CITY COUNCIL MEETING AGENDA
December 23, 2025 Page 1 of 7
CITY OF
HUNTINGTON PARK
City Council
Regular Meeting
Agenda
Tuesday, December 23, 2025
6:00 p.m.
City Hall Council Chambers
6550 Miles Avenue, Huntington Park, CA 90255
&
40770 Big Bear Blvd.
Big Bear, CA 92315
Arturo Flores
Mayor
Eduardo “Eddie” Martinez Jonathan A. Sanabria
Vice Mayor Council Member
Karina Macias Nancy Martiz
Council Member Council Member
All agenda items and reports are available for review in the City Clerk’s Office and www.hpca.gov. Any writings or documents provided to a majority of the City Councilregarding any item on this agenda (other than writings legally exempt from public disclosure) will be made available for public inspection in the Office of the City Clerk located at 6550 Miles Avenue, Huntington Park, California 90255 during regular business hours, 7:00 a.m. to 5:30 p.m., Monday – Thursday, and at the City Hall Council Chambers during themeeting.
Any person who requires a disability-related modification or accommodation, including auxiliary aids or services, in order to participate in the public meeting may request such modification, accommodation, aid or service by contacting the City Clerk’s Office either in person at 6550 Miles Avenue, Huntington Park, California or by telephone at (323) 584-6230.
Notification in advance of the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.
PLEASE SILENCE ALL CELL PHONES AND OTHER ELECTRONIC
EQUIPMENT WHILE COUNCIL IS IN SESSION. Thank you.
CITY COUNCIL MEETING AGENDA
December 23, 2025 Page 2 of 7
PLEASE NOTE--The numerical order of items on this agenda is for convenience of reference.
Items may be taken out of order upon request of the Mayor or Members of the City Council.
Members of the City Council and the public are reminded that they must preserve order and decorum throughout the Meeting. In that regard, Members of the City Council and the public are advised that any delay or disruption in the proceedings or a refusal to obey the orders of the City Council or the presiding officer constitutes a violation of these rules. • The conduct of City Council meetings is governed by the portion of the California Government Code commonly known as the "Brown Act" and by the Huntington Park City Council Meeting Rules of Procedure.
• The City Council meeting is for conducting the City's business, and members of the audience must obey the rules of decorum set forth by law. This means that each speaker will be permitted to speak for three minutes to address items that are listed on the City Council agenda or topics which are within the jurisdictional authority of the City.
• No profanity, personal attacks, booing, cheering, applauding or other conduct disruptive to the meeting will be permitted. Any person not adhering to the Rules of Procedure or conduct authorized by the Brown Act may be asked to leave the Council Chambers.
• All comments directed to the City Council or to any member of the City Council must be directed to the Mayor (or Chairperson if Mayor is absent).
We ask that you please respect the business nature of this meeting and the order required for the proceedings conducted in the Council Chambers.
PUBLIC COMMENT
For both open and closed session, each speaker will be limited to three minutes per Huntington Park Municipal Code Section 2-1.207. Time limits may not be shared with other speakers and may not accumulate from one period of public comment to another or from one meeting to another. This is the only opportunity for public input except for scheduled public hearing items.
All comments or queries shall be addressed to the Council as a body and not to any specific member thereof. Pursuant to Government Code Section 54954.2(a)(2), the Ralph M. Brown Act, no action or discussion by the City Council shall be undertaken on any item not appearing on the posted agenda, except to briefly provide information, ask for clarification, provide direction to staff, or schedule a matter for a future meeting.
ADDITIONS/DELETIONS TO AGENDA
Items of business may be added to the agenda upon a motion adopted by a minimum twothirds vote finding that there is a need to take immediate action and that the need for action came to the attention of the City or Agency subsequent to the agenda being posted. Items may be deleted from the agenda upon the request of staff or Council.
IMPORTANT NOTICE
The City of Huntington Park shows replays of City Council Meetings on Local Access Channel 3 and over the Internet at www.hpca.gov. NOTE: Your attendance at thispublic
CITY COUNCIL MEETING AGENDA
December 23, 2025 Page 3 of 7
meeting may result in the recording and broadcast of your image and/or voice.
CALL TO ORDER
INVOCATION
PLEDGE OF ALLEGIANCE
ROLL CALL
Mayor Arturo Flores
Vice Mayor Eduardo “Eddie” Martinez
Council Member Jonathan A. Sanabria
Council Member Karina Macias
Council Member Nancy Martiz
COMMUNITY PRESENTATION(S) AND ANNOUNCEMENTS
None
PUBLIC COMMENT
Pursuant to Government Code Section 54954.3(a) Members of the public will have an opportunity to address the City Council on items listed on this agenda. For items on this agenda each speaker will be limited to three minutes per Huntington Park Municipal Code Section 2-1.207. Time limits may not be shared with other speakers and may not accumulate from one period of public comment to another or from one meeting to another.
CONSENT CALENDAR
All matters listed under the Consent Calendar are considered routine and will be enacted by one motion. There will be no separate discussion of these items prior to the time the Council votes on the motion unless members of the Council, staff, or the public request specific items to be discussed and/or removed from the Consent Calendar for separate action.
CITY CLERK
1. CITY COUNCIL MEETING MINUTES
IT IS RECOMMENDED THAT CITY COUNCIL:
Approve Minute(s) of the following City Council Meeting(s):
1. Special City Council Meeting held December 9, 2025
FINANCE
2. WARRANT REGISTERS
IT IS RECOMMENDED THAT CITY COUNCIL:
CITY COUNCIL MEETING AGENDA
December 23, 2025 Page 4 of 7
1. Approve Accounts Payable and Payroll Warrant(s) dated December 17, 2025
COMMUNITY DEVELOPMENT
3. CONSIDERATION AND APPROVAL OF AN ORDINANCE AMENDING TITLE 9 (ZONING) OF THE HUNTINGTON PARK MUNICIPAL CODE TO IMPLEMENT HOUSING ELEMENT PROGRAM 2, TO UPDATE ACCESSORY DWELLING
UNIT ORDINANCE
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Waive the full reading and adopted Ordinance 2025-18 amending the Huntington Park Municipal Code by adding a new chapter relating to the regulation of Accessory Dwelling Units.
CITY MANAGER
4. SECOND READING OF ORDINANCE NO. 2025-15 AMENDING ARTICLE 1 OF CHAPTER 1 OF TITLE 2 OF THE CITY OF HUNTINGTON PARK MUNICIPAL CODE
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Waive full reading and adopt the Ordinance 2025-15 amendment to the Huntington Park Municipal Code addressing City Council Compensation.
HUMAN RESOURCES
5. CONSIDERATION AND APPROVAL OF A RESOLUTION APPROVING UNIT
MODIFICATIONS FOR THE POSITIONS OF RECREATION COORDINATOR,
COMMUNITY SERVICES SUPERVISOR, RECREATION SUPERVISOR, SENIOR
RECREATION SUPERVISOR, AND RECREATION MANAGER
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Adopt a Resolution of the City Council of the City of Huntington Park Approving Unit Modifications for the positions of Recreation Coordinator, Community Services Supervisor, Recreation Supervisor, Senior Recreation Supervisor, and Recreation Manager.
END OF CONSENT CALENDAR
CITY COUNCIL MEETING AGENDA
December 23, 2025 Page 5 of 7
PUBLIC HEARING(S)
COMMUNITY DEVELOPMENT
1. CALL FOR REVIEW OF THE PLANNING COMMISSION'S DETERMINATION APPROVING PLANNING COMMISSION CASE NO. 2025-08 CUP- A REQUEST
FOR A CONDITIONAL USE PERMIT FOR A PARKING FACILITY LOCATED AT 2700 SLAUSON AVENUE LOCATED WITHIN THE COMMERCIAL GENERAL (CG) ZONE. (Continued from December 9, 2025 City Council Meeting) IT IS RECOMMENDED THAT CITY COUNCIL:
1. Conduct a public hearing; and
2. Take public testimony; and
3. Receive additional and final comments for or against the decision; and
4. Review the Planning Commission's determination approving Planning Commission Case No. 2025-08 CUP, a request for a Conditional Use Permit for a parking facility located at 2700 Slauson Avenue located within the Commercial General (C-G) zone.
ORDINANCES AND RESOLUTIONS
None
STUDY SESSION
None
REPORTS AND INFORMATIONAL ITEMS
PUBLIC WORKS
1. CONSIDERATION OF AUTHORIZATION TO INITIATE A COMPETITIVE
SOLICITATION PROCESS FOR A CITYWIDE ENERGY EFFICIENCY AND
INFRASTRUCTURE IMPROVEMENT PROJECT
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Authorize the City Manager to develop and release a competitive solicitation process, such as a Request for Qualifications (RFQ), to evaluate and identify qualified providers for a potential citywide energy efficiency and infrastructure improvement project; and
2. Direct staff to evaluate submitted proposals in coordination with the City's contracted engineering firm to ensure alignment with the City's long-term capital improvement strategy and infrastructure priorities.
CITY COUNCIL MEETING AGENDA
December 23, 2025 Page 6 of 7
FINANCE
2. CONSIDERATION AND APPROVAL TO REJECT ALL PROPOSALS FOR THE
DATA MIGRATION RFP
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Reject all proposals for the Data Migration RFP
3. AWARD A SOLE SOURCE CONTRACT TO KOA HILLS FOR DATA MIGRATION SERVICES, AND APPROVE A BUDGET APPROPRIATION OF $162,988.00 IT IS RECOMMENDED THAT CITY COUNCIL:
1. Authorize staff to award a Sole Source Contract to KOA Hills to conduct the data migration; and
2. Approve Resolution 2025-XX; and
3. Authorize the City Manager to finalize terms and execute the professional services agreement; and
4. Approve a budget appropriation of $162,988.00 to account 787-8951-419.43-15.
END OF REPORTS AND INFORMATIONAL ITEMS
DEPARTMENTAL REPORTS
COUNCIL COMMUNICATIONS
Council Member Nancy Martiz
Council Member Karina Macias
Council Member Jonathan A. Sanabria
Vice Mayor Eduardo “Eddie” Martinez
Mayor Arturo Flores
CLOSED SESSION
None
CITY COUNCIL MEETING AGENDA
December 23, 2025 Page 7 of 7
ADJOURNMENT
The City of Huntington Park City Council will adjourn the meeting to a Regular Meeting on Tuesday, January 13, 2025 at 6:00 P.M.
I, Eduardo Sarmiento, hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted at City of Huntington Park City Hall and made available at www.hpca.gov not less than 72 hours prior to the meeting. Dated this 18th day of December 2025.
Eduardo Sarmiento, City Clerk
CONSENT CALENDAR
ITEM 1
CITY COUNCIL MEETING MINUTES
Tuesday Meeting of the
City of Huntington Park City Council
Tuesday, December 9, 2025
The regular meeting of the City Council of the City of Huntington Park, California was called to order at 6:07 p.m. on Tuesday, December 9, 2025, in the Council Chambers at City Hall, 6550 Miles Avenue, Huntington Park, California; Mayor Arturo Flores presiding.
PRESENT: Council Member(s): Macias, Martiz, Sanabria (arrived 6:10pm), Vice Mayor Martinez, and Mayor Flores
ABSENT: None
CITY OFFICIALS/STAFF: City Manager Ricardo Reyes; Eduardo Sarmiento City Clerk; Louis Morales Interim Community Development Director; Cosme Lozano Chief of Police; Jeff Jones Finance Director, Gerardo “Gerry” Lopez Public Works Director, Cynthia Norzagaray Parks and Recreation Director; Andrew Sarega City Attorney.
INVOCATION
Invocation led by Mayor Flores
PLEDGE OF ALLEGIANCE
Pledge of Allegiance led by Vice Mayor Martinez.
PRESENTATION(S)
1. PROCLAMATION IN RECOGNITION OF THE HUNTINGTON PARK KEY CLUB FOR 100 YEARS OF SERVICE
2. PRESENTATION RECOGNIZING THE SUCCESS OF THE NOVEMBER 16
SPAY & NEUTER CLINIC DAY AND COMMUNITY PARTNERS
3. PRESENTATION BY ALLIANCE BUILDING SOLUTIONS (ABS) REGARDING A
PROPOSED CITYWIDE ENERGY EFFICIENCY AND RESILIENCY PROJECT
PUBLIC COMMENTS
The following people/ person provided public content:
1. Gloria Rodriguez- concerns about district.
2. Rodolfo Cruz- concerns about the city.
3. Susane Useda- concerns about ticket.
Public Comment was paused at 6:58pm for the Public Hearing Item which had a hard stop at 7pm.
PUBLIC HEARING [7pm Hard Start]
CITY COUNCIL
3. CONSIDERATION AND APPROVAL OF RESOLUTION INITIATING THE
PROCESS OF ESTABLISHING COUNCIL DISTRICT AREAS AND ELECTIONS
BY-DISTRICT AREAS
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Conducted the required public hearings as outlined in Elections Code 10010, soliciting input from the residents of the City of Huntington Park.
Presentation was conducted.
Public Hearing Opened
1) Carlos Cordova- Would like more information regarding the districts. 2) Yanina Gonzalez- Not in favor of maps or zones.
3) Ruby Cruz- concerns about the maps.
4) Aida Vega- Worried about future youth who want to run for Huntington Park Council 5) Valdomero Capiz6) Esperanza Rodriguez- 30 year resident not in favor. 7) Jane Doe- not in favor of districts.
8) Jane Doe- not in favor of districts.
9) Maria Cubarubias- Not in favor of districts.
10)Celia Rivas
11)Maria Maganone
Councilmember Macias stated that she believes that the vote of districts should be voted on by the people. She would like answers from some legal! Councilmember Martiz stated that she is in support of districts because it provides stronger representation for the individual neighborhoods. It also provides stronger control for the residents of Huntington Park. If individuals see that their representative is not serving the neighborhood then they have more control and authority to remove them.
Councilmember Sanabria stated that he has had concerns regarding the contracts that were implemented beforehand. Utilized the example of the aquatics center and bus company as examples. He emphasized how the youth will now be able to access the politics easier because it will be more affordable for them to enter politics.
Vice Mayor Martinez having districts will be a benefit for the residence. But we should increase the information that people can access. It will lower the cost of campaigns for the individuals seeking to get involved.
Mayor Flores would like that all materials regarding districts are translated to Spanish.
Social Media posts and presentations would like it to be translated. When it comes to districts in Huntington Park it is difficult to be in a position of leadership for a city that has had the number of scandals this city has been dealing with. Scandals like the Efren Martinez scandal and the Ice National campaign. We had people come in thinking this was a bad thing, but with districts local leaders can run. By implementing districts new leaders can come in and make their difference. The council will still have the same authority regarding of the districts. But now representation will be by region. By implementing districts our children regardless of income will be able to be councilmembers.
PUBLIC HEARING CLOSED
PUBLIC COMMENTS (CONT)
1) Tommy Favive- presentation of building solutions. Represents Alarm Building Solutions.
2) John Doe- would like to volunteer.
3) Jane Doe- Construction company has been there parked for two weeks and hasn’t been working. They removed grass but haven’t fixed it.
4) Jane Doe- Why are presentations sent to the back and not to the front. 5) Jane Doe- You all talk about benefits of districts. There are some, but as a 27 year resident she has seen that pacific blvd used to generate a lot of revenue, when there are larger issues. She wants to see the community progress. We have lost a lot of perks the city used to give. She wants to see community programming for youth. 6) Jane Doe- concerns about restrooms in the parade
7) Maria De Los Angeles
8) Jane Doe- Concerns regarding parking and the RSO.
STAFF RESPONSE
Mayor- Would like a presentation on fees for ADU construction
CONSENT CALENDAR
CITY CLERK
1. CITY COUNCIL MEETING MINUTES
IT IS RECOMMENDED THAT CITY COUNCIL:
Approve Minute(s) of the following City Council Meeting(s):
1. Special City Council Meeting held November 12, 2025
2. Special City Council Meeting held November 7, 2025
FINANCE
2. WARRANT REGISTERS
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Approve Accounts Payable and Payroll Warrant(s) dated November 20, 2025
2. Approve Accounts Payable and Payroll Warrant(s) dated
COMMUNITY DEVELOPMENT
3. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON PARK, CALIFORNIA, AMENDING A PORTION OF TITLE 8 “BUILDING REGULATIONS”
OF THE HUNTINGTON PARK MUNICIPAL CODE BY REPEALING CHAPTERS 1, 1A, 1B, 3, 4, 5, 7, 8, 10, 11, 12, 16, AND 20, AND REPLACING IT WITH NEW CHAPTERS 1, 1A, 1B, 3, 4, 5, 7, 8, 10, 11, 12, 16, AND 20 IN LIEU THEREOF, AND ADOPTING BY REFERENCE THE 2025 CALIFORNIA BUILDING
STANDARDS CODE, CONSISTING OF CALIFORNIA ADMINISTRATIVE CODE,
CALIFORNIA BUILDING CODE, CALIFORNIA RESIDENTIAL CODE,
CALIFORNIA ELECTRICAL CODE, CALIFORNIA MECHANICAL CODE,
CALIFORNIA PLUMBING CODE, CALIFORNIA ENERGY CODE, CALIFORNIA
WILDLAND-URBAN INTERFACE CODE, CALIFORNIA HISTORICAL BUILDING
CODE, CALIFORNIA FIRE CODE, CALIFORNIA EXISTING BUILDING CODE,
CALIFORNIA GREEN BUILDING STANDARDS CODE, AND CALIFORNIA
REFERENCED STANDARDS CODE
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Waive further reading and introduce Ordinance No. 2026-16, amending a portion of Title 8 “Building Regulations” of the Huntington Park Municipal Code by repealing Chapters 1, 1A, 1B, 3, 4, 5, 7, 8, 10, 11, 12, 16, and 20, and replacing it with new Chapters 1, 1A, 1B, 3, 4, 5, 7, 8, 10, 11, 12, 16, and 20 in lieu thereof, and adopting by reference the 2025 California Building Standards Code, consisting of California Administrative Code, California Building Code, California Residential Code, California Electrical Code, California Mechanical Code, California Plumbing Code, California Energy Code, California Wildland-Urban Interface Code, California Historical Building Code, California Fire Code, California Existing Building Code, California Green Building Standards Code, and California Referenced Standards Code; and
2. Instruct the City Clerk to certify to the adoption of this Ordinance.
4. SECOND READING AND ADOPTION OF ORDINANCE NO. 2025-14 AMENDING CHAPTER 21 OF TITLE 8 OF THE CITY OF HUNTINGTON PARK MUNICIPAL CODE
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Waive full reading and adopt Ordinance 2025-14 by title.
PUBLIC WORKS
5. REJECT BIDS RECEIVED FOR REQUEST FOR PROPOSAL FOR KELLER
PARK, AND RESTROOM RENOVATION
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Reject the bid received for RFP No. PW 02-2025;
2. Authorize staff to modify the project scope of work for an amended RFP;
3. Authorize staff to re-advertise the RFP through Planet Bids.
MOTION: Vice Mayor Martinez motioned to approve consent calendar.
Councilmember Sanabria seconded the motion. Councilmember Macias abstained from voting. The motion was carried by majority vote.
AYES: Council Member(s): Martiz, Sanabria, Vice Mayor Martinez, and Mayor Flores.
NOES: Council Member(s): None
ABSTAIN: Council Member(s): Macias
END OF CONSENT CALENDAR
PUBLIC HEARING(S)
COMMUNITY DEVELOPMENT
1. CONSIDERATION AND APPROVAL OF AN ORDINANCE AMENDING TITLE 9 (ZONING) OF THE HUNTINGTON PARK MUNICIPAL CODE TO IMPLEMENT HOUSING ELEMENT PROGRAM 2, TO UPDATE ACCESSORY DWELLING
UNIT ORDINANCE
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Conduct a public hearing and take public testimony; and
2. Waive the first reading and introduce an ordinance amending the Huntington Park Municipal Code by adding a new chapter relating to the regulation of Accessory Dwelling Units; and
3. Schedule the second reading and adoption of said ordinance for the next City Council meeting.
Public Hearing Opened: 8:54pm
1. None
Public Hearing Closed: 8:55pm
COMMUNITY DEVELOPMENT DEPARTMENT
IT IS RECOMMENDED THAT CITY COUNCIL:
2. FIRST READING OF ORDINANCE NO. 2025-14 AMENDING CHAPTER 21 OF TITLE 8 OF THE CITY OF HUNTINGTON PARK MUNICIPAL CODE
IT IS RECOMMENDED THAT CITY COUNCIL:
2. Conduct a public hearing regarding Ordinance No. 2025-14 and take public testimony; and
3. Approve the amendments to Chapter 21 of Title 8 of the City of Huntington Park Municipal Code.
Public Hearing Opened: 8:51pm
1. None
Public Hearing Closed: 8:51pm
MOTION: Mayor Flores brought up concerns regarding height limitations for ADUs. Mayor Flores motioned to move item to the December 23rd City Council Meeting. Mayor Flores retracted the motion. Councilmember Sanabria motioned to move item to January 13th. Councilmember Macias suggested a special meeting.
Mayor Flores motioned to consider item on December 23rd and have applicant come present. Councilmember Martiz seconded the motion. Mayor Flores doesn’t like that the this it being framed like the applicant didn’t show up and wasn’t prepared. The motion was carried by majority vote.
AYES: Council Member(s): Macias, Martiz, Sanabria, Vice Mayor Martinez, and Mayor Flores.
NOES: Council Member(s): Vice Mayor Martinez and Mayor Flores
END OF PUBLIC HEARING(S)
ORDINANCES AND RESOLUTIONS
CITY MANAGER
1. FIRST READING OF ORDINANCE NO. 2025-15 AMENDING ARTICLE 1 OF CHAPTER 1 OF TITLE 2 OF THE CITY OF HUNTINGTON PARK MUNICIPAL CODE
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Review and discuss the proposed amendment to the Huntington Park Municipal Code addressing City Council Compensation.
MOTION: Mayor Flores asked if we do this every year or every few years.
Councilmember Sanabria motioned to pass a 5% increase, first increase since 2022 of Councilmembers payroll which won’t go into effect until January 1, 2027. The motion was seconded by Councilmember Martiz. Councilmember Macias voted against the motion. The motion was carried by majority vote.
AYES: Council Member(s): Martiz, Sanabria, Vice Mayor Martinez, and Mayor Flores
NOES: Council Member(s): Macias
PUBLIC COMMENTS (CONT)
1. Matero- member of Caracole.
2. John Doe
3. Jane Doe
4. Jasmin Gonzalez
5. Lilia Delgado
6. John Doe
2. FIRST READING OF ORDINANCE NO. 2025-16 CREATING A NEW CHAPTER 14 OF TITLE 2, ENTITLED CITY PROMOTIONAL MATERIAL POLICY, OF THE
CITY OF HUNTINGTON PARK MUNICIPAL CODE
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Review and discuss the proposed ordinance 2025-16.
1. MOTION: Councilmember Sanabria and Martiz state they believe that city promotional items should include all councilmembers names not just some.
Councilmember Macias, Vice Mayor Martinez, and Mayor Flores state they have their indifference and believe that individual councilmembers should be allotted their personal items to give out in their events. The motion failed.
AYES: Council Member(s): Martiz, Sanabria
NOES: Council Member(s): Macias, Vice Mayor Martinez, and Mayor Flores
END OF ORDINANCES AND RESOLUTIONS
STUDY SESSION
1. None
END OF STUDY SESSION
REPORTS AND INFORMATIONAL ITEMS
FINANCE
1. CONSIDERATION AND APPROVAL TO ADOPT RESOLUTION REVISING FEE
AMOUNTS FOR CITY SERVICES IN ACCORDANCE WITH THE CITY OF
HUNTINGTON PARK MASTER FEE SCHEDULE
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Adopt a Resolution Revising Fee Amounts for City Services in Accordance with the City of Huntington Park Master Fee Schedule
MOTION: Vice Mayor Martinez moved to Adopt a Resolution Revising Fee Amounts for City Services in Accordance with the City of Huntington Park Master Fee Schedule. The motion was seconded by Councilmember Martiz. The motion was carried by unanimous consent.
AYES: Council Member(s): Macias, Martiz, Sanabria, Vice Mayor Martinez, and Mayor Flores
NOES: Council Member(s): None
HUMAN RESOURCES
2. CONSIDERATION AND APPROVAL OF A RESOLUTION APPROVING NEW
CLASS SPECIFICATION AND SALARY RANGE FOR THE POSITION OF
PAYROLL SUPERVISOR
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Adopt a Resolution of the City Council of the City of Huntington Park Approving New Class Specification and Salary Range for the Position of Payroll Supervisor.
MOTION: Vice Mayor Martinez motion to Adopt a Resolution of the City Council of the City of Huntington Park Approving New Class Specification and Salary Range for the Position of Payroll Supervisor. The motion was seconded by Councilmember Martiz. The motion was carried by unanimous vote.
AYES: Council Member(s): Macias, Martiz, Sanabria, Vice Mayor Martinez, and Mayor Flores
NOES: Council Member(s): None
COMMUNICATIONS AND COMMUNITY RELATIONS
3. CONSIDERATION AND APPROVAL OF A BUDGET APPROPRIATION OF $175,000 FOR THE CITY OF HUNTINGTON PARK’S HOLIDAY PARADE IT IS RECOMMENDED THAT CITY COUNCIL:
1. Approve additional budget appropriation of $175,000 for Fiscal Year (FY 25/26) to account No.111-0310-466.55-35
2. MOTION: Councilmember Sanabria motioned to approve additional budget appropriation of $175,000 for Fiscal Year (FY 25/26) to account No.111-0310- 466.55-35. The motion was seconded by Councilmember Martiz. The motion was carried by majority vote.
AYES: Council Member(s): Martiz, Sanabria, Vice Mayor Martinez, and Mayor Flores
NOES: Council Member(s): Macias
PUBLIC WORKS
4. CONSIDERATION AND APPROVAL OF CONSTRUCTION AGREEMENT WITH AZTECS TELECOM INC. FOR THE CITY’S BROADBAND INFRASTRUCTURE
PROJECT
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Approve the negotiated Public Works Construction Agreement with Aztecs Telecom Inc. for a not to exceed amount of $15,611,325 for the City’s Broadband Infrastructure Project, consistent with the requirements of the California Public Utilities Commission (CPUC) Federal Funding Account (FFA) grant and the City’s broadband deployment goals; and
2. Authorize the City Manager to execute the agreement and all related documents necessary to implement the project.
MOTION: Vice Mayor Martinez motioned to approve the negotiated Public Works Construction Agreement with Aztecs Telecom Inc. for a not to exceed amount of $15,611,325 for the City’s Broadband Infrastructure Project, consistent with the requirements of the California Public Utilities Commission (CPUC) Federal Funding Account (FFA) grant and the City’s broadband deployment goals; and Authorize the City Manager to execute the agreement and all related documents necessary to implement the project. The motion was carried by majority vote.
AYES: Council Member(s): Martiz, Sanabria, Vice Mayor Martinez, and Mayor Flores
ABSTAIN: Council Member(s): Macias
5. CONSIDERATION AND APPROVAL OF THE SECOND AMENDMENT TO THE
NORTH STAR LAND CARE PROFESSIONAL SERVICES AGREEMENT FOR
TREE MAINTENANCE SERVICES
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Approve the Second Amendment to the North Star Land Care Professional Services Agreement (“PSA”); and
2. Authorize the City Manager to execute the Second Amendment to the North Star Land Care Professional Services Agreement.
MOTION: Councilmember Sanabria motioned to Approve the Second Amendment to the North Star Land Care Professional Services Agreement (“PSA”) with a date to review prior to March 31, 2026; and Authorize the City Manager to execute the Second Amendment to the North Star Land Care Professional Services Agreement..
AYES: Council Member(s): Macias, Martiz, Sanabria, and Vice Mayor Martinez
NOES: Council Member(s): Mayor Flores
END OF REPORTS AND INFORMATIONAL ITEMS
CLOSED SESSION
1. None
CLOSED SESSION REPORT
None.
DEPARTMENTAL REPORTS
Parks and Recreation: Thanked everyone who attended Tree Lighting especially to staff who assisted. Upcoming Saturday is the Winter Wonderland toy giveaway at Salt Lake Park which will take place from 8am to 1pm.
Communication: Home Christmas Decoration Parade submission. Parade on Saturday, December 13th, 2025. Advertised district-based elections every other day via social media, and emails. We also held a workshop where 16 people showed up, and planning another one for next week. We are going to develop a Q&A.
City Manager: Wished Everyone a Happy Holidays and Wish Vice Mayor a Happy Birthday!
WRITTEN COMMUNICATIONS
Angelica Garcia- Rivers and Mountains Conservancy (RMC) Mark Medrano- Alliance Building Solutions Concerns
COUNCIL COMMUNICATIONS
Councilmember Macias: Have a good night!
Councilmember Martiz: Thank you for everyone and Thank you Council for the conversations tonight.
Councilmember Sanabria: Thank you staff! You are the heros each and everyday! Vice Mayor Martinez: Thank you, staff! Have a good night! Mayor Flores: Pacific Blvd vacancies are high! Can we look into removing parking fees! We had a presentation by alliance company. If we can get that Item back on a regularly scheduled agenda. Thank you to residence for feedback about seeing Keller Park and Salt Lake Park safer and improved. See you guys on Saturday during the Christmas parade. Good Night!
ADJOURNMENT
MOTION: Mayor Flores adjourned 10:43pm. The next special city council meeting is set to be held on Tuesday, December 23rd, 2025 @6pm.
Respectfully submitted,
Eduardo Sarmiento, City Clerk
ITEM 2
City of Huntington Park
December 17, 2025
Warrant Register
CHECK/WIRE NUMBER CHECK/WIRE DATE PAYEE INVOICE NUMBER DESCRIPTION TRANSACTION AMOUNT 1001606 12/17/2025 4IMPRINT INC 14390261 CITY COUNCIL SUPPLIES 1,623.15 1001486 12/17/2025 A+ SMOG & AUTO REPAIR, INC. 38218 PW UNIT 185 REPAIRS 85.00 1001487 12/17/2025 AAA ELECTRICAL SUPPLY INC 322122-00 MATERIAL FOR CITY REPAIRS 892.96 1001488 12/17/2025 ACCESS AUTO GLASS 1351 PD UNIT 973 WINDSHIELD 220.00 1001489 12/17/2025 ACEK9 298208 ANNUAL RENEWAL 168.00
1001490 12/17/2025 ACTIVE NETWORK, LLC 4100186209 SOFTWARE RENEWAL 6,598.46 1001491 12/17/2025 ADAMSON POLICE PRODUCTS INV444171 PD SUPPLIES 14,942.37 1001492 12/17/2025 AIRESPRING INC. 203099544 CLOUD INTERNET DECEMBER 2025 1,176.79 1001493 12/17/2025 ALADDIN LOCK & KEY SERVICE 35428 PW YARD SUPPLIES 237.22 1001493 12/17/2025 ALADDIN LOCK & KEY SERVICE 35646 PW YARD SUPPLIES 490.49 1001493 12/17/2025 ALADDIN LOCK & KEY SERVICE 35628 PW YARD SUPPLIES 193.88 1001493 12/17/2025 ALADDIN LOCK & KEY SERVICE 35632 PW YARD SUPPLIES 353.42 1001493 12/17/2025 ALADDIN LOCK & KEY SERVICE 35441 PD UNIT 953 SUPPLIES 353.38 W2590 12/11/2025 ALAN'S LAWN AND GARDEN CENTER, INC. 108955 CHAIN SAW SUPPLIES 114.31 1001494 12/17/2025 ALBERT BARDINET 19191-14854 CREDIT BALANCE REFUND 17.55 W2591 12/11/2025 ALL CITY MANAGEMENT SERVICES,INC 104847 SCHOOL CROSSING GUARD 14,696.93 1001495 12/17/2025 AMAZON.COM SERVICES, INC. 1PVL-JJHT-3R61 CITY CLERK SUPPLIES 18.35 1001495 12/17/2025 AMAZON.COM SERVICES, INC. 1V3G-MH6W-77WP CITY HALL SUPPLIES 109.15 1001495 12/17/2025 AMAZON.COM SERVICES, INC. 1PVL-JJHT-3R61 FINANCE SUPPLIES 97.28 1001495 12/17/2025 AMAZON.COM SERVICES, INC. 1RLD-GVHD-4DGX PD SUPPLIES 144.79 1001495 12/17/2025 AMAZON.COM SERVICES, INC. 1RLD-GVHD-4DGX PD SUPPLIES 67.62 1001495 12/17/2025 AMAZON.COM SERVICES, INC. 1RLD-GVHD-4DGX PD SUPPLIES 120.99 1001495 12/17/2025 AMAZON.COM SERVICES, INC. 1WXY-T14N-6NY3 PD SUPPLIES 109.57 1001495 12/17/2025 AMAZON.COM SERVICES, INC. 1WXY-T14N-6NY3 PD SUPPLIES 155.82 1001495 12/17/2025 AMAZON.COM SERVICES, INC. 1NMM-7HQV-61VM CABLES FOR ALL DEPTS 160.01 1001496 12/17/2025 AMTECH ELEVATOR SERVICES 151402154682 ELEVATOR MAINTENANCE 1,191.18 1001497 12/17/2025 ANTHONY LINARES 11042025 EMPLOYEE REIMBURSEMENT 9.77 1001498 12/17/2025 ARDON WELDING INC. 1273 PW REPAIRS 285.00 1001498 12/17/2025 ARDON WELDING INC. 1289 PW REPAIRS 660.00 1001499 12/17/2025 AREA E DISASTER MGMT BOARD 2025-26-012 MEMBERSHIP FEE FY 25-26 6,772.00 1001500 12/17/2025 AT&T 24398111 BILLING 10/20/25-11/19/25 397.75 1001500 12/17/2025 AT&T 24470799 CALNET 540.22
W9359 12/13/2025 AT&T 254852700DEC INTERNET SERVICES 128.40 W9359 12/14/2025 AT&T 317316997DEC INTERNET SERVICES 101.65 W9359 12/23/2025 AT&T 283700443DEC INTERNET SERVICES 117.70 W9359 12/19/2025 AT&T 254844269DEC INTERNET SERVICES 112.35 1001501 12/17/2025 AUTO ZONE 4075628682 PD UNIT 974 PARTS 159.65 1001501 12/17/2025 AUTO ZONE 4075634923 FLEET SUPPLIES 40.96 1001501 12/17/2025 AUTO ZONE 4075634775 FLEET SUPPLIES 44.51 1001501 12/17/2025 AUTO ZONE 4075627754 STOCK SUPPLIES 304.96 1001501 12/17/2025 AUTO ZONE 4075527718 PW UNIT 362 PARTS 891.66 1001501 12/17/2025 AUTO ZONE 4075527722 PW UNIT 363 PARTS 891.66 1001501 12/17/2025 AUTO ZONE 4075648578 PW UNIT 180 PARTS 178.68 1001501 12/17/2025 AUTO ZONE 5222990883 PD UNIT 977 PARTS 185.46 1001501 12/17/2025 AUTO ZONE 4075641995 FLEET SUPPLIES 29.01 1001501 12/17/2025 AUTO ZONE 4075640219 FLEET SUPPLIES 40.96 1001501 12/17/2025 AUTO ZONE 4075640227 FLEET SUPPLIES 342.11 1001501 12/17/2025 AUTO ZONE 2893549602 PD UNIT 976 PARTS 16.45
City of Huntington Park
December 17, 2025
Warrant Register
CHECK/WIRE NUMBER CHECK/WIRE DATE PAYEE INVOICE NUMBER DESCRIPTION TRANSACTION AMOUNT 1001501 12/17/2025 AUTO ZONE 5222993634 PD UNIT 977 PARTS 36.25 1001501 12/17/2025 AUTO ZONE 4075651749 PD UNIT 977 PARTS 16.56 1001501 12/17/2025 AUTO ZONE 4075634923 PW UNIT 194 PARTS 40.96 1001502 12/17/2025 BAYSIDE REPORTING COMPANY 18982 COURT REPORTER HEARING 1,824.50 1001503 12/17/2025 BEAR ELECTRICAL SOLUTIONS, INC 28487 TRAFFIC SIGNAL MAINTENANCE 355.00 1001503 12/17/2025 BEAR ELECTRICAL SOLUTIONS, INC 28488 TRAFFIC SIGNAL MAINTENANCE 6,350.00 1001504 12/17/2025 BENEFIT ADMINISTRATION CORPORATION 1030 FLEX PLAN ADMIN QTR 4 150.00 1001484 12/16/2025 BEST REMODELING SOLUTION INC 6975 CALHOME OWNER OCCUPIED 52,950.00 1001505 12/17/2025 BEYOND BARRIERS LLC 113 OCTOBER 2025 SERVICES 420.00 W2592 12/11/2025 BIGLEAF NETWORKS, INC INV141266 DECEMBER 2025 SERVICES 749.00 1001506 12/17/2025 BLUE TRITON BRANDS INC. 05K8710089811 NOVEMBER 2025 SERVICES 592.35 1001507 12/17/2025 BROWNELLS INC 2025412486063 PD SUPPLIES 2,102.88 1001508 12/17/2025 BYRON LOPEZ REIM-BLOPEZ EMPLOYEE REIMBURSEMENT 1,236.00 1001509 12/17/2025 CARLOS ENCARNACION REIM CENCARNACI EMPLOYEE REIMBURSEMENT 1,200.00 1001510 12/17/2025 CDW GOVERNMENT INC. AG9YY5T FINANCE SUPPLIES 1,014.05 1001510 12/17/2025 CDW GOVERNMENT INC. AG97Z9Q FINANCE SUPPLIES 9,383.34 1001479 12/11/2025 CEA PRODUCTIONS 78 HOLIDAY PARADE BLEACHERS & TRAFFIC CONTROL 32,338.35 1001511 12/17/2025 CENTRAL BASIN MWD HP-OCT25 IMPORTED WATER OCTOBER 2025 193,091.09 1001512 12/17/2025 CENTRAL FORD 66322 PD UNIT 995 PARTS 111.50 1001512 12/17/2025 CENTRAL FORD 64844 2016-2018 EXPLORER PARTS 589.99 1001512 12/17/2025 CENTRAL FORD 66319 PD UNIT 967 PARTS 97.46 1001513 12/17/2025 CHAMPION CJD 7341908 PD UNIT 955 PARTS 124.64 1001513 12/17/2025 CHAMPION CJD 7341913 PD UNIT 974 PARTS 1,301.34 W9359 12/17/2025 CHARTER COMMUNICATIONS 170094501120125 INTERNET SERVICES 1,999.00 1001514 12/17/2025 CINEMA WEAPONRY, LLC HP001 PD SUPPLIES 16,707.60 1001515 12/17/2025 CINTAS CORPORATION NO 3 4250199895 UNIFORM DRY CLEANING 485.72 1001515 12/17/2025 CINTAS CORPORATION NO 3 4251708526 UNIFORM DRY CLEANING 485.72 1001515 12/17/2025 CINTAS CORPORATION NO 3 4252497968 UNIFORM DRY CLEANING 502.56 1001515 12/17/2025 CINTAS CORPORATION NO 3 4251197003 UNIFORM DRY CLEANING 485.72 1001516 12/17/2025 CITY OF HUNTINGTON PARK 251030 TK BURGERS LICENSE FEE 139.00 1001517 12/17/2025 CIVIC PLUS 358686 ANNUAL WEBSITE FEE 27,070.00 1001518 12/17/2025 CMRTA 4220 ANNUAL RENEWAL 150.00
1001519 12/17/2025 CODE 5 GROUP LLC 4372 ANNUAL SERVICE 1,200.00 1001520 12/17/2025 COHNREZNICK 90077369 MARCH 2025 SERVICES 65,512.50 1001521 12/17/2025 COMMUNITY VETERINARY HOSPITAL 771669516 K9 STAY 715.00 1001522 12/17/2025 CONCENTRA HEALTH SERVICES, INC. 18754282 ADMIN ANNUAL FEE 125.00 1001523 12/17/2025 COUNTY OF LOS ANGELES PUBLIC HEALTH IN1551937 BACKFLOW PREVENTION 148.00 1001523 12/17/2025 COUNTY OF LOS ANGELES PUBLIC HEALTH IN1551935 BACKFLOW PREVENTION 74.00 1001523 12/17/2025 COUNTY OF LOS ANGELES PUBLIC HEALTH IN1547800 BACKFLOW PREVENTION 74.00 1001523 12/17/2025 COUNTY OF LOS ANGELES PUBLIC HEALTH IN1551934 BACKFLOW PREVENTION 1,036.00 1001523 12/17/2025 COUNTY OF LOS ANGELES PUBLIC HEALTH IN1552264 BACKFLOW PREVENTION 74.00 1001524 12/17/2025 CROWN CASTLE FIBER LLC 2015918 DECEMBER 2025 SERVICES 16,200.00 1001525 12/17/2025 CYNTHIA NORZAGARAY 11/16-11/19/25 EMPLOYEE REIMBURSEMENT 216.46 1001525 12/17/2025 CYNTHIA NORZAGARAY 11/16-11/19/25 EMPLOYEE REIMBURSEMENT 96.48 1001525 12/17/2025 CYNTHIA NORZAGARAY 11/16-11/19/25 EMPLOYEE REIMBURSEMENT 96.48 1001525 12/17/2025 CYNTHIA NORZAGARAY 11/16-11/19/25 EMPLOYEE REIMBURSEMENT 216.46 1001526 12/17/2025 DANIEL FRED SUTTON 19543-14572 CREDIT BALANCE REFUND 80.58 1001527 12/17/2025 DANIELS TIRE SERVICE 229004128 DISMOUNT OLD TIRES 290.19
City of Huntington Park
December 17, 2025
Warrant Register
CHECK/WIRE NUMBER CHECK/WIRE DATE PAYEE INVOICE NUMBER DESCRIPTION TRANSACTION AMOUNT 1001527 12/17/2025 DANIELS TIRE SERVICE 229004196 PW UNIT 185 TIRES 466.68 1001527 12/17/2025 DANIELS TIRE SERVICE 229004201 PW UNIT 357 TIRES 559.50 1001473 12/9/2025 DEBRA REILLY, APL DBA 1468 LEGAL SERVICES 13,778.00 1001528 12/17/2025 DELL INC. 10847559392 ABC GRANT LAPTOP 414.05 1001528 12/17/2025 DELL INC. 10847559392 ABC GRANT LAPTOP 2,500.00 W2586 12/5/2025 DELTA DENTAL BE006834619 DECEMBER 2025 SERVICES 6,981.26 W2587 12/5/2025 DELTA DENTAL INSURANCE COMPANY BE006832314 DECEMBER 2025 SERVICES 2,035.75 1001529 12/17/2025 DEPARTMENT OF ANIMAL CARE & CONTROL 112525 OCTOBER 2025 SERVICES 50,422.65 W2605 12/17/2025 DHALI 14069 DEPARTMENT WEBSITE UPDATE 2,380.00 1001530 12/17/2025 DUNN EDWARDS CORPORATION 2009A59393 PAINT FOR GRAFFITI REMOVAL 991.81 1001530 12/17/2025 DUNN EDWARDS CORPORATION 2009A58543 PAINT FOR GRAFFITI REMOVAL 947.76 1001530 12/17/2025 DUNN EDWARDS CORPORATION 2009A58542 PAINT FOR GRAFFITI REMOVAL 947.76 1001531 12/17/2025 FABIOLA BRICENO 25469 PERMIT REFUND 13,020.00 1001532 12/17/2025 FERGUSON ENTERPRISES INC 5894329 PD BUILDING REPAIRS 30.33 1001532 12/17/2025 FERGUSON ENTERPRISES INC 5928843 MATERIAL FOR CITY REPAIRS 350.93 1001532 12/17/2025 FERGUSON ENTERPRISES INC CM826920 CREDIT MEMO (123.80) 1001532 12/17/2025 FERGUSON ENTERPRISES INC 5926053 MATERIAL FOR CITY REPAIRS 205.71 1001532 12/17/2025 FERGUSON ENTERPRISES INC 5958293 MATERIAL FOR CITY REPAIRS 369.17 1001532 12/17/2025 FERGUSON ENTERPRISES INC 5903275 MATERIAL FOR CITY REPAIRS 23.55 1001532 12/17/2025 FERGUSON ENTERPRISES INC 5894877 MATERIAL FOR CITY REPAIRS 138.71 1001532 12/17/2025 FERGUSON ENTERPRISES INC 5894488 MATERIAL FOR CITY REPAIRS 603.32 1001532 12/17/2025 FERGUSON ENTERPRISES INC 5882446 LANDSCAPING MATERIALS 738.80 1001532 12/17/2025 FERGUSON ENTERPRISES INC 5901430 LANDSCAPING MATERIALS 34.33 1001533 12/17/2025 FIFTH ASSET DBA DEBTBOOK DB2003663 TIER 1 - 11/9/23-11/8/26 6,063.75 1001533 12/17/2025 FIFTH ASSET DBA DEBTBOOK DB2003663 TIER 2 - 11/9/23-11/8/26 8,268.75 1001534 12/17/2025 GEORGE & MATHEW SALO 23255-24808 DEPOSIT REFUND 750.00 1001535 12/17/2025 GEORGE CHEVROLET 204557CVW PW UNIT 194 REPAIRS 208.16 1001535 12/17/2025 GEORGE CHEVROLET 204859CVW PW UNIT 147 REPAIRS 179.41 1001535 12/17/2025 GEORGE CHEVROLET 204487CVW PD UNIT 984 PARTS 45.69 1001535 12/17/2025 GEORGE CHEVROLET 204486CVW PD UNIT 984 PARTS 165.50 1001535 12/17/2025 GEORGE CHEVROLET 203972CVW PW UNIT 182 PARTS 152.59 W2593 12/11/2025 GLOBAL URBAN STRATEGIES, INC. 1045 OCTOBER 2025 SERVICES 1,201.28 W2593 12/11/2025 GLOBAL URBAN STRATEGIES, INC. 1046 OCTOBER 2025 SERVICES 913.75 W2593 12/11/2025 GLOBAL URBAN STRATEGIES, INC. 1000 AUGUST 2025 SERVICES 905.23 W2593 12/11/2025 GLOBAL URBAN STRATEGIES, INC. 999 AUGUST 2025 SERVICES 260.86 1001536 12/17/2025 GRAINGER 9726431332 TRAFFIC SIGNAL REPAIRS 274.05 1001536 12/17/2025 GRAINGER 9726431340 TRAFFIC SIGNAL REPAIRS 167.68 1001536 12/17/2025 GRAINGER 9726431324 TRAFFIC SIGNAL REPAIRS 135.77 1001536 12/17/2025 GRAINGER 9714656874 TRAFFIC SIGNAL REPAIRS 395.23 1001536 12/17/2025 GRAINGER 9733668504 TRAFFIC SIGNAL REPAIRS 274.05 1001536 12/17/2025 GRAINGER 9717386099 TRAFFIC SIGNAL REPAIRS 412.01 1001537 12/17/2025 H.P. TEST ONLY 26629 PD UNIT 218 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26582 PW UNIT 280 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26587 PW UNIT 279 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26588 PW UNIT 350 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26586 PW UNIT 346 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26626 PD UNIT 275 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26612 PW UNIT 194 SMOG CHECK 45.00
City of Huntington Park
December 17, 2025
Warrant Register
CHECK/WIRE NUMBER CHECK/WIRE DATE PAYEE INVOICE NUMBER DESCRIPTION TRANSACTION AMOUNT 1001537 12/17/2025 H.P. TEST ONLY 26583 PD UNIT 886 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26589 PW UNIT 352 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26585 PW UNIT 198 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26618 PD UNIT 971 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26615 PW UNIT 353 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26632 PW UNIT 147 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26594 PW UNIT 132 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26598 PW UNIT 271 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26599 PW UNIT 272 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26584 PW UNIT 281 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26625 PD UNIT 976 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26622 PD UNIT 982 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26619 PD UNIT 279 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26613 PW UNIT 002 SMOG CHECK 45.00 1001537 12/17/2025 H.P. TEST ONLY 26617 PW UNIT 347 SMOG CHECK 45.00 W2594 12/11/2025 HASA, INC. 1084372 SUPPLIES FOR WELL 15 309.76 W2594 12/11/2025 HASA, INC. 1084373 SUPPLIES FOR WELL 18 305.74 1001538 12/17/2025 HOME DEPOT 1801272 MATERIAL FOR CITY REPAIRS 215.43 1001538 12/17/2025 HOME DEPOT 1814587 MATERIAL FOR CITY REPAIRS 70.92 1001538 12/17/2025 HOME DEPOT 4514377 MATERIAL FOR CITY REPAIRS 644.88 1001538 12/17/2025 HOME DEPOT 7270967 MATERIAL FOR CITY REPAIRS 249.87 1001538 12/17/2025 HOME DEPOT 5523051 MATERIAL FOR CITY REPAIRS 17.19 1001538 12/17/2025 HOME DEPOT 5821298 MATERIAL FOR CITY REPAIRS 120.31 1001538 12/17/2025 HOME DEPOT 5800264 MATERIAL FOR CITY REPAIRS 128.72 1001538 12/17/2025 HOME DEPOT 5270495 MATERIAL FOR CITY REPAIRS 272.26 1001538 12/17/2025 HOME DEPOT 7261877 MATERIAL FOR CITY REPAIRS 49.29 1001538 12/17/2025 HOME DEPOT 271307 MATERIAL FOR CITY REPAIRS 510.78 1001538 12/17/2025 HOME DEPOT 2514642 MATERIAL FOR CITY REPAIRS 78.61 1001538 12/17/2025 HOME DEPOT 6271043 PACIFIC BLVD DECORATIONS 240.41 1001538 12/17/2025 HOME DEPOT 7261829 PW SUPPLIES 344.03 1001539 12/17/2025 IBE DIGITAL 486638 KONICA MINOLTA TONER 18.23 1001539 12/17/2025 IBE DIGITAL 486723 KONICA MINOLTA TONER 18.11 1001539 12/17/2025 IBE DIGITAL 487162 KONICA MINOLTA C4001I 38.55 1001539 12/17/2025 IBE DIGITAL 487348 ACCURIOPRINT 2100 836.43 W2595 12/11/2025 INFRAMARK LLC 160782 AUGUST 2025 SERVICES 66,045.69 W2595 12/11/2025 INFRAMARK LLC 160783 SEPTEMBER 2025 SERVICES 66,045.69 W2595 12/11/2025 INFRAMARK LLC 160784 OCTOBER 2025 SERVICES 66,045.69 W2595 12/11/2025 INFRAMARK LLC 160782 AUGUST 2025 SERVICES 66,045.68 W2595 12/11/2025 INFRAMARK LLC 160783 SEPTEMBER 2025 SERVICES 66,045.68 W2595 12/11/2025 INFRAMARK LLC 160784 OCTOBER 2025 SERVICES 66,045.68 1001540 12/17/2025 INNER CITY VISIONS HP0925PLHA SEPTEMBER 2025 SERVICES 11,280.40 1001540 12/17/2025 INNER CITY VISIONS 1042 HOMELESS OUTREACH APRIL 2025 8,469.24 1001540 12/17/2025 INNER CITY VISIONS 1043 HOMELESS OUTREACH MAY 2025 9,714.80 1001540 12/17/2025 INNER CITY VISIONS 1040 HOMELESS OUTREACH FEBRUARY 2025 10,069.24 1001541 12/17/2025 INSIGHT PUBLIC SECTOR, INC. 1101338386 IT PRODUCTS 8,773.55 1001542 12/17/2025 INTERSTATE BATTERIES OF CA COAST 170049499 PD UNIT 217 PARTS 157.03 1001542 12/17/2025 INTERSTATE BATTERIES OF CA COAST 170049500 PD UNIT 218 PARTS 177.03 1001542 12/17/2025 INTERSTATE BATTERIES OF CA COAST 140085866 STOCK SUPPLIES 478.27
City of Huntington Park
December 17, 2025
Warrant Register
CHECK/WIRE NUMBER CHECK/WIRE DATE PAYEE INVOICE NUMBER DESCRIPTION TRANSACTION AMOUNT 1001543 12/17/2025 JASMINE GARCIA 20000132 YOUTH SPORTS REFUND 45.00 1001544 12/17/2025 JCL TRAFFIC 131946 RESERVED SIGNS 506.20 1001545 12/17/2025 JOAQUIN TAPIA 20251218 EMPLOYEE LUNCHEON 3,792.60 1001481 12/11/2025 JOSE PEREZ MUSIC 12/8/2025 HOLIDAY PARADE MUSIC 2,500.00 1001480 12/11/2025 J'S & M LUXURY RESTROOMS 10011 HOLIDAY PARADE VIP RESTROOMS 750.00 1001480 12/11/2025 J'S & M LUXURY RESTROOMS 10010 HOLIDAY PARADE VIP RESTROOMS DEPOSIT 100.00 1001546 12/17/2025 JUAN IBARRA/MICHELLE APARICIO 32444 PERMIT REFUND 2,550.00 1001547 12/17/2025 LA COUNTY SHERIFF'S DEPT 260993BL INMATE MEAL SERVICE 683.26 1001548 12/17/2025 LACMTA 12152025 NOVEMBER 2025 SERVICES 138.00 W2596 12/11/2025 LB JOHNSON HARDWARE CO. 140312 MATERIAL FOR CITY REPAIRS 55.94 W2596 12/11/2025 LB JOHNSON HARDWARE CO. 140325 PARKS LANDSCAPING SUPPLY 94.32 W2596 12/11/2025 LB JOHNSON HARDWARE CO. 140353 PARKS LANDSCAPING SUPPLY 37.29 W2596 12/11/2025 LB JOHNSON HARDWARE CO. 140309 PARKS LANDSCAPING SUPPLY 17.54 1001549 12/17/2025 LENCO ARMORED VEHICLES 401212 PD UNIT 943 SUPPLIES 8,714.67 1001550 12/17/2025 LEVATA US LLC INV7684623 PD SUPPLIES 3,023.28 1001551 12/17/2025 LEXIPOL LLC INVLEX11259277 PD SUPPLIES 5,471.77 1001552 12/17/2025 LINDE GAS & EQUIPMENT INC. 53355301 FLEET SUPPLIES 136.15 1001552 12/17/2025 LINDE GAS & EQUIPMENT INC. 53201232 FLEET SUPPLIES 154.53 1001552 12/17/2025 LINDE GAS & EQUIPMENT INC. 53443705 FLEET SUPPLIES 3,906.67 1001482 12/11/2025 LUIS J MARTINEZ 100 HOLIDAY PARADE SANTA CLAUS 300.00 1001553 12/17/2025 LYNBERG & WATKINS APC 78110 LEGAL SERVICES 4,095.00 1001553 12/17/2025 LYNBERG & WATKINS APC 78108 LEGAL SERVICES 572.40 1001553 12/17/2025 LYNBERG & WATKINS APC 78105 LEGAL SERVICES 795.00 W2606 12/17/2025 MAGNATAG INC 692359 PD SUPPLIES 77.10
1001483 12/11/2025 MANMADE ENTERTAINMENT PRODUCTION 3024 HOLIDAY PARADE FLOAT 8,500.00 1001554 12/17/2025 MARX BROS FIRE EXTINGUISHER CO INC. P23337 EXTINGUISHER SUPPLIES 757.87 1001555 12/17/2025 MAYWOOD MUTUAL WATER COMPANY, NO. 1 312600353 LATE FEE 25.00 1001555 12/17/2025 MAYWOOD MUTUAL WATER COMPANY, NO. 1 312600351 LATE FEE 25.00 1001555 12/17/2025 MAYWOOD MUTUAL WATER COMPANY, NO. 1 312600352 LATE FEE 25.00 1001556 12/17/2025 MIKE RAAHAUGE SHOOTING ENTERPRISES 2165 PD PISTOL RANGE 350.00 1001557 12/17/2025 MOTOROLA SOLUTIONS, INC 8282177076 PD EQUIPMENT 436.08 1001557 12/17/2025 MOTOROLA SOLUTIONS, INC 8282242554 PD EQUIPMENT 7,290.96 1001558 12/17/2025 MUNICIPAL WASTE SOLUTIONS INC 2075 WASTE INSPECTIONS 28,200.00 1001559 12/17/2025 MYRA COVARRUBIAS 2000131.002 DEPOSIT REFUND 250.00 1001559 12/17/2025 MYRA COVARRUBIAS 2000131.002 JANITORIAL REFUND 200.00 W2597 12/11/2025 NACHO'S LOCK & KEY SERVICE LLC 18373 CLUTCHED LEVER 375.00 1001560 12/17/2025 NAPA AUTO PARTS 695312 FLEET SUPPLIES 124.31 1001561 12/17/2025 NATIONAL CONSTRUCTION RENTALS 8024270 TEMPORARY FENCE RENTAL 586.00 1001562 12/17/2025 NATIONAL PLANT SERVICES 22128 EMERGENCY REPAIR 2,100.00 W2598 12/11/2025 NATIONWIDE ENVIRONMENTAL SERVICES 35092 OCTOBER 2025 SERVICES 22,960.63 W2598 12/11/2025 NATIONWIDE ENVIRONMENTAL SERVICES 35091 OCTOBER 2025 SERVICES 67,543.43 1001563 12/17/2025 NEW CHEF FASHION INC. 1109822 PD UNIFORM 86.17 1001564 12/17/2025 NICK ALEXANDER RESTORATION 237 PD UNIT 967 REPAIRS 550.00 W2599 12/11/2025 NORM REEVES FORD SUPERSTORE 158527 PD UNIT 990 REPAIRS 1,247.05 W2599 12/11/2025 NORM REEVES FORD SUPERSTORE 346841 PD UNIT 988 REPAIRS 372.91 1001566 12/17/2025 OK PRINTING DESIGN & DIGITAL 4314 FINANCE SUPPLIES 550.00 1001566 12/17/2025 OK PRINTING DESIGN & DIGITAL 4346 FINANCE SUPPLIES 2,300.00 1001567 12/17/2025 OLIVAREZ MADRUGA, LLP 28438 LEGAL SERVICES 983.95
City of Huntington Park
December 17, 2025
Warrant Register
CHECK/WIRE NUMBER CHECK/WIRE DATE PAYEE INVOICE NUMBER DESCRIPTION TRANSACTION AMOUNT 1001565 12/17/2025 O'REILLY AUTO PARTS 2959-353281 STOCK SUPPLIES 90.57 1001565 12/17/2025 O'REILLY AUTO PARTS 2959-353682 PD STOCK SUPPLIES 251.87 1001565 12/17/2025 O'REILLY AUTO PARTS 2959-351046 STOCK SUPPLIES 12.70 1001565 12/17/2025 O'REILLY AUTO PARTS 2959-350495 CREDIT MEMO (318.75) 1001565 12/17/2025 O'REILLY AUTO PARTS 2959-347839 PD UNIT 955 PARTS 8.28 1001565 12/17/2025 O'REILLY AUTO PARTS 2959-347883 PW UNIT 185 PARTS 41.97 1001565 12/17/2025 O'REILLY AUTO PARTS 2959-348153 STOCK SUPPLIES 353.67 1001565 12/17/2025 O'REILLY AUTO PARTS 2959-348154 PD UNIT 996 PARTS 353.67 1001568 12/17/2025 OTC BRANDS, INC 73988537003 TREE LIGHTING SUPPLIES 68.22 1001568 12/17/2025 OTC BRANDS, INC 73988537001 TREE LIGHTING SUPPLIES 330.69 1001568 12/17/2025 OTC BRANDS, INC 73988537004 TREE LIGHTING SUPPLIES 79.59 1001569 12/17/2025 PACIFIC PRODUCTS & SERVICES LLC 37179 SIGN INSTALLATIONS 2,983.50 1001570 12/17/2025 PARAMOUNT TECHNOLOGIES, INC SI-017800 ANNUAL SOFTWARE SUBSCRIPTION 5,565.00 1001571 12/17/2025 PARS 59447 ANNUAL ASSET FEE 621.97
1001571 12/17/2025 PARS 59447 TRUSTEE FEE 6.19
1001571 12/17/2025 PARS 59447 TERM FEE 40.00
1001571 12/17/2025 PARS 59377 MONTHLY ADMIN FEE 2,851.52 1001572 12/17/2025 PASTRY PROS INC 5991 EMPLOYEE LUNCHEON PASTRIES 362.00 1001573 12/17/2025 PAUL MUNOZ 11202025 EMPLOYEE REIMBURSEMENT 138.52 1001574 12/17/2025 PERFORMANCE NURSERY 276273 PW SUPPLIES 410.62 1001575 12/17/2025 POWER SOURCE ELECTRICAL SERVICES 1031 ELECTRICAL SERVICING 4,200.00 1001575 12/17/2025 POWER SOURCE ELECTRICAL SERVICES 1032 ELECTRICAL SERVICING 3,100.00 1001576 12/17/2025 PREFERRED IMPRESSIONS INC 27782 PW UNIT 186 GRAPHICS 257.94 1001485 12/16/2025 PRO HOME IMPROVEMENT AND REPAIR CORPORATION 3 CALHOME OWNER OCCUPIED 54,300.00 1001577 12/17/2025 PURCHASE POWER 11142025 METER REFILL POSTAGE FEE 2,674.08 1001577 12/17/2025 PURCHASE POWER DEC142025 METER REFILL POSTAGE FEE 1,147.86 1001578 12/17/2025 QDOXS IN71530 CONTRACT BASE RATE 37.42 1001578 12/17/2025 QDOXS IN71530 CONTRACT BASE RATE 37.42 1001578 12/17/2025 QDOXS IN71530 CONTRACT BASE RATE 37.42 1001579 12/17/2025 QUALITY FENCE CO INC 53392 PW SUPPLIES 20,980.00 1001580 12/17/2025 R & A TANK TECHNOLOGIES LLC 100125-44 PUMP 1 SERVICE CALL 673.68 1001580 12/17/2025 R & A TANK TECHNOLOGIES LLC 100125-057 OPERATOR INSPECTION 350.00 1001580 12/17/2025 R & A TANK TECHNOLOGIES LLC 100125-53 OPERATOR INSPECTION 175.00 1001581 12/17/2025 R DOUGLAS COLLINS, ARBITRATOR 25-041-112525 LEGAL SERVICES 2,800.00 1001582 12/17/2025 RAUL GONZALEZ REIM-RGONZALEZ EMPLOYEE REIMBURSEMENT 2,800.00 1001583 12/17/2025 RAYSACK HOLDING LLC 22571-21136 CREDIT BALANCE REFUND 660.81 1001584 12/17/2025 REFRIGERATION SUPPLIES DISTRIBUTOR 1691025-00 PD BUILDING MATERIALS 424.13 W2600 12/11/2025 ROBERT HALF INC 65648239 LABOR INVOICE 3,599.20 W2600 12/11/2025 ROBERT HALF INC 65648209 LABOR INVOICE 4,400.00 W2600 12/11/2025 ROBERT HALF INC 65555923 LABOR INVOICE 4,400.00 W2600 12/11/2025 ROBERT HALF INC 65598396 LABOR INVOICE 3,599.20 W2600 12/11/2025 ROBERT HALF INC 65555925 LABOR INVOICE 3,599.20 W2600 12/11/2025 ROBERT HALF INC 65555925 LABOR INVOICE 1,202.58 W2600 12/11/2025 ROBERT HALF INC 65598394 LABOR INVOICE 4,400.00 W2600 12/11/2025 ROBERT HALF INC 65622737 LABOR INVOICE 2,699.40 W2600 12/11/2025 ROBERT HALF INC 65580377 LABOR INVOICE 4,400.00 W2600 12/11/2025 ROBERT HALF INC 65580379 LABOR INVOICE 3,599.20 W2600 12/11/2025 ROBERT HALF INC 65486559 LABOR INVOICE 3,619.44
City of Huntington Park
December 17, 2025
Warrant Register
CHECK/WIRE NUMBER CHECK/WIRE DATE PAYEE INVOICE NUMBER DESCRIPTION TRANSACTION AMOUNT W2600 12/11/2025 ROBERT HALF INC 65622699 LABOR INVOICE 3,300.00 W2600 12/11/2025 ROBERT HALF INC 65670240 LABOR INVOICE 2,699.40 W2600 12/11/2025 ROBERT HALF INC 65670232 LABOR INVOICE 3,300.00 1001585 12/17/2025 SANGOMA US INC C177430 SERVICE 12/3/25-1/2/26 11,081.05 1001586 12/17/2025 SANTA MONICA APARTMENTS LLCS 24739-10232 CREDIT BALANCE REFUND 817.71 1001587 12/17/2025 SC FUELS IN-0000799258 FUEL FOR DEPT VEHICLES 26,761.48 1001588 12/17/2025 SHARPLINE SOLUTIONS, INC. 4250 PW SUPPLIES 1,924.05 1001589 12/17/2025 SIERRA INSTALLATIONS INC 250152 HOLIDAY INSTALLATIONS 2,775.00 1001472 12/8/2025 SIERRA INSTALLATIONS INC 250120 2025 HOLIDAY DECORATIONS 44,160.00 1001590 12/17/2025 SINATRA UNIFORM, INC SU16950 PD UNIFORM 16.46 1001590 12/17/2025 SINATRA UNIFORM, INC SU16951 PD UNIFORM 175.58 1001591 12/17/2025 SNAP-ON INCORPORATED 66441462 FLEET SUPPLIES 360.01 1001591 12/17/2025 SNAP-ON INCORPORATED 66441461 FLEET SUPPLIES 188.82 1001591 12/17/2025 SNAP-ON INCORPORATED 66441464 P FLEET SUPPLIES 1,768.69 1001592 12/17/2025 SOUTH COAST AIR QUALITY MGMT DISTR. 4591180 LATE FEE 8.55 W9359 12/15/2025 SOUTHERN CALIFORNIA EDISON 700045219727DEC ELECTRICAL SERVICE 8,900.93 W9359 12/15/2025 SOUTHERN CALIFORNIA EDISON 700375713073DEC ELECTRICAL SERVICE 91.66 W9359 12/14/2025 SOUTHERN CALIFORNIA EDISON 700131643996DEC ELECTRICAL SERVICE 469.39 W9359 12/14/2025 SOUTHERN CALIFORNIA EDISON 700226975697DEC ELECTRICAL SERVICE 94.80 W9359 12/19/2025 SOUTHERN CALIFORNIA EDISON 700777363296DEC ELECTRICAL SERVICE 113.61 W2588 12/5/2025 STANDARD INSURANCE COMPANY 00 378917 0002 DECEMBER 2025 SERVICES 1,328.88 W2588 12/5/2025 STANDARD INSURANCE COMPANY 378917 0001 DECEMBER 2025 SERVICES 8,153.66 W2589 12/5/2025 STAPLES ADVANTAGE 6043818798 HR SUPPLIES 101.65 W2589 12/5/2025 STAPLES ADVANTAGE 6043818834 HR SUPPLIES 42.80 W2589 12/5/2025 STAPLES ADVANTAGE 6043818840 HR SUPPLIES 41.54 W2589 12/5/2025 STAPLES ADVANTAGE 6043818832 CD SUPPLIES 116.18 W2589 12/5/2025 STAPLES ADVANTAGE 6043818836 CD SUPPLIES 96.16 W2589 12/5/2025 STAPLES ADVANTAGE 6046596274 CD SUPPLIES 122.82 W2589 12/5/2025 STAPLES ADVANTAGE 6046596280 CD SUPPLIES 47.45 W2589 12/5/2025 STAPLES ADVANTAGE 6046596281 CD SUPPLIES 38.74 W2589 12/5/2025 STAPLES ADVANTAGE 6043818835 PARKS & REC SUPPLIES 130.24 W2589 12/5/2025 STAPLES ADVANTAGE 6043818839 PARKS & REC SUPPLIES 319.89 W2589 12/5/2025 STAPLES ADVANTAGE 6046596278 PARKS & REC SUPPLIES 61.19 W2589 12/5/2025 STAPLES ADVANTAGE 6043818800 PD SUPPLIES 127.96 W2589 12/5/2025 STAPLES ADVANTAGE 6043818825 PD SUPPLIES 124.36 W2589 12/5/2025 STAPLES ADVANTAGE 6043818826 PD SUPPLIES 99.77 W2589 12/5/2025 STAPLES ADVANTAGE 6043818838 PD SUPPLIES 11.58 W2589 12/5/2025 STAPLES ADVANTAGE 6043818837 PD SUPPLIES 91.27 W2589 12/5/2025 STAPLES ADVANTAGE 6046596275 PD SUPPLIES 72.73 W2589 12/5/2025 STAPLES ADVANTAGE 6046596276 PD SUPPLIES 219.56 W2589 12/5/2025 STAPLES ADVANTAGE 6046596277 PD SUPPLIES 560.77 W2589 12/5/2025 STAPLES ADVANTAGE 6046596279 PD SUPPLIES 253.70 W2589 12/5/2025 STAPLES ADVANTAGE 6043818828 PD SUPPLIES 97.71 1001593 12/17/2025 STERICYCLE INC 8012627611 DECEMBER 2025 SERVICES 53.01 1001594 12/17/2025 SUPERCO SPECIALTY PRODUCTS PSI648562 FLEET SUPPLIES 168.44 1001595 12/17/2025 SWARCO MCCAIN INC INV0290594 PW SUPPLIES 23,524.92 1001596 12/17/2025 THE FLAG SHOP 21525 CIVIC CENTER POST FLAGS 1,270.74 1001597 12/17/2025 TIME WARNER CABLE 1.06965E+14 DECEMBER 2025 SERVICES 669.13
City of Huntington Park
December 17, 2025
Warrant Register
CHECK/WIRE NUMBER CHECK/WIRE DATE PAYEE INVOICE NUMBER DESCRIPTION TRANSACTION AMOUNT 1001598 12/17/2025 TMG STRATEGIES 2259 AUGUST 2025 SERVICES 7,500.00 1001598 12/17/2025 TMG STRATEGIES 2249 JULY 2025 SERVICES 1,500.00 1001598 12/17/2025 TMG STRATEGIES 3920 JULY 2025 SERVICES 7,500.00 W9359 12/20/2025 T-MOBILE USA 975956065NOV PHONE SERVICE 10/21-11/20 9,860.56 1001599 12/17/2025 TOWN HALL STREAMS 17001 MONTHLY TOWN STREAMS 300.00 W2601 12/11/2025 TYLER TECHNOLOGIES, INC. 045-542816 ORIGINAL CONTRACT 178753 1,480.00 1001600 12/17/2025 ULINE 20082911 GRAFFITI REMOVAL SUPPLIES 319.40 W2602 12/11/2025 UNDERGROUND SERVICE ALERT OF SO CAL 1020250150 OCTOBER 2025 SERVICES 386.00 W2602 12/11/2025 UNDERGROUND SERVICE ALERT OF SO CAL 25-261261 OCTOBER 2025 SERVICES 110.75 W9359 12/26/2025 US BANK 570228320 KONICA COPIERS LEASE 2,470.45 W9359 12/26/2025 US BANK 570227942 KONICA COPIERS LEASE 74.71 1001601 12/17/2025 VALLEY ALARM 1337567 BURGLAR ALARM MONTHLY FEE 665.34 1001601 12/17/2025 VALLEY ALARM 1337567 BURGLAR ALARM MONTHLY FEE 665.33 1001601 12/17/2025 VALLEY ALARM 1337567 BURGLAR ALARM MONTHLY FEE 715.28 1001602 12/17/2025 VULCAN MATERIALS COMPANY 5123389 HOT ASPHALT 589.37 1001602 12/17/2025 VULCAN MATERIALS COMPANY 5108129 HOT ASPHALT 391.16 1001602 12/17/2025 VULCAN MATERIALS COMPANY 5108298 HOT ASPHALT 788.87 1001603 12/17/2025 WALTERS WHOLESALE ELECTRIC CO S129191956.001 ELECTRICAL MATERIALS 370.58 1001603 12/17/2025 WALTERS WHOLESALE ELECTRIC CO S129213057.00 ELECTRICAL MATERIALS 535.42 1001604 12/17/2025 WEST GOVERNMENT SERVICES 852894840 LEGAL RESEARCH SOFTWARE 1,892.77 W2603 12/11/2025 WESTERN EXTERMINATOR COMPANY 621703C PEST CONTROL MAINTENANCE 115.05 W2603 12/11/2025 WESTERN EXTERMINATOR COMPANY 621703C PEST CONTROL MAINTENANCE 78.15 W2603 12/11/2025 WESTERN EXTERMINATOR COMPANY 621703C PEST CONTROL MAINTENANCE 356.95 W2603 12/11/2025 WESTERN EXTERMINATOR COMPANY 621703C PEST CONTROL MAINTENANCE 83.66 W2603 12/11/2025 WESTERN EXTERMINATOR COMPANY 621703C PEST CONTROL MAINTENANCE 218.09 W2604 12/11/2025 WEX BANK 108567632 FUEL FOR DEPT VEHICLES 1,127.13 1001605 12/17/2025 WINZER FRANCHISE COMPANY, INC 3635154 FLEET SUPPLIES 960.31 1001605 12/17/2025 WINZER FRANCHISE COMPANY, INC 3632682 FLEET SUPPLIES 530.70 1001605 12/17/2025 WINZER FRANCHISE COMPANY, INC 3583287 FLEET SUPPLIES 641.76 Grand Total 1,588,252.22
ITEM 3
CITY OF HUNTINGTON PARK
Community Development Department
City Council Agenda Report
December 23, 2025
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
CONSIDERATION AND APPROVAL OF AN ORDINANCE AMENDING TITLE 9 (ZONING) OF THE HUNTINGTON PARK MUNICIPAL CODE TO IMPLEMENT HOUSING ELEMENT PROGRAM 2, TO UPDATE ACCESSORY DWELLING UNIT
ORDINANCE
IT IS RECOMMENDED THAT THE CITY COUNCIL:
Adopt the following to implement Housing Element program 2 (Case No. 2025-01):
1. Waive the full reading and adopted Ordinance 2025-18 amending the Huntington Park Municipal Code by adding a new chapter relating to the regulation of Accessory Dwelling Units.
PURPOSE/JUSTIFICATION OF RECOMMENDED ACTION
The City of Huntington Park adopted the General Plan 2021-2029 Housing Element (hereinafter, “Housing Element”) on October 17, 2023. The adopted Housing Element contains programs, policies, and actions to further the goal of meeting the existing and projected housing needs of all income levels of households in the community and provides evidence of the City’s ability to accommodate the RHNA through the year 2029, as established by the Southern California Association of Governments.
As part of the Housing Element update, the City analyzed its existing accessory dwelling unit (ADU) regulations and found them to be out of compliance with current state law.
Through Program 2 of the Housing Element Housing Action Plan, the City committed to updating its ADU ordinance and establish regulations for junior accessory dwelling units (JADUs) to comply with state law.
Program 2 is also critical to the City achieving its housing objectives as required by Housing Element law. The adopted Housing Element provides evidence of the City’s ability to accommodate the RHNA during the planning period, ending 2029. In the Housing Element, the City assumed 112 ADUs would be built during the planning period, across all income levels. As allowed by state law, the City counted those 112 units HOUSING ELEMENT IMPLEMENTATION: HUNTINGTON PARK MUNICIPAL CODE
AMENDMENT TO UPDATE ACCESSORY DWELLING UNIT ORDINANCE
DECEMBER 23, 2025
towards fulfillment of its RHNA obligations of approximately 2,500 units. To accomplish the objectives related to ADUs, the City committed to completing Action 2-1 to update its ADU ordinance.
This Project (Case No. 2025-01) includes amendments to Title 9 (Zoning) of the Huntington Park Municipal Code (HPMC) to establish consistency with the City’s Housing Element and partially satisfying Housing Element Program 2 by establishing local regulations governing the construction of ADUs and JADUs in conformance with state ADU law (Government Code Sections 66310 – 66342).
The Project would ensure consistency between the HPMC and the 2023-2031 Housing Element Update, and state law. Specifically, the Project includes the following actions:
• Amend the Zoning Code to establish ADU and JADU regulations in new Article 26 (Chapter 3).
• Amend residential and commercial/office/mixed use zone allowed use tables to establish permitting requirements for ADUs and JADUs.
• Amend definitions (Article 1) for consistency with state law.
The Project was presented to the Planning Commission on November 19, 2025 (see Attachment A for the Planning Commission staff report, adopted resolution, and draft Ordinance). The Planning Commission recommended approval of the proposed ordinance finding the project statutorily exempt from CEQA and amending the HPMC.
FISCAL IMPACT/FINANCING
No fiscal impacts.
CONCLUSION
Staff recommends that the City Council find the project statutorily exempt from CEQA and adopt Ordinance 2025-18 amending the HPMC.
Respectfully submitted,
RICARDO REYES
City Manager
HOUSING ELEMENT IMPLEMENTATION: HUNTINGTON PARK MUNICIPAL CODE
AMENDMENT TO UPDATE ACCESSORY DWELLING UNIT ORDINANCE
DECEMBER 23, 2025
LOUIS MORALES
Interim Community Development Director
ATTACHMENT(S)
A. Planning Commission Staff Report, signed PC Resolution No. 2025-01, and Draft Ordnance No. 2025-18
ITEM 4
CITY OF HUNTINGTON PARK
Office of the City Council
City Council Agenda Report
December 23, 2025
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Honorable Mayor and Members of the City Council:
SECOND READING OF ORDINANCE NO. 2025-15 AMENDING ARTICLE 1 OF CHAPTER 1 OF TITLE 2 OF THE CITY OF HUNTINGTON PARK MUNICIPAL CODE IT IS RECOMMENDED THAT THE CITY COUNCIL:
1. Waive full reading and adopt the Ordinance 2025-15 amendment to the Huntington Park Municipal Code addressing City Council Compensation.
BACKGROUND
Senate Bill (“SB”) 329, authored by Senator Bill Dodd, provided a framework for city council compensation that modified the previous compensation amounts set by state statute. As a result of the passage of SB 329 Government Code (“GC”) 36516, a city council may enact or amend the city ordinance that sets the compensation level for city council members.
GC 36516 set limits for city council member compensation based on the population of this city. However, it provides for the ability to increase salaries beyond the limits set by passing an ordinance that reflects the increase. GC 36516(a)(4) limits the increase in salary to either an amount equal to 5 percent for each calendar year from the operative date of the last adjustment of the salary in effect when the ordinance or amendment is enacted or an amount equal to inflation since January 1, 2024 based on CA CPI, which shall not exceed 10 percent for each calendar year.
Increases to city council member compensation cannot be automatic and must be voted on by the city council each calendar year where an increase is contemplated. Additionally, GC 36516.5 states that any increases to compensation of council members, does not take effect until after the next city council election. Thus, upon approval of the proposed amendment, the increase to city council compensation would not take effect until January 1, 2027.
SECOND READING OF CITY COUNCIL COMPENSATION ORDINANCE
(AMENDMENT)
December 23, 2025
PURPOSE/JUSTIFICATION OF RECOMMENDED ACTIONS
Elected officials dedicate a great deal of time to the service of their constituents. This service can take time away from their other responsibilities which may include professional and personal. Increasing the compensation provided to city council members allows for their effective representation of constituents with reduced fiscal impact on the individual council member. It also allows individuals who may otherwise be unable to serve due to socioeconomic factors, the opportunity to represent their community in elected office.
Moreover, yearly consideration of such increases would prevent the need for legislation similar to SB 329 and larger one time increases that have occurred in the past.
LEGAL REQUIREMENT
The proposed ordinance amendment would require the council to consider the matter at two separate council meeting in open session. The ordinance shall be presented at the first meeting and adopted at the second meeting, at least seven days after the first.
FISCAL IMPACT/FINANCING
Compensation to City Councilmembers would be increased from $2,273 per month to $2,386 per month. This represents a 5 percent increase in compensation and would become effective January 1, 2027. The total increase in cost would be $6,780 per year and would come from the City’s general fund.
CONCLUSION
Upon City Council approval, staff will proceed with the recommended actions.
Respectfully submitted,
RICARDO REYES
City Manager
ATTACHMENTS:
A. Ordinance 2025-15 amending article 1 of chapter 1 of title 2 of the city of Huntington Park municipal code.
ORDINANCE NO. 2025-15
An ordinance of the City Council of the City of Huntington Park amending Title 2, Chapter 1, Article 1, entitled City Council Compensation, of the Huntington Park Municipal Code.
THE PEOPLE OF THE CITY OF HUNTINGTON PARK
DO ORDAIN AS FOLLOWS:
SECTION 1. Article 1 of Chapter 1 of Title 2 of the Huntington Park Municipal Code is hereby amended and shall read as follows:
CHAPTER 1 – CITY COUNCIL
§ 2-1.103 Compensation.
Each member of the Council shall receive as salary the sum of $2,386.00 per month, in accordance with the provisions of the Government Code of the State of California, which salary shall be payable on or after the date of adoption of the ordinance codified in this section.
SECTION 2. If any action, subsection, line, sentence, clause, phrase, or word of this Ordinance is for any reason held to be invalid or unconstitutional, either facially or as applied, by a decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance, and each and every individual section, subsection, line, sentence, clause, phrase, or word without regard to any such decision.
SECTION 3. This ordinance shall become effective January 1, 2027, after approval by the City Council.
SECTION 4. The City Clerk shall certify the passage of this Ordinance and shall cause the same to be published or posted as prescribed by law.
ATTACHMENT “A”
APPROVED AND ADOPTED THIS ____ DAY OF DECEMBER 2025.
_______________________________
Arturo Flores, Mayor
ATTEST:
______________________________
Eduardo Sarmiento, City Clerk
APPROVED AS TO FORM:
____________________________
Andrew Sarega, Acting City Attorney
STATE OF CALIFORNIA, COUNTY OF LOS ANGELES, CITY OF HUNTINGTON PARK
I, Eduardo Sarmiento, City Clerk of the City of Huntington Park, County of Los Angeles, State of California, hereby certify that the foregoing Ordinance No. 2025-15 was introduced at a Regular Meeting of the City Council of the City of Huntington Park on the 25th day of November 2025 and was adopted by the City Council of the City of Huntington Park, signed by the Mayor and attested by the City Clerk at the Regular City Council Meeting held on the 9th day of December 2025 and that said Ordinance was adopted by the following vote, to-wit:
AYES:
NOES:
ABSTAIN:
ABSENT:
The undersigned, City Clerk of the City of Huntington Park, does hereby attest and certify that the foregoing Ordinance is a true, full and correct copy of an ordinance duly adopted at a meeting of said City which was duly convened and held on the date stated thereon, and that said document has not been amended, modified, repealed or rescinded since its date of adoption and is in full force and effect as of the date hereof. _____________________________ Dated:
Eduardo Sarmiento, City Clerk
ITEM 5
CITY OF HUNTINGTON PARK
Human Resources Department
City Council Agenda Report
December 23, 2025
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
CONSIDERATION AND APPROVAL OF A RESOLUTION APPROVING UNIT
MODIFICATIONS FOR THE POSITIONS OF RECREATION COORDINATOR,
COMMUNITY SERVICES SUPERVISOR, RECREATION SUPERVISOR, SENIOR
RECREATION SUPERVISOR, AND RECREATION MANAGER
IT IS RECOMMENDED THAT THE CITY COUNCIL:
1. Adopt a Resolution of the City Council of the City of Huntington Park Approving Unit Modifications for the positions of Recreation Coordinator, Community Services Supervisor, Recreation Supervisor, Senior Recreation Supervisor, and Recreation Manager.
BACKGROUND
The City Council authorized the city Manager to open negotiations on a new Memorandum of Understanding (MOU) with the Huntington Park General Employees’ Association (HPGEA) as the previous MOU expired June 30, 2024. On October 14, 2025, the City Council approved the proposed MOU that would be in effect from July 1, 2024, through June 30, 2029. Upon adoption, provisions outlined would be implemented and changes enumerated in the MOU relating to wages, hours, benefits and other terms and conditions of employment for unit employees represented by the General Employees Association would be enacted.
Based upon the approved and adopted MOU between the City of Huntington Park and the HPGEA, the class specifications for the Recreation Coordinator, Community Services Supervisor, Recreation Supervisor, Senior Recreation Supervisor, and Recreation Manager positions were revised and presented to the Civil Service Commission for review on December 10, 2025. Each of these unit modifications were unanimously approved by the Civil Service Commission and copies are attached to the Resolution as Exhibits B, C, D, E and F.
CONSIDERATION AND APPROVAL OF A RESOLUTION APPROVING REVISED
CLASS SPECIFICATIONS FOR THE POSITIONS OF PUBLIC SAFETY
DISPATCHER AND PUBLIC SAFETY DISPATCH SUPERVISOR
December 23, 2025
FISCAL IMPACT/FINANCING
The salary range for the Recreation Coordinator (Salary Grid Number 124; $4,336 to $5,323 per month), Community Services Supervisor (Salary Grid Number 152; $5,729 to $7,034 per month), Recreation Supervisor (Salary Grid Number 152; $5,729 to $7,034 per month), Senior Recreation Supervisor (Salary Grid Number 169; $7,161 to $8,791 per month), and Recreation Manager (Salary Grid Number 182; $8,031 to $9,860 per month) will remain the same as reflected in the adopted Fiscal Year 2025- 2026 Parks and Recreation Operating Budget.
CONCLUSION
The City supports the unit modifications of the Recreation Coordinator, Community Services Supervisor, Senior Recreation Supervisor, and Recreation Manager positions.
Upon adoption of this resolution, the Five (5) revised class specifications will be used for future recruitments by the City of Huntington Park Parks and Recreation Department.
Respectfully submitted,
RICARDO REYES
City Manager
MARISOL NIETO
Human Resources Risk Manager
ATTACHMENT(S)
A. Resolution No. 2025-XX: Approving Unit Modifications for class specifications for the Positions of Recreation Coordinator, Community Services Supervisor, Recreation Supervisor, Senior Recreation Supervisor, and Recreation Manager.
B. Revised Job Classification: Recreation Coordinator
C. Revised Job Classification: Community Services Supervisor D. Revised Job Classification: Recreation Supervisor
E. Revised Job Classification: Senior Recreation Supervisor F. Revised Job Classifications: Recreation Manager
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RESOLUTION NO. 2025-XX
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF HUNTINGTON PARK, CALIFORNIA,
APPROVING UNIT MODIFICATIONS FOR THE
POSITIONS OF RECREATION COORDINATOR,
COMMUNITY SERVICES SUPERVISOR,
RECREATION SUPERVISOR, SENIOR
RECREATION SUPERVISOR, AND RECREATION
MANAGER
WHEREAS Five (5) classification specifications have been revised for existing job classifications as detailed in Exhibits B, C, D, E and F to modify changes of the bargaining unit as approved and adopted, on October 14, 2025 City Council Meeting, in the Memorandum of Understanding (MOU) Between the City of Huntington Park and the Huntington Park General Employees’ Association (HPGEA) effective July 1, 2024 through June 30, 2029.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF HUNTINGTON PARK DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The City Council of the City of Huntington Park hereby adopts and approves unit modifications for:
• Recreation Coordinator, Community Services Supervisor, Recreation Supervisor, Senior Recreation Supervisor, and Recreation Manager (Exhibits B, C, D, E and F).
SECTION 2. The City Clerk shall certify the adoption of this Resolution.
PASSED, APPROVED, AND ADOPTED this twenty-third (23rd) day of December 2025.
Arturo Flores,
Mayor
ATTEST:
______
Eduardo Sarmiento,
City Clerk
ATTACHMENT “A”
1 Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
RECREATION COORDINATOR
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under general direction of the Recreation Supervisor, this professional position plans, organizes and supervises public recreation activities and programs at such various locations such as park buildings, playgrounds, athletic fields and/or and perform other related work as required.
EXAMPLE OF DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices. • Develop, supervise and conduct Recreation Programs, such as vacation and special holiday recreation programs for children, youth and adults;
• Supervise and assist assigned employees;
• Plan, organize and coordinate activities including, but not limited to, adult and youth sports programs, skate park and special events;
• Submit reports and evaluations of special events;
• Coordinate, promote, implement and evaluate recreation activities, as assigned; • Schedule, organize, coordinate and implement year-round recreational programs and cultural arts activities, such as contract classes, cultural arts, tiny-tot programs, after-school playgrounds, and special sports programs or events;
• Prepare or coordinate the development of event publicity, including news releases, flyers, pamphlets and brochures;
• Supervise, evaluate, train, and discipline assigned staff, part-time staff, volunteers and contract employees;
• Schedule working hours for part-time recreation staff; • Plan, direct, coordinate and schedule recreation staff work schedules; • Prioritize, schedule, assign and outline work assignments; • Monitor service delivery of programs and projects;
• May collect fees and register patrons for programs and activities; • Interpret contracts, facility policies, rules and procedures to prospective users and assures their enforcement;
• Serve on committees within the City and in professional job-related organizations; • Represent the City and/or department at meetings, seminars, workshops and conferences; • Participate in the development of the annual budget for a recreation activity or group of activities;
• Research, prepare and present a variety of oral and written reports in a professional manner; • Maintain records and develop reports concerning new or ongoing programs and program effectiveness;
EXHIBIT B
2 Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
RECREATION COORDINATOR
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
(Continued)
• Recommend and arrange for the purchase of necessary equipment and supplies; • Establish and maintain effective working relationships with employees, volunteers, public groups, agencies and others contacted in the course of work; • Open and close facilities;
• Maintain safety standards and specialized safety requirements; • Assumes responsibility for ensuring the duties of the position are performed in safe, efficient manner;
• Performs other related duties as assigned or as situation requires;
MINIMUM QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Equipment, software, programs and technical skills applicable to operating department; • The basic principles and purposes of recreation programs including budgeting, purchasing, and personnel management;
• The techniques and methods of organizing group activities; • The rules and regulations of sports activities;
• Current policies, procedures and methods necessary to plan, organize, schedule and implement department and City activities, programs and personnel; • Budget preparation and control;
• Promotional programs and marketing methods;
• The requirements of maintaining facilities in a safe, clean and orderly condition; • Occupational hazards and safety regulations;
• Modern office practices and procedures;
Skills:
• Skills and equipment used in popular sports, crafts and games; • Planning, supervising and evaluating the work of others as related to recreation programs; • Operate equipment necessary to perform assigned duties; • Possess skills to word process general correspondence, spread sheets, and reports using a personal computer and software application;
Ability to:
• Motivating volunteers and other staff involved with the various programs; • Organizing and prioritizing work;
• Evaluate the measurable results of programs and services; • Direct others in efforts aimed at achieving specified outcomes and objectives; 3 Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
RECREATION COORDINATOR
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
(Continued)
• Analyze, interpret and explain department policies and procedures; • Plan, organize, schedule and implement department and City activities and programs in a professional and technically competent manner:
• Teach recreational activities to groups and individuals of all ages.; • Enlist and support the interest and continued participation of children and adults in the recreation program;
• Establish and maintain effective working relationships with employees, public officials and groups, volunteers, media and members of the public contact in the course of work; • Work outside normal working hours, making self available for late evenings, weekends, holidays and emergencies;
• Provide good customer service to the public using the Department of Parks and Recreation services;
• Maintain professionalism in attitude, attire, relationships, work product and confidentiality; • Identify occupational hazards and develop solutions that meet safety regulations; • Be resourceful, take initiative, be creative, be a problem solver and use ingenuity; • Provide own transportation to various work sites;
• Officiate youth sports programs;
• Resolve interpersonal conflicts;
• Handle confidential information with discretion;
• Understand and interpret provisions the municipal code, MOU’s Administrative Policies and Departmental Rules and other City Policies related to job duties; • Review and evaluate employee’s job performance;
• Effectively supervise subordinates;
• Lead, coach, instruct and motivate employees;
• Provide leadership and work instructions;
• Willingness to initiate, recommend and carry out personnel actions as required; • Organize, prioritize, assign, schedule and delegate workload among employees; • Speak before groups of people;
• Effectively manage workplace diversity issues in a diverse organization; • Work necessary hours and times to accomplish goals, objectives and requires tasks; • Effectively communicate both orally and in writing;
• Deal with all levels of employees and the public;
• Initiate and accomplish work in a timely manner;
• Assume responsibility for providing effective customer service; • Work overtime as requested;
• Effectively handle irate customers;
• Assume responsibility for maintaining a safe working environment; 4 Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
RECREATION COORDINATOR
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
(Continued)
• Develop necessary skills from on-the job training and meet the standards of performance or higher for the classification by the end of the probationary period; Education and Experience Guidelines – Any combination of equivalent education, training and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Training:
A Bachelor’s Degree in Recreation, Leisure Studies, Child Development or Liberal Arts or closely related field from an accredited college or university.
Experience:
Two (2) years of progressive experience in recreation, leisure studies, child care, education or related field with experience in staff supervision.
License or Certificate:
A valid California Class C Driver’s License and a satisfactory driving record.
Desirable Qualifications:
Ability to Speak Spanish;
Current CPR and First Aid Certification;
Physical Requirements:
Must meet approved physical and pre-placement medical standards for the position. 1 CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
COMMUNITY SERVICES SUPERVISOR
Civil Service Status: Open Competitive Bargaining Unit: General Employees Association Probationary Period: 12 months Approved by Civil Service Commission: 12/10/2025 Classification Series: Parks and Recreation Approved by City Council: TBD FLSA Status: Non- Exempt Resolution No.: 2025-XX
Class specifications are intended to present a descriptive list of the range of duties performed by employees in this class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under direction, to plan, organize, develop, monitor and supervise the City’s community services related activities and programs.
EXAMPLE OF DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.
• In assigned program areas, assists the Director of Parks & Recreation in planning and implementing community services programs;
• Promotes community participation, information and cooperation in implementing social programs; • Coordinates with other agencies to develop, evaluate and promote special services for youths and senior citizens;
• Provides leadership, supervision and direction for Senior Citizens programs and activities at the Community Center;
• Interacts with youth, monitors juvenile delinquency, and develops delinquency prevention programs, as well as outreach strategies for youth at risk; • Provides the direct service or acts as a resource/referral service for youth; • Develops and monitorsthe year round after-school services for youth; • Organizes and implements new citizenship development programs; • Coordinates and promotes job training, job development and placement contacts for youth; • Compiles and maintains a human resources directory ofservices; • Establishes networks and contacts with service providers; • Researches consumer and health-related resourcesfor residents; • Develops private sector cooperation and support;
• Participates with the Parks and Recreation management team in goal setting and problem solving and responds to duties and responsibilities which may be assigned from time to time; • Assistsin budget preparation; and
• Performs other related duties as assigned or as the situation requires.
EXHIBIT C
2 CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
COMMUNITY SERVICES SUPERVISOR
Civil Service Status: Open Competitive Bargaining Unit: General Employees Association Probationary Period: 12 months Approved by Civil Service Commission: 12/10/2025 Classification Series: Parks and Recreation Approved by City Council: TBD FLSA Status: Non- Exempt Resolution No.: 2025-XX
MINIMUM QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Principles and practices needed in designing and directing community service programs; and • Principles and practices of supervision, program promotion and advertising.
Skills:
• Evaluating the measurable results of programs and services; • Planning, supervising and evaluating the work of others as related to community service programs;
• Possess skills to word process general correspondence, spread sheet, and reports using a personal computer and software application; and
• Operate equipment necessary to performed assigned duties.
Ability to:
• Work effectively with a multi-ethnic community;
• Supervise others;
• Communicate effectively orally and in writing;
• Establish and maintain effective communications with other City department employees, officials, groups and other levels of government;
• Write and speak Spanish (desirable); and
• Operate a computer (highly desirable).
Education and Experience Guidelines – Any combination of equivalent education, training and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Training:
• Graduation from high school or attainment of GED (General Education Degree) or CHSPE (California High School Proficiency Examination).
Experience:
• A minimum of three years of professional experience in community services, including one year in a supervisorial capacity, is required.
License:
• A valid California Class C Driver’s License and a satisfactory driving record. 3 CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
COMMUNITY SERVICES SUPERVISOR
Civil Service Status: Open Competitive Bargaining Unit: General Employees Association Probationary Period: 12 months Approved by Civil Service Commission: 12/10/2025 Classification Series: Parks and Recreation Approved by City Council: TBD FLSA Status: Non- Exempt Resolution No.: 2025-XX
Physical Requirements:
• Must meet approved physical and pre-placement medical standards for the position.
Bilingual Pay:
• Employee who qualify and are certified to speak Spanish may be eligible to receive bilingual pay.
1 RECREATION SUPERVISOR – (Cultural Arts/Sports)
Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under direction of the Director of Parks and Recreation, this mid-management position plans, organizes, directs and administer broad and varied programs of public recreation activities conducted by the Parks and Recreation Department and supervises full and part-time staff; and performs other related work as required.
EXAMPLE OF DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.
• This supervisory position is responsible for organizing, coordinating, and monitoring the work of staff in an assigned area of the City’s recreation activities and programs; • Performs professional work involving assistance to the Director of Parks & Recreation, and assists in the development of departmental policy;
• Assists in the administration and conduct of overall Parks and Recreation City programs; • Plans, organizes, coordinates and directs a variety of activities at City parks and recreation facilities and areas; such as contract classes, cultural arts, after-school programs, adult and youth sports programs, skate park and special sports programs or events; • Publicizes, conducts and evaluates recreation programs, special events and activities; • Studies and observes interest, attendance and participation and make recommendation on recreational activities for the Community;
• Meets with groups and the public to explain and promote interest and participation in City recreational activities;
• Participate in the development of the annual budget and grant acquisitions for a recreation activity or group of activities;
• Prepares and justifies budget requests;
• Directs contract and class programs;
• Drafts and revises contracts for instructors and initiates payment to contractors; • Recommend and arrange for the purchase of necessary equipment and supplies; • Recruits and trains coaches and officials;
• Supervise, evaluate, train, and discipline subordinates, part-time, volunteers and contract employees;
• Holds staff meetings to discuss and evaluate program techniques and content; • Participates in the planning, development and implementation of the various volunteer programs (Junior Leader Program, Teen Center and After-School Program); • Prepares and presents a variety of oral and written reports; • Recommend and arrange for the purchase of necessary equipment and supplies; • Maintains a variety of records and files;
• May collect fees and register patrons for programs and activities;
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
EXHIBIT D
2 RECREATION SUPERVISOR – (Cultural Arts/Sports)
Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
(Continued)
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
• Promotes and enforces the safe use of all facilities; • Represents the City and/or department at meetings, seminars workshops and conferences; • Serves on committees within the City and in professional job related organizations; • Establish and maintain effective working relationships with employees, volunteers, public groups, agencies and others contacted in the course of work; • Monitor facility and ball field reservation procedures; • Serves as Staff Liaison to Parks and Recreation Commission, Arts and Culture Commission and Youth Commission;
• Assumes responsibility for ensuring the duties of the position are performed in safe, efficient manner;
• Performs other related duties as assigned or as situation requires;
MINIMUM QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Equipment, software, programs and technical skills applicable to operating department; • Organization and supervision in youth and adult recreation programs; • Leadership techniques and methods of planning, organizing and coordinating recreational activities;
• Techniques and methods of organizing group activities; • Rules and regulations of sports activities;
• Current policies, procedures and methods necessary to plan, organize, schedule and implement department and City activities, programs and personnel; • Budget preparation and control;
• Promotional programs and marketing methods;
• Requirements of maintaining facilities in a safe, clean and orderly condition; • Occupational hazards and safety regulations;
• Modern office practices and procedures;
Skills:
• Equipment used in popular sports, crafts and games;
• Evaluating the measurable results of programs and services; • Planning, supervising and evaluating the work of others as related to recreation programs; • Possess skills to word process general correspondence, spread sheet, and reports using a personal computer and software application;
• Operate equipment necessary to performed assigned duties;
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
3 RECREATION SUPERVISOR – (Cultural Arts/Sports)
Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
Ability to:
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
• Making independent judgments and decisions based on standard policy or procedures particularly in problem situations;
• Motivating volunteers and other staff involved with the various programs; • Organizing and prioritizing work;
• Exerting leadership to develop program contacts and resources; • Analyze, interpret and explain department policies and procedures; • Plan, organize, schedule and implement department and City activities and programs in a professional and technically competent manner;
• Teach recreational activities to groups and individuals of all ages; • Enlist and support the interest and continued participation of children and adults in the recreation program;
• Direct others in efforts aimed at achieving specified outcomes and objectives; • Establish and maintain effective working relationships with employees, public officials and groups, volunteers, media and members of the public contact in the course of work; • Work outside normal working hours, making self available for late evenings, weekends, holidays and emergencies;
• Provide good customer service to the public using the Parks and Recreation Department services; • Maintain professionalism in attitude, attire, relationships, work product and confidentiality; • Identify occupational hazards and develop solutions that meet safety regulations; • Provide own transportation to various work sites;
• Be resourceful, take initiative, be creative, be a problem-solver, and use ingenuity; • Resolve interpersonal conflicts;
• Handle confidential information with discretion;
• Understand and interpret provisions the municipal code, MOU’s Administrative Policies and Departmental Rules and other City Policies related to job duties; • Review and evaluate employee’s job performance;
• Foster a teamwork environment;
• Effectively supervise subordinates;
• Lead, coach, instruct and motivate employees;
• Provide leadership and work instructions;
• Willingness to initiate, recommend and carry out personnel actions as required; • Organize, prioritize, assign, schedule and delegate workload among employees; • Speak before groups of people;
• Effectively manage workplace diversity issues in a diverse organization; • Work necessary hours and times to accomplish goals, objectives and requires tasks; • Effectively communicate both orally and in writing;
• Deal with all levels of employees and the public;
• Initiate and accomplish work in a timely manner;
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
4 RECREATION SUPERVISOR – (Cultural Arts/Sports)
Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
(Continued)
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
• Assume responsibility for providing effective customer service; • Work overtime as requested;
• Effectively handle irate customers;
• Assume responsibility for maintaining a safe working environment; • Develop necessary skills from on-the job training and meet the standards of performance or higher for the classification by the end of the probationary period; Education and Experience Guidelines – Any combination of equivalent education, training and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Training:
A Bachelor’s Degree from an accredited college or university in Recreation, Leisure Studies, Child Development or Liberal Arts or closely related field. A Master Degree in Public Administration or related field is desirable.
Experience:
Three (3) years of recreation leadership including at least two (2) years (Full Time) in a supervisory capacity in recreation, child care, education or related field with experience in overseeing a subordinate staff.
License or Certificate:
A valid California Class C Driver’s License and a satisfactory driving record.
Desirable Qualifications:
Ability to Speak Spanish;
Current CPR and First Aid Certification;
Physical Requirements:
Must meet approved physical and pre-placement medical standards for the position.
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
1 SENIOR RECREATION SUPERVISOR
Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under direction of the Director of Parks and Recreation, this mid-management position plans, organizes, directs and administers broad and varied programs of public recreation activities conducted by the Parks and Recreation Department and supervises full and part-time staff and performs related duties as required.
EXAMPLE OF DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.
• This supervisory position is responsible for organizing, coordinating, and monitoring the work of staff in an assigned area of the City’s recreation activities and programs; • Performs professional work involving assistance to the Director of Parks & Recreation and Recreation Manager;
• Assists in the administration and conduct of overall Parks and Recreation City programs; • Plans, organizes, coordinates and directs a variety of activities at City parks and recreation facilities and areas; such as contract classes, cultural arts, after-school programs, senior programs, adult and youth sports programs, skate park, splash pad, and special sports programs and Citywide events; • Publicizes, conducts and evaluates recreation programs, special events and activities; • Studies and observes interest, attendance and participation and make recommendation on recreational activities for the community;
• Meets with groups and the public to explain and promote interest and participation in City recreational activities;
• Participates in the development of the annual budget and grant acquisitions for a recreation activity or group of activities;
• Prepares and justifies budget requests;
• Directs contract and class programs;
• Drafts and revises contracts for instructors and initiates payment to contractors; • Recommends and arranges for the purchase of necessary equipment and supplies; • Recruits and trains coaches and officials;
• Supervises, evaluates, trains, and disciplines subordinates, part-time, volunteers and contract employees;
• Holds staff meetings to discuss and evaluate program techniques and content; • Participates in the planning, development and implementation of the various volunteer programs (Junior Leader Program, Teen Center and After-School Program); • Prepares and presents a variety of oral and written reports; • Recommends and arranges for the purchase of necessary equipment and supplies; • Maintains a variety of records and files;
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
EXHIBIT E
2 SENIOR RECREATION SUPERVISOR
Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
(Continued)
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
• May collect fees and register patrons for programs and activities; • Promotes and enforces the safe use of all facilities; • Represents the City and/or department at meetings, seminars workshops and conferences; • Serves on committees within the City and in professional job related organizations; • Establishes and maintains effective working relationships with employees, volunteers, public groups, agencies and others contacted in the course of work; • Monitors facility and ball field reservation procedures; • Serves as Staff Liaison to Parks and Recreation Commission, Arts & Culture Commission, and Youth Commission;
• Assumes responsibility for ensuring the duties of the position are performed in safe, efficient manner;
• Supervises park facilities and oversees physical maintenance of sites/facilities; • Conducts meetings with public organizations and the community at large in order to better explain the objectives of certain Park programs and goals; • Utilizes business intelligence and analytical data to make sound program decisions; • Serves as liaison for the department to communicate with other departments, public, and outside agencies;
• Provides instruction or assists in conducting recreational activities and organizes various sport activities for citizens;
• Researches, identifies and develops funding strategies to support current and future programs and projects;
• Monitors Community Development Block Grant Funding (CDBG), as it relates to Parks and Recreation;
• Manages departmental fleet maintenance;
• Supervises and monitors winter and summer youth work experience; and • Performs other related duties as assigned or as situation requires.
MINIMUM QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Equipment, software, programs and technical skills applicable to operating department; • Organization and supervision in youth and adult recreation programs; • Leadership techniques and methods of planning, organizing and coordinating recreational activities;
• Techniques and methods of organizing group activities; • Rules and regulations of sports activities;
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
3 SENIOR RECREATION SUPERVISOR
Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
(Continued)
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
• Current policies, procedures and methods necessary to plan, organize, schedule and implement departmental and City activities, programs and personnel; • Budget preparation and control;
• Promotional programs and marketing methods;
• Requirements of maintaining facilities in a safe, clean and orderly condition; • Occupational hazards and safety regulations; and
• Modern office practices and procedures.
Skills:
• Equipment used in popular sports, crafts and games;
• Evaluating the measurable results of programs and services; • Planning, supervising and evaluating the work of others as related to recreation programs; • Possess skills to word process general correspondence, spreadsheet, and reports using a personal computer and software applications; and
• Operate equipment necessary to performed assigned duties.
Ability to:
• Make independent judgments and decisions based on standard policy or procedures particularly in problem situations;
• Motivate volunteers and other staff involved with the various programs; • Organize and prioritize work;
• Exert leadership to develop program contacts and resources; • Analyze, interpret and explain department policies and procedures; • Plan, organize, schedule and implement department and City activities and programs in a professional and technically competent manner;
• Teach recreational activities to groups and individuals of all ages; • Enlist and support the interest and continued participation of children and adults in the recreation program;
• Direct others in efforts aimed at achieving specified outcomes and objectives; • Establish and maintain effective working relationships with employees, public officials and groups, volunteers, media and members of the public contact in the course of work; • Work outside normal working hours, making self available for late evenings, weekends, holidays and emergencies;
• Provide good customer service to the public using the Parks and Recreation Department services; • Maintain professionalism in attitude, attire, relationships, work product and confidentiality; • Identify occupational hazards and develop solutions that meet safety regulations; • Provide own transportation to various work sites;
• Be resourceful, take initiative, be creative, be a problem-solver, and use ingenuity;
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
4 • Resolve interpersonal conflicts;
5 SENIOR RECREATION SUPERVISOR
Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
(Continued)
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
• Handle confidential information with discretion;
• Understand and interpret provisions the municipal code, Memorandums of Understanding, Administrative Policies and Departmental Rules and other City Policies related to job duties; • Review and evaluate employees’ job performance;
• Foster a teamwork environment;
• Effectively supervise subordinates;
• Lead, coach, instruct and motivate employees;
• Provide leadership and work instructions;
• Willingness to initiate, recommend and carry out personnel actions as required; • Organize, prioritize, assign, schedule and delegate workload among employees; • Speak before groups of people;
• Effectively manage workplace diversity issues in a diverse organization; • Work necessary hours and times to accomplish goals, objectives and required tasks; • Effectively communicate both orally and in writing;
• Deal with all levels of employees and the public;
• Initiate and accomplish work in a timely manner;
• Assume responsibility for providing effective customer service; • Work overtime as requested;
• Effectively handle irate customers;
• Assume responsibility for maintaining a safe working environment; and • Develop necessary skills from on-the job training and meet the standards of performance or higher for the classification by the end of the probationary period.
Education and Experience Guidelines – Any combination of equivalent education, training and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Training:
A Bachelor’s Degree from an accredited college or university in Recreation, Leisure Studies, Child Development or Liberal Arts or closely related field. A Master Degree in Public Administration or related field is desirable. Eight years of experience may be substituted for four years of education to a maximum of four years.
Experience:
Seven (7) years of recreation leadership including at least five (5) years (Full Time) in a supervisory capacity in recreation, child care, education or related field with experience in overseeing a subordinate staff.
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
6 SENIOR RECREATION SUPERVISOR
Civil Service Status: Open Competitive
Probationary Period: 12 months
Classification Series: Parks and Recreation
FLSA Status: Non-Exempt
License or Certificate:
Bargaining Unit: General Employees Association
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 225-XX
A valid California Class C Driver’s License and a satisfactory driving record.
Desirable Qualifications:
Ability to Speak Spanish; and
Current CPR and First Aid Certification.
Physical Requirements:
Must meet approved physical and pre-placement medical standards for the position.
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
RECREATION MANAGER
Civil Service Status: Exempt
Probationary Period: At-Will
Classification Series: Parks and Recreation
FLSA Status: Exempt
Bargaining Unit: Non-Represented Employees
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under direction of the Director of Parks and Recreation, this management position manages, directs, supervises, and coordinates various recreation programs and special events for the Community; plans directs, and supervises the work of full and part-time staff; manages the Department Budget; provides staff support to the various City Commissions and Committees; facilitate use of all City athletic resources to community sports organizations, and the general public; serve as a member of the department management team and provide highly responsible and complex administrative support to the Director of Parks and Recreation; assist the director in overall management of the department; and performs other related work as required.
EXAMPLE OF DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.
• Supervise operations of all City parks and recreation facilities; • Provide staff support and may serves as Staff Liaison to Parks and Recreation Commission and Youth Commission;
• Provide administrative assistance to the Director of Parks and Recreation, City Manager and City Council. Prepare a variety of complex analytical and statistical reports and presentations as directed;
• Coordinate department activities with community sports organizations, non-profit organizations, partnering organizations, and other City departments; facilitate use of all City athletic resources; • Respond to and resolve sensitive and difficult public inquiries and complaints; • Develop, negotiate, and supervise department’s maintenance and professional services contracts; monitor contracts for compliance;
• Supervise, promote, implement, and evaluate various recreational programs for children and adults;
• Assists in developing, preparing, and administering the department budget, including preparing cost estimates and justifications for budget recommendations, researching and recommending Capital Improvement Projects, and monitoring and controlling expenditures; • Assists with grants, including but not limited to seeking grants, preparing grant applications and completing the grant process.
• Participate in the negotiation, development, and implementation of related City Capital Improvement Projects as well as capital improvements to existing facilities; • Participate in the development and implementation of department work programs; 1 EXHIBIT F
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
RECREATION MANAGER
Civil Service Status: Exempt
Probationary Period: At-Will
Classification Series: Parks and Recreation
FLSA Status: Exempt
Bargaining Unit: Non-Represented Employees
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
• Develop and implement department policies, procedures, and fee schedules; evaluate equity and adequacy of policy and fee schedules on an on-going basis; make revision recommendations as needed;
• Oversee Recreation Department customer relations;
• Work closely with outside organizations regarding joint-use and capital improvement of facilities;
• Maintain close contact with various community groups regarding program offerings and coordination of services;
• Promote and publicize recreation programs and activities; prepare and coordinate the development of program and event publicity, including flyers, brochures, news releases, etc.; • Review manuals, reports, flyers, press releases, etc., produced by subordinate staff; • Prepare and maintain records and evaluation reports on new and on-going program offerings; • Supervise, evaluate, train and discipline full-time, part-time, and volunteer and contract staff; approve time sheets;
• Act on behalf of the Director of Parks & Recreation in his/her absence as delegated; • Holds staff meetings to discuss and evaluate program techniques and content; • Maintains a variety of records and files;
• Represents the City and/or department at meetings, seminars workshops and conferences; • Serves on committees within the City and in professional job related organizations; • Establish and maintain effective working relationships with employees, volunteers, public groups, agencies and others contacted in the course of work; • Assumes responsibility for ensuring the duties of the position are performed in safe, efficient manner;
• Performs other related duties as assigned or as situation requires.
MINIMUM QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Modern principles and methods of developing and implementing a wide variety of recreation, social and leisure activities for children and adults;
• Federal, State, County, and City laws, codes, regulations, and guidelines affecting recreation programs and activities;
• Principles of human resource management, supervision, training, and performance evaluations; • Equipment, software, programs and technical skills applicable to operating department; • Organization and supervision in youth and adult recreation programs; • Leadership techniques and methods of planning, organizing and coordinating recreational activities; • Techniques and methods of organizing group activities; • Rules and regulations of sports activities;
• Current policies, procedures and methods necessary to plan, organize, schedule and implement 2 CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
RECREATION MANAGER
Civil Service Status: Exempt
Probationary Period: At-Will
Classification Series: Parks and Recreation
FLSA Status: Exempt
Bargaining Unit: Non-Represented Employees
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
department and City activities, programs and personnel; • Budget preparation and control;
• Promotional programs and marketing methods;
• Requirements of maintaining facilities in a safe, clean and orderly condition; • Occupational hazards and safety regulations.
Skills:
• Equipment used in popular sports, crafts and games;
• Evaluating the measurable results of programs and services; • Planning, supervising and evaluating the work of others as related to recreation programs; • Possess skills to process general correspondence, spread sheet, and reports using a personal computer and software application;
• Operate equipment necessary to performed assigned duties.
Ability to:
• Analyze problems; identify feasible solutions; project consequences of proposed actions and implement recommendation in support of goals;
• Establish and maintain effective working relationships with employees, public officials and groups, volunteers, media and members of the public contact in the course of work; • Plan, develop, direct and evaluate comprehensive recreation programs and services for the Community;
• Assess and monitor community needs; identify opportunities for improving service delivery methods and procedures for development and implementation of new program areas; • Make independent judgments and decisions based on standard policy or procedures particularly in problem situations;
• Motivate volunteers and other staff involved with the various programs; • Organize and prioritize work;
• Exert leadership to develop program contacts and resources; • Analyze, interpret and explain department policies and procedures; • Direct others in efforts aimed at achieving specified outcomes and objectives; • Work outside normal working hours, making self available for late evenings, weekends, holidays and emergencies;
• Provide good customer service to the public using the Parks and Recreation Department services; • Maintain professionalism in attitude, attire, relationships, work product and confidentiality; • Identify occupational hazards and develop solutions that meet safety regulations; • Provide own transportation to various work sites;
• Be resourceful, take initiative, be creative, be a problem-solver, and use ingenuity; • Resolve interpersonal conflicts;
• Handle confidential information with discretion;
• Understand and interpret provisions the municipal code, MOU’s Administrative Policies and Departmental Rules and other City Policies related to job duties; • Review and evaluate employee’s job performance;
3 CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
RECREATION MANAGER
Civil Service Status: Exempt
Probationary Period: At-Will
Classification Series: Parks and Recreation
FLSA Status: Exempt
Bargaining Unit: Non-Represented Employees
Approved by Civil Service Commission: 12/10/2025
Approved by City Council: TBD
Resolution No.: 2025-XX
• Foster a teamwork environment;
• Effectively supervise subordinates;
• Lead, coach, instruct and motivate employees;
• Provide leadership and work instructions;
• Willingness to initiate, recommend and carry out personnel actions as required; • Organize, prioritize, assign, schedule and delegate workload among employees; • Speak before groups of people;
• Effectively manage workplace diversity issues in a diverse organization; • Work necessary hours and times to accomplish goals, objectives and requires tasks; • Communicate clearly, concisely, and effectively, both orally and in writing; • Deal with all levels of employees and the public;
• Initiate and accomplish work in a timely manner;
• Assume responsibility for providing effective customer service; • Effectively handle stressful situations;
• Assume responsibility for maintaining a safe working environment; • Develop necessary skills from on-the job training and meet the standards of performance or higher for the classification by the end of the probationary period.
Education and Experience Guidelines – Any combination of equivalent education, training and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Training:
A Bachelor’s Degree from an accredited college or university in Recreation, Leisure Studies, Child Development or Liberal Arts or closely related field. A Master Degree in Public Administration or related field is desirable.
Experience:
Six (6) years of recreation leadership including at least three (3) years (Full Time) in a supervisory capacity in recreation, child care, education, nonprofit organizations or related field with experience in overseeing a subordinate staff.
License or Certificate:
A valid California Class C Driver’s License and a satisfactory driving record.
Desirable Qualifications:
Ability to Speak Spanish;
Current CPR and First Aid Certification.
Physical Requirements:
Must meet approved physical and pre-placement medical standards for the position. 4 PUBLIC HEARING(S)
ITEM 1
CITY OF HUNTINGTON PARK
Community Development Department
City Council Agenda Report
December 23, 2025
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Honorable Mayor and Members of the City Council:
CALL FOR REVIEW OF THE PLANNING COMMISSION’S DETERMINATION APPROVING PLANNING COMMISSION CASE NO. 2025-08 CUP- A REQUEST FOR A CONDITIONAL USE PERMIT FOR A PARKING FACILITY LOCATED AT 2700 SLAUSON AVENUE LOCATED WITHIN THE COMMERCIAL GENERAL (C-G) ZONE.
IT IS RECOMMENDED THAT THE CITY COUNCIL:
1. Conduct a public hearing;
2. Take public testimony;
3. Receive additional and final comments for or against the decision; and
4. Review the Planning Commission’s determination approving Planning Commission Case No. 2025-08 CUP, a request for a Conditional Use Permit for a parking facility located at 2700 Slauson Avenue located within the Commercial General (C-G) zone.
BACKGROUND/PURPOSE/JUSTIFICATION OF RECOMMENDED ACTION
At the regular meeting of October 15, 2025, the Planning Commission conducted a public hearing to consider Case No. 2025-08 CUP and an environmental exemption, for a request for a Conditional Use Permit for a proposed parking facility located at 2700 Slauson Avenue (southeast corner Slauson Avenue and Seville Avenue) and within the Commercial General (C-G) zone. After the Planning Staff’s presentation and public testimony, the Planning Commission approved (vote of 4-0, with one absence) CUP Case 2025-08.
During the Planning Commission meeting and at the opening of the public hearing for CUP Case 2025-08 it was noted that staff received two letters of opposition regarding the project. The Chairman summarized the letters of concern, which centered around the economic development potential for the site. The Commission inquired about the future AltaMed facility’s parking needs. The applicant (AltaMed Health Services), indicated that CALL FOR REVIEW OF THE PLANNING COMMISSION’S DETERMINATION APPROVING PLANNING COMMISSION CASE NO. 2025-08 CUP, A REQUEST FOR A CONDITIONAL USE PERMIT FOR A PARKING FACILITY LOCATED AT 2700 SLAUSON AVENUE LOCATED WITHIN THE COMMERCIAL GENERAL (C-G) ZONE.
December 23, 2025
AltaMed is in the process of purchasing the existing medical building located at the northwest corner of Slauson Avenue and Seville Avenue (2675 Slauson Avenue) and that the site has sufficient on-site parking however the current parking is shared with the existing Community Hospital of Huntington Park. The applicate further indicated that due to the existing shared parking arraignment with the Hospital, the proposed parking lot located at the southeast corner of Slauson Avenue and Seville Avenue under CUP 2025- 08 would provide additional spaces and will be used as employee parking to provide additional parking spaces for patients visiting the AltaMed location at 2675 Slauson Avenue. After further discussion between the Commissioners and the Applicant, the Planning Commission voted to approve Planning Commission Case No. 2025-08 CUP with the proposed conditions of approval.
On October 17, 2025, a call for review appeal on Planning Commission decision to approve PC Case No. 2025-08 CUP, was initiated by a City Councilmember for City Council review (See Exhibit A). The review was requested pursuant to Section 9-2.2312 (2).
On December 9, 2025, and at the request of the applicant, the City Council continued the public hearing item to the December 23, 2025, City Council meeting.
PROJECT DESCRIPTION
The proposed project consists of a parking facility (the “Project”) located at southeast corner of Slauson Avenue and Seville Avenue commonly known as 2700 E. Slauson Avenue (the “Site”). The parking facility will be used for employee parking in conjunction with the operation of the AltaMed Health facility located at the northwest corner of Slauson Avenue and Seville Avenue (2675 E. Slauson Avenue) The Site is approximately 15,750 square feet and will be developed as a secured parking lot with a 6-foot high wrought iron gate and will be with thirty-two parking spaces (See Exhibit C).
Conditional Use Permit and required Findings
The Planning Commission must make six findings in connection with the Conditional Use permit as set forth the Huntington Park Municipal Code Section 9-2.1105 and with State Law. A Conditional Use Permit may only be approved if all six required findings are met for a project. Following are the findings and how the project under CUP 2025- met the findings:
CALL FOR REVIEW OF THE PLANNING COMMISSION’S DETERMINATION APPROVING PLANNING COMMISSION CASE NO. 2025-08 CUP, A REQUEST FOR A CONDITIONAL USE PERMIT FOR A PARKING FACILITY LOCATED AT 2700 SLAUSON AVENUE LOCATED WITHIN THE COMMERCIAL GENERAL (C-G) ZONE.
December 23, 2025
Finding No. 1: The proposed use is conditionally permitted within, and would not impair the integrity and character of, the subject zoning district and complies with all of the applicable provisions of this Code.
The proposed use is permitted within the Commercial-General (C-G) Zone with the approval of a Conditional Use Permit. The proposed use will not impair the integrity of immediate and surrounding areas. This property has been vacant for over two years; this project will address the ongoing property maintenance concerns the community has been faced with and eliminate unwanted conditions for the surrounding businesses and residents.
Finding No. 2: The proposed use is consistent with the General Plan The General Plan Land Use designation of the subject site is General Commercial.
Permitted uses in this designation include a wide range of neighborhood and general retail and service establishments, such as stores and repair shops, to accommodate the surrounding community. The proposed use of this parking facility will support on-site employee parking for the AltaMed medical services located at 2675 Slauson. By doing so, it will not further impact the nearby residence and surrounding commercial businesses who are already impacted with limited off-site parking. The proposed use is consistent with the General Plan. Specifically, the use complies with the following: Goal
3.0 of the Land Use Element, which calls to “Provide for the revitalization of deteriorating land uses and properties.” In the commercial general zone, the proposed parking facility would be a revitalization of vacant land. Policy 3.2 of the Land Use Element promotes vigorous enforcement of City codes, including building, zoning and health and safety, to promote property maintenance. By developing this vacant property, it eliminates individuals from bringing in trash and debris into this vacant property which negatively impacts the surrounding residential and commercial businesses. This unwanted behavior further requires emergency services such as the police department to respond to community complaints at this location. Policy 2.4 of the Land Use Element requires that external lighting of commercial properties be isolated to the site and not adversely impact adjacent land uses with light spillover or glare. The photometric plan required by the City shows that the proposed lighting was designed not to impact surrounding residents and commercial businesses, pedestrian and vehicular traffic.
Finding No. 3: The approval of the Conditional Use Permit for the proposed use is in compliance with the requirements of the California Environmental Quality Act (CEQA) and the City’s Guidelines.
The project is Categorically Exempt pursuant to Article 19, Section 15332, Class 32 (Infill Development Projects) of the California Environmental Quality Act (CEQA) Guidelines.
CALL FOR REVIEW OF THE PLANNING COMMISSION’S DETERMINATION APPROVING PLANNING COMMISSION CASE NO. 2025-08 CUP, A REQUEST FOR A CONDITIONAL USE PERMIT FOR A PARKING FACILITY LOCATED AT 2700 SLAUSON AVENUE LOCATED WITHIN THE COMMERCIAL GENERAL (C-G) ZONE.
December 23, 2025
Finding No. 4: The design, location, size and operating characteristics of the proposed use are compatible with the existing and planned future land uses within the general area in which the proposed use is to be located and will not create significant noise, traffic or other conditions or situations that may be objectionable or detrimental to other permitted uses operating nearby or adverse to the public interest, health, safety, convenience or welfare of the City.
The subject site is located on a lot that measures approximately 15,750 square feet.
The site will contain one private parking facility. The design, location, size and operating characteristics of the parking facility is not expected to be detrimental to the public health, safety, and welfare of the City. Conditions of approval are in place to mitigate any possible issues related to the use of the property and property maintenance.
Finding No. 5: The subject site is physically suitable for the type and density/intensity of use being proposed.
The subject site is comprised of a vacant lot. Additionally, no physical expansion of site is proposed, therefore the intensity of the use will not be impacted.
Finding No. 6: There are adequate provisions for public access, water, sanitation, and public utilities and services to ensure that the proposed use would not be detrimental to public health and safety.
The site previously comprised of a commercial building with proper infrastructure in place.
The proposed use of a private parking facility will not impact the public right-of-way. The use will not significantly intensify public access, water, sanitation, and public utilities and services. The proposed use will not require changes to existing public utilities. In addition, the proposed project would not impede the accessibility to public access, water, sanitation, or other public utilities and services.
Based on the findings above, Planning staff recommended approval for the Conditional Use Permit and the Planning commission voted (4-0) to approve the Conditional Use Permit and adopt PC Resolution 2025-08 CUP.
AYES:Commissioner(s) Tapia, Flores, Vice-Chair Estrada, Chair Tarango NOES:
ABSENT: Commissioner(s) Carvajal
FISCAL IMPACTS
There are no negative fiscal impacts to the City.
CALL FOR REVIEW OF THE PLANNING COMMISSION’S DETERMINATION APPROVING PLANNING COMMISSION CASE NO. 2025-08 CUP, A REQUEST FOR A CONDITIONAL USE PERMIT FOR A PARKING FACILITY LOCATED AT 2700 SLAUSON AVENUE LOCATED WITHIN THE COMMERCIAL GENERAL (C-G) ZONE.
December 23, 2025
CONCLUSION
Since the approval of the Planning Commission Case No. 2025-08, the Applicant has worked with the Planning division staff to move forward with the project. As of November 5, 2025, the Applicant has signed the action letter- agreeing to all the conditions of approval.
Respectfully submitted,
Ricardo Reyes
City Manager
Louis Morales
Director of Community Development
ATTACHMENTS
Exhibit A: Call for Review Email
Exhibit B: Minutes of Planning Commission meeting of October 15, 2025 Exhibit C: Planning Commission Case No. 2025-08 CUP Agenda Report Exhibit D: Site Plan
Exhibit E: Photographs
Exhibit F: PC Signed Resolution Case No. 2025-08
Exhibit G: Planning Commission Case No. 2025-08 CUP Presentation Exhibit H: Signed Action Letter with Conditions of Approval
REPORTS AND INFORMATION
ITEM 1
CITY OF HUNTINGTON PARK
Public Works
City Council Agenda Report
December 23, 2025
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
CONSIDERATION OF AUTHORIZATION TO INITIATE A COMPETITIVE
SOLICITATION PROCESS FOR A CITYWIDE ENERGY EFFICIENCY AND
INFRASTRUCTURE IMPROVEMENT PROJECT
IT IS RECOMMENDED THAT THE CITY COUNCIL:
1. Authorize the City Manager to develop and release a competitive solicitation process, such as a Request for Qualifications (RFQ), to evaluate and identify qualified providers for a potential citywide energy efficiency and infrastructure improvement project; and
2. Direct staff to evaluate submitted proposals in coordination with the City's contracted engineering firm to ensure alignment with the City's long-term capital improvement strategy and infrastructure priorities.
PURPOSE/JUSTIFICATION OF RECOMMENDED ACTION
At the December 9, 2025, City Council meeting, the Council received an informational presentation on a conceptual citywide energy-efficiency project that outlined proposed upgrades, including lighting, HVAC systems, solar installations, battery storage, and EV charging infrastructure. The presentation was placed on the agenda at the Mayor's request, and no formal action was taken at that time.
In response to this concept and the growing interest in infrastructure modernization and sustainability initiatives, staff recommends issuing a competitive solicitation to evaluate qualified service providers to develop a comprehensive energy-efficiency project for the City.
The types of improvements discussed in the recent presentation align with potential goals of the City's broader Capital Improvement Program (CIP), which includes aging facility upgrades, long-term operational cost savings, and energy resiliency. However, before considering any project proposal, it is essential to:
CONSIDERATION OF AUTHORIZATION TO INITIATE A COMPETITIVE
SOLICITATION PROCESS FOR A CITYWIDE ENERGY EFFICIENCY AND
INFRASTRUCTURE IMPROVEMENT PROJECT
December 23, 2025
• Identify a transparent and objective process for selecting the most qualified service provider
• Ensure transparency, competition, and best value for the City • Define the City's priorities in terms of scope, financing options, and facility needs • Conduct technical reviews to validate proposed solutions and long-term performance
Staff, in coordination with the City's contracted engineering firm, will review submittals and return to the City Council with a recommended provider and preliminary project concept for further direction.
LEGAL REQUIREMENT
Government Code §4217.10-4217.18 authorizes public agencies to enter into energy services agreements or lease-purchase agreements with a single provider without competitive bidding, contingent upon:
• Holding a public hearing;
• Making formal findings that the project will result in energy savings; and • Demonstrating that the agreement is in the public interest.
FISCAL IMPACT/FINANCING
There is no fiscal impact associated with this action. Any future financial commitment will return to the City Council for review and approval, along with a detailed project scope and financing strategy.
CONCLUSION
Authorizing the City Manager to initiate a competitive selection process will allow the City to explore cost-saving energy and infrastructure improvements in a transparent, methodical, and inclusive manner. This step also reinforces the City's commitment to responsible capital planning and long-term operational sustainability.
Respectfully submitted,
RICARDO REYES
City Manager
CONSIDERATION OF AUTHORIZATION TO INITIATE A COMPETITIVE
SOLICITATION PROCESS FOR A CITYWIDE ENERGY EFFICIENCY AND
INFRASTRUCTURE IMPROVEMENT PROJECT
December 23, 2025
GERRY LOPEZ
Director of Public Works
.
ITEM 2
CITY OF HUNTINGTON PARK
Finance Department
City Council Agenda Report
December 23, 2025
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
CONSIDERATION AND APPROVAL TO REJECT ALL PROPOSALS FOR THE DATA
MIGRATION RFP
IT IS RECOMMENDED THAT THE CITY COUNCIL:
1. Reject all proposals for the Data Migration RFP
PURPOSE/JUSTIFICATION OF RECOMMENDED ACTION
The City of Huntington Park is in the process of moving from the Naviline Central Square ERP to the Tyler Technologies ERP System. This change in ERP systems is going to require Data Migration to have years of historical financial data and information moved over from the old system into the new system.
On September 11, 2025 the first Data Migration RFP went live on PlanetBids and closed on September 22, 2025. Two proposals were received, one from ConsultAdd and one from Data Climb. Significant discrepancies were identified between the proposals in both project timelines and cost estimates. Staff elected to reject both submissions due to the limited number of responses, the substantial variances noted, and the determination that additional requirements needed to be incorporated into the RFP.
On October 9, 2025, the Data Migration RFP was reissued and went live on PlanetBids then closed on October 24, 2025. Four proposals were received from: ConsultAdd INC, DataTerrain Inc, FACEKAY LLC, and Viviente Software. Two of the four proposals, Consultadd INC and FACEKAY LLC, were disqualified from the evaluation process due to them utilizing the City’s seal on their proposals, which is expressly stated that it is prohibited in the RFP.
The remaining two proposals, submitted by DataTerrain Inc. and Viviente Software, were evaluated by a panel of three Finance Department staff members. Each reviewer completed a proposal evaluation, with neither submitted proposal receiving a score above 60 out of 100. Neither firm has had direct experience with the Naviline Central Square
CONSIDERATION AND APPROVAL TO REJECT ALL PROPOSALS FOR THE DATA
MIGRATION RFP
December 23, 2025
ERP nor the Tyler Technologies ERP systems. The evaluation summaries are attached for reference.
Staff recommends that the City reject all proposals due to none of the vendors having direct experience with either ERP system.
FISCAL IMPACT/FINANCING
There is no financial impact for rejecting all proposals.
CONCLUSION
Upon Council approval, staff will proceed with the recommended actions.
Respectfully submitted,
RICARDO REYES
City Manager
JEFF JONES
Director of Finance
ATTACHMENT(S)
A. Data Migration RFP
B. Proposals
C. Proposal Evaluations
D. Resolution
Request for Proposal Page | 1
For Network Cabling Installation
City of Huntington Park Request for Proposal for Electronic Document Management System
CITY OF HUNTINGTON PARK
REQUEST FOR PROPOSAL FOR
DATA MIGRATION SERVICES
PROPOSAL DUE DATE: (October 24, 2025)2:00 p.m.
6550 Miles Ave
Huntington Park, CA 90255
Contact: (Whitford Marin) & (Chandler Huynh)
([email protected]) & ([email protected])
ATTACHMENT "A"
Request for Proposal Page | 2
DATA MIGRATION SERVICES
Table of Contents
1. INTRODUCTION ....................................................................................................................... 3
2. SCOPE OF SERVICES ............................................................................................................ 3 A. Project Initiation ........................................................................................................................3 B. Desired Outcomes: ..................................................................................................................4 C. Expectations and Responsibilities .........................................................................................4 D. Data Ownership........................................................................................................................5
3. KEY PERSONNEL .................................................................................................................... 5
4. CITY’S STANDARD PROFESSIONAL SERVICES AGREEMENT .................................... 5
5. INSURANCE REQUIREMENTS .............................................................................................. 5
6. CONTRACT AWARD ............................................................................................................... 5
7. REQUIRED FORMAT FOR TECHNICAL PROPOSAL SUBMITTAL ................................. 6
8. FEE ............................................................................................................................................. 6
9. PROPOSAL SUBMITTAL PROTOCOL ................................................................................. 6
10. PRE-CONTRACTUAL EXPENSES IN RESPONDING TO THE RFP PREPARATION .... 7 Request for Proposal Page | 3
DATA MIGRATION SERVICES
1. INTRODUCTION
The City of HUNTINGTON PARK (City) is in the process of transitioning enterprise resource planning (ERP) systems. City is soliciting Proposals from qualified firms for the data migration of financial information stored on the City’s current ERP system, Central Square/ “Naviline” ”H5”, to the new ERP system, “Tyler Munis” from Tyler Technologies.
Proposals will be accepted until 2:00 p.m. on October 24, 2025.
2. SCOPE OF SERVICES
This Scope of Services provides general parameters and is not intended to be a complete list of all the terms, conditions, obligations and requirements of the services to be rendered. The successful proposer will perform the data migration responsibilities in accordance with the requirements of the agreement. The vendor applying should have significant experience in providing this type of service.
The City reserves the right to delete specific task(s).
A. Project Initiation
Proposals will be evaluated according to the following criteria:
• Experience with similar projects/programs/services
• Familiarity the Central Square/ “Naviline” “H5” ERP system and the Tyler Technologies “Tyler Munis” ERP system
• Demonstrate competence to perform work specific in this RFP and the ability to cooperate with City staff regarding timelines and accuracy of data • Assigned personnel’s qualifications and availability to be onsite for an estimated 20% of the projects duration
• Contractor will provide the data migration plan and will be responsible for all data migration. Contractor will provide all the data master formats to ensure proper data migration. The data migration plan must include the following:
o 1. Knowing the data – Before migration, source data needs to undergo a complete audit to avoid unexpected issues.
o 2. Cleanup – Once issues are identified they must be resolved. This may require additional software tools and third-party resources because of the scale of the work.
o 3. Maintenance and protection – Data undergoes degradation after a period of time, making it unreliable. Controls must be in place to maintain data quality o 4. Governance – Tracking and reporting on data quality is important because it enables a better understanding of data integrity. The processes and tools used to produce this information should be highly usable and automate functions where possible.
Request for Proposal Page | 4
DATA MIGRATION SERVICES
B. Desired Outcomes:
A successful project will result in the migration of all the City’s existing ERP data from Central Square/ “Naviline” systems to the new Tyler Technologies ERP without impacting overall service and quality.
C. Expectations and Responsibilities
The City expects the contractor to review the proposed roles and responsibilities, establish an implementation plan, and coordinate completely with necessary parties to ensure the data migration is accurate and executed effectively.
The City and contractor both have roles and responsibilities in planning, executing, and maintaining these serves through the contract period. City staff will work with contractor team to extract data from legacy applications and to map the data into the new ERP. The contractor, in turn will be responsible for loading the converted data and confirming the successful load of the data. Specific deliverables expected during this stage include:
• Conversion Plan
• Converted Data Acceptance
The City understands the level of effort required to convert data and is interested in converting only essential data required for the new system. The table below outlines some but not all of the City’s data that will be migrated to the new system and is subject to change as necessary.
Function Item Conversion
General Ledger Accounts (Trial Balance) Up to 20 Years transaction history
Budget Encumbrances Up to 20 Years transaction
history
Accounts Payable Vendors Up to 20 Years invoices and
check history
Accounts Receivable Customers Up to 10 Years billing and receipts
Building Department Permits Per database
Business Licenses Accounts Per database
Cash Receipting Receipt Items Up to 20 Years receipt
history
Project Accounting Projects Per database
Capital Assets Asset Records Per database
Grants Accounting Grants Per database
Utility Billing Customer Records Accounts, Services,
Deposits, Meters, Rates; Up
to 5 Years of service, billing,
and payment history
Payroll Employee Payroll Records Up to 10 Years transaction history
Request for Proposal Page | 5
DATA MIGRATION SERVICES
D. Data Ownership
The City retains ownership of all data entered into the ERP software system. Vendor agrees not to disclose City data to any person in any form, without prior consent of the City. The Vendor’s and/or Implementation contractor personnel will have access to City data for the purpose of supporting the City’s use of its data/ Vendor/contractor will not alter any City data without prior consent of the City. All City data stored by the vendor or contractor must reside on servers located within the continental United States.
In the event that this contract is terminated for any reason, Vendor agrees to work with the City to provide the City with its data in a format mutually agreed to by both parties. Following provision of data to the City, the Vendor agrees to destroy all copies of City data.
3. KEY PERSONNEL
It is essential that the contractor provide adequate experienced personnel, capable of and devoted to the successful accomplishment of work to be performed under this contract.
The Contractor shall assign specific individuals to the key positions:
• The Contractor agrees that, once assigned to work under this contract, key personnel shall not be removed or replaced without written notice to the City. • If key personnel are not available for work under this contract for a continuous period exceeding thirty calendar days or are expected to devote substantially less effort to the work than initially anticipated, the Contractor shall immediately notify the City, and shall, subject to the concurrence of the City, replace such personnel with personnel of substantially equal ability and qualifications.
The contractor shall be responsible for, but not limited to, the following:
• Adherence to schedules;
• Notifying City of any personnel changes; and
• Training of new personnel.
4. CITY’S STANDARD PROFESSIONAL SERVICES AGREEMENT
Please see ATTACHMENT 1 - CITY’S STANDARD PROFESSIONAL SERVICES AGREEMENT.
5. INSURANCE REQUIREMENTS
Please see ATTACHMENT 2 - CITY’S STANDARD INSURANCE REQUIREMENTS.
6. CONTRACT AWARD
Any contract resulting from this RFP will be awarded to a firm whose Proposal meet the technical requirements of the RFP and is evaluated as the best fit for City’s needs. City staff will evaluate the proposals based upon several factors, which may include:
• Compliance with the RFP Requirements = 10%
• Experience = 40%
• References = 25%
• Cost = 25%
Negotiations regarding a fair and reasonable price will occur subsequent to consultant selection.
Request for Proposal Page | 6
DATA MIGRATION SERVICES
7. REQUIRED FORMAT FOR TECHNICAL PROPOSAL SUBMITTAL
*** Use of the City of Huntington Park City Seal is prohibited*** Please submit your Technical Proposal in the format specified below:
Cover Letter: Emphasize strong points of the project team and the firm’s experience.
Include the name, address, telephone number, title, and signature of the firm’s contact person for this proposal. The cover letter shall state that the submittal is valid for 60 days.
Table of Contents: Provide contents of proposal.
Section 1 – Scope of Work: Provide your understanding of the project, and describe your approach to accomplishing the City’s goal in the most efficient and cost-effective manner.
Section 2 – Schedule: Provide a schedule showing tasks and duration for each task for the completion of the services from Monday to Sunday.
Section 3 - Project Team, Key Personnel and Resumes: Provide an organization chart showing the names and responsibilities of key personnel and sub consultants. Provide resumes of all key personnel identified in the organization chart.
Section 4 - Company Qualifications: Provide company qualifications of prime consulting firm and any proposed sub-consultants.
Section 5 - References: Provide a minimum of 3 Public Agency references that shows your firm’s experience in similar type of services.
Section 6 - City’s Standard Contract Services Agreement: The RFP includes ATTACHMENT 1 - CITY’S STANDARD CONTRACT SERVICES AGREEMENT.
Proposers shall review the Agreement and provide a statement that they will comply with all aspects of the Agreement, or provide any comments that they would like the City to consider. The City Attorney will review any comment received and make a final decision if all or part or any of such comments may be considered.
Section 7 – City’s Standard Insurance Requirements: The RFP includes ATTACHMENT 2 - CITY’S STANDARD INSURANCE REQUIREMENTS. Proposers shall review the Agreement and provide a statement that they will comply with all aspects of the Agreement, or provide any comments that they would like the City to consider. The City Attorney will review any comment received and make a final decision if all or part or any of such comments may be considered.
Section 8 - Other Information: Include in this section any other and additional information you wish to submit to the City.
8. FEE
The Fee schedule which includes labor and material, shall be submitted through PlanetBids. Final negotiations for the final scope and fee will occur subsequently. Prior to awarding the contract. Prior to awarding the contract, City Staff and contractor will establish and agree to approval protocol for fees associated with repairs.
9. PROPOSAL SUBMITTAL PROTOCOL
In order to be considered in the selection process, interested parties shall submit their Proposals through PlanetBids no later than 2:00 PM, October 24, 2025.
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10. PRE-CONTRACTUAL EXPENSES IN RESPONDING TO THE RFP PREPARATION The City shall not be liable for any pre-contractual expenses incurred by any proposer or by any selected consultant. Each proposer shall protect, defend, indemnify, and hold harmless the City from any, and all liability, claims, or expenses whosoever incurred by, or on behalf of, the entity participating in the preparation of its response to this RFP. Pre-contractual expenses are defined as expenses incurred by proposers and the selected consultant, if any, in:
Preparing and submitting information in response to this RFP Negotiations with the City on any matter related to this procurement Costs associated with interviews, meetings, travel, or presentations All other expenses incurred by a proposer/consultant prior to the date of award and a formal notice to proceed.
The City reserves the right to amend, withdraw, and cancel this RFP. The City reserves the right to reject all responses to this request at any time prior to contract execution or only award a partial contract for a limited scope of work. The City reserves the right to request or obtain additional information about any, and all proposals.
ATTACHMENTS:
ATTACHMENT 1 - CITY’S STANDARD PROFESSIONAL SERVICES AGREEMENT ATTACHMENT 2 - CITY’S STANDARD INSURANCE REQUIREMENTS
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CITY OF HUNTINGTON PARK
REQUEST FOR PROPOSAL FOR DATA MIGRATION SERVICES
Response Date: 10/23/2025
Submitted By: DataTerrain Inc (CMAS Number: 3-25-07-1012)Contact:
Name: Jay Vellore Murugan
Title : Chief Technology Officer
Email: [email protected]
Phone: 650-701-1100
ATTACHMENT "B"
COVER LETTER
To
City of Huntington Park
6550 Miles Ave
Huntington Park, CA 90255
Attn: Whitford Marin & Chandler Huynh
Email: [email protected] | [email protected]
Subject: Proposal Submission — Data Migration Services (RFP Due October 24, 2025) Dear Committee,
DataTerrain Inc. is pleased to submit this proposal for the City of Huntington Park’s Data Migration Services RFP. As a California-incorporated technology firm headquartered in Palo Alto, we bring nearly a decade of focused experience helping public agencies, higher-education institutions, and Fortune 500 enterprises modernize their data ecosystems through precise, secure, and compliant migration strategies.
Our firm has successfully delivered large-scale ERP, BI, and analytics migration programs across the U.S.- ensuring integrity, accuracy, and minimal disruption of critical operations. With 180+ full-time engineers and 42 testing/administrative staff, DataTerrain offers a rare blend of technical depth, staff stability (over 70 % of our team has been with us since inception), and cost-efficient delivery processes.
We understand the City’s requirements for accurate conversion of financial and administrative data from Central Square /Naviline H5 to Tyler Munis while maintaining data ownership and security as outlined in your RFP Sections 2C and 2D. Our automated ETL frameworks and quality validation pipelines have been designed precisely for this type of transition — ensuring full traceability and regulatory compliance for financial records, payroll data, and historical transactions.
Why DataTerrain is the right partner for this engagement:
● Proven Data Migration Leadership: Over 330 U.S. customers supported in modernizing ERP and BI systems using automation and structured governance. ● Public Sector Experience: Referenceable work with educational and government clients (e.g., Stanford University, Texas Education Agency, Creighton University). ● Automated and Auditable Process: Proprietary tools that reduce manual errors and improve data reconciliation speed by up to 60 %.
● In-House Delivery Only: No sub-contractors — all migration, testing, and support handled by full-time staff.
● Strong Governance & Communication: We establish clear milestones, testing protocols, and sign-offs aligned with your expected deliverables (Conversion Plan and Converted Data Acceptance).
Our submission is valid for 60 days from the date of this letter. We appreciate the City’s consideration and look forward to partnering with you to deliver a secure, accurate, and on-time data migration to Tyler Munis.
Sincerely,
Swetha Srinivasan
Client Manager
DataTerrain, Inc.
Email - [email protected]
Direct - +1 408 634 7042
Address - 228 Hamilton Ave, 3rd Floor,
Palo Alto, CA, 94301
TABLE OF CONTENTS
Section Title Subsections / Notes
1 Scope of Work 1.1 Introduction and Project Understanding
1.2 Project Objectives
1.3 Approach and Methodology (Phases 1–4)
1.4 Roles and Responsibilities
1.5 Deliverables
1.6 Success Criteria1.
1.7 Competitive Advantages
2 Schedule 2.1 Overview
2.2 Week-by-Week Schedule (Mon–Sun)
2.3 Total Duration
3 Project Team, Key
Personnel, and
Resumes
4 Company
Qualifications
Prime consulting firm and sub-consultants’ qualifications 5 References 3 Public Agency references
6 City’s Standard
Contract Services
Agreement
Attachment 1: City’s Standard Contract Services
7 City’s Standard
Insurance
Requirements
Attachment 2: City’s Standard Insurance
8 Fee
SECTION 1 – SCOPE OF WORK
1.1 Introduction and Project Understanding
Dataterrain will support the City of Huntington Park in executing a secure, accurate, and seamless transition from the Central Square/Naviline/H5 ERP system to Tyler Technologies’ Tyler Munis ERP system. This migration ensures continuity of City operations, integrity of financial and operational data, and compliance with data governance standards.
Key modules in scope include:
Module Data Scope
General Ledger, Budget,
Encumbrances
Up to 20 years of transaction history
Accounts Payable &
Accounts Receivable
Vendor/customer invoices, checks, billing, and receipts Payroll Employee payroll records up to 10 years
Utility Billing Customer accounts, deposits, meters, rates, service, billing, and payment history (up to 5 years)
Capital Assets, Grants,
Project Accounting
Complete database records
Business Licenses &
Building Permits
Complete database records
Cash Receipting Up to 20 years of receipt history
Dataterrain fully understands the City’s requirements for data ownership, confidentiality, and U.S.-based storage, and recognizes the need for close collaboration with City staff during extraction, mapping, validation, and loading.
1.2 Project Objectives
The primary objectives are:
1. Execute a complete and accurate migration of legacy data from Central Square/Naviline to Tyler Munis.
2. Preserve data integrity, accessibility, and traceability across all departments.
3. Implement robust data governance, validation, and reconciliation.
4. Deliver the migration in an efficient and cost-effective manner, leveraging proven tools and frameworks.
5. Provide knowledge transfer and training to City staff for post-migration operations.
1.3 Approach and Methodology
Dataterrain employs a structured, four-phase methodology to deliver accuracy, efficiency, and cost-effectiveness:
Phase 1 – Discovery & Planning
● Conduct a full audit of legacy systems and identify data dependencies. ● Map data fields between source (Naviline/H5) and target (Tyler Munis). ● Finalize the migration architecture, conversion tools, and validation strategy.
Phase 2 – Data Transformation & Cleanup
● Perform data profiling, cleansing, and standardization to remove duplicates, errors, and inconsistencies.
● Apply ETL (Extract, Transform, Load) processes using Dataterrain’s proven templates. ● Conduct test migrations and iterative validations to confirm data readiness.
Phase 3 – Validation & Testing
● Execute pilot migration cycles for financial modules. ● Validate migrated data for completeness, accuracy, and relational integrity. ● Perform user acceptance testing (UAT) with City stakeholders.
Phase 4 – Deployment & Knowledge Transfer
● Conduct final cutover to Tyler Munis.
● Provide hypercare support for two weeks post go-live. ● Deliver documentation, data validation reports, and staff training.
1. Effectiveness: Guarantees fully accurate and validated migration aligned with City objectives.
2. Efficiency: Optimized workflows, automated tools, and parallel task execution reduce timeline and effort.
3. Cost-Effectiveness: Reuse of proven frameworks and automation reduces overall project cost while ensuring high-quality results.
1.4 Roles and Responsibilities
To ensure accountability and smooth execution, the roles are summarized as follows:
● Dataterrain: Responsible for data extraction, migration, transformation, validation, load, reconciliation, and documentation.
● City Staff: Provide access to legacy systems, assist in validation, and approve migrated data.
1.5 Deliverables
1. Comprehensive Data Migration Plan and Mapping Document
2. ETL Framework and Data Cleansing Reports
3. Validation and Reconciliation Reports
4. UAT Sign-off and Acceptance Report
5. Final Migration Summary and Knowledge Transfer Documents
1.6 Success Criteria
● 100% of agreed-upon data migrated accurately.
● Ensure that all financial and operational modules are fully functional in Tyler Munis. ● Minimal downtime and zero loss of critical historical data. ● City confirmation of successful migration and acceptance of final deliverables.
1.7 Competitive Advantages
● Proven Expertise: Over 15 years of ERP migration experience in the public sector, including Tyler Munis implementations.
● Structured, Phased Methodology: Minimizes risk, ensures accuracy, and maintains operational continuity.
● Governance & Compliance: Full adherence to U.S.-based storage, confidentiality, and audit requirements.
● Collaborative Execution: Dedicated team works closely with City staff, including onsite support as needed.
● Efficiency & Cost Control: Optimized workflow, automation, and reuse of tested frameworks ensure reduced timeline, effort, and overall cost.
SECTION 2 – SCHEDULE
2.1 Overview
Dataterrain proposes a 26-week (6-month) structured schedule to migrate the City’s ERP data from Central Square/Naviline/H5 to Tyler Munis. Each week is planned Monday-to-Sunday with clear activities and deliverables. The schedule addresses all RFP requirements — Knowing the Data, Cleanup, Maintenance & Protection, and Governance — while ensuring efficiency, cost-effectiveness, and minimal disruption to City operations.
2.2 Week-by-Week Schedule (Mon–Sun)
Week Phase Key Activities (Mon–Sun)
1–4 Phase 1: Discovery
& Planning
● Project kickoff and stakeholder interviews.
● Comprehensive data inventory and system audit.
● Data mapping and dependency identification.
● Migration strategy finalization and risk assessment.
● Deliverables: Kickoff notes, audit report, data
mapping templates, approved migration plan.
5–12 Phase 2: Data
Transformation &
Cleanup
● ETL framework setup and initial data extraction.
● Data remediation: de-duplication, normalization,
correcting errors.
● Data standardization and transformation- Test
migrations (first & second round).
● Final dataset preparation for full migration.
● Deliverables: ETL documentation, remediation logs,
transformation scripts, test migration reports,
ETL-ready dataset.
13–1
9 Phase 3: Validation
& Testing
● Full-scale test migration in staging- Module-level
functional validation.
● Multi-layer validation and reconciliation.
● User Acceptance Testing (UAT) Cycles 1 & 2-
Stakeholder review and final approval.
● Deliverables: Test environment, functional reports,
reconciliation report, UAT feedback, UAT sign-off
report, final validation report.
20–2
6 Phase 4:
Deployment &
Knowledge
Transfer
● Production cutover planning and execution- Hypercare
support and monitoring.
● Staff training sessions.
● Knowledge transfer and documentation handover
● Post-go-live validation and project closure
● Deliverables: Cutover plan, go-live confirmation,
hypercare logs, training report, comprehensive user
manual, system stabilization report, final project
report
2.3 Total Duration
26 weeks (Mon–Sun) covering all phases from discovery through post-go-live stabilization.
SECTION 3 - PROJECT TEAM, KEY PERSONNEL AND RESUMES
Dataterrain has assembled a highly qualified team with deep expertise in ERP implementation, data migration, and system integration. Our project structure ensures clear accountability, effective communication, and timely delivery at every stage.
An organization table outlining the reporting structure, key responsibilities, and assigned roles is provided below. This table highlights the primary personnel responsible for planning, execution, data validation, and project oversight.
Position Role Title Role Description Name
CTO
Chief Technical
Officer
Provides overall technology
leadership, sets technical vision,
strategy, and goals to ensure
innovation, scalability, and alignment
with business objectives..
Jay Murugan
COO Chief Operating
Officer
Coordinates multiple projects, aligns
business goals with technology
execution.
Bala Muralitharan
Project Manager Project Manager
Manages specific projects, timelines,
deliverables, and client
communication.
Lea Willett LeRoi
Tech Lead Technical Lead
Guides development team, ensures
code quality, architecture, and
mentoring.
-
Backend
Developer
Software Engineer
- Backend
Develops APIs, databases, server logic,
ensures scalability and performance. -
Frontend
Developer
Software Engineer
- Frontend
Implements UI/UX, builds responsive
and accessible web/mobile interfaces. -
Fullstack
Developer
Software Engineer
- Fullstack
Works on both frontend and backend,
bridges UI and server logic. -
QA Engineer Quality Assurance
Engineer
Designs and executes test cases,
automation, ensures software quality.
-
DevOps
Engineer
DevOps / Cloud
Engineer
Manages CI/CD, cloud infrastructure,
monitoring, deployment, and security.
-
UI/UX Designer UI/UX Designer
Designs user-friendly interfaces,
creates wireframes, prototypes, and
improves usability.
-
Resumes of the key project leads are attached for the City’s review. ______________________________________________________________________________ Resume 1 :
Jayavel Vellore Murugan: Technology Visionary & Strategic Leader Executive Profile
Jayavel "Jay" Vellore Murugan serves as Chief Technology Officer at DataTerrain Inc., where he brings over two decades of technology leadership experience spanning Fortune 500 enterprises, cutting-edge startups, and mission-critical public sector initiatives. As both a strategic visionary and hands-on technical leader, Jay has consistently delivered transformational technology solutions that drive measurable business outcomes for organizations ranging from global manufacturers to premier healthcare institutions.
Leadership Philosophy & Approach
Technology-Driven Business Transformation
Jay's leadership philosophy centers on leveraging technology as a catalyst for organizational excellence. He believes that the most successful technology initiatives are those that not only solve immediate technical challenges but also position organizations for long-term competitive advantage and operational efficiency.
Client-Centric Innovation
"Technology should serve people, not the other way around," reflects Jay's approach to solution design. His leadership ensures that every DataTerrain project begins with deep understanding of client needs, organizational culture, and strategic objectives before moving to technical implementation.
Team Excellence & Development
Under Jay's leadership, DataTerrain has built a world-class engineering team of 180+ professionals, with over 70% retention since company inception—a testament to his commitment to creating an environment where technical talent thrives and grows.
Technical Leadership Experience
Enterprise-Scale Data Architecture
Jay has personally led the design and implementation of some of the industry's most complex data platforms:
Hyperscale Data Lake Development:
● Architected and delivered one of the world's largest retail data lakes, processing hundreds of billions of records for a top-three global retailer
● Led the technical strategy for massive data migrations from legacy mainframe systems to modern cloud platforms
● Designed fault-tolerant, scalable architectures capable of handling petabyte-scale data volumes with enterprise-grade reliability
Cloud Transformation Leadership:
● Spearheaded complex cloud migration initiatives for Fortune 500 companies, ensuring zero-downtime transitions from legacy infrastructure
● Developed innovative automation frameworks that accelerate cloud adoption while maintaining security and compliance standards
● Created hybrid cloud architectures that optimize performance, cost, and operational flexibility
Healthcare Technology Innovation
Jay's leadership in healthcare technology has contributed to advancing patient care and medical research:
Clinical Data Platform Excellence:
● Led development of HIPAA-compliant data platforms serving premier institutions like Stanford Hospital and Memorial Sloan Kettering Cancer Center ● Architected real-time clinical decision support systems that enhance patient safety and treatment outcomes
● Designed secure data sharing platforms enabling breakthrough medical research while maintaining strict privacy protections
Research Analytics Infrastructure:
● Built comprehensive research data platforms supporting cancer research initiatives that contribute to life-saving medical discoveries
● Developed predictive analytics systems that help healthcare providers optimize resource allocation and improve patient outcomes
Manufacturing & Industrial IoT Leadership
Jay's expertise extends to complex industrial environments where real-time data processing is mission-critical:
Global Manufacturing Systems:
● Architected predictive maintenance systems that reduce operational costs and equipment downtime across international manufacturing operations
● Designed supply chain optimization platforms that improve efficiency across complex global logistics networks
Strategic Technology Vision
Artificial Intelligence & Machine Learning
Jay has been at the forefront of practical AI implementation, focusing on solutions that deliver immediate business value:
Predictive Analytics Excellence:
● Developed machine learning models for equipment failure prediction, patient risk assessment, and business forecasting
● Led AI initiatives that transform reactive operations into proactive, data-driven decision-making processes
● Created automated systems that improve accuracy while reducing manual effort and operational costs
AI-Powered Innovation:
● Pioneered development of DataTerrain's AI-powered talent acquisition platform, revolutionizing HR processes through intelligent automation ● Architected machine learning pipelines that enable real-time personalization and optimization across diverse business applications
Legacy System Modernization
Jay's expertise in bridging old and new technologies has enabled numerous organizations to modernize without disrupting operations:
Mainframe to Cloud Transformation:
● Successfully led migrations of complex legacy systems, including PL/SQL applications, mainframe programs, and shell scripts to modern cloud environments ● Developed proprietary automation tools that accelerate legacy system modernization while preserving business logic and data integrity
● Created hybrid architectures that enable gradual modernization without operational risk Industry Recognition & Expertise
Cross-Industry Leadership
Jay's technical leadership spans multiple industries, each with unique challenges and requirements:
Healthcare & Life Sciences:
● Deep expertise in healthcare data regulations, including HIPAA compliance and medical research requirements
● Understanding of clinical workflows and the critical nature of healthcare system reliability
● Experience with genomic data processing and research analytics platforms Financial Services:
● Knowledge of financial industry regulations and compliance requirements ● Experience with high-frequency transaction processing and fraud detection systems ● Expertise in SOX compliance and financial reporting automation Education & Research:
● Understanding of academic research data management and collaboration requirements ● Experience with student information systems and educational analytics ● Knowledge of grant management and research funding tracking systems Manufacturing & Industrial:
● Expertise in industrial IoT, sensor data processing, and equipment monitoring ● Understanding of global supply chain optimization and logistics management ● Experience with quality management systems and manufacturing analytics Innovation & Patents
Proprietary Technology Development
Under Jay's technical leadership, DataTerrain has developed several innovative solutions:
Automation Platforms:
● BI Migration Tools: Proprietary software that automates the transportation of UI components, interactive elements, and programmatic logic between different business intelligence platforms
● Legacy Modernization Framework: Automated tools that accelerate the transformation of legacy applications to modern cloud architectures
● Data Integration Accelerators: Custom solutions that streamline complex data integration projects
Research & Development Leadership
Jay continuously invests in emerging technologies to maintain DataTerrain's competitive edge:
Emerging Technology Exploration:
● Advanced machine learning algorithms for predictive analytics ● Blockchain applications for secure data sharing
● Edge computing solutions for real-time processing
● Quantum computing preparation for future scalability
Project Leadership Excellence
Billion-Record Scale Projects
Jay has personally led some of the industry's most complex data projects:
Scale Achievements:
● Successfully migrated hundreds of billions of records from legacy systems to modern cloud platforms
● Managed projects processing petabytes of data across multiple geographic regions ● Led teams delivering solutions that support millions of end users globally Mission-Critical System Delivery
Jay's project leadership ensures reliable delivery of systems that organizations depend on for daily operations:
Reliability Standards:
● Maintained 99.99%+ uptime for mission-critical systems across diverse client environments
● Implemented disaster recovery and business continuity plans that ensure operational resilience
● Delivered projects on time and within budget while maintaining the highest quality standards
Client Relationship Excellence
Strategic Partnership Development
Jay's approach to client relationships goes beyond technical delivery to strategic partnership:
Long-Term Value Creation:
● Built lasting relationships with premier organizations including Stanford University, Amazon Inc., and Caterpillar Inc.
● Developed solutions that evolve with client needs, providing value for decades rather than just immediate requirements
● Created technology roadmaps that align with client strategic objectives and growth plans Executive Communication
Jay excels at translating complex technical concepts into business value propositions:
Stakeholder Engagement:
● Regular interaction with C-level executives, translating technology initiatives into business outcomes
● Board-level presentations on technology strategy and investment priorities ● Facilitation of technical decision-making processes across diverse stakeholder groups Contact & Leadership Accessibility
Direct Contact Information:
● Email: [email protected]
● Direct Cell: (510) 304-2381
● Role: Authorized to contractually obligate DataTerrain Inc. and negotiate on the organization's behalf
Leadership Availability
Jay maintains an open-door policy for clients and partners, ensuring direct access to strategic technology leadership when needed. His commitment to client success extends to personal availability for critical project decisions and strategic consultations.
Future Vision & Commitment
Under Jay's technology leadership, DataTerrain continues to push the boundaries of what's possible in enterprise technology solutions. His vision encompasses:
Next-Generation Solutions:
● Advanced AI and machine learning platforms that deliver unprecedented business insights
● Edge computing architectures that enable real-time decision-making at massive scale ● Quantum-ready data platforms that prepare clients for the next evolution in computing power
Sustainable Technology Leadership:
● Environmentally conscious technology choices that reduce organizational carbon footprints
● Sustainable architecture designs that optimize resource utilization and energy efficiency ● Long-term technology strategies that provide enduring value and minimize technical debt Continued Innovation: Jay's leadership ensures that DataTerrain remains at the forefront of technology innovation, continuously exploring emerging technologies and methodologies that can deliver superior value to clients across industries.
Jayavel Vellore Murugan's technology leadership represents the perfect combination of strategic vision, technical excellence, and client-focused delivery that defines DataTerrain's approach to transformational technology solutions.
Resume -2 :
Bala Muralitharan: Operational Excellence & Strategic Technology Leadership
Executive Profile
Bala Muralitharan serves as Chief Operating Officer at DataTerrain Inc., where he brings exceptional operational leadership and deep technical expertise to drive organizational excellence and client success. As a strategic technology leader with extensive experience in large-scale project delivery, Bala combines operational acumen with hands-on technical knowledge to ensure DataTerrain consistently delivers world-class solutions to Fortune 500 enterprises and leading institutions.
Leadership Philosophy & Operational Excellence
Operational Excellence Through Technology
Bala's leadership philosophy centers on creating operational frameworks that enable technical teams to deliver exceptional results consistently. He believes that sustainable technology success requires robust operational processes, clear communication channels, and continuous improvement methodologies that scale with organizational growth.
Client Success-Driven Operations
"Operational excellence means our clients never have to worry about project execution—they can focus on their business while we deliver flawless technology solutions," reflects Bala's commitment to removing operational friction from client relationships and ensuring seamless project delivery.
Global Delivery Optimization
Under Bala's operational leadership, DataTerrain has established 24/7 global delivery capabilities that enable continuous project momentum across time zones, ensuring rapid response times and uninterrupted progress on mission-critical initiatives.
Operational Leadership Experience
Enterprise-Scale Project Management
Bala has orchestrated some of the industry's most complex technology delivery programs:
Large-Scale System Implementations:
● Led operational delivery of billion-record data migration projects for Fortune 500 companies
● Managed concurrent multi-site implementations across global organizations ● Orchestrated complex system integrations involving legacy mainframe modernization and cloud transformation
● Coordinated cross-functional teams spanning multiple time zones and technical disciplines
Quality Assurance & Process Excellence:
● Established comprehensive quality management systems ensuring 99.99%+ system reliability
● Implemented automated testing frameworks that maintain data accuracy across massive-scale platforms
● Developed operational procedures that enable seamless scaling from small projects to enterprise-wide implementations
Global Team Leadership
Bala's operational expertise extends to building and managing high-performance technical teams:
Team Development & Retention:
● Built and managed DataTerrain's 180+ person engineering organization with industry-leading retention rates
● Established career development programs that maintain over 70% employee retention since company inception
● Created collaborative work environments that attract and retain top-tier technical talent Cross-Cultural Team Management:
● Led global delivery teams spanning multiple countries and cultural contexts ● Implemented communication protocols that ensure seamless collaboration across distributed teams
● Developed operational standards that maintain consistent quality regardless of delivery location
Technology Leadership & Technical Expertise
Healthcare Technology Operations
Bala's operational leadership has been instrumental in delivering complex healthcare technology solutions:
Clinical System Implementation:
● Led operational delivery of HIPAA-compliant data platforms for Stanford Hospital and Memorial Sloan Kettering Cancer Center
● Managed deployment of real-time clinical decision support systems requiring zero-downtime implementations
● Orchestrated complex data integration projects connecting multiple hospital systems and external medical databases
Research Platform Operations:
● Oversaw implementation of research data platforms supporting cancer research initiatives ● Managed operational aspects of genomic data processing systems handling petabyte-scale research datasets
● Coordinated multi-institutional research collaboration platforms requiring strict security and compliance protocols
Manufacturing & Industrial Systems
Bala's operational expertise extends to complex industrial environments:
Global Manufacturing Operations:
● Led deployment of comprehensive IoT platforms for Caterpillar Inc. across multiple continents
● Managed operational aspects of predictive maintenance systems serving global heavy equipment fleets
● Orchestrated supply chain optimization platform implementations spanning complex international logistics networks
Industrial Scale Data Processing:
● Oversaw operational delivery of real-time telemetry processing systems handling millions of sensor readings daily
● Managed deployment of automated quality control systems improving manufacturing efficiency
● Led implementation of financial reporting automation ensuring SOX compliance across global operations
Cloud & Enterprise Architecture Operations
Bala has consistently delivered complex cloud transformation initiatives:
Cloud Migration Leadership:
● Led operational aspects of massive cloud migrations including hundreds of billions of records for major enterprises
● Managed zero-downtime transitions from legacy mainframe systems to modern cloud platforms
● Orchestrated hybrid cloud implementations balancing performance, security, and cost optimization
Enterprise Integration Excellence:
● Oversaw complex system integration projects connecting disparate enterprise applications
● Managed API development and deployment initiatives enabling seamless data sharing across organizational boundaries
● Led implementation of enterprise data governance frameworks ensuring data quality and regulatory compliance
Strategic Operations & Business Development
Client Relationship Management
Bala's operational approach extends to strategic client partnership development:
Long-Term Partnership Building:
● Developed operational frameworks that enable lasting relationships with premier organizations
● Created client success programs ensuring continuous value delivery beyond initial project completion
● Established communication protocols that maintain transparent, proactive client engagement
Account Growth & Expansion:
● Led operational initiatives that expanded DataTerrain's engagement with existing clients ● Developed service delivery models that demonstrate continuous value, leading to contract renewals and expansions
● Created reference customer programs that support new business development through operational excellence
Financial Operations & Resource Management
Bala's leadership ensures optimal resource utilization and financial performance:
Cost Optimization:
● Implemented operational efficiencies that enable competitive pricing while maintaining quality standards
● Developed resource allocation models that optimize team utilization across multiple concurrent projects
● Created financial tracking systems that ensure projects deliver on time and within budget Growth Management:
● Led operational scaling initiatives supporting DataTerrain's 20%+ annual growth trajectory
● Managed resource planning that enables rapid response to new opportunities without compromising existing commitments
● Established operational foundations that support sustainable business growth Innovation in Operations
Process Automation & Efficiency
Bala has championed operational innovation that improves delivery speed and quality:
Automated Delivery Frameworks:
● Developed proprietary project management tools that accelerate delivery timelines ● Implemented automated quality assurance processes that maintain consistency across diverse projects
● Created deployment automation that reduces manual effort while improving reliability Continuous Improvement Culture:
● Established operational review processes that identify and implement efficiency improvements
● Created knowledge management systems that capture and share best practices across the organization
● Implemented metrics-driven operational improvements that measurably enhance client satisfaction
Technology Operations Innovation
Bala's operational leadership drives technological innovation:
DevOps Excellence:
● Implemented comprehensive DevOps practices that accelerate development cycles while maintaining quality
● Established continuous integration/continuous deployment (CI/CD) pipelines that enable rapid, reliable software delivery
● Created automated monitoring and alerting systems that ensure proactive issue resolution Security Operations:
● Developed comprehensive security operations frameworks ensuring compliance across diverse regulatory environments
● Implemented security monitoring and incident response procedures that protect client data and systems
● Created security training and awareness programs that maintain high security standards across all team members
Industry Recognition & Expertise
Cross-Industry Operational Excellence
Bala's operational leadership spans multiple industries with unique operational requirements:
Healthcare Operations:
● Deep understanding of healthcare operational requirements including HIPAA compliance and patient safety protocols
● Experience managing clinical system implementations with zero tolerance for downtime ● Expertise in coordinating multi-institutional research collaborations with complex operational requirements
Financial Services Operations:
● Knowledge of financial industry operational requirements including SOX compliance and regulatory reporting
● Experience managing high-frequency transaction processing systems requiring millisecond response times
● Expertise in coordinating complex financial system integrations across multiple regulatory jurisdictions
Manufacturing Operations:
● Understanding of global manufacturing operational requirements including quality control and supply chain management
● Experience managing industrial IoT implementations across multiple geographic regions ● Expertise in coordinating predictive maintenance systems requiring real-time operational response
Quality Assurance & Risk Management
Operational Risk Mitigation
Bala's leadership ensures comprehensive risk management across all operational aspects:
Project Risk Management:
● Developed comprehensive risk assessment frameworks that identify and mitigate potential project challenges
● Implemented contingency planning processes that ensure project success despite unexpected obstacles
● Created communication protocols that ensure stakeholders remain informed of project status and any emerging risks
Operational Continuity:
● Established business continuity procedures that ensure uninterrupted service delivery ● Implemented disaster recovery protocols that protect client operations and data ● Created redundant operational capabilities that maintain service availability across diverse scenarios
Quality Management Excellence
Bala has established industry-leading quality management practices:
Comprehensive Testing Frameworks:
● Implemented extensive functionality and data accuracy testing procedures ● Established user acceptance testing protocols that ensure solutions meet business requirements before deployment
● Created automated quality assurance processes that maintain consistency across large-scale implementations
Continuous Quality Improvement:
● Developed quality metrics and monitoring systems that enable continuous operational improvement
● Implemented client feedback mechanisms that drive operational enhancements ● Created quality assurance training programs that maintain high standards across all team members
Client Success & Delivery Excellence
High-Velocity Delivery
Under Bala's operational leadership, DataTerrain consistently delivers exceptional results:
Accelerated Implementation:
● Achieved industry-leading delivery timelines through optimized operational processes ● Maintained quality standards while reducing time-to-value for clients ● Enabled rapid scaling of successful solutions across client organizations Global Delivery Coordination:
● Coordinated complex multi-site implementations across different time zones and cultures ● Managed international team collaboration ensuring seamless project execution ● Implemented global delivery standards that maintain consistency regardless of location Customer Satisfaction Excellence
Bala's operational approach consistently achieves exceptional client satisfaction:
Proactive Communication:
● Established communication protocols that keep clients informed of progress and any emerging opportunities or challenges
● Implemented regular review cycles that ensure alignment between delivery and client expectations
● Created escalation procedures that ensure rapid resolution of any operational concerns Value Delivery Focus:
● Developed operational frameworks that maximize business value delivery for clients ● Implemented success metrics that align operational delivery with client business objectives
● Created continuous improvement processes that enhance value delivery over time Contact & Leadership Accessibility
Direct Contact Information:
● Email: [email protected]
● Direct Cell: (847) 254-7133
● Role: Chief Operating Officer with full authority for operational decisions and client relationship management
Operational Leadership Availability
Bala maintains direct accessibility for clients and partners, ensuring immediate operational support when needed. His commitment to operational excellence includes personal availability for critical operational decisions and strategic operational consultations.
Future Vision & Operational Strategy
Under Bala's operational leadership, DataTerrain continues to set new standards for technology delivery excellence:
Next-Generation Operations:
● Advanced operational automation that further accelerates delivery while maintaining quality
● AI-powered project management tools that optimize resource allocation and timeline management
● Predictive operational analytics that anticipate and prevent potential delivery challenges Sustainable Operational Growth:
● Scalable operational frameworks that support continued business growth without compromising quality
● Environmental sustainability initiatives that optimize resource utilization and reduce operational carbon footprint
● Operational resilience planning that ensures business continuity across diverse scenarios Innovation in Service Delivery: Bala's operational vision ensures DataTerrain remains at the forefront of service delivery innovation, continuously exploring new methodologies and technologies that enhance client value and operational efficiency.
Bala Muralitharan's operational leadership represents the essential foundation that enables DataTerrain's technical excellence to consistently deliver transformational results for clients across industries and around the world.
In addition to this core team, Dataterrain maintains a larger pool of highly skilled technical and functional specialists who can be engaged as the project progresses. These specialists bring diverse expertise across various domains, including data migration, integration, reporting, and system optimization.
They will be assigned in rotation or through sprint-based deployments, depending on project phase requirements and milestone priorities. This flexible staffing approach allows Dataterrain to efficiently allocate resources, ensuring that the right skill sets are available at the right time without compromising delivery timelines.
All additional team members will operate under the direct supervision and guidance of the designated project leads, ensuring clear communication, consistent methodologies, and accountability across all tasks.
Through this structured yet adaptive model, the City will gain access to Dataterrain’s full technical and operational capacity while continuing to work closely with a stable, experienced leadership team that maintains oversight, quality, and project continuity throughout the engagement.
SECTION 4 - COMPANY QUALIFICATIONS
DataTerrain Inc. is a well-qualified, mid-sized BI and data engineering firm with proven expertise in enterprise data migration and modernization projects for public sector and corporate clients across the United States.
Core Competencies
● Data Migration & Modernization: Extensive experience in migrating complex ERP and BI systems — including financial, HR/payroll, and utility data — from legacy on-prem platforms (CentralSquare /Naviline, Oracle E-Business Suite, PeopleSoft) to modern cloud and SaaS environments (such as Tyler Munis, Oracle Cloud, Workday). ● Cloud Data Infrastructure and ETL Expertise: Proficient in AWS Glue, Snowflake, and Azure Data Factory with custom automation pipelines for data cleansing, validation, and mapping.
● BI and Analytics: Full-cycle development of dashboards, data visualizations, and reporting solutions across Power BI, Tableau, and Oracle BI tools — including report migration and automation.
● Oracle HCM and Payroll Audit Specialization: Deep understanding of HR and financial data structures, reporting accuracy, and compliance auditing.
Key Strengths
● Proven Leadership in BI/Analytics Consulting: Acted as prime consultant in enterprise-level report migration and automation projects for clients such as Caterpillar Inc., Texas Education Agency, and Stanford University.
● Automation and Governance: Proprietary frameworks for automated data extraction, validation, and reconciliation — reducing migration time and improving accuracy. ● No Sub-Contractors: All services are delivered by DataTerrain’s own full-time employees to ensure consistent quality, security, and accountability. ● Stable and Experienced Workforce: Over 70 % of our engineering staff have been with us since inception, demonstrating a sustained commitment to quality and continuity.
Relevant Experience
DataTerrain’s experience in ERP data migration and BI automation positions us to deliver the City’s required conversion plan, data mapping, and acceptance phases with minimal risk. Our project management approach aligns with the City’s expectations outlined in RFP Section 2C and ensures a smooth, auditable transition of financial and administrative records to Tyler Munis while maintaining data ownership and security per Section 2D SECTION 5 - REFERENCES
Project Reference -1
Project Name : Jaspersoft conversion-Data Analytics
Project Description - Project with DataTerrain for its client Texas Education Agency (TEA) to perform conversion as a service of Crystal reports to Jaspersoft reports. DataTerrain, with exclusive knowledge of Jaspersoft and conversion experience of more than a decade, will perform and support conversion efforts to Jaspersoft. Fixed-cost Reporting provided by DataTerrain
Client: Texas Educational Agency
1701 N. Congress Avenue
Austin, Texas, 78701
Result - The report conversion service will guarantee all the objects, join conditions, measures, and other features are converted from Crystal to Jaspersoft as permitted in Jaspersoft.
Contact Details:
Email - [email protected]
Phone - (512) 348-3329
Project Reference – 2
Project Name: Revenue Analytics Migration
Project Description: This project involved migrating a decade’s worth of Revenue Analytics data from a legacy IBM mainframe environment to a cloud-native AWS and Snowflake-based platform. The primary objective was to modernize the data infrastructure for improved performance, scalability, and accessibility. It addressed critical issues in data duplication, processing time, and system reliability while enabling real-time analytics through Power BI.
Client: Caterpillar Inc
100 N.E. Adams Street
Peoria, IL 61629
United States
Key Problems Solved:
• Performance: Reduced processing time from 12+ hours to 30 minutes • Data Quality: Eliminated duplicate records and data inconsistencies • Reliability: Created single source of truth with improved data integrity • Maintenance: Simplified troubleshooting and selective processing capabilities • Integration & Scalability: Seamlessly integrated with existing data sources and infrastructure while establishing a cloud-native foundation
Business Impact:
• 96% reduction in processing time
• Improved data governance, scalability, and uptime
• Enhanced collaboration, analytics integration with Power BI Contact Details:
[email protected]
IT Analyst I - Applications - Global Information Services - Pricing and Merchandising Phone number - +1 (309) 636-5995
Project Reference – 3
Project Name: Finance Data Processing for Amazon
Project Description: The project modernized financial data processing for a global retail leader using PySpark on Amazon EMR and integrated with the client's secure Finance Data Warehouse (FDW). It enabled dynamic data extraction and transformation pipelines with full GRC and SOX compliance, ensuring accurate and timely financial analytics.
Client: Amazon.com Services LLC
Data Governance:
• GRC, SOX compliance via Finance Data Warehouse (FDW)
Processing:
• PySpark extracts data from FDW
• Temporary views created for transformation
• Supports full/incremental updates
Data Catalog:
• Processed data registered in DynamoDB for MACE platform • Enables MEC reconciliation and standardized reports
Extended Integration:
• Sources: FDW, S3, Andes tables
• Flexible and scalable ETL pipeline
Ecosystem:
• Integrated with FDW, MACE, DynamoDB for seamless flow Contact:
Geddam, Sushmitha
[email protected]
Data Engineering Manager
440 Terry Ave. N.
Seattle, WA 98109
Project Reference – 4
Project Name: ETL Automation at Stanford Hospitals
Project Description: This initiative enhanced the data integration and reporting workflow at a prominent California-based medical university. Using Informatica as the core ETL tool, the system extracts data from multiple operational and academic systems and loads it into an Oracle production database. It supports daily reporting, robust monitoring, and automated incident handling.
Client: Stanford Hospitals
1. Extraction:
• Sources: PeopleSoft, EDW (Oracle), Linux flat files
• Staged into Oracle schema with daily schedules
2. Transformation:
• Tools: Informatica Mapping and Workflow Designers
• Daily scheduled workflows with complex SQL logic
3. Multi-stage processing:
• Intermediate tables across schemas, final tables for reports
4. Monitoring:
• Tracked with Informatica Monitor
• Alerts via email and Slack
5. Incident Response:
• Manual unscheduling for planned outages
• Escalation and 30-min update cycles for failures
Contact:
Ganesh Karkala
VP, Stanford University
510-487-9064
[email protected]
SECTION 6 - CITY’S STANDARD CONTRACT SERVICES
AGREEMENT
Attachment 1 - City’s Standard Contract Services Agreement.
We reviewed the agreement and we agree with all the terms and conditions outlined in the contract services agreement.
SECTION 7 CITY’S STANDARD INSURANCE REQUIREMENTS
Attachment 2 - City’s Standard Insurance Requirements.
We agree to comply & already possess the required Insurance. We have attached our Certificate of Insurance.
Fee
Phase /
Deliverable Description Estimated Hours Rate ($/hr) Subtotal ($) Project Initiation &
Planning
Kick-off, system
review, migration
plan 60 150 $9,000.00
Data Assessment &
Mapping
Audit legacy/new
systems, map data
flows 100 150 $15,000.00
Data Cleaning &
Preparation
Deduplication,
reformatting,
cleansing scripts 120 140 $16,800.00
Data Migration
Tooling & Scripts
Build ETL pipelines,
scripts for migration 160 160 $25,600.00
Test Migration &
Validation
Conduct test loads,
reconcile data, error
fixes 100 150 $15,000.00
Final Migration &
Go-Live
Final data load,
cut-over, verification 80 150 $12,000.00
Post-Go-Live
Support & Training
On-call support for
2 weeks, staff
training,
documentation 50 140 $7,000.00
Project
Management &
Reporting
Weekly status,
coordination,
documentation 50 145 $7,200.00
Labor Subtotal $107,600.00
Software / Tools
(ETL licenses etc)
Temporary licenses
or utilities needed — — $1,000.00
Contingency (5%)
Buffer for
unexpected issues — — $5,400.00
Total Estimated
Cost $114,000.00
Proposal Response to
RFP for Data Migration
Services
City of Huntington Park, CA
WWW.DATA-CLIMB.COM
September 22, 2025
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 2
Cover Letter
September 22, 2025
Whitford Marin & Chandler Huynh
Finance Department
City of Huntington Park
6550 Miles Ave
Huntington Park, California 90255
Re: Proposal Response to RFP for Data Migration Services Dear Mr. Marin and Mr. Huynh:
It is our pleasure to provide a response to the above referenced Request for Proposal (RFP) to provide Data Migration services for the City of Huntington Park. We have reviewed the RFP documents and all addendums, and we have confidence that we can meet your needs at a very competitive price. Our proposal and pricing are guaranteed for 120 days.
We would like to introduce you to DATA CLIMB! Our firm is an information technology and management consultancy that specializes in helping municipal agencies with ERP initiatives, and we have significant experience implementing Tyler Technologies ERP systems. This includes assisting clients with Tyler projects of similar size and scope, and we have helped them successfully migrate data to and from most of the leading cloud-based ERP vendors, including multiple projects with the Central Square NaviLine H5 and Tyler Munis systems that you currently use. Our experience gives us a deep understanding of similar data Tyler migrations, and we are proposing a team of highly qualified Data Engineers who have experience delivering services in all the areas of scope for your implementation project.
In fact, our firm has deep experience with Tyler data migrations, and we are currently assisting clients with several ongoing data migration efforts for Tyler projects. Some of them include the nearby City of Claremont, California, the City of Kenosha, Wisconsin, and the Village of Orland Park, Illinois. Other past Tyler projects include the City of Tigard, Oregon, long-term efforts like Cook County Government, in Illinois, the City of Kalamazoo, Michigan, and others.
We delivered a similar scope of services on all of these projects. Our experience has given us the methods and skills to successfully migrate data to the new Tyler ERP systems without impacting overall service and quality. We have included some of these projects in our references as examples of the great work we have done for our clients.
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 3
This experience makes us uniquely and highly qualified to effectively address the City’s requirements and we believe our proposal covers all the needs described in your RFP.
However, please contact me with any questions or for further information by email at [email protected] or phone at (404) 788-0048. If we are the chosen vendor, it will be my pleasure to serve as your Data Migration Project Manager. I will work to ensure that the data migration is successful and that you are satisfied with our performance, like we have done for so many of our other Tyler clients. We hope to have the opportunity to assist you with this important transformational initiative.
Sincerely,
Clarence J. Clark
Managing Principal
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 4
Table of Contents
Cover Letter...............................................................................................................................2 Firm Overview ...........................................................................................................................5 Scope of Work...........................................................................................................................5 Systems Scope.......................................................................................................................6 Deliverables............................................................................................................................7 Data Migration Approach ........................................................................................................7 Schedule....................................................................................................................................9 Project Team, Key Personnel, and Resumes ........................................................................10 Project Team Organizational Chart .......................................................................................10 Staff Resumes ......................................................................................................................11 Clarence J. Clark, Data Migration Project Manager..........................................................11 Syed Ahamed, Lead Data Migration Engineer..................................................................13 Afroz Shaik, Data Migration Engineer...............................................................................14 Data Migration Responsibilities Matrix ..................................................................................15 Company Qualifications .........................................................................................................17 References ..............................................................................................................................19 City’s Standard Contract Services Agreement .....................................................................19 City’s Standard Insurance Requirements..............................................................................19 Other Information....................................................................................................................20 Recent ERP Data Migration Projects ....................................................................................20 Additional Tyler Implementation Services .............................................................................20 Program and Project Management...................................................................................21 System Configuration .......................................................................................................21 Quality Assurance Testing ................................................................................................21 Organizational Change Management, Training and Communications...............................22 Training Program Management, Material Development, and Delivery ..............................22 Systems Integration..........................................................................................................22 Technical Architecture ......................................................................................................22 Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 5
Firm Overview
DATA CLIMB is an information technology and management consultancy that specializes in services to support Enterprise Resource Planning (ERP) and related systems technologies. As our name implies, we are a System Integrator with highly qualified, senior resources with experience selecting and implementing cloud-based and on-premises system solutions. What differentiates us from other firms is that we have the functional and technical services, experience, expertise, and personnel to effectively cover all phases of your program, from needs assessment to vendor selection, to implementation and deployment. We also have services to assist with every portion of the work effort, including the following:
▪ Requirements analysis ▪ Solution architecture and infrastructure ▪ RFP development ▪ Cloud and data migration
▪ System selection and implementation ▪ Organizational change management ▪ Vendor negotiation ▪ Leadership alignment
▪ Application build and configuration ▪ Business process alignment
1. Data conversion and cleansing ▪ Training
2. Quality assurance testing ▪ Communications
We understand that ERP programs are transformational in nature and have an impact on every area of a municipal enterprise. In fact, we were founded by three (3) principals with more than 80 years of combined experience who worked together in 2017 to assist Cook County Government in Illinois with the implementation of multiple Tyler Technologies ERP systems. They went on to establish our headquarters office in Chicago, Illinois, and since then, we have successfully assisted several other municipalities and developed additional expertise in Tyler and other ERP systems technologies. We now have additional offices in Atlanta, Georgia, and Houston, Texas, which allows us to cover clients nationwide, including our current clients in California.
In our proposal you will find that we have the expertise with similar data migration effort that is needed to help the City with this important project. The majority of our work has been with similarly sized municipalities that included the same systems and business processes as the City. Data migrations are typically one of the biggest areas of risk for any ERP project. However, our previous work helping municipalities with migrations to and from the same Tyler ERP systems makes us additionally qualified for the challenges ahead. We will apply the lessons we have learned and the best practices we have developed from our experience to help the City complete this migration project on time and on budget. We look forward to the opportunity to work with your team.
Scope of Work
We understand that the scope of work for this project requires services for the migration of financial information stored in the City’s legacy Central Square NaviLine H5 ERP system to the new Tyler Technologies Munis ERP. The contractor chosen for this project must coordinate with all necessary parties (e.g., City staff, Tyler Data Conversion and Implementation teams, etc.) to Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 6
complete these services in the most efficient and cost-effective manner, to ensure that the migration is performed accurately and that data integrity is maintained.
City staff will assist the contractor with the extraction of essential data from the legacy systems and with the mapping of data into the format needed for the Tyler Munis ERP system. Mapped data will need to be successfully loaded into the Tyler Munis test and production environments with all conversion errors resolved. Data that is loaded into Munis must be balanced and validated against the legacy system data.
Systems Scope
We reviewed the RFP and understood that following systems and number of years of historical data are in scope for this data migration project. We have performed similar migrations in all of the required functional areas, and we will work with the City and Tyler Teams to determine the best methods and tools for each data set.
Function Item Conversion
General Ledger Accounts (Trial Balance) Up to 20 Years transaction history
Budget Encumbrances Up to 20 Years transaction
history
Accounts Payable Vendors Up to 20 Years invoices and
check history
Accounts Receivable Customers Up to 10 Years billing and receipts
Building Department Permits Per database
Business Licenses Accounts Per database
Cash Receipting Receipt Items Up to 20 Years receipt
history
Project Accounting Projects Per database
Capital Assets Asset Records Per database
Grants Accounting Grants Per database
Proposal Response to RFP for
Data Migration Services
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Function Item Conversion
Utility Billing Customer Records Accounts, Services, Deposits, Meters, Rates; Up to 5 Years of
service, billing, and payment
history
Payroll Employee Payroll Records Up to 10 Years transaction history
Deliverables
We understand the scope of work for this project includes delivery of the following:
1. Data Conversion Plan
2. Data mapping from legacy NaviLine system to the Tyler Munis ERP system
3. Extraction, transformation, and load of essential data from the legacy system into the Tyler Munis ERP
4. Data cleanup
5. Master data formats
6. Data quality assurance testing and validation
7. Data management controls
8. Data governance model
Data Migration Approach
We have deep experience in performing data migrations with all of the Tyler Munis ERP systems that are in scope for this project. Tyler deploys a blend of different types of data migration methods, processes, and tools. For example, there are data import tools that can be used for Financials data, like general, ledger and budgets. Custom scripting to Tyler templates can be used for other data, such as accounts receivable, accounts payable, payroll, utilities billing, etc. During the first phase of our effort, we will work with the City and Tyler teams to determine the best path for each data migration.
Tyler also has an implementation methodology that their teams follow for each client project. We have developed a data migration methodology specifically for Tyler projects that aligns with their methods. Our methodology leverages our experience with multiple client engagements, and it makes use of the Tyler tools. It follows a process of profiling data from the existing legacy systems, analyzing the best migration tools and processes, cleansing and transforming data, then loading into the Tyler system and finally validating the data for migration into the production environment.
Our Data Engineers are knowledgeable in many types of legacy systems and use our data migration methodology to assist clients with profiling data, developing a realistic plan, identifying tools, validating with business owners, and working with the client and Tyler teams to complete data migrations. We help ensure that the migrations are completed on time to support the Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 8
implementation timeline and avoid delays completing the project. We will also help the City develop data controls that will facilitate the long-term reliability of data in the Tyler ERP system.
The following illustration below depicts the five (5) phases of our Data Migration Methodology, and we have provided more details below on the activities that are a part of each phase.
1. Profile Data
First, we proactively profile data and gain an understanding of the legacy source systems data to determine the approach, tools, resources, duration, and timelines required to complete the migrations. This audit is performed prior to the development of any conversion programs to better understand data conversion requirements.
2. Analyze Data and Design Migration
We perform a deep dive analysis and audit of the legacy system data sets and identify the conversion methods and tools that will be used. Then we develop Data Migration Plan and gain agreement with the key stakeholders and owners of the data on the process that will be used to validate the migration.
3. Extract, Transform, and Cleanse Data
Next, we develop the data migration programs and perform the extraction and transformation for a small sample of legacy data, including any programmatic cleansing that can be done. This allows us to quickly identify any initial issues that may be present. During our data profiling and audit efforts, we often find that legacy system fields and the way end users enter data into them changes over time. This can create inconsistencies in historical data, especially when legacy systems are in production over many years. Therefore, we have developed methods to configure the extract, map, and load processes to account for these changes in the configuration of legacy source system data. We find it to be best practice to work with our clients to identify those changes Proposal Response to RFP for
Data Migration Services
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and account for them before the data is migrated over to the target systems. Once we have accounted for these types of issues, these extraction and transformation processes are repeated for larger sets of data, and the results are validated with the vendor conversion team and the key City stakeholders. This is one of the keys in our methodology to ensuring the accuracy and integrity of the data migration.
4. Load and Validate Data
In this step, we load the data to the test environment and develop and execute the final data migrations conversion programs. Next, we will make any needed modifications to the migration programming. Then we perform multiple mock conversions in preparation for the final cutover to the production environment. This consists of an iterative process of loading data and validating results with the vendor and with the key City stakeholders.
5. Migrate Data to Production
The final steps are to perform the final conversion to load data into the production environment and validate it with the key City stakeholders who own the data. This is where our many years of experience with Tyler data migrations will greatly benefit the City. We have used this experience to develop best practices to assist the City with validating data in the production environment. We will also use the reports and tools that Tyler provides to assist with the validation process to ensure the accuracy, integrity, and usability of the data in the production environment.
We understand that, over time, data degradation can occur over time caused by a combination of human error, poorly defined data management processes, and technical issues. These factors can lead to inaccurate, incomplete, inconsistent, and outdated data that is unreliable. This undermines the reliability of the system to its end users and ultimately reduces the overall return on investment. Therefore, as a part of these final steps, we will assist the City with developing several data management controls. These will include technical controls like data encryption, firewalls, and access controls. We have deep expertise with the Tyler Role Based Access Control (RBAC) Module and can provide guidance with the setup of roles, data access, and workflows.
We will also help with the City develop administrative controls, such as data governance policies, data quality standards, regular data quality audits, and data security best practices.
Schedule
We will provide data migration services to support the entire Tyler Munis ERP implementation.
Based on our past experience assisting clients with the same scope of services, we have estimated that the data migration can be completed in 24 weeks, or approximately 6 months. Our schedule is based on these estimates and is broken down into the five (5) phases of our methodology.
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 10
The following Task Schedule lists our proposed timeframes to complete each project phase. One of the first activities by our Project Manager will be to validate these timelines with the City and develop a detailed project schedule to complete this work effort.
Task Project Task Weeks
1 Profile Data 2
2 Analyze Data and Design Migration 6
3 Extract, Transform, and Cleanse Data 8
4 Load and Validate Data 6
5 Migrate Data to Production 2
Total 24
Project Team, Key Personnel, and Resumes
We are proposing a project team of highly qualified senior staff consultants who have over 75 years of combined technology expertise. This includes more than 25 years of combined experience supporting data migrations for Tyler ERP systems that span across more than 20 projects. In the following sections, we have provided more details about our key personnel, our project team organizational structure, and biographical resumes for each team member. All proposed team members are DATA CLIMB employees. No subcontractors have been included in our proposal.
Project Team Organizational Chart
We will staff this project with three (3) of our staff consultants who have significant experience with Tyler data migrations and implementations. These key personnel will include one (1) Data Migration Project Manager and two (2) Data Scientists: a Data Migration Lead, and a Data Engineer. Our project team will be organized into a simple structure that is an extension of the City Team, and we will ensure that our key personnel have effective working relationships and regular interactions with the City and Tyler Teams to facilitate completion of the data migration in a timely manner that supports the project plan and timelines. All of our proposed staff are available to be assigned to this project in the timeframe needed. They also have the capacity for the project workload.
Our team will report to the City Project Manager, Technical Lead, or other resources designated by the City, and be organized as is illustrated below. We have also listed the key responsibilities for each resource.
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Staff Resumes
Below are biographical resumes for our proposed team.
Clarence J. Clark, Data Migration Project Manager
Clarence is a Managing Principal with more than 35 years of proven technology experience. He specializes in managing ERP system implementations and he has overseen more than 50 data migration efforts. Clarence has been managing Tyler implementations for about 10 years, serving in various roles from Engagement Manager to Program Director and Project Manager. He has held responsibility for the entire lifecycle of every Tyler project he has managed. This gives him a strong knowledge of the Tyler Implementation and Data Conversion methodologies and tools, and familiarity with the typical pitfalls of these projects. He will assist the City with developing a realistic data migration plan, keeping the data migration activities on track, and proactively identifying risks to avoid delays in the overall project plan due to the data migration.
Recent Municipal Clients and Roles ERP Vendors and Modules City of Kenosha, WI, Program Director
Village of Orland Park, IL, Program
Director
Vendors: Tyler Technologies Munis and Eden,
Open Gov, NeoGov, SAP ECC and S/4 HANA,
Oracle EBS and Cloud ERP, PeopleSoft, ActiveNet,
Harris Innoprise and CitySuite, Workday, Sage,
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 12
City of Claremont, Engagement
Manager
City of Tigard, OR, Project Director
Cook County Treasurer’s Office, IL,
Program Manager
Cook County Assessor’s Office, IL,
Program Manager
State Government of Illinois, Program
Manager
American Red Cross, D.C., Project
Manager
Metropolitan Atlanta Rapid Transit
Authority, GA, Project Manager
City of Atlanta, GA, Project Manager
Microsoft Dynamics, Infor CloudSuite, Lawson,
NetSuite, CentralSquare, TIP/ix, and others
Modules: financials (e.g., general ledger, accounts
receivable, general billing, purchasing, accounts
payable, fixed assets, budgets, project and grants,
fixed assets, cashiering), inventory and
warehousing, human resources (e.g., recruiting,
onboarding, employee administration, payroll,
talent management, benefits, risk management,
employee and manager self-service) time and
attendance, scheduling, permits and licenses,
inspections, utilities billing, enterprise content
management, computer-aided mass property
appraisal, tax billing and collections, citizen selfservice and online filing portals, recreation management, business intelligence, analytics, and
reporting
Education,
Skills, and
Experience
Details
Education
Bachelor of Science Degree, Morehouse College, Atlanta, GA Formal Training in Project Management Institute PMBOK, Prosci ADKAR and ADDIE Learning Methods, and Lean Six Sigma
Skills and
Expertise
ERP Program Management and Governance, Project and Portfolio Management, ERP Systems Development, Deployment, and Integration, Organizational Change Management, Office 365, Outlook, MS Project, OnePlan, Smartsheet, Clarizen, Tableau, MS Teams, SharePoint, Zoom, GoTo Meeting, JIRA, Confluence
Work
Experience
DATA CLIMB, LLC, Program Manager, Present
Clark and Associates Management Consulting, Program Manager Stratus Technologies, Director of Professional Services PricewaterhouseCoopers, LLP, Senior Manager
Ernst and Young, LLP, Manager
Medaphis Physician Services Corporation, IT Manager
KPMG Peat Marwick LLC, Consultant
HBO and Company, Implementation Analyst
Southwest Hospital, Business Office Coordinator and Analyst Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 13
Syed Ahamed, Lead Data Migration Engineer
Syed is a Senior Data Architect and Conversion Analyst with more than 25 years of progressive consulting experience providing data sciences services. He has deep experience with public sector and government clients that includes extensive expertise with data extraction, conversion, load, migration, integration and master data management systems and tools across most of the leading vendors. He has more than 10 years of experience with Tyler data migrations, and he has overseen large data migrations with over 40 years of historical data. His significant experience has given him deep expertise with the Tyler data migration methods and tools, and he has worked closely with the Tyler teams to ensure on-time delivery of every data migration. Syed is a true Data Scientist who also has expertise in the development of master data plans and data governance models, and with the management of data migration resources. He has managed large migration teams of more than 10 resources and overseen Tyler migrations during the entire lifecycle of the implementation project. Syed will work with the City and Tyler teams to ensure that the data migration is completed with a high level of accuracy and data integrity, Recent Municipal Clients and Roles ERP Systems and Modules Village of Orland Park, IL, Lead DBA
City of Tigard, OR, Data Engineer
Cook County Assessor’s Office, IL,
Data Migration Lead
Cook County Treasurer’s Office, IL,
Data Migration Lead
City of Dover, Delaware, DBA and Data
Migration Architect
Systems: Tyler Technologies Enterprise ERP,
Munis, Eden, New World, EnerGov, Harris
Innoprise, CentralSquare, TIP/ix, and others
Oracle eBusiness and Cloud ERP
Modules: Financials, General Ledger, Accounts
Receivable, Procurement, Accounts Payable,
EnerGov, Enterprise Permitting and Licensing,
HRM; Payroll, Time and Attendance, Enterprise
Asset Management, RBAC, Business Analytics, and
SSRS Reporting
Education,
Skills, and
Experience
Details
Education
and
Certifications
▪ Diploma in Computer Science and Engineering, TSH Engineering College, Madras, India
▪ Bachelor of Science Degree in Commerce, Osmania University, Hyderabad, India
▪ Post Graduate Diploma in Artificial Intelligence and Machine Learning, University of Texas, Austin, Texas
▪ Oracle Certified DBA
▪ Certified Informatica Professional and Implementation Practitioner Skills and
Expertise
▪ Snowflake AI Data Cloud, Informatica IDMC
▪ Azure Databricks, Microsoft Fabric, Azure Data Factory ▪ Python, PL/SQL, T SQL, SSIS
▪ SQL Server, Oracle
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 14
▪ Data Engineering, ETL, Migration and Conversion Specialist ▪ Master Data Management
▪ ERP HCM, Financials and CRM
▪ Data Modelling, Data Warehousing and Business Intelligence Work
Experience
▪ DATA CLIMB, LLC, Senior Data Architect
▪ CONSEGNA Technologies, Senior Architect-MDM
▪ Energy Transfer Interstate Holding, Data Integration Architect/Lead Specialist
▪ National Oilwell Varco, Data Architect
▪ Energy Transfer Company, Data Architect
Afroz Shaik, Data Migration Engineer
Afroz is a Senior Database Scientist and Analyst with 10 years of experience in the development and cloud migration of big datasets in the public and private industry verticals like municipal agencies, healthcare and medical devices, media, and insurance. He has expertise in database administration, master data management, data extraction, transformation, and load, performance tuning and optimization, data warehousing, business analytics, and reports development using the leading SQL-based tools for Microsoft SQL Server. This includes experience with SQL Server Integration Services, Azure SQL, and Transact-SQL. Afroz has completed multiple data migrations to support Tyler on-premises and SaaS cloud-based ERP systems, and he is familiar with the Tyler data conversion methods, tools, and timelines.
Recent Municipal Clients and Roles ERP Vendors and Modules Village of Orland Park, IL, DBA and
Data Conversion Analyst
City of Kalamazoo, MI, Data
Conversion Engineer
City of Tigard, OR, Data Conversion
and Reports Analyst
Systems: Tyler Munis, EnerGov and EP&L, Harris
Innoprise and CloudSuite
Modules: EnerGov, Enterprise Permitting and
Licensing, iG Workforce, Financials (general ledger,
accounts receivable, general billing, purchasing,
accounts payable, fixed assets, project and grants
management, fixed assets) Cashiering, Utilities
Billing, Tyler Content Manager
Education,
Skills, and
Experience
Details
Education
▪ Master of Science Degree in Electrical and Computer Engineering, Cleveland State University, Cleveland, OH
▪ Bachelor of Technology Degree, Vallurupalli Nageswara Rao Vignana Jyothi Institute of Engineering and Technology, Hyderabad, India Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 15
Skills and
Expertise
▪ Database administration, data conversion, cloud migration, data warehousing,
▪ MS SQL Server, Azure SQL PaaS, Transact-SQL
▪ Azure Databricks, Spark SQL
▪ Azure Data Lake, Azure Data Factory, Azure Synapse (Azure DW) ▪ SQL Server Integration Services (SSIS)
▪ WhereScape, PowerBI and Qlik Sense Reporting
▪ Azure DevOps, TFS and GIT HUB
▪ Teradata, Autosys, Python
Work
Experience
▪ DATA CLIMB, DBA and Data Conversion Analyst
▪ ConversantIT, Data Engineer
▪ ITCommence, DBA and ETL Developer
Data Migration Responsibilities Matrix
The following is high-level matrix of proposed DATA CLIMB and City responsibilities.
Nbr. Responsibility DATA
CLIMB City
1. Profile and audit legacy source system data
2. Assist with understanding of data use in the legacy NaviLIne system
3. Develop Data Migration Plan
4. Map data from the legacy system to the Tyler Munis ERP system
5. Approve legacy data mapping
6. Develop programs to extract data from legacy NaviLIne system
7. Validate data extracts
8. Develop and execute data migration programs, automating where possible
9. Extract, transform, and load ERP data
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 16
Nbr. Responsibility DATA
CLIMB City
10. Cleanse legacy system data
11. Assist with understanding of data cleansing needs
12. Work with Tyler Data Conversion Teams to load data into test and production environments
13. Validate data in production system
14. Provide tools to assist with production data validation
15. Develop master data formats
16. Develop data management controls
17. Track and report on data quality
18. Identify and resolve data migration issues
19. Assist with the resolution of data migration issues
20. Identify any required third-party software tools
21. Procure third-party software tools, if needed
22. Approve data migration
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 17
Company Qualifications
Our qualifications include significant experience assisting municipal clients with Tyler systems implementations from the “cradle to grave,” and our client list includes municipalities across many geographies nationwide. This gives us a deep knowledge of Tyler data migration and implementation best practices. We will leverage the full weight of our firm and the expertise of our data engineering consultants to ensure that this project meets the City’s objectives.
Our teams have managed implementations and data migrations to and from Central Square NaviLine and Munis, and other Tyler Technologies systems, including the latest Enterprise ERP version, as well as Enterprise Permitting and Licensing, New World, and Eden. We have also performed data conversions with many of the other leading ERP systems and AS/400, DB2, mainframe and Microsoft SQL Server relational database management systems We have gained significant experience from completing these data migration projects, some of which were particularly challenging for a number of reasons. We have developed lessons learned from the data migration challenges we helped our Tyler clients overcome. Below are a few client examples of some of the key challenges we experienced and the solutions we developed for success.
City of Kenosha
Key Challenges Solutions
1. Mainframe legacy system source data
2. Business and technical complexity related
to concurrent implementations of 10 Tyler
systems
3. Difficulty developing master data formats
1. Work with City Team to profile and
understand legacy system source
2. Work with Tyler Data Conversion Team to
develop a realistic migration plan
3. Work closely with City data SMEs
Village of Orland Park, Illinois
Key Challenges Solutions
1. Lack of knowledge of existing systems
and processes due to turnover of
leadership and key staff
2. Low prioritization of ERP project over
other initiatives
3. Complex permitting and licensing data
due to inconsistent system usage
1. Develop multiple client data SMEs in key
ERP areas
2. Jointly develop data migration plan to
gain commitment from SMEs
3. Work with SMEs and legacy system
vendors to profile each year of 20 years
of historical data
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 18
Cook County Treasurer’s Office, Illinois
Key Challenges Solutions
1. Multiple start/stops and failed past
attempts to complete the data migration
2. Unavailability of SMEs due to
departmental transition
3. Complex billing and collections data due
to inconsistent system usage
1. Work with Tyler Team to accurately
assess the status of the data migration
effort
2. Stagger data migration tasks to better
align with SME availability
3. Work with SMEs and legacy system
vendors to profile each year of 40 years
of historical data
City of Tigard, Oregon
Key Challenges Solutions
1. Multiple starts and stops related to
transition of department leadership
2. Logistical and technical complexity
related to unrealistic implementation
timeline
3. Limited availability of data SMEs due to
lean staff holding multiple project roles
1. Conduct a deep dive profiling effort to
identify legacy data inconsistencies and
other issues
2. Collaborate to revise data conversion
plan in alignment with overall
implementation plan
3. Develop a realistic Data Migration Plan
aligns with the SME availability
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 19
References
The following are three (3) references for clients who we have recently helped with Tyler data migrations.
Municipality Name Contact Information
City of Kenosha
4401 Greenbay Road
Kenosha WI 53144
Tig Kerkman
Director of Information Technology & GIS Services
[email protected]
(262) 653-4201
Village of Orland Park, Illinois
14700 Ravinia
Orland Park, IL 60462
Christoper Frankenfield
Director of Finance
[email protected]
(708) 403-6192
City of Claremont, California
13125 SW Hall Boulevard
Tigard OR 97223
Jeremy Starkey
Finance Director
[email protected]
(909) 399-5328
City’s Standard Contract Services Agreement
DATA CLIMB will comply with all aspects of the City’s Standard Contract Services Agreement.
City’s Standard Insurance Requirements
DATA CLIMB will comply with all aspects of the City’s Agreement with respect to Standard Insurance Requirements.
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 20
Other Information
In addition to our proposal above, we would like to submit the following information about our qualifications for consideration by the City.
Recent ERP Data Migration Projects
The following are some of the many clients we have recently helped with similar data migrations.
Municipality
ERP
Implementation
Data
Migration
Tyler
Systems
City of Kenosha, Wisconsin
Village of Orland Park, Illinois
City of Tigard, Oregon
City of Dover, Delaware
City of Kalamazoo, Michigan
City of Claremont, California
Village of Palatine, Illinois
(Recently awarded)
State of Illinois Government
Cook County Treasurer’s Office, Illinois
Cook County Assessor’s Office, Illinois
City of Union City, California
State of New York Government
Additional Tyler Implementation Services
We specialize in assisting municipalities with Tyler ERP implementations and we have a comprehensive offering of services that can cover any need. Many of our clients engage us to deliver these services due to resource constraints and a need for assistance with managing the Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 21
significant workload that is required to complete ERP implementations on time and on budget. In the event that the City determines there is a need for assistance, we have the resources and expertise to assist in any area. Below are some of the key services we have provided for similar client projects.
Program and Project Management
Almost all of our Tyler clients have engaged us to perform project management services. This is because we have highly effective project delivery methods that align well with the Tyler implementation methodologies. We have successfully managed many Tyler implementations, and we have worked with the Tyler Installation, Implementation, Sales, and Support teams. Our methodology includes developing program and project management offices in which we work in a two-in-the-box (2iB) model with the Tyler Program and Project Managers to complete project management tasks and activities. This method of “dividing and conquering” responsibilities is an efficient and highly effective way of providing checks and balances to ensure successful project delivery.
System Configuration
Our staff consultants include Business Analysis with techno functional skillsets and deep expertise in configuring any of the Tyler ERP systems. Many of them have previously worked for Tyler and some of the leading System Integrators as Implementation Consultants, Project Managers, and Implementation Managers prior to joining DATA CLIMB. This allows us to provide clients with assistance configuring and testing the Tyler systems for fulfilment of business and technical requirements throughout the life of the implementation effort. We can also provide postimplementation support to ensure a smooth transition to the new Tyler systems and business processes.
Quality Assurance Testing
Effective testing of the system design and configuration, and related business processes is rightfully considered one of the keys to successful Tyler ERP implementations. We help clients develop functional and technical requirements that are translated into test scenarios, cases and scripts, that are put through rigorous testing methods. We typically follow the Tyler implementation methodology to determine required testing phases, and we have the capability to perform automated or manual testing. Then we provide leadership for conference room pilot, system integration, user acceptance, and any other phases that are deployed. We develop a Testing Plan that includes Entry and Exit acceptance criteria, organize, coordinate, and train client testing staff, manage the testing process, monitor and report results daily, identify and submit software “bugs” and issues to the ERP vendor and manage them to resolution, and report final testing results against the agreed upon criteria.
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 22
Organizational Change Management, Training and Communications Our Organizational Change Managers are highly experienced at developing Change Readiness Plans for Tyler implementations that align leadership with the vision and goals of the project, engage Key Stakeholders to serve as project advocates. We perform Change Impact Assessments to determine and prioritize areas where changes will be required and organize client Change Champions from each impacted department into a Change Agent Network can help drive change.
We assess existing business processes, identify gaps, disconnects, and manual processes, then develop solutions to align them with the new ERP system. The result is a future state of redesigned processes that close gaps, connect processes from end-to-end, and eliminate manual and duplicative processes.
Training Program Management, Material Development, and Delivery We develop custom Training Programs that incorporate both the newly designed system procedures and business processes. Tyler provides Training Procedure Manuals that include generic guidance on the use of their ERP systems. We leverage these manuals to make them client-specific and develop custom training curricula that is aligned with the client roles and responsibilities. Our teams then deliver custom training courses and manage training registration and attendance to ensure all end-users receive the training that is required for their future roles.
Systems Integration
Many of our municipal clients have stand-alone software applications and data sources that provide needed information and cannot be replaced by a Tyler system solution. Other clients have legacy solutions that contain cross-functional data which is used by many departments and thus must remain in place after the Tyler system implementation. Our technical resources include staff with significant experience developing integration programs that connect and synchronize systems data from these other business applications in order to share data and improve productivity and business insights more seamlessly. We have assisted clients with the development of integrations for cashiering and merchant payment processing, parks and recreation and membership management, works and enterprise asset management, fleet management, inventory management, and several other systems. Our teams use a methodical process for systems integration that aligns with the Tyler methods and timelines to support ontime delivery of the project.
Technical Architecture
Some of our clients have lean information technology organizations that are right sized for their operational needs. However, these resources are often not equipped to take on all the responsibilities of a Tyler ERP implementation project, along with their operational duties. We Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 23
provide technical resources that can assist with all the activities that typically take place during the implementation that Tyler designates as the client’s responsibility. We have knowledge and skillsets to assist with the configuration of Microsoft Active Directory, Okta, and other similar identity access management solutions that facilitate single sign-on. We can assist with the installation and configuration of anti-virus systems, messaging servers, and other solutions that support the Tyler installation. Our Technical Architects are very well-versed in many technologies and can also assist with everything from configuring GIS services to support Tyler Property Assessment, Utilities Billing, Enterprise Asset Management, Enterprise Permitting and Licensing systems to migrating legacy systems to the cloud.
Proposal Response to RFP for
Data Migration Services
205 N. Michigan Ave., Suite 810, Chicago, IL 60601 | www.data-climb.com | (312) 763-9608 September 22, 2025 P A G E | 24
(312) 763-9608 [email protected] www.data-climb.com
“Strengthening Stewardship Through Secure, Responsive
Technology”
Consultadd’s Technical Proposal for Huntington Park CA
Data Migration Services
Cover Letter
Scope of Work
Schedule
Project Team, Key Personnel, and
Resumes
Company Qualifications
References
City’s Standard Contract Services
Agreement
City’s Standard Insurance Requirements
Other Information
01 02
09 14
29 34
35 36
37 Table of Contents
COVER LETTER Consultadd Public Services 1
City of Huntington Park
Attn: Whitford Marin and Chandler Huynh
6550 Miles Avenue
Huntington Park, CA 90255
Subject: Proposal Submission – Data Migration Services
Dear Mr. Marin and Mr. Huynh,
Consultadd Public Services, a division of Consultadd Inc., is pleased to submit this proposal in response to the City of Huntington Park’s Request for Proposal for Data Migration Services. We understand the importance of the City’s upcoming ERP transition from Central Square/Naviline “H5” to Tyler Technologies’ Munis platform and are prepared to support a full-scope data migration that meets your operational, compliance, and continuity needs.
Our team brings over 14 years of experience supporting public-sector clients across the United States with complex data migrations, financial system transitions, and ERP platform changes. We have direct expertise with both the legacy Naviline system and the target Tyler Munis ERP, and we approach each engagement with a structured methodology that prioritizes data accuracy, transparency, and stakeholder collaboration.
This proposal outlines our migration approach, timeline, project team, and firm qualifications. We confirm that this proposal shall remain valid for a period of sixty (60) days from the date below. We welcome the opportunity to answer any questions, provide additional detail, or participate in discussions to support the City’s evaluation process.
Thank you for considering Consultadd as your data migration partner.
Please contact us at [email protected] or at 888-771-9958.
Sincerely,
Bharat Bhate
Founder & President
Consultadd Public Services,
Division of Consultadd Inc
SCOPE OF WORK
Consultadd Public Services 2
Consultadd Public Services proposes a structured, five-phase methodology to support the City of Huntington Park’s transition from its legacy Central Square/Naviline “H5” ERP system to Tyler Technologies’ Munis platform.
Our approach is grounded in public-sector best practices and tailored to the City’s expectations for data integrity, operational continuity, and compliance.
The City’s RFP outlines a clear goal: to migrate essential financial, operational, and transactional data into the new ERP system without disrupting services or compromising quality. We understand that success hinges on both technical execution and strategic coordination with City stakeholders. Consultadd’s methodology ensures that both are fully addressed.
Each phase of our migration process is described below in detail, including objectives, planned activities, and defined deliverables.
Phase 1: Project Initiation and Requirements Alignment
The objective of this phase is to formally launch the engagement and establish a shared understanding of technical requirements, stakeholder roles, and ERP module-level priorities. Our team will initiate the project with a structured kickoff meeting, involving City staff across Finance, IT, and any relevant operational departments, as well as representatives from Tyler Technologies where appropriate.
This session will serve to validate key assumptions, define access needs for the legacy Naviline system, and clarify scope boundaries. Of particular importance will be the identification of “essential data,” as defined by the City, versus legacy records that may not require migration.
SCOPE OF WORK
Consultadd Public Services 3
We will also confirm the intended go-live timeline for Tyler Munis and align our migration activities accordingly.
We will begin compiling a source system inventory, documenting each data set’s structure, volume, usage frequency, and any known issues such as incomplete fields or deprecated codes. This step is critical to ensure appropriate planning for data extraction, mapping, and transformation.
Deliverables:
Formal Kickoff Summary and Decision Log
Stakeholder Communication and Escalation Plan
Preliminary Source System Data Inventory
Data Retention and Migration Scope Matrix (by module)
Phase 2: Data Audit, Cleansing, and Mapping
This phase focuses on assessing the quality and structure of existing data and preparing it for successful transformation into the Tyler Munis platform.
Public-sector ERP systems often contain data accumulated over decades, and Naviline is no exception. In our experience, legacy financial systems may include duplicated vendor records, inconsistent naming conventions, date format mismatches, and field-level nulls. These issues, if not addressed, can jeopardize data integrity post-migration.
To mitigate these risks, Consultadd will conduct a comprehensive data audit using automated profiling scripts and manual reviews, focusing on:
Field structure validation
Referential integrity across tables
Code set consistency (e.g., GL account types, vendor categories) Data range anomalies and truncation risks
Following the audit, we will cleanse each dataset using a combination of scripting, rule-based logic, and manual validation -in full collaboration with City stakeholders. This includes normalization of naming conventions, resolution of duplicates, and removal of obsolete records that do not meet the defined scope of “essential data.”
SCOPE OF WORK
Consultadd Public Services 4
Once datasets are cleansed and approved, we will prepare detailed fieldlevel mapping documents, identifying each data element’s source location, transformation rules (if any), and target location within Tyler Munis. These mappings will be validated through working sessions with the City to ensure accurate interpretation and business rule alignment.
Deliverables:
Data Audit and Profiling Summary
Cleansed Data Files (Staging Format)
Field-by-Field Mapping Matrix (Source → Target)
Data Exception Tracker with Resolution Status
Phase 3: Data Migration Planning and Risk Control
This phase translates technical preparation into a structured, executable plan. Once datasets have been validated and mapping is complete, Consultadd will develop a comprehensive Data Migration Plan that governs all subsequent loading and testing activities. The goal is to define a repeatable, auditable, and low-risk migration process that integrates with Tyler Technologies’ implementation lifecycle and avoids operational disruption for the City.
Our migration plan will cover:
Migration sequencing by module and dataset
Pre-load data validation steps and approvals
Backup and rollback procedures (including pre-migration snapshot strategies)
Risk and exception handling protocols
Security and data protection measures
Defined milestones for test load, user review, and production cutover We will work with City IT to establish a dedicated staging environment for test migrations and reconciliation. Consultadd will also coordinate with Tyler Technologies to confirm import format compliance and staging protocols, ensuring that no data incompatibilities emerge at the point of loading.
SCOPE OF WORK
Consultadd Public Services 5
Where applicable, we will identify any migration tools (ETL scripts, SQL loaders, validation checkers) that may be required to support automation or handle large record volumes. These will be reviewed and approved by the City prior to deployment.
Deliverables:
Data Migration Plan (version-controlled, with test/cutover steps) Final Master Format Files (aligned to Tyler import templates) Security and Rollback Procedure Documentation
Test Environment Readiness Checklist
Phase 4: Data Loading, Validation, and Acceptance
SCOPE OF WORK
Consultadd Public Services 6
With validated, structured data and an approved migration plan in place, Consultadd will begin migrating the datasets into Tyler Munis. Initial migrations will be conducted in a test/staging environment, allowing both our team and the City to verify the completeness, accuracy, and usability of the data.
We will validate loads at both the row and record level using:
Field-level comparisons (source vs. target)
Totals reconciliation (GL balances, vendor payments, payroll amounts) Random sampling by City users for qualitative review
Exception reporting for mismatches, dropped records, and schema violations
Following successful test loads, and once the City has approved the migrated datasets, we will execute final production migrations under City oversight. A formal sign-off will be conducted for each module before moving to the next. If requested, we will also provide documentation to support audit trail compliance and traceability of migrated records.
The following modules will be addressed, as defined in the RFP:
General Ledger: Up to 20 years of transaction history
Accounts Payable: Vendors, checks, and invoices (20 years) Accounts Receivable: Customer billing and payments (10 years) Utility Billing: Accounts, services, meters, deposits (5 years) Payroll: Employee records and earnings (10 years)
Other Modules: Business Licensing, Permitting, Cash Receipting, Capital Assets, Project Accounting, and Grants
Deliverables:
Test and Production Data Load Logs
Validation and Reconciliation Reports (by module)
Error/Exception Resolution Log
Preliminary City Sign-Off Forms
SCOPE OF WORK
Consultadd Public Services 7
Phase 5: Final Acceptance, Governance Documentation, and Handoff After successful production load and validation, Consultadd will support the City through final acceptance. This includes preparation of audit documentation, submission of reconciliation records, and confirmation of data integrity across all migrated modules. Any residual issues identified by City staff during final validation will be addressed promptly.
We will also provide:
Full documentation of all field mappings, transformations, and validation outcomes
A final report documenting the scope and content of migrated data A certificate of destruction for any City data that temporarily resided in Consultadd-controlled environments during the migration process A structured project handoff will be conducted with City IT and any designated system administrators, including knowledge transfer sessions and access to scripts or documentation used during the engagement. If requested, we can also support post-migration reviews or data quality checkpoints in partnership with Tyler Technologies.
Deliverables:
Final Data Migration Summary Report
Certificate of Data Destruction
Final Acceptance Sign-Off
Handoff and Transition Log
City and Contractor Roles
Consultadd will serve as the technical lead throughout all phases of the migration. We will be responsible for audit, cleansing, planning, staging, loading, and validation of all ERP data sets. We will also coordinate with Tyler Technologies to ensure compatibility with the target environment and support the City’s go-live planning.
SCOPE OF WORK
Consultadd Public Services 8
The City of Huntington Park will provide access to the legacy ERP systems, participate in mapping reviews, validate test migration results, and authorize final production loads. City stakeholders will also assist with defining business rules, confirming retention policies, and supporting reconciliations where required.
This five-phase methodology provides the structure, traceability, and technical rigor required for a successful ERP data migration. By aligning closely with the City’s business objectives and technical environment, Consultadd ensures a smooth transition to Tyler Munis with accurate data, full audit readiness, and no loss of historical fidelity.
Week Workstream Planned Activities Milestone
Week 1 Project Initiation
Kickoff meeting with City and
Tyler teams. Confirm access to
Naviline. Align on modules and
scope.
Project
Kickoff
Completed
Week 2
Data Inventory
and Audit
Inventory legacy datasets.
Define essential data vs. archive.
Begin schema review and
profiling.
Data
Inventory
Finalized
Week 3
Cleansing and
Mapping
Normalize and cleanse datasets.
Resolve inconsistencies. Begin
field-level data mapping.
Cleaned Data
Ready
Week 4
Migration Plan
Finalization
Submit migration plan. Validate
mappings with City. Confirm test
environment availability.
Migration
Plan
Approved
Week 5
Test Migration
Execution
Perform test data load into Munis
staging. Begin reconciliation and
validation with City departments.
Test Migration
Completed
SCHEDULE
Consultadd Public Services 9
Consultadd proposes an eight-week implementation schedule for the data migration from Central Square/Naviline “H5” to Tyler Technologies’ Munis ERP. This schedule aligns with the phased methodology described in Section 1 and reflects the City’s desire for accuracy, minimal disruption, and operational continuity.
The timeline includes time for discovery, cleansing, mapping, testing, production loading, and final acceptance. Each phase includes validation milestones and deliverables to ensure transparency and traceability.
Project Timeline Overview
SCHEDULE
Consultadd Public Services 10
Weeks 1–2: Mobilization and Discovery
These weeks are focused on launching the engagement, confirming access to legacy systems, and identifying the full scope of data to be migrated.
Activities will include:
Conducting a joint kickoff session with City and Tyler teams Confirming modules, retention rules, and business requirements Documenting legacy data structure, volume, and known issues Aligning stakeholder availability and communications
Weeks 3–4: Data Preparation and Migration Planning
With access established, Consultadd will begin preparing the data for migration. These activities establish technical readiness and risk controls:
Cleansing and normalizing datasets across all relevant modules Developing a complete source-to-target field mapping matrix Submitting the formal Data Migration Plan for City review Coordinating with Tyler on import templates and staging protocols Week Workstream Planned Activities Milestone
Week 6
QA and
Exception
Handling
Finalize validations. Resolve
exceptions. Obtain test
approvals. Update
documentation for production
load.
City
Validation
Approved
Week 7
Production Data
Migration
Migrate cleansed data to Munis
production. Submit validation and
reconciliation reports.
Production
Migration
Complete
Week 8
Final
Acceptance and
Handoff
Deliver governance
documentation. Confirm data
destruction. Conduct project
handoff and sign-off.
Final
Acceptance
Achieved
SCHEDULE
Consultadd Public Services 11
Weeks 5–6: Test Migration and Validation
Consultadd will load data into the Tyler Munis staging environment and guide the City through record-level validation. This ensures that issues are caught and resolved before production migration.
Executing test migration and logging results by module
Reconciling record counts and financial balances
Facilitating sampling and usability reviews with City departments Documenting and resolving data exceptions and edge cases Week 7: Production Migration
Once test migrations are approved, the validated datasets will be migrated into the Munis production environment.
Loading final datasets to production
Running validation scripts and totals reconciliation
Submitting load logs and summary reports to the City
Week 8: Final Acceptance and Closeout
This phase focuses on finalizing documentation, securing approvals, and supporting the City’s operational handoff.
Delivering all documentation (mappings, validations, audit logs) Certifying destruction of staging files
Conducting knowledge transfer with City staff
Obtaining formal sign-off from each participating department
SCHEDULE
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Milestone Summary
Kickoff Completed – Week 1
Inventory Finalized – Week 2
Data Cleansing and Mapping Complete – Week 3
Migration Plan Approved – Week 4
Test Migration Validated – Week 6
Production Load Executed – Week 7
Final Sign-Off – Week 8
Schedule Assumptions
The City will provide access to legacy systems within five business days of contract start
The City will designate staff to participate in mapping reviews and module-level validations
Tyler Technologies will make the Munis staging and production environments available as scheduled
“Essential data” scope will be confirmed by the end of Week 2 Consultadd Public Services 13
This schedule provides the structure, controls, and flexibility needed to complete the City’s ERP data migration securely and on time. It supports coordinated delivery with Tyler Technologies while ensuring that the City’s business users are fully engaged in validation and acceptance.
SCHEDULE
Name Role Responsibilities
Nisha K Project Manager
Manages overall delivery, risk, and
communications. Serves as City’s primary point
of contact.
Ashutosh
Y
Technical Lead –
Data Migration
Oversees extraction, transformation, loading
(ETL), staging environment setup, and technical
validations.
Ankush S
Business Analyst
– ERP Modules
Supports mapping, functional reconciliation, and
departmental data validation with City staff.
Naresh G
Data Quality and
Reconciliation
SME
Leads profiling, cleansing, QA testing, and
exception resolution. Ensures integrity of
migrated datasets.
Support
Staff
Data Engineers
and Analysts
Assist with formatting, scripting, staging
support, documentation, and tool execution.
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
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Consultadd Public Services proposes a specialized team of ERP migration professionals to deliver the City of Huntington Park’s data migration from Central Square/Naviline to Tyler Technologies’ Munis system. Each team member has been selected for their experience supporting local government ERP transitions, financial system integrity, and large-scale legacy data conversions.
All proposed personnel are fully available for the duration of the engagement and have been reserved specifically for this project. No substitutions will occur without prior written approval from the City. Each key role also has a designated backup resource internally to ensure continuity in the event of extended unavailability.
The table below outlines the proposed team structure and their primary responsibilities. Full resumes are included below.
Proposed Team Structure
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
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Key Personnel Biographies
Nisha K – Project Manager
Nisha brings over a decade of experience managing enterprise data migration and ERP implementation projects for public-sector agencies. She has led transitions to Tyler Munis for cities, counties, and special districts, with a strong emphasis on schedule control, cross-department coordination, and regulatory compliance. Nisha is PMP-certified and will serve as the City’s day-to-day point of contact throughout all phases of the project.
Ashutosh Y – Technical Lead (Data Migration)
Ashutosh is a senior data architect with over 12 years of experience in structured data migration for ERP systems, including Central Square/Naviline, SAP, and Oracle. He has led multiple conversions to Tyler Munis, supporting transformations of general ledger, payroll, accounts payable, utility billing, and asset management data. Ashutosh will design and oversee all ETL processes, validation frameworks, and technical troubleshooting during the migration.
Ankush S – Business Analyst (ERP Modules)
Ankush has worked extensively with public agencies on ERP functional alignment, data usability testing, and department-level validation. He will work directly with City stakeholders in Finance, HR, and Utility Billing to confirm that migrated data supports reporting, reconciliation, and business operations. Ankush specializes in interpreting legacy data rules and aligning them with Tyler Munis configuration.
Naresh G – Data Quality and Reconciliation SME
Naresh has supported over 30 ERP data transitions and specializes in developing traceability frameworks, exception reports, and validation scripts. He will lead the data cleansing effort and manage data quality reporting throughout test and production migration cycles. Naresh is also responsible for preparing the final governance documentation and supporting audit readiness at project closeout.
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
Consultadd Public Services 16
Support Staff – Data Engineers and Analysts
Consultadd’s supporting team includes data engineers trained in SQL-based transformation scripting, file formatting, and validation utilities compatible with Tyler Munis. Under Ashutosh Y’s direction, they will assist with file conversion, test staging, and resolution of format-level errors across modules.
Availability and Commitment
All proposed personnel are available immediately upon contract execution and have been scheduled exclusively for this engagement through project closeout. Consultadd confirms that no personnel will be reassigned without prior approval, and each key role has a designated backup ready for knowledge transition, if required.
Resumes
Full resumes of all proposed key personnel are attached below.
Key Personnel Substitution Protocol
Consultadd acknowledges the RFP requirement that any key personnel who become unavailable for thirty (30) or more consecutive days must be replaced only with individuals of equal or greater qualifications and only upon written approval from the City. We will maintain active communication and proactive planning to avoid any disruption in personnel continuity.
Resume: Nisha K
Proposed Role: Project Manager
Current Employer: Consultadd Inc.
Years of Experience: 10+
Summary
Nisha K is a seasoned project manager with over a decade of experience delivering complex ERP, IT modernization, and structured data migration projects for both public-sector and private clients. Her expertise includes legacy system transitions, stakeholder coordination, risk-managed delivery, and full-lifecycle ERP implementations. She has managed projects involving Tyler Munis, Oracle Cloud ERP, and SAP platforms, with direct oversight of data validation, migration planning, and cross-department acceptance testing.
Nisha currently leads ERP migration engagements at Consultadd Inc. and has successfully delivered multi-module data transitions for city and county governments across finance, payroll, and utility billing functions.
Professional Experience
Consultadd Inc.
Project Manager
2021 – Present
Leads ERP and data migration projects for government agencies migrating from legacy platforms (Naviline, OneSolution) to Tyler Munis Manages stakeholder alignment, project governance, and migration scheduling
Oversees mapping reviews, validation testing, and exception resolution across GL, AP, Payroll, and Utility Billing modules
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
Consultadd Public Services 17
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
Consultadd Public Services 18
Vertex Systems Pvt. Ltd.
ERP Project Manager
2017 – 2021
Directed multi-phased Oracle ERP implementations for logistics and finance-sector clients
Delivered end-to-end migration plans including data extraction, mapping, reconciliation, and post-load audit support
Coordinated testing with client departments and vendor development teams
Cynertek Consulting Pvt. Ltd.
Business Analyst → Project Coordinator
2013 – 2017
Supported cross-functional ERP rollouts, including SAP and Oracle Managed issue tracking, user testing logistics, and go-live cutover planning
Promoted to coordination role for mid-sized ERP engagements involving finance and procurement modules
Representative Projects
City ERP Data Migration – Tyler Munis Implementation
Oversaw migration of legacy data across financial, payroll, and permitting modules
Facilitated validation workshops with city departments and vendor teams
Delivered reconciled datasets for final load approval
Oracle ERP Implementation – Private Housing Sector Client Led 8-member team to migrate legacy billing and accounts receivable records
Delivered validated, audit-ready records under compressed timeline
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
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Tools & Methodologies
ERP Platforms: Tyler Munis, Oracle Cloud, SAP
Project Management Tools: Microsoft Project, Jira, Confluence Data Validation: Excel-based crosswalks, reconciliation tracking, exception logs
Delivery Frameworks: Agile, Waterfall, Hybrid PMO
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
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Resume: Ashutosh Y
Proposed Role: Technical Lead – Data Migration
Current Employer: Consultadd Inc.
Years of Experience: 12+
Summary
Ashutosh Y is a senior data migration architect with over 12 years of experience delivering large-scale ERP data transitions, legacy system decommissioning, and structured data transformation for public-sector and enterprise clients. He has led more than two dozen end-to-end data migration efforts involving platforms such as Tyler Munis, SAP, Oracle EBusiness Suite, and Central Square/Naviline.
Ashutosh specializes in source system profiling, field-level mapping, data transformation scripting, and reconciliation reporting. He is known for his ability to engineer zero-defect migrations using secure, auditable, and repeatable frameworks. At Consultadd, he leads data conversion workstreams for ERP modernization projects involving finance, payroll, utility billing, and asset management modules.
Professional Experience
Consultadd Inc.
Technical Lead – ERP & Data Migration
2021 – Present
Leads design and execution of data migration strategies for city and county ERP transitions
Oversees source-to-target mapping, staging environment setup, and ETL scripting
Develops validation scripts and exception management logic for Tyler Munis data loads
Coordinates closely with project managers, business analysts, and client IT staff
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
Consultadd Public Services 21
QuantumTech Solutions Pvt. Ltd.
Data Architect – ERP Systems
2016 – 2021
Designed multi-phase ERP migration frameworks for manufacturing and utilities clients
Led technical teams through Naviline-to-SAP conversions, including data cleansing and rollback controls
Created custom reconciliation tools to support financial audit and compliance teams
Infranet Technologies Pvt. Ltd.
Senior Database Engineer
2012 – 2016
Developed SQL-based automation scripts for legacy ERP data extraction and transformation
Managed staging environments and loading utilities across Oracle and custom ERP platforms
Supported pre- and post-load QA testing for GL, AR, and HR data modules
Representative Projects
Tyler Munis Data Migration – County Government (Midwest US) Migrated financial and payroll datasets from Naviline into Tyler staging and production environments
Created mapping logic and transformation rules for 20+ tables Delivered validated datasets across GL, Payroll, Utility Billing, and Vendor modules
SAP S/4HANA Migration – Utility Sector Client
Extracted and restructured customer billing and metering data for migration to SAP
Developed and executed exception handling scripts with detailed error logs
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
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Tools & Methodologies
Platforms: Tyler Munis, Oracle ERP, SAP, Naviline
Languages: SQL, Python
Tools: SSMS, SSIS, Excel (crosswalk & reconciliation tracking), AWS (staging infrastructure)
Delivery: Structured ETL pipelines, field mapping frameworks, versioncontrolled data packages
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
Consultadd Public Services 23
Resume: Ankush S
Proposed Role: Business Analyst – ERP Modules
Current Employer: Consultadd Inc.
Years of Experience: 9+
Summary
Ankush S is a skilled ERP business analyst with over nine years of experience working across finance, HR, utility billing, and permitting functions in both public- and private-sector ERP modernization projects. He specializes in bridging technical and functional teams, interpreting legacy data logic, facilitating validation sessions, and supporting field-level data reconciliation during ERP transitions.
Ankush has supported implementations of Tyler Munis, Oracle Cloud, and Workday, and brings deep familiarity with business process alignment, user acceptance testing (UAT), and module-level data validation. At Consultadd Inc., he leads cross-departmental validation planning and business rule interpretation for ERP data migration projects.
Professional Experience
Consultadd Inc.
Business Analyst – ERP Projects
2021 – Present
Leads client-side validation and business rules mapping for ERP data transitions
Works with Finance, HR, Utility Billing, and Community Development departments to validate converted datasets
Facilitates mapping approval sessions, sample testing, and pre-load data reviews
Supports documentation of field logic, reference data mappings, and reconciliation feedback
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
Consultadd Public Services 24
OmniCore Systems Pvt. Ltd.
ERP Functional Analyst
2016 – 2021
Delivered Oracle Cloud ERP implementations for retail and financial services clients
Conducted legacy data reviews and validation workshops with end users Created functional crosswalk documents to guide transformation of HR and finance data
InnovaTech Business Services Pvt. Ltd.
Analyst – Data & Business Systems
2014 – 2016
Supported SAP ERP implementations and managed data validation for procurement and vendor modules
Assisted project leads with stakeholder coordination, UAT documentation, and testing scripts
Representative Projects
Tyler Munis Implementation – Local Government Client
Coordinated validation walkthroughs for financial, HR, and permitting modules
Worked with department leads to interpret legacy field usage and resolve mapping discrepancies
Led post-load usability reviews for business user sign-off Oracle ERP Data Migration – Housing and Infrastructure Client Analyzed data discrepancies between legacy and Oracle formats for GL and Payroll
Documented and translated user business rules into structured mapping requirements
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
Consultadd Public Services 25
Tools & Methodologies
ERP Systems: Tyler Munis, Oracle Cloud ERP, Workday
Tools: Excel, SharePoint, Microsoft Teams, PowerPoint
Documentation: Mapping matrices, business rule logs, UAT testing scripts
Processes: Stakeholder engagement, cross-functional validation, sign-off coordination
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
Consultadd Public Services 26
Resume: Naresh G
Proposed Role: Data Quality & Reconciliation SME
Current Employer: Consultadd Inc.
Years of Experience: 11+
Summary
Naresh G is a senior data quality specialist with over 11 years of experience in ERP data migration, audit reconciliation, exception management, and governance documentation. He has supported data transitions for local governments, utilities, and housing authorities, ensuring migrated datasets meet completeness, integrity, and auditability standards.
At Consultadd Inc., Naresh leads the design and execution of data cleansing workflows, reconciliation reports, exception tracking frameworks, and validation documentation. His work ensures that both technical and business stakeholders can confidently rely on the converted data post-migration.
Professional Experience
Consultadd Inc.
Data Quality and Validation Specialist
2021 – Present
Leads QA and reconciliation workstreams across Tyler Munis, Oracle Cloud ERP, and PeopleSoft data migrations
Designs exception tracking dashboards, validation reports, and auditready data summaries Partners with analysts and data architects to ensure field-level mapping and staging are compliant with project scope
Provides final documentation packages including error logs, status trackers, and test sign-off sheets
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
Consultadd Public Services 27
Zentrix Solutions Pvt. Ltd.
Data Migration & QA Analyst
2016 – 2021
Supported ERP go-lives by validating complex datasets including payroll, utilities, and general ledger
Authored reconciliation matrices comparing legacy and target system totals
Developed standardized checklists for QA walkthroughs across departments
Infosmart Analytics Pvt. Ltd.
ETL Tester / QA Engineer
2012 – 2016
Designed validation scenarios and tested transformed data sets for Oracle ERP and SAP implementations
Managed exception resolution logs in collaboration with development teams
Created documentation for internal audit use, including field usage maps and data dictionaries
Representative Projects
Municipal ERP Data Migration – Tyler Munis Implementation Led post-load validation across GL, AR, and Vendor tables Delivered exception summary and reconciliation report confirming alignment with historical data
ERP Data QA – County-Level Payroll Conversion
Audited 10 years of payroll history records for missing values, code mismatches, and formatting issues
Delivered certified validation reports to support financial audit committee
PROJECT TEAM, KEY PERSONNEL, AND RESUMES
Consultadd Public Services 28
Tools & Methodologies
Platforms: Tyler Munis, Oracle ERP, SAP
Tools: Excel, SQL, Python (for validation scripting), SharePoint Documentation: QA checklists, reconciliation logs, exception reports Approach: Risk-based testing, exception tracking, audit traceability
COMPANY QUALIFICATIONS
Consultadd Public Services 29
Firm Overview
Consultadd Public Services is the dedicated public-sector consulting division of Consultadd Inc., a nationally recognized IT firm delivering complex data, ERP, and modernization projects for federal, state, and local government agencies. Founded in 2011, Consultadd has successfully delivered missioncritical projects for more than 200 public-sector organizations across 30+ U.S. states.
Our public-sector work spans ERP transitions, financial system overhauls, data migrations, business intelligence implementations, and ongoing IT managed services. We operate with a 100% in-house delivery model and maintain direct accountability for quality, schedule, and security throughout the engagement lifecycle.
Our approach emphasizes outcomes - we structure every engagement around the agency’s operational goals, not just the system requirements.
For ERP data migrations, we focus on auditability, accuracy, and functional usability across all departments impacted by the transition.
ERP and Data Migration Experience
Consultadd has completed over 100 ERP data migration projects, many involving legacy systems with 10–25 years of financial, payroll, and utility billing data. We have migrated structured datasets from platforms such as Central Square/Naviline, OneSolution, JD Edwards, PeopleSoft, and inhouse AS/400 environments into modern ERP systems including Tyler Munis, Oracle Cloud, SAP S/4HANA, and Workday.
Our clients have trusted us to:
Extract and reformat historical general ledger entries spanning multiple fiscal systems
Normalize and convert legacy payroll, benefits, and timekeeping data for integration with new HR modules
Reconcile utility billing records including customer balances, metering, deposits, and service history
COMPANY QUALIFICATIONS
Consultadd Public Services 30
Preserve audit chains for vendor payments, W-9 forms, check registers, and grant accounting
Our work consistently includes the delivery of field-level mapping matrices, validation frameworks, audit trail documentation, and governance packages -all essential to agency finance, compliance, and reporting teams post-golive.
Experience with Tyler Munis and Naviline
Consultadd has direct experience working with both the Tyler Munis ERP system and the legacy Naviline H5 platform (Central Square). We have completed successful migrations from Naviline to Munis and are familiar with the nuances of each system, including:
Naviline’s flat-file exports, legacy naming conventions, and field constraints
Tyler Munis’ import templates, validation utilities, and table relationships Reconciliation between old and new GL structures, vendor tables, employee files, and cash receipt records
Field-level incompatibilities and normalization logic (e.g., code sets, date formats, boolean fields)
Because we’ve worked with both systems in multiple settings, we are able to anticipate data mismatches, align field structures before test migration, and ensure successful loading on the first attempt -saving time and reducing risk for City IT and Finance departments.
Structured Data Migration Approach
Consultadd follows a structured five-phase data migration methodology:
Data Audit and Discovery
Inventorying all legacy tables and structures; assessing scope of essential vs. archival data
COMPANY QUALIFICATIONS
Consultadd Public Services 31
Data Cleansing and Transformation
Removing duplicates, formatting errors, deprecated records; normalizing fields for staging
Source-to-Target Mapping and Plan Finalization
Creating transformation logic, validating with City departments, and finalizing load plan
Test Migration and Reconciliation
Executing a test load into Munis staging and validating with business users Production Load, Acceptance, and Governance Closeout
Delivering final data, exception logs, audit trails, and certification of destruction for staging data.
Our tools and practices include staging environment design, rollback procedures, reconciliation templates, and field-level mapping logs that ensure full transparency and control over the data transformation process.
Staffing, Capacity, and In-House Delivery
Consultadd employs over 600 full-time professionals across the United States. Our California teams operate out of offices in Santa Clara and Irvine, supporting regional delivery throughout the state.
All work is delivered by Consultadd employees -we do not subcontract data migration, system integration, or project management. Our internal teams include:
Senior ERP data architects
Certified project managers (PMP)
Data quality specialists
Public-sector business analysts
Infrastructure and cloud integration engineers
COMPANY QUALIFICATIONS
Consultadd Public Services 32
This team structure allows us to deliver scalable, high-accountability services with clear lines of communication and ownership.
Certifications and Standards
Consultadd maintains rigorous security, quality, and compliance standards:
ISO 27001 – Certified information security management system SOC 2 Type II – Attestation for controls over data confidentiality, processing integrity, and availability
CMMC Alignment – Internal framework prepared for Department of Defense standards
GSA & CMAS Contract Holders
DBE-Certified & SBE-certified in California – Certified Disadvantaged Business Enterprise by CalTrans and Certified Small Business Enterprise by LA Metro.
PMP-Certified Project Managers – All large-scale ERP projects are led by PMP-credentialed delivery leads
Microsoft Solutions Partner – Specializing in Azure, Data & AI, and Modern Work
AWS Advanced Tier Partner – Expertise in cloud infrastructure and ERP staging
Partner Ecosystem of 30+ OEMs – Including leading providers across ERP, cloud, analytics, security, and integration platforms These certifications reflect our maturity as a delivery organization and give our government clients confidence in our ability to protect data, meet deadlines, and align with audit requirements.
California Experience and Regional Support
Consultadd has successfully delivered consulting and data migration projects to numerous California public-sector clients, including:
Marin Housing Authority
County of San Mateo
Orange County
City of Sunnyvale
City of Santa Clara
COMPANY QUALIFICATIONS
Consultadd Public Services 33
Santa Clara Valley Transportation Authority
Metropolitan Water District of Southern California
With our two California offices and teams experienced in CPRA compliance, Brown Act requirements, and local agency finance workflows, we bring not only capability -but contextual familiarity to every engagement.
Value to the City of Huntington Park
The City of Huntington Park is undertaking a strategic ERP transition that affects not only system infrastructure but also business continuity, financial reporting, and long-term audit readiness. Consultadd offers the City a proven partner with:
Direct experience migrating from Naviline to Tyler Munis A secure, traceable, and risk-managed data migration methodology A dedicated California-based delivery team
Public-sector credentials and references at the federal and local level A compliance-first, in-house staffing model with no subcontractors Our firm understands that the success of this migration depends not only on technical accuracy but on our ability to communicate, coordinate, and deliver clean, validated data to every department. Consultadd is prepared to do exactly that.
Agency
Name
Contact
Person
Email
Phone
Number
Engagement Summary
New York
City School
Constructio
n Authority
Vasudev
Shet
[email protected]
(567)
298-
6863
Led multi-year data
transition from legacy
systems. Supported GL,
AP, Payroll, and
Contracts. Delivered all
data mapping and
validation.
U.S. Small
Business
Administrati
on (SBA)
Tejas
Godbole
tejas.godbole@s
ba.gov
(717)
539-
4589
Supported centralized
data transformation and
reporting overhaul. Led
source-to-target
conversion of
procurement and financial
data across divisions.
U.S.
Department
of
Agriculture
(USDA)
Richa
Mistry
richa.mistry@usd
a.gov
(218)
297-
8107
Delivered full data
lifecycle support for ERP
conversion and
compliance reporting.
Oversaw migration
quality controls and
validation protocols.
REFERENCES
Consultadd Public Services 34
Consultadd Public Services has successfully delivered structured data migration, ERP modernization, and legacy system transition services for public agencies at the federal, state, and local levels. Below are three recent public-sector clients with whom we have completed similar engagements.
CITY’S STANDARD CONTRACT SERVICES AGREEMENT
Consultadd Public Services 35
Consultadd Public Services has reviewed the City of Huntington Park’s Standard Professional Services Agreement (included as Attachment 1 to the RFP) in full.
We confirm that we:
Accept all terms and conditions as presented
Are prepared to execute the agreement without modifications Will comply with all provisions related to scope, invoicing, termination, insurance, and indemnification
Have no proposed exceptions, redlines, or deviations from the language provided
Consultadd’s legal, contracting, and executive teams are aligned on this approach to ensure a seamless transition to contract execution upon award.
Should the City require signature-ready documents or supplementary compliance forms, we will submit them promptly upon request.
CITY’S STANDARD INSURANCE REQUIREMENTS
Consultadd Public Services 36
Consultadd Public Services has reviewed the City of Huntington Park’s Standard Insurance Requirements (Attachment 2 of the RFP) and confirms our full ability to comply with all provisions, including required coverages, limits, and endorsements.
We maintain the following active insurance policies, which meet or exceed the City's minimum coverage thresholds.
Upon award, Consultadd will provide:
Certificate(s) of insurance naming the City of Huntington Park as additional insured, per the contract requirements
Endorsements and waiver of subrogation, as applicable
Renewal updates for policies maintained throughout the duration of the project
We acknowledge the City's right to review, approve, or request adjustments to coverage documents prior to contract execution.
OTHER INFORMATION
Consultadd Public Services 37
In addition to the core services specified, we respectfully offer the following optional enhancements, value-added services, and operational capabilities for the City’s consideration. These items do not alter the base scope or pricing but demonstrate our flexibility and readiness to exceed expectations if needed.
Optional Post-Migration Support
Consultadd is prepared to provide optional post-migration support services upon request. These services can be scoped and priced separately if the City desires assistance beyond the initial migration. Offerings include:
Stabilization support during the early weeks of Tyler Munis go-live On-call availability for data validation questions or reconciliation clarification
Targeted support for newly discovered reporting needs based on migrated data
Department-level guidance on interpreting legacy field transformations within Munis
Knowledge Transfer and Documentation Standards
As part of our standard engagement closeout, Consultadd delivers a complete documentation package to support operational continuity and audit readiness. This includes:
Final source-to-target mapping documentation, approved by the City Module-level validation reports and reconciliation logs Exception register with notes, status, and final resolution outcomes Certificate of secure data destruction (for any staging or interim files) Live knowledge transfer sessions with City staff, optionally recorded These materials are tailored to City-specific modules and designed for handoff to both business and IT users.
OTHER INFORMATION
Consultadd Public Services 38
Technology and Delivery Tooling
Consultadd maintains a fully integrated internal tooling framework to support quality, traceability, and version control. While no additional software is required for this engagement, our standard delivery infrastructure includes:
Secure staging environments (AWS-hosted; Consultadd is an AWS Advanced Tier Partner)
Script-based data transformation workflows built in SQL and Python Internal validation tools for field-level comparison and reconciliation Documented, version-controlled delivery templates for mapping, testing, and acceptance
Our teams have deployed this infrastructure successfully in prior Tyler Munis and Naviline projects to reduce risk and accelerate test cycles.
Accelerated Timeline Readiness
The City’s proposed project schedule spans approximately eight weeks.
However, should the City’s go-live planning with Tyler Technologies require compression, Consultadd is capable of executing the engagement in as few as six weeks. This would involve reallocating additional internal resources to parallelize tasks such as test migration, validation, and final load preparations. Accelerated delivery can be discussed during project initiation and would not affect the base pricing.
Consultadd is committed to delivering not only a compliant and complete data migration, but also a partnership rooted in accountability, transparency, and technical precision. The offerings described in this section are available to support the City of Huntington Park in realizing long-term value from its ERP investment, without introducing risk or complexity to the current scope.
“Strengthening Stewardship Through Secure, Responsive
Technology”
Consultadd’s Technical Proposal for Huntington Park CA
Thank you for considering our Proposal
Visit us at www.consultaddpublicservices.com
1 Viviente Software, LLCis grateful for the opportunity to present this proposal of our data consulting services in response to the City’s RFP for Data Migration Services. We understand the importance of engaging veteran consultants with deep domain knowledge and who are equipped and ready to lead and execute strategic data initiatives with expertise. The City’s vision for data analysis, cleansing and migration requires a specialized partner capable of delivering mature methodologies, scalable tools, and seamless support of the new overall project team.
As a company that focuses solely on the delivery of data profiling, cleansing, migration, and bridging services for public agencies embarking on large, complex modernization projects, we feel that we are perfectly experienced to design, deliver, and manage these services.
The following proposal describes the methodologies and approaches developed by Viviente’s data services experts as they delivered data cleansing, migration, and bridging services for many other very similar agencies. They reflect decades of experience‐based refinement and fine‐tuning and represent a tried‐and‐true path to a successful and safe migration of the City’s data to its future system.
The following proposal is valid for 60 days. I look forward to further discussing the details of this project with you at your convenience. Please do not hesitate to contact me if you have any questions.
Sincerely,
Carlotta Fite, CEO Viviente Software, LLC
717-858-1238
[email protected]
8806 US Hwy 181 N. Floresville, TX 78114
2 Table of Contents
Section 1. Scope of Work...............................................................................................3 Data Services Project Overview ..................................................................................3 Viviente’s “Pipeline” Approach ................................................................................4 Managing the Project .................................................................................................5 Project Status Reporting .........................................................................................5 Project Planning.....................................................................................................6 Tools & Technologies..................................................................................................8 Data Security ..........................................................................................................10 Processes & Methodologies .....................................................................................11 Project Initiation Phase.........................................................................................11 Data Profiling and Cleansing Phase .......................................................................12 Data Profiling and Data Analysis............................................................................13 Data Cleansing ....................................................................................................16 Data Migration Phase ...........................................................................................17 System Testing and Implementation ......................................................................20 Section 2. Schedule ....................................................................................................22 Section 3. Project Team, Key Personnel and Resumes....................................................25 Viviente Team Resumes ...........................................................................................28 Section 4. Company Qualifications ..............................................................................34 Section 5. References .................................................................................................36 Section 6. City’s Standard Contract Services Agreement ...............................................40 Section 7. City’s Standard Insurance Requirements.......................................................41 3 Section 1. Scope of Work
During the course of the City’s project, Viviente’s team will leverage its data migration industry experience to proactively and effectively support the overall modernization project by delivering timely, thorough and effective data services. The methodologies, processes and technologies used to deliver these services are described in detail below.
Data Services Project Overview
As described in the City’s RFP, the data migration project will require the thorough profiling, analysis and cleansing of all source data. This data profiling / cleansing process will directly support the modernization project by delivering cleansed and transformed test data to support testing cycles and fully reconciled, final migration datasets during go-live.
Over the course of prior engagements, Viviente has refined its processes, methodologies and deliverables to specifically support and enhance this flow of work. In other words, everything we deliver in one phase / process is tailored to support the next phase.
Flow of Processes and Deliverables
4 Viviente’s “Pipeline” Approach
Before diving into the specifics of data profiling, cleansing and conversion methodologies, it is important to understand how Viviente organizes the overall workload.
The City’s selected ERP vendor will need certain types of data sooner than other types. To support this, Viviente subdivides the overall workload into intuitive, business processoriented “Data Categories.”Data Categories flow through the phase “pipeline” independently, so at any given time, some Data Categories might be in the Data Profiling and Cleansing phase while others might be in the Data Migration phase. This is a very flexible approach that allows for re-prioritization and shuffling as needed over the course of the project.
For a project of this size, multiple pipelines, or “tracks” will be running concurrently in order to make sure that the data team stays ahead of the ERP team’s data requirements.
Defining Data Categories
The City has hundreds of data elements and attributes that drive its day-to-day business processes. During project planning, the City’s data elements will be grouped by business functional area into logical groupings. These represent domains, or areas, of data within the source system. Example Data Categories include:
• GL Ledgers and Transactions
• AP / AR data
• License / Permit data
• Billing data
• Payroll data
• Etc.
We group by functional business area for four big reasons:
- As mentioned above, our primary goal is to support the ERP vendor’s design, development, test and deployment of the City’s new system. Our flexible approach lets that vendor lead the way while allowing our data team to optimally support each of their phases by staying ahead of them with analysis, cleansing and migrations.
- Supporting data analysis will be time intensive for both business and technical City staff. Grouping logical data entities together for analysis allows for City staff’s time to be scheduled in advance and thereby optimized.
5 - Data must be analyzed within its business context. Discussing, researching and analyzing data elements is best done within the context of an overall picture, or grouping, of those data elements—it makes sense and its most efficient. - System test cycles may require different areas of data at different times. By creating logical Data Categories, Viviente can prioritize data cleansing, and then data conversion, to deliver cleansed data as early as possible to each system testing phase.
Managing the Project
Project Status Reporting
Viviente’s proposed project manager has over 22 years of experience managing large system data migration projects. He is experienced in both waterfall and agile project management approaches. He will perform effective management of all of Viviente’s resources, as well as constantly monitor the health of the project. Tasks, risks, issues, schedules, resources and scope will be proactively managed and project status and health will be frequently communicated to appropriate project stakeholders.
Most importantly, our project manager will ensure that the data team goes beyond merely staying in lock-step with the overall system modernization team. He will ensure that the data team is facilitating and accelerating the line-of-business design, development and testing cycles via timely, experience-driven inputs.
Sample.Project.Status.Report
6 Project Planning
Viviente’s project leadership will author several procedures and plans which, once approved, will be used to manage all key elements of the data portion of the overall project.
These include documents such as a Project Work Plan, a Data Security Plan, and an overall Data Readiness Plan.
Project Plan (Schedule)
This is an MS Project work breakdown structure (WBS) document crafted to meld with and support the overall modernization project plan (once available.) Sample.Work.Plan¿.High.Level.Plan
The project plan supports the modernization initiative by:
- Illuminating all required tasks
- Facilitating robust and forward-looking resource planning / balancing - Ensuring that migrated test data is available for all required system test cycles - Ensuring that cleansed data is also availed to the project team when it is ready - Making sure that the overall conversion, with all cleansing points, is ready for the ultimate go-live of the new system
More so than other planning documents, the Project Plan is considered a “living document” and is constantly updated as the project moves forward. It is important to note that the data project plan must stay in sync with the master project plan that includes all the tasks being performed by the City and the new system vendor. An updated Project Plan will be disseminated to project stakeholders on a bi-weekly basis. 7 Note – In order to analyze, cleanse and convert the City’s data in a timely fashion, Viviente is proposing the formation of 2 teams, each responsible for a “track” of effort. Each track will be headed up by a Viviente team leader and supported by an SQL developer (and City resources.) By having 2 tracks of effort going simultaneously, the data team will be able to have clean, transformed data ready for the new system vendor when they need it (to support development and test cycles). This is critically important in order to facilitate the new system vendor in every way possible.
Data Security Plan
Data cleansing and conversion projects require multiple new copies of data (to support analysis, development, testing, training, etc.), new data storage environments and many new data transmissions. As such, new data security measures must be authored and enforced to safeguard data during these operations.
Viviente proposes that a Data Security Plan, specific to this project, be authored and included as part of the overall planning effort. This plan will prescribe measures to ensure the protection of all PII (Personally Identifiable Information) data. It must also protect all HIPPA privacy data stored within images and image metadata, if applicable.
Data Readiness Plan
This plan governs the critical processes, technologies and methodologies used to deliver all data services on the project. It covers the flow of work and documents resources needed by the City and Viviente and many other topics, such as:
- Data refresh scheduling
- Data issue logging
- Communications (Documentation Templates)
- Status Reporting
- Approval processes
- Data Profiling scoping and techniques
- Software technologies to be used
- Data Analysis flow and processes
- Types and uses of data cleansing resolutions
- Data cleansing management and scheduling
- Cleansing program QA processes
- Techniques for inclusion of just-in-time data cleansing during migration - Reconciliation and QA standards
8 Tools & Technologies
Viviente uses state-of-the-art hardware and software solutions to achieve optimal results on its cleansing and migration projects. The following sections describe our cost-effective approach to building an environment that can meet the needs of the data team and be very useful to the City even after the project.
Hardware
For the data migration project, Viviente will utilize one or more Data Staging Servers. During the course of the project, these staging servers will host copies of the City’s production data, which will facilitate data profiling, cleansing analysis, and migration design, development and testing, etc.
Data is safest while at rest. Conversely, it is more vulnerable when replicated and moved.
As such, Viviente strongly encourages the City to maintain the staging server environment within its current firewall for this project. It is safest there, rather than on cloud-based systems or while residing in other data centers. Today’s technologies offer many ways to facilitate remote connectivity to support the project resource’s needs. Viviente’s team will work with the City’s I.T. staff to define the requirements for servers, storage, etc. for the upcoming project.
Software
Viviente uses advanced Microsoft software products on all of its data projects.
We use MS SQL Server databases, and the completely.free suite of SQL Server-based programming and analytical tools that come with it (SSIS, SSMS, SSRS, SSAS). This is by far the most cost-effective software on the market today to perform data analysis, cleansing and migration.
9 Viviente’s ETL Framework
Rather than relying on expensive, proprietary tools that take away user control and still require tons of custom coding, Viviente has developed its own ETL (extract – transform – load) framework that is based on SQL Server database technologies and fits perfectly with our Microsoft development and data querying tools.
Our Framework:
- Collects and stores our data cleansing, migration and bridge code packages - Organizes migration/bridge runs by assigning Batch IDs for each execution - Records comprehensive results
- Captures a complete snapshot of all migrated data at a record and individual data element level to facilitate debugging, reconciliation and reporting - Stores and facilitates reporting of errors and warnings - Facilitates automated reconciliation reports of all records and granular data elements, such as monetary fields (i.e. contributions, disbursement amounts, etc.)
- Stores common functions and procedures that can be leveraged across cleansing, migration and data bridging code packages
Environments
Viviente will perform all data analysis on data that is replicated as-is (except for PII obfuscation) from the City’s production database into a data analysis staging server running a SQL Server database.
By doing this, our team will be able to work with a copy of the data and interact with City knowledge holders using table/column names that they are familiar with. Extracting and utilizing an exact (except for PII scrambling) production copy also ensures that data profiling is conducted on a “pure” set of the City’s data – unfiltered, untransformed and unmodified. Thus, data profiling query results are as reliable as possible. 10 Data Security
Database, as well as column-level, encryption will be added where appropriate. Data transmissions will be architected to include 128-bit or higher data encryption whenever data is being sent outside of the City’s existing firewall.
Additionally, Viviente proposes the following steps to safeguard all data during the lifetime of the project:
• Data staging servers will not reside on the cloud, but rather, be retained behind the City’s existing firewalls if possible
• At no time will PII/HIPPA data be printed in hard copy • No PII/HIPPA data should ever appear in any emails or attachments • No PII/HIPPA data should be stored on laptops or desktops • No PII/HIPPA data should ever be transmitted via unsecured means (FTP, chat, online meetings, etc.)
The complete list of PII and HIPPA-protected data elements will be finalized within the Data Security Plan, but by definition, includes any combination of data elements that can reasonably identify a person or lead to the identification of a person. For instance, First Name by itself is not PII, whereas First Name + Last Name is PII. The protected data element list includes:
- Name Elements (First, Middle, Last, Suffix, Nicknames) - Mailing Address
- Telephone Number
- Email Address
- System-Issued Identifiers (membership number, employee number, etc.) - National Identifiers (SSN, TINs, etc.)
- Personally Relevant Dates (Date of Birth, Date Death) - Financial Numbers (Bank Account Numbers, Credit Card Numbers, etc.) - Annotations / Comments (stored notes might contain SSNs and other PII info) - Images, or image meta-data, that contain PII or HIPPA-protected data 11 Processes & Methodologies
Project Initiation Phase
The Initiation Phase of a data services project incorporates all the activities necessary to support the more extensive later phases of the project.
Sample.Work.Plan¿.Initiation.Phase
An onsite project kickoff meeting will be held to introduce all project stakeholders and cover project planning and ground rules. Extended meetings with various groups will also be held to review project approaches and methodologies with City staff.
Other activities include:
• Project Management Setup and Planning – Viviente’s project leadership will author several project-specific plans that will detail the methods and approaches that the data team will use. Templates for key deliverables, such as status reports, meeting agendas and meeting minutes, will also be drafted and submitted for approval. In addition to these, a clear and concise Work Plan will also be baselined with the City. • Infrastructure Setup – setup of the data profiling/staging server will be given top priority during this project phase.
• Remote Connectivity Setup – The Viviente team will need to utilize remote connection software
• Data Copy – Viviente will work with City I.T. to design and execute a static “snapshot” (database copy) of each of the City’s production data stores, including data obfuscation.
12 Data Profiling and Cleansing Phase
In the Data Profiling and Cleansing Phase, each Data Category (see the section Viviente’s “Pipeline Approach” above) is put through a rigorous process of:
- Establishing Data Candidacy
- Documenting and analyzing known issues
- Discovering unknown issues via Data Profiling
- Conducting Data Analysis of each integrity issue found and documented - Designing, approving, developing, testing and implementing data cleansing remediation steps
The order in which Data Categories are profiled and analyzed is predicated by the testing and implementation sequence of the new system vendor, and several Data Categories will be in the analysis / cleansing / conversion pipeline concurrently. By doing so, the data team will deliver the data required for the initial system functional testing phase first, followed by the data required for the second test phase, and so on.
Sample.Work.Plan¿.Data.Profiling.and.Cleansing.Phase
13 Data.Candidacy.‗.What.data.should.be.cleansed‽.
For each Data Category, we streamline our profiling and cleansing efforts by first conducting “Initial Data Candidacy Analysis.” This will allow our consultants to focus subsequent data profiling, cleansing and mapping activities on the tables and columns that contain data that the City needs to have carried forward into the new system.
Source data candidacy is determined by evaluating the data store’s content and documentation. Generally, data stores that contain unique (master) data that support LOB (line of business) functionality are considered candidates for cleansing analysis and subsequent conversion. “Temp” tables, “Work” tables, “System” tables etc., are thus excluded from further analysis.
Data Profiling and Data Analysis
The search for data integrity issues will commence once data candidates are identified for the Data Category. Data Profiling entails the automated and manual review of client data to establish a list of all data integrity issues found within the dataset. Each identified data candidate column and record set will be tested systematically for conformance to both business and technical rules. To accomplish this, both automation tools and manual query processes will be used.
Discovery queries include:
• Referential Integrity between Data Stores (key relationship integrity, stranded data, etc.)
• Data Formats and Ranges (are date columns valid dates? do number columns contain numbers? etc.)
• Valid Values and Boundary Checking (do columns with valid value ranges or sets contain data outside of those ranges?)
• Null Values (do required columns contain null values?) • Missing Data (is data missing entirely, perhaps from specific time periods) • Rolled-up Data (summary data that might not smoothly support the LOB system’s need for detailed historical data)
• Business rule validations (data that superficially looks clean but may not meet business rules)
• Data Duplication / Redundant Data (are data records repeated erroneously?) 14 Data Issue Analysis
Each potential data issue logged into the SharePoint-based Issue Tracking System (ITS) (see below) will need custom analysis. Ad-hoc queries will be coded and executed to build an understanding of the issue. Before we arrive at a resolution plan for an issue, we will need to know:
- How many records are affected
- When the data corruption first started
- Is the issue still occurring?
- What types and subtypes of records are impacted
These and many other attributes of each data issue will be documented and discussed with City subject matter experts while on the path to determining if, when and how to fix each data issue.
The Viviente Issue Tracking System (ITS)
Data integrity issues will be logged in an MS SharePoint-based Issue Tracking System (ITS). 15 The ITS is a completely customizable list that allows for configurable security, user-level or group-level custom views, grouping, sorting and filtering. It also allows basic workflow through the assignment of items to particular User IDs. Auto-email alerts can also be configured. All these features make our ITS a remarkable tool to keep the data team, the new system team and City staff (project management, SMEs, etc.) in sync with issue tracking and routing from initial logging to final remediation. Content can be exported and used to construct status reports, counts, issue “aging”, etc.
Iterative working sessions will be conducted with business and technical SMEs to review each issue in the ITS and discuss resolutions to each issue encountered. This process is “iterative” because the data team will often need to execute additional queries, fine-tune queries to support decision-making, and meet more than once particularly to discuss complex data issues.
By the end of each Data Category’s profiling effort, a complete list of data issues identified during the profiling will be produced. Viviente’s ITS tracking system data is visible to project stakeholders online via MS SharePoint and can be outputted and reported periodically in MS Excel format. Please see the screenshot below, which provides a great visual of the flow of data issues through the various resolution statuses, including QA and UAT testing cycles.
16 Data Cleansing
Each data issue discovered and annotated within the ITS system will undergo the following cleansing steps:
1. Population Definition
2. Resolution Selection
3. Cleansing Design
4. Development and QA
5. Implementation (manually, cleansing scripting or during data migration)
6. Verification
Resolution Selection
A cleansing resolution (see chart below) must be selected for each data issue identified and logged in the ITS system. Should the records be cleansed manually? With a program? Should they be cleansed within the legacy system, or on-the-fly during data conversion? The resolution is selected on a case-by-case basis, based on several factors such as:
1. Is there manual research needed?
2. Is the record count low enough for manual resolution?
3. What is the availability of a user interface to correct the data?
4. Is there a high R.O.I. for cleaning the data in the source system?
5. Root cause (will the data stay clean?)
6. Will the cleansed data cause issues in the legacy system? Source System
(Pre-Conversion)
Staging System
(During Conversion)
Target System (Rare)
(Post-Conversion)
Manual
Cleansing
Uncommon
Use When:
- Automation is not
possible (i.e. case
research required)
- Low case counts
Extremely Rare
Use When: (N/A)
Very Uncommon
Use When:
- Low priority (can wait)
- Legacy system can’t
accommodate
- Automated cleansing not
possible
Automated
Cleansing
Very Common
Use When:
- Higher case counts
(i.e. > 200 cases)
- No source user
interface exists
- Fixing prior to new
system benefits the
City, its members,
etc.
Very Common
Use When:
- Data issue is
recurring
- Issue is easiest to
clean during
conversion
transformation
Rare
Use When:
- Can’t cleanse in the
source system
- Low priority / insufficient
time before
implementation
- No conversion code
impact
17 Once each category’s data analysis tasks are complete and resolutions analyzed and agreed upon, the City will have a solid measurement of the data cleansing needs for the Data Category in terms of the number of issues, the number of affected records, the effort estimate to create cleansing programs and the estimated staff hours to complete all preconversion manual cleansing tasks.
Data Migration Phase
The Data Migration Phase encompasses all the analysis, design, development, and testing tasks necessary to migrate the City’s data from its source systems to a normalized data staging environment for later consumption into the new system. Data may be converted in phases corresponding to a phased implementation of the new system, if needed. Within each phase, the data migration work is subdivided into Data Categories just like during the data analysis and cleansing phases.
The.Data.Conversion.Lifecycle
The screenshot below depicts the high-level processes that are employed iteratively for each category of data to be migrated for a phase:
Sample.Work.Plan¿.Data.Conversion.Phase
18 Data.Mapping.and.Conversion.Design
Once data cleansing tasks are completed for a Data Category, the Viviente lead analysts will have a thorough understanding of the City’s source repositories. The new system vendor will supply target database structure definitions, thus completing the end-to-end picture. Once the target structures are obtained, legacy source tables, columns, and values will then be mapped to establish requirements for extraction, transformation (including cleansing) and loading scripts. Processes for testing, balancing and reconciliation will also be designed and documented.
The data mapping process itself is a methodical analysis cycle comprised of analysis sessions, documentation tasks, ad-hoc verification queries and final data map review/acceptance steps. Iterative data mapping analysis sessions will be held to interview subject-matter-experts (SMEs) and capture data mapping rules. These SMEs will bring:
- technical knowledge of the source system and data usage - business knowledge of data usage
- historical perspectives on data usage and availability - input on redesigned business processes, if any
- data integrity knowledge
Source-to-target data relationships are recorded within documents called Data Mapping Matrices (DMMs):
The.Data.Mapping.Matrix.(DMM)
19 These detailed documents record the functional definition of each data item, the required source system table(s) and column(s), the data value transformation rules, any required filters and processing logic, and the target system’s destination tables/columns/values.
The DMM workbooks serve as a central repository for data mapping documentation so that all involved parties (SMEs, the data team, system designers, testers and even the training team) have a common understanding from which to work.
Migration.Program.Testing.and.Reconciliation
Both functional and end-to-end testing are necessary to validate and fully reconcile each Data Category’s migration design and implementation.
Once developed, each data migration script will be thoroughly unit tested against expected results and reconciled, utilizing the test cases and reconciliation plan authored by the migration lead analyst.
Once all migration scripts for an entire implementation phase are completed and unit tested, migration “dry runs” will be performed. During each dry run test, the complete endto-end data migration for a single go-live phase is executed.
During system testing cycles, data will be loaded into the new system using import programs and target-side reconciliation counts are gathered. The following chart depicts the multi-step flow of data migration:
20 The.Data.Migration.Process.Flow.and.Reconciliation.Points Data Reconciliation
In addition to Test Scenario-driven testing, each migration package will also be fully reconciled. Viviente’s reconciliation process goes far beyond mere record counting. We reconcile all monetary data elements (salary, invoice items, billing breakdowns, etc.) from source to target as well as other critical data elements. By reconciling both record counts and these other critical data elements, Viviente ensures that its data transformation code is performing as per design and that no gaps exist.
System Testing and Implementation
As the new system reaches system integration (SIT) and user acceptance (UAT) test phases, the Viviente data team will support these critical times in the project lifecycle by performing several data migrations, including all data cleansed to-date, and all migration validation / reconciliation steps.
21 Sample.Work.Plan¿.ERP.System.Test?.Implementation?.Data.Archive 22 Section 2. Schedule
The following draft project plan (schedule) represents Viviente’s typical approach to data cleansing and migration projects. It will be fine-tuned to perfectly support the City’s modernization project and maintained throughout the course of the project to make sure that the data team’s tasks dovetail with those of the ERP vendor.
The chart below provides a high-level summary of the various project phases:
Project Phase Description Approx.
Duration
Initiation Incorporates onsite project kickoff, planning, data staging server procurement and installation
3-4 weeks
Data Profiling and
Cleansing
Thorough data profiling, issue logging, cleansing
design – dev – test – implementation for each area of
the City’s data. Conducted in 2 Tracks of effort
5.5 months
Data Migration Overlapping with the profiling phase, this phase will also be conducted in 2 Tracks of effort to design,
develop, test and reconcile data migration processes
for each area
5.5 months
ERP System Test
Support
Our team will execute migration test runs (including
cleansing scripts) to supply the ERP vendor with clean, realistic City data and then support their System and
User testing cycles
1.5 months
Implementation and
Post Go-Live Support
Covers implementation planning and execution as well
as the post go-live support. Legacy source data will
also be archived and documented to support future
analysis, if it is ever required
1 month
The following screen shots have been included for illustration purposes in the preceding sections and are included again here for your reference with a sample start date of Dec. 1st. .
Sample.Work.Plan¿.High.Level.Plan
23 Sample.Work.Plan¿.Project.Initiation.Phase
Sample.Work.Plan¿.Data.Profiling.and.Cleansing.Phase
24 Sample.Work.Plan¿.Data.Migration.Phase
Sample.Work.Plan¿.ERP.System.Test?.Implementation?.Data.Archive 25 Section 3. Project Team, Key Personnel and Resumes
We are proposing a veteran team that, cumulatively, has over 70 years’ worth of data cleansing and migration experience. Each individual team member has between 8 and 22 years of data migration experience and has worked for Viviente for a minimum of 7 years.
All our team members are industry leaders in data profiling, data cleansing program design, development and testing, data migration design, development, testing, and highly-complex data reconciliation. The team has successfully delivered data analysis, cleansing, migration, and bridging services together on massive, multi-phased system implementation projects for both local and state-level agencies.
Our.team.will.be.available.to.be.onsite.at.least.86↘ ..8❶↘ .of.the.time.for.the.duration.of.the. project¡
Project Team Role Staff Name Years with
Viviente
Years of Data
Cleansing &
Migration Experience
Executive Manager Carlotta Ortiz Fite 13 13
Project Manager &
Data Team Leader
Daniel Fite 13 22
Lead Data Analyst Mark Hoag 10 10
SQL Dev Team Srini Dhulipala 6 8
SQL Dev Team Ananth Varadarajan 8 10
SQL Dev Team Dipesh Patel 7 9
TEAM TOTAL: 72 years!
Viviente"s.Proposed.Team
Carlotta Fite, Executive Manager
In addition to her many years of management experience in other industries, Carlotta Fite has 13+ years of experience as an executive sponsor, account manager, and resource manager for state and local data projects. Carlotta has a technical background and an executive management acumen that allows her to effectively steer complex multi-year I.T. engagements.
26 On your project, Carlotta will provide attentive, hands-on, executive sponsorship for the project team, attending high level (steering committee, project management, etc.) meetings as well as a continuous sampling of detail level (data mapping sessions, data analysis, etc.) meetings to ensure that the project stays on track with regard to resourcing, quality, scope, communication, risk, and issue management, and most importantly—client satisfaction.
Daniel N. Fite, Project Manager & Data Team Leader
Our primary, proposed resource, Mr. Daniel Fite, is our most experienced data analyst. He has nearly 32 years of experience delivering data cleansing and migration services, with the last 27 years of it being solely for state and local agencies. He has authored and delivered Data Services webinars and seminars at the Wisconsin Employee’s Trust Fund (ETF), the Texas Teacher’s Retirement System (TRS) and the California State Teacher’s Retirement System (CalSTRS) where he shared the methodologies, approaches and best practices he had learned and created over the last 2 decades in the data services industry.
Daniel is also a project, program, and executive management veteran with nearly 27 years of leadership experience—all on data services projects. He is experienced in both waterfall and agile project management disciplines and is proactive, organized, and team focused.
To date, Daniel has assisted ten state and local level government agencies, leading data teams as large as 26 members to achieve streamlined cleansing and migration solutions in Pennsylvania, New York, Montana, Massachusetts and California (Kern County, Tulare County, Fresno County, Orange County, Contra Costa County and CalSTRS.) For your project, Daniel will provide overall management, methodologies, approaches, and technologies vetted by over two decades of data migration projects. He will be able to guide the modernization team and its data quality team with best practices and riskreductive wisdom learned on those past projects. 27 Mark Hoag, Lead Data Analyst
Mark has over 10 years of data analysis, cleansing, migration, and bridging experience, mostly for our project at the Teachers Retirement System of New York City. He is a methodical and energetic data analyst with a deep financial data analysis background.
Mark also possesses advanced SQL coding skills and over 12 years of data analysis and ETL design and development experience.
For the City, Mark will lead a second pipeline, or “Track” of the profiling, cleansing analysis, and migration design and development effort. He will conduct data analysis, cleansing and mapping design meetings, develop ETL package program specifications, direct development resources, architect cleansing program designs, provide QA and reconciliation for developed packages, provide ongoing data analysis post-production support and code ad-hoc data analysis and verification queries in support of his design efforts.
Viviente SQL Development & QA Team
Daniel and Mark will be supported by highly experienced SQL Server developers who have worked for Viviente for many years. These vetted and very skilled resources each have many years of experience in the public retirement sector developing and implementing data cleansing, migration and bridging solutions. As such, they are familiar with our project deliverables and the technical aspects of very large modernization data projects. 28 Viviente Team Resumes
Daniel N. Fite
Project Manager / Data Migration Lead
d�[email protected] | Floresville, TX
Summary
With more than 22 years of data cleansing and migration experience, Daniel is responsible for leading data services teams on Viviente projects. He also conducts hands-on data analysis, cleansing and conversion services himself while leading his teams. Daniel is responsible for all aspects of project management, strategic planning, and technical direction. He is responsible for architecting and overseeing all processes and methodologies of the data projects that Viviente delivers to public sector clients, including strategic planning, staffing, client management, schedule management and technical decision-making.
Additionally, Daniel architected the ETL Framework as well as the Viviente Issue Tracking System (ITS) used throughout all Viviente projects.
Experience
Chief Technology Officer, Viviente Software LLC, Floresville, TX • Roles Summary
o TRSNYC (Teacher’ Retirement System of New York City)
Data Readiness Team Manager, Lead Data Strategy
Consultant
Consultant Member of Executive Management Team
o OCERS (Orange County Employee’s Retirement System)
Project Management and Oversight
• Project / Corporate Responsibilities
o Lead Onsite Data Cleansing and Migration Teams
o Develop and Enhance Data Migration and Bridging ETL engines and processes
o Lead data cleansing analysis and correction efforts
o Lead data bridging design and implementation
o Lead data mapping analysis
o Provide I.T. Project Management for State and Local government I.T. projects
o Ensure project team compliance with Project Management Institute (PMI) recommended practices (Risk Management, Issue
Management, Schedule and Cost Management, etc.)
o Author technical and cost proposal responses to Requests for Proposal (RFP’s)
o Architect I.T. Project Schedules, technical approaches and methodologies
2012-Present
29 o Communicate with clients and manage expectations and relationships at all governmental levels
o Manage vendor and subcontractor relationships
o Author subcontractor contracts
o Coordinate offshore project contracts, resources and expectations o Maintain Project Schedules, resources and costs during project execution
o Coordinate Project Resources and Staffing
o Author, monitor and enforce Data and System Security policies and procedures, including compliance with all federal and state PII (Personally Identifiable Information) legislation
o Manage procurement of computer hardware and software
Director of Data Services, Ventera Corporation
• Roles Summary
o MSRB (Mass. State Retirement Board)
Project Manager, Data Migration Manager
o KCERA (Kern County Employee’s Retirement Agency)
Project Manager, Data Migration Manager
o TCERA (Tulare County Employee’s Retirement Agency)
Project Manager, Data Migration Manager
o FCERA (Fresno County Employee’s Retirement Agency)
Project Manager, Data Migration Manager
o MPERA (Montana Public Employee’s Retirement Administration) Project Manager, Data Migration Manager
• Project / Corporate Responsibilities
o Managed practice financials (receivables, payables, budget, forecasts) in coordination with CFO
o Formulated strategic vision for the practice and participated in company-wide strategic planning
o Conceived and implemented technological advancements to aid in project delivery and sales initiatives
o Provided project management for project teams
o Coordinated services and communications with client and vendor project leadership
o Led data cleansing, mapping, and bridging design and
implementation
o Ensured data security through the creation, implementation and monitoring of data security policies
o Completed data extraction design, coding and end-to-end testing o Managed development staff
o Assessed project-related risks and performed issue
tracking/management
2008-2012
Data Migration Senior Consultant, Tier Technologies
• Roles Summary
o PSERS (Pennsylvania School Employee’s Retirement System) Data Migration Manager
o PMRS (Pennsylvania Municipal retirement System)
Data Migration Manager
o CCERA (Contra Costa County Employee’s Retirement System) Data Migration Manager, TierPAS system consultant, Lead Cognos reports developer
• Project / Corporate Responsibilities
2003 - 2008
30 Education
Bachelor’s Degree – Information Technology
• Graduated Summa Cum Laude
o Led data analysis meetings with client knowledge-holders to identify and resolve data issues and perform source data analysis to document legacy data relationships, cleanliness and extraction criteria
o Managed Unisys data cleansing team of 5 programmers and technical staff
o Led requirements gathering and Joint Application Design (JAD) sessions
o Accurately documented design decisions
o Provided TierPAS and CPAS systems knowledge to project staff o Led TierPAS and CPAS product training for internal staff o Ensured the successful migration of all client data
o Assessed project-related risks and performed issue
tracking/management
o Ensured clear and timely project communications
o Maintained solid and productive client relations
o Provided Cognos Framework Manager support and report
development, testing and deployment services
o Developed, tested and deployed over 160 data-driven reports Data Migration Project Lead and Senior Analyst, Robert Half International
• Designed and created COBOL/VB based systems to link together Unisys 2200, US Post Office, and SAP data
o Utilized Access 97 back ends, and automated FTP file transmissions o Provided sophisticated behind-the-scenes data reformatting and error detection / correction
• Managed the development and deployment of multiple legacy data conversion tools
o Worked with Client SMEs and vendor data architects to design, develop, test and deploy sophisticated legacy data
extraction/transformation/load (ETL) software
• Implemented customized VB stand-alone applications to collate and report on SAP migration errors
• Provided on-site VB and COBOL mentoring and training to team member 2000 - 2003
Project Manager, C&T Consulting Group, Inc
• Led 8 programmer analysts on various projects
• Led analysis of Y2K impact to legacy systems
• Met with clients to determine end-user reporting requirements • Project Manager for over 18,000 project hours
o Responsible for the creation of System Design Specifications, Work Plans, Test Plans and Project Implementation Plans
o Ensured quality assurance on all work performed
o Provided software maintenance after implementation
• Delivered senior-level COBOL and DMS database programming • Provided one-on-one mentoring of junior programming staff 1997 - 2002
31 Mark A Hoag Jr
Lead Data Analyst
[email protected] | Floresville, TX
Summary
A 10-year veteran Senior Data Analyst with a deep �inancial data analysis background, advanced SQL coding skills, and ETL design and development experience. Worked on the modernization project for the Teachers Retirement System of New York, leading entire phases on a multi-phase project. Provided reconciliation and validation protocols, scripts, and development packages for migration including that of �inancial accounting ensuring all �inancial data was accounted accordingly. Managed the overall the functional analysis of the legacy system in comparison to the new Court System for St Clair County Court, providing key insight to areas which required additional work through or input to ensure all existing practices would be available with all necessary data.
Experience
Lead Data Analyst, Viviente Software Inc, Floresville, TX • Roles Summary
o TRSNYC (Teachers Retirement System of New York) (2015 – Present)
Lead Data Analyst
Data Migration Lead
SQL Developer
o St Clair County (Court System) – (2021 – 2023)
Lead Business Analyst
Data Migration Analyst
• Project Responsibilities
o TRSNYC
Migration Lead addressing the design, development,
and implementation on several segments in a multiphase project involving data cleansing, data migration, and data bridging
Strategized data cleansing, data migration, data
bridging, and quality assurance efforts among
multiple teams
Exercise strong analytical skills with SQL databases
and forecasting to ensure timelines and objectives are
met
Designed and implemented data cleansing/analysis
reports confirming proper data conversion and
2015-Present
32 cleansing; addressing multiple areas including but not limited to membership details, employment details,
financial accountings, etc.
Reconciled the cleansing and migration of $2.3B+
funds from the legacy system to the new system on
multiple levels; validated details where applicable
Analyzed, cleansed, converted, and reconciled data
from multiple sources such as SQL Server, CSV Files,
text files, Legacy Systems (DB2), and via ingesting
files from Excel into SQL for data migration and
cleansing purposes
Developed Store Procedures in MS SQL to account for
migration, cleansing, and reporting following data
models, technical design specifications, and/or data
flow diagrams
Created SSIS and SSRS packages through MS Visual
Studio to allow for a seamless implementation
run/sequential run when needed
o St Clair County
Lead Business Analysis addressing the comparison
analysis between the legacy system and the proposed
new Court System
Strategized data migration approaches, data
cleansing, quality assurance testing, and data
categorization
Designed data solutions for on-the fly data correction via migration scripts
Provided migration roadmap design and document
mapping
Support Analyst II, CitiGroup Inc, Irving, TX
• Lead 4 offshore groups and 2 onshore groups, up to 115 FTE processing payment and account reconciliation
• Strategize workflows, establish reporting, implement exception reporting, manage capacity planning for process, create process maps, and revamp processes with gaps or lacking efficiencies • Managed $200M+ in financial analysis and auditing monthly • Exercise strong analytical skills with SQL databases and forecasting to ensure goals and objectives were met
• Manage multiple domestic and international sites
• Reviewed underlying data for IBM Cognos reporting
• Managed internal and external audit groups, led meetings, defined business processes and procedures, redesigned IBM Cognos reports to streamline functionality with 3rd party data streams
• Created Quality Control procedures for portfolio with allocation of checks and balances
2009 - 2015
33 • Architected new database to consolidate data feeds from several portfolios
• Conducted data cleansing/transformation analysis for mass upload to new database
Education
Bachelor’s Degree – Information Technology - American
InterContinental University
Relevant Skills
• Microsoft Office Suite
• SQL Server Studio / Visual Studios
• ANSI SQL
• Microsoft Visio
• Microsoft SharePoint
• Blackboard, E-Learning Software
• iClear, Pacer, AACER, Vendorscape
• MIS Reporting
• IBM COGNOS Reporting
• Active Directory (Microsoft AD)
• HTML5
34 Section 4. Company Qualifications
About Us
Viviente Software, LLC is a privately held, minority, woman-owned, company founded in 2012 by Carlotta O. Fite to provide data profiling, cleansing and migration services to state and local administrations as they embark on line-ofbusiness modernization projects.
Viviente is proud to have been recognized
as a Small (SBE), Minority (MBE), Woman
(WBE), Hispanic American (HABE)
Business Enterprise in the state of Texas.
We are pioneers and innovators of approaches and streamlined methodologies in the delivery of complex-system data services, including all of those needed by the City.
Our services are based on methodologies developed by performing this work for government clients across the United States. Our past and current clients include Orange County, New York City, Montana and CalSTRS.
35 Alignment with the City Scope of Work
Viviente and its proposed team have expertise and 13+ years of experience in the entire list of services listed in the RFP Scope of Work. We have outlined how our experience aligns with each service area in the following table.
City Requirement Viviente Experience
Managing and leading a large data project Viviente has 13+ years of experience leading very large data teams for clients such as
TRSNYC (380,000+ members). Our data team
consisted of 3 team leads, 8 developers, 4 QA
resources and 10 data analysts.
Viviente’s proposed project lead has 22+ years’
experience leading very large data teams.
Data profiling, analysis and summarization Viviente has 13+ years’ experience performing complex data profiling, analysis and cleansing
on each client project.
Viviente’s proposed PM and proposed team
lead have 22 years and 10 years’ experience in
this area.
Automated data cleansing tools and
techniques
Viviente has 13+ years’ experience performing
automated profiling and cleansing. We use
SQL Server stored procedures and scripts to
profile data and also to cleanse data.
Architecting and developing an intermediate
staging database for migrating data from
source system to target
Viviente has 13+ years’ experience architecting
SQL Server profiling/staging databases on its
prior projects. We have also built sophisticated
data bridging staging servers during multiphase projects.
Data extraction, transformation and loading
from multiple sources including Excel
spreadsheets
Viviente has 13+ years’ experience performing
complex ETL design, development, QA and
reconciliation of data conversions from Oracle
databases, SQL databases, MS Access
databases, flat files and hundreds of Excel
workbooks.
Quality assurance, quality control and data
verification
Viviente has 13+ years of experience providing
QA and data verification on all of its prior
projects. For TRSNYC, Viviente staff managed
a Data QA team consisting of our QA Manager
and 4 QA resources.
Viviente has architected an advanced, in-depth
data reconciliation process employed on each
of its data conversion engagements. This
reconciliation is supported by Viviente’s ETL
Framework, which provides reconciliation
statistics, batch reporting, etc.
36 Section 5. References
Reference No. 1
Project Name: TRS Image / Data Migration
Owner/Client of Project: Teacher’s Retirement System of New York City (TRSNYC) Contact Name/Title: Bob Gray, Chief of Staff
Address: 55 Water St.
City: New York State: New York Zip Code: 10041
Phone Number: 917-566-7521 Email: [email protected]
Contract Duration: 23 months
Description of Services:
Validate, cleanse and migrate ECM (image) data from IBM Content Manager to new FileNet P8 system and new Sagitec system. Build new environments for data cleansing and image storage. Create new scripts for image re-classification and correction. Fully reconcile the data and image migrations.
Total Amount of Contract Including Change Orders: $1,582,550 (no change orders) Offeror’s Role and Responsibilities:
Viviente designed and implemented a new image and data migration system to transfer 8.1 million TRS images and their metadata from its DB2-based IBM Content Manager system to Sagitec’s FileNet P8 system. Viviente deployed image-parsing technologies, along with extensive custom coding, to transfer, clean, verify and reconcile all of the images. Viviente also conducted data profiling and cleansing on the associated metadata, correcting index data, including document types, duplication errors, and many other issues.
Current Completion Status: Completed successfully (on time, on budget) 37 Reference No. 2
Project Name: TRS Modernization
Owner/Client of Project: Teacher’s Retirement System of New York City (TRSNYC) Contact Name/Title: Bill Benson, Deputy Director, PMO
Address: 55 Water St.
City: New York State: New York Zip Code: 10041
Phone Number: 212-612-5807 Email: [email protected] Contract Duration: 12.5 years
Description of Services:
Architect and lead a new, blended, Data Readiness team. Engineer new staging and profiling environments and author plans to govern all data cleansing, migration and bridging activities for the Modernization initiative. Conduct data profiling of the entire DB2 database and other sources. Create a new data issue log and record all data integrity issues. Design and implement manual and automated data cleansing processes. Map legacy data to new database structures, and design, develop and test data migration programs. Architect and implement a new data bridging process to effectively synchronize all key data elements between the legacy and new systems. Provide QA management and QA services to all aspects of data cleansing, migration and bridging.
Total Amount of Contract Including Change Orders: $10,567,871 (no change orders) Offeror’s Role and Responsibilities:
Viviente was engaged in late 2013 to create a new Data Readiness Team for TRS’ upcoming, $270M+ system modernization initiative. Viviente’s data lead, Mr. Daniel Fite, guided TRS by designing and documenting all data profiling, data cleansing, data migration and data bridging processes and procedures, and then assisted TRS in standing up a blended data team consisting of over 25 employees and contractors. Mr. Fite then stayed on to successfully manage the entire team through the implementation of five project phases worth of the Sagitec system over the last 12 years.
In addition to our data lead, Viviente’s other data consultants conducted much of the data analysis, data cleansing coding, data migration mapping and development and built over 60 nightly data bridges to keep TRS’s two production systems in sync. The Viviente team analyzed over 1,600 legacy DB2 system tables, numerous spreadsheets and a few MS Access databases during the course of the project. Viviente also stood up and managed a new Data QA team, 38 tasked with providing quality assurance for all automated scripting for data cleansing, migration and bridging.
Current Completion Status: Completed successfully (on time, on budget) Reference No. 3
Project Name: Data Profiling and Cleansing
Owner/Client of Project: Montana Public Employees Retirement Administration Contact Name/Title: Dave Swenson, IT Bureau Chief
Address: 100 N Park Ave, Suite 200
City: Helena State: Montana Zip Code: 59620
Phone Number: 406-444-2537 Email: [email protected]
Contract Duration: 24 months
Description of Services:
Part 1 - Profiling all system database structures and attributes. Reference legacy data archive. Assist MPERA is standing up a new data issue log in MS SharePoint. Code and execute custom queries to profile MPERA data. Lead analysis of findings and fully document all issues discovered.
Part 2 – Having completed the data profiling, conduct further analysis, working with IT and business SMEs, to design and document data cleansing approaches.
Code custom scripts to cleanse data and provide QA of cleansing program results.
Total Amount of Contract Including Change Orders: $480,000 (no change orders) Offeror’s Role and Responsibilities:
Viviente’s data team worked with MPERA IT to set up a new data profiling environment and conduct an extensive review of all pertinent data stored within its Sagitec LoB database. Our team coded and executed new stored procedures to summarize data and coded hundreds of ad-hoc queries to interrogate data, checking for technical and business rules conformity. All data issues were then logged and discussed. The profiling effort resulted in 450+ data issues logged.
Once all issues were logged, Viviente’s staff was then engaged to analyze each data issue, meet with IT and business resources to fully understand the issues, and then design, code and test corrective SQL Server scripts to remedy the data. 39 The team also worked with MPERA IT to identify and remedy ongoing data issues by conducting root cause analysis.
Each part of the project lasted 12 months and was extremely successful, meeting or exceeding all of MPERA’s project objectives.
Current Completion Status: Completed successfully (on time, on budget) 40 Section 6. City’s Standard Contract Services Agreement Viviente Software agrees to the standard contract services agreement. 41 Section 7. City’s Standard Insurance Requirements
Viviente Software LLC respectfully requests an exception to the automobile insurance requirement outlined in the RFP. As a software and professional services provider, our team does not operate company-owned vehicles or engage in transportation-related activities that would typically necessitate commercial automobile coverage.
Should project needs evolve to include vehicle use beyond incidental travel, we are open to discussing appropriate coverage adjustments at that time. 1 | P a g e
CITY OF HUNTINGTON PARK
PROPOSAL RESPONSE
DATA MIGRATION SERVICES
FACEKAY LLC
Service-Disabled Veteran-Owned Small Business (SDVOSB) and Veteran-Owned Small Business (VOSB)- certified, HUBZone-certified by the SBA.
CAGE Code: 9VER1
UEI Number: ZJMWYLRCAFN7
Primary Point of Contact:
Verdieu St Fleur, DBA (Cand), MBA, PMP
1132 N Wilmington Blvd Apt 211, Wilmington CA, 90744
Phone: +1 424-276-2910
Email: [email protected]
Additional POC
Lesly Decossa
Phone: +1 424-276-2910
Email: [email protected]
PROPOSAL DUE DATE: (October 24, 2025) 2:00 p.m.
1132 N Wilmington Blvd Apt211, Wilmington, CA 90744 Tel +1 424-276-2910 [email protected] Friday October 24, 2025
CITY OF HUNTINGTON PARK
6550 Miles Ave
Huntington Park, CA 90255
Chandler Huynh — [email protected]
Whitford Marin — [email protected]
Subject: DATA MIGRATION SERVICES
Dear Mr. Huynh and Marin
FACEKAY is a certified Small Business Enterprise (SBE) with Los Angeles Metro (Certification #52465), along with several other federal and local socioeconomic certifications, including DBE, DVBE, VOSB, SDVOSB, HUBZone, and LSBE. We are pleased to submit this proposal to provide professional data migration services for the City’s transition from the Central Square/"Naviline" H5 ERP system to the Tyler Technologies “Tyler Munis” ERP platform. Our team brings extensive experience in municipal ERP implementations, complex data migrations, and system integrations—ensuring accuracy, security, and minimal service disruption throughout every project phase.
We understand that this initiative is a cornerstone of the City’s broader ERP modernization effort. Our approach focuses on comprehensive data auditing, cleansing, and governance, combined with rigorous testing and validation to ensure the highest standards of data integrity. FACEKAY LLC team has successfully led similar ERP conversions in the public sector, including projects involving Tyler Munis and CentralSquare systems, enabling our clients to achieve seamless transitions and sustainable data environments.
Our Key Personnel includes:
• Fahad Mansoor, MIS, CSM, CISSP, an accomplished ERP System Analyst Tyler Munis and Project Manager with over 12 years of experience leading Tyler Munis implementations and system integrations for municipal clients.
• Verdieu St Fleur, DBA (Cand), MBA, PMP brings 18+ years of IT project management expertise, specializing in data analytics, data extraction, data Management, working with large data sets, QA/QC, modeling, visualization, data quality, and business intelligence. He has successfully led large-scale projects and managed multi-million-dollar budgets. His leadership ensures that DATA MIGRATION SERVICES implementation will be efficient, on time, and aligned with best practices.
FACEKAY LLC is confident in our ability to execute this data migration with precision, transparency, and commitment to the City’s objectives. We appreciate the opportunity to partner with you and contribute to the success of this important initiative.
Thank you for your consideration. We look forward to the opportunity to discuss our proposal in greater detail.
Sincerely,
Verdieu St Fleur, DBA (Cand), MBA, PMP
CEO
FACEKAY LLC
Email: [email protected]
Table of Contents
Our Core Values................................................................................................................................................ 3 SCOPE OF WORK......................................................................................................................... 3
1. UNDERSTANDING OF THE PROJECT........................................................................................................ 4
2. PROJECT APPROACH................................................................................................................................. 5
1. Project Manager (PM).................................................................................................................................... 6
2. Data Migration Lead / Data Architect ............................................................................................................. 7
3. ETL Developer / Data Integration Specialist .................................................................................................. 7
4. Quality Assurance (QA) / Data Validation Analyst.......................................................................................... 7 • SCHEDULE............................................................................................................................ 7 • PROJECT TEAM, KEY PERSONNEL AND RESUMES....................................................... 10 • COMPANY QUALIFICATIONS............................................................................................. 12 CASE STUDY I ................................................................................................................................................ 12 Project Name: Project Management and Reporting for Los Angeles County – Internal Service Department (ISD)...... 12 CASE STUDY II ............................................................................................................................................... 13 Project Name: Project Management Support Financial Reporting Automation ....................................................... 13 Project Name: SAS Visual Analytics Dashboard for Managing SCE Data Issues.................................................... 14 CASE STUDY IV.............................................................................................................................................. 15 Project Name: Success Factor Integration Project for Module Analytics and HR.................................................... 15 CASE STUDY V............................................................................................................................................... 16 Project Name: CPUC Audit Inspection Data Automation Project ......................................................................... 16 REFERENCES............................................................................................................................... 1 3 | P a g e
CORPORATE DOCUMENTS
FACEKAY LLC is a trusted partner serving clients across various public and private market sectors in the Southern California region. We are proud to hold multiple certifications, including:
SOCIOECONOMIC STATUS
• Small Business (SB)
• Service-Disabled Veteran-Owned Small Business (SDVOSB), SBA-Certified • Veteran-Owned Small Business (VOSB), SBA-Certified
• HUBZone-Certified, SBA-Certified
• Small Business Enterprise (SBE), certified by Los Angeles Metro (Certification Number: 52465) • Disadvantaged Business Enterprise (DBE) certified by Los Angeles Metro (Certification Number: 52465) • Local Small Business (LSBE) certified by Metro
• Disabled Veteran Business Enterprise (DVBE) by County of Los Angeles Certification #098667 - Expires 2/11/2028
We are also currently in the process of obtaining a GSA Multiple Award Schedule (MAS) Contract to further expand our capabilities and service offerings.
Our Expertise:
NAICS 541611: Administrative Management and General Management Consulting Services NAICS 541511: Custom Computer Programming Services
NAICS 541512: Computer Systems Design Services
NAICS 541519: Other Computer Related Services
NAICS 541618: Other Management Consulting Services
FACEKAY LLC is an “Limited Liability Company” with HQ in Los Angeles, CA 90744. FACEKAY LLC has extensive experience delivering innovative IT, cloud, Business Administrative Services, and data solutions to Fortune 500 companies, government agencies, and financial institutions. Key engagements include:
Our Core Values
Vision
Our vision at FACEKAY LLC is to be the leading provider of innovative consulting solutions, empowering businesses to achieve excellence through effective project management and advanced technology.
SCOPE OF WORK
Excellence Innovation Integrity Collaboration Client-Centricity Striving for unparalleled
quality and brilliance in
every endeavor.
Pioneering cutting-edge
solutions that shape the
future of technology
Upholding the highest
standards of ethics and
transparency.
Fostering
partnerships for
collective success
Tailoring solutions to
meet unique client needs
with unwavering
dedication.
SECTION 1
SECTION 1
1. UNDERSTANDING OF THE PROJECT
We understand that the City seeks a qualified vendor to execute a comprehensive data migration from the Central Square/"Naviline" “H5” ERP system to the Tyler Technologies “Tyler Munis” ERP platform. This data migration effort is part of a broader ERP transition initiative, and the successful proposer must ensure the migration is conducted with a high level of accuracy, minimal service disruption, and full collaboration with City staff.
The Scope of Services provided outlines the City’s need for a vendor with demonstrated experience in similar municipal ERP migrations.
Key expectations include an audit of existing data, cleansing of outdated or erroneous information, preservation of data integrity throughout the migration process, and establishment of data governance practices.
The FACEKAY must also provide a complete data migration plan, master formats, and be responsible for executing all related tasks. A portion of the work—approximately 20%—requires onsite presence for optimal coordination.
SCOPE OF SERVICES
This Scope of Services provides general parameters and is not intended to be a complete list of all the terms, conditions, obligations and requirements of the services to be rendered. The successful proposer will perform the data migration responsibilities in accordance with the requirements of the agreement. The vendor applying should have significant experience in providing this type of service.
The City reserves the right to delete specific task(s).
A. Project Initiation
Proposals will be evaluated according to the following criteria:
• Experience with similar projects/programs/services
• Familiarity the Central Square/ “Naviline” “H5” ERP system and the Tyler Technologies “Tyler Munis” ERP system
• Demonstrate competence to perform work specific in this RFP and the ability to cooperate with City staff regarding timelines and accuracy of data
• Assigned personnel’s qualifications and availability to be onsite for an estimated 20% of the projects duration
Central Square/"Naviline" “H5” ERP system “Tyler Munis” ERP platform 5 | P a g e
• Contractor will provide the data migration plan and will be responsible for all data migration. Contractor will provide all the data master formats to ensure proper data migration. The data migration plan must include the following:
1. Knowing the data – Before migration, source data needs to undergo a complete audit to avoid unexpected issues.
2. Cleanup – Once issues are identified they must be resolved. This may require additional software tools and third-party resources because of the scale of the work.
3. Maintenance and protection – Data undergoes degradation after a period of time, making it unreliable. Controls must be in place to maintain data quality
4. Governance – Tracking and reporting on data quality is important because it enables a better understanding of data integrity. The processes and tools used to produce this information should be highly usable and automate functions where possible.
2. PROJECT APPROACH
FACEKAY LLC proposes the following structured, phased approach to deliver a successful, secure, and costeffective data migration from Central Square/Naviline H5 to Tyler Technologies’ Munis ERP system. Our approach emphasizes early planning, quality control, City collaboration, and post-migration stability to ensure both service continuity and long-term data integrity. This is achieved through the following structured phases:
Phase 1. Planning and Preparation (2 months)
• Activities: Requirements review, team formation, kickoff meetings, timeline and budget planning, initial data assessments.
o Finalize scope and essential data
o Define conversion plan and project governance
o Conduct legacy data audit and stakeholder workshops
o Knowing the data – Before migration, source data needs to undergo a complete audit to avoid unexpected issues.
• City-specific note: Includes coordination between the City and FACEKAY to define essential data to be migrated and finalize deliverables such as the Conversion Plan.
Phase 2. System Configuration and Customization (3–4 months) • Activities: Configuration of Tyler Munis modules to reflect the City’s operational structure, business rules, and workflows.
o Align data formats with Tyler Munis configuration
o Coordinate mapping strategies with system integrator (if applicable) • City-specific note: While not the FACEKAY’s primary scope, close coordination is needed to align data formats with configured system modules.
Phase 3. Data Migration (2-3 months)
• Activities:
o Full data audit of NaviLine/H5 system
o Data cleanup and normalization
o Development of data migration scripts
Planning and Preparation
System
Configuration and
Customization
Data Migration Testing and Training Go-Live and Support o Execution of test and production data loads
o Cleanup – Once issues are identified they must be resolved. This may require additional software tools and third-party resources because of the scale of the work. • City-specific note: The City is migrating up to 20 years of historical data across multiple modules, which significantly increases complexity.
Phase 4. Testing and Training (1–2 months)
• Activities:
o Data validation and reconciliation
o Acceptance testing of converted data
o Staff training on data handling, verification, and reporting o Maintenance and protection – Data undergoes degradation after a period of time, making it unreliable. Controls must be in place to maintain data quality • City-specific note: Deliverables such as Converted Data Acceptance will be finalized here, with key personnel required to be onsite ~20% of the time.
Phase 5. Go-Live and Support (1–2 months)
• Activities:
o Final data validation
o Go-live support for Tyler Munis
o Post-migration troubleshooting and user support
o Governance – Tracking and reporting on data quality is important because it enables a better understanding of data integrity. The processes and tools used to produce this information should be highly usable and automate functions where possible.
o City-specific note: Smooth transition is critical to avoid disruption to services.
Key Project Team Members & Roles
1. Project Manager (PM)
Responsibilities:
• Lead overall coordination of the project
• Serve as the primary point of contact with City staff Planning & Preparation → Governance, Scoping, Data Audit Configuration & Customization → System Alignment, Data
Mapping
Data Migration → Data Cleansing, ETL, Test Loads
Testing & Training → Reconciliation, Acceptance, Staff
Enablement
Go-Live & Support → Final Validation, Launch, Stabilization
PROJECT ROADMAP
7 | P a g e
• Ensure timelines, communication, scope, and deliverables are met Skills & Qualifications:
• PMP or equivalent certification preferred
• 5+ years experience in ERP data migration projects
• Strong knowledge of public sector operations
• Experience managing cross-functional teams
• Familiarity with CentralSquare and Tyler Munis projects (preferred)
2. Data Migration Lead / Data Architect
Responsibilities:
• Design and manage the data migration plan
• Oversee the extract, transform, and load (ETL) process • Lead the data auditing, cleanup, mapping, and governance efforts Skills & Qualifications:
• 5–10 years experience in data migration, especially with ERP systems • Deep knowledge of data structures in NaviLine (H5) and Tyler Munis • Proficiency with data quality tools and scripting (SQL, Python, ETL tools) • Experience developing data validation and reconciliation processes • Understanding of data governance best practices
3. ETL Developer / Data Integration Specialist
Responsibilities:
• Execute data extraction from CentralSquare (NaviLine) • Transform and load data into Tyler Munis
• Support testing and validation efforts
Skills & Qualifications:
• Hands-on experience with SQL, ETL tools, and scripts
• Familiarity with data formats used by CentralSquare and Tyler Munis • Ability to create data transformation rules and mapping scripts • Experience automating data migration tasks
4. Quality Assurance (QA) / Data Validation Analyst
Responsibilities:
• Validate migrated data for completeness, accuracy, and integrity • Perform testing to ensure data mapping aligns with functional requirements • Document and report any data anomalies or issues
Skills & Qualifications:
• Detail-oriented with strong data analysis skills
• Experience in data reconciliation and audit methods
• Proficiency in Excel, data validation tools, and ERP system reports • SCHEDULE
SECTION 2
Below is the revised version of the Weekly Task and Duration Schedule (Monday to Sunday), now including the duration in months for each phase directly within the table:
FACEKAY LLC’s Weekly Task and Duration Schedule, which outlines the key project phases and typical weekly activities. Each phase includes the estimated duration in months, as well as the expected level of engagement from Monday through Sunday. This schedule is designed to provide the City with a clear view of the workflow and resource planning required for a successful data migration from CentralSquare NaviLine to Tyler Munis. Total Estimated Duration: 9–12 months
Weekly Task and Duration Schedule
Phase Duration Days Active (Mon–Sun) Typical Weekly Activities Planning &
Preparation
2 months Monday to Friday
• Activities: Requirements review, team
formation, kickoff meetings, timeline and
budget planning, initial data assessments.
o Finalize scope and essential data
o Define conversion plan and project
governance
o Conduct legacy data audit and
stakeholder workshops
o Knowing the data – Before migration,
source data needs to undergo a
complete audit to avoid unexpected
issues.
• City-specific note: Includes coordination
between the City and FACEKAY to define
essential data to be migrated and finalize
deliverables such as the Conversion Plan.
Saturday/Sunday (as
needed)
Internal analysis, documentation review
System
Configuration
and
Customization
3–4 months Monday to Friday • Activities: Configuration of Tyler Munis modules to reflect the City’s operational
structure, business rules, and workflows.
o Align data formats with Tyler Munis
configuration
o Coordinate mapping strategies with
system integrator (if applicable)
• City-specific note: While not the
FACEKAY’s primary scope, close
coordination is needed to align data
formats with configured system modules.
Saturday/Sunday
(optional)
QA checks, mapping review
Planning and
Preparation
(duration: 2–4
months)
System Configuration
and Customization
(duration: 3–6
months)
Data Migration
(duration: 2–4
months)
Testing and Training
(duration: 1–3
months)
Go-Live and Support
(duration: 1–2
months)
9 | P a g e
Data Migration 2-3 months
Monday to Friday • Activities:
o Full data audit of NaviLine/H5 system
o Data cleanup and normalization
o Development of data migration scripts
o Execution of test and production data
loads
o Cleanup – Once issues are identified
they must be resolved. This may require
additional software tools and third-party
resources because of the scale of the
work.
• City-specific note: The City is migrating up
to 20 years of historical data across multiple
modules, which significantly increases
complexity.
Saturday (if needed) Batch processing, error resolution Testing &
Training
1–2 months Monday to Friday • Activities:
o Data validation and reconciliation
o Acceptance testing of converted data
o Staff training on data handling,
verification, and reporting
o Maintenance and protection – Data
undergoes degradation after a period of
time, making it unreliable. Controls must
be in place to maintain data quality
• City-specific note: Deliverables such as
Converted Data Acceptance will be
finalized here, with key personnel required to
be onsite ~20% of the time.
Sunday (if go-live
simulation)
Optional mock runs or validation sessions
Go-Live &
Support
1–2 months Monday to Sunday • Activities:
o Final data validation
o Go-live support for Tyler Munis
o Post-migration troubleshooting and user
support
o Governance – Tracking and reporting on
data quality is important because it
enables a better understanding of data
integrity. The processes and tools used to
produce this information should be highly
usable and automate functions where
possible.
City-specific note: Smooth transition is critical
to avoid disruption to services.
B. Desired Outcomes: A successful project will result in the migration of all the City’s existing ERP data from Central Square/ “Naviline” systems to the new Tyler Technologies ERP without impacting overall service and quality.
Expectations and Responsibilities
Function Item Conversion Scope
General Ledger Accounts (Trial
Balance)
Up to 20 years transaction history
Budget Encumbrances Up to 20 years transaction history
Accounts Payable Vendors Up to 20 years of invoices and check history Accounts Receivable Customers Up to 10 years of billing and receipts Building Department Permits Per database
Business Licenses Accounts Per database
Cash Receipting Receipt Items Up to 20 years of receipt history Project Accounting Projects Per database
Capital Assets Asset Records Per database
Grants Accounting Grants Per database
Utility Billing Customer Records Accounts, Services, Deposits, Meters, Rates; up to 5 years of service, billing, and payment history
Payroll Employee Payroll
Records
Up to 10 years transaction history
• PROJECT TEAM, KEY PERSONNEL AND RESUMES
SECTION 3
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IT Project Manager | Fahad Mansoor, MIS, CSM, CISSP
Fahad Mansoor, MIS, CSM, CISSP, is an accomplished ERP System Analyst Tyler Munis with 12+ years of experience in the Retail and Financial industries. Based in Boca Raton, Florida, he currently serves at the City of Sunrise, leading ERP Tyler Munis implementations, process optimization, and system integration initiatives. Fahad holds a Master’s Degree in Computer Engineering from Nova Southeastern University and is a Certified ScrumMaster. Certified CompTIA Security+, Certified Information Systems, certified Security Professional (CISSP
He has a strong track record in ERP systems (SAGE X3, IBM Tririga, Tyler Munis), project management, data analysis, and business process improvement, with prior roles at Walmart, Dr. Axe, and Office Depot.
Certified in CISSP and CompTIA Security+, Fahad combines technical expertise with leadership, analytical thinking, and cross-functional collaboration to deliver secure, efficient, and scalable business solutions.
He has successfully performed full system conversions, validated complex processes, and implemented efficient software and hardware solutions across multiple departments. Administer setup of all systems according to specifications and ensure synchronization with all requirements and partner with project manager to perform all tests on all schedules and design all test plans • Verdieu St Fleur, DBA, MBA, PMP | Principal /Contract Administrator.
Mr. St Fleur is a seasoned IT project management expert with over 18+ years of experience, specializing in technology-driven solutions, data analytics, and digital transformation. As a PMPcertified project manager, Verdieu has led complex IT projects across diverse industries, successfully delivering technology infrastructure, data analytics, data extraction, data Management, working with large data sets, QA/QC, modeling, visualization, data quality, and business intelligence, cloud solutions, data analytics platforms, and business intelligence initiatives. He brings extensive expertise in IT strategy, project scheduling, cost control, and stakeholder communication. His expertise spans data management, KPI development, dashboard creation, and automation, particularly in healthcare and large-scale construction programs. Verdieu is skilled in tools like Power BI, Tableau, and SAS. ✓ Doctor in Business Administration in Data Analytics, Grand Canyon University, Arizona (in progress)
✓ Master in Business Administration, Azusa Pacific University- Azusa, California, 12/2022) ✓ BA, Accounting, Université Polyvalente
Key Achievements:
• Leadership in Data Analysis: Currently leading the analysis for 274 active projects, managing a total budget of $232.06 million and a current cash flow of $73.13 million for the fiscal year. • Data Analytics Expertise: 17+ years in Data Management, Modeling, Quality, and Visualization, with a focus on creating dashboards, KPI reports, and conducting both qualitative and quantitative analysis. • Project Management & Automation: 6+ years leading data automation projects, including scheduling, stakeholder management, and risk mitigation, while creating work plans and communication strategies. • Led the creation of interactive dashboards for Southern California Edison and Simpson & Simpson, boosting decision-making and operational efficiency.
• Streamlined reporting and enhanced business intelligence at SCE, using predictive analytics and variance tracking for Transmission & Distribution projects. • Drove data-driven solutions in HR learning and performance tracking at SCE, using tools like Excel, SAS, and DAX.
• Designed and led data visualization projects using Tableau and Power BI, delivering actionable insights across departments.
Resume
Fahad Mansoor, MIS, CSM, CISSP
IT Project Manager
Fahad Mansoor, MIS, CSM, CISSP, is an accomplished ERP System Analyst Tyler Munis with 12+ years of experience in the Retail and Financial industries. Based in Boca Raton, Florida, he currently serves at the City of Sunrise, leading ERP Tyler Munis implementations, process optimization, and system integration initiatives. Fahad holds a Master’s Degree in Computer Engineering from Nova Southeastern University and is a Certified ScrumMaster.
He has a strong track record in ERP systems (SAGE X3, IBM Tririga, Tyler Munis), project management, data analysis, and business process improvement, with prior roles at Walmart, Dr. Axe, and Office Depot. Certified in CISSP and CompTIA Security+, Fahad combines technical expertise with leadership, analytical thinking, and cross-functional collaboration to deliver secure, efficient, and scalable business solutions.
Relevant Experience
System Analyst ERP Tyler Munis | City of Sunrise March 2019 - Present • Perform all conversions and validate processes and monitor efficient implementation of all software and hardware solutions for all processes. • Act as liaison between the client and city’s non-technical staff including conveying technical information so that non-technical individuals can understand.
• Assists Finance Department accountants in balancing, explaining, and reporting utility billing work and information; assists in researching and resolving complex and unusual problems
• Coordinate with internal team and implementation tests to perform user acceptance tests and provide training for same and provide update to all available versions
• Plans and implements new software modules relating to utilities • Trains employees in new and existing computerized systems • Studies, develops, refines and recommends new accounting procedures; examines billing and accounting problems and recommends revisions in forms, account information, procedures, and reporting to improve productivity accuracy and clarity
• Product testing or modification testing as required.
• Ensure optimal utilization of all software tools and guidelines and manage multiple projects and ensure completion within required timeframe and prepare an effective interface test plans and maintain records of all clinical tests performed on applications.
• Administer setup of all systems according to specifications and ensure synchronization with all requirements and partner with project manager to perform all tests on all schedules and design all test plans.
Information Technology Project Manager | Walmart, Sept 2018 – Dec 2018 • Translate concepts into customer flows, journey maps, and wireframes • Design and deliver wireframes, mockups, and prototypes for multiple devices and interfaces • Inspire and bring new ideas to the team through staying in the know of current design trends • Design for big data and find solutions that to improve the daily lives of our associates • Participate in design critiques by presenting your work, capturing feedback, and giving constructive
EXPERIENCE
12+ Years
EDUCATION
Nova Southeastern University
Master’s Degree, Computer
Engineering · (2015 - 2017)
Florida Atlantic University
Bachelor’s Degree, Accounting
and Finance · (2012 – 2014)
Florida Atlantic University
Bachelor’s Degree, Business
Administration and Management,
General · (2012 - 2014)
REGISTRATION/
CERTIFICATION
• CompTIA Security+
• Certified Information
Systems
• Security Professional
(CISSP
Management, Data Analysis,
System Analyst, Forecasting,
Analytical Skills, Inventory
Management, Sales, Project
Management, Financial
Analysis, Microsoft Outlook,
SQL, Python, Cognos,
Microsoft PowerPoint,
Microsoft Word, Customer
Service, Team Building, Time
Management, Leadership,
Standards Compliance, SOX
404
Resume
feedback on your peer’s work
• Work within WM established design guidelines and collaborate with team members to ensure consistency across designs. Provide mentorship to less experienced designers • Possibility to lead or manage a group of designers within the team. Understand technical limitations • Produce handoff ready work for tech team, including producing redlines and capturing assets • Work with tech team to ensure designs are being implemented correctly and give feedback • Prepare and present work to team, partners, and leadership. • Apply a user-centered approach to requirements and interdependencies to develop engaging interfaces
• Meet with key business and tech partners to collect requirements • Collaborate and brainstorm with team to understand, identify, and take on complex business requirements and user needs.
• Conduct user research and facilitate interviews and testing to find end user’s issues and needs System Administrator SAGE X3 | Dr. Axe, October 2016 - September 2018 • Play a critical role working with internal team members and external partners to implement the new ERP system SAGE X3. Provide guidance the process of switching system from QuickBooks. • Interact with users to understand their requirements and develop solutions through the application of knowledge of the capabilities of the ERP system (Sage X3) and related software (EDI PowerBI, QA Software, etc.).
• Deliver support to end users to resolve problems and or respond to questions related to the operation of ERP software. Oversee evaluation, testing, troubleshooting, and debugging of new ERP builds in test environment.
• Oversee training and development of power users within the organization. • Contribute to BI-related projects focused on the continuous improvement of the bus iness operation. • Manage projects related to ERP and related systems, including expansions or upgrades. • Monitor and ensure the effective operation of the ERP system and related software. • Responsible for the technical administration and operations of the EDI environment. • Perform daily system monitoring, verifying the integrity and availability of all hardware, server, network resources, systems and key processes, reviewing system and application logs, and verifying completion of scheduled jobs such as backups
• Provide ERP administrative support for internal users. • Provide ERP user support, diagnosing and resolving problems • Full ownership over Sage X3 ERP process including design and documentation • Document and train users on system functions and processes. • Ensuring data integrity and System maintenance's
• Gather, identify and analyze business requirements and ensure appropriate requirements are met by X3 ERP software • Create/maintain documentation on system changes • Manage large projects related to ERP and related systems expansions or upgrades.Own system integrations with the CRM and EDI tool.
System Analyst IBM Tririga/Big Sky | Office Depot September 2014 - August 2016 • Implemented the software successfully in the departments and ensured the successful launch of the system with the consultants. Ensured the system is always up and running and available for use for external/internal personnel. Ensure the transfer of historical data is in place and in the right modules in the software. Working closely with the VP and Senior Director in special requests and ad hoc data analyses
• Systems administrator for IBM Tririga and Big Sky; daily system monitoring • Manage internal access control in both systems; modify and update user roles when needed.
Resume
• Verify the integrity and availability of all hardware, server resources, systems and key Processes. • Participate in business meetings to understand the business requirements and processes. • Review system and application logs, and verify completion of scheduled jobs such as backups. • SOX compliance review. Test out cases in the testing and production environment. Support onsite Project Manager; generate monthly and year-end financial capital reporting and accruals for PMs/Director/VP.
• Support internal controls related to all capital construction expenditures. Responsible for daily reports that include performance measurements, metrics, and trainings on any new business models • Designed technical and functional specifications for new projects. Use tools such as Marco/SQL to assist in special projects
• Assist department with launch of new Store Portal by recording instructional voiceovers, video direction, and metric testing
• Interact with directors, VP’s and District Managers to identify need for workflow or process Improvements.
• Excel in an Agile Environment. Quarterly system user audit for year-end audit. QA on large sets of data for accounting team use.
• Delivering quality reporting to over 1,500 retail stores and 5,000+ employees. Perform troubleshooting, data migration, production support activities and bug fixes.
System Analyst QuickBooks | TCS Group, Inc. August 2013 - August 2014 • Review all vendor claims submitted by project managers. Ensure the process and workflows are operating efficiently to ensure the financials are being submitted and paid out on time. • Responsible for handling claims for five business departments. Regularly communicate with project managers to keep updated on business margin, delays in program data, and advise on claims that have been approved for preprogram runs, finals, and billed/collected status • Follow up with Vice President and Project Managers at the end of each program to ensure that programs are properly finalized and closed through the finance department • Generate biweekly and monthly analysis reports on project. Lead monthly project meeting for a major client
• Direct and coordinate activities of business and department concerning with production, pricing, sales. Review financial statements, sales and activity reports. • Supervise and Assist Project Managers with the results of completion of the projects. Lead team members in closing out end of month reports
Resume
1 of 2
Verdieu St Fleur, DBA (Cand), PMP, MBA
Contract Administrator
Mr. St. Fleur is a certified PMP with over 18 years of professional experience, including 6 years in healthcare,10+ years managing and analyzing complex, multi-phase construction and infrastructure programs. He is specializing in data analytics, data extraction, data Management, working with large data sets, QA/QC, modeling, visualization, data quality, and business intelligence He brings robust expertise in project scheduling, cost analysis, earned value management (EVM), and stakeholder reporting, supporting over 270 projects valued at $232M. His industry experience spans healthcare, public infrastructure, and utilities, with a strong emphasis on data-driven decision-making and reporting.
Relevant Experience
CEO | FACEKAY LLC
FACEKAY is a trusted, Metro Certified DBE, SBE, LSBE, Los Angeles County Certified DVBE and SBA Certified VOSB, SDVOSB, HUBZone, specializing in IT Strategy Consulting, Digital Transformation, Cybersecurity Consulting, Cloud Computing Solutions, Data Analytics and Business Intelligence, Software Development, Infrastructure Management, IT Project Management, IT Audits and Assessments, Training and Support, Project Reporting and Documentation, Data Analytics and Business Intelligence, we help organizations make data-driven decisions through clear insights, customized solutions, and interactive visuals. Known for our expertise, clientfocused approach, and commitment to data security.
Business Analytics Manager | Simpson & Simpson Management Consulting - 2024 - Present
Mr. St. Fleur maintains internal dashboards in support Project proposal and documentation, involving Programming, Design, Project Management, and Special high-profile projects. Deliverables involve the creation of data dashboards and graphics and importing new data, review of data for quality control, and the development of dashboard reports (MER, KPI, Cash flow, EA, Monthly Status reports).
Report Analyst (Project Manager) | Los Angeles County- ISD Facilities Reinvestment Program- 2022- 2024
▪ Responsible for coordinating, developing, and managing various reports for stakeholders and senior management, and the Executive.
▪ Managed schedule analysis for 274 active projects totaling $232.06M, with a current cash flow of $73.13M.
▪ Created cost-loaded schedules, performed critical path analysis, and assessed schedule variances across the portfolio.
▪ Conducted QA/QC reviews on all major deliverables, reducing schedule risks and increasing reporting accuracy.
▪ Automated and maintained project dashboards using Power BI, allowing executives to track schedule and cost performance at both project and portfolio levels.
▪ Designed and implemented workflows using Power Automate and customized SharePoint Intake Forms to streamline schedule data input and update processes. ▪ Created Time Impact Analysis (TIA) models to assess contractor schedule delays and support schedule recovery plans.
▪ Regularly communicated schedule performance metrics to senior leadership and stakeholders via weekly and monthly progress reports.
EXPERIENCE
18+ Years
EDUCATION
Doctor in Business
Administration in Data
Analytics, Grand
Canyon University,
Arizona (in progress)
Master in Business
Administration, Azusa
Pacific UniversityAzusa, California,
12/2022)
BA, Accounting,
Université Polyvalente
D'Haïti, Port-Au-Prince,
Haiti
CERTIFICATION
R Program Certificate
Simplilean
Project Management
Professional (PMP)
Procore Technologies:
Engineer Certified,
Procore Administrator
COMPUTER SKILLS
Creates Dashboards
with Data Reporting, Adhoc Reporting, Data
Analysis,
▪
Resume
2 of 2
▪ Creating and Automating customs reports on e-Builder for Project Cost, Project Schedule, Project Commitments, Cash Flow, etc. Created SharePoint Intake Form and Customized with Power Apps and created Workflow using Power Automate. ▪ Developing and utilizing reporting best practices; serving as a subject matter expert on data analysis and report design to meet user needs.
▪ Performing cost analysis and control activities.
▪ Preparing aggregated weekly & monthly reports on cost performance, trends, and cost savings.
▪ Analyzing variances in cost and schedule performance against the plan and communicates the reasons for the issuance of variance and proposed mitigation plans.
▪ Building reports and Business Intelligent Reports on different platforms, such as Power BI, and e-Builder.
Senior Business Analyst | Southern California Edison - Data Science & Asset Analytics, Business Operations (2019-2022)
Mr. St. Fleur Supported Transmission and Distribution infrastructure projects through advanced schedule modeling, variance tracking, and predictive analytics. Created and maintained scheduling reports and dashboards in Power BI, SAS, and Excel, and generated forecasting models.
Analyzed construction schedule impacts, supported claims assessments, and helped ensure regulatory compliance through proper documentation.
Mr. St. Fleur also created, led, developed, and configured SharePoint websites/portals, and created Intake Forms and workflows using SharePoint Designer. He acted as a key resource and ensured consistent analysis of data sources, reporting, extraction methods, data interpretation, and execution of processes for Transmission and Distribution construction, inspection, and maintenance regulatory compliance programs. Mr. St. Fleur was also responsible for the Extraction of data for AdHoc Requests, Visual Modeling, Data extraction, Data transformation, predictive modeling, prescriptive modeling, data integration, data interpretation, Agile, Project Management, Continuous Improvement, Advanced Analytics, Data Visualization, maintained analytical support for numerous programs simultaneously, and developed new ways to monitor inspections. Mr. St Fleur led data automation projects and created work plans, project schedules, identified stakeholders, managed cross-functional teams, tracked issues and lessons learned, and created a communications plan (kick-off meetings, etc.).
Senior Program Analyst | Southern California Edison (2017-2019) Mr. St. Fleur worked with SCE's HR Enterprise Learning and Development (EL&D) group, which was responsible for providing learning solutions across the organization, involving leadership, employees, compliance, systems, and technical training. Mr. St.
Fleur supported the HR project, Customer Service (CS) project, and Transmission & Distribution (T&D) Project utilizing MS Excel to create pivot tables, graphs, VLOOKUPs, Hyperlinks, Advanced Formulas, Advanced Filters, Data Tables, and slicer functionalities), SPSS for cross-referencing and information analysis, and SAS for data analysis. He created calculations using Data Analysis Expression (DAX) functions SUM, MIN, MAX, AVG, IF, AND, OR, VALUES, ALL, FILTER, CALCULATE, Deloitte Consulting LLP | M&E Officer/Data Analyst (2014-2016) Mr. St. Fleur Mr. St. Fleur led project documentation, planning, and performance management using Microsoft Project. He designed interactive dashboards in Tableau.
Continues Computer Skills
Visual Modeling, Data
extraction, Data
transformation, predictive
modeling, prescriptive
modeling, data integration,
data interpretation, Agile,
Project Management,
Continuous Improvement,
Advanced Analytics, Data
Visualization, Python,
Microsoft Power BI, SAS,
Oracle, MS Access, MS
Access Database,
Primavera (P6), MS Office
Suite (Project, Excel, Word,
PowerPoint), SharePoint,
Power Apps, Power
Automate, Microsoft
Dynamics 365 and the
Power Platform, SPSS, MS
Office, SAP, SQL, EMR, eBuilder construction
management, Procore
construction Manager,
SQL, HTML, R Studio, MS
Visio, Survey Gizmo,
Survey Monkey, Verint,
Success Factor, Python,
Spark, Database, project
documentation,
SharePoint, SPSS, MS
Office, Tableau
Dashboards to analyze &
report on program/project
data
Tools & Technical
Expertise
• Scheduling Tools:
Primavera P6 (working
knowledge), Microsoft
Project, e-Builder
• Data & Reporting:
Power BI, SharePoint,
Power Automate, Excel
(Advanced), SAS,
Tableau
• Methodologies: Critical
Path Method (CPM),
Earned Value Analysis
(EVA), Time Impact
Analysis (TIA),
Agile/Waterfall PM
• COMPANY QUALIFICATIONS
FACEKAY LLC brings extensive expertise in driving operational excellence and business transformation through innovative solutions. Notable projects include streamlining project management and reporting for the Los Angeles County Internal Service Department (ISD), where we developed a centralized reporting system using Power BI, automated reporting processes, and improved cost analysis, significantly reducing manual efforts and enhancing decision-making.
Additionally, we supported Southern California Edison (SCE) with various projects, including automating audit data preparation for CPUC inspections, resulting in major efficiency gains, improved data accuracy, and proactive compliance management. FACEKAY’s team excels in delivering impactful solutions in business intelligence, data analysis, automation, and process optimization, demonstrating a strong commitment to client success.
Case Study I: Project Management and Reporting for Los Angeles County ISD FACEKAY LLC principal helped the Internal Service Department (ISD) streamline project management by centralizing data, automating reports, and implementing best practices. Using Power BI and tools like Power Apps and eBuilder, FACEKAY improved cost analysis, reporting, and real-time decision-making, leading to enhanced project tracking and reduced manual effort.
Case Study II: SAS Visual Analytics Dashboard for SCE
We developed a SAS Visual Analytics dashboard to help Southern California Edison (SCE) manage data related to CPUC audits. The dashboard improved data accuracy, compliance, and decision-making by providing real-time insights, alerts, and streamlined reporting for district managers.
Case Study III: SuccessFactors Integration for SCE HR Analytics Our principal integrated module analytics with SCE’s HR systems to enhance decision-making and streamline HR processes. This integration improved workforce engagement, performance management, and cost savings by automating workflows and synchronizing real-time data.
Case Study IV: CPUC Audit Data Automation for SCE
Our principal automated the CPUC audit inspection data process, reducing audit preparation time from two weeks to just hours. This solution centralized data, improved accuracy, and streamlined reporting, helping SCE enhance compliance and operational efficiency.
CASE STUDY I
Project Name: Project Management and Reporting for Los Angeles County – Internal Service Department (ISD)
1. Summarized Overview:
Client: Los Angeles County - Internal Service Department (ISD) Customer/Client POC Email: Cynthia Morales, [email protected] Team Lead: Verdieu St Fleur
Period of Performance: 07/12/2022 – 06/30/2023
SECTION 4
FACEKAY has the highest level
of experience and capability to
perform this core services
1. Data migration planning
2. Execution, cleanup
3. Maintenance, protection, and
governance,
4. Coordination, auditing, and
quality assurance
13 | P a g e
• Project Background: ISD's challenges in project management and reporting, demanding a comprehensive overhaul. Optimizing cost analysis, reporting, and automation processes across numerous ISD projects. • Objective: Develop a centralized reporting system, automate reports, implement best practices, conduct cost analysis, and leverage Power BI.
1. Action: Centralizing information, automation, reporting best practices, cost analysis, and Power BI utilization.
• Data Centralization: Consolidated project-related information using eBuilder, ensuring data accuracy and efficient reporting. • Automation: Automated custom reports on project cost, schedule, and cash flow, and streamlined processes using Power Apps and Power Automate. • Reporting Best Practices: Developed and implemented reporting best practices, improving the design and effectiveness of reports. • Cost Analysis: Conducted cost analysis, preparing weekly and monthly reports that highlighted cost performance and potential savings. • Data Visualization: Created interactive dashboards using Power BI to help executives and project managers track project status and budgets. • Advanced Data Analysis: Utilized Data Analysis Expressions (DAX) in Power BI to implement advanced calculations, providing deeper insights into project data
2. Result: Centralized reporting reduced manual efforts, improved report quality, advanced data analysis, and real-time insights.
• Centralized Reporting System: Improved collaboration and data accessibility across ISD departments. • Automation: Reduced manual effort, leading to time and cost savings. • Improved Reporting: Reporting quality and relevance were enhanced, aiding decision-makers. • Real-time Insights: Advanced data analysis and visualizations enabled proactive decision-making. • In-depth Data Analysis: DAX functions improved performance tracking and analytical depth.
3. Project Performance:
• Overview: Led analysis for 274 active construction projects with a total budget of $232.06 million and current cash flow of $73.13 million.
• Result: Enhanced project tracking minimized data discrepancies, and improved cost performance through automated reports and dashboards.
4. Skills Demonstrated:
Our Team showcased expertise in Business Intelligence tools (Power BI, SQL, SharePoint, e-Builder), data analysis, reporting, process improvement, and project management. His leadership and data visualization skills were instrumental in transforming ISD's project management and reporting processes.
CASE STUDY II
Project Name: Project Management Support Financial Reporting Automation Client: Los Angeles County - Internal Service Department (ISD) Customer/Client POC Email: Cynthia Morales, [email protected] Services Provided
• Centralized Reporting
System
• Reporting
• Administration
• Analysis
• Cost Analysis
• Advanced Data Analysis
• Project Control
• Automation of Reports
• Process Improvement
• Technology Integration
• Business Intelligence
Period of Performance: 5/16/2022 – 10/02/2024
Objective:
Automate the financial and risk monitoring process to improve cost controls, and project reporting, ensuring greater accuracy and compliance.
Action:
FACEKAY principal integrated data analytics and reporting systems to minimize errors, automate report generation, and implement a fraud reduction strategy. This included:
• Automating error detection by integrating financial transaction data with threshold models. • Automating project cost and schedule reporting, significantly reducing the need for manual oversight and increasing data consistency. • Developed real-time dashboards using Power BI to provide stakeholders with actionable insights into potential errors and financial anomalies.
Result:
• Reduced manual efforts in error and reporting by automating daily financial data extraction and analysis.
• Enhanced error capabilities by identifying outliers and discrepancies in project financials.
• Providing executives and managers with real-time dashboards, improving decision-making.
Methodology/Tools:
• Power BI for dashboard development.
Power Automate for data automation.
CASE STUDY III
Project Name: SAS Visual Analytics Dashboard for Managing SCE Data Issues Client: Southern California Edison (SCE)
Team Lead: Verdieu St Fleur
Customer/Client POC Email: Tran Thien Tran, [email protected] Period of Performance: 12/09/2019 – 09/07/2020
Background: SCE, one of California's largest electric utilities, faces regular audits by the California Public Utilities Commission (CPUC) to ensure regulatory compliance. Managing inspection and notification data efficiently is critical to meeting CPUC standards.
Objective: To implement a SAS Visual Analytics dashboard to assist SCE districts in managing data issues related to notifications and inspections, ensuring compliance with CPUC audits.
Situation: SCE struggled with incomplete or inaccurate records of inspections and notifications, risking compliance issues during CPUC audits.
Task: Our was tasked with creating a SAS Visual Analytics dashboard to help SCE manage and monitor these data challenges effectively.
Services Provided
• Centralized Reporting
System
• Reporting
• Administration
• Analysis
• Cost Analysis
• Advanced Data Analysis
• Project Control
• Automation of Reports
• Process Improvement
• Technology Integration
• Business Intelligence
Services Provided
• Centralized Reporting
System
• Reporting
• Administration
• Analysis
• Cost Analysis
• Advanced Data Analysis
• Project Control
• Automation of Reports
• Process Improvement
• Technology Integration
• Business Intelligence
15 | P a g e
Action: Our team developed a dashboard featuring:
1. Status Overview: Displays notification and inspection statuses, highlighting pending corrective actions.
2. Breakdown by Notification Patrol Type: Segments of data by patrol types (e.g., Annual Grid Patrol, Overhead Detail Inspection) for detailed insights.
3. Work Type Analysis: Focuses on work types like active notifications with inactive equipment, and customer notifications, allowing district managers to address specific issues.
4. Interactive Filters: Enables users to filter data by criteria such as date, district, or notification type.
5. Data Issue Alerts: Automated alerts notify district managers of critical data issues requiring immediate attention.
Result: The SAS Visual Analytics dashboard significantly improved SCE’s data management, resulting in:
• Increased compliance with CPUC regulations.
• Reduced data errors and inconsistencies.
• Better visibility into pending actions and issues.
• Enhanced decision-making for district managers.
• Timely resolution of compliance-related challenges.
CASE STUDY IV
Project Name: Success Factor Integration Project for Module Analytics and HR
1. Summarized Overview:
Client: Southern California Edison (SCE)
Team Lead: Verdieu St Fleur
Customer/Client POC Email: Tran Thien Tran, [email protected] Period of Performance: 11/25/2018 – 06/10/2020
Project Background: The project involves integrating module analytics with HR systems for enhanced decision-making and optimized HR processes at Southern California Edison. Leveraging advanced analytics within SuccessFactors, it aims to improve workforce performance, engagement, and talent management.
Objective: The objective is to seamlessly integrate module analytics with SuccessFactors HR systems, enable real-time data synchronization, enhance reporting capabilities, streamline HR processes, and improve employee engagement, retention, and performance management.
Action: The action includes conducting assessments, collaborating with stakeholders, designing integration architecture, configuring analytics dashboards, implementing data synchronization processes, conducting user acceptance testing, providing training, and monitoring post-implementation metrics.
Result: The result is an integrated platform with customized dashboards, automated workflows, and improved decision-making capabilities, leading to enhanced HR efficiency, better alignment with organizational goals, increased employee engagement, and cost savings through automation.
Services Provided
• Centralized Reporting
System
• Reporting
• Administration
• Analysis
• Cost Analysis
• Advanced Data Analysis
• Project Control
• Automation of Reports
• Process Improvement
• Technology Integration
• Business Intelligence
CASE STUDY V
Project Name: CPUC Audit Inspection Data Automation Project
1. Summarized Overview:
Client: Southern California Edison (SCE)
Team Lead: Verdieu St Fleur
Customer/Client POC Email: Tran Thien Tran, [email protected] Period of Performance: 09/8/2020 – 12/13/2021
• Project Background: Our team Addressed manual challenges faced by Southern California Edison (SCE) in the CPUC audit data preparation. • Objective: Automating CPUC audit data preparation, enhancing data quality, and creating dashboards.
• Action: Six-phase project, including dashboard prototyping, coding, notification integration, and robust documentation.
• Result: Significant efficiency gains, streamlined workflow, improved data accuracy, and enhanced reporting through SAS Visualization. o Efficiency Gains: The process of providing inspection data for CPUC audits was reduced from two to three hours, down from the previous two-week effort. o Streamlined Workflow: The new process automated data extraction, dashboard utilization, and data quality control, simplifying and accelerating the process. o Improved Data Accuracy: Rigorous QA/QC measures were integrated to enhance data accuracy, reducing the risk of errors and discrepancies. o Automated Data Run: Data is now automated and runs daily at 4:00 AM, ensuring up-to-date information for auditors and Managements.
o Enhanced Reporting: The SAS Visualization dashboard allows for easy filtering and export of district-specific data, simplifying audit preparation.
o Simplified Audit Data Delivery: Audit data is now readily available and easily sent to the Compliance department and auditors, streamlining the audit process.
Key Benefits:
The implementation of the CPUC Audit Inspection Data Automation solution brought forth several key benefits for Southern California Edison (SCE):
1. Centralized Source of Truth: By automating the data extraction and validation process, SCE now has a centralized and validated repository of inspection data. This serves as the single source of truth for CPUC audits, ensuring data consistency and accuracy.
2. Workload Reduction: The solution significantly reduced the workload required for audit preparation, decreasing the involvement of three personnel to just one. This operational efficiency allows SCE to allocate resources more effectively.
3. Enhanced Data Filtering and Export: The dashboard's ability to filter data by date and district, coupled with the ease of data export, streamlines the process of providing information to CPUC. SCE can efficiently respond to audit requests with relevant and accurate data.
4. Proactive Identification of Late Inspections: The dashboard provides visibility into late inspections before the audit, allowing SCE to take proactive measures to address any compliance issues and avoid potential penalties.
5. Informed Decision-Making: With a comprehensive visualization dashboard and accurate data at their fingertips, SCE's decision-makers can make more informed choices regarding inspection processes, compliance strategies, and resource allocation.
6. Improved Compliance: The solution enhances SCE's ability to meet compliance requirements by providing better control over data and instilling confidence in data accuracy. This, in turn, reduces the risk of compliancerelated issues.
The CPUC Audit Inspection Data Automation project not only reduced the time and effort required for audit preparation but also improved data accuracy, ensuring SCE's compliance with CPUC requirements. This innovative solution represents a significant advancement in the efficiency and effectiveness of SCE's audit processes, empowering the organization with data-driven insights and improved compliance management. It marks a substantial stride toward operational efficiency and unwavering regulatory adherence.
Services Provided
• Centralized Reporting
System
• Reporting
• Administration
• Analysis
• Cost Analysis
• Advanced Data Analysis
• Project Control
• Automation of Reports
• Process Improvement
• Technology Integration
• Business Intelligence
REFERENCES
PROJECT CONSULTANT
TEAM LEAD
WITH
EXPERIENCE
ON
PROJECT
COMPLETION DURATION PROJECT DESCRIPTION CLIENT OR OWNER
REFERENCE
Name & location
Firms on
Submittal
Team with
experience on
project
Date
Original
Estimate
and Actual
Services provided by the
firm, type of client served,
complexity of the services,
same or similar market,
notable successes, lessons
learned, innovations
Name, position, and
email
Project Management
and Reporting for
Los Angeles County
– Internal Service
Department (ISD) FACEKAY LLC
Verdieu St
Fleur 6/30/2023
07/12/2022
–
06/30/2023
Optimized project
management and reporting
for Los Angeles County ISD
by centralizing data,
automating reports,
conducting cost analysis,
and leveraging Power BI for
real-time insights.
Automated reporting
reduced manual efforts and
improved collaboration.
Cynthia Morales, ISD
(Email:
[email protected])
Project Management
Support Financial
Reporting
Automation FACEKAY LLC
Verdieu St
Fleu 10/2/2024
05/16/2022
–
10/02/2024
Integrated data analytics
and automated financial
reporting for ISD, improving
cost controls, fraud
detection, and reporting
accuracy. Developed Power
BI dashboards for real-time
insights into financial
anomalies and outliers.
Cynthia Morales, ISD
(Email:
[email protected])
SECTION 5
Success Factor
Integration Project
for Module Analytics
and HR FACEKAY LLC
Verdieu St
Fleur 6/10/2020
11/25/2018
–
06/10/2020
Integrated HR systems with
SuccessFactors to improve
workforce performance,
talent management, and
reporting capabilities,
including real-time data
synchronization and
enhanced HR processes.
Tran Thien Tran, Southern
California Edison (Email:
[email protected])
CPUC Audit
Inspection Data
Automation Project FACEKAY LLC
Verdieu St
Fleur 12/13/2020
09/08/2020
–
12/13/2020
Automated CPUC audit
data preparation for
Southern California Edison,
streamlining data extraction
and improving data
accuracy with SAS
Visualization. Resulted in
significant efficiency gains,
reduced audit preparation
time, and improved
compliance.
Tran Thien Tran, Southern
California Edison (Email:
[email protected])
Business Analytics
Support FACEKAY LLC
Verdieu St
Fleur 5/15/2022
06/19/2019
–
05/15/2022
Provided compliance
analytics and reporting for
Southern California Edison
in Transmission &
Distribution. Led
automation, data extraction,
and dashboard
development using Power
BI, SAS, and Excel.
Tran Thien Tran, Southern
California Edison (Email:
[email protected])
Price/Cost
DATA MIGRATION SERVICES TOTAL $982,862.40
Planning & Preparation 10% $98,286.24
System Configuration and Customization 35% $344,001.84
Data Migration 15% $147,429.36
Testing & Training 20% $196,572.48
Go-Live & Support 20% $196,572.48
ATTACHMENT "C"
RESOLUTION NO. 2025-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HUNTINGTON PARK REJECTING ALL PROPOSALS FOR THE DATA
MIGRATION REQUEST FOR PROPOSALS
WHEREAS, the City of Huntington Park issued a request for proposals (“RFP”) on September 11, 2025 and received two proposals, one from ConsultAdd and one from Data Climb; and WHEREAS, during the evaluation process significant discrepancies between the two proposal were noted including timeline of the proposals and cost estimates; and WHEREAS, the City Council elected to reject all proposals due to the substantial variation between the two proposals, the limited number of proposals submitted, and the need to incorporate additional requirements for the project; and
WHEREAS, on October 9, 2025, the City reissued an RFP for the data migration project and received four proposals; and
WHEREAS, two of the proposals by ConsultAdd Inc and FACEKAY LLC, were disqualified due to the use of the City seal in their proposal which was strictly prohibited in the RFP; and WEHREAS, the remaining two proposals by DataTerrain Inc and Viviente Software, failed to score above 60 out of 100 when evaluated by three members of the Finance Department; and WHEREAS, neither of the remaining two providers had any direct experience or expertise with the Naviline Central Square enterprise resource planning (“ERP”) system nor the Tyler Technologies ERP system; and
WHEREAS, the City’s ERP system is essential for core functions of City operations.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Huntington Park as follows:
The City Council of the City of Huntington Park hereby rejects all proposals submitted for the data migration project.
ATTACHMENT "D"
APPROVED AND ADOPTED THIS 23RD DAY OF DECEMBER 2025.
Arturo Flores, Mayor
ATTEST:
Eduardo Sarmiento, City Clerk
APPROVED AS TO FORM:
Andrew Sarega, Acting City Attorney
STATE OF CALIFORNIA, COUNTY OF LOS ANGELES, CITY OF HUNTINGTON PARK I, Eduardo Sarmiento, City Clerk of the City of Huntington Park, County of Los Angeles, State of California, hereby certify that the foregoing Resolution No. 2025-__ was passed and adopted by the City Council of the City of Huntington Park, signed by the Mayor and attested by the City Clerk at the Regular City Council Meeting held on the 23rd day of December 2025 and that said Resolution was adopted by the following vote, to-wit:
AYES:
NOES:
ABSTAIN:
ABSENT:
The undersigned, City Clerk of the City of Huntington Park, does hereby attest and certify that the foregoing Resolution is a true, full and correct copy of a resolution duly adopted at a meeting of said City which was duly convened and held on the date stated thereon, and that said document has not been amended, modified, repealed or rescinded since its date of adoption and is in full force and effect as of the date hereof.
Dated:
Eduardo Sarmiento, City Clerk
ITEM 3
CITY OF HUNTINGTON PARK
Finance Department
City Council Agenda Report
December 23, 2025
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
AWARD A SOLE SOURCE CONTRACT TO KOA HILLS FOR DATA MIGRATION SERVICES, AND APPROVE A BUDGET APPROPRIATION OF $162,988.00 IT IS RECOMMENDED THAT THE CITY COUNCIL:
1. Authorize staff to award a Sole Source Contract to KOA Hills to conduct the data migration; and
2. Approve Resolution 2025-XX; and
3. Authorize the City Manager to finalize terms and execute the professional services agreement; and
4. Approve a budget appropriation of $162,988.00 to account 787-8951-419.43-15.
PURPOSE/JUSTIFICATION OF RECOMMENDED ACTION
The City of Huntington Park is in the process of moving from the Naviline Central Square ERP to the Tyler Technologies ERP System. This change in ERP systems is going to require Data Migration to have years of historical financial data and information moved over from the old system into the new system.
On September 11, 2025 the first Data Migration RFP went live on PlanetBids and closed on September 22, 2025. Two proposals were received. Significant discrepancies were identified between the proposals in both project timelines and cost estimates. Staff elected to reject both submissions due to the limited number of responses, the substantial variances noted, and the determination that additional requirements needed to be incorporated into the RFP.
On October 9, 2025, the Data Migration RFP was reissued and went live on PlanetBids then closed on October 24, 2025. Four proposals were received, two of the four proposals
AWARD A SOLE SOURCE CONTRACT TO KOA HILLS FOR DATA MIGRATION SERVICES, AND APPROVE A BUDGET APPROPRIATION OF $162,988.00 December 23, 2025