Agenda packet — Finance Committee, June 23, 2025 (part 3 of 5)

DOC #4
C. 271 POLITICAL CONTRIBUTION DISCLOSURE FORM
Public Agency Instructions
This page provides guidance to public agencies entering into contracts with business entities that are required to file Political Contribution Disclosure forms with the agency. It is not intended to be provided to contractors. What follows are instructions on the use of form local units can provide to contractors that are required to disclose political contributions pursuant to N.J.S.A. 19:44A-20.26 (P.L. 2005, c. 271, s.2). Additional information on the process is available in Local Finance Notice 2006-1 (http://www.nj.gov/dca/divisions/dlgs/resources/lfns_2006.html). Please refer back to these instructions for the appropriate links, as the Local Finance Notices include links that are no longer operational.

1. The disclosure is required for all contracts in excess of $17,500 that are not awarded process (N.J.S.A. 19:44A-20.7).

2. Due to the potential length of some contractor submissions, the public agency should consider allowing data to be submitted in electronic form (i.e., spreadsheet, pdf file, etc.). Submissions must be kept with the contract documents or in an appropriate computer file and be available for public access. The form is worded to accept this alternate submission. The text should be amended if electronic submission will not be allowed.

3. The submission must be received from the contractor and on file at least 10 days prior to award of the contract.

Resolutions of award should reflect that the disclosure has been received and is on file.

4. The contractor must disclose contributions made to candidate and party committees covering a wide range of public agencies, including all public agencies that have elected officials in the county of the public agency, state legislative positions, and various state entities. The Division of Local Government Services recommends that contractors be provided a list of the affected agencies. This will assist contractors in determining the campaign and political committees of the officials and candidates affected by the disclosure. a.
-to-Play web site at http://www.nj.gov/dca/divisions/dlgs/programs/lpcl.html#12.

They will be updated from time-to-time as necessary.
b. A public agency using these forms should edit them to properly reflect the correct legislative district(s). As the forms are county-based, they list all legislative districts in each county. Districts that do not represent the public agency should be removed from the lists.
c. Some contractors may find it easier to provide a single list that covers all contributions, regardless of the county.

These submissions are appropriate and should be accepted. d. -
e.

Instructions and the form be printed on the same piece of paper. The form notes that the Instructions are printed on the back of the form; where that is not the case, the text should be edited accordingly. f. The form is a Word document and can be edited to meet local needs, and posted for download on web sites, used as an e-mail attachment, or provided as a printed document.

5. local unit in its obligation to ensure that contractor did not make any prohibited contributions to the committees listed on the Business Entity Disclosure Certification in the 12 months prior to the contract (See Local Finance Notice 2006-7 for additional information on this obligation at http://www.nj.gov/dca/divisions/dlgs/resources/lfns_2006.html). A sample Certification form is part of this package and the instruction to complete it is included in the Contractor Instructions. NOTE: This section is not applicable to Boards of Education.

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DOC #4, continued
C. 271 POLITICAL CONTRIBUTION DISCLOSURE FORM
Contractor Instructions
N.J.S.A. 19:44A-20.7) are subject to the provisions of P.L. 2005, c. 271, s.2 (N.J.S.A. 19:44A20.26). This law provides that 10 days prior to the award of such a contract, the contractor shall disclose contributions to:
any State, county, or municipal committee of a political party any legislative leadership committee*
any continuing political committee (a.k.a., political action committee) any candidate committee of a candidate for, or holder of, an elective office:
o of the public entity awarding the contract
o of that county in which that public entity is located o of another public entity within that county
o or of a legislative district in which that public entity is located or, when the public entity is a county, of any legislative district which includes all or part of the county The disclosure must list reportable contributions to any of the committees that exceed $300 per election cycle that were made during the 12 months prior to award of the contract. See N.J.S.A. 19:44A-8 and 19:44A-16 for more details on reportable contributions.

N.J.S.A. 19:44A-20.26 itemizes the parties from whom contributions must be disclosed when a business entity is not a natural person. This includes the following:
or 10% of the stock in the case of a business entity that is a corporation for profit all principals, partners, officers, or directors of the business entity or their spouses any subsidiaries directly or indirectly controlled by the business entity IRS Code Section 527 New Jersey based organizations, directly or indirectly controlled by the business entity and filing as continuing political committees, (PACs).

When
N.J.S.A. 19:44A-20.26(b)] The contributor must be listed on the disclosure.

Any business entity that fails to comply with the disclosure provisions shall be subject to a fine imposed by ELEC in an amount to be determined by the Commission which may be based upon the amount that the business entity failed to report.

The enclosed list of agencies is provided to assist the contractor in identifying those public agencies whose elected official identify the specific committees to which contributions may have been made and need to be disclosed. The disclosed information may exceed the minimum requirement.

The enclosed form, a content-consistent facsimile, or an electronic data file containing the required details (along with a Records Act.

The contractor must also complete the attached Stockholder Disclosure Certification. This will assist the agency in meeting its obligations under the law. NOTE: This section does not apply to Board of Education contracts. * N.J.S.A. 19:44Aestablished, or designated by the President of the Senate, the Minority Leader of the Senate, the Speaker of the General Assembly or the Minority Leader of the General Assembly pursuant to section 16 of P.L.1993, c.65 (C.19:44A-10.1) for the purpose of receiving contributions and mak
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C. 271 POLITICAL CONTRIBUTION DISCLOSURE FORM
Required Pursuant to N.J.S.A. 19:44A-20.26
This form or its permitted facsimile must be submitted to the local unit no later than 10 days prior to the award of the contract.

Part I Vendor Information
Vendor Name:

Address:

City: State: Zip:

The undersigned being authorized to certify, hereby certifies that the submission provided herein represents compliance with the provisions of N.J.S.A. 19:44A-20.26 and as represented by the Instructions accompanying this form.

Signature Printed Name Title
Part II Contribution Disclosure
Disclosure requirement: Pursuant to N.J.S.A. 19:44A-20.26 this disclosure must include all reportable political contributions (more than $300 per election cycle) over the 12 months prior to submission to the committees of the government entities listed on the form provided by the local unit.

Check here if disclosure is provided in electronic form Contributor Name Recipient Name Date Dollar Amount
$
Check here if the information is continued on subsequent page(s) RingCentral Inc.
20 Davis Drive
Belmont CA 94002
_______________________ ___________
Naveed Husain
____________ ___VP, Vertical Programs
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DOC #4, continued
List of Agencies with Elected Officials Required for Political Contribution Disclosure N.J.S.A. 19:44A-20.26
County Name:

State: Governor, and Legislative Leadership Committees
Legislative District #s:

State Senator and two members of the General Assembly per district.

County:

Freeholders County Clerk Sheriff
{County Executive} Surrogate
Municipalities (Mayor and members of governing body, regardless of title):

USERS SHOULD CREATE THEIR OWN FORM, OR DOWNLOAD

FROM THE PAY TO PLAY SECTION OF THE DLGS WEBSITE A
COUNTY-BASED, CUSTOMIZABLE FORM.

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DOC #5

STOCKHOLDER DISCLOSURE CERTIFICATION
Name of Business:

I certify that the list below contains the names and home addresses of all stockholders holding 10% or more of the issued and outstanding stock of the undersigned.

OR
I certify that no one stockholder owns 10% or more of the issued and outstanding stock of the undersigned.

Check the box that represents the type of business organization:

Partnership Corporation Sole Proprietorship
Limited Partnership Limited Liability Corporation Limited Liability Partnership Subchapter S Corporation
Sign and notarize the form below, and, if necessary, complete the stockholder list below.

Stockholders:

Name: Name:

Home Address: Home Address:

Name: Name:

Home Address: Home Address:

Name: Name:

Home Address: Home Address:

Subscribed and sworn before me this ___ day of ___________, 2__.
(Notary Public)
My Commission expires:
_________________________________
(Affiant)
________________________________
(Print name & title of affiant)
(Corporate Seal)
Bruce Johnson / VP Legal
entities affiliated with Vladimir Shmunis entities affiliated with Vlad Vendrow 14195 Powder River Dr.

DriveReno, NV 89511
Remote Nevada
Carson City, NV 89701
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DOC #6
Certification of Non-Involvement in Prohibited Activities in Iran Pursuant to N.J.S.A. 52:32-58, Offerors must certify that neither the Offeror, nor any of its parents, subsidiaries, and/or affiliates (as defined in N.J.S.A. 52:32 56(e) (3)), is listed on the Department and that neither is involved in any of the investment activities set forth in N.J.S.A. 52:32 56(f).

Offerors wishing to do business in New Jersey through this contract must fill out the Certification of Non-Involvement in Prohibited Activities in Iran here:
http://www.state.nj.us/humanservices/dfd/info/standard/fdc/disclosure_investmentact.pdf.

Offerors should submit the above form completed with their proposal.

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STATE OF NEW JERSEY-- DIVISION OF PURCHASE AND PROPERTY

DISCLOSURE OF INVESTMENT ACTIVITIES IN IRAN
Quote Number: Bidder /Offeror:

PART 1: CERTIFICATION
BIDDERS MUST COMPLETE PART 1 BY CHECKING EITHER BOX.

FAILURE TO CHECK ONE OF THE BOXES WILL RENDER THE PROPOSAL NON-RESPONSIVE.

Pursuant to Public Law 2012, c. 25, any person or entity that submits a bid or proposal or otherwise proposes to enter into or renew a contract must complete the certification below to attest, under penalty of perjury, that neither the person or entity, nor any of its parents, subsidiaries, or affiliates, is identified on the Department of Treasury's Chapter 25 list as a person or entity engaging in investment activities in Iran. The Chapter 25 list is found on the Division's website at http://www.state.nj.us/treasury/purchase/pdf/Chapter25List.pdf. Bidders must review this list prior to completing the below certification. Failure to complete the certification will render a bidder's proposal non-responsive. If the Director finds a person or entity to be in violation of law, s/he shall take action as may be appropriate and provided by law, rule or contract, including but not limited to, imposing sanctions, seeking compliance, recovering damages, declaring the party in default and seeking debarment or suspension of the party PLEASE CHECK THE APPROPRIATE BOX:

I certify, pursuant to Public Law 2012, c. 25, that neither the bidder listed above nor any of the bidder's parents, subsidiaries, or affiliates is listed on the N.J. Department of the Treasury"s list of entities determined to be engaged in prohibited □ activities in Iran pursuant to P.L. 2012, c. 25 ("Chapter 25 List"). I further certify that I am the person listed above, or I am an officer or representative of the entity listed above and am authorized to make this certification on its behalf. I will skip Part 2 and sign and complete the Certification below.

OR
I am unable to certify as above because the bidder and/or one or more of its parents, subsidiaries, or affiliates is listed on □ the Department's Chapter 25 list. I will provide a detailed, accurate and precise description of the activities in Part 2 below and sign and complete the Certification below. Failure to provide such will result in the proposal being rendered as nonresponsive and appropriate penalties, fines and/or sanctions will be assessed as provided by law.

PART 2: PLEASE PROVIDE FURTHER INFORMATION RELATED TO INVESTMENT ACTIVITIES IN IRAN You must provide a detailed, accurate and precise description of the activities of the bidding person/entity, or one of its parents, subsidiaries or affiliates, engaging in the investment activities in Iran outlined above by completing the boxes below.

EACH BOX WILL PROMPT YOU TO PROVIDE INFORMATION RELATIVE TO THE ABOVE QUESTIONS. PLEASE PROVIDE THOROUGH ANSWERS TO EACH QUESTION. IF YOU NEED TO MAKE ADDITIONAL ENTRIES, CLICK THE "ADD AN ADDITIONAL ACTIVITIES ENTRY" BUTTON.

Name Relationship to Bidder/Offerer
Description of Activities
Duration of Engagement Anticipated Cessation Date
Bidder/Offeror Contact Name Contact Phone Number

I ADD AN ADDITIONAL ACTIVITIES ENTRY I
Certification: I, being duly sworn upon my oath, hereby represent and state that the foregoing information and any attachments thereto to the best of my knowledge are true and complete. I attest that I am authorized to execute this certification on behalf of the above-referenced person or entity. I acknowledge that the State of New Jersey is relying on the information contained herein and thereby acknowledge that I am under a continuing obligation from the date of this certification through the completion of any contracts with the State to notify the State in writing of any changes to the answers of information contained herein. I acknowledge that I am aware that it is a criminal offense to make a false statement or misrepresentation in this certification, and if I do so, I recognize that I am subject to criminal prosecution under the law and that it will also constitute a material breach of my agreement(s) with the State of New Jersey and that the State at its option may declare any contract(s) resulting from this certification void and unenforceable.

Full Name (Print): Signature:

Title: Date:

OPP Standard Forms Packet 11/2013
RingCentral Inc. VP, Vertical Programs Request for proposal to enter into a contract for Unified Communications as a Service (UCaaS) for Region 4 Education Service Center. Naveed Husain (650) 667-1056 Naveed Husain VP, Vertical Programs DocuSign Envelope ID: C7646223-56C8-43A2-934D-B13CB7FD7B5F 5/19/2020
DocuSign Envelope ID: 2B0F9604-4529-411C-BBBB-B4977B03BB7A X
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DOC #7

NEW JERSEY BUSINESS REGISTRATION CERTIFICATE
(N.J.S.A. 52:32-44)
Offerors wishing to do business in New Jersey must submit their State Division of Revenue issued Business Registration Certificate with their proposal here. Failure to do so will disqualify the Offeror from offering products or services in New Jersey through any resulting contract. http://www.state.nj.us/treasury/revenue/forms/njreg.pdf #3..
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The Division of Revenue and Enterprise Services hereby affirms that the following annual report for RINGCENTRAL, INC was submitted on 11/20/2018 for the year: 2018
Registered Agent and Office

INCORP SERVICES INC
208 WEST STATE STREET
TRENTON, NJ 08608-1002
Main Business Address
20 DAVIS DRIVE
BELMONT, CA 94002
Officers and Directors

PRESIDENT

VLADIMIR SHMUNIS
20 DAVIS DRIVE
BELMONT,, CA 94002

TREASURER

MITESH DHRUV
20 DAVIS DRIVE
BELMONT,, CA 94002

SECRETARY

JOHN MARLOW
20 DAVIS DRIVE
BELMONT,, CA 94002

DIRECTORS

VLADIMIR SHMUNIS
20 DAVIS DRIVE
BELMONT, CA 94002

DIRECTORS

NEIL WILLIAMS
20 DAVIS DRIVE
BELMONT, CA 94002

STATE OF NEW JERSEY

DEPARTMENT OF THE TREASURY

DIVISION OF REVENUE AND ENTERPRISE SERVICES

ANNUAL REPORT CERTIFICATE

RINGCENTRAL, INC
0400455692
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Certificate Number : 2367791168
Verify this certificate online at
https://www1.state.nj.us/TYTR_StandingCert/JSP/Verify_Cert.jsp IN TESTIMONY WHEREOF, I have
hereunto set my hand and affixed
my Official Seal, this
20th day of November, 2018
Elizabeth Maher Muoio
State Treasurer

STATE OF NEW JERSEY

DEPARTMENT OF THE TREASURY

DIVISION OF REVENUE AND ENTERPRISE SERVICES

ANNUAL REPORT CERTIFICATE

RINGCENTRAL, INC
0400455692

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Region 4 Education
Service Center
RFP
iv. Describe how Offeror handles emergency downtime.

RingCentral maintains 99.999% availability SLA for all customers and has for the last seven quarters (as of Q2 2020). Our clients rely on RingCentral when emergency situations arise that could impact their ability to answer calls. Since RingCentral's service is a cloudbased solution, with redundancy built in, you are automatically provided with a disaster recovery or business continuity option to continue operations and minimizing the risk of loss and regional service interruption due to natural disasters and other catastrophic situations. In the event of a failure, RingCentral's automated systems, in conjunction with an always-on, world-class network operations center (NOC), ensure rapid transition to back up systems as needed to maintain uninterrupted service availability. If a system failure is detected within one of RingCentral's data centers, the redundant system—whether within that same data center or at another data center—takes over operations in accordance with internal fail over policies and procedures. cuts, RingCentral ensures no loss of functionality or customer data. RingCentral’s NOC operates 24/7/365 and engineering teams continuously monitor countless systems, metrics, and alarms to ensure optimal system configuration and service availability.

RingCentral has built our global cloud-based network architecture with multiple layers of redundancy at all levels within our Data Centers and private network. We operate all components at approximately 35% load which allows for complete fail-over and/or rapid customer expansion. Every customer's instance is built in an Active/Active High Availability mode across multiple server instances and multiple Data Centers. Each school's PBX instance will operate simultaneously in 6 different places so there will be no service outage in the event of a component, network or Data Center failure.

RingCentral operates our High Available Global Cloud Architecture across 28 Data Centers around the world, which are interconnected by a private meshed point to point network architecture. RingCentral does not utilize shared networks such as the Internet or MPLS in our backbone to minimize any possible congestion and maximize voice quality. v. Describe Offeror’s ability to meet service and warranty needs beyond standard.

RingCentral is a pure cloud-based communication solution that uses a micro service architecture which allows dynamic growth able to perform service updates without any down time. Our solution requires no physical PBX equipment or appliances, which removes the single point of failure risk and provides inherent geographic diversity and business continuity.

Optional telephone handsets and headsets are offered for sale through RingCentral and shipped from the manufacturer. Accordingly, all telephones are sold subject to the express warranty terms, if any, specified by the original manufacturer of the telephone. Any software supplied to Region 4 ESC is supplied subject to the provisions of the manufacturer's licensing terms. RingCentral will pass through to Region 4 ESC all #3..
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Service Center
RFP
warranties that RingCentral is expressly authorized by the original manufacturer to pass through to customers.
vi. Describe Offeror’s customer fulfillment process
Order fulfillment via RingCentral is accomplished the following way:

Existing RingCentral customers can leverage the online administration portal for all their needs. RingCentral customers can provision, manage, and gain insights anywhere with advanced administrative and analytics tools using the RingCentral portal. Using the administration portal, a RingCentral customer can Initiate instant employee moves, adds, and changes from anywhere. A RingCentral client success manager or support representative can help answer any administration portal questions to promote a successful transition to RingCentral.

A new customer would work with the RingCentral account executive and the sales engineer to confirm the scope of the engagement and outline the solution components. These solution components will be entered into an order form and reviewed with the customer.

The customer will confirm their understanding of the solution and order form. Once the customer agrees with the components on the order form, the customer will be asked to sign the order form. The order form is returned to the RingCentral account executive so they can process the order by leveraging the sales operation team. The order is entered and process by the sales operations team, then phone lines are activated, and the phones are provisioned and shipped. The process of the order and activation of the lines can be accomplished in less than 12 hours.
vii. Describe Offeror’s customer service/problem resolution process. Include hours of operation, number of services, etc.

RingCentral has a well-defined problem resolution process. This process begins when the customer enters a trouble ticket into the RingCentral Support portal (the ticket status can be reviewed online if entered in this manner). A trouble ticket can also be initiated by opening a chat session or calling RingCentral Support. The problem is categorized by severity and responded to with the appropriate level of action.

Four levels of severity are used: Priority 1 through Priority 4. RingCentral works directly with the customer on their inquiry and resolves a significant percent of the issues upon first contact. Should an advanced issue require a higher level of support, RingCentral provides 24x7x365 support for all users and administrators following a tier-based escalation process from Tier 1 to Tier 3. When this occurs, a response time is provided to the customer and they are kept abreast of issue status. Customers who enter tickets via the online portal can monitor ticket progress, updates and status via this portal. Tickets are closed only when the customer agrees the issue is resolved.
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For any major issues, the assigned RingCentral Account Executive will be the point of contact (PoC) until they are operational. RingCentral additionally provides a dedicated Customer Success Manager (CSM) who serves as a single PoC for the customer. This is a crucial role in maintaining the overall health of the account and offers a voice within RingCentral for any and all issues which may arise.
viii. Describe Offeror’s invoicing process. Include payment terms and acceptable methods of payments. Offerors shall describe any associated fees pertaining to credit cards/p-cards.

Customers are invoiced directly by RingCentral. RingCentral can create cost centers and manage them per location, offering billing breakdowns by location. RingCentral can explore the possibility of integrating with billing systems using the RingCentral platform.

Billing is typically issued annually, but we are able to bill monthly if required. RingCentral "billing codes" allow customers to consolidate billing by department, location, project, etc. RingCentral can provide hard-copy and/or machine-readable invoices to help facilitate internal departmental billing and/or charge backs. At the request of the customer we can accommodate the request for a consolidated bill.

As new services are added through the billing cycle the new services will be co-termed to the end of the billing cycle. All RingCentral services will be billed in advance of services provided. RingCentral's default payment term is 30 days and deviations to 45 days and 60 days are possible, pending negotiation of final contract terms and pricing. RingCentral accepts major credit cards or will extend payment terms to customers (usually net 30 days).

We will work with each customer to determine preferred payment structure.

We have provided a copy of the RingCentral Invoice Billing Guide which explains the various components.
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RingCentral®
Invoice Billing Guide
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RingCentral | Invoice Billing Guide | 2
What You’ll See
This guide provides you with helpful information regarding your RingCentral invoice.

RingCentral’s month-to-month bill cycle can have several events that show on your invoice:
• Product Plan
• Product Add-Ons
• Product Add/Remove Prorate
• Calling Charges
Here are some tips to help you understand your invoice:

1. Billed To: Address provided on the credit application.

2. Account Information: Your Customer ID number,
Invoice number, and Invoice Amount to Pay.

3. Invoice Date: The date your invoice is billed.

4. Statement Summary: High-level summary of the
charges.

5. Products: Lists the RingCentral products on the
account.

6. Calling Credit Package: An allotment of purchased
calling credit charged when the below call types are
initiated and repurchased once credits are depleted.

These can be:
• Included calling credits for incoming toll free
calls are exhausted.
• Included calling credits for international calls are
exhausted.
• Calls to information (411) are made.

7. Taxes and Fees: Lists a summary of applicable
federal, state, and local taxes.

8. Prorate Credit: Credit provided for the unused
portion of an added product mid billing cycle.

9. Credit/Money Back: Credit provided for the unused
portion of a removed product or changed plan mid
billing cycle.

10. Refund: Refund is a billing credit that RingCentral deemed as your sole and exclusive remedy with
respect to any erroneous billing. Service Refund is a
credit for agreed upon free service.
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11. Cost Center: If Cost Center Management has been
enabled on your account, you have successfully
created cost centers and allocated services
accordingly, cost centers and associated charges will
reflect on your invoice as shown.

12. Payment Methods:
• Checks Regular Mail to Lock box
• Wire Instructions (USD)
• Courier Check Payment
• ACH Payment (USD)

13. Billing Questions? Instructions about how to contact RingCentral.
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14. Statement Details

15. Cost Center: Associated charges for the
particular call center.

How to Contact RingCentral
Details about your specific invoice can be found in the Billing tab of the RingCentral Phone System. If you still have questions, here’s how to contact RingCentral:

Please contact [email protected] for the
following:
• Payment inquiries.
• Make a one-time payment via credit card.
• Respond to a notification of a past-due balance.

If you have billing questions, call 888-389-1755 or
email [email protected].

Further information and frequently asked questions
can also be found in this Knowledgebase article.

Business hours: 9:00AM to 5:00PM (PST)
Ξ2017 RingCentral, Inc. All Rights Reserved. RingCentral, RingCentral Office, RingCentral Meetings, Glip, and the RingCentral logo are registered trademarks of RingCentral, Inc.

RingCentral Rooms is a trademark of RingCentral, Inc. Other third-party marks and logos displayed in this document are the trademarks of their respective owners. KID-9716 #3..
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Region 4 Education
Service Center
RFP
ix. Describe Offeror’s contract implementation/customer transition plan.

RingCentral's standard process for contract implementation begins with a high-level overview of the milestones and tasks included in a RingCentral project plan. A Business Requirements Document (BRD) is used throughout the initial planning and design to document the project details. Customer and RingCentral sign off is required at each step of the way to ensure project transparency and success.

We have included our detailed implementation document attached on the next page for your reference. Professional Services - Implementation.docx.

Ease of Transitioning to New System: RingCentral deploys new systems congruently with existing systems to eliminate service disruption, allowing both systems to operate side by side. Once deployed, systems are scrutinized and tested. Once testing is completed, all administrators, IT staff, and users are trained, the number porting process can begin. #3..
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Table of Contents
Standard Process Overview 2
Project Methodology 4
Project Acceptance 5
Training Included 5
Preferred Project Management Methodology 6
Org Chart or Roles / Responsibilities 7
Risk Assessment 7
VAR / Third Party Alignment 8
System / Load Testing 8
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Standard Process Overview
The following is a high-level overview of the Milestones and tasks included in a RingCentral project plan. A Business Requirements Document (BRD) is used throughout the initial Planning and Design to document the project details. Customer and RingCentral sign off is required at each step of the way to ensure project transparency and success.

A description of the major steps in the migration and implementation process:

RingCentral adheres to PMI best practices by utilizing a Project Life Cycle (PLC), or Waterfall, model for project delivery and building upon it for the modern customer. The project is broken into five stages including Initiation, Planning and Design, Implementation, Control and Monitor, and finally Acceptance and Closure. Traditionally a PLC model requires strict adherence to gating events to move from stage to stage, however RingCentral interjects aspects of Software Development Life Cycle (SDLC), or Agile, modeling to create a unique experience for every customer. Major milestones in the delivery process include:

Initiation – During the initiation stage of the project the RingCentral Project Manager (PM) will partner with the Customer Single Point of Contact (SPOC) to create the project governance and / or Project Management Office (PMO). This will include a mutually agreement upon change management planning, escalation management planning, risk management planning (or register), resource management planning, communication planning, project milestone planning, and Work Breakdown Structure (WBS) creation, to establish the project collateral. During this time the PM and SPOC will bring their respective resources to an internal and external call to review project expectations, project charter, best practices, and next steps. The RingCentral PM will introduce the Customer to any designated support resources and prior to moving to the Planning and Design stage the PM and SPOC should baseline the Scope of Work and Project Plan for a mutual understanding of the goals and process to achieve mutual success.

Planning and Design – During the planning and design stage of the project the PM and SPOC will organize their respective Subject Matter Experts (SME) to review the necessary client data to complete the Business Requirements Document (BRD). RingCentral resources will partner with the Customer to review and document the business requirements in the UC and CC BRD document(s) as the basis upon which the solution is built. A RingCentral Engineer will visit customer designated location(s) to work with the Customer resources focused on gathering the necessary client data to complete the system build-out, submit the port request(s) and to ensure network readiness. Further discovery and discussion is required with the Customer to determine how many locations require on-site Planning and Design services for the UC and CC solutions. Specific details gathered in this stage include call routing details for UC users, user profiles, providing an inventory of main and direct dial numbers, in-depth network mapping and topology, collection of integration requirements for CRM and Third-party systems. Additional data for Contact Center includes information for agents, skills, teams, campaigns, integrations, screen-pops, call routing, multi-channel integration, advanced applications, and inbound call treatment. Throughout the planning and design stage the PM and SPOC track key milestones and deliverables against the baseline project plan, address and track any identified risks in the risk register, and provide status updates to stakeholders via agreed upon dashboard and cadence meetings. Following the completion of the BRD a formal review is held between key stakeholders from RingCentral and the Customer to walk through the entire document in detail. At the conclusion of the final review RingCentral will ask the Customer to sign the final BRD as the trigger that both parties have an agreed upon final design and signal the transition into the implementation stage of the project.

Implementation – During the implementation stage of the project RingCentral will take the complete UC and CC BRD documents and begin execution of the steps necessary to match the build to the design. At this time RingCentral will provide feedback to the Customer on progress via scheduled conference calls and project plan updates. The RingCentral team will also start prepping the Customer team for the Control and Monitor stage. The PM will provide a curriculum of web based training classes for the Contact Center agents, supervisors, and administrators to review and achieve before the transition into the Control and Monitor stage. This web based training provides the foundation for the Contact Center users to understand the basics of the console and reporting applications. RingCentral will work with the customer to complete the network assessment and #3..
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remediation during this time (if it was not completed earlier) to ensure proper configuration for optimal voice quality. The Customer developers will need to participate with any API integration configurations necessary for CRM and Third-party integrations, and the PM and SPOC will work to schedule those resources according to the Resource Plan and Project Plan. At the conclusion of this stage RingCentral will conduct a Quality Assurance (QA) testing prior to handoff to the Customer for User Acceptance Testing (UAT).

Control and Monitor – During the control and monitor stage of the project the Customer will complete UAT on for the UC and CC platforms. RingCentral can provide baseline UAT plans, as needed, but this stage is the opportunity for the Customer to make sure the build completed by RingCentral matches the design completed, and documented, during the Planning and Design stage. The Customer SPOC will work with the RingCentral PM to schedule any instructor guided training sessions for users, agents, supervisors, and administrators during this stage, to build upon the remote web based training classes identified in the curriculum provided in the Implementation stage of the project. During this stage all on-site delivery services and training are completed and staging of all necessary go-live activities are prepared. At the conclusion of all training classes and the Customer UAT, RingCentral and the Customer will conduct a project go/no-go review, or a customer readiness review. During this review RingCentral and the Customer will evaluate the results of the training, and the QA and UAT processes conducted by RingCentral and the Customer respectively. Both parties will evaluate the system and users for readiness and mutually agree to proceed with the scheduled go-live date. RingCentral will request the customer execute a Readiness Checklist as record of mutual agreement to move forward, and the project will transition into the final stage, acceptance and closure).

Acceptance and Closure – During the final stage of the project RingCentral will support the Customer through the scheduled golive and facilitate the transition into day 2 support services. Services performed during a go-live may include porting of customer telephone numbers to RingCentral, final hardware placement, additional training and floor-walking, and/or Contact Center supervisor reports training. Following the successful go live, the RingCentral PM will work with all assigned relationship resources to complete the smooth transfer of ownership from Professional Services into the Customer Success and Support teams.

Project Methodology
All Professional Service engagements include a designated Project Manager skilled in the practice of PMI methodology. The initial Planning and Design follows a comprehensive Business Requirements Document (BRD) that requires signature by both parties for each component. Project initiation (outlined above) can include any number of project governance documents. RingCentral has a vast library of documents in our Project Management Office that we can leverage to align project documents with customer requirements for tracking and documentation. Standard documents included for all projects include:

The RingCentral Project Manager will provide a detailed project plan with milestones and work breakdown structure followed by RingCentral to take the customer from signature to go live as seamlessly as possible and throughout that process guides a high quality product at go live. A customer readiness review (more commonly known as a go/no-go review) is completed for a final risk and issue review before moving into production covering results of the QA and UAT testing, as well as results of the included training sessions. Upon agreement in the readiness review, the go-live is confirmed and resources finalized. At the completion of the scheduled go-live, RingCentral will review any open items, lessons learned, tickets, and / or requested changes with the customer and submit the Project Closure document for review and execution. Acceptance criteria is built into the overall process to drive quality throughout to allow a seamless migration to RingCentral Training Included
RingCentral Office and Contact Center both strive to achieve a high adoption and usability rate for the end users and agents. On the RC Office side that begins during the Planning and Design stage to assign users to "profiles" for similar functionality and usage. This leads to targeted training for end users on the functions and responsibilities most closely tied to their role in the organization. An example is the functional training provided to a billing / accounting resource is different than the training provided to an executive administrator). On the CC side the training provided has a layered approach with one session building upon the next. The CC training starts with providing online pre-recorded general training classes. This serves as the foundation for the agent interface, basic usage, and supervisor functions. The next step is providing remote guided training sessions that target the functionality the agent, supervisor, and administrators will use in their daily life. This is provided remotely via RC Meetings and recorded for the Customer to use for reference back, or future onboarding. The last step is on-site training. In this session the RC trainer will visit the customer location and provide hands on training for the agents, supervisors and administrators to further reinforce the features, functionality, and usage of the new solution. Additional sessions are available after go live, as well as continued education provided at no additional cost via the University page for online education. All provided training services must be scoped into the Statement of Work prior to contracting with Professional Services

1. RingCentral Office
● Administrator Training - 3-4 remote sessions once the client portal has been built. Reviews high level functionality including MACDs and call flow to granular details like advanced rules and roles and permissions. Training sessions conducted by PS Trainer or Project Manager in advance of the first deployment. ● End User Training Remote - Focused around the features/functionality required day one. Typical training sessions are one hour in length to include Q&A. Several sessions are scheduled in advance of site go-live to capture as many users as possible.
● End User Training Onsite - 2-3 group sessions, scheduled in advance, prior to the port. Focused on the features and functions required day 1 to ensure adoption.
● Executive Trainings Onsite - 15-20 minute one on one sessions with senior leadership and Executive Assistants to provide focused feature/function training plus completing personal settings so those users are ready to go when the port takes place.
● Administrative Review Onsite - Once the port has taken place and the system is functioning live, final details are reviewed to ensure proper build out of call flows, groups and settings before site sign off.

2. RingCentral Contact Center
● Administrator Training – RingCentral training resource to provide an overview of the Central and Studio applications to help THE CUSTOMER facilitate the day-to-day operation of the Contact Center ● Agent Training Remote - Focused around the features/functionality required day one. Typical training sessions are one hour in length to include Q&A. Training included for Contact Center agents is “train the trainer” to a subset of the user population
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● Supervisor Training Remote – Focused on the day 2 analytics and reporting for the operation of the Contact Center. Includes features for monitor, barge, coaching, etc. ● Agent Training Onsite (optional) – RingCentral training at the Customer facility to provide instructor led agent and supervisor training to local resources. Implementation Manager would stay for go-live and help with any floor walking and questions pertinent to the Contact Center ● Additional training sessions are available at an additional cost. Some examples include:
a. Advanced IVR Scripting training
b. Scripting integration with multi-media
c. Scripting integration with Web Interactions
d. Outbound dialer training
e. Workforce Optimization
i. Workforce Management
ii. Quality Monitoring
iii. Analytics
After Implementation: RingCentral will also provide THE CUSTOMER access to the RingCentral University which includes ongoing live and on-demand video trainings, self-paced courses and training materials. THE CUSTOMER can customize selfpaced training plans in the RingCentral LMS and keep track of training requirements for compliance. The RingCentral Customer Success Manager aligned to THE CUSTOMER can help plan, coordinate and schedule ongoing customized training programs both onsite and remote at no additional costs to help continue to drive adoption after the initial implementation period has been completed. Additional formal training classes are available from the Professional Services product catalog at an additional cost End User Adoption
RingCentral Office and Contact Center both strive to ensure a high success rate for adoption and usability for the end users and agents. On the RC Office side that begins during the Planning and Design stage to assign users to "profiles" for similar functionality and usage. This leads to targeted training for end users on the functions and responsibilities most closely tied to their role in the organization. An example is the functional training provided to a billing / accounting resource is different than the training provided to an executive administrator). On the CC side the training provided has a layered approach with one session building upon the next. The CC training starts with providing online pre-recorded general training classes. This serves as the foundation for the agent interface, basic usage, and supervisor functions. The next step is providing remote guided training sessions that target the functionality the agent, supervisor, and administrators will use in their daily life. This is provided remotely via RC Meetings and recorded for the Customer to use for reference back, or future onboarding. The last step, which is an optional charge, is on-site training. In this session the RC trainer will visit the customer location and provide hands on training for the agents, supervisors and administrators to further reinforce the features, functionality, and usage of the new solution. Additional sessions are available after go live, as well as continued education provided at no additional cost via the University page for online education
Preferred Project Management Methodology
All Professional Service engagements include a designated Project Manager skilled in the practice of PMI methodology. RingCentral adheres to PMI best practices by utilizing a Project Life Cycle (PLC), or Waterfall, model for project delivery and building upon it for the modern customer. The project is broken into five stages including Initiation, Planning and Design, Implementation, Control and Monitor, and finally Acceptance and Closure. Traditionally a PLC model requires strict adherence to gating events to move from stage to stage, however RingCentral interjects aspects of Software Development Life Cycle (SDLC), or Agile, modeling to create a unique experience for every customer. The initial Planning and Design follows a comprehensive Business Requirements Document (BRD) that requires signature by both parties for each component. Project initiation (outlined above) can include any number of project governance documents. RingCentral has a vast library of documents in our Project Management Office that we can leverage to align project documents with customer requirements for tracking and documentation. Standard documents included for all projects include:

Documentation used during project:
● BRD checklists for both RingCentral Office and Contact Center; ● PMI based project plan (Gantt chart);
● LOA (letter of authorization) for porting;
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● Site network readiness;
● Site implementation completion form;
● Customer readiness report card;
● Final project sign off
Org Chart or Roles / Responsibilities
Project Manager ● Overall owner of the project and delivery services ● Experience ranges from 2-30 years
● Certification and training in PMI / PMP methodology as well as training by RingCentral in technology and delivery services
● Achieved or working toward PMP certification
Build Engineer ● Overall owner of the PBX Planning and Design ● Experience ranges from 2-15 years
● Certification and training by RingCentral technology and delivery services Implementation
Advisor
● Owner of the PBX build following the Planning and Design / BRD document ● Experience ranges from 2-15 years
● Certification and training by RingCentral in technology and delivery services Implementation
Manager
● Owner of the CC build
● Experience ranges from 2-20 years
● Certification and training in RingCentral technology and delivery services On-Site Delivery
Services
● Overall owner of the on-site delivery services
● Experience ranges from 2-20 years
● Certification and training in PMI / PMP methodology as well as training by RingCentral in technology and delivery services
Trainer ● Overall owner of training services Experience ranges from 2-15 years ● Certification and training by RingCentral in technology and delivery services Network Engineering ● Overall owner of Network Services Experience ranges from 10-20 years ● Certification and training by RingCentral in technology and delivery services Risk Assessment

1. Porting the Customer’s numbers is an external risk that can make or break the success of any project. RingCentral submits the port requests early to ensure that, even with potential rejections, the timeline stays on track.

2. Maintaining the project timeline is critical as it relates to scheduling resources both internally and for onsite support. Clear timelines will ensure all stakeholders have visibility into when sites are going live and that the necessary RingCentral and Customer resources are available.

3. Project success often hinges on driving adoption across your end users. Training provides that aspect of the project. RingCentral has a team, RingCentral University, of trained professionals who cater specifically to adult users who can be resistant to change. Training is provided both remotely via webinars and onsite (optional) if included in scope.

4. Client data collection early in the project requires client involvement to provide the necessary user, call routing and porting documentation. The speed and accuracy of this data will determine the how quickly the portal can be built and when the ports can be scheduled.
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VAR / Third Party Alignment
RingCentral Professional Services includes both direct implementation and support services through badged employees. VAR are utilized based on technology alignment and / or location, but all Professional Services are included on RingCentral paper and fully owned by RingCentral for successful delivery of services to the Customer.

Or
RingCentral uses badged employees for the installation of both Contact Center and Office solutions for our customers but can leverage third party contractors for delivery services based on need, bandwidth, and technical expertise. All resources contracted to complete work on behalf of RingCentral are certified to deliver their solution, or specifically licensed for that expertise. Examples of those third parties include NICEinContact to deliver the NICE WFO suite of services, or a MS Dynamics partner to deliver integrations with MS Dynamics. All Professional Services are licensed on RingCentral paper and as such RingCentral is held accountable for the successful delivery of all solutions System / Load Testing
RingCentral provides level of effort to support both Quality Assurance (QA) and User Acceptance Testing (UAT) in the executed SOW. QA testing is traditionally delivered remotely in partnership with the customer development or IT resources to review the core business function against the designed solution, review basic feature / functionality matches the designed request, and ensures proper use cases are accepted. Once QA is successfully completed RingCentral will turn the solution over to the Customer to execute their UAT plan and provide guidance and support where needed / necessary Applications potentially included in the scope include:
● RingCentral Office
● RingCentral Contact Center ACD routing
● Omni-channel integration (email, chat, etc)
● Speech Recognition
● Callback in queue
● Automated outbound dialer
● Workforce Optimization Suite
o Quality Monitoring / Screen Recording
o Workforce Management
Each application will include standalone testing as an individual application prior to integration testing with all related applications via QA and UAT prior to acceptance and go live Test results are provided to the customer for retention and storage after QA and throughout UAT Load testing is completed on the RingCentral Enterprise rather than on the individual business unit. Inbound circuits are not specific to the Customer, but rather a tenant in a cluster, and as such load testing is Not Applicable as the Customer is sharing resources. Network bandwidth requirements are provided to the customer and a network probe is placed on the customer network to gather traffic information to analyze WAN details for RingCentral to review for corrections or recommendations. Load testing to the customer network is available, but additional information and details are required prior to scoping.

Consulting Pre and Post Installation
RingCentral will typically conduct this process in two steps. The simplest way to think of these steps is to break them down into "Pre-sales”, "Post-sales", and “Post Go-live”
● “Pre-sales” – During pre-sales the Ringcentral Contact Center Solutions Engineer will spend time with the customer stakeholders to review The Customer's needs. This discussion can include a review of any existing call flows, existing and desired functionality, additional integrations, and any advanced applications required to achieve The Customer's desired end state. The CC SE will then capture all necessary technical requirements via the Solution Overview (SO) document and review those requirements during a read-back session with The Customer. This document will typically #3..
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cover any high level IVR flows provided by the customer, while providing Professional Services the input to build the level of effort for the implementation quote.
● “Post-sales” – Upon signature The Customer is assigned a Project Manager who would lead the delivery effort to execute against the statement of work. The Project Manager will assign delivery resources to the project team and work with the customer designated Subject Matter Experts (SME) to complete a detailed data collection on the design and build of the Office and Contact Center (including IVR flows). During the discovery process, the assigned RingCentral technical resources will take point on reviewing the provided customer data and make recommendations to current flows and features to best utilize the new system. These resources will consult with the customer and provide them a thorough understanding of the pros and cons of certain flows and features to make the best informed decision on the final IVR flows.
● "Post go-live" - Following the Acceptance of the solution by the customer RingCentral offers post-installation consulting through one-time Professional Services Now services, continued consulting via Health Check and Consulting offers, or through University and follow-on Training services.

Customer Responsibilities

ROLE ROLE DESCRIPTION NAME/NOTES
Executive Sponsor Executive Sponsor of the project.

Project Manager Responsible for success of project and the main contact for the RingCentral team. Responsible to assign customer resources to tasks as defined. For example: train the trainer tasks.

Business Requirements Experts
ACD
Define requirements of ACD/IVR, call flows expert, extensive knowledge of customer experience requirements in terms of call flow. This role should attend RingCentral Contact Center training and should also be responsible for testing call flows.

IT Infrastructure Knowledge of company network, perform ping test, etc., bandwidth, desktop and application support
Telephony Technical PBX knowledge, phone/agent leg knowledge, carrier coordination Agent Trainer(s) This role should attend RingCentral agent training.

Contact Center Managers and
Agent Administrators and
Trainers
Responsible for administering user in RingCentral Contact Center application, setting security profiles as access. Responsible for managing contact center KPI’s and performance reporting. Responsible for training agents on new platform. This role should attend training on Central reporting.

API Development Resource(s) Responsible to assist RingCentral with API integration with any scoped Third Party solution including CRM, Payment System, Database, etc.