Agenda packet — City Council and Authorities Concurrent, July 9, 2024 (part 1 of 4)

City of Santa Clara
Joint Meeting Agenda of the
City Council and Authorities Concurrent &
Santa Clara Stadium Authority Board
Hybrid Meeting
City Hall Council Chambers/Virtual
1500 Warburton Avenue
Santa Clara, CA 95050
5:30 PMTuesday, July 9, 2024
The City of Santa Clara is conducting City Council meetings in a hybrid manner (in-person and continues to have methods for the public to participate remotely). • Via Zoom:
o https://santaclaraca.zoom.us/j/99706759306
Meeting ID: 997-0675-9306
o Phone 1(669) 900-6833
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1. Use the eComment tab located on the City Council Agenda page https://santaclara.legistar.com/Calendar.aspx). eComments are directly sent to the iLegislate application used by City Council and staff, and become part of the public record. eComment closes 15 minutes before the start of a meeting.

2. By email to [email protected] by 12 p.m. the day of the meeting. Those emails will be forwarded to the Council and will be uploaded to the City Council Agenda as supplemental meeting material. Emails received after the 12 p.m. cutoff time up through the end of the meeting will form part of the meeting record. Please identify the Agenda Item Number in the subject line of your email.

NOTE: Please note eComments and Emails received as public comment will not be read aloud during the meeting.

Agendas, Staff Reports and some associated documents for City Council items may be viewed on the Internet at https://santaclara.legistar.com/Calendar.aspx All public records relating to an open session item on this agenda, which are not exempt from disclosure pursuant to the California Public Records Act, that are distributed to a majority of the legislative body will be available for public inspection at the Office of the City Clerk at Sana Clara City Hall, 1500 Warburton Avenue, Santa Clara, CA 95050 at the same time that the public records are distributed or made available to the legislative body. Any draft contracts, ordinances and resolutions posted on the Internet site or distributed in advance of the Council meeting may not be the final documents approved by the City Council. For the final document, you many contact the Office of the City Clerk at (408) 615-2220 or [email protected].

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Joint Council and Authorities Concurrent
& Stadium Authority Board Meeting
Meeting Agenda July 9, 2024
Signing Ceremony - 5:30 PM | Regular Meeting - 7:00 PM
5:30 PM SIGNING CEREMONY
Call to Order in the Council Chambers
Confirmation of Quorum

1. Ceremony for the Friendship City Renewal Between the City of Santa Clara and Icheon City
24-594
7:00 PM JOINT CITY COUNCIL/STADIUM AUTHORITY BOARD MEETING Call to Order in the Council Chambers
Pledge of Allegiance and Statement of Values
Roll Call

CONTINUANCES/EXCEPTIONS/RECONSIDERATIONS

SPECIAL ORDER OF BUSINESS

2.A Recognition of the Santa Clara Women’s League Donation of $12,000 to Support the Senior Center Health & Wellness Case Management Program and the “Be Strong, Live Long 2024”
Health & Wellness Fair
24-371

2.B Recognition of the Recipients of the Silicon Valley Power Sustainable Futures Scholarship Program at Mission College 24-486

CONSENT CALENDAR
[Items listed on the CONSENT CALENDAR are considered routine and will be adopted by one motion. There will be no separate discussion of the items on the CONSENT CALENDAR unless discussion is requested by a member of the Council, staff, or public. If so requested, that item will be removed from the CONSENT CALENDAR and considered under CONSENT ITEMS PULLED FOR DISCUSSION.]

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3.A Board, Commissions and Committee Minutes24-12
Note and file the Minutes of:

3.B Action on Award of Contract for the 2024 Americans with Disabilities Act (ADA) Curb Ramps Project to ASG Builders 24-88

1. Determine that the proposed actions are exempt
from CEQA pursuant to Section 15301 (Existing
Facilities) of Title 14 of California Code of
Regulations;

2. Determine that the proposed actions are exempt
from NEPA pursuant to Section 58.35 (Categorical
Exclusion) of Title 24 of the Code of Federal
Regulations;

3. Award the Public Works Contract for the 2024
Americans with Disabilities Act Curb Ramps
Project to ASG Builders, the lowest responsive and
responsible bidder, in the amount of $543,214, and
authorize the City Manager to execute any and all
documents associated with, and necessary for the
award, completion, and acceptance of this Project,
in final forms approved by the City Attorney; and

4. Authorize the City Manager to execute change
orders up to approximately 15 percent of the
original contract price, or $81,482 for a total not to
exceed amount of $624,696 in final forms approved
by the City Attorney.

Recommendation:

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Meeting Agenda July 9, 2024

3.C Action to Authorize the City Manager to Complete Negotiations and
Execute a Third Phase Agreement with the Northern
California Power Agency (NCPA) for the Purchase of
Renewable Energy from Grace Orchard Energy Center
24-658

1. Authorize the City Manager, or designee, to
complete negotiations, approve, and execute a Third
Phase Agreement (Agreement) with the Northern
California Power Agency for the purchase of
renewable energy from the Grace Solar Facility in an
annual approximate amount of $1.2 to $2 million,
funded by the Electric Utility Fund, subject to the
review and approval as to form by the City Attorney;
and

2. Authorize the City Manager to (a) take any and all
actions as are necessary or advisable to implement
and administer the Agreement; and (b) approve and
execute future amendments to the Agreement so
long as the contract price and term are not modified,
subject to the review and approval as to form by the
City Attorney.

Recommendation:

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3.D Action on Amendment No. 3 to Agreement with Questica, Inc. for the Budget and Financial Planning System
24-631

1. Authorize the City Manager to execute
Amendment No. 3 to the Agreement with
Questica, Inc. to extend the term of the
agreement through August 25, 2029, and
increase the maximum compensation by
$548,038.40 for a revised maximum
compensation of $1,425,076.52, subject to the
appropriation of funds and in a final form
approved by the City Attorney; and

2. Authorize the City Manager or designee to take
any actions as necessary to implement and
administer the Agreement with Questica, Inc.
and negotiate and execute amendments to (a)
add or delete services consistent with the
scope of services, (b) renew the term of the
agreement for up to five years through August
25, 2034, and (c) increase the maximum
compensation for an additional $600,000 for a
total aggregate maximum compensation not to
exceed $2,025,076.52 for the extended term,
subject to the appropriation of funds and the
review and approval as to form by the City
Attorney.

Recommendation:

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Meeting Agenda July 9, 2024

3.E City Council and Authorities Action Delegating Authority: to the City
Manager for the City; the Executive Director for the Santa Clara Stadium Authority; the Contract Administrator for the Sports and Open Space Authority; and the Executive Director for the Housing Authority during the City Council recess from July 17, 2024 through August 19, 2024
24-387
That the City Council/Stadium Authority Board/Sports
and Open Space Authority/Housing Authority:

Adopt a Joint Resolution delegating authority to the
City Manager for City/Executive Officer for Santa
Clara Stadium Authority/Contract Administrator for
Sports and Open Space Authority/Executive Director
for Housing Authority to approve project related
documents during the period from July 17, 2024
through August 19, 2024, and requiring the City
Manager/Executive Director/Contract Administrator to
submit a report on actions taken during the Council
recess at a City Council/Stadium Authority/Sports and
Open Space Authority/Housing Authority meeting in
September 2024.

Recommendation:

3.F Action to Accept the FY 2024/25 and FY 2025/26 California Library Literacy Services (CLLS) English as a Second
Language (ESL) Grant Awards for the Read Santa Clara
Program and Approve the Related Budget Amendments
24-442

1. Accept the total English as a Second
Language (ESL) grant award of $126,327
($61,618 for FY 2024/25 and $64,709 for FY
2025/26) for the Read Santa Clara program;

2. Approve the FY 2024/25 budget amendment in
the Library Operating Grant Trust Fund to
recognize $61,618 in grant revenue and
establish a grant appropriation in the same
amount for ESL Services as part of the Read
Santa Clara program (five affirmative
Council votes required to appropriate
additional revenue).

Recommendation:

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3.G Action to Authorize the Use of City Electric Forces for New Dark Fiber
Installations at 881 Martin Avenue to 1705 Martin Avenue, and at 2434 Calle Del Mundo
24-617

1. Determine the proposed action is exempt from
CEQA pursuant to Section 15303 (Class 3 - New
Construction or Conversion of Small Structures) of
Title 14 of the California Code of Regulations; and

2. Declare and determine in accordance with Section
1310 of the City Charter that the public works
located at 881 Martin Avenue to 1705 Martin
Avenue, and at 2434 Calle Del Mundo are better
performed by the City with its own employees
based on the information set forth in this Report to
Council and authorize the performance of these
public works consistent with this authorization.

Recommendation:

3.H Action on a Resolution Revising the Regular Meeting Date for the Senior Advisory Commission
24-666
Adopt a Resolution revising the Senior Advisory
Commission regular meeting date and time to the
third Monday of each month at 5 p.m.

Recommendation:

PUBLIC PRESENTATIONS
[This item is reserved for persons to address the Council or authorities on any matter not on the agenda that is within the subject matter jurisdiction of the City or Authorities. The law does not permit action on, or extended discussion of, any item not on the agenda except under special circumstances. The governing body, or staff, may briefly respond to statements made or questions posed, and appropriate body may request staff to report back at a subsequent meeting. Although not required, please submit to the City Clerk your name and subject matter on the speaker card available in the Council Chambers.]

CONSENT ITEMS PULLED FOR DISCUSSION

PUBLIC HEARING/GENERAL BUSINESS

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Meeting Agenda July 9, 2024

4. Discussion, Consideration, and Direction to Staff Regarding Actions
to be Taken in Response to the Santa Clara County
Civil Grand Jury Report Entitled “Irreconcilable Differences:

Santa Clara City Council”
24-679
Provide direction on the desired process to develop
the City’s responses for the specified findings and
recommendations outlined in the June 12, 2024 Santa
Clara County Civil Grand Jury Report entitled
“Irreconcilable Differences: Santa Clara City Council”
in time to be submitted to the Civil Grand Jury by the
required response date of September 10, 2024.

Recommendation:

5. A. Discussion and Potential Actions Related to Proposed November 2024 Ballot Measure Authorizing the Issuance of General Obligation Bond Debt to Fund Public Infrastructure; Such Actions to Include the Following:

1. Adoption of a Resolution of Necessity

2. Introduction of an Ordinance Ordering the Submission of a Measure Incurring Bonded Indebtedness to the Voters at the November 2024 General Municipal Election

3. Direction on a Draft Expenditure Plan to be Included with the Measure
B. Discussion and Council Direction on a Proposed Charter Amendment Regarding Public Works Procurement [Charter
Section 1310] to Update the City’s Public Works Bidding and Contracting Authority, Allow for Design-Build Projects and Implement Other Technical Changes
24-180

1. Adopt the Resolution of Necessity determining
necessity to issue bonds.

2. Waive first reading and approve the
introduction of an Ordinance ordering the
submission of the measure incurring bonded
indebtedness for the purpose of the
acquisition, construction, and improvement of
certain municipal improvement projects to City
voters.

3. Provide Direction on a potential Charter
Amendment to update the Public Work Section
1310.

Recommendation:

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Meeting Agenda July 9, 2024

6. Action (1) Authorizing the City Manager to Negotiate and Execute a 20MW Power Purchase Agreement with Bloom
Energy to supply power to Amazon Web Services (AWS) and a separate Offtake Agreement with AWS; and (2) Authorizing the City Manager to Negotiate and Execute up to an additional 80 MW of Power Purchase Agreements with qualified vendors for in-City generation solutions and all needed agreements with Customers.
24-475

1. Authorize the City Manager or designee to
negotiate and Execute a 20MW Power
Purchase Agreement with Bloom or a Bloom
affiliate for Amazon Web Services (AWS) and
a separate Offtake Agreement with AWS,
subject to the review and approval as to form of
the City Attorney;

2. Authorize the City Manager or designee to
Negotiate and Execute up to an additional 80
MW of Power Purchase Agreements for in-City
generation solutions with energy suppliers and
separate Offtake Agreements with other SVP
customers (each individual PPA and Offtake
Agreement cannot exceed 20MW), subject to
the review and approval as to form of the City
Attorney;

3. Authorize the City Manager or designee to
execute all documents, agreements, and
certificates as may be required under the terms
of the agreement, subject to the review and
approval as to form of the City Attorney,
including, but not limited to, collateral
assignment agreements, estoppel certificates,
and performance security documentation, and
take any and all actions as are necessary or
advisable to implement and administer the
agreements; and

4. Authorize the City Manager or designee to
execute any amendments to the agreements
so long as there is no change to their price or
term length.

Recommendation:

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Meeting Agenda July 9, 2024

7. Authorize the City Manager to Execute a Purchase and Sale Agreement
with Feather River Land Trust for the Loyalton
Property.
24-640

1. Determine the proposed action is exempt from
CEQA pursuant to Sections 15312 (Class 12 -
Sale of Surplus Land) of Title 14 of the California
Code of Regulations; and

2. Authorize the City Manager or designee to
execute a Purchase and Sale Agreement
(Agreement) with Feather River Land Trust for
the Loyalton Property in the amount of $6
million and on the terms presented and take
any necessary actions to implement and
administer the Agreement, including, execution
of a grant deed and an assignment agreement.

Recommendation:

REPORTS OF MEMBERS, SPECIAL COMMITTEES AND COUNCILMEMBER 030 REQUEST

CITY MANAGER/EXECUTIVE DIRECTOR REPORT

ADJOURNMENT
The next regular scheduled meeting is on Tuesday, July 16, 2024 in the City Hall Council Chambers.

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Meeting Agenda July 9, 2024
The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision. Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. If a person wishes to challenge the nature of the above section in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of Santa Clara, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.

STREAMING SERVICES: As always, the public may view the meetings on SantaClaraCA.gov, Santa Clara City Television (Comcast cable channel 15 or AT&T U-verse channel 99), or the livestream on the City’s YouTube channel or Facebook page.

Note: The public cannot participate in the meeting through these livestreaming methods; livestreaming capabilities may be disrupted at times, viewers may always view and participate in meetings in-person and via Zoom as noted on the agenda.

AB23 ANNOUNCEMENT: Members of the Santa Clara Stadium Authority, Sports and Open Space Authority and Housing Authority are entitled to receive $30 for each attended meeting.

Note: The City Council and its associated Authorities meet as separate agencies but in a concurrent manner. Actions taken should be considered actions of only the identified policy body.

LEGEND: City Council (CC); Stadium Authority (SA); Sports and Open Space Authority (SOSA); Housing Authority (HA); Successor Agency to the City of Santa Clara Redevelopment Agency (SARDA); Bayshore North Project Enhancement Authority (BNPEA); Public Facilities Financing Corporation (PFFC) Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker." In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities. The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.

Agendas and other written materials distributed during a public meeting that are public record will be made available by the City in an appropriate alternative format. Contact the City Clerk’s Office at 1 408-615-2220 with your request for an alternative format copy of the agenda or other written materials.

Individuals who require an auxiliary aid or service for effective communication, or any other disability-related modification of policies or procedures, or other accommodation, in order to participate in a program, service, or activity of the City of Santa Clara, should contact the City’s ADA Coordinator at 408-615-3000 as soon as possible but no later than 48 hours before the scheduled event.

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MEETING DISCLOSURES
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-594 Agenda Date: 7/9/2024

REPORT TO COUNCIL

SUBJECT
Ceremony for the Friendship City Renewal Between the City of Santa Clara and Icheon City

BACKGROUND
On April 23, 2019, the City Council approved a three-year Friendship City Memorandum of Understanding (MOU) and authorized the Mayor to sign the MOU on behalf of the City of Santa Clara. Since 2022, the representatives from Icheon City have indicated interest in continuing to build their Friendship City relationship with the City of Santa Clara.

The City of Santa Clara has established relationships with three Sister Cities around the world:

Coimbra, Portugal, established on August 4, 1974; Izumo, Japan, established on October 11, 1986; and Limerick, Ireland, established on August 1, 2014. The City of Santa Clara did have a Friendship City relationship with Limerick, Ireland before establishing the more formal Sister Cities relationship.

Sister Cities International defines a Friendship City relationship as the first stage in a relationship between cities before they consider and act on a more formal “Sister City” relationship. A Friendship City relationship is not required prior to two cities establishing an official Sister Cities relationship, nor does it automatically lead to a Sister Cities relationship.

During the past few years, as part of the ongoing relationship, both cities have exchanged letters of greetings for various events and holidays and also to announce newly elected officials. Icheon City has extended invitations to the Mayor for the 2023 and 2024 Icheon Ceramic Festival. In addition, there have been planned visits from Icheon to visit Santa Clara which were postponed. In November 2023, the Municipal Council of Icheon City visited Santa Clara. In late 2023, then-Vice Mayor Kevin Park also visited with the members of the Icheon City Council in the Republic of Korea.

On June 25, 2024, the City Council voted to approve a three-year Friendship City Relationship Memorandum of Understanding (MOU) (Attachment 1) with Icheon City, Republic of Korea, and authorized Mayor Gillmor to sign the MOU on behalf of the City of Santa Clara.

DISCUSSION
Mayor Kim Kyung-hee of Icheon City is leading a Friendship City delegation to Santa Clara on July 8 and July 9, 2024. During the special ceremony on July 9, 2024 City Council meeting, the City will host a MOU signing ceremony for Mayor Kim and Mayor Gillmor to sign the MOU. The public and community are invited to join the ceremony.

This event will formalize the renewed Friendship City relationship between Icheon and Santa Clara for three-years. The City of Santa Clara will continue to work together with the Santa Clara Sister Cities Association and community partners to continue to foster the Friendship City relationship City of Santa Clara Printed on 7/5/2024Page 1 of 2
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24-594 Agenda Date: 7/9/2024
among both cities.

ENVIRONMENTAL REVIEW
This is an information report only and no action is being taken by the City Council and no environmental review under the California Environmental Quality Act (“CEQA”) is required.

FISCAL IMPACT
There is no fiscal impact to the City other than staff time.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the
public information desk at any City of Santa Clara public library.

Reviewed by: Fiona Kirby, Management Analyst, City Manager’s Office Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. 2024 Friendship City Memorandum of Understanding between Icheon City and City of Santa Clara (English version and Korean Version)
City of Santa Clara Printed on 7/5/2024Page 2 of 2
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Memorandum of Understanding (MOU) for Friendship Exchange between lcheon City, Gyeonggi-do Province, Republic of Korea and City of Santa Clara, California, United States of America

lcheon City, Gyeonggi-do Province, Republic of Korea and City of Santa Clara, California, United States of America hereby enter this memorandum of understanding with the aim of promoting development of a relationship, boosting economic cooperation, and enhancing mutual development between the two cities by expanding exchanges in various areas based on the principles of equal and mutual benefits and friendly cooperation and sharing the goal of co- prosperity and world peace. The purpose of exchange between the two cities is to give residents of both cities the opportunity to experience the practical benefits of international exchange through cultural and economic exchanges and the expansion of opportunities for youth education.

WHEREAS, on November 7, 2018, Mayor Gillmor sent a letter expressing the City of Santa Clara's appreciation and interest in building a potential relationship with lcheon City; and, following multiple conversations and meetings with different government officials and community leaders, the Cities of Santa Clara and Icheon signed a Friendship City Memorandum of Understanding on April 24, 2019; and

WHEREAS, the Friendship City Memorandum of Understanding ended in April 2022, but due to the COVID-19 pandemic, representatives from the City of Santa Clara and Icheon City were not able to meet in person to renew the agreement; and

WHEREAS, both Cities have indicated interest in continuing to build a relationship with each other; and

WHEREAS, Sister Cities International defines "Friendship City" as often the first stage in the relationship before partner cities consider establishing an official "Sister City" relationship.

The two cities agree as follows:

1. The two cities shall actively promote exchanges in areas of common interest including science, technology, the arts, sports, education, environmental protection, and corporate activities.

2. The two cities shall strive to actively pursue exchanges in other areas that will contribute to the prosperity of residents and to further enhance the friendship.

3. Based on the agreement of mutual cooperation and direction specified herein, the two cities shall strive to mutually support each other, by organizing and developing experience in friendly urban relations as well as joint activities and future programs:
exchanges between educational institutions, including middle and high school exchange programs, college internships, and support for students studying abroad; organizing events, supporting artist residencies, and facilitating exchanges of cultural groups and performers.

4. Additional activities may be pursued through the efforts of other community groups, including youth exchanges participated in by schools from both cities, with assistance from non-governmental Sister City organizations, such as the Santa Clara Sister Cities Association and its counterpart in lcheon City. Collaboration and partnerships are encouraged between non-governmental and governmental Sister City organizations in both Cities.

5. Both cities shall strive to exchange representatives and/or staff for visits every alternate year, subject to budget appropriations. Each exchange and/or visit shall be reviewed in advance between representatives of lcheon City and the City of Santa Clara.

The intent of the two cities is that this Agreement shall become operative on the Effective Date.

The Effective Date is the date that the final signatory executes the Agreement. The term of this Agreement shall begin on the Effective Date and apply for a period of three (3) years with the option of renewal upon approval of both cities.

lcheon City, Gyeonggi-do Province, Republic of Korea and City of Santa Clara, California, United States of America hereby provide their signatures or seals below to establish a relationship as Friendship Cities, with the belief that the agreement will contribute to the development of friendly relations between the two cities.

_______________________________

Kim Kyung-hee
Mayor
Icheon City
_______________________________

Lisa M. Gillmor
Mayor
City of Santa Clara

대한민국 경기도 이천시와 미합중국 캘리포니아주 산타클라라시
우호 교류를 위한 MOU
대한민국 경기도 이천시와 미합중국 캘리포니아주 산타클라라시는
평등호혜·우호협력의 원칙에 입각하여 각 분야의 교류 확대를 통한
공동 번영 및 세계 평화의 목표를 공유하고, 관계 발전, 경제협력촉진,
양 도시의 상호 발전 도모를 위해 이 MOU를 체결한다.
양 도시 교류는 문화·경제 교류 및 청년 교육 기회의 확대를 통해
주민들이 국제교류의 실질적 효과를 체험할 기회를 제공함을 목적으로
한다.
2018년 11월 7일, 길모어 시장이 이천시와의 잠재적인 관계 구축에
대한 산타클라라시의 감사와 관심을 표출하는 서한을 발송하였고,
다양한 정부 관계자 및 단체장들과의 많은 대화 및 만남을 한 후,
산타클라라시와 이천시는 2019년 4월 24일 우호교류도시 협약 서명을
하였고, 2022년 4월 22일 우호교류도시 협약이 종결된 후, 코로나19
팬데믹으로 인해 산타클라라시와 이천시의 대표자는 협약을 갱신하기
위한 직접적인 만남을 갖지 못했으나, 양 도시는 서로 간의 관계를
구축하는 데 지속적으로 관심을 표명해 왔으며,
국제자매도시협회 (Sister Cities International)는 파트너 도시들이 공식
적인 “자매교류도시”관계를 확립하기에 앞서 “우호교류도시”관계
수립을 그 첫 단계로 정의하는 바, 양 도시는 다음과 같이 동의한다.

1. 양 도시는 과학, 기술, 예술, 체육, 교육, 환경 보호 및 기업 활동 등
공통의 관심 분야에서 적극적으로 교류한다.

2. 양 도시는 시민의 번영과 우정 증진에 기여할 기타 분야의 교류를
적극적으로 추구한다.

3. 양 도시는 여기 명시된 상호협력 및 방향의 합의를 바탕으로 우호
도시 관계 속 공동활동 및 미래지향적 프로그램을 포함한 다양한
경험을 구성하고 개발함으로써 상호교류를 지원한다.
: 중·고등학교 교환학생 프로그램, 대학 인턴십, 학생 해외 유학
지원, 행사 계획, 예술가 레지던시, 문화단체 및 예술가 교류 촉진

4. 산타클라라 자매도시협회 및 이천시 자매도시 교류업무를 담당하는
기관의 지원을 받은 양 도시의 학교가 참여한 청소년 교류 등의 추
가적인 활동들이 지역 단체들의 노력을 통해 이루어질 수 있도록 하며,
이를 위해 양 도시의 민간 및 행정기구 간 협력과 파트너십을 권장한다.

5. 양 도시는 세출 예산 상황에 따라 매년 번갈아 대표자 혹은 직원이
상호 방문하도록 한다. 각각의 교류와 방문은 이천시와 산타클라라시
대표자 간 미리 검토되어야 한다.
양 도시는 본 협약이 발효일로 효력을 발생하는 것을 의도한다.
발효일은 최종 서명자가 협약에 서명한 날짜이다.
이 협약의 기간은 발효일부터 시작하여 3년 동안이며, 두 도시의 승인을
받아 갱신할 수 있다.
대한민국 경기도 이천시와 미합중국 캘리포니아주 산타클라라시는 본
협약이 양 도시간의 우호적인 관계에 기여할 것이라는 믿음과 함께,
아래 서명 또는 직인 날인을 통해 우호 도시로서의 관계를 수립한다.

김 경 희 리사 엠 길모어
시 장 시 장
이천시 산타클라라시
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-371 Agenda Date: 7/9/2024

REPORT TO COUNCIL

SUBJECT
Recognition of the Santa Clara Women’s League Donation of $12,000 to Support the Senior Center Health & Wellness Case Management Program and the “Be Strong, Live Long 2024” Health & Wellness Fair

COUNCIL PILLAR
Deliver and Enhance High-Quality Efficient Services and Infrastructure Enhance Community Engagement and Transparency

BACKGROUND
In accordance with Council Policy 051 Donations to the City, the City Manager’s Office reviewed and approved the receipt of a donation from the Santa Clara Women’s League in the amount of $12,000 to support the Senior Center’s Health & Wellness Case Management Program and the “Be Strong, Live Long 2024” Health & Wellness Fair. The donation is consistent with the City’s goals and objectives and is in the best interest of the City.

Per the Council Policy for a donation of $1,000 or more, the donor shall be invited to a Council Meeting to be recognized under Special Order of Business and receive a letter of acceptance and appreciation signed by the Mayor and City Manager.

DISCUSSION
For 39 years, the Santa Clara Women’s League has hosted an annual Showtime melodrama in support of the City’s Senior Center Health & Wellness Case Management Program. This year’s donation, in the amount of $12,000, will help support public health education services including the “Be Strong, Live Long 2024” Health & Wellness Fair, navigation of healthcare and social service systems, care management services, social engagement, education and fitness classes, and public health screenings to older adults in the Santa Clara Community. The donation will benefit the City through increased community engagement, collaboration, and support of the City’s own senior activities, encouraging others to financially support needed community services.

The Special Order of Business will recognize the Santa Clara Women’s League for their donation and continued collaboration and support of City programs.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment.

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24-371 Agenda Date: 7/9/2024

FISCAL IMPACT
The acceptance of the donation of $12,000 from the Santa Clara Women’s League allows the Senior Center Health & Wellness Case Management Program to provide additional public health and social services, including supplies and materials for presentations and special events. Council approved the appropriation of the donation in the Parks & Recreation Operating Trust Fund as part of the March and April FY 2023/24 Monthly Financial Reports presented on June 25, 2024.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public
information desk at any City of Santa Clara public library.

Prepared by: Jennifer Herb, Recreation Supervisor
Reviewed by: Cynthia Bojorquez, Assistant City Manager and Acting Director - Parks & Recreation Department
Approved by: Jovan D. Grogan, City Manager
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City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-486 Agenda Date: 7/9/2024

REPORT TO COUNCIL

SUBJECT
Recognition of the Recipients of the Silicon Valley Power Sustainable Futures Scholarship Program at Mission College

BACKGROUND
On June 7, 2022, the City of Santa Clara City Council unanimously approved the Silicon Valley Power Sustainable Futures Scholarship Fund (SVPSF) aimed at providing scholarships to future leaders in sustainability, clean energy, and related fields. The goal of the program is to develop a pipeline of strong, diverse future leaders in sustainability and clean energy sectors.

The innovative, five-year program with Mission College is funded by a $125,000 grant from Silicon Valley Power (SVP) and is designed to expose students to skill sets that allow them to compete for emerging green jobs. The skill requirements in the green jobs sector are expanding rapidly, particularly in the Bay Area, where energy, sustainability and climate drivers are leading the way in accelerating this field. Selected students use the funds to attend and receive advanced opportunities at Mission College.

DISCUSSION
At the July 9, 2024 City Council meeting, the City Council will recognize recipients of the Silicon Valley Power Sustainable Futures Scholarship Fund from Mission College:

1. Dulce Anding: Second year student, Vocational Nursing

2. Leticia Santos De Souza: Second year student, Biology

3. Casey Chang: Fourth year student, Environmental Science

4. J Perez: Fourth year student, Justice Studies

5. Priscila G de Franca Moreira: Second year student, Political Science

6. Christina Walsh: Third year student, English

7. Chloe Richardson: Third year student, Vocational Nursing

8. Megan Badrak: Fifth year student, Biology

9. Hieu Pham: Second year student, Social Justice Studies

10. Amelia Nguyen: First year student, Psychology

Accordingly, the action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect City of Santa Clara Printed on 7/5/2024Page 1 of 2
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24-486 Agenda Date: 7/9/2024
changes in the environment.

FISCAL IMPACT
Funding for this project was authorized on June 7, 2022 under Council item 22-655 and funds are budgeted in SVP's Electric Utility Fund in the advertising and community promotion operating budget.

COORDINATION
This report was coordinated with the City Manager’s Office and Silicon Valley Power.

Reviewed by: Michelle Templeton, Acting Assistant City Manager, City Manager’s Office Approved by: Jovan D. Grogan, City Manager
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City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-12 Agenda Date: 7/9/2024

REPORT TO COUNCIL

SUBJECT
Board, Commissions and Committee Minutes

COUNCIL PILLAR
Enhance Community Engagement and Transparency

RECOMMENDATION
Note and file the Minutes of:

City / Mission College Liaison Committee - November 2,2023 Governance and Ethics Committee - March 4, 2024
Governance and Ethics Committee - June 3, 2024
Parks & Recreation Commission - May 21, 2024
Senior Advisory Commission - April 22, 2024
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City of Sa
nta Clara | Mission College Liaison Committee
Mission College, Conference Room SEC 339
3000 Mission College Blvd. Santa Clara
MEETIN

G AGENDA
November 2, 2023
2:30 p.m.

City Committee Members: Mission College Members:

Mayor Lisa M. Gillmor, Member Bradley Davis, Chancellor Councilmember Karen Hardy, Chair
Councilmember Anthony Becker, Member
Seher Awan, Mission College President
Adrienne Grey, Board President
Anne Kepner, Board Vice President
Robert Owens, Board Member
City Staff: Mission College Staff:

Cynthia Bojorquez, Assistant City Manager Rebecca Alvarez, Executive Assistant Maria Le, Assistant to the City Manager
Michael Liw, Assistant Director Public
Works

CALL TO ORDER AND ROLL CALL
Chair Karen Hardy called the meeting to order at 2:32 pm.

PUBLIC PRESENTATIONS
There were no public comments.

GENERAL BUSINESS

1. Approval of Minutes
a. April 21, 2021
Motion made by Board Vice President Anne Kepner, seconded by Mayor Lisa Gillmor, to approve the minutes of April 21, 2021. Motion passed unanimously.

2. Report from West Valley-Mission Community College District a. West Valley-Mission Community College District Updates Mission College Chancellor Bradl ey Davis presented information on free tuition and childcare options for students. Chancellor Davis also discussed student housing and efforts to remove barriers to access . Chancellor Da vis closed by encouraging all to enjoy the tour of Mission College following the meeting. Chancellor Davis answered questions from the Committee.

City of
~~~r~~h ~Iara at s Possible
-MISSION

COLLEGE

SANTA CLARA
b. Mission College Updates
Mission College Pres ident Seher Awan provided upda tes on Mission College’ s rebranding efforts, discussed school innovation and future community needs. President Awan reviewed the school’s role as a respon sive community partner and provided an overview of workforce development, economic mobility, and equity at Mission College.

President Awan provided information on past and future c ommunity engagement events, reviewed enrollment numbers, program highl ights, a nd new grant funding.

Mission College has been recognized with multiple awards and accolades . Pres ident Awan discussed Mission College ’s holistic mindset regarding students and its commitment to making education accessibl e. President Awan answered questions from the Committee.

3. Discussion of Safe Routes on Campus
Committee Chair Karen Hardy discussed the lack of interconnected bicycle routes to campus, and asked about future plans to enhance interconnec tivity both on- campus and leading int o Mission Coll ege. Michael Liw, Assistant Director Public Works for the City of Santa Clara, spoke to current City initiatives focused on enhancing trail use. The Committee discussed bike lane options on campus and in the nearby neighborhood.

4. Feasibility of a Joint Internship Program
Mayor Gillmor discussed the need for joint internship opportunities and inquired about available state funding. President Awan identified several funding sourc es available for internships .

Councilmember Anthony Becker noted paid internships should be a priority.

5. Collaboration between City and Mission College on Future Workforce Development Chair Hardy discussed the need for a collaborative, multi -jurisdictional approach to security issues adjacent to the creeks running near Mission College and in Santa Clara.

Mayor Gillmor discussed enhancing collaboration possibilities between specific industries and Mission College. She noted the importance of creating programs and tailoring classes targeted specifically to the City of Santa C lara, as well as the associated benefits in partnering with specific industries.

6. Future Meeting Schedule
a. D iscussion on Schedule Options: Twice a year or Quarterl y (January, March, June, September)
The committee agreed to meet twice per year going forward. b. A genda building for next meeting
No discussion on this item.

ADJOURNMENT
The meeting adjourned at 3:30 P.M.

City of Santa Clara
Meeting Minutes
Governance and Ethics Committee
1:00 PM City Hall – Council Chambers / Hybrid
1500 Warburton Avenue
Santa Clara, CA 95050
03/04/2024

CALL TO ORDER AND ROLL CALL
Chair Chahal called the meeting to order at 1:01 p.m.

Chair Raj Chahal, Member Suds Jain, and Member Kevin ParkPresent 3 -

CONSENT CALENDAR

1. 24-240 Approval of the December 4, 2023 Governance and Ethics Committee Meeting Minutes
Recommendation: Approve the minutes of the December 4, 2023 Governance and Ethics Committee meeting
Committee Member Jain motioned and seconded by Committee Member Park to approve the December 4, 2023 minutes.

Aye: Chair Chahal, Member Jain, and Member Park3 -

PUBLIC PRESENTATIONS
No public presentations were made.

GENERAL BUSINESS

Page 1 ends

03/04/2024Governance and Ethics Committee Meeting Minutes

2. 24-988 Review and Discussion on Email Retention Policy Recommendation: Consider and Direct Staff to Develop Possible Modifications to the City’s Email Retention Policy for City Council and Potentially other forms of City Council communications, for ultimate Consideration for Approval by the City Council
Staff presented information on the current email retention policy for City emails which is currently 90 days. The Committee discussed options to move from 90 days to two year retention policy for City Councilmembers.

Committee Member Jain also brought up text messaging retention and storage. Staff shall return to a future Committee meeting with additional information in regards to text messaging.

The Committee directed staff to bring forth to the full Council the recommendation to change email retention for City
Councilmemebers from 90 days to two years.

3. 24-1267
Report and Request for Direction on Proposed Amendments to SCSC Chapter 2.155 (“Regulation of Lobbying Activities”) and SCSC Chapter

2.160 (“Calendars of Certain City Officials”) to Better Align the Requirements
Recommendation:

Provide direction on the proposed amendments to SCSC Chapter 2.155 (“Regulation of Lobbying Activities”) and SCSC Chapter 2.160 (“Calendars of Certain City Officials”).

Staff presented information regarding proposed amendments to SCSC Chapter

2.155 and SCSC Chapter 2.160. The Committee had a
discussion on the staffing needs for regulation and enforcement of the Lobbying Ordinance. Staff will return to a future Committee meeting with a staffing analysis and conduct benchmarking to review other jurisdiction's ordinances.

Page 2 ends

03/04/2024Governance and Ethics Committee Meeting Minutes 24-244. Review and Discussion on Council Policy 020 (“Proclamations, Commendations and Certificates of Recognition”) and Council Policy 009 (“City Representation at Meetings, Ceremonies and Special Events”) Recommendation:

Make Recommendations, if any, to amend Council Policy 020 (“Proclamations, Commendations and Certificates of Recognition”) and amend Council Policy 009 (“City Representation at Meetings, Ceremonies and Special Events”), for further development by staff if necessary/appropriate, for the ultimate consideration by City Council Staff presented information on the current procedures for Council Policy 020 (“Proclamations, Commendations and Certificates of Recognition”) and Council Policy 009 (“City Representation at Meetings, Ceremonies and Special Events”) which included benchmarking and procedures from nearby cities. The Committee discussed options to amending the policy to include Council District recognition from City Councilmembers and the addition of City Councilmembers' signatures on recognition items.

Staff presented the current procedures for Council Policy 009 (“City Representation at Meetings, Ceremonies and Special Events”). The Committee discussed options to allow City Councilmembers to address the public as a speaker, in addition to the Mayor for ceremonial events.

Based on the Committee feedback, staff will return to a future Committee meeting with options for further review and discussion on amending Council Policy 020 and Council Policy 009.

5. 24-233
Action on the 2024 Governance and Ethics Committee Workplan Recommendation: Approve the 2024 Governance and Ethics Committee Workplan with any additional amendments.

Staff presented the tentative Governance and Ethics Committee workplan for 2024. Committee members brought forth additional items for consideration for the workplan. Member of the public Tom Shanks noted the workplan should include an item on Ethics. Staff will return to the next Committee meeting with a revised workplan based on the feedback.

Committee member Jain motioned and Chair Chahal seconded the motion to approve recommended Governance and Ethics Workplan.

Aye: Chair Chahal, and Member Jain2 -
Excused: Member Park1 -

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03/04/2024Governance and Ethics Committee Meeting Minutes

6. 24-258 Discussion Regarding the Start Time of City Council/Stadium Authority, Special and Closed Session Meetings
Recommendation: Discuss current practices for scheduling closed sessions or special meetings, and provide feedback on potential changes, if any, to the process for consideration by the City Council.

Staff provided information on the process to determine start times for City Council meetings
and Closed sessions, including procedures to poll the
City Councilmembers for availability. The Committee made no action on this item.

STAFF REPORT
None.

COMMITTEE MEMBER REPORTS / FUTURE REFERRALS FOR CONSIDERATION None.

ADJOURNMENT
Chair Chahal adjourned the meeting at 3:01 p.m.

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03/04/2024Governance and Ethics Committee Meeting Minutes

MEETING DISCLOSURES
The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision. Under Section 1094.6, any lawsuit or legal challenge to any
quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. If a person wishes to challenge the nature of the above section in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of Santa Clara, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.

If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker."
In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities. The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.

Individuals who require an auxiliary aid or service for effective communication, or any other disability- related modification of policies or procedures, or other accommodation, in order to participate in a program, service, or activity of the City of Santa Clara, should contact the City’s ADA Coordinator at 408-615-3000 as soon as possible but no later than 48 hours before the scheduled event.

Page 5 ends

City of Santa Clara
Meeting Minutes
Parks & Recreation Commission
Draft
7:00 PM Hybrid Meeting
Cafeteria - City Hall East Wing
1500 Warburton Avenue
Santa Clara, CA 95050
05/21/2024
Commissioner Brittany Ricketts will be participating from the following remote location:

Club Wyndham Resort, Club Wyndham Royal Sea Cliff
75-6040 Alii Drive, Kailua-Kona, HI 96740
The City of Santa Clara is conducting the Parks & Recreation Commission meeting in a hybrid manner (in-person and a method for the public to participate remotely).

Via Zoom:
https://santaclaraca.zoom.us/j/91316665755
Meeting ID: 913 1666 5755
Or join by phone: 669-900-6833

CALL TO ORDER AND ROLL CALL
Chair Caldwell called the meeting into order at 7:03 PM.

Chair Dana Caldwell, Commissioner Maureen Chu, Commissioner Eversley Forte, Commissioner Kelly Cox, Vice Chair Sajid Hai, and Commissioner Vikas Gupta
Present 6 -
Commissioner Brittany RickettsAbsent 1 -
Commissioner Hai made a motion, seconded by Commissioner Chu to excuse Commissioner Ricketts.

Aye: Chair Caldwell, Commissioner Chu, Commissioner Forte, Commissioner Cox, Vice Chair Hai, and Commissioner Gupta 6 -

Absent: Commissioner Ricketts1 -

CONSENT CALENDAR

Page 1 ends

Commissioner Brittany Ricketts was absent from the Parks & Recreation Commission meeting, and was unable to participate from the remote location due to unforeseen changes to her scheduled travel arrangements. 05/21/2024Parks & Recreation Commission Meeting Minutes

1. 24-447 Action on the Parks & Recreation Commission Minutes of the April 16, 2024 Meeting
Recommendation: Approve the Parks & Recreation Commission Minutes of the April 16, 2024 Meeting.

Commissioner Chu made a motion, seconded by Commissioner Gupta to approve the minutes of the April 16, 2024 Parks & Recreation Commission Meeting.

Aye: Chair Caldwell, Commissioner Chu, Commissioner Forte, Commissioner Cox, Vice Chair Hai, and Commissioner Gupta 6 -
Excused: Commissioner Ricketts1 -

PUBLIC PRESENTATIONS
None.

GENERAL BUSINESS

2. 24-502 Action on Applications from Non-Profit Organizations Serving Youth or Seniors in Santa Clara to Provide Volunteer Support at the 2024 Art & Wine Festival
Recommendation:

It is recommended that the Commission receive the presentations, consider the proposals, and provide a recommendation to staff on the eligibility of the applicants to provide the required services.

Commissioner Chu made a motion, seconded by Commissioner Hai that the four (4) applicants, Santa Clara Schools Foundation, Santa Clara Police Activities League, Santa Clara Parade of Champions, and the Santa Clara High School PTSA be selected as the non-profit organizations to support the 2024 Art & Wine Festival.

Aye: Chair Caldwell, Commissioner Chu, Commissioner Forte, Commissioner Cox, Vice Chair Hai, and Commissioner Gupta 6 -
Excused: Commissioner Ricketts1 -

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05/21/2024Parks & Recreation Commission Meeting Minutes

3. 24-529 Review of the Proposed FY 2024/25 & FY 2025/26 Biennial Capital Improvement Program Budget
Recommendation: It is recommended that the Commission:

1. Provide feedback, as deemed appropriate, as it relates to projects under the purview of the Department of Parks & Recreation; and

2. Note and file the report.

The Commission received the report, noted that prioritized parks projects are moving forward with proposed funding of the design phase. The Commission is now aware of the level of capital needs for parks projects in the context of citywide unfunded capital needs.

Commissioner Chu made a motion, seconded by Commissioner Gupta to note and file the report.

Aye: Chair Caldwell, Commissioner Chu, Commissioner Forte, Commissioner Cox, Vice Chair Hai, and Commissioner Gupta 6 -
Excused: Commissioner Ricketts1 -

Page 3 ends

05/21/2024Parks & Recreation Commission Meeting Minutes

4. 24-469 Status Update on the Progress Made on the FY2023/24 Parks & Recreation Commission’s Work Plan Goals
Recommendation: 1. Review the FY2023/24 Commission Workplan and identify any proposed edits that may be desired.

2. Note and file the updates from the Subcommittees.

Goal A: Review park site and facility condition assessments and recommend priorities given existing and anticipated service levels and available resources.

A: The Commission received the respective QR Codes to access the visitation forms electronically for special events, parks, and aquatic facilities. Commissioners were able to access the forms from their smart phones and are eager to evaluate park visits, special events and aquatic facilities.

Goal B: 1) Review and solicit community input on the existing City park rehabilitation projects based on the current Capital Improvement Program (CIP) budget and schedule; and 2) Review residential developer proposed schematic designs for new neighborhood parks that serve new residential development.

B1: No update.

B2: No update.

Goal C: 1) Host and develop recommendations for the annual Santa Clara Art & Wine Festival 2024; and 2) Participate in Citywide special events.

C1: No update.

C2: No update.

Goal D: Partner with one other City commission to build/expand on at least one existing Parks & Recreation event by adding an extra element for patrons to interact with during the event.

D: No update.

Goal E: Participate in the Parks & Recreation Master
Plan process.

E: The Parks & Recreation Department will be initiating the

Page 4 ends

05/21/2024Parks & Recreation Commission Meeting Minutes community outreach for the Parks & Recreation Master Plan at the June 18, 2024 regular meeting with the design
consultant, WRT Design.

Goal F: Consider the annual budget of the Parks & Recreation Department during the budget
preparation process and make recommendations
with respect thereto to the City Manager and City Council.

F: The Commission received and reviewed the City's Capital Improvement Program (CIP) Budget that was published on May 1, 2024.

Staff presented the CIP Budget with special focus on parks and recreation related projects, and in the context of citywide unfunded capital needs.

The Commission voted to note and file the report.

Commissioner Cox made a motion, seconded by Commissioner Hai to update the Measurable Objectives for FY 2023/24 Work Plan Goals to indicate wherever a percentage of the Commission is stated, it should reflect 100% Commission participation, and commissioner site visits should reflect at least one (1) visit per month.

Aye: Chair Caldwell, Commissioner Chu, Commissioner Forte, Commissioner Cox, Vice Chair Hai, and Commissioner Gupta 6 -
Excused: Commissioner Ricketts1 -

Page 5 ends

05/21/2024Parks & Recreation Commission Meeting Minutes

STAFF REPORT
Assistant City Manager Bojorquez:

The 4th of July event is a partnership with Mission College, Great America, and Silicon Valley Power. She acknowledged staff has done an amazing job in preparing for the event on a short timeline.

The City is continuing to meet with aquatic user groups, while working on options for the aquatic facilities since the ISC was closed. The City is looking at various cost options. When those options are brought forward, staff encourages all commissioners to attend the meeting(s) to become familiar with the options, and to help communicate the needs and priorities of the community.

The ballot measure item will be going to Council on July 9th and July 16th.

Those will be key dates when Council will decide on the actual language that will go on the ballot measure.

The Montague Park Ribbon-Cutting Event will be on Wednesday, May 22, 2024 at 2:00 PM. The ribbon cutting for Westwood Oaks Park is expected in July, and the Magical Bridge All-Inclusive Playground ribbon cutting is expected in August.

Next month, the Commission will receive a presentation about the Parks Master Plan, which will provide another opportunity for the Commission to engage with the community and advocate for parks.

Youth Sports Field User Group meeting will be scheduled soon and continue dialogue about field use interests.

July is Parks & Recreation Month.

Deputy Parks Director Seale:

Last month, the City had a community meeting at Lawrence Station Area parks.

Seven of the eight parks in the area have been transferred and accepted by the City. There were a lot of questions about the dog park and park rules. Over 60 residents attended. The community expressed concerns about noise impacts on neighbors who live immediately adjacent to the dog park. The dog park opened the week of May 13. The hours of operation start at 7:00 AM, with closure at 1/2 hour after sunset. There is signage at both areas of the dog park stating the hours of operation, and to be considerate of neighbors regarding noise levels.

The community is also providing feedback through the My Santa Clara app. All park patrons and Commissioners are encouraged to use the My Santa Clara app to report maintenance items in the City. The City is monitoring feedback from the community regarding the usage of the park, and will keep the Commission informed over the next few months.

Safety remediation work is ongoing at the International Swim Center. The current focus is on removing potential falling debris from the canopy above the grandstands. Contractors are expected to complete mitigation work at the end of the month as planned.

Page 6 ends

05/21/2024Parks & Recreation Commission Meeting Minutes Recreation Manager Castro
The 4th of July Celebration at Mission College will have 12 food trucks, and lawn games for the community. Activities and entertainment include: Mustache Harbor, and Yacht Rock headliner David Martin's House Party Band. The Santa Clara Vanguard and the Santa Clara Dance Team will be performing, and there will be a welcome/flag ceremony. The Parks & Recreation Commission will be invited on stage at 5:15 PM. Mission College has offered free parking on campus for the community.

The Health & Wellness Fair was held on Friday, May 17 at the Senior Center.

Approximately 300-400 people attended. Seniors received valuable information about resources, staying fit, and aging in place.

Dance Recital: About 400 dancers performed in over six different shows, and an audience of 200+ attended each show.

Recreation Swim and summer programs will start soon.

Fun Facts: (1)The Youth Pass is available for the academic school year for $35/year, which allows for access to the Skate Park, and access to free activities at the Teen Center, and Recreation Swim; and (2) The Senior Premium Pass includes access to the fitness center at the Senior Center, Lap Swim and Recreation Swim at any City pool.

Page 7 ends

05/21/2024Parks & Recreation Commission Meeting Minutes

COMMISSIONERS REPORT

ADJOURNMENT
Chair Caldwell
He plans to be at the Montague Park Ribbon Cutting on Wednesday, May 22. He attended the Community Meeting at the Lawrence Station Area community building on April 18. The meeting covered a lot of park operations information and community input on multiple topics, which included safety and crime concerns that are impacting residents in the area. Assistant City Manager Bojorquez followed up with Santa Clara PD regarding the community's concerns.

Commissioner Chu
Parks & Recreation Department staff did an amazing job with the recital. She plans to attend the Montague Park Ribbon Cutting on May 22 and expressed that it's fantastic to have so many new parks and renovated parks on the north side of Santa Clara, including Agnew Park, Fuller Street Park, Fairway Glen Park and now Montague Park. "It's great work!”
Commissioner Cox
She is excited to attend the Montague Park Ribbon-Cutting on Wednesday, May

22. The water in the creeks and near the trails is getting low so the garbage in the creeks is now more obvious. However, it's still been nice to get outside again.

Commissioner Forte
He spent time training over at Reed & Grant Sports Park and attended the Cinco de Mayo Festival in San Jose.

Commissioner Gupta
He plans to attend the Montague Park Ribbon-Cutting, and is excited to see what the park looks like after the rehabilitation project. He attended the CCS Swimming Championships at Independence High School. He feels sad that the ISC was not able to host the meet.

Commissioner Hai
He visited Jenny Strand Park. He was especially pleased with how incredible Westwood Oaks Park looks now, and that it looks very different from the old park.

Commissioner Chu made a motion, seconded by Commissioner Hai to adjourn the meeting at 9:07 PM until the next regular meeting of the Parks & Recreation Commission on Tuesday, June 18th at 7:00 PM.

Aye: Chair Caldwell, Commissioner Chu, Commissioner Forte, Commissioner Cox, Vice Chair Hai, and Commissioner Gupta 6 -

Page 8 ends

Excused: 1 - Commissioner Ricketts
05/21/2024Parks & Recreation Commission Meeting Minutes

MEETING DISCLOSURES

Page 9 ends

The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision. Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. If a person wishes to challenge the nature of the above section in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of Santa Clara, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.

If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker."
In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities. The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.

Agendas and other written materials distributed during a public meeting that are public record will be made available by the City in an appropriate alternative format.

Contact the City Clerk’s Office at 1 408-615-2220 with your request for an alternative format copy of the agenda or other written materials.

City of Santa Clara
Meeting Minutes
Senior Advisory Commission
Draft
10:00 AM Hybrid Meeting
Santa Clara Senior Center
Room 205
1303 Fremont Street
Santa Clara, CA 95050050
04/22/2024
The City of Santa Clara is conducting the Senior Advisory Commission meeting in a hybrid manner (in-person and a method for the public to participate remotely).

Via Zoom:
https://santaclaraca.zoom.us/j/97590069803
Meeting ID: 975 9006 9803
Or join by phone: 669-900-6833

CALL TO ORDER AND ROLL CALL
A regular meeting was called to order by Chair Hubbard at 10:04 a.m.

Vice Chair Edmund Drozek, Commissioner Tom Freitas,
Commissioner Veena Sterling, Commissioner Rick Andrews, Present 6 -
Commissioner Maria Vaz (arrived at 10:23 a.m.), and Commissioner Srinivasan Manivannan
A motion was made by Commissioner Sterling, seconded by Commissioner Andrews, to excuse Commissioner Hubbard. The motion carried with the following vote.

Aye: Vice Chair Drozek, Commissioner Freitas, Commissioner Sterling, Commissioner Andrews, and Commissioner Manivannan
5 -

Absent: 2 - Chair Hubbard, Commissioner Vaz

Page 1 ends

Absent 1 - Chair Judy Hubbard
04/22/2024Senior Advisory Commission Meeting Minutes
24-358 Review and Approve the Senior Advisory Commission Minutes of March 25, 2024
Recommendation: Approve the Senior Advisory Commission Minutes of March 25, 2024 A motion was made by Commissioner Andrews, seconded by
Commissioner Freitas, to approve the Minutes of March 25, 20224.

The motion carried with the following vote.

Aye: Vice Chair Drozek, Commissioner Freitas, Commissioner Sterling, Commissioner Andrews, and Commissioner Manivannan 5 -

Absent: 1 - Comissioner Vaz
Excused: 1 - Chair Hubbard
None

GENERAL BUSINESS

Page 2 ends

CONSENT CALENDAR
24-359 Discussion and Review of Subcommittee Updates on the Status of FY2023/24 Senior Advisory Commission Work Plan & Goals
Recommendation: Staff recommends that the Commission note and file the subcommittees verbal status progress reports.

Goal 1.a. Provide an update on low-income vs. affordable housing educational presentation at Senior Advisory Commission meetings. - Commissioners Hubbard and Manivannan reached out to the Housing and Community Services Division to request a presentation at an upcoming Senior Advisory Commission meeting and were informed that staff schedules are booked until the Fall.

Goal 2.a. Report out on last meeting with City Staff regarding pickleball updates.
- Commissioner Freitas attended the April Parks & Recreation Commission meeting to advocate for dedicated pickleball courts at Central Park.

Goal 3.a. Provide update on transportation resources presentation at the Senior Center
- No Update

PUBLIC PRESENTATIONS
04/22/2024Senior Advisory Commission Meeting Minutes

Page 3 ends

24-360
Goal 3.b. Report out on the last Bicycle & Pedestrian Advisory Committee meeting.
- Commissioners Drozek and Freitas attended the April BPAC meeting which included discussion on the Monroe Bike Lane Project.

Goal 4.a. Provide an update on the review process of the 2017 Senior Needs Assessment
- This item was deferred to the June meeting.

Goal 5.a. Report out on the ADA Committee meeting.
- No Update
Goal 5.b. Provide update on the latest promotional opportunities. - No Update
Goal 5.c. Provide update on the Senior Advisory Commissioner Exhibitor booth.
- Recreation Supervisor Herb sent an informational handout to the sub-committee for review. A magnifier card was ordered for the booth to hand out to the public.

Review the 2017 Senior Needs Assessment, Provide Input on Survey Content and Develop an Outreach Plan to Conduct a New Community Survey in 2024
Recommendation: It is recommended that the Commission review the Senior Needs 24-361
Assessment and provide feedback on content and outreach efforts to be incorporated into the development of a 2024 survey.

The Commission continued to review the survey questions and to consider recommended changes. The Commission will continue it's review at the June meeting and begin discussing the survey format.

Discussion and Action to Recommend Council Adoption of a Resolution to Change the Meeting Schedule of the Senior Advisory Commission for FY 2024/25 and Calendar Year 2025
Recommendation: It is recommended that the Senior Advisory Commission review the proposed resolution, together with the proposed calendar of meetings, and provide direction to staff on whether to forward a recommendation to the City Council for final consideration.

The Commission reviewed the resolution change prepared by staff and determined that the recommended date change would not work for all current Senior Advisory Commissioners.
04/22/2024Senior Advisory Commission Meeting Minutes

Page 4 ends

STAFF REPORT
The Commission brainstormed alternative days and times for future Senior Advisory Commission meetings. The Commission suggested a meeting on the 3rd Monday of the month from 5 - 7 p.m. would be more conducive for Commissioners to attend.

The Commission directed staff to prepare a resolution to change the meeting schedule and bring that to the June meeting for review.

Recreation Supervisor Herb shared the following:
- The Senior Center is holding two Community Input meetings fo r individuals 50+ that are interested in a Senior Travel Program. The meetings are Tuesday, April 30 from 10 - 11 a.m, and Wednesday, May 1 from 5:30 - 6:30 p.m.
-
The Senior Center is hosting the 8th Annual "Be Strong, Live Long Health & Wellness Fair on Friday, May 17 from 10 a.m - 1 p.m.

Recreation Manager Castro shared the following:
- There are flyers for SV Hopper and current housing lists in the Senio r Center resource areas on both levels of the building.
- Summer Activity Guide posted on Friday, April 19. Registration fo r residents begins April 23.
- Summer Concert Series kicks off in June with 5 concerts. Concerts will be held at Live Oak Park, 641 Moreland Way or Central Park Pavilion, 909 Kiely Blvd. from 6:30-8 p.m.
- Some park sites have been equipped with outdoor activities such a table tennis, Corn Hole, and activity tables. Information can be found in the Activity Guide.

COMMISSIONERS REPORT
Commissioner Manivannan attended Citizenship Day on April 20 at San Jose City College.

Commissioner Freitas shared that he attended the Patrick Henry Drive Community meeting to advocate for seniors. He encouraged the Commission to attend future meetings to voice their interest in senior activities. Commissioner Drozek added that there are 90 spaces for bicycles and space for cargo bikes at the Patrick Henry Drive development which is near the Calabazas Trail.

Commissioner Sterling left at 11:52 a.m.
04/22/2024Senior Advisory Commission Meeting Minutes
Commissioners Drozek, Freitas and Manivannan shared that they attended the Council Priority Setting Session.

Commissioner Vaz asked if she could bring a flyer for the Stanford Alzheimer Program at the Palo Alto VA Hospital.

Page 5 ends

ADJOURNMENT
A motion was made by Commissioner Andrews, seconded by
Commissioner Freitas that the meeting be adjourned at 11:57 a.m.

Aye: Vice Chair Drozek, Commissioner Freitas, Commissioner Sterling, Commissioner Andrews, Commissioner Vaz, and Commissioner Manivannan
6 -
Excused: 1 - Chair Hubbard

MEETING DISCLOSURES
04/22/2024Senior Advisory Commission Meeting Minutes
The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision. Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. If a person wishes to challenge the nature of the above section in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of Santa Clara, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.

If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker."
In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities. The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.

Agendas and other written materials distributed during a public meeting that are public record will be made available by the City in an appropriate alternative format.

Contact the City Clerk’s Office at 1 408-615-2220 with your request for an alternative format copy of the agenda or other written materials.

Page 7 ends

City of Santa Clara
Meeting Minutes
Governance and Ethics Committee
1:00 PM City Hall – Council Chambers
1500 Warburton Avenue
Santa Clara, CA 95050
06/03/2024
The City of Santa Clara is conducting Governance and Ethics Committee meetings in-person and continues to have methods for the public to participate remotely or in-person.
•
Via Zoom: https://santaclaraca.zoom.us/j/98559951444
• Webinar ID: 985 5995 1444
• By phone: 1 (669) 444 9171
To submit written public comment before meeting:

Send email to [email protected] by 10 a.m. the day of the meeting.

Those emails will be forwarded to Committee members and will be uploaded as supplemental meeting material.

Note: Emails received as public comment will not be read aloud during the meeting.

Chair Raj Chahal, Member Suds Jain, and Member Kevin ParkPresent 3 -

CALL TO ORDER AND ROLL CALL
Chair Chahal called the meeting to order at 1:04 p.m.

Chair Raj Chahal, Member Suds Jain, and Member Kevin ParkPresent 3 -

CONSENT CALENDAR

1.A 24-582 Approval of the March 4, 2024 Governance and Ethics Committee Meeting Minutes
Recommendation: Approve the minutes of the March 4, 2024 Governance and Ethics Committee Meeting
A motion was made by Committee Member Jain, seconded by Committee Member Park to approve the staff recommendation to approve the meeting minutes.

Aye: Chair Chahal, Member Jain, and Member Park3 -

Page 1 ends

06/03/2024Governance and Ethics Committee Meeting Minutes

PUBLIC PRESENTATIONS
Member of the public Wanda Buck stated she had some issues logging into Zoom, staff was able to provide support to get her into the Zoom link soon thereafter.

GENERAL BUSINESS

2. 24-439 Review and Action on Council Policy 020 ("Proclamations, Commendations and Certificates of Recognition") and Council Policy 009 ("City Representation at Meetings, Ceremonies, and Events") Recommendation:

Approve amendments, if any, to Council Policy 020 (“Proclamations, Commendations and Certificates of Recognition”) and Council Policy 009 (“City Representation at Meetings, Ceremonies & Special Events”) and bring forth to City Council for consideration and approval.

Staff presented on recommendations for Council Policy 020 and included the current process for Proclamations, Commendations and Certificates of Recognition. Staff presented options to the Committee for discussion. The Committee discussed the options and requested additional signatures on the Mayoral Certificates of Recognition to include City Councilmembers.

A motion was made by Committee Member Park and seconded by Committee Member Jain to approve the staff recommendation for Council Policy 020 ("Proclamations, Commendations and
Certificates of Recognition") and bring to the City Council for review and consideration.

The recommendation includes the (1) addition of Council District Certificates of Recognition signed by the Mayor and the City Councilmember, (2) Proclamations and Commendations to Bear the Signatures of all members of the City Council, (3) staff to present to City Council an annual list of Proclamations and Commendations and notification of new requests, and (4) all recognition items (Proclamations, Commendations, and Certificates of Recognition) are approved by the Mayor and if they Mayor does not approve, the City Councilmember may petition for Council approval though the Council Policy 030 process.

The Committee directed staff to return to a future Governance and Ethics Committee meeting to discuss further the process for issuance of Mayoral Certificates of Recognition.

Page 2 ends

06/03/2024Governance and Ethics Committee Meeting Minutes A motion was made by Committee Member Park and seconded by Committee Member Jain, to bring forth the Committee
Recommendation to the full Council for Council Policy 009 ("City Representation at Meetings, Ceremonies, and Events") to allow all City Councilmembers the opportunity to speak at City hosted events based on program times allotted.

Aye: Chair Chahal, Member Jain, and Member Park3 -

3. 24-1082
Review Policy and Procedure 049 (“Community Grant Policy”) Recommendation: Approve amendments, if any, to Policy and Procedure 049 (“Community Grant Policy”) and bring forth to City Council for consideration and approval.

The Committee deferred this item to a future special Governance and Ethics Committee meeting due to time constraints.

4. 24-25
Review Meeting Management Protocol Options and Rosenberg’s Rules of Order and Provide Direction to Staff
Recommendation: Provide Direction on a Council Policy for Meeting Management Protocols Recommendations by the Governance and Ethics Committee and Forward for Consideration and Approval by the City Council
The Committee deferred this item to a future special Governance and Ethics Committee meeting due to time constraints.

5. 24-438
Update on Review of SCSC Chapter 2.155 (“Regulation of Lobbying Activities”) and SCSC Chapter 2.160 (“Calendars of Certain City Officials”) The Committee deferred this item to a future special Governance and Ethics Committee meeting due to time constraints.

6. 24-444 Referral to Discuss Possible Revisions to the Placement of Public Presentations on the City Council Meeting Agenda
Committee Member Park updated Committee this item was brought forward as a Council Policy 030 regarding the placement of public presentations. The Committee members discussed options to consider such as moving public presentations on the agenda or limiting times of public presentations at the beginning and continuing public presentations at the end of agenda. Member of the Public Wanda Buck also stated by only allowing 30 minutes at the beginning, this creates disparity for those participating virtually by phone/Zoom.

Committee Member Jain motioned and seconded by Committee Member Park to include the public presentations placement topic as part of the meeting management protocols.

Page 3 ends

06/03/2024Governance and Ethics Committee Meeting Minutes

7. 24-583 Review and Action on Updated 2024 Governance and Ethics Workplan Recommendation: Approve the 2024 Governance and Ethics Committee Workplan with any additional amendments
The Committee deferred this item to a future special Governance and Ethics Committee meeting due to time constraints.

STAFF REPORT
None.

COMMITTEE MEMBER REPORTS / FUTURE REFERRALS
None.

ADJOURNMENT
Committee Chair Chahal adjourned the meeting at 4:05 p.m.

Page 4 ends

06/03/2024Governance and Ethics Committee Meeting Minutes

If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker."
In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities.

The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.

Page 5 ends

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-88 Agenda Date: 7/9/2024

REPORT TO COUNCIL

SUBJECT
Action on Award of Contract for the 2024 Americans with Disabilities Act (ADA) Curb Ramps Project to ASG Builders

COUNCIL PILLAR
Deliver and Enhance High Quality Efficient Services and Infrastructure

BACKGROUND
The 2024 ADA Curb Ramps Project (Project) consists of constructing Americans with Disabilities Act (ADA) compliant curb ramps at 17 intersections (Attachment 1). The scope of work also includes demolishing existing concrete, making slight modifications to adjacent surfaces and storm drain facilities to accommodate the new curb ramps, updating traffic striping and pavement markings, and other necessary work to complete the Project. The installation of ADA curb ramps continues the City’s efforts to enhance accessibility in the public right-of-way and locations include those requested by the public.

The Project is funded through a combination of federal Community Development Block Grants (CDBG) and the City’s General Fund. On May 7, 2024, Council approved the 2024-2025 Annual Action Plan, as required by the United States Department of Housing and Urban Development (HUD), for use of CDBG funds towards construction of ADA curb ramps. The CDBG National Objective for this activity is to Benefit Low- and Moderate-Income Persons or Households. The removal of architectural barriers to the mobility of elderly persons and/or the severely disabled is an activity that benefits a presumed benefit population (i.e., the beneficiaries are presumed to be low- income).

DISCUSSION
On May 15, 2024, a competitive Request for Bids (RFB) for construction of the project was published on the City’s bid notification system, Periscope S2G. The RFB was viewed by over 40 vendors, which included contractors, suppliers, plan rooms, builder exchanges, and more. Beyond the contractors and suppliers who viewed the RFB through Periscope S2G, additional vendors were also able to view the RFB as members of various plan rooms and builder exchanges. In addition, staff also reached out directly to distribute the RFB to contractors and vendors who have previously viewed similar projects in the past.

On June 6, 2024, the bid opening for the Project was held via video conference. Six bids were received ranging from $543,214 to $734,027. The Bid Summary is included as Attachment 2. The lowest bid, submitted by ASG Builders (ASG) in the amount of $543,214, is 13.2% below the Engineer’s Estimate.

City of Santa Clara Printed on 7/5/2024Page 1 of 3
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24-88 Agenda Date: 7/9/2024
ASG’s bid was reviewed by the Department of Public Works (DPW) staff and the City Attorney’s Office for compliance with the terms and conditions of the bid documents and was determined to be the lowest responsive and responsible bid. Staff recommends awarding the contract to ASG.

Award of the contract will allow construction to commence in order to complete the curb ramp work during the summer and fall of 2024. The contract includes prevailing wage requirements.

ENVIRONMENTAL REVIEW
This project being considered is exempt from the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15301(c), “Existing Facilities,” as the activity consists of the repair, maintenance or minor alteration of existing facilities involving no or negligible expansion of the use beyond that presently existing, and specifically includes the repair of existing highways and streets.

As a recipient of federal funding, the project also requires review under the National Environmental Policy Act (“NEPA”). An environmental review report was completed on May 30, 2024. This project is a categorically excluded activity which is exempt per 24 CFR 58.34 (a) (12) because it does not require any mitigation or compliance with any listed statutes or authorities. The activity consists of reconstruction or rehabilitation of public facilities and improvements, and specifically includes reconstruction of existing curbs and sidewalks involving no change in use.

FISCAL IMPACT
The approximate cost of the contract is $543,214, plus a 15 percent contingency, or $81,482, for any potential change orders for a total not-to-exceed contract amount of $624,696. Staff recognizes the potential challenges of working with the existing infrastructure and therefore recommends a 15 percent construction contingency for this project.

Funding for this Project was approved by City Council as part of the adoption of the FY 2024/25 and FY 2025/26 Capital Improvement Program Budget and FY 2024/25 Amended Operating Budget on June 25, 2024. Up to $600,000 of the Project costs is budgeted in the Annual Curb Cuts project, with CDBG funding in the Housing and Urban Development Fund, and the remaining Project costs are available from the ADA Transition Plan Implementation (Public Right of Way) project in the Streets and Highways Capital Fund.

COORDINATION
This report has been coordinated with the Finance Department and the City Attorney’s Office.

RECOMMENDATION

1. Determine that the proposed actions are exempt from CEQA pursuant to Section 15301 (Existing Facilities) of Title 14 of California Code of Regulations; City of Santa Clara Printed on 7/5/2024Page 2 of 3
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24-88 Agenda Date: 7/9/2024

2. Determine that the proposed actions are exempt from NEPA pursuant to Section 58.35 (Categorical Exclusion) of Title 24 of the Code of Federal Regulations;

3. Award the Public Works Contract for the 2024 Americans with Disabilities Act Curb Ramps Project to ASG Builders, the lowest responsive and responsible bidder, in the amount of $543,214, and authorize the City Manager to execute any and all documents associated with, and necessary for the award, completion, and acceptance of this Project, in final forms approved by the City Attorney; and

4. Authorize the City Manager to execute change orders up to approximately 15 percent of the original contract price, or $81,482 for a total not to exceed amount of $624,696 in final forms approved by the City Attorney.

Reviewed by: Craig Mobeck, Director of Public Works
Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. Project Location Maps

2. Bid Summary
City of Santa Clara Printed on 7/5/2024Page 3 of 3
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B E N T O N S T.

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LEGEND
Proposed Curb Ramp Location

LOCATION MAP 1
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ATTACHMENT 1
2024 ADA CURB RAMPS PROJECT

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LEGEND
Proposed Curb Ramp Location

LOCATION MAP 2
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Proposed Curb Ramp Location

LOCATION MAP 3
0 ATTACHMENT 1
2024 ADA CURB RAMPS PROJECT

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LEGEND
Proposed Curb Ramp Location

LOCATION MAP 4
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ATTACHMENT 1
2024 ADA CURB RAMP S PROJECT

Page 1 of 1 ends

Attachment No. 2
Bid Summary

2024 ADA CURB RAMPS PROJECT (CE 23-24-08)

BID SUMMARY Bid Opening Date: June 6, 2024
ENGINEER’S ESTIMATE: $ 626,100.00
Contractor Total Bid ($) Percentage above/below
Engineer’s Estimate
ASG Builders $ 543,214.00 13.2% below
JJR Construction, Inc. $ 582,685.55 6.9% below
Duran Construction Group $ 616,116.00* 1.6% below
FBD Vanguard Construction, Inc. $ 690,169.00 10.2% above Golden Bay Construction, Inc. $ 703,797.75 12.4% above
Sposeto Engineering, Inc. $ 734,027.20 17.2% above
*Note: The amount shown reflects corrections by City pursuant to paragraph 18.C. of Document 00200, Instructions to Bidders, of the specifications due to mathematical discrepancies in the Bid.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-658 Agenda Date: 7/9/2024

REPORT TO COUNCIL

SUBJECT
Action to Authorize the City Manager to Complete Negotiations and Execute a Third Phase Agreement with the Northern California Power Agency (NCPA) for the Purchase of Renewable Energy from Grace Orchard Energy Center

COUNCIL PILLAR
Deliver and Enhance High-Quality Efficient Services and Infrastructure Promote Sustainability and Environmental Protection

BACKGROUND
The City of Santa Clara’s Electric Department, Silicon Valley Power (SVP), purchases energy to supply residents and businesses within the City of Santa Clara. With the passage of Senate Bill 100 (SB 100), SVP must meet the State of California Renewable Portfolio Standards (RPS) where SVP must procure a specified percentage of its retail sales from renewable energy resources by a particular year.

SB 100 requires retail sellers and local publicly owned electric utilities to procure a minimum percentage of 44% of retail sales from renewable energy resources by December 31, 2024, 52% by December 31, 2027, and 60% by December 31, 2030. The City of Santa Clara also adopted a Climate Action Plan setting a target to reduce greenhouse gas emissions by 80% by 2035.

SVP generally procures renewable electrical power in two ways. First, it may enter into Power Purchase Agreements (PPA) with project developers through their direct offerings and/or through a request for proposal (RFP) process. SVP may also participate in power purchase opportunities through the Northern California Power Agency (NCPA). Each potential PPA project may have unique characteristics that impact the value of the resource to SVP. Staff evaluates potential projects on locational value, shape of the generation output, environmental attributes, capacity attributes, viability, and operational flexibility.

NCPA is a not-for-profit Joint Powers Agency whose membership includes municipalities, a rural electric cooperative, and other publicly owned entities including the City of Santa Clara. The mission of NCPA is to provide its members cost effective wholesale power and energy-related services.

On March 25, 2020, NCPA issued an RFP to solicit competitive proposals for renewable energy resources, carbon-free energy resources, and energy storage solutions. In response to this RFP, NCPA received multiple proposals for the supply of renewable energy sourced from different technologies. Among them, NCPA received a proposal from Grace Orchard Energy Center LLC (Developer) to sell renewable energy produced from a 50 MW solar facility located in Riverside County, California (Grace Solar Facility). A number of NCPA members (Participants) expressed an City of Santa Clara Printed on 7/5/2024Page 1 of 3
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interest in purchasing renewable energy produced by the Grace Solar Facility. NCPA, in direct coordination with the Participants (including SVP), determined that Developer’s offer was competitive for the current renewable energy market and met the needs and requirements of the Participants.

As a result of this determination, NCPA, acting on behalf of the Participants, engaged in active negotiations with the Developer to develop a PPA, pursuant to which NCPA, acting on behalf of the Participants, will purchase the facilities output. The Grace Solar Facility is expected to begin commercial operation on December 1, 2027. The solar project is expected to generate up to 147,000 MWh annually.

DISCUSSION
The PPA contains many terms which are standard for today’s renewable energy market. For example, under the PPA, the Developer will have an obligation to reach commercial obligation no later than December 1, 2027, otherwise it will forfeit its development security. As is standard for power purchase agreements, this date may be extended for force majeure and other circumstances.

Once the Developer reaches commercial operation, it must meet its guaranteed energy production commitments for the entire twenty-year term. In the event, the Developer fails to meet these commitments, it will pay damages in accordance with a formula set forth in the PPA. This commitment and other post-commercial operation obligations are secured through Developer’s performance security which may be in the form of cash, a letter of credit, or guaranty.

To enable NCPA to enter into the PPA on behalf of the Participants, NCPA and the Participants must enter into a Third Phase Agreement. This will allow the Participants to take delivery of the output and to pay NCPA for all costs it incurs in connection with any PPA activities. The Third Phase Agreement sets the terms for participation in the project. In the City’s case, it will be contractually obligated to purchase between 18% to 32.8% of the 50 MW output of the Grace Solar Facility. The City’s final percentage will be known one hundred and eighty (180) days from the effective date of the agreement. By that deadline, all Participants must exercise their option for a portion of the project, otherwise they will have no further right to participate.

This project will increase and diversify SVP’s renewable energy portfolio in accordance with the City Council's Adopted Policy on Environmental Stewardship and Renewable Portfolio Standards. SVP’s share of the proposed solar output is equivalent to 0.5% - 1% of SVP’s 2023 purchased power and generation.

If approved, the parties intend to execute the agreement at the end of August 2024. SVP would begin receiving energy from the Grace Solar Facility beginning December 1, 2027. SVP will provide the City Council with updates as needed through the SVP quarterly update or informational reports to the City Council.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to section 15378(b)(4) of Title 14 of the California Code of Regulations in that it solely facilitates SVP payment for the costs of the PPA and is therefore a fiscal activity that does not involve the commitment to a specific project which may result in a potentially significant physical impact on the environment. Under the PPA, the Developer is required to complete CEQA, otherwise the delivery term will not commence (i.e., no energy will be delivered by the Grace Solar Facility until completion of CEQA).

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FISCAL IMPACT
SVP will receive approximately 26,000 - 48,000 MWh per year at an annual cost of approximately $1.2 - $2 million for 20 years. Funding for the purchase of renewable energy will be included in the Resource and Production budget in the Electric Utility Fund beginning in the FY 2027/28 Operating Budget.

COORDINATION
This report has been coordinated with the Finance Department and City Attorney’s Office.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION

1. Authorize the City Manager, or designee, to complete negotiations, approve, and execute a Third Phase Agreement (Agreement) with the Northern California Power Agency for the purchase of renewable energy from the Grace Solar Facility in an annual approximate amount of $1.2 to $2 million, funded by the Electric Utility Fund, subject to the review and approval as to form by the City Attorney; and

2. Authorize the City Manager to (a) take any and all actions as are necessary or advisable to implement and administer the Agreement; and (b) approve and execute future amendments to the Agreement so long as the contract price and term are not modified, subject to the review and approval as to form by the City Attorney.

Reviewed by: Manuel Pineda, Chief Electric Utility Officer Approved by: Jovan D. Grogan, City Manager
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City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-631 Agenda Date: 7/9/2024

REPORT TO COUNCIL

SUBJECT
Action on Amendment No. 3 to Agreement with Questica, Inc. for the Budget and Financial Planning System

COUNCIL PILLAR
Enhance Community Engagement and Transparency

BACKGROUND
In August 2014, the City Council authorized the City Manager to execute a master agreement with Questica, Inc. (Questica) for new budgeting software with a five-year term through June 30, 2019, and a not to exceed cost of $521,000. Questica was originally selected through a competitive process and currently provides the City with a hosted software service that allows for the development and monitoring of the City's budget. The agreement allows for a set number of software licenses for the capital, operating, and personnel modules.

In November 2016, the City executed Amendment No. 1 to the Agreement to migrate the budget software from on-premise to cloud-based hosting. In June 2019, the City Council approved Amendment No. 2 to increase the maximum compensation by $356,038.12 (from $521,000 to $877,038.12), add an open data portal that allows the sharing of budget information on the City’s website (Open Book), and extend the term to August 25, 2024.

DISCUSSION
The Questica budgeting software has been a crucial software tool for the Budget Division of the Finance Department. It is used to prepare the biennial operating and capital budgets for the City as well as the General Fund Ten-Year Forecast. The OpenBook data portal also provides the public with access to budget information on the City’s website.

Staff is seeking City Council authorization to execute Amendment No. 3 to the agreement to extend the term through August 25, 2029. With this amendment, the City will receive additional licenses and an upgraded service to support the system, including the following:

1. Unlimited software licenses (currently, the City has 65 Operating Budget licenses, 45 Capital Budget licenses, and 40 Personnel module licenses). This will provide more flexibility on the use of the system and ensure the system is available to all potential users.

2. Care + Service Plan - this plan incorporates the following services:

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· Customizations - Upgrades: updates budget system customizations implemented for the City of Santa Clara when regular system upgrades are performed (previously, the City paid to update its customizations with a system upgrade); · Customizations - Removal: removes existing customizations that may no longer be necessary with the latest version of the software; this would include cleaning up the production system (e.g., moving data, updating reports, and configuring a new feature); · Block of Service Hours: provides 20 hours of custom programming services annually that can be used for any service (e.g., custom reporting, consulting, customizations, and training);
· Annual Refresher Training: provides training to City staff on each major module, delivered as a Q&A or tutorial; and
· Read-only SQL Access: allows the IT team to gain direct-to-database access to a private read-only copy of the production database that is valuable in developing budget reports and providing a back-up.

3. Salary Integration/Synchronization - complete the integration of actual personnel data (employees, salary step, salary grades, benefits, payroll by position) into Questica by August 31, 2025. This will improve the efficiency of updating the personnel data each year and provide a management tool.

The current agreement with Questica has a maximum compensation of $877,038.12. The cost for maintenance and support, continuation of the open data portal (OpenBook), and the Care+ package totals $448,038.40 over the five-year period from August 26, 2024 to August 25, 2029. The amendment also includes a maximum amount of $100,000 for as-needed services that may be necessary during the term of the agreement, for a total amendment amount of $548,038,40. Under Amendment No. 3, the revised maximum compensation is $1,425,076.52.

In addition, staff is requesting authorization to further extend the term of the agreement for up to five additional years through August 25, 2034. With the integration of personnel data, it is expected that the system will be used beyond 2029. It would take an extensive amount of staff time and potential cost to switch to a different budget system that would require customization to align with the City’s accounting system and budget structure.

ENVIRONMENTAL REVIEW
The actions being considered do not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to section 15378 (b)(5) of Title 14 of the California Code of Regulations in that it is an amendment to an existing software license agreement; therefore, the proposed actions are administrative activities that will not result in direct or indirect physical changes in the environment.

FISCAL IMPACT
Amendment No. 3 increases the maximum compensation by $548,038.40 (from $877,038.12 to $1,425,076.52 and extends the term of the agreement by five years through August 25, 2029. This agreement is funded by the General Fund and is budgeted in the Finance Department’s Fiscal Year City of Santa Clara Printed on 7/5/2024Page 2 of 3
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2024/25 Operating Budget. The City’s funding of this Agreement is subject to annual appropriations and will be considered as part of future years’ budget development process beyond fiscal year 2024/25.

COORDINATION
This report has been coordinated with the City Attorney’s Office.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected]
or at the public information desk at any
City of Santa Clara public library.

RECOMMENDATION

1. Authorize the City Manager to execute Amendment No. 3 to the Agreement with Questica, Inc. to extend the term of the agreement through August 25, 2029, and increase the maximum compensation by $548,038.40 for a revised maximum compensation of $1,425,076.52, subject to the appropriation of funds and in a final form approved by the City Attorney; and

2. Authorize the City Manager or designee to take any actions as necessary to implement and administer the Agreement with Questica, Inc. and negotiate and execute amendments to (a) add or delete services consistent with the scope of services, (b) renew the term of the agreement for up to five years through August 25, 2034, and (c) increase the maximum compensation for an additional $600,000 for a total aggregate maximum compensation not to exceed $2,025,076.52 for the extended term, subject to the appropriation of funds and the review and approval as to form by the City Attorney.

Reviewed by: Kenn Lee, Director of Finance
Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. Agreement with Questica, Inc.

2. Amendment No. 1 to the Agreement with Questica, Inc.

3. Amendment No. 2 to the Agreement with Questica, Inc.

4. Proposed Amendment No. 3 to the Agreement with Questica, Inc.

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EBIX Insurance No. S200003069

MASTER AGREEMENT FOR PROFESSIONAL SERVICES

BY AND BETWEEN THE

CITY OF SANTA CLARA, CALIFORNIA
AND
QUESTICA, INC.

PREAMBLE
This agreement for the performance of services ("Agreement") is made and entered into on this ;;::;:,;n-.. day of Au~u:St , 2014, ("Effective Date") by and between Questica, Inc., a Canadian corporation, with i principal place of business located at 980 Fraser Drive, Suite 105, Burlington, Ontario L 7L 5P5, Canada ("Contractor" or "Questica"), and the City of Santa Clara, California, a chartered California municipal corporation with its primary business address at 1500 Warburton Avenue, Santa Clara, California 95050 ("City" or "Licensee"). City and Contractor may be referred to individually as a "Party" or collectively as the "Parties" or the "Parties to this Agreement."

RECITALS
A. City desires to secure professional services more fully described in this Master Agreement ("Agreement") and in the accompanying Exhibits Al and A2 "Scope of Services"; and
B. Contractor represents that it, and its subcontractors, if any, have the professional qualifications, expertise, necessary licenses and desire to provide certain goods and/or required services of the quality and type which meet objectives and requirements of City; and,
C. The Parties have specified herein the terms and conditions under which such services will be provided and paid for.

The Parties agree as follows:

AGREEMENT PROVISIONS

1. SERVICES TO BE PROVIDED.

Except as specified in this Agreement, Contractor shall furnish all technical and professional services, including labor, material, equipment, transportation, supervision and expertise ( collectively referred to as "Services") to satisfactorily complete the work required by City at his/her own risk and expense. Services to be provided to City are more fully described in the accompanying Exhibits A 1, A2 and A3 "Scope of Services." All of the exhibits referenced in this Agreement are attached and are incorporated by this reference. Contractor acknowledges that the execution of this Agreement by City is predicated upon representations made by Contractor in that certain document entitled "Request for Proposal for Professional Services Budget and Financial Planning System - Questica Inc. -RFP Response" dated July 16, 2014 (3pm), ("Proposal") set forth in Exhibits A I, A2 and A3 which constitutes the basis for this Agreement.

Agreement for Professional Services/Questica. Inc.

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2. TERM OF AGREEMENT.

Unless otherwise set forth in this Agreement or unless this paragraph is subsequently modified by a written amendment to this Agreement, the term of this Agreement shall begin on the Effective Date of this Agreement and terminate on 6/30/2019.

3. RESERVED.

4. QUALIFICATIONS OF CONTRACTOR - STANDARD OF WORKMANSHIP.

Contractor represents and maintains that it has the necessary expertise in the professional calling necessary to perform services, and its duties and obligations, expressed and implied, contained herein, and City expressly relies upon Contractor's representations regarding its skills and knowledge. Contractor shall perform such services and duties in conformance to and consistent with the professional standards of a specialist in the same discipline in the State of California.

The plans, designs, specifications, estimates, calculations, reports and other documents furnished under Exhibits Al, A2, and A3 "Scope of Services" shall be ofa quality acceptable to City. The criteria for acceptance of the work provided under this Agreement shall be a product of neat appearance, well organized, that is technically and granunatically correct, checked and having the maker and checker identified. The minimum standard of appearance, organization and content of the drawings shall be that used by City for similar projects.

5. MONITORING OF SERVICES.

City may monitor the Services performed under this Agreement to determine whether Contractor's operation conforms to City policy and to the terms of this Agreement. City may also monitor the Services to be performed to determine whether financial operations are conducted in accord with applicable City, county, state, and federal requirements. If any action of Contractor constitutes a breach, City may terminate this Agreement pursuant to the provisions described herein.

6. WARRANTY.

Contractor expressly warrants that all materials and services covered by this Agreement shall be fit for the purpose intended, shall be free from defect, and shall conform to the specifications, requirements, and instructions upon which this Agreement is based.

Contractor agrees to promptly replace or correct any incomplete, inaccurate, or defective Services at no further cost to City when defects are due to the negligence, errors or omissions of Contractor. If Contractor fails to promptly correct or replace materials or services, City may make corrections or replace materials or services and charge Contractor for the cost incurred by City.

7. PERFORMANCE OF SERVICES.

Contractor shall perform all requested services in an efficient and expeditious manner and shall work closely with and be guided by City. Contractor shall be as fully responsible to City for the acts and omissions of its subcontractors, and of persons either directly or Agreement for Professional Services/Questica, Inc.

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indirectly employed by them, as Contractor is for the acts and omissions of persons directly employed by it. Contractor will perform all Services in a safe manner and in accordance with all federal, state and local operation and safety regulations.

8. RESPONSIBILITY OF CONTRACTOR.

Contractor shall be responsible for the professional quality, technical accuracy and coordination of the Services furnished by it under this Agreement. Neither City's review, acceptance, nor payments for any of the Services required under this Agreement shall be construed to operate as a waiver of any rights under this Agreement or of any cause of action arising out of the performance of this Agreement and Contractor shall be and remain liable to City in accordance with applicable law for all damages to City caused by Contractor's negligent performance of any of the Services furnished under this Agreement.

Any acceptance by City of plans, specifications, construction contract documents, reports, diagrams, maps and other material prepared by Contractor shall not in any respect absolve Contractor from the responsibility Contractor has in accordance with customary standards of good professional practice in compliance with applicable federal, state, county, and/or municipal laws, ordinances, regulations, rules and orders.

9. COMPENSATION AND PAYMENT.

In consideration for Contractor's complete performance of Services, City shall pay Contractor in accordance with the milestone payment schedule or the rate per hour for labor and cost per unit for materials for additional services as outlined in Exhibit B, entitled "FEE SCHEDULE." The payments made by City under this Agreement will be the amounts charged, less a twenty percent (20%) retention payment on each milestone for Services provided and billed by Contractor, subject to verification by City, pursuant to the payment schedule set forth in the Fee Schedule. City shall pay to Contractor the last milestone payment and the retention amounts within thirty (30) days of the "Acceptance" date as specified in the "FEE SCHEDULE", Questica Timeline of Milestones and Payment Schedule (Exhibit "B").

Contractor will bill City on a monthly basis for Services provided by Contractor during the preceding month, subject to verification by City. City will pay Contractor within thirty (30) days of City's receipt of invoice.

10. PROGRESS SCHEDULE.

The Progress Schedule will be as set forth in the attached Exhibit B, entitled "FEE SCHEDULE", Questica Timeline of Milestones and Payment Schedule.

11. TERMINATION OF AGREEMENT.

Either Party may terminate this Agreement without cause by giving the other Party written notice ("Notice of Termination") which clearly expresses that Party's intent to terminate the Agreement. Notice of Termination shall become effective no less than thirty (30) calendar days after a Party receives such notice. After either Party terminates the Agreement, Contractor shall discontinue further services as of the effective date of Agreement for Professional Services/Questica, Inc.

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termination, and City shall pay Contractor for all Services satisfactorily performed up to such date.

12. NO ASSIGNMENT OR SUBCONTRACTING OF AGREEMENT.

City and Contractor bind themselves, their successors and assigns to all covenants of this Agreement. This Agreement shall not be assigned or transferred without the prior written approval of City. Contractor shall not hire subcontractors without express written permission from City.

13. NO THIRD PARTY BENEFICIARY.

This Agreement shal I not be construed to be an agreement for the benefit of any third party or parties and no third party or parties shall have any claim or right of action under this Agreement for any cause whatsoever.

14. INDEPENDENT CONTRACTOR.

Contractor and all person( s) employed by or contracted with Contractor to furnish labor and/or materials under this Agreement are independent contractors and do not act as agent(s) or employee(s) of City. Contractor has full rights, however, to manage its employees in their performance of Services under this Agreement. Contractor is not authorized to bind City to any contracts or other obligations.

15. NO PLEDGING OF CITY'S CREDIT.

Under no circumstances shall Contractor have the authority or power to pledge the credit of City or incur any obligation in the name of City. Contractor shall save and hold harmless the City, its City Council, its officers, employees, boards and commissions for expenses arising out of any unauthorized pledges of City's credit by Contractor under this Agreement.

16. CONFIDENTIALITY OF MATERIAL.

All ideas, memoranda, specifications, plans, manufacturing procedures, data, drawings, descriptions, documents, discussions or other information developed or received by or for Contractor and all other written information submitted to Contractor in connection with the performance of this Agreement shall be held confidential by Contractor and shall not, without the prior written consent of City, be used for any purposes other than the performance of the Services, nor be disclosed to an entity not connected with performance of the Services. Nothing furnished to Contractor which is otherwise known to Contractor or becomes generally known to the related industry shall be deemed confidential.

17. USE OF CITY NAME OR EMBLEM.

Contractor shall not use City's name, insignia, or emblem, or distribute any information related to services under this Agreement in any magazine, trade paper, newspaper or other medium without express written consent of City.

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18. OWNERSHIP AND COPYRIGHT.

Questica is the owner of all intellectual property rights in the Work ( as defined in the accompanying Exhibit A2, "Questica Budget License and Service Agreement"), related written materials, logos, names and other support materials provided pursuant to the terms of this Agreement. No title to the intellectual property in the Work or in any magnetic media or other physical media provided therewith is transferred to the Licensee by this Agreement.

Questica shall defend Licensee against any claim that the Work infringes a patent, copyright, trade-mark or other intellectual property right of any third party and Questica will pay resulting cost, damages and reasonable legal fees finally awarded, provided that i) Licensee promptly notifies Questica in writing of the claim; and ii) Questica has sole control of the defense and all related settlement negotiations.

If such claim has occurred or in Questica's opinion is likely to occur, Licensee agrees to permit Questica at its option and expense, either to procure for Licensee the right to continue using the Work or to replace or modify the same so that it becomes non infringing without loss of functionality.

Questica shall have no obligation to defend Licensee or to pay costs, damages or legal fees for any claim based upon use of other than a current unaltered release of the Work, if such infringement would have been avoided by the use of a current unaltered release thereof.

The foregoing states the entire obligations of Questica with respect to infringement or proprietary or intellectual rights of third parties.

19. RIGHT OF CITY TO INSPECT RECORDS OF CONTRACTOR.

City, through its authorized employees, representatives or agents shall have the right during the term of this Agreement and for three (3) years from the date of final payment for goods or services provided under this Agreement, to audit the books and records of Contractor for the purpose of verifying any and all charges made by Contractor in connection with Contractor compensation under this Agreement, including termination of Contractor. Contractor agrees to maintain sufficient books and records in accordance with generally accepted accounting principles to establish the correctness of all charges submitted to City. Any expenses not so recorded shall be disallowed by City.

Contractor shall submit to City any and all reports concerning its performance under this Agreement that may be requested by City in writing. Contractor agrees to assist City in meeting City's reporting requirements to the State and other agencies with respect to Contractor's Services hereunder.

20. CORRECTION OF SERVICES.

Contractor agrees to correct any incomplete, inaccurate or defective Services at no further costs to City, when such defects are due to the negligence, errors or omissions of Contractor.

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21. FAIR EMPLOYMENT.

Contractor shall not discriminate against any employee or applicant for employment because of race, color, creed, national origin, gender, sexual orientation, age, disability, religion, ethnic background, or marital status, in violation of state or federal law.

22. HOLD HARMLESS/INDEMNIFICATION.

To the extent permitted by law, Contractor agrees to protect, defend, hold harmless and indemnify City, its City Council, commissions, officers, employees, volunteers and agents from and against any claim, injury, liability, loss, cost, and/or expense or damage, including all costs and reasonable attorney's fees in providing a defense to any claim arising therefrom, for which City shall become liable arising from Contractor's negligent, reckless or wrongful acts, errors, or omissions with respect to or in any way connected with the Services performed by Contractor pursuant to this Agreement.

23. INSURANCE REQUIREMENTS.

During the term of this Agreement, and for any time period set forth in Exhibit C, Contractor shall purchase and maintain in full force and effect, at no cost to City insurance policies with respect to employees and vehicles assigned to the Performance of Services under this Agreement with coverage amounts, required endorsements, certificates of insurance, and coverage verifications as defined in Exhibit C.

24. AMENDMENTS.

This Agreement may be amended only with the written consent of both Parties.

25. INTEGRATED DOCUMENT.

This Agreement represents the entire agreement between City and Contractor. No other understanding, agreements, conversations, or otherwise, with any representative of City prior to execution of this Agreement shall affect or modify any of the terms or obligations of this Agreement. Any verbal agreement shall be considered unofficial information and is not binding upon City.

26. SEVERABILITY CLAUSE.

In case any one or more of the provisions in this Agreement shall, for any reason, be held invalid, illegal or unenforceable in any respect, it shall not affect the validity of the other provisions, which shall remain in full force and effect.

27. WAIVER.

Contractor agrees that waiver by City of any one or more of the conditions of performance under this Agreement shall not be construed as waiver(s) of any other condition of performance under this Agreement.

Agreement for Professional Services/Questica, Inc.

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28. NOTICES.

All notices to the Parties shall, unless otherwise requested in writing, be sent to City addressed as follows:

City of Santa Clara
Attention: Finance Dept.
1500 Warburton Avenue
Santa Clara, California 95050
or by facsimile at ( 408) 243-8687
And to Contractor addressed as follows:

Name:

Address:

Questica, Inc.
980 Fraser Drive, Suite 105
Burlington, Ontario L7L 5P5, Canada
or by facsimile at (866) 520-8514
If notice is sent via facsimile, a signed, hard copy of the material shall also be mailed.

The workday the facsimile was sent shall control the date notice was deemed given if there is a facsimile machine generated document on the date of transmission. A facsimile transmitted after 1 :00 p.m. on a Friday shall be deemed to have been transmitted on the following Monday.

29. CAPTIONS.

The captions of the various sections, paragraphs and subparagraphs of this Agreement are for convenience only and shall not be considered or referred to in resolving questions of interpretation.

30. LAW GOVERNING CONTRACT AND VENUE.

This Agreement shall be governed and construed in accordance with the statutes and laws of the State of California. The venue of any suit filed by either Party shall be vested in the state courts of the County of Santa Clara, or if appropriate, in the United States District Court, Northern District of California, San Jose, California.

31. DISPUTE RESOLUTION.

A. Unless otherwise mutually agreed to by the Parties, any controversies between Contractor and City regarding the construction or application of this Agreement, and claims arising out of this Agreement or its breach, shall be submitted to mediation within thirty (30) days of the written request of one Party after the service of that request on the other Party.

B. The Parties may agree on one mediator. If they cannot agree on one mediator, the Party demanding mediation shall request the Superior Court of Santa Clara County to appoint a mediator. The mediation meeting shall not exceed one day (eight (8) hours). The Parties may agree to extend the time allowed for mediation under this Agreement.

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C. The costs of mediation shall be borne by the Parties equally.

D. For any contract dispute, mediation under this section is a condition precedent to filing an action in any court. In the event of mediation which arises out of any dispute related to this Agreement, the Parties shall each pay their respective attorney's fees, expert witness costs and cost of suit, through mediation only. In the event oflitigation, the prevailing party shall recover its reasonable costs of suit, expert's fees and attorney's fees.

32. COMPLIANCE WITH ETHICAL STANDARDS.

Contractor shall:

A. Read Exhibit D, entitled "ETHICAL STANDARDS FOR CONTRACTORS

SEEKING TO ENTER INTO AN AGREEMENT WITH THE CITY OF SANTA CLARA, CALIFORNIA"; and,
B. Execute Exhibit E, entitled "AFFIDAVIT OF COMPLIANCE WITH ETHICAL STANDARDS."

33. CONFLICT OF INTERESTS.

This Agreement does not prevent either Party from entering into similar agreements with other parties. To prevent a conflict of interest, Contractor certifies that to the best of its knowledge, no City officer, employee or authorized representative has any financial interest in the business of Contractor and that no person associated with Contractor has any interest, direct or indirect, which could conflict with the faithful performance of this Agreement. Contractor is familiar with the provisions of California Government Code Section 87100 and following, and certifies that it does not know of any facts which would violate these code provisions. Contractor will advise City if a conflict arises. (Signatures follow on Page 9)
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This Agreement may be executed in counterparts, each of which shall be deemed to be an original, but both of which shall constitute one and the same instrument; and, the Parties agree that signatures on this Agreement, including those transmitted by facsimile, shall be sufficient to bind the Parties.

The Parties acknowledge and accept the terms and conditions of this Agreement as evidenced by the following signatures of their duly authorized representatives. It is the intent of the Parties that this Agreement shall become operative on the Effective Date.

APPROVED 4S TO J::.ORM:

CITY OF SANTA CLARA, CALIFORNIA
a chartered California municipal corporation
~-F ty Attorney
~~~ fuiior. FUENTES
City Manager
ATTEST:
"CITY"
1500 Warburton Avenue
Santa Clara, CA 95050
Telephone: (408) 615-2210
Fax: (408) 241-6771
QUESTICA, INC.
aa~ l)lj1C an c oration
By: /2 {/ ----------------------(Signature of Person executing the Agreement on behalf of Contractor) Name: T.J. Parass
Title: President
Local Address: 980 Fraser Drive, Suite 105
Burlington, Ontario L 7L 5P5 Canada
Email Address: [email protected]
Telephone: (905) 634-0110 x 555
Fax: (866) 520-8514
"CONTRACTOR"
I :\FIN A NCE\ 14. 130 I - Questica software contract\ 14.130 I - PROFESSIONAL SERVICE AGREEMENT FORM Questica (CAO 8-13-14).doc
Agreement for Professional Services/Quc~iica, Inc.

Rev. 9/4/13; Typed 8/13/14

Page 9 ends

MASTER AGREEMENT FOR PROFESSIONAL SERVICES

BY AND BETWEEN THE

CITY OF SANT A CLARA, CALIFORNIA
AND
QUESTICA, INC.

EXHIBIT Al

SCOPE OF SERVICES
The Services to be performed for the City by the Contractor under this Agreement are more fully described in the Contractor's proposal entitled, "Request for Proposal for Professional Services Budget and Financial Planning System - Questica Inc. RFP Response" dated July 16, 2014 (3pm), which is attached to this Exhibit Al.

Agreement with Questica, lnc./Scope of Services/Exhibit A I Rev. 9/4/13; Typed 8/13/14

Page 1 of 1 ends

City of Santa Clara
"REQUEST FOR PROPOSAL

FOR PROFESSIONAL SERVICES
BUDGET AND FINANCIAL PLANNING SYSTEM"
Oues1:1ca
Questica Inc. - RFP Response
July 16, 2014 (3pm)
Andre Aberdeen- Account Manager (Primary RFP Contact)
Phone: {877) 707-7755 x 503
Fax: (866) 520-8514
Email: [email protected]
Questica Inc.
980 Fraser Drive.

Suite 105
Burlington, Ontario L7L SPS
Canada
Microsoft·
GOLD CERTIFIED ISV /Software Solutions
Partner
1 Cover Page ............................................................................................................................ 5 Chapter 1 - Proposal Summary .............................................................................................. 6 RFP Contact Information ............................................................................................................. 9 Chapter 2 - Profile on the Proposing Firm(s) ........................................................................ 10 Questica Profile ......................................................................................................................... 10 Questica Background ............................................................................................................ 10 Company Information ........................................................................................................... 11 RFP Contact Person ............................................................................................................... 11 Questica Resources ............................................................................................................... 11 Questica Organizational Chart (Org Chart) ............................................................................... 12 Financial Stability & Litigation .................................................................................................. 13 Statement regarding Financial Condition ............................................................................. 13 Company Vision Statement ...................................................................................................... 14 Chapter 3 - Qualifications of the Firm .................................................................................. 15 PeopleSoft Clients: .... , ............................................................................................................... 15 Oracle Clients ............................................................................................................................ 15 California Clients ....................................................................................................................... 15 Examples of other Questica Budget users: ............................................................................... 16 Questica Experience ................................................................................................................. 19 Examples of Other Previous Implementations ..................................................................... 19 References ................................................................................................................................ 26 California Clients ................................................................................................................... 26 Oracle and PeopleSoft Clients ............................................................................................... 28 Other Clients ......................................................................................................................... 30 Chapter 4 -Product Description, Work Plan or Proposal ....................................................... 31 Product Version and Roadmap ................................................................................................. 31 Product Description .................................................................................................................. 32 Questica Budget Operating Module ..................................................................................... 32 Questica Budget Capital Module .......................................................................................... 33 Salary/ Position Planning Module ........................................................................................ 33 Questica Measures ................................................................................................................ 35 Reporting .................................................................................................................................. 37 Drill down - Drill through reports .......................................................................................... 38 2 Variance/ Budget vs. Actual Costs ....................................................................................... 39 Roll up and consolidation budget data ................................................................................. 42 Ad-hoc Reporting .................................................................................................................. 43 Report Schedule/ Scheduling & Delivery of reports ............................................................ 44 Advanced Search ................................................................................................................... 45 Goals & Objectives Reporting ................................................................................................... 47 Description of Other Recommended Features ......................................................................... 49 C. Description of Required Services ...................................................................................... 78 Functional Requirements .......................................................................................................... 78 Non-functional Requirements ................................................................................................. 111 Work Plan/ Implementation Strategy .................................................................................... 131 Implementation Overview .................................................................................................. 131 Project Work Statement ......................................................................................................... 134 Scope Management ............................................................................................................ 136 Schedule Management ....................................................................................................... 136 Risk Management ............................................................................................................... 136 Quality Management .......................................................................................................... 137 Project Objectives ............................................................................................................... 137 Quality Assurance Plan- Testing .......................................................................................... 138 Typical Implementation Resources - City ........................................................................... 140 Services and Responsibilities .............................................................................................. 141 Data to be provided: ........................................................................................................... 142 Interface/Integration Approach ............................................................................................. 143 Financial System Synchronization ....................................................................................... 143 Salaries/ Salary Synchronization ........................................................................................ 146 Training Approach ................................................................................................................... 148 Upgrade Approach .................................................................................................................. 151 Support Approach ................................................................................................................... 153 Chapter 5 - Project Schedule ............................................................................................. 157 Chapter 6 - Project Staffing ............................................................................................... 160 Chapter 7 - Proposal Exceptions ........................................................................................ 167 Chapter 8 - Proposal Costs Sheet and Rates ....................................................................... 168 ATTACHMENT E- Cost Proposal .............................................................................................. 168 Attachments ..................................................................................................................... 169 3 ATTACHMENT B- Proposer's Information Form ..................................................................... 169 ATTACHMENT C- Certification of Nondiscrimination ............................................................. 172 ATTACHMENT F- Insurance Requirements for Professional Services .................................... 174 ATTACHMENT H-Affidavit of Compliance with Ethical Standards ......................................... 175 Appendix ........................................................................................................................... 177 Sample License Agreement- On Premise ................................................................................ 177 Sample License Agreement- SaaS ........................................................................................... 183 4 City of Santa Clara
t5GO Warbu,ton A•.•e.mre
Santa Chua, CA 95050
RE: ~Reque~t For Proposal For ProfessJcmal Services Budget And Flnandal Planning System;' Que,tfca. ls plea,r.d to present th;s informalf-1m package in response to The CiW of.Santa Clara's Request for f'ropo1,aJs (RFPJ. Our Questir:a Budget product represents ii proven COTS /Corn mere ia! Oif.the-Snelfl solution - not a softl'.•are de11etopment platform. From O.i.y 1, lt was designed speciflca!ly for the unique needs o-fthe public sector ;;nd local governments. At Que$tlca, we own and fmplement our ow·n product, \~e are not implementers of a 3rd part\;" product, and as a result we !'lave fuU control over all the resm:irces from all areas within cur oraanl.tath:m, Vie ares n ag.ile o-rganil'a\ion with control ovr;r afl aspects of software de11eloprner1t, implementation, support and ultimate cusiomer satisfac:tion. At Que£tfc-a, we provit:h.i budgeting software t.o the public se;;ctof - that's. ail we do.

Qul!st!ca Bud.get is weU known fn ine Public Sector comm,,m1ty for ,ts abilitv to allow for a lo{lfcal development of the budget, in ;in lnHlitht!l. and secure en,;ironment. Quest/ca Budget ,consists. of thn,e primary modules; Ope.r:at,ng, 5al'ade,/f>osition Pkmniog ar,d Capit;Ji( which a re all web ba.sed - ideal for coUaboratlve budgeting,
Be assured that Qile&tica has the know.ledge and experience to add res~ vour budgeting ch;;Henges. Over 100 customers including, Oty of Boston, NASA, The Smithsonian, ~nci The City .of Edmonton, rety on Questica Bud.get. In additlori, the following California municipalities also us.e Questrca Budget: City of Palo Alto, City of Walnut Creek, Clty of RivenJde, City of Oceanside, City of Sto-ckton, City ot PleHanton, City of San Carlos, and the City of Seaside.

Comb,ned with pro,,,-en experience work,ng witn do1ens of financial and HR systems (indudfng PecipleSt1.ft), The City can be con!ldent that Questka b the vendor with the expertfse, tool.s .ind knowledge required to provide a coniplete budget softw;ire solution.

VJe hope you find this document informative. We apprei;iate the opport1.mit;• to respond. and ,:mcoor:agc. you to contact us with ,my question~ or comments you may have. Andre Aberdeen win serve as t~! p,r? contact person for thfs Rff>, .. ----.., ·,:~Jf,/ \..___ ~::~:~'.;;t:1-£:~-:;:~,---•--·--
TJ Paras;;
Pres\dent
~OS .. 634,0:t.10 x555
Andre Aberde<!n
A.ccount Ma.n.:1ger
905.634.0110 :x503
,Un-~r·;:.i~:S~•~flUftS:tica:.cort1_ -aaberd~·entSgue..st.ka~com :980 Frase, Drive. Suite: 105. Burlir,.gton. Ontario L7L 5PS. Canad/I 5 5
We appreciate the opportunity to provide the City of Santa Clara with our Proposal, and to demonstrate to you that we have the resources, knowledge and expertise to meet your needs and provide tremendous benefit to your organization.

With over a decade of experience, Questica is highly specialized in the development, implementation and support of budget management software and we are pleased to introduce you to Questica Budget for your consideration. Questica Budget represents a proven and comprehensive solution specifically designed to meet the requirements of the Public Sector.

We trust you will find that we not only meet, but exceed the requirements stipulated within this RFP.

A great functional fit: In addition to meeting all minimum requirements, the Questica Budget COTS (Commercial off-the-shelf software) solution addresses most budgeting software requirements listed in the Functional and Non-Functional sections of the RFP document- out of the box or via configuration. The tremendous product fit, and the limited customizations that would be required, significantly reduces the implementation timeline and project Cost risk for the City.

The right company: At Questica, we provide budgeting software to the public sector - that's all we do. Questica is not only the leading budgeting software provider to the public sector, but also the largest independent budget software company. Questica represents the largest group of budget software experts in North America dedicated to serving the public sector. We have the resources and the right people to do the job and offer a 'one-stop shop" approach with Product Development, Professional Services, Sales and Customer Support provided from one central location. Unlike many other providers of Budgeting Solutions, we own the Questica Budget solution and perform 100% of the implementation and support responsibilities. This approach allows us to align our entire organization with the sole focus of delivering an on-time and on budget implementation to the City.

Financial Stability: Questica has enjoyed steady, managed growth (Net Revenue Growth) of 30% for each of the past three fiscal years. We carry no debt, have access to a generous line of credit (unused) and maintain a strong balance sheet with AR, cash and investments equivalent to 1 Year of operating expenses. Our average EBITA for the past 3 years has averaged in excess of 20% and we believe firmly in continuing to invest in our people and solutions. The company has been investing just under 25% of Net Revenues in R&D during this same 3 year period. We have been in business for 15 years and look forward to continued growth in the years to come.

As a private company we do not typically share financial statements but would be happy to make our auditors available, should the City wish, to discuss in more detail. 6 Project Time line and Cost: Questica has a tremendous track record of completing projects on time and on budget, and are extremely confident in our abilities to do the same for the City of Santa Clara. Based on the RFP requirements, we are proposing a fixed price of $235,000 (Installed) inclusive of anticipated travel costs, the implementation of the core solution (does not include optional Performance Measurements module).

PeopleSoft Integration: Integration with your PeopleSoft system is a key element of a successful solution. Questica is one of the few vendors with the proven integration experience to work with your existing technology. Questica will guarantee a successful integration between our Questica Budget solution and your PeopleSoft system. Not only do we guarantee the integration between the systems, we are offering the integration at a fixed price. To date we have completed over 350 successful integrations throughout our customer base, to various ERP and Payroll/HR solutions.

Questica Customer Satisfaction: Like many software companies, we use the Net Promoter Score, or 'NPS' to evaluate ourselves and gauge overall customer satisfaction. (See:
http://en.wikipedia.org/wiki/Net Promoter). "NPS" is a customer loyalty metric developed by (and a registered trademark of) Fred Reichheld, Bain & Company, and Satmetrix. It is a management tool and customer loyalty metric that can be used to gauge the fidelity of a firm's customer relationships. An NPS that is positive (i.e., higher than zero) is felt to be good, and an NPS of 50 or higher is considered to be exceptional. The Questica NPS Score for 2013 was 48.

References (5 we want to bring to their attention to):

1. City of Riverside, California - $915M Annual Budget, SunGard One Financials

2. City of Oceanside, California - $365M Annual Budget, Oracle Financials

3. City of Palo Alto, California - $800 Annual Budget, SAP Financials

4. City of Boston, Massachusetts - $2.SB Annual Budget, PeopleSoft Financials

5. City of Edmonton, Alberta - $3.4B Annual Budget, SAP Financials Solution Differentiators
Reporting: Questica Budget includes over 90 reports out-of-the-box which are ready for use.

The City is not limited to using just these standard reports, as Questica Budget provides a robust reporting solution built upon Microsoft SSRS. This Ad-Hoc report writing tool is designed for non-technical users who desire quick access to design and create their own reports. It includes an intuitive user interface. Users simply drag and drop the information they want to see into a report design window. No need to involve IT in report development.

Dashboards: The Questica Dashboard component, written in HTML5, delivers the ability to provide an "at-a-glance" summary of critical data and other relevant information in a visually rich and interactive interface. Dashboards can be developed for individual users, groups of users, departments, roles or specific functional areas within the Questica Budget solutions. The 7 only limit to the number and variety of dashboard views that can be created using this powerful tool is your imagination.

Change Requests/Decision Packages: The Change Request feature is a sub system to the base budgeting functionality within Questica Budget. Change Requests provide a structured framework to deal with Amendments/ Transfers/ Changes to the budget(s). With dedicated workflows and approval process, this sub system allows budget modifications to be treated apart from the general budget. Staff can request changes such as moving monies from one budget to another, proposing a new position or even proposing a merit pay increase for an employee - all using a simple intuitive user interface. Change Requests can be created individually or they can be bundled together, often referred to as a 'decision package'. Once the changes are approved via the workflow process, they can be applied to the budget(s) automatically.

Flexibility: Questica Budget was designed to be more than a budgeting tool. It was designed to be easily customized and modified to suit the specific needs of any organization. Using easily customizable screens and the ability to define custom business rules, Questica Budget can provide unique functionalities such as Key Performance Indicators/Service Level Measurements/Performance Measurements, and Strategic Budgeting.

Integrated Workflow: Questica Budget improves the efficiency of the budgeting process by automatically notifying users via e-mail when their participation is required. As the budget is promoted through the different stages, (department data entry, manager approved, Board approved, etc.) user permissions (security settings) are triggered, providing the re-assurance that only the appropriate people can modify or view the budget at each stage of its development.

Allocations: The Questica Budget Allocations module allows you to move dollars around the Operating budget, and even into the Capital budget, in a structured and balanced fashion. It supports complex arrangements of allocations between many budget elements and departments. The Allocations module is an exclusive feature to Questica Budget.

Microsoft Gold Certified: Questica has been a Microsoft Gold Certified Partner since 2005, a premium certification level with Microsoft. Additionally, Questica has had both Questica Budget and its SQL Server components tested by VeriSign, a well-known and respected third party testing agency.

We would like to thank the City of Santa Clara for considering Questica's proposal for the provision of your complete budgeting solution. With our knowledge and expertise in Public Sector Budgeting, developed over the last decade, we are confident in Questica's ability to fully satisfy and exceed the requirements of the City of Santa Clara. 8 We look forward to hearing from you and welcome the opportunity to further elaborate on the strength of our solution and our team as part of the demonstration process.

Questions related to this RFP can be directed to:

Contact Person: Andre Aberdeen
Contact Title: Account Manager
Contact Phone: (905) 634-0110 x503
Contact Fax: (866) 520-8514
Contact Email: [email protected]
Company Website: www.guestica.com
Company Name: Questica Inc.

Company Address: 980 Fraser Drive. Suite 105. Burlington, ON. Canada. L7L 5P5 9 Q.uestka Profile
Questica has been developing software products from its Burlington, Ontario office since its incorporation in 1998. In 2001 Questica was awarded a contract with the City of Burlington, Ontario to provide a Capital Forecasting and Budgeting Application tool. The knowledge and experience gained with the City of Burlington together with feedback received from other municipalities formed the foundation of Questica Budget the product being proposed to the City in this RFP response.

Questica specializes in the consulting, research and development of integrated project management systems tailored to meet the particular needs of local governments. Since 1998, Questica has engaged a steadily increasing client base of municipal customers. Examples and experiences are detailed throughout this RFP response.

In 2005 Questica obtained Gold Certified Partner Status, a premium certification level with Microsoft that we have maintained to this day. To meet Microsoft Certification Status, the Questica Budget (then known as TeamBudget) software has been tested by VeriSign, a well known and respected third party testing agency. Questica Budget Capital, Operating and SQL Server components have been tested and meet their certification requirements.

As a company, our focus is very well defined ... our business is helping public sector entities prepare and manage their budgets. That's all we do.

Microsoft·
GOLD CERTIFIED ISV/Software Solutions
Partner
10 YearFounded:1998
All aspects of business operations are performed at Questica's Burlington office, located at 980 Fraser Drive. Suite 105. Burlington, ON. Canada. L7L 5P5 Structure of Firm:
• Questica provides Capital, Operating and Salary/Position Planning budget preparation software to public sector agencies
• Questica is a private Corporation with approximately 30 employees • Chief Officers include TJ Parass and Allan Booth
• Questica has been in business since 1998 and has not undergone any name changes • Questica does business in Canada and the United States • Questica has no pending litigation nor have we had any litigation arising out of our performance
RFP Contact Person
Questions related to this RFP can be directed to:

Company Address: 980 Fraser Drive. Suite 105. Burlington, ON. Canada. L7L SPS i. Product Development: 11
ii. Project Managers: 5
iii. Professional Services/ Report Writers: 5
iv. Sales/Administration/President: 9
v. Total employees: 30
11 1-----
_,....,..... ........ ,
Questica Organizational Chart - 2014
The Questica Team
-------···.,. -----~
...,...... ...................

CEO/OWner+
Partner
'~- _.,,,.

Director of Sales &
... -----· Marketing
/~
Manager Of Sales Manager of
Professional Services
Manger of
Development
'--. ..,/
,,.-l.---
Administration
~L---, -,L~ L/-"
, ___ L,,,.
----.._.__
Sales & Marketing
Team
f>rofessional Services Development Team Accounting & HR & Support Team ' / ..._....,.,_--
...... __ /
12 Statement regarding Financial Citmclitkm
Questica maintains an ongoing relationship with our growing customer base yielding continued year-over-year growth of both revenue and profit. As a private company, we do not normally disclose financial data in RFP responses. If the City of Santa Clara wishes, we will make arrangements for our financial records to be reviewed with our Accountant/Auditor in a controlled environment.

Statement of Financial Standing
If the answer to any of the questions is "Yes", Questica shall describe fully the circumstances, reasons therefore, the current status, and ultimate disposition of each matter that is the subject of this inquiry.

1. Has Questica been declared in default of any contract? Yes ___ No _X_

2. Has Questica forfeited any payment of performance bond issued by a surety company on any contract? Yes ___ No _X_

3. Has an uncompleted contract been assigned by Questica's surety company on any payment of performance bond issued to Questica arising from its failure to fully discharge all contractual obligations there under? Yes ___ No X

4. Within the past three (3) years, has Questica filed for reorganization, protection from creditors, or dissolution under the bankruptcy statutes? Yes ___ No _X_

5. Is Questica now the subject of any litigation in which an adverse decision might result in a•. material change in the firm's financial position or future viability? Yes ___ No _X_

6. Is Questica currently involved in any state of a fact-finding, negotiations, or resistance to a merger, friendly acquisition, or hostile take-over, either as a target or as a pursuer? Yes ___ No _x_

7. License Sanctions: List any regulatory or license agency sanctions. (Please keep in mind that the City of Santa Clara may perform a background check on Questica with all state and regulatory agencies.)
Questica Inc. has no regulatory or license agency sanctions. 13 Questica Budget is successful because it is not a generic solution. It was designed specifically for the Public Sector and 90% of its users are local governments. Each year we add additional features and functionality to match advances in technology and the changing needs of our customers. Questica plans to maintain our Public Sector base and continue to add value to our existing customers.

Questica will continue to:
• Focus on Public Sector budgeting and complementary tools that facilitate that goal. • Use the Microsoft .Net infrastructure for development and delivery (Microsoft IIS / SQL Server)
• Emphasize the need for Stability in our development. Our customers long ago have told us that they would prefer a very stable and well tested product rather than a frequent release schedule.
• Emphasise aesthetics and ease of use. An intuitive interface and ease of use is important to us. It minimizes the amount of training required and makes our end users happy.

Allow you full access to your Budget Data. It's your data; you should have full access to it and have the ability to access it any way. We will continue to publish database schemas and technical documents to support this non-proprietary philosophy. 14 With over a decade of experience and 100 + clients, Questica has significant experiencing in implementing solutions in the Public Sector. The following are examples of selected Questica Budget Customer implementations throughout North America. • Humboldt University, CA
• City of Boston, MA
• Oregon Metro, OR
• City of Chesapeake
• Washington County, MD
• Frederick County, MD
• The Smithsonian Institute, DC
• Municipality of Anchorage, AK
• City of Hamilton, ON
• City of Windsor, ON
• City of Brampton, ON
• City of Arvada, CO
• City of Oceanside, CA
• Madison Metropolitan Sewage District
• City of Palo Alto
• City of Riverside
• City of Oceanside
• City of Stockton
• City of Walnut Creek
• City of San Carlos
• City of Seaside
• City of Pleasanton
• Castro Valley Sanitary District
• San Bernardino County Employees Retirement Association • Humboldt State University
15 Metro Regional Government (Portland) OR 1,500,000
Shelby County, Tennessee 909,000
DuPage County, IL 930,000
City of Edmonton, Alberta 800,000
City of Boston, MA 650,000
City of Hamilton, Ontario 650,000
Jackson County, Missouri 650,000
Town of Brookhaven, New York 472,000
City of Brampton, Ontario 433,000
Region of Niagara, Ontario 410,000
City of Riverside, California 300,000
Municipality of Anchorage, Alaska 260,000
City of Greensboro, North Carolina 258,000
City of Vaughan, Ontario 238,000
Osceola County, Florida 231,000
City of Chesapeake, Virginia 225,000
Fredrick County, Maryland 220,000
City of Windsor, Ontario 216,000
City of Saskatoon, Saskatchewan 202,000
City of Oceanside, California 168,602 .

Washington County, Maryland 144,000
City of Stockton, California 128,000
La Crosse County, Wisconsin 109,000
Strathcona County, Alberta 80,000
City of Lethbridge, Alberta 79,000
City of Victoria, British Columbia 74,000
City of Champaign, Illinois 73,000
City of Pleasanton, California 64,000
Town of Southampton, New York 54,000
City of North Bay, Ontario 53,966
City of Grand Prairie, Alberta 50,000
City of Brandon, Manitoba 42,000
City of Vernon, British Columbia 39,455
16 City of Langford, British Columbia 35,000
City of Lynnwood, Washington 35,000
Town of Whitchurch~Stouffville, Ontario 28,000
Twp. of Centre Wellington, Ontario 26,000
Town of Kingsville, Ontario 21,000
Town of Acton, Massachusetts 20,000
Town of East Hampton, New York 20,000
Town of Essex, Ontario 20,000
County of Grand Prairie, Alberta 18,000
City of Fort St. John, British Columbia 17,000
Town of Sudbury, Massachusetts 17,000
City of Leduc, Alberta 16,967
City of Camrose, Alberta 16,000
City of Kenora, Ontario 15,177
City of Durango, Colorado 15,000
Town of Okotoks, Alberta 12,000
Town of Can more, Alberta 11,000
Town of Sidney, British Columbia 11,000
City of Dawson Creek, British Columbia 11,000
Town of Beaumont, Alberta 10,820
Municipality of South Huron, Ontario 10,000
County of Wetaskiwin, Alberta 10,000
Town of High Level, Alberta 10,000
Town of Sylvan Lake 10,000
Incline Village General Improvement District, NV 9,252
City of Waconia, Minnesota 9,000
City of Prince George, British Columbia 8,500
Town of Taber, Alberta 7,500
Brazeau County, Alberta 7,040
Town of Ponoka, Alberta 6,576
Town of Banff, Alberta 6,000
Town of Kentville, Nova Scotia 5,500
Town of High River, Alberta 5,000
McKenzie County, Alberta 5,000
Town of Bancroft, Ontario 4,000
17 Town of Pincher Creek, Alberta 3,600
Town of Turner Valley, Alberta 2,000
Housing Authority of the City of New Haven -
Association of Municipalities of Ontario (AMO) -
Holland Bloorview Kids Rehab, Ontario -
RCMP - K Division, Alberta -
Wetaskiwin School District, Alberta -
NASA - Florida -
18 Questica EJ{periern:e
See Reference Section below for more information.

Exarnp!es o'f Other Previous Implementations
Cltv of Boston, MA
One City Hall Square
Boston, MA 02201
Contact: Abi Vladeck- Special Assistant, Capital Planning Phone: 617-635-2838
Email: [email protected]
Website: http://www.cityof bosto n .gov
Population of Boston: 636,479
Financial Software: PeopleSoft
Project Overview: The City issued an RFP which was awarded to Questica. Questica Budget (as the product was known then) Capital module was integrated to the City's PeopleSoft system (financial system integration only).

During of Implementation: 2-3 months
City of Oceanside, __ t;l!.
300 North Coast Highway. Oceanside, CA. 92054
Contact: Carol Bunt- Administrative Analyst
Phone: (760) 435-3832
Email: [email protected]
Website: http://www.ci.oceanside.ca.us
Population: 173,000
Financial Software: Oracle
Project Overview: Questica provided all software modules along with all professional services. All modules were purchased. Questica provided the integration between Questica Budget and their PeopleSoft/Oracle solution.

Project Dates: June 2009 to October 2009
Staff assigned to project: Marjorie Johnson, RJ Ahuja, and Rick Rogerson 19 Citv of i\llississcmq;;i,_ O~l
300 City Centre Drive
Mississauga, ON L5B 3Cl
Contact: Donna Herridge- Manager, Corporate Budget
Phone: {905) 615-3200 X 5002
Email: [email protected]
Website: http://www.mississauga.ca/portal/home
Population: 706,000
Financial Software: SAP
Project Overview: The City requires a full implementation of all Questica Budget modules (Operating, Capital, Salaries) with integration to SAP - import actual costs. Several product customizations and custom reports delivered. The City makes extensive use of a feature set known as Change Requests (also known as Decision Packages, or Budget Packages). Change Requests provides a structured framework to deal with Amendments, Transfers, and other changes to the budget. City staff start with last years approved budget, and modify it via the change request process in Questica Budget exclusively. These requests (budget packages) each have their own approval process/workflow. Once approved the budget(s) are automatically updated.

During of Implementation: 2 years
20 8101 Ralston Road
Arvada, CO 80002
Contact: Lisa Yagi- Assistant Finance Director
Phone: (720) 898-7121
Email: [email protected]
Website: http://arvada.org/
Population: 107,000
Financial Software: Oracle
Project Overview: The City purchased the Operating, Capital and Salary Planning modules.

Special attention was given to the Salary module since the City has many benefits that are conditional upon various types of employees and positions. Questica places a number of attributes on employees and positions to make it easy for these benefits to be applied. The integration with the City's Oracle system was completed for all modules.

During of Implementation: 6-8 months
Multnomah Cm.mtv, OR
501 SE Hawthorne Blvd. Suite 531
Portland, OR 97214-3501
Contact: Ken Anderson- IT Project Manager
Phone: (503) 849-6182
Email: [email protected]
Website: https://web.multco.us/
Population: 726,000
Financial Software: SAP
Project Overview: The County requires a full Implementation of the Operating and Salaries modules of Questica Budget with Capital to be implemented in a follow-on phase. The implementation involved the integration of position planning related data and actual cost data in SAP. Several product customizations were delivered including the customization of Change Requests to model multi-level Program Offers. In the County, all annual budget activity is related to Program Offers that are budgets for Programs that have no independent existence in their SAP financial system, and that may affect multiple business units and cost elements. When approved, Program Offers are published to the destination business units and cost elements using standard Questica Budget Change Request functionality. The County contract was awarded in July 2012.

Duration of Implementation: Commenced in late July 2012 and the completed system was delivered for user testing on November 1, 2012.
21 160 N. Main. Suite 1150
Memphis, TN. 38103
Contact: Wanda Richards- Budget Director
Phone: (901) 222-2228
Email: [email protected]
Website: http://www.shelbycountytn.gov
Population: 909,035
Financial Software: MS Govern
Project Overview: Questica provided all software modules along with all professional services.

Shelby County is the largest County in Tennessee. They replaced a variety of tools including MS Access, Excel, Publisher and Word with Questica Budget Operating, Salary & Position Planning and Capital.

During of Implementation: 6-8 months
City of Windsor, ON
350 City Hall Square West
Windsor, ON. N9A 651
Contact: David Soave- Manager, Operating Budget Development & Financial Administration Phone: (519) 255-6100 x 1911
Email: [email protected]
Website: http://www.citywindsor.ca/
Population: 218,473
Financial Software: PeopleSoft
Project Overview: Questica provided all software modules along with all professional services. Questica Budget Capital was purchased in 2006. The City purchased Questica Budget Operating and Salaries modules in 2010 and is fully integrated with their PeopleSoft systems.

During of Implementation: 3-6 months
22 Cit!! of Hamiltan, 01\1
71 Main Street West
Hamilton, ON. LSP 4Y5
Contact: John Di Battista- Senior Financial Analyst
Phone: (905) 546-2424 x 4371
Email: [email protected]
Website: http://www.city.hamilton.on.ca
Population: 655,060
Financial Software: PeopleSoft
Project Overview: Questica provided all software modules along with all professional services. The City has been a Questica Budget Capital user since 2005 with PeopleSoft Financials. Questica hosted Questica Budget Capital for 6 months then deployed the solution to the City's servers within 3 hours. The City has a population of approximately 665,000 with an annual Operating budget of over $1.3B and a 10-year Capital plan of almost $1B.

During of Implementation: 3-6 months
Cit,; af Bramotan. ON
2 Wellington Street West
Brampton, ON. L6Y 4R2
Contact: David Sutton- Senior Financial Planning Analyst Phone: (905) 874-2257
Email: [email protected]
Website: http://www.city. bra m pto n .on .ca/
Population: 433,806
Financial Software: PeopleSoft
Project Overview: Questica provided all software modules along with all professional services. The City required a number of custom reports along with a number of customizations in order to capture specific information. Questica worked with the City's Budget Officer and his staff to scope the customizations and custom reports needed. In the end, over 10 customized reports and 8 major software customizations were desired.

During of Implementation: 3-6 months
23 I/Voshim1ton Ccnmtv,_Al!D
100 West Washington Street
Hagerstown, MD. 21740-4748
Contact: Debra Murray- Director, Budget & Finance
Phone: (240) 313-2304
Email: [email protected]
Website: http://www.washco-md.net
Population: 120,000
Financial Software: PeopleSoft
Project Overview: Questica provided the Questica Budget Capital modules along with all professional services. Implementation was done remotely with training being done onsite. A total of five custom reports were delivered.

During of Implementation: 6-8 months
City of Riverside, CA
3900 Main Street. Riverside, CA 92522
Contact: Scott Catlett- Assistant Finance Director
Phone: (951) 826-5609
Email: [email protected]
Website: http://www.riverside.gov
Population: 300,000
Financial Software: SunGard IFAS
Project Overview: Questica provided all software modules along with all professional services. All modules were purchased. Questica provided the integration between Questica Budget and their IFAS solution.

During of Implementation: 8-12 months
Osceola County, F~
1 Courthouse Square. Suite 4700
Kissimmee Fl. 34741
Contact: Rosa Quintanilla- Project Manager
Phone: (407) 742-5826
Email: [email protected]
Website: http://www.osceola.org/
Population: 231,500
Financial Software: SunGard IFAS
24 Project Overview: Questica provided all software modules along with all professional services. All modules purchased. Implementation was done remotely with training being done onsite.

During of Implementation: 5-7 months
City of Napervillee U':.
400 South Eagle Street,
Naperville, IL 60540
Contact: Chris Smith- Financial Reporting Team Leader
Phone: (630) 420-6055
Email: [email protected]
Website: http://www.naperville.il.us
Population: 128,358
Financial Software: SunGard HTE
Project Overview: Questica provided all software modules along with all professional services.

During of Implementation: 3-6 months
Town of Southampton, NI'
116 Hampton Rd.

Southampton, NY 11968
Contact: Paula Pobat- Director of IT
Phone: (631) 702-1982
Email: [email protected]
Website: http://www.town.southampton.ny.us/
Population: 54,712
Financial Software: Dynamics GP
Project Overview: Questica provided all software modules along with all professional services. Implementation was done remotely while training was done remotely and onsite.

During of Implementation: 3-6 months
25 Citv of Pola Alto, CA
250 Hamilton Ave, Palo Alto, CA 94301
Contact: Christine Paras- Principal Financial Analyst
Phone: (650) 329-2450
Email: [email protected]
Website: http://www.cityofpaloalto.org/
Population: 66,000
Financial Software: SAP
Project Overview: The implementation process has just begun.

Project Dates: Targeted from July 2014 to December 2014 Staff assigned to project: Michael Newsome, RJ Ahuja, James Orr, Greg Double and Mark Ilagan
Total Project Cost: $250,000-$300,000
Did Questica Adhere to Project Schedule and Budget? - TBD Citv of Wo!m1t Creek, CA
1666 North Main Street. Walnut Creek, CA, 94596
Contact: Cindy Mosser- Finance Manager
Phone: (925) 256-3590
Email: [email protected]
Website: http://www.walnut-creek.org/
Population: 66,000
Financial Software: Cayenta
Project Overview: Questica provided all software modules along with all professional services. Questica provided the integration between Questica Budget and their Cayenta solution.

Project Dates: October 2011 to June 2014
Staff assigned to project: Michael Newsome, RJ Ahuja, James Orr, Greg Double and Mark Ilagan
Total Project Cost: $130,000-$175,000
Did Questica Adhere to Project Schedule and Budget? - Yes 26 City of Riverside, ClU
3900 Main Street. Riverside, CA 92522
Contact: Scott Catlett- Assistant Finance Director
Phone: (951) 826-5609
Email: [email protected]
Website: http:/!www.riverside.gov
Population: 300,000
Financial Software: SunGard One
Project Overview: Questica provided all software modules along with all professional services. All modules were purchased. Questica provided the integration between Questica Budget and their IFAS solution.

Project Dates: April 2011 to October 2011
Staff assigned to project: Michael Newsome, James McCall, RJ Ahuja, James Orr, Greg Double, Ryan Hryczynski and Mark Ilagan
Total Project Cost: $175,000-$225,000
Did Questica Adhere to Project Schedule and Budget? - Yes 27 Ci'l.v of Oceanside, CA
300 North Coast Highway. Oceanside, CA. 92054
Contact: Carol Bunt- Administrative Analyst
Phone: (760) 435-3832
Email: [email protected]
Website: http://www. ci. oceanside.ca.us
Population: 173,000
Financial Software: Oracle
Project Overview: Questica provided all software modules along with all professional services. All modules were purchased. Questica provided the integration between Questica Budget and their PeopleSoft/Oracle solution.

Project Dates: June 2009 to October 2009
Staff assigned to project: Marjorie Johnson, RJ Ahuja, and Rick Rogerson Total Project Cost: $130,000-$175,000
Did Questica Adhere to Project Schedule and Budget? - Yes ~[tY.: qj_ Boston, MA
One City Hall Square. Boston, MA 02201
Contact: Abi Vladeck- Special Assistant, Capital Planning Phone: 617-635-2838
Email: [email protected]
Website: http://www.cltyofboston.gov
Population of Boston: 636,479
Financial Software: PeopleSoft
Project Overview: The City issued an RFP which was awarded to Questica. Questica Budget (as the product was known then) Capital module was integrated to the City's PeopleSoft system (financial system integration only).

Project Dates: January 2013 to February 2013
Staff assigned to project: Michael Newsome, RJ Ahuja, and Rick Rogerson Total Project Cost: $175,000-$225,000
Did Questica Adhere to Project Schedule and Budget? - Yes 28 City of Arwula~ CO
8101 Ralston Road. Arvada, CO 80002
Contact: Lisa Yagi- Assistant Finance Director
Phone: (720) 898-7121
Email: [email protected]
Website: http://arvada.org/
Population: 107,000
Financial Software: Oracle
Project Overview: The City purchased the Operating, Capital and Salary Planning modules.

Project Dates: January 2013 to May 2013
Staff assigned to project: James McCall, RJ Ahuja, Rick Rogerson, George Boucher, and Kyle Wheaton
Total Project Cost: $120,000-$150,000
Did Questica Adhere to Project Schedule and Budget? - Yes Dream, Metro, OR
600 NE Grand Avenue. Portland, OR. 97232-2736
Contact: Brian Kennedy- Finance Manager
Phone: (503) 797-1908
Email: [email protected]
Website: http://www.oregonmetro.gov/
Population: 1,500,000
Financial Software: PeopleSoft
Project Overview: Questica provided all software modules along with all professional services and a number of customizations. Questica also integrated Questica Budget with Metro's PeopleSoft solution.

Total Project Cost: $195,000-$225,000
Did Questica Adhere to Project Schedule and Budget? - Yes 29 Madison ffll1etmpo!itcm Sewerage District, WI
1610 Moorland Rd. Madison, WI. 53713
Contact: Amy Bublitz- Business Analyst
Phone: (608) 222.1201 x216
Email: [email protected]
Website: http://www.madsewer.org/
Population: -
Financial Software: Oracle
Project Overview: Implementation is on-going and will include the installation of the Operating, Capital, Salaries and Allocations modules.

Project Dates: January 2014 to May 2014
Staff assigned to project: Michael Newsome, George Boucher, Kyle Wheaton, John MacRae and Ryan Hryczynski
Total Project Cost: $330,000-$400,000
Did Questica Adhere to Project Schedule and Budget? - Yes Other Clients
Multnomah County, QB.
501 SE Hawthorne Blvd. Suite 531. Portland, OR. 97214-3501 Contact: Ken Anderson- IT Project Manager
Phone: (503) 849-6182
Email: [email protected]
Website: https://web.multco.us/
Population: 726,000
Financial Software: SAP
Project Overview: The County requires a full Implementation of the Operating and Salaries modules of Questica Budget with Capital to be implemented in a follow-on phase. The implementation involved the integration of position planning related data and actual cost data in SAP. Several product customizations were delivered including the customization of Change Requests to model multi-level Program Offers. In the County, all annual budget activity is related to Program Offers that are budgets for Programs that have no independent existence in their SAP financial system, and that may affect multiple business units and cost elements. When approved, Program Offers are published to the destination business units and cost elements using standard Questica Budget Change Request functionality. The County contract was awarded in July 2012. Implementation commenced in late July 2012 and the completed system was delivered for user testing on November 1, 2012.

Total Project Cost: $325,000-$350,000
Did Questica Adhere to Project Schedule and Budget? - Yes 30 Product Version and Roadmap
Proposed Version
Proposed Version: 5.1.251.1
Release Date: July, 2014
Previous Releases
Version 5.0.246.0. Release Date: June 5, 2014. Included Dashboards.

Version 4.5.241.8. Release Date: June 4, 2014
Version 4.5.241.7. Release Date: March 20, 2014. Included Google Authentication and Adding links as Documents.

Pmd1.1ct History (past 5 years) and Roadmap
2012
• Allocations Module
• Spreadsheet Import/Export feature
2013
• Enhanced Report Authoring
• Capital Change Requests
2014
• Dashboards
• Performance Measurements
Future
• Asset Management
• Budget Book Builder
• FIR/CAFR Reporting
• Salaries Enhancement
• Strategic Planning
31 A key element of the initial Questica Budget design was to help eliminate the difficulties caused by using spreadsheets in a multi-user environment. Although solutions such as spreadsheets are useful tools to analyze any single budget, it quickly becomes complicated if you want to consolidate many budgets, track "What-ifs", control different versions, and produce a comprehensive budget document(s) based on different criteria.

Questica Budget was designed specifically for creating and maintaining public sector/ local government budgets. It provides an easy to use web based interface that allows budget entry and development, forecasting and analysis, amendment tracking, and reporting (over 90 standard out-of-the-box reports, plus Ad-hoc and custom reports available).

Questica Budget consists of three primary modules: (1) Operating, (2) Salary/Position Planning and (3) Capital. These modules can be purchased individually, or bundled together as a complete solution set. Additional modules include Allocations and Performance Measurements.

O.uestica Budget Operating rv1odule
The Operating module allows those in charge of the operating budget to manage the budget at a monthly, quarterly or annual basis. Actual cost and budget data can be imported into Questica Budget and budgets can be categorized on an organizational basis where Cost Centers roll-up into Departments and Divisions. Budgets can also be categorized on a Fund basis where Cost Centers roll-up into their respective funds. Cost Centers can easily be moved from one Department and Division to the next, as well as from one Fund to the next.

Users are able to break down their budgets by line item, identify expenses and funding sources, enter comments for each line item, and attach documents and notes. Users can also forecast for multiple future years using Questica Budget's Regular Increase feature to increase or decrease costs by a specific amount or percentage. Past years budget and actuals are also easy to see making for straightforward comparisons. 32 Questica Budget Capital simplifies and centralizes the process of Capital budget planning and execution through a unified web interface. Prior years' budget data (Actual Costs and Budget values) can be imported into Questica Budget and users are able to create multi-year Capital projects where they can identify their expenditures, funding sources and make adjustments as they prepare their budgets. Users can construct their capital projects on an annual, quarterly or monthly basis, enter narrations/explanations for their requests and categorize their projects based on different criteria such as Tangible Capital Assets, Fund(s), or Project Status. The requests would then be escalated through the workflow system integrated within Questica Budget. Project rank can also be administered according to predetermined criteria and multiple project scenarios can be created for each project.

Actual cost versus budgets analysis can also be done easily because Questica Budget imports financial information directly from the accounting system. Once departments begin entering their budgets, reports can be generated at any time. Since Questica Budget automatically updates the information, reports are generated in real-time.

Salary/ Position Planning l\,1odule
The Salary/Position Planning supports the ability to accurately model and forecast all costs associated with positions and employees. Each Position is associated with a default GL Account and is then assigned a pay grade, step, contract, pay scales and benefits (start and end dates can be associated to each). Union affiliations, job titles, and job numbers can also be entered for each employee and each employee can be allocated to a position or multiple positions in different departments or funds. Throughout the year, adjustments such as cost of living adjustments, new benefits etc. can be made. Position costs can be generated for an unlimited number of years and can be broken down on an hourly, monthly or yearly basis.

Each positions cost can be associated to any one (or multiple) costing centers. This association/allocation can range from 0-100% with each costing center belonging to a department or fund. Position data can be imported from HR systems into Questica Budget.

Salary/ Position Planning reports can also be generated for analysis purposes.

Position Control 1Wcuu.tgemer1t
The Salary/Position Planning module handles filled, vacant, employee name, ID, salary, benefit elections, position name and number, and funding source. For positions that have multiple funding sources, they can be allocate (based on percentages) to multiple budgets belonging to multiple funds.

Attributes can be placed on the Salary/Position Planning module to help distinguished between different types of positions, part vs. full time, permanent vs. time-limited, and 33 elected/appointed vs. CSA (Career Service Authority). These attributes can even be used to determine whether each type of position receives a benefit/modifier or not. These are referred to as conditional benefits/modifiers.

The Salary/Position Planning module allows users to copy any Profile (bargaining unit) and create as many different 'What if' scenarios of the project as they wish. These alternative budgets are maintained for easy reference. However, only one version can be designated as 'Active'. It is the active scenario that determines the costing of the positions within the Profile. Each scenario can be made "Active" at a time, in order to gauge its effect on the position costing.

An example is to have a scenario representing a proposed 2% increase to a benefit, and another scenario representing a 3% increase. Users can then flip between scenarios (making one active at a time) in order to gauge how each scenario would affect positions' costs along with the overall budget.
34 The next major release of Questica Budget (schedule for July 2014) will feature a new Performance Measurements module.

The vocabulary of Performance Measurement is not yet standardized in the public sector.

Below is an overview and some definitions:
• Program: a.k.a. Service Area. One discrete program or service in the organization.

Performance Measures generally measure aspects of programs, including their inputs, activities, effectiveness and outcomes.
• Performance Measure: one thing that will be measured. Number of Bus Passengers per Month. Number of Invoices Processed. Total Expenses by Department (many measures are financial.) Customer satisfaction. City crime rate. Population. Total Assessment.
• KPl's, Indicators: Similar to Performance Measures.
• Scorecard: A visualization tool for organizing measures into a hierarchy where lower level measurements are aggregated into higher level indicators.

Feature list
• Ability to define and track Measures.
o Can be used to track any quantifiable data including (but not limited to) inputs, outputs, efficiency, and outcomes (four common terms from public sector PM.) with configurable Units of Measure (percentage, liters, foot pounds, FTE's, stone, exabytes, etc.)
o Measures can have Targets (similar to budgets in the budgeting modules.) Targets can be set Annually, Quarterly or Monthly. We have structured the architecture in such a way that it will be possible to add new periods of target calendarization in the future, such as weekly or daily. o Financial and staffing Targets can be automatically generated by defining an advanced search on budgets or FTE's in the Operating and Capital modules.

Huge time saver for customers who own multiple modules! No integrations or manual data entry required.
o Targets can have Thresholds which define how far off target the measure can be before it's considered in a "warning" (yellow) or "critical" (red) state. o Measures have Actuals (the "measurement" itself.) Actuals can be entered as frequently as desired (much like actual cost transactions on budgets) and are rolled up for comparison to targets.
o Actuals can be human-entered on a schedule.
35 • The user responsible for a measure can be automatically emailed when their data is due or overdue.
• A dashboard widget will provide "quick entry" for actuals and change colour when entries are overdue.
o "Combined" measures can aggregate, sum and divide other measures by each other to generate rates and per-item costs, which can be separately reported and tracked.
• By using the Programs feature, users can design a measurement plan from scratch following best practices.
o Enter a list of all your organization's programs.
o Define a Logic Model and Outcomes for each program. Use these to derive your measures. Questica can work with you to implement these steps using our in-house Performance Measurement expertise.
o Organize your measures under each program.
o (Measures don't have to belong to a program. If you have an existing measurement plan you can just dump in all the data too.) • Use dashboard charts to visualize your measurement plan and its execution, and be notified of warning and critical situations as they arise. • Build Scorecards to organize your measures into rolled up hierarchies. Use the Scorecard Widget to add your scorecard to a dashboard.
• Works with our security system for granular control of viewing and editing for all measurement data.
• Total integration with all of Questica's core productivity features including advanced search, spreadsheet import and export, custom fields, customizable grids and self serve reporting.
36 The reporting capability of any budgeting software is critical. Questica Budget provides three (3) primary methods to create and view budget related reports.

1. Standard (pre-built) reports

2. Ad-hoc reports

3. Customized reports (customer and/or Questica created) All Standard (pre-built) reports generated within the application leverage Microsoft's SQL Server Reporting Services (SSRS).

Questica Budget includes over 90 pre-built reports ready to use, or to be customized. The reports available in each module (Operating, Salaries, and Capital) are unique. New reports can be added easily. The 90 plus system reports are grouped into the following 14 categories:

1. Ad-hoc Reports

2. Actual vs. Budget

3. Custom Reports

4. Graphs

5. Operating

6. Salaries

7. Fund Reports

8. Baseline Reports

9. Departmental Reports

10. Capital

11. Change Request

12. Allocations

13. Stage Reports

14. Snapshot Reports
All out-of-the-box reports are exportable to: PDF, Excel, Word, XML, CSV, MHTML (web archive) and TIFF file formats.
37 Drm down ~ Drill through reports
Many of standard reports are drill-down, and/or drill-through, in that they allow the end user to quickly access underlying (more detailed) information. In the example below, in the - 'Budget vs. Actual Costs Year to Date by Department' report - on the left side of the screen, each of the expense categories has"+" sign beside the GL Category. The 'Benefits' category has been expanded to show the next level of detail. Note the actual costs in blue - the blue color denotes a 'drill-through' value - clicking on it shows the underlying values (the actual cost details) that make up that number.
::::J:::i'.i!.'r:-!:}·ii:.;i•;i;_;~:":·,::·1,.'.::1-:;;:: ··=1 ·i / ;:··,:-,,_, . .-.. -.·:,.=.::,,, fi-~;;~~~~~-~1/'l':~;:,:;,l::::;;·~;;·.;~:,,;;~,:-;:,:;,:-.~,r,,:;::r:~::;0',~:~~:;::.7:~:;~1~;:~r;-~--:-,_~:·_ .. :_~_-. _~--\-i;l=l(-=i:-,,!-:_!:-i=j :•i=i:'::'I•_==:: ,;:_:·.'.! i;!_i!.:f;\i.li=:.::_iJ ·i -~--;=,:.;_:_;! :.1::).!1:) Expand
or
Actual vs Budget Year To Date by Department:

De_Oiifff.ltf'f1i: CMP - GompirolferB Di,•i-:i"iDII
Repi;,rtir.g Peri~.- Ja/iti-itl)', 2014 To Dli>G6.'T,b,e-r, 2014 (1'2 i,fof!llll'iJ C H flmcl: <A.!J~; Dep.a-dmer,t· .... N/>; Gl. Aoom.mt: •:Jl./1,; Ccsl Cent~~ qi,//:,. I:
eic~pse t· ••""""" """'" .... grouping I!! ■ 1-------------- _______ Dudget _______ 'YlDAcW3CC-o5-t _____ 01e-riU;;.cadcce.-~_:_:Yan:::;-•=:"'c:_.__" !:f..:"!iD
Clicking on any value displayed
in Blue will show the underlying
values {actual costs details) that
make up the number
"""' The screen below shows the
IEOlhc-rPcil!lc-an~IC:1Jsls
IES!rl.:rnes
Tota1"Expe11saer
rle-tTOUJ.l.

2.112T,DH 2;1~1,-!r&&
;:J,1179,175 "J,1J-5,604
(J,47.!1-,17.5} {3.,2J5,60-1J
(l.rJJ,571}

2.fl,,571
1111-.2:7%
513,-011~
result of clicking on the
$471,115 value on this report
Clicking on blue values ($471,115 in this case) will show the underlying actual cost values that make up that number, as shown below .
.. ·□ e:P3ff.fliellt:C :.:· ompro ers 1'11StOn· !."• . .- .,.

Reporting Peno<!, Januar1. 2014 To Dec,ml>er. 2014 (12 Months) 1c:ti:fid: <"Ail>; Department." <All ►; Ci;,,~ Center: «fl> GLAc.count Date.... Cos:.tCemte-r: Item
Op.erating ExpEHIS-BS
4·Ul6-.Mei:11c.aJ
D:;'.fHiZD-H ~eve-rn.1e
.O-f,J'J.C1~D:14 A.c:co1.1ntiri.!f
0-71;!;1120-14 Bu-j_g.e'l:~ and Financial Plan,r.ing
Total
.A.;.r2.2, 201411:52 .t..1.r
Oe:scrlpfioll Supplier Accl Ref. Type- Amount
.l..c.tual 235-,651
Actual 15~,00.il
DEFCompar,y Act:.111 o;2,2il-D
--• .,,,-,,';;,.i<5 ◄Ill,!._~-~--~
38 Variance/ Budget 'JS. t\.ctual Costs
Several options exist for users to report on variances across multiple time periods. For brevity, we will consider just two options here, one more on the 'micro' side of budgeting, and one from a more 'macro' perspective:

Micro example: Each cost center/program has several screens and reports dedicated to variances. The sample screen below (Finance Administration) shows a standard screen called 'Annual Comparison' - which displays the budget vs. actual costs, the difference (the variance) and an area for staff to enter comments, notes or justifications. This data can also be viewed on a monthly or quarterly basis, as well as 'Details' individual transactions (assuming your financial system supports individual cost transactions).

Again, cost centers can be thought of as a piece of the budget - a collection of revenues and/or expenditures belonging to a department. For example, a finance division might be split up into various departments such as Comptroller Ad min, Finance Adm in, and Budget Adm in - each of these departments can have one or more (sometimes many more) cost centers associated to them.
,l.1/iiS.2.?7_
Z,3-'illj Z,410.J.1-:
·t_,llSJ.: :l,1B58..!il4:
_Ell ~2..~
~-~I 1,3~.~
~,7~; :l.r7~,97j
;a..207j 1Ei,5Z1/i!~
10,645 1D,652.3Bj
~;-41a· : ·· la,o~.s~
~,GO!:i. lS,~1,1,
~t,~n: St,25-t.sg:
1,040: 1,.;;158.14_
.(JS!MJ8}
{;8~~;
~L~79.0S)
7-38:
(1,S,1.47)
C,O.<J)
(2[7,<1)_
lB,14
Several Variance reports are included (same screen as above):
39 11,56271
~,4lD.11 19.11
-~'~'*
.39:...24!
1,3.!i].9~
. . ~-.7.3~.~71
»,!i.27.95
. -~·~~~~8:
:.i.,,036,53
15,Sil.~
5t,"2s-iS3i.
.\,o>.0,i

1.2<!11
(!SS.08}!
: -~~.:□ ~!_ .
(1>'57.:1.05}:
,.,.
(1~1.·111)"
.<"'•'l
[,i>Al):

Macro example: Whereas the above example are variances from a specific part of the budget, just one department, below is a higher level perspective showing budget vs. actual costs viewed as an aggregate of all cost centers, all departments, all divisions, etc. The report below is called 'Budget vs. Actuals Vear to Date' and allows for in-depth interrogation of budget vs. actuals across the entire enterprise and across multiple dimensions. 40 Auto-Fill: Cu,tom, •• 'I'
Budget Vear: 2015 'I'
<
Report Month End: June 2015 . 'I' i
Grouplly. Division .1
I
Fund category or Fimd: <All>
i
'I';
Divisk>11 or Department <All> 'I'
Gl Category or GL Account <All> 'I'
(Object}:

Cost Center: <All> T
Expand All: I-Jo T
Starting Page Number: !1
Hide Page Footer. Yes ,.. I
Hide Page llumber: \'es 'I' i i
Highlight Lin ks Yes .,. I
Re.port Parameters
DMsfo11; C.omorate AdmitJ{stralicm
Re-poriJrig Pe-rfod: J~r,t.1r1,y, 2015 To Jll/Je, 2015 (0 Mo.'Jt/<8} Fwid; ~JI~; D.eptutmetit <Art>,· GL Aoco.Jnt (Ob-jeGfJ; <A/1'>; Coot Cel'it~r. <All> Total Revenue
Expense;
1Ecl11:r,:eftl~
El Coritractud Serwicg!l!
-?20~-M;·;;;r!iiilinp:
42"[:(J - Cdterini;i

4.210- Ct1atr,11cte1E Sen.-i069
.i:.u-S-Phatoco:p-y
III lja!eria.l !I;. S1Jpp-f1es
till.1is~llanf;ClfS
m OthE.r P-crsonnet C.oshi
l±!Solari~-:il
Total Expense
lletTotal
i Bm1Qel
o'
311,£63
2,.707
170.5!;0
4-7ii,6C.~
6,-?ilB
..:::74,7=0
fi-,SM
285,119
1,7~t,~a
3,475,755
(3,475,755)
•
YTD Actual Cost
f.2,SDD,~00
52,500,000
U&,190
1e,oa.s:

3.83'8-
2,377

4.Bf5
23~121
(25-,~~8:)
74,1~3
1,8 □ 3,5'C3-
2,246,759
50,25J,241
41 I
val'nce
overmmier
-5~1500,0-DD
52,500,000
[172.,e.nj
(S,n,~611:}
(2..711:r}
{161,72D)
t~74,2-B-"2}
(1,S:i:c1}
(235,5~4)
(31;3-?!J)
,&1,937
(1,228,991;)
~ Percen:tag,e
Vartanc.e

2.45¾
O.DD%
0-.SO¾
H.74%
--4W.8-2%
10355.%-
-1,445.82 ~
This tcp--ort ca.M be.villiiMledwith thefc-llowing
options;
- Rapa.rt Month El.id:

Monthly (i.o. Jon-Deol
• Group by:

Fund Cotegot'\1/Fund/Divblon/D"p•rth\ont/GL
Categ0ry/Gl.Account/Cort Center
.. Fund Cate:ge,,ry or Fund
AH or individu.al funds
- Ofvh=ion er De~.:1irbt1ent:

All or individLr.sl dlYEsions-or dep"l:lrtments
- Gl. Category or GLA«ount (Obieot)
All or i1tcli111idual GL Category or GL Ac:t~Ul'l;t
- Ci,st Centel'.

AU or in-d"fvidu:.11 Cost. Ce:n.tcrs
Many of the out-of-the-box reports will automatically roll up and consolidation budget data by cost category codes, object codes, cost centers, departments and/or divisions. In the example below, a standard report called 'Revenue and Expenditure by Department' displays a s~and~r~ rollup.
'1 l',i ti .;, ! I .; • ' ~ ' C
auago
□ Msion Co.st Center
@Revenues
El 'Expenditares
1±1 Cari;or.ate Ad"ministratio~
l±ICr:rp □ rlilteSimric.o-:5
EE Coum;:il
EIEngi:ne-a:ring
EB Pul:ilfc:Vu'orl.:s
EB Put:ltc'\;Vork:~Ci·.'IC $i;:rviCi!5
EEi Support Sen>i,::.es
i±ITr-11.n.spcrtaticm .&P-art.iilg Ser,.

El Um:fcrgrnu □ d Utmfies &. Fae.
r±1auHdir1g-sl,li!iinteR8f1CE(HBrne)
EB FAC-(:Qrr11111-1J1ily Centres
1±1 FAC- Par~s. facililfe.s
HI FA.C-Corp.-i:;rate (JfffC:l!a!!:
83 FAC-Eni;;in~rinQ!Pu~flc Wtifl;-:s
1±1 FAC-FacD,tr,a-s Admtn[;rbra.ti □ n
1±1 F A.C-t.1.ainte-rranC:!-Administrstion
l±I.F."-.C...P.11rkades
1±1: FAC-Protecti1m S!fn'fces
00 SO (:.atch:mEir1-l Ar.e.a. 1-1arragement
13 sn Eng-ine-ering .A.drnini!!-lraiiol3
Be.n.cfr.s
C~r.A.tl □ v.1aru;:e-j Parking:

Cc.nfere.nct.efir.ave!
C.0ntfll1ela-d Se-rviee.s
Dental
E-=! □ i~ment
E:quipmant R~r,tal~
Ui1H!ical
l,1ir.c:!ic11.re
Offir.::e SLlppijp,5.

Q~•ertime.

Sa:lali~.s w Exempt
Sal1i.li1:.:i •lfl-:ii~e
Tniining: lln-d. OevEIDpm1:;n1
v~mn
~'ifcrl:-e.rs C.c-mi;:e.1tsatio-n
I •l•I I·· ljl;, •
7,259
1,901
14,12~
2,94-4
3,.232
440,!525
3-,771
2s.3.,S&7
75-0,154
,,,$lo
63'5",3Tii'
20-1,06-4
!--::-e:.oe.-e.

JM:,7:!'3

11..$,462
1c2,!4j'
20f5Eludget
351,958,426
Cost Centers
GL Cost Categories
42 In addition to the 90 + out-of-the-box reports that users can immediately utilize Questica has integrated Microsoft's SQL Server Ad-hoc Reporting as the cornerstone technology for those who wish to quickly design their own reports.

This technology has many benefits:
• It is web based so users do not require special software loaded onto their computers. • No query writing is required so there is no need to involve IT resources. • It includes intuitive interface. Users can drag and drop the information they want to see into a report design window.
• All reports are exportable into PDF Excel XML etc .
•
The Ad-hoc report writing tool is designed for non-technical users who desire quick access to design and create their own reports. It includes an intuitive user interface. Users can drag and drop the information they want to see into a report design window. Ad-hoc reporting solves the most common problem in report design - how to create reports that display the relevant data that users require while having enough flexibility to allow the user to organize and view the data however they wish. Ad-hoc Reporting will provide the users the ability to view data immediately in whatever form they choose without having to request a new customized report. Once developed users can re-use the reports they designed or include them as a part of the Questica Budget application making them available to all users.

Ad-hoc Report users can also:
• Add their custom titles, graphics, logos
• Drag and drop fields on the grid based on the way they want to see the data on the report
• Make a report into a drill-down report by adding more fields to the grid • Format the grid by applying fonts, borders, fills and changing the alignments • Apply formulas as they would in Excel for custom analysis • Apply filters
• Export reports
• Have saved reports become one of the regular reports available to other users (subject to security permission)
43 Questica Budget allows users to regularly email the results of a report to a list of users using a "Report Schedule". Once created, the Report Schedule will automatically execute the selected Report and email the result to the selected users based on the scheduling options.

The Report Schedule can be unique for each report, and can be setup on an hourly, daily, weekly, monthly, or monthly by week basis. The report results will be included as an attachment to the email, either as a PDF, Word or Excel spreadsheet.

Below is an example of a Report Schedule screen:

Report Schedule Tvpe ! Mon:hly (by Week)
Montru<oftheYear CJ January
CJ :February
I] March
I] ~-1
l] Ma·;
I] Monday
[1 Tuesday
CJ We<lnesdey
C] Thuroday
CJ .Friday
fJ Saturday
[j
44 Advanced Search
A robust and powerful tool, the Advanced Search feature allows authorized users to perform sophisticated and highly dynamic data analytics/Ad-hoc queries based on specific criteria or descriptive words. Queries are created in a user friendly fashion (see below) where a complex query can be built -one line at a time.

This allows staff to view and update large volumes of data quickly. When presented with the search results staff can analyze and make changes to many line items and accounts as a whole. They can also insert line items to any budget they wish, apply Regular Increases, Distributions, lock or delete specific lines on a large scale.

In the example below, using the advanced search feature, all budget entries associated with a single GL account (Conferences & Travel in this case) for one department are displayed (Fire Dept.).

Once the search results are displayed, users can now manipulate the data in many different ways. For example, if there was a directive to reduce travel expenses by 5% this can be easily accomplished via the 'adjust' feature available by right clicking anywhere on the screen.
45 Iii_.;' l:iilf;-1::
•.'· ,'·u.J!'ire,
:i:~-Rri;:S;:;iW.:l!
23-w-FreS:;;!ti:J.12
25ii0-F-tf: 501:1~'1;
f~, :~ ; :~1~~~~,,~~~~t~~~7
.-f,l"fll"C .:..). !:OP:i"ll'll,-1;.tll ~
,ti: Cllop)"thl~ P.tr!!,.• ~
~ Ca.p-)·thlsTa.ble
,,,_ ,,,_
""""''
~~
h-pe."11'!!5
""~
"""""'
;llfi-aif\ft:rer,cet.rrrave1
-4111:i-O:inn!:reice:srTrir.~
4116-CO::r.fErenC!!:Sji"ra',,cl
4116-Cr;:r..il!l"lafl~tTra-..'!1:I
'ill~-C'onferaics{irD".-e1
.:j:!.tfi•C:mfi::mri,z:;-/frai,•cf
'll16~0;:-n!'er-s-ce~Fr.rtel
""'llJe--F;;(;ll!ifrer'e3f,ror-'el
C:anferenue"":!
C:anfe[enci!~J
Fl~i!'!eltfnDor,l::111T.-.ent;::in '5,5i::o:

Carnmenls / j.h,11 ~:..!iliDnti } c ~. ;r-o ;
E:i:ample-SCl!!'laria 6,l75j.:
fl'l!a?re-.-er:t-0,i:-.crr-·eren:e. .lD,C<l □ i_::

GC<=r~m,R h~e: - CCrnft!e~m 2,.COD ! . : .
1-rePre-.•enl:JonCcn-~er..ti~n 7,L'!lil · ...
::C.mment&J.Jusl:f.irati:!ns/[ n.~o ·.·
Y,J,tC:io.lllll"OlifllfitemC..~:ir., l-!l,~[I
Abe;rt~tr;:itnL-'1.Co.m1'," .1,-411 □ .···
In the above example, a 5% reduction would be automatically and immediately be applied to all budget line items associated with this GL Account (Conferences & Travel).

Advanced Budget Search allows power users the ability to view, update, and manipulate large volumes of budget data quickly. All Advanced Search grids are exportable to Excel.

The screenshots above show only one of the many Advanced Search capabilities in the application. Each of the following areas of Questica Budget has its own dedicated Advanced Search function:
• Change Requests {Decision Packages)
• Cost Centers
• Employees
• Forecasts (also called Budget Lines)
• GL Accounts (Objects) and Gl Categories
• Operating Impacts
• Actual Costs
• Positions
• Projects
• Project Forecasts (Capital module line items)
• Scenarios (What-ifs)
46 Goals & Ob.jectives Reporting
Departments/Cost Centers (or even individual budget line items) in Questica Budget can be mapped logically to reflect a relationship between that component of the budget and larger community wide services or goals. For example, if one of the community goals is "public safety", all the budget elements (police/sheriff/Fire etc.) associated with this goal can be flagged, or mapped to the 'public safety' goal or strategic initiative. By mapping the relationship between budget items and community goals, reports can be quickly generated showing all budget revenues and expenditures for each goal. This is sometimes referred to as 'Strategic Budgeting' - linking small budget items to larger strategic goals of the City.

Below is a screenshot of the budget entry screen within Questica Budget. As users enter their budget numbers, they can associate each line item to a goal or strategic initiative.

Annual Budget
U i!il / 1::::14u,S-CorrfS·-encei;:/l'ra.1tel r:ottf!ri!n-.:e.3.

Corifureme2
30,000 3:a.,000
m 4116 • Conf-erena=s:Jrravel The Way ~-e-FD'Bnre
The Way we. Green
"'iheWiiiy"41el.ir"f:en
ir-E Way :Aie Gre!;!n
ThE! war WI! Grt!i!L'I
1he V/ay we Green
Ci,000 :S",000
lill ( 1:·1;1 43'J8 - General Supplfes
f :::c 4306 • :General Supplies
1_; uil 4JU-Office~pplies
1:t / JJ.I 431L.-Office~plies
/ ILi 4::114 • Mat:erial!I
/ CTil 4354-Cable
::i ::i .? !:iii "1.364 -Te!el]!1-i.""g"Je./Faiii:

D ·\1 _./ IJil 4;ii;ici -•~n,'~kf
:'' 1 .. ';,1 .!fe:22 -kpairs a."'1d Mainl:enan-ce
i~ m 4821 • Rei:i1:.irs &r.1d l~n~nme-.i!
/ [iii; -'1822 - R"E:pairs and Mat.--.tenarm~.
/i l:iil 4821 - Repairs ~nd Mai:nten.!lflce:
9"'...nerel g,ipplie:s fire house ;::-1
mlscsupptia
offices!Jgl~
Materia!:;iindsup.plies
TV a.'7d inl:'l::rnet
relephtli'le ;;1nd fux ~a
f.lteniddru,ldnglli.'a"">er
R.enov.!lfihns ft:t~Tr.g CJ.Lial'-1!;-!I.
maintofv1cirer pumping eq-.Jipment
CCimpo.stt.ng Program
Sntiw Renit1\/;;il - Mr Plow -J-IJ Simpson
Ooor-to-'.:'.ooor Srricme i,etedor Oiecks
The W-3;y we Gre:en
1:!,-974
2,75"1
7H
110,000
l,428
41600
Users can use the" Advanced Search'1 feature in order to find all line items that are associated with a goal or strategic initiative, regardless of department (subject to security permissions).
47 11,-907
ID " s
C
" j ; m
•
~ ,
• •
The Questica Budget Allocations module allows you to move dollars around the Operating budget, and even into the Capital budget, in a structured and balanced fashion. It supports complex arrangements of allocations between many budget elements.

For example, some Departments (Cost Centers) allocate all of their expenses to other Departments or Cost Centers. These are often referred to as Internal Service Providers or ISPs. A common example of an ISP can be the Information Technology (IT) department. ISP budgets are developed in detail just like any other department, and then their expenses can be allocated out to other budget elements - other departments.

An ISP Allocation like this might use a Cost Driver such as "Number of Computers" to determine how much of the IT's department expenses will go to each recipient. Once the allocation has been run, each recipient Costing Center will have a Destination Budget Line representing a portion of IT expenses, and the IT department budget will have a Recovery Budget Line that effectively zeroes out their total budget.

The Questica Budget Allocation module provides the ability to 'visualize' all (or some) of the budget allocations. Below is a simple example of two (2) allocations. ------------~---~·,~------------------·~,.-., .. ~------------ ---·-------------············-··----····· 1 /' This Department has Allocated
! ·"" costs to each of the other
"· ··· ... ! _,,,/'.'.<'~ Departments (spokes) shown
_.,, here
... ~- ... ·•·······
'·~ ~·· This Department has intum
· Allocated costs to another
·ii., Department
Clicking on any element on this Visualize Allocations
Screen will reveal additional details about the Allocation 49 Change Requests/ Budget lieque;;ts BWs
Change Requests (also referred to as Budget Adjustments, Budget Modifications or Decision Packages) allow you to process pre and post approval budget changes using a controlled process and workflow -based approval.

Change Requests is yet another feature which distinguishes and sets apart Questica Budget from strictly a budget preparation tool and focuses on Budget Management. Change Requests provides a structured framework to deal with Amendments, Transfers, and other needed changes to the budget - both during budget prep and Post Approval. With dedicated workflows and approval process, staff can request changes such as moving monies from one budget to another, proposing changes to positions or even proposing a merit pay increase for an employee - all using a simple intuitive user interface and in the end, the complex math is done for you. Change Requests can be made individually or they can be bundled together (a decision package) and are treated apart from the general budget with their own approval process, until the changes are approved, then they can be applied to the budget(s) automatically. No other budget software vendor has the budget submission and change control functionality provided by Questica Budget.

St.-ategic initiatives/ Mapping/ Provide abiliiy to pe1Jorm logic-mapping functionality defining the: relatfonship b-etv~reen det.."lartn1ent level n1east.1res and cornmunity vi1ide sen.dee areas"
Departments/Cost Centers (or even individual budget line items) in Questica Budget can be mapped logically to reflect a relationship between that component of the budget and larger community wide services or goals. For example, if one of the community goals is "public safety", all the budget elements (police/sheriff/Fire etc.) associated with this goal can be flagged, or mapped to the 'public safety' goal or strategic initiative. By mapping the relationship between budget items and community goals, reports can be quickly generated showing all budget revenues and expenditures for each goal. This is sometimes referred to as 'Strategic Budgeting' - linking small budget items to larger strategic goals of the City.

Below is a screen shot of the budget entry screen within Questica Budget. As users enter their budget numbers, they can associate each line item to a goal or strategic initiative. 50 Annual Budg"t
.I [';) 4116 ft Cmferenrei-{rravi!i:l
·, llil .;1-:.6 - Conf"er~nces{Travel
IT: 1306 - Ge.<1eral Supplies
i::•.:1 4.3i'.13 - G~E;ri:il suwlies
,.: [i;J 4311- Office Sup;:1lies
Cbl 4312:-DfficE!5upplies
l:iil 4324 - MatBimli.

IJil 4JH-C:i:ible
[hi 4'.3Q4-iel~CX"e,n=cll;
i;:w 4366~Wa~
!T'. 4822: - Repairs and Main!E:nan,::e
l:izl 4322- Repairs ;;;,nd Mclntemmte
~ 4eJ.Z-Repilllr:5 i:lrid M;1interic111t:e
l:Iil 4822 -R.epaj:"?; and Maintenance
t) ~ CT:I 4::1~ • Fire &!Burn Awar~l!!:$5
//
/ I ---~ -~
./ The 1,.:J;i;,'/ ~~,e Fin!ln.:e Confi!rerti:I! i
Cortrerern::e 2
gi::nerB-1 supplii!::S fire hou:ie: ~1
rnisr.~p,'t,~~
offi~ .supplies
r,1ns:i:cllor:-e0us P-GP~r arid Toni:!' fur ft ~ti,..::opiar.

Matetial5 and supplies:

T\/ ar;-dirrb:met
1:i;!~ht:ine~ fax chi!!"~
filtEred drinking 1r.-ater
Reru:ivatioris l:osleeping;:i11arlEf:t
rnaint of water pumping eqLJipment
Co1T9!JmgPr0gram
Smv.·~ Remcr,·al- 'MrPl □ ~'I -HJ Simpson
The Wai we Finance
"ih~ Way we Gre:~
The WPY \l'ie G~i;:n
The. Wa1 we Green
The '!-Jay we. Gre~n
The Wa'} we Green
Th~ ·~·Ja'i we Grel!:ll
:10,0QO
C,OC-0
12,.974
J1224
2,754
714
1!!'.1,000
1,428
-!-,,-6 □ 0
Users can use the "Advanced Search" feature in order to find all line items that are associated with a goal or strategic initiative, regardless of department (subject to security permissions).

BadgetUnes
:.•·::-11-1!,
.: c::S,,J~inabiri~
U 1!: .' f.t:i51Jruiir.abilify
··r;::15i:Js-L!i1r..!1bilill'
,: r~:,1 fe°I!! D
-:c:;1Pne
:. ,.- ::.::1rue
.::~ Fire
.Jif'"rr-1!
,: CiitFire
,; a.,nre
· ~•:. Rre
'l:iilFire
2ili5")•Fin,S.la'iiceif
.!!17~-~min..l:,Trt"r~i!lr!r.leit
2D1J-5us':l!IMabil-lrD--...p!lrlml!f'lt
2!JJ3-51.15~i,1,!Clj~lyDepmln11!l1t
2116')-f'nl!:Sb!i'llcn:5
2oori-rIre:.ste1111n3
~!'.r-Fire.St!l6cr,2.
2H.'!i!'.1-;0jre.Sbl~11112.
2861J-;=lreSt,;;Uon2
lS!l!'.l-:19reSt£iUon2
::!3!ID-flrcsrauon1
li;~-firESti!.UC!r.J[
.2B60--F:reStc~IY! 1
.2850-:F.reSBUDl'll.
2800--F~e:!lEIUon 1
2B~-.FlreS'l!IU,:,nl
~cl.,;J-Flre::rmt.'lll'l1.
'1822·Rl!pahlal'ldMalnb!l1i!1rcl!'
412~ -T~m~.arid:~l□ fJ111;lll1:
*~-1-Ad~~!iir,;i
+1.te-Carrll'l!L~:!il!!l,.-i!;:is
~22-~rs.!lr.dl>-'l!!inl:l!9'1i!ll1tl!:
4Jill!i-We.1er
-rnia-W!fleri!ll!:h:p;::di~
-'i132•0fflt1<.5l.p:ilies
-'illll!i-G:!nfer!r.:25{n'al'5
aiiJ>ll! • Geni!ral5up~~
aiil2-'i··~-<11i!!rlals
4:i!l2 • Offi:e 9-.pp°le!I
43JS-Ger-l~~
482.2-REpalrs a.nd M~int:nar,~
~U.6- Con,~"lce:!:/rrai.5
51 U:u:;i:i!ilir.gProgram
lilteteddntjn:g~
;i~rel:St;JPli~ fir-!! OOU2 .;,j
~itjlll"rl!9lll\,'!!llbn!;tl>isil:l!!pir!Qqll!lr~I.S
:if.lcl!:51.Dpllr:s
FirE Preva1tmnc:.,rn.-•eri:ilk'l
~!r.ealE..Jpp'.11!:Sfira~::1
~.ale'lefsi!l!ld511pphs;
ot'f.:ec~~f!!!
r:11£:supp~5
C'::Jl!:lp:!Stin!;Prai;irarr.
cor~~1
T-"lE"<W-i!\f A'\'!r;!'E!!i'~
TheWt'(i\'\:IJ'..e
T-"le\'.'cyll.oeGn!!r,;~
TheWc'{W,;!Gmw
The We'{ l•.~ Gri!E!~
Th~'{: 1ar11.-~l.1:s
Tl:eWay1•.eiPr~
3,11H
11:.e;·v1!r:t·i,e.-Grow S:,1SO
Tro!c •~'i!iy ~Je. Greol!ll 12,.'974
Thewav-M!.t.r~ si,.:i,..;.;:i
7ne:lli'i!IVJJl!tireen 3,366
T.-,el'i/21.y:M!.Gr~n
T~c Wcl· ~~e !S!ce11 4,-!iO)
T!lc\;;an11e:l'ii~ill'II ~.OOCI
.li,000
5,000
11,907
Per:fonnr.mce f!lfea.,;1.ues / Key Per:formm102 fruiicators / Service level Measurement/ Perfonrwm::e Mmwgen11amt I Bw::lgetfr1g for Outcomes
For many clients wishing to capture information beyond the budget, such as Performance Measurements, and/or Service Level Measures (SLM), Questica offers a screen at the business unit level (cost center) where users are able to enter information such as the goals, objectives and outcomes/performance for their business unit. They can enter the outcomes/performance (actual and estimate) for the current year, enter estimates for the coming years, alone with viewing 2 previous years' actual performances - all on the same screen. These SLM's now become part of the workflow process and can be adjusted, approved/denied at the different stages of the budgeting process. Customized reports can show budgetary information, performance measures alone with narratives and descriptions/justifications for each budget. Questica plans to improve upon these existing Performance Measurement features with the release of a comprehensive Performance Measurements Module later this year (2014).

Dashboards/ visw::ililations I infon,iative at-a-glance With Questica Dashboards users can build rich interactive visualizations of your budget data to create beautiful, informative at-a-glance displays. You can show charts to monitor budget development or track spending in a department or organization-wide. But, you're not limited to showing just budget data, users can also embed web content, including anything from Google Documents to city traffic cameras. Our dashboards are built using a simple drag-and drop interface and can be private, shared between groups, or available to all users.

Information can be presented in a variety of styles, including:
• Line
• Scatter/Bubble
• Stacked/Stream/Expanded Area
• Discrete Bar
52 • Grouped/Stacked Multi-Bar
• Horizontal Grouped Bar
• Line and Bar Combo
• Cumulative Line
• Pie/Donut
• Bullet
Below is an example of what one Dashboard screen may look like. :::
r~~M,~:--11:!:-
61 CurrentC:~pl::~I
Prc~e:t:;
6 C..p:tal:?roJ~l.5Qn
Hol:I
e1-Rehi!J.si;,1a0epls(1af!! ,$:2-0gpllnpul(2afl!;l
$J-l:l~r Rl!'l'I~ .... ra Of6i 04-tilrR0',1(1\II (HT-f) .ti!5-Rninc;;"Rn•A-m{~afi;i) $6-~pproat,d(ij of,;;)
--~pcrat:r.g forc-:a;.t [!3:;hboa.:I
-----------""~•=et=~--"-l"'~-"-'"~-•o_c«_.,..._va_ria_,=_ · J IEErtg_in,~!i '14.5-..;ntllllllilillllll 1B.4N= ,, ___ ~.,.---- ,J.J.'!11~ -12,3 ~~ i ti 8 S~lll"T!,'Y~le. Ca-nfl!!rence. Cen~re
81'.:ni~,;,. lt!"D"".;itjnn-, &.C.i:dtUl"CI
1-Jl'~PJllng&~~mP.ilt
El ll!:!lb.!;iliire I;!,. R!i!gul.rt,:,ry:Sent.

EilCOr.P()tateAdrnii:i~tratkin
1,11 f"..Ol"JW]t".nt.,. Si!!~
ClloJ..duill ~Budgal
:;::::a :~::::~----- ~~; )::~:~: ; if

34.!Mlil 1.'3M_____ .,..,...... -1.J:M -21.9 <.f, ; ::g H.tM)I _ _...,..,.,.• ],IM !-'I.Ii-%. \:i[!·
r..sM I ::i.s:M-- !illBK 1u 'l!i. • :.: 1i
::::1 .. ~:::::-<:_: _;,::~ ::~: ,1
;ur..fl ;1u.&~ -------~~-~- -'l::>K.7K -11.s~-. ~
:1M [ l.1H ----· '!!'ll'!l.!l'K ~B.? ':lo 8 ·:it:
~!1
ii:'
'I
[\
i:" l-~-~. ~••d••~J~
M - - - m - l\
I!
. ;: ·p::-);~~:::':T:~~:7~.;; ·;l,>: << '_.:: ·;:\/y:;\i;::\): ··s· ~;/'.·:''.if"\'?::!-:;·:··::'.-'.- ►""'/ V>'x·:_;::;-:;q--;<-\:::··-s:-=;~-:;yp;-;rr//:;·::~t?~::·r•-i::t~\'.~t:~:w::;;1!~~r•~U)::/::x;~:~::;,·-z:··!·\f !:-;j\i :<i:::-J~ Drut down - Dri!I 'tfm:nigh repari:s
Many of standard reports are drill-down, and/or drill-through, in that they allow the end user to quickly access underlying (more detailed) information. In the example below, in the - 'Budget vs. Actual Costs Year to Date by Department' report - on the left side of the screen, each of the expense categories has "+" sign beside the GL Category. The 'Benefits' category has been expanded to show the next level of detail. Note the actual costs in blue - the blue color denotes a 'drill-through' value - clicking on it shows the underlying values (the actual cost details) that make up that number.
53 l!!-at~erP!lfl!!Cht,l!:lCOS.t!l.

TotlillEICJle:O:Sl!I 3,479,175 3,2.l5,&i4
(:3.,479,175) (J,2J5,CH141
{251,21.2~
{l;SEIS~
1:13,a:
[243,57t)
:2.4:J,571
10::..2J.~
10Uli%
1(1;:.~~
1U.2i'~
7CJ.1t5~

93.00t.

Clicking on any value displayed
in Blue will show the underlylng
values (actual costs details) that
make up the number
The screen below shows the
result of clicking on the
$471,115 value on this report
Clicking on blue values ($471,115 in this case) will show the underlying actual cost values that make up that number, as shown below .
. ,.,,,r-:-::,::•·.;::·i.: ;:·::::: ~; ~;. ~ ;-;::~:·~~-'.~.: :::
·1s ear
DeP~rt.rrlent~ Ct• mp re ers Ms•on · ·
Reporting Peliod·. January. 2014 To Deoombe,, 2014 (12 Months) F~md: :l;"A/1~; D.epartmerit: <All>; CQSt Ce,-ifer~ .::Ari>- Cost-Cl;!.nte-r ¢ Item
Ope.ratf11g Ellp,e.nses
.S.1-IJ,S - ~.1edi,caI
05i311'2:11,14 R~-E:!1Ufl
OE!J3012ll14 Ac:c:01t11:l~g,

01.l::!1.1201..!; BUd!;:!!!tsand Pina.nei,11IPla.n-nin]l:

Total
Ap-r22,2014 l1:~2AT,1
Description Supplier Acct Ref. 'type Amount
GEFC0~11ny Aci'Jal 23-5,BSJ
.-4.cillal 193,004
At:bral 4.2,:'dG0
----.,,,r11,:i'11iso' •,tllll_ ""-:·•·-"'· _.,......,....., 54 /'?iJf! up cmd i::oni5ofidatio11 budget data
Many of the out-of-the-box reports will automatically roll up and consolidation budget data by cost category codes, object codes, cost centers, departments and/or divisions. In the example below, a standard report called 'Revenue and Expenditure by Department' displays a standard rollup.

Blidge
DivTston Co.st Center
1±1:Re-venaes
13 ExpelldTtu r-es
1±1 C.1npll'rat-e-.4dmirEi!itretion
f±I CC:TIJ-Bra.te: Se:Cl!'iCCl!l
!!1Ccn.1'11c~
EIEng.ine-ering
IEPut::-lic:\·.::orl;:s
IE P1.1t:-li~ 1N1;1fk::.~Cr.'i-c $1:rvice~
1±1 Supp;ort Se-r,'ie:e.-s
l±ITrarts.~crt.&tiDn & P.!!irking Siirv.

El 1.lndi:::rgrcur11f UtilH:ie::;. &. Fa.i;.
1±1Eh.1ildia9-s r..:1111nta-n-11nc:a-(Home)
1±1 FAC- C.cimmJJnfy c.e-nfre.s
@ f,';,_C-P1:1rl;;s F11cilil:ies
IE ft=.C-C.orporate Dffic~
IE fAC~E11-gi11~ri11~1P-1rb6c 1r'fi;rl;~
IE FA C-F a.cllitl5S-. .G.d min ls.tration
1±1 f AC.--t.l aint'!:n an c:a .A.Ji1TJni~traii011
1±1 F~.C-Plilrfa1.deii
r±I FAC-Prote-ctlc-r.i S.er...-lce-s
!ti.SO C.atcllment .A.re21 Msn09ement
El S.D :Engi □ -e~rlng Admmisfnrtion
8ena:fi6
C.ar Allc·,•,•a11cE-f .Parking
c.cm f15-re rtc.e-S/lrav:e-1
C-011tre.cted S·c-r.-ice.-s
0~11tlill
E,g,uipment
Equii:,menti;i.el'!tals
1,11;:1:iical
r,~E;d'ic.ue-
□ ffjee sui::r,~a,s,
Overtime
8alarie~ - E:i1emi::t
Salati~-lm1idt
Training ar:;d De-vela.~ment
lfision
7,2:5"9
1,9111

2.1t.5
1,3~.8
4,717
-5,4£-4
1-<:,1.2l
2,844
440,:::26
s.n1
291,B,7
7!:-D,194

5.ll,8-16
eJ9,Jn
201,05'4
~~.oiss
3S'B,T33
114,4-cL
1;5..2,-147"
::?,7,S-D9,236
19D,S.72
2,4SS:,4B2
34,SOD,!i70
70,5:37,49-1
2015 Badget
351,958,426
Cost Centers
GL Cost Categories
55 In addition to the 90 + out-of-the-box reports that users can immediately utilize Questica has integrated Microsoft's SQL Server Ad-hoc Reporting as the cornerstone technology for those who wish to quickly design their own reports.

Ad-hoc Report users can also:
• Add their custom titles, graphics, logos
• Drag and drop fields on the grid based on the way they want to see the data on the report
• Make a report into a drill-down report by adding more fields to the grid • Format the grid by applying fonts, borders, fills and changing the alignments • Apply formulas as they would in Excel for custom analysis • Apply filters
• Export reports
• Have saved reports become one of the regular reports available to other users (subject to security permission)
56 Report .5chee:fi-1fe I Scheduling & Deli'ifeuy of reports Questica Budget allows users to regularly email the results of a report to a list of users using a "Report Schedule". Once created, the Report Schedule will automatically execute the selected Report and email the result to the selected users based on the scheduling options.

Below is an example of a Report Schedule screen:

Rell<)rtSchedule Type jMontj.1Jy (by l'l••~J
Months Qf the Year U January
L! February
CJ March
D.ays:ofthe.Week
[] Apr!
Ci May
CJ Nonoay
r·:··, --~--r 1uesday
CJ Wedne,day
D lhursday
CJ Friday
,:::; sa turnay
Ci
: FirstWe:ek
57 Advanced Search
A robust and powerful tool, the Advanced Search feature allows authorized users to perform sophisticated and highly dynamic data analytics/Ad-hoc queries based on specific criteria or descriptive words. Queries are created in a user friendly fashion (see below) where a complex query can be built -one line at a time.

In the example below, using the advanced search feature, all budget entries associated with a single GL account (Conferences & Travel in this case) for one department are displayed (Fire Dept.).

T "~""" T ;m-Coa'<ter=,""'"'I
Y D,;,=eot
Once the search results are displayed, users can now manipulate the data in many different ways. For example, if there was a directive to reduce travel expenses by 5% this can be easily accomplished via the 'adjust' feature available by right clicking anywhere on the screen.
58 ·················································-····· -lllfi·Ceril"E.l'tl"..:e~trrl!il-~
411£.·Cai~;'Tr!!I'.~
<Ul6·Cooliaranos:s/Tr:n.-el
411.Ei·l'.;on~/Trill~@I
4lllj-CGnf.::ren:a-{i[a,-el
~116 ~cmfcr-!!nca/fr~vd
.olll-S•Con~r,1~
"'11Xi·Qlr.~..e5-t,'~I
· [~I l~Glho$t/(l\)F!Stit::.?.!L~l;;l'i'l-r;,V~,/cwForer:-?.!r.tAdj,J;;.tf1rgs.asp:i:?El".;dge-tYE Ci:in-ft:ritr'l:f=-1
Q:r,fl!~ce;>'2
~reme.#3
~,9JD .
q,;;:T:i:
'il.~o:<
~-sit!l/JU5'1ifi:::ahll!"tlf-i. s.?O □ !.'
Exi:im;:ihr•S:,:m~;io -6,1~:

Fi:-eiln!vaitr~nCorr-e-erce 10.aco•: I
r,111n1111::rm;hfre·i:crnrr.em! :r,r.i~o!:

F'r.~Pre.1-=:n1nCcmen~cn 7,0C<J::

Conmen:15JJ:Jstfi~tkins,/c 12,SOJ!
~tullCal;l~l.irf!ill':l~i;;G,1
Albeart'strlp:OLIH.c;..mty
In the above example, a 5% reduction would be automatically and immediately be applied to all budget line items associated with this GL Account (Conferences & Travel).

Advanced Budget Search allows power users the ability to view, update, and manipulate large volumes of budget data quickly. All Advanced Search grids are exportable to Excel.

Administrators can also determine who has access to the budgets and also determine the types of analysis can be performed. Individuals without permission would not be able to view selected system reports and/or perform budget analysis.

Your permissions determine what you can see and access: A user's interface is dependent on the permissions granted them by the System Administrator. For example, in the screens hots below, the menu listing on the left is that of the Administrator whereas the menu listing on the right is that of another user where the Administrator has granted fewer permissions.

Administrator
r"" Q.,•rli" ~ "<""'F71FF?fflZ
Ci1ange Request Stages
Change ~eque.:;tTypes
Divisions and De:pr.1rtrnent$
FiJnC C.at~goF!v,~ and :==und\
G!... Ao:ount"Types
GL Categori-eE and GL.ti.ccaunts
Pcsltfon. Clas:ses
?rrti:-ct Pr::iject ?u-dg~t Linc- C:Ircgorie~
?ro-j-ecr S.t.~ge:,
Proj-ectStat;Js:
> ProJectl'yp.es
....;;,:=.:..::.:.:=--'--.j.> RankTypes
Lower Level User
60 Note the System Administrator has access (permissions) to view each of the primary modules which make up Questica Budget - Operating, Salaries, and Capital (on the left side of the screen) whereas the other user only has access to the Operating and Capital modules.

The user on the right has no access to anything related to the Salaries module.

Configim::ble Screens & Grids (User C1dded columns)
Many screens, as one would expect in any financial application are grids. A grid, similar to an excel spreadsheet is made up of rows and columns. As shown below, a right mouse click on a column header in a grid displays a menu with many timesaving tips and tools, including; sorting, grouping (by field and by box), best fit, remove a column, filter, and add columns (select columns). Adding a column allows users to easily enter an unlimited number of user defined columns to track additional information. Data types can be defined for each new column (numbers, text, dates, drop-down menus, etc.) In the screen below, 'Strat. Initiative' and 'One-time' are examples of user defined configurable columns. This ability to configure user input screens and add columns allows you to enter and track virtually any budget related data.

D;:,o..im.e'lt!;
~•ari.ibl5
Aliei:!!bi:f.'IS
J11:ldF.ianal!nlilrr9atian
(~ ~I '.' '.i.e43'.JS-G5!11ercLS1.,wles
C! ,) ,-,, uil-'1312-0ff'as:~t1:s
Cl 1: f?..-:14;!!U.-¢~$L:l:lf;ll~
C •~ / i.'i·I ~JH-Ma'll::ria~
I] :'.: i; l:'(:-t;!S°"f-i::.Ji:e
CJ -! ,r u.14354-'i~~llw,~-:eoic
.Filll!:Cil.rtl'ypec
F"rn:?ri::\·chtirriCo ~1111 -
C=~ish~!!!• 10
rris.::ruPP:lc:r
00111ment~~ l.-ve-1
ciffr.e~!!& l0<~::i:fjlttJ~
li'f,;;i;El(i;~Pap,s; -rl~
:terephore;;;ndf.lJr PU,j1!11ilmid¥!!o!lrE:!d
61 :_()
llJ,C,CO l7,00J ..-9,0DD
:;i.,x,:, r :!:,:ao, t4~0
U07
.... ,.,
3,015D 3,.7.16, J.,703
l,DDD 0 (l.500) 1'
8,--IOD 9.2"'!0
'2.5::it 1,'22-i
2,.6.52 2,J!<l
Scre;i?.'n lcwouts I Coior / themes /lfser com:roUed display and wntent Select Layout - Once a screen/ grid has been configured to the users liking, the screen layout can be saved. This can include the number and type of columns (data) the user is interested in, as well as the order of the columns. Screen layouts (see below) can be unique for each individual user or, the same for everyone - as determined by your system administrator. unplanned overtime
Screen Layout Menu ~i'
CUstomized Grid
Andre's Grid
A!l;;n's Grid
Grid CU<lomiz,,tioi, He;lp
1 .. ,
Each user can select the color for the application. Selected examples are shown here:
62 63
Con.siste:nt c:md logiwf saeen !aJ•rmt (l'Vr:n;igation Bars) All screens in Questica Budget are all set up in a similar manner, with the details on the larger right pane, and the navigation elements on the smaller left pane. The left pane is referred to as the Navigation Bar, or simply 'Nav Bar.' The Nav Bar help users navigate without extraneous information displayed which is not applicable to that area. Below are 4 examples of selected Navigation Bars:

Cost Center
(Operating)
Da5f:ibpards
General
Documents'
Notes.
>';,ri,abl~s
Allocations•
Mdi!ional nifurma!ion
~Y Pe~r~a~ce i~di~ators ·
General
P~s;tio~·Alloca!ions•.
~,ill';l'"~~~'il/f.;i!;1iil!i/f
-~~lJ.dt~~~~
Annual Summary
Capital Project
Dashboarrui
G~eral'
Re!;jions:

Documents (3)
Notes (2}
Related Projects
Addi,!iorial rntorm;;;il;fon ·
Variables
~~aim~ritli (1)
Notes
Rari~
Mii~a.1 summary
Annual Compariron
Quart~rly .C6mp".rison·
Monthly Comparison
64 Profile
General
DOOJments (3)
Notes
Position
General
Employee Alloc:ations.

Cost Center Allocations
Beneflts
Documents
Stages and Workffr::wil
Questica Budget uses the term 'Budget Stage', or simply Stage to facilitate the budget development process and also indicate where a given department is in the annual budgeting process. Each Stage is configurable, and coupled with a workflow (users can enter and approve budgets and escalate them through a series of predefined stages). This workflow controls the access individuals have to the budgets and supports a method to ensure budgets are properly reviewed and approved by all those who are participating in the development process. After staff have entered their budget(s), they are responsible for promoting them (advancing) to the next workflow stage (reports are available to show which departments are at which stage). The system records the budget at each submission stage, so that the changes and modifications to the budget are clearly visible and transparent if requiring review at a later date.

A typical budget might evolve through several approval stages:

Above is an example only- the City can define and configure as many budget stages you wish.

Since this entire process uses the same database in a controlled environment there is no re-entry of data. Reports are generated from the same data that the users entered at their first and subsequent submissions. The budget process is efficient because Questica Budget automatically notifies users via e-mail when their participation ls required. As the budget is promoted through the different stages, user permissions (security settings) are triggered, providing the re-assurance that only the appropriate people can modify or view the budget at each stage.

Sample Screen - Budget Approval Stages and related permissions:
65 S-ystem
Dl)Eri!!;ting.
5ala<les
c~pst;;;il
Budget
Approval
Stages
(6 in this example)
In this simple example, the user would have
full access (full permissions) for the first 3
budget approval stages. However, no access
once the budget reached stage 4 or higher.

Export l Import to Excel I Excel Import Tool
Questica Budget allows authorized users to export the contents of most grids to an Excel spreadsheet. Then users can edit the data on these spreadsheets and import them back into the system to change large amounts of data at once. The spreadsheets generated by the tool must be viewed and edited in Microsoft Excel 2007 or later.

Field level Sernrity
With Field Level Security you can finely tune the level of access your users have to important budget data. For example, you may want a budget entry user to be able to access and update Costing Centers. However, this user now has access to important fields on the Costing Center, such as which department the costing center belongs to. Changing the department field would cause significant complications. Field Level Security allows general access, while giving you the ability to individually restrict and control specific fields. Field Level Security allows you to lock down important fields to administrators only.

Dhd:ritmtffons - spread aut armnmts
Questica Budget's Distribution feature allows for an annual amount to be spread over certain months (or all months) based on a predetermined calculation. Example, if a user needs to account for snow removal, they may want to distribute the cost of snow removal 66 only over the winter months and not over the entire year. Distributions can be applied to revenues, expenses and position costs. When applied to position costs, seasonal staff wages for example, can be budgeted to only the months in which they work.

What-ifs Scenatios
All Questica Budget modules have the ability to copy any budget/project/profile/change request/etc. and create as many different 'What-if' scenarios of that budget data as desired.

What-if Scenarios can be activated (turned on or turned off) one by one. The Salary module also accommodates different 'What-if' scenarios for salary and benefit data such as, wage increases, COLA increases, collective agreement negotiations, and all related calculations.

These alternative budget scenarios are maintained for easy reference however only one budget version (one scenario) can be designated as 'Active'. It is the active budget/scenario that is submitted when the user promotes (advances} the budget to the next approval stage - the next workflow stage.

Reserve ForemM:s
2 • Reduce Revenues by 10% (Scenario}
J -Increase Revenues by 10% (Scenario}
4- Remove Reno to Building (Scenario)
Main Scenario {Active)
Soda Machine revenues
The Reserve Forecasts feature was specifically designed for tracking reserve balances. This helps Finance to be up-to-date with funds and reserve balances, in real-time.

Each reserve can be associated with a Gl account. As users identify their funding sources (i.e.

Reserves accounts) for their Capital projects, Finance is able to view their Reserves Balance and Forecasts - the opening balance, the amount being withdrawn from each reserves, any contributions and the dosing balance. Out-of-the-box, Questica Budget allows staff to view this information for up to 25 years. This can be extended, should The City wish to display additional years.

Questica Budget also comes with an out-of-the-box report which shows the above information along with the name of each project that is requiring monies from each reserve. 67 For the tracking of Funds, Questica Budget has a similar feature called "Fund Forecasts," which serves a similar forecast but specifically for Funds.

Fund Ba!am::e Forecast
As users create their Capital projects, they are able to copy existing projects, rename them and have multiple scenarios representing a different state of affairs. An example would be to have alternative scenarios, some representing funded projects and other representing non funded projects.

Finance can then switch between the different scenarios in order to gauge their effects on the Reserve and Fund balances, and the overall budget.

The Reserve Forecast and Fund Balance Forecast features also allow Finance to copy existing Reserve/Fund Forecasts and to create alternative scenarios. For example, one Forecast scenario that has an opening balance of $1,000,000 with $500,000 in contributions, and another scenario has an opening balance of $1,300,000 but with a $200,000 in contributions.

The running balances would be different between the scenarios.

Only one scenario can be active at a time, but Finance would be able to switch between scenarios in order to gauge their long-term effects. This can be viewed onscreen and/or via reports.
de1r111,rtr11ei,ts, and divisions
Questica Budget can accommodate an unlimited number of funds, departments and divisions.

Budgets are categorized on an organizational basis where Cost Centers roll-up into Departments and Divisions (or vice versa). Budgets can also be categorized on a Fund basis where Cost Centers roll-up into their respective funds. 68 Below is an example of the Explorer screen in Questica Budget operating- showing a division/department/cost center/fund structure.
•m 7 TS
,... ,,. a_: 1; __ ~·~'~1~?.~-~t.J''.'::_i~c-:\'.~I! :-·':\~::::,:-,;:_:,r:~_:•:-;:-;:_·:r.~ . . ··o::~.:~·~:t;~•~--:·-.::~~~~~~~i~i·~·/·?·:;·~···
111.-;~7_,~11,ia-or, ..... e., ......... ,., ... !, ilJ ,_io't!:,".~,""' •. -· lilnd.!!'Pte-ltnll!I ....... ,..,., ....... ,., ... ._ .. ,., .... ,- l!l: [i,,.,.,.~5a-,;:.!!!I n•~ "
E[ ~~•.Ill ' ::.-;: .. ~~~~--••:
:;;:;:•T,G ••••-~.!!-.•••~•;1_,U)•~----+-------------
(;!' ~ .. ,,!r.1">-~•1= _: Ill ::~•F••
I!!!;!!".;-)~-~ J.il:.;;;.J,-!:<..-:l,:,,·, ., 51:>-1., """-' I■-< N u •; •·11 ~ ~::~~~::~r .. •lL~ !i ······;;~,~~';. __ ,,,
I::. O'.s-:,,"'tJ;!-.~-?.::r-•;r.;~ ;: lll!lfflii[-rlarin'l!(l,:,cr~(kl,,.'!, .. e-, ... ,.,.,-,·~ ' i ...... -..,,f ...
,, , .... ,.., • ..,•:i,..-..... : =~;::=-:-=~+-i1:!"~~ ;; ·'!-""'P•\1;"1!;"-'!:::,....., j ............. el-a•o.-,.·::OOL•C.-;;_ ;;:, :-;~-.1Hi:-!1,'!.-l"JJ.~C ! :(1!!11~""" 111"11cll;I" ;; .Soe.J,'-~"'''"'l'"'".:!hc1..e.,,:, 0 ... ..,_,r,,,, l:iii!o~c[{i;'tr~-Divislon =::=::i.;~•n>
:;: ;,J,.,, A); Departments .. -~~-.u;, .... ;:r.,.~;.
m ~~_.;,~Ccm!.'9"1:ioC!!.-:1!@ 11 ::=.~
: :::1~'¥°"'·,•M.,.-J,~'"""' :::;~~~,1,;.1
,
: Cost centers
:.- ~.,,1,,. .. ,~1"i/ .... .!::::d/:..,·_G.:'-< ....
: =.:-.~c.~.-n..-,~-~-,; ... .,~ .. 81 ::_!~!~r~,
E:f~:~::~ .. !~ r- -------------·-····-·-·-·-·-···--··· ! i~~~J!~!/J::!it}:!l:l!J:l 1~l!;:j!~i[~i1:;: :t :::)\.i:/i ·'.: ·: ·,:}} ,·.::j{!ij! From the pull-down menu (top center) of the above Explorer screen, uses can select other 'Trees' - alternative organizational entities by which the budgets can be organized. In addition to the Divisions and Departments as shown above, another standard option is Fund and Fund Category, as shown below.
69 , ~QuS:1ca
"~er, rnr-=rmrmr-=mm: 1w:rntmrrrrrwrm, .. *"""
1 13 F1,11i.::IC".iilo!!!ilOl'l~;1ridF1,1rid~
1::1 AlllflleralF:imd~
;;;J Emer!!encv Comirunia;itlortS Fuid
1 :i".1. Fire.-Eeneral
; S Gerier~C.!lpi,al
!:::i: G-...I'lera!Fund
~ lE¥'.G:t:t~X?.G1?£e
:=. ~o.adf'i..,,d
=:=. .S.ei~'!:r Capltcli
:;.=;- 5e~.~r DJera:li!lg
~:: l.~./1:it~f C<!plta1
=: ·wat-1:rD~era:lin:;i
a'"""""''~, Fund Category
- : ::: ;~:: Ir FU nds
.-.i! U~as~igned ..
1!f1 Accounting
Depiirbnen.'f:; C-;;rq:;trdlar';;Di';:l;i;:n
stagei:1-bE...oeam0:p1:;::(1~f-li}
A«t 'Roeferenoe: = UY.I
Fuodi: ~~ral CP!!r.:iir.:I._. ___ _
Ill: Arborlculture
Cleparbnent; P--..rk;;
S'-ge=l-D~lni:;1.t(2cl'-5}
~ llo!!r~~ce i ~
'Fund';Gs!n:!!:!IO~ralir-;;;
II Arboriculture (H0me)
~rlitl.'lll!r.it~~rl:,;
Sl.l,ge:4•0lrR!!ovl~•·f(4d,i.}
Acct R.efet'l!OCl!:. l Y.6:1
Fund: ~S11:ra Op:!r:stin:;
!lill Archhre:;;
Dep3t'm'lefll=Pt~..o!Q<AJl'tll!rt:,;tr,1lilc,11
Sf:a,g,e.;l·R~t.iD=-${1.c.fS)
A<ctR.ra,m=• 2"' ,.' Cost Centers
.......... 1"11ndl~eral(l;i~rat:P;I ________ -+------------------ • .Archiv!S - Reco.rds Hanag.em.ent Coruiultant:

Dep,;1f'bn'illll: = :P~t~~l~J.~n;hsraf,;,r
.Stave:11.-~'!Nllttr~Ool!~{td'i}
Ao:t Relere-nGe = Zi151~·5'1.

Fun,diC-.cra!~ratir.a
g Al"t:!;l and Culture
De-partm.ent1Cultr.:
5br~ 1·M;;r R:~·=_...-G~ af&.)
Ao:i ~ = :52!-J
Fu!NhC-s.n-:ralOp=_rair:g
Ill Asphalt Pbnt
Department~ Pul:.lc ~•tcrli::-G>.•i=: S:n,i==s
Shi91e=·HY.rR-5.'i!'is.w[=ldS}
Am11.E,fereFVC-e.~4E,.'iti-
r-v1u1'1Gl!n-er.a'-O~r.t)r.:;:, _____ ....
1111 Bastion Square Parkade
Depar'lment: Tr:n=rf:sfibn ':'a: P:-rliin'I, Ser••
Sbg.m-Mte-l;ia!fa ti=- Dl!ph; ~f dS.)
Acd:ill:.efel'eflc.e.l4~\0
Ftmd::G:n-:ral~n:::i
In addition to these two examples {divisions and departments/ funds and fund categories) users can create their own trees to organize the budgets in virtually any manner needed using the 'Create New Tree' button, as shown below.

J,i;iQuffiica
Operating E,cp!orer
Tre:e 1 Pfo~am~
13 Dep.a.rtma-.tillt•.,isi'ol"lJBrani:l?I
1±1 Corporare .Ad:nir'li~tratloo
13 Council
:Ci: coU • C'rJI-Jntil
13[ngirteerirtg
:2 PW • i;lubhc Wo1·ks
Additia11-af Tr~
BosronMA
Di!pa.--trnenti'Ol'.'i~~t5e,!;tli:in/SubSe1::li011
EdmootimAB
fund,'!leparirnent/Pi'lr5Qn
Mis!:ls..~Ugi!!()tl,t.

Mom;:ll:tnNS
Mwlini;;mah Cciunfy-, OR
P0r:tlo1n::las-~i;i::,rt
Pfo rain~
: SLIP-Sl.lW".lrtServi~s jsy-::~ltiT~=ian r··
=-.: TPS -Tran~ortajion liPa □ivision5=and Deparlmen'ls ;;,~ UUF-Und~-n•JndU1ili1i u_RmdCct::~andFunds __ _
13 Anan-:::e 11
3??FEFEPJ ffl?T.,,,,,.Willl
70 Open1ting Budget irr1pacts I OBI l 081.s I Urik Operating cmd Capital All Questica Budget modules share the same interface and a common database (Microsoft SQL Server), allowing all modules to work together. In the case of Operating and Capital, the most obvious synergies between these systems is the Operating Budget Impacts (OBl's).

In the Capital module, some capital projects will affect the operating budget in the future (the new community center will need to be staffed). Each Questica Budget Capital project provides for an area to track and record OBl's. Each Operating Budget Impact allows users to specify a Cost Center to which the costs correspond. Publishing the Operating Impact will add the costs directly to the Operating budget by creating Forecasts (budget lines) on the specified Cost Center(s).

NarraUve I Comments I Descriptions I Tex't
Narrative content can be entered and associated with many different areas of the application; including Department, Program Offer, Cost Center, Project, Position, Union (Profile), Employee, to mention just a few. Users can break down individual budgets by line Item, identify expenses and funding sources, enter comments for each line Item, and attach documents and notes. The Questica Budget Forms Editor (screen editor) feature allows administrators control over the type and amount of content on each of the narrative screen·s / fields.

A typical narrative screen in Questica Budget might look something like the sample screen below:
~~H-" JUalll1(fW'fl"1FE 11Hlilf'IJl9il\'!iMB!\fflfllBll\lii'-■lll[I ....... T1"T"rmmmrrr,.

Allr.catilll15
Addil:iDr.allnfum;rti1111
t:Ei'Perfonr,~l'l{t:tndi!2tol'S
Cod. C.snte;t lnfur-mat:1-cl:n
Dl!:scription
Comments
t:11:zarm.) I :Ef~!i!l~i~~~:~:ti=~~:~~~~~d~~:ontamra~R ~-f&hterpnxea;a~~- 1-A ,;:on~ru..ed e,;sim"ri;r;i~ of~II clM!llon,;: Wi:lentif!f oppor!un~s ta de-,,rdl!ll re11S11.1e-piv.1..1::hg 'f'l"~~- 1 · T11criea~ ;1:CIL,"1!)1 l~Sifll ;;m,:I i;:.YlErfl(E: (,;»\'fi'V,llty f,e tcl:JLG-l(lr'! ;,t"l(I il'l',Wf''lf'~r-(.11¢0',i!II'~ l==:::~1:~[~~=~~1:,;~;aYP-Ti'Wic~ingcJr.lllrlur. □es"DincraaS!!~.dm [-t,;,r,lr-'1,11::lf:i:F.:~,;IQ~i;:r'ot,:ifJr.fi;,,111oit,;,nTei. .. t1111)!r-9ei: ,"'liilfl~Y ;;EB:'!1. 111,orl'.e-OO-<'l!:re-;--:r-tr~1W;;,.Y.1::~coi1art-1:'1e'l'ill~l:,Jllles., 7 !c .. ~:it:l!.5'1r-i1"1!,,g:;:Pli11"'.0b.jtdi".1S!l~la;:.c,dSl:3ff:Ei,.i:elle:noe .... -~~~ ]m:tiiica,Hon jThe ~~idli• ir.~eeci"g isJ9h ri~ C~~•o;,mmt ~jttii~th~ ::it:1a.fsw=.i.,.~w= ha~-i:ra~tedihere·21:1·~ fur.-~ ~~~ir. ~tioo"bfi...n..re a;JP;ira-ti:e. re"qi:o;.,_IRf:l,-i,.:i!!"rd 1h~ d!l'~~Df!le1~T ~•r,e•;I' tt:.i-ril-..:;i ii,i,c~~~c i'1ralE'(;IP.i;. add ee--.:t.. ;')~
:~~~~::~;';;olcmal [)'s;:l~lch irltlafr-re tr. ,;r.idre,;,s t'her11ntn1~ng grir,;·thofthE--Re[llrln1 t;"Clliilr-dul)lt<llion D-f~ervi:'s~~d.:orrmi.111ici!1loo"l!:!thr10l:u;1id1i!ilei~s.. :,1', •. :•.•.,•,,:,,.•':.:i:, 1 1
D-h:.pm~ntcfSJJCce:!ISbnr'lM!ni:"i_glniR:live~"ll:J =eic=-1:i>'I! de·,•elopmmt~ortuniti'~o11r~~~leclo-~i11!10Flk~ .. ~afthe:.~rbr~nt.. · l..memlp!;um 5 ~mpl"f' .!.nrmr te:o..to-f the prm~~ ar-clf)-;,esetlng i~C~:ry. Loremlp.um hssbeen 'the. i:i:lustt}1s s:ta.--darddummy 'IExleo;!!I" 5h:e- the 1:illOs, ,;,nE'f". an :ml:mr~·n printer too~ a :;i~l1::f cf t~e an-:! ~J:ll9'1~~f111:,rp~p/yp~,i,pei:ir.itr,b,,1r.5;, fl:!ra;:!l;.!Ni-.!edri11'1:(l:1;y1P1e,::~..-ei, ti1:l!"~r.cltlf'Jf"'-1lnlii:,~~\~, J"El"llol!""itl9e!=[~iaq,,1,111i:haf11,red, l1wa~::i;;i::r.11!i1i5!!!di11h! lil6Ds11ilh 1h1!.re!easeof Letr:a~~tshecl.5w•-l.!ii'1no;11.AJ1J!;113p!,u1r1~~,1111d111::1!~1ei::entl~l\.1U; de!lr.lD;:lpu::iislingsofk--Ui.~llil:fu~P~kel-indu:!ing\-e-.sil)"IS ofl.c11em:pg..a:.

C1r1lrc1fl' b V->iJUl.ir be'=f. L.:r£El1l lp~mis; r.ot simpl-J randcm ten. it hes- re:i-ts-H1;;-pi!!Cla-afC:il!il~i~La:ln:tl!i!r;;l:ure fi"a!lt 45 SC, naHng lto>,'2!" 20C•::i \'2al"S" Did. R'=han:I r-1rdif1ta&.,-11 t~b'i !!-'~~~or .!!ii ~~!'r.pdi::i! ..

S'Jdl":f:~ tc:Df!lll-in W-p?!ia, :~fd 11p ,:,~e ~ftllc ffiOrf: c~•1.ue ~fill ~;or:t, ~f.~6ru:M, "!rem 8 L(l(ell'I t:i=r..,11 D,!;~0f. e.'ld ~~-:htou;ilt1i'le til"=i :f."~ i\•:X-dbdo!L-.:;l:;:i: ltcR!U!ra, di:;,:a· .. erd the 11oc'.:iubli!bl!! 5~urce.. Lil-em ipsum = ~l)ir, se:tiGl".:5 LID.32~.d 1.10.:;:3of"de.Rnibu5 IL:m,;1Ium 1::M!cb-un" [T'."I! ~ .. fGood and E-,nlJ by Cr.:!ro, •tirim!n f" -'l!i!S:'.:. This oo~~ ~:a "Ir~~~~ th~ ~v ~f ed;,;;ii, ~-erv pcipi..:\o!r d...ring. ·:hell.er-aiS!'ance. 1.-ie Arstlir-e ofl.cre1r1 [;JsiJm, ~orem iJ:ru'):I i!ol11r P"ta'IIE!i:. ,•, Ccm5!!l-fiom:a:1Fle in se:tio~ Llil,3.Z :Lart!m,~5,~.is ~~~ d_umm_y -~t of ~e ~~~';'&l_!III~ ~p~~g i~slcy .. l~~~ ~~~ ~ ~~ir(5~~d~':"1'15Vto!l.:_::-!'1er-5~ ~e 1s;l00~, -~~r, unlnw,~~ ~ ~~$.".~~!llt.f!f.~\'1:-f ~r,d Al.ct Rdicn:m:a: i 1806
~hi.. li:i~.;~-.

D.l!pllrtm1:at
~tl'ate-plc:.IOltl.lUV'e. i
71 5tc-..:iMI!-~!_$~)
~ir5=.-~r.~-:ii .

Aur!it Trails - logs
The Questica Budget API (Application Programming Interface) was written from the ground up to support a full event model. Virtually all user actions and entries such as logging in, saving a budget, updating a budget, promoting a budget etc. are tracked and recorded in the Audit System. Virtually any event in the system can be logged for later retrieval if necessary.

Standard search parameters in the log viewer include; date range, user, entity, action type, application event type, and containing text. Below is an example of a search result using the Search Logs feature.
;,:r----:11•:-~::, ~~.,....·~~::•]
.. ~, ... ~"'=':":.i.~ ....... r-:,.t;o-;:
k~r•·~""•.,._ > ¼N,e•'tr:
.!.:t,-.~='."'-..,,,r>c!n-•:r)

0.::t::•~~·aL,: !~ir,.r:,;bl:j'J
l.~~L-.l:-~~•." {~l'r.u'!,~lo'N.'
... ~!•1~~•1•' i~~'!f·,;i:"l<',;I)
,,,,;: __ .. .;,{.- . ..:.,,
.a..T-"<1r.,;,1ar(•=•i.,;:;-i;::,,)
,.,t,:-.,,,i:::~!::o<C~m.5'".;a•:;cl
,1,:".-,,.:ql~•tl:;...,,_.;,,-~,,1.-)
... ~ ..... ~:,-J;,,-("=r- • .,..._.)
,..i,,,i•,:;~J-,,,\•~ .. q~~l>lr!
IIO::r.:ri!!~,;,. -'.a:!--:h:!,'n,,.·!
.r.~ct!;t:'-,o:,~:S-l"'l'F,ir.•r.lt"j
~-:!!>I;::,,.-~ RF,~•••~~s,,11,or,;
~..l.C!.";J!tr._:,,,:rr_r.:.r,l:!!'.i
,;,;,~~.:: .... -~~ ....... ~
~""'r,.,:,,"" ~:~•-'1':--l
,-:;~.1~<!-,~! ;:,,,;i:..;.i:cc'l<:!~
rt.-1-1r~i,,,:i:1at.i.,:i.;,..,-:.rl
;:~e1 ~t!-'""' (~OSN',;~t•'!f-'j.
. rm;;m;·"t'T -·□rrm
Clicking on lhe Magnifying
Glass lcon· displays
additional ·1nformalion ab-Out
the Log ID
-~';;,f.~-;i:•~.-Jl,;~i,,:<~:".:-!;.r~.!...-:e<" ~•
•.r:-1.l;:,"-r~(::<t~ ~'l!.;1--~..;t,;,,,t'
.t !.c~.~c,,..,_r.c•,t,,,·:r...i~ -~~!:."l,~r.l"
3 ~-~..1!;1,n·~L~-;,!"l>t=l~.,;=,,t•
.C ~.r ~,n<'"I -..i-~l'"';:~c~PC"l<:::,'11:·/;·l!'."'1" ,~ ~-~ ~,r.:,..~·~rr.~~,31;;&r.1''::,:,;,a:t"
,::;;,,,.. il:),'!"C!:e~~l,•~-"'l:~~""'-,t
.o::•~a!>!-.!:;;...-.i::-:,,,!ti•~:."',l-i.-:r.!I'."!!:~(" -h,;Y,.i:;!<::: tw.-.:e-,'!I!'"~ · 1-rt"r."r.,."'<!" L~ ,,~ws ~- ,-.~-f.:!.~.-.
:i-llo~~:E' D>cr(,..,!!< -z._-;;:,.,E",.. ~-..,, f
~,1,.,:,::;:t~ _rrne-rW.!!)" -~=;,o • f,-,:-~:ia~. t'
_,:~•c;:.o:,Q11"~-.vl~!i-P",it,r.,#·~~f"
' t'l<7;=-~ t-.

Clicking on the magnifying glass icon above opens a detailed results screen, showing what was changed - in this case a value was changed from $1,000 to $10,000, as shown below. 72 Time Thursday. Ap"ril 17, 2014 4:11:::IO Pr-1
U!!-1!!.r- Ad."t'ilnl~b'ator {Adminl~b'litor}
Action Update
Message I Upd'atie:d BlldgetUne: Cell "Ji:inUEiry~
Related Logs
.. Upd,;i~d Cost r.::~nfer ~-~MO -:Firi;: St,i:ition ·r ~ !Jp.fi.£~d:;..en.§[!9_1i~in.§..c;~n~..dfL
■ Uodal::ed Budoi!:lUn!'!: ""4.=:0S-!BY~~l)1S"): nil~c !:L1t:rcol:i:1::!1" ■ Uodated Bud,::iet:Lini:!:Dl!!fail 'Yi!!:ar 1 (~1::;1:· ■ Updated Budget LTne Ceff "'J:anuary"'
Changed Fields
formufos I Excel-like tmdf'fetfrig
Questica Budget was designed (from the budget input perspective} to look somewhat like an Excel spreadsheet, as most of our new customers are acquainted with developing budgets in this manner. In addition to the look of a spreadsheet, Questica Budget also has spreadsheet like capabilities, in that users can enter Excel-type formulas if they wish (not a requirement).

Within a Cost Center Current View are several display options including; Monthly, Quarterly, Annual and Formula (in addition to number of years, and decimal places), as shown below. i-:[cP~1·
·a·J-El Fire Pr2v.en 1:ion C'.onference
Selecting Formula, users are presented with a modified monthly budget screen with the alphabet letters across the top, and numbers down the left side - as shown below. Any valid excel type formula can now be entered.
73 . :: \J~~#¥"~t~J~~J/ ·>,-
1elephan1!il'ldl'Exdiargei;
··;1 ./ ;;143:y. • C:!Me ?'i'ar.iflnt!'frl:t
:.1 ::•.i,H-:36'5-~1,;a!;er iil~E'dcl:ln~w:;.IE!r
t•1atens,'!!c00!:a.lpp!il'Sl
.".:ii1431"2 ·Clfli::i!!.5uppls .ofrl~SL11=Ples
Ti-t303-Gel'll:ral-Suool-e~ m~cooool1e:;;
.·;:.-1:JOi!-G~~ralSLijJpl~s COOIF."1f!fltheie
, .:;~-1822. • ~i"& iir.d i"'anlo::z..ce: m!!lr.tvf"'-'11~ :p1...;,o:t,ti,tqw.rtt:1t :;; -ISZ!-REpa€~ ar.dj,l;a;n'.1!!13.'1Cl!a Ccr11pa,s:ing;:Pr11o_ar-B11 [;] ~f.':;.4~1'6 •G;:-n:E!l"~r.ce,;;(rra·,·el FirePre·,:er,1i11.-,Gocfi!rence 0 (·.-,~~:::i•Re;:i!l'sardt,l~L'"lie."lilrice- Sncw:h'lHJ"i!!l:•t-trP'=-Hl:!!i;rpscn ;~-Ull·· l.r•r, -~·:·:n Gi::.~ta:1•·•
,~·=Jl.: .. :,r.-1•::";.! .. r,:;r"l!:r;~•I:: ~·,r;·
,;i4!170-0verl±r.!!
1; :J ~:'.i3J.l!i~ • 1,l.!!Cell3ne.:il.l:i Llcl!:nces
;, !:.::i43ci-!-·1Elephane,~x
Annual Budget (Summary Vietl'.f}
unpla,nl1d111/"c!"1iim
lS!i 253 :25!

1..07
m TI!i ~O 24!i
!!,l, . ..,. 15 ,,.,.

E",""
~ 3,61:111 :2_4(10 1,.:itlO
···························--·-····--··=====
l::,5,4~ :,\..~=, :;,1,,•1..;.; :,r:,_,-¥.,; ::,~,.,;-!•: ,;ti.• . .:,.; :,:,,-'!.,;,i c.r.--., -'a·l i;,:;,:,..'1-1 ,:_;,_,;.,;., r,.-;,·1·'·! c't;;.l~·~ ,JOO
21t4,00!l
6,.Co:J
The Annual Budget (Summary View) screen as shown below reflects both past budget years (budget and actuals for two previous years), the current year (budget and YTD actuals) and any number of future budget years selected.
"'"""-"" G~n~r.;11
Do-unails{5)
lit;1cs(Z)
Baselines
Questica Budget offers a feature called 'Baselines,' which are snapshots/reports of all budget data across the entire organization at a point in time, or at any point in time. There is no 74 limit to the number of Baselines you can generate. Questica Budget's Baseline reports allow users to compare one baseline versus another (or multiple baselines) in order to see what has increased decreased or not changed, at a very high level.

For example, lf a user wished to take a snapshot of the preliminary budget prior to the next phase or review or council meeting, a baseline report can be easily generated.

Common examples include; Executive Proposed Budget, Approved Budget, Amended Budget, Adopted Budget, etc.

Baseline reports warrant a category onto themselves in the Questica Budget Report Center.

Below is a sample of one baseline report - 'Baseline Comparison by Department' showing the dollar value and percent differences from 'Proposed Executive Budget' and 'Approved Budget.' Other baselines can be added for comparison purposes, up to a maximum of 5. fl-udge.tYf;llr: 201'4
Diuis:lan.or ~All> .

Dep.i:!rboerit:

Gl Oi,l;egorv-Qr GI.. <tAII ► .
~~.nt
0:ffly Chi;inged; i l':lo
Ra:Scline:1: I Propo!C!d Exe. "" I
Sa.~lilre:l: j Appo11ed Bud . I
bJ'aill.dTcx i P~~r'lll'lent .

StartPag'i!! ; 1
l'fumber:

Hide P.age Footer No
Hide Pagit: rlnmber No ,__ __________ _._.,.

H--------------
Baseline Comparison By Department
B1.1d"gef Ye-a,: 2014, E;1,parr.d To: Department, Onti,Char.t9ed; Na Baselirie 1: Pro.pDsed ExecuJ1\·-e Budget
Ba:.s-6'Jir,e 2.- App-D~'ed Budg,&t
Divis11'r°F Or Deparime."tl· ~li>
$L Cafe-gor,.t Or GL Ac00t.a1it <All>
De.scri~Uon.
13 Corporate A.dministratioo
l'±'I City t,1:a.nag"c-r:S Office
IE C:earp12r11-t~ Ci:;mm1.1nicatiarn1-
IE !.1111u'i;; Offii;:I;!
El C?rpor.ate ~rvi~s
1B Information 7~d'lr:11log-:ir
El Council
!EC.mmeil
EI Er1g;ineerlrcg
8:'IPub-lic·warl;s
EEi Supp.a rt SEnrices
HlTrAl'..sp11:rta.tan &.Parl:in-; S~rv.
1±1 Llncle-rien::um:I Utillltois-.& F11.-c.
13fimm,cc-
l±I camp.U'c-L~t".s: m ... iston
l±l:Financ.e-A:5rrJ:nlstratlon
IESup.p~•MgllllS't.ri'lC~:i
El Hum.an Reiliourc-e:5
IBJ-leaHl1, S11fe.."y-an::l ltet,abAfmil'i
13 HtllTIH.II Hts01rn::e.5 A:Smlilistr.:1lic.n
El l-egi-sl.atiYe & Regulatory Serv,
1±11:!yla:l•i &Licen':!-ir;g.SEf't'lCc;;
l!I LAglsla.t~.e~e.""•1.::.e-.s □ }1_
l!IPl11.nnil'!g &Polley
BGtch Process/ Mass Editing I Moss mair1tenam:e
2i!71i6ll
2,!!42,135
TJ.3,4&2
:it!1,i5i~
Z.,1.i7V,-t12.
49-7;,.i;::22
!B'!l/1:15
Q-H,115.
47,07-B:,.(ii1'4
'3-3.,113,3""1....S
17,ifill:6
L6"2.7,7JJ4
11,372,:!:½
c112.~:m
4J&!i6~6W
3,2BD,12B
323,?.3~
1,0E2f·lz
1,719,.329
XB-,TJ,e
1,410,~:51
2,:9:B1,204
1,126,n.6
1,117S,i51::I
acJ7,63.9

2.977,612
2,0~_,as

73.~A!:!2
2'111.i515
2,6-7i1422:
1,B7~,422
91!1i,115
!31E>,115
45,1-0l,'929
H,IH,1SO
1-4;2DB
2,::r27,412
1ll,i:162,4¥
(1,S.1'l',al7}
4,656,'65dl
3,280.723
323.3::.S.
1,Gf.2,fli-5
'f,l79',J2:!1,
2-66,nB
1,?lct·,5S1
21960,006
i;12J.,etis
1,ow,a13,
:::07,15:1!1
Difference
-1,974,M.5
:a;;o-9,.e:e:o
1,.:;o~,HO
Percentage
Diff-ere.a-c:e
8,:00"-i
c.on%

0.00%
0 . .:10%

0.-00%
0-.-00%,
10-l-113""~.

HlG.17%
'[24.~4%
Hl0·.11-1%
104.69%.

7.Q.%
10-D-.72.%,
100.2!;'%
Batch processes are functions intended to automate otherwise repetitive processes/tasks.

Batch Processes can also be thought of as a type of 'mass maintenance', allowing you to 75 modify large amounts of data easily. Some of these include locking cost centers on mass, promoting a large number of budgets to another stage (i.e. approved), coping cost centers/projects, all at the same time.

Batch Processes are available from the Administration Menu> Batch Processes, as shown below.

Explorer
Cost Center5
Change Requests
Budget Unes
Actual Costs
Position AHocatons
Ailocatim1s
Reserve i=onacasts
a.
a.
a.

0. 0.
l Batch Processes
a.-----------------,
Adju5t Budget Unes
Copy Change Requests
Copy Cost Centers
Cost Center Custom ,,i,ct1on
Distribute Budget Unes
lock Budget Unes
lock Cost Centers
Prepare Next Budget Year
Promote/Demote Change Requests
Promote/Demote Cost Centt::rs
Pub!ish/Unpublish Change Requests
Regu:ar increase Budget lines
76 As a mature and feature rich application, Questica Budget has hundreds of existing forms, and the ability to add/modify/edit these forms, or create net new forms.

Below is a partial listing of selected (existing) forms in Questica Budget:
• Cost Center • Reserve Forecasts
• Project (Capital Project) • Fund Balance Forecasts
• Position • Change Requests (Decision
• Profile (collection of positions) Packages)
Employee • Advanced Search (many forms
• are dedicated to search)
• Benefits
• Operating Budget Impacts
• Report Center
• Actual Costs
New Forms and new Fields can be added to the application - below is the 'create new field' dialog box. Data types for new fields can be: String, Bin Int, Boolean, Date, Guid, Integer, Lookup and Number.

Entity, l\ciion
Caption:
field Name:

L~~x.,~~~!-~,-~-~-:-~~-~iv~~ -~}~-~~~(~--~~~~i .. ,t~~...!!.~~-f,... --·· -· ........ --· -··--··· ... ·. ·--....... ··-·--·· ........ ··-·"l : Cumlm_Arlyfieldc:al'l:bc=g~ti=nan.1nar.necaptionyolilike I . . . .
1Numbe:r
In U~e: fjj
Required: Ci
Read Only, C:J
Secora ble: C]
Minim.um Value
Maximum vaiu.e::

Format.String:

Aggregation Type, Sum
Neid Description:
77 Description of Required Services
Purpose: The requirements listed below outline the City's desired functionality. Selecting a vendor that meets the requirements help minimize the City's risk, increases efficiencies and ensure the new technologies align to the City's IT strategy. If for sorne reason all requirements cannot be met by any vendor, the City's project manager plans to work with the City's CIO on next steps.

Classification definition:
• Mandatory features must be included for the system to function. • Required features should be included but the system can function without them. • Desired features are nice to have but are not needed for the system to function.

Instructions: In the "vendor response" column, proposers are required to respond with 'yes' indicating that the requirement is met or 'no' that the requirement is not met.

For comments, proposers are encouraged to submit a separate document identifying how requirements are met. Proposers need to ensure that the same order as below is kept and that the respective ID number is referenced.

Functional Requh·emerrts
The following functional requirements define specific behavior or functions required of the system.

Integrated Budget System - General
1a Integrated Operating and Capital Budget
System with approximately 55 funds and
thousands of expenditure and revenue
appropriations
Mandatory
78 Questica Budget is a
comprehensive solution
that allows for
Operating, Capital,
Payroll budget,.along
with Allocations.

Questica Budget will be
configured to mirror
The City's accounting
and organizational
structure. Questica will
work with The City to
define and import the
organization
structure(s) and Chart
of Accounts found in
the financial system.

The Questica Budget
feature known as
System Trees provides
for multiple hierarchy
structures for rolling up
The City's organizational
structure. One System
Tree is based on
Division/Department
while the other allows
for rollup by Fund(s).

Many system reports
display data according
to the System Trees and
the organizational
structure therein.

In addition to System
Trees, staff can create
user-defined Additional
Trees allowing for many
more hierarchical
structures beyond
Division/Department
and funds. These
Additional Trees have
no effect on the System
Trees nor the
underlying
organizational and
account structures.

There is no limit to the
number of Additional
Trees that can be
created. Questica
Budget offers a report
that shows revenues
and expenditures for
each Additional Tree
created.
lb Access to about 50 users citywide Mandatory All 50 users from across the City will have access
to Questica Budget.
le Tracking of revenues, expenditures, and Mandatory
Yes. Questica Budget
offers a feature called
positions by Budget version (e.g.: Initial, 'Baselines,' which are 79 Requested, Proposed, Adopted, and snapshots/reports of all Amended/ Adjusted) budget data across the
entire organization at a
point in time, or at any
point in time. There is
no limit to the number
of Baselines you can
generate. Questica
Budget's Baseline
reports allow users to
compare one baseline
versus another (or
multiple baselines) in
order to see what has
increased decreased or
not changed, at a very
high level.

Yes. Transfers can be
ld Transfer entries are correctly recorded in Mandatory done via the Change both funds affected by the transfer Requests feature will allows monies to be
moved from one fund to
another, among other
functionality.

Yes. All fields within
le Ability to re-label existing system field Desired Questica Budget can be descriptions relabelled according to
City specification.

Yes. Cost centers,
1f Ability to "bookmark" certain areas of the Desired projects, employees, budget system positions, profiles,
Change Requests and
reports can be
bookmarked.

Yes. By default,
lg Ability to redesign the budget structure Required Questica Budget provides two System
Trees
(organizations/budget
structure). These trees
can be reconfigured as
required. Additional
user-defined Trees can
also be created allowing
staff to drag and drop
departments, divisions
and budgets from one
80 lh
li
Ability to copy "prior year" data (e.g.:
forecast analysis, budget change requests] to
the current budget year
Ability to develop multi-year source and use
fund statements
Includes the ability to interface with
PeopleSoft Financials and HCM Version 9.1
or higher to upload and download financial
and position data - please explain details
Required
Required
81 node on the Tree to
another.

Yes. Users are able to
copy any cost
center/project from
previous years, and use
them as the basis of the
current budget year.

Yes. This information
can be viewed onscreen
and via reports.
es. The integration
between Questica Budget
and PeopleSoft will be
established during the
implementation process.
his will allow for actual
budget information to be
brought into PeopleSoft.

Salary and Benefit Cost Budgeting and Modeling
Yes. The process for
3a Upload positlon cost information (e.g.: Mandatory loading (importing & salary, special pays, pension, health costs, exporting) H R/payrol 1 FTE, FTE program allocation) fully and for data into the system is specific fields from PeopleSoft via the 'Salaries
Synchronization Tool'.

This provides a
mechanism to review
and commit the
changes to the Questica
Budget Salaries module.

This application
interface allows the
user to determine
precisely which changes
should be brought over
from the HR system.

See
"lnterface[lntegration
A1;112roach" Under
"Salaries l
S:i:nchronization" for
more information.

Yes. This would be done
3b Calculate personnel expenditure by position, Mandatory via the Salaries module, department, program, fund, detail (e.g.: which supports the salary, pension, retiree healthcare, special ability to accurately pays, health benefits) for 10 employee model and forecast all bargaining units with various benefit levels costs associated with positions and
employees. Each
Position is associated
with a default GL
Account and is then
assigned a pay grade,
step, contract, pay
scales and benefits
(start and end dates can
be associated to each).

Union/Bargaining Unit
affiliations (Profiles), job
titles, and job numbers
can also be entered for
each employee and
82 each employee can be
allocated to a position
or multiple positions in
different departments
or funds. Throughout
the year, adjustments
such as cost of living
adjustments, new
benefits etc. can be
made. Position costs
can be generated for an
unlimited number of
years and can be broken
down on an hourly,
monthly or yearly basis.

Each positions cost can
be associated to any
one (or multiple) costing
centers belong different
departments/fund. This
association/a 11 ocation
can range from 0-100%
with each costing center
belonging to a
department or fund.

Position data can be
imported from HR
systems into Questica
Budget. Salary/Position
Planning reports can
also be generated for
analysis purposes.

Yes. This would be done
3c Ability to model total compensation (e.g.: Required via the Salaries module. salary, special pays, health plan costs, See answer to questions pension rates) changes by position and above.
bargaining unit.

Yes. This would be done
3d Ability to assign multiple funding sources to Required via the Salaries module, a position See answer to 3b above.

Yes. Forecasting can be
3e Ability to forecast current year salary and Required done for as many years benefits. as the City wishes.
83 3f Ability to add new positions created during
the budget process including salary, special
pays, health plan costs, pension rates and
other associated costs i.e. Vehicle, computer,
furniture, supplies etc.
3g Ability to track vacant, frozen and managed
hiring freeze positions.
3h Ability to report on position changes
between budget versions.

Cost Allocation Plans
Development of cost allocation plans for
internal support functions as well as
Internal Service Funds
Estimated Resources
Ability to input revenue account estimates by
Fund, department and program
Required
Required
Required
Sb Ability to input other financing sources Required
account estimates by Fund, department
and program
Sc Ability to input transfer account estimates by Required fund, department and program
84 Yes. Adding, deleting,
update positions and
employees can be done
at any time.

Yes. This can be done
via the Salaries module.

This may require a
custom report.
es. This can be done via
the Allocations module.

See "Chapter 4-
"Descri tion of Other
Recommended Features"
under "Allocations
Module" for more
information.
und, department and
program.

Yes. This can be done
within Questica Budget.
es. This can be done
ithin Questica Budget.

Forecast Development
6a After development of the requested Budget
(first year of Forecast), ability to model five
years of Forecast data with adjustments (e.g.:
annual percentage compounded; different
percentages for Forecast years; associated
benefit percentages; manual inputted
amounts) to revenues and expenditures
6b Parallel development of various Forecast
Models
85 Required
Required
Yes. There is no limit to
the number of years
that can be budgeted
and forecasted within
Questica Budget.

Questica Budget's
"Regular Increase"
feature allows users to
apply
increases/decreases at
the line item, budget,
department, and
organization level. Once
a change is made at any
of those levels, they are
automatically reflects at
the other levels.

Yes. Forecast modeling
can be done for the
Operating budget (cost
centers), capital
projects and Salaries.

For budgeting,
forecasting and analysis
purposes (whether for
revenues or
expenditures), Questica
Budget provides users
with the ability to copy
a cost center(s), give it a
name, and make
changes as they see fit.

They can also create
scenarios from scratch.

These alternative
budgets are maintained
for easy reference and
may look entirely
different from the first
scenario. However, only
one version can be
designated as
'Active'. It is the active
scenario that
determines the costing
of the positions within
the Profile. Each
scenario can be made
"Active" at a time, in
order to gauge its effect
on the position costing.

Soda Machine revenue•
Users are also able to forecast for multiple years using Questica Budget's "Regular Increase" feature to increase or decrease an entire cost center/project by a specific amount or percentage. Individual Line Items can also be adjusted by a specific amount or percentage. Alternatively, formulas can be used with Variables (cost drivers) to provide a more specific value that will self-maintain itself based on cost driver changes. There is no limit to the number of years that can be forecasted within Questica Budget. 6c Ability to use past fiscal year actual data and
current fiscal year projected data to forecast
future expenditure levels
86 Required Yes. Forecasting can be
aided by using the
Annual Budget
(Summary View) screen
within Questica Budget,
which shows 2 prior
year's budget and actual
costs, the current year's
budget and actuals and
the forecast years.

Essentially, a user could
scroll from left to right
in order to see how
their budgets have done
in the past, how their
currently doing and how
they plan on doing in
the future.

The Annual Budget (Summary View) screen as shown below reflects both past budget years (budget and actuals for two previous years), the current year (budget and YTD actuals) and any number of future budget years selected.
· -- ·-· · · :; • .. · ffll;lii;!'-711TZTI 3 R Rfnm ~~~-~=!~!!·;~;-~~p~~c~.~r.i·~;~1C~~-i~~~;~·-5·~~~2i~S;::~;,-~:~-~IJ:·~189~ct1:-r11~p!r:~-t~!:'.!1?1~~:'.::~~-:~~tr1~_: _______ ·-··-··-··--····-·-·-·-·--·-·-·· __ _ Workflow Capabilities
7a Flexible workflow system (including
delegation of approval and/or parallel
approvals) for budget change modifications
for various budget versions (e.g.: initial,
requested budget, proposed budget) and
modifications to the adopted budget
including internal department approval,
multi-department approvals (e.g.:

Information Technology Department for IT
requests), and Budget Office approvals
Mandatory
87 ~J3.!;.;:'.• :•
;!:),!~1 .:
·tr,.:a-"!i.
l~".1 .• t.:.<:: ...
.:,~,,;~;-·:.
'Budget Stage', or simply Stage to
facilitate the budget development
process and also indicate where a
given department is in the annual
budgeting process. Each Stage is
configurable, and coupled with a
workflow.

Questica Budget uses a methodology
that introduces a controlled
environment with a workflow
component- users can enter and
approve budgets and escalate them
through a series of predefined
stages. This workflow controls the
access individuals have to the
budgets and supports a method to
ensure budgets are properly
reviewed and approved by all those
who are participating in the
88 development process. After staff
have entered their budget(s), they
are responsible for promoting it
(advancing it) to the next workflow
stage (reports are available to show
which departments are at which
stage). The system records the
budget at each submission stage, so
that the changes and modifications
to the budget are clearly visible and
transparent if requiring review at a
later date.

A typical budget might evolve
through several approval stages:

Above is an example only-The City
can define and configure as many
budget stages you wish,
Since this entire process is using the
same database in a controlled
environment there is no re-entry of
data. Reports are generated from
the same data that the users entered
at their first and subsequent
submissions. The budget process is
efficient because Questica Budget
automatically notifies users via e
mail when their participation is
required. As the budget is promoted
through the different stages, user
permissions (security settings) are
Sv:5tem
Operp;ing;
Salaries
Capital
Reporl::!l
Fir;,ld~ Permissions
Budget
Approval
Stages
(6 in this e)(ample)
triggered, providing the re-assurance
that only the appropriate people can
modify or view the budget at each
stage.

Sample Screen - Budget Approval
Stages and related permissions:

In this simple example, the user would have
full access (full permissions} for the first 3
budget approval stages. However, no access
once the budget reached stage 4 or higher.
7b Includes comment or notes function for
recording actions such as for budget change
requests
Mandatory
Yes. Narrative content can be
entered and associated with many
different areas of the application;
including line item, cost center,
project, position, union (profile),
employee, to mention just a few.

Users can break down indivldual
budgets by line Item, identify
expenses and funding sources, enter
comments for each llne Item, and
attach documents and notes. The
Questica Budget Forms Editor
(screen editor) feature allows
administrators control over the type
and amount of content on each of
the narrative screens/ fields.
89 Di!!lllbaa"d',;:
wq·.-m,m::~B
D11a.ur.e'1s
'"'" \"afl!b~
ol,l,:,i;;Uens
;,dtl:itJnsl:rJ~IYl"llalm
!~l"e'flr."'T-,n<,:;fnil":nlne$
tort C:enb.r ir,fo~mati-ein
................................ ············
fi~ 5t!i~~~ l ~~ ... ~ :t.~~-~st~~ ~ff°~(;~; .

A typical narrative screen in Questica
Budget might look something like the
sample screen below:
"
!I
-------~---,--,~""I
Cuilri!l"'i 1;;, ~a."tlt,rbel !f, I.J:ire.'!I L:ls..<11,:; r,;it:si'11d-; rai'l®m lli!xt.Jtte:rnrol511,1, p,~c,fCi!SS12I L.atn lter&H; fi-11111 '6ii:, rral!!ns ill!'!.•!!!" :;iJOO·,-a,s Eld.R:di!lrdW.:;:ln!td!:, ~ Ll•"'1~~51'1'1""'t H:,0W:n- 7c
7d
;~~ ft~~~~~=~r-ii~ or.:~~~:.~;:~~~irfv~~~=~~=:~;~~~::,~~~~~~t.1'd:,.~~~ ~~~it:!~:"~=~cc7ny~~~o~~~1~~~UI' pmu~ duin;;i In!! Ren.!i!:sarr-..!:., The. frn br.!.o:!fl.J:r:l!ll.'.D~IJll, U!l:em bsirn dDl:ir:!l.1 !meL. ', !1111,!:; fi D:il ;;, ~l~ ill ~~1ii.-, l.1D,::;2, L~r_e.-n_ ~?".~ ~~~~:tl~~t of~~ ~~!b:'~ ~_nC t~'J!:;'!~ ~~d~_Y-L~r.':11~ )ias.~-11•~ ~~ur•.1.~~1~rd ~.'.°T.T.'1~ 1=:,:_l ~•'"" ~n;,-=;.~= _15t~,;'. ~'~".:=" U~~:r,•,r I:"~~ ~~~~~~~-,';°~ 5"~~-;'°1cl . • Acd:Rs'e.tenCI!! ~i!:60.
st:atris .11:y.11: __
Dep,artment ~--
Slralegiclt~"
Searchable comments or notes function
Allows for the attachment of supporting
documents
l'l.::IIFilOCr
-·~ Fund
Desirable
Required
90 Yes. This can be done via the
Advanced Search feature which
allows authorized users to perform
sophisticated and highly dynamic
data analytics/Ad-Hoc queries based
on specific criteria or descriptive
words. Queries are created in a user
friendly fashion where a complex
query can be built-one line at a
time.

See "Cha(!ter 4" under "Descri(!tion
of Other Recommended Features"
under "Advanced Search" for more
information.

Yes. Supporting documents can be
attached at the line item, cost center,
project, employee, Profile, and
position. There is no limit to the
types of documents and the number
of documents that can be attached
within Questica Budget.
7e Allows for reviewers and approvers to Required
comment on decision of budget change
requests
7f Provides for email notification Required
Budget Balancing
8 Ability to balance budgets within the system Required for various funds
91 Yes. This can be done via the Notes
and comments features within
Questica Budget.

Yes. This can be done via the Email
Notifications feature which allows
users to receive email notifications
each time a predetermined event
occurs. A perfect example of email
notifications being used is via the
Workflow feature, where staff at
each level of the approval process
received emails each time a budget is
promoted or demoted.

Notifications can also be set up in
order to be alerted when someone
deletes/changes a budget, or
adds/deleted/changes a scenario.

Yes. Several features are
available to assist in this
area, including the Fund
Balance Forecast
feature within Questica
Budget, which allows
the Finance/Budget
Department to track the
balance of each Fund.

Also available is a
feature called 'Force
Balance' which when
initiated will require
that selected budget
elements (Funds, etc.)
be balanced (Revenues
= expenditures) at
specified budget stages.

Generally speaking, this
feature is typically used
once the budget is
getting close to the
Fee Development
9a Identification of fee cost components (e.g.:
fully loaded personal services cost by
position; percent of positions; related cost
allocation percentages; non-salary costs)
Desired
92 approval stage. Also,
there are a number of
reports that can aid in
ensuring that the
budgets and Funds are
balanced.

This will require a
customization. Below is
a screenshot of such a
customization that was
done for another client.

Fee Information•••·· .·
•·re~ !·l<i1ne ;~l~~t~i-}-Fe_e_·••·_: ---------~-----~----~---~-~~ ·••• Pr~p~.r~• ;~Y ):I:= A=n=d=re=A=b=e=rd=e=e=n:;::I ============================================··=•· =· =·· ::::;. •· ~L Ac~~~~ I~~-~~~~ ~~~;~ ;.::;~i~~ ~ ~-~pair •·· . . ........................ -~ . 0'1'erhe~ci Rates
....... :~Jpr;{fµ~~~e Til}~,•Rate•.•.•···••
[],ep-.art;ri~rnt Cost)H~catio~ R~t'=/ O .OIJ
' c,tv~w,d~ Co~tAHocaf,~:I), Rate .• ::=============================================='. • ~or1l~a~~ry PJ~ / .·, L
jf i!tth~••~-~-I-e-.~-,e-•.1-,t-···•-r•-e-e-•-~-~~----~---------~~--~---~· · .. Ab-11J ~~~h~{l!ugt ~nhan~b~~i11: FJe
Fi~t:f~ 'o.e~ail~; .· .·
•·· b~~~h~~at~11:s t• ··••~~;-~i~;./c~~ti(\••-·•·
: 6Js~ ~~~~ei:y Lev,el and Revenue ~~i~~ate qtlq.Jlations ·.· , , '· , , ,1 ',. fee Chat'ged .' , . : ,: _': , , o/~C~~t_-~~otirf :·• .: . ' ·; . (:µf'.t~~t F~~ (L .·· .. -•. f11"(J~Ose~fF~b ( ··•·· '. •·.·: '·•: Curreftt°Fee\: . 'i:>ropps;ed Feii/' .•. ••··• i .... =================== ·. ' ·. ' . ·. ' ' ' ' : • i &,·1~~21 : ·.JJia,i~t . 'rJe1r1tg-~ · • > 1
\. ·. •FYiot3:Adual. • • •:•iodH ; I>· FY ·2011Achlal' : rnol < :[: ·<.FY20isEst.·.-· · +'2.ool
I · · ··• : ;tool ;
9b Automatic updates of fee cost components
9c Calculation of revenue generated based on
activity level
Desired
Desired
93 •••:•:::·••1i:.1~~·~i.k~, .. ~h~~1.:q~\~i~~~~~::,J;! See response above.

See response above.
9d Calculation of cost-recovery level Desired See response above. 9e Roll-over of fee cost components to the next Desired See response above. fiscal year
Publication of Budget Document
Please Note: A comprehensive budget book publishing tool is on the Questica Budget roadmap. At present, most customers generate approximately 70% of their City's budget book directly from Questica Budget via reports. Since the Questica Budget database is open to Administrators, other solutions such as publishing tools can access the database in order to gather the information needed to create the budget book. One such vendor that has experience working with the Questica Budget database is Finite Matters/PatternStream.

Yes. As mentioned
10a Re port writing tool Mandatory before, Questica Budget provides users with the
ability to have access to
out-of-the-box reports,
to copy and edit out-of-·
the-box reports, and to
create their own
reports- all from within
the software.

The report writing tool
is designed for non-
technical users who
desire quick access to
design and create their
own reports. It includes
an intuitive user
interface. Users can
drag and drop the
information they want
to see into a report
design window. Ad-Hoc
reporting solves the
most common problem
in report design - how
to create reports that
display the relevant
data that users require
while having enough
flexibility to allow the
94 user to organize and
view the data however
they wish. Ad-Hoc
Reporting will provide
the City's users the
ability to view data
immediately in
whatever form they
choose without having
to request a new
customized report.

Once developed users
can re-use the reports
they designed or
include them as a part
of the Questica Budget
application making
them available to all
users.
10b Report template development Mandatory Yes. City staff are able to use any of the out-
of-the-box reports as
the basis of creating
new reports.
10c Compilation of budget data (numbers and Required Yes. This can be done texts) for pagination of budget documents via the Ad-Hoc Report writer tool.
10d Allows multiple users to input and edit text, Required Yes. This can be done financial, or performance information (e.g.: via the Ad-Hoc Report paragraph, tables, graphs) and maintain writer tool.
version control of document components
lOe Ability to check spelling and grammar Required Yes. Spell Checking can be done on each page
belonging to a cost
center, project, Change
Request, employee,
position and profile.

The narrative texts
related to these
different areas can be
included in reports.
95 lOf Ability to easily edit, integrate, and format Required Yes. Questica Budget custom Excel charts, graphs, and tables into comes with 90+ reports document out-of-the-box. These
reports can easily be
copied and changed as
users see fit. Columns
can be
added/deleted/edited.

Graphs, charts, tables
can also be
incorporated into
reports. All reports
(existing, edited or
created) can be
exported to formats
such as PDF, Word, and
Excel, just to name a
few.
10g Flexibility and ability to add or remove Required Yes. This can be done sections or pages via the Ad-Hoc Report
writer tool.
10h Insert, change, or edit photos Required Yes. This can be done via the Ad-Hoc Report
writer tool.
lOi Automatically compile and paginate Required No. While most of the document and build the table of contents budget book can be produced by Questica
Budget, it does not
provide a tool to create
items such as the table
of contents, final
pagination etc. This
functionality would
need to be provided by
the publishing tool.
lOj Produce high-quality, bookmarked PDF for Required Yes. All reports within printing and viewing on the City's website Questica Budget can be exported to PDF to be
used as the City sees fit.
10k Ability to manage text, data, and publishing Required Yes. Questica Budget components for multiple documents comes with a number
(operating budget, capital budget, municipal out-of-the-box reports 96 fee schedule, 5 year financial plan, and
others)
Online Publication of Budget Data and Performance Measures 11a Ability to publish budget data online with
drill-down reports and graphs
Desired
97 that provide this
information. These
reports can be copied
and edited as users see
fit, and new reports can
be created at any time.

Since the Questica
Budget database is
open, budget data can
be accessed by other
systems via ODBC etc.

The City could
accomplish this with
ASP.NET and SQL
Reporting Services.

ASP.NET would have to
be configured for the
server that is running
the Cfty website.

An ASP.NET web page
would be hosted on the
site that includes the
Report Viewer Control
from Microsoft. This
could be configured in
such a way that the City
could choose exactly
which reports are
available for viewing,
and the credentials and
communication with
the report server would
all happen on the
server side.

This page would have
all of the features of the
report viewer that is
used in Questica
Budget, including drill
downs, report linking,
and exporting to
multiple formats.

This solution does not
actually involve
Questica Budget
(except that the reports
will show data from the
Questica Budget
database). It is a benefit
of building our product
around SQL Reporting
Services. Ultimately, the
decision as to how site
is build would be
determined bythe
City's web master.
11b Ability to publish performance measure data Desired Yes. See answer above. online in graphical formats (e.g.:
dashboards) and to regularly update the
data (e.g.: monthly, quarterly, annually) and
comparison of budget to actual data
11c Ability to publish multi-year actual Desired Yes. Questica Budget performance data online in graphical form can be configured to capture performance
data. This information
can be placed in
graphical form via the
report writing tool.
98 Performance Measurement and Management (Optional Module) 12a Input and documentation of performance Required Yes. This can be done measures via the Questica
Measures module. This
is an optional module.

See "Chapter 4-
Product Description"
under "Q.uestica
Measures" for more
information.
12b Upload capability from other systems such Desired Yes. This information as public safety systems for response call can be imported via data, auto services system for vehicle and Excel.
fuel data
12c Dashboard and other graphical display of Required Yes. This can be viewed performance data via the Dashboards
feature within Questica
Budget.

Monitoring of Budgeted Expenditures and Revenues
13a Periodic download of actual expenditures Required Yes. Once the and revenues from PeopleSoft Financials. integration between Questica Budget and
PeopleSoft has been
created, the actual cost
data can be
automatically imported
into Questica Budget.

This can be done on a
nightly, weekly,
monthly, or quarterly
basis.

Yes.
13b Comparative Analysis of Budget to Actuals Required Yes. Many screens (e.g.: straightlining, historical trend analysis] display year to year 99 D!id'b:lo!i!ck:
-· ~(S)
1-b1es{!!'.I
~:a.fables
.i.!hr.::a'llcns:
.!\Zirbanclli1~:ir11t1P11
13c Display of actual expenditure and revenue
data by month, quarter, and year
Desired
100
comparisons showing
actual and budget
values. This is also
available via reports.

Below is an example of
the Annual Budget
(Summary View) screen.

This screen shows the
current budget year ([n
this case 2014) and the
YTD actual costs.

The two previous
budget vs. actual (2013
& 2013) are also
displayed.

Oashboards
Gen~rar
Doc:ume"ts {3)
l'-J~le!s (4)
l\i~~il~ffl'.(8~
.i!!!locatlons
.i!!dditional Ir.formation
Key f'~rform,mt.'li: If!dl~iiltt1r5
G~leri!I
Position Allocations
-Elud9et
Annual Summary
Prior Year Data
4070 • 0\111!rtime
4102 r Benefits
4105" - Heaft:i Ca.re
'4 we. -r~ciical
410:i -Mediearc
-4109--0e11-tal

4.1£19 ~ 'lf!!:ion C!ITi!!
-4110 ~ Worke:rs Comp-ensation
4111- lCl("l;,9 Term Disability
411...3 - Speda.1-Paramedic Pay
4-115-Cohfeteni:e:s/Tra·.,.el
41 ta -Mernbe,r!,:;hip Fee:$
4120 r Tr.aininQ and Development
4216 ~ Contr-1;1cted S:ervk:zs
4308 - General Supplies
4312 - Office :Supplies
4324-r...►.it~,;;115
43S"4-Cahle
4364 -Tclephonc • .lFalr:
4365-Water
-f.3Z2 - Rep;:.irs and Maintc!nance
4849 - Fire,& Burn AWa!'"efless
6-030 - Em::il~yee Retiri;ment Beri:ef
9211 r v~•o R~gular T.-m@
14 Access to prior year Budget and Actua I data
for reporting and analytlcal purposes
Required
101
above:

Many screens display
year to year
comparisons showing
actual and budget
values. This is also
available via reports.

Below is an example of
the Annual Budget
(Summary View) screen.

This screen shows the
current budget year (in
this case 2014) and the
YTD actual costs.

Capital Budget Model
15a Ability to enter and track multi-year
operating budget impacts of capital projects
and link the cost impacts to the
development of the Forecast
Desired
102
The two previous
budget vs. actual (2013
& 2013) are also
displayed.

Yes. All Questica Budget
modules share the
same interface and a
common database
(Microsoft SQL Server),
allowing all modules to
work together. In the
case of Operating and
Capital, the most
obvious synergies
between these systems
is the Operating Budget
Impacts (OBl's). In the
Capital module, some
capital projects will
affect the operating
budget in the future
(the new community
center will need to be
staffed). Each Questica
Budget Capital project
provides for an area to
track and record OBl's.

Each Operating Budget
Impact allows users to
specify a cost center to
which the costs
correspond. Publishing
the Operating Impact
will add the costs
directly to the
Operating budget by
creating Forecasts
(budget lines) on the
specified cost center(s).
15b Ability to prioritize and rank projects based
on user-defined criteria
15c Abilfty to create custom fields (e.g.: LEED
certification, project start date, project end
date)
15d Project status identification (e.g.: future,
current, close-out)
Oa..~ard51
i:!~?'"~ii~~,rJ
Regiora:

General Information
i !~~-;~:~~~~i~--~~~~-: .. ·
i :~~~ : __ 2~.i?-~~-.

Desired
Required
Required
Title
Humber
Ooi!-scr1p.tkin I i:orl!!b\Ji:t 3S;Oo0 ~q'J~fe "fui)l ·11~0 itMY-~eiiii-i :· .

Yes. Users are able to
rank projects according
to predetermined
criteria. While entering
their budgets, users can
choose these ranks and
assign a value to each
rank along with a
justification.

Yes. Fields such as
project start and end
dates are provided out-
of-the-box. Additional
fields can be added via
the Forms Editor tool
and can be done by City
staff with the proper
permissions.

Yes. Project Statuses
can be attributed to
each project.
..... ·1 Yc:u·lde:ntifiil!"lf
DC1aJ11'11:!1'1${;::]
.T•Ja~(.3'.t
R~hilE:d~;[~
Addi1f0tio1I I~f.ormaticn :Es.tlm.,ted ~o=;t m :5957,000 i Appfo:ir, 10-..~ of toN!i: co,talf':located ;-o €:9o:h of water andse.~'l.,u budq,el:!I.. .poo!(ls funded :!:o; clcsing aipltal pro_:,e,:t := 10!5-00!iS • TD.uism -ar.d Econo:nic- J"usl:moation / IJusiness Case : 1□ ci7'. □ c·eg!b-':~ ~ PS" No'Jerr,ber 2.7, :mcig oC s~tkgraund ~Y General !/miablB
Do-:i.:ments.{l)
l.ocaTl Ipsl.Jm :S simply ii=? text of'lhe-pmlting and t-,-peseffir.g L"ldustri;. Lore11:1 Ipsumhcs.hee:n the indu.-=lr"y~ stand~rd dummy ~i,:t i::v~r i1rite the 1.SC ~rn3lbol!!k.Ithass:ir'l-ive · ~aspopul&fl~td
Budget
A,nrmc!Sumrr.a."J
Opera:lil'lg ~a-~
Proje:t1Rolesi
Del:ai!s:

Anm.ial Summary
km1.1a!Compari!an
'Q1:111irl:l!rly-Comp,!lrl:!:on
Coll:!iequence of Not Fun ding
sl:arttJate
De.parb11ent
Project Type
D~11ltfund
ii,nd fll~~re,;ef.itly wtlt,!l~
! Th~I J~~ "!,El" ~-if:J ! Ifill

1.~~-~-
·-~i:or~.~::~~--
"' D-efaultTemi;iEa:t;
Many reports allow users to determ[ne whether the reports show data from all statuses or specific statuses.
103
4ll,D00,1100
is~rtia 11e)t· :;;i:~: .. •.:::···•::.:··· .. .:::.,.,,.=·•··•·•.::::::::·===:::::::===:::::::==;-~ 'Humber ' , ,. •· iL.t.canc.elled: ·.· . ..... , >,;::, i,i !'.Hid~-p~ne. . · · · D Change Request
! ifooter ·"· ·
:
1 •1.,·.•.:: ... ·;.·.~.e~f: ·. { i D O,mplete (Included) ·••·! D Funded
.r'-,-',;,-,'=c--,-,'-="',,,-· ·.,,,.), 0 NOT Funded
On Hol.d
duded]
15e ProjectType identification (e.g. Work
Order, Ongoing, Distinct)
15f Project theme identification ( e.g. economic
development, public facilities etc)
Reporting
Required
Required
16a System provides configurable
self~service reporting on all
system fields (e.g.: by budget
version, fiscal years, fund,
appropriations)
Required
104
Yes. These attributes
can be placed on the
"General Page" of each
project.

Yes. These attributes
can be placed on the
"General Page" of each
project.

Yes. Via drop-down menus
(parameters), most reports
allow users to determine the
level of detail that show up
on reports.

Budg~tYe~r: ': .. ·: 120H 1 ... 1 .· l~joperating Budget by GL Category De~'.~~-~-!<: :.:-... , ~ina~~~-. ~ .. -8.~. r.XJ: : : J~~i _____ _A1~~c2ruL __ :::·~:~~i< • !ii~1:1~E:_traoon -~l,..1 _________ 2_0_1_3_B_"_dQ_e1 ___ 20_1_4_a_u_d_g_et ____ c_h_•_nY_• _____ ~~-• ?~~~ ;a:~~J~~~~:b~;) e:naineering
'.:~~~-~:~~~i~// ~~~~-R~~ource~
-:·:·:. Legislative &RegulatoryServ.
~::::::;=:::;:::::;:':· ·::1· · · t-:lon-departnei"ltal :-:- P-ark:i1 Recrea1fon1 &Cul~e
r ~" ~"" ~" ~"' ~;.. -"'" --,,. ~" ~'-~,., "',., ... ,.t,., ~.,.,=·-:= ~~b:i:~evelopment RDOS- ma GEl'·IER.4,L GOVERl,JMENT
RD05- 10 □ 0 Fm.E PROTECTION - D-F
RDOS- !100 FmE PROTECTION - s,:: KEREMEOS
RDOS-200 IIWAS[VE SPKJES forme-ly noxic:,us wee-els
RDOS-'100 9-1-1 EMERGENC'( CALL S'fSTEM
S/A
· Sunnwille Conference Centre
Sunn ..,,.-ii[ e Erner
16b Ability to display report data in
graphical forms
:ffirf± i~~> ~i jl
~i!:.'l_::t_._:_••. •••·· :~1 I 1 •~lec.t~d · v I <"li
GL Cat~a,v,' I <M> .;, I · • C"
. ~tarti>aJ~; \ -•· 11 I: • ·• i••:i
_llumh~.• · · · ,;.: l[[ 'E
''.~i,1.,.·.--..,_,-"'~1 :'i:~ j ffi<lel'"!fli• roote. , · 40,000,,000
20,DDD,000
2014
796-1~-42
3:!l,~3
3,715
607,9~-1
55,435
2,921,654
4,679,326
Finance
1,077,0cl
E-39,C-E-4
19,8.72
2S9,S1D
086,01~
152,:84
4,164,7~2
7,129,818
2014 Exp,mditures by GL Category
280,711
E09,l!M
11o,1:!:-7
20'3,t24
7B,fl82
1H,·149=
1,243,078
2,450,492
Senefits-------~ :::::...;;;....

Desired
2015 2016
105
2017
Yes. Questfca Budget comes
wfth a number of reports
that show graphs and charts.

Additional reports can also
be created to show these
forms.
2018 2019 2020
Forecast Year
GtOS'.S C8p{t8f Exps-nse
1o
2C
16c
16d
Ability to export report data to
MS Excel and MS Word
Ability to set up forms/reports
which alert the user of certain
business rules are not followed
(e.g.: for Source and Use
Statements the Source Total
has to match the Use Total)
Required
Desired
106
Yes. All reports can be
exported to PDF, Excel, Word
etc.
:,,i,,_1,,·:.i··.i,.!:,i,,:i,,,i,•,.::,,!.i,,i, .• (;5\/ tea~ rn ~ d elirrt1it~,d) : ,F;D~ < i ·.

Yes. Custom Business Rules
and Actions - Questica
Budget is an API (Application
Programming Interface)
driven application. We've
included a customizations
interface that allows C# code
to be written within the
interface that can utilize the
full Questica Budget API and
enhance its functionality by
creating custom rules and
actions. These
customizations are triggered
either by listening for one of
many application events, or
by user driven activity, such
as by selecting a custom
right-click menu item that
was created for a specific ·
purpose on a budget grid.

Training
17a Vendor or partner/preferred vendor can
provide system functional training to users
and system administrators
17b Provide functional training documentation
for end-users and administrators
Desired
Required
107
Yes. During the
implementation process, all
training will be provided by
Questica staff. This training
will be provided to City users
and Administrators. See
"Chapter 4" Under Training
Approach" under for more
information.

Yes. Documentation will
include:
• Customized hand-
outs created for each
group to be trained
• Administrative
Manuals- for
administrators only
• Questica Budget
Operating User
Manual
• Questica Budget
Database
Documentation- for
administrators only
• Questica Budget
Release Notes
• Questica Budget
Database Schema-
for administrators
only
• Questica Budget
Technical
Requirements- for
administrators only
• Questica Budget
User Manual
Some of these documents
have also been 'baked' into
Questica Budget.

Budget S,ibmission
17c Vendor or partner/preferred vendor
provide tralning for project team
Auditability
18 System logs all user & system actions and
events (who, what, when)
Required
Desired
108
{:?;c;,:;~~ ~.d;:'::1 (.-..;1••~111":i.1,tJ·.;
I ~:,~:;:::~:;;;::~:·'.:::.,1
~~i~~$~l~~~ ~
j 1-.c,-:;;.JrQ-~ut!,:z.

I QLe-:;t.,:;;. .:.1-rr~1 ~t:cr:-c .. -, ~-.~;;,ri~e-:

Yes. This would be done
during the implementation
process.

The Questica Budget
API (Application
Programming Interface)
was written from the
ground up to support a
full event model.

Virtually all user actions
and entries such as
logging in, saving a
budget, updating a
budget, promoting a
budget etc. are tracked
and recorded in the
Audit System. Virtually
any event in the system
can be logged for later
retrieval if necessary.

Standard search
parameters in the log
viewer include; date
range, user, entity,
action type, application
event type, and
containing text. Below
is an example of a
search result using the
Search Logs feature.
1~, ~:a• :,1.,1:,~,-;
1~. :!!l4.::t~:l:i.F-l
11,::~•::.::..;,dll!,j
.l,rj: . ...-,,~;q," (la!,-a,~.,.,:,.)
.:O.-;,,v,~•·~\,;• r. ... -:,.,.,'rf~r.;,:.
~;b,~i,,~'::'a "1-.1•·•,~7~• v:·
~,:;,,,,~!O:r:" ... (,l,,.._,r,,~~"!I';,
i,:;,,,,. .. .,,~ •. i'! .:i.~..,. .. "11 • .1:1·~
~ ... r.•r"'-"' =.-·• d.••)
l,.;,-n~'!o~'l;lo (.l.;!-1:n~1l;r.',;
"-"':,--.:,,.~.,_'-1,:J.a=.r.•~.>lce)
;,,;.,,-·~•~;l,-!r.- .. <!--,.t,.7
~,:k~1:~~~ ,;,.:i:-.,..~~~;~
~-t~'!!,r;_~ ... r.~·.;:1:,,)
-'-:\rA .. ~,C:.,:;,.~r,.,;,,-.!:l:r)
J~,.., ~~;tl'.:,, (~!lr .... =~1•1
;l.~~os:e~u-, i~r...-,,i::io1<1•l
r.:i:;t.:r,--:,:,-N"-'1'>·~:.,.,h!'-)
Cm ~'!".'!l'!'-;i:~~,..a~""f
Q;,;:tCP.:"Cr.,';~,;:~~r-:!:1
.:..;et:.,.-:t=j~:a~~:!c<]
C.· ;:- ,..,..., • .,.,.,. •• ,., ... :,
-::c-rrr..t:w,,c;;;,i,;.....-,;::t<:te-l
,;:1,:;1,;:~"t> :~"'"'i:;.,,.:h,;)
Cos'l',:"-..,. ' •~ ~-.~1
!•l!;.'15.t
,-
Cllcking on the Magnifying
Glass Icon displays
additi0i1al information about
Iha Log ID
::-:'..!l:~1:,!!ttet:li--1.=·2.-s,i',,,1,5~1'\!"
;:-.:.~w.>t::.-•1r.'!;:.•;.:i.,-""'~r
-~- :t...,_i::i,;,,;,t "!'.i,;,t':,r.i-1;P.1r.,:..-..r.~,X,~-;1• / ~:=:=·Cmo:u;-pf-;rm;;,:":l~,._•;f
.,•:f_,,..J:;~:,:-J"'i ·;:'-"'ll'~ll'f-:,-o~>;<.':~,..,.:-i:,r-,,:t· /·ll.T!<leoo,l'O.:•c•:!."--❖ ~P.:.'-"!!:-;l1?1l,..,\--;· _,:,it,:'.l" __ .,.,.~toi~l'~r.--!».,r:i,_.~•
~: '-l,"..:•!l!!lt::cl.;:....i,o, -~;..-,!·I'•'!, ~!Ml:' ... ~ ,:;!,l;l;\<!r,!i(.*,t~..,..-~:!- -f.r.ii :,'»ll>-, t'
a;-.1.!Y ... !!odf~.,:~am,: '::M~-.fi,.,~:.<"W• t'
,n~~,;::::-1 t,,..t,,: ~",;,. r=,,. ~"'-= :~
,'.•(!~;,,:1 (.;,;\:;;,:,1',:, <,;,;;. . ""'~ ~~"™· ~.
,::;o"'·-=="lll"tsl?<r•11:,i:"':-:,, .. t~-r
(.-~!,,
Clicking on the magnifying glass icon above opens a detailed results screen, showing what was changed - in this case a value was changed from $1,000 to $10,000, as shown below.

Time
User
Ad<bn
Thursday 1 April 171 :20144.::11130 PM
Admini5trator (Admin5b"i:!tcr)
Updah!;
Message i Upd:ated Budgi::t Une ce11 ·•1amiar;••=
!
Related Logs
• V□ dated Co:.t Cent:::r "3':151J - :=irl! :Sii~1klfl 1" <> Updated Scenario "Main S'ce-!lario..,
• IJc,•dii:ted E-1-1d,;;iet Lini; .. 4:i:OS fetr':201$)~ mi~i:: ~~plies"' • ~lp.d;;it~d cli:.idiJi;;:t I.in~ Oets;fi ·'Y~ar 1 fw1~r· • Updated Budg~t Lin~ CeU "Ja-nuary"
Changed Fields
Field Name
Value
Implementation Management
19 Provide an implementation plan which
includes task descriptions, level of
involvement of City staff (number of staff,
types of staff, and hours), and a standard
timeline
Required
109
Yes. Questica will work
with the City in order to
finalize an
implementation plan.

See "Chapter 4" under
"Work Plan/
lmQlementation
Strategy" for more
information.
110
The following non-functional requirements specify criteria that can be used to judge the operation of a system, rather than specific behaviors of the system.

Note: Inability to meet any of the following requirements does not automatically exclude vendors from RFP (Request for Proposal) process
Cloud Computing
20a Application and data is available as a Cloud Desired Service. Please describe.
111
Yes. Questica Budget can
be installed on the City's
servers or it can be
hosted. Questica uses a
hosting provide named
Aegisys.

Techriirnl Ovenriew of
Questica Budget
Questica Budget is
comprised of three major
components.

1. Application.

Questica Budget
is a .Net 4.0
web-based
solution that
requires IIS.

2. Database.

Questica Budget
supports SQL
Server 2008R2,
2012 and 2014.

Reporting Services.

Questica Budget
supports SQL Server
Reporting Services (SSRS)
versions 2008R2, 2012
and 2014. Other
reporting technologies
such as Crystal Reporting
can also be used to
develop reports against
the Questica Budget
database.

There are three primary
scenarios for installation:

1. Single
Server. Questlca
Budget, the
database, and
Reporting
Services are on
the same server.

2. Two Server-
Questica Budget
is on a
server. The
database and
Reporting
services are on
the second
server.

3. Three Server-
The three
components
have their own
server.

Cloud Solution
Should the City opt for a
cloud-based (hosted)
solution, Questica would
provide all server,
database, operating
system, monthly
management, and
software maintenance.

Brov,•sers
Questica Budget is
developed in the C#
language using Microsoft
.Net 4.0 technologies,
and is a 100% web based
application. As such, no
software is installed on
user workstations.

Desktops and laptops
112
running any current
version of the Windows
Operating System (Vista,
7, 8). Internet Explorer
(IE) version 9.0 or better
is required, or the latest
versions of Chrome,
Firefox and Safari for
Mac.

Bcmdw{dth required for
the service to perform as
designed
Assuming a hosted/Saas
environment, we ask for
a minimum of 5 MB bi
directionally. Installed
locally, Questica Budget
is a relatively low-
demand application
when compared with the
processing requirements
of a full financial system
such as PeopleSoft.

Uptime
Questica Budget is
designed to achieve

99.9% uptime a year.

Ownership af data
All City data is owned by
the City will only be
accessed for
maintenance and
support services by
Questica.

Bactwp pract{ces and
disaster reco11ery
In a hosted or Saas
environment, Questica
takes on responsibility
for all server, database,
Windows OS, monthly
management, Questica
Budget licenses, software
113
maintenance. If installed
on your server, then
routine backup and
disaster recovery
practices would be the
responsibly of the City.

Recovery Time Objective
(RTO) -A RTO of 1 hour
requires that Questica
Budget be part of a
cluster (Virtual or
physical) for failover.

Recovery Point Objective
(RPO) - A RPO of 15
minutes requires that the
database and logs be
sufficiently backed up
within the specified 15
minute interval.

Fcmnat of off City records
that wouid be stored
All records are saved to
the SQL data base.

Typically, retention of
backup data is
determined by our
customers. Questica
believes it is good
practice to maintain four
weeks of data retention.
fritegmtfon with Cily
fowl payroft cmd
ffm:mciaf systems from
the cloud based
envimmne11t
The process of
integration, whether
onsite or via the cloud,
remains fundamentally
the same, except for the
ports and firewall to the
financial and payroll
systems needing to be
opened for transaction
114
20b Provide a sample Cloud Services agreement
Application Architecture
21a
System should adhere to the
City's IT Enterprise Architecture
standards.
• VMWareS.5
• Microsoft Windows Server/
Active Directory 2012
• Microsoft SQL Server 2008R2
and above
• Windows7
Required
Mandatory
115
exchanges between the
systems.

Please see Appendix for
sample Agreement.

Yes.

VMWare
Questica Budget is
completely supported in
the Microsoft Hyper-V
and VMWare virtualized
environments, and this is
utilized by many of our
customers as a
mechanism to reduce
physical hardware
infrastructure costs.

Support far Windows
Authe11tiwtio11 Pass
througf1 I Active
Directory integration
Questica Budget
supports Windows
Domain Authentication
Pass-through. If Questica
Budget is configured for
Pass-through
authentication, users will
not need to enter a user
name and password
when logging into
Questica Budget.

Questica Budget can be
configured to use any of
the following
authentication methods:
• Windows
Authentication
• Mixed Mode
Authentication
• Google
Authentication
• CAS
Authentication
These methods are
available out of the box
and will be configured
according to The City's
specifications.

SC[[ Server
Questica Budget
supports SQL 2008R2 and
above.

Wfmiows
Questica Budget
supports Windows 7 and
above.

Yes.
21b The system should be fully web-based with Required Questica Budget is no plug-ins needed. developed in the C#
language using Microsoft
. Net 4.0 technologies,
and is a 100% web based
application. As such, no
software is installed on
user workstations.

Desktops and laptops
running any current
version of the Windows
Operating System (Vista,
7, 8). Internet Explorer
(IE) version 9.0 or better
is required, or the latest
versions of Chrome,
Firefox and Safari for
Mac.

Yes. Questica Budget
21c The system should be able to integrate with Required supports "single sign-on" the City's Active Directory whether in Cloud and can be set to or on Premise. Single Signon preferred. authenticate against the active directory user.
116
Questica Budget only
uses active directory for
authentication, not for
management of
permissions. Permissions
need to be administered
in Questica Budget.

Internal users are
immediately
authenticated. External
users will get a challenge
screen and need to
authenticate against
their windows
credentials.

The login (user ID) is
stored in a table in
Questica Budget's
database.

Maintainability
Yes. In a cloud~based
22a System upgrades are fully maintained and Desired (hosted) solution, managed by vendor Questica would provide
all server, database,
operating system,
monthly management,
and software
maintenance.
22b System is "off the shelf" solution and does Required Yes. Questica Budget is not require custom development/coding by one of the few truly the vendor or the City COTS (Commercial Off
the Shelf) budgeting
software tools on the
market.
22c City should be able to configure the system Required Yes. The Questica with appropriate access privileges Budget database and
API are open for further
configuration by the
117
I I
System Compatibility
23 Windows 7, Internet Explorer version 11,
Google Chrome, iOS
Portability
24a HTMLS (or has one of these
features on product roadmap)
24b Responsive web design for flexible
and fluid layouts that adapt to
al most any screen
Required
Desired
Desired
118
I City- ~u~ject to security
perm 1ss1 on s.

Yes.

Desktops and laptops
running any current
version of the Wlndows
Operating System
(Vista, 7, 8). Internet
Explorer {IE) version 9.0
or better is required, or
the latest versions of
Chrome, Firefox and
Safari for Mac.

Yes. Questica Budget
supports HTMLS.

HTMLS is a new standard
for the World Wide Web. It
introduces many cutting-
edge features that enable
developers to create apps
and websites with the
functionality, speed,
performance, and
experience of desktop
applications. Our vision for
Questica Budget is to
embrace this new
technology to improve the
product in a wide range of
areas.

Yes. All screens in Questica
Budget are all set up in a
similar manner, with the
Cost Center (Operating)
Dashboar>:ls
Gene;i;I
0,;;D.Jrr,e:n~
Notes
Variables
Mo, . .\!~
Additbcl~ Infurir.a.Wfl
Capital Project
Dashboards;
·Gcntr,:,1
Rel!~"~
Doru~nts (S}
Noles (2)
Rdo,t,.;d Prt:r;cr.:ts
Ad~tJM.,i, tnfc,-~;;i;:;:,
Geenera/
VoriabJ.c:s
;DOWl'f!e!'l'.S ( l}
Not1;;;
Ranks
Annual $u~i,-r,w\'
Annual Compe:rison
QuaTiit~d~f·Ct:1rt:~n
Mt:r!l'.hl"•; C~i~Oil
119
Pro-file;
Gerieral
C=~t!il-'i)
N!o!~
details on the larger right
hand pane, and the
navigation elements on the
smaller left-hand pane.

The left-hand pane is
referred to as the
Navigation Bar, or simply
'Nav Bar'. The Nav Bar
help users navigate
without extraneous
information displayed
which is not applicable to
that area. Below are 4
examples of some of the
systems Navigation Bars:

Position
Gi;Oer.',~
Erni:iliit~e Atl>=;;f¢r'i$
Cr.:rs~ Ccottr A!~•!r50t.i'.$
S:cndits
Doruments
Form and Field Designer - This interface allows administrators to design and update screens and their data fields. There is no restriction on the number of variables or fields that are created, and our users have the ability to define data types and regex expressions to control the data input lnto these fields. The system allows updates to take place without the need to update these interfaces.

Custom Business Rules and Actions - Questica Budget is an API (Application Programming Interface) driven application. We've included a customizations interface that allows C# code to be written within the interface that can utilize the full Questica Budget API and enhance its functlonality by creating custom rules and actions. These customizations are triggered either by listening for one of many application events, or by user driven activity, such as by selecting a custom right-c!ick menu item that was created for a specific purpose on a budget grid.
24c System should be mobile friendly- Required
ability to run on tablet (Apple iPad
preferred) and smartphone (Apple
iPhone preferred)
Support
25 Technical ongoing or on-demand support is Required
maintained by the vendor or partner vendor
120
Although there is no
specific integration to
devices such as iPhones,
Blackberry's or tablet
computers, all these
devices can read web
pages. Questica Budget is a
web-based product
supporting numerous
browsers. Also, these
devices also support
reading PDF file formats,
and Questica Budget
reports can be exported to
PDF, and other formats.

Yes. Technical Support
will be provided by
Questica. See "Chapter
4" under "Support
Approach" for more
information.

Service Level Agreement
26a Submission of vendor's service standards
regarding system support and escalation
process
Required
121
Support ca{{s are
cfassified fnto the
foffowing criteria:

Support issues are
classified as described
above (Priority 1, 2, 3)
Priority 1- Urgent
(example: system is
unavailable to users) -
Support staff
immediately ceases any
other activity and work
towards a solution, and
if possible, remains on
the phone with the
customer until resolved.

Priority 2 - Important
(example: software bug)
- Support staff work to
resolve the issue within
the same business day.

Priority 3 - Minor
(example: minor
nuisance or irregularity)
-To be considered in
the next development
cycle - may require a
hot fix.

All support issues,
customer~needs and
suggestions are tracked
through our CRM
(Customer Relationship
Management) tools. All
support calls/emails are
entered and assigned a
tracking number. All
support tickets and
status updates are
available via our
customer portal.

Service tickets are
escalated automatically
(to development,
mgmt., etc.) via email to
ensure all response
commitments are met.

SoftM1are issues have
the fofiowing
c!ass{fiwtions:
• Low-To be
considered in
the next
development
cycle
• Medium- To be
considered in
the next
development
cycle
• High-
Addressed in
the next Build
• Critical (Work
Stoppage) -
Addressed
immediately
Service tickets are
escalated automatically
(to development) via
email to ensure all
response commitments
are met.
ff needed, rnstomers
ccm esrnio'te support
issues in the fof!ov,Jing
mcmner:

1. Manager,
Customer
Service &
Support

2. President

3. Chairman
122
Office and mobile
phone number for these
positions will be
provided upon contract
award.
26b System availability; 99.9% Required Yes. Questica Budget was designed to provide

99.9% uptime.

Integration
During the
27a System has web services Application Required implementation Programming Interface (API) capabilities to process, Questica integrate with other City applications Budget will be
integrated with the
City's PeopleSoft
solution.

Questica Budget is an
API (Application
Programming Interface)
driven application.

Since the Questica
Budget database is
open, budget data can
be accessed by other
systems via ODBC etc.
27b System is able to download to and upload Required Yes. Questica Budget from Microsoft products (Excel, Access) allows authorized users to export the contents
of most grids to an
Excel spreadsheet.

Then users can edit the
data on these
spreadsheets and
import them back into
the system to change
large amounts of data
at once. The
spreadsheets generated
by the tool must be
viewed and edited in
123
28a All system data should be exportable and
machine readable to support open data
environment
28b Exportable data should include metadata
(set of data that describes and gives
information about other data)
29a
System complies with either:

ISO 27001 (Information
Security Management Systems)
or NIST 800-53 Standards
(Security and Privacy Controls
for Information Systems)
Note: If chosen as a finalist, vendor
will be required to complete the City's
Vendor Information Security
Assessment and acknowledge and
Required
Desired
Required
124
Microsoft Excel 2007 or
later.

All out-of-the-box
reports are exportable
to: PDF, Excel, Word,
XML, CSV, MHTML (web
archive) and TIFF flle
formats.

Yes. All reports and
most grids within
Questica Budget can be
exported via Excel,
Word, PDF, XML etc.

The format in which
data is exported
depends on the view
options (columns and
rows) a user chooses
onscreen.

Each release of
Questica Budget comes
with an updated
database schema.
vendor will be required to
complete the City's Vendor
Information Security
Assessment and acknowledge
and agree to comply with the
City's Security & Privacy
Agreement
Should Questica be chosen as
a final, we wfll complete the
agree to comply with the City's City's IT assessment and Security & Privacy Agreement agreement documentation.

Yes. Security is role based and
29b Ability to set appropriate security Required once established, your levels for users administrators would be able
to determine who is able to
view, edit, demote, promote
(advance) and lock budgets -
at each stage of the budget
process. Restrictions to
running reports and batch
processes, creating scenarios,
administrative look-ups,
access to actual costs
information etc. can easily be
establfshed. Administrators
can also determine who has
access to the budgets and also
determine the types of
analysis can be performed.

Individuals without permission
would not be able to view
selected system reports
and/or perform budget
analysis.

Your permissions determine
what you can see and access:

A user's lnterface is
dependent on the permissions
granted them by the System
Administrator. For example,
in the screenshots below, the
menu listing on the left is that
of the Administrator whereas
the menu listing on the right is
that of another user where
the Administrator has granted
fewer permissions.
125
Administrator LO\ver Level Use1·
r ... «;'''"" __ ........................... ;_ .. 1;rnm - 4- , .. :-.. C :! ti: t;;\h,;;~~;!~j-:;.~,.;/,.:,:;_!·l;-~yi-:-:,~ Note the System Administrator has access (permissions) to view each of the primary modules which make up Questica Budget - Operating, Salaries, and Capital (on the left side of the screen) whereas the other user only has access to the Operating and Capital modules. The user on the right has no access to anything related to the Salaries module.
29c System is able to integrate with the
City's Active directory (single signon,
application level security)
Required
126
Yes. Questica Budget supports
"single sign-on" and can be set
to authenticate against the
active directory user.

Questica Budget only uses
active directory for
authentication, not for
management of
permissions .. Permissions
need to be administered in
Questica Budget.

Internal users are immediately
authenticated. External users
Scalability
30 Ability to easily utilize the technology across Required the organization for different purposes (for
additional users and departments with
varying processes and workflows and
configuration requirements)
Data Liberation
31 Ability to quickly move all of the data out of
the system in an open, interoperable,
portable format at no additional cost and in
one fell swoop in the event that the City
wishes to discontinue the product
Required
127
will get a challenge screen and
need to authenticate against
their windows credentials.

The login (user ID) is stored in
a table in Questica Budget's
database.

Yes. Questica Budget
can be used across all
departments, whether
for budget entry, report
viewing etc. Should the
City wish to roll out the
software to more than
the initial 80 users, it
can do so by purchasing
additional licenses.

Yes. Taken from Section

10.5 of our License and
Services Agreement:

Return of Your Data.

Upon request made by
You within 30 days after
termination of a
Purchased Services
subscription, We will
make available to You
for download a flle of
Your Data in comma
separated value (.csv)
format along with
attachments in their
native format. After
such 30 day period, We
shall have no obligation
32a Failover /redundancy/ replication of
system to another location
Required
128
to maintain or provide
any of Your Data and
shall thereafter, unless
legally prohibited,
delete all of Your Data
in Our systems or
otherwise in Our
possession or under Our
control.
hosting provider) has
multiple Fiber providers
which provide our
upstream connectivity.

We do support multiple
IKE gateways provided
that the Clty has
redundant carriers as
well and the firewall
used by the City
supports multiple
gateways.

Disaster Recovery:

Because all data and
product configuration
data is stored in a single
MS-SQL database,
Questica Budget can be
restored from a disaster
very qulckly providing
the database is backed
up regularly. There are
three core failure
scenarios-the web
server component (11S,
or its related server
hardware,) the Questica
Budget database (MS
SQL Server, or its
related hardware,) or
both.

The process of recovery
is the same in all cases:

L Ensure that the
Questica Budget
database is available
from a MS-SQL
database, being
recovered from a
backup on an alternate
server if necessary. 2.

Ensure that the
Questica Budget
product is installed on
an 11S web server, 3.

Configure Questica
Budget to point to the
appropriate Questica
Budget database by
configuring the
web.config file on the
hosted 11S server.
(There are other minor
steps involved that are
well documented, but
these are the major
steps.)
Please note that
Questica Budget is
supported in fail over
clustered 11S and SQL
server environments,
such that the needs for
a barebones re-
installation from
backups should not be
necessary. However, if
it is, the speed of
recovery is based on the
time required to have
the 11S and SQL server
installed and ready so
that the above steps
can be performed,
together with the
restored backup. If it is
129
critical that Questica
Budget be available as
quickly as possible with
little to no downtime,
and alternate server can
be configured for
failover purposes.
32b Frequency of backups: at minimum daily; Required In a Saas or Hosted environments, backups
are performed on a
daily basis at a
minimum. Should the
City decide to install the
application on your
existing
servers/network, then
the frequency of
backups would be the
City's responsibility.
32c Data Restoration: within 1 day except Required Yes. Questica can between N-ovember and February; 4 hours comply with this between March and June requirement.
32d Minimum retention requirements: Seven Required Yes. There is no limit to years the number of budget
years that can be
retained in the Questica
Budget database.
130
/I
Questica has over a decade of experience with project management and control methodologies to manage the project and implementation process - all dedicated specifically to budgeting software. We have identified what works, and what does not, when it comes to project control methodologies. A possible implementation methodology for the City might look something like this (in brief):

Phase 1
Blueprinting and effective Project Management is critical to the success of this project. We have broken down the Implementation Process of Questica Budget into a number of sections and unique tasks as follows:

Discovery-A series of onsite and/or on line workshops (one for each software component), another to discuss the Testing & User acceptance methodology, and another to discuss the Strategic Vision and Goals of the City.

Workflow and GAP Analysis - Once the discovery process is complete, Questica's Project Manager will create a summary of bullet points that outlines the key findings of the Discovery process, a strategy to address any new needs identified through the process, and a workflow plan for the project. This working document will be presented to the City to ensure that there is general agreement on the strategy.

Plan Documentation - The Questica Budget Project Manager will generate a detailed Scope of Work that aligns with the strategy approved by the City Team. This will contain more detail than the Scope statements included in the RFP document, as the Project Manager and Core Team will have a better understanding of the specific needs of the City and the functionality of the Software. The City's Project Manager will be consulted to ensure it aligns with needs.

Using this same methodology, a Project Plan and Timeline will be created, as will a Testing & User Acceptance document. The Questica Project Manager will create and assemble these documents into a final written Blueprint document.

Plan Presentation - The Blueprint, Scope of Work and Project and Testing Plans will be submitted to the Core Working Team for review and comment. The Working Team will have worked together closely to this point, so there should be no last minute surprises. The expectation is that minor changes and refinements may be required at this point. 131
Implementation Methodology- Phase 2
Phase two contains five Components that add successive functionality to Questica Budget.

There is some uniqueness to how each of these components will be implemented but, we are proposing that a basic template be used to consider reviewing the basic methodology.

Component Kick-off- The components will be phased in. Each will start with a kick-off meeting where the Blueprint and plan are reviewed so that the focus on success and goals is maintained.

Overview Sessions- The Questica Budget functionality will be presented to the team so that they are familiar with the module and able to participate in its configuration and understand the needs of data imports.

Configuration - The components in Questica Budget will be configured to provide the desired functionality and accommodate the related data imports.

Data Import - Your historical data will be imported.

Customizations and Report Development- If required, customized functionality and reporting will be introduced and reviewed. This task benefits from the data import, as any screen or reports will reflect the actual and familiar data imported.

Security Setup - Establishing appropriate user security.

PeopleSoft Integration - Establishing the appropriate integration to the financial and HR systems, as applicable to the component.

Component User Testing- User Testing and Acceptance based on the methodology outlined in the Blueprint document. The Questica Project manager will assist and act as a facilitator through this process.

Component Kickoff-The Component will be moved into the production environment for use. 132
Introduction
Meeting
Discovery &
Overview
Presentations
Discovery &
Configuration
Installation
Testing and
acceptance
Training
"Go live"
PeopleSoft
Integration
On-going support
and maintenance
l<ick off! Meet the team members and review objectives and time lines.

An in-depth presentation of Questica Budget and its features.

Each area is discussed and the experiences from other
implementations are shared.

The System Administrator working with an implementer will enter the various settings into Questica Budget. Typically this configuration is performed while Questica host's the application at our data center. At this stage data is imported from excel sheets.

Questica Budget is installed with the assistance of Questica staff. (exact timing on this can vary)
Before going live, a testing and acceptance period is undertaken.

The City is able to test the application, customizations (if applicable) and reports. Any modifications are changed and retested during this phase
Once the testing and acceptance has been completed, training can begin.

The application is made available to end-users.

Typically this is completed on a test server environment before being rolled into the production environment.

Post "Go-Live", your implementer will remain your primary contact for all Questica Budget related issues until the time it is mutually agreed that Support will take over primary contact.

Normally this is 90 days, through which time City is supported with unlimited technical support. After this period, a hand-off is made from your implementer to our Professional Services staff that will be responsible for seeing to your longer term support needs.
133
This Project Work Statement provides the framework for the typical Scope of Work (SOW).

In each section of the detailed Scope of Work, the following will be determined:
• Questica Responsibilities
• City Responsibilities
• Deliverables
• Acceptance Criteria
• Solution Testing

1. Product Installation

1.1. Description

1.1.1. System Installation includes installation of the base software and associated databases for the Questica Budget product in each of the required environments. When completed, the product shall be in a fully functional state which is prepared for further configuration. It can be verified as functional with an example database provided by Questica. See section below for typical resource requirements.

2. Product Configuration

2.1. Description

2.1.1. Product configuration includes the administrative configuration of the products such that they will be suitable for user input in a production environment.

Questica will take an active role in this configuration, but it will require The City participation.

3. Initial Budget Data Import

3.1. Description

3.1.1. Questica will import given years of historical data. This will provide a historical reference and a foundation for subsequent staff budget preparation. The City will assist with this export and provide the data in a format provided by Questica to facilitate import.

4. Staff Training

4.1. Description

4.1.1. Training City users that will be participating in the budgeting process. If The City has adopted a 'train the trainer' methodology, training will be provided to allow attendees to train other individuals, All training materials developed by Questica will be provided for that purpose.

5. Customization(as needed)
134

5.1. Description

5.1.1. Questica Budget is a Commercial off the shelf (COTS) product. Some customizations may be required in order to meet The City's requirements.

6. Custom Reports (as needed)

6.1. Description

6.1.1. The Questica Budget products allow for the modification of the 'out of the box' reports, or the inclusion of new custom reports. The detailed requirements will be determined in the detailed scope of work to be developed.

7. PeopleSoft Integration

7.1. Description

7.1.1. A data exchange will be provided between the financial and HR system and the Questica Budget modules - to be detailed in SOW.

8. Project Management

8.1. Description

8.1.1. An initial analysis of existing City process and budget strategy as outlined in this document.

8.1.2. A methodical management of the project resources and execution in close co ordination with The City Project Management team. All implementation activities will support the methodology outlined in this RFP response. 135
Questica Budget represents a strong functional fit for The City. Although Questica Budget is a full-featured product, we realize that The City has a process in place and a budgeting methodology that is unique.

A successful software implementation requires good software, good people, and a good plan.

We have the software, and we have the right people. The largest factor in the success of this project will be the Project Plan and the Project Management efforts made in its execution. For these reasons, the blueprinting and planning phase is critical. It will allow:
• A more detailed understanding of The City's needs and strategic long term budgeting goals
• City to better understand Questica Budget and its benefits • An opportunity to collectively define how the success of Questica Budget will be measured
• The development and the adherence of a detailed Scope of Work • A detailed project plan and resource assignment
Questica achieves its deadlines by applying solid project management methodology:
documenting scope, applying a work breakdown structure, defining risk and managing project execution. It is this practical experience in applying this structure that allows us to continually implement Questica Budget on time and on budget.

We recognize that the budgeting needs of every organization are different, as are their implementation requirements. The current budgeting process at The City was documented (to an extent) in the RFP package and includes the detailed methods and reporting requirements of many participants. The City is looking to Questica to provide a quick and efficient transition to a budgeting system that will respect the needs of the current process while providing for the long term strategic budgeting needs of The City. There are several challenges:
• Problem - Resistance to Change - The City has many budget participants who all have individual and different expectations of a new budgeting system. Some will welcome change while others may be uncomfortable with moving to a new system. o Solution - Communications. A project management strategy that provides stakeholders a voice and a clear understanding of the project goals and strategy for success. Most people are comfortable with change if it is well communicated and they are a part of the process - people don't like surprises. 136
• Problem - "The Reporting Gap" - The RFP makes reference to required reports, the makeup of which will be specific to the needs of The City and others may be identified during the implementation process. The exact number of reports that can be used 'out of the box' vs. being customized and individually tailored is not known exactly. o Solution - We have tried understanding The City's report requirements as best as we can. Many reports are available in Questica Budget in a similar way, others we believe others will need to be created specifically for The City. • Problem - If An Aggressive Timeline is required - No doubt the First Phase of the project is the most important - it typically includes the discovery sessions and the development of the plan that will provide for the success of the project. o Solution - Careful Resource Scheduling - Questica will work with The City to complete the discovery sessions as soon as possible, contract award. Careful attention will be given to the availability of staff and their commitments. • Problem - Scope Creep - It's important on any project to properly define what's in scope and what is not.
o Solution - Questica will work with The City in order to define a clear and detailed Scope of Work.

Questica maintains a ticket tracking system that it uses internally for all project tasks. For the data import, integration and custom reporting activities, each of our Professional Services and Development departments have internal testing protocols that they adhere to before providing deliverables to The City. All testing anomalies are ticketed using our tracking system (Connect wise) so that they can be individually tracked, assigned and resolved. This happens in large part 'behind the scenes' in that this process is always in place for all Questica activities to ensure a constant quality standard.

The core objectives of any Questica Budget implementation are:
• Ensure that the customer understands how Questica Budget works and how it relates to their current methods of managing budgets.
• Identify and address any areas that would require custom work. • Ensure that data populated into Questica Budget accurately balances to current system values
• Develop a link between the financial and HR systems and Questica Budget to keep systems in sync
• Provide sufficient training to help the customer become self-sufficient in managing Questica Budget
• Make the transition from the current system to Questica Budget as smooth as possible 137
Note: The final Acceptance Testing Plan will be mutually agreed upon.

The following is a description of a testing plan could look like:

Party {ies) conducting testing - City and Questica
Operating and Salaries Budget Functionality:
• Testing Duration - TBD
Capital Budget Functionality:
• Testing Duration - TBD
Acceptance Testing Procedures:

Questica proposes to take on the role of Guide and Facilitator, providing best practices and structure to ensure testing happens in an organized, effective and timely way. Working with the Project Management and Core Working Team, Questica will prepare guidelines that will document the following:

Objectives
It is anticipated that testing, with assistance from Questica, be conducted by each stakeholder class (Technical, Functional, Manager's Office, etc.). Any specific goals, assumptions, or constraints will be detailed.

Unit/ Component Testing
The purpose of the unit/component testing is to ensure that each individual module in the system satisfies the quality standards and system requirements that apply. It describes the type of testing that is expected and explicitly how it should be conducted. It will include:
• Requirement{s) satisfied by the module/component
• Testing procedures - A definition of how the tests will be performed. What screens will be tested, what reports will be tested? A testing script may be included in this specification if required.
• Environment Definition - Will define the data environment to be used for the testing. • Exit Criteria - Defining what an acceptable level of testing is and when it should be considered complete.

Integration/Regression Testing
The project introduces new Components on a phased and per-component basis. The purpose of the Integration/Regression test is to retest previously tested units and ensure that Questica Budget is working as intended after the introduction of each additional Module/Component. 138
The purpose for Regression testing is to ensure that 'what use to work, still works' after each new component is added.

Final User Acceptance Testing
The final stage of testing will be the Acceptance test. If the Unit and System tests were completed successfully, there should be no surprises here. The purpose of the User Acceptance test is to verify that the system meets the needs of the users. It is anticipated that the testing group for this test will be the Core Working Team and a series of Functional Users designated and asked to participate in this process.

For this process Questica will provide:
• Requirements - the Functional test that will be required. It will be specific about what will be tested, and will be based on the needs defined in the discovery phase of the Project. It will also include a review of any City specific documentation created for this project.
• Responsibility- a clear definition of who is expected to test what. • Procedures - defining the sign-off procedure, a testing plan, and if necessary, scripts.

Exit Criteria - Defining the acceptable level of testing. This is similar to the unit testing discussed above, but with a broader scope.

Successful completion of the Acceptance testing will be determined as follows:
• Acceptance testing of Requirements completed, test results documented and deficiencies noted
• Noted deficiency list, if any, reviewed by the Contractor, response on plan to address deficiencies sent back to The City, plan to address to address deficiencies reviewed and approved by The City
Acceptance Testing Failure Procedures:
• Deliver deficiency list, if any, to Questica.
• Review of deficiency list by the Contractor and return response on plan to address deficiencies.

Remedies
• Noted deficiency list, if any, reviewed by Questica, response on plan to address deficiencies sent back to The City, plan to address to address deficiencies reviewed and approved by The City
139
Please note that actual resources may vary based on each client's need. fxewtive
Oversight
SU·bject Matter
Experts (2.0J.

IT-Oracle
Sup-port{0.3)

IT-FAMIS
Sup part (0.3)
Project
M<1n<lger (0.5)
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City of Santa Clara
Implementation Org Chart
Cr.lll$Uttant
Back1.1p
Primar'{
C<ms:ttltant
I
Primary Project -Manager
Pn.>ject
Manager
S;,ckup
140
Executive
Oversigtit
Professimlill
Services f\,fa.nager
Development
Manager
Questica
Professional
Services
- [}ata !mp.arts,
Custom Reporting,
f'rod 1.1ct Support
Development
ln:tegrationsJ - Dustom Scrip-ts,
etc.

The Questica Project Manager shall be responsible for:

1. Main point of contact through the implementation process

2. Coordinating the development of the Project Plan in consultation with The City's Project Manager and team members.

3. The timely delivery of items identified as "In scope" within the SOW.

4. Ensuring that City staff are sufficiently educated in the Questica Budget application to understand the implications of initial design decisions.

5. Providing The City with timely and detailed descriptions of the items identified as "Customer task" within the SOW.

6. Advising The City of expected completion dates for items identified as "In scope" within the SOW.

7. Advising The City of the impact on the expected delivery dates of "In scope" items when prerequisite the Customer tasks, such as the completion of data import templates or approval of report specifications, are advanced or delayed.

8. Monitoring the progress of the project and advising The City of risks to its on-time completion.

9. Coordinating the completion and approval of Change Orders.

The City's Project Manager shall be responsible for:

1. The timely delivery of items identified as "Customer task" within the SOW.

2. Advising Questica of the expected delivery dates of items designated as "Customer tasks".

3. Ensuring that Change Orders contain a full specification of the changes required.

4. Ensuring that Customizations are fully specified and documented.

5. Ensuring that all City team members have a clear understanding of their responsibilities to the project.

6. Filling out data import templates

7. Signing off on data imports, integration, and customizations (if required)

8. Scheduling of product testing

9. Assisting with the creation of training materials (as necessary) 141
• Chart of Accounts- list of GL Categories and GL Accounts • List of Fund Categories and Funds
• List of Departments, Divisions, Cost Centers and their relationships • Tree/Department/Fund Hierarchy
• Operating budget data
• Capital budget data
• Salary Data- employees, positions, grades, steps, scales/grids, benefits, position employee relationships, positions-cost center relationships. 142
We have extensive experience integrating Questica Budget with dozens of different financial systems and HR systems in numerous municipal governments.

Questica Budget has been successfully integrated/working on integrations (actual costs and budget) with the following systems:
• PeopleSoft • MS Govern
• SunGard (HTE, Naviline and IFAS) • Munis
• Oracle • Bellamy Software
• Dynamics GP • Accpac
• SAP • Epicor
• JD Edwards • Mitchell Humphrey
• Lawson • Vadim Software
• Cayenta • Vailtec
HR Integrations include:
• PeopleSoft • Oracle
• SunGard • Lawson
• SAP • MS Govern
• JD Edwards • Bellamy Software
Please note: Some of these integrations have been done directly to the tables, where as some have been done via csv files, staging tables, and web services.

Partnerships include:
• Diamond Municipal Solutions
• lnfor (Lawson)
• Microsoft Corp.
• Cedar Crestone
• Vadim Software
• Mitchell Humphrey
• Harris ERP (MS Govern)
143
Questica Budget is used by various public sector entities, all with different financial/HR systems.

As we routinely integrate with these external systems to share budget related data, we have developed a specialized tool for this purpose - The Questica Integration System or QIS.

QIS is a sub system within Questica Budget and is designed to simplify the integration process and reduce the amount of time it takes to integrate Questica Budget with different customer systems, typically financial/HR/ERP, and other miscellaneous external systems. Because all customers use different tables and dimensions, it is important that the integration be configurable. The Questica Integration System was designed to provide a highly configurable framework for sharing budget-related data with existing (and future) external data sources.

The data flow can best be visualized using the following diagram:
• l.

IW/J1?~J!~I
T
1 1 1
Figure 1: Integration Flow Diagram
The Questica Budget application is represented by the symbol at the top, with the QIS system in the middle, and various customer systems (Financial, HR, ERP, etc.) on the bottom level. In the case where data is to be extracted from Financial System and moved to Questica Budget, we would consider data to be moving from the bottom to the top in the diagram. If we were extracting from Questica Budget to insert into Financial System, data would move from the top to the bottom.

Extract, Transform, and Load
The QIS system consists of a series of interchangeable "connectors". A connector is added depending on how the data is being to be extracted. We have pre-built connectors that will 144
utilize SQL Database Queries, Web Services, XML, ODBC, OLEDB, delimited flat files, etc. The appropriate connector is selected and configured with a text file that provides the details of the information that is being imported.

The connector then passes data (as XML) to a "transformer" where the data is transformed using T-SQL. The T-SQL can be configured to manipulate the data and map it to the required format and columns.

Finally, another connector is used to load the data into the destination (either Questica Budget or the external system, depending on the direction). As before, different connectors can be utilized depending on whether Questica Budget is hosted on the same server and the Integration tool, or is hosted elsewhere. If on the same server (or a server on the same network) a SQL connector would typically be used. Once again the connector is configured with a configuration file.

Scheduled or On-Demand
The entire process is scheduled through the Windows task scheduler, or run on demand by an Administrator, as shown below. Monitoring of scheduled integration tasks can be performed in a number of ways, but the most popular method is the notification of exception or failure via an e-mail. Exception/failure e-mails can be configured to e-mail one or more people in the case of failure.

The integration details are available from the main 'Administration' menu.

Configured For Your System
The system is normally configured by Questica's technical staff during the implementation phase. This consists of selecting the appropriate connectors and establishing the integration by changing the text in the configuration files. Questica Budget Customers would certainly be able to update or create new integrations using the framework provided. The key skill involved is an 145
understanding of XML and knowledge of T-SQL. All of the configuration files are available to all customers - there are no hidden tools or technology that would not be available to your staff.

Salaries/ Salary Synchronization
The process for loading HR/payroll data into the system is via the 'Salaries Synchronization Tool'. This provides a mechanism to review and commit the changes to the Questica Budget Salaries module. The screen below -which can be customized - shows the settings used to configure the tool.

Do Not Synchronize
Position Emplo;,·ee Allocafi □ n (StagingPositionEmplo,-, Do t•lot Synchronize Adclitianal Settings
DE>leteVacant/Future Positions: I]
Cost Centecr Unique Key:

Position Unique Key:

Employee Unique Key;
Dep.artment UniQue Kev, Depa;rtm,mt. AcrountingReference Do Not Synchronize
Do Not Synchronize
Do Not Synchronize
Do Not Synchronize
Do Not Synchronize
Do Not Synchronize
Do Not Synchronize
Do Not Synchronize
Do Mot Synd,ronize Do Not synchronile
This screen allows the user to determine precisely which changes should be brought over from the HR system. The terminology used in this screen is defined as follows:
- New Items: Items that exist in the HR System, but do not yet exist in Questica Budget. 146
- Deleted Items: Items that no longer exist in the HR System but do exist in Questica Budget. - Existing Items: Items that exist in both Questica Budget and the HR System, but may be out of date in Questica Budget.

For each of the four supported integration types, (Positions, Employees, Position-Employee Allocations, Position-Costing Center/ DeptlD Allocations) your system administrator can specify whether or not to synchronize new items, deleted items, and existing items. Your system administrator can also specify which fields they would like synchronized, and supply default values for fields on new items.

Once the Salaries Synchronization is configured, we run the tool in "Test Mode" to view the changes that are calculated by the Salaries Synchronization tool.

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Once the process is complete, the above list of changes will be displayed. Each item will be listed, along with the type of item it represents, and the action that will be performed on it.

Once the user has verified that the changes listed are correct, the tool will need to be run again with "Test Mode" turned off. This will re-run the tool and update the Salaries module with the latest information from your HR System.

The process of integrating Questica Budget with the HR System is now complete. The data has been retrieved by the integration, the changes verified by the user/system administrator, and the Questica Budget Salaries module is updated with the most current information. 147
This section outlines both the initial training program, and ongoing customer training (Questica eTutor Tuesdays).

Questica takes a hands-on approach to training by working closely with customers to establish the best training plan possible. It is the role of Questica's project managers to work with City staff to establish training objectives and desired outcomes.

Questica is prepared to perform all training services onsite. The City may also want to consider a "Train-the-Trainer" approach where Questica would train core users who would in term train other users.

Your staff would choose a suitable date(s) and time(s) that is best available for all parties to be trained. If training is to be done remotely, it would be the City's responsibility to equipment its staff with the necessary computer equipment and internet collaboration tools need for the remote training. If training were to be on site, it would be the City's responsibility to schedule a training room and supplying the necessary computer equipment.

Questica would work with the City to supply training materials as well as handouts for end-user training. Often when asked to do the "Train the Trainer" approach, Questica will also sit in on the first few end user training sessions to ensure the trainers are covering the material properly. Questica also recommends training staff at a time that is close to beginning budget preparation cycle.

A typical end user training session would begin with a PowerPoint slide show that discusses the purpose of the software and the fundamental concepts. The next step is to invite users to work hands on within the Questica Budget training environment. The instructor and supporting staff walk around the room assisting with questions. A handout is usually prepared and given to the users.

The City would be encouraged to modify Questica's handouts to suit the needs of your users.

The number and configuration of environments for Questica Budget is flexible and largely dependent on Customer's existing IT department's policy and procedures. We normally recommend 4 environments: Production, Test, Training and development. These can reside on a single server, or more, using a single database instance, or more. Any combination of servers, databases and instances are supported. There are no additional costs for any number and configuration of environments for Questica Budget.
148
A typical training session would be laid out as follows:

User/ Administrative Training
• In depth overview of Questica Budget
• Administrative Training
Overview/ Training topics
• General Orientation
• Interface
• Consistent layout
• Try to reduce number of screens
• Contextual experience (menu rollovers, button pop-ups) • Navigation
• Cost Center/ Project Structure
Administrative Training
Administration:
• Batch Processes
• Lock Versions
• Copy Versions
• Promote/Demote Versions
• Balance Versions
• Security- users, licenses, roles and permissions
• Group Model
• Licensing
• Settings - budget year, budget stages, ranks, project types, trees, regions, templates, system properties
Reporting
• Report Types - PDF, Word, Excel
• Contextual Reports - they run within a cost center/project and do not require a user to enter any parameters
• Report Center - Requires Parameters
• Custom Reporting
• Ad-hoc Reporting
• Scheduled Reporting
• Future of Reporting
149
Post imn/,,m"11tai·frm and 011qo,rm1 tmml,:u:i:

Post Project implementation training will be available at your location, at our offices (Burlington) or via Web-ex type services. In addition, each month Questica hosts a free customer-only webinar to provide your staff on-going training and product knowledge. These monthly sessions are known as Questica eTutor Tuesdays - as they are held on the 2nd Tuesday of each month. Each Questica eTutor Tuesday session is recorded and the library of video training sessions is always available to your staff.

All Questica Budget customers have access to over 20 recorded Questica eTutor Tuesday webinars. Each of these training webinars is 20 - 40 minutes in length, and focuses on a single aspect of the application. These training videos are available at no charge to all Questica Budget customers and can be viewed as often as you wish. New sessions are added each month.

The current library of video training material includes the following topics:
• Advanced Search
• Grid fundamentals
• Reporting (standard reports)
• Change Requests
• Variables and Formulae
• Ad-hoc reporting
• Salary & Position Planning module
• Capital module
• Tips & Tricks (all modules)
• Form Editor (Screen Editor)
• Security
• Modifiers/ Benefits
• Baselines & baseline reports
• Audits /Logging
• Distributions - annualizing budget numbers
• New User Navigation
• Scenarios & What-if budgeting
• Batch Processes
• Salary module review and new features
• Q&A only (customer questions on any topic)
• Excel Import/ Export feature
• Change Requests - focus on Capital module
• The new Allocations Module
• Budget Stages & Workflows
• The New Report Center
150
i h-,".li'ffi''~ do ,."i ~litl"'"""""''h t~t . .ff.·o~g>.!!~ia;,,. .F'laffiS!!i<fil'&m~.Ja\,,,~lli Questica releases 1-2 major product updates per year. Hot fixes are released as needed. All Support and product updates are provided to clients at no charge as part of their maintenance package. This allows a structured rollout of new versions for our customers introducing only features that have been rigorously tested prior to release. Our development schedule is driven primarily by customer feedback. All releases come with comprehensive documentation, features added, known issues, database schemas, installation documents etc. Typically an upgrade takes 1-2 hours to install and test prior to production implementation. Upgrades can be done during off-peak times when there are fewer users logged into the application and can be done by Questica staff or by your staff (with proper training).

Ap11lying Upgu.uies
Upgrades are normally performed in the test environment prior to rollout to the production environment.

A request would be made to City staff to give Questica staff access to the application database.

Normally done after hours, the database would then be "frozen," and the upgrade applied via our automatic database upgrade tool - a simple drag & drop executable file. As there is no software installed on the workstations, they are not affected. After initial testing, the database would then be released back to City staff members. Once The City has tested and accepted/signed off on the upgrade, training would begin (if applicable).

For each upgrade Questica performs the following tasks:

1. Update any documentation that is necessary.

2. Update installer document if necessary.

3. Update the new features document.

4. Update the table and table schema.

5. Update the list of changes to the database.

6. Upload the new version to Questica FTP site.

7. Notify existing customers of a new version.
151
All necessary documentation is provided with each new release including:

1. Questica Administrators Manual

2. Questica Budget Capital User Manual

3. Questica Budget Operating User Manual

4. Questica Dashboards Manual

5. Questica Database Documentation

6. Questica Database Schema

7. Questica Release Notes

8. Questica Reporting Manual

9. Questica Technical Requirements

10. Questica Upgrade Documentation
End-user documentation (user manuals) is available from the Help menu on the main page in the application.
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Questica has only one support model that it makes available to all of its customers. It is designed to provide the highest standard of quality support to clients in all North American time zones.

The support process: All support issues are tracked as support tickets at Questica. We use a dedicated incident and ticket tracking system (Connect-wise) to track every support issue from the time it is first reported until it is resolved and closed. When an incident is reported it is fully documented and its severity and impact on the customer is used to route the support ticket appropriately. All Questica staff are based in our Burlington, Ontario offices, so tickets can be immediately referred to the highest level of development or technical resources for additional attention.

In all cases a support incident is assigned to an individual who has the responsibility of working with our client contact until the incident is resolved. It is this individual's responsibility to work on our customers behalf to escalate incidents if appropriate, and to provide steady feedback to our customers.

A support issue can be raised with our support staff by e-mail or by calling our technical support line. This line is always staffed Monday through Friday from the hours of 8am to 8pm EST. At all times there is an individual who maintains the primary responsibility of ensuring the support line is monitored and answered promptly - if this individual is occupied, our phone system will automatically escalate the call to a larger pool of qualified individuals.

Each support incident is deemed closed when a remedy, reasonable workaround, or recommendation for the installation of a current maintenance release has been offered and accepted, and a commercially reasonable effort has been made to restore operation to the original intent and design of the Software.

Number of Support staff: Normally, 6 support staff are available on the technical support call queue.

Time Zones/Response Time: Core support staff is on hand and available from Monday-Friday from 8am through 8pm EST. This provides coverage through all core North American time zones. All calls and e-mails are guaranteed an initial response within at 15 minute period if received during core support times.

All our support staff is licensed to use the Citrix GoToMeeting product to share a screen with callers.
153
There are no formal limits put in place on the number of calls or incidents that a customer may log. Our expectation is that support calls will be made to Questica by staff or Administrators of Questica Budget.

Customer Responsibilities: Your responsibilities are different depending on how you license Questica Budget. With a traditional software license purchase where you host Questica Budget on your own server infrastructure, you have the responsibility for all hardware and server licenses (Windows Server & MS-SQL,) for maintaining the server, and for making appropriate timely backups of the Questica Budget database. In a hosted Software as a Service (Saas) environment, Questica takes on these responsibilities. You also have the responsibility of ensuring that your staff is trained to use Questica Budget. Our unlimited support line should not be considered a substitute for proper user training.

Configuration Support: The implementation plan included in this RFP response includes the initial configuration of the Questica Budget system. After you are live and using Questica Budget in a production environment your support would be transitioned from your implementer to our Technical Support staff for ongoing support. At that point, if there are any questions related to configuration your staff are welcome to contact our Technical Support staff on the unlimited support basis as described above.

Integration Support: Questica Budget integrations that are purchased and are part of the initial implementation are fully supported by Questica.

System Support: All System Support related questions are fully covered by our support program and are answered on an unlimited basis.

We maintain a services agreement that details what we provide based on the license type. In all cases we commit to supporting Questica Budget so that it can be used on an ongoing basis in the same way that it was implemented. All product releases are included in our Maintenance and Support as well. There are several exclusions in the support agreement as well depending on the nature of the licensing (hosted vs. not hosted). However, in both cases our maintenance does not include the training of your staff.

Version Support: Questica releases at least one major and one minor product update per year.

We understand that often our customers only want to update their product on a scheduled basis, or when new functionality is introduced that interests them. Although we do encourage our customers to keep Questica Budget updated, it is not a requirement. We have mirrored our support structure with that of Microsoft - we continue to support browser, server and database versions that are supported by Microsoft. (For example, the MS SQL 2005 database was no longer supported as at January 2013, matching Microsoft's support structure.) It should be noted that our support staff will provide assistance to the extent that they can with prior 154
releases -the resolution to a problem may be addressed in a future release, and in those cases these resolutions would be a recommendation of an upgrade to that future release.

Disaster Recovery: Since all data and product configuration data is stored in a single MS-SQL database, Questica Budget can be restored from a disaster very quickly providing the database is backed up regularly. There are three core failure scenarios -the web server component {115, or its related server hardware,} the Questica Budget database (MS-SQL Server, or its related hardware,) or both.

The process of recovery is the same in all cases: 1) Ensure that the Questica Budget database is available from a MS-SQL database, being recovered from a backup on an alternate server if necessary. 2} Ensure that the Questica Budget product is installed on an 115 web server. 3} Configure Questica Budget to point to the appropriate Questica Budget database by configuring the web.config file on the hosted 115 server. (There are other minor steps involved that are well documented, but these are the major steps.)
Please note that Questica Budget is supported in failover clustered 115 and SQL server environments, such that the needs for a barebones re-installation from backups should not be necessary. However, if it is, the speed of recovery is based on the time required to have the 115 and SQL server installed and ready so that the above steps can be performed, together with the restored backup. If it is critical that Questica Budget be available as quickly as possible with little to no downtime, an alternate server can be configured for failover purposes.

Process far monitoring, escalating, and resolving issues during the project All technical support is provided toll free from the Questica office in Burlington, Ontario.

Standard support hours are 8 am to 8pm (EST), Monday through Friday. For after-hours support requests, Questica's Project Managers can also be reached via cellular phone or email.

Response time is normally immediate, and is generally no longer than 1-2 hours. Normally, 6 support staff are available on the technical support call queue. They will work with City staff to assist in troubleshooting all issues, including system issues. Often, screen sharing technologies such as Web-ex or GoToMeeting are used to facilitate such troubleshooting and support issues.

SL1pport calls are classified into the following criteria:

Support issues are classified as described above (Priority 1, 2, 3) Priority 1- Urgent (example: system is unavailable to users) -Support staff immediately ceases any other activity and work towards a solution, and if possible, remains on the phone with the customer until resolved.

Priority 2 - Important (example: software bug) -Support staff work to resolve the issue within the same business day.

Priority 3 - Minor (example: minor nuisance or irregularity) - To be considered in the next development cycle - may require a hot fix.
155
All support issues, customer-needs and suggestions are tracked through our CRM (Customer Relationship Management) tools. All support calls/emails are entered and assigned a tracking number. All support tickets and status updates are available via our customer portal.

Service tickets are escalated automatically (to development, mgmt., etc.) via email to ensure all response commitments are met.

Software issues hcwe the following classifications:
• Low- To be considered in the next development cycle
• Medium- To be considered in the next development cycle • High-Addressed in the next Build
• Critical (Work Stoppage) - Addressed immediately
Service tickets are escalated automatically (to development) via email to ensure all response commitments are met.

If needed., custmners can escalate support issues in fhe following rnanner:

4. Manager, Customer Service & Support

5. President

6. Chairman
Office and mobile phone number for these positions will be provided upon contract award. 156
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The availability of the resources identrfied in this RFP response and the timeline in the sample project plan are contingent upon the Customers adherence to the contract execution and project kick-off dates as provided in the RFP document and/or SOW. Any delay related to contract execution and/or the project kick-off may negatively impact the availability of the resources identified and the project timeline as outlined in our response. Questica will replace the identified resources with equally qualified individuals in the event the resources identified in this RFP response are not available. A final project plan will be jointly created by Questica and the City during the initial planning phase based upon detailed specifications and a better understanding of resource availability at that time.

James McCall - Project Manager (PMP)
Phone: (905) 634-0110 x 522
Toll Free: {877) 707-7755 x 522
Fax: (866) 520-8514
Email: [email protected]
Role in this Project: Project Manager, Implementer

EDUCATION & EXPERIENCE
Degree in Physics & Computer Science - Brunel University, London Certified Project Management Professional (PMP)
20+ years in database application design and development Co-founder and technical director at eyebase.com - digital asset management software systems
Recent Questica Budget Implementation experience
• City of Edmonton, AB
• City of Plymouth, MN
• City of Arvada, CO
• Sound Transit, Seattle WA
• Lane Community College, OR
160
Michael Newsome - Senior Consultant
Phone: (905) 634-0110 x 518
Toll Free: (877) 707-7755 x 518
Fax: (866) 520-8514
Email: [email protected]
Potential role(s) in this Project: Senior Consultant

EDUCATION & EXPERIENCE
• Law Society Part I - Law Society of England & Wales
• Certified General Accounting (Partial)
• 1 year in legal practice
• 4 years in financial services audit
• 2 years with Ontario Government regulating financial institutions • 6 years financial, tax, and economic planning with resource based companies, and related Provincial and Federal government departments.

Recent Questica Budget Implementation experience
City of Greensboro, NC
All modules purchased along with customizations and custom reports. Integration to Lawson.

City of Riverside, CA
Description of project - All modules purchased. Integration to SunGard.

Municipality of South Huron, ON
Description of project - Questica imported their Chart of Account and they manually keyed in their Salaries and Operating data as a cost saving measure. Integration to Dynamics GP.

City of Mississauga, ON
Description of project - implementation is on-going. All modules purchased along with customizations and custom reports. Custom benefit calculations are being created for different position groups. Integration to SAP.
161
Bob Vivash - Project Manager
Phone: {905) 634-0110 x 519
Toll Free: (877) 707-7755 x 519
Fax: (866) 520-8514
Email: [email protected]
Potential role(s) in implementation: Project Manager

EDUCATION & EXPERIENCE
Post Graduate Diploma in Business Information Technology- Manchester University 20+ years in IT Project Management including:
6 years implementing OLTP Pharmacy Claims processing
Recent Questica Budget Implementation experience
• City of Boston, MA
• City of Greeley, CO
• Langford, BC
• Town of Morrisville, NC
• Pinellas SunCoast Transit Authority, FL
• City of San Carlos, CA
162
Marjorie Johnson - Project Manager (back up only)
Phone: {905) 634-0110 x 510
Toll Free: (877) 707-7755
Fax: (866) 520-8514
Email: [email protected]
Potential role(s) in this Project: Project Manager

EDUCATION & EXPERIENCE
• Certified General Accountant (CGA) Designation, 2004
• Life Management Institute, 2002
• Fellowship, Life Management Institute (FLMI) Insurance Designation • Over 10 years of municipal experience
Other relevant qualifications
• Capital Manager at the City of Vaughan, Ontario - September 2003 -August 2007 • Systems Implementation, Development and Upgrade Experience including PeopleSoft, JD Edwards and Questica's Questica Budget Capital
• Over Six Years Combined Enterprise-wide Business Process Audit, Best Practices and Continuous Quality Improvement Experience
• Excellent Leadership, Project Management, Research and Communication Skills Recent Questica Budget Implementation experience
City of Prince George, BC
The implementation of Questica Budget Capital was done in a matter of weeks. Integration to JD Edwards.

Town of Essex, ON
Description of project - Questica imported their Chart of Accounts while they manually keyed in their Operating and Salaries data as a cost saving measure. Integration to Dynamics GP.

Municipality of Centre Wellington, ON
Description of project - Implementation was done remotely with training being done onsite. A total of three custom reports were delivered. Integration to Dynamics GP.

City of Oceanside, CA
Description of project - all modules were purchased. Integration to Oracle systems. 163
Allan Booth - Project Manager (backup only)
Phone: (905) 634-0110 x 545
Mobile: (905) 559-0783
Toll Free: (877) 707-7755 x 545
Fax: (866) 520-8514
Email: [email protected]
Potential role(s) in this Project: Project Manager, User Training

EDUCATION & EXPERIENCE
• 13 years in software design and implementations.
• Has successfully implemented over 30 ERP and Questica Budget projects across North America.
• Extensive history in web based design and managing of development groups • Commercial Aviation and Flight Technology Diploma, Seneca College, 1993 Recent Questica Budget Implementation experience
• Strathcona County, AB
• Description of project - All Questica Budget modules purchased. The County required a number of customizations, custom calculations and custom reports. Integration to JD Edwards.
• Osceola County, FL
• Description of project -All modules purchased. Implementation was done remotely with training done onsite. Integration to SunGard.
• Washington County, MD
• Description of project - Implementation was done remotely with training being done onsite. A total of five custom reports were delivered. Integration to PeopleSoft. • Municipality of Anchorage, AK
• Description of project - All implementation services were provided remotely except for onsite training. All modules purchased along with customizations and custom reports.

Integration to PeopleSoft.
164
Steve Williamson - Project Manager
Phone: (905) 634-0110 x 501
Toll Free.: (877) 707-7755 x 501
Fax: (866) 520-8514
Email: [email protected]
Potential role(s) in this Project: Project Manager, User Training

EDUCATION & EXPERIENCE
• 5 years Intermediate Mechanical Designer at Nutech Engineering • 5 years Senior Mechanical Designer at Rumble Automation • 10+ years of IT Administration, from setting up Servers, Workstations, new application roll outs, and training (e.g. SolidWorks, Inventor, AutoCAD, Solid Edge, Office, etc.) Recent Questica Budget Implementation experience
City of Windsor, ON
Description of project - Questica Budget Capital module was purchased in 2006. In 2010 The City purchased and installed the remaining modules - Questica Budget Operating and Questica Budget Salaries. As part of the implementation, Questica provided Ad-hoc reporting along with a several custom reports. Integration to PeopleSoft Financials and HR Lac Ste. Anne County, AB
Description of project - all modules implemented. Integration to Dynamics GP Frederick County, MD
All Questica Budget modules implemented. Integration to PeopleSoft Financials and HR Sylvan Lake, AB
Description of project - Questica is importing their operating and capital data along with integrating Questica Budget with their financial solution. Integration to Dynamics GP 165
Oscar Asuncion - Project Manager
Phone: (905) 634-0110 x 525
Toll Free: (877) 707-7755 x 525
Fax: (866) 520-8514
Email: [email protected]
Potential role(s) in implementation: Project Manager

EDUCATION & EXPERIENCE
A senior Project Manager with business analyst, technical support and escalation management experience. Customer-focused and goal-focused. • Ryerson Polytechnic University, Toronto, ON- Certificate in Telecommunications Management, 1998
• University of Waterloo, Waterloo, ON - Bachelor of Mathematics, Applied Mathematics, 1992
• Services Program Manager
• Serviceability Engineer
• Critical Accounts Program Manager
• Senior CRM Technical Support Engineer
In addition, the following Questica personnel may be involved in the implementation process at varying points in time:
• TJ Parass - Project Manager (backup) /Owner
• James Orr - Developer/ Manager
• RJ Ahuja - Developer/ Manager
• Greg Double - Developer
• Kyle Wheaton - Developer
• Dave van Herten - Developer
• Steve Buchok - Developer
• John MacRae - Developer
• Marshall Bucek - Developer
• Ryan Hryczynski - Developer
• Malcolm Elsdon - Developer
• Jennifer Kozlowski - Developer
• Phil Long - Developer
• Ken Szreler - Product Specialist
• Rick Rogerson - Professional Services/ Manager
• Morris Hall - Professional Services/ Report Writer
• Tanya Chakhov - Professional Services/ Report Writer
• Mark Ilagan - Professional Services/ Report Writer
• George Boucher - Professional Services/ Report Writer 166
The following related to "ATTACHMENT D Agreement for Services" of the RFP document.

Page l'J "CONTRACTOR"S SEfWICES TO BE APPROVED BY A LICENSED PROFESSJONAL" This section should not apply to Questica since we are a software provider and do not supply services or solutions that have designated "Licensed Professionals".

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City Council and Authorities ConcurrentJuly 9, 2024

City Council and Authorities Concurrent
July 9, 2024