.

Subrecipient Federal Award Identification. (Insert information below)

(i) Subrecipient name (name associated with its unique entity identifier): City of Concord

(ii) Subrecipient's unique entity identifier: R18EUE4LETK7

(iii) Federal Award Identification Number (FAIN): 24-CA-11132544-011

(iv) Federal Award Date: February 5, 2024

(v) Subaward Period of Performance Start and End Date: Effective Date of Subrecipient Agreement to June 30, 2028

(vi) Subaward Budget Period Start and End Date: Effective Date of Subrecipient Agreement to June 30, 2028

(vii) Amount of Federal Funds Obligated by this action by the pass-through entity to the subrecipient:
$1 million

(viii) Total Amount of Federal Funds Obligated to the subrecipient by the pass-through entity including the current financial obligation: $1 million

(ix) Total Amount of the Federal Award committed to the subrecipient by the pass-through entity: $1 million

(x) Federal award project description, as required to be responsive to the Federal Funding Accountability and Transparency Act (FFATA): Concord Urban & Community Forestry Program

City of Concord, CA
Subaward Amount: $1 million
Project Completion Date: June 30, 2028
CFDA/Assistance Listing: 10.727 IRA Urban & Community Forestry FAIN: 24-CA-11132544-011

(xi) Name of Federal awarding agency, pass-through entity, and contact information for awarding official of the Pass-through entity: USDA Forest Service; The Trust for Public Land, Jim Obendorf, CFAO, [email protected]

(xiii) Identification of whether the award is R&D: NO

(xiv) Indirect cost rate for the Federal award (including if the de minimis rate is charged) per 2CFR 200.414: 12%

Staff Report
Date: December 10, 2024
To: City Council
From: Valerie Barone, City Manager
Reviewed by: Mark Bustillos, Chief of Police
Prepared by: Renee Williams, Police Sergeant
[email protected]
(925) 603-5902
Subject: Considering adoption of a Resolution accepting and appropriating grant funding from the Department of Justice (DOJ) in the amount of $68,744 for Retail Tobacco
Enforcement and Education and authorizing the City Manager to execute a Memorandum of Understanding (MOU) with the Department of Justice in the amount of $68,744 to provide for Retail Tobacco Enforcement and Education in the City of Concord. (Department of Justice Tobacco Grant)
Report in Brief
On October 16, 2024, the Department of Justice Tobacco Grant Program announced the approval of Concord Police Department’s application for grant funds in the amount of $68,744 for select enforcement operations, local retailer inspections, and appropriation of funds for Retail Tobacco Enforcement and Education. The duration of term for this MOU and grant monies is FY 2024-2025 and FY 2025-2026. The time limit for reimbursements against this award ends on 06/30/2028.

Recommended Action
Adopt a Resolution accepting and appropriating grant funding from the Department of Justice (DOJ) in the amount of $68,744 for Retail Tobacco Enforcement and Education (Attachment 1); and authorize the City Manager to execute a Memorandum of Understanding (MOU) with the Department of Justice in the amount of $68,744, to provide for Retail Tobacco Enforcement and Education in the City of Concord (Department of Justice Tobacco Grant), (Attachment 2).

6.a6.a6.a

City Council Agenda Report
Agenda Item No. 6.a
December 10, 2024
Background
The Concord Police Department is committed to providing the highest quality of police services to enhance community safety. Tobacco use among minors remains a significant public health concern, especially as it pertains to flavored tobacco products. The City adopted an updated tobacco ordinance in 2023 that included prohibiting the sale of flavored tobacco products and established other price and packaging requirements. The City of Concord has 81 registered retail sales locations.

Shortly after the City adopted the updated tobacco ordinance the Concord Police Department began both an education and an enforcement program. By the end of 2024, the Police Department was able to inspect all 81 tobacco retail locations for compliance with State and local regulations and conduct 20 underage decoy operations. The Police Department has established a complaint reporting system through the Concord Connect app, allowing residents to report suspected illegal tobacco activities. While no reports have been submitted via Concord Connect, the Code Enforcement Unit did receive one complaint regarding the sale of cigarettes to a minor at one of our retail locations. In response, a code enforcement case was opened, and a minor decoy operation was conducted. Although the business did not sell tobacco to the minor, it was found to be in violation for possessing unpermitted tobacco products and was issued two citations. The case remains open and is under active investigation.

In February, June, October and November of 2024, police conducted underage decoy operations and site inspections at 26 of the City’s 81 tobacco retail establishments. Of the 26 locations, none sold tobacco to the minor. However, three were cited for non-compliance with the City’s price and packaging regulations, as well as for possessing flavored tobacco products.

In February, May and September of 2024, Code Enforcement Officers conducted 56 tobacco retail compliance checks. Of the 56 locations, eight retail establishments were out of compliance and were cited.

Analysis
Tobacco Grant Program funds will be used to pay for all personnel costs associated with the enforcement of state and City of Concord tobacco laws through tobacco retailer inspections, education and enforcement (“grant objectives”) from FY 2024-2025 and FY 2025-2026.

Specifically, the grant will compensate the City for Police Officers and Code Enforcement Officers for conducting the following activities:

1. Tobacco retailer inspections and compliance checks:
 Inspect all 81 registered tobacco retail locations per year. Retailers in violation of tobacco regulations will receive an administrative citation.

City Council Agenda Report
Agenda Item No. 6.a
December 10, 2024

2. Decoy operations using minors:
i. Each fiscal year, a total of six days will be dedicated to using a minor decoy, with the goal of targeting 40 retailers.If the establishment sells or furnishes any tobacco products to the minor, a uniformed officer outside of the store will be summoned inside and a criminal citation will be given to the individual who sold or furnished the tobacco product.
ii. The case will be packaged and submitted to the City Attorney’s Office for prosecution.
 If the establishment possesses any banned tobacco products, an administrative citation will be issued.
 The clerk and business owner will be educated on smoking laws and regulations.

3. Undercover buy operations, especially as it pertains to selling banned flavored tobacco products.
 Conduct six undercover buy operations per year (in addition to the minor decoy operations outlined above).
 Concord Police Officers will conduct undercover buy operations at randomly selected establishments that sell tobacco using a plain clothes Police Officer.
 The officer will ask to purchase flavored tobacco products. If the establishment possesses any banned tobacco products, a uniformed officer and a code enforcement officer outside the store will be summoned inside and a citation will be issued to the clerk and/or business owner.  The clerk and/or business owner will be educated on tobacco regulations.

The business owner will be mailed an educational Notify letter.

4. Retailer and youth tobacco education.
 Provide educational materials to 81 retailers per year.  Provide on-site education to 81 retailers per year.
 Every tobacco retailer in the City of Concord will be inspected at least once annually. Following the inspection, the clerk and/or business owner will receive verbal education on the tobacco regulations. The business owner will also be mailed an educational Notify letter.

Financial Impact
No matching funds are required to accept and appropriate the grant funds.

City Council Agenda Report
Agenda Item No. 6.a
December 10, 2024
Public Contact
The City Council Agenda was posted.

Attachment

1. Resolution

2. California Department of Justice and Concord Police Department Tobacco Grant Program Memorandum of Understanding (MOU)

Res. No. 24-xx 1

BEFORE THE CITY COUNCIL OF THE CITY OF CONCORD

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
A Resolution Accepting and Appropriating Grant
Funding from the State of California Department of
Justice, Office of Attorney General, Tobacco Grant
Program in the amount of $68,744 for Retail Tobacco
Enforcement and Education and Appropriation of
Funds and Approval for Use for the City’s Retail
Tobacco Enforcement and Education Program
Resolution No. 24-XX
/
WHEREAS, on October 16, 2024, the State of California Department of Justice (DOJ) approved grant funds to the Concord Police Department in the amount of $68,744 for the Tobacco Grant Program; and
WHEREAS, the funds will be used for conducting Retail Tobacco Enforcement and Education during the period of November 1, 2024, to October 31, 2026; and WHEREAS, the appropriation of these funds and approval for conducting selective retail tobacco enforcement and education operations amends the Police Department Operating Budget for Fiscal Year 2024-25 and 2025-26; and
WHEREAS, the Chief of Police has recommended acceptance of the State of California Department of Justice (DOJ) Tobacco Grant program funds in the amount of $68,744 for the Concord Police Department’s Retail Tobacco Enforcement Program to promote a healthier community.

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

Section 1. This item is exempt from California Environmental Quality Act (CEQA) as it does not constitute a "project" within the meaning of Public Resources Code Section 21065, CEQA Guidelines Section 15060(c)(2), 15273, and/or 15378 including subsection (b)(4). If this were determined to be a “project” for CEQA analysis, this activity falls within the "Common Sense" CEQA exemption set forth in CEQA Guidelines Section 15061(b)(3). No unusual circumstances exist and none of the exceptions under CEQA Guidelines Section 15300.2 apply. This determination reflects the City’s independent judgment and analysis
Section 2: Accept these grant funds in the amount of $68,744.

Attachment 1

Res. No. 24-xx 2
Section 3. Authorize the appropriation and use of these funds for expenditure on the Retail Tobacco Enforcement Program thereby amending the Police Department Operating Budget for the Fiscal Years 2024-2025 in the amount of $34,372 and 2025-2026 in the amount of $34,372, for a grand total of $68,744.

Section 4.

Authorize the City Manager and Chief of Police to execute any agreements, Memorandum of Understanding (MOU) and/or other materials as necessary in order to meet the program goals and expend such grant funds, subject to the City Attorney approval.

Section 5. This resolution shall become effective immediately upon its passage and adoption.

PASSED AND ADOPTED by the City Council of the City of Concord on December 10, 2024, by the following vote:

AYES: Councilmembers -
NOES: Councilmembers -
ABSTAIN: Councilmembers -
ABSENT: Councilmembers -
I HEREBY CERTIFY that the foregoing Resolution No. 24-## was duly and regularly adopted at a regular meeting of the City Council of the City of Concord on December 10, 2024.

Joelle Fockler, MMC
City Clerk
APPROVED AS TO FORM:

Susanne Meyer Brown
City Attorney

Tobacco Grant Program
Grant Services Branch – Local Assistance
Division of Operations
Concord Police Department DOJ-PROP56-2024-25-1-018

Attachment 2

MEMORANDUM OF UNDERSTANDING

PURPOSE
This Memorandum of Understanding (“MOU”) is entered into by the Department of Justice (“DOJ”) and the Concord Police Department (“Grantee”), for the purpose of disbursing grant funds to Grantee for reimbursement of expenditures in compliance with the California Code of Regulations and the Fiscal Year 2024-25 Grantee Handbook.

Commencing January 1, 2023, the California Code of Regulations, Title 11, Division 1, Chapter 5:

Department of Justice Tobacco Grant Program (“TGP Regulations”) shall govern the policies and procedures of the Tobacco Grant Program.

The TGP Regulations, Request for Proposals, Grantee Handbook (dated April 2024), and Summary of Award document are hereby incorporated by reference into this MOU. Grantee will expend funds for the purposes identified in the approved Summary of Award document. Reimbursements are to be funded under the California Healthcare, Research and Prevention Tobacco Tax Act of 2016, approved by the voters as Proposition 56.

COST REIMBURSEMENT
DOJ agrees to reimburse Grantee in arrears, for Grantee’s actual expenditures in performing the project or scope of work included in the approved Summary of Award document. Reimbursements for line items in the approved Budget Detail will be made upon receipt of invoices from Grantee and approval of the invoices by DOJ, in accordance with the reimbursement procedures set forth in the TGP Regulations and Grantee Handbook.

BUDGET CONTINGENCY CLAUSE
It is mutually agreed, if the Budget Act of the current fiscal year and/or any subsequent years covered under the MOU does not appropriate sufficient funds, the MOU shall be of no further force and effect.

In the event this situation occurs, DOJ shall have no liability to reimburse/pay any funds to Grantee, or to furnish any other considerations under this MOU. As well, Grantee shall not be obligated to continue performing the provisions of this MOU, for which the Grantee would have been reimbursed.

If funding for any fiscal year is reduced or deleted in the Budget Act for purposes of this MOU, DOJ shall have the option to either cancel this MOU with no liability occurring to DOJ or offer an addendum to the Grantee to reflect the reduced amount.

Concord Police Department DOJ-PROP56-2024-25-1-018

PROJECT BREACH-TERMINATION
Failure of a Grantee to comply with this MOU or the TGP Regulations shall be treated by DOJ as a breach of contract. If an act of noncompliance occurs, DOJ may take actions described within the TGP Regulations, including termination. DOJ may terminate this MOU and be relieved of any obligation to disburse grant funds to Grantee should Grantee fail to perform the scope of work at the time and in the manner provided in this MOU.

MISCELLANEOUS PROVISIONS
Addendum – No addendum or variation of the terms of this MOU is valid unless made in writing and signed by the duly authorized representatives of the parties.

Assignment – This MOU is not assignable by Grantee in whole or in part.

Indemnification – Grantee agrees to indemnify and hold harmless DOJ, its officers, agents and employees from all claims, liabilities, or losses in connection with the performance of this MOU.

Certifications – Grantee certifies that it does not receive funding from a manufacturer, distributor, or advertiser of Cigarettes or Tobacco Products. Grantee further certifies that grant funds will not supplant existing state or local funds dedicated for the same purpose.

TERMS
Grant Duration: 11/1/2024 – 6/30/2028
Award Amount
Category of Expenditure Budget
FY 2024-2025
Budget
FY 2025-2026
Budget
FY 2026-2027
Budget
FY 2027-2028
Personal Services $33,334 $33,334 $ $
Operating Expenses and
Equipment $0 $ $ $
Administrative Costs (Not to
Exceed 5%) $1,038 $1,038 $ $
TOTAL AWARD AMOUNT $68,744
The time limit for reimbursements against this award ends 6/30/2028. Requests for reimbursement received after 7/15/2028 cannot be considered by DOJ.

GRANTEE CONTACT INFORMATION
Renee Williams, Acting Lieutenant
Concord Police Department
1350 Galindo St., Concord, CA 94520
925-671-3075
[email protected]

Concord Police Department DOJ-PROP56-2024-25-1-018

AUTHORIZATION
DOJ and Grantee, by their duly authorized officials, have executed this MOU on the respective dates indicated below. This MOU and any future addendums shall be e-mailed to [email protected], care of the Division of Operations, Local Assistance Unit, Tobacco Grant Program, and will become fully executed upon completion of signatures from all parties. ___________________________________ ___________________ NAME: Date
Title:

Agency:
___________________________________ ___________________ NAME: Date
Title:

Agency:
___________________________________ ___________________ NAME: Date
Title:

Agency:
______________________________ ___________________
JENNIFER IVERY JOHNSON, Grant Manager Date
Division of Operations
California Department of Justice
___________________________________ ___________________ NICOLE LEARNED, Administrative Manager Date
Division of Operations
California Department of Justice
__________________________________ ___________________
CHRIS RYAN, Chief Date
Division of Operations
California Department of Justice

Staff Report
Date: December 3, 2024
To: City Council
From: Valerie J. Barone, City Manager
Reviewed by: Karan Reid, Director of Finance
Prepared by: Greg Taylor, Director of Information Technology [email protected]
(925) 671-3189
Subject: Considering the approval of various actions and associated contracts related to the acquisition of a new financial Enterprise Resource Planning (ERP) System for a total not-to- exceed amount of $11,192,780 over 10 years, including a 20% contingency; and authorizing the City Manager to execute the ERP agreements in a form acceptable to the City Attorney. (IT Replacement Budget and General Fund)
CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c),
15061(b)(3), and/or 15378.

Report in Brief
The City of Concord utilizes the Enterprise Resource Planning (ERP) software system, Lawson, for its mission critical Financial and Human Resources operations. Lawson is the core City software for Financial Reporting, Budgeting, Procurement, Payroll, Human Resources (HR), and other City functions. This fundamental City application is based on a twenty-year old platform, and although upgrades have been made periodically, the software is extremely outdated and no longer meeting the City’s needs.

Replacement of the City's ERP system has been a key initiative for the City since fiscal year 2021-22. Consistent with best practices for replacement of ERP systems, the City issued a Request for Proposals (RFP) for advisory services for ERP selection in June 2022, followed up by an RFP for a new ERP system in November 2023. After an extensive assessment, the City’s selection committee determined that Workday was the

6.b6.b6.b6.b6.b

City Council Agenda Report
Agenda Item No. 6.b
December 3, 2024
optimal solution to replace the City’s Lawson ERP software due to Workday’s much greater functionality, improved reliability, increased security and technologically advanced cloud architecture.

The cost for the Workday project over 10 years is $9,327,317.00. This includes the Workday software, Teller Cashiering software/hardware, implementation services from Cognizant, Plante Moran Project Management, and augmented City staff support for coverage during implementation. When including a 20% contingency, the total not-to- exceed cost over 10 years is $11,192,780.

A large portion of the ERP replacement costs are front loaded due to the initial implementation, configuration, software, training, and support, costing $5,804,072 over the first two years. Years three through ten are all budgeted to be less than what the City is currently spending to support the Lawson system. The City currently budgets $623,063 a year to support Lawson and this new contract will cost the City on average $500,000 a year for the Workday/Teller solution, starting in year three. All funding for the first two years is available within the Information Technology (IT) Replacement Budget. Years three through ten will be budgeted in future budgets starting with the FY 2026/27 biennial budget process. Continued funding for all Workday and associated software products will be dependent on Council approval of future budgets.

Recommended Action
Authorize the City Manager to approve various actions and associated contracts related to the acquisition of a new financial Enterprise Resource Planning (ERP) System for a total not-to-exceed amount of $11,192,780 over 10 years, including a 20% contingency; and authorizing the City Manager to execute the ERP agreements in a form acceptable to the City Attorney; and make the CEQA determinations as provided in this staff report.

Background
The City depends on its mission critical business systems to support City staff as they provide services to the public. The primary backbone software for Human Resources and Financial operations is the City’s Enterprise Resource Planning (ERP) System, Lawson. Lawson was first purchased by the City in 1988 to process accounting transactions and provide financial information for reporting. Lawson was upgraded to its current platform in 2004, and Human Resources functions were added. More than twenty years after that 2004 implementation, the City's size and complexity have completely outgrown Lawson’s capabilities.

Numerous issues have been experienced while attempting to improve the existing Lawson financial system. Due to its age and long history of software configuration changes, fixes often have to occur outside of the Lawson application through manual processes. These manual processes are much more difficult to maintain and as their numbers increase, so does their logistical overhead, greatly reducing Finance and HR efficiency. Also, the significant modifications to the core Lawson software over the last

City Council Agenda Report
Agenda Item No. 6.b
December 3, 2024
two decades has led to serious concerns that Lawson could eventually become unsupportable where future updates would not be possible, which would seriously compromise the City’s ability to operate.

The Lawson ERP system also fails to meet a large and growing list of City requirements, and its replacement has been a priority initiative since 2021. Given the complicated nature of this project and the associated costs, the City instituted a methodical project planning and preparation process for the selection and implementation of a new ERP system.

Analysis
Implementing a new ERP system became a key initiative for the City in late 2021 and an RFP for ERP Selection Services was issued in June 2022. In February 2023, City Council approved an agreement with Plante Moran for ERP selection and implementation services. Plante Moran has provided consulting services to assist with project management, conducting a needs assessment, developing and distributing an ERP RFP, and guiding the City through the evaluation and selection process.

As a result of this process, the City has determined that Workday (backbone software system), implemented by Cognizant (WorkDay implementor), partnering with Teller (software for cash handling), is the preferred solution.

The process that the City undertook to make this decision is as follows:

ERP Needs Assessment:

The City designated a selection committee of key staff across Finance, Human Resources, Information Technology, and Public Works. As part of the governance structure, staff throughout the City provided input throughout the process as needed.

Plante Moran developed software requirements based on unique requirements gathered from interviews with City staff from all departments and public sector best practices. Subject matter experts and process owners from the City reviewed and prioritized the requirements, with support from Plante Moran.

RFP Creation and Distribution:

The selection committee defined a set of evaluation criteria, as follows:
 Functionality – Compliance with requirements, including proposed modifications and customizations, product information and direction.
 Vendor Viability – Number and size of comparable installations, company background, financial stability, completeness and quality of proposal, research and development.

City Council Agenda Report
Agenda Item No. 6.b
December 3, 2024
 Cost – Including one-time, ongoing, and 10-year cost.  Implementation Approach and Ongoing Support – Implementation approach, vendor staffing provided on the project, post-implementation support, completeness of work plan, training approach, change management approach, project management approach.
 Technical Requirements – Current technology, use of industry standard tools, compatibility with existing infrastructure.

Plante Moran facilitated the development of an RFP that comprised the scope of the project, key criteria, response guidelines, and the vendor selection process.

The City Released the RFP in November 2023 that included an invitation for bidders to attend a virtual pre-proposal meeting, submit questions in writing, and submit their proposal in January 2024.

Proposal Evaluation Process:

The City received 8 proposals that met the minimum qualifications in January 2024 from the following vendors:

Proposed Vendors
Implementor System Third-party products
Alight Solutions Workday Can/Am Teller (Cashiering)
Cognizant Workday Can/Am Teller (Cashiering)
Denovo Oracle Cloud
Oracle Netsuite Netsuite
Cendien Infor CloudSuite
Cogsdale Microsoft Dynamics
OpenGov OpenGov
Tyler Technologies Tyler ERP
The City’s selection committee reviewed the vendor proposals while Plante Moran prepared analyses of how the vendors complied with the requirements, costs for the software and services, and responses to the vendor forms. The analysis materials provided to the selection committee assisted their review process.

Selection committee members submitted scoring on each proposal based on functionality, vendor viability, implementation approach, technical infrastructure, and costs. Based on the aggregated scoring, the selection committee invited the following vendors in for on-site demonstrations in April and May 2024.

City Council Agenda Report
Agenda Item No. 6.b
December 3, 2024
Shortlisted Vendors
Implementor Software
Tyler Technologies Tyler ERP
Alight Solutions Workday
Cognizant Workday
The vendors above conducted on-site demonstrations for a total of 3 days each following detailed demonstration scripts that included critical functionality in finance, human resources, technology, and their implementation approach.

Final Vendor Selection:

Selection committee members engaged in additional due diligence for the shortlisted vendors, including: reference checks with similar organizations, written follow-up questions and answers with the vendors.

Selection committee members submitted individual scoring for each vendor which resulted in Cognizant (Workday) as the preferred implementor and system.

Some of the key benefits and reasons for the selection of Workday include:
 Workday is a significant provider to corporations worldwide and has moved into the public sector over the last decade. Its California clients include the City of Los Angeles, Ontario, Rancho Cucamonga, San Mateo and Contra Costa County.

The robust nature of the system reflects the needs of its clients and provides a mechanism for the City to dramatically improve its business process and automate more tasks, allowing staff to work on higher-level analysis and other work products.
 The system uses the best cloud technology architecture available to provide maximum system uptime, full functionality from any location and mobile devices, and excellent system security from the IT perspective.
 Workday provides user interfaces that will meet the core financial system needs while providing a user-friendly dashboard and search features that make the system more accessible to non-accounting staff to access reports and data.  Workday can be supported by other third-party providers when clients require customizations or integrations, allowing for a vast pool of consultants and companies to assist as needed post-implementation rather than being locked into relying on the support of the software developer.
 By integrating Human Resources and Finance functions in a user-friendly way, many processes currently done manually will be automated, resulting in

City Council Agenda Report
Agenda Item No. 6.b
December 3, 2024
significant savings in staff time, fewer errors, and increased efficiency for all City departments and employees.
 The implementation strategy for Workday heavily emphasizes change management and using the new system as an opportunity to reinvent business processes, instead of "lifting and shifting" legacy processes into the new system.

Workday's implementation partner, Cognizant, is staffed by former public finance professionals and specializes in re-examining legacy practices and re- engineering them to meet current needs.
 Workday is designed to serve as a central and secure data repository for HR and financial data, where consolidating functions, automating tasks, and providing analytics are accomplished in one system.
 Workday has powerful reporting and data analytic functionality - a critical component of any modern software system is its ability to provide a unified real- time and easy-to-use analytical tool.

To successfully implement the Workday ERP system, the City selected Cognizant as the implementation partner. Cognizant was the top ranked implementor of the two Workday implementors that proposed. Cognizant’s government experience, project approach, tools and templates, and proposed team are well suited to support the City on a successful implementation. As the City's partner, Cognizant will guide the implementation project from start to finish and work collaboratively with the City to implement the system with best practices in mind to result in a more efficient and effective organization.

Teller is the cashiering software that is partnering with Workday to support the financial functions of Workday. The Teller system will provide centralized cashiering functionality that will be implemented by the Can/Am Teller team and integrated with Workday.

Plante Moran will continue working with the City as their ERP consultant to support the implementation. Plante Moran’s experience providing implementation assistance for similar government organizations implementing Workday software will allow them to keep the City and vendors on track during the implementation. In addition to providing project management support, they will provide subject matter expertise across many business areas and change management services throughout the implementation.

The total cost for the project consists of one-time and recurring subscription costs over a ten (10) year term. The table below illustrates the costs for the ERP implementation and software, and the costs for each agreement with Workday, Cognizant, Teller, and Plante Moran as well as augmented City staff support for coverage during implementation.

City Council Agenda Report
Agenda Item No. 6.b
December 3, 2024
Workday Cognizant Teller Plante Moran
Staff
Augmentati
on Total
One-time costs1
Year 1
$66,660.00 $2,240,812.0
0 $205,613.0
0 $327,663.00 $500,000.00 $3,340,748.00
Year 2
$1,120,406.0
0 $163,832.00 $250,000.00 $1,534,238.00
Ongoing costs
Year1
$323,201.0
0 $80,580.00 $403,781.00
Year2
$441,502.0
0 $83,803.00 $525,305.00
Year3
$448,431.0
0 $87,155.00 $535,586.00
Year4
$377,004.0
0 $90,642.00 $467,646.00
Year5
$384,545.0
0 $94,267.00 $478,812.00
Year6
$392,234.0
0 $392,234.00
Year7
$400,079.0
0 $400,079.00
Year8
$408,080.0
0 $408,080.00
Year9
$416,241.0
0 $416,241.00
Year10
$424,567.0
0 $424,567.00
TOTAL: $9,327,317.00
With 20%
Contingenc
y: $11,192,780.00
1Costs are split between the first and second year based on the project duration, and this allocation is subject to change based on the detailed project schedule that is to be defined and executed.

As noted, the City has not implemented a new ERP system in over 20 years. The advancements over that timeframe are significant and the reality is that the technology available in 2004 pales in comparison to what is available today. To transition from Lawson to Workday requires a complete paradigm shift in processes and technology and will facilitate significant systems improvements and organizational efficiencies. And, while the initial contract is for 10-years, it is highly likely Concord’s reliance on the new system will last significantly longer. Consequently, the City Manager, Finance Director, HR Director and IT Director have determined that the one-time costs to implement

City Council Agenda Report
Agenda Item No. 6.b
December 3, 2024
Workday are reasonable and unavoidable. The current Lawson ERP system no longer meets the City’s needs and must be replaced. Workday is the best solution for that replacement.

Another cost consideration is the recurring subscription for Workday once implementation is completed. The functionality and capabilities of Workday far surpass those of the current financial system. The City budgeted $623,063 this year for Lawson maintenance and support, which is greater than the annual recurring subscription of Workday and Teller combined. Taken together, the Workday and Teller subscriptions average out to $500,000 annually for years 3 through 10, saving the City a projected $1,000,000 over those years when compared to continuing with Lawson.

Workday will also streamline business processes and eliminate operational and software redundancies. The benefit of the change will grow over time as the City needs to provide fewer resources overall.

Proposed Agreements
The proposed agreement with Workday is for a ten (10) year term, subject to future appropriations by the City Council for years 3 through 10 of the contract.

In addition to the agreement with Workday, an agreement with Cognizant is also requested. Cognizant is one of Workday's consulting partners and will be the City's partner in the deployment and implementation of Workday and has nearly two decades of experience in full-service Finance and Human Resources transformation consultancy.

Cognizant will assist the City by leveraging their government experience, templates, cost reduction and efficiency techniques with Workday's technology, and ensuring proper execution of Workday for the immediate requirements and long-term growth and flexibility for the City. As the City's partner, Cognizant will guide the project from start to finish, report on progress, resolve issues, and work collaboratively with City staff to maximize the implementation of the system. Importantly, Cognizant will also support re- examining and re-engineering the City's business processes to take advantage of automation and implement best practices. (Attachment 1) Cashiering is also a critical element of the core financial functions of Finance, impacting cash management, accounts receivable, and general support to the public and local businesses. The centralized cashiering system proposed as part of the transition to Workday would be provided by a third party, Teller, as a part of this ERP solution. The Teller system will provide this important functionality to all departments that conduct cashiering transactions as part of their services. (Attachment 2) Plante Moran will serve as the implementation project management consultants to help keep the project on track during the implementation. Plante Moran will provide project management services from project initiation through project closing. They will also provide change management, financial account transformation services, and other subject matter expertise as needed along the course of the project. (Attachment 3)

City Council Agenda Report
Agenda Item No. 6.b
December 3, 2024
During the ERP implementation, unexpected issues and problems will be encountered that will lead to additional hours spent by the ERP project implementor or other software or programming costs. The best solution to manage these unforeseen events is to budget a robust contingency for the overall project but not for any particular vendor.

Therefore, City staff recommends incorporation of a total project contingency of 20% over the 10 years and authorization for the City Manager to allocate that contingency among any aspects of the project as necessary and, accordingly, to amend agreements within the approved contingency's limit to achieve the project.

Implementation Strategy and Support Needs
The ERP implementation will span approximately 18 months, currently anticipated to begin in February 2025 and end with "go live" of the new ERP system in July 2026. The size and scope of this project are such that it will require a considerable amount of dedicated staff time. During that time, the estimated staffing plan to support the ERP implementation is nearly 17,000 hours of total staff time.

Given the amount of time needed, the City's Finance, IT, and HR staff will not have sufficient capacity to manage their daily duties and implement the ERP system concurrently. Some staff time will need to be backfilled through the use of temporary personnel to ensure the success of the ERP implementation. The project budget includes funds for those additional staffing resources during the implementation period.

In addition, the proposed amendment to the agreement with Plante Moran also includes enhanced project management services for the duration of the ERP implementation to assist with the workload.

Procurement Process
In November 2023, in accordance with the City of Concord Procurement Policy, the City completed a Request for Proposal for Enterprise Resource Planning System Selection (RFP #12.01.23). The Request for Proposal process resulted in a total of 8 submissions that met minimum qualifications. Those 8 were narrowed down to the top two vendors and those finalists were invited to demonstrate their services for a multi-departmental review by City staff. The final vendor was chosen using a selection process and criteria detailed above, that included the company’s qualifications and experience, managerial and staff capability, proposed methodologies, references, and cost. Workday, with Cognizant as the implementor, was determined to be the optimal respondent to Request for Proposal #12.01.23.

Environmental Determination
Pursuant to Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c), 15061(b)(3), and/or 15378 award of this contract is not subject to environmental review under the California Environmental Quality Act (CEQA) of 1970, as amended, as it will not result in a direct or reasonably foreseeable indirect physical change in the environment, and falls within the “common sense” exemption set forth in

City Council Agenda Report
Agenda Item No. 6.b
December 3, 2024
CEQA Guidelines Section 15061(b)(3), excluding projects where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.”
Financial Impact
All required funds for the first two years of Workday software subscriptions and associated implementation are currently available within the IT Replacement Budget.

Years three through ten will be budgeted in future budgets starting with the FY 2026/27 biennial budget process and are anticipated to save the City money annually when compared to the cost for continuing with the Lawson system, which no longer meets the City’s needs. All expenditures in years 3 through 10 are dependent upon Council budgeting the dollars necessary for the software and services in future budgets.

Public Contact
The City Council Agenda was posted.

Attachments

1. Cognizant Statement of Work

2. Teller Statement of Work

3. Plante Moran Statement of Work

Statement of Work
Workday Deployment Services
Preparation Date: September 30, 2024
Prepared For:

City of Concord, California
Attachment 1

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 2

STATEMENT OF WORK
FOR

WORKDAY DEPLOYMENT SERVICES

This Statement of Work (“SOW”) is made effective on the 3rd day of February 2025 (the “SOW Effective Date”) by and between City of Concord, California (“Client”), having its principal place of business at 1950 Parkside Drive, Building D, Concord, CA 94519 and Collaborative Solutions, LLC, a limited liability company (“CSLLC”), an Affiliate of Cognizant Worldwide Limited (“Cognizant”), having its principal place of business at 300 Frank W Burr Boulevard, Suite 36, 6th Floor, Teaneck, NJ 07666 for Services scheduled to begin on February 3, 2025 (“Start Date”) and expected to end on July 24, 2026.

This SOW, together with the Agreement, sets out the terms pursuant to which CSLLC will provide c
ertain Services, as further described below. This SOW is being entered into in connection with and subject to the terms and conditions contained in the Master Services Agreement by and between Cognizant and Client dated as of [AGREEMENT EFFECTIVE DATE] (the “Agreement”). All capitalized terms used herein that are not otherwise defined shall have the same meaning as ascribed to such terms in the Agreement.

1.0 Scope of Work (“Scope”)
The Scope set out below describes the limits of the implementation in terms of organization, functionality, data conversion, integrations, reports, change management, and training which will be a part of the project.

1.1 Organization Scope

1.1.1 Person Population

Population Type Count
Active Employees ~Five hundred sixty (560)
Contingent Workers Active in current year
Terminated Workers Active in current year
Retirees ~One hundred (100)

Region Countries
North America United States of America

1.1.2 Language: All communication, documentation, data, and Deliverables will be in English.

1.1.3 Currency: United States Dollars (“USD”).

1.1.4 Security: Single sign-on and activation of Workday Factory delivered security groups.

1.2 Functionality Scope
The following functional areas will be configured within the Workday application. This project is being deployed using CSLLC’s Cynergy methodology.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 3

Functional Area Location Scope
Human Capital Management (“HCM”): Core United States of America Compensation: Core United States of America
Compensation: Processing (Advanced
Compensation)
United States of America
Benefits United States of America
Talent & Performance Management United States of America Learning Management
(includes media cloud)
United States of America
Absence Management United States of America
Time Tracking United States of America
Payroll United States of America
Core Financial Management, Accounting, and
Finance
United States of America
Financial Accounting United States of America
Budgets United States of America
Banking and Settlement United States of America
Procurement United States of America
Supplier Accounts United States of America
Business Assets United States of America
Expenses United States of America
Revenue Management (customer accounts) United States of America Project and Work Management United States of America
Grants Management United States of America
Prism United States of America
Mobile Solutions United States of America
Employee Self-Service United States of America
Manager Self-Service United States of America

Configuration of the functional areas above will be limited to the functionality Scope contained in Appendix D of this SOW.

1.3 Data Conversion Scope
Four (4) tenant builds are included in the Scope of this SOW. The Configuration tenant build will be built on top of the foundation recipe and Foundation Data Model (“FDM”).

The Client specific configuration will be built iteratively on top of that baseline.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 4

Legacy data loads will be split into three (3) separate groups, aligned with each Workset, and loaded during the Configuration tenant build. Data will be converted into Workday during each of the conversion cycles without data scrambling or masking. Data scrambling or masking is not included in the Scope of this SOW, with the exception of email addresses for all person types which will be masked until the Gold/Pre-Production build. The tenant builds for this SOW include:
• Foundation tenant becomes the Configuration tenant, which consists of up to three (3) Workset data loads
• End-to-End tenant
• Parallel tenant used for payroll Parallel Testing
• Gold/Pre-Production tenant

The da ta conversion Scope is further detailed in Appendix E. Cynergy data validation reports will be provided as a starting point for data conversion files. Minor modifications will be necessary for Client specific requirements of additional data points; however, any additional changes to the delivered reports are considered out-of-Scope.

1.4 Interfaces/Integrations Scope
The integrations listed in Appendix B are included in the Scope of the project. Below is a summary of the integration counts.

Integrations Owner Cloud
Connect
Enterprise Interface
Builder/Document
Transformation Service
Workday
Studio
Other
CSLLC Thirteen (13) Six (6) Thirteen (13) Five (5)
Client Zero (0) Eight (8) Zero (0) Zero (0)

1.5 Report Scope
All Workday delivered standard reports associated with the Scope listed in Section 1.2 are included in the Scope of the project. If CSLLC has included additional hours of assistance for additional custom reporting support and training as part of CSLLC's estimate, it will be identified in the Pricing section of this SOW. Any hours identified for custom reporting support are inclusive of design discussions, requirements gathering, development and Knowledge Transfer (“KT”).

Any specific custom reports listed in Appendix B are included in the Scope of the project.

1.6 End User Organizational Change & Training (“OC&T”) Scope As they relate to the applications, areas, and events specified in Sections 1.1 and 1.2 above, CSLLC will complete Organizational Change Management and Training Services. Specific Services and tasks to be performed by CSLLC and the Client are

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 5

detailed in Section 2.0 below. All OC&T activities, communication, materials, and Deliverables will be conducted and/or produced in English.

2.0 Services and Responsibilities
This section identifies the Services to be performed by CSLLC and the responsibilities of Client.

Stage CSLLC Services Client Responsibilities
Strategy • Assemble the CSLLC project team for
Strategy stage
• Conduct Strategy planning sessions
• Schedule Strategy meetings and
provide status reporting
• Participate in weekly project meetings
• Jointly schedule Strategy workshops
• Executive summary
• Conduct Strategy map session
• Define project governance and
decision-making model
• Conduct data conversion readiness
session
• Conduct foundation data assessment
sessions
• Conduct Workday technology,
enterprise architecture, and reporting
sessions
• Conduct persona workshop to review
standard persona cards for the
following four (4) areas (as reflected in
project Scope)
o Employee
o Manager
o Human resources (“HR”) partner
o Cost center manager
• Attend key Strategy sessions to collect
initial change impacts
• Develop preliminary change impact
analysis to reflect information from key
Strategy sessions
• Provide stage sign-off document
• Assemble the Client project team for
Strategy stage
• Attend Strategy planning sessions
• Attend weekly project meetings
• Jointly schedule Strategy workshops
• Optional:
• Perform business process optimization
sessions
• Conduct current state reviews
• Document future state processes
• Create process maps and identify gaps
• Assess Production readiness
• Conduct service delivery model sessions
• P rovide input into the executive
presentation summary
• Provide organizational change
counterpart to regularly interface
with CSLLC’s OC&T team
• Participate in persona workshop
• Update standard persona cards following
persona workshop
• Provide input on the preliminary change
impact analysis
• Sign off on stage
Plan • Assemble the CSLLC project team
• Deliver discovery templates to Client
• Establish a regular cadence of status
report and governance meetings
including a monthly steering committee
meeting
• Jointly schedule planning sessions
• Identify and provide project team and
project Subject Matter Experts (“SMEs”)
• Identify stakeholders, sponsors, and
system administrators
• Participate in functional and technical
planning sessions

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 6

Stage CSLLC Services Client Responsibilities
• Create the integration tracker
(dashboard)
• Conduct functional and technical
project planning sessions
• Create the project plan (including, but
not limited to, resourcing availability
and blackout times)
• Create the project charter
• Create baseline tenant management
plan
• Identify initial risks and
recommendations to reduce risk
• Participate in and support the project
kickoff meeting
• Conduct data and reporting readiness
workshops
• Provide the sample data conversion
and validation strategy template;
advise on development of the data
conversion strategy and plan
• Provide data conversion and
configuration workbooks
• Assist with questions regarding
mapping of data to Workday data
model
• Jointly schedule architect workshops
• Conduct FDM alignment sessions
• Jointly create the executive
presentation for project kickoff meeting
• Provide test strategy sample template;
advise on development of the test
strategy
• Build Foundation tenant
• Work with Client to set up CSLLC’s
secure transfer site for sharing
confidential/private employee data
• Load Client data for Foundation tenant
• Provide feedback regarding potential
data issues and exceptions from the
Foundation build
• Schedule and conduct project initiation
checkpoint Workday Delivery
Assurance review
• Provide stage sign-off document
• Establish and attend monthly steering
committee meetings including CSLLC
Engagement Manager (“CSLLC EM”)
• Provide input into the project plan
• Provide input into the project charter
• Participate in and provide input into data,
reporting, and integration readiness
workshops
• Participate in integration planning session
• Prepare for and lead project kickoff
meeting
• Provide plan and policy documents
• Provide integration requirements and
existing sample files
• Notify third-party vendors for integrations
and obtain agreement to the Timeline
• Provide third-party vendors contact
information
• Lead the development of the data
conversion strategy and test strategy plan
• Participate in and provide input to OC&T
strategy workshop
• Complete data gathering and
configuration workbooks and submit to
CSLLC’s secure transfer site
• Review and approve project governance,
strategy map, readiness workshop output
and change strategy (Plan stage
Deliverables)
• Participate in executive readout of
Strategy stage Deliverables
• Jointly identify initial risks and
recommendations to reduce risk
• Initiate process of receiving requirements
to third-party vendors
• Receive integration requirements from
third-party vendors
• Confirm Client support contact
• Develop training plan for project
resources
• Identify key resources to complete
Workday training
• Complete Workday training including
workbook, integration, and functional
training
• Jointly create the executive presentation
for project kickoff meeting

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 7

Stage CSLLC Services Client Responsibilities
• Provide plan and policy documents
(benefit plans, leave policies, union
agreements, etc.)
• Work with CSLLC to set up CSLLC’s
secure transfer site for sharing
confidential/private employee data
• Provide Implementation tenant for
exclusive use on this project
• Jointly schedule architect workshops
• Sign off on stage

Architect &
Configure
• Manage the project plan
• Participate in weekly one (1) hour
project management meetings
• Provide weekly status report
• Co- lead monthly steering committee
status meetings
• Conduct weekly one (1) hour
workstream meetings as needed
• Develop initial change impact
document based on Plan readiness
sessions then transition change impact
document to Client to own and
maintain change impacts in architect
and Workday Customer Confirmation
Sessions (“CCS”)
• Conduct iterative Workset design and
playback workshops
• Develop the CSLLC assigned
integration design approach
documents; advise Client on
development of design approach
documents for Client assigned
integrations
• Provide the data-gathering workbooks
for the Configuration tenant
• Deliver the initial functional design
documentation for sign-off
• Assist with questions regarding
mapping of data to Workday data
model
• Build Configuration tenant
• Provide exception reports/issues log
from tenant build
• Deliver Cynergy
tenant validation
reports and support validation efforts of
Configuration tenant
• Provide input to the project plan
• Participate in weekly project and
workstream meetings
• Co-lead steering committee meetings
• Provide project SMEs for architect
workshop and CCS
• Participate in architect workshop and
CCS
• Assist in clarifying configuration
requirements
• Review and approve initial change impact
document then own and maintain for
duration of project
• Conduct integrations architect workshop
(design sessions) for Client assigned
integrations
• Develop Client assigned integration
design approach documents
• Agree to integration design approach
documents (after detailed design review
sessions)
• Review and sign off on functional design
documents
• Finalize data conversion strategy and
plan
• Update data-gathering workbooks for
Configuration tenant
• Develop extract scripts and provide
validated extract data from legacy
system(s) into a single set of data into the
CSLLC prescribed data conversion
templates for load to the Workday
platform for the Configuration tenant
• Provide Client personal data/personally
identifiable information for Configuration
tenant and submit to CSLLC’s secure
transfer site

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 8

Stage CSLLC Services Client Responsibilities
• Provide baseline End-to-End Test
templated scenarios to Client for
review and use determination
• Conduct smoke test for Configuration
tenant (Smoke testing is performed by
executing short tests to ensure all key
functional areas are working correctly)
• Begin functional KT process during
Configuration tenant smoke testing
(Knowledge Transfer (KT) is a
standard piece of CSLLC’s
methodology. KT is used to teach the
Client team how to take ownership of
the system from a functional
perspective, for areas like business
process setup or application security,
and be able to quickly respond to
organizational needs without being
reliant on a third-party vendor.)
• Jointly conduct CCS
• Develop CSLLC assigned integrations
• Conduct smoke testing of integrations
developed by CSLLC
• Create integration operations
instruction guides for CSLLC assigned
integrations
• Update functional design documents
• Provide smoke test scenarios from
architect workshops and advise on
Client defined test scenarios (smoke
testing definition is the same as above,
the objective of this bullet is to advise
the Client team on the creation of test
scenarios specific to their organization.

Examples can include the use of
smoke test scenarios, unit test
scenarios, and the review of example
scenarios from previous projects))
• Provide input on test management
processes and tools including defect
management, status tracking/reporting
and daily test status meetings
• Review Client defined test scenarios
for End-to-End and Production Dress
Rehearsal
• Design, develop and smoke test
CSLLC assigned reports (Any custom
reports or modifications to existing
reports assigned to the CSLLC team
will begin the design and development
process during this phase of the
project. Smoke testing is performed by
• Validate Configuration tenant build
• Review and resolve issues from exception
reports
• Review existing reports and confirm which
Workday reports will meet these needs
and identify any necessary custom
reports as part of the Architect &
Configure stage
• Finalize test strategy
• Develop catch-up data transaction entry
approach
• Define and document test plan and test
scenarios (End-to-End and Regression)
• Jointly conduct CCS
• Conduct Workset configuration validation
testing
• Develop Client assigned integrations
• Conduct Unit Testing of configuration
• Conduct smoke testing of integrations
developed by Client
• Create integration operations guides for
all Client assigned integrations
• Review integration smoke test results and
final integration design to provide sign-off
of integrations ready for End-to-End
Testing
• Participate in functional KT during
Configuration tenant Unit Testing
• Define and implement test management
processes and tools including defect
management, status tracking/reporting
and daily test status meetings
• Develop comprehensive cross-functional
scenarios from smoke and/or End-to-End
Test templated scenarios provided by
CSLLC
• Review and finalize test scenarios, test
scenario assignments and detailed daily
test plan
• Train and prepare testers for testing
• Develop material to be presented at the
Test stage kickoff meeting
• Design, develop and Unit Test Client
assigned reports
• Sign off on functional design documents
• Develop extract scripts and provide
validated extract data from legacy
system(s) into a single set of data into the
CSLLC prescribed data conversion

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 9

Stage CSLLC Services Client Responsibilities
executing short tests to ensure all key
functions are working correctly)
• Transition ownership of final CSLLC
maintained design workbooks to Client
at the end of the stage
• Assist with questions regarding
mapping of data to Workday data
model
• Build End-to-End tenant
• Provide exception reports/issues log
from End-to-End tenant build
• Deliver Cynergy tenant validation
reports and support validation efforts of
End-to-End tenant
• Provide stage sign-off document

templates for load to the Workday
platform for the End-to-End tenant
• Provide Client personal data/personally
identifiable information for End-to-End
tenant and submit to CSLLC’s secure
transfer site
• Validate End-to-End tenant build
• Review and resolve issues from exception
reports
• Sign off on stage Test • Manage the project plan
• Conduct weekly project meetings and
workstream meetings, up to one (1)
hour each
• Co- lead steering committee meetings
• Participate in Test stage kickoff
session
• Conduct one (1) hour navigation
review per workstream, at start of test
cycle
• Create integrations schedule
recurrence tracker
• Support integration defect resolution
for CSLLC assigned integrations
• Provide functioning CSLLC assigned
interfaces per the test plan
• Prepare and conduct Production
Dress Rehearsal – user experience
sessions
• Prepare and conduct Production
Dress Rehearsal – governance &
engagement
• Prepare and conduct Production
Dress Rehearsal – support operations
• Coordinate the first Workday product
release during the project along with
KT for Client to manage subsequent
updates
• Participate in one (1) thirty (30)
minute daily End-to-End or Parallel
Test status meeting, limited to one (1)
CSLLC functional workstream
consultant and one (1) CSLLC
• Provide input to the project plan
• Participate in weekly project meetings
and workstream meetings
• Co- lead steering committee meetings
• Lead Test stage kickoff session
• Lead daily End-to-End and Parallel Test
meetings
• Execute all test scenarios (End-to-End,
User Acceptance and Regression) and
provide test management (e.g., testing
coordination, compiling scenarios,
reporting metrics, etc.)
• Resolve Client assigned test incidents
• Support integration defect resolution for
Client assigned integrations
• Provide functioning Client assigned
interfaces per the test plan
• Coordinate, plan and participate in
Production Dress Rehearsal – user
experience sessions
• Coordinate, plan and participate in
Production Dress Rehearsal –
governance & engagement
• Coordinate, plan and participate in
Production Dress Rehearsal – support
operations
• Client SMEs to participate in KT
meetings
• Develop subset or supplemental
scenarios for additional testing during
Test stage
• Update system configuration as required

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 10

Stage CSLLC Services Client Responsibilities
integration consultant, if applicable for
workstreams where there is an open
issue
• Conduct up to five (5) one (1) hour KT
meetings, per workstream
• Resolve CSLLC assigned test
incidents; advise Client in resolution
of Client assigned test incidents
• Support Client led End-to-End issue
resolution up to five (5) hours per
week per workstream
• Assist with questions regarding
mapping of data to Workday data
model
• Build of Parallel tenant
• Provide exception reports/issues log
from Parallel tenant build
• Deliver Cynergy
tenant validation
reports and support validation efforts
of Parallel tenant
• Support execution of three (3) payroll
Parallel cycles per Client defined
Parallel Test management strategy
and success criteria
• Provide sample deployment cutover
plan, advise Client in developing
detailed cutover plan
• Provide KT workbook for sign off
• Provide stage sign-off document

• Update design documentation (as
required by internal audit team)
• Participate in the first Workday product
release during the project; coordinate
activities related to subsequent updates
• Complete test of extraction and load
process for catch-up data transaction
entry
• Develop extract scripts and provide
validated extract data from legacy
system(s) into one (1) set of data into the
CSLLC prescribed data conversion
templates for load to the Workday
platform for the Parallel tenant
• Provide Client personal data/personally
identifiable information for Parallel tenant
and submit to CSLLC’s secure transfer
site
• Validate Parallel tenant build
• Review and resolve issues from
exception reports
• Complete catch-up data transaction
entry for parallel
• Execute three (3) payroll Parallel cycles
per Client defined Parallel Test
management strategy and success
criteria
• Manage and sign off on all test results
(End-to-End, Parallel and Regression)
• Develop deployment cutover plan
• Complete and sign off on the KT
workbook
• Sign off on stage

Deploy • Manage the project plan
• Conduct weekly project meetings and
workstream meetings; participate in
steering committee meetings
• Provide the Workday Go-Live
Checklist and Move-to-Production
Authorization
• Schedule and conduct final Workday
Delivery Assurance reviews
• Update integration schedule and
recurrences tracker
• Assist with questions regarding
mapping of data to Workday data
model
• Build of Gold/Pre-Production tenant
• Provide input to the project plan
• Participate in weekly project meetings
and workstream meetings; conduct
steering committee meetings
• Manage and execute the deploy cutover
plan
• Develop extract scripts and provide
validated extract data from legacy
system(s) into a single set of data into
the CSLLC prescribed data conversion
templates for load to the Workday
platform for the Gold/Pre-Production
tenant
• Provide Client personal data/personally
identifiable information for Gold/Pre-

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 11

Stage CSLLC Services Client Responsibilities
• Provide exception reports/issues log
from Gold/Pre-Production tenant build
• Deliver Cynergy tenant validation
reports and support validation efforts
of Gold/Pre-Production tenant
• Deliver Cynergy tenant validation
reports and support validation efforts
of Sandbox tenant
• Verify migration of CSLLC assigned
integrations
• Schedule integrations according to
the integrations schedule recurrence
tracker
• Schedule the transition to Production
support meeting with Client (held after
Move-to-Production)
• Jointly complete the Workday Go-Live
announcement
• Provide stage sign-off document

Production tenant and submit to
CSLLC’s secure transfer site
• Validate Gold/Pre-Production tenant
build
• Review and resolve issues from
exception reports
• Provide required sign off for Sandbox
configuration migration to Production
• Verify migration of Client assigned
integrations
• Jointly complete the Workday Go-Live
announcement
• Approve and sign off on the Workday
Go-Live Checklist and Move-to-
Production Authorization
• Create and distribute the Workday Go-
Live announcement
• Sign off on stage

Post-
Production
Support
• Provide standby support after the
Move-to-Production as defined by the
number of weeks in the Timeline
outlined in Section 3.3
• Conduct KT sessions for CSLLC
developed integrations if required
• Conduct payroll support
• Conduct support for first financial
period close
• Provide stage sign-off document
• Implement post Go-Live governance support
model including staffing and managing help
desk
• Complete catch-up data transaction entry
• Make any updates to Production, including
final load of transactional conversion data
• Sign off on stage

OC&T Services

CSLLC Services Client Responsibilities
Organizational
Change
• Provide all change management tools
and templates
• Attend all strategy sessions to begin
collecting change impacts
• Attend and participate in the project
kickoff meeting
• Develop preliminary OC&T Project
Plan
• Provide organizational change
counterpart to regularly interface with
CSLLC’s OC&T team
• Provide input and approval of all facets
of the change management strategy
and timeline
• Participate in OC&T kickoff and
architect workshop(s)

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 12

CSLLC Services Client Responsibilities
• Conduct OC&T kickoff and architect
workshop(s)
• Facilitate weekly workstream meetings
for on-going support and guidance on
usage of tools and templates, for the
duration of the project
• Advise on stakeholder identification
• Advise on organizational change
strategy
• Co-develop initial change impact
analysis to middle of Architect &
Configure stage
• Advise on change impact executive
summary
• Develop preliminary communications
plan to middle of Architect & Configure
stage

• Conduct stakeholder and organizational
readiness assessments
• Identify stakeholders, sponsors and
change champions
• Provide OC&T resources to attend and
engage in functional alignment
workshops
• Co-develop change impact analysis to
middle of Architect & Configure stage;
maintain change impact analysis
starting at midpoint of Architect &
Configure stage
• Develop and deliver all end user
communications
• Maintain communications plan starting
at midpoint of Architect & Configure
stage
• Develop change network strategy and
manage change network
• Plan, lead, and execute user experience
sessions
• Provide any necessary translations
End User
Training
• Develop training needs analysis and
training curriculum plan
• Provide access to all job aids for
functional areas in Scope
• Provide access to all job aids for
functional areas in Scope
• Develop content and deliver training
for up to four (4) instructor-led training
courses including power point
presentations and practice activities
• Customize job aids for the Client’s
specific tenant configuration, up to (50)
hours
• Prepare training tenant for end-user
training, up to eighty (80) hours
• Configure in-system guidance, up to
twenty-five (25) hours
• Review and approve the training needs
analysis and training curriculum plan
• Lead development of all end-user
training materials as defined in the
training curriculum plan
• Lead development and configuration of
in-system guidance (help text, guided
tours, etc.)
• Provide any necessary training
translations
• Coordinate training delivery and
deployment to end user populations
• Deliver training to all end user
populations as defined by the training
curriculum plan
• Register training participants and track
training completion
• Assess training effectiveness
• Manage and implement change
sustainment strategy/plan
• Measure and report on end user
adoption
• Coordinate training remediation

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 13

CSLLC Services Client Responsibilities
• Provide input on training tenant strategy
• Review and approve the training needs
assessment and training curriculum plan
• Develop and deliver end user training,
beyond CSLLC’s effort allowances as
defined by the training curriculum plan
• Customize job aids, beyond CSLLC’s
effort allowances
• Prepare training tenant beyond
CSLLC’s effort allowances
• Provide input on in-system guidance
strategy, including specific policy
information

3.0 Project Approach

3.1 Methodology
The implementation will be completed by following CSLLC’s Cynergy methodology which consists of the following stages: Plan, Architect & Configure, Test, and Deploy.

The specific tasks and durations to complete these tasks will be detailed in the project plan, project charter and Project Schedule/Timeline which are to be developed jointly by the CSLLC EM and the Client Project Manager.

3.1.1 Delivery Model
CSLLC will deliver this implementation using the onshore Global Delivery Center (“GDC”) delivery model. CSLLC is providing a project team comprised of Workday certified experts both at onshore and GDC locations that provide the knowledge required to ensure a successful implementation utilizing a combination of Client specific requirements and industry best practice.

3.2 Governance
Project Management
In the Plan stage of the project, the CSLLC EM will work with the Client Project Manager to develop a detailed project plan to be used to maintain project tasks and the Timeline.

A project charter will be created to guide the team in maintaining Scope and project objectives. The project charter will also define the path of issue escalation.

Finalization of the Scope, as determined during the Plan and Architect & Configure stages, may require the project team to revise the estimates and resource requirements for the remaining stages of the project.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 14

Change Control Process
Any additional or modified Scope of Services, changes in Assumptions & Dependencies, and/or Timeline shall be documented in a separate written and fully executed Project Change Order Form (“Change Order”) using the template set forth in Appendix C. Such form shall include the written approval of an authorized representative of Client before CSLLC will begin any additional work or incur any charges or fees outside the Scope of this SOW. Client and CSLLC agree to the following process:
• Step 1: CSLLC will prepare a description of the necessary change including Scope, process, cost, impact to the Timeline, and impact to resources along with a list of alternative solutions.
• Step 2: The Client Project Manager will review and approve or reject within his or her authority or escalate to the executive sponsor for review and approval or rejection.
• Step 3: Client will review and approve or deny the request for the additional or modified Services within three (3) business days so as not to cause any unnecessary delay in the Timeline.
• Step 4: Any approved additions or modifications to the Scope of Services will be documented pursuant to a Change Order and become an addendum to this SOW.

Status Reporting
During the Plan stage of the project, the CSLLC EM will coordinate with the Client Project Manager to establish a set of regularly scheduled meetings to present project status and risks. These will include, but are not limited to, a monthly steering committee meeting, a weekly project core team status meeting, weekly workstream meetings, a weekly project management meeting, and additional meetings, as needed. The CSLLC EM will report out at the steering committee and team status meetings on the status, activities, issues, and other relevant project information.

The monthly steering committee meeting will include a review of the Timeline and status, accomplishments to date, upcoming project activities and milestones, review of issues and risks requiring action from the steering committee members, potential changes to Scope and a review of the financials of the project. The steering committee will include a readout by the CSLLC EM on the state of the project; participation may be in person or remote.

A weekly status meeting will be held with the core team and the Client Project Manager to assess recent accomplishments, issues, risk factors and to ensure that the work planned for the next two (2) weeks is properly resourced. Risk factors and roadblocks will be assessed and either resolved or escalated. In addition to these meetings, meetings with functional teams will be scheduled to review and resolve any open issues.

All meeting agendas, status reports, steering committee presentations, issues log, project plan and the project charter will be stored on the project collaboration site as referenced in Section 4.0 Assumptions & Dependencies.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 15

KT
Over the course of the project, CSLLC will conduct functional and technical KT through architect workshops, CCS, weekly workstream meetings and during the Test stage.

Additional KT will occur during the Post-Production stage as needed. To formalize KT, CSLLC will complete and require sign off by the Client of the KT workbook. CSLLC and Client will utilize the KT workbook to track progress and topics during each stage. If Client requires additional KT, this may result in a Change Order. Process documentation (e.g., operational guides and process flow diagrams) is not in Scope for KT, except for the integrations operations guide for CSLLC owned integrations.

3.3 Project Schedule
The time required to complete the project (the “Project Schedule” or “Timeline”) is based on the contents of this SOW. Unless otherwise mutually agreed upon, Services under this SOW are expected commence ten (10) business days from the date of execution by the Client and CSLLC. The estimated duration and estimated start date of each project stage is listed below, pending execution of this SOW and availability of Client resources and training. The Client payroll schedule may require an adjustment on the estimated start date for the Deploy and Post-Production stages. If the Client payroll schedule requires an adjustment, the number of weeks defined in the Timeline below will determine the new stage start and end dates for the Deploy and Post-Production stages.

Client resources will attend Workday fundamentals training for the functional areas in Scope prior to the start of the Architect & Configure stage, and Client resources which are assigned to design/build integrations (as indicated in the integrations Scope) will complete the required Workday training (report writing, calculated fields, and integration- related classes) prior to the start of the Architect & Configure stage. If training is not attended, this could result in a significant impact to the time and cost of the project.

The project will be completed in one (1) phase – as presented below. The Timeline for the project is as follows:

Note:
• The Timeline listed above includes the following blackout weeks where no activities will be performed by CSLLC, for a total of eight (8) weeks:
• June 30, 2025 through July 4, 2025 for July 4
th and year end close activities
• November 24, 2025 through November 28, 2025 for Thanksgiving • December 22, 2025 through January 2, 2026 for Christmas and New Years Project Timeline
Strategy Plan Architect &
Configure Test Parallel Deploy Post
Production
Total
Weeks
Weeks 6 7 28 18 9 5 6 77
Start 2/3/2025 3/3/2025 4/21/2025 11/3/2025 3/9/2026 5/11/2026 6/15/2026 Finish 3/14/2025 4/18/2025 10/31/2025 3/6/2026 5/8/2026 6/12/2026 7/24/2026

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 16

• Six (6) additional weeks to be defined during project planning • Integrations will be developed and scheduled dependent on the batches defined in the integrations planning sessions and third-party vendor availability. • Functional architect hours are assumed to be heavier in the Architect & Configure stage and will reduce to high level oversight following CCS.

4.0 Assumptions & Dependencies
The Services, labor estimates, and Pricing presented in this SOW are dependent on the following assumptions being true:

Client will:
a. Timely complete each item listed as a Client responsibility in Section 2.0. b. Have the necessary project and executive management support to review and make timely decisions as well as coordinate the activities of this project with other Client projects which may be occurring simultaneously.
c. Have the necessary resources available in each stage, according to how they are identified in the staffing and project plans. Resources will be empowered and capable of making decisions on behalf of the Client. Resources will include, but are not to be limited to, functional and technical leads, and applicable business process and SMEs. If resource and/or priority conflicts occur, they will be discussed and resolved with the project steering committee.
d. CSLLC resource availability and overall staffing approach are determined by the jointly created project plan.
e. If CSLLC is able to travel in accordance with its internal policies and procedures, Client will provide the necessary hardware for the deployment, a desk, access to office space, and an internet connection.
f. Provide all required technology needs, connectivity, and network access to all relevant Client applications necessary for the deployment. The CSLLC consultants will have access to software including security rights and passwords where required in order to complete the deployment. CSLLC resources will provide their own laptops. If Client owned laptops or virtual machines are required to be used, this may result in a Change Order. g. B e responsible for workstation compliance to Workday’s minimum requirements. Client has determined their technical needs will be met, and internal systems and policies, as well as third-party vendors, are compatible with Workday. Any technical issues which may arise during implementation are to be resolved by Client.
h. Lead the coordination with any Client’s third-party vendor involvement required to complete the Services. Client understands that some of their third-party vendors may charge fees for the completion of Services and such fees are the sole responsibility of Client. i. Unless otherwise agreed by CSLLC’s internal security organization, the Client shall use CSLLC’s secure transfer site for the secure exchange of sensitive employee data with the CSLLC support personnel. Client will agree to limit use for data conversion or production support purposes only for the duration of the activities required. CSLLC will inactivate the secure transfer site within thirty (30) days after the support activities are completed. Client will not use CSLLC’s site for the transmission of any integration files for third-party vendors. CSLLC is not responsible for back up, archiving, or maintenance of files stored on the secure transfer site. In the event CSLLC utilizes its internal “Daytona” tool for data conversion (“Daytona”), Daytona and all of its components must be installed on the CSLLC secure cloud server and utilized solely within CSLLC’s secure transfer site. Further, Daytona

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 17

IP addresses must be added to the tenant whitelist. Daytona uses its own implementer account that must be excluded from multi-factor authentication. j. Use CSLLC provided central repository solution for non-sensitive project document sharing and CSLLC’s secure transfer site for the secure exchange of sensitive Client employee data with the CSLLC project team.
k. B e responsible for any job catalog and/or compensation restructuring efforts, with initial draft of restructure completed by the start of project. If support is needed from the CSLLC project team and/or these milestones are not met, this may result in an increased level of effort and adjustments to the Timeline.
l. Perform all the Client responsibilities in the stages identified, and per the project plan including but not limited to sign off at the completion of each stage, provision of data files, provision of test scenarios, execution of test scenarios and integration testing. m. Be solely responsible for testing and any Move-to-Production activities, which shall include configuration, business processes, data, reports and integrations. Client will provide written acceptance of test results to CSLLC prior to any Move-to-Production. n. In the event CSLLC is required to assist Client with Move-to-Production activities, Client will provide written approval if CSLLC’s assistance is required during Client’s Move-to- Production activities. Upon completion of Move-to-Production activities, Client will verify Production results and shall be solely responsible for Production accuracy. Client shall provide written acceptance to CSLLC after such Move-to-Production activities have been completed.
o. Adhere to the outlined meeting schedules defined in the Section 2.0 Services and Responsibilities table; any variation could result in an impact to cost and Timeline. p. Coordinate participation from key stakeholders and project team to attend a single CSLLC led alignment session and CCS per functional area. If additional workshops or sessions are needed, the Client Project Manager will work with the CSLLC EM to determine impact to project hours and Timeline.
q. Use CSLLC tools and templates. If the Client requires CSLLC to utilize Client specific/owned tools and templates, the Client Project Manager will work with the CSLLC EM to determine impact to project hours.
r. Provide all CSLLC OC&T consultants with implementer access to all Workday tenant environments.

Strategy Assumptions
a. Client executive sponsor(s) will be available to participate in plan/visioning sessions to set goals and objectives, vision, and help guide the governance and decision-making framework for the project.
b. Project does not include any current state process mapping sessions, or any development of process tools and templates (e.g., checklists, job aids, user knowledge articles). c. Project does not include any human resources program policy reviews or re-writing. d. Non-Workday technology assumptions –
• Client will extract and consolidate required documentation from non-Workday human resources systems to CSLLC as required for review and analysis. • Issues and progress tracking for technology changes to be made with third-party vendors to be managed and owned by Client.

Payroll Assumptions

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 18

a. Client is responsible for providing executive summaries for parallel reporting to the project leadership team. CSLLC will be responsible for providing delivered parallel reports from the CSLLC parallel ImPaCT tool.
b. Processing of payroll occurs from a centralized office for all locations included in the payroll Scope.
c. Gathering of payroll requirements and testing will be owned by a centralized office for all locations included in the payroll Scope.
d. KT will be delivered to a key resource and Client is responsible for training their payroll organization.
e. Tax filing will be handled by a third-party vendor. Workday does not currently support tax filing as part of the core Workday payroll module and only provides basic tax balancing reports.
f. If 1099 tax elections and payroll processing are required, those will be handled by a third- party vendor. Workday does not currently support 1099 tax elections or processing as part of the core Workday payroll module.
h. Payroll commitments, payroll obligations, and position budgets are not included in the Scope of this SOW. Client is responsible for the accuracy of the payroll data provided in the required format. Client is also responsible for reconciling all payroll data to the legacy system.
i. Only employees in Workday will be paid out of Workday payroll. Payments for any 1099-R retirees, spouses and/or dependents will be processed by a third-party payroll provider. j. Client is responsible for payroll compliance review with internal or external counsel.

Absence Assumptions
a. Pre-configured absence business processes and Workday security will be utilized with limited minor modifications.
b. Regulatory leave types will be implemented using a consolidated approach. c. R egulatory sick plans will be consolidated at the level utilizing the most generous entitlement for the populations included.
d. Entitlements will not be configured for leaves of absence. These will be implemented utilizing status tracking only.
e. All worker populations will share Paid Time Off (“PTO”) and sick plans.

Time Tracking Assumptions
a. Request overtime is not included.
b. Pre-configured time tracking business processes and Workday security will be utilized with limited minor modifications.
c. Time tracking configuration is limited to hourly non-exempt populations.

Integration Assumptions
a. Client integration functional owners are available for integration discovery and design sessions throughout the Plan and Architect & Configure stages. b. Client integration resources are Workday trained before they are assigned integration development access in Implementation tenants.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 19

c. Client/third-party vendor design meetings for all CSLLC owned integrations will not exceed eighty-five (85) hours across all integrations. If more hours are needed, a Change Order may be required to adjust the Timeline and level of effort. d. CSLLC integration team assistance for integrations assigned to Client will not exceed fifty (50) hours.
e. Requirements and specifications for all in Scope integrations will be available by the end of the Plan stage. If not, a Change Order will be required to adjust the Timeline and level of effort.
f. Client integration workstream meetings will be limited to a maximum of two (2) hours per week for all integration resources.
g. No integrations that are Go-Live critical are assigned to Client. h. Inbound integrations are scoped using Workday standard fields. If Workday custom objects are needed to store data, the integration effort will need to be revised. i. Requirements and specifications for all in Scope integrations will be available at the start of Plan stage.
j. Integrations (both CSLLC and Client owned) may be separated into batches depending on priority, critical and Project Schedule impacts; the Project Schedule could be adjusted due to delays in requirements or Client accessibility. Batches will have varying timelines to accommodate prioritization and architect workshop schedules to reduce rework. Wherever possible, integrations which directly impact payroll results should be given priority to ensure applicable integrations are ready prior to the start of Parallel Testing. k. Integrations dependent upon the FDM may follow separate milestones and testing cycles.

Authentication Assumptions
a. CSLLC will advise Client of the Workday options for a single sign-on solution and will perform the applicable authentication setup within the Workday tenant. b. Multi-Factor Authentication (“MFA”) is managed by Client and if Workday MFA setup is required this will result in an increased level of effort. c. Client is responsible for all implementation work outside of the Workday tenant (e.g., Security Assertation Markup Language (SAML) setup, identity server). Client will provide the appropriate resource commitments and skill sets depending on the single sign-on option selected during design.

Data Conversion Assumptions
a. Client’s project team will provide a single data file to CSLLC for each template regardless of the number of legacy systems.
b. Client is responsible for data validation and mapping requirements for all data. Client will provide all translation values and mapping to CSLLC within the design configuration workbooks.
c. Client is responsible for updating, testing, and maintaining delivered data extraction scripts/accelerators to accommodate Client’s specific configuration or design. d. The CSLLC consultant project team will then load the provided information directly into the Workday tenant using Workday’s web services. As data conversion is an iterative process, Client will be responsible for all data cleanup identified during the process and is responsible for supporting multiple data extracts from the legacy systems.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 20

Testing Assumptions
a. Client will provide a Test Lead unless otherwise stated in this SOW who is responsible for overseeing test scenario creation and consolidating scenarios to be used for End-to-End, User Acceptance Testing, Parallel and Regression Testing, managing testers, and reporting out testing metrics.
b. Client and CSLLC will implement a Change Control Process to review and approve proposed enhancements coming out of testing to identify the priority and potential impact to the Timeline, resources, and level of effort prior to changes being made. c. Client will finalize and sign off on End-to-End Testing prior to entering Parallel Testing.

Exceptions must be agreed upon by CSLLC if additional End-to-End Testing is required prior to entering Parallel Testing.
d. Testing will be completed within the time specified in the Timeline. e. Client will coordinate participation from project testers to be co-located together on a remote basis, or at a mutually agreed upon shared site if CSLLC is able to travel in accordance with its internal policies and procedures. If additional support locations are needed for testing, the Client Project Manager will work with the CSLLC EM to determine impact to project hours and the Timeline.
f. When a Workday update occurs, the only additional changes which will be included in the project are those which are automatically required by Workday. Any additional functionality is out-of-Scope.
g. Three (3) payroll Parallel Testing cycles during the Parallel stage are assumed to be in the Scope of this SOW.
h. Client is responsible for providing any executive summaries for Parallel reporting to the project leadership team.

Government Deployment Approach Assumptions
a. Business process configuration is limited to the processes defined in Appendix D. b. The Workday pre-configured content will be leveraged as the basis for design and configuration within the Scope of this project. CSLLC will not be performing a traditional fit- gap analysis on Client business requirements. If the pre-configured tenant is not appropriate for Client, as determined by Client, additional Services may be required. Client is ultimately responsible for verifying that the pre-configured content is appropriate. c. Integrations will be designed in accordance with Client’s current system requirements and shall not be reformatted unless Workday delivered templates are available for the integration. If Client's current system requirements are no longer supported, the effort will need to be assessed and the Timeline may be impacted.
d. Architect workshops and CCS will each take place over a three (3) week period during the Architect & Configure stage and may require overlap of individual workstreams.

General Assumptions
a. CSLLC will operate in a global delivery model from onshore and CSLLC’s GDC locations. b. Unless the Parties agree otherwise, support hours for onshore are assumed to be within standard business hours, defined as follows, with response time based on forecasted hours:
i. 9:00 AM Pacific Time (“PT”) through 5:00 PM PT.
ii. Monday through Friday.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 21

iii. Excluding CSLLC holidays. A list of CSLLC holidays will be made available to Client upon request.
c. All meetings where CSLLC’s GDC consultants involvement will be required will be scheduled between 8:00 AM PT and 12:00 PM PT.
d. CSLLC’s GDC consultants, when required, will be available during the Client’s business hours for key events defined as follows:
a. Requirement workshops
b. End-to-End Testing of critical issue triage
e. Pre-configuration: CSLLC team will utilize CSLLC’s leading practices based pre- configuration to conduct the design sessions in the Architect & Configure stage. The approach for the design sessions will be to review pre-configuration and then adjust the configuration in areas which are in Scope but do not meet the Client’s business requirements.
f. Design workshops will take place during a one (1) week period within each Workset and may require overlap of individual workstreams.

5.0 Term and Termination
a. This SOW shall commence on the Start Date identified above and shall continue through July 24, 2026 (the “Term”), unless terminated sooner pursuant to the Agreement.

6.0 Pricing
a. CSLLC will invoice and Client shall compensate CSLLC on a Fixed Fee basis as set forth in the table below for Services rendered. This price is inclusive of any and all associated charges and fees which CSLLC may experience during the fulfillment of this SOW, with the exception of Section 7.0 Expenses. Pricing is based on the Project Schedule defined in this SOW; any changes to the Project Schedule will require a modification in price. Invoices will be paid subject to the terms and conditions of the Agreement. Total cost of the engagement is listed in the Milestones and Events table below.
b. Payments will be made according to the following schedule:

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 22

c. Workday Delivery Assurance and Workday specific training services and fees will be covered under a separate agreement between Client and Workday. d. Invoices will be emailed to the following address(es): <EMAIL ADDRESS/ES> Any ot her mailed correspondence will be delivered as follows below:

City of Concord, California
1950 Parkside Drive
Concord, CA 94519

e. Any additional Services rendered in addition to the Scope as defined in this SOW will only be performed after the Parties agree to a Change Order utilizing the rate table to build the cost as identified below:

f. Any and all fees associated with Client’s e-invoicing, portal, or payment solution will be the responsibility of Client, without dispute. CSLLC will provide all necessary documents or invoices to confirm the fees, if such fees are incurred. g. [CLIENT TO INSERT PO NUMBER (“PO#”) HERE, IF REQUIRED – Confirmation will allow for timely and accurate invoice submission. If Client requires a PO#, Client will send a copy of the PO# to accounts-r [email protected] . I f a PO # will not need to be generated, please make a note in this section.]

M
ilestone/Event Definitions

Project Commencement – This Milestone is achieved upon the Start Date of the project as defined in the Project Schedule.

Strategy Stage: Strategy – This Milestone is achieved after the following is complete:
a. Executive Readout

Plan Stage: Delivery of Plan Artifacts – This Milestone is achieved after the following is complete:
a. Project charter
b. Draft Project Schedule and plan

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 23

c. Kickoff deck agenda and presentation draft
d. Schedule for architect workshops

Architect & Configure Stage: Delivery of Design Artifacts – This Milestone is achieved after the following is complete:
a. Architect sessions, as defined in Scope, have been conducted b. Updated functional design documentation provided to Client

Architect & Configure Stage: Delivery of End-to-End Tenant – This Milestone is achieved after the following is complete:
a. End-to-End tenant build for use in End-to-End Testing

Test Stage: Completion of End-to-End Test – This Milestone is achieved after the following is complete:
a. Execution of test scenarios or timeframe for End-to-End Testing has lapsed b. Any issues reasonably identified as preventing progress to Parallel Testing have been addressed or mitigated. Start of any Services or Responsibilities in the Deploy stage will be deemed as completion of this Milestone.

Test Stage: Completion of Parallel Test – This Milestone is achieved after the following is complete:
a. Timeframe for Parallel testing has lapsed
b. Any issues reasonably identified as preventing progress to Production have been addressed or mitigated. Start of any Services in the Deploy stage will be deemed as completion of this Milestone.

Deploy Stage: Completion of Move-to-Production (Go-Live) – This Milestone is achieved after the following is complete:
a. Production Workday system is available to any Client employees.

Post-Production support: Completion of Project – This Milestone is achieved after the following is complete:
a. Timeframe for Post-Production support has lapsed following the Move-to-Production.

CSLLC will present the applicable Deliverables to Client and Client will have three (3) business days to provide a specific list of reasonable issues to be remedied. CSLLC will address issues and resubmit the deficient Deliverables. After three (3) business days, should Client not provide a list of issues, the Deliverables will be deemed complete. Use of the Deliverables by Client will deem the Deliverables as completed.

7.0 Expenses
Client will reimburse CSLLC for its reasonable out-of-pocket travel expenses incurred in connection with the provision of the Services in accordance with CSLLC’s Travel and Expense Policy, which shall be made available to Client upon request. This will include CSLLC’s

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 24

management personnel for purposes of project oversight. Specific travel recommendations will be planned and discussed between the CSLLC EM and the Client Project Manager. Such agreed to travel recommendations shall not require additional Client pre-approval. All fees or penalties incurred due to cancellations or changes of travel at Client’s request shall be invoiced to Client. The Expense Estimate provided in Section 6.0 is a budgetary estimate only.

8.0 Signatures
IN WITNESS WHEREOF, the Parties have duly executed this SOW by their respective authorized representatives as of the SOW Effective Date.

Collaborative Solutions, LLC City of Concord, California

Authorized Signature Authorized Signature

Name Name

Job Title Job Title

Date Date

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 25

Appendix A – Description of Roles
Client Roles
Client personnel are experts on Client business/technologies and as such will have responsibility for providing project management, non-Workday functional, technical, and culture expertise to the project.

Client project team members and cross-functionality representation are currently identified as follows:
(Note that project teams’ roles could be specific to implementation needs.)

Client Team Member Description of Role
Steering Committee,
Senior Design Reviewers,
Key Stakeholders, Executive
Sponsor
The steering committee provides funding and support to the project.

Responsibilities include:
• Obtaining appropriate funding and approvals
• Ensuring all appropriate resources are available for the project • Resolving issues which are impeding the progress of the project • Providing overall direction to the Client Project Manager • Sign off on key Deliverables/project milestones
• Assuring project delivery and quality control
• Attending steering committee meetings
Project Manager

The Client Project Manager is a dedicated resource focused specifically on the Workday implementation. While CSLLC understands there are many other activities linked to the implementation, this resource needs to be dedicated full-time to the project. Responsibilities include the following:
• Establishing and managing the project details, Deliverables, schedules, tasks, assignments, and execution
• Coordinating business teams and support teams
• Driving the implementation of the optimized processes • Managing the resolution of issues
• Anticipating and resolving issues which could impact the project budget, schedule, Scope, or quality
Functional Team
(Global Process Owners,
Process Leads, and
SMEs/Business Analysts)

The functional team are those familiar with Client business processes and systems. These individuals provide information to the CSLLC Functional Consultant(s) to configure the Workday solution. Responsibilities include:
• Communicate functional requirements which need to be configured in Workday
• Describe current business processes and work with team to simplify and improve
• Work with CSLLC consultants to help map and load data into Workday
• Actively participate in all testing activities
• Pre-validate extracted data files prior to providing it to CSLLC; then validate data after it has been converted into Workday solution • Contribute to identifying and executing test scenarios for functional areas
• Perform end user training

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 26

Client Team Member Description of Role
• Participate in KT
Technical Team
(Integration Lead, Integration
Engineers/Developers, and
Data Conversion Specialist)

Technical resources perform the following:
• Support the conversion and loading of data contained in existing systems
• Design and develop custom integrations as outlined within the Scope section of this SOW
• Develop custom reports
• Manage Client communications
• Participate in KT
• Actively participate in testing activities
Note: Resource experience, data quality and the amount of transformation required could impact the actual resources needed to support the data conversion efforts.

Internal Auditor

The Internal Auditor works with the project team to ensure proper procedures are followed and proper documentation is created for the implementation of Workday and is responsible for providing compliance- related guidance and expertise to the project team.

Test Lead The Client Test Lead develops and manages the overall Client test strategy and plan. Responsibilities include:
• Establish an approach to testing
• Define resource requirements for testing
• Establish the test schedule
• Conduct overall execution of the Client prescribed End-to-End (including integrations), Production Dress Rehearsal, and Parallel Test process for either Workday payroll from start to end of the test period
• Facilitate testing coordination and progress meetings • Successfully manage defect resolutions
• Resolve test issues via coordination of Client and CSLLC teams as required to complete testing for successful completion of Workday Test
• Define the overall test strategy
• Define test approach, roles, and responsibilities
• Define test tools and scenarios by tester and success criteria for each test stage
• Define and report test metrics to the project team and project executives
Organizational Change Lead The Client Organizational Change Lead is focused on planning and executing the change management and communications activities and is the primary counterpart to the CSLLC Organizational Change Lead (if CSLLC OC&T is in Scope) and is responsible for providing primary insight into the Client’s culture, operations, and competing projects or interests. The Client Organization Change Lead is the primary liaison between the project team and other internal resources needed to execute and deploy the various change management and communications activities and is ultimately responsible for all change management and communications-related Deliverables.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 27

Client Team Member Description of Role
Training Lead The Client Training Lead is focused on planning and executing the end user training activities and is the primary counterpart to the CSLLC Training Lead (if CSLLC OC&T Services are in Scope) and is responsible for providing primary insight into the Client’s training resources and preferences, as well as competing projects or interests related to end user training. The Client Training Lead is the primary liaison between the project team and other internal resources needed to plan, execute, and deploy the various training activities for the deployment and is ultimately responsible for all training- related Deliverables. Client may choose to assign the Client Organizational Change Lead and Client Training Lead roles and responsibilities to a single actual resource.

Training Communications,
and Change Management
support Resources
Depending on the specific strategies and plans Client establishes as part of its OC&T program, additional resources will be needed at various times throughout the project lifecycle to support and execute the communications, change management, and training plans. These roles often include:
• Training Developers responsible for developing and revising the end user training collateral as defined in the training curriculum plan • Communications Leads/Developers responsible for developing, revising, and deploying the end user communications collateral as defined in the communications plan
• Trainers and Super Users responsible for gaining advanced familiarity with the new systems and user support tools, and in turn planning and delivering pre-Go-Live and ongoing training to end user audiences
• Change Champions responsible for generating awareness and support around future changes within their designated areas of influence

Workday Roles
If Workday is contracted by the Client, Workday, under a separate contract, will provide Delivery Assurance services. Workday core responsibilities include:

Workday Team Member Description of Role
Delivery Assurance Group Comprised of Workday implementation specialists, the Workday Delivery Assurance Group works with Client towards the implementation of the Workday solution. The Workday Delivery Assurance Group conducts a series of quality assurance reviews at major project milestones, when the group reviews project documentation, product configuration, and business processes. The Workday Delivery Assurance Group is responsible for the development and enhancement of the Workday implementation methodology and works closely with product strategy and development in helping steer product direction.

Note: Delivery Assurance will be a separate agreement to be contracted directly with Workday.

Appendix B – Integrations and Custom Reports
Integrations

The following integrations are in Scope. Please refer to the column labeled “Owner” to identify if the integration is Client assigned or CSLLC assigned.

ID# Integration Name Third-Party
Vendor
Functional
Area
Integration Data
Type Tool Owner
Cloud
Connector
Name
Notes
INT001 Accounting Journals
Inbound
Multiple Vendors Financials Accounting Journals
Inbound Custom
Studio CSLLC Recommend 1 template for
all Journals/Payments
inbound
INT002 CalPERS Retirement
Savings Demographic
Outbound
CalPERS Benefits Retirement Savings
Financials Outbound
Custom

EIB/DTS CSLLC
INT003 CalPERS Retirement
Savings Elections &
Loans Inbound
CalPERS Benefits Retirement Savings
Inbound Custom
Studio CSLLC
INT004 CalPERS Retirement
Savings Contributions
Outbound
CalPERS Payroll Retirement Savings
Financials Outbound
Custom
EIB/DTS Client
INT005 Medical Outbound CalPERS Benefits Medical Or Dental Or Vision Or Rx
Outbound Custom

EIB/DTS CSLLC
INT006 Dental Outbound Delta Dental Benefits Medical Or Dental Or Vision Or Rx
Outbound Cloud
Connect
CC CSLLC ANSI ASC X12N
INT007 Vision Outbound VSP Benefits Medical Or Dental Or Vision Or Rx
Outbound Cloud
Connect
CC CSLLC ANSI ASC X12N

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 29

INT008 Life & AD&D Insurance
Outbound
Prudential Benefits Life Or ADandD
Outbound Cloud
Connect
CC CSLLC Prudential:

Accident,
Critical Illness,
Hospital
Indemnity

INT009 FSA & Commuter
Eligibility Outbound
Wex Benefits FSA Or HSA Or
Transit Or Parking
Outbound Custom
EIB/DTS Client
INT010 FSA & Commuter
Contributions
Outbound
Wex Payroll Deductions
Outbound Custom
EIB/DTS Client
INT011 Completed/e-signed
documents
DocuSign Security DocuSign Cloud
Connect

CC CSLLC
INT012 Completed/e-signed
documents/Workflows
SimpliGov HCM Other Outbound
Custom

EIB/DTS CSLLC
INT013 Grants.gov applications
history and information
Inbound
Grants.gov Financials Grants Inbound
Custom
Studio CSLLC
INT014 Law Claim
history/information
Inbound
Law Financials Other Inbound
Custom
Studio CSLLC
INT015 Sedgwick Workers'
Compensation
Outbound
Sedgwick HCM Demographic
Outbound Custom
EIB/DTS Client
INT016 MissionSquare
Retirement Savings
Demographic Outbound
MissionSquare
(formerly ICMA)
Benefits Retirement Savings
Financials Outbound
Custom
EIB/DTS Client
INT017 MissionSquare
Retirement Savings
Elections & Loans
Inbound
MissionSquare
(formerly ICMA)
Benefits Retirement Savings
Inbound Custom
Studio CSLLC
INT018 MissionSquare
Retirement Savings
Contributions
Outbound
MissionSquare
(formerly ICMA)
Payroll Retirement Savings
Financials Outbound
Custom

EIB/DTS CSLLC

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 30

INT019 Scheduling Outbound TBD (Public
Safety)
Time_Tracking Time Tracking
Outbound Custom
EIB/DTS Client
INT020 Scheduling/Time
Punches Inbound
TBD (Public
Safety)
Time_Tracking Time Tracking
Inbound Custom
Studio CSLLC
INT021 NeoGov Applicant
information Inbound
NeoGov Recruiting ATS Hires and Job
Changes Inbound
Custom
Studio CSLLC
INT022 OpenGov Public
financial data Inbound
OpenGov Financials Accounting Journals
Inbound Custom
Studio CSLLC
INT023 OpenGov Public
financial data Outbound
OpenGov Financials Accounting Journals
Outbound Custom
EIB/DTS Client
INT024 Questica Budgeting
Inbound
Questica Financials Budgets Inbound
Custom
Studio CSLLC
INT025 Questica Budgeting
Outbound
Questica Financials Budgets Outbound
Custom

EIB/DTS CSLLC
INT026 Accela Journals Inbound Accela Financials Accounting Journals Inbound Custom
Studio CSLLC
INT027 Accela Payments
Outbound
Accela Financials Payments Outbound
Custom EIB
EIB/DTS Client
INT028 Basic SSO/SAML Setup TBD Security Basic SSO SAML Setup Outbound
Custom
Setup CSLLC
INT029 Active Directory
Outbound
TBD HCM Active Directory
Outbound Cloud
Connect

CC CSLLC
INT030 E-Verify E-Verify HCM eVerify Outbound
Cloud Connect

CC CSLLC
INT031 Payroll ACH Outbound Bank of America Payroll ACH NACHA Payment Outbound Cloud
Connect

CC CSLLC
INT032 Payroll Positive Pay
without Voids
Outbound
Bank of America Payroll Positive Pay without
Voids Outbound
Custom

EIB/DTS CSLLC

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 31

INT033 Payroll Check Layout Workday Birt Payroll Check
Custom Check
Layout_Low

BIRT CSLLC
INT034 Financials (AP) Check
Layout
Workday Birt Financials Custom
Check Layout_Low

BIRT CSLLC
INT035 Financials ACH
Outbound
Bank of America Financials ACH NACHA Payment
Outbound Cloud
Connect

CC CSLLC
INT036 Bank Statement
Inbound
Bank of America Financials Bank Statement
Inbound Cloud
Connect

CC CSLLC
INT037 1099 Filing Outbound IRS Financials Electronic Filing 1099 Outbound Cloud
Connect

CC CSLLC
INT038 Customer Invoice
Layout
Workday Birt Customer Invoice
Custom Layout_Low

BIRT CSLLC
INT039 Customer Statement
Layout
Workday Birt Customer Statement
Custom Layout_Low

BIRT CSLLC
INT040 Wire Payments
Outbound
TBD Financials ISO20022v3 Payment
Outbound Cloud
Connect

CC CSLLC
INT041 Teller Cashiering
Inbound
Teller Financials Accounting Journals
Inbound Custom
Studio CSLLC
INT042 Customer Payments
Lockbox Inbound
Commerce Bank Financials Customer Payments
Lockbox Inbound
Cloud Connect

CC CSLLC
INT043 Customer Remittance Workday Birt Remittance
Advice_Low
Studio CSLLC
INT044 Cartegraph Equiment
Billing Inbound
Cartegraph Financials Accounting Journals
Inbound Custom
Studio CSLLC
INT045 Hartford Outbound Hartford Benefits Life Or ADandD Outbound Cloud
Connect
CC CSLLC Hartford: Life,
Disability,
Supplemental
Plans

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 32

Integration Tool Key:
• BIRT = Business Intelligence Reporting Tools
• CC = Cloud Connect
• EIB/DTS = Enterprise Interface Builder/Document Transformation Service • Setup = Web Services or Integration system user setup • Studio = Workday Studio
• Support = Hours allocated for assistance at the direction of Client

The interfaces/integrations required for this project include:
• Cloud Connect – CC provides Workday customers with the same level of support as they would receive in the core Workday application. Such Workday integrations are (i) part of the Workday hosted application Service and (ii) provided with ongoing support by Workday in accordance with Workday’s then-current Support and Service Availability Policy. While Workday integrations are designed and developed as part of the subscription license, CSLLC anticipates some amount of time dedicated to configuring and testing the integrations during the implementation.
• Custom Integrations – Custom integrations are developed by CSLLC or Client using Workday’s tools such as Report Writer, EIB, DTS, or Studio.

Reports - Prism

A bucket of three hundred fifty (350) hours has been included to identify and implement up to two (2) use cases for Prism.

Reports
The following report configuration is in Scope. Any hours identified for custom reporting support is inclusive of design discussions, requirements gathering and KT.

1042 report – assumed to be a custom report for the Client to download from Workday and manually load where required.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 33

HCM Reporting

Report Name / Configuration Area Description
Organization Footprint HCM - Distribution Trends and Analysis Modified version of the Global Footprint standard report to provide headcount by location or hierarchy and job family group Growth Rate by Job Family Group HCM - Distribution Trends and Analysis Standard report to provide headcount growth by job family group by month configured for custom dashboard
Headcount and Average YOS by
Age Range
HCM - Distribution Trends and Analysis Standard report to provide headcount and average years of service by age band and configured for custom dashboard
Headcount by Management Level HCM - Distribution Trends and Analysis Standard report to provide headcount by management level and configured for custom dashboard
Headcount Growth Analysis HCM - Distribution Trends and Analysis Modified version of the Headcount Growth Analysis standard report to provide headcount by month
Workforce Tenure – Monthly Trend HCM - Distribution Trends and Analysis Modified version of the Workforce Tenure – Yearly Trend standard report to provide headcount by tenure groups and month
Employee Population Trend by
Gender
HCM - Diversity Modified version of the Employee Population Trend by Gender standard report to provide headcount by gender and month Ethnicity / Management Level
Analysis
HCM - Diversity Standard report to provide headcount by management level and ethnicity and configured for custom dashboard
Male / Female Distribution HCM - Diversity Standard report to provide headcount by gender and configured for custom dashboard
Male / Female Workforce Job
Family
HCM - Diversity Modified version of the Male / Female Workforce Majority by Country standard report to provide headcount by gender and job family Manager Composition by Ethnicity
and Years of Experience
HCM - Diversity Standard report to provide manager headcount, distribution, compa- ratio, and years in position by tenure ethnicity and configured for custom dashboard
People Manager Proportions HCM - Diversity Standard report to provide manager headcount by gender and configured for custom dashboard
Hires by Age Group HCM - Headcount Movement Standard report to provide hires count by age group and configured for custom dashboard
Promotion Rate HCM - Headcount Movement Standard report to provide promotion rate by quarter and configured for custom dashboard
Voluntary Terminations by
Management Level
HCM - Headcount Movement Standard report to provide voluntary termination counts by management level and configured for custom dashboard
Quarterly Turnover Rates HCM - Headcount Movement Standard report to provide voluntary, involuntary, and total turnover rates by quarter and configured for custom dashboard
Quarterly Turnover Rates by
Organization
HCM - Headcount Movement Standard report to provide voluntary, involuntary, and total turnover rates by supervisory organization and configured for custom dashboard

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 34

Report Name / Configuration Area Description
Employee Movement HCM - Headcount Movement Standard report to provide hires, transfers, and terminations and configured for custom dashboard
Worker Proportion Trends HCM - Structured Dynamics Modified version of the Worker Proportion Trends standard report to provide headcount of managers and employees by month
Manager Headcount by
Management Level
HCM - Structured Dynamics Modified version of the Manager Headcount by Management Level standard report to provide headcount by management level and month Span of Control by Job Family
Group
HCM - Structured Dynamics Standard report to provide management ratios by job family and configured for custom dashboard
Span of Control by Range of Direct
Reports
HCM - Structured Dynamics Standard report to provide manager span of control and configured for custom dashboard
Span of Control by Month HCM - Structured Dynamics Modified version of the Span of Control by Year standard report to provide manager span of control by month
Span of Control – Manager Outliers HCM - Structured Dynamics Standard report to provide direct report counts and configured for custom dashboard
Workforce Analysis Dashboard Custom Dashboard Configuration of a single custom dashboard to accommodate the reports listed above
Age Band Definitions Configuration Configuration of age bands to provide grouping for worker reports Under and Including Age: 20
Age Incremented by: 10
Over and Including Age: 60
Trended Worker Configuration Configuration of Trended Worker settings and data generation

Financial Reporting

Report Name Area Description
Data Audit - Funds Financial Accounting Listing of the funds in the tenant and the hierarchy structure for those funds.

Data Audit - Cost Centers Financial Accounting Listing of the cost centers in the tenant as well as the cost center manager assignments, hierarchy structure and related worktags established for those cost centers.

Data Audit - Programs Financial Accounting Listing of the programs in the tenant and the hierarchy structure for those programs.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 35

Report Name Area Description
Data Audit - Locations Financial Accounting Listing of all locations showing usage, type, hierarchy structure and address information.

Data Audit - Grants Financial Accounting Listing of all grants in the tenant as well as the grant manager assignments, hierarchy structure and related worktags established for those grants.

Data Audit - Revenue Categories Financial Accounting Listing of all the revenue categories in the tenant as well the hierarchy structure.

Data Audit - Spend Categories Financial Accounting Listing of all the spend categories in the tenant as well as their usages and hierarchy structure.

Find Projects Projects A custom copy of the Find Projects report that has additional data about the projects.

Find Journal Lines with Worktag
Details
Financial Accounting A copy of the delivered Find Journal Lines report with the worktags broken out into their own columns for easier viewing and reporting.

View Plan Lines Budget Report showing all budget lines entered with details about the plan, entry type, status and all worktag detail.

Balance Sheet by Fund Financial Accounting Custom balance sheet report displaying ledger account balances by fund.

Income Statement by Fund Financial Accounting Custom income statement displaying revenue and spend amounts by fund for the report period, current YTD, and prior YTD.

Financial Budget vs Actuals by
Fund
Budget/Financial Accounting This report is designed to show the overall financial budgets by fund and is intended to be used by the central Budget staff for an overall picture to determine where they need to pay attention or drill into the details using other reports.

Budget vs Actuals by Cost Center Budget/Financial Accounting This report is designed to show the overall budget of a fund by cost centers and is intended to be used primarily by the central Budget staff to look at the top cost center hierarchy and get an overall picture to determine where they need to pay attention or drill into the details using other reports.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 36

Report Name Area Description
Budget vs Actuals for Cost Center Budget/Financial Accounting This report is designed to show the detailed budget vs actuals for one cost center or a cost center hierarchy.

If the user is looking for the details for just one cost center, he/she can choose to repeat the columns by either Fund or Program and can then use the other parameters to limit the view further as appropriate.

If the user would like to see the data for a cost center hierarchy, he/she can choose to repeat by Cost Center and can then use the other parameters to limit the view to particular funds, programs or other worktags as appropriate.

Budget vs Actuals for Program Budget/Financial Accounting This report is designed to show the detailed budget vs actuals for one program or a program hierarchy.

If the user is looking at the details for one program, he/she can choose to repeat the columns by either Fund or Cost Center and can then use the other parameters to limit the view further as appropriate.

If the user would like to see the data for a program hierarchy, he/she can choose to repeat by Program and can then use the other parameters to limit the view to particular funds or cost centers as appropriate.

Budget vs Actuals by Project Projects/Budget/Financial Accounting This report is designed to show a life to date overview of the budget and actuals for all projects within a hierarchy and is used primarily by users who are managing multiple projects within a project hierarchy or by the central Budget/Finance team to get an overview of all projects.

From here, users can determine where they need to pay attention or drill into the details using other reports.

Budget vs Actuals for Project Projects/Budget/Financial Accounting This report is designed to show the detailed life to date budget vs actuals for one project at a time.

Budget vs Actuals by Award Grants/Budget/Financial Accounting This report is designed to show a life to date overview of award budgets and is used primarily by the central Budget and Finance staff to look at the top grant hierarchy and get an overall picture of the award budgets. From here, users can determine where they need to pay attention or drill into the details using other reports.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 37

Report Name Area Description
Budget vs Actuals by Grant Grants/Budget/Financial Accounting This report is designed to show the detailed life to date budget vs actuals for one grant.

Find Assets Assets Custom copy of the delivered Find Assets report that adds in relevant fields and reorders columns to be more practical.

Time Off Liability with Worktags Financial Accounting Custom version of the Time Off Liability report that includes worktag detail for cost center, fund, etc.

Payroll Accounting Details Financial Accounting A report that returns payroll GL entries by worker with worktag details.

Project Remaining Budget for
Rollover
Budget Report for budget team to use when evaluating project budgets at the end of a fiscal year and determining the amount of budget to be rolled to the next fiscal year.

Trial Balance with Worktags Financial Accounting Custom trial balance report used for exporting trial balance data to auditors or other programs.

Cash Balance by Fund Financial Accounting A report detailing Client’s reportable cash balance by fund.

Payroll Deductions Financial Accounting A report detailing the payroll liability amounts withheld from each payroll.

Depreciation Expense by Function Assets/Financial Accounting Depreciation expense detailed by function for annual reporting purposes.

Statement of Net Position Financial Accounting Government-wide statement for annual financial report.

Statement of Activities Financial Accounting Government-wide statement for annual financial report.

Schedule of Expenditures of
Federal Awards
Grants/Financial Accounting Designed to report award expenditures for annual financials.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 38

Report Name Area Description
Up to three (3) formatted fund
financial statements for annual
report
Financial Accounting Fund financial statements for annual financial report.

Appendix C – Sample Change Order Form
Project Change Order
This Change Order form is used for requesting, documenting and approving changes to the Workday deployment or other applicable service offering, including, but not limited to, changes to the project’s Scope, changes for a major configuration element, timeline/schedule changes, integration specifications changes, addition of resources or any other Deliverable change from the originally planned Workday deployment or applicable service offering.

Summary
Client: XYZ Client
SOW/Project Name: Project ID # / Project Name as it exists in Workday Change Order #: C01 (adjust as appropriate)
Project Manager (Client): Project Manager Name, XYZ Client Project Sponsor (Client): Project Sponsor Name, Title
Engagement Manager
(CSLLC):

Engagement Manager Name, Collaborative Solutions, LLC
(“C
SLLC”)
Acceptance Due Date: The date by which Client will need this approved in order to avoid nega
tive Project Schedule impact.

Change Type: Type of change. For example: i ntegration change, request for additional functionality, change in SOW estimate based on design sessions, etc. (usually more applicable to Phase One (1) or Phase Two (2) projects.)
Select one (1):

Term Extension (zero (0) budget add)
Term Extension (additional hours added)
Change in Scope (additional hours added)
Change in Scope (no addition hours added)
Other (detail in request description)
Impact Assessed by: List those assessing the impact. Normally the CSLLC EM, Functional or
Integrations Consultant, and possibly someone on the Client side.

Priority: High, medium, or low based on need for the change.

Billing: Select one (1):

B
ill under current project
Bill separately under current project
Bill separately under new project
Contract Line Type: Describe the billing basis. For example: Time & Materials, Fixed Fee I
nstallment/Milestone, Prepaid, Subscription. For “Bill under current project,” the billing basis of this Change Order MUST match the applicable SOW’s billing basis.

Is new PO# required? Select one (1):

N
ew PO# (insert PO#)
PO# to be created after receiving countersigned documents

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 40

No new PO# needed
Request Description
<<Describe the change and why it is needed. It is important to describe why this was not estimated correctly in the SOW or where the change occurred. For example:

Adding a new integration for Aetna, COBRA, Qualifying Event. Original integration listed on the SOW addressed only Aetna PPO/HMO, did not specify COBRA. Additional forty (40) hours added to cover COBRA QE.>>
If this CO is for an extension, please include the number of hours and budget remaining on current project.

Business Purpose / Reason for Change
<<Describe the purpose/reason for change and be sure to explain the impact to NOT doing the change. For example:

Client offers COBRA coverage for any employees eligible for a COBRA Qualifying Event; this was not included in the original SOW estimate. If Client does not approve this change Client will not be able to provide COBRA coverage.>>
Impact Assessment
Project
Activities
Affected:

Describe the additional work that needs to be done. For example: Create one (1) add
itional integration or three (3) new performance templates need to be configured, etc.

Deliverables
Affected:

Describe Deliverables affected. For example:

O
ne (1) additional interface file to be delivered to Aetna will be produced.

Project
Schedule
Impact:

Describe schedule impact, if any. For example:

A
rchitect & Configure stage will be extended by one (1) week to complete all integrations.

Include the original end date and new end date, if extending the term of the SOW.

Pricing
Modifications
Modifications to the Pricing are as follows:

Role Rate Hours Cost
Executive
Strategy Manager
Senior Functional Architect (Consulting
Director)
Engagement Director (Portfolio Director)
Engagement Manager
Functional Architect
Senior Principal Consultant
Principal Consultant
Consultant

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 41

Analyst
Total <<total>>

Payment Terms – If Client is adding hours
• Time & Materials SOW: This Change Order will be billed monthly on a Time and Materials (“T&M”) Basis based on actual usage at the rates set forth in the SOW and as identified in the Pricing Modifications above.
• Prepay SOW: This Change Order will be invoiced upon execution by both Parties at the rates set forth in the SOW and as identified in the Pricing Modifications above.

Assumptions
• Describe any new Assumptions different from the SOW. For Example:
• Client will provide the requirements for the new integration. • If not different from the SOW, add “All Assumptions from the SOW dated XX December XXXX apply to this Change Order”, otherwise, if there are new Assumptions different from the SOW, list them here.

Authorization

Client Authorization Signature

Collaborative Solutions, LLC Authorization
Signature

Name

Name
Job Title

Job Title
Date

Date

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 42

Appendix D – Detailed Functionality
As the project progresses, there will be a review of the overall Scope after alignment sessions. If the intended Scope is outside of this SOW, a Change Order will be required which may affect overall cost (level of effort) and the Timeline.

Workday foundational elements such as dashboards, reporting, analytics, business process framework, and employee self-service are built into every Workday module.

During Client deployment, the following elements will be in Scope:

• Business Processes: Up to one (1) rule-based business processes per process with no more than twenty (20) steps per business process. Unused steps within a process will not apply to alternate business processes. Includes up to two (2) consolidated templates for applicable processes. Additional business process Scope is limited to what is defined in this Appendix.
• Notifications: Up to five (5) notifications per business process. Unused notifications within a process will not apply to alternate business processes. • Security: Workday delivered security groups will be used. Inactivated or unused security groups and implementers will remain on domain security policy definitions to allow for ease of implementing other functionality in the future. Inactivated or unused security groups and implementers will be removed from the business process security policy definitions to match design requirements identified.
• Custom Objects: Up to two (2) custom object per functional area in Scope with no more than five (5) custom field(s) per object. If custom lists are required, up to ten (10) items per list. Unused custom object(s) may not be applied to other areas. • Guided Tours: Guided Tours are out-of-Scope unless OC&T is in Scope and guided tours are explicitly identified in the OC&T Scope.
• Tenant Branding: Workday delivered tenant branding is in Scope. Any changes to images uploaded will be completed by Client through KT.
• Dashboards: Workday delivered dashboards for the functional Scope below will be configured with Workday delivered reports unless custom reports are included in Scope in Appendix B.
• Translations: Translations conversion is not in Scope. Client is responsible for providing translated values.
• Scheduled Reports & Alerts: Scheduled reports, task alerts, and business process alerts are not in Scope. General report-based alerts are defined within the Scope in Appendix B. • Setup Values: Current values, including organizations. No historical loads unless needed to support the data conversion Scope described in Appendix E. • Documents: Generated documents and/or documents enabled for Adobe e-sign or DocuSign are assumed in Scope where applicable. Templates do not include logos or any specialized formatting unless identified as a BIRT layout in the reporting Scope. • Request Framework: Request framework is assumed out-of-Scope unless identified below. • Testing Support: CSLLC has provided up to four hundred ninety-one (491) hours of staff augmentation testing support applicable to the below functionality in-Scope. Exact details and level of effort for each role will be identified during the project by the CSLLC EM and Client Project Manager.

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 43

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure
HCM: Core

Organization hierarchy structure
per organization type
(supervisory, company, cost
center, custom, and location
hierarchy) (not including
organization studio)
Y Up to two (2)
Physical location(s) where
workers perform job functions
(not including workspaces)
Y
Matrix Organization Tracking N
Job Catalog with position-related
attributes such as management
hierarchy (not including skills and
experience)
Y
Staffing Model used to manage
headcount
Y One (1)
Worker Profile for detailed worker
information tracking (not
including Purging)
Y
Worker Document(s) Y Up to fifteen (15) (up to five (5) document security segments
with associated segment-based
security groups)
Regulatory Reporting: Workday
delivered Compliance Reports
Y
Employee Contract(s) N
Probation Period Tracking Y Up to four (4) probation period defaulting rule(s)
Notice Period Tracking N
Contingent Worker Tracking Y
Retiree Functionality Y
Union(s) Y Up to four (4)
Collective bargaining
agreement(s)
Y Up to four (4)
Additional (Multiple) Jobs Y
Position Budgeting Y
Onboarding Y
• Onboarding Setup
Template(s)
Up to three (3)
• Additional Worker
Documents
Up to twenty (20)
• Bulletin Worklets Up to three (3)

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 44

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure
Form I-9 Tracking Y
Basic HCM Asset Tracking N
Reference Letter Template(s) N
Safety Incident Tracking N
Committees Tracking (not
including meeting agendas,
voting and external committee
membership tracking)
N
Job Requisitions (not including
Confidential or Evergreen)
Y
Workday Assistant N
Workday Today Y
Custom Security Groups Y Up to three (3) (up to one (1) intersection security group)
Custom Questionnaire(s) Y Up to two (2)
Modifiable Business Processes Y 1. Hire Employees

2. Contract Contingent Worker

3. Onboarding

4. Onboarding Setup

5. Change Job

6. End Contingent Worker
Contract

7. Create Position

8. Terminate Employee

9. Request Compensation
Change

10. Up to three (3) additional
configurable business
processes
Compensation: Core Compensation packages Y One (1)
Compensation grades tied to job
profiles
Y Up to twenty-five (25)
Compensation Grades and
Grade Profiles Combined

Compensation grade steps Y Up to fifty (50) (up to five (5) progression rule(s) total
Compensation Plans (not
including Calculated Plans,
Reimbursable Allowance Plan
functionality, Deferred
Compensation or Compensation:

Processing functionality unless
otherwise called out in Scope)
Y Up to sixteen (16) compensation
plans total

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 45

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure

Severance Packages N
Custom Total Rewards
Template(s)
Y One (1)
Wage Theft Prevention
Template(s)
N
Compensation Survey
Management Survey(s)
N
Custom Security Groups Y Up to one (1) (up to one (1)
intersection security group)
Compensation:

Processing

Compensation Review Process
routing through the
supervisory/custom organization
Y
Configurable grid to be used in
the standardized process
Y One (1) grid per process (up to
five (5) calculated fields and one
(1) custom calculation)
Merit Plan(s) Y One (1)
• Up to three (3) profiles per
plan
• Up to one (1) compensation
matrix with up to two (2)
standard factors each
Bonus Plan(s) Y Up to two (2)

Up to three (3) Compensation
Scorecards per plan without
Multiple Organizational Results
• Up to three (3) profiles per
plan
• Up to one (1) compensation
matrix with up to two (2)
standard factors each
• Up to two (2) scorecard(s)
with up to two (2) scorecard
profile(s) each
Custom Compensation
statement(s)
Y One (1) (up to five (5) calculated
fields each)
Custom Security Groups Y One (1) (up to one (1)
intersection security group)
Modifiable Business Processes Y 1. Initiate Compensation Review Process

2. Up to one (1) additional
configurable business processes

Benefits Benefit plans Y Up to forty-eight (48) (up to one (1) benefit rate type each)

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 46

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure
Benefit credit(s) and/or
surcharge(s)
N
Benefit group(s) Y Up to ten (10)
Benefit Job(s) Y
Dependents and beneficiaries
tracking
Y
Benefit Enrollment Event(s)
(including Passive Events)
Y Up to sixteen (16) Benefit Events
(Plus Conversion Events)
Open Enrollment enablement for
current cycle, referencing
existing or in Scope plans
Y
Enrollment Event Rule(s) Y Up to one (1)
Evidence of Insurability (EOI)
management (not including
automation from third-party
vendor)
Y
Workday delivered COBRA
Eligibility Processing to third-
party administrator
Y
Affordable Care Act (ACA)
Measurement Period Tracking
Y
1094/1095-C Reporting Y
Medicare Tracking Y
Dependent verification
functionality through use of
custom IDs
N
Custom Security Groups Y Up to one (1) (up to one (1)
intersection security group)
Modifiable Business Processes Y 1. Change Benefits for Life Events Review Process

2. Dependent Event

3. Change Benefits

4. Passive Even

5. Up to one (1) additional
configurable business
processes
Talent & Performance
Management

Worker Profile and Skills
(not
including qualification equivalence rules)
Y
Workday Skills Cloud Y
Talent Marketplace N

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 47

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure
Competencies:
• Proficiency scales
• Rating scale(s) for
competencies
Y
Y
Y

Up to ten (10)
One (1)
One (1)
Career Development Tracking Y
Mentoring Relationships Tracking N
Check-Ins N
Talent review template(s) Y Up to two (2)
Nine-Box (9-Box) Talent
Calibration Program(s)
N
Succession Planning for
Positions & Pools
N
Potential, readiness, retention,
and loss impact tracking
N
Custom talent card layout(s) N
Feedback Enablement
Template(s)
N
Organization and personal goals
management
Y Up to one (1) rating scale & one
(1) completion scale
Performance Review
Template(s)
Y Up to six (6) (one (1) rating
scale)
Performance Review Calibration
(Ratings Normalization)
Program(s)
N Up to number (#)
Development Plan Template(s) N
Performance Improvement Plan
Template(s)
Y One (1)
Disciplinary Action Template(s) Y One (1)
Custom Security Groups Y One (1) (one (1) intersection
security group)

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 48

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure
Modifiable Business Processes Y 1. Manage Education

2. Start Performance
Review

3. Complete Manager
Evaluation for
Performance Review

4. Give Feedback

5. Manage Goals

6. Mange Job History

7. Complete Self
Evaluation for
Performance Review

8. Import Professional
Profile

9. Set Review Content for
Performance Review

10. Mange Competencies

11. Manage Succession
Plan

12. Up to two (2) additional
configurable business
processes
Learning Management Extended Enterprise Enablement N
Standalone Lesson Enablement Y
Course Enablement Y Up to four (4) total equivalency
rules, up to two (2) total
expiration rules, up to two (2)
content highlight rules
Course/program costing/pricing N
Media Interaction(s) Y Up to two (2)
Course Offering Enablement Y
Programs Enablement Y
Campaigns Enablement Y Up to two (2) audiences with up
to four (4) condition rules each
Workday Content Cloud
Configuration
Y
Learning Security Segment(s)
with associated segment-based
security group(s)
Y Up to five (5)
Custom Security Groups Y Up to three (3) (up to one (1) intersection security group)

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 49

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure
Modifiable Business Processes Y 1. Enroll In Content

2. Drop Learning Enrollment

3. Manage Course

4. Up to one (1) additional
configurable business
processes
Absence Management

Absence Countries

One (1)
Accruals Y Up to fifteen (15)
Time Off's Y Up to eighteen (18)
Purchase or Sale of Time off
(PTO, Annual Leave, Vacation?)

Y
Holiday Calendars

Y Up to two (2)

Leave Types with an entitlement

N
Leave of Absence Validations Y Up to five (5)
Leave Types without an
entitlement
Y Up to ten (10)
Self-Administration of leave of
absence
Y
Work schedule calendars with
eligibility rules
Y Up to one (1)
Work schedule calendars without
eligibility rules
Y Up to ten (10)
Leave segment security groups Y Up to three (3)
Modifiable business processes Y Request Time Off
Correct Time Off
Request Leave of Absence
Request Return from Leave of
Absence
e. Up to four (4) total process
steps
f. Up to four (4) notifications
Absence Calendar
No steps or notifications
Time Tracking

Time Tracking Countries Y One (1)
Time entry codes Y Up to ten (10)
Time calculations Y Up to ten (10)

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 50

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure
Time entry validations Y Up to five (5)
Time tracking templates Y Up to six (6)
Configurable alerts, including
reports required to build
necessary alerts
Y Up to three (3)
Time Tracking aligned Period
schedules
Y Up to two (2)
Custom Security Groups Y Up to two (2) Intersection
security groups to support
employee and manager self-
service
Modifiable business processes Y Enter Time

1. Up to four (4) total process
steps

2. Up to four (4) notifications
Reported Time Batch Event

1. Up to one (1) total process
step
Up to two (2) notifications
Payroll Pay Groups Y Up to two (2)
Earning Codes Y Up to seventy-five (75) Pay
Components
Deduction codes Y Up to fifty (50) Pay Components
Federal Identification Numbers
(FEIN)
Y Up to two (2)
States/Provinces Y Up to one (1)
Local tax authorities Y Will configure all necessary
locals to comply with state
requirements
Pay frequencies Y Up to two (2)
Payroll period schedules Y Up to two (2)
Configure payroll calculation
rules
Y
Configure Workday on-cycle and
on-demand paycheck template
Y Up to one (1) each
Configure payment elections Y Up to one (1) Payment Election Rule
Garnishments Y
Bank depository and source bank
accounts
Y Up to two (2)
Configure pay slips Y Up to one (1)

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 51

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure
Establish payroll accounting to
generate and review payroll
accounting data
Y
Establish comparison rules and
audit components
Y
Settlement rules Y
Third-Party Payroll provider
provides tax, garnishment,
check, and deposit advices
N
Configure retroactive payroll
processing
Y
Configure FLSA calculations –
using delivered Workday
functionality
Y
Custom Security Groups Y One (1), (one (1) intersection security group)
Modifiable Business Processes Y Up to five (5) configurable business processes
Custom Payroll Calculations
(Value Compare, Instance Set,
Conditional, etc.) as needed to
support CSLLC best practice
configuration
Y Up to ten (10)
Payroll Standard Dashboards:
• Year End
• Payroll Compliance
• Command Center
Y
Worker Costing Allocations Y Single Dimension
Core Financial
Management,
Accounting and
Finance
One (1) Currency (USD) Y
• Companies (legal
entities)

• Cost centers

• Custom organizations
Y

Y

Y
Up to five (5) companies
organized in up to three (3)
company hierarchies
Cost centers organized in up to
two (2) independent hierarchy
structures with up to four (4)
hierarchy levels each
Up to one (1) custom
organization if needed with a
hierarchy structure

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 52

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure
Locations Y Up to two hundred (200)
Business Asset and Ship-To
Locations and up to three
hundred (300) Inventory
Locations organized in a
hierarchy structure with up to
four (4) levels of hierarchy
Custom Security Groups Y Up to two (2)
Financial Accounting FDM design and utilizing
Workday worktags for analytics
Y
Account sets (parent-child
relationship)
Y One parent-child account set
configuration
Ledger account summaries Y One ledger account summary
structure with up to five (5) levels
Configure standard/delivered
account posting rules
• Including spend and
revenue categories and
account posting rules for
operational transactions
Y

One (1) Posting Rule Set
Categories Y Revenue Categories with one
hierarchy structure containing up
to four (4) levels
Spend Categories with one
hierarchy structure containing up
to four (4) levels
Custom worktags Y Up to one (1)
Custom reports to support
financial reporting for Generally
Accepted Accounting Principles
(GAAP) and regulatory reporting
requirements, Workday financial
statements for external reporting,
and internal management reports
Y See Appendix B
Allocations Y Up to ten (10)
Fiscal schedule (Fiscal Year) Y
Fiscal summary schedule(s) Y
Custom validation(s) Y Up to one hundred (100) custom
validations
Banking and
Settlement
Financial Institutions Y Up to four (4) Financial
Institutions

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 53

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure
Configure check printing
modifications and electronic bank
integrations (type of electronic
payments, wire payments and
positive pay, unique by company)
Y Check printing configured for one
(1) Financial Institution
Cash Position N
Bank reconciliation automation
and integrations
Y All operational bank accounts at
one (1) financial institution
Supplier settlement via check or
electronic payments
Y Electronic payment automation
and integrations configured for
one (1) Financial Institution
Budgets Structures (Financial, Award,
Project)
Y Parent-child structure set up for
the financial plan
Position Budget Structure Y
Ledgers for encumbrances Y
Budget checking for operational,
Grants, and project budgets
Y
Payroll Commitment Accounting N
Supplier Accounts Suppliers including payment
terms, attributes for payments
and 1099 reporting
Y
Active header level purchasing
contracts
Y
Supplier categories and groups Y
Check or electronic payments for
supplier settlement(s)
Y
Tax books, excluding actuals N
Custom Security Groups N
Business Assets Depreciation Profiles Y
Asset Books Y
Procurement Punchouts N
Purchase order layout Y Workday Delivered Purchase
Order Layout
Receiving and matching Y
Supplier Portal functionality Y
Request for Quotation (RFQ)
processes
Y
Expenses Worker expense preferences
(e.g., Employee travel card –
American Express)
Y

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 54

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure
Expense policy security groups Y Up to five (5) Expense Policy Security Groups
Expense items Y Configuration of up to one
hundred (100) Expense Items
Expense item groups Y
Business purposes Y
Expense Payment Election rules Y
Custom Security Groups N
Customer Accounts Customer attributes for billing
and collection through aging
reports and collection disputes
Y
Invoice layout(s) Y Up to one (1) Custom Customer
Invoice Layout
Statement layout(s) Y Up to one (1)
Custom Security Groups N
Project and Work
Management
Projects of medium complexity
including:
• Project phases
• Project tasks
• Project worker roles/talent
pools
• Project groups
• Basic projects
Y
Y
Y
Y
Y
Y

Delivered Workday Capital
project functionality
Y
Delivered Workday billable
project functionality
N
Project hierarchies Y One primary and one optional
project hierarchy structure with
up to four (4) levels in each.

Project templates (project,
project plan, or a combination
thereof)
Y
Custom Security Groups N
Grants Management Grants: hierarchies, security,
business processes, and Award
Cost Processing (ACP)
Y Up to five hundred (500) Active
Grants organized into one
hierarchy structure with up to
four (4) levels.

Awards Y
Sponsors Y
Award Proposals Y
Custom Security Groups N

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 55

Function Functionality Scope In Scope
(Y/N)
Quantity to Configure
Mobile Solutions Configure mobile-specific tenant
settings
Y
Security to allow mobile access Y
Access for iPhone, iPad, and
Android
Y
Employee Self-Service Employee Self-Service for all
Workday functionality specified
above
Y
Manager Self-Service Manager Self-Service for all
Workday functionality specified
above
Y

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 56

Appendix E – Data Conversion
In Scope person population(s) which are active at time of the Go-Live conversion extract will be included in the conversion process. Clients’ workers who were terminated in the current year based on the final extract date will be included in the data conversion to Workday to support rehires and reporting.

Finance-related History Conversion Assumptions:
• Suppliers active in the two (2) years prior to Go-Live • Customers active in the two (2) years prior to Go-Live

Function Scope
Human Capital Management
Active Employees • Up to seven hundred (700) Active Full-Service Equivalent (FSE) Employees or Contingent Workers Including Current Associated Personal Data and Current Job Record
• Current data records and job details for all active employees using their current data record
• Compensation – Current Compensation information only
• Job and Compensation History - Unlimited "History from Previous System" • Attachment of Third-Party Documents out-of-Scope
• No Transactional History
Terminated Employees • Terminated workers who received payment in the current year (Using Worker Object)
• Terminated workers will be converted to a Workday organization specified for terminated workers rather than the historical organization structure. • Only a terminated worker’s data at time of termination (i.e., last data record) • Up to five hundred (500) retirees within one (1) benefit group • No History loaded
Benefits • Current Benefit Elections
• Medical History for Current Year for ACA Reporting
• ACA Worker Hours and Wages
• Dependents & Beneficiaries
• Benefit Annual Rates
• Worker Wellness and Tobacco Usage
Absence Management • Time off Balance Conversion Included • Active Leaves for the previous twelve (12) Months (Balance as of Go-Live date, not daily balance conversion)
• Time Off Event Conversions Excluded
Time Tracking • Excluded from the Scope for Go-Live
Performance &
Development
• No Transactional History
• No Prior Performance Reviews

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 57

Function Scope
• One (1) year of Overall Rating History for Performance Review if Advanced Compensation is in Scope. Note that this includes simplified templates with only the rating value (not entire performance review)
• No Goal History
Succession Planning • Excluded from Scope
Advanced
Compensation
• Merit, Bonus, Stock Plans and Employee Plan Assignments • O
ne (1) Year of Compensation Transactional History (Time in Plan, Base Pay Changes and Target Changes)
Payroll • Payroll History Excluded
• Current Year-To-Date (YTD) wages and payroll tax data, including taxable wages and subject wages for federal, state, and local taxes reconciled to tax returns to be loaded by quarter, up to two (2) total history conversion loads • Withholding Orders Excluded (active orders to be manually entered by Client) • Tax Elections
• Worker Payment Elections
• Single Dimension Costing Allocation
• Ongoing payroll input will be loaded by Client via EIB/Integration Learning • Up to forty (40) Instructor Assignments
• Up to twenty (20) standalone lessons
• Courses: Up to forty (40) active Digital and/or Blended courses with up to five (5) lessons each
• Course Offerings: Up to twenty (20) with up to five (5) components each (referencing existing or in Scope blended courses)
• Programs: Up to five (5) programs with up to five (5) components each (referencing existing or in Scope lessons or courses)
• Campaigns: Up to ten (10) campaigns with up to five (5) components each (referencing existing or in Scope lessons, courses, or programs) and up to two (2) reminders each
• Historical Records: Excluded
• Historical Courses: Excluded
• External Instructors & Learners: Excluded
Financial Management
Financial
Accounting

• Single Summarized Journal for Each company Per Period with a Maximum of one (1) Year Plus Current YTD - Prior Year Ending Balance • Company Base Currency Only
• Detailed monthly activity in the fiscal year leading up to Go-Live Banking & Settlements • Beginning Balance
• Unreconciled Open items
Budgets • One (1) Prior Year and Current Year Budget Data Customer Accounts • Customers with Activity Within two (2) years Prior to Go-Live • Open Account Receivables Items
Supplier Accounts • Up to ten thousand (10,000) suppliers active in the past two (2) years • Supplier invoice history in current calendar year for 1099 reporting

City of Concord, California and Collaborative Solutions, LLC Statement of Work

This SOW is proprietary and confidential to Collaborative Solutions, LLC. 58

Function Scope
• Open supplier invoices are out-of-Scope
Procurement

• Open Approved Purchase Orders at time of Go-Live
• Open Supplier contracts at time of Go-Live
• Receipts for Open Approved Purchases Orders at time of Go-Live • Open Requisition conversion is out-of-Scope
• Open Request for Quotes (RFQs) are out-of-Scope
Business Assets • Up to two thousand (2,000) Active Capitalized Assets, Reconciled to Balance Sheet [Non-Work in Progress (WIP) related assets only]
• Up to two thousand (2,000) Tracked Expensed Assets (No Cost) Expenses • Worker Payment Elections for Expense Payments Projects • Up to five hundred (500) projects active at the time of or one (1) year prior to Go-Live with attributes.

Grants • Grants/Grant Hierarchies, Roles Assignments
• Open Sponsor Invoice Balances
• Sponsors associated to Active Awards
• Award Contracts active at Go Live
• Award Life to Date Conversion, revenue recognition and associated billing

©2024 Can/Am Technologies, Inc.

Exhibit C: Statement of Work
City of Concord, CA
Teller Implementation Project
Attachment 2

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 2 of 14
Overview
This Statement of Work (“SOW”) is issued pursuant to the Teller Software as a Service agreement (the “Agreement”) between the City of Concord, CA (“Client”) and Can/Am Technologies, Inc (“CanAm”). The SOW describes the scope and pricing of services and hardware for the Teller implementation project.

This Project has a fixed -price cost of $1 87,600 for professional services , not including travel costs and optional items which are itemized in this document. SaaS Licensing costs are specified in the Teller SaaS Agreement. Professional Services costs are fixed costs and payable as per the Payment Milestones section in this document.

The schedule will be discussed with the Client project team at the Project Kick-off meeting before a final schedule is established and will be contingent on several factors including Client staff availability and re- sources.

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 3 of 14
Contact Information
Can/Am Technologies President: Joshua Langemann
• Direct Phone: 303-847-4684
• E-mail: [email protected]
Can/Am Technologies Director of Implementations: Noah Ardron • Direct Phone: 720-577-5180
• E-mail: [email protected]
Teller Project Manager: Ben Schweitzer
• Direct Phone: 720-577-5331
• E-mail: [email protected]
Can/Am Technologies Information:

Mailing Address:
1819 Denver West Dr, Suite 225
Lakewood, CO 80401
Telephone:
1-844-583-5537 – toll-free

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 4 of 14
Scope of Work
The implementation project includes project planning, project management and project administration services to execute the Project successfully within the stated timelines and budget. The scope includes the project kickoff, Teller setup /configuration, development/testing of all integrations, standard report- ing, training, and UAT/Go-live support. The stated Target Month will be determined by CanAm and the Client and may be adjusted once an approved project timeline is completed.

Scope of Services
Target
Month
Activity Description Acceptance Criteria
A.2 Project Pre-
Planning
Preliminary planning, team ramp-up, and kickoff
scheduling/project alignment.

Kickoff scheduled.
1 Kickoff Meet-
ing, Teller
Analysis Work-
shops, and
Configuration
2 days of onsite or remote configuration analysis,
including:
• Teller Kickoff meeting with implementa-
tion team members to provide project
overview and demonstration of Teller.
• Analysis workshops for configuration of
Teller software for baseline Teller depart-
ment.
• IT workshop for coordination of deploy-
ment, hosting, and IT requirements for
equipment.
• Project planning.

CanAm has completed
workshops and shared the
resulting initial decision
documentation.
2 Interface
Workshops
2 days of onsite or remote interface analysis, in-
cluding:
• Workday A/R (Bi-Directional)
• Workday Financials
• Accela (Bi-Directional)
• ACA Redirect
• 3DI (Bi-Directional)
• Data Ticket (Payment Import)
• Alarm Program (Payment Import)
• HDL (Payment Import)
• Activenet
• Elavon Credit
• Bank of America ICL
CanAm has completed
workshops and shared the
initial resulting decisions
and interface requirements.
2/3/4 Interface Re-
quirements
Interface specifications for all third-party inter-
faces including:
• Workday A/R (Bi-Directional)
• Workday Financials
• Accela (Bi-Directional)
CanAm has delivered final-
ized Interface Requirements
documents based on infor-
mation gathered with Client
on each interface.

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 5 of 14
• ACA Redirect
• 3DI (Bi-Directional)
• Data Ticket (Payment Import)
• Alarm Program (Payment Import)
• HDL (Payment Import)
• Activenet
• Elavon Credit
• Bank of America ICL
5 Teller Configu-
ration
Completion of initial Teller Configuration and
Setup for baseline Department based on Work-
shops.

CanAm has performed ini-
tial Teller configuration
available to Client in Test
environment and provided
the Teller Configuration
Spreadsheet and Analysis
Decisions Document.
6 Interface Con-
figuration
Configuration of Teller interfaces to:
• Workday A/R
• Workday Financials
• Elavon Credit (In-Person)
CanAm has demonstrated
working integrations in Cli-
ent Test environment.
7 Interface De-
velopment
Development of new Teller interfaces to:
• 3DI (Bi-Directional)
CanAm has demonstrated
working integrations in Cli-
ent Test environment.
7 Interface Con-
figuration
Configuration of Teller interfaces to:
• Accela (Bi-Directional)
• Data Ticket (Payment Import)
• Alarm Program (Payment Import)
CanAm has demonstrated
working integrations in Cli-
ent Test environment.
8 Interface Con-
figuration
Configuration of Teller interfaces to:
• HDL (Payment Import)
• Activenet (Payment Import)
• Bank of America ICL
CanAm has demonstrated
working integrations in Cli-
ent Test environment.
9 Teller Online
Configuration
Completion of initial Teller Online configuration.
• Workday A/R
• Accela Search Based Payments
• ACA Redirect
• Elavon Card-Not-Present
CanAm has performed ini-
tial online configuration
available to Client in Test
environment.
10 System Inte-
gration Testing
System Integration Testing with Client systems and
all interfaces and configuration in place.

CanAm has demonstrated
all integrations in Client
Test environment.
11 Training Delivery of final configuration for 6 Departments.

Training preparation and 2-days of onsite or re-
mote delivery of setup and training sessions:

1. Teller Usage training (Train the Trainer)

2. Teller Administrator training (Train the
Trainer)

3. Teller Online Administration Training
Training sessions completed
including remedial sessions
as needed.

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 6 of 14
11 UAT Remote support for Client’s User Acceptance Test- ing.

Client-led End-User Training.

CanAm has documented all
issues identified and re-
solved any High or Critical
priority issues raised during
agreed-upon UAT period.

12 Go Live Provision Teller Production environment.

Provide 2 days of onsite or remote go-live support
by a Teller technician.
1-week Post-Go Live Support by Implementation
team or until any critical or high priority issues re-
main unresolved.

Transition to Teller Client Care for ongoing sup-
port.

Teller is utilized in Produc-
tion by Client for two weeks
with all in-scope functions
operational and any High or
Critical priority issues re-
solved in Production to Cli-
ent’s satisfaction.

Monthly Project Man-
agement
Monthly
Plan and oversee all aspects of the Teller imple-
mentation project to meet the Client’s project
goals on time and within budget.

Estimated at 12 months.

CanAm will provide monthly
project status documents to
the Client’s project man-
ager.

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 7 of 14
Estimated Travel Costs

Item Description Estimated Total
Travel (4 trips) Actual costs billed monthly as incurred in each month $16,025

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 8 of 14
Payment Milestones
Invoices will be sent once a month for PM services and the portion of the project attributable to the month per the schedule below. Hardware will be billed on separate invoices.

Month Planned Activities Notes Amount
A.1 Contract Execution 25% of services upon contract
execution.
$46,900
A.2 Project Pre-Planning Pre-Planning and Kickoff Align- ment.
$0
1 On-site Kickoff Meeting, Teller Analysis
Workshops
Services, PM $11,700
2 On-site Interface Workshops, Interface
Requirements
Services, PM $11,700
3 Interface Requirements Services, PM $11,700
4 Interface Requirements Services, PM $11,700
5 Teller Configuration Services, PM $11,700
6 Interface Configuration Services, PM $11,700
7 Interface Configuration, Interface de-
velopment
Services, PM $11,700
8 Interface Configuration Services, PM $11,700
9 Teller Online Configuration Services, PM $11,700
10 System Integration Testing Services, PM $11,700
11 Training, UAT Services, PM $11,700
12 Go Live Services, PM $12,000
$187,600

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 9 of 14
Pricing Terms
• All quoted pricing is in US dollars and exclusive of any applicable taxes. • All invoices are based on Net 30 payment terms.

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 10 of 14
Hardware Options
Equipment prices are provided based on current rates, and subject to change due to changing hardware costs.

Item Model Unit Price Quantity Total
Receipt Printer Epson TM-M30/USB/Thermal Printer $312 0 $0 Check Scanner Digital Check CheXpress CX30 $481 0 $0
Cash Drawer APG Series 4000 Electronic Cash
Drawer with Multi-Pro interface cable
$328 0 $0
Credit/Debit
Device
Ingenico Lane 5000 USB credit/debit
PINPad with cables
$768 0 $0
Total Equipment 0 $0

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 11 of 14
Assumptions
• All deliverables are provided on a Fixed Price basis. • 25% of services are billed upon contract signing.
• No data conversion of cashiering data is anticipated in this project or included in the scope. • Usage training is on a “train the trainer” basis, designed to enable the Client’s key users to train existing and future staff on Teller. It is assumed that Can/Am will provide one set of training with key Client staff and trainers, who will perform end-user training for each area. • Statement of Work is based on the assumption of a single Teller implementation cycle. • Configuration milestones assume CanAm will implement/assist in implementation of six departments. Any additional departments will be configured by Client or will be additions to scope.
• Bi-Directional interfaces scoped within Interface Configuration Activities assume the usage of pre-existing Teller integration capabilities with the specified systems/solutions. Any new functionality requests/requirements will be evaluated and may constitute additions to scope. • Online Payment and Credit Processing functionality assumes that Client will contract with Elavon a single Teller-integrated credit/e-pay provider for electronic payment processing and online bill payment.
• Image Cash Letter integration is based on an interface to Bank of America and assumes that the Bank will cooperate in testing and approval for ICL submission from Client’s Teller system. • The CanAm Project Manager will coordinate the project with the Client, in conjunction with the project team implementing the Workday solution.
• The travel and accommodation costs necessary to deliver the scope of this effort described in this document are estimated and will be billed based on actual travel costs per the Can/Am Travel Policy. Public health concerns may require a combination of remote and on-site implementation.

Client Responsibilities
• Provide available current cashiering process documentation, including copies of any forms or receipts used.
• Provide mandatory cash management controls required.
• Provide list of items for sale with applicable price & account strings. • Identify and provide subject matter experts to collaborate with CanAm. • Attend analysis, demonstration, and training sessions. • Create user acceptance testing scenarios and plans.
• Provide training to end users prior to go live.
• Acquire and set up all POS hardware and Credit Terminals (Through CanAm if desired). • Client staff will be available when required. Delays caused by lack of access may impact cost and schedule.

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 12 of 14
• For all business application interfaces, obtain and provide the Teller implementation team with all API specifications and/or database connections and/or example files as well as a dev/test environment suitable for development of the interfaces. Where a test environment is not available, Client will provide a technical resource that will provide sample input data and validation of all output batch files.

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 13 of 14
UAT and Change Management
UAT Acceptance
The process of UAT acceptance allows the project teams and other project stakeholders to confidently move the project forward to Go Live knowing that key deliverables have been completed to the satisfac- tion of both parties.

Upon completion of all deliverables and delivery of the complete system into the Client Testing Environ- ment, Client will conduct User Acceptance Testing based on test plans that the Client develops. CanAm will support Client in this process.

Within 2 weeks of start of testing, Client will deliver to CanAm a list of all issues the High or Critical of which must be resolved prior to go live, if any. Once the issues have been resolved , Client will test and either approve for Go Live or provide an additional list of items to resolve. This process will be documented with an Issues Log to enable tracking of issues and approval of results.

Change Requests
Scope management is a joint responsibility of the CanAm Project Manager and the Client Project Manager.

The project team naturally plays a significant role in the management of scope and ultimately the success of the project.

The change control process is initiated when CanAm and/or Client determine that a change is required to the current scope or schedule baseline at the time the change is identified. Changes to the project scope, schedule and costs will be documented and agreed to using Change Request forms executed by the Client Project Manager and the CanAm Project Manager.

Exhibit C: Statement of Work – Teller Implementation Project City of Concord, CA 10/29/2024
©2024 Can/Am Technologies, Inc. Page 14 of 14
Warranty

1. CanAm represents and warrants that:
a. it will perform the Services in a professional manner. This includes taking in good faith all reasonable measures to achieve the results described in the Statement of Work; b. the Deliverables created by CanAm in connection with this Agreement will conform to the terms and specifications provided herein;
c. it will not unreasonably delay deliverables beyond the estimated completion months set forth above, and it will immediately inform Client of any delays; d. it has the full power and authority to enter into this Agreement, to carry out the obliga- tions under this Agreement and to grant to Client the rights granted hereunder.

2. Unless otherwise directed by Client, CanAm will commence the Services at the time specified in the Statement of Work or as otherwise agreed by the Parties. Unless otherwise specified by Cli- ent, the Services will continue without interruption, and the Services will be completed, and the Deliverables will be provided within the time specified. Notwithstanding the foregoing, Client acknowledges that CanAm’s performance of this Agreement is dependent in part on Client’s ac- tions and that any dates or time periods relevant to the performance of this Agreement by CanAm will be appropriately extended to account for any delays caused by Client’s actions or omissions or failure to perform any of its obligations pursuant to this Agreement.

3. CanAm warrants the Services provided under this Agreement for a period of ninety (90) days after go-live.

Make the mark.

City of Concord, CA | September 30, 2024
Proposal to Provide I
mplementation Advisory Services
Plante Moran Proprietary & Confidential
Attachment 3

September 30, 2024
Karan Reid, Director of Finance, City of Concord
1950 Parkside Dr.

Concord, CA 94519
Dear Karan:

Thank you for the opportunity to guide your team through the ERP selection project. In response to our discussion regarding implementation assistance, we understand that the City of Conc ord, CA is interested in additional support services from Plante Moran during the upcoming implementation project. Plante Moran’s government consulting team offers experience providing implementation assistance for similar government organizations implementing Workday software. Some key benefits of continuing to work with the Plante Moran team on the ERP implementation project are:
 We know the City. Since our team has been deeply involved with the City’s ERP selection project, we have fostered a relationship with City staff and an understanding of the City’s processes. This will set the stage for a successful implementation, and reduced duplicated efforts.
 Recent California ERP experience. We have recent
experience assisting clients with ERP projects, including the City of San Mateo, Placer County Water Agency, Eastern Municipal Water District, City of Pomona, City of South San Francisco, and more.  Plante Moran has cultivated a unique ability to serve governmental organizations. We have more than 65 years of service in the government sector and have more than 200 staff in our public sector practice.  Plante Moran has developed a proven methodology and approach based on years of enterprise system experience with governmental clients. We bring a breadth and depth of experiences facilitating current state assessments for our clients enabling them to effectively optimize core business processes, staff expertise, and systems integration.
 Our proposed approach provides the City with the personalized service of a small team, with the benefits of a deep bench of subject matter experts. The proposed staff will work with the City day-to- day, bringing in experts across Finance, HCM, data, internal controls, and more, as needed. This means the advice provided to the City isn’t off-the-cuff, it’s deep subject matter knowledge from experts who have dedicated their careers to furthering their knowledge on a given topic.

Our proposal further describes our qualifications, proposed engagement team, and fee summary. We look forward to the opportunity to continue to work with the City. Once you have had the opportunity to review this proposal, please contact Brian Pesis or I to discuss next steps.

Sincerely,

Mike Riffel, Partner
312-602-3539 | [email protected].

Plante Moran Difference: Implementation
Experts. We’ve assisted 50+ clients in the last
decade with their ERP implementations. Our
team understands the nuances of
implementations and has documented
valuable lessons learned to inform the City.

Proposal to Provide Implementation Advisory Services   1

Executive summary
We understand the City would like assistance from Plante Moran to drive success and minimize risks associated with the ERP implementation project. Proposed services include:
 Implementation project management assistance
 Organizational change management services
 Financial account structure transformation
 Other subject matter expertise as-needed
Below is a summary of the proposed key project tasks, with detailed descriptions on the following pages.

Implementation Project Management Assistance
Plante Moran will serve as a co-Project Manager with the City’s Project Manager to assist with the implementation of the selected ERP solution (Cognizant, Workday, and Teller) to drive the project forward on a consistent, sustained basis. Plante Moran proposes the creation of a project management office (PMO), with sponsorship, governance and critical decision making by the City and support from City staff, solution providers (Cognizant, Workday, and Teller), and others as needed, to direct all project management activities and oversee the completion of implementation objectives in each of the project phases. Plante Moran will be an integral part of the PMO and will advise the City on decision making, budget, approach, scope, resourcing, and other project related matters.

Organizational Change Management Services
All of the ERP projects we are involved with include some element of formal or informal change management activities. These activities are more critical with clients who are migrating from technologies and processes that date back several years, or have a more change-resistant organizational culture. We recognize that these changes come with many challenges and are crucial to the success of a project. Therefore, we embed formal and informal change management activities within our project methodology to manage change effectively throughout the duration of the project. The following change management activities can be in scope:
 Conduct change-focused interviews with City leaders and staff  Administer virtual change climate survey
 Facilitate Change Impact Assessment discussions with City leaders and managers  Plan and support the creation of staff-facing communications throughout the project  Change Champion selection and Change Network co-facilitation  Plan training and support the creation of training materials Financial Account Structure Transformation
Upon approval of services from the City, we will begin analyzing the City’s current financial account structure (i.e. chart of accounts). After our analysis, we will work with the City team to understand the current gaps, required reporting, and desired future state goals the new structure should achieve in the system. Based on these items, we will work with the City to define the structure and assist with applying it within the solution.

Proposal to Provide Implementation Advisory Services   2

Other Subject Matter Expertise As‐Needed
Throughout the course of the ERP implementation, Plante Moran will be available to provide a variety of subject matter expertise to the City as-needed. This will include, but is not limited to, assistance in:
 Process and policy documentation – Finance, Human Resources  Internal controls and risk management
 Cybersecurity
 Infrastructure and technical guidance
 Data conversion, interface development and governance Detailed workplan
Implementation Project Management Assistance
Phase Objective and Summary of Activities: The purpose of this task is to assist the City in the implementation and acceptance of the selected the solution. Based on the preliminary schedule as defined in vendor proposals, we anticipate the implementation timeline will be 12 - 15 months. However, this timeline may change based on a variety of factors (staff availability, functionality ultimately implemented, etc.).

We expect to develop a detailed implementation schedule in conjunction with the City’s team as well as the vendors (Cognizant, Workday, and Teller) during the plan stages of each phase. The following activities are examples of the types of project management services Plante Moran team can provide the City during implementation.

Project Initiation and Implementation Planning
As part of the initiation and planning phase of an implementation project, there are a number of project activities that will be performed to ensure that a solid foundation for moving forward has been established.

We would work with the City and the solution providers during the initiation and planning phase on the following activities:
 Meet with the City and the solution providers (Cognizant, Workday, and Teller) for start-up activities.  Conclude on roles and responsibilities of all parties involved.  Conduct a project expectation alignment session with City staff.  Facilitate a risk management session with City staff and the solution providers.  Participate in up-front kick-off consulting sessions conducted by the solution providers.  Develop and implement appropriate tools for managing the project, such as:
o Project charter, including project governance structure and roles and responsibilities o Project management plan, including risk and issue management o Project implementation plan and schedule
o Staffing plan
o Budget tracking tool

Proposal to Provide Implementation Advisory Services   3

Project Execution and Controlling
Upon completion of the initiation and planning stages of each phase, the project will migrate to an execution and controlling phase in which the project tasks defined during the planning stage will be performed. In essence, this phase of the project is where most activities and time will be spent managing and controlling the project. During the implementation, we can support with the following activities:
 Act as a member of the functional team providing team oversight and ensuring that existing business processes are challenged during implementing those module(s).  Maintain the project collaboration site and manage project artifacts.  Manage activities of the teams for all ERP implementation phases.  Help the City coordinate project resources.
 Participate in consulting sessions with the City and the solution providers.  Participate in project management meetings with the City and the solution providers.  Work with the solution providers to manage the project scope and schedule.  Monitor project timeline progress as updated by the solution providers.  Work with team leads and steering committee members to stay on task.  Maintain and report on project risks, issues, action items, and decisions.  Participate in project steering committee meetings.
 Provide written project status summaries as needed to the project team, Steering Committee, and executive sponsor.
 Work with the City and the solution providers to manage the project budget.  Review project change orders.
 Monitor compliance to the negotiated contract.
 Review deliverables and provide recommendations for acceptance/conditional acceptance/non- acceptance to the City
 Provide acceptance testing guidance and assist with test plan.  Review and manage the go-live check/punch list
Project Closing and Post Implementation Support
Upon completion of the executing and controlling phases of the project, the project will transition to a project closing and transition to support phase in which much of the time will be spent on resolving go-live issues and transitioning from an implementation to an on-going operational state of the system. During the project closing phase, we will help with the following activities:
 Identify post-implementation team activities that still require resolution.  Ensure proper documentation is provided to administrators, power users, and end users.  Define post go-live support requirements both on-site and offsite.  Develop a transition plan and approach from the vendors to the City.  Work with the City to develop and document on-going system support procedures.  Determine who will maintain issues log for each of the teams and at a PMO level.  Determine who will be monitoring error logs for the system on a regular basis.  Finalize the ongoing support structure including roles and responsibilities.  Close-out all contracts.
 Conduct a post-implementation debrief and document lessons learned

Proposal to Provide Implementation Advisory Services   4

Organizational Change Management Services
New technologies introduce predefined processes and workflows that will challenge the culture in place today — a culture with inefficient processes and workflows driven by outdated technology. Organizational Change Management (OCM) applies tools designed to assess, manage, and reinforce the impacts of replacing systems, redesign processes and prepare the workforce for the new systems.

As we conduct work on any process, staff will become aware of potential changes. Therefore, Plante Moran treats OCM as a program operating inside the project, keeping a pulse on capacity for staff to accept change, with a goal of preparing staff for the new knowledge, skills and abilities required to adopt new systems and be successful in their career with the City.

1. Conduct Interviews
Change lives in stories; to get to the heart of what it’s like for staff in the City, we have to talk with them. Plante Moran’s Change Management Team can participate in the interviews scheduled as part of the initial Discovery sessions or set up separate discussions to better understand how individuals across the organization experience change. Typically, we talk with various groups/departments across the City such as finance, human resources, information technology, public works, etc. As the interviews are being conducted, we begin to review questions to include in the Change Climate Survey.

2. Administer Change Climate Survey
As informative as the interview process is, there are still some experiences of change that are best captured anonymously. The Change Climate Survey asks about individuals’ experience with change at different levels, and from different perspectives. Questions typically asked as part of the Change Climate Survey include:
 How would you rate the efforts of previous change in your organization?  How have employees responded to organizational change in the past?  How would you rate the shared vision/direction for the organization? The results of the survey are compiled in a report and will include individual responses from open-ended questions that help reveal additional insights into the organizational “pulse” when it comes to internal change and can provide valuable fodder for planned messaging throughout the project.

3. Change Impact Assessment
Technology projects usually include many discussions around future state, but rarely do we pause and take stock of exactly what these proposed changes will mean to end users.

During the Change Impact Assessment discussions, we hold two separate workshops: one with organizational leaders (who are often part of a Steering Committee or equivalent governing body) and subsequent sessions with departmental or functional area leaders.

The first conversation is best scheduled after the group has had some time to consider proposed changes and think through their potential impacts. The following discussions can build on what the leadership team suggested and is an invitation for department leaders to begin crafting their own messaging for their respective group(s).

When the Interviews, Survey and Change Impact Assessment are complete, Plante Moran’s Change Management Team will create a Change Profile Matrix that provides high-level impacts that need to be shared with specific

Proposal to Provide Implementation Advisory Services   5

audiences and may result in scheduled training sessions at go-live. Results captured from these discussions inform the formal Communication Strategy, Communications Plan and Editorial Calendar.

4. Communication Planning
Project team activities can be all-consuming, and easily make it seem as though everyone is “in the know”. But that’s rarely the case for the rest of the organization, who may be experiencing the fear, uncertainty and doubt that can often accompany the introduction of change-related announcements.

To include as many people as possible along during the journey through change, we recommend creating a Communication Strategy that includes:
 Impacted audiences
 Desired communication outcomes
 Key message phrases
 Intended delivers medium/channel
 Frequency of communication
 Approver
 Creator
The Strategy is accompanied by a Communication Schedule that outlines specific dates on which individual messages should be shared, including training-related communication if necessary. These documents are supplemented by an Editorial Calendar which includes individual messages to be shared on dates identified in the Communications Schedule.

5. Champion Network Facilitation
Based on our experience with similar-sized organizations during implementations, we firmly believe that “change is an inside job”. When leaders inside the City (whether formal leaders in title or others who are recognized as leaders) act as spokespeople for the project, their colleagues begin to look to them as sources of information about what is actually happening during the implementation.

Change Champions are just as useful to the Project Team as they are to staff and can often be an effective sounding board for socializing proposed changes in a protected environment prior to sharing them with staff at large. Change Champion groups typically include:
 1-2 internal Change Co-Lead(s)
 Monthly Champion meetings
 Communications Committee
 Training Committee
Each Committee is composed of Champions who are drawn to a either topic and is usually headed by one or two designated leaders determined by the group. The Committees report out on their activities during the monthly Champion meetings; when they meet, they are working on establishing the Communications and Training Plans and executing on them during the implementation.

Internal Change Co-Lead(s) represent the Champions during Steering Committee meetings as well as project Core Team meetings and provide an update on the current phase of the project during their own monthly meetings. They effectively sit “between the people and the product”, and are expected to keep in touch with how staff are feeling leading up to go-live.

Proposal to Provide Implementation Advisory Services   6

6. Training Planning
While your ERP vendor will likely include some version of training as part of your implementation, the material provided can vary as well as the range of potential services included in their training. In our experience, the most effective training comes from within the organization and is lead by a combination of internal Subject Matter Experts (SMEs) and vendor representatives.

Plante Moran’s Change Management Team can support the City with the following additional activities:
 Creating proprietary, step-by-step documentation for the City to use after go-live  Recording accompanying videos in a designated Training environment (as opposed to Production)  Training the City’s trainers in a Facilitation Workshop to prepare them to lead in-person sessions  Providing key points for the City to consider when determining training metrics Ideally, the Training Committee (made up of Change Champions) will create the Trai ning Plan and coordinate the logistics around scheduling space for sessions, working with the project’s Core Team to ensure the correct participants are invited and that they receive adequate training for their role.

Financial Account Transformation Services
As part of business transformation services, one of our specific service offerings is to review the existing chart of accounts and determine how to transform to the future chart of accounts. The chart of accounts is the foundation of any ERP system and must be aligned properly to take advantage of functionality available in the ERP solution, as well as support standardization and data analytics. We work with our clients to redefine the chart of accounts as the first step in the architect and design stage of the ERP. All COA elements should have clear definitions and use and support the questions governments are typically asked through the data it captures. The diagram below shows some (not all) of the ERP elements that can be used to support the COA.

Using our FAST approach, we work on establishing your chart of accounts early in the ERP journey to set the foundation for the transformation of the financial activities. Regardless of the solution you select, all will have a very similar accounting structure. For example, in the plan and architect phase all system integration partners will begin with establishing the project management structure and starting to develop the chart of accounts.

Our FAST services will align with the activities and deliverables and prepare the state for being ready to address these activities with business transformation in mind.

Proposal to Provide Implementation Advisory Services   7

Our approach will assist the City in identifying a best of breed chart of accounts structure. We will start with the end in mind. Financial reporting, whether that be ACFR creation, budget to actual reporting, federal reporting, or other operational financial performance reporting, is the heart of a financial system. Starting with the end in mind, we will identify what issues and gaps are necessary to resolve in order to produce reliable financial statements and reports. We will interview the appropriate staff across Finance and other departments to identify operations and reporting needs. This will assist us in determining what data is not being captured efficiently and consistently and where we need to focus the analysis. We understand the chart of accounts structure within many ERP solutions and the capabilities that exist to support a streamlined and flexible, yet standard structure. Once we understand the issues with the current structure we will focus on the following:
 Centralized structure, including the budgetary controls  Decentralized structure, including how the hierarchy supports the centralized structure  Consistent structure across departments with grants, projects, and other program related COA  Improving existing COA and cleanup for conversion readiness  COA model development for future ERP to be included in RFP

Other Subject Matter Expertise As‐Needed
Throughout the course of an implementation, the City can expect a wide variety of topics to arise. In an effort to assist with these areas, we have proposed a set budget for subject matter expertise to be utilized on an as- needed basis. This section describes potential projects, including but not limited to:
 Finance subject matter expertise
o Process and procedure documentation
o Policy creation and documentation
 Human Resources subject matter expertise
o Process and procedure documentation
o Policy creation and documentation
 Internal controls and risk management
o Internal controls review
o Segregation of duties analysis
 Cybersecurity
o Server configuration review
o Cloud environment security assessment
o Review of maintenance and upgrades
 Infrastructure and technical guidance
o Review of technical environment
o Assistance with changes to technical environment
o Sourcing assistance
 Data conversion and governance
o Data governance assistance
o Data conversion guidance
o Data conversion execution
o Data archiving/warehousing assistance
o Analytics/reporting assistance

Proposal to Provide Implementation Advisory Services   8

 Interface development and application migration
o Review of application portfolio and integration
o Identification of integration points
o Guidance on issues and best practices identified during integration development

Proposal to Provide Implementation Advisory Services   9

Project team
The following table lists the key personnel for this project and a description of the role each will serve.

Availability assumes a project start date of January 1, 2025. Other staff may be assigned as needed.

Project Staff  Project Role
Mike Riffel
Partner
Project Engagement Partner
Mike has overall responsibility for ensuring that all project tasks throughout the entire project are completed within schedule and budget. He also will ensure that all project deliverables meet the required quality standards and be available for executive level discussions as needed.

Brian Pesis
Senior Manager
Project Director
Brian will provide oversight to the project management and change management workstreams. His experience assisting clients with ERP implementations paired with his experience working with Concord will allow him to ensure the implementation progresses smoothly. Brian will regularly participate in Executive Steering Committee meetings.

Dave Kragenbrink
Manager
Project Manager
Dave will collaborate with the City’s Project Manager to facilitate execution of the project workplan and schedule, while managing the Plante Moran project team. He will manage the overall project implementation workplan, day-to-day project activities and status meetings, and development of project deliverables.

Santana Hill
Senior Consultant
Human Resources Project Consultant
Santana will support the human resources and payroll components of the project while supporting day-to-day activities such as data conversion, testing, and other necessary activities during implementation. Her past experience on HR and Payroll implementations plus her experience working with Concord positions her as a strong consultant to support the HCM implementation phase.

Matt Madrigal
Senior Consultant
Financials Project Consultant
Matt will support the financial components of the project while supporting the day-to-day activities such as data conversion, testing, and other necessary activities during implementation. His previous experience with financial software projects will help him guide the City’s implementation.

Danielle DeLonge
Senior Manager
Change Management Lead
Danielle leads the Organizational Change Management practice at Plante Moran and will lead the change management efforts on the City’s implementation. She will help the City navigate their technology transformation by taking a human-centered approach that empowers leaders and accelerates business outcomes.

Proposal to Provide Implementation Advisory Services   10

Project Staff  Project Role
Robin Milne
Principal
Financial Account Structure Transformation Lead
Robin leads the Financial Account Structure Transformation practice at Plante Moran and will lead the chart of accounts transformation effort. She will help the City navigate this change to ensure that the updated chart of accounts sets a strong foundation for the City to take advantage of functionality in Workday.

Robin has supported other Cities and States through this effort so is well positioned to provide expertise to the City on this transformation effort.

Additional
Consultants
Based on the unique needs the City identifies throughout the life of the project, we will identify and utilize additional consultants on this project. This may include areas such as subject matter experts for Finance, Human Resources, and/or Payroll, internal controls and risk management, cybersecurity, infrastructure, or any other areas as required.

Proposal to Provide Implementation Advisory Services   11

Project fees
Plante Moran proposes a not-to-exceed fee schedule for the proposed scope of services as detailed below. The estimated implementation duration is twelve (12) months but the proposed fees below are for fifteen (15) months to account for any schedule changes. Services can begin prior to the implementation start date if desired.

Proposed services  Fees per item  Total Project Fees
Implementation assistance at 0.5 full-time equivalent
(FTE) per month for 15 months, including:

Project management assistance
Organizational change management
Subject matter expertise
$25,900/month $388,495
Financial Account Transformation Services N/A1 $68,200
Estimated travel costs (12 trips) $2,900/trip $34,800
Total $491,495

1 Services are proposed as a not-to-exceed amount based on the scope of services provided

Proposal to Provide Implementation Advisory Services   12

Project Fee Assumptions
Our project fees are based on the following assumptions. Should these assumptions change, we would adjust our professional fees accordingly in consultation with the City.

Project Resources and Governance

1. The City will assign a project manager that will work directly with Plante Moran staff.

2. Executive sponsorship represents all business areas and actively serves the needs of the project throughout its duration.

3. The City maintains an active Executive Steering Committee that meets throughout the project on a recurring basis.

4. City subject matter experts are available for scheduled implementation activities and complete their assigned activities on a timely basis.

5. A project management or governance structure is developed with the City’s core team meeting on a regular basis to discuss project issues and manage change requests so their impact on schedule, resource commitments, costs, and quality can be determined.

6. Information presented by Plante Moran is well organized and thorough such that project related decisions are made in a timely manner whenever possible.

7. Stakeholders scheduled to attend meetings are present and ready to fully participate.

8. Decisions are made among the appropriate City staff in a timely manner.

9. City staff are open to considering business process changes and are willing to share their experiences surrounding current process challenges and desires for the future state processes in addition to those presented by Plante Moran for consideration.

Service Delivery

10. Plante Moran will deliver all services for all engagement phases in a hybrid manner, with key project activities performed on-site and the remainder performed remotely.

11. All onsite work activity will be confirmed at least two weeks prior to the agreed upon travel date; any travel change costs incurred after such date will be expensed to the City at actual cost. This additional cost will be over and above the not-to-exceed fee amount.

12. The level of effort proposed assumes that the Plante Moran team is invited to implementation meetings and sessions with at least two weeks notice. Meetings scheduled with less notice may result in availability conflicts.

13. Full-time equivalent (FTE) assumes a 52 week year and 40 hours per week.

14. FAST services:
a. The City assigns a working team to this effort that is knowledgeable in the existing chart and can make decisions on the future model.
b. The team will participate in 5-6 work sessions to complete the model.

Compensation

15. Implementation Project Management Assistance will be provided on a monthly retainer basis.

The cost quoted assumes fifteen (15) months at .5 FTE of service, including costs for 12 trips.

Proposal to Provide Implementation Advisory Services   13

a. By request, our rate can adjust proportionally based on desired level of effort by the City. For example, since 0.5 FTE is billed at $25,900, then 0.4 FTE is be billed at $20,720.

The City can adjust this level of effort with 30 days advance notice to Plante Moran. b. Changes in the project schedule due to a variety of factors (e.g. City availability, vendor delays) will result in the number of months of assistance needing to be similarly adjusted.
c. Fees will be invoiced to the City at a consistent level with a 10% variance included in the proposed level of effort. For example, if the City opts for a 0.5 FTE level, the flat monthly rate represents labor costs up to .55 FTE to allow us to manage our resources.

Any additional hours above the level of effort will be billed at an hourly rate of $325, with prior approval from the City.
d. Travel costs will be billed at a flat rate of $2,900 per staff per week, with the assumption of 12 trips onsite over the duration of the implementation. e. Any additional months required for Task 6 beyond 15 months will be billed at an updated monthly retainer rate adjusted to our then current hourly rates.

We look forward to working with you.

Please contact us with any questions.

One of the top 20 largest CPA and consulting firms in the U.S.

Mike Riffel
Partner, Management Consulting
312-602-3539
[email protected]
Brian Pesis
Senior Manager, Management
Consulting
303-846-1260
[email protected]
Dave Kragenbrink
Senior Manager, Management
Consulting
312-344-2404
[email protected]

ERP Implementation
Workday, Cognizant, Teller, Plante Moran

GREG TAYLOR, DIRECTOR OF INFORMATION TECHNOLOGY
DEC 3, 2024
1

Overview
❖ Enterprise Resource Planning System
❖ Project Proposal
❖ Selection Process
❖ Benefits to the City
❖ Implementation Timeline
❖ Recommended Action
2

Enterprise Resource Planning System
❖ Core City software for Financial Reporting, Budgeting, Procurement, Payroll, HR and other City functions
❖ Currently a twenty-year old platform
❖ No longer meets the City’s needs
3

Project Proposal
❖ $11.2M total cost, including a 20% contingency,
spread over 10 years
❖ WorkDay – ERP Software Solution
❖ Cognizant – ERP Implementation Services
❖ CAN/AM Teller – Cashiering Software
❖ Plante Moran – ERP Consulting Services
4

Spring 2024
Evaluate Vendors
Winter 2023
Distribute RFP
Summer 2024
Select Vendor
Summer 2023
Draft Deliverables
Early 2025
Implement System
Spring 2023
Collect Input
Fall 2024
Negotiate Contract
Selection Process
5

Benefits to the City
❖ Modern and user-friendly technology
❖ Redesigning business processes to meet current needs
❖ Business processes in a single system of record
❖ Increased efficiency allows more time for valuable work ❖ More accessible information in real-time
❖ Modern security and data protection
6

Implementation Timeline
7 Project Timeline
Strategy Plan Architect &
Configure Test Parallel Deploy Post
Production
Total
Weeks
Weeks 6 7 28 18 9 5 6 77
Start 2/3/2025 3/3/2025 4/21/2025 11/3/2025 3/9/2026 5/11/2026 6/15/2026 Finish 3/14/2025 4/18/2025 10/31/2025 3/6/2026 5/8/2026 6/12/2026 7/24/2026 ❖ Full-implementation go live with FIN/HCM in June 2026 ❖ Resources heavily involved from April 2025 – June 2026

Summary
❖ Investment is a benefit to City staff and constituents ❖ Completed a detailed selection process to make a
decision that will be best for the City for years to come ❖Requesting support and resources for 10-years with a
plan for well beyond that
❖Required to continue to operate in a much more
technology dependent and advanced environment
8

Recommended Action
❖ Authorize the City Manager to approve various actions and associated contracts related to the acquisition of a new financial Enterprise Resource Planning (ERP) System for a total not-to-exceed amount of $11,192,780 over 10 years, including a 20% contingency; and authorizing the City Manager to
execute the ERP agreements in a form acceptable to the City Attorney; and make the CEQA determinations as provided in the staff report
9