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SOFTWARE AS A SERVICE AGREEMENT
This Software as a Service Agreement is made between Tyler Technologies, lnc., and City WHEREAS, City selected Tyler to provide certain products and services set forth in the lnvestment Summary, including providing City with access to Tyle/s proprietary software products, and Tyler desires to provide such products and services under the terms of this Agreement; NOW THEREFORE, in consideration of the foregoing and of the mutual covenants and promises set forth in this Agreement, Tyler and City agree as follows:
SECTION A- DEFINITIONS
o$reement'' means this Software as a Services Agreement. "Business Travel Policy'' means our business travel policy. A copy of our current Business Travel Policy is attached as Schedule L to Exhibit B.
oCity'' means the City of Fresno, California.
nData" means your data necessary to utilize the Tyler Software. "Data Storage Capacity'' means the contracted amount of storage capacity for your Data identified in the lnvestment Summary.
"Defect'' means a failure of the Tyler Software to substantially conform to the functional descriptions set forth in our written proposal to you, or their functional equivalent. Future functionality may be updated, modified, or otherwise enhanced through our maintenance and support services, and the governing functional descriptions for such future functionality will be set forth in our then-current Documentation.
"Defined Users" means the number of users that are authorized to use the SaaS Services. The Defined Users for the Agreement are as identified in the lnvestment summary. "Develope/' means a third party who owns the intellectual property rights to Third Party Software.
"Disastef means an event we declare that occured at a data center hosting Tyler Software that caused you to lose access to the same including but not limited to a failure of telecommunications systems, electrical power or hardware. "Documentation" means any online or written documentation related to the use or functionality of the Tyler Software that we provide or othenruise make available to you, including instructions, user guides, manuals and other training or self-help documentation. "Effective Date" means the date by which both your and our authorized representatives have signed the Agreement.
"Force Maieure" means an event beyond the reasonable control of you or us, including, without limitation, Eovernmental action, war, riot or civil commotion, fire, natural disaster, or any other cause that could not with reasonable diligence be foreseen or prevented by you or us. "lnvestment Summa4/' means the agreed upon cost proposal for the products and services attached as Exhibit A.
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DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32 "lnvoicing and Payment Polid' means the invoicing and payment policy. A copy of our current lnvoicing and Payment Policy is attached as Exhibit B.
'SaaS Fees" means the fees for the SaaS Services identified in the lnvestment Summary. 'SaaS Services" means software as a service consisting of system administration, system management, and system monitoring activities that Tyler performs for the Tyler Software, and includes the right to access and use the Tyler Software, receive maintenance and support on the Tyler Software, including Downtime resolution under the terms of the SLA, and Data storage and archiving. SaaS Services do not include support of an operating system or hardware, support outside of our normal business hours, or training, consulting or other professional services. "SLA" means the service level agreement. A copy of our current SLA is attached hereto as Exhibit C.
"Statement of WorK means the industry standard implementation plan describing how our professional services will be provided to implement the Tyler Software, and outlining your and our roles and responsibilities in connection with that implementation. The Statement of Work is attached as Exhibit F.
'Support Call Process" means the support call process applicable to all of our customers who have licensed the Tyler Software. A copy of our current Support Call Process is attached as Schedule 1to Exhibit C.
"Third Pafi Hardware" means the third party hardware, if any, identified in the lnvestment Summary.
'Third Party Products" means the Third Party Software and Third party Hardware.
Shird Pafi Seruices" means the third party services, if any, identified in the lnvestment Summary.
'Third Party Software" means the third party software, if any, identified in the lnvestment Summary.
"Third Party Terms" means, if any, the end user license agreement(s) or similar terms for the Third Party Software, as applicable and attached as Exhibit D. 'Tylet'' means Tyler Technologies, lnc., a Delaware corporation. 'Tyler Software" means our proprietary software, including any integrations, custom modifications, and/or other related interfaces identified in the lnvestment Summary and licensed by us to you through this Agreement.
"we"r"us","ou{ and similarterms mean Tyler.
"you" and similar terms mean City.
SECTION B - SAAS SERVICES
L Rights Granted. We grant to you the non-exclusive, non-assignable limited right to use the SaaS Services solely for your internal business purposes for the number of Defined Users only. The Tyler Software will be made available to you according to the terms of the SLA. You acknowledge that we have no delivery obligations and we will not ship copies of the Tyler Software as part of the SaaS Services. You may use the SaaS Services to access updates and enhancements to the Tyler Software, as further described in Section C(9). The foregoing notwithstanding, to the extent we have sold you perpetual licenses for Tyler Software, if and listed in the lnvestment Summary, for which you are receiving SaaS Services, your rights to use such Tyler Software are perpetual, subject to the terms and conditions of this Agreement including, without limitation, Section B( ). We will make any such software available to you for download.
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DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32
2. SaaS Fees. You agree to pay us the SaaS Fees. Those amounts are payable in accordance with our lnvoicing and Payment Policy. The SaaS Fees are based on the number of Defined Users and amount of Data Storage Capacity. You may add additional users or additional data storage capacity on the terms set forth in Section H(1). ln the event you regularly and/or meaningfully exceed the Defined Users or Data Storage Capacity, we reserve the right to charge you additional fees commensurate with the overage(s).
3. Ownership.
3.1 We retain all ownership and intellectual property rights to the SaaS Services, the Tyler Software, and anything developed by us under this Agreement. You do not acquire under this Agreement any license to use the Tyler Software in excess of the scope and/or duration of the SaaS Services. 3'2 The Documentation is licensed to you and may be used and copied by your employees for internal, non-com mercia I reference pu rposes only.
3.3 You retain all ownership and intellectual property rights to the Data. You expressly recognize that except to the extent necessary to carry out our obligations contained in this Agreement, we do not create or endorse any Data used in connection with the SaaS Services.
4. Restrictions. You may not: (a) make the Tyler Software or Documentation resulting from the SaaS Services available in any manner to any third party for use in the third party's business operations; (b) modify, make derivative works of, disassemble, reverse compile, or reverse engineer any part of the SaaS Services; (c) access or use the SaaS Services in order to build or support, and/or assist a third party in building or supporting, products or services competitive to us; or (d) license, sell, rent, lease, transfer, assign, distribute, display, host, outsource, disclose, permit timesharing or service bureau use, or otherwise commercially exploit or make the SaaS Services, Tyler Software, or Documentation available to any third party other than as expressly permitted by this Agreement. 5' Software Warrantv. We warrant that the Tyler Software will perform without Defects during the term of this Agreement. lf the Tyler Software does not perform as warranted, we will use all reasonable efforts, consistent with industry standards, to cure the Defect in accordance with the maintenance and support process set forth in Section C(9), below, the SLA and our then current Support Call Process.
6. SaaS Services.
6'1 Our SaaS Services are audited at least yearly in accordance with the AICPA's Statement on Standards for Attestation Engagements ("SSAE") No. 18. We have attained, and will maintain, SOC 1 and SOC 2 compliance, or its equivalent, for so long as you are timely paying for SaaS Services. Upon execution of a mutually agreeable Non-Disclosure Agreement ("NDA"), we will provide you with a summary of our compliance report(s) or its equivalent. Every year thereafter, for so long as the NDA is in effect and in which you make a written request, we will provide that same information.
6'2 You will be hosted on shared hardware in a Tyler data center or in a third-party data center. ln either event, databases containing your Data will be dedicated to you and inaccessible to our 3 'p tyler
DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32 other customers
6.3 Our Tyler data centers have fully-redundant telecommunications access, electrical power, and the required hardware to provide access to the Tyler Software in the event of a Disaster or component failure. ln the event any of your Data has been lost or damaged due to an act or omission of Tyler or its subcontractors or due to a defect in Tyler's software, we will use best commercial efforts to restore allthe Data on servers in accordance with the architectural design's capabilities and with the goal of minimizing any Data loss as greatly as possible. ln no case shallthe recovery point objective ("RPO") exceed a maximum of twenty-four (24) hours from declaration of Disaster. For purposes of this subsection, RPO represents the maximum tolerable period during which your Data may be lost, measured in relation to a Disaster we declare, said declaration will not be unreasonably withheld.
6.4 ln the event we declare a Disaster, our Recovery Time Objective ("RTO") is twenty-fo ur (241 hours. For purposes of this subsection, RTO represents the amount of time, after we declare a Disaster, within which your access to the Tyler Software must be restored.
5.5 We conduct annual penetration testing of either the production network and/or web application to be performed. We will maintain industry standard intrusion detection and prevention systems to monitor malicious activity in the network and to log and block any such activity. We will provide you with a written or electronic record of the actions taken by us in the event that any unauthorized access to your database(s) is detected as a result of our security protocols. We will undertake an additional security audit, on terms and timing to be mutually agreed to by the parties, at your written request. You may not attempt to bypass or subvert security restrictions in the SaaS Services or environments related to the Tyler Software.
Unauthorized attempts to access files, passwords or other confidential information, and unauthorized vulnerability and penetration test scanning of our network and systems (hosted or otherwise) is prohibited without the prior written approval of our lT Security Officer.
6.6 We test our disaster recovery plan on an annual basis. Our standard test is not client-specific.
Should you request a client-specific disaster recovery test, we will work with you to schedule and execute such a test on a mutually agreeable schedule. At your written request, we will provide test results to you within a commercially reasonable timeframe after receipt of the request.
6.7 We will be responsible for importing back-up and verifying that you can log-in. You will be responsible for running reports and testing critical processes to verify the returned Data.
6.8 We provide secure Data transmission paths between each of your workstations and our servers.
6.9 Tyler data centers are accessible only by authorized personnel with a unique key entry. All other visitors to Tyler data centers must be signed in and accompanied by authorized personnel.
Entry attempts to the data center are regularly audited by internal staff and external auditors to ensure no unauthorized access.
6.10 Where applicable with respect to our applications that take or process card payment data, we are responsible for the security of cardholder data that we possess, including functions relating 4 'p tyler
DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32 to storing, processing, and transmitting of the cardholder data and affirm that, as of the Effective Date, we comply with applicable requirements to be considered PCI DSS compliant and have performed the necessary steps to validate compliance with the PCI DSS. We agree to supply the current status of our PCI DSS compliance program in the form of an official Attestation of compliance, which can be found at https://www.tylertech.com/about- us/compliance, and in the event of any change in our status, will comply with applicable notice requirements.
7 ' Socrata Terms and Conditions. Tyler and City agree to perform and be bound by all covenants, terms, and conditions of the Socrata Terms and Conditions, which are attached hereto as Exhibit E ('Socrata Agreement") with respect to the Socrata Capital Projects Explorer software and Socrata Open Finance software as more particularly described in Exhibit E attached hereto, and all such covenants, terms, and conditions are incorporated by reference as if set forth at length herein. ln the event of a conflict between any term or provision in Exhibit E to the Agreement, and any term or provision in the Agreement, the terms of Exhibit E shallgovern.
SECTION C -PROFESSIONAL SERVICES
L. Professional Services. We will provide you the various implementation-related services itemized in the lnvestment Summary and described in the Statement of Work.
2. Professional Services Fees. You agree to pay us the professional services fees in the amounts set forth in the lnvestment Summary. Those amounts are payable in accordance with our lnvoicing and Payment Policy. You acknowledge that the fees stated in the lnvestment Summary are good-faith estimates of the amount of time and materials required for your implementation. We will bill you the actualfees incurred based on the in-scope services provided to you. Any discrepancies in the totalvalues set forth in the lnvestment Summary will be resolved by multiplying the applicable hourly rate by the quoted hours.
3. Additional Services. The lnvestment Summary contains, and the Statement of Work describes, the scope of services and related costs (including programming and/or interface estimates) required for the project based on our understanding of the specifications you supplied. lf additional work is required, or if you use or request additional services, we will provide you with an addendum or change order, as applicable, outlining the costs for the additional work. The price quotes in the addendum or change order will be valid for thirty (30) days from the date of the quote.
4. Cancellation. lf travel is required, we will make all reasonable efforts to schedule travel for our personnel, including arranging travel reservations, at least two (2) weeks in advance of commitments. Therefore, unless we agree otherwise in writing, if you cancel services less than two (2) weeks in advance (other than for Force Majeure or breach by us), you will be liable for all (a) non-refundable expenses incurred by us on your behalf, and (b) daily fees associated with cancelled professional services if we are unable to reassign our personnel. We will make all reasonable efforts to reassign personnel in the event you cancel within two (2) weeks of scheduled commitments. lf you cancel services more than two (2) weeks in advance, or if we cancel services less than two (2) weeks in advance (other than for Force Majeure or breach by you), you will not be liable for any (a) non-refundable expenses or daily fees assocatied with canceled professionalservices. 5 'p tyler
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5. Services Warrantv. We will perform the services in a professional, workmanlike manner, consistent with industry standards. ln the event we provide services that do not conform to this warranty, we will re-perform such services at no additional cost to you.
6. Site Access and Requirements. At no cost to us, you agree to provide us with full and free access to your personnel, facilities, and equipment as may be reasonably necessary for us to provide implementation services, subject to any reasonable security protocols or other written policies provided to us as of the Effective Date, and thereafter as mutually agreed to by you and us.
7. Background Checks. For at least the past twelve (12) years, all of our employees have undergone criminal background checks prior to hire. All employees sign our confidentiality agreement and security policies.
8. Citv Assistance. You acknowledge that the implementation of the Tyler Software is a cooperative process requiring the time and resources of your personnel. You agree to use all reasonable efforts to cooperate with and assist us as may be reasonably required to meet the agreed upon project deadlines and other milestones for implementation. This cooperation includes at least working with us to schedule the implementation-related services outlined in this Agreement. We will not be liable for failure to meet any deadlines and milestones when such failure is due to Force Majeure or to the failure by your personnel to provide such cooperation and assistance (either through action or omission).
9. Maintenance and Support. For so long as you timely pay your SaaS Fees according to the lnvoicing and Payment Policy, then in addition to the terms set forth in the SLA and the Support Call Process, we will:
9.1 perform our maintenance and support obligations in a professional, good, and workmanlike manner, consistent with industry standards, to resolve Defects in the Tyler Software (subject to any applicable release life cycle policy);
9.2 provide support during our established support hours;
9.3 maintain personnel that are sufficiently trained to be familiar with the Tyler Software and Third Party Software, if any, in order to provide maintenance and support services;
9.4 make available to you all releases to the Tyler Software (including updates and enhancements) that we make generally available without additional charge to customers who have a maintenance and support agreement in effec| and
9.5 provide non-Defect resolution support of prior releases of the Tyler Software in accordance with any applicable release life cycle policy.
We will use all reasonable efforts to perform support services remotely. Currently, we use a third-party secure connectivity tool called Bomgar, as well as GotoAssist by Citrix. Therefore, you agree to maintain a high-speed internet connection capable of connecting us to your PCs and server(s). You agree to provide us with a login account and local administrative privileges as we may reasonably require to perform remote services. We will, after you initiate a support call requesting our assistance, use the 6 1ii. tyler
DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32 secure connection to assist with proper diagnosis and resolution, subject to any reasonably applicable security protocols including but not limited to any requirements that you attend and supervise the connection. lf we cannot resolve a support issue remotely, we may be required to provide onsite services. ln such event, we will be responsible for our travel expenses, unless it is determined that the reason onsite support was required was a reason outside our control. Either way, you agree to provide us with full and free access to the Tyler Software, working space, adequate facilities within a reasonable distance from the equipment, and use of machines, attachments, features, or other equipment reasonably necessary for us to provide the maintenance and support services, all at no charge to us. We strongly recommend that you also maintain your VPN for backup connectivity purposes.
For the avoidance of doubt, SaaS Fees do not include the following services: (a) onsite support (unless Tyler cannot remotely correct a Defect in the Tyler Software, as set forth above); (b) application design; (c) other consulting services; or (d) support outside our normal business hours as listed in our then- current Support Call Process. Requested services such as those outlined in this section will be billed to youonatimeandmaterialsbasisatourthencurrentrates. Youmustrequestthoseserviceswithat least one (1) weeks' advance notice.
SECTION D - THIRD PARTY PRODUCTS
1. Third Partv Hardware. We will sell, deliver, and install onsite the Third Party Hardware, if you have purchased any, for the price set forth in the lnvestment Summary. Those amounts are payable in accordance with our lnvoicing and Payment Policy.
2. Third Partv Software. As part of the SaaS Services, you will receive access to the Third Party Software and related documentation for internal business purposes only. Your rights to the Third Party Software will be governed by the Third Party Terms.
3. Third Partv Products Warranties.
3.1 We are authorized by each Developer to grant access to the Third Party Software.
3.2 The Third Party Hardware will be new and unused, and upon payment in full, you will receive free and clear title to the Third Party Hardware.
3.3 You acknowledge that we are not the manufacturer of the Third Party Products. We do not warrant or guarantee the performance of the Third Party Products. However, we grant and pass through to you any warranty that we may receive from the Developer or supplier of the Third Party Products.
4. Third Partv Services, lf you have purchased Third Party Services, those services will be provided independent of Tyler by such third-party at the rates set forth in the lnvestment Summary and in accordance with our lnvoicing and Payment Policy.
SECTION E - INVOICING AND PAYMENT; INVOICE DISPUTES
L lnvoicing and Pavment. We will invoice you the SaaS Fees and fees for other professional services in the lnvestment Summary per our lnvoicing and Payment Policy, subject to Section E(2). 7 'p tytgr
DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32 2' lnvoice Disputes. lf you believe any delivered software or service does not conform to the warranties in this Agreement, you will provide us with written notice within thirty (30) days of your receipt of the applicable invoice. The written notice must contain reasonable detail of the issues you contend are in dispute so that we can confirm the issue and respond to your notice with either a justification of the invoice, an adjustment to the invoice, or a proposal addressing the issues presented in your notice. We will work with to develop an action plan that outlines reasonable steps to be taken by each of us to resolve any issues presented in your notice. You may withhold payment of the amount(s) actually in dispute, and only those amounts, until we complete the action items outlined in the plan. lf we are unable to complete the action items outlined in the action plan because of your failure to complete the items agreed to be done by you, then you will remit full payment of the invoice. We reserve the right to suspend delivery of all SaaS Services, including maintenance and support services, if you fail to pay an invoice not disputed as described above within thirty (30) days of notice of our intent to do so,
SECTION F - TERM AND TERMINATION
1-. Term. The initial term of this Agreement is five (5) years from the first day of the first month following the Effective Date, unless earlier terminated as set forth below. Upon expiration of the initial term, this Agreement will renew automatically for additional one (L) year renewal terms unless terminated in writing by either party at least sixty (60) days prior to the end of the then- current renewalterm. Your right to access or use the Tyler Software and the SaaS Services will terminate at the end of this Agreement.
2. Termination. This Agreement may be terminated as set forth below. ln the event of termination for a reason otherthan Tyler/s material breach, you will pay us for all fees and expenses related to the software, products, and/or services you have received, or we have incurred or delivered, prior to the effective date of termination that you do not submit as invoice disputes in accordance with Section H(3). Disputed fees and expenses in all terminations other than your termination for cause must have been submitted as invoice disputes in accordance with Section E(2). Payment for disputed products, services and expenses, and the City's remedies, will be determined in accordance with Section H(3).
2'1 Failure to Pav SaaS Fees. You acknowledge that continued access to the SaaS Services is contingent upon your timely payment of SaaS Fees. lf you fail to timely pay the SaaS Fees, we may discontinue the SaaS Services and deny your access to the Tyler Software. We may also terminate this Agreement if you don't cure such failure to pay within forty-five (45) days of receiving written notice of our intent to terminate,
2.2 For Cause. lf you believe we have materially breached this Agreement, you will invoke the Dispute Resolution clause set forth in Section H(3). You may terminate this Agreement for cause in the event we do not cure, or create a mutually agreeable action plan to address, a material breach of this Agreement within the thirty (30) day window set forth in Section H(3).
2.3 Force Maieure. Either party has the right to terminate this Agreement if a Force Majeure event suspends performance of the SaaS Services for a period of forty-five (45) days or more. 8 'p tyter
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2.4 Lack of Appropriations. lf you should not appropriate or otherwise make available funds sufficient to utilize the SaaS Services, you may unilaterally terminate this Agreement upon thirty (30) days written notice to us. You will not be entitled to a refund or offset of previously paid, but unused SaaS Fees. You agree not to use termination for lack of appropriations as a substitute for termination for convenience.
2.5 Termination without Cause durins lnitial Term. You shall not terminate this Agreement during the initial term for any reason other than cause, Force Majeure, or lack of appropriations.
3. For up to sixty (60) days after termination for any reason, upon your written request we will either, (a) return your Data in our possession to you in an industry standard format, or (b) destroy your Data in our possession using industry standard methods. After sixty (60) days, we will destroy your Data in our possession using industry standard methods. sEcTtoN G - INDEMNIFICATTON, LtMITAT|ON OF LtABtLtTy AND TNSURANCE 1,. lntellectual Propertv lnfrineement lndemnification.
1.1 We will defend you against any third party claim(s) that the Tyler Software or Documentation infringes that third party's patent, copyright, or trademark, or misappropriates its trade secrets, and will pay the amount of any resulting adverse finaljudgment (or settlement to which we consent). You must notify us timely promptly in writing of the claim and give us sole control over its defense or settlement unless the loss or claim exceed the Tyle/s limitation of liability, City shall have equal control over defense and settlement decisions. You agree to provide us with reasonable assistance, cooperation, and information in defending the claim at our expense. t.2 Our obligations under this Section G(1) will not apply to the extent the claim or adverse final judgment is based on your use of the Tyler Software in contradiction of this Agreement, including with non-licensed third parties, or your willful infringement.
1.3 lf we receive information concerning an infringement or misappropriation claim related to the Tyler Software, we may, at our expense and without obligation to do so, either: (a) procure for you the right to continue its use; (b) modify it to make it non-infringing; or (c) replace it with a functional equivalent, in which case you will stop running the allegedly infringing Tyler Software immediately. Alternatively, we may decide to litigate the claim to judgment, in which case you may continue to use the Tyler Software consistent with the terms of this Agreement.
1.4 lf an infringement or misappropriation claim is fully litigated and your use of the Tyler Software is enjoined by a court of competent jurisdiction, in addition to paying any adverse final judgment (or settlement to which we consent), we will, at our option, either: (a) procure the right to continue its use; (b) modify it to make it non-infringing; or (c) replace it with a functional equivalent. Thissectionprovidesyourexclusiveremedyforthirdpartycopyright,patent,or trademark infringement and trade secret misappropriation claims. 9 2. General lndemnification.
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DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32 lndemnification. To the furthest extent allowed by law, Tyler shall defend, indemnify and hold harmless the City from and against any and all direct and indirect claims, losses, liabilities, damages, costs and expenses (including including losses and costs incurred by City and any reasonable attorney's fees and costsf which arise from Tyler's negligence or willful misconducg a breach of Tyle/s confidentiality (information not of public record) obligations arising from Tyler's negligence or willful misconduct; or Tyle/s violation of a law applicable to Tyler's performance under the contract. The City must timely notify Tyler in writing of the claim and give Tyler control over its defense or settlement; provided, however, that City must approve any settlement that requires City to admit liability, or which places a restriction on City or requires any action of City. The City agrees to provide Tyler with reasonable assistance, cooperation, and information in defending the claim at Tyler's expense. Tyler will defend, indemnify, and hold harmless the City from third-party claims that the Tyler softwa re andlor documentation infringes an intellectual property right in accordance with Section H {1} of Tyler's standard contract
lf we subcontract all or any portion of the services to be performed under this Agreement, we will require each subcontractor to indemnify, hold harmless and defend you and your officers, officials, employees, agents and volunteers in accordance with this paragraph. This section shall survive termination or expiration of this Agreement.
3. DISCTAIMER. EXCEPT FOR THE EXPRESS WARRANTIES PROVIDED IN THIS AGREEMENT AND TO
THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW, WE HEREBY DISCTAIM ALL OTHER
WARRANTIES AND CONDITIONS, WHETHER EXPRESS, IMPLIED, OR STATUTORY, INCLUDING, BUT
NOT LIMITED TO, ANY IMPLIED WARRANTIES, DUTIES, OR CONDITIONS OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE.
4. LIMITATION OF LIABILITY. EXCEPT AS OTHERWISE EXPRESSTY SET FORTH IN THIS AGREEMENT, ouR LlABlLlw FoR DAMAGES ARISING OUT OF TH|S AGREEMENT, WHETHER BASED ON ATHEORY
OF CONTRACT OR TORT, INCLUDING NEGIIGENCE AND STRICT LIABILITY, SHALL BE LIMITED TO YOUR ACTUAT DIRECT DAMAGES, NOT TO EXCEED (A) DURTNG THE tNtTtAL TERM, AS SET FORTH lN SECTION F(1), TWO (2) TIMES THE TOTAL FEES PAID AS OF THE TIME OF THE CIAIM; OR (B) DURING ANY RENEWAL TERM, TWO (2) TIMES THE THE THEN.CURRENT ANNUAL SAAS FEES PAYABLE IN THAT RENEWAL TERM. THE PARTIES ACKNOWTEDGE AND AGREE THAT THE PRICES
SET FORTH IN THIS AGREEMENT ARE SET IN REI-IANCE UPON THIS LIMITATION OF LIABILITY AND
TO THE MAXIMUM EXTENT ALLOWED UNDER APPLICABLE LAW, THE EXCTUSION OF CERTAIN
DAMAGES, AND EACH SHALL APPLY REGARDLESS OF THE FAILURE OF AN ESSENTIAL PURPOSE OF ANY REMEDY. THE FOREGOING LIMITATION OF LIABILITY SHALL NOT APPLY TO CLAIMS THAT ARE SUBJECT TO SECTTONS G(11 AND G{2).
5. EXCLUSION OF CERTAIN DAMAGES. TO THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW, lN NO EVENT SHALL WE BE UABLE FOR ANY SPEC|AL, tNCtDENTAI, pUNtTtVE, tNDIRECT, OR
CONSEQUENTIAL DAMAGES WHATSOEVER, EVEN IF WE HAVE BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES.
6. lnsurance.
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Tyler, or any party Tyler subcontracts with, shall maintain limits of liability of not less than those set forth below. However, insurance limits available to CITY, its officers, officials, employees, agents and volunteers as additional insureds, shall be the greater of the minimum limits specified herein or the full limit of any insurance proceeds available to the named insured:
The most current version of lnsurance Seruices Office (lSO) Commercial General Liability Coverage Form CG 00 01, providing liability coverage arising out of your business operations. The Commercial General Liability policy shall be written on an occurrence form and shall provide coverage for "bodily iryuryi'"property damage" and "personal and advertising inju4/'with coverage for premises and operations (including the use of owned and non-owned equipment), products and completed operations, and contractual liability (including, without limitation, indemnity obligations under the Agreement) with limits of liability not less than those set forth under "Minimum limits of lnsurance."
The most current version of ISO *Commercial Auto Coverage Form CA 00 01, providing liability coverage arising out of the ownership, maintenance or use of automobiles in the course of your business operations. The Automobile Policy shall be written on an occurrence form and shall provide coverage for all owned, hired, and non-owned automobiles or other licensed vehicles (Code 1- Any Auto).
Workers' Compensation insurance as required by the State of California and Employe/s Liability lnsurance.
Professional Liability (Errors and Omissions) insurance appropriate to Tyle/s profession including Technology Liability (Errors and Omissions) insurance appropriate to Tyler's profession. Coverage shall be sufficiently broad to respond to duties and obligations as is undertaken by Tyler in this Agreement and shall include but not be limited to, claims involving infringement of intellectual property, including but not limited to infringement of copyright, trademark, trade dress, invasion of privacy violations, information theft, damage to or destruction of electronic information, release of private information, alteration of electronic information, extortion and network security. The policy shall provide coverage for breach response costs as well as regulatory fines penalties and credit monitoring expenses with limits sufficient to respond to these obligations as required by applicable law.
MINIMUM LIMITS OF INSURANCE
Tyler or any party Tyler subcontracts with, shall maintain limits of liability of not less than those set forth below. However, insurance limits available to CITY, its officers, officials, employees, agents and volunteers as additional insureds, shall be the greater of the minimum limits specified herein or the full limit of any insurance proceeds available to the named insured:
1. COMMERCIAL GENERAL LIABILITY:
(i) 51,000,000 per occurrence for bodily injury and property damage; 2 3.
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(iii)
(iv)
S1,000,000 per occurrence for personal and advertising injury; 52,000,000 aggregate for products and completed operations; and, S2,000,000 general aggregate applying separately to the work performed under the Agreement.
2, COMMERCIAL AUTOMOBILE TIABILITY:
S1,000,000 per accident for bodily injury and property damage. 3 workerc compensation lnsurance as required by the state of california with statutory limits.
4, EMPTOYERS UABIUTY
(i) 51,000,000 each accident for bodily injury;
(ii) S1,000,000 disease each employee; and,
(iii) S1,000,000 disease policy limit.
5. PROFESSIONAL LIABILITY (Errors and Omissions)
(i) $2,000,000 per claim/occurrence; and,
(ii) 54,000,000 policy aggregate.
4. TECHNOLOGY PROFESSIONAL UABILITY insurance with limits of not less than:
(i) 55,000,000 per claim/occurrence; and,
(ii) $5,000,000 policy aggregate
UMBRELTA OR EXCESS INSURANCE
ln the event Tyler purchases an Umbrella or Excess insurance policy(ies) to meet the "Minimum Limits of lnsurancg" this insurance policy(ies) shall "follow form" and afford no less coverage than the primary insurance policy(ies). ln addition, such Umbrella or Excess insurance policy(ies) shall also apply on a primary and non-contributory basis for the benefit of the City, its officers, officials, employees, agents and volunteers for claims arising out of this Agreement between Tyler and City.
DEDUCTIBLES AND SELF-INSURED RETENTIONS
Tyler shall be responsible for payment of any deductibles contained in any insurance policy(ies) required herein and Tyler shall also be responsible for payment of any self-insured retentions.
Any deductibles or self-insured retentions must be declared to City upon written request.
OTHER INSURANCE PROVISIONS/ENDORSEMENTS
L2
'.;;3. tyter
DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32
1..
The Generol Liobilitv and Automobile Liobilitv insurance policies are to contain, or be endorsed by blanket endorsement to contain, the following provisions, or their equivalent:
city, its officers, officials, employees, agents and volunteers are to be covered as additional insureds. Tyler shall establish additional insured status for the City and for all ongoing and completed operations by use of lso Form cG 20 10 11 85 or both cG 20 10 10 01 and cG 20 37 10 01 or by an executed manuscript insurance company endorsement providing additional insured status as broad as that contained in ISO Form cG 20 10 11 8s.
The coverage shall contain no special limitations on the scope of protection afforded to city, its officers, officials, employees, agents and volunteers. Any available insurance proceeds in excess of the specified minimum limits and coverage shall be available to the Additional lnsured.
For any claims between Tyler and City arising out of this Agreement, Tyle/s insurance coverage shall be primary insurance with respect to the city, its officers, officials, employees, agents and volunteers. Any insurance or self-insurance maintained by the city, its officers, officials, employees, agents and volunteers shall be excess of Tylerrs insurance and shall not contribute with it. Tyler shall establish primary and non- contributory status by using lSo Form CG 20 0i. 04 13 or by an executed manuscript insurance company endorsement that provides primary and non-contributory status as broad as that contained in ISO Form CG 20 0t04 73.
The Workers' Compensotion insuronce oolicv is to contain, or be endorsed to contain, the following provision: TYLER TECHNOLOGY, lNC. and its insurer shall waive any right of subrogation against clrY, its officers, officials, employees, agents and volunteers. lf the Technoloav Liabilitv insurance policv is written on a claims-made form:
L The retroactive date must be shown, and must be before the effective date of the Agreement or the commencement of work by Tyler.
2. lnsurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the Agreement work or termination of the Agreement, whichever occurs first, or, in the alternative, the policy shall be endorsed to provide not less than a five (5) year discovery period.
3. lf coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the effective date of the Agreement or the commencement of work byTyler,Tyler must purchase "extended reporting" coverage for a minimum of five (5) years completion of the Agreement work or termination of the Agreement, whichever occurs first.
4. A copy of the claims reporting requirements must be submitted to Clry for review
2. 3
13 'p tyter
DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32
5. These requirements shall survive expiration or termination of the Agreement.
Tyler will provide thirty (30) days' written notice to the City of cancellation, non-renewal, or reduction in coverage or in limits applicable to City, and shall furnish City with a new certificate and applicable endorsements for such policy(ies). ln the event any policy is due to expire during the work to be performed for City, Tyler shall provide a new certificate, and applicable endorsements, evidencing renewal of such policy without delay after the policy and/or endorsements have been received.
Should any of these policies provide that the defense costs are paid within the Limits of Liability, thereby reducing the available limits by defense costs, then the requirement for the Limits of Liability of these polices will be twice the above stated limits.
The fact that insurance is obtained by Tyler shall not be deemed to release or diminish the liability of Tyler, including, without limitation, liability under the indemnity provisions of this Agreement. The policy limits do not act as a limitation upon the amount of indemnification to be provided by Tyler. Approval or purchase of any insurance contracts or policies shall in no way relieve from liability nor limit the liability of Tyler, its principals, officers, agents, employees, persons under the supervision of Tyler,, vendors, suppliers, invitees, consultants, sub- consultants, subcontractors, or anyone employed directly or indirectly by any of them.
SUBCONTRACTORS - lf Tyler subcontracts any or all of the services to be performed under this Agreement,Tyler shall require subcontractor(s) to maintain insurance coverage at levels no less than those required by this Agreement.
VERIFICATION OF COVERAGE
Tyler shall furnish City with all certificate(s) and applicable blanket endorsements effecting coverage required hereunder. All certificates and applicable blanket endorsements are to be received and approved by the City's Risk Manager or his/her designee prior to City's execution of the Agreement and before work commences. All non-lSO endorsements amending policy coverage shall be executed by a licensed and authorized agent or broker. lf a claim or a loss occurs and the claim or loss is disputed or denied, Tyler will provide City with a complete copy of the applicable insurance policy upon request. Tyler will provide relevant portions of its policies upon specific request from City.
SECTION H - GENERAL TERMS AND CONDITIONS
t. Additional Products and Services. You may purchase additional products and services at the rates set forth in the lnvestment Summary for twelve (12) months from the Effective Date by executing a mutually agreed addendum. lf no rate is provided in the lnvestment Summary, or those twelve (12) t4
'.$ tytgr
DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32 months have expired, you may purchase additional products and services at our then-current list price, also by executing a mutually agreed addendum. The terms of this Agreement will control any such additional purchase(s), unless otherwise specifically provided in the addendum.
2. Optional ltems. Pricing for any listed optional products and services in the lnvestment Summary will be valid through the implementation period and up untilthe final go-live date.
3. Dispute Resolution. You agree to provide us with written notice within thirty (30) days of becoming aware of a dispute. You agree to cooperate with us in trying to reasonably resolve all disputes, including, if requested by either party, appointing a senior representative to meet and engage in good faith negotiations with our appointed senior representative. Senior representatives will convene within thirty (30) days of the written dispute notice, unless otherwise agreed. All meetings and discussions between senior representatives will be deemed confidential settlement discussions not subject to disclosure under Federal Rule of Evidence 408 or any similar applicable state rule. lf we failto resolve the dispute, then the parties shall participate in non-binding mediation in an effort to resolve the dispute. lf the dispute remains unresolved after mediation, then either of us may assert our respective rights and remedies in a state or federal court serving Fresno, California.
Nothing in this section shall prevent you or us from seeking necessary injunctive relief during the dispute resolution procedures.
4. Taxes. The fees in the lnvestment Summary do not include any taxes, including, without limitation, sales, use, or excise tax. lf you are a tax-exempt entity, you agree to provide us with a tax-exempt certificate. Otherwise, we will pay all applicable taxes to the proper authorities and you will reimburse us for such taxes. lf you have a valid direct-pay permit, you agree to provide us with a copy. For clarity, we are responsible for paying our income taxes, both federal and state, as applicable, arising from our performance of this Agreement.
5. Nondiscrimination. We will not discriminate against any person employed or applying for employment concerning the performance of our responsibilities under this Agreement. This discrimination prohibition will apply to all matters of initial employment, tenure, and terms of employment, or otherwise with respect to any matter directly or indirectly relating to employment concerning race, color, religion, national origin, age, sex, sexual orientation, ancestry, disability that is unrelated to the individual's ability to perform the duties of a particular job or position, height, weight, marital status, or political affiliation. We will post, where appropriate, all notices related to nondiscrimination as may be required by applicable law.
6. E-Verifv. We have complied, and will comply, with the E-Verify procedures administered by the U.S.
Citizenship and lmmigration Services Verification Division for all of our employees assigned to your project.
7. Subcontractors. We will not subcontract any services under this Agreement without your prior written consent, not to be unreasonably withheld.
8. Bindine Effect; No Assienment. This Agreement shall be binding on, and shall be for the benefit of, either your or our successor(s) or permitted assign(s). Neither party may assign this Agreement without the prior written consent of the other party; provided, however, your consent is not required for an assignment by us as a result of a corporate reorganization, merger, acquisition, or 15 'p tyter
DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32 purchase of substantially all of our assets.
9. Force Maieure. Except for your payment obligations, neither party will be liable for delays in performing its obligations under this Agreement to the extent that the delay is caused by Force Majeure; provided, however, that within ten (L0) business days of the Force Majeure event, the party whose performance is delayed provides the other party with written notice explaining the cause and extent thereof, as well as a request for a reasonable time extension equal to the estimated duration of the Force Majeure event.
10. No lntended Third Partv Beneficiaries. This Agreement is entered into solely for the benefit of you and us. No third party will be deemed a beneficiary of this Agreement, and no third party will have the right to make any claim or assert any right under this Agreement. This provision does not affect the rights of third parties under any Third Party Terms.
11. Entire Agreement; Amendment. This Agreement represents the entire agreement between you and us with respect to the subject matter hereof, and supersedes any prior agreements, understandings, and representations, whether written, oral, expressed, implied, or statutory. Purchase orders submitted by you, if any, are for your internal administrative purposes only, and the terms and conditions contained in those purchase orders will have no force or effect. This Agreement may only be modified by a written amendment signed by an authorized representative of each party,
12. Severabilitv. lf any term or provision of this Agreement is held invalid or unenforceable, the remainder of this Agreement will be considered valid and enforceable to the fullest extent permitted by law.
13. No Waiver. ln the event that the terms and conditions of this Agreement are not strictly enforced by either party, such non-enforcement will not act as or be deemed to act as a waiver or modification of this Agreement, nor will such non-enforcement prevent such party from enforcing each and every term of this Agreement thereafter.
14. lndependent Contractor. We are an independent contractor for all purposes under this Agreement.
15. Notices. All notices or communications required or permitted as a part of this Agreement, such as notice of an alleged material breach for a termination for cause or a dispute that must be submitted to dispute resolution, must be in writing and will be deemed delivered upon the earlier of the following: (a) actual receipt by the receiving party; (b) upon receipt by sender of a certified mail, return receipt signed by an employee or agent of the receiving party; (c) upon receipt by sender of proof of email delivery; or (d) if not actually received, five (5) days after deposit with the United States Postal Service authorized mail center with proper postage (certified mail, return receipt requested) affixed and addressed to the other party at the address set forth on the signature page hereto or such other address as the party may have designated by proper notice. The consequences for the failure to receive a notice due to improper notification by the intended receiving party of a change in address will be borne by the intended receiving party.
16. Client Lists. You agree that we may identify you by name in client lists. ln order to identify you by more than name only, or to identify you in, marketing presentations, and promotional materials, we shall obtain your written consent.
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DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32
17. Confidentialitv. Both parties recognize that their respective employees and agents, in the course of performance of this Agreement, may be exposed to confidential information and that disclosure of such information could violate rights to private individuals and entities, including the parties, Confidential information is nonpublic information that a reasonable person would believe to be confidential and includes, without limitation, personal identifying information (e.g., social security numbers) and trade secrets, each as defined by applicable state law. Each party agrees that it will not disclose any confidential information of the other party and further agrees to take all reasonable and appropriate action to prevent such disclosure by its employees or agents. The confidentiality covenants contained herein will survive the termination or cancellation of this Agreement. This obligation of confidentiality will not apply to information that:
(a) is in the public domain, either at the time of disclosure or afterwards, except by breach of this Agreement by a party or its employees or agents;
(b) apartycanestablishbyreasonableproofwasinthatparty'spossessionatthetimeofinitial disclosure;
(c) a party receives from a third party who has a right to disclose it to the receiving party; or (d) is the subject of a legitimate disclosure request under the open records laws or similar applicable public disclosure laws governing this Agreement; provided, however, that in the event you receive an open records or other similar applicable request, you will give us prompt notice and otherwise perform the functions required by applicable law.
18. Business License. ln the event a local business license is required for us to perform services hereunder, you will promptly notify us and provide us with the necessary papenruork and/or contact information so that we may timely obtain such license.
19. Governins Law. This Agreement will be governed by and construed in accordance with the laws of your state of domicile, without regard to its rules on conflicts of law.
20. Multiple Orieinals and Authorized Sienatures. This Agreement may be executed in multiple originals, any of which will be independently treated as an original document. Any electronic, faxed, scanned, photocopied, or similarly reproduced signature on this Agreement or any amendment hereto will be deemed an original signature and will be fully enforceable as if an original signature.
Each party represents to the other that the signatory set forth below is duly authorized to bind that party to this Agreement.
21. Cooperative Procurement. To the maximum extent permitted by applicable law, we agree that this Agreement may be used as a cooperative procurement vehicle by eligible jurisdictions. We reserve the right to negotiate and customize the terms and conditions set forth herein, including but not limited to pricing, to the scope and circumstances of that cooperative procurement.
22. Contract Documents. This Agreement includes the following exhibits Exhibit A
Exhibit B
Exhibit C
lnvestment Summary
lnvoicing and Payment Policy
Schedule l": Business Travel Policy
Service Level Agreement
Schedule 1: Support Call Process
Third Party TermsExhibit D
L7
'p tyler
DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32 Exhibit E
Exhibit F
Socrata Agreement
Statement of Work
Citfs RFP and Tyle/s response are incorporated by reference as if set forth herein. The order of priority in the event of any conflict is (1) the Agreement; (21Tyle/s Proposal; and (31the RFp. lN WITNESS WHEREOF, a duly authorized representative of each party has executed this Agreement as of the date(s) set forth below.
CITY OF FRESNO,
a California mu nicipal corporation
By:
Bryon Horn
Chief lnformation Officer
APPROVED AS TO FORM
DOUGLAS T. SLOAN
City Attorney
Brandon M. Collet Date
Senior Deputy City Attorney
ATTEST:
YVONNE SPENCE, MMC, CRM
City Clerk
Deputy
Addresses:
City of Fresno
Attention: Bryon Horn
Chief lnformation Officer
2600 Fresno Street, Room 1059
Fresno, CA 9372L
Phone: (559) 621-7119
FAX: (s59) 457-7045
TYLER TECHNOLOGIES, INC.,
a Delaware corporation
Name:
Title: Director of Contracts
fuV.t*t"tt
Name: Andrea Fravert
Title Direetor of I eoal rs
Tyler Technologies, lnc.
Attention: Chief Legal Officer
One Tyler Drive
Yarmouth, ME 04096
Phone: (800l.772-2260
By
By
Date
18 '.$ tyLer
DocuSign Envelope ID: EBFBC511-B56C-484D-BD69-7711EBE88A32 1/29/2021
1/29/2021
1/29/2021
Exhibit A
'-*. tJ|l*f.-
Exhibit A
lnvestment Summary
The following lnvestment Summary details the software and services to be delivered by us to you under the Agreement. This lnvestment Summary is effective as of the Effective Date. Capitalized terms not otherwise defined will have the meaning assigned to such terms in the Agreement.
REMAINDER OF PAGE INTENTIONALLY LEFT BLANK
L
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'..':i* ty"l*[".
Quoted By:
Date:
Quote Expiration:
Quote Name:
Quote Number:
Quote Description:
Jennifer Wahlbrink
1/lv202l
t2t3u2020
City of Fresno-ERP-Munis
2019-73880-10
Fll2l v.8 5yr SaaS
Sales Quotation For
City of Fresno
2600 Fresno St
Fresno, CA 93721-3601
Phone +1 (559) 621-4636
One Time Fees
Description # Years Annual Fee lmpl. Hours lmpl. Cost Data Conversion SaaS
Financial:
Accounting/GL
Accounts Payable
Bid Management
Budgeting
Capital Assets
Cash Management
Gontract Management
Employee Expense Reimbursement
Project & Grant Accounting
Purchasing
Human Capital Management:
ExecuTime Time & Attendance Mobile Access
ExecuTime Time & Aftendance
Human Resources & Talent Management
PayrolldESS
Revenue:
Accounts Receivable
5.0 5.0
5.0 5.0
5.0 5.0
5.0 5.0
5.0 5.0
$152,712.00
$41,4s2.00
$17,741.O0
$41,452.00
$37,847.00
$27,31s.00
$16,868.00
$14,193.00
$23,654.00
$66,345.00
$4,021.00
$64,224.00
$43,908.00
$86,299.00
5.0 $32,947.00
0 0
0 0
0 0
0 0
0 0
$o.oo
$0.00
$0.00
$0.00
$0.00
$o.oo
$o.oo
$0.00
$o.oo
$0.00
$26,400.00
$o.oo
$0.00
$o.oo
$5,000.00
$o.oo
$6,500.00
$0.00
$11,000.00
$4,500.00
0 0
0 0
5.0 5.0
5.0 5.0
$0.00
$0.00
$0.00
$0.00
$0.00
$o.oo
$20,000.00
$24,700.00
$0.000
2019-73880-10 - 1-11-21 v.8 5yr SaaS CONFIDENTIAL
$o.oo
1of10
SaaS
Central Property File
GeneralBilling
Tyler Cashiering
UB lnterface
Utility Billing CIS
Productivity:
Citizen Self Service
eProcurement
Munis Analytics & Reporting
Tyler Content Manager SE
Tyler Notify
Tyler ReadyForms Processing (including Common Form Set) Additional:
CAFR Statement Builder
Munis API Toolkit Bundle
Tyler GIS - Site License
Sub-Total:
Less Dlscounf.'
TOTAL:
$4,283.00
$16,896.00
$43,366.00
$21,683.00
$105,093.00
$32,947.00
$26,020.00
$43,535.00
$42,240.00
$40,000.00
$14,U2.00
$19,712.00
$36,737.00
$26,253.00
$1,144,085.00
$13.679.00
$1,130,406.00
5.0 5.0
5.0 5.0
5.0 5.0
5.0 5.0
5.0 5.0
5.0 5.0
5.0 5.0
0 0
0 0
0 0
0 0
0 0
0 $0.00
$0.00
$o.oo
$0.00
$o.oo
$0.00
$o.oo
$o.oo
$o.oo
$0.00
$0.00
$0.00
$o.oo
$0.00
$0.00
$0.00
$0.00
$o.oo
$13,800.00
$o.oo
$o.oo
$53,000.00
$o.oo
$o.oo
$0.00
$0.00
$0.00
$o.oo
$0.00
$o.oo
$0.00
$164,900.00
$0.00
$164,900.00
0 0
0 0
Other Services
One Time Fees
Description # Years Annual Fee lmpl. Hours lmpl. Cost Data Conversion Description Quantity Unit Price Unit Discount Extended Price Custom Report Writing Hours
General Ledger / Accounting Lead
Human Resource Lead
lntegration Lead
Payroll Lead
Procure to Pay Lead
Technical Lead Months
Dedicated Project Mgt. & lntegrated Change Mgt. Months
640
26r''0
2080
2184
1680
2640
30 32
$175.00
$185.00
$185.00
$175.00
$185.00
$185.00
$7,500.00
$28,000.00
$0.00
$0.00
$o.oo
$0.00
$0.00
$0.00
$0.00
$0.00
$112,000.00
$488,400.00
$384,800.00
$382,200.00
$310,800.00
$488,400.00
$225,000.00
$896,000.00
2019-73880-10 - 1-11-21 v.8 5yr SaaS CONFIDENTIAL 2of 10 Other Services
Description Quantity Unit Price Unit Discount Extended Price Financial lC1
FinanciallC2
Payroll/Human Capital lC
Testing Lead
Development Services Hours
50% Dedicated UB Project Manager (Monthty)
Utility Billing Advanced Discovery Phase
Utility Billing lntegration Analysis Assistance
UB lmplementation 50/50 Work Split
P-Card Import Format
POS Cash lnstallation (Up to 3)
Tyler ReadyForms Processing Configuration
VPN Device
3rd Party Hardware, Software and Services
1352
728
1040
2184
1032
18 48
80 1008
1 5
1 1
$0.00
$o.oo
$0.00
$o.oo
$o.oo
$0.00
$o.oo
$0.00
$0.00
$o.oo
$0.00
$0.00
$0.00
$175.00
$175.00
$175.00
$175.00
$175.00
$12,000.00
$175.00
$175.00
$175.00
$5,500.00
$1,000.00
$3,000.00
$4,000.00
$236,600.00
$127,400.00
$182,000.00
$382,200.00
$180,600.00
$216,000.00
$8,400.00
$14,000.00
$176,400.00
$5,500.00
$5,000.00
$3,000.00
$4,000.00
$4,828,700.00TOTAL:
Total Price Unit Maintenance Unit Maintenance
Discount
Total Year One
Maintenance
Description Quantity Unit Price Unit Discount
Cash Drawer
Hand Held Scanner - Model 1950GSR
Hand Held Scanner Stand
lD Tech MiniMag USB Reader
KOA Hills Data Migration Leadership -
Fin/HCM
KOA Hills Data Migration Leadership -
Utility Billing
Printer (TM-S9000)
Tyler Notify SMS Text Plan (25,000
Messages)
Tyler Secure Signature System with 2
Keys
3rd Party Hardware Sub-Total:
3rd Party Software Sub-Total:
2019-73880-10 - 1-11-21 v.8 5yr SaaS
1 $71,400.00 $0.00 $71,400.00
15 15
15 15
1 $260.00
$450.00
$30.00
$62.00
$e0,000.00
$0.00
$o.oo
$o.oo
$o.oo
$0.00
$0.00
$0.00
$3,900.00
$6,750.00
$450.00
$930.00
$90,000.00
$24,000.00
$1,250.00
$o.oo
$o.oo
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$o.oo
$o.oo
$0.00
$o.oo
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$o.oo
$o.oo
$0.00
$0.00
$0.00
$0.00
$0.00
15 1
$1,600.00
$1,250.00
$0.00 $1,650.00
$0.00 $37,680.00
$0.00 $1,250.00
CONFIDENTIAL
1 $1,650.00 $0.00
$0.00
3of 10
3rd Party Hardware, Software and Services
Total Price Unit Maintenance Unit Maintenance
Discount
Total Year One
Maintenance
Description Quantity Unit Price Unit Discount
3rd Party Serylces Sub-Total:
TOTAL:
Summary
Total Tyler Software
Total SaaS
Total Tyler Services
Total 3rd Party Hardware, Software and
Services
Summary Total
Contract Total
(Excluding Estimated Travel Expenses)
Estimated Travel Expenses
$0.00 $161,400.00
$200,330.00
$0.00
$0.00
One Time Fees
$0.00
$0.00
$4,993,600.00
$200,330.00
$5,193,930.00
$10,845,960.00
$200,000.00
Recurring Fees
$0.00
$1,130,406.00
$0.00
$o.oo
$1,130,406.00
2019-73880-10 - 1-11-21 v.8 syr SaaS CONFIDENTIAL 4ot 10 Detailed Breakdown of Conversions (included in Contract Total) Description Unit Price Unit Discount Extended Price
Accounting - Actuals up to 3 years
Accounting - Budgets up to 3 years
Accounting Standard COA
Accounts Payable - Checks up to 5 years
Accounts Payable - lnvoice up to 5 years
Accounts Payable Standard Master
Capital Assets Std Master
Contracts
General Billing - Bills up to 5 years
General Billing - Recurring lnvoices
General Billing Std CID
Human Resources - Certifications
Human Resources - Education
Human Resources - PM Action History up to 5 years
Human Resources - Position Control
Human Resources - Recruiting
Payroll - Accrual Balances
Payroll - Accumulators up to 5 years
Payroll - Check History up to 5 years
Payroll - Deductions
Payroll - Earning/Deduction Hist up to 5 years
Payroll - Standard
Project Grant Accounting - Actuals up to 3 years
Project Grant Accounting - Budgets up to 3 years
Project Grant Accounting Standard
Purchasing - Purchase Orders - Standard Open PO's only
Utility Billing - Balance Fonryard AR
Utility Billing - Consumption History up to 5 years
Utility Billing - Flat lnventory/Containers
Utility Billing - Service Orders
2019-73880-10 - 1-11-21 v.8 Syr SaaS
$3,5oo.oo
$3,500.00
$4,000.00
$5,400.00
$7,000.00
$3,000.00
$5,000.00
$6,500.00
$6,000.00
$5,000.00
$2,800.00
$4,000.00
$4,000.00
$4,000.00
$4,000.00
$4,000.00
$3,500.00
$3,500.00
$3,800.00
$4,200.00
$5,500.00
$4,200.00
$3,500.00
$s,500.00
$4,000.00
$4,500.00
$14,300.00
$7,000.00
$7,400.00
$9,200.00
$0.00
$0.00
$0.00
$o.oo
$0.00
$0.00
$o.oo
$o.oo
$o.oo
$o.oo
$0.00
$o.oo
$0.00
$0.00
$o.oo
$o.oo
$0.00
$0.00
$0.00
$0.00
$o.oo
$o.oo
$o.oo
$o.oo
$o.oo
$0.00
$o.oo
$0.00
$0.00
$o.oo
$3,500.00
$3,500.00
$4,000.00
$5,400.00
$7,000.00
$3,000.00
$5,000.00
$6,500.00
$6,000.00
$5,000.00
$2,800.00
$4,000.00
$4,000.00
$4,000.00
$4,000.00
$4,000.00
$3,500.00
$3,500.00
$3,800.00
$4,200.00
$5,500.00
$4,200.00
$3,s00.00
$3,500.00
$4,000.00
$4,500.00
$14,300.00
$7,000.00
$7,400.00
$9,200.00
CONFIDENTIAL Sof 10
Detailed Breakdown of Gonversions (included in Contract Ilotal) Description Unit Price Unit Discount Extended Price
Utility Billing - Services
Utility Billing - Standard
$7,400.00
$7,700.00
$o.oo
$0.00
$7,400.00
$7,700.00
$164,900.00TOTAL:
2019-73880-10 - 1-11-21 v.8 Syr SaaS CONFIDENTIAL 6of 10 OptionalSaaS
Financial:
BMI Asset Track lnterface
BM I Collec-tlT lnterface
lnventory
Human Gapital Management:
ExecuTime Advanced Scheduling
Additional:
Snaplogic - Up to 5 lntegrations
Socrata Capital Projects Explorer
Socrata Open Finance
Optional Tyler Software & Related Services
5.0 5.0
5.0 5.0
5.0 5.0
$3,267.00
$3,267.00
$37,847.00
5.0 $44,196.00
$5,000.00
$20,000.00
$50,000.00
$163,577.00
160
40 0
0 0
0 o
$0.00
$0.00
$0.00
$28,000.00
$7,000.00
$0.00
$0.00
$35,000.00
$0.00
$o.oo
$8,000.00
$o.oo
$0.00
$0.00
$0.00
$8,000.00TOTAL: 200
One Time Fees
Description # Years Annual Fee lmpl. Hours lmpl Cost Data Conversion Description License lmpl. Hours lmpl. Cost Data Conversion Module Total Year One Maintenance Additional:
Payroll - State Retirement Tables - F
Utility Billing - Assessments - I
Utility Billing - Backflow - I
Utility Billing - Budget Billing - |
Optional Other Services
TOTAL:
$o.oo
$0.00
$o.oo
$o.oo
$0.00
$o.oo
$0.00
$0.00
$o.oo
$0.00
$4,000.00
$4,200.00
$7,000.00
$7,400.00
$22,600.00
$4,000.00
$4,200.00
$7,000.00
$7,400.00
$22,600.00
$o.oo
$o.oo
$0.00
$o.oo
$0.00
0 0
0 0
0 Description Quantity Unit Price Discount Extended Price lnstall Fee - Socrata Capital Projects Explorer
lnstall Fee - Socrata Open Finance
1 1
$4,200.00
$7,000.00
$o.oo
$0.00
$4,200.00
$7,000.00
$1 1,200.00
2019-73880-10 - 1-11-21 v.8 Syr SaaS
TOTAL:
CONFIDENTIAL 7of 10
Optional Conversion Details (Prices Reflected Above)
Description Unit Price Unit Discount Extended Price
lnventory - Commodity Codes
lnventory Std Master
Payroll - State Retirement Tables
Utility Billing - Assessments
Utility Billing - Backflow
Utility Billing - Budget Billing
Optional 3rd Party Hardware, Software and Services
TOTAL:
$3,000.00
$5,000.00
$4,000.00
$4,200.00
$7,000.00
$7,400.00
$0.00
$0.00
$o.oo
$0.00
$0.00
$o.oo
$3,000.00
$s,000.00
$4,000.00
$4,200.00
$7,000.00
$7,400.00
$30,600.00
Total Year One
Maintenance
Description Quant Unit Price Unit Discount Total Price Unit Maintenance D
Unit Maintenance
Tyler Notify IVR Plan (25,000 Minutes) 1 $2,500.00 $0.00 $2,500.00 3rd Party Software Sub-Total: $0.00 $2,500.00
TOTAL: $2,500.00
Unless otherwise indicated in the contract or amendment thereto, pricing for optional items will be held for six (6) months from the Quote date or the Effective Date of the contract, whichever is later.
Customer Approval: Date:
Print Name P.O. #:
All primary values quoted in US Dollars
$0.00 $0.00
$0.00
$0.00
$0.00
$0.00
2019-73880-10 - 'l-11-21 v.8 syr SaaS CONFIDENTiAL 8of 10 Comments
Tyler recommends the use of a 128-btt SSL Securify Certificate for any Internet Web Applications, such as the Munis Web Client and the MLTNIS Self Service applications if who sell SSL Certificates, with all ranges of prices.
The Tyler Software Product Tyler ReadyForms Processing must be used in conjunction with a Hewlett Packard printer supported by Tyler for printing checks.
Conversion prices are based on a single occunence ofthe database. Ifadditional databases need to be converted, these will need to be quoted.
Tyler's quote contains estimates ofthe amount ofservices needed, based on our preliminary understanding ofthe size and scope ofyour project. The actual amount ofservices depends on such factors as your level ofinvolvement in the project and the speed ofknowledge transfer.
Unless otherwise noted, prices submitted in the quote do not include travel expenses incurred in accordance with Tyler's then-current Business Travel Policy. remitting. Installations are completed remotely, but can be done onsite upon request at an additional cost.
In the event Client cancels services less than two (2) weeks in advance, Client is liable to Tyler for (i) all non-refndable expenses incurred by Tyler on Clienfs behalf; and (ii) daily fees associated with the cancelled services ifTyler is unable to re-assign its personnel.
Implementation hours are scheduled and delivered in four (4) or eight (8) hour increments.
Tyler provides onsite training for a maximum of 12 people per class. In the event that more than 12 users wish to participate in a training class or more than one occurrence of a of the initial training can thereafter train the remaining users. applications only. If Client wishes to use Tyler Content Manager software with non-Tyler applications, Client must purchase or upgrade to Tyler Content Manager Enterprise Edition.
Payroll library includes: I PR check, I direct deposit, I vendor from payroll check, I vendor from payroll direct deposit,W2,W2;,ACA 10958, ACA 1095C and 1099 R.
General Billing library includes: I invoice, I statement, I general billing receipt and 1 miscellaneous receipt.
Includes digitizjng fwo signatures, additional charges will apply for additional signatures.
Personnel Actions Forms Library includes: 1 Personnel Action form - New and I Personnel Action Form - Change.
Tyler's pricing is based on the scope ofproposed products and services being obtained from Tyler. Should portions ofthe scope ofproducts or services be removed by the Client, Tyler reserves the right to adjust prices for the remaining scope accordingly.
Tyler Content Manager SE includes up to 1TB ofstorage. Should additional storage be needed it may be purchased as needed at an annual fee of$5,000 per TB. 2019-73880-10 - 1-11-21 v.8 5yr SaaS CONFIDENTIAL 9of 10 Comments
Financial library includes; I A/P check, I EFT/ACH, I Purchase order, 1099M, l099INl 1099S, and 1099G.
Utility billing library includes: I Utility bill, I IIB receipt, I tIB delinquent notice, 1 door hanger and I final utility bill.
The Munis SaaS fees are based on 175 concurrent users. Should the number ofconcurrent users be exceeded, Tyler reserves the right to re-negotiate the SaaS fees based upon any resulting changes in the pricing categories.
prior to the end of the then-current term.
Utility Billing CIS includes the Graphing Agent.
on program specifications and the remaining 50% of total upon delivery of modifications, interface and services.
Any forms included in this quote are based on the standard form templates provided. Custom forms, additional forms and any custom programming are subject to additional fees not included in this quote. The additional fees would be quoted at the time of request, generally during the implementation of the forms. Please note that the form solution provided requires the use ofapproved printers. You may contact Tylet's support team for the most current list ofapproved printers.
Each API Toolkit or Connector comes with 8 free hows of API Development Consulting hours. Each API Bundle comes with 16 free API Development Consulting hours.
Additional hours can be purchased beyond this standard offering.
Total concurrent SaaS Users up to 300.
2019-73880-10 - 1-11-21 v.8 5yr SaaS CONFIDENTIAL 10 of 10 Exhibit B
'.. .. tvlerJtechnolog res
Exhibit B
lnvoicing and Payment Policy
We will provide you with the software and services set forth in the lnvestment Summary of the Agreement. Capitalized terms not otherwise defined will have the meaning assigned to such terms in the Agreement.
lnvoicing: We will invoice you for the applicable software and services in the lnvestment Summary as set forth below. Your rights to dispute any invoice are set forth in the Agreement. t. SaaS Fees. SaaS Fees are invoiced on a quarterly basis, beginning on the commencement of the initial term as set forth in Section F(1) of this Agreement. Client's quarterly SaaS fees for the initialterm are set forth below.
Payment Date Amount
2/1./2021 5L73,t90.7s
s/t/202t Srzg,rgo.zs
8/tl202L S173,190.75
1.t/Ll202r St73,Lgo.7s
2/t/2022 Szzr,ogs.ga
s/tl2022 s22r.,03s.83
8lLl2022 Szzr,ogs.eg
1.L/L/2022 s221,03s.88
2/t/2023 St,tgo,+oo.oo
2/Ll2024 S1,130,406.00
2/Ll2o2s Sr,rso,+oo.oo
Upon expiration of the initial term, Client's SaaS fees will be invoiced annually in advance. For the first annual renewal term following the initial term, Client's SaaS fees will increase by five percent (5o/ol. For four (4) consecutive annual renewal terms, Client's SaaS fees shall not increase. Beginning in the sixth annual renewal term following the initial term, Client's SaaS fees will be invoiced at our then-current rates.
2. Other Tvler Software and Services.
2.7 VPN Device: The fee for the VPN device will be invoiced upon installation of the VpN
2.2 lmplementotion and Other Professional Services (including troining) ond other fixed price services: lmplementation and other professional services (including training) and other fixed price services not including Conversions, project management or development services are billed and invoiced as delivered, at the rates set forth in the lnvestment Summary. Unless L
'p tyter
Exhibit B
we agree otherwise in a written amendment to this Agreement, the amount of fees for implementation and other professionalfees shall not exceed the amounts reflected in the lnvestment Summary. Notwithstanding the foregoing, Tyler shall, by phase, withhold billing and invoicing an amount equal to fifteen (15) percent of the fee for each implementation and professional services delivered in a phase until the actual Phase go live date for the applicable phase. The amount withheld according to this paragraph will be due forty five (45) days from the invoice date and may only be withheld if a Priority Level L or 2 support incident is unresolved and properly submitted as a dispute in accordance with Section E.
2.3 Consulting Services: lf you have purchased any Business Process Consulting services, if they have been quoted as fixed-fee services, they will be invoiced 50% upon your acceptance of the Best Practice Recommendations, by module, and 50% upon your acceptance of custom desktop procedures, by module. lf you have purchased any Business Process Consulting services and they are quoted as an estimate, then we will bill you the actual services delivered on a time and materials basis.
2.4 Conversions: Fixed-fee conversions are invoiced 50% upon initial delivery of the converted Data, by conversion option, and 50% upon City acceptance to load the converted Data into Live/Production environment, by conversion option. Where conversions are quoted as estimated, we will billyou the actual services delivered on a time and materials basis.
2.5 Requested Modifications to the Tyler Software: Requested modifications to the Tyler Software are invoiced 50% upon delivery of specifications and 50% upon delivery of the applicable modification. You must report any failure of the modification to conform to the specifications within thirty (30) days of delivery; otherwise, the modification will be deemed to be in compliance with the specifications after the 30-day window has passed. You may still report Defects to us as set forth in this Agreement.
2.6 Other Services:
Dedicated Project Management services, if any, will be billed monthly in arrears, beginning on the first day of the month immediately following initiation of project planning.
Chonge Monogement Services: lf you have purchased any change management services, those services will be invoiced in the following amounts and upon the following milestones Acceptance of Change Management Discovery Analysis LSo/o Delivery of Change Management Plan and Strategy Presentation LO% Acceptance of Executive Playbook 1.5%
Acceptance of Resistance Management Plan $%
Acceptance of Procedural Change Communications Plan I0o/o Change Management Coach Training 20%
Change Management After-Action Review L\o/o
3. Third Partv Products.
3.I Third Porty Software License Fees: License fees for Third Party Software, if any, are invoiced when we make it available to you for downloading.
'p tyler
2 Exhibit B
3.2 Third Party Software Maintenonce: The first year maintenance for the Third Party Software is invoiced when we make it available to you for downloading.
3.3 Third Porty Hordwore:Third Party Hardware costs, if any, are invoiced upon delivery
3.4 Third Party Services; Fees for Third Party Services, if any, are invoiced as delivered, along with applicable expenses, at the rates set forth in the lnvestment Summary.
3.5 Tyler Notify Minutes ond Messages: Tyler Notify Minutes and Messages are invoiced when we make Tyler Notify available to you. Subsequent fees for minutes and messages, at our then-current rates, will be due when you request additional minutes and messages and they are made available to you.
4. Expenses. The service rates in the lnvestment Summary do not include travel expenses.
Expenses for Tyler delivered services will be billed as incurred and only in accordance with our then-current Business Travel Policy,. Our current Business Travel Policy is attached to this Exhibit B as Schedule 1. Copies of receipts will be provided upon requesq we reserve the right to charge you an administrative fee depending on the extent of your requests. Receipts for miscellaneous items less than twenty-five dollars and mileage logs are not available.
Pavment. Payment for undisputed invoices is due within forty-five (45) days of the invoice date. We prefer to receive payments electronically. Our electronic payment information is available by contacting [email protected].
3 '.;;i. tylgr
Exhibit B
Schedule 1
'..*'. tIlR[*
Exhibit B
Schedule 1
Business Travel Policy
t. Air Travel
A. Reservations & Tickets
The Travel Management Company (TMC) used by Tyler will provide an employee with a direct flight within two hours before or after the requested departure time, assuming that flight does not add more than three hours to the employee's total trip duration and the fare is within $100 (each way) of the lowest logical fare. lf a net savings of 5200 or more (each way) is possible through a connecting flight that is within two hours before or after the requested departure time and that does not add more than three hours to the employee's total trip duration, the connecting flight should be accepted.
Employees are encouraged to make advanced reservations to take full advantage of discount opportunities. Employees should use all reasonable efforts to make travel arrangements at least two (2) weeks in advance of commitments. A seven (7) day advance booking requirement is mandatory. When booking less than seven (7) days in advance, management approval will be required.
Except in the case of international travel where a segment of continuous air travel is six (6) or more consecutive hours in length, only economy or coach class seating is reimbursable. Employees shall not be reimbursed for "Basic Economy Fares" because these fares are non-refundable and have many restrictions that outweigh the cost-savings.
B. Baggage Fees
Reimbursement of personal baggage charges are based on trip duration as follows Up to five (5) days = one (1) checked bag
Six (6) or more days = two (2) checked bags
Baggage fees for sports equipment are not reimbursable. a
L
'.$ tyler
Exhibit B
Schedule 1
2. Ground Transportation
A. Private Automobile
Mileage Allowance - Business use of an employee's private automobile will be reimbursed at the current IRS allowable rate, plus out of pocket costs for tolls and parking. Mileage will be calculated by using the employee's office as the starting and ending point, in compliance with IRS regulations.
Employees who have been designated a home office should calculate miles from their home.
B. Rental Car
Employees are authorized to rent cars only in conjunction with air travel when cost, convenience, and the specific situation reasonably require their use. When renting a car for Tyler business, employees should select a "mid-size" or "intermediate" car. "Full" size cars may be rented when three or more employees are traveling together. Tyler carries leased vehicle coverage for business car rentals; except for employees traveling to Alaska and internationally (excluding Canada), additional insurance on the rental agreement should be declined.
C. PublicTransportation
Taxi or airport limousine services may be considered when traveling in and around cities or to and from airports when less expensive means of transportation are unavailable or impractical. The actual fare plus a reasonable tip (L5-L8%l are reimbursable. ln the case of a free hotel shuttle to the airport, tips are included in the per diem rates and will not be reimbursed separately.
D. Parking & Tolls
When parking at the airport, employees must use longer term parking areas that are measured in days as opposed to hours. Park and fly options located near some airports may also be used. For extended trips that would result in excessive parking charges, public transportation to/from the airport should be considered. Tolls will be reimbursed when receipts are presented.
3. Lodging
Tyle/s TMC will select hotel chains that are well established, reasonable in price, and conveniently located in relation to the traveler's work assignment. Typical hotel chains include Courtyard, Fairfield lnn, Hampton lnn, and Holiday lnn Express. lf the employee has a discount rate with a local hotel, the hotel reservation should note that discount and the employee should confirm the lower rate with the hotel upon arrival. Employee memberships in travel clubs such as AAA should be noted in their travel profiles so that the employee can take advantage of any lower club rates. "No shows" or cancellation fees are not reimbursable if the employee does not comply with the hotel's ca ncellation policy.
Tips for maids and other hotel staff are included in the per diem rate and are not reimbursed separately.
2 .'$ tyter
Exhibit B
Schedule 1
Employees are not authorized to reserve non-traditional short-term lodging, such as Airbnb, VRBO, and HomeAway. Employees who elect to make such reservations shall not be reimbursed.
4. Meals and lncidental Expenses
Employee meals and incidental expenses while on travel status within the continental U.S. are in accordance with the federal per diem rates published by the General Services Administration. lncidental expenses include tips to maids, hotel staff, and shuttle drivers and other minor travel expenses. Per diem rates are available at www.esa.sovlperdiem.
Per diem for Alaska, Hawaii, U.S. protectorates and international destinations are provided separately by the Department of State and will be determined as required.
A. Overnight Travel
For each full day of travel, allthree meals are reimbursable trip are governed as set forth below.
Per diems on the first and last day of a
Departure Dav
Depart before 12:00 noon
Depart after 12:00 noon
Return Dav
Return before 12:00 noon
Return between 12:00 noon & 7:00 p.m
Return after 7:00 p.m.*
Lunch and dinner
Dinner
Breakfast
Breakfast and lunch
Breakfast, lunch and dinner
*7:00 p.m. is defined as direct travel time and does not include time taken to stop for dinner.
The reimbursement rates for individual meals are calculated as a percentage of the full day per diem as follows:
Breakfast
Lunch
Dinner
ts%
25o/o
60%
B. Same Day Travel
Employees traveling at least 100 miles to a site and returning in the same day are eligible to claim lunch on an expense report. Employees on same day travel status are eligible to claim dinner in the event they return home after 7:00 p.m.*
*7:00 p.m. is defined as direct travel time and does not include time taken to stop for dinner. 3 '.$ tytgr
Exhibit B
Schedule 1
5. lnternet Access - Hotels and Airports
Employees who travel may need to access their e-mail at night. Many hotels provide free high speed internet access and Tyler employees are encouraged to use such hotels whenever possible. lf an employee's hotel charges for internet access it is reimbursable up to 510.00 per day. Charges for internet access at airports are not reimbursable.
6. lnternationalTravel
All international flights with the exception of flights between the U.S. and Canada should be reserved through TMC using the "lowest practical coach fare" with the exception of flights that are six (5) or more consecutive hours in length. ln such event, the next available seating class above coach shall be reimbursed.
When required to travel internationally for business, employees shall be reimbursed for photo fees, application fees, and execution fees when obtaining a new passport book, but fees related to passport renewals are not reimbursable. Visa application and legal fees, entry taxes and departure taxes are reimbursable.
The cost of vaccinations that are either required for travel to specific countries or suggested by the U.S. Department of Health & Human Services for travel to specific countries, is reimbursable.
Section 4, Meals & lncidental Expenses, and Section 2,b., Rental Car, shall apply to this section. 4 ..$ tyter
Exhibit C
".*.
tvler
'technologies
Exhibit C
Service Level Agreement
l. Agreement Overview
This SLA operates in conjunction with, and does not supersede or replace any part ol the Agreement. lt outlines the information technology service levels that we will provide to you to ensure the availability of the application services that you have requested us to provide. All other support services are documented in the Support Call Process.
ll. Definitions. Except as defined below, all defined terms have the meaning set forth in the Agreement.
Attainment: The percentage of time the Tyler Software is available during a calendar quarter, with percentages rounded to the nearest whole number.
Client Error lncident: Any service unavailability resulting from your applications, content or equipment, or the acts or omissions of any of your service users or third-party providers over whom we exercise no control,
Downtime: Those minutes during which the Tyler Software is not available for your use. Downtime does not include those instances in which only a Defect is present.
Service Availability: The total number of minutes in a calendar quarter that the Tyler Software is capable of receiving, processing, and responding to requests, excluding maintenance windows, Client Error lncidents and Force Majeure.
lll. Service Availability
The Service Availability of the Tyler Software is intended tobe24/7 /365. We set Service Availability goals and measures whether we have met those goals by tracking Attainment. a. Your Responsibilities
Whenever you experience Downtime, you must make a support call according to the procedures outlined in the Support Call Process. You will receive a support incident number.
You must document, in writing, all Downtime that you have experienced during a calendar quarter. You must deliver such documentation to us within 30 days of a quarte/s end.
The documentation you provide must evidence the Downtime clearly and convincingly. lt must include, for example, the support incident number(s) and the date, time and duration of the Downtime(s). b. Our Responsibilities
When our support team receives a call from you that Downtime has occurred or is occurring, we will work with you to identify the cause of the Downtime (including whether it may be the result of a Client Error lncident or Force Majeure). We will also work with you to resume normal operations. t
.'$ tyter
Exhibit C
Upon timely receipt of your Downtime report, we will compare that report to our own outage logs and support tickets to confirm that Downtime for which we were responsible indeed occurred.
We will respond to your Downtime report within 30 day(s) of receipt. To the extent we have confirmed Downtime for which we are responsible, we will provide you with the relief set forth below. c. Client Relief
When a Service Availability goal is not met due to confirmed Downtime, we will provide you with relief that corresponds to the percentage amount by which that goalwas not achieved, as set forth in the Client Relief Schedule below.
Notwithstanding the above, the total amount of all relief that would be due under this SLA per quarter will not exceed 5% of one quarter of the then-current SaaS Fee. The total credits confirmed by us in one or more quarters of a billing cycle will be applied to the SaaS Fee for the next billing cycle. lssuing of such credit does not relieve us of our obligations under the Agreement to correct the problem which created the service interruption,
Every quarter, we will compare confirmed Downtime to Service Availability. ln the event actual Attainment does not meet the targeted Attainment, the following Client Relief will apply, on a quarterly basis:
You may request a report from us that documents the preceding quarter's Service Availability, Downtime, any remedial actions that have been/will be taken, and any credits that may be issued. lV. Applicability
The commitments set forth in this SLA do not apply during maintenance windows, Client Error lncidents, and Force Majeure.
We perform maintenance during limited windows that are historically known to be reliably low-traffic times. lf and when maintenance is predicted to occur during periods of higher traffic, we will provide advance notice of those windows and will coordinate to the greatest extent possible with you, V. Force Majeure
You will not hold us responsible for not meeting service levels outlined in this SLA to the extent any failure to do so is caused by Force Majeure. ln the event of Force Majeure, we will file with you a signed request that said failure be excused. That writing will at least include the essential details and circumstances supporting our request for relief pursuant to this Section. You will not unreasonably withhold its acceptance of such a request.
2 700% 98-99o/o Remedial action will be taken.
too% 95-97%
4o/o uedil of fee for affected calendar quarter
will be posted to next billing cycle
t00% <95o/o 5% credit of fee for affected calendar quarter will be posted to next billing cycle
'.$ tyter
Exhibit C
Schedule 1
"$. tIlR[-,
Exhibit C
Schedule 1
Support Call Process
Support Channels
Tyler Technologies, lnc. provides the following channels of software support:
(1) Tyler Community - an on-line resource, Tyler Community provides a venue for all Tyler clients with current maintenance agreements to collaborate with one another, share best practices and resources, and access documentation.
(2) On-line submission (portal) - for less urgent and functionality-based questions, users may create unlimited support incidents through the customer relationship management portal available at the Tyler Technologies website.
(3) Email- for less urgent situations, users may submit unlimited emails directly to the software support group.
(4) Telephone - for urgent or complex questions, users receive toll-free, unlimited telephone software support.
Support Resources
A number of additional resources are available to provide a comprehensive and complete support experience:
(1) Tyler Website - www.tvlertech.com - for accessing client tools and other information including support contact information.
(2) Tyler Community - available through login, Tyler Community provides a venue for clients to support one another and share best practices and resources. (3) Knowledgebase - A fully searchable depository of thousands of documents related to procedures, best practices, release information, and job aides. (4) Program Updates - where development activity is made available for client consumption Support Availability
Tyler Technologies support is available during the local business hours of 8 AM to 5 PM (Monday - Friday) across four US time zones (Pacific, Mountain, Central and Eastern). City may receive coverage across these time zones. Tyler/s holiday schedule is outlined below. There will be no support coverage on these days.
New Year's Day Thanksgiving Day
MemorialDay Day after Thanksgiving
lndependence Day Christmas Day
Labor Day
1 'p ty1te1
Exhibit C
Schedule 1
lssue Handling
lncident Trocking
Every support incident is logged into Tyler's Customer Relationship Management System and given a unique incident number, This system tracks the history of each incident. The incident tracking number is used to track and reference open issues when clients contact support. City may track incidents, using the incident number, through the portal at Tyle/s website or by calling software support directly. lncident Priority
Each incident is assigned a priority number, which corresponds to the client's needs and deadlines. The client is responsible for reasonably setting the priority of the incident per the chart below. This chart is not intended to address every type of support incident, and certain "characteristics" may or may not apply depending on whether the Tyler software has been deployed on customer infrastructure or the Tyler cloud. The goal is to help guide the client towards clearly understanding and communicating the importance of the issue and to describe generally expected responses and resolutions. 2 Priority
Level Characteristics of Support lncident Resolution Targets t
Critical
Support incident that causes (a)
complete application failure or
application unavailability; (b)
application failure or unavailability in
one or more of the client's remote
location; or (c) systemic loss of multiple
essential system functions.
Tyler shall provide an initial response to Priority Level 1 incidents within one (1) business hour of receipt of the support incident. Tyler shall use commercially
reasonable efforts to resolve such support incidents or provide a circumvention procedure within one (1)
business day. For non-hosted customers, Tyler's
responsibility for lost or corrupted Data is limited to assisting the client in restoring its last available database. 2 High
Support incident that causes (a)
repeated, consistent failure of essential
functionality affecting more than one
user or (b) loss or corruption of Data.
Tyler shall provide an initial response to Priority Level 2 incidents within four (4) business hours of receipt of the support incident. Tyler shall use commercially
reasonable efforts to resolve such support incidents or provide a circumvention procedure within ten (10)
business days. For non-hosted customers, Tyle/s
responsibility for loss or corrupted Data is limited to assisting the client in restoring its last available database 3 Medium
Priority Level L incident with an existing
circumvention procedure, or a Priority
Level 2 incident that affects only one
user or for which there is an existing
circumvention procedure.
Tyler shall provide an initial response to Priority Level 3 incidents within one (1) business day of receipt of the support incident. Tyler shall use commercially
reasonable efforts to resolve such support incidents
without the need for a circumvention procedure with the next published maintenance update or service pack. For
non-hosted customers, Tyler's responsibility for lost or corrupted Data is limited to assisting the client in
restoring its last available database.
'.1.a tyler
Priority
Level Characteristics of Support lncident Resolution Targets 4 Non-
critica I
Support incident that causes failure of
non-essential functionality or a
cosmetic or other issue that does not
qualify as any other Priority Level.
Tyler shall provide an initial response to Priority Level 4 incidents within two (2) business days. Tyler shall use commercially reasonable efforts to resolve such support incidents, as well as cosmetic issues, with a future
version release.
Exhibit C
Schedule 1
lncident Escolation
Tyler Technology's software support consists of four levels of personnel:
(L) Level 1: front-line representatives
(2) Level 2: more senior in their support role, they assist front-line representatives and take on escalated issues
(3) Level 3: assist in incident escalations and specialized client issues (4) Level 4: responsible for the management of support teams for either a single product or a product group
lf a client feels they are not receiving the service needed, they may contact the appropriate Software Support Manager. After receiving the incident tracking number, the manager will follow up on the open issue and determine the necessary action to meet the client's needs.
On occasion, the priority or immediacy of a software support incident may change after initiation. Tyler encourages clients to communicate the level of urgency or priority of software support issues so that we can respond appropriately, A software support incident can be escalated by any of the following methods:
(1) Telephone - for immediate response, call toll-free to either escalate an incident's priority or to escalate an issue through management channels as described above. (2) Email- clients can send an email to software support in order to escalate the priority of an issue (3) On-line Support lncident Portal-clients can also escalate the priority of an issue by logging into the client incident portal and referencing the appropriate incident tracking number.
Remote Support Tool
Some support calls require further analysis of the client's database, process or setup to diagnose a problem or to assist with a question. Tyler will, at its discretion, use an industry-standard remote support tool. Support is able to quickly connect to the client's desktop and view the site's setup, diagnose problems, or assist with screen navigation. More information about the remote support tool Tyler uses is available upon request.
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Exhibit D
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Exhibit D
End User License Agreement
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Exhibit D
ATTEHTIOH: THE SOFT.IJYARE PROVIOEO UNOER THIS AGREEMENT IS BEIHG LICENSED TO TOU BY ECUPSE CORPORATIOII WSI- lllC- {Eclipse Corporatbn} AND lS NOT EEING SOLD. THIS SOFTWARE t$ PROVIDEtr UHDER THE FOLLoITJING AGREEMEI$T THAT SPECIFIES ITYHAT YOU ISAY tlO wlTH THE SOFT1TVARE AND CONTAIT.IS IMPORTAHT LiHITATIOHS ON REPRESEHTATIONS. WARRANTIES.
COI.IDIT'OHS. REHEDIES, AHD LIABILITIES.
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SOFTTTARE LICEIISE
lilPORTAlfT-REAO CAREFULLY: This End-User License Agre€$ent ('Agraemenf or 'EUI-A-! is a legal agreetnent belween you {either an individual peresl or a single legal entiff, nho rill be refered lo in this EULA ag "You"! and Eclipse Gorporation llVSL. lnc- referred to in tfiir EULA as Edipse Corporaiiron, fur dre Docsrigin softryare prDduct lhat aocornpanier lhit EUIA. including any associated media. printed mtbrials end elecrunic documentation {fte o$ofurac"l. The $oftrae also e,ncompasses any sofrryaru updatea, tsdd-on c.ofiponents. ueb senirer and,br supplementr lhat may be P',oyided to you or made available to you afr€r ttle dite you ofrLrin the initial copy of lhe Sofiware to the sxtenl t'lat s.ueft iterns are no! accompanied by a lepnrdte license aeneement gr tcrms af use. lf you receive the Soffirar€ under s4arale termg frrom your distributor. those terms vrilf take precedence over any conllicting terms of this EULA
8y installing, copying. dornloading, aooes:ing or olherwise using the Softrvare. you agnee to be bound by the terms of this EULA. lf you do nol agFee b the t6rmi of this EULA, do nol install, ,ilccess or ils€ fie goftvrare; inslead, you should remoye fie $oftware ftom all sy5tems Bnd reoeiv€ a full refund. lF YOU ARE AH AGEHT OR EHP|-CYEE OF ANOTHER ENTTTY yOU REPRESENT AND WAFRANT THAT ttlTHE INDIVIDTJAL ACCEPTING THIS AGREEHE}IT IS DULY AUTHORIZEO TO ACGEPT THIS AGREEI.IENT OH SUCH EHT'TY'S SEHALF ANO TO BrNt] SUCH ENTlTy, AND (il] SUCH ENTTTY HAS FULL POWER, CORPORATE OR OTHERWISE. TO ENTER INTO THIS AGREEMENT AND PERFORM ITS OBLIGATIONB FIEREUNDER.
l. LtcEl{$E TERil$
t.t ln &is Agreement a 'Liceo3c Kry' rneans any lioense key, actiyation code. or simihr installation. ascess or usage control codes. including serial numbeE digitally seared and sr provid*d by Eclipse Corporation desigoed to provide unlocked access to the sofiu..rre and its functionality.
1.2 Evaluetion Lic+nce- Subj€ct to all of the terms End conditions of this Agre€rnent, Eelipse Corporarion gr€nts Ysu a limited" royatty-free, ncn-exclugive, nsr-blnsferable lioense tD ds*nloEd and instEll a epy of the tofuvare from wsrv.docorigin-com on a gingle maehin€ and use it on a royalty+ree bssis fror no more than 120 days ftom the date of installalion {the 'Eyalu*ion Feriod'}. You may use the $qftn'are during the Evaluation Fedod rolety for tfie purpose of testing and evaluating ii b dctemine if You yrish to obtain a commercial" Production license frcr lhe Softrrar€. This evaluation license grant ryill automaticall! end on expiry of fre Evatualion Feriod and you ackno*ledge and agnee that Eclipse Corporation will be under no obligation to renevt or extend the Evaluation Feriod. lf you wish to ccntinue ueing lhe goftrare You may, on paymen? of fte applicable fees" upgrade to a trll liceEse {as fun}rer describEd in section 1.3 below} on the terms of tfiis Agteem€nt End will be issued rith a LicenEe Key br the Eime, lf you do nst sish ta continue to lhenEe the Ssflware afte* expiry sf lhe Eu:luation Fedod. lhen You agree to comply sith the termination obligations set out in section [7.3] of this Agreenredt. For greater certlintlr, .ny documeni gene,rated by you under an eualuation lieense will hEve a 'spoile/ or watermarh on tfte outsut document- Dosumer*s gen€rEted by Docorigin Eoftrsare that fias a valid license key file also installed 9.ill not hrv€ the 'Epoiler, produced. Yeu are not permited to relnove the ruaterma* or 'epoiler' finm documents generat€d using lhe softryare under an evaluation hcenge.
Devcloprnenl .rnd T*sling Lictnses- Development and testing lioenses ane available for purchase through authorized diskibutors and resellers of Eclipse Corporatiqn only, Subjeci to all of the Enns End conditiDns of this Agreement. Edipre Corporatien grants Yorr. l perp€tual {subject to termination by Ecdipse Corporation due to your bmach ef lhE terms of this Agmement], non-exclusirrE. non-tmnsferable, worldrride 2 t.3
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1.7 Exhibit D
non-sub iioense able license lo dornload and instatl . cqpy of ihe Softsare ftrom nww.docorigin.com on a single machine and use lor delelopment and testing to c*ate collateral deployable io Your production systern{:}- Yqt are not entitled to use a develoFment and teirting iicense ior live praduction lurposes- Production Licenses. Frsduction lic€nres are available Sor purchase ttrmugh authorized distributors rnd rese{lers of Ec{ipse Corporalion only. Subject io all of the terms snd conditions of this Agneernent, Edipse Corporation graflts You, E perp€tual {subject to terminalion by Eclipse Corpwalion due to yqrr breactr of the terms of lhis Agreennent), nan+xchlsire, non-transferEble, rvorldride non-sub license able licensa to use the Softurare ia sccordanee vrifr the license typ€ purchased by you es set out on your punchese order as further descdbed bebw. For greater eertainty, unless o'frerwise agreed in a purdra:e order concluded sith an appeoved disfibulor of the Softrare, and apprcved by Edipse Corporation, the default licen:e u the Ssfhpare is a per-CPU lioenEe as described in A- belw
A. Per-CPU. The total number of CPUs ot! ,r compuEr used to operaie the Software malr no! exc*'ed the lioensed quenlity of CPUs- For purgoses of thir ficense ftegic: {.r} CPUs may €ofiiain rrore than one processing core. eE+h gtuup of t$R (21 processing cores is consftler one {l} CPU-. and any remaining unpaired processing care. vill be deemad a CPU- {bl all GPUs on a comFuter on vhich tfie Software is insialled shall be deemed to gpcraE lhe Sot*are unlese YoE configure that csmputer {using a r*liable and verifiable means of hardryare or soflware pailirioning} such lhat the totol number of CPUs lhat ectually operate the Ssltrare is less than the total number on that computer- Uirtual Machines fVH's-l are osrsidered a3 r iefirer. lnstrlling and configuring the eoftrvare on multiple VM's requires one liceose per V$l server. An enterprise licen5e is available upon requ€st. Fricing varies based on the size of the company.
E. Per-Document. This is dEfined as a iee F€r do€ilment based on the rstai number of documents g€neraled annually by merging dara sith a template c-reaied by the $oifhvare. The combined dara and tempiite produce doeu[i6nt5 of one or rrrtrE pages. A document may er*ain 1 or more pages- For instance, a batch of inlloices for 250 c{retomers may contain l,lXlo pages. this erill be counted as 250 documenls rvhich ehoilld corespond to 250 invoices.
Per-$urfrcc- Thie is defined as a fee per suface based on the totrl number of surfaces generated annuatly by noerging data with € t€mplrte creatd by the Softwarc- The combined data and template Froduoe documests sf one or mone pages. the pages mly be printed one siile {one surfece] or duplered (2 surfaces). The documents may be rendered lo a conrputer file (i.e. POF!, each page plaeed in the fle is consider*d a sur{aoe. A document rney contain I or more surfaces.
For instance, e batsh of invoices for 250 cusiomets may contain 500 gag*s duplexed, this will be counled as 1000 gurfacec.
Disaster ReooYury License- You may requeit a Diraster Recovery license of the Softrnare for each prcduction licenre You haw purchased as a failovsr in the etcnl of loss of rlm sf lhe produclion server{s}.
This license is fur disaster necovery Furpos€s only and under no circumsiance may the dicaster recov€ry license be u:ed fror prnducrion simultaneously rith a productbn lioense rilh rrhicfr it iB pdred- Backup Cop.ies. After installation of the Sohrare pursuant to this EULA, ycu may Etore a eopy of lhe installatisn files 60r the Softcrare solely ior backup or archival Furposes. Exeept as expressly provided in this EULA you may not sthenvise naake copies of lhe Software sr the prinied materials accomprnying the Software-
Third-Party Software License Rights. lf a separate licenEe agreelnerlt penaining to an item sl third-party sotware is: delivered to You uith the Softvrare, included in the Software don'nlood pac*age, or reierenced in any meterial that is pncvided with the Sofivvare, then such Bep,rrab license agreement shall gorr*rn Your use sf thal ilem or version of Third-Party Software. Your rights in rerpeet b any third-pany softruare. rhird-party data, third-psrty softrrare or other third-party cont€nl provided *ith the Scftilare shall b€ limiied to thoE€ rights necas*ry !o oF€rnte lhe Softyvare as pennitted by thi* Agreernent. No other r$hls in the $sftyyae or third-partt ssftrvare anE gr,irnt€d to You.
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Exhibit D
2. LEEI{$ERESTRICTIOilS
Any copies of the SoRrvae shall indude all trademar*s, copyright noiioes, resticted rightr legends. proprietary marhingr and the like exac{y s5 they appesr on the copy of the Softvyare originally provided to You- You rnay flol rErnorre or alier any copyrighl, trademar* andlor propriet^iry notioes rnarted on any part of the Software or re{.rted docrrmEnlalion rnd musl reFroduc€ all surilr fiotioes on all authorized mpies of the Soinyare and re{aled documentstion. You shall not sublicense, distitute or otherrise make t*re Software available to any third garty {induding. without limit:llion, any contracklr" francfiisee. agent or dealer} without firlr obbining the writt€n agreement of {a) Eclipre Corporation !o fiat use. and {b} such third party to comply with this Agreement. You furtier agr,ee not to {i} teflt lease, sdl, sublic€nse, assign, or othersise transfier the $oftnrare io an}ron€ else; {ii) diectly or indirec{y use the Software or any inSomratisr about the Softwarre in lhe denetopment of any sofrwarre lhat i3 competitive u,ith the software. or (iii) use the Softivare to op€rat€ or as a pan of E time-sharing sewice, outsourcing service, service bureau, apgtication servie provider or m,rnaged service pravider ofiering. You further agree nol to nevsnse engine€r, decomgile, or disa:semble ttle Sofiware.
3. UPBATES, iIAIIITEI{AIIICE AIID SUPPORT
3.1 truring the validity period of Your License l{ey. You rrilt be entitled to do*yrload the latest v€rsion of the Soiryare hom the DoeOrigin rvebsile *wur-docorigin.com- Us6 oF any updat$ pnrvid€d to You shall b€ golem€d by the ienns and conditions of this AoteHnent Edipse Corporation r€serves the dght al any lime to not re,lea5e or lo disc*nlinue re{eas€ of any Sofuvare and to .dter prices, features, epecifications, capabililies. functions. licensing leruns, release dates. general availahrility or olher characteristica of ifie Sofiryare.
3.2 On erpiry of your maintenanoe and support cDntrnct, |,ou vrill have lhe right to continue using lhe cunBnt uersion{s} of the $ofrrvare rhich you donnloeded prior to the date of expiry of your Licen:e Key. Horvever, yor.l will need lct renew rnaintenanoe €nd supgort in order !o receive a new Lioense Key lhat uill unlock th€ mole DUrrEnt version{s} ol the Soft$'are- Fo greater oertainty, if you attempf to use an expired License Xey to dorvnlead the lalest versisn of $e $ohcare, dre .Softryare rvill evert to being a lod(ed, evalualion copy of that ver:ion ol the Sofrware.
4" IHTELLECTUNLPROPERTYRIGHTS
Titis EULA does not grant you any rights in eonneetion with any radRmarks or service marhs of Eclipse Corptrrtion or Doc0rigin. All title and intgilectual prop€rty fights in end to the Scftrilare. the sccompanying pTint€d tnaterials, and eny copi€5 of the Softrvare el€ owned by Eelipse Corporatisn or its suppliers. All tide €nd intellecturl property rights in and to the cont€nt that iE not oontained in the Softrar€. but rnay be accessed through use of the Software, is lhe pmp€dy of the respectivE conten! ounlers and may be prfltect€d by appficable copyright orolher intellecual property l,r*s and treatier. Thi: EULA granE you no righls to u5e sucfr eontent. lf this So*ware csntirins documertEtisn that i: provided only in elecironic form, you may prinr one copy of such electronis documenlalion.
5, DISCLAIIIER OF WARRAIITIE$,
TO THE GREATE$T EXTEHT PERUITTEO BY I-AW. THE LICENSED SOFTWARE ANts TECHNICAT SUPPSRT PROVIDED BY ECLIP$E CORPORATIOI{ HEREUI{DER ARE PROVIDED ON AM 'AS IS'BA5I3 AHD THERE ARE I.IS WARRAfiTES, REPRESEHTATIOT{S OR COHDITIOHS, EXPRESS OR IMPLIED.
WRITTEN OR ORAL, ARISING BY STATUTE. OPERATION OF LAW, CQURSE OF BEALING, USAGE OF
TRAOE OR OTHERWISE, REGARDING THEM OR ANY OTHER PRODUCT OR SERVICE FROVIDED UNDER THlS AGREET'IEHT OR lN CONNECTICN WITH THIS AGREEMENT BY ECLIPSE CORPORATIOH
ECLIPSE CORPORATION DISCLAIM ANY IMPLIED WARRANTIES OR CONOITIONS OF OUALITY, MERCHAf'ITABILITY, MERCHANTAELE OUALITY. DURABILITY, FITHESS FOR A FARTICULAR PURFOSE
AHD NON-INFRINGEMENT- ECLIPSE CORPORATION DOES NOT REPRESENT OR WARFIAT,IT THAT THE SOFTWARE SI{ALL MEET ANY OR ALL OF YOUR PARTICULAR REOUIREMEMTS. THAT THE SOFTI,UARE WILL OPERATE ERROR-FREE OR UHIHTERRUPTED OR THAT AI.L ERRORS OR DEFECTE IH THE SOFTWARE CAN SE FOUNA OR CORRECTEO.
ln certain jurisdiclisns. sorne or all of the provisions in this Sectisn may not be efiective or lhe applicable lau may rnsndale 3 morE ext'ensive warranly in rvhich er5e the applicabie law will prevail orer this Agreement. 4 '$ tyler
Exhibit D
€. tt{DE}ililFtcATtot{ I Ltf,flTATt'ot{s (}F LtiBtUTy.
S.l Edipse Corporation shall defend andror settle nt its expenee, any daims. actions. allegations or proceedings against Ysu to the extent arising olrt sf or relating to misappropriati,on or infringement by the $oftware cf gry third party'5 prsprietary or intellectual p{op€dy tight {'Ctaims'!, and Edipse Cqporation shall pay all damagi* fnally awarded by a caurt of compereot jgrisdiction to suc*r third party rgaiilst You. or any settlement amour*B agneed by Ecliple Corpualion; *bject io th€ sonditlils that, You sh:ll norify Ectip+e Corporation promptly of any you Claims. permil Eclipse Corporaticn to conurol the defense ffd getlenrent of $Jsh Claims and arsist Edipse Corporation, at Eclipse Corporation"s erpense, in defeading or setling sudr Claim:. Ecdipse Corgoralion ehall n€t be litHe fior any eetdemenl €mounts €nteEd into by Yor ilithHrt Edipse Corporalion's prior writter ,rpproral. lf Eclipse Corporation hag reason b believe that it would be sutlieci to an injunetion or continuing damages based on the softnrare, lhen Eclipse Corporatian mey {aEd ,il Eclip+e Corporation or any of its crretomens or frird ptrty eoftreate eupplietE i: subjec.t 16 an injunclion or eontinuing damages bgsed on the Soltrrare!. then nonri$standing any olher ptultision in lhis Ageemerd, Edipse Corporation shall be entitled to either nodify th€ Softrsare to make ii noajnfiingiog and,lof remorre the misapprogiated materisl, replace the $oftnrare or pofiion lhereof *ith e senic€ or materials thatptwide subctantially the same funetionality or infrermatjon. or, if neither sf the ioregoing is commercially practieable. require You b cease using ihe Sofiryare and refund to You (a) a pro rtta ponion of any one {l I time fees {baeed on E ihree {3} ye$, str'ighr{ine depeciation schedule frrom the dste of paymerfl. and {b} any feer lhat ha*e been pee-paid by You but Ere unused. The foregoing not*ithsr,anding.
Edipse Corporation shall have ao liability fior a elaim of infriagement or mieapprtpriation to the extent caured by {i} lhe combinaiion of the Sollware rith any uther servioe, softruare, daia or products not Frouided or approved by Eclipse Gorporation; or {ii} rhe use of any material provided by You or any end uiers" {iiiJ any breactr by You of this Agreemcnl THE FOREGOIHS lS ECLIPSE CORPORATION'S SOLE AHD EXCLUSTVE LtABtLtTy. AHO YOUFI SOLE AHD EXCLUSIVE REMEDY FGR ANY INFRINGEMENT OR HI.SAPPROPRIATTOH OF AHY THIRD.PARTY INTELi-ECTUAL PROPERTY RIEHTS-
TO THE GREATEST EXTENT PERMITTED 8Y APPLICASLE LAW, IN NO EI/ENT SI-iALL EGLIPSE CORPORATION EE LIABLE TO YOU OR AHY O'iTHER PERSON FOR ANY OIRECT, INOIRECT, INCIT}ENT'41, SPECIAL. PUNIT'VE, EXE}IPI-{RY OR CANSEOUEHIAL OAMAGE$ WHATSOEVER, INCLUDING WITHOUT LIMITATION, LEGAL EXPENSES. LOSS OF EUSIHESS. LO55 OF PROFITS, LOSS OF REVENUE, LOST OR DAiIAGED DATA. LOSS OF CQMPUTER TIME, COST OF SUBSTITUTE GOODS
OR SERVICES, OR FAILURE TO REALIZE EXPECTEO SAVINGS OR ANY OTHER COHMERCIAL OR ECONOI{IC LO3sES ARISING OUT OF OR IN CONNECTION WITH THIS AGREEI'ENT, EVEN IF ECLIPSE CORPOFATION HAS BEEl,l AOVISED OF THE POSSIBILITY OF SUCH LOSS OR DJAMAGES, OR SUCH LOSSES OR OAMAGESARE FORESEEASLE.
fi.z THE ENT'RE LIABILITY OF ECLIPSE CORPORATION AND YOUR EXCLUSIVE RE}TEDV WITH RESPECT TO THE SOFTWARE AI.IO TECHNICAT SUPPORT AHD ANY OTHER PRODUCTS SR SERVICES SUPPLIEDgY ECLIPSE SORPORATIOH IN CONNECTION V'fITH THIS ABREEMENT FOR OAMAGES FOR ANY CAUSE AN8 REGARSLESS OF THE CAUSE OF ASTION. I'{HETHER IN CONTRACT OR IN TORT, INCLIJT}ING FUNDAMEHTAL BREACH OR HEGLIGENCE, WNLL BE LIHITED IN THE AGGREGATE TO THE AMOUMTS PAID BY YOU FOR THE SOFTWARE. TECHNICAL SUPPORT OR SERVICES GIVIHG RISE TO TFIE CLAIM.
6.3 THE OISCI-AIMER OF REPRESEHTAT{0ilS, TYARAANTIES AND CONDITIOHS AHO LtMtTATtON OF LIABILI?Y COHSTNTTJTE AN ESSENTIAL PART OF THI$ AGREEMEHT. YOI.J ACKNOWLEDGE THAT 8UT FOR THE DISCLAII'IER OF REPRESENTATIONS, ITIARRANTIES ANB COFIDITIONS A!'lD LIHITATIOI'I OF Ll/4glLlTT. NEITHER ECLIPSE CORPORATION HOR ANY OF ITS LICENSORS OR SUPFLIERS WO{JLD GRANTTHE RIGHTS GRANTED IN THIS AGRE€MENT.
T. TERII AT{D TERMITIIATIOH
7.! The terrn of this Agreeflrent rill begin on dotrnhcad sf fte Sofirsar'€ and. in respect of an Evaluarion l-iense, shall €onlinue ior the Evaluation Period. and in nespeci of all oth€r license types defined in Seclion 1, shall oonlinue ior as long a5 You use th€ goirrare, unl€s5 rar{ier tennin8ted iEner under this section 7.
7.2 Eelipse Corporation rnay terminate this Agreement in the even! of any breach by You if such breach has not been cued *ithin thirty {30} days of notice to You. No termination of this Agreement will entitle You to a refund of any amounts paid by You to Eclipse Corporation or its applicable di:tributor or reseller or affect any obligations You may have to pay any oulstanding amountr o$iag b Eclipse Ccrporaiion or its distributor. 5 'p tyler
Exhibit D
?.3 Your rights to use the $ofttrrare uill immedi.rlEly terminate upon termination o'r e*piralion of this Agreement Within thitty {301 deys of termination or expiration of lftir Agreement, Ysr,r shsll purge all goftuare and all capier llreresf from all computet syst€rns and siorage devices on whiclr it ryas stored, and certifi suoh to Edipse Cwporalion
$. 6EI{ERAL PROVT$|O]{S
Lt l{o UUaiver. Ho delay or failure in exercising any right under this Agreement, o* any parlial or single exerdge sf any right. wlll constitute a uaiver of that right or any other righta under this Agreenrent. Ho csrsertt to a breach of any erpress or implied :enn set out in this Agreement con5{tutes consent io any subsequeflt bgach, wfrefier of lhe sarne or any olher provision-
8.2 $cverabilaty, lf any pro'Jisilsr of this Agr€enent is, sr b€cornes, unenforceable, [ {ill be severed from thie Agreernent and the remainder sf this Agreement rvill remain in full force and effec{
8.3 ,A:tignmcnt. You may nst transfier or assign this Agreemeni (uftether voluntarily. by operation of |ry, or orhervriseJ ryithout Eclipre Corporation 's prior rvriBen consent Edipse Corporation may assign rhis Ageement at any time flithoul notioe. This F,greement is binding upon and sill inure io lhe ben€lit of both parties, and Oreir rerpective cuccegsors and permitted assigns.
8.4 Goveming Lew and Yrnue if Yol rre located in the U$A- This Agreement shall be governed by the la*s of lhe State of Texas if You are hcaied in the USA I'lo choice sf laws rules of any jurisdiction shall apply to dris Agreement You cons€nt and agree that the courts of the State sf Teras shall lrave juritdiction wer any legal act*rn or proceeding kaught by You arising out of or relating io this Agreem€nt, ,and You consent to thejurisdiction of guch courts for any such action or proceeding.
8.5 Gomm.ing Lew rnd Yenue if You aru nst loceted in the U$A. This Agreement shall be goremed by lhe laws of lhe Pro'rince sf Ontario in Cansda if You ere not located in the US,A - No choice of laws rules of any jurisdiction shall apply io lhis Agreement- You coneefit and agree that the couns of the Proninee of Ontario in Canada shall have iurisdiction over any legal acrion or proceeding brought by You arising oul of or relating lo this Agreernenl and You cons€ni to lhe judrdiction orf such couds fur any such action or gncceeding.
8.6 Entirc Agrrcmtnt. T?tis Agreemenl is th€ entire underslanding and agreement betreen You and Edipse Cerporation uith reepect ts the $Jbj€st maner hereol and it supersedes all prior negstiations, commitmenti and understandings, verbal or written, and purchasa order issued by You. This Agreement may be amended or othersise modified by Edipse Corporation fipm lime lo dme and trre most Feeent versiqr of the Agreement sill be available sn the Eclip5e Corporalion website *rur.docorigin.cotn.
Last Up'dated: July 211,2017
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Exhibit E
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Exhibit E
Socrata Agreement
SECTION A- DEFINITIONS
Capitalized terms not otherwise defined will have the meaning assigned to such terms in the Agreement. "Alert'' means a message that is delivered when City-defined thresholds are exceeded. '?Pl" mea ns a pplication-progra m m i ng interface.
"City Data" means data, datasets, files, information, content and links uploaded or provided by City through the use of the SaaS Services, but excluding Third Party Services. "Confidential lnformation" means nonpublic information that a reasonable person would believe to be confidential and includes, without limitation, personal identifying information (e.9., Social Security numbers) and trade secrets, each as defined by applicable state law. "Dataset" means physical collection of information, typically modeled as a table of rows and columns of data.
"Data Storage" means the contracted amount of storage capacity for your Data identified in the lnvestment Summary.
"External API Calls" means any request made by a user that is not logged in against a SaaS Service. lf applicable, the number of External API calls that are authorized are identified in the lnvestment Summary, attached as Exhibit A.
"Monthly Active Users" means a user that is logged in and accesses the SaaS Services more than ten times per month. lf applicable, the number of Monthly Active Users that are authorized to use the SaaS Services for the Agreement are identified in the lnvestment Summary. "SaaS Fees" means the fees for the SaaS Services identified in the lnvestment Summary. 'SaaS Services" means Socrata's off the shelf, cloud-based software service and related services, including support services, as specified under this Socrata Agreement. SaaS Services do not include support of an operating system or hardware, support outside of our normal business hours, or training, consulting, or other professional services. "SLA" means the service level agreement described in Section C of this Socrata Agreement, 'Socrata Agreement" means this Socrata Software as a Service Terms and Conditions. "Socrata" means Socrata, a wholly owned subsidiary of Tyler Technologies, lnc., a Delaware corporation.
t'wett r " us" r "ou/' a nd simi lar terms mea n Tyler. "you" and similar terms mean City.
SECTION B - SAAS SERVICES
L Rishts Granted. Tyler grants to City the non-exclusive, non-assignable limited right to use the Socrata Socrata Capital Projects Explorer and Socrata Open Finance products on a subscription basis according to the terms of this Socrata Agreement and the SLA, City may access updates and o
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Exhibit E
enhancements to the product, as described in Section C(9)
2. SaaS Fees. City agrees to pay Tyler the SaaS Fees. Those amounts are payable in accordance with Tyle/s lnvoicing and Payment Policy (Exhibit B). The SaaS Fees are based on the number of Monthly Active Users, API usage, Alerts, and the amount of Data Storage required. City acknowledges that continued access to the SaaS Services is contingent upon your timely payment of SaaS Fees. lf you fail to timely pay the SaaS Fees, we may discontinue your access to the SaaS Services, We may also terminate this Socrata Agreement if you don't cure such failure to pay within forty-five (45) days of receiving written notice of our intent to terminate.
3. Ownership.
3.1 Tyler retains all ownership and intellectual property rights to the SaaS Services.
3.2 When City uploads or provides City Data to the Socrata SaaS platform, City grants to Tyler a perpetual non-exclusive, worldwide, royalty-free, sub-licensable, and transferable license to use, reproduce, publicly display, distribute, modify, create derivative works of, and translate the City Data as needed in response to a Monthly Active User's use of the SaaS Services.
3.3 The SaaS Services provide you with functionality to make all or part of City Data available to the general public through one or more public facing websites. City determines which City Data is shared publicly, and City is solely responsible for determining the online terms of use and licenses relative to the use by public users ("Public Use/') of City Data, and the enforcement thereof. Once an internal user makes City Data publicly available using the SaaS Services, Tyler has no control over a Public User/s use, distribution, or misuse of City Data. Tyler has no liability or obligation to indemnifu for such usage. Users have the ability within the SaaS Services to remove the public permissions applied to City Data.
3.4 Tyler reserves the right to develop derivative data assets based on City's publicly available data These uses might include but aren't necessarily limited to: aggregating and summarizing data; normalizing, standardizing and concatenating data to create new regional or national data assets; and developing key performance indicators and benchmarks.
3.5 While Tyler agrees to never commercially sell data City makes publicly available, we reserve the right to commercially sell derivative data assets we create based on City's public data.
3.6 Tyler may develop derivative data assets and insights based on aggregated, anonymized views of City's internally accessible private data for the purposes of the enhancement of the SaaS Services, aggregated statistical analysis, technical support and other internal business purposes.
3.7 City retains all ownership and intellectual property rights to the City Data. City expressly recognizes that except to the extent necessary to carry out our obligations contained in this Socrata Agreement, Tyler does not create or endorse any data used in connection with the SaaS Services. During the term of the Socrata Agreement, City may export City Data as allowed by the functionality within the SaaS Services.
3.8 lf City provides feedback, information, and/or or suggestions about the SaaS Services, or any other services provided hereunder, then Tyler (and those it allows to use its technology) may 2 '.1]:r tyler
Exhibit E
use such feedback, information, and/or suggestions under a royalty-free, paid-up, and irrevocable license without obligation to City.
4. Restrictions
4.L You may not: (a) except as explicitly provided for herein, make the SaaS Services or Documentation resulting from the SaaS Services available in any manner to any third party for use in the third party's business operations; (b) modifu, make derivative works of, disassemble, reverse compile, or reverse engineer any part of the SaaS Services; (c) access or use the SaaS Services in order to build or support, and/or assist a third party in building or supporting, products or services competitive to us; (d) license, sell, rent, lease, transfer, assign, distribute, display, host, outsource, disclose, permit timesharing or service bureau use, or otherwise commercially exploit or make the SaaS Services or Documentation available to any third party other than as expressly permitted by this Socrata Agreement; (e) use the SaaS Services to store or transmit infringing, unsolicited marketing emails, libelous, or otherwise objectionable, unlawful or tortious material, or to store or transmit material in violation of third party rights; (f) interfere with or disrupt the integrity or performance of the SaaS Services (including without limitation, vulnerability scanning, penetration testing or other manual or automated simulations of adversarial actions, without Tyle/s prior written consent); or (g) attempt to gain unauthorized access to the SaaS Services or its related systems or networks.
4.2 City acknowledges and understands that the Socrata SaaS Services are not designed to serve as the system of record and shall not be used in a manner where the interruption of the SaaS Services could cause personal injury (including death) or property damage. The SaaS Services are not designed to process or store CJIS, PHI or other sensitive data, and by using the Socrata SaaS Services, you acknowledge and agree that you are using the Socrata SaaS Services at your own risk and that you are solely responsible for use of data with the SaaS Services in any manner that is contrary to the uses for which the Socrata SaaS Services are designed and offered for use in this Agreement.
4.3 Although we have no obligation to screen, edit or monitor the City Data or Public User content posted on SaaS Services, if, in our reasonable judgment, we discover your use of the SaaS Services threatens the security, integrity, stability, or availability of the SaaS Services, or is otherwise in violation of this Socrata Agreement, we may temporarily suspend the SaaS Services, or Monthly Active Users'access thereto. Unless City has conducted penetration testing or unscheduled performance testing, Tyler will use commercially reasonable efforts to provide City with notice and an opportunity to remedy such violation or threat prior to such suspension.
Any penetration testing or unscheduled performance testing conducted by City will result in immediate suspension of the SaaS Services.
5. Reservation of Riehts. The SaaS Services, other services, workflow processes, user interface, designs, and other technologies provided by Tyler pursuant to this Socrata Agreement are the proprietary property of Tyler and its licensors, All right, title and interest in and to such items, including all associated intellectual property rights, remain only with Tyler. City may not remove or modify any proprietary marking or restrictive legends from items or services provided under this Socrata Agreement. Tyler reserves all rights unless otherwise expressly granted in this Socrata Agreement.
6. Access and Usage bv lnternal Citv Users and Contractors. You may allow your internal users and third party contractors to access the SaaS Services and any technicalor policy controls, in 3 'p tyter
Exhibit E
compliance with the terms of this Socrata Agreement, which access must be for your sole benefit You are responsible for the compliance with this Socrata Agreement by your internal users and contractors.
7. Your Responsibilities. City (a) must keep its passwords secure and confidential; (b) is solely responsible for all activity occurring under its account; (c) must use commercially reasonable efforts to prevent unauthorized access to its account and notify Tyler promptly of any such unauthorized access; (d) may use the SaaS Services only in accordance with the Documentation; and (e) shall comply with all federal, state and local laws, regulations and policies of City, as to its use of the SaaS Services, City Data, and instructions to Tyler regarding the same.
8. Citv Data Backup. City is providing Socrata a copy of City Data. Any laws and regulations governing City for retention of City Data remains City's responsibility. CIW lS SOLELY RESPONSIBLE FOR BACKING UP CITY DATA unless otherwise specially agreed in writing between Tyler and City.
9. Return of Citv Data. Upon request, Tyler will make the SaaS Services available to City to export City Data for a period of sixty (60) days following the termination of this Socrata Agreement, After such sixty (60) day period has expired, we have no obligation to maintain City Data and may destroy the City Data.
10. APls. Tyler will provide access to the applicable application-programming interface ("APl"l as part of the SaaS Services under the terms of this Socrata Agreement. Subject to the other terms of this Socrata Agreement, Tyler grants City a non-exclusive, nontransferable, terminable license to interact only with the SaaS Services as allowed by the current APls.
10.1. City may not use the APls in a manner--as reasonably determined by Tyler--that exceeds the purposes defined in the lnvestment Summary, constitutes excessive or abusive usage, or fails to comply with any part of the APls. lf any of these occur, Tyler can suspend or terminate City's access to the APls on a temporary or permanent basis.
10.2. Tyler may change or remove existing endpoints or fields in API results upon at least 30 days' notice to City, but Tyler will use commercially reasonable efforts to support the previous version of the APts for at least 6 months from deprecation notice. Tyler may add new endpoints or fields in API results without prior notice to City.
10.3. The APls may be used to connect the SaaS Services to certain hosted or on premise software applications not provided by Tyler ("Non-Tyler Applications"). City is solely responsible for development, license, access to and support of Non-Tyler Applications, and City's obligations under this Socrata Agreement are not contingent on access to or availability of any Non-Tyler Application.
70.4. Any open source code provided is provided as a convenience to you. Such open source code is provided AS lS and is governed by the applicable open source license that applies to such code; provided, however, that any such open source licenses will not materially interfere or prohibit City's limited right to use the SaaS Services for its internal business pu rposes.
11. DataSecuritvMeasures.lnordertoprotectyourConfidentiallnformation,wewill:(a)implement 4 '.$ tyter
Exhibit E
and maintain all reasonable security measures appropriate to the nature of the Confidential lnformation including without limitation, technical, physical, administrative and organizational controls, and will maintain the confidentiality, security and integrity of such Confidential lnformation; (b) implement and maintain industry standard systems and procedures for detecting, mitigating, and responding to attacks, intrusions, or other systems failures and regularly test or otherwise monitor the effectiveness of the safeguards' key controls, systems, and procedures; (c) designate an employee or employees to coordinate implementation and maintenance of its Security Measures (as defined below); and (d) identify reasonably foreseeable internal and external risks to the security, availability, confidentiality, and integrity of Confidential lnformation that could result in the unauthorized disclosure, misuse, alteration, destruction or other compromise of such information, and assess the sufficiency of any safeguards in place to control these risks (collectively, Security Measures). City acknowledges and agrees that Tyle/s obligations with respect to Security Measures is subject to Section B(4.2) above.
12. Notice of Data Breach, lf Tyler knows that Confidential lnformation has been accessed, disclosed, or acquired without proper authorization and contrary to the terms of this Socrata Agreement, we will alert City of any such data breach in accordance with applicable law, and take such actions as may be necessary to preserve forensic evidence and return the SaaS Services to standard operability. lf so required, Tyler will provide notice in accordance with applicable federal or State data breach notification laws.
SECTION C- OTHER SERVICES
t, Service LevelAgreement (SLAI &Warrantv.
1.1 Service Warrantv. Tyler warrants to City that the functionality or features of the SaaS Services will substantially perform as communicated to City in writing, or their functional equivalent, but Tyler has the right to update functionality. The support policies may change but will not materially degrade during the term. Tyler may deprecate features upon at least 30 days' notice to City, but Tyler will use commercially reasonable efforts to support the previous features for at least 5 months following the deprecation notice. The deprecation notice will be posted at https ://s upre.rt. socrata. co m.
1.2 Uptime Service Level Warrantv. We will use commercially reasonable efforts to maintain the online availability of the SaaS Service for a minimum of availability in any given month as provided in the chart below (excluding maintenance scheduled downtime, outages beyond our reasonable control, and outages that result from any issues caused by you, your technology or your suppliers or contractors, Service is not in the production environment, you are in breach of this Socrata Agreement, or you have not pre-paid for SaaS Fees for the Software as a Service in the month in which the failure occurred).
Availability SLA Credit
3% of monthly fee for each full hour of an
outage that adversely impacted City's access
5 99.90/o
'p tyler
Exhibit E
or use of the SaaS Services (beyond the
warranty).
Maximum amount of the credit is LOO% of the prorated SaaS Service Fees for such month, or 51,800.00, whichever is less, and the minimum credit cannot be less than s100.00.
1.3 Limited Remedv. Your exclusive remedy and our sole obligation for our failure to meet the warranty under Section C(1.2) is the provision by us of the credit for the applicable month, as provided in the chart above (if this Socrata Agreement is not renewed then a refund in the amount of the credit owed); provided that you notify us of such breach of the warranty within thirty (30) days of the end of that month.
SECTION D-TERM
L. Term. The initial term of this Agreement is five (5) years from the first day of the first month following the Effective Date, unless earlier terminated as set forth below. Upon expiration of the initial term, this Socrata Agreement will renew automatically for additional one (1) year renewal terms unless terminated in writing by either party at least sixty (60) days prior to the end of the then-current renewal term. Your right to access or use the SaaS Services will terminate at the end of this Socrata Agreement.
6 '.$ tylg,r
Exhibit F
'*- til*[",
Exhibit F
Statement of Work
TO BE INSERTED
REMAINDER OF PAGE INTENTIONALLY LEFT BLANK
7 S* tvJff*
Statement of Work
Tyler Technalogies
Prepared for:
CIty of Fresno
2600 Fresno Street, Fresno, CA 93721-3601
Prepared by:
Rebecca Usprlch
One Tyler Drive, Yarmouth, ME 04096
Tyler Technologies, lnc.
www,tylertech.com
FINAL v4 OL.LI2:OZL '$- tilF"[",
Table of Contents
T. EXECUTIVE SUMMARY
PRoJEcT BAcKGRoUND
PRo.lecr Gon1s...........,..........
PRoJEcr Scopr & TrMELrNE.....
2.L.1.4 City Change Management Lead
2.I.7.7 City Department Head
2.1".L.8 City End User Representative
7.1 1.2
L,3
6 6
6 6
8 I
8 9
2. PROJECTGOVERNANCE................
2.t Crry Govrnrunrucr SrRucrunE.................,
2.1..1. City Roles& Responsibilities...........
2.7.7,2 SteeringCommittee
.8
10 LL
t2
L2
12 13
13 13
13 L4
14 14
2.2 TYLER GovERNaruce Srnucrunr...
2.2.1 TylerRoles& Responsibilities...........
2.2.7.7 Tyler Project Sponsor
2.2,L2 Tyler Steering Committee 15
2.2.L3 TylerProjectManager....,,.... 15
2.2.7.4 Change Management Lead 18
2.2.1.6 Tyler Testing Lead 20
2.2.L.9 Tylerlmplementation Consultants
2,2.t.t0 TylerConversionProgrammers
2.2.L.1L TylerReadyFormsDesigners.
2.L.L70 City Technical Support
2.3.2.1, Evolution Plan Roles & Responsibilities
2.3.2.2 Evolution Plan Requirements & Notes.....
2.3.3 Monogement Plon (DED-03)
22 23
23 23
2.2.2 TylerThird-Party Partners .....................23
2.3 Pno:rcrGovERNANCETools............ ....24
2.3.1 Project Chorter ....... 24
2.3.t.2 Project Charter Requirements & Notes ,24
24 25
25 25
2.3.3.L Management Plan Roles & Responsibilities................... ..........26 2,3.3.2 Management Plan Requirements & Notes .............................,26
2.3.4 Project PIon (DED-04).... 26
211s7
"::L I11;P,L
2.3,4.1 Project Plan (DED-04) Roles & Responsibilities 27
2.3.4.2 Project Plan Requirements & Notes 28
2.3.5 Project Status Reports..... 28
2.3.5.1 Project Status Reports Roles & Responsibilities .......................28
2.3.5.2 Project Status Reports Requirements and Notes......, ....,.........29
2.3.6 Steering Committee Meetings.....
2.3.6.1, Steering Committee Meetings Roles & Responsibilities
2.3.6.2 Steering Committee Meetings Requirements and Notes
2.3.7 Project ShorePoint Portal
2.3.7.L Project SharePoint Site Roles & Responsibilities...................
2.3.7.2 Project SharePoint Site Requirements and Notes...............
2.3.8 /ssues & Actions List and lssues Trocking...............
2.3.8.1 lssues & Action List and lssues Tracking Roles & Responsibilities...................
2.3.8.2 lssues & Actions List and lssues Tracking Requirements & Notes, 2,3,9 lmplementotion Deliverable & Control Point Acceptonce.,,,.......
2.3.9.1 lmplementation Deliverable & Control Point Acceptance Roles & Responsibilities...................
2.3.9.2 lmplementation Deliverable & Control Point Acceptance Requirements & Notes.......
2.3.10 Site Reports
2.3.L0.7 Site Reports Roles & Responsibilities
2.3.70.2 Site Reports Requirements & Notes.
3. tMPIEMENTAT|ON............
3.1 METHoDoloGy..................
3.L.L WorkBreokdownStructure.......
3.1.2 Deliverables
i.l.i ControlPoints
3,2 WORK PLAN..
3.2.1 Stoge L: lnitiote & Plon.
3.2.t.L ProjectCharter (DED-01)..
Management Plan (DED-03)..
System lnfrastructure Planning
Stage 1: lnitiate & Plan Control Point
29 29
30 30
30 31
31 32
32 32
.33
.34
34 .34
.34
35 35
35 37
39 42
42 3.2.L.2
3.2.r.3
3.2.7.4 3.2.1.5
3.2.t.6
3.2.t.7
3.2.2 3.2.2.1
3.2.2.2 3.2.2.3
3.2.2.4 3.2.2.5
3.2.2.6 3.2.2.7
3.2.2.8 3.2.2.9
3.2.2.L0
3.2.2.17 3.2.2.72
42 43
43 44
45 46
47 Stage 2: Assess & Define 48
48 48
50 51
52 53
54 55
56 57
59 63
System Deployment (DED-05)
lnternal Customer Process Storyboarding
Organizational Change Assessment Study (DED-06).........
Fundamenta I Change Management lntrqduction....
Fundamental Process lntroduction....
Change Management Lead Preparation (DED-07)
Future State Analysis.
Chart of Accounts Design
Tyler Best Practice Recommendations (DED-08)
Data Conversion Analysis..
Tyler ReadyForms Analysis
3/rs7
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3.2.2.13 3.2.2.r4
3.2.2.L5
3.2.2.1,6
3.2.2.17 3.2.2,18
3.2.2.r9
3.2.2.20 3.2.2.2L
3.2.2.22 3.2.2.23
3.2.2.24 3.2.3
3.2.3,L
3.2.3.2 3.2.3.3
3.2.3.4 3.2.3.5
3.2.3.6 3.2.3.7
3.2.3.8 3.2,3.9
3.2.3.L0
3.2.3.!L
3.2.3.L2
3,2.3.L3
3.2.4 3.2.4.t
3.2.4.2 3.2.4.3
3.2.4.4 3.2.4.5
3.2.4.6 3.2.4.7
3.2.4.8 3.2.4.9
3.2.4.t0
3.2.4.7L
3.2.4.t2
3.2.4.L3
Security Analysis
Workflow Analysis
Reporting Analysis
Standard lmport, Export & APls & lnterface Analysis..........
Program Modifications and Custom lnterface Analysis..........
Establish Requirements Traceability Matrix (RTM) (DED-17) Baseline........... ..................,..72 Change lmpact Report (DED-10).......... ........75
System Design Document (DED-11) 76
lmplementatlon Plan (DED-13) 78
64 65
66 67
70 Stoge 3: Build & Volidqte
Change Management Stage Reinforcement ..............
Application Configuration
Standard lmport, Export & Application Program lnterface (APl) Build & Validate.......
Data Conversion & Validation.
Process Manuals (DED-L4)
Change Management Process Change Roll-out
User Acceptance Test Scripts (DED-16).........
ReadyForms Build & Va1idate .....................
Custom Reports Build & Validate
80 ,80
81 82
83 85
86 87
88 89
89 90
91 92
93 93
93 94
97 98
99 System Build Validation & Test..,..........
Stage 3: Build & Validate Control Point.
Stoge 4: Troining & Testing....
Change Management Stage Reinforcement
Power User End-to-End Training.....,.....
Parallel or Trial Run Testing
Requirements Traceability Matrix (RTM) Completion (DED-17) Readiness Assessment (DED-18) .,...,...
Cutover Planning (DED-1.9)
Change Management Cutover Communications
Cross Department Process Demos
Executive & Central Office End User Training.. ....,....,.,...... 102 Decentralized End User Trainin9.........,,.,....... .................,.. 103 Stage 4: Training & Testing Control Point........... ............... 105
3.2.5 Stoge5:ProductionCutover............. 106
Change Management Stage Reinforcement .............. ..........,. 106 Support Lead Knowledge Transfer...,...
Production Cutover Partnering....... .....,.,,...... L08
3.2.5.5 Post Live Support 109
100
101
LOz
3.2.5.1 3.2.5.2
3.2.s.3
3.2.5.4 3.2.s.6
3.2.5.7 3.2.s.8
3.2.5.9 Post Cutover Efficiency Evaluation (DED-20) ......................... 110 Post-Live Adjustments & Training....... ........... 111 Project Evolution Assessment (DED-22)......... ........................ L12 Project ROI Assessment (DED-23) .................. 114
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3.2.5.17 Stage 5: Production Cutover Control Poin1................ ...,.... 116
3.2.6 Stage 6: Phose/Project Closure ...........177
3.2.6.2 Phase/Project Reconciliation (DED-2U24)... .......................,, 117
3.2.6.3 Stage 6: Phase/Project Closure Control Point............... ......... 118
GLOSSARY
APPENDIX 1: DELIVERABTE EXPECTATION DOCU MENT............
APPENDIX 2: LIST OF PROCESS MANUALS AND MAJOR PROCESSES
FINANCIALS
HCM/PAYROLL
APPENDIX 3: HARDWARE REQUIREMENTS FOR 2020.3
MICROSOFT WINDOWS PC REQUI REMENTS........
Retirement Notice: The Genero Desktop Client (GDC) hos Retired with Munis Version 20L9.1"..........756 APPENDIX 4: KOA HIILS STATEMENT OF WORK... LS7
t20
t23
t46
1,46
151
155
155
sltsT
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Note regarding COVID-19 Restrictions: All references within this document to project resource interactions (i.e., onsite presence, stipulations regarding facilities and in-person training, etc.) will be subject to the then current CDC Guidelines and travel restrictions.
1. Executive Summary
The Statement of Work (SOW) documents the Project Scope, milestones, deliverables, high-level project schedule, project resources, methodology, roles and responsibilities, and change control procedures implementation stages, and deliverables for the City of Fresno project.
L.L Project Background
ln May 2019, the City of Fresno City issued a Request for Proposal (3650). The RFP stated that, "PeopleSoft Financials supports the financial, accounting, and purchasing functions in allCity departments and accommodates batch interfaces for certain financial activity. At the citywide level, interfaces to and from financials include the City's Payroll System (currently Oracle PeopleSoft HRMS 8.9), the City's Budget System (Sherpa's BFM - Budget Formulation Management), and various department- specialized systems that feed financial information into PeopleSoft.." L.2 Project Goats
With this RFP, the City seeks to replace its existing ERP system with a proven, state-of-the-art, commercial-off-the-shelf (COTS) ERP solution with minimal modifications. The City is open to both on- premise and Software as a Service (SaaS) solutions. The City's goal is to gain efficiencies and update existing processes through an all-in-one ERP, or a combination of an ERP and one or more 3rd party applications, focusing on improving timeliness, accuracy, consistency of information, and improving operations.
1.3 Project Scope & Timeline
The project scope is comprised of the modules, data conversions, interfaces, reports, workflows, and deliverables defined in this section plus any related professional services described throughout this Statement of Work (SOW). lf any services, tasks, or responsibilities not specifically described in this SOW are inherent or necessary sub-activities of the tasks or are otherwise required for proper performance of the services or tasks they will also be included within the scope.
The project timeline establishes a start and end date for each Phase of the Project. The timeline accounts for resource availability, business goals, size and complexity of the Project, and task duration requirements. Tyler will develop a project plan consistent wiih the timeline identified below,. 6/rs7
":h tYler
Core Financials Accounting/Genera I Ledger
Accounts Payable
Bid Management
Budgeting
Ca pita I Assets
Cash Management
Contract Management
Project & Grant Accounting
Purchasing
eProcurement
CAFR Statement Builder
Accounts Receivable
General Billing
t
Third Party SnapLogic
February
2021
July 2022 6 months
2 Payroll,
Human
Resources
Human Resources & Talent
Management
Payrollw/ESS
Recruiting
ExecuTime Time &
Attendance
ExecuTime Time &
Attendance Mobile Access
Employee Expense
Reimbursement
April2022 April2023 6 months
Cross Productivity Tyler Content Manager SE
Tyler ReadyForms Processing
Munis Analytics & Reporting
Munis API Toolkit Bundle
Functional
Area
Post Live
lmplementation
Support Period
P hase Applications Starl Date Go Live
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2. Project Governance
As projects progress, they require a linkage mechanism that ensures alignment between business strategy and direction, and the path to needed outcomes over the life of the project. ln other words, this mechanism must help the project sustain its potential to deliver its promised value. Moreover, other mechanisms must provide oversight and control during project execution. They must help stakeholders assess the project's current state and adjust content and direction if necessary.
To achieve the necessary linkage, oversight, and control, projects must institute effective governance, which for project management is defined as follows:
Governance, for a project, is a combination of individuals filling executive and management roles, project oversight functions, and policies that define management principles and decision making.
This combination is focused upon providing direction and oversight, which guide the achievement of the needed business outcome from the execution of the project effort, and providing data and feedback, which measure the ongoing contribution by the project to needed results within the overall business strategy and direction.
2.3, City Governance Structure
2.L.L City Roles & Responsibilities
Below is a description of the roles and responsibilities of each member of City Project structure with a level of commitment for overall work for City's Project.
2.L.L.L Executive Sponsor
The City's Executive Sponsor provides support to the Project by authorizing the project, allocating resources, providing strategic direction, and communicating key issues about the Project and the Project's overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated project issues. The Executive Sponsor engages in the Project, as needed, in order to provide necessary support, oversight, guidance, and escalation, but does not participate in day- to-day project activities. The Executive Sponsor empowers the City Steering Committee, City Project Manager, and City Functional Leads to make critical business decisions for the City. o Provide clear direction for the Project and how it applies to the organization's overall strategy
o Champion the Project at the executive level to secure buy-in o Authorize required Project Resources
o Resolve all decisions and/or issues not resolved at the City Steering Committee level as part of the escalation process
r Actively participate in Organizational Change Management Communications 8/rs7
":h tYler
As needed No
Expected
Commitment
Key
Personnel
Resou rce Title
2.L.!.2 Steering Committee
The City Steering Committee understands and supports the cultural change necessary for the Project and fosters an appreciation of the Project's value throughout the organization. Overseeing the City Project Manager and the Project as a whole through participation in regular internal meetings, the City Steering Committee remains updated on all project progress, project decisions, and achievement of project milestones. The City Steering Committee also provides support to the City Project Manager by communicating the importance of the Project to all impacted departments. The City Steering Committee is responsible for ensuring the Project has appropriate resources, providing strategic direction to the project team, and making timely decisions on critical project issues or policy decisions. The City Steering Committee also serves as primary level of issue resolution for the Project. o Work to resolve all decisions and/or issues not resolved at the Project Manager level as part of the escalation process
o Attend all scheduled Steering Committee meetings
o Provide support for the Project team
o Assist with communicating key Project messages throughout the organization o Prioritize the Project within the organization
o Provide management support for the Project to ensure it is staffed appropriately and staff have necessary resources
o Monitor Project progress including progress towards agreed upon goals and objectives o Has the authority to approve or deny changes impacting the following areas:
. Cost
. Scope
r Schedule
r Project Goals
r Authority Policies
Monthly and
As Needed
No
Expected
Commitment
Key
Personnel
Resources Titles
9/1s7
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tes
Expected
Commitment
Key
Personnel
Resou rces Titles
2.L.L.3 City Project Manager
The City's Project Manager coordinates project team members, subject matter experts, and the overall implementation schedule and serves as the primary point of contact with Tyler. The City Project Manager will be responsible for reporting to the City Steering Committee and determining appropriate escalation poi nts.
The City will assign the Project Manager prior to the start of the Project with overall responsibility and authority to make decisions related to the Project Scope, scheduling, and task assignment, and to communicate decisions and commitments to the Tyler Project Manager in a timely and efficient manner When the City Project Manager does not have the knowledge or authority to make decisions, he or she will engage the correct resources from City to participate in discussions and make decisions in a timely fashion to avoid Project delays.
Contract Management
Validate contract compliance throughout the Project
Ensure invoicing and Deliverables meet contract requirements Act as primary point of contact for all contract and invoicing questions Sign off on contract milestone acknowledgment documents Collaborate on and approve change requests, if needed, to ensure proper Scope and budgetary compliance
a Planning
Review, acknowledge, and maintain Management Plans
Define Project tasks and resource requirements for Authority Project team Collaborate in the development of and approval of the Project Plan (DED-04) and Project schedule
Collaborate with Tyler Project Manager to plan and schedule Project timelines
lmplementation Management
' Tightly manage Scope and budget of Project and collaborates with Tyler Project Manager to establish a process and approval matrix to ensure Scope changes and budget (planned versus actual) are transparent and handled effectively a nd efficiently
. Collaborate with Tyler Project Manager to establish and manage a schedule and resource plan that properly supports the Project Plan that is also in balance with Scope/budget
. Collaborate with Tyler Project Manager to establish risk/issue tracking/reporting process between the City and Tyler and takes all a
to ltsT
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a
necessary steps to proactively mitigate these items or communicates with Tyler any items that may negatively impact the outcomes of the Project Collaborate with Tyler Project Manager to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the Project
Routinely communicate with both City staff and Tyler, aiding in the understanding of goals, objectives, status, and health of the Project by all team members
Team Management
r Act as liaison between Project Team and Stakeholders
. ldentify and coordinate allCity resources across all modules, Phases, and activities including data conversions, Forms design, hardware and software lnstallation, reports building, and interfaces
r Provide direction and support to Project team
I Build partnerships among the various stakeholders, negotiating authority to move the Project forward
r Manage the appropriate assignment and timely completion of tasks as defined in the Project schedule, task list, and Production Cutover checklist r Assess team performance and take corrective action, if needed I Provide guidance to City technical teams to ensure appropriate response and collaboration with Tyler Technical Support Teams to ensure timely response and appropriate resolution
r Coordinate with third party providers to align activities with ongoing Project tasks
2.1.L.4 City Change Management Lead
o Work with Tyler Change Management Lead to develop, maintain, and execute a Change Management Plan
o Validate users receive timely and thorough communication regarding process changes o Provide coaching to Supervisors to prepare them to support users through the Project changes
o ldentify the impact areas resulting from Project activities and develop a plan to address them proactively
o ldentify areas of resistance and develop a plan to reinforce the change o Monitor post-production performance and new process adherence Project Manager 100% Yes
Expected
Commitment
Key
Personnel
Resource Title
11. / 1s7
'..*. tylp,[*
2.L.L.5 City Functional Lead
r Communicate their journey as customers to Tyler
o Empowered to make business process change decisions under time sensitive conditions o Communicate existing business processes and procedures to Tyler consultants o Attend current/future state analysis sessions and contribute business process expertise o ldentify and include additional subject matter experts to participate in current/future state analysis sessions
o Assist in identifying business process changes that may require escalation o Provide business process change support during Power User and End User training o Complete performance tracking review with City project team on End User competency on trained topics
o Provide Power and End Users with dedicated time to complete required homework tasks o Act as ambassador/champion of change for the new process o ldentify and communicate any additional training needs or scheduling conflicts to City Project Manager
e Provide input in the preparation of Form Kits, if applicable for Custom ReadyForms only o Validate Forms design
2.L.L.6 City Power User
o Communicate their journey as customers to Tyler
o Participate in project activities as required by the City Project Manager r Provide subject matter expertise on City business processes and requirements o Act as subject matter expert and attend current/future state and process validation sessions as needed
r Attend all scheduled training sessions
o Participate in all required post-training processes as needed throughout project . Participate in conversion Validation
o Test all Application configuration to ensure it satisfies business process requirements o Become Application expert
o Participate in User Acceptance Testing
r Adopt and support changed procedures
o Complete all tasks by the due dates defined in the Project Plan o Demonstrate competency with Tyler products processing prior to Production Cutover o Provide knowledge transfer to City staff during and after implementation
2.1.1.7 City Department Head
o Communicate their journey as customers to Tyler
o Select End User Representatives for Customer Journey lnterviews o Participate in project activities as required by the City Project Manager o Provide Power and End Users with dedicated time to complete required homework tasks o Act as ambassador/champion of change for the new process t2/ts7
"$. ty!P,L.
a ldentify and communicate any additional training needs or scheduling conflicts to City Project Manager
Adopt and support changed proceduresa
2.L,t.8 City End User Representative
o Communicate the end user journey as customers to Tyler o Solicit information from other end users to develop representational information o Provide feedback to end users on customer journey interview process
2.1.L.9 City End User
r Communicate their journey as customers to End User Representatives . Attend all scheduled training sessions
o Become proficient in Application functions related to job duties r Adopt and utilize changed procedures
o Complete all Deliverables by the due dates defined in the Project schedule e Utilize software to perform job functions at and beyond Production Cutover
2.L.L.t0 CityTechnicalsupport
o Coordinate updates and releases with Tyler, as needed r Coordinate the copying of source databases to training/testing databases, as needed, for training days
. Extract and transmit conversion data and control reports from City's Legacy System per the conversion schedule set forth in the Project schedule o Coordinate and add new printers and other Peripherals as needed o Validate all users understand log-on process and have necessary permission for all training sessions
o Coordinate lnterface development for City 3rd party Data Exchanges o Develop or assist in creating Reports, as needed
o Ensure onsite system hardware meets specifications provided by Tyler o Assist with software deployment as needed
2.I.LJL City Upgrade Coordinator
o Become familiar with the Software Upgrade process and required steps. o Become familiar with Tyler's releases and updates
o Utilize Tyler Community to stay abreast of the latest Tyler releases and updates, as well as the latest helpful tools to manage the City Upgrade process o Assist with the Software Upgrade process during implementation o Manage Software Upgrade activities post-implementation . Manage Software Upgrade plan activities
o Coordinate Software Upgrade plan activities with City of Fresno and Tyler resources 13 /ts7
irs
'.iL tylsr
. Communicate changes affecting users and department stakeholders o Obtain department stakeholder signoffs to upgrade production environment
2.2 Tyler Governance Structure
I
----+
,- - - - -rtHDFHrffErn2rtttr - - -
2.2.1 Tyler Roles & Responsibilities
2.2.1.L Tyler Project Sponsor
Tyler's Vice President of lmplementation has indirect involvement with the Project and is part of Tyler escalation process, This team member offers additional support to the Project team and is able to work with other Tyler department managers in order to escalate and facilitate implementation Project tasks and decisions. Tyler Project Manager or Regional Manager will apprise the Vice President of Services of 14/157
.:t tvlerot tre.nnorog,es
known issues that may require assistance or impede Project performance. The communication path for issue escalation at this level is typically with the Steering Committee.
2.2.L.2 Tyler Steering Committee
Tyler Steering Committee has indirect involvement with the Project and is part of Tyler escalation process. Tyler Project Manager will consult the Tyler Steering Committee, either individually or as a group, with issues and decisions regarding the Project. These team members offer additional support to the Project team and are able to work with other Tyler department managers in order to escalate and facilitate implementation Project tasks, issues, and decisions. The communication path for issue escalation at this level is typically with the Tyler Project Manager.
2.2.1.3 Tyler Project Manager
The Dedicated Tyler Project Manager has direct involvement with the Project and coordinates Tyler Project team members, implementation consultants, the overall implementation schedule, and serves as Jennifer Turgeon Vice President As Needed As Needed No
Estimated
Onsite
Days/Month
1S!ble.t to COVID-19
restnctrons)
Resource Title
Expected
Commrtment
Key
Personnel
Rebecca Usprich Sr. Director,
Strategic Accounts
As Needed As Needed No
Matt Chavez Sales, Strategic
Account Executive
As Needed As Needed No
Robyn Smart-Oliver Director, Forms &
Conversions
As Needed As Needed No
Adam Scheuchzer Director, Technical
Services
As Needed As Needed No
Vickie Ducharme Sr. Director,
Product Control
As Needed As Needed No
Estimated
Onsite
Days/Month
{Subject to COVID-19
restrictions)
Resource Title
Expected
Commitment
Key
Personnel
15 I 1s7
'.$ tY!g;*
the primary point of contact with the City. The Tyler Project Manager is in regular communication with the City's Project Manager and provides regularly planned communication with other City and Tyler governance members.
a
a
a
a
Contract Management
r Validate contract compliance throughout the Project
r Ensure Deliverables meet requirements
I Act as primary point of contact for all contract and invoicing questions I Prepare and present contract milestone signoffs for acceptance by City Project Manager
I Prepare and present deliverable and control point acceptance signoffs for acceptance by City Project Manager
r Coordinate Change Requests, if needed, to ensure proper Scope and budgetary compliance
Planning
. Develop and deliver Project Charter (DED-01)
. Develop and deliver an Evolution Plan (DED-02)
. Develop, update, and deliver Management Plan (DED-03) r Define Project tasks and resource requirements
. Develop, in collaboration with City and Tyler Functional Leads, and deliver initial and full-scale Project plan (DED-04) and schedule to achieve on-time implementation
. Develop and deliver detailed lmplementation Plan (DED-13) ' Develop, in collaboration with City and Tyler Functional Leads, and deliver detailed Production Cutover Plan (DED-19)
Risk Management
! Monitor and maintain risk register with City Project Manager r Proactively notify City as risks change or begin to develop r Provide guidance to City on methods for handling risks Project Reporting
r Provide weekly status report
r Conduct weekly project status meeting
r Provide regular project budget and reconciliation reporting r Maintain, monitor and report on project issues list
r Develop, in collaboration with Tyler Change Management Lead and Tyler Functional Leads, and deliver a Readiness Assessment Report (DED-18) I Develop, in collaboration with Tyler Functional Leads, and deliver a Post Cutover Efficiency Evaluation Report (DED-20)
. Develop and deliver a Phase Reconciliation Report for (DED-21) as part of phase closure
. Develop, in collaboration with Tyler Change Management Lead, and deliver an Evolution Assessment Report (DED-22) as part of project closure. r Develop and deliver a comprehensive Project Reconciliation Report (DED-24) as part of project closure
16 I ts7
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a
a
lmplementation Management
. Tightly manage Scope and budget of Project; establish process and approval matrix with the City to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently r Establish and manage a schedule and resource plan that properly supports the Project Plan that is in balance with Scope/budget
I Establish issue tracking/reporting process between the City and Tyler and take all necessary steps to proactively mitigate these items or communicates any items that may negatively impact the outcomes of the Project r Collaborate with the City's Project Manager to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the Project
r Set a routine communication plan that will aide all Project team members, of both the City and Tyler, in understanding the goals, objectives, status and health of the Project
Team Management
r Act as liaison between the project team and all Tyler Departments and managers
. ldentify and coordinate allTyler resources across allmodules, Phases, and activities including development, conversions, Forms, lnstallation, Reporting, implementation, and billing
r Provide direction and support to Project team
' Build partnerships among the various stakeholders
r Manage the appropriate assignment and timely completion of tasks as defined in the Project Plan, task list, and Production Cutover checklist r Assess team performance and adjust as necessary
. Coordinate with in Scope third party providers to align activities with ongoing Project tasks
Karen Lowe Project Manager rco% 6-12 days per
month
32 months Yes
Estimated
Onsite
Days/Month
(SubJect to COVID-19
restrictrons)
Resource Title Duration
Expected
Commitment
Key
Personnel
Expected Commitment is defined as total time committed to this project annually, including travel time, Tyler holidays, internal meetings, and PTO .
17 /1s7
'..*. tIlF"[_=
2.2.L.4 Change Management Lead
The Tyler Change Management Lead has direct involvement with the Project and are part of the Tyler escalation process. This team member offers additional support to the Project team and collaborate with other Tyler team members, as needed, in order to escalate and facilitate implementation Project activities and decisions.
r Collaborate with the City to establish a Change Management Plan (subset of DED-03) and related Com munication strategies
o Perform an Organizational Change Assessment (DED-06) and provide detailed results o Provide training on Change Management coaching concepts and methodologies r Customize and oversee a fully integrated Change Management and lmplementation approach
o Develop the Change lmpact Report (DED-10) with Tyler Functional Leads to highlight significant areas of change impact
o Develop the Process Change Management Plan (subset of DED-03) o Collaborate with Tyler Project Manager and Tyler Functional Leads to produce a Readiness Assessment Report (DED-18)
o Contribute to development of Post Cutover Evaluation Report (DED-19) o Provide and review Change Management tools and guide the City on Change Management activities
o Collect pertinent information from Tyler Functional Leads on process changes that will impact the organization and individuals
o Conduct conference calls to review progress during the project o Develop Change Management deliverables
r Document activities for onsite services performed by Tyler o Follow up on issues identified during sessions
. Keep Tyler Project Manager(s) proactively apprised of all issues which may result in the need foradditionaltraining needs, change in schedule, change in process decisions, or which have the potential to adversely impact the success of the Project
2.2.L.5 Tyler Functional Lead
Tyler Functional Lead has direct involvement with the Project and are part of the Tyler escalation process This team member offers additional support to the Project team and collaborate with other Tyler team Chad Teague Change
Management Lead
2s-30% Varies 32 months No
Estimated
Onsite
Days/Month
(Subject to COVID-19
restncttons)
Resource Title Duration
Expected
Commitment
Key
Personnel
t8 I 1s7
'.$.. tI!--e_L=
members, as needed, in order to escalate and facilitate implementation Project activities and decisions, Tyler FunctionalLeads have been allocated forthe following applications: Financials (Accounting/General Ledger, Budgeting, Capital Assets, Cash Management, Project & Grant Accounting, CAFR Statement Builder, Accounts Receivable/Tyler Cashiering, General Billing), Procure-to-Pay (Bid Management, Contract Management, Purchasing, eProcurement, Accounts Payable), Payroll (Payroll, Employee Self Service, Employee Expense Reimbursement, ExecuTime Time & Attendance) and, Human Capital Management (Human Resources, Talent Management, Recruiting). These subject matter experts will be responsible for performing the following activities:
o Lead Customer Journey interviews
o Perform all Current and Future State Analysis Discovery Sessions o Lead City Functional Leads and Subject Matter Experts through business process redesign o Develop Tyler Best Practice Recommendations (DED-08) for new business processes o Develop System Design Test Scripts (DED-09)to guide testing of new business processes o Vlodify System Design based on City decisions and documenting o Develop the Change lmpact Report (DED-10)with Tyler Change Management Lead to highlight significant areas of change impact
o Develop the System Design Document (DED-11) for each functional area o Develop the Business Process lmprovement Report (DED-12) to document the major improvements captured through business process redesign o Develop Process Manuals (DED-14) and End User Guides (DED-15) o Develop User Acceptance Test Scripts (DED-16)
o Develop and maintain a Requirements Traceability Matrix (DED-17) o Collaborate with Tyler Project Manager and Tyler Change Management Lead to produce a Readiness Assessment Report (DED-18)
o Provide detailed input during the creation of the Production Cutover Plan (DED-1-9) e Provide high-level product expertise and creative solutions to meet City functional req u ire me nts
o Conduct training per the Education Management Plan (subset of DED-03) o Test functionality with City
r Perform problem solving
o Follow up on issues
o Perform assessments of City's Post Cutover activities and identify areas of potential improvement
o Contribute to development of Post Cutover Efficiency Evaluation Report (DED-20) r Complete weekly site reports detailing activities for each implementation day . Keep project manager apprised of any and all issues that may result in the need for additionaltraining needs, slip in schedule, change in process decisions, oradversely impacting the success of the project
o Conduct conversion and forms analysis
o Conduct User Acceptance Testing
o Participate in the resolution of issues identified during User Acceptance Testing r Conduct Parallel or Trial Run Testing
19 /1s7
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Dav Hayner General Ledger
Lead
IOOo/o 6-15 22 months Yes
Justin Maurer Procure-to-Pay
Lead
100% 6-15 22 months Yes
TBD Payroll Lead rcj% 6-15 l-4 months Yes
TBD Human Resources
Lead
toj% 6-15 L8 months Yes
Estimated
Onsite
Days/Month
(SubJec to COVID-19
restrlclrons)
Resource Title Duration
Expected
Commitment
Key
Personnel
2.2.L.6 TylerTesting Lead
The Tyler Testing Lead has direct involvement with the Project and offers additional support to the Project team, collaborates with other Tyler team members, as needed, in order to escalate and facilitate issue resolution.
o Execute assigned components of the Quality Management Plan (subset of DED-03) including testing of product, process, integration, converted data, forms, reports, imports/exports, and all related in scope areas
o Maintain a thorough and detailed test log and reports, and track issues with appropriate project Functional Leads
o Participate in the resolution of issues identified during User Acceptance Testing o Provide regular updates to Tyler Project Manager indicating areas of testing that may introduce increased risk to the project
o Coordinate testing plan with Requirements Traceability Matrix to ensure functionality is met
o Assist with the documentation and prioritization of issues in Tyler's Customer Relationship Management (CRM) system
o Develop and maintain effective communication strategy with Tyler Technical Support and Development to achieve defect resolution, as needed
o Work closely with Tyler Technical Lead to coordinate needed activities, such as environment use and MIU updates
Lauren Powell Testing Lead too% 6-12 2L months No
Estimated
Onsite
Days/Month
isubJect to covlD-19
restrictions)
Resou rce Du rationTitle Expected
Commitment
Key
Pe rsonne I
20 /rs7
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2.2.L.7 Tyler lntegration Lead
The Tyler lntegration Lead is a dedicated, full-time resource with a deep understanding of the integration tools that are available in Munis, including the configurable file layouts for imports and exports and the API Toolset for creating restful APls. This resource will be involved in the analysis of all the City's integration needs as they relate to Munis. With the City lntegration Lead coordinating their Third-Party vendor participation in testing, all aspects of interfaces and integration will be completed and tested prior to final training.
e Train and assist in the development and testing of the Munis side of integrations. o lnvolved in testing integration points between Tyler products, applications, and any third- party products.
o Compile applicable test scripts, analyzes results, tracks issues, and resolves errors.
2.2.1.8 TylerTechnical Lead
The Tyler Technical Lead is a remote resource that is a member of Tyler's Technical Support Team that will become an extension of the City's lT Team for the duration of the project and offer additional support to the Project team to ensure system performance.
o Perform technical administration and support of PC, Server, and Database applications, including insta llations, upgrades, routines maintenance, and tuning r Assist with loading custom code packages and conversions o Perform system release upgrades during the project, including communication and coordination
o Provide system administration training and services
r Manage incoming customer issues via phone, email, and online customer incident portal o Document and prioritize technical issues in Tyler's Customer Relationship Management (CRM)system
o Perform issue analysis and Tyler technical system infrastructure guidance o Track technical issues and tickets to timely and effective resolution o Report and escalate defects to Tyler Development, as needed r Communicate with City and Tyler Project Manager on the status and resolution of reported issues
o Assist with Stress Test and performance monitoring/tuning TBD lntegration Lead too% 6-12 2L months No
Estimated
Onsite
Days/Month
iSubtect to COVID-19
restflctrons)
Resou rce DurationTitle Expected
Commitment
Key
Personnel
2L11s7
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TBD Tyler Technical
Lead
s0% 0 - Remote
Resource
30 months No
Estimated
Onsite
Days/Month
(Subtect ro COVID-19
restnctrons)
Resource Title Duration
Expected
Commitment
Key
Pe rson ne I
2.2.1.9 Tyler lmplementation Consultants
Tyler lmplementation Consultants have direct involvement with the Project and offer additional support to the Project team, collaborate with other Tyler team members, as needed, in order to complete all project tasks and ensure thorough knowledge transfer to City users. o Conduct assigned functional analysis
o Conduct training as per the Education Management Plan e Test functionality with City
o Perform problem solving and troubleshooting
o Follow up on issues
o Complete weekly site reports detailing activities for each implementation day . Keep Tyler Functional Leads and Project Manager apprised of issues that may result in the need for additionaltraining needs, slip in schedule, change in process decisions, or adversely impacting the success of the project
TBD Financia I
lmplementation
Consultant 1
100% 9-15 13 months No
TBD Financial
lmplementation
Consultant 2
100% 9-15 7 months No
TBD Payroll/HCM
lmplementation
Consultant
IOOo/o 9-15 l-0 months No
Estimated
Onsite
Days/Month
(Subject to COVID 19
restrictions)
Resource Title Duration
Expected
Commitment
Key
Personnel
22 I rs7
":h tYler
2.2.t.LO TylerConversionProgrammers
Tyler Conversions Programmers are remote resources that have indirect involvement with the project and with coordination and direction from the Tyler Project Manager, Tyler Functional Leads, and City Leads, create and maintain project-specific conversion programs to migrate legacy system data into the required tables for the Tyler system. Approximately 3-4 programmers will provide the following services for the project:
a
a
a
a
2.2.L.tL
Develop customized conversion programs to convert legacy data into the Tyler database for production use according to defined mapping
Provide custom conversion packages to be loaded into the Tyler system via the Managed lnternet Update (MlU) utility by the Tyler Technical Lead or Tyler SaaS resources Provide error reports on unsupported data conditions and the merging or normalization of data fields
Perform modifications and correction to customized conversion programs as data anomalies and exception conditions are discovered
Tyler ReadyForms Designers
Tyler Forms Designers are remote resources that have indirect involvement with the project and with coordination from the Tyler Project Manager, Tyler Functional Leads, lmplementation Consultants, and City project resources, develop customized customer-facing and employee-facing output such as checks, invoices, and W2s, if needed.
2.2.1.12 Tyler Developers
Tyler Developers are remote resources that have indirect involvement with the project and with coordination from the Tyler Project Manager, Tyler Functional Leads, lmplementation Consultants, and City project resources, develop custom reporting components. Approximately t-2 Tyler Developers will provide the following services for the project:
o Gather requirements for reports
o Review existing product offerings to determine if functionality is available OTS o Create and deliver functional specifications for the requested reports . Create reports per approved specifications
o Perform internal quality assurance
o Perform knowledge transfer to lmplementation Consultants o Demonstrate reports to City
o Provide custom development packages to be loaded into the Tyler system via the Managed lnternet Update (MlU) utility, as applicable
o Perform and provide any necessary defect corrections
2.2.2 Tyler Th ird-Party Pa rtners
TylerThird-Party Partners are software, hardware, and service providers that have been included in Tyler's proposal to meet the City's Functional Requirements. They follow their own methodology, have their own set of deliverables, and are governed by a separate Statement of Work (Appendix 4). For the 23 lrsT
'.it tI!F,[.-
purpose of clarifying project roles and responsibilities, the onlythird-party partnercovered bythis section is Koa Hills.
2.3 Project Governance Tools
2.3.L Project Charter
The City and Tyler will create the Project Charter (DED-01) to formally outline the purpose of the project and establish authority for moving forward with subsequent project activities. This will be the first official action of the City/Tyler Project Team and will also serve to document buy-in from all key participants.
2.3.L.L Project Charter Roles & Responsibilities
2.3.L.2 Project Charter Requirements & Notes
The Project Charter is considered a Tyler deliverable and as such, is detailed further in Appendix 1
2.3.2 Evolution Plan
The City and Tyler develop an Evolution Plan (DED-02) to capture and measure the delta between the City's current state and its Enterprise Goals at a more granular level. This is done by outlining and describing the components and processes for establishing the evolutionary improvement that must occur over the course of the ERP Project. Specific goals are directly linked to a plan with key activities, providing an outline of the activities required to meet each of the stated strategic goals pertaining to the implementation and utilization of the ERP solution.
Project Sponsor / Executive
Oversight
Review Project Charter
Authorize Project
Review Project Charter
Authorize Tyler
Resources
Steering Commlttee Review Project Charter
Sign Project Charter
Review Project Charter
ProJect Manager Work with Tyler Project
Manager to develop
Project Charter
Review Project Charter
Sign Project Charter
Lead development of
Project Charter
lncorporate City
feedback in development
of Project Charter
Review Project Charter
Sign Project Charter
Deliver Project Charter
(DED-01)
lnitiate workflow
acceptance for DED-01
Functional Leads Review Project Charter
Sign Project Charter
Review Project Charter
Project Role(s) Cily Responsibility Tyler Responsibility 24 I ts7
'.in tI!R[*
The Evolution Plan will contain the following key sections:
o Overview of Project Goals
o Current and Future State Delta Assessment
. Major Steps in Transformation Process
. Expected Outcome
r Roles and Responsibilities
2.3.2,L Evolution Plan Roles & Responsibilities
2.3,2.2 Evolution Plan Requirements & Notes
Tyle/s baseline version of the Evolution Plan will be the starting point for the development of the City's Evolution Plan
2.3.3 Management Plan {DED-03}
The City and Tyler will develop a Management Plan (DED-03) during the initial planning meetings at the onset of the Project. This Management Plan will govern what techniques and procedures will be used to manage the varied conditions and events that will occur throughout the Project life cycle as part of controlling key elements such as scope, cost, time, and quality. ln addition, the Management Plan will serve as a communication tool that guides City and Tyler Project Teams on specific Project objectives, management involvement, resolution paths, and action paths for the following Plan subsets:
o Project Management Plan
r Scope Management Plan
o Schedule Management Plan
o Risk Management Plan
r Financial Management Plan
o Communication Management Plan
r lssue Management Plan
o Release, Code and Upgrade Management Plan
o Quality Management Plan
r Education & Training Management Plan
o Resource Management Plan
o Data lnterface Management Plan
. Application Program lnterface (APl) Management Plan
2s l1s7
Project Manager o Provide input for Evolution Plan
o Review and authorize Evolution
Plan
o Review and accept DED-02
Own development of Evolution
Plan
Solicit information for content,
cu rrentfuture state delta
a
a
Functional Leads o Provide input for Evolution Plan
o Review and accept DED-02
Write Evolution Plan using
provided material and assessment
a
Subject Matter Experts /
Others
Provide input for Evolution Plana
Project Role(s) City Responsibility Tyler Responsibility '.it tld$,[.-
2.3.3.L
. Project Oversight Management Plan
o Requirements Management Plan
o Change Control Management Plan
o Change Management Plan
Management Plan Roles & Responsibilities
2,3.3.2 Management Plan Requirements & Notes
The Management Plan is considered a Tyler deliverable and as such, is detailed further in Appendix 1
2.3.4 Project Plan (DED-04)
Tyler will create the baseline Project Plan (DED-04), in collaboration with City Project Manager, using Microsoft Project 2016 Professional, for the first phase within 60 calendar days from the first project Steering Committee Review adopted
Management Plan
Review adopted
Management Plan
Project Manager Review baseline version
of Management Plan
Collaborate with Tyler
Project Manager on
Management Plan
changes to baseline
version
Accept Management
Plan (DED-03)
Collaborate with Tyler
Project Manager on
Management Plan
changes following
change control, as
needed
Lead development of
Management Plan
Deliver baseline version
of Management Plan
Collaborate with City
Project Manager on
Management Plan
changes to baseline
version
Deliver Management
Plan (DED-03)
Collaborate with City
Project Manager on
Management Plan
changes following
change control, as
needed
lnitiate Workflow
acceptance for DED-03
Functional Leads Review baseline
Management Plan
Provide feedback during
development of
Management Plan
Review adopted
Management Plan
Review baseline
Management Plan
Provide feedback during
development of
Management Plan
Review adopted
Management Plan
SubJect Matter Experts /
Others
Review adopted
Management Plan
Review adopted
Management Plan
Project Role(s) City Responsibility Tyler Responsibility 26 / 1s7
'.il tIlF,[.,
planning session. The Project Plan will contain all milestones and tasks needed to complete the phase and will be stored on the Project SharePoint site. Upon completion and acceptance of the first phase Project Plan, Tyler and City will begin work on the Project Plan for subsequent phases. The Project Plan for each respective subsequent phase shall be completed at least ninety (90)calendar days priorto the start of any subsequent phase activities. Once the Project Plan is approved by City, Tyler's project manager will edit and update as necessary as part of regularly scheduled project management meetings with City's Project Manager.
All project tasks will be assigned owners and due dates which correspond to the overall Project Schedule.
Project Tasks that are not completed by the due date may adversely affect the project schedule and live dates.
2.3.4.L Project Plan (DED-04) Roles & Responsibilities
Steerlng Committee Review Gantt Chart &
Project Schedule
Review Gantt Chart &
Project Schedule for
compliance with SOW
Project Manager Work with Tyler Project
Manager to develop
Project Plan
Provide regular and
timely updates to Tyler
Project Manager on
status of City
assignments
Provide guidance to Tyler
Project Manager as to
correct City resource
assignments
Lead development of
Project Plan & Schedule
lncorporate City
feedback in development
of Plan and Schedule
Maintain the Project Plan
on a weekly basis
ldentify and assign
appropriate resources to
tasks
lnitiate Workflow
acceptance for DED-04
Functional Leads ldentify applicable
sessions and deadlines
on the Project Plan and
schedule accordingly
Communicate schedule
conflicts, blackout dates
to City Project Manager
ldentify back-up
personnel for absences
ldentify applicable
sessions and deadlines
on the Project Plan and
schedule accordingly
Communicate schedule
conflicts, travel
requirements to Tyler
Project Manager
Subject Matter Experts /
Others
ldentify applicable
sessions and deadlines
on the Project PIan and
schedule accordingly
Communicate schedule
conflicts, blackout dates
to City Project Manager
ldentify applicable
sessions and deadlines
on the Project Plan and
schedule accordingly
Communicate schedule
conflicts, travel
requirements to Tyler
Project Manager
Project Role(s) City Responsibility Tyler Responsibility 27 ltsT
":3. tylp,h
2.3.4.2 Project Plan Requirements & Notes
The Project Plan is considered a Tyler deliverable and as such, is detailed further in Appendix 1,.
2.3.5 Project Status Reports
The Tyler Project Manager will prepare project status reports weekly throughout the project. Project Status reports are intended for the City Steering Committee, City Project Manager, City Functional Leads, Tyler Steering Committee, and Tyler Functional Leads and provide the following key elements:
Project Overview, including Status of Project Phases
List of recently completed Tasks
U pcoming calendar events
Upcoming tasks
List of tasks scheduled to be completed but have not been completed with an explanation of why and what corrective actions are being made or will be made Status of Project Milestones and signoffs
Project Risk Register
Reconciliation of Tyler Resource Days
lssues & Actions List
Additional Notes
2.3.5.1 Project Status Reports Roles & Responsibilities Steering Committee Review Status Reports
Act on issues that require
resolution at
management level
Escalate unresolved
issues to City Project
Sponsor
Review Status Reports
Act on issues that require
resolution at
management level
Escalate unresolved
issues to Tyler Executive
Oversight
ProJect Manager Provide any necessary
updates for status
reports
Participate in weekly
status meetings
Review status reports
Escalate issues to
Steering Committee that
require resolution
assistance
Prepare weekly Status
Reports
Post Status Reports to
Project SharePoint Site
Facilitate weekly status
meeting
Escalate issues to
Steering Committee that
require resolution
assista nce
Functional Leads Provide task status
updates to City Project
Manager
Provide task status
updates to City Project
Manager
City Responsibility Tyler ResponsibilityProject Role(s) 28/rs7
'.::i' tI!R[.*
Report issues and issue
status updates to City
Project Manager
Review Project Status
Report
Attend Status Meeting,
as requested
Report issues and issue
status updates to City
Project Manager
Review Project Status
Report
Attend Status Meeting,
as requested
Subject Matter Experts /
Others
Provide task status
updates to City Project
Manager
Report issues and issue
status updates to City
Project Manager
Review Project Status
Report
Attend Status Meeting,
as requested
Provide task status
updates to City Project
Manager
Report issues and issue
status updates to City
Project Manager
Review Project Status
Report
Attend Status Meeting,
as requested
Project Role(s) City Responsibility Tyler Responsibility
2.3.5.2 Project Status Reports Requirements and Notes
r The content and format for the status reports will be mutually agreed as part of the project planning phase of the project
o The City will cooperate and provide timely information for inclusion on the status report o Tyler willsubmit one status report that identifies issues related to the entire project r The Status report will be delivered at least two (2) business days prior to any scheduled Status Meeting
2.3.6 Steering Committee Meetings
The Communications Plan developed at the beginning of the project (as part of the overall Management plan) will identify a meeting schedule for the Steering Committee. lt is expected that the Steering Committee will meet monthly and City Project Manager, will prepare the Steering Committee Agenda prior to all scheduled Steering Committee Meetings. The Steering Committee agenda will include any issues that require approval at the next meeting. lf necessary, the Tyler Sr. Director or Vice President of lmplementation may participate in the Steering Committee meeting either in person or by phone.
2.3.6.L Steering Committee Meetings Roles & Responsibilities Steering Committee Participate in meetings at
least once a month
Participate in Steering
Committee Meetings as
needed
Project Manager Develop agenda for
Steering Committee
Meetings
Provide input for
Steering Committee
agendas
Tyler ResponsibilityProject Role(s) Clty Responsibility 29 ltsT
"::t II;P,L
Participate in Steering
Committee Meetings
Functlonal Leads Provide functional
expertise to support
decision-making during
meetings, as needed
Provide functional
expertise to support
decision-making during
meetings, as needed
Subject Matter Experts /
Others
Provide functional
expertise to support
decision-making during
meetings, as needed
Provide functional
expertise to support
decision-making during
meetings, as needed
Project Role(s) City Responsibility Tyler Responsibility
2.3.6,2 Steering Committee Meetings Requirements and Notes City may cancel Steering Committee Meetings if there are not a sufficient number of items to discuss or if items can be deferred until the following meeting Upon submission of the agenda by the City Project Manager, Tyler shall review and provide comments or questions on the agenda within two (2) business days City shall make any required revisions promptly to allow for appropriate meeting preparation
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2.3.7 Project SharePoint Portal
Tyler will provide and host a SharePoint site that will serve as the primary collaboration tool for use on the project. The SharePoint portal will contain a current copy of the Project Plan, display the Project Schedule by Phase, house all Tyler project Deliverables and supplemental documents, any relevant City project documents, all sign offs, Contract documents, change orders, or other documents that will be shared with the project team.
2.3.7.L Project SharePoint Site Roles & Responsibilities Steering Committee Review SharePoint Site as
necessary
Review SharePoint Site as
necessary
Project Manager Manage City information
on SharePoint Site
Utilize SharePoint site for
sign-off and milestone
approvals
Ensure City Project Team
members are utilizing
site fully
Manage overall
SharePoint Site
Keep Site up to date and
well organized
Ensure sign-off and
milestone tracking is in
compliance with contract
Ensure Project Schedule
is accurate and
accessible to project
members
Project Role(s) City Responsibility Tyler Responsibility 30 I 1s7
'.it tyler
Functional Leads Utilize SharePoint for
project docu ments (both
posting and
downloading)
Utilize SharePoint for
project documents (both
posting and
downloading)
Subject Matter Experts /
Others
Review SharePoint as
necessary
Utilize SharePoint for
project docu ments (both
posting and
downloading)
Pro1ect Role{s) City Responsibility Tyler Responsibility
2.3.7.2 Project SharePoint Site Requirements and Notes
As part of the Project Planning sessions, the Tyler Project Manager will provide an overview of the SharePoint Site, its organization, included documents and policies for use Tyler will be responsible for providing access and logon credentials to City staff that will need access to the SharePoint site
Tyler performs a daily routine backup for all City SharePoint sites using industry standard backup techniques and processes
City site-specific backup files can be provided as a billable service with a minimum of 4 hours charged for each backup file using the contracted Tyler rate for implementation services
Tyler does not provide SharePoint consulting services to restore backup files in client- hosted SharePoint environments
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2.3.8 lssues & Actions List and lssues Tracking
Tyler will maintain a list of issues (both open and closed) that have been identified for the project on the SharePoint site. Any project risks, key decisions, issues, disputes, or late tasks shall be identified on the lssues & Actions List.
Upon identification of project issues and any related risks and key project decisions, both City and Tyler project team members are responsible for adding the issue to the lssues Log. For each identified issue, the following information will be captured:
o lssue Number
. Reported by/date
o Status (i.e. new, open, closed, pending)
o Module/BusinessProcess
o priority
o lssue
o Comments
o Findings
o Recommendations
o ResolutionAssignment
r Date Tested
31.1 1s7
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a Date Closed
City and Tyler Project Managers will review the lssues Log during project status meetings, or in individual meetings as needed. City and Tyler Project Managers will collaboratively review assigned priorities and owners and validate that the correct priority and owner has been assigned to each issue. During the critical phases of the project, the City and Tyler Project Managers will review the issues log on a daily basis.
2.3.8.L lssues & Action List and lssues Tracking Roles & Responsibilities
2.3.8.2 lssues & Actions List and lssues Tracking Requirements & Notes a At any time during the project, if City is not satisfied with the level of response from the Tyler Project Manager or Tyler Steering Committee, City will reserve the right to escalate the issue to the Tyler Executive Oversight representative.
Tyler's Executive Oversight representative will have responsibility for overall project delivery,
2.3,9 lmplementation Deliverable & Control Point Acceptance Throughout the Project, there are defined Deliverables and Control Points that require formal review and acceptance by the City. When the Deliverables are complete, or Control Points are met, the Tyler Project Manager will notify the City Project Manager and provide the appropriate documents for review.
The following process will be used for accepting Deliverables and Control Points:
a
Steering Committee Serve as a point of
escalation
Serve as a point of
escalation
Project Manager Document and review
issues for priority and
assignment
Escalate issues, as
needed
Resolve issues
Document and review
issues for priority and
assignment
Escalate issues in a timely
manner to ensure time-
sensitive resolution, as
needed
Resolve issues
Functional Leads Document issues
Assign priority and owner
Resolve issues
Document issues
Assign priority and owner
Resolve issues
SubJect Matter Experts /
Others
Document issues
Assign priority and owner
Resolve issues
Document issues
Assign priority and owner
Resolve issues
Project Role(s) City Responsibrlity Tyler Responsibrlity 32 I ts7
":n tyler
. City will have ten (10) business days from the date of delivery, or as otherwise mutually agreed to by the parties in writing, to sign-off on each Deliverable or Control Point o lf the City does not sign off within ten (10) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, the Deliverable or Control Point will be deemed as accepted
o lf the City does not agree that the particular Deliverable or Control Point has been met, City will notify Tyler, in writing, with its reasoning within ten (10) business days, or the otherwise agreed-upon timeframe, not to be unreasonably withheld, of receipt of the delivery
. Tyler will correct any deficiencies and redeliver the Deliverable or Control Point . City will then have five (5) business days from receipt of the redelivered Deliverable or Control Point to accept or again submit written notification of its reasons for rejecting the milestone
o lf the City does not sign off within five (5) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, the Deliverable or Control Point will be deemed as accepted
r The process set forth in the paragraphs above will continue untilall issues have been addressed and the Deliverable or Control Point is accepted by the City o Acceptance will be initiated and managed by utilizing the Tyler SharePoint workflow approval process, unless otherwise agreed to by the City and Tyler Project Managers
2.3.9.L lmplementation Deliverable & Control Point Acceptance Roles & Responsibilities Steerlng Commlttee Review any Control Point
or Deliverable issues
escalated by the City
Project Manager
Review any Control Point
or Deliverable issues
escalated by the City
Project Manager
Assist in any escalated
issues related to
accepta nce
Project Manager Review and accept or
reject Deliverable and/or
Control Point
Provide detailed
feedback on any
rejections
Submit Deliverable and
Control Point documents
for'accepta nce
Take corrective action on
any rejections
Escalate issues that
require Steering
Committee assistance
Functional Leads Review incremental
materials that are part of
Control Point and
Deliverables prior to
submission
Review incremental
materials that are part of
Control Point and
Deliverables prior to
submission
Subject Matter Experts /
Others
Review incremental
materials that are part of
Control Point and
Review incremental
materials that are part of
Control Point and
Project Role(s) City Responsibility Tyler Responsibility 33 / ts7
'.:3o tIlF,[.,
Deliverables prior to
submission
Deliverables prior to
submission
Project Role(s) City Responsibility Tyler Responsibility
2.3.9.2 lmplementation Deliverable & Control Point Acceptance Requirements & Notes All review periods for Deliverables and Control Points will be tracked in the Project Plan (DED-04)
The City Project Manager will have decision authority to approve or reject all project Deliverables and Control Points
Both Tyler and City Project Managers are required to sign off on the Control Point acce pta nce
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2.3.10 Site Reports
Each Tyler resource that delivers billable project services for the City will provide a site-report via the lmplementation Site Reports list on the Project SharePoint site, All site reports willcontain meeting notes, and newly discovered or updated issues, documentation of any decisions during the visit, and task assignments, if any. Site reports will be completed within one week for each visit. Tyler will be responsible for taking any issues or risks identified in the site reports and adding them to the lssues & Actions List or Risk Register.
2.3.LO.L Site Reports Roles & Responsibilities
2.3.10.2 Site Reports Requirements & Notes
All site reports will be reviewed and edited for quality by the Tyler project manager prior to posting to SharePoint for City review.
The Tyler Project Manager will be responsible for ensuring that site reports are complete and accurate.
a
a
Project Manager Review Site Reports
Validate City task
assignments are on
target
Review Site Reports
Ensure Site Reports meet
quality standards
Add lssues and/or Risks
to appropriate list
Functional Leads Review Site Reports
Validate City task
assignments are on
ta rget
Perform assigned tasks
Write Site Reports
Subject Matter Experts /
Others
Review Site Reports
Perform assigned tasks
Write Site Reports
Project Role(s) City Responsibility Tyler Responsibility 34 / rs7
"::t tIlF,[*
. Site reports will be reviewed by the City Project Manager weekly for accuracy prior to acceptance of each phase.
o Completion of site reports will be part of acceptance criteria for each phase. o Tyler will develop and maintain a tracking mechanism that shows what Site Reports have been submitted by resource by date.
3. lmplementation
3.1 Methodotogy
Each Phase of the Project will be implemented in stages using the methodology illustrated below and defined in detail in this section. Throughout the project methodology, there are defined Deliverable and Control Point Acceptance criteria for each implementation stage to ensure that the City fully understands and accepts the project progress,
Deliverables are defined as tangible project outputs produced by Tyler and delivered to the City for review and acceptance. Control Points are project review points comprised of major critical path tasks and Deliverables associated with each implementation stage to be used to assist in controlling quality. At each Control Point, the City and Tyler Project Managers must formally accept the project to date. Once there is formal acceptance, the project will proceed to the next implementation stage, The process for accepting each Deliverable and Control Point is identified in Section 2.3.9. Only Stage One does not require acceptance prior to moving to Stage Two, This exception is made in order to avoid unnecessary project delays while the full Stage One acceptance criteria is met.
3.1.1 Work Breakdown Structure
Tyler will use a Work Breakdown Structure, or WBS, to depict overall project work. The following is the baseline WBS reflecting the major stages and components. 3s / 1s7
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3.LZ Deliverables
Tyler will provide the Deliverables identified in the table below. Deliverables will be submitted as a work product for City review and follow the Deliverable acceptance procedures defined in Section 2.3.9. The objective, scope, format, outline roles (Tyler and City) and acceptance criteria for each deliverable listed below is described in detail in Appendix L: Deliverable Expectation Document.
For purposes of this SOW, Deliverable names are assigned a unique, sequentially numbered Deliverable Expectation Document (DED) number, i.e. DED-01. For each deliverable that is repeated or updated for a given Phase, the Deliverable will be prefixed with the Phase number and the unique Deliverable number, i.e. l--01- indicates Phase 1-, DED-01. Forthis project, Phase l designates the Financialsuite of applications, and Phase 2 designates the Human Capital Management suite of applications listed in the table in Section
1.3. er
i trr*lt;g1ics
37 /1s7
'.:h tyL
t Project Charter Cross Phase DED-01
2 Evolution Plan Cross Phase DED-02
3 Management Plan Cross Phase DED_03
4 SaaS lnstallation Report Cross Phase DED-05
5 Organizational Change Assessment Study Cross Phase DED-06
6. Change Management Lead Preparation Cross Phase DED-07 7 Evolution Assessment Report Cross Phase DED-22
8. Project ROI Assessment Report Cross Phase DED-23
9 Project Reconciliation Report Cross Phase DED-24
Phase 1
10. Project Plan I DED-1-04
IT Tyler Best Practice Recommendations 1 DED-1-08
t2 System Design Test Scripts 1 DED-1-09
13 Change lmpact Report I DED-1-10
1.4 System Design Document 1 DED-1-11
15 Business Process lmprovement Report 1. DED-1-12
t6 lmplementation Plan 1. DED-1-13
T7 Process Manuals 1. DED-1-14
18. End User Guides 1. DED-1-15
19. User Acceptance Test Scripts I DED-1-16
20. Requirements Traceability Matrix I DED-1-17
2I Readi ness Assessment Report 1. DED-1-18
22 Production Cutover Plan 1. DED-1-19
23 Post Cutover Efficiency Evaluation Report I DED-1-20 24 Phase Reconciliation Report 1 DED-1-21
Phase 2
25 Project Plan 2 DED-2-04
Deliverable
Number
Deliverable Phase
38 I 157
'.:.t- tyler
26, Tyler Best Practice Recommendations 2 DED-2-08
27 System Design Test Scripts 2 DED-2-09
28 Change lmpact Report 2 DED-2-10
29 System Design Document 2 DED-2-L1
30. Business Process lmprovement Report L DED-2-12
31. lmplementation Plan 2 DED-2-13
32, Process Manuals 2 DED-2-1.4
33 End User Guides 2 DED-2-1s
34. User Acceptance Test Scripts 2 DED-2-16
35 Requi rements Traceability Matrix 2 DED-2-I7
36 Readiness Assessment Report 2 DED-2-18
37 Production Cutover Plan 2 DED-2-19
38. Post Cutover Efficiency Evaluation Report 2 DED-2-20
39. Phase Reconciliation Report 2 DED-2-2I
Deliverable
NumberDeliverable Phase
3.1.3 ControlPoints
The following Control Points have been defined for the Project, Each, with the exception of Stage l-, must be formally accepted prior to moving on to the next stage in the project. City may conditionally authorize, with written reasons for conditional authorization, to proceed with the project and withhold final acceptance of a Control Point. For the Control Point to be finally accepted, all work identified under each must be complete.
t I,T Stage 1 Acceptance
. Project Charter (DED-01) delivered and accepted
' Evolution Plan (DED-02) delivered and accepted
. Management Plan (DED-03) delivered and accepted
. Project Plan (DED-1-04) delivered and accepted
' StakeholderPresentation Complete
1. 1..2 Stage 2 Acceptance
. Customer Process Storyboarding is complete
. SaaS lnstallation Report (DED-05) delivered and accepted Control
Point Description / Acceptance CriteriaPhase
39 /ts7
"::L tI!F,[.,
City can access Tyler environments
Organizational Change Assessment Study (DED-06) delivered and accepted
Chart of Accounts analysis, workbook build, and data
conversion has completed
Current and Future State Analysis is complete
Authorization to load Chart of Accounts in Production sign-off received from City
System Design Test Scripts (DED-l--09) delivered and accepted System Design Tests completed to City's satisfaction
Change lmpact Report (DED-1-10) delivered and accepted
Requirements Traceability Matrix baseline is being updated with City decisions
System Design Document (DED-1-L1) delivered and accepted Business Process lmprovement Report (DED-1-12) delivered and accepted
lmplementation Plan (DED-L-13) delivered and accepted
1 1.3 Acceptance
Application has been fully configured
Data conversion programs have been accepted as providing accurate data
Process Manuals (DED-1-14) delivered and accepted
End User Guides (DED-1-15) delivered and accepted
Process Validation has occurred, along with the City Project Team training needed to support the validation efforts
User Acceptance Test Scripts (DED-1-16) delivered and
accepted
Tyler Forms loaded on server
Custom Reports (if any) delivered and in the process of review and acceptance
System Build Validation Test has been performed
Process Change Management Roll-out is complete, including completion of Coach Development sessions
Stage 3
1. 1..4 Stage 4 Acceptance
' All in-scope pre-live Training has been completed
' User Acceptance Testing has been completed and met Quality Assurance standards
. Requirements Traceability Matrix (DED-1-17) delivered and accepted
' Readiness Assessment Report (DED-1-18) delivered and
accepted
' Production Cutover Plan (DED-1-19) delivered and accepted . Cross Department Demos performed
' Change Management Cutover Process executed
. Tyler Forms are finalized, approved, and all bank approvals are final
Control
Point Description / Acceptance CriteriaPha se
40 / 1s7
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Custom Reports (if any) delivered and accepted
1 1".5 Stage 5 Acceptance
. Final conversion data has been accepted and loaded in Production database
' Authorization to proceed with Production Cutover has been received
. City is processing live transactions in the Tyler system ' All final implementation services have been delivered, as scheduled, within the Post-Live period
. Post Cutover Efficiency Evaluation Report (DED-1-20) delivered and accepted
. Transition to Support has completed
1. 1.6 Stage 6 Acceptance
. Phase Audit has been completed and meets quality standards ' Phase Reconciliation Report (DED-1-21) delivered and accepted 2 2.1 Stage 1 Acceptance
' Project Plan (DED-2-06) delivered and accepted
2 2.2 Stage 2 Acceptance
. Customer Process Storyboarding is complete
. Current and Future State Analysis is complete
. System Design Test Scripts (DED-2-09) delivered and accepted ' System Design Tests completed to City's satisfaction
. Change lmpact Report (DED-2-1-0) delivered and accepted . Requirements Traceability Matrix baseline is being updated with City decisions
. System Design Document (DED-2-11) delivered and accepted . Business Process lmprovement Report (DED-2-12) delivered and accepted
. lmplementation Plan (DED-2-13) delivered and accepted 2 2.3 Stage 3 Acceptance
. Application has been fully configured
. Data conversion programs have been accepted as providing accurate data
. Process Manuals (DED-2-14) delivered and accepted
. End User Guides (DED-2-15) delivered and accepted
. Process Validation has occurred, along with the City Project Team training needed to support the validation efforts
' User Acceptance Test Scripts (DED-2-16) delivered and accepted
' Tyler Forms loaded on server
. Custom Reports (if any) delivered and in the process of review and acceptance
' System Build Validation Test has been performed
. Process Change Management Roll-out is complete, including completion of Coach Development sessions
Control
Point Description / Acceptance CriteriaPhase
4I / 1s7
'.it tylRl*
2 2.4 Acceptance
All in-scope pre-live Training has been completed
User Acceptance Testing has been completed and met Quality Assurance standards
Requirements Traceability Matrix (DED-2-17) delivered and accepted
Readiness Assessment Report (DED-2-18) delivered and
accepted
Production Cutover Plan (DED-2-19) delivered and accepted Cross Department Demos performed
Change Management Cutover Process executed
Tyler Forms are finalized, approved, and all bank approvals are fina I
Custom Reports (if any) delivered and accepted
Stage 4
2 2.5 Acceptance
Final conversion data has been accepted and loaded in
Production database
Authorization to proceed with Production Cutover has been received
City is processing live transactions in the Tyler system All final implementation services have been delivered, as scheduled, within the Post-Live period
Post Cutover Efficiency Evaluation Report (DED-2-20) delivered and accepted
Transition to Support has completed
Stage 5
2 2.6 Stage 6 Acceptance
' Phase Audit has been completed
. Phase Reconciliation Report (DED-2-21) delivered and accepted . Evolution Assessment Report (DED-22) has been delivered and accepted
. Project ROI Assessment Report (DED-23) has been delivered and accepted
' Project Reconciliation Report (DED-24) has been delivered and accepted
' Outstanding services are scheduled for Year End Close, if not possible during implementation phase
Control
Point Description / Acceptance CriteriaPhase
3.2 Work Plan
3.2.L Stage L: lnitiate & Plan
3.2.L.L Project Charter (DED-01)
The City and Tyler develop a Project Charter to formally outline the purpose of the project and authority for moving forward, Tyler delivers a Project Charter template that may be used as a starting point for the 4211s7
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final document. The Tyler Project Manager works directly with the City Project Manager to finalize the Project Charter and achieve authorization to move forward from the City Executive Sponsor.
3.2.1.1.1 Project Charter Roles & Responsibilities
See Section 2.3.1,.1,
3.2.L.1.2 Project Charter Requirements & Notes
See Section 2.3.1-.2
3.2.L.2 Evolution Plan (DED-02)
The City and Tyler develop an Evolution Plan (DED-02) to capture and measure the delta between the City's current state and its Enterprise Goals at a more granular level. This is done by outlining and describing the components and processes for establishing the evolutionary improvement that must occur over the course of the ERP Project, Specific goals are directly linked to a plan with key activities, providing an outline of the activities required to meet each of the stated strategic goals pertaining to the implementation and utilization of the ERP solution.
The Evolution Plan will contain the following key sections:
o Overview of Project Goals
o Current and Future State Delta Assessment
o Major Steps in Transformation Process
o Expected Outcome
o Roles and Responsibilities
3.2.L.2.I Evolution Plan Roles & Responsibilities
See Section 2.3.2.1,
3.2.L.2.2 Evolution Plan Requirements & Notes
See Section 2.3.2.2
3.2.L3 Management Plan (DED-03)
The City and Tyler develop a full set of Management plans to outline how all aspects of the project will be managed and controlled throughout the full project lifecycle. Tyler delivers a set of Management Plan templates that may be used as starting points for the final set of documents. The plans will be modified throughout the project, as needed, with full change control in place.
3.2.1.3.1 Management Plan Roles & Responsibilities
See Section 2.3.3.1,
3.2.L.3.2 Management Plan Requirements & Notes
See Section 2.3.3.2
43 /157
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3.2.1.4 System lnfrastructure Planning
During this timeframe, several activities will occur in addition to planning. Tyler will conduct a pre- installation call to review environment needs, expectations and conduct a general overview of Tyler's SaaS services.
3.2.L.4.L Hardware Requirements
Appendix 3: Hardware Requirements outlines the recommended system requirements for City workstations supporting and accessing the Tyler ERP system.
3.2.L.4.2 Environments
As part of the project, Tyler will establish multiple environments to support overlapping phases. All hardware specifications, requirements, and required staffing will support development of all listed environments. lf it is determined that additional environments are required to support the implementation during implementation, Tyler and City staff will work together to design, setup and establish the requisite environment(s). Based on the projected Project phasing, Tyler will establish the following environments:
o Production (pROD)
o Training (TRA|N)
o Test (TEST)
o lmplementation (IMPL - Pre-populated data)
3.2.L.4.3 Project/ProductReleaselnstallation
Tyler will initially lnstall the most current generally available version of the purchased Tyler software.
Tyle/s implementation approach may require that the City perform software upgrades during the course of the implementation. Tyler's Project Team will coordinate with the City Project Team to coordinate the upgrade activities. Tyler and City Project Management staff will identify and plan all tasks and dependencies related to each planned version upgrade. Activities such as, environment(s)to be updated, testing, re-training, training, and documentation will be identified in the project plan for each respective version upgrade. Future release implementations will be determined byTyler and City Project Management staff.
3.2.1.4.4 Key Dates for Hardware Availability
To prevent delays in the project schedule, it is the responsibility of the City to have procured and installed all applicable hardware meeting the requirements listed in Appendix 3: Hardware Requirements by the dates established in the Project Plan. Failure to have the necessary hardware may result in delays and changes to the project schedule.
Munls v2020.3 v2O20.3 v2020.3
ExecuTime v2020.3 v2020.3 v2020.3
CAFR Statement Builder v1".O.8.27 v1".0.8.27 vl.O.8.27
TEST Environment
Deployment
PROD fiRArN
Environment Deployment
Tyler Product Version
44 I ts7
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ProJect Manager Attend pre-insta llation
ca ll
Coordinate City
procurement and/or
installation of required
hardware and software
Attend pre-installation
call
Ensure City has hardware
/ software requirements
and availability dates
Communicate
environment needs to
team
Functional Leads lT Functional Lead
attends call
N/A
Subject Matter Experts /
Others
N/A N/A
Project Role(s) City Responsibility Tyler Responsibiliry
3.2.L.4.5 SystemlnfrastructureRoles&Responsibilities
3.2.L.4.6 System Infrastructure Requirements & Notes
e Depending on final phase dates, specific environment requirements may change o Planning for upgrades, whether mid or post implementation, will occur at a later date and will require an update to this document
o All notes from the planning call will be published to the Project SharePoint site by the Tyler Technical Lead
3.2.L.5 Project/Phase Planning
Project Planning consists of validating the scope of project, defining project-scheduling guidelines, validation of go-live dates, and determining blackout dates. The results of these planning activities will lead to development of the Project Schedule.
Additional components of Project Planning include, but are not limited to, identifying schedule constraints and critical deadlines, and coordination of non-contracted 3rd party implementations to integrate deliverables with Tyler timeline and requirements.
3.2.1.5.1 60 - 90 Day Plan
The City and Tyler will work collaboratively to document key project tasks, scheduling, resources, and responsibilities. Project Planning will occur at the beginning of the project for the first sixty (60) to ninety (90) days of project so that work can begin while development of the full Project Plan can be completed.
3.2.1.5.1 Project Plan (DED-04)
During the first 60 - 90 days of each phase, the Tyler Project Manager will develop the full, detailed Project Plan encompassing all activities for the phase. The Project Plan will, at a minimum, contain:
o Project's activities and tasks, and corresponding dates Task Dependencies 4s /rs7
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o Specific resources assigned to project tasks with estimated staffing effort/duration (both Tyler & City)
o Detailed Project schedule / Work Break Down Structure (WBS) featuring phases, deliverables, and work packages
. Milestones, Deliverables and Control Points
. City Review Periods for Milestones and Deliverables
3.2.L.5.2 Project Plan Roles & Responsibilities
See Section 2.3.4.1
3.2.1.5.3 Project Planning Requirements & Notes
See Section 2.3.4.2
3.2.1.6 Stakeholder Presentation
The City and Tyler will develop a formal presentation of the project to make to the City staff that conveys the overall project timelines, expectations of the project, and highlights project activities. During the Project/Phase Planning, the City and Tyler will work together to determine what messaging is appropriate for the presentation, what City and Tyler Staff should attend, and if it is an opportunity for City Executives to deliver expectations for participation and change.
3.2.L.6.L StakeholderPresentationRoles&Responsibilities ProJect Sponsor / B<ecutive
Overslght
Attend Stakeholder
Presentation
Deliver Executive
Mandate
N/A
Steering Committee Attend Stakeholder
Presentation
Present Material, as
needed
N/A
ProJect Manager Prepare Stakeholder
Presentation material
with Tyler
Coordinate meeting
space and appropriate
attendees and
presenters
Present material
Participate in preparing
Sta keholder Presentation
material
Coordinate a ppropriate
Tyler resources for
attendance
Present material
Functional Leads Attend Stakeholder
Presentation
Present Material, as
needed
N/A
Subject Matter Experts /
Others
To be determined by City N/A
Project Role(s) City Responsibility Tyler Responsibility 46 / 1s7
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3.2.L.6.2 Stakeholder Presentation Requirements & Notes . Tyler will lead a session on the development of a Stakeholder Presentation using a sample PowerPoint presentation
o The City will customize the presentation, with Tyler's assistance, and determine content, prese nte rs, a nd a ppropriate atte n dees
3.2.L.7
3.2.t.7.1
Stage 1: lnitiate & Plan Control Point
Stage 1: lnitiate & Plan Deliverables
o Project Charter (DED-01)
o Evolution Plan (DED-02)
o Management Plan (DED-03)
r Scope Management Plan
r Schedule Management Plan
. Risk Management Plan
r Financial Management Plan
. Communication Management Plan
r lssue Management Plan
I Release & Code Management Plan
. Quality Management Plan
r Education & Training Management Plan
r Resource Management Plan
r lntegration Management Plan
r lnterface Management Plan
I Requirements Management Plan
' Change Management Plan
o Project Plan (DED-04)
3.2.L.7.2 Stage 1: lnitiate & Plan Outcomes
3.2.L.7.3
r The Project has been fully authorized by Project Sponsors and an Executive Mandate Delivered to the Project Community
. City and Tyler Project members have a clear understanding of the requirements for the Project
o The Project Goals and vision have been more succinctly defined for performance measurement
o Management Plan is in place to guide allaspects of project activities o The Project Plan and schedule are in place for all applicable Project personnel o The City and Tyler have established an effective, team-based working relationship Stage 1: lnitiate & Plan Acceptance Criteria
r Project Charter (DED-01) delivered and accepted
o Evolution Plan (DED-02) delivered and accepted
. Management Plan (DED-03) delivered and accepted
o Project Plan (DED-04) delivered and accepted
47 l1s7
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a Stakeholder Presentation com plete
3.2.2 Stage 2: Assess & Define
3.2.2.L System Deployment (DED-05)
Based on the information gathered duringthe SaaS lnstallation Planning call, Tyler begins the installation and completes the SaaS lnstallation Report (DED-05).
3.2.2.L.L System Deployment {DED-05) Roles & Responsibilities
3.2.2.L.2 System Deployment {DED-05) Requirements & Notes Certain environments may not be established at the onset of the Project and timing will be agreed to during the SaaS lnstallation Planning step.
3.2,2.2 InternalCustomerProcessStoryboarding
Tyler will conduct interviews of the following four major user groups in the City organization to understand the Customer Journey of each prior to beginning detailed Current and Future State Analysis Project Manager Validate deployment
requirements are met
Review and accept or
reject Deliverable DED-
05 Provide detailed
feedback on any
rejections
Ensure communication of
activities is ongoing with
City
Validate deployment
requirements are met
Review and deliver SaaS
lnstallation Report (DED-
0s)
lnitiate workflow
acceptance for DED-05
Functlonal Leads Test access to
environments
Provide feedback to City
Project Manager
Test access to
environments
Provide feedback to Tyler
Project Manager
Subject Matter Experts /
Others
N/A N/A
Project Role(s) City Responsibility Tyler Responsibility End users PowerUsers Managers Admlnistrators
48 / 1s7
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This step will serve several purposes; to engage end users that might not typically have involvement in the redesign of system processes, to begin change management communications and reach, and to catalog organizational structu re a nd opportunities for improvement. ln order to achieve some of this work, due to the sheer volume of users, the City Functional Leads, with assistance from Departments Heads, will select a representational group of end users from decentralized departments to communicate each major End User functional area. This group will communicate the Customer Journey experience to Tyler for their peers and provide information back to their teams about the project, as needed,
The information gathered during this step will be documented as internal input for Tyler's use in forming subsequent best practice recommendations.
3.2.2.2.L Internal Customer Process Storyboarding Roles & Responsibilities
3.2.2.2.2 I nterna I Customer Process Storyboarding Req u i rements & Notes o Agendas for the sessions will be developed and posted to the Project SharePoint site two (2) weeks in advance of the session
r Documentation of the Customer Journey experience will be maintained by Tyler and used as input for the City's new business process design o Tyler will not interview representatives from the Public, but requests that the City provide information that clearly represents the Public's experience accessing information from the City's legacy systems
o Tyler and City will collaboratively determine which City personnel are the appropriate representatives for the Storyboarding interviewing process ProJect Sponsor Provide solicited
information to Tyler
Consu lta nts
N/A
Steerlng Commlttee Provide solicited
information to Tyler
Consu lta nts
N/A
Project Manager Communicate schedules
Ensure City resource
availability
Validate Session Agendas
are on Project SharePoint
site
Communicate schedules
Functlonal Leads Provide solicited
information to Tyler
Consulta nts
Lead sessions to gather
Customer Journey
experience i nformation
SubJeA Mafter Experts /
Others
Provide solicited
information to Tyler
Consu lta nts
N/A
Project Role(s) City Responsibility Tyler Responsibility 49 /1s7
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3.2.2.3 Organizational Change Assessment Study (DED-O6} The Tyler Change Management Lead will prepare and conduct an online survey of all City departments impacted by the Project. The survey will seek to uncover the organizational capacity for change, areas of resistance, and opportunities where communication can improve the Project profile.
Once the information is collected and analyzed, an Organizational Change Assessment Study (DED-06) will be prepared and delivered to the City and formally reviewed to ensure that the findings are understood.
The content from this study will be used to formulate and guide subsequent Change Management activities.
3.2.2.3.L Organizational Change Assessment Study Roles & Responsibilities
3.2.2.3.2 Organizational Change Assessment Study Requirements & Notes . Tyler Change Management Lead will review the Survey material with the City and Tyler Project Managers prior to distribution to City
ProJect Sponsor Provide solicited
information in survey
N/A
Steering Committee Provide solicited
information in survey
N/A
ProJect Manager Communicate
expectations related to
survey completion
Validate survey schedule
is in place
Validate Organizationa I
Change Assessment
Study (DED-06) meets
requirements
Deliver Organizational
Change Assessment
Study (DED-06)
lnitiate workflow
acceptance for DED-06
Functlonal Leads Provide solicited
information in survey
Change Management
Lead will design and
distribute survey
Change Management
Lead will evaluate and
prepare Organizational
Change Assessment
Study (DED-06)
Change Management
Lead will lead a formal
review of the Study and
findings with City and
Tyler
Subject Matter Experts /
Others
Provide solicited
information in survey
N/A
Project Role(s) City Responsibility Tyler Responsibility s0 ltsT
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The City Project Manager will provide Tyler Change Management Lead with the appropriate distribution list for the Organizational Change Assessment Study Survey The City will make resources available for assessment input and encourage pa rticipation
3.2.2.4 Current State Analysis
As a prerequisite to Current State Analysis sessions, Tyler consultants will provide City users designated duringthe planning stage with basic questionnaires related to current business practices, policies, and procedures.
During these sessions, Tyler will review the City responses and ask further clarifications as well as ask the City to provide sample forms and discuss any current processing requirements as dictated by local, City, state, or federal requirements. Tyler consultants will document the information collected from these discussions in a Microsoft Excel workbook that will ultimately become the System Design Document (DED-I-1), a deliverable of Stage 2: Assess & Define.
3.2.2.4.L Current State Analysis Roles & Responsibilities a
a
ProJect Manager Communicate schedules
and ensure resources are
available
Validate that pre-
requisites are completed
by due date
Va lidate pre-req uisite
provided as required
Validate sessions
scheduled
Validate agendas
uploaded to SharePoint
site two (2) weeks in
advance
Validate Current State
information updated in
System Design
Documents
Functional Leads Provide solicited
information in
Questionnaires by due
dates
Attend Current State
Analysis sessions
Provide requested
current state information
lnclude Subject Matter
Experts, as needed
Create agendas and
review with Project
Manager
Create Current State
Questionna ires, review
with Project Manager,
and post to SharePoint as
pre-requisite
Review Questionnaires
prior to Current State
Sessions
Conduct Current State
Sessions
Document findings in
Current State Tab of
System Design Document
Project Role(s) City Responsibility Tyler Responsibility s1. I 1s7
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Subject Matter Experts /
Others
Provide solicited
information in survey
N/A
Project Role(s) City Responsibility Tyler Responsibility
3.2.2.4.2 Current State Analysis Requirements & Notes
. Tyler Change Management Lead will review the Survey material with the City and Tyler Project Managers prior to distribution to City
o The City Project Manager will provide Tyler Change Management Lead with the appropriate distribution list for the Organizational Change Assessment Study Survey o The City will make resources available for assessment input and encourage pa rticipation
3.2.2.5 FundamentalChangeManagementlntroduction
The Tyler Change Management Lead meets with and conducts presentations for the Fresno Change Management Lead, Fresno Executive Sponsor, and the Fresno Change Management Team. The Fresno Change Management Lead also attends change management fundamentals training provided by the Tyler Change Management Lead. The presentations and training will form the foundation and initial Change Management capacity upon which the organization will build.
3.2.2.5.L FundamentalChange Management lntroduction Roles and Responsibilities ProJect Sponsor Attends Sponsor Change
Management Presentation
N/A
Change Management Lead Attends Sponsor, Change
Management Team, and
Change Management Lead
Presentations
Attends change management
fundamental training session
Attends some Storyboarding,
Funda mentals I ntroduction,
a nd Current/Future State
Analysis sessions, if possible
Prepares and presents
Change Management Lead
I ntroduction presentation
Attends some Storyboarding,
Fundamentals I ntroduction,
a nd Cu rrent/Futu re State
Analysis sessions, if possible
Project Manager Ensures proper team
members are invited
Provides a change
management perspective on
the importance of the
Fundamental Change
Management I ntroduction
and how it will support the
project im plementation
Change ManagementTeam Attends Change Management
Team Presentation
Prepares and presents
Change Management Team
I ntrod uction presentation
Project Role(s) City Responsibility Tyler Responsibility s2lts7
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3.2.2.5.2 Fundamental Change Management lntroduction Requirements and Notes o Tyler Change Management Lead will deliver handouts and materials participants can reference to enhance the development of organizational change capacity. o The Change Management Team should have representation from all impacted Departments.
3.2.2.6 Fundamental Process lntroduction
Fundamentals Process lntroduction provides City Functional Leads and Power Users an overall understanding of Tyler software capabilities prior to beginning future state analysis. The primary goal is to provide a basic understanding of system functionality, which provides a foundation for upcoming conversations regarding future state processing. During the introductory sessions, Tyler Consultants will demonstrate major processes and focus on data flow, the connection between configuration options and outcome, integration, and terminology that may be unique to Tyle/s software.
3.2.2.6.1 FundamentalProcesslntroductionRoles&Responsibilities ProJect Manager Communicate schedules
and ensure resources are
available
Validate that pre-
requisites are completed
by due date
Va lidate pre-requ isites
provided as required
Validate sessions
scheduled
Validate agendas
uploaded to SharePoint
site two (2) weeks in
advance
Validate lmplementation
database is ready and
available for sessions
FunctionalLeads Attend Fundamental
Process lntroduction
sessions
lnclude Subject Matter
Experts, as needed
Create agendas and
review with Project
Manager
Ensure lmplementation
database has appropriate
data for Fundamental
Process lntroduction
sessions
Conduct sessions
Document questions
and/or findings from
sessions
Subject Matter Experts /
Others
Attend Fundamental
Process I ntroduction
sessions
N/A
Project Role(s) City Responsibility Tyler Responsibility s3 / rs7
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3.2.2.6.2 Fundamental Process lntroduction Requirements & Notes o Fundamental Process lntroduction is not intended as an analysis session and is primarily meant to reacquaint the City with the Tyler software prior to analysis . Tyler Consultants will use a database that is pre-populated with sample data for these sessions
o Not every process or functional area will be covered, such as 3rd Party software, Self Service, Tyler Cashiering, Tyler Forms, CAFR Statement Builder, or Munis Analytics & Reporting
3.2.2.7 Change Management Lead Preparation (DED-07)
The Tyler Change Management Lead works with the Fresno Change Management Lead to complete the following Change Management Activities:
Develop a Sponsor Messaging Plan: Tyler provides a template for the Fresno Change Management Lead to schedule, coordinate, and track specific ERP Project activities with the Sponsor. This includes sample communications and examples.
Outline Procedural Cha Communication Plan Tyler provides a tool that tracks the new process, key benefits, who is impacted, the degree of the impact, and the timing for communications. This plan defines major transformational process change as the organization moves from current processes to the future processes due to ERP Project implementation.
Conduct Resistance Management Coaching: Tyler training is focused on developing a recognition of Resistance indicators and includes review of the Tyler provided tools used to help identify (Pulse Check Survey and Scrum Survey) and track resistance (Resistance Manageme nt Tracking Tool).
Development of a Recognition and Lessons Learned Program: Tyler provides guidance and reviews the Lessons Learned template and assists in modifying any components of the tool, as required.
Change Management Lead Preparation Roles and Responsibilities3.2.2.7.1 Change Management Lead Review and modify any tools
as needed
Partner with Tyler Change
Management Lead in review
ofthe Change lmpact Report
and the Business Process
lmprovement Report
Present and ensure the City
Change Management Lead
understands the tools and
help guide and coach any
needed modifications
Contribute to, and review,
the Change lmpact Report
Contribute to, and review,
the Business Process
lmprovement Report
Monthly review of Change
Management Tracking Tools
City Responsibility Tyler ResponsibilityProject Role(s) s4 / 1s7
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with the city change
Management Lead to ensure
compliance with Change
Management Plan
Project Role(s) City Responsibility Tyler Responsibility
3.2.2.7.2 Change Management Lead Preparation Requirements and Notes . Any material changes from the Change Management Plan Alignment that impact the Change Management Preparation should be integrated into the tracking tools, o A Project Resource Page should be considered.
o Feedback mechanisms need to be determined and established.
3.2.2.8 Future State Analysis
Tyler Consultants conduct sessions to demonstrate and help City Functional Leads evaluate options for new business process designs, Using the Requirements Traceability Matrix (DED-17), the City and Tyler will determine how functional requirements are met or if a new solution presented by Tyler may result in the requirement being disposed of after testing.
Sessions for each functional area will take into account cross-application activities and dependencies, information gathered from Current State Analysis, Customer Journey interviews, and other materials provided to Tyler. The Tyler Consultant will explain each screen and applicable field along with the purpose, available options, and considerations. During the sessions, Functional Leads may begin to make preliminary decisions about new processes and Tyler will document them as part of the process.
All findings and responses during the Future State Analysis sessions will be entered into the Future State Tab of the System Design Document for tracking and evaluation as the Tyler Consultants prepare the Tyler Best Practice Recommendations (DED-08) once the analysis is complete.
3.2.2.8.L Future State Analysis Roles & Responsibilities Project Manager Communicate schedules
and ensure resources are
available
Validate that pre-
requisites are completed
by due date
Va lidate pre-req uisites
provided as required
Validate sessions
scheduled
Validate agendas
uploaded to SharePoint
site two (2) weeks in
advance
Va lidate lmplementation
database is ready and
available for sessions
Functional Leads Attend Future State
Analysis sessions
Create agendas and
review with Project
Manager
Project Role(s) City Responsibility Tyler Responsibility ss /1s7
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lnclude Subject Matter
Experts, as needed
Conduct sessions
Document questions,
decisions, issues, and/or
outcomes from sessions
SubJect Matter Experts /
Other
Attend Future State
Analysis sessions
N/A
Project Role(s) City Responsibility Tyler Responsibility
3.2.2.8.2 Future State Analysis Requirements & Notes
Future State Analysis sessions are critical sessions in the process of reaching the City's stated goals and Evolution Plan and as such, require that attendees be willing to consider new options and solutions for meeting business needs
3.2.2.9 Chart of Accounts Design
The Chart of Accounts (COA) provides the overall organizational structure and reporting for General Ledger accounts to meet the business processing needs of the City. This includes allfinancial, payroll, and revenue data. This task will start off with Tyler conducting an analysis of the City's current COA including all hierarchies of funds, objects, user codes, projects, grants, GL codes, subsidiaries, index codes and all related data elements as they are currently defined in the City's COA. lnitial COA meetings, led by Tyler, will occur with each City Department to discuss the current COA structure and individual departmental needs. Tyler will take notes for each meeting and document a summary as part of the Current State tab in the System Design Document. Additional information related to the Chart of Accounts will be gathered during the Current State Analysis of each functional area.
Tyler will conduct Future State Chart of Accounts design meetings with the designated COA Leads and present options and recommendations for the design of the new COA. These meetings will occur over several days and conclude Tyler Consultants assisting the City with the preparation of the COA Spreadsheet. The COA Spreadsheet is a tool utilized to help design the new Chart components, validate that each component has been met, and convert the Chart into Munis.
3.2.2.9.L Chart of Accounts Design Roles & Responsibilities Project Manager Schedule resources for
COA review and follow-
up sessions
Follow-up with
department stakeholders
to ensure timely
feedback and decisions
for the COA
Coordinate Tyler
resources for COA review
and follow-up sessions
with all city departments
Load COA Workbook on
Project SharePoint site
Functional Leads Attend each Department
COA meeting
Discuss COA options
across all departments
Project Role(s) City Responsibility Tyler Responsibility s6 /ts7
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Review Tyler COA
recommendations
Validate design of COA
Build COA Workbook
Review and confirm COA
Workbook was loaded
correctly
Review COA desired
design and outcomes
during System Design
Test
Resolve issues identified
during error report
review and conversion
validation
Facilitate discussions on
COA best practices
across all departments
Document summary
recommendations
resulting from COA
d iscussions
Demonstrate COA
options in Munis across
all departments
Assist City on preparing
COA Workbook
Review and validate COA
spreadsheet
Assist City in validating
COA in Munis test/train
Assist City in resolution
of any issues
Subject Matter Experts /
Others
Attend COA sessions, as
needed
Build COA Workbook, as
assigned
Load converted COA into
Munis test/train
environment
Project Role(s) City Responsibility Tyler Responsibility
3.2.2.9.2 Chart of Accounts Design Requirements & Notes City will complete the Tyler Munis COA workbook as instructed by Tyler consultants Tyler consultants will explain and follow up on any city questions related to most applicable configurations of the COA
Tyler Consultants will review all state, federal, grantor, or other requirements for the City chart of accounts and ensure that the set up will be sufficient to handle any reporting (including CAFR reporting), tracking, budgeting and module integration needs and functional requirements of the City.
a
a
a
3,2.2.tO Tyler Best Practice Recommendations (DED-08)
For each in-scope functional area, Tyler Consultants will prepare written Tyler Best Practice Recommendations. These recommendations take into account numerous factors and inputs, including . City Current State input
. City Functional Requirements
. City Evolution Plan
. City Future State input
. Tyler product functionality & options
o Best Practice experience across Tyler and Munis customers . Government Finance Officers Association (GFOA) Best Practices s7 lt57
'.i" tyler
The Tyler Best Practice Recommendations will be delivered, accompanied by a formal session review with Functional Leads to ensure that they understand Tyler's recommendations. Following these sessions, City Functional Leads will meet to discuss and review the recommendations internally and make any initial decisions on processes where possible, A second formal review session with Tyler Consultants will take place to answer any questions uncovered during the internal review, and any additional decisions will be added to the document. ln addition, the document willtrack unique data conditions and process steps that specifically must be tested in order to satisfy the efficacy of the process.
While the City Functional Leads may choose to make decisions that vary from Tyle/s recommendations, prior to beginning the final review of the Tyler Best Practice Recommendations deliverable for the City's acceptance, Tyler will escalate any variance from best practice to the City Project Manager and Steering Committee for formal internal review.
3.2.2.LO.L Tyler Best Practice Recommendations (DED-081 Roles & Responsibilities
3.2.z.LO.2 Tyler Best Practice Recommendations (DED-08) Requirements & Notes . Tyler Best Practice Recommendations will not cover processes that occur outside of Tyler software
o The document will include the processes that the City will use, or that Tyler recommends be used
o The deliverable is considered complete when the Best Practices Recommendations section of the document is complete and the first formal review with the City has been performed, understanding that it will be updated following subsequent sessions ProJect Manager Review and approve Tyler Best
Practices Recom mendations
(DED-08)
a o Review Tyler Best Practices
Recommendations (DED-08)
o Create a plan for addressing lssues
o Deliver Tyler Best Practices
Recommendations (DED-08)
. lnitiate workflow acceptance for DED-
08)
Functional Leads Attend formal Tyler Best
Practices Recom mendations
(DED-08) review sessions
Meet internally to discuss the
recommended processes and
make initial decisions
Provide feedback on data and
scenario testing for process
validation
a
a
a
Write Tyler Best Practices
Recommendations (DED-08) and review
with Tyler PM
Lead formalTyler Best Practices
Recommendations (DED-08) review
sessions
Document decisions, data and scenario
testing feedback, and any issues from
review sessions
U pdate a pproved documents
a
a
a
SubJect Matter Experts /
Others
Provide feedback on data and
scenario testing for process
validation
a
Project Role(s) City Responsibility Tyler Responsibility s8 /1s7
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3.2.2.LL Data Conversion Analysis
Tyler consultants will conduct data conversion analysis in coordination with the City. During the analysis, legacy data systems will be reviewed and Tyler Consultants, with assistance from City staff, will determine a plan for data conversion for each conversion option. A Data Conversion plan will be developed and will include:
o Scope of each data conversion option
o Level of detail to be converted
o Historical data to be converted
o ldentification of current data sources
o StrategV and timing for data conversion and go-live cutoff This Plan willbe a subset of the lmplementation Plan (DED-13) delivered atthe end of Stage 2.
To assist with data conversions, Tyler will provide detailed Conversion schemas as a guide to the types of data that can be converted, the specific fields available and required data elements. Conversion Schemas are distributed for all purchased conversions to help guide the data mapping process.
Koa Hills will lead data mapping activities to develop conversion mapping documents that relate legacy system data with Tyler system data. Tyler's consultants will assist and make recommendations on the types and volume of data to be converted. Data crosswalks will be created when legacy data will be re- enumerated or translated into new values (i.e. renumbering vendor numbers or mapping existing payroll deduction codes into new schemes and numbering ranges). See the Koa Hills Statement of Work (Appendix 4) for additional details regarding the Munis Finance Data Conversion Assistance Scope of Work.
3.2.2.1L.L Data Conversion Scope
The following Conversion Options are a comprehensive list that represents the quoted modules included in the Tyler proposal and considered in scope. Requests to convert data outside of the contracted Conversion Options or failing to adhere to the noted conversion assumptions in Section 3.2.3.4.2 will be considered out of scope and will follow the process described in the Change Control Process defined in the Change Control Management Plan, a subset of the Management Plan (DED-03). t Accounting - Actuals up to 3 years General ledger - actual account summary balances at the monthly summary level for 3 years, to be populated in
the GL Master and GL Master Balance tables
I Accounting Opt 2 - Budgets up to
3 years
General Ledger - budgeted account balances at the
monthly summary level for 3 years, to be populated in
the Munis GL Master and GL Master Balance tables. This
can include the original budget, budget adjustments and revised budget.
1 Accounting Standard COA Chart ofAccounts conversion from spreadsheet (to be provided during COA analysis)
Phase Conversion lD Description
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1 Accounts Payable - Checks up to 5
yea rs
Check History up to 5 years - after a successful AP Vendor Master conversion, the City provides AP Check
information for conversion to related Munis Check
Header and Check Detail tables, Check Header holds such data as vendor, warrant, check#, check date, overall
amount, GL cash account/date, and clearance
information. Check Detail holds related
document/invoice numbers for each check.
1 Accounts Payable - lnvoice up to 5
years
lnvoice History up to 5 years - after a successful AP
Vendor Master conversion, the City provides AP lnvoice
information for conversion to related Munis lnvoice
Header and lnvoice Detail tables. General information for the invoice is stored in a Header record, and line-specific information stored in a Detail record.
t Accounts Payable Standard
Master
Vendor master (names, addresses, SSN/FID, contacts,
phone numbers, etc.), remittance addresses, YTD 1099
amounts
1 Capital Assets Std Master Asset description, status, acquisition quantity, date, and amount, codes for asset class, subclass, department,
custodian, flags for capitalization and depreciation,
estimated life, serial number, model, model year,
depreciation method, life-to-date depreciation amount,
last depreciation date, disposal information (if any),
purchase information, if any (vendor, PO, lnvoice), four GL orgs and objects, for Asset account, Contra account, Depreciation Expense account, and Accumulated
Depreciation account, plus an addition org and object for purchase account (if desired), Comments.
L Contracts Contract header and detail with corresponding journal entry, as needed.
t General Billing - Bills up to 5
yea rs
This includes 5 years of open and closed invoices from a legacy system. General information for the invoice is
stored in a Header record, and line-specific information stored in a Detail record. General ledger (GL) information is included with this conversion so open invoices can be processed in Munis after conversion.
1 General Billing - Recurring
lnvoices
This includes invoices that are sent on a regular basis, usually monthly. These can be loaded into Munis and
then generated, as needed, when the recurring charge is due. General information for the invoice is stored in a Header record, and line-specific information stored in a Detail record.
1 General Billing Std CID This includes the demographlc information for all customers in a legacy database.
1 Project Grant Accounting -
Actuals up to 3 years
I Project Grant Accounting -
Budgets up to 3 vears
P hase Conversion lD Description
After the Project Ledger is set up, and a crosswalk
created between legacy accounts and Munis accounts,
balances to be populated in the Munis Project Ledger
ta bles.
After the Project Ledger is set up, and a crosswalk
accounts and Munis accounts,
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created between
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budgeted balances, to be populated in the Munis Project Ledger tables.
1 Project Grant Accounting
Standard
Conversion from City completed PGA Excel spreadsheet
for setup information for segments, account strings and FS Allocation table.
Purchase Orders - Standard Open
PO's only
1 2 Human Resources - Certifications
Open purchase orders with encumbrances, including
blanket POs, as necessary.
Employee Certifications and Expirations
2 Human Resources - Education Employee Education History 2 Human Resources - PM Action
History up to 5 years
lnformation on various types of personnel actions, such as job or salary changes, along with dates. These are
converted into Munis personnel action records as though they had happened within the Munis application.
2 Human Resources - Position
Control
Position, description, status, job code, bargaining group, location, number of employees allowed for each, FTE
percentage, GL account, and max/min grade and step.
This conversion, when purchased, is done at the
beginning with employee master and employee
deductions and taken over by the City before they can
begin to create employee pav records.
2 Human Resources - Recruiting Application requisition" applicant master data, plus a pplica nt references, certifications, ed ucation, ski lls, tests, work history, and interview.
2 Payroll - Accrual Balances Employee Accrual Balances (Vacation, Holiday, and other Leave balances) are converted from legacy data to
corresponding Munis tables. lf provided, start-of-year, earned-to-date, and used-to-date can be converted, as
well. lf converted, accrual balances must be completed
before the City goes Live on actual payroll runs. Accrual transaction history is not part of this option. lf a City requests accrual history, it needs to be quoted bythe
conversion depa rtment.
2 Payroll - Accumulators up to 5
years
YTD, QTD, MTD Accumulators - Employee pay and
deduction amounts (and sometimes amounts paid by the
employer on behalf of the employee), are converted in
this option. Though it is sometimes not so in the legacy system, each amount in Munis must be related to a
specific pay or deduction code. The deduction code
crosswalk used in Option 1 is used again here and in
deduction history (option 5). A pay code crosswalk is
usually provided, or else a single default code for all regular pay, plus any relevant noncash pay codes. Tax
and retirement grosses may be converted or may be
calculated afterward through a Munis process. lf history conversions are also purchased, there is usually no need to provide separate source data for accumulators.
2 Payroll- Check History up to 5
yea rs
Payroll Check History - earnings and deductions in
employee check history (with check# and check date),
attached to a code.
Phase Conversion lD Description
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2 Payroll - Deductions Employee Deductions - including employee lD, deduction codes, tax information, and direct deposit information.
NOTE: Unlike the conversion of any other module, payroll goes live in 2 steps. The employee master and deduction data are accepted and maintained in both legacy and
Munis systems for L to several months, in order to give the City time to create Munis pay records for their
employees and do parallel pavroll runs.
2 Payroll - Ea rning/Deduction
History up to 5 years
Payroll Earnings and Deductions History - earnings and
deductions in employee check history (with check# and
check date), attached to a code,
2 Payroll - Standard Payroll Employee Master data including data such as name, address, SSN, legacy employee lD, date of birth,
hire date, activity status (such as active/inactive),
leave/termination code and date, phone(s), e-address,
marital status, gender, race, personnel status (such as fu ll-tlme, part-time, etc.), highest degree, advice-delivery (print/email/both) and check location, plus primary
group, iob, location, and account information.
P hase Conversion lD Description
3.2.2.L1.2 Data Conversion Analysis Roles & Responsibilities ProJect Manager Coordinate resources
Review and approve Data
Conversion Plan
Coordinate resources
Develop Data Conversion
Plan
Functlonal Leads Participate in pla nning
d iscussions
Make decisions on data
conversion plans
ldentify current data to be
converted
Complete data conversion
mapping and crosswalks
Review contracted data
conversions
Review current data
sou rces
Provide recommendations
for data conversion
Provide conversion
specifications and
guidelines
Provide guidance on
proofing methods and
tools for data conversion
Subject Matter Experts / Others Assist in identifying
current data to be
converted
N/A
Project Role(s) City Responsibility Tyler Responsibility 62/rs7
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3.2.2.LL.3 Data Conversion Analysis Requirements/Notes
N/A
3.2.2.L2 Tyler ReadyForms Analysis
Tyler ReadyForms are the output documents intended for distribution to employees, customers and vendors that are generated from within the system (i.e. checks, W2s, invoices). For each of the Tyler ReadyForms Libraries in scope, Tyler will review the Tyler ReadyForms templates and configuration options. During this analysis, the City will determine if custom forms are needed or if standard templates can meet their requirements. lf custom forms are needed, Tyler will review a Tyler Form Kit with the City to identify specific form requirements and help coordinate pricing for the custom work .
3.2.2.12.L Tyler ReadyForms Scope
ReadyFormsr" is a web-based application that provides a library of form models from which the City can create templates. Using ReadyForms in conjunction with your Tyler product allows the City to compile completed documents such as payroll checks, purchase orders, certificates, and so on, using the templates created from the available models. Additional formats of forms listed below are considered additional scope. Custom forms, where custom designs are not required to meet any of the agreed to Functional Requirements, require a change order. Tyler ReadyForms requires the use of approved printers.
Tyle/s ReadyForms templates are listed below
Accounts Payable 1099-G
1099-tNT
1099-MrSC
1099-NEC
1099-S
Accounts Payable Check
Accounts Receivable General Billing lnvoice
General Billing Statement
General Billing Receipt
Miscellaneous Receipt
Grants Federal Financial Report
Request for Advance
Payroll/HCM 1095-B
1095-C
1095-R
Payroll Check
PayrollW-2
PayrollW-2c
PersonnelAction
Purchasing Delivery Ticket
Purchase Order
Purchase Requisition
Module Form
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3.2.2.12.2 ReadyForms Analysis Roles & Responsibilities
3.2.2.L2.3 Requirements/Notes
The analysis and review of each of the forms templates will occur during the as-is and to- be stage analysis for each of the applicable modules
3.2.2.L3 SecurityAnalysis
Module security needs are defined during Security Analysis. All access roles and permissions are reviewed, and options are discussed to be implemented along with their particular module. Tyler will conduct the security analysis for allthe types of users being implemented within each Phase. As part of the security analysis, Tyler will provide a security matrix to assist City to identify appropriate permissions and roles needed to meet City business processes. The completed security matrix will be used as the starting point to complete role security within Tyle/s system.
3.2.2.13.L Security Analysis Roles & Responsibilities
Project Manager Coordinate resources
Approve any
customization requests
Coordinate resources
Facilitate any
customization requests
Functional Leads Review Tyler ReadyForms
Library templates,
available layouts, and
processing options
Configure templates
Complete Tyler Forms Kits
if customizations are
authorized
Lead Tyler ReadyForms
template review, available
layouts, and processing
option analysis
Provide ReadyForms
configu ration consultation
and recommendations
during module analysis
Assist with configuration
Assist with any
customization requests
Subject Matter Experts/ Others N/A N/A
Project Role(s) City Responsibility Tyler Responsibility Project Manager Coordinate resources Coordinate resources Provide Role Security
template
Functional Leads Attend meetings
Make security decisions
Document security
decisions in security
matrix
Review City business
process and facilitate
process to define user
access roles and
permissions
Project Role(s) Tyler ResponsibilityCity Responsibility elr57
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ldentify correct Munis
module security featu res
to match to roles and City
business process decisions
Subject Matter Experts / Others N/A N/A
Project Role(s) City Responsibility Tyler Responsibility
3.2.2.L3.2 Requirements/Notes
N/A
3.2.2.L4 WorkflowAnalysis
Workflow business rules are defined during Workflow Analysis and users will be trained how to set up all workflow functionality to accommodate The City's business practices. All available workflow options are reviewed and discussed to be implemented along with their particular module analysis and setup training sessions for each Phase. As part of the workflow analysis, Tyler will provide a Workflow matrix to assist City to identify appropriate workflow roles and process configurations to meet City business processes.
The completed Workflow matrix will be used as the starting point to complete Workflow within Tyler's system.
3.2.2.L4.L Workflow Analysis Roles & Responsibilities
3.2.2.L4.2 Requirements/Notes
Workflow is an area that requires revisiting settings frequently during implementation and following Production Cutover in order to maximize controls and efficiencies Project Manager Coordinate resources Coordinate resources Provide Workflow matrix
FunctionalLeads Attend meetings
Make workflow decisions
Document workflow
decisions in workflow
matrix
Review City business
process and facilitate
process to define new
Munis workflows
ldentify correct Munis
workflow features to
match to users and City
business process decisions
Subject Matter Experts / Others N/A N/A
Project Role(s) City Responsibility Tyler Responsibility 65 / 1s7
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3.2.2.L5 ReportingAnalysis
Current City reporting needs will be reviewed and analyzed for the modules being implemented within each Phase. All required reports identified by City will be analyzed during their particular module analysis and setup training sessions. As part of the report analysis, Tyler will develop a report inventory to assist City to identify available and custom reports required to meet City business processes.
The report inventory will list the required reports to either be cross-referenced to an existing report, query/ Cubes or identified as an SSRS report that needs to be created. The City will utilize this report inventory to assist in determining which reports will be created by City staff and which reports will be created by Tyler resources through utilizing the available Report Writing Budget (Report Writer).
Additionally, the City will be allowed access to Tyler-provided database views for ODBC connections to assess other 3'd-party report writing tools already in use,
3.2.2.L5.L Report Analysis Roles & Responsibilities
Project Manager I nitiate Scope/Contract
Change Process for any
desired custom reports
Approve or reject custom
reporting quotes
Assist with the
Scope/Contract Change
Process for authorized
custom reports
ldentify and track custom
reports in the Project
Schedule
Track and report available
reporting budget
Functional Leads Attend meetings
Discuss and review current
reporting needs and
requirements
Provide examples of
required reports,
reporting parameters and
output frequency
Review reports identified
as custom and determine
reports to be developed
by Tyler
Review City business
process and facilitate
process to inventory
current reporting needs
Develop report inventory
to track reporting needs
Cross-reference and
identify reports as being
standard available reports,
available queries or as
custom to meet to City
business processes
Subject Matter Experts/ Others N/A Review any custom
reporting requests
Provide quotes for custom
reporting requests
Develop specification for
approved custom reports
Develop custom reports
Demonstrate custom
reports to City for
accepta nce
Project Role(s) City Responsibility Tyler Responsibility 66 I rs7
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3.2.2.t5.2 Requirements/Notes
N/Aa
3.2.2,L6 Standard lmport, Export & APls & lnterface Analysis An interface is where two or more separate systems and/or software products communicate under limited capacity. lnterfaces may be performed by importing and exporting flat files at determined time intervals or through the use of APls.
lmports and exports are defined as programs that exist in the system for any customer to use as needed.
These standard imports and exports either utilize defined file layouts or provide flexible layouts that City users can manipulate to meet the needs of the 3'd party system. So long as a 3'd party system integrating with Tyler's system can use the existing formats / methods, then programming charges will not be required. However, if Tyler needs to change any of its formats to meet the needs of 3'd party products, the desired changes will follow the process outlined in the Change Control Process defined in the Change Control Management Plan, a subset of the Management Plan (DED-03).
An integration, or application integration, is the automated flow of data to two disparate applications/systems. lntegrations are usefulto minimize human errorfor repetitive tasks. APls are a type of integration and not the integration itself
Tyler and the City will review, document, and inventory the standard imports, exports, APls, and interfaces that will be used by the City through reviewing and cross-referencing the RFP checklist and during City interviews. All imports, exports or APls identified as necessary will be added to and tracked using the 3'd Party Data Exchange SharePoint list. Any requests to modify standard import or export file layouts will follow the Change Control Process defined in the Change Control Management Plan, a subset of the Management Plan (DED-03).
For each standard import or exports, Tyler will request file layouts to be utilized during the Build & Validate Stage.
For each standard APl, Tyler recommends that City has an active support agreement with the third-party system and thatthe City be on a currentversion activelysupported bythe manufacturer/developerof the third-party product installed. The City must understand that not being on the supported version may have an impact on the use.
A Toolkit is a group of endpoints that deal with a given Munis application module (e.g. Accounts Receivable). lt includes every publicly exposed endpoint in that module, including any added in the future When an endpoint or resource is added to the module, it will become a part of the toolkit and new ones will automatically appear in your portal. The number of endpoints available in Toolkits will continually grow as more and more services become available.
The Munis API Toolkit Bundle includes
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Munis General Ledger AFI Toolkit
Provides programmatic access to common Munis General Ledger application resources, such as accounts, account balances, projects, and journal entries information and processes.
Munis Project Ledger AFI Toolkit
Provides programmatic access to common Munis Project Ledger application resources, such as projects, project strings, milestones, and journal entries information and processes.
Munis Accounts Payable APlToolkit
Provides programmatic access to common Munis Accounts Payable application resources, such as vendors, invoices, and payment information and processes.
Munis Purchase Orders APlToolkit
Provides programmatic access to common Munis Purchase Order application resources, such as vendors, purchase orders, and other purchasing information and processes.
Munis Requisitions API Toolkit
Provides programmatic access to common Munis Requisitions application resources, such as vendors, requisitions, and other requisition information and processes.
Munis Accounts Receivable API Toolkit
Provides programmatic access to common Munis Accounts Receivable application resources, such as customers, bills, and other payment information and processes.
Munis Recruiting API Toolkit
Provides programmatic access to common Munis Recruiting application resources, such as open positions, applicants and other recruiting information and processes.
The Utility Billing Scope is covered in a separate SOW
Munis Utility Billing APlToolkit
Provides programmatic access to common Munis Utility Billing application resources, such as accounts, bills, consumption, and meter reading information and processes Although included in the Toolkit Bundle, the following Munis modules are not included in the scope of this project.
Munis Permits & lnspections API Toolkit
Provides programmatic access to common Munis Permits & lnspections application resources, such as project, contractors, and other inspection information and processes. (Note: Although included in the Toolkit Bundle, Munis Permits & lnspections are not included in the scope of the project.) Munis EAM APlToolkit
Provides programmatic access to common Munis EAM application resources, such as assets, work orders, and service request information and processes.
Munis lnventory API Toolkit
Provides programmatic access to common Munis lnventory application resources, such as vendors, inventory items, and other inventory and warehouse information and processes.
3.2.2.L6.L Standard lmport, Export, and lnterface Analysis Roles & Responsibilities 68 I 1s7
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Project Manager Coordinate resources Coordinate resources Functional leads ldentify requirements for
imports, exports, and
interfaces
Coordinate third party
interface
needs/development as
needed
Provide requested File
Layouts to Tyler
Review existi ng sta nda rd
interface options within
Tyler's system
Document and inventory
the standard imports,
exports and interfaces that
will be used
Subjed Matter Experts / Others N/A Review existing standard interface options within
Tyle/s system
Document and inventory
the standard imports,
exports and interfaces that
will be used
Project Role(s) Tyler ResponsibilityCity Responsibility
3.2.2.16.2 Application Program lnterface Analysis Roles & Responsibilities Project Manager Coordinate resources
Ensure that all required
City interfaces are
documented for status
a nd test tracking
Coordinate resources
Ensure that all required
City interfaces are
documented for status and
test tracking
Functlonal Leads ldentify requirements for
interfaces
Coordinate third party
interface
needs/development as
needed
Pull documentation for
Munis OpenAPl resources
from the Developer Portal
Determine API for use to
meet the requirements of
each City interface
Provide a high-level
overview of the Developer
Porta I
Assist with documenting
the third-pa rty interfaces
and associated APls that
will be used on the
SharePoint 3rd Party Data
Exchange List
Subject Matter Experts / Others N/A Assist with documenting the third-pa rty interfaces
and associated APls that
will be used on the
SharePoint 3'd Party Data
Exchange List
Project Role(s) City Responsibility Tyler Responsibility 69 /1s7
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3.2.2.L6.3 Requirements/Notes
It is assumed that the City will continue to manage existing 3rd party relationships, agreements, and communications
The City of Fresno will use the NeoGov Recruit solution for applicants. Fresno will track:
r EEO ethnicity code
' Email
r First name
r Gender
r Hire date
r Job class
r Last name
r Location code
. Middle name
r Address
r city
r Country
r State
r Start date
This information will be made available to Munis HR by using the Applicant Tracking APl.
This information will go from NeoGov to Munis when the employee is hired. lt is Fresno's responsibility to maintain the APls for NeoGov and Tyler.
The Tyler Munis Development team and NeoGov Development engaged in discussions regarding the APls for both organizations in June 2020. We validated that both APls are based on the same development methodology and the date exchange can happen in real-time.
3.2.2.L7 Program Modifications and Custom lnterface Analysis Program modification or custom interfaces ("Program Modifications") require changes or additions in program functionality in order to affect some new, desired result within Tyler's system. There is a Custom lnterface in the scope for P-Card lmport should it be needed. Any non-contracted Program Modifications and/or Custom lnterfaces identified during the course of the Project must follow the process outlined in the Change Control Process defined in the Change Control Management Plan, a subset of the Management Plan (DED-03).
Depending on the timing of any scope change request for modifications or custom interfaces, delivery of these items may occur Post-Production Cutover.
3.2.2.L7.1 Program Modification and Custom lnterface Analysis Roles & Responsibilities a
a
a
a
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Steering Committee Approval of High-level
Summary of Program
Mod ifications or Custom
I nterfaces,
Make decisions escalated
to Leadership Team
Project Manager Coordinate City resou rces
Provide Specification
Approval
Coordinate Tyler
Development and
lmplementation resources
Develop and maintain
related tasks in the Project
Schedule
Functional Leads Provide business practices
and/or mandates that
drive the need for the
modification
Review design
specifications with Tyler
Development and
lmplementation
Attend Development
"mid-modification" review
sessions
Respond to follow-up
discussions
Attend modification
training sessions
Assist in specification
testing and approval
process
Participate in Program
Modification analysis and
requirement gathering
Suggest existing
functionality or alternative
processing to achieve the
desired results in lieu of
modifications
Participate in specification
review
Participate in mid-
modification review
sessions
Review and perform
preliminary testing on
modifications
Perform modification
training
Provide issue resolution,
reporting, and escalation,
as necessary
Subject Matter Experts / Others Provide input on business needs and processes
Lead analysis and
requirement gathering
Suggest existing
fu nctiona lity to achieve
the desired results
Develop modification
Specifications
Review in Specification
review
Update Specifications, if
applicable
Perform "mid-
modification" review
sessions
Develop modifications per
agreed to Specifications
Project Role(s) City Responsibility Tyler Responsibility 71, I 1s7
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Perform and deliver defect
corrections, as necessa ry
Project Role(s) City Responsibility Tyler Responsibility
3.2.2.L7.2 Program Modification and Custom Interface Scope There are no Program Modifications or Custom lnterfaces included in the scope of this project.
3.2.2.L7.3 Program Modification and Custom Interface Requirements & Notes It is assumed that City staff will be open to changing processes rather than trying to replicate a current processes or legacy system functionality, resulting in a program modification
3.2.2.18 Establish Requirements Traceability Matrix (RTM) (DED-171 Baseline Tyler will create a tracking and reporting system based on the City's functional requirement checklist known as a Requirements Traceability Matrix ("RTM") (DED-17) to ensure each requirement where Tyler affirmatively responded to have been satisfied within the project. Similarly, through this effort City and Tyler will work together to document any requirements that are determined during the project to be no longer required by the City.
The RTM will be used during the System Design Test process and as such, City-specific test scripts will be developed as described in the Quality Management Plan, given unique identifiers and aligned to the functional requirement checklist responded to by Tyler and to document the results of the tests. During the System Design Test, City and Tyler staff will validate and update the RTM.
3.2.2.L8.L Establish Requirements Traceability Matrix (RTM) Baseline Roles & Responsibilities
ProJect Manager Review and approve RTM
baseline
Review the RTM baseline
Create plan for addressing
RTM baseline lssues
Functional Leads Review and understand
functional requirements
Ensure test scripts align to
associated functional
requirements
Review and understand
functional requirements
and in scope modifications
Align and update RTM
baseline with respective
System Design Test scripts
Create RTM baseline
based on Tyler's RFP
checklist response and in
scope modifications
Post RTM baseline on
project SharePoint site
Subject Matter Experts / Others N/A N/A
Project Role(s) City Responsibility Tyler Responsibility 72 I rs7
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3.2.2.L8.2 Establish Requirements Traceability Matrix (RTM) Baseline Requirements/Notes ffyb/s staff will create the initial RTM Baseline based on s a
to the
fu nctio na I uirements attached to this Agreement as
The Requirements Traceability Matrix (DED-17) will be delivered as part of Stage 4 - Training & Testing, once all requirements have been validated
3.2.2.L9 System Design Test
The System Design Test is designed to test and prove the process decisions made during the Current and Future State Analysis, System Design Testing begins with the setup of the system based on the desired to- be decisions. City representative data is entered into the system and City-specific test scripts are used to validate the outcome of the desired system setup.
Throughout the System Design Test process, City may elect to change desired setup or processing decisions. Any changes to the system configuration will be reflected and updated in the by Tyler in the City decisions section of the System Design document.
Upon completion of the System Design Test, implementation activities such as data conversion validation, process training and further testing of the system will begin.
The System Design Test is completed in a clean database with a subset of data hand entered (not converted) by Tyler Consultants that is representative of City data, including a subset of the Chart of Accounts during the Financials phase. This ensures that City is familiar with the data being tested and is able to verify the processes as the test is conducted by Tyler staff.
Tyler Consultants will configure the system and build representative data sets to support the System Design Test process within the Test environment. The City Project Team will participate in the System Design Test process by validating the outcome of the test scripts, validating functional requirements in the Requirements Traceability Matrix, and noting any desired changes to the setup of the system.
Significant changes to the setup of the system will be re-tested to validate the desired outcome.
3.2.2.L9.L System Design Test Roles & Responsibilities
Project Manager Coordinate resources
Ensure decisions are made
in accordance with the
project schedule
Coordinate resources
Ensure decisions are made
in accordance with the
project schedule
FunctionalLeads Assist in system setup and
data population, as
desired
Participate in sessions
Facilitate and lead SDT
process
Configure the system and
build representative data
sets
Project Role(s) City Responsibility Tyler Responsibility 73 I ts7
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Assess project decisions
and validate/correct
project decisions,
Participate in retesting for
any changes to significant
setup decisions
Validate the working
Requ irements Tracea bility
Matrix
Document results from
Test, including module
integration testing
Re-perform Test for any
changes to major decisions
Update Tyler Best Practice
Recommendations
document as required
U pdate the Requirements
Traceability Matrix, as
needed
Subject Matter Experts / Others Provide feedback on any missing data and scenario
testing for System Design
Test Scripts
N/A
Project Role(s) City Responsibility Tyler Responsibilily
3.2.2.L9.2 System Design Test Requirements & Notes
o lt is assumed that City has reviewed and approved necessary data scenarios and that are representative of City requi rements
o There will be certain data objects, such as employees, that standard data imports will be used to create the initial test data sets
o The City Functional Leads will make decisions on all processes as an output of the System Design Test by the completion date in the Project Plan
o Failure to finalize decisions may cause a delay in the Project schedule o Process decisions from the System Design Test will drive training, process document development, testing, data conversions, and other key processes
3.2.2.19.3 System Design Test Scripts (DED-091
Tyler Consultants will prepare System Design Test Scripts (DED-09) based on the preliminary decisions made during the Tyler Best Practice Recommendations review sessions. The scripts are City-Specific and intended to lead City in the step-by-step testing of City business process decisions. The test scripts will enable the City to see and validate the way the system functions using sample City data and business processes during System Design Testing. The test scripts will also align to and reference the Requirements Traceability Matrix lD that is being satisfied through the process.
3.2.2.L9.4 System Design Test Scripts (DED-09) Roles & Responsibilities Project Manager Review and approve
System Design Test Scripts
(DED-os)
Review System Design Test
Scripts (DED-09)
Create plan for addressing
lssues
Deliver System Design Test
scripts (DED-09)
Project Role(s) City Responsibility Tyler Responsibility 74 / 1s7
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lnitiate workflow
acceptance for DED-09
Functional Leads Review System Design
Test scripts (DED-09)
Provide feedback on any
missing data and scenario
testing for System Design
Test Scripts
Write System Design Test
Scripts (DED-09) and
review with Tyler PM
Update documents with
feedback from City
Subject Matter Experts / Others Provide feedback on any missing data and scenario
testing for System Design
Test Scripts
N/A
Project Role(s) City Responsibility Tyler Responsibility
3.2.2.L9.5 System Design Test Scripts (DED-09) Requirements & Notes System Design Test Scripts (DED-09) will not cover processes that occur outside of Tyler software
The scripts will include the processes that the City will use, or that Tyler recommends be used
The System Design Tests will be organized by functional area but will include all necessary cross module processes so that City can evaluate the integration between modules and its impact on business processes.
3.2.2.20 Change lmpact Report (DED-10)
Tyler Consultants will compile information from all system design elements, including the System Design Test, with completed City decisions. Working with the Tyler Change Management Lead, Tyler Consultants will collaborate to identify and document the significant procedural impact points throughout the City resulting from new processes. The Change lmpact Report (DED-10) will be formally reviewed with the City to ensure a thorough understanding of the ramifications of identified process changes.
3.2.2.20.L Change lmpact Report (DED-10) Roles & Responsibilities a
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Project Manager Coordinate resources for
formal review of
Deliverable
Review Change lmpact
Report (DED-10)
Create plan for addressing
lssues
Deliver Change lmpact
Report (DED-10)
lnitiate workflow
acceptance for DED-10
FunctlonalLeads Attend formal review of
Change lmpact Report
(DED-10)
Write Change lmpact
Report (DED-10) and
review with Tyler PM
Project Role{s) City Responsibility Tyler Responsibility 7s / ts7
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Evaluate need for further
internal discussions
Facilitate and lead review
of Change lmpact Report
(DED-10)
Ensure information
becomes part of Process
Change Management Plan
(subset of lmplementation
Plan (DED-13))
Subject Matter Experts / Others Review Report Review Report Project Role(s) City Responsibility Tyler Responsibility
3.2.2,20.2 Change lmpact Report (DED-101 Requirements & Notes The Change lmpact Report will contain an overview of the approved, changed business process, as well as the impacted groups, impact rating, and a suggested timing for Change Management action
3.2.2.27 System Design Document {DED-11)
Tyler Consultants willfinalize all information from the CurrentState and Future State spreadsheettabs based on the approved outcome of the System Design Test. This System Design Document (DED-11) will capture the information that was gathered during Analysis sessions with the City, City decisions, process outlines, and the translation of those decisions to settings in Tyler software.
Any changes to the System Design once the Deliverable is accepted with follow the Change Control Process defined in the Change Control Management Plan, a subset of the Management Plan (DED-03).
The changes will be documented by Tyler Consultants during the active phase and the document change control feature will be utilized to track the change.
3.2.2.21.L System Design Document (DED-11)Roles & Responsibilities ProJect Manager Coordinate resou rces for
internal review of
Deliverable
Notify Tyler of any issues
with Deliverable
Review System Design
Document (DED-11)
Create plan for addressing
lssues
Deliver System Design
Document (DED-11)
lnitiate workflow
acceptance for DED-11
Functional Leads Attend internal review of
System Design Document
(DED-11)
Write System Design
Document (DED-11) and
review with Tyler PM
Subject Matter Experts / Others Review System Design
Document (DED-11)
Review System Design
Document (DED-11)
Project Role(s) City Responsibility Tyler Responsibility 76 I ts7
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3.2.2.2L.2 System Design Document {DED-11) Requirements & Notes The system Design Document deliverable will be comprised of three (3)tabs in a Microsoft Excel Workbook: Current State, Future State, System Settings Other tabs, such as screen shots, code mapping, etc. will be added after the deliverable is accepted
3,2.2.22 Business Process lmprovement Report (DED-12)
Once the System Design Test and System Design Document are complete, Tyler Consultants will prepare a Business Process lmprovement Report (DED-12) outlining the business process improvements and major adjustments resultingfrom the business process redesign that has just been completed. This Report is intended to provide the City Project Sponsor and Stakeholders with tangible reporting information to support the continued Project investment and progress.
3.2.2.22.L Business Process lmprovement Report (DED-12) Roles & Responsibilities
3.2.2.22.2 Business Process lmprovement Report (DED-12) Requirements & Notes N/A
ProJect Sponsor / Executive
Oversight
Review Business Process
lmprovement Report
(DED-12)
Review Business Process
lmprovement Report
(DED-12)
Steerlng Committee Business Process
lmprovement Report
(DED-12)
Business Process
lmprovement Report
(DED-12)
Project Manager Coordinate resources for
internal review of Business
Process lmprovement
Report (DED-12)
Notify Tyler of any issues
with Deliverable
Review Business Process
lmprovement Report
(DED-12)
Create plan for addressing
lssues
Deliver Business Process
lmprovement Report
(DED-12)
lnitiate workflow
acceptance for DED-12
Functional Leads Attend internal review of
Business Process
Improvement Report
(DED-12)
Write Business Process
lmprovement Report
(DED-12) and review with
Tyler PM
Subject Matter Experts / Others Review Business Process lmprovement Report
(DED-12)
Review Business Process
lmprovement Report
(DED-12)
Project Role(s) City Responsibility Tyler Responsibility 77 /157
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3.2.2.23 lmplementationPlan(DED-13)
The lmplementation Plan (DED-L3) will be developed using the details compiled from each analysis session that occurred during the Assess & Define Stage. This approach allows the Tyler Project Manager to develop a detailed plan that specifically addresses and covers each City component that must be covered in the lmplementation Plan, including:
o System Build Plan
o Conversion Plan
. System Data lntegration Plan
. System lnterface Plan
o Security Plan
o Forms Plan
o Reports Plan
o Quality Management Testing Plan
r Process Change Management Plan
Each subset Plan will contain specific City details based on decisions made and accepted during analysis Once this Plan is accepted, the City and Tyler can confidently move to the Build & Validate Stage.
3.2.2.23.L lmplementation Plan (DED-13) Roles & Responsibilities Steering Committee Review lmplementation
Plan (DED-13)
Review lmplementation
Plan (DED-13)
ProJect Manager Coordinate resources for
internal review of
lmplementation Plan
(DED-13)
Notify Tyler of any issues
with Deliverable
Review lmplementation
Plan (DED-13)
Create plan for addressing
lssues
Deliver lmplementation
Plan (DED-13)
lnitiate workflow
acceptance for DED-13
Functional Leads Attend internal review of
lmplementation Plan
(DED-13)
Write lmplementation Plan
(DED-13) and review with
Tyler PM
SubJect Matter Experts / Others Review lmplementation
Plan (DED-13)
Review lmplementation
Plan (DED-13)
Project Role(s) City Responsibility Tyler Responsibility
3.2.2.23.2 3.2.2.24
3.2.2.24.L
a
lmplementation Plan (DED-13) Requirements & Notes
N/A
Stage 2: Assess & Define Control Point
Stage 2: Assess & Define Deliverables
Organizational Cha nge Assessment Study ( DED-06)a
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. SaaS lnstallation Report (DED-05)
. Tyler Best Practice Recommendations (DED-08)
. System Design Test Scripts (DED-09)
r Change lmpact Report (DED-10)
. System Design Document (DED-11)
o Business Process lmprovement Report (DED-12)
o lmplementation Plan (DED-13)
I System Build Plan
r Conversion Plan
r System Data lntegration Plan
r System lnterface Plan
. Security Plan
r Forms Plan
I Reports Plan
. Quality Management Testing Plan
I Process Change Management Plan
3.2.2.24.2 Stage 2: Assess & Define Outcomes
o The new City processes have been defined, tested, and approved for system build and subsequent testing
. System Configuration is defined and prepared for entry in Production o Plans are in place to handle all remaining in-scope activities r Requirements Traceability Matrix is updated with final requirements decisions . City and Tyler Project members have a clear understanding of the new City processes Stage 2: Assess & Define Acceptance Criteria
o Customer Process Storyboarding is complete
. City can access Tyler environments
o Organizational Change Assessment Study (DED-06) delivered and accepted . City authorizes load of Chart of Accounts into Production o Current and Future State Analysis is complete
o Authorization to load Chart of Accounts in Production sign-off received from City . Tyler Best Practice Recommendations (DED-08) delivered and accepted . System Design Test Scripts (DED-09) delivered and accepted o System Design Tests completed to City's satisfaction
o Change lmpact Report (DED-10) delivered and accepted
o Requirements Traceability Matrix baseline is being updated with City decisions o System Design Document (DED-11) delivered and accepted o Business Process lmprovement Report (DED-12) delivered and accepted o lmplementation Plan (DED-13) delivered and accepted
3.2.2.24.3 79 / Ls7
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3.2.3 Stage 3: Build & Validate
3.2.3.1 Change Management Stage Reinforcement
A Lessons Learned Review is a process used by a team to capture the lessons learned from past successes and failures or the preceding stage of the project, with the goal of improving future performance. lt is a meeting of the project team to examine what worked well and Specific Actionable Recommendations can be put in place for the next Stage of the project. The Tyler CM Lead will review and Coach Executed Recognition Activities with Fresno CM Lead.
3.2.3.L.L Change Management Stage Reinforcement and Lessons Learned Review Roles and Responsibilities
ProjectSponsor Attend the Lessons Learned
Session according to the
Sponsor Messaging Guide
CM Lead to encourage
attendance and support City
CM Lead coaching activity
with the Project Sponsor
Change Management Lead Facilitate session and capture
Specific Actionable
Recommendations for
tracking and use
Attend to help facilitate
session
Advise City CM Lead on
strategies to use and track
recommendations
ProJect Manager Ensures proper team
members are invited
CM Lead to inform the
Project Manager on the
purpose of the After-Action
Review
CM Lead will coach Project
Manager to implement
recommendations in future
WBS Stages and Project
Phases
Ensures proper team
members are invited
ProjectTeam Attend and contribute to the
session
CM Lead prompts Project
Team members for
recommendations and
solutions
Change ManagementTeam Attend and contribute to the
session
CM Lead prompts Change
Management Team members
for recommendations and
solutions
Project Role(s) Crty Responsibility Tyler Responsibility
3.2.3.L.2 Change Management Stage Reinforcement Requirements and Notes Hold the Lessons Learned session as soon as possible after the finish of the previous stage.
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Everyone should participate in an atmosphere free from the concept of seniority or position. Lessons Learned Reviews are learning events rather than critiques. lf possible, have a facilitatorwho is not partof the projectteam lead the session with help from the Fresno CM Lead.
Application Configuration3.2.3.2
Tyler Consultants willtrain City on allsystem setup tables based on the analysis, plans and approved System Design Document. Tyler and City staff together will enter codes into the Production database With guidance from Tyler, City will be responsible for building, maintaining, and assigning applicable workflow, security roles and permissions to system users.
3.2.3.2.L ApplicationConfigurationRoles&Responsibilities
3.2.3.2.2 Application Configuration Scope
o Setup Tables
e Workflow
e Security Roles & Permissions
Application Configuration Requirements & Notes
It is assumed that updates to workflow rules, security roles, code tables or processing parameters will occur regularly throughout the remainder of the project, including post- live, through the results of planned testing and training activities
3.2.3.2.3 Project Manager Coordinate resources
Application Configu ration
training
Coordinate resou rces for
building, maintaining, and
assigning applicable
workflow, secu rity roles
and permissions
Monitor and track City
review of Configu ration
build
Coordinate resources
Application Configuration
training
Coordinate resources
Application Configuration
build assistance
Validate City review of
build
Functional Leads Monitor and track
Configuration build
Attend Configuration
traini ng
Subject Matter Experts / Others Monitor and track Tyler's Configuration build
Attend Configuration
training
Build Application
Configuration tables
Conduct Application
Conf igu ration Tra ining
Assist in building
Application Configuration
ta b les
Project Role(s) City Responsibility Tyler Responsibility
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3.2.3.3 Standard lmport, Export & Application Program lnterface (APl) Build & Validate All imports, exports and APls will be identified and added to the 3'd Party Data Exchange SharePoint list during the Assess & Define Stage. For standard imports and exports, Tyler staff willalso train the standard import and exportfunctionality within the contracted modules, such that the City understands the capabilities and how to utilize the respective import or export program.
The City will be responsible for building the APls with minimal involvement from the Tyler lmplementation team. The Munis OpenAPl offering is not for a basic Munis user or inexperienced technical resource. lt requires a City resource that has the technicalexpertise to develop programs with an APl. Because Tyler uses lndustry Standard protocols and methodologies, if the City has staff with API experience, process can be greatly simplified. Any addition of APls not initially included in the scope that are deemed necessary will follow the Change Control Process defined in the Change Control Management Plan, a subset of the Management Plan (DED-03).
3.2.3.3.1 Standard lmport, Export, and lnterface Build & Validate Roles & Responsibilities Project Manager Coordinate Resources
Monitor validation of
imports and exports
Coordinate Resources
Monitor validation of
imports and exports
Functional Leads Provide requested test
files to Tyler for import
validation
Validate reports/data
provided by Tyler resulting
from the import of test
data files
Submit export test files to
external parties as
necessary for validation
Train on the functionality
and use of each import or
export program to be used
Utilize test files provided
by the City to validate
standard imports
Provide City staff with
direction for the validation
of imported data
Produce export test files
for use for validation by
external parties
Subject Matter Experts / Others N/A Train on the functionality and use of each import or
export program to be used
Utilize test files provided
by the City to validate
standard imports
Provide City staff with
direction for the validation
of imported data
Produce export test files
for use for validation by
external parties
Project Role(s) City Responsibility Tyler Responsibility 82 /1s7
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3.2.3.3.2 Application Program lnterface Build & Validate Roles & Responsibilities
3.2.3.3.3 Requirements/Notes
. lt is assumed that the City will continue to manage existing 3rd party relationships, agreements, and comm unications
3.2.3.4 Data Conversion & Validation
The data conversion process involves Tyler's Data Conversion Team writing custom conversion programs to consume and prepare the legacy system data to be migrated into Tyler's system. City staff are responsible for extracting data from the legacy system with the Tyler's guidance. Each extract must follow a mutually agreed to format, defining the file layouts of the provided data and include running the applicable balancing reports and record counts at the time of data extraction. City staff will upload the legacy system data and control totals to Tyler's Kite Works site using a uniquely provided username and password.
Project Manager Monitor status of build
and validation of APls
Provide tracking status of
allAPls to Tyler Project
Manager
Monitor the 3'd Party Data
Exchange SharePoint list to
ensure progress in build
and validation of APls
Provide tracking status of
all APls to Tyler Functional
Leads
Functionalleads Pull documentation for
Munis OpenAPl resources
from the Developer Portal
Develop all APls relating to
required City interfaces
Test all APls relating to
required City interfaces
Validate allAPls relating to
required City interfaces
Provide tracking status of
allAPls to City Project
Manager
Provide standard guides
on functionality use
Assist with documenting
the third-party interfaces
and associated APls that
will be used on the
SharePoint 3'd Party Data
Exchange List
Provide assistance with
updating status of
interface development and
testing on the SharePoint
3'd Party Data Exchange list
Subject Matter Experts / Others N/A Assist with documenting the th ird-pa rty interfaces
and associated APls that
will be used on the
SharePoint 3rd Party Data
Exchange List
Provide assistance with
updating status of
interface development and
testing on the SharePoint
3'd Party Data Exchange list
Project Role(s) City Responsibility Tyler Responsibility 83 I 1s7
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Tyle/s Conversion staff will use the extracted legacy data file layouts and conversion mapping with the provided legacy system data to develop custom data conversion programs to create data files that will be subsequently inserted into a test database. During the data conversion process, Tyler's Conversion staff will execute the conversion programs against the provided data, perform data scrubbing, where directed and possible, and validation routines in the process of preparing the data to populate the respective database tables. Upon the conclusion of the data conversion process, a data conversion package will be created that will be made available in Tyler's Managed lnternet Updater (MlU)for the Tyler SaaS Team to process against the desired test database. The conversion package willcontain the necessary data files, control totals and counts, and error/warning reports on any data issues.
Tyle/s Consultants will review the control reports and error/warning logs to assist City in resolving or identifying data issues for subsequent data submissions. Additionally, Tyler will train City on all initial conversion passes so that City has the knowledge necessary to use of all programs needed to proof conversion data, including maintenance, inquiry, and reporting programs within each respective module.
The process described above will continue in an iterative manner until all data issues have been resolved or a plan is developed on managing data scenarios in a live setting. The estimated turnaround time for the first conversion pass is 6 weeks from initial submission. Subsequent corrective data passes are estimated to have a 1- to 2-week turnaround, depending on the nature of the issues being addressed.
Each conversion pass submission and delivery will be detailed in the project schedule. Data conversion options identified as likely problematic from a legacy system perspective or typically needing more passes from Tyler's perspective may have more data passes built into the schedule.
The City is responsible for proofing conversion data and signing off before the conversions are loaded into the Live/Production environment.
3.2.3.4.L Data Conversion Roles & Responsibilities
Project Manager Coordinate resources
Review Conversion Plan
Review and provide
authorization to proceed
to final conversions before
pre-live
Coordinate resources
Update Conversion Plan
with resolving any
necessary data issues in
Production setting
Coordinate database
refreshes, as needed
Coordinate conversion
MlUs with Tyler SaaS Team
Functional Leads Produce reports from the
legacy system at the time
of data extraction
Utilize control reports,
filtering techniques,
comparison reports and
visual inspection as
instructed by Tyler for
each conversion pass
Assist in reviewing
error/warning reports,
conversion validation and
proofing
Assist in the development
of plans for resolving data
issues in a live
Coordinate database
refreshes, as needed, with
Tyler PM
Project Role(s) City Responsibility Tyler Responsibility u/1s7
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Document and submit
needed corrections to
conversion
Perform data conversion
validations and proofing in
an iterative manner until
the final data pass
Review and provide
authorization to proceed
to final conversions before
pre-live
Subject Matter Experts / Others Perform data conversion validations and proofing in
an iterative manner until
the final data pass
Train City on methods for
loading, validating
converted data
Coordinate conversion
MlUs
Project Role(s) City Responsibility Tyler Responsibility
3.2.3.4.2 a
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Data Conversion Requirements & Notes
The following assumptions have been made in providing fixed-priced data conversions Legacy system data to be converted is provided in a non-proprietary format, such as fixed ASC|l, CSV, or character-delimited files
Each legacy system data file submitted for conversion includes allassociated records in a single file layout
Each legacy system data file layout submitted for conversion remains static for all subsequent data submissions, unless mutually agreed upon in advance of the change Legacy system data validation and control reports are provided with each data submission to ensure data files are complete and accurate Conversion validation is performed after each pass of converted data is loaded into a testing database
Process Manuals {DED-1413.2.3.5
Tyler Consultants will update baseline Munis Procedure Documentation to reflect specific City processes based on final decisions as documented in the accepted System Design Document (DED-11). These Process Manuals (DED-13) will be used during to assist with Process Training and subsequent to lmplementation for general process documentation. The documents will be updated a final time during lmplementation stage if in-scope modifications impact the respective documented processes.
3.2.3.5.1 Process Manuals (DED-14) Roles & Responsibilities Project Manager Coordinate resources for
internal review of Process
Manuals (DED-14)
Review Process Manuals
(DED-14)
Create plan for addressing
lssues
Project Role(s) City Responsibility Tyler Responsibility 8s l1s7
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Notify Tyler of any issues
with Deliverable
Deliver Process Manuals
(DED-14)
lnitiate workflow
acceptance for DED-L4
Functional Leads Conduct internal review of
Process Manuals (DED-14)
Notify Tyler of any issues
with Deliverable
Write Process Manuals
(DED-14)
Make corrections to
documents as reported by
City prior to acceptance
Subject Matter Experts / Others Conduct internal review of Process Manuals (DED-14)
Notify Tyler of any issues
with Deliverable
N/A
Project Role(s) City Responsrbility Tyler Responsibilily
3.2.3.5.2 Process Manuals (DED-14) Requirements & Notes o City-representative data and screenshots will be used in the Process Manuals, not generic data, and screenshots
r The processes that will be included in Process Manuals are outlined in Appendix 2
3.2.3.6 End User Guides (DED-15)
Tyler Consultants will create streamlined and easy-to-follow process guides for End Users based on the accepted System Design Document (DED-11). These End User Guides (DED-15) will be used to assist with End User Training and subsequent to lmplementation for general process documentation.
3.2.3.6.1 End User Guides (DED-14) Roles & Responsibilities Project Manager Coordinate resources for
internal review of End
User Guides (DED-15)
Notify Tyler of any issues
with Deliverable
Review End User Guides
(DED-1s)
Create plan for addressing
lssues
Deliver End User Guides
(DED-15) lnitiate workflow
acceptance for DED-L5
FunctionalLeads Conduct internal review of
End User Guides (DED-15)
Notify Tyler of any lssues
with Deliverable
Write End User Guides
(DED-1s)
Make corrections to
documents as reported by
City
SubJect Matter Experts / Others Conduct internal review of End User Guides (DED-15)
Notify Tyler of any issues
with Deliverable
Project Role(s) City Responsibility Tyler Responsibility 86 /1s7
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3.2.3.6.2 End User Guides (DED-15) Requirements & Notes City-representative data and screenshots will be used in the Guides, not generic data, and screenshots
End User processes that will be included in the Guides will be extracted from the applicable end user processes listed in Appendix 2
3,2.3.7 Process Validation
ln orderto conduct Process Validation, appropriate City Staff tasked with the validation need to be trained in the Tyler applications. Tyler Consultants conduct formal classroom training for the City on the key processes and reporting within and between each module. Process training is organized and based on the System Design Document and custom Process Manuals. The selected City Staff will be trained on completing processes within the system to gain a deeper understanding of the system and to further validate the system configuration and Future State business process decisions.
3.2.3.7.L Process Validation Roles & Responsibilities
3.2.3.7.2 Process Validation Requirements & Notes
It is assumed that all City users participating in training will have access to the respective training environment prior to training
Project Team members should attend all training that may have relevance to their functionalarea
A City manager or member of the City Project Team will be in each session in order to answer policy related questions
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Project Manager Mutually develop training
schedule
Coordinate resources
Mutually develop training
schedule
Coordinate resources
FunctionalLeads Review training agendas
and provide feedback
Com plete prerequisites
Distribute/pri nt tra ini ng
materials as needed
Attend training on
completing processes
Make updates to the
Process Manuals
ldentify setup or policy
discrepa ncies
Develop training agendas,
including any prereq uisites
Review and prepare
training materials (Process
Manuals and relevant
Knowledgebase
documents)
Deliver training per the
agendas
Assist in resolving setup or
desired policy changes
impact the system
SubJect Matter Expere / Others Provide user assistance
and monitoring in larger
classroom setting
Deliver training per the
agendas
Project Role(s) City Responsibility Tyler Responsibility 87 /ts7
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3.2.3.8 Change Management Process Change Roll-out
The Tyler Change Management Lead will begin the process of helping the City execute the Process Change Management Plan, including conducting Coach Development Sessions to train and build a core group of City employees who understand change management concepts and to develop change management leaders in project support strategies.
o The Coach Sessions will include preparing the City to:
o Understand "why" change can be difficult for some staff o Understand the project change and the impact on their staff o Understand process and/or procedure change
o Understand how to deliver the Process Change Document and support it o Understand the importance of consistent and repetitive communication to prepare staff for the project change
o Prepare managers and supervisors to recognize and address resistant behavior Depending on the content of the Process Change Management Plan, other forms of communications like posters, team meetings, departmental email blasts, etc. may also be incorporated into the roll-out.
3.2.3.8.1 Change Management Process Change Roll-out Roles & Responsibilities
3.2.3.8.2 Change Management Process Change Roll-out Requirements & Notes N/A
Project Manager Monitor success of Coach
Development Sessions
Validate that Process
Change Management Plan
is properly executed
Monitor delivery of Coach
Development Sessions
Validate that Process
Change Management Plan
is properly executed
Functional Leads Conduct Coach
Development Sessions
Execute Process Change
Management Plan
Subject Matter Experts / Others Attend Coach
Development Sessions
Adopt Change
Management concepts
and strategies
Execute Process Change
Communications
Report issues and
resistance to Project
Manager
N/A
Project Role(s) City Responsibility Tyler Responsibility 88 ltsT
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3.2.3.9 User Acceptance Test Scripts (DED-161
Tyler Consultants will develop User Acceptance Test Scripts (DED-16) using the System Design Test Scripts (DED-09) as starting points. The User Acceptance Test (UAT) Scripts (DED-16) will be written in a step-by- step format that outline individual processes and expected outcome. The City and Tyler will create a test log to track test schedule, assigned personnel, test outcome, and communicate status of testing or retesting.
3.2.3.9.1 User Acceptance Test Scripts (0Etr16) Roles & Responsibilities
3.2.3.9.2 User Acceptance Test Scripts (DED-161 Requirements & Notes Any authorized changes to processes after acceptance of UATScripts will be result in scripts being updated by Tyler and City
Tyler will develop a catalog of the UAT Scripts for tracking purposes and for ease of use during the execution of UAT in Stage 4: Training & Testing a
3.2.3.10 ReadyForms Build & Validate
ReadyForms Design involves the City selecting and updating the appropriate forms for each Phase, Tyler will work with the City to assist in selecting, updating, and configuring the forms, as well as choosing data display options like logos, signatures and color schemes. The City will preview the output of the forms using a data file to populate the test. Once the forms meet the desired appearance, further setup will be completed, including configuring the Tyler Forms APl, Role Access, and Printer Configurations, When the build portion is complete, the City will validate that running the ReadyForms option from the menu in the related programs results in the expected output.
a
Project Manager Coordinate resources for
internal review of User
Accepta nce Test Scri pts
(DED-16)
Notify Tyler of any issues
with Deliverable
Review User Acceptance
Test Scripts (DED-16)
Create plan for addressing
lssues
Deliver User Acceptance
Test Scripts (DED-16)
lnitiate workflow
acceptance for DED-16
Functional Leads Conduct internal review of
User Acceptance Test
scripts (DED-16)
Notify Tyler of any issues
with Deliverable
Write User Acceptance
Test scripts (DED-16)
Make corrections to
scripts as reported by City
Subject Matter Experts / Others Conduct internal review of User Acceptance Test
Scripts (DED-16)
Notify Tyler of a ny issues
with Deliverable
N/A
Project Role(s) City Responsibility Tyler Responsibility 89 /r57
'.::t tyler
3.2.3.10.1 Forms Build & Validate Roles & Responsibilities Tyler Forms Build & Validate Requirements & Notes
City must receive bank approval for all check forms a minimum of sixty (60) calendar days before live processing
a
3.2.3.LL Custom Reports Build & Validate
lf the City determines that custom reports are required as identified during Report Analysis a total of 640 Custom Report Writing Hours are included in the Scope of the Project. Tyler's Report Writing Team will develop a Specification document outlining the purpose of each report, the number of hours required to develop the report, and approximate delivery date. Once the specification is approved, Tyler will write the report and at least once during the process, contact the City to confirm that the report is being developed as the City expects. Upon completion, Tyler will load the report on the City's server and demonstrate the functionality using City data. Billing for the hours will occur at the time of report delivery. lf the report does not function as outlined in the Specification document, Tyler will correct it andreturnthereportforr-testing. lftherearerequestsforchangestothereportthatfalloutsidethe original Specifications, Tyler may alter the cost and timeline for delivery.
3.2.3.L1.L Forms Build & Validate Roles & Responsibilities
3.2.3.L0.2
Project Manager Authorize form design and
accept validation
Coordinate activities
Ensure build is complete
and validation has been
completed by City
Functional Leads Select, update, and
configure forms
Submit check forms to
bank for approval
Assist in selecting,
updating, and configuring
forms and role access
Assist in issue resolution
Subject Matter Experts / Otherc Validate form design,
content, and layout
Configure Printers
Configure Role Access
Resolve ReadyForms issues
Provide guidance on
printer configuration
Project Role(s) City Responsibility Tyler Responsibility Prcject Manager Review and accept report
specification
Track Custom Report
budget
Track Custom Report
budget
Coordinate
communication with Tyler
Report Writer
Functional Leads Communicate Report
requirements
Validate requirements in
written specification
Project Role(s) City Responsibility Tyler Responsibility 90 ltsT
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Validate Report meets
Specification
Subject Matter E<perts / Others Tyler Report Writer
performs report analysis
Tyler Report Writer writes
specification and quote
Tyler Report Writer
develops report
Tyler Report Writer
validates report meets
requirements and
specifications
Project Role(s) City Responsibility Tyler Responsibilily
3.2.3.L1.2 Tyler Reports Build & Validate Requirements & Notes Custom Reports must be identified during the Assess & Define Stage to be delivered in time for Go Live
There may be exceptions to this, but the City should plan to identify reporting needs early
a
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3.2.3.L2 System Build Validation & Test
To validate that the system build process has been completed accurately and thoroughly, including data conversions (not final, in all cases), forms, and custom reports, Tyler and the City will use the User Acceptance Test Scripts (DED-16) to validate and test the system. Any issues will be tracked and processed for resolution.
This step, while not intended to deliver a final system, does ensure that when the Power Users and End Users are exposed to the system in Stage 5, it has been validated for process acceptance, data quality, and proper configuration, with limited errors.
3.2.3.I2.L System Build Roles & Responsibilities
ProJect Manager Schedule Resources for
System Build Va lidation
Testing
Ensure City resources have
UAT scripts
Monitor test results
Escalate issues
Schedule Resources for
System Build Va lidation
Testing
Ensure City & Tyler
resources have UAT scripts
Monitor test results
Escalate issues
Functional Leads Assist in System Build
Validation Testing
Track test results
Escalate issues
Lead System Build
Validation Testing
Track test results
Escalate issues
Project Role(s) City Responsibility Tyler Responsibility
91. / rs7
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Approve configuration
correction
Correct configu ration with
Change Control
Subject Matter Experts/ Others Perform System Build
Validation Testing
Track test results
Escalate issues
Perform System Build
Validation Testing
Track test results
Escalate issues
Project Role{s) City Responsibility Tyler Responsibility
3.2.3.L2.2 System Build Requirements & Notes
. System Build Validation & Test is a pre-cursor to full UAT and is intended to validate configuration and preparedness for UAT and Power User End-to-End Training . Some conversions will not be in their final pass for this test, but should have reached final approval of the conversion program
o Tyler Forms will be loaded and in the process of continued validation and not in final stage
. Reports may continue to be delivered and validated beyond this point, but all that have been delivered will be included in this test
3.2.3.13 3.2.3.13.1
Stage 3: Build & Validate Control Point
Stage 3: Build & Validate Deliverables
o Process Manuals (DED-14)
o End User Guides (DED-15)
o User Acceptance Test Scripts (DED-16)
3.2.3.t3.2 Stage 3: Build & Validate Outcomes
o Production database has been configured and tested according to the current and approved System Design Document
. City and Tyler Teams have solid understanding of processes and configuration o Data conversion programs have met quality assurance standards e Tyler Forms have been configured and tested and are in the process of full validation o Custom Reports have been delivered and are in the process of full validation o The City is confident that the configuration of the system produces desired outcomes o Change Management efforts have moved to a decentralized level o The City is prepared to begin introduction of the system to the larger City-user Community
3.2.3.13.3 Stage 3: Build & Validate Acceptance Criteria o Application has been fully configured
r Data conversion programs have been accepted as providing accurate data 92/r57
'..i. tI!F,[.=
. Process Manuals (DED-14) delivered and accepted
o End User Guides (DED-15) delivered and accepted
o Process Validation has occurred, along with the City Project Team training needed to support the validation efforts
o User Acceptance Test Scripts (DED-16) delivered and accepted o Tyler Forms loaded on server
r Custom Reports (if any) delivered and in the process of review and acceptance . Requirements Traceability Matrix (DED-17) is being updated with City decisions . System Build Validation Test has been performed
o Process Change Management Roll-out is complete, including completion of Coach Development sessions
3.2.4 Stage 4: Training & Testing
3.2.4.L ChangeManagementStageReinforcement
See Section 3.2.3.1
3.2.4.1.1 Change Management Stage Reinforcement Roles and Responsibilities See Section 3.2.3.L.7
3.2.4.L.2 Change Management Stage Reinforcement Requirements and Notes See Section 3.2.3.1".2
3.2.4,2 Power User End-to-End Training
Tyler Consultants, using accepted Process Manuals (DED-14) as guides, will conduct end-to-end process classroom training for City Power Users. Sessions will be aligned according to functional area, with occasional sessions covering cross functional processes. During these sessions, all City users, that will ultimately function as primary users of Tyler software for performing the City's daily business, will be trained. lt is critical that the City correctly identify the users and ensure their attendance to training sessions so delays to the schedule can be avoided and selected users are prepared adequately to participate in the User Acceptance Testing.
3.2.4.2.I Power User End-to-End Training Roles & Responsibilities ProJect Manager Schedule resources to
attend training sessions
Communicate agenda
topics and pre-requisites
Validate attendance
Ensure that City Trainers
are in attendance to
receive training in
Schedule resources to
conduct training sessions
Review agenda with pre-
requisites
Upload agenda with pre-
req u is ites
Report attendance to City
PM
Project Role(s) City Responsibility Tyler Responsibility 93 l1s7
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preparation for
Decentralized End User
Training
Functional Leads Provide process change
support
Answer questions and
address issues
Prepare agenda with pre-
req u is ites
Review agenda with pre-
requisites with Tyler PM
Subject Matter Experts / Others
CityTrainers
Com plete pre-req u isites
Attend training
Continue to practice new
processes in Tyler
software
Attend appropriate
sessions to receive
training in preparation for
Decentralized End User
Training
Continue to practice new
processes in Tyler
software in preparation
for Decentralized End User
Training
Conduct training according
to agenda and Process
Manuals (DED-14)
Report issues to Tyler PM
Report attendance to Tyler
PM
Report Change
Management findings to
Tyler Cha nge Management
Lead
Project Role(s) City Responsibility Tyler Responsibility
3.2.4.2.2 Power User End-to-End Training Requirements & Notes r Training sessions required in addition to those planned due to City not identifying all appropriate Power Users, missed sessions, or poor attendance, may result in an addition to scope and an impact to the schedule
o All pre-requisites must be completed and validated prior to training sessions o Tylerwillprovide agendas, with pre-requisites detailed, a minimum of two (2)weeks in advance
. Pre-requisites on agendas typically require between ten (10) to thirty (30) minutes to complete, in total
3.2.4.3 Parallel orTrial Run Testing
Payroll, Human Resources, and ExecuTime modules require the performance of a minimum of three (3) successful, consecutive, full, pre-live parallels of payrolls. Paralleltesting will occur as part of UAT. Successful pre-live parallels are defined as the Tyler Software calculating the same result as the County's legacy system with the exception of any defined and documented allowances.
For the Parallel processing for the PR/HR and ExecuTime modules is an iterative process designed to validate that the system setup and data conversions are consistent with current, or newly designed, pay, deduction and accrual calculations. Tyler will lead and assist County in validating the system through 94 l1s7
'{i. tldg,[*
performing multiple payroll runs, corrective data conversion passes and/or data imports untilall issues have been addressed or a plan is developed on addressing acceptable anomalies.
The parallel testing process will begin with a subset of employees grouped by similar payroll frequencies (i.e. all bi-monthly paid employees), The project team will work together to determine how time entry will be managed for each payroll parallel (i.e. time keeping import, data entry, Employee Self-Service, etc.) Eachsubsequentparallelrunbuildsuponthepreviousparallelaftersetupand/ordataissueshave been adjusted. Validation of the payrollparalleloccursthrough comparison record counts, totals of payroll proof, GL journal reports, Excel report comparisons and manual record inspections of both the Tyler and County legacy systems. This process continues until 100% of the data has been processed and all data issues have been addressed or a live-action plan is developed on how to address acceptable anomalies. ln the event of acceptable anomalies, Tyler will document the cause of each anomaly on the lssues List.
Trial Run Testing occurs following End User Training and serves as Stress Testing for the Financials phase The Trial Run should be designed and carried out by users to ensure all relevant Production Cutover processes and activities are tested, The Trial Run validates the activities that willtake place once authorization to begin live processing in Munis is received and replicatesthe processing load of daily work.
The Trial Run should be representative of the real-life, Cutover processing situations forthe user as much as possible. lt should cover all conditions that might occur during a normal period and those that also happen rarely. The City and Tyler Project Manager will determine the length of time allocated for the Trial Run period. Trial Run testing is conducted in the Test or Train environments. Process manuals and End User Guides will be used to guide Trial Run transactions and activities.
The following are goals of the Trial Run
o To demonstrate that the system functions as expected
o Verify configuration within each module
o Verify integration of modules
r Validate roles, security and workflow
o Test operational procedures
r Validate the system infrastructure
r Verify data load integrity
r Testing will be conducted by performing transactions or processes by duplicating daily activities, such as entering Requisitions and Purchase Orders, receiving goods, paying Vendors, and making lournal Entries.
o The testing focus will be on mirroring actual daily work processes and will be done with security roles and workflow
o Data used for testing will be converted data
95 I ts7
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3.2.4.3.L ParallelTestingRoles&Responsibilities
3.2.4.3.2 Trial Run Testing Roles & Responsibilities
Project Manager Coordinate County
resources to participate in
pa rallel testing activities
Define the parallel test
activities
Create plan for addressing
parallel test lssues
Coordinate Tyler resources
to particlpate in parallel
testing
Functional Leads Review issues related to
set up or process decisions
identified during parallel
testing
Provide issue resolution
Lead parallel testing
Assist County in resolving
identified issues
Train County on parallel
process and issue
identification and
resolution
SubJect Matter Experts / Others Execute parallel test steps as directed by Tyler
Learn to execute steps
independently
Learn methods for
resolving issues
Validate and resolve
discrepa ncies
N/A
Project Role(s) City Responsibility Tyler Responsibility ProJect Manager Approve Trial Run Plan
Coordinate and schedule
resources to conduct Trial
Run Testing
Provide feedback to
appropriate resources or
Tyler on issues
Create Plan for Trial Run
Schedule Tyler resources
to support Trial Run
Respond to and resolve
issues resulting from Trial
Run Test
Functional Leads Provide guidance in
designing Trial Run Plan
Oversee Trial Run
activities
Support Trial Run activities
Respond to issues and
assist with resolution
Subject Matter Experts / Others Oversee Trial Run
activities
Provide guidance to End
Users on Trial Run
activities
Perform issue resolution
Perform issue resolution
Project Role(s) City Responsibility Tyler Responsibility 96 / 1s7
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3.2.4.3.3 3.2.4.3.4
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o
Para llel Testing Req uirements/Notes
Parallel Testing is performed for Payroll/Human Resources modules only Trial Run Testing Requirements/Notes
All users engaged in Trial Run Testing must have completed training in their functional area
Trial Run Testing occurs in the Financial Phase only
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3.2.4.4 User Acceptance Testing
User Acceptance Testing (UAT) is performed using the prepared and accepted User Acceptance Test Scripts (DED-16) as the defined steps for testing. As defined in the Testing Plan (subset of the lmplementation Plan (DED-13), the City and Tyler will collaborate to execute User Acceptance Testing.
Designated, trained Power Users will be provided with the UAT scripts prior to conducting the UAT, The UAT will be coordinated in a sequential manner whereby the end-to-end process within the phase, as well as integration with current live modules, will be tested and validated.
3.2.4.4.L User Acceptance Testing (UAT) Roles & Responsibilities Project Manager Schedule resources to
conduct UAT
Provide UAT scripts to
users prior to UAT
Communicate UAT
Schedule
Review UAT results
Escalate issues, as needed
Authorize proceeding to
Cross Department Demos
and Central Office End
User Training
Schedule resources to
support UAT
Escalate issues, as needed
Request authorization to
proceed to Cross
Department Demos and
Central Office End User
Training
Functional Leads Provide issues resolution
support, as needed
Select Power Users for
UAT
Escalate issues
Provide issues resolution
support, as needed
Monitor UAT Tracking
Coordinate retesting and
communicate to Tyler PM
for scheduling
Subject Matter Experts / Others Review UAT scripts
Execute UAT
Track UAT results
Report results
Escalate issues
Retest, as needed
Support UAT activities
Report issues to Tyler
Functional Leads and Tyler
PM
Validate testing results are
being reported accurately
Project Role(s) City Responsibility Tyler Responsibility 97 /1s7
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3.2.4.4.2 User Acceptance Testing (UATI Requirements & Notes o Designated City users for UAT will have been previously trained on the modules included in UAT
o The City will lead the execution of the UAT with Tyle/s support o Depending on the outcome of UAI the City and Tyler will determine whether to proceed with Readiness Assessment and Cutover Planning
o The City Project Manager will determine, based on the outcome of UAI whether quality assurance has been metand Cross Department Process Demosand CentralOffice End User training may take place
3.2.4.5 Requirements Traceability Matrix (RTMI Completion (DED-17) Tyler will deliver the finalized Requirements Traceability Matrix ("RTM") (DED-17) as a validation of each requirement where Tyler affirmatively responded being satisfied within the project. Through the System Design Test, Process Validation, and System Build & Validation Test, and User Acceptance Test, the City and Tyler also documented any requirements that were determined to be no longer required by the City
3.2.4.5.L Requirements Traceability Matrix (RTMI Completion (DED-17) Roles & Responsibilities
3.2.4.5.2 RequirementsTraceabilityMatrix(RTM)Completion (DED-17) Requirements/Notes
This Deliverable is
this Agreement as
based on T to the functional requirements attached to
The Requirements Traceability Matrix (DED-17) is started as a baseline in the Assess & Define Stage as process decisions are initiated, tested and finalized, then continued in the Build & Validate Stage as process decisions are validated with full system build and data conversions in place, and finalized in the Training & Testing Stage with UAT. a
a
P@ect Manager Review and approve RTM
(DED-17)
Review the RTM
Create plan for addressing
RTM lssues
Deliver RTM (DED-17)
lnitiate workflow
acceptance for DED-17
Functlonal Leads Review and validate RTM
accurately reflects
accepted process
decisions
Escalate issues to City
Project Manager
Review and understand
functional requirements
and in scope modifications
Post RTM on project
SharePoint site
Subject Matter Experts / Others N/A N/A
Project Role(s) City Responsibility Tyler Responsibility 98 I rs7
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3.2.4.6 Readiness Assessment (DED-1S}
City and Tyler Project Managers and selected City and Tyler Leads will conduct a Readiness Assessment of the City on three primary fronts: Project Management, Organizational, and Change Management.
Following the process outlined in the Test Plan (subset of the lmplementation Plan (DED-13)), City and Tyler will use various pre-defined tools such as surveys, physical inspections, departmental meetings, Status Reports, Steering Committee Meetings, and Change Management Coach reports to evaluate the City's readiness to move to Cutover Planning and remaining Work Breakdown Steps before Production Cutover. Once the information is collected and evaluated, Tyler will prepare and deliver a Readiness Assessment Report ( DED-18).
3.2.4.6.L Readiness Assessment (DED-181 Roles & Responsibilities Steering Committee Review Readiness
Assessment
recommendation from
City Project Manager
Provide 'go/no go'
decision to City Project
Manager
Review the Readiness
Assessment Report (DED-
18)
Project Manager Perform Readiness
Assessment
Collect information from
City resources to feed
assessment input
Review and accept
Readiness Assessment
Report (DED-18)
Prepare recommendation
for City Steering
Committee
Escalate issues
Take corrective actions if
'no go' decision received
Perform Readiness
Assessment
Collect i nformation from
Tyler resources to feed
assessment input
Prepare and deliver
Readiness Assessment
Report (DED-18)
lnitiate workflow
acceptance for DED-L8
Prepare recommendation
for Tyler Steering
Committee
Escalate issues
Take corrective actions if
'no go' decision received
Functional Leads Provide information to
support Readiness
Assessment
Provide information to
support Readiness
Assessment
Subject Matter Experts / Others Provide information to
support Readiness
Assessment
Provide information to
support Readiness
Assessment
City Responsibility Tyler ResponsibilityProject Role(s) 99 /1s7
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3.2.4.6.2 Readiness Assessment {DED-18} Requirements & Notes The City and Tyler agree that Readiness is, to a certain extent, a subjective evaluation and will work collaboratively to define achievable standards and metrics that can reasonably be met
3.2.4.7 Cutover Planning (DED-19)
The City and Tyler develop the Production Cutover Plan (DED-19) using the Project Plan, status reports, issues and actions lists, change management logs, and known City activity calendars. The Plan will be developed in significant detail and will include the creation of a Cutover Checklist of each step that must occur leading up to Production Cutover, along with a completion date, owner, verification steps, and any detailed notes required. During the development of the Plan, the City and Tyler will determine how often the City and Tyler will meet to review the Plan and Checklist and review the status of items. ln addition, the checklist status will be added to the standard reporting items on the Tyler Project Manage/s weekly Status Report.
3.2.4.7.L Cutover Planning (DED-19) Roles & Responsibilities
3.2.4.7.2 Cutover Planning (DED-19) Requirements & Notes Cutover Planning includes City Help Desk planning to ensure proper protocol and support methodology is in place after cutover
a
a
Steering Commlttee Review Cutover Plan Review Cutover Plan ProJect Manager Conduct Cutover Planning
Review Cutover Plan (DED-
19) and Checklist
Accept Cutover Plan (DED-
1e)
Monitor Cutover Plan and
Checklist and ensure City
action items are being
completed as scheduled
Take corrective actions if
'no go' decision received
Conduct Cutover Planning
Prepare and deliver
Cutover Plan (DED-L9) and
Checklist
lnitiate workflow
acceptance for DED-19
Monitor Cutover Plan and
Checklist and ensure City
and Tyler action items are
being completed as
scheduled
Take corrective actions if
Cutover Plan is not being
followed
Functional Leads Execute City action items Execute Tyler action items SubJect Matter Experts / Others Execute City action items Execute Tyler action items City Responsibility Tyler ResponsibilityProject Role(s) t00lrs7
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3.2.4.8 ChangeManagementCutoverCommunications
City and Tyler Change Management Team members execute the Change Management Cutover Process defined in the Change Management Plan (subset of the Management Plan (DED-03). Typicalcomponents of this process are communication blasts, attendance at Department meetings, poster displays, etc.
3.2.4.8.L Change Management Cutover Communications Roles & Responsibilities ProJect Sponsor Deliver any planned
according to the Sponsor
Messaging Guide
Change Management Lead
continues support of the City
Change Management Lead as
coach to the Project Sponsor
Change Management Lead Augment the Sponsor
Messaging Guide for
additional messaging, if
required
Augment the Sponsor
Messaging Guide for
additional messaging, if
required
Work and coach with the City
Change Management Lead,
Project Team, and Change
Management Team to
determine messaging
elements and timing
ProJect Manager Ensures proper team
members are invited to
sessions
Ensures proper team
members are invited to
sessions
Project Team Attend and contribute to
the sessions
Funnel any early
feedback or resistance to
the Change Management
Lead for mitigation
Attend and contribute to the
sessions
Change Management Lead
provides resistance
ma nagement strategies, best
practices, a nd/or review
elements of the Resistance
Tracking Tool
Change ManagementTeam Help determine and
create appropriate
communication elements
(posters, tent cards,
email blasts, etc.)
Provide examples of posters,
tent cards, email blasts, etc.
Power Users and End Users
(sample group)
Attend and contribute to
the sessions
Funnel any early
feedback or resistance to
the CM Lead for
mitigation
Change Management Lead
revlews feedback with City
Change Management Lead
Change Management Lead
advises City Change
Management Lead on
mitigation strategies
Project Role(s) City Responsibility Tyler Responsibility tor/ts7
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3.2.4.8.2 a
Change Management Cutover Communication Requirements & Notes City will formally authorize the start of the Change Management Cutover Communications
3.2.4.9 Cross Department Process Demos
Tyler will prepare presentations that demonstrate the high-level data flow across departments, applications, and in doing so, accentuate the value of end user data input in decision-making, reporting, budgeting, and public-facing information across the organization. These presentations are intended for End Users that are preparing to attend Tyler and Train-the-Trainer training, so they gain a broader understanding of their new roles in information gathering,
3.2.4.9.L Cross Department Process Demos Roles & Responsibilities
3.2.4.9.2 Cross Department Process Demos Requirements & Notes o Demo sessions should also be used for key Change Management messaging opportunities
o The number of sessions will be determined by the City and Tyler Project Managers o Presentation(s) ideally will occur in an auditorium, or large meeting room, where a large number of end users can be accommodated
3.2.4.L0 Executive & Central Office End User Training
The City and Tyler will begin executing Executive & Central Office End User Training following the Education & Training Management Plan guidelines. The End User Training will be conducted using the End User Guides (DED-15) delivered in Stage 3: Build & Validate and updated with any process changes. The number, size, and frequency of sessions will be determined during Cutover Planning based on final count of End User processes.
Project Manager Schedule resources for
Process Demos
Communicate purpose for
sessions
Schedule resources for
Process Demos
Review presentations
FunctionalLeads Support new processes
Answer questions
Review presentations
Subject Matter Experts / Others Conduct Change
Management messaging
Deliver presentations
Conduct Change
Management messaging
Project Role(s) City Responsibility Tyler Responsibility t02/ts7
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3.2.4.LO.L CentralOffice End UserTraining Roles & Responsibilities
3.2.4.L0.2 CentralOffice End UserTraining Requirements & Notes . Tyler will train all central office end users as well as City End User Trainer(s) . City will conduct the End User training for decentralized end user staff
3.2,4.11, DecentralizedEndUserTraining
The City will begin executing Decentralized End User Training following the Education & Training Management Plan guidelines. The Decentralized End User Training will be conducted using the End User Guides (DED-15) delivered in Stage 3: Build & Validate and updated with any process changes. The number, size, and frequency of sessions will be determined during Cutover Planning based on final count of End User processes.
Project Manager Schedule resources for
Central Office End User
Training
Communicate agenda
topics and pre-requisites
Validate attendance
Schedule resources to
conduct training sessions
Review agenda with pre-
requisites
Upload agenda with pre-
requisites
Report attendance to City
PM
Functional Leads Provide process change
support
Answer questions and
address issues
Conduct Change
Management messaging
Prepare agenda with pre-
req u is ites
Review agenda with pre-
requisites with Tyler PM
SubJect Matter Experts/ Others Com plete pre-req u isites Attend training
Continue to practice new
processes in Tyler
software
Report issues to City PM
Report attendance to City
PM
Report Change
Management findings to
City Change Management
Lead
Conduct training according
to agenda and End User
Guides (DED-15)
Report issues to Tyler PM
Report attendance to Tyler
PM
Report Change
Management findings to
Tyler Cha nge Ma nagement
Lead
Project Role(s) City Responsibility Tyler Responsibility 103 I ts7
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3.2.4.LL.L Decentralized End UserTraining Roles & Responsibilities
3.2.4.LL.2 Decentralized End UserTraining Requirements & Notes City Trainers will attend Power User End-to-end Training to receive the training necessary to conduct Decentralized End User Training
City will conduct the End User training for decentralized end user staff and Tyler will assist where resourcing allows and does not put other critical project activities at risk a
a
3.2.4.L2 open Labs
The City will establish Open Labs at locations previously defined during Cutover Planning and City and Tyler resources will support City resources that choose to utilize the labs to re-familiarize themselves with new processes prior to Production Cutover. lt is expected that these Labs will stay open and supported through the Production Cutover process and for a pre-defined period of time to support City users. ..it t}|lR[.,
ProJect Manager Schedule resources for
Decentralized End User
Training
Communicate agenda
topics and pre-requisites
Validate attendance
Review agenda with pre-
req u is ites
Upload agenda with pre-
requisites
Functional Leads Provide process change
support
Answer questions and
address issues
Conduct Change
Management messaging
Prepare agenda with pre-
req u is ites
Review agenda with pre-
requisites with Tyler
Project Manager
Decentrallzed End Users
Clty Trainer
Com plete pre-req u isites
Attend training
Continue to practice new
processes in Tyler
software
Conduct training
according to agenda and
End User Guides (DED-15)
Report issues to City
Project Manager
Report attendance to City
Project Manager
Report Change
Management findings to
City Change Management
Lead
N/A
Project Role(s) City Responsibility Tyler Responsibility 104lts7
3.2.4.L2.L Open Labs Roles & Responsibilities
Project Manager Provide resources for
Open Labs
Commu nicate availabil ity
and purpose of Open Labs
to appropriate City User
Community
Provide and schedule
available resources for
Open Labs
Functional Leads Encourage use of Open
La bs
Address questions andl or
issues experienced by City
Staff in the lab setting
Subject Matter Experts / Others Support Open Labs Address questions and/or issues experienced by City
Staff in the lab setting
Project Role(s) Cily Responsibility Tyler Responsibilily
3.2.4.L2.2 Open Labs Requirements & Notes
N/Aa
3.2.4.L3
3.2.4.L3.L
Stage 4: Training & Testing Control Point
Stage 4: Training & Testing Deliverables
. Requirements Traceability Matrix (RTM) (DED-17)
o Readiness Assessment Report (DED-18)
o Production Cutover Plan (DED-l-9)
3.2.4.L3.2 Stage 4: Training & Testing Outcomes
o Organization's readiness has been assessed and City is ready to move to Production . City Users have all been trained
o The system has been fully tested and has met quality standards o Cutover Planning has been performed
e Communications and Change Management activities are fully underway . Organization is prepared to support users
r All users understand individual Cutover activities and roles
3.2.4.L3.3 Stage 4: Training & Testing Acceptance Criteria o All in-scope, pre-live Training has been completed
. User Acceptance Testing has been completed and met Quality Assurance standards o Requirements Traceability Matrix (DED-17) delivered and accepted o Readiness Assessment Report (DED-18) delivered and accepted o Production Cutover Plan (DED-19) delivered and accepted 10s / ts7
'..*. tyler
Cross Department Demos performed
Change Management Cutover Process executed
Open Labs are in place and staffed
Tyler Forms are finalized, approved, and all bank approvals are final Custom Reports (if any) delivered and accepted
3.2.5 Stage 5: Froduction Cutover
3.2.5.1 ChangeManagementStageReinforcement
See Section 3.2.3.L
3.2.5.L.L Change Management Stage Reinforcement and Lessons Learned Review Roles and Responsibilities
See Section 3.2.3.t.1
3.2.5.L.2 Change Management Stage Reinforcement Requirements and Notes See Section 3.2.3.1.2
3.2.5.2 Final Data Conversion
Any data that needs to be captured immediately at Production Cutover will be extracted in the previously agreed to formats and control reports will be run to support the final validation. The timing of this process, along with when processing ceases in the City's legacy applications, will all be defined in detail in the Cutover Plan and Data Conversion Plan. The City willalso determine if alltransactions, once data is extracted, will be held, or tracked and duplicated in the Tyler system once Production cutover is authorized. The final pass of data conversion will be uploaded, as before, to Kite Works and Tyler will execute the validated conversion program against the data.
Prior to loading the data conversion into the Production database, the Production database will be copied to Test and the MIU conversion packages will be loaded and the data validated in Test one finaltime.
Upon successful loading and data validation, City willauthorize converted data to be loaded into the Production environment. Once the data has been loaded into Production, City will run the necessary balancing and auditing reports priorto authorizing users to begin live processing.
3.2.5.2.L Final Data Conversion Roles & Responsibilities Project Manager Coordinate resources
Review Cutover Plan and
Conversion Plan
Review and provide final
acceptance of data
Coordinate resources
Coordinate database
refreshes, as needed
Coordinate conversion
MlUs with Tyler SaaS Team
Project Role(s) City Responsibility Tyler Responsibility 106/rs7
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conversions after final
validation
Functional Leads Produce reports from the
legacy system at the time
of data extraction
Utilize control reports,
filtering techniques,
comparison reports and
visual inspection as
instructed by Tyler for
final conversion pass
Document any unlikely
needed corrections to
conversion
Perform data conversion
validations and proofing
Review and provide notice
to City Project Manager if
conversions meet
approval for load to
Production database
Assist in final conversion
validation and proofing
Coordinate database
refreshes, as needed, with
Tyler PM
Subject Matter Experts/ Others N/A Coordinate conversion MlUs
Perform final conversions
Project Role(s) City Responsibility Tyler Responsibilily
3.2.5.2.2 Data Conversion Requirements & Notes
A formal sign-off document will be presented to the City Project Manager by the Tyler Project Manager for each Final Data Conversion.
The document will indicate that the City acknowledges:
o that the data conversion has met quality standards
r if there are noted and agreed to exceptions that will be dealt with manually through entries in the Tyler system
r that the conversion is accepted and is authorized to be loaded to the Production data base
The sign-off document will require a signature from both the City Functional Lead over the specific data conversion and the City Project Manager.
3.2.5.3 SupportLeadKnowledgeTransfer
As final data conversion validation is taking place, the City and Tyler will conduct a Tyler Support Knowledge Transfer with a representative from Tyler Support, The purpose of this knowledge transfer is to ensure that Tyler Support is familiar with the most current status of the City's operational processes in Tyler software and is prepared to support City users when Tyler's onsite resources are unavailable.
Review of design documents, process documentation, issues and actions list, and other relevant materials 107 I 1s7
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will be conducted to ensure Tyler Support both consumes and continues to have access to the information.
3.2.5.3.1 Support Lead Knowledge Transfer Roles & Responsibilfties
3.2.5.3.2 Support Lead Knowledge Transfer Requirements & Notes Tyler Support Lead will attend Status Meetings on a regular basis, frequency to be decided by City and Tyler
a
3.2.5.4 Production Cutover Partnering
Following the completion of the Cutover Checklist, including acceptance and authorization to load all conversions to the Production database, the Tyler Project Manager will present the City Project Manager with a sign-off authorizing official Production Cutover. Once signed, all City transactions for the applicable processes will take place in the Tyler system and any held transactions from the legacy system will be entered.
Tyler onsite resources will be in place to assist the City with all activities during this Cutover period and will arrange for offsite resources to be on standby for timely response should any issues arise. Open Labs and the City Help Desk will provide continued support for users during the Cutover period, as well,
3.2.5.4.L Production Cutover Roles & Responsibilities
Project Manager Coordinate City Support
resou rces
Attend Knowledge
Transfer session
Coord inate Tyler resources
Attend Knowledge
Transfer session
Functional Leads N/A Conduct Knowledge
Transfer to Tyler Support
SubJect Matter Experts / Others N/A Document Knowledge
Tra nsfer
Project Role(s) City Responsibrlity Tyler Responsibility Project Manager Coordinate City
Communications
Authorize Production
Cutover
Escalate lssues
Coordinate Tyler resources
Secure Production Cutover
Authorization
Ensure Communications
are clear
Escalate lssues
Functional Leads Enter Live Transactions
Provide support to City
users
Resolve lssues
Provide Production
Cutover Support
Resolve lssues
Project Role(s) City Responsibility Tyler Responsibility ro8/1s7
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Monitor Change
Management
Subject Matter Experts / Others Enter Live Transactions Provide Production Cutover Support
Resolve lssues
Monitor Change
Management
Project Role(s) City Responsibility Tyler Responsibrlity
3.2.5.4.2 Production Cutover Requirements & Notes
o All Control Points and Signoffs leading to Production Cutover must be complete o Production Cutover may not occur without a signed Authorization to Begin Live Processing
3.2.5.5 Post Live Support
Post Live Support begins immediately after Production Cutover and once live transactions are being processed in the Tyler system. During this time, Tyler Consultants will assist City users in completing transactions in Production system as well as performing ad hoc training and troubleshooting assistance for desired setup changes or data conversion issues. The following Tyler resources are expected to provide post-live support from Production Cutover through the Post Live Support period:
o General Ledger Lead - 15 days per month for six (6) months o Procure -to-Pay Lead - 15 days per month for six (6) months o Human Resources Lead - 13 days per month for six (6) months o Payroll Lead - 15 days per month for two (2) months
3.2.5.5.1 Post Live Support Roles & Responsibilities
Steering Commlttee Resolve issues escalated to
Steering Committee
Resolve issues escalated to
Steering Committee
Project Manager Schedule ad hoc training
sessions as needed
Schedule ad hoc training
sessions as needed
Functional Leads Update user security and
workflow, as necessary
Assist users in answering
questions and completing
tasks
ldentify user training
needs and communicate
to Project Manager
ldentify areas of resistance
Provide setup and data
conversion
troubleshooting
Assist users in answering
questions and completing
tasks
Assist with ad hoc training
needs
Evaluate areas of process
improvement
Project Role(s) City Responsibility Tyler Responsibility 109 / 1s7
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Report finding to Tyler
Change Management Lead
Subject Matter Experts / Others Continue live processing Report Change
Management findings to
City Change Management
Lead
Provide Post Live Support
Resolve lssues
Monitor re-emergence of
shadow systems
Report areas where
process improvement
needs to be revisited
Project Role(s) City Responsibility Tyler Responsibility
3.2.s.s.2
a
Production Cutover Requirements & Notes
N/A
3.2.5.6 Post Cutover Efficiency Evaluation (DED-201
Tyler, in collaboration with City Functional Leads and Power Users, will begin collecting information immediately after Production Cutover as to how well the City has adopted new processes, if there are process flow congestion points, re-emergence of shadow systems, the need for additional training, and any other items that connect to the Evolution Plan. After a period of approximately sixty (60) days of Post Production Cutover stabilization has occurred, a formal review of this collected information will occur, and Tyler will prepare and deliver the Post Cutover Efficiency Evaluation Report (DED-20). This report will contain findings specific to:
o Project Goals versus Post Cutover State
. Approved Processes versus ln Practice Processes
e Tool Utilization versus Shadow Systems
o Areas of Additional Process lmprovement
o OrganizationalEvolutionMeasurement
3.2.5.6.1 Post Cutover Efficienry Evaluation (DED-20) Roles & Responsibilities Steering Committee Consider
recommendations for
additional process
improvements
Review Post Cutover
Efficiency Evaluation
Report (DED-19)
Project Manager Review Post Cutover
Efficiency Evaluation
Report (DED-20)
Participate in formal
review of findings from
Efficiency Eva luation
during Post Cutover Period
Accept DED-20
Review Post Cutover
Efficiency Evaluation
Report (DED-20)
Conduct review of findings
from Efficiency Evaluation
during Post Cutover Period
lnitiate workflow
acceptance for DED-20
Project Role(s) City Responsibility Tyler Responsibility rL}/1s7
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Conduct internal meetings
regarding
recommendations for
additional process
improvements
Functional Leads Collect information on
orga nizational efficiency
ldentify areas of new
process improvement
Validate Evolution and
goal adoption
Participate in review of
findings
Participate in internal
meetings regarding
recommendations for
additional process
improvements
Collect information on
orga nizational eff iciency
ldentify areas of new
process improvement
Validate Evolution and
goal adoption
Conduct review of findings
Prepare Post Cutover
Efficiency Evaluation
Report (DED-20)
Review Post Cutover
Efficiency Evaluation
Report (DED-20) with Tyler
Project Manager
Subject Matter Experts / Others Collect information on
organizational efficiency
ldentifu areas of new
process improvement
Validate Evolution and
goal adoption
Collect information on
orga nizationa I efficiency
ldentify areas of new
process improvement
Validate Evolution and
goal adoption
Project Role(s) City Responsibility Tyler Responsibilily
3.2.5.6.2 Post Cutover Efficiency Evaluation (DED-20) Requirements & Notes N/Aa
3.2.5.7 Post-Live Adjustments & Training
Once the City has begun live processing, Tyler will assist by guiding the City in making configuration adjustments to solve issues and conduct additional training, as needed, to ensure proper adoption of authorized processes. ln addition to the informaltype of post live adjustments that are required early in the post-live period, Tyler will work with the City by conducting a more formal review process once a stabilization period has occurred.
The City and Tyler, after reviewing the Post Cutover Efficiency Evaluation Report (DED-20), will determine what actions are necessary to realign users, processes, or the system with the Evolution Plan; or the City may determine that a change to the Evolution Plan is necessary in addition to post-live adjustments. A course of action will be determined, specific steps planned, assigned, and executed to make the necessary adjustments, as needed.
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3.2.5.7.L Post-Live Adjustments & Training Roles & Responsibilities Post-Live Adjustments & Training Requirements & Notes
Use of Tyler resources to accomplish Post-Live Adjustments and Training must occur within the Post-Live Support period for each applicable phase The use of Tyler resources to accomplish Post-Live Adjustments and Training tasks may not take precedence over issue resolution
a
3.2.5.7.2 a
3.2.5.8 Project Evolution Assessment (DED-221
Tyler will perform a comparative analysis of the results of the project outcome with the stated goals of the Project Evolution Plan using input from a wide variety of sources, including:
o Tyler Best Practice Recommendations (DED-08)
o System Design Document (DED-11)
o Requirements Traceability Matrix (DED-17)
o Readiness Assessment Report (DED-18)
o Post Cutover Efficiency Evaluation Report (DED-20)
o lnformation from Post-Live Adjustments
The City and Tyler will review the findings and determine how closely the City came to meeting the Project Evolution Plan, where there were diversions from the Plan, what benefits have been realized, and the expected timeline for full benefit realization given the current environment.
Steerlng Committee Direct formal post live
adjustments
Project Manager Coordinate post-live
adjustments, tra ining,
communication, change
management
Support post-live
adjustme nts, tra ini ng,
communication, change
management
Provide Tyler resources to
guide and support City
effort, if in post-live
coverage period
Functional Leads Enact post-live
adjustments
Conduct Change
Management activities
Communicate Process
Changes
Provide guidance on post-
live process changes
Assist with Change
Management activities
Train users, as needed
Subject Matter Experts / Others Attend training
Adopt changes
N/A
Project Role(s) City Responsibility Tyler Responsibility 112/157
":n tyler
The Project Evolution Assessment Report (DED-22) will document Tyler's findings and provide input and baselines for the Project ROI Analysis.
3.2.5.8.1 Project Evolution Assessment (DED-221 Roles & Responsibilities Steering bmmlttee Review P roject Evolution
Assessment Report (DED-22)
Determine any corrective actions
a
a
Review Project Evolution
Assessment Report (DED-22)
Determine any corrective
actions
a
a
Steering Committee Participate in Project Evolution
Assessment Review
Provide Project Evolution
Assessment Report (DED-22) to
Sponsor
Make corrective action
recommendations, if any, to
sponsor
a
o
a
Participate in Project
Evolution Assessment Review
Provide Project Evolution
Assessment Report (DED-22)
to Sponsor
Make corrective action
recommendations, if any, to
sponsor
a
a
a
Project Manager Participate in Project Evolution
Assessment Review
Schedule City resources to
attend review
Support review by providing
access to City information
Review and accept Project
Evolution Assessment Report
(DED-22)
a
a
a
Review Project Evolution
Assessment Report (DED-22)
Participate in Project
Evolution Assessment Review
I nitiate workflow accepta nce
for DED-22
Coordinate Tyler resources to
perform assessment and
review
Assist in performing Project
Evolution Assessment
a
a
a
a
a
Functional Leads Participate in Project Evolution
Assessment Review
Provide supporting information
for assessment
a
a
o Perform Project Evolution
Assessment
o Assist with Tyler Project
Manager Assistance
e Conduct formal review
o Prepare Project Evolution
Assessment Report (DED-22)
r Review Project Evolution
Assessment Report (DED-22)
with Tyler PM
Subject Matter Experts /
Others
N/Aa N/Aa
Project Role(s) Crty Responsrbility Tyler Responsibility
3.2.5.8.2 Project Evolution Assessment (DED-22) Requirements & Notes N/A
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3.2.5.9 ProjectROlAssessment(DED-23)
Tyler will prepare a Project Return on lnvestment (ROl) Assessment for the City. Within the Public Sector, ROI is generally approached differently than it is in the Private Sector. ln the Public Sector, ROI is equated to improved service delivery, cost avoidance, or cost savings as opposed to the calculation of a profitability measure. Therefore, increased efficiency will be the primary measure.
The Project ROI Assessment will be based on information gathered in the following processes and documents:
. Request for Proposal (RFP #3650)
o Project Evolution Plan (DED-02)
o System Design Document (DED-11)
o Business Process lmprovement Report (DED-12)
o Requirements Traceability Matrix (RTM) (DED-17)
o Post Cutover Efficiency Evaluation Report (DED-20)
o Project Evolution Assessment Report (DED-22)
ln order to produce a Project ROI Assessment, the City and Tyler must have established qualitative and quantitative measurements and the following broad categories of Key Performance lndicators (KPls) in the Project Evolution Plan:
o Availability of lnformation
. lmproved Data Reliability
o lmproved Productivity/Efficiency
o lncreased lnteraction/lntegration
o lmproved lnteraction with Stakeholders (Citizens: transparency, Board, Vendors) o Controls and Outputs for Compliance
o Better lnformed Decision Making
o Reduced lT Maintenance Cost
o Less Duplication of Effort
o Reduced Operating Costs
The Project ROI Assessment Report (DED-23) will document Tyler's findings and provide specifics regarding improved service delivery, cost avoidance, or cost savings.
3.2.5.9.1 Project ROlAssessment (DED-23) Roles & Responsibilities Project Sponsor / Executive
Overslght
Review ROI Assessment Report
(DED-23)
Review ROI
Assessment Report
(DED-23)
Project Role(s) City Responsibility Tyler Responsibility 11,411s7
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Steerlng C.ommittee Review ROI Assessment Report
(DED-23)
Provide information to Tyler to
Support completion of ROI
Assessment
Provide Assistance in
completion of ROI
Assessment
ProJect Manager Review ROI Assessment Report
(DED-23)with Tyler PM
Accept DED-23
Perform ROI
Assessment
Deliver and review ROI
Assessment Report
(DED-23)with City PM
lnitiate workflow
acceptance for DED-23
Functional leads Review ROI Assessment Report
(DED-23)
N/A
Subject Matter *perts /
Others
N/A N/A
Project Role(s) City Responsibility Tyler Responsibility
3.2.5.9.2 Project ROlAssessment (DED-23) Requirements & Notes The thoroughness and accuracy of the ROI Assessment Report (DED-23) will directly correlate to the levelof detail in the Evolution Plan and other informational sources identified
Since the Assessment is performed atthe close of the Project, not each Phase, the City will provide continuous improvement information to Tyler PM on earlier, closed Phases
3.2.5.10 Transition to Support Team
Tyler and City conduct a formal transition from active, ongoing lmplementation activities during the Post Live Support period to full support being provided by the Tyler Support Team. This transition will occur at the end of each phase, for each group of products transitioning out of active implementation. Support Lead Knowledge Transfer has already taken place in preparation for Production Cutover, so this process is largely a transition point to ensure that all parties have current information, are completely familiar with the procedures, and understand the new approach to handling issues using TylerSupport, instead of Tyler lmplementation,
3.2.5.10.1 Transition to Support Team Roles & Responsibilities Steering Committee Ensure communications
regarding Support
Transition are clear
Ensure communications
regarding Support
Transition are clear
Project Manager Attend Su pport Transition
Call
Schedule City resources
for Call
Schedule Support
Transition Call
Project Role(s) City Responsibility Tyler Responsibility lts/1s7
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Review Meeting
documentation
Provide any meeting
documentation in advance
of call
Functional Leads Attend Su pport Tra nsition
Call
Review Meeting
documentation
Communicate Transition
internally
Conduct call
Provide background
Clearly outline transition
plan
Subject Matter Eeers / Others Follow Support Desk
instructions
N/A
Project Role(s) City Responsibility Tyler Responsibility
3.2.5.rO.2
3.2.5.LL
3.2.5.LL.t
3.2.5.LL.2
a
a
Transition to Support Team Requirements & Notes
N/A
Stage 5: Production Cutover Control Point
Stage 5: Production Cutover Deliverables
Post Cutover Efficiency Evaluation Report (DED-20)
3.2.5.Lr.3
Stage 5: Production Cutover Outcomes
o Final data conversions have been accepted and loaded into Production o Live Processing has successfully started in Tyler system . Tyler Support has engaged in the project and has detailed project knowledge o lssues are being resolved and additional process streamlining is occurring o Successful month end processes have occurred
o Successful reporting processes have occurred
. City is prepared to support users
. City understands options for additional areas for efficiencies . City can evaluate the success of the phase based on the Evolution Plan vs, outcome . City is fully utilizing Tyler Support for all support needs . lmplementation services come to a close
Stage 5: Production Cutover Acceptance Criteria
r Final conversion data has been accepted and loaded in Production database o Authorization to proceed with Production Cutover has been received . City is processing live transactions in the Tyler system tt6/1s7
'.#. ty!.e-L
. All final implementation services have been delivered, as scheduled, within the Post-Live period or are scheduled for a future date outside or the post-live period due to specific requirement, such as Year End Close
o Post cutover Efficiency Evaluation Report (DED-20) delivered and accepted o Transition to Support has completed
3.2.6 Stage 6: Phase/Project Closure
3.2.5.L Phase/Project Audit
Tyler will begin project audit activities prior to this step, but the audit will culminate at this point with a final update to the Project Quality Control section of the Quality Control Management Plan. The Tyler Project Manager will document the completion of each phase/project component, include appropriate documentation, and submit a complete package for audit purposes. A formal review of the Project/Phase Audit package will be conducted with the City Project Manager.
3.2.6.1.1 Project/Phase Audit Roles & Responsibilities
3.2.6.L.2 ProjecVPhase Audit Requirements & Notes
Project Audit will be comprised of any Phase audits and packages already completed and additional Phase audits in progress as part of the final audit requirement
3.2.6.2 Phase/ProjectReconciliation{DED-2U241
Tyler will prepare a perform a budget reconciliation for each phase or the entire project, whichever is applicable. The detailed Phase/Project Reconciliation Report (DED-2L/24) will show the specifics of:
a
Steering Committee Review Project/Phase
Audit Package
Review Project/Phase
Audit Package
Project Manager Review Project/Phase
Audit Package with Tyler
PM
Update Project Quality
Control section ofthe
Quality Control
Management Plan
Perform Project/Phase
Audit
Compile Project/Phase
Audit Package
Review Project/Phase
Audit Package with City
PM
Update Project Quality
Control section of the
Quality Control
Management Plan
Functlonal Leads N/A N/A
SubJect Matter Experts/ Others N/A N/A
Project Role(s) City Responsibility Tyler Responsibility tr7 I ts7
'13. t}{!F,[..
. Accounting of all contract line items
o Change Orders and amendments (if any)
o Disposition of unused services
o Final budget
3.2.6.2.1 Phase/Project Reconciliation (DED-zLl2 l Roles & Responsibilities
3.2.6.2.2 o
a
Phase/Project Reconci liation ( DED-2L/241 Req u irements & Notes N/A
Stage 6: Phase/Project Closure Control Point
Stage 6: Phase/Project Closure Deliverables
P ha se/Proj ect Reco nci I i ati o n Re po rt (DED -21, / 24)
3.2.5.3 3.2.6.3.1
3.2.6.3.2 Stage 6: Phase/Project Closure Outcomes
o All contract deliverables, requirements, and services have been validated o Project Quality Control has been achieved
o Project budget is fully reconciled, accurate and reported Project Sponsor / Executive
Overslght
Review Phase/Project
Reconciliation Report
IDED-2L/24)
Review Phase/Project
Reconciliation Report
(DED-2r/24)
Steering Committee Review Phase/Project
Reconciliation Report
(DED-ZL/24r'
Review Phase/Project
Reconciliation Report
(DED-ZI/24)
ProJect Manager Review Phase/Project
Reconciliation Report
(DED-21/24) with Tyler PM
Accept DED-21/24
Perform Review
Phase/Project
Reconciliation and review
Phase/Project
Reconciliation Report
(DED-21,/ 24l, with City PM
lnitiate workflow
acceptance for DED-2L/24
Functlonal Leads Review Phase/Project
Reconciliation Report
(DED-21,/24)
N/A
Subject Matter Experts / Others N/A N/A
City ResponsibilityProject Role(s) Tyler Responsibility 118/rs7
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3.2.5.3.3 Stage 5: Phase/Project Closure Acceptance Criteria o Phase/Project Audit has been completed and meets quality standards o Evolution Assessment Report (DED-22) delivered and accepted o Project ROI Assessment Report (DED-23) delivered and accepted o Phase/Project Reconciliation Report (DED-21/24) delivered and accepted o Outstanding services are scheduled for Year End Close, if not possible during implementation phase
119 / 1s7
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Glossary
Accountable
API
Application
Business RequiremenB
Document
Change Control
Change Management
The person who is ultimately accountable for decisions being made on a task.
API is a toolset that facilitates a non-visual interface for an application An lntegration, however, involves exchanging data between disparate systems to add value to an organization. APls are toolsets utilized to accom O!1sh the integration
, A computer program designed to perform a group of coordinated I functions, tasks, or activities for the benefit of the user.
A specification document used to describe Authority requirements not available through Tyler software functionality, which will lead to a Modlficatlon ry11h Author[V nce
A systematic approach for managing change governing how Change Requests will be received, assessed, and acted on.
An approach for ensuring that changes are thoroughly and smoothly implemented and that the lasting benefits of change are achieved. The focus is on the global impact of change with an intense focus on people and how individuals and teams move from the current situation to the new one.
Word or Term Definition
Change Request
Consulted
A form used as part of the Change Control process whereby changes in Exam paper stock or scanner cleaning kits
Occurring at the end of each Stage, the Control Point serves as a formal City review point. Project progress cannot continue until the City acknowledges the agreed upon Deliverables of the Stage have been met or agree on an action plan to make the Deliverable acceptable and move !9 nqx! s!?ge w-hile exe_ggt11s_tj1at stqps of current Stage , A term used to reference lmports and Exports, and lnterfaces which allow data to be exchanged between an external system and Tyler software.
The process of mapping fields from the Legacy System to the apg,op-1'!9te lo99t!on !1 !he, f ew !,v9-!eg froln o_lle 9I more so!!_-c9l:
' A tangible or intangible object/document produced as a result of the Project that is intended to be delivered to a City (either internalor eg*qrna!) or.velQgr at a specific time.
Consumables
ControlPoint
Data Exchange
Data Mapping
1 I
l
Deliverable
End User The person for whom the software is designed to use on a day-to-day basis.
er
i rr:i;li;itrl,:-
120 I ts7
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lmports and Exports
Infonned
, A document which is typically printed on a template background and only captures data for one record per page. Forms are provided to " entity cllstomers whether internal (employees) or external (citizens).
I A process within the system that a user is expected to run to consumei' | (lmport)or produce (Export) a specifically defined file format/layout. nnvone who *itt o. upoiieo when decisions are made, or J tjit iJ c9 m d
References the initial lnstallation of software files on City servers and preparing the software for use during configuration. The version currently available for general release will always be used during the initial lnstall.
A real-time or automated exchange of data between two systems The system from which a City is converting
Modification of software program package to provide individual City requirements documented within the Scope of the Agreement.
An auxiliary device that connects to and works with the computer in some way. Examples: mouse, keyboard, scanner, external drive, microphone, speaker, webcam, and digital camera.
'l
I
I
I
I
lnterface
Legacy System
Modification
Peripherals
Phase A portion of the Project in which specific set of related products are typically implemented. Phases each have an independent start, Production Cutover and closure dates but use the same
lmplementation Plans as other Phases within the Project. Phases may overlap or be sequential and may have the same Tyler Project Manager an{ Iy!.er prolqc! team o!' djfferent lnQlyidua]s assigned.
Power User An experienced City person or group who is (are) an expert(s) in the City business processes, as well as knowledgeable in the requirements and nce criteria
Production Cutovel The Authority is using the Tyler software to conduct daily operations.
Project The Project includes all implementation activity from Plan & lnitiate to Closure for all products, Applications and functionality included in a single Agreement. The Project may be broken down into multiple Phases.
Project Plan The Project Plan serves as the master roadmap for the Project. The Project Plan will be the detailed task list of the essential activities to be performed to complete the Project. Each activity will have owner(s), participant(s)if applicable, start date, and due dates. The Project Plan is a living document and will be updated quarterly with the detailed tasks for the next future quarter; only high-level tasks with rough timeframes will be plotted out beyond this.
l
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Project Planning Meeting
RACI
Reports
Responsible
ROI
Scope
Software Upgrade
Stage
Stakeholder Presentation
Standard
Statement of Work (SOW)
Work Breakdown
Structure (WBS)
Occurs during the Plan & lnitiate Stage to coordinate with the City Project Manager to discuss Scope, information needed for project scheduling and resources.
A chart describing level of participation by various roles in completing tasks or Deliverables for a Project or process. Also known as a responsibility assignment matrix (RAM) or linear responsibility chart Formatted to return information related to multiple records in a structured format. lnformation is typically presented in both detail and summa form for a user to consume
The person who will be completing the task.
j neturn on tnvesimenU in tfre Public Sector defined by cost avoidance Products and services that are included in the Agreement.
References the act of updating software files to a newer software re lease.
The top-level components of the WBS. Each Stage is repeated for individual Phases of the Project and requires acknowledgement before continuing to the next Stage. Some tasks in the next Stage may begin before th-e prlgr Stagq is complete.
Representatives of the Tyler implementation team will meet with key City representatives to present high level project expectations and outline how Tyler and the City can successfully partner to create an environment for a successful im plementation.
I lncluded in the base software (out of the box) package Document which will provide supporting detail to the Agreement defining project -specific activities and Deliverables Tyler will provide to the client.
A hierarchical representation of a Project or Phase broken down into smaller, more manageable components.
LRC).
Validation (or to validate) The process of testing and approving that a specific Deliverable, proceslt pfogram, or p_lodyct is working as expected.
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Aooendix 1: Deliverable Expectation Document
A description of each summary deliverable is provided below. All deliverables will be provided electronically in the format used to prepare the deliverable (example: Microsoft Word, Excel) to allow for updates and revisions.
Deliverable Name: Project Charter
Objective: Provide written authorization, management support, set clear expectations, communicate a clear business case for the project
Scope: All products and services in the Agreement
Format: Microsoft Word
Outline: The Project Charter format will be based on PMI Methodology and will contain the following key sections:
o Project Overview
r Project Management / Governance
. Key Milestones
. General Guiding Principles
. Signatures
Provide input for Project Charter content
Review and authorize Project Charter
Review and accept DED-01
City Role:
a
a
a
Lead development of Project Charter
Solicit information for content
Write Project Charter Using Provided Material
a
a
a
Tyler Role:
Acceptance Criteria:
r The Project Charter accurately reflects the content discussed during development meetings
o The respective Tyler and City project team members have resolved all material content and/or quality issues.
o The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-01
Deliverable Name: Evolution Plan
Objective: Provide written outline of the steps and key activities required in transforming the City from current to future state.
Deliverable Number: DED-02
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Scope: Products and services in the Agreement, as well as post live assessment and reinforcement techniques, conti nuing education, a nd onboarding,
Format: Microsoft Word
Outline: The Evolution Plan will contain the following key sections:
o Evolution Plan Purpose
o Terms and Definitions
. Major Steps in the Evolution Process
o Overview of Enterprise Goals
o Delta Assessment Survey
. Key Performance lndicators
Provide input for Evolution Plan
Review and authorize Evolution Plan
Review and accept DED-02
City Role:
a
a
a
r Own development of Evolution Plan
o Solicit information for content, currentfuture state delta r Write Evolution Plan using provided material and assessment Tyler Role:
Acceptance Criteria:
r The Evolution Plan adequately describes a process for achieving project goals, long term organizational change, and full utilization of tools as recommended r The respective Tyler and City project team members have resolved all material content andlor quality issues.
o The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-02
Deliverable Name: Management Plan
Objective: To provide guidance for changes, issues, and other project challenges.
Scope: Customized management plan to reflect the City's specific project approach. Management plan will document specific project management processes that are agreed upon between City and Tyler Project Manager. The management plan will include all information and procedures for all phases of the project.
Format: MS Word / SharePoint
Deliverable Number: DED-03
Outline: The management plan document will be a compilation of the following management plan subsets:
o Management Plan Purpose
r Project Management Plan
' City Provided Facilities, Equipment, and Services
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Deliverable Number: DED-03
a
a
O
r Project Managers
! Status Reports
r Review and Correction of Deliverables
I Project Schedule
r Project Stages
Scope Management Plan
r Document Control lnformation
r Change Control History
r Scope Definition
r Scope Verification
I Scope Control
I Scope Change
Schedule Management Plan
r Document Control History
r Change Control History
r Plan Description
. Approach
. Schedule Roles and Responsibilities
. Schedule Reporting and Control
. Schedule Changes
r Resulting Scope Changes
Risk Management Plan
r Document Control lnformation
r Change Control History
I Risk Definition
r Purpose
I Risk Management Strategy
r Risk Register
Financial Management Plan
r Document Control lnformation
r Change Control History
. Overview
r Project Budget
r Status
r Communication
r Change Orders
r Project Budget Status
r Payment Milestones
. Roles & Responsibilities
Communication Management Plan
. Document Control lnformation
. Change Control History
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Deliverable Number: DED-03
a
a
a
r Plan Description
I Purpose
I Summary of Communication Plan Elements
I Communication Paths
lssue Management Plan
I Document Control lnformation
r Change Control History
r Plan Description
I Common Sources of lssues
r lssues & Scope Management Control
r Roles and Responsibilities
I Process
I Analysis
r Record lssue
I lssue Tracking
r Action Plan
r Response
Release, Code & Upgrade Management Plan
I Document Control lnformation
. Change Control History
I Overview
r Definition of Baseline Versions
r Tools
I Code Management
r Defect Updates
r Version Upgrades
r DatabaseEnvironments
. Roles & Responsibilities
Quality Management Plan
r Document Control lnformation
r Change Control History
. Quality Approach
. Quality Management Objectives
I Project Quality Control
I lssue Resolution
r Quality Assurance
r Roles & Responsibilities
r Reporting Plan
I Quality Control Log
r Quality Assurance Log
Education & Training Management Plan
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Deliverable Number: DED-03
a
a
a
a
r Document Control lnformation
r Change Control History
I lntroduction
r lnstructionalAnalysis
r Needs and Skills Analysis
I Development Approach
I lnstructionalMethods
r Training Resources
I Training Sessions Offered
r Training Materials Lists
Human Resource Management Plan
r Document Control lnformation
r Change Control History
r lntroduction
r Roles & Responsibilities
r Staffing Management
r Staff Rollout
r Resource Calendars
r PerformanceAssessments
r PersonnelReplacement
r Workspace Management
Data lnterface Management Plan
r Document Control lnformation
r Change Control History
I Plan Description
r Types of lnterfaces
r Data lnterfaces & Scope Management
I Data lnterface Tracking
r Roles & Responsibilities
Application Program lnterfaces (APl) Management Plan
r Document Control lnformation
I Change Control History
r Plan Description
r Types ofSystem lnterfaces
r Data Record lntegration
I APls & Scope Management
r API lntegration Tracking
r API Development Roles & Responsibilities
Project Oversight Management Plan
r Document Control lnformation
r Change Control History
r lnitiating
r Planning
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r Executing
r Controlling
r Closing
r Project Control Diagram
Requirements Management Plan
r Document Control lnformation
r Change Control History
r Scope
r Overview
r Roles & Responsibilities
I Process
I RequirementsTraceabilityMatrix
Change Control Management Plan
I Document Control lnformation
r Change Control History
r Change Request Form - Submittal Process
r Change Request Form - Review & Approval Process
r Change Control Tracking
Change Management Plan
I Document Control lnformation
r Change Control History
I Overview
r Plan Description
r Purpose
r Approach
. Roles and Responsibilities
I Change Management Plan Elements
a
a
a
o Lead development of management plan using baseline template r Collaborate with City to modify template and design acceptable management plan o Finalize management plan to reflect decisions
o Collaborate in changes to management plan, as needed
Tyler Role:
Acceptance Criteria:
o lmplementation Management Plan contain all of the required components and accurately reflect decisions
o The respective Tyler and City project team members have resolved all material content and/or quality issues.
o The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-03
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Deliverable Name: Project Plan
Objective: Full Project Plan with Task list, task owners, due dates, and predecessors for successful management of the project.
Scope: All products and services included in the Agreement for the duration of the Project.
Format: Developed and maintained in MS Project. Scheduling elements are uploaded to the Tyler- provided Project SharePoint site to populate the SharePoint calendar.
Outline: The project plan will follow the lmplementation Methodology WBS and contain all WBS tasks, tasks necessary for completion of WBS tasks, deliverables, milestones, review/acceptance periods, and other key project events.
The Project Plan willcontain, at a minimum:
o Project's activities and tasks
o Start, End and Actual Completion Dates of project activities and tasks . Specific resources assigned to project tasks
o Detailed Project schedule / Work Breakdown Structure (WBS) featuring phases, deliverables, and work packages
o Milestones and Deliverables
. City Review Periods for Milestones and Deliverables
r Project Acceptance of Deliverables and lmplementation Control Points o Provide information to assist in the development of an achievable plan, including blackout dates, key resource conflicts, etc.
o Review and authorize project plan
r Contribute information necessary to maintain project plan o Review and Accept DED-04
City Role:
r Conduct initial planning session to begin Project Plan development r Create project plan
o Maintain project plan
o Post project schedule and task list to Project SharePoint site Tyler Role:
Acceptance Criteria:
o The Project Plan contains all the required components of the Agreement, tasks required to complete scope of work, milestones, and deliverables, and is presented in a manner that allows for a logical and orderly control of the project. o The respective Tyler and City project team members have resolved all material content and/or quality issues.
r The deliverable meets the established project budget and timeline.
Deliverable Number; DED-04
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Deliverable Name: SaaS lnstallation Report
Objective: Provide City with listing of all products, installation paths and accounts installed for Tyler- hosted agreements.
Scope: All Tyler products and associated hardware and software Format: Microsoft Word
Outline: The lnstallation Report will contain the following key sections o Application and software user accounts details
o Tyler Login lnformation
o Recommended on-going lT tasks
Participate in a call with Tyler Technology team
Review details of hardware and software configuration, ongoing tasks The respective Tyler and City project team members have resolved all material content and/or quality issues,
Review and accept DED-05
City Role:
a
a
a
a
r Prepare lnstallation Report
o Schedule and conduct call to review report and answer questions Tyler Role:
Acceptance Criteria:
o The lnstallation Report accurately outlines all items identified in the Deliverable Outline o The respective Tyler and City project team members have resolved all material content and/or quality issues.
r The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-05
Deliverable Name: Organizational Change Assessment Study Objective: ldentify the organization's capacity for change and outline key areas where change may be more difficult.
Scope: Study includes all departments impacted by ERP Project Format: MS Word
Deliverable Number: DED-06
Outline: The Organizational Change Assessment will contain the following key sections o Overview of Change Assessment Process
o Results from assessment surveys and interviews
o Analysis of results
o Study Conclusion
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City Role:
a
a
a
Make resources available for assessment input
Participate in formal review of Organizational Change Assessment Study Review and accept DED-06
Tyler Role:
o Develop tools needed to conduct Organizational Change Assessment Study o Solicit information for content, currentfuture state delta o Write Transformation Plan using provided material and assessment Acceptance Criteria:
o The Organizational Change Assessment encompasses comprehensive material gathered from the organization, from which detailed change management information can be extracted and utilized for further planning.
o The respective Tyler and City project team members have resolved all material content and/or quality issues.
o The deliverable is free of formatting and spelling errors.
Deliverable Name: Change Management Lead Preparation
Obiective: Provide a set of deliverables which provide an overview of Change Management, with a customized approach detailing strategies, tactics, guides and tools to employ for the project and organization, based on the results of the Organizational Change Assessment.
Scope: All areas pertinent to a successful Change Management Program Format: Microsoft Word, PowerPoint, and Excel
Outline: A presentation to help develop Change Management competencies in the Lead for execution of the Change Management plan. Guidance document provides four Guides with accompanying templates for creation and tracking:
r Sponsor Guide with a Sponsor Messaging Template
o Procedural Change Management Guide with a Process Change Tracking Template o Resistance Management Guide with a Resistance Management Tracking Template o After-Action and Recognition Guide with an After-Action Review Template Change Management Lead to attend the presentation and learn how to set up and maintain the tracking Templates.
Begin populating the Templates.
City Role:
a
a
Deliverable Number: DED-07
Tyler Role:
r Deliver the presentation.
r Ensure the Change Management Lead is trained on how to set up and maintain the Tracking Templates.
r Begin populating the templates.
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Acceptance Criteria:
o The presentation is delivered.
o The four Guides, with templates, are delivered and started to be populated r The set of deliverables are free of formatting and spelling errors.
Deliverable Number: DED-07
Deliverable Name: Tyler Best Practice Recommendations
Objective: Provide best practice recommendations for the use of Tyler software, capturing business process improvements, relying on industry standards, and outlining methods for capturing achievable operational efficiencies.
Scope: Recommendations for all processes under Tyler Agreement.
Format: MS Word
Outline: Tyler Best Practice Recommendations will contain the following key sections:
o Overview of business analysis process
o ldentification of key business process
r Best Practice Recommendation, with justification
. City lnternal Review Notes
o Formal Review Notes
o Specific Data to be used in System Design Test
r Critical Testing Areas (to be focused on in System Design Test) Participate in informal review of Tyler Best Practice Recommendations Participate in formal review of Tyler Best Practice Recommendations Review and accept DED-08
City Role:
a
a
a
o Review current and future state materials, functional requirements, and develop Tyler Best Practice Recommendations
r Validate that all processes have been included in the solution o Write formal Tyler Best Practice Recommendations document o Lead formal review of Tyler Best Practice Recommendations Tyler Role:
The Tyler Best Practice Recommendations documents address all processes relevant to the use of Tyler software and contain sufficient detail to allow the City to conduct internal review sessions.
The respective Tyler and City project team members have resolved all material content and/or quality issues.
The deliverable is free of formatting and spelling errors. a
a
a
Acceptance Criteria:
Deliverable Number: DED-08
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Deliverable Name: System Design Test Scripts
Obiective: Provide test scripts outlining steps fortesting processes based on decisions or best practice recommendations. Visualization of daily work processes in Tyler software following new processes and validation of design assumptions.
Scope: All processes covered under Tyler Agreement.
Format: MS Word or MS Excel
Outline: System Design Test Scripts will follow an outline similar to the following:
o Access lnvoice Entry and Add Batch (this batch will be for Check and EFT payments only) r Confirm Fund and Cash account are for the Pooled cash account I Leave Check Run blank as run will be determined during the Select Check Process r Due Date should reflect today's date
o Add Direct Pay invoices. Three direct pay invoices will be included:
r One, or more, will have a payment method of check
r One, or more, will have a payment method of EFT
r One, or more, vendor will be a one-time pay vendor
o One-time pay vendors will use all 6 digits and will begin with 999001. City may use multiple one time pay vendors determined by department or by type, o Review the legacy direct pay invoice for Account information r Search for the new Munis Account number:
o Financials>General Ledger Menu>Miscellaneous Setup>Account X-Reference o Use the Legacy Account in the Account field and Accept Review the test scripts to ensure processes and critical testing points are accurately and adequately covered.
Report any discrepa ncies.
Review and accept DED-09
City Role:
a
a
a
r Develop test scripts based on City feedback during Current and Future State sessions. o Validate that all processes have been included in the test scripts o Validate that all critical testing points have been included Tyler Role:
Acceptance Criteria:
r The System Design Test Scripts outline test steps for all key processes relevant to the use of Tyler software and allow the City sufficient detail to see processes completed according to proposed design.
o The respective Tyler and City project team members have resolved all material content and/or quality issues.
o The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-09
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Deliverable Name: Change lmpact Report
Objective: Provide guidance on significant procedural impact points throughout the organization based on the outcome of the System Design Test and the City's process decisions.
Scope: All Departments impacted by the use of Tyler Software Format: MS Word
Outline: Tyler Change lmpact Report will contain:
o Overview of changed business process
o ldentification of impacted groups
o Change impact rating
o Timing for Change Management action
Participate in informal review of Change lmpact Report
Participate in formal review of Change lmpact Report
Review and accept DED-L0
City Role:
a
a
a
e Review outcome of System Design test, Tyler Best Practice Recommendations, Future State sessions
o Review change impact with Tyler Consultants
o Write Change lmpact Report
o Lead formal review of Change lmpact Report
Tyler Role:
The Change lmpact Report address all major areas of significant change that will have impact on the City's user group as they adopt their new processes and use Tyler software,
The respective Tyler and City project team members have resolved all material content and/or quality issues.
The deliverable is free of formatting and spelling errors. a
a
a
Acceptance Criteria
Deliverable Number: DED-10
Deliverable Name: System Design Document
Objective: To fully document the information flow from current state through future state to decisions; track the associated system settings based on the process decisions; capture screen shots of set up tables; maintain change control.
Scope: All modules covered under the Tyler Agreement
Format3 MS Excel
Deliverable Number: DED-11
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Outline: System Design Document will contain
r Current State
o Future State
o Settings
r Screen Shots
r Change Control
Provide responses to questions and make process decisions Validate that the document accurately reflects the City's answers and decisions Communicate changes to process decisions
Review and accept DED-L1
City Role:
a
o
a
a
Build the System Design Document incrementally through the Current & Future State process, add decisions following the System Design Test, complete the Settings Tab and validate correctness, capture screenshots
Review System Design Document with the City
Tyler Role:
o
a
Acceptance Criteria:
r The System Design Document will accurately reflect the system design at the time of delivery.
o The respective Tyler and City project team members have resolved all material content and/or quality issues.
o The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-11
Deliverable Name: Business Process lmprovement Report
Objective: To document the business process improvements and major adjustments resulting from business process redesign.
Scope: All modules covered under the Tyler Agreement
Format: MS Word
Deliverable Number: DED-12
Outline: Business Process lmprovement Report will contain:
o Overview
e Detail of Business Process lmprovements & Adjustments o Considerations
r Policies & Procedures
r Strategic Operating Plan
r Audits
r lnterfaces
o Conversions
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. Reporting
. Security
I Menu Security
I Functional Role Permissions
r Data Access Role Permissions
o WorkflowConsiderations
r lnternal Controls and Reconciliations
r DecentralizedProcessing
r Notes
Validate that the document accurately reflects the City's decisions Review and accept DED-12
City Role:
a
o
Write the Business Process lmprovement Report using the results from the System Design Test, the System Design Document, and the Change lmpact Report, and other analysis sessions as the basis for the information.
Review the Business Process lmprovement Report with the City Tyler Role:
a
a
Acceptance Criteria:
o The Business Process lmprovement Report accurately captures the design and the areas of significant improvement at the time of delivery.
e The respective Tyler and City project team members have resolved all material content and/or quality issues.
r The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-12
Deliverable Name: lmplementation Plan
Objective: Detailed plan for implementation of Tyler products based on decisions made during Assess & Define Stage.
Scope: All modules and associated services covered under the Tyler Agreement Format: MS Word
Deliverable Number: DED-13
Outline: lmplementation Plan will contain
o Conversion Plan
o lntegration Plan
o System Security Plan
o Testing Plan
o lnterface Plan
o Forms Plan
r System Build Plan
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Process Change Management Plana
Attend sessions to review plans
Review and accept DED-13
City Role:
a
a
Write the plans to accurately reflect the approach to implement all modules and services, meeting requirements as determined by the accepted Design Document Lead the review sessions with the City
Tyler Role:
a
a
Acceptance Criteria:
o The lmplementation Plan thoroughly covers the required details to implement the design and the areas of significant improvement at the time of delivery. r The respective Tyler and City project team members have resolved all material content and/or quality issues.
o The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-13
Deliverable Name: Process Manuals
Objective: Provide customized documents outlining process steps according to specific City design decisions.
Scope: All major processes in Tyler modules covered under the Agreement.
Format: MS Word
Outline: Process Manuals will follow the following structure o Objective
o Overview
o Prerequisites
o Procedure
r Results
o Other Modules lmpacted
o What's Next?
Test documents by completing processes in system
Notify Tyler of any corrections needed
Review and accept DED-l-4
City Role:
a
a
a
Deliverable Number: DED-14
Tyler Role:
o Write Process Documents to accurately reflect the specific requirements for the City according to the accepted Design Document,
Make needed corrections to manuals
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Acceptance Criteria:
o The Process Manuals accurately reflect the City's processes according to the accepted Design Document.
r The respective Tyler and City project team members have resolved all material content and/or quality issues.
o The deliverable is free of formatting and spelling errors, Deliverable Number: DED-14
Deliverable Name: End User Guides
Objective: Provide customized documents outlining simplified process steps for End User functions.
Scope: All major End User processes in Tyler modules covered under the Agreement.
Format: MS Word
Outline: End User Guides will follow the following structure o Process Name
o Process Steps
o Process Screen Shots (where beneficial)
Test documents by completing processes in system
Notify Tyler of any corrections needed
Review and accept DED-1"5
City Role:
a
a
a
Write End User Guides to accurately reflect the specific requirements for the City according to the accepted Design Document.
Make needed corrections to guides
Tyler Role:
a
a
Acceptance Criteria:
o The End User Guides accurately reflect the City's processes according to the accepted Design Document in a simple and easy to follow approach. r The respective Tyler and City project team members have resolved all material content and/or quality issues.
r The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-15
Deliverable Name: User Acceptance Test Scripts (UAT Scripts) Objective: Provide test scripts fortesting to ensure the system configuration and data willfunction as required once in a live environment.
Scope: All major processes in Tyler modules covered under the Agreement.
Deliverable Number: DED-16
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Format: MS Excel
Outline: UAT Scripts will follow the following structure o Test Case Name
o Test Case lD #
r Step #
. Step Description
r Data Entry (if any)
o Expected Results
r Outcome
I Pass
r Fail
r lncomplete
r Comments
o Retest Date
Review UAT scripts for thoroughness
Notify Tyler of any corrections needed
Review and accept DED-16
City Role:
a
a
a
Write UAT scripts to accurately reflect process and test the configuration and data entry process.
Make needed corrections to guides
Tyler Role:
a
a
Acceptance Criteria:
o The UAT Scripts accurately reflect the City's processes according to the accepted Design Document and provide sufficient detail to drive thorough acceptance testing. o The respective Tyler and City project team members have resolved all material content and/or quality issues.
r The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-15
Deliverable Name: Requirements Traceability Matrix (RTM) Obiective: Document founded on the Functional Requirements established by the City's RFP and Tyler's Proposal, tracing how requirements are met or disposed of throughout the design and test phases.
Scope: All Functional Requirements as responded to in Tyler's Proposal Format: MS Excel
Deliverable Number: DED-17
Outline: Requirement Traceability Matrix will contain TABS for:
o Functional Requirements by Process Area (columns in TAB listed below:) 139 I 1s7
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r FunctionalArea
I Req lD
r Description
r Relevant Business Module
r Process Level l-
I Process Level 2
r System Design Test Script lD
r Outcome
r Training Document lD
r UATTest Script lD
I Final Process Acceptance
Disposalsa
Participate in regular review of RTM and validation of updates Participate in formal review of final RTM
Review and accept DED-17
City Role:
a
a
a
a
a
a
Create and Maintain Requirement Traceability Matrix
Review RTM with the City
Lead formal review of final RTM
Tyler Role:
Acceptance Criteria:
o The Requirement Traceability Matrix contains all functional requirements, their associated disposition, how tested, documented, through final acceptance. o The respective Tyler and City project team members have resolved all material content andlor quality issues.
o The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-17
Deliverable Name: Readiness Assessment Report
Objective: Provide information related to the organization's preparedness for transitioning to new procedures, Tyler software, and the new business vision.
Scope: All functional and technical areas involved in the project.
Format: MS Excel or MS Word
Deliverable Number: DED-18
Outline: Readiness Assessment Report will contain:
r Training Assessment
o ProceduralAssessment
o Project Cutover Communication Assessment
o TransformationVisionAssessment
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o Technical Assessment
o CorrectiveAction Recommendations
Participate in formal review of Readiness Assessment Report Escalate areas that require additional attention to Steering Committee Review and accept DED-18
City Role:
a
a
a
o Conduct Readiness Assessment measurements
o Create Readiness Assessment Report
o Lead formal review of Readiness Assessment Report
Tyler Role:
Acceptance Criteria:
o The Readiness Assessment Report contains sufficient detail to allow the City to evaluate the organization's preparedness for moving into Production Cutover. o The respective Tyler and City project team members have resolved all material content and/or quality issues.
o The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-18
Deliverable Name: Production Cutover Plan
Objective: Detailed plan and task list outlining all activities leading up to production cutover. Provide cutover timelines to cease processing in legacy system, timeline for final data conversions, contingency processing plans, and instructions for decentralized departments.
Scope: All functional and technical areas involved in the project.
Format: MS Excel
Outline: Production Cutover Plan will contain
. Summary of Plan
r Cutover Checklist
I ltem lD
r Activity
r Owner
! Date Verified
r City Approval
r Notes Comments
Participate in development of Cutover Plan
Review and accept DED-19
City Role:
a
a
Deliverable Number: DED-L9
Tyler Role:
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a Create and Maintain Cutover Plan
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Review Cutover Plan with the Citya
Acceptance Criteria:
r The Cutover Plan outlines allactivities necessaryto successfully reach the cutover authorization milestone.
o The respective Tyler and City project team members have resolved all material content and/or quality issues.
o The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-19
Deliverable Name: Post Cutover Efficiency Evaluation Report Objective: Provide information related to the organization's adoption of new processes, identification of process flow congestion points, re-emergence of shadow systems, and the need for additional training, and adoption of transformation vision.
Scope: All functional and technical areas involved in the project.
Format: MS Excel
Outline: Post Cutover Efficiency Evaluation Report will contain o Project Goals vs Post Live State
. Approved Processes vs ln Practice Processes
o Tool Utilization vs Shadow Systems
o Areas of AdditionalProcess lmprovement
o Organizational Transformation Measurement
Participate in collection of data for development of Post Cutover Efficiency Evaluation Report
Escalate areas that require additional attention to Steering Committee Review and accept DED-20
City Role:
a
a
a
o Conduct Post Cutover Efficiency Evaluation assessments r Develop Post Cutover Efficiency Evaluation Report
o Lead formal review of Post Cutover Efficiency Evaluation Report Tyler Role:
Acceptance Criteria:
r The Post Cutover Efficiency Evaluation Report contains enough detail to provide the City with specific means to measure performance and identify areas of improvement. r The respective Tyler and City project team members have resolved all material content and/or quality issues.
o The deliverable is free of formatting and spelling errors.
Deliverable Number: DED-20
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Deliverable Name: Phase/Project Reconciliation Report
Objective: Provide written documentation and accounting of all services delivered, change orders, and reconciled project budget balance.
Scope: All services in the Agreement, including those added by Change Order Format: Microsoft Word or Microsoft Excel
Outline: The Phase/Project Reconciliation Report will contain the following key sections:
r Services used by type (lmplementation, Project Management, Conversions, etc.) r Services unused by scheduled or unscheduled
. Key Milestones
r GeneralGuidingPrinciples
r Signatures
Participate in a formal review of report
Review and accept DED-21.124
City Role:
a
a
o Conduct detailed accounting analysis of phase/project budget o Prepare DED-2I/24
o Review report with City
Tyler Role:
Acceptance Criteria:
o The Phase/Project Reconciliation Report accurately reflects the content discussed during development meetings
r The respective Tyler and City project team members have resolved all material content and/or quality issues.
o The deliverable is free of formatting and spelling errors, Deliverable Number: DED-21/ 24
Deliverable Name: Evolution Assessment Report
Objective: Provide a detailed assessment evaluating the success of completing the Evolution Plan and meeting expectations
Scope: All functional and technical areas involved in the project.
Format: MS Word
Deliverable N u mber: DED-22
Outline: Evolution Report will contain:
o Anticipated Benefits vs. Benefits Realized
o Benefits Realization Timeframe
I Baseline at current point in post live period
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r Expected duration of process
Outcomea
Participate in collection of data for development of Evolution Assessment Report Participate in a formal review of report
Review and accept DED-22
City Role:
a
a
a
o Conduct Evolution Assessment analysis
o Develop Evolution Assessment Report
o Lead formal review of Evolution Assessment Report
Tyler Role:
Acceptance Criteria:
o The Evolution Assessment Report contains enough detail to provide the City with specific means to measure achieved benefits.
o The respective Tyler and City project team members have resolved all material content and/or quality issues.
Deliverable Number: DED-22
Deliverable Name: ROI Assessment Report
Objective: Provide a Return on lnvestment (ROl) Report documenting key performance indicators from inception of ERP Project to close.
Scope: All functional and technical areas involved in the project Format: MS Word
Outline: ROI Assessment Report will contain information related to o Availability of lnformation
. lmproved Data Reliability
. lmproved Productivity/Efficiency
o lncreased lnteraction/lntegration
. lmproved lnteraction with Stakeholders
r Controls and Outputs for Compliance
r Better lnformed Decision Making
o Reduced lT Maintenance Cost
r Less Duplication of Effort
r Reduced Operating Costs
o Participate in collection of data for development of ROI Assessment Report o Participate in a formal review of report
r Review and accept DED-23
City Role:
Deliverable Number: DED-23
Tyler Role:
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o Conduct ROI Assessment analysis
o Develop ROlAssessment Report
r Lead formal review of ROI Assessment Report
Acceptance Criteria:
r The ROI Assessment Report contains enough detail to provide the City with specific means to measure Return on lnvestment in ERP Project.
o The respective Tyler and City projectteam members have resolved all material content andlor quality issues,
Deliverable Number: DED-23
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Aooendix2: List of Process Manuals and Maior Processes
Financials
L. Mururs GrrurRnl LroerR
Adding an Account
Adding a Rollup Code
Adding an Org Code
Adding a Segment Code
Deleting and Account
Exporting to Excel
Finding an Account
Updating a Journal Entry
Proofing a Journal Entry
Verifying Posted Journals
Generating a Recurring lournal
General Journal Approval
Maintaining Journal Details
Adding a Journal Entry
Creating a Journal Proof Report
Creating Journal lmport Templates
Modifying a Template
Completing an lmport
Scheduling an lmport
Viewing Account Details
Creating a YTD budget report
Create a trial balance report
lmport ASCII files
Using the Financial Command Center
2. Mururs Buoeer
o Generating a new budget projection
o Central Budget Entry
o Budget Entry Procedures
o Detail Entry Procedures
. Quick Entry Procedures
o Send Notification of Budget Changes
o Roll/Factor/Merge Projection
o Next Year Budget Entry
o Next Year Budget Report
r Add a budget transfer or amendment
o Budget Workflow Approval
o CreatinB Budget Scenarios
o Creating packages
o Budget Command Center
a
a
a
a
a
a
a
a
a
a
a
a
a
a
a
a
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3. Mur'rrs Accoururs Pavaslr
o Adding a new vendor
r lnvoice Entry
o Adding a Check Request
. Copylng a Check Request
r Deleting a Check Request
o Processing Workflow
o Reactivating Rejected Requests
o Updating a Check Request
o Viewing a Check Request
o Viewing Workflow for a Request
o Enter an invoice against a purchase order
r Enter an invoice against purchase order lines
o Create a recurring invoice
o Printing AP lnvoice Bar Code Labels
. AP Workflow Approval
r Post accounts payable invoices
o Cash Disbursements
o Printing Checks
o Creating an EFT electronic file
o Completing the Cash Disbursements Journal program
o Creating the positive pay file
o Modifying invoices
o Voiding AP checks
o CreatinB a list of vendor invoices
o Creating a Vendor Fiscal Year Summary report
. Using the lnvoice History by GL Account program
e Creating the lnvoice Aging Report
o Creating the lnvoice Open Report
o Processing general and 1099 Accounts Payable retainage amounts o Permanently retain AP retainage amounts
o Release AP retainage amounts to a vendor or to the IRS o Process contract retainage amounts
o Purchase Card Setup
o lmporting purchase card transactions
e Purchase card statement processing
o lnvoice Central
o Vendor Central
4. Murus Bro MnruneEMENr
o CreatinB a Bid Record
o Defining Bid Groups and ltems
o Adding Vendors to Bids
o Defining Requesting Departments
. Entering Requested Quantities
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. Bid Evaluations and Templates
o Assign Bid Evaluators
r Add Attachments and Define Bid Events
o Release a Bid for Proposals
o Create Bid Addenda
e Award Bids
o Convert a Bid
5. Murus CnpnalAssers
o Creating the Accounts Payable Asset List
o lmporting and creating capital asset records from accounts payable invoices or purchase orders
o Enter a capital asset
o Post a capital asset to the General Ledger
. Depreciating assets
o Changing the capitalization status
o RetirinB capital assets
o Completing the capital asset disposal process
o Modifying a capital asset
. lmporting a file to update fixed assets
o Transferring a capital asset
o Processing capital assets for year end
o Asset lnquiry
o Asset Lists
o Asset Worksheet
o Asset History by GL Account
o Asset Workflow Approvals
o Capital Assets Central
6. Mults Cnsu MnTAGEMENT
r Creating a new recurring cash flow template
o Updating Cash Flow Records from AP
o Completing the AP Cash Requirements Report
r Selecting ltems to Be Paid
o Paying lnvoices through EFT or Check
o Manually processing check reconciliation
o Voiding Checks
o CreatinB an AP Cash Disbursements Report
o lnterest Allocation Report
o Adjustments/Deposits Reconciliation
' Bank -':""#i"t,]'n""'
7. Muus CorumRcrs
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. Entering basic contracts
o Updating a contract converted from a bid
o CreatinB Contracts Using the Encumbered Accounts Enforcement Method o Creating a Contract Using the Not to Exceed Enforcement Method o CreatinB a Contract Using the Non-encumbered Accounts Enforcement Method o Creating a Contract Using the Amounts by Segments Enforcement Method o Contract Approvals
r Contract Change Orders
o Contract Progress Payments
o Contracts Central
8. Muus Pnorrcr& GnnrurAccoururrrue
o Creating a grant
o Grant reimbursement
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ds
o CreatinB a Project Master Record
o lmporting Projects
o Closing a Project
o Creating Funding Source Strings
o Creating an Expense String
o Project Budget Package Generation
o Project Budget Package Entry
o Project Budget Package Export
o Project Budget Package Posting
o Project Overhead Allocation Processing
o Project Revenue Allocation Processing
r Project Ledger lnquiry and Reporting
o Project Builder
o Workflow Approvals
9. Mutrtts PuRcHRsrrue
o Adding Vendors
o Requisition Entry
o Entering Vendor Quotes
. Requisition Approval
o RequisitionConversion
r PO Approval
r Purchase Order Posting and Printing/Distribution
o Purchase Order lnquiry and Reports
o Purchase Order Change Orders
o Change Order Approval
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. Posting Change Orders
o Purchase Order Receiving
o Purchase Order Quick Receipt
o Returning ltems after Entering a Receiving Record
r ltem Order Forms
o Purchase Order Central
10. M urus Accoururs RrcrrvRelr
o Applying a Payment to a General Bill
o Miscellaneous Cash Receipt Entry
o Finding and Reversing a Payment
o PostinB Payment Batches
' APPlying an NSF Fee
o Printing NSF Notices
o Refund Processing
o PostinB Lockbox Payment
o Accounts Receivable Payment lnquiry and Reports
o Customer Central
11. Murrls Geru rRRl Brr-r-lruc
o Entering and Maintaining Customers
o lnvoice Entry and Proof
r lnvoice Approvals
r PostinB lnvoices
o lmporting lnvoices
o Entering Recurring lnvoices
' APPlYing Credits
o APPlYing DePosits
o Printing lnvoices
r Assessing Late Fees
o Printing Statements
o Adjusting lnvoices
o lnquiry and Reports
. Payment Plan Processing
r Setting Up and Processing Loans
o Employee lnsurance Bills
r lnterdepartmentalBilling
o Customer Central
L2. CAFR Srnrerurrur ButorR
r Administration
o Developing CAFR Statements for a Year
o SettinB up CAFR Statement Builder
e Maintaining Agencies and Entities
o Preparing Data in Munis
. lmporting Accounts for an Entity
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HCM/Pavroll
L
o SettinB up CAFR Statement Builder Data
o Maintaining Funds
o Understanding Fund Groups
o Maintaining Accounts
o ldentifying Equity Accounts to Report
o SettinB Up Account Groups
o Setting Up to Report at the Function-Object Level
o Classifying Fund Balance and Net Position
o Restating Fund Equity and Net Position
. Entering Adjustments
o Reports and Templates
o Purging Data for a Year
o lmport File Specification
Mums Snnny & Brrurrr PRolecnorus
o Projection Start and Status
o Duplicating ExistingProjections
o Changing Projections
o ProjectionProcessing
r ModifyingBenefit/DeductionRates
o Projection PayType
o Projection Job Class
o Projection Salary Tables
r Projection Position Control
e ProjectionAllocation Maintenance
o Projection Employee Master
o Projection Employee Job/Salary
o Projections Employee Deduction/Benefits
r Projection Contract Changes
o Projection Step lncreases
o Projectlon Longevity and Experience Report
o Projection Salary Calculate
o Projection Benefit Calculate
o Post Projection Data to Budget
. Update Live Position Control
o Post Data to Payroll
r Projection/Actions Post to Live Data
o Next Year Planning
2. Mururs Huunru Rrsouncrs AND TALENT MRruRernnrrur
o EmployeeCertifications
o Employee Skills and Experience
o Employee Evaluations
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. Training Courses
o Training Course lmport
o Employee Training
r Employee Training lmport
r Employee Training Points
o Training Forecast Report
o Training Hours Completed Report
r Assigning Job Class or Position Requirements
r Professional Development Career Tracks
o Employee Professional Development Status
o Employee Professional Development Succession Plan
o ProfessionalDevelopmentReports
o Employee Accident and lnjury Processing
o Case Management
o Grievance/DisciplinaryAction Processing
o Employee Tasks
o EmployeeNotifications
o Evaluations Setup
o ESS Performance Evaluations
o Employee Evaluation Records
o HR Command Center
3. Mururs Prnsorururr Acrrorus
o Personnel Actions Setup
o Personnel Actions Rapid Entry
o Personnel Actions Entry - New Hire
o Pending Employee Master
. Employee Pay
o EmployeeDeductions/Benefits
o Employee Accruals
o Employee l-9 Tracking
o EmployeeCertifications
. Workflow Release
o Action Posting
o Personnel Action Entry - Employee Evaluations
o Personnel Action Entry - Job/Position Change
r Personnel Action Entry - Rehire/Reinstatement
r Personnel Action Entry - Termination/Separation
o Personnel Action Entry - Seniority Date or Adjusted Seniority Date o Actions History lnquiry
o Checklists
o On/Off Boarding Codes
4. Muus BeruErrr AovlrutsrnAroN
o Deduction and Benefit Master
o Employee Deductions and Benefits
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. Personnel Actions and Benefits Administration
o Benefits Enrollment
o Benefits Enrollment Setup Requirements
o Employee Self Service (ESS)Benefits Enrollment
o Deduction and Benefit Calc Codes
. Export to TPA
5. Tnrn ExecuTrur
o Creating and Saving Filters
o Using Filters
o Employee Clock ln/Clock Out*
o Timecard lnquiry*
o Timesheet Entry*
o Time-Off Requests*
o Hours Request*
o Time Approval
. Manage Time Off
o Manage Hours Request
o Employee Time Maintenance
o Time Balancing
o Reporting
6. Mut'rts PnYnou
r Payroll Start and Status
o Generating Payroll
r Moving Time Entry Data into the Payroll
o Payroll Earnings and Deductions
o Earnings and Deductions Proof
r Proof Reports
o Employee Update
o Printing Payroll Advices
Printing Payroll Checks
o Check Register and Positive Pay File
r Deduction Report
o GL Distribution Journal
o Detail State and Local Taxes Report
o Changing Payrolls
o Defining a Payroll Run for Time Entry Users
o Voiding a Payroll
o MiscellaneousPayrolls
o Payroll Time Entry
o Starting a Batch
o Daily Grid
o Multiple Employee Entry
o Time Entry Preferences
e lmporting Time Entry
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Time Entry lmport
Payrol I Vendor Processing
Proof Reports
Updating Vendors
Direct Deposit Register/Direct Deposit File
Posting to the General Ledger
Payroll Processing Setu p
Payroll Processing Errors
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Aooendix 3: Hardware Reouirements for 2020.3
Microsoft Windows PC Requirements
NOTE: Meeting the minimum PC requirements will ensure the Tyler applications will operate but will not guarantee performance. All performance and benchmark testlng ls done with PCs that meet (or exceedf the "recommended" hardware configuration.
Supported M lcrosoft Windows Operoting Systems
o 5tl-bit Wlndows 10
Required PC Software / Components
. Microsoft .NET Framework v4.7 (used with Tyter Cashiering) Supported Web Browsers
r Chrome (latest available verslon, auto updates enabled) recommended o Microsoft Edge (latest available version, auto updates enabled) r Firefox (latest avallable version, auto updates enabled) Supported Microsofto Offtce Versions
o Microsoft Office 2019
o Microsoft Offlce 2016
r Microsoft ffice 2013
. Microsoft Office 365
NOTE: Microsoft Office365 is a subscription-based version of the Office suite with several subscription plans offering various options. A subscription including the Office desktop version is required to take advantage of the following advanced Office integration with Munis:
o The Munis Next Year Budget Entry (NYBE) for Excel@ is a Microsoft Excel add-on allowing department managers and those responsible for maintaining budgets to enter budget levels and projected actuals for the preparation of next year's budget. Using a web service to the Munis Operating System At-bitwindows 10
Processor IntelCore i3 1.8 Ghz lntel Core i5 2.5+ Ghz prbette4 Memory 6 GB RAM 12+ GB
Dlsk Space 50 MB 2OO MB
Screen Resolution 1280 x 8fi) 1920 x 1080
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application, this add-on allows users to download, modify and upload budgetary information directly from Microsoft Excel without ever opening a Munis application screen.
Microsoft Excel desktop client is required to create connections with Munis Data Cubes and is recommended to view these reports. SharePoint Excel Services, which requires Microsoft SharePoint Enterprise, can be used as an alternative to view these reports.
Microsoft Word desktop client is required to create templates for Munis Mail-Merge fu nctiona lity.
Microsoft Excel and Word@ desktop clients are also recommended for Export to Excel and Export to Word functionality, however users can save these exports and open in any application compatible with these formats (e.g. Excel Online, Google Sheets).
Munis can use most email services to send email notifications. Microsoft Exchange is required for the following advanced functionality:
o Automated scheduling in areas such as Scheduler Central for Permitting, Work Orders and Utility Service Orders as well as Work Order Facilities room reservations o Appointment creation on records directly in Munis applications Email services included with Office365, also known as Exchange Online, is also supported. Exchange Online must be integrated with the same on-premises Active Directory environment used with Munis More information on Office365 subscription plans can be found here: http://products.office.com/en- us/busi ness/com pa re-office-365-for-busi ness-pla ns
Retirement Notice: The Genero Desktop Client (GDC) has Retired with Munis Version 2019.1 Both the FourJs Genero Desktop Client and the Tyler SaaS SSO Client are retired. All Munis applications are launched as web applications via Tyler Hub (formerly Tyler Dashboard). For more information, please review the information in Tvler Communitv. a
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Appendix 4: Koa Hills Statement of Work
Koa Hills SOWs follow this page
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Statement of Work
Tyler Technalogies
Prepared for:
Oty of Fresno
2600 Fresno Street, Fresno, CA 9372L-3601
Prepared by:
Kathryn Morrllly
One Tyler Drive, Yarmouth, ME 04096
Tyler Technologies, lnc.
www,tylertech.com
Revised:8/13/2020 gttilP"[-,
Table of Contents
L. ExecutiveSummary............
L.L ProjectOverview...
L2 Product Summary .....
1.3 Project Timeline
1.4 Project Methodology Overview
2.L ClientGovernance...
z.t.L Client Project Manager
2.L.2 SteeringCommittee....,
2.L.3 Executive Sponsor(s)
2.2 TylerGovernance......
2.2.7 Tyler Project Manager
2.2.2 TylerlmplementationManagement.............
2.2.3 TylerExecutiveManagement..............
2.3 Acceptance and Acknowledgment Process .
3. Overall Project Assumptions
3.1 Project, ResourcesandScheduling...............
3.2 DataConversion...,..........
3.3 Data Exchanges, Modifications, Forms and Reports
3.4 HardwareandSoftware.............
3.5 Education
4. lmplementationStages.....
4.7 Work Breakdown Structure (WBS)
tl lnitiate & Plan (Staee 1)....
1.1.1. Tyler lnternal Coordination & Planning
1.1,.2 SystemlnfrastructurePlanning...
1.1.3 Project/Phase Planning
t.L.4 Project Schedule
E....,.... J
5 6
..........6
2. Project Governance 8
8 8
8 9
9 9
9 .9
TL
TL
13 .........14
..........L4
..........16
..16
L4
18 19
...........18
............20
,.',,,.'''',21
........22
.............5
..............9
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1.L.5 StakeholderPresentation.,.
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1.1.6 Control Point 1: lnitiate & Plan Stage Acceptance. t.2 Assess & Define (Stage 2)...
1.2.L FundamentalsReview....
L.2.2 Current/FutureStateAnalysis.......
t.2.3 Data Conversion Planning & Mapping
4.1,.7 Standard 3rd Party Data Exchange Planning..
1.2.4 Modification Analysis & Specification, if contracted t.2.5 Forms & Reports Planning
1.2.6 SystemDeployment.....
L.2.7 Control Point 2: Assess & Define Stage Acceptance....
1.3 Build & Validate (Stage 3) ...
1.3.1 Configuration&PowerUserTrainin9.........................
1.3,2 Data Conversion & Validation...
1.3.3 Standard 3rd Party Data Exchange Validation..
7.3.4 Modification Delivery & Validation, if contracted .....
1.3.5 Forms & Reports Validation
1.3.6 Control Point 3: Build & Validate Stage Acceptance..........
1.4 Final Testing & Training (Stage 4)
L.4.L Cutover Planning
t.4.2 User Acceptance Testing (UAT)..
1.5.4 Schedule Post-Production Services, if applicable
L.5.5 Control Point 5: Production Cutover Stage Acceptance.....
1.6 Phase/Project Closure (Stage 6)......
2 RolesandResponsibilities.........
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'','....,..24
.....33
23 24
26 28
31 33
39 46
............25
..................... 27
',,,',,''...'......... 29
............,.... 30
..........34
..35
..36
'''',,37
..38
...........39
...........40
1.4.3 End User Training...... 41
L.4.4 Control Point 4: Final Testing & Training Stage Acceptance........... ................42
1.5 ProductionCutover(Stage5)................. 43
L.5.1 Final Data Conversion, if applicable ....,............43 L.5.2 Production Processing & Assistance 44
1.5.3 Transition to Tyler Support .............45
..............47
.....48
.....48I.6.1 Close Phase/Project
1.6.2 Control Point 6: Phase/Project Closure Stage Acceptance.....,.... ...................49 ................... 50
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2.1 Tyler Roles and Responsibilities s0
2.L.t Tyler Executive Management 50
2.L.2 TylerlmplementationManagement 50
2.1,.3 Tyler Project Manager..... 5L
2.L.4 TylerlmplementationConsultant 52
2.1.5 Tyler Sales 52
2.7.6 Tyler Software Support..... 53
2.2 Cityof FresnoRolesand Responsibi1ities.............,........... 53
2.2.t City of Fresno Executive Sponsor....... 53
2.2.2 City of Fresno Steering Committee. 53
2.2.3 City of Fresno Project Manager 54
2.2,4 City of Fresno Functional Leads 55
2.2.5 City of Fresno Power Users.......... .......5G
2.2.6 City of Fresno End Users s6
2.2.7 City of Fresno Technical Support ......
2.2.8 City of Fresno Upgrade Coordinator.
5. Munis Conversion Summary
5.L Utility Billing .........
5.2 Utility Billing-Flat lnventory/Containers.......
5.3 Utility Billing -Service Orders.....
5.4 Utility Billing -Balance Forward AR....
5.5 UtilityBilling-ConsumptionHistory........
5.6 Utility Billing -Services....
6 Glossary...
2.2.9 City of Fresno Project Toolset Coordinator .............57
2.2.10 City of Fresno Change Management Lead '....'.,,',.,.57 55 56
58 58
58 s8
58 58
58 59
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t. Executive Summary
Lt Project Overview
The Statement of Work (SOW) documents the Project Scope, methodology, roles and responsibiliiies, implementation Stages, and deliverables for the implementation of Tyler products.
The Project goals are to offer City of Fresno the opportunity to make the City of Fresno more accessible and responsive to externaland internalcustomer needs and more efficient in its operations through:
o streamlining, automating, and integrating business processes and practices o Providing tools to produce and access information in a real-time environment o Enabling and empowering users to become more efficient, productive and responsive o Successfully overcoming current challenges and meeting future goals t,2 Product Summary
t utility Billing o UtilitV Billing
o Utility Billing lnterface
o Tyler Cashiering
o Central Property
o Citizen Self Service
As
defined in
the
As
defined in
the
Phase
FunctionalAreas Modules Start
Date
Go Live
Date
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r Tyler Notify
o Tyler GIS
r Tyler Reporting (multi-phased)
o Tyler Content Manager (multi-
phased)
project
plan
project
plan
1.3 Project Timeline
The Project Timeline establishes a start and end date for each Phase of the Project. Developed during the lnitiate & Plan Stage and revised as mutually agreed to, if needed, the timeline accounts for resource availability, business goals, size and complexity of the Project, and task duration requirements.
1.4 Project Methodology Overview
Tyler bases its implementation methodology on the Project Management lnstitute's (PMl) Process Groups (lnitiating, Planning, Executing, Monitoring & Controlling, and Closing). Using this model, Tyler developed a 6-stage process specifically designed to focus on critical project success measurement factors. 6/6t
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Tailored specifically for Tyle/s public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to Scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the City of Fresno's complexity, and organizational needs. 7 /6!
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2. Project Governance
The purpose of this section is to define the resources required to adequately establish the business needs, objectives, and priorities for the Project; communicate the goals to other project participants; and provide support and guidance to accomplish these goals. Project governance also defines the structure for issue escalation and resolution, Change Control review and authority, and organizational Change Ma nagement activities.
The preliminarygovernance structure establishes a clear escalation path when issues and risks require escalation above the project manager level. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the lnitiate & Plan Stage.
The path below illustrates an overall team perspective where Tyler and the City of Fresno collaborate to resolve project challenges according to defined escalation paths. ln the event project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the City of Fresno steering committee become the escalation points to triage responses prior to escalation to the City of Fresno and Tyler executive sponsors. As part of the escalation process, each project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The City of Fresno and Tyler executive sponsors serve as the final escalation point.
2.1 Client Governance
Depending on the City of Fresno's organizational structure and size, the following governance roles may be filled by one or more people:
z.L.t Client Project Manager
The City of Fresno's project manager(s) coordinate project team members, subject matter experts, and the overall implementation schedule and serves as the primary point of contact with Tyler. The City of Fresno project manager(s) will be responsible for reporting to the City of Fresno steering committee and determining appropriate escalation points.
2.L.2 Steering Committee
The City of Fresno steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation of the Project's value throughout the organization. Oversees the City of Fresno project manager(s) and the Project and through participation in regular internal meetings, the City of Fresno steering committee remains updated on all project progress, project decisions, and achievement of project milestones. The City of Fresno steering committee also provides support to the City of Fresno project manager(s) by communicating the importance of the Project to all impacted departments. The City of Fresno steering committee is responsible for ensuring the Project has appropriate resources, provides strategic direction to the project team, for making timely decisions on critical project issues or policy decisions. The City of Fresno steering committee also serves as primary level of issue resolution for the Project.
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2.L.3 Executive Sponsor(s)
The City of Fresno's executive sponsor provides support to the Project by allocating resources, providing strategic direction, and communicating key issues about the Project and the Project's overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated project issues. The executive sponsorengages in the Project, as needed, in orderto provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day project activities. The executive sponsor empowers the City of Fresno steering committee, project manager(s), and functional leads to make critical business decisions for the City of Fresno.
2.2 Tyler Governance
2.2.I Tyler Project Manager
The Tyler project manager(s) have direct involvement with the Project and coordinates Tyler project team members, subject matter experts, the overall implementation schedule, and serves as the primary point of contact with the City of Fresno. As requested by the City of Fresno, the Tyler project manager(s) provide regular updates to the City of Fresno's steering committee and other Tyler governance members.
2.2.2 Tyler I mplementation Management
Tyler implementation management has indirect involvement with the Project and is part of the Tyler escalation process. Tyler project manager(s) consult implementation management on issues and outstanding decisions critical to the Project. lmplementation management works toward a solution with the Tyler project manager(s) or with the City of Fresno management, as appropriate. Tyler executive management is the escalation point for any issues not resolved at this level. The name(s) and contact information for this resource will be provided and available to the project team.
2.2.3 Tyler Executive Management
Tyler executive management has indirect involvement with the Project and is part of the Tyler escalation process. This team member offers additional support to the project team and collaborates with other Tyler department managers, as needed, in order to escalate and facilitate implementation project tasks and decisions. The name(s) and contact information for this resource will be provided and available to the project team.
2.3 Acceptance and Acknowledgment Process
All Deliverables and Control Points must be accepted or acknowledged following the process below.
Acceptance requires a formal sign-off while acknowledgement may be provided without formal sign-off at the time of delivery. The following process will be used for accepting or acknowledging Deliverables and Control Points:
The City of Fresno shall have five (5) business days from the date of delivery, or as otherwise mutually agreed upon by the parties in writing, to accept or acknowledge each Deliverable or Control Point. lf the City of Fresno does not provide acceptance or acknowledgement within five a
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(5) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Tyler deems the Deliverable or Control Point as accepted. lf the City of Fresno does not agree the particular Deliverable or Control Point meets requirements, the City of Fresno shall notifu Tyler project manager(s), in writing, with reasoning within five (5) business days, or the otherwise agreed-upon timeframe, not to be unreasonably withheld, of receipt of the Deliverable.
Tyler shall address any deficiencies and redeliver the Deliverable or Control Point. The City of Fresno shall then have two (2) business days from receipt of the redelivered Deliverable or Control Point to accept or again submit written notification of reasons for rejecting the milestone. lf the City of Fresno does not provide acceptance or acknowledgement within two (2) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Tyler deems the Deliverable or Control Point as accepted.
r0/61
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3. Overall Project Assumptions
3.1 Project, Resources and Scheduling
r Project activities will begin after the Agreement has been fully executed The City of Fresno has the ability to allocate additional internal resources if needed. The City of Fresno also ensures the alignment of their budget and Scope expectations.
The City of Fresno and Tyler ensure that the assigned resources are available, they buy-into the change process, and they possess the required business knowledge to complete their assigned tasks successfully. Should there be a change in resources, the replacement resource should have a comparable level of availability, buy-in, and knowledge.
Tyler and City of Fresno provide adequate resources to support the efforts to complete the Project as scheduled and within the constraints of the Project budget.
Abbreviated timelines and overlapped Phases can result in Project delays if there are not sufficient resources assigned to complete all required work as scheduled.
Changes to Project Plan, availability of resources or changes in Scope may result in schedule delays, which may result in additional charges to the Project.
Tyler provides a written agenda and notice of any prerequisites to the City of Fresno project manager(s)ten (L0) business days priorto any scheduled on site or remote sessions.
Tyler provides notice of any prerequisites to the City of Fresno project manager(s) a minimum of ten (10) business days prior to any key deliverable due dates.
City of Fresno users' complete prerequisites prior to applicable scheduled activities Tyler provides guidance for configuration and processing options available within the Tyler software. The City of Fresno is responsible for making decisions based on the options available 50/50 I mplementation Consulta nt/City Workload assum ptions a
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Data Conversions
Data lnterfaces (using
import/export)
System Design & Configuration
Testing
Security
Workflow
Reports
City will be responsible for
extracting and cleansing data
from the legacy system,
creating
crosswalks/mappings,
loading conversion file to
Munis environment,
validating converted data.
City will be responsible for
extracting data from the
legacy system, assisting to
define crosswal ks/mappings,
assisting with validating of
imported data.
Assist with the development of
report specifications, test report
and provide feedback.
Assist with the development of
workflow specifications, create
50% of workflows in Munis, test
workflows and provide
feedback.
Assist in defining user
permissions, setup 50% of
security roles in Munis, test
setup and provide feedback.
Provide current business
process information and
respond to questions related to
new system setup, configure
50% of codes in Munis.
Test system configuration,
docu ment findings/results, and
: Prepare data in required data
conversion format, apply
mapping/business rules,
create conversion file and
, deliver to City.
Define process for extracting
data from one system and
mapping it to the required
import format, prepare
import in required format,
test import with City, and
adjust interface
mappings/program as
necessary until correct.
Analyze report needs and
provide comparable report
options in Munis. Assist in
determining what reports
would require custom
development and assist with
' specification development.
Work with City to define
specifications for reports,
Work with City to define
flowcharts for each workflow
process, create 50% ot
workflows in Munis, and assist
with adjusting workflows based
on City feedback.
, Work with City to define
security roles and permissions,
setup 50% of security roles in
Munis, assist with adjusting
security based on City feedback.
Work with City to obtain
necessary information, setup
and configure50%of codes in
Munis based on City needs,
docu ment configuration
decisions.
Assist with adjusting system
configuration based on
12I6L
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Test Scripts
Core Training
communicate necessary
changes to Tyler.
Customize baseline test scripts,
perform testing based on test
scripts, document
findings/results, and
communicate necessary
changes to Tyler.
feedback from City, respond to
City questions related to
testing,
Provide baseline test scripts
that the City can customize
based on scenarios they desire
to test. Assist with testing and
documentation of findings,
assist with adjusting system
configuration based on
feedback from City.
Conduct training for the City's
' core project team.
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Attend training.
ln the event the City of Fresno may elect to add andlor modify current business policies during the course of this Project such policy changes are solely the City of Fresno's responsibility to define, document, and implement.
The City of Fresno makes timely Project related decisions in order to achieve scheduled due dates on tasks and prepare for subsequent training sessions. Decisions left unmade may affect the schedule, as each analysis and implementation session builds on the decisions made in prior sessions.
a
Tyler considers additional services out of Scope and requires additional time and costs be requested via Change Request approved through the Change Control process.
The City of Fresno will respond to information requests in a comprehensive and timely manner, in accordance with the Project Plan.
3.2 Data Conversion
The City of Fresno is readily able to produce the data files needed for conversion from the Legacy System in order to provide them to Tyler on the specified due date(s).
Each Legacy System data file submitted for conversion includes all associated records in a single approved file layout.
The City of Fresno understands the Legacy System data extract(s) must be provided to Tyler in the same format each time unless changes are mutually agreed upon in advance. lf not, negative impacts to the schedule, budget, and resource availability may occur andlor data in the new system may be incorrect.
During this process, the City of Fresno may need to correct data scenarios in the Legacy System prior to the final data pull. This is a complex activity and requires due diligence by the City of a
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13161
tyle1.
Fresno to ensure all data pulled includes all required data and the Tyler system contains properly mapped data.
3.3 Data Exchanges, Modifications, Forms and Reports
r The City of Fresno ensures the 3rd party data received conforms to a Tyler standard format, o The 3rd party possesses the knowledge of how to program their portion of the interaction and understands how to manipulate the data received.
o Client is on a supported, compatible version of the 3'd party software or Tyler standard Data Exchange tools may not be available.
The City of Fresno is willing to make reasonable business process changes rather than expecting the product to conform to every aspect oftheir current system/process.
Any Modification requests not expressly stated in the contract are out of Scope, Modifications requested after contract signing have the potential to change cost, Scope, schedule, and production dates for project Phases. Modification requests not in Scope must follow the Project Cha nge Request process.
3.4 Hardware and Software
Tyler will initially lnstall the most current generally available version of the purchased Tyler software.
The City of Fresno will provide network access for Tyler modules, printers, and lnternet access to all applicable City of Fresno and Tyler project staff.
The City of Fresno has in place all hardware, software, and technical infrastructure necessary to support the Project.
The City of Fresno's system hardware and software meet Tyler standards to ensure sufficient speed and operability of Tyler software. Tyler will not support use of software if the City of Fresno does not meet minimum standards of Tyle/s published specifications.
3.5 Education
Throughout the Project lifecycle, the City of Fresno provides a training room for Tyler staff to transfer knowledge to the City of Fresno's resources, for both onsite and remote sessions. The City of Fresno will provide staff with a location to practice what they have learned without distraction. lf Phases overlap, the City of Fresno will provide multiple training facilities to allow for independent sessions scheduling without conflict.
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The training room is set up in a classroom setting. The City of Fresno determines the number of workstations in the room. Tyler recommends every person attending a scheduled session with a Tyler Consultant or Trainer have their own workstation. However, Tyler requires there be no more than two (2) people at a given workstation.
The City of Fresno provides a workstation which connects to the Tyler system for the Tyler trainer conducting the session. The computer connects to a City of Fresno provided projector, allowing all attendees the ability to actively engage in the training session.
The City of Fresno testing database contains the Tyler software version required for delivery of the Modification prior to the scheduled delivery date for testing.
The City of Fresno is responsible for verifying the performance of the Modification as defined by the specification.
Users performing user acceptance testing (UAT) have attended allapplicable training sessions prior to performing UAT.
ts /61
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4. lmplementationStages
4.L Work Breakdown Structure (WBS)
The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called "Stages" and the second level components are called "work packages." The work packages, shown below each Stage, contain the high-level work to be done. The detailed Project Plan, developed during lnitiate & Plan and finalized during Assess & Define, will list the tasks to be completed within each work package. Each Stage ends with a "Control Point", confirming the work performed during that Stage of the Project. 16 /6r
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1.1.5 Control Point 1: lnitiate & Plan Stage Acceptance Acceptance criteria for this Stage includes completion of all criteria listed below. Advancement to the Assess & Define Stage is dependent upon Tyler's receipt of the Stage Acceptance.
1.1.6.1 lnitiate & Plan Stage Deliverables
a
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lmplementation Management Plan
o Objective: Update and deliver baseline management plans to reflect the approach to the City of Fresno's Project.
o Scope: The lmplementation Management addresses how communication, quality control, risks/issues, resources and schedules, and Software Upgrades (if applicable) will be managed throughout the lifecycle of the Project.
o Acceptance criteria: City of Fresno reviews and acknowledges receipt of lmplementation Management Plan.
Project Plan/Schedule
o Objective: Provide a comprehensive list of tasks, timelines and assignments related to the Deliverables of the Project.
o Scope: Task list, assignments and due dates
o Acceptance criteria: City of Fresno acceptance of schedule based on City of Fresno resource availability and Project budget and goals.
t.t.6.2lnitiate & Plan Stage Acceptance Criteria
r Hardware lnstalled
r System infrastructure audit complete and verified
. lmplementation Management Plan delivered
o Project Plan/Schedule delivered; dates confirmed
o StakeholderPresentationcomplete
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!.2.7 Control Point 2: Assess & Define Stage Acceptance Acceptance criteria for this Stage includes completion of all criteria listed below. Advancement to the Build & Validate Stage is dependent upon Tyler's receipt of the Stage Acceptance.
1.2"7.IAssess & Define Stage Deliverables
Completed a na lysis QuestionnaireO
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Data conversion summary and specification documents
o Objective: Define data conversion approach and strategy. o Scope: Data conversion approach defined, data extract strategy, conversion and reconciliation strategy.
o Acceptance criteria: Data conversion document(s) delivered to the City of Fresno, reflecting complete and accurate conversion decisions.
Modification specification documents, if contracted
o Objective: Provide comprehensive outline of identified gaps, and how the modified program meets the City of Fresno's needs.
o Scope: Design solution for Modification.
o Acceptance criterla: City of Fresno accepts Modified Specification Document(s) and agrees that the proposed solution meets their requirements.
Completed Forms options and/or packages
o Objective: Provide specifications for each City of Fresno in Scope form, Report and output requirements.
o Scope: Complete Forms package(s) included in agreement and identify Report needs. o Acceptance criteria: ldentify Forms choices and receive supporting documentation.
I nsta llation checklist
o Objective: lnstallation of purchased Tyler software.
o Scope:Tyler will conduct an initial coordination call, perform an installation of the software included in the Agreement, conduct follow up to ensure all tasks are complete, and complete server system administration training, unless the City of Fresno is hosted. o Acceptance criteria: Tyler software is successfully installed and available to authorized users, City of Fresno team members are trained on applicable system administration tasks.
1.2.7.2 Assess & Define Stage Acceptance Criteria
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1.3.6.1 Build & Validate Stage Deliverables
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Data conversion verification document
o Objective: Provide instructions to the City of Fresno to verify converted data for accuracy o Scope: Provide self-guided instructions to verify specific data components in Tyler system.
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lnstallation of Modifications on the City of Fresno's server(s) xexcept for hosted Clients o Objective: Deliver Modification(s) in Tyler software. o Scope: Program for Modification is complete and available in Tyler software, Modification testing.
o Acceptance criteria: Delivery of Modification(s) results in objectives described in the City of Fresno-signed specification.
Standard Forms & Reports Delivered
o Objective: Provide Standard Forms & Reports for review. o Scope: lnstallation of all Standard Forms & Reports included in the Agreement. o Acceptance criteria: Standard Forms & Reports available in Tyler software for testing in Stage 4.
t.3,6.2 Build & Validate Stage Acceptance Criteria
Application configuration completed.
Standard Forms & Reports delivered and available for testing in Stage 4.
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Standard 3'd party Data Exchange training provided.
Modifications delivered and available for testing in Stage 4, The City of Fresno and Tyler have done a review of primary configuration areas to Validate completeness and readiness for testing and acceptance in Stage 4. a
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L.4.4.L FinalTesting & Training Stage Deliverables
a Production Cutover checklist
Objective: Provide a detailed checklist outlining tasks necessary for production Cutover Scope: Dates forfinal conversion, date(s) to cease system processing in LegacySystem, date(s) for first processing in Tyler system, contingency plan for processing.
Acceptance criteria: Definition of all pre-production tasks, assignment of owners and establishment of due dates.
a User Acceptance Test Plan
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o Scope: Testing steps for Standard business processes. o Acceptance criteria: Testing steps have been provided for Standard business processes.
1.4.4.2 FinalTesting & Training Stage Acceptance Criteria Production Cutover Checklist delivered and reviewed.
Modification(s) tested and accepted, if applicable.
Standard 3'd party Data Exchange programs tested and accepted Standard Forms & Reports tested and accepted,
User acceptance testing completed.
End User training completed.
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1. 5.5. L Frod uction Cutover Stage Del iverables
Final data conversion, if applicable
o Objective: Ensure (in Scope) Legacy System data is available in Tyler software in prepa ration for production processing.
o Scope: Final passes of all conversions completed in this Phase. o Acceptance criteria: Data is available in production environment.
Support transition documentsa
o Objective: Define strategy for on-going Tyler support. o Scope: Define support strategy for day-to-day processing, conference call with City of Fresno Project Manager(s) and Tyler support team, define roles and responsibilities, define methods for contacting support.
o Acceptance criteria:the City of Fresno receives tools to contact support and understands proper support procedures.
1.5.5.2 Production Cutover Stage Acceptance Criteria
Final data conversion(s) delivered.
Processing is being done in Tyler production.
Transition to Tyler support is completed.
Post-live services have been scheduled, if applicable.
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L.6.2.t Phase/Project Clos u re Stage Del iverables
Phase/Project reconciliation report
o Objective: Provide comparison of contract Scope and Project budget. o Scope: Contract Scope versus actual, analysis of services provided and remaining budget, identify any necessary Change Requests or Project activity. o Acceptance criteria:Acceptance of services and budget analysis and plan forchanges, if needed.
1.6.2.2 Phase/Project Closure Stage Acceptance Criteria Outstanding Phase or Project activities have been documented and assigned Phase/final Project budget has been reconciled.
Tyler Deliverables for the Phase/Project are complete.
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2 Roles and Responsibilities
2.1 Tyler Roles and Responsibilities
Tyler assigns project manager(s) prior to the start of each Phase of the Project. The project manager(s) assign additionalTyler resources as the schedule develops and as needs arise. One person mayfill multiple project roles.
z.L.L Tyler Executive Management
o Provides clear direction for Tyler staff on executing on the Project Deliverables to align with satisfying the City of Fresno's overall organizational strategy. o Authorizes required project resources.
o Resolves all decisions and/or issues not resolved at the implementation management levelas part of the escalation process.
r Offers additional support to the project team and is able to work with other Tyler department managers in order to escalate and facilitate implementation project tasks and decisions. r Acts as the counterpart to the City of Fresno's executive sponsor.
2.t.2 Tyler lmplementation Management
r Acts as the counterpart to the City of Fresno steering committee. r Assigns initial Tyler project personnel.
r Works to resolve all decisions andlor issues not resolved at the Project Management level as part of the escalation process.
o Attends City of Fresno steering committee meetings as necessary. r Provides support for the project team.
o Provides management support for the Project to ensure it is staffed appropriately and staff have necessary resources.
o Monitors project progress including progress towards agreed upon goals and objectives.
Name Title Contact Commitment
Jen Turgeon VP of lmplementation i e n n ife r.tu rgeo n @tvle rtec h. com As needed Chris Webster President of ERP Division ris.webste lertech As Needed so I 61.
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Name Title Contact Commitment
Brian Bouchard lmplementation Manager -
Utility Billing
Bria n. boucha rd @Wlertech.com As Needed
Kathryn Morrilly lmplementation Director -
Revenue
Kath rvn. Morril [email protected] As Needed
Carrie Giesy Sr. lmplementation Director ca [email protected] As Needed
2.L.3 Tyler Project Manager
The Tyler project manager(s) provides oversight of the Project, coordination of resources between departments, management of the project budget and schedule, effective risk and issue management, and is the primary point of contact for all Project related items, The 50% Dedicated Munis Project Manager will allocate 20 hours/week to the project. Additionally, the Munis Project Manager will be on-site 2 days per month, including Project Planning, the Kick-Off (Stakeholde r Presentation) meeting and Steering Committee meetings. a Contract Management
o Validates contract compliance throughout the Project. o Ensures Deliverables meet contract requirements.
o Acts as primary point of contact for all contract and invoicing questions. o Prepares and presents contract milestone signoffs foracceptance by City of Fresno project manager(s).
o Coordinates Change Requests, if needed, to ensure proper Scope and budgetary compliance Planninga
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o Update and deliver lmplementation Management Plan.
o Defines project tasks and resource requirements.
o Develops initial project schedule and full scale Project Plan. o Collaborates with City of Fresno project manager(s) to plan and schedule project timelines to achieve on-time implementation.
lmplementation Management
o Tightly manages Scope and budget of Project; establishes process and approval matrix with the City of Fresno to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.
o Establishes and manages a schedule and resource plan that properly supports the Project Plan that is also in balance with Scope/budget.
o Establishes risk/issue tracking/reporting process between the City of Fresno and Tyler and takes all necessary steps to proactively mitigate these items or communicates with transparency to the City of Fresno any items that may impact the outcomes of the Project. sL/6t
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o Collaborates with the City of Fresno's project manager(s) to establish key business drivers and success indicators that will help to govern project activities and key decisions to ensure a quality outcome of the project.
o Sets a routine communication plan that will aide all project team members, of both the City of Fresno and Tyler, in understanding the goals, objectives, current status and health of the project.
Team Management
o Acts as liaison between project team and Tyler manager(s). o ldentifies and coordinates allTyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing. o Provides direction and support to project team.
o Builds partnerships among the various stakeholders, negotiating authority to move the Project forward.
o Manages the appropriate assignment and timely completion of tasks as defined in the Project PIan, task list, and Production Cutover Checklist.
o Assesses team performance and adjusts as necessary.
o lnterfaces closely with Tyler developers to coordinate program Modification activities. o Coordinates within Scope 3'd party providers to align activities with ongoing project tasks.
2.I.4 Tyler lmplementation Consultant
o Completes tasks as assigned by the Tyler project manager(s). r Performs problem solving and troubleshooting.
r Follows up on issues identified during sessions.
o Documents activities for on site services performed by Tyler. r Provides conversion Validation and error resolution assistance. r Recommends guidance for testing Forms and Reports.
o Tests software functionality with the City of Fresno following configuration. r Assists during Production Cutover process and provides production support until the City of Fresno transitions to Tyler Support.
o Provides product related education.
o Effectively facilitates training sessions and discussions with City of Fresno and Tyler staff to ensure adequate discussion of the appropriate agenda topics during the allotted time. o Conducts training (configuration, process, conversion Validation) for Power Users and the City of Fresno's designated trainers for End Users.
o Clearly documents homework tasks with specific due dates and owners, supporting and reconciling with the final Project Plan.
r Keeps Tyler project manager(s) proactively apprised of any and all issues which may result in the need for additionaltraining, change in schedule, change in process decisions, or which have the potential to adversely impact the success of the Project prior to taking action.
2.L.5 Tyler Sales
o Provide sales background information to lmplementation during Project initiation. . Support Sales transition to lmplementation.
o Provide historical information, as needed, throughout implementation. a
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2.L.6 Tyler Software Support
o Manages incoming client issues via phone, email, and online customer incident portal. o Documents and prioritizes issues in Tyler's Customer Relationship Management (CRM) system e Provides issue analysis and general product guidance. r Tracks issues and tickets to timely and effective resolution. c ldentifies options for resolving reported issues.
o Reports and escalates defects to Tyler Development.
o Communicates with the City of Fresno on the status and resolution of reported issues.
2.2 City of Fresno Roles and Responsibilities
City of Fresno resources will be assigned prior to the start of each Phase of the project. One person may be assigned to multiple project roles.
2.2.L City of Fresno Executive Sponsor
o Provides clear direction forthe Project and howthe Project applies to the organization's overall strategy.
r Champions the Project at the executive level to secure buy-in. r Authorizes required Project resources.
o Resolves all decisions and/or issues not resolved at the City of Fresno steering committee level as part of the escalation process.
r Actively participates in organizational change communications.
2.2.2 City of Fresno Steering Committee
o Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.
r Attends all scheduled steering committee meetings.
o Provides support for the project team,
r Assists with communicating key project messages throughout the organization. r Prioritizes the project within the organization.
o Provides management support for the project to ensure it is staffed appropriately and staff have necessary resources.
o Monitors project progress including progress towards agreed upon goals and objectives. r Has the authority to approve or deny changes impacting the following areas:
o Cost
o Scope
o Schedule
o Project Goals
o City of Fresno Policies
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2.2.3 City of Fresno Project Manager
The City of Fresno shall assign project manager(s) prior to the start of this Project with overall responsibility and authority to make decisions related to project Scope, scheduling, and task assignment, and communicates decisions and commitments to the Tyler project manager(s) in a timely and efficient manner. When the City of Fresno project manager(s) do not have the knowledge or authority to make decisions, he or she engages the correct resources from City of Fresno to participate in discussions and make decisions in a timely fashion to avoid Project delays. a Contract Management
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o Validates contract compliance throughout the Project. o Ensures invoicing and Deliverables meet contract requirements. o Acts as primary point of contact for all contract and invoicing questions. o Signs off on contract milestone acknowledgment documents, o Collaborates on and approves Change Requests, if needed, to ensure proper Scope and budgetary compliance.
Pla n ning
o Review and acknowledge lmplementation Management Plan. o Defines project tasks and resource requirements for City of Fresno project team. o Collaborates in the development and approvalof the initial Project Plan and Project Plan. o Collaborates with Tyler project manager(s) to plan and schedule Project timelines to achieve on-ti me implementation.
lmplementation Management
o Tightly manages Project budget and Scope and collaborates with Tyler project manager(s) to establish a process and approval matrix to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently. o Collaborates with Tyler project manager to establish and manage a schedule and resource plan that properly supports the Project Plan, as a whole, that is also in balance with Scope/budget.
o Collaborates with Tyler Project manager(s) to establishes risk/issue tracking/reporting process between the City of Fresno and Tyler and takes all necessary steps to proactively mitigate these items or communicates with transparency to Tyler any items that may impact the outcomes of the Project.
o Collaborates with Tyler Project manager(s)to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the Project.
o Routinely communicates with both City of Fresno staff and Tyler, aiding in the understanding of goals, objectives, current status, and health of the Project by all team members.
Team Management
o Acts as liaison between project team and stakeholders. o ldentifies and coordinates all City of Fresno resources across all modules, Phases, and activities including data conversions, forms design, hardware and software installation, reports building, and satisfying invoices.
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o Provides direction and support to project team.
o Builds partnerships among the various stakeholders, negotiating authority to move the Project forward.
o Manages the appropriate assignment and timely completion of tasks as defined in the Project Plan, task list, and Production Cutover Checklist.
o Assesses team performance and takes corrective action, if needed. o Provides guidance to City of Fresno technical teams to ensure appropriate response and collaboration with Tyler Technical Support Teams to ensure timely response and appropriate resolution.
o Coordinates in Scope 3'd party providers to align activities with ongoing Project tasks.
2.2.4 City of Fresno Functional Leads
r Makes business process change decisions under time sensitive conditions. o Communicates existing business processes and procedures to Tyler consultants. o Assists in identifying business process changes that may require escalation. o Attends and contributes business process expertise for currentfuture state analysis sessions. o ldentifies and includes additional subject matter experts to participate in Current/Future State Analysis sessions.
o Provides business process change support during Power User and End User training. o Completes performance tracking review with client project team on End User competency on trained topics.
r Provides Power and End Users with dedicated time to complete required homework tasks. o Act as an ambassador/champion of change for the new process, r ldentifies and communicates any additional training needs or scheduling conflicts to City of Fresno project manager.
r Prepares and Validates Forms.
r Actively participates in all aspects of the implementation, including, but not limited to, the following key activities:
o Task completion
o StakeholderPresentation
o lmplementation Management Plan development
o Schedule development
o Maintenance and monitoring of risk register
o Escalation of issues
o Communication with Tyler project team
o Coordination of City of Fresno resources
o Attendance at scheduled sessions
o Change Management activities
o Modification specification, demonstrations, testing and approval assistance o Conversion Analysis and Verification Assistance
o Decentralized End UserTraining
o Process Testing
o User Acceptance Testing
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2.2.5 City of Fresno Power Users
o Participate in Project activities as required by the project team and project manager(s). o Provide subject matter expertise on City of Fresno business processes and requirements. o Act as subject matter experts and attend current/future state and validation sessions as needed. o Attend all scheduled training sessions.
r Participate in all required post-training processes as needed throughout Project. r Participate in Conversion Validation.
r Test all Application configuration to ensure it satisfies business process requirements. r Become Application experts.
r Participate in User Acceptance Testing.
r Adopt and support changed procedures.
r Complete all Deliverables by the due dates defined in the Project Plan. r Demonstrate competency with Tyler products processing prior to Production Cutover. r Provide knowledge transfer to City of Fresno staff during and after implementation.
2.2.6 City of Fresno End Users
r Attend all scheduled training sessions.
o Become proficient in Application functions related to job duties. o Adopt and utilize changed procedures.
r Complete all Deliverables by the due dates defined in the Project Plan. o Utilize software to perform job functions at and beyond Production Cutover
2.2.7 City of Fresno Technical Support
r Coordinates updates and releases with Tyler as needed. o Coordinates the copying of source databases to training/testing databases as needed for training days.
o Extracts and transmits conversion data and control reports from City of Fresno's Legacy System per the conversion schedule set forth in the Project Plan. r Coordinates and adds new users and printers and other Peripherals as needed, r Validates all users understand log-on process and have necessary permission for all training sessions.
o Coordinates lnterface development for City of Fresno third party Data Exchanges. r Develops or assists in creating Reports as needed.
o Ensures onsite system hardware meets specifications provided by Tyler. o Assists with software lnstallation as needed.
2.2.8 City of Fresno Upgrade Coordinator
o Becomes familiar with the Software Upgrade process and required steps. o Becomes familiar with Tyle/s releases and updates.
o Utilizes Tyler Community to stay abreast of the latest Tyler releases and updates, as well as the latest helpful tools to manage the City of Fresno's Software Upgrade process. r Assists with the Software Upgrade process during implementation. s6I6L
'.$ trdsfi*
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\(.
. Manages Software Upgrade activities post-implementation. . Manages Software Upgrade plan activities.
r Coordinates Software Upgrade plan activities with City of Fresno and Tyler resc o Communicates changes affecting users and department stakeholders' o Obtains department stakeholder sign-offs to upgrade production environment.
2.2.9 City of Fresno Project Toolset Coordinator
. Ensures users have appropriate access to Tyler project toolsets such as Tyler Univer:
Co m m u nity, Tyler Prod uct Knowledge base, Sha re Poi nt, etc. o Conducts training on proper use of toolsets.
r Validates completion of required assignments using toolsets.
2.2.L0 CiW of Fresno Change Management Lead
r Validates users receive timely and thorough communication regarding process changes. r Provides coaching to supervisors to prepare them to support users through the project changes o ldentifies the impact areas resulting from project activities and develops a plan to address them proactively.
r ldentifies areas of resistance and develops a plan to reinforce the change. e Monitors post-production performance and new process adherence, '{
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5. Munis Conversion Summary
Utility Billing
Account Master data including previous and current customer owner information- address info, phone, fax, SSN number, FID number, accountstatus, parcel number, location street, apartment, city, state, zip, book number, read sequence, account start and end date, EFT bank information Utility Billing -Flat lnventory/Containers
lnventory for non-metered items tied to recurring service billing - flat rate is tied to inventory item(s)/item type(s) (vs consumption/usage). Trash/recycling containers, dumpsters, roll off contai ners, light poles, cable/internet equipment.
Utility Billing -Service Orders
5.1 o
5.2 o
5.3 O Service Orders data associated with accounts, including meter repairs, checks for leaky meter, reread a meter due to high reading
5.4 Utility Billing -Balance Forward AR
O Account balance forward information converted as total amount due. lf the client's business practices require current due and past due bills this can be broken into three balance forward bills(current balance due and up to two past due balance bills).These can be converted to one balance forward charge code or separate balance forward charge codes, and converted to the account/customer, if the client's legacy data contains this information.
O lf late penalties will be applied in Munis after the conversion, balance forward amounts must be converted by charge code
5.5 Utility Billing -Consumption History
O History of meter readings, usage, read dates, usage days, bill amounts, bill dates, read codes O Up to 5 years
5.5 Utility Billing -Services
O Current service codes, service status, type, factor, condo units, bill cycle codes,, current deposits held on account including unpaid deposit amounts, winter usage, current meter(s) associated with service, meter readings( current and previous), meter usage (current and previous) and sales tax information.
s8/61"
'.i. tyler
6 Glossary
Application
Change Control
Change Management
A computer program designed to perform a group of coordinated functions, tasks or activities for the benefit of the user.
A systematic approach for managing change governing how Change Requests will be received, assessed and acted on.
An approach for ensuring that changes are thoroughly and smoothly implemented and that the lasting benefits of change are achieved. The focus is on the global impact of change with an intense focus on people and how individuals and teams move from the current situation to the new one.
Word or Term Definition
Change Request A form used as part of the Change Control process whereby changes in the Scope of work, timeline, resources, and/or budget are revised and du participating parties.
Consumables Items that are used on a recurring basis, usually by Peripherals, Examples: paper stock or sca
ControlPoint Occurring at the end of each Stage, the Control Point serves as a formal client review point. Project progress cannot continue until the client acknowledges the agreed upon Deliverables of the Stage have been met or agree on an action plan to make the Deliverable acceptable and -s1e,ps oJ
-9
g 11ef t !!?E9,
Cutover The point when a client begins using Tyler software in production Data Exchange A term used to reference lmports and Exports, and lnterfaces which allow data to be exchanged between an external system and Tyler softwa re.
Data Mapplng The process of mapping fields from the Legacy System to the a p pigpl1a t_e !o galLql _i I !! e ng \ry !y!t g m to_ ry _q.Le 9l 1n ore s _o_! rge I l A tangible or intangible object/document produced as a result of the Project that is intended to be delivered to a client (either internalor Deliverable
externa or vendor at a specific time.
End User The person for whom the software is designed to use on a day-to-day basis.
Forms A document which is typically printed on a template background and only captures data for one record per page. Forms are provided to customers whether internal (employees) or external (citizens lmports and Exports A process within the system that a user is expected to run to consume lm or pJgdqgg {$pgtQ a rygqlfr_cally dqfjled f!!9 fotmg1/lqyo_gt lnterface A real-time or automated exchange of data between two systems e
1 I
I
I
I
l
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lnstall
Legacy System
References the initial installation of software files on client services and preparing the software for use during configuration. The version currently available for general release will always be used during the initialinstall.
The system from which a client is converting.
Modification of software program package to provide individual client requirements documented within the Scope of the Agreement.
An auxiliary device that connects to and works with the computer in some way. Examples: mouse, keyboard, scanner, external drive, microphone, speaker, webcam, and digital camera.
i A portion of the Project in which specific set of related products are typically implemented. Phases each have an independent start, Production Cutover and closure dates but use the same
lmplementation Plans as other Phases within the Project. Phases may overlap or be sequential and may have the same Tyler project manager g I d Iylq' p:qj ect !99I-n o I ljff e p1t 11d ryly a I s a I sl-s! 9 q. _ An experienced client person or group who is (are) an expert(s) in the client business processes, as well as knowledgeable in the requirements and accgptan ce criteria
The Project includes all implementation activity from Plan & lnitiate to i Closure for all products, Applications and functionality included in a I single Agreement. The Project may be broken down into multiple Phases
The Project Plan serves as the master blueprint for the Project. As developed, the Project schedule will become a part of the Project Plan nQ g_yt!11e speclflq det91l9 regarding tasks included in tfe Project Plan Occurs during the Plan & lnitiate Stage to coordinate with the Client project manager to discuss Scope, information needed for project scheduling and resources.
Modification
Peripherals
Phase
Power User
Project
Project Plan
ProJect Plannlng Meeting
Questionnaire A document containing a list of questions to be answered by the client for the purpose of gathering information needed by Tyler to complete the implementation.
hart describing level of participation by various roles in completing ks or Deliverables for a Project or process. Also known as a responsibility assignment matrix ( RAM) or linear responsibi lity chart records in a
in both detail and
Products and services that are included in the Agreement.
RACI
Reports
rAc
I
, tas
Scope
6016r
":J- tYler
Software Upgrade References the act of updating software files to a newer software release.
Stage The top-level components of the WBS. Each Stage is repeated for individual Phases of the Project and requires acknowledgement before continuing to the next Stage. Some tasks in the next Stage may begin before the prior Stage is complete.
Stakeholder Presentation Representatives of the Tyler implementation team will meet with key client representatives to present high level Project expectations and outline how Tyler and the Client can successfully partner to create an environment for a successful implementation.
Standard tncluded in the base software (out ofthe box] package.
Statement of Work (SOW) Document which will provide supporting detail to the Agreement defining Project -specific activities and Deliverables Tyler will provide to the client.
TestPlan Describes the testing process. lncludes -fest Cases" to guide the users through the testing process. Test cases are meant to be a baseline for core processes; the client ls expected to supplement with client specific scenarios and processes.
Validation (or to validate) The process of testing and approving that a specific Deliverable, process, program or product is working as expected.
Wo*Breakdown
Structure {WBS}
A hierarchical representation of a Project or Phase broken down into smaller, more manageable components.
6t/61.
'..L tIlF"[*
Docusign Envelope lD: 3EFC2DBC-EFDF-41 59-40D4-943A4E9292DB "ir bdR[*
AMENDMENT
This amendment ("Amendment") is effective as of the date of signature of the last party to sign as indicated below ("Amendment Effective Date"), by and between Tyler Technologies, lnc., a Delaware corporation with offices at 840 West Long Lake Road, Troy, Ml 48098 ("Tyler") and the City of Fresno, a California municipal corporation, with offices at 2600 Fresno Street, Room 1059, Fresno, CA9372L ("Client").
WHEREAS, Tyler and the Client are parties to a License Agreement with an effective date of Janu ary 29,2021 (the "Agreement");
WHEREAS, Tyler and Client now desire to amend the Agreement; NOW THEREFORE, in consideration of the mutual promises hereinafter contained, Tyler and the Client agree as follows:
t. The attached Appendix 4 is hereby added to Exhibit F.
2. Paragraph 2.6 of Exhibit B is hereby deleted in its entirety and replaced with the following language:
"2.6 Other Services:
Dedicated Project Management and lntegrated Change Management services, if any, will be billed monthly in arrears, beginning on the first day of the month immediately following the initiation of project planning."
3. This Amendment shall be governed by and construed in accordance with the terms and conditions of the Agreement, All other terms and conditions of the Agreement shall remain in full force and effect, lN WITNESS WHEREOF, a duly authorized representative of each party has executed this Amendment as of the date of signature of the last party to sign as indicated below.
Tyler Technologies, I nc, City of Fres a California municipalcorporation -iLe r*J
By
Na Robert Kenne ensen Name
1i11". Director of Contracts Title
Date Mar 30, 202L Date:
rm:
By: fuowhw (,bUrI
Attest:
By
4/74/202L
Docusign Envelope lD: 3EFC2DBC-EFDF-41 5S-A0D4-943A4E9292D8 '..$, tyls,r
tes
Appendix 4
Koa Hills Statement of Work
REMAINDER OF PAGE INTENTIONALLY LEFT BLANK
DocuSign Envelope ID: 3EFC2DBC-EFDF-41 59-40D4-943A4E9292D8
MUNIS DATA CONVERSION SCOPE OF WORK
lntroduction
Data conversion is an important activity to improve data storage and retrieval processes, ensuring that data is converted with minimal effort, in a well-planned and organized manner. It is beneficial to use proven solutions and methods, so that users will be able to make an informed decision on the solution to be implemented for data conversion.
This effort will utilize a defined process to convert data from a legacy system format through flat file extracts to Tyler Technologies' system. Business rule logic will be applied to legacy flat file data as necessary for data conversion. This process allows for a one-to-one or many- flegacy system) to- one (Tyler) system, however it does not provide a method for one-to-many mapping as part of the data conversion process.
Modules Included
1. General Ledger - Validated against Chart ofAccounts
a. Actuals
b. Budgets
2. Project Grant Accounting
a. Actuals
b. Budgets
c, Standard
3. Accounts Payable and Checks
a. Vendors
b, Checks
c. Invoices
4. Capital Assets
5. Purchasing
a. Standard Open POs
6. Contracts
7. General Billing
a. Bills
b. Recurring Invoices
M u n is Fina nce
Data Conversion Assista nce
Scope of Work
KoaHillsCONSULTING
DocuSign Envelope lD: 3EFC2DBC-EFDF-41 59-40D4-94344E9292D8
MUNIS DATA CONVERSION SCOPE OF WORK
c. Standard Customers
Proiect Scope
Koa Hills will work in conjunction with Tyler Technologies and the City of Fresno, CA to determine the data conversion plan, to convert the data for the above modules. The plan will outline the conversion oflegacy data by extracting the data from the legacy system into the standardized Munis format along with a plan to load data into the Munis system, in a repeatable and verifiable manner using our established data conversion methodology.If the data import option is used a change order may be necessary.
The City of Fresno, CA will choose the data window timeframe to convert into the Tyler systems.
Converting "current" data rather than all historical data is recommended, due to data format modifications in the legacy system. The timeframe for the data to be converted into the Tyler systems should match the timeframe from the Tyler contract.
Koa Hills will lead the data mapping and will apply business rules to filter or modify data, as necessary. This process will proceed in an iterative manner, so that when new data is created in the legacy system it will flow easily during the conversion process.
Koa Hills will assist the City of Fresno, CA with data validation between systems, as needed, once the data has been loaded into Tyler systems,
Proiect Plan
Koa Hills will:
L Clearly define the scope ofthe project
2. Actively refine the scope through targeted profiling and auditing
3. Minimize the amount of data to be converted
4. Meet with the City of Fresno, CA to understand any data issues which may need special mapping
5. Map legacy data into new Tyler formats, as needed
6. Provide data clean-up services, as needed
7 . Define a realistic timeline, based on knowledge of data issues B. Secure sign-offon each stage from a senior business representative
9. Prioritize modules for conversion with a top-down, target-driven approach
10. Aim to volume-test all data in the scope as early as possible at the unit level
11. Allow time for volume testing and issue resolution
L2. Segment the project into manageable, incremental chunks
13. Keep a total focus on the business objectives and cost/benefits throughout Once a go-live date has been chosen, the data conversion will be broken KoaHills
COl'lSULTlNG
up into prioritized work
Docusign Envelope lD: 3EFC2DBC-EFDF-41 59-40D4-943A4E9292D8 groups to facilitate manageable segments of the project. A data conversion tracking document will be created and shared, to facilitate the data conversion team's ability to achieve a successful go-live date.
The Tyler Technologies conversion team will upload the data provided and return modification requests to be applied during the following data load. The expectation is that the converted data per module will improve between iterations, so that l00o/o of the legacy data will be present in Tyler systems for validation.
As with all data conversions, the integration between the data owners and the technology team is critical for a successful project, Koa Hills will keep the lines of communication open and transparent throughout the process.
Roles and Responsibilities
MUNIS DATA CONVERSION SCOPE OF WORK
Conversion task Responsible Party
Data Conversion planning Koa Hills, Tyler, City of Fresno, CA Provide legacy system documentation City of Fresno, CA
Data mapping Koa Hills, City of Fresno, CA
Extract legacy data Koa Hills, City of Fresno, CA
Run proofing reports in legacy system City ofFresno, CA Ensure data is in Tyler format Koa Hills
Clean up data formatting Koa Hills
Submit legacy data to Tyler Koa Hills
R KoaHills'c- coNsuLTtNG
Docusign Envelope lD: 3EFC2DBC-EFDF-41 59-A0D4-943A4E9292D8
MUNIS DATA CONVERSION SCOPE OF WORK
Load Conversion data and review in Tyler
system (test) City of Fresno, CA, Koa Hills as needed
Refine legacy data and submit to Tyler [final) Koa Hills Convert legacy data and deliver to client [final) Tyler Load Conversion data and review in Tyler
system ffinal)
City of Fresno, CA, Koa Hills as needed
Final approval of converted data City ofFresno, CA
Load data (final) City of Fresno, CA, Koa Hills as needed Convert legacy data and deliver to client Tyler
System Access
Koa Hills will require system access promptly when the project begins so that all timeline objectives are met. Please keep this in mind for project planning, This SOW is in addition to the contracted amount from Tyler conversion fees. If the City of Fresno, CA would like to change the scope of Conversion from the original agreement, please contact your Tyler sales representative.
The expectation is that KHC will have full access to your data during this project.
Note that travel is billed as incurred and not included in this SOW. A detailed estimate may be provided upon request.
The lack of system documentation and/or required schemas of the legacy system may require additional professional services.
fr KoaHills'c- coNsuLTtNc
Docusign Envelope lD: 3EFC2DBC-EFDF-41 59-A0D4-943A4E9292D8
UTILITY BILLING DATA CONVERSION SCOPE OF WORI(
lntroduction
Data conversion is an important activity to improve data storage and retrieval processes, ensuring that data is converted with minimal effor! in a well-planned and organized manner. It is beneficial to use proven solutions and methods, so that users will be able to make an informed decision on the solution to be implemented for data conversion.
This effort will utilize a defined process to convert data from a legacy system format through flat file extracts to Tyler Technologies'system. Business rule logic will be applied to legacy flat file data as necessary for data conversion. This process allows for a one-to-one or many- (legacy systemJ to- one [Tyler) system, however it does not provide a method for one-to-many mapping as part of the data conversion process.
Modules Included
7. Utiliry Billing
a. Balance Forward A/R
b. Consumption History
c, Flatlnventory/Containers
d. Service Orders
e. Services
f. Standard
Proiect Scope
Koa Hills will work in conjunction with Tyler Technologies and the City of Fresno, CA to determine the data conversion plan, to convert the data for the above modules. The plan will outline the conversion oflegacy data by extracting the data from the legacy system into the standardized Munis format along with a plan to load data into the Munis system, in a repeatable and verifiable manner using our established data conversion methodology. If the data import option is used a change order may be necessary.
The City of Fresno, CA will choose the data window timeframe to convert into the Tyler systems Tyler Utility Billing
Data Conversion Assista nce
Scope of Work
KoaHills@ CONSULTIITIG
DocuSign Envelope lD: 3EFC2DBC-EFDF-41 59-A0D4-943A4E9292D8 Converting "current" data rather than all historical data is recommended, due to data format modifications in the legacy system, The timeframe for the data to be converted into the Tyler systems should match the timeframe from the Tyler contract, Koa Hills will lead the data mapping and will apply business rules to filter or modify data, as necessary. This process will proceed in an iterative manner, so that when new data is created in the legacy system it will flow easily during the conversion process.
Koa Hills will assist the City of Fresno, CA with data validation between systems, as needed, once the data has been loaded into Tyler systems.
Proiect Plan
Koa Hills will:
'J.. Clearly define the scope of the project
2. Actively refine the scope through targeted profiling and auditing
3. Minimize the amount of data to be converted
4. Meet with the City to understand any data issues which may need special mapping
5. Map legacy data into new Tyler formats, as needed
6. Provide data clean-up services, as needed
7 . Define a realistic timeline, based on knowledge of data issues B. Secure sign-offon each stage from a senior business representative
9. Prioritize modules for conversion with a top-down, target-driven approach
10. Aim to volume-test all data in the scope as early as possible at the unit level
11. Allow time for volume testing and issue resolution
L2. Segment the project into manageable, incremental chunks
1.3. Keep a total focus on the business objectives and cost/benefits throughout Once a go-live date has been chosen, the data conversion will be broken up into prioritized work groups to facilitate manageable segments of the project, A data conversion tracking document will be created and shared, to facilitate the data conversion team's ability to achieve a successful go-live date.
The Tyler Technologies conversion team will upload the data provided and return modification requests to be applied during the following data load. The expectation is that the converted data per module will improve between iterations, so that t00o/o of the legacy data will be present in Tyler systems for validation.
As with all data conversions, the integration between the data owners and the technology team is critical for a successful project. Koa Hills will keep the lines of communication open and transparent throughout the process.
KoaHills
UTILITY BILLING DATA CONVERSION SCOPE OF WORK
CONSULTING
DocuSign Envelope lD: 3EFC2DBC-EFDF-41 59-A0D4-943A4E9292D8
UTILITY BILLING DATA CONVERSION SCOPE OF WORK
Roles and Responsibilities
Conversion task Responsible Party
Data conversion planning Koa Hills, City of Fresno, CA
Provide legacy system documentation City of Fresno, CA
Data mapping Koa Hills, City of Fresno, CA. as needed
Extract Iegacy data Koa Hills, City of Fresno, CA. as needed Run proofing reports in legacy system City of Fresno, CA Ensure data is in Tyler format Koa Hills
Clean up data formatting Koa Hills
Submit legacy data to Tyler Koa Hills
Convert legacy data and deliver to client Tyler
Load conversion data and review in Tyler
system [test)
City of Fresno, CA, Koa Hills as needed
Refine legacy data as needed and submit to
Tyler (final) Koa Hills
Convert legacy data and deliver to client (final) Tyler KoaHillsCOilSULTING
Docusign Envelope lD: 3EFC2DBC-EFDF-41 59-A0D4-943A4E9292D8
UTILITY BILLING DATA CONVERSION SCOPE OF WORK
Load conversion data and review in Tyler
system (final)
< City of Fresno, CA, Koa Hills as needed
System Access
Koa Hills will require system access promptly when the project begins so that all timeline objectives are met. Please keep this in mind for project planning.
This SOW is in addition to the contracted amount from Tyler conversion fees. If the City of Fresno, CA would like to change the scope of conversion from the original agreement, please contact your Tyler sales representative.
Expectation is that Koa Hills Consulting will have full access to your data during this project.
Note that travel is billed as incurred and not included in this SOW, A detailed estimate may be provided upon request.
The lack of system documentation and/or required schemas of the legacy system may require additional professional services,
Final approval of converted data City of Fresno, CA
Load data (final) City of Fresno, CA, Koa Hills as needed R KoaHills'c}- coNsuLTlNG
i DocuSignEnvelopelD:3EFC2DBC-EFDF-4159-A0D4-943A4E9292D8
MUNIS DATA CONVERSION SCOPE OF WORK
lntroduction
Data conversion is an important activity to improve data storage and retrieval processes, ensuring that data is converted with minimal effort, in a well-planned and organized manner. It is beneficial to use proven solutions and methods, so that users will be able to make an informed decision on the solution to be implemented for data conversion,
This effort will utilize a defined process to convert data from a legacy system format through flat file extracts to Tyler Technologies'system. Business rule logic will be applied to legacy flat file data as necessary for data conversion. This process allows for a one-to-one or many- flegacy system) to- one [Tyler) system, however it does not provide a method for one-to-many mapping as part of the data conversion process.
Modules Included
L. Human Resources
a. Certifications
b. Education
c. PM Action History
d. Position Control
e, Recruiting
2. Payroll
a. Accrual Balances
b. Accumulators
c. Check History
d. Deductions
e. Earnings and Deduction history
f. Standard
Proiect Scope
Koa Hills will work in conjunction with Tyler Technologies and the City of Fresno, CA to determine the data conversion plan, to convert the data for the above modules. The plan will outline the conversion oflegacy data by extracting the data from the legacy system into the standardized Munis Tyler Munis HCM
Data Conversion Assista nce
Scope of Work
fr KoaHills-c- coNsuLTtNG
Docusign Envelope lD: 3EFC2DBC-EFDF-41 59-A0D4-943A4E9292D8 format along with a plan to load data into the Munis system, in a repeatable and verifiable manner using our established data conversion methodology, If the data import option is used a change order may be necessary,
The City of Fresno, CA will choose the data window timeframe to migrate into the Tyler systems, Converting "current" data, rather than all historical data is recommended, due to data format modifications in the legacy system. The timeframe for the data to be converted into the Tyler systems should match the timeframe from the Tyler contract.
Koa Hills will lead the data mapping and will apply business rules to filter or modify data, as necessary. This process will proceed in an iterative manner, so that when new data is created in the legacy system it will flow easily during the conversion process, Koa Hills will assist the City of Fresno, CA with data validation between systems, as needed, once the data has been loaded into Tyler systems.
Proiect Plan
Koa Hills will:
1. Clearly define the scope of the project
2. Actively refine the scope through targeted profiling and auditing
3. Minimize the amount of data to be converted
4. Meet with the City to understand any data issues which may need special mapping
5. Map legacy data into new Tyler formats, as needed
6. Provide data clean-up services, as needed
7. Define a realistic timeline, based on knowledge of data issues B. Secure sign-offon each stage from a seniorbusiness representative L Prioritize modules for conversion with a top-down, target-driven approach
10. Aim to volume-test all data in the scope as early as possible at the unit level
11. Allow time for volume testing and issue resolution
12. Segment the project into manageable, incremental chunks
13. Keep a total focus on the business objectives and cost/benefits throughout Once a go-live date has been chosen, the data conversion will be broken up into prioritized work groups to facilitate manageable segments of the project, A data conversion calendar will be created and shared, to facilitate the data conversion team's ability to achieve a successful go-live date.
The Tyler Technologies conversion team will upload the data provided and return modification requests to be applied during the following data load. The expectation is that the converted data per module will improve between iterations, so that 700o/o of the legacy data will be present in Tyler systems for validation,
MUNIS DATA CONVERSION SCOPE OF WORK
R KoaHills'Qr- CONSULTING
DocuSign Envelope lD: 3EFC2DBC-EFDF-41 59-40D4-943A4E9292D8 As with all data conversions, the integration between the data owners and the technology team is critical for a successful project, Koa Hills will keep the lines of communication open and transparent throughout the process.
Roles and Responsibilities
MUNIS DATA CONVERSION SCOPE OF WORK
Conversion task Responsible Party
Data conversion planning Koa Hills, City of Fresno, CA
Provide legacy system documentation City of Fresno, CA
Data mapping Koa Hills, City of Fresno, CA
Extract legacy data Koa Hills, City of Fresno, CA
Run proofing reports in legacy system City of Fresno, CA Ensure data is in Tyler format Koa Hills
Clean up data formatting Koa Hills
Submit legacy data to Tyler Koa Hills
Convert legacy data and deliver to client Tyler
Load conversion data and review in Tyler
system (testJ City of Fresno, CA, Koa Hills as needed
fr KoaHills-Q>- COlrlSULTlNc
DocuSign Envelope lD; 3EFC2DBC-EFDF-41 59-A0D4-943A4E9292D8
MUNIS DATA CONVERSION SCOPE OF WORK
Convert Iegacy data and deliver to client [final) Tyler Load conversion data and review in Tyler
system [final)
City of Fresno, CA, Koa Hills as needed
Final approval of converted data City of Fresno, CA
Load data (final) City of Fresno, CA, Koa Hills as needed Refine legacy data and submit to Tyler ffinal) Koa Hills as needed System Access
Koa Hills will require system access promptly when the project begins so that all timeline objectives are met. Please keep this in mind for project planning.
This SOW is in addition to the contracted amount from Tyler conversion fees, If the City of Fresno, CA would like to change the scope of conversion from the original agreement, please contact your Tyler sales representative.
The expectation is that Koa Hills will have full access to your data during this project.
Note that travel is billed as incurred and not included in this SOW, A detailed estimate may be provided upon request.
The lack of system documentation and/or required schemas of the legacy system may require additional professional services.
fr KoaHills'-<)>- coNSuLTtNG
DocuSign Envelope lD: 3EFC2DBC-EFDF-4159-40D4-943A4E9292D8 Fresno CA Amendment Koa Hills SOW 020521
FinalAudit Report 2021-03-30
"Fresno CA Amendment Koa Hills SOW 020521" History
B Document created by John Wright ([email protected]) 2021-03-30 - 6:55:30 PM GMT- lP address: 68.42.251.146
EX Document emailed to Robert Kennedy-Jensen ([email protected]) for signature 2021-03-30 - 6:56:16 PM GMT
fi Emait viewed by Robert Kennedy-Jensen ([email protected]) 2021-03-30 - 7:13:49 PM GMT- lP address: 207j822082
ds Document e-si gned by Robert Kennedy-Jensen (rob. [email protected]) Signature Dale: 2021-03-30 - 7:14:04 PM GMT - Time Source: server- lP address: 207 .182.208.2 Q Agreement completed.
2021-03-30- 7:14:04 PM GMT
Created:
By:
Status:
Transaction lD:
2021-03-30
John Wright ([email protected])
Signed
CBJCH BCMBAALdvmCE2kX_YoOX2nN TrpQ6KO2rCOllTm
@ naou" sien
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AMENDMENT 2
This amendment ("Amendment") is effective as of the date of signature of the last party to sign as indicated below ("Amendment Effective Date"), by and between Tyler Technologies, Inc. with offices at One Tyler Drive, Yarmouth, Maine 04096 ("Tyler") and the City of Fresno, California, with offices at 2600 Fresno Street, Room 1059, Fresno, California 9372J, ("Client").
WHEREAS, Tyler and Client are parties to an agreement dated January 29,2027 ("Agreement"); and WHEREAS, Tyler and Client desire to amend the terms of the Agreement as provided herein.
NOW THEREFORE, in consideration of the mutual promises hereinafter contained, Tyler and Client agree as follows:
1. The following unused services, totaling S16L,400, are hereby removed from the Agreement a. KoA Hills Data Migration Leadership Fin/HCM, at a contract price of: 590,000; and b. KoA Hills Data Migration Leadership Utility Billing, at a contract price of: Szt,+00
2. The services set forth in the lnvestment Summary attached hereto as Exhibit 1, totaling 588,800, are hereby added to the Agreement. Services added to the Agreement pursuant to this Amendment, along with applicable expenses, shall be invoiced as provided and/or incurred.
Services fees invoiced pursuant to this section are subject to the retainage requirements of Exhibit B, Section 2.2 of the Agreement.
3. For Client's internal purposes, the difference between the services removed in Section 1 of this Amendment and the services added in Section 2 (572,600) will be applied to travel expenses incurred by Tyler in providing services to Client.
4. This Amendment shall be governed by and construed in accordance with the terms and conditions of the Agreement.
5. Except as expressly indicated in this Amendment, all other terms and conditions of the Agreement shall remain in full force and effect.
ISTGNATURE PAGE FOLLOWSI
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lN WITNESS WHEREOF, the parties hereto have executed this Amendment as of the dates set forth below.
Tyler Technologies, lnc City of Fresn California
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Name Robert Kennedv-Jensen
Title: Group General Counsel
Date: April 19, 2023
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Date
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Exhibit 1
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Exhibit 1
lnvestment Summary
The following lnvestment Summary details the software, products, and services to be delivered by us to you under the Agreement. This lnvestment Summary is effective as of the Effective Date, despite any expiration date in the lnvestment Summary that may have lapsed as of the Effective Date. Capitalized terms not otherwise defined will have the meaning assigned to such terms in the Agreement. ln the event of conflict between the Agreement and terms in the Comments section of thls lnvestment Summary, the language in the Agreement will prevail.
REMAINDER OF PAGE INTENTIONALLY LEFT BLANK
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'$tyler
Quoted By:
Quote Expiration
Quote Name:
Quote Description
Jennifer Wahlbrink
04/24/23
City of Fresno-EERP-Additional
Services
I2-7-22 City of Fresno, CA -
Additional Services
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Sales Quotation For:
City of Fresno
2600 Fresno St
Fresno CA 93721-3601
Phone: +1 (559) 621-4636
Professional Services
Quantity Unit Price Ext Discount
Extended
PriceMaintenance Description
Additional lmplementation Hours
Summary
Total Tyler License Fees
Total SaaS
TotalTyler Services
2022-368434-Z527L5
480 s 18s.00
TOTAT
One Time Fees
S o'oo
S o.oo
S 88,8oo.oo
CONFIDENTIAL
5 o.oo S gg,goo.oo
S gg,goo.oo
Recurring Fees
S o.oo
S o,oo
S o.oo
s 0.00
s o.oo